July 20 Board Meeting

ORGANIZATIONAL AND REGULAR BOARD MEETING Downtown Development Authority Tuesday, July 20, 2021 8:30 AM 300 Clematis Street Suite 200 West Palm Beach, FL 33401 CALL TO ORDER

Robert Sanders

PUBLIC COMMENTS AND QUESTIONS EXECUTIVE DIRECTOR REPORT PRESENTATIONS • Pathos

Shane Savage

ELECTION OF OFFICERS (Action Required) • Election of Chairman • Election of Vice Chairman • Election of Secretary • Set Proposed Millage Rate

Robert Sanders

Max Lohman

SET MEETING DATES (Action Required) Robert Sanders • FY 2021/2022 DDA Board Meeting Schedule and Public Hearing Dates CONSENT CALENDAR (Action Required) • Minutes of Board Meeting of June 15, 2021 • Financial Statements of June 30, 2021

Robert Sanders

OLD BUSINESS • Workshop Action Items

Raphael Clemente

NEW BUSINESS (Action Required) • FY 2021/2022 Tentative Budget • Resolution No. 03-2021; 2nd Mil Budget Resolution • RFP 2021 – 002 Public Relations

Raphael Clemente Raphael Clemente Teneka James-Feaman

ANNOUNCEMENTS • RFQ 2021 – 001 Library Ground Floor Retail/Café Procurement

Teneka James-Feaman

ADJOURNMENT

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

MEMO TO:

DDA Board Bob Sanders, Chair Rick Reikenis Bill Jacobson Mary Hurley Lane Cynthia Nalley Upendo Shabazz

FROM: Raphael Clemente RE:

Annual Organizational Meeting

DATE: Tuesday, July 20, 2021

_________________________________________________________________________________________

In accordance with the By-Laws of the DDA, an Organizational meeting to elect officers is held annually in July. At the annual Organizational meeting, the Board elects’ members to serve as Chairman, Vice Chairman and Secretary. These are one-year terms. Typically, the Executive Director serves as the Secretary of the Board.

In addition to the election of officers, the State requires a proposed millage rate be set in July. This is the ‘not to exceed rate’. The actual millage rate is determined at the final budget hearing held in September.

The DDA sets it millage rate at 2 mils due to the budget approval process of the CRA. As per the Interlocal Agreement between the City, CRA and the DDA, the DDA prepares and adopts the 2nd Mil Budget Resolution detailing the proposed budget for the increment from the 2nd mil for the upcoming year. Once it has been adopted and executed, a copy is sent to the Mayor and the Director of the CRA.

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

MEMO To:

DDA Board Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane William Jacobson Cynthia Nalley Upendo Shabazz

From: Raphael Clemente, Executive Director RE:

Establishing Annual Meeting Dates and Public Hearing Dates for Fiscal Year 2021-2022

Date: Tuesday, July 20, 2021 Based on the attached calendar; the following dates and times are presented for Board Meetings and for the approval of Public Hearings dates to adopt the Fiscal Year 2021-2022 Budget for the Downtown Development Authority: Board Meetings are held monthly on the third Tuesday; 1st Public Hearing; September 13, 2021 @ 5:05 PM; and 2nd and Final Public Hearing; September 21, 2021 @ 5:05 PM

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873|Fax: 561.833.5870| www.downtownwpb.com

2021-2022 DDA BOARD MEETING DATES MONTHLY ON THE THIRD TUESDAY OF EACH MONTH DATE

TIME

PLACE

August 17, 2021

8:30 a.m.

300 Clematis St., #200, WPB, FL

September 13, 2021

5:05 p.m.

September 21, 2021,

8:30 a.m.

September 21, 2021

5:05 p.m.

October 19, 2021

8:30 a.m.

300 Clematis St., #200, WPB, FL

November 16, 2021

8:30 a.m.

300 Clematis St., #200, WPB, FL

December 21, 2021

8:30 a.m.

300 Clematis St., #200, WPB, FL

January 18, 2022

8:30 a.m.

300 Clematis St., #200, WPB, FL

February 15, 2022

8:30 a.m.

300 Clematis St., #200, WPB, FL

March 15, 2022

8:30 a.m.

300 Clematis St., #200, WPB, FL

April 19, 2022

8:30 a.m.

300 Clematis St., #200, WPB, FL

May 17, 2022

8:30 a.m.

300 Clematis St., #200, WPB, FL

June 21, 2022

8:30 a.m.

300 Clematis St., #200, WPB, FL

July 19, 2022

8:30 a.m.

1st Budget Hearing

300 Clematis St., #200, WPB, FL 300 Clematis St., #200, WPB, FL

2nd Budget Hearing

Organizational Mtg.

300 Clematis St., #200, WPB, FL

300 Clematis St., #200, WPB, FL

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873|Fax: 561.833.5870| www.downtownwpb.com

MINUTES Regular Board Meeting Downtown Development Authority Tuesday, June 15, 2021 300 Clematis Street, Suite 200 West Palm Beach, FL 33401 Zoom Webinar https://us02web.zoom.us/j/85043537467 DIAL IN: 1-929-436-2866 US WEBINAR ID: 850 4353 7467

ATTENDANCE DDA Board Members in attendance included Chairman Robert Sanders, Vice Chairman Rick Reikenis, Lisa Gerard, William Jacobson, Cynthia Nalley and Upendo Shabazz. DDA staff in attendance included Catherine Ast, Raphael Clemente, Teneka James-Feaman, Samantha Moore, Shelly Williams and Max Lohman Esq. (Lohman Law Group). DDA staff in attendance via Zoom included Tiffany Faublas and Sherryl Muriente. Guests in attendance included Robert Corroa, Andrew Doolz, Rudolph R. Galindo, Craig Millard, Amelia Ostrosky, Harvey Oyer, Ann Savage, Shane Savage, Alex Wasil. Guests in attendance via Zoom included Jason Bagley, Ryan Cariero, Michael Cuevas, Alexander Esposito, Paul Saavedra, and Tim Wilson.

