September 17, 2019 DDA Board Packet

REGULAR BOARD MEETING Downtown Development Authority Tuesday, September 17, 2019 8:30 AM 300 Clematis Street Suite 200 West Palm Beach, FL 33401

CALL TO ORDER

Robert Sanders

PUBLIC COMMENTS AND QUESTIONS PRESENTATIONS •

Downtown Neighborhood Association Quarterly Sponsorship Update

CONSENT CALENDAR (Action Required) •

Minutes of Board Meeting of August 20, 2019

•

Financial Statements of August 31, 2019

Robert Sanders

OLD BUSINESS •

ITB 2019-001 Pedestrian Level Wayfinding (Action Required)

•

Work Plan Approval (Action Required)

Catherine Ast Raphael Clemente

NEW BUSINESS •

Budget Amendment Resolution No. 5-2019 (Action Required)

ANNOUNCEMENTS •

Final Public Hearing – September 17, 2019 5:05pm

ADJOURNMENT

Ph: 561.833.8873 Fax: 561.833.5870 www.downtownwpb.com

Shelly Williams

UPCOMING EVENTS Gain Digital Skills to Help Grow Your Local Businesses Webinar (For Businesses) Wednesday, September 18th 3pm – 4pm DDA Office Emergence - Philippe d’Anjou “Ethical Design Intelligence” Friday, September 20th 5:30pm – 8pm Related Offices - 501 Fern Street, Suite 105 Sunset Sweat National Fitness Day September 26th 5:30 pm - 8:30pm 300 Block Clematis St.

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

DOWNTOWN NEIGHBORHOOD ASSOCIATION QUARTERLY SPONSORSHIP UPDATE FOR THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY BOARD

SEPTEMBER 17, 2019 We have had a busy summer at the DNA! A survey will be launched this quarter asking for member feedback regarding our goals for 2020.

Current Membership Information • 1,340 Supporters • 28 Volunteers Social Media Information • 4,008 Facebook Likes (We passed the 4,000 mark!)

• New Instagram Account was launched - @wpbdna Financial Information • Bank Balance as of 8/31/2019 - $3,285.18 Community Involvement • Presented at the DDA "Get to Know Your Downtown Neighborhood" event at Broadstone City Center • Clematis by Night Takeover - June 20 and July 18 Volunteer Opportunities • PAL Game Night - July 1 • PAL Game Night - August 8 - Drive Shack staff participated • UPCOMING - International Coastal Clean Up - September 21 • UPCOMING - PAL Game Night - Music Edition!

300 Clematis Street, Suite 200 West Palm Beach, FL 33401 MINUTES Regular Board Meeting Downtown Development Authority August 20, 2019

ATTENDANCE Board Members in attendance included, Chairman Robert Sanders, Esq., Lisa Gerard, Mary Hurley Lane, Cynthia Nalley, and William Jacobson, Esq. DDA staff in attendance included Raphael Clemente, Teneka James, Shelly Williams, Samantha Murrell, Sherryl Muriente, Tiffany Faublas, Catherine Ast and Michelle Barascout and Max Lohman Esq. (Lohman Law Group). Guests in attendance included Allison Justice and Steve Daniels.

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

PUBLIC COMMENTS No public comments.

PRESENTATIONS 2019 – 2024 Work Plan Draft Presentation Clemente presented the work plan draft and provided a brief overview plan for the next five years. He asked the board to review and comment prior to the September board meeting. He explained the work plan is divided into four main areas: Public Realm Maintenance, Neighborhood Services, Business Development, and Marketing and Public Relations. The goals of this plan are designed to improve local economic conditions, broaden the tax base, and enhance quality of life.

CONSENT CALENDAR Minutes of Regular Board Meeting of July 16, 2019.

Board Action: Hurley Lane made a motion to approve the Minutes of July 16, 2019.

Nalley seconded the motion. The motion passed unanimously.

Financial Statements of July 31, 2019.

Board Action: Hurley Lane made a motion to approve the Financial Statements of July 31, 2019. Nalley seconded the motion. The motion passed unanimously.

OLD BUSINESS No old business.

NEW BUSINESS Interlocal Agreement Extension Lohman explained that the current Interlocal Agreement between the DDA, CRA, and City will expire on September 30th, 2019. Staff has worked with the CRA and City staff to prepare a new 5year Interlocal Agreement that would take effect on October 1st, 2019. Due to unforeseen circumstances the process is taking longer than anticipated. As such, it has been proposed that all parties agree to extend the existing Interlocal for 60 days to allow for the necessary time to finalize the new document and bring it forward for approval by the DDA Board, City Commission, and CRA. 300 Clematis Street, Suite 200, West Palm Beach, FL 33401 Phone: 561.833-8873|Fax: 561.833.5870| www.downtownwpb.com

Clemente explained that Staff is seeking Board approval to execute an agreement to extend the current Interlocal Agreement for a term of 60 days to begin on September 30th, 2019. The new Interlocal Agreement will be brought back to the board for approval.

Board Action: Hurley Lane made a motion to extend the current interlocal agreement for 60 days and authorizing Clemente to sign the agreement. Gerard seconded the motion. The motion passed unanimously.

Pressure Washing Contract Amendment Clemente explained that as a result of an increase in the level of service necessary to address the needs of the district, staff is requesting board approval for the proposed amendment to the Agreement for Pressure Cleaning Services. The proposed amendment will allow for compensation to be increased from a not to exceed amount of $250,000 annually to a not to exceed amount of $350,000 annually and adding an additional 6 months to the contract term. In addition to increased levels of service the amendment includes the use of Virtual Badge to track services rendered.

