Agenda 02-08-11
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. East Side-West Side-Seaside Renaissance
CRA Board Meeting
Tuesday, February 8, 2011 at 6:30 PM
City Commission Chambers
100 E. Boynton Beach Blvd
Boynton Beach, FL 33435
I. Call to Order - Chairman Jose Rodriguez
II. Pledge to the Flag and Invocation
III. Roll Call
IV. Legal:
V. Agenda Approval:
" A. Additions, Deletions, Corrections to the Agenda
B. Adoption of Agenda
VI. Informational Items by Board Members & CRA Attorney:
VII. Announcements & A wards:
A. Ocean Avenue Concerts - February
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A. Approval of Minutes - CRA Board Meeting January 11, 2011 > ~:z
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B. Approval of Period Ended January 31, 2011 Financial Report ""ro
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C. Monthly Procurement Purchase Orders ::r:
IX. Pulled Consent Agenda Items:
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X. Information Only:
A. CRA Policing Activity Reports New Format
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B. Public Comment Log
C. Metropolitan Policy Pro gram- The Brookings Institute- "Turning Around Downtown:
Twelve Steps to Revitalization"
XI. Public Comments: (Note: comments are limited to 3 minutes in duration)
XII. Old Business:
A. FY 2009-2010 Presentation-Audited Financial Statements
B. Review and Approval of Letter to Boynton Waterways Investment Associates, LLC
Re: DIF A (Promenade)
C. Kaufinan Lynn, Inc. Construction Manager at Risk Presentation-Tabled 2/1/2011
D. Continuation of Construction Manager at Risk-Tabled 1/1112011 & 2/112011
XIII. New Business:
A. Consideration of Proposal by Habitat for Humanity of South Palm Beach to Build ,
21 New Homes at Ocean Breeze West J
B. Consideration of Funding a Portion of Community Entry Sign for Coquina Cove
C. Consideration of Draft Lease Terms for 211 E. Ocean Avenue
D. Consideration of Supporting the Circle of Hope Gala
E. Consideration of Renewal of Lease with Jesus House of Worship
F. Report on TIF Agreements Status
G. Consideration of Purchasing the Cherry Hill Mini Mart at 1213 NW 4th Street
XIV. Interim Executive Director's Report
A. Project Status Update
XV. Future Agenda Items:
A. Discussion Regarding Process for Replacement of Executive Director - Tabled
10/12/10
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B. Consideration of Options for VIP Area at Public Events
(., C. Discussion ofIdeas for "G.A.L.A. type" Event Discussion
XVI. Adjournment
NonCE
IF A PERSON DECIDES TO APPEAL ANY DECISION MADE BY THE CRA BOARD WITH RESPECT TO ANY MAlTER CONSIDERED AT
THIS MEETING, HElSHE WILL NEED A RECORD OF THE PROCEEDINGS AND, FOR SUCH PURPOSE, HElSHE MAY NEED TO ENSURE
THAT A VERBATIM RECORD OF THE PROCEEDING IS MADE, WHICH RECORD INCLUDES THE TESTIMONY AND EVIDENCE UPON
WHICH THE APPEAL IS TO BE BASED. (F.s.286.0105)
THE CRA 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 THE CRA AT (561) 737-3256 AT LEAST TWENTY-FOUR HOURS PRIOR TO THE
MEETING PROGRAM OR ACTIVITY IN ORDER FOR THE CRA TO REASONABLY ACCOMMODATE YOUR REQUEST.
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'1~<!Y~Te~RA
. East Side-West Side-Seaside Renaissance
CRA Board Meeting
Tuesday, February 8, 2011 at 6:30 PM
City Commission Chambers
100 E. Boynton Beach Blvd
Boynton Beach, FL 33435
I. Call to Order - Chairman Jose Rodriguez
II. Pledge to the Flag and Invocation
III. Roll Call
IV. Legal:
V. Agenda Approval:
A. Additions, Deletions, Corrections to the Agenda
B. Adoption of Agenda
VI. Informational Items by Board Members & CRA Attorney:
VII. Announcements & Awards:
A. Ocean A venue Concerts - February
B. Movies on the Ave. - March
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VIII. Consent Agenda:
A. Approval of Minutes - CRA Board Meeting January 11,2011
B. Approval of Period Ended January 31,2011 Financial Report
C. Monthly Procurement Purchase Orders
IX. Pulled Consent Agenda Items:
X. Information Only:
A. CRA Policing Activity Reports - New Format
B. Public Comment Log
C. Metropolitan Policy Pro gram- The Brookings Institute- "Turning Around Downtown:
Twelve Steps to Revitalization"
XI. Public Comments: (Note: comments are limited to 3 minutes in duration)
XII. Old Business:
A. FY 2009-201 0 Presentation-Audited Financial Statements
B. Review and Approval of Letter to Boynton Waterways Investment Associates. LLC
Re: DIFA (Promenade)
C. Kaufinan Lynn, Inc. Construction Manager at Risk Presentation-Tabled 2/1/2011
D. Continuation of Construction Manager at Risk-Tabled 1/1l/2011 & 2/1/2011
XIII. New Business:
A. Consideration of Proposal by Habitat for Humanity of South Palm Beach to Build
21 New Homes at Ocean Breeze West
B. Consideration of Funding a Portion of Community Entry Sign for Coquina Cove
C. Consideration of Draft Lease Terms for 211 E. Ocean Avenue
D. Consideration of Supporting the Circle of Hope Gala
E. Consideration of Renewal of Lease with Jesus House of Worship
F. Report on TIF Agreements Status
G. Consideration of Purchasing the Cherry Hill Mini Mart at 1213 NW 4th Street
XIV. Interim Executive Director's Report
A. Project Status Update
XV. Future Agenda Items:
A. Discussion Regarding Process for Replacement of Executive Director - Tabled
10/12/10
B. Consideration of Options for VIP Area at Public Events
C. Discussion of Ideas for "G .A.L.A. type" Event Discussion
XVI. Adjournment
NonCE
IF A PERSON DECIDES TO APPEAL ANY DECISION MADE BY THE CRA BOARD WITH RESPECT TO ANY MA ITER CONSIDERED AT
THIS MEETING, HE/SHE WILL NEED A RECORD OF THE PROCEEDINGS AND, FOR SUCH PURPOSE, HE/SHE MAY NEED TO ENSURE
THAT A VERBATIM RECORD OF THE PROCEEDING]S MADE, WHICH RECORD INCLUDES THE TESTIMONY AND EVIDENCE UPON
WHICH THE APPEAL IS TO BE BASED. (F.S. 286.0 I 05)
THE CRA 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 ACTIV]TY
CONDUCTED BY THE CITY. PLEASE CONTACT THE CRA AT (561) 737-3256 AT LEAST TWENTY-FOUR HOURS PRIOR TO THE
MEETING PROGRAM OR ACTIVITY IN ORDER FOR THE CRA TO REASONABLY ACCOMMODATE YOUR REQUEST.
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Friday March 4, 2011 6:00 - 8:00 PM
FEATURING: The Social Network, Rated PG-13
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The Palm Beach Post
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Date: Monday, February 7, 2011
Subject: Community Gardens Donation $450.00
From: Dr. Victor D. Norfus ~ Manager
Dear Community Redevelopment Agency:
My name is Br. Victor D. Norfus. I am the new Manager for the
Community Gardens. I am writing to you on behalf of the non-profit
Boynton Beach Community Gardens. We have had much success in
growing fresh vegetables for local residents. The residents maintain small
plots of fresh vegetables, in the CRA area, to offset the cost of their food.
There is currently a need for new supplies to maintain the community
Gardens. There is a need for tools, seeds, seedlings, topsoil and other
supplies. We are asking for a donation to purchase these supplies totaling
$450.00. Here is a breakdown for supplies.
$75 Miracle Grow
$75 Top Soil
$75 Fertilizer & Bug Repellant Powder
$75 Hoses, Sprinklers, Hoe, Rake, Shovel, Paint, Nails, etc.
$50 Vegetable Seeds & Edible Flowers (Beans, peas, com, etc)
$100 Seedlings (collards. cabbage. onions. Green & Hot peppers. etc)
$450.00 Total
The Boynton Beach Community Gardens would greatly appreciate a
donation of $450.00 to purchase the supplies listed. The supplies would be
purchased at the local Home Depot or similar store.
Thank you in advance for all of your support!
Dr. Victor D. Norfus, Community Gardens Manager
261 N. Palm Drive Boynton Beach Fl. 33435
Phone: 561-601-0790
Boynton Beach Community Gardens 20]]
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IN THE CIRCUIT COURT OF THE FIFTEENTH JUDICIAL CIRCUIT
IN AND FOR PALM BEACH COUNTY, FLORIDA
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CIVIL DIVISION
CASE NO. 502010CA013398XXXXMB
vs.
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CHERRY HI ...", INI MARKET, INC., a
Florida corpora -.../ CT A VIA C. BELL, an
individual; AL lJN:\ K. BELL, an
individual; and ~NOWN TENANT
representing tenant m ~ession of property
loca~ed at 1213 NW 41~.~~t, Boyton Beach,
FlorIda 33435, ',-C:::0'~
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THIS MA ITER was heard bWt. the Court on Plaintiffs Motion for Summary Final
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Judgment of Foreclosure on December t'32:~i!.1 After consideration of all evidence presented, this
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Court rules as follows,
IT IS HEREBY ADJUDGED that:
Plaintiff, BANK OF AMERICA, N.A. ("BANK"), whose address is 101 North Tryon Street,
Charlotte, NC 28255, is due:
249 880.03
38482.33
4081.00
4647.53
3210.00
450.00
CFN 20100482415, OR BK 24263 PG 1038,RECORDED 12/16/2010 11 :33:56
Sharon R. Bock,CLERK & COMPTROLLER, Palm Beach County, NUM OF PAGES 4
CASE NO. S02010CA013398XXXXMB
Final Judgment
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that shall bear interest at ffi.~e,~of 6% per year.
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2. Plaintiff hOld~iB~:p\)fOr the total sum superior to all claims or estates of
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defendants on the following des~JSroperty in Palm Beach County, Florida:
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1906.00
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302 885.89
6849.00
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FL, to-wit:
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All that certain parcel of land lying ae-~eing situated in the County of PALM BEACH, State of
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LOTS 396 AND 397, CH~\bHILLS SUBDIVISION LOCATED
IN SECTION 21, TOWNSHIP 45, RANGE 43, TOWN OF
BOYTON, ACCORDING TO THE PLA T THEREOF ON FILE IN
THE OFFICE OF THE CLERK OF THE CIRCUIT COURT OF
PALM BEACH COUNTY, IN PLAT BOOK 4, PAGE 58,
Being that parcel of land conveyed to OCT A VIA BELL from
ALBERT A BELL by that deed dated 03/29/1 993 and recorded
03/29/1993 in deed book 7639, at page 1678 of the PALM BEACH
County, FL Public Registry.
Being that parcel of land conveyed to OCT A VIA C. BELL AND
ALBERT A K. BELL from OCT A VIA C. BELL by that deed dated
02/14/1 994 and recorded 02/14/1994 in deed book 8122, at page 1970
of the PALM BEACH County, FL Public Registry.
More commonly described as, 1213 N. W. 4lh Street, Boyton Beach, Florida 33435 (the "Property").
CASE NO. 502010CA013398XXXXMB
Final Judgment
\~. If the total sum with interest at the rate described in paragraph I and all costs accrued
su~:~Fm to this judgment are not paid, the clerk of this court shall sell the Property at public sale
on ~ 13 ,2011, to the highest bidder for cash, in accordance with section
45. 031, Flo~tutes, by electronic sale beginning at 10:00 a.m. on the prescribed sale date at:
((~:::? www.mypalmbeachclerk.clerkauction.com
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4. PlaiO'l~shall advance all subsequent costs of this action and shall be reimbursed for
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them by the clerk ifpla(fu!Jtis not the purchaser ofthe Property for sale, provided, however, that the
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purchaser of the Property\fO'ts~le shall be responsible for the documentary stamps payable on the
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certificate oftitle. IfPlaintifKfi~purchaser, the clerk shall credit plaintiffs bid with the total sum
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with interest and costs accruing ~~nt to this judgment, or such part of it, as is necessary to pay
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5. On filing the certificate ~#~)~e the clerk shall distribute the proceeds of the sale, so
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far as they are sufficient, by paying: first,' a.inti ff s costs; second, documentary stamps affixed
to the certificate; third, plaintiffs attorneys' fees; fourth, the total sum due to plaintiff, less the items
paid, plus interest at the rate prescribed in paragraph I from this date to the date of the sale; and by
retaining any remaining amount pending the further order of this court.
6. On filing the certificate of sale, defendants and all persons claiming under or against
defendants since the filing ofthe notice oflis pendens shall be foreclosed of all estate or claim in the
Property, except as to claims or rights under chapter 718 or chapter 720, Florida Statutes, if any.
Upon the filing of the certificate oftitle, the person named on the certificate oftitle shall be let into
possession of the Property. '
CFN 201004824t5 BOOK 24283 PAGE HWO,:5 OF 4
CASE NO. 502010CA013398XXXXMB
Final Judgment
\~. ) uri ,diction of thi, action i, retai ned to enter further orders that are proper including.
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with~~itation, writs of possession and a deficiency judgment.
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ADDITI
ENTITLE
JUDGMEN
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IF YOU'Aam A SUBORDINATE LIEN HOLDER CLAIMING A RIGHT TO FUNDS
REMAINING A~ THE SALE. YOU MUST FILE A CLAIM WITH THE CLERK NO
LATER THAN 60 A YS AFTER THE SALE. IF YOU FAIL TO FILE A CLAIM. YOU
WILL NOT BE EN1(r!~~D TO ANY REMAINING FUNDS.
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8. The Plain\fff~.ay assign the judgment and credit bid by the filing of an
assignment without furth~er of the Court.
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DONE AND ORDERE:I:lJ~~~st Palm Beach, Palm Beach County, Florida on this 13 day
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ofDecember201O.:~.> ~JUDGE
IS PROPERTY IS SOLD AT PUBLIC AUCTION THERE MAYBE
MONEY FROM THE SALE AFTER PAYMENT OF PERSONS WHO ARE
BE PAID FROM THE SALE PROCEEDS PURSUANT TO THIS FINAL
Conformed copies to:
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Guillermo M. Mancebo, Esq.
Liebler, Gonzalez & Portuondo, P.A.
Courthouse Tower - 2yh Floor
44 West Flagler Street
Miami, Florida 33130
Cherry Hill Mini Market, Ine, c/o Octavia Bell, Reg. Agent
5013 Nautica Lake Circle
Lake Worth, Florida 33463
Octavia Bell
5013 Nautica Lake Circle
Lake Worth, Florida 33463
Alberta K. Bell
5013 Nautica Lake Circle
Lake Worth, Florida 33463
XIV. INTERIM EXECUTIVE DIRECTOR'S REPORT:
A. Project Status Update
Boynton Beach CRA Priorities 2010-2011
January 2011
Redevelopment and Leasing of 211 E. Meeting with Chussler Group to finalize draft lease terms and interior
Ocean/12-18 months layout for 211 E. Ocean Avenue Project. 100% construction drawings Budget for interior build-out will be ready by
were submitted to the City on 1/12/11 for permit approval review. 1/10/11 Auaust 2011
Redevelopmentof710 N. Federal Project submitted to Building Dept. for
construction permit. Comments given to
(Holiday House)/6-9 months Amended Lease to include desian of interior GC, July 2011
Selection of CMAR and Construction of
Amphitheatre on Ocean Avenue/NE 151 Presentation of proposals and results to
Street/6-9 months Review of responses by staff and CRA consultants. take place at the Jan, 11 th Board mta. Februarv 8, 2011
Ruth Jones Cottage Site Preparing construction drawings for building
Plan Approval, Relocation, Renovation permit submittal. Design plans to be
& Lease-up Interior layout design completed. Budget for interior (tenant) submitted to Bldg. Dpt. on or before Jan.
completed. Site Pain aoproval aranted by City Commission. 11 th for permit aporoval review. Auaust, 2011
Ocean Avenue Amphitheater Project -
Building permit submitted responded to City Comments and resubmitted plans Permit approved, Ready for Construction April, 2011
Creation of Monumental Entry Feature
and Public Space at Marina/Ocean Construction permit approved 1/6/11,
Avenue/6-9 months Ready for Construction April, 2011
Completion of Infrastructure at Ocean Correction of mylars. Correction of legal description. Plat approval
Breeze West site/3-6 months scheduled for 2/15 City Commission meetina. May, 2011
Development of 21 S/F Homes at
Ocean Breeze West Met with Habitat. Placed Habitat Prooosal on 2/8/11 aaenda. Seot.,2013
Re-branding project: Jan. 11 Committee mtg, determined to bid
quotes for outside assistance on City's branding work. We are also
drafting an Image Research Survey for public input. Next mtg. Feb 3.
Promotional video: Filmed shots throughout the City with Mayor on
2/1, 2/2, and final shot scheduled for 2/1 O. Once voice-over and
Creation of Niche Marketing Strategy editing is completed, video will be posted on the BDB,CVB and
for Downtown/3-6 months VisitFlorida websites. Boynton Harbor Marina website: developing
interactive site for Marina to encourage visitors to particpate in daily
activities the Marina has to offer,ie, boat rentals, dive charters, dining, Promotional Video
events. Worked with website vendor (siteminds) to transition total April, 2011
website editing capabilities to CRA staff. Marina Website -
Live shots comoleted with Mayor. JulY, 2011
Fund the Financial Feasibility Study for
Old Hiah School Mav, 2011
Project
Activities
Outcomes
Completion
Date
Holiday Extravaganza - Parade, Tree
Lighting and Concert were a great success,
By all estimates we did meet our goal of
attracting 3,000 attendees. PLEASE NOTE:
AFTER THE EVENT WE GOT OUR
Conduct Holiday Extravaganza and PERCENTAGE CHECK FROM THE
Attract 3,000 Attendees CONCESSION COMPANY AND IT WAS
Planning all aspects of the Parade, Tree Lighting and Concert 1/2 OF WHAT IT USUALLY IS, WHICH
Working with City staff at departmental meetings to ensure all services WOULD LEAD ME TO BELIEVE THAT WE
are in place to enhance event. Created signs, flyers, mailings and print HAD 1/2 THE NUMBER OF PEOPLE
& online ads. Scheduled tree and decoration installation to be ATTENDING. I BELIEVE IT WAS DUE TO
complete by November 15, Secured cars and drivers for Mayor, THE FACT THAT WE DID NOT HAVE A
Commission and Santa. NATIONAL ACT AS IN PREVIOUS YEARS. December, 2010
Completion of Fuel Dock Punchlist created. Received City Bldg, Dept. final inspection Project Awaiting sealing of one king pile in order to
Reconstruction/3 months closeout anticipated by January 15, 2011. release final payment February, 2011
The event was a huge success, We added
Conduct Holiday Boat Parade and more "land" activities,.. a band, outdoor
dinning and bar and extra seating for 80,
Attract 2,000 Attendees We had 36 registered boats however only
22 actually participated. Awards ceremony
,-, at Chamber luncheon on January 12, 2011 December, 2010
Conduct Five "Movie on the Avenue"
Events and Attract 200 Attendees per First event scheduled for January 7. 2011-AVATARPG13 FEB4, Jan, - AVATAR - cold night about 75
Event 2011 -INCEPTION PG-13, people, Brus Room was food vendor Mav, 2011
Help plan and execute Mayors Walk in
March 2011, First planning meetino scheduled for 1/10/11 -- March, 2011
Conduct Five Ocean Avenue Concerts Jan - Bulldog Band - rain was predicted,
and Attract 400 Attendees per Event 200 people, food - Brus Room, beer & wine
First event scheduled for January 21,2011 - Bulldog Rock & Roll Band, CCC Mav, 2011
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Conduct Salute to Independence event
and Attract 2,000 Attendees July 4, 2011
Completion of FY 09/10 Audit Report FY 2009-2010 audited financial statements completed, Presentation to
with No Sionificant Findinos Board 2/8/11 NO FINDINGS! February 8, 2011
Attract 5 New Business to the CRA - Process Rent Subsidy Application from Hotdog-Opolis, Process
Assist with the Expansion of two Business Signage Grant to Toby Center, provided program packages
existing businesses - to various property owners in district ._,~-~ Sept, 2011
~~~~Y~Te~ eRA
. East Side-West Side-Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I I Consent Agenda I I Old Business IX I
New Business
Legal
I Executive Director's Report
SUBJECT: Consideration of Purchasing the Cherry Hill Mini Mart at 1213 NW 4th Street
SUMMARY: Staff discovered that the Cherry Hill Mini Market was foreclosed on by the Bank of America.
The City and CRA have worked diligently to close/remove two other convenience stores in the Heart of Boynton
neighborhood that were sources of crime and loitering.
The Cherry Hill Mini Market is located in a completely residential neighborhood and is a non-conforming use.
Habitat for Humanity routinely states that this market is one of the main reasons that this area of the Heart of
Boynton is so difficult to redevelop. If the Board moves forward with a purchase, the lot would be converted to
single-family use.
At this time, staff is only recommending a due diligence period to get an appraisal of the real estate only. Bank of
America is willing to entertain a short sale of the property.
Attachments: 1.
2.
Location Map
Summary Judgment - Bank of America
FISCAL IMP ACT: Approximate cost of commercial appraisal is $1,500 which would come from the
Heart of Boynton pool of funds.
CRA PLAN, PROGRAM OR PROJECT: Heart of Boynton Community Redevelopment Plan
RECOMMENDATIONS/OPTIONS: Direct staff to obtain an appraisal of the property to determine
the feasibility of purchasing the property.
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Interim Executive Director
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VII. ANNOUNCEMENTS & AWARDS:
A. Ocean Avenue Concerts-February
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eRA BOARD MEETING OF: February8,2011
I I Consent Agenda I
Old Business
New Business
Public Hearing
Other
SUBJECT: Ocean Avenue Concert - Friday, February 18,2011.
SUMMARY:
· On Friday, February 18,2011, the Boynton Beach CRA and the City of Boynton Beach present
the Ocean Avenue Concert,
· The Strictly Business Band will be performing Classic R & B.
· This FREE concert will take place from 6:00 PM to 9:00 PM
· Located at the Amphitheatre next to the Schoolhouse Children's Museum on Ocean Avenue just
east of Seacrest.
· Food and Drink vendor will be from the Community Caring Center.
· Please bring your folding chairs.
· Parking onsite.
· No pets please.
FISCAL IMPACT: Budgeted in line item 02-58500-480.
RECOMMENDATIONS:
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Kathy Bisc iti
Special Events Director
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VII. ANNOUNCEMENTS & AWARDS:
B. Movies on the Ave.-March
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iIIi East Side-West Side- Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I Consent Agenda I
Old Business
New Business
Public Hearing I X I Other
SUBJECT: Movies on the Ave. - Friday, February 4, 2011.
SUMMARY:
· On Friday, February 4, 2011, the Boynton Beach CRA and the City of Boynton will present a
Movies on the Ave film screening,
· Inception PO-13 is the featured film.
· This FREE event will take place from 6:00 PM to 8:30 PM
· Located at the Amphitheatre next to the Schoolhouse Children's Museum on Ocean Avenue just
east of Seacrest.
· Food and Drink vendor will be form the Community Caring Center..
· Bring your folding chairs or blankets.
· Parking available onsite.
· No pets please.
FISCAL IMPACT: Budgeted in line item 02-58500-480.
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Special Events Director
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VIII. CONSENT AGENDA:
A. Approval of Minutes
CRA Meeting 1/11/2011
MINUTES OF THE COMMUNITY REDEVELOPMENT AGENCY
BOARD MEETING HELD ON JANUARY 11, 2011, AT 6:30 P.M.
IN CITY COMMISSION CHAMBERS, BOYNTON BEACH, FLORIDA
PRESENT:
Jose Rodriguez, Chair
Marlene Ross, Vice Chair
Woodrow Hay
Steven Holzman
William Orlove
Vivian Brooks, Interim Executive Director
Jim Cherof, Board Attorney
I. Call to Order - Chairman Jose Rodriguez
Chair Rodriguez called the meeting to order at 6:31 p.m.
II. Pledge to the Flag and Invocation
The invocation was given by Vice Chair Ross, followed by the Pledge to the Flag led by
Mr. Orlove.
III. Roll Call
The Recording Secretary called the roll. A quorum was present.
IV. Legal:
A. Status of Splashdown Mediation
Attorney Cherof advised he and Vivian Brooks, Interim Executive Director, attended
mediation regarding the case. They left with the expectation that there would be follow-
up and at least a document for public discussion by the Board. Shortly after, the
plaintiffs attorney contacted them and advised they had no desire to settle the lawsuit.
Accordingly, the lawsuit will resume. The CRA would seek to have all or part of the
case dismissed.
V. Agenda Approval:
A. Additions, Deletions, Corrections to the Agenda
Mr. Holzman added Discussion of Agenda for the upcoming Community Redevelopment
Agency/City Commission Workshop to New Business, Item D.
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Community Redevelopment Agency Board
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January 11, 2011
Mr. Hay pulled Consent Agenda Item 8A, Minutes of September 27,2010.
Mr. Grlove pulled Consent Agenda Item 8C, Minutes of December 14,2010.
Chair Rodriguez pulled Informational Item A, CRA Policing Activity Report.
B. Adoption of Agenda
Motion
Mr. Holzman moved to adopt the agenda as amended. Mr. Hay seconded the motion that
unanimously passed,
VI. Informational Items by Board Members & CRA Attorney:
Vice Chair Ross commented last year, five classes were graduated through the TED
Center and she was able to attend three of the five graduations during the year. She
thanked the TED Center staff and Annette Gray, the instructor for all the classes. Ms,
Gray was very dedicated and she praised Ms. Gray for her work,
Mr. Grlove also attended the graduation ceremonies and expressed it was gratifying to
be there. Many of the graduates indicated they wanted to bring their business to the
Community Redevelopment district. He also attended the Movies on the Avenue and
was pleased with its set-up and to see a local business handling the concessions. He
gave kudos to Ms. Biscuiti and the staff.
Mr. Hay commented he had a previous engagement but also heard good comments
about the Movies on the Avenue.
Chair Rodriguez had planned to attend the Movie event but was unable to do so. He
heard it was great and looked forward to the next movie night. As to the small business
TED Center graduates, he suggested staff follow up on the graduates and see how
many of them actually start a business and how many start a business in the CRA
district. He expressed those figures were the true testament to the program.
Ms. Brooks advised she had already gathered that information and she gave it to Mr.
Grlove yesterday. Subsequently, the information would be distributed to the Board.
The information included the class that just ended and reflected the individuals who
have a business, start a business, if they received funding and where they were in the
process.
Mr. Grlove clarified the information was for the entire five sessions. Twenty respondents
said they grew their business through the program. One participant received seed
money to start the business and he was encouraged to hear the positive things that
were said, Since it is a successful program for the CRA, the more the program was
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January 11, 2011
monitored and the word spread, the more successful it would be. Most of the
participants had home-based businesses, but they were people who live and work in the
District. They spend their money in the CRA and pay taxes. Staff was also seeking a
grant from PNC Bank to continue the program in partnership with the TED Center and
she would like to continue having two classes a year.
Mr. Orlove commented 84% of the individuals selected for the program resided in
Boynton Beach and 28 new businesses were locating in Boynton Beach: two in the
CRA District. Staff has the addresses of those businesses and staff emailed them
information. Staff makes a presentation about all of the Community Redevelopment
Agency programs at the classes but they will keep emailing them the information as a
reminder to come and see them for having actual physical space.
VII. Announcements & Awards:
A. Movies on the Ave.
Kathy Biscuiti, Special Events Director, announced Bulldog Rock and Roll Band would
be performing at the amphitheater.
The movie "Inception", a pg-13 movie, will be aired on February 4, 2011. Food and
drink will be available from local vendors on-site. The public was invited to attend and
bring blankets and chairs, but no pets.
VIII. Consent Agenda:
A. Approval of Minutes - CRA Budget Meeting 9/27/10
This item was pulled by Mr. Hay.
B. Approval of Minutes - CRA Special Meeting 11/3/10
C. Approval of Minutes - CRA Board Meeting 12/14/10
This item was pulled by Mr. Orlove.
D. Approval of Approval of Period Ended December 31, 2010 Financial Report
E. Monthly Procurement Purchase Orders
IX. Pulled Consent Agenda Items:
A. Approval of Minutes - CRA Budget Meeting 9/27/10
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Community Redevelopment Agency Board
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January 11, 2011
Mr. Hay pulled this item and commented the header on the minutes was Tuesday,
September 27, 2010. September 27, 2010 was actually a Monday. There was
discussion whether the meeting was held on Monday, September 27, 2010 or at the
Budget Hearing on September 28, 2010. Staff was asked to research the matter and
make the appropriate change.
Additionally, the first paragraph indicated Chair Rodriguez noted there was $75, 000 in
contingency that could be moved back into the agenda. Chair Rodriguez assumed it
would go back into the budget.
Motion
Mr. Hay moved to approve the minutes as amended. Mr. Orlove seconded the motion
that unanimously passed.
C. Approval of Minutes - CRA Board Meeting 12/14/10
Mr. Orlove commented on page 2 of the minutes, the last paragraph, Michael Weiner
spoke on behalf of the residents, He commented he spoke on behalf of the developer
of the Preserve.
Motion
Mr. Orlove moved to approve as amended. Vice Chair Ross seconded the motion that
unanimously passed.
X. Information Only:
A. CRA Policing Activity Reports
Chair Rodriguez requested clarification of the information contained in the report. He
requested more information be provided and from an executive summary standpoint,
what the information indicates about crime in the Community Redevelopment Agency
District. There appeared to be too much detail that was not necessary and Chair
Rodriguez wanted to know what the trend was. Mr. Orlove agreed with the comments.
There was agreement the Interim Executive Director would speak with the Police Chief
to obtain greater information on the trends.
B. Public Comment Log
C. Boat Parade Winners
XI. Public Comments: (Note: comments are limited to three minutes in duration)
None received.
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January 11, 2011
XII. Old Business:
A. Results of CMAR Request for Proposals - Tabled 12/14/10
Motion
Vice Chair Ross moved to remove the item from the table. Mr. Orlove seconded the
motion that unanimously passed.
Mike Simon, Development Director, explained the item was to discuss the results of the
CM at Risk Request for Proposal for the three projects: the Ocean Avenue
Amphitheater, the Boynton Harbor Marina Entryway, and the Ruth Jones Cottage
relocation. He reviewed the history of the concept, which the Board had previously
approved. Sixteen firms attended the mandatory meeting and two responses were
received by the deadline. One respondent was Morganti and the other was JMW
Construction.
A representative from the Community Redevelopment Agency consultant, Kaufman
Lynn was present.
John Wille, President of the firm was present with Larry Cellon, also of JMW
Construction. Mr. Wille thanked the Board for the opportunity for the firm to be
considered. He provided his background as contained in the PowerPoint presentation
and explained his firm has been serving the South Florida community. His career
started in Boynton Beach in 1980 as an entry-level contractor. He never left the
community and was excited to be a part of the redevelopment of the community. The
firm is pre-approved with all the local agencies through the County and South Florida.
They were the original contactors for the Ocean Avenue Amphitheater and wanted to be
considered for the project. The firm worked on the Hester Park Phase II project and
constructed the City of Atlantis Municipal Complex, comprised of an Administration,
Council, and Police and Dispatch components. They are currently working on a
federally-funded project for Lauderhill for a community center with an eight-lane
competition swimming pool, also a high-profile project. The firm has the experience to
do a quality job and can commit the resources of the company to Boynton Beach.
Mr. Cellon reviewed the PowerPoint presentation. Full-time onsite supervision, which is
necessary for a quality job, would be provided. They would work closely with the public
and other businesses to not interfere with ongoing businesses.
JMW Construction self-performs the concrete and carpentry work and did so when they
built the amphitheater. The entrance tower is a poured and cast concrete project and
must be done right. They use a team approach with quality subcontractors and have a
strong relationship with them. The projects are high-concept projects.
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January 11, 2011
A review of the costs was provided for the projects as contained in the presentation
materials. They were excited about the job and proud of their past record. If selected
they guaranteed a first-rate product
The job was bid as a lump sum so the fees and associated administrative costs were
incorporated in the figures they provided.
Chair Rodriguez commented the supervisor and manager fees were noted as zero for
all three projects but had a $10,000 fee for the entryway feature. Mr. Wille explained
there are supervision and overhead costs, which are included in the project. They
included separate supervision for each project because of the sensitivity of the work
areas.
There appeared to be a discrepancy with the supervisor fees. There were costs listed
under the general conditions line item under Division 1 as opposed to the supervisory
and management line item.
Mr. Holzman inquired about the cost structure. He perceived the smallest proJect, the
Jones Cottage, was the most expensive project and he inquired about the methodology.
Mr. Wille explained part of what offset the expense was the moving of the building.
When looking at a square-foot price of a small building, it was a lot of money to move it.
even just up the street. Then they had to prepare the foundation after relocation and
build out of the new space.
Mr. Hay asked about their experience with Minority and Women-Owned Business
practices. Mr. Wille responded the firm was a small business and has Small Business
Certification. They meet the minority business requirements and the firm must meet
those requirements all the time. They have a system of soliciting contractors before
projects are bid to determine interest from the local community. There are also websites
with lists of subcontractors that are pre-certified.
Mr. Orlove requested clarification between the disparity of the bid and the CRA
estimate. The CRA estimate was slightly under $953,388. The bid came in at $1.2
million with a difference of about $300,000. Mr. Wille could not respond without
reviewing their estimate and line items. He explained the difference could be due to
many things. It was also noted the firm worked with Kaufman Lynn and thought they
were reputable.
Ms. Brooks explained the figures were verified by REG for Ruth Jones Cottage and
amphitheater project and BHB for the Boynton Harbor Marina entryway feature. They
reviewed both proposals to ensure it encompassed everything. There were letters about
the proposals included in the meeting materials.
Chair Rodriguez inquired about the onsite supervision. Mr, Wille explained they have a
full-time supervisor for each project and in addition to that, Mr. Cellon was the project
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Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
manager over all the projects. Each supervisor would only be assigned to that one job.
The firm has experience with the CM at Risk program; however, other projects
previously constructed, such as the Hester Center, were hard bid and they came in on
budget. Mr. Wille has a no change order attitude with municipal projects and was
cognizant the City has a budget. Lauderhill came in a little over budget and through
design modifications was on budget. He understood there was no funding for change
orders. They have a team attitude and will construct the project for the cost they
provided.
Mr. Wille commented he has moved structures in the past. They did a project on Jupiter
Island and relocated a beach house from the ocean to the Intracoastal. The firm did not
have experience with historic homes.
Chair Rodriguez commented the CRA estimate was provided by Kaufman Lynn and
they did not respond to the RFP.
No other comments were received.
An unidentified man made Morganti's presentation and advised he started his business
in Boynton Beach over 25 years ago. The work is heartwarming to him and the
company. The employees are all local residents.
James Auld, Vice President of Development nationwide operating out of West Palm
Beach worked with REG Architects and Rick Gonzales before. He indicated that
traditionally you do not furnish a price up front. With the Construction Manager at Risk
methodology, they work with the project team to get the project within budget. They
priced the documents given to the company and has not discussed the specific form of
contract for the agreement, but they guaranteed a maximum price.
The firm planned to put full-time staff on each project with the projects running
concurrently with each other. They have a guaranteed maximum price base, extensive
safety experience with the public on occupied sites, and would only use local
contractors.
Mr. Auld reviewed the firm's background as contained in the meeting materials. They
get repeat business from their clients and they can bond any size project. They are
used to doing multiple projects at once. He reviewed some of their projects and their
staff as follows:
~ Gerry Kelly, Senior Vice President U.S. Operations
~ Steve McCarthy, Estimator
~ Matthew Marks, Pre-construction
~ Chuck Kerns, Sr. Project Manager
~ Joe Capraro, Sr. Superintendent
~ Kamal Cooper, Project Manager
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January 11, 2011
..., John Smith, Gary Gabert, and Barry McGee, all Superintendents
The firm brings skilled individuals to the table and they are the full-time site team. Pre-
construction services do not change. They want to fully communicate with contractors
and have to ensure contractors are aware of all the conditions. The unknowns are
considerable and the closer to completion, the more the unknown issues are reduced,
He reviewed the GMP Flowchart, as contained in the presentation materials.
The Cost Control/Scheduling Systems processes were reviewed. None of the firm's
projects were completed over budget They were completed on schedule because they
are part of the process to establish it The final cost is always less than the original
estimate. Morganti is a firm of professional managers who manage the subcontracted
trades to get the best value. They have open book accounting, Mr. Auld reported they
have never had an incident on a site and they bring better value than competitors due to
low insurance rates.
The amphitheater site will have temporary fencing and restrooms in operation for the
public. Mr. Auld reviewed the PowerPoint containing the site approach for the three
projects. The amphitheater and the entryway feature were anticipated to take eight
weeks and the Ruth Jones Cottage would take 10 weeks. The traffic patterns for the
Ruth Jones Cottage relocation will not be simple. The Cottage is located on 1 st Street
and will have to be moved down Ocean Avenue and across the railroad tracks. Full-time
staffing will be required and it was included in the plans.
Morganti would like to be able to provide feedback to the architects to reduce costs.
They do not know what the budget is, but want the City to be confident they can meet
any budget the CRA proposed. They are committed to using 100% local contractors,
have a minority plan for participation, and have creative bid packaging and
segmentation of work to use minority subcontractors, They encourage joint ventures
and advertise in local papers so prospective workers will know how to obtain work,
Completed projects result in business relationships. There is a year-long warranty
period, but they have gone back many times over five years if work needed to be done.
The firm already value engineered the three projects. The Board may want to adopt to
those changes in order to reduce the cost of the project
Mr. Holzman inquired why Morganti felt the firm was close in price but not 100% with
the drawings. Mr. Auld noted at the beginning of the bid process, they did not have the
drawings for the tower features on the Marina Entryway or the underground sub-
surfacing. Mr. Marks clarified the current documents indicated they were 95%
construction documents and if there was a building department review or permitting
pending, there could be comments or reviews that would affect the project
Ms. Brooks agreed with Mr. Marks but added two of the projects already had drawings
submitted which were the Marina Entryway and amphitheater project They have the
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Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
permit for the Marina Entryway, and expect the permit on the amphitheater next week.
They will submit a permit application for the Jones Cottage on the 11th. It was unknown
if there would be any comments received from the Building Department. Mr. Simon
agreed and noted if stamped approved drawings are not received, there could be a
change in a cost.
Ms. Brooks commented Morganti indicated they could arrive at the Community
Redevelopment Agency's estimate. However, they were looking at plans as submitted,
with one project permitted, the second close to being permitted and the minimal
comments received with no substantive changes. Ms. Brooks noted staff was to obtain
the most competitive number. Consequently, the respondents would submit an
estimate they felt was appropriate and if the firm had to reduce the scope, they could.
Mr. Auld explained it was hard to comment because they did not have the estimate, but
they would most likely look at the structure on the tower and it was contingent on how
much they had to reduce the cost. If the tower was solid concrete with sloped sides, it
may have to be fabricated off site or they may look at a different structure with the same
feature on it. That was the idea of the CM at Risk program. The professional is on the
same side of the table as the owner and they would work together to get the project to
where it needed to be.
Mr. Auld confirmed although the estimate was a failsafe number that would not be
exceeded, it could come in under budget. All savings from the project are rolled back
into the project or back to the owner. Morganti only uses the CM at Risk program in
Florida and they have $60 million underway in pure CM at Risk projects.
The firm had experience with historic homes and moving them. The Old Twin Lakes
High School was gutted down to the walls. Before that project, he did historic work in
downtown Delray Beach and Lake Worth. He renovated the Old Station House on
Lantana Road. Morganti has unmatched experience in historic preservation. The firm
was hired by the Smithsonian and had that experience to draw on. Morganti also had
experience with occupied sites.
Mr. Hay commented about the Jones Cottage. The proposed route was the most direct,
but there were power lines, lights, and railroad tracks. The moving process would have
to be coordinated with all of those entities. Steve McCarthy, Senior Estimator, explained
the cost was about $60,000. The Board could also set the percentage. Mr. Hay
expressed he would be interested in seeing the firm work with the Board because the
current price was out of the ballpark.
Mr. Orlove also discussed the disparity in the estimate. He noted Mr. Auld had stated
they could get within the budget and management will make up the difference. He
inquired how. Mr. Auld explained they would meet with staff and ascertain what the
most important part of the project was. If they did not get the project within budget, it
would not go forward. The bids from both firms were high. Mr. Orlove's concern was
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Boynton Beach, FL
January 11, 2011
the Board may be considering a project that was estimated appropriately but the
respondents indicated was $300,000 more. Each project would have its own
superintendent and there would be one overall project manager. The firm uses 100%
local contractors and has an extensive database in which to draw local contractors. The
prices provided were from local subcontractors and they would value engineer the
process. Morganti's books would be open to reveal any profit margin. Chair Rodriguez
commented the project was very important because it would kick start the downtown.
Discussion centered on the Kaufman Lynn estimate. Ms. Brooks clarified the evaluation
of the proposals for the entryway feature were done by VHB. REG evaluated the
amphitheater and the Ruth Jones Cottage. Kaufman Lynn was to only help staff develop
a cost-efficient way to do the project and assist them in developing a credible budget. It
was unknown why Kaufman Lynn opted not to submit a proposal. It was also noted the
evaluators did not review the estimate,
Mr. Auld explained the management fee was based on the staff and was $150,000 and
the projects must occur concurrently so staff had to be physically present. Mr. Auld also
clarified his definition of "local" meant Boynton Beach or around Boynton Beach.
Ms. Brooks commented three years ago, staff issued an RFQ for various specialty
services. One of them was for the CM at Risk methodology and Kaufman Lynn was
selected. When reviewing the design and how to complete projects efficiently, staff
engaged Kaufman Lynn via a work order to advise how they could do it more efficiently
to reduce cost, to provide estimates and to meet with their subcontractors to determine
prices because staff was preparing the budgeting, They are not competing
Chair Rodriguez left the dais at 8:03 p.rn.
Holzman inquired if the CRA paid for the initial estimate and then for an updated
estimate. Ms. Brooks responded staff received a price to review the projects. The only
addition when they gave the prices was for landscaping for the Ruth Jones Cottage,
landscaping at the Marina Entrywat, and lighting and electric for the amphitheater. Ms,
Brooks commented they paid once. REG was paid about $15,000.
Richard Brown, Kaufman Lynn, was instrumental in generating the pricing along with
the senior estimator. The proposals came in over the estimate. Mr. Brown clarified
Kaufman Lynn did not review the proposals. They were only asked to come up with
cost efficient ways to do the project and help develop a credible budget. Continuing
contracts allow for expeditious responses when staff and projects need to move quickly.
Ross inquired if the evaluators reviewed Kaufman Lynn's proposal. Mr. Simon
responded the evaluations and participation from architectural firms in relation to
Kaufman Lynn pricing, was to work with the architects and engineers through the
process.
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Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
Chair Rodriguez returned at 8:06 p.m.
Ms. Brooks commented when reviewing the RFP there are items to consider besides
pricing. Kaufman Lynn worked under a different scope. All they did was develop ways
to come up with a budget. Ms. Brooks explained the process.
Mr. Holzman inquired, after reviewing the presentation, if Kaufman Lynn reviewed the
RFP to determine why there was such a wide discrepancy. Mr. Philips responded the
amphitheater canopy system was one item. He researched it with five different
companies and it was a huge item. As to the Cottage, Browning Moving Company
quoted a very high price. The coordination was huge. He commented that for this type
of a job, bottom bidders might not be appropriate. There is a range from qualified
companies and their portfolios to obtain a reasonable cost. They spoke with REG about
the Marina and how to build the tower. They thought it was a small tilt wall building and
that was another item.
Mr. Holzman inquired if the Kaufman Lynn budget encompassed local contractors. Mr.
Brown responded that was not part of the task.
AI Philips clarified the amphitheater design fees were $15,000, the Ruth Jones Cottage
was $15,000 and another $12,000 for landscaping, traffic studies and planning and
zoning assistance.
There was a lengthy review of the budget.
Mr. Grlove inquired if they could legally reject the RFP and bids, and consider the
Kaufman Lynn estimate as a proper proposal. Attorney Cherof responded it was and
that option was set out in the recommendation of the memo. Mr. Grlove agreed with the
comments but indicated he could not, in good conscience, consider the two bids when
they have an estimate from another reputable firm that did not bid. He commented the
difference between the estimate and the bids of $300,000 could be put to use on other
projects.
Kaufman Lynn hard bid the projects with their subcontractors. CM at Risk was a
transparent process and the Board would know the costs. Staff verified Kaufman Lynn
hard bid the project twice.
Mr. Hay commented the Board keeps inquiring where staff could get the money from,
and the respondents are put through red tape. He was not in favor of using funds from
the Heart of Boynton, nor was Vice Chair Ross.
Mr. Holzman left the dais at 8:28 p.m.
Mr. Hay felt the Board could not overlook the difference in price and they should look at
the options available to them so the project could move ahead.
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Community Redevelopment Agency Board
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January 11, 2011
The Morganti firm spent about $20,000 or 80 hours of the entire staff's time to put
together the bid. JMW spent about the same amount of time but at slightly less cost;
however, it was noted that expending funds to put together a bid was the price of doing
business,
Mr. Holzman returned at 8:29 p.rn,
Motion
Mr. Grlove moved to reject both responses, withdraw the RFP, and consider a work
order with Kaufman Lynn based on a presentation they would make at the next meeting,
Mr. Hay seconded the motion.
Mr. Holzman acknowledged there were many factors to consider. He pointed out one
contractor commented they would work with the Board to make alterations to the project
so it would fit the budget. The $300,000 difference could go away. Additionally,
Kaufman Lynn was not instructed to use local vendors. He questioned the effect of not
keeping the contractors local. He cautioned the Board to consider all the issues.
Chair Rodriguez passed the gavel and made a substitute motion.
Motion
Chair Rodriguez moved to give access to two bidders who presented tonight to the
estimate by Kaufman Lynn and let the three firms come back with proposals.
The motion was not a valid substitute motion.
Vice Chair Ross passed the gavel.
Motion
Mr. Grlove amended his motion so they would not reject the responses and withdraw
the RFP and Kaufman Lynn would return to the Board at the next meeting with their
proposal, be subject to the same questioning as was ongoing with the other firms, and
consider Kaufman Lynn without rejecting the RFP,
This amendment was not a proper motion. Discussion followed on the motions and the
goal of the Board. It appeared what the Board was interested in was contained under
option four or five of the agenda item
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Community Redevelopment Agency Board
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January 11, 2011
Motion
Mr. Grlove moved to reject the responses and withdraw the RFP, that Kaufman Lynn
come to the next meeting and make a presentation to the Board based on the budget
estimate they provided for all three projects. Mr. Hay seconded the motion.
Attorney Cherof suggested the Board table the matter, keep the proposals alive, and
obtain the information from Kaufman Lynn. At the same time, the proposers would have
access to that information and they may want to provide comments on it based on their
insight.
Mr. Grlove withdrew his motion.
Motion
Mr. Orlove moved to have Kaufman Lynn come to the next meeting to present similarly
and like the other bidders did for the three projects and to table the matter pending
Kaufman Lynn's presentation regarding the three projects discussed tonight. Mr. Hay
seconded the motion.
Chair Rodriguez felt the Board created a competitive disadvantage.
Chair Rodriguez opened the floor to public comment.
Victor Norfus, 261 N. Palm Drive, agreed taking funds from the Heart of Boynton would
be wrong and should not be considered. Two firms responded to the RFP and if it was
legal to consider a firm that was already part of the system, the presenters should be
allowed to review it and revise their statement. The Board was bringing in a firm that
did not want to make a presentation and it was unfair to the other presenters. If the
firms could lower their estimates closer to the one provided by the continuing contractor,
it would be a fairer playing field.
Gerry Kelly suggested the motion be modified to be more specific. If the Board
modified the process and allowed a continuing service consultant into the process, the
Board should require they guarantee the estimate as a maximum price for the
documents the two firms gave a price on.
Chair Rodriguez closed the public comment.
Mr. Hay agreed with the two public comments made. Attorney Cherof clarified that the
presenters would be unable to change their figures, nor were the Board members
setting themselves up for liability. The bid documents state the Board reserves the right
to reject the proposals and they are deferring to consider items on which the presenters
have access.
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January 11, 2011
After further discussion, there was agreement to hear the presentation before the City
Commission meeting on February 1st at 6:00 p.m
Motion
Mr. Orlove amended his motion that Kaufman Lynn will present to the Board at a special
meeting before the City Commission meeting on February 1, 2011 at 6 p.m. Mr, Hay
seconded the motion.
Staff would ensure the Morganti and JMW will have access to the Kaufman Lynn
estimate and ensure they have the same information. They cannot make revisions, only
comments,
Ms. Brooks requested clarification as to the form of contract and if there was any benefit
to asking all the respondents to review it and indicate if they had any issues with it.
Attorney Cherof explained the RFP language indicates the terms and conditions of the
contract are negotiable but shall not deviate substantially from the qualifications and
proposals identified by the contract. If they were trying to arrive at a specific contract
and not violate the provisions of the RFP, if they awarded someone the contract, it
would be negotiated at that time.
Vote
The motion passed 4-1 (Mr, Holzman dissenting.)
B, Consideration of Approving Consulting Agreement between the Community
Redevelopment Agency and Mildly Delirious Design for Feasibility Analysis for
the Creation of a Market/Event in Downtown.
Chair Rodriguez commented they had the original proposal at the last meeting and the
Board curtailed it. The number in the proposal was about half of what it was the last
time.
Mr. Orlove was unsure if they want to take that route yet. There was discussion about a
market, and they did not know if it had to be a green market. He also did not know if
they needed to pay money to an outside person on a project. They may not pursue it.
Chair Rodriguez suggested they address the G.AL.A, New Business Item B, first. Mr.
Holzman commented $20,000 for a consulting fee was a lot of money,
Chair Rodriquez commented the concept was discussed at a City Commission meeting.
He had suggested developing a citizens committee to help develop events, Chair
Rodriguez inquired if they should turn it back over to the City or if there was a number
the Board was more comfortable with, they could consider it. There was discussion to
address the G.AL.A.
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January 11, 2011
XIII. New Business, Item B., "G.A.L.A. type" Event Discussion (heard out of
order)
Ms. Biscuiti explained she met with Ginny Shea and Heather English who both worked
on the event in the past. There were limited materials left but she tried to provide
information on what it took to do the event when they handled it. They discussed there
are many art/craft shows in many cities and it is difficult to compete with them.
The event stopped in 2002. The volunteers and sponsors dropped off. Mr. Grlove
commented it did not have much of an identity if it was similar to other art-type events
and the City would suffer from competing with other events similar in nature. He
suggested thinking about having a citizen adviSOry group to do brainstorming. He
attended the Firefighter's Chili Cook-off and fishing tournament event and a comment
was made to tie this into something else. The City may not have to reinvent the wheel.
The City has events and if the City tied something into those events, they could grow it.
He thought a committee or advisory group could brainstorm for that.
Chair Rodriguez commented a brainstorming event occurred with the Mayor's Walk and
they are adding pieces to the event, such as a street chalk event. He suggested maybe
now is not the time to use a consultant. It may be beneficial to form a committee.