CALL TO ORDER Chairman Sanders called the meeting to order at 8:37 a.m.

PUBLIC COMMENTS Millard submitted a public comment for the Meyer Amphitheater proposed modifications. He expressed his concerns with the project moving forward and explained why he is not supportive of the proposal.

Recording of full comment available upon request.

PRESENTATIONS Meyer Amphitheater Proposed Modification Oyer provided background information about the Palm Beach International Boat Show. He explained the challenges the show faces at the Meyer Amphitheater. Specifically, the east side berm and tree that reduce the usable space for events. He added that they are looking for feedback from the board and community regarding the desirability and feasibility of completing this project over the summer.

Oyer then presented renderings of the proposed concept, highlighting changes incorporated based on feedback received from the DNA, which include relocating the coconut palm trees and creating a pet friendly area.

Clemente presented additional information and images of the space at the ground level. During COVID last year staff surveyed the public on how they were using downtown public space. On average 30 people per hour were using the Meyer Amphitheater because of the shade. He asked the board to proceed with caution when considering making permanent changes to a space that also receives a lot of passive use in the other 10 or 11 months of the year when not being used for events.

The board discussed the proposal and provided feedback, ultimately deciding to table the discussion until next board meeting.

Board Action: Jacobson made a motion to continue discussion at the next board meeting.

Shabazz seconded the motion. The motion passed unanimously.

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

Pathos Pathos was moved to the July Board Meeting due to time constraints.

CONSENT CALENDAR Minutes of Regular Board Meeting May 11, 2021 Board Action: Reikenis made a motion to approve the Minutes of May 11, 2021, Regular Board Meeting. Gerard seconded the motion. The motion passed unanimously.

Financial Statements of May 31, 2021 Board Action: Reikenis made a motion to approve the Financial Statements of May 31, 2021. Gerard seconded the motion. The motion passed unanimously.

OLD BUSINESS Streets and Public Space Cleaning Services Contract Clemente introduced Wilson, President of Image Companies. Wilson provided background information and experience the company has to offer. Clemente then presented details of the scope of work for the cleaning program.

Key items in this agreement include the following: Staffing Zone Staffing 1 Clematis Core 4 Staff / 5 Hours / 7 Days a week 2 Govt Center 1 Staff / 2.5 Hours / 4 Days a week 3 North 1 Staff / 3 Hours / 2 Days a week 4 South 2 Staff / 3.5 Hours / 4 Days a week 5 Tri-Trail 1 Staff / 8 Hours / 3 Days a week 6 Clearlake 1 Staff / 4 Hours / 2 Days a week • Total estimated man hours 216 hours per week/936 hours per month.

• This equates to 6 FTEs plus 1 FTE Supervisor.

• Staff will be assigned based upon hours, zones, and 40-hour work week.

• There will be an increase in hours during the initial 30 to 60 days for startup and immediate impact.

• There will be an increase in of approximately 5 hours weekly for use of the riding sweeper (see below for more details).

Daily Workflow, Deployment, and Equipment • Start time will be 5:30am daily in Zone #1 (Clematis Core) with all staff.

• Upon completion of Zone #1 staff will be dispatched to assigned zones.

• A supervisor will be assigned a vehicle to dispatch staff members to each zone.

• Staff members will be assigned the same zone daily.

• Changes to zone assignments may be necessary for training, sick coverage, etc.

• Equipment used by staff includes trash pickers, rolling cans with liners, gum removal equipment, biohazard cleanup equipment (goggles, gloves, germicidal disinfectant), electric blowers, pressure cleaner.

• A Gator will be used for transportation of staff, supplies and refuse.

Zones will be cleaned in the following order: 300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com

• • • • • •

Zone 1 - Clematis Core Zone 4 - South/Residential Zone 2 - Govt. Center Zone 3 - North District Zone 6 - Clearlake Zone 5 - Tri-Rail will be staffed 8 Hours 3x/week (M, W, F)

Quality Control The jobsite will be reviewed daily, and reports will be created by the supervisor. Reports will include photography to document any concerns, ongoing challenges, specific projects, and completed work requests. The supervisor will have email and cellular communication. Staff members will be always equipped with tracking equipment and cellular service for ease of communication, teamwork, and job completion. Possible placement of QR Codes at various locations is being considered for tracking of staff movements daily and ongoing.

Shabazz left the meeting at 10:05am.

Staff recommends approval of this agreement and the terms contained therein, including a contract value not to exceed amount of $260,000 with services to begin on July 1, 2021.

The board discussed their expectations for the new contract. They also discussed allocating additional funds to cover the waterfront, the Meyer Amphitheater, and more of the downtown district.

Board Action: Reikenis made a motion to approve the Streets and Public space cleaning services contract not to exceed $260,000. Gerard seconded the motion. The motion passed 4 to 1. Nalley dissented.

Workshop Action Items Workshop action items was moved to July Board Meeting due to time constraints.

