Delray Beach and Boca Raton Real Estate and Homes for Sale

Watch as Jeff and Dave, the founders of YourDelrayBoca.com, give you their take on the local real estate market:

There is no more dynamic real estate market in the U.S. than Boca-Delray.

From oceanfront mansions and historic homes to picturesque country clubs and subdivisions the market is vibrant, the choices are endless and the neighborhoods varied depending on age range, price and taste. The area features everything from old Florida to the most modern downtown condo’s and townhomes.

You are sure to find exactly what you want in these two world-class cities.

Buying or selling in the Delray-Boca area and need a recommendation? We can help. Learn more here.

31 October, 2016 1 Comment

It’s All About the Software

October 31, 2016 By Jeff Perlman 1 Comment

The intangibles make a community a community

Seth Godin has a saying: Hardware is sexy, but it’s the software that matters.

Seth is a smart guy—arguably the smartest marketing mind around.

His thinking helps me with the companies we are involved with but his writing is also very apropos for cities and community building.

And that saying just resonates…hardware could refer to buildings in your city and software could serve as a stand in for all the “soft” stuff like “sense of place”, “community” and feeling a part of things.

Hardware is important. Your physical buildings should have character and be well-designed.

But software—that’s what makes a town special.

It’s the intangible things that make you fall in love with a place and when you fall in love you commit and that makes all the difference doesn’t it?

Recently, I attended a “Mayor’s Gala” at the Broward County Convention Center which was a benefit for the United Way. We ended up talking to an array of city officials—and I had a chance to have extended conversations with a Pompano Beach City Commissioner and a soon to be termed out commissioner from that city.

If you haven’t been to Pompano recently you owe it to yourself to visit. The beach area has been transformed. It’s just beautiful and was recently honored with an award from the Urban Land Institute (ULI). (I had a chance to tour the area with a ULI judge and we were impressed).

They built a beautiful parking garage, which sounds like it would be an oxymoron (beautiful garage? Really?!!) but it is. And so their hardware is improving.

But the most important thing that’s changed in Pompano is the software. This is a city that aspires. This is a community that is gaining confidence and momentum. This has become a place where people are excited about their present and thrilled about their future potential.

The retiring commissioner had the happy but tired look of someone who has served and sees the light at the end of the tunnel. I can relate to that feeling. Public service is a privilege and a very special honor. It is also exhausting if you care enough to put your heart into it and want to move a community forward, solve problems, meet challenges and seize opportunities. The soon to be termed out commissioner was tired but happy—he was confident his city was moving in the right direction.

Chatting with him reminded me of another quote I love: “the community will give back what you give to it.”

I heard that from some speaker years ago and committed that line to memory. And yes it is so true.

The soon to be termed out commissioner had two weeks left in office and then he was off to Hawaii for some rest. But he was proud of what had transpired during his term.

His colleague has an election on Nov. 8 and is working hard to stay on the commission because he is excited about all that’s happening in his city.

The best economic development is momentum and community “software” that drives progress and enables you to overcome inertia or any challenge that are thrown your way—be it hurricanes or crime or drugs or nasty characters who get up at meetings and throw bricks. It even inoculates you against the trolls, most of whom sit back in judgment but few who actually roll up their sleeves and try themselves.

Nothing great can be accomplished without enthusiasm, calculated risk and a large dose of inspiration.

Leaders either fill the reservoir with hope or drain it with negativity.

There’s another saying that I just love and it’s this: “There is a difference between leadership and ambition. Leaders have the courage to be unpopular with those that disagree with them. The ambitious want to befriend as many people as possible.”
We need more leadership and less ambition.

But we also need more aspiration and more emotional intelligence. Hardware is important. Hardware is indeed sexy. But software is heart. Software is love. Software is empathy and its gratitude.

Software is what matters.

20 October, 2016 0 Comments

Tails And Dogs And Nietzsche Too

October 20, 2016 By Jeff Perlman Leave a Comment

Blazing interpretations

“Tragedy is when I cut my finger,” said Mel Brooks. “Comedy is when you fall into an open sewer and die.”

“To err is human, to blame shows management potential”—Anonymous.

Ahh…perspective.

Was it Nietzsche who said there are no facts, only interpretations? It’s been 30 years since my philosophy class in college so I don’t remember much, but here is my interpretation of an important topic: City/CRA relations.

After nearly two years of trying to figure out what to do with the Delray CRA—arguably the most accomplished in the state—it seems that there might be a détente between the city and the agency.

By détente—I mean an uneasy peace. Because when one entity is all powerful and shows a fundamental gratitude gap it’s hard to rest easy if you are the weaker player. In this case, the big bad CRA– with all its money, awards, track record of achievement and vision– is far weaker than the city—even if the city is wheezing, which it is. (My interpretation).

I am not an unbiased observer of this drama. My wife ran the agency for many years and I have been a fan of the CRA since moving to Delray in the 80s. If you feel this disclosure disqualifies my opinion or interpretation—jump off here because I’d like to share some thoughts.

If I had to make a list of the things I like most about Delray—and I am passionate about this city—I would be hard pressed to name something that our CRA hasn’t at least touched. From our downtown and Old School Square to our library and our attractive streetscape the CRA has played an integral role in creating value and quality of life in our community.

So if you love Delray it makes sense that you would appreciate the role the CRA has played over the past 30 years in helping transform Delray from blighted to pretty special—not perfect but pretty damn good. Now I get that there are people who don’t like what happened here and their views are legitimate and understandable. But I would bet that most people like or even love Delray Beach. Regardless, our CRA has been a big player in the city’s evolution for 30 years.

When he was first elected, Mayor Glickstein referred to the CRA as the “New York Yankees”—and as a Yankee fan I interpreted that as a compliment. After all, no franchise has won more World Series than the Bronx Bombers.

But to some, the Yankees are the Darth Vader of sports, the evil empire loaded with big bucks and an ability to land prized free agent talent with the stroke of a check. Maybe to some– the Delray CRA by virtue of its large budget and sizable impact –is seen as a threat or a competitor.

I have heard senior city staff and a few elected officials complain about all the money the CRA has and I even watched a comical/sad financial presentation that laid out a dire budget picture for the city, despite rising property values, healthy reserves, untapped revenue opportunities and a strong bond rating.

But of course, the clouds turn into a sunny day if (only) we didn’t have a CRA that sucked up all the money that could flow into the city’s coffers—because we all know how wisely and efficiently the city spends money (see consultants and outside attorneys). The city is certainly smarter and more efficient than the CRA right?

Well, not exactly. And that’s not on a knock on my city.

I love my city. I truly do. In fact, I love it enough to criticize it.

I think City Hall is struggling right now. And I think it has been struggling for a while.

It doesn’t bring me joy to write that sentence. But pretending that all is well doesn’t make it so.

That doesn’t mean that there aren’t outstanding people at all levels who work for our city—because there are and many of them have shared with me their frustration. I believe them. And I believe in them. Always have, always will.

It also doesn’t mean that everything is broken—because it’s not. But there are issues my friends. There is tension, instability, silos and a fundamental disconnect between the city and some key volunteer leadership in this town.

There are long time stakeholders and many newcomers who feel estranged from their city government. There are many who feel that there is a lack of alignment and true dialogue with key institutions, a lack of transparency surrounding some key decisions and perhaps different goals and visions.

I’m sure that sentence will rub some the wrong way. That’s Ok; I’m willing to state what others are whispering or talking about behind closed doors. We can pretend or we can be real. There is no currency in pretense but there is opportunity in candor. Opportunity to heal; opportunity to empathize, opportunity to compromise and find solutions.

