The Roads Not Taken

Neal Peirce

Neal Peirce died over the holidays and we shouldn’t let his passing go without a look back at his life and his influence.

Mr. Peirce was a journalist and researcher who studied cities, regions and states—not exactly a sexy beat but an important one because communities change or stagnate on the local level far from the gaze of Cable TV pundits and national media.

As a result, if you were a policymaker in the 80s, 90s and 2000s with a burning desire to make your time in  office count, you were most likely aware of Mr. Peirce and influenced by his work.

As an elected official in Delray Beach from 2000-07, I read every word he wrote, subscribed to his column and poured over his reports seeking ideas, insights and wisdom.

He was a hero of mine. And he inspired many other mayors I go to know through the U.S. Conference of Mayors and Florida League of Cities.

In addition to a syndicated column, Mr. Peirce was a partner in a firm called Citistates.

Cities, states and regions would hire the firm to study their communities and make recommendations on how to solve problems or take advantage of opportunities, some of them hidden.

About 20 years ago, business, non-profit and civic leaders in South Florida engaged Citistates in a unique effort that also included major regional newspapers which agreed to publish Mr. Peirce’s “think” pieces so that stakeholders could be educated on some of the opportunities and challenges we faced.

When Mr. Peirce passed during the holidays, I went back and read a few of the old newspaper columns including a wonderful piece on U.S. 1 that included recommendations to turn the auto-oriented highway into more of a neighborhood.

Peirce envisioned U.S. 1 becoming a new “Main Street” linking South Florida from the Treasure Coast to South Dade. He recommended that the Florida Department of Transportation reclassify U.S. 1 as a “local access road”, not a thoroughfare for moving traffic as a rapidly as possible.

“High speed traffic is the job of I-95 and other such arterials,” he wrote.

And he was right.

Delray took that advice and I was a policymaker at the time the decision was made to narrow Federal Highway. It was not an easy or obvious decision and the opposition to the plan was formidable—as were the proponents who wanted to make the road safer (there was a high incidence of accidents) and more picturesque. They argued that it made no sense to have a high speed freeway bisecting a pedestrian oriented downtown. We studied the issue for a year, studying speeds, looking at accident history and traffic volume before ultimately deciding to proceed with the project.

In my mind, it turned U.S. 1 in Delray from a highway into a neighborhood and gave the area a host of economic and placemaking opportunities.

Reading Mr. Peirce’s column on U.S. 1 I have no doubt that his thinking had an effect.

Peirce and his partner Curtis Johnson published a series of articles in 2000 in local newspapers on topics ranging from sustainability and traffic to New Urbanism and the difficulties of getting things done in a sprawling region with a vast variety of governments and players to navigate.

If you want to check out the articles that ran in the Sun-Sentinel and Miami Herald here’s a link. https://www.floridacdc.org/roundtable/index.html

If you read the pieces, you are struck by their continuing relevance and also by what wasn’t done.

Twenty years have gone by and we still haven’t addressed sprawl, environmental issues and affordable housing.

With Mr. Peirce’s passing, I can’t think of another journalist covering the urban beat that measures up. Governing Magazine had the great Otis White some years back and he did two major pieces on Delray Beach but he left the magazine and now that wonderful publication is going away too.

The newspapers that partnered with key non-profits to produce the Citistates project are a shell of their former selves. As a result, we no longer have a regional or community water cooler; a place to share ideas and create momentum for positive change.

Back in 2000, New Urbanism seemed like a logical solution to traffic, sprawl and environmental degradation and a chance to return some charm to what can be a cookie cutter landscape of bland design.

But in 2020, we see the same tired arguments against New Urban style development despite growing traffic and a lack of affordable housing and walkability. I cringe when I get vapid campaign emails from candidates decrying density in one sentence and vowing to save the environment in the next breath. Folks, sprawl like development is not good for the environment. It creates traffic, uses more water and will never create the amount of housing we need to help teachers, police officers and firefighters be able to live in our communities.

All of this may sound like the work of people like Neal Peirce doesn’t matter. That’s not what I believe.

I think crusading journalists and thinkers like Neil Peirce make a difference.

In 2000, Peirce wrote passionately about highway gridlock and the dangers of sprawl. If only we had listened and acted as a region, but I would argue Delray did listen and did act and that we need to continue with smart growth and community engagement practices.

Mr. Peirce had a prescription to address sprawl: utilize planning and community engagement to design a better future. He called for “mega charrettes” to bring the community to the table.

“Consider the 1.8-million-by-2020-population projection (I think he meant additional residents moving in not total population) and debate honestly, openly where the new growth ought to go. Even if a consensus wasn’t reached — and it might not be — the true, region wide issues would be a lot clearer.

