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Agenda 11-09-16
i CRA Board Meeting Wednesday, November 9, 2016 @ 6:30 pm City Commission Chambers 100 E. Boynton Beach Blvd. Boynton Beach, FL 33435 H. Invocation III. Roll Call V. Agenda Approval: A. Additions, Deletions, Corrections to the Agenda B. Adoption of Agenda VI. Informational Items and Disclosures by Board Members and CRA Staff - A. Disclosure of Conflicts, Contacts and Relationships for Items Presented to the CRA Board on Agenda Items "Iturly I . I A. Results of The 5b Annual Boynton Beach Haunted Pirate Fest & Mermaid Splash C. Music on the Rocks VHL Consent Agenda: A. Approval of Period Ended Oct. 31, 2016 Financial Report B. Monthly Purchase Orders C. Approval of CRA Board Meeting Minutes Sept. 13, 2016 D. Approval of CPA Board Meeting Minutes Oct. 10, 2016 E. Approval of Legal Changes made to the Economic Development Grants M Pulled Consent Agenda Items: X. Information Only: A. Public Comment Log B. Marketing and Business Development Campaign C. CRA Advisory Board Agenda — Nov. 3, 2016 D. Minutes — CRAAB Meeting — Oct. 4, 2016 XI. Public Comments: (Note: comments are limited to 3 minutes in duration) X11. Public Hearing: None XIII. Old Business: A. Consideration of Community Benefits Agreement between the CRA and Ocean Breeze Housing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project in the Heart of Boynton. Tabled 10/10/16 B. Consideration of Community Benefits Agreement between the CRA and Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the 2.97 Acre Project Site Known as MLK, Jr. Tabled 10/10/16 C. Consideration of Search Firms for Hiring a CRA Executive Director. D. Consideration of Draft RFP for Agency Management Finns. E. Consideration of Appointment to the Evaluation Committee as Specified in the Cottage District Site Request for Proposals and Qualifications. F. Consideration of Second Amendment to the Purchase and Development Agreement for 211 E. Ocean Avenue. G. Consideration of First Amendment to the Purchase Agreement with Kim Newton to extend the Closing Date for 120 NW 11th Avenue (Model Block). A. Discussion 1 Direction for the Potential Acquisition 4Blvd. B. Discussion and Direction arding the Disposal of CRA Owned Properties Located at E. o ' Avenue to St. Paul AME Church of Boynton C. Consideration -d Sale Agreement between the CRA and the Owners of the LocatedProperty at 128 NW I 1th Avenue (ModelBlock). A. Reports: l 1. 2016 ' Summary Prepared by CRAAB Chair, - d. Cross B. Pending 1. City Services Survey o, h. CRA Research2. Potential Creationrantor Job C. New Assignments: 1. Review the 29 Recommendations made in February 3, 2016 Miami -Dade County Grand Jury Report Concerning Affordable Housing and Mismanagement of CRAs Future Agenda e s: 11 ' - a ! 1 !, , . . # . . PERSONNOTICE IF A DECjE,• _, 1 ► :� • ��, •. 1 ► 6•1# ► . r *WE APPEAL IS TO i r +0i ISM= 10111r, • - 1 + • 9. ,. ,APDITIONAL AGENDA ITEMS MAY 13E ADDED SUBSEQUENT TO THE PUBLICATION OF THE AGENDA ON THE CRA!S WEB SITE. INFORMATION REGA.1 ADDED O THE AGENDA AFTER IT IS PUBLISHED 1 THE CRAIS OBTAINEDWEB SITE CAN BE FROM OFFICE. CRA BOARD MEETING OF: November 9,2016 1 Consent Agenda I I Old Bnsiness I I New Business I I Legal I I Information qKY SUBJECT: Recap of the 5 th Annual Boynton Beach Haunted Pirate Fest & Mennaid Splash �11 SM A 1 74 MY= * This -year The Boynton Beach Haunted Pirate Fest & Mermaid Splash opened with Kick Off concert on Friday, October 21 from 6-10 pm at the Ocean Ave. phi hi eat with approximately 300 people attending the concert. 0 On Saturday, October 22t1'. and Sunday, October 23th, The CRA and the City of Boyntc Beach hosted the 5th Annual Boynton Beach Haunted Pirate Fest and Mermaid Splass along East Ocean Avenue, from Seacrest to Federal Highway. * The event opened on Saturday at 11 A.M. and ran until 10 P.M. and on Sunday from I A.M. to * Last year's event drew approximately 60,000 attendees — this year's attendance we estimated at 80, 000. 9 46% were ages 0 57% were 'lirst timers" and 21% attended both days 0 55% came with children ages 17 and under o 77% of the respondents were Palm Beach County Residents * 87 % of respondents were from outside of the City of Boynton Beach. a Of those ftom "Outside Palm Beach County," 85% traveled to PBC especially for thi event * Of those from "Outside Palm Beach County," 42% stayed in a hotel in PBC * 18% cited "Social Media" on how they heard about the event, 25% Word of Mouth ani 19% saw it advertised on a banner or poster a 72% planned to visit local businesses (restaurant/bar, retail, etc.) before or afler the even and 93% planned to spend $50 or more at those businesses 9 Results ftom the on-site survey determined that 72% of the attendees planned to visi local businesses (restaurant/bar, retail, etc.) before or after the event and 93% of thoso attendees planned to spend $50 or more at those businesses — estimated economic impa is approximately $1.5 million. * 88% rated the entertainment as either "Good" or "Excellent", 92% rated their overal experience either "Good" or "Excellent" 0 62% said Community events / festivals attracts them to Downtown Boynton Beach all 55% said they would likely attend future events and 63% said the events change th] perception 1f Boynton Beach FISCAL IMPACT: FY 2016-2017 Budget line item 02-58500-480 Project Fund, Special Events - $175,000 and line item 02-58400-445 Project Fund, Marketing Program - $30,000. CRA PLAN, PROGRAM OR PROJECT: 2016 CRA Plan Consolidation & Update, Downtown Vision and Master Plan CRA BOARD MEETING OF: November 9,2016 J Consent Agenda I I Old Business I I New Business I I Legal I I Information Only I X I Other AGENDA ITEM #: VII. B SUBJECT: Florida Redevelopment Association 2016 Roy F. Kenzie Awards SUMMARY: The Boynton Beach CRA has been recognized by the Florida Redevelopment Association (FRA) for outstanding redevelopment achievements. The FRA presents awards annually to projects that exhibit the best practices in Florida redevelopment over the past year. The winners were honored during FRA's 2016 Annual Conference awards dinner, held October 13, 2016 at the Hilton in Orlando. This year, the Boynton Beach Community Redevelopment Agency (CRA) has earned the award for "Outstanding Rehab award" for the Healing Hearts Project and the "Cultural Enhancement award" for The Boynton Beach Haunted Pirate Fest & Mermaid Splash. The FRA awards committee carefully selects the winners from over 60 entries. All of the entries embody the spirit of successful community redevelopment and revitalization. Marketing s` ess Development T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTSICompleted Agenda Item Request Forms by Meeting\CRA Board\FY 2016 - 2017 Board Meetings\Novembar 20161FRAAwards.docx The Boynton Beach Hauntedirate Fest and Mermaid sty took place on October 24 and 25, 2015, in downtown Boynton Beach. This free two-day festival was located along East Ocean Avenue between Seacrest Boulevard and Federal Highway. Downtown was transformed into Hobb"s cove, a bustling, old world port brimming with pirates and mermaids. last year, Haunted Pirate Fest and Mermaid Splash drew 65,000+ people of all ages to downtown Boynton Beach, to enjoy a variety of offerings, including continuous live music, children's activities, pirate re --enactments, visits with live mermaids, stunt shows and vendors from all over the seven seas, c Two vacant residential buildings on the main corridor into downtown Boynton Beach,were converted into a holistic veterinary clinic and a day spa Because CRA districts are faced with the problem of residential and commercial buildings mixed together along main thoroughfares Healing purchased the vacant homes and redeveloped therm into one commercial project The buildings are connected by a breezeway separating the veterinary clinic from the animal spa, The Boynton Beach CRA provided the business with matching, reimbursable grants for the facade, interior build -out and rent, For every public $1 spent the business owner spent $9,45. tea, ti� t Of CRA BOARD MEETING OF: November 9,2016 U90"', AGENDA ITEM #: VII. C. Music on the Rocks • On Friday, November 18, 2016, the Boynton Beach CRA presents: Music on the Rocks featuring String Theory, a band that offers an eclectic mix of Rock, Reggae, Pop, and Soca. • This FREE event takes take place at the Ocean Avenue Amphitheatre from 7 P.M. to 10 P.M. • We will continue our partnership with the Food Truck Invasion, which guarantees a rotation of the food trucks each month, and provides marketing for the joint event. • Free parking is available onsite. • The next Music on the Rocks concert is scheduled for Friday, December 16a', the band is still TBD. Marketing images (Exhibit A) CRA PLAN, PROGRAM OR PROJECT: Downtown Master Plan a Mercedes Coppid&w Marketing, v ts, & Economic Development Assistant I � ► StrinLTheon ! BOARD OF:November • , 2016 Consent Agenda I I Old Business n. I I Legal Information .,. Other T: Movies in the R ark • On November 4, 2016, the Boynton Beach CRA will officially kick-off a new season of Movies in the Park, at the Ocean Avenue Amphitheatre. The first movie of the season, The Pirates of Penzance, was canceled due to Hurricane Matthew. • The featured movie is Frozen (rated G), which was selected to go in-line with the season's musical theme. • This free event will take place at 8:00 P.M. and run to approximately 10:30 P.M. • Guests are encouraged to bring beach chairs and blankets. • Free parking is available onsite. • A trailer of select CRA district businesses will be shown prior to the start of the feature. • Gift cards donated by selected CRA district businesses will be given away to guests through a drawing after the movie. • Food, snacks, and beverages will be available for purchase from vendors. • The next Movies in the Park feature is The Muppet Movie, on January 6a', • Additional Movie in the Park dates: o February P - Hairspray o March Yd - Chitty Chitty Bang Bang o April 7th - The Wiz o May 5th - Mary Poppins o June 2°d - Grease Marketing images (Exhibit A) FISCAL PACT: Budgeted in line item 02-58500-480 3 =2 CRA BOARD MEETING yda O \ ° November e 2!:§ dgenda..yOldBusiness ......\\ ...w...»...\ ness Legal SUBJECT: Monthly Financial© ftp 2 SUMMARY: d budget report a:§- CRA Board representing the revenues a4 expenses 4< he moat ending October 31, 2016. 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N H F rn Pe m o 8 N N Y+ O o O $ H In ItH N H ® H E In N W o 4 0 0 0 l o w CY p p�t � dl N 4, I I f t *, i' A BO 'RD MEETING ONovember Z-o—nsent AgendaBusiness C i Purchase Orders SUMMARY: Attached is the purchase order report for October 2016 for amounts $10,000 • Boynton Beach CRA Purchase Order Report Month: October 2016 Description 'Rent :r; Police 'PirateDJV Development $ 13,200 ($1,1100 per month) • nited Site Services a Chair Steven Grant Vicis Chair Mack fAcrraj, Justin -Katz Christina Romelus •; Casello Cfhaplain Brannon,Boynton Department,gave the invocation. Roll call established a quorum was present. • • ills. 110-2 go ` • - a• Mr. Casello pulled Consent Agenda Item 1. Chair Grant moved Item X.D after VIL B. and switched Items XIII.C. Ocean Breeze Purchase and Development Agreement to hear item 1 to speOcean Breeze Community Benefits Agreements ak about the first. If the : • needed to table the item, the Board can make the Purchase and Development Agreement contingent on the next meeting's Community Benefits Vice Chair McCray moved to approve as amended. Ms. Romelus seconded the motion that unarilmously passed. Meeting Minutes CRA Board Boynton Beach, Florida September3 , 2016 A. Disclosure of onflicts, Contacts and Relationships for Items Presented to CRA Board on Agenda items Romelus attended the RA Budgetworkshop, the League Conference and met with Marina Village and Chief Katz about concerns she had. She congratulated, former Police Officer Rita Swan on her retirement and for her service. She expressed condolences to Ms. Barbara Ready and family on the loss of her hus•. • Mr. Casello met with Bill Morris, Davis Camalier and Attorney Bonnie Miskel on the One Ocean Avenue project. • !Bradley Miller,'• Planning on D'Almelda project. He expressed condolences to Barbara Ready and advised Ms. Ready -::. i been an advocate for the Cfty. They agree to disagree on some issues, but she is passionate and fights. He expressed his sympathy to her on the untimely passing of her husband. Katz had spoken with Susan Oyer,• r • - r Michael Fitzpatrick, Isram Realty, but had not yet. spoken with Bradley Miller on the D'Almelda project. He also extended condolences to Ms. Barbara Ready and her family, on Mr. Ready's untimely passing. offered his condolencesto Ms. Readyand her family. He spoke with Bradley Miller on phone.- noted there was a well-aftended community meetingmeeting and he complimented the organizers on a job well done. He thought the next time a • the churches --i to be present. Vivian Brooks regarding BRA Issues on which they were not seeing eye to eye. Chair Grant spoke with Bradley Miller and attended the community meeting. Hit, commented he dived w1ith Splash Down. ►' • pointed out w community meeting was noton - • ar. Chair Grant z;xplained he saw it on Facebook and he had met with Ms. Brooks a few hours before 1 informed i requested community meetings• - put on board member calendars. Chair Grant agreed to pass the InforTnation on to the individuals who organized the meeting. • - • 10511111 . •` :, • • :• • 0 Meeting CRA BoardBoynton Beach, Florida September 13, 20J6 CelebratesBeach a the Boynton Beach Haunt^ i Pirate Fest • Splash Tracy Smith -Coffey, •Development,explained the i 1. • - ! a .ilii and present t! give nine awards the CRA won in August at the 22nd Annual Convention and Trade Show. She introduced Dan Goode, Chair of A to present-awards.Goode! ! FFEA was started 23 years differentago by Eleanor Krusell, and has over 600 members, event producers and contractors. Receiving nine awards was quite remarkable as there were over 400 submissions in 18 •':• ProjectMr. Goode announced Boynton Beach Celebrates MLK won 1st Place for Promotional Poster - Boynton Beach GRA and MLK Committee. The Boynton Beach CRA and MLK Committee also won 2nd Place for street banners for the same event. Wally Majors, Jonathan Dickenson, Dan Volker, Jim Abemathy, and James Veneble were present for the 2 nd Place Award for Community Outreach - • placeBoynton Beach and 2nd place in TV advertisement video for the same event. Boynton Beach Haunted Pirate Fest and Mennaid Splash, Boynton Beach CRA and Iray Finest signs, Robert Telford and Lori Griffith received 1 st Place for the brochu eq 2"' Place for outdoor advertisement, second place TV advertisement video, second ! • Chris Burdick, Special Events Coordinator, announced October 7th reopens Movies in the Park at the Ocean _ a. .. Amphitheater, notedWonka and the Chocolate Factory in remembrance of Gene Wilder. The event starts ej 8 p.m. and goes to about 10:30 p.m. Attendees should bring beach chairs and blankets. Free parking is on site and a trailer of CRA business will be viewed prior to the movie.. Gift cards donated by the selected CRA businesses 'and Pirate Fest souvenirs will be given away through a drawing after the movie and food, snacks and beverages are available for purchase from vendors. The next Movies in the Park event will feature Fmzen on November 0- The movies for the entire Movies in the Park series was included in the meeting backup. X. D. Information Only, D. CRA October Meeting Scheduled for Monday, Octob 10, 2016 @ 6:30 pm, City Hall (Heard out of order) i Chair Grant the October CRA meeting was rescheduled to Monday,October 10 at 6:30 p.m. to accommodate Kol Nidre. 91 Meeting Minutes CRA Board Boynton Beach, Florida September 13, 2016 I. Consent Agenda: A. Approval of Period Ended August 31, 2016 Financial Report B. Monthly Purchase Orders C. Approval of Minutes — CRA Board Meeting July 12, 2016 DApproval of Minutes — CRA Board Meeting August 9, 2016 EApproval of Minutes — CRA Board Special Meeting August 16, 2016 F. Approval of Minutes — CRA Board Budget Meeting August 17, 2016 G. Approval of an Eligible Commercial Fagade Grant Increase to 508 E 131313, LLC in the amount of $5,000 for a Revised Grant Total of $10,000 H. Approval of an Eligible Commercial Interior Build -Out Grant Increase to Jamerican Cuisine, LLC in the amount of $5,000 for a Revised Grant Total of $11,875 1. Approval of Side Walk Caf6 Permit Application for East Ocean Cafd located at 412 E. Ocean Avenue IX. Pulled Consent Agenda Items: Mr. Casello pulled Item I and advised the East Ocean Caf6 was looking for a permit for outside seating as they had issues with Code Compliance regarding outdoor pots and plants obstructing the sidewalk. With the new seating arrangement that is proposed, he wanted to ensure the plants would not encroach on the right of way and she would abide with the agreement and keep the plants off the sidewalk. He favored the request. Motion Vice Chair McCray moved to approve (Item 1). Mr. Casello seconded the motion that unanimously passed. Motion Ms. Romelus moved to approve the Consent Agenda. Mr. Katz seconded the motion that unanimously passed. X. Infonnation Only: A. Public Comment Log 0 Meeting Minutes CRA Board Boynton Beach, Florida September 13, 2016 Ell I i I 1!11! 11 D. CRA October Meeting Scheduled for Monday, October 10, 2016 @ 6:30 pm, City Hall � I � I � � I I � 1111 � � � 1111 � � � � �: � � I � 1, � �:: I I ♦I � � � � � � I � � � I � � � I r';111112117.11 111 '' :' , , 1111i WoraTff— =M. 1 11 11111� 1 11 1 1 1 111 1 111111111 !1 111111 1 11111�111111pi make decisions about the neighborhood, he be included in the discussion because the City Commission has not been in office long enough to know what his people need. He contended the City Commission curtailed their culture by taking away the baseball diamonds, and diving boards and they do not have the opportunity to be Olympians in diving or baseball. Rev. Wright commented there are others that need to be recognized in the City that were productive to the growth and the development of the City. He contended Ms. Brooks and others who do not live in the Heart of Boynton should have no decision making authorlity regarding what the community needs there, Rev. Wright wanted to see a better Boynton, and did not want youth to die young or go to prison because they have nothing to •.•;- in. He questioned spending $400,000 • a property that cost $200,000 last year and disagreed on spending the money on a dog •. and • when Sara Sims Park looks the way it does. He reiterated his interest in being `• to neighborhood meetings. Kim Kelley, Hurricane • 529 E. Ocean Avenue, thanked the CRA Board for the • they awarded her to hold the Summer Sizzle in late July. They had more than 2,000 people attend that included over five acts, fire dancers, jugglers, stilt walkers, DJ's and kids interactions. She thanked the CRA and staff for their continued support of businesses along Ocean Avenue. She hoped to hold the event every year. Pastor Richard Dames, President of the Boynton Beach Coalition of Clergy, thanked Ms. Brooks, Chair Grant. Vice Chair McCray, Ms. Romelus and 150 citizens who attended a community meeting at New Disciples Worship Center. He commented the meeting informed and engaged residents working with elected officials and governmental bodies on what makes cities great. On behalf of the parishioners they represent and from community input that was heard, they asked the Board to delay 0 Meeting Minutes CRA Board Boynton Beach, Florida September 13, 2016 voting on the Community Benefits Agreement (CBA) until the next meeting. If not, they ?uggested the followingamendments: Clergy;> Make the OBA a true partnership between the developer and the community changing signors to the Faith Based CDC and the Boynton Beach Coalition or .d• Boynton -ach Coalition of - • / the Faith Based CDC as signors the CRA. They would like to see the CBA be included in City and C development a• -- - • _ • for permifting having parties to si off acknowledging developer's compliance with the CBA; and I > If there are any modular changes to the CBA, the developer must come back to the governing body for Mr. Katz announced he would have been at the meeting had he been informed. If another meeting is hold, he would attend. Vice Chair McCray recognized Bishop Sylvesterand his sonfrom . Church - •' God and his Pastor. Gloria Goolsby, 327 Boynton Bay Circle, was concerned about a bus stop on NE 4 th Street between Gateway and 151h Avenue. They changed the bus route and there are no sidewalks. There aFe theFe is a funeral home on the east side of NE 4h and the trees are SO overgrown no one can walk there. Most momings she gets up early because the young children are walking in the street and traffic is racing. If the trees were cut back it would help youth access the actual sidewalk. Vice Chair McCray requested Ms. LaVerriere d Colin Groff take note of the issue. PublicHearing:• R Meeting Minutes CRA Board Boynton each, Florida September 13, 2016 A. Consideration of Resolution No. R1 6-02 Adopting the GRA Budget for FY 2016-2017 Ms. Brooks explained they had a workshop on August 170 to review the budget and some of the changes the Board had recommended were made. The Amphitheater site improvement was deleted from next fiscal year's budget and this year's contingency funds up to a max ofto start the project. The Pocket Park for $75K was deleted and added to the MLK Corridor Redevelopment project. The Neighborhood Police Program did not include an additional officer or vehicle, in keeping with the Board's wishes, which reduced the budget by $87K and the difference was to be added to the MLIK Corridor Redevelopment project. Staff had to revise the budget to reflect pension costs staff was unaware of when they created the original budget with City staff. There was an increase to accommodate a Neighborhood Sustainability Code Officer of $9K, for pension costs not initially calculated in the budget. The total change and final adopted budget has a loss of $52K, which was all moved into other projects. Vice Mayor McCray commented although the Pocket Park was removed, he would, in the near future, bring it back up again. He asked if there would be money for it and learned there was. on the MLK Corridor. Ms. Romelus asked about the status of the grant for the Old High School Brooks advised she was working with the County Department of Environmental Protection, who helped staff expand the scope, if the Board desired, resulting in more funds to take a bigger and broader look at the entire Town Square area. The County was also assisting staff with another State grant as well. Commissioner Rornelus asked when the OHS would be stabilized. Ms. Brooks explained once the budget is approved and the new fiscal year starts, if the Board wanted to direct staff to work with JeT-Y Livergood and City staff, they could start the process. Nothing could occur until October i St. if 11 51WIMURno N Meeting g Minutes CRA Board Boynton Beach, Florida September 13, 2016 are made by the Officers assigned to the area at the time. The Officers were workin with the Coalition of - on ! • fair and relationship building • create a strong community.• officer or • • • Officer for ! onething, but was outside the scope of what the CRA does. Ms. Oyer agreed, but - presen is a • - • crime and every little bit helps,- thought sober home capital askedMr. Katz how much was originally budgeted • • with the adjustments asked9-nd learned it is $1.162 million. The $87K was the cost of an addifional officer only, but he was unsure if it included benefits and pensions. Mr. Katz if there was a potential within the $1.162 million in the item to fund thic position down the road if desired and learned there was. Casello moved to approve. Mr. Katz secondedmotion • passed. B. Consideration of Contract Addendum to the Purchase and Development Agreement Entered into with Ocean Avenue Pride, LLC for 480 E. Ocean Avenue Development Ms. Brooks explained when the purchase of the property originally came forward, they did not intend to enclose the porch area, but they decided to do so which was a major modification process with the City. They are on track with development, but staff wanted to ensure they stayed on track with the development agreement. The agreement requires the owner to obtain their Certificate of Completion no later than February 28, 2017. It was 360 days from the effective date of December 20, 2015. The request was for a 60 -day extension. The owner had applied for construction permits movedVice Chair McCray to approve. Mr. Casello seconded the motion that unanimously passed. D. Consideration of • Agreement between the CRA and Ocean Breeze Housing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project in the Heart of Boynton (Heard out of • • E Meeting Minutes CRA Board Boynton Beach, Florida September 13, 2016 Chair Grant was aware the Boynton Beach Faith -Based Community Developmenj Corporation (BBFBCDC) is a corporation, but was unaware if the Boynton Beach Coalition of Clergy was a legal entity. He asked who was responsible for signing off. Mr. Casello asked if the item bordered on the Separation of Church and State. Attomey Duhy responded she did not believe so, but assumed this was in regard to including the Coalition in the Community Benefits Agreement (CBA). Vice Chair McCray asked if there were any legal ramifications to the Coalition. Ms. Brooks explained she spoke with Reverend Rae Whitely. They are not a formal group under the Florida Division of Cor orations or a non- fli back a contract to the Board in October. They could move forward with the purchase and development agreement, contingent on execution of a CBA prior to closing. Vice Chair McCray asked if R would it be a benefit to postpone. Attorney Duhy did not see a downside to doing so as the agreement was not time sensitive as to the benefits. Mr. Casello received a copy of the agreement yesterday and it was a mirror copy of the one Delray Beach used. He thought it should be reviewed. Attorney Duhy and Ms. Brooks had ideas to give the agreement some real legal authority. Attorney Duhy specific what would be enforced with each agreement since agreements change with each development. Aftorney Duhy requested staff be given direction what the Board would like, in terms of accountability. Vice Chair McCray commented Reverend Dames spoke for the Coalition and the request was to table. A = - Vice Chair McCray moved to table this item until the Coalition met with Counsel and they could draft something with teeth they could review. Mr. Katz seconded the motion. Chair Grant commented the Coalition of Clergy is not a legal entity so they could not be on the contract. Vote The motion unanimously passed 10 Meeting Minutes CRA Board Boynton Beach, Florida September 13 , 2016 C. Consideration of • Development A• Ocean executedHousing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project In the Heart of Boynton (Heard out of order.) Nftorney Duhy recommended making the motion contingent upon execution of the CBA prior to closing. Mr. Katz amended his motion contingent on CBA agreement being prior to closing. Ms. Romelus- • •-• the amendment. questioned if NuRock needed this before October and learned they did. Mr. Casello asked if the final decision of what is in the contract is made by the Board and learned it • • •1111111AMM ,w= The motion unanimously passed. E. Consideration of Interlocal Agreement between the CRA and the City for the Required Local government Contribution in the Amount of $100,000 to Ocean Breeze Housing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project Ms. Brooks explained this was part of the funding application NuRock will send to the State. The State requires a local government contribution and does not recognize CRAs as a local government. It is an Interlocal Agreement to reimburse the City only if NuRock is successful. The CRA would receive $800,000 for the property from NuRock. movedVice Chair McCray approve. Mr. Casello- • • unanimously passed. Ms. Brooks explained this is the same thing as the 480 Ocean Avenue item D. There is always a development timellne of activities they have to reach by a certain time, Because there were issues with the design of the houses, it took longer. They submitted for permits and staff just wanted to ensure the CRA contracts are binding so staff was asking the amendment be approved so the timeline is accurately reflected. The 11 =01-41 Boynton Beach, Florida September 13,2016 the materials, which caused the delay, The extension is for both homes to obtain the Certification of Completion no later than June 1, 2017. They were already in for permits. '11ce Chair McCray moved to approve the extension. Mr. Casello seconded the motion that unanimously passed. XIV. New Business: A. Annual Performance Evaluation of Executive Director by CRA Board Brian Fitzpatrick, 409 NE 16t Street, as a citizen and property owner explained he was excited with having Ms. Brooks as the Director of the CRA. He commented she is a professional and he hoped to see redevelopment move much faster. He thought she should be given the opportunity to excel. She is paid for her knowledge, which the Board does not have. Will MIRY -1114001;1f- 1 1--0 gave her high standing. He would like to see some teeth from the Board in regard to how the Board views the Advisory Board. He advised he was speaking only as a member of the Advisory Board. Harry Woodworth, 685 NE 15'h Street, spoke as a citizen and commented as the President of INCA, he has worked with Ms. Brooks a lot. She is always willing to talk iF Meeting Minutes CRA Board Boynton -mach, Florida September , 2016 ►-ir. Casello asked about not be issued, rather an ad would be placed in the newspaper or trade magazines. T Board can advertise for as long as they want, seek applications • conduct LaVerriere commented to hire that level position was easily a three to six-month period, especially with the pending holidays. T Mr. Casello amended his motion to extend the contract by six months instead of 90 • ays to craft an advertisement. 11ce Chair McCray moved to approve Ms. Brook's contract as is. Ms. Romelus seconded the motion. The motion failed, 2 to 3, (Chair Grant and Messrs. Caseflo andKatz • notedIt was Ms. Brook's• expires Sep- • 1 2016. r noted when prior director was dismissed, Ms. Brooks-w•^d Into the position and commented there is a chain of command that follows the CRA. Mike Simon would be the intedrn Executive Director effective October I st. Mike Simon, Assistant CRA Director, commented despite his personal feelings on the issue, he will step in and do what the Board Directors. 2. Consideration of Renewal of CRA Executive Director's Employment Agreementfor 2016-2017 (This item was addressed with Item A.) U. Consideration of Issuance of Request for Proposal for the Cottage District 11—n the Heart of _• • Brooks -d this item was to issue an RFP for a development - property. The CRA owns just under five acres there and they are looking for creativity • single-family h• -• r •••r iN Meeting Minutes CRA Board Boynton each, Florida September 13, 2016 This is similar to the Ocean Breeze East and MLK RFPs. Ms. Brooks explained it had more architectural detail in it because it is adjacent to a district the City would be designating as historic fairly soon. This would make it consistent with the adjacen) block. D. Consideration of Additional Year Extension of Agreement of Real Estate Services between the CRA and Anderson and Carr, Inc. IT -is. Brooks explained last year they requested proposals from commercial brokers and the Board selected Anderson Carr under a three-year contract that had to be renewed annually. Staff negotiated a very favorable lease for the Neighborhood Police Program, building on MLK. Anderson Carr assisted staff to acquire and locate the owner of Amerigas, which was voted on by the Board. They also found a potential location for a dog park which is on the agenda and helped negotiate with potential property owners along Boynton Beach Boulevard across from the potential Town Square project. Mr. Casello thought they were locked in for 5% for each sale or purchase and he thought the commission should be negotiated. Chair Grant reviewed each property could be addressed as it comes before the Board. Ms. Romelus suggested setting a threshold anything below $500K •1'. 5% and higher is 4%. Ms. Brooks commented the Board could amend. Mr. Casello noted for years they did not have a realtor. You can extend it and negotiate with the broker. The agreement could be extended and renegotiate. E= - Mr. Casello moved to extend and renegotiate the agreement. Ms. Romelus seconded the motion that unanimously passed. E. Consideration of entering into a Purchase Agreement with D & J Housing, LLC in the amount of $19,000 for Lot 10, NE 10th Avenue in the Heart of Boynton livins 110 E. W MM*7 M7W*Z94 IOWN77111117tsn MEET 201 in. Meeting Minutes CRA Board Boynton each, Florida September 13, 2016 Mr. Casello moved to approve. Vice Chair McCray seconded the motion that unanimously passed. F. Consideration of entering into a Purchase Agreement with [slam Shamsad in the amount of $425,000 for 513 SE 4 1h Street Ms. Brooks explained based on direction from the 201612017 Strategic Plan initiative which included feasibility of a downtown dog park. This is not a sentence and does not make sense. The broker located a one -acre wooded parcel on SE 4 1h, just South of 500 Ocean. The property had been appraised for $485K. Mr. Casello explained there is a new dog park by Cortina and there is a park opening up at John Prince Park in Lake Worth. He did not think there was a need for another dog park. Chair Grant commented he can walk to this park as could those from Las Ventanas, Casa Costa, Marina Village, and 500 Ocean and any other new developments along Federal Highway. It is an acre of land, even if the Board purchases it and does not develop it into a dog park. It is also a commercial property that is valuable. The Board could change its mind. Mr. Casello noted the price was only the purchase price and there are a lot of moving parts and costs involved with tuming it into a dog park. He thought they would have to work with the City, noting the Utilities Department took some land from Pence Park and the Utility Department owes monies for recreational areas and they can ask the Department to help develop the park. It was noted the portion the Utilities Department used was 900 square feet. Linda Cross, 625 Casa Loma Boulevard. Chair of the CRA Advisory Board announced the Advisory Board recommended going through with the purchase based on the Strategic Plan and the need for green space. Its location within walking distance of many residential areas would be a great idea. The Advisory Board recommended it be approved. Brian Fitzpatrick, 409 NE 1", explained he has property. It is two lots and it was not an acre, but he would sell it to the BRA for much less than the property under discussion. One property was located at 409 NE 18t Street which has trees on the west side of the lot and it is about 136 feet by 110 feet. Mark Karageorge, 240A Main Boulevard, supports the acquisition because it is so close to Pence Park. Mr. Fitzpatrick's property is smaller, and it is not an apples to apples comparison, one is almost half an acre. It will enhance the quality of life they want to enhance and improve the City. -oril Gulsby, 327 Boynton Beach Circle, questioned having a dog park when there ajL -#,eople sleeping behind supermarkets and in abandoned buildings. Everyone loveL M 111'Geting Minutes CPA Board Boynton Beach, Florida September 13, 2016 ................... animals, but thought the CRA needed to think about the homeless community. There is a 23 year old woman with a two and a seven year old that sleeps in a car on Ocean Avenue. She asked they reconsider a dog park and think of the homeless, No one else coming forward, public comments closed. Mr. Katz supported a downtown dog park, but was conflicted on the location and with increased activity. He has concerns about the property, proximity and its size. Cortina's dog park is one acre which he thought was small. They could look elsewhere and maybe go west. Ms. Romelus recalled the members were in agreement to seek property for a dog park on the east �z* else could be done with the funds. Slie advised she would not vote in favor of the dog park. David Katz, 67 Midwood Lane, agreed with Ms. Romelus. In October 2014, the property was purchased by the owner for $200K. He thought if the Board wanted a dog park, the CRA would be paying $225K over the value of the property, The money for the dog park could be befter spent in the HOB. He did not think it was a good use of taxpayer dollars. Vice Chair McCray did not want to spend $70K for a passive park on MLK Boulevard for citizens and then want to spend $425K for a dog park. He commented it was a bad investment and he would not support There was no motion made on this item. Chair Grant announced the item failed. G. Consideration of Economic Development Grants for FY2016-2017 1. Commercial Rent Reimbursement 2. Commercial Interior Build -Out 3. Commercial Fagade 4. Commercial Construction Permit IncBntNe- Chair Grant wanted to discuss economic development grants for jobs. They were discussing CBA agreements where they are assisting business and land owners. He asked if they could issue Economic Development Grants to businesses within the CRA to hire local workers within the CRA and then Boynton Beach and learned they could. Chair Grant thought now that the $425K slated for the dog park would not be used, he suggested dedicating $50K to set up a commercial grant for work reimbursement for business owners to hire employees. KE Meoting Minutes CRA Board Boynton Beach, Florida September 13, 2016 Simon did not know. He wanted the clarification to be they get the discount and for the CRA to • MMMIRTI-07 Tnaea tne motion that unanimously passed. It was noted the motion pertained to the lease agreement at $18 per linear square foot. '-i. Consideration of First Amendment to the 2006 Grant of Easement betweer the CRA and DSS; Properties a/k/a. Two Georges Mr. • explained this Rem pertained to consideration • the • easement agreement. IDSS properties own the slips, roadway and two story building, apartment and retail downstairs. As part • the negotiation, the • included the grant • an easement to provide parking for the restaurant and access to the restaurant on the one way drive isle. The CRA Board approved the agreement in 2006 and the easement is in place for 99 years. The agreement included DSS approval rights for repair work or alterations to the property as described in the easement. The restaurant would have to sign off on the project. Since the CRA was alighting the roadway to the north with a drive isle, the alteration changes the legal description in the easement that was in the original contract and staff now had a signed agreement DSS already agreed to that describes the new legal description. Mr. Simon explained the CRA is legally bound. Mr. Katz questioned the CRA giving away parking spaces • the CRA was investing a million at the Marina. H-.. thought everything done at the Marina benefits these two businesses. He thought i'J would have been better if the restaurant did not park in the garage even if they wer-. • to-# because they have a • •- and there is limited • Mr. Simon -• the • parking •. labeled public parking are for restaurant patrons. Mr. Katz inquired if the parking would •- .•-a Ms. Romelus moved to approve. Mr. Katz seconded the motion that unanimously passed. 1. Consideration of Purchase Agreement between the CRA and Kim Newton for the property located at 120 NW 11th Avenue in the amount of $130,000 for the Model Block Project in the Heart of Boynton �R Meeting Minutes CRA Board Boynton each, Florida September 13, 2016 111' 11iiii 111111E111117171: ne agreemeni, •'. 1 11 counterclaim filed against the CRA suit. Tice Chair McCray moved to approve. Mr. Katz and Ms. Romelus seconded the motion that unanimously passed. 1Ar I � I � Ilk I F.111111111 VTO-701 11 4=1 - §10 t R � 1. Discussion of the Feasibility of a Regular Art Walk Event on Ocean Avenue - October 2. City Services Survey for the CRA -October C. New Assignments: NA i i 1 *1 KaTTIril It"TT.ANINOW RUMMeal MOM= A. Consideration of Purchase and Development Agreement with Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the 2.97 Acre Project Site Known as MLK B. Consideration of I nterlocal Agreement between the CRA and the City for the Required Local Government Contribution in the Amount of $1,000,000 to Heritage at City View Housing Partners, LP (NuRock Development Partners, for the 2.97 Acre Project Site Known as MLK C. Consideration of Community Benefits Agreement between the CRA and Heritage at City View Housing `.irtners, LIP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project in the Heart of Boynton D. Review of Bid Proposals and Drawings for Amphitheatre Awning Structure Re'tovatloT Ms. Romelus informed Mr. Simon, her evaluation of him would start tonight, and he had to work on his monotone voice, and he needed to work on being more concise. RM M] Meeting Minutes CRA Board Boynton Beach, Florida September 13, 2016 There being no further business to discuss, Ms. Romelus moved to adjourn. Vice ChaM McCray seconded the motion that unanimously passed. The meeting was adjourned 902 p.m. I Catherine Che ry Minutes Sp7ecialilst N� MINUTES OF THE COMMUNITY REDEVELOPMENT AGENCY BOARD HELD ON MONDAY, OCTOBER `i 'i # w IN CITY COMMISSION CHAMBERS 100 E. BOYNTON BEACH BOULEVARD, BOYNTON BEACH, FLORIDA Steven B. Grant, Chair Mack McCray, Vice Ch Justin Katz Christina Rornelus .- Casello Mmmotq-lTgr.y*-TILPIM Michael Simon, Interim Executive Director Tara Duhy, Board Counsel Chair Grant called the meeting to order at 6.38 p.m. Ms. Romelus gave the invocation, followed by Chair Grant leading the Pledge of Allegiance to the Flag. All present. Vice Chair McCray asked why the meeting was changed and learned it was in observance of Kol Nidre, A. Information Regarding Economic Development Grants to B&J Catering, Inc. d/b/a Culinary Solutions. Tara Duhy, Board Counsel, explained a subcontractor contacted CRA staff indicating the contractor for the above named CRA Grant recipient did not pay all his subcontractors and was seeking redress from the CRA. She explained the issue is outside of the CRA's grant program. She wanted to make it clear in the policy that the requirements from the contractor and property owner must meet the requirements of the contract, and there are no third party beneficiary issues created with the grant program. Any redress the CRA would have for violation of the grant terms would be to get the money back from the Grant awardee. Staff was seeking authorization to make this clear in the policy and the item would return to the Board. The relationship is between the CRA and the grantee. Meeting ifillnutes R, Board Boynton Beach, Florida October 10, 2016 There were no objections to Attorney Duhy's suggestion to move XIII. Old Business, Item B, before Item A. Mr. Katz requested adding a discussion of costs associated with the 2416 Florida Redevelopment Association (FRA) Annual Conference for CRA and CRA Advisory Board members associated with this year's budget to New Business, as Item I, and adding clarification of the role of the CRA Advisory Board regarding the Executive Director's evaluation as a Future Agenda item - Mike Simon, Interim Executive Director, advised in reference to Old Business Items C and D, they received information from NuRock Development that the Community Benefits Agreement (CBA) still needs revision before they accept it. Attorney Duhy recommended tabling the item as they go through the agenda. Chair Grant explained when he attended the Florida League of Cities Growth Management, Economic Legislative Policy Committee, he learned there was a Grand Jury Recommendation on CRA's. He suggested this be added to new assignment for the CRA Advisory Board. Miami Dade's grand jury investigation had 29 recommendations how to make it better. He thought it warranted a review. Attorney Duhy recommended discussing as Item 15. C.2., CRA Advisory Board Assignments. B. Adoption of Agenda Vice Chair McCray moved to approve as amended. Mr. Katz seconded the motion that unanimously passed. s DisclosureA. of Conflicts, Contacts and Relationships for Items Presented CRA Board on Agenda Items I Chair Grant, Vice Chair McCray and Mr. Casello had no announcements. Katz received_ voice mail from Bradley- - a new project,but did not yet have any details. K Meeting Minutes CRA Board Boynton Beach., Florida October 10, 2016 Ms. Romelus commented Hurricane Matthew skirted the City and requested all keep those impacted in prayer and to watch for information in the press as she was seeking to aid Haiti. A press release was pending. VHXII�i t MITT -1171M) Tracy Smith -Coffey, the Boynton Beach CRA Marketing and Business Development, Specialist, commented the CRA has won a total of 20 awards during the past budget cycle. Nine awards were from the Florida Festivals and Events Association; two were from the Florida Redevelopment Association and another nine from the International Festivals and Events Association, which was held on September 27 th . The following awards were received: > Gold for Boynton Beach Celebrates MLK Best Street Banners; > Gold for Haunted Pirate Fest and Mermaid Splash Best Event Photo; > Gold for Haunted Pirate Fest and Mermaid Splash, Best Outdoor Billboard; > Gold for Haunted Pirate Feat and Mermaid Splash Best Event Merchandise (the recycled banner bags); > Silver for the Haunted Pirate Fest and Mermaid Splash Best Street Banners; > Bronze for Catch the Holiday Spirit Street Banners; > Bronze for Project Seahorse Best Video > Bronze for Haunted Pirate Fest and Mermaid Splash Best Radio Promotion; and > Bronze for Haunted Pirate Fest and Mermaid Splash Best Event Program. The CRA swept the Goldver and Bronze for i Street Banner category. They are very prestigious awards as the CRA was competing with Singapore, Korea and other countries all over the world. The Gold award for Street Banners for the MLK Boynton Beach celebrates MLK will be shared with the MLK Committee. They will receive a plaque as would the other community partners. As I M M—F., F_ TITO I I I DID@ R-4111 W1111W.-AP-1 ORB 010-7111'4111 ffiol;] 10-151 11-1*117111 4 W41 flileaRIF4@1111 I I IT 101FIA k AT'71 I Te-TY071,480- TITI-TOWT M, Lord Governor Henry Hyde and Lady Calliope Hyde were present to announce the 5�h Annual Haunted Pirate Fest and Mermaid Splash. The free fun family event, hosted by the CRA, shall take place on E. Ocean Avenue between Seacrest Boulevard and Federal ki Meeting itfinutes CRA Board Boynton Beach, Florida October 10, 20116 Highway. A kick off concert will be held on Friday, October 21"t from 6 p.m. to 10 p.m. featuring Gold Dust Lounge, Grinda Nova. The Food Truck invasion will also be onsite. The festival continues on Saturday from 11 a.m. on the 22nd till 10 p.m . when the Pirate Town Hobbs Cove comes alive with the.best entertainment to be found. There are 10 stages for entertainers, jugglers, acrobats, comedy acts, swashbucklers, swordsmen, gypsy dancers, and a plethora of interactive costumed characters. Many children's activities, shows, games and lots of pirates will be available. He invited all to see live mermaids and a mermaid pageant and parade. The festival continues on Sunday from to 7 p.m. and is the second largest festival of its kind in Florida. Vice Chair McCray was concerned about traffic and requested police officers assist those crossing Seacrest Avenue. Vill. Consent Agenda: Motion Vice Chair McCray moved to approve the Consent Agenda. Mr. Casello seconded the motion that unanimously passed. A. Approval of Period Ended Sept. 30, 2016 Financial Report B. Monthly Purchase Orders IX. Pulled Consent Agenda Items: VOTe. K1111111111111111 1111 - I I � - 1 0 A. Public Comment Log B. Marketing and Business Development Campaign C. CRA Advisory Board Agenda — Oct. 4, 2016 D. Minutes — CRAAB Meeting — Sept. 8,2016 XI. Public Comments: (Note: comments are limited to 3 minutes in duration) Susan Oyer, 140 SE 27't" Way, had spoken with Vivian Brooks, former CRA Director 2bout changing the color of the up -lighting on Ocean Avenue and noted October was Lupus and Breast Cancer Awareness Month which are represented by purple and pink. She thought the lights should be changed as they have been blue for two or three months. 2 Meeting i , CRA Board Boynton Beach, Florida October 10, 2016 Bernard Wright, 713 NW 2 "d Street, wanted to speak about items C and D which will be tabled. He noted the Coalition of Clergy does not reside in the City and did no) understand why they were taking a position to represent the Heart of Boynton when they are not - community. If there is a Community- • - -• to be • -• as a long-termresident.- pointed out - is clergy,but • 'partof - Coalition and he • • not want them involved. He asked he be respected as he wants be involved in the Community Benefits Agreement. Chair Grant explained the Board was tabling the matter and it will be reviewed by the BRA Advisoryord. No one else coming forward, Public Comments was closed. I. Public Hearing:n XIII. Old Business: Vice Chair McCray • -• Mr. Simon_ • •r three yearsand favored Mr. Simon serving as InterimDirector Director obtained. Mr. Casello met with Mr. Simon earlier in the day and agreed with Vice Chair McCray to adjust his salary to $125K. Ms. Romelus asked Mr. Simon to share his credentials with the Board and he divulged the following♦ • In 1995, he was hired by - City of - CDBG, SHIP and HOME programs, handling City grant programs and he became the Development Division Coordinator. He worked with the CRA formulating housing and redevelopment activities along the K Atlantic Avenue and N. Federal Highway Corridors to Pineapple • He left the City to pursue a private real estate position consulting with the CRA Avenueregarding their acquisKions because of the knowledge he had regarding the W. Atlantic corridor. • of • - acquisition included the Fairfieldthe LaFrance Hotel •' others,and working with architects,project designers managers.- became employed by the CRA permanently as Development Manager and then came to Boynton Beach in 2006 as a consultant regarding the Intown Project for the CRA and became a Development •- 00became the Development Dir- • then the Assistant Director three years ago. He has worked for the Boynton Beach CRA for over 1 Chair Grant noted the Executive Director had a car allowance of $250 a month, which he wanted to include with the $125K. M Meeting Minutes CRA Board Boynton Beach, Florida October 10, 2016 I The motion on the floor was to appoint Mr. Simon as Interim Executive Director, under the same terms of his current position, except with the -salary at $125K and a car allowance Wf $250 a month. This would be retroactive to OctQber lat and it would conclude when a new Director is found. 77.7-r- -741 mKir nulle-Irer, p was the day the Board approved it �hich was September 8", 2015. Under that reading, the term would have automatically expired. Attorney Duhy explained the question is what happened to the agreement as of September 8th. There was ambiguity in the contract. Under the interpretation the effective date was September 8 th , Ms. Brooks' contract automatically renewed because the Board did not have a thrmal proceeding before September 8, 2016. Chair Grant thought the easiest way to move forward was to provide two weeks' pay to the non -renewal of the contract. Attorney Duhy explained the most conservative approach is to assume the contract term began September 8th and notice was given to Ms. Brooks that her contract would not be renewed and she would be let go on September 13, 2016. Ms. Brooks worked through September 30th , To provide the 30 -day notice, October 1, 2016, to October 13 should be included. Under section 10, out of an abundance of caution, the Board could issue severance from October 1"t to October 13�h at a minimum. Boynton Beach, Florida October 10, 2016 was an administrative obligation. He did not agree an appointed board should handle the matter. Ms. Romelus agreed, but understood Dr. DeVoursney's comments were the CRA Advisory Board would not conduct a review -in addition to the Board; it was they would review the methodology to assess the Executive Director. Vice Chair McCray noted the evaluation the Board used for Ms. Brooks was created by Ms. Brooks. Whoever is hired should have an evaluation the Board has reviewed. He emphasized the City Commission should review the Executive Director, not the CRA Advisory Board. Chair Grant commented the CRA Advisory Board reviews everything the Board does, and a review of the Executive Director, which would have to be changed. An evaluation form should be -discussed in the future. Ms. Romelus wanted a standard Bryan Fitzpatrick, 409 NE I't Street, commented, historically there was turmoil with elected officials and Ms. Brooks served throughout all of those periods. He requested she be given 12 weeks severance and thought it was reasonable. Susan Harris, Finance Director, explained the salary for three months would be $32,673 and benefits, medical, dental, vision and life insurance was $2,068 for a total of nearly $35,000. One month salary with medical benefits would total $11,647 and two months would be $23,294 with salary and benefits. Chair Grant noted there was no change to the motion. vote The motion passed 3-2 (Chair Grant and Mr. Katz dissenting.) C. Consideration of Community Benefits Agreement between the CRA and Ocean Breeze Housing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project in the Heart of Boynton. Motion Ms. Romelus moved to table items C and D. Vice Chair McCray seconded the motion that unanimously passed. D. Consideration of Community Benefits Agreement between the GRA and Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the 2.97 Acre Project Site Known as MLK, Jr. 91 Meeting Minutes CRA Board Boynton Beach, Florida iia cto r 10, 2016 This item"Was included in the prior motion to table. E. Consideration- _ • Development Agreement with Heritage at City View Housing (NuRock Development Partn- for _ 2.97 Acre Project Mr. Simon explained this item was based on a similar format to the Ocean Breeze East agreement. The application deadline for NuRock was December 8th. There are achievement goals that will be required with the submission, such as application for a site plan by - 301h2017, provided - X are awarded the tax credits,•• • of - site plan from the City by December 81 2017, and contingencies for closing based on approval of the project's financing and the ground breaking ceremony to include the CRA Board and any other party they want to include. The parcel is appraised at $600K as of June 2016, and they are requesting the land to make the overall project m•successful.The Board . • ` • to provide the n- -m a local government c• • of million, creditsto offset the acquisition and provide an abundance of potential points for the 9% tax • the senior housing application. notedVice Chair McCray if the request" retains the land. The trigger approval fr the lottery systemand approval of property w• • not close until all points are in place and NuRock takes over as owner. Mr. Katz moved to approve. Vice Chair McCray seconded the motion that unanimously passed. F. Consideration of Interlocal Agreement between the CRA and the City for the Required Local Government Contribution in the Amount of $1,000,000 to Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the 2.97 Acre Project Site Known as MLK, Jr passed.Mr. Katz moved to approve. Vice Chair McCray seconded the motion that unanimously XIV. Now Business: E Meeting Minutes CRA Board Boynton Beach, Florida OctoberlO,2016 ■ James DeVoursney, 2625 Lake Drive North, agreed with Mr. KatZs position. When you outsource an important position, a close level of communication with the Director is lost. The CRA Advisory Board wanted a timeline, and thought having an individual compete with a management firm in the application process in 30 days may not be enough time for due diligence, and he did not understand the rush as they have a capable Interim Director. Management companies have boiler plate language and could issue an RFP within a day. The minimum competency should be the individual is acting as an Assistant or Executive Director. Vice Chair McCray did not favor a company. He wanted an individual and did not want a time line. Chair Grant asked if the Board wanted a company to search for an individual or list it as a job opening. Mr. Simon contacted the City to try to establish a process regarding using a search firm and was not in agreement with obtaining an agency. He did not know whal their compensation would be and if they would be compensated whether they hire a Director or not ' Mr. Katz advocated, pending cost, for a search firm to cast a wide net as they have the contacts to get the beat applicants, Vice Chair McCray favored a search firm as did Mr. Casello, but the Board should write the criteria. He would not discount a management fin -n, as they only have one chance to get it right and then vet the candidates out. Mr. Katz agreed and favored an individual Director, but wanted to see all options. Attorney Duhy explained a firm would cost between $18K and $27K. to do the work. She thought it would be aboutChair Grant favored seeing candidates outside of the Sout A Vice Chair McCray offered a, motion they take their time as the CRA has an Interim Director. li-11AXAVEtgoiOld 61 11LQ RIO r�kq 161 in 1424 914A 01 Plfwl NANO 9: a III lit-,IIN EIP19 11PRI a Pr -S -140d 'I BE W Meeting Minutes CRA Board Lynton Beach, Florida October 10, 2016 unanimouslyMs. Romelus moved to approve. Vice Chair McCray seconded the motion that passed. -Mr. Casello received confirmation that Mr. Simon will bring a search list to the next meeting and the Board could review the candidate qualifications they want included in the C. Consideration of Fuel Discount Policy for Boat Slip Tenants at Boynton Harb Marina. I Catherine Ross, Esq. Lewis, Longman and Walker, explained the fuel discount was discussed at the last meeting, and she, Mr. Simon, and the Dock Master, Brian Smith, worked to have the language be consistent with the discussion. There were a few minor changes between the difference of cash, check and credit prices, but overall the point of the policy was tenants with vessels authorized to be at the Marina Basin, including Two Georges and the Seamist, will get the fuel discount for those authorized vessels. If the ♦•-` lives on dock,gets the discount. Vice Chair McCray moved to approve, Mr. Casello seconded the motion that unanimously passed. D. Provide Direction to Staff for Potential Acquisition of 128 NE 1 1th Avenue. Mr. Simon explained this item is before the Board as directed, prior to being involved in negotiafion. property owned •.... Boynton BeachFaith Based Community Development Corporation (CDC) who is interested in selling the property. The property is adjacent to properties the CRA owns on the north side of MLK Jr. Boulevard and would be beneficial if the Board wants to grow the size of potential redevelopment there. The property •• -/ 111 and there was discussion of price from the former Director.- CDC is using it as . rental..ir Grant asked if the CRA would • - the management company of the rental, Mr. Simon responded they could add language to remove the tenants, have options or have the CDC handle. Mr. Casello asked if there would be relocation fees involved regarding the displaced tenants and learned it was not a requirement. but could be offered. 14 Meeting Minutes CRA Board Boynton Beach, Florida Octobe-r 10, 2016 The motion unanimously passed. E. Consideration of moving the Nov. 8, 2016 CRA Board Meeting to Wed., Nov. 9, 2016. due to the National Election Day Schedule. Vice Chair McCray moved to approve, Mr. Katz seconded the motion that unanimously passed. 11:11p; 111 111111111111 A A Mr. Simon asked if legal attendance at the CRA Advisory Board meeting was desired, if it be available on an as -needed basis, or if the Board should ask the City Attorney to attend the CRA Advisory Board as it is a City Advisory Board. The City has legal representation at some of their meetings, but not all, The Planning and Development Board, Board of Adjustments and Appeals, and the Pension Board have counsel. Other Boards such as Arts Commission and Historic Preservation Board do not have counsel present. The GRA Advisory Board did not discuss the issue. Mr. Casello commented they had discussed this atternoon that the Advisory Board recommendations come to the Board who has legal counsel. He did not think another legal level was needed and did not favor counsel being present as did Vice Chair McCray. Ms. Romelus suggested providing counsel on an as -needed basis, i.e. the CRA Consolidated Plan, when the Board so desired. She agreed with Mr. Casello, but thought it may be necessary in some instances. Mr. Katz did not feel the cost would be justified on a monthly basis. Attorney Duhy clared no motion was necessary. There was consensus unless specifically requested by the CRA Board or City Commission, that Legal Counsel is W needed at CRA Advisory Board meetings. ip Meeting Minutes CRA Board Boynton Beach, Florida October 10, 2016 4P I p 17 Meeting Minutes CRA Board Boynton Beach, Florida October 10, 2016 m- NPLe I V its RI,7f-*AIAmj ARLO JII4-4p - W=, 0,-r;m-TmmI V RZOT "A I W. Meeting i CRA Board Boynton Beach, FloridaOctober , 16 Mr. Casello inquired - estimates dffered and learned4 mileage and events. Vice Chair McCray moved to approve it and next time the Board will be more responsive in a fiduciary fund. Mr. Casello seconded the motion. Romelus added she believes education and the conference will yield a bproduct. She was surprised to learn they were attending and thought it was not a JUXUry that would be afforded to them, but she was glad they were going. She suggested in the future, limiting conferences each year so only a few Advisory Board members attend. She agreed the Board needed to be fiscally responsible to the taxpayers, but thought the public would not mind allowing members in the City to serve them in the best possible eThe tter unanimously passed. TME • . -MMOUR1157 I I• - • f - - '- Q Meeting Minutes CRA Board Boynton Beach, Florida October 10, 2016 Chair Grant commented the CRA Advisory Board is researching programs offered by thA Career SourceNVorkforce Alliance. M- ITT r- R M. 111111 on I * � U-ra-n-d-J-u—ry report and return wan recomme •ations to See Of ME-; FOR tu Make unanqR to the CRAAisz%!.— Tj r -P M-1 Chair Grant passed the gavel and moved to add. Ms. Romelus seconded the motion thal unanimously passed. A. Responses to Cottage District RFP/RFQ B. Discussion of District Clean Program C. Disposon ofFederal Highway D. Results of the 5 th Annual Boynton Beach Haunted Pirate Fest & Mermaid Splash E. Executive Director Review Evaluation Mr. Katz explained from reading the CRA Advisory Board September meeting minutes, the Advisory Board had concerns about the Advisory Board reviewing the Executive Director. The CRA Advisory Board has only been in existence for a few months and the Board already tried to hone in on the Advisory Board's purpose. It was his opinion that administrative issues such as hiring and firing or retaining or renewing employees or the Executive Director, should wholly remain within the CRA Board's purview and other advisory boards do not evaluate their City liaisons. He thought k should be exclusive realm of the Board. There was consensus. Vice Chair McCray moved to approve any future activity regarding the evaluation or retention or hiring or firing of the Executive Director should be within the sole purview of the Board and not the Advisory Board. Ms. Romelus seconded the motion. -31= W, Meeting i t CRA Board Boynton Beach, Florida October 10, 2016 _..._ unanimouslyMs. Romelus moved to adjourn. Vice Chair McCray seconded the motion that passed. The meetingadjourned s d . ( �.. Catherine Cherry Minutes ci list W, QI P—mo 'T' i, A CRA I X I Consent Agenda I I Old Business I I New Business I I Legal I I Other SUMMARY: On October 10, 2016 (Minutes attached) the CRA Board approved additional legal language to the following Economic Development Grants for FYI 6-17: • Commercial Faqade Improvement Grant Program • Commercial Construction Pen -nit Incentive Progr • Commercial Interior Build -Out Assistance Progr] Attached are the grants as reviewed and changed by CRA Attorneys, Lewis, Longman & Walker. FISCAL IMPACT: N/A CRA PLAN, PROGRAM OR PROJECT: Community Redevelopment Plan STAFF RFCOMMENDATIONS: Approve the legal changes made to the Economic Development Grants. mzemaur'rAm -• 7- Nfichael Simon Interim Executive Direqws� 1:11 F11TES OF -THE COMMUNITY REDEVELOPMENT AGENCY BOARD HELD ON MONDAY, OCTOBER ,. • 1 IN CITY COMMISSION CHAMBERS 100 E. BOYNTON BEACH BOULEVARD, BOYNTON BEACH, FLORIDA Steven B. Grant, Chair Mack McCray, Vice Ch Justin Katz Christina Romelus Joe Casello f 6 ! Chair Grant called the meeting to order at 6:38 p.m. Tara Duhy, Board Counsel Ms. Romelus gave the invocation, followed by Chair Grant leading the Pledge of Allegiance to the Flag. Vice Chair McCray asked why the meeting was changed and learned it was in observance of Kol Nidre. IV. al: A. Information Regarding Economic Development Grants to B&J Catering, Inc. d/b/a Culinary Solutions. Tara Duhy, Board Counsel, explained a subcontractor contacted CRA staff indicating the contractor for the above named CRA Grant recipient did not pay all his subcontractors and was seeking redress from the GRA. She explained the issue is outside of the CRA's grant program. She wanted to make it clear in the policy that the requirements from the contractor and property owner must meet the requirements of the contract, and there are no third party beneficiary issues created with the grant program. Any redress the CRA would have for violation of the grant terms would be to get the money back from the Grant awardee. Staff: was seeking authorization to make this clear in the policy and the item would return to the Board. The relationship is between the CRA and the grantee. � M, � 11 Lois • ' 1 ! • - 'a - The Commercial Interior Build -Out Assistance Program is designed to help facilitate the establishment of new businesses and aid in the expansion of existing businesses within the Boynton Beach Community Redevelopment Agency (the "CRA") district. The program is designed to provide financial assistance to new and existing businesses in the form of a reimbursable grant intended to reduce the initial costs associated with the repair and rehabilitation of buildings or other improvements in accordance with the CRA Community Redevelopment Plan. Improvements paid for by the CRA must be permanent and stay with the building. The CRA reserves the right to approve or deny any Commercial Interior Build -Out Assistance Program application and to discontinue payments at any time if, in its sole and absolute discretion, it determines that the business will not advance the goals and objectives established for redevelopment of the CRA District. The Commercial Interior Build -Out Assistance Program offers financial assistance in the form of reimbursable, matching (50%) grant to the landlord or business owner for eligible expenses associated with the construction or renovation of the interior elements of the commercial operating space. 00724294.1 Page 1 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgynLon.00rn Applicants - encouraged to take advantage of the City '.S PACE Programo help ........ defer the cost of installing energy efficient items above. Information regarding the PACE Program is available on line at hftp://www.boynton-beach.orq/ao-qreen/r)ace program.phr) or by contacting the City at 6144 Attached is the "- _ PACE Eligible Product CommercialThe i+ Program funding may be budgeted CRA Board and awarded on a first-come, first-served basis. All applications are subject to CRA Boa approval. Making application to the program O guarantee - At, funding. 1� 194 A Now 1 iI 1J Tiflis 6 Initials 11. Eligibility Floon- W-0 order to be considered eligible to receive grant funding: 1 - Property must be located within the CRA District (see attached map). 2. Applicant mMust provide proof that the business is properly licensed by all necessary levels of govemment - • professional associationsor .g •• neon Beach & Palm Beach county licenses,L. or receipts evidencina a0l)[ications foLLeguired ldnalithe fic—enses ii, Pi 00724294-1 Page 2 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 569-737-3256 Fax 581-737-3258 www.catchbmton.com hho ton. I I E M I�t:"i1.7 la' The following businesses are considered ineligible for assistance under the Commercial Interior Build -Out Assistance Program: • Firearm Sales • Convenience Stores Religious Affiliated Retail Stores Initials • Churches • Non Profits • Tattoo Shops/Body Piercing/Body Art Shops • Financial Services (banking & check cashing stores) • Take -Out Foods • Adult Entertainment • Liquor Stores • Vapor Cigarette, Electronic Cigarette, E Cigarette Stores • Kava Tea Bars • Pawn Shops • Alcohol and/or Drug Rehabilitation Centers/Housing • Medical Research Centers/Housing 00724294-1 Page 3 of 14 790 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgygkn.com + Florists • Any use determined by the CRA staff or the CRA Boardthat would not advance the redevelopment of the CRA district. This grant is divided into two tiers of eliq bility9 are sorted into tiers based on the type of bu i iessp which then determines the arnount of fundin for which that business may be eii ible. Grant funding • be based on - applicant's project budget•--• at the time of `Y Board ,•• • Tier One Businesses are eligible for reimbursement of 50% of the applicant's project budget as submitted at the time of CRA Board approval up to a maximum amount of $45,000 in grant funding. Only full service restaurants with a minimum total seating capacity of 50 seats are eligible to be in Tier One, The restaurant must have hours conducive for the development of the downtown including but not limited to 12:00 p.m. — 9:00 p.m. Proof of seating capacity shall be confirmed by copy of the City of Boynton Beach Local Business Tax Receipt. Tier Two Businesses are eligible for reimbursement of 50% of the applicant's project budget as submitted at the time of CRA Board approval up to a maximum amount of $25,000 in grant funding Tier Two Businesses must be one of the following types of businesses: • Restaurants with total seating capacity under 50 • Gourmet Food Market • Bakery • Bed and Breakfast Clothing Boutique - clothing, shoes & accessories Home • • D - •n - home furnishings,galleries, Specialty Businesses - stationery, gifts, sporting goods I - Medical Offices Law Offices Real Estate Offices Insurance • - Accounting • • Offices Marketing Office Lease Terms 00724294-1 Page 4 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www,catchboyntori.com If the applicant is a tenant, it must have a proposed or executed minimum of yearstwo commercial landlord -tenant relationship and at minimum provide the following information: A description of the space being rented, including square footage and a drawing of the R. Description of utilities that are the tenant's responsibility. Rental rate and deposits along with terms of lease and methodology for future rent increases. 0 Responsible party for interior and exterior repairs and/or improvements. 0 Insurance requirements. Ability Consequences * defaulton the lease. VA 201-11.1 ^ 0 5 a • � • � , E the CRA Board., with all materials to the CRA for review and i aA Board. Applications considered on a first -co ne, first-served basis. Ap)ackets must include the following documentation:_plication 1. A nonrefundable fee of $100.00 is required to obtain a consumer report on the business and principal/owners of the business. Make check payable to: Boynton Beach CRA . Written detailed project budget describing the improvements to be done to the property. It must list all project costs the applicant is requesting for reimbursement. The project budget must provide a total cost of the project. 3. Cost estimate(s) from a licensed contractor(s) as specified in the applicant's project budget. 4. Copy of building permit receipt. If the permit has not been applied for prior to submission of the grant application, a copy of the building permit receipt is due within 30 days of grant approval. 5. Resume for each principal/owner of the business. 6. Copy of the corporate documents for the applying business entity. 7. Copy of executed multi-year commercial lease agreement. 8. Two (2) years of corporate tax returns (for existing businesses onlx) 9. Two (2) years of personal tax returns for the principal/owners of a new business. Initials 007242941 Page 5 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbonton.com 10. If an existing business, located within the CRA District, is expanding within the CRA District, it must expand to occupy more than fifty percent (50%) of its current square footage size. Verification of this threshold must be provided. Floor plans outlining square footage of each location are acceptable. Exceptions to this rule may be made at the discretion of the CRA Board if the tenant is losing their current space due to redevelopment of the site. 11. Copy of design and construction plans associated with the proposed improvements. 12. List of jobs to be created and filled including job descriptions, pay range and weekly schedule. For existing businesses, provide a list of all current positions including job descriptions, pay range and weekly schedule. 13. A minimum of four (4) color digital "before" photos of the project. 14. Completed and signed application. 15. Authorization to Perform Credit Check for the business and each principal/owner of the business (Attached — multiple forms may be needed for principallowners of the business). 16. W9 Form (attached). 17. City Planning & Development Dept. Acknowledgement Form (attached). 18. City Permit Dept. Acknowledgement Form (attached). The above referenced City Forms must be completed and submitted to the appropriati,-, departments located at City Hall 100 E. Boynton Beach Blvd., Boynton Beach, FL 33435. Phone #561-742-6000. A "'AltMall OM -7, M WW U Site Visits CRA staff may conduct a site visit prior to transmitting the aDDlication to the CRA Board. and once the 00724294-1 Page 6 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbo nton.00m ,r I—GGMk4fA, , a s iia# r�sFa .. f Rai a jent- This program is designed as a matching (50%) grant. All work must be completed and paid for by the applicant,,, prior to the CRA funds being released. The CRA will provide reimbursement to the applicant upon submittal of a complete reimbursement request package. Initials Once the work is completed the Reimbursement Request shall be summarized in a report and accompanied by the following documentation: 1. Project accounting: • Invoices, receipts or other acceptable evidence of payment from suppliers and licensed contractor(s) that have been marked "paid in full, Proposals for "work to be completed" or "bids" are not considered proper documentation. • •� -------- 00724294-1 00724294-1 Page 7 of 14 790 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchOVton.00rn statement from both paver and payee showing the transaction and/or a copy of the email/text verificatio . - • both parties. 2. A "final release of lien" signed by each licensed contractor(s). See attached Sample -_--of a Release or 3. Copy of City f ntot eac and Palm Beach County business licenses. 4. Applicant shall provide color digital "during" and "after" photos of the project. Photos should be from approximately the same position as the "before" photos submitted in the application By submitting for reimbursement, the applicant warrants that all bills for which gp lic nt is diEggtly rod of Ic related to the project are paid in full including, but not limited to, all contractors, s-abccmtra-cits, labor, materials, related fees and permits. Grantees may not submit work improvements for reimbursement which have been used as reimbursement requests in any other grant program offered by the CRA, City of Boynton Beach, Palm Beach County or the State of Florida. The Commercial Interior Build -Out Assistance program will only I ven r reimburse su li rnt for new expenditures that have not been submitted � rirt r to other grant programs for reimbursement. Initials The Commercial Interior Build -Out Assistance program may only be used one time in any five year period for any one specific commercial unit or business entity. Grantees shall allow the CRA the rights and use of photos and project application materials. Discontinuation The receipt of past payments is no guarantee of future payments. The CRA retains the right to discontinue interior build -out reimbursement payments at any time according to in _its sole and absolute discretion. The Boynton Beach CRA is a public agency and is governed by the "Florida Public Records Law" under Florida State Statutes, Chapter 119. Any documents provided by the Applicant(s) may be subject to production by the CRA upon receipt of a public records request, subject to any exemptions provided by Florida Law. It is the responsibility of the applicant to READ AND UNDERSTAND all aspects of the Grant Program's Rules/Requirements and Application. G0724294-1 Page 8 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 551-737-3258 www.catch�p _Initials Wusiness Name (D/B/A if applicable): Current Business Address: I Fax: L 0 ' I, i 0 16im immo I New Business to Boynton Beach: Yes No 00724294.1 Page 9 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgynkLri.com Time at Current Location: Do you have an executed lease agreement: Yes No If so, monthly base rent: New Business Address (must be within CRA District)_ -- Square footage of existing location Square footage of new location Type of Business: Number of Employees: Hours of Operation: PRINCIPAIJOWNER INFORMATION: (if more than 4 principals/owners additional sheets may be used.) 1. Principal/Owner Name: Date of Birth: Current Address: Email: Phone, 2. Principal/Owner Name: Date of Birth: Current Address: Email. Phone 3. Principal/Owner Name: Date of Birth: Current Address: Emaik Phone #: 4. Principal/Owner Name: Date of Birth: Current Address: Email: Phone I W-11 2 191 W*] Iq!j 1,11 lie] V MA U11 d us] Landlord Name: Landlord's Mailing Address: I 00724294-1 Page 10 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 w.uatchboynton.com Initials Are you applying for grant assistance under any other program offered by the CRA (Tier One Businesses • Are you - grant assistance from any other governmental agencies: If yes, list any additional grant sourcesand amounts: I the undersigned applicant certify that all information presented in this application, and all of the information furnished in support of the application, is given for the purpose of obtaining a grant under the Boynton Beach Community Redevelopment Agency Commercial Interior Build -Out Assistance Program, and it f is true and complete to the best of thr acant(s)my knowledge and belief. The -e Iii II further certify+ that/s= e - s-1 am aware of the fact that F` g can be penalized by fine and/or imprisonment for making false statements or presenting false information. I further acknowledge that I have read and understand the terms and conditions set forth and described in the Boynton Beach Community Redevelopment Agency Commercial Interior Build -Out Assistance Program Rules and Requirements. understand that this application is not a guarantee of grant assistance. Should my application be approved, understand that the CRA may, at its sole discretion,; discontinue subsidy payments at any time if in its sole and absolute determination it feels such assistance no longer meets the program criteria or is no longer benefiting the furtherance of the CRA mission. I hereby waive my rights under the privacy and confidentiality provision act, and give my consent to the Boynton Beach Community Redevelopment Agency, its agents and contractors to examine any confidential information given herein. I further grant permission, and authorize any bank, employer or other public or private agency to disclose information deemed necessary to complete this application. Initials information I give permission to the CRA or its agents to take photos of myself and business to be used to promote the program. I understand that if this application and the information furnished in support of the application are found to be incomplete, it will not be processed. It is the responsibility of the applicant to READ AND UNDERSTAND all aspects of the Grant Program's Rules/Requirements and Application. 00724294-9 Page 11 of 14 710 !North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 tchbd ygLgn. rn Initials •. il ignature Date Printed it Signature Printed Name Title sx !Signature n Printed i 00724294-1 Page 12 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-7373258 www.qatqhbgynfpn.00rn Principal/Owners Signature Date Printed Name Title N AMI M 1111 1 1 1 %IIIIIIr IN 1; l�� 171`131� ri I ilnnl:��r'1�111 personally appeared who is/are personally known to me or produced --- as identification, ll::Illl �11 it and that the instrument is his/her act and deed. IN WITNESS OF THE FOREGOING, I have set my hand and official seal in the State and County aforesaid on this - day of 20 NOTARY PUBLIC My Commission Expires: Landlord's Signature Date Printed Name Title Landlord's Signature Date Printed Name Title AK911111116 I I WK#J 00724294-1 Page 13 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchboynton.com BEFORE ME, an officer duly authorized by law to administer oaths and take acknowledge ments, personally appeared is/are personally known to me or produced as identification, and acknowledged he/she executed the foregoing Agreement for the use and purposes mentioned in it and that the instrument is his/her act and deed. IN WITNESS OF THE FOREGOING, I have set my hand and official seal in the State and County aforesaid on this day of 20 NOTARY PUBLIC My Commission Expires: 00724294-1 Page 14 of 14 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgyaton. corn t 511 11till I! I U!1113151�1' 11 '1 ! • • ;,r-, The Commercial Construction Permit Incentive Program was created to assist existing and/oF new businesses fth-trch the reimbursement of permit costs associated with the substantial renovation of an existing commercial property, or new construction of a commercial project within the Boynton Beach Community Redevelopment Agency (the "CRA") district. This grant program is intended to provide additional financial assistance to property owners/tenants who are investing private sector funding into the redevelopment of commercial properties. The Commercial Construction Permit Incentive Program will reimburse approved applicants with the cost of permit fee expenses up to 3.3% of the project's construction value. Commercial Construction Permit Incentive Program applicants may also be eligible for other CRA Economic Development Programs; i.e., Commercial Fagade, Commercial Interior Build -Out and/or Rent Reimbursement. The Commercial Construction Permit Incentive Program funding may be budgeted annually by the CRA Board and awarded on a first-come, first-served _ basis. All applications are subject to CRA Board approval. Making application to the program is NOT a guarantee of funding. Commercial Construction Permit Incentive Program awards gMt funding amounts L -based on a percentage of the project's construction value as it appears on the Palm Beach County- Wide/Municipal Building Permit Application Form submitted to the City of Boynton Beach at the time of permit approval. Projects valued up to $4,000,000 are eligible for funding under this program. The 'maximum amount of funding that ngy be awarded to any one applicant for a project is 3.3% of the constructionvalue, but May not f -e exceed $66,000. See the attached copy of the City of Boynton Beach Building Division Fee Schedule for more information o fes, •r tll4r i!rojects valued between $1 and $249,999 will arc eligi _ is to be reimbursed thrccac�h brant flarrdinc� fcr c tc 2.3% of the project's construction value. • a.R�t .. . , a .. .__f ®rojects valued between $250,000 and $4,000,000 will, i to to be reimbursed through rant funding for up to 3.3% of the project's construction value_but grant funding i not-tG exceed $66,0001- 00724235-1 66,000. 00724235-1 Page 1 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgyg1gn,gM lawd r• • ! f '•' • _a • •. • �' • �'• •'i� i 116-111-71 IIIIIJUIT-00aV-71 Elialibillity Reguirements '�',rojects must be located within the CRA District (see attached CRA District Mapj Firearm Sales • Convenience Stores • Religious Affiliated Retail Stores • Churches • Non Profits • Tattoo Shops/Body Piercing/Body Art Shops • Check cashing stores • Take -Out Foods • Adult Entertainment • Liquor Stores • Adult Arcades • Vapor Cigarette, Electronic Cigarette, E Cigarette Stores • Kava Tea Bars • Pawn Shops • Alcohol and/or Drug Rehabilitation Centers/Housing • Medical Research Centers/Housing • Hair/Nail Salons • Fitness Centers • Florists • Any other use that the CRA staff or CRA Board determines does not support the redevelopment of the CRA district 00724235-1 Page 2 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catch sal . 9 - I . . 0 - a a . a . . * I * it M I I 1MM the CRA Board. Applicants must submit an original, "hard copy" application with all materials to the CRA for review and approval bv the CRA Board. A plications will be considered on a first-come, first-served basis. Application packets must include the followinq documentation: A4 wfth4 R -A --staff' ircq6er-to det&rm144;-- fAig4t4ty- befo;e af)-pljcafion�-4in4�rig will nGt-b-e all---;equ�rcadl dG(4u-ri----ien1atk-)-4 4;- te ttie �',RA--effie,--,—AF4)4r,,-dtio4i-packets -4;-uFA- iriG"1-",,-4e frollo"4-r+g-d- ecmfnent,-+Niem 1. Completed and signed Incentive Program application. 2. Copy of Lease, if applicable. 3. Copy of paid receipt for approved final building permit. 4. W9 Form (attached to grant application). 5. Copy of elevations, site plan and floor plans as submitted to the City of Boynton Beach. 6. A minimum of four (4) color digital "before" photos of the project. Initials Lica icon and C car a prc�va cif this ant is for funding only, Approval of CRA grant funding is NOT approval of an type of City processes including, but not limited topermits ansite modification. licants must apply for permits and site plan modification thEgggh_the _AppMpE!gLe departments at the Ci nd site play odification reviews, It is the Anp11c?afiofl-an,1 OF B(xird .............. 4--�Pmva4-ef'(`,-RA.qr-aM f=u ndiriG rnu&t.-araA! for ......... pir-mmits arid .r Q#"-, i tiff ation- -thfGug4-4 e, apr- pf-�Ae -P. q +t #Je--C ity. A a1l iie(-�essar-y-City-4ap. ff.-ekfa�s--, toM, SIM M M 00724235--1 Page 3 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 661-737-3258 www.catchbgyntpn.com CRA sta-il may conduct a site visit prior to transmitting the application to the CRA Board, and once the projec is completed. Staff rn nd after the Hance with the terms an- 1-ias St,3# �&414 prese n-- t g the fundin, P- R. -A, Boa;d-44F as tten. 44hG-GR"oaFd- n4ee#Ag-if+-Grder4o-affswpiGns-the-GRA -Br4ar-d-mEW-have-f6*�-nq RFGW pp4Ga-tieA--and-4o4is6a�Rbnu #m de4,,-arn*4p&-4hat4h*-a--bL4s4-,ie&&--w4-no", d-vanGe4,�ie--po�-%i4--eMe(A-ke�- abfig4ed-for4he IMMEEM Cfk"aff44;ay-GertduGt-a--6#e-v4b4t*rw-4e-4hr-- vubnmft+*.okhe-aWJGab9n t"%-CRA-BLw4-and -snGe t-he-preje,�,�n;Mete4-,ar:id..... i-as,.-re(4eive(I-a-CeitfiGate4)f OeGuf4aftGy-. - 0 =711PIM-11MI = I MMMI IT- M, OMIT, Once the project is completed and a Certificate of Occupancy or Completion is obtained, the Applicant shall submit a written request for reimbursement to the CRA along with the following documentation: 1 . Copies of all permit fee receipts paid to the City of Boynton Beach. 2. Copy of Certificate of Occupancy or Certificate of Completion from the City of Boynto Beach. 3. Release of Lien from General Contractor for the completed project (No partial release liens accepted). 4. Color digital "after' photos of the project. Applicants shall allow the CRA the rights an use of photos and all project application materials. 0 n se to an* 5. If applicant is ten�—nt and/or owner, occupying the space as its place of business,-� copy pt and- P r Les of the business's City of B jKn!�I��Business Tax Receialr Beach County Business License areis required. 00724235-1 Page 4 orf 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgynton.00rn By submitting for reimbursement, the applicant warrants that all bills for which applicant i§ directly responsible related to the project are paid in full including, but not limited to, all contractors; z sut-)ceatracts, labor, materials, related fees and permits. Initials The Boynton Beach CRA is a public agency and is governed by the "Florida Public Records Law" under Florida State Statutes, Chapter 119. Any documents provided by the Applicant(s) may be subject to production by the CRA upon receipt of a public records request, subject to any exemptions provided by Florida Law. It is the responsibility of the applicant to READ AND UNDERSTAND all aspects of the Grant Program's Rules/Requirements and Application. 00724235-1 Page 5 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3268 www.catchb2NnLqn.com Initials 4 [07-3 NAE%N:I�Wk Are you applying as the: Owner of the property Tenant of the property (interior build -out project) Project Property Address: 1. Applicant Name: Current Address: Email: Phone M 2. Property Owner Nam Email: —Phone TOTAL VALUE OF PROJECT: BUSINESS INFORMATION: Business Name (D/131A if applicable): 00724235A Page 6 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 MLqh�boton�_com MO . 0 0 - • - Do you have an executed lease agreement for the building?: Yes No If you are applying as the owner of the property, do you have a tenant?: Yes No _Initials business:Name of tenant/business on lease agreement:Type of Are i Are you g grant assistance from any other governmental additionalIf Yes, list any 1, the undersignedy applicant.,(s) certify that all information presented in this application, and all of the information furnished in support of the application, is given for the purpose of obtaining funding under the Boynton Beach Community Redevelopment te ency Commercial Construction • r,.- Incentive Program, • • it is true •completeto thebest of ttle knowledge f belief. of be penalized by fine and/or imprisonment for making false statements or presenting false information. that I have readand! !the terms andconditions set forth and described in the Boynton Beach Community Redevelopment Agency CommercialConstruction Permit•gApplication •Guidelines. mission.I understand that this application is not a guarantee of funding. Should my application be approved, I understand that the CRA may, at its sole discretion, discontinue payment at any time if, in its sole and absolute determinationdiscretion, it feels determines such assistance no longer meets the program criteria or is no longer benefiting the furtherance of the CRA 00724235-9 Page 7 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3255 Fax 561-737-3258 www.catchboynton.com I hereby waive my rights under the privacy .' confidentiality provision confidentialconsent to the Boynton Beach Community Redevelopment Agency, its agents and contractors to examine any . given herein. I further grant permission,, employerauthorize any bank, public or private agency. disclose deemed necessary to complete this application. disgualifyme from obtaining grant 1...0 g_ I give permission to the CRA or its agents to take photos of myself and business to be used to ! omote theprogram. I understand that if this application and the information furnished in support of the application are found to be incomplete, it will not be processed. Initials It is the responsibility of the applicant to READ AND UNDERSTAND all aspects of the Grant Program's Rules/Requirements and Application. If there is more than one applicant and/or property owner, please print this page and use for additional signatures. Appl!Gant Signature Date Printed a e Title ALUMM l_ a • BEFORE ME, an officer duly authorized by law to administer oaths and take acknowledgements, personally appeared who is/are personally known to me or produced as identification, and acknowledged he/she executed the foregoing Agreement for the use and purposes mentioned in it and that the instrument is his/her act and deed. 00724235-1 Page 8 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 581-737-3256 Fax 561-737-3258 tchbo www.caLon.com IN WITNESS OF THE FOREGOING, I have set my hand and official seal in the State and County aforesaid on this — day of .20 ZFMZ�=i NOTARY PUBLIC My Commission Expires: Wn Printed Name Title STATE OF COUNTY OF BEFORE ME, an officer duly authorized by law to administer oaths and take acknowledgements, personally appeared who islare personally known to me or produced as identification, and acknowledged he/she executed the foregoing Agreement for the use and purposes mentioned in it and that the instrument is his/her act and deed. IN WITNESS OF THE FOREGOING, I have set my hand and official seal in the State and County aforesaid on this day of 20 NOTARY PUBLIC My Commission Expires: 00724235-1 Page 9 of 9 710 North Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbgXaLon.Gorn Commercial Facade Grant The Commercial Fagade Improvement Grant Program is designed to help facilitate the exterior improvement of existing commercial or ies within the BgynLq_n each Cornrnupity Redevelopment Agency ("CRA") District by providingmatchi -p2g1Lhingreimbursab1e grants to property owners and tenants who expend private sector funds on p[Qj�gcts fn:e,.-,vkJe a 4r4aii-ic-ial ince Ott iva te--heip--farilit ate the-- C'-R-A4-Xs4-r-k:,f, ly Owner&4e+aarnvts- w -Ph -a- that result in more visually appealing ccs mmercialpropeo:iesy. Prp e cts i that enhance Gcommercial property within the CRA District may qualify for reimbursement of W to 50% of the applicant's project budget Jup to $25,000) (#'-GRAX-ftr4° for approved exterior improvement projects. Applicants are encouraged to take advantage of the City_gf Boynton Beach's PACE Program to help defer the cost of installing energy efficient items above. Information regarding the PACE Program is available on line at hftp://www.boynton-beach.or.g�go- 00721477-1 Page I of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchbo1gton.e ................ Ot, i "I" IQ[MTT- Applicants are encouraged to take advantage of the City_gf Boynton Beach's PACE Program to help defer the cost of installing energy efficient items above. Information regarding the PACE Program is available on line at hftp://www.boynton-beach.or.g�go- 00721477-1 Page I of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchbo1gton.e green/imce program.php or by contacting the City at 561-742-6067. Attached is the ReNew PACE Eligible Product List. 1. PROG-RAM-RULESIncentive Funding 119m, 11 1 11 - �' If" 00721477.1 00721477.1 Page 2 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchbUaton.com higWiahted e Solar electricity=And wat=e -See Attached Renew PACE Ekoible Produl LiLt-high righted -1 Note: See attached CRA District Map. 2. Facade improvements must be consistent with the CRA's Design Guidelines. Note: CRA Design Guidelines are available on the CRA website hftp://www.catchboynton.com All proposed exterior improvements using CRA funds must be approved by the CRA Board. The CRA Board may make recommendations for exterior improvements based upon the CRA Design Guidelines. 3. The program is for commercial properties and businesses only. Commercial businesses must be properly licensed with the City and County. Npn:pfp!L-qe sn Rresidentially zoned properties r ncl uding multi-family_units, @partment buildLinqs and 6P�Iexes :: fit re NOT eligible- multi -fa -r -n4 -unto;, .,_,ti::: The property owner must be the applicant. However, if the property is currently leased to a tenant, then the Application and Agreement must be jointly executed by both the owner and the tenant. 4. All work must be done in compliance with applicable City of Boynton Beach Building Codes and Land Development Regulations. All contractors must, be licensed in Boynton Beach/Palm Beach County. Please contact the City of Boynton Beach Development Department regarding the proposed work to be performed prior to submitting a fagade grant application. J7 5. % -tR4he-apphGa4-s,-pf*et WdWo-a-total-94Lµ Aty-4�4heusar4 6. Grant funding amounts will be based on the applicant's project budget specified at the time of the CRA approval. 7, Rot have bi,.-le-tri-Projec it completed and paid for more than sixty (60) days prior to grant approval by the CrTAoard are not eligible for reimbursement under the granLpIggram, E-4q4A-e,--4 Items completed and paid for by the applicant-. prior to CRA Board approval, may be excluded and/or denied at the CRA Board's so le discretion'i if 441,eeelsthe CRA 00721477-1 Page 3 of 8 710 North Federal Highway, Boynton Beack FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchb23mwm.com Board determines the improvementfs-) iares not consistent with the CRA's Design elines. M M" Failure to complete the fagade improvements ii-i--a4R-�piia-4Hefwithin the time limit will result in epp,oilunity �lttywill b*-,--P39.FFRWk,-.1e1 Grant funds will be reimbursed exclusively for approved work and approved change orders. 910. The Commercial Farade Improvement Grant Program may only be used one time in any five year period for any one property. Properties may reapply for additional grants any time after five-(&,) years from previous grant approval. WO tATM AMR= MWOMEM 0*111 until the complete satisfaction of the lien. 00721477-1 Page 4 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catr,hbg)mMn.com Uri will jj� Applicants must submit an original, "hard copy" application with all materials to the CRA for review and approval the oard. plictions wwill e considered o efirt-came, fiat -served basis. pplicatic�n pockets rust include the folloin dccurnentptit� C=i'j ---+gT- n ham--- - -a1 -- -pf a' krIa.__ hpa--Boynton___„a �., .,.�..P_....”"L z., z..=s ... .5 p ..., o� "e., 3 '`"'t^4..,,"..-d�:$���'R. ia.�-."�fi':'� a -J`' -p I4. 4c+4-,....t-F-�. 00721477-1 G''y- " .eops ...t-,._,., Page 5 of 8 710 North. Federal Highway, Boynton Beach, FL 33435 Phone 561-737-3256 Fax 561-737-3258 www.catchbg3migLi.com esented-te-t - °Rr . A ant is- - a , _ e i@ in-ef,d,ef _, .ars C Wit.° -,a P n- r ° a ._ • ,. woollwas r 9 .tY -may-not-have-sta ° -xr-n..... ..... I...... m 9 • MTR- ......Net', -&-9FGK-4--)A4*K-� SPS Y- $°i of the-fieR- Initials era � $°�^e� c°�t�" a„�•� i � F. �' W "� v�.`"" �a�''�,.. f the GR . 111 Q - . CA 0 N,-DOCUME4�6LTA-TI,04-AND-4P., F , 1. Written detailed project budget describing the improvements to be done to the property. It must list all project costs for whichthe applicant is requesting reimbursement. The project budget must provide a total cost of the project . Cost estimate(s) from a licensed contractor(s) as specified in the applicant's project budget, 3. Copy of Warranty Deed, 4. Copy of Lease (if applicable), 5. Plans or sketches if applicable, 6. Site plan and plant list for landscape projects; 7. Copy of permit receipt. If the permit has not been applied for prior to submission of the grant application, a copy of the building permit receipt is due within 30 days of grant approval, S. A minimum of four (4) 3" x 5" color "before" photos of the project which must include "public views" 00721477-1 Page 6 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchb23m!pn.com 9. Signage design with colors & materials proposed if applicable, 10. Project color chips,--- / material samples if applicable-,-an-d- m-atar4- specifications. 11. Completed and signed application. 12. W9 Form (attached). 13. *City Planning & Development Dept. Acknowledgement Form (attached). 14. *City Permit Dept. Acknowledgement Form (attached). *The above referenced City Forms must be completed and submitted to the 2ppropriate departments located at City Hall 100 E. Boynton Beach Blvd., Boynton Beach, FL 33435. Phone #561-742-6000. Initials IV. REIMBURSEMENT PROCESS Disbursement of arant funds shall only occur when the following documents 1. 47 -CRA ha&4-eGeived-repies of-&*c-4i-Ljted BeaGA 94,1d4ig Depaar".-r of Dament from all suppliers and licensed contractor(s) that have been marked "paid in full." Proposals for "work to be completed" or' 'bids" are not considered prooer documentation. Each item will be supported by a cancelled check showing the face of the check, as well as the back of the cancelled check. The only forms of cash pavrnents that are acceptable as evidence of pavment are cashier's checks and bank transfers. &sgpy of the cashier's check to the payee must be provided as proof of payment. If p yment is being made by a bank transfer, a copy of the statement from both iDaver and Dayee showing the transaction and/or a Sqpy of the email/text verification from both_parties. 2. A "final release of lien" siqned by each licensed contractor. 3. Proof that the work has be 2. b�viii' 4rEir4,r,f6f=A4,'GPY-Gf4he-Gash,,iee-,,-e,-payeo-ff wsst-bc- -prW49d-as f*GGf -(-�paymetit.-4f-payme+,44s-banq.--niade-by a-b,,-*Rk4mn,4K,--a-GOpy-4if4he. e,m�r-4f#4rGm-laGt�Hmy,,gf-am4ayf.xE�,-',%hGwki_q4he tr4R6aGfiGr--rWK-YGf -&-09py -Gf 00721477-1 Page 7 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchboyo.ton.com . C r - . ' s-ri,° I ad -.i - " end 4e t o 4 statiag4 here- e Ltn . CRA has received copies of final inspection approvals for all work that reguires . C -Applicant provides "After' photos. 8. The Boynton Beach CRA is a public agency and is governed by the "Florida Public Records Law" under Florida State Statutes, Chapter 119. Any documents provided by the Applicant(s) may be subject to production by the CRA upon receipt of a public records request, subject to any exemptions provided by Florida Law. Disconflnuation of Payment IIMWI MM I_� providedMIRE any exernp ions Florida AND UNDERSTAND Prowam's Rules/Requirements and Application. 00721477-L Page 8 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchb2ynton.com I I City/State: Phone # Day: Evening: Legal description of the property to be improved: Name of Tenant: if Different from Property Owner Email Address: Property Address: Where improvements are being made. City/State: Zip Code: I Phone# ■. Evening: 00721477-1 Page 9 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchb23mIon.com Number of Employees: Annual - ------------------------- Payroll: I. LWj I **1r@rTMT"jXMTj=*, I =1 M Improvement Grant Proaram and to comply with its content. Witness (Date) Property Owner (Date) Witness (Date) Property Owner (Date) STATE OF COUNTY OF BEFORE ME, an officer duly authorized by law to administer oaths and take acknowledgements, personally appeared who is personally known to me or produced as identification, and acknowledged he/she executed the foregoing Agreement for the use and purposes mentioned in it and that the instrument is his/her act and deed. 00721477-1 Page 10 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchboynton.cgra IN WITNESS OF THE FOREGOING, I have set my hand and official seal in the State and County aforesaid on this day of , 20_. M11:1JAMil"IM111171 I Ill, 11� 11�;;; 11�� 1117111111, ; 11 '' ll '' �• !� 1 li!! (Ten antlBusiness owner's signature must be notarized) Witness (Date) TenanttBusiness Owner (Date) Witness (Date) Tenant/Business Owner (Date) pfiuflA� �*; 10-1 COUNTY OF BEFORE ME, an officer duly authorized by law to administer oaths and take acknowledgements, personally appeared 00721477-1 Page 11 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Pax 561-737-3258 www.catchbgnLon.com who is personally known to me or produced az identification, and acknowledged he/she executed the foregoing Agreement for the use and purposes mentioned in it and that the instrument is his/her act and deed. IN WITNESS OF THE FOREGOING, I have set my hand and official seal in the State and County aforesaid on this day of N 20 00721477-1 Page 12 of 8 710 North Federal Highway, Boynton Beach, FL 33435 —Phone 561-737-3256 Fax 561-737-3258 www.catchb23m!L)=n.com Method WIli .31 10/24/2016 • -#. # Email & Brown Acid Records ,participated in Pirate Fest as a CRA Business - He loved • R •1• • for irownicid He . • very #!•i # 10/28/2016 Records Coppin, Mercedes From: Quick Reference Publishing <info@quickreferencepublishing.com> Sent: Tuesday, October 25, 2016 9:07 AM To: Burdick, Christopher, Smith -Coffey, Tracy Subject: Pirates Fest Amazing Howdy folks: called yesterday to say same: the event is fun, different, bohemian, AND BETTER THEN ANYTHING Delray or Boca has going on cause it's for everyone ! I think enough with THE STUFFY events for ALL the folks from the Northeast which Boca & Delray seem to cater to ... HOW'S ABOUT U5 REAL FLORIDA FOLKS? YES, it was a blast. KUDO'S TO'BB.... now 'if we can ONLY clean up the trash left in my neighborhood blowing all around SW Ist and Seacrest. AND get rid of the drug infested people ..... we have a great little 'city. As I mentioned on - phone ONE disappointment was what I call 3UNK F•• it's my fr • but HOW about bringing the Vegan •• • NOT talking about the local gal on BB Blvd. THE VEGAN TRUCK? There was NOTHING healthy to eat ... except the smoothies. Disappointed as I had to go HOME to eat, then go back. AND BEING THAT YOUR THE CRA .... how about- - .; I HAVE TO DRIVE TO FT Lauderdale- a vegan burger place dried mushrooms is NOT a true place in my humble opinion. BUT WE HAVE 100 burger joints and not ONE place, NOT ONE to eat a veggie burger and salad ..... AND THAT IS WHAT IS HIP....so try to get ALL THE FOLKS1 BOCA, give them intensive to come to BB. ...i know 3 healthy rest. looking to open in Boca? WOW, WHAT IS WRONG W/ US HERE IN Thankcheers for a great weekend -and you all being so creative # k-yVall Publisher ! ;W737". PO Box 717 Boynton ## Beach, Made inthe USA 1 Smlth-Coffey From - McGrath, Judith Sent: Friday, October 28, 2016 10:42 AM To: Smith -Coffey, Tracy Subject: FW: Brown Acid Records Here is our first bit of feedback. All good. Judy Judith McGrath, Special Events Boynton Beach Community Redevelopment Agency 710 N. Federal Hwy. I Boynton Beach, Florida 33435 BOYJr A� �MiCRA LKI LW A-ViNf VJQI hereby notified that you received this communication in error, and that any dissemination, distribution, or cmne of this communication VA IKA ga 0 FMIl.1r, To Ip Lq [;,I (A- 4 d [;* 1 -1 (.�Ttj a"I 1) L;J� &6) Sent: Sunday, October 23, 2016 8:54 PM To: McGrath, Judith Subject: Re: Brown Acid Records Judy: Michael J. Squitiro President Brown Acid Records 641 East Ocean Avenue # 15 CRA BOMW MEETING OFO' November 9,2016 Consent Agenda Old Business New Business Legal I X j Information Onlyl I Other qI R! .A I I Ill1111 quam Boynton Forum- As part of the ongoing marketing efforts to assist local merchants in an advertising campaign, the CRA staff allocated funds in the budget for a monthly double page spread in the Boynton Forum. Every month the double page spread has a different theme to support the overall mission to promote downtown Boynton Beach as a destination. The month of October's ad highlighted the businesses that participated in Pirate Fest. (Exhibit A) UNY-PUP; myl, ;iyf . Pfir jymHor-C Tir October ad featured the Boynton Beach Haunted Pirate Fest & Mermaid Splash event. (Exhibit B) Ettractions and Hotel Touch Screen A marina ad was featured in Ettractions Palm Beach County Map 2017 as a destination spot for tourists. The tag line for this budget seasons campaign "Boynton Beach an Ocean of Possibilities" (Exhibit C) Palm Beach Post -The Palm Beach post is a sponsor for Pirate Fest and with that sponsorship two 1/4page ads ran on Friday, October 14 and October 21 in the newspaper. (Exhibit D) The New Times Exkz! YM3WNNzM&II W14ir R• ge ads in the newspaper. (Exhibit E) Billboards -The Billboard locations are Gateway & 1-95 and I WhAve & 1-95 month of October for the event. (Exhibit F) Delray Beach Newspaper- A full page ad for the Boynton Beach Haunted Pirate Fest and Mermaid Splash will be featured in the October issue of the Delray Newspaper. (Exhibit G) Lq=WMWNIT4r*?$T M-1 bonus it appeared in the Southern addition which cover Boca Raton and Highland Beach. (Exhibit H) Poste rs & Po aries 1,=pM,RP,Vnl mill mr;,m Or4m=ff. ims 0':j of kTj'ff • 1111,11 ill'', Vilill 1!1 y CATCH THE r .� r w � 34Y � !'� � "ta.® YR �' FFl0.day9 Fd r 1E � 9 n Yam cR � aR+n annwai tbkxfny pnnde � Mnlidu �a � p V caee Y FREE coma linomlom L2f,PA,,kt RA L&j OLLWI& ItRA Q JOURNEY TOE e I@ CHURCH one A �4�Kem wow Lim M. M B BPI rah -stew Fest. co imi 1BE B aouIRwEr tNuncu '® Meraw:i 11.34=2 (,6� + K—...� �xhibit � *TAm NIIIOWAIIDiFAIII BEACH ewm I es I ir+�acNksmaa� QKl a.B FY%e a ^ \.\� \ ^ ° � < 2 .r.��\< \ ?� ©*.. I - I+l24*1 to I I - c JZ11,; www.browardp Almbeach.co m FodsWyChanpTheh 0 P" an mieftr wila's Tank IS =ipq AlTj*c Caft in the ard Countv hapthmm?, i mvers i nok na nf Asp T.wq,-I�o I ov Lisp ,L#El,w"T �NWPUU'=�MEM HUM Lisp ,L#El,w"T MMEMEMMEM h'" thw. rRim on C.ZgtE- 215: Zbw W423fd Qpw mue%ft-oodsnalludy p1mb Village, aw owwwd lapiww' pacead AE, fimaiod aslivid" and swav w&, a Av of CwW m FAs, na" 0 P.6' t. 12 F M thew ft fesit'a, haq,A 11 A M T. IZI P M. to Say S -�I A V m7 FfA en"my, E -%-v r' al" a �- ww� FtD,,-%% wAwt WAR d ?w 4vo * arae ftewvwts' Star .4gwe sp-owwwar HeuRud r sn *44wS, %4� 1 L.*TO,g F55 vi%nm I&R, fc- ha-w , Tw* w'- So a ve nwrwn 1 a wk, un Morzhal's "maws ranow 0 &MU-4ft W41M $WAI"gp IrAMIS rageord M &M., �Qv An" ID M Is .I.Id v kin Vf&j M.'. H- E'ws 6pa.o becp P, Shars. & Email M& , MM K=LA ILQULA wc=wn WN ve Aho: Pyr. SWAY! 01 ochow RK 2214 ow aw Real 0Awns m Dowmn ftam Beath *� Re w'd MumRA Zpw psato *'M f— t�o wMos mm eqaftTr&Sf. a. RaSS fpw�6 Rkt 0 W P,V. m F,4w, %?A IIAV. I%QPv VpsMV%*r' UA &� io-Flftm �waV E%W-Mry . PIER I-emam"s w sum $fl� ffd*t.m and osowwo"v t"W hDAN Ell. I*h0G1hMKM c4r4ff IMMus M Real Ti. w be a" If4w" -,At bv p"*- VIML M V& -.Md SPOO PROWS, �*&'ft gizve la Met- klwmao A -d LF 10" FVWl Fwam,1mArd cf— sr Mot* Mm Thm- BegawdPalm Skub ftmwkm 4w Y Inline directory of New Times advertisers. M 71?7-�- -�F f r, 11 7±<2\.2+ — 400 d<f #<%- VW�CRA 0 1114& " O'LIWIF"It 0 k1 * zz a."=, wk M 2RRAmon Library Program Room 2I 8 S. Seacrest Blvd. Boynton Beach, FL 33435 561-737-3256 ADVISORY BOARD .zkGENDA 11. Roll Call oil 1 0111 . . I wv= i == IV. Assignments: A. Reports: 1. 2016 FRA Conference Summary Prepared by CRAAB Chair, Linda Cross 1'0;. Pending Items: I - City Services Survey for the CRA -Tabled 10/4,/16 2. Research for a Potential CRA Grant for Job Creation C. New Assignments: 1. Review the 29 Recommendations made in February 3, 2016 Miami -Dade County Grand Jury Report Concerning Affordable Housing and Mismanagement of CRAs (assigned 10110116) 1 �71TT- M, I1 3 1 W-TOT07 7 IT n rela 2 V "MITI 7T_= I I , I I k r1l I " 4 1 1 0 1 rmvftnm���� 5111!11 111111 *a I F". Results of The 5 th Annual Boynton Beach Haunted Pirate Fest & Mermaid Splash M A. Consideration of Appointment to the Evaluation Committee as Specified in the Cottage District Site Request for Proposals and Qualifications. 11111 W Illllllllliiiiilili ;111117111 11 B. Discussion and Direction Concerning the Disposal of CRA Owned Properties Located at E. MLK, Jr and NE 9th Avenue. C. Consideration of Purchase and Sale Agreement between the CRA and the Owners of the Property Located at 128 NW 11 th Avenue (Model Block). 1111111 �111 IT X. Future Agenda Items: [�PAMTZITWIN =M40 WWAAWN -4- 11- Unt MailliM .11414 MOWN W11MXWMi0W 9013 Ill 'A'SN"00011 WIN MINUTES OF THE CRA ADVISORY BOARD MEETING AT INTRACOASTAL PARK 2240 N. FEDERAL HIGHWAY, BOYNTON BEACH, FLORIDA HELD ON TUESDAY, OCTOBER 4,2016, AT 6:00 P.M. ["al V t IN, 1111411,101 Linda Cross, Chair Robert Pollock, Vice Chair James DeVoursney 4IIIIIXIII Rick Maharalh ABSENT: Paula Melley Thomas Murphy, Jr The meeting was called to order at 6:12 p.m. il, 17, LH= Michael Simon, Assistant Director, CRA Theresa Utterback, CRA Development Specialist Mona Laventure, Prototype, Inc. Susan Harris, CRA Staff, Finance Director Chair Cross requested moving Agenda Items V11- C through F to the Consent Agenda because they were part of the presentation made before and there were no changes. Dr. DeVoursney thought there were be some change in background verbiage because the Coalition of Clergy working with the faith -based CBC will be taking responsibility for executing the Community Benefits Agreement for Ocean Breeze (VII -C), and perhaps also for Heritage (VII -D). In light of Dr. DeVoursney's comments, Chair Cross requested moving Agenda Items VII -E and Vll-F to the ConsentAgenda. There was no objection. !!I I IIIIN 1 -.1 171211 111 I'll ll��l 1 111111111 � ��Il Meeting Minutes CRA Advisory Board Boynton B-ach, Florida October A 2016 Chair Cross also requested tabling Item VI -H under Information Only to the November meeting. She explained that Ms. Melley was interested in the item, but could not attend this meeting. Ms. Utterback mentioned it was for information only. Motion made by Dr. DeVoursney, seconded by Vice Chair Pollock to approve the amended agenda. In a voice vote, the motion passed unanimously (4-0). 1. Discussion of the Feasibility of a Regular Art Walk Event on Icean Avenue Mr. Simon explained that the Strategic Plan includes the effort to create new events for the area and the City overall. However, neither the City budget nor the CRA budget have any funding for an art walk event. Continuing to develop new ev- • •-• ouragedbut the logistics of previous art walks involved a trolley shuttle from the Ocean Avenue area out to the industrial area, and there was not enough interest to cover its cost. Mr. Simon advised that the kinetic art event is a bigger event than a monthly park walk, and said there would be many moving parts to such a walk. He noted that the recommendation was for a monthly or bimonthly event. The Arts Commission would have to do more planning for it, and staff believes that an arts entity would be a better driver for the event than the CRA, although the CRA could provide some type of funding. In addition, Mr. Simon felt that the Board would need more information before making a decision on the event. *71II&MLYAM i L INW1I.-*. .. - - 0 .. 0 8 49 . I I - 0 0 0 110"M 0•1 1 a 0 0 . I - . 6 . 0 0 . -# 0 - --0 -1 1- 110 - Loll ILZAR 4 0-- 1 K Meeting Minutes CRAAdvisory Board Boynton Beach, Florida Oct A 2016 Chair Cross explained it was to be a grant to a business to incentivize the business hire and train people for Boynton Beach residents. Mr. Simon elaborated that the C could pay half of the wages for job training. Chair Cross clarified the company woul pay all the wages upfront, and the CRA would reimburse the business for half the sala for a period of time. I In response to a question by Dr. DeVoursney, Chair Cross said the grant would probably cover a period of a year. Mr. Simon emphasized the grant has to support a trainee for a position, not a new already -trained employee. III � I III! 111 1111!!1111111111 1 ."Imm W =OMLTA 141101 F-M10111INAV. =95111no I 141,71114a; 1110 moll I I its OFTSK'al Motion made by Vice Chair Pollock, seconded by Dr. DeVoursney to approve the Consent Agenda as it appears below. In a voice vote, the motion passed unanimously (4-0). 11 IIIIIII;qIIIII 111•1111!111111111•1 11''fi 1111II: Consideration of Interlocal Agreement between the CRA and the City T1 the Required Local Government Contribution in the Amount $1,000,000 to Heritage at City View Housing Partners, LP (NuRoc Development Partners, Inc.) for the 2.97 Acre Project Site Known a MLK, Jr. (Was VII -F) 117 C Meeting Minutes CRA Advisory Board Boynton Beach, Flda October 4, 2016 11:111 11111111pg !11�11111111'p 111� �=-" � C. Reminder -CRA Oct. Meeting Scheduled for Mon., Oct. 10, 2016 @ 6:30 pm, City Hall "4111111111 r, F The Sth Annual Boynton Beach Haunted Pirate Fest & Mermaid SplasT G. FRA Packets to CRAAB Members attending the 2016 FRA Annu' Conference (Linda Cross, Allan Hendricks, Paula Melley & RI Maharajh) Il H. CRA Economic Development Grant Application Process Tabled to the November meeting VII. Old Business (Recommendations on CRA Board Agenda Items for Octob 10,2016 A. Consideration of Appointment of Interim Director and Terms of Position Chair Cross thought the Board needed to make a recommendation if they want 11`4 appoint an Interim Director. 1"M0199AW'di-111 ^ 11 11 - 9 1411 In response to a question by Chair Cross, Mr. Simon explained that he could apply for the permanent position. Dr. DeVoursney wondered it the Board had recommendations on the terms of th position, such as length of time and salary. He said he did not want to rush to g someone just to fill the position. He verified that the contract for the new director woul begin on October 1 of the calendar year 2017. Mr. Simon clarified that the new direct would not have to wait until Q#ober totska-v. 2 Meeting Minutes GRA Advisory Board Boynton Bjeach, Florida Octobv-w- At, 2016 Chair Cross brought up the matter of salary for the Interim Director. Mr. Simon commented he would have Ms. Utterback assisting him as well as other staff. He said he would have additional duties acting as Interim Director. Vice Chair Pollock believed he should make the same salary as the Director until the permanent position is filled. Motion made by Dr. DeVoursney, seconded by Vice Chair Pollock, to recommend Michael Simon for Interim Director until someone is hired permanently and recommend that the salary be at the mid -point of the Executive Director at $125,000. In a voice vote, the motion passed unanimously (4-0). zmll M-�r�mgrz=, Ms. Brooks' contract was projected onto the screen, and Chair Cross read parts of it .doud. Mr. Simon pointed out that contract employees are hired at will, while City and 'CRA employees are not. Chair Cross commented that Ms. Brooks was not given 30 days' notification of termination, so she could receive severance pay up to 20 weeks in addition to earned and approved vacation pay, according to the terms of the contract. Dr. DeVoursney pointed out that Ms. Brooks had received high marks on her review and advocated giving her severance pay partially in order to bolster the image of the CRA as a good employer. Discussion ensued on how much time to give her for severance pay and/or continuation of health benefits. It was noted that the severance package would be paid from the CRA budget; and Mr. Simon said the funding was available, since the position is funded for the year. Motion made by Dr. DeVoursney, seconded by Vice Chair Pollock, to recommend approval for providing a severance package of a minimum of 12 weeks for Ms. Brooks. In a voice vote, the motion passed unanimously (4-0). C. Discussion of the Selection Process of hiring a CfTA. Executive Director (Was Vill-B) AN I'll 031 OZ -Al Chair Cross asked if the City's Human Resources Department would advertise the position, and Mr Simon replied that is a potential recommendation. Mr. Simon said the job description was included in the agenda backup material and comes from the CRA. He believed that the Advisory Board's input was sought in order to have another point of view on the process. Meeting Minutes CRA Advisory Board Boynton Beach, Florida Ouctober 4, 2016 Mr. Simon pointed out that individuals would already have their resumes and firms could probably create a response in a short time period, Dr. DeVoursney addressed the qualifications required for the position, and asked Mr. Simon what his qualifications are. Mr. Simon advised the Board on his education and work experience. Noting his experience, Dr. DeVoursney suggested they could substitute experience for some of the education. Mr. Simon believed that the current job description that was used to hire Ms. Brooks would meet the Board's expectations. Dr. DeVoursney cited grant writing, urban planning, and property acquisitions as needed experience. Regarding the job description, Mr. Simon advised that Human Resources is asking this Board if there is anything they would want to add, such as minimum time in the field of work. M Regarding the timeline, Chair Cross said they would need at least 60 days to collect and evaluate applications. Other than the dates, she said the Board was in agreement with who does what tasks. Mr. Simon further advised that the Board should act as the selection committee, and Chair Cross said having a separate one would create a duplication of effort. Mr. Simon suggested pushing timelines forward for 30 days. Discussion ensued on when to the deadline should be to receive applications, considering the onset of the holiday season. Motion made by Dr. DeVoursney, seconded by Vice Chair Pollock, to send out tk-. RFPs and post the job concurrently both for a management company and for individuals, and to set the deadline for receipt of applications and responses for November 30, 2016. The Board will provide the short list of candidates at the January meeting, and interview them in February. Their minimum qualifications for experience would be Assistant Director or Director (preferred) of a CRA. In a voice vote, the motion passed unanimously D. Consideration of Community Benefits Agreement between the CRA an Ocean Breeze Housing Partners, LP (NuRock Development Partners, Inc .) for the Ocean Breeze East Project in the Heart of Boynton (Was Dr. DeVoursney reported that Mayor Grant had said that the community liaison had to be legal entity. It was determined that the Coalition of Clergy does not meet that requirement. However, he said that Pastor Robinson said that the Coalition still wants to be a part of it. The faith -based Community Development Corporation (CDC) will add 0 Meeting Minutes CRA Advisory Board Boynton Beach, Florida October 4, 220 116 as the legal entity working in conjunction with the Coalition of Clergy to make sure that the points of the Community Benefits Agreement are executed. Dr. DeVoursney suggested that they modify the language of the agreement to state that the Boynton Beach faith -based CDC will act as the signatory and will be working in conjunction with the Coalition of Clergy to ensure that the terms of the agreement are executed properly. At this point, the Board examined a PDF file of the agreement, which was projected on the screen. I NTM 111-91AF11-110VA -ID-W.T-091 I -IT_zTK*1*T11 U&N G I IT-A-MJ11 U -T&14 •-r•-anu in carded out. Chair Cross suggested that the CDC could be the signatory of the agreement and have the same effect. Dr. DeVoursney agreed, but noted that the Coalition of Clergy still wants to be a part of it. Chair Cross wondered why the CDC would have to be a signatory to the agreement, instead of the CRA designating them as the liaison. Mark Karageorge, 248 Main Boulevard, Boynton Beach, explained that someone has t* oversee the monitoring of the Community Benefits Agreement, and they have to be v party to the contract to do that. $17711110TAITM111M TMOU&I la'ArMiM$ Consideration of Community Benefits Agreement between the CRA an dr Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for theAcre Project Site Known as MLK, Jr. (Was VIA D) Dr. DeVoursney stated that the same situation applies to this item as to the previous item. Vill. New Business (Recommendations on CRA Board Agenda Items for October 10 ,2016) Meeting Minutes CRA Advisory Board Boynton Bem-cha, Florida October 4, 2201 ou A. Consideration of Additional Year Extension of Agreement of Real Estate Services between the CRA and Anderson and Carr, Inc. Chair Cross mentioned several of the changes made to the agreement: * Tiered commission based on value instead of 5% flat percentage * Fee of $3,000 for bringing property to the CRA if the CRA does not want it afterwards Motion made by Mr. Hendricks, seconded by Vice Chair Pollock, to recommend approval of the extension of the agreement with revisions (Option 2). In a voice vote, the motion passed unanimously (5-0). Consideration of Fuel Discount Policy for Boat Slip Tenants at Boynton Harbor Marina (Was Vill-C) Chair Cross stated that the only thing that was added was that the people who ren� boats could also use the fuel discouTt. Motion made by Dr. DeVoursney, seconded by Mr. Hendricks, to recommend approval #)f the Fuel Discount Policy (Option 2). In a voice vote, the motion passed unanimously (.5-0). C. Provide Direction to Staff for Potential Acquisition of 128 NE 11th Avenue Chair Cross said the Board's action on this would be just to recommend that staff start the process. Dr. DeVoursney wondered what would happen to the occupants of the house. Ms. Utterback said the CDC owns and probably rents the property. Dr. DeVoursney thought they could perhaps keep the tenants and collect the rent until the CRA does something with the pr••- • ••- pe property for sale if it was economically feasible for them to retain the pr••- • r pe discussion to accumulate the property as part of the grocery store parcel. She said she is not sure if the renters have a lease and said the CRA does not normally lease due to property tax matters. Ms. Harris added that the house would have to be vacant before the CRA would take possession. Meeting Minutes CRA Advisory Board Boynton Beachl, Florida October 4, 20 163 fflark Karageorge, resident, said that the CDC works with people on the first-time home buyer program, and suggested working with them to get the tenants out in a humane way with no "hurt feelings or bad press." Motion made by Dr. DeVoursney, seconded by Mr. Mahall to approve directioll staff for potential acquisition of 128 NE 11 Avenue. In a voice vote, the motion passed unanimously (5-0). Chair Cross stated that the owner of Casa Costa has a buyer for all remaining commercial/retail units. They want the CRA to agree to let them assign the DIFA agreement to the buyer of the units. Chair Cross said that Mr. Simon advised that the people who are buying the commercial units have experience renting these types of units. The money that the CRA would pay out is the same amount of money, as long as the buyer meets the requirements of the DIFA agreement. Mr. Hendricks confirmed that the buyers know there is no reset/extension on the time — the agreement is for four years. Chair Cross did not think having a small commercial spot beneath condominiums was a good idea, citing the small size of the units. In addition, the businesses would have to pay condo fees. •111117;X41- �A —0 �46 •1jTzVJMTe7A%i1ilTT Motion made by Dr. DeVoursney, seconded by Mr. Hendricks, to recommend approval of the Casa Costa DIFA Assignment. In a voice vote, the motion passed unanimously (5-0). Helail IME 011 [oil sol'] lill.11,761; ltillll�ll ; ne Chair Cross advised the item is in the budget and is for the policing program on MLK. The CRA pays the City, and the City pays the officers. Motion made by Dr. DeVoursney, seconded by Vice Chair Pollock, to recomment approval of the ILA. In a voice vote, the motion passed unanimously (5-0). 6 Meeting Minutes GRA Advisory Board Boynton Beach, Florida October 4,2016 had a program to incentivize interns throughout the County. Mr. Karageorge recommended that when attending the FRA conference, they keep in mind they are still under Sunshine, and advised caution against two or more members attending the same seminar. He said that Ms. Harris should be recognized for her six years of 100% clean audits— a rea*rOl iT t1re Stgte. Mr. Karageorge thought the Board made the right recommendation for Ms. Brooks' contract and for Mr. Simon. He asked what the percentage was for jobs that have to go to minorities regarding the faith -based CDC and was informed it was 20%. it - - - - M=177n,17M - 9997CU917, acknowledging it has been in the works for a long time. He said there are many challenges there and recalled the history of the property. Mr. Karageorge suggested using the C-1 Code as an example if they ever recommend a DIFA agreement in the future. Ms. Utterback asked for cladfication on which option they preferred for the Policing ILA. She was informed it was Option 2. Ms. Harris said there were revisions to the ILA to require documentation for reimbursement to the City. X. Future Agenda ltem4J A. Responses to Cottage District RFP/RFQ B. Discussion of District Clean Program C. Disposon ofFederal Highway D. Results of The 5th Annual Boynton Beach Haunted Pirate Fest Mermaid Splash I Chair Cross asked if they could change the meeting time to 6:30 p.m. in the future. Hearing no opposition, the decision was made. Motion made by Mr. Hendricks, seconded by Mr. DeVoursney, to adjourn the meeting at 7:54 p.m. [Minutes transcribed by J. Rubin, Prototype, Inc.] 10 Consentt : .. .1 X I Old Business Now Business Legal In formation O_nly� AGENDA SUBJECT: Consideration of Community Benefits Agreement between the CRA and Ocean Breeze Housing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project in the Heart of Boynton. SUMMARY: At the August 9, 2016 CRA Board meeting the CRA Board selected NuRock Development Partners doing business as the single asset entity, Ocean Breeze Housing Partners, LP to redevelop the CRA -owned property known as Ocean Breeze East. Ocean Breeze Housing Partners is offering the CRA $800,000 for the 4.5+1- acre vacant site at N.E. 7th Avenue and Seacrest. The property appraised at $1,440,000 in July 2016. The project is dependent upon receiving funding from Florida Housing Finance Corporation in mid-December. The CRA Board has requested that any development or sale of CRA property include a Community Benefits Agreement. In general, a Community Benefits Agreement is a contract between community groups and a real estate developer that requires the developer to provide specific amenities and/or mitigations to the local community or neighborhood. The attached Community Benefits Agreement between the CRA and Ocean Breeze Housing Partners requires that Ocean Breeze Housing Partners: 0 Work in partnership with the Boynton Beach Coalition of Clergy, acting as the designated Community Liaison. 0.. Hold a job fair in partnership with the Coalition and local contractors prior to the start of construction of the project to encourage Boynton Beach residents to work on the project. The developer shall give preference to Boynton Beach contractors for the construction work. 20% of the permanent jobs created by the project shall be required to go to local residents. The developer or the developer's general contractor shall pay Boynton Beach residents working on the project the current Palm Beach County living wage of $11.64. FISCAL IMPACT: If the project is funded and moves to the construction phase Ocean Breeze Housing Partners in partnership with the Coalition of Clergy will be creating job opportunities for residents of Boynton Beach adding money to the local economy. CRA PLAN, PROGRAM OR PROJECT: Heart of Boynton Community Redevelopment Plan Update CRAAB RECOMMENDATION: Option 2 — Recommend approval of the Community Benefits Agreement for the Ocean Breeze Project and Recommend having the Coalition of Clergy work together with the Boynton Beach Faith Based CDC to better ensure the terms and conditions of the CBA are accomplished. CRA BOARD OPTIONS/MOTION: Option 1) Approve the Community Benefits Agreement for the Ocean Breeze Project as presented. revisions.Option 2) Approve the Community Benefits Agreement for the Ocean Breeze Project with Option 3) Do not approve the Community Benefits Agreement for the Ocean Breeze Project. Michael Simon, Assistant Director T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTS1Completed Agenda Item Request Forms by MeetinglCRA BoardXFY 2016 - 2017 Board MeetingslNovember 20161Nu Rock OBE Community Benefits Agreement.docx 1 '�+ 44 1 !i r 1 i.i d � e:• r.. ;e�� W1 7, , I' :,r " r r rf ufM r r if:rraf s,. r r r frit f , r . I I117=1 MMM, UM70-11-110 10,10,414 f;N kill (11,11T � r ■ iM 1', 4 i ^ t - Ri r 1 1 ':i M 1 � rr ' :::.: ; :.r , :�!' - A �. r, i ' R 1. Recitab. The recitals above are hereby incorporated as if My got forth herein. K. Definitions. <r in thisAgreement, the following capitalized tam :ir have the following rr "`:r ms's; ll definitions includeboth - singular 1# plural f 11 `# _- iijm " r 1'1'- - r this Community Benefits ! I 1 Agreement C "Applicant" meansinterested + A .f I +r for # ra Subcontractor on ffie Project, inekK4sgpgd City residents intawted in Worldmg in permanent positionsand/or on the property management- ,1 ! after the A 11 1 1 Of construction 1 1: IA 1# 1 1 k .1 ;il 1;City residentsbefore and after they are hired &rjobs related to the Project. c) "City" means the City of Boynton Beach. #. "Community !s.:# 1 mews'! Il 5 orinformal organization .'.}: 1 1 ► 1 or " I 1: appointed by the CRA Board Cud assist in connecting City residents with opportunities. "CRA!'means the Boynton BeachCommunity RedevelopmentAgency. Area7means the :n.',i withiri the boundaries of the CRAjurisdiction. 1 �a ° - 1 ! ' 11 inc Mn Me The term also includes any Property Manager hired by Developer. L-- _"Dependent Obligationsfmeansobligations described 1 paragraphs 1 r. 5(c), 6(b), and 6(c) Of this Agmeftlent, which are understood to be obligations the li described Developer oncontingent 1 1' performanceof #1."; Community1 1thisAgreement,along M.,, i 7 # 1;. Obligations 1 1 :cannotreasonably " / performed e# 1 # i.. the 1%1 # 11 # .- of the !l1..1 1 Liaison. 'Good 1Faith Effort" meowthe respectiveparties#all ° # 1 # meats complywith the^# ' 1 directives provisions. 1 ' 4 11 :': 1 1 11 11wageto matchthatdefmod 1 1.I' PalmBeach County Code of Ordiriances Chapter 2, Article IV, Division 3. At time of this !i till ' ! the m Beach !!Countyl *wage is$11.64. n)L---�Local Subcontractor4eausege,means any # # ! 1 # I that is wholly # 4 1 t :^1 by individualswho reside Il 1'City. if the Subcontractor'sbusiness owned :.# !,1 corporation,then the corporation ! L u , 1 . . . . . . . . . . . on ..i.'I 11MLCO6 is owned by a partnership or limited liability company, then at least 20%,of its partners or members must reside in the City. I M Mela I — g1l I gj_ IN III ns NuRock 134, -Vel " DMent Paftn e)4j_21)wner" shall mean .':1 Breen Housing Partners, LP p)Qj — "Parties!'means the signatories to this Agreement. The term "Party" means Wividual signatory to this Agreement i6p)__- "Plan!' means the operative Community Redevelopment Plans or Plan Rs of CA. I *-j)-__'Trqject"means the Ocean Breeze East Pmject that Developer shall cause to b2 constructed at 700 North Seam -est Boulevard, Boynton Beach, Florida, as described in 'Txhibit A," attached hereto and incorporated herein. s)r "Pro ject Property" means the property the CRA intends to convey to Developi for the Project. "Pmhase and Development Agreement" means the Agreement between th� S) - Owner Dev&per-snd the CRA for the purchase of the Prcdect Propwty. "SubcontipoW njw-inas a MMWAI=���Or =*nk�Lctrela to the mdon. use. inainteMnance .,,or overation of —Ljk..hPjLeqj—oLgmj themL such inclusion would render tfte tem abqxd. 3. Notices. All notices required unda this Agreement shall be[ writing and shall be addressed to the appropriate Party at the Puty's address set forth below. Notices shall be sent by certified mail, retl= receipt requested, and shall be deemed delivered three days afL-r deposit in the United States mail. Ahmmatively, notice may be hand delivered and " be deemed received on the date of delivery, as evidenced by the written report or receipt of ffie courier service. Any Party may change its address or the mme and address of its attorneys by giving 8 twenty (20) day notice to the other parties of the Agreem=t. Ile addresses of the Parties for purposes of this Agreement are: ffiM7-- "Mr,7773-MIM, MM M., "Mp Ms'.417MM 1� 1;11 , V, 0-11r, Mj 9 W71912-1 3 CRA: Executive Director Recruit qualified ► 1 • 1 to fill temporary and pernment job posidoi resulting i i1R the Project; ►Pre-screen jobApplicantsA determine ,1 Md of Appli I ,' Provide i1 orientation 1 Applicants,:f11 where reasonable,provide training to Applicants to prWare the Applicants for the available positions; nis " I is * 1 iI ; / Mr TIMPT471 1 ► / ► 1HEW► 1 ► _.► ► ; I �fi ► Act as a liaison between Developer ani' community fDr the benefit 4 1Developer ►r 1 1 ► r;community organizations.esrt i - i II : 1 11 1 1 1 i l li 1; . -r ► 1 11. 'C 1 ► 1 1 M,. ► 1�. i1 II ,.111 ► ! 1 ►'. I ��I ► M2 ! it► 1 1 `. ! 1 ti T 1 + i41 1 it � 1 .1 � 1► S; i i 1 X 1 1 1 1 i' ' 1 ; l 1 .1 - I► �; � ► ► 1 r 1 w► i t b) Refer and hire w-axP4m-appep9at&Apphcants to work under the supervision of Subc-Gontractorsmdill make a► 1 iFaith Effort ► match the Applicant's skills(suchasplumbing,landscaping, ! Ih Ik Qcyelopgr�s nr-eds or to Subcontractor 1 1usethose skills on I ► t L In evaluating " ► ► .. ; 4 o' ! +tel ' 11 : not disqualify 3i11 Applicant on 1 '►i 1 !1 1 `= 1theApplicant " previously 1 1 on misdemeanvi charges; rges; 1 i ' ve Developer may require any s ! 1 :t 1 tosubmit1 drug ni_: " at any time1 during theProjectand ►; 11 1 1 11 ► fire any pApplicant who 1► :. k 3 drug test. 8 O"1393a•1 4 TramApplicants1 workon 1h'Projectmazzier thatallowthose Applicants to use such 1 1 1 in futumwork 1`. constiuction industry, ��icarits' in a inannui that will allow those Apoicanis to use such (rainu) i li Require! Vl i 1 f^ osubmit payrolls of hired Applicants # the Developermonths.Such payrollsmust include the name 1 1. address :-:' • 1 Applicants thatwerehired to w• i •the Project,• withthenumberof hours It Applicantworked i. e1 •1! !theamounteach '" f f . ! e 1..Developershall e!`, uire this until the Certification of Completion is issued for the Pmject. e) Create a e.ssful prr a I1 model fori ;i;l :1 hiring Applicants that can serve as a model or fature developments1; the City Boynton Beach. Isuch programshall notbe considered proprietary :..1 1Developerwill share =1 - i l operational &-WU of any such program ' lthe CRA upmrequestby theCRA. 6;7,C-eakeekw-'s--DReMv2ell2BSgfL._ObHgodons forEUring Program for Permanent Jobs. Developer ag3 ! allocate a minimum of201smi1%of the pernment job positions 1 1-'+ from the 1 i « 1; ! i f••.: 'vf Applicants- Further, Developeragrees that when hiring 1 1. T. associated with the Project, the Developer Provide of job descriptions and property i= 1 R +ill l i positions, !.i• # I positions for a Propertymanager, t the designated representative of CommunityLiaison; b) k Mak.�L-q Good -f th �Ef getively rccmit qualified Appthrough11' :" R Community Liaison f f liri in i, 1 ' lists of Applicants 1 : match 1 a ! • specifications, 1 a 1+11 f I 1 «!. 