Let’s stick with the example of the CRA for a little while longer.

Over the past two years the CRA spent money on consultants and studies to justify its existence—despite 30 years of accomplishment that should be plain for all to see.

A vibrant, nationally renowned downtown
A thriving Pineapple Grove district
Investment south of the avenue
More than $60 million invested on the West Atlantic Corridor and the northwest and southwest neighborhoods
A beautified Federal Highway (landscaping needs to be looked at for better sightlines) but it looks and feels better.
A Community Land Trust and other housing initiatives that have upgraded neighborhoods and given families a decent place to live.
A beautified Northwest and Southwest 5^th Avenue

Private investment ranging from Atlantic Grove and the Fairfield Inn to the proposed iPic and Uptown Delray projects.

And the list goes on and on and on.

Getting rid of the CRA or messing around with its boundaries would risk $6.5 to $7 million of county money that flows to Delray every year; funds that would go elsewhere if we didn’t have a CRA. We could have saved both time and money on consultants and studies if we had just understood that pretty basic fact.

Since its inception in 1985, just about every mayor and city commissioner viewed the CRA as a partner, a teammate. They saw the CRA’s success as a point of civic pride. They saw their money as another wallet in the same pair of pants. After all, the CRA doesn’t collect TIF monies and spend it in Boynton or Boca —nope they spend it in our city. Now, you may not like or agree with where or how the money was spent. But it wasn’t spent in a vacuum. It was spent in service to a vision, a citizen driven vision.

For most of its tenure, the CRA has worked to implement a plan—crafted by their board and in service to community driven plans adopted by the city. Therefore, the agency was considered a valuable tool—not a competitor starving the city for money and glory, but rather a partner and a trusted one at that.

But that somehow changed and that’s sad in more ways that I can enumerate. So I guess I am glad to see that CRA Director Jeff Costello and City Manager Don Cooper have figured out a way to pay for the CRA to pay for more city projects and expenses—just like they always have, maybe even more so going forward.

But I was puzzled when I read in the online Boca Magazine that the Manager felt that past spending was “piecemeal”—I’m not sure what that means exactly. But it intimates that maybe the CRA was just spending “willy nilly”—after all some synonyms for piecemeal are fragmented, spasmodic, disconnected and haphazard.

Maybe the manager misspoke because the spending was anything but. Now again, you may not like what the money was spent on—the gateway feature, Old School Square, the Eagles Nest project with Atlantic High, Carolyn Holder Court (an affordable senior housing project) or the tennis tournament. But others liked those projects and most of them came out of community plans or public input; including the tennis tournament. The radical thinking was if you have a stadium you ought to put something in it.

Just because you weren’t around doesn’t mean the projects were piecemeal.

The same piece quoted the Mayor on the long term relationship between the City and CRA. Here’s what he reportedly said: “the CRA tail had been wagging the city dog. Now, the city is guiding the CRA.”

Guiding or dictating, I guess it’s all semantics or optics. Not sure which.

But I happen to disagree with the tail wagging analogy.

Since its inception the city and citizens have guided the CRA—but it’s been a partnership, a collaboration and a successful one at that.

As mentioned before, the CRA is a tool and has been used effectively to fund and implement citizen driven visions and plans. But it’s also been a quasi- independent agency—with smart board members who focus solely on redevelopment. As such, they sometimes have an independent idea and that’s usually a good thing.

The city can always object, call a foul or walk across the street and ask questions if they see something they don’t like or understand. It’s a relationship—relationships require communication and good relationships require agreement on goals and objectives. They also require mutual trust and respect. It’s also OK to disagree here and there.

This relationship –starting under Mayor Campbell –has worked pretty well. Take a look around, we’ve come a long way.

It’s been peaceful, not piece meal.

And wagging tails aside, it’s been a great tale indeed. At least that’s my interpretation.

14 September, 2016 1 Comment

Housing is the Killer App

September 14, 2016 By Jeff Perlman 1 Comment

Housing is a hot button issue

I saw a poll last month and the numbers were clear: affordable housing is a priority in the hearts and minds of American voters.

Nearly 60 percent said that housing affordability was a key issue, and 74 percent said that they would be more likely to support a candidate who made housing affordability a focus of their campaign and a priority in government. Predictably, the issue weighed most heavily with the groups both major party candidates are seeking to win over: millennials (ages 18 to 35), those earning less than $50,000 a year, and those with children living at home.

We are the parents of four millennials; one of whom lives at home, two rent and one is off at college and living off campus in rental housing. So this issue is meaningful to this baby boomer and millions of baby boomers across the land who would like to see their kids move out—(even though we love them dearly).

In hot spots across the country, affordable housing is rapidly becoming a burning issue.

A planning commissioner in super expensive Palo Alto, California recently saw her resignation letter go viral when she lamented the high cost of housing in that tech hot bed which has prompted her to relocate. According to the Palo Alto Forward, the median home price in that city is $2 million. San Jose recently became the first MSA to surpass a $1 million median home price.

Civic leaders in Austin, Texas, another tech hot spot, sees an opportunity to better compete for companies and young talent with Silicon Valley: the high cost of housing.

Here’s an excerpt from a recent Austin, based blog: “The bureaucratic ordeal in getting a new software development project started at a large company is legendary, but pales in comparison to getting a land development project off the ground in Silicon Valley.

The Valley and San Francisco have their own versions of Microsoft Millionaires: Housing Millionaires. Folks who had the good fortune to own a house in San Francisco years ago and became lucky as their asset skyrocketed in value. Many of these folks have, understandably, become less concerned with making San Francisco a place where a new generation can make their fortune and more interested in protecting what they have. Despite (or perhaps because of) its reputation for innovation, San Francisco’s local politics is dominated more by discussions of the past than the future. Like a company that refuses to release new products out of fear of harming their current cash cow, the city has become extraordinarily conservative in its approach to new development. New developments must first prove that they will harm no existing residents in any way, rather than merely proving they will provide a benefit to new residents.

The results are catastrophic: San Francisco and Silicon Valley are failing at one of the core competencies of any city: providing housing. Tech workers spend enormous fractions of their income to live in poorly maintained homes in the Mission, while those outside tech frequently live far outside the city and commute long distances on congested roads. New housing for tech workers is protested as are buses to transport workers from homes in San Francisco to jobs in Silicon Valley. The city and the region understand that they are in an intractable mess of antagonistic politics, but still cannot do anything to extricate itself. San Francisco and the Silicon Valley are ripe for disruption.”

The conclusion: Housing is Austin’s killer app: specifically, walkable, bike friendly, transit-accessible, relatively affordable housing.

It’s an interesting observation and the author concludes by saying that business needs to be deeply engaged in public policy to ensure that local governments facilitate the construction of new units to keep up with the demands and needs of a new generation of workers and families.

Closer to home, the issue of workforce or affordable housing has ebbed and flowed with the strength or weakness of the market. I used to be on the board of the Affordable Housing Coalition of Palm Beach County formed during the previous boom. At the time, the issue was front burner but when the market crashed so did the profile of the issue.

Today, it’s back again.

According to a recent Harvard report, 11.4 million households pay more than half their income for housing, and the number of those who spend more than 30 percent of their income on housing has reached 21.3 million. And affordable housing isn’t just a problem for the working poor. In that recent poll, 47 percent said they have personally struggled to pay their rent or mortgage in the past 12 months, or know someone who has been in that situation.