Ms. Biscuiti explained they had a signature event, "Pirates of the Intracoastal" and had
to stop because of finances. The City had access to all of the actors. The Boynton
Beach High School shop teacher made the event a project for his students for an entire
year to build all the sets. The students erected them and it was a community event. It
was a two-day event, and they had to cut the budget. Ms. Biscuiti commented the event
was amazing, and it was an event that could be resurrected.
After discussion, it was suggested the City should have an Events Advisory Board. It
should be an important feature to have that kind of activity and they have several events
occurring throughout the City that could be expanded.
There appeared to be consensus to have the City Commission consider an Advisory
Board. Ms. Brooks cautioned the City Commission would appoint individuals from
throughout the City, but if the events were funded by the Community Redevelopment
Agency, the events would have to be held within the CRA district.
Mr. Grlove suggested an ad hoc committee be formed which would include some
members of other advisory boards to work with staff to develop suggestions to the CRA
Board as it would be more timely than having to pass an ordinance establishing the
Board. Chair Rodriguez announced he would put it on the City Commission agenda.
An advisory board would be a long-term solution.
15
Meeting Minutes
Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
Motion
Mr. Orlove moved to direct CRA staff to, once all the events taking place have
happened, and perhaps during the summer months, convene a Board or a
brainstorming session, not a Board made up of members of the community to look at a
signature or special event taking place within the CRA district. Mr. Hay seconded the
motion. The motion passed 3-2 (Chair Rodriguez and Mr. Holzman dissenting.)
Discussion returned to consideration of approving the consulting agreement with Mildly
Delirious Design for Feasibility Analysis for the Creation of a Market/Event in
Downtown.
Motion
Mr. Holzman moved to table the item. The motion failed for lack of a second
Peter Robinson, Mildly Delirious, commented his concern was there is an evolution of
events. He worked for the West Palm Beach Events Department for 10 years. He
explained currently, the Board could talk about doing events and add-ons. Events need
to be branded. They need a great logo, but he did not think they would have anything
signature. Events are branded which included having a logo identify.
As to how much he would charge for the service, Mr. Robinson explained because he
would look for location it would be $20,000. He would look for a location and work with
staff to give suggestions for a name and identity. He understands the process of
creating a green event. He would then go through the budget process and present an
operating budget.
Mr. Hay inquired if Mr. Robinson was aware of other cities starting green markets and if
he could share his knowledge base. Deerfield Beach and Palm Beach Gardens just
opened a Sunday market. Delray Beach and Boca Raton have markets. Many cities
want green markets. In 1995, the large and mid-scale vendors who participated in the
West Palm Beach Green Market are now just exporting. Mr. Robinson pointed out they
could incubate businesses and explained Pontano Farms, a medium-sized farm was
participating as a third generation vendor in Oceanside Market and they are the ones
doing the farmers market. Factually, they have the availability of more farms from the
west participating while providing an opportunity to incubate business. The markets
create jobs and are a cash environment. It is easier to get vendors now than in the past.
Mr. Robinson rents space at the City of Lake Worth Farmers Markets.
Discussion followed if there was a saturation level for markets. Mr. Robinson explained
a green market was whatever the organizers wanted it to be. If it was well branded and
had unique products, it will be successful. Additionally, if the community demand for the
market exists, people will travel for markets.
16
Meeting Minutes
Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
XIII. New Business:
A. Consideration of Options for VIP Area at Public Events
Ms. Biscuiti explained at the last event, in an effort to keep the costs within the budget,
she received feedback the food in the VIP was not up to par. She suggested the Board
might want to consider other options. Chair Rodriguez commented he liked the concept
of selling tickets. He pointed out there were only five tables that were visible to the
stage. People seated at the concert cannot see because people are standing in front of
them. Those factors may detract from ticket sales. He thought a combination of the two
might be appropriate. He inquired when they charge if they guaranteed a seating or a
table. Ms. Biscuiti responded there could be different pricing. She had envisioned the
area being closer but then it was too loud. Ms. Brooks explained if staff had the funding,
and she indicated she was not certain VIP activities were an appropriate use of public
funds, or if they sold tickets or raised sponsorships, they could sit on a stage higher up
to be able to view the show. Chair Rodriguez inquired with the amphitheater, if the
height would be increased. There are some options with the project.
Chair Rodriguez liked the opportunity to allow residents and the Board to pay for that
service. Mr. Orlove agreed they should charge and he was happy with the setup for the
holiday concert. It was acknowledged sometimes people outside the VIP area stand in
front.
Motion
Mr. Orlove moved to direct staff to look into charging attendance for the VIP area and
coming back with a plan. Vice Chair Ross seconded the motion.
No public comment was received.
The motion unanimously passed.
B. "G.A.L.A. type" Event Discussion
This item was discussed earlier in the meeting.
C. Consideration of Sponsoring the PBC Business Development Board
Familiarization Tour in the Amount of $2,000
Chair Rodriguez commented the Board has typically done this and he spoke in
opposition to it in the past. It afforded the sponsors to have their City showcase. The
item specified it included the Community Redevelopment Agency District. Ms. Brooks
clarified that meant a person from the Board or staff would be at all the events. These
were brokers representing developers looking for ready to build sites. The only site
ready to go was the 500 Ocean site. Ms. Brooks learned the Chamber of Commerce, in
17
Meeting Minutes
Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
partnership with Delray Beach and Boca Raton are going to participate so there would
be a representative at the table for the familiarization tour and she was certain they
could put an information package together on the sites that were ready to build.
There was consensus not to sponsor the tour.
D. Discussion of Agenda for the upcoming Community Redevelopment AgencyllCity
Commission Workshop
Mr. Holzman commented the workshop was evolving into more than a workshop. It was
supposed to be an opportunity for the Board, staff and City Commission to discuss how
to move the City forward. When the agenda was sent, it included three individuals who
would discuss projects they wanted to do in the Community Redevelopment Agency
district. Mr. Holzman thought it is not the proper venue and it should be heard at a
Board meeting. He suggested the individuals should be thanked and they could
observe but they should be advised that presentations drawn to specific projects were
not permissible. If they want presenters, they should have presenters to speak on
various development topics and how to develop Community Redevelopment Agencies
in a down market.
Chair Rodriguez explained the downtown was a major interest and it was important to
understand knowledge is power. The speakers would present concepts staff could use.
They were not making a sales pitch. The concept was how the Community
Redevelopment Agency could develop the downtown, what kind of businesses, etc.
Mr. Holzman responded the Board members have the option to speak to those
individuals about their ideas and they should contact staff and bring it to a proper forum.
He went on record indicating if there was one presentation given, he will leave. Mr
Orlove thought it was very important to listen to the presentation. Other Board
members have ideas about the downtown, as did he.
Mr. Holzman contended the workshop was not the right spot.
Motion
Mr. Orlove moved to retain the agenda as provided to the Board. Mr. Hay seconded the
motion and commented it was an information gathering. He was looking for other ideas.
Vice Chair Ross was open to the presentation as long as it was justified, and inquired
how they were decided on. Mr. Orlove had discussions with an organization about
bringing a project to the City. His discussions started in August and he thought it would
be appropriate since the workshop looked at how to move forward with the downtown.
He spoke with Ms. Brooks and the City Manager about it and they thought it was okay.
They have the opportunity to listen to people about big changes. He believed there
were other individuals that were appropriate.
18
Meeting Minutes
Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
The motion passed 4-1. (Mr. Holzman dissenting.) Mr. Holzman stated he would be
leaving. It was not the proper forum and anyone who wanted to speak with him has his
cell phone number. He would be happy to take the time to talk with them.
XIV. Interim Executive Director's Report
A. Project Status Update
Ms. Brooks commented the CRA split a table for the Chamber dinner dance with the
City. The cost was $625. Mr. Orlove had a prior engagement and could not attend.
Vice Chair Ross would be there, as would Mr. Hay. Usually the City Manager and
Assistant City Manager attend. They sponsored the event in the past. Ms. Brooks
explained they already gave the Chamber $2,500. Chair Rodriguez commented if the
Community Redevelopment Agency contributed to the Chamber, then he was not in
favor of the additional cost.
Chair Rodriguez requested the completion date be listed on the project update list.
Chair Rodriguez also wanted to comment about the downtown brainstorming session,
and explained they were working very hard and staff was coming close to making things
happen. It was important that the Board listen to all the ideas and concepts and they all
participate and not leave the meeting. He requested the members bear with staff, be
patient and listen so they can take full advantage of the information.
XV. Future Agenda Items:
A. Discussion Regarding Process for Replacement of Executive Director - Tabled
10/12/10
XVI. Adjournment
There being no further business to discuss, the meeting properly adjourned at 9:48 p.m.
{htJ~JUj~jL (lhL~~J __
Catherine Cherry r
Recording Secretary
0119 0124
19
VIII. CONSENT AGENDA:
B. Approval of Period Ended
January 31, 2011 Financial Report
~~~~Y~Te~ C
. East Side'" West Side"'Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
x I Consent Agenda I
Old Business I I
New Business
Public Hearing
Other
SUBJECT: Monthly Financial Report
SUMMARY: Monthly budget report to the eRA Board representing the revenues and expenses for
the month ending January 31,2011.
FISCAL IMPACT: None
CRA PLAN, PROGRAM OR PROJECT: N/A
RECOMMENDATIONS: Approve January financials.
Susan Harris
Finance Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 _ 2011 Board
Meetings\2-8-2011 Meeting\Financial Report.doc
.28-2011 11: 31 AM
-GENERAL FUND
IANCIAL SUMMARY
lENUE SUMMARY
r . 1. F . INCaa:
90RINA RENT , GRANT INC
~TING INCaa:
tNVESTMENT INCaa:
ofISCELLANEOUS
rAL REVENUES
E'ENDITURE SUMMARY
LEGISLATIVE
M>MINISTRATIVE
FINANCE
INSURANCES
E'ROFESSIONAL SERVICES
PLANNING
BUILDINGS , PROPERTY
MARINA
CCMroNICATIONS , TECHNOLO
CONTINGENCY
MARKETING
SPECIAL EVENTS
EMPLOYEE BEBEFITS
DEBT SERVICE
TRANSFER OUT
'TAL EXPENDITURES
:VENUES OVER/ (UNDER) EXPENDITURES
ORIGINAL
BUDGET
5,505,545
926,700
o
o
o
6,432,245
BOYNTON BEACH CRA
REVENUE' EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
AMENDED
BUDGET
5,505,545
926,700
o
o
o
6,432,245
MONTHLY
ACTIVITY
0.00
78,106.07
0.00
0.00
336.08
78,442.15
YEAR-TO-DATE
BALANCE
5,671,905.00
311,765.53
3,442.50
1,999.71
6,256.20
5,995,368.94
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
0.00
0.00
0.00
0.00
0.00
0.00
166,360.00)
614,934.47
3,442.50)
1,999.71)
6,256.20)
436,876.06
3.02-
66.36
0.00
0.00
0.00
------------ ------------ ------------- ------------- ------------- ------------- -------
------------ ------------ ------------- ------------- ------------- ------------- -------
6.79
45,250
197,520
143,455
75,150
254,500
202,905
393,080
926,700
55,260
75,000
133,702
103,802
154,701
2,650,907
1,020,313
6,432,245
45,250
123,868
147,363
75,150
254,500
214 , 683
393,080
926,700
55,260
75,000
136,324
106,322
154,701
2,650,907
1,073,137
6,432,245
------------ ------------
------------ ------------
o
0.00
4,275.55
12,028.32
0.00
1,666.50
15,075.20
7,408.55
81,337.09
0.00
0.00
8,014.20
5,072 .00
6,237.05
0.00
0.00
141,114.46
1,009.15
17,371.79
33,231.40
62,708.10
65,636.57
62 , 472 . 64
59,148.05
280,236.20
8,019.13
0.00
29,613.78
24,054.48
23,660.12
0.00
0.00
667,161.41
o
62.67231) 5,328.207.53
0.00
0.00
0.00
0.00
27,920.20
0.00
29,037.72
0.00
15,651.00
0.00
4.950.00
989.91
0.00
0.00
0.00
78,548.83
44,240.85
106,496.21
114,131.60
12,441. 90
160,943.23
152,210.36
304,894.23
646,463.80
31,589.87
75,000.00
101,760.22
81,277.61
131,040.88
2,650,907.00
1,073,137.00
5,686,534.76
78.548.83) ( 5,249,658.70)
97.77
85.98
77.45
16.56
63.24
70.90
77.57
69.76
57.17
100.00
74.65
76.44
84.71
100.00
100.00
88.41
0.00
1-28-2011 11: !of BOYNTON BEACH
REVENUE , EXPENDITURES REPl (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
'Is OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
REVENUES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
T.I.F.INCCME
01-41000 T.I.F. COLLECTIONS 5,505,545 5,505,545.0 0.00 5,671,905.00 0.00 166,360.00) 3.02-
TOTAL T.I.F.INCOME 5,505,545 5,505,545 0.00 5,671,905.00 0.00 166,360.00) 3.02-
MARINA RENT , GRANT INC
01-42115 ~ RENTS 86,400 86,400.0 11,964.00 47,352.00 0.00 39,048.00 45.19
01-42117 ~ FUEL SALES 840,000 840,000.0 66,142.07 264,280.62 0.00 575,719.38 68.54
01-42118 MARINA MISC INCOME 300 300.0 0.00 132.91 0.00 167.09 55.70
TOTAL ~ RENT , GRANT :mc 926,700 926,700 78,106.07 311,765.53 0.00 614,934.47 66.36
MARIalTING INCOME
01-43100 TROLLY MARDTING INCOME 0 0.0 0.00 3,442.50 0.00 3,442.50) 0.00
TOTAL MARllETING INCOME 0 0 0.00 3,442.50 0.00 3,442 . 50) 0.00
FESTIVALS , EVENT INCOME
rNVES'l'M!:NT INCCME
01-46100 INTEREST INCCME 0 0.0 0.00 1,999.71 0.00 1,999.71) 0.00
TOTAL INVESTMENT INCOME 0 0 0.00 1,999.71 0.00 1,999.71) 0.00
CONTRrBUTIONS , DONATION
laSCELLANEOUS
01-48100 MISCELLANEOUS INCOME 0 0.0 336.08 2,539.41 0.00 2,539.41) 0.00
01-48200 REFUND FR~ PRIOR YEAR EXP 0 0.0 0.00 3,716.79 0.00 3,716.79) 0.00
TOTAL MISCELLANEOUS 0 0 336.08 6,256.20 0.00 6,256.20) 0.00
:)THER FINANCING SOURCES
rOTAL REVENUES 6,432,245 6,432,245 78,442.15 5,995,368.94 0.00 436,876.06 6.79
-2-
-28-2011 11:31 AM
BOYNTON BEACH CRA
REVENUE & EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
-GENERAL FUND
;rSLATIVE
~ARTHENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
RCHASED/CONTRACT SERV
1-51010-200 CONTRACTUAL EXPENSE 22,500 22,500 0.00 32.55 0.00 22,467.45 99.86
1-51010-203 MISCELLANEOUS 7,000 7,000 0.00 500.00 0.00 6,500.00 92.86
1-51010-216 ADVERTISING & PUBLIC NOTI 2,700 2,700 0.00 417.74 0.00 2,282.26 84.53
1-51010-225 ASSOC. MEETINGS & SEMINAR 10,550 10,550 0.00 0.00 0.00 10,550.00 100.00
1-51010-227 DELIVERY SERVICES 1,500 1,500 0.00 45.00 0.00 1,455.00 97.00
TOTAL PURCHASED/CONTRACT SERV 44,250 44,250 0.00 995.29 0.00 43,254.71 97.75
PPLIES
r:sIOlO-310 OFFICE SUPPLIES 1,000 1,000 0.00 13.86 0.00 986.14 98.61
TOTAL SUPPLIES 1,000 1,000 0.00 13.86 0.00 986.14 98.61
TOTAL LEGISLATIVE 45,250 45,250 0.00 1,009.15 0.00 44,240.85 97.77
1-28-2011 11 !of BOYNTON BEACH
REVENUE & EXPENDITURES REPL (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL Il'tlND
ADMINISTRATIVE
, OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
PERSONNEL SERVICES
01-51230-100 PERSONNEL SERVICES 178,125 104,473 3,961.60 15,450.24 0.00 89,022.76 85.21
TOTAL PERSONNEL SERVICES 178,125 104,473 3,961.60 15,450.24 0.00 89,022.76 85.21
PURCHASED/CONTRACT SERV
01-51230-225 ASSOC. MEETINGS & SEMINAR 4,000 4,000 0.00 0.00 0.00 4,000.00 100.00
01-51230-226 MEMBERSHIP DUES 3,275 3,275 299.00 351.00 0.00 2,924.00 89.28
01-51230-227 DELIVERY SERVICES 2,000 2,000 0.00 386.95 0.00 1,613.05 80.65
01-51230-229 CAREER DEVELOPMENT 1,500 1,500 0.00 0.00 0.00 1,500.00 100.00
TOTAL PURCHASED/CONTRACT SERV 10,775 10,775 299.00 737.95 0.00 10,037.05 93.15
SUPPLIES
01-51230-310 OIl'll'ICE SUPPLIES 3,000 3,000 0.00 315.76 0.00 2,684.24 89.47
01-51230-315 POSTAGE 3,000 3,000 14.95 751. 06 0.00 2,248.94 74.96
01-51230-340 CELLULAR PHONES 720 720 0.00 116.78 0.00 603.22 83.78
01-51230-355 SUBSCRIPTIONS 400 400 0.00 0.00 0.00 400.00 100.00
01-51230-360 BOOKS & PUBLICATIONS 500 500 0.00 0.00 0.00 500.00 100.00
TOTAL SUPPLIES 7,620 7,620 14.95 1,183.60 0.00 6,436.40 84.47
CAPITAL EXPENDITURES
01-51230-400 EQUIPMENT COSTS 1,000 1,000 0.00 0.00 0.00 1,000.00 100.00
TOTAL CAPITAL EXPENDITURES 1,000 1,000 0.00 0.00 0.00 1,000.00 100.00
DEPRECIATION & AMORT
TOTAL ADMINISTRATIVE 197,520 123,868 4,275.55 17,371.79 0.00 106,496.21 85.98
-4-
-28-2011 11:31 AM
-GENERAL FUND
~CE
E'ARTMENTAL EXPENDITURES
RSONNEL SERVICES
1-51325-100 PERSONNEL SERVICES
TOTAL PERSONNEL SERVICES
RCHASED/CONTRACT SERV
1-51325-200 CONTRACTUAL EXPENSE
1-51325-201 BANK FEES
1-51325-225 ASSOC. MEETINGS' SEMINAR
1-51325-226 MEMBERSHIP DUES
1-51325-227 DELIVERY COSTS
1-51325-229 CAREER DEVELOPMENT
TOTAL PURCHASED/CONTRACT SERV
IPPLIES
~5-310 OFFICE SUPPLIES
11-51325-340 CELLULAR PHONES
11-51325-355 SUBSCRIPTIONS
11-51325-360 BOOKS , PUBLICATIONS
11-51325-365 OFFICE PRINTING COSTS
TOTAL SUPPLIES
~ITAL EXPENDITURES
~PRECIATION , AMORT
TOTAL FINANCE
ORIGINAL
BUDGET
130,260
130,260
175
2,750
2,250
620
500
3,000
9,295
2,000
o
1,100
500
300
3,900
143,455
BOYNTON BEACH CRA
REVENUE' EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
AMENDED
BUDGET
134,168
134,168
175
2,750
2,250
620
500
3,000
9,295
2,000
o
1,100
500
300
3,900
147,363
MONTHLY
ACTIVITY
12,028.32
12,028.32
0.00
0.00
0.00
0.00
0.00
0.00
0.00
12,028.32
0.00
0.00
0.00
0.00
0.00
0.00
YEAR-TO-DATE
BALANCE
31,205.44
31,205.44
332.02
1,085.20
62.42
0.00
80.31
0.00
1,559.95
393.14
72.87
0.00
0.00
0.00
466.01
33,231. 40
TOTAL
ENCUMBERED
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
0.00
UNENCUMBERED
BALANCE
102,962.56
102,962.56
157.02)
1,664.80
2,187.58
620.00
419.69
3,000.00
7,735.05
1,606.86
72.87)
1,100.00
500.00
300.00
3,433.99
114,131.60
'Ii OF
BUDGET
REMAINING
76.74
76.74
89.73-
60.54
97.23
100.00
83.94
100.00
83.22
80.34
0.00
100.00
100.00
100.00
88.05
77 45
,;;;;
1-28-2011 11. M: BOYNTON BEACH
REVENUE , EXPENDITURES REP~ (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
INSURANCES
% OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
PURCHASED/CONTRACT SERV
01-51410-200 CONTRACTUAL EXPENSE 23,650 23,650 0.00 12,589.95 0.00 11,060.05 46.77
01-51410-213 GENERAL PROPERTY COVERAGE 44 , 000 44,000 0.00 49,119.00 0.00 5,119.00) 11.63-
01-51410-214 EMPLOYEE FIDELITY COVERAG 1,000 1,000 0.00 999.15 0.00 0.85 0.09
01-51410-215 DIRECTORS , OFFICERS COVE 6,500 6,500 0.00 0.00 0.00 6,500.00 100.00
TOTAL PURCHASED/CONTRACT SERV 75,150 75,150 0.00 62,708.10 0.00 12,441.90 16.56
TOTAL INSURANCES 75,150 75,150 0.00 62,708.10 0.00 12,441.90 16.56
-6-
-28-2011 11:31 AM
BOYNTON BEACH CRA
REVENUE & EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
-GENERAL FUND
,OFESSIONAL SERVICES
PARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
~CHASED/CONTRACT SERV
11-51420-200 CONTRACTUAL EXPENSE
11-51420-201 CONTRACT LEGAL
11-51420-204 CITY STAFF COSTS
TOTAL PURCHASED/CONTRACT SERV
160,000 160,000 1,540.00 35,732.42 15,485.00 108,782.58 67.99
75,000 75,000 0.00 27,654.85 0.00 47,345.15 63.13
19,500 19,500 126.50 2,249.30 12,435.20 4,815.50 24.69
254,500 254,500 1,666.50 65,636.57 27,920.20 160,943.23 63.24
254,500 254,500 1,666.50 65,636.57 27,920.20 160,943.23 63.24
TOTAL PROFESSIONAL SERVICES
1-28-2011 11 M BOYNTON BEACH
REVENUE , EXPENDITURES REP~ (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
PLANNING
% OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
PERSONNEL SERVICES
01-51440-100 PERSONNEL SERVICES 184,205 195,983 15,075.20 58,793.28 0.00 137,189.72 70.00
TOTAL PERSONNEL SERVICES 184,205 195,983 15,075.20 58,793.28 0.00 137,189.72 70.00
PURCHASED/CONTRACT SERV
01-51440-225 ASSOC. MEETINGS , SEMINAR 9,170 9,170 0.00 2,067.79 0.00 7,102.21 77.45
01-51440-226 MEMBERSHIP DUES 1,810 1,810 0.00 1,036.00 0.00 774.00 42.76
01-51440-227 DELIVERY SERVICES 300 300 0.00 0.00 0.00 300.00 100.00
01-51440-229 CAREER DEVELOPMENT 2,000 2,000 0.00 0.00 0.00 2,000.00 100.00
TOTAL PURCHASED/CONTRACT SERV 13,280 13,280 0.00 3,103.79 0.00 10,176.21 76.63
SUPPLIES
01-51440-310 OFFICE SUPPLIES 2,000 2,000 0.00 242.68 0.00 1,757.32 87.87
01-51440-340 CELLULAR PHONES 1,620 1,620 0.00 168.39 0.00 1,451. 61 89.61
01-51440-360 BOOKS , PUBLICATIONS 300 300 0.00 164.50 0.00 135.50 45.17
01-51440-365 OFFICE PRINTING COSTS 1,500 1,500 0.00 0.00 0.00 1,500.00 100.00
TOTAL SUPPLIES 5,420 5,420 0.00 575.57 0.00 4,844.43 89.38
CAPITAL EXPENDITURES
DEPRECIATION , AMORT
TOTAL PLANNING 202,905 214,683 15,075.20 62,472.64 0.00 152,210.36 70.90
-8-
-28-2011 11:31 AM
BOYNTON BEACH CRA
REVENUE , EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
-GENERAL FUND
ILDINGS , PROPERTY
E'ARTHENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
RCHASED/CONTRACT SERV
1-51620-200 CONTRACTUAL EXPENSE 2,500 2,500 224.91 413.91 0.00 2,086.09 83.44
1-51620-201 PROPERTY TAXES' ASSOC. D 100,000 100,000 0.00 6,972.10 0.00 93,027.90 93.03
1-51620-205 RENTAL OF OFFICES 86,200 86,200 3,700.00 18,800.00 22,200.00 45,200.00 52.44
1-51620-208 EQUIPMENT LEASES 22,000 22,000 213.64 3,097.03 6,837.72 12,065.25 54.84
1-51620-209 PROPERTY MAINTENENCE COST 159,880 159,880 3,270.00 25,196.01 0.00 134,683.99 84.24
1-51620-224 SIGNAGE 7,500 7,500 0.00 2,477.56 0.00 5,022.44 66.97
TOTAL PURCHASED/CONTRACT SERV 378,080 378,080 7,408.55 56,956.61 29,037.72 292,085.67 77 .25
rpPLIES
~0-325 ELECTRICITY COSTS 9,000 9,000 0.00 1,121.87 0.00 7,878.13 87.53
11-51620-326 WATER CHARGES 6,000 6,000 0.00 1,069.57 0.00 4,930.43 82.17
TOTAL SUPPLIES 15,000 15,000 0.00 2,191. 44 0.00 12,808.56 85.39
>PITAL EXPENDITURES --- --'-"-~' ---
:PRECIATION , AMORT
TOTAL BUILDINGS , PROPERTY 393,080 393,080 7,408.55 59,148.05 29,037.72 304,894.23 77.57
~}
1-28-2011 11: if BOYNTON BEACH
REVENUE , EXPENDITURli:S REPt.. (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
MARINA
, OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURli:S BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
PURCHASED/CONTRACT SERV
01-51630-200 CONTRACTUAL 500 500 0.00 450.00 0.00 50.00 10.00
01-51630-209 PROPERTY MAINTENENCE 31,980 31,980 0.00 3,488.32 0.00 28,491. 68 89.09
01-51630-241 MARINA FUEL MANAGEMENT 148,000 148,000 12,333.00 49,332.00 0.00 98,668.00 66.67
01-51630-242 MARINE FUEL STATION OVERH 37,200 37,200 2,123.67 9,923.58 0.00 27,276.42 73.32
TOTAL PURCHASED/CONTRACT SERV 217,680 217,680 14,456.67 63,193.90 0.00 154,486.10 70.97
SUPPLIES
01-51630-325 ELECTRIC COSTS 13,200 13,200 0.00 2,665.31 0.00 10,534.69 79.81
01-51630-326 WATER COSTS 2,400 2,400 0.00 256.65 0.00 2,143.35 89.31
01-51630-327 GASOLINE , DEISEL FUEL PO 680,420 680,420 65,990.35 211,381.82 0.00 469,038.18 68.93
01-51630-328 MARINA DIESEL SALES TAX 12,000 12,000 890.07 2,738.52 0.00 9,261.48 77.18
TOTAL SUPPLIES 708,020 708,020 66,880.42 217,042.30 0.00 490,977.70 69.35
CAPITAL EXPENDITURli:S
01-51630-400 EQUIPMENT COSTS 1,000 1,000 0.00 0.00 0.00 1,000.00 100.00
TOTAL CAPITAL EXPENDITURES 1,000 1,000 0.00 0.00 0.00 1,000.00 100.00
TOTAL MARINA 926,700 926,700 81,337.09 280,236.20 0.00 646,463.80 69.76
-10-
-28-2011 11:31 AM BOYNTON BEACH CRA
REVENUE , EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
-GENERAL FUND
~ICATIONS , TECHNOLO
% OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
E?ARTMENTAL EXPENDITURES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
RCHASEO/CONTRACT SERV
1-51650-200 CONTRACTUAL EXPENSE 3,760 3,760 0.00 965.00 0.00 2,795.00 74.34
1-51650-210 CITY IT SUPPORT 21,000 21,000 0.00 5,064.75 15,651. 00 284.25 1.35
1-51650-211 COMPUTER SOFTWARE , LICEN 3,000 3,000 0.00 138.00 0.00 2,862.00 95.40
1-51650-212 FINANCIAL SOFTWARE MAINTE 6,500 6,500 0.00 0.00 0.00 6,500.00 100.00
TOTAL PURCHASED/CONTRACT SERV 34,260 34,260 0.00 6,167.75 15,651. 00 12,441.25 36.31
PPLIES
HmO-330 TELEPHONE LINES 13,000 13,000 0.00 1,851. 38 0.00 11,148.62 85.76
TOTAL SUPPLIES 13,000 13,000 0.00 1,851.38 0.00 11,148.62 85.76
PITAL EXPENDITURES
1-51650-400 EQUIPMENT COSTS 8,000 8,000 0.00 0.00 0.00 8,000.00 100.00
TOTAL CAPITAL EXPENDITURES 8,000 8,000 0.00 0.00 0.00 8,000.00 100.00
TOTAL COMMUNICATIONS , TECHNOLO 55. 260 55,260 0.00 8.019. 13 15.651.00 31,589.87 57.17
II
1-28-2011 11. M BOYNTON BEACH
REVENUE (, EXPENDITURES REP,- (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
CONTINGENCY
% OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
PURCHASED/CONTRACT SERV
01-51990-200 CONTRACTUAL EXPENSE 75,000 75,000 0.00 0.00 0.00 75,000.00 100.00
TOTAL PURCHASED/CONTRACT SERV 75,000 75,000 0.00 0.00 0.00 75,000.00 100.00
TOTAL CONTINGENCY 75,000 75,000 0.00 0.00 0.00 75,000.00 100.00
-12-
.-28-2011 11:31 AM
BOYNTON BEACH CRA
REVENUE" EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
. -GENERAL FUND
IRKETING
~PARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
~RSONNEL SERVICES
ll-57400-100 PERSONNEL SERVICES 87,392 90,014 5,339.20 23,699.03 0.00 66,314.97 73.67
TOTAL PERSONNEL SERVICES 87,392 90,014 5,339.20 23,699.03 0.00 66,314.97 73.67
JRCHASED/ CONTRACT SERV
)1-57400-216 ADVERTISING " PUBLIC NOTI 4,000 4,000 0.00 0.00 0.00 4,000.00 100.00
)1-57400-218 ANNUAL REPORT " BROCHURES 7,000 7,000 0.00 0.00 0.00 7,000.00 100.00
)1-57400-225 ASSOC. MEETINGS" SEMINAR 1,500 1,500 0.00 337.41 0.00 1,162.59 77 .51
)1-57400-226 MEMBERSHIP DUES 900 900 0.00 0.00 0.00 900.00 100.00
)1-57400-227 DELrvERY SERVICES 3,000 3,000 0.00 0.00 0.00 3,000.00 100.00
)1-57400-229 CAREER DEVELOPMENT 3,000 3,000 0.00 0.00 0.00 3,000.00 100.00
)1-57400-236 PHOTOGRAPHY / VIDEOS 15,000 15,000 2,675.00 5,100.00 4,950.00 4,950.00 33.00
TOTAL PURCHASED/CONTRACT SERV 34,400 34,400 2,675.00 5,437.41 4,950.00 24,012.59 69.80
lJPPLIES
01-57400-310 OFFICE SUPPLIES 5,000 5,000 0.00 306.01 0.00 4,693.99 93.88
01-57400-340 CELLULAR PHONES 1,260 1,260 0.00 171.33 0.00 1,088.67 86.40
01-57400-355 SUBSCRIPTIONS 550 550 0.00 0.00 0.00 550.00 100.00
01-57400-360 BOOKS " PUBLICATIONS 100 100 0.00 0.00 0.00 100.00 100.00
01-57400-365 OFFICE PRINTING COSTS 5,000 5,000 0.00 0.00 0.00 5,000.00 100.00
TOTAL SUPPLIES 11,910 11,910 0.00 477.34 0.00 11,432.66 95.99
EPRECIATION " AMORT ."--~
,.~.,"'~d'______'.'~'_.'-~__'"__'
TOTAL MARKETING 133,702 136,324 8,014.20 29,613.78 4,950 00 101,760.22 74.65
1'.\
1-28-2011 11 M BOYNTON BEACH
REVENUE , EXPENDITURES REPt.. (UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
SPECl:AL EVENTS
, OF
ORIG:INAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURES BUDGET BUDGET ACT:IVl:TY BALANCE ENCUMBERED BALANCE REMAl:N:ING
PERSONNEL SERVICES
01-57500-100 PERSONNEL SERVICES 84,022 86,542 5,072 .00 22,656.93 0.00 63,885.07 73.82
TOTAL PERSONNEL SERVICES 84,022 86,542 5,072.00 22,656.93 0.00 63,885.07 73.82
PURCHASED/CONTRACT SERV
01-57500-200 CONTRACTUAL EXP-EVENT SUP 10,000 10,000 0.00 200.00 0.00 9,800.00 98.00
01-57500-225 ASSOC. HEET:INGS , SEMINAR 2,000 2,000 0.00 325.00 0.00 1,675.00 83.75
01-57500-226 MEMBERSHIP DUES 400 400 0.00 300.00 0.00 100.00 25.00
01-57500-229 CAREER DEVELOPMENT 2,000 2,000 0.00 0.00 0.00 2,000.00 100.00
TOTAL PURCHASED/CONTRACT SERV 14,400 14,400 0.00 825.00 0.00 13,575.00 94.27
SUPPLIES
01-57500-310 OFFICE SUPPL1:ES 2,000 2,000 0.00 242.58 0.00 1,757.42 87.87
01-57500-340 CELLULAR PHONES 1,680 1,680 0.00 329.97 989.91 360.12 21.44
01-57500-355 SUBSCRIPTIONS 250 250 0.00 0.00 0.00 250.00 100.00
01-57500-360 BOOKS , PUBLICATIONS 200 200 0.00 0.00 0.00 200.00 100.00
TOTAL SUPPLIES 4,130 4,130 0.00 572.55 989.91 2,567.54 62.17
CAPITAL EXPENDITURES
01-57500-400 EQUIPMENT COSTS 1,250 1,250 0.00 0.00 0.00 1,250.00 100.00
TOTAL CAPITAL EXPENDITURES 1,250 1,250 0.00 0.00 0.00 1,250.00 100.00
DEPREC:tATION , AMORT
TOTAL SPEC:IAL EVENTS 103,802 106,322 5,072.00 24,054.48 989.91 81,277.61 76.44
-14-
.-28-2011 11:31 AM
BOYNTON BEACH CRA
REVENUE & EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
L -GENERAL FUND
!PLOYEE BEBEFITS
~PARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
~RSONNEL SERVICES
)1-59000-151 F.I.C.A. 41,168 41,168 1,777.13 8,893.27 0.00 32,274.73 78.40
)1-59000-152 MEDICARE 9,628 9,628 613.53 2,277.81 0.00 7,350.19 76.34
)1-59000-153 RETIREMENT PLAN 401(a) 0 0 0.00 250.00 0.00 250.00) 0.00
)1-59000-154 WORKERS COMP INSURANCE 3,500 3,500 0.00 0.00 0.00 3,500.00 100.00
)1-59000-155 HEALTH INSURANCE 62,208 62,208 3,450.89 10,927.82 0.00 51,280.18 82.43
01-59000-156 DENTAL INSURANCE 3,240 3,240 178.26 594.20 0.00 2,645.80 81. 66
01-59000-157 LIFE INSURANCE 1,054 1,054 40.00 126.41 0.00 927.59 88.01
01-59000-158 SHORT / LONG TERM DISABIL 3,471 3,471 153.72 521. 31 0.00 2,949.69 84.98
01-59000-159 UNEMPLOYMENT CHARGES 5,000 5,000 0.00 0.00 0.00 5,000.00 100.00
01-59000-160 VISION INSURANCE 432 432 23.52 69.30 0.00 362.70 83.96
01-59000-161 COMPENSATED ABSENSES 25,000 25,000 0.00 0.00 0.00 25,000.00 100.00
TOTAL PERSONNEL SERVICES 154,701 154,701 6,237.05 23,660.12 0.00 131,040.88 84.71
TOTAL EMPLOYEE BEBEFITS 154,701 154,701 6,237.05 23,660.12 0.00 131,040.88 84.71
15
1-28-2011 11:
~
BOYNTON BEACH
REVENUE & EXPENDITURES REPC. .UNAUDITED)
AS OF: JANUARY 31ST, 2011
01 -GENERAL FUND
DEBT SERVICE
DEPARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
'" OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
DEBT SERVICE
OTHER FINANCING USES
01-59800-990 TRANS OUT TO DEBT SERVICE 2,650,907 2,650,907 0.00 0.00 0.00 2,650,907.00 100.00
TOTAL OTHER FINANCING USES 2,650,907 2,650,907 0.00 0.00 0.00 2,650,907.00 100.00
TOTAL DEBT SERVICE 2,650,907 2,650,907 0.00 0.00 0.00 2,650,907.00 100.00
-16-
.-28-2011 11:31 AM
BOYNTON BEACH CRA
REVENUE' EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
. -GENERAL FUND
lANSFER OUT
~PARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
rHER FrNANCING USES
)1-59999-990 INTERFUND TRANSFERS OUT 1,020,313 1,073,137 0.00 0.00 0.00 1,073,137.00 100.00
TOTAL OTHER FrNANCING USES 1,020,313 1,073,137 0.00 0.00 0.00 1,073,137.00 100.00
TOTAL TRANSFER OUT 1,020,313 1,073,137 0.00 0.00 0.00 1,073,137.00 100.00
OTAL EXPENDITURES 6,432,245 6,432,245 141,114.46 667,161.41 78,548.83 5,686,534.76 88.41
==-===== =====-- -= ---------- ------------- ------------ --------
------------ ---------- ------------ --------
EVENUES OVERI (UNDER) EXPENDITURES 0 0 62,672.31) 5.328,207.53 78,548.83) ( 5,249,658.70) 0.00
!'i
1-28-2011 11 M BOYNTON BEACH
REVENUE , EXPENDITURES REPL (UNAUDITED)
AS OF: JANUARY 31ST, 2011
02 -PROJECTS FUND
FINANCIAL SUMMARY
.. OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
REVENUE SUMMARY
FESTIVALS' EVENT INCaG: 0 0 0.00 2,282.45 0.00 2,282.45) 0.00
INVESTMENT INCaG: 0 0 0.00 1,824.49 0.00 1,824.49) 0.00
MISCELLANEOUS 0 0 300.00 300.00 0.00 300.00) 0.00
OTHER FINANCING SOURCES 3,952,893 4,005,717 0.00 0.00 0.00 4,005,717.00 100.00
TOTAL REVENUES 3,952,893 4,005,717 300.00 4,406.94 0.00 4,001,310.06 99.89
EXPENDITURE SUMMARy
OPERATING EXPENSES 131,534 131,534 0.00 13,286.81 0.00 118,247.19 89.90
CAPITAL OUTLAY 2,505,900 2,657,580 441,848.19 16,348.22 508,241.00 2,132,990.78 80.26
AFFORDABLE HOUSING 100,000 100,000 0.00 0.00 0.00 100,000.00 100.00
ECONClC:C DEVELOPMENT 567,459 468,603 0.00 52,824.00 16,500.00 399,279.00 85.21
PROJECTS AND PROGRAMS 648,000 648,000 43.00 103,830.69 8,452.50 535,716.81 82.67
TOTAL EXPENDITURES 3,952,893 4,005,717 441,891.19 186,289.72 533,193.50 3,286,233.78 82.04
REVENUES OVER/ (UNDER) EXPENDITURES 0 0 ( 441,591.19)( 181,882.78)( 533,193.50) 715,076.28 0.00
-18-
L-28-2011 11:32 AM
-PROJECTS FUND
SVENUES
BOYNTON BEACH CRA
REVENUE' EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
'Is OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
~STIVALS , EVENT INCOME
02-44100 FESTIVAL , EVENT INCOME
TOTAL FESTIVALS' EVENT INCOME
toVESTMENT INCOME
02-46100 INTEREST INCOME
TOTAL INVESTMENT INCOME
ISCELLANEOUS
02-48100 MISCELLANEOUS INCOME
TOTAL MISCELLANEOUS
ITHER FINANCING SOURCES
02-49100 OTHER FINANCING SOURCES
02-49900 TRANSFERS IN
TOTAL OTHER FINANCING SOURCES
~OTAL REVENUES
0 0.0 0.00 2,282.45 0.00 2,282.45) 0.00
0 0 0.00 2,282.45 0.00 2,282.45) 0.00
0 0.0 0.00 1,824.49 0.00 1,824.49) 0.00
0 0 0.00 1,824.49 0.00 1,824.49) 0.00
0 0.0 300.00 300.00 0.00 300.00) 0.00
0 0 300.00 300.00 0.00 300.00) 0.00
2,932,580 2,932,580.0 0.00 0.00 0.00 2,932,580.00 100.00
1,020,313 1,073,137.0 0.00 0.00 0.00 1,073,137.00 100.00
3,952,893 4,005,717 0.00 0.00 0.00 4,005,717.00 100.00
3,952,893 4,005,717 300.00 4,406.94 0.00 4,001,310.06 99.89
------- ------ ---------- -------- ------------ --------- -----
--------- --------- ---------- ------------- ----------- -------- -----
, <) ,
1-28-2011 11: if BOYNTON BEACH
REVENUE & EXPENDITURES REP(' (UNAUDITED)
AS OF: JANUARY 31ST, 2011
02 -PROJECTS FUND
OPERATING EXPENSES
'" OF
ORIGINAL AMENDED MONTHLY YEAR-TO-DATE TOTAL UNENCUMBERED BUDGET
DEPARTMENTAL EXPENDITURES BUDGET BUDGET ACTIVITY BALANCE ENCUMBERED BALANCE REMAINING
PURCHASED/CONTRACT SERV
02-58100-203 CONTRACTUAL EXPENSE 81,534 81,534 0.00 7,250.00 0.00 74,284.00 91.11
02-58100-213 LEGAL FEES 50,000 50,000 0.00 6,036.81 0.00 43,963.19 87.93
TOTAL PURCHASED/CONTRACT SERV 131,534 131,534 0.00 13,286.81 0.00 118,247.19 89.90
TOTAL OPERATING EXPENSES 131,534 131,534 0.00 13,286.81 0.00 118,247.19 89.90
-20-
-28-2011 11:32 AM
BOYNTON BEACH CRA
REVENUE' EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
-PROJECTS FUND
PITAL OUTLAY
PAR'l'MENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
.PITAL EXPENDITURES
2-58200-404 CONSTRUCTION IN PROGRESS 1,514,240 1,514,240 5,168.38 8,248.22 19,347.00 1,486,644.78 98.18
'2-58200-405 SITE WORK AND DEMOLITION 25,000 25,000 0.00 950.00 0.00 24,050.00 96.20
12-58200-406 INFRASTRUCTURE AND STREET 966,660 1,118,340 436,679.81 7,150.00 488,894.00 622,296.00 55.64
TOTAL CAPITAL EXPENDITURES 2,505,900 2,657,580 441,848.19 16,348.22 508,241.00 2,132,990.78 80.26
TOTAL CAPITAL OUTLAY 2,505,900 2,657,580 441,848.19 16,348.22 508,241.00 2,132,990.78 80.26
21
1-28-2011 11:
,{
02 -PROJECTS FUND
AFFORDABLE HOUSING
DEPARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
CAPITAL EXPENDITURES
02-58300-421 HOME BUYERS ASSISTANCE PR
TOTAL CAPITAL EXPENDITURES
100,000
100,000
100,000.00
TOTAL AFFORDABLE HOUSING
100,000
BOYNTON BEACH
REVENUE & EXPENDITURES REPO.. (UNAUDITED)
AS OF: JANUARY 31ST, 2011
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
100,000
100,000
0.00
0.00
0.00
0.00
100,000
0.00
0.00
0.00
0.00
100,000.00
100,000.00
100.00
100.00
0.00
100.00
-22-
,-28-2011 11:32 AM
BOYNTON BEACH CRA
REVENUE & EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
! -PROJECTS FUND
:ONCMIC DEVELOPMENT
CPARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
% OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
!'.PITAL EXPENDITURES
~2-58400-440 FACADE GRANTS-COMMERCIAL 90,000 90,000 0.00 0.00 15,000.00 75,000.00 83.33
~2-58400-442 TRANSPORTATION PROGRAM 151,680 52,824 0.00 52,824.00 0.00 0.00 0.00
~2-58400-443 DIFA-ECONOMIC DEVELOPMENT 215,779 215,779 0.00 0.00 0.00 215,779.00 100.00
02-58400-444 ECONOMIC DEVELOPMENT GRAN 110,000 110,000 0.00 0.00 1,500.00 108,500.00 98.64
TOTAL CAPITAL EXPENDITURES 567,459 468,603 0.00 52,824.00 16,500.00 399,279.00 85.21
TOTAL ECONOMIC DEVELOPMENT 567,459 468,603 0.00 52,824.00 16,500.00 399,279.00 85.21
23
1-28-2011 11:.
BOYNTON BEACH
REVENUE , EXPENDITURES REPOk_ (UNAUDITED)
AS OF: JANUARY 31ST, 2011
32 -PROJECTS FUND
E>ROJECTS AND PROGRAMS
JEPARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
'" OF
TOTAL UNENCUMBERED BUDGET
ENCUMBERED BALANCE REMAINING
:APITAL EXPENDITURES
02-58500-460 COMMUNITY POLICING INNOVA 430,000 430,000 0.00 48,931.12 0.00 381,068.88 88.62
02-58500-480 COMMUNITY SPECIAL EVENTS 218,000 218,000 43.00 54,899.57 8,452.50 154,647.93 70.94
TOTAL CAPITAL EXPENDITURES 648,000 648,000 43.00 103,830.69 8,452.50 535,716.81 82.67
TOTAL PROJECTS AND PROGRAMS 648,000 648,000 43.00 103,830.69 8,452.50 535,716.81 82.67
-24-
.-28-2011 11: 32 AM
BOYNTON BEACH CRA
REVENUE & EXPENDITURES REPORT (UNAUDITED)
AS OF: JANUARY 31ST, 2011
! -PROJECTS FUND
lANSFER OUT - ASSET TRA
~PARTMENTAL EXPENDITURES
ORIGINAL
BUDGET
AMENDED
BUDGET
MONTHLY
ACTIVITY
YEAR-TO-DATE
BALANCE
TOTAL
ENCUMBERED
% OF
UNENCUMBERED BUDGET
BALANCE REMAINING
~HER FINANCING USES
:>TAL EXPENDITURES
3,952,893
4,005,717
441,891.19
186,289.72
533,193.50
3,286,233.78
82.04
-- --- ==--=======
------------- -------------
------------- -------------
"'-
!:VENUES OVERI (UNDER) EXPENDITURES
o
o
441,591.19)(
181,882.78) (
533,193.50)
715,076.28
0.00
15
VIII. CONSENT AGENDA:
C. Monthly Procurement Purchase Orders
11~<tY~Te~ C
. East Side'" West Side...Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
x I Consent Agenda I
Old Business
New Business
Public Hearing
Other
SUBJECT: Procurement Purchase Orders
SUMMARY:
Attached is the procurement purchase order report for January 2011.
FISCAL IMPACT:
See attached
CRA PLAN, PROGRAM OR PROJECT: None
RECOMMENDA TIONS: Approve the procurement purchase order report.
Ow~
Susan Harris, Finance Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTSICompleted Agenda ~em Request Fonns by MeelinglFY 2010 - 2011 Board Meelings\2-8-2011 MeetinglPurchases Less Than
$25,000.doc
Boynton Beach eRA
Procurement Purchase Order Report
Month: January 2011
Vendor
Cabinets Etc. by RGJ, LLC
Amount
$ 15.000
Descri tion
Commercial Fa de Grant
Lease extension for 915 S
Federal Highway for 6
months @ $3,700/mo.
Sundowner Motor Inn
$ 22,200 General Fund 01-51620
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by
Meeting\FY 2010 - 2011 Board Meetings\2-8-2011 Meeting\Monthly Procurement Report - January 2011
x. INFORMATION ONLY:
A. eRA Policing Activity Reports
New Format
J
\ ')/""
: ......,..,,1.;.'
/
,-'
r ' "
~~~<tY~T2~ eRA
ill East Side~ West S"de~Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I I Consent Agenda I
Old Business I I New Business I I Public Hearing I X I Other
SUBJECT: CRA Policing Activity Report for the Month of January, 2011 and District Stats for
Months of December 2010/January 2011. (Info.Only)
SUMMARY: Per Board's direction on January 11,2011 (minutes attached), the Interim Executive
Director, Vivian Brooks, met with Lieutenant Harris and Sergeant DeGiulio on January 18,2011 to
discuss a new format the Monthly Activity Report.
The focus of the CRA police team is to reduce crimes within the CRA that impact the quality of life for
area residents. These crimes include loitering, open air drug sales, public intoxication and prostitution.
As you can see from the attached Police Activity Report, much ofthe team's actions relate to this effort
in addition to providing service for CRA events and meetings.
The number of drug buys indicates that a sustained effort is necessary to control this problem within the
CRA district. Receotly, the police were successful in closing down one of the most virulent drug sales
location in HOB, the Kwik Stop at Martin Luther King, Jr. Blvd. and Seacrest.
FISCAL IMPACT: Cost budgeted in FY 2010-2011 from Project Fund 02-58500-460
CRA PLAN, PROGRAM OR PROJECT: Downtown Vision and Master Plan
RECOMMENDATIONS: Info. Only
Lel _~
Vivian L~oi
Interim Executive Director
Meeting Minutes
Community Redevelopment Agency Board
Boynton Beach, FL
January 11, 2011
Mr. Hay pulled this item and commented the header on the minutes was Tuesday,
September 27, 2010. September 27, 2010 was actually a Monday. There was
discussion whether the meeting was held on Monday, September 27, 2010 or at the
Budget Hearing on September 28, 2010. Staff was asked to research the matter and
make the appropriate change.
Additionally, the first paragraph indicated Chair Rodriguez noted there was $75, 000 in
contingency that could be moved back into the agenda. Chair Rodriguez assumed it
would go back into the budget.
Motion
Mr. Hay moved to approve the minutes as amended. Mr. Orlove seconded the motion
that unanimously passed.
C. Approval of Minutes - CRA Board Meeting 12/14/10
Mr. Orlove commented on page 2 of the minutes, the last paragraph, Michael Weiner
spoke on behalf of the residents. He commented he spoke on behalf of the developer
of the Preserve.
Motion
Mr. Orlove moved to approve as amended. Vice Chair Ross seconded the motion that
unanimously passed.
X. Information Only:
A. CRA Policing Activity Reports
Chair Rodriguez requested clarification of the information contained in the report. He
requested more information be provided and from an executive summary standpoint,
what the information indicates about crime in the Community Redevelopment Agency
District. There appeared to be too much detail that was not necessary and Chair
Rodriguez wanted to know what the trend was. Mr. Orlove agreed with the comments.
There was agreement the Interim Executive Director would speak with the Police Chief
to obtain greater information on the trends.
8. Public Comment Log
C, Boat Parade Winners
XI. Public Comments: (Note: comments are limited to three minutes in duration)
None received.