1 1 �f 11 t1 it '•a;; •Trukand monitor, ona semi-annualbasis, the progress of Applicentsthat hired, and pmvide additional support and timing to humd Applicants if necessary; and Provide ll employeeson the property management:':111including those hired a result of this Agreement, with the samebenefits. Developernot provide employeeshired outside oftinsAgreement I any benefits 1 G`.availableto Applicants hiredas a resultEIthisAgreement s W715932.1 5 or. ther-Lq2n— , —nnati M.!m 7-z8.UvJng Wage. Developer will pay (and wift require aft Subcontractors to pay) a Living Wage to all Applicants hired to work during the construction of the Project and to Applicants hired to a PeInment Position rWWt3ngfrom the Project and/or Developer's property management team. Developer shall not be responsible for ewmmg a Living Wage Is paid to City residents hired by 1 patty entities for jobs that are only incidentally the result of the Project and over *hich Developer has no control. a) Developer will, and will require all SubwnMictors to, maintain payroll remr& for Applicants that are hired and will preserve them and make than readily available to the CRA for a period of no less than three, yeark �after c�omg M cons 8to—It"4—On -At-Igg- Ougq-Ajn��, twl K�c—mtmt-01's and -Subcontractor's Payroll reoords-vM-contain the nanie; adr, hours worked, and pay earned for each employee living within the City b) Beginning at the date of issuance of the Notice to Proceed tbrough 2112 eaZ after the issuance of the Certcates of Occup.Ir cy�-, Developer will provide a report to the CRA every six months that contains the information and rcoords of CoritractOr alld tm+,Y jn-! described in subsedion. (a) of this paragraph. 8&Projecth for Frollit. The Parties agree and acknowledge that the Project is "for profit"anIt that this Agreement shall not beconstrued so as tD unreasonably hinder the economic feasibility of the Project. Therefore, the Parties agree: a) This Agreement is and shall be subordinate to institutional financing. b) This Agreement is and shall be subordinate to the requirements of the Exempt Bond program I c.) This Agreement is and shall be subordinate to any requirement of the Low Income Housing Tax Credit CLMOD program d) This Agreemeait is and shan be sulwdinate to any requirement imposed by the Department of Housing and Urban Development C'HUD'D on this project. e) If thmV is a foreclosure of the Project Property, the ffireclosing lender or the successor in ownership shall not be bound by this Agreement, but may elect to bind enter into this Agreement under the identical tam and conditions herem. If an institutional lender fbr the Project deems any portionof this Agreement objectionable, Developer shall make a Good Faith Effort to convince the institutional lender to accept the terms of this Agreement. If the institutio1 i1 f .1 ender will not accept a portion of the Agreement, that portion of this Agrwment shall be ineffective and deemed delettk g) If a purchaser of the LIHTCs fbr ►the Project deems any portion of this Agreement SW71"32-1 6 wy ye1) n , will make a Good Faith Effort to require Developer's heirs, successors, -i--rd assigns to be bound by the term of this Agreement. n-. 13. Effective Date and TermAnatiint . This Agreement shall become effective on the date of the last signature to this Agreement� and shall automatically terminate three years after issuance of the certificate, of completion for the ProjecL 4. Quarterly Meetings. Commencing at the effective date of this Agreement, a representative of the Developer and CRA shall meet quarterly, unless both Parties agree in writing that less frequent meetings are 4 5—pripriate. 44-15. Amendments. This Agreement may not be altered, amended or modified, except by written instrument signed by the each of the Parties. 4& 16 Enforcement- R*w-Au-Party may file a written notice with the other Party concerning the other Party's performarm under this Agreement Each Party agrees to investigate any issues described in the written notice filed by the other Party relating to the implementation and adherence to this Agnxmient The Parties shall cooperate My and promptly with any such investigation and shall make available all requested records and information reasonably deemed relevant to the investigation, monitonng of compliance or implanentation with this Agreement or the Annual Report. a) Ihe Parties agree that upon written I! 4 ia fail=y. abide by the terms of this. Agreement� and prior to any defaalt occurrence, Party shall have thirty (30) business days to cure any declared deficiency. b)I!p hin t to cure a defi wil. ft 30 bu-% da, -, the Parties agree to eapge I -v ju .. hp mandatory mediation prior to filing any lawsuit concerning this Agreement or Party's performance thereunder. Edhec--AW Party has the right to mediation to resolve a dispute by pmvidmg written notice to the other Party provided for in this Agreement. Upon written notice demanding mediation, Parties shall agree on a third -party, neutral, certified mediator who shall meet parties at a mediation that wfll occur at mutually agreed upon A1e and place.1. Parties must use Good Faith Efforts to try to resolve the dispute at the niediatio This paragraph shall not be construed so as to require Party to its position. The cost of the mediation and mediator shall be divided evenl among the Parties, but each Party shall bear the cost of its own attorneys' fees an Any agreement reached at mediation shall be reduced to writing and become a binding and enforceable agreement between the. Parties. d) The failum of a Party to abide by this process; to participate in the selection of it mediator, mediation date or time, mediation location; or to use Good Faith Efforts to resolve the dispute at the mediation shall be considered a breach of this Agreement The Parties o Us AgrementIIS' 3n1 and aompt that the city is not Party to this Agreenient and ,oaction ,I be takenagainst 11' to enfbtcethis Agrement or any provision thered. Autrized Represtntafive for De ; pi Print Name. M.Y. Authorized Representative Print Name: 8 W7159334 10 Date: AZTA -r- ` ' �reT_a fff* . t Consents +. , Old Business New Business Legal Information Only AGENDA SUBJECT: Consideration of Community Benefits Agreement between the CRA and Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the 2.97 Acre Site known as MLK,Jr. South Project located in the Heart of Boynton. SUMMARY: At the August 9, 2016 CRA Board meeting the CRA Board selected NuRock Development Partners doing business as the single asset entity, Heritage at City View Housing Partners, LP to redevelop the 2.97 acre site partially owned by the CRA known as the MLK,Jr. South Project. Heritage at City View Housing Partners, LP is proposing to construct a three story, 75 unit senior rental housing development and they will be applying to the State of Florida for 9% Low -Income Tax Credits for funding. The project is dependent upon receiving funding from Florida Housing Finance Corporation in mid-December. The CRA Board has requested that any development or sale of CRA property include a Community Benefits Agreement. In general, a Community Benefits Agreement is a contract between community groups and a real estate developer that requires the developer to provide specific amenities and/or mitigations to the local community or neighborhood. The attached Community Benefits Agreement between the CRA and Heritage at City View Housing Partners, LP make a Good Faith Effort to fulfill the following conditions: • Work in partnership with the Boynton Beach Coalition of Clergy, acting as the designated Community Liaison. • Hold a job fair in partnership with the Coalition and local contractors prior to the start of construction of the project to encourage Boynton Beach residents to work on the project. • The developer shall give preference to Boynton Beach contractors for the construction work. • 20% of the permanent jobs created by the project shall be required to go to local residents. • The developer or the developer's general contractor shall pay Boynton Beach residents working on the project the current Palm Beach County hourly living wage of $11.64. FISCAL, IMPACT: If the project is funded and moves forward to the construction phase, Heritage at City View Housing Partners, in partnership with the Coalition of Clergy will be creating job opportunities for residents of Boynton Beach thereby adding money to the local economy. CRA PLAN, PROGRAM OR PROJECT: Heart of Boynton Community Redevelopment Plan Update CRAAB RECOMMENDATION: Option Recommend end approval of the Community Benefits Agreement for the Ocean Breeze Project and Recommend having the Coalition of Clergy work together with the Boynton Beach Faith Based CDC to better ensure the terms and conditions of the CBA are accomplished. CRA BOARD OPTIONS/MOTION: Option 1) Approve the Community Benefits Agreement for the MLK Jr Blvd South Project as presented. Option 2) Approve the Community Benefits Agreement for the MLK Jr Blvd South Project with revisions. Option 3) Do not approve the Community Benefits Agreement for the MLK Jr Blvd South Project. T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTSICompleted Agenda Item Request Forms by Meeting\CRA Board\FY 2016 - 2017 Board Meetings\November 20161Nu Rock Community Benefits Agreement MLKJ South.doex VII I� �w ►3' i'.4 i 1 i '. 1 f !1 11 1'. " +.i} - i �l 11 :11 ' SII i 11 �(: 1 ',. E # 1: 1 - �,.1 - #1 n r'... # 1 ,iri ♦ r i ,.11 cr :, •.: r is # : � r r 1 ::•• is 1 1 1" r- 111, F `. 4 1 =i f .::1 # 1;, a 1 1 4 1 s' #.. r 1 1.'.. 1 " :# - 1 rl 1, 1i 1 M2717 i 1: i lig �i' :1� �1 # #, ,� 1 1=x;4 111 ...... ..... .... 577-5 0*0777MCTIM ....... related...:.......ha .......... � fi�..:.. .. ..........:. a....... .. s " 1 " i i ! 1 # it Y■ 1 ► 1 - li. `1 J: ^�I11 - 1 i '- i �f! 1 ;. i1 :�# r :no a# ii ;, kiIII 1 ' 4 - + 1, Cllr r : it r 1 - 'i# 17IL707 1 1 1 a - # IV 11 Redevelopment Area (CRA Area) in fintherance of the Plan; and R 1- ":I i - 1 1 r aT n:"11'Fn NA " W.41 # i'iiR�i r1 1 ! 1 4,1' 11 4 + a 1 1 i .«:. 1_ " S1 # 7 : a r 1 #+ W MI 2. " I { ' 1 1 1 - +4 1this'1 r' 111 #thefollowing : 1 z#termsshallhavethe i 1I 11 a1 1 1 '�-h(all # i i i 4' i' include boththe smgular1# pluralform): b) "Applicatit" means a City resident interested in worlding for Developer orF Subcontractor on the Project, ia4ludinggn residents interested in working1, permanent positions and/or on the property management team after ,..1 '. Completion of construction. This term shall refer to such City residents bi' and after they are hired for jobs related to the Project. 0 "City"means the City of Boynton Beach, d) 'Vommunity Liaisoe' means a formal or informal organization or !nfil appointed by the CRA Board that assists in connecting City residents with j opportimities. AL "Developee' means NqRq,,, f, P� k Ing. NuR.oc --_( V fft�q§�Jq& j3artpem IT IndiY440Y.-And collectivoy, 'I ate co -trier., that kire th an affili, i ljarie.s, orsj�yp or will be SUbstanti Ll�,, involved with the 1, gie-q and have yet Ii.) bedesi a i4 involved ........... with -- S-, -.- QM to d. The tam also includes any Property Manager hired by N�' Dependent Obligations" means those obligations described in Paragraphs 5(b 5 5(c), 6(b), and 6(c) of this Agreenient, which are muterstood, to be obligations the Developer Ple. �— A*-�r that am contingent on the performance of Community Liaison as describedin this Agreenient, along with amay oth Obligations of - r ' that cannot reasonably be performed but the. pin%mance of th& Ci IU. i ifLiaison. 4iL—"Good Faith Effore' means the respective parties will exhaust all reasonab means to comply with the associated directives and/or provisions. i ffii7 EI)D ...... 7LOCal Su1c11ftwtor-Ge&t+at4e?'11 eans. any SubcontractmIas defiAed it, ffiis A&=Mqnf 1 ffiat is wholly owned by individuals who reside in am City. If the Subcontractor's business f by a corporation, then the corporation must be S WM"32-1 2 I I I , 4 '0 1 ,IRITIMMI. ;T177 -Mr, 3 I 0 - -1 " 61*-*) 0 11 1 0 231M split"111144a III - 1 614 11 1 1-rj-1 I n; a r;,77ri nee, shall mean Heritage at City View Housing Partners, LP "Particel means the signatories to this Agreement Ite tarm "Party" means any individiW signatory to this Agrement. q)pL—"Pla�Y' means the operative Con=unity Redevelopnmt Plans or Plans of the CRA. .4_ql "Pro j ed' means the Heritage at City View Senior HoPro using j Devel--,ect that . u 1 sc shall cause to be constructed within the 2.97 acre site am located on E. Martin Luther King Jr. Boulevard, Boynton Bea* Florida, as described I.I. "Eadfibit A," attached hereto and incorporated her em. 9)rl-- "Project Property" means the ProPerty the CRA intends to convey to DeveJol for the Project. "Purchase and Development Agreement" means the Agreement between Owner D&Agoff&-and the CRA for the purchase of the Pmject Property. I and montrac.Wr, sul-----srr other --Any— r qgntract related to th e, C W96 M u 'o j—wrat nofthe Pmjed ot L21: g -2,art-thereof suet inclusion woWd readez: the imi aboirg t I Nodm. All notioes required under this Agreernent shall be in writing and shdl be addressed to the appropriate Patty at ffie ParVs address set forth below. Notices shall be sent by certified mail, return receipt requested, and shall be deemed delivered three days after deposit in the United States mail. Alternatively, notice may be hand delivered and shall be deemed received on the date of delivery, as evidenced by the written report or receipt of the courier service. Any Party may change its address or the name and address of its attorneys by ng a twenty (20) day notice to the other parties of the Agreement. The addresses of the Parties for purposes of this Agreement are: Developer: Heritage at City View Housing Partners, LP Robert Hoskins, manager of the General Partner 800 N. Point Parkway, Suite 125 Alpharetta, GA 30005 SM71032-1 3 related ftes that will__._.___ h dor ill t fig, � # is iio nThe designatCatone -Community# 1! for #i Project, # i;will workwiththatCommunity Liaison 1 ensure ' ;. # : 1 ".CommunityLiaison will: Recruit qualified °: ► 1 :..:.I to 1ill temporaryI a i ' #i ! X11 job l'. / ' M f 7. resulting from the Project; b P _ .x+3.1 #i Applicants to determineskills Appli provide'+# job orientation t:# ti ! 1 111 and where _ 1: i # provide i i•. 1 cl ; 1 l+' #Applicants# 1 t /'Applicantsi 1 u1 positions; Where necessaryitreasonable,Applicants vdthwntmued twWning k1`. Applicants are hired for jobs associated with the Project; and 1Act as a liaison between =e'1 D; # !.i' and community or 1 . ! i 1 for 1 tl benefit o{theDeveloper and Asuch communityorganizations. li.1 , TO I r. I T M IN 15 # 1 'AMM. i' it � �==# 1 1 I ! 1 #, ' ►1 k: M4.'OFJL OR IFE-r-1.13M, 7111 OiAUHT-Itiose# 1 !1► # din provide proof # ; t have hired #g is 1 ii__t&AIJr!JL 1101 ATT L In evalu3ting Applicants, Developer sball not disqualify an Applicant on the grounds 1 i ..that theApplicant previously incarcerated ! A! i 'ill ior charges; however, Developer may require any Applicant to submit to drug testing at l time t during - Project l 1 may # hire or may fire any # i:.. who fails a drug test sMISM: 4 c) Train Applicants o work on the Projectmannerthatwill allowthose APplicants touse such training 1fature workI theconstruction industry 4..# ALYplicailts in a manner that will allow those Applicants t(,) Use Such trainina it) f"uture work in (fie construction ljLdustr t. Require i# 1 [ tir * Itsubmitpayrolls ofh-'1Applicantst the Developer months. 1 payrolls must include Applicants that were hired tc) work on the Prqject� along Ynth the number of hours each Applicant t ' et Mit the amount eachAppHcant was paid. t' De _ o 1' shall :require this until !e Certification 1 Completion is issued for the Project. e) Create a suc;cessfal program II ot tr locating ;11 A hiring ! [l %# that can save as a model forfiLturedevelopments City of Boynton i Anysuch program 1 not be considered proprietary and Developer share the operational de-tailsofanysuch program 1the • 11request c tby the, CRA. - bligations forMiring Program 1 iii lent Jobs Developer aL' =; to allocateminimum i11 C;y, of permanentjob positions .; t Mi '' from ! Project o qualified Applicants. FurtDeveloper . tp;r agrees 'f 1 71 when ='t;. 1 " for jobs associated with the Project, the DeveJoper will: Provide a list of job descriptions and property including positions for Property Manager, r F thedesignated 'i t , entativeof 11; t 111 !1 :A Ikgotively recruit qualified Applicants1mu# the Community .. t # #1 # xi- 1 !! requesting 1 'listsofApplicants1 match ajob's specifications, 1 f iA 1 A i l. _ � 1 � ►. +r # 1Trackand monitoona semi-annualbasis, progress 1Applicantsl" hiri4 andprovideadditional1 4 1 and trauung to # ;. 1'. AppliCantS necessary -,and Provide employceson 1l.' property managemente. 11 1 ,. # l s'thosehired a result ofthisAgreement,} • 1 1 benefits. Developer 1 1 t p':# A !-. employees hired outside of 1Agreement° 1 benefits o:; Applicants hiredas a resultAthis :cC`tuvalent 3 omrsIMi 5 on the, wolmix-m-mr-dgement telp, -n- q-.&LMng Wage. Developer will pay (and will require all Subcontractors to pay) a Living Wage to all Applicants hued to work d-unng the construction of the Project and to Applicants hued to a permanent position resulting fiom the PrqJect and/or Developer's property management team. Developer shall not be responsible for wsuring a Living Wage is paid to City residents hired by third party entities for jobs that are only incidentally the result of the Project and over which Developer has no control. a) Developer will, and will require all Subcontractors to, maintain payroll records for Applicants that are lured and will preserve them and make them readily available to the CRA fbr a period of no less than three years_A ftef wn-inletion of constraction, !TU-Develo-) &ft, wm- . ...... 1 -- C-mlEg Subcontractor's payroll recorits-%91-contain the name, address, hours worked, and pay carned for each employee living within the City. b) Beginning at the date of issuance of the Notice to Proceed through one aft '6 ide a report the issuance of the Certificates of Occupancy, -z Developer will pruv.1ft n the CRA every six months that contains the infimmthon and records of C'oraractor alld jon( ) of ----------- tradnis described in subsection (a) of paragraph. %.1-PrOject is for Proft The Parties agree and acknowledge that the Project is 'Tor profif I ani that this Agreement shall not be construed so as to unreasonably hinder the economic fiasibility of the Project. Therefore, the Parties agree: 77MY 4=1 ITIT, I 10 1* r4-WiTim W711=1,11 JFj I =� 71 b) This AgTeement is and shall be subordinate to the requirements of the Exempt Bond program c) This Agreement is and shall be subordinate to any requirement of the Low Income Housing Tax Credit C'LlHTC') program d) This Agreement is and shall be subordinate to any requirement imposed by the Department of Housing and Urban Development CHUIY) on this projecL e) If there is a foreclosure of the Project Property, the foreclosing lender or the successor in ownership shall not be bound by this Agreement� but may elect to bind r!1nter into this Agreement under the identical tmm and conditions hamn. f) If an institutional lender for the Project deems any portion of this Agreement objectionable, Developer shall I 1 Good Faith Effort to convince the institutional lender to accept the terms of this Agreement If the institutional lender will not accept a portion of the Agreement, that portion of this Agreement sR%ll be ineffective and. deemed deleted. g) If a purchaser of the LIHT`Cs for the Project dems any portion of this Agreement 9 007ISM-1 6 e will make a Good Faidi Effort to require lieveloper's heirs, successors, and assigns to be bound by the term of this Agreement 42A3. Effective, Date and Termination. This Ageement shall beconte effective on the date of the last signature to this Agreement, and WWI automatically terminate three years after issuance of the certificate of completion for the Project. Qnarterly Meetings. Commencing at the e&Wve date of this Agreement�- representative of the Developer and CRA shall mod quarterly, unless both Parties agree in writing that less frequent weefings are appropriate. 14J5. Amendments. This Agreement may not be altered, amended or modified, except by n— i written instnment sigrW by the each of the Parties. 4-SI6 Enforcement EWw-&MParty may f He a written notice with the other Party concer 1 7A the other Party's perfbimance under this Agrement. Each Party agrees to investigate any issues deson'bed in the written notice filed by the other Party relating to the implementation and adherence to this Agreement The Parties shall cooperate fully and promptly with any such investigation and shall make available all requested records and i11f6ratati1n reasonably deemed relevant to the investigation, nionitaring of compliance or huplementation with this Agrement, or the Annual ReporL c) Any agreement reached at mediation shall be reduced to writing and become a binding and enforceable agreement between the Parties. d) The failwe of a Party to abide by this process; to participate in the selection o mediator, mediation date or tfine mediation location; or to use Good Faith E �1` to resolve the dispute at the mediation shall be considered a breach of Agreement. W7159-10-1 8 -23-.24. City Not a Party. The Parties to this Agreement understand and accept dud the City is not a Party to this Agreement and no action may be taken against the City to enforce ft Agreement or any provision thereof. By: Date: Autrized RepresentatiVe for WwweloWwo mip Print Name - By: Date: Authorized Representative for CRA SW7159-n-1 10 V Consent Agenda I X I Old Business Now Business Legal Information Only FAc14ZI'7-Ak14J4W.'4I1 I -1 •- 1• 1 1 a - 0 SIMMARY: At their regular meeting held on October 10, 2016, the CRA Board voted to direct CRA staff and legal counsel to request proposals from at least three professional search firms for the Board's review and consideration at the November 9, 2016 meeting. The selected search firm would be responsible for conducting an executive search for qualified candidates to be considered for the position of CRA Executive Director. Staff solicited and received proposals from three professional search firms: 1) Colin Baenziger & Associates; 2) Slavin Management Consultants; and 3) The Mercer Group, Inc. The cost threshold of the proposals as submitted did not reach amount that would require the formal Request for Qua lifications/Request for Proposal process and therefore can be reviewed as presented (see Attachment 1). All three proposals provided the CRA Board with professional information, qualifications and references, a detailed description of services, executive search methodology, a process schedule/timeline and their proposed price for assisting the CRA if selected. Staff has provided a summary of the information provided by each firm (see Attachment 11). T:kAGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\CRA Board\FY 2016 - 2017 Board Meefings\November 20161Selection of a ED search firm.docx ATTACHMENT I&F117K FLAiSSOCUTES INIKKI all k*41 V *I I Do Iflerjoy IM i0s Is iw_lxo a, ILI] 111?1110 XIN X41 NJ I W NUTAIXON I Volume 1: Proposal I I I , 1111111��J 13111��1;11111pil�1111�11 Y Project Manager and Contact Person; Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32118 e-mail: feka•so®co Fax: (888) 635-2430 ..Serving Our Clients with a Personal Touch... PROPOSAL To FrNDTim B0YN1ONBF,,w"-,k,, C. SECTION PAGE LETTER OFT SMITTAL I I. QUALIFICATIONS OF THE FIRM 3 The Firm Our Services Technical Capabilities and Organizational Structure Completion of Projects within Budget Completion of Projects on Schedule Diversity Prior Names and Litigation Insurance I. PROPOSED PROJECT STAFF 7 Project Team and Involvement Resumes of Key Staff METHODOLOGY 13 Search Methodology The Agency's Obligations Proposed Schedule W V. REFERENCES 23 APPENDIX A: ALL GOVERNMENTAL SEARCH ASSIGNMENTS A APPENDIX B: SAMPLE RECRUITMEN TBROCHURE B APPENDIX C: SAMPLE CANDIDATE REPORT C APPENDIX D: SAMPLE SURVEY D APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY, F -L E APPENDIX F: COMMENTS ON CB&A'S VETTING PROCESS F1 AssocIATES COLIN BAENZIGER01 EXECUTIVE RECRUITING The Honorable Chairman Steven Grant, Vice Chair Mack McCray and Board Members Joe Casello, Christina Romelus, and Justin Katz ATTN: Nfichael Simon, Assistant Director Boynton Beach Community Redevelopment Agency Federal Highway Boynton Beach, Florida 33435 Dear Chairman Grant, Vice Chair McCray and Board Members Casello, Romelus, and Katz: Colin Baenziger & Associates {CBA) appreciates the opportunity to submit a proposal to assist in finding the Boynton Beach CPA Executive Director, While selecting key personnel is never easy, CB&A has developed a problem -free process that has been tested nationwide and found to be extremely effective. While CB&A is a municipal recruiting firm which has conducted assignments across the country, our home base is Florida. We pride ourselves on providing not just high-quality results, but, equally important, providing a great deal of personal attention to each of our local government clients. To conduct a proper recruitment, we feel the project manager must do more than just drop by occasionally. He/she must get to know the Board Members and the community firsthand. That effort takes time, but it is the only way to ensure the candidates we recommend are well qualified and a good fit for your agency and your community. As a result, we only take a few clients at a time and focus on getting the job done properly. Further, we routinely complete our work in sixty to ninety days. This timeframe includes preparation of recruitment and advertising materials, candidate outreach, candidate screening, finalist interviewing, and selection. We also offer the best warranty in the industry. Not only do we offer unparalleled service at a reasonable price, we focus on finding just the right people for your organization. We say people, and not person, because our goal is to bring you five finalists who are so good that you will have a difficult time choosing among them. The proof is in the fact that five of our local government clients have passed resolutions thanking us for our outstanding efforts in Ending their key staff. We do not know how often you have passed a resolution thanking a consulting firm for its efforts, but we have rarely seen it happen. Our goal, in fact, would be for you to be our next client to pass such a resolution. Some of the related searches that members of our staff have conducted include Executive Director for the Valdosta -Lowndes County Industrial Authority and Economic Development Directors for Camden County Joint Development Authority, GA, Loudoun County, VA, St. Johns County, FL, Collier County, FL, and Durham, NC. DAYTONA REACH SnoREs, FL SAMMAMISH, WA C I OLINBAENZIGERCIP AssocIATES EXECUTIVE RECRUITING ORPROW r "I,NITA I MW47WI, 0 rmllr, . M. - OT malm-a-UM-91 rin I Johns' County, FL, and Union County, NC, and the Borough Manager for Matanuska-Susitna Borough, Alaska. son I[F.Mma a 10 11 U a iffl,1DUCLUF 01 i:�OCjaj j�effMVIRCesor Roanoke, VA. Those authorized to bind the company are myself, Colin Baenziger, and Lynelle Klein, Vice President for Operations. We look forward to formally presenting our credentials and working with you in the near future. If you have any questions, please feel free to contact me at (561) 7073537. Sincerely, Colin Baenziger Principal / Owner DAYToNA BEAcH SHOREs, FL SAMMAMISH,WA L Qualifications and Experience of the Firm Colin Baenziger & Associates (CB&A) is a nationally recognized executive recruiting firm established in 1997 and owned and operated by Colin Baenziger. We are a sole proprietorsbi7 headquartered in Volusia County, FL, with offices in Salt Lake City, UT and Sammamish, WA. As a sole proprietorship, we are not registered with any states as a corporation, foreign or otherwise. Although our primary focus is executive search, we are often involved in operational reviews of governmental operations. Our consultants live in other areas of the country anA converge wherever the client's needs exist. We develop an operational plan prior to arrival and our team of experts quieldy studies the issues, identifies problems and opportunities, performs the necessary analysis, develops solutions, prepares reports and action plans, and completes the assignment. The client receives prompt, professional service, and its needs are effectively addressed. We are available for follow-up work, however, our goal is to provide the client with solutions that its existing staff can implement without additional outside assistance. Colin Baenziger & Associates' outstanding reputation is derived from our commitment to timeliness and quality. Our work is not done until you are satisfied. That means we go the extra mile and, at times, expend more effort and energy than originally anticipated in our fee or in our action plan. We do not ask the client for additional fees. Rather, we accept these situations as part of our cost of doing business. We believe that once a contract is signed we have an obligation to fulfill its requirements excellently and within the budgeted amount. Since beginning our search practice in 1998, we have conducted searches and other related work for clients in thirty-one states. Overall our staff has performed over 150 City, County, and Special District Manager searches and approximately 200 local government searches. The basic approach we have -,rresented herein is the aVroach we have used in each of our searches. It has been rl;, over the years to the point where it is problem -free. Colin Baenziger & Associates has developed its business model over the past 18 years. The model difficult position to fill or where one of our competitors has failed. Overall, we utilize approximately eighteen po order basis. Consequently we can pay well while having a great deal of flexibty without the overhead of many firms. In addition to Mr. Baenziger, other senior staff members are former City and/or County Managers or elected officials. As a result we understand multiple perspectives and rill 901100 1111% ;00 0 syvgg-ffiliN la""I 1410161VI(s) dwo(o) f!J11 I L Qualifications and Experience of the Firm (continued) Rick Conner David Collier John Darrington Vice President Senior Vice President Senior Vice Pr-,w.idf. U�# i Internet Specialists (8) Senior Research Associates 1 1 (8) 5@11,71MA-11, , 111411111111! 1 d/" All Administrative Assistants (2) Colin Baenziger & Associates is proud of its record of completing searches within budget. When we quote a price to the client, that price is what the client will pay, no matter how difficult the search is or what unforeseen circumstances may develop. We have never asked a search client for additional fees, even when we were entitled to do so. 1U1,11111 I VIVW717MV! !rJVYM??fM, Colin Baenziger & Associates routinely completes its assignments in sixty to ninety days. Further, since CB&A began performing recruitments, it has never missed a project milestone. W= We are thus able to identify and bring a diverse group of finalists to the City. The proof is that fi-om as City and County Managers were minorities and/or women. Our placement percentage of women and minorities in 2014 was also 43%. L Qualifications and Experience of theFirm (continued) Prior Names and Litigation Colin Baenziger & Associates has always operated under its current name and has never been involved in Any. Mitigation- excol to testi:Lv as an expert witness on behalf of 4W perfon-nance has never been questioned nor have we or any of our clients been involved in any legal action as a result of our work. To protect our clients, Colin Baenziger & Associates maintains the following insurance coverages: (1) general liability insurance of $1 million combined single Emit per occurrence for bodily injury, Personal injury, and property damages, (2) automobile liability insurance of $1 million per accident and (3) professional liability insurance of $1 million per occurrence. As a small firm, predominantly utilizing independent contractors, we are not typically subject to the requirements for workers compensation and employer liability insurance. If required by the client, and if it is available to us, we will obtain these two coverages prior to contract execution. CB&A started its executive search business in 1998 from scratch. As a single father, he needed to stay nearby and so his goal was to become Florida's preeminent recruiter. In 2007 with his children mature, he branched out into other states. With the recent addition of Ohio (not shown below), his firm has now worked in 31 states, from Maine to California and Florida to Alaska. See the map below. We have served clients in the states highlighed in blue. St. Johns County, FL County Administrator Economic Development Director Health and Human Services Director Library Services Director Deputy City Manager Assistant City Manager Economic and Workforce Development Director ,. 6 - SNEER --In City of Roanoke, VA City Manager City Attorney Economic Development Director Finance Director Human Resources Director Planning Director Loudoun County, VA I'm 17M IT, Human Resources Officer General Services Director H Proposed Project Staff Colin Baenziger & Associates is an experienced recruiting firm which strongly believes that the majority of the search work should be conducted by one knowledgeable person. Colin Baenziger will be that person—he will serve as your project manager. He will conduct the interviews with the elected officials, search for strong candidates, discuss the position with those candidates, recruit them, conduct the interviews with the candidates, conduct the background investigations, oversee the interview process, and assist with the contract negotiations. In addition to fifteen years as a consultant, Mr. Baenziger spent ten years in government as a senior manager. Overall, he has been the firm's Project Manager for more than one hundred and twenty-five city and county manager searches. Prior to starting CB&A, he spent over 20 years hiring key staff. David Collier, senior vice president, will be the Deputy Project Manager and support for Mr. Baenziger. Mr. Andrews will assist in virtually every aspect of the search effort but will focus on the search for strong candidates and candidate evaluation. Before joining CBA as a recruiting in 2006, he had over 30 years of experience as a senior level local government manager in several states and in that capacity hired many key staff. He earned his Bachelor of Arts degree in economics and his Master's degree in public administration from the American University in Washington, D.C. He is a past president of the Maryland City Managers Association and the Florida Association of County Administrators. Rick Conner, vice president, will serve as the recruitment manager and assist with the identification and screening of candidates. He has over 30 years of in local government and in executive recruiting. He earned Bachelors of Science Degrees in Business Administration and Engineering from the University of Missouri. Lynelle Klein, vice president for operations, will be responsible for coordinating the advertising and production of the materials we will present to you as described in the Recruitment Approach. IL Proposed Project Staff (continued) Colin 1 ' � f the executive recruitment functions at Colin Baenziger Associates. Over the years, he has worked with a number of citi issues. As a former manager and someone who actively consull with job effectively. Furthermore, because he is active in a number professional associations, he knows many of the nation's manag • ! .first-namebasis. • City Manager, Coral Gables, FL (population 42,000) • City Manager, Cottonwood Heights, UT (population 34,000) • City Manager, Fife, WA (population 8,200) • City Manager, Fayetteville, NC (population 208,000) • Village Manager, Key Biscayne, FL (population 11,000) • Economic Development Director, Loudoun County, V " • Community Development Director, Miami, FL (population 373,000) • Borough Manager, Matanuska-Susitna Borough, Alaska (population 88,000) • City Manager, Mount Dora, FL (population 12,000) • County Manager, Clackamas County, OR (population 380,000) • City Manager, Palm Coast, FL (population 51,000) • City Manager, Portland, ME (population 65,000) • City Manager, Roanoke, VA (population 96,000) • City Manager, Tacoma, WA (population 200,000) • General Manager, Tampa Bay Water Authority (serving a population of 2.4 million) • County Manager, Union County, NC (population 290,000) Other recent efforts include a strategic planning session for the Florida Association of Special Districts, an operational review of Tamarac's water utility, a business practices review for a division of Martin County government, an operational reconciliation for Palm Beach County Water, development of an automated system to pay royalties to featured recording artists for the Recording Industry Association of America, and a review of financial procedures for a division of the Marriott Corporation. Mr. Baenziger has a Master's degree with distinction in public administration from Cornell University's Graduate School of Management, and a Bachelor of Arts degree from Carleton College. He is also active in the International City Management Association and the Florida City and County Management Association. He has also been called upon frequently to speak at conferences of the Utah and Florida City/County Managers' Associations, and the Florida Public Personnel Association. ZZ 11. Proposed Project Staff (continued,' ,7777777777;;;;;;;;;;;;;;;;;;;; . ..................................... . Dave Collier, M.P.A. One •' 1. specialties is executive search. With his many ye of experience, he can quickly separate the wheat from the chaff oil .10 Mo I Dave has overseen the recruitment and selection of- • County Manager, Brevard County, FL, • City Manager, Coral Gables, FL, • City Manager, Cape Canaveral, FL, • City Manager, Dania Beach, FL, • City Manager, North Miami, FL, • City Manager, Orange City, FL, • City Manager, West Melbourne, FL, • City Administrator, West Park, FL, • Finance Director for Tamarac, FL, and • Environmental Resources Director for St. Lucie County, FL. " 77=7 51 , fITUTUnRe proiessionwism or City Department Heads and staff through an emphasis on professional development and team building. He also used his hands-on management style to emphasis the need for effective project management and maintaining tight tinielines in order to show citizens that the city government was effectively managed and had a strong commitment to its customers. Prior serving in Stuart, Dave was a County Manager in Florida, Kansas and Michigan. He also has extensive experience in local government consulting. Mr. Collier earned his Bachelor of Arts degree in Economics and his Master's degree in Public Administration from the American University in Washington, D.C. He was a member of the International City/ County Management for over thirty years, served as President of the Maryland City Managers Association and the Florida Association of County Administrators. Mr. Collier is involved in his community as a member of the City of Stuart's CRA Advisory Board and as a Director of Stuart's Main Street Association. IL Proposed Project Staff (continued) Rick Conner, P.E. Vice President Rick Conner is a recent addition to CB&A's strong cadre of municipal operations experts. With over 30 years of management experience in local government- he has seen it. He possesses keen analytical skills and the ability to slice through critical issues. As a result, he is another outstanding weapon in the firm's arsenal of experts. His years in local government and his Prior to joining Colin Baenziger & Associates in 2012, some of the top leadership positions that Rick has held include: • City Manager of Sunny Isles Beach, Florida, • City Manager of Portland, Texas, • City Manager of Marble Falls, Texas, • Public Works Director of Nashville/Davidson County, Tennessee, and * Public Works Director of Bryan, Texas While serving in these positions, Rick received national recognition for his Customer Service programs. Over his career, Mr. Conner has been involved in a variety of recruitments. Some of these include: • City Manager, Fayetteville, NC, • City Manager, Sarasota, FL, • City Manager, Cocoa Beach, FL • Chief Executive Officer/General Manager, Des Moines (IA) Water Works, • Finance Director/Procurement Officer for a bedroom community to Corpus Christie, TX, • Accounting Director for a medium size West Texas city • Police Chief for a Florida barrier island community, • Water and Wastewater Director for a medium size, central Texas city, • Airport Fixed Base Operator for a Texas university community, and • Airport Manager for a medium size Texas university city. Rick holds a Bachelor of Science in Business Administration and a Bachelor of Science in Civil Engineering from University of Missouri. He also worked towards Masters Degrees in both Math and Civil Engineering before joining the work force. He is a Registered Land Surveyor and a F"rofessional Engineer in Missouri, as well as a Professional Engineer in Florida, Tennessee and Ve-Tas. M - 10 - H. Proposed Project Staff Lyn elle Klein Vice President for Operations Ms. Klein is a skilled professional with a wealth of public and private sector experience. Her particular expertise is in special projects, compensation surveys, and background checks for our executive search candidates. She feels that each client must be properly served, and that can only be done by devoting her utmost attention to their particular concerns and by finding creative ways to solve their problems. In her book, the client comes first. Since beginning her working relationship with Colin Baenziger & Associates in 2010, Ms. Klein has been involved in virtually every executive search the firm has conducted. Some of the more notable searches in which she has played a key role include: • City Manager, Delray Beach, FL (64, 100) • City Manager, Doraville, GA (population 8,500) • City Manager, Indianola, 14 (population 14,800) • Police Chief, Farmington, NM (population 45,000) • City Manager, Leesburg, FL (population 21,000) • City Manager, Mill Creek. WA (population 18,800) • City Manager, Miramar, FL (population 122,000) • City Manager, Norwich, CT (population 40,300) • City Manager, Seminole, FL (17,800) • City Manager and Finance Director Sunnyside, WA (population 16,000) • City Manager, Winchester, VA (population 16,000) • County Manager, Alachua County, FL (population 253,500) • County Administrator, Clackamas County, OR (population 383,900) • County Administrator, James City County, VA (population 70,500) • County Manager, St. Lucie County, FL (population 283,900) • County Administrator, York County, VA (population 66,300) • County Attorney, Fulton County, GA (population 992,000) • Director, Growth Management, Collier County, FL (population 340,000) • Solid Waste Director City of Tampa, FL (population 347,000) Ms. Klein's prior employment was primarily in the private sector. For over 15 years she provided contract financial and administrative services to companies who did not require full time office staff. Some of her clientele included TLC Cabulance, Clear and Clean Pool Service, Elizabeth Fountain Interiors, a published author and a landscaping company. Ms. Klein has an Associate's Degree from Brigham Young University in Rexburg, Idaho. She currently resides in King County, WA. -11- r Broward County, FL County Administrator City of Cocoa Beach, FL City Manager -12- City of Cape Coral, FL City Manager Fire Chief Human Resources Director Collier County, FL Economic Development Director Growth Management Director Procurement Director approach in finding the Executive Director. As noted in our cover letter, we successfully completed a number of searches for these positions and, hence, are very familiar with searches for your 13xecutive Director. Task One: Needs Assessment • Compile background information from the Agency's website and other sources, • Interview the designated officials. Our goal is to develop a strong sense of your communities, their expectations, the Agency's challenges and its leadership, • Determine the characteristics of the ideal candidate. These will likely include experience, longevity, education, personality, demeanor, and achievements as well as other items the selected officials and stakeholders consider important, and • Determine a reasonable compensation package. We also want to finalize the timeline for the recruitment so that candidates can mark their calendars well in advance and will be available when the Agency conducts its interviews. If the Agency wishes, we routinely incorporate meetings with other stakeholders (such as the business community, the non-profit community, Agency staff and so on) to gather their insights. We can also solicit the input of your residents through an on-line survey. These forums and surveys are valuable as they provide additional perspectives and a better understanding of the environment and the wants/needs of the community that the Director will be working in. M1111 1111 11 11 �111111111�11111111 1111�11p�ii 1� 11, 11�11 1111�1 11,11 111�1 �11111 Based on the information we gather, CB&A will next develop a position description and comprehensive recruitment profile. We will provide our draft for your review and comment. Your suggestions will be incorporated, and the final documents prepared. A sample of our work is included as Appendix B. Other samples can be found on our firm's website under the "Executive Recruitments" / "Active Recruitments" tabs. Phase H., Aeerldtl nenk Task Three: Recruit Candidates CB&A uses a number of approaches to identify the right people for this position. We say people, and not person, because our goal is to bring you six to ten excellent semi-finalists, all of whom will do the job extraordinarily well and who are so good you will have a difficult time choosing = 13 - V - Ii. Sefireh Methodology (confinued) 2mong them. You then select the top three to five people to interview and ultimately choose the candidate who is the best fit with you and your community. The approaches we use are: * Networking.- The best approach is diligent outreach. We will network with our colleagues and consult our data base. As we identify outstanding candidates (many of whom are noA in the market), we will approach them and request that they apply. Often excellent candidates are reluctant to respond to advertisements because doing so may alienate their current employers. When we approach them, their credentials are enhanced rather than diminished. One of the tools we use is Linked -In. * Advertising. While we will seek out the best, we will not ignore the trade press which sometimes yields strong candidates. We intend to contact the members of organizations such as the Enterprise Florida, Florida Community Development Association, National Association of Development Organizations (NADO), Intemational Downtown Association (IDA), Council for Development Finance Agencies (CFDA), and other appropriate organizations. We will also post it on our Website, wwmcb-asso-com. We generally do not use newspapers or generic websites because while they produce large numbers of applications, they generally do not produce the type of candidates we are seeking. If the Agency wants to have ads placed in local newspapers, national newspapers and/or generic websites, it will need to bear the cost. Email. We will also e-mail the recruitment profile to our listsery of twelve thousand managers and professionals who are interested in local government management. One of the advantages of e-mail is that if the recipient is not interested, he/she can easily forward the recruitment profile to someone else who may be interested. finalist Seleetioi Task Four: Evaluate the Candidates Based on our most recent recruiting efforts, we anticipate receiving resumes from 30 to 60 applicants. We receive all applications in an electronic format and will supply them to the Agency after the closing date has passed. Narrowing the field to six to ten candidates we will present to the Agency requires a mixture of in-depth research and subjective evaluation. Our process follows. It should be noted that selecting strong candidates is more an art than a science. While we consider standard ranking factors and the elements of the job, ultimately the most important factor is who we believe will be a good fit with the Agency and the community. Typically forty percent of our finalists are women and/or minorities. Specifically, our efforts will involve: Step One. Resume Review. CB&A will evaluate all resumes and identify the ten to fifteen outstanding candidates. Some of these may be in-house candidates or individuals who have held high-level positions in other governments but who have never been the Director. Often these people simply need the opportunity. Using a football analogy, Vince Lombardi was an assistant coach with the New York Giants prior to being hired by the Green Bay Packers. Hence, we do not believe we should only consider those who have already held the position we are recruiting for. M R Sefirell MetbOdOkgy (continued1l T L Step Two. Screening Interview. Our lead recruiter, and possibly other senior representatives of the firm, will interview each of these candidates. Using what we learned in Phase I and our experience as managers and recruiters, as well as our unique ability to assess candidates, we will determine whether or not to consider them further. Step Three. Candidate Materials and Background Investigations. For those thm remain in consideration, CB&A will: Ask the Candidates to Prepare a Written Introduction: We will ask the candidates to prepare a written introduction to themselves as part of their preliminary background checks. This is done for several reasons. First, it allows the candidates to tell their own story and balance the negativity that is so often characteristic of the press. It also allows the Agency to evaluate the candidates written and communications skills. • Candidate Disclosure Statement: We will ask candidates if there is anything controversial in their background that we should be made aware of prior to finther consideration. While it is unlikely that we find anything not previously publicized in the press, we believe redundant checks offer superior security for our client. Interviews of References: We tell the candidate with whom we wish to speak. These include current and former elected officials, the municipal attorney, the external auditor, staff members, peers, news media representatives, the director of the local chamber of commerce, community activists, and others who know the candidate. We also attempt to contact some individuals who are not on the candidate's list. Typically we reach eight to ten people and prepare a written summary of each conversation. Legal Checks: Through our third party vendor, American DataBank, we will conduct the following checks: criminal records at the county, state and national level; civil records for any litigation at the county and federal level; and bankruptcy and credit. 0 Search the Internet and Newspaper Archives: Virtually every local newspaper has an archive that provides stories about perspective candidates, the issues they have dealt with, how they resolved them and the results. These articles can also provide valuable insights into the candidate's relationship with the public and the Board Members. Of course, not all news sources are unbiased and we consider that in our evaluation. This step is conducted in order to quickly discover candidates with problems in their backgrounds and eliminate them. III: Search (continue I • Verification We also verify claimed educational degrees to assure e candidate is being totafly forthright. • Verification f e verify employment for the past fifteen years. Note: We firmly believe that all background work we have outlined above should be completed early in the process. That way the client knows the individuals to be interviewed are all top performers and do not have anything embarrassing in their pasts that might come to light after selection. It also means that once our client has made a selection, it can move forward promptly, negotiate a contract and make an announcement. Task Five: Preparation and Presentation of Candidate Materials For the selected candidates, CB&A will compile the intbrmation we have developed into a complete written report for each recommended candidate. Specifically, this information will include: the candidates' resumes, introductions, references, background checks and internet 1 newspaper archive search results. A complete sample candidate report is included as Appendix C. We will also provide advice on interviewing, a series of questions the elected officials may wish to ask (as well as some areas that it is not wise to get into), and some logistical information. The preceding information will be forwarded to you electronically. The goal in conducting these checks is to develop a clear picture of the candidates and to determine which best meet the criteria established in Phase I. Each of the avenues we pursue adds a piece of the puzzle. We will crosscheck sources, search for discrepancies, and resolve them when we find them. When sensitive or potentially embarrassing items are discovered, they are thoroughly researched. If we conclude the situation is damaging or even questionable that cannot be adequately explained, the candidate will be dropped from further consideration. Approximately a week after the Agency has received the candidate materials, CB&A will meet with the Agency to discuss our findings and make a final determination concerning who will be invited to interview. The goal is to select four to six candidates to interview. We will then notify the selected finalists of their status and schedule the interviews. Task Seven: Notify All Candidates of Their Status We will notify the selected candidates by telephone and give them the opportunity to ask additional questions. CB&A will also contact those not selected to advise them of their status. Part of the notification will include advice concerning the candidates' resume and/or cover letter so, even though they were not selected to go forward, they will have gained something valuable from participating in the process. -16- Ill.' Sefirch MethOdO109Y,,"continued) Prior to the interviews, we will recommend an interview/assessment process for the Agency's review including means to evaluate the candidates' communication skills, interpersonal skills, and decision-making skills. As pan of the process, we will recommend the Board Members observe the finalists in a number of settings. We will also recommend you invite the finalists' spouses so they can spend time in and evaluate your community. Day #1: The finalists are given a tour of the community and its facilities by bLowledgeable staff member. x' ,4 This opportunity allows the finalists to ask questions and the senior staff to assess candidates. I Day #2: We will work with the Agency to develop a process that will provide it with the information it needs in order to fully assess the candidates. While the particulars will need to be worked out, we believe the Board Members should observe the finalists in a number of settings. Those settings might include interviews with members of the senior staff and the community, a public reception where the community can meet the candidates, individual interviews with the Members of the Board, role playing, a PowerPoint presentation on a current industry topic, and so on. Formal Assessment Tools and Tests. Formal assessment tools (such as personality tests and management in -basket exercises) can be utilized either at this stage or earlier in the process if you desire. Typically our clients do not utilize them but rather depend on our expertise. Where such tests have been conducted, they have verified our recommendation in every case. Nonetheless, we will make them available at an additional cost should you wish to use them. Task Nine: Debriefing and Selection Once the interviews have concluded, the Board Members can make a selection for the Executive Director. Once the selection has been made, CB&A will notify the finalists of their status. The candidates are eager to know their status and we feel it is important that they be kept informed. A 11 on us to keep them informed. Task Ten: Notification, Contract Negotiations and Warranty Should the Agency wish, we will assist in the employment negotiations. Generally a member of and assistance conceming the compensation package and contract. If you request, we can also take the lead role in the negotiations. All: Search Methodology (confinued) Our work is not done when the contract is executed. We will stay in touch with you and your new Executive Director. Our goal is to be there to assist in resolving any issues that arise before they become intractable. In fact, at your request, we will conduct a team -building workshop, at no charge, to resolve any difficulties. We simply feel it is pan of our job to assure a successful relationship. T6P WTUMIC me slacm or Ine searcii, in mg or by phone, depending upon your preference. At significant milestones we will make the reports in person. We are also available at any time, day or night, to address any questions you have along the way. To do so, we will provide you with our cellphone numbers and you should feel c'-ff*:C?)rle of-ttqcfixg USPAemevcT. yiiv k2ve 2 �&uesfitm whet,%er it is &iotly relatei ti: th-5-�cy or, for that matter, anything else related to local government. We want to be responsive and to assist in any way we can. The Agency will be responsible for providing the facilities for the interview process, coordinating lodging for candidates from outside the area, and making arrangements for the reception. The Agency will also be responsible for reimbursing the candidates for all expenses associated with their travel, meals, and incidentals for the interview weekend. The Agency should also plan to provide the following information, if it is not available on the Agency's website, to each of the finalists: the current year budget, an organizational chart, the latest completed audit and management letter, any current strategic and long range plans, a copy of the Agency's Charter, any job descriptions and other materials defining the role and duties of the Director, and any evaluations of the organization completed in the last year. These are the only obligations and responsibilities the Agency is expected to assume in the recruitment process. N ".1 HP Search Methodology (cow-inued) to perform the search by November 101. We realize the schedule may need to be adjusted to accommodate your availability. Phase b Needs Assessment lInformation Gathering November 16'h: CB&A begins meeting with the Agency and, if suggested, other stake holders to understand the job and its challenges. November 22nd: CB&A submits the draft of the full recruitment profile to the Agency for its review. Comments will be due back on November 29h. Phase H. Recruiting December 21: CB&A posts the U1 recruitment profile on its website and submits it to the appropriate publications. It is also e-mailed to over 12,700 local government professionals. December 23d: Closing date for submission of applications. December 301h: CB&A reports on the results of the recruitment, Phase III. Screening, Reference Checks and Credential Verification January 23d: CB&A forwards its candidate reports and materials to the Agency. These will include the candidates' resumes, the candidate introduction, and the results of our reference, background and Internet/newspaper archives checks. January 30': The Agency selects candidates for interviews. Phase IV. Interview Process Coordination and Executive Director Selection February 91: The Board holds reception for the finalists. February 10: One-on-one and full Board Interviews and possible decision. February 13': The Board selects its next Director if the decision is not already made. Phase V. Negotiation, Warranty& Condnuing Assistance Post -Selection: CB&A works with Board representatives and the selected candidate on an employment agreement. EM City of Delray Beach, FL City Manager City of Miramar, FL City Manager Finance Director -20- City of Lake Worth, FL City Manager Assistant C4 Manager Office of Management and Budget Director Utilities Director City of West Palm Beach, FL Assistant City Manager Finance Director Fire Chief ,Vuman Resources Director 1111 1 111 I 1111W= In CB&A offers a firm, fixed price of $24,500 which includes aft our ommses and costs. In other words, the only thing the Agency will pay CB&A is the agreed upon fee. The only other costs the Agency will be responsible for are the costs associated with the candidates' (and spouses, if invited) travel, accommodations and meals for the interview process. %, 1; 11 " ..1 1" ce as-tfte pliases are completed and accordmg to the following schedule: If the Agency asks us to perform work that is clearly beyond the scope of this proposal, it will be billed at a rate of $150 per hour. No such work will be performed without your written authorization. Please note: we have never billed - nor requested - additional funds beyond our originally quoted fee for the search, even when we have been entitled to it. W= Colin Baenziger & Associates offers the best warranty in the industry. We can offer it because we have confidence in our work. Provided we conduct the full search and assuming the Agency selects from among the candidates we recommend, we warrant the following: I ) We will not approach the selected candidate for any other position as long as the individual is employed by the Agency. 2) If the selected individual leaves for any reason other than an Act of God (such as total incapacitation or death) within the first two years, CB&A will repeat the search for the reimbursement of our expenses only. 3) If you are not satisfied with the candidates we present, CB&A will repeat the search until you are satisfied. 4) Our price is guaranteed and will not be exceeded for any reason, even if conditions change after the contract is executed. SUE Director Building, Durham, NC (population 247,000) Contact: City Manager Thomas Bonfield at (919) 560-4222, or Tom.BonfieldCg),durhamne.,%ov Colin Baenziger & Associates was hired to search for two key positions in Durham's economic development program in January 2009. The first was the Director of the Office of Economic and Workforce Development and the second was the positions' supervisor, the Deputy City Manager/Community Building. We conducted national searches for both positions. We also conducted limited background checks and provided limited interviewing assistance. For the Director of Economic and Workforce Development (OEWD), the City selected Kevin Dick, an internal candidate. It selected Keith Chadwell, formerly Assistant County Manager for Fulton County, GA, and City Manager of Pompano Beach, FL, to be the Deputy City Manager. Both searches took approximately four months. The total fee was $27,000 and was below our typical fee for three reasons: (1) it was our first significant search in North Carolina so we discounted, (2) the OEWD Director reported to the Deputy City Manager — Community Building so there was some synergy in recruiting for both positions, and (3) our work was more limited than in most of our searches. Economic Development Director, Loudoun County, VA (population 298,000) Contact; Deputy County Administrator Linda Neri at 703-777-0200 or Linda.Nerikkudoun.gov Both Ms. Neri and Mr. Consaul have worked with other recruiting firms and can compare our work to theirs. CBA first met with County Officials on June 28, 2010 and the closing date for applications was July 23rd. Candidates were interviewed on September Stn — 9h with additional interviews held on September 21". Thomas Flynn, formerly the Director for Economic Development for the City of Charlotte, NC, was selected. Economic Development Director, City of Roanoke, VA (population 96, 000). Contact: City Manager Chris Morrill at (540) 892-4500 or ChrIs.Morrjll&Rosnoh6La.&oy City Clerk Stephanie Moon at (540) 853-2541 SIgghanie Moonaxonnokeya.go CB&A was hired in early July 2012 to find Roanoke's next Economic Development Director. Wi were asked to identify someone with sound process nomanagement skills but also creative, kwled4labi mg,4m il- and a bvunt lielu oI UL-LIUIUULUN, UVeMeCITIL the interviews and providing a small amount of assistance with the contract negotiations. Wayne Bowers, formerly City Manager of Greenville, NC, was selected in October 2012. We have also assisted in finding Roanoke's City Manager, City Attorney, Finance Director, Human Resources Director, and Planning Director. WE V. References (continued) Economic Development Director, St. Johns County, FL (population 162,000) Contact: County Attorney Patrick McCormick at (904) 209-0805, or cc r c c ®s-is. s, St. Johns County Offices 500 San Sebastian View St. Augustine, Florida 32084 Colin Baenziger & Associates was selected in January, 2011, to conduct the search for the County's Director of Economic Development. Interviews were held on April 14' and a final selection made shortly thereafter. Our work included scouring the nation to find the right person for the job, interviewing the candidates, conducting through background checks, and recommending finalists for the city to interview. Ms. Melissa Glasgow, formerly the Economic Development Director for Flower Mound, TX was selected. We had previously found the County Manager, the Director of Health and Human Services, and the Director of Library Services. Director, Busines&Economic Development Director, Collier County, FL (population 340,000) Contact: County Manager Leo Ochs at (239) 252-8383, or Leo0cliskeolligrgoy.net Human Resources Manager Ken Mayo at Collier County is located Florida's Gulf Coast approximately 140 miles south of Tampa. CB&A began its work on August 29, 2012 to find the County's first Economic Development Director. We researched the County, gathered input from key County officials, recruited and advertised for candidates, conducted background checks, selected and recommended the best qualifiers, coordinated the interview process, and assisted with the offer letter. Interviews were held on December 5, 2012 and Bruce Register, then Corporate Business Development Manager for Hillsborough County, FL, was selected. We also completed the search for a Growth Management Director. IKE �l1}i2fr,��„ COLIN �' , _ r. (� „ 1 11; ' ' 1 1 "' 1 1 Project Manager and Contact Person: Colin Baenziger (561) 707-3537 Colin Baenziger & Associates 2055 South Atlantic Avenue • Suite 504 Daytona Beach Shores, FL 32118 e-mail: Q24 s a.ca Fax: (888) 635-2430 ...Serving Our Clients with a Personal Touch... PROPOSAL To BE THE CiTy's . 0 ff�LJLLJ APPENDIX B: SAMPLE RECRUITMENT BROCHURE B-1 ml 10103K14 APPENDIX E: RESOLUTION OF ST. JOHNS COUNTY, FL E-1 a Searches by Colin Baenziger & Associate'Staff Current Searches City Manager, Fairborn, OH (population 33,200) City Manager, Port St. Lucie, FL (population 174,100) City Manager, Winter Haven, FL (population 36,371) Chief Executive Officer, Chatham Area Transit, Savannah, GA (population served 286,900) Economic Development Director, Concord, NH (population 42,444) Community Development Director, Danville, VA (population 43,000) Parks and Recreation Director, Deerfield Beach, FL (population 78,041) Social Services Director, Roanoke, VA (population 98,465) City Manager, Cocoa Beach, FL (population 11,325) City Manager, Covington, VA (population 5,802) City Manager, Danville, VA (population 43,000) City Manager, Ft. Myers, FL (population 68,190) City Manager, Fort Smith, AR (population 87,650) City Manager, Gainesville, FL (population 117,000) City Manager, Orange City, FL (population 10,942) City Manager, Mountlake Terrace, WA (population 21,700) City Manager, Norwich, CT (population 40,500) City Manager, Prosser, WA (population 5,802) City Manager, Savannah, GA (population 142,800) County Attorney, Clay County, FL (population 196,400) City Attorney, Daytona Beach, FL (62,300) City Attorney, Fort Pierce, FL (population 41,590) City Attorney, Port St. Lucie, FL (population 174,100) Chief Administrator, El Paso County, TX (population 827,700) Chief Operating Officer, Amelia Island Plantation Community Association (population 3,000) Deputy City Manager, Danville, VA (43,000) Deputy City Administrator, Dickinson, ND (population 22,300) Deputy City Manager, Sammamish, WA (60,000) Finance Director, College Park, MD (population 32,256) Finance Director, DeLand, FL (population 28,230) Finance Director, Miramar, FL (population 130,300) General Manager, Chittenden Solid Waste District, Williston, VT (population 157,461) Chief of Police, Mooresville, NC (population 35,300) Director of Administration - Public Safety, Ocean Reef Community Association (pop. 2,000) Procurement Director, Collier County, FL (population 357,305) Public Works Director, Aventura, FL (population 37,200) Public Works Director, Sammamish, WA (60,000) Utilities Director, Danville, VA (population 43,000) Water and Gas Director, Danville, VA (population 43,000) A-1 Governmental Search ® (continued) City Manager, Alachua, FL (population 6,200) in 2001 City Manager, Albany, GA (population 75,600) in 2011 City Manager, Ankeny, IA (population 45,600) in 2013 City Manager, Ashland, KY (population 21,000) in 2013 Village Manager, Bal Harbour, FL (population 3,300) in 2013 City Manager, Bartow, FL (population 16,000) in 2007 Town Manager, Bay Harbor Islands, FL (population 5,200) in 2003 and 2007 City Manager, Bellevue, WA (population 122,400) in 2014 Town Manager, Buckeye, AZ (population 32,000) in 2006 City Manager, Cape Canaveral, FL (population 10,200) in 2010 City Manager, Cape Coral, FL (population 154,300) in 2012 City Manager, Casselberry, FL (population 25,000), in 2005 City Manager, Chamblee, GA (population 17,000) in 2011 City Manager, Cocoa Beach, FL (population 11,200) in 2012 and 2016 City Administrator, Connell, WA (population 4,200) in 2014 City Manager, Cooper City, FL (population 32,000) in 2008 City Manager, Coral Gables, FL (population 43,000) in 2009 City Manager, Cottonwood Heights, UT (population 34,000) in 2004 Town Manager, Cutler Bay, FL (population 35,000) in 2006 City Manager, Dania Beach, FL (population 28,000) in 2009 City Manager, Daytona Beach, FL (population 65,000) in 2002 City Manager, Delray Beach, FL (population 64,100) in 2014 City Manager, Deltona, FL (population 83,000) in 2006 and 2008 City Manager, Destin, FL (population 12,000) in 2003 and 2011 City Manager, Doral, FL (population 24,000), in 2004 City Manager, Doraville, GA (population 8,500) in 2013 Town Manager, Dundee, FL (population 3,000) in 2006 and 2009 City Manager, Ellensburg, WA (population 18,350) in 2014 City Manager, Elmira, NY (population 29,200) in 2014 Village Manager, Estero, FL (population 26,600) in 2015 City Manager, Fayetteville, NC (population 208,000) in 2012 City Manager, Fernandina Beach, FL (population 11,000) in 2006 and 2015 City Manager, Fife, WA (population 8,700) in 2010 Town Manager, Fort Myers Beach, FL (population 6,900) in 2006 and 2008 City Manager, Fort Pierce, FL (population 41,900) in 2012 City Manager, Fruitland Park, FL (population 4,100) in 2013 Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1999 and 2005 City Manager, Greensboro, NC (population 259,000) in 2009 A-2 11111111111 {� 4; City Manager, Hallandale Beach, FL (population 39,000) in 2010 and 2012 City Manager, Holly Hill, FL (population 13,000) in 2008 (partial search) City Manager, Homestead, FL (population 62,000) in 2010 City Manager, Indianola, IA (population 15,108) in 2015 Town Manager, Juno Beach, FL (population 3,600) in 2005 Village Manager, Key Biscayne, FL (population 11,000) in 2007 and 2011 City Manager, Key West, FL (population 24,600) in 2012 Town Manager, Lake Park, FL (popuIation 9,100) in 2001 and 2003 Town Manager, Lantana, FL (population 9,600) in 2000 City Manager, Lake Worth, FL (population 37,000) in 2003 and 2007 City Manager, Lauderdale Lakes, FL (population 32,000) in 1998 and 2002 City Manager, Leesburg, FL (population 20,390) in 2013 City Manager, Madeira Beach, FL (population 12,300) in 2011 Town Manager, Mangonia Park, FL (population 1,400) in 2001 City Manager, Marathon, FL (population 11,500 in 2002 and 2004 City Manager, Marco Island, FL (population 15,000) in 2014 City Manager, Medina, WA (population 3,000) in 2013 City Manager, Melbourne, FL (population 72,500) in 2002 and 2012 City Manager, Miami Gardens, FL (population 101,000) in 2004 City Manager, Mill Creek, WA (18,828) in 2015 City Manager, Miramar, FL (population 122,000) in 2013 City Manager, Monroe, NC (population 33,500) in 2013 City Manager, Mount Dora, FL (population 12,000) in 2005 City Manager, Mount Pleasant, MI (population 26,000) in 2014 City Manager, Mountlake Terrace, WA (population 20,700) in 2014 City Manager, New Smyrna Beach, FL (population 23,000) in 2009 City Manager, Normandy Park, WA (population 6,335) in 2013 and 2015 City Manager, North Miami, FL (population 62,000) in 2010 and 2014 Village Manager, North Palm Beach, FL (population 12,500) in 2004, 2005, 2007 and 2012 City Manager, North Port, FL (population 55,800) in 2011 City Manager, Oakland Park, FL (population 42,800) in 2014 City Manager, Ocala, FL (population 52,000) in 2008 and 2015 City Manager, Orange City, FL (population 10,000) in 2010 City Manager, Orange Park, FL (population 9,100) in 2010 City Manager, Oviedo, FL (population 33,000) in 2008 City Manager, Palm Bay, FL (current population 101,000) in 2002 and 2015 City Manager, Palm Coast, FL (population 71,000) in 2006 Village Manager, Palmetto Bay, FL (population 24,000) in 2003 City Manager, Panama City Beach, FL (population 12,018) in 2012 Village Manager, Pinecrest, FL (population 19,300) in 2011 City Manager, Pompano Beach, FL (population 101,000) in 2007 A-3 Governmental Search Assignments (continued) �,, e a =IXT City Manager, Portland, ME (population 65,000) in 2011 City Manager, Riviera Beach, FL (population 37,000) in 2009 City Manager, Roanoke, VA (population 96,000) in 2009 City Manager, Sarasota, FL (population 55,000) in 2012 City Manager, Satellite Beach, FL (population 10,100) in 2013 City Manager, Scottsdale, AZ (population 217,400) in 2013 City Manager, Seminole, FL (population 17,800) in 2015 City Manager, Sequim, WA (population 6,700) in 2015 Town Manager, Sewall's Point, FL (population 2,000) in 2006 Township Manager, Springettsbury Township, PA (population 26,700) in 2014 and 2016 City Manager, St. Pete Beach, FL (population 10,000) in 2014 City Manager, Stuart, FL (population 17,000) in 2006 City Manager, Sunny Isles Beach, FL (population 17,000) in 2006 and 2011 City Manager, Sunrise, FL (population 84,400) in 2012 City Manager, Sunnyside, WA (population 15,860) in 2013 Town Manager, Surfside, FL (population 6,000) in 2014 City Manager, Tacoma, WA (population 200,000) in 2011 City Administrator, Tavares, FL (population 11,000) in 2006 City Manager, Titusville, FL (population 43,940) in 2014 City Manager, West Melbourne, FL (population 15,000) in 2009 City Manager, West Park, FL (population 12,000) in 2005 and 2010 City Manager, Winchester, VA (population 26,000) in 2014 City Manager, Yakima, WA (population 91,000) in 2011 and 2012 Counly Administrator / Manager - CoMEleted Searches County Manager, Alachua County, FL (population 251,400) in 2014 County Manager, Baker County, FL (population 27,000) in 2006 County Administrator, Bay County, FL (population 158,000) in 2005 County Manager, Brevard County, FL (population 536,000) in 2009 County Administrator, Broward County, FL (population 1,800,000) in 2006 County Administrator, Clackamas County, OR (population 383,900) in 2013 County Administrator, Clay County, FL (population 160,000) in 2005 and 2011 Chief Administrator, El Paso County, TX (population 827,700) in 2014 County Administrator, Emmet County, MI (population 32,900) in 2014 County Manager, Flagler County, FL (population (83,000) in 2007 County Manager, Fulton County, GA, (partial search) in 2015 (population 894,300) in 2015 County Administrator, Hernando County, FL (population 172,800) in 2012 County Administrator, Highlands County, FL (population 98,000) in 2008 County Administrator, James City County, VA (population 69,000) in 2014 County Administrator, Martin County, FL (population 140,000) in 2005 W1 Governmental Search Assignments (continued) CounL7 Administrator / - Completed Searches(continued Borough Manager, Matanuska-Susitna Borough, AK (population 85,000) in 2011 County Administrator, Monroe County, FL (population 80,000) in 2004 County Administrator, Nassau County, FL (population 60,000) in 2004 County Administrator, Okaloosa County, FL (population 183,500) in 2013 County Administrator, Okeechobee County, FL (population 39,000) in 2008 County Manager, Osceola County, FL (population 235,000) in 2003 and 2007 County Administrator, Polk County, IA (population 400,000) in 2007 and 2011 County Manager, Seminole County, FL (population 410,000) in 2006 County Administrator, St. Johns County, FL (population 162,000) in 2007 County Administrator, St. Lucie County, FL (population 284,000) in 2014 County Manager, Union County, NC (population 198,600) in 2010 County Administrator, York County, VA (population 66,269) in 2015 CoMBleted Searches - Assistantffigggly Ahgagers Assistant City Manager / Operations, Corpus Christi, TX (population 308,000) in 2013 Assistant City Manager / Utilities, Corpus Christi, TX (population 308,000) in 2014 Deputy City Manager for Community Building, Durham, NC (population 220,000) in 2009 Assistant Town Manager, Jupiter Island, FL (population 654) in 2010 Assistant Village Manager, Islamorada, Village of Islands, FL (population 7,500) in 1998 Assistant City Manager, Lake Worth, FL (population 37,000) in 2004 Assistant County Administrator, Martin County, FL (population 140,000) in 2006 Assistant City Manager, Tamarac, FL (population 55,500) in 2001 Assistant City Manager, West Palm. Beach, FL (population 101,000) in 2004 and 2013 CoMpleted Searches - Cj_q or Counly Attorneys County Attorney, Fulton County, GA (population 996,319) in 2015 County Attorney, Prince William County, VA (population 438,580) in 2015 City Attorney, Roanoke, VA (population 96,000) in 2012 City Attorney, West Melbourne, FL (population 15,000) in 2008 Completed ears s -- Communily Development/Growthe i Growth Management Director, Collier County, FL (population 328,000) in 2015 Director, Building and Development, Loudoun County, VA (population 336,900) in 2014 Community Development Director, Miami, FL (population 408,000) in 2008 Director of Planning, Building and Development, Roanoke, VA (population 96,000) in 2012 General Manager, North Sarasota Redevelopment District, Sarasota (population 53,000) in 2008 Growth Management Director, St. Lucie County, FL (population 261,000) in 2005 Community Development Director, Tamarac, FL (population 55,500) in 2007 Growth Management Manager, Wellington, FL (population 55,000) in 2009 M Executive Director, Camden County (GA) Joint Development Authority (pop. 51,400) in 2014 Economic Development Director, Collier County, FL (population 328,000) in 2012 Assistant City Manager for Community Building, Durham, NC (population 220,000) in 2009 Economic Development Director, Roanoke, VA (population 96,000) in 2012 Director, Office of Economic & Workforce Development, Durham, NC (pop. 220,000), 2009 Economic Development Director, Loudoun County, VA (population 326,000) in 2010 Economic Development Director, St. Johns County, FL (population 162,000) in 2011 Searches - 'nears City Engineer, Gulfport, MS (population 90,000) in 2008 Director/Engineering/Public Works /Utilities, Hallandale Beach, FL (population 39,000) 2013 Deputy County Engineer, Martin County, FL (population 140,000) in 2006 Assistant City Engineer, Melbourne, FL (population 75,000) in 2008 City Engineer, Sunny Isles Beach, FL (population 17,000) in 2006 Staff Engineer, Wellington, FL (population 55,000) in 2009 CoMpleted Searches - Facilities Managgment Director, Performing Arts & Convention Center, Federal Way, WA (population. 92.700) in 2015 Director, Landscaping, Weston, FL (population 65,300) in 2013 CoMgleted Searches - Finance and Bude Finance Director, Altus, OK (population 19,800) (background check) in 2012 Finance Director, Danville, VA (population 43,000) in 2014 Finance Director, Daytona Beach, FL (population 31,860) in 2012 Finance Director, Escambia County Housing Authority (population served: 302,700) in 2014 Finance Director, Fort Walton Beach, FL (population 20,000) in 2006 Director, Management & Financial Services, Loudoun County, VA (population 326,000) in 2012 Manager, Office of Management and Budget, Lake Worth, FL (population 37,000) in 2010 Finance Director, Lauderdale Lakes (population 32,000) in 1998 Finance Director, Miami, FL (population 408,000) in 2013 Treasurer, Miami, FL (population (408,000) in 2013 Finance Director, Oregon City, OR (population 31,860) in 2012 Finance Director, Roanoke, VA (population 99,000) in 2014 Director of Finance and Administration, Roanoke Regional Airport, Roanoke, VA, in 2014 Budget Director, St. Petersburg, FL (population 248,000) in 2009 Finance Director, St. Petersburg, FL (population 248,000) in 2010 Finance Director, Sunny Isles Beach, FL (population 17,000) in 2010 Finance Director, Surfside, FL (population 5,700) in 2012 Finance Director, Tamarac, FL (population 55,500) in 2005 and 2009 Finance Director, West Palm Beach, FL (population 101,000) in 2007 M Governmental Search ITTUFF A . Fire Chief, Cape Coral, FL (population ii2013 Fire Chief, d, (population 000+9 Executive Director, South Sound 911 (serves a population of 808,000), Tacoma, WA, in 2013 Fire Chief, West `,(populationo iii 01 %jeneral Services Director, Loudoun County, VA (population 349,700) in 20131 Building Official, Jupiter Island, FL (population 580) in 2005 and 2010 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official, Jupiter Island, FL (population 580) in 2005 and 2011 Building Official, Miami Beach, FL (population 91,000) in 2005 Building Official, Sewall's Point, FL (population 2,000) in 2006 Building Official, Tamarac (population 55,000) in 2008 Completed earc es — Human Resources Human Resources Director, Boca Raton, FL (population 84,000) in 2006 Human Resources Director, Cape Coral, FL (population 154,300) in 2013 Director, Human Resources, Gainesville, FL (population 125,000) in 2014 Director of Personnel, Fulton County, GA (population 992,000) in 2010 Director, Human Resources, Hillsborough County, FL (population 1,292,000) in 2015 Human Resources Office, Loudoun County, VA (population 326,000) in 2011 Human Resources Administrator, Martin County, FL (population 140,000) in 2007 Personnel Director, North Miami, FL (population 56,000) in 2001 Director, Human Resources, Sunrise, FL (population 88,800) in 2015 Director, Human Resources, Roanoke, VA (population 99,000) in 2014 Personnel Director, Vero Beach, FL (population 17,900) in 2003 Human Resources Director, West Palm Beach, FL (101,900) in 2013 and 2104 Director, Health and Human Services, St. Johns County, FL (population 162,000) in 2010 w Governmental Search Assignments (continued) Comvleted Searches — Information Te Information Services Director, . ;d- a. (population 111 ++ (partialInformation Services Director, Palm Beach County Tax Collector (population 1,300,000) in 2012 Chief Information Officer, Weston,. 10 Completed Searches Parks/Recreation/Libraries Director, Parks, Recreation, & Conservation, Hillsborough County, FL (pop. 1,292,000) in 2015 Director, Parks and Recreation, Hobbs, NM (population (35,000) in 2014 District Manager, Holiday Park Recreation District (population 1,400) in 2007 Library Services Director, St. Johns County, FL (population 162,000) in 2007 Director, Parks -and Recreation, West Palm Beach, FL (population 101,000) in 2006 Completed Searches — Police Police Chief, Golden Beach, FL (population 355) in 2011 (partial search) Police Chief, Farmington, NM (population 45,900) in 2014 Police Chief, Lauderhill, FL (population 66,900) in 2011 (partial search) Police Chief, Melbourne, FL (population 76,000) in 2011 (partial search) Police Chief, Sewall's Point, FL (population 2,000) in 2007 Police Chief, St. Augustine Beach, FL (population 6,200) in 2012 Police Chief, Sunny Isles Beach, FL (population 17,000) in 2010 Teted Searches — Public Works Public Works Director, Chandler, AZ (population 250,000) in 2007 Public Works Director, Fort Lauderdale, FL (population 183,000) in 2004 Vice President, Public Works & Operations, Ocean Reef Community Association (population 2,000), Key Largo, FL, in 2001 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Director/Capital Projects Manager/City Engineer, Sunny Isles Beach, FL (pop. 17,000) in 2007 Assistant Public Works Director, Sumter County, FL (107,000) in 2015 Assistant Public Works Director, Sunny Isles Beach, FL (population 17,000) in 2008 Public Works Director, Tamarac, FL (population 55,500) in 2003 Solid Waste Director, Tampa, FL (population 335,700) in 2014 Director, Landscaping, Weston, FL (population 65,300) in 2013 A-8 Completed Searches — Utilities Water Resources Director, Asheville, NC (population 87,200) in 2015 Utility Director, Danville, VA (population 43,000) in 2015 Power & Light Division Director, Danville, VA (population 43,000) in 2015 Executive Director, Des Moines (IA) Water Works (serves a population of over 500,000) in 2012 Executive Director, Florida Keys Aqueduct Authority, Key West, FL (pop. 90,000) in 2003 Executive Director, Onslow Water & Sewer Authority (Jacksonville, NC) (pop. 160,000) in 2009 Executive Director, Sewerage and Water Board of New Orleans (population 369,000) in 2013 General Manager, Tarnpa Bay Water (population served 2,400,000) in 2008 Utilities Director, Lake Worth, FL (population 37,000) in 2009 Utilities Director, Palm Bay, FL (population 101,000) in 2005 Executive Director, Environment and Infrastructure, Pinellas County, FL (pop. 917,000) in 2012 Director, South Martin Regional Utilities (population 22,000) in 2013 Water (Wastewater) Resources Director, St. Petersburg, FL (population 248,000) in 2008 Watershed Management (Water and Wastewater) Director, DeKalb County, GA (population 691,900) in 2011 and 2013 L2Mpleted Searches— Work Force Managgment Director, Office of Economic & Workforce Development, Durham, NC (pop. on 220,000), 2009 Completed Searches — Other City Clerk, Lauderdale Lakes (population 32,000) in 1998 Director, Registrations and Elections, Fulton County, GA (population 992,000) in 2009 Environmental Resources Director, St. Lucie County, FL (population 261,000) in 2009 Executive Director, Lakewood Ranch Inter -District Authority (population 15,000) in 2011 Executive Director, Northern Palm Beach Improvement District, Palm Beach Gardens, FL (population 200,000) in 2003 Executive Director, Sun City Summerlin Home Owners Association, Las Vegas, NV (population 14,000) in 2015 General Manager, Holiday Park Recreation District, FL (population 4,500) in 2007 Special Projects Coordinator, Islamorada, Village of Islands, FL (population 7,500) in 1998 C1 Sample Brochure: Economic Development Director Search — Concord, NH 717", tj Esfifmw 2015 4ufadom 4Z620 Concvr4 New Hampshire, Is the classic New EngWd city and one of the finest COMMUOItIes in not oLdy the Nardmad, but the enfire country. 11w city has been reczVzed nation aUy for Its vitality and econamic strength and offeri a quaMy oil' that more than rmtches anyone anywhere. This year it earned 4th Place in 'State Capitals to Um h? by SmtrLUset (#8 In 2015 and #4 in 2014). It has also been recognized by Money fffiWine as a beat place tD Mire. V773 =Twq, IMMIM The quality aflife Is superb here! Recreationg oppoyttmittes can q MT d 11 best loved areas hi the nution! lbe city has been consistently ranked a1 5Lnq the qad*A Lmp micMRdltan emL&r_i�WLjIL& L -M recognized privatp preparatory St. PaWN city include NITIFI (a two-vtar commwtity -College� Gruite State callege, The Uxwer-q�r of New Hampshire School of Law (the SLWA only law school), and Plymouth State University's Concord carnpus, The city is a selling flit 52 vi'm Nealed alony the be=flful blertimack River and crossed bv Qhe Contotj�cook, Soucook and Turkey Rivers. Concord residents and country A! traffis—malatained ponds for &Wffig in the winter sEven neighborhood downtown Wn Street project, TfMcarTs Main Street wally- is. New Hampshjres Main Street. landl is the civic heml of the Granite ............... cl ty has 57 committees for reddents to into, and whether on a committee or in meeting,,, the neenle feel that theVhmte-� in their Commm"ity. Iften the city unds PLInning the revitAkution of downtown, it held over 70 community meethigs with the public and IDC-�I � �=es-ws to hear their commeriLs and ronc"Y115. Lrcumo,n,�c DeveOoppmem DIFector � concmd, NpW IM Downtvwn Coniplele Streels, 1.91PIcIvenvni Pro k-ct ,moye c4%TnYrAvn y I w ihe laft) Stir revmlked thy cjly' cenifF and lTanskemd a p-e4ously rr)pljLll- ,area -�"Mo an ex"Irernely desnzahle plict, to work, carp, dine and. hve,. WO th.1ricen new companjes Brat opNied since a pr&*d's, brprnnng, (.,Dncoyj% Majn Skreel laRs enlznfed oppm1unMes for c0wxal events, KwMl Satheyinp, and acming busireu,;, and new &;ensw. of energy and emwrpmg nighl-Me. While rx-,la citi.-vnieraimmnuu For exaYaple, Ury bealuffull- capkel lheairr) .hvoover TD43 evknl-q t,2ch 6,?Wpn, lnclu&np, MfVcly D-AcnOrlal lumin-C priALT-liorm, The Ccafcardl Au'di Thtaier arA ihe rewesl, 13ajj-,r,% 'j'heNjjT JL%rjjl&tj •rjdd IV t at Theaires offtin, fbnmst in Ne heart of nownlivAul, The McAuJiffe-Sbepard Disuwzyy Gmei Tertriffy I-et-Av6d an ir4lreme tnikenver Bnd n1fifers dailv ttaws vA. Fqjday-rigbi evenu, as Wali :is Weractiv& vxhjbKf, and achecal �onal Ile -,T)e rvr3e W Cf)n-cfsY& M In kvc -odih rite call end. s'av lh& enl,,aTs t,,,T Z ,I]L _ero le Ve III a . go the con"f, )aCkwhen kheT sil�n, 2furvily Clwlens 7-4`ach Oov, -,vAcurming, and inTAIraring M. it dues noi 3naner li sct-neone has onh, 5avi cume qo (-,onun-d, o.T has IM 4 M, OMciarrang D11 . ILIT the 13, tralre lifeUvIe. 11 is an ease r4ai:e it) pep invo3yed" In f'rxuarl 15 a shilning cliy whei-t, �,nur ouyy xyM IM crelled Pnd yoor filune Pnmpmrinp, C=Ae )Wn us and ber cal- I.C.Onu-nic Develn-pp-1w Dj?renol! axiom nw. concl-zil aTez W?n a rl3 nasally. sthlej. 11to-asands of years agra by Ahemaki Nzllve Arntricaw, cel ed The flennacof4k, 'm fhe ItrHorn of -N- ISM.' Thk Nf erftnlack River V'Raffley PT4 Vadtd them", -A-,,th rich vufl for anftna'N imthe wvv�ded areas, and fish ul be cauphl. 'Ibe Rive the n-avue S;DT Nub bark ucnot& which could aranRprort kmbe Meyplhen. frrvm Lake %v!nnIre5sIukE-t to the Allantic Ockx-I, in, -K-We 5.p lhe-xi,aijai-,2 .. land disruies Were nmz uncrmluu:m zwld TA 1765 GEIvernor BennIng 'Ovew-KDmIl stn"e'd c'n't, hevpveerl pm -w and its nejpblhol "y WN Con ccrd bee me ffiucilVnwne mid was Mewol, I't leiqrcl The new concord, ny harn� cAn7, hmveen the d5gpawx ('.Mcord pew 5aa promnencc ihunqhow, Lhe nsLh z&nuu.-y, And hC'usek 7--maln at Lae YAviihLy-ri end. of MAIn Slue el. the colullukon rV arra Re"c 321jonall. War �rj 1795, Conrorbcerval pp oph� c.aj inco6c)nMi, d, it S I'Sical choice for ffie mage ospiml. its Aron nenre. wu grace aSed ZfWr -- noA, canal a!jj jjack nrwrjed JL3 IBD-, and fillowed vessels, to hream the MnDAeay, Yzl.s lhe7-eby Ro;�ter wag Canat- In lhe l9tlb cenlwry tbtChy alin heraTne z ras'rpard kP6 and Concord'A Penaconk, VfllApe s mxuik Manufuluing center, u-MnB watex power froyn sbe Contoocook Rh -el' Never a layge miN iown, pymoin& wag, an 5rjrqjaTyt industry In '14e towns (Dvo. fivne Apz-VA, Way 10 arrlal making and gwOlft•e quaii-ying. By Ae end of lhe 19th centu.ny Taflrtid�., 2M, zuodmrd TerpaIT 6clIflies had becurve edominant, CODIDT& econorlyy as taro*' well diltnenfied Xnd lndad.es, heahcare, m 5mauvaying, insurulre, and llslalys, pnxf�ucls, Concon! i;rarn&�, mi,in Ihf cons1rue0on of 1 -he Male House (1814? rind the LIbTlry of Congress in l3 , iL qlgt quarried h?Te'. RUNMR119MM ("Nalord law, a kouJ area 14, -alari:rkimhs, The dry 11PS Mulpklely 1AINn Obe MeM",mari ',Wer Wzterzhed, and Is Centered vn 6,p steer, 'Which SIO.T14-N ngL),TLN-W-§;j a-nd rurts Jawn &oulheait lh7ou# EhL cky. Tht., Turlwy R1 ver ThTpuph kht, the &v, llt!� CAMU'linlWA RiVef los 30CAll-d In a P,0llhtTT) PBTI 1-4 tht at l'. The Soucovk R,,,,vLY fra-ms Concoffs srrnlhenm bor8er, CDMcVYd t� aalraDy Jaocale-d - 1wl vn2 -. huurf.rinn BDDom lh,� Svacassl ind the wh-.�,,e NivunWns. Gvuinf, 1,-, flhHe Is made vinaple bF direct wuesx vi 93, 89, and .394, I laara sr�ulh, ont� cin ieacb Mmncheskar, 14H in 3D m1nuleis, Thestate ollf Maine iN art bc.ar ic d)E. aul Re pahu Curnmuler bas m-'TOze 5a; DffeTed lo anqton and 1,zlif.us f0eyPfAr"u.; `sTj New Engjand,'.lite crIv q owns and, openmea asm, all gentffal ovims n xmpon., Mandlesker! Boston RqJOnal Myporl is 31), milnules and lnlernMlortail M m, ort in gaon, an hp $" awuF mummumomm Like M4:tq 1:4 Nzw E.n.p'mal: &MM Is hl Me hmmm ConlimMal Climale Z -- p. A I kmw.nr,i ffq Cc4d, &PD, mKWn w5m hm MmRMMT4,a, Yehch 09"on am overag . e of 15 MY% Pei Year. summurs Ott Mmm and Pjmoml, ammm is brealhudunp COHNime'and �,Prkyi"g ierjrl!� folhe malively bnor, ] he oiYerrenages 32 days^T90 Th� maruvN-%znAmkAr. oil' Prov' dans specific da og"ploc dale for the cily no Jimmko Npdawm VAM Di* L-ib,Advn by Rue DLribzMtm by -&Se 22 A% AkkanAmx,�kjn 2,1'% �i Awar I M ! ! 44 ko 60 i '40 "N% sim-M06'ry.00tf � 03% 1 60 W 00 1 Ism 1jumbluRWI 1 23% H Mood(OK r CIONNINERC]", Qmmrm&,i ocommy :- 111rAt'Taled h -V Tht sm'.-,- of New lilsmpsMre whkh yfmviides sbghfly mom IMn MOW -thv cirFk k)hs. Cvmcord lio.,pit-A ifs a pomy eummm- drh,&,r and ihe cny hoN bercmne ilm renter Jen ge, -. lleT il zarefrl Ce�-,njril to,Norlbely.1 New 'PlunpAl5ne. UncollA 1"Snam,041 GnmT jz an itmrxemnt rhqu m6ch a s-glifficam campus in Concord. P, list of 9,Rmv. -wplen empk4'yor', h In Ti h9 Wb,rzted, on pW 5- Alluch oll, the City has wisp auomlu the imlasible -mth I-Rq. 1.93 aral ]-395 Al yfauirAp lh-,fough i!,, In favi, th�? colmmu,,Mzy, has M Inien-hanpe. off ',le bjghiiayi,, maMng it em;y for mmsnv.sses if) gel Tm�vxiahbme a" ow d we city, THE GOVERNAIENT CmncoM is the im-gtsa vu in lbesuav vf isle a$ Har-apshfrr, the C"ounn]- M rr orl of golvjrrjmem, 'The C'mmf 51 xi, roMPFAebof 35 mellibm, Die Maymaxid frjux Coancjlars ore -lecleil m Cargevbflf, the 6vy 6-m ]v war -Ai 141h ov- mumcilcv- yepxvsemfinj,, Cm.r.h. I'ltrl:lons ve field in Nmcumlm- vJ.- oxid numik*neii v rs. 1`l , M mo , ea e r and Cumnalors FqTvmmiing, vmlav4m,,, C, w, o ed f. yfM teramsa6`7d4hevi.Awpe yvu lerml+. Ila, g(,rvtr.mr-eDl ii vmw st's6W. Ira Uat Nover-abeT ZT] kl* ince-'S"ifems wImo vbuglYi ne-6kcrim Vvere relunem:d lo Offire. llw taro incurobem:'i Who rkid- :riot uv vivre riTlIxed if, kubvAo-,3t, offiv MA pi-evicously Serve I on 8 1 P ek r ted tx�dy, Ilse -M-MbUS (4 lhk Cily Coomd] zat br.igla amid cionvamedabout doing vdhat ught 56.r iheir cmy, 'Whi.le Cr' r4C.A DI.)&,- '� ja , �n,'feT,- -�k , erp Vgg dC. D4 1 Ole), 'Wolh, r It svgs reel' and grt ca'llvvlalMerbrigs "me held once e mcnalh, genkrztat 1 -sl Iwo -lo lhaeg? Ind qp�--mte wO .2. Ngh degrve ofdamum. NJor6krs of the elezudd kelt' and alae emitAj, Lue prilhe zvid votild.nk.rvo- c 'der a onsi Itackiraig, ono mox&-f penionally. Thc- Cooffic.fl ,Mk-ml,*n, have a hixha a z of rrs�p'gv, Fs ii h& Chy -inaff. Irripornarally, the Council leels 11 is amral m, "mvem tri lbe, conmnmmfty, a philcjsqphy lbal held t rrim &urlmg the Gmal Rerrv.,slon -whera Concord will ulod mike Sk�mnfiram "alftmiritolm hrrve-slynemLs. -2 rn i �, E)s, vre d oprr,,en c D,a , f T o T :. -- - ; Ni2w r-13 m , r Im, dae ala WAS us P4 Mucat.'on-A A—himment alm'. m 1 Lgher Badirlo- 3 lleftee C', T T",ej I It cr me MrTm RoM ad v"Mw 311182 CIONNINERC]", Qmmrm&,i ocommy :- 111rAt'Taled h -V Tht sm'.-,- of New lilsmpsMre whkh yfmviides sbghfly mom IMn MOW -thv cirFk k)hs. Cvmcord lio.,pit-A ifs a pomy eummm- drh,&,r and ihe cny hoN bercmne ilm renter Jen ge, -. lleT il zarefrl Ce�-,njril to,Norlbely.1 New 'PlunpAl5ne. UncollA 1"Snam,041 GnmT jz an itmrxemnt rhqu m6ch a s-glifficam campus in Concord. P, list of 9,Rmv. -wplen empk4'yor', h In Ti h9 Wb,rzted, on pW 5- Alluch oll, the City has wisp auomlu the imlasible -mth I-Rq. 1.93 aral ]-395 Al yfauirAp lh-,fough i!,, In favi, th�? colmmu,,Mzy, has M Inien-hanpe. off ',le bjghiiayi,, maMng it em;y for mmsnv.sses if) gel Tm�vxiahbme a" ow d we city, THE GOVERNAIENT CmncoM is the im-gtsa vu in lbesuav vf isle a$ Har-apshfrr, the C"ounn]- M rr orl of golvjrrjmem, 'The C'mmf 51 xi, roMPFAebof 35 mellibm, Die Maymaxid frjux Coancjlars ore -lecleil m Cargevbflf, the 6vy 6-m ]v war -Ai 141h ov- mumcilcv- yepxvsemfinj,, Cm.r.h. I'ltrl:lons ve field in Nmcumlm- vJ.- oxid numik*neii v rs. 1`l , M mo , ea e r and Cumnalors FqTvmmiing, vmlav4m,,, C, w, o ed f. yfM teramsa6`7d4hevi.Awpe yvu lerml+. Ila, g(,rvtr.mr-eDl ii vmw st's6W. Ira Uat Nover-abeT ZT] kl* ince-'S"ifems wImo vbuglYi ne-6kcrim Vvere relunem:d lo Offire. llw taro incurobem:'i Who rkid- :riot uv vivre riTlIxed if, kubvAo-,3t, offiv MA pi-evicously Serve I on 8 1 P ek r ted tx�dy, Ilse -M-MbUS (4 lhk Cily Coomd] zat br.igla amid cionvamedabout doing vdhat ught 56.r iheir cmy, 'Whi.le Cr' r4C.A DI.)&,- '� ja , �n,'feT,- -�k , erp Vgg dC. D4 1 Ole), 'Wolh, r It svgs reel' and grt ca'llvvlalMerbrigs "me held once e mcnalh, genkrztat 1 -sl Iwo -lo lhaeg? Ind qp�--mte wO .2. Ngh degrve ofdamum. NJor6krs of the elezudd kelt' and alae emitAj, Lue prilhe zvid votild.nk.rvo- c 'der a onsi Itackiraig, ono mox&-f penionally. Thc- Cooffic.fl ,Mk-ml,*n, have a hixha a z of rrs�p'gv, Fs ii h& Chy -inaff. Irripornarally, the Council leels 11 is amral m, "mvem tri lbe, conmnmmfty, a philcjsqphy lbal held t rrim &urlmg the Gmal Rerrv.,slon -whera Concord will ulod mike Sk�mnfiram "alftmiritolm hrrve-slynemLs. -2 rn i �, E)s, vre d oprr,,en c D,a , f T o T :. -- - ; Ni2w r-13 m , r Im, m"jo- ZO-VJ to! I A2 ", Thl'(,XyMonageT works fbrffieCowC'11 lhroqgh anannul OMAKI Ile hhmaqer js rmIlvsjhk, fila, .:Arrytnp, 0a31 1he prihors enacte-d �,ry the (my (Amoco and SuNrowng the day,in-day admlnisiritl,;e affWrs of il�ie Cfty. Th CounclIcas aa%® lorbldden from indWidually %ftlang lo Inikewe de Cly hUmger eased niemheyg celgaff I-i)e C.Ity Manager-ap—cints all depariment heads lnchnlffi; We C" Aummshe Cq C%, Pj�jtcr Jgyre est d and Oly �O;jciloy (svhcxse aprobultnem shall he suk�ecl tea conOwlyn by Uwe u4se Qq chonco"llecnrnmi to 41atMP,111 has beets ','x Me list R50 We 2W6.9nd villa the fifty Ance 19ft He is well regwded Mrd thv act smltat:. IN (Ty Im MI FTE& spvmd aver six buk areas. is GO-veromem has emp]rtyses and jnvnlves the fly khnapm Leld, Qwxe, arad fml Clerk, Community 17awhpnmt has 34,N F'Tks and inchliles, Planaftis, BttdhV and Code SeraiceN, ard Empneeting Servict-s. (,;tnerij Servjccs cats 31s i,'TE's and includes Hjghw3,y.;, P&ic Pyoqeyties, I V cchi I e Malntenmce, and Wetter and S,—veL ljjtjj=i sertjces hu 4.4 ltd h',& 1--isiffe SO-nices has 4167 110 and Indades I& Libraryand Parks &- Recreation. Ptealic Safety has 214)q FIFE's and Includes Fitt,, Parkong, K31kocaneni and I%% 'J'ht 01Y Akre has -1, -'jr&JPO) airport whIch 6 mampd by a fled but Openimn'The effi)M, ofclly Maff are suppsled l,' -r 57 &kktle' corrinntlees - aH Volmmen mto kwcm an sprctllc areas IN gmenmery, M. J be riwfr%orks WeD tuge6r and exhffits a can du, we wani ic, -work With yirf atmade. Mkis are ach5yely b generally ht 'morale and ul Onthe guarnmea The general land cepexaiiny, badpet is SS!k4 7110hon and his tmal btidget is Set .5 million. TIHE ECOXO$611111: E)EVIMDNP�43N'T Dlr%]--r:rOR For ille p half dozen years, the TeTpix-AdNifty for economic derrekqmnern hm, Non t-ritned mriong lhom, In the Qiy 1141— �1 MA �stla hwN mhu depzrimeatts, CO-ncord leels Us fwure %otgd be beheT served by dedkai mg, orsc, pw-son full I �,NTx in the ffiric"on, Cow'-quently, it has bud;etLsl RV we 1-conunnic Deveiqpnem Director Tht, ppsnlorm win not have jz.� tj%Taj maffbm WO he sqmamied kjy others 5n the Idly Idwager's Offixe and thta C4xrnmunq Developmevj Ill: aalsataaet The Wy is not orskcftp, mirades bat wanes s)Tneklne to aqpnMe and lead Me Qs efrorls tn. thj, areila. It shc)uld Im addled Me (NY has three tai increytunw financc (111F) d5snnc Is OPPOR'I'LTNITIES,'CHAI,).—VN(;ES As noted, Camund has many amem. It has an owsumdr1p, My of Me, It is loceed on three irraerslates ah enelle-91 acu,�sslbflhy. Iasbke ower &R-r-tively vol" chles, Conrord has some 7fmi acTes of jarlij fg pmenllaz' grr-Lnfield dvvelopniern. It his, zvaqjbhle waae.T 'Md WSIVeWINT COP201,y, It hW, !t% otvn general ahpwt and, is rt'asoriably dcne v-, both Re'r-013) mid Logan lnktrnafflnnal Airports- svell. a-dUCaled WtjT1' J.%1 i"UT'jen J31 ffif I'lai" LS ZMQp" 11'at, Wwm In It Unwd Swer R hm a h%bj SqpWtJve hasiness commWifty. 31 n4o bas some ChOenpes, 11rsi and fbyetnosti the nm& arJ impmed Om ky, qectib !t) unnd derst. ina o — bm i cudmn e cm� it need% to doode 4L;bk'Ti-� Rshnuld Spend 11's effo,ruand re�=ces - ir.L! The xnrw,t scnsi, tv, rurnu. Put af th& roan V,43) need 10 ht lellang the wrprlj kzowtbal Concordisa gr-nmplace ietis 1ravpe&, TimtknLed Ic- he made awaue Ofwhal Ahe cxv has it) offey. The effort wffl invi)lve tugeczdixiopach as weli as TfMTkez,stzp, kandillp, an"' rdal iomhip bufldhi& SKcxnd., Contond as not an dd m52 Inwn that he,,-, an inver.wzy rAf empl�,, Wa-alh- located exirlinit space that a Nksinds!, CZAR arrves to both ru.-W busineises and kxistlnp, buAness-es tbal. wNh to grow. Foy mample. ff Yna we a husmetilbmt wints to g,,,row *ignAlcivI,', it cin h,-- &fhcuh t.D fid compauhh�, avaOshle kpafe to Move irawrelaxed tiimw is Ne YL E, mal, � 13nd 2 - mall, Th I j e rzvw urivnerthip, A%ich as buf 1 ing-8tuo-Ang mo'W9,vYr,,0W L-A&IMTk'-s under ffie �nivr owneys lef! Yn A.rAy Aird„ ik8led z:rz12.-rn4-,P we wl avaj! a He ifs Ib e dqree lha I ni; hx-A lrndeaim-Wng kistiunions, a big,. pam of One edurammul BS+Cm IssI511 TlIMBF13, , r forw-'ed ial goOng, everyone lo cr."31tev, wihik anewly mAnff.� cerrskate holde). In lra $5,039DO if) 160,014W yi�ar )p "N, FviajlyNew i� a 5,TADD 411te Vjd1 hrnk4 ';j The UORi wonovft dt"'velormew Staff fs :afuil! and iL-, budget ki; very t;v �,hi. It MrAptly dt>�r r: at h-wve 1he lv--;wrcv, nieny utho how. tc, lum and laysh On incen.ftk's To draw io Now Hrimpshlre. wMle, the �.,kwewould Ile to heir., jhv new EcononaxDevelopynew, Direavrxhr"Lod nm expecl a grem dew :wqFa-.m Thi- jgrpi-,�J nevi A The 0%ii,. 5s deiicaieff to pmmoing uhrr 1!C,KPnf1Tmc DvvebPfnen1 DiTerim uith the fto,�be dcs,r-ee passffikI I,'= hv,skie ref to Mng businev, to fffitr cvmllnu-nhy- Ti iw;'111ing w spr,-nrvx, bustne'vs, Teuviumv Ops, tovw'.0ke It,, 7'eAulaticew of 11w lk uv-.dedl, and to Wvrk- %,i lb kwmalvmes to help unem throug-h N. devAorinent rmcevT, '-ft waWs Ur he a helr- nol a hardh� nir- 1131 -AL CzNDIDATE C"Cl-Tico-J il S-Mnt-, a dynarnic MWW" whh a hi, gh vw.rgy krft'. and i pgzsfsoll fiat ffront,= r�ri-.,Wed, who buflul rekowv)&N�p,, and teams and who vIII FOD U;1 their -,jetrQ1k JO Pet jT•atrf, jjan€:. R -MO Thik sob Baas threeLC buffldin- zq primary FJDA. Tht new Dlreckr will need not jtvil cre@Mve and ttinovadve, bul ahn, an w8anzed and stnaivpft, tHrikCr. Thp IndSvIdual w0l need tche sciTnerme whn Cirri ano,,rje the cftys siren the and 3NmR;k!jow, He)' he will then detei-mink -where the highest PICAngpinq*� of sd;:c4;A au and how io afflocate the resoarzes 3-rta waythai wraxtmtzej the IflitithowA, Of ]"rite sec -and ftc&t t.s Palreach =d as 5jrtg Concrad's prPrAe arnfing t hmt , who are lvsUrt- fvT sit. . The Mrerjc>T Masi urrdevvwtadf and anicu)aIe the many unique assets of (: 7— 7r;t L result, the I' frec(or %,;I] ne 2 Pardccil2r olifivi'lurigy irka way 1hal pe , ts ihm to ralgiy �62ndlhensnrep%Qnd dowhai theycan lhe Third facvl is del!xery. The Qh- war,6 someone %Ilh viskmi KIT OsE� wvneone who =der%Aprjdv, what it takes, to Bet -1 dedrone, lle-;!Ibe mast bzre -a demums1rated track r:rvnornk JvvPIOpMerAU,%LIMp&S% to his,Tnt; 5unilicdon zn- 71v rndhdffiml wail] Undersbnd f1e impufuirxe of ralew and prop ores lean also know hivw W cut thmi�gh the red Tape wher necewarv. Tbe key is nva at VZOng the prapens sigred but gnklng Shme-IN in the gound and the busincss open. F�he/he W131 also iirdenizodd the xm;wisnce nfhorne pawr, bw,5r*Sse-x a -Id the net�A tis nol <-,:)v retain them gn ffie commur!'"y bwa 31 -NI h0lT5 ORM e' 'h. " � 1. s neted, the Mty Is tim Ax7ecting mirazle�, hul --nithey an vrganizsd wid simto ira d effo, n that prodlurvs yr�illjs, rhe new MtZIE'r wo, ir-ppre-sern (",pnCord and work Coll-Arutratio ily vl4h fhe 34 -oral communitdg-vglvpen�-, sate selevvn, pve!n3r.3rnI apendek and. trade assvaCWvrts, nuillandRnp Commundcation sk,31r, rholh ori) zAd wlifle.N see, es&,Mlal, A sense of humor It a Mimmum qg3.,A5ftco5,ms inclode a gnchehiT'i degree i,n 1--wisIne.mj ox pl;Ar admjmsirivjrw, nono Mark -Ong c -,,r a irlated Orld.. A Master% Rg d.,ppe fatprefen-ed, Tbe ideal randidate Will have five I-eme sdr p , YLIremively f',%pprtenct- rj econrxv"C development. CresiLmahng I-,; I Certified 11 connmif. Developer q I ow Cenifle'd Lraux rxTLk1 3 plmnl 4"u'virict� rreferred. A xf'O 1^'kau.,15cenr a pjw, Menne wo arprer 'S IMS N61dron kl IW& "wonclerful uppiv)Thanily A is, All Qje right piecet Ary rea-alw- FknTirag, jn%,gTMCPTJ Df I'dhe P5eCe.$ nd execulbi a a7s, I he key nov"• and svpmton e Can M. nkL- quile I name fart thervo4vc-s- Th -al Wil i TeQuIrt, PaOence, has -ad work and connnnitynem, "Me City hupeo; t,o fIrAd amxcaer» hvi Who will xnalke u corn3n.irmtni JL, "adqay al thle years arld pi effTaWN, ten, Res K 11dency volhir. the city inLn:(�i is Ont r-equired bal is prefv yed ro-M —N The lar.I, ranger, for the Ecovvemk Developinern Direnoy js S77,7700 le S 3W,&DO. Thc- starling poini w-fihin dais salary rting- is negr4liahle depenthng upon quaMcw5ons, igen efhs am exce.Ueni, CON F] DE XTIAL ITY The C'i1w Uqj] roake vveflon k) PTIAeO 1.1te of appliza-ILS. E-neafl )-GL%7- ci Aler lefler and N esarnt% Lk, Remajt,,Rveh. mao. ec'm by Ortc-iber 14, 2016- Yap and mailed resume. will of be CrmsidereeL Questions *nyuli he'&nprled to Cohn Reenzip,ei eff'ain Rzenziper & As-kvxlzle� ai f M7 - or David Colbei at 072) 2 v 3 05,K THE PROCESS Applicams triffl K• ccrftemed betwee n ard Ncwembel 22-nd F)nalist im,-', erviews are �Pjvduled foy J)*Csmbe� I , Wigh a &eleclion made ghtorl)v there &k'ItT, OTHY'R IMPORTANTINiFORMAT20N Th-- f--Yr4-142r ftqrzl Clppnllumfty EMP�on ex and exor:- n -V3 wtv�em nnd mSnv, bripovank %WW,COnCOfdnLSQv W'ww.con ccwrdrnainsiFeetproject.com ivw%,.cori,cordjilichaniber,c�vm C 111 J N B A I Ke, 9 LI I K 0 AS SoC I AT E S A,.,V.,,L Pic -M I wwl COLIN BAENZIGERIPAssocIATES V- [Note: The following materials are provided with the permission of the candidate.] TABLE OF CONTENTS Iti�f.Yi1►i11 m IE INTERNETSEARCH28 DHIMM M94 97L��� awl"VIE SEE= 11R, M11 WAIM 4:4411014i Assistant City Manager, City of Savannah, GA (population: 143,000) 8101 — Present Serve as assistant city manager for management & financial services, leading a full service organization with a staff of 2,600 and annual budget of over $280 million, Represent the City on boards and committees, oversee financial, human resource and strategic planning, directly supervise 12 departments, coordinate major economic development projects, and lead special projects and analyses, including: Ellis Square Public/Private partnership which included 1,100 space underground public parking garage supporting a private hotel/condo/retail development, $400 million extension of Savannah's downtown commercial/residential areas, and 4,000 acre traditional neighborhood development; Priority based budgeting process that involved over 100 employees in developing the 2010 city service program and budget which was reduced by over $10 million without layoffs, delaying capital maintenance, or across the board cuts. Merger of City and County police departments under City management; Recruitment and hiring of police chief, fire chief, and assistant city manager for public development; Annexations that have increased the size of the City by over 19,000 acres; Geographically based 311 customer service/work order system; Civic Master Planning process which received the 2009 Charter Award from the Congress of New Urbanism and the 2009 Excellence in Government Finance Award from the Government Finance Officers Association of the United States & Canada Local Options Sales Tax negotiations on allocation of over $250 million that must be shared among Chatham County, Savannah and six other municipalities; and, G-8 Sea Island Summit public safety and security planning for the diplomats, international press, and activists based in Savannah for the three day Summit in June 2004. Senior Municipal Finance Advisor, Research Triangle Institute, RTP, NC 10199 — 8101 Served as resident advisor on local government finance and management for the National Treasury of the Republic of South Africa. This position entailed assisting the National Treasury's chief director of Local Government with developing and implementing a new fiscal framework for municipalities, reforming municipal budgeting systems, and developing the capacity of local government finance officers and systems in post -apartheid South Africa. ................. ff 071-111 M1 21":: H Christopher Paul Morrill Page 2 Research and Budget Director, City of Savannah, GA 12194-10199 & 10190-10192 Led an eight member team in all aspects of preparing and monitoring the annual Service Program and Budget, directing analyses, and coordinating research projects. Prepared the City's five-year financial and capital plans. Coordinated federal and state lobbying efforts.. Significant accomplishments during my tenure included: 1997 City Budget document rated 'Outstanding as an Operations Guide" by the Government Finance Officers Association of the US and Canada; Developed long-term financial planning model that resulted in the City taking concrete steps to significantly reduce debt levels and decrease the property tax rate by over 25%; and, Created the City's Incentive Budgeting System that rewards departments that achieve performance goals and reduce expenditures. US Peace Corps Volunteer, City of Lviv, Ukraine (population: 850,000) 12192 - 10194 Served as a management advisor to the Mayor of Lviv. Major accomplishment included implementing Total Quality Management (TQM) in City Administration that reduced the number of steps in the housing privatization process from 23 to 11, and increased the number of applications processed per month from 1,400 to over 4,000. This accomplishment was featured in a case study by the %A./crid Bank. Senior Management Analyst, City cf Savannah, GA 5188-10190 Senior Budget Analyst, Catawba County, NC (population: 105,000) 8186-5188 Downtown Project Manager, Lynn, MA (population: 910,000) 10184-6185 Assistant Camp Director, Elliot P. Joslin Camp Summers 1984 & 1985 Other Professional Experience Instructor, Government Finance Officers Association (GFOA) national courses: Budgeting Best Practices., Budget Academy.. and Capital Budgeting and Financial Planning, International CIVCounty Management Association (lCMA) National Audioconference: Practical Steps to Successful 31 IYCRM Service Implementation. Presenter, GFOA Annual Conference: Understanding Your Revenue Portfolio, 1996; Best Practices in Capital Planning, 2007; Economic Development — Marketing Your Community, 2008; Budgeting for Outcomes, 2009. University of North Carolina at Chapel Hill MPA Alumni Conference: Managing Your Programs with Limited Resources, 2003; Inter -generational Management, 2005. Florida Government Finance Officers Association Conference: Finance Director's Role in Economic Development, 2007. Georgia Municipal Association and Georgia C'.Ay/Caunv/ Management Association: Budgeting for Outcomes, 2009. IN Christopher Paul Morrill Page 3 Author, The Savannah Story: The Road to Equity and Sustainable Community Development, with Henry Moore in Economic CDevelo Ment in American Cies: the Pursuit of an Eguity Agenda, edited by Michael J. Bennet and Robert P. Giloth, State University of New York Press, 2007, pp. 189 - 214. Best Practices: Ellis Square ublic/rivate Partnership in Savannah, Government Finance Review, October 2008, pp. 44 - 47. Capital Program Considerations in Challenging Times, Government Finance Review, ,lune 2009, with John Fishbein, pp. 8 - 13. The Financial Responsibilities of Local Govemments in Emerging Issues in Government Financing, ThomsonReuters/Aspatore, 2009, pp. 7 - 24. ICMA Credentialed Manager Master of Public Administration, The University of North Carolina, Chapel Hill, NC, May 1987 Bachelor of Arts, College of the Holy Cross, Worcester, MA, Major: Political Science, May, 1984 Institute for Georgia Environmental Leadership, University of Georgia Fanning Institute, 2007 Gallup Leadership Institute, 1997 Certificate in County Administration, North Carolina Institute of Government Certificate in Budgeting and Financial Planning, North Carolina Institute of Government Government Finance Officers Association: Executive Board (2008 - present), National Standing Committee on Retirement Benefits Administration (2008 - present), National Standing Committee on Economic Development and Financial Planning (2003 - 2008), National Standing Committee on Budget and Management (1996 - I a99); Elected School Council representative, Charles Ellis Public Montessori Academy (2005 -2009) President, Leadership Savannah Board of Directors (2007 - Present) Executive Board Member, United Way of the Coastal Empire (2007 - Present) Elected Official, Southbridge Redevelopment Authority, Southbridge, MA„ (1983- 1984) Volunteer Savannah/Chatham Citizen Advocacy (2003 - Present) USA Swimming Certified Stroke and Turn Judge (2008 - Present) FA - me Christopher Morrill . AwrWTqi, Bachelor of Arts, College ► I Assistant City Manager, City of Savannah, GA Senior Municipal Finance Advisor, Research Triangle Institute, RTP, NC Research and Budget Director, City of Savannah, GA Peace Corps Volunteer, Ukraine City of Savannah, GA Research and Budget Director (two years) and Senior Management Analyst (two years) Senior Budget Analyst, Catawba County, NC Downtown Project Manager, Lynn, MA W 3E= 2001— Present 1999-2001 1994-1999 1992-1994 1988-1992 1986-1988 1984-1985 The population of Savannah is 143,000 people. The City has 2,600 employees and Mr. Morrill supervises 220. The total budget is $280 million while the general fund component is $180 million. The three most important issues that face Savannah: ➢ Financial impact of the recession. Revenues have declined yet the demand for services remains high; ➢ Citizen engagement. Citizen participation in local government, and indeed awareness of what it is doing, has declined. Governments need to find new ways to engage and inform their residents; and ➢ Balancing the economic development with environmental goals while maintaining a high quality of life. Interview Comments Mr. Morrill has been an Assistant City Manager for eight years in Savannah, GA. Although he feels no need to leave his position, he sees the City Manager position in Roanoke as an opportunity that he cannot pass up. Roanoke is a progressive community and has some of the same challenges Savannah has. He notes that over the past 20 years, Savannah has made many significant changes for the better and he wants to bring not just his skills, but what he has learned, to Roanoke. He feels he can make a difference and help Roanoke become not just a better city but a better community. From a personal point of view, it is also one of few cities Mr. Morrill would consider moving to and living in. He enjoys the mountains and would be closer to family. N Christopher Morrill On a day to day basis, Mr. Morrill's management style is to promote collaboration. Teamwork and unity is important. He empowers his staff to accomplish their goals but provides the guidance to be successful. He is not a micromanager but gives his staff both the responsibility to get the job done but also the authority. Accountability is important as well. In times of crisis, Mr. Morrill will take fall command and make the decisions that are necessary. He has a good understanding of when it is appropriate to guide and when he must lead. Employees who have worked with Mr. Morrill would say he is enjoyable to work with and is a good mentor. He guides his staff and helps them develop. As they set priorities together, he is there to give them the resources and support they need. They would also note that it is not just business. He has a good sense of humor and attempts to make the workplace pleasant. Finally, he feels it is important to celebrate their successes. The elected officials would say Mr. Morrill is a strong leader. He is proactive, assesses problems quickly and resolves them. He is a good manager and a team player. With the downturn of the economy, Mr. Morrill has taken more of a leadership role. Everyone recognizes that finance is one of his specialties and they tend to lean towards him for advice. He closely monitors the budget and keeps the elected officials well informed of the City's financial status. Mr. Morrill's greatest strength is in financial planning. He has a strong finance background and is well experienced with budgets. In fact, he served as a resident advisor to the National Treasury of South Africa for about two years. He knows how to build a strong management and financial team. He enjoys learning, tackling new problems and resolving issues. He listens to people so he can understand their issues and learn from them. He is patient and sympathetic. In terms of weakness, Mr. Morrill recognizes he focuses more on the big picture than the details. To combat this, he surrounds himself with good people who are detail oriented. By doing this, they help him see the details. It also allows him the freedom to pursue the projects and efforts that he and the City Manager feel will lead to improving Savannah. Mr. Morrill's biggest achievement has been a recent budgeting change in Savannah. Specifically he introduced a new budgeting philosophy called Budgeting for Outcomes to the staff and the City County. He had learned about the approach at a government finance conference in 2007 and thought it would be particularly appropriate in difficult financial times. The idea is to allocate funding to those services that are a priority to the residents instead of focusing on cuts in each department. As such, the City focuses on funding the services with the greatest positive outcomes. It took some effort but he has now educated the staff and Council. Everyone has embraced the idea and last January the Council set the City's seven priorities for the next year. Then teams were created to address the priority teams. In all it involved 70 employees from different departments serving on seven teams. These teams have researched best practices from across the nation and followed examples in Washington and Iowa where the same philosophy has been implemented. They are ninety percent the way through the conversion. The result has been that they have found ways to maintain the core services and reduce costs. The effort has also lead to an increased level of collaboration within the government and in sharing services. W Christopher Morrill The teams will make a presentation to the Council on November 301i where they will report their progress. When asked about mistakes, Mr. Morrill spoke of an area just outside of downtown Savannah that was to be developed as a public park and for some other uses. It was a great project that would have had a very positive impact on the neighborhoods in the area. However, the City did not do the leg work upfront to keep the neighborhoods apprised of the nature of the project nor the benefits that would result from the project. As a result, the residents fought the project and it was cancelled. He learned the importance of involving the community early on in a project so they are informed, supportive and can provide input to make the project better. The City missed an opportunity to develop a great area because it assumed the community would support it. The central lesson was, "Do not assume the community members will see and embrace the vision of a project if you do not spend the time educating them." As the City has changed to Budgeting for Outcomes, it has provided a new way of measuring the performance of the organization. They are able to compare their outcome with other cities across America. Funding is provided to those services that have had clear outcomes of meeting priorities. Mr. Morrill still monitors the individual performance of each employee. At the year's beginning, he discusses their strengths and weaknesses with them and makes a plan to accomplish their goals for the year. Their progress is checked periodically and another formal meeting is conducted at midyear. When asked about terminating employment, Mr. Morrill noted he has terminated the employment of several employees during his career. He tries to work with those who have performance issues through coaching and mentoring. Sometimes no improvements can be made. The person is simply in the wrong job from the point of view of skills or personality. It is hard to let people go under these circumstances but it has to be done. Ideally you can find a position in the organization that does suit the individual but that is not always a possibility. Those employees who misuse their privileges or break the law are very easy to let go. On one occasion he had to fire an individual in the parks department who was misusing public funds. Mr. Morrill sees the challenges facing the next Roanoke City Manager as: • Encouraging economic development that is a good fit with the community; • Finding ways to help the poor climb out of poverty rate; • Working with the school board to improve the City's schools; • Working with the community to improve the neighborhoods; and •. Addressing code enforcement issues. If given the opportunity to serve as the next Roanoke City Manager, Mr. Morrill would spend his first six months doing the following: • Examining City's issues; • Learning the history of the City and its neighborhoods; • Listening to the Council Members' goals and vision; IN Christopher Morrill .......... ................................ . . . . ............................................... . ............ .................. -__ .................................................... * Familiarizing himself with staff s strengths and weaknesses; and * Assessing the City's financial position. Getting a proposed budget together quickly for the 2010 — 2011 fiscal year will be a priority, Mr. Morrill feels the new manager must be out in the community and transparent if he/she is to cam the trust of the community. When things are wrong, one must acknowledge that. They also need to be fixed without, to the extent possible, assigning blame. Citizens respect honesty. Also, good citizen engagement helps the residents feel they have a voice in the community. Mr. Morrill mentioned a citizens' academy that Savannah offered. It was an eight week course that focused on the different departments of the city government. He felt after this program the citizens had a better understanding and respect for the city government. They could see all the work that went into maintaining the City and the service the staff rendered in their behalf. Mr. Morrill has a good relationship with the media. In his current position as Assistant City Manager, he is not in the media much. However, when needed, he has stepped in for the City Manager. He has worked with both television and print. He understands the media play an important role. He is honest and straightforward with his answers. In his leisure time, Mr. Morrill enjoys being with his family, reading, biking, hiking and swimming. On occasion he has been a judge at swim meets. Reason for Wanting to Leave Current Position: Mr. Morrill is happy where he is but would like the opportunity to become a City Manager. He is in the peak years of his career and is ready to lead an organization. He has had the opportunity to work for and be mentored by an outstanding City Manager. He has also participated in the rebirth of Savannah. He wants to put what he has learned into practice in Roanoke. He just feels it is a great community, a community that has not realized its potential and a community he wants to live and work in. Most Recent Base Salary $150,000 base salary Adjectives or phrases Mr. Morrill used to describe himself- * Enjoys working with people, * Visionary, * Progressive, * Good sense of humor, Values relationships, and Builds consensus. Christopher Morn*11 Interviewer's Impressions Energetic, experienced, competent, congenial, and straightforward. Intelligent and creative with a good sense of humor. Has an easy laugh and ready to be a City Manager. Interviewed by: In am$= 9 "1 Background Check Summary for Christopher P. Morrill Records e s: Nationwide Criminal Records Search No Records Found County Chatham County, GA No Records Found Durham County, NC No Records Found State Georgia No Records Found North Carolina No Records Found Civil Records Checks: County Chatham County, GA No Records Found Durham County, NC No Records Found Federal Georgia No Records Found North Carolina No Records Found Motor Vehicle Georgia No Records Found Credit Excellent No Records Education Confmmed LM, oyment Confirmed -11- I� � r� � �� Christopher Nlichael Brown, City Manager, City of Savannah, GA, (912) 658-3523 Mr. Brown hired Mr. Morrill in 1988. He recognized his strong skill set and wanted him to be a part of his management team. When Mr. Morrill went overseas to perform international services, Mr. Brown thought so highly of him that he held positions open for him. He simply wanted him back and on his team. Mr. Morrill is a very skilled manager and a remarkable person. He combines precise analytical skills with an upbeat and optimistic personality. He is diplomatic with those he serves and considerate to their wants and needs. Mr. Morrill's background makes him a strong candidate. He was in the Peace Corp for two years in Ukraine. He also spent time in Northern Ireland, Peru, and South Africa with the Kellogg National Leadership Program. He wrote a local government finance law for South Africa cities and modeled if after what local governments do in the United States. Mr. Morrill has led many redevelopment projects in Savannah. The redevelopment of Ellis Square is a recent one and involved redeveloping one of Savannah's squares that was first established in the 1700'x. At some point, the square had been turned into a parking lot. Mr. Morrill noted that the lease was expiring and suggested the City redevelop the area as community square. He took the lead on the project and coordinated with developers and city groups. He also oversaw the financing of the project. The new community square is a huge success and is surrounded by shops and restaurants, and includes an underground parking structure. Another project Mr. Morrill headed was Savannah River Landing, a fifty-four acre undeveloped tract adjacent to the historic downtown. Mr. Morrill coordinated with the developers to include an expansion of the river walk, retail stores, two hotels, single family homes, restaurants, and office buildings. He was the manager of the public part of the project. He forecast the cost of the necessary infrastructure, worked with the developers, rallied the support of the County and schools, and also sold the tax allocation district proposal to the voters. The project is underway and is much anticipated by the community. Mr. Morrill listens well and is able to identify the essence of what someone is trying to say. He is a good communicator. He also is empathetic and patient. Often the City Council prefers to speak with him rather than the City Manager. He is easier to talk to and knows how to hold his ground. He is a good public speaker. He took a private sector speaker training course that monitored, criticized and improved his speaking skills. He is comfortable presenting. Mr. Brown, as the City Manager, spends most of his time working with the Council to keep their interests on track. They are often difficult and demanding. He is not able to do much of what he used to do as City Manager. The Metro Police Department also demands much of his time and attention. As a result, he has turned over much of the day-to-day management of the City to Mr. Morrill. That includes projects, budgeting, pension plan changes, and policy initiatives. Although, Mr. Morrill has not officially held the title of City Manager, in reality he has had more on Christopher Morrill expefience in urban city management than some City Managers in other cities. He has dealt wi a high poverty rate, a large area of public housing, and many inner city problems. Mr. Morrill is an 1CMA (Intemational City/County Management Association) Credentiale Manager. Through the TCM.A he worked with an area in Indonesia to develop their tourism an 4 the historical preservation of the Sultan's Water Palace Complex. This effort was to preserve an I restore 50 acres of historic land. He helped the City get grant funding to restore the area. He als ' helped them write the first historical preservation ordinance. Along with the restoration of th- Water Palace, a beautiful shopping corridor was created. Working with the largely Mush country of Indonesia has educated Mr. MorTill. He was able to associate with the U. S. Ambassado to Indonesia and experience governmental processes in another country. Again, even though Mr. Morrill does not hold the official title of City Manager, he has th experience and skill set to take this position. Mr. Brown highly recommended him although i would be a huge loss to him personally and to Savannah to have Mr. Morrill leave. F • Strong family man, • Diplomatic, • Considerate, • Articulate, • Humble, • Well traveled, • Bright, and • Optimistic. Strengths: Analytical skills, financial ability and diverse experience Weaknesses: None identified. Lise Sun ria — Executive Director, Savannah Development and Renewal Authority, Savannah, GA — (912) 651-6973 Ms. Sundrla has known Mr. Morrill since 2001. They have worked as colleagues. The Savannah Development and Renewal Authority is not a city department. As a separate entity they have coordinated economic development in the downtown area of Savannah. Mr. Morrill has been a critical component for much of the redevelopment in downtown Savannah. He has engaged the City and partnered with other agencies. He was integral to the planning efforts of Ellis Square. This area had been a historical square but was developed into a parking lot. He spent several years cobbling together the funding to restore the area to its original purpose of a public space. An underground parking lot was constructed along with several shops, restaurants and businesses. He was a guide and a mentor to the developers and to -14- Christopher Morriff the Renewal Authority on several issues and concerns regarding the project. He also spent many hours working with the Council to gain its support, 1,Tir. Morrill created strategic goals to focus on revitalizing the Martin Luther King corridor, once a premier historical African American neighborhood bustling with life. The placement of an overpass on 1-16 stunted the growth of the area and limited the access to other areas. He has pressed for the overpass to be removed. By doing so, our lost street connections and nine acres of developable land would be reclaimed. He has negotiated local option sales tax and capital improvement dollars to fund the project. He coordinated the efforts of the City, the Renewal Authority and other private entities to stimulate the integral corridor. Already, a fall size grocery stR re has opened in the area. Another major project Mr. Morrill has orchestrated was Savannah Landing located in eastern downtown Savannah. The area has been underdeveloped since 1909. He secured the funds and involved the necessary agencies. The development links and compliments the historic downtown area. It also opens up connections to six lost streets and expanded the river walk 2,000 feet. Public squares were donated back to the City. Mr. Morrill petitioned for the first tax allocation to be used to support the economic development of the area. Oddly, when it is time to make a presentation to the City Council, the person who is best is Mr. Morrill. They often try to do things that are not in the best interest of the City. They rely on Mr. Morrill to give them honest criticism and advice. He can speak on their level. Ms. Sundrla trusts Mr. Morrill implicitly, which she considers a bold statement. She has approached him with personal and political issues. He has offered guidance and solutions to support her efforts. He is gifted with people. He respects others and in turn is well respected. He has excellent communication skills and is an attentive listener. Mr. Morrill would be a fine choice for City Manager. He is well qualified. He has the skills and the character to lead. • Reliable partner, • Thorough planner, • Engaging, • Mentor, • Respected, and • Gifted with people. Strengths: Team building, vision, people skills, and communication skills. ff" Christopher Morrill Lester B. Johnson 1111— Assistant City Attorney, City of Savannah, GA—(912) 238-51011 Mr. Johnson has known Mr. Morrill since 2001. Mr. Morrill has a fine personality and a calm demeanor. He has a good rapport with the citizens of Savannah. He also has a good working relationship with his staff and with the elected officials. Mr. Morrill oversees the financial and budget concerns. He keeps a meticulous budget. One of the results is that the City has not needed to use any of its reserves since Mr. Morrill became the Assistant City Manager. As another of his responsibilities, he oversees the Recorder's Court. He makes sure the Court is making more money than the operating budget. He has worked closely with Mr. Johnson to find ways for the Court and the Judge to be more efficient. Mr. Morrill also oversees all problems with ordinance violations. One of the trickier situations involved the some wealthy and very powerful residents of an historic district and the Savannah College of Art and Design. The neighbors were not happy about having the School in their neighborhood and complained it violated the parking ordinance. The ordinance required that a certain number of off street parking spaces per building were required if the building was to be used and the school did not have enough spaces. Mr. Morrill investigated every building in the area and the school was not the only building without enough parking spaces. To preserve the historic district, satellite parking lots were developed. Students were shuttled from them to the school buildings. Mr. Morrill communicated frequently with the neighbors and calmed their concerns. He demonstrated to them the financial importance the school to the City and how it brought millions of dollars to the community every year. He showed them that it was vital that they worked together. He was a good mediator between these two strong willed entities and was able to find a reasonable compromise. MT. Morrill is well respected by the public. He often speaks in town meetings regarding the financial state of projects. A major project was underway to solve the City's drainage issues. He spoke often in the town meetings explaining the project's finances. Many citizens were concerned the funds would run out before it was completed. MT. Morrill explained in clear term the financial condition of the project and the status of the contingency funds. He responded well to the large crowd, spoke in simple terms and reassured them that the money was there to complete the effort. Mr. Morrill is designated to take over the City Manager's position when he is absent. He is also on call for every Council meeting to answer any questions or provide any financial information. • Strong family man, • Competent individual, • Cahn demeanor, • Good rapport with others, • Easy personality, and • Responsible. I In Christopher Morrill Strengths: F° cial skills, problem solving skills, and building relationships. Weaknesses None identified. Kenneth ler — Former Alderman,i v 1 - Mr. Sadler has known Mr. Morrill since 2000. Mr. Sadler was an Alderman for four years Mr. Morrill is bright and well educated. Even though finance had been his primary background, he has developed skills in other fields through his position as Assistant City Manager. He is a good leader and provides strength to his staff. Many of them lean on his expertise and ask for his advice. He mentors his staff and helps them grow. Mr. Morrill's primary skills are in finance and planning. He knows how to maintain the long term financial health of the City and has helped it weather the financial downturn. He did so through sound financial practices and thorough planning. He actually anticipated the financial problems and adequately prepared the City for them. He understands how to spend money responsibly and which services are capable of producing revenue. Mr. Morrill has a good relationship with each member of Council. He is responsive to their requests. They are willing to delegate to him because he follows up on projects and keeps them informed. He is straightforward and easy to talk to. Frequently Mr. Morrill has been easier to contact and work with than the City Manager. Mr. Morrill focuses on people. Whether it is a Councilman or a citizen of the community, he will take time to listen to the issues they raise and look for a solution. He has an optimistic demeanor that puts people at ease. He has a good grasp of city issues and a sensitivity to their importance. Adjectives or Phrases Used to Describe Mr. Morrill: am Christopher Morrill t is 1! illillill 1111p yiip�i 1 11 Ms. Bell has known Mr. Morrill since 1994. They were colleagues when he was Budget Director and she now reports directly to him in his position as the Assistant City Manager. Mr. Morrill is a dedicated public servant. He focuses on serving the people and is often a voice for the underprivileged. He volunteers his time to support agencies which help needy citizens. The City has benefited from his strong financial background. He has improved the financial operations by utilizing his analytical skills and thinking beyond the norm. Mr. Morrill is a member of the Government Finance Officers Association (GFOA), has written finance articles and taught classes for the Association. Mr. Morrill is people oriented. He develops good relationships with entities outside the city government. He makes time to speak with residents and is well respected by them. He is an excellent communicator who can take technically complex issues and easily explain them to the common citizen. Mr. Morrill has been a fantastic liaison between the City and the County helping facilitate the merger of police departments. Both agencies had their own police departments and had been policing much of the same territory which was not very cost efficient. In 2003, it was decided to formally merge the departments within a year. The merger was complex and Mr. Morrill was a major factor in its success. He focused on the commonalities and the benefits this partnership would provide for the citizens. The two separate departments combined to become the Savannah - Chatham Metropolitan Police in 2005. Mr. Morrill is team oriented. He has been able to break down barriers, form unlikely partnerships and is creative. An example is a budgeting strategy he introduced to the City called Budgeting for Outcomes. Each department's budget is evaluated and projections are made based on priorities and results. Priorities were established by Council and Mr. Morrill then created seven results teams. Each team consisted of a broad base of global thinkers along with an expert member. For instance, the public safety team might have a member of the Fire Department or Police Department as an expert member. However, the team could also have members from Parks and Recreation, or Social Services. The result has been to bring the departments and their staff members together to accomplish the common goal of cutting costs and carrying out the elected officials' goals. • Analytical, • Encouraging, • An advocate for the underprivileged, Involved, • Experienced, and • Knowledgeable. 