It’s All About the Software

The intangibles make a community a community

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.

pompanogarage

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.

 

 

Unity in the Community

alone-we-can-do-so-little

Spirit and connectedness.

I’ve been thinking about those two words lately.

What binds us together as a community, as a state, as a nation?

The word united comes first in our national identity: United States.

We are Americans first and foremost, country before party right?

Right?

Yet, we seem to be living in an age of hyper-partisanship. Red States and Blue States. Liberals and Conservatives. Republicans and Democrats.

The divisions are large and seem to be getting larger. And interestingly enough, the divisions are now extremely pronounced even among members of the same political parties. Establishment versus tea party. Establishment versus the Bernie Sanders wing of the Democratic Party.

Any student of American history understands that politics has never been a gentle affair–dating back to the days of Jefferson, Adams and Hamilton our nation’s discourse has always been spirited and at times vitriolic and even violent.

But doesn’t this feel a tad different? Isn’t this year perhaps a few degrees beyond the typical?

Is it possible to unite anymore? Are we beyond sharing a common national spirit? Can we connect?

I’ve always been oriented to the local. So that’s the prism in which I view things.

When I began my career in journalism, I aspired to practice community journalism. I had no desire to cover Washington or the world even though I was interested in both.

When I tried politics it was with the goal of serving in local government. I never aspired to work in state or federal government.

I sensed it was easier to find spirit and connectedness in a small city than on a bigger canvas. And that was important to me. If you can find a tribe that’s committed to building community you can experience real progress. I always felt Delray was large enough and diverse enough to be interesting and small enough to get your arms around and make things happen.

And so it has been.

Boca too…although it’s a vastly different place.

For a long period every initiative, every project, every amenity was viewed through a wide lens not a narrow self interest. Did it build community? Did it serve the long term vision of citizens? Was it a net gain or did it detract from what people were trying to build here?

I think the key to spirit and connection is to have a vision.

The vision must be citizen driven and include a process that is inclusive and invites stakeholders to share.

The process is almost as important as the outcome when it comes to visioning; you want to make sure people are invited to share their thoughts and aspirations in a safe environment that encourages intelligent discussion and deep conversations. People should be encouraged to think big but it’s also important to inject facts and best practices into the conversation to drive the process.

The best visioning exercises are community builders; civic projects that bring people together.

In my mind, that was the real value of the All America City Award which required people to work together in an effort that inevitably tore down barriers and built civic pride.

It’s hard to do this on a national level, but possible. It seems nationally, we rally when threatened; in times of war or terrorism.

On a city level it’s not easy but it’s essential and very doable.

That was Delray’s secret sauce.

And it worked.

When visions are accomplished or grow old and need refreshing and leadership fails to take the time to do bottom up planning you inevitably end up with drift, division and an erosion of civic bonds.

After several successful visioning processes, Delray rushed a visioning process ahead of a mayoral election and major staff upheaval a few years back.

The timing was horrible and the process and its aftermath felt different–somewhat empty not energizing as previous efforts had been.

As a result, Visions 2020 has been mothballed.  It doesn’t drive conversations or inform decision making and even connected citizens can’t remember what it said.

But that doesn’t mean that you can’t try again or that visioning is flawed.

Smart elected officials welcome exercises that build community and forge visions. It helps them make decisions: if something fits the vision you support it. If something is contrary you vote no.

But without a vision there is no real direction– just ad hoc decision making, personal preferences, a whole lot of politics and people feeling disconnected.

Small cities have an option to bring people together. Only the small minded, egotistical and optically driven elected official can’t see that logic. A word to the wise: nobody cares what individual elected officials think. Your job is to forge a vision by bringing as many smart, caring and committed people to the table as you can. That’s leadership because nobody cares if you don’t like the color of a snow fence or the taste of garlic.

It’s not your town or your staff, it all belongs to the stakeholders–those that hold  a stake. Elected officials are stewards and ultimately they work for us; or at least they should.

Congress lost that truism a long time ago. There’s no excuse for local government to follow suit.