4
MONTH: JANUARY 2011
eRA Police Team
MONTHLY ACTIVITY REPORT
j
i OI/03/tOII
I
I
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.a~, M~i1gr@ve par.N, andHilttaeQasrat @@nnRlfflifies\ al0.il.'g{N{;)FtllvFe.d~f.alfIi.*
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_i..--L_
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,
-
JANUARY 2011
Boynton Beach Police Department
Year-To-Date Crime Comparison Report
2010'2011
CRA District
CRIMES
Jan-11 Jan-10 + ,- Dec-10 + ,- Y-T-D Y-T-D + ,-
2011 2010
Criminal Homicide 0 0 0 0 0 0 0 0
Sexual Offense 0 0 0 0 0 0 0 0
Robbery 4 4 0 6 -2 4 4 0
Aggravated Assault 4 3 1 3 1 4 3 1
Burglary 12 11 1 16 -4 12 11 1
Larceny 28 33 -5 40 -12 28 33 -5
Auto theft 2 1 1 0 2 2 1 1
TOTAL 50 52 -2 65 -15 50 52 -2
edAdllI' .-.'"
Jan-11 Jan-10 + , Dec-10 + , Y-T-D Y-T-D + ,
- - 2011 2010 -
0 0 0 0 0 0 0 0
0 0 0 0 0 0 0 0
3 1 2 0 3 3 2
1 1 0 0 1 0
2 -1 2 -1 2 -1
8 4 4 7 1 8 4 4
0 0 0 0 0 0 0 0
13 8 5 9 4 13 8 5
+ ,-
+ ,-
+ ,-
Dec-10
1589
214
1589
214
1375
1372
217
1375
2/1/2011
x. INFORMATION ONLY:
B. Public Comment Log
lilt".' ""''"'' .-J-' ",,1l!--""'IlJ!I'~
~ ~ \~ ~ "~ ,fft';~~jltt~
~ "l!'Ji;>'~*f,"~' " ",: W " 'I ., j
~ ~~_~1 ; c~ft
2011 CRA COMMENT LOG
1/18/2011 Phone Call
Mike Simon advised Mr.
Fitzpatrick that the CRA does not
The "city owned" planter own and/or maintain the planters
beds/boxes located on MLK and that he should call Public
Blvd, are being used as Works at the City, He also
benches and is a gathering area advised Mr. Fitzpatrick that he
for drug dealers/thugs. There could let the Commission know at
are no plants in them and they a Commission Meeting under
Brian Fitzpatrick 561-577-0891 are an eye-sore. Public Comments.
x. INFORMATION ONLY:
c. Metropolitan Policy Program-The Brookings
Institute-"Turning Around Downtown: Twelve Steps to
Revitalization"
1\1 E THO P 0 [, I TAN POL ICY PRO G R A ]\,1
THE BRC)OKINC;S JNSTrI-1lJrI~I()N
Turning Around
Downtown: Twelve
Steps to Revitalization
Christopher B. Leinberger'
Though every dawntown is different there are still common revitalization lessons that can be
applied anywhere. While any approach must be customized based on unique physical condi-
tions, institutional assets, consumer demand, history, and civic intent, this paper lays out the
fundamentals of a downtawn turnaround plan and the unique "private/public" partnership
required to succeed. Beginning with visioning and strategic planning to the reemergence of
an office market at the end stages, these 12 steps form a template for returning "walkable
urbanity" downtawn.
Introduction
Over the past 1 5 years, there has been an amazing renaissance in downtowns across
America. From 1990 to 2000 the number of households living in a sample of 45 U.S.
downtowns increased 10.6 percent.2 The fact that many downtowns have experi-
enced such growth and development-in spite of zoning laws spurring suburban
sprawl and real estate and financial industries that don't understand how to build and finance
alternatives-is testament to the emotional commitment to our urban heritage and the pent-up
consumer demand for walkable, vibrant places in which to live and work.
The appeal of traditional downtowns-and the defining characteristic that sets those that are
successful apart from their suburban competitors-is largely based on what can be summarized
as walkable urbanity.
Since the rise of cities 8,000 years ago, humans have only wanted to walk about 1500 feet
until they begin looking for an alternative means of transport: a horse, a trolley, a bicycle, or a
car. This distance translates into about 160 acres-about the size of a super regional mall,
including its parking lot. It is also about the size, plus or minus 25 percent, of Lower Manhat-
tan, downtown Albuquerque, the Rittenhouse Square section of Philadelphia, the financial
district of San Francisco, downtown Atlanta, and most other major downtowns in the country.
MARCH 2005 . THE BROOKINGS INSTITUTION' RESEARCH BRIEF.
lI3
But the willingness to walk isn't just about the distance, Certainly no one is inspired to stroll
from one end of a super regional mall parking lot to the other. People will walk 1500 feet or
more only if they have an interesting and safe streetscape and people to watch along the way-a
mix of sights and sounds that can make a pedestrian forget that he is unintentionally getting
enjoyable exercise. Depending on the time of day, the day of the week, or the season of the year,
the experience of walking downtown will be entirely different, even if you are traveling along a
well trod path. A new experience can be had, in fact, nearly every time you take to the streets.
Fostering such walkable urbanitv is the key to the revival of any struggling downtown. But
doing so can be a challenging process, requiring the development of a complex mix of retail
boutiques, hotels, grocery stores, housing, offices. artists' studios, restaurants, and entertain-
ment venues. A "critical mass" of these pedestrian-scale uses must be established as quickly as
possible, before the initial revitalization efforts stall for lack of support. This means making cer-
tain that visitors can find enough to do for 4 to 6 hours; that residents daily needs can be
comfortably met: and that rents and sales prices continue to justify new construction or renova..
tion.
Ultimately, reaching critical mass means that the redevelopment process is unstoppable and
cannot be reversed. At that point, an upward spiral begins to create a "buzz," increases the
number of people on the streets, raises land and property values, and makes the community feel
safer. More activity attracts more people which increase rents and property values creating more
business opportunity which means more activity and people on the street, and so on. Simply
put, in a viable downtown, mOTe is 11ette1
This contrasts starkly with suburban development, where m01'e is worse. The lure of the sub.
urbs is lawns, open space, and the freedom to travel by car. But adding more activity brings a
geometric increase in automobile trips, more congestion, pollution, inconvenience, and the
destruction of the very features that enticed residents and businesses to the suburbs in the first
place. This drives the continuous sprawl which makes yesterday's "edge cities" obsolete, as
demand and development marches outward to what Robert Lang calls "edgeless cities.' In fact,
more suburban development nearly guarantees its decline as demand is pushed continuously
toward the ever-expanding fringe
These divergent models of urban and suburban development also have very different finan-
cial structures. Conventional suburban development, based upon standard national formulas
and car-friendly access and parking, financially performs well in the short-term but peaks in
years 7 through' O. It is built cheaply to help drive the required early financial returns: besides,
anything new looks reasonably good, I nvestors are not willing to commit to a specific site for
the long-term since sprawl may take demand further out in less than a decade anyway. And so,
in essence, they build disposable developments.
Downtown development exhibits an opposite pattern. Among many factors, including con-
strained sites and underground work, the construction budget for downtown development is
also generally much higher because people are walking past the buildings in close proximity. In
the suburbs, you drive past the buildings at 35 miles or more per hour and they are set back
from the street by 100 feet or more, allowing cheaply built structures to suffice. However, the
higher construction costs downtown mean that financial returns are reduced in the early years
There will be substantially better financial returns for a downtown asset, however, if the
developer and investor hold the building for the mid- to long-term. This occurs because, in a
revitalizing downtown, other developers and investors will build new projects within walking
distance. This increases the excitement on the street, pushing up rents, sales prices, and prop-
erty values of existing property owners, even if the owners have done little more than maintain
their properties. As the more is better upward spiral of value creation takes place, the mid- to
long-term holders of property are ultimately rewarded much more than suburban property own-
ers, as represented in Figure' ,,'
The real estate industry, which includes developers, service providers, and bankers and
investors, has become extremely efficient in producing suburban development and reaping its
short term rewards. Yet an increasing share of the market is now demanding other options.
Numerous consumer surveys b) national research firms-including Robert Charles Lesser &
. MARCH 200) . THE. BHOOKINGS 'NSTIlLTlOi'\ . RESE.AHC H BRIEf
113
t
Figure 1. Financial Characteristics of Downtowns with Critical Mass (Blue)
versus Suburban Development (Red)
+
e
~
~
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OIl
lC
~
Cl
<=
lC
~
U
Gl
::I
;i
2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20
Time (years)
Source: Christopher B. Leinberger, Arcadia Land Co. and Robert Charles Lesser &- Co.
Co., Zimmerman-Volk, and Real Estate Research Co. among others-have shown that between
30 percent and 50 percent of all households in the metropolitan areas surveyed want walkable
urbanity. And certainly the rapid comeback of American downtowns over the past 15 years-
along with the many new urbanist communities and traditional-looking "lifestyle retail" projects
popping up in suburban locations-is on-the-ground evidence of pent-up demand.
Despite many developers' and national retailers' lingering reluctance to engage in urban mar-
kets, downtown research and experience of the past 15 years, along with the rediscovery of
traditional urban planning principles, demonstrate that we have a better understanding of how
to bring our downtowns back. It is no longer a mystery how to start a downtown revitalization
process, though it is more complex than suburban real estate development, and takes longer
than most politicians are in office. It requires a degree of cooperation that is difficult to pull off
and is best achieved when a unique "private/public" process is used. Yet many downtowns have
managed to revitalize their downtowns in recent years, and we have gained valuable insight as a
result.
This paper attempts to summarize the lessons learned from many years of hands-on experi-
ence consulting in dozens of urban areas across the United States and Europe. These lessons
have been condensed into 12 steps urban leaders should follow to successfully rebuild and rein-
vigorate their downtowns.s
The first six steps focus on how to build the necessary infrastructure, both "hard" and "soft,"
for turning around a downtown, and define the public and non-profit sector roles and organiza-
tions required to kick off the revitalization process. The next six steps are the means by which a
viable private real estate sector can be re-introduced to a downtown that may not have had a
private sector building permit in many years. In one fashion or another, this strategic process
has been implemented by all of the downtowns in which the author has worked.
Every downtown is a little different in its physical condition, institutional assets, consumer
demand, history, and civic intent, requiring that any approach be customized. Yet there are still
common lessons, and more is learned each day. In spite of the many formidable obstacles, it is
important to remember that every downtown has a unique set of strengths, no matter how
depressed it might be; it is these strengths that must be built upon in developing the revitaliza-
tion strategy. With enough consumer demand and the intention to succeed, there is a way.
MARCH 2005 . THE BROOKINGS INSTITUTION. RESEARCH BRIEF .
LB
~if.P I
Ca.pcu,..e the Vl$lon
STEP 2
Develop a Strategic Plan
STEP l
Forie a Healthy Private/Public Partnership
STEP 4
Make the Right Thing Easy
STEP S
Establish Business Improvement Districts
and Other Non~Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment District
STEP 8
Develop a Rental Housing Market
STEP 9
Pioneer an Affordabihty Strate)?)'
STEP 10
Focus on For.Sale Housing
STEP II
Develop a Local-Serving Retail Strategy
STEP 12
Re-create a Stron2 Office Market
Selling the Stage lor Dcvclopmcllt
With conventional suburban development, the necessary pre-conditions for growth include the
provision of roads, water, sewer, gas, electric and communications line extensions, public safety
services, and schools. Creating walkable urbanity requires all of this and much more. There is a
need for a physical definition of the place, a comprehensive strategy for the place to be created,
and management to implement the strategy. Such a strategy must include, among other things,
the creation of walkable streets and sidewalks; intra- and inter-core transit; shared-use struc-
tured parking; culture and entertainment; increased safety and cleanliness; and programming
and marketing.
Early progress must be made in building this expanded definition of infrastructure-along
with a believable commitment to provide the rest--in order to attract the private sector develop-
ers and investors who will ultimately drive the downtown turnaround. Only by re-establishing a
private sector real estate market (the focus of steps 6 to ) 2) can a downtown prosper. In fact.
successful downtown turnarounds have shown that for every $1 of public investment, there will
be $) 0 to $) 5 of private money. The bulk of the public investment must be made in the earl,
years, however, in order to set the stage for private development.
Step I: Capture the Vision
The best intentions. . .
Beginning any journey, especially one as arduous as revitalizing a depressed downtown,
requires intention. Without the intention of actually revitalizing a downtown, there is little rea-
son to begin the process in the first place. There are many skeptics that will never see the point
of bringing back an obsolete, forsaken downtown and give it little if no chance of succeeding. If
there is one bromide heard by most people with experience working on downtown revitalization
efforts, it is a suburban resident saying something to the effect of "I haven't been downtown in
20 years and have no reason or desire to go there ever in the future." If this attitude predomi-
nates in the business, real estate, non-profit and public communities, it may make sense to
reconsider the community's ability to pull it off.
Another reason for re-considering whether to start a downtown revitalization effort is if there
has been a recent hvithin 20 years) failure of a previous attempt. It takes a full generation to get
over the collapse of a revitalization effort and the injection of fresh leadership unencumbered
with the "we tried that once and it did not work" mindset.
Determining whether the intention for a long-term effort is present in the community
requires the mining of the most important asset a downtown revitalization has; memory and the
emotion it unleashes. This is surprisingly powerful asset has always had a hidden impact on the
tough, bottom-lined real estate business. Emotion is the reason we generally overpay and over-
improve our homes, where 50 percent of national real estate value lies.' Emotion is why we
create great civic structures, such as city halls, performance halls, arenas, and museums. Emo-
tion is the reason great historic buildings are renovated, even though the cost of renovation is
usually greater than tearing down and building a new building.
Contrary to evocative memories of downtowns past, however, is the reality of the great subur-
ban land rush, starting in the 1950s, which led to the disinvestment in our downtowns in the
first place. The desire for a suburban American Dream led to it being legally mandated and
massively subsidized, essentially becoming de facto public policy. The market desire to embrace
suburban living-a historically unique experiment in city building-combined with the subsi-
dies for suburban growth, left our downtowns and surrounding neighborhoods to decline. With
the exception of Manhattan and the downtowns of Boston, Chicago, and San Francisco, nearly
every downtown in the country went into severe decline, virtually becoming "clinically dead," to
the point that market rents and sales prices could not warrant new construction or redevelop-
ment, except for some construction during the office boom of the) 980s.
Nonetheless, many of those who grew up in the 1940s, 1950s, and 1960s, when our down-
towns were still vibrant, if fading, have indelible memories of the place Downtown in the
. MARCH 2005 . THE BROOKI"iGS !"iSHl L'TlOi\ . RESEARCH BRIEl
afterglow of World War II was "where all the lights were bright," where first dates occurred,
where parents worked and parades were held. The downtowns of this era were where you went
for the fancy department stores and to see tall buildings. It was where the sidewalks were
jammed with people, unlike any other place in the region. Today, in many cases, those who
remember the downtowns of yore are now in positions to do something about their current
decline.
Of course, there are also significant fiscal and financial motivations to undertake a down-
town revitalization process. By definition, a downtown recovery means more residents and more
jobs, in both the downtown itself and eventually in other parts of the city. It also means more
out-of-town and suburban visitors bringing more outside money into the area. Further, experi-
ence shows that the most expensive real estate in a metropolitan area is increasingly found in
revitalized downtowns. The public sector realizes significant fiscal benefits as a result, the most
obvious accruing from increased tax revenue.
Downtown revitalization can bring additional economic development benefits as well. With
increasing demand for walkable urbanity and a dearth of such neighborhoods in most metropol-
itan areas, cities with vibrant downtowns have a better shot of recruiting or retaining the
"creative class" of workers economists, like Richard Florida, have shown is key to future
growth.' When the strategy for downtown Albuquerque was being crafted, for example, a senior
executive from Sandia National Laboratory spent many hours volunteering in the process. How-
ever, the laboratory-employing 5,000 scientists, engineers, and professional managers-is
located five miles from downtown. When asked why he spent so much time on the downtown
strategy, he replied, "If Albuquerque does not have a vibrant, hip downtown, I do not have a
chance of recruiting or retaining the twenty-something software engineers that are the life's
blood of the laboratory." If 30 percent to 50 percent of the market cannot get walkable urbanity,
why would they come or stay in a place without that lifestyle option when Austin, Boston, and
Seattle beckon? A purely suburban, car-dominated metropolitan area is at a competitive disad-
vantage for economic growth.
Rallying the troops, setting the vision
Once the motivation is clearly there, the downtown revitalization process generally begins by
lining up the political and business stars. Perhaps a mayor has been elected with downtown
revitalization as a major priority. Or a foundation's board or executive director decides to provide
grants to start the process. It could be the state governor who feels that in-fill, ~mart growth
investment in downtowns should receive financial or other incentives. Whatever the specifics, it
probably starts with a handful of people who make it their top priority. These people and the
other stakeholders they select should come together as an informal downtown advisory group.
The group should include representatives of local government, neighborhood groups, retailers,
business owners and managers, non-profit groups, service providers, arts groups, etc. The advi-
sory group will fundraise, and begin early stage planning.
A good starting point is to engage in a "visioning" process. While denigrated by some for
being "soft and fuzzy," a visioning process not only determines if there is community support
but it also uncovers the emotional, economic, and fiscal reasons for turning around the down-
town. This process should be professionally managed, with money allocated to pay for it. It is
best if the money raised starts the entire revitalization process off on the right foot; it should be
primarily private and non-profit sector funded. The public sector can and should participate,
both to have a stake in and to give legitimacy to the process. This will eventually give way to a
private/public partnership, an intentional reversal of the way this phrase is usually stated.
It is also often useful for the advisory group, and anyone else who wants to come along, to
visit comparable downtowns throughout the country which have undertaken a redevelopment
process. Probably the most visited model downtowns over the past decade have been Baltimore,
Portland (OR), Chattanooga, Denver, and San Diego. The visits can provide insights into what
worked and what did not but more importantly, they help demonstrate that revitalization is pos-
sible. Every downtown has unique assets that must be understood and built upon to achieve the
turnaround. It is a rare downtown that cannot succeed, if there is the intention.
MARCH 2005 . THE BROOKINGS INSTITUTION' RESEARCH BRIEF.
lB
L_.-
STEP I
Captlre the Vision
STEP 2
Develop a Strate!l, Plan
STEP 3
Forge a Healthy PrlvawPllbllc Partnership
STEP ~
Make the Right ThinK Easy
STEP S
establish Buslneu Improvement Districts
and Other Non-Preflts
STEP 6
Create a Caa/ytic Development Company
STEP 7
Create an Urban Entertainment Distria
STEP 8
Develop a Rental Housing Market
STEP 9
Pioneer an Atrordabllity StratefY
STEP 10
Focus on For~Sale Housinf
STEP II
Develop il Local-Serving Retail StriltefY
STEP 12
Re-create a 5a-oflJl! Office Market
a3
~ TEl'l
Captut"~ ~VI,lon
sTEP)
Oew'op a Strategic: Plan
STEP 3
Forge a Healthy Private/Public Partnership
STEP ~
Make the Right Thing Easy
STEP S
Establish Business Improvement Districts
and Other Non-Profits
STEP 6
Create il Catalytic Development Company
STEP 7
Create an Urban Entertainment District
STEP 8
De....elop a Rental Housing Market
STEP 9
Pioneer an Affordability Strategy
STEP to
Focus on For-Sale Housing
STEP t 1
Develop a local-Servin,!!; R.etail Strategy
STEP 12
Re-create a Strong Office Market
During this period, it is important that the advisory group undertake research to create d
technical portrait of downtown. Such a portrait includes the history, a definition of its size and
specific boundaries, the number of jobs and businesses, its role in the local economy, the con-
tribution downtown makes to local government taxes, the structure and state of its transit
system, the condition of the infrastructure, etc. The assets of downtown need to be identified as
well, including universities, hospitals, neighborhoods, housing stock, and cultural organizations.
A short report summarizing this information will become the basis for the rest of the effort.
After drafting the technical report, a more subjective picture of downtown needs to be com-
piled-what is valued, what is missed, what is good, what is negative, and some of the stories
that make it special on a personal level. It is also essential to explore the hopes of people
regarding what downtown could be. This information can be obtained through public meetings,
surveys, focus groups, newspaper polls, informal voting, school contests, or other methods.
Summarizing these findings in a brief report will complement the technical portrait.
After the technical and subjective findings have been collected and documented, a series of
special public meetings should be held to further engage the citizens of the region. The findings
should be presented and vetted, and participants should be queried regarding their vision for
downtown-what is absent from their lives that downtown could provide, and what would make
them visit, work, and maybe even live there. Once these meetings have been completed, the
advisory group must determine if there is the vision and the will to take on the major, long-term
process of reviving a downtown. If not, it is better to determine that early than to waste time
and resources better spent on some other civic undertaking. Moreover. taking on a revitalization
process that is doomed to failure means that another effort will probably not be undertaken for
another generation.
Summarizing the findings of the visioning process and widely disseminating it throughout the
city is an important wrap-up step. Once the advisory group ascertains that they have correctly
identified downtown.s assets, as well as the challenges that must be addressed, they will have
laid a good foundation for the next step in the process--developing the strategic plan
Step 2: Develop a Strategic Plan
Downtown is one of the largest mixed-use developments in a metropolitan area. How-
ever, there is almost never a strategic plan for downtown, nor any formal
management of it. By contrast, the typical regional mall, a much smaller and far sim-
pler development, has a comprehensive strategy for the positioning of the mall and
24/7 oversight.
Having a strategy and management plan for downtown is absolutely imperative. It is even
more critical when you consider that achieving walkable urbanity is a complex "art" that may be
achieved by accident given a couple hundred years, but which requires concerted planning and
strategic implementation by many organizations to accomplish in a shorter time frame.
Building upon the memory and vision outlined in Step 1, strategic planning takes a compre.
hensive approach to creating walkable urbanity that encompasses many individual strategies.
These strategies fall into ten categories:
. Character. Define the boundaries of downtown, how dense it should be, and hovv it
addresses the immediate surrounding neighborhoods. Generally, urban character (floor
area ratio over 1.0) is selected for the core of the downtown, pushing densities to the
highest level in the metropolitan area. If there is a suburban character (floor area ratio of
between 0.2 and 0.4) in the neighborhoods surrounding downtown, this can and should
be maintained, thus providing those residents with the best of two worlds: suburban
homes a short distance from walkable urbanity.
. Housing. Encourage a vast array of moderate and high density housing at both market
rate and affordable levels. Downtown planners must work to ensure that such housing is
. MARCH 200; . THE BROOKINGS INST1TL'T10J\ . RESEARCH BRIEl
legally allowed. They should also take an inventory of city-owned land and buildings that
could be available for early development or redevelopment since the land will have to be
written down or creatively provided to make it financially feasible in the early years of the
turnaround process. It is important to realize that housing is two-thirds of the built envi-
ronment, so it is always a critical part of the strategy.
· Retail. Determine the retail concentrations that a downtown market could support,
including urban entertainment (movies, restaurants, night clubs); specialty retail (cloth-
ing, furniture, and jewelry boutique stores); regional retail (department stores, lifestyle
retail); and local-serving retail (grocery, drug, book, video stores). These different retail
options should be concentrated into walkable districts, creating, in essence, regional des-
tinations that give the area critical mass, identity, and a reason to live there.
· Culture. Determine which one-of-a-kind cultural facilities should be downtown and how
existing facilities can be strengthened. With very few exceptions, these facilities-arenas,
stadiums, performing arts centers, museums, historic sites and buildings, and others-do
in fact perform better downtown.
· Public Infrastructure. Focus on essential issues such as water and sewer, intra-core tran-
sit, transit to the downtown, structured parking, conversion of one-way streets to two-way,
tighter turning radiuses at intersections for a better pedestrian experience, and enhanced
security and cleanliness, among others. Parks and open space, and, when appropriate,
opportunities for waterfront development, should also be included in the strategy. Paying
for this new and improved infrastructure often involves "tax increment financing"
("TIFs"), a controversial tool in some places, which usually needs state legislative authori-
zation.
· Employment. Focus recruitment efforts on businesses that could be downtown, which
includes both "export" employment (businesses that export goods and services from the
metropolitan area which provide fresh cash into the economy) and regional-servicing
employment (support businesses or organizations which locate in regional concentrations
such as downtown). Generally these strategies occur later in the turn-around process,
after a critical mass of urban entertainment and housing has occurred.
· Community Involvement. Ensure that citizens, particularly residents of surrounding
neighborhoods, have continuous opportunities for input and involvement. It is also impor-
tant to keep the opinion-makers and the media informed about the revitalization process,
as the public image of downtown during the early phases of revitalization is generally neg-
ative. One example is creating a local cable 1V show highlighting individuals and
businesses helping turn around the downtown, putting a human face on the revitalization
effort.
· Involvement of Non-profit Organizations. Bring existing non-profits into the process,
and create new organizations to fill needed roles. These include business improvement
districts and possibly a transportation management organization, as well as temporary task
forces, a parking authority, an arts' coordinating group, and others.
· Marketing. Continuously market downtown, as well as specific new downtown events.
The image of most downtowns is so negative prior to revitalization and such skepticism
exists during the early phases that constant attention must be paid to re-positioning the
area. It is especially important to communicate the strategy and progress in implementing
it to the investment and banking community so they will have faith in the process in
which they are being asked to invest.
MARCH 2005 . THE BROOKINGS INSTITUTION. RESEARCH BRIEF.
lB
l
STEP I
Capture the Vision
STEP 1
Dewlap. Strategic Plan
STEP 3
Forge a Healthy Private/Public P.rtnenhlp
STEP 4
Make the Right Thing Easy
STEP 5
Establish Business Improvement Districts
and Other Non~Profits
5TEP 6
Create a Catalytfc Development Company
STEP 7
Create an Urban Entertainment District
STEP 8
Develop a Rental Housing Market
STEP 9
Pioneer an Affordability StratefY
STEP 10
Focus on For-Sale Housinf
STEP"
Develop a Local-Servin! Retail Stratety
STEP 12
Re-create a StroM! Office Market
[)
STEP I
Capture the Vision
STEP 2
Develop 2 Strate2'C Ptan
STEP)
Forgll: a Healthy Private/Public.
Partnrshlp
STEP 4
Make the Rlfht Thing Easy
STEP S
Establish Business Improvement Districts
and Other Non-Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment District
STEP 8
Develop a Rental Housini; Market
STEP 9
Pioneer an Affordability Strategy
STEP 10
Focus on For-Sale Housin2
STEP II
Develop a Local-Servinf Retail Strategy
STEP 12
Re-create a Strong Office Market
. Social Values. The social values of downtown need to be defined and plans put in place
to enforce them. The ultimate goal of a downtown revitalization is to make it the commu-
nity gathering place, a place for the entire community regardless of income or race
Housing affordability and other "equity" programs may be essential components of the
revitalization efforl
The process for determining the comprehensive strategy starts by bringing together an
expanded version of the advisory group. The group should include neighborhood group repre.
sentatives, retailers, investors, developers, property owners, churches, the mayor and key cit\
councilors, the heads of select city departments, non-profit organizations, artists, homeless
advocates, and others. Selecting the right composition is extremely important to ensure that no
significant group feels left out. The group needs to be relatively small (less than 25 individuals),
however, in order to both build a sense of trust and cohesion and, ultimately, to ensure the
process stays focused on results. It is also crucial that the individuals be people who are inter-
ested in successful solutions, not narrow political gain.
Two one-day sessions devoted to the strategic planning process, separated by about a month.
are generally sufficient to crafting the strategy and implementation plan. Before the first day, a
"briefing book" should be assembled to provide the group with a common set of data about the
existing conditions downtown. This briefing book should include findings from the visioning
process (technical and subjective portraits), market and consumer real estate research for all
product types (office, hotel, rental housing, retail, etc.), data on the existing condition of the
downtown infrastructure and public services, and other relevant information.
The first day will be used to introduce the group to one another and to understand the con-
tents of the briefing book. The day \,ill also layout the possible strategic options, outlined
above, that need to be considered in crafting a strategy. In the next meeting, participants will
develop the strategy, selecting the general and specific items that are most appropriate for their
downtown. Finally, the group will determine what initially needs to be done to implement the
individual strategies, who is responsible for these next steps, and when these steps should
accomplish.
The results of the strategy and implementation plan should be summarized in writing very
quickly after the second meeting and distributed for comments. A final plan will probably be
only 10 to ] 5 pages long and should be sent out to politicians and citizens as part of the mar-
keting and community involvement strategies.
Follow-up sessions should be scheduled every few months to constantly modify the strategy
and monitor progress on its implementation to date. At each subsequent meeting, a new imple-
mentation plan should be fashioned with tasks and dates assigned to volunteers and the next
follow-up session set
Step 3: Forge a Healthy Private/Public Partnership
S uccessful downtown revitalizations are generally private/public partnerships, not the
other way around. The public sector, usually lead by the mayor or some other public
official, may convene the strategy process but it must quickly be led by the private enti-
ties whose time and money \\<ill ultimately determine the effort's success. A healthy,
sustained partnership is crucial to getting the revitalization process off the ground and building
the critical mass needed to spur a cycle of sustainable development.
The key to the public sector's successful involvement in downtown redevelopment is to avoid
making it overly politicaL Once it has been launched, it is essential for future politicians to
"keep their hands off' to the maximum extent possible. Unfortunately, this can be difficult.
With an eye on future elections, they often seek acclaim for positive things happening in their
city and look for people to blame if it suits their agenda. And once the downtown revitalization
process appears to begin yielding results, there is added motivation for politicians to want to
take control over the process.
. MARCH 200; . THE BROOKINGS INSTITL'T10:\ . RESEARCH BRIEf
It is important to the revitalization process that the private sector not cave-in to this pressure.
Investors, developers, and volunteers helping to revive downtown are motivated by emotion,
passion, long-term financial returns, and many other unique and personal reasons. A politician
trying to advance his career can very easily quash this momentum and destroy the private/public
partnership in the process.
All this is not to say that the public sector should be completely laissez-faire. City leaders
must be absolutely committed to the process both in word and in deed, and be willing and able
to do what it takes to help create the right environment for private sector development and
investment.
The potential roles of the public in this process can vary tremendously based upon the needs
of the particular downtown and how much political capital politicians are willing to expend in
the effort. There are a host of activities the public sector may be well-positioned to undertake,
however, such as improving public safety, increasing transit options and availability, construct-
ing parking facilities, attracting and retaining employment, providing appropriate tax incentives
for new real estate development, developing an impact fee system, assembling land, and per-
haps most importantly, creating easy-to-use zoning and building codes to enable the walkable
urbanity that defines a thriving downtown.
Step 4: Make the Right Thing Easy
If the downtown area around Santa Fe, New Mexico's much beloved and vibrant 400 year-
old Plaza burned to the ground, legally it would only be possible to rebuild strip
commercial buildings, likely anchored by Wal-Mart Super Centers, Home Depots, and the
other usual suspects.
In downtown Santa Fe and dozens of others around the country, zoning and building codes of
the past fifty years actually outlaw the necessary elements of walkable urbanity. In many cities,
for example, often well-intended setback and floor-area ratio rules mean that new construction
cannot maintain consistency with older historic structures. Also, excessive parking requirements
can create large surface lots fronting once-lively streets, eroding the vitality of otherwise coher-
ent places. Coupled with an emphasis on separation of land uses and limited densities,
downtown revitalization becomes nearly impossible from a legal perspective.
Rather than reform the existing zoning codes-which often makes them even more confusing
and cumbersome-it is generally best to throw them out and start from scratch, putting in place
a new code that will make it easy to produce the density and walkability a downtown needs to
thrive.
First and foremost, the new code must clearly delineate downtown boundaries such that
boundary lines are not in the middle of streets but inclusive of both sides. It is important that
the line be firm, to ensure that the character of the surrounding neighborhoods remains intact.
Most neighborhoods close to a reviving downtown see significant housing value increases as a
result.s
Second, once the boundaries are agreed upon, a "form-based" code should be put in place
that reinforces the development of walkable urbanity. Unlike traditional zoning codes, which
focus on allowed uses, form-based codes focus on form, namely, how building envelopes-and
ultimately whole blocks-address the street. They do not mandate parking ratios, making the
assumption the investors and bankers in a project are better able to decide what makes market
sense. Most importantly, the form-based code is simple and allows for great flexibility and cer-
tainty in obtaining building permits. The Downtown 2010 Plan for downtown Albuquerque, for
example, has 21 principles that are the core of the code. One of the codes states "Streets and
sidewalks lined with buildings rather than parking lots," and there are three pictures of exam-
ples, one with a "X" through it. Once a developer demonstrates these 21 principles are being
followed, they are issued a building permit in three weeks administratively!
Encouraging this mixed-use development is central to creating walkable urbanity. Conven-
tional suburban development is legally mandated and financed for single purpose uses
MARCH 2005 . THE BROOKINGS INSTITUTION. RESEARCH BRIEF .
~
L
STEP I
Capture the Vision
STEP 2
Develop II. Strategic Plan
STEP 3
F""I" . Healthy __/Public
_.....hlp
STEP 4
Hoke the RllfrtThl"l! Easy
STEP 5
Establish Business Improvement: Districts
ilnd Other Non-Profits
STEP 6
Cruce .. Catalytic Development Company
STEP 7
Create an Urban Entertainment Di.5trfct
STEP 8
Develop a Rental Hausl"! Market
STEP 9
Pioneer an Mordabllity StratefY
STEP 10
Focus on For-Sale Haus!n!
STEP"
Develop a Local-Serving Retail SCt'2ct!:fY
STEP 12
Re-create a Strong Office Markee
13
STEP I
Capture the Vision
STEP 1
Develop a Strategic Plan
STEP 3
Forge a. Healthy Pt-ivatelPublic
Partnership
STEP 4
Hoke _ RlghtThlng Easy
STEP 5
EstabliSih Business Improvement
Districts and Other Non.Proftu
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment District
STEP 8
Develop a Rental Housing Market
STEP 9
Pioneer an Mort/ability Stratety
STEP 10
Focus on For-Sale Housinf
STEP II
Develop a local-Serving Retail StratefY
STEP 11
Re-create a StrOng Office Market
customized to a single tenant: you ,viII always know a building was built for a McDonald's even
if it is now a Chinese takeout. By contrast, the form-based downtown code encourages retail,
residential or live/work on the first floor, and residential, hotel or office on the upper floors. It
also recognizes that what is an office building today may be a residential building tomorrow. or
vice versa.
Third, the new code must re-establish the historic right-of-way fabric of the city, whether it
was laid out as a classic American grid or as a seemingly more random collection of streets.
Most downtowns were created before the automobile and were thus required to be walkable. Yet
over the years, streets as freeways (one way streets meant to encourage automobile speed),
streets as regional malls (streets closed off to traffic), and streets as on-ramps became ubiqui-
tous fads. Restoring the original street right-of-way fabric, including tight corner turning
radiuses, will bring back one of downtowns major assets and help re-create the walkable urban-
ity these cities were designed for.
Finally, adopting the new 2004 International Building Code is a major step in the right direc-
Chattanooga
By the I 980s Chattanooga, T1\ had terrible air and water pollution, a declining econom\
and population base, and few prospects. At that time the downtown was in the typical con-
dition of many across America: employment in the financial service, government, and
professional services sectors-along with one major insurance company headquarters and
the headquarters of TVA-dominated downtown., There was little entertainment, only one
department store, and virtually no housing. Downtown was a 9-to-5, weekday place.
All this began to change in the mid-1980s, as Chattanooga Vision set out to determine if
there was any intention by the citizens to see their sadly neglected downtown revive. Over
several years, this non-profit organization-funded by the Lyndhurst Foundation, the city,
and the county-polled residents, held countless meetings, and did research on what made
downtown Chattanooga special. The major finding was that the downtown turned its back
on its major asset, the Tennessee River. From here a tremendous effort was started to turn
downtown around.
Engendering great citizen, business, and political support backed by a strong vision of
what citizens wanted the downtown to be, Chattanooga's civic leaders initiated a strategic
planning process for downtown in 1987. The strategy's primary goal was to make a walka.
ble connection to the Tennessee River, and there were 14 task forces set up to make i(
happen. These task forces focused on building the world's largest fresh water aquarium.
improving the streetscape, obtaining specialty retail, putting in place a "clean" circulator
bus system, building parking garages, introducing housing, building a children's museum
and, most importantly. creating a river walk to integrate the downtown with the Tennessee
River.
Much of the success of this strategy was the result of the River Valley Company, a non-
profit "catalytic" development firm that took above market-rate risks to get initial projects
underway, showing the private sector that there was demand for new developments. 'Within
four years, nearly everything laid out in the original strategy had been accomplished. Since
then, Chattanooga has continued with ever more ambitious strategic plans, and implemen-
tation success, including new baseball and football stadiums, an ambitious and successful
affordable housing program, a new neighborhood in an abandoned industrial area, two ne\\
public schools, another phase of the aquarium, hotels, more retail, a multiplex movie the.
ater, and many other improvements.
Through strategic planning, a catalytic development company, appropriate government
involvement, philanthropic and private sector investment, downtown Chattanooga has
become a "poster child" for how to undertake a winning revitalization process.
. MARCH 200; . THE RROOKINGS 11\'SnTt'TlO'\ . RESEARCH RRIH
tion. Among other things, this code allows for higher density, "stick-built" construction, many
times the only financially feasible construction type for new residential. Adopting a rehabilita-
tion code similar to the current New Jersey Rehabilitation Subcode can cut costs for historic
rehabilitation by up to 50 percent, making historic rehabilitation much more feasible. It works
under the assumption that historic buildings need not imitate new construction in every detail
for it to be safe and accessible. For example, many historic buildings have been tom down
because, among other things, their five foot marble clad hallways were not up to the new build-
ing code, which is six feet, and could not be widened in an economical manner.
Step 5: Establish Business Improvement Districts and Other Non-Profits
One of the leading ways the private/public process is implemented is through various
non-profits, particularly business improvement districts (BID). There are over 1400
BIDs in the country and it is now well understood that establishing a BID is crucial
to the successful revitalization of a downtown. In essence, the BID is the quasi-gov-
ernment for the downtown, the "keeper of the flame" of the downtown strategy, and the
provider of services the city government cannot deliver.
A downtown BID is funded by property owners who voluntarily increase their property taxes
by 5 to 15 percent to pay for BID functions. The tax is collected through the normal city chan-
nels, so there is always the temptation by the city councilor mayor to co-opt the use of those
funds. It is important that the legislation, typically enacted by the state legislature, be written to
mandate control of the funds by the BID's board of directors.
The BID's main leadership role is managing the implementation of the strategy, which must
be constantly updated. The BID may be responsible, for example, for ensuring the various task
forces charged with implementing parts of the strategy are motivated to complete their efforts.
The BID might also create a new signage program for downtown, work for the development and
approval of the form-based code, and market the downtown to new developers.
The BID's operational role is usually (I) increasing the perceived and actual safety of down-
town; (2) making the place cleaner; (3) creating festivals and events to encourage suburbanites
to come downtown, and; (4) improving downtown's image. BIDs typically include a force of
trained "safety ambassadors" who offer a friendly face on the street, are trained to handle qual-
ity of life infractions, and who are wired to the police. They also have permanent staff
performing the cleaning, events, and marketing functions.
The downtown revitalization effort may spur the creation of additional non-profit organiza-
tions. A parking authority can often more efficiently manage and market the availability of
parking in downtown, for example. Another non-profit could take responsibility for encouraging
the development of affordable housing and commercial space. A separate non-profit might
focus just on keeping artists and galleries downtown in the face of rising rents and values. It is
critical that these non-profits either have a dedicated source of funding and/or offer services
which generate revenue so that they don't have to rely upon perpetual foundation grants or gov-
ernment subsidies.
In short, the BID and other non-profits are a downtown's management team-ensuring its
many complex elements work together to create a safe, attractive, unique, and well-functioning
place.
Step 6: Create a Catalytic Development Company
MOSt conventional suburban developers do not have the experience, investors,
bankers, or inclination to come downtown. The difference between modular, single
product, car-oriented suburban development and integrated, mixed-use, walkable
urban development is substantial. And the very fact that a downtown sorely needs
revitalization generally scares off the development community. The market risk is perceived as
MARCH 2005 . THE BROOKINGS INSTITUTION' RESEARCH BRIEF.
a;
L
STEP I
CaptUre the Vision
STEP 2
Develop I Strategic Plan
STEP 3
Forre. Healtl1y PtivatelPubllc
Pa......rship
STEP~
Make the Ri&f1t Thlnl Easy
STEP S
EstobUsh Busln... Impr_nt
D1_... and Other Non.ProIIts
STEP 6
Create a Catalytic Dewlopment
Company
STEP 7
Create: an Urban Entertilinmenc DIstrict
STEP 8
Develop il Renc:al Hausl"! Market
STEP 9
Proneer an Atfordability Strategy
STEP 10
Focus on Fo,-..Sale Housing
STEP II
Develop a locaJ.Servinl Retail Strategy
ffiPI2
Re-CrEate a Strong OffIce Market
a;
STEP I
Capture the Vision
STEP 2
Develop a Strategic Plan
STEP 3
Forge a Healthy Privat.elPublic
Partnership
STEP ~
Make the Rime Thing Easy
STEP 5
Establish Business Improvement
Districts and Other Non-Profits
STEP 6
Create a Catalytic. DelJ'etoprnenl
Company
STEP 7
Create an Urban EntertOlinment
District
STEP 8
Develop a Rental Housing Market
STEP 9
Pioneer an AHordability StnteiY
STEP 10
Focus on For-Sale Housin2
STEP II
Develop a Local-SeroAng Reail StratefY
STEP 12
Re-create a Strong Office Market
being too high for most developers, most of whom do not relish being pioneers.
Revitalizing downtowns have overcome the problem of attracting developers by establishing a
"catalytic developer." This organization is formed to develop the initial projects that the market
and consumer research shows have potential demand but above market risk. The catalytic
development firm demonstrates to the rest of the development community and their investors
that downtown development can make economic sense.
A catalytic development company can engage in varying acthities in the development
process. Among the possibilities are: undertaking land assemblage and land development to pre-
pare lots for new construction; financing the gap between conventional financing and the
amount of money required to make the project happen; or developing a complete building from
start to finish.
In the early years of the re\italization process, it is probable that the catalytic development
firm will have to engage in complete building development. Eventually, once the market is
proven, the catalytic developer can joint venture with other building developers, possibly prO\id-
ing land for deals. In a successful downtown, the catalytic developer will eventually work itself
out of business as more developers come to understand the financial benefits of downtown
development.
The major challenge the catalytic development firm faces, particularly in a clinically dead
downtown, is that until critical mass is reached, it is likely there will be little return on
invested equity capital. There will be projects that will take far longer to develop and lease up
than conventional development. There will be financial returns which do not appear to be
worth the market risk. And there may be projects that fail altogether. However, once critical
mass is achieved, the catalytic developer should be well-positioned to take advantage of the
upward spiral of value creation that should occur downtown. There should hopefully be suffi.
cient land and buildings tied up at favorable prices that will rapidly appreciate in value as the
spiral takes off. H)
Given the fundamentally different approach to development that is required to create walka-
ble urbanity, a catalytic developer pioneers this new market and speeds up the revitalization
process. It de\iates from traditional development, particularly regarding construction quality
and investment time horizon, but given the upward spiral of value creation that downtowns can
potentially generate, it can be an attractive approach from a financial perspective. A catalytic
developer is a manifestation of "doing well while doing good" or "double bottom line" investing.
Implementation of the Real Estate Strategy
Once the stage for downtown development is set, as outlined in the first six steps above, the pn.
vate real estate market begins to emerge. The implementation of the real estate strategy for
downtown re\italization follows a process observed over the past 20 years in most downtowns
throughout the country. I t involves an overlapping layering of ever greater complexity that ulti-
mately leads to a critical mass of walkable urbanity. It starts with urban entertainment, which
creates a "there there," the initial reason people want to live downtown. It is followed by rental
housing, where young urban pioneers come for a unique lifestyle not available in the suburbs.
Rental housing is followed by for-sale housing, usually targeting older households who are will.
ing to put their largest household asset, their home, in a re\iving downtown. As the number of
rooftops downtown increases, the need for local-serving retail becomes obvious. Finally, office
employment expands and there is a need for more office space. Through this process, land and
building values accelerate, necessitating mechanisms very early on to ensure affordabilitv for
residential and commercial space.
This implementation process takes any where from 10 to 20 years from the time the mitiaI
urban entertainment appears until the first new speculative office building is built. However,
given that for-sale housing comprises half of the built environment, critical mass is usually
achieved once there is a proven for-sale housing market, usually in six to ten years.
These next six steps outline how a downtown can become a viable, sustainable, private real
estate market. propelling the upward spiral of value creation.
. MARCH 200; . THE RROOKINGS INSTITUTION' RESEARCH RRIEf
Figure 2. Downtown Real Estate Strategy Time Chart
:J
CJ
:I
"l:l
E
Q..
~
oS
ell
~
"'i
C.l
IX:
Office Employment (Step
12)
organization
Affordability Strategy (Step 9)
early late
start start
Rental Housing (Step 8)
Urban Entertainment (Step 7)
o
10
Years
15
20
Source: Christopher B. Leinberger, Arcadia Land Co. and Robert Charles Lesser & Co.
Step 7: Create an Urban Entertainment District
W~able urbanity starts with urban entertainment venues and retail that are within
walking distance of one another. It must be in place before households can be
enticed to move downtown.
It all starts, as in any real estate development, with market demand. Under-
standing which of the many urban entertainment options that have the greatest potential for
success is a crucial first step. These can include:
· Arenas, performing arts centers, or stadiums. Since 1990, the vast majority of all new
arenas, performing arts centers, and stadiums have been built downtown. They work bet-
ter financially by having higher average attendance than their suburban competitors, and
there is significant economic spin-off within walking distance.
· Movie theaters. The new generation of movie theaters-mega-plexes with digital sound
and stadium seating-also benefit from a downtown location, assuming large amounts of
evening and weekend parking can be provided for free. They also spark significant restau-
rant demand.
· Restaurants. A crucial part of any urban entertainment strategy, downtown restaurants
provide lunch for the office workers and dinner for the night-time crowd, broadening
their appeal and financial success.
· Specialty retail. Unique clothing, shoes, cosmetics, gift, and other specialty stores-as
well as service providers such as day spas and design studios-can be attracted downtown.
These will be mostly small, locally-owned retailers but will also include national chains.
· Festivals. One of the initial urban entertainment concepts, street festivals can be intro-
duced relatively quickly to a reviving downtown since there is little or no capital outlay.
· Arts. The vast array of arts organizations, particularly music performers and visual artists,
has a natural affinity for downtown. They are generally in the vanguard of urban dwellers.
MARCH 2005 . THE BROOKINGS INSTITUTION' RESEARCH BRIEF .
JIj
L ~
STEP 1
CaPtUre the Vision
STEP 2
Develop a Stnrqlc Plan
STEP 3
Forge. Healthy PrMtelPublic
Partnership
STEP ~
Mala! the Ri1f1t Thinl Easy
STEP 5
&abflsh Business Improvement
Districts ilnd Other Non-Profia
STEP 6
Create il Catatytic Development Company
STEP 7
Create an Urban Entet'bJnment
District
STEP 8
Develop il Renal Housinr Market
STEP 9
Pioneer an Atfordability SnteD"
STEP 10
Focus on For-Sale Houslna:
STEP II
Develop a Local-Servine Retail Stri1teD'
STEP 12
Re-create il Suo"! Office Market
11'
STEP I
Capture the Vision
STEP 2
Dev~lop a Strategic Plan
STEP J
Forge a Healthy Private/Public
Partnership
STEP ~
Make the Rifhc Thing Easy
STEP S
Establish Business Improvement
Districts and Other Non-Proiits
STEP 6
Create a Catalytic Development Company
STEP 7
Crute an Urban EnterbJnment
District
STEP 8
Develop a Rental Houtltl5l: Marke(.
STEP 9
Pioneer an AffordabllitY Strate~
STEP 10
Focus on For-Sale Housing
STEP II
Develop a local-Servin! Rerail Strategy
STEP 12
Roe-create a Strong Office Market
Arts festivals, galleries, museums, and workshops are among the best and earliest urban
entertainment providers.
. :'\light Clubs. Generally aimed at people in their 20s and 30s, night clubs also have a nat-
ural affinity for downtown; these venues tend to be loud and stay open late so there are
constraints on where else they can locate in the region.
These urban entertainment concepts appeal to different clientele, yet can all be accommo-
dated within walking distance. There can be a night club district a few blocks away from the
performing arts center. There can be an arts district close to a movie theater and restaurants.
An arena can be shoe-horned near office towers, double using the commuter roadways, transit,
and office parking lots. This complexity gives all sorts of people a reason to come downtown,
which is particularly important in the early years when downtown's image may not be positive.
The most important benefit of entertainment is to get "feet on the street," especially at night.
And just as a crowded restaurant is the best recommendation that it is a good place, crowded
sidewalks recommend dovvntown, signaling a safe environment, and providing an excitement
and spectacle that draws people to the area
Step 8: Develop a Rental Housing Market
The initial urban pioneers looking to live. within walking distance of the urban entertain-
ment growing in downtown will tend to be young, often students and those in their
20s. This age group was probably raised in the suburbs, and probably doesn't have as
negative an impression of downtown as their elders. They also look upon it as exciting
and interesting, especially compared to where they were raised.
The young also tend to rent, as they don't have the assets, income, or location stability
required to buy a home. They are more flexible, tied only to the lease they have signed, probably
for a year or less. Once an urban entertainment concentration begins to emerge, this group gen-
erally has both the propensity to move downtO\vn, and the ability to make the move quickly.
Rental housing projects can be conversions of existing office, industrial, or institutional
buildings or new construction. The renovation of existing buildings offers some of the most
exciting new housing options, as they are unlike other rental products in the regional market.
Though often a source of great challenge for developers, converting obsolete, sometimes
decrepit buildings into attractive, active uses has ancillary benefits. This type of development
also begins to take lower end, class C office buildings off the market, paving the way for the
eventual recovery of the office market.
New construction of rental housing has its own unique trials. While construction costs are
much better known up front, with fewer surprises than conversions, these new costs tend to
be high. There is no existing steel or concrete structure frame, parking, or re-useable heating
and cooling systems to recycle. Since apartment rents tend to have an absolute ceiling in any
market, the cost of new construction must come in at a level that is financially feasible, which
can be very difficult to do, especially early in the redevelopment process when rents are proba-
bly low.
Like suburban development, an initial downtown turnaround requires sufficient parking.
Only after critical mass is reached will parking ratios begin to drop, as more of the residents are
walking or taking transit for their daily needs. The majority of the parking for rental apartments
typically needs to be on-site. While converted office or industrial buildings may have more than
sufficient parking, new construction will likely require structured parking, which is approxi-
mately 10 times more expensive than surface parking to build. In either case, the amount of
parking on the site will drive the number of units that can be built.
In spite of the obstacles, downtown can often achieve the highest rents in the metropolitan
area. If you offer a unique rental product in a unique, walkable downtown that is on the way
back, the rents are likely to float to the top of the market.
. MARCH 2005 . THE BROOKINGS I'-iSTITl'110N . RESEARCH BRIEl
Albuquerque
Since 1945, 31 studies have been conducted on how to turn downtown Albuquerque
around. Every one of these studies focused on one or two "solutions," such as a new con-
vention center, a civic plaza, streetscape improvements of the main retail street (redone
twice), a pedestrian mall, and so on.
None of these "magic bullets" worked.
Then, in 1998, the newly elected Mayor Jim Baca made revitalizing downtown his num-
ber one priority, building upon initiatives started by his predecessor, Mayor Martin Chavez.
