February 2019 Board Meeting

REGULAR BOARD MEETING Downtown Development Authority Tuesday, February 19, 2019 8:30 AM 300 Clematis Street Suite 200 West Palm Beach, FL 33401

CALL TO ORDER

Robert Sanders

PUBLIC COMMENTS AND QUESTIONS PRESENTATIONS •

MedMen

CONSENT CALENDAR (Action Required) •

Minutes of Board Meeting of January 15, 2019

•

Financial Statements of January 31, 2019

Robert Sanders

OLD BUSINESS (Action Required) •

Catherine Ast

Blue Line Trolley Contract

NEW BUSINESS •

Interlocal/Work Plan Renewal

ANNOUNCEMENTS

ADJOURNMENT

Ph: 561.833.8873 Fax: 561.833.5870 www.downtownwpb.com

Raphael Clemente

UPCOMING EVENTS

2019 Downtown Candidate Forum (DNA Event) Thursday, February 21, 2019 6:00pm – 8:00pm Hilton West Palm Beach WPB DDA Office Outside Thursday, February 28, 2019 12 p.m. - 2 p.m.

Outside Meraki Juice Kitchen, 328 Fern St. Once a month the DDA will take their office outside to a different location for a working lunch in which they openly engage and build new connections with the community at large.

Asbury Shorts Festival Thursday, February 28, 2019 7:30 p.m.

Palm Beach Dramaworks Asbury Shorts, New York City’s longest running short film exhibition and touring show, presents their nationally recognized 37th Short Film Concert.

BAM! - A Festival of Books, Art, Music Saturday, March 2, 2019 Various Locations and Times County-wide literary experience bringing together authors, teachers, students and families to share their love of books.

Harmony: An Exhibition of the Arts Saturday, March 9, 2019 4 p.m. - 6 p.m.

Meyer Amphitheatre Free outdoor concert featuring Dreyfoos School of the Arts Dance Department and Palm Beach Symphony.

Trucktopia Saturday, March 16, 2019 12:00 p.m. - 5: 00 p.m.

Evernia Street between Olive Avenue and Dixie Highway FREE and fun, community event gives children of all ages an opportunity to touch, see, and learn about their favorite trucks/equipment on wheels.

ULI - West Palm Beach Development & Investment Forum Friday, May 10, 2019 Time: TBD Hilton West Palm Beach Hear from developers and other experts on the front lines of the most significant projects in the city.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com

300 Clematis Street, Suite 200 West Palm Beach, FL 33401 MINUTES Regular Board Meeting Downtown Development Authority January 15, 2019 ATTENDANCE Board Members in attendance included, Chairman Robert Sanders, Esq., Vice Chairman Richard Reikenis, Joseph Chase, Lisa Gerard, Mary Hurley Lane, Cynthia Nalley and Upendo Shabazz. DDA staff in attendance included Raphael Clemente, Tiffany Faublas, Shelly Williams, Sherryl Muriente, Teneka James, Catherine Ast and Walter Porr Esq. (Lohman Law Group). Guests in attendance included Steve Daniels, Uyen Dang, Scott Kelly and Ed Davis.

CALL TO ORDER Chairman Sanders called the meeting to order at 8:32 a.m.

PUBLIC COMMENTS No public comments.

PRESENTATIONS Downtown Parking Updates Ms. Dang from the City of West Palm Beach provided parking updates and the future direction of City parking in Downtown West Palm Beach. Ms. Dang provided an overview of the price increases that are being considered as well as the plan for updating the parking system.

Kelly further explained the proposed parking permitting for additional businesses coming into the Downtown and future expansion.

Clemente requested feedback and direction on the comments he provided; he stated he would like to urge the City to phase in the rate increases for permitted parking over 2 years, event parking not to exceed the event entry price and some amnesty for people attending large scale events that may be late returning to their vehicles during and after an event.

Nalley is looking for the rates to be fair and equitable for all people parking in the Downtown.

Clemente stated that the current rates in the Downtown are among the cheapest in comparable cities.

Reikenis stated that he likes a maximum for event parking and would like to see better signage including real time signage indicating available parking.

Davis stated that real time parking information will be part of the plan for updating the City’s parking garages.

Hurley Lane asked if there would be a phasing in of the new parking meter rates.

300 S. Clematis Street, Suite 200, West Palm Beach, Florida 33401

Page Two Regular Board Meeting January 15, 2019 Chase likes the idea of premium metered parking spots. The City is looking at variable rate parking fees based on the time of day and location.

CONSENT CALENDAR Minutes of Regular Board Meeting of December 18, 2018 Board Action: Shabazz made a motion to approve the Minutes of December 18, 2018.

Hurley Lane seconded the motion. The motion passed unanimously.

Financial Statements of December 31, 2018 Board Action: Shabazz made a motion to approve the Financial Statements of December 31, 2018. Hurley Lane seconded the motion. The motion passed unanimously.

OLD BUSINESS MotionLoft Pedestrian Counters Muriente provided an overview of the MotionLoft camera system as well as the reporting ability from the system. She explained that the contract is for one year and the DDA will provide 50% of the implantation for the first year. The City has a one-year agreement. Staff has contacted MotionLoft to ensure continuation should the City choose not to move forward for additional years. Muriente stated that the DDA will use the data collected to provide monthly reports to the website that will benefit business owners.

Sanders asked if the Chamber of Commerce is collaborating with the DDA on the cost.

Clemente state he would look to the chamber to share the cost of the out years.

Hurley Lane asked if City Place is installing their own system.

Muriente replied that they are interested in tracking the number of people who are entering the area.

Clemente asked for questions.

Board Action: Reikenis made a motion to approve the interlocal agreement with the City.

Shabazz seconded the motion. The motion passed unanimously.

Downtown Neighborhood Association Sponsorship Agreement NEW BUSINESS Ast provided an overview of the proposed agreement between The DDA and the DNA. Funding in the amount of $8,000 annually to be paid $2,000 quarterly and requires the DNA to provide quarterly updates that include outreach numbers, photos and activities for the proposed programs and services.

Nalley recused herself from voting as acting President of the DNA. Voting Conflict form 8b attached.

Board Action: Reikenis made a motion to fund the proposal as presented, Sanders. seconded the motion. The motion passed unanimously.

300 S. Clematis Street, Suite 200, West Palm Beach, Florida 33401

Page Three Regular Board Meeting January 15, 2019 ANNOUNCEMENTS Upcoming Grand Openings, DDA and A&E Events – Details including in board packet.

ADJOURNMENT There being no further business to discuss, Sanders called for a motion to adjourn.

Board Action: Nalley made a motion to adjourn the meeting at 10:25 a.m.

Chase seconded the motion. The motion passed unanimously.

300 S. Clematis Street, Suite 200, West Palm Beach, Florida 33401

3,028,540

33,587 590,276 623,863

(396,548)

29,858 223,895 253,753 (142,795)

Current Year Surplus (Deficit)

DDA Carryforward

Total Carry Forwards

Net Total Surplus (Deficit)

0

428,050 1,646,564 2,074,614

(2,074,614)

747,538 3,029,465 729,783 61,000 175,587 56,198 233,868 810,500 52,353 130,000 15,000 105,000 35,147 408,184 6,589,623

4,515,009

Budget

Gross Annual

0

7.8% 35.8% 30.1%

0.0%

12.5% 16.9% 25.8% 3.5% 16.7% 0.0% 8.8% 32.6% 52.9% 38.5% 47.1% 7.2% 13.5% 0.0% 18.5%

94.1%

%

Budget

2,061,122

4,750 273,592 278,342

1,782,780

777,912

93,767 257,825 0 2,110 29,377 12,764 20,555 264,371 27,697 50,100 7,071 7,534 4,741

2,560,692

Y-T-D

Work Plan

No CPA provides any assurance on these financial statements.