NEW BUSINESS Mobility Pilot Project – Circuit Clemente explained as the Downtown District changes and evolves, driven by new investment, an increasing residential population, greater visitation, and because of lessons learned through the Pandemic, DDA staff has worked to identify opportunities for improvement. Mobility options are a must for urban centers, and micro mobility is increasingly in demand.

Circuit, a low-speed electric vehicle shuttle service, is already operating in the downtown area. Circuit also provides mobility service to the City of Pompano Beach. DDA staff proposed to conduct a 3-month pilot project to evaluate Circuit as a mobility service provide to complement existing options, provide first and last mile connections to local and regional transit, and to provide door to door mobility for stakeholders and destinations within the Downtown.

The proposed pilot will utilize the Circuit’s existing agreement with Pompano Beach via a “piggyback” contract, which is attached. Staff recommends approval of the pilot project for a term of three months, to begin when feasible. The board recommended an earlier start time to allow for morning commuters to use the service as well.

Board Action: Reikenis made a motion to approve the Circuit Mobility Pilot Project not to exceed $80,000. Nalley seconded the motion. The motion passed unanimously.

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

Clemente reminded the board that the July Board meeting is the Organizational Board Meeting.

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

Board Action: Jacobson made a motion to adjourn the meeting at 10:28 a.m.

Gerard seconded the motion. The motion passed unanimously.

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

West Palm Beach Downtown Development Authority Balance Sheet June 30, 2021

ASSETS

Current Assets

PNC Bank Operating Seacoast Bank - Money Market Petty Cash

5,501,820 159,538 50

Total Current Assets Other Assets Lease Security Deposit

5,661,408

23,000

Total Other Assets

23,000

Total Assets

5,684,408

CURRENT LIABILITIES

0 (3) (451) 380

Due to Lincoln National Vision Premium Payable Flexible Spending Withholding Suppl Med Ins. Premium Payable

Fund Balance Net Income

(74)

3,610,669 2,073,813

Total Fund Balance

5,684,482

Total Liabilities and Fund Balance

5,684,408

No CPA provides any assurance on these financial statements.

West Palm Beach Downtown Development Authority Statement of Revenues And Expenditures June 30, 2021 Month

Current Year Revenues - Schedule 1 Expenditures Business Development - Schedule 2 Public Realm Maintenance - Schedule 3 Marketing/Public Relations- Schedule 4 Neighborhood Services - Schedule 5 General Office - Schedule 6 Operations - Schedule 7 Professional Services - Schedule 8 Total Personnel Expense Insurance Expense Rent Expense Tax Collection Travel and Training Reserves Total Expenditures

Current Year Surplus (Deficit) DDA Carryforward CRA Carryforward

Total Carry Forwards Net Total Surplus (Deficit)

Year-to-Date

Trolley Gross Annual

Budget

Work Plan

Services

Marketing

Security

Incentives

Budget

%

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Y-T-D

607,332

450,369

150,000

5,911

4,953,629

4,933,242

100.4%

2,664,928

21,847 177,716 82,849 12,893 22,170 1,430 37,765 70,171 0 13,054 3,883 0 0 443,778

419,993 739,585 413,344 336,567 56,345 14,956 87,610 636,895 30,268 120,393 15,678 8,184 0 2,879,818

1,191,547 1,559,398 1,884,106 1,766,907 171,067 47,815 244,000 875,285 35,906 190,012 18,000 17,179 309,774 8,310,996

35.2% 47.4% 21.9% 19.0% 32.9% 0.0% 35.9% 72.8% 84.3% 63.4% 87.1% 47.6% 0.0% 34.7%

104,889 739,585 0 19,498 56,345 14,956 87,610 636,895 30,268 120,393 15,678 8,184

(437,867)

2,073,811

(3,377,754)

0 124,742 124,742

62,962 1,057,416 1,120,378

481,652 2,896,102 3,377,754

(313,125)

3,194,189

0

13.1% 36.5% 33.2%

1,081,000

315,104 413,344 57,458

259,611

1,834,301

57,458

413,344

259,611

315,104

830,627

549,874

667,656

190,758

(165,104)

62,962 216,064 279,026

0 57,458 57,458

0 368,894 368,894

0 115,000 115,000

0 300,000 300,000

1,109,653

607,332

1,036,550

305,758

134,896

No CPA provides any assurance on these financial statements.

Supplemental Schedules June 30, 2021 SCHEDULE 1 - CURRENT YEAR REVENUES Current Year Revenues Tax Revenues TIF DDA/City Interlocal Agreement DDA/CRA Interlocal CRA Project Funding Interest Income Virgin Trains USA Ticket Sales Sponsorships Fees and Services Grants and Contributions Total Reimbursements Other Miscellaneous Income Rosemary Square MOU Total Current Year Revenues

Gross

Month

Year-to-Date

Trolley

Annual

Budget

Work Plan

Services

Marketing

Security

Incentives

Budget

%

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Y-T-D

1,026,000 55,000

450,369

150,000

1,081,000

450,369

150,000

5,885 0 0 0 0 26 0 0 0 0 0 0 0

2,278,016 (2,103,786) 0 4,389,557 385,000 355 0 0 3,568 919 0 0 0

2,285,771 (2,103,786) (75,000) 4,441,157 385,000 100 0 0 0 0 0 0 0

99.7% 100.0% 0.0% 98.8% 100.0% 355.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0% 0.0%

2,278,016 (2,103,786) 0 2,330,856 155,000 355 0 0 3,568 919 0 0 0

5,911

4,953,629

4,933,242

100.4%

2,664,928

No CPA provides any assurance on these financial statements.