He convened civic and business leaders to ask whether they would contribute the necessary
financial and other support to kick off a strategic planning process. "Within 15 minutes,
$150,000 in contributions had been pledged, and the strategic planning process took off.
The strategy process resulted in 17 task forces to implement plans for constructing new
parking structures, creating a business improvement district, building a new arena, spark-
ing the development of new housing, developing a signage program, and replacing the
existing zoning code with a "form-based" code that was easy to understand and resulted in
building approvals in a rapid 21 days. In addition, a catalytic development company, the
Historic District Improvement Co. (HDIC), was identified to help re-introduce private real
estate development to downtown, where there had not been a private-sector building per-
mit in 15 years.
HDIC is a for-profitlnon-profit joint venture, organized as a for-profit limited liability
corporation. It is partly owned by two non-profits, the McCune Charitable Foundation and
the Downtown Action Team, which manages the BID; and the for-profit managing member
is Arcadia Land Co, a new urbanism development company. HDIC combines the long-
term, social perspective of its non-profit partners with the "get it done yesterday"
perspective of a for-profit firm.
The McCune Foundation investment in HDIC has been unique in the nation. Charac-
terized as a "program-related investment" (PRI), McCune provided below-market interest
rate loans to HDIC to spur downtown development, making it one of the first times a
foundation has attempted to line up its charitable mission with its investments. The foun-
dation offered a type of investment capital that is crucial for downtown redevelopment yet
is extremely rare: patient capital. Combined with the social mission of the foundation, this
patient capital allows for much higher quality projects to be built with the kind of con-
struction walkable urbanity demands. The managing member, Arcadia, is also in a position
to be patient in achieving financial returns.
HDIC has developed over $50 million in new projects between 2000 and 2004, includ-
ing a 14-screen movie theater, restaurants, specialty retail, office, and for-sale housing. It
has an additional $60 million in the planning pipeline, which is primarily housing.
In the past two years, there have also been a number of new developers attracted to
downtown Albuquerque. HDIC has provided these prospective developers access to its
market and consumer research, introductions to their investors and bankers, and partner-
ships on parcels HDIC controls. HDIC has recently acted as the land, or horizontal
developer, partnering with a building or vertical developer for 109 units of new rental
housing. After critical mass is achieved in downtown, it is probable that HDIC will go out
of business, leaving the field to private developers attracted to the then proven market, and
it will eventually return the capital, hopefully significantly appreciated, to the McCune
Foundation.
In 2003, National Public Radio's Smart City program called downtown Albuquerque
"the fastest downtown turnaround in the country," due to the implementation of its com-
plex strategy for downtown. To date, there has been over $400 million of new public and
private sector development in downtown Albuquerque since the development and initial
implementation of the 1998 strategy.
MARCH 2005 . THE BROOKINGS INSTITUTION' RESEARCH BRIEF.
ill
L_
STEP 1
Capture the Vision
STEP 2
Develop a Stratetic Plan
STEP 3
FO'lie a Healthy PrivatelP\Jblic
Partnership
STEP 4
Make the Right Thinl Euy
STEP 5
Establish Business Improvement
Districts and Other Non-Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment
District
STEP 8
De....ap a Rental HousJ"lI' Marke
STEP 9
Pioneer an Affordability Strate!)'
STEP 10
Focus on For-Safe Housing
STEP II
Develop a Local.Servfn,2 Retail StritefY
STEP 12
Re-create a StrOM! Office Market
l'
STEP I
Capture the Vision
STEP 2
Develop a Strategic Plan
STEP 3
Forge a Healthy Private/Public
Partnership
STEP ~
Make the Right Thin! Easy
STEP S
Establish Business Improvement
Districts and Other Non.Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment
District
STEP 8
Develop a Rental Hewsl"! Market
STEP'
Pioneer an AftOf"dablUty Strategy
STEP 10
Focus on For-Sale Hou$inj!
STEP II
Develop a Local-Servin! Retail Strategy
STEP 12
Re-create a Stronj! Office Market
Step 9: Pioneer an Affordability Strategy
Like most things in life, turning around a downtown means good news and bad news.
The good news is that if a critical mass of walkable urbanity is created, the rents, sales
values, and land values will probably be the highest in the metropolitan area, rewarding
those \<villing to take the risk, build high quality construction, and wait patiently for
returns. The bad news is that the values will be some of the highest in the metropolitan area,
meaning only the well-to-do can live downtown. To address this issue, an afford ability strategy
must be developed early-on in the revitalization process.
The issue of affordability generally focuses on housing. Specifically, lower paid workers who
are employed downtown will not be able to afford the newly converted or new construction
rental or for-sale housing due to the basic cost to deliver the product, and the high demand
generated for it. Federal government-sponsored affordable housing programs have recently been
cut back and the red-tape is discouraging to some developers. And the community development
corporations (CDC's) \vho specialize in affordable housing generally do not have the capacity to
fill the need.
However, affordability is also an issue for commercial space. For example, even in a
depressed downtown, there are unique retail and service establishments which will probably be
pushed out as rents increase. In downtown Albuquerque, for example, there is a 60-year old,
four generation-owned shoeshine parlor paying approximately $8 per square foot per year for its
space. As redevelopment occurs, fancy new retail a block away is obtaining rents above $20 per
foot. ~en the shoe shine parlor's lease ends, it will probably have to move; given that its cus.
tomer base is downtown, this may push it out of business altogether. Artists who work and shO\\
in downtown face a similar fate by rehabilitating obsolete space in a dead dmvntown that is
then rediscovered and renovated for higher-income professionals.
One of the usual approaches to affordability is to simply mandate it be addressed. Some
downtown projects have a quota of affordable housing, such as 20 percent, particularly if the
project had some form of government assistance. ~ile this approach is required if federal
housing tax credits are employed, it is counter-productive if they are arbitrarily used. In
essence, the use of an affordable set-aside means the other 80 percent of the tenants or buyers
must pay for the 20 percent being subsidized. So just at a time the downtown is struggling to
come back, the very families they are trying to attract are "taxed" for pioneering the downtown
revitalization. If all housing developments in the metropolitan area, or even in the city, had an
affordable housing set-aside, that would be both fair and socially beneficial. Yet almost no
affordable housing advocates have the will to take on the powerful suburban homebuilders. It i,
much easier to mandate affordable housing program on developers willing to take on socially-
oriented development, like the re\<italization of downtown.
An alternative experiment in downtown Albuquerque may bear watching. The Albuquerque
Civic Trust has been established to finance affordable housing and commercial space and pro.
vide new parks for the reviving downtown." Initially funded by the Ford, Enterprise, and
\lcCune foundations, it is an attempt to have gentrification pay for affordable space on a per-
manent basis by the private sector. It works under the assumption that as the upward spiral of
value creation occurs in a redeveloping downtown, there will be unanticipated profits made by
the private sector. These private developers are being encouraged to dedicate a portion of those
profits to the Civic Trust, a concept known as "value-latching" (Figure 3). If a development
project exceeds the financial projections the project's backers used to underwrite their invest-
ment, only then will a portion of the unanticipated profits be given to the Civic Trust.
'Why would a developer do such a thing? First, the developer is being asked to give a portion,
say 20 percent to 40 percent, of the profits that were not anticipated and thus will not affect
the underlying financial feasibility of the project. Second, it will be known by the consuming
public that by patronizing the restaurant, movie theater, or business located in the project, they
are helping to support the good work of the Civic Trust. This is similar to using an affiliation
credit card that helps one's favorite charity, and in turn increases customer loyalty. Third, the
work of the Civic Trust will add to the complexity of downtown, keeping the funky retail and
. MARCH 20C; . THE BROOKINGS I"lSTlTl'TIO'\ . HESEARCH BRIU
Figure 3. Progressive Real Estate Cash Flows with Value Latching
+
~
g
ti:
..c:
III
('II
~
Q
".C
('II
t
u
~
:I
~
234
6 7 8 9 10 II 12 I3 14 15 16 17 18 19 20
Time (years)
Source: Christopher B. Leinberger, Arcadia Land Co. and Robert Charles Lesser & Co.
artists in the area and providing potential housing within walking distance for the business'
employees. This complexity just adds to the upward spiral of value creation. Fourth, the use of
old-fashioned guilt at not participating can be very influential. Finally, there are still civic-
minded people and developers who would do it because it is a good thing to do for the
community.
The future cash flows that are dedicated to the Civic Trust can be employed to provide equity
investments in market-rate housing projects in return for an agreed upon number of affordable
housing units. These housing units will be affordable for the long-term, not for 15 years like
Federal programs. For example, the Civic Trust may finance CDCs in their development work,
buy land and hold it and then contribute the land for future development which includes
affordable commercial space and housing.
The obvious problem with value-latching is that the funds from the market rate development
projects are not available to the Civic Trust when the downtown is just in the beginning stage of
redevelopment, when the prices are the most affordable. Waiting until those funds become
available then means that the prices of land and buildings have already begun to rapidly esca-
late, making it harder for the Civic Trust to fulfill its mission.
The answer to this dilemma is to borrow money from foundations who have a "program
related investment" (PRO loan program. First created by the Ford Foundation in the 1970s,
PRIs allow foundations to lend substantial amounts of money which fulfill their mission. PRIs
are usually invested in affordable housing or commercial projects that must then pay back the
loan from that project's cash flow. Basically, this constitutes a non-recourse loan with the real
estate project as the only potential source of repayment, a daunting proposition for most
lenders. As a result, PRIs have a relatively high default rate. However, the Civic Trust can
obtain PRI loans which will have two sources of repayment to the foundation making the loan:
the market rate real estate project which dedicated its unanticipated profits to the Civic Trust
and the affordable housing or commercial project that the money was invested in. This mecha-
nism allows the Civic Trust to get in front of the gentrification curve, obtaining a capital base
before the gentrification of downtown drives prices too high.
Getting in front of the issue of affordability adds tremendously to the complexity and social
equity of downtown. At the same time, having households of all income levels living within
MARCH 2005 · THE BROOKINGS INSTITUTION. RESEARCH BRIEF .
lB
l
((Having house-
holds of all
income levels
living within
walking dis-
tance provides
another
unique aspect
to life in
downtown. JJ
~
STEP I
Capture the Vision
STEP 2
Develop a. Strategic Plan
STEP 3
Forge a Healthy Private/Public
Partnership
STEP~
Make [he Right Thing Easy
STEP 5
Establish Business Improvement
Districts and Other Ncn.Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment
District
STEP B
Develop a Rental Hou:oing Market
STEP 9
Pioneer an Affordability Strategy
STEP 10
F OCU5. Oh For-Sale Housing
STEP II
Oe~lop a Loul.Set'vlng Retail
Strategy
STEP 12
Re-create a Stron2 Office Market
\valking distance provides another unique aspect to life in downtown, something not available
in any other part of largely income-segregated America. This is yet another competitive advan-
tage for a reviving downtown
Step 10: Focus on For-Sale Housing
Following the establishment of urban entertainment and the initial "colonization" of
downtown by urban pioneers who rent, for-sale housing can return to downtown, For-
sale housing appeals to a very different set of households than renters. They are
generally older, not as adventuresome, and are prepared and able to invest in the largest
asset of their personal net worth, their home.
The natural markets for for-sale housing in a redving downtown include young professional
singles and couples and Baby Boomer empty nesters. These are typically childless households
who likely demand less lidng space, and aren't concerned about the quality of the schools. Still,
far-sighted civic strategists responsible for downtown redtalization would be wise to include
improving the downtown schools in their strategic plan. This would allow for the young profes-
sionals to stay in downtown if they eventually have children. In downtown Albuquerque, for
example, the schools were a part of the strategy. There is a magnet elementary school serving
downtown and in the fall of 2005, a charter high school with 200 students is moving into an old
federal Building.
Another likely market to come downtown, though generally after the initial wave of for-sale
housing, is retirees. The ability to access goods and services \dthout the need for a car, coupled
\vith close proximity to medical care in many cities, make dO\vntown an ideal location for this
group. This allO\vs them to stay in the same city near friends and family while maintaining their
self-sufficiency, especially if they are not able to drive.
Hadng an established for-sale housing market is the ultimate test of whether the downtown
has achieved critical mass. Given the size of the for-sale housing market, it is crucial to the suc-
cess of a downtown turnaround. Bringing middle and upper-middle housing to downtown will
provide the tax base so sorely needed by most cities, and members of these households will
demand a level of service that will continue the upward spiral. These services--whether they be
safety, cleanliness, or parades-will benefit all elements of the community, not just those who
choose to make their home downtown.
Today, with around two-thirds of U.S. dO\vntowns in some stage of revitalization, there are
many more examples of cities where for-sale housing has been profitably built. \Vell-known suc-
cesses in downtown Denver, San Diego, Dallas (Uptown), Houston, Baltimore, Atlanta, and
others have given the buyers, developers, bankers, and investors confidence that it can work in
other downtowns around the county sooner than one might expect.
Step II: Develop a Local-Serving Retail Strategy
Once downtown begins to be repopulated, the demand for local-serving retail will
grow. As new downtowners often come to realize, however, long-time inner-city
households have had to drive to the suburbs for most of their daily shopping needs
for the past 20 to 30 years. In the initial stages of redevelopment, the new dO\vntown
residents have to as well. There are two primary reasons why many of these urban areas are
under-retailed, despite their high density of demand for goods and services.
First, the structure of retail has changed considerably over the past several decades, evolving
into fewer and larger outlets. These larger outlets draw from a consumer radius that has
become 'INider and wider, increasingly undercutting smaller retailers in the area in price and
selection. In the grocery business, A & P and Winn-Dixie put the small mom and pop corner
grocer out of business, just as Wal-Mart is putting A & P and Winn-Dixie out of business today.
The mom and pop grocer had a three to four block consumer draw, A & P had a one to two mile
. MARCH 2005 . THE BROOKINGS [NSTlTt'T10N . RESEARCH BRIEF
consumer draw and Wal-Mart has a three to five mile consumer draw. Store sizes went from
5,000 square feet mom & pop stores to 20,000 to 40,000 square feet regional and national
chains to 180,000 square feet super centers. More significantly, the 40,000 square foot grocery
store had about five acres of land, 80 percent under asphalt for parking, while the super center
has a need for about 20 to 25 acres of land, most of it used for parking. Finding five acres in or
near downtown is difficult, and finding 20 to 25 acres is nearly impossible in many cities.
As each succeeding generation of retailer's stores and parking lots became geometrically
larger in size, the obsolete retail space was abandoned or under-utilized, resulting in the miles
of deteriorating strip commercial littering American arterial highways. The big retail boxes
went further to the fringe to obtain the vast amount of land required for their "modern" con-
cepts. This includes selling goods in larger quantities and portions than those found in
traditional grocery stores (flats of soda, not six-packs, and 180 ounces of dishwasher detergent,
not 16 ounces), which then requires a car, or an SUV, to haul the stuff home. No one walks to
a Sam's Club.
Second, local-serving retail is a "follower" real estate product, i.e., the housing must be in
place before a grocery store can build a store. As a downtown redevelops, there are not enough
households initially to justify the conventional grocery store. This is coupled with the fact they
these stores have little or no experience in an in-fill urban location with parking challenges.
Over the past three decades, these stores have been built primarily in the suburbs, relying upon
new housing sub-divisions for demand and cheap surface parking. These national and interna-
tional companies have top down policies for site selection, based upon this suburban paradigm.
Obtaining an exception to these policies is very difficult, even if the local or regional manage-
ment understand the demand for their store in downtown.
The super-sizing of retail and its subsequent flight to the fringe meant that as people began
moving into American downtowns, they had no choice but to drive to the suburbs to shop. That,
however, is changing.
There are some national and regional local-serving retailers who are experimenting with
downtown and inner-city locations, making significant modifications to their format to fit the
smaller urban sites and confined parking. These include the Ralph's, Safeway, and Kroger gro-
cery chains, Home Depot, and the major book stores, among others. Grocery stores in
particular are finding urban locations exceeding profitable due to less shelf space devoted to
low-profit paper goods, like diapers, and more space for more profitable take-out food for busy
professional households. The limitation on land that can be assembled in and near downtown
also has an advantage for national, regional, and local chains that move there: Wal-Mart super
centers will have a hard time getting very close.
Of course, there are stilI locally-owned retailers who provide groceries, drugs, and hardware
and offer the "in and out" convenience-especially for one and two item trips-that larger
stores lack. Unfortunately, they have become a dying breed. These companies often have weak
balance sheets and thus have difficulty obtaining financing from banks for new development.
Only if a project has sufficient patient long-term equity is it possible to lease or build space for
smaller retailers with a shaky financial history. Thus while some of these stores will continue to
thrive, as a group they are probably only part of the solution to downtowns' growing local-serv-
ing retail demands. The other part of the solution is finding ways to entice national "big box"
retailers to integrate into a walkable landscape.
MARCH 2005 . THE BROOKINGS INSTITUTION. RESEARCH BRIEF .
lB
L~
STEP I
Capture the Vision
STEP 2
Develop a Stn.ce~c Plan
STEP 3
Fo'Ze a Healthy Private/Public
Partnership
STEP 4
Make the Right Thing Easy
STEP S
Establish Business Improvement
Discricu and Other Non-Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban EntertaInment
District
STEP 8
Develop a Rental HaUl!"! Market
STEP 9
Pioneer an Affordability Strategy
STEP 10
Focus on For-Sale Housing
STEP II
Dewlop a Local-Serving Retail
Stratej(y
STEP 12
R.e-crute a Strong OffIce Market
JD
STEP 1
C~pture the Vision
STEP 2
Develop a Strategic Plan
STEP 3
Forge a Healthy Private/Public
Partnership
STEP ~
Make the Rirht Thing Easy
STEP 5
Establish Business Improvement
Districts and Other Non-Profits
STEP 6
Create a Catalytic Development Company
STEP 7
Create an Urban Entertainment
District
STEP 8
Develop a Rental Housing Market
STEP 9
Pioneer an Affordability StntefY
STEP 10
Focus on For-Sale Housing
STEP II
Develop a local-Serving Rerail Strategy
sTEP 11
Re-create a Strong Office Ma.rket
Step 12: Re-create a Strong Office Market
A. entertainment, housing, and retail are established downtown, the office market will
begin to follm\',
In every metropolitan area in the country, there is at least one major concen-
ration of upper-income housing. This concentration may be to the northeast, like
Phoenix, the south, like Kansas City or the west, like Philadelphia, In each area, this is also
where most of the office space has been built over the past 40 years,' It is known as the
"favored quarter," the 90 degree arc coming out from dmvntown that includes the bulk of high
end housing, the major regional malls, most of the new infrastructure, and the vast majority of
new office space in the metropolitan area for two generations. The explosion of growth in the
favored quarter is the major reason downtowns went into decline from the 1950s to the 1990s
As upper-middle income for-sale housing is built in downtown, there will gradually be a
return of a healthy office market and the employment it houses.
Once the bosses, who make the ultimate decision about office location, begin to live down-
town, they ,-"ill decide to bring their office there as well. Why should they drive to the suburbs
from downtown when they could walk to work or have a very short drive? This has happened in
those dO'-"l1towns that have been redeveloping the longest over the past generation, particularly
Denver, Portland, and Seattle. Denver, for example, had a vastly overbuilt office market follow-
ing the energy bust of the early 1980s. which left office vacancies over 30 percent. Due to the
combination of the 1990s economic boom, the conversion of obsolete office space into housing,
and the construction of new for-sale housing in downtown, office buildings were once again
being built in the last few years.
This step in the redevelopment process will probably only fill existing, vacant office space in
most cities, due to the past overbuilding and the weak demand for office employment in the
economy in general. However, it will be a tremendous benefit for city revenues and the employ-
ment prospects of other downtown and city residents, \Vith most new metropolitan jobs located
in the favored quarter of the suburbs, they were hard to reach by city residents, especially those
with lower incomes. A growth in office development will address this imbalance, though it gen.
erally takes] '5 to 20 years from the start of the re\,italization process.
. MARCH 200; . THE RROOKINGS INSTlTl'TlON . RESEARCH BRIEF
Conclusion
ThiS paper summarizes what is known today about how to revitalize a downtown. In suc-
ceeding years, much more will be learned as greater numbers of American downtowns
revitalize and the process proceeds to successive levels of development. As such, this
paper will become dated.
As the demand for walkable urbanity continues to grow, so does the number of revitalized
downtowns. Moreover, enclaves of density and walkable urbanity are also being created in other
city neighborhoods-such as around universities, hospitals, and new or existing transit stops-
as well as in both older and newer suburban business districts. More traditional looking lifestyle
centers are rising in greenfield locations. Edge cities are being remade. And in some places,
obsolete commercial corridors are now being retrofitted with high density development fronting
the street. In short, there are plenty of places for walkable urbanity to emerge. "While not as
obvious, and without the emotional attachment of downtown, they will be the next frontier in
the rediscovery of great urbanity in America.
Downtown revitalization is one of the most complex, challenging undertakings anyone can
embark on. There are many skeptics and even those who support the process may have unreal-
istic expectations and frustrations. Yet, seeing a dead downtown come to life is a great reward
for any community-and worth investing time, energy, and emotion.
MARCH 2005 . THE BROOKINGS INSTITUTION' RESEARCH BRIEF .
113
L_
((Ultimately, reach-
ing critical mass
means that the
redevelopment
process is unstop-
pable and cannot
be reversed. J)
lB
Endnotes
1. Christopher B. Leinberger is a partner in Arcadia Land Co, a new urbanism development company with projects in
Pennsylvania, Missouri, and New Mexico. Arcadia is the managing member of the Historic District Improvement
Co. (HDIC), the catalytic development company in downtown Albuquerque. Leinberger is also a managing direc
tor of Robert Charles Lesser & Co., ant. of the leading real estate advisory firms in the country, and has consulted
on downtown revitalizations in over 50 cities world-wide. He has written or contributed chapters to six books on
metropolitan development and strategy and his articles have appeared in numerous national magazines and trade
and academic journals. Leinberger is a graduate of Swarthmore College and the Harvard Business School. His
web site, which has copies of his articles and links to various development projects, is www.cleinberger.com.
2. Eugenie Birch, "Who Lives Downtown" I\Vashington: Brookings Institution. forthcoming).
3. Robert E. Lang, Edgele.,s Cities' Expluril1g the Elusive iVletmpolis (Washington: Brookings Institution, 20031.
4 For more in-depth analysis of this phenomenon. see "Building for the Long-Term" (Urban Land. December. 2003:.
at www.cleinberger.com
These lessoos come predominantly from Robert Charles Lesser & Co. experience consulting in large Cities that
include Baltimore. Los Angeles. Seattle, Portland (OR'>. Chicago, :\1inneapolis, Chicago, Dallas. Houston. FI Paso.
Phoenix. San Diego. Denver. Atlanta, Miami. Orlando. Jacksonville, Savannah, Nashville, and one of the fineH
examples in recent years. Chattanooga. There has also beell consulting work in many small tOWIlS, such Prm(,
(Utah). La Grange (Georgia), and Hershey iPennsylvania). among others. Finally, they are also based Oil dlrecl
development experience in two very different places. '-,t. Petersburg. Russia and Albuguergue, :siew \le"lco
6. Americas Real Estate, L'rban Land Institute. j(19-
Richard Florida. The Ri,c of the Creative Clas., (:siew York: Basic Books, 20021
8. Ansley Park, just north of downtown Atlanta. is a prime example. Averaging under 530,000 twenty years ago. today
homes in this neighborhood are among the most valuable single family housing in the region, with values topping
51 million
9. Go to ",""w.cabq .gov/planning/publications/down20 I 0 to see the Albuquerque Downtown 2010 Plan
10. The first catalytic development companies were the redevelopment agencies cities set up in the 1950s and 1960s
to spur downtown redevelopment, generally called community redevelopment agencies or something similar.
These were government departments. managed by publIc employees. By the 1970s, however, the opportunity for
political interference, combined with the fact that public employees had no entrepreneurial incentives to motivate
their work, made it clear that an alternative structure was required. That alternative took the form of guasi-inde
pendent special purpose government organizations with their own board of directors. ,Vhile still managed by
government employees. there was less political interference and a focused purpose for the organization. However.
the incentives this type of organization could offer its employees were constrained, as it was still an arm of govern
ment. Two of the best examples of this kind of catalytic developer have been the Centre City Development
Corporation in dO\vl1to\\'n San Diego and the Portland Development Commission, which have overseen two 01
the most impressive revitalization processes in the ('ountr" over the past 30 years
11. For more information go to w,",w.abqcivictrust.org
12. Robert E. Lang, Edge!e.ss Cities and Christopher B. Leinberger, "The Changing Location of Development and
Investment Opportunities" (Urban Land. \lay. ] 995 'i.'\vailable at ,",""w.cleinberger.com
. M,'\RCH 2oc5 . THE BROOKINGS INSTlTl'TI01'\ . RESEARCH BRIEl
lB
I
Acknowledgements
The Brookings Metropolitan Policy Program would like to thank the Surdna and Fannie
Mae foundations for their support of our work on competitive cities.
The author would like to acknowledge the city of Albuquerque (current Mayor Martin
Chavez, former Mayor Jim Baca, and the City Council) and the McCune Charitable
Foundation, especially Executive Director Owen Lopez, for taking on the challenge and
financial risk of revitalizing downtown Albuquerque. Finally, the author wishes to thank
his national partners, Robert Davis, \V, Joseph Duckworth, Gadi Kaufmann, and, espe-
cially, his Albuquerque partner, Pat Bryan, who have brought such commitment, passion,
and wisdom to the revitalization of downtown Albuquerque.
For More Information:
Christopher B. Leinberger
Arcadia Land Co.
505-244-9339
For General Information
The Brookings Institution Metropolitan Policy Program
202-797-6139
www.brookings.edulmetro
MARCH 2005 . THE BROOKINGS INSTITUTION. RESEARCH BRIEF .
a;
THE BROOKINGS INSTITUTION
1775 Massachusetts Avenue, NW · Washington D.C. 20036-2188
Tel: 202-797-6000 · Fax: 202-797-6004
w,"w.brookings.edu
~ETROPOLITAN POUeY PROGRAM
DIRECT: 202-797-6139 · FAXlDIRECT: 202-797-2965
W\\w. brookings.edu/metro
XII. OLD BUSINESS:
A. FY 2009-2010 Presentation-Audited Financial
Statements
. East Side-West Side-Seaside Renaolssance
eRA BOARD MEETING OF: February8,2011
I I Consent Agenda I X I Old Business I I
New Business
Legal
I Executive Director's Report
SUBJECT: Audited Financial Statements - FY 2009-2010
SUMMARY: Attached is a copy of the Boynton Beach CRA's audited fmancial statements for Fiscal Year
2009-2010 as well as the auditor's report to the CRA Board and management.
The objective of the annual financial statement audit is to assure that the statements are fairly presented in
accordance with generally accepted accounting principles and governmental accounting standards and in
compliance with laws and regulations. The auditors examine the agency's records to obtain reasonable assurance
that the financial statements are free from any material misstatements. An example of the types of documents the
auditors review and test are: general ledger transactions; journal entries; adopted budget and budget amendments;
operational, administrative, human resource and fmancial policies and procedures; personnel records; payroll
records; Board minutes; contracts including real estate closings.
The audited fmancial statements and report show:
· Clean opinion from auditors (unqualified)
. No internal control deficiencies
· No audit findings of noncompliance issues
. No audit adjustments
· Strong balance sheet with net assets of $8.1 million
· Cash position remains strong - sufficient fund balance for working capital and reserve requirements
· Rollover of $200,000 for project fmancing (must be expended within three years)
FISCAL IMPACT: None
CRA PLAN, PROGRAM OR PROJECT: None
RECOMMENDATIONS/OPTIONS: None
~~
Susan Harris, Finance Director
T:\AGENDAS. CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\Audited Financial Statements - FY 2009-2010.doc
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5805 Blue 14goon Dtive
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Tel. (305) 269-8633
Fax (305) 265-0652
www.skinet.com
January 5, 2011
Management and Board Members
Boynton Beach Community
Redevelopment Agency
915 S. Federal Highway
Boynton Beach, Florida 33435
Dear Management and Board Members:
Weare pleased to present the results of our audit of the basic financial statements of the Boynton Beach
Community Redevelopment Agency (the Agency) for the year ended September 30,2010.
This report summarizes our audit, the scope of our engagement, and key observations and findings from our
audit procedures for the year ended September 30, 2010. This report also contains the communications
required by our professional standards and by Government Auditing Standards.
The audit was designed to express an opinion on the Agency's 2010 basic financial statements. In
accordance with professional standards, we obtained a sufficient understanding of internal control to plan
the audit and to determine the nature, timing, and extent of tests to be performed. However, we were not
engaged to and we did not perform an audit of internal control over financial reporting.
This report is intended solely for the information and use of those charged with governance of the Agency,
and is not intended to be and should not be used by anyone other than these specified parties.
We appreciate this opportunity to meet with you to discuss the contents of this report, and to answer any
questions that you may have about this report or any other audit-related matters. If you have any questions,
please contact Richie C. Tandoc, Partner in charge of the audit, at (305) 269-8633, ext. 16.
Very truly yours,
I~~' ~'r ~ ''If.
Boynton Beach Cornmunit~ Redevelopmenl Agenc~
2()1 (I Audit Results and Required ('ornmunicatiom-:
Generally Accepted Auditing Standards and Government Auditing Standards require the auditor to commUnIcate
certain matters to those charged with governance that may assist in overseeing management's financial reporting and
disclosure process. Below is a summary of these required communications, and our response to each. as they apply to
the Agency as of and for the fiscal year ended September 30. 20 I 0
Required Communication
Auditors' Responsibilities Under Generally Accepted
Auditing Standards (GAAS) and Government Auditing
Standards (GAS)
Our responsibility is to express opinions on the Agency's
financial statements based on our audit conducted in accordance
with auditing standards generally accepted in the Unitcd States
and Government Auditing Standards. Those standards require
that we plan and perform the audit to obtain reasonable
assurance about whether the financial statements arc free or
material misstatement.
In addition, we are required to report on the Agency's mternal
control over financial reporting and on compliance and other
matters. However, providing assurance on the internal control
or compliance with certain provisions of laws, regulations.
contracts. and agreements was not an objective of our audits.
and accordin Iy. we do not ex ress such 0 inions.
Significant Accounting Policies
Initial selection of and changes in significant accounting
policies or their application and new accounting and reporting
standards during the year must be reported.
Accounting Estimates
The preparation of the financial statements requires the use of
accounting estimates. We are required to inform the Board of
such accounting estimates and about our conclusions regarding
the reasonableness of those estimates.
Methods of Accounting for Significant Unusual
Transactions and for Controversial or Emerging Areas
We are required to inform those charged with governance about
the methods used to account for significant unusual transactions
and the effects of significant accounting policies in
controversial or emerging areas for which there is a lack of
authoritative uidance or consensus.
Significant and/or Unadjusted Audit Adjustments
We are required to inform those charged with governance about
auditor adjustments arising from the audit (whether rccorded or
not) that could, in our judgment, have a significant effect,
individually or in the aggregate. on the Agency's financial
statements.
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Response
We have issued an unqualified opinion (i.e. a clean opinion)
on the Agency's basic financial statements for the year ended
September 30.2010.
We have afso issued our report on the Agency's internal
control over financial reporting and on compliance and other
matters for thc year ended September 30. 2010. We noted no
material weaknesses or material noncompliance issues.
Both reports were dated November Ill. 20 I O.
rhe Agency's significant accounting policies arc describcd III
Note I to the financial statements.
Accounting principles selected by management are consistent
with those prescribed by government accounting standards.
and the Agency's financial statements and related disclosures
.1 arc clearly presented in a complete manner.
F or fiscal year ended September 30. 20 I O. management' s
judgment was called upon to establish the useful lives of
capital assets. We have determined that such estimates arc
reasonable.
We did not identify any significant unusual transactions by
the Agency or any significant accounting policies used by the
Agency related to controversial or emerging areas for which
there is a lack of authoritative guidance.
We did not identity any material audit adjustments during our
audit of the financial statements as of and for the fiscal year
ended September 30. 20]0
Boynton Beach Community Redevelopment Agency
2010 Audit Results and Required Communications
Required Communication
Fraud and Illegal Acts
We are required to inform those charged with governance about
any and all fraud and illegal acts involving senior management
and any fraud and illegal acts (whether caused by management
or other employees) that cause a material misstatement of
financial resources.
Disagreements or Difficulties with Management
We are required to inform those charged with governance about
any significant disagreements or difficulties encountered with
management.
Major Issues Discussed with Management Prior to
Retention
We are required to inform those charged with governance about
any major issues discussed with management prior to retaining
us as auditors.
Independence
We are required to communicate with those charged with
governance, at least annually, the following:
I. Disclose, in writing, all relationships between us and the
Agency and its related entities that, in our professional
judgment, may reasonably be thought to impede our
independence;
2. Confirm in writing that, in our professional judgment, we
are independent of the Agency in accordance with
generally accepted auditing standards and Government
Auditing Standards; and
3. Disclose anv non-audit services performed for the Agency.
Management Letter
We are required to issue a management letter responding to
certain requirements in accordance with the Rules of the Auditor
General ofthe State of Florida.
Response
Weare not aware of any fraud or illegal acts that occurred
during the fiscal year involving senior management, or any
fraud or illegal acts involving any employee that would cause
a material misstatement ofthe financial statements.
We did not encounter any significant disagreements or
difficulties with management during the course of the audit.
We did not discuss any major issues with management prior
to retaining us as your auditors.
I. There are no relationships between us and the Agency
and its related entities that, in our professional judgment,
may reasonably be thought to impede our independence.
2. With regards to our audit of the Agency as of September
30,2010, we are independent with respect to the
Agency, in accordance with Rule 101 of the American
Institute of Certified Public Accountants' Code of
Professional Conduct, its interpretations and rulings, and
Government Auditing Standards.
3. We have not performed any non-audit services for the
Agency during the fiscal year ended September 3D,
2010, or thereafter.
We have issued a management letter in accordance with the
Rules of the Auditor General of the State of Florida, dated
November 18,2010.
We had no new observations for the current year.
2
BOYNTON BEACH
COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Basic Financial Statements
September 30, 20 I 0
(With Independent Auditor's Report Thereon)
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
For the Year Ended September 30, 2010
Table of Contents
FINANCIAL SECTION:
Independent Auditor's Report
Management's Discussion and Analysis (Required Supplementary Information)
Basic Financial Statements:
Government-wide Financial Statements:
Statement of Net Assets
Statement of Activities
Fund Financial Statements:
Balance Sheet - Governmental Funds
Reconciliation of the Balance Sheet - Governmental Funds to the
Statement of Net Assets
Statement of Revenues, Expenditures and Changes in Fund Balances -
Governmental Funds
Reconciliation of Revenues, Expenditures and Changes in Fund Balances -
Governmental Funds to the Statement of Activities
Notes to the Basic Financial Statements
Required Supplementary Information:
Budgetary Comparison Schedule
Notes to the Budgetary Comparison Schedule
COMPLIANCE SECTION:
Independent Auditors' Report on Internal Control Over Financial Reporting and
on Compliance and Other Matters Based on an Audit of Financial Statements
Performed in Accordance With Government Auditing Standards
Management Letter in Accordance with the Rules of the Auditor General of the
State of Florida
Pa2e
3
8
9
10
11
12
13
14
23
24
25
27
FINANCIAL SECTION
Independent Auditor's Report
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JACOMINO & COMPANY, LLP
Certified Public Accountants & Consultants
5805 Blue ~9oon Drive
Suite 220
Miami, Floriqa 33126
Tel. (305) 269-8633
Fax (305) 265-0652
Independent Auditor's Report
To the Board of Directors
Boynton Beach Community
Redevelopment Agency:
We have audited the accompanying basic financial statements of the governmental activities and each
major fund of the Boynton Beach Community Redevelopment Agency (the Agency), a component unit of
the City of Boynton Beach, Florida (the City), as of and for the year ended September 30, 2010, which
collectively comprise the Agency's basic financial statements, as listed in the table of contents. These
financial statements are the responsibility of the Agency's management. Our responsibility is to express
opinions on these financial statements based on our audit.
We conducted our audit in accordance with auditing standards generally accepted in the United States of
America and the standards applicable to financial audits contained in Government Auditing Standards.
issued by the Comptroller General of the United States. Those standards require that we plan and perform
the audit to obtain reasonable assurance about whether the financial statements are free of materia!
misstatement. An audit includes consideration of internal control over financial reporting as a basis for
designing audit procedures that are appropriate in the circumstances, but not for the purpose of expressing
an opinion on the effectiveness of the entity's internal control over financial reporting. Accordingly, we
express no such opinion. An audit includes examining, on a test basis, evidence supporting the amounts
and disclosures in the financial statements, assessing the accounting principles used and significant
estimates made by management, as well as evaluating the overall financial statement presentation. We
believe that our audit provides a reasonable basis for our opinions
In our opinion, the financial statements referred to above present fairly, in all material respects, the
respective financial position of the governmental activities and each major fund of the Agency as of
September 30, 2010, and the respective changes in financial position thereof for the year then ended in
conformity with U.S. generally accepted accounting principles.
In accordance with Government Auditing Standards, we have Issued our report dated November 18,2010
on our consideration of the Agency's internal control over financial reporting and our tests of its
compliance with certain provisions of laws, regulations, contracts, and !,'Tant agreements and other
matters. The purpose of that report is to describe the scope of our testing of internal control over financial
reporting and compliance and the results of that testing, and not to provide an opinion on the internal
control over financial reporting or on compliance. That report is an integral part of an audit performed in
accordance with Government Auditing Standards and should be considered in assessing the results of our
audit.
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The management's discussion and analysis on pages 3 through 7 and the budgetary comparison
information on pages 23 and 24 are not a required part of the basic financial statements but are
supplementary information required by U.S. generally accepted accounting principles. We have applied
certain limited procedures, which consisted principally of inquiries of management regarding the methods
of measurement and presentation of the required supplementary information. However, we did not audit
the information and express no opinion on it.
I~~' :r~'f ~ It/
November 18, 2010
2
Management's Discussion and Analysis
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Management's Discussion and Analysis
September 30, 2010
The Management's Discussion and Analysis (MD&A) of the Boynton Beach Community Redevelopment
Agency (the "Agency") is designed to provide an objective and easy to read analysis of the financial
activities based on currently known facts, decisions, and conditions. The MD&A provides a broad overview,
short-term and long-term analysis of the Agency's activities based on information presented in the financial
statements. Specifically, this information is designed to assist the reader in focusing on significant financial
issues, provide an overview of the Agency's financial activity and identify changes in the Agency's financial
position and its ability to address the next year's challenges. Finally, the MD&A will identify any material
deviations from the approved budget.
The Agency is an independent agency and a component unit of the City of Boynton Beach, Florida ("City").
The Agency has presented its financial statements in accordance with the reporting model required by
Governmental Accounting Standards Board Statement No. 34, Basic Financial Statements and
Management's Discussion and Analysis for State and Local Governments.
The information contained in this MD&A is only a component of the entire financial statement report.
Readers should take time to read and evaluate all sections of the report, including the footnotes and required
supplementary information provided.
FINANCIAL HIGHLIGHTS
· The Agency's tax increment fund revenues decreased by 22% (approximately $1.5 million) to
$6,760,869 during the fiscal year. This resulted from the continued decreased in assessed property values
in the redevelopment district reflective of the depressed housing market.
· The Agency began the fiscal year with a net assets balance of $8,503,752. The Agency's total revenues
for the year ended September 30, 2010, were approximately $8 million, while total expenses were
approximately $8.4 million, decreasing net assets by $356,259.
· Redevelopment funds and fund balance were strategically utilized during the past fiscal year to begin
revitalization projects in the Agency's downtown corridor. These projects include the construction of an
amphitheater to showcase talent and events; the relocation of the Ruth Jones Historic Cottage to Ocean
Avenue; renovation funding for the Oscar Magnuson Historic House; Boynton Harbor Marina and Ocean
Ave. entryway signage; and renovation of the vacant Holiday Day House on Federal Highway for future
Agency office space.
· In addition, the slip renovation project at the Boynton Harbor Marina was completed and the success of
new Small Business Programs initiated in January 2010 warranted renewing the programs in the new
fiscal year 2010-2011.
· The Agency was awarded funding by the City as a sub-recipient of Neighborhood Stabilization Program
(NSP) Grants. This Federal program was established for the purpose of stabilizing communities that
have suffered from foreclosures and abandonment. NSP funds will be used for site development and
infrastructure improvement on the property known as Ocean Breeze West. The project's key goal is to
create affordable housing and improve neighborhoods within the Boynton Beach Community
Redevelopment District.
3
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC\
(A Component Unit of the City of Boynton Beach. Florida I
Management's Discussion and Analysis
September 30. 20 I 0
OVERVIEW OF THE FINANCIAL STATEMENTS
The Agency's basic financial statements are comprised of the 1) government-wide financial statements, 2)
fund financial statements, and 3) notes to the basic financial statements. This report also contains required
supplementary information in addition to the basic financial statements themselves.
Government-Wide Financial Statements
The government-wide financial statements provide readers with a broad overview of the Agency's finances,
in a manner similar to a private-sector business. In addition, the government-wide statements are prepared
using the accrual basis of accounting. The Statement (f Net Assefs (balance sheet) presents infonnation on
the Agency's assets and liabilities, with the difference between the two reported as net assets.
The Statement q(Activities (income statement) presents information showing how the Agency's net assets
changed during the most recent fiscal year. All changes in revenues are reported as soon as underlying
events giving rise to the change occur regardless of the timing of related cash flows. The expenses are
reported in this statement for some items that will only result in cash flows in future fiscal periods. The
government-wide financial statements present functions of the Agency that are principally supported by tax
increment financing (governmental activities). The governmental activities of the Agency include general
government activities, public safety and redevelopment projects. Thus. the Agency has no business-type
activities.
The government-wide financial statements are found beginning on page 8 of this report
Fund Financial Statements
The governmental fund financial statements provide readers with an overview of each fund and its related
function in a traditional format. A fund is a grouping of related accounts that maintain control over resources
that are segregated for specific activities or objectives. The Agency, like other state and local governments,
uses fund accounting to ensure and demonstrate legal compliance with finance-related legal requirements.
The Agency utilizes three funds for the fiscal year ending September 30, 2010, the General Fund. which is a
governmental fund, the Debt Service Fund, used for servicing all debt payments and the Projects Fund. from
which all capital outlays financed from Bond proceeds or other sources of financing are spent.
Governmental funds. Governmental funds are used to account for essentially the same functions reported as
governmental activities in the government-wide financial statements. However, unlike the government-wide
financial statements, the governmental fund financial statements focus on near-term inflows and outflows of
spendable resources, as well as on balances of spendable resources available at the end of the fiscal year.
Such information may be useful in evaluating a government's near-term financing requirements.
The focus of governmental funds is narrower than government-wide financial statements, and it is therefore
useful to compare the information presented for governmental funds with similar information presented for
governmental activities in the government-wide financial statements. By comparing and contrasting, readers
may better understand the long-term impact of the Agency's near term financing decisions. The "Balance
Sheet - Governmental Funds" and "Statement of Revenues, Expenditures, and Change in Fund Balance
Governmental Funds" are reconciled as shown on the "Reconciliation of the Balance Sheet - Governmental
Fund to the Statement of Net Assets" and the "Reconciliation of the Statement of Revenues, Expenditures
and Change in Fund Balance Governmental Funds to the Statement of Activities" to facilitate the
comparison between the governmentalfimds and governmental acrivities.
4
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Management's Discussion and Analysis
September 30,2010
The Agency adopts an annual appropriated budget for its General Fund. A budgetary comparison schedule
provided for the General Fund demonstrates compliance with this budget.
The basic governmental funds financial statements can be found beginning on page 10 of this report. The
reconciliations between the governmental funds and governmental activities are found on pages 11 and 13.
Notes to the Basic Financial Statements
The notes provide additional information that is essential to a full understanding of the data provided in the
government-wide and the fund financial statements. These notes to the basic financial statements begin on
page 14 of this report.
In addition to the basic financial statements and accompanying notes, this report also presents certain
required supplementary information concerning the Agency's budget to actual results for the General Fund
for the current year. The required supplementary information can be found on page 23 of this report.
GOVERNMENT-WIDE FINANCIAL ANALYSIS
As noted earlier, net assets may serve over time as a useful indicator of a government's financial position. In
the case ofthe Agency, assets exceeded liabilities by $8,147,493 at the close of the most recent fiscal year.
However, the largest portion of the Agency's total assets, 71 %, is reflected in its capital assets.
Summary of Net Assets
September 30,
2010 2009
Assets
Current and other assets $ 9,060,139 $ 11,073,782
Investments 1,707,250 1,707,809
Capital assets 26,223,527 25,755,124
Total assets 36,990,916 38,536,715
Liabilities
Current liabilities 733,103 179,230
Long term liabilities 28,110,320 29,853,733
Total liabilities 28,843,423 30,032,963
Net Assets
Invested in capital assets, net of related debt 1,404,016 (414,149)
Restricted for:
Capital projects 3,184,033 5,185,065
Debt service 3,143,827 3,066,688
Unrestricted 415,617 666,149
Total net assets $ 8,147,493 $ 8,503,752
The Agency has restricted assets for various capital projects and the bond reserve fund requirement.
5
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Un it of the City of Boynton Beach. Florida)
Management's Discussion and AnalysIs
September 30. 2010
Governmental Activities
Governmental activities decreased the Agency's net assets by $356,259. Key elements of this decrease are
detailed as follows:
Summary of Changes in Net Assets
Year Ended September 30,
2010 2009
Revenues
Program Revenues
Charges for services 'I; Ll59,607 $ 1.047.125
General Revenues
Tax increment revenues 6,760,869 8,315.313
Other revenues 119,520 266,487
Total revenues 8,039,996 .},628~25
-".-
Expenses
General government 2,958.152 3,031.921
Redevelopment projects 2,874,972 2A45,758
Interest on long-term debt 1,407,120 1.476.3 1 0
Loss on sale of capital assets Ll56,011
Total expenses 8,396,255 6,953,989
Decrease in net assets (356,259) 2,674,936
Net assets beginning of year 8,503,752 5,828,816
Net assets end of year $ 8,147,493 $ 8,503,752
Tax increment revenues decreased by approximately $1.5 million during fiscal year 2010. This decrease is a
result of the decline in assessed values of all property in the Agency's redevelopment area and the continued
pressure of the depressed housing market.
Year-to-year expenses increased by approximately $1 A million due primarily to a land swap transaction
between the Agency and the City. Parcels were exchanged to allow for the strategic positioning of land to
facilitate and attract future development. The loss on sale of capital assets reflects the value of the parcels
exchanged with the City.
FINANCIAL ANALYSIS OF THE AGENCY'S FUNDS
The focus of the Agency's governmental funds is to provide information on near-tenn inflows, outflows and
balances of expendable resources. Such information is useful in assessing the Agency's financing
requirements. In particular, unreserved fund balance may serve as a useful measure of a government's net
resources available for spending at the end of the fiscal year. At the end of fiscal year 2010, the Agency's
governmental funds reported an ending fund balance of approximately $9.7 million, of which $3.2 million
and $3.1 million is reserved for capital projects and debt service, respectively.
h
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Management's Discussion and Analysis
September 30, 2010
GENERAL BUDGETARY HIGHLIGHTS
Due to the anticipated decrease in tax increment revenues the Agency reduced its fiscal year 2009-2010
operating budget by approximately 18% versus fiscal year 2008-2009. In fiscal year 2009-2010, actual total
revenues were over budgetary estimates by approximately $199,000; and actual total expenditures were
under budgetary estimates by approximately $168,661. Refer to page 23 for budgetary comparison schedule.
CAPITAL ASSETS AND DEBT ADMINISTRATION
Capital Assets
During the year ended September 30, 2010, the Agency made strategic acquisitions of real property.
Properties that have been acquired are targeted for development of low to moderate income residential
projects. In addition, the Agency entered into a land swap agreement with the City for strategic positioning of
land parcels to stimulate redevelopment opportunities with the Heart of Boynton community within the
district.
Long- Term Debt
At the end of fiscal year 2010, the Agency has total bond debt and loans payable outstanding of $27,486,833.
Of this amount, $15,510,000 and $10,265,000 represents the 2004 and 2005 Series Tax Increment Revenue
Bonds, respectively. In addition, there are two loans payable of totaling approximately $1.7 million. The
Agency's total debt decreased by approximately $1.6 million during the current fiscal year.
ECONOMIC FACTORS AFFECTING NEXT YEAR'S BUDGET
The Agency's Board approved the 2010-2011 budget, which included a $1.3 million decrease in tax
increment revenues. Tax increment revenue projections were based upon actual values from the Palm Beach
County tax appraiser's office. The tax increment revenue decrease is attributable to a 13% loss in property
valuations within the Agency's district.
Despite the downturn in the real estate market, the Agency anticipates capturing tax increment revenues from
several projects that are completed, in the development pipeline or are expected to be realized in the
upcoming fiscal years.
REQUEST FOR INFORMATION
This financial report is designed to provide a general overview of the Agency's finances. Questions
concerning any of the information provided in this report or requests for additional information should be
addressed to Susan Harris, Finance Director at 915 S. Federal Highway, Boynton Beach Florida 33435.
7
Basic Financial Statements
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Statement of Net Assets
September 30,2010
Governmental
Activities
ASSETS
Cash and cash equivalents $ 8,706,273
Investments 1,707,250
Accounts receivables 20,703
Prepaids 16,534
Unamortized bond issuance costs 316,629
Capital assets, net of accumulated depreciation:
Land 25,517,069
Furniture and equipment 21,105
Renovations 667,525
Leasehold improvements 17,828
Total assets 36,990,916
LIABILITIES
Accounts payable and accrued expenses 728,295
Deposits payable 4,808
Long-term liabilities:
Due within one year 1,362,698
Due in more than one year 26,747,622
Total liabilities 28,843,423
NET ASSETS
Invested in capital assets, net of related debt 1,404,016
Restricted for:
Capital projects 3,184,033
Debt service 3,143,827
Unrestricted 415,617
Total net assets $ 8,147,493
The notes to the basic financial statements are an integral part of this statement.
8
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC\
(A Component Unit of the City of Boynton Beach. Florida)
Statement of ActlVitle~
For the Year Ended September 30. 2010
Expenses
Charges For
Services
Net (Expense)
Revenue and
Changes in Net
Assets
Program Revenues
Functions/Programs
Governmental Activities:
General government
Redevelopment projects
Interest on long-tenn debt
Total
$
2,958.152
2,874.972
1,407,120
7,240,244
$
1.159,607
"
(1,798,545)
(2,874,972 )
(1,407,120)
(6,080,637)
$
$
1,159,607
5)
General Revenues:
rax increment revenue
Loss on sale of capital assets
Interest and other income
Total general revenues
Change in net assets
Net assets - beginning of year
Net assets - end of year
s
6.760.869
( 1.156.(11)
119,520
5,724,378
(356,259)
8,503,752
8,147,493
$
The notes to the basic financial statements are an integral part of this statement.