“There are serious structural inequities in our country and within the housing market that can only be remedied with the private and public sector working together,” says Angela Boyd, managing director of Make Room, a national campaign focused on rising rents in America. (Funders of the effort include the Ford and MacArthur foundations). “About 90 percent of the rental housing market being built right now is for luxury, and a whole segment of the population is being overlooked — recent college grads with high debt, senior citizens with fixed incomes, working-class families. If there isn’t some sort of subsidy to fill the gap, some sort of policy that changes the equations, you will never be able to build decent apartments that people can afford based on the wages being earned right now.”

But even young college grads fortunate enough to earn a good wage are struggling to find housing that doesn’t consume the budget, especially if they have college loans to repay, a car payment, insurance etc., as many do.

And for starting teachers—my daughter for example—the issue is even more acute.

Locally, Delray historically has been active on this issue.

About 11 years ago, we formed one of the area’s first Community Land Trusts, passed a workforce ordinance (imperfect but used as a model by some other cities) and approved some projects that featured workforce housing including Bexley Park and Atlantic Grove (10 units).

While this isn’t a popular idea in some circles, it’s hard to achieve affordable housing without density. When land is expensive and densities are kept low, you just can’t add the product needed to address the issue. The Strong Towns movement also argues that this kind of development cannot be sustained financially because the cost of servicing sprawl outstrips the taxes it generates.

In Delray, the Congress Avenue Task Force, saw workforce housing as one of the key elements to jumpstarting the corridor and ensuring the city’s financial future. By creating a compact, mixed-use, transit oriented environment with amenities and affordable apartments, Congress has an ability to thrive by attracting millennials and others who would also work on the corridor.

It’s a long way from happening, but progress starts with a vision and if the right policies are in place, private investors will make it happen. There is certainly a need.

But cities, including Boca and Delray, also ought to look at the eastern cores to see if there is a policy tool to incent the creation of units for young professionals. Not only will they enjoy the amenities of living downtown, they will support local businesses year round. If we want to maintain the mom and pop establishments in an expensive environment, we have to do what we can to bring people downtown especially during the slower summer months.

The problem is a knotty one for cities, but there are policy tools available to create more opportunities for new households and young families. Like the Austin blogger notes, it may also prove to be a smart economic development tool. Housing may indeed be the killer app and lack of it may kill you too.

25 August, 2016 0 Comments

History Must Be Used & Experienced

August 25, 2016 By Jeff Perlman Leave a Comment

Vin Nolan has experience and can sing karaoke.

Editor’s Note: We are taking a break and will be back after Labor Day. Thanks for reading and for your feedback. Be safe and keep an eye on the tropics.

Last week, we wrote about the launch of a civic boot camp at the Delray Chamber of Commerce.

The four week class is designed to engage and inform people who are interested in running for public office or serving on a board.

This is the first time the chamber has done such a class. This effort is different than Leadership Delray, because it is more focused on politics and public policy.

Since it is designed by the chamber, the content of the class is notably and unapologetically “pro-business” and emphasizes the importance of economic development. Tonight, former Delray Economic Development Director Vin Nolan will be the guest speaker.

Vin has what they call in the biz “chops.”

He’s a certified economic developer with lots of real world experience. He is currently heading up efforts at the Small Business Development Center at Palm Beach State College and also has background as an elected official in Connecticut. So he brings a broad range of experience and understanding to the process. He knows what works and he knows what doesn’t.

I’ve learned a lot from Vin about economic development and one key concept sticks out: the need to take advantage of good business cycles and the importance of doing what you can to minimize the damage from down economies. Imagine economic development as climbing a mountain. In good times you can reach decent heights, but inevitably the cycle ends and you slip a little. The key, Vin has taught me, is not to allow yourself to plummet off a cliff. There’s no guarantee you’ll be able to make the climb again.

Probably, the best way to hedge against a free fall is to land investments during good times that build on the strengths of your community and create lasting value.

I think Delray Beach and Boca Raton have done a good job with that in years past. It was proven during the great recession when despite deep and considerable pain—foreclosures, job loss, a dead real estate market—the cities survived relatively intact. Atlantic Avenue may not have seen much in the way of new business, but it didn’t suffer vacancy or desolation either. The same can be said for Mizner Park and downtown Boca’s eastern “spine.” Good planning, solid vision and bold implementation got us through the historic downturn. We survived.

I think that’s a good indication that our community has created value and some degree of economic resiliency. But that strength—which would be the envy of many cities nationwide—does not mean we can afford to grow complacent or smug. After all, success is never final. We must always be thinking about ways to solidify our gains and add new sources of investment and healthy growth to our cities.

When those in leadership positions fail to understand that dynamic, they risk our success. In other words, you can screw up a good thing.

Last week’s kick-off also featured an inspiring speech by the great Frances Bourque, the visionary behind Old School Square. Frances shared her journey with the class, most of who are relatively new to Delray and probably didn’t know that the cultural center was once a blighted, abandoned school surrounded by a chain link fence in the heart of the downtown.

Frances is such a powerful speaker it’s hard not to get swept up in her passion for the arts, history and community. But out of a thousand lessons she can impart, one rang especially true for me after listening to her talk last week: in order for history to be appreciated and loved, it needs to be experienced and used.

So…Frances told the group that while historic sites need to be maintained they also need to embrace the public by providing access. They need to be used and enjoyed in order to be loved and protected. And that’s the mission of Old School Square; to be a gathering place for the community. Listening to Frances tell the story, reminds us all of how fortunate we are to have a facility such as Old School Square and to have had visionaries like Frances who saw what that old abandoned school could be.

These types of lessons and information are so vital and they need to be shared in order for a community to keep progressing. In the end, we are all stewards (if we choose to be) and our responsibility is to leave a place better than we found it. Sometimes that means the place will be different, that’s inevitable. But it’s always helpful to glean lessons from the past, because they do inform your future if you are willing to listen and learn.

A Word About Congress Avenue

Found this in my inbox this morning from Jim Smith, chairman of SAFE, Safety as Floridians Expect, and a member of the Congress Avenue Task Force.

Thank you Christina Morrison and SAFE Director of Community Outreach Director Carol Anderson for your comments supporting the Delray Congress Avenue Task Team recommendations.

In case you missed it, during the City Commission Meeting, Christina said that the Commission should approve the Task Force’s recommendations, not just “accept and file” If you’ll recall, “accept and file” was the same action taken by a different City Commission re the 2010 Vision report that effectively buried the report in a City file cabinet. (Editor’s note: many of the same commissioners were around to “accept and file” that visions report or participated in the charrette which led to the report).

Carol Anderson made a similar comment of support.

There may have been other public comments supporting the task force that I missed. So, if any of you supported, I apologize for not hearing it.

Here’s what Carol Anderson said:

Regarding Item 7G, the Congress Ave task force report:

The Commission should not just “accept and file” but should endorse the vision by “adopting and approving” all the task force’s recommendations and direct staff to draft both a new Master Plan and the LDRs to implement it. The manager can report back and recommend contracted expertise if staff can’t handle this.

I had the privilege of chairing the Task Force that delivered what we thought was a very solid report in February outlining a series of recommendations to jumpstart economic activity and transform Congress Avenue from an underperforming corridor into “Delray’s next great street.”

More than 30 people volunteered for close to a year to craft a new updated plan building on an existing vision developed over a decade ago in reaction to the loss of Office Depot, which left a 40 acre hole in Delray.

The Task Force experience was awesome and the work they produced was excellent. One of our key recommendations was not to let the report sit and gather dust, but to immediately begin implementing the recommendations to take advantage of the economic cycle and to get traction for the updated vision. Specifically, we recommended that the Task Force morph into an implementation group, like was done in the early 2000s to ensure that the Downtown Master Plan would be more than just an exercise in talking.

In other words, here’s the report, get moving, get things done.