 

Remembering A Special Friend

Former Chief Overman, the late, great Officer Johnny Pun and Skip Brown.

Former Chief Overman, the late, great Officer Johnny Pun and Skip Brown.

“The most beautiful people I have known are those who have known defeat, known suffering, known struggle, known loss and have found their way out of the depths. These persons have an appreciation, a sensitivity and an understanding of life that fills them with compassion, gentleness and a deep, loving concern. Beautiful people do not just happen.” Elizabeth Kubler Ross.

That has to be one of my very favorite quotes.

If you consider those you love and admire, the beautiful people in your life, you will find that quote to be true. As much as we wish nothing but wine and roses for our loved ones, the reality is in every life there will be challenges and heartbreaks.

Those who manage to find their way out of the depths and look out for others are special indeed.

I know more than a few of these people and they have been a blessing to me and my family and a gift to our community.

About two weeks ago, one of the prime examples of the quote above reached out to me with a wonderful message of friendship. Skip Brown is a retired Delray Beach Police Officer who is living in Alabama these days with his lovely wife, Cheryl.

Skip was challenged by Cheryl to reach out to important people in his life and let them know how much they have meant to his life. The contents of that conversation are private and personal, but I wanted to share the concept of reaching out to five key people in your life while you still can and while they are still around. And I wanted to share some thoughts about Skip and his generation of police officers who meant so much to Delray Beach.

First, what a powerful idea it is to think about the key people in your life and how and why they made such an impact.

To share those feelings with those cherished people is a powerful act; it enriches both the messenger and the recipient. I got Skip’s call during a particularly stressful week, the funny part is I know longer remember what I was so stressed about, which is a lesson in itself. This too shall pass, they say; and most of the time that’s right. But Skip’s phone call instantly lifted my spirits and his “gift” (and that’s what it was) has stayed with me and will stay with me.

It’s nice to know you matter to people you care about. It’s nice to know that your friendship has made a difference in a great man’s life.

I met Skip when I was a kid in my early 20s. He was a big, very big and burly cop and I was a very young and naïve reporter. Skip was gruff, but always fair and honest and I appreciated his willingness to take some time and teach me about Delray and about life.

He had a world of experience when I met him. Years on road patrol and time in the jungles of Vietnam. I came from suburban Long Island from a very stable household and had seen very little, he had driven a truck before becoming a police officer and seen an awful lot, emphasis on awful.

On the surface we didn’t have much in common. But I was fascinated by Delray and Skip was a big part of an effort to make the city safer. The people who were involved at that time were in the midst of building something very special.

When I met him, Skip was a K-9 officer. He had a huge German Shepherd named Rambo who was a local legend. Later, he would have a wonderful K-9 named Olk, who died too soon, in front of Skip one day before work. Skip loved his dogs and his birds and my new puppy Magnum, a goofy golden retriever who reminded him of the dog on the Bush’s Baked Beans commercial.

I lived around the block from Skip and we spent time at each other’s homes—well driveways mostly– talking into the wee hours of the night about everything Delray.

Skip and several other K-9 officers at the time, including Phil Dorfman, Will McCollum and Geoff Williams, did a lot of community outreach in those days taking the dogs to schools and events. Those kind of efforts along with D.A.R.E. programs and community policing did much to change the perception of the Delray Beach Police Department.

I’ve said often and will continue to emphasize that Delray’s revitalization was made possible by the Delray Beach Police Department. Skip and many other officers are the unsung heroes of Delray and their efforts were tireless, authentic and in-depth.

Skip was at the forefront of many of these efforts, leaving K-9 and becoming the department’s Volunteer Coordinator which at the time had well over 1,000 volunteers –an astounding number for a city our size. The program won international recognition with news stories on CNN and other national outlets, chapters in scholarly books and even a visit from President Bush, Governor Bush and Rudy Guiliani after 9-11. Former Massachusetts Governor and 1988 Democratic Presidential nominee Michael Dukakis, who used to spend winters in Delray, became a huge fan of the department, riding along with officers and gathering information for courses he taught at Harvard’s Kennedy School of Government.

