Hallandale Beach

Community Redevelopment Agency

Proposed Annual Budget for

Fiscal Year 2013-2014

July 16, 2013

Hallandale Beach Community Redevelopment Agency

Proposed 2013 -2014 Budget

Table of Contents

Budget Message Page 1

CRA Organization Chart Page 6

CRA Revenues Page 9

CRA Expenditures Page 10

CRA Plan Objectives and Goals Page 12

Capital Improvement Projects Page 14

Appendix

CRA Line Item Detail Page i

Sample Interlocal Agreement Page ii

Budget Message

A NEW FOCUS FOR THE HBCRA

I am pleased to present the proposed FY 2013-2014 Hallandale Beach Community Redevelopment

Agency (HBCRA) Budget. The proposed FY 2013-2014 budget emphasizes the re-focused vision of the

HBCRA as established by the Board of Directors during their visioning session held on February 5, 2013,

to strategize for the thirteen remaining years of the HBCRA. In line with that objective, the Board

revised the mission statement of the HBCRA to emphasize that the elimination and prevention of slum

and blight was its primary goal, and that promoting economic development was no longer going to be

part of the HBCRA Mission. The new mission statement reads as follows:

“The Mission of the HBCRA is to enhance the quality of life by

eliminating and preventing blighting conditions through the

facilitation of community partnerships, business growth, job creation

and neighborhood revitalization”

Through that process, the Board of Directors made it clear that it is their desire to shift the HBCRA

strategy to eradicating slum and blight, and improve the quality of the public realm within the CRA

District by placing greater focus on bricks and mortar projects. The Board established geographic priority

areas within the CRA District, and supported the idea of engaging debt to be able to advance the

construction of large scale (Capital) projects to improve the public realm.

As such, the attached budget document seeks to address these goals, while continuing to improve on

the stability and the infrastructure of the CRA through the realignment of staff roles, increased dollars

for professional development, as well as continued emphasis on internal controls.

A few of the notable activities by priority area are as follows:

Priority Area One – Entire Northwest Quadrant

Foster Dixie Site Development

Infill Housing Construction

CRA district wide Complete Streets Basis of Design Report

BF James Park Construction

OB Johnson Architectural Design

Additional resources for Code Compliance to address blighted conditions

Priority Area Two – Arterial Highway Corridors including Dixie Highway and Federal Highway

Fashion Row Phase II Capital Improvements

Dixie Highway Corridor Planning and Development Study

• CRA district wide Complete Streets Basis of Design Report

• Additional resources for Code Compliance to address blighted conditions

Priority Area Three – Southwest

CRA district wide Complete Streets Basis of Design Report

CRA district wide Wayfinding Project

Priority Area Four - Northeast

CRA district wide Complete Streets Basis of Design Report

CRA district wide Wayfinding Project

Priority Area Five - South East

CRA district wide Complete Streets Basis of Design Report

CRA district wide Wayfinding Project

CRA SERVICES IN FY 14

During the FY 13 budget process, the HBCRA implemented the concept of “buying services” from the

City of Hallandale Beach. The services procured in FY 13 were in line with the Board’s goals regarding

Public Safety, Image/Sense of Community, Senior Services, and Human Services. In a balanced step

toward a shift in focus from programs to capital projects, the FY 14 HBCRA budget includes an 18

percent reduction in service type expenditures. As noted below in Figure 1, the service agreements that

remain in the HBCRA FY14 recommended budget are linked only to what the Board has established as its

primary goal, the elimination and prevention of slum and blight.

Figure 1: HBCRA Service Agreements

Dept.

Program - Memorandum of

Understanding FY13 Budget FY 14 Request FY 14 Budget

Dev. Serv.

Code Compliance Activities in the CRA - includes hiring of an additional Code Compliance Specialist

175,246.00$ 275,509.00$ 275,509.00$

DPW/U/E Project Management Services 138,906.00$ 140,000.00$ 140,000.00$

DPW/U/ETransit Services - includes service of Route 4

implemented April 2013 185,530.00$ 247,860.00$ 247,860.00$

Human Services After School Tutorial Program 217,085.00$ 211,734.00$ Funded by City

Human ServicesNeighborhood Employability Enhancement Directive (NEED) 203,000.00$ 203,000.00$ 203,000.00$

Human ServicesSenior Services/Emergency Assistance Program 217,661.00$ 15,000.00$ Funded by City

ParksTeen Programming (OB Johnson Park) - includes contracting with a recording engineer for

recording studio 181,045.00$ 181,249.63$ Funded by City

Parks Healthy Families (Foster Park) 76,200.00$ 76,200.00$ Funded by City

ParksHallandale Out of School Time (HOST - Foster Park) 119,450.00$ 136,950.00$ Funded by City

ParksHallandale Out of School Time (HOST - Bluesten Park) NEW 45,000.00$ DENIED

Dev. Serv.