 

How can the emerging technologies, starting with neighborhood planning programs, be made available to ordinary citizens, businesses, people interested in new development possibilities and futures? One solution: walk-in urban design centers in West Palm Beach, Fort Lauderdale and Miami, designed to marry the worlds of professional design and grassroots activism.

 

Ideally, architecture or planning departments from local universities would run these centers. Information on the whole gamut of planning challenges — from single transit stops or suburban neighborhood centers to growth corridors, waterfronts and affordable housing — would be available.

 

Such centers are already open and operating in such varied places as Chattanooga, Birmingham, Little Rock and Portland, Ore., with very favorable reports on their performance. For democratized development in South Florida, they might represent a dramatic breakthrough.”

Alas, it didn’t happen. But it’s not too late. Or is it?

 

 

A Peak Into Our Crystal Ball

Casey Stengel said never make predictions, especially about the future. Sorry, Casey.

Can you believe it’s 2020?

Didn’t it seem like only yesterday when we were sweating Y2K?

Well not only did our computers survive the millennium, they have become ever more ingrained in our lives.

The beginning of a decade is a good time to dream and to take out our imaginary crystal ball.

So here are some predictions and prognostications for the 20s…

Boca Raton:
Boca Raton will continue to flourish driven by the power of FAU and Lynn universities, the growth of the Boca Raton Innovation Campus, the successful execution of the Brightline deal and a refresh of Mizner Park with several new tenants.

Fueled by new investment, the Boca Raton Resort and Club will solidify its place as one of the world’s premier resorts hosting important conferences and attracting titans of industry who will fly into an ever busier  Boca Airport.

Boca’s decade will be marked by its strengths in health care, education and technology. It will become known not only for excellent health care, but also for medical research and education.

It’s “A” rated public schools, excellent parks system, great hospital and corporate base will continue to fuel the city’s growth and success.

Yes, we are very bullish on Boca.

Headwinds: traffic and affordability. Nothing new there. But big challenges nonetheless.
Opportunities: leveraging Brightline and bringing a pedestrian orientation to the downtown. Not easy but worth a try.
Stretch prediction: By 2030 FAU will play in a major bowl game and go deep in the NCAA basketball tournament.

Delray Beach: 

Delray can achieve whatever it wants to—or it can squander the decade. Sounds harsh…maybe. Still, history has taught us that this city works best when it has a North Star and goes after it. But only when it engages the community. There has been no large scale effort to do so since the Downtown Master Plan in the early 2000s. We are long overdue and deeply in need of a unifying vision.

Delray will squander the decade if the focus remains on petty politics and settling personal vendettas and if the grass tops ignore the grassroots.

Opportunities:
Getting something going on North Federal Highway.
Getting something going on Congress Avenue.
Attract private investment to West Atlantic East of 95.
Fix City Hall.
Empower city staff.
Build on the city’s many strengths-vibrancy, a strong brand, events, culture and restaurants.

Fix an aging infrastructure while interest rates are historically low.

Engage citizens.

Build on the city’s tennis heritage to create economic opportunities.

Headwinds and land mines:
There is a pressing need to focus on Delray’s public schools.
The city needs to ramp up economic development which is virtually non-existent.

There is a need to raise the level of discourse on important issues ranging from development and investment to how downtown can survive rising rents and the changing retail environment.

Stretch prediction:
Delray’s culinary scene will get national attention. We have some exceptional culinary talents in the city.
But we need to diversify and add some strong ethnic offerings.
Regardless, the future is not yet written. So if you don’t like what you see, or if you want to see something happen, get involved.

 

The Art & Importance Of Stories

Stories are leadership tools and build community.

“Everyone tells a story about themselves inside their own head. Always. All the time. That story makes you what you are. We build ourselves out of that story.”–Patrick Rothfuss, author

“Stories have to be told or they die, and when they die, we can’t remember who we are or why we’re here.” — Sue Monk Kidd, author

“Stories constitute the single most powerful weapon in a leader’s arsenal.”–Dr. Howard Gardner, professor Harvard University.

 

I really like those three quotes about storytelling.

I think there is a lot of truth in all three.

The story inside our heads does have a lot to do with our identity. I think the same goes for cities. The stories cities tell about themselves create an identity and paint a portrait of that community in our minds.

For example:

Dayton Strong and Boston Strong.

Hershey, PA the “sweetest place on earth.”

And maybe my favorite: Cleveland Rocks which is sure better than ‘the mistake by the lake.’

What stories do we tell about our communities?