9 ".1 Christopher Morrifl Strengths: Dedication to serving the public. Strong background and experience in local government. Excellent people skills. Weaknesses: None identified. Jim Burgess - Mayor, City of Social Circle, GA (770) 464-3366 Mr. Burgess has known Mr. Morrill since 1996. He works as a lobbyist for the City of Savannah and is also the Mayor of a small town in Georgia. As Mr. Burgess lobbies on behalf of Savannah to State Legislature, he relies on Mr. Morrill to provide him with pertinent financial information. Mr. Morrill gives him impact research and analysis reports related to specific pieces of legislation. He creates slides, charts, and graphs for Mr. Burgess to present to the State. He is quick to respond to Mr. Burgess' needs and provides him with thorough information. Mr. Morrill is bright and well educated. His staff members have a high regard for him and value his high morals. He has strong people skills and is not overbearing. He is very easy to work with because of his first-rate personality. Mr. Morrill has a good relationship with the governing body. He is very astute about political relationships. They may often disagree, but Mr. Morrill knows when to push and when he must submit. The Council can sometimes be more involved in day to day operations than they should. 1S&. Morrill has successfully managed working with this group of individuals. Mr. Morrill has worked on several successful projects in the community. He focused on cleaning up certain rundown areas and providing renewal in low income communities. One downtown renewal project included a parking facility, the expansion of the river walk, and added retail space. His financial acumen has been a big asset in making these projects successful. Mr. Morrill has worked under a superb City Manager. He has been fully exposed to his skills and learned much from emulating them. He has academic training and has managed a diverse city. Advancing to City Manager would be an ideal step for him, and the timing is right. rTJFgITTN 1pllr��11: 111110mwur MI= • Good personality, • Strong academically, • Not overbearing, • High morals, • Bright, and • Quick to respond. goo Christopher Morrill Strengths: People skills. Weaknesses: None identified. Dick Evans - CFO, City of Savannah, GA (912) 651-6440 Mr. Evans has known Mr. Morrill since 2001. They have worked together monitoring the finances of the City. Mr. Morrill has a strong background in budgeting and knows how to balance a budget. He is very precise and concerned with numbers. Mr. Morrill is very good at keeping others informed. He is open, clear, and direct in his communications. He knows how to word financial reports in ways that are understandable to anyone. He is a good consensus builder. He welcomes the input of his staff, keeps them informed,. He then creates the appropriate solution to the problem. Mr. Morrill pitched the idea of a new budgeting process to the City. It is called Budgeting for Outcomes. He authored this process of establishing priorities fust, then budgeting to finance the services which address those priorities. This new process has had the added bonus of organizing all departments to work toward a common goal. Mr. Morrill developed good relationships with other entities outside the city government including the Chamber of Commerce, the historic community, developers, and other organizations. He represents the City well and has high standards. Mr. Morrill would make a very good City Manager. Adjectives or Phrases Used to Describe Mr. Morrill: KII Christopher Morrill Chris Nfiller — Creative Economy Consultant, Savannah, GA (912) 484-7192 Mr. Miller is a resident of Savannah and an entrepreneur. He has known Mr. Morrill since 2001. Mr. Morrill has proven a tremendous support and vital contact for T& Miller. He helps facilitate Mr. Miller's efforts by being accessible and getting involved in his projects. Mr. Morrill returns calls and follows up. He is open to new ideas and is supportive whenever he feels it will benefit the community. He focuses on results, not on politics. He takes on a role beyond simply handling the paperwork. He sees the whole community as a team. He uses his influence in the government to help outside projects succeed, projects that benefit the community. He understands that, if he helps outside agencies better the community then the pressure on the City to provide these services or changes will lessen or, alternatively, there will be more money to ay for the services. Mr. Morrill is very patient. He has a pleasant approach to handling difficult situations. Whenever issues become politically charged, he is able to calm the waters, allowing the real issues to become clear. He listens willingly and is open to reconsideration of any preconceived ideas. His goal is to align the community so it can be the best it can be. At times, Mr. Morrill has had to work with people who do not have the best interests of the City in mind. The options in dealing with such people are either: refuse to work with them, or work with them and realign their interests, Mr. Morrill has been a very positive influence and has a talent for turning negative intent into positive results. As an example, the Savannah River landing is a 100 million dollar project proposed for the development of 54 acres in the downtown area. The developer had planned to create a gated community of single family homes. Mr. Morrill recognized the importance of developing this area. However, he did not feel a gated community would adhere to the historical sense of the area, nor would it be the best use of the land. He was able to convince the developer to make changes which would benefit them and the City. The project now consists of a 5 -star hotel and spa, several luxury condominium towers, 17 single family riverfront homes, 11 blocks of single family town homes, retail stores, restaurants, art galleries and office buildings. Also, the public squares were donated back to the City. Both the developers and the City will greatly benefit from this project, which is currently under construction. Mr. Miller knows of a major developer out of Atlanta who has taken a special interest in Savannah. He expressed to Mr. Miller that he has chosen Savannah primarily because Mr. Morrill has always been willing to talk to him about his investments. He returns his calls and helps him solve his problems. Encouraged by his interactions with Mr. Morrill, the gentleman will keep investing in the region. Mr. Morrill deserves the opportunity to move up from his current position as an Assistant City Manager. He needs the freedom to bring about good things. It will be a large loss for the City of Savannah if he is chosen by another municipality, but he will make an excellent City Manager. we Christopher Morrfll Adjectives or Phrases Usedesc ' e Mr.Morrill: Knowledgeable, Resourceful, • Efficient, Possessing integrity, • Professional, and • Timely. Strengths: Ability to work with outside agencies and create cohesion. Weaknesses: None identified. Beth obinson, Human Resources Director, City of Savannah, GA, (912) 651-6925 Ms. Robinson has worked with Mr. Morrill since 1995 and reports directly to him. Mr. Morrill's strength is in finance. He is well respected and has been nationally recognized for his work by the Government Finance Officers Association (GFOA). He has also been a member of various committees in the financial community. Although finance is his specialty, he has shown himself able to learn skills in many areas and to contribute in those areas. Mr. Morrill is a team player. Rather than receive all the credit, he wants to see his whole team be praised for their efforts. He values his staff and their talents. As a manager he knows how to help redirect those who are not team players so they learn to collaborate. He is sincere, concerned, and involved. He is a visionary. He can see where the City needs to go and how to get there. One of the most significant changes Mr. Morrill has made is called Budgeting for Outcomes. He has been the driving force and visionary behind this new method of doing business. It has taught the City to look at its services form the citizens' perspective and understand what services they value. Mr. Morrill has also set up the priority teams. He chose individuals whose vision went beyond their immediate area. He was very successful in identifying their strengths and values. He ensured the teams were a truly representative of all citizens. young and old, male and female, African American and Caucasian. The new budgeting process helped bridge a 15 million dollar shortfall. Customer service is important to Mr. Morrill. He focuses his team's efforts on providing good service and lives up to that expectation himself. He does not use his position as Assistant City Manager to avoid serving individuals. He takes time to speak with citizens and to help them. He does not like conflict, but knows how to deal with it. He handles problems head on. Mr. Morrill is a good presenter. He is comfortable in front of employees, citizens, and the Board. me 7"T Christopher Morrill Adjectives or Phrases Used to Describe Mr. Morrill: • Sincere, • Involved in the community, • Professional, • Articulate, • Genuine, and • Earnest. Strengths: Team building, vision, and good management skills. Weaknesses: None identified. Jenny Payne, Management Services Coordinator, City of Savannah, GA, (912) 651-6420 Ms. Payne has known Mr. Morrill since 2005. She reports directly to him. He has been a strong leader and is the heart of the organization. He allows his employees to grow without boundaries. He trusts them and encourages them to do their work. He creates an environment in which the staff want to work hard for him and produce their best work. He is a very qualified individual and often acts as the City Manager when that person is absent. When making a decision Mr. Morrill collaborates with his team to make the best decision for the community. The results may not always be successful based on some traditional measures of achievement, but they do represent the best interests of the whole community. That is his focus. The City Council respects Mr. Morrill. They seem to respond to him better than they do the City Manager. Mr. Morrill speaks to each of them using their proper title. He understands they are the most important decision making body in the community so he addresses them professionally and with respect. Mr. Morrill is very responsive. He quickly returns phone calls. He spends time with residents, often listening to their issues when the problem could possibly be handled by someone else. He is sensitive and in tune. When holding a discussion with someone, he will get up away from his desk to sit at a table, without his phone or Blackberry, so they can talk without distractions. Mr. Morrill often plays the role of mediator. In one instance, some time ago, the Economic Development Authority was having an awards ceremony in a public place. Savannah Gay Pride group was also in the area handing out flyers. Police who were monitoring the ceremony asked the group to leave. Mr. Morrill was called regarding the situation. Although the Police Chief should have been the one to handle the situation, Mr. Morrill understood the political sensitivity needed. He met with the group and the Police Chief to explain and monitor the discussion. He helped the group understand that the police would have asked any group to leave the venue had the situation been reversed. The request of the Police was meant as an attack against their 9M Christopher Morrill ill 11 F il I&I k I I IN As also previously noted, the owners of the land had wanted to createa gated community. Mr. Morrill was able to convince them that sort of development would not be the best use of the property or nor would it be fit well with the historic downtown area. Together they came up with a Ian to develo the aten for em trid I 01-7]LIKI)jI 0 -0:71 MEW? =-F F 701 at u Yrom Lne Uovernment F mance- Officers Association of the United States and Canada. Mr. Morrill has been the Chair for the Leadership Savannah Board of Directors since 2007. Leadership Savannah is an organization that sponsors community leadership, networking, and training. Each year a group of thirty people is selected to participate throughan application process. The group reflects the diversity of the community and consists of people from every sector. Mr. Morrill is well respected in this arena. He makes it a priority to participate in their events, • Leader, • Encouraging, • Team player, • Genuine, • In tune with people, and • The heart of the organizatiol Strengths: Leadership skills and people skills. Weaknesses: None identified. Robert "Bob" Bartolotta, City Manager, City of Sarasota, FL, (941) 954-4109 Mr. Bartolotta has known Mr. Morrill since 1989. He was the Assistant City Manager in Savannah when Mr. Morrill was the Senior Management Analyst to his office. no M ,Christopher MorriH The City has greatly benefited from Mr. Morrill's financial skills. He negotiated a Local Options Sales Tax shares for Savannah along with those of Chatham County, andsixother municipalities. He has devised employee incentives measured by productivity, and authored a bonus plan. He is an excellent writer and has published several articles regarding finance. He is a dedicated worker. Mr. Monill knows how to simplify complex issues. He can diffuse a heated situation through his Patience and calm demeanor. He has a strong moral compass and stands firm in what he believes. He is an advocate for customer service. He has provided training to his staff in customer seMce. He listens to citizens' complaints and will work with them to solve their problem. He follows up with each citizen to check on the progress of the solution. Mr. Morrill's communication skills are excellent. He is very talented at talking people through issues and building consensus. He has a excellent vision of the big picture and how to coordinate the efforts of his teaTc. Mr. Morrill is well prepared to be a City Manager. He manages eleven department heads includin,,y Budget, Audit, and Information Systems. He interacts with the Council every day and is well respected by them. He has excellent people skills. • Visionary, Consensus builder, Focused on people, Hard worker, Ethical, and Excellent writer. Strengths: Diplomatic skills, people skills, vision, and customer service oriented. Gregg Schroeder, President, United Way, Savannah, GA, (912) 308-3810 Mr. Schroeder has known Mr. Morrill since 2002. Aft. Morrill is an active member of the United Way Board of Directors. He is very enjoyable to work with because he has a genuine personality. Mr. Morrill has been a good partner to the United Way. He has been a key player in the success of several projects. One such project involved addressing the need for quality early childhood education. Savannah has a high drop out rate. To combat the problem, the United Way wanted to create a positive educational path for young children through use of a child care center. 9M Christopher Morrill The community did not have one. United Way teamed up with a local construction equipment company, JCB Inc. to develop a nationally accredited child care center. Mr. Morrill joined with them as a City representative. JCB and United Way provided the funding for the project, and the City provided the infrastructure for the center. Mr. Morrill shared the same vision as the United Way and used his resources and talents to bring their projects to successful completion. Mr. Morrill is a key person in the city government. Often staff or citizens will approach him rather than the City Manager. He takes anyone's call and listens sincerely. He is very likable and easy to work with. He has masterminded the financial stability of the City. His implementation of the Budgeting for Outcomes method has been a great success. In town hall meetings, Mr. Morrill is very good on his feet. He treats others with dignity and respect. He patiently listens to their complaints. Even when Mr. Morrill has to bring bad news to neighborhood associations, he is able to explain the reasons in a manner that helps them understand. He has good rapport with the general public because he responds to their needs. Mr. Morrill is experienced and well qualified to be a City manager. He is a hard worker and a positive person to be around. & d to Describe Mr. Morrill: * Thorough, * Accomplished, * Outcomes focused, * People oriented, * Optimistic, and * Realistic. Strengths: Team player, vision and dedication to serving the community. Weaknesses: None identified. Prepared by: Tiffany Gremmert Colin Baenziger & Associates go &M Morrill, t+ Note. This research will be presented in reverse chronological order Savannah Morning News November 6, 2009 ENMAIK CITY TO TRY FOR COMPROM1SE Author: LESLEY CONN A rezoning request for a planned Enmark station is being delayed two weeks so city officials and Enmark representatives can try to develop a compromise to appease residents dead -set against the station. Poplar Place residents are worried the rezoning will allow Enmark to build a convenience store and pumps at White Bluff Road and Hampstead Avenue, which will further push commercial development into their residential neighborhood. Several City Council members at Thursday's meeting expressed their support for Enmark, which has promised to build a store that would use subdued colors, low signage and other design elements to better blend with the residential neighborhood. Alderwoman Edna Jackson said she disagreed with City Manager Michael Brown's initial recommendation to deny the rezoning. "That corner has been an eyesore for years," she said. "Anything would be better." Aldermen Tony Thomas, Van Johnson and Jeff Felser concurred. As council members debated the rezoning, Alderman Clifton Jones repeated and expanded on an allegation from one of the residents. He stated that Ben Farmer, a local real estate agent and member of the Metropolitan Planning Organization, had an agent who had sold the property to Enmark. Alderman Van Johnson called the allegation "very unsettling," and Mayor Otis Johnson directed city staff to investigate the claim. He was uncomfortable that the statement had been made publicly, he said, and said if found untrue, it would be corrected publicly. Farmer, reached after the meeting, said the claim was untrue. He once had a listing on the property, but it expired with no sale. "We had nothing to do with that transaction. If I had I would have disclosed it." Farmer and Jones spoke late Thursday, and the alderman said he will issue a public apology. "I'm prepared to do that at our next meeting," Jones said. In other action, the council: - Did a fust read on a revised, proposed ordinance that would require mandatory alcohol server training, registration and permitting. The council had been struggling with how broad the ordinance should be, and after discussion determined it would not expand the requirement to include all hotels, restaurants and other businesses that serve alcohol. Most of the problems with underage drinking center in nightclubs, they agreed, so other establishments would only be forced to comply if they were cited for alcohol-related issues. - Because of lower sales tax revenues, the city is anticipating receiving $33 million less in special purpose local option sales tax money, which helps fund projects like the Forsyth fort renovation, drainage projects, park improvements and similar work, Assistant City Manager Chris Morrill told council during its workshop. Morrill, Christopher Note: This research will bepresented in reverse chronological order The city had been expecting it million, but more likely will receive about $130 million. Th will require reviewing the city's list of projects and delaying some of them, Morrill said. Co members did a preliminary review of doetailed zens of projects, but will do a more dreview projects at its upcoming budget retreat, which is scheduled for Nov. 3 0. 1 Morrill also showed council that because of lower revenues. the civ. is red=iTa-b-v-sm=aLwi1Ij+-r- ip014W 'loll W— "T" moN Sol its 11 r7 WTI - IM -611111W plans to set aside $1.6 million. Because of the it -Ifr. needed maintenance projects with those monies. - The council got an overview sir- proposed Historic District Ordinance. Once passed, it provide specific guidelines for buildin ftr j--wX g height, design v. wz*,wWA %*oyyrv��l ir+wQ, structures in the district. Brown called the public input and review process "one of the mo exhausting" the city has undertaken. i Council will consider the ordinance on first reading at its Nov. 19 meeting. 9 U11 Internet sear Morrill, Christopher Note: This research will be presented in reverse chronological order WORSTOF E ORrp Economic growth in the Savannah Metropolitan Statistical Area, which includes Chatham, Bryan and Effingham counties, significantly slowed in 2008, according to data released Thursday by the U.S. Department of Commerce's Bureau of Economic Analysis. Out of 366 metropolitan areas, Savannah ranked 144 with a Gross Domestic Product growth rate of 0.2 percent. "These statistics suggest that the Savannah area profile is right in sync with the rest of the state and the nation," said Jeffrey Humphreys, director of the University of Georgia's Selig Center for Economic Growth. "This recession was really tough on the entire region, and recovery will be slow." The slowdown in economic growth didn't just affect this region, data showed. About 60 percent of metropolitan areas saw economic growth slow down or reverse. Real Gross Domestic Product growth slowed in 220 of the nation's 366 metropolitan statistical areas last year, from 2 percent in 2007 to 0.8 percent in 2008. Downturns in construction, manufacturing, finance and insurance restrained growth in many metropolitan areas, including Savannah, with government spending showing the most growth. "No one was really surprised by the data," said Chris Morrill, Savannah assistant city manager. "We knew the recession hit us harder and later than a lot of areas." And although it's down from previous years, the city is doing better than the state as a whole, which saw slightly negative growth at -0.6 percent. "We're investing our very limited resources in economic growth and quality of life," Morrill said, "and what's a more important quality of life issue than jobs?" ME Internet Research Morrill, Christopher Nate: This research will he presented in reverse chronological or er September 6, 2009 CITY PROJECTS WOULD HELP DOWNTOWN MERCHANTS Author: ARLINDA SMITHBROADY During a meeting of the Downtown Business Association last week, Savannah Assistant City Manager Chris Morrill outlined developments designed to help the association's members and others. The first step in unifying economic development efforts was to unify the city logos, Morrill said. So the city commissioned a new logo based on the city squares. "It's uniquely Savannah, and it ties all the departments together," Morrill said. Another important step, he said, was to grow population. So the city annexed enough land to increase its area by 40 percent. "We were losing population for the past 30 years," Morrill said. He compared Savannah's fate to Detroit, where residents moved to the suburbs, causing the city to raise taxes to fight crime and urban blight. Now, several plans are in the works, including developments around Ellis Square and the fort under construction in Forsyth Park. The Whitaker Street Garage, which lies beneath the square, has been in use since October 2008. To break even for operations and debt service, the garage must make $1.3 million this year, said Sean Brandon, director of the city's Mobility and Parking Department. By the end of July, revenue figures for the Whitaker Street Garage are at $766,000. "We'll probably make our projections," Brandon said. "It's feast or famine.... Some weekends we clear as much as $10,000, and others the garage is nearly empty." The above -ground portion promises to be people friendly. "It will be the only square with a building on it," Morrill said. There will be a hospitality center and permanent restrooms. One of the most fanciful features is the fountains with 12 -foot water jets that can project 260 colors of LED lights. Those fountains can be turned off, and the square is wired to accommodate concerts and other forms of outdoor entertainment. It can hold about 1,000 people and will have tables and chairs instead of benches. "Benches aren't good for interaction," Morrill said. "We want this to be a place to gather and be with friends and family." As for the fort at Forsyth Park, a temporary band shell will accommodate concerts, plays and other events but can be disassembled for everyday use. When the band shell isn't in use, fountains similar to ones at Ellis Square will be in place. "We envision a very family -friendly atmosphere where kids can play and parents can relax," Morrill said. A restaurant leased by the Kessler Group, owner of the Mansion on Forsyth, and "the best bathrooms in town" will be another draw. These projects and others are part of the city's plan to partner with businesses to create a prosperous region. "We need to move away from the mentality that citizens and businesses are customers," Morrill said. "We need to work toward partnerships. The way to get out of this recession faster is to build community relationships." ME F �11 I �?, lhiortill, Christopher Xote. Thi� research will hepresented in reverse chronological order I4M_ 1=17 L September 9, 2009 MORE CITY BUDGET CUTS COMING AS REVENUES FOR 2010 LOOK LOWER, TEAMS OF SAVANNAH CITY EMPLOYEES PROPOSE CUTS TO SERVICES, DEPARTMENTS Author: LESLEY COMV The city of Savannah is looking at further reducing staff, merging offices and ending some services - decisions that will be made in the coming weeks to trim another $3 million in spending by the end of the year. The bleak prospect for 2010 will fiather spur spending cuts. City budget analysts already see a $10 million decline in general fund revenue compared to 2009, sales tax revenue remains unpredictable and property assessments that generate the bulk of city income have been ordered frozen until 2011 by the legislature. One of the more visible city services being evaluated: Ending the Savannah -Chatham police department's mounted patrol unit. Officers would be rotated into patrol cars to fill vacancies. "We're questioning everything," said Assistant City Manager Chris Morrill. "If it was just about today, we'd be OK, but the problem is we don't know about revenue for the rest of the year." A lower city revenue base, he said, is likely going to stay lower for the next 10 years, which will require the city to re-examine its spending. The city already has reduced spending by about $12 million this year to offset lower revenues. That largely has been accomplished by leaving non- essential jobs outside public safety vacant. Nearly 200 of the city's 2,600 positions are unfilled. Bret Bell, the city's director of public information, said the city is continuing to look at eliminating positions, but "we're not looking at mass layoffs." Many of the spending cuts for the 2009 budget will be implemented immediately and will be handled as part of day-to-day operations. Others, such as a proposal to end the mounted patrol unit, have evolved as teams of city workers participating in a new budgeting process for 2010 evaluate city services. The teams are evaluating services under a variety of umbrellas, such as neighborhood vitality, public safety, health and environment, poverty reduction and economic development. City Manager Michael Brown will use their recommendations to build the city's proposed budget in October. That will be presented to City Council members, who will evaluate the proposal and can mandate changes before approving the budget in a series of public hearings. That, too, shows a lean year ahead. The proposals the teams received for city services totaled $221 million, but the projected revenue available for them equaled $214 million. M Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order 7A employee task force created to find savings in city mowing services identified $627,000 in cuts. Some was achieved by notifying citizens who had "tree lawns" - grassy strips between their street and sidewalk - that the city no longer would trim them. But larger savings were found by not hirmg &ew-n-xal-staK re1w-1-,Lg it -1w4M T--Nmt-, rVNW-1QZ, - in-house staff to maintain Laurel Grove Cemetery rather film fill a maintenance contract. Small lutlying parcels will be contracted out, Bell said, which will cost less than hauling the city �1,uipment as far south as Coffee Bluff to trim a small lot. - Consolidating fire and police dispatch services by Jan. 1. The primary reason, Morrill said, is to improve services, but some cost -savings are anticipated. - Merging offices and employees. The Citizen Office, which coordinates public notices to neighborhoods during large city projects and other city initiatives, will merge with the Public Information Office. Susan Broker, director of the Citizen Office, is filling an administrative position in the city manager's office left open since Sean Brandon, the former assistant to the city manager, became the city's director of mobility services and parking in April 2008. Three staffers under her will move into Bell's office, and by November, the city no longer will pay rent at an office on Oglethorpe Square. Annual savings: $15,000 in rent. "There are talks about doubling up other offices, and even though there may not be a personnel reduction, there are reductions in rent, in office equipment and other resources," Broker said. "Basically, everyone in the city is going through their budget and looking to see what they can do without at least for the next year." SM Internet Research Morrill, Christopher Note: This research will he presented in reverse chronological order June 19, 2009 OFFICIAL SAYS $20 MILLION OBLIGATION FOR SAVANNAH RIVER LANDING STILL A'GO'DESPITE FLAGGING ECONOMY Author: LESLEY COW 912-652-0326, lesley.conn@avannahnow.com The city of Savannah isn't backing away from its commitment to Savannah River Landing, even as the economy challenges the waterfront development and the city budget. At a City Council workshop session Thursday, Assistant City Manager Chris Morrill outlined the $20 million in road, drainage and other improvements the city will undertake. That money will come from revenue collected from a special tax allocation district established around the riverfront development. Alderman Tony Thomas was the first to question why the city was proceeding during the uncertain economic times, especially given that from a public safety standpoint, President Street and General McIntosh Boulevard have been issues for years. He said he supports the project but added: "This raises a question for me. I've never seen us push an issue this hard." The improvements, Morrill said, are about more than public safety. "Savannah River Landing cannot really have any economic development until we deal with President Street," he said. Aldermen Van Johnson and Jeff Felser later said they believe the city is sending mixed messages about the development. "It was always my understanding of them as being mutually exclusive projects," Johnson said. "Today I got the impression they are tied together." Savannah River Landing's developers have invested $60 million in site improvements, Finance Director Dick Evans said, and the $1.4 million in debt service the city is paying annually is still manageable and worth it to honor the private developer's investment. The mixed-use residential/commercial and retail development has a total estimated price tag of $800 million, and it promises to redefine more than 40 acres of the waterfront just east of the Marriott Savannah Riverfi-ont hotel. As part of the original development agreement for Savannah River Landing, the city had signed off on elevating and widening President and General McIntosh and straightening a section of McIntosh. A second phase of President Street improvements, which include building a bridge over railroad tracks, was not part of the agreement. In trying to secure federal stimulus funds for that phase, city officials emphasized its hurricane evacuation and improved safety features. "I saw no difference in the plan as it was proposed all along," Alderwoman Mary Osborne said. "That's a major development. Nobody's going to walk away from that. 'I WAII Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological order The 11 /,. alow Presiden heln not LUC 8UT-TAM1-5M7=7MO(;7 ome ana city oincial§ said. Should Ambling Cos., the developer, fail to move forward on its investment, City Manager Michael Brown said, the city would have a site with improved roads, drainage, a riverwalk and established water and sewer lines. He and other city officials said they were confident Savannah River Landing would remain viable and were confident vertical construction would begin next year, as company officials have stated- -Eg TFUL-Ell-es to operate from trailers on Re site. *n Monday, the project plans to unveil a new Web site, said Kate Freeman, the company's marketing and community relations manager. Sales efforts continue on the residential, commercial and retail front, but she said she could not disclose any information about whether any new commercial or retail clients had been signed up. "The economic times have certainly been a lesson in patience for us," she said. "But we're still committed to the original vision of the project." so Internet s rc Morrill, Christopher Note.- This research will be presented in reverse chronological or er Savannah r News (GA) March 27, 2009 SAVANNAH TIGHTENING ITS BELT COUNCIL TOLD BUDGET COULD BE SHORT BY $9 MILLION Author: LESLEYC®NN, 912-652-0326, lesley.conn@savannahnow.com One out of every 10 city positions is going unfilled as the city of Savannah deals with declining revenues expected to total $9 million. The city has leis open 250 positions and by year's end expects to have 330 positions vacant, said Chris Morrill, the city's assistant city manager over financial services. Those openings so far have saved the city $1.6 million. A team of city administrators reviews any job positions to determine if it needs to be filled. Only lower -level police and fire department jobs arc exempt from review so that public safety needs will continue to be met. The city employs about 2,500 workers. Other teams of employees are examining key aspects of city operations to look for further cost-cutting measures, but city leaders cautioned the City Council on Thursday that the shortfall could be higher than anticipated. One factor that could change the financial projections is any changes the state legislature may pass regarding property and sales tax collections. "Bottom line, we may need to cut $10 million to $15 million," City Manager Michael Brown said. "I hope it's not $20 (million)." Revenue reports from the first two months of the year show collections down in some key areas, Morrill said. February sales taxes are down $388,000 from the same time in 2008, and hotel/motel taxes for February are down $191,432. Building inspection fees are down $169,113. Some key areas are doing better than expected. Recorder's Court fees were $142,148 above projections, and water and sewer tie-ins - an early indicator of new building - are about $100,000 above projections. In February, the city collected $600,000 in tap -in fees. Morrill's budget presentation came during a council workshop. During council's regular session, they took the following action: - Passed a resolution to be sent to the Georgia Department of Transportation restating the city's top priorities for transportation projects. None of the city's priority projects was included in the first round of federal stimulus projects the state selected. Their top item for the second round will be the widening and elevation of President Street, a $36 million project. Council members also asked that local congressmen and groups such as the National League of Cities get a copy as well so they could see that stimulus money was not making its way past Atlanta. - Asked city staff to return within 60 days with recommendations for instituting a registration and card system for bartenders and servers, as well as stiffer penalties for minors who try to buy alcohol. Kos Internet Research Morrill, Christopher Note. This research will bepreser ted in reverse chronological order - Approved a contract for $1.5 million for curbs, gutters, underground stonn drainage and pavement improvements in Fernwood, a neighborhood near Savannah State University. The project has been on the city's to-do list for several years. traffic problems at the busy intersection. so Internet Research Morrill, Christopher Note: This research will be presented in reverse chronological o er Savannah i News (GA) February 25, 2009 CITY PREVIEWS STIMULUS SPENDING COUNCILI 22 MILLION IN ELIGIBLE FROM TRANSPORTATION TO JOB TRAINING AND DAY CARE Author: LESLEY COAW, 912-652-0326, Lesley. corers avnao. co The city of Savannah has identified $422 million in local projects and programs that could be funded under the federal stimulus package. Entries include $50.7 million for widening and elevating the President Street Extension, $30 million to upgrade Savannah -Chatham police headquarters on Habersham Street, $182,300 for a downtown day care center and $100,000 for an electricians training institute. Now city leaders have to determine which projects should have the highest priority - and which will have the greatest chance of being deemed worthy by the 13 federal departments that will award funding to competing projects that will pour in from across the nation. All the projects under review are considered "shovel -ready," meaning work - and the workers who would be hired - would start quickly. Assistant City Manager Chris Morrill said the city was ahead of the game because of its five-year capital improvement planning, which would drive what the city submitted. "It's a shotgun approach," he said. "Those who will be successful will be flexible ... and will be able to mold their project to fit the criteria." -38- Intern et Research Morrill, Christopher Note: This research will he Presented in reverse chronological order Savannah Morning News (GA) February 24, 2009 CITY, COUNTY DISPUTE JAIL BILL SAVANNAH, CHATHAM WORK TO RESOLVE $600,000 IN CHARGES Author: ERIC CURL, 912-652-0312, eric.curl@savannahnow.com The time it takes Savannah to reimburse Chatham County for costs associated with housing jail inmates has some county officials concerned. City officials say extra time is needed to scrutinize the county's error -filled monthly bills. According to an intergovernmental agreement, Savannah is supposed to pay the county $35 per day for each inmate arrested in the city. Bills are to be sent and paid monthly, but a back and forth between the two governments regarding certain charges has delayed the process. The delays have been a recurring challenge and county officials are trying to speed up payments, said County Manager Russ Abolt. "It's money we feel we're due," Abolt said. Some county commissioners voiced concerns after no reimbursements were received after the first quarter and only a small portion of the amount budgeted had been received after the second quarter, which ended Dec. 31. Abolt attributed the delay to the time the city takes checking the bills. On average, it takes two to three months from the time the Sheriffs Department sends an initial list of jail fees until the final bill is sent, said Linda Cramer, county finance director. A final bill for August, September and October did not get sent until January, Cramer said. Once the bill is sent, Savannah typically pays in two to three weeks, Cramer said. Savannah paid the county about $1.3 million last year for inmate housing, she said. About $404,000 has been received this year. "When we have an accurate bill, we pay it," said Assistant City Manager Chris Morrill, But accuracy is not typically the case, Morrill said. Between 2003 - when the agreement became effective - and 2007, more than $640,000 worth of errors were discovered, Recorders Court Director Prince Johnson said in a memo regarding the issue. An average of 10 percent, or almost $10,700, worth of errors is found each month, Johnson said. Sheriff Al St Lawrence and Jail Administrator Col. McArthur Holmes said there are disagreements regarding certain charges. The city may refuse to pay for a city inmate once another jurisdiction places a hold on that inmate, Holmes said. The city should still pay the bill, he said. The day an inmate is "bound" to the courts is also commonly a matter of dispute. City officials say inmates are often classified as city prisoners when the arrest actually took place in the unincorporated county. The county has no similar complaints from the other municipalities, St Lawrence said. Other municipalities may return their rosters more quickly, but their bills consist of only a small fraction of the bookings reviewed by Savannah, Johnson said. Savannah typically reviews an average of 930 inmates and more than $100,000 in charges, while Garden City was invoiced an average of about $5,600 in charges for the first 10 months of 2008. The county proposed having the city pay an average advance each month to speed up the process. Depending on the actual expense, the city would later be credited or charged. City officials declined. The county should work on fixing the errors before the city should have to pay an incorrect bill, Morrill said. DIU Internet Reseqrch Morrill, Christopher Voter This research will hepresented in reverse chronological or er GFOA's new president-elect and executive board.(Government Finance Officers Association) ',Macklem,h•O'Connorj consistsThe Government Finance Officers Association is governed by an 18 -member executive board, which ■ ■ ■ ■g staggered three-yearterms,- d. the previous year's gresident,and the ■ t each of whom is profiled below. 17Vote: We have included only the information for Christopher Morrill who was appointed as an at -large board member.] fill 9 ■: a ► Assistant City Manager --Management and Financial Services City of Savannah, Georgia Chris Morrill has been a GFOA member for 17 years. He is a member of the GFOA Committee on Economic Development and Capital Planning and also served on the GFOA Committee on Governmental Budgeting and Fiscal Policy from 1994 to 1999. Morrill has been an instructor for various GFOA training seminars including Budgeting for Budget Analysts, Capital Budgeting, and Best Practices in Budgeting. He also reviews budgets for the GFOA's Award for Distinguished Budget Presentation Program. He has spoken on issues including economic development at GFOA annual conferences as well as at Florida and Georgia GFOA conferences. He has also written articles for the Government Finance Review. Morrill shares his expertise internationally He was a municipal finance advisor to the South African National Treasury and a Peace Corps volunteer in public finance in Ukraine. He is a Fellow of the Kellogg National Leadership Program. In Savannah, he instituted annual five-year financial planning and five-year capital planning, reducing the tax millage rate by 27 percent in 14 years. m Internet Research Morrill, Christopher .emote. This research will be presented in reverse chronological or e L July 19, #1 CITY MULLS HIKE ON TAX REVENUE, RISING FUEL COSTS GAS PRICES, LOWER REVENUE BEHIND SAVANNARtS CONSIDERATION AGAINST ROLLING BACK PROPERTY TAX FOR FIRST TIME IN A DECADE Author: ERIC CURL, 912-652-0312, eric.curl@savannahnow.corn High city fuel costs and less consumer spending mean some Savannah property owners will pay more in property taxes this year. City Manager Michael Brown recommended during a City Council workshop Thursday that the board not roll back the property -tax rate as it has done for the past 10 years. "We could reduce it, but there are several reasons not to," Brown said. "We're recommending you stick with what you got at the moment." Maintaining the tax rate at its current level of 12.5 mills - or $12.50 per $1,000 of assessed property value - means the owner of a $125,289 home will pay $19 more than in 2007 due to increased property value, said Assistant City Manager Chris Morrill. Those same property owners would only pay $9 in additional property taxes if the tax rate was rolled back to the recommended. level. Savannah officials contend the extra money is needed because the city is facing a projected $1.1 million shortfall in sales -tax revenue and about $800,000 in unexpected fuel costs. Much of the revenue decline comes from a drop in food, automobile, home and lumber sales, Morrill said. A larger -than -expected increase in properly -tax revenue is enough to cover the difference but only if the tax rate is kept flat. Commercial and residential properties that are not primary residences could see more of an increase because they're not protected by the Stephens -Day Homestead exemption, which essentially freezes a home's taxable value but factors in consumer price index fluxuations. There have been some positive developments during the year, Morrill said. Property -tax revenue is expected to increase 3 percent more than the city originally anticipated, which would bring in an extra $1.9 million. More than 60 percent of the growth in property value, about $228 million, comes from new development as opposed to reassessed values of existing property. "This is the type of growth we want," Morrill said. The implementation of energy savings programs in city buildings last year, such as new heating and air-conditioning controls and weatherized buildings, has resulted in a reduced power bill, Morrill said. "It's the first time 1 can remember we are actually spending less on electricity," he said. Hotel and motel tax revenue appears likely to come in even or slightly above the budgeted amount. "Savannah has been amazing the last five years," Brown said. "A lot of these (hotels) are running around with 70, 80 percent occupancy." Still, the tax rate needs to stay where it is to cope with the ongoing "recession," Morrill said. Mayor Otis Johnson said he was concerned Georgia lawmakers could limit the amount of property - tax revenue the city takes in after making unsuccessful tax reform measures this past legislative season. "So I think we have to take a very conservative approach to what we do," Johnson said. "The question is will we ... get caught up in the trend of the day and want to get on the rampart and say we cut taxes. If we cut taxes, what are we going to cut in services?" no Morrill, Christopher Note: This research will hepresented in reverse chronological order Savannah ori News (GA) May 1, 2008 NEVERLNG D FIRE FEES SAVANNAH OFFICIALS WANTTO II1 l 0 IN UNPAIUD 1-4ILLS Author: SCOTTM. LARSON, 912-652-0397, scott.larson@savannahnow.com The El Paso Corp. made more than. $1 billion last year, in part from the liquefied natural gas plant it owns on Elba Island. But the company refuses to pay nearly $500,000 the city of Savannah claims the company owes in fire protection fees from the last three years, plus $178,000 due in October. "I can't imagine $178,000 to protect the community that they are located in would be a real financial hardship for the company," said Assistant City Manager Chris Morrill. In fact, in its 30 -year existence on the island, the multi -national corporation has never paid for fire protection. It never has paid for the eight calls to which Savannah Fire & Emergency Services has responded since 2001. But the city still covered the plant, including a freebie on Sept. 24, 2001, to rescue four people working at the site who got trapped in a basket 80 feet in the air. Now, the plant is in the middle of a fire protection controversy. After the city went to the company about the past due bill, El Paso decided to sign a contract with Southside Fire & Emergency Services. "I'm not sure what their thinking is, but I can tell you if they want real fire protection for an industry, the city of Savannah is the only entity that can provide that level of service," Morrill said. "So it must be about money." El Paso spokesman Bill Baerg would only say that Southside is a better fit, although city officials say Southside doesn't have the same capabilities. Fire aside, the plant and others like it are concerns for environmental activists and politicians alike. Area activists argue that the plant poses a serious fire and explosion threat. Liquefied natural gas is a natural gas cooled to minus -260 degrees, but it won't burn in its liquid state. Industry officials say that means it won't explode and level houses for miles as opponents claim. The Elba Island facility opened in 1978 but closed two years later. It re -opened in 2001 and has never had any incident with the 200 ships that have delivered cargo there since. The U.S. Congress is worried about terrorists attacking liquefied natural gas ships. Last week, the House of Representatives passed a bill requiring the Coast Guard to enforce security zones around arriving tankers. E1 Paso's Savannah site is approved to nearly double to 15.7 billion cubic feet by 2012. EN Internet Research Morrill, Christopher Note: .This research will beresente in reverse chronological order Savannah i e (GA) March 26, 2008 LOGO UNITES CITY SERVICES LOCAL DESIGN FIRM CREATES UPDATED BRANDING FOR CITY ON MODEST BUDGET Author: EMILY GREEN, For the Savannah Morning News You've probably seen it around town. The subtly scripted "Savannah" prominently placed in black beside a tilted, abstract version of the city's historic green squares. The city of Savannah's new logo is gradually showing up on everything from maintenance vehicles and parking meter receipts to letterhead and envelopes. "It was important that the design be timeless, not trendy, so it would not go out of style," Morrill said. "This should be a viable design for decades." Don't let the simplicity of the logo fool you into thinking it is just another pretty design. Months of research and proposed sketches by local design firm brightwhitespace, partnered with an identity design committee made up of city employees, went into the production and implementation of the updated logo, now visible all around Savannah. IDENTITY CRISIS The plan for rebranding the city of Savannah's image began during a conversation concerning the more than 40 individual logos that represented various service departments. Film Commissioner Jay Self and Assistant City Manager Chris Morrill discussed a need for one unifying look to represent the city as a single entity and thus began the initial stages of rebranding. The many existing department logos were not coherent or recognizable as part of the city of Savannah. Some didn't even represent the intended service to the public, creating potential confusion for citizens wondering which services their tax dollars supported. "We have thousands of employees, thousands of vehicles out there doing work all day and people don't think about them all being the city of Savannah," Self said. THEY GET SAVANNAH The city hired Ariel Janzen and Rigel Crockett ofbrightwhitespace to work on the project in stages. Their previous experience with identities for the Liberty Parking Shuttle and Tourism and Film Department provided some established trust, but more importantly, the committee chose the local firm because they "get" Savannah. "There's so much about Savannah that's so subtle," Morrill said. "You really have to live here to get it. Having a local company rather than some big national firm come in was important to the process." En Internet _esearah Morrill, Christopher Note: This research will he presented in reverse chronological or er collaborated throughout the process. "With so much competition for businesses, for visitors, you have to put out a positive image," orrilI said. "You have to put out an image that says 'we have our act together.' " Janzen and Crockett researched other cities with successful rebranding and conducted surveys with Savannah residents, which they used to help compile a list of identity requirements, design specifications and branding goals with the committee. "As with any identity problem, the challenge was one of perception," Crockett said. "Many city employees did not feel good about their outdated 1950x -style, institutional business cards. Additionally, because each of the city's departments had a unique logo, citizens were not always able to identify which services the city was actually delivering." WHAT'S IN A NAME "We realized that the word 'Savannah' itself has a very positive message in it," Self said. "It's a beautiful name to visitors and to locals alike. Instead of minimizing that, the word 'Savannah' is in the center of the logo." Deciding on an accompanying icon proved more taxing than choosing the main part of the logo. After considering numerous icons, the committee selected one of the city squares tipped on point because of its messages. The committee realized Savannah means different things to different people, however, the one thing unique to the city when compared to others is the public city squares. "The central core of the Oglethorpe plan and the ward is the square, the open space, the green space, the sense of public," Morrill said. "For us it's the simplicity of the symbol and the allusion to the public city squares," Crockett said. "This is important because the square not only represents Savannah's beauty and livability, but it reminds us that the city has always been responsible for their care." The official design brief explained that the shading of the city square "creates a positive forward motion." The use of green does justice to the countless parks and trees while emphasizing an environmental focus, and the feminine serif font of "Savannah" captures the welcoming spirit. "Even though the symbol is kind of a downtown symbol, those values radiate throughout our community," Self said, "not only in public land planning and public spacing but also with access and involvement." -44- Internet Research Morrill, Christopher Note: This research will bepresented in reverse chronological order The city purposely did not plan an official unveiling of the new logo mainly with the taxpayers, best interest in mind. Instead, it opted for a soil rollout, which means using up supplies that contained the old logos and waiting until vehicles are replaced. From start to finish the rebranding cost totaled just less than $25,000, a cost virtually unheard of in most rebranding projects. 17 "- 0 (11 Ott fl-10re Organically so liat people would subtly discover it," Alorffl—said- "Externally, the whole rebranding as an organization shows that we're one organization, we have core values that we work toward." wool," 1111,41 ,g) dro I Ito a utu I 1[614)1oi&T-J M , a 9, Brightwhitespace created a 42 -page stylebook with specific guidelines for city employees to use in order to avoid relying on outside vendors for printing. The stylebook contains color variations of the logo in files formatted for Web and print and lists suggestions ort how to use the graphics. With city dolteesh .. ernq w6mg access to the fil to order in bulk. "We thought there would be a lot of push back (internally) because it's difficult to implement change in any organization," Self said. "But to my knowledge it has been universally accepted because we rolled it out in a way for our people that made it as easy as possible for them to embrace it." Internet Researcli Morrill, Christopher Note: This research will bepresented in reverse chronological order Augusta Chronicle, The (GA) August 20, 2004 PROPOSAL BENEFITS TOURISM GATEWAY Author: Scott M. Larson and Mary Carr Mayle, Morris News Service SAVANNAH, Ga. - The tourist boulevard along Savannah's quaint River Street will expand soon with the construction of a $570 million mixed-use development that city officials say will transform a chunk •' land - next door to downtown Savannah - that resembles a wasteland. "If you look at it right now as you drive in, it's one of the gateways to Savannah, and it's ugly looking," said Assistant City Manager Chris Morrill. "There are not many large sites in the city so close to downtown where you could really do a quality development that could extend the Historic District." In the past, the site has scared off developers because of extremely poor drainage. City officials said that, in the past couple of years, six or seven developers have met with the city about the property but couldn't make anything work. Mr. Morrill and John Hutton, the city's acting inspections director, are more optimistic about this proposal because three developers, including a group building a mall just to the south, are working together to address the big issues, such as drainage. "All of a sudden, you are looking at doing something for one-third of the cost," Mr. Hutton said. MR Internet Research Morrill, Christopher Note: This research will bepreNented in reverse chronological or er c October i! IK41 0a! 1 �� r Friday, three Savannah city officials departed for Indonesia on a goodwill mission to offer their expertise to a sister city across the globe. The next day, while the group was in midflight, a bomb exploded in a Bali nightclub. Sunday, the Savannah trio landed in Indonesia as thousands of Westerners attempted to flee the island nation. The three - acting Revenue Director Buddy Clay; Development Services Administrator John Hutton; and Public Development Coordinator Cindy Boyette - were given the option of returning, but decided to stay, despite a U.S. embassy order evacuating all nonessential personnel. The city they are visiting, Yogyakarta, is located on the main island, they reasoned, and they are being accompanied at most times by Indonesian security. As an extra precaution, they have canceled planned media events to lower their visibility. "They feel safe and they are going to stay," said Assistant City Manager Chris Morrill. "If the situation changes, we will get them out quickly." Morrill, City Manager Michael Brown and Finance Director Richard Evans visited Yogyakarta in March to establish the sister -city partnership as part of a program funded by the International City/County Managers Association. Hutton, Clay and Boyette will spend the week helping Yogyakarta improve its revenue system and inspections process. -47- interivey Research Morrill, Christopher Note: This research will be presented in reverse chronological order LOST SOLUTION MAY BE FOUND NEGOTIATORS TENTATIVELY AGREE HOW TO SPLIT ABOUT $45 MILLION A YEAR, BUT THE COUNTY COULD BLOCK THE PLAN TODAY. Author: Jennifer Moroz, Savannah Morning News oi Tae focat 4,pnon Sales Tax (LVYI), 11 -le cash-strapped county would get about $2.3 million a year more than it does under the current arrangement. County Commission Chairman Billy Hair and representatives of the municipalities, including Savannah, agreed the deal was a fair compromise. But some county commissioners say that it does not go far enough, and their voices count: The proposal needs the stamp of the majority on the nine - member commission to become final. Pooler Mayor Buddy Carter was confident: "We've got five votes lined up. " County Commissioner Frank Murray, one of two designated negotiators for the county, wasn't so certain. "I don't think it's an offer that has the support to pass," he said. Murrar- himself is against the fttpo �,ATP=k ,1 Hair and Savannah Mayor Floyd Adams Jr. Representatives of the other seven municipalities, which have teamed up with Savannah in the negotiations, have signaled their approval. "I think we're getting close," Murray said, "but I don't feel the offer is where it needs to be right now." Proceeds from the I -percent sales tax represent a major source of revenue for local governments, which use the money to fund services - and lessen the property -tax burden on homeowners. Over the next 10 years, the tax is expected to generate about $500 million. About 35 percent, or $175 mon, of that comes from tourist spending. The proceeds are divided based on a number of criteria- incLiidjng-,n-nMJRliw-,Ie,-i-eI 7rv%4,&-i is generated. The first split is between the county and the municipalities as a group; the municipalities then decide how to divvy up their share. Under the current distribution formula, ne-gotiated in 1995 the c gets 19.22 year. Savannah gets the bulk at 68.73 percent - about $30 million last year. Over the last three III onths, county officials have argued that they have lost millions a year as a result of the 1995 r�-q 2NVrimra k piece of the sales -tax pie. Commissioners, who just finished closing an $11.7 million hole in the county's operations budget, have blamed a large part of the countys ongoing financial woes on the prisoner issue. K0 E +, Christopher Note. This research will bepresented in reverse chronological order Municipal officials countered that the county has overestimated its losses, using faulty figures t calculate prisoner costs. Under - proposed -' 11"1:t, the county would get 17.6 percent 1'.. the sales-taxrevenue an amount equal to about $7.9 million next year. It would charge the municipalities $30 a day each municival yrisoner housed - f 1 �► 1 1� 1 1. 1 11 :1 1, f not bound over to the state court1after : days. County officials estimate those prisoner fees will bring in an extra $2.7 million a year. "I we've come to an agreement we can all live with," said Garden City administrator Tom Gates. "W tried to do what was fair and right and protect the tax to make sure it continues to exist." If agreement is not finalized by Dec. 30, the tax expires. Up until last week, nego . tiations appe 1'C.1..f.".f:. County officials had originally been asking for 18.6 percent of the tax proceeds, plus $45 a day for each municipal prisoner. City negotiators in return offered the county a 15.51 percent cut of the sales -tax pie, with no help to maintain the county jail. Savannah Assistant City Manager Chris Morrill said the proposed deal was especially sweet for the county. "They started at 18.6 percent and $45 (a day per prisoner) and look where this agreement is," Morrill said. "This is a good deal for them." The city, which last year got about $30 million of the proceeds and didn't have to pay to house its prisoners, would lose about $600,000 a year. Morrill said he did not yet know how officials would make up the lost revenue. If county commissioners ratify the agreement, the municipalities would decide how to divide the remainder of the sales -tax proceeds. That division is usually based on population, which would give Savannah 67.37 percent, or about $30.3 million next year. Bloomingdale would get 1.37 percent; Garden City 5.78 percent; Pooler 3.2 percent; Port Wentworth 1.68 percent; Thunderbolt 1.2 percent; Tybee Island 1.74 percent; and Vernonburg .07 percent. 50 Miorrill, Christopher Note. This research will hepresented in reverse chronological order February 1, #1 SAVANNAH AGREES TO IMPROVE SETTLEMENT■ JUSTICE DEPT. COMES■ ■, AUDIT FOR COMPLIANCE Kate Wiltro; Navigating Savannah's streets - and its bureaucracy - will soon get a little easier for disabled people. The city is one of 21 state and local governments that settled Wednesday with the U.S. Department of Justice regarding compliance with the Americans with Disabilities Act. Now almost 10 years old, the act requires that public facilities be made accessible to all people. Chris Morrill, an assistant Savannah city manager, said the 11 -point agreement should take about two years to complete. He estimated it would cost about $300,000, and that money would be found in the budget for the improvements. Some of the changes are easier than others. For instance, all letters sent from city offices will have a central TTY telephone number on them, so hearing-impaired residents can contact the city. City Council chambers will be fitted with listening systems for the hard -of -hearing, as will Grayson Stadium and the Martin Luther King Jr. Arena at the Civic Center. Others are more labor intensive. The city agreed to physical modifications so that "parking, routes into buildings, entrances, doors, elevators, signage, public telephones, restrooms, dressing rooms, locker rooms, service counters, drinking fountains and swimming pools are accessible to people with disabilities." Carol Bell, Central Services director, said the city would go beyond what's required. "We don't really have any qualms with the agreement," she said. City Hall will get one wheel -chair accessible bathroom, though it was technically compliant already, with bathrooms in the nearby hospitality center on River Street, said city architect Thomas Perdue. "God only knows whether the original City Hall even had bathrooms," Perdue said. "The city occupies a lot of buildings that are very historic and very old, and most of those are the ones we have problems with." K11 Internet Research Morrill, Christopher Note: This research will hepresented in reverse chronological order A November 13, 2001 1XC1iv-AN5Y5Y77P,, C-01 Author: Kate Viltro budget director for seven years. That job was interrupted with a two-year Peace Corps gig in Ukraine, where he advised the city of Lviv on finance, management and privatization issues. Morrill, who works out of an office in the top comer of City Hall, filled the spot left when Bob Bartolotta moved last October. Here's what Morrill had to say during a break from last week's budget workshops: What are some of your goals as an assistant city manager? "First, to ensure that our city employees are well-trained, that they have a good work environment and they have the support services (they need).... Next is to maintain the city's strong financial foundation, particularly through a possible recession." He also wants to improve the city's use of technology, both for services and to get information out to citizens. Another top priority is getting citizens more engaged with local government. How has your work overseas affected your views about local government? "In the Peace Corps (in Ukraine), I experienced government at its worst, where it's designed to control and keep track of people rather than provide services. It really makes me want to focus on the positive role government can play. In South Africa, post -apartheid, it was seeing that to really have democracy you have to have citizen involvement. It impressed me how diligent they were at that." How do you think Savannah changed while you were in Africa the past two years? "I think what I saw coming back was a lot more economic development, downtown and in the neighborhoods. Areas like off East Broad Street that I thought were hopeless have all of a sudden come back.... I personally have seen a much greater police presence in my own neighborhood (Ardsley Park), and the city seems a bit cleaner." What can Savannah residents expect if the economy goes into a prolonged recession? "If the recession is longer term and systemic, then we really need to look at prioritizing the services we provide and actively look at our revenue sources. I think an increase in property tax would probably be a last resort." me Internet Research Morrill, Chrhtopher Note.- This research will bepreseate d in reverse chronological order SAVANNAH HIRES NEW ASSISTANT CITY MANAGER Author: Bret Bell Chris Morrill has spent much of the past five years helping to privatize the Ukraine and create a new financial framework for local governments in post -apartheid South Africa. With that kind of background, City Manager Michael Brown figures he will have little trouble coming up with a budget for little old Savannah. Brown announced Thursday that he hired Morrill, who helped create annual budgets for the city of Savannah for the better part of a decade, as assistant city manager for management and financial services. Considered one of the top three most powerful positions in city government, Morrill fills a position that had remained vacant since October, when Bob Bartolotta left to run the city of Jupiter, Fla. Finance Director Richard Evans served as assistant city manager in the interim. Morrill will start work Aug. 13 with a $98,000 annual salary. While working for the city from 1990-1992, and again, from 1994-1999, Morrill led an eight - member team that prepared and monitored a $170 million budget. "Chris made many improvements in our budget and financial management systems, as well as in the quality and clarity of our presentation and public information materials," Brown said. In his new position, Morrill will oversee 10 city departments, including vehicle maintenance, finance, human resources, purchasing, central services and parking services. Bartolotta drew some heat from city employees during his tenure when Vehicle Maintenance Department employees claimed abuse and unsafe working conditions. The department's director later resigned during a city investigation. Some of those worker complaints led to the unionization of service employees earlier this year. CHRIS MORRILL'S RESUME WORK HISTORY 1999 -present: senior municipal policy adviser for the National Treasury of South Africa -- United States Agency for International Development 1990-1992, 1994-1999: research and budget director, city of Savannah "A Internet Research Morrill, Christopher Note; This research will be presented in reverse chronological order 1997-2000: fellow, Kellogg National Leadership Program -- studied community building in countries throughout the world 1992-1994: Peace Corps volunteer -- advised the city of Lviv, LTkraine, on finance, management and privatization issues 1988-1990: senior management analyst, city of Savannah 1986-1988: senior budget analyst, Catawba County, N.C. 1984-1985: downtown project manager, Lynn, Mass. EDUCATION Master of Public Administration, 1987 -- University of North Carolina, Chapel Hill Bachelor of Arts, 1984, political science major -- College of the Holy Cross, Worcester, Mass. Certificate in county administration, Certificate in budgeting and financial planning -- North Carolina Institute of Government in =LL October 14, 1996 GEORGIA BRIEFS Author: From wire reports City to be compensated for Olympic security costs SAVANNAH -- Savannah will receive $57,308 from the Legislature to compensate for nonpersonnel security costs incurred during Olympic yachting events. "The request was passed by the state legislature earlier on, and the governor's office gave it final approval late last week," said state Rep. Tom Bordeaux, D -Savannah. "The city is getting everything it asked for, which is a good sign for Savannah and its planning department." The money is coming from a $500,000 governor's discretionary grant fund approved by the Legislature so cities hosting satellite Olympic venues -- such as Savannah with yachting or Columbus with softball -- could be compensated for security costs. Savannah's budget director, Chris Morrill, said the money is welcome, even though all Olympic costs are already covered by the city's $88.5 million general fund budget for 1996. "It's like getting a bonus at work -- you dont go out and spend it right away," Morrill said. ACOG already paid Savannah $290,000 to help defray police overtime in a deal negotiated earlier this year by Mayor Floyd Adams Jr. The city still incurred an additional $244,000 in police overtime during the Games, although all of it was budgeted by city officials. Savannah requested compensation for computers, police vehicle maintenance, bulletproof vests and extra barricades and other items needed around the venues. Research Completed by: Vanessa Garner Colin Baenziger & Associates K, a Savannah City ManagerSurvey Sample City Manager Quality Survey Sw, — annah Uty 'ManWwr zhty Survey C.1; Darin me past three years,, how often have you attended or viewed b Wly vounail or city comftim5on meeting (select only one) SUIVeyMmkizy FIN 91`11%:SCAM. 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Ell% 249 L; IM, Sample City Manager Quality Survey(continued) Say annah RN FOM S 7Y.MTYNil 0 vi, ew (�,,Jz,' 'Please ran,k ea0i of the folio IW ng. kil-I S S the next City Manager uld have (S being the most important and I as not Important) Wong x4o"wqp FTRIAmU[ RN FOM S 7Y.MTYNil 0 vi, ew Sample City Manager Quality Survey (,,..t..,d) Savannzh City Manager Q"� lify S=cy 1, , %P;�f4 T" Mdhv�e to�drw ornmw &I; Of? %1 Kir Ul Wr, F CAU—* ftx Sunv, -y .Nonk 44 5 %LtAL TOW VIW&vd Awwaqv OASK U. 4A f 14 V 4-31,1 2,0.w,; sf— i 2fil 11 416 Is 442 7-I55% 12 OAS% 5-,3rA CIM 0 251 s C� T 15 lk% !&WA 4T Vitk, OA3% 13 Xc,', 5 4A1 DM 27 24 4 USM BM 14AM 2L5416 4iBmTN M% SIkq% IT"R11% 27 DIVI-1 ",W( see,. 21 COB% Ca IN, 1! 4�11i.� 31,715% V..72% D.UM �;, 19 77 � �, I -,; 79 91 108 1 R2 SJU% Ltm 4125"A 23 21" 79 1971 1 &02% 23,74% =11M 33.9 1% &Vq16'I 23 -IF 17� 51S&A,', TM% 2rVP,% 37 171A, lie 7,W� kCTI% 2V1,32% WIMA DAS% Z) t. 22,97% 271I.a% 37 1�r, 12,,2 141 5 445 I'M T.1r% 241VA IS 5-1141. U.413w% tZr% 16 4 2z.112% 21W6 1.44% 37 7 Savannuh Siavey Sun-eyNiankey TIJY-TUZ710��7�L v1LvL 1. City Manager? A dedication to addressing the gun violence in our city. More visibility to the community as a whole �ic--Iuding the unincorporated areas, not just to specific groups. Interest in building a bike and pedestrian friendly city. A major interest in the environment and sustainability of it. A familiarity with and support for Complete Streets. Good working relationship with citizens and police. Ability to work to preserve neighborhoods. Savannah is not just for tourists! Highly ethical business practices. High moral values and integrity. Verifiable track record of previous accomplishments in government or business. Increasing mobility using plans like "Complete Streets". Making public transportation available for all in it&RAe, agenda (the)�re composting in San Francisco these da)T). rd like to see the City Manager riding his bike to work or walking to work and incorporate a plan to always include sidewalks and bike paths in infrastructure for existing and especially for new development Someone who will place traffic calming and safe streets as a top priority. We have virtually no traffic enforcement (60 mph on E 52nd, my street, is not uncommon and there is NO police enforcanent). We need to start making S�v-annah A- Bike City fhendly and make better changes for cyclists safety, so that we won't have another horrible accident like on BRAG again. Commitment to transportation issues in traffic calming through downtown for pedestrians, bicycles, cars (speeding) and public transportation. Too many accidents, by any of these modes of transportation, are completely avoidable or at least able to be lessened by enforcement of existing laws or the develo'n-ment jfpreNrention measures. Focus on the planning, development and maintenance of complete streets. Previous experience in a city with similar challenges would be ideal, along with a demonstrated ability to manage large public projects from start to finish. He or she must be someone the city staff will respect and find good to work f6r. I guess this is having the skills that most employees like to see in their employer. The new City Manager should also have skills in delegating responsibility and giving credit to others for their successes. *16 samples responses from the 230 received. lim St. Johns County, t, i E;, L. . VL%I 4 1 1 LiL1L "1, 0 ) 1 is g I o : 4 , EXECUTIVE SEARCH FOR THE COUNTY'S NE ADWGSTRATOR; AND PROVIDING EFFEMVE DATE. identify and recommcnd strong candidates to be the County Administrator, I and then provided the County Commission with comprehensive materials concerning candidates' aptitude, experience, background, complete and thorough interview, refc=mnc extensive checks of criminal, civil and financial historj6 verification of employment education, and exhaustive reviews of Internet and newspaper archives of these candidates; and] WHEREAS, CB&A's process was completely open, fair and unbiased and was & Associates for its efforts on behalf of the county-, la",� - 341611111CI A p[j) 11 �i]1111110'11 1 � 1 IF!11, Ili l 1 i 1, 1 illilill": i ilriii1, M, Section 1: Recitals. The preceding recitals are true and correct and are incorporated herein by Us reference. In Section 2: Acknowledgement The County Con °o wishes to express its sincere assisting the county in finding its County Administrator. PASSED AND ADOPTED by the Board of County Commissioners of St. Johns Conn ty,ori da, this .11 aj day of August, 2007. ATTEST: Cheryl Strickland, Clerk Dep MAI( nM R.1" f �� M Commentsfrom/ CB&A's VettingProcess 4wfrnan Ma (obstrurrm '0 A JOURNAL OF NEWS AND OPINION Weekly comments from Dale Martin By Dale Martin, City Manager, City of Fernandina Beach March 18, 2016 1:00 am. The historic information provided to the City Commission for each candidate was extensive. Reading through the older - �--? issues from earlier days illustrate some peaks and valleys over the past twenty years. It has been a wonderful ride. Note: Mr, Martin reminisces about his career for the remainder of the article. The full article can be found at: llttD:Hfernandinaobserver.com/2016/03/18/wetld -co mments-from-dale-inartin-5/#more.-65218 W Executive Search Proposal for �&VLMT IIT#f7MI7*MIwT=07'fX* * r 0 hT;]7j In F4,W40H, M 3040 Holcomb Bridge Rd. Sulte A-1 a Norcross, Georgia 30071 * (770) 449-4666 * FAX (770) 416-0548 &I*vJnQb*IhouWn&t "M&j#yLnw*&sm SLAVIN MANAGEMENT 0 N S U LTA N T S ffir. r1lichael Simon Assistant Director Rr 710 N. Federal Hwy Boynton Beach, Florida 33435 C T. 7 kT1 1.9 17171 IM, A gob - a `0111110@19 WON loll I I 1111imi 11:401-11 A 1.111 ow 1,16, U candidates who meet these criteria. Once the profile �as been developed and approved by the Board we will have no difficulty identifying quality prospective candidates and becoming immediately productive. As a high quality, independent management consulting firm, Slavin Management Consultants is most capable and interested in providing these services to CRA, This proposal commits the highest level of oui firm's resources. 1, Bob Slavin. will manage this search and Randi Frank and I will serve as its primary consultants, I have a strong and proven commitment to providing exceptional recruitment services to g,wblic aqe cies and have received manN accolades suv".ft....orntin this work, Mr. Paul W -en k ---r Krings will assist with the project. All four project team members are available to begin this project within two week and to complete it within ninety days thereafter. SMC is a national firm, strategically based in Norcross, Georgia for easy access to Atlanta's Hartsfield - Jackson International Airport - the world's busiest airport. We have affiliates in Burlington, NC; Cincinnati, OH; Dallas, TX. Dunedin, FL; Wallingford, CT; CA; Mackinac Island, MI and Mesa, AZ. Thank you for the opportunity to submit this proposal. We look forward to working with Boynton Beach Community Redevelopment Agency on this highly challenging and very important assignment. If you have 4uestions concerning this proposal, please contact me at (770) 449-4656. Very truly yours, Robert E. Slavin, President RES/jf 3040 llolcomI3 Bridge Road a Suite Al Norcross, GA 30071- 1357 & (770) "9-4656 - FAX (770) 416-0848 PROPOSED PROJECT T .......... Robert E. Slavin, President ...... 2 Randi Frank,Managing sl n .... , ... 2 David rin s, ICMA-CM, SIVIC Managing Consultant Paul Wenbert, SMC Western Regional Manager C Organizational Chart PROJECTL .... Develop Position Profile., Identify lified Candidates_ Evaluate ro ive Candidates .... Preliminary cree ing and ProgressReport, Selection and Employment .............. . In-depth Screening andFinal Report Establish v l tion Criteria. 7 Follow-up .. 7 Reporting ... 7 Deliverables .. 7 Guarantees. .. eerences .. . PROJECT SCHEDULE. FEESTRUCTURE .,.. 10 Professional Fees, 10 Expenses....... 10 AGREEMENT FOR VI . 1 Pro Forma Invoice Clients ! Stateme •: ■ 411r. Michael Simon Assistant Director Boynton Beach Community Redevelopment Agency (CRA) 710 N. Federal Hwy Boynton Beach, Florida 33435 Re: Proposal for CPA Executive Director Search Dear Mr, Simon - Slavin Management Consultants (SMC) is pleased to submit this proposal to conduct an executive searc for the next Executive Director for Boynton Beach Community Redevelopment Agency (CRA), The purpose of this project is to help the CRA Board of Commissioners (Board) to develop and agree to a comprehensive position profile for Executive Director and then to identify, recruit and present outstandinf candidates who meet these criteria. Once the profile has been developed and approved by the Board v;4 will have no difficulty identifying quality prospective candidates and becoming immediately productive. As a high quality, independent management consulting firm, Slavin Management Consultants is most capable and interested in providing these services to CRA. This proposal commits the highest level of o firm's resources. 1, Bob Slavin, will manage this search and Randi Frank and I will serve as its primary consultants. I have a strong and proven commitment to provng exceptional recruitment services to public agencies and have received many accolades supporting this work, Mr. Paul Wenbert and Mr. Dav Krings will assist with the project. All four project team members are available to begin this project within two week and to complete it within ninety days thereafter. SMC is a national firm, strategically based in Norcross, Georgia for easy access to Atlanta's Hartsfield - Jackson International Airport - the world's busiest airport. We have affiliates in Burlington, NC; Cincinnat OH; Dallas, TX; Dunedin, FL; Wallingford, CT; CA; Mackinac Island, MI and Mesa, AZ. Thank you for the opportunity to submit this proposal. We look forward to working with Boynton Beach Community Redevelopment Agency on this highly challenging and very important assignment. If you ha� - questions concerning this proposal, please contact me at (770) 449-4656. Very truly yours, SLAVIN MANAGEMENT CONSULTANTS Robert E. Slavin, President RES/jf Robert. E. Slavin. President FMIWIMI ZUTTisfill! 39NR&1FFMM5J11 the Federal Government. or Mr. Stavin began his local government career in 1967. His experience includes twelve years working directly for local governments and it includes seven years as a principal consultant with the government search practice of Korn/Ferry International, the largest private sector search firm in the world. He headed the local government search practices for Mercer/Stavin, Incorporated, Mercer, Stavin & Nevins and Stavin, Nevins and Associates, Inc. Mr, Slavin now heads the executive search practice for Stavin Management Consultants. Clients include state and local governments, nonprofit and private sector businesses all over the United States. His experience includes search assignments for the 1984 Los Angeles Olympids Organizing Committee. Mr. Stavin's experience and qualifications include organizational analysis, classification and compensation studies, and assessment centers and human resource's systems studies. Before being invited to join KorntFerry International, Mr. Stavin served as Assistant City Manage r/Director of Human Resources for the City of Beverly Hills, California. While at Beverly Hills, Mr. Slavin conducted many executive level recruitment assignments involving nationwide search and placement, Before joining the City of Beverly Hills, Mr. Stavin was the Assistant Personnel Director for the City of San Leandro, California, Before Sari Leandro, Mr. Stavin was on the personnel staff of Santa Clara County, California, His assignments included recruitment, classification and selection for the County's Health Department, Medical Center, Transportation Agency, Sheriffs Office, Superintendent of Schools, Fire Marshall, Assessors Office, Library System and County Recorder's Office. Mr. Stavin received his Bachelor of Science degree in Political Science from the University of Santa Clara, and has completed the graduate course work for a Masters degree in Public Administration at California State University at Hayward. lie is a Certified Professional Consultant to Management by the National Bureau of Certified Consultants. 9 International City/County Management Association 4 American Society for Public Administration 0 International Personnel Management Association 0 IPMA - Human Relations Commission 0 IPMA - Publications Review Committee Certified Management Consultant (National Bureau of Certified Consultants) Government Finance Officers Association National Forum for Black Public Administrators Southern California Public Labor Relations Council Southern California Municipal Assistants Bay Area Salary Survey Committee &aqdi Frank, At 7 gL Ms. Randi Frank is an independent local government human resources management consultant based 1F. Wallingford, Connecticut and an affiliate of Siavin Management Consultants. Her varied background include�� -is M Q i 4416W d1rdVeT the Insurance Institute of America and a certified woman owned business in Connecticut. From her dive b k UnAkyj a 00M 0 4T11 9UT-ITO S 2HR International City Management Association - Conference Fellow Connecticut Town & City Manager's Association - Board Member International Personnel Management Association NEPELRA & CONNPELRA CT PRIMA - President, Past -President, Secretary -Treasurer Truman Scholar & Member of Truman Scholarship Association David Krinus. 1CMA-1 SWC Manauina Consultant Mr. Krings has more than 35 years experience at the top levels of state, county, and municipal governments. He is internationally recognized as a state and local government management praconer and consultant. Mr. Krings has been on the professional staff of governors in both Wisconsin and Arkansas. He served as the County Administrator in Peoria County, (Peoria) Illinois and Hamilton County, (Cincinnati) Ohio. Both Hamilton County and Peoria County received national recognition for innovative, quality management during Mr, Krings'tonure. Mr. Krings also served as the Assistant Executive Director for Ramsey CountyPaul) Minnesota. BA frorn Carroll College (Waukesha, Wisconsin), fie has also studied at schools in Denmark and Mexico. In 2005 Mr. Krings began his encore career, still in public service, but in a much broader capacity than in !!i years. He is the part-time Administrator of Lockland, Ohio. He served as the part-time Advisor to the Mayor in Newtown, Ohio, He has had scores of consulting engagements with local jurisdictions and not - for -profits (largely through TechSoli a not-for-profit consulting firm). He has been certified as a local government expert in litigation involving local governments. He has been on an advisory board of a company providing inmate telephone services (DC Telesystems). In 2009 he associated with the firm Good Energy to consult with local governments in the provision of cost saving electricity purchasing. He is also a managing consultant for Slavin Management Consultants, Highlights from Mr. Krings' 13 years as Hamilton County Administrator include: • Responsible for $2.3 billion budget; • Oversaw more than $1 billion in development of Cincinnati riverfront including construction of a new NFL football stadium and a MLB baseball park; • Developed small, minority, and female business development program; • Governing Magazine and Syracuse University gave Hamilton County fourth highest grade among America's large urban counties for overall management; • Gold Seal for Good E -Governance from National Academy of Public Administration; • Top rated web site from National Association of Counties; • Numerous Government Finance Officers Association of United States and Canada awards for Distinguished Budget Presentatiom and • ICMA Center for Performance Measurement Certificate of Distinctiov. Organizations ICMA--Past President and Board Member National Association of County Administrators (NAGA)—PaSt President and Board Member First person to be President of both ICMA and NACA Recipient of American Society for Public Administration chapter Good Government Award Adjunct professor for University of Cincinnati and faculty member of University of Illinois, Community Information and Education Service Paul Wen&gdSMC Western ReaJonal Manager Mr. Wenbert has more than thirty years of professional local government experience including twenty-four years of executive level experience with thirteen of those years as a city manager. Mr. Wenbert joined Slavin Management Consultants in 2007 as Western Regional Manager. He is headquartered in Mesa, Arizona. Most recently, Mr. Wenbert completed seven years of service as Deputy City Manager of Mesa. His career highlights include nine years as City Administrator for Newton, Iowa-, four years as Village Manager for Villa Park, Illinois and four years as Assistant City Manager for Ames, Iowa. Early in his career for Mesa, Arizona and Marion, Indiana. Mr. Wenbert earned his Masters in Public Administration degree from Arizona State University and his Bachelor of Science degree From Indiana University. He is also an ICMA Creclentialed Manager. His career highlights include: • Chaired Keep Maytag In Newton Task Force which facilitated retention of more than 2,000 jobs and addition of 440 jobs and $41 million of investment • Instituted Productivity Improvement Programs in Newton, Iowa and Villa Park, Illinois resulting in more than $3 million of savings • Negotiated revised 28E agreement with twelve local governments for regional landfill operated by City of Newton and involved in many other intergovernmental relations actives in Newton, Villa Park and Mesa, Arizona • Supervised city departments with $470 million budget and 1,100 employees in Ames, Iowa • Directed $80 million five-year Capital Improvements Program budget in Ames • Served as chief negotiator on collective bargaining team for police, fire and blue collar union negotiations in Ames • Worked for the City of Mesa during the time period when it was the fastest growing community in the United States and was involved with many growth issues such as infrastructure planning and financing, freeway interchange decisions and allocating resources equitably to newly developed and existing areas of the community • Designed and administered first personnel and wage classification system for City of Marion, Indiana • In all positions enhanced citizen connection to city government through various methods including citizen -based strategic planning, citizen focus groups, regular community attitude surveys, citizen academies and providing highlights of items on Council agenda • In all positions improved staff team -building through city-wide staff development and training and city- wide committee work assignments • Served as Vice -President of International City/County Management Association • Served as President of Iowa City/County Management Association P(apafed for tho BOYNTON BEACH COMMUNIrY REDEVELOPMENT AGENCY by Slavin Managerneat Consultants Received IC MA Program Excellence and for Collaborative Children and Youth Initiatives Received Greater Newton Area Chamber of Commerce Key Award for Chairing Keep Maytag In Newton Task Force Organizations ► IC MA (Past Executive Board Member and it of the three ICMA Committees ► Its City/County Management Association (Past President) ['Aywon H Wslbkon ROL," k Voyal 11 Kom FAm WE PROJECT METHODOLOGY We recommend a proven and comprehensive five-step process to complete this project. The steps are as follows: • Develop job qualifications and requirements for the position -- the Recruitment Profile, • Ident4 and recruit qualified candidates. 41 Evaluate prospective candidates. • Make recommendations, help in selection and facilitate employment, • Establish evaluation criteria and follow-up. Each step of this process is described below. tot 341 Fylard NwMfron Rat A-'- "4onof C�;nsuh'3nj I i i, nt "A(wo cw011 cm,41Aunt rW". Nflumn J IWO Gkglhe Am owak rx0mma riw KI rq�, § RowwUma I WE PROJECT METHODOLOGY We recommend a proven and comprehensive five-step process to complete this project. The steps are as follows: • Develop job qualifications and requirements for the position -- the Recruitment Profile, • Ident4 and recruit qualified candidates. 41 Evaluate prospective candidates. • Make recommendations, help in selection and facilitate employment, • Establish evaluation criteria and follow-up. Each step of this process is described below. have been in positions to evaluate the candidate's job performance. We ask each candidate to provide us with a large number of references. We then network these references to other persons who know the candidate, In this way, we thoroughly evaluate each candidate. These references and evaluations are combined to provide frank and objective appraisals of the top candidates. As part of our evaluation process we conduct credit checks and verify undergraduate and graduate college degrees. We also conduct criminal history, civil court records and driving record checks. At the Board's option, we can arrange for assessment centers and/or psychological (or similar) testing of the candidates. These optional items will result in extra cost. We will then meet with the Board to present a group of well-qualified finalist candidates for interviews in Boynton Beach. These final candidates will not be ranked because, at this point, they will all be qualified and it will then be a matter of chemistry between the candidates and the Board that should produce the final selection decision. Our final report will be presented in a meeting with the Board, This written report is a comprehensive document. It contains our candidate recommendations, details about the search, interview tips, interview questions, candidate evaluation forms and information about legal vs. illegal inquiries. The report also includes the candidate interview schedule as well as our recommendations relative to timing, sequencing, location, setting, format, and conduct of interviews. The report contains comprehensive information about each recommended candidate. This includes educational and experience information, an evaluation of the .S21)t and a statement of accomplishments and management style prepared by the candidate. Present compensation is also provided for each recommended candidate. We will provide information about trends in employment, employment contracts and agreements, relocation expenses, perquisites, appropriate roles for spouses, receptions, etc. We arrange schedules for top candidate interviews with the Board and we will coordinate the entire process. We will properly handle any and all media relations. Unless otherwise directed, it is our standard practice to tell all media that we are working on behalf of the Board and that any public statement should come from the Board directly. Under no conditions will we release information to the media unless specifically directed by the Board to do so. We will notify all unsuccessful candidates of the final decision reached. Finally, will continue to work for the CRA until a suitable candidate is recruited and hired by the Board. SMC is an equal opportunity employer and recruiter, and will not discriminate against any employee or applicant for employment because of race, religion, creed, color, sex, disability or national origin. E. Establish Evaluation Criteria Once the new Executive Director has been on board for 30 days or so, we will conduct a session with the appointing authority and with the new Executive Director to establish mutual performance criteria and goals for the position. F. follow -Up We will follow-up with the Board and the new Executive Director during the first year and assist in making any adjustments that may be necessary. G. ftpodft We will keep the CRA informed, involved in decisions and involved in the search process. We will provide frequent progress reports to the Board. H. Defiverables Deliverables include the recruitment profile (draft and final), the advertisement (draft and final), the progress report (presented in person), the final report with interview tips, interview schedule, interview Prepared fbr the :r #; BEACH COMMUNITY REDEVELOPMENT AGENCY by Slavin Managornant Consultants 7 Xuestions, candidate resumes, candidate evaluations, candidate writing samples, rating sheets, ranking = forms, tabulation forms and appropriate/inappropriate question list and negotiated employment agreemen) between the Board and the selected candidate. L Guarantees We provide a comprehensive set of assurances and guarantees to out executive recruitment clients that include: • We are committed to excellence. We guarantee the highest quality of work and its success in your environment. To accomplish this, we will continue to work with the CRA until the Board is satisfied with the candidates and a satisfactory candidate is selected and accepts employment, • We guarantee our work and will redo the search if the position is vacated, for any reason, within two years of the employment date of a candidate selected by the Board through our efforts. • We will never actively recruit any candidate who we have placed nor will we actively recruit any employee from a client organization for at least two years from the completion date of an assignment. Mr. Chuck Bean ExecuUve Director Washington Metropolitan Council of Governments 777 North Capitol Street N.E. ; Suite 300 Washington, DC 20002 Phone: 202.962.3200 Director of Transportation Planning (MPO Director) Search (2014) Mayor Gerry Welsh City of Webster Groves, MO East Lockwood Street Webster Groves,MO 63119 (314) 963-5300 -LOL Mr. Charles F. McMillan, Sr. McMillan & Associates AhOdf�-ff IMIT! IN 111 111 ! T Planning Agency Search Contact 100 Bull Street Savannah, Georgia 31401 912.233.4343 Executive Itirectir S92rcX (Curre-mt) QmgM!1A1n@M$N-ggm Mr. Tim Gilliland Director of Finance & Administration Miami Valley Regional Planning Commission 1 South Main Street #260 Dayton, OH 45402 (937) 223-6363 T-".sewOr 'u-a1mXfeta--crr4j tyAtdV follows the following pattem- 1, DEVELOP SEARCH PROCESS, RECRUITMENT PROFILE AND ADVERTMIING PROGRAM FOR CRA APPROVAL 2, 0ENTIFYQUALFIED CAND11DATES, REVIEW DATABASE, 0 0 m S. SUBMIT FINAL REPORTAND RECOMMENDATIONS, ASSIST IN SELECTION, FACIUTATE EMPLOYMENT prii!v!1!11`117!� Mgm I a F. I In WiTF-1 tie I Lom N-RMK;�m py &4-14 11 Wo meld I a] kA In [- wilrFIR 1'I Uur fees are based on a rate schedule that reflects the experience of the individual $ flat fee rate - Therefore, For this specific assignment we are proposing to use only consultants who have assignments for other clients, We will use senior consultants where i cost.cost. We will use staff consultants when feasible. The following tables show the level of involvement by project step and candidate) ASSIGNED HOURS (Approxim �a ProjectPROJECTCOSTS Mananer III. Project # t Position Profile/4 Prepare andPlaceAdvertising. I i i. i r+ s ort to the Selection t i Omni e educe Candidate Pool f � �- }I 7. Prepare Final Report with Interview �j Questions and Selection Criteria 9. Assist In Employee Selection J I lil i Goals ( f r candidate) Jill RUNNIN"k lrlr4rgrrlv.T*'.17,7f?@T,r I i I I I I Ii IlIpilip Slavin Management Consultants will comply with all applicable laws, rules, and regulations of federal, state, and local government entities. services to others, and we expect to continue such work in the future. We will, to the degree possible, preserve the confidential nature of any information received from you or developed during the work in accordance with our professional standards. We assure you that we will devote our best efforts to carrying out the engagements. The results obtaine our recommendations, and any written material provided by us will represent our best judgment based o the information available to us. Our liability, if any, will not be greater than the amount paid to us for the services rendered. This proposal constitutes the agreement between us. It cannot be modified except in writing by both parties. Our agreement will be interpreted according to the laws of the State of Florida. This proposal is presented for Slavin Management Consultants by: SIGNATURE-, NAME: Robert E, Slavin TITLE: President DATE: P—CtqkeL2§, 2016 SIGNATURE, NAME: TITLE: DATE: PRO FORMA INVOICE -, INVOICE DATE: CLIENT: ADDRESS: CITY, STATE: Progress bng for professional services Total Expenses $XXXXXX TOTAL INVOICE $X-XXX.XX $XXXXXX (Invoice_- Of r.-, -) Reimbursable axpenses at cost: Airfare $ XXXXX Hotel XXXX Ground Transportation XXXX Meals XXXX Tips XXXX Telephone XXXXX Clerical Support XXXXX FAX XXXX Messenger Service XXXX Copies XXXX Postage XXXX Misc. Direct Costs XXXX Total Expenses $XXXXXX TOTAL INVOICE $X-XXX.XX CLIENT LIST BY CATEGORY MUNICIPALITIES Aiken, South Carolina Davie, Florida Albany, Georgia Decatur, Georgia Alpharetta, Georgia Decatur, Illinois Anaheim, California Delray each, Florida Ann Arbor, Michigan Del Rio, Texas Arlington, Texas Denton, Texas Arlington Heights, Illinois Desti, Florida Arvada, Colorado Dothan, Alabama Atlanta, Georgia Dubuque, Iowa Atlantic each, Florida Duluth, Georgia Asheville, North Carolina Dunedin, Florida Auburn, Maine Durham, North Carolina Aurora, Colorado Eagle Pass, Texas Austin, Texas East Brunswick Township, New Jersey Bartlesville, Oklahoma Edmond, Oklahoma Bay City, Michigan Elgin, Illinois Bentonville, Arkansas Englewood, CO Bergenfield, New Jersey Enfield, Connecticut Berkeley, California Escondido, California Beverly Hills, California Evanston, Illinois Birmingham, Alabama Fort Collins, Colorado Bisbee, Arizona Fort Lauderdale, Florida Blacksburg, Virginia Fort Worth, Texas Bloomington, Illinois Franklin, Tennessee Boynton each, Florida Fridley, Minnesota Branson, Missouri Frisco, Colorado Brea, California Gainesville, Florida Bridgeport, Connecticut Gainesville, Georgia Broken Arrow, Oklahoma Galesburg, Illinois Brownsville, Texas Garden City, New York Bryan, Texas Georgetown, out Carolina Burbank, California Glastonbury, Connecticut Camarillo, California Glendale, Arizona Carson, California Glen Ellyn, Illinois Cary, North Carolina Grand Rapids, Michigan Casper, Wyoming Greensboro, North Carolina Chapel Hill, North Carolina Gulfport, Florida Charlotte, North Carolina Hardeeville, SC Chesapeake, Virginia Hemet, California Clearwater, Florida Hercules, California Cleveland, OH Highland Park, Illinois Columbia, Missouri Hollywood, Florida Columbus, Georgia Homestead, Florida Concord, New Hampshire Huntington each, California Coral Springs, Florida Independence, Missouri Corpus Christi, Texas lndependence,Kansas Corte Madera, California Iowa City, to Creedmoor, North Carolina Jacksonville each, Florida Culver City, California Jupiter, Florida Dallas, Texas Kalamazoo, Michigan Davenport, Iowa Kansas City, Missouri Lake Worth, Florida Riverview, Michigan Lakewood, Colorado Roanoke, Virginia Lapeer, Michigan Rock Hill, South Carolina Laramie, Wyoming Rockville, Maryland Laredo, Texas Sacramento, California Lenexa, Kansas St. Louis Park, Minnesota Liberty, Missouri Salem, Oregon Lillbum, Georgia San Diego, California Uttle Rock, Arkansas Sari Femando, California Long Beach, Califomia Sari Francisco, California Longmont, CO San Jose, California Manassas, Virginia San Juan Capistrano, California Mansfield, Massachusetts Sandersville, Georgia Miami Beach, Florida Santa Ana, California Milwaukie, Oregon Santa Monica, California Minneapolis, Minnesota Sarasota, Florida Miramar, Florida Shaker Heights, Ohio Modesto, California Simi Valley, California Muscatine, Iowa Sioux City, Iowa Myrtle Beach, South Carolina Sneliville, Georgia Neptune Beach, Florida South BnjnsvAck Township, New Jersey Newark, Delaware Springfield, Missouri New Smyrna Beach, Florida Strafford, Connecticut Norfolk, Virginia Storm Lake, Iowa Norman, Oklahoma Sunnyvale, California North Los Vegas, Nevada Sunrise, Florida North Miami Beach, Florida Takoma Park, Maryland Northglenn, Colorado Topeka,Kansas North Port, Florida Titusville, Florida Norwich, Connecticut Thomton. Colorado Oak Park, Illinois Traverse City, Michigan Oberlin, Ohio Topeka, Kansas Ocean City, Maryland Turlock, California Oceanside, California Upper Arlington, Ohio Olathe, Kansas Urbandale, Iowa Oklahoma City, Oklahuma Valdez, Alaska Oxnard, California Venice, FL Palm Bay, Florida Virginia Beach, Virginia Palm Beach Gardens, Florida Waco, Texas Palo Alto, California Warrensburg, Missouri Panama City, Florida Washington, Illinois Park Ridge, Illinois West Des Moines, Iowa Pasadena, California West Hartford, Coonecticut Peoda, Illinois West Hollywood, California Phoenix, Arizona West Palm Beach, Florida Pittsburg, Kansas Wichita, Kansas Pompano Beach, Florida Windham, Connecticut Portage, Michigan Winston-Salem, North Carolina Pueblo, Colorado Winter Park, Florida Richmond, California Worthington, Minnesota Richmond, Virginia Ypsilanti, Michigan Riverside, California COUNTIES Adams County, Colorado Brown County, Wisconsin Alameda County, Califomia Buffalo County, Nebraska Albemarle County, Virginia Chaffee County, Colorado Arapahoe County, Colorado Cass County, Michigan Beaufort County, South Carolina Chesterfmid County, Virginia Broward County, Florida Clark County, Nevada Cobb County, Georgia Dade County, Florida Eagle County, Colorado Escambia County, Florida Fairfax County, Virginia Forsyth County, Georgia Fremont County, Colorado Fresno County, California Fulton County, Georgia. Glynn County, Georgia Gunnison County, Colorado Hall County, Georgia Hamilton County, Ohio .............. -Iff'q Lake County, Florida Lake County, Illinois La Plata County, Colorado Leon County, Florida Lincoln County, North Carolina Livingston County, Illinois Los Angeles County, California Loveland, CO Loveland, OH Martin County, Florida McHenry County, Illinois l b' I I Mendocino County, California Mesa County, Colorado Moffat County, Colorado Monterey County, Caffornis Arrowhead Regional Development, Duluth, Minnesota Columbia Development Corporation, South Carolina Fresno Economic Development Commission California Fresno Redevelopment Authority, California GoTopeka, Inc., Kansas Beach,FL Los Angeles, California, Community Redevelopment Agency Mid -American Regional Council, Kansas City, Missouri Sei7e The Future Development Corp, Aurora, West Palm Beach Downtown Development Authority, Florida Housing Authorities California Housing Finance Agency Muscatine County, Iowa New Kent County, Virginia Orange County, New York Ora oorth Carolina Oklaho Palm Beach County, Florida Peoria County, Illinois Pinellas County, Florida Polk County, Florida Prince William County, Virginia Ramsey County, Minnesota St. Louis County, Minnesota Saline County, Kansas San Diego County, California San Luis Obispo County. California San Mateo County, California Sarasota County, Florida Sedgwick County, Kansas Seminole County, Florida Sonoma County, California Springettsbury Township, Pennsylvania Spotsylvania County, Virginia Tazewell County, IL Tipp City, OH Volusla County, Florida Wake County, North Carolina Washtenaw County, Michigan Whiteside County, Illinois Whiffield County, Georgia Yolo County, California Jurisdictions California State Government CDC Federal Credit Union, Atlanta, Georgia District of Columbia Fresno Employment and Training Commission, California Jefferson County Personnel Board, Alabama Local Government Insurance Trust, Maryland Los Angeles. California Department of Music Center Operating Company Los Angeles Olympics Organizing Committee Metropolitan Nashville, Tennessee Arts Commission Parkland Hospital, Texas ....... ------ al"M&Zam American Public Works Association Association of County Commissioners, Georgia Georgia Municipal Association International City/County Management Association Iowa League of Cities Missouri Municipal League City, Colorado Lake Sumpter Community College, Florida Dallas Independent School District, Texas California Bay Area Rapid Transit District, Oakland, Calitornia Dallas Area Rapid Transit District, Dallas, Texas Greater Dayton Regional Transportation Authority Kalamazoo County Transportation Authority Lee County Port Authority, Florida Metra (Chicago Commuter Rail System) Port Everglades Authority, Fort Lauderdale, Florida Orlando - Orange County Expressway Authority Port of Sacramento, California Riverside Transit Agency, Callfamia San Francisco Say Area Rapid Transit District, California Sarasota/Manatee Airport Authority, Florida Southern California Rapid Transit District �#Rllu]onr= Columbus Water Works, Georgia Ohio Public Works Commission of Fayetteville, North Carolina Rivanna Solid Waste Authority, Virginia Rivanna Water and Sewer Authority, Virginia Sacramento Municipal Utilfty District, California South Florida Water Management Distdct Spartanburg Utility District, South Carolina EEO S TA TEMEN r Slavin Management Consultants (SMC) is committed to building a diverse workforce which reflects the fa of the community we serve, honors and respects the differences and abilities of all our employees a residents, and provides employees with the necessary opportunities, tools, and support to achieve th maximum potential. Equitably managing a diverse workforce is at the heart of equal opportunity. Valuing diversity is the basis ro f a policy of inclusion. Diversity recognizes and respects the muffitude of differences which employees brii to the workplace. Diversity complements organizational values that stress teamwork, leadershi empowerment, and quality service. Diversity means striving to maintain an environment in which manage d&-.WU4'J To achieve workplace equity and inclusion, SMC will observe the practices outlined below: We will ensurethat wedo not discriminate in employment on the basis of race, color, religion nation origin, sex, age, disability, marital status, sexual orientation, creed, ancestry, medical condition, political ideology. • Our recruiting efforts will ensure that applicant pools are both capable and diverse. • We will make employment decisions based on job-related criteria and will provide oppordtunfties f entry and promotion into non-traditional jobs. • We will ensure a workplace free of all forms of harassment, • We will develop a procedure for prompt, thorough and impartial investigations of discrimination harassment complaints and will act on appropriate measures to provide remedlyor relief to individual who have been victims of Illegal discrimination or harassment. Measures to ensure accountability tor managing diversity will be incorporated into the performanc management system for supervisors and managers. The chief executive officerwill evaluate the effectivenes of our diversity policies and programs. By creating a workplace where everne can work towards their maximum r)otential. SMC WIIIIIIII CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO AHUA COUNTY, FL County Administrator x ALBANY, GA City Manager x Police Chief x Assistant City Manager x Human Resources Director x ASPZN,CO City Manager x A US TIN, TX City Auditor x City Manager x Police Chief x ►C CA City Manager x Public Works Director x BEVERLY ►LLS, CA Sanitation Director x Library Director x BOCA RATON, FI. City Manager x Asst.. City Manager x BOISE, ID Chief Financial Officer x BROWARD COUNTY. FL Assistant Director of Equal x x Employment BOISE, ► Chief Financial Officur 8 BRYAN, TX Muit'iripal Court Judge x City Manager x CAMARILLO, CA City Clark x CARSON, CA Planning Director x CHAPEL HILL, NO Tennsportation Director x Human Resources Director x CHA RL 0 TIE CN rY, PL County Attorney x CENTRAL CITYASSN, OF THE Dirertor of Security x C► OF LOS ANGELES (CA) CHARLOTTE, NO Neighborhood Services Director x COLUMBIA, MO Poli oe Chief x CULVER CM, CA Finance Director x DALLASINDEPENDENT Chief Financial Officer x x SCHOOL DISTRICT (TX) AL S, City Attorney x DECATUR, GA Chief of Police x DISTRICT OF COLUMBIA Exeralive Director Alcoholic Beverage Regulations x Commission CLIENT POSITION DURHAA0, NC City Manager City Manager Police Chief Public Works Director ESCAMBLA COUNTY, FL Assistant County Administrator ESCONDIDO, CA Civic Center Construction Mgr EVANS TON, IL City Manager FRESNO, CA (PIC) Executive Director FOR T LA UDERDA L F, PL Fire Chief FORT MYERS, FL. City Manager FRESNO, CA (PIC) Executive Director GAINESPILL, E, FL Equal Frnployment Director GLASTONBURY, CT Human Resources Director GREEN9ELT HOMES, INC. Executive Director (MARYLAND) GREENSBQRO.NC Assistant City Manager GREENVILLE, NC City Manager HAMILTON COU NM OH Jobs and rarnily services Director HILLSOOROUHC OUNTY (FL) Executive Director CHILDREN'S BOARD HOLLYWOOD, Ft City Manager JUPITER, FL Assistant to the City Manager Public Works Director K4LAMAZOO, MI City Manager Assistant City Manager LAKE COUNTY, FL County Attomey LAKE COUNTY, IL Purchasing Director Human Resources Director Assistant County Administrator LAKE COUNTY, IL HEALTH Executive Director OEPAR?MENT LAKE WORTH, FL Utilities Customer Services Manager LA PLATA COUNTY, Co I luman Services Director LEE COUNTV, FL County Administrator Human Rosnurces. Director LINCOLN ROAD Executive Director DEVELOPMENT CORP. LONG BEACH, CA Police Chief LONG BEACH, CA Executive Director, Civil Service Commission LONGMONT, CO City Manager LOS ANGELES, COMMUNITY Sr. Project Manager REDEVELOPMENTAGENCY AFRICAN AMERICAN WOMAN X X X X X X X X X X X X X I Q X X X X X X X X X X X X X X X X X X X X I FQ I CLIENT POSITION AFRICAN AMERICAN WOMAN LATINO Project Manager x Project Manager x LOS LSC (CA) Exectitive Director x x HEALTH SYSTEMS AEENCY Deputy Exec. Dir. x LOS ANGELSC UN Public Health Director x DEPARTMENT OFP LIC HEALTH LOS ANGELES OLYMPICS Human Resources Director x x ORGAN17JNG COMMITTEE Director of Venues x METROZOO (MIAMI FL) Director of Marketing x MEMPHIS (TN) HOUSING Fxocutivti Director x AUTHORITY MIAMI n) OFF-STREET Finance Director x PARKING SYSTEM MIAMI VALLEY REGIONAL Fxecutivo Director x x TRANSIT ATH. (DA YTON, OH) MIRAMAR, FL City Manager x MONTEREY COUNTY; CA Hospital Administrator x NOAH DEVELOPMENT FKOCUtIVO MFOClof x CORPORATION NORFOLK VA i luman Resources Director x Senior Engincer x NORFOLK VA Social Services Director x OAK PARK, IL WiNge Manager x OCALA (FL) PUBLIC HOUSING Executive Director x AUTHORITY OBERLIN, ON City Manager x ORMOND REACH, FL City Manager x OKLAHOMA CITY, OK City Manager x Ar BAY, FL Human Resources Director x PALM EACH COUNTY, FL Assistant County Administrator x PALM BEA CH COUNTY (FL) Ewoutivu Director x CHILDREN'S SERVI BOARD PALM BEACH COUNTY (FL) Executive Director x HEALTH CARE DISTRICT PALM BEACH GARDENS, FL City Managor (1997) x City Manager (1 Jai) x PALO ALTO, CA City Attorney x PEORM (IL) PUBLIC HOUSING Fxecutive Director x AUTHORITY PHOENLY, A Z Chief of patice x CLIENT POSITION PRINCE VINLLIAM COUNTY, VA County Executive Human Resources Director Fire Cidet RICHMOND, CA City Manager RRICH M OND, VA Director of Public Health ROANOKE, VA Polio Chief F,`conornic Development Director Assistant City Manager Director of Human Services CK LL MD Assistant City Manager SACRAMENTO, CA Human Resources Director AIA W, MI Police Chief SAN DIEGO, CA City Manager SAN FRANWSCO, CA Asslistant City Administrator SAN JOSE, CA Police Chief SANTA MONICA, CA Deputy City Manager SARASOTA, FL Human Resources Directcr SARAS07A COUNTY, FL Deputy County Administrator SELMA.AL Chief of Police SHAKER HEIGHTS, OH City Administrator SUNNYVALE, CA Public Information Officer City Clerk STRATFORD.CT Human Resources Director TAKOMA PARK, MD City Manager Re, rroatioti Director Housing and Community Development Director Pu bilin Works Director 'rNORNTON, CO Public Information Officer TOPEKA, KS City Manager Police Chief VENICE, FL Po;ice' Chief VIRGIN M BEACH, VA Human Resources Director VIRGINIA EACH PARK Executive Director UST (PL) VOLUSIA COUNTK FL County Manager Bodgell Director WACO, YX Deputy City Manager Exec. Dir. - Support Services Assistant City Manager Director of Facilities WAKE COUNTY, NC Hurnan Services Director AFRICAN AMERICAN WOMAN LATINO X x x x x x x x x x x x x E3 x CLIENT mi5olr-m ANGELES) WEST CO%ONA, CA WESTMMFLIN, PA WEST PALM OSACH, FL MCHffA, KS POSITION Executive Director Planning Director To Administrator Assistant City Administrator Human Resources Dir Community Services Qlr Communications Director Director of Libraries Housing and Development Mroctor City Manager Clty Manager Executive Uirector AFRICAN AMERICAN E3 x x x K9 x x 0 I= k x ................ The Mereer Group, Inc. Schedule (pa �e 191 The proposed schedule we recommend provides for the successful candidate to be select within I I weeks or LESS from start to finish. I M vy, IRV M r; 1,11T IF I I I 11111M, 11! , I'll rql� ii 11� 1 [�Mll 1 iii irl �.1 I Mlunnmy�- � GuaranLees fa e 13 &S___2 We make ten (10) guarantees of our search and recruitment work for Boynton Beach CRA. The ten (10) guarantees are listed and explained in our formal proposal; however, i r A 1 1111111 1 1111 m � I i � MjP:.ffgMr4r%n4 1rom I . We will keep working until the placement is made and we have a record of not fa 2. We will never recruit a candidate whom we have placed with Boynton Beach CRA as long as he/she is employed by Boynton Beach CRA without the full agreement of the CRA - 3. We will not recruit other candidates from Boynton Beach CRA for two years after completion of this proposed search assignment. 4. We wiff not p Lesg#t a candidate simultaneo to Boynton Beach CRA and any other client. This permits us to represent Boynton Beach CRA without any conflicts of interest. 5. If the selected candidate leaves Boynton Beach CRA's employ within the first two years, FOR ANY REA we will redo the search for expenses only; there will be NO FEE for our services. I K Executive Search & Recruitment div ide\ e Mercer GInc. f TABLE OF CONTENTS i, Cover Letter mmm A. Project _,_,__------- ------ 5 B. Work Plan. ^.^^^^..^^^^...... ^-.--------- 6~9 C_ Equal S%atement.,_._._......... '-....... 9 ucTimeline ...... ....................................... 10 E, Cost Proposal .......... ,,,,._,,,,~~,__,~,'.___,,,,,~,,.__,~__...... I I F, Additional Activities ,,~,,.............. ,~^~-~,,..,...~,,_~,..-............ 12 G. Proposal Acceptance. ~'.~~~~--'~-~`--'`----~~....................... ' 12 H. The Mercer I ec- C�hlanan*ce_q_--._-__-^^_____,._.._~- 13 Ill` EXPERIENCEOFFIRM ............. ^..^~..^~........ _.~.... .~~.............. .......... 16-17 The Mercer Group, Inc. for the Executive ffirector of Boynton Beach CRA Consultants To Management 3245 S. Adande AveSle. 60-7 Di�vztma Mark Sharm. FL 32119 &H ( 727,12 14-86 ZI Chairman Steven B. Grant, Board Memlxvs Joe Casello, Christina L. Romelus and Justin Katz Bovnion Beach CRA 76N Federal Highway Bovnton Beach- Florid -a,334- 35 I'lie Mercer Group, Tne. understands the Boynton Beach CRA wishes to engage the services of an executive search finn to conduct executive search and recruiting services R)r an Executive Director - The Mercer Group, Inc. is pleased to assist the CRA to rccruit exceptionally well-qualified cmdidates for the, position of Executive Director. If selected to conduct the search and recruitment, process for this position, we will have no dffficulty beginning immediately LEI ensure a smooth process. It is our understanding that the scope of work, minimum responsibilities, and search aind recruitment semices shall include, but not be linifted to, the folloving, a Development ofCandidate Profile and Recruitment- * Strategy Outreach to best -fit candidates and Advertising Campaign. * Candidate Screening, * Candidate selection, background i.. offier. * Appointment and 11ollow-up- r , JL FT,■ Director position are as follows - a To conduct on-site needs assessment for the new, Executive.Director. 0 To develop a comprehensive posdtbn protile. * To encouridge top level people lo apply who would otherwise be reluctant to respond to an advertisement. 9 To save a cansidemble amount of the CRA's firne in estabbbing a position prolik and reviewing applicants. * To comply Mth appropriate personnel regulations and state la%vs (i.e., EEO, Affirmfive Action and 0 Tu indupendently and objectively assr--ss thc quafificatiom =W suitabilityL)fcandidate-& ii3r the position. PINPOINTING WORKABLE SMUTIONS FROM OUR OFFICES NATIONWIDE' I Page Two October 25, 2016 • To respond to all candidate jrq uiries, and produce all correspondence during the search. * Ta mail an information pac k -.t supplied ky the CRA to all qua] i fied appli cants. * To recommend a pool of r=1 -Jst candidates to the CRA Board Membcn- * To coordinate a community �maet and greet!' f'un ction for the finalist candidates. * To coordinate finalist candUate interviews with the CPA Board Members. o To preserve the confldentialit:�Y of itiquirics to the degree possible under Florida law. 6 To assist the CRA Board fWn,rihims in reaebing a final decision. 9 To assist in ncgodalu'�g a ct:mpensation package with the suocessfu I candidate on behalf of the CRA Board Members, 0 To keep the CRA Board Marukrs clos* involved in key decisions and informed of our progrcss. The purpose for engaging the services of' an executive search firm is to seck out and recruit experienced candidates, ajid z assist the CRA Board Members in selmling high]): quafied individuals who rneet the profile and needs of the CRA and who might not olherwi%--e apply. The Merecr Group, Inc. is well-qWified to assist the CRA with this projw. Most MIC-ently we have successfully cotnp7ccd and/or currently engaged in seamlies for the Cities of Largo, Deltona, Port Orange, StPeimburg, Temple Twace, St. Pete Beach, I Gainesville, Dunedin, Deerfield Deach, I fc-diandale Beach, Plant City-, Pompan o Reach, St- Cloud as, well as Hillsborough Coimty., Citrus. Count- as n oast rans ( Polk County, Pinell Su c T i Authority and TBARTA. These are just tile Florida recruitments; there am many more in the Southeast and nation-wide. 11e Mercer Group, Inc. hw-, beer in operation for over twenty six years with our corporate headquarters in Atlanta and bratich officcs in thirteen (13) states, including Volusia County Florida. The Mercer Grou7pl, 1-ne. has the. rasources available to conduct this search and avoid untimely delays in the proem- If vve are selected, I will parsonafly lead this recruitment from our Dayton Beach Shores afllc�2'. with 30 years of local government experience, including four (4) City Manager positions in Florida, I am uniquely qua -lifted to lead this search for Boynton Beach CRA's new Execut,-,,�-. Director. "I'liank you for the opportuni�y Io assist the CRA with this important assignment. Please contact me directly at 727-214-8673 ifyou have any questions. Sincerely Yours, 771R. 1111I14"111,111 C-11101,111. 1. WY 1. Thc Mercer Group, Inc. is an independent management consulting firyn incuTporaied in the State of Georgia and operating naticon-wide. The firm was founded by Jam es L. Mercer, a long-terin k� public managernent consultant. The firm - 8 conducted busin ss u der the e The Met . . ha 0 U Wrn cer Group, Inc. since February, 1990 and is registered with the Florida Department of State. Mr. Mercer aarted his own firm in 1981 and. in 1984, merged it with another consulting firm, Wollie & A,.,sociates, Inc, On June 1, 1986, Mr. Mercer acquiivd the Human Resource �md Organi7tational Consulting Practice of Wolfe & Associates, Inc, This acquisition Jbi-m-ed the basis for Mercer, Slavin & Nevins, Inc. Ile sold his interebt in Mercer, Slavin & Nevims, Inc - early in 1990 and founded The Mercer Group. Inc. Pie Mercer Group, Inc. proAdes exceptionally high quafity management consulting services to state and local govenunents. transit authorities, health care providers.. utilities. special districts. -md private sector clients. Specialty practicc areas include: executive recruitment. organization and operations analysis, productivity improvement, strategic planning, management systems, conipcimtion/classificatioiittlaLv studic -■'vatization. bud' evaluation services. government consolidation and organization development, training, and general manag eent consulting. Out key consultants have conducted successful searches Ibr hundreds of public &=tor organizations nationally mid can offer nurnerous references as testimony of our work - While this irnjx)rtant engagement for the Boynton Beach CRA will be personally led by W- D. Higginbotham, Jr-, it will be msisted and supporte�d by Jaincs L. h4ercer- Mr- Niercer has conducted -or assisted in the conduct of more than 2,000 successful executive searcha-c. in recent years. The spee-truni of ouTwarch experience is below, Mr. Mercer's resume is included below,, as i% Mr- Higginbotham�s. Mr. Mercer is the Chief Executive Officer of our firm. 'Ihcrc is no pm-nt, subsidiary or affil iation of other firms. The closed service office and our corporate headquarters are as follows: The Mercer Group, Inc. fAqA-9- Atlanta. Georgia 303A3 (770) 551-0403'j; FAX: (770) 3919-9749 Federal Tax ID No.. 58-1877068 'fhe.fflercer Group, Lnc. — Higginbotham, Jr, Senior Vice President 3245 S. Atlantic Ave., Suite 607 1)ayt�ona 727-214-8673 iggilhk±19E�KE60 RL�l —11ILK01 L The Mercer Group, Inc- for the Executive Director of Boynton Beach CRA Page I 'The Mercer Group, Inc. EXECUTIVE SEARCH TEAM lbr BOYNTON REACH CRA EXECUTIVE DIRECTOR Jim Mercer President Santa Fe, N'm W.D I liggin-Imt liam, Jr Sr. Vice 11resklent DaytGna Reach Shores FL i. Dona Hunt Exeeutive Amists tit Dayton Beach Sliom. FL Karolyn Prince -Mercer Sr, Vice Presidvat Santa Fe, NNI The Mercer Group, Inc. for the Executive Director of Boynton each CRA Page 2 C. Resumes of Our Key Staff I. James L Mereer, President - Ad nta, and Santa Fe Officesz I'voiev. SuTwwrli 4. Time Comm](menti The members of our firm have the quality Unie to devote tothis search so as to meet Bopton Reach CRA's needs - BALANCE OF THIS PAGE INTENTIONALLY LEFT BLANK The Mercer Cxoup, gnc� for the Executive Director of Boynton Beach CRA Page 4 111. SERVICES, TIMELINE, AND FEES a F'lr oach. I r E r F I' m cli 'itv� P _ ant ta� .� c� S a kgpfEr�vi;esu�and fe�� it tMiggr It is our underq1aWiiX_g that the Boynton Heach CRA is in need of Executive Search Senlice-, for an F.xceudive DiNctor Recruitment. ft is our -ftirther it ,l, that flu� scope of work, scarch an6 recruiuncal services shall include, but not be limited to, the following- DemJoprncrii uf Candidate Pmffle and Recruitment. Stralqu Outreach to bost-fit candidates and Advertising Campaign. Candidate Screening, Candidate SeICC601L background and o(Tur. Appointment and follow -tip. Thc objectives that we %vill meet in order to find the best qialilied candidates for the'Executive Director Position are as folio %,s: * To conduct on-saie needs assessment for the now Executive DWelor, 0 To develop a comprehensive position profile. 0 Fo encourage top level people tt) apply who Avu ukl otherwise be reluctant w mspond to an advertisement. * To save- a considerable aniount oftlie CRA's time in eqablishing a position proffle and reviewing applicant& * To comply with appTopiriale personnel regulations and state laws (i.e.. FE0, Atrufflalive Action and ADA). & To rv%lx)nd to all candkiate inquiries and produce &11 correspondence during the search. * To independently and objeetivety assess the qaifications and suitability ofcandidates 1br the position. 0 To nvail an informatign packet supplied by the CkA to all qualified applicants. a To recornimend a pool of finalist candidates to the CRA Board Members. a To coordinate a community -meet, and grect" function for the finalist candidates. 0 To coordinate finalist candidate interviews with the CRA Board Members. * To preserve the confidentiality of inquiries to the degree possible under Florida law. * To assi-st the CRA Board Memben in reachin-, a final decision. C * TO assist in negotiating a compensation package with the successful candidate on behalf of the CkA Board Members. * To keep the CRA Hoard Mienibers closely involved in key decisions and infornled ofour progress. The scope o f the pro�tect will be sufr .1ciently broad and in-depth so as to meet the rcqairemems of Boynton Bcach CRA_ Our approach and styk,, are interactive, we form. a PaTtnersbip 'Mili our client to conduct a project, froin which file Boynton Beach CRA will benefit through ease of implementation. -117r n The t4lver Group, hic_ for the Executboe Director of Royntonfleach CM, Page. 5 I - Position Anahsis We will have exLensive consultadoil with Boynton Beach CRA's Board Members and/or key ,niall"aswell as other individuals or groups (as the CRA Board Mem-- en; vvish) to detemine the CRA's visionlinission, goals and ol�jccti ves, the nectis and i8-lueb, requirements ofthe job, and to oblain infinn,.,adan abou. ttheenAronmcntwi. inwhichthe ith passition-f�� Based on those meetings, we will prepare a draft position profile and mview it with the CRA Roard Members in order to arrive at a gelle-ral agreement rquzarding the, speccations for the po<dtian. The final position profile will include information about Boynton Beach CRA, the CRA Board Mernbers. st4fr, 1-naJor issues to he faced. the position, and the selection criteria established, 2. Recruitment Preccm Becamse we have recently completed similar sewches, we will first review our database to dete-rinine those candidates �vhorn we may already know andior already have on rile who rnky meet the CR A's specifi cations. Although this process is valuable, we will rely most hwv'lv on our o"."n Curilacts in the adminiZtratioiVinariagement field, Community and Dow-ntown Redevelopment filed and on our own experience- Through "networking", we 'will conduct a nation-kkide search., while undcr%tanding that the preference niky be a candidate with Florida experience and/or knowledge. for the best qualified candidates and Invate them it) apply ]-or the p(�sition- The Mercer Group, Inc. for the Executive Director of Boynton Beach CRA Page 6 We will be responsibh� for screening die applications y,; This initial screening will be eunducwd by MW 11i"fiabotham by telephone with the prospective. candidate. Wewill conduct fille-niew,-; with references w -ho may know the candidate's backgreand and expertise by telephone. Wh�re feasible, wo will also conduct personal face -10 -face interviesms with top After nwiew by the CRA Board Mombers.. we -will personally interview each candidate using various interview techniques. We will closely examine their experience. qualifications and achievements in view of the selection criteria and our prolessional experlise in evaluating'. the qualityy of such qualifications and achievemento, S. Background Invest As part of our process in evaluating top candidates, we make detailed and extensive reference checks. In conducting, these. it is our practice to speak directly to individuals who are now or havc, previously been in a Position to evaluate the candidates'job performance. I'lie Mercer Group, lite, for the Exerutive mrert(ir of"Boynton Beach CRA Page 7 6. Interview Procesm We Mll also provide the CFA Board Members; %V-1th. our m-wnimendations relative to tirning.. sequencing, location., settin& fomiat, and conduct of inter0ews with the finalists. We will provide infon-nation aboat trends in employment. employment contracts and ageements- relocation cxpense�, perquisites, appropriate role for spouses. receptions, etc. We will arr-angg schedules for top candidate interviews and will coordinate the process. 1, VITIM14111 "a III 3111FUG11 UNT11111"W"MM"I'' -1112"InJE1110,111 TbA Mercer Group, Ing. for the Executive Director of Boynton Beach CRA Page 8 7. I'Ve will properly handle any and all media relatiora, Unless otherwise directed, it is ma standard practice to tell all media that we are working on behalf of the CRA Board Members and that any public statement should come directly from the CR.A Board Members. We will maintain confidentiality of candidate intbrmation, as possible, tuider Florida lamr. Finallywe will notify all UnsuccessfW candidates, who were not recommended for inter%ievv with the CRA Board Mernbcrs, of the final decision reached. However, we suggest that it is inore proper for the CRA -to directly nofii)y all Urtsuccessfid candidates, whom they interxiewed, of the fixtal result. Rzilons Zoncernin 17 MUM process 170 g 'I at all time s, Ve -%ill prepare and send weekly e-mail updates and progress reports of the Search. These reports wil I contain a progress report on the recruitment �md specific qeps it) he taken to meet the CRA's de�lines_ Armnging interviews With Boynton Beach CRA"s Board Mernbers, staff and others desired, i It k the policy of 'The Mereer Group, Inc-, to Lssure equal opporitmity bascd on ability and fitness for all. emplor r _4 color. religion, scxt agpmarital or veteran's statm, =fional origin, or the presence of any iensory,, mental or phYNWal disability- Such policy shall apply., but not be limited to, hiring, placement, job Ow"ificattransfer or promotion, demotion, recruitment, advertisin or solicitation for employment, rates of pa�y or other Forms- of compensation, selection. IJ , or train -Ing, care -or development, layoff or termination, 11C intent of this policy will apply to internal operations, recruitment and consulting activities �zonducicd by our firm. ` ... ....... . ......... . . . . . . The Mercer Group, Inc, for the 17,xecu+ thre Director of RRynten Be2ch CRA Page 9 D. End—ect -Sebeduic and 11knelige (subject to approval by the Boynton Beach CRA) Interviews/ConSUItatiOn with the CRA Board Members and Othen (as desired) to Develop Week One Characterisllc,_� and Attributes of a Successful Candidate. Develop Comptmsation Package .4nd, Job Description. Approve. Recruitment Materials 'eek 'Three Access Data Base for ,rargeted Recruitment of Qualified -Individuals and Place Athj Wcck Three (Bcgiu Search) Send Recruitment.MateriallInvitation Letter Week Thrce through Seven Outfeach'I'clephone Calls Week Three throu J,, i Seven AcknowiLdge. Reccipt ol'Appliratio n Matcrials, As received Screen Applications AgaInst Selection Criteria and Consultant Intenriewn of Top Candidales Ongoing ftough Week Sev] Meet with die CRA Board Members to Review Week Eight (Within 35 to 45 Days Top Candidates and Assist in the Selection of Begion"Search, Provide Ing offinalis-ts Candidate Information) Z��� Send Interview Guide to the CRA Board Members of Selected Finalists Week -'Fen Community Meet & Greet and Conduct Intervievvs uf Selected Finalists Week Devi klake SCIUCtiOn Week Eleven Negotiate Agreement Wcr&:k Eleveu Notilry Candidatcs Not Selected I At close of search process The Mercer Group, Ine. fur the Executive Dire Graf Boynton Beach C11A Page 10 E. 'Cost Pr A for Professional Recruitlieft for Executive Director The Mercer Group, IDc. proposes a total fee, including aH expenses, for the Executive SearchiRecruitment Services as a 11ked amount of 515,750. There will be NO additional costs or ripenses paid toThe Mercer Group, Inc. for our stervices. Ilerns; and their msociated costs for oursemices are as fiollows: Position ArWysis.............................................................. S 2,000 Outreach Campaign,. ...... 2.500 Resume Review ...... ........ ............ _ ........ 2,750 Candidate Screening.. ...... ...... ........ L ...... ........ 2,750 Background Investigation... ... ...... ........... .......... ....... 3.250 0 - Interview Process, ......... ................ ....... 1000 ,Negotiation and Follo w -up. . . - - . _ . ... __ .......... .............. ------ 500 TOTAL FEE ........................................................... $159750 The costs for final candidates to travel to Boynton Beach for jnWrvievvs, as the CRA Board Members desire, art: not included, Such costs are normally paid by the client on aroirriburse- ment baqis, directly to the candidates, These costs are extremely difficult to estimate because they depend an where the, candidates are, located. In r .,encral, out-of-stzac costs ruu ubout. $600 to $750 per persom Boyriton Beach C' "s liability to T'he Mercer Group, Inc. for sen4ces rendered under our agreement will not exceed the agreed upon price as stated above. We will subuift regular invoices for our fees. It is our practi.ce to bill one-third at the start of the -search, one-third upon dclivcry of the semi-finalist application materials, and one-third upon Selection of the successful candidate. We will comply with all applicable laws, rules and regulations of federal. state and local govemment entities. TOM developed during the work. in accordance with our professional standards. We assure you that we will devote our best efforts to carrying out the engagement. The results obtained, our recommen a ; n mid any written inaieri�d provided by us will represent our best j udgment based on I he infonnation avail able to us. Our liability, irany, will not he greater than the amount paid to us for the services rendered. The hourly mw R)r my services ttueT rnight request outside the scope 01 - I ins se"k)r" this proposal is $125.00 per hour. ��,7 ,s , ter, �WVVLLRIISLI Tbe Mercer Group, Inc. for the Executive Director of Boyntor Beach CRA Page 11 F. Activ_ _ the Selection Process SIGNATURE. . )-,P ITFLE: ATE. The Is4ercer Group, IncjOr the � ufl-v Di � Bea --h CRA Page 1 THE MERCER GROUP,11N.C. GUANTEES .H. The ten (10) auarxntis our mearch work- are ex Wned below: 1. Client Or-ganization: The client is defined as the entireentity� including all repartments. divisions, sections and groups. This assures that all of our gmarantees apply to the entim client organization. 2. Two -Year Off Limits: Wc will not rei�xuit candidates front a client organization for ovu years after completion of a search assi&mrmnt without the full agreement of the client. 3. Placement Off Limits Forever: We will never recruit a madidate whom we have placed in a ciient organization as long as be/she is employed by that organization without the 11111 agreement of the client - 4. Continue the Search: If, for any reason, the client does not ficel comfortable selecting a candidate from our orifi.®. recommended group of candidates, we %vill continue the search until the, client can make a scicctiom 6. Parallel Candidate Presentation: We will not present a candidate simultaneously to more than 011c client. This pertnits our firni to represent onc client organization without any conflicts of interest. 