3,652,403

93,767 511,395 188,470 2,110 29,377 12,764 20,555 264,371 27,697 50,100 7,071 7,534 4,741 0 1,219,952

51,481 185,996 94,471 0 5,225 1,428 13,382 63,026 0 10,686 87 5,007 2,789 0 433,578

CRA Carryforward

4,248,492

Year-to-Date

37,030

Current Year Revenues - Schedule 1 Expenditures Business Development - Schedule 2 Physical Environment - Schedule 3 Marketing/Public Relations- Schedule 4 Residential Quality of Life - Schedule 5 General Office - Schedule 6 Operations - Schedule 7 Professional Services - Schedule 8 Total Personnel Expense Insurance Expense Rent Expense Tax Collection Marketing Programs Travel and Training Reserves Total Expenditures

Month

Balance Sheet January 31, 2019

West Palm Beach Downtown Development Authority

404,300

0 175,689 175,689

228,611

175,689

175,689

404,300

Y-T-D

Services

Trolley

447,981

28,837 63,114 91,951

356,030

188,470

188,470

544,500

Y-T-D

Marketing

609,000

0 77,881 77,881

531,119

77,881

77,881

609,000

Y-T-D

Security

130,000

0 0 0

130,000

0

0

130,000

Y-T-D

Incentives

37,030

Total Current Year Revenues

4,248,492

1,789,466 (1,806,897) 3,795,780 413,938 720 0 1,307 28,178 26,000 0 0

Year-to-Date

4,515,009

1,988,883 (1,806,897) 3,795,780 413,938 100 0 0 0 0 0 123,205

Budget

94.1%

90.0% 100.0% 100.0% 100.0% 720.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

%

2,560,692

1,789,466 (1,806,897) 2,290,980 230,938 720 0 1,307 28,178 26,000 0 0

Y-T-D

404,300

404,300

Y-T-D

Trolley Services

Work Plan

Gross Annual

Budget

-

No CPA provides any assurance on these financial statements.

36,835 0 0 0 195 0 0 0 0 0 0

Month

Current Year Revenues Tax Revenues TIF DDA/CRA Interlocal CRA Project Funding Interest Income Sponsorships Fees and Services Grants and Contributions Total Reimbursements Other Miscellaneous Income CityPlace Shuttle

SCHEDULE 1 - CURRENT YEAR REVENUES

January 31, 2019

West Palm Beach Downtown Development Authority Supplemental Schedules

544,500

446,500 98,000

Y-T-D

Marketing

609,000

524,000 85,000

Y-T-D

Security

130,000

130,000

Y-T-D

Incentives

94,917 4,000 54,414 0 120 77,881 80,027 175,614 75 24,347 511,395

SCHEDULE 3 - PHYSICAL ENVIRONMENT 33,717 Graffitti Maintenance 1,000 Landscape Maintenance 14,426 Studies and Surveys 0 Public Space Programs 120 Security and Policing 38,789 Holiday Lights 0 Trolley 73,597 Trolley Signs & Ped Wayfinder 0 Capital Projects/Alleys 24,347

Total Physical Environment

3,029,465

568,115 26,711 261,078 20,631 70,000 820,260 140,000 705,000 218,697 198,973

747,538

250,878 134,538 4,918 90,641 141,369 25,329 75,000 24,865

16.9%

16.7% 15.0% 20.8% 0.0% 0.2% 9.5% 57.2% 24.9% 0.0% 12.2%

12.5%

0.0% 7.4% 0.0% 15.4% 32.2% 44.6% 16.4% 2.9%

%

Work Plan

257,825

24,347

80,027

94,917 4,000 54,414 0 120

93,767

10,000 0 13,919 45,521 11,289 12,322 716

Y-T-D

0

175,689

175,614 75

Y-T-D

Services

Budget

Annual Budget

Trolley

Gross

No CPA provides any assurance on these financial statements.

185,996

93,767

51,481

Total Business Development

Pressure Washing/Street Clean

0 10,000 0 13,919 45,521 11,289 12,322 716

Year-to-Date

SCHEDULE 2 - BUSINESS DEVELOPMENT Property and Buss Incentives 0 Facade Improvements 10,000 Leasing/Brokers Meeting 0 Business Training and Support 784 Value Added Events 34,350 Retail Promotion 1,097 Business Partnerships 5,250 Grand Open/New Business 0

Month

Supplemental Schedules January 31, 2019

West Palm Beach Downtown Development Authority

Y-T-D

0

0

Marketing

0

77,881

77,881

Y-T-D

Security

Y-T-D

Incentives

0

0

0

94,471

Community & Cultural Promotion

Total Marketing/PR

61,000

3.5%

5.6% 0.0% 6.8%

25.8%

0.0% 22.9% 29.3% 33.6% 24.8%

%

0

2,110

56 0 2,054

Y-T-D

No CPA provides any assurance on these financial statements.

2,110

Total Res. Services/Quality of Life 0

1,000 30,000 30,000

SCHEDULE 5 - RESIDENTIAL SERVICES/QUALITY OF LIFE Meetings 0 56 Community Engagement 0 0 Residential Events/DNA Sponsor 0 2,054

62,953 21,500 151,630 190,000 303,700

Budget

729,783

0 4,925 44,412 63,812 75,321

Year-to-Date

Y-T-D

Trolley Work Plan

Services

Budget

Gross Annual

188,470

Advertising and Promotion

PR/Marketing

Marketing Postage

Survey

0 0 14,667 33,220 46,584

SCHEDULE 4 - MARKETING/PR

Month

Supplemental Schedules January 31, 2019

West Palm Beach Downtown Development Authority

0

0

0

188,470

0 4,925 44,412 63,812 75,321

Y-T-D

Marketing

Y-T-D

Security

0

0

Y-T-D

Incentives

0

0

Total Operations

Telephone Expense

Publications

SCHEDULE 7 - OPERATIONS Automobile Expense Dues Hospitality Board Meeting

Total General Office

Office Supplies

Equipment, Computers, Programs

General Postage

SCHEDULE 6 - GENERAL OFFICE General Office Expense

12,764

2,000 5,265 1,022 246 0 4,231

29,377

3,354 167 24,517 1,339

Year-to-Date

56,198

6,000 16,791 10,000 3,000 407 20,000

175,587

68,000 1,087 106,500 0

22.7%

33.3% 31.4% 10.2% 8.2% 0.0% 21.2%

16.7%

4.9% 15.4% 23.0% 0.0%

%

Work Plan

12,764

2,000 5,265 1,022 246 0 4,231

29,377

3,354 167 24,517 1,339

Y-T-D

Y-T-D

Services

Budget

Annual Budget

Trolley

Gross

No CPA provides any assurance on these financial statements.

1,428

500 0 268 96 0 564

5,225

487 51 4,092 595

Month

Supplemental Schedules January 31, 2019

West Palm Beach Downtown Development Authority

0

0

Y-T-D

0

0

Marketing

Y-T-D

Security

0

0

Y-T-D

Incentives

0

0

Some rounding error may occur.

Total Professional Services

20,555

6,000 2,072 8,755 3,728

Year-to-Date

233,868

24,000 140,000 36,550 33,318 8.8%

25.0% 1.5% 24.0% 11.2%

%

Work Plan

20,555

6,000 2,072 8,755 3,728

Y-T-D

Y-T-D

Services

Budget

Annual Budget

Trolley

Gross

No CPA provides any assurance on these financial statements.

13,382

SCHEDULE 8 - PROFESSIONAL SERVICES Accounting 4,000 Professional Service 249 Audit 8,380 Legal 753

Month

Supplemental Schedules January 31, 2019

West Palm Beach Downtown Development Authority

0

Y-T-D

0

Marketing

Y-T-D

Security

0

Y-T-D

Incentives

0

MEMO To:

DDA Board Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane Upendo Shabazz Cynthia Nalley Lisa Gerard Joe Chase

From: Catherine Ast, FCP, District Services Manager RE:

2019 Blue Line Trolley Contract

Date: February 19, 2019

The DDA has partnered with the CRA and the PB Outlets for the Blue Line since 2015.

The reason for this route was to provide a way to connect residents and visitors with Downtown, Northwood and the Outlets.

Initially, this route was seasonal, so Thursday – Saturday were chosen as the days of operation. The route has done well enough that it was determined, for 2017, to be worth having year-round.

Provided with this contract are the ridership numbers for 2015 – 2018 for Blue Line and 2013 - 2018 for Yellow and Green Lines. Yellow and Green Lines run 7-days a week.

Blue Line monthly hours of service: 280 Yellow Line monthly hours of service: 700 Green Line monthly hours of service: 652 *Hours are an avg.

Staff recommendation is to approve the agreement for 2019.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com

TROLLEY RIDERSHIP 2013 - 2018

Blue Line 45,000

42,681

39,293

40,000

32,525

35,000 30,000

25,000 20,000 15,000 10,000

6,755

5,000 0 2013

2014

2015

2016

Yellow Line 600,000 500,000

477,244

440,031

441,270

386,156

400,000

361,091

318,092

300,000 200,000 100,000 0 2013

2014

2015

2016

2017

2018

Green Line 250,000

199,188

207,907

218,186

200,000 150,000

131,865

134,474

2013

2014

143,843

100,000 50,000

0 2015

2016

2017

2018

EXHIBIT A

BLUE LINE TROLLEY SERVICE AGREEMENT THIS AGREEMENT is made and entered into as of February ______, 2019 between the WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY, a special district created under the laws of the state of Florida, with offices located at 300 Clematis Street, Suite 200, West Palm Beach, FL 33401 (“DDA”) and TOOTLE LOU TROLLEYS, INC., a Florida Corporation with a principal place of business located at 800 23RD Street, West Palm Beach, FL 33407 d.b.a. MOLLY’S TROLLEYS (“MOLLY’S”).