432,332 175,000

0 607,332

West Palm Beach Downtown Development Authority Supplemental Schedules June 30, 2021 Gross Month

SCHEDULE 2 - BUSINESS DEVELOPMENT Property and Buss Incentives Facade Improvements Leasing/Brokers Meeting Total Business Training and Support Business Partnerships Grand Open/New Business

Year-to-Date

Trolley

Annual

Budget

Work Plan

Services

Marketing

Security

Incentives

Budget

%

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Y-T-D

15,702 0 0 1,145 5,000 0

315,104 10,000 1,500 66,001 25,043 2,345

447,550 216,515 42,000 360,640 93,457 31,385

70.4% 4.6% 3.6% 18.3% 26.8% 7.5%

10,000 1,500 66,001 25,043 2,345

21,847

419,993

1,191,547

35.2%

104,889

SCHEDULE 3 - PUBLIC REALM MAINTENANCE Pressure Washing/Street Clean 103,918 Clean Team 14,920 Graffitti Maintenance 1,000 Landscape Maintenance 57,878 Holiday Lights 0 Signage & Pedestrial Wayfinding 0 Capital Projects/Alleys 0

322,896 59,680 9,225 221,262 126,522 0 0

465,051 162,811 46,470 500,983 142,814 91,269 150,000

69.4% 36.7% 19.9% 44.2% 88.6% 0.0% 0.0%

322,896 59,680 9,225 221,262 126,522 0 0

Total Physical Environment

739,585

1,559,398

47.4%

739,585

Total Business Development

177,716

315,104

No CPA provides any assurance on these financial statements.

0

0

0

315,104

0

0

0

0

West Palm Beach Downtown Development Authority Supplemental Schedules June 30, 2021 Gross Month

SCHEDULE 4 - MARKETING/PR Collateral Materials

Year-to-Date

Trolley

Annual

Budget

Work Plan

Services

Marketing

Security

Incentives

Budget

%

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Y-T-D

4,123 0 1,500 6,250 32,317 31,075 7,584

35,288 44,450 18,864 14,950 195,534 50,334 53,924

160,974 285,690 78,807 219,472 663,612 238,587 236,964

21.9% 15.6% 23.9% 6.8% 29.5% 21.1% 22.8%

82,849

413,344

1,884,106

21.9%

0

0 57,458 259,611 15,630 (132) 4,000

10,000 783,519 790,514 94,713 55,286 32,875

0.0% 7.3% 32.8% 16.5% -0.2% 12.2%

0

Residential Programming

0 11,070 0 1,680 143 0

15,630 (132) 4,000

Total Res. Services/Quality of Life

12,893

336,567

1,766,907

19.0%

19,498

PR/Marketing

Retail Promotion Value Added Events Advertising and Promotion Marketing Programs

Community & Cultural Promotion Total Marketing/PR

35,288 44,450 18,864 14,950 195,534 50,334 53,924 0

413,344

0

0

SCHEDULE 5 -NEIGHBORHOOD SERVICES Homeless Outreach

Transportation Security and Policing Public Space Programs Community Engagement

57,458 259,611

No CPA provides any assurance on these financial statements.

57,458

0

259,611

0

West Palm Beach Downtown Development Authority Supplemental Schedules June 30, 2021 Gross Month

SCHEDULE 6 - GENERAL OFFICE General Office Expense

Year-to-Date

Trolley

Annual

Budget

Work Plan

Services

Marketing

Security

Incentives

Budget

%

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Equipment, Computers, Programs

514 266 21,390

4,560 332 51,453

42,967 23,816 104,284

10.6% 1.4% 49.3%

4,560 332 51,453

Total General Office

22,170

56,345

171,067

32.9%

56,345

Telephone Expense

0 699 45 11 675

3,962 1,759 863 226 8,146

22,337 10,250 3,685 300 11,243

17.7% 17.2% 23.4% 75.3% 72.5%

3,962 1,759 863 226 8,146

Total Operations

1,430

14,956

47,815

31.3%

14,956

General Postage

SCHEDULE 7 - OPERATIONS Dues Hospitality Board Meeting Publications

No CPA provides any assurance on these financial statements.

0

0

0

0

0

0

0

0

West Palm Beach Downtown Development Authority Supplemental Schedules June 30, 2021 Gross Month

SCHEDULE 8 - PROFESSIONAL SERVICES Accounting Professional Service Audit Studies and Surveys Legal Total Professional Services

Year-to-Date

Trolley

Annual

Budget

Work Plan

Services

Marketing

Security

Incentives

Budget

%

Y-T-D

Y-T-D

Y-T-D

Y-T-D

Y-T-D

2,000 10,800 11,200 12,500 1,265

16,000 30,628 22,500 12,500 5,982

24,000 88,857 29,500 65,953 35,690

66.7% 34.5% 76.3% 19.0% 16.8%

16,000 30,628 22,500 12,500 5,982

37,765

87,610

244,000

35.9%

87,610

Some rounding error may occur.

No CPA provides any assurance on these financial statements.

0

0

0

0

MEMO To:

DDA Board

Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane William Jacobson Cynthia Nalley Upendo Shabazz

FROM: Raphael Clemente, Executive Director RE:

Workshop Outcomes

DATE: Tuesday, July 20, 2021

_________________________________________________________________________________________

The attached outline summarizes the outcomes of the board and staff workshop that was held on May 11th, 2021. Staff has prepared a presentation to review these outcomes with the board prior to incorporating them into the Work Plan and budget for fiscal year 2021/2022.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873|Fax: 561.833.5870| www.downtownwpb.com

Board Workshop Summary of Outcomes How should we measure success & impact?

