WARC 2014-2017 Strategic Plan by West Atlantic Redevelopment Coalition

Strategic Plan 2014 â&#x20AC;&#x201C;2017 Presented to the

West Atlantic Redevelopment Coalition By

CoreStrategies for Nonprofits, Inc. October 2013

TABLE OF CONTENTS Executive Summary…………………………………………………………………………………………………………………….ii Background ..................................................................................................................................... 1 Methodology ................................................................................................................................... 2 Mission ............................................................................................................................................ 2 Vision ............................................................................................................................................... 3 Goals, Defining Strategies and Success Indicators .......................................................................... 3 Resources Required for Success ...................................................................................................... 9 Priorities by Goal ........................................................................................................................... 11 Necessary across the Board ............................................................................................. 12 Economic Development ................................................................................................... 16 Secure Adequate Resources ............................................................................................. 19 Be the Voice of the Community ....................................................................................... 21 Be the “Go-‐To” Resource – The Clearinghouse ................................................................ 24 Preserve the Culture ........................................................................................................ 27 Build the Board ................................................................................................................. 30 Priorities by Timetable .................................................................................................................. 32 Proposed Committees ................................................................................................................... 40 Recommendations ........................................................................................................................ 40 Other Ideas to Consider in the Future ........................................................................................... 42 Planning Participants ..................................................................................................................... 43 Collaborative Partners ................................................................................................................... 43 Appendices .................................................................................................................................... 44 The 12 Principles of Governance that Power Exceptional Boards ................................... 45 Action Minutes: A Template ............................................................................................ 47 Chart of Success Indicators…………………………………………………………………………………………..48 Accountability Chart ......................................................................................................... 54 Mission Caller ................................................................................................................... 55 Questions for the Organization Skeptic ........................................................................... 56 Recruitment Plan Template ............................................................................................. 57 Sample Commitment Letter ............................................................................................. 58 Sample Strategic Agenda ................................................................................................. 60 Typical Contents of a Board Manual ................................................................................ 62

CoreStrategies for Nonprofits, Inc. PO Box 630745

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Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

Strategic Plan 2014 – 2017 Executive Summary BACKGROUND The West Atlantic Redevelopment Coalition (WARC) board sought to conduct a strategic plan to gain a clear direction for moving forward in the community from a position of organizational strength. The desire was to set the stage for WARC to: • Have the staffing and board capacity to facilitate the grassroots efforts needed to communicate, advocate, educate and incorporate the projects, programs and policies that benefit the economic growth of the West Atlantic area; • Advance the prioritized uses in the redevelopment efforts that create a sustainable economic business mix; • Promote the West Atlantic area in a way that makes it more attractive to businesses, developers, visitors and funders; • Educate, communicate and fully engage the West Atlantic community; • Enhance relationships and align efforts through collaborative partnerships with organizations throughout Delray Beach.

METHODOLOGY Directors of the WARC board, along with community residents, business owners and leaders were invited to participate in the planning process. Those who answered the call reevaluated the mission, revived and reinforced the vision of the West Atlantic Redevelopment Plan, and determined the most relevant goals to achieve over the next three years, as well as how to achieve them and what success would look like.

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MISSION The mission of WARC is to advance redevelopment to improve the economic, social and cultural future of the West Atlantic Community.

VISION In the diverse West Atlantic Community, the businesses support the needs of both residents and visitors to the City of Delray Beach. There are ample employment opportunities that pay competitive wages. Residents and visitors regularly avail themselves of the parks, pedestrian walkways and bike paths, historical and cultural offerings, retail shops, restaurants and various entertainment opportunities that showcase the main entrance to the city. Residents maintain a strong voice both within the West Atlantic area and greater Delray Beach, keeping the community vibrant and sustainable.