The increased level of service includes but is not limited to the following: 1. To an increase in the frequency of cleaning from once a month to once every two weeks.

2. The addition of the 100 block of Datura Street to the regular schedule of cleaning.

3. The addition of Sloan’s Alley to the regular schedule of cleaning.

Board Action: Jacobson made a motion to approve the pressure washing contract amendment. Gerard seconded the motion. The motion passed unanimously.

Landscape Services Contract Amendment Clemente explained that as a result of an increase in the level of service necessary to address the needs of the district, staff is requesting board approval for the proposed amendment to the Agreement for Landscape Maintenance Services. The proposed amendment will allow for the compensation to be increased from maximum of $175,000 annually to a maximum of $275,000 annually and adding an additional 6 months to the contract term.

The increased level of service includes but is not limited to the following: 1. A greater number of landscape beds along the Clematis Corridor as a result of the new streetscape design.

2. Additional areas of service added outside of the Clematis Corridor, including the landscaped areas around municipal garages.

3. Additional services such as trimming trees and removing fruit from Medjool Palms.

4. Mowing and maintenance of City-owned lots on Evernia Street.

5. Irrigation system maintenance checks.

Board Action: Hurley Lane made a motion to approve the Landscape Services contract amendment. Gerard seconded the motion. The motion passed unanimously.

ANNOUNCEMENTS • CRA’s Budget meeting on August 26th at 3:30pm.

• The DDA First Public Budget Hearing on September 10th at 5:05pm.

• The DDA Final Public Budget Hearing on September 17th at 5:05pm.

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

Board Action: Hurley Lane made a motion to adjourn the meeting at 9:35 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 August 31, 2019 ASSETS Current Assets

PNC Bank Operating First Bank - Money Marke Petty Cash

3,198,827 207,342 50

Total Current Assets Other Assets Lease Security Deposit

3,406,219

23,000

Total Other Assets

23,000

Total Assets

3,429,219

CURRENT LIABILITIES

Due to Lincoln National Vision Premium Payable Flexible Spending Withholding

1 34 (744) (709)

FUND BALANCE

Fund Balance Net Income

2,361,291 1,068,637

Total Fund Balance

3,429,928

Total Liabilities and Fund Balance

3,429,219

No CPA provides any assurance on these financial statements.

West Palm Beach Downtown Development Authority Statement of Revenues And Expenditures August 31, 2019 Month

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

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

404,300

544,500

609,000

130,000

34,790

4,526,190

4,556,922

99.3%

2,838,390

5,450 160,519 28,113 14,391 1,952 1,682 2,840 59,918 0 10,884 0 124 1,039 0 286,912

255,654 1,633,893 436,633 35,127 64,222 26,462 67,466 723,652 27,697 127,506 12,146 27,929 19,294 0 3,457,681

789,688 2,979,513 729,783 146,000 179,587 57,198 233,868 829,500 52,353 159,000 15,000 105,000 35,147 401,575 6,713,212

32.4% 54.8% 59.8% 24.1% 35.8% 0.0% 28.8% 87.2% 52.9% 80.2% 81.0% 26.6% 54.9% 0.0% 51.5%

256,010 633,847 0 35,127 64,222 26,462 67,466 723,652 27,697 127,506 12,146 27,929 19,294

(252,122)

1,068,509

(2,156,290)

13,556 532 14,088

188,066 944,118 1,132,184

(238,034)

2,200,693

0 0 0 (2,156,290)

0.0% 0.0% 0.0%

2,021,358

(356) 569,204

430,842 436,633

569,204

436,633

430,842

817,032

(164,904)

107,867

178,158

115,850 417,671 533,521

0 252,428 252,428

72,216 63,114 135,330

0 211,261 211,261

1,350,553

87,524

243,197

389,419

No CPA provides any assurance on these financial statements.

(356)

130,356

0 (356) (356) 130,000

West Palm Beach Downtown Development Authority Supplemental Schedules

-

August 31, 2019 SCHEDULE 1 - CURRENT YEAR REVENUES Current Year Revenues Tax Revenues TIF DDA/CRA Interlocal CRA Project Funding Interest Income Brightline Ticket Sales Revenue Sponsorships Fees and Services Grants and Contributions Total Reimbursements Other Miscellaneous Income CityPlace Shuttle 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

404,300

446,500 98,000

524,000 85,000

130,000

404,300

544,500

609,000

130,000

220 0 0 0 437 105 0 0 178 8 0 33,842

2,018,844 (1,806,897) 3,795,780 413,938 2,211 362 0 13,657 28,445 26,008 0 33,842

1,988,883 (1,806,897) 3,795,780 413,938 100 257 0 13,656 28,000 0 0 123,205

34,790

4,526,190

4,556,922

101.5% 100.0% 100.0% 100.0% 2211.0% 140.9% 0.0% 100.0% 101.6% 0.0% 0.0% 27.5% 99.3%

2,018,844 (1,806,897) 2,290,980 230,938 2,211 362 0 13,657 28,445 26,008 0 33,842 2,838,390

No CPA provides any assurance on these financial statements.