WHEREAS, the DDA and MOLLY’S desire to continue their participation in the operation and funding of the Blue Line Tolley Service in conjunction with the Palm Beach Outlets and the West Palm Beach Community Redevelopment Agency for calendar year 2019; and WHEREAS, MOLLY’S has entered into or is entering into separate, but related, agreements for the funding of the Blue Line Trolley Service with the Palm Beach Outlets and the West Palm Beach Community Redevelopment Agency in their areas of responsibility; and WHEREAS, MOLLY’S has entered into that certain TROLLEY OPERATING AGREEMENT, WPB Contract No. 19570, with the City of West Palm Beach dated November 3, 2017 (the “WPB Contract”); and, WHEREAS, the DDA and MOLLY’S desire to enter into an agreement whereby MOLLY’S will provide Blue Line Trolley Service in accordance with the route and schedule contained herein, as modified from time to time by the DDA, within the Downtown West Palm Beach area; NOW THEREFORE, in consideration of the mutual covenants contained herein and other good and valuable consideration, the receipt of which is hereby acknowledged by both parties, the parties agree as follows: Page 1 of 13

ARTICLE I AGREEMENT TERM 1.1

This Agreement shall be for a term of one (1) year, commencing on January 3, 2019.

1.2

This Agreement shall remain in full force and effect so long as the related Blue Line

Trolley Service Agreements between Molly’s and the Palm Beach Outlets and the West Palm Beach Community Redevelopment Agency and the WPB Contract remain in full force and effect.

In the event that any one or more of said Agreements are terminated be either party thereto, then the DDA shall have the right to terminate this Agreement forthwith.

1.3

This Agreement may be extended for an agreed upon term consistent with any

extensions of the related Blue Line Trolley Service Agreements between Molly’s and the Palm Beach Outlets and the West Palm Beach Community Redevelopment Agency, provided, however, that unless waived or otherwise agreed to by the parties hereto, this Agreement shall not be extended if, at least ninety (90) days prior to the expiration of the initial term or any extended term, either party notifies the other in writing that it does not desire to extend this Agreement beyond its then scheduled expiration date.

1.4

This Agreement and any extended term thereof, is dependent on the City of West

Palm Beach’s continuing exemption of the Tax Increment Portion of the 2nd Mil of Ad Valorem Taxes from the requirement of funding the Redevelopment Trust Fund and reallocating said 2nd Mil to the DDA to assist the DDA in paying for the cost of the Trolley Service as outlined in the 2009 Interlocal Agreement recorded in the Public Records of Palm Beach County on November 12, 2009, in Official Records Book 23542, Page 1571, and as amended by the 2014 Interlocal Agreement recorded in the Public Records of Palm Beach County on December 13, 2014, in Official Records Book 27217, Page 396 and for the Trolley Service set forth this Agreement. If Page 2 of 13

the City revokes or otherwise does not continue to provide this exemption, the DDA may terminate this Agreement effective October 1 of any year that the City does not exempt the Tax Increment Portion of the 2nd Mil of Ad Valorem Taxes from the requirement of funding the Redevelopment Trust Fund. The DDA must notify MOLLY’S by September 15th if the DDA elects to terminate pursuant to this paragraph.

ARTICLE II SERVICE ROUTE AND REQUIREMENTS 2.1

MOLLY’S shall provide Blue Line Trolley Service along the route outlined in

Exhibit A. 2.2

Blue Line Trolley Service shall include the use of two trolleys running

simultaneously over the route, with a projected headway of 30 minutes during non-rush hour periods and 40 minutes during rush hour periods. MOLLY’S will make its best efforts to maintain these headways through the use of communication between the two trolleys.

The DDA

acknowledges that certain factors, such as trains and road construction, may prevent MOLLY’S from maintaining this headway.

2.3 Blue Line Trolley Service shall be provided from 11:00 A.M. to 10:00 P.M. on Thursday through Saturday from January 3, 2019 to December 28, 2019 (Thanksgiving Day excepted). This service equals a total of 23 hours per day and 69 hours per week for the two trolleys.

2.4

The DDA may, in its sole discretion, reasonably alter the route and the times of

service, so long as the modification does not diminish the operating hours by more than 10% of the base period of operation of 69 hours per week for the two trolleys as more fully detailed in Article VII. Page 3 of 13

2.5

MOLLY’S shall make the Blue Line Trolleys available to the DDA for its

reasonable needs, at the same hourly rate as the basic service. MOLLY’S shall be responsible for coordinating trolleys, drivers and routes for such service. The DDA must provide at least twentyone (21) calendar days’ notice to MOLLY’S specifying when the DDA desires to utilize the Blue Line Trolleys and providing the information necessary for MOLLY’S to coordinate the DDA’s use of the Blue Line Trolleys.

ARTICLE III BLUE LINE TROLLEYS 3.1

MOLLY’S shall utilize the Blue Line Trolleys already in service subject to the same

terms and conditions as set forth in the related Agreement.

3.2

Each Blue Line Trolley must contain a DDA logo or insignia sign on the sides of

the Trolley. The DDA shall provide the approved banners.

3.3

All Blue Line Trolleys should have Blue Line route brochures available on the

trolleys.

ARTICLE V MAINTENANCE 4.1

Maintenance of all Blue Line Trolleys shall be the sole responsibility of MOLLY’S

subject to the same terms and conditions as set forth in the Palm Beach Outlets and the West Palm Beach Community Redevelopment Agency Agreements. The DDA shall have no obligation for such maintenance.

ARTICLE V PERSONNEL 5.1

MOLLY’S shall provide adequate and properly licensed personnel to permit the Page 4 of 13

timely and efficient operation of the Blue Line Trolley system subject to the same terms and conditions as set forth in the Palm Beach Outlets and the West Palm Beach Community Redevelopment Agency Agreements.

ARTICLE VI FINANCIAL 6.1

The DDA shall pay MOLLY’S for Blue Line Trolley Services calculated as

follows: January 3rd - April 27th:

Rate/Hour:

Hours/Day:

Hours/Period:

$27.10

23hrs

1,173.00

$27.10 x 1,173 = $31,788.30 May 2nd - June 29th:

Rate/Hour:

Hours/Day:

Hours/Period:

$32.10

23hrs

621

$32.10 x 621 = $19,934.10 July 4th - October 26th:

Rate/Hour:

Hours/Day:

Hours/Period:

$30.50

23

1,173 hours.

$30.50 x 1,173 = $35,776.50 Oct 31st - December 28th: Rate/Hour: $24.18

Hours/Day:

Hours/Period:

23

598 hours.

$24.18 x 598 = $14,459.64 TOTAL COMPENSATION SHALL NOT EXCEED: 6.2

$101,958.54

As soon as possible after the end of each two-week period, MOLLY’S shall submit

an invoice to the DDA indicating the number of hours of service for the period and the amount owed by the DDA for that period.

Page 5 of 13

6.3

The DDA shall pay MOLLY’S the amount of the invoice, less any disputed amounts,

within twenty (20) days of receiving the invoice.

ARTICLE VII REPORTING 7.1

MOLLY’S shall submit monthly reports to the DDA. The monthly report or series

of reports will include passenger and performance reports. These reports will include, route ridership per day, riders for daytime versus nighttime hours, rider daily average, summary of any service or maintenance downtime during month, customer issues during Blue Line hours of operation. The DDA can request additional information required to be included in these reports.

ARTICLE VIII INSURANCE 8.1

MOLLY’S represents and warrants that it currently has the insurance coverage

required pursuant to the WPB Contract and that it will maintain this coverage for the entire term of this Agreement and that the DDA is an additional named insured pursuant to said insurance.

ARTICLE IX INDEMNIFICATION 9.1

MOLLY’S hereby agrees to indemnify, defend and hold the DDA, its directors,

officers, employees and agents, harmless from and against all loss, cost and expense in connection with proceedings, judicial or otherwise, and claims, demands, and judgements, together with costs and expenses including attorneys’ and legal assistants’ fees and expenses relating thereto, including but not limited to fees incurred in the handling or preparing of claims or demands and all litigation at trial or appellate levels arising out of damage or injury to person or property occurring from the performance of the services and obligations by MOLLY’S under this Page 6 of 13

Agreement, or any matter relating to MOLLY’S compliance or failure to comply with any federal law, regulation or policy, or MOLLY’S inability to provide Blue Line Trolley Service, or resulting from the negligent or willful acts or omissions by MOLLY’S or any of its directors, officers, employees or agents occurring in connection with the services subject to this Agreement.