1. Client Conflicts: If asked. we will disclose to our clients the narries or the organizations which are "Off Limits" that logically would be target organizations on the new search aisignment. L I'Peceptive/Misleading Search Techniques.- We commit it) our clients and to our prospective candidates that we v�ill not use any search techniques wmcli may be considered as deceptive or misleading. 9. Resume Floating: 'We will not float resurnes to organizzLions in the hopes that we can collect a fee if that individual is hired. 10. Not .i t; ludividuals.- We as,;urc our clients and individuals who may become candidatm that we will not collect a ree from candidates whom we may recommend for a Position. 1'he Mercer Group, h1c. for the 1=cutive Director of Bqy Beach %-RA page, 13 1. ISampleAgreement AGS' EEMFNT WITNESSETM Director for the CRA.md N ON 1%,'HFREAS, The Mercer Group, Inc. (hereinafter rel'erred to as "Mercer") has submitted a proposal in reb-fonse to lite CRA"s request: and WHEREAS, the CR -A has selected Mercer's proposal as the, proposal wMcb best meets its needs and the CRA desires to hirc Mercer to conduct the CRA's search for a new Fxecative Director, and WHEREAS, MeruCT desires to assist the CRA in conducting the CRA's search for an Executive Director. NOW THEREFORF, in cowdderation of the following inutual cov"ants and other good and valuable consideration, the receipt and adequacy of which is hereby acknowledged by all parties herclo, Mercer and the CRA hereby agree as follows- I- . Mercer agrees to provide servioes mid suppwl to the CRA in the conduct or the CRAs search for an Executixre Director. Mercer agrees to conduct the CRA's project in accordance with ,eope of services outlined in iLs Proposal to the CRA dated October 25. 2016, in response to the CRA's request. Mercer's proposal is iacorporated by reference and thus made a part of this Agmernent. 2. he CRA agrees to cornpensate Mercer for its sendces in the arnount of $15,750 o '1 professinal services, including all expenses, to conduct the seareb, Payments Mercer at to be made as outl ined in Mercees proposal to the CRA. 3. The CRA and Mercer lx)thagree ffiat this Agreement shall be governed by the laws of' the, State of Florida. 4. SUNSHINE LAW. As Mercer's role is to screen applications and make recommendations for the position of Executive Dime -tor, Mercer acknowledo-cs that it wil I be, subject it), and wil I comply with, Chupwr 286, Florida Statutes - The fiercer Group, Inc- kw the Executive Director of Boynton Beach CRA Vage 14 Agreement, Continued: 5- PUBLIC RECORDS. Mercer shah comply with the reqtlirements of Florida's Public Records law. In accordance with Section 119.0701, Florida Statutes, Mercer shall (a) keeF and maintain public T=ordb that ordinarily and necessarily Ax)uld be rquired by the CRA in order to perform thC SCMCe Linder the contract; (b) provide the public Aith access to public records on the same terms and conditions that the CRA would provide the records and at a s;ost that does not cxcwd tht cost pmvided under Florida's Public Records law, (c) ensure that public records that arc exempt or confidential and exempi from public records disclosure requirements are not disclosed except as authorized by law; and (d) mect all requirements for w4aining public records and transfer- at no cost, to the CPA all publk recor&q in possession of the Mercer upon termination of the contract and destroy any duplicate public records that are exempt or confidential and exempt from public records disclosure requirements. All records stored electronically must be provided to the CRA in a fF rmat that is compatible with the information technology system of the CRA 6. The CRA and Mercer both agree that in the, event that any dispute wises between 111T parties, the complaining party shall promptly notify the other of the dispute w,Titing. Each party shall respond to the other party in writing Mthin ten (I working days of n=ipt of such notice. 8. The parties shall have the right a[ either party's convenience to terniffiate this Ag=mcnt following five (5) day-swritten notice to the aTected party- Should either party terminate this Agreement the CRA shall only be obligatod to pay Mercer for thosescrvices aircady provided, BOYNTON BEACH CRA WA rXA W. D- Higginbotham, Jr. Senior Vice President 'lie Mercer Group. Inc. for the Executive Director of Boynton Be2ch CRA Page 15 EcengmjLpgjl;� � The Mercer Group, Inc- fbr Lhe Executivu Director of Boynton Beach CRA Page 16 "----,N.,,.._....o.—�,..m�„�..��,.,�r `. ._ _......,. fii li(lfll _...: _.---"".m:,�.,... ,. .,................. .�.,«s;,,....�...0 ............... Y#.'`�',,.__..,W.,. . ""- "-.,,..,,..,�..�,._..............,..,:.....s..® The rcerGroulk, Inc. for the Execulive ro-, of -Boynton ch CRA gage 17 Wayne County bconomic Dev. Comm, NC - President/Cbief Operdting Officer - 2000 West Des Moines, Iowa - Direotor of Development Services - 2015 West Des Moines, Iowa - Djivctor of Dewdopment Services - 2013 West Des Moines, Iowa - Director of Development Services - 2007 'West Palm Beach Mwntown Development Authority - Executive Director - 1987 ,Ci, maglgmad!g�� --- — — - - --- - - - - - - - - - - - - - --- - 'The Mercer Grmip, Inc- for the Exectifive Direct -or of Rayritori Headi CRA Page 18 Th e MercerGroup, Inc. for the Executive Director, of Boynton Beach CRA Page 19 'rhe Mercer Group, Inc. for Lite Executive Dctorol neon Beach CRA Page 20 Fountain hills, Arizona - Tow m Manager 2011 Fountain Hills, Arizona - Tovm Manager - 2002 Frankfort, Kentucky - City Manager - 2003 Franklin Village, Michigan - Village Adniinistrator. 1999 Gainesville, Florida - City Manager - 2005 Gainesville, Florida - City Manager - 1995 Galesburg, Illinois - City Manager - 2006 Gastonia, North Carolina - City Manager - 2007 Glen E113m, Illinois - Village Manager - 2008 Glen Ellyn, Illinois - Village Manager - 2006 Glencoe ® Illinois - ail lags Manager - 1-000 Glendale, Arizona - Assistant ity® Manager -"201 Glendale, Arizona - Deputy CityManager - 2010 Glendale, Arizona - Deputy City Manager (2 Positions) -2004 Glenview, Illinois - Village Manager - i - ca , len-wood, Illinois - Village Administrator - 2008 Glenn Heights, Texas - City Manager - 2006 Goldsboro, North Camlina -City Manager - 2011 Goldsboro. North Carolina - City Manager - G" y' , Goodyear, Arizona - City Manager - 2007 Grand Island, Nebraska -City Administrator - 2007 Grand Ledge, -Michigan - City Administrator - 1999 Granville. Ohio - Village Manager - 2005 Grecloy, Colorado - Deputy City MaWer - 2006 Green Cove Springs, Florida - City Manager (Limited Scope Search) - 1997 Greenfield, Call fornia - City, - Manager - 1998 Greensboro. North Carolina - Assistant City Manager (Lizits d'Setipe Search) - 1996 Gruenvill e, North Carolina - 2007 Gulfport, Florida - City® Manager - 200' ) Guhort, Florida - 04, Manager - 1989 GVR Metropolitan District, Green Valley Ranch, Deaver, Colorado - District Manager - 2008 1 Jampton, Virginia - City Manager - 2009 1 Jamplon, Virginia -City Managger - 1984 Hampton, Virginia - Assistant City Manager Heald%burg. California -Cite Manager - 1995 1 lid; 1° M i hi .art - I nterim C I ty Manager - 20021-2003 High Point, North Carolina - Assistant City Manager Holland, Michigan - City Manager - 2011 Howell, Michigan - Depu%y City Manager for Financial Semicos - 2004 11uI leijjps, Thio - City Manager - 2000 Hudson, Ohio - City Manager - 1997 H yanwills, Maryland - City Administrator - 20 10 Independence, Missouri - Assistant City Manager Indian Rocks Beach. Florida - City Manager (Limited Scope Search). - 1997 Indian Rocks Beach, Florida - Interi-in City Manager (Assist) - 2005 Indian Trail, North Carolina - Town Manager - 2009 Jackson, Michigan - City Manager 2004 Jackson, M ichigan - City Manager - 1996 �L��CWO_f 6_oyn'ton Reach CKA P a g -L, 21 1 Tbe Nfercer Group, Inc. ter the Executive D! J acksonville, North Carolina - City Manager — 2010 Jacksonville, North Carolina - City Manager - 2005 Jacks.onvill e, North Carolina - City Manager - 1998 Jacksonville, North Carolina - Assistant City Manager - 2007 Jerw, Y City, New Jersey - Assistant Business Manager Johns Creek, or ii - City Manager - 2006 Johnson City, Tennessee - City Manager - 2005 Joplin, Missouri - City Manager - 2004 Kent, Ohio - City Manager, - 2005 Kent, Ohio - City Manager - 1997 Kenerinio - Assistant City Manager Kingsport, Tennessee - City Manager -1999 Lakeland, Florida - City Mana VYr - 2003 Lakeland. Florida - Assistant to the City Manager - e rt® eport. California - City Manager - 2001 Lake Worth, Florida - City Manager - 2GU9 I.argo, Florida - City Manager - 2016 Las Vegas, New Mexico - City Manager - 2009 Laurinburg. North Carolina- City Manager- 1999 Lapeer, Michigan - City Manager - I. - League city, Texas - City Manager -2012 1 cague City, Texas - City Administrator - 2 009 League City, Texas - Assistant City Manager for Public NVer"- 2009 Am,- ,ue City, Texas - C 'ity Administrator - 2004 1. "s .9urnrnit, Missouri - City Manager - 2008 Liberty, Texas - City Manager - Lit I t 4 Littleton. Colorado - City Manager - 2011 Livermore, Cali fiornia - City Manager - 2000 Livezmeurc,, California - Assistwit City Manager - 2001 Longboat Key, Fkrida -'rov6m Manager - 1997 Longboat Key, Florida - Town Manager - 1993 tion -hoot Key; Florida - AssistantTown Manager - 1996 Los Altus, California - City Manager - 1998 Los Angeles, Califomia - Chiel'Legisl.ti 've Analyst - € uisvil ouisville-Ohio - City Manager - 2001 Lower Merion Township, Pennsylvania - Assistant Township Manager on, Georgia - Chief Administrative Officer - 2009 Manistee, Michigan - City Manager - 2GO 1 Marco Island, Florida - City Manager - 2004 Martinsville, Virginia - City Manager - 2(X)4 Mawsont Ohio - City Managrer - 2006 Matthews, North Carolina -Tovm Manager - 2002 McAlester, Oklahoma - City Manager (Limited Scope Search I - 2006 McKinney, Texas - Assistant City Manager - 2006 Melbourne, Florida - City Manager ® 2002 Middlctowm Ohio - City Manager - 1984 Mid4letown. Pennsylvania - Borough Manager - 2001 Midland, Texas - City Manager - 2008 The Mercer Group, Inc, for the Executive Dbectfirof Boynton Beach CRA Page 22 Tlie Mercer Group, Inc. for the Executive Director of Boynton Beach CFL Page 23 The Mercer Group, hic. for the Executive Director ()f Boynton Beach CRA Page 24 The Mercer Graup, Inc.. for, theExecutive, Director of Boynton Reece CRA Page 25 Coun hy IM gers./Admmist rAters Alachua County, Florida - County Manager - 1999 A I achua County, r- lorida - County Manager - 1984 Arapahoe County, Colorado - County Administrator - 1999 Athen.VClark-c County Unified Govemment, (icargia - Managt:r - 1995 AffiensICIarke, County Unified Government, Georgia - Manager - 2001 BQaufort Counq, South Carolina - County Administrator - 1992 Bernalillo Couaty., New Mexico - County Manager - 2011 Broward County, F If ni& - Avsistmt to the County Administrator for Affordable Ilmsing - 2004 Butler Cowity, Ohio - County Administrator - 2011 Charleuon Counly, South Carulina - Cuunty Administrator - 200B Charleston County. South Carolina - County Administrator -- 1998 The Mercer Group, Inc. for the Executive Director of Boynton Reach rRA Page 26 The Mercer Group. Inc. [brthe Executive. Director iii Boynton Beach CRA Page 28 R01321114 City of Largo, population 82,000 201 Highland Avenue, NE Largo, Fl, 33770 727-597-6706 290MIMMO--com City Manager Search - I I J. Citrus County Florida; population 140.000 3600 W. Sovereign Path Lecanto. FL 34461 352-400-0145 SHERM&NDE �&oun�y AdminiStrdiff SCR-TUh Kenncth W. Buchman, OtN,.Attorwy City of Plant City: population 35,000 302 W. Reynolds Strcet Plant City, FT, 3356") 813-659-4242 kbuchmaorhi lamil— Xow City Manageir Scarch; Police Chief Search Christopher M. Guelk Directtyr of Human R,--.A)utees Ci%v of St- Petersburg; population 249,688. P- 0, Box 2842 St. Peten;burg, FT. 13713 727-893-7419 Police Chief Search Dane Peterson. Director I'lilkbarough County Civil Service; pripulation: 1,260,000 601 East Kennedy Blvd- Suite 1700 Tampa,, FT, 33602 813-272-5629 UM-%huoqg—h-Yr Planning Comm, L'xecutive Director: 1-fillsborou 0County MPO Executive Director City ol'St. Pete Beach.: 10,200 155 Corey Avenue St. Pete Beach. FL -33706 727-363-9211 Community Development Director Search; Fire Chief Search The Mercer Group, Inc, for the Bxecuflve Director of Boynton Beach CRA Page 29 invites your interest The City of Temple Terrace, nicknamed the "Amazing City" is a rising star in the nationally recognized Tampa Bay area of Florida. Temple Terrace has a population of approximately 25,000 within a 7.39 square -mile area in northeastern Hillsborough County. The family4Tiendly City is nestled among towering oaks, pines and cypress trees on the banks of the majestic Hillsborough River. Incorporated in 1925, the City was named for the hybrid "Temple" orange (a cross between the tangerine and sweet orange, named for William Chase Temple) and the terraced terrain bordering the river. Temple Terrace boosts a unique history. Originally promoted as "Tampa's most beautiful suburb," it was one of the nation's first master -planned golf course communities featuring an elite, country club lifestyle. The golf course, home to the U.S. Professional Hickory Golf Championship, was listed on the National Register of Historic Places in 2012, becoming the first 184** golf course in Florida to achieve this prestigious designation. The community has long held a reputation as one of Tampa Bay's hidden gems, recognized for its historic collection of 1920s Mediterranean Revival homes and winding, tree - canopied streets. The city is a "Tree City USA" community. Temple Terrace also is the first city in Florida in which the entire community is designated as a Multimodal Transportation District, which encourages walking, bicycling, golf carts and other alternative modes of transportation. The University of South Florida, Busch Gardens, Adventure Island and the Museum of Science & Industry are just minutes from Temple Terrace. Popular Central Florida attractions such as Disney World, Sea World and Universal Studios are just a short drive to the east. Today, Temple Terrace is being rediscovered by families and businesses alike. In 2013, CNN Magazine named Temple Terrace one of the best small cities in America to buy a home. And Telecom Park in Temple Terrace is recognized as one of the region's top commercial business parks. Add proximity to three major transportation corridors, world- class health science facilities, and the business and financial power of Tampa, and you'll find that Temple Terrace offers the best of both worlds - a metropolitan sophistication tempered with small-town livability. Learn more by visiting the official site of the City of Temple Terrace, Florida. The City of Temple Terrace operates on a Council/Manger form of government. The Legislative branch of government of the City is comprised of a Mayor and five Council Members elected from the City at large for "gored four por terms. The Mayor has no vote except to break a tie -vote on the City Council. The City Manager is chosen by the City Council and is the chief executive officer and head of the administrative branch of the City government. Temple Terrace is a full-service city, including its own Police and Fire department, with 345 employees. The City's total budget for Fiscal Year 2016 is $43,553,792 - with the General Fund making up approximately 56% of the total or $24,402,916. FA :141-4 n" U1, R f Temple Terrace is looking for a shag, wporienced professional manger who is comfoirtable working with people from all walks of life. The successful candidate will have outstanding communication skills and understand the need to keep the Mayor and Council Members, equally well informed, readily sharing information and promoting transparency. The new manager will be comfortable telling the Mayor and Council what they need to hear and not just what they want to hear. Temple Terre is an involved community so the individual will need to be friendly, outgoing and with a sense of humor. The Mayor and Council are looking for someone who will represent the City, maintain an o policy, enjoy community involvement and become well known in the community. The new manager will not micromanage but rather delegate and must be well informed of the daydoday operations. He or she must be certain that milestones, goals and objectives are met and hold the staff accountable. He/She will take the initiative, be proactive and constantly search for opportunities to enhance the City. The Mayor and Council want a city manager who will build relationships with the elected officials, staff, the county, the education community and residents. They want transparency from the manager and no surprises. The new manager needs to be someone who is an excellent communicator and is willing to have both the easy and critical conversations face to face. The ideal candidate will be someone who listens, is open-minded and does not arrive with preconceived ideas, but is willing to give credit to those who develop new ideas. The successful candidate should have a Bachelor's Degree in Public or Business Administration, Urban or Regional planning or a related field, with at least 10 years of senior level management experience in a governmental organization. The new city manager will be a member in good standing with ICMA. The new city rnanager well have the following Kar e, Sidils, and Whllet = • Demonstrated knowledge of Economic Development aux! Growth Management. • Excellent working knowledge of finance and budgeting. • Collaborative approach and a team builder. • Focused and resultsoriented with a commitment to excellence. • A strong leader and good manager with excellent negotiation skills. • A good grasp of Redevelopment and Community Redevelopment while being committed to Historic Preservation. • An understanding of and commitment to diversity in the organization. • A demonstrated ability to successfully work with other legislative bodies, elected and appointed officials; county, state, federal and other agencies. • i Qnk-ijase-FAger V--4 Located in Dayton Beach Shores, Florida. Nationwide - - • firm established in 1997. Search Methodology and Timeline: Approximate date for process to be completed and _ candidate February1 p* Proposed fee for _ _ Total --e 11 for all expenses and costs excluding costs associated with the candidates' travel related expenses. Warranty and references: .a • Located in Norcross, Georgia (near Atlanta's Hartsfield -Jackson Airport). • Nationwide executive recruiting firm established in 1991. • Project Methodology and Timeline: Approximately 60 days to complete process and hire candidate. (pgs. 5-9) • Proposed fee for services: Total fee not to exceed $23,498. Fee breakdown - $15,150 and client pays for all travel related and office expenses not to exceed $8,338. (pgs. 10-11) • Guarantees and references: (pg. 8) • Located in Dayton Beach Shores, Florida. • Nationwide executive recruiting firm established in 1990. • Project Methodology and Timeline: Approximately eleven (11) weeks to complete search and hire candidate. (pgs. 5-10) Proposed fee for services: Total fee - $15,750 for all expenses and costs excluding any costs associated with the candidates' travel related expenses. (pg. 11) Guarantees: (pg. 13) T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTSICompleted Agenda Item Request Forms by MeetinglCRA Board\FY 2016 - 2017 Board Meetings\November 20161Summary of Proposals - ED search frms.doex I I.Consent Agenda I X I Old Business I I Now Business I I Legal I I Information Only SUBJECT: Consideration of a Request for Qualifications and Proposals from Independent Redevelopment Agency Management Firms to Provide the Services of the Executive Director. SUMMARY: At their regular meeting held on October 10, 2016, the CRA Board voted to direct CRA staff and legal counsel to develop a Request for Qualifications and Proposals (RFQ/RFP) to solicit proposals from qualified professional redevelopment agency management firms to provide the CRA executive director services as an alternative to utilizing an individual candidate to fill the position. CRA and legal staff have prepared a Request for Qualifications and Proposals for the Executive Administration of the Boynton Beach Community Redevelopment Agency and Redevelopment Activities for the Board's review and consideration (see Attachment 1). The RFQ/RFP document requests the interested firms to provide the professional documentation necessary for the CRA Board to review, evaluate and select a Proposer. As presented, the RFQ/RFP is requesting proposals for the administration of the executive director position only but if the CRA Board wanted to have the management firms submit proposals for administer the operations of the agency as a whole, the document could be revised to accommodate this condition. The RFQ/RFP as presented provides for an issuance date of November 14, 2016 with a response deadline of January 17, 2017. L,LOIUMUTW��: 0 Michael Simon, Interim Executive Director T:AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meefing%CRA Board\FY 2016 - 2017 Board Meefings\November 20161RFQRFP for Selection of a CRAMgmt Firm.docx u s (BBCRA) ,,j AND REDEVELOPMENT A TCI;.• t The Boynton Beach Community Redevelopment Agency ("BBCRA") is seeking submittals of qualifications and proposals from firms interested in providing redevelopment, management and consulting services to the BBCRA, including the management of all activities and operations of the BBCRA, through this Request for Qualifications and Proposals (RFQIRFP). IMPORTANT. Contact by a Respondent to this RFQ/RFP (Respondent), or anyone representing a Respondent, with any member of the BBCRA Board, the Board Chair, or any BBCRA employee, other than provided for in Section 3.2.13 of this RFQ/RFP, is grounds for disqualification. Note that the BBCRA Board consists entirely of City of Boynton Beach (City) Commissioners, and contact with Board Members, acting in their capacity as BBCRA Board Members or City Commissioners, or with any BBCRA or City employee, concerning this RFQIRFP is prohibited by the RFQ/RFP and grounds for disqualification. Time is of the essence and any proposal received after 3:00 p.m., January 17, 2017, whether by mail or otherwise, will be returned unopened. The time of receipt shall be determined by the time clock located in the office of the BBCRA located at 710 N. Federal Highway, Boynton Beach, FL 33435. In total, one (1) original proposal or qualifications document (Proposal) should be submitted in a three ring binder with a title page listing the name of the RFQ/RFP, and the submitting Respondent and one (1) unbound but clipped copy of the Proposal. In addition, one (1) digital copy of the complete Proposal in PDF format on CD/DVD or thumb drive must be submitted. Facsimile or emailed copies of the Proposal will not be accepted. Proposals shall be clearly marked on the outside of the envelope or delivery box container as follows: Request for Qualifications and Proposals Executive Administration of the Boynton Beach Community Redevelopment Agency Issue Date: November 14, 2016 Submittal Deadline: January 17, 2017, no later than 3:00 p.m. Submittal Location: 710 N. Federal Highway, Boynton Beach, FL 33435 Respondents are responsible for ensuring that their proposal is stamped by Procurement Division personnel by the deadline indicated. Qualification documents can be acquired electronically and free of charge by logging onto the BBCRA website at: hftD./ANww.catchboy Boynton Beach C unity Redevelopment Agency 710 N. Federal Highway, Boynton Beach, FL 33435 Office: 561-737-3256 Fax: 561-737-3258 2.0 PURPOSE: ................................................................ ............................................... 4 RESPORDENT INFORMATION STATEMENT OF QUALIFICATIONS REPRESENTATIONS AND DISCLOSUR COMPENSATION FOR SERVICES REQUIRED FORMS I 'ogRM8RFgll-2OlK 2 REQUEST SSE(— FOR QUALIFICATIONS _ (S ( Is S (jOS i (S PROPOSALS: EXECUTIVE ADMINISTRATION O THE is s 5 �ss'' BEACH Mss Ts REDEVELOPMENT AGENCY s = i Es fit: AND REDEVELOPMENT ACTIVITIES Listed below are the dates, times and deadlines for various steps of this RFQ/RFP procurement process. ACTION F/RFP Issue Date Requests for Clarifications deadline Proposals Due* Initial Proposal Review T November 14, 2016 December 6, 2016 at 3:00 P.M. (No Exceptions) January 17, 2017 at 3:00 p.m. *Proposals not timely received will be refused. Week of January 16, 2017 Interviews and Final Selection Week of January 23 or 30, 2017 (Could hold a Special Meeting or handled this at your February 14, 2017 meeting. Need Board direction. 60/RFP 11-2016 3 The BBCRA Board is seeking a comprehensive management approach to redevelopment activity that includes overseeing redevelopment initiatives. Respondents may include proposals to provide staffing services. Qualified firms may be asked to provide services in other related areas such as the management of economic development incentives, research and analysis, communications, federal housing programs, and/or all other activities related to improving the economic climate within in the BBCRA District and by extension, in Boynton Beach as a whole. The BBCRA consists of one (1) Tax Increment Revenue (TIR) Redevelopment District. In addition to the BBCRA Director, the BBCRA operates with a staff of nine (9) full-time employees. Staffing: 1. BBCRA Executive Director 2. BBCRA Assistant Director 3. BBCRA Finance Director 4. BBCRA Finance Assistant 5. BBCRA Development Services Specialist 6. BBCRA Marketing & Business Development Specialist 7. BBCRA Special Events Coordinator 8. BBCRA Marketing, Events & Economic Development Assistant 9. BBCRA Administrative Assistant The CRA District is 1,650 acres in size and mainly lies along the US1 corridor. Information, plans, annual report, programs and a district map may be found on the BBCRA webpage: hftD://www.catchbovnton.com The BBCRA is seeking a firm that will provide the day-to-day management of the operations and activities of the BBCRA.. The utilization and retention of existing staff by the Respondent will be considered favorably when evaluating the proposals. The BBCRA Board meets on the second Tuesday of each month. Participation in the monthly meetings of the BBCRA Board is required. Additionally, the City Commission created a CRA Advisory Board (CRAAB) to provide recommendations on items assigned to them by either the City Commission or BBCRA Board. The CRAAB also meets once a month on the first Thursday and attendance at this meeting is required. The successful Respondent, through internal assignments, will function as the `dace" of the BBRCA and be accessible for the provision of public input to BBCRA activities. For this RFQ/RFP, the BBCRA seeks responses from qualified firms that will present each firm's interest in assuming this role, its qualifications, its relevant experience and its approach to the scope of services and challenges as presented in this RFQ/RFP, 0OWO/RFP 11-2016 4 3.0 SCOPE OF SERVICES 3.1 Functions The selected Respondent will be required to: a) Manage the daily activity of multiple staff member's to meet the goals and objectives established by the 13BCRA for all economic and redevelopment activity within the BBCRA. b) Develop a plan for retention of the existing BBCRA staff. c) Provide a full time Executive Director that will represent the BBCRA in stakeholder meetings and in formal planning and regulatory processes including, but not limited to, BBCRA Board meetings d) Provide professional services to the BBCRA in the areas of downtown and neighborhood revitalization, redevelopment, design, real estate, marketing, business development and public/private partnerships. e) Facilitate the structure of comprehensive financial plans for development projects that provides for maximum leveraging of the BBCRA TIR resources. f) Research and identify housing programs and inflil housing initiatives for areas within the BBCRA boundaries. Provide infill housing strategies. g) Consult, assist and advise the BBCRA Board with respect to all marketing and branding activities within the BBCRA district and as needed. h) Provide services related to communications and outreach activities, represent the BBCRA in stakeholder meetings, and representing the BBCRA in all formal planning and regulatory processes. i) Manage all efforts to work cohesively with the community at large to facilitate public input in all BBCRA redevelopment and economic development strategies. Provide additional services as necessary related to management, economic development, initiatives, research and analysis, communications and all other activity related to improving the economic climate within the BBCRA district. k) Provide additional services, as requested, including but not limited to: economic analysis, financial management, project coordination, marketing and event services, oversight and reporting of federal and/or state grant programs, other administrative services. 3.2 Special Terms A. LOBBYING PROHIBITED OVM.0.15 UUMUPFib - potential subcontractor or consultant of the Respondent. ` /RFP 11-2016 3 All oral orwritten inquiriesto be directed to the person specified!'. M Anyviolation of ! fn may result in rejectionti disqualification of ! #', ' - ■ Lobbying • ■ from the dated opublication ■( shall terminate at the time contract(s)executed, proposals, or otherwise takes action which ends the solicitation process. B Term of Contract The successful Respondent may be awarded a contract for three (3) years with renewal options for two (2) additional twelve (12) month periods. Options for renewal will only be exercised upon mutual written agreement of Respondent and the BBCRA and terms may be negotiated or altered prior to renewal. C. Insurance Requirements The selected Respondent(s) shall obtain and maintain in force at all times for incidents or claims that occur during the term of any contract derived from this RFQ/RFP, insurance coverage from a company or companies lawfully authorized to do business in Florida, including to Errors & Omissions Insurance, Comprehensive General Liability, Automobile Liability and Worker's Compensation in the following types and amounts: Comprehensive General Liability: Not less than $1,000,000.00 Combined Single Limit per each occurrence and $2,000,000 aggregate, with bodily injury limits. May not be subject to a self-insured retention or deductible exceeding $25,000. Automobile Liability: Not less than $1,000,000.00 for injuries per person in any one accident or occurrence and $1,000,000.00 in the aggregate for injuries per occurrence or accident, with $100,000.00 for property damage in any one accident or occurrence, or $300,000.00 Combined Single Limit, covering each motor vehicle. May not be subject to a self-insured retention or deductible exceeding $10,000. Worker's Compensation: Worker's Compensation and Employer's Liability Insurance with limits of Employer's Liability Insurance not less than $500,000 "each accident," $500,000 "disease policy limit," and $500,000 "disease each employee." A copy of the policy shall be furnished to the BBCRA. Any liability coverage on a "claims made" basis shall remain effective for five (5) years after final payment. Additional Insured: All required insurance (except Worker's Compensation and Professional Liability) shall include an Additional Insured endorsement identifying City of Boynton Beach and the BBCRA as Additional Insureds. No costs shall be paid by the BBCRA for an additional insured endorsement. Certificate of Insurance: Evidence of insurance, being a current ACORD certificate of insurance or its equivalent, executed by the insurer, or its agent or broker, evidencing that a policy of insurance and any required endorsements have been issued by the agentlbroker shall be delivered to BBCRA prior to execution of any contract awarded. The Certificate of Insurance shall be dated and show the name of the insured, the specific contract or work authorization by name, WA number and contract number, the name of the insurer, the number of the policy, its effective date, and its termination date. Sub -Contractors. Respondent(s) shall ensure that any sub -consultants and sub -contractors will maintain, during the term of their contract, the above types of insurance, in coverage amounts acceptable to the BBCRA. O'VM/RFP 11-2016 f :e w w -w- - •! ° •- Attn: Susan Harris, Finance Director 1 N. FederalHighway Boynton HarrisSuAftfLus • w1I 11 9[;1.ATTA I ISO 1, 3.3 Qualification of Respondents . Respondents must present evidence of a successful record of accomplishment in managing redevelopment and/or economic development projects in an urban setting. This will include information, with examples, of the Respondent's experience where its efforts in managing, planning and arranging for the financing of development has led to urban revitalization and a boost to a local economy. Respondents must demonstrate their experience with successful management and redevelopment initiatives that produced results in other cities including identifiable examples of negotiated private investment projects, housing development examples, businesses attraction, beautification projects, marketing and event activity and general redevelopment impacts. b. Respondents must present their backgrounds in land planning strategies, mixed-use development, public/private partnerships, development agreement negotiation, redevelopment plan approval processes, and market and affordable residential development. c. Respondents must demonstrate experience in construction management and project management of redevelopment and/or economic development projects. d. Respondents must demonstrate experience in financing redevelopment and/or economic development initiatives and provide examples of financing plans used to promote and attract private investment. . Respondents must provide specific examples of marketing strategies, initiatives and activities that resulted in business attraction. f. Respondents must describe, in detail, their experience in making public presentations and working with the media. g. Respondents must describe, in detail, their experience in hiring and managing consulting firms in the fields of architecture, engineering, planning, and construction activity as it relates to implementing redevelopment and/or economic development programs. h. Respondents with experience in TIR redevelopment programs, and other similar redevelopment initiatives are highly desired, and information describing this experience is to be included in the Proposal. L All respondents must complete all forms found under Attachment E. °°i/RFP 11-2016 7 Only complete Proposals will be considered. Price will not be the primary consideration in selection of the successful Respondent. Fact# relating to experience with agency L . . l .. _ redevelopment planning and projects, and fiscal management and reporting will be given greater weight than all other factors;however,!•:i be evaluated as a whole to determine Respondent best -the needsof r i Ra. 1. Experience and record of accomplishment in managing redevelopment and/or economic development projects in an urban setting. 2. Experience in land planning strategies, mixed-use development, publiclprivate partnerships, development agreement negotiation, redevelopment plan approval processes, and market and affordable residential development. 3. Experience in construction management and project management of redevelopment and/or economic development projects. 4. Experience in financing redevelopment and/or economic development initiatives. 5. Experience with marketing strategies, initiatives and activities that resulted in business attraction. 6. Experience in making public presentations and working with the media. . Experience in issuing bonds or other forms of debt to finance redevelopment and economic development activity. 8. Experience in hiring and managing consulting firms related to architecture, engineering, planning, and construction activity needed to implement redevelopment and/or economic development programs. 9. Experience with TIR redevelopment programs, and other similar redevelopment initiatives. 10. The knowledge, skills and professional backgrounds of key personnel available. 11. The degree to which the Proposal thoughtfully and completely responds to the services being sought in the RFQ/RFP and identifies any issues or concerns related to the overall approach to funding issues and the implementation of redevelopment strategies. The utilization and retention of existing staff by the Respondent will be considered favorably. 12. Knowledge and understanding of the Local and State redevelopment environment. An assessment of the Firm's knowledge and relationships with Businesses, Developers and other local and state agencies within Palm Beach County and the State of Florida. 13 Compensation for service: the pricing model to perform the services and the clearly defined scope of work with tasks and milestones that can be used as payment structure. 14 Ability to comply with insurance, bonding and any other financial requirements. "M/RFP 11-2016 16. Any suspension or debarment by any government entity; any prior conviction for bribery, theft, forgery, embezzlement, falsification or destruction of records, antitrust violations, honest serves fraud or other offense indicating a lack of business integrity or honesty; any prior violation of BIBCRA, City, State, or County ethical standards. Moo W -1-M11.1 I �� A :i� •' �, +,� Preparing Proposal for Submission: Investigation and Obligation. Each Respondent is required, before submitting its Proposal, to carefully examine the requirements and to completely familiarize themselves with all of the terms and conditions that are contained within this RFQIRFP. Ignorance on the part of the Respondent will in no way relieve the Respondent of any of the obligations and responsibilities which are a part of this RFQIRFP. This RFQIRFP constitutes the complete set of requirements and forms. It is the responsibility of the Respondent to ensure that all pages are included. Therefore, all Respondents are advised to closely examine this package and their Proposal prior to submittal. Failure of a Respondent to investigate or understand the requirements of this RFQIRFP shall in no way relieve Respondent of any obligations incurred as a result of submitting a Proposal. B. Number and Form of Submittal. Proposals shall submit one (1) bound original, one (1) unbound but clipped copy and one (1) electronic copy (on CD-ROM or thumb -drive) in a clear and concise format, on 8 %" x 11" papers, in English. Omission of required data may be cause for disqualification. Any other information thought to be relevant, but not applicable to the enumerated sections, should be provided as an appendix to the statement. The Respondent is asked to limit marketing materials and excess verbiage yet sufficiently detail their qualifications, cost, and other information pertinent for evaluation. Only one proposal may be submitted by each Respondent. The original Proposals must be enclosed in a document/binder labeled as the "original." Proposal documents in the "original" submittal shall be typed or written in ink, and must be signed in ink by an officer or employee having authority to bind the company. Original signatures are required where indicated in the original proposal documents; photocopies are not accepted. The BBCRA's evaluation of the Proposal's compliance with the requirements of this RFQIRFP shall be based solely on the Proposal marked as "original," regardless of whether the submitted copies or electronic version comply. Failure of the "original" Proposal to comply with the requirements of this RFQIRFP may be cause for disqualification or rejection of Proposal. C. Modifications. A Proposal may be withdrawn and resubmitted any time prior to the Submittal Deadline. Outside of the approved contract negotiation process, no Proposal maybe modified, changed, or amended after the Submittal Deadline. No Proposal may be withdrawn after the Submittal Deadline without approval of the BBCRA, in its sole discretion, based on the Respondent's written request stating reasons for withdrawing the Proposal. The following information should be supplied as part of a complete proposal. The Proposal must be divided into separate sections by tabs as follows. Where indicated, the BBCRA forms must be completed and submitted: ooh(j/RFP 11-2016 1. Respondent i • A. 2. Statement of Qualifications, 3. Representations and Disclosures, 4. Compensation for Services, Attachment D • ! ! ♦ 1. Respondent Provide legal entity name of Respondent and IRS Tax ID (FEIN) number, principal office contact, and all information in Attachment A. Also, provide the office location which would service the BBCRA if different than Respondent's principal office. Include copy of State of Incorporation to demonstrate the Respondent is registered/ authorized to do business in Florida Tab 2. Statement of Qualifications This section must include all requested information in each of the following subsections: Provide detailed descriptions of the firm's qualifications and experience. Demonstrate and describe experience and provide specific examples of experience in each of the following factors: 1. Management of redevelopment and/or economic development projects in an urban setting. Specifically highlight experience with entities equivalent in size and scope to Boynton Beach. . Land planning strategies, mixed-use development, public/private partnerships, development agreement negotiation, redevelopment plan approval processes, and market and affordable residential development. 3. Construction management and project management of redevelopment and/or economic development projects. 4. Financing redevelopment and/or economic development initiatives. Provide examples of financing plans used to promote and attract private investment. 5. Marketing strategies, initiatives and activities that resulted in business attraction. 6. Public presentations and experience with the media. 7. Issuance of bonds or other forms of debt to finance redevelopment and economic development activity. 8. Hiring and managing consulting firms related to architecture, engineering, planning, and construction activity needed to implement redevelopment and/or economic development programs. 9. TIR redevelopment programs, and other similar redevelopment initiatives. 10. Evidence of all other qualifications and experience required by the RFQ/RFP. Provide reference contact information for at least three (3) clients, using Attachment B. A reference person must be someone who has personal knowledge of the Respondent's performance. The reference person must have been informed that they are being used as a reference and that the BBCRA may check references. Letters of Commendations or Recommendation may also be included in this section. ` FO/RFP 11-2016 10 Describe the Respondent individual or team, including a description of the specific personnel that will be assigned to the contract, their roles, qualifications, and relevant experience (if applicable). Identify the supervisory and management staff. Identify the roles of any sub -consultants and provide relevant qualifications and experience. Indicate how the quality of staff over the term of the agreement will be assured. Key personnel assigned to the contract maybe changed. However, the BBCRA Board retains the right to approve or reject replacements. Describe any utilization or retention of existing staff. D. Litigation Description of any pending litigation or any litigation in which Respondent was involved in within the past 5 years. This description must include all litigation regardless of whether it was initiated by or against the Respondent, whether it was initiated by or against a past or former client of respondent, or whether it related to actions by the client or the performance, alleged misconduct, or impropriety of the Respondent, sub consultants, principals or associates. R In addition, Respondent shall sign and Submit Attachment C by submitting its Proposal, Respondent shall make the following representations and disclosures., A. No Lobbying. Respondent acknowledges that contact by a Respondent, or anyone representing a Respondent, regarding this RFQIRFP with any member of the BBCRA Board/City Commission, the Mayor/Board Chair, any BBCRA employee or office, other than the contact person designated in Section 3.2.1), is grounds for disqualification B. Conflict of Interest. Respondent has disclosed any actual, apparent or potential conflicts of interest that are present or could develop with respect to providing services under this solicitation any parties to this solicitation or any third parties. Respondent has identified the name of any officer, director, employee or agent who is also an employee or official of the BBCRA, or the City. Further, Respondent has disclosed the name of any BBCRA or City official or employee who owns, directly or indirectly, interest of ten percent (14%) or more in the Respondent's firm or any of its affiliates or team members. The existence of any such conflicts of interest will not automatically disqualify any Respondent from consideration. The BBCRA will evaluate such disclosures and determine whether they are disqualifying or subject to possible mitigation measures. C. Good Faith. Respondent represents that the Proposal is made without connection with any persons, company or party submitting another proposal, and that it is in all respects fair and in good faith without collusion or fraud. D. Financial. Respondent certifies that Respondent has not filed for bankruptcy in the past five (5) years. E. Criminal. Respondent certifies that neither Respondent nor any of Respondent's principals have been convicted of a felony or fraud. Indicate if any principals have been indicted for a felony or fraud. ooWO/RFP 11-2016 11 F. Procurement. Respondent andanyparent corporations, vendora tes, subsidiaries, members, shareholders, partners, officers, directors or executives thereof are not presently debarred, proposed for debarment or declared ineligible to bid oF participate in any federal, state or local government agency projects and are not listed on the Florida convicted vendor list. Pursuant to Florida Statute 287.133, a person or affiliate who a proposal to the BBCRA for 36 months following the date of being placed on the convicted G. No Solicitation or Contingent Fee. Respondent warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for Respondent, to solicit or secure an award under this RFQ/RFP and that it has not paid or agreed to pay any person, company, corporation, individual, or firm, other than a bona fide employee working solely for Respondent, any fee, commission, percentage, gift, or any other consideration contingent upon or resulting from an award under this solicitation. H. Use of Funds. Respondent certifies to the best of its knowledge and belief that no funds or used directly or indirectly to influence legislation or any other official action by the Florida egislature or any state agency. Tab 4. Other Provide any other information that may be helpful in establishing the Respondent as well qualified for this request. Tab 5. Compensation for Services Description of the pricing model to perform the services and the clearly defined scope of work with tasks and milestones that can be used as payment structure. See Attachment D. I. Quest! ons/Clarifications/Addenda to the RFQIRFP: Respondents are required to restrict all contact, questions, and requests for clarifications concerning this RFQIRFP to the contact person specified in section 3.2.D. All questions or clarifications regarding this RFQIRFP should be submitted via email to the contact person specified in Section 3.2.D and must be entered no later than 3:00 p.m., Tuesday, December 6, 2016. No interpretation or changes to the meaning of the RFPIRFQ will be made to any firm orally, except by written addendum. All questions that alter or clarify the contents of this RFQIRFP will be answered via addendum. Addendums will form an integral part of the proposal and shall modify and become part of the RFQIRFP document, and each Respondent shall acknowledge receipt of and incorporate the requirements of each addendum in its Proposal by completing and including in its Proposal Attachment _, Addenda Acknowledgement. It is the responsibility of all Respondents to obtain, review and respond to any and all addenda issued. The BBCRA will post all addenda to the BBCRA website ( .catchboynton.com) and shall email all Respondents copies of all addenda. W IRF 11-2016 12 2. Submittal Proposals must be submitted to the BBCRA at 710 N. Federal Highway, Boynton Beach, FL. Time is of the essence and any proposals received after 3:00 p.m., on Tuesday, January, 17, 2017, will be returned unopened. PROPOSALS NOT RECEIVED BY THE SUBMITTAL DEADLINE WILL BE REFUSED. The time of receipt be determined ! ! it in the BBCRA envelopesoffice located at 710 N. Federal Highway, Boynton Beach, FL. Respondents are responsible for ensuring that their proposal is stamped as received by the deadline indicated. Proposals shall be in s marked as described in this RFQ/RFP.Proposals comply requirements of A ' 4. Evaluation Upon the receipt of written Proposals, but prior to final selection, the BBCRA may request that one or more Respondents submit additional materials or information. The BBCRA will review the written proposals. The BBCRA may conduct interviews with, and may require presentations from, one or more Respondents regarding their qualifications, experience, and ability to provide the required services, financial assurances, and insurance. The BBCRA reserves the right to request presentations from Respondents and conduct interviews with any, all or none of the Respondents. It shall be the BBCRA's sole decision on whether any presentations are made or interviews are held and with which Respondents interviews are conducted. The BBCRA reserves the right to make a selection based upon a response to this RFQIRFP alone and without presentations or additional information. The BBCRA intends to select the Respondent deemed to be in the best interests of and the most advantageous to meeting the needs of the BBCRA, and offering the best value. Each Proposal will be evaluated individually and in the context of all other proposals. Best value means the overall value to the BBCRA, in the BBCRA's sole discretion, as determined by considering the factors set forth in the BBCRA's procurement policy, along with those factors set forth in this RFQ/RI=P as Minimum Requirements and Evaluation Criteria. The BBCRA also reserves the right to make no selection as a result of this RFQ/RFP process. Submittals must be fully responsive to the requirements described in this RFQ/RFP and to any subsequent requests for clarification or additional information made by the BBCRA through written addenda to this RFQ/RFP. Proposals failing to comply with the submission requirements, or those unresponsive to any part of this RFQIRFP, may be disqualified. Respondent is required to qualify all assumptions it makes in its Proposal. Failure to comply with the requirements contained in the RFQIRFP may cause the BBCRA to reject the Proposal. The BBCRA reserves the sole right to determine the Respondent's performance history based on references or its own investigation. The BBCRA may require additional information from one or more Respondents to supplement or clarify the Proposals submitted. The BBCRA may conduct investigations with respect to the qualifications and experience of each Respondent and any team members. The BBCRA reserves the right to waive any irregularity or technicality in the Proposals received. The BBCRA reserves the right to reject any and all Proposals received either in whole or in part, with or without cause, or to waive any qualification requirement, formalities or deficiencies in any Proposal, if such action is deemed by the BBCRA to be in the best interest of the BBCRA to obtain the required services. Nothing in this RFQ/RFP is intended to restrict the BBCRA in any way in the selection of the Proposal that best meets the needs of the BBCRA. The BBCRA reserves the right to reject any or all offers and to negotiate changes in proposals or best and final offers. The BBCRA reserves the right 0 7XF( /RFP 11-2016 13 to reject any or all M• r or - ! made ' ! # the courseof discussions and negotiations or to pursue another process to acquire such services. 5. Contract The BBCRA makes no! • will be made as : result of and BBCRA Board 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 RFQ/RFP or resulting contract when deemed to be in the BBCRA's best interest. Representations made within the RFQIRFP Proposal be binding • - Bysubmitting Proposal, Respondent conditionsacknowledges that its Proposal may become part of any contract entered into between the BBCRA and Respondent. Upon selection of the successful Respondent by the BBCRA Board, the BBCRA will extend to said Respondent an offer to enter into a Executive Director Services Contract. The terms and of •ntract are subiect to ! ! # ! l qualifications1 costs identifiedb the successful Respondent in its Prfo• accepted b the BBCRA In negotiations. Any contract awarded from this RFQIRFP must be in a form approved by the BBCRA attorney and the BBCRA Board. • F iR 1 'R • ': ME 1. Respondent's Responsibility This RFQ/RFP is for guiding preparation of a Proposal; it is not to be construed as an offer by the BBCRA. The contents of this RFQIRFP are neither warranted nor guaranteed by the BBCRA or its advisors and contractors. Respondents interested in pursuing this opportunity are urged to make such evaluations as they deem advisable and to reach independent conclusions concerning statements in this RFQIRFP, any issued addendum, and any supplemental materials based on their own investigation. 2. Lobbying Prohibited/ Cone of Silence. As described elsewhere in this RFQIRFP, any and all lobbying related to this RFQIRFP is strictly prohibited and grounds for disqualification. The "No Lobbying Condition" is in effect from the dated of the publication of the RFQIRFP and shall terminate at the time contract(s) are fully executed, the IBBCRA rejects all proposals, or otherwise takes action which ends the solicitation process. Additionally, Per Palm Beach County Code Section 2-355, after the deadline to respond to this RFP, members of the BBCRA Board and Staff not listed in Section 2.10 are prohibited from communicating directly or indirectly with Respondents regarding the substance of the Proposal submittals until such time as the BBCRA Board (1) awards or approves a contract, (2) rejects all Proposals, or (3) otherwise takes action which ends the solicitation process. Improper communication during this Cone of Silence period may result in a penalty as outlined in Palm Beach County Code Section 2-327. 'O7 /RFP 11-2016 14 3. Proposal costs All costs and expenses incurred by any Respondent or party in responding to this RFQ/RFP, preparing a Proposal, and any re -submittals are the sole responsibility of the Respondent. Respondent understands and acknowledges that by submitting a Proposal, any and all costs incurred by the Respondent as a result of Respondent's efforts to participate in this selection process shall be at the sole risk and obligation of the Respondent. The BBCRA will not provide compensation or reimbursement to Respondent for any expenses incurred in preparing or submitting a Proposal, or for any interviews given or presentations made that relate to this RFQIRFP. 4. No Return of Proposals All Proposals shall become the property of the BBCRA and shall not be returned. 5. Ethics Requirements All Respondents are responsible for educating themselves on the various ethics and conflict of interest provisions of Florida law, Palm Beach County Ordinance and Boynton Beach Code of Ordinances, and all rules and regulations of the Boynton Beach CRA. No Respondent may employ, directly or indirectly, the BBCRA Board Chair or its Board members, BBCRA as Gatekeeper of RFQIRFP Documents This document is issued directly by the BBCRA and the BBCRA shall be the sole distributor of all addenda and/or changes to these documents. It is the responsibility of the Respondent to confirm the legitimacy of procurement opportunities or notices directly with the BBCRA contact person identified in section 3.2.1). The BBCRA is not responsible for any solicitations advertised by subscriber publications, or other sources not connected with the BBCRA and the Respondent should not rely on such sources for information regarding any solicitation made by the BBCRA. 6. Public Records; Confidential & Proprietary Information The BBCRA and its representatives are governed by the Sunshine law and the Public Records law of the State of Florida and all Proposals and supporting data shall be subject to disclosure as required by such laws. All Proposals shall be submitted in sealed form and shall remain confidential for the period permitted by the Public Records laws. Thereafter, any material submitted in response to this RFQ/RFP will become a public record and shall be subject to public disclosure consistent with Chapter 119, Florida Statutes. Respondents must claim the applicable exemptions to disclosure provided by law in their response to the RFQIRFP by identifying materials to be protected, and must state the reasons why such exclusion from public disclosure is necessary and legal. The BBCRA reserves the right to make any final determination of the applicability of the Public Records Law. No claim of confidentiality or proprietary information in all or any portion of a Proposal will be honored unless a specific exemption from the public records law exists and it is cited in the response to the RFQ/RFP. if a Respondent believes any of the information contained in its Proposal is exempt from the public records law, Respondent must specifically identify the material which is deemed to be exempt and cite the legal authority for the exemption; otherwise, the BBCRA will treat all material received as public records. 7. Ownership of Documents The BBCRA shall have full ownership and the rights to use, reproduce, or modify, all drawings, surveys, plans, specifications, reports and documents resulting from this solicitation and resulting contract, and regardless of whether in paper or electronic format, without payment of any royalties or fees to Respondent. Respondent acknowledges that the BBCRA's contract will require a full waiver of all intellectual property rights and copyrights in all such documents. 5. Records Any Respondent(awarded a contract() under this RFQIRFP shall maintain adequate records to justify all charges, expenses, and costs incurred in estimating and performing the work for at least five (5) years after completion of the contract resulting from this RFQIRFP. The BBCRA shall have access to all records, documents, and information collected and/or maintained by others in the course of the administration of the contract. This information shall be made accessible at 0IRM/RFP 11-2016 15 Respondent's local place of business for purposes of inspection, reproduction, and audit without restriction. If records are unavailable locally, it shall be Respondent's responsibility to insure that all required records are provided to the BBCRA at Respondent's expense. S. Right to Contract for similar/additional services No contract is an exclusive contract, unless explicitly stated in such contract. 11. Indemnification. The contracted Respondent shall agree to indemnify, defend, save and hold harmless the BBCRA, its commissioners, officers, employees and agents, from any claim, demand, suit, loss, cost or expense for any damages that may be asserted, claimed or recovered against or from BBCRA, its Board Members, officials, employees or agents by reason of any damage to property or personal injury arises out of or is incidental to or in any way connected with Respondent's performance of the contracted services or caused by or arising out of (a) any act, omission, default or negligence of Respondent in the provision of the services under the contract; (b) property damage or personal injury which is incidental to or in any way connected with Respondent's provision of services under the contract; or (c) the violation of federal, state, county or municipal laws, ordinances or regulations by Respondent. This indemnification includes, but is not limited to, the performance of the contract by Respondent or any act or omission of Respondent, its agents, servants, contractors, patrons, guests or invitees and includes any costs, attorneys' fees, expenses and liabilities incurred in the defense of any such claims or the investigation thereof. Respondent agrees to pay all claims and losses and shall defend all suits, in the name of the BBCRA, its employees, and officers, including but not limited to appellate proceedings, and shall pay all costs, judgments and attomeys' fees which may issue thereon. BBCRA reserves the right to select its own legal counsel to conduct any defense in any such proceeding and all costs and fees associated therewith shall be the responsibility of Respondent under this indemnification provision. To the extent considered necessary by the BBCRA, any sums due Respondent under this Agreement may be retained by BBCRA until all of BBCRA's claims for indemnification have been resolved, and any amount withheld shall not be subject to the payment of interest by BBCRA. This indemnification agreement is separate and apart from, and in no way limited by, any insurance provided pursuant to the contract or otherwise. This paragraph shall not be construed to require Respondent to indemnify the BBCRA for BBCRA's own negligence, or intentional acts of the BBCRA, its commissioners, officers, employees or agents. Nothing in the contract shall be deemed to be a waiver of the BBCRA's sovereign immunity under Section 768.28, Florida Statutes. 12. Non-discrimination Respondent shall not discriminate against any person or business on the grounds of race, color, religion, sex, gender identity or expression, genetic information, national origin, age, disability, familial status, marital status or sexual orientation. 13. Unauthorized Aliens The knowing employment by Respondent or its sub -contractors of any alien not authorized to work by the immigration laws or the Attorney General of the United States is prohibited and shall be a default of the contract awarded under this RFQ/RFP. 14. Rights and Privileges; No Assignment The selected Respondent will be precluded from assigning, transferring, conveying, subletting or otherwise disposing of the award rights and ensuing contracts, if any, or of any or all of the rights, titles or interest therein, if any, without prior written consent of the BBCRA. 15. News Releases News releases, BBCRA releases, or advertisements relating to this RFQ/RFP or resulting contract shall not be made without prior BBCRA approval. 111M /RFP 11-2016 16 16. Public Entity Crimes Act. Respondent represents that the execution of this Agreement will not violate the Public Entity Crimes Act (Section 287.133, Florida Statutes), and certifies that Respondent and its sub -contractors have not been placedon the convictedvendorbythe State1 Florida De1. sectionof Management Services within 36 months from the date of submitting its Proposal. Violation of this ofthisi ! a . •rw*vi f . !Vereto. 17. Applicable Procurement BBCRAThe ProcurementPolicygovern thisQRespondentProposal1 an�; resultmav_ontract or Lrrovision of services com-,clVj fullVj with all aK#.,Iicable local state and federal laws fregulations.L knowledge ofthe Respondentnowaybea causefor relief from ►► ► 18. Disclosures and Disclaimers Any action taken by the BBCRA in response to Proposals made pursuant to this RFQ/RFP or in making any award or failure or refusal to make any award pursuant to such Proposals, or in any cancellation of award, or in any withdrawal or cancellation of this RFQIRFP, either before or after issuance of an award, shall be without any liability or obligation on the part of the BBCRA or its advisors. In its sole discretion, the BBCRA may withdraw this RFQIRFP either before or after receiving Proposals, may accept or reject Proposals, and may accept Proposals which deviate from the RFQIRFP. All or any responses to this RFQIRFP may be accepted or rejected by the BBCRA for any reason, or for no reason, without any resultant liability to the BBCRA. In its sole discretion, the BBCRA may determine the qualifications and acceptability of any party or parties submitting proposals in response to this RFQIRFP (each such party being herein known as "Respondent"). The BBCRA reserves the right to waive any irregularities and technicalities and may at its discretion request re -submittal of Proposals. The information contained in this RFQIRFP is provided solely for the convenience of Respondents. It is the responsibility of a Respondent to assure itself that information contained herein is accurate and complete. Neither the BBCRA nor its advisors provide any assurances as to the accuracy of any information in this RFQIRFP. Any reliance on the contents of this RFQIRFP, or on any other prior communications with BBCRA representatives or advisors, shall be at each Respondent's own risk. Respondents should rely exclusively on their own investigations, interpretations and analyses in connection with this matter. The RFQIRFP is being provided by the BBCRA without any warranty or representation, express or implied, as to its content; accuracy or completeness and no Respondent or other party shall have recourse to the BBCRA if any information herein contained shall be inaccurate or incomplete. No warranty or representation is made by the BBCRA that any proposal conforming to these requirements will be selected for consideration, negotiation or approval. This RFQIRFP is made subject to correction of errors, omissions, or withdrawal without notice. The BBCRA, and their representatives shall have no obligation or liability with respect to this RFQIRFP, or the selection and award process contemplated hereunder. Neither the BBCRA nor its representatives warrant or represent that any award or recommendation will be made as a result of the issuance of this RFQIRFP. Any recipient of this RFQIRFP or Respondent who responds hereto fully acknowledges all the provisions of this Discloser and Disclaimer and agrees to be bound by the terms hereof. Any Proposal submitted pursuant to this RFQIRFP is at the sole risk and responsibility of Respondent or party submitting such Proposal. Following submission of a Proposal, the Respondent agrees to promptly deliver any further details, information and assurances, including, but not limited to, financial and disclosure data, relating to the Proposal and/or Respondent, including Respondent's affiliates, officers, directors, shareholders, partners and employees, as requested by the BBCRA. °0 FO/RFP 11-2016 17 I-WRI WWI a contract executed by the Respondent and the BBCRA. "WOOTiTi7m, P-T.T17INIOMM. =-I F-5793- "IMF(j/RFP 11-2016 18 ATTACHMENT A Company Name- FEIN: State of Incorporation: Attach copy of Letter of Incorporation and/or evidence of authorization to do business in Florida. Principal Office: Street Address: City State Company Official & Title: Office, Telephone Number: E -Mail Address: Number of Years Company in Business: ME years. Total Number of Employees: City State Zip Code Contact Name: Telephone: Fax: E -Mail Address: Cell: Total Number of Employees at this location: Note: Please attach a Federal Tax ID (W-9) Form and copy of State of Incorporation to demonstrate the Respondent is registered/ authorized to do business in Florida in this section. Signature of Officer Authorized to bind the firm: Signature: Officer's Name: Title - Date: '07RF0/RFP 11-2416 19 ATTAC NT ,_. t 4 ( B 1 Name of Company - Address: Contact Name and Title: Contact Phone: Contract Date: Number of Staff Assigned Annual Value of the Contract Project Type/ Provision Services & Unusual Challenges Faced: Annual Value of the Contract Project Type/ Provision Services & Unusual Challenges Faced: "'IaM/RFP 11-2016 20 (3) Name of Company: . ......................................... Address: Contact Name and Title: Contact Phone: Contact Email: Contract Date: Contract Term Number of Staff Assigned - Annual Value of the Contract Project Type/ Provision Services & Unusual Challenges Faced: 007RPO/RFP 11-2016 21 Tl 71713-4 STATE OF ss: COUNTY OF I am an officer of the Respondent firm, named below, submitting its proposed and/or qualifications under a RFQIRFP and am authorized to make the following Representations and Disclosures on behalf of the Respondent. I certify or affirm that to the best of my knowledge and belief, the following statements are true: 1. No Lobbying. Respondent acknowledges that contact by a Respondent, or anyone representing a Respondent, regarding this RFQIRFP with any member of the Boynton Beach Community Redevelopment Agency (BBCRA) Board, the Mayor, any BBCRA Commissioner, officer, BBCRA employee, or other than the contact person identified in the RFQIRFP, is grounds for disqualification. 2. Conflict of Interest. Respondent has disclosed any actual, apparent or potential conflicts of interest that are present or could develop with respect to providing services under this solicitation any parties to this solicitation or any third parties. Respondent has identified the name of any officer, director, employee or agent who is also an employee or official of the BBCRA or the City of Boynton Beach. Further, Respondent has disclosed the name of any BBCRA official or employee or Official who owns, directly or indirectly, interest of ten percent (10%) or more in the Respondent's firm or any of its affiliates or team members. The existence of any such conflicts of interest will not automatically disqualify any Respondent from consideration. The BBCRA will evaluate such disclosures and determine whether they are disqualifying or subject to possible mitigation measures. 3. Good Faith. Respondent represents that the Proposal is made without connection with any persons, company or party submitting another proposal, and that it is in all respects fair and in good faith without collusion or fraud. 4. Financial. Respondent certifies that Respondent has not filed for bankruptcy in the past five (5) years. 5. Criminal. Respondent certifies that neither Respondent nor any of Respondent's principals have been convicted of a felony or fraud. Indicate if any principals have been indicted for a felony or fraud. 6. Procurement. Respondent certifies that Respondent and any parent corporations, affiliates, subsidiaries, members, shareholders, partners, officers, directors or executives thereof are not presently debarred, proposed for debarment or declared ineligible to bid or participate in any federal, state or local government agency projects and are not listed on the Florida convicted vendor list. Pursuant to F.S. 287.133, a person or affiliate who has been placed on the convicted vendor list maintained by the State of Florida may not submit a proposal to the BBCRA for 36 months following the date of being placed on the convicted vendor list. 7. No Solicitation or Contingent Fee. Respondent warrants that it has not employed or retained any company or person, other than a bona fide employee working solely for Respondent, to solicit or secure an award under this RFQ/RFP and that it has not paid or agreed to pay any person, company, corporation, individual, or firm, other than a bona fide employee working solely for Respondent, any fee, commission, percentage, gift, or any other consideration contingent upon or 007Mg20/RFP 11-2016 22 r6MZVjrW'Tr4T.9am, 8. Ise of Funds. Respondent certifies to the best of its knowledge and belief that no funds or other resources received in connection with an award of a contract from this RFQ/RFP will be used directly or indirectly to influence legislation or any other official action by the Florida Legislature or any state agency. 9. No Liability. Respondent recognizes and agrees that the BBCRA will not be responsible or liable in any way for any losses that the Respondent may suffer from the disclosure of Proposal information to third parties. 10. Respondent agrees that its proposal may become part of any contract entered into between the BBCRA and the Respondent. 11. Respondent recognizes and agrees that the BBCRA will not be responsible or liable in any way for any losses that the Respondent may suffer from the disclosure of Proposal information to third parties. I certify or affirm that to the best of my knowledge and belief, the above representation and disclosure statements are true. Respondent Firm: Officer's Name: Signature: AFFIRMED AND SIGNED before me this b sm is personally known to me or produced Notary Signature: Notary Stamp or Commission No. X11 4=1 (name) as (Respondent firm), who as identification. Farm as a 1, esponDUM-May suDsuru a similar Representations and Disclosure certifying to the facts applicable to the Respondent i 0OWQ'/RFP 11-2016 23 I mm F VON 1111111 1 1 111111111111 111 Fill 1111111111111 1111111 iiiiiii 11111 111<111 1++ « No. I Date No. 2 Date No. 3 Date, No. 4 Date No. 5 Date Proposer's ature mm mm "IMPO/RFP 11-2016 24 NfEK7U KEYFE (2 of 4) �ubmit Proposals To: Boynton Beach Community Redevelopment Agency 710 North Federal Highway, Boynton Beach, FL 3 343 5 Release Date: November 14, 2016 RFQ/RFP Title: EXECUTIVE ADMINISTRATION OF THE BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY (BBCRA) AND REDEVELOPMENT ACTIVITIES Submittal Deadline: Proposals must be received in their entirety by the BBCRA no later than 3:00 p.m., on January 17, 2017 Proposals will be publicly opened in the Boynton Beach Community Redevelopment Agency at 3:15prn on the submission date unless specified otherwise. All awards made as a result of this RFP shall conform to applicable sections of the charter and codes of the Boynton Beach Community Redevelopment Agency. Name of Proposer: r"77"T701 Y—Null Telephone Number: ( - Fax Number: Mailing Address: City, State, Zip: ME ME "IMPOWP 11-2016 25 A person or affiliate who has been placed on the convicted vendor list following a conviction for public entity crime may not: submit a bid on a contract or provide any goods or services to a public As the person authorized to sign the Statement, I certify that this firm complies fully with the above requirements. M U. =�M I I M MM LM W7RM/RFP 11-2016 26 DRUG-FREE WORKPLACE CERTIFICATION For purposes of this attachment, the term "bid" or "bids" includes the term Proposals. In accordance with Florida Statute 287.087, preference shall be given to businesses with drug-free workplace programs but it is not a requirement to submit a bid proposal. 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 bid 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 bids 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: 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. 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. Give each employee engaged in providing the commodities or contractual services that are under Bid a copy of the statement specified in subsection (1). 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 bid, 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. Impose a sanction on or require the satisfactory participation in a drag abuse assistance or rehabilitation program if such is available in the employee's community by any employee who is so convicted. 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. fP 11-2016 27 X .00���RWK*l N I --pTIMITTME -- -1- �• - SUBJECT: Consideration of Appointment to the Evaluation Committee as specified in the Cottage District Site Request for Proposals and Qualifications. SUMMARY: At their meeting held on September 13, 2016, the CRA Board approved the issuance of the Cottage District Project Site Request for Proposals & Qualifications. CRA staff released the RFP/RFQ on September 15, 2016 which has a proposal submission deadline of November 16, 2016 (see Attachment 1). The CRA has been assembling land on the block located at N.E. 015ti, Avenues and Seacrest and N.E. 1st Street since 2007, known to the CRA as the future Cottage District project site. The purpose of this assemblage is for it to be used to create future homeownership opportunities, increase taxable values and to reduce slum and blight within the Heart of Boynton community. To date the CRA has been responsible for the development of 34 new single-family homes in the Heart of Boynton helping to reduce crime and stabilize the neighborhood. The Heart of Boynton Community Redevelopment Plan Update's goals are to leverage this publicly owned real estate asset to support the overall redevelopment of the Heart of Boynton community and surrounding area, to increase home ownership opportunities for low and moderate income households, and to provide quality public enhancements that improve the economic, cultural and aesthetic quality of life for residents of the community. As part of the Cottage District Project RFP/RFQ, the proposals submitted will be reviewed and ranked by an evaluation committee. The evaluation committee will consist of five (5) members appointed by the CRA Board. The Board may appoint any individual it so desires or it may elect to appoint the following list of individuals being presented by staff: o Robert Pollock — Vice Chair, CRA Advisory Board o Amanda Bassiely — City of Boynton Beach Planner o Jim Williams — AlA, AW Architects o Mark Karageorge — Boynton Beach Resident * Mike Rumph — Heart of Boynton Neighborhood Resident T:AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\CRA BoaftwY 2016 - 2017 Board MeetingsWovember 20161Evaluation Commitee Mbrs Cottage District RFP.docx W Once the evaluation committee has been appointed, the remaining schedule for the RFP/RFQ process is as follows: Proposal Evaluation Process: Presentation to CRA Advisory Board: Presentation to CW-Seard-- Staff is asking the Board to appoint a five -member evaluation committee to review and rank the proposals submitted to the CRA. 49a " il �11 4 - �4_I I '1 11 - 01 C,l P-W-kil, PROGRAM OR PROJECT: 2014 Heart of Boynton Community Redevelopment Plan and 2016 CRA Plan Update CPA ADVISORY BOARD RECOMMENDATION: Recommend approval as presented. CRA BOARD OPTIONSIMOTION: Provide staff direction. Mll Michael Simon, Interim Executive Director T:)AGENDAS, CONSENT AGENDAS, MONTHLY REPORTS\Completed Agenda Item Request Forms by Meeting\CRA Board\FY 2016 - 20t7 Board Meetings\November 20161Evaluation Commitee Mill Cottage District RF1i ATTACHMENT ilii`;{ �� i i}„ire rt� i; CKs i � BOYNTO Y" W"MjeMICRA mm �w 111111iTl 11111111111111111111 R 1 " ill j ll1111,�! 1111 llIllp�111111!1111 Fill BMME.§:i The Boynton Beach Community Redevelopment Agency (BBCRA or CRA) is issuing a Request for Proposals and Developer Qualifications (RFP/RFQ) for the acquisition and redevelopment project site listed below and will accept sealed proposals at its office located at 710 N. Federal Highway, Boynton Beach, FL 33435 ON OR BEFORE November 16, 2016, no later than 3:00 p.m. Eastern Standard Time. All Developer proposals not received prior to the date and time set forth above will NOT BE ACCEPTED FOR CONSIDERATION. The time stamp or clock at the BBCRA's Reception Area is the time of record. RFP/RFQ documents anF related attachments must be obtained from the BBCRA office or website at www.catchbovnton.com, 24 - I MUTWI Request for Proposals and Developer Qualifications ,M; 1111 711 Issue Date: September 15, 2016 liiiiiiiiii IIIIIIII , 11 �11 I � I � I � � � �Ii! 11, ) ;4 A 17 The Boynton Beach Community Redevelopment Agency (BBCRA) is issuing a Request for Proposals and Developer Qualifications (RFP/RFQ) and for the redevelopment of a BBCRA- The BBCA owns approximately 4.24 acres of vacant property within the Heart of Boynton Cottage District Project Site located between N.E. 4th and N.E. Sth Avenue and Seacrest and N.E. 1st Street, Boynton Beach, Florida. The Heart of Boynton Cottage District Project Site lies within the BBCRA District boundaries and is identified in the Heart of Boynton Community Redevelopment Plan Update as a priority residential or mixed use redevelopment site. The proposed redevelopment of this site shall be consistent with the project recommendations made within the Heart of Boynton Community Redevelopment Plan Update. The Heart of Boynton Community Redevelopment Plan Update's goals are to leverage this publicly owned real estate asset to support the overall redevelopment of the Heart of Boynton Community and surrounding area, to increase home ownership opportunities for low and moderate income households, and to provide quality public enhancements that improve the economic, cultural and aesthetic quality of life for residents of the community. 'it�� 114 Will 11111. . . . . . . . . . . . . . . . . . . The City of Boynton Beach, with a population of 73,000, is the third largest city in Palm Beach County, Florida. It is located approximately 45 miles north of Miami and 15 miles south of West Palm Beach. This puts it in the heart of southeast Florida's rapidly growing tri -county Miami- Dade/Broward/Palm Beach Metropolitan area. Boynton Beach has direct access to the Intracoastal Waterway, Interstate 95 and the Florida Turnpike. It also has a market of more than 6 million people within a two-hour radius and ready access to three international airports, two major rail lines, as well as the Tri -Rail regional commuter rail system. The Heart of Boynton community is bounded to the west by 1-95, Federal Highway to the east, the Boynton Beach Canal (C-16) to the north and Boynton Beach Boulevard to the south. Seacrest Boulevard runs north -south through the center of the community. The City's public beach is within one mile of the community. Also, within close proximity to the community are the City's public library, the Children's Schoolhouse Museum, the Civic Center, the Art Center and City Hall. 'K,V14, of Boynton community in property acquisition, construction of new homes and rehabilitation of existing homes. Some of the projects are: • The City of Boynton Beach completed the redevelopment of the Carolyn Sims Park for a total of $10,000,000. The park is located at NW I P Avenue and is the center of neighborhood activities. The City's public pool is located at this park. • The City is also invested $1.5M of Federal stimulus dollars into the Seacrest Avenue corridor from Boynton Beach Boulevard north to the C- 16 canal to create an attractive streetscape with new lighting, landscaped medians and public arL • The CRA in partnership with non-profit housing development corporations redeveloped acre site at Seacrest and 60'Avenue with 21 single-family for -sale homes. The City and CRA are currently partnering on developing a block of new single-family homes at NW I Ot" Avenue and S eacrest called the Model Block project. A total of 15 new homes are scheduled to be built. The project includes upgraded streetscapes and utilities. In 2015, the CRA partnered with Boos Development Group to create the first new retail development in the neighborhood in over 45 years. The Family Dollar opened in 2016 at the SE comer of Seacrest Blvd. and Martin Luther King, Jr. Blvd. giving residents the opportunity to shop for brand name products at a reasonable price. The CRA has been assembling land to enlarge and improve Sara Sims Park at the SW comer of Martin Luther King, Jr. Blvd. and Seacrest. A master plan has been developed and several blighted structures have been removed. Recently the CRA awarded through a Request for Proposal Process two CRA owned sites; one 4.5 acres known as Ocean Breeze East which if funded, will be a 100 unit multi -family development and the other known as Martin Luther King, Jr. Corridor, which if fimded, will be a 75 unit elderly rental development. t"0731� The CRA is offering for sale an approximately 4.24 acre vacant area LSee Attachment "N' Site Map and Attachment "B" Survey - available in CAD format upon request), located along the eas� side of N. Seacrest Boulevard. It is further expected that the development proposals will be consistent with the Heart of Boynton Community Redevelopment Plan Update which encourages the creative development of this site utilizing a cottage district development concept A cottage housing development is an alternative type of detached housing providing smaller residences to encourage the preservation of green space, affordability and energy efficiency. Cottage housing can be part of a cibys overall housing strategy to encourage affordability, innovation and variety in housing design and site development while ensuring compatibility - _exL dman&oh� mp_��f -Z population diverse in age, income, household composition and individual needs. The current land use on the site is Medium Density Residential with 10 dwelling units per acre. The zoning is R2 Duplex. The Heart of Boynton Community Redevelopment Plan Update recommends changing the land use to Special High Density Residential with 20 dwelling units per acre. To the best of its ability, the CRA will be cooperative partners in pursuing land use, roning and any permits or approvals that may be required to expedite the selected •- •1 plan. All development proposals must include the following: 1) Decorative streetlights matching those installed along Seacrest Blvd. shall be installed along the entire perimeter of the project and throughout the project. 2) Minimum 6 -foot wide sidewalks along the entire perimeter of the project. 3) Pedestrian Connectivity. All buildings and common spaces shall be served by a pedestrian circulation system that connects to an existing or planned sidewalk or trail system. 4) Street trees that exceed the requirement of the City's Land Development Regulations to be installed along the entire perimeter of the project. 5) Creation of on -street parking spaces on perimeter of project. 6) Landscaped open space that is commonly owned by all members of the cottage housing development in one contiguous area. The open space shall •;-.••r sized and centrally located with individual coUage entrances oriented towards the open space. RM n=J-_n7JFTFT!,1 114747-11,K177M. The project should include quality architectural design and site development standards that enhance the area and adjacent neighborhoods. 1) Developers should rely on the Heart of Boynton Community Redevelopment Plan Update and the original Heart of Boynton Redevelopment Plan's Urban Design Concepts Section for design guidance. Proposals will be evaluated on their adherence and incorporation of architectural and design elements presented in the Redevelopment Plans listed above. 2) Projects must include energy efficient elements e encouraged. 3) Architectural designs should rely on local examples as noted in Attachment "C" and include the following elements: a. Front porch b. Variations in roof shapes or gables between adjacent structures c. Roof brackets d. Chimneys ' 4) Height of cottages shall not exceed twenty-five feet. 5) Building design shall provide variety and visual interest in order to provide compatibility with the character of the surrounding neighborhood. These standards are irltended to avoid the repetitive use of the same building design, structural features, detailing or finishes within the cottage housing development such as: a. Variations in building material finishes such as clapboard, shake shingles, stone, brick, etc., and building color; b. Variations in adjacent cottage housing unit floor plans that alter the location of exterior windows and doors; c. Variations in the size of main floor area and/or building height of adjacent structures; or L A front porch with a minimum width no less than 50% of the front building fa�ade. Front porches shall have a minimum depth of 6 feet. No structurally identical front porches shall be located on adjacent cottage housing units, !QQMMitM MULULMA.Ergimt The purpose of this project is to encourage private sector redevelopment, homeownership opportunity and taxable values within the Heart of Boynton. The Community Redevelopment Plan enables the CRA to generate tax increment revenue that can be used for a variety of activities associated with the redevelopment of the Heart of Boynton community. The BBCRA is committed to meeting the goals and objectives of the various planning areas with both policy and funding. Docliments &UllablR F91: Rod To better understand the BBCRA's objectives, as well as the opportunities and constraints for redeveloping the site, the following planning documents are available in electronic format and may be retrieved from the BBCRA's website at. httD://wwwcatchbovnton.com/oDen-for- business Dlans-and-daLUMents MMMI"1111A."M its I@ Developer qualifications and proposals must be received by the Boynton Beach Community Redevelopment Agency at 710 N. Federal Highway, Boynton Beach, Florida 33435, no later than 3:00 p.m. (E.S.T.) on November 16, 2016. Faxed proposals will not be permitted. All proposals will be date and time stamped by the CRA. The failure to strictly meet this deadline or any application missing any element of the submission criteria will result in the submittal being rejected and returned. Any uestion regarding ether a submittal hai beeT, representative for the receipt of the submittals. 'M 171 1, =-I 'Copies In total, one (1) original Proposal document should be submitted in a three ring binder with a title page listing the name of the RFP/RFQ and the submitting Proposer and two (2) unbound but clipped copies of the Proposal or Qualifications (collective, Proposal). In addition, one (1) digital copy of the complete Proposal in PDF format on CD/DVD or thumb drive must be submitted. Facsimile or emailed copies of the Proposal will not be accepted. Proposals shall be clearly marked on the outside of the envelope or delivery box container as follows: Cottage District Project Site Submittal Deadline: November 16, 2016, no later than 3.00 p.m. MMM�ffl Telephone No. : Fax No: M pro MMZMOR���-, 3 *-'Yw95&--7 ft�-"V m -A -w• u% acquired by another business entity? If yes, please explain the impact to the organization and management efforts. I 1,14 - W - t. N fflrg�� W A W 11 MR1 . IIIIIIIIIIIIIIIiiiiiillillillillillillilliilI 1111111111111"111, 1111' 111111111111111111111111111111111111111111111111 IIIIIIIIIIPIII ml�pe 1�tt. . �.L I = =5 IL .9, -6;: T,r Wfr�NNM1111171; L11 11 1, 1 0 16 sufficient for consideration and will be rejected: 1. A written general statement of the qualifications of the proposing firm or enti including examples of experience with similar projects, as well as backgrou information on the principals. A copy of the most recent Federal Form 254 should- provided, if available. If the selected developer is a public corporation, it may also asked to provide copies of its annual report or SEC filings as appropriate. I C. A certificate of good standing from the Secretary of State in which the corporation do business. 3. A list of team members and their professional qualifications along with a list of similar projects on which they have actively participated. Provide no less than four and no more than ten projects for this item. 4. A written list of similar projects developed by the entity including photographs, addresses, date the project was completed and general project description. Provide no less than four and no more than ten projects for this item. 5. A detailed description of the proposed project, with text and graphics. This should include a schematic site layout plan, proposed density, parking locations, typical floor plans, elevations as well as the items listed in the "Site Plan Requirements" section of this RFP/RFQ document. 6. List of the number of units including number of bedrooms and bathrooms, and square footage for each unit type. 7. Provide both a development and operating pro forma. The development pro forma shall include and clearly identify the cost of land acquisition from the BBCRA along with any proposed funding assistance being requested of the BBCRA, if any. 8. If the project is proposed to use project based subsidies, Proposer must demonstrate extensive experience with obtaining such project -based subsidies for affordable housing 1y listing projects and the -amount and type of subsidy utilized. 9. Commitment to execute a Community Benefits Agreement to utilize local residen qualified contractors and sub -contractors in the development, construction, operati and management of the proposed project. A signed, written statement committing the execution of a Community Benefits Agreement if selected. 10. A signed written statement to purchase the property indicating the proposed purcha price along with a statement of willingness to execute a Purchase and Developme Agreement within ninety (90) days of selection if selected as the qualified proposer. Any Purchase and Development Agreement ("Agreement") will contain performaric based criteria and milestone timelines for items such as, securing debt funding, form site plan application, commencement of construction, limitations on transferability assignability of the Agreement without prior approval from the BBCRA, terminatiol provisions for failure to meet the criteria listed and other provisions to adequatel define the rights, duties and obligations of the parties. 11. Proof of financial capability to complete the proposed project. Financial informati should be submitted in a separate, sealed envelope or package and mark I confidential'. Financial information will be accepted only from the proposing entity. 12. A letter attesting that the respondent has read and understands all procedures of th UP. I 1144A.�101_vin_ MTOTM ilillii 111111141111 ommiffee snall review earn f roposal and make a deternumhon as to whether each.Proposal meets the minimum submission requirements as referenced throughout this RFP/RFQ document CRA staff shall first determine which proposals are sufficient, then the evaluation committee will review the Proposals based upon the following criteria: 15 Points-, Experience in completing comparable development projects within local markets similar to the project area. 15 Points: Ability to proceed immediately from a financial and organizational perspective. 30 Points: Project's adherence to the goals and objectives of the RFQ/RFP and referenced BBCRA plaDning documents, adherence to the "Site Plan Criteria". design, resident amenities and public benefits. 20 Points: Proposed purchase price, development and operating pro forma. 20 Points. Commitment to use local residents in the project. 100 TOTAL POSSIBLE POIUTS The three highest ranking proposers will present their PowerPoint slide presentation befo - the BBCRA Advisory Board at their regular meeting on December 1, 2016 at 6:00 p.m. T - BBCRA Advisory Board acts as a recommendation body to the BBCRA Board. The three highe ranking grojosers will alsoresenttheirPow S meetings will be held in the City Commission Chambers at City Hall located at 100 E. Boynton Beach Boulevard. I - I 1I i .1 - . -Wyl I - - ►- - ara. The BBCRA and the successful proposer will then negotiate a Purchase and Development Agreement for the land. Should a Purchase and Development Agreement satisfactory to both parties not be able to be agreed upon within ninety (90) days of the selection of the successful 2 rogose4 either party shall have the risht to termin9W *, i i S - 11. c im with no further obligation to the proposer chosen at the August Board meeting. It is expected that there will be no communication with parties other than those specifically Es - and objectives. The BBCRA prohibits communication to or with any department, bureau or employee during the submission process. Communication with any parties for any purposes other than those expressly described herein may cause an individual or firm to be disqualified immediately from participating in the development solicitation. All questions or inquiries should be directed to Michael Simon, CRA Assistant Director at simonmc&bbfl.us. It will be necessary for responding parties to comply fully with the general terms and conditions outlined in this document if they are to be considered. F� �M-�-- 1JM-71-T!M-=o I - M71-4-177411 11 0 q The BBCRA has established a schedule for submitting qualifications and proposals and for completing selection of the preferred Development Team. Respondents shall assume full responsibility for the timely delivery of the qualifications. Qualifications received after the deadline stated will not be considered. The BBCRA however, reserves the right to amend milestone-iWes. Scheduig gf Events Issue Date: Submittal Deadline: Proposal Evaluation Process: September 15, 2016 November 17 - November 21, 2016 Dec ember 1, 2016 at 6.00 p.m. at City Hall 1prp - All correspondence and re N uests; or information reUr1in5" , if—griv MM21L�M gamr.1#14 WRInm om mtv 1120'r. la"tolp irtiml 1#111110614411 11:441oll 0 1 - Michael Simon, Assistant Director Boynton Beach Community Redevelopment Agen 710 N. Federal Highway Boynton Beach, Florida 33435 Phone: (561) 737-3256 Fax: (561) 737-3258 simonmohhaijus I I Answers to Questions Proposers are required to restrict all contact, questions and requests for clarifications regarding this RFP to the named individual(s) listed above under Contacts. All such requests must be submitted in writing via email or fax and may be submitted at any time but no later than 5:00 pm, on November 10, 2016. Cage Qf Sil n e Per Palm Beach County Code Section 2-355, after the deadline to respond to this RFP, members of the BBCRA Board and Staff not listed above under Contacts above prohibited from communicating directly or indirectly with Proposers regarding the substance of the Proposal Proposals, or (3) otherwise takes action which ends the solicitation process. Improper communication during this Cone of Silence period may result in a penalty as outlined in Palm Beach County Code Section 2-327. The selected Proposer, its successors and assigns, agree that no person shall on the ground of race, color, disability, national origin, religion, age, familial status, sex, or sexual orientation be subjected to discrimination. Should such discrimination occur, the CRA will provide notice to the Proposer of a breacb of this condition and thereafter, Proposer has 15 days to demand arbitration as to the claim of discrimination. The parties will then mutually agree to an of the American Arbitration Association will govern. This arbitration is independent of any other actions being taken by other agencies. However, a finding by any other agency or court that such discrimination has occurred may be relied upon by the CRA as conclusive proof of a breach of this provision. If Proposer does not demand arbitration within 15 days, or if arbitration is conducted and it is determined by the arbitrator that discrimination occurred, the CRA shall have the right to terminate any such Agreement it has entered into with Proposer and pursue any and all other lawful remedies. 3. additional information, reject insufficient or unclear proposals, formulate an objective poin! system for review, rate and rank proposals, negotiate agreements, abandon negotiations, 2pynoll, be considered by the CRA Board. Submittal of a Proposal in Response to this RFP/RFQ on the part of any all proposers constitutes acceptance of this policy. "A MOMEDMIL-1 Eamat-ontr= loR-afLanir The existence of a contractual relationship between the parties is contingent upon the terms and conditions of the contract being negotiated to the satisfaction of both parties and the execution of said contract by both parties. The contract documents shall include, but not be limited to, terms and conditions of this RFP/RFQ, the submitted proposal inclusive of qualifications and the negotiated services as agreed by both parties. Proposer shall at its own expense obtain all necessary permits, pay all licenses, fees and tax -M required to comply with all local ordinances, state, and federal laws, rules and regulatio applicable to the business to be carried on under the contract. I 1. Keep and maintain public records that ordinarily and necessarily would be required by the CRA in order to perform the service; 2. Provide the public with access to such public records on the same terms and conditions that the CRA would provide the records and at a cost that does not exceed that provided in chapter 119, Fla. Stat., or as otherwise provided by law, 3. Ensure that public records that are exempt or that are confidential and exempt from public record requirements are not disclosed except as authorized by law, and 4. Meet all requirements for retaining public records and transfer to the CRA, at no cost, all public records in possession of the respondent upon termination of the contract and destroy any duplicate public records that are exempt or confidential and exempt. All records stored electronically must be provided to the CRA in a format that is compatible with the information technology systems of the CRA. The failure of respondent to comply with the provisions set forth in this RFP/RFQ shall constitute a Default and Breach of the Agreement. If the successful respondent fails to cure the fefault within seven (7) days' notice from the CRA, the CRA may terminate the Agreement. Public Entity LCrimes StateMgnj I U& ,61r� a public entity crime may not submit Proposals, bids or qualifications (as applicable]), I response to a solicitation for said products/services in support of a public entity, ai:ndmay n .1 1� i I I I 1 0 11 - - - 1! � � � � ' � �, � � I HIMMICTIEN111- o s ?IKKITC—elf ca 11, -!ii consultant under a contract with any public entity, and may not transact businesses 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. In accordance with Florida Statute 287.087, preference shall be given to Proposer(s) with drug free work programs. Whenever two (2) or more Propdsals, which are equal with respect to price, quality and service, are received by the BBCRA or by any political subdivision for the procurement of commodities or contractual services, a Proposal received from a business that certifies that it has imglemented a drui-free workD]ace Droiram shall be eiven ireference in ne TIMM process. 17n FUCU LU PfelClellUe, Me rropuser Man compiete anu sm-" with its Proposal the attached certification, Attachment "DDrug Free Workplace Certification. Location Map Yellow line denotes the boundaries of the proposed Cottage District Project area. W+. -.a '' I in a Ll 2 n'.i Y e tL r, n: d i Y a r C x PM . . 4 py at g $ s E z t va 6� �En k 3 A Nov" 40 44 DIASE WWI1 tgA, 55n WOOL tj Al -77 W+. -.a '' I in a Ll ATTACPHLEAT I certify the firm of responding to this RFP/RFQ 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 such programs. (2)'TTe 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. IMPIrform-P4 0 WOO Ou "Irl u u TRW inis mrrirmkri 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 no 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 community, by any employee who is convicted. (6) He 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 ftl- above requirements. Name & Title (typed MR yF I 1"i"' BEACK[CRA moom nt Agenda I X1 OldBusinessNew Business I I Legal I I Information Only -i l � + Consideration of a Second Amendment to extend the Development Timeline section of the Purchase and Development Agreement for 211 E. Ocean Avenue. SUMMARY: Per the terms of the Purchase and Development Agreement for 211 E. Ocean Avenue, Section 18.3, b. (Attachment 1), the Development Timeline for submission of the construction permit application is November 14, 2016. The architectural firm of JW Architects is responsible for producing the construction plans and specifications for the redevelopment of the 211 E. Ocean Avenue project. On behalf of the property owner, lead architect, Jim Williams has requested a forty-five (45) day extension for submission of the construction permit application due to the increased design work required by the building's historic designation (see Attachment 11). FISCAL IMPACT: None CRA PLAN, PROGRAM OR PROJECT: 2016 CRA Plan Consolidation & Update, the Downtown Vison and Master Plan C«]:7_\:16' 7 11610a , • • 1. Approve the request for a 2"d Amendment to the Sale and Purchase Agreement for 211 E. Ocean Avenue. 2. Do not approve the request for a 2nd Amendment to the Sale and Purchase Agreement for 211 E. Ocean Avenue. T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTS1Completed Agenda Item Request Forms by Meeting\CRA Board\FY 2016 - 2017 Board MeetingslNovember 2016/211 Permit Application Extension.docx ATTACHMENT I ..... ..... In consideration of the mutual Covenants and aweements herein act fordl, the Parties hereto agree as follows: 1. PURCHASE AND SAMPROM&DL. SELLER agrees to sell and convey t,*. PURCHASER and PURCHASER agrees to Purchase and acquire from SELLER, on the terms and condition herainafter set forth, the Property wbicb consists of one parcel located in Palm Beach County, Florida (the -Propery� having an address of 211 EOcean Avenue, Boynton Beach and more particularly desm'bed as faljowg: 91 Aul PURCHASE AND DEVE LOPMENT A(,,RF.V—M-'—FNTAwaIDevcO Pop 4 of 16 10.2 ClOsing COstrl, SELLER shall PaY fOr documentmy stamps on the deetL PURCHASE AND DMTLOPMFNT AGREEMENTfLowlDewe Pages of 16 recording the deed and afl general closing expenses (settlement fee, courier fees, overnight packages, etc.). 11. ILI Sefler!E������ SELLER hereby represents, COWnunts and Wan-drAs to PURCHASER, as of the Effective Date and as of the Closing Date., a follows: 11.3 Tide. SELLER is and will be on the Closing Daft, the OWM of valid, good, marketable and insurable fee simple title to the property, fift and clear of all lieng, encumbrances and restrictions of of rword which will be discharged at Closing). 2L Q!AULT� 12.2 5E—L—LER'S 22-f—AUII. In the event that SELLER shall fail to fully and timelY Perform any of its obligations or covenants heretmder or if any of SELLER"S sentationsuountmea,rinWWrat,e,thr,i3 nimb 71 W TA - It M10 I I", I WIR I PURCHASE AND, DFVFT.O'PW A GREEMENT/LocaMmeo Page 6 of 16 W DI MA169WIffilut 12.4 SII �ivaL The provisions of this Section 12 shall survive the termination if this Agreement. 13. NC-)TICES. All notices required in this Agrewnent must be in writing and shall be considered delivered when received by certified mail, return receipt -requested, or paso=l delivery to the following addresses: If to Seller: Boynton Beach CommunitY Redevelopment Agenc� Executive Director, Vivian L Brooks 7 10 N. Federal Highway Boynton Beach, Florida 33435 With �i capy to: Tara Duhy, Esq. 'Lewis, Longman & Walker, p.A. 5 15 North Flagler Drive, Suite 1500 West Palm Beach, Florida 33401 Buyer. Local Dev Co, LLC 630 N. 3rd Street Philadelpbla, PA 19123 With a copy to- Thomas F, Carney, Jr., Esq, CARNEY STANTON P.L. 135 S.E. 5L Avenue, Suite 2 Delray Bea4 Florida 3 3481 PURCHASR AND DEVEU-',PM-ENT AGREEMENMocalDevoo Page 7 of 16 C . Commercial Constniction Project Incentive Progmin — Purchas shall be reimbursed the building permit fee of 2.3% if the projei PURCHASE AND DFVEL OPM-ElfIr AGIREEMIEW/LocalDewu Page 8 of 16 16.3 *evelooment Timetine. In oTder to ensure that the public puW.e is beid-g- mat, the following events must be documented in writing and provided to the SELLER -upon couiplation of each. Time is calculated from the Effective Date. PURCHASEANT) DPVLiL-OPMEW:r.ACrRXEMEN.r/T—ocalDevco Page 9 of 16 C. COMIneucement of construction within sixty (60) days of the Building Permit approval date, d. Cerfificate of Occupancy to be provided within Two Hun Forty (240) days from the Con=encement of Constuction D uIless, extended do to a force majeure, circumstances beyond Pumhaser's control and approved by SELLER, or extended otherwise pertnitted in this Agreement. I 2 1. SBILER'S FIRST RIGHT OF REFULAL To LjMtCHASE pRopER-fy. PURCHASER hereby grants SELLERa rigbt of fimt refusal to purchase the Property in -tzccrdance with the terms below: b. Within fifteen (15) business days after receipt of the writteen notice, SELLER shall have the right to notify PURCHASER that it is exercising its Right of First Refusal and will purchase the Propeaty pursu=t to a Purchase Egreement which incorporates the term and conditions of the Offer. Notwithstanding the terms of the Offer, however, the purchase price of PURCHASE AND DEVELOPIVIM'lDe-,ico Page 10 of 16 the Property shall he confimed by an independent appraisal agmeable to both the SELLER and the PURCHASER, PURCM-A-SE AND DEVELOPMENT AGREEMENTP—cioaINDeveo Page I I of 16 Date in the calculation thereof PURCHASE AND DrVEL.OPMEN ,T AGREPt4EM Tfl OCRIDOVOO Page 12 Df 16 22.11 St1MivqJ. The covenants, wa=ties, representations, indemnities and undertakings of SELLER set forth in &is Ag=ment, shall survive the Closing, the delivery aad recording of the SELLER Property Deed and PURCHMERIS possession of the propc*, '72" LE_LLERAtkwA_MMLF&0_Wd _Q0111. SF, =-R acknowledges and apees that SELLER shall be responsible for its own attorneys' fees and all costs, if any, incunred by SELLER in conneefion willi the transaction contemplated by this Agreement. 22.13 Public Records. SPT - -- 's public agency subject to Chapter 119, Florida Statites, The PURCHASER shall comply with Florida's Public Records Law, Sped colly, the PURCHASER shall: a. Keep and maintain public records that Ordinarily and necessarily would be required by the SELLER in cmder to perform the service; b. Provide the public -with access to such public records on the same terms and conditions that the SEI -LER would provide the records and at a cost that does not exoeW that provided in chapter 119, Fla, Stat, or as otherwise provided by law; C. Ensure that public records that are exempt or that are confidential and exempt ficirt public record requirements are not disclosed except as authorized by lA', and e. The Mure of PURCHASER to comply with the provisions set forth in this Agreement shall constitute a Default and Breach of this Agreeznent, If PURCHASER fails -to cure the default within seven (7) days' notice from the SELLER the SELLER may terminate the Agreement. f. It is the intent of PURCHASER to assign this Agreement, and all the rights and obligations thereunder, to an entity in which 14 a, maintains a majority interest, to witich SELLER hereby approves, TH1S SECTION LEFT BLANK V "SYMM 0 k Wj *.I vv);M, I w 9 F 11v I Xj VA k -1w I , k7_-7jjCWf7@ VaUtcIC, By: PrintNanw. 'fltle: IMI »+� »\� /©?� �� i}� ? «� � w«« x «� \ \ \ <� \ }:. . . .� . . » \§\� ,\\ . 13y: Print Namc, Jeffy Taylor Title: Chair Date. r 1�0; =M0 Mdrlj IN WMMSS WHEREOF, the ies have executed this Agreement as of the Effwfivc date. BUYER SELMR won", 1 INS 1 Block 4, ORIGINAL• BOYNTON BEACH, accordinghe Plat thereof,recorded in Plat ork 1 . Page 23, of the Public Records of 11 BeachCounty, Florida PURCRASPAND DEVELOPMENT AGREMIENULOGAIDewo Page 14 of 16 PCN #08-43-45-28-03-004-0130 REVERTER AGREEMENT TIns REVERTER AGREEMENT is dated as of this day of 2015 by and between the Boynton each Community Redevelopment Agency Obe "SELLER") and Local Dev Co, LLC, having an address of (the "PURCHASEW). Page 13 of 1 I "I � ''1 11 Ir III qI, 11,11q,-1; . 9 z 11- 15 111, uses as set forth in ExhiNt or as approved by the CRA, remain open for business during normal business hours and for not less than period shall authorin the SELLER to exercise the reverter provision within the Deed. Should Y SELLER mmyise this right by providing 30 days written notice to PURCHASER, it will reimburse PURCHASER the fair market value of the Dronmw. as d-renwi.Ted hv an i1j1F,:j1A1.e&Tt VVRIAM—ITTI Property to SELLER. This reveler provision shall automatically expire ten years from the Effective Date of the Agreencnt This Agreement shall be binding upon -the parties horde and shall be binding upon and inure to the benefit of their successon and assigns. This Agreement shall be governed by and interpmW in accordance with the laws of the State! Of Flo -MA. This Agreement may only be modified or amended by a written agreement signed by audwrized representatives of the parties hereto. Aij Iil 011' 1 ; 1 0 1 , Local Dev Co, LLC and/or assigns; PrintN' Title- 1:�J, 6 1 : 4 Il I tf -74 M 71 � I i a M �, ►r I: I D111 Ate 7iii M +� +11 '1 .1 1 -1=14 A [� 1 a s,1 ! +• 11 ..i *:�� :'' }. i � 1 ; M 11 r � .. � � 1 1 � -,:: 1 � � s u � : _+d� +.w 1 � � ,a � ` � ^ is 1 r : � 1 i � ► � 1 A. $,�.,'' 1 1 _ 1 1 A I. 1 .1 # /i �11 in .�� / 1 .. ►rs' gp1 of to .11 ceI Asmment is 1 m1 f ' amendkd 11 March 2016, All 1 i .i dudH=:•e fifth I1 i �i�+'-1+1.-' lt 1 1 i" i- 1 1g D ;1( r=min 1!. [ i 1 �;#G1i f.:.. iA poll 1�. 4 ! :1 .1/ 1, .i 1 97 &TVi^rid l,w! 11 .{ +1 ! : '1 I :111 1 �1 . '1.^.i l +11 ► k Il :" . . 'T Y [',.. 11 7i i 11 'iwfl 11 'I .•+iN}} :!� if to 4 1 1! +"A :! '.:111 : ! a M F :i/' 1 d.i:•w.'. 1 } r" [. 1 1 i 1 4; l 1 Ir 11 " '� �i+�.L'c'Tm IN • i 1 : T BUYER LOCAL DLFV Co, LLC ` r witnemm: r -- to Has)-ttel 41,K%1 WAO Di U OW 010[0) U0 1011:1 wa elm I u This First Amendment to Purchase and Development Agreement (hereinafter "Amendment") is made and entered into as of January __, 2016, by and between BOYNTON BEACH COMMUNITY REDEVELOP AGENCY, a public agency created pursuant to Chapter 163, Part III, of the Florida Statutes (hereinafter "Seller") and LOCAL DEV CO, LLC' a Florida limited liability company or its affiliated assignee (hereinafter "Purchaser", and together with the Seller, the "Parties'l. Purchaser and Seller desire to amend certain terms and conditions of the Agreement, more particularly described below: i 1. The Feasibility Period set forth in Paragraph 7 of the above -referenced Agreement is hereby amended to March 4, 2016. All other deadlines set forth in the Agreement, including Closing Date, shall remain unchanged. Terms which are capitalized but not defined herein shall have the, meanings given to such terms in the Agreement, Except as expressly set forth in this Amendment, the Agreement is unmodified and remains in full force and effect, and is hereby ratified and confirmed by Purchaser and Seller, This Amendment any be executed in any number of counterparts, any one and all of which shall constitute the agreement of the Parties and each of which shall be deemed an original. IN WITNESS WHEREOF, the Parties have executed this Amendment as of the date first set forth above. LOCAL DEV CO, LLC AND/ORASSIGNS; B Print Nam6.- V Title: I' "-Z- 'C' Date: Witnesses: to OM1441.1 legal sufficiency: Ifff i jail MM Print Name: Title: Date; Witnesses: lM 1 11 4 till i J. SecondThis Amendment to Purchase and o• "Arnendment' ') is made and entered of of . - .. by and between BOYNTON BEACH COMMUNITY RED ` - Dpublic - • pursuant Chapter• Part III, of the Florida . SHOVEL READY PROJECTS, LLC, successor in interest to LOCAL # together, LLC, (hereinafter "Purchaser", ant Purchaser•Sellerdesire toamendcertain•conditionsoftheAgreement, ExceptL-nore particularly described below: 1. Paragraph 18.3(b) of the Agreement is hereby amended to extend the date by which Purchaser must submit a Construction Permit Application to the City of Boynton Beach until December 29, 2016. Terms which are capitalized but not defined herein shall have the meanings given to sue terms in the as expressly forth • "• !� •1 - • •'- • confirmed •� Purchas In 17M IV s 1 . ��' • - •-. 1 ' forthIN WITNESS WHEREOF, the Parties have executed this Amendment as of the date first set •A By: Print : Title: Date: Witnesses: CRA Attme �� i • I I ! 111.4 1ok"A 31 ew : Print e: Title: Date: Witnesses: SUBJECT: Consideration of First Amendment to the Purchase Agreement with Kim Newton extendto the ClosingDate for th SIMMARY: Per the terms of the Purchase Agreement for 120 NW 11 Avenue, the closin• was to take place on or beforeOctoberi2016.There have been probate title issues witl� the p •• - • • • - - both Aattorneyand the attorney for the owner, Kim Newton have been working on. The CRA and Seller, with approval from the Underwriter, have agreed to extend the closing date to November 18, 2016 and extend Ms. Newton's occupancy to January 17, 2017. This property is part of the Model Block Project. The delay in closing has no effect on the Model Block Project at this time and therefore CRA Staff feels the extension benefits both , Attached are the 9113116 Minutes approving the purchase of the property; a copy of the executed Purchase Agreement and the Amendment to the Purchase Agreement. �� . , *1711T6-UPPI. Plan _ Downtown Visonand Master 1. Approve the First Amendment to the Purchase Agreement with Kim Newton to extend the Closing Date for 120 NW 11 th Avenue. 2. Do not approve the First Amendment to the Purchase Agreement with Kim Newton to extend the Closing Date for 120 NW 11 th Avenue. Michael SimoT, _ - � 111111, - ", I'll 11 1 1 1 11 1 1 W_"' Simon did not know. He wanted the clarification to be they get the discount and for the CRA to advertise T-Fice Chair McCray commented there was no problem and he favored the status quo. The discounted gas was an incentive for businesses to attract people. 'Fice Chair McCray moved to approve as is. Mr. Casello and Ms. Romelus seconded the motion that unanimously passed. It was noted the motion pertained to the lease agreement at $18 per linear square foot. H. Consideration of First Amendment to the 2006 Grant of Easement between the CRA and DSS Properties a/k/a Two Georges Mr. Simon explained this Rem pertained to consideration of the grant easement agreement. IDSS properties own the slips, roadway and two story building, apartment and retail downstairs. As part of the negotiation, the contract included the grant of an easement to provide parking for the restaurant and access to the restaurant on i way drive isle. The CRA Board approved the agreement in 2006 and the easement is in place for 99 years. The agreement included DSS approval rights for repair work or alterations to the property as described in the easement. The restaurant would have to sign off on the project. Since the CRA was alighting the roadway to the north with a drive isle, the alteration changes the legal descrIption in the easement that was in the original contract and staff now had a signed agreement DSS already agreed to that describes the new legal description. iTir. Simon explained the CRA is legally bound. Mr. Katz questioned the CRA giving away parking spaces because the CRA was investing a million at the Marina. H-' thought everything done at the Marina benefits these two businesses. He thought it would have been better if the restaurant did not park in the garage even if they were entitled to-# because they have a direct benefit and there is limited parking. Mr. Simon explained the four parking spaces labeled public parking are for restaurant patrons. Mr. Katz inquired if the parking would be managed. Ms. Romelus moved to approve. Mr. Katz seconded the motion that unanimously passed. 91 Meeting Minutes CRA Board 92�f-nton gemch,-Elo YwA Attorney Duhy advised this Rem was the agreement that settled the eminent domain counterclaim filed against the CRA suit. Motion , Vice Chair McCray moved to approve. Mr. Katz and Ms. Romelus seconded the motion that unanimously passed. ' XV. CRA Advisory Board Chair Grant exWalned he wanted Ji jpipr gggy'- W -Uf� LqW!L01"'L-71-*4 (a qii�ygs- Nprera WT A. Consideration of Purchase and Development Agreement with Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the 2.97 Acre Project Site Known as MLK B. Consideration of Interlocal Agreement between the CRA and the City for th- Required Local Government Contribution In the Amount of $1,000,0oo � to Heritage at City View Housing Partners, LP (NuRock Development Partners, for the 2.97 Acre Project Site Known as MLK C. Consideration of Community Benefits Agreement between the CRA ani Heritage at City View Housing Partners, LP (NuRock Development Partners, Inc.) for the Ocean Breeze East Project In the Heart of Boynton D. Review of Bid Proposals and Drawings for Amphitheatre Awning Structu Renovation I Romelus informed Mr. Simon Nn &2i?QUf6gM—,dJ-1J iM-lad to work on his monotone voice, and he needed to work on being more concise. Chair M] PURCHASE AGREEMENT This Purchase Agreement (hereinan,greemenr,) is made and entered into as of the Effective Date (hereinafter defined), by and between BOYNTON BEACH COMN4UNITY REDEVELOPRIENT AGENCY, a public agency created pwuant to Chapter 163, Part 111, of the Florida Statutes (hereinafter "CRA") and KIM NEWTON, a sitWe woman (hereitmfter I&SELLE117%). 1111111 gpi�111111 q LULCHA E. AZV BALhZ&QEEM. SELLER agrees to Ben and conveywft CRA and CRA agreas to purr -how and acquire from SELLER, on the term an� conditions hareinafter set fth, the Property Imated in Palm Beach county, Florida (the "Property") and more particularly &Scribed as follows: E, 4F 4ISM F itMI Mj�jm JC', Map Or fiat-hrmoj�� . ; in Plat Book 1, PaV 35, Public Records of Palm Bamb CountN Florid& 2. PURCHASE PRICE !r �AND �AYM�ENT. The Purchase Price to be paid for the Property sball be Ofte Hundred ThirtY ThOusmd and 00/100 Dollars ($130,000.00), payable in cash, by wire transfer of United States Dollars at the Closing. it is mWerstood and agreed by the Parties that this Purchase Nice shall represent full and complete settlement of any and all claim between the Parties PUMMt to that certain Settlement Agreement between the CRA and Seller having an Effective Date of August 16,2016. 16111291 1 3.1 The Deposit shall be applied and disbursed as follows: The Deposit shall be delivered to SELLER at Closing and the CRA shall receive credit for sud) amount against dw Purchase Price. If this Agreement is terniinated during the Feasibility Period (Ira rcinafter defined) for any reason, the Deposit shall be immediawly refumded to the CRA- lr this Agrekanent is terminated due to a defoult, pursuant to Section 12, the Deposit shaU delivered to (or retained bv. as a7rel 7VA1 A wwa� 3.2 cmmw Ax M RA and SELLER authorize Escrow Agent to recdN e, deposit and hold firads in escrow and, subject to cleamnee, disburse them upon propvz authorization and in accordance with Florida law and the term of this Agreement. The parties agree that Escrow Agent will not be liable to any pmon for misdelivery of escrowed items to CRA and SELLER, unless the misdelivery is due to Escrow Agent's willful bmach of this Agreement or gross negligence. If Escrow Agent interpleads the subject matter of the esmjv, Escrow Agent wfll pay the ng fms and costs from the deposit and will recover reasonable attomey's fees and costs to be paid from the escrowed fands which am charged and awarded as court costs in favor of the prevailing party. All claims against Escrow Agent will be arbitrated, so long as Escrow Agent consents to arbitrate. ver *21M W �)!Jts K*fqft if .......... 1121111 7. UASIBILITY PERIOD. 'Me CRA, and its designees shall have thirty (30) days from the Effective Date of this Agreement CFessibility Periocr'), at CRA,s expense, to make contractors' liens or other recorded claims of lien upon The property, or (iii) canceling and terminating this Agreement, in which case, the Deposit shall be returned to CPA and the Parties shaU have no finther obligations or liability hereunder, excePt for those expressly provided herein to survive tamination of this Agreement. 7.3 9-tLLE&Dejivej es. W&U 7.3.1 Copies of any reports or studies (including engineering , environmentat , 8W, Fol d od= pbysicta inspection rcports� in SELLER' possession or control with respect to the physical condition or operation of the Property, if any. Copies of all licenm, vmimres, waivas, permits (including but not limited to all surface water management permits, wedand resource permits, consumptive use Permits and environmental res0u= Pettrkits), authorizations, and approvals required by law or by any governmental or private authority haviRF-4-.r , (utisdiction over the 1ZqMpprj ,w Approvals"), wbich SM material to the use or operadon of the Property, if any. Prior to the Closing Date, SELLER shall, execute and deliver to CRA any and all documents and instrurnents required by CRA, in CRA's sole and absolute discretion, which: (i) effectuate the transfer to CRA of those Govemmental Approvals, or portions thereof which are applicable to the PrpjMj�-, _, that CRA desires to Property to be withdrawn from any Governmenw Approvals. No later than thirty (3o) days prior to the Closing Date, SELLER shall remedy, mtcTe, and rectify any and all violations of the Governmental Approvals (incJuding but not limited to any and all portions of the surface water management system, raitigatiOn areas of other item which do not comply with the Govermumtal Approvals or applicable rules), if any. SELLER warrants that there will not be, at the time of Closing, any unrecorded instrwnents affecting the title to the Property, including, but PA-a#'dmfl:jar.jm700Z*.j expenses to be paid at Closing, and the net proceeds d'ue SF -LLE, R, which CRA shall also execute and deliver at Closing, 9.5. Additional Documents. Such other docurnents as CRA or the Title Company may reasonably request that SELLER execute and deliver, and any other doctunents required by this Agreement or reasonably necessuy in order to close this trwwaction and effectuate the tenns of this Agreement. 10-4. --Credit. CRA shall be responsible for all documentary stamps on the deed, recording the deed and half of all general closing expenses (settlement fee, courier fees, Ovemight package, etc.). SELLER is responsible for half of all general closing expenses and their own legal few. All oflw costs of closing shall be bome by CRA. 10.5 Closine Pro URA sMI tand the Purchase Price subject to the credits, offsets and prorations set forth herein. SELLER and CRA (as applicable) shall execute and deliver to Closing Agent the Closing Documents. The Closing Agent shall, at Closing: (i) disburse the sac proceeds to SELLER, (ii) deliver the Closing Documents and a "marked-uW' Title Commitment to CRA, and Promptly thereafter, record the Deed and other recordable Closing Documents in the appropriate public records. 10.6 Existing hIpq&Wges Lggd Otnbh I At Closin , SELLER shall obtain, an_er Liens 9 or cause to be obtained, satisfaction or release of record of all mortgages, liens and judgments applicable to and encumbering the Property. H. RFPRESENTAI'ILO--Ntg�C-QVENAba�S AM WARANTIES. 11.4 SELLER represents &at SELLER will not, between the date of this Agre=ent and the Clomg, vndKmt CRAS pnor written consent, which consent dWl not be unreasonably wifteld or delayed, except in the ozftary course of business, create any encumbranoes on the Ploperty- For purpo= of this provision the term'"encurnbrancos" shall mean MY liens, chtims, options, or other encumbrances, encrOaChMCUtB, jA*79L-YIYj PA- V dmft-HaWo�MOL)20D� j encumbrances and reshictions of any kind, except the Pennitted Exceptions (and encumbrances 3f record which will be discharged at Closing). 12. REFAULT, PA-1,6aft UvX&M'MM0=W- I 12.4. Smi—aLmab The PrOvisiOns of this Section 12 sha survive the temainatio., af this Agreement r_ 13. MO_IICES. All Uctices required in this Agreement must be in writing and sMI be Considered delivered when received by certified mail, return receipt request4 of personal delivery to the following addresses: 18.5. Severability. If any provision of tWs AgTeement or the application thereof shall, for any reason and to any extent, be invalid or unenforceable '11", Ii 1 -1 �.' 'A", �Oqip' be affected themby, but instead shall be enforced to the maximum extent permitted by law. Thj; prov'S'Ons of 01's Sect'" shall aPPlY tO any amendment ofthis Agreement. xa 432 VR M, I MI, j W 18.7 vy sarindumnent to CRA agming tD CAM into tMs Agremeat, CRA and SELLEk havb waive trial b�r jury 17", a",T�f QTJ date. rN WITNESS WHEREOF, the Parties have executed this Agreement w of the Effective Printed Nc.- 1 7 Date: I &b ?A-V dMMHa%m%?DD200 I Printed Narne: Kim Newton Date: - � 2 1 (p M6% Re: Seller(s): Kim Newton Buyer(s).- Boynton Beach Community Redevelopment Agency Property: 120 NW 10 Avenue, Boynton each, FL I. Paragraph 5 is hereby amended to extend the closing date to on or before Friday, November 18, 201f. R' . Seller's Post closing occupancy term shall be amended to January 17, 2017. Addendum supersedes contract: The provisions of this addendum are made a part of the subject contract and shall supersede, govern and control all contract provisions in conflict therewith, An electronic copy ("email") copy of the C!ntract or this addendum and any signatures hereon shall be considered for all purposes as originals. This contract and/or addendum may be executed in several counterparts, each of which shall be construed as an original, but all of which shall constitute one instrument. References herein to "Seller" and "Buyer" shall include singular or plural as context so requires or admits. Bovnton Beach Co.. - — I 9��myi U-1 Date: Kim Newton By: Date: mm� It M. G. MAINTENANCE. us a, Tenant shall maintain in good operating condition the following items: all large ho ehold appliances (but not Tenant's Personal appliances), the structure, mechanical, plumbing and electrical components of the Premises, • ill provide • - • • service. Tenant shall be solely responsible for any and all damage caused by Tenant, their family, guests or invitees. 20. ATTORNEYS' FEES, In the event either party institutes litigation to enforce this Lease, then the non -prevailing party in such litigation shall pay the prevailing party all of the prevailing party's costs incurred in such litigation, including without limitation, its reasonable attorneys' fees and costs, whether incurred prior to the commencement of the lawsuit, pre- trial, at trial, post -trial, on appeal, or in bankruptcy. 21. RECORDING OF LEASE, Tenant shall not record this Lease on the Public Records of any public office. In the event that Tenant shall record this Lease. this Lease shall, at Landlord's option, terminate immediately and Landlord shall be entitled to all rights and remedies that it has at law or in equity. 22. MILITARY SERVICE, Tenant represent that Tenant are not on active service duty with any of the armed forces of the United States. If either Tenant joins any of the armed forces of the United States, and/or goes on active service duty, that Tenant will notify Landlord of the same, along with addresses or procedures to allow Landlord to contact Tenant while on active duty. 23. GENERAL TERMS. This Lease contains the entire Lease between Landlord and Tenant regarding the Lease and occupancy of the Premises, and all other discussions, negotiations, Leases and understandings regarding the same are included in this Lease. This Lease may only be modified in writing and signed by both parties, This Lease shall be governed by the laws of the State of Florida, and the venue for any litigation involving this Lease shall be in Palm Beach County, Florida. In the event any term or provision in this Lease is adjudged to be void or unenforceable, the same shall not affect in any manner the validity and enforceability all of the remaining terms and provisions of this Lease, and the void or unenforceable term of provision shall be modified to conform to the minimum requirements of law. This Lease may be signed in counterparts, and the sum of the counterparts shall constitute the entire Lease. This Lease and any modifications may be executed by the parties by facsimile signature, which shall be deemed to be the same as an original signature. The headings in this Lease are for organizational purposes only and do not constitute terms of this Lease. The covenants, obligations and conditions herein contained shall be binding on and inure to the benefit of the heirs, legal representatives, and assigns of the parties hereto. In the event there is more than one Tenant, the liability of each such person shall be joint and several. TIME IS OF THE ESSENCE IN REGARD TO ALL OF THE TERMS AND PROVISIONS OF THIS LEASE. 24. DISCLOSURES. Landlord provides the following disclosures in accordance wi federal and state statutes: I a. Lead -Based Paint Disclosure. Housing built before 1978 may contain lead- based paint, Lead from paint, paint chips, and dust can pose health hazards if not managed properly. Lead exposure is especially harmful to young children and pregnant women. Before renting pre -1978 housing, Landlords must disclose the presence of lead-based paint and/or lead-based paint hazards in the dwelling. Tenant must also receive a federally approved pamphlet on lead poisoning prevention. b. Radon Gas Disclosure. Radon is a naturally occurring radioactive gas that, when it has accumulated in a building in sufficient quantities, may present health risks to X&BOM persons who are exposed to it over time. Levels of radon that exceed federal and state guidelines have been found in buildings in Florida. Additional information regarding radon and radon testing may be obtained from your county public health unit, C. Personal Property. By signing this rental agreement, the Tenant agrees that upon surrender or abandonment, as defined by Chapter 83, Florida Statutes, the Landlord shall not be liable or responsible for storage or disposition of the Tenant's personal property. Executed, and delivered by the parties as of the date provided above. Wftnes�pes. landlord: Boynton Beach Communfty Redevelopment Agency MiTIA Print Name: Print Name: Print Name: 10-nant. Kim Newton Print Name: 01 !1D MEETING OF:• •, Businessr 9, 2016 —Fc—onsent —A— - ,..Information -CM King,SUBJECT: Discussion and direction for the potential acquisition of 416 E. Martin Luther Jr. Boulevard. SUMMARY: At their regular meeting held on September 13, 2016, the CRA Board directed staff to present any property identified for acquisition for their review and approval prior to presenting a formal Sale & Purchase Agreement to the property owner for consideration and execution. CRA staff is presenting for the Board's review and direction the availability of the property located at 416 E. Martin Luther King, Jr. Boulevard (see Attachment i). The property is located at the eastern end of Martin Luther King Jr. Boulevard just west of the FEC railroad tracks and a future zoning classification of "commercial" under the 2016 CRA Plan Update. Staff was contacted by the property owner to express their interest in selling the parcel to the CRA. The parcel is approximately .68 of an acre in size with an active, 5,315 sqft church building and 28 parking spaces existing on the property. The appraised market value of the property as of October 3, 2016, was determined to be $742,000 but the owner has made no formal statement as to their desired sales price (see Attachment ll). Under the 2016 CRA Plan Update and Consolidation, this eastern end of Martin Luther King Jr. Boulevard has a future lad use recommendation of GC (general commercial) and ideally would become a commercial node on both the north and south sides of the boulevard (see Attachment Ill). Staff is seeking direction from the Board as to their interest in pursuing acquisition of the property. FISCAL IMPACT: To be determined. PLAN,CRA PROGRAM OR PROJECT: 2016 CRA Plan Consolidation & Update CRA ADVISORY BOARD RECOMMENDATION: Recommend the CRA Board pursue acquisition of the property anddirect staff to begin due diligence and contract negations. Simon,Michael T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTSICompleted Agenda Item Request Forms by MeetinglCRA Board`FY 2016 - 2017 Board MeeUngslNovember 20161Potenbal Acquisition of 416 E MLKJr Blvd.docx ATTACHMENT I Gary R. 1 CFA Homestead Exemption ft 'M P eirty AOPra Isar Palmawch County Location Address 416E MARTIN LUTHER KING JR BLVD Municipality BOYNTON BEACH Parcei Control Number 09-43-45-21-04-000-0020 Subdivision WELLS ROBERT SUR IN Official Records Book 19370 Page 1681 Sale Date SEP -2005 Legal Description ROBERT WELLS SUB LT 2 (LESS N 10 FT E MARTIN LUTHER KING JR BLVD R/M Owners Mailing address DELIVERANCE BY FAITH CHURCH INC 416 NE MARTIN LUTHER KING JR BLVD BOYNTON BEACH FL 33435 3286 Sales Date Price OR Book/Page Sale Type Owner SEP -.2005 $10 : 19370 / , 1681 QUIT CLAIM DELIVERANCE BY FAITH CHURCH INC Exemption Applicant/Owner Year Detail DELIVERANCE BY FAITH CHURCH INC 2016 FULL: RELIGIOUS ORGANIZATIONS Number of Units *Total Square Feet 5315 Acres 0.6810 Use Code 7100 - RELIGIOUS Zoning - Tax Year 2016 P 2015 2014 Improvement Value $518,975 $479,454 $442,506 Land Value $222,488 $209,732 $166,421 Total Market Value $741,463 $689,186 $608,927 Prefimnary All values are as of January 1st each year Tax Year 2016 P 2015 2014 Assessed Value $736,802 $669,820 E $608,927 xemption Amount , $736,802 $669,820 $608,927 Taxable Value $o $o so Tax Year 2016 P 2015 2014 Ad Valorem $o $o $o Non Ad Valorem $645 $653 $700 Total tax $645 $653 $700 httP:Ilwww.co.pahn-beach.fl.uslpapalAspsrOPertYDetaillPropertyDetail.aspx?parcel=08... 10/28/2016 i s If TTACHMENT i �� i 1; ,r APPRAISAL R:POR. fii I&W-1 I1 2 Vance Real Estate » 2481 tort xi: 2 t »»i w w y+w+§+y 2»241 ?22:«22 10 $+««++ I 0— + # # « w f7i272 ++ #>+l Agency 710 North Federal Highway Boynton Beach, 6 23435 + d*i»r % ?$}¥ rp -5 ervice • W Boynton Beach Community Redevelopment Agency 710 North Federal Ifighway Boynton Beach, FL 33435 Religious facty & childcare facty, 416 E Martin Luther King, Jr. Blvd Boynton Beach, FL 33435 (Legal descriPtion is in the report.) ladies and Gentlemen: hi fulfillment of our agreement, we transmit our Appraisal Report, in which we develop an opinion of R arket value for the fee simple estate in the referfmed real property as of October 3, 2016. The reIl rt sets forth our value conclusion, along with data and reasoning supporting our opinion. 