9
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Balance Sheet
Governmental Funds
September 30, 2010
Total
Governmental
General Fund Projects Fund Debt Service Fund Funds
ASSETS
Cash and cash equivalents $ 3,461,891 $ 3,807,805 $ 1,436,577 $ 8,706,273
Investments 1,707,250 1,707,250
Accounts receivables 360 20,343 20,703
Prepaids 16,534 16,534
Total assets $ 3,4 78,785 $ 3,828,148 $ 3,143,827 $ 10,450,760
LIABILITIES AND FUND BALANCE
Liabilities:
Accounts payable and accrued expenses 84,]80 644,115 728,295
Deposits payable 4,808 4,808
Tota] liabilities 88,988 644,115 733,103
Fund Balances:
Reserved for:
Prepaids 16,534 16,534
Capital projects 2,490,082 2,490,082
Debt service 3,143,827 3,143,827
Encumbrances 166,471 693,951 860,422
Unreserved 3,206,792 3,206,792
Total fund balances 3,389,797 3,184,033 3,143,827 9,717,657
T otalliabilities and fund balances $ 3,478,785 $ 3,828,148 $ 3,143,827 $ 10,450,760
The notes to the basic financial statements are an integral part of this statement.
10
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach. Florida)
Reconciliation of the Balance Sheet. Govemmental Funds
to the Statement of Net Asseb
For the Year Ended September 30,2010
Fund balance - governmental funds
Amounts reported for govemmental activities in the statement of net asset
are different because:
Capital assets used in governmental activities are not reported in the
governmental funds.
Capital assets - net of accumulated depreciation
Unamortized bond issuance costs are not reported in the govemmental funds.
Long-term liabilities are not reported in the governmental funds.
Compensated absences
Bonds and notes payable
Net assets of govemmental activities
The notes to the basic financial statements are an integral part of this statement.
11
$
9,717.657
26,223527
316.629
s
(9.3.257)
(28,017,063)
8,147,493
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Statement of Revenues, Expenditures and Changes in Fund Balances
Governmental Funds
For the Year Ended September 30,2010
Total
Governmental
General Fund Projects Fund Debt Service Fund Funds
REVENUES
Tax increment revenue $ 6.760,869 $ $ $ 6.760,869
Charges for services 1,159,607 1,159.607
Interest and other income 23,904 30,510 27,090 81,504
Total revenues 7,944,380 30,510 27,090 8,001,980
EXPENDITURES
General government 2.944,762 2,944,762
Redevelopment projects 3,032,022 3.032,022
Debt service:
Principal 1,662,699 ] ,662,699
Interest and other charges 1,406,778 ] ,406,778
Capital Outlay 1,50] ,564 ] ,50] ,564
Total expenditures 2,944,762 4,533,586 3,069,477 10,547,825
Excess (deficiency) of revenues over (under)
expenditures 4.999,618 (4,503,076) (3,042,387) (2,545,845)
OTHER FINANCING SOURCES (USES)
Transfers in 2,502,045 3,119,526 5,62] ,57]
Transfers out (5.621,571 ) (5,62],57])
Total other fmanc ing sources (uses) (5.621,571) 2,502,045 3,119,526
Net change in fund balances (621,953) (2,00],03]) 77.139 (2,545,845)
Fund balances - beginning of year 4,011,750 5,185,064 3,066.688 12,263,502
Fund balances - end of year $ 3,389.797 $ 3,] 84,033 $ 3,]43,827 $ 9,7]7,657
The notes to the basic financial statements are an integral part of this statement.
]2
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC\
(A Component Unit of the Cit\' of Boynton Beach. Florida)
Reconciliation of the Statements of Revenues. Expenditures and
Changes in Fund Balances Governmental Funds 10 the Statement of Activities
For the \'ear Ended September 30.2010
Net changes in fund balances - total governmental funds
Amounts reported for governmental activities in the statement of activities
are different because:
Governmental funds report capital outlay expenditures. However. in the
statement of activities, the cost of those assets is depreciated over
their estimated useful lives.
Expenditures for capital assets
Less current year depreciation expense
For governmental funds, the issuance of long-term debt provides current
financial resources and the repayment of long-tenn debt consumes current
financial resources. Neither transaction, however, has any effect on net
premiums, discounts, and similar items when debt is first issued, whereas
these amounts are deferred and amortized in the statement of activities.
This amount is the net effect of these differences in the treatment of
long-term debt and related items
Some expenses reported in the statement of activities do not require the use
of current financial resource and, therefore. are not reported as expenditures
in governmental funds.
Net change in long-term compensated absences
Change in net assets of governmental activities
s
(2,545.845 )
507.766
(39.363)
1.678.143
$
43,040
(356,259)
The notes to the basic financial statements are an integral part of this statement.
u
Notes to the Basic Financial Statements
BOYNTON BEACH COMMUNITY REDEVELOPMENT AG};~NC\
(A Component Unll "f the City of Boynton Beach. FlorIda I
'\Jotes to the Basic FinancIal Statements
September 30, 2010
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
This summary of the Boynton Beach Community Redevelopment Agency (the "Agency") significant
accounting policies is presented to assist the reader in interpreting the basic financial statements. The
policies are considered essential and should be read in conjunction with the basic financial statements. The
accounting policies of the Agency conform to U.S. generally accepted accounting principles applicable to
governmental units. This report, the accounting systems and classification of accounts conform to standards
of the Governmental Accounting Standards Board (GASB), which is the accepted standard-setting body for
establishing governmental accounting and financial reporting principles. The following is a summary of the
more significant policies.
A. Organization and reporting entity
The Agency is a component unit established by the City of Boynton Beach, Florida (the "City") under the
authority granted by Florida Statutes 163, Section III. The purpose of the Agency is to promote and guide
physical and economic redevelopment in the City and part of Palm Beach County, Florida (the "District")
The Agency is a legally separate entity established by Ordinance number 83-41 of the City on December 20,
1983.
The Agency has adopted GASB Statement No. 14, the Financial Reporting Entit-v, for the purpose of
evaluating its component unit financial statements. Based on the criteria in GASB Statement No. 14. the
Agency has detennined that there are no component units that meet criteria for inclusion in the Agency's
financial statements.
The Agency is governed by a board comprised of the elected officials of the City. The City is considered to
be financially accountable for the Agency and in accordance with GASB Statement No. 14, the Agency is
considered as a blended component unit in the City's comprehensive annual financial report.
B. Reporting Model
The Agency's basic financial statements consist of government-wide statements, including a statement of net
assets and a statement of activities, and fund financial statements which provide a more detailed level of
financial information.
Government-wide financial statements
The statement of net assets and the statement of activities report information on all of the activities of the
Agency. Governmental activities are reported separately from business-type activities which rely on fees
charged to external parties as their primary revenues. The Agency has no business-type activities.
The statement of net assets reports the Agency's financial position as of the end of the fiscal year. In this
statement, the Agency's net assets are reported in three categories: invested in capital assets, net of related
debt; restricted net assets; and unrestricted net assets.
The statement of activities presents a comparison between direct expenses and program revenues for each
function of the Agency. Direct expenses are those that are clearly identifiable with a specific function.
Program revenues include charges for services that are directly related to a given function and grants and
contributions that are restricted to meeting the operational or capital requirements of a particular function.
Tax increment revenue and other items not meeting the definition of program revenue are reported instead as
general revenue.
14
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Notes to the Basic Financial Statements
September 30, 2010
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
B. Reporting model (Continued)
Fund financial statements
For the fiscal year ending September 30,2009, the Agency reports three major funds, the General Fund, the
Debt Service Fund, and the Projects Fund. The General Fund is classified as a governmental fund and
accounts for all financial resources controlled by the Agency. The Debt Service Fund is used to account for
the accumulation of resources for the annual payment of principal and interest on long-term obligation debt.
The Projects Fund accounts for financial resources to be used for redevelopment programs and the
acquisition or construction of capital projects. The governmental fund statement includes reconciliations with
brief explanations to better identify the relationship between the government-wide statements and the
statements for the governmental fund.
C. Measurement focus and basis of accounting
The government-wide financial statements are reported using the economic resources measurement focus
and the accrual basis of accounting. Revenues are recorded when earned and expenses are recorded when a
liability is incurred, regardless of the timing of related cash flows.
The governmental fund financial statements are reported using the current financial resources measurement
focus and the modified accrual basis of accounting. Revenues are considered to be available when they are
collectible within the current period or soon enough thereafter to pay liabilities of the current period. For this
purpose, the Agency considers revenues to be availabl~ if they are collected within 60 days of the end of the
current fiscal period. Expenditures generally are recorded when the related fund liability is incurred.
However, debt service expenditures, as well as expenditures related to compensated absences and claims and
judgments, are recorded only when payment is due.
D. Cash and Cash Equivalents
Cash and cash equivalents are defined as short-term highly liquid investments that are both readily
convertible to known amounts of cash and have an original maturity of three months or less from the date of
purchase. Cash and cash equivalents consist of petty cash and deposits with financial institutions qualified as
public depositories under Florida law. All deposits are insured by federal depository insurance and/or
collateralized with securities held in Florida's multiple financial institution collateral pool as required by
Chapter 280, Florida Statutes.
E. Investments
Investments made locally consist of amounts placed in obligations of United States Government Agencies
and Instrumentalities, and are reported at fair value. Investments for the Agency funds consist of monies
placed in certificates of deposit.
The Agency is authorized to invest in direct obligations of the United States of America or any agency
thereof, interest bearing time or demand deposits with any qualified depository institution, commercial paper,
bankers' acceptances, state and/or local government taxable debt, mutual funds, repurchase agreements and
the State Treasurer's investment pool, which has the characteristics of a money market fund.
15
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach. Florida)
Notes 10 the Basic Financial Statements
September 30. 2010
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
F. Capital assets
Capital assets are defined by the Agency as assets with an initial, individual cost of $1,000 or more and an
estimated useful life of more than one year. These assets are recorded at historical cost. Donated capital
assets are recorded at estimated fair value at the date of donation. Capital assets are depreciated using the
straight-line method over the assets' estimated useful lives of all reported capital assets, except land and land
improvements. The estimated useful life of furniture, fixtures and equipment is five to ten years.
G. Bond premiums, discounts and issuance costs
In the government-wide financial statements. bond premiums and discounts, as well as issuance costs, are
deferred and amortized over the life of the bonds using the straight line method. Bonds payable are reported
net of the applicable bond premium or discount. Bond issuance costs are reported as deferred charges and
amortized over the term of the related debt.
In the fund financial statements, governmental fund types recognize bond premiums and discounts, as well as
bond issuance costs during the current period. The face amount of debt issued is reported as other financing
sources. Premiums received on debt issuances are reported as other financing sources while discounts are
reported as other financing uses. Issuance costs are reported as debt service expenditures.
H. Revenue sources
Tax increment revenues are the primary source of revenue for the Agency. Tax increment revenues are
collected from two governmental entities that levy property taxes within the legally defined redevelopment
area of the Agency, which is the City of Boynton Beach, Florida and Palm Beach County. Florida.
I. Compensated absences
It is the Agency's policy to permit employees to accumulate earned but unused vacation, sick pay and camp
time benefits. Employees may, depending on their level of service, be paid for various amounts of their total
accrued leave by the end of each fiscal year, upon termination or retirement. The Agency accrues a liability
for leave hours that meet the criteria for payment at the eligible employees' current rates of pay.
J. Long-term liabilities
All long-term debt and other long-term obligations are reported in the government-wide financial statements.
K. Net assets
Net assets represent the difference between assets and liabilities and are reported in three categories as
hereafter described. Net assets invested in capital assets, net of'related debt. represent capital assets, net of
accumulated depreciation and any outstanding debt related to those assets. Net assets are reported as
restricted when there are legal limitations imposed on their use by legislation, or external restrictions
imposed by other governments, creditors, or grantors. Unrestricted net assets are net assets that do not meet
the definitions of the classifications previously described.
When both restricted and unrestricted resources are available for use, it is the Agency's policy to use
unrestricted resources first, and then restricted resources as they are needed.
16
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Notes to the Basic Financial Statements
September 30, 2010
1. SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES (Continued)
L. Use of Estimates
The preparation of financial statements in conformity with accounting principles generally accepted in the
United States of America requires management to make estimates and assumptions that affect the amounts
reported in the financial statements and accompanying notes. Although these estimates are based on
management's knowledge of current events and actions it may undertake in the future, they may ultimately
differ from actual results.
2. CASH, CASH EQUIVALENTS AND INVESTMENTS
All of the Agency's bank deposits are insured by the Federal Deposit Insurance Corporation or collateralized
in accordance with Florida Security for Public Deposits Act (the "Act"). Under the Act, every qualified
public depository shall deposit with the Treasurer eligible collateral having a market value equal to 50% of
the average daily balance for each month that all public deposits are in excess of any applicable deposit
insurance. If the public deposits exceed the total amount of the regulatory capital accounts of a bank or the
regulatory net worth of a savings association, the required collateral shall have a market value equal to 125%
of the deposits.
The Agency's investment policy is designed to ensure the prudent management of funds, and the availability
of operating and capital funds when required, while earning a competitive return within the policy
framework. The primary objectives, in order of priority, of investment activity shall be safety, interest rate
risk, liquidity and yield.
Investments of the Agency include deposits and guaranteed contracts with banks or other financial
institutions which meet standards for deposits stipulated in investment agreements.
Fair value
Cash and cash equivalents:
Cash in bank
Investments:
Certificates of deposit
Total deposits and investments
$
8,706,273
$
1,707,250
10,413,523
A. Interest rate risk
Interest rate risk is the risk that changes in interest rates will adversely affect the fair value of an investment.
The Agency's investment policy to minimize interest rate risk is to structure the investment portfolio so that
the securities mature to meet cash requirements for current budgeted needs, thereby avoiding the need to sell
securities on the open market prior to maturity.
Investment type
Certificates of deposit
Investment Maturities
(in years)
Fair value Less than 1 1-10
$ 1,707,250 $ 1,707,250
17
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC"
(A Componenll!nit of the Cilv of BoynlOn Beach. Florida)
Notes to the Basic FinancIal Statements
September 30, 2010
2. CASH, CASH EQUIVALENTS AND INVESTMENTS (Continued)
B. Foreign currency risk
Foreign currency risk is the risk that changes in exchange rates will adversely affect the fair value of an
investment or a deposit. The Agency does not hold foreign currency or foreign currency investments and
therefore is not subject to foreign currency risk.
C. Credit risk
The Agency also mitigates credit risk, which is the risk that an issuer or other counterparty to an investment
will not fulfill its obligations. Custodial credit risk is the risk that. in the event of the failure of the
counterparty to a transaction, the Agency will not be able to recover the value of investment or collateral
securities that are held in the possession of an outside party.
D. Concentration of credit risk
Concentration of credit risk is the risk of loss attributed to the magnitude of a government's investment in a
single issuer. The Agency diversifies its investment portfolio, where necessary, to minimize the impact of
potential losses from one type of security or individual issuer, excluding U.S. Treasuries, and Federally
Guaranteed Obligation. The implementation of GASB Statement No. 40 requires the disclosure of
investments in anyone issuer that represents five percent or more of total investments. As of September 30.
2010, all of the Agency's investments were held with TD Bank (bond reserves).
3. CAPITAL ASSETS
Capital assets activity for the year ended September 30, 2010. was as follows:
Capital assets, not being depreciated:
Land
Capital assets, being depreciated:
Furniture and equipment
Renovations
Leasehold improvements
Total capital assets, being depreciated
Less accumulated depreciation for:
Furniture and equipment
Renovations
Leasehold improvements
Total accumulated depreciation
Total capital assets. being depreciated.
net
Total capital assets, net of
accumulated depreciation
Balance at Balance at
10/ I /2009 Additions Deletions 9/30/20 J 0
$ 25,665,382 $ 1,041,184 $ (1,189,497) $ 25,517.069
117.741 5.163 122.904
40.606 650.916 691.522
50,479 50.4 79
_108,826 656,079 _,_~iJ05 _
- --_._~~~--- ._._----~--------_.-
(82,000) (19,799) (101.799)
(9.510) ( 14.487) (23.997)
(27,574) (5,077) (32,651 )
,_,____lJ 19,084) ,_",,_ (32,3621. --."-----------.-"--..'. -.---- _. ,__l.1J_~i'!22
89,742 616.716 ___ 706,458
------ ---------
$ 25,755,124 $ 1,657,900 $ (1,189,497) $ 26,223,527
Depreciation expense of $39,725 was charged to general government
] ~:
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Notes to the Basic Financial Statements
September 30,2010
4. LONG-TERM LIABILITIES
At September 30, 2010, bonds and loans payable consisted of the following:
BONDS:
2004 Tax Increment Revenue Bonds, dated December 14,2004, due in
annual principal installments of$375,000 to $1,625,000 through
October 1,2024, bearing interest rates of3.0% to 5.0%.
2005 Tax Increment Revenue Bonds, Series A&B Bonds dated December
12,2005, due in annual principal installments of $235,000 to
$2,395,000 through October 1,2026, bearing interest rates of 4.50% to
5.65%.
2005A
2005B
$ 15,510,000
3,000,000
7,265,000
LOANS:
Promissory note to TRG-Boynton Beach, Ltd. at 5% interest, payable in
monthly installments through January 25, 2011.
Promissory note to Bank of America, N.A. at 5.65% interest, payable in
semi-annual installments through September 20,2016.
182,331
1,529,502
$ 27,486,833
The annual requirements to amortize bonds and loans payable outstanding as of September 30, 2010, are as
follows:
2004 Tax Increment 2005A Tax Increment
Fiscal Revenue Bonds Revenue Bonds
Year(s) Principal Interest Principal Interest
2011 $ 675,000 $ 714,525 $ - $ 135,000
2012 695,000 690,900 135,000
2013 725,000 664,838 135,000
2014 750,000 635,838 135,000
2015 780,000 605,838 135,000
2016-2020 5,840,000 2,373,137 675,000
2021-2025 6,045,000 774,250 1,465,000 675,000
2026-2028 1,535,000 69,075
$ 15,510,000 $ 6,459,326 $ 3,000,000 $ 2,094,075
19
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC\
(A Component Unit of the City of Boynton Beach. Florida I
Notes to the Basic Financial Statements
September 30. 201 ()
4. LONG-TERM LIABILITIES (Continued)
2005B Tax Bank of America. N.A.
Fiscal Increment Revenue Bonds Note Payable
Year(s) Principal Interest Principal Interest
2011 $ 285,000 5; 401.810 $ 220,367 $ 84.470
2012 300,000 387.275 232,960 71.877
2013 310,000 371.975 246,708 58.129
2014 330,000 356.165 261.043 43.795
2015 350,000 339,335 276,211 28.627
2016-2020 1.990,000 1.393.29] 292.21:\ 12.626
2021-2025 2.840.000 767.552
2026-2028 860,000 48.590
--------~..- ------
$ 7,265,000 $ 4,065,993 $ 1,529,502 $ 299,524
TRG Boynton Beach. Ltd.
Fiscal Note Payable Totals
Y ear( s) Principal Interest Principal Interest
2011 $ 182.331 $ 1.903 $ 1.362,698 $ 1.337.708
2012 1.227.960 1.285.052
2013 1.281.708 1.229.942
2014 1.341,043 1.170.798
2015 I .406,211 1.108.800
2016-2020 x.] 22,213 4.454.054
2021-2025 10.350,000 2.216,802
2026-2028 2,395,000 117,665
$ 182,331 $ 1,903 $ 27 ,486,833 $ 12,920,821
The changes in long-term liabilities for the year ended September 30, 2010 are summarized as follows:
Balance at Balance at Due within
10/01/09 Additions Deletions 9/30/10 one year
Bonds payable $ 26.700,000 $ S (925.000) $ 25.775.000 S 960.000
Plus deferred amounts
F or discount (31,825 ) 1.989 (29,8361
F or issuance premium 600,071 (40,005) 560,066
Total bonds payable 27 ,268,246 (963.016) 26.305.230 960.000
Notes payable 2.449,190 (737.357) 1.711.833 402.691<
Compensated absences 136.297 24.189 (67.229) 93,257
._~.~--_._-_.._---_._~-
Total long-term liabilities $ 29,853,733 $ 24,189 $ (1,767,602) $ 28, 110,320 $ 1,362,412
20
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Notes to the Basic Financial Statements
September 30, 2010
5. INTERFUND TRANSFERS
During the fiscal year ended September 30,2010, the General Fund transferred $2,502,045 and $3,119,526 to
the Projects Fund and Debt Service Fund, respectively. The transfers made to the Projects Fund were to fund
the costs of ongoing redevelopment projects. The transfers made to the Debt Service Fund were to fund the
annual debt service expenditures on the bonds and loans payable.
6. HOMEBUYER ASSISTANCE PROGRAM
The Agency established the Homebuyer Assistance Program to assist local residents with the purchase of a
home by providing a subsidy in an amount not to exceed $50,000 per homeowner. The subsidy is secured by
a mortgage, which is required to be paid back only under certain circumstances outlined in the mortgage
agreement. The mortgage is forgiven if the homeowner remains in the home during the full term outlined in
the agreement. The amount of mortgages receivable outstanding at September 30,2010 totaled $1,694,672.
Given the nature of these loans, collection is uncertain, and therefore an allowance for uncollectible
mortgages has been established at 100% of the value of the mortgages receivable outstanding. Consequently
these mortgages are not recognized on the financial statements.
7. RISK MANAGEMENT
The Agency is exposed to various risks of loss related to torts, theft of, damage to, and destruction of assets;
errors and omissions; injuries to employees; and natural disasters. The Agency purchases commercial
insurance for the risks of loss to which it is exposed. Policy limits and deductibles are reviewed by
management and established at amounts to provide reasonable protection from significant financial loss.
Settlements did not exceed insurance coverage for the current fiscal year.
8. COMMITMENTS AND CONTINGENT LIABILITIES
A. Facade Grant Program
The Agency established a Facade Grant Program in an effort to promote the redevelopment of existing
businesses located in the City. The program offers businesses a $15,000 matching grant to improve the
facades of their businesses. During the year ended September 30, 2010, the Agency closed and disbursed
$84,913 in Facade Grants.
B. Lease commitments
The Agency leases a building under a non-cancelable operating lease. The lease terminates in January 2011,
with the option to renew for one year. Future minimum rental payments as of September 30, 2010 required
by this lease are $3,700 per month. Rental costs for the year ended September 30,2010 were approximately
$44,500.
9. RETIREMENT CONTRIBUTIONS
The Agency participates in a 401 (a) defined contribution retirement plan and a 457(b) deferred compensation
plan (the "Plans"). The Plans are qualified under Sections 401(1), 403 (a) and 501(a) of the Internal Revenue
Code. The Plans are administered by independent trustees. All employees who meet the requirements are
qualified to participate. Employees make voluntary contributions to the 457(b) plan. The Agency's required
contribution is 5% of the total salaries of qualified participants. Employer contributions for fiscal year 2010
totaled $29,169. Employer contributions for the 401(a) plan for fiscal year 2010 totaled $37,734.
21
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC\
(A Component Unit of the City of Boynton Beach, Florida)
Notes to the Basic FmancJaI Statements
September 30, 2010
10. RELATED PARTY TRANSACTIONS
The Agency is a blended component unit of the City, Florida. For the year ended September 30, 2010, the
Agency's tax increment revenues include $4,116,567 received from the City. In addition, the Agency
reimbursed the City for service performed on behalf of the Agency such as recording, information
technology services, landscape and maintenance services, festival expenses, fire and rescue, and police
services during the year. Payments to the City for these services for the year ended September 30. 2010
totaled $534,522.
11. SUBSEQUENT EVENTS
Subsequent events are events or transactions that occur after the balance sheet date but before the financial
statements are issued or are available to be issued. Subsequent events should be disclosed in the financial
statements if exclusion of such disclosure would cause the financial statements to be misleading. The
Agency evaluated subsequent events through November 18, 2010, the date the financial statements were
available to be issued, and does not believe that there are any such events or transactions that require
disclosure.
'1'i
Required Supplementary Information
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENC'
( A Component (1m! of the CII\ ,)f Bovnton Beach. Florida)
Budgetary Comparison Schedule
Cieneral Fund
For the Year Ended September 30. 2010
Variance with
Final Budget -
Original Budget Final Budget Actual Positive (Negative)
REVENUES
Tax increment revenue S b,X I X,294 S Il.X I X,294 S 6.760.X6'! 1',74251
Charges for services 926.700 'l26.700 U59.607 232.9117
Interest and other incomc 23,904 23,904
Total revenues 7,744,994 7.744,994 7,944,3XO 199,3X6
EXPENDITURES
General government 3,]13,423 3.113,423 2,944,762 168,661
Total expenditures 3,113,423 3.113,423 2.944,762 168,661
Excess of revenues over expenditures 4,631,571 4.631.571 4,999,61 X 36X,047
OTHER FINANCING SOURCES (lJSES)
Carryover fund balance Ci90,01l0 (9CiU.OIIUi
Transfers out (4,631,5711 (5,621,571 ) (5,621,571)
Total other financing sources (uses) (4,631,571) (4,631,571) (5,621,571 ) (990,000)
Net change in fund balances S S (621.953) S (621,953)
Fund balances - beginning of year 4,011,750
Fund balances - end of year S 3,389,797
The notes to the Budgetary Comparison Schedule are an integral part of this schedule.
2<
BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY
(A Component Unit of the City of Boynton Beach, Florida)
Notes to the Budgetary Comparison Schedule
September 30, 2010
1. BUDGETARY INFORMATION
The Agency is required to establish a budgetary system and an approved annual budget for the General
Fund, Debt Service Fund and Project Fund. The Agency's budgeting process is based on estimates of
cash receipts and cash expenditures which are approved by the Board. In accordance with generally
accepted accounting principles, budgetary comparison information is disclosed only for the General Fund.
The budget is adopted on the modified accrual basis of accounting, consistent with generally accepted
accounting principles, with the exception of compensated absences. Compensated absences are budgeted
only to the extent expected to be paid, rather than on the modified accrual basis. Any budget amendments
that increase the aggregate budgeted appropriations must be approved by the Board.
The legal level of budgetary control, the level at which expenditures may not exceed budget, is in the
aggregate.
24
COMPLIANCE SECTION
rsKJl
L!QU
SANSON KLINE
JACOMINO & COMP~ LLP
Certified Public Accoun1ants & Consul1ants
5805 Blue lagoon Dt!ve
Suite 220
Miami, Floticla 33126
rei. (305) 269-8633
Fax (305) 265-0652
www.skinet.com
Independent Auditors' Report on Internal Control Over
Financial Reporting and on Compliance and Other Matters Based
on an Audit of Financial Statements Performed in Accordance
With Government Auditing Standards
To the Board of Directors
Boynton Beach Community
Redevelopment Agency:
We have audited the basic financial statements of the Boynton Beach Community Redevelopment Agency
(the Agency), a component unit of the City of Boynton Beach, Florida, as of and for the year ended
September 30,2010, and have issued our report thereon dated November 18,2010. We conducted our audit
in accordance with auditing standards generally accepted in the United States of America and the standards
applicable to financial audits contained in Government Auditing Standards, issued by the Comptroller
General of the United States.
Internal Control Over Financial Reporting
In planning and performing our audit, we considered the Agency's internal control over financial reporting
as a basis for designing our auditing procedures for the purpose of expressing our opinion on the financial
statements, but not for the purpose of expressing an opinion on the effectiveness of the Agency's internal
control over financial reporting. Accordingly, we do not express an opinion on the effectiveness of the
Agency's internal control over financial reporting.
A deficiency in internal control exists when the design or operation of a control does not allow
management or employees, in the normal course of performing their assigned functions, to prevent, or
detect and correct misstatements on a timely basis. A material weakness is a deficiency, or a combination
of deficiencies, in internal control such that there is a reasonable possibility that a material misstatement of
the entity's financial statements will not be prevented, or detected and corrected on a timely basis
Our consideration of internal control over financial reporting was for the limited purpose described in the
preceding paragraph of this section and was not designed to identify all deficiencies in internal control over
financial reporting that might be deficiencies, significant deficiencies or material weaknesses. We did not
identify any deficiencies in internal control over financial reporting that we consider to be a material
weakness, as defined above.
Compliance and Other Matters
As part of obtaining reasonable assurance about whether the Agency's basic financial statements are free of
material misstatement, we performed tests of its compliance with certain provisions of laws, regulations,
contracts, and grant agreements, noncompliance with which could have a direct and material effect on the
determination of financial statement amounts. However, providing an opinion on compliance with those
provisions was not an objective of our audit, and accordingly, we do not express such an opinion. The
results of our tests disclosed no instances of noncompliance or other matters that are required to be reported
under Government Auditing Standards.
25
ISKJl
~I
In addition, we have issued our management letter dated November 18,2010. as required by the Rules n!
the Auditor General of the State of Florida
This report is intended solely for the information and use of the board of directors, management 01 the
Agency, the State of Florida Office of the Auditor General and other regulatory agencies. and IS not
intended to be and should not be used by anyone other than these specified parties.
I~/ku,. f~'f ~Lt/
November 18, 2010
26
rsDl
l!QU
SANSON KLINE
JACOMINO & COMPANY, LLP
Certified Public Accountan1s & Consultan1s
5805 Blue Lagoon Drive
Suite 220
Miami, Floricla 33126
Tel. (305) 269-8633
Fax (305) 265-0652
wwwsklnet.com
Management Letter in Accordance with the
Rules of the Auditor General of the State of Florida
To the Board of Directors
Boynton Beach Community
Redevelopment Agency:
We have audited the financial statements of the Boynton Beach Community Redevelopment Agency (the
Agency), a component unit of the City of Boynton Beach, Florida, as of and for the fiscal year ended
September 30, 2010 and have issued our reports thereon dated November 18,2010.
We conducted our audit in accordance with auditing standards generally accepted in the United States of
America and the standards applicable to financial audits contained in Government Auditing Standards,
issued by the Comptroller General of the United States. We have issued our Independent Auditors' Report
on Internal Control over Financial Reporting and on Compliance and Other Matters. Disclosures in those
reports, which are dated November 18, 2010, should be considered in conjunction with this management
letter.
Additionally, our audit was conducted in accordance with the provisions of Chapter 10.550, Rules of the
Auditor General, which govern the conduct of local governmental entity audits performed in the State of
Florida and, unless otherwise required to be reported in the report on compliance and internal controls or
schedule of findings and questioned costs, this letter is required to include the following information.
.
Section 10.554(1 )(i) 1., Rules of the Auditor General, requires that we determine whether or not
corrective actions have been taken to address findings and recommendations made in the preceding
annual financial audit report not otherwise addressed in the auditor's report pursuant to Section
10.557(3)(b)2., Rules of the Auditor General. There were no prior year findings and/or
recommendations.
.
Section 10.554(1)(i)2., Rules of the Auditor General, requires our audit to include a review of the
provisions of Section 218.415, Florida Statutes, regarding the investment of public funds. In
connection with our current year audit, we determined that the Agency complied with Section
218.415, Florida Statutes.
.
Section 10.554(1)(i)3., Rules of the Auditor General, requires that we address in the management
letter any recommendations to improve financial management. In connection with our current year
audit, we did not have any such recommendations.
.
Section 10.554(1 )(i)4., Rules of the Auditor General, requires that we address violations of
provisions of contracts or grant agreements, or abuse that have occurred, or are likely to have
occurred, that have an effect on the financial statement that is less than material but more than
inconsequential. In connection with our current year audit, we noted no such violations.
27
ISKJl
lM9J
. Section I 0.554( 1 )(i)5.. Rules of thc Auditor GencraL requires. based on professional judgment. the
reporting of the following matters that have an inconsequential to the detennination effect on the
financial statement, considering both quantitative and qualitative factors: (a) violations ut
provisions of contracts or grant agreements, fraud, illcga1 acts, or abuse; and (b) deficienCies 111
internal control that are not significant deficiencies In connection with our current year audit. we
did not have any such findings.
. Section 10.554(1 )(i)6., Rules of the Auditor General, requires that the name or official title and
legal authority for the primary government and each component unit of the reporting entity be
disclosed in this management letter, unless disclosed in the notes to the financial statements. Such
disclosures are made in note 1 to the Agency's financial statements
. Section] 0.554( 1 )(i)7 .a., Rules of the Auditor GeneraL requires a statement be included as to
whether or not the local governmental entity has met one or more of the conditions described in
Section 218.503(1), Florida Statutes. and identification of the specific condition(s) met. In
connection with our current year audit, we determined that the Agency did not meet any of the
conditions described in Section 218.503( 1), Florida Statutes.
. Section] 0.554(1 )(i)7 .b., Rules of the Auditor General, requires that we determine whether the
annual financial reports for the Agency for the fiscal year ended September 30, 2010. filed with the
Florida Department of Financial Services pursuant to Section 218.32(1 )(a), Florida Statutes, lS in
agreement with the annual financial audit report for the fiscal year ended September 30, 2010. The
Agency does not file a separate report with the State of Florida Department of Financial Services.
The financial operations of the Agency are included in the basic financial statements of the City of
Boynton Beach, Florida for the year ended September 30. 20 10.
. Sections 10.554(1 )(i)7 .c. and 10.556(7), Rules of the Auditor GeneraL require that we apply
financial condition assessment procedures. In connection with our current year audit. we applied
financial condition assessment procedures. It is management's responsibility to monitor the entity's
financial condition, and our financial condition assessment was based in part on representations
made by management and the review of financial infonnation provided by same
This management letter is intended solely for the information and use of the board of directors.
management of the Agency, the State of Florida Office of the Auditor General and other regulatory
agencies, and is not intended to be and should not be used by anyone other than these specified parties.
.I!~/ku,. ~/ f ~ '-'I
November 18,2010
2:-<
XII. OLD BUSINESS:
B. Review and Approval of Letter to Boynton
Waterways Investment Associates, LLC Re: DIFA
(Promenade)
1Il~~<tY~Te~ eRA
. East Side-West Side-Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I I Consent Agenda I X I Old Business I I
New Business
Legal
I Executive Director's Report
SUBJECT: Review and Approval of Letter to Boynton Waterways Investment Associates, LLC Re: DIF A
(Promenade)
SUMMARY: At the February 8,2011 Special CRA meeting, staff and legal were instructed to draft a letter
to be sent to Boynton Waterways Investment Associates regarding their Direct Incentive Funding Agreement
requirements. Attached is a draft letter that was reviewed by the CRA legal counsel.
FISCAL IMPACT: None at this time.
CRA PLAN, PROGRAM OR PROJECT: Federal Highway Corridor Community Redevelopment
Plan
RECOMMENDATIONS/OPTIONS: Approve the letter for staff to send to Boynton Waterways
Investment Associates, LLC.
(b~
Vivian L. Brooks
Interim Executive Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\Letter Boynton Waterways.doc
February 2, 2011
Mr. Pryse Elam
Managing Partner
Boynton Waterways Investment Associates, LLC
60 State Street
Suite 1500
Boston, MA 02109
Re: Direct Incentive Funding Agreement - The Promenade
Dear Mr. Elam,
Pursuant to Section 5.4 of the Direct Incentive Funding Agreement between the Boynton
Beach CRA (CRA) and Boynton Waterways Investment Associates dated April 25,2005
and subsequently amended on April 22 and 24th, 2008, upon completion of the
Promenade project and the placement of the improvements on the Palm Beach County
tax rolls, Boynton Waterway Associates is to provide the CRA with a written performance
audit by a CPA of compliance with Section 5.2 of the DIFA.
Additionally, you must.provide the eRA with proof of compliance with Section 7.0 with
regards to the restrictive covenants for the public parking and public space within the
project.
Per Section 5.4.6 of the DIFA, the performance audit must be received by the CRA by
February 28, 2011.
Please feel free to call me if you have any questions regarding this letter.
Sincerely,
Vivian L. Brooks
Interim Executive Director
XII. OLD BUSINESS:
C. Kaufman Lynn, Inc. Construction Manager at Risk
Presentation-Tabled 2/1/11
r.
('"
1IJ~~<tY~Te~ eRA
. East Side-West Side-Seaside Renaissance
CRA BOARD MEETING OF: February 8, 2011 (Tabled 1/11/11 & 2/1/11)
I I Consent Agenda I X I Old Business I I New Business I Legal
SUBJECT: Kaufman Lynn, Inc. Construction Manager at Risk Presentation
Executive Director's Report
SUMMARY: In January 2007 the CRA Board issued a Request for Statements of Qualifications for General
Contracting or Construction Management. Eleven responses were received and the Board selected three contracting
firms, Burkhardt Construction, Hedrick Brothers Construction and Kaufman Lynn, Inc. To date, the Agency has
utilized these contractors for assistance on creating budgets and pricing of potential projects. In July 2007, Hedrick
Brothers Construction was utilized as the contractor to complete Board approved repair work under the guidelines of
the Residential Improvement Grant Program for seven eligible households.
In June 2010, Kaufman Lynn was requested to provide the Agency with proposals for pre-construction services
relating to the Jones Cottage, Magnuson House and Marina Entry projects for the following scope of work:
1. Review of architectural drawings, recommendations relating to constructability and provide cost savings
methods.
2. Provide construction schedules
3. Provide detailed estimate of construction costs and recommendations in the form of cost savings to keep in
budget.
4. Provide at 100% construction documents a guaranteed maximum price.
Kaufman Lynn performed the above tasks. Kaufman Lynn has stated they will execute a task order under their
continuing contract for a Guaranteed Maximum Price of $953.388 to construct the three projects as described in
the 100% construction drawings. Attached is a Task Order under Kaufman Lynn's Continuing Contract for the
Boards review and approval if the Board elects to use Kaufman Lynn Construction for the construction of the three
Ocean Avenue projects.
Attachments: 1. Request for Qualifications for General Contracting or Construction Management
2. Minutes from April 10, 2007 approving the selection of Kaufman Lynn for Continuing Contract
3. General Contracting/Construction Management/Consulting Agreement between the CRA and
Kaufman Lynn
4. Proposal to perform pre-construction services for Ocean Avenue projects.
5. Final project cost sheets
6. Continuing Contract Task Order for Construction Management at Risk Services for Ocean Ave.
Projects with a Guaranteed Maximum Price of$953,388
FISCAL IMPACT:
Total Project Cost:
10/11 Budget:
Difference:
$953,388
$770.000
$183,388
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-1-2011 Special Meeting\Kaufman Lynn.doc
Potential source of Difference:
Economic Development Programs
Holiday Event
Ocean Breeze Model Home
Remaining in ED Salary line item:
Rollover from 09/1 0 budget year:
TOTAL POTENTIAL SOURCES'
$125,000
$ 25,000
$100,000
$ 50,000
$200,000
$500,000
CRA PLAN, PROGRAM OR PROJECT: Downtown Vision and
Master Plan, eRA Redevelopment Plan
RECOMMENDATIONS/OPTIONS: Provide direction to staff.
CUd 12-~
Vivian 1. Brooks
Interim Executive Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-1-2011 Special Meeting\Kaufman Lynn.doc
~~~~Y~T8~ eRA
iIIi East Side...West Side...Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011 (Tabled 1/11/11 & 2/1/11)
I Consent Agenda I X I Old Business I I
New Business
Legal I I Executive Director's Report
SUBJECT: Results of CMAR Request for Proposals for the three Ocean Avenue Projects (Amphitheater,
Ruth Jones Cottage and Marina Entry)
SUMMARY: After obtaining CRA Board approval at the September 14, 2010 meeting, CRA staff
issued an RFP for Construction Management at Risk (CMAR) Services for the Ruth Jones Cottage
Relocation and Renovation, Boynton Harbor Marina Entry Feature & open space and the Ocean
Avenue Amphitheater projects (See Attachment 1). Sixteen General Contracting CMAR firms
interested in the projects attended the October 12, 2010, mandatory CMAR RFP pre-bid meeting.
As of the CMAR RFP deadline on November 10, 2010, two responses were received; one from The
Morganti Group in the amount of $1 ,266,000 and the second from JMW Construction in the amount of
$1,068,650. Both responses were deemed to be responsive to the RFP and both met the submission
requirements. Staff was requested by a Board member to get more detailed bid information from both
respondents. In addition, the CRA' s architectural consultant inadvertently left out design details of the
marina entry tower in the RFP documents that provided beneficial information to the proposers. The
drawings were sent to the two proposers and both have responded to the request for cost impacts, if
any, to their original proposals. After obtaining the additional tower feature details, The Morganti
Group stated "no impact" to their original total proposal price as submitted of $1,266,000 and JMW
Construction had an upward adjustment to their original submission bringing their total for the three
projects to $1,263,250 (See Attachment 2).
The two CMAR RFP Proposals were reviewed by the architectural & landscaping firms responsible for
production of the design/construction plans from permitting through the projects' physical completion.
Senior Project Managers from both REG Architects and VHB MillerSellen provided the CRA with
their analysis and recommendations in addition to staff's RFP Proposal cost breakdown (See
Attachment 3).
FISCAL IMPACT: To be determined (see chart below).
Total Proposal Approved Budget Budget Deficit
Cost Amount
$953,388 $770,000 ($183,388)
$1,263,250 $770,000 ($493,250)
M0rgattti 6to'up $1,266,000 $770,000 ($496,000)
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\CMAR RFP.doc
/' \ ;;:;;;",
"
~~~~Y~T8~ eRA
Iii East Side ~ West S.,de- Seaside Renaissance
eRA PLAN, PROGRAM OR PROJECT:
Redevelopment Plan
RECOMMENDATIONS/OPTIONS: The Board can take a number of actions including, but not
limited to:
Downtown Vision and Master Plan, CRA
1. Select one of the two responses to the RFP to construct the Amphitheatre and the Marina Entry
Feature/Open Space projects and enter into the attached Contract for Construction Management
at Risk Services. This will allow the Agency to stay close to the amount budgeted.
2. Select one of the two responses to the RFP to construct all three projects. Approve a budget
amendment in the appropriate amount to cover the difference between the approved budget
amount and the selected respondent's price. Below are funds that potentially could be used to
cover the cost difference:
Economic Development Programs
Holiday Event
Ocean Breeze Model Home
Remaining in ED Salary line item:
Rollover from 09/1 0 budget year:
TOTAL POTENTIAL SOURCES:
$125,000
$ 25,000
$100,000
$ 50,000
$200.000
$500,000
3. Reject both responses and withdraw the RFP. Do not do the three projects and reallocate the
funds.
4. Reject both responses and withdraw the RFP. Approve a Task Order under the Agency's
Continuing Contract with Kaufman Lynn to construct two of the three projects (See Agenda Item
III ).
5. Reject both responses and withdraw the RFP. Approve a Task Order under the Agency's
Continuing Contract with Kaufman Lynn to construct all three projects (Task Order Attached).
Approve a budget amendment in the appropriate amount to cover the difference in pricing from
Kaufman Lynn and the Agency's budgeted amount for the projects. Potential source of funds to
cover the cost difference are shown above.
L{b~~
Vivian L. Brooks
Interim Executive Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 _ 2011 Board
Meetings\2-B-2011 Meeting\CMAR RFP.doc
XII. OLD BUSINESS:
D. Continuation of Construction Manager at Risk
Tabled 1/11/11 & 2/1/11
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I"NmES. 'M1M fUlIII).l STATUlt .....' FOR PRO'1ltlICIrlI 01'" \lIJEJIOIIICUNl GAS I'lPE l.NE$.
;~":: PUldIMTIE~ IV tHE CTYPRICIt TO :: ;:=::.~:::::.: ~~~H:;nt
;So ~ ':.o..~,,~ca:::.~ ~'::~ ~a :=:=T ElOS1lNC IIHTM'( SEllEJIMAHHCU 11JPS N<<I \lAlIoE BOll: cmos
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5. H CClIf1ItAC'RIIt.SWJ.IMM"_" QlMENT APfIfIlMD SET OF ~ 20. DIS1ItG lASE: 1lA1DIIAL lHAT IS IlDKMD IlUllNO CCNS1RUC1lON $HALL NOT II[
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C-4. . . , . . , . Civil Plan
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FOR: COMMUNITY REDEVELOPMENT AGENCY (CRA)
OCEAN AVENUE & SE 4th STREET
BOYNTON BEACH, FLORIDA 33435
REG PROJEcrNo. 09014.08
---
---
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OCEAN AVENUE & SE 4th STREET
BOYNTON BEACH, FLORIDA 33435
REG PROJECI' No. 09014.08
--
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SEPTEMBER 28, 2010
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H:\1988\880508\BBCRA\CONTINUING CONTRACT TASK ORDER doc
8. This Task Order is a sub-obligation ofthe 2007 Agreement between the parties and all
terms and conditions of the 2007 Agreement apply as though stated herein unless modified b)
this document.
IN WITNESS WHEREOF, the parties to these presents have hereto set their hands the year
and date first above written.
Signed, sealed and witnessed
in the presence of:
BOYNTON BEACH COMMUNITY
REDEVELOPMENT AGENCY
Attest:
Print Name
Jose Rodriguez, CRA Chairman
Attest:
Print Name
Signed, sealed and witnessed
in the presence of:
CONTRACTOR
Attest:
Print Name
Attest:
Print Name
State of Florida
)
) ss:
)
County of Palm Beach
On this
day of
, 2010, personally appeared before me, duly
authorized to administer oaths,
known to be the persons described herein or who has produced
as identification and who executed the foregoing
instrument and has acknowledged before me that they have executed same.
Notary Public
My Commission Expires:
I
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· all contingencies,
· overhead, profit,
· over-run costs,
· insurance required by the CRA,
· cost of permits,
· cost of bond,
· all loss or damage arising out of the nature of the Work, or from the action of
the elements or from any unforeseen difficulties or obstructions which may
arise or be encountered in the execution of the Work until its acceptance by
CRA,
· for all risks of every description connected with the Work,
· for all expenses incurred by or in consequence of the suspenSIOn or
discontinuance of Work, and
· for well and faithful completion of the Work in the manner and according to
the Contract Documents and the requirements of the CRA under them.
The foregoing list of inclusive obligations is for illustration purposes and does not constitute a
limit on KAUFMAN LYNN'S obligation to perform its services for the completion of the
Projects for the Guaranteed Maximum Price stated above.
4. That CRA will fix the starting date of the Work and issue a Notice to Proceed after the
date of approval of the Contract by CRA. The CM shall fully complete all the Work of the
Contract, in first class working order and ready for acceptance by CRA, on or before the
expiration of One Hundred Eighty (180) calendar days from the issuance of the Notice to
Proceed. The CM will pay to the CRA the sum of One Hundred Fifty and 00 Dollars
($150.00) for each day completion is delayed beyond the time prescribed, in accordance with
the Contract General Conditions, Article 7.02, Delay in Completion-Liquidated Damages.
5. That should there be any conflict between the terms of this Continuing Contract Task
Order and the other Contract Documents, the other Contract Documents shall control.
6. All contractors and sub-contractors who perform work on the Projects are required by
law to be licensed and regulated by the Contractor's State License Board. Any questions
concerning a contractor may be referred to the registrar of the Board.
7. That any notice to CRA may be served effectually upon CRA by delivering it in
writing, addressed to:
Boynton Beach Community Redevelopment Agency
Attn: Vivian Brooks
915 S. Federal Highway
Boynton Beach, FL 33435
That any notice to KAUFMAN LYNN may be served effectually upon delivering it in
writing, addressed to 606 Banyan Trail, Boca Raton, Fla. 33431.
CONTINUING CONTRACT TASK ORDER
FOR CONSTRUCTION MANAGEMENT AT RISK SERVICES
THIS CONTRACT, made on , BY AND BETWEEN BOYNTON BEACH
COMMUNITY REDEVELOPMENT AGENCY, a Florida public body corporate and politic
created pursuant to Part III of Chapter 163, Section 356, Florida Statutes, hereinafter referred
to as the "CRA", and KAUFMAN LYNN CONSTRUCTION, INC, 622 Banyan Trail, Suite
300, Boca Raton, Fla. 33431, hereafter referred to as "KAUFMAN LYNN".
WITNESSETH
1. The CRA and KAUFMAN LYNN are parties to a General Contracting/Construction
Management/Consulting Agreement dated July 3, 2007 (hereinafter "2007 Agreement").
2. The Scope of Services of the 2007 Agreement provides that KAUFMAN LYNN will provide construction
management services to the CRA on request.
3. The Compensation provision for the 2007 Agreement provides for negotiation of a lump
sum not to exceed fee for services which can be clearly outlined by the parties.
4. The CRA has heretofore clearly defined construction management at risk services for the
following projects: Ocean Avenue Amphitheatre, Boynton Harbor Marina Entry Area, and
the Jones Cottage Relocation and Renovation.
5. The CRA, not satisfied with proposals submitted in response to a recent RFP seeking construction
management services has rejected those proposals and now elects to use the services of
KAUFMAN LYNN as authorized in the 2007 Agreement.
6. The CRA and KAUFMAN LYNN have reached agreement whereby KAUFMAN LYNN will act
as the Construction Manager at Risk ("CM@R") to provide completion of the CRA Projects as
more particularly described in Attachments 1,2 and 3, for a lump sum fee hereinafter described.
NOW THEREFORE, in consideration of the mutual covenants expressed herein, the CRA and
KAUFMAN LYNN agree as follows:
1. That KAUFMAN LYNN, in consideration of the payments, covenants and
agreements herein agrees to provide construction management services to the CRA, to at its
own proper cost and expense, and to furnish all labor, materials, and equipment, and to
perform all Work necessary to construct and complete in a good workmanlike and substantial
manner, and to the satisfaction of the CRA, the following projects;
1. Ocean Avenue Amphitheatre -100% Construction Drawings (Attach. 1)
2. Boynton Harbor Marina Entry Area-l 00% Construction Drawings (Attach. 2)
3. Jones Cottage Relocation and Renovation-l 00% Construction Drawings (Attach. 3)
2. The Work shall be performed in accordance with the Construction Documents (as
defined in the Contract General Conditions, Article 1, Definitions) as approved by the CRA
and are made a part of this agreement by this reference.
3. The CM agrees that the total cost to the CRA for completion of all Projects listed
above is NINE HUNDRED FIFTY-THREE THOUSAND THREE HUNDRED EIGHTY-
EIGHT DOLLARS AND 00/100 ($953,388.00) and that such cost is a Guaranteed Maximum
Price inclusive of:
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1
BOYNTON BEACH
COMMUNITY REDEVELOPMENT AGENCY
REQUEST FOR
STATEMENTS OF QUALIFICATION
For
General Contracting or Construction Management
to be provided on an on-going and/or rotating basis
Background:
The Boynton Beach Community Redevelopment Agency (CRA) is seeking statements of
qualifications for qualified general contractors or construction managers for
preconstruction and construction services to be provided on an on-going andlor rotating
basis. Services desired include, but shall not be limited to, preconstruction cost
estimating, constlUctability analysis, and value engineering as weIl as construction andlor
construction management.
The CRA guides redevelopment activities that will create a vibrant downtown core and
revitalized neighborhoods within the +/- 1,650 acre district in eastern Boynton Beach.
Since adoption of the Boynton Beach 20/20 Redevelopment Master Plan in 1998 and
component strategic plans in subsequent years, the redevelopment area had grown
physically and tax increment revenues have also grown tremendously.
This physical and fiscal growth has enabled the CRA to undertake and complete projects
such as the Boynton Beach Boulevard Extension and Promenade. These projects feature
the extension of Boynton Beach Boulevard, a pedestrian and vehicular gateway linking
the Promenade to the Marina area and the Promenade pedestrian element leading
pedestrians past "Pete's Pond" Park eastward along the marina boat slips to the
Intracoastal Waterway.
This area provides the community an events area with permanent public accommodations
such as restrooms, water fountains, temporary stage areas, trash receptacles, shade and
seating areas. The area has several sites for public art to add attractions along the walk
with shade created from imitation "sails" of fabric providing comfort and visually tying
the Promenade look to the adjacent marina.