West Palm Beach Downtown Development Authority Supplemental Schedules August 31, 2019 Gross Month

Year-to-Date

SCHEDULE 2 - BUSINESS DEVELOPMENT Property and Buss Incentives 0 Facade Improvements 0 Leasing/Brokers Meeting 0 Total Business Training and Support 0 Value Added Events 5,450 Retail Promotion 0 Business Partnerships 0 Grand Open/New Business 0

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

(356) 51,276 2,500 28,591 124,008 15,156 31,427 3,052

250,878 134,538 4,918 118,878 155,025 25,329 75,257 24,865

-0.1% 38.1% 50.8% 24.1% 80.0% 59.8% 41.8% 12.3%

51,276 2,500 28,591 124,008 15,156 31,427 3,052

5,450

255,654

789,688

32.4%

256,010

SCHEDULE 3 - PHYSICAL ENVIRONMENT Pressure Washing/Street Clean 22,653 Graffitti Maintenance 1,000 Landscape Maintenance 14,027 Studies and Surveys 0 Public Space Programs 0 Security and Policing 62,872 Holiday Lights 0 Trolley 59,967 Trolley Signs & Ped Wayfinder 0 Capital Projects/Alleys 0

339,290 11,000 177,763 0 1,420 430,842 80,027 567,524 1,680 24,347

568,115 26,711 261,078 20,631 70,000 820,260 140,000 655,048 218,697 198,973

59.7% 41.2% 68.1% 0.0% 2.0% 52.5% 57.2% 86.6% 0.8% 12.2%

339,290 11,000 177,763 0 1,420

1,633,893

2,979,513

54.8%

633,847

Total Business Development

Total Physical Environment

160,519

(356)

0

0

0

(356)

430,842 80,027 567,524 1,680 24,347

No CPA provides any assurance on these financial statements.

569,204

0

430,842

0

West Palm Beach Downtown Development Authority Supplemental Schedules August 31, 2019 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

SCHEDULE 4 - MARKETING/PR 0 0 14,019 6,391 7,703

0 5,160 92,324 161,796 177,353

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

0.0% 24.0% 60.9% 85.2% 58.4%

28,113

436,633

729,783

59.8%

0

SCHEDULE 5 - RESIDENTIAL SERVICES/QUALITY OF LIFE 0 56 Community Engagement 1,405 7,369 Residential Events/DNA Sponsor 12,986 27,702

1,000 30,000 115,000

5.6% 24.6% 24.1%

56 7,369 27,702

Total Res. Services/Quality of Life

146,000

24.1%

35,127

Survey

Marketing Postage PR/Marketing Advertising and Promotion

Community & Cultural Promotion Total Marketing/PR

Meetings

14,391

35,127

0 5,160 92,324 161,796 177,353

No CPA provides any assurance on these financial statements.

0

436,633

0

0

0

0

0

0

West Palm Beach Downtown Development Authority Supplemental Schedules August 31, 2019 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

Office Supplies

183 0 1,762 7

7,806 842 51,702 3,872

68,000 1,087 106,500 4,000

11.5% 77.5% 48.5% 96.8%

7,806 842 51,702 3,872

Total General Office

1,952

64,222

179,587

35.8%

64,222

Telephone Expense

500 0 632 189 11 350

5,500 8,121 3,268 1,323 169 8,081

6,000 16,791 10,000 4,000 407 20,000

91.7% 48.4% 32.7% 33.1% 41.5% 40.4%

5,500 8,121 3,268 1,323 169 8,081

Total Operations

1,682

26,462

57,198

46.3%

26,462

General Postage Equipment, Computers, Programs

SCHEDULE 7 - OPERATIONS Automobile Expense 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 August 31, 2019 Gross Month

Year-to-Date

SCHEDULE 8 - PROFESSIONAL SERVICES Accounting 2,000 Professional Service 0 Audit 0 Legal 840 Total Professional Services

2,840

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

20,000 12,251 22,875 12,340

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

83.3% 8.8% 62.6% 37.0%

20,000 12,251 22,875 12,340

67,466

233,868

28.8%

67,466

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 Lisa Gerard Mary Hurley Lane Cynthia Nalley Upendo Shabazz William Jacobson

FROM: Catherine Ast RE:

ITB Pedestrian Level Wayfinding

DATE: Tuesday, September 17, 2019 _________________________________________________________________________________________

In August, the Downtown Development Authority (DDA) released an Invitation to BID (ITB) for Pedestrian Level Wayfinding, released via Demandstar, the DDA website and advertised in the Palm Beach Post.

The scope of the ITB includes the fabrication, delivery and installation of 21 exterior metal sign frames, placed in key locations around the Downtown District. And the installation of sign prints to the face of the frame. A total of 15 sign frames will be two sided and 6 will be one sided. A prototype is currently at City Hall in the Courtyard.

Selection Committee Members who reviewed this Proposal are: • Brian Ruscher, Downtown Resident • Ana Maria Aponte, City of WPB Urban Planner • Sarah Blake, Northwood/Pleasant City Project Manager for the WPB CRA • Adam Rossmell, Project Manager for Burkhardt Construction • Jeff Halverson, Former City of WPB Project Manager We received one (1) qualified proposal, submitted by Don Bell Signs. A second proposal did not qualify due to the company not attending the Mandatory Pre-BID Meeting.

The Selection Committee will meet to review and discuss the proposal from Don Bell Signs.

Staff is requesting that the Board approve moving forward with contract negotiations with Don Bell Signs for the Pedestrian Level Wayfinding.

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

MEMO To:

DDA Board

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

From: Raphael Clemente, Executive Director RE:

Work Plan Draft Approval

Date:

September 17th, 2019

In preparation for the renewal of the DDA’s Interlocal Agreement with the City and CRA, staff a new plan to guide the organization’s work and budget for the 2019/2020 to 2024/2025 fiscal years. A draft of this document is attached, and staff will present an overview for discussion with the board.

Staff is seeking Board Approval of this plan to move forward with the Interlocal Agreement process. Please take time to review the attached document in preparation for the meeting.