Once you start to see progress, you build momentum. You send a message to the private sector that you are serious about progress, not just flapping your gums.

So it’s disappointing to see that six months later, the report is being “filed and accepted”—whatever that means. I sure hope we didn’t waste the valuable time of the volunteers. I’ve heard that the city is issuing an RFP and budgeting big bucks for an outside firm to write the master plan.

Like Ms. Anderson said: why not save the money and get your Planning Department to do it? Again, this effort is not creating something entirely new. We are talking about building on zoning and codes already adopted over a decade ago. Why not update the LDR’s with the new thinking of the task force, clean up the language that no longer makes sense and get moving?

It will save money and time. The Task Force did the heavy lifting—pro bono out of a love for Delray and a belief in the vision. Let our planners do the rest and then let’s start marketing the corridor.

22 August, 2016 0 Comments

Vision, Courage + Urgency=Success

August 22, 2016 By Jeff Perlman Leave a Comment

Dollar Shave Club CEO Michael Dubin’s viral video disrupted an entrenched industry.

Vision.

Courage.

A sense of urgency.

If you want to succeed as a city or a business, you need all three.

Two out of three, just won’t cut it. All three traits are non-negotiable.

Unless of course, you don’t really want to succeed; if you want to pay lip service you can skip one or more of the aforementioned and you’ll fool a few people but you won’t get anything done.

Vision is a big word, but it can be as simple as an idea or as complicated as a breakthrough innovation. I think it also requires a particular mindset: you have to be aspirational and you have to know where you want to take things.

Examples of vision, courage and urgency abound.

Dollar Shave Club sold this month to Unilever for $1 billion.

Fueled by a clever viral video, Dollar Shave Club took a simple idea—make it easy to buy cheap razors and solved a painful problem. Razors are expensive and they are often kept under lock and key in the pharmacy. Blades are inconvenient to buy and ridiculously priced. But Dollar Shave Club made it easy, they had the courage to go up against industry giants and they had a sense of urgency to make it happen. To learn more visit: https://www.dollarshaveclub.com/blades

A small (but growing fast) hot sauce company I’m involved with also has a simple idea. We think the market leader is old, tired, vinegary, watery and doesn’t taste good. So we created Tabanero, using premium ingredients and a complex recipe that we believe tastes great. We are a long way from a billion dollar exit, but we just gained placement at Publix, Sprouts, Lucky’s and all the big food distributors. We are on our way. We have a vision, we are fearless and we are peddling as fast as we can.

Same with another company we are heavily involved with; Celsius which seeks to disrupt the beverage industry which is filled with iconic giants such as Coke and Pepsi. But Celsius is a healthy alternative to sugary soft drinks and seeks to capture a market that doesn’t want aspartame, sugar, corn syrup, artificial flavors or preservatives. The Celsius team has courage, belief and a tremendous desire to seize the day. Working with people who exhibit these traits is an energizing experience; pun intended.

That mindset translates to cities as well.

Delray’s vision was simple: revitalize a town that had good “bones” and make it a desirable to place to live, work and play.

Now mind you, ‘live, work and play’ is not a revolutionary idea. Thousands of communities have adopted that mantra—but if you look closely only a few had the courage and the sense of urgency to make it happen.

Why? Who knows?

But you can bank on resistance to progress, long lines of protesters, lawsuits and election challenges if you try and make change.

Delray had the courage to do it anyway. And leadership also had a sense of urgency and a desire to take advantage of good economic cycles. Some may call it making hay while the sun shines.

Boca had a vision too. Consider Mizner Park for example. They were challenged, but they persevered and got it done.

Pittsburgh saw its steel mills close but had a vision to reinvent their economy around medicine, education and robotics. Their sense of urgency in doing so was important because without a wholesale reinvention, the Burgh would have sunk into the ooze.

Last week, I got a call, (I won’t say from who) other than he was a property owner who is concerned that Delray has lost its vision and sense of urgency. The guy is not a household name per se in Delray, but he’s owned some strategic pieces over the years. His identity is really not important.

It’s not the first call of this nature that I have received. Mostly, the calls are laments that complacency has set in, political divisiveness too and that the economic cycle may be closer to the end than the beginning and that we didn’t make hay, in fact we chased the hay away.

Yeah, I know development is controversial. And for good reason a lot of times. Some of it, maybe even most of it, can be generic, lacking in imagination, poorly designed and more of the same old, same old.

But that can be fixed. Architects, developers and designers can be and should be challenged to do better.

It’s possible to make places people friendly and to design spaces that complement or improve their surroundings.

Some cities have created design studios to help ensure that projects are the very best they can be.

When famed new urbanist architect Andres Duany came to Delray for a town hall lecture, one of the first things he said was that cities should never make developers and architects guess—they should engage with projects early in the process and shape them so that they enhance the built environment.

Legendary former Charleston Mayor Joe Riley felt that mayors were the primary architects for their cities and had a responsibility to make sure that each project was as good as they could possibly be. Now, truth be told, there are limits. After all, most mayors, including Riley, are not architects or designers, but if they take the time they can learn enough to help make projects look and feel good.

FAU’s Abacoa campus used to have what they called a Florida Public Officials Design Institute, which sadly became a victim of budget cuts. It was a great program; it helped me a lot on the original vision for the Congress Avenue corridor and ideas for the four corners of Military Trail and Atlantic Avenue.

Nationally, there is a Mayor’s Institute for Civic Design which has a stellar reputation.

But there are limits too, I admit. There are property rights and if a developer, with his or her own risk capital wants to build a certain building they have a right to do so—as long as they follow the rules.

Still, most developers I have met are open to being challenged and open to design ideas, if as Duany notes, you engage them early– before they spend big bucks on plans they will be reluctant to toss in the trash.

Mix is important too. I agree with the lament about endless condos, even though I am a firm believer in the need for– and wisdom of –downtown housing if we are to have safe and sustainable urban cores.

But charmless boxes are just that—city codes should encourage good design, varied styles and features that please the public.

But talking about design is a very different conversation than the ones we typically have, which is usually about chasing development away or pretending that we can prevent change. We shouldn’t do the former and we can’t do the latter, even if we wanted to.

We should be talking about design and the very real challenge of how to allow cities to evolve without losing their essence, uniqueness and charm. We should also be talking about mix—how can we encourage cool uses and what’s missing in our community—i.e. workforce housing, co-working, boutique theaters, studio space etc?

That would require vision.

In order to achieve the vision, you need courage.

And in order to drive change, you need a sense of urgency.

If nobody’s waking up every day with a burning passion to make a difference, it tends not to happen. And those communities, businesses and organizations that do have a burning desire will clean your clock before you even know what happened to you.

10 August, 2016 2 2 Comments

Change

August 10, 2016 By Jeff Perlman 2 Comments

You are never FINISHED

“By nature good public spaces that respond to the needs, the opinions and the ongoing changes of the community require attention. Amenities wear out, needs change and other things happen in an urban environment. Being open to the need for change and having the management flexibility to enact that change is what builds great public spaces and great cities and towns”–Project for Public Spaces 11 principles for creating great community spaces. Note: Founder and President Fred Kent has a home in Delray Beach.

The Project for Public Spaces is spot on, as they always seem to be.

The best part of cities is their changing nature. Cities evolve. Places change. That’s the beauty of an urban environment, it’s never stale. And switched on cities know this, embrace this and seek to shape and ride the waves of change.

We are witnessing tremendous change in Boca Raton these days. Just cruise on over to Palmetto Park Road and you’ll see large scale development taking shape on what I’ve always found to be an interesting but underperforming street.