Planning and Zoning - includes hiring of a

Planning and Zoning Staff member to be dedicated

solely to projects in the CRA to include development

of Form Based Code

NEW 68,467.00$ 68,467.00$

Police Neighborhood Enhancement Team (NET) 586,269.00$ 632,420.00$ 632,420.00$

Police Community Involvement Unit (CIU) 301,130.00$ 326,131.00$ 326,131.00$

Police Funding for staffing (Police Officer) 10,000.00$ N/A N/A

Police Community Action Team (CAT) 288,075.00$ 310,961.00$ 310,961.00$

TOTAL 2,699,597.00$ 2,870,481.63$ 2,204,348.00$

FY 13-14 HBCRA Service Agreements

A GREATER EMPHASIS ON CAPITAL

The FY 14 HBCRA budget represents a greater emphasis on capital and redevelopment projects. As

stated above, there has been a significant decrease in service type expenses due to several programs

being funded by the City of Hallandale Beach. However, there are still significant expenditures

dedicated to the purchase of services in support of the eradication of slum and blight. Moving forward,

if the HBCRA engages in debt issuance to complete large scale capital projects, the Board must work to

reduce support for these programs gradually over several years in order to support the debt service for

these afore-mentioned capital projects.

Figure 2: HBCRA Expenditure Breakdown FY 13 vs. FY 14

While it is important to face the realities of the shift in priorities, it is also important to ensure that the

services meant to reduce crime, improve quality of life, and positively impact property values and

marketability of the CRA continue to be supported. With that concept in mind, the following chart

illustrates the fiscal impact of a gradual decrease in support for service-based expenses over the next

five fiscal years. It is estimated that the CRA could support a debt issuance of $21.6 Million with the

reduced service budget represented below, and still maintain other program commitments such as the

down payment assistance, business incentive loans, Neighborhood Improvement Program, etc.

Figure 3: Five-Year Projection of Service Budget Reduction

To the extent that the Board of Directors has not indicated a desire to abandon all other

redevelopment-type activities in order to support debt service, the debt capacity of $21.6 Million

represents that balanced approach. While the debt capacity may be increased, it would have to come at

the expense of a reduction in funding dedicated to other redevelopment programs and activities.

FY 14 Service Budget FY 15 Service Budget FY 16 Service Budget FY 17 Service Budget FY 18 Service Budget

2,204,348.00$ 1,763,478.40$ 1,410,782.72$ 1,128,626.18$ 902,900.94$

In closing, I present to the Board of Directors the FY 14 HBCRA Budget, which seeks to be a numeric

representation of the new direction for the CRA. The expenditures represented in this document place

this organization in a position to strategically and efficiently accomplish the large scale improvements

desired within the thirteen remaining years of the CRA.

Sincerely,

Renee C. Miller

Executive Director

HBCRA Organization Chart

The organization chart for any agency provides the framework for how work will be carried out and the

reporting structure for the staff. The organization chart also provides interested stakeholders a better

understanding of functions and responsibilities of each staff member by providing titles for each

position.

Figure 4: Current HBCRA Organization Chart

As a result of the Board-adopted vision for the agency, the HBCRA staff is proposing a few adjustments to its organization chart in an effort to glean increased productivity from the agency as a whole, and to ensure greater alignment between overall agency objectives and the day-to-day responsibilities of the staff. In the proposed organization chart (see Figure 5 below), 3 of the existing staff positions will be reclassified.

Re-Class Request - Fiscal Operations Manager: (Currently Financial Analyst – Vacant) Fiscal Impact in FY14: $21,794 (HBCRA Strategy A-Administrative) This is a key position for the agency. During the evaluation of existing staff core competencies, the previous classification was inadequate to professionally manage the day-to-day fiscal needs of the CRA. Through the requested reclassification, the role of this position will be to independently handle all of the day-to-day finance and accounting responsibilities for the agency, including but not limited to, budgeting and budget preparation, payroll, accounts payable, accounts receivable, bank reconciliations, and audit coordination. Additionally, this person will have the responsibility of tracking the progress of