1. Dashboard – metrics and subsets a. Reflects Work Plan b. Regular reports on key programs 2. Community relationship building a. Regular meetings with condo boards, business owners, & community leaders b. Focus Groups c. Direct interactions 3. Traffic + Business Revenues a. Mobility Intelligence data b. Parking usage c. Month over month business revenues Public Realm Steps to Improve Our Performance 1. Focus on cleanliness of public realm a. Litter Removal b. Pressure cleaning c. Assist City with addressing ongoing challenges 2. Partner with City to address challenges in alleys.

3. Improve aesthetics overall, including design and consistency of promotions and decor 4. Security Ambassador Program to be monitored and improved upon a. Conduct customer service training b. Host regular meetings with PD c. Track performance Business Development 1. Focus on large vacancies. a. Increase incentives for subdividing large spaces b. Work with property owners, architects, on IDing solutions c. Research best practices for adaptive reuse of large spaces in urban districts 2. Target small professional firms as ground floor tenants. a. Assist commercial brokers with content and outreach b. Develop an advertising campaign targeting smaller office tenants c. Showcase “space of the month” for available ground floor vacancies, include incentive information.

3. Develop data-based approach to provide management and policy recommendations for Downtown’s nighttime economy.

a. Police Reports/calls for service b. Business Revenues c. Traffic/foot traffic d. Solicit community feedback 4. Restructured incentive programs. a. Explore the creation of a revolving loan fund b. Reactivate incentives for spaces larger than 5000 sq ft c. Research and develop live music incentive program for stages & sound equipment.

Marketing 1. Communicate DDA’s value more effectively. a. Rebranding to showcase B to B and B to C value proposition b. Engage community stakeholders directly via outreach, meetings, and targeted communication. c. Develop content that demonstrates DDA’s role and impact. d. Cultivate a group of “word of mouth” ambassadors.

2. Support BDB a. Attend BDB Econ Dev Stakeholder meetings b. Participate in BDB events/efforts focused on the Downtown WPB area c. Provide support, content, and material for marketing and outreach d. Serve in advisory capacity 3. Chamber partnership a. Utilize format like Business Watch model from Chamber. b. Host joint meetings with all chamber groups c. Work closely with chamber to develop business mentorship and support programs.

4. “Set the mood” through a consistent, coordinated “on-brand” program of placemaking, services, marketing, and event.

Increasing Diversity and Inclusion 1. Perform an organizational equity assessment. a. Assess diversity and equity of DDA as an organization b. Establish benchmarks c. Track improvement 2. Actively participate in City of WPB’s efforts to improve equity and diversity.

3. Work with minority chambers, Compass, and other groups to identify opportunities a. Host multi-chamber events in Downtown b. Engage lending institutions that are dedicated to serving minority communities.

4. Present and promote the diversity of our district stakeholders a. Marketing

b. Events c. Communication i. Develop multi-lingual communication for web and social ii. Partner with businesses and organizations to assist with outreach to diverse populations.

MEMO DDA Board Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane Cynthia Nalley Upendo Shabazz Bill Jacobson

TO:

FROM: Raphael Clemente RE:

Proposed FY 2021-2022 Budget

DATE: Tuesday, July 20, 2021

_________________________________________________________________________________________

Attached please find the proposed budget for FY 2021/2022. Included as supporting documents for the upcoming budget process are the following items: • •

2021 Estimated Taxable Value for the DDA A comparison of fiscal years 2017 - 2021 with the proposed FY 2021/2022 budget

As noted in the estimated values from the Palm Beach County Property Appraiser, total taxable value for the DDA is $2,589,879,416. This represents a 3.9% increase over 2020 values, and with the addition of $103,000,000 of new development, yields a net percentage change of 7.46% over 2020 values.

The proposed budget has been closely aligned with goals of the DDA work plan, the priorities established by the Board during our May workshop session, and to enable the DDA to be responsive to the changing needs of our district.

Staff will provide a detailed presentation of the proposed 2021/2022 budget during the meeting.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873|Fax: 561.833.5870| www.downtownwpb.com

Notes: 1. The change in Public Realm Maintenance and Neighborhood Services between 2019 and 2020 is due to the board’s decision to restructure the budget to categorize expenditures more accurately per Work Plan areas.

2. The change in Marketing/Public Relations between 2019 and 2020 is due to restructuring marketing specific expenditures that were previously budgeted in operations.

3. Public Realm was significantly increased for 2019 due to the inclusion of additional trolley operating funds for a planned expansion of routes. Trolley funding for 2019 was $907,200, as compared to approximately $700,000 for other years.

Notes: 1. The decrease year over year in CRA Project Funding is in keeping with the DDA’s commitment to reduce project funding to zero by FY 2020-2021.

2. The increase in carryforward funds in the current and upcoming fiscal years is due to the impacts of COVID on the typical function and operations of the DDA. The average annual carryforward amount is $1,619,000. COVID has spanned two fiscal years and as such our operations and associated expenditures have been restricted and/or limited.

3. The DDA’s fiscal year ends on September 30th, however tax revenue payments are not received until late November or December. This requires that the DDA have a buffer of funds for October 1 through December.