711is report was prepared for and our professional fee billed to Boynton Beach Community Redevelopment Agency. Our analyses have been prepared in conformance with the Uniform Standards of Professional Appraisal Practice (USPAP 2016-2017). This report is for exclusive use of the client for possible acquisition purposes. Jesse B. Vance, Jr. and Claudia Vance visited the property. If You have questions or Ruther needs, please contact the undersigned. As a result of our analyses, we have developed the following opinion of the market value of the appraised property, subject to definitions, certifications, and limitingcondons set forth in the attached report. SEVEN HUNDRED FORTY-TWO THOUSAND THREE HUNDRED DOLLARS $742,300 NUNN =- Jesse B. Vance, Jr., MAL SRA, ASA State -Certified General Real *ae4oal-ok� Claudia Vance, MAI State -Certified General Real LIM MBA 7481 Northwest 4'h Street, Plantation, FL 33317-2204 954/583-2116 TABLE OF COWENTS kagg Number Title Pao pe a Letter Transmittal I Table of Contents ii iii INTRODUCTION o e ubject Property 71- 3 -'So C Fecation E a t n �i onn M 1 1-3-5 Mile Summary ofatemographic Statistics 5 Summary of Important Facts and Conclusions 6 8 DESCRIPTIONS ANALYSES & CONCLUSIONS Identt 0 'llent and tended ser Intend Use 9 Identification of Real Estate Appraised 9 9 Ownership 9 Property Address and Ugal Description 9 Real Estate Tax Analysis 10 Market Area Description 10 zoning Site Description 14 Building Description 1 5 16 Real Property Interest Appraised 17 Appraisal Purpose and Definition of Market Value 18 Effective Dates of the Appraisal and Report 19 Scope of the Work 19 Summary Of Information Considered 19 Property History 20 Highest and Best Use 20 a 'U'proved Sales Location map 24 Improved Sales Documentation Improved Salos.Com. son & A4justment Chart 25 Graphic Analysis of 9pn3roved Sales 38 Valuation by Sales Comparison 39 40 EINAL VALUE OPINION 44 Certification and Limiting Conditions 45 ADDEND Acquiring Quit Claim Deed Building sketch I1, _xf 1�kn "'.4d1lel GtE �,t„ r�ii,,N�ti�st iM1l' ?aV - tri , n NE i. Front Entrance North ) Elevation -4 Rear Parldng Lot & Church Bus ovmm't Classroom in East School Wing -�x�sfi� nn ' 4�4�YI�nvk1'tti ttli �° "' ", e� -; -z WN IDOWAAITWOa L South.Building Elevation West Building Elevation 1II 1 �1 e' 416 E. Martin Luther King, Jr Boulevard Boynton Beach, Florida School Playground ±«w2< #«« I Stage in Chapel �/?.. § . \� . Church Front Entry 0 Restroom in Chapel Church Bus 91 View East on AHJK, Jr. Boulevard 416 EAST MARTIN LUTHER E3NG,I IC 0 'Dior t Hill elyd M gg b Okeeha®he Club Park '.;GreeA& A i 3: La"Ibs- Rd luxo Ra or CbC VI aslomw a' ahAw HIIH 611d Pusdp Ln Cl Palm st Spring eras fy 10 ih A.e N 'i Lako Worth LI.Wervoind Corridor mel.164darn 6th Ave Velub Le aim Rd cs Manor N 61ner Rd my Blvd Id B Man F44 V wadh ti CR, , Lake 'Wortb ;; , � V' S -*N outh Palm Beach Manalapan laA t AN a&d 134H YPOWI �L-M & Ou 1.1 R W WptAbfdpI Y, Rd B , pBrimny C Breezes ° gauntryw 73, 1 �A. J A4- Vftst -1Fbr s�boFStream C-011, r Country Club HUhlers Run a' ple, F G a Lakeltla VI P -1061t alta C? of Orts. W!AIgaa*tAv* Kin oul PW 0 Cd#, nt " Club 101h S t A Untan Blvd Count . Club Z Beach Palo Club 9i ClUb of oc., e Raton Il *TNEff PWO-PERTY 416 E. MartinLuther King, Jr. Boulevard Boynton Beach, Florida k" The median age in this area Is 43.0, compared to U.S. median age of 38.0. Race and Ethnicity 2016 White Alone 39.8% 60.9% 2016 Black Alone 65.8% 54.1% 30.5% 2016 American Indian/Alaska Native Alone 24.8% 0.5% 0.3% 2016 Asian Alone 0.5% 0.9% 2.0% 2016 Pacific Islander Alone 12% 0.0% 0.0% 2016 Other Race 0.0% 2.5% 3.5% 2016 Two or More Races 3.9% 2.3% 2.8% 2016 Hispanic Origin (Any Race) 2.6% 11.1% 17.0% 18.1% Persons of Hispanic origin represent 19.1% of the population in the Identified area compared to 17.9% of the U.S. Hispanic Origin Persons population. of may be of any race. The Diversity Index, which measures the probability that two from the people same area will be from different race/ethnic groups, Is 65.1 In the Identified area, compared to 63.5 for the U.S. as a whole. Households 2000 Households 4,929 30,471 2010 Households 68,214 5,123 33,683 2016 Total Households 74,389 5,620 36,039 2021 Total Households 77964 6,062 38,352 2000-2010 Annual Rate 82,127 0.39% 1.01% 2010-2016 Annual Rate 0.87% 1.49% 1.09% 2016-2021 Annual Rate 0.75% 1.53% 1.25% 2016 Average Household Size LOS% 2.52 2.34 2.33 The household count In this area has changed from 74,389 in 2010 to 77,964 In the current year, a change of 0.75% annually. The five-year projection of households Is 82,127, a change of 1.05% annually from the current total. Average year household size Is currently 2.33, compared to 2.31 in the year 2010. The number of families In the current year Is 44,983 In the specified area. b8ft NQta' Income is exPressed In current dollars Source'- U -S. Cenalu.z Bureau, Census 2010 'Summ.a.ry File 1, Esrl forecasts for 2016 and 2021. Esrl converted Census 2000 data into 2olo Ugo graehy. September 24, 204 radii416 Martin Luther King Jr Blvd, Boynton Beach, Florida, 33435 VANCE REAL ESTATE SERVIC-1 Median Household Income 1 mile 3 mlles 5 miles 2016 Median Household Income 2021 Median Household Income $36,800 $46,152 $49,219 2016-2021 Annual Rate $39,593 $53,236 $55,701 Average Household Income 1.47% 2.90% 2.51% 2016 Average Household Income 1,178 5,942 13,2416,8I8 2021 Average Household Income 57®943 $65,449 $71,705 2016-2021 Annual Rate $63,104 $72,084 $79,107 Per Capita income 1.72% 1.95% 1.98% 2016 Per Capita Income 1,695 9,013 18,8727,431 2021 Per Capita Income $23,001 $28,185 $30,794 2016-2021 Annual Rate $25,033 $30,892 $33,760 Households by Income 1.71% 1.85% 1.86% Current median household income Is $49,219 in the area, compared to $54,149 for all U.S. households. Median household income is projected to be $55,701 in five years, compared to $59,476 for all U.S. households Current average household income is $71,705 In this area, compared to $77,008 for all U.S. households. Average household income Is projected to be $79,107 In five years, compared to $84,021 for all U.S. households Current per capita Income Is $30,794 in the area, compared to the U.S, per capita income of $29,472. The per capita Income Is projected to be $33,760 in five years, compo to $32,025 for all U.S. households Housing 2000 Total Housing Units 2000 Owner Occupied Housing Units 6,107 36,413 81,455 2000 Renter Occupied Housing Units 3, 22,014 $0,999 2000 Vacant Housing Units 1,641641 8,457 17,215 2010 Total Housing Units 1,178 5,942 13,2416,8I8 2010 Owner Occupied Housing Units 42,696 93,261 2010 Renter Occupied Housing Units 3,141 21,799 51,5951,982 2010 Vacant Housing Units 11,884 22,794 2016 Total Housing Units 1,695 9,013 18,8727,431 2016 Owner Occupied Housing Units 45,467 97,835 2016 Renter Occupied Housing Units 3,055 21,014 49,784 2016 Vacant Housing Units 2,565 15,025 28,180 2021 Total Housing Units 1,811 9,428 19,8718,001 2021 Owner Occupied Housing Units 47,943 102,584 2021 Renter Occupied Housing Units 3,244 21,966 51,8432,818 2021 Vacant Housing Units 16.386 30,284 1,939 9,591 20,457 Currently, 50.9% of the 97,835 housing units In the area the U.S., 55.4% of the housing units in the area are are owner occupied; 28.8%, renter occupied; and 20.3% are vacant.. Currently, in owner were 93,261 housing units in the area - 55.3% owner occupied; 32.9% are renter occupied; and 11.7% are vacant. In 2010, there occupied, 24.4% renter occupied, and 20.2% vacant. The annual housing units since 2010 Is 2.15%. Median home value in the area is $189,265, compared to a median home value of $198,891 In Ave years, median value Is to rate of change In for the U.S. projected change by 3.15% annually to $221,016. Data Moto- Income Is expressed in current dollars U.S. Census Bureau, Census 2010 Summary Flle 1. Earl farcasts for 2016 and 2021 Earl consrertod Census 2000 data Date 2010 geography. September 24, 2016 D PROPERTY APPRAISED: Religious facility & childcare center 416 East Martin Luther King, Jr. Boulevard Boynton each, FL 33435 OVMERSHIP: Deliverance by Faith Church, Inc. 416 East Martin Luther King, jr. Boulevard Boynton each, FL 33435 LAND AREA: 29,665 square feet or 0.6810 acres I W_1VLVJ_J1rKT9 Religious facility and childcare center containing 5,315 square feet, constructed in 2010 "C-2," Neighborhood Commercial District in the city of Boynton each Local Retail Commercial To develop an opinion of market value Fee Simple Religious facility and childcare center As vacant: Store, office, services As improved: Current use as a house of worshi)[ and pre-school FINAL VALUE BY THE SALES COMIPARISON APPROACH $742,300 & a AW a" 98 11 Z' I I VALUATION DATE: October 3, 2016 Exposure Time: 12 months prior to selling at the appraised value 0 APPRAISAL REPORT This is an APPRAISAL REPORT that complies with Standard Rule 2-2(a) of the Uniform Standards of Professional Appraisal Practice (USPAP 2016 - 2017) 2 -2 (a) 0) State the identity of the client and any intended users type; , by name or The client and intended user of this report is the Boynton Beach Community Redevelopment Agency. 2-2 (a) rd) State the intended use of l 'fhe intended use of the appraisal or possible acquisition of the property valued. Any other use is not intended, 2-2(a)(d) Summa"ZenfOrmafiOn sufficient to identify the real involved in the APPraisal, including ther4 legal and economieproperry characteristics relevant to the assignment; Owner: Deliverance by Faith Church, Inc. 416 East Martin Luther King, Jr. C Boynton Beach, FL 33435 Property Address: 416 East Martin Luther King, Jr. Boulevard Boynton Beach, FL 33435 Legal Description: Lot 2 less the north 10 feet for road, ROBER WELLS SUBDIVISION, Plat Book 11 page 61 Palm Beach County, FL Census Tract No. 61 A APPRAISAL REPORT (continued) 2-2(a)(fi') Summarize 'Iform"On suffwient to identify tfie real estate involved in the appraisal, including the playsica4 legal and economic aharacterislics relevant to the assng (continued) Real Estate Tax.- Parccl Control Number: 08 43 45 2104 000 0020 Land Value: $222,488 Improvement Value: 518,975 Total Value: $741,463 Assessed Value: $7361802 Exemption Amount: $736,802 Taxable Value: $0 Ad Valorem Non Ad Valorem Tax: $645 The property owner is an organization which is tax exempt, When a property is not assessed for taxation, the value placed on it by the county Property appraiser may not be representative of nwket value. However, M the case of the appraised property, the value placed On the property by the county appraiser is very close to the opinion of value developed for the property in this appraisal. Market Area Description: Boundaries and Market Composition & Transportation Infrastructure Ile general market area is the City of Boynton Beach in eastem-central Palm Beach County. Population of the city is about 72,000 residents; land area of the municipality is about 16 square miles situated between Delray Beach on the south and Lake Worth on the north. The town was named for an early developer, Nathan Boynton, a former major in the Union Army in the Civil War. The city was founded in 1898 and incorporated in 1920. Most of the original buildings were destroyed in the hurricane of 1926 though some remain. others which were constructed in the early 1920's are still in use with repairs and replacements over the decades. Time and economic trends take a toll on properties; thus, in 1984 a redevelopment plan was adopted for the Community Redevelopment Area (CRA) in the city. It covers 1,650 acres in the central part of the municipality west of the Intracoastal Waterway. M APPRAISAL REPORT (continued) 2_2(a)rd') Summarize information suffwient to idenlify the real estate involved in the appraisal, including the physical and economic characteristics relevant to the assignment; (condnued) Within the CRA is the immediate subject market area known as the Heart of Boynton (HOB), containing 380 acres. This area is the historic'. older part of the CRA, with the following boundaries: Boynton Beach Canal (C- 16) on the northl Florida East Coast (FEC) Railroad on the ea3PCPMMMWY• 1 - west, an&jagged line about one mile north of Boynton Beach Boulevard as the south boundary. Agriculture and farming had been important activities in past centuries in Boynton Beach. Commerce came to the area when Henry Flagler extended the Florida East Coast Railway from West Palm Beach to Miami in 1896. The railroad was the main mode of transportation to bring visitors and manufactured products to the city as well as transporting produce grown in the vicinity out of the area to other cities in the southeastern United States. Boynton Beach Boulevard is the principal east -west artery in the subject market area, having an interchange with Interstate 95 on the west side of the neighborhood. The boulevard continues west through Palm Beach County to its terminus at State Road 7/ U S Highway 441. Two miles east of State Road 7, it has an interchange with Florida's Turnpike. Boynton Beach Boulevard commences on the east at U S Highway 1, just to the east of the FEC Railroad. U S Highway I is the main north -south artery through eastern Palm Beach County and extends along the eastern seaboard of the United States. Property types in the Heart Of Boynton are smaller commercial establishments along the main roads, light industrial close to the FEC Railroad, single family residential, small multi -family dwellings and a few apartment buildings. As mentioned, some structures date back to the 1920's, but most which are still usable were built in the mid twentieth century. M APPRAISAL R -E PORT(continued) 2-2(q)(di) Sum-Inarize information sufficient to identify the real estate involved in the appraisal, including the physical and economic character&dcs relevant to the assignment; (continued) Municipal facilities in the immediate subject market area include parks, elementary schools and a community center. A Recent PrOjects implemented in the Heart of Boynton are: • Seacrest Boulevard Streetscape • Carolyn Sims Center • Ocean Breeze West - 21 homes —joint venture with Habitat for Humanity Future projects are: • Revitalization of Martin Luther King, Jr. Boulevard • Redevelopment of the Public Works site • Mixed uses of residential and commercial • Expansion of light industrial near the FEC Railroad. The demographic survey in the beginning of the report of 1 .7 3, and 5 mile radial circles from the a* -- . S for 2016 in the I1ile radius is $36,800, for three miles it is $46,152, and $49,219 for the five mile circle. All are lower than the median household income for Pahn Beach County of $54,400. In the one -mile circle, population is 14,323. In three miles, population increases to 85,377; at five miles, it is 183M2. However, about one-half of the three and five mile circles are over the Atlantic Ocean. Annual growth rate is anticipated to be 1. 14% to 1.48% in the three circles during the next five years as the economy and job market improves in South Florida, 51% of the housing units are owner occupied, with 29% rented. The percentage of renters is higher in this market because many of the single family houses are owned by investors who purchased them after the economic crash in 2008. Median home value in the five -mile area is $189,265, including the highly priced homes fronting the Atlantic Ocean, compared to median home value of $198,891 in the United States. KV, APPRAISAL REPORT (continued) 2-2(a)(fli) Summarize information suffiwient to identify die real estate involved in the appraisa4 including the physical and economic characterisacs relevant to the assignment; J'; r! The life cycle stage of the market area is stability, a period of equilibrium without marked gains or losses, after a period of decline. The purpose of the Heart of Boynton Community Redevelopment Plan is to revitalize the market arVie' with new housing options and business opportunities. There are examples of new houses along Martin Luther King, Jr. Boulevard, with more planned in ihe immediate vicinity. Economic Trends During 2005-2006, the subject market area was experiencing a rise in prop - 1 - due primarily to the availability of fmancing with adjustable rate mortgages. Interest rates adjusted upward, but rental rates of multi -family properties did not. For single family residences, interest rates on mortgages adjusted upward, but homeowners' incomes did not increase. Scenarios were the same for many property types, all with the same result of owners' inability to make the payments and mortgagesforeclosed. This situation was exacerbated by the economic crash in late 2008, followed by the Great Recession. Many of the foreclosures have already occurred. Currently, sales are between individuals or investors who previously purchased the properties from foreclosing lenders and private parties who will reside in the properties or hold them in their investment portfolio. Third party lenders are Providing flnancing to investors and residents, at high loan to price ratios. Sale prices for single-family residences in the subject market area and close vicinity are in the range of $85,000 to $180,000, depending on building size, age and condition. Price range for multi -family dwellings are from about $50,000 to $100,000 per unit based on the same factors. Land unit prices are from about $3.38 to $5.60 per square foot. Family Dollar Store is an addition to the subject market area; it consists of 1 8, 100 square foot commercial building a intersection of Martin Luther King, Jr. Boulevard and North - Seacre' Boulevard. I W APPRAISAL REPORT (continued) 2-2(affiii) Summarize information sufficient to ideniffy the real estate involved in the appraisal, including the physical and economic characteristics relevant to the assignment; (continued) 'fhe irnmediate subject market area of the Heart of Boynton (FIOB) has ths components of an appealing neighborhood with schools, parks and recreation. HOB is easily accessible by main roads and Interstate 95. Goods and services are nearby on Boynton Beach Boulevard and U S Highway 1. With the involvement of the City of Boynton Beach and the Community Redevelopmefit Agency, Heart of Boynton Community Redevelopment Plan can continue to succeed in revitalizing the area. Land Use: Local Retail Commercial Zoning: "C-2", Neighborhood Commercial District in the city of Boynton Beach, with the purpose to implement the local retail commercial filture land use classification by allowing low -intensity commercial uses of retail convenience which are to serve residents in close proximity. Minimum lot size is 5,000 square feet. Minimum lot frontage is 50 feet; minimum depth is 100 feet. Permitted uses include stores, offices, service facilities, places of worship, et cetera. Child daycare is conditional use. The appraised site is meets the standards of the "C- 211 district. `Ihe site is also in the Martin Luther King Jr. Boulevard Overlay Zone which was established to miplernent the recommendations for the revitalization plan for the area. Copies of the zoning ordinances are in the Addenda. M, APPRAISAL REPORT (continued) 2-2(a)(W) Summarize information sufficient to identify the real estate involved in the appraisal, including the physical and economic characteriv&s relevant to the assignment; (continued) Parking: Paved marked parking on the site totals 27 spaces. There are parallel parking spaces in the right-of-way for Martin Luther King, Jr. Boulevard. Zoning standard is one space for every four seats. Seating in the sanctuary can be 200 on movable chairs. With this number, required parking would !'i spaces. However, the subject improvement was permitted to be constructed in 2010 with a parking ratio of one space for approximately each 200 square feet of the building which is the standard for a commercial building in the area. It appears that the subject improvement is a legal conformity for parking; nevertheless, city officials determine legal conforinity. Parking for the childcare center would be during the week and could share parking with the church. Site Description: The shape of the site is a quadrangle. Approximate dimensions and size arc from public records. North boundary on MLK Jr. Blvd: 200 feet East boundary on adjacent property: 155 feet South boundary on adjacent property: 180 feet West boundary on adjacent property: 155 feet Utilities: All utilities are available to the sitl Access: The site is accessible via Martin Luther King, jr. Boulevard which intersects with Seacrest Boulevard about two blocks to the west and North Federal Highway 250 feet to the east. It has a grade - o 1 g ossing over the FEC Railroad. W APPRAISAL REPORT (continued) 2-20)(di) Summarize Wbrmation sufficient to idenfify the real estate involved in the appraisal, including the physical and economic characteristics relevant to the assignment; (continued) Easements: NO sketch of survey is available for ,view to .0t,,. the existence of easements. Utility easements are assumed to be around the Perimeter of the parcel. Improvement Description: The appraised improvement is a church anj childcare center, with attendees from age two to twelve years old. The center is licensed for 30 children, called A Finn Foundation Early Learning Center. Total enclosed building size is 5,315 square feet divided approximately with 3,315 square feet to the church and 2.,000 to the childcare center. Building sketch is in the Addenda. The sanctuary has a vaulted roof with a peak at about 20 feet. Features of the church are a covered entry accessible only by stairs and a bell tower. Areas in the church consist of, foyer, congregation seating, raised stage, pastor's office, men's and women's restrooms with handicapped accessible stalls. The school portion of the buildings is divided into: reception/office, classroom, kitchen, boys', girls' and teachers, restrooms. Extending from the south side of the building is a covered porch, Year built: 2010 Condition: Good Foundation: Reinforced concrete slab over concrete footings Exterior Walls: Concrete block with concrete columns and tie beams; exterior fmish is painted stucco IM APPRAISAL REPORT (continued) R' -2(4)(N) Summarize information suffixient to identify the real estate involved in the appraisal, including the physica4 legal and economic characteristics relevant to the assignment; (continued) Floors: Ceramic tile, vinyl tile or carpet over concrete Interior Walls: Painted drywall over metal studos Roof System: High gable roof in the sanctuary portion of thi building covered with insulation and asphalt shingles. Similar gable roof over the pre-school covered with asphalt shingles. Dropceiling in pre-school to about 10 feet clearance. Windows: Single hung aluminum frame, fixed glass and glass block HVAC: Central system Plumbing: Two sets of men's and women's restrooms, additional single restroom, all ADA compliant, kitchen Fire sprinkler: Noni; Vitc improvements: Asphaltic paving, wheel stops, striping, concrete paving, play area, irrigation system, durripster enclosure, light standards, landscaping, sod, and trees. Environmental Assessment: No environmental assessment was available for review. t)(iv) State the realproperty interest apprajsej�b A person who owns all the property rights is said to havejee simple title. Afee simple title implies absolute o-KWership unencumbered by any other interest or estate. Partial interests in real estate are created by selling, leasing, et cetera. ["artial estates include leasedJee and leasehold estates. The interest appraised is fee simple. WA APPRAISAL REPORT (continued) MOM) State the type and difiniWon of value and cite the source of the definition; The puipose of the Mpraisal is to.2-r it)-minirr Eft NNEMis-1=0 f &3MMM011 NLkRKET VALUE: a type of value, stated as an opinion, that presumes the transfer of a property (i.e., a right of ownership or a bundle of such rights), as of a certain date, under specific conditions set forth in the definition of the term identified by the appraiser as applicable in an appraisal. The conditions included in market value definitions establish market perspectives for development of the opinion. These conditions may vary from definition to definition but generally fall into three categories: L the relationship, knowledge, and motivation of the parties (i.e., seller and buyer); 2. the terms of sale (e.g., cask cash equivalent, or other terms); and 3, the conditions of sale (e.g., exposure in a competitive market for a reasonable time prior to sale). Market value appraisals are distinct from appraisals completed for other purposes because market value appraisals are based on a market perspective and on a normal or typical premise. These criteria are illustrated in the following definition of Market Value*, provided here only as an example. Market value means the mostprobable price which a property should bring in a competitive and open market under all conditions requisite to afair sale, the buyer and seller each acting prudently and knowledgeably, and assuming the price is not affected by undue stimulus. implicit in this definition is the consummation of a sale as of a specified date and the passing of title from -yeller to buyer under conditions whereby. 1, buyer and seller are typically motivated, - 2. both parties are well informed or well advised and acting in what they consider their own best interests,. 3. a reasonable time is allowed for exposure in the open market, 4. payment is made in terms of cash in U.S. dollars or in terms of financial arrangements comparable thereto, and 5. the price represents the normal consideration for the property sold unaffected by special or creative financing or sales concessions granted by anyone associated with the sale. * This example definition is from regulations published by federal regulatory agencies pursuant to Title XI of the Financial Institutions Reform, Recovery, and Enforcement Act MRREA) of 1989 between July 5, 1990, and August 24, 1990, by the Federal Reserve System (FRS), National Credit Union Administration (NcUA), Federal Deposit Insurance Corporation (FDIC), the Office of Thrift Supervision (OTS), and the Office of Comptroller of the Currency (OCC). This definition is also referenced in regulations jointly published by the OCC, OTS, an Interagency Appraisal and Evaluation Guidelines, dated December, 2010. FDIC on June 7, 1994, and in the I FRS, d Flori a rt Definition: "Market Value is the price that a seller willing, but not compelled to sell, and a buyer willing, but not comteHed to knowledge of all the facts.,, [Source: Fla. Power & Light Co., -h. �Jennin�s 518 S&.2d 895 (Fla. 1987)] W APPRAISAL REPORT (continued) 2-20*0 State the effective date of the appraisal and the date of the report; B) Report: October 3, 2016 22(a)(Vii) Summarize the scope of work used to develop the appraisal; The appraisal problem is to develop an Opinion Of value of the property based on its highest and best use. The appraiser inspected the property and photographed it. A thorough investigation was made into the physical characteristics of the property that could affect its value. The market area was surveyed to determine its stage of the life cycle. Research was conducted to ascertain economic factors that might influence value. Data research consisted of collecting, cOnfirming, and reporting sales of improved sales. The process included searches and analyses, inspections and confumations, and final reporting. The appraiser examined several sources of sales data, including CoStar Group, Corelogic, Realquest, Loopn4 Palm Beach County and Broward County Property Appraisers, records, the public records, and data from the appraiser's plant. For Sales Comparison Approach, improved sales are compared to each other and to the property under appraisement to arrive at an opinion of value. 2-2(a)(ViN Summarize the information analyzed, the appraisal methods and techniI ues employed, and the reasoning that suppora the analyses, opinions, and conclusions; exclusion of the sales comparison approach, cost approach, or income approach must be explained; The information analyzed and appraisal methods used are detailed in valuation section of the report. Further, the reasoning that supports analyses, opinion, and conclusion is explained in that section. Inc aco Approach and Cost Approaches to Value are not employed by agreemiej with the client. Sales Comparison Approach produces a creditable report f the client's intended use of possibly purchasing the appraised property. M SR 1-5 "en the value opinion to be developed is market value# if such information is available in the normal course of business: a) analyze all agreements of sale, options, or listings of the subject property current as Of the effective date of the appraisal; and There are no known agreements for sale, options or listings of the subje property as of the effective date of the appraisal. I b) analyze an sales of the subl'ectaggl=y There have been no recorded transactions of the appraised property in the pal three years. The last transfer was in October, 2005 when the property conveyed to the current owner by quit claim deed for $10. Copy of the dee7d 2 -2 (a) ft) State the use of the real estate exfsdng as of the date of value, and the use of the real estate orpersonalproperty reflected in the appraisal; The use of the real estate existing on tie 7 i#, ..M 2 -2 (a) W "en an opinion Of highest and best use was developed by the Wraiser, summarize the support and radonalefor that opinion. HIGHEST AND BEST USE OF THE PROPERTY AS VACANT The soil and sub -soil conditions are capable Of supporting modem buildings. The site is level and filled to street grade. The shape of the land is irregular but has three right angles which are suitable for development of the site is as it allows for efficient and adequate setbacks. All utilities arc available to the Site. The main physical consft-aint is the size of the site which governs the size and number of potential improvements. 20 MGHEST AND BEST USE OF THE PROPERTY AS VACANT Legally ®S as Vacant Legal constraints to the development of the site consist of land use designation, building and zoning codes, platting restrictions, and recorded deed restrictions of which none came to light during the investigation of the land. Land use is Local Retail Commercial; zoningNeighborhood Commercial District. The district accommodates small sites to be put to uses to provide goods and services to local residents. Seemingly, the land appraised meets the size standards of district. To further facilitate the revitalization of the immediate subject market area of Martin Luther King, Jr. Boulevard, there is an overlay zone with design and site standards to create a traditional street corridor with pedestrian improvements, storefronts along the sidewalk (which is already in place), and a mixture of uses. The intent of the standards are to develop and redevelop smaller properties to allow for consistency with the vision of the mixed use district as outlined in the code. Financially Feasible as Vacant Community service use is physically possible and legally permissible. Tha. third test of Highest and Best Use is economic feasibility. Demand for 9 certain property type must be evident for it to be feasible. For it to be financially feasible, the use must be marketable and provide the investor with a competitive return when compared with alternate uses. Land use and zoning are favorable to the development of sites as small as 5,000 square feet to create a '�main streef' environment. The Community Redevelopment Agency of Boynton Beach and the city have already improved Martin Luther King Jr. Boulevard with on -street parking, planters, wide sidewalks, et cetera to create an environment for construction of new projects and rehabilitation of older properties. With the involvement and support of the CRA and city in the immediate subject market area, finically feasible use of the land concerned is for a commercial use such as a store, office or service center which would be firequented by local residents. The most probable buyer of the property would be an entity familiar with the revitalization plans for the immediate subject market area. N" MGHEST AND BEST USE OF THE PROPERTY AS VACANT For the appraised land, a house of worship is the Permitted improved use in the "CF -IT', zoning district. 'fhere are other churches in the immediate subject market area, providing services to the neighborhood. The land could be leased for the construction of a church with a child day care center, or such a facility could be constructed on the site with the many congregations in the subject market area. Time for development of the site is now with a lack of competition and availability of funds from third party lenders. Alternatively, the subject site could be improved with a place of worship which is permitted in the / A childcare facty may be possible if approved as a conditional use in that district. 11 1 0 1 a 4 1 In summary, the Highest and Best use of the site appraised is for a store, office or service center, which would be physically possible, legally permissible, financially feasible and maximally Productive. Alternatively, a house of worship with a day care center is a probable use. ILIGUEST AND BEST USE OF THE PROPERTY AS IMPROVE Physically Possible Improved I The improvements appraised are a religious facility consisting of a sanctu and child day center/ pre-school. Date Of construction was 2010. felrOPert'Y' appears is in good condition. Demolition is physically possible. Legally Permissible Improv&? Religious facilities are permitted in the "C-25 zoning district. 1here are 27 Paved Parking spaces for a ratio of about one space to 200 square feet of building area. The city of Boynton Beach permitted the existing building to be constructed only six years ago. It appears that the current use of the property is a legal conformity; however, this determination is made by city officials. WE MGBEST AND BEST USE OF THE PRoPEKrY AS IMPROVED Financially Feasible Improved The most probably buyer of the appraised property as improved would be a local Owner -Occupant to use the Church as a house of worship and the child day care center as a source of income to maintain the property. On the other hand, the property could be leased to another religious organization for a similar use. To maximize the value of the property, the owner -occupant would keep it in good condition for its remaining economic life. Neither renovation nor refurbishing is required at this time, but should be done when needed. Maximally Productive Improved The maximally productive use of the property as improved is its current use of a church with a child day care center, maintained in good condition, which use is physically possible, legally permissible, financially feasible and maximally productive. 2-2(a)(xi) Clearly and Conspicuously: State all extraordinary assumpdons and hypothetical conditions; and state that their use might have affected the assignment result. Ihere are no extraordinary assumptions or hypothetical conditions in this report. 2-2(a)(Xii) Include a signed cerWfication in accordance with Standards Rule 2-3 W 0 SALE NO. I LEGAL DESCRIPTION Lots 3, 4, 5, 6, 8, 9, and 10, Block 28, INLET CITY, Plat Book 7, LAND:BUILDNG RATIO page 27, Palm Beach County, FL RECORDED 0. R_ Book 28600, page 497 GRANTOR Philadelphia Church of the Newborns, Inc. GRANTEE Wings of Love Church of God of Prophecy, Inc. DATE OF SALE September 12, 2016 LOCATION 1433 West 9h Street CONFIRMED Riviera Beach ZONING "RS -8", Residential SALE PRICE $455,000 PROPERTY DESCRIPTION 1 -Story CBS church, offices and fellowship hall, built in 1993, containing 4,185 square feet of enclosed area. LAND SIZE 21,344 square feet (0.49 acres) LAND:BUILDNG RATIO 5.10:1 UNITS OF CO SON $108.72 per square foot FOLIO NUMBER 56 43 42 32 01028 0030 CONDITIONS OF SALE Financed by a private mortgage in the amount of $175,000 at market to and terms. Financing did have a significant effect on the price. Ann's length transaction. CONFIRMED Brian DePotter, agent for grantor COMMENTS Typical sale of one church group to another church group. W W IWROVED SALLES SALE NO. 2 LEGAL DESCRIPTION Lengthy. See exhibit. RECORDED 0. R. Book 28220, page 1376 GRANTOR Southeast Conference of Evangelical Covenmt Church of America, Inc. GRANTEE Amazing Grace Family Church, Inc. DATE OF SALE April 1, 2016 LOCATION 660 Royal Palm Beach Boulevard Royal Palm Beach ZONING "RS -2", Residential SALE PRICE $1,200,000 PROPERTY DESCRIPTION 1 -Story CBS church, offices, fellowship hall and educational wing built over the period of 1960-1987, totaling 8,124 square feet of enclosed area. LAND SIZE 53,143 square feet (1.22 acres) LAND:BUff-DNG RATIO 6.54:1 UNITS OF CO SON $147.71 per square foot FOLIO NUMBER 72 4143 26 02 oil 0690 CONDITIONS OF SALE Financed by a purchase money mortgage in the amount of $960,000 at market rate and terms. Financing did have a significant effect on the price. Arm's length transaction. CONFIRAMD Shelckelson, for grantee COMMENTS Typical sale of one church group to another church group. WA TbIs Indenhwe made oj 'I , L. t-1 .4- p7c; 77, ,- 71 ................ L�577-1 BCN* 26, PaW 108 to 110, indus6e in and tbr the 2 of Pahn Mad Colony, as recorded In Plat Public Rec" of Palm Beach Couft, Fkxida; And MI, CFN 20160123255 I- e -, 0 tp 0 QP Udwest comer of LA 70, Bkxk 11, according to the Plat of section 2, palm �� Pt: to f r , e t- ! l � a ■ t Bea# 11 ..v 'i 14 . #;•,.. -, #AS f l l • � . Rf i ! of S5.94 feet to the Point of Beginrilng. 7be knmedWAdy akrementioned cLM is ft mar lot 11M of the pmvbusly said Lot 41. Paroal Identification Number. 72 -41 -43 -26 -02 -011 -OM nd easements or record and to all applicable r;'1 zoning iM #,;!' and/or 1 fi . Imposed '�R ! governmental Yauthorities, TO MOM MW to MOM, the same In fee simple forever W, CFN 20160123255 m R; 660 Palm Beach l i t 1 R 1 Palm i,I m 1WROVED SALES SALE NO. 3 LEGAL DESCRIPTION Lengthy. See exhibit. INSTRUNIENTNUNIBER 112627841 GRANTOR Pompano Lutheran Church, Inc. GRANTEE St. Thomas Malankara Orthodox Church of India, Inc. DATE OF SALE October 29, 2014 LOCATION 109-117 SE 10#'Avenue Pompano each, Florida ZONING "RM-20",Multiple-Family Residence, Pompano Beach, Florida SALE PRICE $1,125,000 PROPERTY DESCRIPTION 1 -Story CBS Church plus I &2 -Story Educational Wing built in 1964 with a to 7,331 square feet Of enclosed church area. The buildings and grounds are well-maintained and improved with landscaping and surplus parking areas. Majhg• f L. # M 50,851 square feet (1.1674 acres) mom UUVIV 7 WIT RPM "I 4942-01-03-1030 CONDITIONS OF SALE Financed by a purchase money mortgage in the amount of $450,000 at market rate and terms. Finaricing did have a significant effect on the price. Ann's length transaction. CONFUWED J.M. Padron, agent for buyer COMMENTS Typical sale of one church group to another church group. M INSTR—# 112617841, OR BK 53.209 Pr, 523, Page I of 2, Pecorded 10/30/203.4 at 14:51 Mill Broward County CcRanission, Doc. D: $7875-00 Deputy Clerk EpECOR-D Prea; .a' by David tirRse Aftmey >*.� 'i 1 r MI r --ISPace Above rab Um For RImmili m j _ ,. Splil Warranty Deed made this dill o temr p a r a .r 1 r 7 s.fit . r a` a, i ,- ,t.r..> ,1 RS. i-= ! Tw—c1 r R ., r .r r #r r> r a non-profit corpo whom post office addmss is 109 SX— Ill Avenue, Ponpano Beach, IrL 33NO, ar a, ,.. , , .r .;, . ' a -4 > 44 r> t M x, 1 . er x: r _ � . r e r J , r u s . ,� �; . � � a.:: r � - , .... .j R.. :.:'.• r ,., rcF described land.. t r lyingR 1County,r Lots :+ ( i i i hi r , g to the plat h, �+ recorded i rR- + of , that Portion thereof Warranty1 Deedrecorded 1# r Book subse9ueut cOrrecdVil 11*06, being more parit"larly described as follow.. r I A 1und 37, 1, ll I Lob and 35 In saidMail 7, andbeing mom! articuliarly described Mom _ 1 r I I, 1 " ! I t I, r I Y rK i Subject to that certain Purchase mOneY mortgage of even date herewith in the amolant of Sil Oxeclitillid Will by St. Thomas Malankars,o.Ir i ot India,L `,M,a Ron r1 A e+ration, +s favorPompano r.. Incorporated, Together with all the tenements, hereftments and appuiunances thereto belonging or in mywi appertaillin SP-#WWa-=&Dmd-Fqv1 b!p File N . 3 9, i 43 INSTR # 112617841, OR BK 51209 PG 524, Page 2 of 2 11,111t T: �$17MIMA 519ned, Scaled and delivered in our prey nce.a mmmi!9k-240 Staft of Florida County Of Broward ERR The foregoing instrument w2s UcknowledgBid betre me this e-L�d - day of October, 2014, by LwTy Tibbs. President of POmPRDO Ludm= Church, lncorponftd� a Florid& noff-profit raporation, fka. Ocem oDrive gvm 1, lZN7% go lcakLadwran CLHV% ,VOTn behb�&� of, the crporatiop n. He [Xjis "Mally kno __L_tA eih as ftlenfification, wil to me or AJM produced [Notary No Pu4fic 40mial WW7=q Deed- Pap 2 44 DoubleI 34 IMPROVEDSALE3 9[ Avenue P2mano Beach, Fb-ir,ty w M13142"o LEGAL DESCRIPTION The North 324 feet of the South 628 feet of the North Y4 of the West V2of the SW %of Section 1, Township 49 South, Range 42 East� less the East 280 feet and Less the West 40 feet for road and Less the South 20 feet for road, in Broward County, Florida. 112 GRANTOR The Presbytery of Tropical Florida, Inc. GRANTEE The New Hope Korean Church of Florida, Inc. DATE OF SALE February 8, 2016 LOCATION 950 S. Cypress Road Pompano Beach, Florida ZOfV0G "RS -2", Single Family Residence, Pompano Beach, Florida SALE PRICE $1,950,000 PROPERTY DESCRIPTION I -Story CBS Church built in 1976 with 10,711 square feet of enclosed area. The building and grounds are well-maintained and improved with landscaping and excess parking areas. LAND SIZE 125,495 square feet (2.881 acres) UNITS OF COMPARISON $182-06 per Square Foot of main enclosed building. FOLIO NUMBER 4942-01-00--680 CONDITIONS OF SALE Cash sale. Arm's length transaction. CONFIRIVED Listing Broker Clinton Casey at Colliers Intl. 12051MENTS Older church sold from one congregation to another. M IWROVED 950 S. CypressRoad l'gm;ao Beach, Flwitr, m 9 1433 W 9 Street. , Riviera Beach MFTq M-. �, 6CO Itoyal Palm , .� �� Sam Reach Boulevard Royal P�. alm Beach s� 1411, KIAI 950SCyprmsRd each W kD OURCH 1433 W. 9th Street Riviera Beach, Florida faub Jact 416 E. Martin Luther ldre Jr. Blvd. Baynton Beach, Florida 2 660 "1 Palm Beach Blvd, "I Palm Beach, Florida 3 109-117 SE 10th Avenue Pompano Beach, Florida 4 930 5. Cypress Road UkLLAwft MWOM!Mliff A9W.k-1 AL.FLABolift 5.1 $119,59 ZONE 558 Immuz 5.54 $162.48 6.94 $168.81 11,72 $200,27 Safe Price per Square Foot Of Bullring vs. Land -to -Building Rath) for AdjusW Church _%Igs $250.00 $200.40 O..Z Sale 2 We 3 $100.00 $50.00 78 9 10 11 12 (r) Vance Real EM. Service tans: NftRaUD[X:J) a, - Own OVERVIEW In the Sales Comparison Approach, the appraiser compares similar Church properties to each other and to the Church being valued. This approach to value simulates the actions and attitudes of typical buyers and sellers in the market place. The approach is based on the Principle of Substitution which affirm that the maximum value of a property tends to be set by the cost of acquisition of an equally desirable arid valuable substitute property, assuming no costly delays encountered in making the substitution. The steps of this approach are: 1) Locate and collect information of recent sales of Church properties most similar to the property being appraised. 2) Verify the Wes information with parties to the transactions, including details of financing and any special considerations or non -typical market features. 3) Select relevant units Of comparison and develop a comparative analysis. 4) Compare and adjust the sales to the subject using the significan� market_derived units of comparison. 5) Reconcile all value indications from the comparisons into a value opinion by this approach. There are an adequate number of sales of similar church properties for comparison to the subject. The appraised Property consists of a one-story church and pre-school constructed in 2010 with a total size of 5,315 square feet Of enclosed building situatedon 29,665 square feet of land zoned "C- 2", Neighborhood Commercial in the city of Boynton Beach. Land to building ratio is at the lower end of the range of most religious facties, with a ratio of 5.58:1. The church and school have been iIt operation in the subject location for six years. A study of the most recent and similar church/ school sale properties in Palm Beach County and Broward County resulted in four found whick awig6i- property unaer appraisement. Details of the transactions are on the sales sheets and chart in this report. UNUS OF COMPARISON Units of comparison are 1l ;11 into which a property may be divided for comparison. purpose Of using units Of comparison is to relate sales of similar properties to the property being appraised on the basis of significant measures such as price per square foot price per cubic foot, et cetera. The, appropriate units of comparison come from the market. Tmo lev t t f he st re an uni or this valuation is the Sale Price per Square Foot of Building including land. The unit price range is $108.72 to $182.06 per square foot of building including land before adjustments. Eno SALES COWARISON APPROACH ELEMENTS OF COMPARJSON (Continued) Elements of comparison are the characteristics ofproperties and transactions that cause the prices paidfor real estate to vary. The Appraisal of Real Estate continues by stating that there are ten basic elements of coffparison that should be considered in sales comparison analysis. 1he first group is ternied transactional elements being: real property rights conveyed, financing terms, conditions of sale, expenditures made immediately after purchase and market conditions. 7he second group is propeM elements consisting of location, physical characteristics, economic characteristics, use, and I; r! components of value. Each is hereafter addressed. Real Property Rights Conveyed -4 transaction price is based on the realproperty interest conveyed. Property interests conveyed can be fee simple (without tenants) or leased fee (subject to leases). An adjustment for property fights conveyed is based on whether a leased fee interest was sold withleases at market rent below or above market rent. When a property is sold without leases, its value is normally based on the market rent that it can command and the financing that can be obtained. The property right conveyed in all four church sale the subject property. No adjustment is required. Financing Terms Financing terms may have a bearing on the price paid for a property. Such terms that could affect price include assuming a mortgage at lower than cun-ent interest rates, the seller paying a buydown for the buyer to have a lower interest rate, or the seller providing financing for a transaction at lower t1m Vical institutional rates. Improved Sale I was financed by a Private mortgage at a loan to price ratio of 38%. Improved Sales 2 and 3 were financed by purchase money mortgages with loan to price ratios of 80% and 40%, respectively. The grantor of No. 4 did not want to take back a mortgage; thus, waited for a cash sale. None of the transactions were financed by institutional loans. Reportedly, none of the financing terms had a signcant effect on the prices paid, wt1" no adjustment made for this element of comparison. Condition of sale addresses the motivation of buyers and sellers. Such motivations include a seller accepting a lower than market price for needed cash, a lender selling a previously foreclosed Property to comply with regulations imposed on the institution, or a buyer purchasing an adjacent Property. Even arm's length transactions may be the result of atYPical motivation, such as lack of exposure time to the market, the result of an eminent domain proceeding, or tax consideration. Fach We was an open -market negotiated salo r r',T�Endr �*' NIFIT(QW11 M NO 1*11 N't NO atypical expenditures were made by purchasers Market Con(Utions Conparable sales that occurred under different market conditions than those applicable to the subject on the effective date of the value esfimate!jL,,j the—irvalue.– —The most common adjustment for market condition is time; however, the passage of time itself is not the cause of the adjustment. Market conditions, which change over tme, are the reason to make the adjustment Improved Sales 1, 2 and 4 occurred in 2016, with no adjustment necessary. No. 3 closed in 2014. It is adjusted upward 5% Per Year to -reflect a stronger market on the date of valuation than the earlier &te of sale. Transactional Austments for market conditions are mad ft L -a �14 i'm"GIRWR is 1N-1 &'WIV The location of a property is a key iActOr in prompting a buyer to purchase it. Location encompasses many aspects such as road frontage, access, proximity to other competing properties, governmental influences, et cetera. Typically, properties in a neighborhood share some of the same locational characteristics such as age, condition, and style. Properties of a similar type may be in different locations, yet the locations may share enough similarities to justify comparison. Factors of similarity between locations include average daily traffic counts, zoning and/or land use, and market composition. Whe main locational difference which has an effect on .,)' * . 3, - .1 . O11JKV"M o e property. Zon7ag for the appraised property is "C-2", pen-nitting a variety of commercial uses appropriate for its location in a district designated for revitalization. hnproved Sales 1, 2 and 4 are located in low density residential districts. In the past, places of worship were permitted in these districts. Currently, places of worship are permitted in commercial districts due to the parking and traffic issues they sometimes cause. The zoning districts of Nos. 1, 2 and 4 are more restrictive in use than finproved Sale 3 and the appraised property, they are each adjusted upward10% for being inferior for this element of comparison. Zoning for No. 3 is multi-fitmily residential, 20 units per acre. Such zoning is desirable for a small townhouse or apartment complex. Unit sale prices are about the same for medium dertsity residential and neighborhood commercial sites, thus no 2,djustment is made to No. 3 for zoning. (Continued) M SALES COMPARISON APPROACH Physical Characteristics (Continued) Physical characteristics to be considered for adjustments are those that cause a difference in price to be paid by the mark:et. A wide range of such items includes property type, building size, land size, land to building ratio, amount of parking, year of construction, current property condition, functional utty, market appeal, complete build -out of interior space, et cetera. Adjustments for physical characteristics are best derived from the market by paired sales comparison. Yhe value added or lost by the presence or absence of a differing item in a comparable property does not usually equal the cost of installing or removing the item. Through the process of searching for comparable sales, the physical characteristics are of great import. From the universe of possible comparable sales, those that are most sinilar to the property appraised are presented in the report for analysis and comparison to the subject. The lesser the number of physical differences, the better. The appraised property has the most recent date of construction in the data set, being 2010. The dates of construction are older for the improved sales. Rather than making a quantitative adjustment for this factor, it will be considered qualitatively in the final valuation. The main physical characteristic affecting price is land to building ratio. Typically, the greater the land to building ratio, the higher the unit price because there are more square feet of land for each square foot of building. The adjusted unit prices of the sales demonstrate this relationship with a high coefficient of determination of 90.76%. Graphic analysis of the sales reveals the unit value for the appraised property of $13 9.67 per square foot of building including land for it having a low land to building ratio of coo 'c Characteristics Economic characteristics of a property include its rental rate, occupancy rate, and expenses; whi&- are the building blocks for the effective gross rent multiplier and overall capitalization rate. Gathering information on the method of leasing, concessions given if any, expenses passed through to the tenants, lease terms- et cetera are11 1 ortant The appraised Property is not currently leased, though it could be. None of the improved sales were leased at the time of sale; hence, there were no economic characteristics gleaned from them. Therefore, this element of comparison is not used in the appraisal. 4 11 1 1 1' 1 1 1 1 . ',l. - . I r . . . . . . . . . . aise M For Properties to be comparable, they should have similar Highest and Best Uses. The sales an; the Property valued have a similar Highest andBest Use as improved of religious faciliti/\\¥\\»>¥«§ < ?«y»«< en is necessary for use. A +»«0122I NEI The improved sales are adjuged for the transactional element of comparison of market co ons. justed for the Property element of comparison of location/ zoning F y' ?2.«t«. 4> sales are ad nditi inall the data is graphically analyzed forth relationship between land to building ratio and unit price. For the aPPra'sed Property with a land to building ratio of 5.581, the unit value is $139.67 per square foot of building including land. I 39.67/sq. ft. t£24 2± including land x 5,315 sq. ft. of building = (,rounded) g&M SEVICINHUNkInD FORTY-TWO THOUSAND THREE HUNDRIEDDO ARS MI. CERTIFICATION and correct. =MEHU contained in 1 -us report are true Thereported analyses, opinions, and conclusions are limited only by the reported assumptions and limiting conditions, and are my personal, unbiased professional analyses' 'ns, and o cnclusions. I W"Mo MFJMT'WT= LLQ 61AIJ&ZL U1 1818 JrPUI-L, V111 JL nave no bias or personal interest with the parties involved. The appraisal assignment was not based on a requested minimum valuation- a scecific vabkisl1 w - the approval of a loan. My compensation is not contingent on an action or event resulting from the anal es o im'o or ow= report wittun the fluee-year period immediately preceding acceptance of this assigment. The reported anal M s—,and � Vat* conclusions w ig, zi.1.1t - ep i I fl, Y Y. ffe- in conformity with the requirements of the Code of Professional Ethics and the Standards of Professional Appraisal Practice of the Appraisal histitute. The analyses, opinions and conclusions were also developed and the report prepared in conformity with the Uniform standards of 11,r1fessional Appraisal Practice, which is included in the Appraisal Institute's Standards, and Chapter 475, Part The use of this report is subject to the requirements of the Appraisal Institute relating to review by its duly authorized representatives. The use of this report is (also) subject to the requirements of the State of Florida relating to review by the Florida Real Estate Appraisal Board. I have visited the property that is the subject of this report on October 3, 2016. Jesse B. Vance, Jr. and Claudia Vance are responsible for the analyses, conclusions and opinions concerning real estate set forth in this report. No one else has provided significant professional service to the personport. The Appraisal Institute and the American Society of Appraisers each conduct programs of continuing education for their designated members. As of the date of this report, Jesse B. Vance, Jr. and Claudia Vance have completed the requirements of the continuing education program of the Appraisal Institute. Continuing educational requirements are also completed for the Amezican Society of Appraisers and the State of Florida. October 3- 2016 Jesse B. Vance,SRA, ASA Florida State -Certified General Real Estate Appraiser No. RZ-85 Claudia Vance, MAI Qr4n'h-1 1016 Florida State-Cerdfied General Real Estate Appraiser No. RZ- 173 M writers' knowledge, 01111171T'13�11 =I -Ug cmaitiong hereafter cited, are cmect to the best of the Jesse B. Vance, Jr., MAI, SRA, ASA Statv�fied General Real Estate Appraiser No. RZ 85 October 3, 2016 *aajal*fl� Claudia Vance, MAI State -Certified General Real Estate Appraiser No RZ 173 October 3, 2016 m 1' j 7 ' f +'.. 1 :F f # . ! k •?F' LL M 11F.7 77 ,L. h 1 �# - 171I'3i 1 OnlY propert 4 •'.i i v1 s of the . IN Wn-bWS it,�,� s �'. :, I,i 1+'�= 1 sea 1 handandscal" day :;t'il mar fi b' 1: Book a �rP • 1681 ■ Pi ooki 9370/Pagel 682 Page 2 of--,� A' -YR Mkofif�17r-,' p Property F7,11"DIPIT18.1ft-11r. pg � Owner Name: DELIVERANCE By FA" CHURCH INC Parcel Control Number: 08-43-45-21-04-000-0020 Location Address: 416 E MARTIN LurHER KING JR BLVD Structural Element for Building I 1. YEM 2010 BUILT .ZRELIGIOUS 5315 Hilo :n Descriptioli Year Built Units PAVING- ASPHALT 2010 11850 WALK A%Y-GONCRETE 2010 1460 FENCE- CHAIN LINK 6171- #11 GAUG 2010 120 WALL 2010 228 15A%'!N,G- ASPHAt T' 2010 168 �fte perin,wito, squ—rp �Ootljgk', nu",t�tq, 01, D"""hqjf rome rhe Gi, 1, ht hftp://www.co.Wm-beackfl.us/papa/A.�,p&MtopertyDeWVS-trwturafl)cta.Wx?=tity_jd... 9/29/2016 I I. General. The purpose of the C-2 zoning district is to implement the local retail commercial (LRQ future land use map (FLUM) classification of the Comprehensive Plan. ThT, intent of this conventional district is to allow low -intensity commercial uses of a retail convenience that are intended tQvL-zi,%e neighborhoods. Generally, the desired locations of these commercial areas would be at the periphery of one (1) or more neighborhoods along roadway classifications that are able to support the additional traffic. 2. Use(s) Allowed. See "Use Matrix Table 3-281, in Chapter 3. Article TV vzeent*on 3.D. 3. Building and Site Regulations (Table 3-15). No building or portion thereof shall be erected, constructed, converte&*s. ry,-4 , u a-, i�wf -t=ftuzs buildings shall comply with the following regulations: BUMDING/SITE REGULATIONS C-2 District mum lot area: Wilimum lot frontage: Minimum lot depth: Minimum yard setbacks: Front: Abutting: Residential district(s) Abutting: Residential district(s) i� Abutting: Residential district(s) Maximum lot coverage: Maximum Floor Area Ratio (FAR) IUT . Reduced setbacks will be applied to property located within the Urban Commercial District Overlay zone Section 8.C. belo-v. 2 Pursuant to Section 8.B. below, parcels that have frontage on Martin Luther King Jr. Boulevard and are located within the Martin Luther King Boulevard Overlay Zone shall have front, side interior, and side comer setbacks in accordance with the mixed use -low intensity 1 zoning district (see Section 5.C. below). I A floor area ratio (FAR) up to 0.50 may be considered for local retail commercial uses allowed witMn the C-2 district (see "Use Matrix" — pursuant to the local retail commercial future land use classification of the Comprehensive Plan. Not to exceed two (2) stories. 4. Review and Approval Process. Pursuant to fb4QPA1e9rLZ2,AArtfiidc1LM Section 2.F., site plan approval shall be required for the construction or modification of a non-residential building, structure, or improvement, including any area allocated to an accessory residential unit. 5. Parking. Required off-street parking is regulated in accordance with Cha ter 4,, Article ,V Minimum Off -Street Parking Requirements. I B. Martin Luther King Jr. Boulevard Overlay Zone. 1 . Intent. This overlay zone has been established to implement recommendations fom he on 20/20 Redevelopment Plan, which identified a segment of the Martin Luther King Jr. Boulevard as an opportunity for redevelopment and revitalization. The ultimate design and site standards of this section are intended to create a traditional street corridor with pedestrian improvements, storefronts along the sidewalk, and a mixture of uses. The corridor is to contain an ambience supported by pleasant signage and building appearance, potted landscaping, store winAl ws and public open spaces. This overlay zone is also appropriate for development of small properties to allow for consistency with the vision represented by the respective mixed use zoning district, and/or as an interim redevelopment mechanism until greaterredevelopment occurs using the respective mixed use zoning district. All development within the Martin Luther King Jr. Boulevard corridor shall occw according to the provisions of the adopted plan as stated below. adjacent to the north and South of these parcels that front on the Boulevard if assembled and development as a unified project. Allowed. (See "Use Matrix" - ChaMer 3. Article IV, Section 3.D.). 4. Building and Site Regulations. Development within this Overlay Zone shall be in accordance with buildine and ir In IMP,,, a. Parcels that have frontage along Martin Luther King jr. Boulevard shall have the same front setback in accordance with the mixed use -low intensity I zoning district (see Section 5.C. above). b. Minimum interior and corner side setbacks shall be in accordance with the mixed use - low intensity I zoning district (see Section 5.C. above). 1TIFT1311111111 F 5. Parking. As required by Chanter 4- -ATficle V_ q—tion 3.D. it Landscape and Streetscape Design. See This 1's an APPRAISAL REPORT h I that complies with Standard Rule 2-2(a) of Uniform Standards ,.. } Appraisal t f.. Practice `} (a) The content of an Awraisal Re must be consistent with the intended use of the state the identity of the client and any intended users, by name or t - (ii) state the • !useofthe appraisis summarize information sufficlent to identify the real estate involved in the apprai including thephysical,•economicproperty characteto assignment; (iv) state the real property Interest appraised; (v) state the type and definition of value andcite the source of thedefinition; I'vi) state the effective date of the appraisal and the date of the report; (vil) summarize the scope of work d to develop the appraisal; informationIrviii) summarize the _ 1the appraisal•. • techniques employed, the reasoningthat supportsopinions, 1 • •exclusionof the sa existingcomparison approach, cost approach, or income approach must be explained; OX) state the use of the real estate as of thedate of value and use of the real est reflected in the appraisal; a: opinion 1 highest and best use wasdeveloped Rthe appraiser, thT- support andrationalefor :: opinion; (A) clearly !conspicuously: 1 - ! Jill Jill 111111111111111111, 111 11 MITI &TAen the value opinion to be develosed is migal ip WTH• R 1 ! ! a4)M* ,a) analyze all agreements of sale, options, and listings of the subject property current as of t effective date of R, (b) analyze all sales of the subject property that occurred within the three (3) effective R of -appraisal. years ' + i4 ! � -. �.. _ � � � _ — � -� rt � � � ,... � � - .. � 'R a �. � � � � R s - - i � �-� ,� - rr •- • �'� -a - �s�- _ � f , � _ � + � A •. � r; • � . � • � � i� i � � � + �; � -� - 4-e 'a• - -. �^ � � �-� --� -- - - - .�• _ - -� -�• . • � � � _ - � � # � -f � �::_ � �: f�:.. Page I of 5 Vance Real Estate Service �Va n c�eJJ r. Appraiser.- Real Estate Analyst - Reviewer - Expeft Witness Vance Real Estate Service - 7481 NW 4 Street - Plantation . Florida - 33317 Office: 954-583-2116; Cell: 954.610-2423; Email: vancep aJ)cos mcastmet Web Page: www,yancerealestateservice.com Q'I'�nLRUKK* Q91 Lfj;Jgj W J4191 INA A Owe) 43: 1 JA WN.M111000-JIT M - No 1% P aj' E 4{ Wir V El EDUCATIONAL BACKGROUN BACHELOR OF ARTS - Earlham College, Richmond, Indiana (1 4) MBA (Nova University) - Real Estate Management & Development (National Dean's List 1991) Course I (AIREA) - Basic Principles of Appraising Course 2 (AIREA) - urban pmperty Valuation (Income) Course 4 (AIREA) - Condemnation Appraising Course 6 (AMPA) - Income Capitalization &Analysis Course 101 (SREA) - Introduction to Appraising Course 201 (SREA) - income Property Valuation, Theory Course 202 (SREA) - Applied Income Property Valuation Course 301 (SREA) - Applications/Appraisal Analysis Symposium (SREA) - Market Analysis, 1978, Virginia Symposium (SREA) - Market Analysis, 1979, Arizma. Symposium (SREA) - Market Analysis, 1980, South Carolina Symposium (SREA) Market Analysis, 1981, "Tennessee Symposium (SREA) Market Analysis, 1982, New Mexico Symposium (SREA) Market Analysis, 1983, Pennsylvania Symposium (SREA) Market Analysis, 1984, Georgia Symposium (SREA) Market Analysis, 1985, Vancouver, B.C. Symposium (SREA) Markd Analysis, 1986, New Jersey Clinic (SREA) #201 Instructor, 1987, U. of Illinois Clinic (SREA) #201 Instructor, 1988, Illinois Seminar (SREA) Professional Practice 1988, Florida SymPoslurn (SREA) Market Analysis, 1988, California Symposium (SREA) Market Analysis, 1989, Minnesota ITIBA Graduate School Courses: l9go-1991 N,f E Sw&wxhIIx--, z "Regulation of Rxml Estate Development" "Real Properties Management" "Legal Issues In Real Estatel' "Market Analysis and Site Selection" "Organizational Behavior and Management"', "Human Resou= Management!' "Real Estate Economics" 'Urban luffastructure & Environmental AiWysis,, - 'R E. Finance: instruments, Institutions & Investment Analysis,, "Real Estate Accountingn "Marketing Management for Real Estate" - "Construction "Commercial Real Estate Lending" Technology and the Building Development Process" SEMINAR (AI) - Cost Approach (1 992tBoston) SEMINAR (AI) - Rates & Ratios (I 992/Boston) SEMINAR (AI) - International Appraising (I 992113oston) SEMINARgation Valuation/Mock Trial (1993) SEMINAR (AI) - ADA ACT (1993/Reno) SEMINAR (AI) - Hotel Valuation (1993) SEMINAR 01) - Income CRPiWizafio'4 Methods (1993) SEMINAR (AI) - PowerlinmElectromagnetic Radiation (1994) SEMINAR (Al) - VerifyiM Market Data (1994) SEMINAR (AI) - Market Studies for Appraisals (1994) SEMINAR (AI) - Florida Appraiser Core Law (EJSPAR/I 994) 1 "# 1. ►...; 11 • :. � ► 111 R'.l' �► 11 H f },.::. . �. R . I � IR' al RR ;M "1 f .1 1 ► i r �� '-► 1 ► 1 �A 1 � 11'" �� � l — 11 1 . 1 ► f ►: l 1 . ►A4 ► 1 � *411'. it 'Y111 1,11 .111 : 1 ! �l �f � � i ';1 .. 1 11 ` ;1 ' 1 i ► 1z � � �' ; f ii � �, �' G r l ' l i l l a � cf ►1 1 1 �,*1 all •1 '�. �� 1 Ic 11 ► I I � k �, r F. 1 �11 1 R�. .11 ,, 1 ► !r. ��.. � 11. _ 1 l► 9 11." 1 1 1 1 f 1. � 7}:. i .. ��� . ,� 1— .+ �, .1• �k I'., . .... � ►' ► �'� �11 '.. ;1.:1 ' 1 1 1 1 1 1 .^ A } 1'.1 f G 1. 1} � � I �. ��.... 1, ,.. f . ►,. 1 11 ! 1 a , :111 ► .I ' 11.;.1 1. /.,/ _ '�. �.. ��.., 11f. IR. 1 ' �I �'�� • 1 ' 11 1.5'1+ 1" 1 1.1 ♦�.. j+. �: '. �� * l 1 1 : R ► a I f 11 4 •.I. ► 1 �. >7 � '; a� �'� ► ► #1) Y, 4 11. /1.r^ k�l- 1 ► 1. - ! 1 �e � � f 1 ' � 1;1 1 � 1 v;f1 �'lr �I 1' R 'f► I1 11 11 ' 1 ! 1 1 4e1 I 1 ► 11 II 14 f... * lA 1 1 ► l� 1. �� f ! R :1 ' ► l 1 1► �� { 41 � 1 1 1 A 1 ► 1 1. ►.' 1 1 1 ►' + �' 4 EW.SS OALQULMMAfflzz-B V ,�° Page 4 of 5 M—ED—UCATIONAL BACKGROUND - TartiallAst—co--nued) SEMINAR (AT) Litigation Skills for the Appraiser -7 -Hour Sminar (9/2008) SEMINAR (AI) Public Sector Appraising (2/2009) WEDINAR (AI) Develop an Effective Marketing Plan (3/2009) SEMINAR (Al) Inspecting the Residential "Green House" (4/2009) SEMINAR (AI) Property Tax Assessment (512010) SEMINAR (AT) Supervisor Trainee Roles and Rules (7/2010) SEMINAR (Al) - Florida Law for Real Estate Appraisers (7/201 0) SEMINAR (AI) SEMINAR (AI) - 7 -Hour Introduction to Valuation for Financial Reporting — Chicago (5/2009) - Government Regulations &'Iheir Effect on RE. Appraising (8/2009) SEMINAR (AI) - R.E.Market: How We Got Here, Where We Are, When; We're Going (10/2009) SEMINAR (AI) - 7 HourNational USPAP Updatz Course (10/1/2010) COURSE (AI) - 7 Hour Introduction to Conservation Easement Valu atiou (12/10/2010) SEMINAR (AI) - The Real Estate Market (21181201 1) COURSE (AI) 'NAR(Al) -16 Hours Uniform Appraisal Standards for Federal Land Acquisitions ("Yellow Boole,) (2/25-26/2011) Real EsW6 Industry Perspechves on Lease Accounting (4n1101 1) COURSE (AI) 15 Hour Appraisal Curriculum Overview (5/19-2M01 1) WEE11NAR (AI) 2 -hour Investment Property Accounting Standards (6/8/2011) SEMINAR(Al) 3 Hour Spotlight on USPAP — Agreement for Services (7/15/2011) COURSE (AI) SEMINAR (AI) 14 Hours (2 -day) Advanced Excel Spreadsheet Modeling for Valuation Applications (9/22 a 9/23/2011) Trial Components (11/4/11) AR (AI) Lessons from the Old Economy Working in the New (1/20/2012) 7 -Hour USPAP National USPAP Update (3/9/20 12) 3 -Hour Fla. Law State Law Update (3/9/2012) SEMINAR (AI) Appraisal Review for General Appraism (4/12/2012) SEMINAR(Al) Land Valuation (4120)2012) SEMINAR (AI) The Valuation of Warehouses (6QZM12) SEMINAR (AI) Town HallMeeting. 2012 Appraisal Institute Forum (7/12/2012) SEMINAR (AI) IRS Valuation (7/19/2012) SEMINAR (AI) 7 Hour Business Practices and Ethics Course (12/7/2012) SEMINAR (Al) Real Estate Forecast 2013 (1/25/2013) COURSE (AI) - 7 Hour Advanced Marketability Studies (5/6/2013) SEMINAR (AI) - Developing a Supportable Wo le (11/15/2013) SEMINAR (AI) - Florida Appraisal Law Course (2/7/2014) SEMINAR (AI) COURSE (A]) - Liability Issues for Appraism p Litigation & Non-Lerigiing Work (2/2412014) - 7 Hour National USPAP Update Course (4125/2014) SEMINAR (AI) - Economic Conditions (5/16/2014) SEMINAR(Al) - Fundamentals of Going Concerris (7/16/2014) SEMINAR (AI) - Litigation Assignments for Residential Appraisers (7/24/2014) SEMINAR (AI) - Economic Engines of Miami -Dade County, Florida (1/23/2015) SEMINAR (Al) - Economic Engines Driving Broward County, Florida (5/15/2015) 3 -Hour Fla.Law SEMINAR (AI) - Florida Real Estate Broker 14 hour Con finning Education Course (incl. 3 hour core law) with exani (9/2015) - Drone Technology a its B&ct on Real Estate Valuations (11 /1015) SEMINAR(Al) - Loss Prevention for Real Estate Appraisers (1/2212016) COURSE (Al) - 7 -Hour National USPAP Update Course (4=0 16) SEMINAR (AI) - 3 -Hour Florida Appraisal Law (4/22/2016) Licensed by the Florida Department of Education to Teach (Certificate No. 275236). Authored and taught Residential and Commercial Real Estate Appraisal Courses for Broward County Adult Education Program. Taught Course 101 - Society of Real Estate Appraisers. Taught Course 201 - Society of Real Estate Appraisers. Taught Appraisal Seminars - Board of Realtors, ASA, SREA, and Al (Appraisal Institute). Adjunct Professor, University of Florida Division of Continuing Education- (taught Course 2, "Real Estate Principles and Practices" to prospective Florida Real Estate Brokers). SWAN AN, ALPPiiiser , Real Estate Analyst Reviewer Vance Real Estate Service - 7481 NW 4 Street Plantation - FL - 33317 Office. 954- 583 - 2116 Cell: 954- 647- 7148 Enlail: vanceval(Matt.net Vance Real Estate Service is a Veteran -Owned Small Business (VOSB) and Florida Certified SDVBE Mnonty Business Enterprise specializing M personalizedreal estate valuation semces in Florida for over 35 years. Designated appraisas Perform the appraisal work, no trainees. Our appraisals are used for financial/ mortgage loan purposes from large inixed use complexes to small owner- occupied properties. We have the qualifications for appraisals submitted to sBA. Jesse B. Vance, Jr., MAI, SRA, ASA and Claudia Vance, MAI are qualified as expert witnesses for eminent domain, deficiency judgments, mamage dissolution, and estates. Our firm values most types of real property interests, timely, professionally, and at competitive costs. laus-) Dom CS'l CtM-N B) WORK MSTORY 1983 - Current Vice President - Vance Real Estate Service 1981-1983 President - The Appraisal Company, Fort Lauderdale, Florida 1979-1981 Staff Appraiser - Real Property Analysts, Inc., Fort Lauderdale, Florida 1976-1980 REALTOR -Associate - The Atwood Corporation, Fort Lauderdale, Florida 1973-1975 Teacher of Secondary Language Arts in the J&fferson Parish School in Louisiana U -S - BmAruPtr-Y Court Southern District of Florida Florida Circuit Court: Broward County fi) ALPRA-ISEIRSPECL4L MAGIRTRATE F.CD Partial Hst of real )'11•yi" valued: Ifigh value resf den es, Condominiums/ Co-operatives, Oflice, Industrial, Multi -family, - Restaurants/ .4116 'W 'I pAi" H= •" r1 A0., NELInas, WiLonile lionie parks, Shopping centers, Country clubs/ golf courses—, IOU= Financial institutions, Bowling centen, Vacant land, Agricultural properties, Environmentally sensitive land ., 1 �rts- Market Value, Eminent Domain, Marketability, Feasibility, IEghest and Best Use, Investment Analyses, Partial intercs* Easement Valuations, Estate planning, Marriage dissolution, Land use studies, Damage/ Contamination studies F) LAWSTQ�CLIENITS - kl�IAL— _ NM PRIVATE: Individuals, Corporations, Attorneys, Accountants, Habitat for Humanity, Seminole Tribe of Florida COMMERCIAL ]BANKS: Wells Fargo; BankAtlantle; SunTrust; atigroup, Florida Shores Bank, SPaOr Coast Credit Union; State Farm Bank, American National Bark Landmark Bank; City National Bank; Englewood Bank & Trust SAVINC'S a LOANS, INSURANCE CONIPANIES, REAL ESTATE INVESTMENT TRUSTS, & REAL ESTATE TRANSFER CONVANIES, TTME INSURANCE COWANIES FLORIDA CITIES: Fort Lauderdale, Plantation, Cooper City� Deerfield Beach, Tarnarac, 0 d Davie, Holly"yvood, Pembroke pines, Hallandale Beach, L, aldan Park, Wilton Manors ,ud,h,l] Beach, West Palm Beach, Delray Beach Southwest Ranches, Miramar, Boca Raton, Boynton FLORIDA COUNTIES and AGENCIES.- Broward, palm Beach, Broward County Board of County Commissioners, �ZchooZs .,is ard Of BrOward County, Broward County Housing Authority STATE OF FLORIDA Mir. rtrnent of Transportation (]FDOT), Department of Environmental Protection U.S. Department of veterans Affairs, U.S. Department of Treasury (IRS), U.S Marshafl,s II 4, Q EDECATIONAL Academic; l3ac1elor of Arts Degree - University of New Orleans, Now Orleans, IA - Major English Professional: Course 1 -A (AIREA) Course I -B (AIREA) - Introduction to Appraising Real property, 1977, pass - ed Exam Capitalization TheOtY andTechniques, 1978, Passed Exam Course VIH (AIREA) - Residential Appraising, 1978, Passed Exam Course SPP (AJ) - Course 2-1 (AIREA) - Standards of Professional pnwficc� 1992, Passed Exam Case Studies, 1987, Passed Exam Course 2-2 (AMEA) - Course R-2 (SREA) - Report Wlifing, 1987, Passed Exam Report Writing, 1978, Passed Exam Course 202 (SREA) - Course 301 (SREA) APPhed Income Property Valuabon, 1983, Passed Exam Applications/Appraisal - Course SPP (SREA) - Analysis, 1984, No Exam Standards of Professional Practice., 1989, No Exam Symposium (SREA) - Symposium (SREA) - Market Analysis, 1983, Philadelphia Market Analysis, 1984, Atlanta Symposium (SREA) - SYMPosium (SREA) - Market Analysis� 1995, Vancouver Market Analysis, 1986, Atlantic City Symposium (SREA) - Market Analysis, 1988, Los Angeles SEMINAR (AI) Cost Approach (I 992/Boston) SEMINAR (AI) Rates & Ratios (I 992/137gton) SEMINAR (AI) International Appraising (1992IBoston) SEMINAR (A)) gation Valuation/Mock Trial (1993) SEMINAR (AI) ADA ACT (1993/Reno) SEMINAR (AI) - Hotel Valuation (1993) SEMINAR (AI) SEMINAR (Al) - Income Capitalization, Methods (1993) - Powerlines/Eledromagnetic Radiation (1994) SEMINAR (AI) - Verifying Market Data (1994) SEMINAR (AI) SEMINAR (AT) - Market Studies for Appraisals (1994) - FloridaAppraiser Core Law (USPAp/I 994) SEMINAR (AI) - Limited Appraisals &Reports (USPAP/1994) SEMINAR (AI) - Public Safety & Property Values (1995) SEMINAR (Al) - Oulparcel Valuation (19 95) SEMINAR (Ai) - Computer Technology Video Conference (1995) SEMINAR (AI) - The Internet & the Appraiser (19 96) SEMINAR (AI) - Florida Commercial Construction (1996) SEMINAR (AI) - 1996 Data Exchange (1996) SEMINAR (AI) COURSE (Al) - Real Property Rights in Florida (1996) - USPAP & Florida Real Estate Core Law (1996) �EMINAR (AI) - Valuation of Trees (1997) 1 Mill I Its .................. ..... PUBLICATIONS A QjLATION Prepare-dend taughtMastenng Real EstateMatheinages at the Fort LaudmWe Area Board of REALTORS PrePared and taugbt A Guide to Researching Rpal Estate IyAronnation in Bro,"d I flit 09, J) CMC Mem1er 4f the 4f �tgn. III y; v g� ,r; ~/:{^I \\,C�, .. .. .... \ I I Consent Agenda I I Old Business I X I New Business I I Legal I I Information F_TC1=10I� = �� Discussion and direction regarding the disposal of - • operties located at E. MLK, Jr • NE 9th Avenue to St. Paul AME Church of Boynton Beach. PastorSUMMARY: CRA staff recently met with Robinsonof of Boynton Beach located at 315 E. Martin Luther King Jr. Boulevard regarding their interest in acquiring several CRA owned properties to be used as part of the church's future expansion. The desired expansion project as presented by Pastor Robinson would include the construction of - and larger church buildingand parking • - leaving the original church building place in hopesof becoming •landmark. The CRA owned parcels desired by the church are as follows and identified on Attachment 1: 308 E. Martin Luther King Jr. Boulevard * 231 NE 9th Avenue • These lots are currently vacant, 50x150 in size with a future recommended land use of MUL (mixed use low -20 du/ac) as recommended in the 2016 CIA Plan Update. With their small individual size, the redevelopment potential under the MUL land use is extremely limiting. The church would be like to combine their lots with the CIA owned lots to accommodate a new church building on E. Martin Luther King Jr. Boulevard and the new parking lot on NE 9t' Avenue. 4 11'511F, PIPPIN! . '' • • •. r ••; CRA ADVISORY BOARD RECOMMENDATION: Recommend nsi r tion of request made by St. Paul AME Church of Boynton Beach and proceed with due diligence and negotiations. T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTSICompleted Agenda item Request Forms by Meeting\CRA Board\FY 2016 - 2017 Board MeetingMNovember 20161Discussion of Land Disposal to StPaul AME MLKJr BlvdA= ATTACHMENT I ! 1 .�Rr ii£ � Uii i}{` t t i�{i i"l tri,{4 �is J1{ � i 5 l(�itit ��SI f �� I i'�r�`� f It„ t � �ti��� Iii i �,i t, tS ��r„ lei - �� r �U i 17 rtn � ��Y t��tV Gary A Walks, CFA Homestead', fto;*fty Apfralser Palm ach County Location Address 3 15 E MARTIN LUTHER KING JR BLVD Municipality BOY NTONBEACH Parcel Control Number 08-43-45-21-27-001-0170 Subdivision ROBERTS E ADD TO BOYNTON IN Official Records Book Page Sale Date Legal Description E ROBERTS ADD TO BOYNTON LT 17 (LE55 S 10 FT RD R,(W) 81.,1 I Owners Mailing address ST PAUL AME CHURCH OF BOYNTON BEACH 315 MARTIN LUTHER KING JR BLVD INC BOYNTON 6rACvf FL 334'3ZB8 No Sales Information Available. Exemptl*n Applicant/Owner Year Detail ST PAUL AME CHURCH OF BOYNTON BEACH INC 2016 FULL: RELIGIOUS ORGANIZATIONS Number of Units 0 *Total Square Feet 4070 ACres D,1607 Use Code 7100 -RELIGIOUS Zoning R2 - Duplex (, 08-ODYN'TON BEACH Tax Year 2016 P 2015 2014 Improvement Value $93,280 $84,790 $77,090 Land Value $35,000 $6,181 $6,120 Total Market Value $128,280 $90,971 $83,210 P All values are as of January 1st each year Preliminapy Tax Year 20166 P 2015 2014 Assessed Value $100,068 $90,971 $83„210 Exemption Amount $100.068 $90,971 5433,210 Taxable Value $0 so $0 Tax Year 2016 P 2015 2014 Ad Valorem so 50 $0 Non Ad Valorem $448 $453 5485 Totaltax $448 $453 . ... ................. $485 . .. . ........ http://.co.paim-beach. fl.uslpapalAspsIProe rtyDetaillProe rtyDetail.aspx?parcel=08... 10/31/2016 Consent Agenda Old Business I X I -New Business I I Legal I I Information Oni ' YOM 1 ! a betweenSUBJECT: Consideration of the Purchase and Sale Agreement _ a and the owners of property l! _ • at 128 NW 1 1th Avenue. SUMMARY: As presented and discussed at the regular meeting of the CRA Board held on September 13, 2016, the property located at 128 NW 11 th Avenue located within the Model Block project area, is currently the subject of a City initiated eminent domain proceeding for the acquisition of thirty (30)-- of - form of •.. dedication an• an additional ten (10) feet of land to be used as an utility easement (see Attachment 1). The City paid $16,000 to acquire this portion of the property and will be used to complete the approved street and pedestrian improvements within the right-of-way of the Model Block project area. In cooperation with the City, CRA staff has been in negations with the property owner to acquire the remaining portion of the property which will be used to construct a new single family residence in conjunctionthe Model Blockproject. The owners have agreed to sell abovethe balance of the property for $32,000. The appraised value for the entire parcel was $46,000 and the total acquisition price will be $48,000 or 4% appraised -- Attachment 11). The Purchase and Sale contract as presented as been reviewed • approved by legal• FISCAL I M PACT: FY 2016-17 !! 02-58200-406 110 CRA PLAN, PROGRAM ..O .' a . PROJECT: . 2016 aPlanUpdate CRA ADVISORY BOARD RECOMMENDATION: Recommend approval as presented. 1) Approve Purchase and Sale AW eement between the CRA and the owners of the property located at 128 NW 11 Avenue. 2) Do not approve Purchase and Sale Agreement between the CRA and the owners of the. property l• '! at Avenue.th T:IAGENDAS, CONSENT AGENDAS, MONTHLY REPORTS1Completed Agenda Item Request Forms by MeetinglCRA Board\FY 2016 - 2017 Board Meetings\November 201bXConsiderabon of Purchase&Sale Agrmnt for 128 NW 11th Ave-Collins.docx ATTACHMENT f Gary A Monts, CFA E Homestead JU Ln Pimpefty ratser ccuntv, Loca mon rens 11 AVE Municipality BOYNTON BEACH I Parcel Control Number 08-43-45-21-19-000-0120 Subdivision LANEHARTS SUB IN Offirlal Records Book Page Sale Date Legal Description LANE RTS SUB E 50 FT OF W 06.03 FT OF LT 7 OF LANEHARTS SUB OF S 1/2 OF NE 1/4 Mailing address Owners COLLINS WILLIE 8 EST 557 NW 12TH AVE BOYNTON BEACH FL 33435 3059 No Sales Information Available. No Exemption Information Available. dumber of Units 0 *Total Square Feet 0 Acres 0.1716 Use Code 0000 - VACANT Zoning R2 - Duplex( 08-BOYNTON BEACH) Tax Year 2016 P 2015 2014 Improvement Vaue so $o So Land Value 512,613 $11,466 $8,190 Total Market Value $12,613 $11,466 $8,190 P = Prefthary All values are as of January 1st each year Tax Year 2016 P 201$ 2014 i Assessed Value $8,785 $7,986 $7,260 -Exemption Amount $o $o so Taxable Value $8,785 $7,986 $7,260! Tax Year 2016 P 201S 2014 Ad Valorem $220 $205 $171 Non Ad Valorem $o so SO Total tax $220 $205 $171 hnp://www.co.palm-beach.fl.uslpapalAspsIPropertyDetaillPropertyDetaii.aspx?parce1=08... 10/31/2016 R Im m 0 1:2,257 128 NW 11 th Avenue - Collins 1. -0 .0! 25 0.02 5 0.05 mi 0 0.02 O.D4 O.Da hn r 0 n t ',art r 0 Exhibit I SKETCH OF DESCRIPTION THIS IS NOT A SURVEY NUM & ANDREWS ADDITION N.W. CORNER LOT 7 PLAT BOOK 12, PACE 46 SUBDIVISION (PLATTED AS CENTRAL . X 1 ITH AVENUE S59"36'19*E S89*36'lifirrEE 50.02 REFERENCE 15DO S.F. i e t rq �Ln 8 CA 91 rrm EA LEGEND P.& - PLAT BOOK THE FRANK WE-BBER ADDI'rl()N Y PLAT BOOK 9, PAGE 3 . IT Y Bob yInc. F 0 30 60 561-732-7877 DWG tSrAL&P-W �� —� SWEET 2 OF 2 LEGAL DESCRIPTION THE SOUTH 10 FEET OF THE NORTH 40 FEET OF TW FOLLOWW Dmm8o THE EAST 50 FEET OF THE WEST 35&03 FEET OF LOT 7. # T AMOMING T T AS REGMED IN PLAT BOOK \ PAGE 35, KBUC FECORDS OF PALM BEACH [\ \ 1005414-21D | OF M Arr"PPRAISAL r EPORI VACANTLAND 128 NORTHWEST 11 AVENUE by 1 ' �• 1 I, h: I I I' I ; 5 1i 1; I k t k f f B=I 1! 1 BeI i li Il I ' I,' i! 11' I North FederalHighway "Vance IRleal Estate., Servict 107M - -W-LWTWT � - 710 North Federal Highway Boynton Beack FL 33435 RE: Vacant lAnd, 128 NW I I Avenue, Boynton Beach, FL 33435 (Legal description is in the report.) agreement wetranst-nit A a VIM 117-4 This report was prepared for and our professional fee billed to Boynton Beach Community Redevelopment Agency. Our analyses have been prepared in conformance with the uniform Standards of Professional Appraisal Practice (USP AP 2016-2017). This report is for exclusive use of the client for possible acquisition purposes. Jesse B. Vance, Jr. and Claudia Vance visited the property. If you have questions or further needs, please contact the undersigned. As a result of our analyses, we have developed the following opinion of the market value of the appraised property, subject to definitions, certifications, and limiting conditions set forth in the attached report. THIRTY-SEVEN THOUSAND FIVE HTJNDRED DOLLARS $37,500 OWS LE=R MUSTREMAIN,4YTACHED TO ThE REPORT WITH YMTYNIM (39) NUMBERED PAGES PLUS ADDENDA FOR TAE VALUE OPINIONSETFOWTHTOBE CONWERED VALID) RespecdWly submit* ��- (a n, 6 , , Jesse B. Vance, Jr., MAI, SRA ASA State -Certified General Real Estate Appraiser RZ-85 &�aaoaooll*p� Claudia Vance, MAI S t 7481 Northwest 4!h Street, Plantation, FL 33317-2204 954/583-2116 TABLE OF CONTENTS Title Pae i Letter o Transmittal ii Table of Contents iii ,thotographs of the-SuNect Property 1 Aerial -photo of the Su�ject Property 2 1-3-5 Mile Location Map 3 1-3 -5 Mile Summary of Demographic Statistics 4 Sketch of survey 6 Summary of Irnportant Facts and Conclusions 8 DESCRIPTIONS ANALYSES. & CONCLUSIONS --e -- Identity 0 hent an, d ser Intended Use 9 Identification of Real Estate Appraised 9 9 Ownership 9 Property Address and Legal Description 9 Real Estate Tax Analysis 10 Market Area Description 10 Zoning 14 Site Description 15 Real Property Interest Appraised 16 Appraisal Purpose and Definition of Market Value 17 Effective Dates of the Appraisal and Report 18 Scope of the Work 18 Summary of Information Considered 18 Property History 19 Highest and Best Use 19 SALES COWARISON APPROACH- LAND VALUE M Sales Location—Map 22 Land Sales Documentation 23 Land Sales Comparison Chart 33 Valuation by Safes Comparison 34 FMAL VALUE OPINION 37 Certification and Limiting Conditions 38 ADDENDA Copy of "R-2" Zoning Ordinance USP AP Standards Rule 2-2a Qualifications of the Appraisers m I ARO RID9 N 9 Subi"t Vacant Lot & Taking Stake for Parcel 21 Looking SW @ Appraised Land �M3.1-MV07F7,771 �. 128 NW 11 Avenue Boynton Beach, Florida 33435 0 � ! i s NW lIt" Avenue Boynton Beach, i 1; 33435 FmtBtRdi BNd N rora27 HIa Blvd Lake Pbn Pa'k Puldy Ln a a a' iyClub iw x Palm; Sha _.. I o pGreenacres Springy i ledrAve R i } h !s, A L&BINedrawfumd88 I Lake *orth LAk6 a Corrider Worth �i HdaleuO 4n B re South ,uranus All ns Palm I.antanand Nclub '; Beach ¢ 4ntaha Rd tf< Seminole a Allan r Manalapen antana q Q' MIAVIRd 5I m ti= By Blvd �i cean a Rid .t )>A.@1wr� Bled-- 01 Baynioo Rd g r 1VrY .leach 3ir4 Soy t�` E h Qur.B hp�t8dx' �Bnny :raczes Couairw b 'c Y. J Cin S'fr a' .lG}a ul s Stream 1% - v�Stwo Gnu Flortla n xi d Cambycluh HuaLraRin fb v a rlay.q'Mct +3a8Caul � %/ m Lasa Villa10 Atmk Ava KOn nt cnuro N a' Club Iftst p� Casn r� J, Lin l 1 , ROvd Hi land "'M 7r el Club �f ch f z1 faQa o Sudri x r WkiClub Club I m Of snea s NW lIt" Avenue Boynton Beach, i 1; 33435 BBC RA VANCE REAL ESTATE SERVICE 128 NW 11th Ave, Boynton Beach, Florida, 33435 Rings., 1, 3, 5 mile radii Population I mile 3 it 5 miles 2000 Population 13,303 77,181 163,734 2010 Population 13,507 86,599 183,990 2016 Population 14,698 92,923 194,576 2021 Population 15,777 98,950 205,766 2000-2010 Annual Rate 0.15% 1.16% 2010-2016 Annual Rate 1.36% 1.13% 0.90% 2016-2021 Annual Rate 1.43% 1.26% 1.12% 2016 Male Population 49.2% 47.9% 47.9% 2016 Female Population 50.8% 52.1% 52.1% 2016 Median Age 39.5 43.5 46.0 In the Identified area, the current year population Is 194,576. In 2010, the Census count in thea was 183,990. The rate of change since 2010 was 0.90% annually. The five-year projection for the In population the 2016 to 2021. Currently, the population is 47.9% area is 205,766 representing a change of 1.12% annually from male and 52.1% female. Median Age The median age In this area Is 39.5, compared to U.S. median age of 38.0. Race and Ethrildity 2016 White Alone 36.4% 62.1% 663% 2016 Black Alone 57,1% 29.2% 24.3% 2016 American Indian/Alaska Native Alone 0.5% 0.3% 2016 Asian Alone 0.9% 2.1% 0.5% 2.3% 2016 Pacific Islander Alone 0.0% 0.0% 2016 Other Race 2.7% 3.5% 0.0% 3.9% 2016 Two or More Races 2.4% 2.7% 2016 Hispanic Origin (Any Race) 12.3% 2.6% 17.0% 17.9% Persons of Hispanic origin represent 17.9% of the population In the Identified Hispanic Origin may be of any race. The Diversity Index, which area compared to 27.9% of the U.S. population. Persons of measures the different race/ethnic groups, Is 64.7 In the identified probability that two people from the same area will be from area, compared to 63.5 for the U.S. as a whole. Households 2000 Households 4,726 33,694 71,327 2010 Households 4,850 36,951 78,493 2016 Total Households 5,330 39,367 82,119 2021 Total Households 5,752 41,801 86,429 2000-2010 Annual Rate 0.26% 0.93% 0.96% 2010-2016 Annual Rate 1.52% 1.02% 0.73% 2016-2021 Annual Rate 1.54% 1.21% 1.03% 2016 Average Household Size 2.73 2.33 2.34 The household count In this area has changed from 78,493 In 2010 to 82,119 In the current year, a change of 0.73% annually. The five-year projection of households Is 86,429, a change of 1.03% annually from the current year total. Average household size is currently 2.34, compared to 2.32 In the year 2010. The number families of in the current year Is 47,820 in the specified area. Data Nates income Is expressed In current dollars Source. U.S. Census Bureau, Census 2010 Summary File 1, Esri fore 20�6 and 2021. Esrl converted Census 20 2010 geography, 00 da October 12, 2016 aft. BBCRA VACE REAL ESTATE SERVICE 128 NW 11th Ave, Boynton Beach, Florida, 33435 5,270 40,172 Rings: 1, 3, 5 mile radii 2000 Owner Occupied Housing Units 3,116 24,800 53,891 2000 Renter Occupied Housing Units 1,610 8,894 Median Household Income 1 mile 3 miles 5 miles 2016 Median Household Income $37,399 $46,544 $49,888 2021 Median Household Income $41,023 $53,574 $56,280 2016-2021 Annual Rate 1.87% 2.85% 2.44% Average Household 2010 Vacant Housing Units 1,062 9,783 2016 Average Household Income $54,056 $65,985 $72,385 2021 Ave Household Income $59,290 $72,709 $79,908 2016-2021 Annual Rate 1.87% 1.96% 2.00% Per Capita Xncome 2016 Vacant Housing Units 1,175 10,242 2015 Per Capita Income $20,363 $28,413 $31,047 2021 Per Capita Income $22,361 $31,148 $34,046 2016-2021 Annual Rate 1.89% 1.86% 1.86% Households Income 2021 Vacant Housing Units 1,285 10,448 Current median household Income Is $49,888 in the area, compared to $54,149 for all U.S. households. Median household income is projected to be $56,280 In five years, compared to $59,476 for all U.S. households Current average household income is $72,385 In this area, compared to $77,008 for all U.S. households. Average household income is projected to be $79,908 In five years, compared to $84,021 for all U.S. households Current per capita income Is $31,047 in the area, compared to the U.S. per capita Income of $29,472. The per capita Income is projected to be $34,046 in five years, compared to $32,025 for all U.S. households Housing 2000 Total Housing Units 5,270 40,172 84,921 2000 Owner Occupied Housing Units 3,116 24,800 53,891 2000 Renter Occupied Housing Units 1,610 8,894 17,436 2000 Vacant Housing knits 544 6,478 13,594 2010 Total Housing Units 5,912 46,734 97,835 2010 Owner Occupied Housing Units 2,867 24,475 55,289 2010 Renter Occupied Housing Units 1,983 12,476 23,204 2010 Vacant Housing Units 1,062 9,783 19,342 2016 Total Housing Units 6,505 49,609 102,515 2016 Owner Occupied Housing Units 2,773 23,615 53,450 2016 Renter Occupied Housing Units 2,558 15,753 28,669 2016 Vacant Housing Units 1,175 10,242 20,396 2021 Total Housing Units 7,037 52,249 107,416 2021 Owner Occupied Housing Units 2,948 24,659 55,651 2021 Renter Occupied Housing Units 2,804 17,142 30,778 2021 Vacant Housing Units 1,285 10,448 20,987 Currently, 52.1% of the 102,515 housing units In the area are owner occupied; 26.0%, renter occupied; and 19.9% are vacant. Currently, in the U.S., 55.4% of the housing units in the area are owner occupied; 32.9% are renter occupied; and 11,7% are vacant. In 2010, there were 97,835 housing units in the area - 56.5% owner occupied, 23.7% renter occupied, and 19,8% vacant. The annual rate of housing units since 2010 is 2.10%. Median home value in the area Is $192,275, compared to a median home value of $198,891 change in for the U.S. In five years, median value is projected to change by 3.07% annually to $223,619. DaW Nate. Income Is expressed in current dollars SOUMS.' U.S. Census Bureau, census 2010 Summary File I. Esrl forecasts for 2016 and 2021. Er'd convened census 2000 data into 2010 geography. October 12, 2416 5 r: , 411;4�" �WWII' A Bob Y v wy - Inc. the 'SUIRVEYOIR' 561-732-7877 7 PROPE RTY APPRAISED: Vacant land 128 NW 11 Avenue Boynton Beach, FL 33435 OWNERSHIP. Estate of Willie Collins 557 NW 12 Avenue Boynton each, FL 33435-3059 LAND AREA: 50 feet x 125 feet = 6,250 square feet The subject of this appraisal is the rernainder of the Action in Eminent Domain that will take the north 30 feet of the parent tract that is the original subject platted lot. 'Me taking is identified as Parcel 22 of the Model Block Development. BUILDING IMPROVEMENTS: None I k" I a, "R-2", Single and two-family residential district in the city of Boynton Beach To develop an opinion of market value Fee simple Vacant 6,250 square feet x $6.00 per square foot = �1,11D.OUID DOLLARS EMM Exposure Time: -12 months prior to selling at the appraised value ni ANALYSES, APPRAISAL REPORT This is an APPRAISAL REPORT that complies with Standard Rule the Uniform Standards of Professional Appraisal Practice (USPAP 2016 - 2017) 2-2 (a) ,R the identity of the client and any intended users, by name oi: type; The client and intended user of this report is the Boynton Beach Community Redevelopment Agency. 2-2 (a) rd) State the intended use of the appraisal; The intended use of the appraisal is for possible acquisition of th% property valued. Any other use is not intended. 2-20)MV Summarize infOrmadOn sufflcientio identify the real involvedin the APPFaiW including thephysica4 legal and economicproperty charaderMes relevant to the assignment; Owner: Estate of Willie Collins 557 NW 12 Avenue Boynton Beach, FL 33435-3059 Property Address: 128 Northwest I I Avenu-M Boynton Beach, FL 33433, Legal Description: East 50 feet of the west 406.03 feet of Lot 7, LANEHART'S SUBDIVISION, Plat Book 1, page 35, Palm. Beach County� FL Census Tract No. 61 0 2-2(a)(N) Summarize information sufficient to idendfy the real estate involved in the appraisal, including the physical, legal and economic characterisdcs relevant to the assignment,- (continued) Real Estate Tax: Parcel Control Number: 08 43 45 21 19 000 0120 Land Value: $12,613 Improvement Value: --0- Total Value: $12,613 Ad Valorem Tax: $ 220 Non Ad Valorem Properties are assessed in arrears by the county property appraiser. The tax bill is issued in November and a 4% disc - ' I —' EMN'Rol 72-94�i if the amount is paid in November. The discount diminishes until March, when the tax is due and payable. In Florida, the taxable value for non -homesteaded properties can be increased to a maximum of 10% per year, from tax year 2009 going forward, based on a constitutional amendment voted on by the electorate of the state. There ate some exceptions which relate to school taxing districts. However, the millage of the city can increase; thus, real estate taxes can continue to increase from year to year. Transportation Infrastructure The general market area is the City of Boynton Beach in eastern -central Palm Beach County. Population of the city is about 72,000 residents; land area of the municipality is about 16 square miles situated between Delray Beach on the south and Like Worth on the north.'fhe town was named for an early developer, Nathan Boynton, a former major in the Union Army in the Civil War. 'fhe city was founded in 1898 and incorporated in 1920. lim APPRAISAL REPORT (continued) 2-2(a)(N) Summarize information suffwient to idendfy the real estate involved in the appraisal, including the physical, legal and economic characteristics relevant to the assignmenp (continued) Most of the original buildings were destroyed in the hurricane of 1926, though some remain. Others which were constructed in the early 1920's are still in use with repairs and replacements over the decades. Time and economic trends take a toll on properties; thus, in 1984 a redevelopment plan was adopted for the Community Redevelopment Area (CRA) in the city. it covers 1,650 acres in the central part of the municipality west of the Intracoastal Waterway. Within the CRA is the immediate subject market area known as the Heart of Boynton (HOB), containing 3 80 acres. This area is the historic, older part of the CRA, with the following boundaries: Boynton Beach Canal (C- 16) on the north, Florida East oa Cst (FEC) Railroad on the east, Interstate 95 on the west, and jagged line about one mile north of Boynton Beach Boulevard as the south boundary. Agriculture and fanning had been important activities in past centuries kf Boynton Beach. Commerce came to the area when Henry Flagler extended the Florida East Coast Railway from West Palm Beach to Miami in 1896. The railroad was the main mode of transportation to bring visitors and manufactured products to the city as well as transporting produce grown in the vicinity out of the area to other cities in the southeastern United States. Boynton Beach Boulevard is the principal east -west artery in the subject market area, having an interchange with Interstate 95 on the west side of the neighborhood. The boulevard continues west through Palm Beach County to its terminus at State Road 7/ U S Highway 44 1. Two miles east of State Road 7, it has an interchange with Florida's Turnpike. Boynton Beach Boulevard commences on the east at U S Highway 1, just to the east of the FEC Railroad. U S Highway I is the main north -south artery through eastern Palm Beach County and extends along the eastern seaboard of the United States. Seacrest Boulevard is a main north -south artery through the City of Boynt Bed ach ansouth into Delray Beach. Martin Luther King, Jr. Boulevrd is east -west thoroughfare through the Heart of Boynton. The imamedial subject market area is easily accessible by main roads and Interstate 95. M 2-2(a)(fii) Summarize information sufficient to identify the real estate involved in the appraisal, including the physical, legal and economic characteristics relevant to the assignment; (continued) Property types in the Heart of Boynton are smaller commerci establishments along the main roads, light industrial close to the FE Tc' ' JE Railroad, single family residential, small multi -family dwellings and a e apartment buildings. As mentioned, some structures date back to the 1920' but most which are still usable were built in the mid twentieth cen Municipal facties in the immediate subject market area include parks, elementary schools and a community center. Recent projects implemented in the Heart of Boynton are: • Seacrest Bouleveetscape • Carolyn Sims Center • Ocean Breeze West - 21 homes —joint venture with Habitat for Humanity Future projects are: • Revitalization of Martin Luther King, Jr. Boulevard • Redevelopment of the Public Works site • Mixed uses of residential and commercial • Expansion of light industrial near the FEC Railroad. Population Trends The demographic survey in the beginning of the report of 1, 3, and 5 milICk' nfial -circles tutm the )Fr+7,e&f shtws The nie,&-Arri h4,YSeh+lLiic+ for 2016 in the me -mile radius is $37,489, for three miles it is $46,587, $49,894 for the five mile circle. All are lower than the median househo income for Palm Beach County of $54,400. In the one -mile circle, populati �h 0 a - tI is 14,763. In three miles, population increases to 93,155 at five miles, it 194 .,621. However, about one-third of the three and five mile circles are ov 0 0 the Atlantic Ocean. Annual growth rate is anticipated to be 1. 12% to 1.42% the three circles during the next five years as the economy and job mark] improves in South Florida. W-0 2-2(a)(Iff) Summarize information sufficient to identify the real estate invoked in the appraisal, including the physical, legal and economic characteristics relevant to the assignment; (continued) 524 of the housing units are owner occupied, with 28% rented. The percentage of renters is higher in this market because many of the single family houses are owned by investors who purchased them after the economic crash in 2008. Median home value in the five -mile area is $192,1319, including the highly priced homes fronting the Atlantic Ocean, compared to median home value of $198,891 in the United States. The fife cycle stage of the market area is stability, a period of equili Ii Ibril without marked gains or losses, after a period of decline. The purpose of Heart of Boynton Community Redevelopment Plan is to revitalize the area with new housing options and business opportunities. There are exampli p m of new houses along Martin Luther King, Jr. Boulevard, with more planned the immediate vicinity. I prices due primarily to the availability of financing with adjustable rate mortgages. Interest rates adjusted upward, but rental rates of multi -family properties did not. For single family residences, interest rates on mortgages adjusted upward, but homeowners' incomes did not increase. Scenarios were the same for many property types, all with the same result of owners' inability to make the payments and mortgages foreclosed. This situation was exacerbated by the economic crash in late 2008, followed by the Great Recession. Many of the foreclosures have already occurred as can be noted by the transactions of properties in the subject market area. Currently, sales are between individuals or investors who previously purchased the properties from foreclosing lenders and private parties who will reside in the properties or flold them in their investment portfolio. emors �Y]Lct resicten ", "Q lI. n to price ratios. Sale prices for single-family residences in the Isubj market area and close vicinity are in the range of $85,000 to $180,00 depending on budding size, age and condition. Price range for multi-fammii dwellings are from about $50,000 to $100,000 per unit based on the s )t factors. Land unit prices are from about $4.00 to $7.00 per square foot. 2-2(affidi) Summarize ormadon sufficient to idenfify the real estate involved in the appraisal, including the physic4 legal and economic characterLstics relevant to the assignment; (continued) Family Dollar Store is an addition to the subject market area; it consists of V'r3* intersection of Martin Luther Ki, Jr. Boulevard and North Sea cre Boulevard. I ng N rmx';1w111J M -all [V1qW$1111 R 111111111 im HOB is easily accessible by main roads and Interstate 95. Goods and servic are nearby on Boynton Beach Boulevard and U S Highway 1. With involvement of the City of Boynton Beach and the Communi Redevelopment Agency, Heart of Boynton Community Redevelopment Pla can continue to succeed in revitalizing the area. F,and Use: Medium Density Residential, maximum density 9.58 dwelling units per acre Zoning: "R-2", Single and Two-family Residential Distri with the purpose to implement the medium densi residential future land use map classcation of comprehensive plan. The intent of the district is stabze and protect existing residenti neighborhoods with density no greater than I dwelling units per acre, and allow limited types non-residential uses. Minimum lot area is 4,500 square feet per unit for a duplex; minimum I frontage is 75 feet. Single family dwellings shall constructed on lots that are no less than 6,000 s1 feet with a width of at least 60 feet and follow building and site regulations of the Singl- Family District. Excerpt from the zoning code is the Addenda. INVA. 2-2(affidi) Summarize information sufficient to identify the real estate involved in the appraisal, including the physica4 legal and economic characteristics relevant to the assignment; (continued) 51LE, VE Since the lot was platted prior to the current zoning standards, it appears to be a legal non -conformity to be used as for a single family residence. However, determination of use and non -conformities of the site are made by Boynton Beach City officials. Parking: Two parking spaces are required for a single-famil'M residence. There seems to be adequate land comply with this requirement. Platting: The appraised land consists of one platted I13 Site Description: The shape of the site is rectangular. Approximate dimensions and size are from public records. North boundary on NW I I Avenue: 50 feet East boundary on adjacent property: 125 feet South boundary on the alley: 50 feet West boundary on adjacent property: 125 feet Total: 6,250 square feet or 0.1435 acres Utilities: All utilities are available to the sitIJ Access: Ihe site is accessible via NW I I Avenue which intersects with Seacrest Boulevard about one-half block to the east. Imminently, by an Action in Eminent Domain, the city of Boynton Beach will acquire the north 30 feet of the original subject lot to widen the right-of-way for NW I I Avenue. MI APPRAISAIL REPORT (continued) 2-2(a)(W) Summarize information sufficient to identify the real estate involved in the appraisa4 including the physica4 legal and economic characteristics relevX nt to the assignment; (continued) The subject of this appraisal is the remainder from the action. The part taken of the appraised property is Parcel 22 of the Model Block Development. The sketch of survey in the beginning of the report describes the taking for Parcel 22. Easements: Addnally, in the Action in Eminent Domain, the northern 10 feet of the remainder (the subject of this report) will be encumbered by a 10 foot utility easement, also described on the aforementioned sketch of survey. Utty easements are standard for most properties. There is no adverse effect from the utility easement. Environmental Assessment: No assessment was available for review. 22(affiv) to the re rope interest appraised; 1-0 W-4, Yrfs , MR _J estate. Partial interests in real estate are created by selling, leasing, cete r"artial estates include leasedfee and leasehold estates. WIM V ro I M" ON. 2 -2 (a) (v) State the type and definition of value and cite the source of the definition; The purpose of the appraisal is to develop an opinion of market value of the subject property as of October 11, 2016. 1111111�11�1� "1-6491 76, PON- M11111 I 111111111,1111111WR I "MM -111161" prifil cl-Ly tt fJLXIL F1 1117; JIICFSJLLP I.E[ it -'4-0"5)9 Wk UJL d UCrOnt lr�LC, MUCY conditions set forth in the definition of the term identified by the appraiser as applicable in an appraisal. The conditions included in market value definitions establish market perspectives for development of the opinion. These conditions may vary from definition to definition but generally fall into three categories: 1. the relationship, knowledge, and motivation of the parties (i.e., seller and buyer); 2. the terms of sale (e.g., cash, cash equivalent, or other terms); and 3. the conditions of sale (e.g., exposure in a competitive market for a reasonable time prior to sale). Market value appraisals are distinct from appraisals completed for other purposes because market value appraisals are based on a market perspective and on a normal or typical premise. These criteria are illustrated in the following definition of Market Value*, provided here only as an example. Market value means the most probable price which aproperty should bring in a competitive and open market under all conditions requisite to a fair sale, the buyer and seller each acting prudently and knowledgeably, and assuming the price is not affected by undue stimulus. Implicit in this definition is the consummation of a sale as of a specified date and the passing oftitle from seller to buyer under conditions whereby: 1. buyer and seller are typically motivated; 2. both parties are well informed or well advised and acting in what they consider their own best interests; 3. a reasonable time is allowed for exposure in the open market; 4. payment is made in terms of cash in US. dollars or in terms of financial arrangements comparable thereto; and 5. the price represents the normal consideration for the prop" sold unaffected by special or creative financing or sales concessions granted by anyone associated with the sale. * This example definition is from regulations published by federal regulatory agencies pursuant to Title XI of the Financial Institutions Reform, Recovery, and Enforcement Art (F11ZREA) of 1989 between July 5, 1990, and August 24, 1990, by the Federal Reserve System (FRS), National Credit Union Administration (NCUA), Federal Deposit Insurance Corporation (FDIC), the Office of Thrift Supervision (OTS), and the Office of Comptroller of the Currency (OCC). This definition is also referenced in regulations jointly published by the OCC, OTS, IRS, and FDIC on June 7, 1994, and in the Interagency Appraisal and Evaluation Guidelines, dated December, 2010. I 7yfiff g, out riot 7MTT7YP7-4-70 selL and a buyer willing, but not compelled to buy, would agree to in fair negotiations with knowledge of all the facts." [Source: Fla. Power & L�ght Co., v. denn!�I�s 518 So.2d 895 t; 7)] M 11ppipp7j; , ;11�11;11111 =171JAM I The appraisal problem is to develop an opinion of value of the property based on its highest and best use. The appraiser inspected the property and photographed it. A thorough investigation was made into the physical characteristics of the property that could affect its value. The market area was surveyed to determine its stage of the life cycle. Research was conducted to ascertain economic factors that might influence value. Data research consisted of collecting, confinning, and reporting sales of vacant land sales. The process included searches and analyses, inspections and confirmations, and final reporting. The appraiser examined several sources of sales data, including the multiple listing service, Palm Beach County Appraiser's records, the public records, and data from the appraiser's plant. For Sales Comparison Approach, land sales are compared to each other and tit the property under appraiscment to arrive at an opinion of value. 2-2(a)(vffl) Summarize the information analyzed, the appraisal methods and techniI ues employed, and the reasoning that supports the analyses, opinions, and conclusions; exclusion of the sales comparison approach, cost approach, or income approach must be explained; The information analyzed and appraisal methods used are detailed in ea sectiI n of the report. Further, the reasoning that supports the analyse opinions, and conclusions is explained in each section. Neither the Cost n Income Approaches are applicable to inddual lots. Exclusion of approaches to value still produces a creditable report. IM Ell: 2 911fr. WIMMI1, RIF211, 11 SR 1-5 "en the value opinion to be developed is market value, if such informadon is available in the normal course of business: There are no known agreements for sale, options or listings of the apprais property as of the effective date of the appraisal. i There have been no arm's length transactions of the subject property durl the past three years. State the use of the real estate ax*dng as of the date of value, and the use of the real estate orpersonalproperty reflected in the appraisal; The use of the real estate on the date of valuation is vacant land, and it is use which is reflected in the appraisal. No personal property is included in valuation. I 2-2 (a) W When an opinion of highest and best use was developed by the appraiser, summarize the support and rationalefor that opinion. LQJ No soil or subsoil tests are available for review. However, some of surrounding land has been improved with residences since the 1920s. land is level and filled to street grade. Land size is 6,250 square feet rectangular in shape. All utilities are available to the site. NW I I Avenue be widened to improve traffic flow around the school to the north. Physic constraint is the size of the site whber ich governs the numof pot improvements which can be placed on I M Legal restrictions to the development of the site consist of land use designation, building and zoning codes, platting restrictions and restrictive covenants. Land use designation is medium density residential, maximum density of 9.58 dwelling units per acre. Zoning is "R-2", Single family and Two-family Residential District in the City of Boynton Beach. Maximum number of dwelling units per lot in "R-2" district is two if the lot size meets current code. The appraised site consists of one platted lot with a remainder size of 6,250 s uare feet, lotentialh ermittme single fwnilv resideTtial use. _B t AWORMIUKI Financially Feasible as Vacant The third test of Highest and Best Use is economic feasibility. Demand for a certain property type must be evident for it to be feasible. For it to be competitive return when compared with altemate uses. The immediate subject market area has been improved with single-family residences and small multi -family dwellings for almost 100 years. Residences come to the end of their economic lives, improvements are razed and the sites are redeveloped with modem structures. There are examples of this cycle throughout the subject market area. New redevelopment projects in the subject market area are Ocean Breeze West with 21 homes, Eastview Park with market rate houses ranging from $255,000 to $300,000 constructed by D R Horton, and two new houses on Martin Luther King, Jr. Boulevard sold for $166,000 and $180,000. The latter houses are the result of the work of the Boynton BeAch CRA and Boynton Beach Faith -Based Commumty TWevelopment Corporation. The fmancially feasible use of the subject site is to improve it with a single- 6amily residence. In summary, the Highest and Best Use of the land appraised as vacant is a single-family residence. Such uses would be physically possible, probably legally permissible, financially feasible and maximally productive noJ 2-2(a)(V) Clearly and Conspicuously: State all extraordinary assumptions and hypothetical conditions; and state that their use might have affected the assignment result. There are no extraordinary assumptions or hypothetical conditions in 91 report. =m % M w � � ! , � ',� L �' � � ! � W, VACANT LAND SALES SALE NO. I LEGAL DESCRIPTION Lot 4, Block 2, Plat of Crescent Heights, Plat Book 24, Page 170 of Palm Beach County Public Records RECORDED 0. R. Book 28265, Page 779, Pahn Beach County Records GRANTOR S & P Capital, LLC GRANTEE George Ball DATE OF SALE April 22, 2016 LOCATION 208 SW 2nd Avenue, Boynton Beach, Florida ZONING "R-2" Residential/ Duplex SALE PRICE $67,500 LAND SIZE 10,890 (75'x 145') UNITS OF CO SON $6.20/square foot FOLIO NUMBER 08-43-45-28-17-002-0040 MONTH I Vol ! 1 � Arm's length cash transaction. Grantee, George Ball NK {, SW 2 d Avenue Boynton Beach, Florida m VACANT LAND SALES LEGAL DESCRIPTION Lots 10 & 11, Block 2, Bowers Park Plat Book 11, Pae 57 o Palm Beach County Public Records RECORDED0 25273, Page 1099, Palm BeachCounty Records GRANTEE + '.. i Shelby Development BATE OF SALE June 12, 2012 CATION 112 SE Vd Avenue, Boynton Beach,Florida ZONING " 1 A" Residential PRICESALE $35,000 LAND SIZE 6,250 square feet (50' x 125') UNITS OF CO SON $5.60 per square foot FOLIO NUMBERS 08-43-5-28-12-002-0100 f ' 1 a ll F41013HITURMW Ann's length cash transaction. Purchaser, Charles McGovern Purchased for sale or development W l Irograp( ! 7 1 l 1 tf Avenue112 SE 2'6 Boynton i U, Florida 441 tu SALE NO. 3 DESCRIPTIONLEGAL 1 plus all of Lot 4 and the East 20 Feet of Lot 5, Block 9, McDonald Park Plat Book 12, Page 69 of Pahn Beach County PublicRecords. MECORDED 0. R. Book 26199, Page 1727, Palm Beach County Records ffl's A * ► - M' y t U'; 11 , 1 1; ►' � 1 ', � 11' GRANTEE Spencer Luxury Homes, Inc. DATE OF SALE July 12, 2013 LOCATION 306 SW 7h Avenue, Boynton Beach, Florida ue-191-127M• - . - SALE PRICE $32,500 LAND SIZE 7,380 square feet (60' x 123') UNITS OF COMPARISON $4.40 per square foot FOLIO NUMBERS 08-43-45-28-22-009-0031 CONDrFIONS OF SALE Arm's length cash transaction. CONFIRMED Office of Seller/Builder Spencer Luxury Homes, Inc. COMMENTS Purchased to build on and sell. Currently, new residence on site. ►xA Photograph of Vacant . 306 SW 7 Avenue Boynton Beach, Florida {Note: New residence now on lot) VACANT LAND SALES SALE NO, -1 LEGAL DESCRIPTION Lot 291 and the West 16.67 feet of Lot 292 of Cherry Hills, It Book 4, Page 58 of Pahn Beach County Public Records. RECORDED 0. R. Book 28366, Page 1375, Palm Beach County Records GRANTOR Derrick & Veronica Murph, h/w GRANTEE D & J Housing LLC DATE OF SALE April 29, 2016 LOCATION 518 NW 11' Avenue, Boynton Beach, Florida ZONING "R-2" Residential/ Duplex SALE PRICE $17,500 LAND SIZE 4,243 square feet (42.43' x 100') LJNrrS OF COMPARISON $4.39 per square foot FOLIO N-LJM13ER 08-43 -45-21-14-000-2910 Me) 241011.1,4 kyj 10 Arm's length cash transaction. Grantee: D&J Housing, Mr. Daniel Poje Purchased to build on and sell. (Old building demolished and removed) W, I DI' US W . I El R W.4 UYUM �Wl 13REV M 5FLTO] 'STrt g t 7 p r= t-mmgm, I z m r,m-, 518 NW 116 Avenue Boynton Beach, Florida M VACANT LAND SALES SALE NO. 5 LEGALDESCRPTION Lot 27, Block I of E. Roberts Addition to Boynton, FLA, Plat Book 1, Page 123 of Palm Beach County Public Records. RECORDED 0. R. Book 28358, Page 1638, Pahn Beach County Records GRANTOR Laram Land Investments, LLC GRANTEE Bride of Christ Tabemacle, Inc. FOYMN-Wel LOCATION 199 E. Martin Luther King Blvd. (NE 10 Avenue) Boynton Beach, Florida ZONING "R-2" Residential/ Duplex SALE PRICE $50,000 LAND SIM 7,000 square fed (50.00' x 140) UNITS OF COMPARISON $7.14 per square foot * FOLIO ER 08-43-45-21-27-001-0270 CONDITIONS OF SALE Ann's length cash transaction. CFUUMED Grantee: Mr. Claude Maxime IW10�101 �31 MR -PUT&OUK 7WOTO OF LAND SALE NO. 5 199 Blvd. 1 Boynton Beach, Florida (Purchased by adjacent Church for parking) IM LAND SALE COMPARISON CHART Land Sale Sale Size Site Yrice ' Sales Date Price Sq.Ft. Zonin Iggare Foot 1 208 SW 2nd Avenue 04/22/2016 $67,500 10,890 "R-2" $6.20 Boynton Beach, Florida 112 SE 2nd Avenue 06/12/2012 $35,000 6,250 "R -1A" $5.60 Boynton Beach, Florida 306 SW 7th Avenue 07/12/2013 $32,500 7,380 1111-1A" $4.40 Boynton Beach, Florida 518 NW 11th Avenue 04/29/2016 $17,500 4,243 "R-2" $4.12 Boynton Beach, Florida 199 E. MLK Boulevard 06/06/2016 $50,000 7,000 "11-2" $7.14 Boynton Beach, Florida SUBJECr Value Date 128 NW 11th Avenue 10/12/2026 ;FPR -211 4m Boynton Beach, Florida w SALES COMPARISON APPROACH LAND VALUATION Of the several methods 1?+ + develop an opinion of d value,one considered to be the most reliablei' Sales4+111. +1 Approach.this method, sales of other similarparcels compared to the concerned, 'll ,+ Ir+ for differences arrive1+i + 1.' opinion #` lll+ .� 1'.._ l !' +'+ Ili` + r 1 1 ++'.. �! . ♦ l R The steps of sales comparison in Land Valuation are: I Locate and collect information of recent sales of sites most similar to the land being W1 raised. 2) Verify the sales information with parties 1 the transactions, including * details1 financing and any special considerations or non -typical market features. 3) Select relevant units of comparison and develop a comparative analysis for each unit. +1 comparison. 5) Reconcile all value indications from the comparisons into a singJe value opinion by this 1" appraised vacant .1+ contains 6,250 square+il 1 EminentDomain. + 1 a; subject'sis "R-2", Single and two family residential district, in the City of Boynton Beach. Based an the 1 size, its highest and best use is a singlefamily residence, if permitted by the A search was made to find recent sales of sites similar to the -Tibient ir the centr.-�L-tq-t. ed-li�ivwUw 11:. 1 ' r. 1 ' :l! ' 1 , - , - .: . I l 1 -' 1 1 f 1 - +: .: 1 1-1' '!+ +Ih 1 1 + A +' .1+ 1^ 1" rl { the transactions are on the sale sheets and chart in this report. 1 " unit / comparison relevant to this valuationPrice per e Foot of 1 + The range of unit prices is fi-om $' per square11': to $7.14 per quare foot of l ELEMENTSOF COMEPARMW Elements of comparison are the characteristics of transactions and properties that cause variation in prices paid for real estate. The Appraisal of Real Estate continues by stating that there are basic elements of comparison that may be considered in sales comparison analysis for land valuation. The first group is termed transactional elements being. real property rights conveyed, financing terms, conditions of sale and market conditions. This second group of property elements consists of location, physical characteristics and use. Each element is hereafter addressed. m A transaction price is always predicated on the real property interest conveyed. Property interests conveyed can either be fee simple (without tenmts) or leased fee (subject to leases). An adjustment rent, or below or above market rent. In the case of land, there could be a land lease on the site that would create a leased fee interest. The lease amount would require examination to see if the tenant (the leasehold interest) had a value greater than zero. If it is, then the submarket rental rate would give some of the property value to the tenant. The sales were the conveyance of fee simple interest, the same interest valued for the land in question. No numerical adjustment is warranted for this element of comparison. Financing Terms I gLCIJOIi')NIPA! 1, is 0 0 k3:1 I k I'l I I 'LIU IM ILg Wr U 1:MWUULIUH UL � _j_rz 19-1 IN I It U L I-dLV' Or -ILU hulluT Pro'l I'IU-Lg than typical institutional rates. In all of these cases, die buyer could ve paid higher prices in such -ansactions to obtain favorable financing. .L �is IV vgkoril If;'r!Wg1IJr'[4 I I I Ij I 01 km I gg laraM'B w" soli') I I PKII)KO10JI 111, Conditions of Sale 0 to No$ 4 11 lia Bill] I k',- II Ic a] The land sales cited in this report are arms length transactions. Land Sales 1, 2, 3 and 4 were purchased for development. This typical motivation does not call for adjustment for this element of comparison. No. 5 was purchased by an adjacent church for additional church parking. The unit a& - I )U�IV-7f R' 11 other owned parcel. To address this motivation for purchase, the unit price of No. 5 is adjusted downward qualitatively for condition of sale. Market Conditions Comparable sales that occurred under different market conditions than those applicable to the b-U4xeVIn=x'C cjjmwe zxAr--Ifi;I& VE14C cswrwfe their value. M The most common adjustment for market condition is time; however, the passage of time itself is -not the cause of the adjustment. Market conditions which change over time are the reason to make the adjustment, such as appreciation or depreciation due to building inventory, changes in tax laws, investor's criteria, building moratoriums, fluctuation in supply and demand, et cetera. It is also r!,ossible that there is no change in market condition over time. ITU-11rib-M 0 7771-7.... E57=7 F tansactions spans several years. More emphasis is placed on the most recent sales. Note: Yhere were a number of lower sales, which were not typical market sales and were not considered The location of a property is a key factor in prompting a buyer to purchase it. Locatio-t encompasses many aspects such as road frontage, access, traffic count, proximity to other competing properties, proximity to a market that Will use the goods and services housed in a property, governmental influences, et cetera. TypicAy, prope6es in a neighborhood share some of the same iocational characteristics such as age, condition, and style. However, there may be differences such as corner location, view, and zoning, to name a few. Properties of a similar type may be in different locations, yet the locations may share enough similarities to justify comparison. Factors of similarity between locations include average daily buffic counts, zoning and/or land use, and market composition. Locations of the appraised parcel and the land sales are in central Boynton Beach, where the peak of construction took place in the mid -twentieth century. Redevelopment is occurring because old improvements are razed to make way for new houses and due to the financial support of governmental and social agencies. Although there are some locational differences among the land sales and the subject, they are not significant enough to warrant adjustment for this element of comparison. Physical Characteristics be paid by the market. A wide range of such items includes land size, shape, fixmtage, topography, view, access, functional utility, et cetera. Adjustments for physical characteristics are best derived from the market by paired sales comparison. Through the process of searching for comparable sales, the physical characteristics are of great import. From the universe of possible comparable sales, those that are most similar to the site appraised are presented in the report for analysis and comparison to the subject. The less the number of physical differences, the better. 2, 3, 4 and 5. Land Sale I is the largest in the data set, having a comer location, with the potential of being developed with two units instead of one. Its development potential and recent date of sale seemed to have influenced the sale price, which will be considered in the final valuation. W LAND VALUATION The land sales and subject are basically rectangular in shape, with typical residential street views. The land sales are lots in developed subdivision where utility easements and utilities lines are already in place. Since the sale unit prices are extracted from the land sales with utility easements, those unit prices are employed to develop an opinion of value of the appraised property with the utility easement encumbering the north 10 feet of the site. The physical characteristics of the sales and subject are sirnilar enough not to call for quantitative 4ustments. Wn 1 $6.20 2 $5.60 3 $4.40 4 $4.12 5 $7.14 Land Sale I is one of the more recent transactions and has the most potential uses. Nos. 2 and 3 have earlier dates of sale, with zoning permitting only single family use. No. 4 is a recent transfer, but is the smallest in the data set with the least functional utility. No. 5 was purchased by an adjacent property owner. The unit value for the subject would be less than Nos. I and 5, but greater thart Land Sales 2, 3 and 4. Considering all of the foregoing discussion, the unit value for the aV,r-raised land is $6.00 per square foot. $6,00/s .R. x 6,250 square feet = tl M CERT]LFICXr1ON I cer* that to the best of my knowledge and belief, the statements contained in this report are true and correct. The reported analyses, opinions, and conclusions are limited only by the reported assumptions and limiting conditions i and are my iersonal, unbiased Drofessional anaWei oDinions i and conclusions. 1111T�1"fLJ' dll;dt 18 ALO NLQJt(;L III -c-Is ir-Part, w1a I no bias or persona interest with the parties involved. The apvmimal assi u- 1ment was not based on a :.1 i. minimum the approval of a loan. My compensation is not contingent on an action or event resulting from the analyses, opinions, or conclusions in, or the use of, this report. I have performed no services, as an appraiser or in any other capacity, regarding the property that is the subject of this report within the three-year period immediately f: =1 accerce of this assignment. I September 21, 2116. in conformity with the requirements of e Code of Professional Ethics and e Standards of Professional Appraisal Practice of the Appraisal Institute. The analyses, opinions and conclusions were also developed and the report prepared in conformity with the Uniform Standards of Professional Appraisal Practice, which is included in the Appraisal Institute's Standards, and Chapter 475, Part The use of this report is subject to the requirements of the Appraisal Institute relating to review by its duly authorized representatives. The use of this report is (also) subject to the requirements of the State of Florida relating to review by the Florida Real Estate Appraisal Board. I have visited the property that is the subject of this report on September 22, 2016. Jesse B. Vance, Jr. and Claudia Vance are responsible for the analyses, conclusions and opinions concerning real estate set forth in this report. No one else has provided significant professional service to the persons signing this report. The Appraisal Institute and the American Society of Appraisers each conduct programs of continuing education for their designated members. As of the date of this report, Jesse B. Vance, Jr. and Claudia Vance have completed the requirements of the continuing education program of the Appraisal Institute. Continuing educational requirements are also completed for the American Society of Appraisers and the State of Florida. (?�_4 Jesse B. Vance, Jr., MAL SRA, ASA Florida State -Certified General Real Estate Appraiser No. RZ-85 October 11, 2016 Claudia Vance, MAI Florida SWe-Certified General Real Estate Appraiser No. RZ- 173 W: CERTMICATION AND LMTING CONDITIONS The undersigned have personally inspected the subject of this report. No pertinent information has been kno hwill witheld. responsibility is assumed for legal matters, nor is an opinion of title Tendered. Title is assumed to be good and held in Fee Simple, unless excepted. 4. Legal descriptions and , 1Ierty dimensions have been fiux*ed by others; no responsiNlity for their correctness is assumed. Sketches whic mr ay be in the report are for illustrative purposes only. 5. Possession of any copy of this report does not carry with it the right of publication, duplication, or advertising using tl.--. writers' names or professional designations or meinbership organi7xions. 6. The writers are not required to testify without prior .'l+ II.. RMTRINW, "IT 4". 9. The value applies ONLY as ofthe date of valuation stated within the report. 10. The writers om* that they have no present, past or contemplated interest in the subject of this report - unless specifically skated. 11. This r report is the property. of the indicated client. It may not be used by any other p for any purpose not consistent 'i r with written function of this report without the express written consent of the writers client. 12. The reported analyses, opinions and conclusions were developed, and this report has been prepared, in conformity with the requirements of the Code of Professional Ethics and the Standards of Professional Practice and Conduct of the Appraisal Institute. The work also conforms to the Uniform Standards of Professional Appraisal Practice. 13. Soil or sub -sou] cont ' tion may exist from current or prior users, or users outside the property concerned. The appraisers are not qualiBed to detect such substances. We urge the client to retain an expert in this field if desired. 14. The appraisers have not been provided a Habitat Survey, Endangered Species Survey, or analysis by environmental specialist indicating the presence of or proximity to environmentally sensitive and/or protected Mor which could affect the use, and possibly, value of the appraised property. The appraisers are not qualified to NenAtZ these factors. We recommend that an expert be hired where there may be reasonable cause to expect the presence of any of the cited elements. 15. Jesse B. Vance, Jr. and Claudia Vance are responsible for the analyses, conclusions, and opinions of real estate set forth in this report. No one else provided significant professional assistance to the signers of this report. 16. Prospective value is based on current conditions and trends. The appraisers cannot be held responsible for unforeseeable events which might alter market conditions upon which market value opinion has been developed. 17. The appraisers certify that they have the knowledge and experience required to perform this appraisal assignment. 18. The appraisers reserve the right to amend or change this report at any time additional market information is obtained which would significantly affect the value ��-4 cle, I Jesse B. Vance, Jr., NM SRA, ASA State -Certified General Real Estate Appraiser No. RZ 85 October 11, 2016 �9w4a�� laudia Vance, MAI Ctate-Certified General Real Estate Appraiser No. RZ 173 Octo1erl1,2016 W*J �k7 , Fil I'l 0, 4 � I q�l I BUILDING/SrrE REGULATIONS R-2 District Iffinimum lot area (per unit): Minimum living area: 110)6144 ffiqlu MMIIIplis illItU -jot; - I 3 On emner lots, the side setback adjuentw the street shall be not less then one-half (1/2) the fiva yard scda&. W -Yen ejLc=, li�l -Tf-q2j2c;Mt ITN 11Z YTA StFS:it Y.' Y= Ne. , =� ki f xzls-, -Ae i, lot shall provide for front yard setbacb along both streets. When two (2) front yard setbacks are povided for on a corner lot, no raw yard setback shall be required, only side yard setbacks shall be imposed. 4 A floor area refic, (FAR) up to 0.10 may be considered for non-residential wes allowed wilhin the R-2 district (see "Use Matrix" — Clirter 3,,#-Wcle 11- S,:�W BUUMING/SYrE REGULATIONS R- I District M JI J Till Special rear yard setback reduction for singie-story building additions. Abutting. -95 or railroad tracks: Abutting. Canals narrower dm 150 ft Abutting: Peritneter walls of community that abut other than residentiWl- Abutting: Commercial or Abutdng: Public or private p 503 T"T rls"tlill"c"*Itll"*"LIAe"I 11 T-TTIM", Wf A1JICLE III. ZONING DISTRICTS ANT) OVTALAY ZONES P Sec. 1 - Overview. A. General. Pummut to ChaDter 1. Article M, Seqdon 5. , any given parcel of land in the city sW have a zoning district ftt cormsponds with the fame land use map (FLM c1mification of the Comprehewive Plan. B. Residerdial Building and Site Regulaijons (Table It 4,011FA k In== Floor -Area -Ratio (FAR) for Non -Residential, -------- Milo Maximum: SUwtum Height, 30 30 30 30 257 458 1459 Maximum Oeet): M(f a BEuil�dlinjgScttZacks, )(fee(f ce Nfinirmun )® Special rear yard setback reductions for I -story '11,A)"I 00VI TICKE V. NMMUM OFF-STREET PARKING REQUIREMENTS WTIM ", � �� W 4 Hotel & motel unitscontaining one 'y . ,,s Group home (Wpes I through 4): t� OWTI" , Livelwork uoit Uri 41 F'. � ':`, ♦ ! I `:' � I i' 1 : I �i i1 A A �1 �; , I i 4 � � A � 1 s i !=ju I I! I' 14I 1940)t1 F I I • 4`4 �� 4 1 k M i.., 4 :�4 � �:1 X11 �:� similar imperviousifwe) that is equal to or greater thaneight hundred :1square require the approvalland development permit 1accordance with Chaptef 2. Article Section 3. Any work such as a driveway, proposed I I the(right-of-way)shall require permitfrom the EngineeringDivision r accordance with theprocedures .d in ChUte 2. Article 111, Section 4. 2 Guest parking g be provided rate o # per e ntial developme consisting of dvee (3) or more dwelling units. Required parking shall be calculated on the basisof one space per each employee, manager, Or OWM and One (1) Parking space for each guest unit. Newly created parking may be located only I the rear and i t i �! '. � P, �} pl 1 ' i 4 1 ► ! I I 1 1 !'S "I I ! I - ! i I ' I A " � N � I.., AKIICLE V. MINIMUM OFF-STREET PARKING REQUIREMENTS Page 3 of 3 4 In addition to the required parking for the residential unit, the city requires that one (1) parking space per two (2) livelwork units be provided to meet business activity needs. Parking provided to meet this requirement shall. be located on the Jot, built into or under the structure, or within three hundred (300) feet of the unit in which the use is located. The dism= shall be a 0 '10"his is an APPRAISAL REPORT that complies with Standard Rule 2-2(a) of Uniform Standards of Professional Appraisal Practice (USPAP: 2016-2017) (a) The content of an APP 412LE2R2d must be consistent with the intended use of appraisal and, at a minimum - state the identity of the client and any intended users, by name or type; summarize information sufficient to identify the real estate involved in the appraisal, including the physical, legal and economic property characteristics relevant to the assignment; (iv) state the real property interest appraised; (v) state the type and definition of value and cite the source of the definition; (vi) state the effective date of the appraisal and the to of the report; (vil) summarize the scope of work used to develop the appraisal-, (vii!) summarize the information analyzed, the appraisal methods and techniques employed, a the reasoning that supports the analyses, opinions, and conclusions; exclusion of the gal comparison approach, cost approach, or income approach must be explained; i (ix) state the use of the real estate existing as of the date of value and the use of the real estate reflected in the appraisal; (X) when an opinion of highest and best use was developed by the appraiser, summarize the support and rationale for that opinion; (xi) clearly and conspicuously: • state all extraordinary assumptions and hypothetical conditions; a • state that their use might have affected the assignment results; I (xil)' include a signed certification in accordance with Standards Rule 2.3. 111111 iiiiiiiiiij III 1111�111!11111111 (a) analyze all agreements of sale, options, and listings of the subject property current as of the effective date of the appraisal; and (b) analyze all sales of the subject property that occurred within the three (3) years prior to the effective date of the appraisal. (1) As used in this part, the term, - (a) "Appraisal" or "appraisal services" means the services provided by certified or licensed appraisers or registered trainee appraisers, and includes: 1. "Appraisal assignment" denotes an engagement for which a person is employed or retained to act, or could be perceived by third parties or the public as acting, as an agent or a disinterested third party in rendering an unbiased analysis, opinion, review, or conclusion relating to the nature, quality, value, or utility of specified interests in, or aspects of, identified real property. 2. "Analysis assignment" denotes appraisal services that relate to the employer's or client's individual needs or investment objectives and includes specialized marketing, financing, and feasibility studies as well as analyses, opinions, and conclusions given in connection with activities such as real estate brokerage, mortgage banking, real estate counseling, or real estate consulting. 3. "Appraisal review assignment" denotes an engagement for which an appraiser is employed or retained to develop and communicate an opinion about the quality of another appraiser's appraisal, appraisal report, or work. An appraisal review may or may not contain the reviewing appraiser's opinion of value. (b) "Appraisal Foundation" or "foundation" means the Appraisal Foundation established on November 20, 1987, as a not-for-profit corporation under the laws of Illinois. (c) "Appraisal report" means any communication, written or oral, of an appraisal, appraisal review, appraisal consulting service, analysis, opinion, or conclusion relating to the nature, quality, value, or utility of a specified interest in, or aspect of, identified real property, and includes any report communicating an appraisal analysis, opinion, or conclusion of value, regardless of title. However, in order to be recognized in a federally related transaction, an appraisal report must be written. (d) "Appraisal review" means the act or process of developing and communicating an opinion about the quality of another appraisers appraisal, appraisal report, or work. (e) "Appraisal subcommittee" means the designees of the heads of the federal financial institutions regulatory agencies established by the Federal Financial Institutions Examination Council Act of 1978 (12 U.S.C. ss. 3301 at seq.), as amended. (f) "Appraiser" means any person who is a registered trainee real estate appraiser, licensed real estate appraiser, or a certified real estate appraiser. An appraiser renders a professional service and is a professional Within the meaning of s. .l 1(4)(a). (g) "Board" means the Florida Real Estate Appraisal Board established under this section. (h) "Certified general appraiser' means a person who is certified by the department as qualified to issue appraisal reports for any type of real property. (i) "Certified residential appraiser" means a person who is certified by the department as qualified to issue appraisal reports for residential real property of one to four residential units, without regard to transaction value or complexity, or real property as may be authorized by federal regulation. 