Do we tell good stories about Delray Beach and Boca Raton?

It’s important to know those stories because they define us and we do “build ourselves” out of the stories we tell.

As for Sue Monk Kidd’s quote—well it’s very true. And it’s one of the reasons I write this blog which is a small (very small) effort to keep some of the old stories alive. I figure if you live here and really care, you ought to know about some of the special people and events that brought us to the present day.

Newspapers used to fulfill this important mission and our newspaper (Delray Newspaper and Boca Newspaper)  does yeoman’s work with limited resources. But the community water cooler is long gone or maybe it has moved to social media; which can be a very challenging place to try and find the truth. It can however, be a great source of misinformation, half-truths, conspiracy theories and vitriol.

But I use it anyway—to stay in touch with old friends and distant relatives. Oh and to post innumerable photos of my pets and view others pets. I think that’s what Facebook is best for.

But I digress.

This post is about storytelling and the importance of storytelling if you are leader. (See the third quote by Howard Gardner).

There’s a new book out by Paul Smith, a former Procter & Gamble executive, about the 10 types of stories leaders tell and how important they are.

While Smith focuses on business, his list translates to community work.

For reference, here they are:

ONE: Where we came from (our founding story) – Nobody ever quit their job and started a company for a boring reason. Find that reason for your company’s founder and tell that story. It will infect everyone with the same sense of purpose and passion. Same goes for our communities and the key initiatives and projects that make our cities different and distinct. Knowing where you come from is critical.

 

TWO: Why we can’t stay here (a case-for-change story) – Human beings are creatures of habit. Change is an unwelcome visitor. This story provides the rationale for why change is needed and a real human reason to care. Good civic leaders frame the important issues facing their cities and make the case for change.

 

THREE: Where we’re going (a vision story) – A vision is a picture of the future so compelling, people want to go there with you. And the best way to paint that picture is with a story about what that future will look like when you achieve it.

 

FOUR: How we’re going to get there (a strategy story) – Strategy is how you’ll get from where you are now to where you want to be. In other words, strategy is a journey. And what better way to describe a journey than a story? Think about our local journey, how we went from Dull Ray to the most fun city in America is an interesting strategy story.

 

FIVE: What we believe (a corporate-values story) – Values are only words on a piece of paper until they’re tested. This is a story of one of those awkward or uncomfortable moments when one of your company values was put to the test. Cities have values too. What do we stand for? What do we want to be? What do we value?

 

SIX: Who we serve (a customer story) – There’s no substitute for getting out of the office and meeting your customer face-to-face. A great mantra for those in public service. Citizens, businesses and other stakeholders are a city’s customers. City officials need to be visible, accessible and transparent.

 

SEVEN: What we do for our customers (a sales story) – A story about what you did for one of your customers that’s so impressive other people will want to buy what you’re selling as well.

What;s our unique value proposition as a community? If you move here, how will you feel? What will happen? What will you experience?

 

EIGHT: How we’re different from our competitors (a marketing story) – You probably have a list of reasons why your product or service is better than your competition. Well, guess what? Nobody remembers your list. But they will remember the story you tell them that shows them those differences as they play out in a story. A great economic development philosophy. What makes Boca and Delray different than West Palm, Fort Lauderdale, Pompano and Lake Worth Beach?

 

 

NINE: Why I lead the way I do (a leadership-philosophy story) – No series of buzzwords on a piece of paper could ever articulate the subtle, human, and complex nature of your personal leadership philosophy. If you want people to understand how to expect you to lead, you need to tell them a story about what shaped the leader you’ve become.

 

TEN: Why you should want to work here (a recruiting story) – Every company claims they offer competitive pay and benefits, challenging work, and great advancement opportunities. If you really want to attract the best talent, you need real stories about why it’s so awesome to work there.

Good advice for Delray’s next City Manager.

 

 

Wanted: A Great Manager Who Can Lead

“Managers watch over our numbers, our time and our results. Leaders watch over us.” Simon Sinek

 

Delray Beach finds itself in the market for a city manager these days.

Again.

They may not have to look too far, as City Commissioner Ryan Boylston has suggested lifting the “acting” tag in front of Neal DeJesus’ name and giving him the permanent position.

We may see where that idea goes this week. Stay tuned.

But this blog isn’t about that idea and it’s not about the continuing instability at City Hall although that should concern everyone who cares about Delray Beach. Instability is costly; in many many ways.

But rather than dig into that subject, this post is about what we should be looking for in our next City Manager. Get that piece right and a lot of other pieces fall into place.

First, let’s just outline some givens: having a stand out city manager in a council manager system is critical.