9.2

If the DDA discovers or has actual notice of facts giving rise or which may give

rise to a claim for indemnification or shall receive notice of any action, with respect to any matter for which indemnification may be claimed, the DDA shall, within ten (10) days following service of process (or within such shorter time as may be necessary to give MOLLY’S a reasonable opportunity to respond to such service of process) or within ten (10) days after any other such notice, notify MOLLY’S in writing thereof together with a statement of such information respecting such matter as the DDA then has; it being understood and agreed that any failure or delay of the DDA to so notify MOLLY’S shall not relieve MOLLY’S from liability hereunder except and solely to the extent that such failure or delay shall have materially, adversely prejudiced MOLLY’S ability to defend against, settle or satisfy any such claim or action. Following such notice, MOLLY’S shall have the right, at its sole cost and expense, to contest or defend such claim or action through attorneys, accountants, and others of its own choosing (the choice of such attorneys, accountants and others being subject to the approval of the DDA, such approval not to be unreasonably withheld) and in the event it elects to do so, it shall promptly notify the DDA of such intent to contest or defend such claim or action. If within five (5) days following such notice from the DDA (or within such shorter time as may be necessary to give the DDA a reasonable opportunity to respond to the service of process or other judicial or administrative action), the DDA has not received notice from MOLLY’S, the DDA shall have the right to authorize attorneys, accountants, and others satisfactory to it represent it in connection therewith or at any time, settle, Page 7 of 13

compromise or pay such action, and the DDA shall be entitled to indemnification from MOLLY’S pursuant to this Article.

9.3

Notwithstanding that MOLLY’S is actively conducting a defense or contest, any

action may be settled, compromised, or paid by the DDA without the consent of MOLLY’S; provided however, that if such action is taken without MOLLY’S consent, its indemnification obligations in respect to such claim shall thereby be nullified. Any action may be settled, compromised, or paid by MOLLY’S without the DDA’s consent, so long as such settlement or compromise does not, in the reasonable opinion of the DDA, cause the DDA to incur any present or future costs, expenses, obligations, or liabilities of any kind or nature, in which event MOLLY’S obligations under this Article shall extend to such costs, expenses, obligations or liabilities.

9.4

In the event any action involves matters partly within or partly outside the scope

of the indemnification under this Article, then the legal fees, costs, and expenses of contesting or defending such action shall be fairly allocated between the DDA and MOLLY’S. ARTICLE X DEFAULT AND TERMINATION 10.1

In addition to matters specified elsewhere in this Agreement, the following shall

constitute events of default by the DDA: a.

The DDA shall at any time fail to pay, when due, any sums payable by the

DDA hereunder and such failure to pay continues for a period of fifteen (15) days after written notice of such failure is given the DDA by MOLLY’S; or b.

The DDA shall fail to perform, observe, or otherwise breach any of the other

terms, covenants or conditions of this Agreement, and such failure or breach shall continue for a period of thirty (30) days after notice thereof by MOLLY’S to the DDA, or if the failure or breach Page 8 of 13

is of such nature that it cannot be cured within the thirty (30) day period, then only if the DDA fails to commence the cure thereof promptly and within the thirty (30) day period or thereafter fails to diligently continue in good faith until such failure or breach is fully cured.

10.2

In addition to matters specified elsewhere in this Agreement, the following shall

constitute events of default by MOLLY’S: a.

MOLLY’S fails to provide the Blue Line Trolley Service in the manner

specified in this Agreement; or b. MOLLY’S makes an assignment for the benefit of creditors or files a petition in bankruptcy or for reorganization or liquidation under a federal or state bankruptcy or insolvency act ; or c. A receiver is appointed for MOLLY’S, or for the property of MOLLY’S, by any court and such appointment shall not have been dismissed within ninety (90) days from the date of such appointment; or d.

MOLLY’S is dissolved or otherwise ceases operating as a vehicle for hire

operator capable of providing the Blue Line Trolley Service in accordance with the Agreement; or e.

MOLLY’S shall fail to perform, observe, or otherwise breach any of the other

terms, covenants or conditions of this Agreement, and such failure or breach shall continue for a period of thirty (30) days after notice thereof by the DDA to MOLLY’S, or if the failure or breach is of such nature that it cannot be cured within the thirty (30) day period, then only if MOLLY’S fails to commence the cure thereof promptly and within the thirty (30) day period or thereafter fails to diligently continue in good faith until such failure or breach is fully cured. f.

MOLLY’S defaults on either or both of the related agreements for the

funding of the Blue Line Trolley Service with the Palm Beach Outlets and the West Palm Beach Page 9 of 13

Community Redevelopment Agency or on the WPB Contract.

10.3

Upon the occurrence of an event of default described in paragraphs 10.1 or 10.2

above, in addition to any other rights or remedies the non-defaulting party may have elsewhere in this Agreement, at law or at equity, the non-defaulting party shall, as long as such event of default shall be continuing, have the following remedies: a.

Injunctive relief to enjoin any act or omission which constitutes an event of

default by the defaulting party or to compel performance of covenants, agreements, terms and conditions of this Agreement. b.

Termination of this Agreement by the non-defaulting party in the event a

noticed event of default is not cured by the date specified in the notice of default. However, in the event the DDA terminates this Agreement, MOLLY’S agrees to continue providing the Blue Line Trolley Service for a period of up to ninety (90) days if the DDA, in its discretion determines that MOLLY’S should continue to provide the Blue Line Trolley Service, and, in that event, the notice of termination by the DDA shall state the time period for MOLLY’S to continue to operate the service.

ARTICLE XI NOTICE 11.1

All notices, demands, consents, approvals, statements, inquiries and invoices to

be given under this Agreement shall be in writing and shall be delivered to the addresses shown below or to such other addresses that the parties may provide to one another in accordance herewith. All notices or other communications shall be sent by any of the following means: registered or certified mail; national express air courier, provided such courier maintains written verification of delivery; or personal service. Any notice or other communication shall be deemed Page 10 of 13

effective upon the date of receipt or the date of refusal to accept delivery by the party to whom such notice or other communication has been sent.

To MOLLY’S:

John W. Critchett, Owner & CEO Tootle Lou Trolleys, Inc. 800 23rd Street West Palm Beach, FL 33401

To DDA:

Raphael Clemente, Executive Director Downtown Development Authority 300 Clematis Street, Suite 200 West Palm Beach, FL 33401

With Courtesy Copy to:

R. Max Lohman, Esq. Lohman Law Group, P.A. 500 S. Australian Ave, Suite 539-540 West Palm Beach, FL 33401

ARTICLE XII MISCELLANEOUS 12.1

Successors and Assigns - The provisions of this Agreement shall be binding upon

and inure to the benefit of the parties and their respective successors and assigns. This Agreement cannot be assigned by either party without the prior written consent of the other.

12.2

Force Majeure - If, because of weather, Acts of God, strikes or other labor disputes,

vendor delays, or other unavoidable cause, either party is unable to perform its obligations hereunder, such non-performance shall not be considered a breach of this Agreement.

12.3

The failure of either party to insist upon or enforce any term or provision or to

exercise any right, option, or remedy of this Agreement, or to require at any time performance of any provision hereof, shall not be construed as a waiver of any such terms or provision. No waiver by either party of any term or provision hereof shall be binding unless made in writing and signed Page 11 of 13

by such party.

12.4

The parties recognize, acknowledge and agree that, for purposes of this Agreement,

MOLLY’S is an independent contractor and is not an agent, partner or employee of the DDA. The parties further agree that, for purposes of this Agreement, as well as the services to be performed by MOLLY’S pursuant to this Agreement, or the payments made by the DDA to MOLLY’S, the DDA is not an agent, partner or employee of MOLLY’S. 12.5

Any and all provisions of this Agreement and any proceeding seeking to enforce,

challenge or otherwise review any provision of this Agreement shall be governed by the laws of the State of Florida. Venue for any proceeding pertaining to this Agreement shall be Palm Beach County, Florida.

12.6

If any provision of this Agreement is held to be invalid, illegal or unenforceable,

the remaining provisions shall remain in full force and effect.

12.7

This document, along with the documents incorporated into this Agreement

together with all insurance documents required hereby and any other materials required herein shall constitute the entire Agreement.

This Agreement may not be changed other than by

agreement in writing signed by the parties.

12.8

This agreement shall be governed by the laws of the State of Florida

notwithstanding any conflict of laws provisions.

12.9

In the event of any litigation arising out of this Agreement, each party hereto shall

bear its own costs, including, but not limited to, attorneys’ fees incurred at all trial and appellate levels and post-judgment proceedings. Jurisdiction shall be in the Circuit Court for the Fifteenth Judicial District sitting in West Palm Beach, Florida.

12.10 This Agreement is subject to fiscal funding out in accordance with Florida Law. Page 12 of 13

IN WITNESS WHEREOF, the parties hereto have executed this Agreement the day and year first written above.