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

Introduction Downtown West Palm Beach is the heart of the Palm Beach County region. With historical assets, culture, entertainment, and being the central place for community participation in civic activities, Downtown West Palm Beach holds a special meaning for its residents, business owners, citizens of West Palm Beach, and visitors to the area. A perfect blend of old and new, Downtown West Palm Beach provides a high quality of life that has attracted employers, investors, visitors, and residents for 125 years. Within the immediate area of Downtown West Palm Beach, there are the region’s most important civic and community places, art and history museums, dozens of public art installations, and over 100 historic structures. There are also nearly 1,500 hotel rooms, providing out of town visitors the opportunity to experience all that Downtown West Palm Beach has to offer.

Over the past three decades, Downtown West Palm Beach has experienced an amazing renaissance.

During this time, hundreds of millions of dollars of investment have poured into the area in the form of residential and commercial buildings, infrastructure improvements, public space enhancements, and public art. All of this has reinforced the significance of Downtown West Palm Beach, positioning it to continue its trajectory of growth and improvement.

Downtown West Palm Beach must continue to transform and adapt to the needs of changing stakeholders, economic conditions, and social trends. To be successful as the leading driver for the region, Downtown West Palm Beach will remain valuable, dynamic, diverse, and resilient. This plan describes the DDA’s strategies, programs, and projects designed to help guide Downtown West Palm Beach to achieve these goals over the next 5 years.

The goals of this plan are designed to improve local economic conditions, broaden the tax base, and enhance quality of life. Economic and community development does not occur overnight. It only happens as the result of a sustained effort over time and requires the cooperation and coordination of efforts from multiple organizations, City departments, and community stakeholders.

Data and Reports: Several reports and studies have provided the basis for elements of this plan. A review of the data contained in these various documents has revealed both opportunities and challenges for Downtown West Palm Beach and has provided a data-based foundation from which to form community and economic development strategies.

The State of the Downtown Report DDA Market Area and Community Surveys City of West Palm Beach Economic Development Plan Community Redevelopment Agency Strategic Finance Plan City of West Palm Beach Mobility Plan City of West Palm Beach Public Realm Action Plan

Most importantly, this plan recognizes the need to adapt to local and national market realities, neighborhood character, and community values. Only in this way will the DDA succeed in creating value for all stakeholder groups in the Downtown community.

The DDA’s 2020-2024 Work Plan defines the organization’s overall mission, scope, and plan for community enhancement programs and projects. The intense concentration of businesses, residents, visitors, and economic activity within the Downtown area necessitates an increased level of maintenance, security, promotion, and coordination. This is a comprehensive plan that represents the DDA’s efforts to deliver outcomes above and beyond standard municipal services provided by the City of West Palm Beach within the Downtown District.

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 2020-2024 Work Plan represents the continued evolution of the previous 5 years work and considers the changes that have occurred over that period.

The DDA Work Plan for FY 2020-2024 is divided into four areas of focus: •

Public Realm Maintenance: Attractive and appealing public spaces are the top priority for any urban district as they affect quality of life, business attraction and retention, property values, and marketability of the area. Programs in this area of the work plan will address public space maintenance and beautification through traditional means as well as trial programs and pilot projects.

•

Neighborhood Services: Programs in this area of the Work Plan are designed to ensure that Downtown is a great urban neighborhood – walkable, safe, vibrant and attractive. Advocacy, stewardship, and action on enhancing livability and quality of life are top priorities.

•

Business Development: Programs, including those that support existing businesses, are essential to sustaining and improving the vibrancy and economic vitality of the Downtown. A diverse mix of businesses also contributes to quality of life for residents of area.

•

Marketing and Public Relations: Strengthening and promoting the brand identity and image of the Downtown by using its amenities, history, location, businesses, and collection of arts and cultural offerings is essential to keeping the area competitive for investment, tourism growth, and consumer spending.

While no single program or project will reposition and redefine Downtown, the ongoing implementation of 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.

About the DDA Mission Statement: To promote and enhance a vibrant Downtown West Palm Beach for all.

The DDA is an independent special taxing district established 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, and to actively participate in the execution of those plans.

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, placemaking, public space maintenance programs, public art projects and programs, marketing, 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 mil (.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 mil 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 mil of ad valorem tax (if levied) 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 can maintain the tax rate of 1 mill through this agreement while ensuring the continuation of programs to improve the Downtown community for all stakeholders.

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 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 plan 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: Robert Sanders, DDA Chairman Rick Reikenis, DDA Vice- Chairman Upendo Shabazz Mary Hurley Lane Cynthia Nalley Lisa Gerard William Jacobson

DDA Staff: Raphael Clemente, Executive Director Teneka James-Feaman, Associate Director Shelly Williams, Director of Administration Catherine Ast, District Services Manager Tiffany Faublas, Marketing Director Sherryl Muriente, Manager of Urban Placemaking Michelle Barascout, Marketing Coordinator Samantha Murrell, Office Manager

Contract Services Due to the scope of the DDA’s work, additional partners and resources are required.

Key deliverables are provided through ongoing contracts: •

Public relations

•

Private security service provider/Security Ambassador Program

•

Downtown trolley system operator

•

Landscape maintenance

•

Pressure washing

•

Janitorial and public space maintenance

•

Holiday lighting and decorations

•

Legal services

•

Annual independent audit

•

IT Services

•

Accounting Services

Market Area Information The Downtown core comprises approximately 7/10 of a square mile and contains approximately 7,700 residential units, over 10,000,000 square feet of non-residential development, and nearly 1,500 hotel rooms. Included in the non-residential square footage is 1 million square feet of retail and restaurant space in two main clusters: 640,000 square feet in Rosemary Square and 737,000 square feet in the Clematis District. There are roughly 15,000 businesses or institutions in operation within the Downtown District.