The nature of the development is not everyone’s idea of healthy growth but there’s no question that Boca is evolving before our eyes. And I’ve talked to many people who love what they’re seeing. Development and change will always be a mixed bag. Beauty is in the eyes of the beholder as they say.

On Military Trail, the Moderne Boca is taking shape and its nice to see some attention to design in a western location.

FAU Research Park is booming under the capable leadership of Andrew Duffell. Both FAU and Lynn are coming of age as innovative institutions of higher learning and the Park at Broken Sound is sprouting three new residential apartment projects (1,050 units) to go along with office space and new retail in the 700 acre business park. With yoga rooms, pet facilities, a Fresh Market, putting greens and Zen Gardens, the former home of IBM is shaping up to be a true, live, work, play destination.

It’s an interesting time.

And a time when visionary public officials have an opportunity to work with the community and design spaces that can become great public spaces.

In Delray, the opportunities are immense but only if we recognize them and embrace good design and change.

US 1 is looking good these days. And there is tremendous opportunity to extend the downtown north and south along Federal Highway. The idea to narrow the federals and slow down speeding traffic was first broached in 1991 but it took a decade before it became a city goal when it was included in the Downtown Master Plan. It took years to construct, but now that the project is complete, it presents an opportunity to create something special; it’s now a street not a highway. There’s a difference.

The area near Third and Third and South of the Avenue offer great opportunities for infill development.

Congress Avenue also represents an important opportunity for transformation.

My hope is that both Delray and Boca think strategically about placemaking and about what is needed in order to sustain and build on their obvious success.

Any analysis would include honest discussions about what has worked (and how those aspects can be extended and sustained), what’s not working, what can work better (lazy assets) and what’s missing.

Other key discussions should focus on demographics, design, mobility, land uses and how it’s all paid for.

In Delray, that means focusing on what’s important and no more majoring in the minor. (For example, weeks of discussion on a tattoo shop but little or no discussion on how to attract millennials, create more jobs and add middle class housing or how to improve our torturous approval process).

It’s time to move on Congress Avenue, not wait for an outside firm to confirm and codify what 30 plus citizens who studied the corridor for nearly a year already concluded. A sense of urgency is needed to take advantage of the economic cycle.

It’s also time to activate the Old School Park and make it a great public space as was envisioned when voters overwhelmingly passed a bond issue in support of that idea in 2005.

It’s time to bring back discussion of a bonus program for our CBD to jumpstart housing for young professionals who are attracted to downtown living. The best way to support our mom and pop businesses is to encourage people to live downtown. Study after study show that downtown residents strongly support local businesses. As rents soar –threatening to crowd out independents –this is needed more than ever.

Downtown office space is also critical. Every conversation I’ve witnessed with and about entrepreneurs laments the lack of office space in the urban core. This isn’t necessarily a call for class A space, but rather creative space, co-working space and incubator space. It’s nice to see The Kitchn open inside the offices of Woo Creative and Delray Newspaper, but more is needed.

The aim of past citizen driven visions was to build on food, beverage and culture and create a sustainable city driven by creative industries. Delray’s vibrant, urban feel is hugely appealing to entrepreneurs but a lack of space hinders the sectors ability to gain traction in our central business district.

An important caveat to note: the key words are “build on” not jettison or replace. So it would be folly to lose events or culture or our robust food scene, we need an additive attitude because community building is not a zero sum game.

Finally, both Delray and Boca are blessed with abundant human capital. A strategy to retain graduating college students and bring home locals who go off to college while also attracting the best and brightest from other locales will go a long way toward diversifying our economy and growing opportunities. Again, placemaking is at the core but so is opportunity making. We need to create cities of opportunity.

We also need to tap into the incredible knowledge base of our boomer and senior population many of whom long to be creative, active and involved as they age.

Cultivating our human capital is the best economic development strategy we can ever hope to conceive.

When I survey the region, it’s hard not to get excited by the possibilities. Sure there are big problems and challenges. Every single place in America has them. But few regions have our upside potential.

Miami is rapidly taking its place as among the world’s most exciting cities. Fort Lauderdale is making some interesting strides and several other cities in Broward, notably Pompano Beach are well positioned for a renaissance.

Boca is attracting industry and further north Boynton Beach is making some noise with several growing breweries, Hacklab, young leaders, eastern investment and some really cool restaurants (Bond and Smolders, Sweetwater and The Living Room among them) and keep your eyes on 22-year-old Ariana Peters who is quietly accumulating key properties in Lake Worth. Northern Palm Beach County cities, led by dynamic business leaders such as Chamber President Beth Kigel, are working well together on branding and industry recruitment efforts.

It’s an exciting time. Cities can’t rest on their laurels and they can’t succumb to those who want to freeze progress and stop change.

You can do the former but you can’t do the latter. And if you freeze progress you can be sure that the change you’ll see won’t be pleasant. Not at all. It will be ruinous.

As General Eric Shinsecki once said: “If you don’t like change, you’re going to like irrelevance even less.”

20 July, 2016 2 2 Comments

A Trip to Naples, Yields Some Lessons

July 20, 2016 By Jeff Perlman 2 Comments

Upscale and stylish today, 5th Avenue in Naples also had some hard times.

Fifth Avenue in Naples is an elegant main street.

It features some great restaurants, a boutique hotel and a nice array of retail stores.

At night, the street is vibrant, filled with boomers who seem to enjoy a lively but decidedly upscale vibe.

It doesn’t feel like a late night place, but that’s OK. For me late is 10 p.m. these days.

We had a chance to spend a day and night in Naples recently when we attended a Florida Redevelopment Association meeting focused on Business Improvement Districts (BID); particularly Naples successful model which includes a partnership between downtown property owners, city government, the chamber and CRA.

My wife Diane is president of the FRA this year and I spent a few years on the board many years back so it felt good to reconnect with an association that has done a great job advocating for CRA’s, DDA’s and BID’s over the years.

The focus of the day was the history, present and future of Naples’ much loved main street, 5^th Avenue South, which like many Florida main streets has reinvented itself over the years through good times and bad.

In December 2010, in an effort to jumpstart the avenue, a group of civic, business and city leaders got together and formed a Business Improvement District that levies a tax on property owners that is then reinvested into beautification, events and marketing.

The Naples BID is a good model for other aspiring streets and may serve as inspiration for places such as Palmetto Park Road in Boca and Congress Avenue in Delray.

The goal of the Naples effort was to re-establish 5^th Avenue South as “the place to go” in Naples.

An active board of directors, a small but entrepreneurial staff along with a strong core of merchants and downtown evangelists has restored 5^th Avenue’s luster and importance in the wake of competition from nearby lifestyle centers and shopping districts.

We heard from Mayor Bill Barnett, BID President Michael Wynn (whose family has owned property on the avenue since the 40s), BID Director Lise Sundria and Naples CRA Director Roger Reinke on how they work together on branding and marketing efforts.

Mayor “Bill” as he is affectionately known has been an elected official for 24 years with some time off between terms. His historic perspective and involvement has proven invaluable as he recalled efforts in the 80s to transform the look and feel of what had become a tired downtown.

“It took people with vision,” he said. “And the changes were not without controversy,” he said. “Downtown is the heart of Naples and the heart was broken.”
Two early catalysts were the conversion of a suburban style Nationsbank building into the Inn on 5^th, an attractive hotel that has become an important economic engine for the district and the hiring of new urbanist town planner Andres Duany whose team came to Naples with a slew of ideas.

It took political will and some time to add the design elements needed to rejuvenate 5^th Avenue and BID President Wynn said Mayor Bill has been a champion of that vision.

“The mayor’s warmth is an asset,” Wynn said. “It makes a difference to have a mayor who believes and who is engaged along with us. We’re fortunate.”