THE PLAN IN BRIEF The plan was based on the national Main Street Program, which takes a four-‐point approach of organization, promotion, design and economic restructuring to build vibrant cities. This is in line with the City of Delray Beach’s own thinking, and it was fully embraced by the board. The backbone of this plan is made up of six goals – including having a strong board that is capable of achieving the other five. These goals were initially defined by the community and were reaffirmed by the community representatives that made up the planning committee. Indicators of successful goal achievement – those emerging realities that will tell the community that the neighborhood is, in fact, improving in the ways it feels is important – were listed for each goal, as were broad strategies and specific action steps or tactics. The six goals are shared here with key action steps, start and end dates, the individuals to be held responsible, and needed resources. (Greater detail designed to guide WARC’s activities over the next three years may be found in the full plan.) It should be noted that the strategic planning group identified a number of elements that must be in place before actions can be successfully taken on any of these goals, given the ambitious nature of the plan. These include: CoreStrategies for Nonprofits, Inc. PO Box 630745

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• • • • • • • •

Full-‐time, dedicated staff to support – not take the place of – the board A stable, well-‐functioning board Office space, with appropriate equipment Committees made up of board directors and interested community members to do the work Collaborative partners, including community mobilizers A communication plan A definition of “community transformation” Funding from the governing agencies of the West Atlantic Community, including the CRA, City and DDA for a defined time, until the board has the capacity to raise its own funds

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GOAL 1 : Promote community economic development in the West Atlantic area that addresses and supports the identified needs of the residents, property and business owners, while appealing to investors, developers and consumers, as well as the greater community of Delray Beach

ACTION STEPS

TIMELINE

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

MOST CRITICAL

Research grants that WARC could apply for that pay for economic development

Jan. 2014 – ongoing

Board, Reggie

Access to the Foundation Resource Library

Establish a business model to build capacity and keep business here • Facilitate workshops for developers • Explore local workforce development • Explore how to fund and/or incentivize potential business owners to get them started • Explore beautification of the area, including the best use of current “dead space” 2

Sept. 2014 – Sept. 2015

Economic Development Committee

Access to community plans and models, such as the Main Street Program, where similar things have been done in other communities

Develop a marketing plan for West Atlantic Ave. as a destination city for people and developers

Sept. 2014 – ongoing

Stephanie – DBMC Marjorie/Laura – DDA

NO-‐BRAINERS

Create an operational plan to ensure the strategic plan is realized (as necessary) Organize and educate the community and the local business people around the cooperative model

Jan. 2014 -‐ Mar. 31, 2014 Start immediately – ongoing Immediate – ongoing

Staff, Nigel, Peter

Pablo and Zack

Educational materials

Staff, Chuck, Zack, Jimmy, Reggie

List of property owners

Meet with holdout property owners – create strategy that integrates CRA Relocation program with WARC Clearinghouse

Help from the Community Improvement Administrator and City Manager

Support from the CRA, City and DBA

Money for beautification Marketing materials that support the marketing plan

Goals are numbered for reference only. The numbers do not indicate priorities. This item was added by the facilitator – with the group’s permission – given the numerous related success indicators the group generated 3 These are some rather substantive action steps. They are key to WARC’s mission. Be sure to allow sufficient time and energy to take them on. 2

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GOAL 2: Ensure adequate resources to ensure achievement of the other goals

ACTION STEPS

TIMELINE

MOST CRITICAL Go after fees such as set-‐asides, development fees and millage Identify, cultivate and ask for support from angel donors and venture capitalists Create giving policies Determine how to diversify WARC’s revenue stream, so that it includes realistic and appropriate percentages of the total from such funding vehicles as grants, events, direct solicitation, memberships, sponsorships, investors, fees, partnerships and in-‐kind services

Start immediately – Feb. 2015 Mar. – May 2014 (ongoing) Aug. – Dec. 2014 Mar. – May 2014 (ongoing)

INDIVIDUALS RESPONSIBLE

Reggie Fund Development Committee Fund Development Committee Fund Development Committee

RESOURCES REQUIRED

A champion to push through the set-‐ asides/development fees Directories of venture capital and private equity firms Sample giving policies Training/capacity building on fund development

Access to Resource Library for foundations and donor prospecting

Permits for events

NO BRAINERS Share ideas, stories with the community

Start immediately – ongoing

Use the “right” names and stationery when communicating with Start immediately stakeholders – ongoing Share the strategic plan with those who participated in the community needs Jan. 2014 assessment and see who will help put it into action