The Trade Area analysis considers demand generated by three groups, as follows.

1. Residents – This represents approximately 128,000 people and is the group that can be relied upon to have the greatest consumer impact on Downtown West Palm Beach. Geographically they will favor Downtown over other locations due to distance and convenience.

2. Visitors and tourism – Over 8 million people per year, an average of or more than 15,000 visitors per day who do not work in the Downtown.

3. Local workforce – Approximately 30,000 people work in the trade area.

The Market 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 defined as being between three and five miles from the Downtown core.

This area includes zip code: 33406 c) The Tertiary Market includes areas five miles away from the Downtown core and beyond. This market includes Wellington, Delray Beach, Palm Beach Gardens, Jupiter, and Ft. Lauderdale. d) Additional target markets may be identified with input from the City of West Palm Beach, Discover the Palm Beaches, the Chamber of Commerce, and other industry groups.

Pedestrian activity Pedestrian traffic increases each year in Downtown West Palm Beach. To quantify this data, the electronic counters are used to measure pedestrian traffic in strategically selected locations. In the highest traffic areas, pedestrian trips average over 4,000 people per day in primary locations within the core area of Downtown.

In addition to the number of pedestrians in Downtown, qualitative analysis will be used to better understand how people are using public spaces within the District.

Municipal Parking Garage Usage Rates Annual counts of vehicles utilizing City Parking facilities in the Downtown are an important metric of visitation. This will include weekday and weekend usage, as well as usage during special events.

Plan Objectives PUBLIC REALM MAINTENACE Sidebar Callout: Maintenance of the public realm is directly connected to quality of life, economic development, and community pride. The cleanliness of streets and sidewalks, the condition of undeveloped parcels of land, and the maintenance of landscaped are important elements in shaping perceptions of a place.

Pressure Washing, Cleaning & Maintenance o

Conduct monthly maintenance surveys to address problem areas and conditions

o

Contract with service providers pressure washing

o

Expand the scope of services and areas serviced by the Downtown Clean Team (sidebar callout with image)

Signage and Pedestrian Wayfinding o

Coordinate signage for trolley system and pedestrian signage with City’s way-finding program

Landscape Maintenance o

Contract with service providers to beautify and enhance landscaped areas of the district with a focus on areas with high pedestrian traffic, gateways into downtown, or concentrations of business activity.

Graffiti Removal o

In coordination with the Police Department’s graffiti program, contract with service providers remove graffiti of all types from public areas and to the greatest extent possible, from areas visible from publics areas.

Capital Projects Sidebar callout: Prototyping low cost, simple public space interventions is an effective and efficient way to test concepts for public space improvements that lead to community enhancing projects or policy changes.

•

Work with various stakeholder groups to test new approaches to activating, programming, and maintaining public spaces through the use of prototyping and pilot projects.

•

Perform district-wide assessments of infrastructure, accessibility, public spaces and amenities

•

Improve lighting in deficient areas.

o

Coordinate with City to install new streetlights.

o

Conduct annual district-wide lighting survey

o

Fund additional camera locations to supplement additional security cameras in the district

NEIGHBORHOOD SERVICES Residential Programming Goal: Increase quality of life and wellbeing of residential community by engaging them through placemaking programs and projects.

• • • • • • • •

Conduct wellness programming that is free to the public in connection to residential public realm Create special projects and programs that are responsive to the needs of residents in Downtown WPB Increase opportunities to meet your neighbors through downtown activities Increase opportunities to volunteer in programs and projects in the public realm Complementary programs that respond to residential needs Conduct meetups with residential building managers to address communication strategies and have periodic engagement on needs/wants of community Conduct meetups at residential buildings to engage residents and inform them about what the DDA does for them Compile information through brainstorming sessions, surveys, or other engagement sessions to identify downtown residents’ needs

Community Engagement Goal: Inform, involve, and collaborate with local community on the improvement of the downtown’s quality of life.

•

•

Inform: o Expert lectures (Emergence) o Community-based presentations (Assemblage) o Interviews/Surveys on programming (Mailchimp) o Mapping of public space use per interventions (Gehl method/MotionLoft/etc) o Urban Placemaking webinars/lectures Involve: o Visioning brainstorm sessions o Digital engagement – story mapping

•

o Volunteer program for placemaking programs o Volunteer and training for public space measurement/analysis o Downtown Storytelling and periodic engagement on needs/wants of community Collaborate/Empower: o Identification of Community Champions – training and call to action o Stewardship guide for placemaking programs and physical projects o Community action incubator based on placemaking principles o Workshops for design/build of placemaking physical interventions o Operation and Management of Placemaking programs by community champions

Public Space Programs Goal: Increase use and add community focused programming to public spaces through placemaking programs and projects throughout the downtown area.

• • • • •

Create special projects and programs on privately-owned public space and/or vacant land to demonstrate temporary improvements to the public realm Create pop up programming in both private and public open space that enhances the overall quality of life of downtown Measure special projects and pop up projects through observational research and quantitative research Increase wellness and environmental programming in public spaces Increase creative placemaking and art-based programming with a focus on performance art and temporary/ephemeral art installations

Sidebar Callout: Intimate, welcoming public spaces support a wide range of activities. Small spaces provide opportunities to “seed” activity in areas where none previously existed. Activating small public spaces allows for planning from the perspective of the most important – and vulnerable - user of public space: the pedestrian.

Transportation o

Manage trolley system operations through contracted service provider

o

Actively participate in the identification, procurement, and management of mobility options in Downtown.

o

Continue investment and projects focused on improving the pedestrian experience thought-out the Downtown District, with a special focus on areas near residential buildings and hotels.