0) "Department" means the Department of Business and Professional Regulation. Pagel of5 Vance Real Estate Service SWA W" Jesse B. Vance, Jr., MAI, SRA. ASA. MBA Appraiser - Real Estate Analyst - Reviewer - Expert Witness Vance Real Estate Service - 7481 NW 4 Street - Plantation - Florida - 33317 *ffice: 954-583-2116; Cell: 954-610-2423; Email: vancevalAcomcast.net Web Page: www.va-ricereatestateservice.com E) EDEC_ATIONAL BACKGROUND - Wa UM BACE[E]WR OF ARTS - Earlham College, Richmond, Indiana (1 954) MBA (Nova University) - Real Estate Management & Development (National Dean's list 1991) Course 1 (AIREA) - Basic Principles of Appraising Course 2 (AIRBA) - Urban Property Valuation (Income) Course 4 (AIRFA) - Condemnation Appraising Course 6 (AIREA) - Income Cap' talization &Analysis Course 101 (SREA) - hitroduction to Appraising Course 201(5 ) - Income Property Valuation, Theory Course 202 (SREA) - Applied Income Property Valuation Course 301 (SREA) - Applications/Appraisal Analysis Symposium (SREA) - Market Analysis, 1978, Virginia Symposium (SREA) - Market Analysis, 1979, Arizona Symposium (SREA) - Market Analysis, 1980, South Carolina Symposium (SREA) - Market Analysis, 1981, Tennessee Symposium (S A) - Market Analysis, 1982, New Mexico Symposium (SREA) - Market Analysis, 1983, Pennsylvania Symposium (SREA) - Market Analysis, 1984, Georgia Symposium (SREA) - Market Analysis, 1985, Vancouver, B.C. Symposium (SREA) - Market Analysis, 1986, New Jersey Clinic (SREA) - #201 Instructor, 1987, U. of Illinois Clinic (SREA) - #201 Instructor, 1988, Illinois Seminar (SREA) - Professional Practice, 1988, Florida Symposium (SREA) - Market Analysis,1988,California Symposium (S A) - Market Analysis, 1989, Minnesota 1%dBA Graduate School Courses: 1990-1991 "Regulation of Real Estate Developiricnel 'Real Properties Managementil "Legal Issues In Rxal Estate" 'Market Analysis and Site Selection" "Organizaticackal Beliavior and Managemene- "HumanResourceManagement" "RM Estate Economics" "R. E. Finance: Instruments, Institutions & Investment Analysis" 'Urban Infirastructure & Environmental Analysis" - "Real Estate Accounting" "Marketing Management for Real Estate" - "Commercial Real Estate Lending" 11construction Technology and the Budding Devebpment Process" SEMINAR (AI) - Cost Approach (1992/Boston) SEMINAR (A)) - Rates &Ratios (1992/Boston) SEMINAR (AI) - International Appraising (I 992A3oston) SEMINAR (AI) - Litigation Valuation/Mock Trial (1993) SEMINAR (AI) - ADA ACT (I 993/Reno) SEMINAR (AI) - Hotel Valuation (1993) SEMINAR (Al) - Income Capitalization, Methods (1993) SEMINAR (AI) PowerlinedElectromagnaic Radiation (1994) SEMINAR (Al) Verifying Market Data (1994) SEMINAR 01) Market Studies for Appraisals (1994) SEMINAR (AD Florida Appraiser Core Law (TJSPAP/l 994) Ommm DELUCATIONAL BACKGROUND -alLfsLconflnueM Page 4 of 5 WEBINAR (A]) Develop an Effective Marketing Plan (3/2009) SEMINAR (A]) Ingpecting the Residential "Green House" (4/2009) SEMINAR (A]) Property Tax Assessment (5/2010) SEMINAR(Al) Supervisor Trainee Roles and Rules (7/2010) SEMINAR (AI) Florida Law for Real Estate Appraisers (7/2010) SEMINAR (AD 7 -Hour Introduction to Valuation for Financial Reporting — Chicago (5/2009) IN (Al) Government Regulations & Their Effect on R.E. Appraising (8/2009) SEMINAR (A]) - R.E-Market: How We Got Here, Where We An, Where We're Going (10/2009) SEMINAR (A]) - 7 Hour National USPAP Update Co mse (10/112010) COURSE (Al) - 7 Hour Introduction to Conservation Easement Valuation (12110/2010) SEMINAR (AI) - The Real Estate Market (2118/2011) COURSE (Al) -16 Hours Uniform Appraisal Standards for Federal Land Acquisitions ("Yellow Book") (2/25-26/2011) WEBINAR (AI) - Real Estate Industry Perspectives on Lease Accounting (4/7/2011) COURSE (Al) -15 Hour Appraisal Curriculum Overview (5/19-20/2011) WEBINAR (AI) - 2 -hour Investment Property Accounting Standards (6/8/2011) SEMINAR (AI) - 3 Hour Spotlight on USPAP — Agreement for Services (7/15/2011) COURSE (Al) -14 Hours (2 -day) Advanced Excel Spreadsheet Modeling for Valuation Applications (9/22 & 9123/2011) SEMINAR (Al) - Trial Components (11/4/11) SEMINAR(Al) - Lessons from the Old Economy Working in the New (1/20/2012) 7 -Hour USPAP - National USPAP Update (3/9/2012) 3 -Hour Fla. Law - State Law Update (3/9/2012) SEMINAR (AI) - Appraisal Review for General Appraisers (4/12/2012) SEMINAR (A)) - Land Valuation (4/20/2012) SEMINAR (AI) - The Valuation of Warehouses (6/22/2012) SEMINAR(Al) - Town Hall Meeting. 2012 Appraisal Institute Forum (7/12/2012) SEMINAR(Al) - IRS Valuation (7/19/2012) SEMINAR(AD - 7 Hour Business Practices and Ethics Course (12/7/2012) SEMINAR (Al) - Real Estate Forecast 2013(1/25/2013) COURSE(Al) - 7 Hour Advanced Marketability Studies (5/612013) SEMINAR(Al) - Developing a Supportable Workfile(11/15n013) SEMINAR (Al) - Florida Appraisal Law Course (217/2014) SEMINAR (M - Liability Issues for Appraisers poforming Litigation & Non -Lending Work (2/24/2014) COURSE (AI) 7 Hour National USPAP Update Course (4/25/2014) SEMINAR (Al) Economic Conditions (5/16/2014) SMAINAR (Al) Fundamentals of Going Concerns (7/1612014) SEMINAR (AI) Litigation Assignments for Residential Appraisers (7/24/2014) SEMINAR (AI) EconomicEngines of M°.-DCounty, Florida (112312015) SHAINAR (A]) Economic Engines Dnvmg Broward County, Florida (5/15/2015) 3-HourFlaJ.aw Florida Real Estate Broker 14 -hour Continuing Education Course (incl. 3 hour core law) with exam (9/2015) SEMINAR(Al) - Drone Technology & its Effect on Real Estate Valuations (11/2015) SEMINAR (AI) - Loss Prevention for Real Estate Appraisers (1=016) COURSE (AT) - 7 -Hour National USPAP Update Course (4/2212016) SEMINAR (Al) - 3 -Hour Florida Appraisal Law (4/22/2016) F) APPRAISAL TEACHING EXPERIENCE Licensed by the Florida Department of Education to Teach (Certcate No. 275236). Authored and taught Residential and Commercial R Estate Appraisal Courses for Broward County Adult Education Progm. raTaught Course 0 11 - Society of Real Estate Appraisen. Course 201 - Society of Real Estate Appraisers. Taught oAppraisal Seminars duco- Board of Realtors, ASA, SREA, and Al (AppraiW =' 14, Adjunct Proonooof fessr, Uiversity f Flrida Division ►Cntinuing Eatin: (taught Course 2, "Red Estate Principles and Practices" prospective Florida Real Estate Brokers). AATIONAL B.O.D. MEMBER BOARD OF DIRECTORS of APPRAISAL INSTnUM (2006- 2008) AWARD Appraisal Institute "NATIONAL PRESIDENTS AWARD"2008 AWARD APPMM Institute "LIFETIME ACHIEVEMENT AWARI1'2011 For gh ethical standwiK contributions to the Appraisal Institute, Community and Appraisal Profession for at least 20 years." CHAIR REGION X - All ofFlorida. - Appraisal histitute (20o8) VICE -CHAIR RMION X - All of Florida - Appraisal Institute (2007) THIRD DIRECTOR. REGION X - All of Florida - Appraisal histitute (2006) FINANCEOFFICER REGION X — All of Florida — Appraisal Institute (2006) PRESIDENT BROWARD COUNTY, SOCIETY OF REAL ESTATE APPRAISERS PRESIDENT BROWARD COUNTY, AMERICAN SOCIETY OF APPRAISERS CHAIR FLA. STATE GOVERNMENT RELATIONS SUBCOMMITTE13 OF AI CHAIR FLA. STATE LEGISLATION & REGULATION SUBCOMMITTEE OF Al CHAIR REGION X (FLORIDA) APAAC COMMITTEE OF Al SPECL�LMASTER BROWARD COUNTY BOARD OF TAX ADJUSTMENT COMMISSIONER 17TH JUDICIAL CIRCUIT COURT, Broward County� FL MEMBER 2013INSTITUTE NATIONALPROJECT / PROFESSIONAL Wrotea taught a basice. #' EAppraisalCoursc forthe Broward County !Education Div. ofthe Dept.IIS Education Wrote and taught an Income Appraisal Come for the Broward County Adult Education Division A the Department 1 / 4 Co-authored k.'/ A taught an appraisal / Mortgage -Equity Capitalization for theAmerican Societyof Appraisers. Authored ,1 l _ A •, !/ i./1 11 1 AiI +A �#A Ili Red Property Rights in Florida Septanber 7,1996. _ . Presentation !. / f f ! 1 A 1 I . f �! 4" } / ala ►Y. October24,2001. Pres the Appraisal Institute on July 27, 2002, Presenter at 6.5 Hour CLE -credit Attorney Seminar on Florida Eminent Domain, "Valuation and PMW_e Issu 'February2,2006, Fort Laudoxiale, Florida 1) CIWC INVOLVEMENT MEMBER OF ROTARY INTERNATIONALFELLOW MEMBER ' i 1 GREATER i' LAUDERDALE i OPERA GUILD ITU- TIBER OF THE BROWARD COUNTY LIBRARY SUPPORT ROUP 1 I i FRIENDS i'aSOUTHEASTERN1:�"RFOi .D i MENMER NOVA SOUTHEASTERN1 ! Oi MEMBERMEMBER OF THE FORT LAUDERDALE HISTORICAL SOCIETY OF THE BROWARD COUNTY MUSEUM OF 1 ARTS 104 1 A 05M P 'A i 10.1 ZI V 10 "L 1 i In*], 11 1 1 i i' i 1 i' lI ° 1" 1 I Ii� , i l� 1• ' i R• !, 1 i1' l I . i i ' / PROFESSIONAL iFFICES I[JELDIAWARDS CHAIR "Da REALTORS i! i ON COMMITTEE REFORMS FLORIDA EDUCATION COMMITTEE, FT. LAUDERDALE CHAPTER Al CHAIRCHAIR CANDIDATES 1!ANCE COMMITTEE FT.LAUDJERDALE NATIONAL Valuation for Financial Reporting PROJECT TEAM OF AI CHAIRCHAIR VICE & MEMBERi i E'NMENT RELATIONS COMMrITEEOF Years) 1MEMBER NATIONAL! NG COMMr= OF lMEMBER ! [•S COMMITTEE OF DIRECTOR REGION X (Florida) Appraisal Institute 1'' 1: IIN X (FLORIDA) ETHICS AN! COUNSELING PANELI DIRECTOR BROWARD COUNTY, FLORIDA SOCIETY OF REAL ESTATE APPRAISERS DIRECTOR SOUTH FLORIDA CHAPTER AMERICAN SOCIETY OF APPRAISERS MEMBER NATIONAL EYPERIENCE REVIEW PANEL MEMBER OF AT SPECL�LMASTER BROWARD COUNTY BOARD OF TAX ADJUSTMENT COMMISSIONER 17TH JUDICIAL CIRCUIT COURT, Broward County� FL MEMBER 2013INSTITUTE NATIONALPROJECT / PROFESSIONAL Wrotea taught a basice. #' EAppraisalCoursc forthe Broward County !Education Div. ofthe Dept.IIS Education Wrote and taught an Income Appraisal Come for the Broward County Adult Education Division A the Department 1 / 4 Co-authored k.'/ A taught an appraisal / Mortgage -Equity Capitalization for theAmerican Societyof Appraisers. Authored ,1 l _ A •, !/ i./1 11 1 AiI +A �#A Ili Red Property Rights in Florida Septanber 7,1996. _ . Presentation !. / f f ! 1 A 1 I . f �! 4" } / ala ►Y. October24,2001. Pres the Appraisal Institute on July 27, 2002, Presenter at 6.5 Hour CLE -credit Attorney Seminar on Florida Eminent Domain, "Valuation and PMW_e Issu 'February2,2006, Fort Laudoxiale, Florida 1) CIWC INVOLVEMENT MEMBER OF ROTARY INTERNATIONALFELLOW MEMBER ' i 1 GREATER i' LAUDERDALE i OPERA GUILD ITU- TIBER OF THE BROWARD COUNTY LIBRARY SUPPORT ROUP 1 I i FRIENDS i'aSOUTHEASTERN1:�"RFOi .D i MENMER NOVA SOUTHEASTERN1 ! Oi MEMBERMEMBER OF THE FORT LAUDERDALE HISTORICAL SOCIETY OF THE BROWARD COUNTY MUSEUM OF 1 ARTS 104 1 A 05M P 'A i 10.1 ZI V 10 "L 1 i In*], 11 1 1 i i' i 1 i' lI ° 1" 1 I Ii� , i l� 1• ' i R• !, 1 i1' l I . i i ' / I of 4 Vance Real Estate Service to- M- 00"MA tyj Claudia Vance, MAI Appraiser - Real Estate Analyst - Reviewer Vance Real Estate Service - 7481 NW 4 Street - Plantation, FL - 33317 Office: 954.583.2116 Cell: 954- 647- 7148 Email: vanceval(a-)att. net Web Site: www.vancereales ateservice.com Vance Real Estate Service is a Veteran-O-Amed Small Business (VOSB) and Florida Certified SDVBE Minority Business Enterprise specialWng in personahzed real estate valuation services in Florida for over 35 years. Designated appraisers perfbrxn the appraisal work, no trainees. Our appraisals are used for financial/ mortgage loan purposes from large mixed use complexes to small owner- occupied properties. We have the qualifications for appraisals subrnitted to SBA. Jesse B. Vance, Jr., MAI, SRA, ASA and Claudia Vance, MAI are quaed as expert witnesses for eminent domain, deficiency judgments, marriage dissolution, and estates. Our firm values most types of real property interests, timely, professionally, and at competitive costs. W I J # , IK116r.,1111WE• A) FROMSIONAL DESIGNATIONS/ LICENSES MAI Designation - APPRAISAL iNsTr= No. 945 1 State-Cerfified General Real Estate Appraiser No. RZ,173 Florida State licensed Real Estate Broker No. -BK 0161305 VOSB Veteran -Owned Small Business (CCR/Duns 826494957) B)WORKRISTORY 1983 - Q:urent Vice President - Vance Real Estate Service 1981-1983 President - The Appraisal Company, Fort Lauderdale, Florida 1979-1981 Staff Appraiser - Real Property Analysts, Inc., Fort Lauderdale, Florida 1976-1980 REALTOR -Associate - The Atwood Corporation, Fort Lauderdale, Florida 1973-1975 Teacher of Secondary Language Arts in the Jefferson parish School in Louisiana C) QUALURD AS AN EXPERT WITNESS IN REAL ESTATE VALUATION U.S. Bankruptcy Court, Southern District of ]Florida Florida Circuit Court: Broward County E) + Partial Ust of real Property types valued: High value residences, Condommiums/ Co-operatives, Office, Industrial, Multi -family, Restaurants/ bars, Auto dealershii -1 - U City Centers, Hotels/ motels, Houses of worship, Schools, Child care centers, Sclf-storage, Funeral home, Animal Hot i Mixed use, Nursing homes, Gas sales stations, Marinas, Mobile home parks, Shopping centers, Country clubs/ go] co Financial institutions, Bowling centers, Vacant land, Agricultural properties, Environmentally sensitive land f Types of RMrts: Market Value, Eminent Domain, Marketability, Feasibility� ffighest and Best Use, Investment Analyses, Partial Interel Easement Valuations, Estate planning, Marriage dissolution, Land use studies, Damage/ Contamination studies ♦ F) LARTIAL LIST OF CLrE1 NrS — PRIVATE: Individuals, Corporations, Attorneys, Accountants, Habitat for Humanity, Setainole Tribe of Florida COMMERCLA-L BANKS: Wells Fargo; BankAtlantic; SunTnist; Citigroup; Space Coast Credit Union; State Farm Bank-, Florida Shores Bank- American National Bank, Landmark is City National Bank; Englewood Bank & Trust SAVINGS & LOANS, INSURANCE COMPANIES, REAL ESTATE INVESTMENT TRUSTS, & REAL ESTATE TRANSFER COMPANIES, T= INSURANCE COMPANIES FLORIDA CITIES: Fort lauderdale, Plantation, Cooper City, Deerfield Beach, Tamarac, Oakland on Manors, Davie, Hollywood, Pembroke Pines, Hallandale Beach, Lauderhill, Southwest Ranches, Miramar, Boca Raton, Boynton Beach, West Pahil Beach, Delray Beach FLOREDA COUNTIES and AGENCIES: Broward, Palm Beach, Broward County Board of County Commissioners, School Board of Broward County, Broward County Housing Authority STATE OF FLORIDA Department of Transportation (FDOT), Department of Environmental Protection U.S. Department of Veterans Affitirs, U.S. Department of Treasury (IRS� U.S Marshall's Service,Attorney G) EDUCATIONAL BACKGRO Academic: Bachelor of Arts Degree — University ofNew Orleans, New Orleans, LA — Major English Professional: Course I -A (AIREA) - Introduction to Appraising Meal Property, 1977, Passed Exam Course I -B (AIREA) - Capitalization Theory and Techniques, 1978, Passed Exam Course VIII (AIREA) - Residential Appraising, 1978, Passed Exam Coine SPP (Al) - Standards ofProfessionat Practice, 1992, Passed Exam Course 2-1 (AIREA) - Case Studies� 1987, Passed Exam Course 2-2 (AIREA) - Report Writing, 1987, Passed Exam Course R-2 (SREA) - Report Writing, 1978, Passed Exam Course 202 (SREA) - Applied Income Property Valuation, 1983, Passed Exam Course 301 (SREA) - Applications/Appraisal Analysis, 1984, No Exam Course SPP (SREA) - Standards of Professional Practice, 1989, No Exam SyIIA siwn (SREA) - Market Analysis, 1983, PhiWelphia Symposium (SREA) - Market Analysis, 1984, Atlanta Symposium (SREA) - Market Analysis, 1985, Vancouver Symposium (SREA) - Market Analysis, 1986, Atlantic City Symposium (SREA) - Market Analysis, 1988, Los Angeles SEMINAR (AI) Cost Approach (I 992/Boston) SEMINAR (Al) - Rates &Ratios (1992/Boston) SEMINAR (Al) - International Appraising (I 992/Boston) SEN41NAR (Al) - gation Valuatiou/Mock Trial (1993) SEMINAR (AI) - ADA ACT (I .1 1' SEMINAR (AT) - Hotel Valuation (1993) SEMINAR (Al) - Income Capitalization, Methods (1993) SEMINAR (AI) - Powerlines/Electromagnefic Radiation (1994) SEMINAR (Al) - Verifyin Market Data (1994) SEMINAR (AI) - Market Studies for Appraisals (1994) SEMINAR (Al) - Florida AM== Core Low (USPAP/1994) SEMINAR (AI) - Limited Appraisals& Reports Al.. SEMINAR (Al) - Public Safety & Property Values (1995) SEMINAR (AI) - Outparcel Valuation (19 95) SEMINAR (AI) - Computer Technology Video Conference (1995) SEMINAR (AI) - The Internet & the Appraiser (1996) SEMINAR (AI) - Florida Commercial Construction (1996) SEMINAR (AI) - 1996 Data Exchange (1996) SEMINAR (AJ) - Real Property Rights in Florida (1996) COURSE (AI) - USPAP & Florida Real Estate Core Law (1996) SEN41NAR (AI) - Valuation of Trees (1117) mmll 117* ==*TlTj M. M I ) M-WoWINO T 7r.FUR .II`, p` FF -gau'"Jlllllll��� 11 'AIM 4 0. RI Lo '110 a #,;N11F. Mm. G) EDUCATTONAL BACKGROUND (Gandnii SEMINAR (AI) - Lessons fiorn the Old 1 #ii my Working in the New (2012) SEN41NAR (Al) - Appraisal Review for General Appraisals (2012) COURSE (Al) - National USPAP Update (2012) SEMINAR (AI) - Florida Law (2012) SEMINAR (Al) - Land Valuation (2012) SEMINAR (AI) - Valuation of Warehouses (2012) SEMINAR (Al) - IRS Valuation (2012) SEMINAR (A]) - Business Practices and Ethics (2012) SEMINAR (Al) - Real Estate Forecast (2013) SEMINAR (A.1) - Advanced Marketability Studies (2013) SEMINAR(Al) - Developing a Supportable Workfile (2013) SEMINAR(Al) - Florida Appraisal Law (2014) SEMINAR (AI) - Liabty Issues for Appraisers performing Litigation & Non -Lending Work (2014) COURSE (Al) -7 Hour National USPAP Update Course (2014) SEMINAR(Al) -Florida Law (2014) SEMINAR(Al) Now Real Estate Economy (2014) SEMINAR (All Economic Engines ofMiami-Date County (2015) SEMINAR(Al) Economic Engines of Broward County (2015) SEMINAR(AT) Tightening the Appraisal (2015) SEMINAR (Al) Evaluating Commercial Construction (2015) SEMINAR (Al) - Drone Technology (2015) SEMINAR (Al) - Loss Prevention for Appraisers (2016) COURSE (Al) - 7 Hour National USPAP Update (2016) SEMINAR (AI) - Florida Law (2016) SEMINAR(Al) - Redeflning the Appraisal & Its Role in an Evolving Banking Environment (2016) ]ED PROFESSIONAL INIf Region X Representative of the Appraisal Institute 2006 — 2009 President of the South Florida Chapter of the Appraisal Institute - 2003 First Vice -President of the South Florida Chapter of the Appraisal Astitute -2002 Second Vice -President of the South Florida Chapter of the Appraise Institute -2001 Secretary of the South Florida Chapter of the Appraise histitute -2000 Treasurer of the South Florida Chapter of the Appraise institute - 1999 Chair of the Education Committee of the S. Florida CImpter of the Appraisal Institute - 1995, 1996, 1997,1998, 2007- 2016 Chair of the University Relations Committee of the South Florida Chapter of the Appraisal Institute - 2006 Director of the South Florida Chapter of the Appraisal. Institute 1996 - 1998 Member of Region X (Florida) Ethics and Counseling Panel —Al Graduate of the Florida REALTORS Institute (G" Director of the Florida Association of REALTORS (FAR) - 1981 11mmmittee Member of the Florida Association of REALTORS, Education Committee 1980 & 1981 Chairman of the Education Committee of the Fort Lauderdale REALTORS - 1981 and 1982; Member 1978, 1979, 1980 Member of the Long Range Planning and Awards Committees of the Fort Lauderdale REALTORS Instructor for the Investment Division of the Fort Lauderdale REALTORS F.7A7q I Market Va&e. Fort Lauderdale Am Board of REALTORS J) CF:1CAIVOLVEMENT Lifetime Honorary Member- Florida Sheriff s Association Member of Zeta Tau Alpha Alumnae Fraternity ATTACHN4ENT ..... ,« +,\ �� �< y� � §�' _ \i »%» )� °� �` � \d/` /: > .� G\ :� j �.y $ % § + + 2 > This Purchase and Sale Agreement (hereinafter "Agreement") is made and entered into as of the Effective Date (hereinafter defined), by and between BOYNTON BEACH COMMUNITY REDEVELOPMENT AGENCY, a public agency created pursuant to Chapter 163, Part III, of the Florida Statutes (hereinafter "PURCHASER") and NATHAN COLLINS,SANDRA ROLLE AND CORNELIUS JONES (hereinafter 'SELLER"). In consideration of the mutual covenants and agreements herein set forth, the Parties hereto 3gree as follows: PURCHASE AND SALE/PROPERTY. SELLER agrees to sell and convey PURCHASER and PURCHASER agrees to purchase and acquire from SELLER, the terms I and conditions hereinafter set forth, the Property located at 128 N 11th Avenue, Boynton Beach in Palm Beach County, Florida (the "Properties and more particularly described as follows: SEEATTACHED EXHIBIT "A" 2. PURCHASE PRICE AND PAYMENT. The Purchase Price to be paid for the Property shall be Thirty -Two Thousand Dollars ($32,000-00), payable in cash, by wire transfer of United States Dollars at the Closing. 3.1 farnest Money Deposit. Within five (5) Business Days after the execution of the Purchase Agreement by both parties, PURCHASER shall deliver to Lewis, Longman & Walker, PA ("Escrow Agent") a deposit in the amount of One Thousand Dollars ($1,000.00) the "Deposit"). 3.2 Application/Disbursement of Deposit. The Deposit shall be applied and disbursed as follows: MPT such amount against the Purchase Price. If this Agreement is terminated during the Feasibility Period (hereinafter defined) for any reason, the Deposit shall be immediately refunded to the PURCHASER. If this Agreement is terminated due to a default, pursuant to Section 12, the Deposit shall be delivered to (or retained by, as applicable) the non -defaulting Party, and the non -defaulting Party shall have such additional rights, if any, as are provided in Section 12. 3.3 Escrow Agent. PURCHASER and SELLER authorize Escrow Agent to ,eceive, deposit and hold funds in escrow and, subject to clearance, disburse them upon propeT authorization and in accordance with Florida law and the terms of this Agreement. The parties agree that Escrow Agent will not be liable to any person for misdelivery of escrowed items to PURCHASER and SELLER, unless the misdelivery is due to Escrow Agent's willful breach of this Agreement or gross negligence. If Escrow Agent interpleads the subject matter of the escrow, Escrow Agent will pay the filing fees and costs from the deposit and will recover reasonable attorney's fees and costs to be paid from the escrowed funds which are charged and awarded as court costs in favor of the prevailing party. All claims against Escrow Agent will be arbitrated, so long as Escrow Agent consents to arbitrate. 4. EFFECTIVE DATE. - The effective date of the Purchase Agreement is the date th the Escrow Agent receives the Escrow Deposit and Escrow Agent executes the Agreement. i 5. CLOSING. The purchase and sale transaction contemplated herein shall close on or before November 30, 2016 (the "Closing"), unless extended by other provisions of thi-,, Agreement or by written agreement, signed by both parties, extending the Closing. 6. TITLE TO BE CONVEYED. At Closing, SELLER shall convey to PURCHASER, by Warranty Deed complying with the requirements of the Title Commitment (hereinafter defined), valid, good, marketable and insurable title in fee simple to the Property, free and clear of any and all liens, encumbrances, conditions, easements, assessmen4�- - 4NOom-w-N f 1417 - conditions except only the following (collectively, the "Permitted Exceptions"): (a) general real estate taxes and special assessments for the year of Closing and subsequent years not yet due and payable; (b) covenants, conditions, easements, dedications, rights-of-way and matters of record included on the Title Commitment or shown on the Survey (defined in Section 7), to which PURCHASER fails to object, or which PURCHASER agrees to accept, pursuant to Section 7.1 and Section 7.2 hereof 7. FEASIBILITY PERIOD. The PURCHASER, and its designees shall have twenty (20) days from the Effective Date of this Agreement ("Feasibility Periodat PURCHASER's expense, to make inquiries to determine if the Property is suitable for its intended use and to enter upon the Property, at any time and from time to time with reasonable notice to SELLER and so long as said investigations do not result in a business interruption, to perform any and all physical tests, inspections, valuation appraisals and investigations of the Property, including but not limited to Phase I and Phase 11 investigations, which PURCHASER may deem necessary. During this Feasibility Period, PURCHASER may elect, in PURCHASER's sole and absolute discretion, to terminate this contract and receive back all deposits hereunder. If PURCHASER elects to terminate this Agreement in accordance with this Section, PURCHASERleave the Property in substantially the condition existing on the Effective Date, subject to such disturbance as was reasonably necessary or convenient in the testing and investigation of the Property; (ii) to the extent practicable, shall repair and restore any damage caused to t- • • operty by PURCHASER's testing and investigation; and (iii) release to SELLER, at no cost, all reports and other work generated as a result of the PURCHASER's testing and investigation. Update contains any conditions which did not appear in the Title Commitment, and such ite render title unmarketable, PURCHASER shall have the right to object to such new or differe conditions in writing prior to Closing. All rights and objections of the Parties with respect objections arising from the Title Update shall be the same as objections to items appearing the Title Commitment, subject to the provisions of this Section. I 7-2. Survey Review. PURCHASER, at PURCHASER's expense, shall obtain a current boundary survey (the "Survey") of the Property, indicating the number of acre�� comprising the Property to the nearest 1/100th of an acre. If the Survey discloses encroachments on the Property or that improvements located thereon encroach on setback lines, easements, lands of others or violate any restrictions, covenants of this Agreement, or applicable governmental regulations, the same shall constitute a title defect and shall be governed by the provisions of Section 7.1 concerning title objections. 7.3.1 Copies of any reports or studies (including engineering; environmental, soil borings, and other physical inspection reports), in SELLER's possession or control with respect to the physical condition or operation of the Property, if any. Copies of all licenses, variances, waivers, permits (including b not limited to all surface water management permits, wetland resource permits, consumpti use permits and environmental resource permits), authorizations, and approvals required law or by any governmental or private authority having jurisdiction over the Property, or a portion thereof (the "Governmental Approvals"), which are material to the use or operation the Property, if any. I 7.3.3 Prior to the Closing Date, SELLER shall execute and deliver PURCHASER any and all documents and instruments required by PURCHASER, in PURCHASER sole and absolute discretion, which: (i) effectuate the transfer to PURCHASER of tho Governmental Approvals, or portions thereof which are applicable to the Property, th PURCHASER desires to have assigned to it, and/or (I!) cause the Property to be withdrawn fro any Governmental Approvals. No later than thirty (30) days prior to the Closing Date, SELL R n 11 shall remedy, restore, and rectify any and all violations of the Governmental Approva (including, but not limited to, any and all portions of the surface water management syste mitigation areas or other items which do not comply with the Governmental Approvals applicable rules), if any. SELLER warrants that there will not be, at the time of Closing; an unrecorded instruments affecting the title to the Property, including, but not limited to an conveyances, easements, licenses or leases. 1AkWfff Page 5 of 5 & CONDITIONS TO CLOSING. PURCHASER shall not be obligated to close on the purchase of the Property unless each of the following conditions (collectively, the "Conditions to Closing") are either fulfilled or waived by PURCHASER in writing: 8.1. Representations and Warranties. All of the representations ant" warranties of SELLER contained in this Agreement shall be true and correct as of Closing. 8.3. PendiaL_EEgKgg�[� At Closing, there shall be no litigation or administrative agency or other governmental proceeding of any kind whatsoever, pending or threatened, which has not been disclosed, prior to closing; and accepted by PURCHASER. 8.4. ompliance with Laws and Regulations. The Property shall be in compliance with all applicable federal, state and local laws, ordinances, rules, regulations, codes, requirements, licenses, permits and authorizations as of the date of Closing. 8.5. 2Egqpancy. The property shall be conveyed to the PURCHASER at time of closing unoccupied. 9. CLOSING DOCUMENTS. The PURCHASER shall prepare, or cause to be prepared, the Closing Documents set forth in this Section, except for documents prepared by the SELLER'S Title Company. At Closing, SELLER shall execute and deliver, or cause to be executed and delivered to PURCHASER the following documents and instruments: 9.1. Deed. A Warranty Deed (the "Deed") conveying to PURCHASER valid, good, marketable and insurable fee simple title to the Property free and clear of all liens, encumbrances and other conditions of title other than the Permitted Exceptions. 9.2 Seller's Affidavits. SELLER shall furnish to PURCHASER an owner's affidavit attesting that, to the best of its knowledge, no individual or entity has any claim possession of the Property other than SELLER. SELLER shall also furnish to PURCHASER a non - foreign affidavit with respect to the Property. In the event SELLER is unable to deliver its affidavits referenced above, the same shall be deemed an uncured title objection. 9.3. Closing Statement. A closing statement setting forth the Purchase Price, the Deposit, all credits, adjustments and prorations between PURCHASER and SELLER, all costs and expenses to be paid at Closin& and the net proceeds due SELLER, which PURCHASER shall also execute and deliver at Closing. Pag• e 6 of 6 9.4. Corrective Documents. Documentation required to clear title to the Property of all liens, encumbrances and exceptions, if any, other than Permitted Exceptions. 9.5. Additional Documents. Such other documents as PURCHASER or the Title Company may reasonably request that SELLER execute and deliver, and any other documents required by this Agreement or reasonably necessary in order to close this transaction and �ffectuate the terms of this Agreement. i 'Prorations. Assessments, rents, interest, insurance and other expens of the Property shall be prorated through the day before Closing. PURCHASER shall have t option of taking over existing policies of insurance, if assumable, in which event premiums sh be prorated. Cash at Closing shall be increased or decreased as may be required by proratio to be made through the day prior to Closing. Advance rent and security deposits, if any, will b] credited to PURCHASER. Taxes shall be prorated based upon the current year's tax with du - allowance made for maximum allowable discount. 3.0.2 Ad Valorem Taxes. PURCHASER and SELLER shall comply with Sect! 196.295, Florida Statutes with-m-�Iii cM of closing into escrow with the Palm Beach County Tax Collector's Office. in the event tha following the Closing, the actual amount of assessed real property tax on the Property for th - current year is higher than any estimate of such tax used for purposes of the Closing, the parti shall re -prorate any amounts paid or credited based on such estimate as if paid in November. Th shall survive the Closing. 10.3. Special Assessment Liens. Certified, confirmed and ratified special assessment liens imposed by public bodies as of Closing are to be paid by SELLER. Pending liens as of Closing shall be assumed by PURCHASER. If the improvement has been substantially completed as of the Effective Date, any pending lien shall be considered certified, confirmed or ratified and SELLER shall, at Closing, be charged an amount equal to the last estimate or assessment for the improvement by the public body. 10.4. Closing Costs. PURCHASER shall be responsible for all documentary stamps on the deed, recording the deed and half of all general closing expenses (settlement fee, courier fees, overnight package, etc.). SELLER is responsible for half of all general closing expenses and their own legal fees. All other costs of closing shall be borne by PURCHASER. 10.5 Closing Procedure. PURCHASER shall fund the Purchase Price subject t-31 the credits, offsets and prorations set forth herein. SELLER and PURCHASER (as applicable) shall execute and deliver to Closing Agent the Closing Documents. The Closing Agent shall, at Closing: (i) disburse the sale proceeds to SELLER; (ii) deliver the Closing Documents and a 00723369-1 11 9MMM-M-0 Page 7 of 7 10.6 Existing Mortgages and Other Liens. At Closing, SELLER shall obtain, or Cause to be obtained, satisfaction or release of record of all 11. REPRESENTATIONS, • AND WARRANTIES. To induce PURCHASER to enter into this Agreement, SELLER makes the following representations, all of which, to the best of its knowledge, in all material respects and except as • provided in this Agreement (i) are • true, and (ii) shall be true as • the •. • the Closing unless SELLER receives • to the contrary, and (ii!) shall survive the Closing. In that event, PURCHASER shall be provided immediate notice as to the change to the following representations: 11.1 At all times from the Effective Date until prior to • SELLER shall ke the Property (whether before • after the • • Closing) free and clear • any mechanic's• Awl kt iF�w —t.?Ce ri 2 umeof 1,ii prior to the Closin& and SELLER shall indemnify, defend and hold PURCHASER harmless from an against all expense and liability in connection therewith (including; without limitation, court co and reasonable • fees). I 11.2 SELLER has no actual knowledge nor has SELLER received any notice of any litigation, claim, action or proceeding; actual or threatened, against SELLER or the Property by any organization, person, individual or governmental agency which would affect (as to any threatened litigation, claim, action or proceeding; in a materially adverse fashion) the use, occupancy or value of the Property or any part thereof or which would otherwise relate to the Property. 11.3 SELLER has full •• and authority to • into this Agreement and ti assume • perform its obligations hereunder in this Agreement. SELLER does not and will ncq- conflict with or result in the breach of any condition or orovisig-F-Airm-r L FC-LrC-d`[T6WTff-ffffPUM= OT any ilen, Marge, or encumbrance upon any ot the Property or assets of the SELLER by reason • the terms of any contract, mortgage, lien, lease, agreement, indenture, instrument or judgment to which the SELLER is a party of which is or purports to be binding upon the SELLER or which affects the SELLER; no action by any federal, state or municipal or other governmental de artment, Comm T 71IN1 I IF 0 1 W14 1011 IN] 11 0 1 9 1 4 0 11.4 SELLER represents that SELLER will not, between the date of this Agreement and the Closing, without PURCHASER'S prior written consent, which consent shall not be unreasonably withheld • delayed, except in the ordinary course • • create any zncumbrances on the Property. For purposes of this provision the term "encumbrances" shall 00723369-1 mean any liens, claims, options, or other encumbrances, encroachments, rights-of-way, leases, easements, covenants, conditions or restrictions. Additionally, SELLER represents that SELLER will not, between the date of this Agreement, and the Closing take any action to terminate or materially, amend or alter an 4 existini leases Liresently in existence without *e nrio. ---t• M MIRPOW=10#rl 11.5 SELLER represents that there are no parties other than SELLER in possession of the Property or any portion of the Property as a lessee. 11.6 SELLER shall not list or offer the Property for sale or solicit or negotia fo offers to purchase the Property while this Agreement is in effect. SELLER shall use its best effori to maintain t e Properti in its resen 107 OF WE 11.7 SELLER has no actual knowledge nor has SELLER received any notice any litigation, claim, action or proceeding, actual or threatened, against SELLER or the Prope by any organization, person, individual or governmental agency which would affect (as to a threatened litigation, claim, action or proceeding, in a materially adverse fashion) the us occupancy or value of the Property or any part thereof or which would otherwise relate to t1h Property. 11.8 SELLER represents that it has no actual knowledge nor has it received any notice that the Property has been, is presently or is contemplated to be utilized as a reservoir of hazardous material. As used herein, the term "Hazardous Material" shall mean any substance, water or material which has been determined by any state, federal or local government authority to be capable of posing a risk of injury to health, safety and property, including, but not limited to, all of those materials, wastes and substances designated as hazardous or toxic by the U.S. Environmental Protection Agency, the U.S. Department of Labor, the U.S. Departmerif of Transportation, and/or any other state or local governmental agency now or hereafter Ruthorized to regulate materials and substances in the environment (collectively "Governmental Authority(ies)"). 11.9 SELLER represents to PURCHASER that the Property is not subject to any deed restrictions or declaration of restrictions running with the Property which would affect the use of the Property except those constituting Permitted Exceptions as defined above. 11.10 Between the date of this Agreement and the date of closing, SELLER will not file any application for a change of the present zoning classification of the Property. 11.11 Authority. The execution and delivery of this Agreement by SELLER and the consummation by SELLER of the transaction contemplated by this Agreement are within SELLER'S capacity and all requisite action has been taken to make this Agreement valid and Page 9 of -0 OWN -V-;kkft 'r I I I....... tZ I represents a valid and binding obligation of SELLER. 11.12 Title. SELLER is and will be on the Closing Date, the owner of valid, good, marketable and insurable fee simple title to the Property, free and clear of all liens, encumbrances and restrictions of any kind, except the Permitted Exceptions (and encumbrances of record which will be discharged at Closing). 11.13 Additional Warranties and Representations of SELLER. As a material inducement to PURCHASER entering into this Agreement, SELLER, to the best of SELLER'S :nformation and belief, hereby represents and warrants the following: 11-13.1 There are no pending applications, permits, petitions, contracts, approvals, or other proceedings with any governmental or quasi -governmental authority, including but not limited to, PURCHASER, municipalities, counties, districts, utilities, and/or federal or state agencies, concerning the use or operation of, or title to the Property or any portion thereof and SELLER has not granted or is not obligated to grant any interest in the Property to any of the foregoing entities. 11.13.2 There are no facts believed by SELLER to be material to the use, condition and operation of the Property in the manner that it has been used or operated, which it has not disclosed to PURCHASER herein, including but not limited to unrecorded instruments or defects in the condition of the Property which will impair the use or operation of the Property in any manner. 11.13.3 To the best of SELLER'S knowledge, the Property and the use and operation thereof are in compliance with all applicable county and governmental laws, ordinances, regulations, licenses, permits and authorizations, including, without limitation, applicable zoning and environmental laws and regulations. 12.1. PURCHASER's Default. In the event that this transaction fails to close du- gto a wron ul refusal to close or default on the r)art of PURCH -IMMIF • Mit AFM VNINUMMINN il,"Me-u-T.F.i i6al ion or A MIS Agreern pttorthos expressly provided to survive the termination of this Agreement; provided, however, th PURCHASER shall also be responsible for the removal of any liens asserted against the Propert by persons claiming by, through or under PURCHASER, but not otherwise. PURCHASER an SELLER acknowledge that if PURCHASER defaults, SELLER will suffer damages in an amou Page 10 of 10 which cannot be ascertained with reasonable certainty on the Effective Date and that the 2mount of the Deposit being held by Escrow Agent most closely approximates the amount .iecessary to compensate SELLER. PURCHASER and SELLER agree that this is a bona fide liquidated damages provision and not a penalty or forfeiture provision. 12.2. Seller's Default. In the event that SELLER shall fail to fully and time untrue or inaccurate, then, notwithstanding anything to the contrary contained in th co tal ned in th i rly Agreement, PURCHASER may, at its option: (1) declare SELLER in default under this Agreeme by notice delivered to SELLER, in which event PURCHASER may terminate this Agreement an demand that the Deposit be returned, including all interest thereon if an Section 3 and neither Party shall have any further rights hereunder, or (2) seek speci performance of this Agreement, without waiving any action for damages. Notice of Default. Prior to declaring a default and exercising the remedies described herein, the non -defaulting Party shall issue a notice of default to the defaulting Party describing the event or condition of default in sufficient detail to enable a reasonable person to determine the action necessary to cure the default. The defaulting Party shall have fifteen (15) days from delivery of the notice during which to cure the default, provided, however, that as to a failure to close, the cure period shall only be three (3) business 2ays from the delivery of notice. Both parties agree that if an extension is requested, such zxtension shall not be unreasonably withheld. If the default has not been cured within the Joresaid period, n. Party may exercise the remedies described above. 12.4. Survival. The provisions of this section shall survive the termination of this Agreement. 13. NOTICES. All notices required in this Agreement must be in writing and shall be considered delivered when received by certed mail, return receipt requested, or personal delivery to the following addresses: I to Seller: Thomas Baird, Esquire Jones, Foster, Johnston & Stubbs, P.A. 4741 Military Trail, Suite 200 Jupiter, Florida 33458 'f to Purchaser Michael Simon, interim Director Boynton Beach Community Redevelopment Agency 710 N. Federal Highway Boynton Beach, FL 33435 10yPaTIM With a copy to: Kenneth Dodge Lewis, Longman & Walker, PA 515 North Fla ler Drive Suite 1500 West Palm Beach, FL 33401 14. BINDING OBLIGATION/ASS IGN M ENT. The terms and conditions of thi-r. Agreement are hereby made binding on, and shall inure to the benefit of the successors and permitted assigns of the Parties hereto. SELLER may not assign its interest in this Agreement without the prior written consent of PURCHASER, which shall not be unreasonably withheld. PURCHASER shall have the right to assign this Agreement to the City of Boynton Beach (the without the prior consent of SELLER and the PURCHASER shall be released from any further obligations and liabilities under this Agreement. The PURCHASER may not assign this Agreement to any other party without the prior written approval of SELLER, which shall not unreasonably withheld. If PURCHASER has been dissolved as an entity while this Agreement and/or the attached Lease Agreement are in effect the rovisions of secti 'T 163.3 E[MiA.- 15. BROKER FEES. The SELLER and PURCHASER hereby state that they have not dealt with a real estate broker in connection with the transaction contemplated by this Agreement and are not liable for a sales commission. SELLER shall indemnify, defend and hold harmless the PURCHASER from and against any and all claims, losses, damages, costs or expenses (including, without limitation, attorney's fees) of any kind or character arising out of or resulting from any agreement, arrangement or understanding alleged to have been made by SELLER on its behalf with any broker or finder in connection with this Agreement. The provisions of this Section shall survive Closing or termination of this Agreement. 16.1. For purposes of this Agreement, pollutant ("Pollutant") shall mean a hazardous or toxic substance, material, or waste of any kind or any contaminant, polluta petroleum, petroleum product or petroleum by-product as defined or regulated environmental laws. Disposal ("Disposal") shall mean the release, storage, use, handlin I discharge, or disposal of such Pollutants. Environmental laws ("Environmental Laws") shall me any applicable federal, state, or local laws, statutes, ordinances, rules, regulations or oth governmental restrictions. 11 16-1.1 As a material inducement to PURCHASER entering into this Agreement, SELLER hereby warrants and represents the following, as applicable: Yage 12 of 12 (1) That SELLER and occupants of the Property have obtained and are in full compliance with any and all permits regarding the Disposal of Pollutants on the Property or contiguous property owned by SELLER, to the best of SELLER'S knowledge. (2) SELLER is not aware nor does it have any notice of any past, present or future events, conditions, activities or practices which may give rise to any liability or form a basis for any claim, demand, cost oraction relating to the Disposal of any Pollutant on the Property. SELLER is not aware nor does it have any notice of any past, present or future events, conditions, activities or practices on contiguous property that is owned by SELLER which may give rise to any liability or form a basis for any claim, demand, cost ora ion relating to the Disposal of any Pollutant affecting the SELLER'S property. (3) There is no civil, criminal or administrative action, suit, claim, demand, investigation or notice of violation pending or, to the best of that entity's knowledge, threatened against SELLER or the Property relating in any way to the Disposal of Pollutants on the Property, any portion thereof, or on any contiguous property owned by SELLER. 17. PUBLIC RECORDS. PURCHASER is a public agency subject to Chapter 119, Florida Statutes. The SELLER is hereby notified that the PURCHASER is required by law, pursuant to Chapter 119, to maintain and disclose upon request all records deemed public under the statute including this Agreement and some or all of the documents necessary to consummate the transaction set forth herein. To the extent that any litigation should be instituted by SELLER, either directly or as a third party, to prevent or prohibit PURCHASER from disclosing or providing documents involving this Agreement or the transaction set forth in the Agreement pursuant to a public records request submitted under Chapter 119, SELLER agrees that PURCHASER may either: 1) defend the claim up to and including final judgment, or 2) interplead the challenged documents into the court. In either event, SELLER agrees to pay PURCHASER's reasonable attorneys' fees and costs, both trial and appellate. 18.1. General. This Agreement, and any amendment hereto, may be executei' �114W"W,4A- 2WWffG1 �y --AKM7M-i shall, together, constitute one and the same instrument. The section and paragraph headings herein contained are for the purposes of identification only and shall not be considered in construing this Agreement. Reference to a Section shall be deemed to be a reference to the entire Section, unless otherwise specified. No modification or amendment of this Agreement shall be of any force or effect unless in writing executed by the Parties. This Agreement sets lorth the entire agreement between the Parties relating to the Property and all subject matter herein and supersedes all prior and contemporaneous negotiations, understandings and 2greements, written or oral, between the Parties. This Agreement shall be interpreted in ?ccordance with the laws of the State of Florida. The Parties hereby agree that jurisdiction of ;My litigation brought arising out of this Agreement shall be in the Fifteenth Judicial Circuit, IT 00723369-1 and for Palm Beach County, Florida, or, should any cause of action be limited to federa' jurisdiction only, in the United States District Court for the Southern District of Florida. 18.2. Computation of Time. Any reference herein to time periods which are not measured in business days and which are less than six (6) days, shall exclude Saturdays, Sundays and legal holidays in the computation thereof. Any time period provided for in this Agreement which ends on a Saturday, Sunday or legal holiday shall extend to 5:00 p.m. on the next full business day. Time is of the essence in the performance of all obligations under this Agreement. Time periods commencing with the Effective Date shall not include the Effective Date in the calculation thereof. 18.3. Waiver. Neither the failure of a party to insist upon a strict performance of any of the terms, provisions, covenants, agreements and conditions hereof, nor the acceptance of any item by a party with knowledge of a breach of this Agreement by the other Dartv in the Derformance of their resnective oblieatia-rs -7ff;7TgiTff or remeoies WE a pamy—may nave or a waiver of any Subsequent breach or—d—efa—ufff--in any of such terms, provisions, covenants, agreements or conditions. This paragraph shall survive termination of this Agreement and the Closing. Construction of Agreement. The Parties to this Agreement, through counsel, have participated freely in the negotiation and preparation hereof. Neither thL-, Agreement nor any amendment hereto shall be more strictly construed against any of O?z Parties. As used in this Agreement, or any amendment hereto, the masculine shall include the feminine, the singular shall inclu& the plural, and the plural shall include the singular, as the context may require. Provisions of this Agreement that expressly provide that they survive the Closing shall not merge into the Deed. 18.5. Severability. If any provision of this Agreement or the application thereof shall, for any reason and to any extent, be invalid or unenforceable, neither the remainder of this Agreement nor the a��- lication of the yrovision-,Veimi w -w - shall be affected thereby, but instead shall be enforced to the maximum extent permitted by law. The provisions of this Section shall apply to any amendment of this Agreement. 18.6 ' Handwritten Provisions. Handwritten provisions inserted in this Agreement and initialed by PURCHASER and SELLER shall control all printed provons in conflict therewith. 18.7 Waiver of JurV Trial. As an inducement to PURCHASER agreeing to enter into this Agreement, PURCHASER and SELLER hereby waive trial by jury in any action or 2rising out of or in any way connected with this Agreement. KOYA46-13 Page '114 of 14 18.8. Attorneys Fees and Costs. Should it be necessary to bring an action enforce any of the provisions of this Agreement, reasonable attorneys' fees and costs, includir those at the appellate level, shall be awarded to the prevailing party. 18.9 Binding Authorit . Each party hereby represents and warrants to the other that each person executing this Agreement on behalf of the PURCHASER and SELLER has whom or on whose behalf he or she is signing with respect to all provisions contained in this Agreement. 3.8.10 Recording. This Agreement may be recorded in the Public Records of Palm Beach County, Florida. 18.11 Survival. The covenants, warranties, representations, indemnities and undertakings of SELLER set forth in this Agreement, shall survive the Closing, the delivery and recording of the SELLER'S Property Deed and PURCHASER's possession of the Property. 18.12 SELLER Attorneys' Fees and Costs. SELLER acknowledges and agrees that SELLER shall be responsible for its own attorneys' fees and all costs, if any, incurred by SELLER in connection with the transaction contemplated by this Agreement. M." I -19YI 0 1 rej 1: - . 0 Printed Name: Title: Mayor Date: WIN I� III ; 111 111, 111 111 1111 1111111111111W i Al: i Printed Name: I Title: "urchase and Saie Agreement .',','age 15 of 15 '111TNESS: WITNESS: Printed Name: — Printed Name: Z14111111"O. MAHOG imm Date: WITNESS: Printed Name: WITNESS: Printed Name: Title: Am ITA I 10 1 Printed Name: Lewis, Longman & Walker, P.A. Printed Name: EM I I Consent Agenda I I Old Business I I New Business I I Legal I X I Other I Pill -01 *0 111!1 111'' IT : II I - 0 - -0 0 i LA I : 7 AM 10 mm, Summary of Notes from FRA Annual Conference October14, 2016 Submitted by Linda W. Cross, Chair Boynton Beach CRA Advisory Boarl,� 1. Mobile tour of Evans High School — a model community school a. Memorandum of understanding between University of Central FL, Children's Home Society, True Health, and Orange County Public Schools b. Theme — Raising the ground floor (doesn't just focus on the ceiling of achievement) c. Full weliness center including services to the community d. Mental health counselors e. Parent counselors — addressing why kids miss school i. Housing is biggest issue Food Clothing f. Focus on TRUST — building trust with students and parents g. Empowerment not enabling h. Leadership and Respect programs 1. Social Skill Development 1. Free breakfast, lunch, dinner, and snacks k. ESA and GED programs for adults 1. Alumni very involved m. Provide scholarships for internships for 6 weeks. If student does well, they usually get hired. n. Looking at all options to provide affordable housing including the formation of a Land Trust (city retains land and gives 99 year lease on property to owner to lower to cost of the housing to make it more affordable — less value for a mortgage and less value taxable for real estate taxes). 2. Economic Development on a Shoe String Budget a. Eight cities collaborated on revitalizing US I corridor — branded it "Rediscover US I —America's Business Highway" b. included Daytona Beach and Port Orange c. It was a regional event d. They had an aging corridor along US 1 e. It was considered an historic road — 195 nostalgia f. Borrowed a scavenger hunt idea to get people to visit businesses along the route. g. Promotion especially social media was critical. helped bring cities together to pool resources i. Lessons learned L Only have one event per year like the scavenger hunt ii. Need more newspaper and social media i • • 1 • ► • • • , / - 1.: �' Al• 1 • } • 11 ! • f •f !�' 1 1 I a ti � � � �; �n � � � •11 1 • 1 • !.. 1 '• • •' • 1 1 . ► 1 11 ■ • 1 I • . • 1 / • . • 1 , i 1 • I • � 1 • 1 '�1 # " • 1 . 11 ! • 1 i' • • e p, � i i r E !- � a � � � � r ., - f 1 � ! • • • / 1 F • # • ' 1 a • '. • ' � • • • 1 ' • t � � 1'. '. 1 1 '.. • E- - • l " • • . !; -1 • - � r • 1 f�• ' 1' •1' '1 a appraisal BUT the project was consistent with the "valueto the community concept for long-term value. Another reason price so low i because of all the restrictions placed on the developer. They had to develop what the city wanted not necessarily what the developer woul have wanted. These are not NRMAL ARMS LENGTH transactins. Therl Oo are political issues with changes in city commissioners, public notices a I responses to density and height, etc. CRA recouped some of their out of pocket costs for the process by charging a nonrefundable fee of $1,000 to get the RFO, $1,500 fee to submit, and a 1% fee to submit to the RFP, and a $50,000 fee to go to Phase If. ix. CRA estimated their one-time revenues for the project would be $18 million including all impact fees, annual TIF $1.4 million, creation of almost 400 jobs with an annual payroll of $23 million. CRA retained Ian for public use and 2 shopping centers are still their rentals. x. CRA maintained control of overall project including architecture and established a timellne with penalties. Architecture should be compatibi F ut that doesn't mean it all has to be the same or match exactly. A. CRA maintained a right to repurchase the property up until all infrastructure is complete to insure project gets completed. xii. CRA's are NOT in the government service business —they are in the REA1 ESTATE business with the added requirement of creating jobs and stabilizing neighborhoods. Ail. If the property is small retail/commercial/residentlal then CRA should b looking rehabilitating the property and get a single developer to fix it. xiv. If the property is much larger like a city center area, then a public/privat, partnership will be necessary. 1. Define your objectives and goals 2. Do a real estate analysis 3. Infrastructure analysis 4. Attract investors 5. Offer incentives xv. HOWEVER, the first steps really should include these: 1. Identify target area with owned and not -owned land 2. Do economic analysis of the area 3. Massing analysis —what land can you acquire Define where and how the development might fit and how do YOL connect the owned parcels. Land use ordinances are tough to work through and take time. How does the grid fit, who owns the streets and surrounding areas like FDOTI 111 Changes are tough to get. Ii. Analyze drainage issues. 7. Then you can begin to define your objectives and goals and proceed. xvi. Need a developer used to working with CRA's. Big industrial buildings are sitting vacant today — Mixed Use property is the most viable. xviii. Need a binding development agreement — every possible issue needs tc be tied up in development agreement and needs to be in the deed restrictions xix. Site plan needs to follow code and put it in the deed restrictions xx. Set out an implementation plan that everyone signs off on. xxi. Study your city — start with what the community wants but know what will work by doing your homework. Don't transfer title until developer has ALL permits and has done all woi to get started. xxiii. FL statute 163, Part III, Section 380 gives latitude to CRA's that Cities don't have. xxiv. Land Trusts can prevent gentrification. There is also a FL statute for thi! xxv. How to keep property values from skyrocketing once acquisitions begin 1. Use a blind agent to acquire 2. Code enforcement S. Transportation Round Tables a. Road diet — convert 4 lanes into 2 lanes with angled parking to provide an environment for retailers along the road. It makes stores accessible and notice b. Discussed what was done in Tampa along Hillsboro. c. Smart Safe Streets — on 0 (zero road traffic deaths) d. Ft. Lauderdale doing this now. e. How to limit speed: i. Speed radar signs in high crash areas ii. Street lights Education of public iv. Complete Streets — sidewalks, bike lanes, buffers with grass. improves health by encouraging walking. f. Metro Plan in Orlando — $6 bon Sun Rail for 66 miles g. Hillsboro Area Regional Transit — uses smart phone technology to encourage ridership and make it flexible and accessible. h. All Aboard Florida — Brightline Express Rail is a private company. L Orlando to Miami in 3 hours Connects West Palm and Ft Lauderdale. iii. Orlando is most visited city in the country— over 60 million visitors per year iv. Flagler Development Company — focusing on developing urban areas that are surrounding train stations. v. July 2017 start. Will get to Orlando by 2019. Looking at Tampa and Jacksonville also vil. Orlando airport adding 120 gates 6. Plenary Session with Urban3: a. Consultant who works with cities to evaluate public policy and til understanding of the market dynamics of tax policy. b. Presented information on Asheville, NC and Palm Beach County (He can dril, down to Boynton Beach if we want to). c. Analyzes all city revenues on a per acre basis to assist in determining where growth should happen. 7. Small Neighborhood Redevelopment (Frenchtown in Tallahassee was case study) a. It doesn't happen overnight b. Need government leadership c. Need community commitment d. Focus on where you need to go c. This area had a rich history —settled by the French initially and then after t], Civil Way was settled by freed slaves. used to be a thriving area — businesses, hotel, school system, banks. g. After desegregation, Frenchtown rapidly declined. High incident of crime, schools closed, middle and high income residents left. Only social services located there like homeless shelters, etc. h. Stats — 14% unemployment, 49% poverty, $25,000 median income, only 211 approach. L First, they restored some of the community assets by buying property and building an assisted living facility, a community center, 2 schools, shopping plaza and a restaurant. ii. They recruited outside assets to build mixed income housing, provide community services and promoted outside development. iii. $4 million was invested in the mixed income housing. iv. They have diversity of race and income v. They were recognized as the small neighborhood of the year. vi. They will be getting a credit union this year as a JV with FSU and the Church. This replaces the predatory lending shops and helps the community. vil. City of Tallahassee provided $150,000 to retro -fit the shopping center to allow for the credit union. The City also purchased the homeless shelter and relocated it outside of Frenchtown. viii. Church used LLC's with landowners to build a grocery store and other mixed use with a large walking park. Townhomes, offices, retail, and grocery all fit in mixed use. Another city, Pasco County Housing Authority, also had a project. They closed a badly deteriorated Section 8 housing area and made it a park. They relocated all the residents to a newly designed complex. Again, affordable housing with a property management focus to prevent deterioration. i. Tenant education ii. Housekeeping iii. Credit counseling iv. Child care k. May have enterprise zone credits available. 8. Orange County Sheriff Demmons a. Redevelopment reduces crime b. Can't solve crime with enforcement only c. Need employment and education to eliminate to income and poverty d. Broken windows concept — must repair otherwise it looks like no one cares. Need pride to keep out of disrepair (Like our old high school). ® Need housing f. Need childcare g. Crime occurs because humans have been socialized to behave a certain way. Rehabilitation helps change that socialization. h. Invest in poor neighborhoods to improve quality of life and reduce crime. L Orange County statistics: i. 43,000 per year booked in jails 1. 70% minority 1 70% under 30 3. Statistics decrease when money is spent in prevention with programs for children and young adults like scouting, YMCA, Boys and Girls Clubs. This is positive socialization. However, city cuts these during budget time and it is short sited because then crime goes up and that costs more! 4. Community policing research a. Education of officers b. Police in neighborhoods seen in ways other than law enforcement c. Transparent d. Increase accountability e. Strengthen police confidence 5. Body cameras change behavior of suspect and police. They have deployed 700 of them. Storage of the data is an issue. They have had less complaints and less use of force by double digits. 6. Criticism of law enforcement has demonized officers. Real statistics in Orange County: 1.3 million calls for service per year, Use of Force 200 times, Use of deadly force 12 times. We only hear about the 12 times. 7. Neighborhoods are getting more cameras too in conjunction with C's — license plate readers, facial recognition, etc. 8. Counter -terrorism — NY has cameras on every corner. Much more accepted today. 9. Use state forfeiture funds to increase law enforcement in high crime areas and community enforcement. 10. • have law enforcement to reflect diversity of community, YOL must recruit for diversity however standards must remain the same. 11. In summary, use technology, leverage relationships, be external focused but balanced with internal affects, and •' cost effective 9. What is your SCI (Social es Index) a. Whatever is online, must be consistent with reality or else reviews will be negative b. Young people want to •.'... hhquality of life is in your city c. How can we make the connections through all social media to get the feeling acrR ss through digital means d. PR firms tend to sugar coat things. Not possible in the world of Google. People lR1 k at Yelp and Trip Advisor to see what the city is really like. .L Pompano Beach needed media to bring people in and keep them coming. i. They narrowed their information to have an events page, an arts page, etc. YouTube — cheap advertising Brand message must be consistent, simple, authentic, and relevant iv. Needed interaction on Facebook to get people talking about the city. The more people click on it, the more people that will then see it. f. Listen to social media — find out what people are saying about the city. It is about how people FEEL Could do an overall impression survey — how do people feel about where they live. Can use survey monkey. Pompano went from 60% positive to 92% positive by focusing on their SCI. They got 900 responses which is really good. (you can use city's e -newsletter, chamber of commerce and other entities to distribute the survey) Socialcityindex-com has a • 10. Complete Streets (Tampa is the case study) a. Bring the streets down from auto -dominated to incorporate pedestrians and bikes b. Calming aspects such as trees, slower speed, makes road safer c. Must look at traffic studies before taking a road lane away. Signal operation is key to fixing this. I. Identify study area Traft by the hour iv. Crashes —analyze • v. Pedestrian • vi. Bicycle environment vii. Transit environment Community impact ix. Other i. Implementation — be creative ii. Ongoing process including road repairs Need capital iv. Safety is a must v. Incorporate redevelopment plans with complete streets vi. Coordinate with property owners vii. Revamp arterial roads to ease access to city center Community Reinvestment Act The Community Reinvestment Act (CRA) was enacted in 1977 to prevent redlining and to encourage depository institutions to help meet the credit needs of the communities in which they operate, including low - and moderate -income neighborhoods, consistent with safe and sound banking operations. Bank examiners conduct safety and soundness exams — separate from CRA — that consider a bank's financial condition, compliance with applicable laws and regulations and risk management. While safety and soundness exams are not part of CRA exams, banks still consider capital adequacy, asset quality, management, earnings, liquidity and sensitivity to market risk with all products and programs. The CRA is posted at www.ffiec.pov. yffrw= _% ff rM recorci7f=rT==YAW!Y toasea on asset size) in helping to: • Reinvest deposits in their communities • Consider that record in evaluation of applications for charters or for the approval of bank mergers, acquisitions, and branch openings It applies to federally insured depository institutions, national banks, thrifts and state -chartered commercial and savings banks. Key terms to consider with CRA include: * Geography A census tract delineated by the US Bureau of the Census in the most recent decennial census MSA: metropolitan statistical area as defined by the Office of Management and Budget (OMB) MD: metropolitan division as defined by OMB Nonmetropolitan area: area not located in an MSA * Banks define their Assessment Area, which is the area in which their CRA performance is evaluated. It must include: • geographies (census tracts) in which bank has its main office, branches, and deposit taki ATMs, and • Surrounding areas where bank has originated or purchased a substantial portion of its loans • Must consist of "whole geographies" * Median Family Income (MFI) is an annual income figure for which there are as many families wi incomes below that level as there are above that level. • Area median family income (MFI) refers to the median family income for the MSA or MD, the statewide nonmetropolitan median family income for geographies located outside an M or MID • Tract MIFI % compared to the MSA/MD, or statewide non -MSA, lev- .- -! defined by Home Mortgage Disclosure Act (HMDA) and CRA regulations * Low- and Moderate -income (LIVII) • Low-income = an individual income or tract income that is less than 50% of the MFI • Moderate -income = an individual income or tract income that is at least 50% and less than 80% the MFI • Middle-income = an individual income or tract income that is at least 80% but less than 120% MFI • Upper-income = an individual income or tract income that is equal to or greater than 120% of MA 0 r-n-Mmun ". Reiinve!"ment Art Performance Context is broad range of economic, demographic, and institution- and community - specific information that an examiner reviews to understand the context in within an institution's record of performance should be evaluated. Examples include: employment trends, major employers, housing, competition, existing resources in a community that align with a bank's mission &I Community Development as defined by CRA includes: 1. Affordable housing for low- or moderate -income (LMI) individuals 2. Community services for LMI individuals 3. Promoting economic development by providing financing for small business or farms 4. Revitalize or stabilize certain geographies 5. Activities that support "eligible uses" under the Neighborhood Stabilization Program (NSP) Banks undertake three types of community development activities: Loans, investments (aka Qualified Investments) and Services. Banks are evaluated based on asset size, using specific criteria: I. Small Institutions 2. Intermediate Small Banks (ISB) 3. Large Institutions 4. Wholesale & Limited Purpose Banks 5. Banks with approved CRA strategic plans MIT; TIP,M, 0 CRA BOARD MEETING OF: November 9,2016 Consent!�genda Old Business New Business Legal Other SUBJECT: City Services Survey for the CRA — Discussion with report to follow. SUMMARY: CRAAB Member, Paula Melley, provided sample surveys from Denver, CO and Minneapolis, MN (attached). She also provided the attached publication — Loudenback, Tanza and Martin Emm The 0 best ." Business Insider 4 March 2016: n. pag. businessinsider.com. Web. 3 Nov. places to live in America 5 2016. There was discussion of recommending to the City that they form an Ad Hoe Committee to prepare and distribute the survey. Page I of 1 -2 What could we do bGtteLtMKLO-iV_s a higher rating? (required) m 41sthere anti else you of Re to share with us? (required) http://denvergov-int.force.com/survey/TakeSurvey?id=a4hiOOOOOOlBzTDAAO 11/3/2016 Questions for the city satisfaction survey: Recommend establishing a benchmark survey first, then build from there regarding satisfaction Submitted by Paula Melley, CRA Advisory Board Member • List the three most pressing challenges facing the city of Boynton Beach • Do you think things have gotten better or worse in Boynton in the last 5 years • Do you feel safe in your city • Do you think street lighting is adequate in the city • Would you be willing to pay more taxes to help address the most pressing challenges • Are you intending to move in the next 12 months • If so, why • How would you rate the schools in Boynton • How often do you frequent downtown Boynton Beach • How does that compare with downtown Delray p How many times in the last 12 months have you come in contact with a Boynton city worker • How would you rank that encounter you had with the city employee that you most recently encountered • What is one thing the city can do better • What events would you like to see the city host • Is graffiti a problem near you How clean would you rate the city How easy is it to explore Boynton by foot • Is the city doing a good job when it comes to code enforcement • Have you ever experienced discrimination while interacting with the city • Are there children under age 5 in your home • Are there individuals over age 70 in your home 2012 Resident Satisfaction Survey - City of Minneapolis Page I of 1 VfinneapoEsmngov 2012 Resident Satisfaction Survey The City of Minneapolis contracted with National Research Center, Inc. to conduct a city wide resident survey. Ihe survey provided residents the opportunity to rate the quality of life 'in the City, as well -as service delivery and their satisfaction with local govemment. Ihe survey also allowed residents top.. a feedback to the City on what is working and what is not, and share their ptiorities for community planning andresource allocation. This is the sixth iteration of the Minneapolis Resident Survey since the baseline study conducted in 2001. 2012 Resident Survey presentations Executive Summarv- Minneanolis Resident Su e, 2012 (PDF, 6 pages) ZoninLy. PlanninLy and Con=unitv Develooment Services report of results (PDF, 44 pages) Re�til.-iuoryEnergy ,and -Eni,iroment. Services report of results (PDF, 21 pages) Public Safetv. Civil RLahts and Health rwort of results (PDF, 37 pages) Transoortation and Public Works Services ret)ort of results (PDF, 32 pages) Minneapolis Resident Survey (2012) You can view the entire 2012 Resident Satisfaction Sc � (174 pages). http://www.minneapolismn.gov/coordinato—old/WCMSlP-104458 11/3/2016 Minneapolis CITY OF MINNEAPOLIS, MN RESIDENT SURVEY ii R February 2013 Prepared by: 2955 Valmont Road, Suite 300 • Boulder, Colorado 80301 • t: 303-444-7863 • f: 303-444-1145 • www.n-r-c,com o UP"d oll (aasld ptd n -,ear ACKNOWLEDGEMENTS' RESIDENT SURVEY TEAK! We would like to extend special acknowledgement to Neighborhood and Community Relations staff, other City of Minneapolis employees and Minneapolis Public Schools employees who assisted in the project including Elise C. Ebhardt, Jane Fields, Mohamed Hajin, Mike D. Kennedy, Trudy M. Kjenstad, Matthew B Lindstrom, Dawn M. Misencik, Ahmed Muhumud, David M. Rubedor, Jeffrey J. Schneider, Jill Stever-Zeitlin and Donald R. Stickney. The City of Minneapolis also would like to extend a special acknowledgement to the Minneapolis residents who shared their time, opinions and ideas for this study. If you need this material in an alternative format p[ease contact Neighborhood and Community Relations Department at 612-673-3737. F(, R -I 2013 Ott of' Miinnep o,"I'a' Resident S$unle'' CONTENTS ExecutiveSummary.................................................................................................................................... 1 SurveyBackground..................................................................................................................................... 5 SurveyMethods.......................................................................................................................................... 5 SurveyFindings........................................................................................................................................... 8 Qualityof Life and Community............................................................................................................ 8 ChallengesFacing the City................................................................................................................1 l Neighborhood Perception and Image..............................................................................................12 ................................ Downtown Usage and Image.......................................................................... ..18 Accessto Information.................................................. .............. ............................................... ......... 22 Contactwith the City......................................................................................................................... 25 Satisfaction with Public Education in Minneapolis..............................................................................33 Satisfaction with and Prloritization of City Services.............................................................................. 35 CommunityEngagement.................................................................................................................. 44 Discrimination...................................................................................... ............................................... 49 Appendix 1: Respondent Demographics..................................................................................................53 Appendix II: Complete Set of Frequencies............................................................................................... 57 Appendix III: Crosstabulation of Select Survey Questions........................................................................118 Appendix IV: Detailed Survey Methodology............................................................................................144 Appendix V: Jurisdictions Included in the Database...............................................................................150 Appendix VI: Survey Instrument...............................................................................................................155 �,,rt of Resultsj_ February 2013 Figure 1. Minneapolis as a Place to Live Compared Over Time........................................................................ 8 Figure 2: Minneapolis as a Place to Live Benchmarks........................................................................................ 8 Figure 3: Perceived Change in City Livability Compared Over Time .................................................................. 9 Figure 4: Perceptions of Living in Minneapolis Compared Over Time.............................................................. 10 Figure 5: Biggest Challenges Minneapolis Will Face Compared Over Time.. ........ ..................... .................... 11 Figure 6: Neighborhood Perceptions and Image Compared Over Time ......................................................... 13 Figure 7: Neighborhood Safety Benchmarks.................................................................................................... 13 Figure 8: Size of Current Residence Compared Over Time.............................................................................. 14 Figure 9: Perceptions of Current Place of Residence Compared Over Time ................................................... 15 Figure 10: Intended Location of Move Compared Over Time......................................................................... 16 Figure 11: Reason for Intended Move Compared Over Time.......................................................................... 17 Figure 12: Living and Working In Downtown Minneapolis Compared Over Time .............................................. 18 Figure 13: Frequency of Visiting Downtown Minneapolis in the Last Year Compared Over Time ...................... 19 Figure 14: Reasons for Not Spending More Time Downtown Compared Over Time .................. — ................ ... 20 Figure 15: Safety of Downtown Minneapolis Compared Over Time................................................................. 21 Figure 16: Downtown Safety Benchmarks........................................................................................................ 21 Figure17: Computer in Household.................................................................................................................. 22 Figure18: Use of Technology........................................................................................................................... 23 Figure 19: Sources Used for Government Information and News..................................................................... 24 Figure 20: Familiarity with Minneapolis 311 Compared Over Time................................................................... 24 Figure 21 : Contact with the City Compared Over Time................................................................................... 25 Figure 22: Contact with City Benchmarks ........ ....... ........................................................................... ......... -- 25 Figure 23: Method of Contact Among Those With Contact Compared Over Time .......................................... 26 Figure 24: City Employee Ratings Compared Over llme................................................................................ 27 Figure25: City Employee Benchmarks............................................................................................................ 28 Figure 26: City WebSite Ratings Compared Over Time.................................................................................... 28 Figure 27: Method of Finding Out About Snow Emergencies Compared Over Time ....................................... 29 Figure 28: Information Sources for Snow Emergency Rules Compared Over Time ........................................... 30 Figure 29: Contact with Emergency Services Compared Over Time............................................................... 31 Figure 30: Satisfaction with Emergency Services Compared Over Time.......................................................... 32 Figure 31: Satisfaction with Emergency Services Benchmarks.......................................................................... 32 Figure 32: Satisfaction with Public Eduation Compared Over Time.................................................................. 33 Figure33: Public Schools Benchmarks............................................................................................................. 33 Figure 34: Change in Quality of Public Education Compared Over Time ........................................................ 34 Figure 35: Overall Quality of City Services........................................................................................................ 35 Figure 36: Overall Satisfaction with City Services Benchmarks........................................................... ........... -- 35 Figure 37: City Services Quality Ratings Compared Over Time........................................................................ 37 Figure38: City Services Benchmarks............................................................................................................... 38 Figure 39: City Services Importance Ratings Compared Over Time.. . ...... .............. ....................................... 39 Figure 40: Agreement with Properly Tax Increases to Maintain or Improve City Services Compared OverTime..................................................................................................................................... 40 Figure 41. Balancing Satisfaction and Priorities................................................................................................ 43 Figure 42: Likelihood of Participation in City Government Decision Compared Over Time ................ ...... —..... 45 Figure 43: Reasons for Not Participating in City Government Compared Over Time ........................................ 46 Figure 44: City Government Ratings Compared Over Time .................................. _................... ..................... 48 Figure 45: City Government Benchmarks........................................................................................................ 48 Figure 46: Discrimination in Minneapolis Compared Over Time...................................................................... 49 Figure 47: Type of Situation Where Discrimination Was Experienced Compared Over Time ............................. 50 Figure 48: Reasons for Discrimination Compared Over Time........................................................................... 51 Figure 49: City Department Responsible for Discrimination Compared Over Time .......................................... 52 ,a U . v 3 City of Minne pofis Residerit Survey EXECUTIVE SUMMARY The City of Minneapolis contracted with National Research Center, Inc. (NRC) to conduct a citywide resident survey. The Minneapolis Resident Survey gives residents the opportunity to rate the quality of life in the city, service delivery and their satisfaction with local government. The survey also permits residents to provide feedback to government on what is working well and what is not, and to share their priorities for community planning and resource allocation. Resident perspectives provide context that will be used by the City of Minneapolis to assess trends in its performance. To this end, the 2012 Minneapolis Resident Survey is the sixth iteration, including the baseline study conducted in 2001. This is the fourth iteration conducted by NRC. The Minneapolis Resident Survey was administered by phone to a representative sample of Minneapolis residents from October 11, 2012 to November 28, 2012. A total of 1,378 surveys were completed. About one-quarter of the interviews were completed with people of color, one- quarter was with cell phone users2 and at least 94 interviews were completed in each of the 11 community planning districts. Nineteen interviews were completed in a language other than English. The overall response rate was 20%. Survey results were weighted so that respondent age, gender, ethnicity, race, home ownership versus renting status and home location (community planning district) represented as closely as possible the proportions of the entire city. The margin of error is plus or minus three percentage points around any given percent for all respondents. For comparisons by survey year, the margin of error is plus or minus four percentage points around any given percentage point. ■ The city as a place to live was rated much above the national benchmark and the select cities benchmark.3 Neighborhood as a place to live was rated similar to the national benchmark (a comparison to select cities was not available). f previous Minneapolisgotten Pride in living in the city has Ks l ■ In 2012, residents were twice as likely to feel like the city as a place to live had gotten better than gotten worse over the last two years. ■ Nearly all respondents said that they were proud to live in Minneapolis and that they would recommend the city as a great place to live. This was similar to 2011. 2 A cell phone user represents a respondent who either only has a cell phone which was their primary phone or those who had a cell phone and a landllne but their cell phone was their primary phone. 3 Austin, TX; Boulder, CO; Charlotte, NC; Denver, CO (City and County); Durham, NC; Oklahoma City, OIC Portland, OR. j�f3i2orl oP' C, et a Feb ru r"'y' 20 1 'age I Cl;y 01WInneopolls Resident Survey Public safety, education and transportation continued to be viewed as some of the biggest challenges facing the City in the next five ■ Public safety and education were the two most frequently mentioned challenges in 2oii. More residents in 2012 than in 2011 felt that transportation -related issues and housing were among the top three issues facing the City. Fewer in 2012 than in 2oii believed that education was one of the three biggest concerns facing the City in the next five years, although it was the second most frequently mentioned challenge. Overall, at least three-quarters of respondents agreed or "strongly" agreed with each statement about their neighborhoods. Respondents agreed most that street lighting was adequate in their neighborhoods and that their neighborhoods had a good selection of stores and services that met their needs. A higher proportion of residents in 2012 were in agreement that their neighborhoods had a good selection of stores and services that met their needs. Nearly all of the respondents who did not live or work Downtown had visited Downtown at least once in the last year. ■ Respondents who did not live or work Downtown and who reported going Downtown only once or twice in the last year were asked what kept them from spending more time Downtown. The most commonly mentioned reasons were a lack of desire to go Downtown, followed by a lack of parking, preferring other shopping areas, cost of parking and feeling that there was nowhere to go. Many residents reported a high use of computers, cell phones and the Internet;however,a majorityto get news aboutand information the City newspapers, radio and television. ■ Eight in 10 respondents reported that their household had a desktop or laptop computer with Internet. More than half of residents were most likely to use a desktop or laptop computer with Internet at home daily, a cell phone and a computer at work and the Internet on a cell phone to get news about the City. ■ The most frequently used means of obtaining information about the City was news media (6 in so respondents). One-quarter of residents used the City's website and City mailings to get news and information about the local City government. ■ Residents' level of familiarity with Minneapolis 311 was at its highest in 2012, with 70% indicating that they were "somewhat" or "very" familiar compared to 59% in 2008. ■ When asked how they got City of Minneapolis government news and information, compared to other sources fewer than 1 in 10 residents reported that they get government news and information from 311. positively.Those who had contact with City employees viewed their interactions Half of respondents reported having contacted the City in the 12 months prior to the survey to get information or services, which was more contact than in 2011 and less than residents in other communities across the country. ort of Rnslfits,i February 2013 Page 2 CW OhMinneopolls Resident Survey ■ More residents in 2012 than in 201.1 reported calling 311 to contact the City and fewer used the City's website. ■ At least three-quarters of respondents rated the employee's courteousness, respectfulness, knowledge and willingness to help or understand as "good" or "very good." These evaluations were similar to eon and similar to or below the national benchmark comparisons. higherin 2012 than in 2oiLi were happy with the public education in the Minneapolis i quality of public education had improved over the last two years. ■ Although more respondents in 20.12 than 2011 said that they were satisfied with public education in the Minneapolis Public Schools (MSP), satisfaction with MSP was much below the national benchmark. ■ Slightly more of respondents (one-third) felt quality of public education in Minneapolis Public Schools had improved than felt it had declined (one-quarter). Survey respondents voiced high levels of satisfaction with the overall quality of City provided by the City. IN Nearly all residents (96%) said that they were "satisfied" or "very satisfied" with the overall quality of City services, a rating that was much below the national average but above the selected cities benchmark. ■ Fire protection and emergency medical response, sewer services, 311 for City services and information, and park and recreation services were the top rated services. Repairing alleys, repairing streets, affordable housing development and mortgage foreclosure assistance were given the lowest satisfaction ratings. Providing quality drinking water, snow removal and repairing streets saw an increase in ratings from 2011 to 2012. ■ Of the 13 services that could be compared to the national benchmark, two were above or much above and four were rated similar to the nation. Seven services were rated much below ratings given to other communities across the nation. As in previous survey years, life and safety services were deemed the most important City services, and most to 2011. ■ Fire protection and emergency medical response, providing quality drinking water and Police services were rated as the most important services. More respondents in 2012 than in 2011 felt that garbage collection and recycling programs, cleaning up graffiti and animal control services were important. Although cleaning up graffiti and animal control services were believed to be less important than the other services, the importance of these services dipped in 20.11 but rose in 2012. dividedResidents were increased to maintain or improve "® 9 which was similar givenopinions 1 ° • Half of residents agreed that property taxes or fees should be increased to maintain or improve City services. About twice as many respondents "strongly" disagreed than "strongly" agreed with this proposal. ,Ffport of Reiuftsj Fgbrq ry' 920 f 3 alb+ oOW/nneo lrs Resident Survey .. as potential o b. of higher importance, were rated below the national benchmark and were more likely to influence resident opinions about a property tax increase than were other services. A series of analyses were conducted to uncover which City services were among the most important and perceived to be delivered with the lowest quality, as well as which service correlated most highly a willingness to support a tax increase. Residents who gave higher ratings to the key services (or "drivers") were more likely to support a tax increase to maintain or improve services, while those who gave lower ratings to the key services were less likely to support a tax increase to maintain or improve services. The key drivers for Minneapolis in 2012 were snow removal, providing quality drinking water, providing parks and recreation services and revitalizing Downtown. Because snow removal and providing park and recreation services were both below the national benchmark and were key drivers, these are services on which the City may want to focus resources for either maintaining or improving service levels to have the biggest payoff in resident willingness to pay for better or sustained service. OM1 • A majority of respondents were pleased with the overall direction the City is taking and with the job the City government does at effectively planning for the future and informing residents on major City issues. More residents in 2012 than in 2011 felt that the job the City does at effectively planning for the future was "good" or better, while fewer felt that the City does a "good" or "very good" job providing meaningful opportunities for citizen input. Of the three aspects of City government performance that could be compared to the national benchmark, the overall direction the City is taking was rated much above, providing opportunities for citizen input was similar and providing value for the taxes paid was below. ■ One in six residents reported experiencing discrimination in the 12 months prior to the survey, which was similar to previous years. w The 14% of respondents who indicated that their discrimination happened in dealing with the City were asked to provide the reason for the discrimination; "race" and "economic status" were the most frequently mentioned reasons. The City department most commonly involved in the discrimination was Police. The Police department received more complaints about discrimination in 2012 than in 2011. Choy° of klinn po{is Resident Survey SURVEY BACKGROUND The City of Minneapolis contracted with National Research Center, Inc. (NRC) to conduct a citywide resident survey. The Minneapolis Resident Survey serves as a consumer report card for Minneapolis by providing residents with the opportunity to rate the quality of life in the city, the community's amenities, service delivery and their satisfaction with local government. The survey also permits residents to provide feedback to government on what is working well and what is not, and to communicate their priorities for community planning and resource allocation. The focus on the quality of service delivery and the importance of services helps council, staff and the public set priorities for decisions and lays the groundwork for tracking community opinions about the core responsibilities of Minneapolis City government, helping to assure maximum service quality over time. This type of survey gets at the key services that local government controls to create a quality community. It is akin to private sector customer surveys that are used regularly by many corporations to monitor where there are weaknesses in product or service delivery before customers defect to competition or before other problems from dissatisfied customers arise. This is the sixth administration of the Minneapolis Resident Survey, including the baseline study conducted in 2001, and the fourth iteration conducted by NRC. SURVEY METHODS Phone numbers, both listed and unlisted, of Minneapolis residents were randomly selected for interviewing. (The technique for doing this is called "random digit dial," where the known telephone area codes and exchanges within an area are joined to randomly generated four -digit numbers.) A reverse directory look -up was conducted to find the addresses of as many of these phone numbers as possible. (Obviously, no address could be matched to unlisted numbers.) These addresses were then geocoded to determine with which community planning district the phone number was associated. Interviewed respondents were also asked for their address, or a nearby intersection or landmark, so that they could be placed within one of the districts, to allow examination of the survey results by district. Additionally, separate quotas based on racial groups and cell phone users (where a cell phone was their primary or only phone) were established to ensure that a representative number of these populations participated in the survey. Residents using Text Telephone (I TY, use of telephones for the hearing impaired) also were dialed. Interviewers who spoke Spanish, Vietnamese, Somali, Hmong, Lao and Oromo were available for this survey; five surveys were conducted in Spanish, two in Hmong, four in Vietnamese, two in Oromo, two in Somali and four in Lao. One-quarter of completed interviews were conducted with residents of color and another one-quarter were completed with cell phone users4. Although TTY capabilities were offered this year, no surveys were completed with TTY users. 4 A cell phone user represents a respondent who either only has a cell phone which was their primary phone or those who had a cell phone and a landline but their cell phone was their primary phone. EI *tV of d'` 'azes : o s Reseldent Survey Phone calls were made from October 11, 2012 to November 28, 2012. The overall response rate was 20%. For more information on the methodologies used for this study, please see Appendix IV.• Detailed Survey Methodology. UNDERSTANDING THE RESULTS HOW THE RESULTS ARE REPORTED For the most part, the "percent positive" is reported for in the report body tables and charts. The percent positive is the combination of the top two most positive response options (i.e., "very good" and "good," "strongly agree" and "agree," "very safe" and "somewhat safe"). Additionally, on many of the questions in the survey, respondents could answer "don't know" or "refused." The fall set of responses for each question, including "don't know," can be found in Appendix 11. Complete Set of Frequencies. The tables and graphs in the report body display the responses from respondents who had an opinion about a specific item. The "don't know" and "refused" responses have been removed from the analyses presented in the body of the report. This approach to presenting data is used in order to allow the fairest comparisons across items. Though a somewhat small percentage of respondents offer "don't know" for most items, inevitably some items have a larger "don't know" percentage. Comparing responses to a set of items on the same scale can be misleading when the "don't know" responses have been included. If two items have disparate "don't know" percentages (2% vs. 15%, for example), any apparent similarities or differences across the remaining response options may disappear once the "don't know" responses are removed. When the "don't know" responses are 2o% or greater, they are noted in the report body. Resident survey reports prior to 2005 for the City of Minneapolis included "don't know" responses in the report bodies. In this report, comparisons to data from previous survey administrations omit the "don't know" responses. For some questions, respondents were permitted to select multiple responses. When the total exceeds l00% in a table for a multiple response question, it is because the answers from some respondents are counted in multiple categories. When a table for a question that only permitted a single response does not total to exactly loo%, it is due to the customary practice of rounding percentages to the nearest whole number. "RESIDENT" AND "RESPONDENT" As the results of the survey are intended to reflect the City of Minneapolis population as a whole, the terms "resident" and "respondent" are used interchangeably throughout this report. CONFIDENCE INTERVALS It is customary to describe the precision of estimates made from surveys by a "level of confidence" (or margin of error). The 95 percent confidence level for the survey is generally no greater than plus or minus three percentage points around any given percent reported for the entire sample (1,378 completed interviews). For each community planning district from the survey, the margin of error rises to as much as plus or minus io% for a sample size of 94 (in the smallest district response) to plus or minus 7% for 1gg completed surveys (in the largest district o,fRevilts I Febru,atm F PagG 6 -- - ---- N'L.nY...b *d��+R �'F�"naniF M.rN u� aFt1�� e'a response). Where estimates are given for subgroups, they may be less precise. Generally the 95% confidence interval is plus or minus five percentage points for samples of about 400 to 10 percentage points for samples as small as .1oo. (For comparisons made across community planning districts, the margin of error is equivalent to that for the smallest group.) COMPARING SURVEY RESULTS OVER TIME AND BY SUBGROUP Because this survey was the sixth iteration of the resident survey, the current results are presented along with past ratings when available. If a question was not asked on a previous survey administration, that year does not appear in the figure. For comparisons by survey year, the margin of error is plus or minus four percentage points around any given percentage point, which means that differences from 2011 to 20.12 must be five percentage points or higher before they should be considered real changes in population sentiment. Finally, selected results for all Minneapolis residents were compared to results from subgroups of the population (community planning district and sociodemographics) in Minneapolis and are presented Appendix III. Crosstabulation of Select Survey Questions, and discussed throughout the report, COMPARING SURVEY RESULTS TO OTHER COMMUNITIES Certain kinds of services tend to be thought better of by residents in many communities across the country. For example, public safety services tend to be received better than transportation services by residents of most American communities. Where possible, the better comparison is not from one service to another in Minneapolis, but from Minneapolis services to services like them provided by other jurisdictions. This way we can better understand if "good" is good enough for Minneapolis service evaluations. In this report, comparisons are made to both the entire database ("national database") and a portion of the database ("select cities")$, featuring communities identified by Minneapolis, when available (jurisdictions to which Minneapolis was compared can be found in Appendix V.• Jurisdictions Included in the Database). Benchmark comparisons have been provided when similar questions on the Minneapolis survey are included in NRC's database and there are at least five jurisdictions in which the question was asked, though most questions are compared to more than five other cities across the country. Additional information on NRC's benchmarking database can be found in Appendix IV. Detailed Survey Methodology. Where comparisons for quality ratings were available, the City of Minneapolis's results were generally noted as being "above" the benchmark, "below" the benchmark or "similar" to the benchmark. For some questions — those related to resident behavior (for example, residents contacting the City in the last 12 months) -- the comparison to the benchmark is designated as "more," "similar" or "less". In instances where ratings are considerably higher or lower than the benchmark, these ratings have been further demarcated by the attribute of "much," (for example, "much less" or "much above"). These labels come from a statistical comparison of Minneapolis's rating to the benchmark where a rating is considered "similar" if it is within the margin of error; "above," "below," "more," or "less" if the difference between Minneapolis's rating and the benchmark is greater than the margin of error; and "much above," "much below," "much more" or "much less" if the difference between Minneapolis's rating and the benchmark is more than twice the margin of error. sAusffn, TX; Boulder, CO; Charlotte, NC; Denver, CO (City and County); Durham, NC; Oldahoma Cffy, OK; Porfland, OR. # i --ort c,,41Results...........�it..i . P t;.i. ,,.8 e 7 City of t✓! nneo olls Resident Survey SURREY FINDINGS QUALITY OF LIFE AND COMMUNITY Minneapolis residents were asked to evaluate a number of aspects regarding the quality of life and community in the city. Nine in io respondents rated the city as a place to live as "good" or "very good" and 8 in 10 felt that their neighborhoods were a "good" or better place to live. Ratings given in 2012 were similar to those given in 2011, although assessments of neighborhoods as a place to live have been slowly increasing since 2001. Ratings given by Minneapolis residents to these aspects of the community were compared to opinions of residents in communities across the nation and in select cities. Minneapolis as a place to live received ratings much above both benchmarks and neighborhood as a place to live was rated similar to the national benchmark (a comparison to select cities was not available). When results were compared across community planning districts, respondents from the Southwest and Central districts were more likely to give "good" or "very good" ratings to the City of Minneapolis as a place to live, while respondents from the Near North district were Iess likely to do so. Comparisons by demographic subgroup revealed that young males, people of color, renters and respondents with lower household incomes were less likely to give positive ratings to Minneapolis and their neighborhoods as a place to live (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE 1: MINNEAPOLIS AS A PLACE TO LIVE COMPARED OVER TIME 100% u 89%fl a = 86 /0 86 /° ° 75 /o 84 ( 79% 80% Sl % 7 %®.. _ $3A/o %_ o . 50% —4w—Overall, -Overall, how do you rate the City of Minneapolis as a place to live? ° ! - - Overall, how do you rate your neighborhood as a place to live? 25% I _.... 0% 2001 2003 2005 2008 2011 2012 Percent reporting "good" or "very good" FIGURE 2: MINNEAPOLIS AS A PLACE TO LIVE BENCHMARKS Minneapolis as a place to live Much above Much above Your neighborhood as a place to live Similar Not available .................................................................................._..-. Page 8 O;ly of Mdnneopolls Resident Survey When asked if they felt that Minneapolis as a place to live had gotten better, worse or stayed about the same in the two years prior to the survey, half of respondents felt it had stayed the same. One-third felt that Minneapolis as a place to live had gotten better and 13% said it was worse. Compared to 2o11, a higher proportion of residents in 2012 believed that the city as a place to live had gotten better (22% in 2011 versus 34% in 2012), while smaller proportions of respondents said that it had stayed the same (60% versus 53%, respectively) or gotten worse (18% versus 13%, respectively). Phillips residents, young males, Latino/Hispanic respondents and respondents earning $ioo,000 or more were more likely than other groups to feel that Minneapolis had gotten better as a place to live during the two years prior to the survey. Camden residents, respondents who were not Latino/Hispanic and those with incomes below $25,000 were more likely to feel that Minneapolis had gotten worse as a place to live over the past two years compared to their counterparts (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE 3: PERCEIVED CHANGE IN CITY LIVABILITY COMPARED OVER TIME Over the post two years, do you think Minneapolis has gotten bets,, gotten worse or stoyed about the some as a place to live? 2012 2011 2008 2005 2003 2001 Worse 1, Stayed the same Better 0% 25% 50% 75% 100% Percent of respondents The 2001 questionnaire asked respondents to rate changes In ikabli y over the past Three years versus the past two years. Page ._ .. City of MInneopo!% f,<esr ent Nearly all Minneapolis residents said that they were proud to live in the city and would recommend the city as a great place to live (95% and 94%, respectively, agreed or "strongly" agreed with each statement). These assessments were identical to those given in 2011L, when these questions were first asked. Although at least 9 in io respondents from each community planning districts agreed that they were proud to live in the City of Minneapolis, those representing the University district were somewhat less likely to feel this way. Respondents from the Central district and high-income residents were more likely to recommend the City of Minneapolis as a great place to live, while respondents from the Camden and Near North districts were less likely to do so. No differences were observed by respondent gender, age or ethnicity (see Appendix III. Crosstabulation of Select Survey Questions). FIGURE 4: PERCEPTION'S '.,F LIVING IN MINNEAPOLIS COMPARED OVER TIME am proud to live In the City of Minneapolis I would recommend the City of Minneapolis as a great place to live 0 of Results I February 2013 P5% a2012 2011 ?5% 4% 4% 0% 25% 50% 75% 100% Percent "agree" or "strongly agree" Page 1 City of Minneapolis Resident Survey Survey respondents were asked to identify the three biggest challenges facing Minneapolis over the nea=t five years. These responses were unprompted and respondents were able to give any answer. Many potential categories of response were available to interviewers; interviewers selected the one category that best fit each respondent's stated issue. Many respondents mentioned "other" items that could not be coded into a specific category. The three challenges mentioned most frequently by residents were public safety (32%), education (30%) and transportation -related issues including traffic, transit and parking (28%). One in five respondents mentioned housing, property taxes, maintaining public infrastructure and job opportunities as one of the three biggest challenges facing the City in the coming five years. Public safety and education also were the two most frequently mentioned challenges in 2oi1. More residents in 2012 than in 2011 felt that transportation -related issues (28% in 2012 versus 21% in 2011) and housing (21% versus 14%) were among the top three issues facing the City. Fewer in 2012 than in 2011 believed that education was one of the three biggest concerns facing the City in the next five years (30% in 2012 versus 35% in 2011). FIGURE 5; BIGGEST CHALLENGES MINNEAPOLIS WILL FACE COMPARED OVER TIME �In your opinion, what are the three biggest challenges Minneapolis will face in the next five years? 2012 2011 2008 2005 2003 2001 Public safety 32% Education 30% Transportation related issues - Includes traffic, transit NA and parking i 28% Housing ° 21% Property Taxes 20%. Maintain public Infrastructure - Including bridge and NA 28% 44% ; 44% 42% 36% 35% 29% ; 38% , 29% ; 30% 21% ' 37% i 35% ; 32% 30% 14% ; 26% 30% ! 24% 47% 21% ; NA NA NA NA road maintenance 19% 23% 16% ; NA NA NA Job opportunities 17% i 21 % 17% 17% NA NA Economic development 15% 19% 26% . 21 % 24% 22% Growth 8% 7% ! 11% 10% , 9% 8% City government 6% 8% 9% 10% ; 38% : NA Foreclosure 1% ; _._._......._-...6.......% 2% 7% NA NA. NA Other ; 37% 40% ` o 29% Q_ ......o. 43% ' 15% _...o.,_ 29% Total may exceed ?DO% as respondents were able to choose more than one response, tga,�rf_ t J s l s rra rr7 1 _ Several questions on the survey addressed respondents' opinions about their neighborhoods and their residences. The survey also assessed respondents' intentions, if any, of moving out of their current residence in the next two years. Overall, at least three-quarters of respondents agreed or "strongly" agreed with each of the positive statements about their neighborhoods. The statements most respondents agreed with were "street lighting in my neighborhood is adequate" (86%) and "my neighborhood has a good selection of stores and services that meet my needs" (85%). Slightly fewer (77%) agreed that their neighborhoods supported a healthy lifestyle, a question that was new to the 2012 survey. When compared to 2011, ratings generally remained the same. However, a higher proportion of residents agreed or "strongly' agreed that their neighborhoods had a good selection of stores and services that met their needs (85% in 2012 versus 76% in 2011). Agreement with this statement has increased steadily since 2001. One of the six statements could be compared to the national benchmark. Ratings for "my neighborhood is a safe place to live" received ratings that were much below the national average. (A comparison to select cities was not available.) Compared to other groups, young females, people of color and respondents from the Near North district were less likely to agree with most statements regarding the safety and quality of their neighborhoods, including "people in my neighborhood look out for one another" and "my neighborhood is clean and well maintained." Respondents from the Southwest district and those with higher household incomes than those from other districts were more likely to agree with these statements (see Appendix III: Crosstabulation of Select Survey Questions). Poge 12 City of Uhneopolis Resident Survey FIGURE 6: NEIGHBORHOOD PERCEPTIONS AND IMAGE COMPARFID OVER TIME lVow Pm going to read some statements. For each, please ti -911 me whether you strongly agree, agree, dlsagree, or strongly disagree with each statement, Street lighting in my neighborhood is adequate My neighborhood has a good selection of stores and services that meet my needs My neighborhood is a safe place to live People in my neighborhood look out for one another My neighborhood is clean and well- maintained My neighborhood supports a healthy lifestyle 86% 82% 84% 79% 80% W 85% 76% 76% 75% 70% 69% 84% 85% 84% 83% 82% is 82% F83% 81% 79% 77% 77% 75% 82% 83% 84% 85% F82% 80% 77% 0% 25% 50% 75% 100% Percent "agree" or "strongly agree" FIGURE 7: NEIGHBORHOOD SAFETY BENCHMARKS u 2012 z2011 2008 * 2005 * 2003 2001 National Selected cities companson comparison My neighborhood Is a safe place to live Much below Not available Report of Results I February 201- Page 13 City of Minneopolls , i ° art Survey Seventy-two percent of respondents felt that their current residence was "just the right size" based on the needs of their household, 22% felt that the size of their current residence was "too small" and 6% felt their residence was "too big." Respondents' evaluations of the size of their current residences were similar to previous years. When results were compared by respondent subgroups, residents from the Near North and Northeast districts, older respondents, people of color, homeowners and longer-term residents of Minneapolis were more likely to report that their current place of residence was "just the right size" based on their household's needs. Younger respondents, renters and residents of Camden and Powderhorn more often reported that their residence was "too small" compared to other groups (see Appendix III. Crosstabulation of Select Survey Questions). FIGURE 8: SIZE OF CURRENT RESIDENCE COMPARED OVER 1IME 2012 r6W 2008 2005 •� _ _ - -•' • - -r - -� -•e n 7017 • + iQ. Too small Just the rlcaht size Too bia 0% 25% 50% 75% 100% Percent of respondents TXrec art of 1 --------------- Page 14 C1t,✓ of hArInneopo{}s Resident Suway Nearly all residents agreed or "strongly" agreed (95%) that the location of their house or apartment was convenient for their household's needs and that the physical condition of their home was adequate for the needs of their household (92%). Eight in 10 agreed that their housing costs were affordable and within the household's budget. One-third of respondents said that they intended to move within the neat two years; however, a similar proportion "strongly" disagreed with this statement (see Appendix H. Complete Set of Frequencies for a full set of responses). These ratings were similar when compared to 2011. Males, homeowners and residents from the Central district were more likely to agree that their housing costs were affordable and within their household's budgets than were respondents from other groups. Renters, people of color and Camden residents were Iess likely to agree that the location of their house or apartment was convenient or that the physical condition of their house was adequate for their household's needs. Younger respondents, people of color, renters and Phillips district residents were more Iikely to indicate an intent to move within the next two years than were their counterparts (see Appendix III. Crosstabulation of Select Survey Questions). FIGURE 9: PERCEPTIONS OF CURRENT PLACE OF RESIDENCE COMPARED OVER TIME The location of my house or apartment is convenient for my household's needs (e.g., work, school, etc.) The physical condition of my house is adequate to meet my household's needs My housing costs (e.g., rent or mortgage payment plus utilitles) are affordable and within my household's budget I intend to move within the next two years ort of Results II Pe ruary 2013 95% " 2012 )4% w2017 2% 2008 3% E 200 Y° 0% 25% 50% 75% 100% Percent "agree" or "strongly agree" City of Minneapolis resident Survey Those who "strongly" agreed that they intended to move in the next two years were asked two follow-up questions about where and why they planned to move. One-quarter of respondents each said they planned on moving outside Minneapolis but within the metro area (28%), to another Minneapolis neighborhood (25%) or out of state (22%). More residents in 2012 than in 2011 who indicated that they planned on moving said that they were moving outside of the city but within the metro area (28% versus 16%, respectively). A smaller proportion in 2012 than in 2011 identified that they intended to move to another location within the same neighborhood (14% versus 21%) or outside the Minneapolis metro area (7% versus 18%). FIGURE 10; INTENDED LOCATION OF MOVE COMPARED OVER TIME Which one of file following best describes where you intend to move? Outside Minneapolis but within the metro area To another neighborhood in Minneapolis Out of state To another location within the same neighborhood Outside the Minneapolis metro area Some other location ;gni 2012 ot,2011 2008 0% 25% 50% 75% 100% Percent of respondents This question Kos asked only of those who reported "strongly agree' when asked If they Intend to move within the next two years. This follow-up question was added to the survey in 2008. ?srrrff INsuts.._F'r?kfor°.2013 Page 1,6 C1,y of MInneo olls Resident When asked to specify why they intended to move, respondents were able to answer in their own words, although a list of potential categories of response was available to interviewers who then selected the one that best fit each respondent's answer. The most frequently mentioned response by those who planned on moving from their current residence in the next two years was "some other reason" than the categories listed. One in six said their reason for moving was a desire to live somewhere else (16%). One out of io respondents indicated family, better schools and financial reasons as their motive for moving from their current residence. Compared to 2011, the proportion of respondents in 2012 selecting each reason for moving generally was similar. However, fewer respondents in 2o12 than in 2011 cited family (1o% versus 15%, respectively) and finances (8% versus 15%) as reasons for moving. FIGURE � 1: REASON FOR INTENDED MOVE COMPARED OVER TIME Some other reason Just want to live somewhere else Family Schools - I want to get my child(ren) into better schools Financial reasons Work Current property taxes are too high Children are grown/moved out - dont need the big house anymore a 2012 _!2011 2008 0% 25% 50% 75% 100% Percent of respondents This question was asked only of those who reported'strongly agree" when asked if they intend to move wfthin the next two years. This follow-up question was added to the survey in 2008. dy of klinneopolls Resident Survey A number of survey questions measured respondents' attitudes about Downtown Minneapolis including living and working there, the frequency of visits, reasons that keep them from visiting and feelings of safety. As in previous years, a majority of respondents (77%) in 2012 indicated that they neither lived nor worked in Downtown Minneapolis. Thirteen percent said they worked Downtown, 7% lived Downtown and 4% said they both live and work Downtown. These results generally have remained stable over time. FIGURE 12LIVING AND WORKING IN DOWNTOWN MINNEAPOLIS COMPARED OVER TIME Neither r1�3 Live Both 0% 25% 50% 75% 100% Percent of respondents t4 2012 im 2011 2008 2005 o 2003 iff, 2001 In 2004, respondents were only asked If they worked Downtown, therefore a no" response !n 2009 Is shown as equNalent to "neither' In subsequent years, although some of them may have Wed downtown. cr"f s f es alis ? e ar"t-orY 201 t...._ Page 18 G-l"Py of Minneopolls ResIdent Survey Those who reported that they neither Iived nor worked Downtown were asked how often in the last year they had visited Downtown Minneapolis. Nearly all residents reported visiting Downtown at least once in the 12 months prior to the survey, with one-third indicating they had done so 26 times or more (see Appendix II: Complete Set of Frequencies). This was similar to the frequency of visits in previous years. FIGURE 13: FREQUENCY OF VISITING DOWNTOWN MINNEAPOLIS IN THE LAST YEAR COMPARED OVER TIMF In the lost year, how of fen, if ever, did you go Downtown? 100% 90%0 _... - - 90%.._.°l9. 94% 75% .. 50% . 25% 0% ---- fi .... ®_ 2001 2003 2005 2008 2011 2012 Percent of respondents who did not live or work Downtown who reported visiting Downtown at least once in the last year The surveys from 2003 and later asked this question of only those people who did not We andlor work Downtown. The 2001 survey asked this question only of people who did not work Downtown. 1.�o�rt cif ��'e_�r�ts �ar'rar'F� 21�i.3 Page 19 CW o;Minneapolls Residgnt Suivey Respondents who did not live or work Downtown and who reported going Downtown only once or twice in the last year were asked what kept them from spending more time Downtown. This was an open-ended question where respondents were able to give more than one answer. Many potential categories of response were available to interviewers and they selected the ones that best fit each respondent's stated response. Many residents mentioned "other" items that could not be coded into a specific category. The most commonly mentioned reasons were not wanting to go Downtown (26%), followed by a lack of parking (17%), preferring other shopping areas (14%), cost of parking (13%) and feelings that there is nowhere to go (12%). Fewer cited getting lost, the expense of going Downtown and a lack of cleanliness as reasons for not visiting. Overall, the proportion of respondents selecting each reason in 2012 was similar to 2011. More residents in 2012 than in 2011 indicated preferences for other shopping areas (14°x6 versus 7%) and safety (io% versus 4%) as deterrents to visiting Downtown. FIGURE 14: REASONS FOR NOT SPENDING MORE TIME DOWNTOWN COMPARED OVER TIME What are the major reasons that keep you from spending more time Downtown? 2012 2011 2008 2005 2003 2001 Don't want to o downtown g i 26 /° � ° 25,6 ° 26 /° � ° ' 14 /o i 0 ° 0 /° ° 0 /° Lack of parking ; 17% ; 17% 13% , 20% 36% 33% Prefer other shopping areas 14% 7% , 8% i 10% 17% 23%° Cost of parking i 13% 11% 13% i 16% 0%: 0% Nowhere to go 12% ; 15% # 15% ` 7% i 16% 30% Traffic (congestion/construction, etc.) 10% ; 12% 8% 7% : 13% ; 18% Safety ! 10% ; 4% ` 13% ? 10% ; 7% 0%_ General dislike I 8% 6%; - 2 /0 3% ; 2% 0% Get lost/hard to find way around/one-way streets are confusing, etc. 4% 4% E 4% 2% ' 0% 0% Epensive r 2% 3% ; 2% ; 5% 11% 7% 0% i 1%: 0% Other 32% ' 37% 28% 30% j 30% 26% This question was asked only of those who did not We or work Downtown and who reported going Downtown only once or twice In the last year. Totals may exceed 100% as respondents were able to choose more than one response. "Other" responses were not recorded and not available for ona"Is. __.............................. __. Page 20 City of lWinneopofis Resident Survey DOWNTOWN SAFE All respondents were asked how safe they felt in Downtown Minneapolis. Nine in io respondents indicated that they felt "somewhat" or "very" safe Downtown. This was similar to what was reported in 2oii and similar to the national benchmark (a comparison to select cities was not available). Feelings of safety downtown were similar across the community planning districts and few differences were found by respondent characteristics. However, Latino/Hispanic residents were more likely to feel safe in downtown Minneapolis than non-Latino/Hispanic (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE I b: SAFETY OF DOWNTOWN MINNEAPOLIS COMPARED OVER TIME 100% . _ _ _..- ....- - --.- 93%1 .... 86% 87% 89% 81% eee 75% , 50% 25% .1 0% 2001 2005 2008 2011 2012 Percent reporting "somewhat safe" or "very safe' Please note that the 2001 survey asked respondents how safe they felt walking through downtown during evening hours; the 2040, 2008 and 2005 surveys asked how safe respondents felt In downtown Minneapolis. This question was not asked on the 2003 survey. FIGURE 16: DOWNTOWN SAFETY BENCHMARKS National comparison Selected cities com Safety In downtown Minneapolis Similar Not cvailclible 1� IJ of 1?PSU1t-q FebTU0r1 »103 _. Cs; 001 Mrnne palls Resident Survey ACCESS TO (FORMATION A couple of new questions were added to the 2012 survey to learn about the availability and use of technology and the Internet in Minneapolis households. Additionally, respondents were asked how they get information and news about the City government. Most respondents (82%) stated that their households had a desktop or laptop computer with Internet. Compared to other groups, older respondents, people of color, respondents earning less than $25,000, renters, long-term residents and those from the Northeast and Phillips districts were less likely to report having a computer with Internet in their household (see Appendix III. Crosstabulation of Select Survey Questions). FIGURE' 7: COMPUTER IN HOUSEHOLD No 18% Yes 32% �L�22rf f Ppmjlls j FeqLa c,'y, Page 22 o' Minneo olr's Resident Survey In 2012, survey respondents were asked about their use of a number of devices. GeneraIIy, respondents said either they used each device daily or that they never used it. Residents were most likely to use a desktop or laptop computer with Internet at home on a daily basis (70%), followed by a cell phone (64%), a computer at work (55%) and the Internet on a cell phone, BlackBerry or iPod Touch (40%). While 40% of respondents reported daily use of the Internet on a cell phone, BlackBerry or Wod Touch, 49% reported never using this type of device. Respondents were the least likely to have used a tablet computer, such as an Wad, with Internet (69% reported never using this) or a computer in a public place like a library, park or public computer lab (57% never used). FIGURE M USE OF TECHNOLOGY How often, if ever, do you use each, of Me reflowing on a scale of nevei� less Man once a month, weekly +r A desktop or laptop computer with Internet at home A cell phone A computer at work The Internet on a cell phone, BlockBerry'or iPod Touch A tablet computer with Internet, like an iPad, etc. A computer in a public place like a library, park or public computer lab Daily Weekly to less than once aE month Never 0% 25% 50% 75% 100% Percent of respondents �,CaL ct e UJ S )u oary2013 Page 23 City° of r 1nnecipolls Resident Also new to the 2012 survey was a question asking residents how they get information and news about the Minneapolis City government. Respondents could list more than one information source. A majority of respondents (65%) stated news media such as newspapers, radio and television as their source for information about the City. One-quarter cited the City's website and City mailings as avenues for news and information about the local government. One in 10 or fewer mentioned any of the other information sources as ways they learn about City news. FIGURE 19: SOURCES USED FOR GOVERNMENT INFORMATION AND NEWS News media: newspapers, radio, television City of Minneapolis website Mailings from the City Social media: Facebook, Twitter, FourSquare Other emails from the City 311 Emails from elected officials City cable channels 14 and 79 Other 0% 25% 50% 75% 100% Percent of respondents Total may exceed 400% as respondents were able to choose more than one response. Residents' level of familiarity with Minneapolis iii was at its highest in 2012, with 70% indicating that they were "somewhat" or "very" familiar. While this is similar to what was reported in 2011, familiarity has increased since this question was first asked in 20o8. Females, homeowners, high-income respondents and respondents from the Near North and Northeast districts were more familiar with Minneapolis 311. Respondents living in Minneapolis for less than five years and those from the Phillips district were less familiar than other groups (see Appendix III. Crosstabulafion of Select Survey Questions). FIGURE 20: FAMILIARITY WITH MINNEAPOLIS 311 COMPARED OVER TIME How familiar or unfariniifar are you tA� , lffi ,7egpo!!s 3112 100% 75% ° 67% 70% _. _. 50% 25% 0% 2008 2011 2012 Percent reporting "somewhat familiar" or "very familiar" 1�2p4. rt od ReSi..kifS a .,22. y20 "1 , _. Page 24 Uy of'AInn o is i�0si ort Survey NT T WITH THE CITY Contact with the City, including City employees, the website and emergency services, was measured. Half of respondents reported having contacted the City in the 12 months prior to the survey to get information or services. This was an increase in the rate of contact from 2011 but was less contact than what was reported by residents in other communities across the country (a comparison to select cities was not available). Homeowners, respondents earning $1oo,000 or more and Near North residents were more Iikely to have contacted the City to get information or services in the 12 months prior to the survey. Renters, respondents earning less than $25,000, those living in Minneapolis for less than 5 years and Central residents were less likely to have contacted the City than other groups (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE 21: CONTACT WITH THE CITY COMPARED OVER TIME 100% 75% 25% ,. 0% 50% 39% 38% 39% 39% 2001 2003 2005 2008 2011 2012 Percent reporting "Yes" FIGURE 22: CONTACT WITH CITY B National comparison Selected oonths? Less Not availab Re wt of Results I February 2013 of Minneapolis Resident Survey Compared to 2011, more residents reported using the City's 311 telephone number to contact the City (4o% in 2011 versus 48% in 2012) and fewer used the City's website (29% in 2011 versus 21% in 2012). Use of the other modes of contact stayed the same overtime. FIGURE 23: METHOD OF CONTACT AMONG THOSE WITH CONTACT COMPARED OVER TIME How did you contact the City*) (Percent of respondents.) 2012 2011 2008 ; 2005 2003 2001 By telephone - 311 48% i 40% 46% By telephone - other number 42% 43% 48% 73% 83% 90% Visit the Cl-h/s website 21 % 29% 22% 22% 32% NA By email-ofher email 9% By email -31 1 4% 8% 14% 10%13% 18% In person 8% 11% 12% 16% 24% 24% By mail 2% 1 % 7% 3 4% 10% 10% Used the 311 mobile app I °/®f NA NA NA NA NA Other 2%! 2% 3% 2% NA NA This question was asked only of those who said they had contacted the City In the lost 12 months. Total may exceed 100% as respondents were able to choose more than one response. Prior to the 2012 survey, the response options By emcl/-31 1" and "By email -other emir were one item: "By emoll " ort of Resu1tL_±§LL)LC/n-rY 2013 Page 26 of MIn G polls ResIdent Survey Residents who contacted the City were asked to evaluate several aspects of the employee with whom they interacted. Overall, Minneapolis City employees were given positive reviews, with at least three-quarters of respondents rating each characteristic of their interaction as "good" or "very good." The employee's courteousness (89%), respectfulness (87%), knowledge (85%) and willingness to help or understand (84%) were given the most favorable assessments. Residents found it slightly more difficult to get in touch with the employees (77% gave "good" or "very good" ratings). It is worth noting, yet not surprising, that 72% of respondents said "don't know" when rating the City employee's willingness to accommodate the need for foreign language and/or sign language interpreting. Responses presented in the body of the report are for those who had an opinion. The full set of responses for each question, including "don't know," can be found in Appendix H. Complete Set of Frequencies. Ratings given in 2012 were similar to 2011. Where comparisons were available to the various characteristics of the employee, Minneapolis residents generally gave ratings that were similar to or below the national benchmark comparison. (Comparisons to the select cities benchmark was not available.) Overall, respondents from the Camden, Central and Phillips districts were less likely to rate characteristics of City employees (such as knowledge, courteousness and the timeliness of their response) as "good" or "very good" when compared to respondents in other districts. Central residents were less likely to give positive ratings to City employees' willingness to accommodate the need for foreign language and/or sign language interpreting, as were young females, lower income residents and those living in Minneapolis for 20 years or more. Latino/Hispanic respondents and people of color gave less favorable ratings of employees' willingness to help or understand (see Appendix IIT: Crosstabulation of Select Survey Questions). FIGURE 24: CITY EMPLOYEE RATINGS COMPARED OVER TIME Please tell me how you would rate each of the following characterlstics of the City employee wlth which you most recently had contact, using the scale very good, good, only fair or poor. (Percent reporting "good" or "very good.") 2012 2011 2008 2005 2003 2001 Courteousness 89% 88% ; 90% : 81% i 95% NA Respectfulness 87% 90% ; 88% . 83% NA NA Knowledge ' 85%ti 86% ; 83% ; 79% NA : NA Willingness to help or understand 85% 83% 85% ' 72% ; NA 80% Willingness to accommodate the need for foreign language and/or sign language interpreting 84% 86% 80% ! 78% ! NA NA Timely response 81% 79% i 79% : 70% 81% : 75% Ease of getting in touch with the employee ; 77% 78% ' 77% 65% 75% NA This question was only asked of respondents who had contacted the City in the last 12 months. Question wording differed slightly on the 2001 and 2003 questionnaires: the questions asked how satlsfled respondents were with the time It took to reach the right person and how saflsfied respondents were with the helpfulness of the City employee. The scale used in 2001 was: satisfied, very satisfied, dissatisfied, very dlssatlsfieo;, the scale used in 2003 was yes or no when asked ff they were satisfied with the characteristic of the employee. Page 27 f y of,"Anneopolls Resident Survey FIGURE 25; CITY EMPLOYEE BENCHMARKS National comparison Selected cities comparIson Knowledge Below Notavailable Courteousness Similar Nof available Timely response Similar Not available Ease of getting in touch with the employee Much below Not available Willingness to help or •- a • Similar Notavailable Residents who reported contacting the City through visiting the City's website were asked to evaluate three aspects of the site. The usefulness of the information found received the most favorable responses, with 84% giving "good" or "very good" ratings. Three-quarters felt that the design and graphics of the website was "good" or better and 69% said the ease of use was "good" or "very good." More respondents who had used the City's website in 2012 than in 2011 felt that the usefulness of information was "good" or "very good." Ratings for the design and graphics and the ease of use were similar compared to 2oii. FIGURE 26; CITY WEBSITE RATINGS COMPARED OVER TIME Usefulness of information Design and graphics 84% m 2012 )% 02011 84% 2008 19% Le 2005 0% 25% 50% 5 75% 100% Percent "good" or "very good" This question only was askew' of respondents who had contacted the City via its website. R ort of Result 2013 ........... _w_..._.... ............................ .._ — Page 28 CW of Mrinappolls Resident Survey Two questions were included on the 2012 survey asking respondents how they typically got snow emergency information and what sources of information they used to understand snow emergency rules and to know where to park during a snow emergency. Respondents could indicate more than one source for this information. Residents most often used the radio or television (49%) and the automated phone call from the City (44%) to find out that a snow emergency has been declared. Fourteen percent cited some "other" source of information. Less than 1o% of respondents mentioned the other methods for determining if a snow emergency has been declared. While radio and television and an automated phone call from the City remained the two most frequently mentioned responses in 2012, more residents in 2012 than in 2011 said they find out about snow emergencies through radio and television (49% versus 24%). Increases also were seen in the use of newspapers (8% versus 1%) and text messages from the City (6% versus 1%) to get snow emergency declarations. FIGURE 27. METHOD OF FINDING OUT ABOUT SNOW EMERGENCIES COMPARED OVER TIME lr i! i i rl 4 i Radio or television Automated phone call from the City Newspapers Word of mouth/frienclVamily Email notification from the City Text message from the CW I check the City website I call 348 -snow Facebook message from the City I don't have a car so this doesn7 apply to me I have off-street parking so this doesn't apply to me Email notificaflon from other than City I call 311 Twitter feed from the City Other ,a 0% 25% 50% 75% 100% Percent of respondents Total may exceed 100% as respondents were able to choose more than one response. This was changed to a multiple response question in 2012. In 2014, respondents could only provide one answer. of MInnoopolls f,esldent Survey When asked about the sources of information used to get snow emergency rules and to know where to park, respondents turned to the radio or television (20%) and the City's website (17%). One in io indicated that they either did not have a car (13%) or that they had off-street parking (10%) so knowing these rules and where to park did not apply to them. Four in 10 residents indicated some "other" source for this type of snow emergency information. Overall, responses were stable over time. However, more respondents in 2012 than in 2011 said they used radio or television (20% versus 13%, respectively) to get snow emergency information and fewer used the 348 -SNOW phone line (7% versus 13%). FIGURE 28: INFORMATION SOURCES FOR SNOW EMERGENCY RULES COMPARED OVER TIME What informatr'or; source do you use to understand the Snow Emergency rules and to know where to park? Radio or television City of Minneapolis websito I don't have a car so this doesn't apply to me have off-street parking so this doesn't apply to me 348 -snow phone hotline Word of mouth/friends/family Newspapers 311 Snow emergency email subscription Facebook messages from the City Twitter feed from the City Other 0% 25% 50% 75% 100% Percent of respondents Total may exceed 700% as respondents were aple to choose more than one response. This was changed to a multiple response question In 2072. In 2077, respondents could only provide one answer. Pogo 30 Cl;/ of Minneapolis Resident Survey Residents were asked to indicate whether they had contact with various emergency services in the two years prior to the survey. Those who had contact with each service were asked to rate their level of satisfaction with the professionalism of the staff from those service. Respondents reported the highest levels of contact with Police (40%), followed closely by 911 operators (36%) and 311 agents (36%). One in five said they had contact with the Fire Department in the last two years. Rates of contact in 2012 were similar to those in 2011, except for contact with the Fire Department which increased slightly. Those who had contact with emergency services were most satisfied with the professionalism shown by the 311 agent (95%"satisfied" or "very satisfied"), the Fire department (94%) and the 911 operator (92%). These ratings were similar to 2011. Three-quarters said they were at least "satisfied" with the professionalism shown by the Police Department staff, which was lower than what was reported in 2011(83% "satisfied" or "very satisfied"). Comparisons were available for the professionalism of the Fire Department and 911 operator, which were much below the national benchmark (comparisons to select cities were not available). FIGURE 29: CONTACT WTH EMERGENCY SERVICES COMPARED OVER TIME Now ! muld like to -ask c series of questions related to City services. in the post T�� fo !; aorv, have you had Police 311 agents 911 operators The Fire Department 40°,6 38% 6,% 41% 3 I i ra, ij.. 45% 36% 36% 27% 36% 32% 32% 32% 33% 33% h s 18% 13% 12% 10% I.