Outreach Committee Board, staff Reggie, Outreach Committee

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Stories Knowledge of who will respond to what names

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ACTION STEPS

TIMELINE

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

MOST CRITICAL Promote WARC’s issues and values through coalitions Promote the area to potential businesses

Ongoing Start immediately -‐ ongoing

Board DBMC, DDA, Economic Development Department, Spady, community, HOAs

Legal to help create MOUs Inventory of what is already in the community

Create an advocacy committee, which among other things will add WARC’s voice to the lobbying efforts of other City entities

Jan. 2014

Expectation that all directors are to take a role in advocacy

As soon as the committee is Chairs of the Advocacy and appointed – expectation to Board Development be continuously reinforced Committees

NO-‐BRAINERS Continue making presentations to homeowners, businesses, churches, etc.

Continue as opportunities arise, but focus attention on strategic approach May -‐ July 2014, then ongoing Begin planning Dec. 2014 for 2015. Ongoing

Outreach committee – Chuck, Margie, Joycelyn, Jimmy, Captain Coleman

Goals and policies for presentation

Outreach and Education Committees

Speaker fees (est. $7500)

May 2014

Outreach Committee, Spady, Neighborhood Alliances, HOAs Chuck

Give-‐aways – e.g., promotional materials, advertising specialties Volunteers with marketing experience

Invite speakers who are well-‐known and/or are experts about issues relevant to the West Atlantic community – e.g., redevelopment or maintaining a community culture – to present to the community Create an intentional plan for personally connecting with the community – e.g., Ellis’ Concentric Circles, where volunteers take a “Welcome Basket” to neighboring homes and businesses Create an Annual Report Card for WARC that can be shared with the community

Reggie to appoint chair, chair to choose committee

Mar. 2014

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Incentives to offer Volunteers with advocacy/lobbying training and experience (multi-‐lingual helpful) Commitment letter for directors re: expectations

Training materials

Press

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GOAL 4: Demonstrate WARC’s relevancy by becoming the community’s trusted “go-‐to” resource for both reliable information and intermediary services

ACTION STEPS

TIMELINE

MOST CRITICAL Identify and analyze community and economic development programs/projects that exist, as well as what’s needed • Determine how to differentiate WARC programs from CRA programs • Create a plan for enhancing the Site Assistance Plan throughout the community, making it available to more people – perhaps through gap loans • Establish a liaison program to work with those facing relocation Establish a business model to build capacity/to keep business here NO-‐BRAINERS Base decision making on the community’s plans – e.g., SW Neighborhood Plan, West Atlantic Avenue Redevelopment Plan, WARC Needs Assessment, Downtown Master Plan and Green Master Plan Facilitate the education of the community on sustainability measures for the community • Focus on 5th Ave. to demonstrate sustainable business

INDIVIDUALS RESPONSIBLE

Get included in the current conversation immediately. Begin work by Mar. 2014 – ongoing

Staff, Reggie, Peter, Nigel and Ann Clearinghouse Committee

RESOURCES REQUIRED

A manned office where someone can answer questions for the community

Involvement of neighborhood associations and economic development

Criteria for gap loans (if pursued)

Sept. 2014 – Sept. 2015

Coordinate with Chair of Economic Development Committee

Foundation grants and other sources of funding for business owners starting out

Ongoing

Board, Staff to be resources

A copy of all the plans

2015

WARC liaison to City’s Research on how other communities are Green Committee (Nigel) handling sustainability

Partnership with workforce development

Criteria for sustainable businesses

Professional trainers and training materials

A communication plan

Explore alternative financing for building sustainable businesses Define the clearinghouse coordinator’s job description

Feb. 2015 – Feb. 2016 June – Aug. 2014

Vin and Elizabeth, Board Kristyn

Partnerships Regulations for micro-‐lending, credit unions, use of TIFF funds

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Goal 5: Help preserve the culture of the African Diaspora and the significant contributions it has made to the founding of Delray Beach