CRA SPECIALIST

BOARD OF DIRECTORS

EXECUTIVE DIRECTOR

CRA DIRECTOR

EXECUTIVE

ASSISTANT

FINANCE ANALYST DEPUTY

EXECUTIVE DIRECTOR

capital projects funded by the agency to ensure eligibility of expenditures and timeliness of completion. This position will be a liaison between the City’s Finance Department, DPW, and other City departments funded by the HBCRA. Re-Class Request - Business Development Coordinator: (Currently Deputy Director) Fiscal Impact in FY14: ($974) (HBCRA Strategy C-New Business and Targeted Industry Recruitment & D-Small Business and Existing Industry Program) This position will have the focus of developing greater relationships with the City’s business community with the intent of achieving measurable outcomes. This position will be responsible for managing and marketing the Business Incentive Program, establishing and managing a micro business loan program, and overseeing the City’s Community Benefit Program. In this capacity, the CRA staffer will seek to ensure greater participation by commercial property owners to obtain physical (exterior) improvements to properties. Likewise, the establishment of a micro business loan program will be intended to address financing needs of businesses, while leveraging the CRA’s resources. This position will be a liaison to the City’s Development Services Department, DPW, other Capital Projects Managers, as needed, to ensure coordination and timely reporting of Community Benefit Program activities. Furthermore, this person will work closely with the City’s Chamber of Commerce to leverage outreach efforts and program coordination. Re-Class - Request Real Estate/Property Management: (Currently Executive Assistant) Fiscal Impact in FY14: $10,816 (HBCRA Strategy R-Land Acquisition, Development and Related Activities & S-Land Use) Due to increasing inventory owned by the CRA, it is necessary to create a comprehensive database of properties within which can be found pertinent information (property type, purchase amount, date purchased, etc.). This position will also have the responsibility of coordinating needed tasks on properties owned (i.e. lot maintenance, building demolition, utility hook-up, etc.), as well as working with the CRA Director on acquisition of new properties or disposition of existing properties that may no longer fit within the redevelopment plans of the agency. Additionally, this position will also be the liaison between the Code Compliance Division and the CRA to ensure systematic prioritization of targeted Code Compliance sweeps by the CRA-Funded Code Officers. This coordination will ensure that unsafe structures within the CRA district are expedited thru the Unsafe Structure Board process, ultimately resulting in the demolition of the structure. CRA Staff anticipates that some of the demolition liens may result in an Administrative Foreclosure of the property by the CRA, and in turn be placed back in inventory for redevelopment. Community Redevelopment Specialist: (Existing position – No change requested) Fiscal Impact in FY14: $2,026 (HBCRA Strategy E-Affordable Workforce Housing & M-Human Services) The position of CRA Specialist will remain unchanged, but will be expanded in responsibilities to include the oversight of Community Partnership Grants contracts awarded by the Board. The function of grants administration is currently done through a consultant. Given the amount of grant funds expected to be awarded in the future, and the small number of corresponding contracts, it was deemed unfeasible to utilize outside consultants for this service.

New Position Request - Administrative Office Assistant I: Fiscal Impact in FY14: $51,333 (HBCRA Strategy A-Administrative)

Under the proposed organization structure, an Administrative Office Assistant I position will be added to the staff. This position will handle all telephone and walk-in inquiries for the various CRA programs, as well as assist the CRA Specialist and the Business Development Coordinator in the collection of required documents from applicants to the various loan programs.

Figure 5: Proposed Organization Chart

BOARD OF DIRECTORS

CRA EXECUTIVE

DIRECTOR CRA ATTORNEY

Administrative

Office Assistant

Real Estate and

Property Mgmt.

Coordinator

Fiscal

Operations

Manager

Business

Development

Coordinator

Community

Redevelopment

Specialist

CRA Advisory Board

CRA DIRECTOR

CRA Revenues

Figure 6: 3 Year Revenue Summary

Figure 6 above illustrates that the CRA has experienced generally stable revenues over the last three

fiscal years, with the exception of an approximate 6% decrease in revenue in FY 12-13 due to the City

Commission’s reduction in the City’s millage rate. The FY 14 revenue projections include a $1.9 Million

or 26 percent increase in revenue over last fiscal year due to a projected $1.5 Million in additional

revenue anticipated from the sale of the infill housing project, an additional $364,325 in Tax Increment

Financing (TIF) revenues, and increase in investment proceeds in FY 14, which is primarily due to the

timing of the liquidation of CRA funds from the City’s Pooled investments.

Figure 7: FY 2013- FY 2014 Revenue Estimates

Figure 7 above presents a detailed breakdown of revenue sources that fund the FY 14 HBCRA budget.

This chart also shows the projected budgetary fund balance. The budgetary fund balance represents

dollars that will not be spent from the previous fiscal year that have been reallocated as part of the FY

14 Budget. The budgetary fund balance is due primarily to the timing of expenditures on projects

previously started, as well as projects planned that failed to materialize.

ACTUAL ACTUAL ESTIMATE PROPOSED

2010-2011 2011-2012 2012-2013 2013-2014

TAX INCREMENT FINANCING $7,186,670 $7,202,790 $6,999,589 $7,363,914

CHARGES FOR SERVICES $22,050 $22,588 $25,000 $25,000

INVESTMENT EARNINGS $180,202 $169,994 $50,000 $130,000

OTHER -$44,696 $553,891 $375,000 $1,875,000

TOTAL CRA REVENUES $7,344,226 $7,949,263 $7,449,589 $9,393,914

CRA REVENUE SOURCES

REVENUE SOURCES FY14 Budget % of Total

Tax Increment Financing (County, CSC, SBHD) 3,802,168$ 28%

Tax Increment Financing (COHB) 3,561,746 26%

CRA Loan Repayments and fees 400,000 3%

CRA Interest on Investments 130,000 1%

Gain on sale of property 1,500,000 11%

Budgetary Fund Balance 4,053,964 30%

TOTAL 13,447,878$ 100%

CRA Expenditures

Figure 8: 3 Year Expenditure Summary

Note that the 12-13 Budget Estimate includes all project carry-forward dollars

Figure 8 provides a summary of the CRA expenditures by major category. It is noted that as compared to

the FY 13 budget, the proposed FY14 Budget presents a $2,376,007 reduction in program/ service type

expenditures and a $3,960,060 increase in capital commitments. As detailed in the CRA Organization