The CM is the government equivalent of a CEO and sets the tone for the entire organization.

A good CM can attract and motivate talented people. And once you get the people equation right anything is possible.

I think the next city manager will need to succeed in three distinct worlds: the political, the external and the internal.

Let’s look at all three:

Ideally, you want an apolitical City Manager who will leave the policy making to the elected officials, as the charter mandates. The job is to implement commission policy, goals and community visions and to do so efficiently and cost effectively.

While this may seem basic, in the real world it can be complicated. Delray is a complicated city and the job of City Manager is a hard one.

While policy makers are responsible for coming up with coherent and innovative policy and goals, the manager does have a role as a coordinator of that policy and to encourage the development of goals and visions.

A neighboring community’s city manager once told me this.

“Look at me as your driver. You tell me where you want to go and give me the resources to get there. If I don’t think I have enough gas, I will tell you before we embark on the trip. Once you give me the destination, hop in the back.  My job is to get you there, on time and within budget. If I crash, run out of gas, drive erratically and get tickets along the way get a new driver. But please let me drive.”

I thought that was a pretty good explanation.

To navigate effectively in the political arena, it’s incumbent on the manager to develop relationships with all elected officials while also understanding the myriad of constituencies in Delray: business community, neighborhoods etc.

City Managers who play favorites, don’t communicate equality with all of their bosses and spend too much time with politicos and gadflies are at risk and won’t survive.

The best defense against politics is performance. Do the job. Do it well and stay in your lane. That’s good advice for both elected officials and senior staff.

As for the external, I think good city managers are accessible (with limits because if you scratch every itch the big stuff doesn’t get done), responsive to citizens and have an ability to build and empower a good team that will make him or her look good.

We leaves us with the internal world.

A great city manager will have both formidable managerial skills and solid leadership credentials. They will be able to hire well, develop talent once they are on board and motivate and inspire. They are team builders who understand the importance of accountability but who score well in the areas of communication and emotional intelligence.

It’s a tough, tough job and this isn’t the easiest town in which to succeed as we have seen. But it’s important that we get someone who can succeed. It’s important that we find and support someone who can be a great CEO.

Of course, nobody has all the skills necessary to succeed. But the great ones know what they don’t know and surround themselves with a capable team.

It’s difficult but it can be done.

Culture & Vision

Vision and culture move the needle…

 

If you boil it down, Mayors and City Commissioners are responsible for two big things and a lot of little things.
This blog will focus on the two big things.
They are:
Vision and culture.

Those words deserve to be bold because it all flows from those two words.
Everything else—budgets, development, bidding, contracts— suffers if you don’t have a vision and you don’t have a positive culture.

A community’s vision should drive its budget. After all, how do you know where to make investments if you don’t have a vision for your city?

How do you shape development if you don’t know where you want to take your city?

I happen to believe that the best visions are citizen driven, created by a large cross section of stakeholders and implemented by elected officials and city staff.
But it’s the elected officials responsibility to see to it that there is a vision and that the vision is being followed. In other words, elected officials are stewards of their community’s dreams and aspirations.

Frankly, I don’t know how you lead without a vision.

Goals and visions drive everything—where you spend money, what projects you approve, where you allocate time and resources. Having a compelling vision is the best economic development tool imaginable. If you’re serious about making it happen the private investment you need to transform your community will come. Yes it will. You just have to believe and relentlessly focus and implement a compelling vision. (Execution is a key; visions left to gather dust on a shelf are to be avoided at all costs).

As for culture, in this case I don’t mean arts and music (which are also important) I’m referring to the atmosphere in your city.

Culture is the air that we breathe—is it positive, enthusiastic, hopeful, crackling with energy and enthusiasm? Or is it negative, nasty, toxic, untrusting and treacherous?

Is the mood in your city exciting or is it negative or milquetoast? Because while milquetoast may be better than nasty it’s still not good and it’s not going to move the needle in your community.

So when we look at our local leaders, or our state and national leaders for that matter, we ought not settle. We should not compromise. It’s too damn important.

Enlightened leaders change places.

They create opportunities, they change neighborhoods for the better, fix problems, heal rifts, seize the day and meet challenges. We need them.

But we play a role too.
We need to set a high bar.

We need to participate.

We need to vote, state our opinions, talk to our neighbors and help to shape the vision. We also need to hold elected leaders accountable.
We need to insist that they work toward creating and standing for a good culture and a kind community. Nothing else works.

Lessons Learned

ULI is a global non-profit.

I’m a huge fan of the Urban Land Institute.

ULI is a global organization that promotes responsible development and the organization is often called on to provide expert advice on how to build great communities.