TOOTLE LOU TROLLEYS, INC. Witness: _________________________________

_________________________________

_________________________________ John W. Critchett, Owner & CEO

WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY _________________________________ Attest:

Robert Sanders, Esq., Board Chairman

_________________________________ Raphael Clemente, Executive Director (Corporate Seal)

Page 13 of 13

MEMO To:

DDA Board Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane Upendo Shabazz Cynthia Nalley Lisa Gerard Joe Chase

From: Raphael Clemente, Executive Director RE:

DDA Work Plan and Interlocal Agreement 2020 - 2024

Date: Tuesday, February 19, 2019

This year the DDA will be renewing our 5-year Interlocal agreement with the City and the CRA. The Interlocal Agreement is based on the development of a Work Plan that guides the budgeting and operations of the DDA. Staff has begun the initial phases of developing a new Work Plan and will be seeking input and guidance from the Board as this process moves forward. Our target for a draft of the new Work Plan is April, with the document finalized in May. This will allow any changes to be incorporated into the 2019-2020 FY budget process and update to the Interlocal Agreement which must be finalized by the end of August.

The current DDA Work Plan is attached, along with notes from the 2018 DDA Board Retreat.

Please review these documents prior to the Board Meeting.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Ph: 561.833.8873 Fax: 561.833.5870 * DowntownWPB.com

WESTPALM BEACH DOWNTOWN DEVELOPMENTAUTHORI T Y WORKPLAN F 014-2019 I S CALY EAR2

West Palm Beach Downtown Development Authority FY 2014-2019

Table of Contents

Executive Summary

2

DDA Description & Information

3

Market Area Information

9

Methodology for Developing Plan Activities

15

Plan Objective, Strategies and Tactics

16

Evaluation

22

Budget

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Executive Summary

Downtown West Palm Beach is dense, walkable urban district that contains a blend of commercial, residential, and office uses. It is also the historic cultural, economic, and governmental center of Palm Beach County. Through the work of the Downtown Development Authority (DDA), the Downtown area has developed recognition as a vibrant district that is home to unique businesses, a growing and diverse residential population, dynamic nightlife, world-class cultural venues, and a beautiful waterfront park.

The DDA’s 2014-2019 Work Plan addresses the organization’s overall mission, scope, and finance plan for targets community enhancement programs and projects. This is a comprehensive plan that represents the DDA’s efforts to deliver outcomes above and beyond standard municipal services within the Downtown area. The intense concentration of businesses, residents, visitors, and economic activity within the Downtown area necessitates an increased level of maintenance, security, promotion, and coordination. The programs designed to address the challenges associated with the continued growth and redevelopment of Downtown are described in this plan.

This plan has been developed with input from the City of West Palm Beach and the Community Redevelopment Agency (CRA). The CRA is a tax increment funded agency that also serves Downtown by facilitating redevelopment to improve the economic vitality and quality of life in designated areas. Since 2006 the CRA and DDA have worked in close cooperation to administer necessary programs within the Downtown core. The DDA’s 2014-2019 Work Plan represents the continued evolution of the previous 5 years work and takes into account the changes that have occurred over that period of time.

The DDA Work Plan for FY 2014-2019 is divided into four areas of focus: 

Enhance the Business Environment by reducing retail vacancy rates using retail recruitment strategies to attract the most appropriate and desirable businesses to the area.

Through various programs and initiatives the DDA helps convert unused space in downtown buildings into economically productive property.



Enhance the Physical Environment by achieving a higher level of maintenance and attractiveness. Programs in this area of the work plan will focus on public space maintenance and beautification, and improving safety and security. These outcomes will be accomplished through traditional as well as experimental programs and pilot projects.



Market the Downtown to investors, visitors, and tourists by strengthening the brand identity and image for the Downtown using its amenities, history, location, retail offerings, restaurants, and collection of arts and cultural offerings to communicate and present a positive image of the area.

1

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Improve Residential Quality of Life by working to ensure that Downtown is a great urban neighborhood – walkable, safe, vibrant and attractive. Advocacy and action on issues that erode quality of life for residents is a top priority.

While no single program or project will reposition and redefine Downtown, the ongoing implementation this strategically developed plan, combined with a commitment for continued improvement of conditions in the Downtown area, will result in sustainable long-term revitalization by supporting private sector investment, increasing business revenues, raising property values, and improving quality of life for residents.

The success of this plan will be measured by the redevelopment activity in the targeted area, and fulfillment of each program and objective. Visible changes to the area will be a reminder that revitalization is underway.

2

General Information

Organization Name: West Palm Beach Downtown Development Authority Statement of Purpose: “To promote and enhance a safe, vibrant Downtown for our residents, businesses, and visitors through the strategic development of economic, social, and cultural opportunities.�

Organization Description: As defined by special act of the Florida legislature, the West Palm Beach Downtown Development Authority (DDA) is an independent special taxing district created in 1967 with a mission to: Analyze the economic conditions and changes occurring in the downtown area, including the effect of such factors as metropolitan growth, traffic congestion, parking, and structural obsolescence and deterioration.

Formulate long-range plans for improving the appeal, use, and public accessibility of downtown facilities, remedying any deterioration of property values and developing the downtown area.

Recommend to the city, business owners, and residents the best actions for implementing downtown development plans.

Address: 301 Clematis Street, Suite 200 West Palm Beach, FL. 33401

3

ORGANIZATION BACKGROUND

The Downtown Development Authority was created in 1967 to analyze Downtown’s economic conditions; formulate long-range plans for improving the appeal and accessibility of Downtown facilities and promote their use; provide remedy to any deterioration of Downtown property values; to retain and attract businesses.

The DDA is actively involved in planning, marketing, serving and developing our City’s center. Principle services include Downtown retail recruitment and retention, community planning, community advocacy and quality of life services, consensus building, marketing, promotions, and events, trolley operations, and capital improvement project planning and implementation.

The DDA is funded through an ad valorem tax levied annually, on all property within the Downtown Development District as well as trolley advertising, sponsorships, and grants.

The current tax rate is 1 mill (.001) on each dollar of tax base, although Florida statute enables the DDA to levy 2 mills (.002). Florida statute also requires that the DDA appropriate tax increment funds for the 1st and 2nd mill to the redevelopment trust fund. Through an agreement between the City, CRA, and the DDA, the DDA is exempt for the tax increment portion of the 2nd mill of ad valorem tax (if levied) in order to fund the Downtown trolley and for additional marketing of the area, community services, residential services and security.

Since 2006, the DDA has been party to an interagency agreement that allows a pass-through of the 1st mil of tax increment funding from the CRA back to the DDA. The CRA has also agreed to provide funding from the CRA to the DDA that is equal to the 2nd mill. Thus, the DDA is able to maintain the tax rate of 1 mill through this agreement while ensuring the continuation of programs to improve the Downtown community for all stakeholders.

4

DDA Boundaries Boundaries of the DDA district are from 7th Street to the north, Flagler Drive to the east, Okeechobee Boulevard to the South and Australian Avenue to the west. The area is a blend of commercial, residential and vacant property.

DDA Boundary Map

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DDA BOARD OF DIRECTORS The DDA Board is composed of seven members who are appointed by the Mayor and confirmed by the City Commission. To qualify for the appointment, prospective members must reside, have their major business, or own property in the Downtown Development Authority district. Each member serves a three-year term and may be re-appointed.

The Board establishes policy and approves the work program for the organization, working closely with the Executive Director who is a full-time professional employee of the DDA. The Executive Director directs and supervises the DDA staff.

DDA Board: Howard Pincus, DDA Chairman Tim Harris, DDA Vice- Chairman Clint Fowlkes, Board Member Mary Hurley Lane, Board Member Rob Samuels, Board Member Bob Sanders, Board Member Upendo Shabazz-Phillips, Board Member

DDA Staff: Raphael Clemente, Executive Director Teneka James, Associate Director Penny DeStefano, Director of Administration Catherine Ast, Projects and Programs Manager Tiffany Faublas, Marketing Manager Judy Rinehart, Administrative Assistant

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Additional Organization support Due to the scope of the DDA’s work, additional resources are required through annual contracts.

Additional organization support includes ongoing contracts as follows: 

Public relations



Private security service provider/Security Ambassador Program



Downtown trolley system operator

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Landscape maintenance

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Pressure washing

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Janitorial and public space maintenance

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Holiday lighting and decorations

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Legal services

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Annual independent audit

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Market Area Information Within the DDA district, business types vary significantly. There are over 1,600 businesses or institutions in operation at the time of this writing. The Downtown core comprises approximately 7/10 of a square mile and contains approximately 1.0 million square feet of retail space in two main clusters: 640,000 square feet in CityPlace and 737,000 square feet in the Clematis District.