Chart section, the Personnel costs in FY 14 are impacted by recommeded position re-classifications and

the addition of an Adminstrative Office Assistant I position. In addition, the FY 14 budget includes the

cost allocation of 50 percent of the CRA Director’s position in the amount of $99,112 and 20 percent of

the Executive Director’s position in the amount of $43,272, which represents a savings of over $30,000

as compared to the full cost of the Executive Directors Salary in FY 13. With the Re-classed positions, the

additional Administrative position, along with increased health care and cost of living expenses, the

overall net impact budget to budget is and increase of $46,523.

Figure 9: FY 14 Expenditure Details

ACTUAL ACTUAL BUDGET ESTIMATE PROPOSED

2010-2011 2011-2012 2012-2013 2012-2013 2013-2014

PERSONNEL COSTS 1,094,313$ 1,699,541$ 498,145$ 439,152$ 544,668$

OPERATING EXPENSES 514,284 473,763 406,748 501,381 567,533

PROGRAMS 1,634,213 4,732,206 7,243,355 7,133,874 4,867,348

CAPITAL 574,722 2,384,047 1,286,989 7,216,257 5,247,049

ADMIN/TRANSFERS 1,211,039 1,449,949 236,280 236,280 236,280

DEBT SERVICE 1,982,215 1,984,600 1,987,750 1,987,750 1,985,000

TOTAL CRA OPERATING FUND 7,010,786$ 12,724,106$ 11,659,267$ 17,514,694$ 13,447,878$

CRA OPERATING FUND

PERSONNEL FY13 Budget FY 14 Budget

Salaries 334,519$ 382,730$

Benefits 163,626 161,938

PERSONNEL TOTAL 498,145 544,668

OPERATING FY13 Budget FY 14 Budget

Beautification supplies 32,000 32,500

Utilities and supplies 32,340 27,458

Professional services & consultants 193,754 397,807

Advertising, printing and postage 35,000 40,000

Memberships and training 26,032 41,159

Outside services 47,000 500

Special events 20,000 10,000

Miscellaneous 20,622 18,109

OPERATING TOTAL 406,748 567,533

PROGRAMS FY13 Budget FY 14 Budget

Village of Gulfstream Park TIF 900,000 900,000

Economic Development Incentives 2,070,000 -

Downpayment Assistance 100,000 425,000

Sherwin Williams Paint program 12,000 8,000

NIP program 650,000 500,000

Hurricane Shutter program 250,000 100,000

Commercial Loan program 400,000 600,000

Shuttle service 185,530 247,860

Landscaping services 70,000 70,000

Police MOU- Community Involvement Unit 301,130 326,131

Police MOU - Community Action Team 288,075 310,961

Police MOU- Neighborhood Enhancement Team 586,269 632,420

Police MOU - Miscellaneous 25,000 -

Dev Services - Planning and Zoning - 68,467

Human Services MOU 217,661 -

Code Compliance MOU 175,246 275,509

Parks MOU- Teen Prog/OB Johnson Park 181,045 -

Parks MOU- Healthy Families/Foster Park 76,200 -

Parks MOU- Out of school program/Foster Park 119,450 -

NEED (Neighborhood Employability Enhancement

Directive) grant 203,000 203,000

Hepburn Center afterschool program 159,600 -

Community Partnership Grants 239,149 200,000

Sidewalk repair program 30,000 -

Adopt-A-Street program 4,000 -

PROGRAMS TOTAL 7,243,355 4,867,348

CRA Plan Objectives and Goals

On February 5, 2013, the HBCRA Board held a Visioning Session in order to chart the course for the Agency for the remaining thirteen years of the tax increment fund (TIF). The Visioning Session yielded two (2) new Strategic Priorities: Strategy #1- Undertake tangible capital improvements that create cohesive visual appeal within all areas

of the CRA.

GOAL 1- Undertake total improvement of the public realm

GOAL 2- Promote public/public and public/private partnerships

Strategy # 2- Promote projects with large-scale impacts.

GOAL 1- Issue a Request for Proposals (RFP) for NW infill housing

GOAL 2- Issue a Request for Qualifications (RFQ) for the Dixie Highway/Foster Road parcel

Notwithstanding the Board’s adoption of the Visioning Plan, the CRA’s current Implementation Plan

(approved on March 28, 2012) remains valid in the allowance of carrying out the new strategies

approved by the Board. Figure 10 reflects the currently budgeted activities, and their correlation to the

CRA’s approved programmatic goals.