Other projects include the CRA's recent purchase of the 1927 High School in the Town
Square area and the Two Georges Marina along the waterfront. In partnership with the
recently selected Five Towns CoIlege from Dix Hills, New York, the CRA will help to
transform the Town Square area into a vibrant center of civic, cultural and recreational
uses as a western anchor to the downtown core, which now includes the City's WiFi
system. At the eastern end of that core area, the Two Georges Marina area includes a 24-
slip marina and office, and will ensure residents public access to waterways for
generations to come.
The CRA is also committed to affordable housing. The CRA has recently launched a
down payment assistance program to put homeownership within reach for local residents.
Up to $50,000 in interest free down payment assistance is available to qualified
individuals and families trying to buy a home within the redevelopment area. This
program is funded using State Housing Initiatives Partnership funds and is administered
through the Boynton Beach Faith Based Community Development Corporation.
Future City/CRA projects include public improvements to Wilson, Intracoastal and
Jaycees Parks, as well as the Town Square area. These projects may include public
buildings, landscape and hardscape improvements intended to enhance the public's use of
these areas. In addition, the CRA has recently approved a master developer to negotiate
for the Heart of Boynton project which will include construction a mix of commercial
and residential uses with complementary public improvements needed to support the
private development.
In order to accomplish the numerous public improvement projects that are being
considered it is the CRA' s intent to select a maximum of three qualified general
contractors or construction managers (GC/CM). The CRA intends that contractors or
construction managers selected will provide on-going services on a rotating basis or other
basis as determined at the sole discretion of the CRA. It is anticipated that construction
projects on which the selected GC/CM may be asked to provide preconstruction and
construction services would include, but may not be limited to:
. Upgrades, reconstruction or new construction of underground and/or overhead
utilities, including undergrounding of existing overhead utilities;
. Upgrades, reconstruction or new construction of roadway and storm drainage
improvements;
. Streetscapes including but not limited to enhancements to pedestrian
improvements such as decorative paving, pedestrian lighting, landscaping, street
furnishings, and street graphics;
. Renovations, reconstruction or new construction of public parks and related park
improvements including but not limited to landscape, hardscape and public
buildings such as restrooms, pavilions, etc.;
. Renovation, restoration and/or remodeling of existing buildings of an historic
character;
. Renovations, reconstruction or new construction of residential structures for
affordable housing purposes; and,
. Other projects at the sole and absolute discretion ofthe CRA.
Preconstruction and construction services that may be needed include, but may not be
limited to:
. Cost estimating. Throughout the design process for conceptual plans, preliminary
designs and construction documents as may be prepared by CRA design
consultants, the GC/CM would provide construction cost estimates for budgetary
purposes as well as for construction.
2
· Constructability analysis. Throughout the design process for conceptual plans,
preliminary designs and construction documents as may be prepared by CRA
design consultants, the GC/CM would provide analysis of the various aspects of
the designs to ensure that the projects are constructable in accordance with the
CRA's development program, and/or identify construction issues and make
recommendations for adjustment.
· Value engineering. Throughout the design process the GC/CM would provide
detailed evaluation of the proposed preliminary designs and construction
documents and make recommendations on appropriate changes that would assist
in controlling project costs. '
· Construction and/or construction management. GC/CM will be responsible for
construction of improvements including but not necessarily limited to the types of
projects described above with the specific scope of work, method of contracting
and compensation to the GC/CM to be determined at that time,
The CRA will consider statements of qualifications from firms offering services on a
single category of services as well as combinations of any or all services noted above.
Statements of Qualification
Interested firms shall provide the following information in the following fonnat:
Section I - Cover letter - Section I shall include a cover letter which will provide a brief
summary of the firm, what category(ies) of services the finn is desirous of being
considered for, and who the principal point of contact will be for the services. It is the
desire of the CRA to have one (1) point of contact for any and all services.
Section II - Finns qualifications - Section II shall provide a detailed description of the
firm in relationship to the services being offered. This section shall include:
· A detailed description of experience and qualifications for the services being
offered including but not necessarily limited to:
o Years providing the services being proposed.
o References for similar services being proposed.
o List of projects.
· Organizational chart listing the principal point of contact, key professional staff,
and other key support staff who are anticipated to work on CRA projects, and
illustrating how the company is organized to provide the services being offered.
· Any licenses, certifications or other related professional credentials held by the
company, including a certificate of good standing from the Secretary of State,
Division of Corporations,
. Information on professional liability, workers compensation and other appropriate
insurances canied by the company.
. Bonding capacity.
. List and description of any outstanding claims against the company.
3
. List and description of any projects from which the company has been relieved of
duty.
. Other appropriate information as determined by the company.
Section III - Key personnel qualifications - Section III shall provide a detailed
description of the individuals and their qualifications in relationship to the services being
offered. This section shall include:
. A list of each person anticipated to provide service for the CRA under this
solicitation and their relevant experience including: .
o Education.
o Years of experience.
o References for similar services being proposed.
o List of projects.
o Any licenses, certifications or other related professional credentials held
by the individual.
o Other appropriate infonnation as determined by the company.
Companies which offer their services for any category of service noted above
acknowledge that the personnel described in their statements of qualification are an
important component to selection. Further, it is the obligation of any firm selected to
immediately notify the CRA if one or more of the key persOlUlel become unavailable to
work on CRA projects on either a permanent or temporary basis. Removal, replacement
and/or substitution of any key personnel may cause the company to be disqualified from
providing service to the CRA at the CRA's sole and absolute discretion.
Section IV - General Business Terms - Section IV shall provide the general business
terms under which the company typically provides services. Those general business
terms shall include:
. Typical method of contracting - the company shall provide information on their
typical method of contracting for preconstlUction and construction services, and if
the company utilizes standard American Institute of Architects (AIA) contracts.
For preconstruction services, companies offering their qualifications for
consideration agree to provide services, as appropriate, under the following fee
structures:
o Lump sum fee. When a scope of services can be clearly outlined and the
level of effort for those services can be determined, the CRA shall require
the consultant to perform said services for a lump sum fee based on an
anticipated level of services applied to the hourly rates required herein.
o Hourly/Not-to-Exceed. When a scope of services cannot be clearly
defined in terms of level of effort or the level of effort of a defined scope
of services cannot be precisely defined, the CRA will consent to an hourly
billing on a not-to-exceed dollar amount basis. The CRA will require that
when billings reach 75% of the not-to-exceed amolmt, the consultant must
4
notify the CRA in writing and provide an estimate of the level of effort to
complete the work assigned. At the CRA's sole and absolute discretion
the services may be allowed to continue or the CRA may elect to
terminate the services and the firm if sufficient progress has not been
made on the project
Construction services companies offering their qualifications must acknowledge
that it is the CRA's preference to utilize methods of contracting including, the
Cost Plus, the CM at Risk with a GMP or negotiated contract.
· Contract fOlm - the company shall provide their standard form written contract
which is used with other similar construction services. The CRA shall consider
the standard form and at the CRA' s sole and absolute discretion may reject or
revise certain provisions jf they are determined to be unacceptable, or may
propose its own contract.
· Term and Termination - the CRA intends to enter into agreements with selected
firms for up to one (1) year with the option for up to four (4) annual renewals
subject to the mutual agreement of both parties. Services may be tenninated by
either party with 30-days written notice to the other.
Selection Process:
All statements of qualification are encouraged to be brief and to the point. The CRA
plans to review the responses and may conduct interviews prior to establishing a short list
of finns for selection. Statements of qualification will be reviewed, rated and ranked
based on the following:
· Firms qualifications
· Qualification of key persOlmel
· Acceptability of fee structure for preconstruction services
· Acceptability of contracting method for construction services
The CRA reserves the right to consider any and all information provided by the company
in its statement of qualifications and to accept or reject any or all statements at the CRA's
sole and absolute discretion. Interested parties are required to submit one (1) unbound
original and 15 copies of their statements of qualification on or before February 28, 2007,
3:00 pm to:
Lisa Bright, Executive Director
Boynton Beach CRA
915 South Federal Highway
Boynton Beach, FL 33435
5
Timeline:
January 28, 2007
February 9, 2007
February 28, 2007
March 13,2007
Publication of Notice
Voluntary Pre-proposal meeting for interested parties at 9:00
Proposal packages due to CRA office by 3:00 pm
Selection of short list of proposers by CRA Board of Directions
Facsimile transmissions and electronic submissions will not be accepted. Any responses
received by the CRA after 3:00 pm on February 28, 2007 will be rejected and returned,
unopened, to the proposer. Any question regarding whether a submittal has been
submitted timely shall be resolved by reference to the time kept by the CRA's
receptionist or delegated representative for the receipt of submittals.
The CRA staff will review the statements of qualification and intends to short list two or
three firms, but may select more or less at staffs sole and absolute discretion. Upon
short-listing, staff may request that its board of directors approve preconstruction services
agreements to be executed with each firm selected outlining the general services to be
provided, the rates of pay and method of providing services. This preconstruction
services agreement will not serve as a notice to proceed but will provide the basis for
future notices to proceed on specific projects. Specific projects will be contracted for
only after nmds are appropriated (as needed) and a written notice to proceed is issued.
Contacts:
All correspondence and requests for information regarding the request for proposals,
should be directed to:
Vivian L. Brooks
CRA Planning Director
Boynton Beach CRA
915 S. Federal Highway
Boynton Beach, FL 33435
E-mail brooksvi@ci.boynton-beach.flus
Telephone: (561) 737-3256
Protests:
Any and all decisions by the CRA Board to modify the schedule described herein,
requests for additional information, reject insufficient or unclear proposals, formulate an
objective point system for review, rate and rank proposals, negotiate agreements,
abandon negotiations, approve agreements, etc., shall be at the CRA's sole discretion and
no protests whatsoever shall be considered by the CRA Board. Submittal of a reply to
this RFP on the part of any and all proposers constitutes acceptance of this policy.
Public Records
6
Florida law provides that records of a public agency shall at all times be open for
personal inspection by any person. Section ] 19.0], F,S., The Public Records Law.
Information and materials received by the CRA, in cOilllection with a submittal shall be
deemed to be public records subject to public inspection. However, certain exemptions to
the public records law are statutorily provided for in Section 119.07, F.S. If the Proposer
believes any of the information contained in its Submittal of Proposals is exempt from the
Public Records Law, then the Proposer must in its response specifically identify the
material which is deemed to be exempt and cite the legal authority for the exemption and
the CRA will evaluate the material to detennine whether it is exempt from the Public
Records Law. Otherwise. the CRA will treat all materials received as public records:
Public Entity Crimes
"A person or affiliate who has been placed on the convicted vendor list following a
conviction for a public entity crime may not submit Proposals, bids or qualifications (as
applicable), in response to a solicitation for said products/services in support of a public
entity, and may not submit qualifications, a proposal or bid on a contract with a public
entity for the construction or repair of a public building or public work, may not submit
bids on leases of real property to a public entity, may not be awarded or perfonn work as
a contractor, supplier, subcontractor, or consultant lmder a contract with any public
entity, and may not transact business with any public entity in excess of the threshold
amount provided in Section 287.017, for CATEGORY TWO for a period of 36 months
from the date of being placed on the convicted vendor list."
Drug Free Workplace Celiification
All Proposers must complete and sign the attached "Drug Free Workplace Certification
by Vendor", and submit it with their Proposals. Failure to do so may result in rejection of
the proposal.
7
CERTIFICATION OF DRUG FREE WORKPLACE PROGRAM
I certify the firm of responding to this RFP
maintains a drug-free workplace program, and that the following conditions are met:
(1) We publish a statement notifying employees that the unlawful manufacture,
distribution, dispensing, possession, or use of a controlled substance is prohibited in-the
workplace; and specifying that actions will be taken against employees for violations of
~~~. .
(2) We inform employees about the dangers of drug abuse in the workplace, the
company's policy of maintaining a drug-free workplace, any available drug counseling,
rehabilitation, and employee assistance programs, and the penalties that may be imposed
upon employees for drug abuse violations.
(3) We give each employee engaged in providing the commodities or contractual services
included in this RFP a copy of the statement specified in Subsection (1).
(4) In the statement specified in Subsection (1), we notify the employee that, as a
condition of working in the commodities or contractual services covered under this RFP,
they will abide by the terms of the statement; and will notify the employer of any
conviction of, or plea of guilty or nolo contendere to any violation of Chapter 893 or any
controlled substance law of the United States or any state, for a violation occurring in the
workplace 110 later than five (5) days after such conviction.
(5) We impose a sanction on, or require the satisfactory participation in a drug abuse
assistance or rehabilitation program if such is available in the employee's commWlity, by
any employee who is convicted.
(6) We make a good faith effort to continue to maintain a drug-free workplace through
implementation of this section.
As the person authorized to sign the statement, I certify that this firm complies fully with
the above requirements.
Authorized Signature:
Date
Name & Title (typed)
8
2
Meeting Minutes
Community Redevelopment Agency
Boynton Beach, Florida
April 10, 2007
Ms. Horenburger clarified and emphasized the intent of her motion was to proceed with the
acquisition in the corridor as it was the CRA's responsibility.
~
A vote was taken on the motion and unanimously passed.
IX_ Old Business
A. Approval of a Transit Study Contract between CRA and PBSSU.
(Chair Tillman passed the gavel to Vice Chair Norem and left the dais at 7:28 p.m.)
Vivian Brooks, Planning Director, explained the County requires a transit study and this item
related to a Transportation Concurrency Exception Area (TCEA) overlay area in the downtown.
The contract would allow the study to be conducted and completed within six months. The
report would then be forwarded to the County so they would be compliant with the TCEA
standards.
Motion
Ms. Heavilin moved to approve. Ms. Horenburger seconded the motion.
The County's letter was unclear on whether the CRA would need to go back and revisit the
transit plan, contingent on the amount of development that occurs. Currently, there was not
enough development to create an impact, but the County still wanted the study. An hourly rate
was attached to the contract in case the issue needed to be revisited.
~
There was a vote on the motion that passed 6-0 (Chair Tillman not present for the vote).
B. Approval of Recommended General Contracting Firms to Negotiate a Continuing
Contract.
Ms. Brooks announced they received 11 responses to their solicitations. There was work that
could be done on the marina and it was time consuming to go out to bid each time. The CRA
needed contractors to oversee different specialties and was seeking to enter into a one-year
contract with three firms to be used on a rotating basis with the ability of renegotiating an
additional four years. They learned, with Burkhardt Construction, that doing so was an
expensive process. The CRA was considering several projects for the area, which predicated the
need for the other contractors.
Chair Tillman returned to the dais at 7:30 p.m.
7
Meeting Minutes
Community Redevelopment Agency
Boynton Beach, Florida
April 10, 2007
Ms. Brooks reviewed Hedrick Brothers Construction had historic experience and were
Leadership in Energy and Environmental Design (lEEDS) Certified, and Kaufman and lynn, Inc.
had municipal experience.
Motion
Vice Chair Norem moved to approve. Ms. Heavilin seconded the motion.
Rev. Chaney asked if smaller, minority contractors were considered. Ms. Brooks responded one
minority contractor applied and the information was included in the RFP as part of the criteria to
use local labor. Mr. Sims agreed with Rev. Chaney and thought minority contractors should be
used when possible.
Ms. Bright explained the renewal would be automatic provided there were no performance
issues. Chair Tillman did not want the renewals to be automatic. He thought without minority
participation there would be bad feelings.
Dale Hedrick, Hedrick Brothers Construction, addressed the board and indicated he had
minorities on board and throughout his company. He had worked for the school board, which
required minority participation and had Milton Grey, who uses several minority subs. He
reported they met all of the minority requirements.
Ms_ Lisa King, of Kaufman Lynn, Inc. highlighted her firms minority participation. They made
it a point to use local subcontractors and met all of the minority requirements.
~
Motion unanimously passed.
C. Presentations and Selection by Top Three Proposers for the Downtown Master Plan
Visioning & Implementation
Ms. Brooks reported she had received 19 proposals. A committee comprised of Mathew Barnes,
Planner for Charlie Siemen in Boca Raton; Quintus Greene, Development Director; Mike Rumpf,
Planning Director; Melissa Hudson of Lennar Homes and herself reviewed the proposals. Three
firms were short-listed for consideration. They were EDAW Inc, Peter Smith & Company and
Torti Gallas.
Ellen Heath, Principal with EDAW made the first presentation. She explained the firm was an
international firm with extensive experience and cOlleagues based in Florida. Ms. Heath
introduced her team and reviewed her presentation, which is on file in the City Clerk's Office.
Ms. Heath indicated they were looking to build on the vision for the downtown area. She noted
market reality was an important part of the project, as was appropriate density.
Ms. Heath explained the firm would work in a partnership arrangement with the CRA and
communication was the key. She emphasized the firm used many different techniques
8
3
GENERAL CONTRACTING/CONSTRUCTION MANAGEMENT/CONSULTING
AGREEMENT
IS AN AGREEMENT ("Agreement"), entered into this Z day of
, between the Boynton Beach Community Redevelopme~Agency,
hereinafte referred to as "CRA" , and Kaufman Lynn, Inc. authorized to do business in
the State of Florida, hereinafter referred to as the "CONSULTANT."
WHEREAS, the eRA issued a Request for Statements of Qualifications
on January 28,2007; and
WHEREAS, CONSULTANT timely submitted its response to the Request
for Statements of Qualifications; and
WHEREAS, the CRA has investigated the qualifications of the
CONSULTANT to perform the WORK herein contemplated and found them
satisfactory; and
WHEREAS, the CRA Board selected CONSULTANT, along with two
other general contracting/construction management consultants, at its regularly
scheduled meeting on March 13, 2007; and
WHEREAS, the CRA agrees to retain the CONSULTANT for general
contracting/construction management services on various CRA projects on an
ongoing and/or rotating basis for the time period described herein; and
WHEREAS, as a result of the aforementioned, the eRA agrees to enter
into this Agreement with the CONSULTANT; and
NOW, THEREFORE, in consideration of the premises and the mutual
covenants herein contained, the CRA agrees to employ the CONSULTANT and
the CONSULTANT agrees to peliorm all general contracting and/or construction
management services in connection with various CRA projects as needed, for
the total duration of this Agreement. and any and all extensions. upon the
following terms and conditions; namely:
1. SCOPE OF SERVICES.
A. The following services may be requested by CRA on a continuing or
rotating basis:
1. Cost estimating.
2. Construction analysis.
3. Value engineering.
4. Construction and/or construction management.
B. CONSULTANT may be called upon for general contracting or
construction management services for the following types of CRA projects:
1. Upgrades, reconstruction or new construction of undergrounds and/or
overhead utilities, including under-grounding of existing overhead utilities.
2. Upgrades, reconstruction or new construction of roadway and storm drainage
improvements.
3. Streetscapes including but not limited to enhancements to pedestrian
improvements such as decorative paving, pedestrian lighting, landscaping,
street furnishings, and street graphics.
4. Renovations, reconstruction or new construction of public parks and related
park improvements including but not limited to landscape, hardscape and
public buildings such as restrooms, pavilions, etc.
5. Renovation, restoration and/or remodeling of existing buildings of an historic
character.
6. Renovations, reconstruction or new construction of residential structures for
affordable housing purposes.
7. Other projects at the sole and absolute discretion of the CRA.
2. GENERAL PROVISIONS.
A. For each CRA project upon which CONSULTANT'S services are
requested, CONSULTANT and CRA will negotiate a separate agreement to include a
Scope of Work and/or Notice to Proceed.
B. The CRA reserves, at all times, the right to perform any and all general
contracting and/or construction management services or work with other general
contractors and/or construction managers. This Agreement does not confer on the
CONSULTANT any exclusive rights to CRA work, nor does it obligate the CRA in any
manner to guarantee work for the CONSULTANT. The CONSULTANT may submit
proposals for any professional services for which proposals may be publicly solicited by
the CRA outside of this Agreement.
C. The parties agree that any future agreement for each specific eRA
project will incorporate a fee structure, as outlined in the applicable Request for
Statements of Qualifications, based upon a Lump Sum Fee or an Hourly/Not to Exceed
Fee.
D. The CRA agrees that it will furnish to the CONSULTANT plans and other
relevant available data in the CRA files pertaining to the work to be performed as soon
as possible after issuance of each Notice to Proceed.
E. The CONSULTANT will submit a proposal upon the CRA's request prior
to the issuance of a Scope of Work andlor Notice to Proceed. No payment will be made
for the CONSULTANT's time and services in connection with the preparation of any
such proposal. Fees for pre-construction and construction services shall be negotiated
separately for each project.
F. The CRA agrees to designate, when necessary, a representative who
shall examine the documents submitted by the CONSULTANT and shall render
decisions pertaining thereto promptly, to avoid unreasonable delay in the progress of the
CONSULTANTS services.
3. TERM AND TERMINATION. The term of this Agreement shall commence
upon the Effective Date of this Agreement and shall be for one (1) year and shall
automatically renew for four (4) additional one (1) year terms unless either party
provides written notice of its desire not to extend the applicable term at least thirty (30)
days prior to the expiration date.
4. TIMING OF THE WORK. The services to be rendered by the CONSULTANT
for any work shall be commenced upon written Notice to Proceed from the CRA and
shall be completed within the time based on reasonable determination, stated in the
Notice to Proceed.
5. COMPENSATION.
The CONSULTANT agrees to negotiate a lump sum fee (when a scope of
services can be clearly outlined and the level of effort and cost of the work for those
services can be determined, and must include all wages, benefits, overhead, profit,
subconsultant fees, and expenses for the WORK and will not be increased unless there
is a change in the Scope of Work), an hourly/not-to-exceed fee (when a scope of
services cannot be clearly defined in terms of level of effort and cost of work or a defined
scope of services cannot be precisely defined, subject to the requirement that when
billings reach 75% of the not-to-exceed amount, the CONSULTANT must notify the CRA
in writing and provide an estimate of the level of effort to complete the work assigned
and it is within the CRA's sole and absolute discretion as to whether to continue
CONSULTANT'S services or terminate the services), or a combination of the two. Upon
agreement of a fee, the Executive Director of the CRA or his or her designee will issue a
written Notice to Proceed to the CONSULTANT.
6. PAYMENT.
The CRA will make monthly payments or partial payments to the CONSULTANT
for all authorized WORK performed during the previous calendar month within thirty
(30) days of submittal of each invoice. The CONSULTANT shall submit invoices to the
Executive Director or his or her designee and provide the following information:
1. The amount of the invoices submitted shall be the amount due for all WORK
performed to date as certified by the CONSULTANT.
2. The request for payment shall Include the following information:
a. Total Contract amount.
b. Percent of work complete.
c. Amount earned.
d. Amount previously billed.
e. Amount due this invoice.
f. Summary of work done this billing Period.
g. Invoices number and date.
h. Purchase Order number.
7. OWNERSHIP OF DOCUMENTS
All reports and reproducible plans, and other data developed by the
CONSULTANT for the purpose of this Agreement shall become the property of the CRA
without restriction or limitation in connection with the owners use and occupancy of the
project. Reuse of these documents without written agreement from the CONSULTANT
shall be at the CRA'S sole risk and without liability and any legal exposure to the
CONSULTANT.
8. COURT APPEARANCES, CONFERENCES AND HEARINGS
Nothing in this contract shall obligate the CONSULTANT to prepare for or appear
in litigation on behalf of the CRA, except in consideration of additional compensation,
and except for any dispute arising out of this contract. The amount of such
compensation shall be mutually agreed upon receipt of written authorization from the
Executive Director prior to performance of a court appearance and conference.
The CONSULTANT shall confer with the CRA at any time during construction of
the improvements herein contemplated as to interpretation of plans, correction of errors
and omissions and preparation of any necessary plan thereof to correct such errors and
omissions or clarify without added compensation.
9. AUDIT RIGHTS
The CRA reserves the right to audit the records of the CONSULTANT related to
this Agreement at any time during the execution of the WORK included herein and for a
period of one year after final payment is made.
10. SUBLETTINGI ASSIGNING
The CONSULTANT shall not sublet, assign, or transfer any WORK under this
Agreement without the prior written consent of the CRA.
11. DEFAULT
In the event either party fails to comply with the provisions of this Agreement, the
aggrieved party may declare the other party in default and notify such party in writing,
providing a reasonable time to cure the default but no less than seven (7) days unless it
is an emergency situation. In the event the default is not timely cured, the Agreement
may be terminated and the CONSULTANT will only be compensated for any
professional services actually performed. In the event partial payment has been made
for such professional services not performed, the CONSULTANT shall return such sums
to the CRA within ten (10) days after notice"that said sums are due.
12. INSURANCE AND INDEMNIFICATION
The CONSULTANT shall not commence WORK on this Agreement until it has
obtained all insurance required under this Agreement and such insurance has been
approved by the CRA. All insurance policies shall be issued by companies authorized to
do business under the laws of the State of Florida. The CONSULTANT shall furnish
Certificates of Insurance to the CRA's representative. The Certificates shall clearly
indicate that the CONSULTANT has obtained Insurance of the type, amount, and
classification as required for strict compliance with this Agreement and that no material
change or cancellation of the insurance shall be effective without thirty (30) days prior
written notice to the CRA's representative. Compliance with the foregoing requirements
shall not relieve the CONSULTANT of its liability and obligations under this Agreement.
CONSULTANT shall, at its sole expense, agree to maintain in full force and
effect at all times during the life of this Contract, insurance coverages, limits, including
endorsements, as described herein. The requirements contained herein, as well as
CRA's review or acceptance of insurance maintained by CONSULTANT, are not
intended to and shall not in any manner limit or qualify the liabilities and obligations
assumed by CONSULTANT under the contract. By virtue of this Agreement, CRA's
indemnification obligations shall not exceed the statutory limits described within Section
768.28, Florida Statutes, and CRA does not otherwise waive its sovereign immunity
rights.
A. PROFESSIONAL LIABILITY
CONSULTANT shall agree to maintain Professional Liability, or equivalent Errors
& Omissions Liability at a limit of liability not less than $1,000,000 Per
Occurrence. When a self~insured retention (SIR) or deductible exceeds $25,000
the CRA reserves the right, but not the obligation, to review and request a copy
of CONSULTANT'S most recent annual report or audited financial statement. For
policies written on a uClaims-Made" basis, CONSULTANT warrants the
Retroactive Date equals or precedes the effective date of this contract
(Certificate of Insurance shall sDecifv: Retfo date - Full Drior 8cts coveraoe
8DD/iest In the event the policy is canceled, non- renewed, switched to an
Occurrence Form, retroactive date advanced; or any other event triggering the
right to purchase a Supplemental Extended Reporting Period (SERF) during the
life of this Contract, CONSULTANT shall agree to purchase a SERF with a
minimum reporting period not less than three (3) years. CONSULTANT shall
agree this coverage shall be provided on a primary basis. The Certificate of
Insurance must indicate whether coverage is written on an occurrence or claims-
made basis and must indicate the amount of any SIR or deductible.
B. COMMERCIAL GENERAL LIABILITY. AUTOMOBILE LIABILITY AND
WORKERS' COMPENSATION
CONSULTANT shall agree to maintain Commercial General Liability at a limit of
liability not less than $1,000,000 Each Occurrence.
CONSULTANT shall agree to maintain Business Automobile liability at a limit of
liability not less than $1,000,000 Each Occurrence for all owned, non-owned and
hired automobiles. In the event CONSULTANT does not own any automobiles,
the Business Auto liability requirement shall be amended allowing
CONSULTANT to agree to maintain only Hired & Non-Owned Auto Liability. This
amended requirement may be satisfied by way of endorsement to the
Commercial General Liability, or separate Business Auto coverage form.
CONSULTANT shall agree this coverage shall be provided on a primary basis.
CONSULTANT shall agree to maintain during the life of this Agreement,
Workers' Compensation Insurance and Employer's Liability in accordance with
Florida Statute Chapter 440. CONSULTANT shall agree this coverage shall be
provided on a primary basis.
C. UMBRELLA OR EXCESS LIABILITY
If necessary, CONSULTANT may satisfy the minimum limits required above for
either Commercial General liability, Business Auto Liability, and Employer's
Liability coverage under Umbrella or Excess Liability. The Umbrella or Excess
Liability shall have an Aggregate limit not less than the highest 'Each
Occurrence" limit for either Commercial General Liability, Business Auto Liability,
or Employer's liability. The CRA shall be specifically endorsed as an "Additional
Insured" on the Umbrella or Excess Liability, unless the Certificate of Insurance
notes the Umbrella or Excess Liability prOVides coverage on a "Follow-Form"
basis.
D. ADDITIONAL INSURED
CONSULTANT shall agree to endorse the CRA as an Additional Insured to the
Commercial General Liability. The Additional Insured endorsement shall read
"Boynton Beach Community Redevelopment Agency." (Project
). CONSULTANT shall agree the Additional Insured
endorsements provide coverage on a primary basis.
E. WAIVER OF SUBROGATION
CONSULTANT shall agree, by. entering into this Contract, to a Waiver of
Subrogation for each required policy. When required by the insurer, or should a
policy condition not permit an Insured to enter into a pre-loss agreement to waive
subrogation without an endorsement, then CONSULTANT shall agree to notify
the insurer and request the policy be endorsed with a Waiver of Transfer of
Rights of Recovery Against Others, or its equivalent. This Waiver of Subrogation
requirement shall not apply to any policy, which a condition to the polley
specifically prohibits such an endorsement, or voids coverage should
CONSULTANT enter into such an agreement on a pre-loss basis.
F. CERTIFICATE OF INSURANCE
Immediately following the Effective Date of this Agreement, CONSULTANT shall
agree to deliver to the CRA a Certificate(s) of Insurance evidencing that all types
and amounts of insurance coverages required by this Agreement have been
obtained and are in full force and effect. Such Certificate(s) of Insurance shall
include a minimum thirty (30) day endeavor to notify due to cancellation or non-
renewal of coverage.
G. RIGHT TO REVIEW
CRA reserves the right to review, modify, reject or accept any required policies of
insurance, including limits, coverages, or endorsements, herein from time to time
throughout the life of this Contract. CRA reserves the right, but not the obligation,
to review and reject any insurer providing coverage because of its poor financial
condition or failure to operate legally.
H. INDEMNIFICATION
The CONSULTANT shall indemnify and save harmless and defend the CRA, its
officers, agents, servants, and employees from and against any and all claims,
liability, damages, losses, and/or causes of action including reasonable
attorneys' fees, which may arise from any breach of contract or any negligent act,
error or omission of the CONSULTANT its officers, employees, agents, sub-
consultants or anyone acting pursuant to their authority and control in the
performance of this Contract. The indemnity obligations of this Agreement shall
not apply to damages or injury to the extent caused by the negligence or willful
misconduct of CRA, or its officers, employees, agents, or third parties or anyone
acting pursuant to their authority and control. However, any indemnification
obligation of the CRA shall not exceed the statutory limits described within
Section 768.28, Florida Statutes, and CRA does not otherwise waive its
sovereign immunity rights.
13. CODES, ORDINANCES AND LAWS.
The CONSULTANT agrees to abide and be governed by all CRA, County, State
and Federal codes, ordinances and laws which may have a bearing on the WORK
involved on this project. Unless otherwise provided, this Agreement shall be governed by
the law of the principal place of business of the CONSULTANT.
14. ENTIRETY OF AGREEMENT.
This writing embodies the entire Agreement and understanding between the
parties hereto, and there are no other Agreements and understandings, oral or written,
with reference to the subject matter hereof that are not merged herein and superseded
hereby.
15. MODIFICATION OF AGREEMENT.
No alteration, change, or modification of the terms of this Agreement shall be
valid unless made in writing and signed by both parties hereto, upon appropriate action
by the CRA.
16. MEDIATION.
The parties to this Agreement desire to avoid the expense and delay caused by
the filing of lawsuits. Therefore, it is agreed that in the event of any dispute or
disagreement between the parties that a jointly-selected mediator shall conduct a
mediation prior to the filing of a lawsuit in an effort to resolve the issue(s) with each party
to pay 50% of the mediator's fees.
17. VENUE.
In the event any disputes arising out of this Agreement cannot be worked out by
mediation, any and all lawsuits shall be filed in the 15th Judicial Circuit Court in and for
Palm Beach County, Florida or the Southern District Court of Florida if filed in U.S.
Federal Court.
18. ATTORNEY'S FEES AND COSTS.
Should it be necessary to bring an action to enforce any of the provisions of this
Agreement, reasonable attorney's fees and costs, including those at the appellate level,
shalf be awarded to the prevailing party.
19. COUNTERPARTS.
This Agreement may be executed in one or more counterparts, each of which
shall be deemed an original, but all of which together shall constitute one and the same
instrument.
20. PRIOR AGREEMENTS.
Any prior agreements between the parties that are in conflict with the provisions
contained herein are, to the extent of any such conflict, hereby superseded and repealed
by this Agreement.
21. NON-DISCRIMINATION.
The CONSULTANT warrants and represents that all of its employees are treated
equally during employment without regard to race, color, religion, sex, age, or national
origin.
22. SEVERABILITY.
If any term or provision of this Agreement, or the application thereof to any
person or circumstance shall, to any extent, be held invalid or unenforceable, the
remainder of this Agreement or the application of such terms or provisions, to persons or
circumstances other than those as to which it is held invalid or unenforceable, shall not
be affected, and every other term and provision of this agreement shall be deemed valid
and enforceable to the extent permitted by law.
23. ASSIGNMENT OF SUBCONTRACTORS.
The CONSULTANT reserves the right to assign subcontractors with reasonable
prior notice to the CRA Executive Director to this project to insure the quality of the job
as well as on-time completion. However, the CONSULTANT shall remain responsible for
the completion of the terms of this Agreement.
24. NOTICE.
All notices required in this Agreement shall be considered delivered when
received by certified mail, return receipt requested, or personal delivery and if
sent to the CRA, shall be mailed to:
Lisa A. Bright, CRA Executive Director
Boynton Beach Community Redevelopment Agency
915 S. Federal Highway
Boynton Beach, FL 33435
With a copy to:
Kenneth G. Spillias, Esq.
Lewis, Longman & Walker, P.A.
1700 Palm Beach Lakes Boulevard, Suite 1000
West Palm Beach, FL 33401
If sent to the CONSULTANT, shall be mailed to:
Kaufman Lynn, Inc., General Contractors
Gregg Paley, Director of Administration
622 Banyan Trail, Suite 300
Boca Raton, Florida 33431
25. PUBLIC ENTITY CRIMES SWORN STATEMENT.
The CONSULTANT, by its execution of this Agreement, acknowledges and
attests that neither the CONSULTANT, nor any of its suppliers, subcontractors,
or consultants who shall perform work which is intended to benefit the CRA, is a
convicted vendor or, if the CONSULTANT or any of its affiliates has been
convicted of a public entity crime, a period longer than 36 months has passed
since that person was placed on the convicted vendor list. CONSULTANT further
understands and accepts that this Agreement shall be either voidable by the
CRA or subject to immediate termination by the CRA, either in the event there is
any misrepresentation or lack of compliance with the mandates of section
287.133, Florida Statutes. CRA, in the event of such termination, shall not incur
any liability to CONSULTANT for any work or materials furnished.
26. EFFECTIVE DATE.
This Agreement shall be effective as of the last date it has been executed by all
parties.
By authority of the CRA Board
WITNESS: _, /7 '
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W1lfiSS:
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RECOMMEND APPROVA
BOYNTON BEACH COMMUNITY
REDEVELOPMENT AGENCY
8y:~iY:~y
Its: 4 NdJ//
Date: 7 - '3- -' (J ?
APPROVED AS TO FORM & LEGAL
SUFF CI CY:
1:\Client Oocumenls\Boynton Beach CRA\2419-000\Agrccments\GENERAL CONTRACTING CONTINUING CONTRACT.
Kaufmml Lynn.doc
4
KL
KAUFMAN LYNN
mlHF.lI.u. COl\'TlI.\CTOnS
622 Oonyon Troll, ~~I!e ~O.!>I.Do<<l Roton ~!~~ ~431.
PII, 561.361.6700 I FX: 561.361.6979
June 30, 2010
Boynton Bench CRA
Attn: Michael Simon, Development Director
915 South Federal Highway
Boynton Beach, Florida 33435
&'1"1;,,
Project:"Harbo1' Morino Ocelln Avenue Entry Feature
Mr. Simon:
Thank you for providing tiS the opportunity to submit this P/'oposal fol' P/,e-CoIIsl,."clloll Sel'vlces for
the above referenced project. Under the terms of this proposal we will provide the pre-constl'Uclion
services dlll'ing a pcriod to be determined at 0\11' initial meeting with you Ilnd the appropriate project
stakeholders along wilh your selected design team. OUI' total Guaranteed Maximum Price fol'
Preconstl'Ucliol1 Services fol' the program is $2,000.00. Thc stated proposal costs inchlde alllnbor llnd
material llssociated with pl'econstl'Uction scrviccs l'Clnting to this project and includes the following
listed basic services and or dclivcrublcs as req\lired 8ml requestcd.
A. Review of dmwings and provide l'Ccommendntions relating to constl1lctability. materials.
means and methods of constt'uction and provide cost savings methods ns may be required to
achieve stated ((Owner's" budgets.
B. Provide Project Construction Schedules integrated with the "Ownel"su llnd the 1I0wnees"
Design Pl'Ofessionals schedulcs and provide updates os may be required.
C. Pl'Ovide detailed estimate of constlllction costs and provide l'econunenclntions in thc form of
cost savings methods for l'evie,,, and acceptance by the 1I0wnel,n in the event thl'lt the cost may
exceed the stated constmction budgets set fOlth by the "Owlle1'u.
D. Provide a cOllstmction phase schedule and staging logistics plan ns may be l'Cquh'Cd.
E. Pl'Ovide final bid process involving subcontractor pre-qualification. public advertisement of
.notice and schedules as requh'Cd.
F. Attcnd all meeting as may be l'Cquil'ed. requested and 01' scheduled.
O. Pl'Ovic1e fol' review llnd "Owner's" final acceptance II "Finalu Cost GMP pl'Oposal at 100%
Constl'llction Documents pursullnt to the activities SlS listed hel'Cin.
Duo to the compressed schedulc requirements oflhis pr<>.iect we propose thnl the cost for these
services be invoiced in 2 payments as follows:
u.s. Oroen BvlclflO f4~~\
Counc' Mo,""o, ~,,!!'
www.koufmonlynn.com
Pre-Collstl'lIet iOIl COil tractol's COlllpellslIliolllPaYI/lell ts:
The Pre.Collstructiol1 Contractor's compensation for all Pre-Construction Services required by tlus
proposal is a lump sum amount, billable 011 completion and is outlined as follows:
Schedule ofValue~
1.
Schematic Design Development Budget;
$1,500.00
a) Line Item Cost Breakdown (Estimate 1)
b) 1st Constructability Review / VE Recommendations
c) Attendance at Team meetings as requested
II. Guaranteed Maximum Price;
a) Subcontractor Solicitation
b) 100% CD GMP Estimate and Presentation
c) 100% CD VE Recommendations
d) Prepare and Presentation of GMP proposal
e) Prequali fication / Negotiation of Subcontractors
$500.00
PreCOl1stl'UctiOI1 Services Total (Lump Sum)
$2,000.00
It is expressly understood that the Preconslruction Contractor is not a design or engineering consultant.
All information provided to the Owner, under this agreement, is provided for their use in determining
project feasibility and economics. All Professional Design and Engineering are specifically excluded
from this agreement. Any solutions or value engineering suggestions proposed by Kaufman Lynn Inc,
General Contractors are offered in good faith with the understanding that it is the Owner's design
professional's responsibility to insure compliance with applicable codes and consistency with design
intent.
Please review this Scope of Precollstl'tlction Services as it relates to the above referenced
project and feel free to call me with any questions you may have.
Respectfully Submitted,
~ 6------
Bnlce Cavossa
V icePresiden t
Acce~ta.nc;; /' ~'
~~U ---
Print: .H1e--~4 ..../ ..J/"...,., c:-,
Date: ? 2. . I <J
Cc: Michael 1. Kaufman, President
Ron Zeigel, Senior Estimator
File
KL
KAUFMAN LYNN
GENERALCONTRACTons
622 Banyan Trail, Suite 300 I Boca Roton I fL, 33431
PH: 561.361.6700 I fX: 561.361.6979
June 1,2010
Boynton Beach CRA
Atto: Michael Simon, Development Director
915 SouthPederal Highway
Boynton Beacb~ Florida 33435
Project: HistQric Cottage Relocation (Ocean Ave & SE 4th Street)
Mr. Simon:
Thank you fOl' providing us the opportunity to submit this Pi'oposalfor Pre-Co'fsf,'uct;on Services for
the above referenced project. Utlder the terms of this proposal we will provide the pre-construction
services during a period to be detelmined at our initial meeting with you and the appropriate project
stakeholders along with YOUI' selected design team. Our total Guaranteed Maximum PIice for
Preconstl'uction Services for the program is $2,000.00. The stated proposal costs include alllabol' and
matel'ial associated with precolistruction services telating to this project and includes the following
listed basic services and or delivetables as required and requested.
A. Review of drawings and provide l-ecommendations relating to constructability, materials,
means and methods of construction and ptovide cost savings methods as may be requil-ed to
achieve stated CCOwner's" budgets.
B. Pl'Ovide Project Construction Schedules integrated with the "Owner's" and the "Owner's!)
Design Professionals schedules and provide updates as may be required.
Co Provide detailed estimate of constl1lction costs and provide recommendations in the form of
cost savings methods for review and acceptance by tl1e "Owner" in the event that the cost may
exceed the stated construction budgets set forth by the i'Owner!).
D. Provide a consh'Uction phase schedule and staging logistics plan as may be required.
E. Provide final bid process involving subcontractor pre-qualification, public advertisement of
notice and schedules as required.
F. Attend all meeting as may be required, requested and or scheduled.
G. Provide for review and CCOwner's" final acceptance a "Final!) Cost GMP proposal at 100%
Conshuction Documents pursuant to the activities as list~d herein.
Due to the compressed schedule requir~ments of this project we propose that the cost for these
services be invoiced in 2 payments as follows:
www.koufmanlynn.com
u.s. Gr....lullcltlg ~
COUld Me.....r W
PI'e-Constl'llctiOll COlltl'actOI'S CompellsatiolllPaymellts:
The Pre-Construction Contractor's compensation for all Pre-Construction Services required by tlus
proposal is a lump sum amount, billable on completion and is outlined as follows:
Schedule of Values
I.
Schematic Design Development Budget;
$1,500.00
a) Line Item Cost Breakdown (Estimate 1)
b) 1$1 Constructability Review I VE Recommendations
c) Attendance at Team meetings as requested
II. Guaranteed Maximum Price;
a) Subcontractor Solicitation
b) 100% CD OMP Estimate and Presentation
c) 100% CD VB Recommendations
d) Prepare and Presentation of GMP proposal
e) Prequalification / Negotiation of Subcontractors
$500.00
Pl'econstructiol1 Services Total (Luntl) Sum)
$2,000.00
It is expressly understood that the Preconstl11ction Contractor is not a design or engineering consultant.
All information provided to the Qwnel', under this agreenient, is provided for their use in determining
project feasibility and economics. All Professional DesIgn and Engineering are specifically excluded
from this agreement. Any solutions or value engineering suggestions p~'oposed by Kaufman Lynn Inc.
General Contractors are offered in good faith with the understanding that it is the Owner's design
professional's responsibility to insure compliance with applicable codes and consistency with design
intent.
Please review this Scope of Precollstl11ction Services as it relates to the above referenced
project and feel free to caUme with any questions you may have.
Respectfully Submitted~
~6-
Bruce Cavossa
Vice President
~LAL-:
~
. 7 '
Prmt: /?fU::,tt4_/ LJ,,,"<>,,,-
Date: ? l. . / v
Cc: Michael I, K~ufin.an, President
Ron Zeigel, Senior Estimator
File
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Attachment 1
TIDEVELOPMENTlDEVELOPMENT DEPT PROJECTS\CMAR RFPICMAR RFP,uo,
~~~~Y~T2rf: RA
iIi East Side-West Side-Seaside Rena"lssance
REOUESTFORPROPOSAL
The Boynton Beach Community Redevelopment Agency (CRA) will receive sealed price
proposals in its office, 915 S. Federal Highway, Boynton Beach, FL 33435 until 3:00 PM
on the due date, November 10,2010. Proposals will be opened at a public opening in
the CRA offices at 3:15 PM on the above due date. Request for Proposal documents,
construction plans and specifications must be obtained from the CRA office.
CONSTRUCTION MANAGER AT RISK SERVICES
For the
CONSTRUCTION OF OCEAN AVENUE AMPHITHEATRE
&
CONSTRUCTION OF BOYNTON HARBOR MARINA ENTRY AREA
&
JONES COTTAGE RELOCATION AND RENOVATION
Issue Date: September 29, 2010
There will be a mandatory pre-submittal meeting at the time and place listed below. See
Section 1.8 for contact information for this RFP"
The Board of the CRA reserves the right to accept or reject any proposal or any part
thereof or any combination of proposals and to waive any or all formalities.
A mandatory Pre-Submittal meeting to answer questions concerning this RFP will
be held the CRA office, 915 N. Federal Highway, Boynton Beach, FL 33435 on
October 12,2010 at 10:00 a.m.
Boynton Beach CRA Contact Information:
Vivian Brooks - 561-737-3256 ext. 211
Michael Simon - 561-737-3256 ext. 206
Fax: 561-737-3258
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1.0 REQUEST FOR PROPOSAL REQUIREMENTS
The Boynton Beach Community Redevelopment Agency (CRA) is accepting
proposals for the selection process to enter into a contract with a Construction
Manager at Risk (CMAR) fi~ to provide a Guaranteed Maximum Price (GMP);
and perform complete construction services consistent with a construction
delivery process for the following projects (hereinafter referred to as Project):
1. Ocean Avenue Amphitheatre
2. Boynton Harbor Marina Entry Area
3. Relocation and Renovation of the Jones Cottage
This document provides information for interested parties to prepare and submit a
response to this Request for Proposal (RFP) for consideration by the CRA.
PROPOSERS ARE ADVISED TO SUBMIT A COMPLETE RESPONSE
TO ALL REQUIREMENTS IN STRICT ACCORDANCE WITH THE
SECTION NUMBERING SHOWN IN SECTIONS 2.0 AND 3.0 OF THIS
RFP.
1.1 General Information
The RFP provides the information necessary to prepare and submit
qualifications, fee proposals, and general conditions prices for
Construction Manager at Risk services. The CRA will rank the Proposers
in the order that they provide the "best overall value" for the CRA based
on the selection criteria set forth in Section 1.12.
1.2 Interviews of Proposer Firms
Following the CRA's evaluation of the proposals for further evaluation,
prior to negotiations, interviews may be conducted at the CRA' s option.
The CRA reserves the right to reject any proposal for noncompliance, and
to award the Project, at the CRA's sole discretion, in whole or in part to
one or more Proposer firms, or to not many any award of the Project.
1.3 Scope of Project Work - See Attachment '~" Construction Documents
(on disk)
1.4 Project Delivery
The completion date for construction is anticipated to be no later than June
30,2011, unless a different negotiated date is agreed upon.
1.5 Type of Contract
Any contract awarded from this RFP will be ion the form negotiated with
the successful proposer and in a form approved by the CRA attorney.
1.6 Definitions
Page 2 of27
T\DEVELOPMENTIDEVELOPMENT DEPT PROJECTS\CMAR RFP\CMAR RFP do'.
As used in this RFP, the terms have the meanings set forth below:
1.6.1 "Construction Management at Risk Contract" means a contract
with a construction firm to provide construction services for the
complete construction of the Project as described in Exhibit "A"
Construction Documents..
1.6.2 "Construction Manager" means the individual, corporation,
company, partnership, firm or other organization that has
contracted to perform the Project work under a CMAR Agreement
with the CRA.
1.6.3 "CRA" means the Boynton Beach Community Redevelopment
Agency or its designated representative or agent.
1. 7 Direction and Management
The work of this Project will fall under the direction and management of
the CRA or its designated representative or agent.
1.8 Contacts
Questions regarding this Request for Proposal may be directed to:
Boynton Beach Community Redevelopment Agency
Attn: Michael Simon, Development Director
915 S. Federal Highway
Boynton Beach, FL 33435
(561) 737-3256
simonm(a),bbfl.us
1.9 Submittal Deadline
The CRA will accept proposals at the location listed below until 3 :00 PM
November 10,2010. It is the responsibility of the Proposer to insure that
submittals are received at the designated submittal location by the
Submittal Deadline. Proposals received after the submittal deadline will be
returned to the Proposer unopened.
1.10 Submittal Location
The Proposals must be received in the office of the CRA, 915 S. Federal
Highway, Boynton Beach, FL 33435, on or before the Submittal Deadline.
1.11 Number of Copies
In total, five (5) copies of the Submittals are required. One of the five
Submittals is required to be an original. One copy shall be unbound to
facilitate copying. Facsimile or emailed copies will not be accepted.
Clearly mark the outside of the Proposal as:
Response to CMAR RFP
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Ocean Avenue Amphitheatre
Boynton Harbor Marina Entry Area
Relocation and Renovation of the Jones Cottage
Date Issued: September 29, 2010
1.12 Selection Criteria
The Proposer(s) selected to be the Construction Manager at Risk will be
the firm(s) whose verified experience and qualifications, as presented in
response to the RFP, reference checks, and any interviews the CRA may
conduct, establish it, in the opinion of the eRA, as offering the greatest
benefits, experience, and value to the CRA and the Project. The Selection
Committee will review and consider the following major items throughout
the selection process, but these are not listed in any particular order of
importance:
1.12.1 25 Points: Experience & Performance
Proposer's successful time in relevant business, free from
adversariallegal actions, as well as conducting successful safety,
quality control, MBEIWBE, and LEED programs. Proposer's
ability to keep the CRA advised of the project construction costs
and schedules at all times. The CMAR will have the
responsibility to advise the CRA that a design decision or user
requirement is impacting budget or schedule beyond the
established parameters. Proposer's ability to develop conceptual
cost estimates based on Construction Documents that anticipate
the types of costs associated with buildings of this type and
complexity and to develop a Guaranteed Maximum Price based
on Construction Documents. Finally, the Proposer's ability to
perform the subcontractor buyout based on the GMP.
1.12.2 25 Points: Staffing
Proposer's appropriate staff qualifications during the Construction
phases under Construction Manager at Risk construction delivery
process. Proposer's capability and ability to successfully interact
with the CRA and/or the CRA representative or agent.
1.12.3 35 Points: Pricing
Competitive cost and fees associated with Project delivery using
the Construction Manager at Risk process. Proposer's ability to
produce a timely Guaranteed Maximum Price that is within the
amount Available for Construction Contract. Proposer's ability to
perform the labor, material and subcontractor buyouts within the
established GMP.
Page 4 of 27
TlDEVELOPMENTlDEVELOPMENT DEPT PROJECTSICMAR RFPICMAR RFP doc
1.12.4 15 Points: Interviews
Interviews, if required, to further expand on the qualifications and
pricing information provided in the Proposer's response to this
RFP.
1.12.5 Proposers are not required, nor encouraged, to provide narrative
descriptions of how the Proposer intends to achieve or perform the
items as organized above. Rather, Proposers should provide the
information specified in Sections 2.0 and 3.0 related to the above.
Proposers past performance of these items will be determined by
the CRA from reference checks and interviews when required.
1.13 Proposer's Acceptance of Evaluation Methodology
A submission of qualifications and pricing proposals in response to this
RFP indicates Proposer's acceptance of the CRA's evaluation techniques
set forth herein and the recognition that subjective judgment suits be made
by the CRA during the evaluation process and in its final selection.