There are 4,834,000 square feet of office and professional services, 1,450,000 square feet of dining and nightlife use, and 1,345,000 square feet of arts, cultural and gallery uses.

Market Data Customer and market area research for this plan was collected between 2011 and 2014 to provide demographic and psychographic information on the existing Downtown West Palm Beach customer base and to gather information on potential target markets. Intercept surveys were conducted at different times of the day, in various locations in the Downtown area and during special events in the DDA District. Phone surveys were conducted in expanding radii from the Downtown area and included a sample size of over 400 participants.

District Description and General Traits Downtown West Palm Beach is located in the heart of the City of West Palm Beach and overlooks the Intracoastal Waterway and Flagler Drive. The district is the only truly urban downtown and the historic seat of government and central business district for the county. It also contains the area’s most dense concentration of residential and commercial properties. The waterfront along Flagler Drive is home to over 100 special events each year, some drawing hundreds of thousands of visitors. Cradled by an urban waterfront to the east running six miles along Flagler Drive, the Downtown Waterfront also consists of three public docks.

Market Area Downtown West Palm Beach serves a primary market area that extends north to the West Palm Beach city limits, west to Military Trail, and south to the West Palm Beach city limits.

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Map of the Downtown West Palm Beach Retail Trade Area:

Trade Area analysis takes into account demand generated by three groups (with allowances for sales inflow from and leakage to other areas), as follows.

1. Residents of the Trade Area – This represents approximately 128,000 people and is the group that can be relied upon to do most of their shopping and dining in and around Downtown West Palm Beach. Geographically they will favor Downtown over other locations due to distance and convenience.

2. Visitors in the Trade Area – Over 4 million people per year, an average of or more than 12,000 visitors per day who do not work in the Downtown.

3. Workers in the Trade Area – Approximately 24,000 people work in the trade area.

Workers typically spend a portion of their income close to where they work.

The Local Market Based on the market study, the local market for Downtown West Palm Beach is divided into the following zones: a) The Primary Market is within a three mile radius of the Downtown core. This area includes zip codes: 33408, 33405 and 33401 b) The Secondary Market is between a three and five miles radius from the Downtown core.

This area includes zip codes: 33406 c) The Tertiary Market is the area five miles away from the core of Downtown and beyond.

This market includes Delray Beach, Palm Beach Gardens, Jupiter, and Ft. Lauderdale.

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Pedestrian activity Pedestrian traffic increases each year in Downtown West Palm Beach. In an effort to quantify this data, the DDA utilizes an electronic counter to measure pedestrian traffic on Clematis St. In the highest traffic areas, pedestrian trips average over 70,000 per month (southwest corner of Clematis and Dixie).

Vehicular Traffic The annual traffic count conducted by the City of West Palm Beach, Traffic Engineering Department displays a vehicle count of 69,500 cars per day.

Street Dixie Highway Flagler Drive Olive Avenue Quadrille Boulevard Tamarind Avenue Total

Segment Lakeview to Banyan

Count 10,900

Lakeview to Banyan

15,000

Lakeview to Banyan

13,500

Fern to Clematis Lakeview to Banyan Vehicles Per Day

14,500 15,600 69,500

Access Downtown West Palm Beach is accessible via several main arterial roadways. These include Australian Ave., Dixie Hwy., Okeechobee Blvd., and Flagler Dr. There are signs identifying the direction to Downtown West Palm Beach on the corner of Australian Ave. and Banyan Blvd., Banyan Blvd. and Tamarind Ave., Southern Blvd., and Okeechobee Blvd. I-95 exit 70. As of this writing, the City of West Palm Beach is finalizing the design phase of a comprehensive wayfinding program that will improve identification of and access to the Downtown area for visitors arriving by motor vehicle The Tourism Market The tourism industry is an important part of Palm Beach County’s economy and is a major component of the target market for Downtown West Palm Beach. The general tourist season runs from November through mid-April, however, from mid-April through mid-December Palm Beach County has experienced a steady increase in visitors. The Palm Beach County Convention and Visitor’s Bureau’s Industry and Economic Outlook for FY 2013 shows that the majority of tourists visiting Palm Beach County each year participate in activities that are currently available in the Downtown West Palm Beach area, such as entertainment, dining, art and culture and shopping. More than half of all visitors to Palm Beach County cite “leisure” as being the primary 10

reason for their visit. This market represents an under-accessed market segment which will be capitalized on with strategic marketing initiatives and partnerships designed to promote the Downtown area as a destination.

Area Shopping and Entertainment Venues: The locations of competitive retailers and retail centers also have a bearing on trade area extent.

In Downtown West Palm Beach’s case, while shoppers do visit Downtown from other portions of the county, areas lying beyond these boundaries are dominated by other retail concentrations.

The information outlined below is a listing of areas where people shop, dine and congregate.

Downtown West Palm Beach is unlike any of these areas and strives to maintain an identity of uniqueness and originality. However, it is important to note that awareness of competitive markets is essential to the continued effort of establishing the Downtown District as a unique destination.

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Specialty Shopping and Entertainment Venues: 





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









CityPlace Major Tenants: Macy’s, Anthropologie, Muvico Access: East of I-95 off of Okeechobee Blvd Northwood Village Major Tenants: A mix of unique shops, restaurants, galleries and arts based businesses.

Access: N. Dixie Hwy between Northwood Rd and 25th St. 1 mile north of Palm Beach Lakes Blvd.

Atlantic Ave. /Downtown Delray Beach Major Tenants: Variety of upscale restaurants, boutiques, galleries and tourist shops Access: From I-95, exit Atlantic Ave. east.

Worth Avenue/South County Major Tenants: Saks Fifth Ave., Neiman Marcus, Cartier Access: From I-95, exit Okeechobee Blvd, cross the Flagler Bridge, turn right on South County Rd and right on Worth Ave. Lake Ave./ Downtown Lake Worth Major Tenants: Starbucks, Kilwin’s Access: From I-95, exit either 6th Ave. South of 10th Ave. North, travel east to US1 and head north or south (Lake and Lucerne would be 1st Ave.) Palm Beach Fashion Outlets Major Tenants: Saks Fifth Avenue, Nordstrom Rack Access: East of I-95 off of Palm Beach Lakes Blvd.

Downtown at the Gardens Major Tenants: The Cheesecake Factory, Whole Foods and Urban Outfitters Access: Just east of I-95 and north of PGA Blvd The Gardens Mall Major Tenants: Nordstrom, Macy’s, Sears Access: I-95 to PGA Blvd east The Mall at Wellington Green Major Tenants: Nordstrom, Dillard’s, JCPenny Access: At the intersection of Forest Hill Blvd. and 441

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Arts and Cultural Assets The Downtown West Palm Beach area has the County’s most dense concentration of Arts and Cultural Institutions within roughly a one square mile area. This impressive collection of venues yields approximately 75 percent of the entire reported economic impact of all Arts and Cultural institutions in Palm Beach County.

Source: Palm Beach Cultural Council Annual Report 2013 Arts and Cultural Entities in the Downtown West Palm Beach area Name Armory Arts Center Flagler Museum Kravis Center Norton Museum Palm Beach Dramaworks Palm Beach Opera Photographic Centre Palm Beach Pops Sunfest

Annual Attendance 75,000 672,000 255,000 140,000

Estimated Economic Impact $4,275,000 $235,000,000 $16,500,000 $1,250,000

40,000 28,000 43,000 55,000 170,000

$2,500,000 $3,000,000 $37,200,000 $2,400,000 $17,000,000

Total: 1,478,000 Source: PBC Cultural Council Annual Report, 2013

$319,125,000

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Methodology for Developing Plan Activities A healthy downtown core with a vibrant economy improves the overall vitality and quality of life of a city. Downtowns also serve as the cultural home and social center of a city. In most cases, the identity and character of a city is defined by its urban center. Considering the importance of the city’s urban core, it is imperative that stakeholders take part in plans to enhance the downtown. With that in mind, the DDA sought many sources of community input to guide the development of the priorities and activities detailed in this plan.

Since it’s inception, the DDA has participated in all significant focus group meetings and professional studies of the Downtown area including Urban Land Institute studies, Master Planning processes, community summits, code revisions and amendments, market and consumer surveys, design forums, development reviews, traffic studies, crime prevention meetings, and numerous residential and commercial property stakeholder group meetings. This deep institutional knowledge, of both board and staff, plays a significant role in the development and administration of plans and programs.

In addition to conducting formal surveys of both stakeholders and populations within the trade area, the DDA regularly receives recommendations for services and programs from government and community groups. These include the Mayor’s office, City Commission, CRA and City staff, Downtown Neighborhood Association, Business Development Board, Chamber of Commerce, Palm Beach County Cultural Council, Convention and Visitor’s Bureau, and Downtown residential property managers. Regular meetings to solicit input are also held with residents, property owners, business owners (in both individual and group formats), as well as commercial and residential realtors.