Figure 10: FY 14 CRA Goals and Objectives Budget Representation

Goal Current CRA related projects FY2013 Budget FY2014 Budget

A Administrative Administrative expenditures 1,193,080$ 1,275,981$

B Public safety

Police Community Involement Unit, Community Action Team and

neighborhood enhancement teams 1,200,474 1,269,512

C

New business and targeted industry

recruitment In-fill housing project and economic development incentives 2,070,000 -

D

Small business and existing industry

program Commercial loan program and Village of Gulfstream Park TIF 1,300,000 1,500,000

E

Affordable workforce housing

(Strategy #2) NIP Loan, Sherwin Williams Paint and Hurricane Shutter programs 1,012,000 1,033,000

F Marketing and Branding Marketing programs 25,000 30,000

G Wayfinding Wayfinding project 75,000 375,000

H Transportation Shuttle service - 4 routes 185,530 247,860

I Image/Sense of Community Beautification supplies and landscaping services 102,000 102,500

K Technology Enterprise system replacement and comp hardware/software 215,000 7,500

M Human services

Hepburn Center and NEED grants, Youth, Senior and Emergency

Assistance programs 580,261 203,000

N

Capital projects (FY14 Projects -

Strategy #1) *

Drainage Improvement, Pedestrian improvement, Fashion Row, Street

maintenance, Crosswalk upgrades, I95 and HBB aesthetic improvements,

DPW capital project management, Ansin Blvd, BF James Park, OB

Johnson Park and Complete Street design 731,500 4,182,615

O Code compliance Funding two Code compliance personnel 175,246 275,509

P

Community partnership grants

program

Aging and Disability Resource Center, Hallandale High School, School

Board of Broward, Palms Community Action Coalition, Broward Chai

Center and Icenter Community Foundation 239,149 200,000

Q Cultural arts Special Events 20,000 10,000

R

Land acquisition, development and

related activities *

Land acquisition, acquisition services, Foster Dixie capital investment,

planning and zoning employee and bond repayment 2,228,332 2,735,401

T Parks and Recreation Healthy Families, Teen and Out of school programs 376,695 -

TOTAL 11,729,267$ 13,447,878$

* Note: Bolded Projects are new and included in the FY14 budget.

Capital Improvement Projects

A significant component of the CRA’s goals and objectives are the Capital Improvement Projects. Capital Projects are defined as physical assets, constructed or purchased with a useful life of at least 10 years. The HBCRA has funded several of these type of projects over the past several years, but the Board recognizes the need to continue to prioritize Capital Projects as they are germane to long term redevelopment within the CRA district. The FY 14 Budget Document seeks to capture the Board’s commitments to these projects while ensuring a balanced annual budget. To accomplish this, Capital Projects allocated funds by the Board will be represented in a spreadsheet reflecting projected expenditure amounts in each year. It should be noted that CRA funded projects cannot exceed a 3-year funding cycle per Florida Statute. Figure 11 represents the full list of Capital Projects funded by the CRA. Also noteworthy, is the fact that some of the Capital Projects reflect expenditures in years beyond FY 14. Those anticipated expenditures are not reflected in the FY 14 budget worksheet. Figure 11: CRA Capital Improvement Program

Figure 12 below reflects several Redevelopment projects that CRA Staff anticipates will need to be

funded in the years ahead. The Redevelopment projects have been reflected separate from the Capital

Improvement program as they do not, in all instances, meet the accounting definition of a Capital

Project.