RESOLUTION NO. 03-2021 A RESOLUTION OF THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY TRANSMITTING A PROPOSED BUDGET FOR THE INCREMENT OF THE SECOND MIL OF AD VALOREM TAXATION TO THE CITY OF WEST PALM BEACH PURSUANT TO THE INTERLOCAL AGREEMENT BETWEEN THE CITY OF WEST PALM BEACH AND THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY; PROVIDING AN EFFECTIVE DATE AND FOR OTHER PURPOSES. WHEREAS, the City of West Palm Beach (City) has exempted the Downtown Development Authority (DDA) from the requirement to fund the redevelopment trust fund with the increment generated by the second mil of DDA ad valorem taxation; and WHEREAS, the City and the DDA have entered into an Interlocal Agreement effectuating that exemption; and WHEREAS, the Interlocal Agreement requires the DDA to provide the City with the proposed budget for the increment of the second mil of ad valorem taxation; and WHEREAS, the DDA has considered and approved a proposed budget for the increment of the second mil of ad valorem taxation.

NOW, THEREFORE, BE IT RESOLVED BY THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY THAT: Section 1: The Downtown Development Authority’s proposed budget for the increment of its second mil of ad valorem taxation is as follows: Trolley

Contract Service Personnel Overhead TOTAL

Marketing, Public Relations/Business Development Marketing Personnel Overhead TOTAL

$550,000 $ 25,000 $ 0

$150,000 $ 15,000 $ 0

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

$ 580,000

$ 165,000

Physical Environment /Residential Services Programs, Maintenance/Security/Residential/Community Personnel Overhead

$1,690,385 $ 25,000 $ 0

TOTAL 2nd Mil Increment

$ 1,715,385 $2,460,385

Section 2:

This resolution shall become effective immediately upon adoption.

Section 3:

The Executive Director is directed to transmit a copy of this Resolution to the Mayor of the City of West Palm Beach immediately upon its adoption.

PASSED AND ADOPTED THIS 20th DAY OF JULY 2021.

DOWNTOWN DEVELOPMENT AUTHORITY _______________________________________ Rick Reikenis, CHAIRMAN ATTEST: _________________________

CERTIFICATE I, the undersigned, Executive Director of the West Palm Beach Downtown Development Authority, do hereby certify that the foregoing is a true and correct copy of the Resolution adopted by said Authority on the 20th day of July 2021.

____________________________________ RAPHAEL CLEMENTE EXECUTIVE DIRECTOR

West Palm Beach Downtown Development Authority FY 2021/2022 Proposed Budget July 17, 2020 Resolution No. 03-2021 Exhibit A

4010 4020 4030 4032 4035 4040 4046 4047 4048 4050 4060 4070 4071 4072 4080

Tax Revenues $ TIF DDA/CRA Interlocal Agreement DDA/City Interlocal Agreement CRA Project Funding Marketing/Sponsors/Dues Reimbursements - Physical Environment Reimbursements - Business Devlopment Reimbursements - Marketing & PR Interest - Seacoast Bank Rosemary Square MOU Grants Fees/Services Sponsorships Virgin Trains USA Ticket Sales Carryforwards Total Revenue $

6140

Business Development Grand Openings/New Business Training

6195

Leasing/Brokers Meetings

6230

Business Training and Support

$

2021-2022 DDA 2,460,385 $ (2,278,400) 74,600 0 0 0 0 0 0 100 0 0 0 0 0 0 256,685 $

2021-2022 CRA

2021-2022 DDA

2021-2022 CRA -

$ 0

0 4,738,785 0 0 0 0 0 0 0 0 0 0 0 0 0 4,738,785

$

CRA/City Project Fund

$

CRA Carry Forward DDA Carry Forward 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 -

CRA/City Project Fund

10,000

$

$

0 0 0 0 0 0 0 0 0 0 0 0 0 0 3,190,605 3,190,605

$

$

0 0 0 0 0 0 0 0 0 0 0 0 0 0 360,925 360,925

$

$

Grand Total

CRA Carry Forward DDA Carry Forward

-

0

$

$

29,040

0

40,500

$

-

Grand Total 2,460,385 (2,278,400) 4,813,385 0 0 0 0 0 0 100 0 0 0 0 0 3,551,530 8,547,000

$

39,040

0

40,500 145,450

0

0

0

145,450

0

0

0

0

0

49,188

49,188

Façade Improvement Programs

0

100,000

0

106,515

0

206,515

6320

Property & Business Incentives

0

324,000

0

75,000

0

399,000

6330

Business Partnerships

0

45,000 479,000

0

60,000 456,505

0 49,188

6230-01 Business Training and Support - 12x12 6240

Totals

$

-

$

$

-

$

$

$

105,000 984,693

West Palm Beach Downtown Development Authority FY 2021/2022 Proposed Budget July 17, 2020 Resolution No. 03-2021 Exhibit A 2021-2022 DDA

2021-2022 CRA 160,000

$

500,000

$

6220

Public Realm Maintenance Holiday Lights

6236

Pressure Washing, Cleaning & Maintenance

0

6245

Signage and Pedestrial Wayfinding

0

29,785

6270

Landscape Maintenance

74,600

470,000

6280

Graffitti Removal

0

6290

Capital Projects

6295

Downtown Cleaning Team

6120 6122 6190 6210 6235 7700 6300

Marketing /Public Relations Advertising PR/Marketing Retail Promotions Community and Cultural Promotions Value Added Events Marketing Programs, Equipment & Web Collateral Materials

6372 6375 7500 7600 7605 7610

Neighborhood Services Residential Programming Community Engagement Transportation (Trolley) Security and Policing Public Space Programs Homeless Outreach