ACTION STEPS

TIMELINE

MOST CRITICAL Develop a plan for selling the cultural element of the community

INDIVIDUALS RESPONSIBLE

Start immediately – Dec. 2014

Chuck

RESOURCES REQUIRED

Involvement of Spady, the City, CRA, DDA, DBMC, CLT, and the media

Volunteers

Encourage the community to give their artifacts and pictures to Spady NO BRAINERS Establish partnerships with relevant organizations to research historical events and record oral histories, and then to put plaques/historical markers around the city with QR codes so people can hear the stories Encourage private investment to contribute to the placement of art and markers

Ensure that WARC and coalition representatives drive the neighborhood to see what is going on and speak to people Sponsor a Community Day where the community volunteers beautify the Avenue/neighborhood WARC to be Spady’s advocate and promote Spady’s events Build relationships with all residents in all parts of the community using a variety of methodologies, including social media, driving the community and offering training programs

Start immediately – ongoing Mar. 2014 – Mar. 2016

All directors, spearheaded by the Outreach Committee Cultural Preservation Committee in partnership with Spady Once the Cultural Spady, Public Art Preservation and Fund Advisory Board, WARC Development Committees chair of Fund are created this needs to Development be ongoing Start immediately -‐ Every director ongoing Each April Neighborhood Services and chair of WARC Outreach Committee Start immediately – All directors ongoing Mar. 2014 -‐ ongoing Outreach and Communication Committees

Event dollars

Access to and collaboration with historical associations to do research and apply for grants to purchase markers Grants obtained together by Spady and WARC

Corporate sponsors/partners Knowledge of Main Street Program and community plans – e.g., architectural, themes, (NW/SW Neighborhood Alliances) Volunteers

Partnership with schools, PTAs, principals Information on Spady events The communication plan

Volunteers and collaborative partners

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GOAL 6: Build the board, ensuring strong, high integrity and knowledgeable leadership

ACTION STEPS

TIMELINE

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

MOST CRITICAL Create a governance structure that engages the community Board Development Committee to create needed tools such as: • Strategic recruitment plan • List of expectations and consequences for directors • Volunteer recognition system • Orientation and calendar for ongoing training • Board binder, policies and procedures • Self-‐evaluation tools • Compliance calendar

Jan. 2014 – June 2014 Jan. 2014 – Sept. 2014

Reggie, Board Development Committee Board Development Committee, Reggie, Peter, Joycelyn, Kristyn, Consultant

Consultant to facilitate process

Create all mandated policies – e.g., whistleblower, records retention, conflict of interest Set up tours so people can “feel” the mission.

Feb. 2014 June 2014, continue

Chuck, Consultant

Sample policies

Outreach Committee, Board Development Committee, Spady

NO BRAINERS Use a board accountability chart at each meeting

Start immediately – ongoing Start immediately – ongoing Start immediately – ongoing Start immediately – ongoing Oct. 16, 2013 -‐ ongoing Feb. 2013

Consultant, staff to set up, Chair to use Board Chair or Board Development Committee to assign All directors

Sample accountability chart

Board Chair and staff

Samples

Outreach and Education Committees Chuck, Consultant

AV equipment

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Worksheets and templates

Use an “organization skeptic” to ensure directors ask questions and challenge the status quo Use a strategic agenda and action minutes

Create an ethics policy

Training budget

Use a “mission caller” to make sure decisions are made according to the mission, vision and values

Hold community forums quarterly to solicit community input

Consultant to aid with board building

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Sample questions

Samples

RESOURCES REQUIRED FOR SUCCESS Among the human, capital, materials and other resources required to make this plan successful are (others are listed in the full plan): • Full-‐time, dedicated staff • Office space • Office equipment, including technology for making presentations • Budget • Legal services • Models where similar programs – particularly those based on Main Street – have been successfully implemented in other places • Collaborative partnerships with and community support from other organizations in the community, residents, business people and leaders • Access to community plans • Training • Consultants, trainers and other experts • Volunteers with a variety of skills • Foundation grants and fees