The Duany plan drew upon Naples historic strengths as a hub for tourists, fishing and commerce.

Leaders also wanted to remind people that 5^th Avenue led directly to a beautiful beach, a fact that was somehow lost as Naples bled tourists to other popular west coast beach communities.

The Wynn family has more than 70 years of history in Naples and as president, Mike Wynn has a unique perspective of how the city has boomed and busted through the decades. The city got its first traffic light in 1949 and thrived through the 50s before being hit by Hurricane Dennis, a category 5 storm that devastated downtown Naples.

Along with many other cities—Delray included—5^th Avenue was hard hit by suburban flight and the rise of the mall in the 70s and 80s, with vacancy rates hitting as high as 40 percent. Former Delray CRA Director Chris Brown, who was at the Naples meeting, can relate.

“When I came to Delray in 1991, I closed my office door at 5 p.m. and nothing was moving on Atlantic Avenue,” he said. “There was roughly 1 million square feet of commercial space and 500,000 of it was vacant. I thought…’what did I get myself into’ here.”

The situation was similar in Naples and the retail that was left was marginal at best. There was even an adult bookstore on the avenue, hard to imagine given today’s upscale vibe. Office vacancy downtown was also 50 percent, Wynn said.

“Like many cities, we came together,” said Wynn. “We realized we needed to act and act fast. We also realized that for the avenue to have life, we actually needed to have people coming downtown.”

Not a revolutionary concept, but hard to pull off because it requires a tremendous amount of promotion and hard work.

The BID was formed in part to compete with competition from other shopping districts. Key strategies include beautification, relentless marketing and promotion and 12 street festivals. The BID, a non-profit, also organizes block captains, provides business counseling and also offers local businesses an array of marketing services. Money for the BID is raised via assessment and the BID also does some fundraisers that ultimately raises over $400,000 annually.

Wynn said the BID takes to heart the wisdom of the great placemaker Willliam H. Whyte who said: “what attracts people most, is other people.”

Wynn said the BID hopes to compete by embracing the arts, retail, office, tourism, events and a vibrant food scene.

Rod Castan, VP of the BID and a property owner from the Courtelis Companies, said 5th Avenue won’t rest on its laurels because of competition and an ever changing commercial landscape. On his wish list: more chain stores which he says drive retail traffic that also supports mom and pops, a small boutique theater and a need for more housing near the downtown, which appears to be under way.

“When the avenue suffers, the whole city suffers,” says Wynn who also serves as president of his family’s chain of Ace Hardware stores.

How true.

22 June, 2016 1 Comment

Build A Great City

June 22, 2016 By Jeff Perlman 1 Comment

Available at Amazon and Barnes & Nobles.com

The adventure took me to Lake Worth last week.

Thanks to the wonderful Danika Dahl (www.I-Love-Delray-Beach.com) and my friend Greg Rice, I had the opportunity to bring some books and some thoughts to Lake Worth last week.

We had a great discussion about cities, downtowns, economic development and local politics with an emphasis on Lake Worth’s enormous potential. I began by emphasizing that they not me were the experts when it came to Lake Worth. While I have visited the city innumerable times and enjoy the downtown, its restaurants, festivals and beachfront casino and pier, I don’t live and breathe the community like people who live and work there do. But I do think there are some universal truths and principles for community building that can work anywhere if they are tailored to local sensibilities. But when it comes down to it, citizens are responsible for creating the identity, look and feel of their city. And each city should strive to have its own personality and style.

Below are the notes I took with me which framed the conversation. I thought I would share. It was a great night, with lots of intelligent discussion, some super ideas and a lot of inspiration. In an age of social media and technology it’s reassuring to see how powerful it is for people to gather and talk as neighbors with a shared passion for creating a great city. Thanks Danika and Greg for the opportunity. Local blogger Wes Blackman–a really terrific urbanist himself– did a three part series on the evening that I am very appreciative of. You can find Wes’ blog at https://wesblackman.blogspot.com/.

Forge a Vision–

Involve as many stakeholders as possible.
Elected officials and property owners must be bought in
Begin to Implement immediately; prioritize and get going. If you fail to act, the vision fades and you lose the trust of those who volunteer and care.
Celebrate and market the small victories; build momentum because success breeds success.
City Budgets should reflect the citizens vision.
Stick to the vision: it takes time. Stare down the inevitable resistance and have patience and faith.
Remember that visions are living and breathing documents, principles should be stuck to, but good visions grow and are flexible to meet changing times.

Visioning tips:

Each city is different. Build on your strengths and assets. Inspiration can come from local history, local art, local architecture and design, but also embrace new ideas and changing times.

Be mindful of your strengths weaknesses, opportunities and threats. Guard against complacency. Don’t let failures or missteps bog you down, learn and move on. Similarly don’t let success make you smug or lazy.

When elections come, pin down candidates on their views of the adopted vision. Do they see themselves as being responsible to making it happen or are they running to upend the vision?

Require participants to put your city first, ahead of personal agendas, petty feuds and egos. Look for servant leaders and avoid those who think they are the smartest people in the room, regardless of the room they are in.

Remind people immediately when they stray…ignoring problems allows them to fester and grow. Insist that the citizen’s vision be honored. Be willing to fight for it—and count on having to do so.

Brand your street/downtown/city

What is your city’s style, what’s its promise, what’s its vibe? Once you identify your brand identity: market, promote and relentlessly work to bring people downtown.

Embrace change, but make sure change respects your city and its history. You can’t stop change, but you can shape it. The best visions and brands embrace the past, the present and the future.

Establish a culture of “how may I help you” versus “watch me stop you”. This does not mean compromising standards but it does mean being business friendly and making an effort to land deals and make things happen. Developers and investors don’t mind tough standards but they do require a fair, predictable and timely process.

A vision begins getting old the moment it’s adopted. Every day it lingers its damaged, every day you don’t talk about it people will fail to understand it. A vision is a flame. It needs to be tended to and you need to constantly educate the community of its importance and rationale. A vision is your best economic development tool, it’s what you sell.

Events are important. They bring people to your city. They allow for people to meet, talk and gather.

Public spaces and placemaking are critical. But they must be safe and active while also allowing for quiet enjoyment.

Culture is important too.–the arts are critical. Residents seek them out and so do visitors and companies.

Make sure elected officials are champions of the vision. They need to see themselves as stewards with a responsibility to make the vision a reality and to protect the vision.

If there is no vision or if the vision is shoved off to the sidelines personal agendas will take over, the vacuum will be filled with politics.

You need a team. The right people on the bus in the right seats. And those people need to be able to work together well. That doesn’t mean they will always agree but it means that they are able to overcome differences, trust each other and feel passionate about the vision and mission. Once a decision is made move on; there will be times you agree and times when you disagree.

Positioning is critical. Where does your city fit in the local and regional landscape? Delray did not want to become Boca—as successful as Boca is. Boynton should not be Delray. But city’s also have to know what is possible. Boynton is pursuing an identity as a city friendly to millennials—with workforce housing, breweries, an arts scene and inexpensive space for new companies. It’s a solid strategy/position because it counters Delray which has become expensive and a place where it is difficult to win approvals.

A good place to start

SWOT Analysis-

An old fashioned tool, but a good place to begin.
Strengths—What are the best things about Lake Worth?
My take: Outsiders view…

A whole lot of amenities for a small city. A waterfront park, a real downtown, great history, two main streets, human scale, charming cottages, relatively affordable, a waterfront golf course, a beautiful ocean front casino, a great pier, some great restaurants, walkable. Engaged community, abundance of creatives. Central location in county, near airport and other cities. Diverse and tolerant.