I can go on. But the most important takeaways are the relationships that were built as a result of these efforts. They made the whole difference: instead of being fearful of police, people in troubled neighborhoods opened up about their problems and worked with officers to solve issues. On a personal level, I saw a lot of friendships develop. Skip was particularly good at this. Many of his volunteers were senior citizens, members of the “greatest generation” who fought in World War II. Skip respected them and they returned his loyalty with service and devotion to the department and the city. When they got sick, he was there by their side. He spent many a sleepless night in a hospital or hospice and always tended to family members in their time of need and beyond.

The department also reached out to the Haitian community, starting Citizens Police Academies for Creole speaking residents in a successful effort to break down barriers. Skip taught at the academy and recruited volunteers forming a nationally recognized Haitian Roving Patrol, which was part of an All America City effort.

The volunteer program served as the department’s eyes and ears and the volunteers were committed to the department and the city giving hours of their time to training and patrols.

The chief at the time, Rick Overman, was the architect and quite simply a transformational leader. But while Overman was a master strategist, his greatest strength was recognizing and empowering talented employees and letting them soar. Skip was one of those guys. And he soared. So did the city.

The officers I met during that era, the late 80s, were a very interesting group of characters. Some were larger than life personalities. There was talent at just about every position; magnificent detectives, experts on community policing, brave undercover officers, tough as nails Tact Team officers, a stellar K-9 unit and officers who specialized in what is called problem oriented policing; using a variety of resources to get at the root of issues.

But Chief Overman knew he could not tackle the city’s challenges on his own. His department and his officers needed the community and he became a magnet for involvement. Skip and many others were extensions of that philosophy—they challenged residents to get involved and to take ownership of their streets, neighborhood and city. What resulted was a partnership, relationships and trust.

Skip was a builder of those ideals. Every day he sought to partner, promote and build relationships.

They were special times and Skip was made for the job.

I’m pleased to see another product of that era, Chief Jeff Goldman, take a new generation of officers and have them focus on community and relationships. It works. It truly does.

With headlines all across America questioning the relationship between police and communities, it’s comforting to know that we have the right philosophy in place. Yes, it costs money to attract and retain talent, but it will cost you a whole lot more if you fail to build a department that protects and serves with integrity and distinction.

I hope you’ll “do like Skip” and call those special people in your life. It’s all about paying it forward. And I hope we invest in the men and women who protect and serve us. If we don’t, we risk it all.

 

 

The Art of The Possible

possible

It seems we spend a lot of time looking backwards in Delray Beach.
It’s almost as if we fear the future and want to slam the brakes on change.
You can’t do it.
Change is not only inevitable it’s desired. That’s not to mean that you don’t preserve what’s worthwhile–that doesn’t go without saying–in fact, it’s worth repeating over and over again.
So what’s worthwhile? What do we value? What should we fight for?
Glad you asked.
Our civic pride.
Our vibrancy and charm.
Our historic buildings and districts.
Our downtown.
Our cultural, intellectual and artistic amenities.
Our business community.
Our neighborhoods.
Our wonderful public safety departments.
Those who volunteer.
Those who are public servants.
Our beach.
Our parks.
Our schools.
I can go on.
Cities that work and succeed strengthen their assets.
Cities that work– fix problems and embrace accountability.
But there’s a difference between accountability and a “gotcha” mentality that destroys people, institutions and morale.
There’s a difference between accountability and bullying. Accountability works when it builds capacity. It works when  it teaches and when its constructive.

Bullying is destructive.