Security and Policing

o

Enhance the safety of the Downtown area 

Solicit feedback from 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, changing use patterns, and stakeholder input

•

Recommend customer service training programs for the Security Ambassador program to improve the customer service component of their presence.

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

Sidebar Callout: Finding solutions to the challenges of homelessness is the responsibility of the entire community. The DDA allocates funding and staff resources to provide the greatest possible impact for those in need and for community stakeholders who are peripherally affected by this national problem.

Homeless Outreach Street outreach engages people experiencing homelessness who would not typically seek out services to address their health and housing needs. Outreach “seeks to establish a personal connection that provides the spark for the journey back to a vital and dignified life.” Outreach is the fundamental link between people experiencing homelessness and available services and resources. Effective street outreach requires client engagement to occur outside of the traditional office setting, meeting clients where they are, and connecting them with services to meet their housing and healthcare needs.

BUSINESS DEVELOPMENT Sidebar callout: The DDA’s economic development efforts are in harmony with the City’s vision of West Palm Beach as a vibrant, world-class city with a diverse and thriving economy. The DDA’s programs align with the City’s stated economic development goals: 1.

2.

3.

4.

5.

Talent attraction A healthy business climate Supportive infrastructure Quality of place Innovation and entrepreneurship

Leasing/Brokers Meetings o Create marketing materials focused on downtown development available to area brokers, property managers and leasing agents o Market Downtown in targeted industry publications o Leverage partnerships with economic development partners o Schedule and conduct tours of the downtown district for investors and brokers.

Business Training and Support o Participate in downtown stakeholder association groups o Conduct annual stakeholder surveys o Distribute market information to businesses o Create “New Business Welcome Kit” with information on services and programs as well as contact information for key City departments. o Host educational programs to strengthen business competitiveness o Inform businesses of promotional marketing opportunities o Expand the number of value-added events targeting new customer growth Business Development Incentive Programs o Promote available incentive programs in the downtown district through industry specific publications o Maintain a data base of targeted redevelopment properties o Strategically utilize development incentive grants to qualifying businesses for façade and leasehold improvements o Identify and execute programs to activate vacant spaces Partnerships o

Identify and execute programs adaptive reuse of large vacant spaces

o

Research innovative programs to activate vacant spaces

o

Partner with arts organizations to produce art and cultural exhibitions in storefronts and other underutilized locations

o

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

MARKETING and PUBLIC RELATIONS Sidebar Callout: The brand identity of a place must consider its unique identity, character, and local priorities. Capturing and expressing local identity boosts pride, encourages community participation, and supports economic development initiatives.

Goal: Strengthen Downtown’s appeal as a tourism and entertainment destination Advertising o Compile a full inventory of special events taking place in and around DowntownWPB o Develop strategies for marketing DowntownWPB and its key attractions including the use of local and national media. o Market to targeted audiences to expand the reach and diversity of ad purchases o Utilize seasonal promotions in various media publications within the trade area and in select industry publications. o Track results via analytics and metrics through social and website using marketing platforms. o Place branded advertising in all marketing collateral including tourism and destinationbased, cultural hospitality, and lifestyle publications Public Relations o Coordinate with PR firm to brand DowntownWPB as unique, friendly, safe and innovative district. o Distribute regular press releases about Downtown including new businesses, events, cultural opportunities and accomplishments. o Update Crisis Management Manual annually with appropriate City departments.

Retail Promotions o Utilize owned media to promote special opportunities and activities.

Produce collateral materials focused on leveraging promotions to drive consumer visitation to the district.

Community and Cultural Promotions Strategy: Increase Awareness of Downtown as a tourism destination for arts, culture, and entertainment o Explore opportunities for non-profits, arts organizations and special event organizers to collaborate and combine efforts to maintain consistent activation in Downtown o Create and promote tours that highlight West Palm Beach’s history and culture o Continued integration of arts into public spaces. o Further promotion of the arts and increase in arts-related events and activities o Coordinate with tourism industry partners to promote the entire district to the tourism market. o Leverage partnerships with hoteliers and attractions to increase awareness of Downtown as a tourism destination. o Produce promotional materials and distribute to appropriate tourism focused outlets. o Develop a series of educational opportunities specifically for industry professionals such as concierge services, property managers, hospitality and retail businesses Value Added Events Strategy: Identify creative and unique events that showcase the District’s qualities and attributes.

o Partner with industry organizations or downtown stakeholders to produce events designed to market and promote the unique attributes of the district

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. Quantification of deliverables and impacts of programs and projects 3. Tracking media placements and quantification of value 4. Establishing business revenue benchmarks and tracking them over time 5. Community and market area perception survey results 6. Vacancy rates

MEMO To:

DDA Board

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

From: Shelly Williams, Director of Administration RE:

Resolution No. 5-2019 Budget Amendment

Date:

September 17th, 2019

In November of 2018, CityPlace and the West Palm Beach CRA executed Resolution 18-55 which terminated the agreement for CityPlace to pass through funding to the DDA for Trolley services.

In August the DDA received $33,842.31 from the West Palm Beach CRA representing funds collected from CityPlace.

Resolution No. 5-2019 will amend the Fiscal Year 18-19 budget to reduce the CityPlace funding from $123,205 to the received funding of $33,842.31. Additionally, those funds will be transferred from DDA funding allocation to CRA funding for Trolley services.