Since 2011, the DDA has participated in the development and implementation of a Consolidated Plan with CRA and City staff. This Consolidated Plan defines specific roles and goals for various groups working within the area of the Downtown. Deliverables described in the Consolidated Plan include public space maintenance, landscaping, security, marketing, events, capital projects and business relations. DDA board and staff have reviewed concepts of the Consolidated Plan and have incorporated them into this Work Plan. Further input from the Mayor and members of the City Commission/CRA Board will be sought regarding the DDA’s role as it relates to the City and their constituents.

As this plan is executed, regular assessments of effectiveness and efficiency will be conducted to ensure that the work and investments made by the DDA are prudent, impactful, and result in the intended goal of long-term economic revitalization and vibrancy of Downtown West Palm Beach.

14

Plan Objectives, Strategies and Tactics

The following information is based off of recent findings from surveys and stakeholder interviews, as well as initiatives outlined in the DDA Work Plan.

Enhance the Business Environment  Objective: Ensure that Downtown West Palm Beach is economically vibrant by capitalizing on its resources and assets, enhancing its amenities and strengthening the business environment. o Strategy #1: Strengthen the existing business base through an active retention program  Foster consistent dialog with businesses:  Distribute business newsletters  Conduct annual merchant surveys  Host merchant meetings  Create “New Business Welcome Kit” with information on services and programs as well as contact information for key City departments.  Establish a “Business Ambassador Program” to maximize outreach efforts  Conduct small business assistance and education programs:  Host the educational programs to improve and strengthen business competiveness  Distribute incentive dollars to qualifying businesses for grand opening assistance, façade and other property improvements  Develop targeted promotional efforts to increase sales:  Inform businesses of promotional ideas and encourage participation including DDA Holiday Retail Guide, Buy Local campaigns and on-line promotions  Expand value added events and promotions to support business growth  Research additional strategic promotions such as a customer appreciation and loyalty campaigns o Strategy #2: Implement a recruitment strategy to attract new businesses  Promote incentive programs and available spaces in the downtown district:  Deliver marketing information and materials to area brokers, property managers and leasing agents 15

Develop report of economic growth business conditions in the Downtown  Conduct quarterly brokers’ meetings  Market DDA services and Downtown in targeted industry publications  Feature available properties and development incentives on DDA and partner organization websites  Develop and maintain a data base of vacant properties and conditions of each  Research market gaps and target niche businesses for recruitment  Work with media partners to highlight the incentive offerings of the DDA  Strengthen partnerships with local business organizations including such as the Business Development Board, Community Redevelopment Agency, Chamber of Commerce, etc. by attending workshops, conferences and notifying them of updates to DDA incentive programs.  Pursue recruitment efforts for businesses that will appeal to the visitor population.  Target key businesses to enhance the downtown merchandise mix such as art galleries and fine dining establishments with direct phone calls and scheduled on-site meetings  Encourage and incentivize personal, professional and business services to locate Downtown, particularly in above ground level spaces.  Schedule and conduct tours for investors and brokers. o Strategy #3: Support efforts to reuse existing spaces and vacant parcels for nonconventional use  Research innovative programs to activate vacant spaces  Partner with PBC Cultural Council to produce art and cultural exhibitions in storefronts and other underutilized locations  Locate available space for an Artist Co-op  Research and apply for available grants via a contracted grant-writer to supplement DDA incentives in areas relating to cultural, community enhancement and business initiatives 

Enhance the Physical Environment  Objective: Maintain the atmosphere and amenities of the Downtown, which make it pedestrian friendly, conducive to walking, shopping, entertaining and socially interacting. o Strategy #1: Enhance the safety of the Downtown area 16

Host meetings with residents, business owners and law enforcement to identify strategies to address safety concerns and develop solutions to security issues  Expand and improve the Downtown Security Ambassador Program.  Expand coverage area in response to increased development and stakeholder input  Continue to refine the “ambassador” component of the security program through customer service training for security officers.  Improve lighting in deficient areas.  Coordinate with City to install new streetlights.  Conduct annual district-wide lighting survey  Support Crime Prevention Through Environmental Design (CPTED) programs for residential and commercial properties  Participate in City’s security camera program  Fund additional camera locations to supplement additional security cameras in the district  Perform district-wide assessments of infrastructure, accessibility, public spaces and amenities  Conduct monthly maintenance surveys to address problem areas and conditions and report to appropriate City departments for remedy  Contract with service providers for landscaping, pressure washing, janitorial services, and graffiti removal  Establish an “Adopt a Planter” Program  Coordinate signage for trolley system and pedestrian signage with City’s way-finding program o Strategy #2: Encourage the installation of amenities and programming to promote a family-friendly environment.  Coordinate with Art in Public Places to procure art installations and place in targeted locations throughout the district.  Support the establishment of a dog park for Downtown Residents.  Support the installation of a children’s playground(s) within the waterfront area.  Research grant programs and provide information to appropriate City department  Manage trolley system operations through service provider o Strategy #3: Improve negative parking perceptions of Downtown  Coordinate marketing efforts with the City of West Palm Beach Parking Department to address the negative perceptions of parking Downtown. 

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Offer discounted parking fees for summer months and holiday season.  Survey businesses, visitors and residents on needs and perceptions of parking via DDA website and Downtown e-newsletter  Address cleanliness and maintenance of parking garages by issuing recommendations to the Parking Department Include new parking initiatives in DDA advertising and promotional efforts.  Determine target market for ad purchases  Develop co-op ad budget and campaign with Parking Department 

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Market the Downtown to Visitors, Investors, and Tourists  Objective: Strengthen the brand and image for Downtown by capitalizing on its amenities, history and location to communicate a positive perception of the area. o Strategy #1: Create positive media stories to enhance Downtown’s image  Coordinate with PR firm to brand Downtown as unique, friendly, safe and innovative district.  Distribute regular press releases about Downtown including new businesses, events, cultural opportunities and accomplishments.  Update Crisis Management Manual annually with appropriate City departments. o Strategy #2: Implement an advertising campaign that conveys the vibrancy and originality of Downtown West Palm Beach to residents, business and visitors.  Determine target market for ad purchases  Promote Downtown through a strategic ad campaign.  Utilize seasonal promotions in various media publications within the trade area and in select industry publications.  Track campaign results to WPBGO.com via a quarterly survey of Google Analytics  Place “Welcome to Downtown West Palm Beach- Make it yours!” banners on strategic light poles in the district.  Advertise with tourism focused publications such as Visit Florida and Florida Travel + Life. Coordinate efforts and advertising dollars with Delray DDA, CityPlace etc. o Strategy #3: Develop programming and promotional materials that create awareness, attract consumers and enhance economic activity.  Utilize social media networks to promote special opportunities and activities.  Create “Downtown Dining Guide” and “Downtown Shopping Guide”:  Distribute to area hotels, marinas, condominiums and online.

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Create and update collateral materials including downtown map, “catchall” business directory, Downtown guides, etc.  Create Holiday Retail Guide  Sponsor holiday promotions in the district  Showcase local history through historical tours of the district. o Strategy #4: Develop value-added events that showcase the area’s unique qualities and attributes.  Sponsor cultural programming events that complement the district o Strategy #5: Increase Awareness of Downtown as a tourism destination for arts, culture, and entertainment  Develop and promote the West Palm Beach Arts and Entertainment District brand, centered on the Downtown core and encompassing entities within roughly one mile of the Clematis District and Waterfront.  Promote, through strategic initiatives and partnerships, the collection of arts and cultural venues and opportunities within and nearby the District.  Work cooperatively with the City of West Palm Beach Community Events Department to include events that showcase the arts as a major component of city life.  Coordinate with tourism industry partners to promote the entire district to the tourism market.  Meet with local hotels, B&B’s and marinas to increase awareness of Downtown as a tourism destination.  Produce promotional materials and distribute to appropriate tourism focused outlets.  Host and/or sponsor semi-annual concierge appreciation events o Strategy #6: Identify and collaborate with partners outside of the district.  Develop collateral materials to promote cultural offerings outside of the region  Highlight cultural and tourism industry websites 

Improve Residential Quality of Life  Objective: Ensure that Downtown West Palm Beach is an engaging and thriving district for our residents. o Strategy #1: Improve residents’ perceptions of Downtown environment and increase awareness of DDA services.  Launch “Downtown Calling Card” Program.  Print business card size collateral piece with important contact information for DDA, security, maintenance for reference 19

Maintain communication with residents.  Update DDA website with a tab for residents. Include information on area offerings, community involvement, events, and businesses  Craft a tailored email tab on the DDA website specifically for Downtown residents.  Host quarterly focus groups to address quality of life issues for our residents.  Conduct an Annual Downtown Resident Questionnaire:  Survey overall perceptions of the district including cleanliness, safety, quality of life, etc.