And it doesn’t last because you don’t get results via fear and intimidation. Oh maybe short term, but nothing lasting is built on a foundation of fear.
Cities are complex organisms. And a city such as Delray is a very complicated place.
This is a hard town to manage. A hard town to lead.
It’s active.
It’s ever changing.
It’s diverse.
It’s got history, pride, baggage, crime, drugs, homelessness, wealth, poverty, youth, age, commerce and tons of talent.
Delray also has unbridled potential.
We can be whatever we choose to be.
America’s most fun small town can be the place for artists, entrepreneurs, families, retirees, kids and millennials.
It already is in so many ways and it can be even better.
If we want it to be. Or it can be worse.
It’s our choice.
When I drive the streets of this city, I can’t help but feel pride.
If you don’t feel it, I feel sorry for you. I don’t mean that in a snarky way, I truly do feel remorse.
Because you are missing out on a very special place and an incredible success story.
Are we a perfect place?
No. We are not.
We can all list the litany of issues and kvetches. We can dwell on them too.
Or we can focus on what’s good, fix what needs fixing and move beyond our first world problems and enjoy where we are living. And dig in harder to fix the serious problems. Like homelessness, like drug addiction and gang violence. We can begin caring about kids being left behind and about creating opportunities for current and future residents.
We should plan for the future.
How can we transform Congress Avenue and make it Delray’s next great street?
How can we sustain the success of our downtown and extend it to areas  that are lagging?
How can we ensure that Delray Beach is desirable and accessible to young families and young professionals? How we can be a safe and fun place to retire and grow old?
A place that embraces business and recreation, art and culture, history and progress.
Delray thrives when the community comes together and works on big goals, visions and projects.
That’s what created the value we see if we allow ourselves to see it.
Delray drifts without aspiration and vision.
15 years ago bus loads of people from every neighborhood and walk of life–old and young–black and white, east and west, went to Atlanta Georgia and stood up before a national audience of peers and proudly talked about our city.  We talked about our schools and our efforts to fight crime and reclaim neighborhoods. We talked about our downtown and our beach and our history but mostly we talked about what we wanted to be. Our future. Our vision. Our aspirations.
And we were named an All America City. For a second time. The first city in Florida to achieve that honor.
After the event, we hugged and we celebrated and we got right back to work. And that is what it means to look forward and that is what it means to build community.
Delray works, when Delray aspires.

Nothing works when you focus on fear and pessimism.

Still Bowling Alone

Bowling

Editor’s note: YourDelrayBoca is taking a week off after this post to travel. Our stops include St. Petersburg, New York City and the great city of Charleston S.C. where we will participate in the Urban Land Institute Riley Symposium honoring one of America’s truly great mayors, Joe Riley. We will be back with lots of material. Have a great week!

A few weeks ago, I attended a Bar Mitzvah in Whitefish Bay, Wisconsin.

The Bar Mitzvah boy was the son of a friend I have known since I was six years old. We went to elementary, junior high and high school together, went to each other’s Bar Mitzvah’s, took road trips to visit each other while in college, attended each other’s weddings and have remained friends through the years and the miles through middle age.

I know his family and he knows mine. We had the same teachers, the same friends and I remember his prom date. I have at least six other friends that I share a similar history with. Several also made the journey to Wisconsin to share an important  moment with a lifelong buddy.

When I share this story of friendship with others, I get two reactions: amazement and how nice that must be to have a shared history with so many other people.

I am very grateful for these friendships. The friendships came naturally in the beginning when we spent every day together playing ball, listening to music and talking about girls and what we might do when we grew up.

But over the years we have had to work hard to maintain our friendships. Time and distance, pressures and commitments can take a toll on old friendships. I’m proud that ours have survived endless moves, jobs, wives, kids, mortgages, the loss of loved ones and cancer.

In a way, working hard to stay in touch has made our friendships stronger.

There’s research out there that says that friendship is good for our mental, emotional and physical health. One study says people with close friends live longer than those who don’t have them. I believe it; we all want to hang around for the next chapter in the story.

I’ve been thinking about friendship and community building lately.

A few weeks back, I wrote about an old video we had discovered of Delray’s 1993 All America City bid and how the energy, camaraderie and closeness came through the screen when viewed.

We used to talk a whole lot about community building and citizen engagement in the 80s, 90s and early 2000s, but it seems that the subject has fallen off of our radar screens of late. That’s a shame really. And a mistake.

Society has changed. Social media, texting, Snapchat and other tech tools can be wonderful, but they also seem to have replaced community.

In Delray, when we talk about being a “village” it’s often when we refer to the scale of development and the strong desire to have local businesses over chain stores. Those are important subjects, but how we work with, relate and treat each other is just as important, more so in my opinion.