PROJECT BUDGET BUDGET BUDGET

NUMBER PROJECT TITLE FY 11/12 ** FY 12/13 FY 13/14 FY 14/15 TOTAL

C O M M U N I T Y R E D E V E L O P M E N T A G E N C Y - 1 3 0

89-17-01 STREET UPGRADES PROGRAM $ 34,750 $ 100,000 -$ 100,000$ 234,750$

12-41-03 PEDESTRIAN IMPROVEMENT PROGRAM 165,610 250,000 - 250,000 665,610

12-41-02 HBB & I-95 AESTHETIC IMPROVEMENTS 60,875 15,000 - - 75,875

12-41-06 CROSSWALK UPGRADES 150,000 150,000 - - 300,000

12-16-01 ENTERPRISE SYSTEM REPLACE/COMP HARDWARE - 217,500 7,500 - 225,000

12-63-01 WAYFINDING 75,000 75,000 375,000 500,000 1,025,000

11-49-09 ANSIN BLVD SIDEWALK 13,750 - 48,300 - 62,050

14-NEW CITY COMPLETE STREETS DESIGN * - - 375,000 375,000 750,000

12-41-07 NE 1ST AVENUE/DIXIE CORRIDOR/FASHION ROW * 500,000 100,000 150,000 - 750,000

14-NEW OB JOHNSON PARK * - - 725,000 725,000 1,450,000

MOU NEWDPW CAPITAL PROJECT MANAGEMENT - 138,906 140,000 278,906

08-63-0A PARKS MASTER PLAN-BF JAMES PARK 2,559,285 - 2,744,315 - 5,303,600

06-63-01 SCHOOLHOUSE RESTORATION 12,499 - - - 12,499

06-63-02 FOSTER ROAD 54,008 - - - 54,008

08-63-02 MASTER PARKS PLAN 50,119 - - - 50,119

08-63-04 MOFFITT HOUSE 183,096 - - - 183,096

09-49-01 HAZ MIT GRANT 3,658,099 - - - 3,658,099

99-63-01 DRAINAGE IMPROVEMENTS 87,374 - - - 87,374

RECSTD RECORDING STUDIO 50,000 - - - 50,000

TOTAL CRA FUND 7,654,465$ 1,046,406$ 4,565,115$ 1,950,000$ 15,215,986$

* PLEASE NOTE THE FY14 BUDGET INCLUDES PREDEVELOPMENT EXPENDITURES FOR FUTURE CAPITAL PROJECTS

** PLEASE NOTE THE FY11/12 BUDGET INCLUDE PREVIOUS YEARS PROJECT BALANCE ROLLOVERS

CAPITAL IMPROVEMENT PROGRAM

Figure 12: Redevelopment Projects

PROJECT BUDGET BUDGET BUDGET

NUMBER PROJECT TITLE FY 11/12 FY 12/13 FY 13/14 FY 14/15 TOTAL

C O M M U N I T Y R E D E V E L O P M E N T A G E N C Y - 1 3 0

01-63-05 LAND ACQUISITION 500,943$ 240,583$ 200,000$ 300,000$ 1,241,526$

FOSTER DIXIE CAPITAL INVESTMENT 481,934 481,934

DEVELOPMENT OF VACANT LOTS - - - 500,000 500,000

MULTI-FAMILY AFFORDABLE HOUSING PROJECTS - - - - -

LIGHTING & UTILITY IMPROVEMENTS - - - 700,000 700,000

ADMINISTRATIVE FORECLOSURE OF UNSAFE STRUCTURES - - - 250,000 250,000

JOINT DEVELOPMENT OF COMMERCIAL PROPERTIES - - - - -

TOTAL CRA FUND 500,943$ 240,583$ 681,934$ 1,750,000$ 3,173,460$

REDEVELOPMENT PROJECTS

Dept. Program Description FY13 Budget FY 14 Request FY 14 Budget

Dev. Serv.

Code Compliance Activities in the CRA - includes hiring of an

additional Code Compliance Specialist 175,246.00$ 275,509.00$ 275,509.00$

Dev. Serv.

Planning and Zoning - includes hiring of a Planning and Zoning Staff

member to be dedicated solely to projects in the CRA to include

development of Form Based Code NEW 68,467.00$ 68,467.00$

DPW/U/E Project Management Services 138,906.00$ 140,000.00$ 140,000.00$

DPW/U/E Transit Services - includes service of Route 4 implemented April 2013 185,530.00$ 247,860.00$ 247,860.00$

Human Services After School Tutorial Program 217,085.00$ 211,734.00$ Funded by City

Human Services Neighborhood Employability Enhancement Directive (NEED) 203,000.00$ 203,000.00$ 203,000.00$

Human Services Senior Services/Emergency Assistance Program 217,661.00$ 15,000.00$ Funded by City

ParksTeen Programming (OB Johnson Park) - includes contracting with a

recording engineer for recording studio 181,045.00$ 181,249.63$ Funded by City

Parks Healthy Families (Foster Park) 76,200.00$ 76,200.00$ Funded by City

Parks Hallandale Out of School Time (HOST - Foster Park) 119,450.00$ 136,950.00$ Funded by City

Police Neighborhood Enhancement Team (NET) 586,269.00$ 632,420.00$ 632,420.00$

Police Community Involvement Unit (CIU) 301,130.00$ 326,131.00$ 326,131.00$

Police Funding for staffing (Police Officer) 10,000.00$ N/A N/A

Police Community Action Team (CAT) 288,075.00$ 310,961.00$ 310,961.00$ TOTAL 2,699,597.00$ 2,825,481.63$ 2,204,348.00$

HBCRA FY 2014 Proposed agreements with City Departments

INTERLOCAL AGREEMENT

THIS INTERLOCAL AGREEMENT (this “Agreement”) is made and entered into this ____ day of August, 2013, by and between the CITY OF HALLANDALE BEACH, FLORIDA, a Florida municipal corporation (the “City”) and the HALLANDALE BEACH COMMUNITY REDEVELOPMENT AGENCY, a public body corporate and politic (the “HBCRA,”) (the City and HBCRA are sometimes hereinafter referred to individually as a “Party” and collectively as the “Parties”).