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

RESOLUTION NO. 5-2019 A RESOLUTION OF THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY AMENDING THE ADOPTED 2018/2019 FISCAL YEAR BUDGET; PROVIDING AN EFFECTIVE DATE AND FOR OTHER PURPOSES. WHEREAS, the West Palm Beach Downtown Development Authority adopted its Final 2018/2019 Fiscal Year Budget on September 24, 2018 by Resolution No. 12-2018; and WHEREAS, the Downtown Development Authority amended its adopted budget to adjust the final carry forward amount from the 2017/2018 Fiscal Year DDA Budget and to allocate those funds for specific purposes as outlined in Exhibit A Amended Budget from April 16, 2019; and WHEREAS, the Downtown Development Authority amended its adopted budget to add funding of $28,000 from the City of West Palm Beach Interlocal Agreement for the 12x12 Pop Up Retail program and relocate the remaining $48,276 in funding to 6230-1 for Business Training and Support – 12x12; $13,656 in revenue from the Pairings Food and Wine Event to refund 6235 Value Added Events; $257 from Brightline Ticket Sales allocated to 6330 Business Partnerships and $130 from Bank of America Business Card Services cash back incentive of $130 allocated to 7900 Reserves as shown in the attached Exhibit A Amended Budget from July 16, 2019.

WHEREAS, the Downtown Development Authority desires to further amend its adopted budget to reduce revenues from CityPlace Shuttle within DDA funding by $89,363 and expenditures within DDA funding by $89,363 with reallocated DDA Reserves to make up the shortfall. Funding of $33,842 will be reallocated to the DDA Transportation line (7500) while the CRA Transportation line (7500) will be reduce by $33,842 and the same amount will be moved to CRA Reserves (7900). Finally, an interfund transfer of $33,842 will be reallocated from the DDA Transportation line (7500) to the CRA Transportation line (7500).

NOW, THEREFORE, BE IT RESOLVED BY THE WEST PALM BEACH DOWNTOWN DEVELOPMENT AUTHORITY THAT: Section 1: The recitals set forth above are true and correct and are incorporated herein and are a part hereof by this reference.

Section 2: This Resolution amending the adopted 2018/2019 Fiscal Year Budget shall be attached to and made a part of said budget.

Section 3: This Resolution shall take effect immediately upon adoption.

PASSED AND ADOPTED THIS 17th day of September 2019.

DOWNTOWN DEVELOPMENT AUTHORITY ________________________________________ Robert Sanders, Esq., 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 17th day of September, 2019. ___________________________________ RAPHAEL CLEMENTE EXECUTIVE DIRECTOR

West Palm Beach Downtown Development Authority FY 2018/2019 Amended Budget September 17, 2019 Exhibit A 2018-2019 DDA $ 1,988,883

AMENDMENT #3 4010

Tax Revenues

4020

TIF

4030

DDA/CRA Interlocal Agreement

4032

DDA/City Interlocal Agreement

2018-2019 CRA

CRA/City Project Fund

CRA Carry Forward

DDA Carry Forward

0

0

0

0

0

0

0

0

(1,806,897)

0

3,795,780

0

0

0

3,795,780

0

0

0

0

0

0

(1,806,897)

$

Grand Total 1,988,883

4035

CRA Project Funding

0

0

413,938

0

0

413,938

4040

Marketing/Sponsors/Dues

0

0

0

0

0

0

4046

Reimbursements - Physical Environment

0

0

0

0

0

0

4047

Reimbursements - Business Devlopment

0

0

0

0

0

0

4048

Reimbursements - Marketing & PR

4050

Interest - First Bank

4060 4070

0

0

0

0

0

0

100

0

0

0

0

100

CityPlace Shuttle

33,842

0

0

0

0

33,842

Grants

28,000

0

0

0

0

28,000

4071

Fees/Services

13,656

0

0

0

0

13,656

4072

Sponsorships

0

0

0

0

0

0

4080

Brighline Ticket Sales Revenue

257

4095

Other Miscellaneous Income

130

0

0

0

0

130

0

0

0

1,583,171

572,989

2,156,160

Carryforwards Total Revenue

$

257,971

$

2018-2019 DDA

3,795,780 2018-2019 CRA

$

413,938

$

CRA/City Project Fund

1,583,171

$

CRA Carry Forward

572,989

$

DDA Carry Forward

6,623,849 Grand Total

Business Development 6320

Property & Business Incentives

0

130,000

0

120,878

0

250,878

6240

Faรงade Improvement Programs

0

70,000

0

64,538

0

134,538

6195

Leasing/Brokers Meetings

0

4,000

0

918

0

4,918

6230

Business Training and Support

0

30,000

0

12,602

0

42,602

48,276

76,276

13,656

110,000

0

21,892

9,477

155,025

6230-01 Business Training and Support-12x12 6235

28,000

Value Added Events

6190

Retail Promotions

0

22,000

0

3,329

0

25,329

6140

Grand Openings/New Business Training

0

6,000

0

18,865

0

24,865

6330

Business Partnerships

75,000 447,000

0 0

Totals

257 41,913

$

$

243,023

$

0 57,753

$

75,257 789,689

West Palm Beach Downtown Development Authority FY 2018/2019 Amended Budget September 17, 2019 Exhibit A

6236 6280 6270 6241 7605 7600 6220 7500 6245 6290

6170 6121 6122 6120 6210

2018-2019 DDA

Physical Environment Pressure Washing/Street Cleaning & Maintenance Graffitti Removal Landscape Maintenance Studies and Surveys Public Space Programs Security and Policing Holiday Lights/Promotions Transportation Signage and Pedestrial Wayfinding Capital Projects Totals

0 0 0 0 0 0 0 33,842 0 0 33,842

0 0 0 0 0 0

Totals

6370 6375 6372

6010 6040 6030 6050

General Office General Office Equipment, Computers & Programs General Postage Office Supplies Totals