In 2000, Harvard Professor Robert Putnam released a groundbreaking book called “Bowling Alone.”

His research showed that Americans were increasingly isolated; no longer joining civic clubs and bowling leagues which once served as ways to connect us to our neighbors and our communities.

Now a new study from Civic Observatory called “Less in Common” has taken up where Putnam left off and argues that restoring the civic commons will be critical if we are to solve some of society’s most pressing challenges.

The new study indicates that people trust their neighbors less and spend less time with them as a result.

The share of the population that says “most people can be trusted” has fallen from a majority in the 1970s, to about one-third today, according to the annual General Social Survey. Meanwhile, “In the 1970s, nearly 30 percent of Americans frequently spent time with neighbors, and only 20 percent had no interactions with them. Today, those proportions are reversed,” notes City Observatory.

Other trends noted:

Recreation is increasingly privatized. Since 1980, the number of members of private health clubs have quadrupled to more than 50 million.  “We used to swim together—prior to World War II, almost all pools were public” according to City Observatory. “Today, we swim alone in the 5 million or so private swimming pools compared to just a few thousand public ones.”

Economic segregation trends upward as middle-income neighborhoods decline. “Between 1970 and 2009 the proportion of families living either in predominantly poor or predominantly affluent neighborhoods doubled from 15 percent to 33 percent. Think about Delray Beach and Boca Raton which have lots of high end neighborhoods and some low income neighborhoods, but very little in the middle and virtual zero neighborhoods that have a mix of incomes.

Many live in gated communities. “By 1997 it was estimated that there were more than 20,000 gated community developments of 3,000 or more residents.”

Politically, America sorts itself into like-minded geographies. “Nearly two-thirds (63 percent) of consistent conservatives and about half (49 percent) of consistent liberals say most of their close friends share their political views.”

The biggest portion of our leisure time is spent watching television. “TV watching is up to 19 hours per week today compared to about 10 hours in the 1960s.”

Low-density, automobile-oriented living patterns are partly to blame, according to the report.

Still, there are encouraging counter trends.

Third places. “The number of coffee shops in the United States has nearly doubled in the past decade, from about 11,000 in 2003, to about 20,000 in 2012 (SBDC Network, 2012).”

 

Farmer’s Markets. “The number of Farmer’s markets in the U.S. has quadrupled in the past two decades to more than 8,000 nationally (Agricultural Marketing Service (USDA), 2013).”

 

Declining Racial Segregation. Overall, American neighborhoods have become demonstrably less segregated by race over the past half-century (Glaeser & Vigdor, 2012). I don’t think we can say that in our community.

 

Overall, notes report author Joe Cortright, “There is compelling evidence that the connective tissue that binds us together in cities is coming apart. As we’ve spent more time in isolation and less time socializing with our neighbors, participation in the civic commons has suffered. Rebuilding social capital in America will require innovative approaches to spur community engagement.”

To take a look at the full report visit https://cityobservatory.org/less-in-common/

So what does it all mean?

In Delray Beach, we have seen more expensive elections and less voter turnout despite a bigger population. Twenty five years ago Commissioner David Randolph received over 9,000 votes, today about a third of that many even vote and Delray is a far more populous place than a generation ago.

We are also seeing less civic involvement from a wider range of the community enabling smaller groups to claim the public square.

In Delray Beach, the beach area and Lake Ida neighborhoods are extremely active but wide swaths of the city are virtually never heard from. There was a time–not too long ago– when the lion’s share of the city’s voters resided west of Interstate 95. Communities such as Rainberry Bay, Pines of Delray, Del Aire, The Hamlet, Country Manors and High Point not only were politically active but were also active volunteers for police and fire and local schools. Leadership in these communities was regularly tapped for advice and support. Newly elected Delray Commissioner Mitch Katz recognized this gap and did a good job of communicating his desire to include the west in the recent municipal election.  But much work remains to be done to engage Andover, Rabbit Hollowe, Sabal Lakes and virtually the entire Linton area corridor.