RECITALS

Whereas, both parties agree that efficiently improving and maintaining the City’s public services and facilities is vital to citizens’ quality of life; and

Whereas, both parties agree that deteriorated infrastructure and public facilities contributes to slum and blight as defined in Florida Statute163 part III; and

Whereas, an objective of the Hallandale Beach redevelopment plan is to enhance the appearance of public places and rights-of-ways; and

Whereas, an objective of the Hallandale Beach redevelopment plan is to improve the usefulness of the public and private open spaces in the area; and

Whereas, an objective of the Hallandale Beach redevelopment plan is to increase unified on-street parking and internal pedestrian connections; and

Whereas, the HBCRA desires to contract with the City to provide not only for capital projects that promote construction and implementation of public facilities but also for the means by which such projects can be administered; and

Whereas, the implementation of capital projects requires project management to include, design and engineering services and construction management; and

Whereas, an inter-local agreement between the City and the HBCRA will provide the project management to include design and engineering services and construction management required to implement the Capital Improvement Projects funded by the HBCRA; and

Whereas, the HBCRA and the City recognize the potential outstanding benefits of the Program to the Specified Redevelopment Area and to the Citizens of Hallandale Beach, Florida; and

Whereas it is in the best interest of the HBCRA, the City, and the citizens of Hallandale Beach, Florida to establish this Program.

2

NOW, THEREFORE, in consideration of the mutual covenants and agreements contained herein, and other good and valuable consideration, the receipt and sufficiency of which are hereby acknowledged, the City and the HBCRA agree as follows:

Section 1. Recitals and Authority.

1.1 Recitals. The Recitals set forth above are true and correct and are incorporated in this Agreement by reference.

1.2 Authority. This Agreement is entered into by the Parties pursuant to Section 163.01, Florida Statutes, known as the “Florida Interlocal Cooperation Act of 1969,” and Section 163.400, Florida Statutes, entitled “Cooperation by Public Bodies.”

Section 2. Intent. The intent of this Agreement is to provide the terms and conditions by which Project Management services for Design, Engineering, and Construction Management for the Capital Improvement Program funded by the Community Redevelopment Agency. All projects shall be located within the Community Redevelopment Agency.

2.1 The City of Hallandale Beach will provide Project Management Services, including design, engineering, and construction management (hereinafter Project Management) as may be required, for all capital projects as listed in Exhibit A, and updated annually thereafter through the adoption of the HBCRA Budget.

2.2 The City will provide Project Management Services including design and engineering services and construction management as may be

required, for capital projects which are allocated funding in the annual HBHBCRA budget.

Section 3. Method of Reimbursement and Compensation.

3.1 Cost of the Service. In Fiscal year 2014, HBCRA agrees to pay the City a lump sum total as identified in attached Exhibit A for Project Management. Beginning in Fiscal Year 2015, and annually thereafter, the cost of said services shall be approved as part of the annually adopted HBCRA Budget by the HBCRA Board of Directors.

3.2 Reimbursement to City. In consideration of providing the services described in Article 2 hereof by the City, commencing on October 1, 2013, the HBCRA will compensate the City on a reimbursement basis, to the extent funds of the HBCRA are budgeted and available and eligible for payment in accordance with section 163.387(6), Florida Statutes, as consideration for services provided to the HBCRA during fiscal year 2013-2014 by the City, and approved annually thereafter.

3

The HBCRA’s payment obligations under this Agreement constitute an obligation to pay and indebtedness in accordance with the Act. These payments will be made in full upon receipt of an approved quarterly report as set forth in this Section.

3.3 Method of Payment. Payments shall be made on a quarterly basis upon receipt of the required reports due on the dates established in Section 3.4 below. The parties agree that the HBCRA’s obligation to compensate the City pursuant to Section 3.1 hereinabove shall be made to City in accordance with the HBCRA approved budget provided, however, any outstanding payment obligation not waived shall be budgeted by the HBCRA and made available to the City prior to the termination of the trust fund as provided in Chapter 163 of Florida Statutes.

3.4 Quarterly Reporting. City shall submit to the HBCRA a Quarterly Progress Report (attached Exhibit B) adhering to the following schedule:

1st Quarter October through December Due January 15 2nd Quarter January through March Due April 15 3rd Quarter April through June Due July 15 4th Quarter July through September Due October 15

3.5 Payment. Quarterly payments shall be made only after services have been rendered. HBCRA shall pay City within thirty (30) calendar days of receipt of City’s quarterly progress report. Payment may be withheld for failure of City to comply with a terms, conditions, or requirement of this Agreement.

Section 4. Term. The term of this Contract shall begin on October 1, 2013, and end on September 30, 2014. Prior to the end of this contract, the scope of services provided herein and the corresponding costs for said services will be re-evaluated based on needs of the specified redevelopment area for the 2013-2014 fiscal year. This Agreement shall be automatically renewed through the adoption of the HBHBCRA annual budget for successive one year terms.