KEY RECOMMENDATIONS The following are some key recommendations for moving forward: • The group considered full-‐time, dedicated staff as essential. It will make the difference between success and failure. WARC needs someone who is available for daytime meetings, who can serve as a liaison between the community and city entities and who knows how Delray Beach works. • It is essential that progress against the plan be measured at every meeting. This is particularly true of ongoing items. It is easy to let such items slip, because they’ll be on the agenda again next month. Focus, too, on the indicators of success. The action steps in this plan may have to be revised based on whether the desired end result is being achieved or not. • A lot of comments were heard about building the WARC brand and being seen as an equal partner in the city. This will happen automatically if WARC does the job it has committed to doing. The focus must be on changing the community, not on obtaining recognition for WARC as an entity. CoreStrategies for Nonprofits, Inc. PO Box 630745

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Related to the above, when acting in partnerships and forming coalitions, it is essential to consider: o It’s not about WARC, but rather the ultimate goals. Can you forgo your own needs and recognition to see the goal reached? o What is important to your partners? o Is there trust and shared values? If not, what can be done to build these before entering into the coalition? o What assets do you have to share? o What assets do you need to do the work of the community? While the WARC board will be strengthened, it is equally important to recruit stakeholders who will take on projects, or aspects of the projects, to move the plan forward. There are currently not enough individuals involved to successfully complete the plan without burning everyone out. Consider Community Engagement Governance ™ as a structure you might use for the board. There are a number of ideas that were generated that did not make the priorities list that are important to the success of the plan. A few of these include: o Creating a quarterly newsletter to keep the community involved in WARC’s and the community’s progress o Identifying third-‐party validators who can communicate WARC’s accomplishments o Sponsoring an awareness campaign which gives each coalition partner the opportunity to make the community aware of who they are and what they do o Assigning accountability for managing and honoring the diverse communities in Delray Beach o Sponsoring a special event to draw attention to the area – e.g., a “family reunion” o Creating year-‐round programming for the tennis center o Developing event policies that communicate inclusiveness – e.g., doing away with barricades that divide the avenue o Ensuring that new RFPs include a sustainability element o Creating a succession ladder for service on City boards, which includes training interested volunteers to understand the issues and to work collaboratively Expect the unexpected. Plan to devote significant time to the unexpected.

CONCLUSION The board and community volunteers, along with CRA Special Projects Administrator Kristyn Cox, who spent months considering the desired future of WARC and the West Atlantic Community of Delray Beach, did a comprehensive job. Putting the plan into action will take single-‐minded commitment, but will reap rich rewards for residents, business owners and visitors alike. CoreStrategies for Nonprofits, Inc. PO Box 630745

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Strategic Plan 2014 - 2017

BACKGROUND Over a period of close to 20 years, since the West Atlantic Avenue Redevelopment Plan was completed and adopted in 1998, some wonderful changes – both aesthetic and substantive – have occurred in the geographic area that runs between I-‐95 and Swinton Boulevard in Delray Beach, Florida. However, as the final recommendations of the September 2012 West Atlantic Community Needs Assessment Workshop show, many of the same issues remain a concern – e.g., the need for a healthy and sustainable economy, increased property values, a beautiful and safe neighborhood, pride in community and improved quality of life. Further, many of the same development needs also still exist– e.g., a supermarket or grocery store, a health and wellness facility/pharmacy, a bank/financial institution, and an entertainment and hospitality cluster consisting of such things as a jazz club, theater and restaurants. The members of the West Atlantic Redevelopment Coalition, Inc. (WARC) feel that it is time to bring these recommendations to fruition. The WARC board, under the direction of Chair Reginald (Reggie) Cox, sought to conduct a strategic plan to gain a clear direction for moving forward from a position of organizational strength. With the financial and emotional support of the Delray Beach Community Redevelopment Agency, WARC hired Dr. Terrie Temkin of CoreStrategies for Nonprofits, Inc. to facilitate the planning process. Besides providing that direction, the plan was to set the stage for WARC to: • Have the staffing and board capacity to facilitate the grassroots efforts needed to communicate, advocate, educate and incorporate the projects, programs and policies that benefit the economic growth of the West Atlantic area; • Advance the prioritized uses in the redevelopment efforts that create a sustainable economic business mix; • Promote the West Atlantic area in a way that makes it more attractive to businesses, developers, visitors and funders; • Educate, communicate and fully engage the West Atlantic community; • Enhance relationships and align efforts through collaborative partnerships with the Delray Beach Community Redevelopment Agency (CRA), the City Commission and City staff, the Downtown Development Authority (DDA), the Delray Beach Marketing Cooperative (DBMC), the Delray Beach Chamber of Commerce (Chamber), the CoreStrategies for Nonprofits, Inc. PO Box 630745