Active and engaged Delray Beach has become a much smaller, eastern focused endeavor.

Less than a decade ago, when I was on the City Commission we were covered by three daily newspapers, a weekly newspaper, a local radio station, three TV stations and one or two magazines. Media coverage was once heavy, now it’s scant. The community water cooler is gone. And that makes a difference.

Beginning in the 80s and gaining steam through the mid 2000s, Delray made a huge effort to organize neighborhoods, host interactive town hall meetings, publish newsletters, use an emergency radio station with community news in three languages, host citizen driven visioning charrettes and resident academies all designed to engage and build community. Efforts were also made to talk about race relations and to create volunteer opportunities for those willing. Special events—the subject of lots of discussion today—also had a community building component when originally conceived. The entire All America City effort mentioned earlier was designed to foster community, build relationships and work collaboratively to solve community challenges. My favorite activities during my term in office were holiday parties hosted by the commission for city staff and neighborhood pot luck dinners.

During the former, we donned aprons and served lunch and punch to three shifts of city workers, getting to know them and giving us an opportunity to say thanks.

The pot luck dinners paired disparate neighborhoods in our city giving neighbors a chance to meet and find common ground. We learned that just about everybody has a desire to live on a safe street and to give their kids opportunities to succeed. Simple gestures, big results.

Today, in an age of “screens” and disruptive technology we should take the time to refocus on community. I think people long for it.

If we want to talk about building a sustainable village, a place of value, gratitude, respect, civility and warmth it has to start with people. The best part is these efforts aren’t expensive. It just takes time and genuine commitment.

If you restore and strengthen the civic commons you create a city of immeasurable value.

It all comes back to friendships and relationships—they benefit us personally, but they also benefit communities by—you guessed it— building community.

Just ask the cities that experienced unrest recently whether they wish they had invested more in community building and relationships.

 

 

 

 

 

 

 

Water Cooler Wednesday: Ferguson & Delray

Ferguson, Missouri.

Ferguson, Missouri.

The disturbing images from Ferguson, Missouri have been dominating the news for over a week now.

My friends from outside of Delray Beach have reacted with a mixture of reactions; most of them have tuned it out and turned the channel to preseason football.

But for those of us who lived in Delray Beach in February 2005, the reaction is quite different and can be summed up with this phrase: “this could have happened here.”

Yes, it could have.

And I have been asked repeatedly in the past week why it didn’t.

The short answer is: I don’t know for sure. But I do know some things that I think helped.

For those unaware, on a February night in 2005, a rookie police officer shot and killed 15-year-old Jerrod Miller outside a school dance at the Delray Full Service Center.

The officer was white. Jerrod was African American.

Jerrod was shot after he was stopped by the officer outside the dance while driving his uncle’s car. He did not have a license. In a split second–that would forever alter this community and several lives–Jerrod made the decision to hit the gas and pull away from the officer.  The officer fired and….

So Ferguson is different for those of us who were in Delray in February ‘O5. It feels closer, it rekindles memories, it triggers anxieties and it touches nerves we thought were long ago soothed.

It turns out they weren’t. Sure, life goes on. It always does, but we were altered by the experience.

And Ferguson brings it back.

So did Trayvon Martin, which happened exactly five years to the day after Jerrod Miller.

The Miller shooting was big news in 2005. We had protests and demonstrations. Delray felt tense and emotions were very, very high. But we did not have violence. The community did not break apart.

A local journalist called me this week and asked about Jerrod and why Delray did not spiral out of control like Ferguson. A former head of our Clergy Association who is now the Episcopal Bishop in New Jersey also reached out to share a sermon he plans to deliver this Sunday. Several friends and former colleagues emailed, texted and called just to talk about Ferguson and our experience in Delray.

I’d like to think that the strength of our community kept things in check. We did have protests. We did have anger. We experienced lots of emotion, but we didn’t become Ferguson or Sanford. Maybe, we were lucky; or maybe 15 years plus of community policing and decent leadership helped to keep things from getting violent and destructive. I do know that our elders stood up for keeping the peace. So did our clergy, elected officials, city staff, police officers, non-profit leaders, educators and everyday stakeholders. I think all of that and some things I don’t know about helped.