$

Totals

$

Totals $

Totals $

-

CRA Carry Forward 15,000

-

$

DDA Carry Forward

Grand TOTAL 175,000

-

-

0

0

500,000

0

80,000

0

109,785

62,487

0

607,087

15,000

0

10,000

0

25,000

0

0

0

100,000

0

100,000

0 74,600

360,000 1,534,785

-

$

55,000 322,487

0 -

0 0 0 0 0 0 -

CRA Carry Forward $ 332,295 151,240 60,000 60,000 104,522 50,000 50,000 $ 808,057

2021-2022 DDA

-

-

0 0 0 0 0 0

2021-2022 DDA 11,000 0 0 0 0 65,000 76,000

$

CRA/City Project Fund

$

$ CRA/City Project Fund $ -

$

2021-2022 CRA 150,000 75,000 25,000 110,000 75,000 125,000 75,000 635,000

CRA/City Project Fund $ -

$

2021-2022 CRA 39,000 60,000 50,000 575,000 20,000 0 744,000

$

$

$

-

CRA Carry Forward 0 0 0 0 0

$

0 15,000 730,000 250,000 20,000 0 1,015,000

$

DDA Carry Forward $ 60,596 0 0 30,000 0 0 48,873 $ 139,469

$

$

Grand TOTAL 542,891 226,240 85,000 200,000 179,522 175,000 173,873 1,582,526

$

Grand TOTAL 50,000 75,000 780,000 825,000 40,000 75,000 1,845,000

$

DDA Carry Forward $ -

$

0 0 0 0 10,000 10,000

415,000 1,931,872

West Palm Beach Downtown Development Authority FY 2021/2022 Proposed Budget July 17, 2020 Resolution No. 03-2021 Exhibit A

6010 6040 6030

General Office General Office Equipment, Computers & Programs General Postage

6420 6430 6440 6450 6460

Operations Dues Hospitality Board Meetings/Legal Notices Publications Telephone

6241 6510 6520 6530 6540

Professional Services Studies and Surveys Accounting Audit Legal Professional Services

7000 7100 7200 7300 7800 7900

Personnel Insurance Rent Tax Collection Travel & Training Reserves

$

2021-2022 DDA

-

Totals $

0 0 -

$ $

2021-2022 DDA

Totals $

$

Totals $

$

Totals $ Total Expenses

0 7,000 5,500 300 14,000 26,800

2021-2022 CRA

$

0 0 0 0 0 -

$

2021-2022 CRA 50,000 0 25,000 0 58,000 133,000

2021-2022 DDA

24,000 0 20,000 0 44,000

2021-2022 DDA

-

0 0 18,000 17,285 0 35,285 256,685

2021-2022 CRA 35,000 42,000 8,000 85,000

$

$

2021-2022 CRA 890,000 40,000 198,000 0 0 0 1,128,000 4,738,785

$

CRA/City Project Fund

$ CRA/City Project Fund

$

$

CRA/City Project Fund

$

$

$

CRA/City Project Fund

-

0

$

-

$

CRA Carry Forward

15,000 4,000 19,000

CRA Carry Forward

0 0 0 0 0 -

$

0 0 0 0 -

CRA Carry Forward $ 32,300 0 2,500 0 37,000 $ 71,800

0 0 0 0 0 0

$

$

CRA Carry Forward

0 0 0 0 0 -

0 0 0 8,000 489,756 497,756 3,190,605

$

DDA Carry Forward

$

0 0 -

$ $

DDA Carry Forward 9,000 3,250 0 $

$

$

$

$

0 12,250

Grand TOTAL

$

9,000 10,250 5,500 300 14,000 39,050

$ $

Grand TOTAL 82,300 24,000 27,500 32,000 95,000 260,800

DDA Carry Forward

0 0 12,000 0 12,000

DDA Carry Forward

0 0 0 0 138,018 138,018 360,925

Grand TOTAL 35,000 57,000 12,000 104,000

$

$

Grand TOTAL 890,000 40,000 198,000 18,000 25,285 627,774 1,799,059 8,547,000

MEMO To:

DDA Board

Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane William Jacobson Cynthia Nalley Upendo Shabazz

FROM: Teneka James-Feaman RE:

RFP Public Relations

DATE: Tuesday, July 20, 2021

_________________________________________________________________________________________

The Downtown Development Authority will begin the RFP process for Public Relations Services on July 30, 2021. The RFP will be posted online at DowntownWPB.com, Demand Star and printed in the Palm Beach Post. The scope of the contract includes public relations and social media plan that incorporates strategic events and activities to effectively engage Downtown West Palm Beach stakeholders including residents, workers, business, and property owners.

DDA Staff has prepared the scope for Public Relations Services for your review and comments.

The schedule for the RFP process is as follows: RFP Advertised: July 21, 2021 RFP Application: July 30, 2021 – August 30, 2021 Selection Committee meeting: Week of September 6, 2021 Presentations to the DDA Board: September 21, 2021 - The RFP process allows for up to three to present to the Board for final decision.

- Each presenter will have 12 minutes for presentation and 3 minutes of Q&A (not to exceed 15 minutes). The DDA Board will evaluate each company after each presentation.

October 2021: DDA Board to review and approve contract with PR Company.

November 2021: PR Company begins services.