1.14 Public Information Statement
The CRA considers all information, documentation and other material
submitted in response to this solicitation to be of non-confidential and/or
non-proprietary nature and therefore subject to public disclosure under
Chapter 119 of the Florida State Statutes.
1.15 Clarifications and Interpretations
1.15.1 Answers to Questions
Proposers are required to restrict all contact and questions
regarding this RFP to the named individual(s) listed in 1.8.
Contacts. All such requests must be submitted in writing, no later
than five (5) business days prior to the Submittal Deadline. Submit
questions no later than 12:00 p.m. (noon) on November 5,2010.
1.15.2 Clarifications or Interpretations
Any clarifications or interpretations of this RFP that materially
affect or change its requirements will be issued by the CRA or its
representative as an addendum. All such addenda issued by the
CRA before the Proposals are due, are part of the RFP, and
Proposers shall acknowledge receipt of and incorporate the
requirements of each addendum in its Proposal by completing and
including in their response package Attachment "B" Addenda
Acknowledgement.
1.15.3 Addenda
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Proposers shall consider only those clarifications and
interpretations that the CRA issues by addenda at least three (3)
business days prior to the Submittal Deadline. Interpretations or
clarifications in any other form, including oral statements, will not
be binding on the CRA and should not be relied upon in preparing
the Proposal.
1.16 Obligations of Parties
1.16.1 Assumed Requirements
Proposer understands and acknowledges by submitting a Proposal
that the Proposal presented is based on assumed requirements for
the proposed Project; and, that the CRA has made no written or
oral representations that any such assumed requirements are
accurate should a contract arise from the presented Proposal.
Proposer is required to qualify all assumptions it makes.
1.16.2 Costs of Proposal Submission
Furthermore, Proposer understands and acknowledges by
submitting a Proposal that any and all costs incurred by the
Proposer as a result of the Proposer's efforts to participate in this
selection process shall be at the sole risk and obligation of the
Proposer.
1.16.3 Reimbursement
The CRA will not provide compensation to Proposers for any
expenses incurred for proposal preparation or for any presentations
made.
1.16.4 Award of Contract
The CRA makes no guarantee that an award will be made as a
result of this RFP, and reserves the right to accept or reject any or
all proposals, waive any formalities or minor technical
inconsistencies, or delete any item/requirements from this RFP or
resulting contract when deemed to be in the CRA's best interest.
Representations made within the Proposal response will be binding
on responding firms.
1.17 Completeness of Proposal
1.17.1 Completeness
Proposer should carefully read the information contained herein,
the totality of which shall govern the Construction Services. It is
the responsibility of the Proposer to submit a complete response to
all requirements and questions.
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TlDEVELOPMENTlDEVELOPMENT DEPT PROJECTSICMAR RFPICMAR RFP,doc
1.17.2 Conditional Clauses
Proposals which are qualified with conditional clauses, or
alterations, or items not called for in the RFP documents, or
irregularities of any kind are subject to disqualification at the
option of the CRA.
1.17.3 Clarity
Each Proposal should be prepared simply and economically,
providing a straightforward, concise description of the firm's
ability to meet the requirements of the RFP. Emphasis should be
on completeness, clarity of content, responsiveness to the
requirements, and an understanding of the CRA's needs.
1 .1 7.4 Compliance
Failure to comply with the requirements contained in the RFP may
cause rejection of the Proposal.
1.17.5 Reiection
Proposals submitted after the Submittal Deadline will be returned
unopened.
1.18 Withdrawal or Modification
A Proposal may be withdrawn and resubmitted any time prior to the time
set for receipt of Proposals. Outside of the approved negotiation process,
no Proposal may be changed, amended, or modified after the Submittal
Deadline. No Proposal may be withdrawn after the Submittal Deadline
without approval of the CRA which shall be based on Proposer's written
request stating reasons for withdrawing the proposal that are acceptable, in
the CRA's sole discretion.
1.19 Ownership of Proposals
Proposals and any other information submitted by Proposer's shall
become the property of the CRA; however, the CRA may return all other
Proposal information, upon written request, once a contract award is
made. All "techniques bids" or other deviations from the pricing
requested must be submitted as alternates and will be considered only if
the proposal pricing information requested by CRA is provided.
1.20 Validity Period
Proposals are to be valid for the CRA' s acceptance for a minimum of
90 days from the submittal deadline date to allow time for evaluation and
selection. A Proposal, if accepted, shall remain valid for the life of the
Contracts resulting from this selection process.
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1.21 No Response
Firms wishing to submit a "No-Response" are requested to complete
Attachment "c" Statement of No Response. Such a response will in no
way disqualify or limit any future bids or proposals from the firm.
1.22 Proposer Acknowledgement and Compliance Certification
Proposal shall complete and include a signed Proposer Acknowledgement
and Compliance Certificate exactly as shown in Attachment "D"
Proposer Acknowledge and Compliance Certificate.
1.23
Tentative Schedule of Actions
1.23.1 Release of RFP
1.23.2 Pre-Submittal Meeting
1.23.3 Proposal Submittal Deadline
1.23.4 Complete Evaluation of Submittals
1.23.5 Interview of Short-Listed Firms
1.23.6 Internal Recommendation
1.23.7 CRA Takes Action on Award
September 29,2010
October 12,2010, 10:00 am
November 10,2010,3:00 pm
November 26,2010
November 30, 2010
December 3, 2010
December 14, 2010
1.24 Execution of Agreement
1.24.1 Offer of Contract
Upon selection of the successful Proposer by the CRA, the CRA
will extend to said Proposer an offer to enter into a Construction
Manager at Risk Contract. The terms and conditions of the
Contract are subject to negotiation, but shall not deviate
substantially from the qualifications and proposals identified by the
Contractor in its Proposal and accepted by CRA in negotiations.
1.24.2 CRA's Right to Withdraw
In the event the successful Contractor fails to return an executed
contract, and can identify to the CRA in writing negotiated terms
that were omitted, the CRA reserves the right to withdraw its offer
to enter into a contract with the Proposer.
1.25 Proposal Format
1.25.1 Content
Proposals shall consist of Responses (certifications, answers to
questions, and information) to requirements and questions
identified in Sections 2.0 and 3.0 of this RFP. Please reference the
Section number at the top of the page of your corresponding
response.
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TlDEVELOPMENTIDEVELOPMENT DEPT PROJECTS\CMAR RFP\CMAR RFP doc
1.25.2 Conditional Responses
Responses that are qualified with conditional clauses, alterations,
items not called for in the RFP, or irregularities of any kind are
subject to rejection by the CRA.
1.25.3 Additional Information
Except for alternate or technique bids, additional attachments shall
not be included in the Response. Only the Responses provided by
the Proposer to the questions identified in Section 3 of this RFP
will be used by the CRA for evaluation.
1.25.4 Table of Contents
Include a Table of Contents that provides page number references.
The Table of Contents should be in sufficient detail to facilitate
easy reference of the section so the Proposal. Attachments shall
also be listed in the Table of Contents.
1.25.5 Page Size and Binders
Proposals must be l2-point fond on letter size paper. Five (5)
copies of the Submittals are required. All copies of the Proposals,
including the original, shall be unbound but clipped together. One
(1) digital copy of the Proposal on CDIDVD in PDF format is
required. The cover of the Proposal must clearly show the project,
as well as the name and return address of the Proposer.
1.25.6 Divider Tabs
Divider tabs should be used to separate the different sections of the
Proposal.
1.25.7 Pagination
All pages of the Proposal shall be numbered sequentially in Arabic
numerals (1,2, 3, etc.) is required.
1.26 Public Entity Crimes
1.26.1 Legal Requirements
Federal, State, County and City laws, ordinances, rules and
regulations that in any manner affect the items covered herein
apply. Lack of knowledge by the Proposer will in no way be a
cause for relief from responsibility.
1.26.2 Public Entity Crimes
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All invitations to proposal as defined by Section 287.012(11),
Florida Statutes, requests for proposals as defined by Section
287.012(16), Florida Statutes, and any contract document
described in Section 287.058, Florida Statutes, shall contain a
statement informing persons of the provisions of paragraph (2) (a)
of Section 287.133, Florida Statutes, Attachment "E" Public
Entity Crimes Statement.
2.0 PROPOSER QUALIFICATIONS
2.1 General Directions
ProDoser's Oualifications ResDonses - ResDonses to the followiDl! are
to be Drovided EXACTLY with the item. Daral!raDh. and section
numbers shown hereinafter. Qualification information submitted shall
be applicable only to the company entity or branch that will perform this
Work. Proposers are required to submit a complete response to each
requested item that follows. Responses requiring additional space should
be incorporated in to the Proposal as an attachment with reference by item
number as listed in the following sections.
2.2 Proposer's Location and Registration
Name:
Street Address:
Mailing Address:
City, State, Zip:
Telephone No.:
Fax No:
Email Address of Contact Person:
Federal Identification No.:
State oflncorporation & Registration No.:
If not a corporation, explain your status:
2.3 Proposer's History
2.3.1 Proposer's Ownership Status
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T\DEVELOPMENT\DEVELOPMENT DEPT PROJECTSICMAR RFPICMAR RFP doc
Is the company currently for sale or involved in any transaction to
expand or to be acquired by another business entity? If yes, please
explain the impact to organization and management efforts,
2.3.2 Age of Organization
In continuous business since:
2.3.3 Leadership
List Corporate Officers, Partners or owners of your Organization
with titles and addresses. If a publically held company list
Chairman of the Board, CEO, and President.
2.3.4 Failure to Complete or Default
List each project your organization has, on an awarded contract,
defaulted or failed to complete and the reasons why.
2.3.5 Liquidated Damages
List each project your organization has, on an awarded contract, paid
liquidated damages and the reasons why.
2.3.6 Legal Actions
List all civil and criminal legal actions in which your organization
was a named party currently or in the past five (5) years, providing
state, case number and disposition for each.
2.3.7 Projects Underway
Provide total number and dollar amount of contracts currently in
progress by the organization proposing to this RFP.
~
2.3.8 Five Year Volume of Work
List name of projects, type of projects and dollar value of each
project for the past five (5) years.
2.3.9 Safety History
2.3.8.1 Worker's Compensation Rate
List your organization's Worker Compensation Experience
Modification Rate (EMR) for the last five years as obtained from
your insurance agent.
2.3.8.2 Safety Record
Complete the table titled "Safety Record" as show in Attachment
"F" Safety Record. Use a percentage of employee's direct hire fixed
work hours rounded to nearest 1,000's.
2.4 Fiduciary Responsibility
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Describe your fiduciary responsibility as a Construction Manager at Risk for
publicly funded projects.
2.5 Organization and Project Personnel Qualifications
2.5.1 Organization
2.5.1.1 Construction Services On-Site
Provide an organizational chart during the construction services
phase with names of individuals who will perform the on-site
phase with names of individuals who will perform the on-site
functions of Construction Manager, Cost Control, Scheduling,
Submittals, Management, and Quality Control. If individuals are
not full time, indicate estimated percentage of time dedicated to the
Project.
2.5.1.2 Home Office Direct Support During the Construction Phase
Provide an organizational chart with names of individuals who will
perform those functions in direct support of the Proposer's on-site
team, but located in the home office. If individuals are not full
time, indicated the estimated percentage of time dedicated to the
Project.
2.5.2 Resumes
Provide resumes for each individual named in sections 2.5.1.1 and 2.5.1.2.
The resumes of your key personnel shown on the following organization
charts shall include professional affiliations such as membership in the
American Institute of Constructors.
2.6 Relevant CMAR Experience
Relevant experience of projects in which Proposer performed Construction
Manager at Risk services as outlined in this RFP are to be listed in the table
shown in Attachment ~~G" Statement of Relevant CMAR Experience. Proposers
are to exactly reproduce this table in their responses with information in
accordance with the column headings shown. Notations such as "N/ A" are not
acceptable. If the information required in the column heading is considered "not
applicable" or "not available" for particular project listed, then list another project
where the information is applicable and available. Projects listed should be as
close as possible to the scope of the projects for this RFP. For each project listed
in this table where Proposer self performed any construction trade, provide a
separate table, listing the trades(s) provided.
2.7 Narrative of "Best Qualified"
Proposer shall provide a brief narrative outlining why the Proposer's organization
is the best qualified to perform the services outlined in this RFP.
Page 12 of27
TIDEVELOPMENT\DEVELOPMENT DEPT PROJECTSICMAR RFPICMAR RFP doc
2.8 Safety Program
If your organization has a Safety Program or procedures, please attached a copy to
your Proposal and note it in your Proposal Table of Contents,
2.9 Quality Control Program
Provide a complete quality control program which will become a compliance
document upon award of a Construction Phase Contract. This plan should
address all aspects of quality control including responsibility for supervision of
work, acceptance, rejection, documentation and resolution of deficiencies, trend
analysis and corrective action and interface with building inspectors.
2.10 Schedule Achievement Program
Provide a time schedule for completion of the Project and describe what
techniques are planned to assure that the schedule will be met.
2.11 M/WBE Program
All Proposers must submit a written and signed statement indicating a willingness
to make a good faith effort to utilize minority and women-owned businesses in
the construction of the Project.
2.12 Subcontractors
If a Proposer subcontracts any portion of the Project for any reason, the Proposer
must state the name and address of the Subcontractor and the name of the
person(s) to be contracted on the enclosed "Schedule of Subcontractors",
Attachment "H" Schedule of Subcontractors. CRA reserves the right to accept
or reject any or all proposals wherein a Subcontractor is named, and to make the
award to the Proposer, who, in the opinion of CRA, will be in the best interest of
and/or most advantageous to CRA. CRA also reserves the right to reject a
proposal of any Proposer if the proposal names a Subcontractor who has
previously failed in the proper performance of an award or failed to deliver
Contracts of a similar nature on time, or is not in a position to perform properly
under this award. The CRA reserves all rights in order to make a determination as
to the foregoing.
Proposer shall include in their Proposal a statement that if selected to enter into a
Construction Phase Contract, that they shall periodically throughout the term of
the Contract, provide the CRA an updated list of all subcontractors working on
the Project.
2.13 Drug-Free Workplace Certification
In accordance with Florida Statute 287.087, the bidder shall certify that it has and
will maintain a drug-free workplace. The bidder shall complete and submit with
its bid proposal the attached certification, Attachment "1" Drug Free Workplace
Page 13 of27
T:\DEVELOPMENTlDEVELOPMENT DEPT PROJECTS\CMAR RFP\CMAR RFP,doc
Certification. Failure to include an executed certification may cause the bid
proposal to be considered non-responsive.
3.0 PRICING AND COSTS
3.1 Construction Services Price Proposal and Related Costs
This price proposal shall be provided exactly in the format shown in Attachment
"J" Proposal. The scope of the Construction Manager's Work consists of the
totality of the Construction Manager's duties and obligations under the Contract
Documents.
3.2 Labor Rates
Provide Schedule of Labor Rates for all personnel (and consultants, if any)
providing Construction Services.
3.3 Self Perform
Identify all work your firm would propose to self-perform for this program in
recognition that such work would be competitively bid and awarded at the CRA' s
sole discretion.
3.4 Proposal Bond
Provide a letter from your bonding company that indicates your firm's current
bonding limit and rating. Complete and include Attachment "K" Proposal
Bond. Do not include bond costs in your fee or General Conditions.
3.5 Cost Reporting
Provide samples of cost reporting formats that you have used successfully on
similar projects.
Page 14 of27
ATTACHMENT "A"
CONSTRUCTION DOCUMENTS
(Request for Proposal documents, construction plans and specifications must be obtained
from the eRA office located at 915 S. Federal Highway, Boynton Beach, FL 33435.)
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
15
ATTACHMENT "B'
ADDENDA ACKNOWLEDGEMENT
Receipt is hereby acknowledged of the following addenda to this RFP by entering
YES or NO in the space provided and indicating date received. Enter "0" if no
addenda are issued by the eRA.
No. I Date
No.2 Date
No.3 Date
No.4 Date
Proposer's Signature
Title
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
16
A TT ACHMENT "c"
STATEMENT OF NO RESPONSE
If you are not submitting a proposal on this service/commodity, please complete and return this
form to:
Boynton Beach Community Redevelopment Agency
915 South Federal Highway
Boynton Beach, FL 33435
Vendor/Company Name:
Mailing Address:
City:
State:
Zip: ___
Telephone Number:
<-) --
Fax Number: L-) __ __
Vendor Signature:
Date:
WE, the undersigned, have declined to respond to your Proposal for the CONSTRUCTON
MANAGEMENT AT RICK CONTRACT WITH GUARANTEED MAXIMUM PRICE
because of the following reasons:
Specifications too "tight" (Le., geared toward brand or manufacturer only (specifY/
explain below).
Insufficient time to respond to the Invitation to Proposal.
We do not offer this product or an equivalent.
Our product schedule would not permit us to perform.
We are unable to meet specifications.
We are unable to meet bond requirements.
Specifications unclear (explain below).
Other (specifY/explain below).
REMARKS:
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
17
ATTACHMENT "D"
PROPOSER ACKNOWLEDGEMENT AND COMPLIANCE STATEMENT
Submit Proposals
To:
Release Date:
Project Title:
Proposal Received
By:
Boynton Beach Community Redevelopment Agency
915 South Federal Highway
Boynton Beach, FL 33435
September 29, 2010
CMAR WITH GUARANTEED MAXIMUM PRICE
-OCEAN AVENUE AMPHITHEATRE
-BOYNTON HARBOR MARINA ENTRY AREA
-RELOCATION AND RENOVATION OF JONES COTTAGE
(project)
November 10,2010. Proposals must be received in their entirety by the
Boynton Beach CRA no later than 3:00 p.m. (local time).
Proposals will be opened in the Boynton Beach Community Redevelopment Agency unless
specified otherwise. Proposal receiving date and time is scheduled for November 10,2010, NO
LATER THAN 3:00 p.m. (local time) and may not be withdrawn within ninety (90) days after
such date and time.
All awards made as a result of this proposal shall conform to applicable sections of the charter
and codes of the Boynton Beach Community Redevelopment Agency and/or the City of Boynton
Beach.
Name of Vendor:
Federal I.D. Number:
A Corporation of the State of:
Telephone Number:
Mailing Address:
City:
<->--
Fax Number: <->_"
State:
Zip:
Vendor Mailing Date:
Authorized Signature
Name (Printed or Typed)
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
18
ATTACHMENT "E"
PUBLIC ENTITY CRIMES STATEMENT
A person or affiliate who has been placed on the convicted vendor list following a conviction for
public entity crime may not: submit a proposal on a contract or provide any goods or services to a
public entity; submit a proposal on a contract with a public entity for the construction or repair of
a public building or public work; submit proposals on leases of real property to a public entity; be
awarded or perform work as a CONTRACTOR, supplier, subcontractor or consultant under a
contract with any public entity; or transact business with any public entity in excess of the
threshold amount provided in Section 287.017, for CATEGORY TWO for a period of thirty-six
(36) months from the date of being placed on the convicted vendor list.
As the person authorized to sign the Statement, I certify that this firm complies fully with
the above requirements.
Proposer's Signature
Title
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
19
Subscribed and sworn to before me.
This
day of
My Commission Expires:
A TT ACHMENT "F"
SAFETY RECORD
2006 2005
Signature
Title
,20_.
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
2009 2008 2007
1. Number of Injuries and Illnesses
2. Number of Lost Time Accidents
3. Number of Recordable Cases
4. Number of Fatalities
Number of Direct Hire Fixed
5. Hours Worked
20
A TT ACHMENT "G"
STATEMENT OF CMAR EXPERIENCE
1.
Name of Proposer:
2. Business Address:
3. When Organized:
4. Where Incorporated:
5.
How many years have you been engaged in the contracting business
under the present firm name?
_____ years
6. General character of work performed by your company:
7. Enclose evidence of possession of required licenses and/or business permits. *
8. Number of Employees:
9. Background and experience of principal members of your personnel (including officers). *
10. Bonding Capacity:
11. Have you ever defaulted on a contract? If so, where and why? *
Yes
No
12. Experience in performance:
Proiect
$ Value
Contact Name
Phone #
$
$
$
$
$
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
21
ATTACHMENT "H"
SHEDULE OF SUBCONTRACTORS
Proposers are to submit a detailed listing of any Subcontractor(s) participation of any portion of
this project for any reason. Attach additional pages if necessary.
Project Title:
CMAR
Boynton Beach Amphitheatre
Boynton Harbor Marina Entry Area
Relocation and Renovation of the Jones Cottage
Issuance Date:
Proposers Name:
Name/AddresslPhone of Type of Work to be
Subcontractor Performed Dollar Amount % of Total
Name:
Address:
Phone:
Name:
Address:
Phone:
Name:
Address:
Phone:
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
22
ATTACHMENT "I"
DRUG-FREE WORKPLACE CERTIFICATION
Preference shall be given to businesses with drug-free workplace programs. Whenever two (2) or
more proposals, which are equal with respect to price, quality and service, are received by the
Boynton Beach Community Redevelopment Agency or by any political subdivision for the
procurement of commodities or contractual services, a proposal received from a business that
certifies that it has implemented a drug-free workplace program shall be given preference in the
award process. Established procedures for processing tie proposals will be followed if none of the
tied vendors have a drug-free workplace program, In order to have a drug-free workplace
program, a business shall:
1) Publish a statement notifying employees that the unlawful manufacture, distribution,
dispensing, possession or use of a controlled substance is prohibited in the workplace, and
specifying the actions that will be taken against employees for violations of such prohibition.
2) Inform employees about the dangers of drug abuse in the workplace, the business' policy of
maintaining a drug-free workplace, any available drug counseling, rehabilitation and
employee assistance programs and the penalties that may be imposed upon employees for
drug abuse violations.
3) Give each employee engaged in providing the commodities or contractual services that are
under Proposal a copy of the statement specified in subsection (1 ).
4) In the statement specified in subsection (1), notify the employee that, as a condition of
working on the commodities or contractual services that are under proposal, the employee
will abide by the terms of the statement and will notify the employer of any conviction of or
plea of guilty or nolo contendere to any violation of Chapter 893, or of any controlled
substance law of the United States of America or any state for a violation occurring in the
workplace no later than five (5) days after such conviction.
5) Impose a sanction on or require the satisfactory participation in a drug abuse assistance or
rehabilitation program if such is available in the employee's community by any employee
who is so convicted.
6) Make a good faith effort to continue to maintain a drug-free workplace through
implementation of this section.
As the person authorized to sign the Statement, 1 certify that this firm complies fully with
the above requirements.
Proposer's Signature
Title
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
23
ATTACHMENT "J"
PROPOSAL
Project Title:
CMAR
-OCEAN AVENUE AMPHITHEATRE
-BOYNTON HARBOR MARINA ENTRY AREA
-RELOCATION AND RENOVATION OF JONES COTTAGE
(project)
Name of Proposer:
We propose and agree, if this proposal is accepted, to contract with the Boynton Beach
Community Redevelopment Agency, in the Contract Form as attached and incorporated into the
Request for Proposal, to furnish all material, equipment, machinery, tools, apparatus, means of
transportation, construction, coordination, labor and services necessary to complete/provide the
work specified by the Contract Documents.
Having studied the documents prepared by: VHB and REG and having examined the project site
we propose to perform the work of this Project according to the Contract Documents and any
Addenda which we have received:
The Proposer agrees to accept as full payment for the Project.
GRAND TOTAL:
$
Dollars
and
Cents
(amount written in words has precedence)
The undersigned Proposer agrees to commence work within ten (10) calendar days after the date
of the "Notice to Proceed" has been awarded and shall achieve substantial completion without
interruption within calendar days thereafter.
Original and six (6) copies of proposal submitted.
Attached is a computer-generated, horizontal bar chart showing proposed schedule of
work.
Schedule ofSubcontractor(s) submitted.
Evidence of possession of required licenses and/or business permits submitted.
The undersigned hereby represents that he has carefully examined the drawings and the Contract
including all Contract Documents, and will execute the Contract and perform all its items,
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
24
covenants and conditions, all in exact compliance with the requirements of the specifications and
drawings.
The Proposer, by and through the submission of his Proposal, agrees that he has examined and
shall be held responsible for having theretofore examined himself as to the character of the route,
location, surface and underground obstructions, nature of the ground water table, conditions and
all other physical characteristics of the work in order that he may thereby provide for the
satisfactory completion thereof, including the removal, relocation or replacement of any objects
or obstructions which will be encountered in performing the proposed work.
The Proposer, by submission of this Proposal, acknowledges that the Proposer has been advised
that in the event that the Proposer contests the award of this Project to another Proposer, the
Proposer damages, if any, are limited to actual Proposal preparation costs, and Proposer hereby
waives any claim it may have for other damages coming from the Boynton Beach Community
Redevelopment Agency's failure to award the Project Proposer.
Date
Name of Proposer, Corporation, Firm or
Individual
By:
Signature
Printed/Typed Name
Title
Telephone Number
Florida Contractor's License Number:
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
25
ATTACHMENT "K"
PROPOSAL BOND
COUNTY OF
)
)
STATE OF
KNOWN ALL MEN BY THESE PRESENTS, that
as Principal, and , as Surety, authorized to
do business in the State of Florida are held and firmly bound unto the Owner, Boynton Beach
Community Redevelopment A~ency in the penal sum of
Dollars ($ ) lawful money of the United States, for the payment of which sum
will and truly to be made, we bond ourselves, our heirs, executors, administrators and successors,
jointly and severally, firmly by these presents.
THE CONDIT ON OF THIS OBLIGATION IS SUCH, that whereas the Principal has
submitted the accompanying proposal, dated ,2010, for:
NOW THEREFORE,
A. If the Principal shall not withdraw said Proposal within ninety (90) days after
date of opening the same, and shall within ten (10) days after the prescribed
forms are presented to him for signature, enter into a written Contract with the
Owner in accordance with the Proposal as accepted, and give bonds with goods
and sufficient surety or sureties, as may be required, for the faithful performance
and proper fulfillment of such Contract, then the above obligations shall be void
and of no effect, otherwise to remain in full force and effect.
B. In the event of the withdrawal of said Proposal within the period specified, or the
failure to enter into such Contract and give such bonds within the time specified,
if the Principal shall pay the Owner the difference between the amount specified
in said Proposal and the amount for which the Owner may procure the required
work and supplies, if the latter amount be in excess of the former, then the above
obligations shall be void and of no effect, otherwise to remain in full force and
effect.
C. This bond is given to comply with Section 255.05, Florida Statues, and any
action instituted by any claimant under this bond for payment must be in
accordance with the notice and time limitation provisions in Section 255.05(2),
Florida Statues.
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
26
(Proposal Bond Continued)
IN WITNESS WHEREOF, the above bounded parties have executed this instrument
under their several Seals this__ day of , 20_, being hereto
affixed and these presents duly signed by its undersigned representative, pursuant to authority of
its governing body.
PRINCIPAL:
WITNESS:
Name of Firm
(If sole Ownership or Partnership, two (2) Witnesses are required.)
(If Corporation, Secretary only will attest and affix Seal.)
Witness Signature
Witness Signature
Signature of Authorized Officer (Affix Seal)
Title
Business Address
City and State
SURETY:
WITNESS:
Corporate Surety
(If sole Ownership or Partnership, two (2) Witnesses are required.)
(If Corporation, Secretary only will attest and affix Seal.)
Witness Signature
Attorney-in-Fact (Affix Seal)
Name of Local Insurance Agency
Business Address
City and State
Boynton Beach Community Redevelopment Agency
Ocean Breeze West
Site Development
27
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Attachment 3
REG ARCHITECTS INC.
,,,,,,,,,,,,...,, ,""'", ". ,<,. '"'' , ",.."" .,' 'I . ",' ,., '
ARCHITECTURE * INTERIOR DESIGN * PLANNING
December 24,2010
Vivian Brooks
Assistant Director
Boynton Beach CRA
915 South Federal Highway
Boynton Beach, FL 33435
Re: Relocation and Adaptive Reuse of Historic Cottage, Boynton Beach, FL
Boynton Beach Children's Amphitheater
Evaluation of Bid Break-outs
REG No. 09014.8 and 09014.10
Dear Vivian:
We. REG Architects, Inc., had the opportunity to review the cost break-outs in conjunction with
the Boynton Beach Jones Cottage Relocation and Boynton Beach Children's Amphitheater
Projects. Upon our review. we note the following comments:
We first would like to make note, on the JMW Construction Corp. cost breakdowns, we made the
following corrections to assist in our evaluation of the numbers. We revised the Division No.s
noted on Ocean Avenue Amphitheatre Cost Breakdown as follows - Division 4 revised to 5;
Division 5 revised to 8; Division 10 revised to 11; Division 12 revised to 10.
We would also like to note on the Morganti cost breakdowns, we revised their general conditions
back to the original bid submission price. Morganti's Ocean Ave. Amphitheatre General
Condition amount was revised to $65,000.00 (total project cost of $330,000.00) and Jones
Cottage General Condition Cost revised back to $70,000.00 (total project cost of $556,000.00).
You will note these revisions on the attached backup.
Ocean Avenue Amphitheatre Cost Breakdown Evaluation:
Upon review of both JMW and Morganti's cost we did not find a significant difference in their
bottom line cost, but did note a slight difference in the line item figures. In review of Division 2
we note a difference in the two bidder's line item which can be explained by recognizing site
protection in JMW's proposal is noted in Division I while Morganti shows the site fencing in
Division 2. We also note the difference in Demo cost but this can be based on the subcontractor
they have selected to use for this project. The notable difference (outside of General Condition
Cost) is the painting line item. We are left with the question as to whether Morganti's cost
includes pressure cleaning and repainting the entire structure with two coats of paint. This will
need to be varied if Morganti is selected for the project.
307 Everni. St., Ste. 400, 'Well Palm Beach, FL 33401
Phone: (561) 6S9-21113 . Fax: (HI) 659.5546
:\I,lL" reg-arch.com AA 0002447
I q l~"
REG Projcct # 09014.08 and 09014.10
Boynton Bcach Historic Cottage Rdocatioo
And Amphitheater Bid Evaluation
Dccember 24.2010
Page 2 of 2
Jones .Cottage Breakdowns:
In review of the Jones Cottage Cost Breakdowns, a few questions were raised in reference to the
cost breakdowns presented. Per our analysis of JMW's cost breakdown, we inquire as to whether
the cost of demo includes interior walls, salvage of interior wood wall and ceiling panels and
removal of the asbestos materials. We do not find mention of these items in the Demo section of
the cost breakdown and need to verify this is not left upon the owner to complete as it is the
intent of the documents this is performed by contractor. We also question whether JMW has
included the site benches and bike racks in the site cost. The line item "Miscellaneous patch and
repair to existing interior walls" along with the cost associated with the drywall leads us to
believe JMW intends to drywall the complete interior of the building. We would like to verify
this is not the case as the interior should be left with exposed structure and insulation as to allow
the future tenant easy access to add plumbing, electrical and low voltage as needed prior to
installation of the interior wall fmishes. This will also affect the paint cost which seems to be
high and may include cost of painting the complete interior. Lastly, in review of the
plumbinglmechanicalline item on JMW's cost breakdown, we note this cost seems low. We find
the amount of AlC work along will be around the cost they have provided (if not more). We must
state it is our standard practice to presume all items shown in the plans are included in the project
unless noted otherwise; but, in some cases a flag should be raised when there is a noted
difference price which could substantially effect the project.
In our prior letter we have noted our concerns with Morganti's cost. This is more in relation to
the items they have qualified in lieu of what is provided in their cost breakdown. We have
included a copy attached as backup if needed for review.
End of Review Comments -
In our prior correspondence we recommended JMW; but, there will need to be some clarification
prior to contracting with either CM. Our overall comment is we feel the price can be better for
these two projects and recommend the owner takes this into consideration prior to moving
forward.
If you have any questions, please do not hesitate to contact us.
Sincerely,
REG Architects, Inc.
~
Al Phillips
Construction Administration
l~ ~;.. ' ,
301 EVCf_la St.. Ster460;..1Vut Palm Beach. FL 33401
4
Phoae: (561) U9-2.l83 . Pax: (561) U9-5546
www rcrarch 'c~~ ^^ 0002447
,
- .
l'SI19~~
REG Project # 09014.08 and 09014.10
Boynton Beach Historic Cottage Relocation
And Amphitheater Bid E,,..juation
December 24,2010
Page 3 of 2
cc: Michael SimonIBBCRA
Rick Gonzalez! REG
Colin PricelREG
Vlad OumitresculREG
Enclosures: Cost Evaluation Spreadsheet with Back up
12/14/10 Letter from REG
307 Everai. St., Ste. 400, \"elt Palm Beacb, PL 33401
Pboae: (561) 659-23t13 . Pu: (561) 659-5546
y...:.lY..E... rega Ie h~'tJ'm AA 0002-1- 47
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eM'nlersellen
Decembel 17, 2010
Ref: 6220308
Ml Michael Simon
Development Managel
Boynton Beach eRA
915 s. Federal Highway
Boynton Beach, Fl 33435
Re: Boynton Hal bor Marina
Dear MI Simon:
Aftel fUlthelleview of the bids fOl the eM at Iisk fOJ the Boynton HalbOl Marina Enl:1y signage
plOject, VHBMS has revised the points ranking sheet to reflect the additional infolmation we
have received from both bidders in theiI respective response packets Upon review, we feel that
both biddels have only shown a minimal amount of plOject expelience exhibiting the level of
claftsmanship and attention to detailed consl:1uction and installation that will be required for the
BHM Phase lA plOject The leview of their costing breakdown, including architecture is
extlemely high in our opinion and compared to in house estimates, we feel the wOlk could be
completed for much less
We found the JMS bid to include an exaggelated general cost fee, which appeared to be
"duplicated fO! both the site work and enl:1y towel feature. In OUl opinion, this shows a lack of
careful review of their revised response as this creates redundancy in their fee proposal since
both projects are at the same location and would be completed simultaneously
The bid response from Morganti Group did not provide velY comprehensive descriptions 01
examples of detailed craftsmanship wOlk as lequestecL The pIking clalification was still shown
in the division breakdown format, which was requested to be levised We were able to discem
what we thought to be the general cost for the alchitectulal element which was pleviously
provided as a lump sum. Similal to JMS, the cost for the project was exl:1emely high
In summary, we have adjusted the points ranking sheet in accoldance with the infmmation
provided to date, reflecting a score comparing the two bid responses against each other Based
solely upon the two bid proposals received, we have lated Morganti Group as the bettel
selection, plimalily in I elation to staffing and histOlY of expetience. In our opinion howevel, we
Landmark Center Two
22S E. Robinson Street, Suite 300
Orlando, Florida 32801
407.839..4006 . FAX 407.839.4008
email: info@Vhb com
vvY/w vhbmillersellen com
\ \f\ordat.\projects\622Q3.06\Wp\Letters\ltr to Mien.el Simon n 17.10 doc
Mr Michael Simon
Project No,,: 62203.08
December 17, 2010
Page 2
feel that it may be in the best interest of the CRA to continue to seek out additional bids which
provide a mOle competitive pIke and a higha level of e"l'eIience, which will be requu'ed for the
successful completion of this project
We hope this review will prove useful fOI the CRA boald in theu decision making process, please
do not hesitate to contact us if you have any questions or concerns.
Vay truly yours,
. Taylor
Project landscape Architect
e MlIlerScllen
\Users\cjacJcowslci\AppData\LocaJ\Mittosoft\ Windows\ Iemporary Internet Files\Contenl MSOUr to MIchael Simon 12-17-1O.doc
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XIII. NEW BUSINESS:
A. Consideration of Proposal by Habitat for Humanity
of South Palm Beach to Build 21 New Homes on Ocean
Breeze West
~~~~Y~Te~ eRA
. East SideN West SideNSeaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I Consent Agenda I I Old Business I X I
New Business
Legal
I Executive Director's Report
SUBJECT: Consideration of Proposal by Habitat for Humanity of South Palm Beach to Build 21 New Homes at
Ocean Breeze West
SUMMARY: The CRA is preparing for the construction of the site improvements for Ocean Breeze West, a
4.5 acre site at 6th Avenue and Seacrest that will create 21 single-family lots ready for new homes. The
2010/2011 CRA budget includes $100,000 to construct a model home to market the subdivision.
Current market conditions indicate that the cost to construct the homes will exceed the appraised value. This is
true not only for Ocean Breeze West but for most new home construction. One option the Board may want to
consider that is more expedient and cost efficient is to partner with Habitat for Humanity of South Palm Beach
County.
Benefits of partnering with Habitat:
1 . They will build the model home at their cost.
2. Habitat has a pipeline of qualified buyers.
3. Habitat provides the mortgages. No waiting for buyers to get qualified (faster sales/closings).
4. Habitat will sell the homes for no more than $115,000.
5. The homes will be 3 and 4 bedrooms with one-car garages.
6. The CRA will dictate the final design of the homes.
7. Homes will be LEED certified.
8. Homes will be placed in a land trust to ensure long-term affordability.
9. The CRA will not incur the cost of a model home, broker's fees and marketing costs. ($100,000 can
be reprogrammed.)
FISCAL IMPACT: None
CRA PLAN, PROGRAM OR PROJECT: Heart of Boynton Community Redevelopment Plan
RECOMMENDA TIONS/OPTIONS: Direct staffto begin drafting a partnership agreement with
Habitat for Humanity of South Palm Beach County to develop and sell 21 homes on Ocean Breeze West.
~0&(t--/
Vivian L. Brooks
Interim Executive Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\Habitat Ocean Breeze West.doc
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~ Habitat
" , , for Humanity.
of South Palm Beach County
TO:
Vivian Brooks
Interim Executive Director
Boynton Beach CRA
FROM:
Mike Campbell
Executive Directive
Habitat for Humanity
South Palm Beach CO
RE:
Ocean Breeze West Project
Responses due January 25,2011
January 24,2011
Boynton Beach Community
Redevelopment Agency
Heart of Boynton Ocean Breeze Development
Habitat for Humanity South Palm Beach has the ultimate goal to eliminate poverty
housing and homelessness from the face of the earth by building adequate and basic
housing.
Furthermore, all of our words and actions are for the ultimate purpose of putting shelter
on the hearts and minds of people in such a powerful way that poverty housing and
homelessness become socially, politically and religiously unacceptable in our nations and
world.
South Palnl Beach Countv. Inc
With t ,.s eli that6.th '~.::&s to accommodate the City
~ :'~;;~on Be: g an$d, , a r I Cll orne for the Ocean Breeze
Attached ~ some elevations tJ~~o~ ~!!!~!!!X~the aforementioned
project. These are artistic renditions of what we would like to see as revitalization occurs
within the Heart of Boynton Beach.
Habitat for Humanity of South Palm Beach self finances the homes through donations
and sells the homes to the owners' interest free for up to 30 years.
Thank you for the opportunity. We look forward to working with your organization in the
future.
SincereJ.y I II
~~~ 1JJJ
Michael E. Campbell
Executive Director
TABLE OF CONTENTS
Section
1. COLLABORATION
2. PROJECT GUIDELINES
3. CONSTRUCTION GUIDELINES
4. PLANS
5. CORPORATE AND TAX-EXEMPT CERTIFICATES
6. CONSTRUCTION HISTORY
7. RESUMES
8. FINANCIAL STATEMENTS
SECTION 1
Collaboration:
Working with the CRA in the development of the Ocean Breeze West project Habitat for
Humanity of South Palm Beach believes that it can achieve 100% construction start by June 30,
2013.
Habitat for Humanity South Palm Beach will place the land initially in the Habitat for Humanity
of South Palm Beach Community Housing Land Trust. Through the Land Trust the future
Homeowners will be leased the land for 99 years. The Land Trust will have lease holder
restrictions that will require proper maintenance of the exterior of the home as well as the yard
and its landscaping.
Ocean Breeze West will be built to LEED standard quality with water saving measures that
include shared wells, rainwater retention, and buildings that will meet at least energy star ratings
at their completion.
It is our goal to see the Ocean Breeze West Community as a model community for future
development throughout the HOB. Our history of bringing construction projects on time and
under budget has proven exemplary in Boynton Beach and this project will continue that
excellence barring no major natural disasters.
Thank you for the opportunity to partner and we look forward to your consideration.
..,
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SECTION 2
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Project Time Line
Proposal Submission
Proposal Approval
Project Planning / Architectural Review
Permitting
1 st Home Construction
Construction
Lots 1-6
Lots 7-14
Lots 15-21
Occupancy June 30, 2014
January 25,2011
May 10,2011
August 2011
September 2011
October 2011
September 2011 -March 2012
April 2012 - December 2012
September 2012 - March 2013
SECTION 3
Habitat for Humanity South Palm Beach will meet or exceed the
following construction guidelines:
18.2 Construction Requirements. The following amenities are required in each home
and must conform to or exceed City of Boynton Beach codes and regulations unless
otherwise specified:
a. Three (3/4) bedrooms with one (1) master bedroom.
Depending on the selected family size
b. Two (2) full bathrooms including one (l) In the master
bedroom.
c. The master bedroom must be a minimum of 13 'x 14'
and must contain a walk-in closet.
d. Double kitchen sink.
e. Interior and exterior light fixture package.
f. Ceramic tile in the entryway, kitchen and bathrooms; carpet
elsewhere.
g. Appliances must be new and include: washer, dryer, range,
range hood, garbage disposal, refrigerator, and ceiling fans
in all bedrooms and living room.
h. Wiring for: alarm system, cable, internet and phone.
1. Window treatments must be mini-blinds or upgrade.
J. Automated in-ground sprinkler system, including swale.
k. One-car garage.
1. Impact-resistant windows (Dade-County standards).
m. Landscaping must exceed City of Boynton Beach code
requirements.
o. Overall design of each home must confirm to the design
recommendations in the Heart of Boynton ("HOB")
Community Redevelopment Plan and the HOB Master
Plans and Schematic Designs.
SECTION 4
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RlCHARP
HABITAT FOR HUMANITY HOUSE
~07 t\W 13TH AVE BOYNTON BEACH. FL
HABITAT FOR HUMANITY
SOUTH PALM BEACH COUNTY
DELRA Y BEACH. FL
JC>NES AR-CI--IITECTU:RJ;:.
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I certify from the records of this office that HABITAT FOR HUMANITY OF
SOUTH PALM BEACH COUNTY, INC. is a corporation organized under the
laws of the State of Florida, filed on April 29, 1991 .
The document number of this corporation is N43200.
I further certify that said corporation has paid all fees due this office through
December 31, 2005, -that its mostrecent annual report/uniform business report
was filed on April 15, 2005, and its status is active.
I further certify that said corporation has not filed Articles of Dissolution.
Given under my hand and the
Great Seal of the State of Florida
at Tallahassee, the Capitol, this the
Twenty-first day of April, 2005
L~ [. f/eoa/
~[enba (fl. ~ooh
secretarp of state
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DEPARTMENT
OF REVENUE
I Consumer's Cert1f1cate of Exempt1ol11
Issued Pursuant to Chapter 212, Florida Statutes
DR-14
R. 04/05
08/25/09
r
85-8012656044C-7
05/02/2007
05/31/2012
501 (C)(3) ORGANIZATION
Exemptiqn Category
Certificate Number
Effective Date
Expiration Date
This certifies that
HABITAT FOR HUMANITY OF SOUTH
PALM BEACH COUNTY INC
181 SE 5TH AVE
DELRAY BEACH FL 334B3-5204
is exempt from the payment of Florida sales and use tax on real property rented, transient rental:prop~rty rented, tangible
personal property purchased or rented, or services purchased.
~mportant ~nformatBon for Exempt Organfzatoons
DR-14
R. 04/05
r
1. You must provide all vendors and suppliers with an exemption certificate before making tax-exempt purchases.
See Rule 12A-1.038, Florida Administrative Code (FAC).
2;
Your Consumer's Certificate of Exemption is to be used solely by your organization for your organization's
customary nonprofit activities.
3. Purchases made by an individual on behalf of the organization are taxable, even if the individual will be
reimbursed by the organization.
4. This exemption applies only to purchases your organization makes. The sale or lease to others by your
organization of tangible personal property, sleeping accommodations or other real property is taxable. Your
organization must register, and collect and remit sales and use tax on such taxable transactions. Note: Churches
are exempt from this requirement except when they are the lessor of real property (Rule 12A-1.070, FAC).
5. It is a criminal offense to fraudulently present this certificate to evade the payment of sales tax. Under no
circumstances should this certificate be used for the personal benefit of any individual. Violators will be liable for
payment of the sales tax plus a penalty of 200% of the tax, and may be subject to conviction of a third degree
felony. Any violation will necessitate the revocation of this certificate.
6. If you have questions regarding your exemption certificate, please contact the Exemption Unit of Central
Registration at 850-487-4130. The mailing address is PO BOX 6480, Tallahassee, FL 32314-6480.
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MICHAEL E, CAMPBELL
5354 NW 121 st Avenue
Coral Springs, FL 33076
Telephone: (954) 575-80441 E-mail: mcmcamobell@hotmail.com
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Accomplished Director of Non-Profit and Government organizations with over 20 years of
experience and a proven track record in developing and managing strategic plans, operating
budgets, raising funds in excess of $100,000, managing government relations, coordinating
volunteers and managing staff of up to 150. Excellent communicator able to build and
maintain positive relationships with a broad range of people from interdisciplinary teams,
volunteers, mass media and Board of Directors. Highly organized, proactive professional with
leadership experience in motivating a team to top productivity. Computer skills include:
Excel, Windows XP, Corel and Microsoft Publisher.
PROFESSIONAL EXPERIENCE
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HABITAT FOR HUMANITY SOUTH PALM BEACH CO, Delray Beach FL 2006 - Present
A private non-profit ecumenical organization that is determined to eradicate poverty housing
from South Palm Beach one family at a time.
Executive Director
· Manage all affiliate operations
· Manage a resale store with 5 employees and an administration office that has two full-
time staff and 3 part-time staff.
· Coordinated and recruit up to 2600 volunteers to help with office administration and
construction of simple, decent, affordable housing.
· Raise capital to acquire land, housing materials and pay for administrative expense while
maintaining an overhead of less than ten percent.
· Direct activities for a low economic population, initiating, mobilizing and managing
resource development activities by developing coalitions to increase donations.
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VIRGINIA BEACH PARKS & RECREATION Virginia Beach, VA 2000 to 2005
A government organization responsible for managing Sea tack Recreation Center and Owl
Creek Tennis Center for City of Virginia Beach, Virginia Beach is the 9th largest parks and
recreation department in the country.
Coordinator
· Developed and managed $500,000 in revenue and $1,000,275 in operating expenses.
· Managed two facilities, six full-time staff and 27 part-time employees.
· Coordinated and recruited volunteers while providing training to volunteer leaders and
trainers.
· Generated a revenue surplus of 32% in Seatack Recreation Center.
· Directed activities for a low economic population, initiating, mobilizing and managing
resource development activities by developing coalition to increase donations.
· Created marketing and capital development for program initiatives, resulting in a
$25,000 donation to build a climbing wall, implementation of a" Kids Cafe to feed hot
nutritious meals after school to children in need while participating in tutoring sessions at
seven sites throughout the community.
· Chairman for Morale Committee of the department, serving over 700 employees.
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CITY OF GRAPEVINE PARKS & RECREATION, Grapevine, Texas 1998 to 2000
A three year old, state of the art recreation center used as a model for many other centers
across the state of Texas.
Recreation SUDervisor
· Supervised facility operations, managing a $275,000 membership budget for a 47,000 sq
ft fitness and recreation facility.
· Managed program operations with a $400,000 program budget and 67 contract
employees.
· Supervised and developed a staff of three full-time, 17 part-time customer service staff
and one part-time Recreation Coordinator.
· Drafted three youth initiatives grants for At-Risk Youth, generating $10,000 in funds.
· Developed and implemented citywide fitness and wellness activities for 597 employees.
· Implement three major community special events with over 800 people in attendance.
· Produced two citywide health fairs to provide an opportunity for all employees to meet
benefit planners and learn about extended health benefits offered by the city.
MICHAEL E. CAMPBELL
Page 2
YMCA, Ft. Worth, Texas; Dayton & Lebanon, OH, Detroit, MI 1987 to 1998
Managed program development at four different locations during eleven years of service at
one of oldest, largest non-profit organizations in the United States. Providing volunteer
recruitment, nitch marketing, diversified programming, enhanced customer services skills
and developed the needed tools to create fiscal responsibility and facility management.
Director
· Recruited directors to serve on boards, cultivated corporate sponsors and maintained on
going relationships with volunteers.
· Operated licensed youth programs and after school child-care.
· Generated $1.2 million of a $4 million dollar capital campaign through creating and
maintaining on-going relationships with corporate sponsors and community leaders.
· Responsible for facility operations for four centers with budgets ranging from $500,000 to
$1.2 million.
· Supervised staff including seven full-time, 143 part-time, and approximately 200
volunteers.
· Planned and implemented Metropolitan marketing campaigns ranging from $3,000 to
$10,000.
· Received over $14,000 in Grant Awards.
· Developed volunteers to coordinate eight major fund-raising events, raising over
$250,000 annually.
· Collaborated with local city in developing the Head Start preschool program.
· Coordinated four Wyandotte River Runs with over 500 runners annually.
· Created informal youth and adult education programs.
· Implemented summer day camps and teen camps, servicing over 400 youth annually.
· Developed teen and family programs including Y-Indian programs and inner-city at-risk
programs.
· Increased membership by 13% annually through quality member services.
· Supervised youth and adult sport leagues with participation ranging from 400 to 3,000
people annually.
· Managed multiple fitness & aerobics centers.
EDUCATION
M,B.A" Averett University, Danville Virginia
8,A., University of Kentucky, Lexington, KY - Major: Education/Parks & Recreation
8/06
12/86
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PROFESSIONAL ASSOCIATIONS/COMMUNITY ACTIVITIES
Member, Virginia Beach Foundation/BEACH FUND
President, North Landing PTA
Chairman, BEACH FUND Golf Tournament
Member, Rotary International, Optimist Club International, Kiwanis Club International
Vice President, Summerfields Youth Program
Volunteer Instructor, American Heart Association
23-Year Volunteer, Red Cross
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PATRICK J. LAMBE
7950 State Rd. 78 West Okeechobee, FL 34974
13014 Hampton Lakes Circle Boynton Beach, FL 33436
Home Phone #: (561) 638-6564 Cell Phone #: (561) 436-4435
E-mail: lambe_p@yahoo.com
. OVERVIEW
Construction Manager/Supervisor with demonstrated strengths in residential
and commercial projects. Consistent record of achievement in meeting budget
constraints, improving quality, client satisfaction/zero punch list, and meeting
deadlines.
AREAS OF EXPERTISE
· Multiple Project Management
· Contract Administration
· Cost Control
· Building Codes and Permitting
· Plan Review
· Field Supervision
· Quality Control
· Site Development
a Scheduling and Phasing
· Layout
· Carpentry Rough/Finish
· Resourceful Troubleshooter
· Safety/OSHA
· Closeouts and Finishes
PROFILE
D Profit/Quality-Minded with extensive experience in planning and
supervision of construction operations.
· Excellent interpersonal and communication skills resulting in effective
relationships with city and state officials, architects, engineers,
subcontractors, vendors, clients, and project associates.
· Creative problem solver. Resourceful troubleshooter capable of
developing and initiating solutions to complex problems.
· Stellar record of meeting budgetary, schedule, and performance
requirements. Committed to outstanding quality control, and customer
satisfaction.