When I was first elected way back in 2000, I was a young man with lots of dreams, drive and ambition. I was also a tad naïve—especially about politics. Sometimes being naïve can be a good thing—you don’t know your limits so you strive. And sometimes it can bite you. But I was also very coachable and eager to learn from those who came before me.

As a rookie commissioner I went to visit our then Police Chief Rick Overman. Rick was older than I was. He had already had a career in Orlando before coming to Delray where he transformed our department. By the time I was elected he had been in Delray for almost a decade. As a newspaper reporter, I had gotten to know him and I was a student of his reform strategies and his leadership style. I saw him as a visionary and a highly effective leader. Arguably the best I’ve seen, up close and personal.

So I was all ears when I went to talk to him in my new role as a commissioner. I told Chief Overman that I wanted to heal some community divisions and invest in some neighborhoods that I felt had been neglected. I wanted to build on some of the relationships and successes he had made possible as a result of community policing.

Rick looked me in the eye and said the following: “In my line of work, and now yours, it’s not a matter of if something is going to happen, but when. That’s why every day I look for opportunities to build up a reservoir of good will, because I know someday I will be forced to draw down on that reservoir and when I do I need to know there is something to draw down on.”

Those words resonated with me and with many others that Rick influenced during his tenure in Delray.

There is no playbook when tragedy strikes. But it helps to have a reservoir. It helps to have relationships.

I am reading lots of stories about promises to change Ferguson. “If only people would get off the streets and go home, we will do x, y and z.  These are after the fact attempts at reform. Reactive not proactive.

Truth is, we were busy community building in Delray long, long before that sad night in 2005. I think that helped us. We drew down on the reservoir, but we at least we had one.

I hope and pray we still do.

Because you don’t just fill a reservoir and forget about it. Like a garden, a city and the relationships within the city, need to be tended to or weeds start to grow.

If problems aren’t addressed they don’t magically disappear, they fester and tend to get worse.

I think Delray’s history of working together, Delray’s track record of engagement and community policing helped us in the wake of Jerrod’s shooting. We had leaders we could turn too, successes we could point too and most important of all, we recognized we had a lot more work we had to do and that was acknowledged.  We also acknowledged that this community has had a long and troubled history with race relations. We were attempting to discuss and address some of those issues prior to the shooting.

We also had earned some trust, which isn’t built overnight (although it can be lost in an instant) and we knew that trust is always fragile and that relationships require a lot of dedication and more listening than talking.

There is a lot of anger in society today.  There is desperation, dysfunction, crime, abuse of all sorts and economic despair. We can point fingers, we can cast blame and we do. But that doesn’t change the facts on the ground.

We were fortunate not to have the unrest we are witnessing in Ferguson. But we ignore the signals at our own peril.

In cities, issues are always interconnected and memories are long.

I used to get frustrated when slights from years ago were laid at my feet as if I had been responsible. Until I realized I was responsible, for at least trying to understand, listen and solve problems. When you step into a leadership position, you inherit it all, the good, the bad and the ugly and there’s plenty of all three. It’s your responsibility. Not to take it all on your own, a common mistake that “hero” leaders often make. But to lead a discussion and challenge others to work together to leave things better than before.

But the key piece to remember is that the moving parts all relate: you may not want development, but someone in the community needs a construction job or may work at a store, restaurant or office that you don’t want to see built. We may want to get tough with our cops on pensions, wages and benefits (and all are legitimate and important concerns to have) but you better realize that we need good officers to protect and serve a very complex community and that they deal with very dangerous situations multiple times a shift in this city. That costs money. Real money.

We may want to cut support to a library, a non-profit, an arts center or an afterschool program but you have to realize there’s a kid and a parent that find those services and programs important.

Filling the reservoir is always complicated. But it begins with constant conversation between leaders and they people they serve. They don’t serve you, you serve them.

You can’t serve if you don’t listen. And if you don’t listen…well turn on the TV and tune into Ferguson.