Section 5. Records. City and HBCRA shall keep such records and accounts as may be necessary to support the cost of services incurred by the HBCRA in accordance with this agreement, including but not limited to, records and documents pertaining to the selection of third party service providers. Such books and records will be available at all reasonable times for examination and audit by HBCRA and shall be retained as provided by law or for no less then a period of

4

three (3) years after completion of each requested service to be performed pursuant to this Agreement.

Section 6. Miscellaneous.

6.1 Headings. The headings of the sections of this Agreement are for convenience only and do not affect meanings of any provisions hereof.

6.2 Amendment. The terms, covenants, conditions and provisions of this Agreement cannot be altered, changed, modified or added to, except in writing signed by the City and the HBCRA and approved by the HBCRA Board and the City Commission.

6.3 Third Party Beneficiaries. Neither of the Parties intend to directly or substantially benefit any third party by this Agreement. Therefore, Parties agree that there are no third party beneficiaries to this Agreement and that no third party shall be entitled to assert a claim against either of them based upon this Agreement.

6.4 Construction. Both Parties have substantially contributed to the drafting and negotiation of this Agreement and this Agreement shall not, solely as a matter of judicial construction, be construed more severely against one of the Parties than the other.

6.5 Governing Law; Venue. This Agreement shall be interpreted and construed in accordance with and governed by the laws of the State of Florida. Venue for litigation concerning this Agreement shall be in Broward County, Florida.

6.6 Invalidity. If any term or provision of this Agreement, or the application thereof to any person or circumstance is determined to be invalid or unenforceable, then to the extent that the invalidity or unenforceability thereof does not deprive a Party of a material benefit afforded by this Agreement, the remainder of this Agreement or the application of such term or provision to persons or circumstances other than those as to which it is held invalid or unenforceable, will not be affected thereby, and each term and provision of this Agreement will be valid and will be enforced to the full extent permitted by law.

6.7 Waiver. No express or implied consent or waiver by a Party to or of any breach or dealt by the other Party in the performance by such other Party of its obligations under this Agreement will be deemed or construed to be a consent or waiver to or of any other breach or dealt in the performance by such other Party of the same or any other obligations of such other Party hereunder. Failure by a Party to complain of any act or failure to act of the other Party or to declare the

5

other Party in default, irrespective of how long such failure continues will not constitute a waiver by such Party of it rights hereunder. The giving of consent by a Party in any one instance will not limit or waive the necessity to obtain such Party’s consent in any future instance.

6.8 Independent Contractor. In performing its obligations hereunder, the City shall be deemed an independent contractor and not an agent or employee of the HBCRA.

6.9 Assignment. Neither this Agreement, or any interest herein, shall be assigned, transferred or otherwise encumbered by the HBCRA or the City without the prior written consent of the other Party.

6.10 Notice. Whenever any party desires or is required by this Agreement to give notice to the other party, it must be in writing and given by hand, sent by certified mail, with return receipt requested, or sent by a recognized overnight courier (e.g., Federal Express) addressed to the party for whom it is intended, at the address specified for notice by the Parties from time to time. Notice may also be given by electronic means (e.g., facsimile or email) provided such is followed up with a hard copy by one of the methods in the previous sentence.

6.11 Entire Agreement. No statements, representations, warranties, either written or oral, from whatever source arising, except as expressly stated in this Agreement, shall have any legal validity between the parties or be binding upon any of them. The Parties acknowledge that this Agreement contains the entire understanding and agreement of the parties with respect to the subject matter hereof.

[THE REST OF THIS PAGE LEFT INTENTIONALLY BLANK]

6

IN WITNESS WHEREOF, the parties hereto have made and executed this Agreement on the respective dates under each signature: CITY OF HALLANDALE BEACH through its authorization to execute same by City Commission action on _____, day of August, 2013, signing by and through its City Manager, duly authorized to execute same, and HALLANDALE BEACH COMMUNITY REDEVELOPMENT AGENCY through authorization to execute same by Hallandale Beach Community Redevelopment Agency Board of Directors action on ____, day of August signing by and through its Executive Director, authorized officer duly authorized to execute same.

CITY ATTEST: CITY OF HALLANDALE BEACH ___________________________ BY _______________________________ DATE: ______________ SHEENA D. JAMES RENEE C. MILLER CITY CLERK CITY MANAGER Approved as to legal sufficiency and form by: _________________________________ V. LYNN WHITFIELD CITY ATTORNEY

[EXECUTION CONTINUED ON NEXT PAGE]

7

HBCRA:

COMMUNITY REDEVELOPMENT AGENCY:

ATTEST:

___________________________ By ______________________________________ DATE: _______________ SHEENA D. JAMES RENEE C. MILLER HBCRA CLERK EXECUTIVE DIRECTOR

Approved as to legal sufficiency and form by:

_____________________________________ GRAY ROBINSON, PA HBCRA ATTORNEY