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Downtown Merchants Association (DMA), the community housing agencies, the community service agencies, the churches, the neighborhood subdivisions and the Northwest and Southwest Neighborhood Alliances (NW/SWNA) (See “Collaborative Partners,” p. 43, for a complete list.)

METHODOLOGY Directors of the WARC board, along with community residents, business owners and leaders were invited to participate in the planning process. Those who answered the call began their work at a meeting at which WARC’s mission was reevaluated, the vision of the West Atlantic Redevelopment Plan was revived and reinforced, and six (6) crucial goals were determined as the most relevant for the organization to reach in the next three years. Participants volunteered to work on one or more goals, specifically to do three things: • Determine the success indicators that would clearly say to the community that the goal and its defining strategies had been achieved • Generate action steps that would lead to goal accomplishment • Ascertain the resources – human, financial, time, etc. – that would be required at each step along the way Once the above work was done for each goal, all the original participants were invited back to prioritize the many action steps. Participants were asked to select an unlimited number of “no brainers” – those tasks that would move the organization forward with little time, effort and/or resources, making them logical to take on. They were also asked to select two action steps on each goal that must be done in order to see the success indicators come to fruition – regardless of the effort and/or resources required. Action steps that received the majority of votes were adopted. The full group met one last time to put timelines on each action step and to assign accountability. These collective efforts resulted in WARC’s 2014-‐2017 Strategic Plan.

MISSION The mission of WARC is to advance redevelopment to improve the economic, social and cultural future of the West Atlantic Community. -‐Board Approved July 10, 2013 CoreStrategies for Nonprofits, Inc. PO Box 630745

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GOALS, DEFINING STRATEGIES AND SUCCESS INDICATORS The following top five goals with their defining strategies were set by the WARC board prior to the planning process as directives of the 2012 Community Needs Assessment Summary. These goals became the backbone of the plan with one additional goal being added: to build the capacity of the WARC board in order to ensure that the goals of the plan are successfully achieved. The first task of each strategic planning committee was to determine how WARC would know if it was successful in achieving its goals. The planning committees defined their indicators of success. GOAL 1: Promote community economic development in the West Atlantic area that addresses and supports the identified needs of the residents, property and business owners, while appealing to investors, developers and consumers, as well as the greater community of Delray Beach DEFINING STRATEGIES: • Develop procedures for doing business in the West Atlantic area that require working with the community towards bettering the quality of life, including place capital (shared wealth) through job opportunities and community cooperatives, education and skill training, sustainability practices, and avoiding development-‐induced displacement CoreStrategies for Nonprofits, Inc. PO Box 630745

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• Apply the National Main Street Four Point Approach of Organization, Promotion, Design and Economic Restructuring in conjunction with the National Trust for Historic Preservation to advance the preservation-‐based revitalization of our commercial districts and neighborhoods, and advocate for the institution of a transportation policy for safe, comfortable and convenient travel for everyone, regardless of age or ability – e.g., motorists, pedestrians, bicyclists and public transportation riders • Develop promotional strategies, advertising and special events that will create a positive image, communicate West Atlantic’s unique characteristics, and rekindle community pride, thus improving consumer and investor confidence in our commercial business district • Periodically perform strategic reviews of the West Atlantic Redevelopment Plan along with the Southwest Neighborhood Plan to improve development design guidelines that focus on the visual opportunities inherent in a commercial district, directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, parking, street furniture, public art, landscaping, merchandising, window displays, and promotional materials