�'Y�k✓a' y d/ ! 13 0/c, 0% 25% 50% 75% Percent reporting 'yes" This question was not asked In 2003 or 2001, and 2008 was the first year to Include "311 agents" a20T2 2011 2008 2005 2003 .::2001 100% _................ .w _.... ------------------------- .., ------------------ Page 31 Orly of N'tinneopoUs )Resident Survey FIGURE 30: SATISFACTION WITH EMERGENCY SERVICES COMPARED OVER TIME How satisfied were you with the professionalism shown by the 311 agent? How satisfied were you with the professionalism shown by the Fire Department staff including firefighters? How satisfied were you with the professionalism shown by the 911 operator? How satisfied were you with the professionalism shown by the Police Department staff including police officers? 16% ?6% ?6% 1% P6% 99% 97% 98% 98% 10 0% 25% 50% 75% 100% Percent "satisfied" or "very satisfied" This question was only asked of respondents who had contacted each CYy servIceldepartment FIGURE 31: SATISFACTiON WITH EMERGENCY SERVICES BENCHMARKS v2012 22011 2008 A 2005 0 2003 RN,` 2001 National Selected cities comparison comparison Satisfaction wffh the professionalism shown by the Fire Department staff including firefighters Much below; Not available Satisfaction with the professionalism shown by the Police Department staff including police officers Much below' Not available Satisfaction with the professionalism shown by the 911 operator Not available:: Not available Yt ts a Resul Febru ry 20 1� 3 - - -------- L ---------- ------------------------ — ------------------------ Page 32 QV of MhInneopofis Res1dent Survey As in 2011, Minneapolis residents responding to the survey were asked to rate their level of satisfaction with public education (kindergarten through 12th grade) in the Minneapolis Public Schools as well as the degree to which the quality of public education has improved, if at all, the two years prior to the survey. Six in 10 respondents said that they were "satisfied" or "very satisfied" with public education in the Minneapolis Public Schools. (However, 26% said "don't know" when asked to rate the quality of public education (K-12) in the Minneapolis Public Schools. The full set of responses for this question, including "don't know," can be found in Appendix II: Complete Set of Frequencies.) The level of satisfaction in 2012 was higher than what was reported in 2011 but was rated much below the national benchmark comparison (a comparison to select cities was not available). Compared to other districts, Nokomis residents were more likely to be satisfied with public education in the Minneapolis Public Schools, while University and Camden residents were less likely to be satisfied. In addition to differences between districts, comparisons by sociodemographic groups revealed that Latino/Hispanic respondents, young females and those living in Minneapolis less than five years were more likely to be satisfied with public education (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE 32: SATISFACTION WITH PUBLIC EDUATION COMPARED OVER TIME Please tell me how satisfied or dissatisfied you are with public education (kindergarten through 12th grade) in the Minneapolis Public Schools. IGURE 33: PUBLIC SCHOOLS BENCHMARKS m 2012 0% 25% 50% 75% 100% Percent "satisfied" or "very satisfied" 2011 National -a cities comparison as a Public education (Idnae •a a s grade) e Minneapolis a o below available of RosUlts February 2013 Page 33 of Minnappolls R esfden, Survey When asked to evaluate the change, if any, in the quality of public education in Minneapolis Public Schools, one-third of respondents felt it had improved and one-quarter said it had declined. Four in 10 residents felt that the quality of public education had stayed the same over the last two year period. (Thirty percent of respondents selected "don't know" when asked to rate the change in the quality of public education (K-12) in the Minneapolis Public Schools over the last two years. The full set of responses for this question, including "don't know," can be found in Appendix H. Complete Set of Frequencies.) More respondents in 2012 than in 2o1i felt that the quality of public education improved (32% versus 24%, respectively) or stayed the same (39% versus 34%) in the two years prior to the survey, while fewer said it had declined (28% in 2012 versus 42% in 2011). Calhoun -Isles residents were more likely to feel that the quality of public education in the Minneapolis Public Schools had improved in the two years prior to the survey, compared to University residents who were more likely to feel that it had declined during this time. Latino/Hispanic respondents, young females and those living in Minneapolis less than five years were more likely to perceive improvement in City public education the last two years (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE 34: CHANGE IN QUALITY OF PUBLIC EDUCATION COMPARED OVER TIME K _ • • • - a �r r, ._ of groc"ej1,201) the Minneapolis o o 2012 2011 m Improved t�,Stayed the same Declined 0% 25% 50% 75% 100% Percent of respondents E!���ResuHs I February 2013 Page 34 City of a inneo oils Resident In addition to rating the overall quality of City services (a new question on the 2012 survey), participants were read a list of 23 individual services provided by the City of Minneapolis government and asked to rate their level of satisfaction with each. Residents also were asked to help the City prioritize services, given the increasing financial challenges in City service delivery. Minneapolis residents were satisfied with the overall quality of services provided. About one out of five said that they were `very satisfied" with the overall quality of services and four out of five said that they were "satisfied." Only 3% of respondents voiced dissatisfaction with the overall quality of City services. This rating was much below the national average and above the selected cities comparison. When ratings of satisfaction with City services overall were compared by respondent demographics and community planning district, white, non-Latino/Hispanic respondents and respondents from the University district were more likely to be satisfied with the overall quality of City services (see Appendix III: Crosstabulation of Select Survey Questions). FIGURE 35: OVERALL QUALITY OF CITY SERVICES Very dissatisfie 0% Dissatisfied 3% Very satisfied 17% Satisfied 79% FIGURE 36: OVERALL SATISFACTION WITH CITY SERVICES BENCHMARKS ationi Comparlson Selected cluescomparison Clty services overall Much below Above Page-, 35 Overall, 60% or more of respondents said they were "satisfied" or "very satisfied" with the individual City services (Figure 37 on the following page). Nearly all residents were pleased with fire protection and emergency medical response (98% "satisfied" or "very satisfied"), providing sewer services (96%), 311. for City services and information (96%) and providing park and recreation services (95%). The services respondents voiced less satisfaction with included dealing with problem businesses and unkept properties (71%), repairing alleys (71%), repairing streets (70%), affordable housing development (70%) and mortgage foreclosure assistance (60%). More than 20% of respondents selected "don't know" when rating the quality of the following City services: preparing for disasters, affordable housing development, dealing with problem businesses and unkept properties, animal control services, providing park and recreation services and 311 for City services and information. For a full set of responses to these questions, including "don't know," please refer to Appendix IL• Complete Set of Frequencies. When compared to 2011, satisfaction with most City services remained stable. However, three services saw increases in satisfaction ratings: providing quality drinking water (88% "satisfied" or "very satisfied" in 2011 versus 93% in 2012), snow removal (66% versus 80%) and repairing streets (40% versus 70%). The improvement in snow removal ratings could be due, in part, to the mild 2011-2012 winter in Minneapolis. Thirteen of the 23 services could be compared to the national benchmark (see Figure 38 on page 38). Affordable housing development and maintaining safe and accessible sidewalks were given evaluations above or much above the national benchmark comparison. Providing quality drinking water, animal control services, keeping streets clean and repairing streets each received a rating similar to the national average. Seven services were rated much below ratings given to other communities across the nation: fire protection and emergency medical response; providing sewer services; providing park and recreation services; Police services; garbage collection and recycling programs; traffic signals, signage and pavement markings for pedestrians, bicycles and vehicles; and snow removal. Only one service (Police services) was available for comparison to selected cities, which received a rating below the benchmark. Respondents from the Near North district were less likely than those from other districts to report being "satisfied" or "very satisfied" with a number of City services, including affordable housing development, Police services, sewer services and protecting the health and well-being of residents. Respondents from Camden were less likely to be satisfied with City efforts to revitalize neighborhoods, keep streets clean and clean up graffiti. In general, Latino/Hispanic respondents held more favorable views of individual City services, including providing quality - drinking water and protecting the environment (see Appendix III: Crosstabulation of Select Survey Questions). Pogo 36 xtyoffvfnneapal! rasident FIGURE 37: CITY SERVICES QUALITY RATINGS COMPARED OVER TIME Please fell me how satisfied or dissatisfied you are with the way the City provides the service. (Percent reporting "satisfied" or "very satisfied.") 2012 2011 2008 2005 2003 2001 j Fire nrotPctinn nnrl AmArnAnr.V m4-.Hir r71 ragr,nnca I OA% 0710% c 0701- 0701 OA°L nn°/ Providing sewer. services 96 /° 96%. r /° 94 /° , NA NA 311 for City services and information ; 96% NA ° NA NA NA NA Providing park and recreation services 95% 92% 92% 9T% NA ' 91% Providing—quality drinking water 93% 88% i 87% ; 86% ; 84% NA Animal control services 92% ; 91 % ; 88% 92% ( NA 92% Prepanng for ...._. disasters 91% 88% ; 87% : 78% ; NA 89% Police services 90% 88% i 86% 8T% ; 84% 89% Protecting health and well-being of residents 90% 90%: 88% 84% : NA NA Keeping ._. greets clean 88 /° 8 .5% ; 87 ,6 89 /° ? 86 /° 83 /° Garbage collection and recycling programs 88% 90% ; 91% 92% 93% 94% Maintaining safe and accessible sidewalks 88% NA ` NA NA ; NA NA Protecting the environment, including air, water and land 87% ' 83% ; 81% 77% ; 79% : 77% Traffic signals, signage and pavement markings for , pedestrians, bicycles and vehicles 85% NA ; NA : NA i NA ° NA Revitalizing Downtown 81 % 84% ; 80% 83% . NA 79% Revitalizing neighborhoods 80% 77% 76% 81% ! 76% 74% Cleaning up graffiti ; 80% 80% ' 77% , 74% ' NA 79% Snow removal ..-._ - - -,........... i 80% ' 66% ; NA NA : NA NA Dealing with problem businesses and unkept properties 71 % 71% ; 68% 73% ; 67% . 69% Repairing alleys ' 71% 64°,6 ' Repairing streets , 70% 40% ! 56% 70% 83% ' 68% Affordable housing development ! 70% 69% , 66% ; 55% ' 51% 40% Mortgage foreclosure assistance 60% 61% 64% NA ' NA NA Question wording differed between survey years. In 2003 and 2004, residents were asked how satisfied they were with the CWs efforts at providing the service. Also, "affordable housing development" was worded as "preserving and providing affordable housing for low-income residents" and "revitalizing neighborhoods' was worded as "revitalizing neighborhood commercial areas" In 2001 and 2003. In 2040, 'repairing streets and alleys" was separated into two questions and 'snow removal' was added. CHY of Minn eopofis Resident Survey FIGURE 38: CITY SERVICES BENCHMARKS 'Lrca.r.-)2rf. cf r sults I '9bruary 2013 Page 38 National Selected cities comparison comparison Fire protection and emergency medical response Much below Not available Providing sewer services Much below Not available 311 for City services and information Not available Not available Providing park and recreation services Much below Not available Providing quality drinking wafer I Similar Not available Animal control services Similar Not available Police services Much below Below Keeping streets clean Similar Not available Garbage collection and recycling programs ... . ... .......... ....... Much below Not available Maintaining safe and accessible sidewalks Much above Not available Traffic signals, signage and pavement markings for pedestrians, bicycles and vehicles Much below Not available Cleaning up graffiti Not available Not available Snow removal Much below Not available Affordable housing development Above Not available Repairing streets I Similar Not available 'Lrca.r.-)2rf. cf r sults I '9bruary 2013 Page 38 aUy of tAin ;ecipo Is 1?eside f Survey Residents were asked to rate the importance of each City service using a five -point scale with 5 representing "extremely important" and 1 representing "not at all important." Services related to life and safety topped the list, with fire protection and emergency medical response (94% reporting a "4" or "extremely important"), providing quality drinking water (go%) and Police services (89%) being deemed the most important services. Services considered to be of less importance were cleaning up graffiti (46%) and animal control services (44%). The relative order of importance of each service in 2012 was similar to 2011 and ratings generally remained the same. More respondents in 2012 than in,2oti felt that garbage collection and recycling programs (83% in 2012 versus 78% in 2011), cleaning up graffiti (46% versus 40%) and animal control services (44% versus 39%) were important. Although cleaning up graffiti and animal control services were believed to be less important than the other services, the importance of these services dipped in 2011 but was on the rise in 2012. HGURE 39; CITY SERVICES IMPORTANCE RATINGS COMPARED OVER TIME Please rate the importance of the following services on a 5 - point scale, with 5 being "extremely fmportant" and 1 being "not at all important." (Percent reporting "4" or "extremely Important.") 2012 2011 2008 2005:2003 2001 Fire protection and emergency medical response 94% 95% ' 93% 94% 97% 38% Providing _ qualify- drinking w_..a_-.t.e_.,r.-_9...-Q.-_ % _... ..92. 9_.0.%.. ....9�2_ 90% %_ NA Police services i 89% ' .%.. 89% 90% : _..__._,.... 89% -.__ 94% ; 51% Snow removal i 85% % ° 85 /° : NA' NA, NA :...- NA Garbage collection and recycling programs . 83% 78% 83% -_ 82% 89% ° 27% Protecting health and well-being of residents 83% 84% 86% ° 85% M% i NA Protecting the environment, including air, water and land _ _. 81%, 81 % 85% 84% 90% , 62% Repairing streets 80% 82%° ° 71 % 78% �. Repairing alleys 42% 41% ° i i 54% Providing sewer services 80%: 80%' 82% : 82% NA : NA Traffic signals, signage and pavement markings for _ pedestrians, bicycles and vehicles 75% NA NA: NA NA l NA Providing park and recreation services 74% 74%:' 78%: 76% 80% " NA Maintaining safe and accessible sidewalks 70% NA:: NA NA ; NA! NA Preparing for disasters 69%, 65% 73% 69%, 75% 52% Revitalizing neighborhoods 68% 67% 78% 75% 68% 57% Keeping streets clean 67% ; 64% 69% 66% NA 38% Affordable housing development 64% ° 63% 71%; 72% 76%'. 73% Dealing with problem businesses and unkept properties 59% 56% ' 62% 6T% 70%° 57% Revitalizing Downtown 54% 52% 61%, 58% ` NA, 39% Mortgage foreclosure assistance 52%: 486% 56% NA NA _ NA 311 for City services and Information 52% NA ` NA' NA NA NA Cleaning up graffiti 46% 40% 56% 52%° NA, 40% Animal control services 44% 39% 49% 46%' NA 21% Question wording differed between surrey years. In 2003, residents were asked how to rate the Importance of each service on a 1-10 scale. Also, "quality drinking water" and "sewer services" were combined into one category on the 2003 questionnaire. In 2001, residents were asked how much attention each service should get. In 2010, "repairing streets and alleys" was separated Into iwo line items and "snow remove!' and "311 services" were added. Report ofResults I Fe ruar-v 2013 Chly of M/me fls ResidentSurvey PROPERTY AXES As in previous survey years, Minneapolis residents were asked the extent to which they agreed or disagreed that property taxes or fees should be increased to maintain or improve City services. Half of respondents agreed or "strongly" agreed that property taxes or fees should be increased to maintain or improve City services, a rating that was similar to 20u. However, about twice as many respondents "strongly" disagreed than "strongly" agreed with this proposal (see Appendix II: Complete Set of Frequencies). Males, higher income residents, those living in Minneapolis for a shorter period of time and Central district residents were more likely to "agree" or "strongly agree" that property taxes or fees should be increased to maintain or improve City services. In contrast, females, people of color, Latino/Hispanic respondents and Near North residents were less likely to feel this way (see Appendix III. Crosstabulation of Select Survey Questions). FIGURE 40: AGREEMENT WITH PROPERTY TAX 1NCREASES'1,,'-, MAINTAIN OR IMPROVE CITY SERVICES COMPARED OVER TIME 100% 75% rF}3% 59% 56% ° _ 53% 52% 50% 25% 0% 2001 2003 2005 2008 2011 2012 Percent reporting "agree" or "strongly agree" The surveys In 2001 and 2003 provided a ltst of 14 to 17 C8y services, respecthA*, and asked reskients how much they agreed or disagreed with a property tax Increase to maintain or Improve each service. The surveys In subsequent years simply asked whether residents agreed or disagreed that property taxes should be increased to maintain or Improve services In general. Though the data are not directly comparable, the 'agree" and "strongly agree" responses were summed for each servIc9 In 2001 and 2003, and then an average was calculated across the set of services In the tm years, This average is shown In the comparison chart above. ort of Resijll's I 'Febp`u:ary 2013 Pogo 40 BALANCING SATISFACTION! AND PRIORITIES Most government services are considered to be important, but when competition for limited resources demands that efficiencies or cutbacks be instituted, it is wise not only to know what services are deemed most important to residents' satisfaction, but which services among the most important are perceived to be delivered with the lowest quality. It is these services — more important services delivered with lower satisfaction — to which attention needs to be paid first (see Figure 41: Balancing Satisfaction and Priorities on the following page). To identify the services perceived by residents to have relatively lower satisfaction at the same time as relatively higher importance, all services were ranked from highest perceived satisfaction to lowest perceived satisfaction and from highest perceived importance to lowest perceived importance. While most services were rated as important and with high quality, some services were in the top half of both lists (higher satisfaction and higher importance); some were in the top half of one list but the bottom half of the other (higher satisfaction and lower importance or lower satisfaction and higher importance) and some services were in the bottom half of both lists. Ratings of importance were compared to ratings of satisfaction as well as to benchmark comparisons. Services were classified as "more important" if 70% or more of respondents gave an importance rating of "4" or "5" (extremely important). Services were rated as "Iess important" if fewer than 70% of respondents gave an importance rating of "4" or "5." Services receiving a "satisfied" or "very satisfied" rating by 88% or more of respondents were considered of "higher satisfaction" and those receiving a "satisfied" or "very satisfied" rating by fewer than 88% of respondents were considered "lower satisfaction." Services above the national benchmark are in green font with a diamond as the icon; similar are yellow (circle icon) and below are red (triangle icon). If a comparison was not available, the service is in blue font (square icon). KEY DRIVER ANALYSIS As is found in many jurisdictions, the services identified by residents as the most important typically are the core health and safety services such as police, fire, trash collection and drinking water. Because these services tend to be considered the most important everywhere in the U.S., including Minneapolis, it can be especially illuminating to dig deeper, to identify services that are the most influential on residents' agreement with an increase in property taxes or fees to maintain or improve City services. NRC performed a Key Driver Analysis (KDA) which measures the strength of the relationship between service ratings and willingness to support a tax increase. The services most closely related to that willingness to pay are considered key drivers and are represented by this key ) in Figure 41 on page 43. This means that the residents who gave higher ratings to these "key" services were more likely to support a tax increase to maintain or improve services, but those who gave lower ratings to the key services were less likely to support a tax increase to maintain or improve services. The key drivers for Minneapolis were snow removal, providing quality drinking water, providing parks and recreation services and revitalizing Downtown. Not only are some "important" services more essential targets for study or improvement — the key drivers — but the ratings of some important services tend always to be better than the ratings of others — irrespective of community. For example, fire and police ratings always receive better ratings than street repair or snow removal. To help identify where ratings are better or worse than should be expected, a comparison is made to resident ratings of those services in other communities. The higher importance services that received ratings lower than the benchmarks included: fire protection and emergency medical response; Police services; garbage collection WEIZIIIIIIIIIIII of PAr,,ncaPdL,, R esident Survey and recycling services; snow removal; traffic signals, signage and pavement markings; sewer services, and providing park and recreation services. Because snow removal and providing park and recreation services were both below the benchmark and were key drivers (while providing quality drinking water was key driver, of higher importance and was similar to the benchmark) their improvement is likely the best place to focus resources to have the biggest payoff in resident willingness to pay for better or sustained service. c: g—e- 4 0 CO cn (N cl LL 0 0 w 0-0 to 0) c n - E S, 2 4im 2 (L St 8 0 2 ri 0 Jo E ff 20 tm 0 S WM 2 1= 0 rz 0 CL E Lb 4) CL G3 Q 'ro c -V CL 0- 0 E cx CL 0* 2 �2. b to t3 73 9apt e;jodLuljaqBIH S:)UBljodwjjoMo-j 814 LO In MT m juspodu Alawaiixe-eg, jo,,t,,, 6uppodai JU93jad CO cn (N cl LL 0 0 Cit, of Minneopolls Redder � Survey .:G QTY ENGAGEMENT COMMUNITY PARTICIPATION Several questions on the survey were included to gauge residents' level of engagement with the community and local government. When asked how likely or unlikely they would be to use a number of approaches to try to influence a City decision on an issue important to them, respondents were most likely to contact their elected official (7o% reported "somewhat" or "very" likely), attend a community meeting (69%), contact City staff (69%) or contact their neighborhood group (69%). About half said they would be likely to work with a group not affiliated with the City to influence an issue they cared about and one-third were likely to join a City advisory group. Overall, between 12% and 36% of respondents said they were "very unlikely" to use any of these approaches (see Appendix II. Complete Set of Frequencies). Residents in 2012 were as likely to use most of the approaches to influence a City decision as they were in 2011. However, slightly more respondents in 2012 than in 2011 indicated a willingness to join a City advisory group (36% "somewhat" or "very" likely versus 30%, respectively). While younger respondents, people of color and Near North residents were more likely than other groups to join a City advisory group, Latino/Hispanic respondents and Southwest residents were more likely to attend a community meeting, while Central and University district residents were more likely to contact City staff. Phillips residents, renters and people of color were more likely to work with a group not affiliated with the City than were those living in other districts, homeowners and those who were white (see Appendix III. Crosstabulation of Select Survey Questions). tic),'t o f R',4.,i ua,,v 2013 Page 44 City of Minneopolls Resident Survey FIGURE 42: LIKELIHOOD OF PARTICIPATION IN CITY GOVERNMENT DECISION COMPARED OVER TIME How likely or unlikely are you to use each of the following approaches to Ity to Influence a City decision on an Issue you care about? Contacting my elected official Contacting City staff Attending a community meeting Contacting my neighborhood group Working with a group not affiliated with the City Joining a City ad%Asory group 0% 70% n 2012 69% n2011 2008 70% iv 2005 69% 66% .63% 169% 52% 52% 49% 11 54% 35% 36% 38% 69% 69% 71% 70% 67% 64% 67% 68% 25% 50% 75% 100% Percent "somewhat" or'very likely' MfwTPs_ it 2T e Page 45 of t iannea oils Resident Survey Those who answered that they were "somewhat" or "very" unlikely to use three or more of the specific approaches mentioned on the survey to influence a City decision were asked to give unprompted reasons why they would be less likely to participate in City government decision- making. They could list more than one reason. The main reason respondents gave was a lack of time (38%). One in five did not participate because they felt their participation would not change the result of the decision. Fourteen percent lacked interest and 12% were unaware of the options for participating. One-third mentioned "other" reasons for not participating in City decisions or processes. When compared to 2011, fewer residents in 2012 said that they were not interested (14% in 2012 versus 19% in 2011) and more reported not knowing how to participate (12% versus 8%). FIGURE 43; PEASONS FOR NOT PARTICIPATING IN CITY GOVERNMENT COMPARED OVER TIME What are sane reasons you are Jess W` tc,, Lt"'^;+moi: v r'? City gove r ,,"? e t decisions? NoIme Wouldn't change the result No interest Not aware of optlons / don't know how Other 0% 12% 9% 38% w4 2012 41% x2011 41% 2008 43% ■ 2005 29% 25% 50% 75% 100% Percent of respondents This question was only of those who soda' unlikely or very unlikely to three or more Items In the previous question. "Other" responses were not recorded and not available for anools. Total may exceed 400% as respondents were able to choose more than one response. Repo,+..1. f Results I FebwCar v 2013 Page 46 C111y, of Mirneapahs Resident Survey CITY GOVERNMENT PERFORMANCE Residents were asked to evaluate the performance of the City government. A majority of respondents were pleased with the overall direction the City is taking, with 70% feeling it was "good" or `very good." Two-thirds said that the City government does a "good" or better job at effectively planning for the future (65%) and informing residents on major City issues (64%). Six in 10 respondents believed that the City does a "good" or `very good" job representing and providing for the needs of all its citizens (62%), providing value for taxes paid (59%) and providing meaningful opportunities for citizens to give input on important issues (58%). One in 10 residents gave "poor" ratings to the job the City does at representing and providing for the needs of all its citizens, providing value for tax dollars and providing opportunities for citizen input (see Appendix H. Complete Set of Frequencies). More residents in 2012 than in 2011 felt that the job the City does at effectively planning for the future (65% versus 57%, respectively) was "good" or better, while fewer felt that the City does a "good" or "very good" job providing meaningful opportunities for citizen input (58% versus 63%). Three of the six aspects of City government performance could be compared to the national benchmark (no comparisons were available to select cities). The overall direction the City is taking was rated much above the national average, providing opportunities for citizen input was rated similar to the benchmark and providing value for the taxes paid was below. Respondents from Near North and those living in Minneapolis for 20 years or more were much less likely to award "good" or "very good" ratings to aspects of the Minneapolis City government compared to their counterparts. Young females, residents living in Minneapolis for less than five years, those with household incomes of $100,000 or more and respondents from Calhoun -Isles and Nokomis were more likely to give positive ratings of the overall direction that the City was taking (see Appendix III: Crosstabulation of Select Survey Questions). F .h ..r J.F S . J ..r 4 204 , 3 8iY of inn ,sails T st en) Survey FIGURE 44, CITY GOVERNMENT RATINGS COMPARED OVER TIME Providing value for your tax dollars Representing and providing for the needs of all its citizens Informing residents on major Issues in the City of Minneapolis Effectively planning for the future The overall direction that the City is taldng IN62% 61% 66% 49% 47% 49% 2012 2011 2008 ■ 2005 2003 * 2001 0% 25% 50% 75% 100% Percent "good” or "very good' Question wording differed between sunAgy years. In 2003 and 2001, 'Informing residents on major Issues In the Ctfy of Minneapolis" was worded "Mlnneapofis City government on communicating with Its oftfzens" FIGURE 45: CIN GOVERNMENT BENCHMARKS National - -• cites comparison s as *; The overall direction a the City is taldng Much above •available Providing value for your faxdollars Belowa available Providing -a a opportunities for o give input on important a Not available ReQort of Results I . (-„,b'uc,,ry 01 Page 48 C`ly of Minn eopolls Resident Survey Respondents were asked a series of questions about discrimination in Minneapolis. As in previous years, one in six residents reported experiencing discrimination in the 12 months prior to the survey. Females, renters, respondents with lower household incomes, people of color, Latino/Hispanic respondents and Near North residents were more likely than other groups to report having experienced discrimination in Minneapolis in the 12 months prior to the survey (see Appendix III. Crosstabulation of Select Survey Questions). FIGURE 46: DWRIMINATION IN M)NNEAPOLIS COMPARED OVER TIME 'D' tpost 12 months, have vo-1,.. c4n..-, S4.,,z:s cfctori rninafion In Minneapolis? 100% a 75% 50% 1: 25% 164310 1 -60/& 17 ,e.._ —1-7% 16010-- 0% 2001 2003 2005 2008 2011 2012 Percent reporting "yes" Report of Res�jlts I Fobalafy 2013 Page 49 City, of MIrneopolls Resident Survey Those who experienced discrimination were asked about the type of situation in which they were discriminated against and, if it was during an interaction with the City, what the basis was for the discrimination and with which City department. Residents who had experienced discrimination said it happened while getting a job or at work (14%), in dealing with the City (14%), getting service in a restaurant or store (13%), through general public statements (13%) and in their neighborhood (12%). Fewer respondents in 2012 than in 2011 said the situation involving the discrimination was while getting a job or at work (14% versus 21%, respectively) and on public transportation like a bus (2% versus 8%). More residents reported experiencing discrimination in dealing with the City in 2012 than in 2011 (14% versus 7%) and in general public statements (13% versus 6%). FIGURE 47; TYPE OF SITUATION WH[RF DISCRIMINATION WAS EXPERIENCED COMPARED OVER TIME: In dealing with the city Getting a job, or at work General public statements MN 14% 6 12% 14% 21% i6% 18% 13% 14% II 9% to 2012 2011 2008 2005 0% 25% 50% 75% 100% Percent of respondents "Other' responses were not recorded and not avallable for analysis, Total may exceed 1000% as respondents were able to choose more than one response. This question was asked only of respondents who sold they had experienced discrimination. Question wording differed between survey years. ort of Results I February 2043 Page 50 ' 13% Getting service in a restaurant or store 11% 11% 11% 12% In my neighborhood 14% 16% 16% 5% Getting housing 4% 4% �% 2% On public transportation (bus) 8% 26% Other 30% 30% to 2012 2011 2008 2005 0% 25% 50% 75% 100% Percent of respondents "Other' responses were not recorded and not avallable for analysis, Total may exceed 1000% as respondents were able to choose more than one response. This question was asked only of respondents who sold they had experienced discrimination. Question wording differed between survey years. ort of Results I February 2043 Page 50 of Min.-loopolis Pasident survey Respondents who indicated that their discrimination happened in dealing with the City were asked to provide the reason for the discrimination. This was an open-ended question where respondents were able to give any answer. Potential categories of response were available to interviewers; they selected the ones that best fit each respondent's stated issue. Half of respondents cited "race" as the source of discrimination and one-third said it was their "economic status." Fourteen percent said it was their because of their "color" and less than in :Lo mentioned reasons such as ethnic background, disability, religion or gender. FIGURE 48: REASCNI FOR DISCRIMINATION COMPARED OVER TIME For what reason or reasons do you feel you were discriminated against? (Percent of respondents) 2012 2011 2008 2005 '2003 2001 Race ............. 50% ---- 18% � 51 % 24% 49% 51 % Economic status -- 32% 13% 1 5% 27% i 10% 10% Color i 14% 0% 0%, 0% 0% 0% Ethnic background or country of origin 9% 4% 74% 19% 5% 6% Disability 8% 1-7,%" I 4% 3% 4% 4% Religion 7% 0% 5% 0% 2% 2% Gender 5% 0% 10%% 2 0 11 % 12°/® Sex (including sexual harassment, sexual orientation and gender identity) 4% 0% 1 2% 0% 9% 7% Age 3% 7% 11% 4% 11% 11% Marital status 0%, 0% 1% 0% 0% 2% Social status 0%: 36% i 4% 11% i 4% 7% Language or accent 0% 0%: 3%, 8% 11 1% 3% Other 6% 18% 17% 28% 25% 18% "Other responses were not recorded and not available to(ona"Is. Total may exceed 100% as respondents were able to choose more than one response. Some of the response categories warded different in previous years. "Sex (16okidIng sexual harassment, sexual orientation and gender ldentM- was worded as lall6ctlonal preference" between 2011 and 2005 and was "sexual orientation" In 2003 and 2001. "Race" and "Color" were one category prior to the 2012 survey. f,'qp.2r, of Resulfs Clary 2013 Page 54 CM/ of Minneopoh's Resideni'Sutvay FIGURE 49: CITY DEPARTMENT RESPONSIBLE FOR DISCRIMINATION COMPARED OVER TIME LDo you recall which City department was involved? 2012 2011 2008 2005 2003 Police -- -- ----- 17 3 11 13 24 Human Resources 1 0 5 1 City Afforney pi 0 i 0 0 0 Fire 0 j 0 j 0 0 0 Inspectionspicensing 0 0 0 T 2 Public Works 0 i 3 3 1 5 Community Planning and Economic Development (CPED) 0 0 2 6 1 Other 11 5 # 4 2 7 This question was asked only of the respondents who said they e)perlenced discrimination "In dealing with the Cly." Please note: this table shows the total count of respondents Instead of the percent of respondents, due to the low number of total respondents answering this question. ° Olher"rosponses were not recorded and not available for onafAls. Respondents were able to choose more than one response so a total is not shown. Quedion wording differed between survey years (CPED is the successor to the MCDA). R 2-P —or tqL��±--s L-1-1 i S —b r L, �Cyr -22gY-11 Page 52 ofMierr eopolls ResIdent Survey APPENDIX 1: RESPONDENT DEMOGRAPHICS Characteristics of the survey respondents are displayed in the tables and charts on the following pages of the appendix. TABLE i RESPONDENT HOUSING TENURE Do you currently own or tent your current residence? Percent of respondents ----------------------- Own 53% Rent 47% Total 100% TABLE 2: HOUSEHOLD MEMBERS Please tell me if each of the following statements is true of your household/members of your household? What about... Yes No Total There are children under the age of 18 38% 62% 100% There are adults age 70 or older 12% 88% 100% ABLE 1 MODES OF TRANSPORTATION For each of the following types of transportation, please tell me if you always, often, sometimes or never use each to get around the city. Mat about ... Always Frequently Occasionally Never Total Bus20% J 32% 34% 100% Bike 5%1 17% 33% 45% 100% Car 42% 1 32% 12% 14% 1O0% Ta)d 1% 8% 38% 53% 100% Walk 19% 41% 33% 7% 100% Traln/lIght rail 4% 15% 46% 35% 100% TABLE 4: HOUSEHOLD PRIMARY LANGUAGE [I7-qEnglish the primary language spoken in the house? Percent of respondents Yes 91% No 9% Total 100% Re-,2pLf of Results uary 2013 .......... . ..... . . . .....................-Q_,. _. _.-__................... Poge 53 N o? fy of tAnnaa offs Resident Survey TABLE & HOUSEHOLD PRIMARY LANGUAGE Fit English is not prImary language] What is the primary language spoken at Percent of - respondents Span • •- Spanish 41 Somali 10% Hong W 10% roo 4% Lao _ 2/® Vietnamese 3% Other Ot _.... 30% Total 100% TABLE 6: RESPONDENT AGE HITSIINVAR*-Gl 18 to 24 years 10% 25 to 34 years 32% 35 to 44 years 12% 5 to 54 years 22% 55 to 64 years 12% 65 years and over 13% Total 100% TABLE 7: HOUSEHOLD INCOME Please stop me when I reach the category that Includes your household Percent of ,innual income for 2011. respondents Less than $10,000 10% $10,000 to less than $15,000 9% $15,000 to less than $25,000 15% $25,000 to less than $356000 13% $35,000 to less than $50,000 14% $50,000 to less than $75,000 14% $75,000 to less than $100,000 9% $100,000 to less than $150,000 9% $150,000 to less than $200,000 4% $200,000 or more 4% Total 100% ,,,.)f ResjUlts February 20,13 Clhl of Mhnoppolls RGsidern` Survey TABLE 8: RESPONDENT ETHNICITY For statistical purposes only, could you please tell me If you are of Latino or Hispanic origin? Percent of respondents Latino/Hispanic 7% Not Latino/Hispanic 93% Total 100% TABLE 9: RESPONDENT RACE Percent of respondents Now, can you tell me at best describes your racial origin? Percent of respondents White 70% Black, African American or African 11% American Indian/Native American or Alaskan Native 3% Asian, Native Hawaiian or other Pacific Islander 4% Hmon g % Somali % Vietnamese 1 % Lao 0% Ethiopian/Oromo T % Hispanic/Spanish 6% Two or more races 5% Total 100% TABLE I O; RESPONDLNT COMMUNITY DISTRICT .............................. Page 55 Percent of respondents Calhoun -isles 8% Camden 6% Central 9% Longfellow 7% Near North 6% Nokomis 9% Northeast . . ..... .. .. 9% Phillips 5% Powderhorn 13% Southwest 12% University 11% Unknown 4% Total 100% .............................. Page 55 CIty offMInrteapolls Resident Sufvey TABLE 11: RESPONDENT GENDER LRecord gender Percent of respondents Mole 50% Female 50% Total 100% TABLE 12; CELL PHONE USE �Ich of the following applies to your phone usage? Percent of respondenfs Cell only or cell primary 40% Landline only or landline primary 60% Total 100% ort of Results I February 2013 C14-, of Minneo olls Rosi ent urvo-y APPENDIX ]I: COMPLETE SET OF FREQUENCIES RESPONSES EXCLUDING "DON'T 011e!" The following pages contain a complete set of responses to each question on the survey, excluding the "don't know" responses. TABLE 1 3� QUESTION Do you live within the Minneapolis city limits? Percent Yes 100% .. 0% Total _ _ _. .......... _ _ 100% TABLE 14: QUESTION B Haw long have you lived in the City of Minn lis? Percent Less than one year 3% 1 to 4 years 17% to 9 years 17% 10 to 19 years _. __... _... _ ... 17% 0 years or more 45%® Total 100% R + sof Res utas _ .r r d a..2013 Page . _7 Cff/ of Minneopolis Rosi en Survey TABLE 15: QUESTION C What is your home zip code? Percent 55111 0% 55401 1% 55402 0% 55403 9% 55404 7% 55405 4% 55406 10% 55407 10% 554086% 56409 5% 515410 2% 55411 5% 554T2 6% 55413 6% 55414 55415 0% 55416 1% 55417 5% 55418 4% 55419 5% 55421 0% 65422 0% 5S 4 111, 3 0% Mid 2 9 0% 55430 55435 0% 55450 0% 55454 1 % 55455 0% 55487 0% 55488 0% Other 0% Total 100% ,QS 0 T I f i? 0,S U S 5 F e b r �.,v a r v 2 11, I` Page 58 TABLE 16: QUESTION D Percent Mich of the following applies to your phone usage? Percent I only have a cell phone which Is my primary phone 10% I only have a landlIne which is my primary phone 22% I have a cell phone and a landline with my cell phone being my primary phone 30% I have a landline and a cell phone with my landline being my primary phone 38% Total 100% TABLE 17; QUESTION J Overall, how do you rate the City of Minneapolis as a place to live? Percent Very good 49% Good 34% Only fair 8% Poor 1% Total 100% TABLE 18: QUESTION [__2verall, how do you rate your neighborhood as a place to live? Percent Very good 49% Good 36% Only fair 12% Poor 4% Total 100% TABLE 19� QUESTION 3 Over the past two years, do you think Minneapolis has gotten better, gotten worse or stayed about the some as a place to live? Percent Better 34% Stayed the same 53% Worse T3% Total brun- Page 59 Cii/ of freneo o;ls R i ont Survey TABLE 20; QUESTION 4 In your opinion,a are biggest a - •_ -aa • - in he next five years? Percent Public safety _. 32°t® City government __� .... 6% Transportation related issues - includes traffic, transit and parking ! 28% Eduoation 30% Economic development 15% Housing 21% Gro - % Job opportunities ._-._ 17°!° Maintain public infrastructure - Including bridge and road maintenance 19% Foreclosure - ° Property Taxes ° Other 37% %tat 100% as respondents were able to choose more than one response, 27% TABLE 21: QUESTION 4A Please indicate whether you• a y agree, - disagree, strongly disagree with the Strongly Strongly following • - - agree Agree Disagree • as - o al am proud to live in the City of MinneapolisT". 4. % 00 would recommend the City of aaa a 22: QUESTION 5 Please fell me whethers • agree, ag s - aa - disagree a o • disagree with each a Strongly statement. agree AgreeDisagree disagree Total .;�aa - -• •a • as • • another 28% 55% ; 13% : 4% 100% My neighborhood is a safe place to live24°!° 59% 13°!® 4% 100% My neighborhood supports a healthy lifestyle 28% 49% ; 17% . 6% 100% My neighborhood has a good selection of stores and services that meet my needs 27% 58% 12% ' 3% 100% My neighborhood is clean and well- .......... maintained 22% 60% ; 15% 3% 100% Street lighting in my neighborhood is adequate 28% 58% 12% 2% ' 100% cert of Results I February 2013 City of MInneopofis R s# ^rpt Survcy TABLE 23: QUESTION 6 Which of the following best describes the size of your current place, of residence based on your household's needs? Percent It is much too big 1 °!® It is too biga®!° It Is just the right size 72% It is too small i 17% It Is much too small 4% Total - -----._, 100% TABLE 24: Please indicate the extent to which you agree or disagree with each of the following statements about your current place of residence using the scale strongly agree, agree, disagree or strongly Strongly Strongly disagree. agree Agree Disagree disagree Total My housing costs (e.g., rent or mortgage r payment plus utilities) are affordable and within I my household's budget .......... 56°/® 14°k 3% 100% The location of my house or apartment is _. _ i convenient for myhousehold's needs(e.g., work, I school,etc.j 48% ; 47% 4% ; 1% 100% The physical condition of my house is adequate l to meet my household's needs 33%I 59% 7% ' ' i 2% ; 100% I intend to move within the next two years 1 13% ! 20% ' 35% ` 32% 1 100% TABLE 25: QUESTION 7A Which of the following best describes where you Intend to move? Percent To another location within the some neighborhood 14% To another neighborhood In Minneapolis 25% Outside Minneapolis but within the metro area 28% Outside the Minneapolis metro area 7% Out of state 22% Some other location 4% Total ... _.. .. __..__ ._.. _..o, 100% This question was asked only of those who reported a likelihood of moving in the next AND years. ort of Results II F ebru ry .2013 Crly of AvIinnecroolls Resident Survey TABLE 26: QUESTION 7B ich one of the following best describes why you Intend to move9 Percent Work 6% Family 0% Financial reasons ®f° Just want to live somewhere else 16% Children are grown/moved out - don't need the big house anymore 1 _..._........ .__.___ Current property taxes are too high 5% Schools -- I want to get my child(ren) into better schools 9% Some other reason 44% Total ! 100% This question was asked only of those who reported a Relihood of moving in the next two years. TABLE 27: QUESTION 8 Do you live or work Downtown? Percent L_ e 7% Work 13% Neither i 77°!° Both 4% Total 100% TABLE 28: QUESTION 9 In the last year, how often, if ever, did you go Downtown? Percent Once or twice 3 to 12 times _ 34% 73-26 times 14% 26 times or more 35% Never _ _....._ _. __. _ . . ............ __ ._ 6U, Irl 100% This question was asked only of those people who did not five or work Downtown. IL.cport of Results P Fobruary 201 Page 62 City of Minneapolis Resident Survey TABLE 29: QUESTION 10 What are the major reasons that keep you from spending more time Downtown? Percent Lack of parking 17% Cost of parking 13% Traffic (congestion/construction, etc.) 10% Safety..- 10% Prefer other shopping areas 14% Nowhere to go 12% Expensive 2%® General dislike g®/® Dirty 0% Get lost/hard to find way around/one-way streets are confusing, etc. -_. _.._. 4%® .W don't want to go downtown -2-6 This question was asked only of those who reported going downtown one or twice In the lost year Total may exceed 400% as respondents were able to choose more than one response. TABLE 30: QUESTION 11 In general, how safe do you feelin Downtown Minneapolis? Iercent� Very safe 37% Somewhat safe 52% Not very safe 9% Not at all safe 1 Total 100!® TABLE 31: QUESTION l IA Do you have a desktop or laptop computer with Internet in your household? Percent Yes 82% 18% 100% 0 f h4ln n c apaUs R e3ider, t Suriley TAKE 32: QUESTION I 16 Fow often, if ever, do you use each of the Less than following on a scale of never, less than once a once a month, monthly, weekly or daiV. Never month Monthly Weekly Daily Total A desktop or laptop computer with Internet Percent City of Minneapolis websit.e. 27% Social media: Facebook, Twitter, FourSquare at home_ A cam 18% - - 1 % 2% 8% 70% 100% p uter at work 38°/® % 3% 3°/®' 55% :100°/® A computer in a public place like a library, Other 20_)� Total rrK)y exceed 100% as respondents were able to choose rrx)re than one response. park or public computer lob 57% 22% 10°/®, 7°f® 39'®i 100°/® A tablet computer with Internet, like an !Pad, etc. 69% 2% f 2%: 7%: 20% 100% A cell phone 18% 3% 4% 11% 64% 100% The Internet on a cell phone, BlackBeW or Fod Touch 49% 1 % 3% 6% 4U'% I 0M/6 TABLE 33; QUESTION I I C How familiar or unfamiliar are you with Minneapolis 311 ? Percent Very familiar 26°/® Somewhat familiar 44% Not at all familiar 30% Total 100% ................. TABLE 34: QUESTION 12 How do you get City of Minneapolis government news and information? Percent City of Minneapolis websit.e. 27% Social media: Facebook, Twitter, FourSquare .News media newspapers, radio, teleyislon'..- 65% Emalls from elected officials 8% Other emalls from the City Mailings from the City 22% City cable channels 14 and 79 ....... 3% 311 8% Other 20_)� Total rrK)y exceed 100% as respondents were able to choose rrx)re than one response. TABLE 35; QUESTION 12A In the last 12 months, have you contacted the City to get Information or services? Percent Yes 50% ,.No % Total 100`3`° Page, 64 Crhy of PAnn opolls Pes1dent Survey TABU 36: QUESTION 13 the Cfty's website)? Percent In person _ . %® By telephone - 311 48% By telephone - other number 42% By mail - 2% By eall-other email --._...._...___._.....____,..._.._..._ 9% By emall-311 .__.._._._ ...._---_.-. 4% visit the City's website 21% Used the 311 mobile app 1®!® TABLE 37: QUESTION 14 Please tell me how you would rate each of the following characteristics of the City employee with which you most recently had contact, using the scale very good, good, only Very Only fair or poor. good Good fair Poor Total Knowledge 43%® 42%b 11% 4% 100% Courteousness 51% 38%®; 8%® 4%® 100% Timely response 45% 36%, 12% 8% 100% Ease of getting in touch with the employee 39% 38% 17% ! 6% = 100% Respectfulness 52%® 35% 10% f 3% 100% Wlllrngness to help or understand 7%®: 38%®; 10%b I 6%® 100% Willingness to accommodate the need for foreign language ' and/or sign language interpreting 35%® 49% ; 12%®i %®i 100% TABLE 38: QUESTION 15 Please tell me how you would rate each of the following Very Only characteristics of the City website. good Good fair Poor Tota. 11'sefulness of information 28% 56% 16% 0% 100% 00, Design and graphics 11% 63% 23% 3% 100% Page m65 04, of tlYnnacpolls epi csi " nt Survey TABLE 39: QUESTION I 6 How do you typically find out that a Snow Emergency has been declared? Percent I don't have a car so this doesn't apply to me 3% off-street parking so this doesn't apply to me Ihave .. _..__..._ _...... _._..._-.... 3°/® Newspapers 8°/® Radio or television _ _..... ......... 49% __.. Email notification from the City 7% Email notification from other thanCity ..Automated 2% phone ca II fromthe City 44% Text message_...___. from the Ci ° Facebook message from the City 4% Twitter feed from the City -- -------- ____--.--- 1% Word of mouth/friends/family 7% I call 348 -snow ° I check the City website - 5% call 311 i Other 1:4% Total niay exceed 100% as respondents were able to choose more than one response. TABLE 40: QUESTION 166 What information sources do you use to understand the Snow Emergency rules and to know where to park? Percent 1 don't have a car this doesn`t apply to me - ... ....... so.. ._....__. __ ____. 13% ..__._ ._ _...___ _ ._.-___--_. ._-_. I have off-street parking so this doesn't apply to me 10% Newspapers 6% Radio or television 20% 348 -snow, phone hotline % City of Minneapolis website 17% Snow emergency email subscription 3% Facebook messages from the City 2% Twitter feed from the City 0% Word of mouth/friends/family 7% Other 43% . Pare 66 Ctfy of Minneopolls Resident Survey TABLE 41: QUESTION 17 Now 1 would like to ask a series of questlons related to City services. In the past two years, have you had any contact with...? Yes No Total The Fire Department 18% 82% ; 100% Police 40% 60% ; 100% 911 operators 36% : 64% ; 100% 311 agents 36% 64% ' 100% 4BLE 42: QUESTION 17AA How satisfied were you with the Very Very professionalism shown by: satisfied ' Satisfied Dissatisfied dissatisfied Total How satisfied were you with the € professionalism shown by the Fire I Department staff including firefighters? 77% 18% ; 2% i 49'° 1100% How satisfied were you with the professionalism shown by the Police Department staff including police officers? 42% ! 35% 1 ] % i 13% i 100% How satisfied were you with the professionalism shown by the 911 ' I operator? 64% 28% i 4% ! 4% 100% _...... How satisfied were you with the ! 3 l professionalism shown by the 31 T agent? 56% - 39% ' 3% 2% 100% Respondents were only asked these questions !f fhey reported having contact with each In the post Two years. e�3'P !'e.Sri1 fi Erdtz " _ �113 11 _1:1WU1V1 11 JL TABLE 41 QUESTION 3 8 I will now read a list of services provided by the City of Minneapolis government. For each please tell me how satisfied or dissatisfied you are with the way the City Very Very provides the service. satisfied Satisfied Dissatisfied dissatisfied Total Protecting the environment, Including air, wafer and land --- -- - 17% 70% ; 11% 1 % 100% Preparing for disasters . i ! 14 /° � 76 /° - -' 7% 2% ; 100% Affordable housing development 11% 59% ' 26% 4% j 100% Revitalizing Downtown 18% 63% ; 16% 3% , 100% Revitalizing neighborhoods 14%.. 66°6 17% 3% 100% Repairing streets 10% j 60% ; 26% 4% ' 100% Repairing alleys 9% ; 62% 25% 4% ! 100% Keeping streets clean 22% j 67% 10% 1% ; 100% Cleaning up graffiti 15 /° 65 ,6 1.7._ /0 3% i 100% Dealing with problem businesses and unkept properties 9%° i. 62% ! 25% 4% 100% Garbage collection and recycling I programs i 35% 53% i 11-/0 2% i 100% Animal control services 18% ', 74°,6 6% i 2°,6 ; 100% Police services 20% ; 70% ; 7% 3% i 100% Fire protection and emergency medical response 36% , 61% 2% 1% ! 100% Providing quality drinking water 36% ! 57% ; 5% - 2% 100% Providing sewer, services 24% 73% ' 3% ' 1 % 100% Protecting health and well-being of residents 15% 76% 8% : 2% 100% Providing park and recreation services 43% ' 52% 4% 1 % i 00% Mortgage foreclosure assistance 6% 54% 30% 10% ' 100% Snow removal 19% ; 60% 17% 3% ,' 100% Traffic signals, signage and pavement markings for pedestrians, bicycles and vehicles 24% 61 % ; 12% 3% 100% 311 for City services and information 27% 69% ' 3% 1 % : 100% Maintaining safe and accessible sidewalks 19% 1 69% , 10% 2% 100% City services overall 17% 79% 3% 0% , 100% Fm,m,m,m,m,m,m,m,m.m..�_ Page 68 o f M, In r, c ap o 01013 R es1der; -11 Survey TABLE 44: QUESTION 1 8A Please tell me how satisfied or dissatisfied you are with public education (K-12) In : I -the Minneapolis Public Schools. PerceR Very safisfied 15% Satisfied 46% Dissatisfied 29% Very dissatisfied 39% Total 100% TABLE 457 QUESTION 188 in the Minneapolis Public Schools has.— Percent Improved a lot 9% Improved slightly 24% Stayed the same 39% Declined slightly 17% Declined a lot 11% Total 100% ............. ............ Page 69 CM/of nnoo „olss asl' er)t Su ey HAtsLt 44: WUt511UN 1Y Minneapolis is facing Increasing financial challenges in providing City seMces. Please rate the Importance of the following services on a 5 -point scale, with 5 being "extremely 5 - important" and 1 being "not at all 1 -Not at all Extremely important." important 2 3 4 important Total water and land 2% ; 4% 13% 27% 55% ; 100% Preparing for disasters _ 2% ' 5% 23% 26% ; 43% j 100% Affordable housing dev development 5% ; 8% 24% . 25 9'a , - -` -- _. 39% '. % 100 Revitalizing Downtown 6% i 10% 30% 29% ! 24% ; 100% Revitalizing neighborhoods 2% 6% 24% 33% ' 35% 100% Repairing streets ' 1% i 2% 17% ; 39% 41% ! 100% Repairing alleys ; b% ; 17% 35% , 24°,6 ' 18% 100% Keeping streets clean 1 % n 5% 28% ; 33% ! 34% : 100% Cleaning up graffiti 7% ; 17% 29% . 229'° E 24% ' 100% Dealing with problem businesses and unkept properties 3% : 9% '; 29% ; 32% ; 27% 1100% Garbage collection and recycling programs 1% i 4% 12% 29% 54% ; 100% Animal control services 4% j 17% 35% 22% ! 22% ; 100% Police services 1% , 1% 8% 19% j 70% 100% Fire protection and emergency medical j response 1 %0% 5% ; 13% ; 81% 1 100% Providing quality drinking water 2% . _ ...... 1% i 6% . --- 18% 72% 100% Providing sewer services 1 % i 3% ' 15% . 26% 54% ' 100% Protectinghealth and well-being of residents 9 1 /° ; 4 /° . - 12% 2 23% 59% :100% Providing park and recreation services_ 2% 5% , 19% 37% 100%° Mortgage foreclosure assistance _._ 8% ; 14% ; 26% 22% 29% ' 100%_ Snow removal 1 % 3% 10% 31% 54% ; 100% 311 for City services and information . 5% ; 13% 31% 27% 25% 100% Traffic signals, signage and pavement _. markings for pedestrians, bicycles and vehicles 2% 5% : 19% 32% ; 43% 100% Maintaining safe and accessible sidewalks 2% ' 5% 22% 34% 36% 100% s r 2013 1 3 ....... ............._-. _....................... ......' ,"l s p y„ 70 CHy of Minneapolis Resident Survey TABLE 47: QUESTION 20 To what extent do you agree or disagree that property taxes or fees should be I ncreased to maintain or improve City services? Percent Strongly agree 9% Agree 43% Disagree 32% Strongly disagree 16% Total 100% TABLE 48: QUESTION 21 How likely or unlikely are you to use each of the following approaches to try to Influence Very Somewhat . Somewhat Very a City decision on an Issue you care about? likely likely unlikely unlikely Total Contacting my elected official 29% 40%16°/®i 14% 100°/® Joining a City advisory group 9% 26% ' 30% 36% ; 100% Contacting my neighborhood group 27% 40% 17% 15% '• 100% Attending a community meeting ? 24% 45% 19% , 12% 100% Contacting City staff 1 28% • 41% ; 19% 12% 100% Working with a group not affiliated With the City15% • 37% 25% 23% 1 100°/® -ABLE 49, QIESTIOR 22 What are some reasons you are less likely to participate in City goveinmenf d Percent NO interesT 14% No time 38% Not aware of options / don't know how 12% Wouldn't change the result -- ....._. _ 1.7% Other % This question w4s only of those who said unlikely or very unlikely to three or more items in question 24. }t° oWInneo ohs Residen Survey TABLE 50; Now 1'd like your opinion on how you feel the Clty governs. Very Only How would you rate the Minneapolis City government on... good Good fair Poor Total Informing residents on major issues in the City of Percent Getting a rob, or at work 1 % Getting housing 5% Minneapolis _ 18% 46% 27% 9% ; 100% ._-- -- Representing and providing for the needs of all its citizens 13% ?� 49% 2$%% 10°/® 100°/® Effectively planning for the future 17% 48% , 27% 8% 100% Providing value for your tax dollars 15% ; 44% ; 29% ` 12% i 100% Providing meaningful opportunities for citizens to give Input on important issues 17/ 41% 306 12/ 100% The overall direction that the City Is taking 19% ' 52% 23% 6% e 100% TABLE 51: QUESTM 24 During the past 12 months, have you, yourself experienced any type of discrimination in Minneapolis? Percent yes 16°! No 84%° Total100 /® % . TABLE 52: QUESTION 24A In what type of situation did you experience the discrimination? Percent Getting a rob, or at work 1 % Getting housing 5% Getting service in a restaurant or store 13% In dealing with the City 14% In my neighborhood .12% .. General public statements 13% On public transportation (bus) 2% Total II0 R�ftEcart of Results _,L_fpbruary,201,3 Page 72 TABLE 33: QUESTION 24B For what reason or reasons do you feel you were discriminated against? Percent Gender - 5% _pie_._ 3% /a M Economic, status 32% Marital status 0%® Social status _ _ _. ..,_..... Sex (including sexual harassment, sexual orientation and gender Identity) ; 4% ..___ ._ .. _ .. 8% Ethnic back ground or country of origin 9% Language or accent 0% Religion.._ 7% Race �..__ . _.. ®.. . Calor 14% Other 6% Total mny exceed 100% as respondents were able to choose more than one response. TABLE 54: QUESTION 24C [if "in dealing with the City' was selected for question 4A] Do you recall which City department was involved? Percent City Attorney 1 % Fire 0% Human Resources 6% Inspections/licensing 1% Police 65% Public Works 0% Community Planning and Economic Development (CPED) 2% Other _.�.__.... �..__ . _.. ®.. . Total moy exceed 400% as respondents were able to choose more than one response. TABLE 55: QUESTION 25 Do you currently own or rent your current residence? Percent Own 53% Rent 47% Total 100% TABLE 56: QUESTION 26 Please tell me If each of the following statements is true of your household/members of your household? What about... Yes No Total There are childrenunder the age of 18i 1009. There are adults age older ::' 00% Roport ()f Resents bruqry 20,13 __ City o a'rr' nneapol s Restdenl Survey TABLE 57: QUESTION 27 For each of the following types of Percent Spanish 41% transportation, please tell me if you always, Hmon ; a Oronno ' 4% often, sometimes or never use each to get 2% Vietnamese 3% Other 0% around the city. What about... Always Frequently Occasionally Never Total Bus13% 20% 32%®; 34%D j 100% Bike 5% ; 17% 33% : 45% 100% Car ? 42% ; 32% i 12% : 14% i 100% Taxi 1 % 8% ' 38% ; 53% i 100% Walk 19%® 41% 33% 7% 100% Train/light rail 4% .`:. 15% ' 46%® 35% i 100% TABLE 58; QUESTION 28 is nlis the primary language spoken in the ou Percent Yes 91% No 9% Total 100% TABLE 59: QUESTION .28A at is the primary language spoken at home? Percent Spanish 41% Somal) Hmon ; a Oronno ' 4% Lao 2% Vietnamese 3% Other 0% Total 100% Efa,ort of Results Feb_ Page 7. Clfy of Minneapolis Resident Survay TABLE 60' QUESTION 29 Please stop me when I reach the category that Includes your age. Percent 18 to 24 years 10% 25 to 34 years 32% 35 to 44 years 12% 45 to 54 years 22% 55 to 64 years 12% 5 years and over 14% Total 10010 TABLE 61; QUESTION 30 Please stop me when I reach the category that Includes your household annual Income for 2011, Percent Less than $10,000 10% $10,000 to less than $15,000 9% $15,000 to less than $25,000 15% $25,000 to less than $35,000 13% $35,000 to less than $50,000 14% $50,000 to less than $75,000 - 14% -. $75_,000 to less than $100,00_0 .._$100,000 -less 9% to than $150,000- 9% $150,000 to less than $200,000 4% $200,000 or more 4% Total 100% TABLE 62; QUESTION 31 For statistical purposes only, could you please tell me if you are of Latina or Hispanic origin? Percent 7% No ...- __ 93% Total 100% Renort of Results I Fa r uor v 2013 OFfy of Minneopofis Resident Survey TABLE 63: QUESTION 32 Now, can you tell me what best describes your racial origin? Percent Mite 69% Black, African American or African American Indian/Native American or Alaskan Native 3% Aslan, Native Hawaiian or other Pacific Islander 4% Hmong 1% Somali 1 % Vietnamese 1 % Lao 0% Ethiopian/Oromo 1% Hispanic/Spanish 5% Two or more races 5% Some other race 1 % Total .. _.. _.._..__.....100% TABLE 64: QtESTION --------------------- To help us ensure we have received survey responses from all areas of the CN, would you please give me your current street address? Percent 1 l' TABLE 65: QUESTION 34 The names of the nearest two streets that form the intersection nearest your home will be sufflcienf. Would you please give me the names of these two streets? Percent Yes 100°/® Total 100% Reif rt of Results 11=e aru ry 2013 Page 76 Cily of inne000hs Resj ent Serve TABLE 66; QUESTION 35 in which Minneapolis neighborhood do you We? Percent Audubon Park _ 0% Bancroft O% Bertram] 0% Bottineau 0% Bryant 0% Bryn-Maw0% Camden/Webber-Camden 0% Corag/ alhoun Area 0% Cedar -Isles - n 0% Cedar -Riverside O% Central O% Cleveland 0% Columbia Park _,_r. 0°lam Como 0%gi Cooper Corcoran 0% Diamond Lake 0% Downtown East 0% . Downtown '~Fest 0% Fast Calhoun (Face) 0% East Harriet Farmstead °lam East Isles 6% East Phillips 0% Elliot Park % Ericsson 0% Field 0% Folwell 0% Fullerfrangletown 0% Fulton __....6% Hale 0% Harrison 0% Hawthorne 0% Hiawatha 0%0... Holland 1% Howe 0% Humboldt Indust Area 0% Jordan 0% Keewaydin 0% Kenny 6% Kenwood 0% Page 77 CHy of MInncopolls Resident Survey Ein which Minneapolis neighborhood do you ilve? Percent U.nden Hills 0% Logan Park Longfellow Loring Park Lowry Hill .Y.orsh.9111-Terrace 0% _______ Q% _ _ Minnehuho - _ . _ Morris Park -�%� NeorN_�dh' _496 -- N�oUat|o|omcyE��Bonk - _� ___ 1396 _. _ Nokomis _ ' North Loop 396 � Northeast Park _-_ Q% �o.!.,op__---________096_ 'Page_ -Pnmips__--_-________ ' 0% Phillips West 096 Pow��mo�� ___�___ O% Prospect Park ERiver Rd U% .-Regina� ' � 0%Seward — ---' % 094 .S.P"�ridan.. Shingle Creek 09& StAnthonyEast -. � _/ '- — l% StVVea '~���' -- 3% Standish_ O% Stevens Square 096 Sum ood ` University -- O96 0% Ventura Village - --_-_ - � Vinhory_ UY& VVoUePo� - � VVennnch� O% West Calhoun - ,x' o' esuffs bniary 2013' In which Minneapolis neighborhood do you llve? Percent Whiffier Willard -Hay 0% Windom Park Uptown Warehouse District 0 % ". Other 0% Other 9% Total 100% TABLE 67� QUESTION 38 Record gender Percent...= Male 50% Female Total 100% at M.1pneopofts Res/dent Sunlopy TABLE 68; COMMUNITY DISTRICT 9% (strict Percent Calhoun -Isles 8% Camden % Centra! n % . Longfellow 7% Near North - 6°% Nokomis la Northeast Phillips % Powderhorn 131a Southwest 12% University 11% Unknown 4% Total 100% TABLE 69: SURVEY English 9% Spanish ..0% Vietnamese 0% Hrrton ..__.._ .._.._...___ Somali % . Cromo % Lao 0% Total 100% ort of ReSults I Vi=e r,uary 2013 L1 Qui O U cl- U 00 0 O Cela CV N s 'Q 3 ; C+; M � LL K .Q E � E ^O W I i Z i i f Z a rA O Q04 C i � i ` i H a) \ a oe 0- (D f I 1 i i I i i i I e i O' O . O O_ O O p O "' c C ; 0 O � I i ' Z O 0 � O �, L' O' O ; C r ,Q .'� O) C . 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O' i Q D oU o ' 5� D L`: oa'i3��'o o`°a c m c c m c @: {U] c �:-c{ o y p�U O -O C O C- Q p N -N 43 -Op c'd [C Nra 0 !N 5- m� Ql:— N �:-- �Z C� O O y c.0: c o N: a o m° o o aE m m— a. a m a ooE 6: CD ?m 6 �� a � m ^ oo cam 'aro' a° °�� ID _ _ "' 3�m oar aha � ° ���� �U ��' €U o` L) CQo w�i°a'S°`o Q E mgr �, ° m;'o,00�:�o N V' e- 41 CD 0 4 \ C/3 \ p k 0 � g a 2 / 2 § \ a 2 K $ / \ \[® \o=§� f)t\ ek2ƒS mm�E )f)> § 3 B@m °E[ r � > $ ) � M / \(3 o o * j\ CLU a, § L[ LO \ \ )E Lu \U-) \ .... \ g k » P \ / k § / ( ® a LO \| §| \ IN 2 f \ \ \ G of Minneopolls Resident Survey APPENDIX lido DETAILED SURVEY METHODOLOGY DEVELOPING THE INTERVIEW SCRIPT The Minneapolis Resident Survey was first administered in 2001. While some survey questions have been modified over time, residents typically have been asked their perspectives about the quality of life in the city, use of City amenities, opinions on policy issues facing the City and perspectives on City service delivery. The 2012 instrument was almost identical to the survey instrument used in 2011, with a few additions and deletions. SELECTING SURVEY RECIPIENTS A company specializing in phone survey services conducted the interviewing, purchased a random digit dial sample (RDD) where part of the sample was geocoded up -front using reverse directory look -up. Phone numbers of Minneapolis residents were randomly selected for interviewing. Once interviews were completed using the RDD list, those that had respondent address information were geocoded to determine in which of 11 community planning districts a respondent resided. The pre-geocoded list was used at the end of data collection to meet quotas set by community planning district. If records were unable to be geocoded, they were manually examined to see if the community planning district could be identified from the information in the record. Failing obvious identification, a reverse phone directory was used to generate address information for numbers with incomplete or inaccurate information. QUOTAS To ensure the representation of each of the 11 community planning districts with the City of Minneapolis, a quota was set for each of the 11 districts. More than loo interviews were completed in each planning district, except for Phillips where 94 interviews were obtained. Additionally, a quota of at least 200 completed interviews with respondents of color as well as 100 completed interviews with cell phone users was established for this study. Both of these quotas were met with 23% of interviews (311 respondents) being completed with respondents of color and 27% of interviews (376 respondents) completed with cell phone users6. SURVEY ADMINISTRATION AND RESPONSE The survey was administered by a company specializing in phone survey services, and the data were recorded electronically using a Computer -Assisted Telephone Interviewing system (CATI).7 Phone calls were made from October 11, 2012 to November 28, 2011.2. A majority of the interviews was completed during the evening hours, although calls were made on the weekend and during weekdays also. The interviews averaged about 25 minutes in length. All phone numbers were dialed at least eight times before replacing with another number, with at least one 6 A cell phone user represents a respondent who either only has a cell phone which was their pdmary phone of those who had a cell phone and a landline but their cell phone was their pdmary phone. CATI Is a software program that automatically dials phone numbers, logs dispositions and records responses to completed Interviews. f 8 P.CAr _:: - - age. 144 CW of Minneapolis Resident Survey of the attempts on either a weekend or weekday. interviewers who spoke Spanish, Vietnamese, Somali, Hmong, Lao and Oromo were available for this survey; five surveys were conducted in Spanish, two in Hmong, four in Vietnamese, two in Oromo, two in Somali and four in Lao. Although TTY capabilities were offered, no surveys were completed by TTY users. A total of 39,835 phone numbers were dialed during the survey administration. Some of these numbers are considered ineligible$ for the survey. Of the approximately 6,826 households called, 1,378 completed interviews providing a response rate of 20%. Approximately 684 households refused the survey. The dispositions of the numbers dialed during the survey are listed in the table on the foIIowing page. TA13LE 181 DISPOSITION OF ALL NUMBERS CALLED FOR THE 2012 CITY OF MINNEAPOLIS, NIN RESIDENT SURVEY Disposition Number of phone numbers Completes 1,378 Partial 256 Household -level refusal 459 Known -respondent refusal 225 Respondent never available 1,399 Language problem 935 Always busy _..... ..... . 325 Answering machine 12,264 Call blocking 99 Out of sample - other strata than originally coded 269 Fox/data line -.. ...__....1,138 Non-working/disconnect 20,327 Cell phone 10 Business, government office, other organizations _._ 711 Other / duplicate 1(sting (mail surveys) 40 Total phone numbers used 39,835 I= Complete Interviews 1,378 P=Partial Interviews -. 256 R=Refusal and break off 684 NC=Non Contact _ 1 399 O=Other _. 935 e9=estimated proportion of cases of unknown eligibility that are eligible 17% UH Unknown household ....... T-2,688 UO=Unknown other 0 Response Rate10 ___.._ ...... _._.. . _. _ 20% a Disconnected, fax/data line, or business phone numbers were not included as eligible households, For T 2,688 phone numbers where the eUgiblllty stag of the household was unknown, 17% were estimated to be eligible. This proportion was assumed to hold for those households not contacted, or where the household refused, and therefore prevented knowfng the eligibility status, and only 17% of these numbers were included in the final response rate calculation. ° Estimate of a is based on proportion of eligible households among all numbers for which a definmve determination of status was obtained (a very conservative estimate). 10 The response rate was calculated as I/((I+P) + (R+NC+O) + e(UH+UO)). Pogre 145 of Minneapolis Pasident Survey 95% CONFIDENCE INTERVALS The 95% confidence interval (or "margin of error") quantifies the "sampling error" or precision of the estimates made from the survey results. A 95% confidence interval can be calculated for any sample size and indicates that in 95 of 100 surveys conducted Iike this one, for a particular item, a result would be found that is within ±3 percentage points of the result that would be found if everyone in the population of interest was surveyed. The practical difficulties of conducting any resident survey may introduce other sources of error in addition to sampling error. Despite our best efforts to boost participation and ensure potential inclusion of all households, some selected households will decline participation in the survey (referred to as non -response error) and some eligible households may be unintentionally excluded from the listed sources for the sample (referred to as coverage error). While the 95 percent confidence level for the survey is generally no greater than plus or minus three percentage points around any given percent reported for the entire sample, results for subgroups will have wider confidence intervals. For each community planning district from the survey, the margin of error rises to as much as plus or minus xo% for a sample size of 94 (in smallest) to plus or minus 7% for 199 completed surveys (in largest). Where estimates are given for subgroups, they are less precise. SURVEY PROCESSING (DATA ENTRY) Use of a CATI system means that all collected data were entered into the dataset at the time of the interview. Skip patterns were programmed into CATI so interviewers were automatically "skipped" to the appropriate question based on the individual responses being given. Before the data were analyzed, an in-depth cleaning of the data was conducted as part of the standard quality control procedures. WEIGHTING THE DATA The demographic characteristics of the survey sample were compared to those found in the 2010 Census estimates and the City estimates for each of the 11 community districts. Sample results were weighted using the population norms to reflect the appropriate percent of those residents in the city. Other discrepancies between the whole population and the sample were also aided by the weighting due to the intercorrelation of many socioeconomic characteristics. The variables used for weighting were respondent gender, age, ethnicity, race, housing tenure (rent or own) and geographic location (community planning district). This decision was based on: • The disparity between the survey respondent characteristics and the population norms for these variables ® The saliency of these variables in differences of opinion among subgroups The historical profile created and the desirability of consistently representing different groups over the years The primary objective of weighting survey data is to make the survey sample reflective of the larger population of the community. This is done by: 1) reviewing the sample demographics and comparing them to the population norms from the most recent Census or other sources and 2) comparing the responses to different questions for demographic subgroups. The demographic characteristics that are least similar to the Census and yield the most different results are the CW of Minneopofis Resident Survey 8 lielf MA"AN [Jill o ol III iiii,��ill 1111111111111111111 1,�� TABLE 782: MINNEAPOLIS 2012 RESIDENT SURVEY WEIGHTING TABLE Norm' Unwe[qhted Data Weiahted Data Ownhome 49% !. I---.- 70% 53% Rent home - 51% 1 30°l® 47% Race and EthnIcHy White alone, not Hispanic 67% 77% 68°/® Hispanic and/or other race 33% 1 23% _% 32% Sex and Age 18-34 years of age 45% 9% 41% 35-54 years of age 33% 34% 55+ _years ",- ', 8 _f age- , 2 0, A 58% 25% Male 50% i 44% 50%1 - Female 50% 56% 50% Males 18-34 23% 1 5% 23% Males 35-54T7% 15% 77% Males 55+ 10 . % 24°/®i Females 18 34 23% 5%19% Females 36_64 15-"%- 18%17% Females 55+ 12% 34a/®. 14% CommunI DI Calhoun Isles 9% 8% 8% Camden 1 7'� 1 8!° 6% Cenfral 9_% 8_% 9% Longfellow 7°!® 14% 7% Near North 7% 8% 6% ,N.I. 9% 10% 9% Northeast 10% 8% 9% Phillips 7% 5% Powderhom 14% 11% 13% Southwest 12% 8®j® 12 University 12%7 Unknown 3% 4% Source: 2010 Census 2 Source: 2012 City of Minneapolis estimates, based on 2010 Census ddia "I f,,' -.12 1 ` I ruary 2013 — ---------------------- -- Page - 147 ANALYZING THE DATA The electronic dataset was analyzed by National Research Center, Inc. staff using the Statistical Package for the Social Sciences (SPSS). For the most part, frequency distributions and mean ratings are presented in the body of the report. A complete set of frequencies for each survey question is presented in Appendix H. Complete Set of Frequencies. Also included are results by respondent demographic characteristics as well as the ii community planning districts (Appendix III: Crosstabulation of Select Survey Questions). Chi-square or ANOVA tests of significance were applied to these breakdowns of selected survey questions. A "p -value" of 0.05 or less indicates that there is less than a 5% probability that differences observed between groups are due to chance; or in other words, a greater than 95% probability that the differences observed in the selected categories of the sample represent "real" differences among those populations. Where differences between subgroups are statistically significant, they have been marked with grey shading in the appendices. COMPARING MINNEAPOLIS'S RESULTS TO THE BENCHMARKING FDATA.BASE Jurisdictions use the comparative information provided by benchmarks to help interpret their own resident survey results, to create or revise community plans, to evaluate the success of policy or budget decisions and to measure local government performance. Taking the pulse of the community has little meaning without knowing what pulse rate is too high and what is too low. When surveys of service satisfaction turn up "good" resident evaluations, it is necessary to know how others rate their services to understand if "good" is good enough or if most other communities are "excellent." Furthermore, in the absence of national or peer community comparisons, a jurisdiction is left with comparing its police protection rating to its street maintenance rating. That comparison is unfair as street maintenance always gets lower ratings than police protection. More illuminating is how residents' ratings of police service compare to opinions about police service in other communities and to resident ratings over time. A police department that provides the fastest and most efficient service — one that closes most of its cases, solves most of its crimes, and keeps the crime rate low — still has a problem to fix if the residents in the city rate police services lower than ratings given by residents in other cities with objectively "worse" departments. Benchmark data can help that police department — or any City department — to understand how well residents think it is doing. NRC has innovated a method for quantitatively integrating the results of surveys that we have conducted with those that others have conducted. These integration methods have been described thoroughly in Public Administration Review, Journal of Policy Analysis and Management, and in NRC's first book on conducting and using citizen surveys, Citizen Surveys: how to do them, how to use them, what they mean, published by the International City/County Management Association (ICMA). Scholars who specialize in the analysis of citizen surveys regularly have relied on NRC's work [e.g., Kelly, J. & Swindell, D. (2002). Service quality variation across urban space: First steps towards a model of citizen satisfaction, Journal of Urban Affairs, 24, 271-288.; Van Ryzin, G., Muzzio, D., Immerwahr, S., Gulick, L. & Martinez, E. (2004). Drivers and consequences of citizen satisfaction: An application of the American Customer Satisfaction Index Model to New York City, Public Administration Review, 64, 331- 3411. The method described in those publications is refined regularly and statistically tested on a growing number of citizen surveys in NRC's proprietary databases. Jurisdictions in NRC's benchmark database are distributed geographically across the country and range from small to large in population size. Comparisons may be made to all jurisdictions in the database or to a subset of jurisdictions (within a given region or population category), as Tru, 148 ofMirineopolls Resident Sunlpy in this report. Despite the differences in jurisdiction characteristics, all are in the business of providing local government services to residents. Though individual jurisdiction circumstances, resources and practices vary, the objective in every community is to provide services that are so timely, tailored and effective that residents conclude the services are of the highest quality. High ratings in any jurisdiction, like SAT scores in any teen household, bring pride and a sense of accomplishment. While benchmarks help set the basis for evaluation, citizen opinion should be used in conjunction with other sources of data about budget, population demographics, personnel, and politics to help managers know how to respond to comparative results. ... ........ _...... .---,.,.........� ._....��_..._.......... ....... ......._...-....__ .. ............... _. ._ ..,_.... .. ................ ....,...,.... P.q-, g f@z 14 9 C% Of Minneapolis Resident Survey APPENDIX Ve JURISDICTIONS INCLUDED IN THE DATABASE Lasted below are the jurisdictions included in the national benchmark comparisons provided for the City of Minneapolis followed by its 2010 population according to the U.S. Census. At the end of this appendix, we also list the jurisdictions included in the "select cities" comparison. JURISDICTIONS INCLUDED IN THE NATIONAL COMPARISON Abilene, KS ............................................6,844 Adams County, CO...............................441,603 Airway Heights, WA................................6,114 Albany, GA............................................77,434 Albany, OR ........... ................................. 50,158 Albemarle County, VA...........................98,970 AlbertLea, MN ........ ............................... 18,016 Alpharetta, GA ......................................57,551 Altoona, IA.............................................14,541 Ames, IA ................ ............................ .... 58,965 Andover, MA ................... ............. .......... 8,762 Ankeny, 11A.. ...................... ..................... 45,582 AnnArbor, MI ......................................... 113,934 Annapolis, MD . ................... ............... .... 38,394 Apple Valley, CA .. ...... ........................... 69,135 Arapahoe County, CO..........................572,003 Archuleta County, CO.... ....................... 12,084 Arkansas City, KS- ............ .............. ...... 12,415 Arlington County, VA .................. ............ 207,627 Arlington, TX . .............. ........... ................. 365,438 Arvada, CO ....................................... .... 106,433 Asheville, NC ............................ ............. 83,393 Ashland, OR .... ............................. ......... 20,078 Ashland, VA .................. ................... ...... 7,225 Aspen, CO ............................................6,658 Auburn, AL .................. ........................... 53,380 Auburn, WA ....... .......................... ........... 70,180 Aurora, CO ..................... .................... ...325,078 Austin, TX ............................................... 790.390 Baltimore County. MD ...........................805,029 Baltimore, MD ...................... .................. 620,961 Barnstable, MA ............ .......................... 45,193 Batavia, 1L., ............................................ 26,045 Battle Creek, MI .....................................52,347 Bedford, MA ...................... .................... 12,595 Bellevue, WA..........................................122,363 Beltrami County, MN .............................44.442 Benbrook, TX ....... ................................... 21,234 Bend, OR ..... ........................... ............... 76,639 Benicia, CA .................... ....................... 26,997 Bettendorf, IA ... ...................................... 33,217 Billings, MT .................... ........... ............... 104,170 Blaine, MN ................. ............................ 57,186 Bloomfield Hills, Ml.................................3,869 Bloomington, IL......................................76,610 Bloomington, MN .......................... ........ 82,893 Blue Ash, OH ......................... ................. 12,114 Blue Springs, MO ...................................52,575 Boise, ID .......... ................. ...................... 205,671 Botetourt County, VA .............................33,148 Boulder County, CO .............................. 294,567 Boulder, CO..........................................97,385 Bowling Green, KY. .................. . .......... - 58,067 Bozeman, MT........................................37,280 Branson. MO.........................................10,520 Brea, CA ................................................ 39,282 Brevard County, FL ........ ........................ 543,376 Brisbane, CA .... .................................... .4,282 BrokenArrow, OK...................................98,850 Brookline, NH ......................................... 4,991 Broomfield, CO.....................................55,889 Brownsburg, IN ............... ....................... 21,285 Bryan, TX ................. ............................... 76,201 Burleson, TX...........................................36,690 Burlingame, CA ..... ........ ................ ........ 28,806 Burlington, MA.......................................24,498 Cabarrus County, NC ............. .............. 178,011 Cambridge, MA .................................... 105,162 Cape Coral, FL ...................... ............ ...154,305 Cape Girardeau, MO ........................... 37,941 Carson City, NV.....................................55,274 Cartersville, GA ..................................... 19,731 Carver County, MN ............................... 91,042 Cary, NC...............................................136,234 CasaGrande, AZ, ................................. 48,571 Casper, WY...........................................55,316 Castle Pines, CO ............ ....................... 3,614 Castle Rock, CO ....................... ............ 48,231 Cedar Falls, IA.......................................39,260 Cedar Rapids, IA ............ ................. ...... 126,326 Centennial, CO .................................... 100,377 Centralia. IL ...........................................13,032 Chambersburg, PA ............................... 20,268 Chandler, AZ ........................... .............. 236,123 Chanhassen, MN ...... .................... ........ 22,952 Charlotte County, FL ........................... ..159,978 Charlotte, NC ........................................ 731,424 Charlottesville, VA ................................. 8,001,030 Chesapeake, VA ...................... ....... ......222,209 Chesterfield County, VA ........................ 316,236 Cheyenne, WY......................................59,466 Chippewa Falls, WI ............................... 13,661 Citrus Heights, CA ..... ............................. 83,301 Clark County, WA .......................... ........ 425,363 Clay County, MO ......... ......................... 221,939 Clayton, MO ........ ................................. 15,939 Clear Creek County, CO.......................9,088 Clearwater, FL.......................................107,685 Clive, IA ...... ........... ................................ 15,447 Cococino County, AZ ...........................134,421 Page '1,50 Cffil of Minnecr pollsesident urvey College Station, TX................................93,857 Colleyville, TX.........................................22,807 Collier County, FL ..................................321,520 30,255 Collinsville, IL..........................................25,579 297,619 Colorado Springs, CO ...........................416,427 12,616 Columbia, MO......................................108,500 Columbus, WI........................................4,991 Commerce City, CO.............................45,913 3,882 Concord, CA.........................................122,067 Concord, MA.........................................17,668 Farmington, NM ............... .................... Conyers, GA..........................................15,195 Fayetteville, AR ...................................... Cookeville, TN........................................30,435 Federal Way, WA ........ ........................... Coon Rapids, MN..................................61,476 Fishers, IN .............................................. 76,794 Cooper City, FL .....................................28,547 Florence, AZ..........................................25,536 Coronado, CA.......................................18,912 Flower Mound, TX..................................64,669 Corpus Christi, TX...................................305,215 Flushing, MI ............. ....... ....................... Corvallis, OR ........................ .................. 54,462 Coventry, CT ............. ............................. 2,990 Craig, CO..............................................9,464 Fort Smith, AR ........................................ Cranberry Township, PA .................. ....... 28,098 Crested Butte, CO ......... ............ ............ 1,487 Crystal Lake, L., Fredericksburg, VA ......... ..................... Cumberland County, PA .......................235,406 Cupertino, CA.......................................58,302 25,638 Dade City, FL.........................................6,437 Dakota County, MN... ............. . ............. 398,552 Dallas, TX ............. .................................. 1,197,816 Dania Beach, FL....................................29,639 Gainesville, FL ............... ................. ....... 124,354 Davidson, NC .................. .................... ..10,944 Davis, CA...............................................65,622 23,647 Daytona Beach, FL................................61,005 26,658 DePere, %q ..................... ....................... 23,800 Decatur, GA..........................................19,335 DeKalb, IL ..............................................43,862 Delaware, OH ............. ........................... 34,753 Delray Beach, FL ................................... 60,522 Denton, TX.............................................1 13,383 Denver, CO .... ........... ........... ................. 600,158 DesMoines, IA.......................................203,433 208,453 Destin, FL ...............................................12,305 Dewey -Humboldt, AZ ............................3,894 4,973 Dorchester County, MD .........................32,618 65,275 Dothan, AL.............................................65,496 Douglas County, CO.............................285,465 48,520 Dover, DE ..............................................36,047 Dover, NH ............................. ................ .29,987 Dublin, CA .......... ................................... 46,036 Dublin, OH ......................... .................... 41,751 Duluth, MN ... .................................. ........ 86,265 Duncanville, TX......................................38,524 7,960 East Grand Forks, MN „ ....... ................... 8,601 East Providence, RI................................47,037 137,436 Eau Claire, Wl... ..................................... 65,883 Edina, MN.. ............................................ 47,941 Edmond, OK .........................................81,405 124,775 Edmonds, WA........................................39,709 EICerrito, CA ........................ ................. 23,549 EIPaso, TX ........................... ................... 649,121 Elk Grove, CA ........................................153,015 104,371 Elk River, MN ..........................................22,974 29,763 ENisville, MO ........................................... 9,133 Elmhurst, IL............................................44,121 Englewood, CO .................... ................ 30,255 Escambia County, FL ... ......................... 297,619 Escanaba, MI .... ................................... 12,616 EstesPark, CO.......................................5,858 Evanston, IL...........................................74,486 Fairway, KS ..... .................. ..................... 3,882 Farmington Hills, MI...............................79,740 Farmington, NM ............... .................... .45,877 Fayetteville, AR ...................................... 73,580 Federal Way, WA ........ ........................... 89,306 Fishers, IN .............................................. 76,794 Flagstaff, AZ .......................................... 65,870 Florence, AZ..........................................25,536 Flower Mound, TX..................................64,669 Flushing, MI ............. ....... ....................... 8,389 ForestGrove, OR ................................... 21,083 Fort Collins, CO .... ........... ...................... 143,986 Fort Smith, AR ........................................ 86,209 Fort Worth, TX ....................................... 741,206 Fountain Hills, AZ ................................... 22,489 Fredericksburg, VA ......... ..................... ..24,286 Freeport, IL ............................................ 25,638 Freeport, ME..........................................1,485 Fremont, CA ......................................... 214,089 Fridley, MN ............................................ 27,208 Fruita, CO., ............................ ............... 12,646 Gainesville, FL ............... ................. ....... 124,354 Gaithersburg, MD ........................... ....... 59,933 Galt, CA ..... ........................................... 23,647 Garden City, KS ..................................... 26,658 Gardner, KS ................................... ........ 19,123 Geneva, IVY..........................................13,261 Georgetown, CO..................................1,034 Georgetown, TX ...................... .............. 47,400 Germantown, TN ................ ................... 38,844 Gig Harbor, WA .......... .............. ........... ..7,126 Gilbert, AZ ............................................ 208,453 Gillette, WY............................................29,087 Gladstone, Ml ....... ..................... ........ - 4,973 Goodyear, AZ ....................................... 65,275 Grand County, CO ...............................14,843 Grand Island, NE ............................ ....... 48,520 Greeley, CO..........................................92,889 Green Valley, AZ ................................... 21,391 Greer, SC..............................................25,515 Gulf Shores, AL ..................... ............... ..9,741 Gunnison County, CO ................. ........ ..15,324 Hailey, ID ............................................... 7,960 Hamilton, OH ........... ............................ 62,477 Hampton, VA ....................... ................. 137,436 Hanover County, VA .............................. 99,863 Harrisonville, MO....................................10,019 Hartford, CT ............... ............. ............... 124,775 Henderson, NV......................................257,729 Hermiston, OR ........................ ............... 16,745 Hemdon, VA. ......................................... 23,292 High Point, NC ..... .................. ................ 104,371 Highland Park, IL ........ ...... .................. .... 29,763 w............................................... ._.. of Minneapolis Resident Survey Highlands Ranch, CO • ..........................96,713 Hillsborough County, FL ........................ .1,229,226 Hillsborough, NC....................................6,087 75,568 Holden, MA •...••..•...•.................. ............ 17,346 Honolulu, HI •.........••..• ............................953,207 Hoquiam, WA ............ ............................ 8,726 Houston, TX ..................................... .... ...2,099,451 Howell, MI .......................... .................... 9,489 Hudson, CO ..,..• ....................................2,356 Hudson, OH...........................................22,262 Marana, AZ •......•........•..,,..•...•.•.....,..,,.•.34,961 Hudsonville, MI ......................................7,116 3,817,117 Huntersville, NC •..•...•..• ..........................46,773 Hurst, TX ............................ ....... .............. 37,337 Hutchinson, MN.....................................14,T 78 Hutto, TX..............................••..•...•..••....•14,698 Indian Trail, NC .......•...•...,,,,•..•..........•...•33,518 Indianola, IA ........ .................................. 14,782 Jackson County, MI... ................. .......... 160,248 Jackson County, OR ...................... ........ 203,206 James City County, VA...............•...•..,•„67,009 32,187 Jefferson City, MO.• . ..................... ......... 43,079 Jefferson County, CO... .......... .............. 534,543 Jerome, ID.....................•..................,....10,890 Johnson City, TN ............................. ....... 63,152 Johnson County, KS ...... ,.••............. ........ 544,179 Jupiter, FL ..............................................55,156 Mesa County, CO.................................146,723 Kalamazoo, Mi... ................................... 74,262 Kelzer, OR ......... „•........... .......................36,478 Miami Beach, FL ....... .......................... ..87,779 Kennett Square, PA ............................ ,,..6,072 Midland, MI........................•...•.•.....•.,.•..41,863 Kettering. OH ... •.. • •.. •... •.. • •...... •.. • •.. •........56,163 Milford, DE.............................................9,559 Kirkland, WA ........ ................................ ...48,787 Minneapolis, MN ................................... Kutztown Borough, PA ................. .,•.,.•,.... 5,OT2 La Plata, MD......................•...,..•..•.......•.8,753 Mission, KS ............................... .............. LaPorte, TX......................................•.....33,800 LaVista, NE.....................•..••..•...•...,,.•...•15,758 Lafayette, CO................•...,..,...•..••..•..•,.24,453 Montgomery County, MD ..................... Laguna Beach, CA................................22,723 Montgomery County, VA ...................... LagunaHills, CA .•...•......• .......................30,344 Montpelier, VT ....................................... Lake Oswego, OR..................................36,619 Montrose, CO ....................................... Lakewood, CO .................................. .... 142,980 Lane County, OR ................................... 351,7T5 Larimer County, CO .• ............................299,630 Moscow, ID......................•..•...•..•..•.,.,.••23,800 Lawrence, KS .............................. ........... 87,643 League City, TX.................•..,•..•.........•.,83,560 Munster, IN ............................................23,603 Lebanon, NH .......... .......... ..................... 13,151 LeeCounty, FL..•...•...............................618,754 Naperville, IL....................•..•..•..••.•...•..•..141,853 Lee's Summit, MO ...............•..• •..............91,364 Nashville, TN..................•...•..•..........,.....601,222 Lewiston, ME.............••.................•.........36,592 Needham, MA......................................28,886 Lexington, VA.........................................7,042 Now Orleans, LA.................•..•..••........••.343,829 Lincoln, NE ............................... ......... ..... 258,379 Lincolnwood, IL ........................ .•...•..•.•.,,12,590 Newport Beach, CA ................ .............. Little Rock, AR •..........•...• ........................193,524 Newport News, VA ................................. Littleton, CO .•..........• .............................41,737 Newport, RI .....•.•..• ................................24,672 Livermore, CA...............•...,...•..•......••.•...80,968 Noblesville, IN ....... ,................................ Lodi, CA...........................•...•..•,.•...•......•62,134 Nogales, AZ •.......•......,..•......•...,.•..,...•..20,837 Lone Tree, CO...................•...•.....••.....•..10,218 Norfolk, VA ..................................... ........ Long Beach, CA... ..... ........................... 462,257 Longmont, CO ................ ...................... 86,270 Los Alamos County, NM ........................17,950 North Las Vegas, NV .............................. Louisville, CO ................................... ...... 18,376 Lower Providence Township, PA . •..... • •... 25,436 Lyme, NH..............................................1,716 Lynchburg, VA ....................................... 75,568 Lynnwood, WA ........... ........................... 35,836 Lyons, IL .............................................. ...10,729 Madison, WI.......................................... 233,209 Mankato, MN ........................................ 39.309 MapleGrove, MN.............•..•,.,..,..•..•..•.61,567 Maple Valley, WA .................................. 22,684 Marana, AZ •......•........•..,,..•...•.•.....,..,,.•.34,961 Maricopa County, AZ ............................ 3,817,117 Marin County, CA .•....• ..........................252,409 Marion, 1A ........................ ....... ............... 33,309 Maryland Heights, MO ........ .................. 27,472 Mayer, MN ... •..,.......• .............................1,749 McAllen, TX ••.....•....•...•..••..•...•.......•.•...•.129,877 McDonough, GA...................................22,084 McKinney, TX ......................... ................ 131,1 T7 McMinnville, OR ........ ........... ................. 32,187 Mecklenburg County, NC ............. ........ 919,628 Medford, OR .... ..................................... 74,907 Menlo Park, CA..............•...•.....•..,.........32,026 Meridian Charter Township, MI .............. 39,688 Meridian, ID ........................................... 75,092 Merrill, WI...............•..•.......,,.•...•.....•...•.,.9,661 Mesa County, CO.................................146,723 Mesa, AZ•,. ..... ........................... ,........... 439,041 Miami Beach, FL ....... .......................... ..87,779 Midland, MI........................•...•.•.....•.,.•..41,863 Milford, DE.............................................9,559 Minneapolis, MN ................................... 382,578 Mission Viejo, CA ................................... 93,305 Mission, KS ............................... .............. 9,323 Missoula, MT .......... ......... ................ ....... 66,788 Montgomery County, MD ..................... 971,777 Montgomery County, VA ...................... 94,392 Montpelier, VT ....................................... 7,855 Montrose, CO ....................................... 19,132 Mooresville, NC ...... ......,........................ 32,711 Morristown, TN ....................................... 29,137 Moscow, ID......................•..•...•..•..•.,.,.••23,800 Mountlake Terrace, WA ..... • • .................. T 9,909 Munster, IN ............................................23,603 Muscatine, IA...............•.•.•..•...,,••.•....•.••22,886 Naperville, IL....................•..•..•..••.•...•..•..141,853 Nashville, TN..................•...•..•..........,.....601,222 Needham, MA......................................28,886 Now Orleans, LA.................•..•..••........••.343,829 New York City, NY..............•........•..,,..•..•8,175,133 Newport Beach, CA ................ .............. 85,186 Newport News, VA ................................. 180,719 Newport, RI .....•.•..• ................................24,672 Noblesville, IN ....... ,................................ 51,969 Nogales, AZ •.......•......,..•......•...,.•..,...•..20,837 Norfolk, VA ..................................... ........ 242,803 Normal, IL ................ .............................. 52,497 Norman, OK..........................................110,925 North Las Vegas, NV .............................. 216,961 North Palm Beach, FL • .............•............12,015 Northglenn, CO .................................. ...35,789 P a g:p 152 City of 1 1nne ,polls Resbdent Survey NOVI, MI .................................................55,224 O'Fallon, IL.............................................28,281 Oak Park, IL ................ .......... .................. 51,878 Oakland Park, FL ............................ ........ 41,363 Oakland Township, MI .................. ......... 16,779 Ocala, FL., ............................................. 56,315 Ocean City, MD ....................................7,102 Ogdensburg, NY ........ ....... ....... .............. 11,128 Oklahoma City, OK ...............................579,999 Olathe, KS..............................................125,872 Olmsted County, MN, ............................ 144,248 Orange Village, OH ...............................3,323 Orland Park, IL ...................... ....... .......... 56,767 Oshkosh, WI ...........................................66,083 Otsego County, MI ................ ........ ........ 24,164 Oviedo, FL ..... .................. ...................... 33,342 Palatine, IL ...................................... ....... 68,557 Palm Bay, FL ...... ........................ ............ 103,190 Palm Beach County, FL.........................1,320,134 Palm Coast, FL......................................75,180 Palm Springs, CA .............................. ..... 44,552 Palo Alto, CA .........................................64,403 Panama City, FL....................................36,484 Paplllion, NE ....... ........................ ............ 18,894 Park City, UT .... ....................................... 7,558 Park Ridge, IL.........................................37,480 Parker, CO ........................................ ..... 45,297 Pasadena, CA ............... ........................ 137,122 Pasco County, FL ............. ..................... 464,697 Pasco, WA .......... ........... ........................ 59,781 Peachtree City, GA ...............................34,364 Peoria County, IL .......... .................... ....186,494 Peoria, AZ ..............................................154,065 Peters Township, PA ...............................21,213 Petoskey, MI .................... ............ .......... 5,670 Phoenix, AZ ....... ..................................... T,445,632 Pinal County, AZ ....................................375,770 Pinellas County, FL ......... ........ ................ 916,542 Piqua, OH .... ............. ............................. 20,522 Plano, TX................................................259,841 Platte City, MO ........................... ....... .... 4,691 Pocatello, ID ...... .................................... 54,255 PortHuron, MI ........................................30,184 Port Orange, FL ... ........ ........................... 56,048 Port St, Lucie, FL.....................................164,603 Portland, OR .......................... ........... .....583,776 Post Falls, ID ......... ........... ....................... 27,574 Prescott Valley, AZ .................................38,822 Provo, UT ............................ .................... 112,488 Pueblo, CO .......... ................................. 106,595 Purcellville, VA........................................7,727 Queen Creek, AZ .... .......................... ..... 26,361 Radford, VA .............. ......... .................... 16,408 Radnor Township, PA.............................30,878 Rapid City, SD ................................... ..... 67,956 Raymore, MO ......... ............................... 19,206 Redmond, WA ... .................................... 54,144 Rehoboth Beach, DE ............... ....... ....... 1,327 Reno, NV ...............................................225,221 Renton, WA .................................... ........ 90,927 off es ' n , Richmond Heights, MO ......................... 8,603 Richmond, CA ............. ........................ .103,701 Rifle, CO................................................9,172 Rio Rancho, NM....................................87,521 Riverdale, UT ......................................... 8,426 Riverside, IL .......... ................... .............. 8,875 Riverside, MO........................................2,937 Roanoke, VA.........................................97,032 Rochester, Mi........................................12,711 Rock Hill, SC .......................................... 66,154 Rockford Park District, IL ................... ...... 199,463 Rockville, MD- ..... ................................ 61,209 Roeland Park, KS ................................... 6,731 Rolla, MO .............. ........... ..................... 19,559 Roswell, GA . .......................................... 88,346 Round Rock, TX.....................................99,887 Rowleff, TX ... ...... ..................... ............... 56,199 Saco, ME, ......................................... -- 18,482 Salida, CO ........ ....... ........ ........... .......... 5,236 Salt Lake City, UT ...................................186,440 Sammamish, WA..................................45,780 Son Carlos, CA......................................28,406 San Diego, CA... ................................... 1,307,402 San Francisco, CA ................................ 805,235 San Jose, CA ........................................ 945,942 San Juan County, NM...........................130,044 San Luis Obispo County, CA ................. 269,637 San Marcos, TX ..................................... 44,894 San Rafael, CA .....................................57,713 Sandy Springs, GA.................................93.853 Sandy, UT .............................................. 87,461 Sanford, FL ...... ...................................... 53,570 Santa Clarita, CA ........... ....................... 176,320 Santa Monica, CA ................................ 89,736 Sarasota, FL .......................................... 51,917 Savage, MN..........................................26,911 Savannah, GA ......................................136,286 Scarborough, ME ................................ ..4,403 Scott County, MN..................................129,928 Scottsdale, AZ ....................................... 2T 7,385 Seaside, CA .......................................... 33,025 SeaTac, WA...........................................26,909 Sedona, AZ...........................................10,031 Sherman, IL ............... ......................... ...4,148 Shorewood, IL .......................................15,615 Shorewood. MN . ................................... 7,307 Shrewsbury, MA ............................... ......34,145 Sioux Falls, SD........................................153,888 Skokie, IL................................................64,784 Smyrna, GA...........................................51,271 Snellville, GA .......................................... T 8,242 Snoqualmie, WA...................................10,670 South Haven, MI ...................... .............. 4,403 South Lake Tahoe, CA...........................21,403 South Portland. ME ............ .................. ..25,002 Southborough, MA................................9,767 Southlake, TX ....................... .................. 26,575 Sparks, NV ............................................. 90,264 Spokane Valley, WA ............. ....... ..........89,755 Spotsylvania County, VA .......................122,397 Page 153 City of Mine oils Resident Sufvey Springboro, OH.... .................................. 17,409 Springfield, OR.......................................59,403 7,766 Springville, UT ... ...................................... 29,466 St. Cloud, FL ...................................... .... 35,183 St. Louis County, MN..............................200,226 238,136 Stallings, NC ..........................................13,831 State College, PA ............ ................... ...42,034 23,497 Stillwater, OK ......... ...... ........................... 45,688 Stockton, CA, ......................................... 291,707 SugarGrove, IL ....................... ............... 8,997 Summit, NJ ... ...... ................................... 21,457 Sunnyvale, CA.......................................140,081 Surprise, AZ ...................... ..................... .117,517 Suwanee, GA ....... ..................... ............ 15,355 Tacoma, WA .................................. ....... 198,397 Takoma Park, MD ...... ............................ 16,715 Temecula, CA ..................... ........ .......... 100,097 Tempe, AZ .............................................161,719 30,166 Temple, TX.............................................66,102 10,255 The Woodlands, TX .................. .............. 93,847 Thornton, CO ............ .......... ................... 118,772 Thousand Oaks, CA ..................... .......... 126,683 Titusville, FL .... ........ ......... ........................ 43,761 Tomball, TX ........ .................................... 10,753 Tualatin, OR .................. ......................... 26,054 Tulsa, OK .......... ............. ......... ................ 391,906 Tuskegee. AL ............................ .......... ...9,865 Windsor, CT .... ........ ............................... Twin Falls, ID ........................ ................... 44,125 Umatilla, OR .......... .......... ...................... 6,906 Upper Arlington, OH,., ........... .......... ..... 33,771 Upper Merion Township, PA ............... .... 28,395 Urbandale, IA ............ ....................... ..... 39,463 Vail, CO ................ .............................. ...5,305 Yakima, WA ........................................... Valdez, AK .................. ........................... 3,976 Vancouver, WA......................................161,791 Yuma County, AZ ............ ...................... Vestovia Hills, AL ....................................34,033 Yuma, AZ .............................................. Virginia Beach, VA ...... ........................... 437,994 Visalia, CA.............................................124,442 Wahpeton, ND ............ .......................... 7,766 Wake Forest, NC ................................... 30,T 17 Walnut Creek, CA .................................. 64,T 73 Washington City, UT...............................18,761 Washington County, MN ..... ........... ....... 238,136 Washoe County, NV..............................421,407 Watauga, TX ......................................... 23,497 Wauwatosa, WI ....... ........ ...................... 46,396 Wentzville, MO .... ................................. 29,070 West Carrollton, OH .......... ..................... 13,143 West Chester, PA .................. ............... ..18,461 West Des Moines, IA.. .................. ......... 56,609 West Richland, WA ............. ........... ........ 11,811 Westerville, OH ...................................... 36,120 Westlake, TX .......................................... 992 Westminster, CO ................................... 106,114 Wheat Ridge, CO ................................. 30,166 White House, TN .............. ................. ..... 10,255 Whitewater Township, Ml ....................... 2,684 Wichita, KS ............................................ 382,368 Williamsburg, VA ............. ___ ................. 14,068 Wilmington, IL........................................5,724 Wilmington, NC ....................... .............. 106,476 Wilsonville, OR., .......... __ ....................... 19,509 Wind Point, WI ....................................... 1,723 Windsor, CO .......................... ................ 18,644 Windsor, CT .... ........ ............................... 29,044 Winston-Salem, NC .................... ........... 229,617 Winter Garden, FL ................................. 34,568 Woodbury, MN......................................61,961 Woodland, WA ............... ................... ....5,509 Yakima, WA ........................................... 91,067 York County, VA ..................................... 65,464 Yuma County, AZ ............ ...................... 195,751 Yuma, AZ .............................................. 93,064 JURISDICTIONS INCLUDED IN THE "SELECT CITIES' COMPARISON Austin, TX............................................................................................................................................. 790,390 Boulder, CO.........................................................................................................................................97,385 Charlotte, NC...................................................................................................................................... 731,424 Denver, CO ... ........................................................................................... ........................................... 600,158 Durham. NC ........................................................ ................................................ ............. .................. 228,330 OklahomaCity, OK ..... .................................................................................. ......... ............................ 579,999 Portland, OR ... .......................................................................................... ......................... .................. 583,776 dY'a'e."5S '£ 8l8 ? .:.`.!S d. g Y"7 h, }`� .1 F ... .............................................. „,..... .........,.... .... Page r ... 54... CW of MInneapolis Resident Survey APPENDIX VI: SURVEY INSTRUMENT The following pages contain a copy of the questionnaire that survey participants were asked to complete. Page 155 Minneapolis 2012 Resident Satisfaction Survey - FINAL Introduction Screening esti s Introduction Hello, my name is [YOUR NAME] and I am conducting a study on behalf of the City of Minneapolis to gather the opinions of a variety of Minneapolis residents and would like to include your opinions. We are not selling anything. The information from this research study will be used for planning purposes. All your responses will remain confidential and reported in group form only. In order to keep our survey representative, I would like to speak to the adult member in your household who most recently had a birthday. [YEAR OF BIRTH 1S NOT TO BE CONSIDERED AS LONG AS THE PERSON IS 18 YEARS OR OLDER] Is that you? [IF NOT:] May I speak with that person, please? [REPEAT FIRST PARAGRAPH IF THE BIRTHDAY PERSON IS NOT THE PERSON WHO ANSWERED THE PHONE. IF THAT PERSON IS NOT AT HOME, GET THAT PERSON'S FIRST NAME AND SCHEDULE A CALL BACK] [IF RESPONDENT ASKS THE SURVEY WILL TAKE ABOUT 20 MINUTES DEPENDING ON THEIR RESPONSES] A. Do you live within the Minneapolis City limits? 1. YES 2. NO [THANK AND TERMINATE] 98. DON'T KNOW [THANK AND TERMINATE] 99. REFUSED [THANK AND TERMINATE] B. How long have you lived in the City of Minneapolis? [DO NOT READ LIST] 1. LESS THAN ONE YEAR 2. 1 TO 4 YEARS 3. 5 TO 9 YEARS 4. 10 TO 19 YEARS 5. 20 YEARS OR MORE 98. DON'T KNOW [THANK AND TERMINATE] 99. REFUSED [THANK AND TERMINATE] C. What is your home zip code? [DO NOT READ LIST] 1. 55401 2. 55402 3. 55403 4. 55404 5. 55405 6. 55406 7. 55407 8. 55408 9. 55409 10. 55410 11. 55411 12. 55412 13. 55413 14. 55414 15. 55415 16. 55416 17. 55417 18. 55418 19. 55419 20. 55421 21. 55423 22. 55430 23. 55450 24. 55454 25. 55455 26. 55487 97. OTHER [THANK AND TERMINATE] 98. DON'T KNOW [THANK AND TERMINATE] 99. REFUSED [THANK AND TERMINATE] Page 1 of 15 Minneapolis 2012 Resident Satisfaction Survey- FINAL D. Which of the following applies to your phone usage? [MUST READ ALL ANSWER OPTIONS] - [ROTATE ORDER] 1. I only have a cell phone which is my primary phone 2. 1 only have a landline which is my primary phone 3. 1 have a cell phone and a landline with my cell phone being my primary phone 4. 1 have a landline and a cell phone with my landline being my primary phone 1. Overall, how do you rate the City of Minneapolis as a place to live? Would you say...? 1. Verygood . Good 3. Only fair 4. Poor 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 2. Overall, how do you rate your neighborhood as a place to live? Would you say...? 1. Very good 2. Good 3. Only fair 4. Poor 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 3. Over the past two years, do you think Minneapolis has gotten better, gotten worse, or stayed about the same as a place to live? 1. Better 2. Stayed the same 3. Worse 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 4. In your opinion, what are the three biggest challenges Minneapolis will face in the next five years? [DO NOT READ LIST] 1. PUBLIC SAFETY 2. CITY GOVERNMENT 3. TRANSPORTATION RELATED ISSUES - INCLUDES TRAFFIC, TRANSIT & PARKING RESPONSES 4. EDUCATION 5. ECONOMIC DEVELOPMENT 6. HOUSING 7. GROWTH 8. JOB OPPORTUNITIES 9. MAINTAIN PUBLIC INFRASTRUCTURE - INCLUDING BRIDGE AND ROAD MAINTENANCE 10. FORECLOSURE 11. PROPERTY TAXES) 97. OTHER 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 4a. Please indicate whether you strongly agree, agree, disagree, or strongly disagree with the following statements: [ROTATE LIST]. What about...? a. I am proud to live in the City of Minneapolis b. I would recommend the City of Minneapolis as a great place to live Would you say you ... [READ SCALE AS NECESSARY] 1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] Page 2 of 15 Minneapolis 2012 Resident Satisfaction Survey - FINAL Neighborhood l Now I'm going to read some statements. For each please tell me whether you strongly agree, agree, disagree or strongly disagree with each statement. What about ... [ROTATE LIST] a. People in my neighborhood look out for one another b. My neighborhood is a safe place to live C. My neighborhood supports a healthy lifestyle d. My neighborhood has a good selection of stores and services that meet my needs e. My neighborhood is clean and well-maintained f. Street lighting in my neighborhood is adequate Would you say you ... [READ SCALE AS NECESSARY] 1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 6. Which of the following best describes the size of your current place of residence based on your household's needs? Would you say ... [REPEAT SCALE AS NECESSARY] 1. It is much too big 2. It is too big 3. It is just the right size 4. It is too small 5. It is much too small 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 7. Please indicate the extent to which you agree or disagree with each of the following statements about your current place of residence using the scale strongly agree, agree, disagree or strongly disagree: [READ STATEMENT]. What about the ... [ROTATE LIST] a. My housing costs [E.G., RENT OR MORTGAGE PAYMENT PLUS UTILITIES] are affordable and within my household's budget b. The location of my house or apartment is convenient for my household's needs [E.G., WORK, SCHOOL, ETC.] C. The physical condition of my house is adequate to meet my household's needs d. I intend to move within the next two years [SKIP TO QUESTION #7A IF RESPONDENT ANSWERS STRONGLY AGREE TO THIS ITEM] Would you say you ... [READ SCALE AS NECESSARY] 1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] [QUESTION 7A AND Ili ONLY GET ASKED OF RESPONDENTS WHO ANSWER STRONGLY AGREE TO ITEM 71131 7a. Which one of the following best describes where you intend to move? 1. To another location within the same neighborhood 2. To another neighborhood in Minneapolis 3. Outside Minneapolis but within the metro area 4. Outside the Minneapolis metro area 5. Out of state 6. Some other location 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 7b. Which one of the following best describes why you intend to move? [PROBE IF NECESSARY, ALLOW ONLY ONE RESPONSE.] 1. Work 2. Family 3. Financial reasons Page 3 of 15 Minneapolis 2012 Resident Satisfaction Survey - FINAL 4. Just want to live somewhere else 5. Children are grown/moved out - don't need the big house anymore 6. Current Property Taxes are too high 7. Schools - I want to get my child(ren) into better schools 8. Some other reason 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] Downtown Usage & Image 8. Moving now to Downtown Minneapolis. Do you live or work Downtown? 1. LIVE [SKIP TO Q11] 2. WORK [SKIP TO Q11] 3. NEITHER 4. BOTH [SKIP TO Q11] 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 9. In the last year, how often, if ever, did you go Downtown? [PROBE IF NECESSARY; CHECK ONLY ONE.] 1. Once or twice [SKIP TO Q10] 2. 3 to 12 times [SKIP TO Q11] 3. 13-26 times [SKIP TO Q11] 4. 26 times or more [SKIP TO Q11] 5. NEVER [SKIP TO Q101 98. DON'T KNOW [SKIP TO Q71] 99. REFUSED [SKIP TO Ql1] 10. What are the major reasons that keep you from spending more time Downtown? [DO NOT READ LIST, CHECK ALL THAT APPLY.] 1. LACK OF PARKING 2. COST OF PARKING 3. TRAFFIC (CONGESTION/CONSTRUCTION, ETC.) 4. SAFETY 5. PREFER OTHER SHOPPING AREAS 6. NOWHERE TO GO 7. EXPENSIVE 8. GENERAL DISLIKE 9. DIRTY 10. GET LOST/HARD TO FIND WAY AROUNDIONE-WAY STREETS ARE CONFUSING, ETC. 11. DON'T WANT TO GO DOWNTOWN 97. OTHER 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 11. In general, how safe do you feel in downtown Minneapolis? Would you say you feel ... [READ SCALE AS NECESSARY] 1. Very safe 2. Somewhat safe 3. Not very safe 4. Not at all safe 98. DON'T KNOWINO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] ce Information 11a. Do you have a desktop or laptop computer with Internet in your household? 1. Yes 2. No 98. DON'T KNOWINO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 116. How often, if ever, do you use each of the following on a scale of never, less than once a month, monthly, weekly or daily? What about ... [ROTATE LIST] a. A desktop or laptop computer with Internet at home b. A computer at work Page 4 of 15 Minneapolis 2012 Resident Satisfaction Survey -FINAL C. A computer in a public place like a library, park or public computer lab d. A tablet computer with Internet, like an iPad, etc. e. A cell phone f. The Internet on a cell phone, blackberry or !Pod Touch Would you say you...[READ SCALE AS NECESSARY] 1. Never 2. Less than once a month 3. Monthly 4. Weekly S. Daily 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 111c. How familiar or unfamiliar are you with Minneapolis 311? Would you say you are ... [READ SCALE AS NECESSARY] 1. Very famiIiar 2. Somewhat famiiiar 3. Not at all familiar 99. REFUSED [DO NOT READ] 12. How do you get City of Minneapolis government news and information? [CHECK ALL THAT APPLY] 1. CITY OF MINNEAPOLIS WEB SITE 2. SOCIAL MEDIA: FACEBOOK, TWITTER, FOURSQUARE 3. NEWS MEDIA: NEWSPAPERS, RADIO, TELEVISION 4. EMAILS FROM ELECTED OFFICIALS 5. OTHER EMAILS FROM THE CITY 6. MAILINGS FROM THE CITY 7. CITY CABLE CHANNELS 14 AND 79 A. 311 9. OTHER 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 12a. In the last 12 months, have you contacted the City to get information or services? 1. YES 2. NO [SKIP TO Q16a] 98. DON`T KNOW [SKIP TO Q16a] 99. REFUSED [SKIP TO Q16a] [ASKED ONLY IF ANSWERED "YES" TO Q12a3 13. How did you contact the City (i.e., in person, by telephone, by mail, by email or visit the City's Web site?) [CHECK ALL THAT APPLY] [IF RESPONDENT ANSWERS BY TELEPHONE OR EMAIL- WILL NEED TO PROBE FOR'THE 311 SERVICE' OR AN "OTHER" PHONE NUMBER OR EMAIL. IF RESPONDENT SAYS 11311" PROBE TO FIND IF BY PHONE, EMAIL OR MOBILE APP] 1. IN PERSON 2. BY TELEPHONE - 311 3. BY TELEPHONE - OTHER NUMBER 4. BY MAI L 5. BY EMAIL -311 6, BY EMAIL -OTHER EMAIL 7. VISIT THE CITY'S WEB SITE [IF ONLY CHECKED -VISIT THE CITY'S WEB SITE-, SKIP TO Q15] 8. USED THE 311 MOBILE APP [IF ONLY CHECKED -USED THE 311 MOBILE APP", SKIP TO Q16A] 97. OTHER 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 14. Please tell me how you would rate each of the following characteristics of the City employee with which you most recently had contact, using the scale very good, good, only fair or poor. What about...[ROTATE LIST] Minneapolis 2012 Resident Satisfaction Survey - FINAL a. Knowledge b. Courteousness C. Timely response d. Ease of getting in touch with the employee e. Respectfulness f. Willingness to help or understand g. Willingness to accommodate the need for foreign language and/or sign language interpreting Would you say ... [READ SCALE AS NECESSARY] 1. Very good 2. Good 3. Only fair 4. Poor 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 1S. [ONLY ASK IF ANSWERED "7 -VISITED CITY'S WEB SITE"- TO QUESTION 131 Please tell me how you would rate each of the following characteristics of the City Web site. What about the ... [ROTATE LIST] a. Usefulness of information b. Ease of use C. Design and graphics Would you say ... [READ SCALE AS NECESSARY] 1. Very good 2. Good 3. Only fair 4. Poor 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 16a. How do you typically find out that a Snow Emergency has been declared? [PROBE AS NECESSARY: That is, how do you know a Snow Emergency is on?] [CHECK ALL THAT APPLY. PROBE, IF NECESSARY, FOR MULTIPLE SOURCES.] 1. 1 DONT HAVE A CAR SO THIS DOESN'T APPLY TO ME 2. 1 HAVE OFF-STREET PARKING SO THIS DOESN'T APPLY TO ME 3. NEWSPAPERS 4. RADIO OR TELEVISION 5. E-MAIL NOTIFICATION FROM THE CITY 6. E-MAIL NOTIFICATION FROM OTHER THAN CITY 7. AUTOMATED PHONE CALL FROM THE CITY 8. TEXT MESSAGE FROM THE CITY 9. FACEBOOK MESSAGE FROM THE CITY 10. TWITTER FEED FROM THE CITY 11. WORD OF MOUTH/FRIENDS/FAMILY 12. 1 CALL 348 -SNOW 13. 1 CHECK THE CITY WEB SITE 14. 1 CALL 31 T 97. OTHER 98. DON'T KNOW [DO NOT READ] 99. DECLINED OR REFUSED [DO NOT READ] 116b. What information sources do you use to understand the Snow Emergency rules and to know where to park? [CHECK ALL THAT APPLY. PROBE, IF NECESSARY, FOR MULTIPLE SOURCES.] 1. 1 DON'T HAVE A CAR SO THIS DOESN'T APPLY TO ME 2. 1 HAVE OFF-STREET PARKING SO THIS DOESN'T APPLY TOME 3. NEWSPAPERS 4. RADIO OR TELEVISION 5. 348 -SNOW PHONE HOTLINE 6.311 7. CITY OF MINNEAPOLIS WEB SITE 8. SNOW EMERGENCY EMAIL SUBSCRIPTION 9. FACEBOOK MESSAGES FROM THE CITY 10. TWITTER FEED FROM THE CITY 11. WORD OF MOUTH/FRIENDS/FAMILY 97. OTHER Page 6 of 15 Minneapolis 2012 Resident Satisfaction Survey— FINAL 98. DON'T KNOW [DO NOT READ] 99. DECLINED OR REFUSED [DO NOT READ] Satisfactioni City Services 17. Now I would like to ask a series of questions related to City services. In the past two years, have you had any contact with...? a. The Fire Department [SKIP TO Q17a] b. Police [SKIP TO Q17h] C. 911 operators [SKIP TO Q17c] d. 311 agents [SKIP TO Q1 7d] [RESPONSE SCALE, DO NOT READ] 1. YES 2. NO 98. DONT KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 17a. How satisfied were you with the professionalism shown by the Fire Department staff including firefighters? Would you say You were very satisfied, satisfied, dissatisfied or very dissatisfied? [CHECK ONLY ONE] 1. Very satisfied 2. Satisfied 3. Dissatisfied 4. Very dissatisfied 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 17b. How satisfied were you with the professionalism shown by the Police Department staff including police officers? Would you say you were very satisfied, satisfied, dissatisfied or very dissatisfied? [CHECK ONLY ONE] 1. Very satisfied 2. Satisfied 3. Dissatisfied 4. Very dissatisfied 98. DON'T KNOW/NO OPINION [00 NOT READ] 99. REFUSED [DO NOT READ] Page 7 of 15 Minneapolis 2012 Resident Satisfaction Survey— FINAL 17c. How satisfied were you with the professionalism shown by the 911 operator? Would you say you were very satisfied, satisfied, dissatisfied or very dissatisfied? [CHECK ONLY ONE] 1. Very satisfied 2. Satisfied 3. Dissatisfied 4. Very dissatisfied 98. DON'T KNOWINO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 17d. How satisfied were you with the professionalism shown by the 311 agent? Would you say you were very satisfied, satisfied, dissatisfied or very dissatisfied? [CHECK ONLY ONE] i. Very satisfied 2. Satisfied 3. Dissatisfied 4. Very dissatisfied 98. DON'T KNOWINO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 18. 1 will now read a list of services provided by the City of Minneapolis government. For each please tell me how satisfied or dissatisfied you are with the way the City provides the service. What about...? [ROTATE LIST, A -W. ITEM X IS ALWAYS LAST.] a. Protecting the environment, including air, water and land b. Preparing for disasters C. Affordable housing development d. Revitalizing Downtown e. Revitalizing neighborhoods f. Repairing streets g. Repairing alleys h. Keeping streets clean i. Cleaning up graffiti j. Dealing with problem businesses and unkept properties k. Garbage collection and recycling programs I. Animal control services M. Police services n. Fire protection and emergency medical response o. Providing quality drinking water p. Providing sewer services q. Protecting health and well-being of residents r. Providing park and recreation services S. Mortgage foreclosure assistance t. Snow removal U. Traffic signals, signage and pavement markings for pedestrians, bicycles and vehicles V. 311 for city services and information W. Maintaining safe and accessible sidewalks X. City services overall Would you say you are... [READ SCALE AS NECESSARY] 1. Very satisfied 2. Satisfied 3. Dissatisfied 4. Very dissatisfied 98. DON'T KNOWINO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 18a. Please tell me how satisfied or dissatisfied you are with public education (Kindergarten through 121h grade) in the Minneapolis Public Schools. Would you say you are ... [READ SCALE AS NECESSARY] 1. Very satisfied 2. Satisfied 3. Dissatisfied 4. Very dissatisfied 98. DON'T KNOWINO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] Page 8 of 15 Minneapolis 2012 Resident Satisfaction Survey— FINAL 18b. Over the last two years, would you say that the quality of public education (Kindergarten through 12th grade) in the Minneapolis Public Schools has... [READ SCALE AS NECESSARY]? 1. Improved a lot 2. Improved slightly 3. Stayed the same 4. Declined slightly 5. Declined a lot 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] Prioritization of City Services 19. Minneapolis is facing increasing financial challenges in providing City services. Please rate the importance of the following services on a 5 -point scale, with 5 being "extremely important" and 1 being "not at all important.' Please rate the importance of ... [ROTATE LIST] a. Protecting the environment, including air, water and land b. Preparing for disasters C. Affordable housing development d. Revitalizing Downtown e. Revitalizing neighborhoods f. Repairing streets g. Repairing alleys h. Keeping streets clean i. Cleaning up graffiti j. Dealing with problem businesses and unkept properties k. Garbage collection and recycling programs I. Animal control services M, Police services n. Fire protection and emergency medical response o. Providing quality drinking water p. Providing sewer services q. Protecting health and well-being of residents r. Providing park and recreation services S. Mortgage foreclosure assistance t. Snow removal u. Traffic signals, signage and pavement markings for pedestrians, bicycles and vehicles V. 311 for city services and information W. Maintaining safe and accessible sidewalks Would you say ... [READ AS NECESSARY) 1. 1/ "NOT AT ALL IMPORTANT" 2. 2 3. 3 4. 4 5, 5/ "EXTREMELY IMPORTANT" 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 20. To what extent do you agree or disagree that property taxes or fees should be increased to maintain or improve City services? Would you say you... [READ SCALE AS NECESSARY] 1. Strongly agree 2. Agree 3. Disagree 4. Strongly disagree 98. DON'T KNOW/NO OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] Community Engagement 21. How likely or unlikely are you to use each of the following approaches to try to influence a City decision on an issue you care about? What about ... [ROTATE LIST] a. Contacting my elected official b. Joining a City advisory group Minneapolis 2012 Resident Satisfaction Survey- FINAL C. Contacting my neighborhood group d. Attending a community meeting e. Contacting City staff f. Working with a group not affiliated with the City Would you say you... [READ SCALE AS NECESSARY] 1. Very likely 2. Somewhat likely 3. Somewhat unlikely 4. Very unlikely 98. DON'T KNOWING OPINION [DO NOT READ] 99. REFUSED [DO NOT READ] 22. [ASK IF RATED SOMEWHAT OR VERY UNLIKLELY TO 3 OR MORE IN PREVIOUS QUESTON]. What are some reasons you are less likely to participate in City Government decisions? [DO NOT READ LIST - ONLY PROBE IF NECESSARY] [CHECK ALL THAT APPLY1 1. NO INTEREST 2. NO TIME 3. NOT AWARE OF OPTIONS / DON'T KNOW HOW 4. WOU LDN T CHANGE THE RESULT 97. OTHER 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 23. Now I'd like your opinion on how you feel the City governs. How would you rate the Minneapolis City Government on ... [ROTATE LIST]? a. Informing residents on major issues in the City of Minneapolis b. Representing and providing for the needs of all its citizens C. Effectively planning for the future d. Providing value for your tax dollars e. Providing meaningful opportunities for citizens to give input on important issues f. The overall direction that the City is taking Would you say ... [READ SCALE AS NECESSARY] 1. Very good 2. Good 3. Only fair 4. Poor 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 24. During the past 12 months, have you, yourself experienced any type of discrimination in Minneapolis? [INTERVIEWER EXPLANATION OF "DISCRIMINATION" -WHEN YOU ARE TREATED DIFFERENTLY FROM A SIMILARLY SITUATED PERSON AND YOU BELIEVE IT IS BECAUSE OF YOUR PROTECTED CLASS STATUS. PROTECTED CLASSES INCLUDE: RACE, COLOR, CREED, RELIGION, ANCESTRY, NATIONAL ORIGIN, SEX, INCLUDING SEXUAL HARASSMENT, SEXUAL ORIENTATION, GENDER IDENTITY, DISABILITY, AGE, MARITAL STATUS, OR STATUS WITH REGARD TO PUBLIC ASSISTANCE OR FAMILIAL STATUS.] 1. YES 2. NO [SKIP TO Q25] 98. DON'T KNOW [SKIP TO Q251 99. REFUSED [SKIP TO Q251 24a. In what type of situation did you experience the discrimination? [DO NOT READ LIST, PROBE ONLY IF NECESSARY] [CHECK ONLY ONE] 1. GETTING A JOB, OR AT WORK 2. GETTING HOUSING 3. GETTING SERVICE IN A RESTAURANT OR STORE 4. IN DEALING WITH THE CITY [ASK Q24B AND Q24C] 5. IN MY NEIGHBORHOOD 6. GENERAL PUBLIC STATEMENTS 7. ON PUBLIC TRANSPORTATION (BUS) 97. OTHER Page 10 of 15 Minneapolis 2012 Resident Satisfaction Survey - FINAL 98. DON'T KNOW 99. REFUSED 24b. [ONLY ASK IF ANSWER TO Q24A WAS "IN DEALING WITH THE CITY"] For what reason or reasons do you feel you were discriminated against? [DO NOT READ LIST; CHECK ALL THAT APPLY] 1. GENDER 2. AGE 3. ECONOMIC STATUS 4. MARITAL STATUS 5, RACE 6. COLOR 7. SEX (INCLUDING SEXUAL HARASSMENT, SEXUAL ORIENTATION AND GENDER IDENTITY) 8. DISABILITY 9. ETHNIC BACKGROUND OR COUNTRY OF ORIGIN 10. LANGUAGE OR ACCENT 11. RELIGION 97. OTHER 98. DON'T KNOW [SKIP TO Q251 99. REFUSED [SKIP TO Q251 24c. [ONLY ASK IF ANSWER TO Q24A WAS "IN DEALING WITH THE CITY"] Do you recall which City department was involved? [DO NOT READ LIST; CHECK ALL THAT APPLY] 1. CITY ATTORNEY 2. FIRE 3. HUMAN RESOURCES 4. INSPECTIONS/LICENSING 5. POLICE 6. PUBLIC WORKS 7. COMMUNITY PLANNING AND ECONOMIC DEVELOPMENT (CPED) 97. OTHER 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] Demographic/Classification Questions My last questions are about you and your household and will be used in group form only. We collect this information to make sure we have gathered the opinions from a variety of people. 25. Do you currently own or rent your current residence? 