$

2018-2019 DDA

Marketing /Public Relations Survey Marketing Postage PR/Marketing Advertising Community and Cultural Promotions

Residential Quality of Life Meetings Community Engagement Residential Services/ DNA Sponsor Totals

$

2018-2019 DDA $ 1,000 0 30,000 $ 31,000

$

$

0 0 0 0 2018-2019

CRA/City Project Fund $ 84,438 0 81,500 0 10,000 85,000 40,000 0 15,000 0 $ 315,938

2018-2019 CRA 13,000 8,500 135,000 190,000 100,000 446,500

CRA/City Project Fund

$

2018-2019 CRA

$

2018-2019 DDA $

2018-2019 CRA 316,000 25,000 140,000 0 60,000 524,000 100,000 370,458 0 0 1,535,458

$

$

0 13,000 0 0 85,000 98,000

CRA/City Project Fund

0 30,000 0 30,000 2018-2019 CRA 50,000 98,000 937 0 148,937 2018-2019

0 0 0 $0 CRA/City Project Fund $

0 0 0 0 CRA/City

CRA Carry Forward 167,677 1,711 39,578 20,631 0 211,261 250,748 203,697 198,973 1,094,275

DDA Carry Forward 0 $ 0 0 0 0 0 0 0 0 0 0 $

Grand TOTAL 568,115 26,711 261,078 20,631 70,000 820,261 140,000 655,048 218,697 198,973 2,979,513

CRA Carry Forward 49,953 0 16,630 0 46,484 $ 113,066

DDA Carry Forward 0 $ 0 0 0 72,216 $ 72,216 $

Grand TOTAL 62,953 21,500 151,630 190,000 303,700 729,782

CRA Carry Forward 0 0 0 $0

DDA Carry Forward 0 $ 0 85,000 $85,000 $

Grand TOTAL 1,000 30,000 115,000 146,000

CRA Carry Forward $ 15,000 8,500 150 0 23,650

DDA Carry Forward $ 3,000 $ 0 0 4,000 7,000 $

Grand TOTAL 68,000 106,500 1,087 4,000 179,587

$

CRA

DDA

Grand

West Palm Beach Downtown Development Authority FY 2018/2019 Amended Budget September 17, 2019 Exhibit A 6410 6420 6430 6440 6450 6460

6540 6510 6520 6530

Operations Auto Dues Hospitality Board Meetings/Retreat/Training Publications Telephone Totals

Professional Services Professional Services Accounting Audit Legal Totals

$

$

DDA 6,000 16,791 7,000 3,000 0 0 32,791

CRA

$

$

2018-2019 DDA 7000 7100 7200 7300 7700 7800 7900

Personnel Insurance Rent Tax Collection Marketing Programs, Equipment & Web Travel & Training Reserves Totals Total Expenses

$

$

0 65,000 2,295 0 0 130 67,425 257,971

Carry Forward 0 0 0 0 107 20,000 20,107

Carry Forward 0 $ 0 3,000 1,000 300 0 4,300 $

TOTAL 6,000 16,791 10,000 4,000 407 20,000 57,198

0 0 0 0 0

CRA Carry Forward 25,000 0 11,550 0 36,550

DDA Carry Forward 0 $ 0 0 6,318 6,318 $

Grand TOTAL 140,000 24,000 36,550 33,318 233,868

0 0 0 0 0 0 0 413,938

CRA Carry Forward 0 37,353 0 0 5,000 10,147 0 52,500 1,583,171

DDA Carry Forward 129,500 0 29,000 12,705 0 0 169,197 $ 340,402 $ 572,989

Grand TOTAL 829,500 52,353 159,000 15,000 105,000 35,147 312,212 1,508,212 6,623,849

0

2018-2019 DDA 0 24,000 0 27,000 51,000

0 0 0 0 0 0 0

Project Fund 0 0 0 0 0

$

2018-2019 CRA 115,000 0 25,000 0 140,000

CRA/City Project Fund

2018-2019 CRA 700,000 15,000 65,000 0 100,000 25,000 142,885 1,047,885 3,795,780

CRA/City Project Fund

WEST PALM BEACH DDA BUDGET TRANSFER/AMENDEMENT FY 19 Budget Amendment #3 DDA CLASS

ACCT NO.

DDA BUDGET BEFORE TRANSFER

TRANSFER AMENDMENT

DDA BUDGET AFTER TRANSFER

DDA

CRA

REVENUES CityPlace Shuttle

DDA

4060

Net increase/decrease

EXPENDITURES Reserves

Net increase/decrease

DDA

7900

123,205

(89,363)

33,842 0 0 0 33,842

(89,363) 0 0 0 (89,363)

0

123,205

(89,363)

292,402

(89,363)

203,039 0 0 0

(89,363) 0 0 0

0 0 0 0

292,402

(89,363)

203,039

(89,363)

0

0

WEST PALM BEACH DDA BUDGET TRANSFER/AMENDEMENT FY 19 Budget Transfer #3 DDA CLASS

ACCT NO.

DDA BUDGET BEFORE TRANSFER

TRANSFER AMENDMENT

DDA BUDGET AFTER TRANSFER

DDA

CRA

REVENUES

Net increase/decrease

EXPENDITURES Transportation Transportation Reserves Reserves Net increase/decrease

0

DDA CRA DDA CRA

7500 7500 7900 7900

0 655,048 203,039 109,043 967,130

0

33,842 (33,842) (33,842) 33,842 0 0

0 0

0 0

0 0

0

0

0

33,842 621,206 169,197 142,885 967,130

33,842 0 (33,842) 0 0 0

0 (33,842) 0 33,842 0 0