SUCCESS INDICATORS: • There is a balanced and beneficial development mix of the prioritized community uses confirmed in the 2012 Needs Assessment Summary of basic neighborhood services (grocery store, pharmacy, bank, etc.), office space, residential housing (affordable/market rate, allowing for live/work for the community’s workforce) and nightlife activities • The existing business mix is assessed and incorporated into the preparations for future redevelopment that could result in development partnerships, revised marketing strategies or business relocation • WARC partners with the CRA on crafting Requests for Proposals (RFPs) that are specific to the community’s economic benefit, include local hiring requirements, and are sustainable in the relative market. This process allows enough time for all stakeholders – e.g., residents, businesses, community organizations, etc. – to be educated about the process and to study and comprehend the various proposals and benefits before awarding decisions are made • Developers interested in the area work with the community through WARC, including them in the planning and education process rather than lobbying the community after their projects are already planned • Downtown clearly thrives along Atlantic Avenue from I-‐95 to the beach because West Atlantic Avenue is attractive and inviting o Vacant properties are beautified and temporarily utilized until ready for development – e.g., landscaped, pop-‐up business trials, revolving art exhibits, outdoor cafes, etc. o People feel safe as a result of the beautification projects – e.g., neighborhood connective walkways and alleyways, art installations and open public spaces – and redevelopment efforts CoreStrategies for Nonprofits, Inc. PO Box 630745

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There are pedestrian-‐friendly medians and sidewalks, bike-‐friendly streets, and family and disabled-‐friendly walkways o There is an updated color palette for West Atlantic that continues the established culture and theme of the area (possibly a continuance of the Gateway Feature palette) o The Tennis Center is revitalized into a functional entertainment venue and, most importantly, is a welcoming public space that unifies East and West Atlantic. This will require removing the parking that fronts West Atlantic o Civic spaces such as the Palm Beach County Courthouse, Delray Beach Police Department, and Tennis Center are inviting open public spaces Traditional Downtown events are West Atlantic and Historic 5th Avenue inclusive – not divided or barricaded off – and there are signature event(s) within the West Atlantic Corridor that are inviting to all Downtown visitors Existing businesses display community support by organizing and partnering with WARC on development projects, exterior improvement efforts, event planning, event sponsorships, and safety measures WARC’s partnerships with the Greater City of Delray Beach’s (City) marketing support organizations – e.g., DBMC, DDA, and Chamber – are strong, and promote and support the entire Downtown Historic 5th Avenue is attractive north and south of West Atlantic, without division, and is rebuilt as the culturally thriving business district that it once was, featuring ethnic restaurants, markets, community servicing businesses, etc. Residents, especially youth, are trained and prepared for the jobs within – and coming into – the area, encouraging their continued investment and promoting a sense of pride to be members of this community All West Atlantic area stakeholders collaborate to educate, engage and encourage one another on issues that affect the community, including health, education, safety and economic growth – striving for accountable solutions all participants can rally behind o

•

GOAL 2: Demonstrate WARC’s relevancy by becoming the community’s trusted “go-‐to” resource for both reliable information and intermediary services DEFINING STRATEGIES: • Select and manage programs/projects that bolster the West Atlantic community • Serve as a clearinghouse of information for and between the West Atlantic community’s neighborhood associations, the City, and other collaborative partners • Serve as the intermediary in situations such as resident/business relocation and property acquisitions as a result of redevelopment efforts CoreStrategies for Nonprofits, Inc. PO Box 630745

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SUCCESS INDICATORS: • The WARC board is comprised of highly respected community leaders, business owners and skilled advocates • The necessary partnerships to be collaboratively successful are in existence – with, for example, the City, CRA, DDA, DBMC, Chamber, Delray Beach Housing Authority (Housing Authority), Community Land Trust (CLT), etc. • WARC is at the table and is seen as an instrumental stakeholder within the West Atlantic Community • WARC organizes with the community to review development opportunities in the area prior to making recommendations and the City or CRA granting approvals. • There is an established relocation program that does not displace people or businesses – i.e., does not force them out of the community • There is a marketing plan for promoting the entire downtown of Delray Beach • A development fee is codified and generating funds for WARC initiatives in the West Atlantic Community • A small pilot for a sustainability project/program is in place – e.g., a local business and/or home is beautified and made “green” (sustainable) • The community looks healthier and inviting • WARC has absorbed the Site Assistance Program