1. Own 2. Rent 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 26. Please tell me if each of the following statements is true of your household/members of your household? What about ... [ROTATE LIST] a. There are children under the age of 18 b. There are adults age 70 or older Would you say ... [READ SCALE AS NECESSARY] 1. YES 2. NO 98, DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 27. For each of the following types of transportation, please tell me if you always, often, sometimes or never use each to get around the city. What about ... [ROTATE LIST.] 1. Sus 2. Bike 3. Car 4. Tax i 5. Walk 6. Train/light rail Page 11 of 15 Minneapolis 2012 Resident Satisfaction Survey -FINAL Would you say ... [READ SCALE AS NECESSARY] 1. Always 2. Frequently 3. Occasionally 4. Never 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 28. Is English the primary language spoken in the house? 1. YES 2. NO 98, DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] [ASK Q28A ONLY IF ANSWER TO Q28 IS "2. NO"] 28a. What is the primary language spoken at home? [SELECT ONLY ONE RESPONSE. DO NOT READ LIST. PROBE, AS NECESSARY] 1. SPANISH 2. SOMALI 3. HMONG 4. OROMO 5. LAO 6. VIETNAMESE 7. OTHER [PLEASE SPECIFY] 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 29. Please stop me when I reach the category that includes your age. [READ LIST] 1. 18 to 24 years 2. 25 to 34 years 3. 35 to 44 years 4. 45 to 54 years 5. 55 to 64 years 6. 65 years and over 99. REFUSED [DO NOT READ] 30. Please stop me when I reach the category that includes your household's annual income for 2011. [READ LIST] 1. Less than $10,000 2. $10,000 to less than $15,000 3. $15,000 to less than $25,000 4. $25,000 to less than $35,000 5a $35,000 to less than $50,000 6. $50,000 to less than $75,000 7. $75,000 to less than $100,000 8. $100,000 to less than $1500000 9. $150,000 to less than $200,000 10. $200,000 or more 98. DON'T KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 31. For statistical purposes only, could you please tell me if you are of Latino or Hispanic origin? 1. YES 2. NO 98. DONT KNOW [DO NOT READ] 99. REFUSED [DO NOT READ] 32. Now, can you tell me what best describes your racial origin? [DO NOT READ LIST] 1. WHITE 2. BLACK, AFRICAN AMERICAN OR AFRICAN 3. AMERICAN INDIAN/NATIVE AMERICAN OR ALASKAN NATIVE Minneapolis 2012 Resident Satisfaction Survey- FINAL 4. ASIAN, NATIVE HAWAIIAN OR OTHER PACIFIC ISLANDER 5. HMONG 6. SOMALI 7. VIETNAMESE 8. LAO 9. ETHIOPIAN/OROMO 10. HISPANIC/SPANISH 11. TWO OR MORE RACES 12. SOME OTHER RACE 99. REFUSED [DO NOT READ] 33. To Delp us ensure we have received survey responses from all areas of the City, would you please give me your current street address? [THIS DATA WILL NOT BE ATTACHED TO THE RESPONSES NRC GIVES THE CITY] [RECORD COMPLETE HOUSE NUMBER AND STREET NAME: IT IS CRITICAL TO GET PROPER SPELLING, DIRECTION (N, S, E, W) AND DESCRIPTION - STREET, AVENUE, BOULEVARD, DRIVE, CIRCLE, LANE ETC.] THEN SKIP TO Q37. 98. DON -F KNOW [SKIP TO Q34] 99. REFUSED [SKIP TO Q34] [IT IS CRITICAL FOR INTERVIEWER CONFIRM COMPLETE ADDRESS] . The names of the nearest two streets that form the intersection nearest your home will be sufficient. Would you please give me the names of these two streets? [RECORD VERBATIM: IT IS CRITICAL TO GET PROPER SPELLING, DIRECTION (N, S, E, W) AND DESCRIPTION - STREET, AVENUE, BOULEVARD, DRIVE, CIRCLE, LANE ETC.] [IN ANSWER IS PROVIDED, SKIP TO Q37.] 98. DON'T KNOW [SKIP TO Q35] 99. REFUSED [SKIP TO Q35] 35. In which Minneapolis neighborhood do you live? [SELECT ONE; DO NOT PROBE] 1. AUDUBON PARK 2. BANCROFT 3. BELTRAMI 4. BOTTINEAU 5. BRYANT 6. BRYN-MAWR 7. CAMDEN/WEBER-CAMDEN 8. CARAG/CALHOUN AREA 9. CEDAR -ISLES -DEAN 10. CEDAR -RIVERSIDE 11. CENTRAL 12. CLEVELAND 13. COLUMBIA PARK 14. COMO 15. COOPER 16. CORCORAN 17. DIAMOND LAKE 18. DOWNTOWN EAST 19. DOWNTOWN WEST 20, EAST CALH0UN (ECCO) 21. EAST HARRIET FARMSTEAD 22. EAST ISLES 22 1. EAST PHILLIPS 23.. ELLIOT PARK 24. ERICSSON 25. FIELD 26. FOLWELL 27. FULLER/TANGLETOWN 28. FULTON 29. HALE 30. HARRISON 31. HAWTHORNE 32. HIAWATHA 33. HOLLAND 34. HOWE Page 13 of 15 Minneapolis 2012 Resident Satisfaction Survey - FINAL 35. HUMBOLDT INDUST AREA 36. JORDAN 37. KEEWAYDIN 38. KENNY 39. KENWOOD 40. KING FIELD 41. LIND-BOHANON 42. LINDEN HILLS 43. LOGAN PARK 44. LONGFELLOW 45. LORING PARK 46. LOWRY HILL 47. LOWRY HILL EAST (WEDGE) 48. LYNDALE 49. LYNNHURST 50. MARCY-HOLMES 51. MARSHALL TERRACE 52. MCKINLEY 53. MINNEHAHA 54. MORRIS PARK 55. NEAR NORTH 56. NICOLLET ISLANDIEAST BANK 57. NOKOMIS 58. NORTH LOOP 59. NORTHEAST PARK 60. NORTHROP 61. PAGE 62. PHILLIPS 6.21. PHILLIPS WEST 63_POWDERHORN PARK 64. PROSPECT PARK E RIVER RD 65. REGINA 66. SEWARD 67. SHERIDAN 68. SHINGLE CREEK 69. ST. ANTHONY EAST 70. ST. ANTHONY WEST 71. STANDISH 72. STEVENS SQUARE 73. SUMNER-GLENWOOD 74. UNIVERSITY 75. VENTURA VILLAGE 76. VICTORY 77. WAITE PARK 78. WENONAH 79. WEST CALHOUN 80. WHITTIER 81. WILLARD-HAY 82. WINDOM 83. WINDOM PARK 84. UPTOWN 85. WAREHOUSE DISTRICT 97. OTHER [SKIP TO Q361 98. DON'T KNOW [SKIP TO Q36] 99. REFUSED ['SKIP TO Q36] [ASK Q36 ONLY IF Q35 IS DON'T KNOW, REFUSED OR OTHER] 36. Could you please give me the name of your nearest Park or public school? [RECORD VERBATIM; IT IS CRITICAL TO GET PROPER SPELLING] 7. In case my supervisor needs to verify my work could you give me your first name only? [RECORD VERBATIM] Page 14 of 15 Minneapolis 2012 Resident Satisfaction Survey — FINAL That is all the questions I have. Thank you for your time. The information you have provided will help the City of Minneapolis to understand the priorities and concerns of its residents. 38. RECORD GENDER [DO NOT ASK] 1. MALE 2. FEMALE Page 1 of 51 TANZA LOLIDENBACK AND EMMIE MARTIN MAR. 4,2016,9:53 AM When Denver, Colorado, is the best place to live in America, according to U.S. News & World Report. Shuners Peri Virbiffis deciding where to put down roots, many factors are in the eye of the beholder, such as climate, politics, or proximity to extended family. Other aspects are coveted by nearly everybody: affordable housing, access to well -paying jobs, a low cost of living, good schools, and quality healthcare. In its recently released ranking of the best places to live in America, U.S. News & World Report gathered data on these crucial components for the Yoo most populous US cities. They then categorized the data into five indexes for each city — job market, value, quality of life, desirability, and net migration — to definitively rank these major metro areas. You can read U.S. News' full methodology here. Scores for "value," a blend of annual household income and cost of living, and "quality of life," which accounts for crime, college readiness, commute, and other factors, are included below on a io-point scale, as well as the city's population and median annual salary. Keep reading to discover the $o best places to Iive in America. http://Www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Page 2 of 51 Always ShootnglFftckr Population: 1,948,188 Median annual salary: $46,470 Quality of life: 6.1 Overall value: 7.2 The spirit of Columbus is inextricably linked to Ohio State University — and of course its football team — which calls the city home. Residents love to cheer on the Buckeyes year-round, but Columbus isn't just a college town. Head to the Short North Arts District for shopping and gallery hopping, get outside at one of the many parks surrounding the city, or take in some culture at the Museum of Art or the Columbus Zoo and Aquarium. http://www,businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Stuart Seer: Ftickr Population: 2,040, 869 Median annual salary: $46,800 Quality of life: 6.3 Overall value: 7.6 Don't call it a flyover city. Innovation, creativity, and a celebrated history combine to make Kansas City a hub of activity. In addition to a low cost of living and an abundance of jobs, residents enjoy exploring the city's thriving art scene, cheering on the Royals during baseball season, and noshing on Kansas City's signature style of barbecue — slow cooked and topped with a tomato -based sauce. http://www.businessinsider.conVus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Page of51 Ffkkr/Jerry Ferguson Population: 4,337,542 Median annual salary: $45,840 Quality of life: 6.2 Overall value: 6.8 Come for the weather, stay for the city: Phoenix boasts more sunny days per year than any other city in the US, according to a local expert. But it's the thriving job market, variety of shops and restaurants, and easy access to numerous outdoor activities ---- think everything from hiking to paddieboarding — that keep residents happy long-term. http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/201.6 The 50 best places to live in America - Business Insider Population: 2,358,793 Median annual salary: $45,420 Quality of life: 6.2 Overall value: 7.7 No longer the smog -filled steel manufacturing hub of years past, Pittsburgh has seen growth across an array of industries. The city adds jobs year after year in tech, healthcare, banking, pharmaceuticals, and manufacturing, with positions at well- known companies like Google, IBM, PNC, and Bayer. Pittsburgh's also seen an uptick in the number of restaurants and green spaces around, giving residents plenty to keep them busy in their downtime. http://www.businessinsider.comlus-news-best-places-to-live-in-ainerica-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Population: 784,698 Median annual salary: $41,020 Quality of life: 6.4 Overall value: 7.7 Home to the University of South Carolina, Columbia exudes a college -town atmosphere that can be felt through its abundance of trendy coffee shops and hip bars. For the non -student residents, the town's job market is on the rise, steadily adding positions in the technology and manufacturing sectors. Columbia's cost of living also sits well below the national average. http://www.businessinsider.comlu.s-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider mw monim=J Population: 1,253,305 Median annual salary: $42,330 Quality of life: 6.2 Overall value: 7.9 Many Louisville residents find work in healthcare, business, tourism, and technology, with companies like YUM Brands, Humana, and Ford offering opportunities for employment. Tourists and locals alike come together each spring at Churchill Downs for the two-week Kentucky Derby festival, filled with mint juleps, Kentucky bourbon, and a some horse racing, too. http://Www.businessinsider.comlus-news-best-places-to-live-in-aTnerica-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Page 8 of 51 Population: 2,226, 835 Median annual salary: $40,200 Quality of life: 6.9 Overall value: 5.3 There's more to Orlando than Disney World. Head downtown for a ticket to the hottest restaurants and nightclubs of the moment or trek out to the residential sector filled with picturesque Iakefront homes. That's not to say locals don't appreciate the tourist traps. The parks serve as a point of pride for many long-term residents, according to one local expert. "The theme parks' special pricing for local residents along with the widespread employment that the parks offer have largely endeared them to the community," he explained. http:// .businessinsider.comlus-news-best-places-to-live-in- erica -2016-31 11/3/2016 Fkokr/ SaMe Mee Population: 1,931,182 Median annual salary: $45,580 Quality of life: 5.9 Overall value: 8.1 Home to a bustling downtown filled with shops and restaurants, as well as quiet suburbs, Indianapolis offers residents the best of both worlds. Sports play a huge role in the city's culture, with thousands of people flocking to Indianapolis for the Indy 500, the annual race that ranks as one of the highest -attended sporting events in the US. Indianapolis has also recently hosted other marquee events like the 2012 Super Bowl, which help create jobs and funnel tax dollars back into the local economy. http://Www.businessinsider.comlLis-news-best-places-to-live-in-america-2016-3I 11/3/2016 The 50 best places to live in America - Business Insider 42. Tampa, Florida 5hufters#ock / Bonnie Fink Population: 2,851,235 Median annual salary: $43,420 Quality of life: 6.7 Overall value: 5.4 Tampa's laid-back atmosphere, warm weather, and barrage of entertainment options make it feel like a trip to paradise. "Living in the Tampa Bay is like being on vacation all year," said a local expert. Tampa hasn't been overtaken by tourists, however. It retains several niche communities, including a strong Cuban influence in historic Ybor City, formerly known as the "cigar capital of the world." h tp://www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Population: 899,137 Median annual salary: $43,520 Quality of life: 6.6 Overall value: 7.0 A blend of modem times and Native American history, Albuquerque offers a low cost of living, a multitude of government jobs, and a diverse population. The city lights up every fall for the annual Balloon Fiesta, one of Albuquerque's best-known traditions, http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider City of Metourne. F-LlFacebook OMENM Population: 548,891 Median annual salary: $44,040 Quality of life: 7.3 Overall value: 6.5 Between fishing, boating, and a plethora of bars and restaurants, there's never a shortage of things to do in the Melbourne area. The city's ripe with retirees and "snowbirds" — people who split their time between colder climates in the summer and Florida in the winter — who can enjoy days on one of the many nearby golf courses and nights out exploring the local shops and art galleries. http:l/www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider 39. Winston-Salem, North Carolina AvaborlIVRtmedia Commons MMEMM Population: 648,045 Median annual salary: $43,520 Quality of life: 6.7 Overall value: 7.4 The cost of living in Winston-Salem is a bargain. The city's average housing costs remain well below the national average — renters pay about $200 less per month for a one -bedroom apartment than their counterparts around the country. Residents can also take advantage of the city's cultural offerings with visits to the Southeastern Center for Contemporary Art and the Reynolda. House Museum of American Art. http://Www.businessinsider.comlus-news-best-places-to-live-in-a,rnerica-2016-3l 11/3/2016 The 50 best places to live in America - Business Insider ffikrywdra Commons Population: 647,554 Median annual salary: $38,750 Quality of life: 6.6 Overall value: 5.5 Page 14 of 51 Despite Fort Myers' rainy summers — which locals affectionately call "liquid sunshine" — it's hard to beat Florida's perennially sunny weather. Residents can take advantage of the city's close proximity to numerous beaches, as well as an abundance of parks, concert venues, and sports stadiums. http://www.businessinsider.comlus-news-best-places-to-live-in-atnerica-2016-31 11/3/2016 The 50 best places to live in America - Business Insider I, . Population: 2,131,793 Median annual salary: $46,240 Quality of life: 6.6 Overall value: 7.6 Cincinnati residents experience the connectedness of a small town while still reaping the benefits of a big city. Locals love the city's sports teams and go all out for the first day of baseball season. There's always something to do even if you're not sports fan, such as trips to the zoo, aquarium, or nearby waterparks. http://Www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider 4. .,l I 4= = Page 16 of 51 Population: 875,567 Median annual salary: $49,690 Quality of life: 6.9 Overall value: 6.8 Despite the snowy winters, living in Albany comes with several advantages. Albany offers a cost of living lower than the national average; the cost of housing sits well below the rest of the US as a whole. In terms of jobs, the city's tech and healthcare industries are on the rise. http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Rosales a Partnef&WAImeda Commons Page 17 of 51 Population: 842,817 Median annual salary: $40,570 Quality of life: 6.6 Overall value: 7.6 Once a sleepy small town, Greenville has witnessed a cultural revival in recent years, complete with an influx of new restaurants and businesses. Though the summers can get hot, the city's typically mild weather make it possible to explore downtown on foot anytime of the year. 12 http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Shuderstack, I Sean Pa vane Population: 1,380,995 Median annual salary: $42,990 Quality of life: 6.8 Overall value: 6.4 Jacksonville's beach -adjacent location makes it ideal for outdoor activities. In addition to spending lazy days in the sand, residents can also visit the area's prime golf courses or go hiking and camping in the nearby parks. http://www.businessinsider-conVus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Caleb Long. WINmedie Commons Page 19 of 51 Population: 954,055 Median annual salary: $42,710 Quality of life: 6.4 Overall value: 7.7 TLllsti residents not only love their city, but they're always willing to welcome an outsider into their community, according to one local expert. The close-knit city finds frequent reasons to celebrate with events including the Center of the Universe music festival, an Oktoberfest bash, and Mayfest, a four-day tribute to Tulsa's heritage. http:// .businessinsider.comlus-news-best-places-to-live-in- erica -2016-31 11/3/2016 The 50 best places to live in America - Business Insider Shutlerstock WTIM11 on Population: 716,849 Median annual salary: $42,020 Quality of life: 6.5 Overall value: 8.1 Little Rock's tech scene is booming, especially in the aerospace and aviation sectors, thanks to close proximity to companies like Lockheed Martin, The city touts a cost of living lower than the national average and sees new multi -unit and single- family homes built every day. http://www.businessinsider.conilus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider r5:ock Population: 1,297,998 Median annual salary: $43,270 Quality of life: 5.9 Overall value: 7.7 Oklahoma City's warm weather and low housing prices make it an up-and-coming place to live. Due to a recent inundation of millennials, the city now brims with energy, creativity, and new ideas, according to a local expert. "The community's greatest asset is its people," he said. "The community is tight -knit, willing to offer a friendly hello, and ever aware that their city is really a small town at heart." http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Kade HouglandlFHch, Population: 4,650,876 Median annual salary: $60,540 Quality of life: 6.8 Overall value: 5.5 Boston attracts a diverse group of residents, including everyone from recent college graduates to retirees and musicians to engineers. The historical city — often referred to as the "Cradle of Liberty," according to one local expert — also overflows with team spirit for the Red Sox, who boast an equally rich history. http://Www.businessinsider.cornlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Jeff GunWF#ckr Population: 518,387 Median annual salary: $45,480 Quality of life: 7.2 Overall value: 6.4 Located right on the water at Casco Bay and lined with cobblestone streets, Portland immediately evokes the quaintness of a much smaller town. It's filled with local entrepreneurs selling everything from home -brewed beer to handmade scarves, and residents have plenty to do between fishing, sailing, cross-country skiing, and exploring the city's buzzing nightlife. http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider S; , lufterstofk Page 24 of 51 Population: 1,234,058 Median annual salary: $47,060 Quality of life: 6.7 Overall value: 73 Ripe with American history, Richmond is home to significant historical sites, like the church where Patrick Henry gave the famous "give me liberty or give me death" speech. It's also home to a slew of more modem attractions, including museums, concert venues, restaurants, and two universities: Virginia Commonwealth University and the University of Richmond. http://Www.businessinsider.comlus-news-best-places-to-tive-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider GarmWCreaWe commons Population: 2,288,938 Median annual salary: $46,730 Quality of life: 7.1 Overall value: 6.9 Salt Lake City might experience some of the snowiest weather in the country, but residents make the most of it through the multitude of ski resorts perched in the city's backyard. In warmer weather, residents can take advantage of Salt Lake's more than 900 acres of public parks and enjoy outdoor performances from the Mormon Tabernacle Choir in Temple Square. http:l/www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 Page 26 of 51 Population: 975,690 Median annual salary: $47,850 Quality of life: 6.3 Overall value: 5.2 Often considered the cultural and culinary hub of the Hawaiian islands, according to U.S. News' local expert, Honolulu abounds with shopping centers, restaurants, and miles of beaches. If s on the expensive side when it comes to cost of living — but you can't beat the year-round tropical temperatures. http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider =01M willimedia Commons Population: 555,154 Median annual salary: $45,790 Quality of life: 6.8 Overall value: 7.5 Located on the banks of the Susquehanna River and the foothills of the Appalachian Trail, Harrisburg offers residents unlimited access to the outdoors. Many are employed by the state and federal government in Harrisburg, but there's also several large private -sector companies that are top employers, including Hershey's, Rite Aid, and D&H Distributing. h4://www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 HIMMI Page 28 of 51 Shutlerstack Population: 620,368 Median annual salary: $47,490 Quality of life: 7.1 Overall value.- 6.4 Wisconsin's capital is a "hotbed of the healthcare, information technology, and manufacturing industries," said a local expert. The area is also home to the University of Wisconsin at Madison, providing hundreds of jobs in education. Madison has a unique food culture that's a blend of fine dining and farmer's markets catering to the city's college students, young professionals, and families. http://www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business insider nmm��� 00�� !'S'.7 C"e. Population: 2,239,222 Median annual salary: $41,870 Quality of life: 6.3 Overall value: 7.1 At once a destination city and a down-home community, San Antonio offers up a variety of cuisines, music styles, and art for visitors and locals. The city hosts '4more than 50 major events and festivals throughout the year," a number of which honor the area's Spanish heritage, said a local expert. San Antonio is home to four military and air force bases and camps, coIlectively known as Joint Base San Antonio, http://www.businessinsider-comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider 22. Nashville, Tennessee 3';u[ierSIOCA Population: 1,73 0,515 Median annual salary: $43,950 Quality of life: 6.6 Overall value: 7.3 Honky-tonk culture and an entrepreneurial spirit define Nashville. "A blossoming job market and an exploding entertainment scene fare] fueling an appetite (and thirst) for all things locally sourced and artisanal in craft," a local expert said. Thousands of residents work in healthcare at the area's large hospitals and research centers, small startups, and business accelerator programs. http://www.businessinsider.comlus-news-best-places-to-live-in-ameriea-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider f=W, mumeera commons O � Population: 6,703,020 Median annual salary: $46,670 Quality of life: 6.5 Overall value: 7.0 A healthy balance of urban and rural, .Dallas offers residents "big -city excitement and quiet, suburban living," shared one local expert. There's Iocal bars, retail shops, and plenty of sports spirit to satisfy the huge population. Young professionals primarily inhabit Dallas -Fort worth, where file largest employers are in business, finance, and education. http://www.businessinsider.corn/us-news-best-places-to-live-inns-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Population: 2,288,796 Median annual salary: $50,710 Quality of life: 6.6 Overall value: 6.0 Portland isn't for everybody -- its slogan is "Keep Portland Weird," after all. But one local expert asserts that it's a "well- rounded city with more than just the offbeat shops and events" and a population that has "more academic degrees than the national average." An annual job growth rate of 2.9% per year is attributed to roots in the technology sector, including major employer Intel Corporation, as well as the 6,000 -employee headquarters for Nike, located about seven miles outside of Portland. http://Www.businessinsider.comlus-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider 1 s8utterstock Population: 697,281 Median annual salary: $42,770 Quality of life: 6 Overall value: 6.5 Charleston's charming, historic, and sophisticated ambiance is exemplary of southern culture. "Not only is the area overflowing with entertainment and good food, but this low country locale is also gorgeous," said a local expert. Tourism is booming in Charleston, creating plenty of jobs, especially in the summer months. Year-round, jobs in tech, sales, marketing, and advertising keep the city's economy strong. http://www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider shutterstacir Population: 886,157 Median annual salary: $43,330 Quality of life: 6.8 Overall value: 7.6 Due to a combination of Omaha's history of cattle ranching and its current landscape of bustling tech startups, the city has earned the nickname "Silicon Prairie." Plus, eight Fortune 500 companies are headquartered in Omaha, including Berkshire Hathaway, Union Pacific Railroad, and Mutual of Omaha. Young professionals and families are attracted to the city primarily for its affordability, safety, and strong economy. http://� ww.businessinsider.conVus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Shufferstock.com 101-gMum Population: 6,204,141 Median annual salary: $50,830 Quality of life: 6.4 Overall value: 7.1 Houston is a major player in the oil and gas, manufacturing, aerospace, and healthcare industries — it's also home to 26 Fortune 500 companies. According to one local expert, "a paycheck goes finther in Houston than it does in other major cities, with affordable housing and free or cheap attractions." Plus, the city has an affinity for food, counting some 11,000 restaurants within its boundaries. http-llwww.businessinsider.comlus-news-best-plaees-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider shuffersfack Page 36 of 51 Population: 3,183,143 Median annual salary: $53,020 Quality of life: 7.3 Overall value: 4.6 With year-round sunshine and beautiful beaches to boot, it's easy to enjoy living in San Diego, According to U.S. News, this Southern California gem "offers world-class dining, professional sports, and entertainment options" for college students, young professionals, and families alike. Tourism is a huge industry in San Diego -- which sees more than 30 million visitors annually — but the city's seaside location is more than just eye candy. Some of the area's largest employers include the US Navy and the Marine Corps. http://Www.businessinsider.comlus-news-best-places-to-live-in-america-2016-3/ 11/3/201.6 The 50 best places to live in America - Business Insider Alexey RotanovlShuMrstorkxom Population: 2,298,915 Median annual salary: $48,290 Quality of life: 6.5 Overall value: 7.5 Page 37 of 51 A "melting pot effect" draws all types of people to Charlotte, a place with "equal parts old-fashioned southern charm and high-energy cosmopolitan bustle," touted one local expert. NASCAR and motorsports are a cultural cornerstone of Charlotte. The Queen City houses Bank of America's headquarters and major offices for Wells Fargo, making it one of the largest financial hubs in the country. http://Www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider shafterstook Page 38 of 51 Population: 722,784 Median annual salary: $39,960 Quality of life: 7.5 Overall value: 5.5 Sarasota boasts "warm temperatures year-round, award-winning beaches, and a thriving arts and cultural scene," said a local expert. The biggest employers in Sarasotaare in education, trade, and transportation, and the leisure and hospitality sector touts a low unemployment rate powered by a recent increase in tourism and a flood of new residents. http:l/www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Wildinedia commarts Population: 1,007,329 Median annual salary: $41,350 Quality of life: 7.3 Overall value: 7.8 Grand Rapids attracts "college students and young families with its healthy job market, affordable housing, and outdoor recreational activities," said a local expert. The self-proclaimed `Beer City USA" has more than 40 breweries as well as dynamic public art and music scenes. Once a hub for furniture production, Grand Rapids' job market is now dominated by education and healthcare, with many opportunities for workers without a college degree. http://www.businessin.sider.com/us-nevus-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider S;-,uLsrvocL Page 40 of 51 Population: 3,424,786 Median annual salary: $52,080 Quality of life: 6.8 Overall value: 7.7 The Twin Cities have "big -city amenities like museums and sports stadiums, but also have an approachable, Midwestern feel," according to a local expert. Residents are accustomed to the area's changing seasons, participating in ice fishing and cross-country skiing in the winter and music festivals and baseball games in the spring and summer. Jobs are available in science -focused fields at companies like Xcel Energy and Medtronic as well as retail corporations like Best Buy and Target. http://www.businessinsider.comlus-news-best-places-to-live-in-america-20163/ 11/3/2016 The 50 best places to live in America - Business Insider 3hutterstoak 0 f r Population: 590,741 Median annual salary: $46,600 Quality of life: 6.6 Overall value: 8.3 Des Moines is drawing millennials and young families alike for its "one -of -a -kind shops, locally owned restaurants, and hip bars" as well as its historical residences in quiet neighborhoods, said a local expert. Home to more than 80 insurance companies including giants Allied Insurance and Wellmark BIue Cross Blue Shield, the job market is thriving., http:l/www.businessinsider.comlus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider G&ify!.lusUn Sallivan '.s Population: 1,898,457 Median annual salary: $75,770 Quality of life: 7.7 Overall value: 5.9 The sprawling city of San Jose is "as much defined by its suburban neighborhoods and large tech campuses as it is by the high-rises in its business district," said a local expert. Young residents and recent graduates of nearby Stanford and UC Berkeley have no trouble fmding jobs in the area, which touts Cisco, eBay, and IBM as its largest private -sector employers http://www.businessinsider.conVus-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Justintviages 0 1 . Population: 4,466,251 Median annual salary: $64,990 Quality of life: 6.6 Overall value: 5.3 A local expert described San Francisco as "the heart of the bohemian lifestyle, the epicenter of the LGBT rights movement, and the launching point of the technology era." In the last decade, thousands of tech companies have raced to set up shop in the Bay Area, sending the cost of living through the roof. But despite all the focus on the tech and startup scene, the city also has plenty of business jobs available with more than 30 international finance headquarters, http://www.businessinsider.conVus-news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider ShufterstocklGrhan Cam Page 44 of 51 Population: 5,863,608 Median annual salary: $64,930 Quality of life: 6.5 Overall value: 7.3 The District's neighborhoods each give off their own vibe, but across the city residents often "gather for block parties, mingle at dog parks, and converse at coffee shops," explained a local expert. While Washington DC is known as a hub for politics, there's also a strong job market for education and health services. h4://www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider 7. Seattle, Washington FBc&r/NfBala Population: 3,557,037 Median annual salary: $57,370 Quality of life: 6.3 Overall value: 6.0 Page 45 of 51 Seattle is sandwiched between water and mountains and doesn't get as much rain as you'd think, said one local expert. The city's residents are drawn to the area for its atmosphere of "calm and patience" and its close proximity to nature. Jobs in Seattle are concentrated in tech, healthcare, and maritime industries, but the city is also a huge manufacturing center for companies Iike Boeing. http://www.businessinsider.com/us-news-best-places-to-Iive-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Population: 639,616 Median annual salary: $41,550 Quality of fife: 7.5 Overall value; 7.5 Idaho's capital city is "a recreationalist's paradise," according to one local expert, who also said Boise sits "squarely on the boundary of urban and rural, civilized and wild, refled and raw." The region is home to more than 22,000 Boise State University students and provides jobs at government agencies as well as in tech and healthcare. http://www.businessinsider.conilus-news-best-places-to-live-in-america-2016-31 11/3/2016 IM I I Mkkwdia Commas Population: 669,070 Median annual salary: $46,520 Quality of life: 6,5 Overall value: 7.6 Page 47 of 51 Colorado Springs is "booming, with new residences popping up alongside quality schools, parks, and cultural attractions," touts a local expert. The city is just an hour drive from Denver and in close proximity to Aspen and Vail's world-class ski resorts. Military jobs influence Colorado Springs' culture and economy, but jobs are also available in medical innovation and tech. httP:Ilwww.businessinsider.conVus-news-best-places-to-live-in-aTnerica-2016-31 11/3/2016 The 50 best places to live in America - Business Insider Wikipedia Population: 1,714,629 Median annual salary: $47,430 Quality of life: 7.4 Overall value: 6.9 90ca Raleigh-Durham and Chapel Hill are collectively known as the Triangle, an area anchored by its foundation in research and tech. The Triangle employs nearly 40,000 residents at companies like IBM, SAS Institute Inc., and Cisco Systems as well as surrounding colleges Duke, North Carolina State, and the University of North Carolina at Chapel Hill. A strong job market coupled with a burgeoning microbrewery and dining scene draws 80 new residents every day, said a local expert. http://www.businessinsider.conn/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider 3. Fayetteville, Arkansas Mkimedia Commoqs Population: 483,396 Median annual salary: $42,410 Quality of life: 7.4 Overall value: 9.1 Page 49 of 51 Fayetteville sits among the Ozark Mountains and is home to the University of Arkansas' flagship campus. The surrounding area of northwest Arkansas is home to headquarters for seven Fortune 500 companies including Walmart and Tyson Foods. The city has experienced immense growth, according to a local expert, who said the region has evolved "from a small town to a center of higher education, culture, commerce, and entrepreneurialism." http://www.businessinsider.comlus-.news-best-places-to-live-in-america-2016-31 11/3/2016 The 50 best places to live in America - Business Insider 2. Austin, Texas 1&DCk/ R®scheftkylslcckPhojo Population: I,835,016 Median annual salary: $48,150 Quality of life: 7.2 Overall value: 6.5 Page 50 of 51 The capital of Texas gains about 50 new residents daily, many seeking out the city's "music, outdoor spaces, and cultural institutions," said a local expert. Austin is beloved for its live music scene and is host to some of the country's biggest music and culture festivals, including South by Southwest and Austin City Limits. The city was nicknamed "Silicon Hills" in the 1990s for its status as "among the top areas for venture capital investment in the country." http://www.businessinsider.comius-news-best-places-to-live-in-america-2016-3/ 11/3/2016 The 50 best places to live in America - Business Insider Population: 2,651,392 Median annual salary: $53,060 Quality of life: 6.9 Overall value: 7.4 While Denver sits at the base of the Rocky Mountains, it's not considered a mountain town since it takes at least an hour to get to the Rockies for snowboarding and ski activities, a local expert explained. At 5,279 feet, the Mile High City lives up to its name in more ways than one: In 2012, Colorado legalized recreational manijuana, paving the way for a flourishing and lucrative cannabis industry. http://www.businessinsider.com/us-news-best-places-to-live-in-america-2016-3/ 11/3/2016 r onsent Agenda I I Old Business I I Now Business I I Legal_. SUMMARY: CRAAB Member, Rick Maharajh, invited Mr. Michael Corbit, Director of Business Development for Careersource Palm Beach County, to discuss the possibilities of the City of Boynton Beach and CRA working in conjunction with Careersource to help provide training and job placement for local residents in area businesses. Michael Simon will be meeting with Mr. Corbit to further discuss the use of Careersource as part of the Community Benefits Agreements for upcoming projects. IMPACT:FISCAL N/A I I Consent Agenda I I Old Business I I Now Business I I Legal I X I Other I SUBJECT: ■ of the 29 Recommendations made on February 3,2016 Miami -Dade County Grand Jury Report Concerning Affordable Housing and Mismanagement of CRAs (assigned 10110116) SUMMARY: See Attached presented to the CRAAB Board • November 3, 2016. CRAAB members reviewed each numbered item and determined which items were found to be relevant, non - relevant or required more information for further review. I It I I I 11141 SUBJECT: Review the 29 recommendations made in February 3, 2016 Miami -Dade County Grand Jury report concerning affordable housing and mismanagement of CRAs. BACKGROUND: The CRA Board approved this new assignment for the CRAAB at their regular monthly meeting hold on October 10, 2016. Attachment 1: Web letter sent by FRA Executive Director, Carol Westmorland concerning the report. Pittachment 11: February 3, 2016 Miami -Dade County Grand Jury repon 1�' ATTACHMENT i - 7i ti, l}l k (850) 701-3608 / (800) 342-8112 ABOUT US - ACADEMY AWARDS CMAs: Economic Opportunity Creators - ,A Message from the Florida Redevelopment Association February 12, 2016 ://r evelop t. l 201 f 2ll2lcr s- o o c-opo-creato -a- ess e... 10/28/2016 CRAs: Economic Opportunity Creators — A Message from the Florida Redevelopment As... Page 2 of37 On Feb. 3, 210"'If 6, -&the rVild f ni-Dade County Grand Jut -y le."This misguided report makes inaccurate claims and falsely asserts that the highest priority of Florida's Community Redevelopment Agencies (CRAs) should be affordable hovizyi-ev&karrgkt-� ixjx�_ reduces and mistakes their value and mission as versatile revitalization engines. CRAs are incredibly successful tools for breathing ne life into city areas that have been neglected or forgotten. Their purpose is to eradicate slum and blig and a publicly vetted redevelopment plan which includes investing in public-private partnerships and leveraging tax -increment financing. While a CRA nurse an area back to health through a strategic blend of redevelopment initiatives, it provides the building blocks and incentives for others in the private sector t be able to invest in and develop these communities, leading to a stimulated economy. CRAs are created by local governments to respond to local needs and concerns. Overall, the comprehensive community redevelopment plans that are created and imQlemented by CRAs that area's specific needs for revitalization. Creating affordable housing is just one of the many roles that CRAs may play, and should be part of a balanced economic development strategy. There are a variety of community, state and federal programs with the primary mission of providing affordable housing and CRAs consistently partner with and invest in these programs. Chapter 163, Part III, of Florida Statutes, the statute which governs CRAs, is designed to be ,?daptable to Florida's widely diverse communities. 1,000 Florida alAW41ACAMUTA News Clips. W= MiamiCentral Train Station Progress Posted on- Oct 27th, 2016 Dowatown St. Petersburg Blor Space o Apartments? Posted on: Oct 27th, 2016 Sarasota Bayfron Plannin F-UYU-T#W1WL kif I LI--CreatOrS-a-MeSS CRAs: Economic Opportunity Creators - A Message from the Florida Redevelopment As... Page 3 of 9 The Grand Jury report asserts CRAs are not accountable Qrs4na9tign for their spending and therefore public tax dollars are Board being abused by city officials. But by allowing elected Lnriounced officials to make decisions as CRA board members, Posted on: Oct CRAs provide representation to tax payers from 26th, 2016 someone most knowledgeable in what a communitys Downtown needs are and someone who is most accountable for Boynton the use or misuse of public resources. There is much Beach Pirate transparency in how CRAs spend their money - there Festival are four different reports or audits that CRAs are Posted on: Oct required to file which cover pertinent budgeting and 26th, 2016 project information and must be publicly pos�ted on the Piriellas ELark CRA!s official website as mandated by Chapter 189 of to Create Arts Florida Statutes. In addition, it is erroneous for the Y&M Grand jury report to claim that constitutional, statutory, Posted on: Oct county and local requirements for open government, 25th, 2016 competitive bidding, contracting and reporting are not followed. All entities involved with CRAs - including TaLlahassee - board members, employees, lobbyists, contractors, Couple Plans to RedeveloR vendors, etc. - must comply with Chapters 112, 287,163 aq2th—c-Ity and any other provisions adopted to Florida Statutes Posted on: Oct that govern open government policies. 25th, 2016 No governing body is perfect, including CRAs. But the QeIr@j Leach Grand jury report's suggestion that changes need to be Wins State made to state statutes governing all CRAs is not merited Award based on the review of a small number of agencies in Posted on: Oct Miami -Dade County. Any issues derived by the Grand 24th, 2016 Jury regarding specific CRAs should be addressed at the Bradenton - local level through the local governments which Downtowri established the CRAs in question. Hotel ggts The Florida Redevelopment Association (FRA) looks Greenli-aht forward to working with any interested parties to Posted on: Oct provide information on CRA legal practices, challenges 24th, 2016 and successes. We thank the Grand Jury for suggesting -Lead —more that the FRA is the respected source for redevelopment http://redevelopment.net/blog/2016/02/12/cras-economic-opportunity-creators-a-message... 10/28/2016 CRAs: Economic Opportunity Creators — A Message from the Florida Redevelopment As... Page 4 of I guidance state-VVI'de. We keep a database of CRA case studies all around the state, including Miami -Dade County, and we are continuously educating members (and anyone interested in community redevelopment) through our certification program, workshops, annual expert advise. You may visit www.redevialigpment.net for more information on how we serve our members ?.nd the exceptional work CRAs are doing in Florida. Carol Westmoreland FR4 Executive Director �850) 570-7206 Procurement/0 Administration Mangier _ Sebastian Posted on: Oct 21 st, 2016 �..Co�unftt �deve�lome�Hg Planner -City of Sebastian Posted on: Oct i 21 st, 2016 LRA i Coordinator - City Of Alachua Posted on: Oct 21 st, 2016 CRA Coordinator - Lawn of Davie, Florida - edevelopment.net(blogl2Ol6lO2ll2lcras-economic-oppoftunity-creators-a-message... 10/28/2016 at a , i 1� a r. Lifteoln Road -Those who hot et in, County IOD9 ftOugh Will remeniber when Midtown W hs share of tE& and Consisted of a POPUWM by majwhy t. MUMon #t, 1 7 #j .a i Op of the bm& LhuxAnRAW #.. waftwaftig mll dmt: aft ShWO, dmg skwftand El ! 1 �.a t is e a; r!� s ���:. 1 n ;a r k !tar and '=t v='t um of i.tw was +M~ in INV P4 throughVWIOUS COmintr4ty`! :-t F Co"MunitY 11,edbvIOlOPhmmt:.f Ari � r (CRA 4ama ommou gov&ftmW ! i ,. ^bt red"dopment hi Fjorkh,and fit, : OPMWD •at ithe rodemlopmmtarm. OAWthe CRA n esbbhxhc4 A Percenkp of t. hamm Ii f n :a oomo 4revc= for ds t t,�•t In Oft +iiiCOMM*1 { t s ! i:t1�+t x As ate fmined rl addm .ti .:ksuegi ^ Iltl; f S "dt :. :r ,1 theWwrtsP of witbl! A e .j, .t t r =" IOVWIMS thOhOution gets; opengion of CRAs an &uAd in FforWa Statute Chapter 163, pgq M. CRAB Cm a hu"cd ♦ dW i oxernplegof i I' tr; rt ;S= ! t of «I + MUOUnts of public doll,i r: ! is fa t i :---" WOf MkInRuftmat, ! it '°i iInisumand tl .�.1 r'f♦ ,'k Of i 1 t by ! ! n i:ll v it r't�U73-M7717. i used flieir iM.s to .trtR�r: DW r � them community redevelopmentPlan. Before vm address our fmdings, we wad to wAwWWP that thm art many quRlifted, har,dworking,good- - r d> r aW dedicated peopleOmtmakeF M i i.; boards rds ► S i! i 1: G1 4in a mom4 i'.:" !withthe 1 tt AP i! 4 f the law, fire a very 4t= W tool withwhichto address Lc, ': 9very cWknOg hR Ir + iIY :.w.:. We [ x =JuLe! number o1 ++ r;MM1 d': i - ,IAT ! winch hope+ill adopted andresultn better operations of CW, not jual in Miani-Dode. C=W, but &roughout ft State of e � �• i k Iii � '#i r ` . ;; i,' oniginaistauft governing .rning CRentitled the amm. k iPs5 5 1d ACI Of , 1116definitions, ad mphumnis tbereinno,bowstibstantiallY r,hupd = i" ince0on, That 0 ra_ n because ft ! what we ... belie" cD b e 8 } ; 4' Of brft4 1 vlC :1 the f; Is Eoverlybroad i , } #; 3! o of the defialtiow and mquireamts contained &%v& To stam it is bWrtot to understand the intent of the CRA Jand themues or problem meant be A . A ;!, the -.i R, 5 &Decadw # i u# 1 IWWO Was Od&4Y writt+tr ffic legisiditrefinmd and declared that id tib U110 and ;fl# d6" housing wen problem ! it A TrAhealth,ofety andw0hreof 1 "W!l, of soine Fkwdda omwidtic&Community RWaydopment Act of 1969 gWvftd for ft A'rmati4,1 Of r si: would k! ,ar d sthes i s bh' 1 and Aottage 1 affordable hw or IOW and Zr d CM income 7ir-reddents.Howom, i / a to 5im CRA it wasrimnecessary d.iri o'i t + that proposed ed,• a rtr .nn n onwaW nqukement is ,.d fordt fordli Flonda r: ■ 3.355, Creating it Community Redaydopmeat AganeY A. The Finding of Nw=ity OAce a city or county deddes that it wants to dvsi� a specific am as a DOMMUF* i i Y 3 re' ► 1 i 1 .� amis a1 1' 'rt i R for& iuFlOrids Statute 163.355? A "finding of moesjWl mum thg the degigaged area meets tht definition of "Blum" or "blighted" as wt forth in the XWUte oy tbere is a Shortw of Offodable homilig for low or modemte mcome reddents, including the c1derly, w&& the dWpAtod mv& The stdmte is Wifio to the extent It gives explicit dcfiWdm for slur ,a md blight, no mmry definitions W Wt &A bdow, 611 A U I "i: is WA-VIL5a of buildiapi Of M4]mVWnWt5, Wlw rtmidm" or Wnresiddatial, which wo impaizW 96" A reamofd ri; Urr Lt 1..�t L. "! L (a - M7 ". �L, �-" 'W MID T .77 7 �M, 1, 1 M MFT=77773 2. ought As ddhwd In ha a9kety ftm l "BlIghW ftFeW'It- --m an W" i &= we a n*MWAW nimber of deMoMW or deterimtIng ama". in whkh cmMotm� as kWk4ftd by go"mmat-ingutshmd sWLWO Or 00M BURCS, MWW I* or pmPerty of am leading to ecomado dWren; end in vibich two or mm of the foMnViug fiwtm an pvwnt (a) Predminam ofdofeat" Or M*Wpft *mt kyouL padang AWhdm roadways, bridges, or public bamporWm Amijam. rot' M jt� lm P # failed to show any apprwiable increase over dw 5 yew prior to the rLwfing of Such conditions. Dewrioration of site or other invrovemnts, TuRdequAtO :1# outdated e } dcrmily patterns. (g) Falling law rafts per square fbotof 4R }1 if or f pak compared to the remaindarof tbr- county or municipality. or SPCCWm1 delinquenvyPf 1 fak value 1 tbz Ind. R �1 county or munichWUy. 31 111 R'% (k) Fire and merg=y medical smioe cans to the am proportionately hWw than in the 111..: f o the countyor municipality. .` of } i .Fs` } k.,.f in remainder ofthecounty or municipality. Divmfty of # i .e 1 1 or mewmewve 4. unusunt lig# 1 1 fl * 1 : of tide whichPmTwt a ,, 1 GDVMMMtWiyowwd R IR 4 -' 1! adverw =VkftmzWconditions txt ;rf by Y, public or private muty } A substantial1 4 +i or, peroestapof pmpages damaWd by 1 # actMty which five not been ada*mtely repaired or stabillud. However, the F4 "blighted :r + also mews 4 am i'.which at teag ow of the IFc #' « identified 4 " pk'}through } is present and i tWng authodties subject that 1R aft iS R a.1 r}. 3. Redevelopment Q1 rl R R11 7I } 1 # 1 fi 1itY 'r} e- 4 4ma or ::} 4 1 r meAmmdwftkhqMactivifiekor f r Ofa Co=Y, Munii0pidity, R« +4, 1 1 1}redodopment n.9in aooniftiunity redevelopnuatam for go eliminWon.i.R, proviention # Ila devedapnot1'. spread of 1 „ and f ''.a or ft fereduction,i5 pmvmdm of y. Ri or for the1.,) R ..w of AIF[} t : ,6 ! mini' al f .• Jbr red or } ade, r"1f,.} .4: i 1w} modwo income, m } t i Y thed} 1.11 may ) 3u !:< + G,1 = mW {'.. ei " 1 ■.iR .a 7 communw redevelopmeaCi":+i or rl } -■ 1 and revitalization of coastalresortR i% T} } 't. areas that a deteriorating and ecorio:Wcally distruned, 1 a+4 ;.} ,1 \ fi or conServationin ity redevelopmd .x er or:I ':} 4} } M ..If } or part} -e. w `PlorMa 5 163.344M) C7 M, !IIIIII I ILI As pat of its prWsms. MD &-vdop swWarii„ , gW(Wim and & fit dous fu =Wn umme kvals. HM also has catak &*ipWcns that it amps to vmm trAOM kVa]L 110 desipatiow of incom love4s Wt*. axtm low, wy low, low md adw4te. To do4mine the (AW. BwW an oemm dats. PM affia st"ed fiAmabon collwt4 HM datmmiacs ft t r1i kT T -1p, fir a aTkq, Fq�-N, voi)f " -kitt M �Jrf-, 6� 10 TA ., , OIL i0v OM ft AW is MovAN BUD hu puloWminM PmUWAgn of &-. AW fie calet&tion of wW& will Mumm a fAli; fly's hmm xi.;`. !:A! of my low, kw, It 'r ft. Por *XwTle, reprdess of w ftw6ppothan am is eg oom*lavd, a fK* WhM incom is 50% of the AM will always be dedpated Very Low hmme. Similarly, vopMea of what metropolitan Wft is Wq cousiderK Aa whose fficome is 80% of the AMI will flWar be deugnaW Low Incom The Inemm kvWs am 4usted for fimly mm. HMFA FY 20 15 AMI: 49900 FaWly Sim 2 3 4 VMLY LOW WCOI& 23700 27100 IOSOO 33 LOW RICOME 37950 43350 49750 341 0 Accordingly,income,limits,elderly, a i be theprimary ftmPieutsOf anyaffindabichousing which ♦ } ! • created ! z1 i g e ki 4 v;.. Once 4 finding Qr necessity Is mak the countyor i i Y can i A move formwitd'. h formingcommunity redevelopmat'tm( i - +'+Mi rw; i i 4: i t fbr oarqfting i emmunitY rO&veIqpme& for the dealgrWed invMchnocessity wasround. As Put of the fortnation of the ageacy, thesWtft also requires9W a board + mnMissionm be appointed to amin the powers of the. raknkpmag aWdes.11 Ile boat Of commission=s 'dt P .d a the governing ''e body t the comuy +'i Nr under .a G the x '. • +! of wi d ` . board. iW goveming body of ft i Ir +1 [ 7 i[ �` S also dwIsm itselfto be mand wt as the board -9 This is what nw Pofifie have d1ft f t=:+sir, board 1 North 3ii1 .�da'MI. i Or# ii City .i 1k* iX i Ffr the board 1_a all powm neougary or oxmajent 1h� Yw out ad Ti a . N tW Purpostsdl.i #' l • ,b Of Gstatute,P.A fvW ex0coonsthat reserved fbr the county or tounicioity. 10 i i t ivwied greatly.For i., ;ii. nmy of the CRA boards ' } y i wbavAm two hats."aTo in their capw4 so aft capel6oW i x Tbey ahm save as a � �+ 1 1 a1 i1 i bod The boards,in ali, Vi} ! . of the CRAs we exammed, we oonq1'! W 'ia of the electod officials to in ft orm cil or ! 1ii .-. i f It thD0 i6r:A1-+.,' f N 1MA board # g(;.. at hold a i haii [. and mther iftwwdiately} r A or immodiatdyii ..: cq comMjgAOWOjty mulcil meeting. Amother model,th.. BeachCommunity !a. !p11r�' i bas . "� a 7..ii � i ai .« ri!:1 that is ... '. r m memben at appoiaW by and report 10 the Dakay BeachCity E i 1: ► Delray Beach CRA employsex=dve a gedor who 1 .,,..+. tho agmey i. , Fbids Oftft 163.35 )(bi Flmi& Sale 163.33't 'I 163.358 Pi- I ney - members servie 4 year tem! prioritize where the funds wM be utzed wiNn tic 8 area of theft CRA. With a few exce0ons, Ow volunteer bDud is delegalod all t&he power wthority to cmiy out the redevielopumt activities. The boW ha autbcdty to appropriate Inako expcaditures and qWve the budget. 1. APPOInk"Ut of Cifteas to CBA B04rds We eve deeply ommned ffid mod CRA F * am composed of o* tho eleded officials of the city in vwWch the CRA sim We dWavered my" "unplas of CRA bouds spendmg lap mounts of taxp4yer dollars on wIW appmvd to be pet projects of flw aITA-f officlals. AddidmIly, 6" M at a mhumm, a pwApdo!n fad Vpesum did m1ain CRA 'P, - -r M, 4,fmi =�--MMN A Jill T km- ?,TZ7* 0376 H 1 g Even vvbta misfmme or At ,-:+:•L_} ocam, we M 16d to belleve OW 6n wmM be little It miyone could do, I%= does Pot appear to be any entotceincut mOdball ism kc 'nolefions of Ox CRA suaute or mbWoft of taxpyers' maivy by CRA baud memben. For V SOL V -1h^ -01W, ---------------- Florida -Stawft 163.357 "preswfly" pmvides 9W a goven*w body (ie., s city commission or oity council) M by a! n'} of a tesolation, declare itself to be a ow�V mievelopmat agemy. in dw situadm "all the right, powers, dutim piAq;csi 04 immunities vested... in any agency Wl be vested in the govaning body of tU c*AWY or U Wp:/IWA14-CRA-Pbmi-AmoodftW4qNAL-10-15-14.pdf 7 (E)and ( f Subsection (c) provides as ObWws: (q) A govaning body which consists of f1ve, manbers Ma appoint twr ".dFi. !F Pm6RN tin act asmOmben of the communityredevelopment Tht tum ;Office Of &0 AddifiO1Wmembers be f MePt that the f'M Person appointed shall initially my* a ftm of 2 years. Persons : -t M ► it `"rfi 1}1 i.� i F grand djury reconumn4 1a IJ 'y; F, i'. :SIF +i.,i a so that ii word F* be M .} # , = o ffiose 1.valmmgenoW F' F 1. ► i : J ' i:, be dePositod in the I COMem Of the►'F °m;mremme: and mad !. -Fe! ► . ft X11 muty,the Wuntyft"lum4' #! '1mq 1w ;f.l Ri1 F,services rt bemfits coluld be PMVa ♦ to icitizmV#nVO in e r� �,Vi of i counly that tip. F,+1 have Alsoi how imporbint is it fix msidents who live wiWin the red*vWqpmt afts to be involved in thc deOdOft-mgking ♦ 4.' of wherethe 1wremeut f A._ 1 1 Ffundswill be R . a detmmlining the priority of how those run& will be umV As the aammt of / y5^! F fmbds lowing i 4 somen Participationbecomes mandatoryMt i f71.a•i i1evely CRA impmeft#i F itIAt* 1 Flori ► i Awxxidingly,i e JWY redommm& thar Om Floy1daLegUlmwe I! r i nl !. i !3.357 to read as l '! &W aPPOU11 two addytionalliplemmto I ar membasofthe Cafigmunity redemJopimittf pnqy F 1 ,'; t, 1 i m ► f, i { 4 : '7 ,1 / ort 1 m* and authodtles is nota nova idea F &k OW ► «► r2lt can besem n ►. #.:: SUtutes Swam 9 f iu1 ' e 1 ' 7 u Aut P ► .,+ (South F ` 1 F +; " t4 i - F zse lh �i 1Authority)end '' r A a'. R 7(Expresswayt,Y For each the abrWnatWored F', W ► iii WohAMMU am made a ; ► -twora14 f ti, :.. . of the bM► of M i r ►l. .14 4' f Stt ►O.mF nns. y.=BthtuW :,teC r+.RY t, a. ; e 4.. eligi-Wifty rapimments ! "'civilian HOUSIng . * I s" Flodde Botuft 1 Al;cif-,+i+nrt ThmsporMlim Audmity,i era MW EOmmy Au&m*, We reeonnnend that Board r 1 CommInion makeaU civilianrErt a r purmawto amended .+Morida ftwe One ;a the W= wo havenot yetd6r,;' 1 Hifi.-eiwt i1e pmvision of as CRA Act that allows a CRA to use Its TIF funds to Aind bomLs. This Is another mm justifft cidw participation on CRA 1 m* 8,T ++ the Florida i; M'., 1 1 I,iaty wA county .•'kt l..t i 9! ; lab cannotusead 1' m '. {I 9 ! dollarst1 W # ♦ t'.iva .without! F'4' 3 M7' •'Sr' appwval.7 1 not 1f can if j}.k , A1,- }..1 officlals amsiftas aCRA i i` 1 `1 it•, ! <. !1' :i, OW have been &AVAWd ,a, tt*a&. ^'+ i 1 isa but "*Cd 1; M /* pia voter approval before + +.1 !';° 1 4 1 A ti it oan ' :" ♦ ko1 f .i. to ftid M U anWor +J 3 A {', t`, R bl +,ti wAoit i 11.11 ` dbousaian or apptovalft1 11 dw vaq4i' 6'i w MIS Mi1< IIi' +' 1 .,,1 i 1e t' AI A k ♦ rc e 1 + 1 fs;: A „ �� 1� kft+ puMe.' il. i f'*.s1a1 o Florida DALAt167.357 would 41' Aa +"-it "1 I} !. 1r 1 is 1- R =M1 7`. •:..: S- �:1+ i.K 11 ii i�!' �<4 '*, 1 ! :! i� E=/ =1. 1 . b;, 71 R '. .1 S "P1.4# ","� t !? -'�1 i .1.:,:.■ a t 1 i." 1 _'�- Iz.ab +" ► a live 13 iidw redevekq=od am 2. Appointmentof County Com*balwortto CRA Boards ShOw 4►submwfion ! F: o. ('.. Statute163.351,Vybiob permits.the av f ■'x.11 11 a °.. 1 dAhm CRA Ilii 1 - `i. ► ' : (! ! M of {.' same. t: '.0 A Y =f1 r: i1 Pwftotpation A" '. 1 tY CommmonerCMA s ana 4 .a& • ":. t Wr^A i •:" fts statutory providonwill allow`I,.. IS � SW 1 59.I) ,-... H R# 31 C oversightMort diversity mid more i 1 R boardsis R + c-IpWfies within Mlami-D=ffCounty.R Florida Statutef f provides as R #ui Mrs. 11 t Wl` l' f -A; t 7k , 1 i 1 n f f i R' litauthOritYs 11.4 R t,.,. Memberstaing aWhWity's f# Rwhose +#.l' 1r+1 ie! SAI k'! M 4 f i l # Rh tf::.i'Jt ! i" f l R " 1 1 7=1 i i+' i i, -. Simply R ithis sWutoryprovision # rambersof the Board .1 d ii f !! COnunissionersRsitand "Cnl # i•_ ! R on # T 1 11 R ; t # f; R,R 1 . R # fweir' S + during ■ R M:<+ # believe AA MI ViafRi Dif County fi RvescutlY OPOnding underthis Wrw4ement,1,: i+fRrP R YCHY r: f. # RS1l R t #.. Re&VeIVMW : t Board "# 'D. for dz tfiami ' The r R+ Beach City Mamqer WVes asFexecutive to Miami Beach'sRDA is Bruno A, Barreiro, County Commissioner, for Di*iot 5. befieves, thK hmM it 0ounty O===o= # 1,:+MMM t,. mMba CRA or RDA is a grog #e% We rawpi= that disftctOf Oft Or Mort rWLY cornmissioners.* wftin the redeveWpmegSmaof #t. CRA :'f.+ constiftwauof #A local i h# If,0100M offkW For ifR,1' C' the Rf o... thw TIF f 'con=R #'f# ..+ '; #. a i, Wes,mql1 would # R R'. ' be a .i3 by the Board f J County S 113 a l l fir beneflitofall #: 7w # #nom' 1 Il.: in every conuWssion distria Whomhowever, f. ws the P-O"miulonOrs have Any SSY so in R those diverted #:volormuma getspag. 1 R f Wy believe .:i havingthe involvmentOf ? CoUnlY commissioneron CRA nimm to&efa# efit R i'vaters andresidents fwithin R, ,ilicat A*naWvejy,we belteveglvnV InchvidualRl ff :_I.# f f power # - Rf R iesqVmtosmveon ft CPA board WOW 40}' m m the sameA 1 f 9R counly Rif f n Rw on governing board # ,,R Rf a ! mustbe , k R ) d gnugh an interjoc#j agreemedlenUnd #1 between I the L'Oveva.. t• R R'+ ! ! R +:,. ' R^ix $f 'h Rr#: : x # 1!l W04 vm were pleased to loam that ow of ow county commissiown drafted WWW Emhktk= WWch We JIGPO in Omit., vV011 wOMOM what we am m000mwding hwe, Speoffimlly, in 2009 and 2011 MPeadvaly, WM the DOWs adoom of RewAudons No& R- 1382-09 and R-971-1 1, the wmty mss; a! it poficy dheaft the Mayor or & Mayws' deakrAw: "to DVAft amendments tO dw iAWkvA WftmW vith eadh authority an&Or CRA to provW for the appointment of one C 046 Coh=iaioner to the bowd of Owunissiorma fDr ewh Tbgt.POttift*fRmIudOnNO-R-1382-09dtaltwi*abftCRAs. Secdon2of MDfution spesh mom to ft dw= ofd& Grand Juty It estsUmbes: Os a POHCY Of M Board that ft A WilditiOn for- dle Creadon, of a DOW CRA dw one County Conma&doom shift bt apposated to wh CRA's board Of wMM"Ohm vdWA UWnpDai e Couty " (waphus addid) An amendmat io dim resolutions, was pmed in 2015.anmftwt in ft fom of RmIudon No. R-599-15, dIM a MWY comminkmer who is unablo to same as a As Rmh" No. R-599-15 bw "wd, t1w Cowty Mayor or 1%e Cou* Mares rqwwntafive is Puawy awe to novdIft a.4gon of a Mvwon k, *e kte� aptamt tW WW PWnd MIAW as 8 comnwitY n4valopmebt Agency boW mamba byat least one county commiasioner or an appobit*d designee of a wunty commissioner. ne smormfed resobdon qvHes to any now intmiocal coopendan agrounm as WWI as any ameaaim- nt to an extsW* w;# t*: coopwat; on agreement vath a wommuty redevokpnent aggwy. As we Roolmion No. R-1 38249, Section I stronglyWe r r that the Cott*Mayor or r A&)Ws r desigme dillSody ad 4Wrawlydyout appnwida to achiew dw Intent of Resolution99;r tomendewoexWng bWjoedcoqaradon agreement to r / r for sendoe on w board rrd r at 1/ onecowity Commisstoner or alternative qWnftW r r dutme by r cow* We r' r, stroney recommmod dwt the CowityAta)w or Counopr r Is &dgm ' kr 'T /t r x-} .: rP Y .{ of any M now ei `` ! r i r r r apwmNo. i7'O.1 t toan eidsting R1 -f coop d / r.,, qrewmW IMW areemw rl awt*kwwt don r m& J r r' r I'servkeon that CRA Board r ar ' r ons cowyt r aftermWvtappoinment of r+ designeeby 7coway commkdww. Once an agency h + ter; W a boat. is askb.HgW, a commuoity►. pii , a. must k tD describe how agoagoicy is gWng to aWros dw ism of sluin, r & ,rid of rordable housmI in iOm sUVOUOqm nd ro#d hapravenuats, buiWing rtaovxtkmand caretruction, flood control fluti4fives, PkMng R : i1gwages,neighWhood 1 i `A *#andstreet plants,.i 1' acApWtimdamofifion widremovall# 'Yi ai.- ' 1men if%r f .'iili-+l#}, mW mhabilifttioiLiy. oitWevelopmerd p `= mayincWem1 DIA .}!'di cho 1 zoning -wd pinning, land uses, modmm densities and building mr .a 9 .. Redevelopment ed+ lopm:tel AM r r ATe.i =* '=!S ! r i ti ? davelopmeat MaffmMle housing or stateFreacmlr plan does notallowfor thedevokpaw of ffmWI . .1 1 ' nt, the att&' 1; can also include redevelopment iMen 4 4 r n p ,4 ti .J i i'trforrthingsasN, #,, iar "i mr:9 1.;. .faikIft system uperades, 44Mi C.wi sftohuW jmpmv=vw. toredevelopum t s, A ■ ii 4 •;A * fr i Y; 1 0 #+l?, 1 ' Ri �i:4 s��� ! `' i !S't+.' �, e i w il�' is 4. lli4 f 1 •. The devalopmwor rodev6lopinent !; must -:submitted to the . *,fir u- bodyof countyt #'*W ! opproval.In ,4 1 D ,'a County ...i: .4 II i'. I :.r};am submitted Mwida S 163.360 i hftP;/tWwwMIwkWG4PYft&M"M=W=MP M CRA f1 `z1;.,, Y, Y the fW the mmeipdq mum , w':''f Mmvalfimn,and r" „ f'„ w,:,n aVtm=t W h ', i 0= thep1sn ig Wmtd OW all agmmmb sigmd, RdmkPmtmt Pkn Can fi.out. Once a plan 1� ♦ t T7 A# f . 4 t ff r : i'. RiMary.WUree of revenuefor CRAs isfr i komm tz, tax iumment financing (M. TWx howneW fmmming is aunique C# f :, Th:..M&VC40PMeV1 =N3 f It h U9*d 7i .:: .m •v x publicfimdit to !mit-i f t } aft s 017, 7 } i t. €f Wi 1:, s fr• != f }# �# . # « # # �_ : ; a 1 _ i # f�. f :1lf i 1 # f AIM IF. f$ It IVA Z 1 f 7f, ! 17 ,s �f�=y 1S ! 1 f: 1,f! :. ., ✓�M;# ) 1. 1 i J # f :r� # :[4. .1! F Y1 7 ----------- TheCM=Wty +f .f 1 3f .df 4 for pfivae.'-F f i .;1ta-g 1� fev"I1. # ff f i3 il; ... ,3 1 'W.:* # ft .+% Fa',".r F #i t iti F; ! 1 Used f! # [ itr. f ,.d fm i + 'd a s Y++:. , a . r f{ a rr _ 1 r � "�1 t. =11 a The InNal Wm of a CRA is firafted to 30 yms, Wfthm+:+r ; t a CRAM ftNa muftft at the end h f, 30 -yew }',r fr. Aft ft .! or it ff ?:nf that + . ! m i-, i f f= be rowed la, or op --^i on # '. i projeas,any fRr•rYt; 1 ". 1 MkW-Dode Board rf Cou* Commissionem hu approved it #a; of 14 community iet ' # , 3t ;piarendi s amadministared bytheCommWty ,.t i . 1 i+'i and . f # # . Smvices Division CVMM") and oveiven by the County. The BOCC has also 4ologdad urtincorpomted arom of ladf The agenem that we roviewed all had exwjtive dirWors to run the day-to-fty f f T : t t'Many of agmela wtm W byeinployca of the WW or county hctr U CRAs p: portion o t WI [ i T o. a# `f =i i Y based an the &U-timee R d ,7tm tr..mha+.s had munatmm falltime :+ring. mainbets,!l was , #; 0W-Utne . !; While Y3 mmwveis 1 eatif fmid Offrtm 'Ai day -to -&y oparaflons, I i ■" ft+1 A4 Ci '! ' 4 e x R ! e t r i ;l h r Them <#aspeou of r' L. .7+s how i .E# f:', monq t;rwemust< ie" .i1 f Om k 7 #" of ths repce., r;. dwre am ft specificf` f «.' ove^ saviom !p+t iW4 int ' a i I choose ti :7fieW taxpayer doAK&*ekf f therewe1f i f . and #'.. 1 i T ri (or look*=4 f}=nt;. use j( r .' r l w amhewhichmay !adode g' + progatm paying !oic# t I'll formal or infbmW bidding i `i and finul or mformal raqtasts fat q # x Most ' Ut f. =!wwefinmd f ' +.f unflatuOy choose c# give r# r .ed.'1 d # Ili-"; r ' I!i t [ . , :.:a R ."i vf .n . # t ++n i ." wifloutJusffication,and ofut recouim Aeoor&qw ti CRAs We vade.a a j; -pending imy to f tror mfinanee any coina=Ityradavdopment it uWwWws i r17- 1, VI I EARL A i < ii' 'i .:.71 -RT N A 11 ,`a T1 FU P=MP=Mt tD the approved co=nunity.¢i: 1 t ii i 4''fr Thestatuta1 f-ir not i'#3 any guidcfi= fbrthe t and pmedum ftt CRAsmw foUowto r fi i 1 r ?f #} � �� €r1I i., r•'�} fi ;. r ef. A .. .... �� #Ir r�, r1: e: d r+eti benefits : 4 odwadnini&ative costL Baca=of is r; :•R i ! act ft reveme was ryr to $400,000, Ile GRAWad was spenft $M0,000 in olwy and to 3 cavloym who we= managing t rmshft $100,000 lu TIF fw& We fhW t1us to be &bWvci i a ohm AoWlm of the f, + purpose r ^-, r Wmt of r . CLkGig t' t. 1pff 11 kA -t + j * 5 . 1 .'r M roverheadexpeum1 or s. 4 moi,l 3i; the ofit commuzi itddWopmentplan.Howra4weWave imposing+; r on CRA+{a i•r 1 in.:. .: Wilt r.tm r fi � k i' „ir i) 63 6) fintha ankmkics &a motwya in Me rednWoprocM tru3t trnaybe expended ftm time to time i undetta&p of k i i tnity redevelopmen ,i'11 AdmiWsWive:'., r.1 ovahnd mtpenftsnecomay {d` # I 1 Miplemetftfirim of 'comMuft isdavdVowt r ,i adopted by the .}" fa f 1 + .'.:: r rn ++r", of ! ; .. (�r=iEM' 4 R t.nr t * �! �' and � r :. ♦ s res 'r , r�' :r as n&ftbUrsemM 1 t1govenft body or srr E .k err mar . n r: mart .±# ; m#I �t �`f r,;,.�, r rA. ..r r .', t ft «r t=rim{i�f; r approved 's#r s .d �4'frr . acquisition #•: (t r in *-[ . - 'k r rr *+t ;. a FM ! !�. rA i t i .' I i � ; t! 11 .A a :+ .I t ! � ! 4 ► ! f` ti k•. it=s,. !, •t i � s r * � 1 ori .S !'. t'! ! f.. + # f..r � Ir #. + 4+'k� F it # f w4 f' !. i t t+i #: t + " + # .: # +r`} ..,r t i. r+ i r ! A �.,ni;[!T -•+ ! # f fi 1 :# ! + •af 1 + ...! f.f 1e:_f rS i t � tl R'7 }' -1 !i! ! . ! M r 'f= + f1 ( A kf �` r+ : ' � :J! •i+ �+ ! �# + ! `.s"?; ::Y 1 n7 1.+. .�I + ! r.. } f .r.' # } .r+ f N '. ] ' r.l I+.A •1� ' Y' },+^+ + +,..i'1! +'I k s + � s # .. ii '*It loll bill "! :•� =+ er !+ � '� a i� f ,. r' ..r� # ,1 f ,..t r ' Ir.. "J OT -Ne 51W nW, we learwd at T: distributed ' t 1 idotifiWe F f, : l : or Odelines in '1 . M' for l:: ,: •' G'. 1 . or distribution M those 1110111es,Ragoam of the jusfificationsthat we .>. d it is Olelar to us eft,,t inonies are offt times aww*dY1i a; w1: f, or guidelines. Usiag guidefim for ;9 ,i ¢- `°1l, r Il ,C' grAnts=sioftt 1h l.i - i .1 A A• i Ali abovewveW benefits. Ina= that+a 7r, • monies F r, 4 =1l s -1 purpose, iA♦ `iii o f } v 1 i 1 .i �i / f # i h ` 1 i !, 777,Y Mr L ! i'1 •'�l 4 ' 1,i ■ � M .i `l + i w, wA � ! "'i1 r4: F' � it a '! _�! /' 1 1 ii Y i 1 i is f • L �'.! Y i „ ? 1 y_ PTO i. ;d�-1.♦ t. �l lli F u �; It �i' 1 A pnwfices Iscompleftly diswAonarywith the CRA.It is clar OW the!' li $ i.A ..i 1 a.A ,;. and vie iwkF ' 1,4 };a 'ntor cwa*bg gnatslead Ili: i;i has iii ii Alszoanagernemit,t, cobs= andcornOon.There it gvidewetoBugged ir. ;•4 11 1 !. pobkmsexist in ft # l :• .! R #'1 : of CRM inWism-Dade f;. it :n efi! ' formal processes ..A 4a: h t 1d 'i M i ` .+11 l &flows&r red" I°: 4? +a and more what thereowe+ that uW= policiesand p=edures thatbest use and #. i l.c: of the publicmanies, wehm several owimm !. I, lax laws dud 9s i .r { N i : i .loil +1 ! ' ti.'.k- • 1 I -i !1 3'Ji :v l F'. t i= S 1 i.l'. 7!' i ..{ i i'mmu! e€ lip .•1 plan. For this.'• i'oi befim11- - .lit I be rm6 iiM `Ill of FIE f „ dIjV recommend that R developedAS follow the &W Practica guldeRm for grant F t i# f■ '.! }f 1! ".+.1, - � iR !R' ♦ # ii' [ i � . !f i� e„ R f ! i !'f ♦ t�. t1.- .r l: s �. i R �1 _ 1 R-1 R it R :" 1 ` ,Ty 91 RR �` ` #i ! ..IRi #t' ! � i.; � F'. t +• R' k ': � # R'r. R [ # h} R a �l.; 11 1 :!!' R fr.; +r.; ! i- 4 4! #. +•eR :7 ' Rti ! R," wig. ,� .. ■ .� !i! MIN1 •. :, K....1 i 1R R�� r # € ,.1 ° i ! R� ! � 1 1 } ';'f1 . r 6.t� a'..[�+ _. !.I To i'iti. R . 1,R„ --i ► 'i ! +� f # '.. k# RR, 7 t ! 1,. � hi :_i.i ++: a,l C' Ri.. - .i R .. 15, 7 .77 .i f a, e e X11 �R:r ct,i vl17A MI ;J' �t ! {t Mnt 11, +I -1.4t77 !rt 'C/l:' :�, -i a :•!. v 1rr t' 4tI}c' 4.��. .. ! 1.41 .. :.11 ' i,.:, .i',� R ,:1 4 •'J7 -+ Ui J e 9 i As suggested by CRA board mernbom in addition to affordable homing for low and !i Y r i M� ❑ . ° 4 4 . • .}k . a a ;,it also is not a Mid"imwtznwf bemuse it lid.s not prodm sufficlea revem. Ikonomic davelopmettincresW TIF meaue for the 1 a Sorrie CW T} preyto theirt .i ftwom d fristead.M a,.v e ve % r'. k aftrdable 1.} gcoyMaw to S ,n.- solely M oPporfiftiffieS !!`: ftwea" wonowcii 4^gym 1 withid c I,ii:. wA i, of. the ;,1,.: e/! lame! BMIL It vw it #•� � st 11 i-:. ! ! ! •tt .fit. � ti 417 r ! 4 .�.` f .! it; ! 1^I l ! f 9za values. The i== in property vdum vdin jnMVAw ft'IV monim gob* to ft CIA, Avow described SSSus,* .'' YAw 'Ad&ebenefits Sl e 4g S coamerdal, .+k'. or WuMal,i �..., . �: i<4' : if e i ii- ! �: R • ; ! ^..� l a low income or - f A'*bdoes ='s !"l`"T 1, TTk l Y 't; d ! 1 ii. lF:. 4 �i ! ,:'1 d ! 4i�c. •:.�., �iF.l} { -:il � � '� ! t}''# l i! a d ,e ; i 1 i_I"1 Ile :d .».a .r: . 1 4.�' ! F". il'S �d M .1 }' S t +•, ' d`. � f +i � # Y t i '� i A' :1 7 S k• frW-7 7 {'i 4,yi Sf ! #� 1 t+ !M lea w 1;'a .i l !l y. d � �! J l:IJ7 •'-� 14 [� va•! 4'S Si i fi;:a I F to kwftw! IFwexra d l tied 1 .1' thisprocess f rlf 1 1 need M r foaaY 1t r: It !mm., inore ldl.e, r ii owdrimF !! or l M in oppd=ifiesftt will.Y ! - 1'incomem put money'l . re dl fneeds l : alit riot !, Ave 4 m.Yi on a,o irnvedment.Hovmmr, CRAtare not !',: ! Sto we.#' profititble tbay can b'�-'CGMI�'- They am fortned to address the needs Ot tho community, In many of ffiose ♦"dab ; +}Srr ROMOvethe BlIght; Leave d Slum MAnY OW illvWv ` ! i>} ■ .!roadways,WWW4* i.°=ei1}.. StMMUping. Combiftflon i 1, following, ing, Pavet brick } sidewalks 3 Curuds r ♦ a lot Ommimmal sad R ® budac"" MW IhOPS tO MOW WD that k ft ` HVWdWUYR dlis Maki in mm Job& mm Y as PfOJWY VRIHW inctefte due to ft ! CRA. For the WDA Pse" SU& =Pvv4M0W are nO taking PlAw M Purely rmd=U areas. b6W Mom bag fm the buck Afthough ft may b6 hve, it We h*ve .} i� ,, � ft :,"the +,,. 1Fx +ti':. and 4,;,E hut, +'# the tedkfiony 7{ w `WO also t t {t .r { w M lu . Oonwmitw iratm In menucs ftm the TW Finally, we am also awn dW the W of am= . Rtffi1 i' # by Me Astaw.33r MM OW Ylew, 9 UPPem thAt 018AY Of the CRM have t*m great strides, and In MOW cam% been 3t 143.340 M I 1 �►: r, ri : =-oLft deval Z— y cam■ : [' a slums,"34 The ',white ek#wr' in the room from this practice is that although "bligWmay ► :, fwmoy4 iR:still exist withinh,:. bioundariesof those CR , s. alga of our COMMWntles am d"andinated For OW "no, tai+.o / 1e :4 .Si '• -.,,dtj&rniIy housing ` iuohthat am uW6, wwaftgry mW ovemowd4 1, condition11 someM `. 111 f.. Mudei L'+iri androachI Cie>: .► /} LM4 . „r ,.vo- .. S�S'SS lfe; !! . c 5;..+;4I ' ►! +# �..i Of T am IMIA 11apartment ' f 111 = �1`• E # ► S I ► �►u :�► ► i i its ti 1 3 �► tI �.�1 i►=. resultRI M S kw overflowmg,1'1 ({,luay %WAnM WUMU U forced Mshiddown electrical POW for an v i WHOM M MWrO*u am mado It 1s :I 1► ! to that ff # ►,1 1 1 019 ?1 1t IfitY # ► :i 1i+ ! l,.awwagebacks S Within i *WW 0,S Or Overflowingb' i,* i. grounds, of their 4partractit. 1 0CMUVW0, while millions Of 1 t v S being spent: MHWIY to fund baU ft!a1 a 1 Ci i 1 Sg f,.owtem mW ft parki 13 an S 1 Owldkmadve# } board 4 %cuson whebbing existmg bs iix. than i U its OPtIO= to COW construction pwje(ft nm Pace tag 'rs with ! a IIF' 1 +i it p*pct should ► - much ;+h &M'..w ll i wbut would j ,.1 ' / x +•i we°' ► w F': of it=+aftdable housing units in the arva, Investing TIF funds in such a VoJect "dd. at least Mm the the low Joeme raidato liva;. within the 3d5 S Sm 3 . am WMW have awn to afet wAd morosawtory # / :'i 1+t, M 1 Aif s iaid a; i 1. MOM ►i llam ' i5 !t which � „- , W" diould. fed co"WW to spend MM OM that .S i it fS Oft= 'J..l 1 tS f - have 1'^'' I' i 1 "nitationor oMn Vacee in i?= to .,r...; .`-'f . 9M ! *OiMi i MdeNhWAVe AT OMAMWPWAr + , to „i .I L.,,. +f + fi Vh t al r!r +ka Mwmet, kwWnist to f a ',5 W%N or My MWJWWDR or put *Not k 40WOOM WO a WMMW*Ma"SkmbW 00 MW my hide& On PIPUStwo of M* FF ♦ i i ae 4 i 4 " iv #„f a� .ri i:i a .�. .1 i '', a.. a . z * + «a it". t IF l' ! i :t; 1, 4::! ►'ii, ' iF !,'' ►"a E,' 4,iA�i y :} i i1 !' � i k •F; � ..i .. # i'a ''^ki+l F L':li 4t'+ tii 4f iSi a3' 4 ., ca i�f � �a ,.a i #'ii. .eai a �.ir, ��, „# i, !-i •! ilr,t 4 � .+� a U f a Rt a r i i- tea" s..i,;i �.� ► 4 Nt ,-i s �' J 1J• =r i4 , S +'/ 1 1 J J f`# ! e !u fi i J . •J t ..� t ! J r t ! .., 'hr # � ,# ! � 4 i .;.i i k) � #,.f ,-i a.�}' &i 7 4 i�` i ..i uA � i444 i i ,� a ! . I .•4 i : � a :..a � z:a i�+ a: � U,# a kiMa � : u # ♦ 4i° - i 4 i � �t " rta,i t •... t i; -. I Elk a^ ff J.,t _ ! r , '�, ♦z� 1. rJ F J r� 1 J1�'t J:J J.,r .t �t ', 9 shaftfive years, the money revertback l ;,. respectiveti a J 7 it pro -rata i t °weJ! r { fJf iii housing, w i •ii 'r r i r r:. is ^:e+<;� r' its i� # !. v; i.; ,,MJ Ai ir ii moi.' V ► '.I L^� :.+ k,i r ."a7^ CO� ,. ! ►:. 1 ! } rr It i = U A a.M i 'i i. .! i wI oil ,•d i M i !.. i!�A Y # i it t i `if3 1 it ;,ii,i i` 4.1 A' Til In, } .il! the asnowdof 4 'il, +s =i t1iw. paid } tmwh m Ott�e! .1 ! vfima+.', to I'; i mmment+liA {smM ..M " +i and the m3 siiA 61 BMUM dA # 1. W&Wahww Mw: i•' i i i : • t► i + as • R'7 wee }F =i9 C4VYOf the .,soli I ;.- i tAX -1 Ali #ty."33 ThD sMft also provides f apmy *MR : epA llWYfollowingW ! Department b ! ii A r AgWm: (1) A listing of bwwsi,; ii is i .A: *I G r.h &%vlopmentorganization i lid s g the rep"ng r,^ . ar i A.. lisdog of the type, MWC6!WPM,:f! =*Unt of MhMw li S 9=4 1081N. t 1 ! donadoitwodved by ' } wamunity-based Oevelopmew 1 r'a A ! ! 11t s' the PMO& 1," umberof paid and volUntary 4 i•. 4 t 'wjLdk the ie'I i1lx` i1 R: , -'1 devil MWs} I' ,A L. ! 1 isalaries! i1 t `! and P=} UP00965,Of h ideafificafion and t `: i - ! ar. of chaziges n dw } A ! 1 :i »;; the M"we:.. J .iii f 3 tuned } MI 11 fim s; 11 .. PrVAM86 OW d0VWOPM0ut Nfivitim. M number and A i i 1# projeM ! i= `ft# EFS -iF phase, i A a I{# comtrwftn, OWM9 y # } eJ♦. " ! f pro" w i:, NI 7 # # #¢projects SCH-kr # FF law -UP P ! Property� biOi +"moi# «'f F # ; ,na WAUMexplanation of the MMMS AAS ftused any Projects got .# be j4'• A # "'.# #forthe e A: 1 ::1 Ff{ai developrrmt ► €,. _' 7 impactof &a # 4 ♦ A MWV4 e,i i t+. NS act, on zesidents in tO UqW wea, and the 'ii is .. 1 F ♦ '.difsin4W IRF a! M ..d Outoomes listed In thr A e= A i. i F i frrvitagation F r i lC. #'O. is .1 ;°.ii '_ =its u'/ i` F` iei or ow*aded at vatious skWa of devaJopmat, pulaWopmStA. " k{ 1:'SA wsi A`jl Aha:',, M*etion and WI—}it or r. # 1 i=x. and Andi 9F F 1{e or pruperty6 ma ='F >'•Ff A ' `. by ll,:: iii F}kIF' f F . +'. d0velOPMW o4onkation +' F F the wvIw xm auing the. F Aii sll e # aA i # r ., �' + ►, i A i ,�number aF TF+F., j.l Fl wiftyr A .. Prim pwjectsdoveloped 1 &C Orgaftizatiun.mounts l,A ' h prqeotflowing kwmp i Mile hndsfor ow -4 pdor wA' Owrent pwject and t i . inmmmtsl mA F F. of A &a StBft *&I estate tAx MW Sale, tax reverm gamWed r vogram Onflually. liumberofjobs, both powmawntand .•ay, F R = F by individmls W1. vMM dirody, assisted by tbd YfF.fa 3.O.. ,,.r# &M&Pment w&=Mkm W ! •Iassistanxto dc business Am AI odw o1'credit ftr An i&DtftWOft and -f''e ;1!-. # x ofChaVes In14 d'i i{•tw n of the -s Me xr mac;., (13) UN *Pwt Of COIRPIeW Plofects on rosidwta in the hq* aft and Ow Maitionsldp of #i fiVaCtto d - uF # 'r,. i'1 i, ,'moi F # i VOF w,"4 i f. .ei txviwizafion A :,p .. 81" Odw WMI11fition OR the il;ep: it i of CMMMkyAM. i iF ':1 # -s� F. e✓t 1d , # ! -•#' F f Fv;6 t ' 14 +_ t ! !fi'! '� who aU& of what MUedi6s'cxaj if the WOUMUOU iie a it , w& or M Ai found questionabler6vimed) to be or defir4ent TO put it simply, ! r law dam rti: # # any standards f# ... review of the Itiftrnation,The repwing requirementsF Ae-: i benunt0FA. over ! : .. .#-r-:. i e f .A� a Xj ,! # Z i. i'#� � >t ! � A3' ♦ is:j # � # 4 [ i#3 '+:i Y F;, # A .'•'i ! . `71 {"'^f F:" ii #: �.' F ■ -� :.:r � �"A ;F r# K f: M �[ 4 •_ i S,41F 1' :.. ------------ FlOd& SWUM 163.461 !P oftenWe were infomed that the arinualbudgets R`ik being submitmd i(a thnelymanner. i l boards, i. accordamteir new i i 'S.�f: R ,-' 1 f ll " ! � li,>• ' 1 l � 1A: 1 f {1 ,4 f .f 1 i i L 1 :il ; ,1 1 ', i.; r; approved dfw budget. We 1 ,# = # f : f c. tustumsCmAxission approval i h f budget is wi f monflu aftr the.}T'' date of 1 now budget.The Grand fiJurybelieves A1 this f# ::rr ii r.`t S1 i ve awm,{I,;= 7 ,#i mw hftiocalsoftmator an ammaddOut q +tee /1 IC iTor.! f. •.1 '13 f ;{i .3 1' i� a f:. 7 ,f.. f 111 a#41 ,i''�rh i x,a i %. f �r : 1 t�, i r yi al #1 ii f•h it 4..' tF ff` ' 1:1 # � #� ii i '+i, 1 I r,. •If F.r ' i I i � i . .p ! =i4ier ,., r f t f 4 . r .i f .° aim is i! # ! •�%' -f t h: I ;if # �i# f.! lii; s.l r a# ;,+ Jwy =mmo* r + Obfifit IAMIPamisai bu*et rKwiftx,r dm sor dw &ard qf Cam&+' be able to review / approve the Ws Ndg* prW to & start of the fiWd AM fOr which the budgwrglarm. J4 1 f .+ bowdfidk toawe& atbmikwamd r r .-0 it r. be pmlu*dpm VendVendhg momyr ' r (Off the B OX .m�. }./ `e1 o ftheboard.9wimwl bu4gd- We li. 1 w thereis no gi fl ova** Thf ,. i' onwhich 1 i x program or servicaf ohoogeto "M [ R3 i / The 4 !':" i:: Y: 1 !u_ M f.r '.: 1,.+ r to fp # f? # il'ir i i 1 l . 11 R vi i f :a:i f i 1 l.f . II • 1 "'We believethatb.w1i ++ in "r 1 .•.7f . i IIN iature the best n of a 1 A R 1.1 ` ;1k.d i1 urthe risk that ! i can be u,, -as a slush f#.f' for poUticians.1 that and, f TS.� 111 i ".' �r f V iii •? is ,•ti R 1 i J 1'i .• ail 71 + 17 F >• If ..� ! A.• -3 ...1 .r1 !1 t .vv F • lil i 1 Florida • 5; , r M' i i 9'.Association."CRAs sh9I be f i 1.1 i forreimbursing i inspwbr '..ill '• , ►t' the4t';faassoonad " + # ff *we nota county 7+o i '•i'• vl in dm countywherethe M: I:.f diex� *7,-i for fl. .Yf:, .:# ff 1 M il. i1 sr ROWWW No. P. -VI -I I, Hood u Rw*mwwkWw 24 an p. .S g B a i itudit.t intmdW tO a, ii aWhOthw . As at ClOniglyina with thebeat t 1 L t} CRAs as edablished by t fi t F ;- 4 t*it.-W Asociaon, the Wit. Ye jupector v. t4 . t: � M4 1 44"1109 a!' -*d 4 t +'Mies, i � � . ! ,. t i t - �, ow`.kt as t '. `4 to ai k Z t'3 e 4 4'sMty Ali ax .;. olts+'. the .: be plgcW o i Asa M ,tea gwnitufing fbr a paiod of 4cf less than 12 wmftand O IOU&Mm 24 to t i}.. During € o0weof h' 'tea MomikriM twe CkA Aall be requimd to 1 a1 fili ! f°+sv W 1 + Tin psophea 4 4 '''-t' d't as x F t t a' ' a Ash be MM' R# .be t' a t a; -!1' tbt *WDt BMW for 4,; t ' x- > ., 4ft+with the monitaling and se w t i "'.. If, aft".r got psiod of ' a', we4 1 kt a 4 ' >[ ' the 6oa !.:notli' mop ' ft t eg t:6 -M dw Dowd of 4 a a a- as aMt:aMka ii ear;a ,r the a F.4 t,. Of xa . CRA. Ile comy :dawA as dw 4't :.'a 4` Va t a C zw tx4 # t,&=rdnft 1 !a w IM d k7 ate 3 i ', t , ltfni CUVW163. VL FWRWA REDEVEWpMZNT ASSOCIATION + 1 4,F f in ak' oe-;+ Ii. ,. ..:i " in 00M1 I;Y .i With M=e1k.+ of a Ct a as .^1 ■ #' t a G'{� " $a its " more dan 300 membe" to gmeat timet V and common t' r: t + -r a : a�- t : t e to mnmwjltygmvvth and ^i 5 t ,hm&&Uftat :.a of aha.:' rodevWoPmenteduoafional raoumm ' { F#'^t i4 tea '-:k i ae;'. ,Ia t 4x1 •' 3t an-, iJ .1 .t a; AM t df a 4 R a; ws ^x fit+ �+ e should take a greater rolenri.o# mawgement and o►s i#" of CRAsin WS state, 1 f 1 Ij ` X ° 1 AAM li I One ofthe ftmingmid a1 - R a pregamsthat theFRA f f .t •Is aRadevc1opmal Ar.admy. A Redevelopnout :0 i »-;#1is# to an c ..# ke 1 I 1wapm designed o promote _ high l6vel of knowledgea n: p ! aW1 e , sCi IK the field of redevalopmea It : +n e i ; "le *WCOM Of Mmlm& - .+F:1 1 1 1r' 1' ti } t 04 the 'h! P d A 1: :+. ; A( oqh the ffiand Am* 4 CRAs. When r i O1WO m A `4 shm tra lii at it rdata to bew bWowy x x u 1 i � AA . ,� i » t� � { c � � F .*; i A ,� r � �s���.. : r t .fit � � «i t;; � ;� .a .i r,•�1Aa�i+ FloridaSunshine lAmr, dw Public Records Low and tk Citizens' Bill of Rights,2 Moreover, last ywr, the Legislature algo imposed a requiraMent that "elected i i4 t; til e : mud k M,It' : .i i k �1, a sl r.7�ta AB a. I'd 1 1 t A 6 on the. CRA board. Yet, by the wtions of the BOCC ad Ow Stwe lAgisleama, it is clew that ethics ii ! r ki ru . ! „w of serving in public ofilee. We aftWy belleve dw ,riii +-:; t . ]! should 1 t mand;atoryfor t 4t im,. 't1 i i .r` : ' r. i J i boards. ! l ! ! t ' provided by the FRA Isi F made,for board i # ti 3i ; s iA e r As previouslyr' i manyo Mhm• boards i i i : ! County iil ! " solely of the govaiiing body of ;1 ip •i,:„i 7Section2-11.1 Of fir+ OD& :A ►:!' County eammthe elected offtelals swmg on iil. CRA ii>rd;vill +~ req=td to remve, i se u* on ilii + atid inh am, of munst.i 7 f i .,i ! ► i I :V. 7 i r< A! m i A; !•. A. V PA Mid; t t =1 M, r 74, 1 , ON 4 r~ -! other CRA boards 4: E i 1 e 4 % t. of i:,tx; ! outmde ofMiami- DWO County, 1 wont t d.. A !i +'!1 a t tIWIr W010h m socoWame a li +n fs ; ta!o them t` OmmuiWomftserving in this Y. I- leishaveitiY } tihi ! Yroceiver itt M- I.i 'l l v W bokvethis ! 3,,k ! J i and i ..i ti m6mmend i 1. r, i rr7 ”"- :✓ 1 !1 a Y • i A t.Fi Vl3. !1 1. i f {v{ 4t l ! 4 .. , _ r A e a. r. r "777 M rire .rA ;e v., r� fta 'i i +•r dA .. �i e , p, 'rx r t: apt z r ,'k - �w. e 1 e I + e a OperatedMany Of the CRA boards we off'c4als nor 90v=WOnt O*OYM OdW CRA boards are managed and Operated by persbm 1;#s RM 9 1 a+ i ;r f -ii !1 employew mid Wbo wear dual hats, TIMY my save as My =wger and x i : xHowem=der the spedfic1090ageof theComity'sElected »4i r k • #e I nor t F:l i 1 iI iI M# r: Itf is AddlfimOY. at ImM oae CRAop* 1 it tW. Ri ututflim i+a Adviwry 1 : #1 d ,+ ` Y the A,k ,.f ;t k .I k .. .r c r the &Daj* air 3 i of = { ftining.forafl.membersof -f-!'ti ,d t 1 ;5 : ! to t SJwer,;i r -+.. # r -18Y rmbmtsServing on I boar& i {I hm the 'me"flng power .Il.iaWmly as i R to theft S[•" ri oftals i on the CRA Mf=!' Acordbqly, Wv mmNOMWIrther we onfiname or aownd an eAWng P ' ri .l OW S e Ogunelm . i offir smwV oCRAn bow* r cr,'. We ,aom:.i that *a Fat ' i . M* WJ*O FvM and V u,. # 1.., 1 11g wd fOo 4' the FRA r, i P •.'"! # f x i" +' MWOUS. We feel dW the tMinh*nix A is = owenfialvol for so opegagon, m6nOrment wdoversight of CRA staff i.i board d I l,r # ? K s'1wem9.14 qtr-. }ii l},.. amend thet:. i i the If. t r is WO 'WAd Jthe MU establiskand maintain t t that k pirovl&d to, and maNdarolyfor all CRA rbcwd ximbers WO ' i f 7 i.s .x the M r ptgr ! I l iMO „I l.' �t mul revmw from IV dollars.q=3:...9 1 note, 1 • " AtheC%ka whemdm or 1 ' i o re r# # tj:t• 1 .1 .. i�`- it 6`,' ! i � ' � �1 1 ;.te,ri i} ., 1 on I p or! t { do not i !' e`: 1 ovwall# } Its ! s ! !' ftKea wMft The ! i 1l,e,: 4 =outof mom. wA1." . 1' { with f;1 t t: ',.l af;Ow sWuto isM ! ;1 F- NA+!in anovfttroW umm A .J=!'i..; s+ * m to ♦i1r to `eY-, .k public ,., f!', :I 1 } 1;! 1 ) spew °He We !'}=1 ! the ! !wing chogesto ad&vml AeI or beer dew wMta d_r Me '*ewndon ofshm or bfight Whatever #We Is 42requadfor.t or r. r':,' by fM requbvan p finftOfneceamy. r t VIR. CONCLUSION As WO r6fMnPdd at the beginWng of tws rep4 gwoWh the effective use of TIF mcnue I cottdueted by the CRAB iA*& job M and How"a 1 jAVegWw is OW V&ae CRAs have "=JW in the abovt ama% *r the mca pwt many of am have Sited =Lw&ly in this is AH ba& k a N lnM. O i !ii w C" to adopt or hxAment+.W or d * i -F, 1br VwdinopayerMa �.i t � # ! t SMI* is r�.i-e rP1 IM ►,a -+, , t.r I �� �.:= -=UpnieSorUWhVj&Mk SMO r } he ' tai and "m* of M3, _ e +Mwi of Sol= of dw ^il R ., i 1 011 'be ` CRA 10" i { #'i 1lr. CRA board sAf .i i:R . Mti; 1l !A' diW J 1 a s ! 1 1 biw,is i•■mock A .- t;t to g've #M1 1 7 . 10 V4i tSM 'S invAstWoved 3o j* .. ,,.} 1 ding to w*1.iR M : MOWN i - t i .;.hd! i '.,i Ft Wfuch W10 h0P* "M be adopted AW NOW upw by out lvgWi a l r '#', 7 County i ,+ f i Vin, f ft rw4MMMANUM M" PSY09 mm Of Mc PdOr ! .mE 4 it 1aa 0'et ywa ;lx; 4 opumdom # ` .W an nt 4vwwnt to the UVIO of The A M boaI R 2, The Ia Legblavv amend FlorW &&we 163.3S7 (1) { ad 1 " R body !y' M' ! I 1 00,��-�'.7 U41vint thwPo / 11! '0 ,f persons/ aa as wmbers1the community1'! 17 ! ! Cojogy Commission ! f all 1 Waftnews / i it l 1p'1 I oCRAdr sAW11J; f I 1 I;' one I I R'W F. experience #a area ofoommWory o 1+ f t 7 1 Maw I f 3 Mayor's l..+v .! l 1{ I _ I Board r R at bmtam , cI { R° en'. 1 a„ ors .i". .1 appoinftnentr �" 1 6 CauWy tt Rrr Countyy Mow's divipm shindd .J f l 1 ,;,! 1 I .+ , 'u cooperation agmwaewn agnwmfit or17 'd t/ ' does provision Imvice 'f that Board r 1 1 If ..:':1A counry V f afterWftAppobownt ! designee 1cowty mmduldner.V 7. 7he /i k + / l cap x / amwal R. j* H t [I ;.usedfor! f i ' r ! J caM. l R Me Momia Re&velopnew AmodationaceW do taskof Rt I` 1gMe Um " awArshle a*dnkMtwcostsandinclWew0hin ft "hotpvcricaand t 1l f' for opwWbW a YF l R ! / 1 1 R titV A dWAWldbg F,k d an+F 7 '...e opeWhWWustdfor adwinirminR . 6I P77wdaft statida governing CRAs be amended to Wlu& requftnols IW OU" In which dwy aft 9, F` R � 1 � 11 1• M: 1. a J'" + � I t7 h i 1" J ',! I it) 4i'; i, . K ti=p E ,' M m eslablkh bdusity bestpractives and2randwdsforoperating relating Rsuch fh1PWas f'.' f 1 andprogramrfor Mwdlng moneyas rants, bon*, bidding pwases,and otherR I f1 & for meawingaccountability f and f ;} I r I all CIUsoffandboard 1 e f' i (p 26 The M establish an amliting and review proram relating to best pracam in which all C"s (mmbers) mwt comply This 4v* and review program Is to Imure compliance bat pwlka standar* asextablished J y APA 6P 32) :i R I i i_ s i�„J'_ f r ., t� i k' f F ! = Isg4faturs Amend J F&i &wur 163.340(8) to eAninate the lot pmWaph which Jr "Mwowr, the term R f; rl ! ” J' A seam apryarm Ji of /car/ one of thefociorrIdepififird in f }f }" C }"R through Rpresentand A IMIhg duthoriffersubjed to 163.387(2)(a) ri' Y 1 !l agreement with the R" J i resolution, f am blighted fln&ng of bftk * I F33) 29. 1 "'a J J. F P2 YNTOc'RA CRA BOARD MEETING OF: November 92 2016 Consent Agenda I I Old Business I I New Business I I Legal I I Information Only IY4 Other AGENDA ITEM #: VII. E. SUBJECT: 2016 Holiday Events in Boynton Beach 0-313 4_ _6 • On Friday, December 2°d, the Boynton Beach CRA will host the 46a' Annual holiday Tree Lighting & Concert at the Ocean Avenue Amphitheatre. • The festivities start at 5:30 P.M. and end at 10:00 P.M. • The Holiday Tree has a prominent location in front of the Schoolhouse Children's Museum at 129 East Ocean Avenue (just east of Seacrest Blvd.). • East Ocean Avenue will be closed from West of the Schoolhouse Children's Museum to East of the intersection of Ocean and NE 1" Street. • The tree lighting ceremony will take place at 6:30 P.M. • Immediately following the tree lighting, there will be a FREE concert (performer TBD) until 10:00 P.M. • Food and beverages will be available for purchase courtesy of local vendors. • Retail vendors and children activities will be available along Ocean Avenue. • Santa and his elves will invite guests to the Gumdrop Garden (Ocean Avenue stage in front of the Civic Center) for a photo op and a candy cane. • On Friday, December 9a`, the Boynton Beach CRA, in conjunction with the City of Delray Beach, will present the 4e Annual Boynton Beach and Delray Beach Holiday Boat Parade. • The Parade starts at 6:30 pm and will travel south from the Lantana Bridge to the C-15 Canal in Delray Beach. • FREE public viewing areas will be available to the public at the Boynton Harbor Marina, the Intracoastal Park begins at 6:00, and various locations in Delray Beach. • The Boynton Harbor Marina will have a special visit from Santa Claus and child -friendly activities like face painting. • Food and drink will be available for purchase, courtesy of Two Georges. • Live music will be provided by TBD. • Guests are encouraged to bring new, unwrapped toys to donate to the Toys for Tots with representation onsite by members of the US Marine Corp. • Parking will be available onsite in the parking garage, on the Northeast corner of North Federal Highway and East Ocean Avenue, as well as through the valet service provided by Two Georges. • A follow-up Awards Happy Hour will be held in the weeks following the event where the winners will be announced and presented with their checks and plaques. • Event video will be available for viewing on the CRA Events You Tube channel. BOYNTONrc =BEACH RA Event pictures will be made available for viewing on the Boynton Beach CRA social media outlets and website. • Marketing images (Exhibit A) • 2015 event images (Exhibit B) FISCAL IMPACT: Budgeted in line item 02-58500-480 CRA PLAN, PROGRAM OR PROJECT: Downtown Master Plan RECOMMENDATIONS/OPTIONS: Mercedes Co in Marketing, Events, & Economic Development Assistant Exhibit B BOYNTO 4 =BEACHrCRA F_.xhihit R HOLIDAY —BOAT PARADE-- Boymce Bench • Delray Bench e Friday DwAmbor 2 5:30 PM to 10:00 PM 46th Annual Boynton Beach Holiday Tree Lighting & Concert 64YN?ON 11916CM 1''YT;J)A'% Saturday Docomber 3 11:00 AM 46th Annual Holiday Parade i19LIDAY ..iAT PAF,. Boyntw Beach • Deiic y 6coch I Friday December 8 6:00 PM to 8:30 PM 45th Annual Boynton Beach Holiday Boat Parade • Bo�rR'a�6e�� 1WMACRAI MAMAMIAO Rods Friday December 16 6:00 PM FOOD TRUCK INVASION 7:00 PM CONCERT FREE CONCERT! FLORIDA REDEVELOPMENT AWARDS 2016 Best Book 0� r A17ROUNDBRE AKING YEAR NEIGHBORHOOD IMPROVEMENTS FLOURISH 0 ne of the most challenging yet rewarding responsibilities of my year as president of FRA was the selection of a redevelopment project to receive the President's Award. Choosing one candidate from the outstanding entries was quite a task. The quality of the projects was truly inspiring, and demon- strates the high level of commitment that so many of our communities have placed on improving the lives of their citizenry. Diane (olonna,AICP,FRA-RA There was a wide range of submissions including initiatives that provided much 2015-2016 FRA President needed affordable housing, beautified blighted areas, improved the safety and appearance of transportation corridors, restored and repurposed historic structures, provided art and culture enhancements to communities, addressed the need for healthy food alternatives, promoted business and economic development, and improved the ways that redevelopment agencies communicate with the public. Redevelopment professionals are truly rising to the challenges that face their jurisdictions, in creative and effective ways. My choice for the 2016 President's Award is the Overtown Performing Arts Center, submitted by the Southeast Overtown/Park West CRA. The center is located in the historic Overtown neighborhood of Miami - an area with high rates of poverty and unemployment that is striving to capitalize on the economic growth occurring in other parts of the city. The project restored the former Ebenezer Methodist Church for use as both a performance venue and a new Hospitality and Culinary Institute. The basement has been converted to a culinary/catering kitchen and multi-purpose training area, while the main floor includes performance space and a banquet hall. This initiative was made possible through the partnership of a number of entities including the CRA, Miami Dade College, the U.S. Department of Commerce Economic Development Administration, and the local hospitality industry. The project has the potential to improve the lives of hundreds of Overtown residents by providing training and skills that can be used to obtain meaningful employment in Miami's expanding hospitality industry. Additional benefits of the project are that a blighted building is restored and repurposed, and the neighborhood has a new cultural venue in its midst. It's not often that one project can achieve so many positive outcomes, and I'm glad for the opportunity to acknowledge this outstanding effort. I'd like to commend all of those who submitted award entries for their incredible achievements in redeveloping communities - your successes make us proud to be in this profession, and motivate us to continue improving our own towns. A special shout out to the FRA Awards Committee for the hard work they do every year evaluating and selecting projects - this experience gave me a new appreciation for the challenges they face in choosing the best among so many worthy projects. Thank you! b�(4hV1 Diane Colonna, AICP, FRA -RA 2015-2016 FRA President Pake little plans. ey have no magic to r men's blood and probably themselves will not be realized. Make big plans; aim high in hope and work, remembering that a noble, logical diagram once recorded will never die, but long after we are gone will be a living thing, asserting itself with ever-growing insistency. Remember that our sons and grandsons are going to do things that would stagger us. Let your watchword be order and your beacon beauty. Think big. Daniel Burnham, Chicago architect Top Cover Photo: 2015 President's Award Winner - City of Daytona Beach, CRA/ White Challis Redevelopment Co., William Square 2 About the Florida Redevelopment Association 3 About the FRA Awards Program & Best Book 4 2016 Roy F. Kenzie Award Winners 6 President's Award 8 Annual Report 9 Capital Projects and Beautification 10 Creative Organizational Development and Funding 11 Cultural Enhancement 12 Fiscal Impact Study 13 Management Programs/Creative Partnerships 14 Out of the Box 15 Outstanding Housing Project 16 Outstanding Rehabilitation, Renovation or Reuse Project 17 Planning Studies 18 Promotion 19 Transportation and Transit Enhancements 20 2015 Roy F. Kenzie Award Entries 31 2015 FRA Board of Directors THE 2016 FRA AWARDS BEST BOOK xciting changes are transforming Florida's urban centers. Innovative approaches to design, mixed-use areas and cooperative development are creating vibrant commercial districts, centers for culture and entertainment, and stimulating places to live. The Florida Redevelopment Association (FRA) unites professionals from around the state who are involved in preserving and improving Florida's communities. Founded in 1974 to promote redevelopment and growth of downtowns, the focus of the FRA later broadened to encompass community development agencies (CRAB) and Main Street program cities. Today, the FRA also includes nonprofit organizations, consultants and private developers, as well as cities without downtown development authorities, CRAB or Main Street Programs. Our goal is to be a comprehensive association of partners and stakeholders in Florida's urban revitalization network. An independent association governed by a member -elected Board of Directors, the FRA is staffed through an annual contractual agreement with the Florida League of Cities, Inc. The FRA's mission is to provide a forum for members to share knowledge and experience in redevelopment, including opportunities and problems; to encourage adoption of programs and the legal and financial tools necessary to community redevelopment; and to serve as a statewide clearinghouse for redevelopment information. For more information on the Florida Redevelopment Association and resources to help your community's redevelopment efforts, please contact: Florida Redevelopment Association 301 S. Bronough Street, Suite 300 Tallahassee, FL 32301 (850) 701-3608 Carol Westmoreland, Executive Director Email: cwestmoreland@flcities.com Jan Piland, Executive Assistant Email: jpiland@flcities.com www. redevelopment. net The Florida Redevelopment Association Awards program recognizes the best in redevelopment in Florida. It is open to any member of the association. To recognize the projects and people involved in redevelopment throughout the state, three awards series have been established. The Roy F. Kenzie and Thomas J. Mills Awards are given for outstanding examples of redevelopment and leadership, respectively, in Florida. The President's Award is given for the "Best of the Best," to honor the best project across all categories. A winning entry from the Florida Redevelopment Association provides an acknowledgment of excellence for the work of an organization. Within 14 juried categories, the Roy F. Kenzie Awards showcase and celebrate the most innovative and effective redevelopment programs in Florida. Winners of the Roy F. Kenzie Awards demonstrate innovation, positive impact on their community and provide inspi- ration to other Florida communities. The 14 categories are: President's Award, Annual Report, Capital Projects and Beautification, Creative Organizational Development and Funding, Cultural Enhancement, Fiscal Impact Study, Management Programs and Creative Partnerships, Out of the Box, Outstanding Housing Project, Outstanding New Building Project, Outstanding Rehabilitation, Renovation or Reuse Project, Planning Studies, Promotion, Transportation and Transit Enhancements. The Best Book highlights this year's winners and all of the quality entries received, as a celebration of the innovative redevelopment work that has transformed Florida this year. The Florida Redevelopment Association encourages you to use the Best Book as a tool to gather innovative ideas and share them within your community. They are true success stories. 2 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 3 6 PRESIDENT'S AWARD (OUTSTANDING REHABILITATION, RENOVATION OR REUSE PROJECT) Southeast Overtown /Park West CRA 8 ANNUAL REPORT Margate Community Redevelopment Agency 9 CAPITAL PROJECTS AND BEAUTIFICATION City of Hallandale Beach/Burkhardt Construction, Inc. 10 CREATIVE ORGANIZATIONAL DEVELOPMENT AND FUNDING City of Orlando, Community Redevelopment Agency 11 CULTURAL ENHANCEMENT Boynton Beach Community Redevelopment Agency 12 FISCAL IMPACT STUDY City of Orlando/GAI Consultants, Inc./Community Solutions Group 13 MANAGEMENT PROGRAMS AND CREATIVE PARTNERSHIPS Pompano Beach Community Redevelopment Agency/ Turner School of Construction Management 14 OUT OF THE BOX West Palm Beach Community Redevelopment Agency/ Redevelopment Management Associates 15 OUTSTANDING HOUSING PROJECT Southeast Overtown/Park West CRA/Atlantic Pacific Communities/ Palmetto Homes of Miami, Inc. 16 OUTSTANDING REHABILITATION, RENOVATION OR REUSE PROJECT Boynton Beach Community Redevelopment Agency 17 PLANNING STUDIES City of Clermont/GAI Consultants, Inc./Community Solutions Group 18 PROMOTION City of Boca Raton/Boca Raton CRA 19 TRANSPORTATION AND TRANSIT ENHANCEMENTS Delray Beach Community Redevelopment Agency 4 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 5 A The Overtown Performing Arts Center is the adaptive reuse and rehabilitation of a historic former church building located in the historic Overtown neighborhood of Miami. The 9,500 square foot, three-story concrete block structure consists of a main level, balcony/mezzanine level and basement. The basement supports the newly expanded Hospitality and Culinary Institute with a state-of-the-art culinary/catering kitchen and classroom for job training as well as a kitchen incubator space that nurtures startup food businesses. The Southeast Overtown/Park West CRA has committed $2,600,000 to the build -out of this project. i 6 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK % 4- MARGATE 1 i '�.d .y�+ay.q„q�-w. �MMISSIONEge R nyy°ty% 2015 Ann t Margate CRA More into: saran u r,rra.us.cuir, CAPITAL PROJECTS AND BEAUTIFKATION #f 1plsry,�Nl h 07 "i I 1 L C qq Before City of Hallandale Beach and Burkhardt Construction, Inc. More info: jfrastai@hallandalebeachfl.gov ANNUAL REPORT A,Osu 2015 Over fhe past several years the CRA has assembled 36 acres of land in the area �- of Margate Boulevard and State Road 7 to create a downtown 'city center.' The CRA solicited proposals from qualified development firms to partner with on this project Four proposals were received, and two finalists were selected to submit their concepts for deveioprneni of the property In July 2015 the CRA Board selected New Urban Communities as the CRA's Revel pmerd partner for the project. New Urban has retainedtra nera Dover Kohl and Associates to create a plan th tial, retail, dirsng and community uses designed to a,m7nt, recreation and commercial destination, lett number IX residential units, square footage < al amemenibes, parldrg spaces etc.), as well as the - it be outlined in a formal development agreement. 1 � a� 4- MARGATE 1 i '�.d .y�+ay.q„q�-w. �MMISSIONEge R nyy°ty% 2015 Ann t Margate CRA More into: saran u r,rra.us.cuir, CAPITAL PROJECTS AND BEAUTIFKATION #f 1plsry,�Nl h 07 "i I 1 L C qq Before City of Hallandale Beach and Burkhardt Construction, Inc. More info: jfrastai@hallandalebeachfl.gov The City of Orlando understood the significant impact a Major League Soccer franchise would bring not just to Orlando but to all of Central Florida. In 2015, the city attempted to secure $30 million in state funding to build a Major League Soccer stadium. Due to challenges with state funding, the team approached the city with a plan to privately develop the soccer stadium. Together, Orlando City and the City of Orlando created a funding plan for the soccer stadium that has allowed the development of the stadium to move forward. The Boynton Beach Haunted Pirate Fest and Mermaid Splash took place on October 24 and 25, 2015, in downtown Boynton Beach. This free two-day festival was located along East Ocean Avenue between Seacrest Boulevard and Federal Highway. Downtown was transformed into Hobb's Cove, a bustling, old world port brimming with pirates and mermaids. Last year, Haunted Pirate Fest and Mermaid Splash drew 65,000+ people of all ages to downtown Boynton Beach, to enjoy a variety of offerings, including continuous live music, children's activities, pirate re-enactments, visits with live mermaids, stunt shows and vendors from all over the seven seas. 10 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 11 vvrinwWn vIIGIIUU a yuai HClly icNvl i.) aic CII III itCylai Nalt UI LI It, I r%MJ 3LIQICIJII. Nlai11111ly. i I uaia describes all residential and commercial activities within the downtown area and are a reliable source To help address a skills gap, the Pompano Beach CRA brought in the Turner School of Construction of information for the development and investment communities. A significant by-product of the information has been used to support major civic and educational initiatives and to garner the political approval for the funding of the Amway Center, Performing Arts Center, Citrus Bowl and the proposed UCF Downtown Campus. This reliable and uniformly collected data has been used to recruit and retain businesses and to rally support for the area's major investments. Management Program, intending to provide small and disadvantaged businesses with the skill sets to work with firms like Turner and to participate in local projects and grow. Through this partnership, the program was offered for free. A similar program by Miami -Dade College would cost each student $707, totaling over $70,000 in free education to the local workforce at little or no cost to the partners. This partnership was recognized by the governor, the county, the city and a graduate, who is the current mayor of Miramar. 12 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 13 .— ,, ARTS01 arnat stave amox. Fam�i� ll* , � .. �'*. • 1 s ; . �t & F n cI�sNS areQ rlect 'or Mwren. o M / en to koro arM enbv the eanerl <tNi mawne att meetner. ua t bren aces s mrouen Ia r bne In 0 me oar; mar ramuv memoerst rnciwt >arm�ne. 1 araWamt an array or wsuar en acuws::. mt ll.. nonai o 10 +yC` x ms for f`va<oa oarenu to amrano koro aeout 101 The LOT 23 Artist in Residence program assists working artists with providing arts education and outreach to area residents and businesses using art as a vehicle for community revitalization. LOT 23, comprised of two, four -unit apartment buildings, is a neighborhood -scale artist colony in Pleasant City of West Palm Beach. In return for affordable housing, artists dedicate 20 hours per month creating and delivering free art classes, lectures, shows and events that help individuals, especially children, to establish a connection to their community and build civic minded behavior. This community engage- ment, between residents, local businesses, artists, government and nonprofits, is what generates successful redevelopment. 14 THE 2016 FRA AWARDS BEST BOOK Island Living Apartments is a 70 -unit, mixed-use, affordable housing development located in the City of Miami in the Historic Overtown neighborhood. The 11 -story rental building features one, two and three bedroom units, offering high-quality, affordable housing for local residents. The property's ground floor space houses retail for both the building's residents and the community. The transit -oriented development also includes 5,000 square feet of commercial space, pedestrian friendly streetscapes, a playground area, a community room, exercise room, computer lab and a parking garage. The cost of construction was $23,225,066, of which the Southeast Overtown and Park West CRA contributed $9,000,000.00. THE 2016 FRA AWARDS BEST BOOK 15 Two vacant residential buildings on the main corridor into downtown Boynton Beach, were converted into a holistic veterinary clinic and a day spa. Because CRA districts are faced with the problem of residential and commercial buildings mixed together along main thoroughfares Healing Heart purchased the vacant homes and redeveloped them into one commercial project. The buildings are connected by a breezeway separating the veterinary clinic from the animal spa. The Boynton Beach CRA provided the business with matching, reimbursable grants for the facade, interior build -out and rent. For every public $1 spent the business owner spent $9.45. The Community Solutions Group and City of Clermont worked to develop a new vision for the city's downtown and waterfront. Clermont's waterfront is a center of activity for the performance and training community. The plan anticipates the opening of the Coast to Coast Trail while repositioning the water- front as a place for people, with new environmental character and economic activity. The plan better positions high impact waterfront events with downtown businesses, while positioning other waterfront areas for neighborhood use. The plan has resulted in CRA modifications, infrastructure investments and first phase projects, which will begin construction in early 2017. 16 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 17 The Boca Raton CRA has a vision for downtown Boca, as a where residents, businesses and visitors engage in a vibrant and happening destination: a place where they can "Come Early, Stay Late" and enjoy all that downtown has to offer. In an effort to communicate this to consumers and locals, a broad marketing and promotion campaign was implemented, reinforcing downtown Boca's attractions and appeal through a revamped website, blogs, digital newsletters, outdoor street lamp banners, maps, print ads and downtown merchant outreach. The result was a successful branding of downtown Boca that continues to inspire, drives visitation and in turn, spurs economic vitality. 18 THE 2016 FRA AWARDS BEST BOOK The former Delray US -]/Federal Highway corridors, in stark contrast to other downtown roads, had narrow sidewalks and minimal landscaping which promoted high speeds leading to triple the statewide crash rate. Through the US-1/Federal Highway Pairs Beautification project, the Delray CRA, in partner- ship with Florida Department of Transportation, Palm Beach County and the city, was able to reconfigure the existing roadway to reduce one travel lane in each direction to accommodate on -street parking, a bike lane and wider landscaped sidewalks, resulting in a reduction of average speeds by six miles per hour and crash rates down by 75%, a safer pedestrian environment and enhanced retail opportunities. THE 2016 FRA AWARDS BEST BOOK 19 ANNUAL REPORT Annual Report Boynton Beach CRA The Boynton Beach 2015 Annual Report con- tains the CRA's activities for the past fiscal year, including financial information regarding assets, liabilities, income and operating expenses; With additional information about capital projects, improvements to Boynton Beach's downtown and special events. The Annual Report was inserted into marketing packets, including grant incentives given to the Business Development Board and distributed to over 5,000 residents in the 33435 Zip Code as an insert in the Boynton Forum, Sun Sentinel and Jewish Journal. Uncover GNV Annual Report Gainesville CRA Many people recognize Gainesville CRA projects but don't realize how interconnected they are. With many signature projects undergoing con- struction in the 2015 fiscal year, CRA staff created a functional tour map to encourage citizens to "uncover GNV" by exploring Gainesville's vibrant urban districts. The map key includes detailed information on each project and presents bud- get and local impact information in an engaging way. The interactive Annual Report includes red decoder glasses so readers can actively uncover interesting new trivia about major projects and accomplishments. The report is still functional without the glasses, but the lenses allow viewers to dive a little deeper. 20 THE 2016 FRA AWARDS BEST BOOK Annual Report Lake Worth CRA The Lake Worth CRA's goal in this year's annual report was to not only report its accomplishments and promote financial transparency but to also place emphasis on all of the projects and pro- grams with artistic flare that help make up the fabric of Lake Worth's community. The CRA hired Nick and Ashley Nardone of Seldom Seamed, a local design firm. The Nardones' creative photography, local imagery, geometric graphics and eye-catching color palette took the Annual Report to another level. Bayfront Waterfront Project Marketing Bayfront CRA The latest Bayfront CRA Annual Report not only provided a striking visual contrast to last year's version, but also strove to innovate by provid- ing new footnoted cross-references, connecting approved community redevelopment plans with each project found within the Annual Report. If you have readers who have ever been confused by financial terms, you will like the new layout, as its footnoted financial terms provide defini- tions and explanations, making it much easier to understand. Annual Report City of Rockledge CRA When developing the 2015 Rockledge CRA Annual Report, the intention was not only to capture all of the agency's numerous achievements from 2015, but also to create an aesthetically pleasing report with a one -of -a - kind look. This report provides the CRA with an educational tool and marketing piece to showcase the goals, objectives, successful projects, events and economic development efforts throughout 2015. It is also extremely useful when speaking with developers, retailers and commercial real estate professionals. CAPITAL PROJECTS AND BEAUTIFICATION Boynton Beach Welcome Signage Project Boynton Beach CRA The BBCRA district consists of approximately 1,650 acres located within the eastern portion of the City of Boynton Beach. The majority of the BBCRA district is located along the US Highway 1 corridor which acts as the northern and southern entrances or "front doors" into the city and CRA District. Prior to the BBCRA's Welcome Signage project, these areas were poorly lit and had little or no landscaping, no hardscape elements nor prominent accent features. The scope of the Welcome Signage Project was to construct new entry signage features at both entrances along with new lighting, landscaping and hardscape improvements. ArtWalk City of Coral Springs, CRA The ArtWalk provides the perfect downtown gathering space with 1,300 linear feet of park space, large seating walls, seven innovative art sculptures, 52 -vendor tent capacity and beautiful streetscape and landscape. This project required culverting an open canal and making a four -lane road into two lanes, separated by a median to cre- ate an attractive, pedestrian -friendly environment. The ArtWalk, as a park, event and entertainment space, has a unique flair. It has given a distinct identity to downtown Coral Springs and provides a new opportunity to attract investment that will stimulate an influx of retail and commercial busi- nesses resulting in increased economic vitality for the City of Coral Springs. Bo Diddley Plaza Renovations Gainesville CRA Located in the heart of Downtown Gainesville, Bo Diddley Plaza has been a gathering point for decades. In recent years, it became apparent that the public plaza could benefit from increased safety, visibility and accessibility. The Gainesville CRA led the creation of a new cafe space, airport - style restrooms, a gently -trickling water wall with 250 LED light combinations, an information kiosk and a green room for enhanced performances. The renewed plaza is already drawing more events like Zumba fitness, tango lessons, yoga, concerts and downtown festivals, creating a fun, active space for all to enjoy. Marina Village Riviera Beach CRA Designed to become a significant visitor desti- nation, the Marina Village offers a wide variety of watersports and family activities. It will soon feature restaurants, shops and other ameni- ties. The village is a vibrant destination for visitors and residents in a waterfront location unmatched anywhere else in the county. The Marina Village is THE 2016 FRA AWARDS BEST BOOK 21 going to be the living room of the city, a show- case that will attract a range of visitors with the Marina Event Center functioning as a centerpiece. The new district -wide infrastructure and fully pre- pared future development sites will set the stage for the next exciting phases of the masterplanned project. Lois Avenue Streetscape and Stormwater Improvements Drew Park CRA, City of Tampa Much-needed improvements to Drew Park now allow residents to enjoy driving on Lois Avenue, its main thoroughfare. The street is easy to drive, without worry about flooding during rain or driv- ing into deep, water -filled ditches. It is now easy to find parking and safe to walk. The trees have grown to shade the road and it is easy to see where you are going. At night, the street is well - lit, safe and enjoyable for an evening walk or bi- cycle ride. Lois Avenue improvements have made this all a reality for the Drew Park community. Winter Park Wayfinding Kiosks Winter Park CRA Two custom-designed downtown information kiosks were part of the 1998 Park Avenue Master Plan. Staff had to manually post informational items while merchant maps quickly became out- dated. Over time, the acrylic door panels discol- ored. The Winter Park Wayfinding Kiosk project restored the unique structures at significant sav- ings and retrofitted them with innovative digital sign panels. Residents and visitors now have interactive access to city news and special event announcements as well as to information about cultural destinations, restaurants and merchant locations. The new digital design features bring efficiency by saving man-hours and allow for information to be downloaded and updated from a remote location. CREATIVE ORGANIZATIONAL DEVELOPMENT AND FUNDING Nineteen 61 Lakeland CRA Business failure is undesirable and may seem to be evidence of an unstable area or market. Lakeland CRA chose to view a vacant building as an opportunity. The Nineteen 61 project is an example of how several iterations of a building's reuse combined with CRA incentives can create excitement and add value to the community. By providing incentives at the same address but for different businesses, the CRA was able to lever- age its investment. CULTURAL ENHANCEMENT Overtown Music and Arts Festival Southeast Overtown and Park West CRA, City of Miami The Overtown Music and Arts Festival (OMAF) is a first-rate, street festival that celebrates the neighborhood's rich culture and heritage. The family -friendly event includes live performances by nationally -known recording artists and local musicians and a vast array of vendors showcas- ing artwork, ethnic cuisine, unique crafts, jewelry and an expanded youth zone with interactive arts activities for kids. The OMAF took place on July 25, 2015, in the heart of the Overtown Business District. In 2015, the Southeast Overtown and Park West CRA provided a $120,000 grant to Headliner Market Group to produce the event. Culinary Arts District Events Oakland Park CRA The Oakland Park CRA implemented Music on Main Street, a monthly concert and food truck event, to attract investors and familiarize the public with the Culinary Arts District. The event was an immediate success, with participation exceeding 3,000 participants monthly. The CRA also introduced the Culinary Arts Showcase to Main Street, a seasonal monthly event showcasing a local chef who cooks four courses with samples provided to attendees. Each course is paired with a wine, beer or cocktail and fresh local food is included in the menu. Attendance has grown from 25 to over 100 attendees at each of these events. Art in Odd Places City of Orlando, CRA In 2014, the City of Orlando's CRA launched a new initiative, Project DTO - Advancing Downtown Or- lando, to chart a path for the evolution of the area over the next ten years. One of the Vision Themes that spurred from Project DTO was that of stellar arts and entertainment. In 2015, that vision came to life in downtown Orlando with Art in Odd Places, an annual international visual and performance public art festival. This festival made its inaugural debut in Downtown Orlando in September, 2015, and attracted more than 12,500 people to the area. Ali Cultural Arts Pompano Beach CRA and RMA, LLC Ali Cultural Arts is a platform to enrich the community through visual and performing arts. The mission of the Ali is to celebrate the history and culture of the African American community in Pompano Beach and to enhance local access to cultural activities, with a focus on dance, music, theater and the spoken word, as part of the Downtown Pompano Creative Arts District. It provides a new state-of-the-art multifunctional cultural facility in a depressed area that was once the commercial center of the Pompano Beach African American community, where members can celebrate creativity through shared arts experiences. FISCAL IMPACT STUDY CRA District Tax Increment Financing Analysis Delray Beach CRA and Munilytics, Inc. In 2015, the Delray Beach CRA received requests from the City of Delray Beach to assist in analyz- ing boundary reductions within the CRA district. The CRA commissioned Munilytics, Inc. to create a Tax Increment Financing Report encompassing historical market value and taxable values from the inception of the CRA, along with projections on tax increment financing revenues through the CRA's sunset date in 2045. This report also compared other CRAB throughout the surround- ing area in order to establish a peer group and analyze benchmarks. Through this analysis, the Delray CRA leveraged the approval of continua- tion for the next 30 years. 22 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 23 Increment Revenue Cost and Benefit Analysis Palmetto CRA This analysis measured the cost/benefit of renovation redevelopment. The Florida Redevelopment Association notes that measuring the benefits, "takes a long time for the value of renovation to appear as an increase in the building's value on the tax roll, if ever." This fiscal impact analysis provided an innovative, linear regression solution to this problem. The impacts measured during the CRA lifespan were: frozen value, property values, millage rates, property tax, increment revenue, accumulated taxing authority frozen value, increment incentives, CRA breakeven year and CRA increment benefit. MANAGEMENT PROGRAMS AND CREATIVE PARTNERSHIPS The Patch and Healthy Community Zone Dania Beach CRA The Dania Beach Healthy Community Zone is a bold new approach to neighborhood planning, employing a public health model focused on policy, systems and environmental (PSE) change. Funded through the Broward Regional Planning Council's TOUCH partnership, it engages unlikely partners from the not for profit and public sectors to provide resources related to economic, educa- tional and health disparities within the commu- nity. The four focus areas are: Active Living and Healthy Eating; Clinical and Community Linkages; Healthy and Safe Built Environment; and, Tobacco and Drug Free Living. The results have included capital projects, health programs, increased physi- cal fitness and training and job opportunities. 24 THE 2016 FRA AWARDS BEST BOOK Housing First City of Orlando, CRA Housing First is a homeless assistance ap- proach that prioritizes providing people who are experiencing homelessness with permanent housing as quickly as possible and then provid- ing voluntary supportive services as needed. The community has developed a business model that builds the necessary system, including case work- ers and housing specialists, to provide long-term housing for chronically homeless individuals. Re- sults have included a one year 23.6% decrease in the number of homeless individuals and a virtual end to chronic veteran homelessness in Orlando. Event Center/Community Garden Riviera Beach CRA The Riviera Beach Community Redevelopment Agency saw an opportunity to leverage local resources with federal programs and created Riv- iera Beach CDE, Inc. and the Riviera Beach CDC. In four years, these organizations have attracted nearly $10 million in federal funding and secured $70 million in private commitments to invest in Riviera Beach's low income communities, subject to an allocation of NMTC, while building a bridge between RBCRA and the neighborhoods. OUT OF THE BOX Project Seahorse Boynton Beach CRA The Boynton Beach Community Redevelopment Agency heard that close to 70% of kids in the State of Florida did not know how to swim, in- cluding a large percentage in the Boynton Beach area. Project Seahorse Boynton Beach is a pro- gram that works with low income children ages 10 to 12 in the City of Boynton Beach camp system, to the importance of knowing how to swim. They are taught how to snorkel, for instance, so that they can now explore the marine resources around them, along with many other aquatic skills that will improve and enrich them mentally and physically as strong well -taught swimmers. Movies in the Park Video Campaign Boynton Beach CRA The Boynton Beach CRA created the Movies in the Park Video Ad Campaign to promote local businesses, including the community as part of an economic development initiative to encourage growth and development in downtown Boynton Beach. The idea led to professional video ads that featured area businesses in two minute videos as an introduction to the movie and finished with a drawing of gift certificates from the businesses that were featured. The results helped to cre- ate awareness of the downtown businesses and increased their customer numbers. Small Business Week Fort Lauderdale 2016 City of Fort Lauderdale, CRA The newly branded Fort Lauderdale Village District hosted its 2nd Annual National Small Business Week on May 5-7, 2016. Small Business Week - Ft. Lauderdale: Small Business. Big Impact is a series of events focused on empowering and creating awareness for existing businesses within the NPF and CRA region, attracting new business interests to the area and encouraging aspiring entrepreneurs to launch new ventures. Eatonville Capacity Building Program GAI Consultants, Inc. and Community Solutions Group Building on years of involvement in supporting health and wellness in partnership with the Town of Eatonville - the oldest incorporated black mu- nicipality in the country - the Winter Park Health Foundation determined that funding a capacity - building program was essential to the economic future of the community. The Healthy Eatonville team proposed a partnership with the Town of Eatonville Community Redevelopment Agency to assist in their efforts to create a vision for the Town of Eatonville that ensures the Historic Town of Eatonville supports a healthy, livable, work- able and sustainable future for its residents and visitors. The goal of the work and partnership was to support an initiative providing substantive and organizational skill -building, partnership develop- ment and strategic planning for the town during a crucial time for the town's future development. SR 429 "Bi -Cities" Master Plan GAI Consultants, Inc. and Community Solutions Group The cities of Winter Garden and Ocoee worked together, with GAI's Community Solutions Group, to develop a strategic plan that describes and activates the cities' shared economic potential along the SR 429 Corridor. The plan explores job creation, urban development patterns, infra- structure and circulation for three very different THE 2016 FRA AWARDS BEST BOOK 2S interchange areas (West Road, Plant/Franklin, SR 50) as well as the east -west connection and "next step" opportunities for each downtown. With the SR 429 Master Plan complete, each city is actively working on implementation activities including partnered site development, updated land development codes and strategic planning and financing. Doing Business Guide Fifth Avenue South Business Improvement District The Doing Business Guide is a one-stop resource for business operation, start-up, relocation and expansion. The guide was developed through a partnership with the 5th Avenue South Business Improvement District, the City of Naples and CRA and the Greater Naples Chamber of Commerce. The guide is an important resource to facilitate business and property development within the City of Naples, CRA and downtown districts by addressing the basic tools and resources neces- sary to successfully operate a business or to develop property. In the Biz Tuesdays: Small Business Promotional Event Series Margate CRA In the Biz Tuesdays is an innovative event series to help stabilize and expand the economic base of the Redevelopment Area. Struggling local merchants are targeted for assistance with unique promotional programs tailored to their busi- nesses. Events are held at the businesses' loca- tions, highlighting their products and services in a casual, fun atmosphere that allows people to meet the owners and enhance their awareness of Margate's merchants. Events are heavily marketed by the CRA and Margate Chamber of Commerce. Merchants learn about other programs that are available. Repeat business is encouraged with special VIP discount cards and distinctive cross - promotional campaigns. Leaf Bar Easel/Social Table My Own Cruising Journal, Inc. This project increased the use of community parks in the Pompano Beach area by allowing artists to use a one -legged table as an easel. It easily straps to a tree, causing no harm to the tree. This easel was designed by Captain John Wetzstein. It is detachable, portable, stackable and made from recycled plastic. Pat Anderson, president of My Own Cruising Journal, utilizes the prototypes to teach art at Pompano Beach parks. It has enabled her to teach art outdoors. This project was sup- ported by Mayor Lamar Fisher and city commis- sioners. The easel can be utilized in parks, schools, marinas and at social events. Riviera Beach Linear Park and Health Trail Riviera Beach CRA Designed to become a signature community ame- nity, the Linear Park and Health Trail has offered a solution to a problematic site running through the Riviera Beach Heights neighborhood. The Linear Park and Health Trail Project demonstrates in- novation in creating public spaces by re -imagining and re-engineering community liabilities and turning them into community assets. The project is designed to create a safe, walkable pathway for students and residents, as well as provide an attractive spot for health and exercise. It is becoming a bright spot in one of the city's oldest neighborhoods that draws neighbors out of their houses and encourages them to interact. OUTSTANDING HOUSING PROJECT Sound Side Apartments City of Fort Walton Beach In August 2014, the Sound Side Apartments affordable housing project was completed on Carson Drive S.E. and Third Street S.E. in Fort Walton Beach. The project is a 200 -unit multi- family development that replaced the former 50 - unit Germany Terrace Housing Complex. Sound Side was a joint public-private partnership effort to provide new affordable housing opportunities, which is a primary goal of the City's Community Redevelopment Area and Comprehensive Plan. The City worked with the Fort Walton Beach Housing Authority and the US Department of Housing and Urban Development to complete the project. Railroad Avenue Development April 2016 City of New Smyrna Beach The New Smyrna Beach Housing Authority, the City of New Smyrna Beach and the city's Com- munity Redevelopment Agency and Volusia County have partnered for the development of six new affordable housing units. These units were constructed to fill the need for affordable rental housing in the city's Historic Westside neighbor- hood - a need evidenced by the mass exodus of 30 families and the results of a survey conducted by the housing authority. Properties near parcels already owned by the city were acquired, and the housing authority managed the design and con- struction. The units are now full, with a waiting list. Home at "J" Street Place Planning and Design and Gulfstream Good- will Industries The Home at "J" Street is a substantial renovation of four contributing structures in the S.E. Lucerne Historic District of Lake Worth, Florida. Purchased by Gulfstream Goodwill Industries (GGI) in 2014 and renovated using a grant from the Florida Housing Finance Corporation and GGI's own funding, GGI took these four deteriorated build- ings that were a visual and social blight on the neighborhood, and turned them into clean, safe, welcoming and affordable homes for formerly homeless individuals in great need; the home pro- vides them with valuable and on-going supportive services. OUTSTANDING REHABILITATION, RENOVATION OR REUSE PROJECT The Boardwalk Italian Ice and Creamery Boynton Beach CRA A mid-century modern structure was turned into a destination. The building was improved while the unique Floridian feel that locals and visi- tors have come to love was preserved, though the property sat vacant for years. It now serves a diverse community enjoying local, homemade treats on the boardwalk. The Boynton Beach CRA provided the business with matching, reimburs- able grants for the facade, interior build -out and 26 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 27 rent. For every public $1 spent on this project the business owner spent $2.50 and created a family destination. Renew Arlington CRA Plan City of Jacksonville, Office of Economic Development The Renew Arlington Redevelopment Plan is intended to serve as the framework for guiding development and redevelopment of declining corridors over the next 25 years. This Plan incor- porates the overall goals and objectives of the numerous redevelopment studies for the area. It also addresses financial and implementation strategies, as well as managerial and administra- tive opportunities. These strategies will continue to be refined as they are implemented. It is a clear intention that special assessments and other revenues may need to be used in conjunction with available increment revenues to achieve stated goals. The plan's focus is mitigation or correction of infrastructure, transportation and community safety as documented in the University Boulevard and Merrill/Arlington Road Finding of Necessity Report. All Cultural Arts Pompano Beach CRA and Redevelopment Management Associates, LLC The Ali Cultural Arts project is the first cultural arts facility to be built in the area that was once the commercial heart of the African American community in Pompano Beach, FL, rumored to have hosted iconic musical acts during the first half of the twentieth century. This project con- sisted of renovating an existing, culturally signifi- cant 4,442 square foot, two-story building and constructing a new outdoor stage, courtyard and ancillary service structures to house a state-of- the-art cultural destination. This project celebrates the history and culture of the African American community in Pompano Beach and enhances local access to cultural activities. PLANNING STUDIES Village of Mayport CRA Plan City of Jacksonville and VHB The City of Jacksonville, community stakeholders and the Mayport Waterfront Partnership created a community redevelopment plan for Mayport Village in order to revitalize the fishing industry and improve economic opportunities for residents. Strategies included the restoration of historic fishing docks that were removed for a failed speculative project; construction of a public boardwalk that connects restaurants, parks and access to the St. Johns River; a pro forma for catalytic mixed-use development of a vacant waterfront site; and event space needed to bring the community together. This market-driven approach is needed to enhance the quality of life for Mayport's residents, business owners and visitors. North End Visionary: Currie Corridor West Palm Beach CRA/RMA, LLC Many areas of the north end of West Palm Beach have long struggled with redevelopment; vacant waterfront property has remained undeveloped for nearly 20 years. Through the March 2014 north end visioning process, the CRA developed a master plan for the Currie Corridor that would transform the waterfront. The CRA also rewrote the land development regulations that have long thwarted development. This land is now be- ing masterplanned by a single owner, who has recently submitted a first draft to develop the entire 20 -plus acres, similar to the plan created by the CRA, that will jumpstart redevelopment in the north end. ' 4TureyffeT.l Bayfront Waterfront Project Marketing Bayfront CRA This innovative promotional strategy, using both traditional media and social video, was tremen- dously successful in attracting developer interest in the waterfront redevelopment project Request for Interest (RFI). As a result of this promotion us- ing a showcase of social video, developers quickly took interest in the rest of the district and have since contracted to purchase over 54 acres of property valued at more than $8,000,000 in new investment. The proposed projects (if approved) will provide over $80,000,000 in new construc- tion within the BCRA District. Fort Lauderdale Village District Brand City of Fort Lauderdale, CRA The City of Fort Lauderdale Community Redevel- opment Agency (NPF-CRA) sought the profes- sional services of a qualified marketing, public relations and community outreach firm to pro- mote the agency. The selected firm, The Mosaic Group, developed a new brand for the NPF-CRA redevelopment area. The Northwest-Progresso- Flagler CRA is now called the Fort Lauderdale Village District, to involve all of the neighbor- hoods within the CRA under one umbrella. This new name will create a destination that is inclu- sive of the three unique neighborhoods: Historic Sistrunk, Progresso Village and Flagler Village. Each neighborhood will keep their distinct brands and marketing for neighborhood initiatives. How- ever, the Fort Lauderdale Village District brand will provide a cohesive solution for the NPF-CRA to market the area and attract new residents, businesses, developers and visitors. The brand also serves as an instrument to bridge the three neighborhoods and their residents. Social Media Campaign Margate CRA The Margate CRA Facebook page and social media plan have led the way for how CRAB should communicate on social media. The integration of a page that focuses on awareness, while remind- ing residents about the city's history, has built a loyal base of citizens and business owners who consistently turn to the Margate CRAs Facebook page as their one -stop -shop for everything they need to know in Margate. The informative content and engaging posts have established a page that is now a central spot for the community. Com- munity engagement on the page solidifies the city slogan, "Together We Make It Great." 28 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 29 Margate Under the Moon Margate CRA Margate Under the Moon is a new event series held on the future site of the Margate City Center redevelopment project. It is intended to increase awareness and bring attendance to the downtown redevelopment area during the off-season months (August -November). Attendance last season was in the thousands, most under the age of 45, which successfully attracted a younger demographic. The goal is to enhance the City's image and create a vision that encourages attendees to think of the City Center as a future place to live, work and play. Local merchants benefit by having free vendor space to promote their businesses. Live Overtown Campaign Southeast Overtown/Park West CRA, City of Miami The City of Miami's Southeast Overtown/Park West CRA sought the professional services of a qualified marketing, public relations and video production firm to promote the Southeast Overtown / Park West Community Redevelopment Agency. The selected firm, The Mosaic Group, developed a new branding and marketing campaign for the Overtown community titled "Live Overtown" and "Overtown Live" which is used interchangeably for purposes outlined below. Live Overtown is the primary campaign usage. "Live Overtown" creates a renewed sense of place for current residents, community stakeholders, businesses, newcomers and tourists. "Overtown Live" promotes Overtown's rich history, housing, economic opportunities, businesses, health and wellness, art and culture, entertainment and more. TRANSPORTATION AND TRANSIT ENHANCEMENTS Winter Park Bicycle Wayfinding Master Plan GAI Consultants, Inc. GAI's Community Solutions Group (CSG) was tasked with creating the logic portion of the City of Winter Park Bicycle Wayfinding Master Plan. In order to build the plan logic, CSG employed an approach involving a hierarchy of districts, destinations and decision points, followed by development of a GIS database and mapping tools intended to efficiently process the large number of routes, decision points and signs. The use of these innovative tools and processes enabled CSG to build and illustrate the plan for the city's extensive bicycle route network in an efficient manner, whereas traditional methods would have proven to be cost -prohibitive. When you look at a city, it's like reading the hopes, aspirations and pride of everyone who built it. -- Hugh Newell Jacobsen PRESIDENT DIRECTORS Peter Moore, FRA -RA Diane Colonna, FRA -RA Courtney Barker Manager, Budget and Executive Director, Margate CRA City Manager, City of Satellite Performance Measurement, Beach City of Winter Park, CRA PAST PRESIDENT Gus Gianikas, FRA -RA Senior Planner, City of Ocala PRESIDENT-ELECT Michael Parker Director, Economic and Community Development, City of Tallahassee, CRA TREASURER Brenna Durden Attorney, Lewis, Longman and Walker, P.A. ELECTED OFFICIAL Joy Cooper Mayor, City of Hallandale Beach Grant Rimbey Councilman, City of Temple Terrace Paula Ryan Commissioner, City of West Palm Beach George Vallejo Mayor, City of North Miami Beach Christine Burdick President, Tampa Downtown Partnership Kevin Crowder, CEcD Redevelopment Management Associates Lynn Dehlinger President, TAG Jeanette Fenton Urban Development Manager, City of Tampa, Drew Park CRA Marjorie Ferrer President, Downtown Management Consulting Gail Hamilton CRA Director, City of Zephyrhills Eric Haynes CEO of Development, Inner Urban Holdings, LLC Marc Kleisley Senior Project Manager, Burkhardt Construction, Inc. Tony Otte, FRA -RA CRA/Economic Development Director, CRA, City of New Smyrna Beach Leigh Scrabis, FRA -RA Deputy Director, Fort Myers Community Redevelopment Agency Toni Shamplain, FRA -RA Downtown North CRA Manager, City of Panama City, Downtown North CRA Rick Stauts Executive Director, City of Florida City, CRA Ken Thomas Manager, Housing and Redevelopment, City of Leesburg General Counsel Clifford B. Shepard, Shepard, Smith and Cassady, P.A. 30 THE 2016 FRA AWARDS BEST BOOK THE 2016 FRA AWARDS BEST BOOK 31 OPPORTUNITY IS ABOUT TIMING In Downtown Orlando, residential occupancy is towering at 96%. You'll find 140 dining and nightlife establishments, world-class venues with professional sporting teams, more than 1,000 events annually, AND $5.4 BILLION IN TOTAL DEVELOPMENT, including a new state-of-the-art performing arts center. But we're not finished. Downtown is growing, expanding our transit options, increasing energy efficiency, recruiting large corporations and top talent. IT'S TIME TO BE IN DOWNTOWN ORLANDO. ,''DOWNTOWN ORLANDO- downtownorlando.- 32 THE 2016 FRA AWARDS BEST BOOK FLORIDA REDEVELOPMENT AWARDS 2016 Best Book