At this meeting staff is requesting feedback and comments on the scope and scoring for the RFP Public Relations Services 2021-002.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873|Fax: 561.833.5870| www.downtownwpb.com

Scope of Work PR Services The public relations should incorporate strategic events and activities to effectively engage Downtown West Palm Beach stakeholders including residents, workers, business, and property owners. Must include short and long-term public relations strategies to accomplish the following goals: • • • • • • •

•

• •

• • • • • • •

Develop and execute a media strategy to communicate initiatives, projects, events and to market Downtown West Palm Beach as a destination on a weekly, monthly, and annual basis.

Prepare campaigns for diverse groups annually development and execution of communication strategy for Spanish-language media.

Analyze event demographics and determine new audiences to target for each event and develop strategies to accomplish.

Analyze existing event survey data and provide public relations strategies to accomplish suggested staff-approved recommendations.

Develop strategies whereby the DDA and its partners can produce events and activities that further develop Downtown West Palm Beach as a destination for visitors.

To serve as the primary contact for all local, regional, national, and international public relations requests; and Develop a comprehensive electronic media kit for each initiative, event, and activity produced by the DDA: o Must include the following: fact sheet, press release, photos, and other collateral that might be available. o Examples include grand openings, ribbon cutting events of DDA Residential Programs and large-scale development projects, launch of new business initiative, etc.

Create and distribute calendar listings for DDA events and incorporate relevant events taking place within the district in all pertinent publications, including daily, weekly, and monthly print and online publications.

Pitch stories and photo opportunities to local, regional, and national outlets; seek out and schedule interviews with event spokesperson, entertainers, vendors etc.

Develop, maintain relationships, and create mutually beneficial cross promotions with local partners, such as City of West Palm Beach Community Events, Discover The Palm Beaches, and the Cultural Council for Palm Beach County.

Coordinate inclusion in FAM tours and overall Palm Beach County public relations efforts in conjunction with Discover The Palm Beaches’ opportunities.

Develop a concept for creative press conferences and media events and execute planning and implementation.

Develop a social media plan that will inform the public of the DDA plans and activities and generate interactive conversations.

Monitor social media and news channels to see what others are saying about the DDA, A & E District and Downtown West Palm Beach Arrange and act as liaison for live broadcasts during events.

Execute media training for DDA staff Work with photographer and videographer for events/activities. o Secure good promotional shots of the event/activity. o Develop a shot list, outline, and/or timeline for photographer/videographer.

• • •

• •

o Prepare photos and video clips for follow up with media.

Send all media clips to DDA staff for timely posts on the DDA managed websites and various communication channels.

Be on site day of the event to handle all media requests.

Maintain PR report including all media releases and advisories, media clips with associated media value and tabulation of total media value obtained, log of television and radio appearances or shots arranged and any other pertinent information. To be provided in monthly reports due on the last day of each month.

Write and disseminate press releases, articles, advertorials, and op-ed pieces leading to press coverage.

Attend City Commission, CRA Board, DDA Board and staff meetings as necessary

Qualifications, Experience, References, Rates: Describe management approach & methodology regarding the following: • • • • • •

Branding Crisis communication strategies Documentation of communication results Media relations Press releases and media interviews Social media

Evaluation Factors Factor Points Description 1

Total

25

Organizational Overview Experience, Strength, and Qualifications of Firm as it relates to this solicitation Local Preference Businesses located within the DDA District will be afforded 5 additional points OR Small Business; Minority/Women Business Enterprise; Veteran Owned As defined by the Equal Opportunity Office of the City of West Palm Beach https://www.wpb.org/our-city/mayor-s-office/office-equal-opportunity Note: Veterans will need to submit a DD 214

2

5

3

40

Strategy and Program Development Firm’s Technical Response to RFP’s Scope of Services

4

30

Fee Information Fee Proposal

100

West Palm Beach Downtown Development Authority (DDA) may enter into a contract with more than one firm based on the needs of the agency, qualifications of the service provider and ability of the service provider to provide the applicable services. Selection shall be based on the service provider’s submittal. Interviews and/or presentations may be required at the West Palm Beach Downtown Development Authority’s discretion.

MEMO To:

DDA Board

Bob Sanders, Chairman Rick Reikenis, Vice Chairman Mary Hurley Lane William Jacobson Cynthia Nalley Upendo Shabazz

FROM: Teneka James-Feaman RE:

Library Ground Floor Retail/Café Business Procurement

DATE: Tuesday, July 20, 2021

_________________________________________________________________________________________

The City of West Palm Beach and Community Redevelopment Agency (CRA) in partnership with the West Palm Beach Downtown Development Authority (DDA) and Mandel Public Library are seeking proposals from local businesses to activate a prime location in Downtown West Palm Beach. The City and CRA are seeking submissions for a new business or expansion of an existing business that complements the heart of West Palm Beach’s Downtown - Clematis District.

Innovative and creative approaches that add value and character to the Downtown District are desired.

The process is divided into two (2) phases.

Eligibility -

Small business operation Minimum of 2 years’ experience in operating a coffee shop, restaurant, or similar food/beverage establishment.

Ability to have services operating for the public within 120 days of lease agreement.

No more than one downtown location at start of lease agreement Ability to provide cultural offerings, programming independently and/or in conjunction with the Mandel Public Library

The Committee will review all applications in Phase 1. The committee will select the top five (5) businesses that will continue to Phase 2 and be reviewed by the DDA Board. The top five (5) business will submit a formal business plan and present to the DDA Board in October 2021. The DDA Board will recommend the top three (3) that will be presented to the CRA Board.

300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833.8873|Fax: 561.833.5870| www.downtownwpb.com