Weaknesses

My take:

Crime, vagrancy, lack of residential density to support local businesses and restaurants, lack of industry, derelict properties, sense that Lake Worth has been on the brink for a long time but never quite gets there, vacancies downtown. Financial struggles, aging infrastructure.

Opportunities

My take:

Great wealth east of the bridge that could be attracted to shop and dine downtown, a great “old Florida, laid back unpretentious downtown” that has tremendous appeal, historic buildings ripe for adaptive re-use, add downtown housing and small office, co-working, incubation, emphasis on artists, ability to attract people to close-in neighborhoods through some bold program that would clean up and stabilize neighborhoods and grow tax base.

Threats

My Take

Politics that might resist change or risk taking, infrastructure issues.

All in all, a terrific night…next week my trip to Naples 5th Avenue and the power of collaboration.

26 May, 2016 4 4 Comments

Innovation Districts: A Recipe

May 26, 2016 By Jeff Perlman 4 Comments

5,500 square feet of magic in Eugene.

“Innovation districts embody the very essence of cities: an aggregation of talented, driven people, assembled in close quarters, who exchange ideas and knowledge in what urban historians call a “dynamic process of innovation, imitation, and improvement.” –Peter Hall, Cities in Civilization: Culture, Innovation, and Urban Order

Boca Raton and Delray Beach have long championed the idea of creating “innovation districts”, a term we hear about often but probably never slow down enough to define.

Over the years, there has been a desire to attract the “creative class” to downtown Delray Beach, build on Boca’s rich history in medicine, education and technology (MedUTech) and create an innovation district along Congress Avenue. FAU’s Research Park has achieved enviable success and now FAU’s Tech Runway has a great opportunity to serve as a catalyst for creating an entrepreneurial ecosystem.

There are also several examples of co-working and incubator space in both Boca and Delray.

A recent white paper by the Brookings Institution has gotten a lot of traction among policymakers interested in Innovation Districts. Perhaps one of the best things it produced was a simple definition of the term: geographic areas with synergistic relationships among people, firms and places, allowing ideas to be generated and commercialized. These districts are also physically compact, transit-accessible, technically-wired and offer mix of uses: housing, office, and retail.

Bruce Katz and Julie Wagner of Brookings describe innovation districts as requiring entrepreneurs, educational institutions, start-ups, affordable housing and other urban amenities that are connected by transit and high-speed Internet.

Among the primary market forces driving innovation districts are private firms and universities seeking to be more efficient at innovation. The model that originated in Silicon Valley–where firms acted independently and were isolated on a campus or an industrial park–appears to be no longer in vogue. It is more effective to be located in places where people bump into each other by happenstance — at the office, in the coffee shop, at a music venue or at dinner. Ideas are shared at the office and away from the office, leading to more ideas and more innovation. This is a sea change from the model of the past 50 years where innovation happened in suburban office parks—accessible only by car. In that model, little to no thought was given to integrating work, housing and recreation. Today, companies and their workers see quality of life as a pathway to productivity and innovative breakthroughs.

A trend that is simultaneously strengthening innovation districts is millennials’ preference for urban living. According to the Council of Economic Advisors, 73 percent of college-educated 25- to 34-year-olds were living in large or mid-sized cities in 2011, compared to 67 percent in 1980.

Primary drivers of this trend are the neighborhood-building amenities that a vibrant city offers.

Essential to the success of innovation districts are what are called “innovation cultivators,” which support the growth of individuals, firms and their ideas.

Experts are pointing to downtown Eugene, Oregon as a good model for an emerging innovation district. Eugene offers lessons that may be useful for Boca and Delray.

In downtown Eugene, innovation cultivators include Fertilab, which focuses on incubating early-stage entrepreneurship; RAIN, which helps new business ideas accelerate to market; and the Technology Association of Oregon, which focuses on inputs to growth for tech companies including high speed internet infrastructure, access to talent, and community events like Hack for a Cause. All of these organizations now have offices that are within walking distance of each other.

“The trend is to nurture living, breathing communities rather than sterile remote, compounds of research silos,” said Pete Engardio in a recent article entitled “Research Parks for the Knowledge Economy,” that ran in Bloomberg Businessweek.

Says Brookings: “Innovation districts have the unique potential to spur productive, inclusive and sustainable economic development. At a time of sluggish growth, they provide a strong foundation for the creation and expansion of firms and jobs by helping companies, entrepreneurs, universities, researchers and investors—across sectors and disciplines—co-invent and co-produce new discoveries for the market. At a time of rising social inequality, they offer the prospect of expanding employment and educational opportunities for disadvantaged populations given that many districts are close to low- and moderate-income neighborhoods. And, at a time of inefficient land use, extensive sprawl and continued environmental degradation, they present the potential for denser residential and employment patterns, the leveraging of mass transit, and the repopulation of urban cores.”

So what’s the formula and do we have what it takes?

Brookings lists the following assets as key components:

Economic Assets are the firms, institutions and organizations that drive, cultivate or support an innovation-rich environment. Economic assets can be separated into three categories: Innovation drivers are the research and medical institutions, the large firms, start-ups and entrepreneurs focused on developing cutting-edge technologies, products and services for the market. Innovation cultivators are the companies, organizations or groups that support the growth of individuals, firms and their ideas. They include incubators, accelerators, proof-of-concept centers, tech transfer offices, shared working spaces and local high schools, job training firms and community colleges advancing specific skill sets for the innovation-driven economy.

Neighborhood-building amenities provide important support services to residents and workers in the district. This ranges from medical offices to grocery stores, restaurants, coffee bars, small hotels and local retail (such as bookstores, clothing stores and sport shops).

Physical assets are the public and privately-owned spaces—buildings, open spaces, streets and other infrastructure—designed and organized to stimulate new and higher levels of connectivity, collaboration and innovation. Physical assets can also be divided into three categories: Physical assets in the public realm are the spaces accessible to the public, such as parks, plazas and streets that become locales of energy and activity. In innovation districts, public places are created or re-configured to be digitally-accessible (with high speed internet, wireless networks, computers and digital displays embedded into spaces) and to encourage networking (where spaces encourage “people to crash into one another”). Streets can also be transformed into living labs to flexibly test new innovations, such as in street lighting, waste collection, traffic management solutions and new digital technologies.

Physical assets in the private realm are privately-owned buildings and spaces that stimulate innovation in new and creative ways. Office developments are increasingly configured with shared work and lab spaces and smaller, more affordable areas for start-ups. A new form of micro-housing is also emerging, with smaller private apartments that have access to larger public spaces, such as co-working areas, entertainment spaces and common eating areas.

Physical assets that knit the district together and/or tie it to the broader metropolis are investments aimed to enhance relationship-building and connectivity. For some districts, knitting together the physical fabric requires remaking the campuses of advanced research institutions to remove fences, walls and other barriers and replace them with connecting elements such as bike paths, sidewalks, pedestrian-oriented streets and activated public spaces. Strategies to strengthen connectivity between the district, adjoining neighborhoods and the broader metropolis include infrastructure investments, such as broadband, transit and road improvements.

Networking assets are the relationships between actors—such as individuals, firms and institutions—that have the potential to generate, sharpen and accelerate the advancement of ideas.

Networks fuel innovation because they strengthen trust and collaboration within and across companies and industry clusters, provide information for new discoveries and help firms acquire resources and enter new markets.

Networks are generally described as either having strong ties or weak ties.

If you tally these assets up, Boca and Delray are positioned to have successful innovation districts.

Many of the principles outlined by Brookings, were incorporated in a recent task force effort to jumpstart Congress Avenue in Boca.