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PROFESSIONAL HISTORY
Southern Homes - Davie, FL (2006-2008)
Construction Mana~er/Builder
· Significantly reduced cost by establishing accountability for subcontractor
performance. Eliminated the need for a large punch-out staff.
· Established positive communications between client and developer
resulting in more timely closings, and more satisfied homeowners.
· Developed and implemented pre-inspection checklists which resulted in
increased productivity, staying within budget, and delivering a quality
product.
· Earned the respect of building officials by creating a safe, and
exceptionally clean working environment, and by establishing a superior
record for passing required inspections,
· Conducted pre-construction meetings between clients, sales associates,
subcontractors, and architects.
· Performed final walk-thru inspections with clients, supervised completion
of punch lists, and assisted service dept with warranty lists.
· Supervised construction staff personnel and subcontractors.
· Worked with design team to accommodate client needs and resolve
structural issues.
Centerline Homes - Coral Springs, FL (2001- 2006)
Custom Home Mana~er
· Directly responsible for coordinating and supervision of all luxury homes
built on clients property.
· Involved in complete life cycle of multiple projects from securing
estimates, purchasing, subcontract administration, scheduling,
inspections, and quality control.
· Supervision of site prep, fot clearing, demolition work, stem-wall, seawall,
and pilings.
· Worked closely with several architectural and engineering teams in the
design, and construction phases of each luxury home,
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I Toll Brothers - Delray Beach, FL (1998 -2001)
Construction Mana~er
· Accountable for production, quality, scheduling, cost management,
inspections, project documentation, customer satisfaction, execution, and
completions for this luxury home developer.
· Closely monitored change orders, implemented into schedule, and
coordinated architectural revisions with building department.
· Worked directly with building officials during permitting and construction
to streamline process and expedite job completion.
· Inspected all work during construction to ensure compliance with plans,
and building codes.
· Received many acknowledgements from clients, and management for
delivering homes on time, within budget, and exceeding clients
expectations.
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G L Homes - Coral Springs, FL
(1991 - 1998)
Construction SUDerintendent
.. Supervised and coordinated all aspects of the construction process for
this custom home developer,
· Consistently maintained fast-paced production while ensuring
outstanding quality.
· Successfully closed an average of 4 homes per month, year after year,
· Was elected to build the personal homes for GL Homes executives.
Florida Palm Aire - Pompano, FL (1988 to 1991)
Director of Construction (Palm Beach Count'll
· Directly responsible for management and supervision of all projects in
Palm Beach County. Projects included Town Houses, Luxury Hi-Rise
Apartments, and Custom Homes.
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Namil Corporation/RelJim Realty - DeJray Beach FL - (1980 TO 1988)
Director of Construction: Residential Division
· Responsible for the construction and supervision of all single family
homes and duplex units in the Woodlake Development.
Director of Construction: Commercial Division: (1984 to 1988}
· Supervised all land Development work which included site clearing,
underground utilities, road and parking lots.
· Managed and supervised the construction of office bUildings, restaurants,
retail stores, medical facilities, and bank buildings.
EDUCA rlON
Dutchess Community College - New York State.
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HABIT A T FOR HUMANITY
SOUTH PALM BEACH
COUNTY, INC.
FINANCIAL STATEMENTS
JUNE 30, 2009
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HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
CONTENTS
PAGE
INDEPENDENT AUDITORS' REPORT
STATEMENT OF FINANCIAL POSITION 2
STATEMENT OF ACTIVITIES AND CHANGES IN NET ASSETS 3
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STATEMENT OF FUNCTIONAL EXPENSES
4
STATEMENT OF CASH FLOWS
5
NOTES TO FINANCIAL STATEMENTS
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GerstHe, Rosen & Goldenberg, P.A.
Certified Public Accountants
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Lark R. Gerstle, C.P.A.
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Robert N. Rosen, C.P.A.
Brian K. Goldenberg, Partner
INDEPENDENT AUDITORS' REPORT
To The Board of Directors
Habitat for Humanity South Palm Beach County, Inc.
Delray Beach, Florida
We have audited the accompanying statement of financial position of Habitat for Humanity
South Palm Beach County, Inc. (a nonprofit organization) as of June 30, 2009, and the
related statements of activities and changes in net assets, functional expenses, and cash flows
for the year ended June 30, 2009. These financial statements are the responsibility of the
Organization's management. Our responsibility is to express an opinion on these financial
statements based on our audit. The financial statements of Habitat for Humanity South Palm
Beach County, Inc. as of June 30,2008, were audited by other auditors whose report dated
October 20, 2008, expressed an unqualified opinion on those statements
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We conducted our audit in accordance with auditing standards generally accepted in the
United States of America. Those standards require that we plan and perform the audit to
obtain reasonable assurance about whether the financial statements are free of material
misstatement. An audit includes examining, on a test basis, evidence supporting the amounts
and disclosures in the financial statements. An audit also includes assessing the accounting
principles used and significant estimates made by management, as well as evaluating the
overall financial statement presentation. We believe that our audit provides a reasonable
basis for our opinion.
In our opinion, the financial statements referred to above present fairly, in all material'
respects, the financial position of Habitat for Humanity South Palm Beach County, Inc. as of
June 30, 2009, and the changes in its net assets and its cash flows for the year then ended in
conformity with accounting principles generally accepted in the United States of America.
tputU, ;e~ & ~. ;/'.,4.
Boca Raton, Florida
February 22, 2010
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2630 CENTRE
2630 N.E. 203rd Street
I Suj'te 104
! Aventura, Florida 33180
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Phone: 305-937-0116
I F;x: 305-937-0128
~. 1n"_Q17_nT~7
THE PORTICOS
3835 N.W. Bo::a Raton Blvd.
Suite 100
Boca Raton, Florida 3343 I
Phone: 561-447-4000
Fax: 561-447-4004
999 Vanderbilt Beach Road
Suite 200
Naples, Florida 34108
Phone: 239-262-1773
Fax: 239-263-0166
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
STATEMENTS OF FINANCIAL POSITION
JUNE 30, 2009 AND 2008
ASSETS
2009
ASSETS:
Cash and cash equivalents
Cash - temporarily restricted
Cash escrow / principal account - temporarily restricted
Accounts receivable - escrow - temporarily restricted
Non-interest bearing residential mortgage loans,
net of unamortized discounts of $1,441,135
and $1,160,698 in 2009 and 2008, respectively
Grants receivable - temporarily restricted
Grants/ pledges receivable - unrestricted
Receivables - credit cards
Prepaid expenses
Land held for home sites
Home construction in progress
Property and equipment, net
Security deposits
$ 200,207
5,000
66,246
42,038
1,310,492
54,500
18,629
2,539
13,088
282,774
179,563
20,913
17,587
TOTAL ASSETS
$ 2,213,576
LIABILITIES AND NET ASSETS
LIABILITIES:
Accounts payable and accrued liabilities
Escrow funds payable
Notes payable
Total liabilities
$ 96,366
108,284
204,650
NET ASSETS:
Unrestricted
Temporarily restricted
Total net assets
1,841,142
167,784
2,008,926
TOTAL LIABILITIES AND NET ASSETS
$ 2,213,576
The accompanying notes are an integral part of this financial statement.
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2008
$ 631,188
54,315
1,243,036
8,464
294,028
235,349
24,531
14,576
$ 2,505,487
$ 57,970
54,315
5,973
118,258
2,387,229
2,387,229
$ 2,505,487
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC
STATEMENT OF ACTIVITIES AND CHANGES IN NET ASSETS
FOR THE YEAR ENDED JUNE 30, 2009 (WITH COMPARATIVE TOTALS FOR 2008)
2009 2008
Temporarily
Unrestricted Restricted Total Total
PUBLIC SUPPORT AND REVENUE:
Transfers to homeowners $ 549,490 $ $ 549,490 $ 376,274
Contributions:
Cash 200,174 279,388 479,562 460,819
Building materials and labor 74,457 74,457 170,250
Land 70,000
Mortgage discount amortization 94,231 94,231 87,820
Investment Income 6,830 6,830 13,890
Other program service revenue 21,252 21,252 10,899
Revenue, resale store, net of expenses 118,975 118,975 98,243
Total public suppport and revenues 990,952 353,845 1,344,797 1,288,195
NET ASSETS RELEASED FROM
TEMPORARY RESTRICTIONS-
Due to satisfaction of program restrictions 186,061 (186,061)
EXPENSES
Program service 1,543,699 1,543,699 756,886
Supporting services:
Management and general 90,472 90,4 72 174,729
Fund raising 88,929 88,929 31,802
Total supporting services 179,401 179,401 206,531
Total expenses 1,723,100 1,723,100 963,417
CHANGE IN NET ASSETS (546,087) 167,784 (378,303) 324,778
NET ASSETS, beginning of year 2,387,229 2,387,229 2,062,451
NET ASSETS, end of year $1,841,142 $ 167,784 $ 2,008,926 $ 2,387,229
The accompanying notes are an integral part of this financial statement.
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HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
STATEMENTS OF CASH FLOWS
FOR THE YEARS ENDED JUNE 30, 2009 AND 2008
2009 2008
CASH FLOWS FROM OPERATING ACTIVITIES:
Activities to reconcile change in net assets to net
cash provided by (used in) operating activities:
Change in net assets $ (378,303) $ 324,778
Depreciation 12,507 11 ,421
Contribution of land and building materials (93,483)
Discount of zero-interest notes receivable,
net of amortization 280,437 100,391
(Increase) decrease in assets:
Receivables - SHIP funds 31,817
Cash - temporarily restricted (5,000)
Cash escrow - temporarily restricted (11,931)
Accounts receivable - escrow temporarily restricted (42,038)
Receivables - credit cards (2,539)
Grants receivable - temporiarly restricted (72,679)
Grantsl pledges receivable - unrestricted (450)
Prepaid expenses (4,624) (3,298)
Security deposits (3,011 )
land held for home sites 11 ,254 (177,787)
Home construction in progress 55,786 (211,866)
Increase (decrease) in liabilities:
Accounts payable and accrued liabilities 38,396 21,882
Escrow funds payable 53,969
Tithe contribution payable - Habitat International (20,000)
Net cash provided by (used in) operating activities (68,226) (16,145)
CASH FLOWS FROM INVESTING ACTIVITIES:
Capital expenditures (8,889) (3,995)
Additions to mortgage receivable (601,789) (376,422)
Collection of mortgage notes receivable 253,896 145,623
Net cash provided by (used in) investing activities (356,782) (234,794)
CASH FLOWS FROM FINANCING ACTIVITY:
Payment on note payable (5,973) (7,902)
NET INCREASE (DECREASE) IN CASH AND
CASH EQUIVALENTS (430,981) (258,841)
CASH AND CASH EQUIVALENTS, beginning of year 631,188 890,029
CASH AND CASH EQUIVALENTS, end of year $ 200,207 $ 631,188
The accompanying notes are an integral part of this financial statement.
-4-
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC
STATEMENT OF FUNCTIONAL EXPENSES
FOR THE YEAR ENDED JUNE 30,2009 (WITH COMPARATIVE TOTALS FOR 2008)
2009 2008
Supporting Services
Program Management
Services & General Fundraising Total Total
Salaries and benefits $ 263,935 $ 49,488 $ 16,496 $ 329,919 $ 189,005
Cost of homes sold 738,299 738,299 451,103
Mortgage discounts of zero-interest loans 374,668 374,668 188,211
Capital campaign 45,000 45,000
Occupancy 23,903 7,968 7,968 39,839 33,503
Meetings, conferences, training 9,126 5,475 3,650 18,251
Office supplies and expense 29,212 8,346 4,173 41,731 26,993
Professional fees 44,988 12,854 6,427 64,269 12,664
Family nurturing 4,735 4,735 4,646
Advertising 4,714 673 1,347 6,734 12,705
Travel and lodging 12,604 3,601 1,801 18,006 8,562
Printing and postage 10,582 1,323 1,323 13,228 12,089
HFHI contribution 24,000 24,000 22,000
HFH - Collier County contribution 700 700
Total expenses before depreciation 1,541,466 89,728 88,185 1,719,379 961,481
Depreciation 2,233 744 744 3,721 1,936
Total expenses $ 1,543,699 $ 90,472 $ 88,929 $ 1,723,100 $ 963,417
The accompanying notes are an integral part of this financial statement.
-5-
NOTE 1:
NOTE 2:
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 3D, 2009
NATURE OF OPERATIONS
ORGANIZA nON
Habitat for Humanity South Palm Beach County, Inc.
(the Organization) was fonned in May 1992 and is an affiliate of Habitat
for Humanity International, Inc., ("HFHI"). HFHI and its affiliates are tax-
exempt, not-for-profit ecumenical ministries whose mission is to provide
low-income families with decent, affordable housing.
In fulfilling its mission, the Organization builds single family homes in
Palm Beach County, Florida, sells them to low-income families
(homeowners) and holds non-interest bearing mortgage notes receivable
with payments commensurate with the family's ability to pay. The
Organization also provides prospective homeowners in its program with
counseling and training to prepare them for home ownership and
responsibilities. Homeowners are required to pledge a minimum of five
hundred hours of service to the building of their homes or the homes of
other Habitat homeowners.
The Organization receives support from the local community by enlisting
volunteer labor when practical and soliciting donations of land, building
materials, and cash necessary in its building efforts. These donations and
the income from collection of mortgages receivable are used to continue
building houses for those in need.
The Organization operates a resale store as a supporting service to raise
funds. The resale store sells construction related materials and receives
substantially all its merchandise from donations.
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
Basis of presentation- The accompanying financial statements have been
prepared on the accrual basis of accounting in accordance with generally
accepted accounting principles.
Financial Statement Presentation- Under statements of Financial
Accounting Standards (SF AS) No. 117, Financial statements of Not-for-
Profit organizations, the Organization is required to report infonnation
regarding its financial position and activities according to three classes of
net assets: unrestricted net assets, temporarily restricted net assets, and
pennanently restricted net assets.
-6-
NOTE 2:
HABITAT FOR HUMANITY SOUTH PALM BEACH COUI'HY, INC,
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2009
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
(CONTINUED)
Cash and Cash Equivalents - The Organization considers all
highly liquid investments with an original maturity of three months or less
as cash equivalents. Bank deposit accounts, at times, may exceed federally
insured limits. The Organization has not experienced any loses in such
accounts, and it is management's belief that the Organization is not
exposed to any significant credit risk on its cash and cash equivalents due
to the high credit standing of the financial institutions where the
Organization's funds are deposited.
Inventories- Substantially all inventory in the resale store is donated.
Donations of inventory to the resale store and cost of donated merchandise
sold are not recorded in the accompanying statement of activities and
changes in net assets
Contributions- In accordance with SF AS No. 116, Accounting for
Contributions Received and Contributions Made, contributions received
are recorded as unrestricted, temporarily restricted, or permanently
restricted support depending on the existence and or nature of any donor
restrictions.
Support that is restricted by the donor is reported as an increase in
temporarily or permanently restricted net assets, depending on the nature
of the restriction. When a restriction expires (that is, when a stipulated
time restriction ends or purpose restriction is accomplished), temporarily
restricted net assets are reclassified to unrestricted net assets and reported
in the statement of activities as net assets released from restrictions.
Income Tax Status- The Organization is exempt from Federal Income
taxes under Section 501 ( c ) (3) of the Internal revenue Code.
Discount of Home Sales Contracts- It is against Habitat's fundamental
beliefs to charge interest. The accompanying financial statements have
been prepared in accordance with generally accepted accounting
principles, and accordingly reflect the discounting of non-interest bearing
home mortgages, and the amortization of such discounts, using the interest
method over the lives of the underlying receivables.
Transfers to Homeowners- Transfers to homeowners are recorded at the
gross payments to be received over the lives of the mortgages. Non-
interest bearing mortgages have been discounted at various rates ranging
from 6% to 9% based upon prevailing market rates at the inception of the
mortgages. Discounts are amortized using the straight-line method over
-7-
NOTE 2:
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2009
SUMMARY OF SIGNIFICANT ACCOUNTING POLICIES
(CONTINUED)
the lives of the mortgages. During the years ended June 30, 2009 and
2008, there were seven and four homes sold, respectively..
Property and Equipment- Property and equipment additions over $500 are
capitalized and are stated at cost for purchased items and fair market for
donated items. Depreciation is provided using the straight-line method
over five years.
Donated Services- A number of unpaid volunteers have made
contributions of their time to program and supporting services of the
Organization. The value of these contributed services is not reflected in
the accompanying financial statements since it is not susceptible to
objective measurement or valuation.
Expense Allocation- The costs of providing the various programs and
other activities have been detailed in the statement of functional expenses
and summarized on a functional basis in the statement of activities.
Accordingly, certain costs have been allocated among the programs and
supporting services benefited.
Estimates- The preparation of financial statements in conformity with
generally accepted accounting principles requires management to make
estimates and assumptions that affect certain reported amounts and
disclosures. Accordingly, actual results could differ from those estimates.
Temporarily Restricted Assets - Temporarily restricted net assets consists
of funds restricted for the construction of specific homes and are expected
to be used within one year as follows:
Receivable escrow
Grants receivable
Cash Dart Foundation
Cash escrow
2009
42,038
54,500
5,000
66.246
167.784
$
Total
$
Reclassifications - Certain accounts in the prior-year financial statements
have been reclassified for comparative purposes to conform with the
presentation in the current-year financial statements.
-8-
NOTE 3:
NOTE 4:
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2009
MORTGAGE NOTES RECEIVABLE FROM HOMEOWNERS
Mortgage Notes receivable from homeowners are presented in the
accompanying statement of financial position net of amortized discounts.
Approximate aggregate annual repayment amounts are presented below:
Year ended June 30,
2010
2011
2012
2013
2014
Thereafter
Amount
$ 185,594
141,758
136,268
130,848
125,615
2,031,544
2,751,627
L 441.13 5
$ ] 310.492
Less unamortized discount
Mortgage notes receivable, net
Since all notes receivable are collateralized by a first mortgage lien on
homes and the value of homes are greater than the recorded notes
receivable, the Organization has made no allowance for doubtful accounts.
GRANTS RECEIVED
In June 2009, the Community Foundation for Palm Beach and Martin
County approved a two year grant in the amount of $1 09,000 for the Build
A Home and Neighborhood project. The grant period started June 15,
2009 and ends June 14,2011. For the year ended June 30, 2009, 50%
($54,500) of the grant was recorded as a grant receivable. These funds
were received in July 2009 from the grant. The grant receivable is
included in the accompanying financial statements as temporarily
restricted assets.
-9-
NOTE 5:
NOTE 6:
NOTE 7:
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30,2009
PROPERTY AND EQUIPMENT, NET
Property and equipment consisted of the following:
2009 2008
Machinery and equipment $ 4,500 $ 4,500
Office furniture and equipment 12,808 8,919
Computer equipment and software 18,995 13,995
Vehicles 33,691 33,691
69,994 61,105
Less accumulated depreciation 49,081 36,574
Property and equipment, net $ 20,913 $ 24,531
Depreciation expense for the years ended June 30, 2009 and 2008 was
$12,507 and $1 1,421, respectively.
NOTES PAYABLE
The two notes payable at June 30, 2008 in the amount of $5,973 were paid
off during the fiscal year ended June 30, 2009.
OPERA TING LEASES
The Organization rents an office and a store. The office is leased under a two-
yearnon-cancelabie operating lease expiring in June 2011. The approximate monthly
payment is $2,865 and is inclusive of its share of operating expenses, such as
taxes and maintenance of the common areas. Rent expense was $39,839 for the
year ended June 30, 2009. The store has a month to month lease. The approximate
monthly payment is $10,500. Rent expense for the store was $126,000 for the year
ended June 30, 2009.
The following is a schedule of future minimum rental payments required
under the above operating lease as of June 30, 2009:
Year ending June 30,
2010
2011
Amount
$ 34,380
34,380
$ 68.760
Total
-10-
HABITAT FOR HUMANITY SOUTH PALM BEACH COUNTY, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2009
NOTE 8:
COMMITMENTS
On May 11, 2009 the organization entered into a contract for services
with Customs Development Solutions to serve as a fundraising consultant
and advisor and direct a capital fundraising campaign to raise funds
needed to increase building capacity for Habitat. The company's
preliminary minimum targeted fund raising goal is $3.0 million to $3.5
million. The term of the contract is from May 11, 2009 and ending May 7,
2010. The total professional fee for the twelve months is $270,000
payable monthly in the amount of $22,500. For the year 2009, $45,000
was paid. If more than the $3.0 million minimum goal is raised as a result
of these services, another $30,000 ($2,500 per month) will be paid by May
7, 2010. - Habitat agreed to budget and make available an amount not to
exceed $75,000 for expenses relating to the campaign. The contract is
cancelable by either party upon 60 days notice.
NOTE 9: RESALE STORE
Resale store revenue and expenses consists of the foHowing:
2009 2008
Revenue $476,816 $422,448
Expenses;
Salaries and contract labor 132,796 123,626
Payroll taxes and employee benefits 24,337 2,047
Total personnel costs 157,133 125,673
Office supplies and expense 19,951 14,117
Telephone 3,898 4,391
Truck expenses 12,093 17,120
Bank and credit card fees 6,215 6,215
Occupancy 149,765 147,204
Depreciation 8,786 9,485
Total expenses 357,841 324,205
Net resale store income $118,975 $98,243
Included in cash contribution income on the accompanying statements of activities and
changes in net assets are donations to the resale store for $5,400 and $3,719 for the years
ended June 30, 2009 and 2008, respectively.
-11-
NOTE 10:
HABITAT FOR HUMANI1Y SOUTH PALM BEACH COUNTY, INC.
NOTES TO FINANCIAL STATEMENTS
JUNE 30, 2009
SUBSEQUENT EVENTS
On August 4,2009, the Organization entered into an asset sale agreement
with Northern Trust, N.A.. The sale price is 90% of the unpaid principal
balance amounting to $705,851 of which $70,612 was the discount on the
sale and the Organization received $635,239 in cash. The bank will own
the notes which are secured by the mortgages. The Organization will
provide loan servicing on 9 certain mortgages for Northern Trust, N,A.(
the lender). In consideration of performing the loan service, the
Organization will retain as its compensation $10 per month per loan, plus
other ancillary income such as late fees, penalties, etc" in connection with
delinquent or underperforming loans. In the event of default by any
mortgagor, after 90 days, the bank has the option to reassign the mortgage
to Habitat and Habitat shall repurchase the mortgage within 10 days of the
Bank's notice to Habitat. The agreement shall remain in effect throughout
the life of any mortgage unless terminated by both the parties.
-12-
XIII. NEW BUSINESS:
B. Consideration of Funding a Portion of Community
Entry Sign for Coquina Cove
~~~<!Y~T2~ eRA
Ii East Side-West Side- Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I Consent Agenda I
Old Business I X I
New Business
Public Hearing
Other
SUBJECT: Consideration of funding a portion of the cost for Coquina Cove community entry sign.
SUMMARY: On January 24,2011 Eric Collin submitted the attached letter and proposals requesting
the CRA to fund a portion of the cost of the new entrance sign/feature for Coquina Cove.
This type of work is not covered under any ofCRA grant programs. In the past, homeowner associations
have come before the CRA board for funding through the CRA's Commercial Fa<;ade Grant and were
denied because entry signage for neighborhoods did not qualify as a commercial property or business
and was not eligible under the program guidelines.
If the CRA Board wishes to consider funding for this request the two proposals (attached) range from
$10,500 ($6,500 without lighting) to $11,200 (includes lighting).
FISCAL IMPACT: $6,500.00 to $11,200.00
CRA PLAN, PROGRAM OR PROJECT: CRA Redevelopment Plan, Downtown Master Plan
and Federal Highway Plan.
RECOMMENDATIONS: Deny funding to Coquina Cove for entry signage.
~~~tiVeDrr~tor
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\Coquina Cove Entry Sign.doc
,'~ lJ) (~ cu (p~3
CRA City of Boynton Beach
915 South Federal Hwy.
Boynton Beach, FL 33435
January 24, 2011
Re: Proposed Entrance Monument
Attention: Vivian Brooks, Interim Executive Director
Dear Mrs. Brooks,
In an effort to improve the Federal Highway corridor and the entrance to our community we are
proposing an entrance monument with an architectural lighting plan at the entrance to the Coqunia
Cove neighborhood. Our community is committed to this project and are hoping to gain your support
buy assisting us in procuring a grant. We believe this project will help improve look of the corridor,
improve the security at the entrance with the proposed lighting, and increase our property values. Your
consideration and support will be greatly appreciated. We have met with city staff (utilities,
engineering, and planning and zoning) and are in agreement on the monument portion of the plans and
are now trying to finalize the details involved with the electric on the lighting plan.
Please review the attached documents in order to familiarize yourself with the proposed project. If you
of your staff have any questions please feel free to contact me at 561-436-3370
i2
Eric Collin,
802 Shore Drive
Member of Design Team
,/
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Collin Builders, LLC
802 Shore Drive
Boynton Beach, FL 33435
CGC059901
561.436.3370
Proposal
Re: Entry Sign Coquina Cove
To: Coquina Cove Home Owners Association
January 11, 2011
We prose to perform the following per the plans an specifications provided by: Jonathan W. Keith. PA,
Consulting Engineers, dated January 11, 2011. Providing all equipment, machinery, tools, specified
materials and labor to complete the project.
· Excavate, form and pour footings, set masonry, form and pour beams. Labor and Material.
· Supply all steel, concrete, block and forms.
· Supply soil density letter certifying compaction.
· Stucco walls and columns. Labor and material.
· Supply and install cast stone and marble work.
· Seal marble sign panel with silicone sealer.
· Supply and install sign lettering.
· Paint Stucco area of walls and columns. Labor and material.
· Repair damage to irrigation.
· Regrade work area and remove all debris
· Supply and install landscaping and mulch (Budgeted $250.(0)
· Provide supervision for above.
For a total cost of:
$6505.00
(Six Thousand Five Hundred Five Dollars)
Page 1 of 2
* Optional Lighting Per the plans using a licensed electrical contractor.
Including: Light poles, hand holds located at the base of each pole, Fixtures, photo cell, bulbs,
disconnect, breakers, trenching, backfill and remulch of work area.
For a total cost of:
$3500.00
(Thirty Five Hundred Dollars)
Labor and all Materials
It is agreed that the Home Owner Association will supply the following:
Plans and engineering, Light Fixture and bulbs.
Coordinate with the City of Boynton Beach and obtain the required approvals and any permits and fees.
Sign off on paint colors and finish selections.
Provide One authorized agent to coordinate and act on behalf of HOA.
Notes: Estimated time to complete will be four weeks from start of project.
Agreed:
Agreed:
A
"A"'/"/
,;;;:>/
,< ,
//&~ ) ....' II j/ '
t> i/ i/t_/ I~i_
Authorized Representative
Home Owners Association
Coquina Cove
Eric Collin
Collin Builders, LLC
Page 2 of 2
( ~t\.l ~
RlJ~E'(
CON TPl,CTI,:'N
January 12,2011
Coquina Cove Homeowners Association
Boynton Beach, Florida
Dear Association Representative:
Charland Rurey Construction, Inc. (CRe) is pleased to submit the following proposal for
construction services on the Coquina Cove Entry Sign and Lighting. CRC will provide all labor
and material in order to construct the project according to the design plans and specifications
sheet SW I of I and SP lof 1 dated 12/10 as prepared by Jonathan W. Keith, P.A. for the lump
sum price of: Eleven Thousand Two Hundred Dollars ($11,200.00)
CRe has excluded the following items from this proposal:
1. Building permit fees and expediting.
2. Any utility, city or municipality connection, impact, service or usage fees.
3. Builder's Risk insurance and deductible cost - will add per your request.
4. Payment & performance bond - will add per your request.
s. Telephone, cable, water, sewer or electrical utility changes, conflict resolution or
upgrades.
6. Threshold and special inspections.
7. Import or export offill. Subgrade is considered sufficient to support proposed loads.
CRC will provide field compaction test.
8. Electrical permit drawings.
9. Soils testing and analysis.
eRC has included the following items in this proposal:
1. Project supervision.
2. Complete sign and electrical package.
3. Maintenance of Traffic for our work but not to include any required MOT plan,
submission or permit.
4. Staging of work crews utilizing Yachtsman's Plaza parking lot.
5. Demolition of existing signage.
6. Concrete testing.
7. Regrading of work area.
i f) " 'IJ J r d A \I E 'J U:: SUI T E B:)
" C) M : ;., ~J 0 BE:. C rl F LOR! 0 A 33 0 6 0 9 5 4 7 8 6 9 1 1 9 (p) 9 5 4 . 78-5 -5 4 2 6 If)
\'. l~ ., ,,!13r ,1\ d (( r"'-
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CRC has included the following material and labor Allowance items in this proposal:
1. Landscape and irrigation repairs or relocations - $ 750.00
Should you desire, please find the following Alternates for consideration:
1. None
CRe has estimated a field construction schedule of 4 weeks. This proposal is valid for thirty
days from the date above and is predicated upon using the standard AlA 1 997 101 contract or
other acceptable form of contract.
Should you have any questions or comments, please feel free to call me at your earliest
convemence.
Sincerely,
,::""7.,,,5""''''''''''''=--=---)
C:~=l~?
"Tim Rurey
Vice President
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XIII. NEW BUSINESS:
c. Consideration of Draft Lease Terms for 211 E. Ocean
A venue
1I!~~~Y~T8~ RA
-- East Side-VVest Side-Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I Consent Agenda I I Old Business IX I
New Business I I Legal I I Executive Director's Report
SUBJECT: Discussion of draft lease terms for the CRA owned property located at 211 E. Ocean A venue
a/k!a The Oscar Magnuson House
SUMMARY: At their regular meeting held on October 12,2010, the CRA Board approved the selection
of the Chuss1er Group to begin negotiations on property use and lease terms associated with the tenant
occupancy of the CRA owned property located at 211 E. Ocean Avenue a/ka/ the Oscar Magnuson House.
The Chussler Group proposes to open a 150 seat full service restaurant serving lunch and dinner seven days a
week. Since receiving Board approval, CRA staff and members of the Chussler Group have been
conducting meetings to discuss details on lease terms, hours of operation and conceptual interior & exterior
restaurant layout as well as meetings with City of Boynton Beach Planning & Development staff on potential
site planning issues.
As a result of these meetings, CRA staff compiled the following list of proposed draft terms:
Physical building conversion responsibilities: General Contractor to be hired by BBCRA
Exterior: improvements to be paid for by the CRA: zoning/architecture/site plan submittal, site
work, structural renovations
Interior: build-out to be paid for by Chussler Group: light fixtures, flooring, painting, tables,
kitchen/cooler
Financial Responsibilities for building conversion:
BBCRA: $350,000 in financial funding available
Chussler Group: $50,000 in financial funding available
*Tenant to be provided "first right of refusal" for purchase
*Tenant would like to explore "lease to purchase option"
*Landlord to maintain exterior of building structure and site improvements
Duration/Amount: Initial Term of five years with at least two, five year options to renew by tenant ifin
good standing with BBCRA. Breakdown as follows:
Year 1-2: no monthly rent due but pay interior maintenance/general & liquor legal liability insurance.
Year 3: Base monthly rent of $1 /sqft including taxes/ interior maintenance/ general & liquor legal
liability insurance.
Year 4: Base monthly rent of $1 /sqft plus 1 % of gross sales including taxes/ interior maintenance/
general & liquor legal liability insurance.
Year 5: Base rent of$l/sqft plus 2% of gross sales including property taxes/ interior maintenance/
general & liquor legal liability insurance.
T:\AGENDAS. CONSENT AGENDAS. MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 _ 2011 Board
Meetings\2-8-2011 Meeting\211 E Ocean Avenue Draft Lease Terms.doc
1l~~Cf{~T2~k:: RA
_ East Side-VVest S'lde-Seas..de Rena'lssance
Renewal Option 1:
Year 6: Base rent of $1/sqft plus 3% of gross sales including property taxes/ interior maintenance/
general & liquor legal liability insurance.
Years 7-10: Base rent of $lIsqft plus 4% of gross sales including property taxes/ interior maintenance/
general & liquor legal liability insurance.
Renewal Option 2: base rent for Years 11-15 would be adjusted to be consistent with current market
rents within the eRA District. Total rent expense not to exceed a maximum amount of 5% of gross
sales.
Tenant to pay property taxes/ interior maintenance/ general & liquor legal liability insurance.
Proposed Hours of Operation:
Monday - Saturday: 11 :30am-l Opm
Sunday: 10:30am- 9pm (including Brunch)
FISCAL IMPACT: To be determined.
CRA PLAN, PROGRAM OR PROJECT: Downtown Vision and Master Plan, Community
Redevelopment Plan
RECOMMENDA TIONS/OPTIONS: Provide staff direction and direct staff to continue
negotiations on leases and build-out plans.
C;#~~~~
Michael Simon, Development Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\211 E Ocean Avenue Draft Lease Terms.doc
XIII. NEW BUSINESS:
D. Consideration of Supporting the Circle of Hope Gala
~1~qY~T2~ eRA
iii East Side-West Side-Seas.lde Renaissance
eRA BOARD MEETING OF: February 8, 2011
I I Consent Agenda I I Old Business I X I New Business I I Legal I I Other
SUBJECT: Circle of Hope Gala - Women's Circle Celebrating a Decade of Caring
SUMMARY: The Women's Circle is holding their Circle of Hope Gala on Monday, February 28,
2011 at 6:00 pm at Benvenuto Restaurant. The cost is $75.00 per person. A table of 10 can be reserved
for $750.00.
FISCAL IMPACT: To be determined.
CRA PLAN, PROGRAM OR PROJECT: 01-51010-203
RECOMMENDATIONS: N/A
'-i~//'--
Vivian Brooks, Interim Executive Director
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XIII. NEW BUSINESS:
E. Consideration of Renewal of Lease with Jesus House
of Worship
COMMERCIAL LEASE AGREEMENT
THIS LEASE AGREEMENT is made and entered into this _ day of ,2011, by
and between the BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY whose
address is 915 South Federal Highway, Boynton Beach, Florida 33435, (hereinafter referred to as
"Landlord"), and JESUS HOUSE OF WORSHIP, INC., whose address is 1000 N. Seacrest
Boulevard, Boynton Beach, FL 33435 referred to as (Tenant").
ARTICLE I - GRANT OF LEASE
Landlord, in consideration of the rents to be paid and the covenants and agreements to be performed
and observed by the Tenant, does hereby lease to the Tenant and the Tenant does hereby lease and
take from the Landlord the property described in Exhibit "A" attached hereto and by reference made
a part hereof (the "Leased Premises "), together with, as part of the parcel, all improvements located
thereon.
ARTICLE II - LEASE TERM
Section 1. Total Term of Lease. The term of this Lease shall begin on the commencement date, set
forth above, and shall terminate on March 31, 2012. Upon the expiration of the Lease Term as
provided herein, the occupancy shall be deemed as a Tenancy at Will, from month to month, upon
the covenants, provisions and conditions set forth herein until otherwise agreed to in writing by both
parties.
Section 2. Commencement Date. The "Commencement Date" shall mean the date on which the
Tenant shall commence to conduct business on the Leased Premised, so long as such date is not in
excess of thirty (30) days subsequent to execution hereof.
ARTICLE III - DETERMINATION OF RENT
The Tenant agrees to pay the Landlord and the Landlord agrees to accept monthly rent in the
amount ofTen Dollars ($10.00) per year, payable in advance upon execution of this Agreement.
ARTICLE IV - TAXES
While it is recognized Tenant is a tax exempt entity, any and all personal or property taxes, and any
and all assessments (be they ordinary or extraordinary) shall be the responsibility of Tenant during
the term of the Lease.
ARTICLE V - UTILITIES
Tenant shall pay for all utilities, including, without limitation, water, sanitation, sewer, electricity,
light, heat, gas, power, fuel, janitorial, and other services incident to Tenant's use of the Leased
Premises, whether or not the cost thereof be a charge or imposition against the Leased Premises.
~<tY~T2~ eRA
. East Side-West Side-Seas"lde Rena",ssance
eRA BOARD MEETING OF: February8.2011
! Consent Agenda i
Old Business 1X
New Business
Public Hearing
Other
SUBJECT:
Boulevard
Approval of Lease Renewal with Jesus House of Worship, 1000 N. Seacrest
SUMMARY: In March 2007, the CRA negotiated a settlement to purchase the property located at
1000 N. Seacrest Boulevard from the Jesus House of Worship, Inc. At the time of mediation, the
building was utilized as a church. The settlement agreement authorized Jesus House of Worship to
remain in the building as tenant with a one year lease at a rate of $10 annually and with any future lease
renewals at the sole discretion of the CRA Board. Beginning in March 2007. the CRA Board has
approved two consecutive lease term renewals in 2008 & 2009 for Jesus House of Worship at the
existing rate of$IO.OO. The current lease term expires on March 3 L 2011
CRA staff reviewed various redevelopment scenarios and does not recommend terminating the lease or a
rental increase which would increase the property tax liability to the CRA similar to the significant
increase assessed at the old Relax Inn site with Boynton Waterways for their construction trailers. The
lease agreement requires the tenant to be responsible for any and all maintenance/repairs as well as their
continued occupancy of the building provides the community with eyes and ears for neighborhood crime
watch initiatives. Additionally, the Tenant is responsible for all maintenance expenses associated with
the property.
FISCAL IMPACT: None.
CRA PLAN, PROGRAM or PROJECT: Heart of Boynton Redevelopment Plan
RECOMMENDATIONS: Approval of the Lease Renewal with Jesus House of Worship for the
property located at IOOO N. Seacrest Boulevard.
~""
~. " """" ,
~_u
Michael Simon
Development Director
TIAGENDAS, CONSENT AGENDAS" MONTHLY REPORTS\Completed Agenda Item Request Forms by MeetinglFY 2010 - 2011 Board Meetmgs\2+2011 Meetlng\Lease reneNa! fe'
Jesus House of Worship doc
Page 2 of7
COMMERCIAL LEASE AGREEMENT
ARTICLE VI - OBLIGATIONS FOR REPAIRS
The Tenant shall be solely responsible for the repair and maintenance of the Leased Premises.
ARTICLE VII - TENANT'S COVENANTS
Tenant covenants and agrees to procure any licenses and permits required for any use made of the
Leased Premises by Tenant, and upon the expiration or termination of this Lease, to remove its
goods and effects and those of all persons claiming under it, and to yield up peaceably to Landlord
the Leased Premises in good order, repair and condition in all respects; excepting only damage by
fire and casualty covered by Tenant's insurance coverage, and reasonable wear and tear.
ARTICLE VIII - INDEMNITY BY TENANT
The Tenant shall save and hold Landlord harmless and indemnify Landlord from all injury, loss,
claims or damage to any person or property while on the Leased Premises, unless caused by the
willful acts or omissions or gross negligence of Landlord, its employee, agents, licensees or
contractors. Tenant shall maintain, with respect to the Leased Premises, public liability insurance
with limits of not less than one million dollars for injury or death from one accident and
$250,000.00 property damage insurance, insuring Landlord and Tenant against injury to persons or
damage to property on or about the Leased Premises. A copy of the policy or a certificate of
insurance shall be delivered to Landlord on or before the commencement date and no such policy
shall be cancelable without ten (10) days prior written notice to Landlord.
ARTICLE IX- USE OF PROPERTY BY TENANT
Section 1. Use. The Leased Premises may be occupied and used by Tenant exclusively as a church,
to be known as Jesus' House of Worship. Nothing herein shall give Tenant the right to use the
property for any other purpose or to sublease, assign, or license the use of the property to any
sublessee, assignee, or licensee, which or who shall use the property for any other use.
ARTICLE X -INSURANCE
Section 1. Insurance Proceeds. In the event of any damage to or destruction of the Leased Premises,
Tenant shall adjust the loss and settle all claims with the insurance companies issuing such policies.
The parties hereto do irrevocably assign the proceeds from such insurance policies for the purposes
hereinafter stated to any institutional first mortgagee or to Landlord and Tenant jointly, if no
institutional first mortgagee then holds an interest in the Leased Premises. All proceeds of said
insurance shall be paid into a trust fund under the control of any institutional first mortgagee, or of
Landlord and Tenant if no institutional first mortgagee then holds an interest in the Leased
Premises, for repair, restoration, rebuilding or replacement, or any combination thereof, of the
Leased Premises or of the improvements in the Leased Premises or equitably allocate the proceeds
as the Parties may otherwise agree to in writing.
Page 3 of7
COMMERCIAL LEASE AGREEMENT
ARTICLE XI - CONDEMNATION
If, after the execution of this Lease and prior to the expiration of the term hereof, the whole of the
Leased Premises shall be taken under power of eminent domain by any public or private authority,
or conveyed by Landlord to said authority in lieu of such taking, then this Lease and the term hereof
shall cease and terminate as of the date when possession of the Leased Premises shall be taken by
the taking authority and any unearned rent or other charges, if any, paid in advance, shall be
refunded to Tenant.
ARTICLE XII - DEFAULT
Section 1. LANDLORD'S Remedies. In the event that:
1. Tenant shall be in default of any provision of this Lease; or
11. Tenant has caused a lien to be filed against the Landlord's property and said lien is not
removed within thirty (30) days of recordation thereof.
Landlord shall be entitled to:
1. Terminate this Lease by giving Tenant ninety (90) day notice of termination, in which
event this Lease shall expire and terminate on the date specified in such notice of
termination, with the same force and effect as though the date so specified were the date
herein originally fixed as the termination date of the term of this Lease, and all rights of
Tenant under this Lease and in and to the Premises shall expire and terminate, and
Tenant shall remain liable for all obligations under this Lease arising up to the date of
such termination, and Tenant shall surrender the Premises to Landlord on the date
specified in such notice; or
11. Terminate this Lease as provided herein and recover from Tenant all damages Landlord
may incur by reason of Tenant 's default; or
iii. Pursue such other remedies as are available at law or equity.
ARTICLE XIII - QUIET ENJOYMENT
Landlord covenants and agrees that upon Tenant paying the rent and observing and performing all
of the terms, covenants and conditions on Tenant's part to be observed and performed hereunder,
that Tenant may peaceably and quietly have, hold, occupy and enjoy the Leased Premises in
accordance with the terms of this Lease without hindrance or molestation from Landlord or any
persons lawfully claiming through Landlord.
ARTICLE XIV - PROPERTY DAMAGE
Notwithstanding any contrary provisions of this Lease, Landlord shall not be responsible for any
loss of or damage to property of Tenant or of others located on the Leased Premises, except where
Page 4 of7
COMMERCIAL LEASE AGREEMENT
caused by the willful act or omission or negligence of Landlord, or Landlord's agents, employees or
contractors.
ARTICLE XV - NOTICES
All notices and other communications authorized or required hereunder shall be in writing and shall
be given by mailing the same by certified mail, return receipt requested, postage prepaid, any such
notice or other communication shall be deemed to have been given when received by the party to
whom such notice or other communication shall be addressed. If intended for Landlord the same
will be mailed to the address herein above set forth or such other address as Landlord may hereafter
designate by notice to Tenant, and if intended for Tenant, the same shall be mailed to Tenant at the
address herein above set forth, or such other address or addresses as Tenant may hereafter designate
by notice to Landlord.
ARTICLE XVI - MISCELLANEOUS
Section 1. Assignment and Subletting. Tenant shall not assign or sublet the Leased Premises
without the prior written consent of Landlord, which may be withheld in Landlord's sole and
absolute discretion.
Section 2. Fixtures. All personal property, furnishings and equipment presently and all other trade
fixtures installed in or hereafter by or at the expense of Tenant and all additions and/or
improvements, exclusive of structural, mechanical, electrical, and plumbing, affixed to the Leased
Premises and used in the operation of the Tenant's business made to, in or on the Leased Premises
by and at the expense of Tenant and susceptible of being removed from the Leased Premises
without damage, unless such damage be repaired by Tenant, shall remain the property of Tenant and
Tenant may, but shall not be obligated to, remove the same or any part thereof at any time or times
during the term hereof, provided that Tenant, at its sole cost and expense, shall make any repairs
occasioned by such removal.
Section 3. Invalidity of Particular Provision. If any term or provision of this Lease or the application
hereof to any person or circumstance shall, to any extent, be held invalid or unenforceable, the
remainder of this Lease, or the application of such term or provision to persons or circumstances
other than those as to which it is held invalid or unenforceable, shall not be affected thereby, and
each term and provision of this Lease shall be valid and be enforced to the fullest extent permitted
by law.
Section 4. Captions and Definitions of Parties. The captions of the Sections of this Lease are for
convenience only and are not a part of this Lease and do not in any way limit or amplify the terms
and provisions of this Lease. The word "Landlord" and the pronouns referring thereto, shall mean,
where the context so admits or requires, the persons, firm or corporation named herein as Landlord
or the mortgagee in possession at any time, of the land and building comprising the Leased
Page 5 of7
COMMERCIAL LEASE AGREEMENT
premises. If there is more than one Landlord, the covenants of Landlord shall be the joint and
several obligations of each of them, and if Landlord is a partnership, the covenants of Landlord
shall be the joint and several obligations of each of the partners and the obligations of the firm. Any
pronoun shall be read in the singular or plural and in such gender as the context may require. Except
as in this Lease otherwise provided, the terms and provisions of this Lease shall be binding upon
and inure to the benefit of the parties hereto and their respective successors and assigns. Nothing
contained herein shall be deemed or construed by the parties hereto nor by any third party as
creating the relationship of principal and agent or of partnership or of a joint venture between the
parties hereto, it being understood and agreed that neither any provision contained herein, nor any
acts of the parties hereto, shall be deemed to create any relationship between the parties hereto other
than the relationship of Landlord and Tenant.
Section 5. Brokerage. No party has acted as, by or through a broker in the effectuation of this
Agreement.
Section 6. Entire Agreement. This instrument contains the entire and only agreement between the
parties, and no oral statements or representations or prior written matter not contained in this
instrument shall have any force and effect. This Lease shall not be modified in any way except by a
writing executed by both parties.
Section 7. Governing Law. All matters pertaining to this agreement (including its interpretation,
application, validity, performance and breach) in whatever jurisdiction action may be brought, shall
be governed by, construed and enforced in accordance with the laws of the State of Florida. The
parties herein waive trial by jury and agree to submit to the personal jurisdiction and venue of a
court of subject matter jurisdiction located in Palm Beach County, State of Florida. In the event that
litigation results from or arises out of this Agreement or the performance thereof, the parties agree
to reimburse the prevailing party's reasonable attorney's fees, court costs, and all other expenses,
whether or not taxable by the court as costs, in addition to any other relief to which the prevailing
party may be entitled. In such event, no action shall be entertained by said court or any court of
competent jurisdiction if filed more than one year subsequent to the date the cause(s) of action
actually accrued regardless of whether damages were otherwise as of said time calculable.
Section 8. Contractual Procedures. Unless specifically disallowed by law, should litigation arise
hereunder, service of process therefore may be obtained through certified mail, return receipt
requested; the parties hereto waiving any and all rights they may have to object to the method by
which service was perfected.
Section 9 Extraordinary Remedies. To the extent cognizable at law, the parties hereto, in the event
of breach and in addition to any and all other remedies available thereto , may obtain injunctive
relief, regardless of whether the injured party can demonstrate that no adequate remedy exists at
law.
Page 6 of7
COMMERCIAL LEASE AGREEMENT
IN WITNESS WHEREOF, the parties hereto have executed this Lease the day and year first above
written or have caused this Lease to be executed by their respective officers thereunto du1y
authorized.
Signed, sealed and delivered in the presence of:
BOYNTON BEACH COMMUNITY
REDEVELPOMENT AGENCY
("LANDLORD")
JESUS HOUSE OF WORSHIP ("TENANT")
By:
By:
Its:
Its:
WITNESSES:
WITNESSES:
Please Print Name
Please Print Name
STATE OF FLORIDA
COUNTY OF PALM BEACH
The foregoing instrument w acknowledged before me on this day of by
of the BOYNTON BEACH COMMUNITY
REDEVELPOMENT AGENCY who is [ ] personally known to me or [ ] has produced
as identification.
Signature of Person Taking Acknowledgement
Name Typed, Printed or Stamped
Page 70f7
COMMERCIAL LEASE AGREEMENT
STATE OF FLORIDA
COUNTY OF PALM BEACH
The foregoing instrument w acknowledged before me on this day of by
ofthe JESUS HOUSE OF WORSHIP who is [ ]
personally known to me or [ ] has produced as identification.
Signature of Person Taking Acknowledgement
Name Typed, Printed or Stamped
Commercial Lease Agreement
Exhibit" A"
Leased Premise as Legally Described:
PALM BEACH CONTRY CLUB ESTATES LOT 1 (LESS W 25FT & 20FT RETURN CURVE
AREA RD R/W) & LOT 2 BLOCK 4, as recorded in the official records of Palm Beach County,
Plat Book 11305, Page 0755.
Print Page
08434521100040010
produced b)': pap.1gis
http://maps.co.palm-beach.fl. us/papagis/printing/papaLayout.aspx
-1__L___ _
roperty Details
Owner Information
PCN: 08434521100040010
View Property Details
Name: BOYNTON BEACH CRA
Locallon: 1000 N SEACREST BLVD
Mailing: 915 5 FEDERAL HWY
BOYNTON BEACH, FL
334355612
Appraisal Value
Market Value:
Assessed Value:
Exempt Amnt:
Taxable:
Tax Value
Ad Valorem:
Non ad valorem:
Total:
Sales Info
Sale Date
03/151200 7
07127/1999
08/01/1982
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5
Palm Beach County
Property Appraiser
Gary R Nikolits, CF A
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XIII. NEW BUSINESS:
F. Report on TIF Agreements Status
~~~ctY~T8~ eRA
Ii East Side-West Side-Seaside Renaissance
eRA BOARD MEETING OF: February 8, 2011
I Consent Agenda I I Old Business IX I
New Business
Legal
I Executive Director's Report
SUBJECT: Report on TIP Agreements Status
SUMMARY: The CRA has entered into three Direct Incentive Funding Agreements (DIPA) since 2005.
The purpose of the Direct Incentive Funding program is to help fund the creation of public assets or benefits
within private projects that are consistent with FSS 163.330 and the CRA's adopted redevelopment plans.
For instance, there is a need for public parking within and near the marina area. The marina area has been
recognized as an area of public importance by the City and CRA since the adoption of the first redevelopment
plan in November 1983. Rather than build stand alone parking lots or structured parking, the CRA has worked
with developers of projects to include public parking as part of their projects.
The CRA has 126 public parking spaces within the Marina Village project and will have an additional 100 spaces
within The Promenade. These spaces will help support the existing business within the marina district and
encourage new businesses. (FSS 163.330 (4); It is further found that coastal resort and tourist areas or portions
thereof which are deteriorating and economically distressed due to building density patterns, inadequate
transportation and IJarkinJ! facilities. faulty lot layout, or inadequate street layout, could, through the means
provided in this part, be revitalized and redeveloped in a manner that will vastly improve the economic and
social conditions of the community.)
The attached spreadsheet outlines the three agreements and the required deliverables by the developers of the
projects.
FISCAL IMPACT: None. Informational only.
CRA PLAN, PROGRAM OR PROJECT: Boynton Beach Community Redevelopment Plan
RECOMMENDATIONS/OPTIONS: None.
._~
~BrOOkS
Interim Executive Director
T:\AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\FY 2010 - 2011 Board
Meetings\2-8-2011 Meeting\DIFA.doc
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XIII. NEW BUSINESS:
G. Consideration of Purchasing the Cherry Hill Mini
Mart at 1213 NW 4th Street