I’ve worked with the organization on a few special projects over the years including public leadership seminars and an in-depth dive into the future of Winter Park, Florida.

Recently, I had the pleasure of working with a talented panel seeking to help Tamarac, in West Broward County make sense of their potential.

It was a great experience and I got to meet some terrific elected officials and very dedicated staff. The ULI panel also consisted of some really smart people including economic development professionals, a real estate broker for a large firm, a cutting edge developer and a very talented urban designer from Miami. I thought I’d share a small portion of my session on public leadership.

 

Ten Lessons Learned

 (Some the hard way, but most by watching other leaders and learning from talented mayors).

  1. Focus on the Big Rocks (Don’t Major in the Minor)

Being an elected official is like drinking from a fire hose… you will get lost in the weeds if you’re not careful. Successful elected officials learn to lead and leave the management to staff. They also focus on large meaningful goals—“the big rocks.”

 

2. Trust But Verify

(Trust movement but outcomes are more important than words)

 

Even if you focus on the big picture, you will be blamed for the potholes. So empower staff to do their jobs but also hold them accountable for getting things done—both large and small. Outcomes are what you will be judged on. Process is important, but sometimes you can have process without outcomes. Make sure that doesn’t happen. You have to deliver. Have a sense of urgency.

 

3. Have a Vision-

The “Grassroots” (your constituents) depend on the “Grass Tops” (elected officials and senior staff) to get things done.

The most successful cities have a vision for what they want to be and how they’ll get there.

The best cities are aspirational, so dare to dream but also understand who you are as a community.

Visions Should Be Community Based—coming from the Grassroots.

Community Visions Should Be Sacred– Elected officials (Grass tops) are Stewards and have a responsibility to deliver.

Visions allow you to say no to projects that don’t fit and to say yes to projects that fit the vision.

 

4. Find Shared Goals

 The most successful councils/commission’s have shared goals.

Not having shared goals leads to:

Dysfunction

Staff Confusion

Inaction—whose ideas, projects should we pursue?

Creates Winners and Losers

End result—it’s hard to make sustained progress.

Once the other side gets in or the players change, policies, directions and progress are often reversed. One step up, two steps back syndrome.

 

5. Celebrate Success

(Blame is a given in public life, might as well celebrate when you succeed)

Let the community know when you fulfill a promise or achieve a goal.

It’s important to celebrate—it builds civic pride and confidence in City Hall. You need to build a reservoir of good will to take advantage of opportunities and to weather setbacks.

 

6. The Loudest Voices Aren’t Necessarily Representative of the Community

 

Be wary of people who claim to speak for “everyone”

Our jobs as elected officials is to leave the city better than we found it. Sometimes that means making tough decisions that may not always be popular at the time we are asked to vote.  But if  your votes are tied to a community vision or goals, you will survive and thrive.

 

7. Mayors and Commissioners are the architects of their city

 

We are responsible for holding developers to high standards…but we are also responsible for making sure there is “rule of law” and a predictable process. If we allow our cities to become nightmares, we will chase away investment and or attract the wrong investors. Mayors and commissioners set the tone for their cities. Are we nice? Are we civil? Are we professional? Or are we mean and petty? Mean and petty is a recipe for failure.

 

8. The Best Economic Development is a Clear Vision and Predictable Process

 

If you can develop a compelling vision for your city, it will serve as a great sales and marketing tool for your town. If you can get investors through your process without it becoming a clown show or worse you will see progress. It’s that simple. The best incentives are a compelling vision and a predictable process with high standards.

 

9. Once Votes Are Taken, It’s Our Responsibility to Make Sure We Get the Best Outcomes Possible


We won’t always get our way. We will lose tough votes. But once the roll is called and the votes are cast we must move on and not re-litigate over and over. If the decision is horrible, it will tend to reveal itself in time and you will have another chance to right the wrong. If it moves forward, we must move forward too.

 

10. Municipal Math

(Math can be cruel)

 

It takes 10-20 years to build something of value, 1-2 years to mess it up and there is no guarantee you will recover. So think about the future and leave your city better off than when you were entrusted with its welfare.

 

 

A Leadership Opportunity Emerges

The winning bidder’s project is called Alta West.

When you go to the few neighborhood hangouts that are left, talk often turns to local happenings.

So when I ventured downtown after the CRA decision to award six acres of land to a local developer recently, I was asked what I thought about the project. The short answer is I don’t know, because I haven’t really been following the drama.

I didn’t spend five hours or so watching the video feed, didn’t go to the usual social media haunts where armchair “experts” opine (often without any facts) and didn’t talk to any of the players involved. As a hometown guy I just hope they picked the best project. That’s their job.