Strategy #2: Serve as liaison between residential and business communities and resolve residential issues related to entertainment and business uses.  Host regular meetings for Downtown residents – “Residential Summits”  Collect feedback from residents after major downtown events:  Report findings to the appropriate City staff after the following high-impact events to develop steps to mitigate quality of life impacts.

Strategy #3: Attract new residents to Downtown West Palm Beach.  Hold semi-annual meetings with Downtown condo property managers in order to gather information on current occupancy figures.  Encourage condo property managers to offer downtown businesses a referral fee for any new employees who sign a new condo lease.  Provide real estate professionals with a small promotional item from the DDA as a gift for potential residents touring their facilities.

Strategy #4: Continue to partner with and support the Downtown Neighborhood Association.  Encourage resident participation in DNA Events. Assist with increasing patronage of businesses:  Support events at Downtown businesses in partnership with the DNA  Encourage participating businesses to promote the program via their social media pages and websites Strategy #5: Develop a series of promotional materials targeted to new residents moving into the region.  Develop a “move-in” coupon book or package for new residents.  Print and distribute materials to downtown condominiums  Ensure that the Downtown Business Directory and Calendar of Events are included in relocation packets, visitor packets, racks, subdivision sales offices and other key locations in the district. 

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Evaluation

Evaluation of this plan will be based on the following measurable outcomes: 1. Monitoring of key indicators a. Pedestrian traffic b. Parking usage c. Trolley ridership 2. Tracking media placements and quantification of value 3. Establishing business revenue benchmarks and tracking them over time 4. Annual perception survey results 5. Vacancy rates

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Budget

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West Palm Beach Downtown Development Authority Board Retreat March 2nd, 2018 1. What are the priorities and focus areas for each of our defined DDA objectives?

(Staff and Board brainstorming) Enhance the Business Environment by reducing retail vacancy rates using retail recruitment strategies to attract the most appropriate and desirable businesses to the area. Through various programs and initiatives the DDA helps convert unused space in downtown buildings into economically productive property.

• Define what a “desirable” business is. Who should we be focused on recruiting?

• What are the current initiatives we are focused on right now in terms of recruitment and retention?

• Focus on who to market to and what message we should be sending.

• We need to brag more and take ownership of the work that we do.

• What are the current incentive programs to attract business? Do we need to fine tune or make changes to the current incentive programs?

• Publish a list of “who is here” in the business district (is this already done?).

• We should re-think and elevate the type of business we are recruiting.

What about corporate clients.

• Renewed focus on the ground floor of the district. Address current occupancy rates.

• Retailer expansion initiative.

• Can we address our budget and our funding?

• Focus on communication between the current corporate population here in the area and South Florida.

• Code changes and how can we diversify to make it more attractive to business.

• Do we have a current comprehensive development strategy that we can track and follow?

• Redirect the type of retail business we currently have. Get “smarter” retail.

• Facilitate connections between other identified people who can help with our plans and/or open up doors.

• Communicate everything that we are doing to our stakeholders.

Enhance the Physical Environment by achieving a higher level of maintenance and attractiveness. Programs in this area of the work plan will focus on public space maintenance and beautification, and improving safety and security. These outcomes will be accomplished through traditional as well as experimental programs and pilot projects.

• Define the role of the ambassadors.

• Expansion of concrete services that the DDA oversees.

• Renewed focus on safety issues of residents.

• Renewed focus on how to deal with homeless in the area.

• Communication to the area (residents and business) on what the ambassador role is and what they can/cannot do (i.e., cannot put hands on the homeless, cannot move their belongings).

Market the Downtown to investors, visitors, and tourists by strengthening the brand identity and image for the Downtown using its amenities, history, location, retail offerings, restaurants, and collection of arts and cultural offerings to communicate and present a positive image of the area.

• Market as a place for business and for fun.

• Jump on the Brightline train (going to change things substantially).

• Research and develop list of convention groups coming into the area; reach out to them directly.

• Strengthen relationship with the CVB. • Plug and Play.

• Develop a welcome packet for incoming convention goers and residents.

• Is there an App? • Develop a newsletter for local business on who is coming to the area.

• Have more annual events (we already have a lot but can we have more as these are very popular).

• Raphael Clemente observation - “I need to keep out of the weeds more”.

• DDA – open the new office space up to the community.

• Consider possible lunch and learns on different topics.

• Become the lead in programming and events in the area.

• Communicate the work that we do to all of our different stakeholders.

Improve Residential Quality of Life by working to ensure that Downtown is a great urban neighborhood – walkable, safe, vibrant and attractive. Advocacy and action on issues that erode quality of life for residents is a top priority.

• More communication with residents so they can know all the things that the DDA is doing.

• “You spoke, we heard you” initiative.

• Market to our residents DDA successes and the cool things that have been accomplished.

• Relationship building with residents and renewed engagement with the DNA. • Increased face time with residents.

• Open up our office space.

• DDA presence at the upcoming Summit meeting and DNA meeting.

• Have to address DDA capacity concerns – do we have the bodies to do it all?

• Make welcome packets for residents.

• Address how information is flowing between DDA and residents (people do better with more info).

2. Mission, Tagline and BHAG Brainstorming Work •

New Mission (suggested) – to promote and enhance a vibrant Downtown West Palm Beach for all.

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Tagline brainstorming: o Unique. The Leader. Emotion. (GSD) o Urban. Waterfront. Life o Always original (current one) o Making Downtown “The” Place To Be. o The Fun Palm Beach. o GSD (getting sh** done). o It’s what we do. o Sunshine for everyone. o The only place to be. o Doing it all, all the time. o The better Palm Beach. o “WestSide”. o Engagement in the making. o “Yes”. o The Downtown of choice. o The Florida Original. o A catalyst for creativity. o DTWPB.com.

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BHAG (Big hairy audacious goals) brainstorming: o On the cover of Conde’ Nast. o The downtown to go to in South FL. o Seen as the early innovator . o Seen as rebellious and edgy. o Getting the credit for all the work we do. o The Downtown of choice in South FL (all of FL). o The catalyst for change. o Financial independence. o Having a clear chart of our course. o Avoiding mission creep.

3. Pillar/Task/Action Steps/Metrics Exercise Pillar: Attracting Visitors, Tourists and Investors Task: Develop Welcome Packet for Convention Goers.

Action Steps: • Research and get samples of what other areas are using.

• Develop a list of what conventions are coming to the area.

• Discuss and review what material will be included in the packet.

• Determine what business wants to be included in the packet • (A PDF sample already exists of the packet).

• Marketing to downtown business what conventions are coming.

Metrics to measure success and impact: • Business revenue and feedback from businesses.

• Actual completion of the tasks outlined above.

• Feedback from convention goers.

• Posts on social media pages.

Pillar: Enhance the business environment Task: Target specific categories and types of business (for recruitment) Action Steps: • Commercial Brokers initiative (as they have these lists developed already) • Resident engagement via lunch and learns (what type of businesses and services would they want?)

• DDA outreach to this list o Brightline initiative (go to Miami and Ft Lauderdale and use conference room space to recruit groups to WPB downtown) • Dissect and analyze current business incentive that WPB DDA currently offers o Permitting? o Marketing Assistance? o Money to come here not start-up money Metrics to measure impact and success: • Number of real prospects • Actual conversions (reviewed monthly, quarterly and yearly) • Occupancy rates (reviewed monthly, quarterly and yearly) • Retention (reviewed monthly, quarterly and yearly) • Actual types of different businesses that come into the area • Job creation

Pillar – Enhance the physical environment Task - Improve and expand the Ambassador Program (and create both resident and business buy-in/engagement) Action Steps: • Re-write description of program and jobs • Hiring of new ambassadors and development/training on new job standards and desired skill sets • Marketing of program re-launch to downtown stakeholders • Announcement on web page Metrics to measure impact and success: • Measuring behavior and performance of ambassadors • Define set timelines for measurement • Residents and businesses knowing the first names of the ambassadors • Reports from dispatch • Completed training for ambassadors • Staffing completed Pillar – Improve Residential Quality of Life (not completed due to time) Task Action Steps: Metrics to measure impact and success

4. Next Steps – What do we do on Monday?

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Create staff & board “hang out time” to maintain interest and momentum.

Assignment of specific tasks for completion.

Continued revision and review of mission and tagline.

Use our board meeting in 6 months to revisit the work that was done during the Board Retreat.

Report out and update of tasks at the April Board meeting.

We need to make sure we continue to embrace new POVs and energy.

Mini-retreats scheduled every 6 months (2 hour meetings scheduled with already scheduled Board meetings).

Resident and business sit-downs .