Lynn University, FAU, FAU Research Park, the Boca and Delray Chambers of Commerce, local hospitals and research facilities and private incubators and co-working spaces are all elements for success.

What’s missing in my view are stronger ties, a need for more events, a lack of venture, seed and angel capital (but some bright spots are emerging) and more media attention to build the area’s reputation.

Possible headwinds also include a lack of imagination with some, Ok maybe most—but not all– new development—i.e. the same old, high end condo’s and sprawl in the Ag Reserve—and not enough political vision to push and incent developers to create something new, different, cool and forward thinking. There is a need for creative space in both cities. NIMBYism is another threat; we have to be forward thinking and ensure that our downtowns evolve beyond food and beverage.

Still, our quality of life, proximity to key markets, universities, recreation, cultural amenities etc., are awfully compelling. Yes, we can make this happen. The ingredients are there and abundant.

How to make it happen:

Practitioners in leading edge innovation districts offer five pieces of advice:

First, build a collaborative leadership network, a collection of leaders from key institutions, firms and sectors who regularly and formally cooperate on the design, delivery, marketing and governance of the district. In advanced innovation districts in Barcelona, Eindhoven, St Louis and Stockholm, leaders found the Triple Helix model of governance to be fundamental to their success. The Triple Helix consists of structured interactions between industry, research universities, and government.

Second, set a vision for growth by providing actionable guidance for how an innovation district should grow and develop in the short-, medium- and long-term along economic, physical and social dimensions. Most practitioners cite the importance of developing a vision to leverage their unique strengths—distinct economic clusters, leading local and regional institutions and companies, physical location and design advantages and other cultural attributes.

Third, pursue talent and technology given that educated and skilled workers and sophisticated infrastructure and systems are the twin drivers of innovation. Pursuing talent requires attraction, retention and growth strategies; integrating technology requires a commitment to top notch fiber optics (and, in some places, specialized laboratory facilities) to create a high quality platform for innovative firms.

Fourth, promote inclusive growth by using the innovation district as a platform to regenerate adjoining distressed neighborhoods as well as creating educational, employment and other opportunities for low-income residents of the city. Strategies in places as disparate as Barcelona, Detroit and Philadelphia have particularly focused on equipping workers with the skills they need to participate in the innovation economy or other secondary and tertiary jobs generated by innovative growth.

Finally, enhance access to capital to support basic science and applied research; the commercialization of innovation; entrepreneurial start-ups and expansion (including business incubators and accelerators); urban residential, industrial and commercial real estate (including new collaborative spaces); place-based infrastructure (e.g., energy, utilities, broadband, and transportation); education and training facilities; and intermediaries to steward the innovation ecosystem. Districts in Cambridge, Detroit and St. Louis have successfully re-deployed local capital to meet these needs.

12 May, 2016 0 Comments

It’s All Connected

May 12, 2016 By Jeff Perlman Leave a Comment

Recipe for conflict. Every. Single. Time.

Consider the following…

-When the CRA was founded in 1985, the total property value of the district was $245 million, today it is more than $1.6 billion and growing.

-In recent years, the CRA has received more than $6 million from the county annually in tax increment funding contributions; over the last three decades the total from the county is over $60 million. That’s funding that almost surely would have been spent outside the city if it didn’t go to our CRA.

–Over the years, our CRA has reinvested over $100 million in local TIF revenues in our city. The money has been spent on infrastructure, capital improvements, parking facilities, affordable housing, beautification efforts, economic development initiatives, land acquisition (turning unproductive property into uses that often produce jobs) and arts and culture that drive more jobs, tax revenues and quality of life. Signature projects include: the beautification of Northwest and Southwest 5^th Avenue, Atlantic Grove, the Fairfield Inn, The Hyatt, Old School Square, the Delray Beach Public Library, Spady Museum, South County Courthouse (land acquisition), Worthing Place, the Downtown Master Plan, improvements to U.S. 1 and the new Uptown Delray project which includes plans for a long sought neighborhood grocery.

–From the Green Market and Municipal Tennis Stadium to historic preservation efforts and the Community Land Trust, the CRA has been an integral part of Delray’s fabric.

The list of achievements, public private partnerships, site development assistance, façade improvements and business grants goes on and on.

In other words, it takes a village to build a village.

And this village would not be nearly the same without its CRA. It has been far and away our best economic development tool and has only gotten more effective along the way.

CRA monies have always complemented the city’s budget, including paying for police officers to make our city’s downtown clean and safe and funding for planning and engineering initiatives that built a pretty cool city.

For most of the past 20 years, the CRA has been focused on the West Atlantic corridor and neighborhoods north and south of the avenue and east of 95.

More than $60 million has been spent on sidewalks, water pressure improvements, beautification, housing, lighting, parks, plazas and economic development initiatives.

This wasn’t a heroic contribution; it was the right thing to do. But it should be acknowledged as well.

Public spending should be directed where the needs are but this was not always the case in Delray Beach.

As late as the 1980s, large parts of the central business district suffered from blighted conditions and disinvestment. Pineapple Grove was an idea, but it was pretty decrepit when it was hatched. And that’s a compliment.

When I was elected to the City Commission in 2000, there were still a few unpaved streets in our southwest neighborhoods. Many blocks did not have good water pressure, sidewalks or lighting.

But there was a whole lot of vision and a lot of dedicated people working together on what became known as the Southwest Plan. When the citizen driven plan was completed and adopted by the city, spending by the city and the CRA was earmarked to bring the plan to life. And while much was done—see the above millions invested—it was clear that even more needed to be done to improve neighborhoods and to break the cycle of poverty that gripped many families in our city.

Beacon Programs—providing wrap around social, educational and health services—were created, a Boys and Girls Club opened with the invaluable help of Mayor Tom Lynch and former CRA member Marc DeBaptiste, the Village Academy opened and was expanded to cover pre-K through 12^th grade and a Community Land Trust was established to add much needed housing in underserved neighborhoods.

It’s a remarkable story of a community, a city and a CRA working together.

In community building, one of the first lessons you learn is that you are never “done.”

There is always more to do: more progress to be made, more challenges to overcome and more opportunities to seize.

That seems to be a no-brainer, but you’d be surprised as you make progress how many people want cities to declare victory and stop investing. That’s a mistake, complacency is a killer.

Usually, the argument is that spending needs to be directed elsewhere—and many times it does. But community building is not a zero-sum game.

You can and should invest in multiple neighborhoods. It’s not a choice between East Atlantic and West Atlantic or between the downtown and Congress Avenue as some elected officials wrongly claim. Sure, you need priorities, but that doesn’t mean that you neglect one part of your town in favor of another—especially when your city is interconnected and certain neighborhoods provide the fuel and the funding to ensure that needier neighborhoods can receive what they need.

A friend has pointed out to me that it is impossible to improve blighted residential neighborhoods without the cash generated by successful commercial development.

Residential neighborhoods—especially ones that have problems—do not generate the tax dollars to do the job. But successful downtowns do. And because East Atlantic has performed so well, TIF dollars generated as a result can be and have been (for a long time now) used to fund improvements to West Atlantic and adjoining neighborhoods.

The key to doing more is to keep your pump healthy—to maintain your focus on all parts of your downtown and to create new economic drivers such as Congress Avenue, US 1 and the four corners of Atlantic Avenue and Military Trail.

The other key is to support, collaborate with and sharpen your economic development agencies.

Schools, quality health care, a strong business community, the arts, recreation and open space are also critical components—along with safe streets and a city government that provides services efficiently.

If that sounds like a lot, it is. Remember, you are never done and if you think you are, complacency or smugness will bite you.