But that doesn’t mean I don’t have an opinion on the big picture.

I do.

And as an armchair quarterback myself these days I don’t mind sharing.

The day after the vote my friend and neighbor Commissioner Bill Bathurst posted a cartoon on Facebook that kind of sums up America these days. The cartoon depicts a large group of people walking along a path toward hate, division and intolerance and only a few walking down a path labeled critical thinkers and the truth.

So even though I don’t visit the political pages on Facebook anymore,  I can’t help but bump into the noise that is out there. Some of it is really good analysis, but a great deal of it is angry diatribes and the settling of personal scores. Unfortunately, what’s best for the community gets lost in the commotion.

So here is my armchair analysis, based on nearly 32 years of following things in Delray. All provided with the proviso that I have never looked at any of the projects submitted to redevelop the CRA property on West Atlantic Avenue.

First and foremost—we are flying without navigation; therefore I don’t think we have a unified vision. If we do have one, I don’t see it.

We used to have one back in the late 80s, 90s and early 2000s. But we’ve gone a long while without a blueprint that the community can agree on. And if there is a vision—say the Set Transformation Plan for one important part of town (but not all of Delray)—it doesn’t help if the city is not on board. Visions drive goals, budgets and ultimately accountability. How can we evaluate our progress, if we don’t  know where we’re going? Sadly, personal scores fill the vacuum when leadership fails to provide a forum for the community to create a vision.

Look no further than Washington D.C. to see what happens when there is no unified vision.

The place simply doesn’t function.

So even when we agree that we need to have comprehensive immigration reform, fix our infrastructure and improve our health care system we don’t have a framework or a methodology for doing any of it. So all we see is partisan warfare, skirmishes, sound bites, gridlock and dysfunction. When something does get done, we’re actually surprised. Which is really sad when you stop and think about it.

This level of dysfunction is why people are angry—because all they see and hear is pettiness and empty sound bites—not the critical thinking, fact based decision making and yes compromise that is needed to solve problems and seize opportunities.

In the last few weeks, there have been a lot of articles about mayors running for president and some have declared their intention to do so or are considering a bid.

Why?
Because—in theory anyway—mayors are supposed to be problem solvers. The best use their “soft power” to convene people and focus attention on issues that need to be solved or opportunities that their cities should pursue. That’s what effective mayors do. Mayors that matter.

Ineffective mayors divide or simply hide by “keeping their own counsel” or just placating their base and ignoring the rest of the community’s stakeholders.

The awarding of an RFP after years of property aggregation, planning and a laborious RFP (request for proposals) process should be the cause of celebration and excitement.

After all, private investment is coming to an area that needs it.

Jobs will be created.

Property values will increase.

New businesses will take root.

It’s opportunity.

But I’m not sure that’s what I’m seeing. There doesn’t seem to be any excitement or pride in the process that led us here.

Of course, I could be wrong. But it seems that several of the decision makers were less than happy with the process and the politics—even those on the prevailing side.

There’s a large group of stakeholders who celebrated that one applicant wasn’t chosen but didn’t seem to be happy with the outcome either.

Maybe that’s the world today, but I refuse to accept that cynical view. The beauty of local government is we don’t have to act like the nitwits in Washington whom I believe history will judge very harshly, we can decide to do better. We can decide to be better. It’s a choice we can make.

That’s the leadership opportunity.

Fact is, this RFP should not have taken several  years to award. That fact alone is indicative of the dysfunction that has invaded our politics right here at home.

Again, I’m not involved in this issue and don’t plan to be. But it doesn’t mean that I don’t care or that I don’t have a voice that I plan to use.

I live here. I have an obligation and a right to care. But we seem to be stuck in a climate of division and paranoia. That’s the real issue here and the one we should all care about.

I’ll give you a personal example. At some point along this multi-year RFP odyssey, a wannabe political lackey was calling around trying to sniff out whether I had a dog in this hunt. I can assure you the information the lackey was seeking was not in an effort to help.  The effort was an intelligence gathering operation designed to settle an old score or make points with some power broker they wanted to impress. Nowhere in this effort was there a desire to make sure that the best project possible for Delray would be chosen.

The lackey could have called me but didn’t. I assure you the conversation would have been short and probably not that sweet. But I would have given some needed advice: stop looking behind every bush and start getting things done for Delray.

Simple advice. You don’t have to be a management guru to figure it out.

But getting things done—once Delray’s calling card and the reason for any success we’ve enjoyed—is a muscle that seems to have atrophied on some key projects and in some key areas.

This isn’t a shot at anyone. It really isn’t.

But it is a call to arms so to speak.

There is a lot to be done here.

Such as the continuing redevelopment of West Atlantic Avenue and The Set. The operative word is continuing because those politicos who spout that nothing has been done can write or call me and I will be happy to give them a personal tour of the progress that has been made by a CRA that has been ruthlessly and unfairly been maligned by people who ought to know better.

Saying that nothing has been done is not only untrue, it is disrespectful to a whole lot of people who have rolled up their sleeves for decades and made some good things happen. I can give you a list if you need it.

Nobody has ever said that more investment or more progress wasn’t needed. But if we are to get unstuck we have to start from a basis of truth and respect.  We have to rebuild trust that I think once existed however imperfect that trust has been through the years.

We need to decide as a community that we want to get things done, function better and more efficiently and yes treat each other better. That doesn’t mean that we have to hold hands and sing ‘kumbaya’ on the grounds of Old School Square. Vigorous debate, critical thinking and accountability are essential ingredients.

We need to elevate the conversation in Delray Beach and just as important we need to put the community first and start to get things done—like we used to do.

 

 

The Power of Dreams

You can’t blow an uncertain trumpet.

The very essence of leadership is that you have to have vision. You can’t blow an uncertain trumpet–Theodore Hesburgh

Vision.
Ahh there’s that word again.

It’s a polarizing word at times, especially if the vision pushes the envelope. Especially if it’s considered ambitious.

Sometimes the term gets subject to ridicule and referred to as “the vision thing” as if it’s trite, as if vision gets in the way of actually getting things done.

In cities, sometimes there’s an aversion to vision: just make sure my toilet flushes, pick up my trash and fix potholes.
That was an actual email I got from a prominent citizen who shall remain nameless.
Ok, I responded. That’s a deal.
We’ll do all those things but please don’t begrudge those of us who aspire and plan to show up at what we used to call “charrettes” to envision a better future.

In order to have any progress we need to aspire. We need to have ambition. We need to dare to be great.

We need to have a vision and we need to dig in and implement too. Visions left on a shelf gather more than dust, they burn enthusiasm and tell those who bothered to show up that their time was wasted.
That’s a crime. We can take our ideas elsewhere but we can’t get our time back.

Last week, a promising young leader I’ve been observing Emanuel “Dupree” Jackson posted a video of actor Will Smith on Instagram that talked about greatness.
Mr. Jackson runs a Delray non-profit called the EJS Project: https://www.ejsproject.org. Look it up, it’s cool.
In the video Mr. Smith talks about the power of dreaming.

“You have to believe that something different can happen,” Mr. Smith says. My friend Dupree believes something different can happen. That’s why he will succeed and make good things happen for others in Delray and beyond.

Steve Jobs had a similar take: “Apple’s core value is that we believe people with passion can change the world for the better. Those people who are crazy enough to think they can change the world are the ones who actually do.”

Damn right they do.

Now, let’s gets to it.

Success Is Never Final

Downtown Delray wasn’t quite this bad, but it wasn’t too vibrant in the 80s.

I was following an interesting “thread” on social media recently regarding the closing of a retail store on Atlantic Avenue and U.S. 1.

Those commenting were lamenting the closing and the high rents that they blame for pushing out “mom and pop” retailers.

There were a few folks who were concerned that Atlantic Avenue was endangered by what some call “high rent blight”—the phenomenon of vacancies in a hot area caused by landlords asking for very high rents.

There were calls for more promotion of the downtown, rent controls and action from government.

It was a really interesting read.

A short time ago, I read other postings calling for an end to events and for the abolishment of agencies and entities that promote the downtown. Why waste the money, the argument went. Downtown Delray is successful, the job is done.

Well…folks, here’s an adage to remember. Success is never final and therefore your downtown is never “done.”

I moved to Florida 31 years ago this month. And it was a vastly different place.

The 1980s were not kind to downtown Delray Beach. We were not alone. Those were the days when malls and suburban shopping centers ruled the roost. Big box stores such as Walmart were killing main streets across the land.

Downtowns were left for dead and Delray was no exception.

In the mid to late 80s, downtown Delray had a roughly 40 percent vacancy rate, there was very little pedestrian or vehicular traffic, hardly any place to eat and you could have gone bowling at 5 p.m. on Atlantic Avenue without fear of hitting anything. Our brand was “Dull Ray.”

But things change.

Committed citizens, visionary entrepreneurs, bold elected officials and creative city staff began working together to change the fortunes of our downtown. Similar stories, with varying degrees of success, happened across America.

Once downtown Delray began to gain traction, leaders in the community developed a mantra. It went something like this: the downtown will never be ‘done’—it is the heart of the community and you can’t have a healthy community without a healthy heart. Complacency is a killer, we are competing with other cities for investment, residents, businesses and consumer spending and we have to constantly re-invent.

That was the philosophy that I grew up with in this town and one that I adopted when I was given the privilege of serving on the City Commission. I served with an interesting collection of people: Pat Archer, Bob Costin, Fred Fetzer, Bill Schwartz, Jon Levinson, David Schmidt, Brenda Montague, Alberta McCarthy and Rita Ellis. We were very different people—different ages, different religions, different races, different political parties and we had very different life experiences. But we managed to find common ground, even if, especially if, we had heated debate. We’d always find our center or “true north”—which was what we felt was best for the long term good of the city.

We weren’t always right. We didn’t always see with 20/20 vision what was around the bend, but we understood fundamentally that current conditions didn’t necessarily indicate future performance.

So if a part of town was broken, we assumed it could be fixed. And if a part of town was working, we assumed it could break. We knew success would require a commitment. We knew success wasn’t final and that success itself would pose additional challenges (hello traffic and high rents).

Which is why when times are good you don’t declare victory, you keep working and you wake up a little bit scared because you know that complacency is a killer. And when times get tough, you look at your assets—your agencies, your entities, your institutions, your ‘bones’ (as planners like to refer to our grid) and you sharpen them. You ask them to reinvent—to do more, be more, create more, grow and lead.

But if you kill or neglect those institutions, agencies and entities those tools will be gone or damaged. If you declare victory and take your eyes off the prize—well you just might find that you’ve been left in the dust.

Just remember, other cities always have their eyes on your assets.

 

 

The Perils of Bickering

I subscribe to Axios.com which is serving as my morning news fix because my newspaper carrier can’t seem to deliver before I leave for work these days. (Sigh)
Axios is a compilation of well written news “bites” and analysis that makes you feel somewhat “in the know.”

Last week, there was an item that caught my eye and made me think. And worry.
The writer opined that the era of American economic and technological dominance was coming to an end and that China was going to surpass the USA within a decade.

Whoa!
Why?

Because China has a vision to dominate trade and technology and to become the world’s indispensable nation.
But beyond having a vision, China is executing by making investments in infrastructure, artificial intelligence and robotics with a stated goal of dominance.

Of course, China is a one party dictatorship with a President who just made himself leader for life. What Xi says goes. Period.
It doesn’t exactly work that way in the United States. Good thing too.

But it does make one wonder how we stave off competition from a nation as large, as capable and as determined as China.
It also makes you wonder when the last time we had a national vision that went beyond the next election.

It wasn’t always this way.

The Space Race, World War II and the war on terror are just a few examples of near universal national resolve.
It seems like everything else has been a struggle: civil rights, women’s rights, gay rights, health care, immigration, gun safety etc., have been battles.

There is nothing wrong with struggling for what you believe in. In fact, it probably makes you more appreciative when you achieve your goal. Also, Democracy is inherently messy and loud. But if it is to remain viable and competitive it needs to lead to something. The process (struggle) should be Democratic, but there needs to be outcomes too–or you risk losing your edge as a nation. Today, we have too many problems left unsolved by national “leaders” focused solely on beating their enemies, getting re-elected, rewarding their friends and erasing the other team’s work. Partisanship reigns over patriotism. It’s not just sad, it’s tragic and fatal if not addressed.

This blog is a champion of local solutions (localism) but there are some things that only a competent and effective federal government can accomplish: a national defense for instance, immigration policy, rebuilding our nation’s infrastructure.

But…
These days we bicker. These days we dawdle.
All the while, the competition plans and executes.

Still, on this corner of the web, we focus on cities and hyper local topics and so here’s where there are parallels.
The cities that have visions; the cities that execute win.
The cities that bicker and dawdle miss out.
It’s that simple.
Really. It is that simple.
So make decisions.
Take risks.
Be civic entrepreneurs.
Invest.
Re-invest.
Reach out and involve the whole community.
Listen.
Learn.
Question.
Experiment.
Make the good stuff easy.
Turn down the bad stuff.
But don’t bicker.
Don’t dawdle.
We live in a competitive landscape and we can’t afford our communities to major in the minor.
Progress and prosperity flows to cities which create a culture that celebrate those who aspire.
Progress and prosperity will miss places that bicker and dawdle.

As Bruce Springsteen sings about Atlantic City: “Down here it’s just winners and losers and don’t get caught on the wrong side of that line.”