GOAL 3: Be The West Atlantic community’s voice, broadly communicating its concerns and interests, and promoting its objectives for any and all redevelopment plans to the CRA Board and City Commission DEFINING STRATEGIES: • Provide representation at community meetings and other local events • Provide input to influence community processes, planning and RFPs • Build trust, interact and convene coalitions with organizations such as the CRA, the residents and business leaders of the City, the Delray Beach City Commission (City Commission) and staff, DDA, the DBMC, the Chamber, the Housing Authority, the CLT, and the Northwest and Southwest Neighborhood Associations (NW & SW Neighborhood Associations) • Promote incentive programs and marketing events for the West Atlantic community • Organize and educate the community on the issues so that it can become more meaningfully and fully engaged SUCCESS INDICATORS: • WARC’s strategic plan is the community’s plan • WARC’s input – e.g., recommendations and language – is included, or at least reflected, in the City’s decisions and actions • WARC’s objectives for redevelopment are achieved CoreStrategies for Nonprofits, Inc. PO Box 630745

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• WARC representatives are equal partners at the City’s table • There is always a WARC representative sitting on the CRA Board • There is a benchmark for WARC representatives to be appointed and/or elected to serve on various city committees • The community sees WARC as the “go-‐to” organization when it has issues of concern or wants something done • WARC’s actions are “branded” as WARC accomplishments • The community is well prepared for the changes that are coming • Marketing events – e.g., “Promoting the Avenue” – reflect the same level of intentionality for West Atlantic Ave. as the rest of the avenue, and impact the entire avenue similarly • The business community views WARC as relevant • Whatever WARC does promotes the quality of life in the West Atlantic community

GOAL 4: Help preserve the culture of the African Diaspora and the significant contributions it has made to the founding of Delray Beach DEFINING STRATEGY: • Follow the National Trust for Historic Preservation’s priorities of Building a Sustainable Community, Promoting Diversity & Place, Protecting Historic Places on Public Lands and Re-‐imaging Historic Sites by establishing partnerships with the Spady Museum and Delray Beach Historical Society as well as the City, CRA and County to affect policy, research, advocacy and outreach in the West Atlantic Community SUCCESS INDICATORS: • The Spady Museum is viewed by the City, CRA and Palm Beach County as the necessary cultural staple in terms of having a role in preserving the culture of the community • Frog Alley is added as a historic district in the southwest neighborhood • The historic business district of 5th Avenue is fully revitalized and culturally diverse, providing a business mix of uses that service the surrounding community • The increasing diversity of the community is intentionally managed • The Tennis Center and Government Center are community venues/public spaces that bring the entire community together • There are a variety of cultural activities going on year-‐round in which the community participates as a contributing stakeholder • WARC is the convener of the community coalitions, and the NW/SW Neighborhood Alliance is a major member • There is an intentional relationship between Spady Museum, Spady Elementary, Village Academy and the community CoreStrategies for Nonprofits, Inc. PO Box 630745

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GOAL 5: Ensure adequate resources to ensure achievement of the other goals SUCCESS INDICATORS: • There is full-‐time, dedicated staff for WARC • The organization has fundable objectives that furthers the mission of its partners • There is active leadership both on the board and throughout the community • An active fund development committee exists • A strong communication plan between collaborative partners and the community is fulfilled • The steps of the strategic plan are being met • As a strong collaborative partner, WARC is a line item in the budgets of the CRA, City, DDA, and County • WARC’s brand is recognized and valued • Development and other fees are codified and generating income for WARC • WARC has cash available to do its work GOAL 6: Build the board, ensuring strong, high integrity and knowledgeable leadership DEFINING STRATEGIES: • Ensure directors are educated about the community, mission, and governance • Provide advocacy training • Define expectations of directors and the means for holding people accountable • Put a strategic board recruitment plan in place SUCCESS INDICATORS: • The WARC board is responsibly managing a budget large enough to get the job done • Directors have the necessary credentials and experience to further the mission • The goals in this plan have been achieved, thanks to the efforts of this board, and the next plan is underway • Community residents know the directors, identify with them and recognize that they are their advocates (WARC is seen throughout the community as the “go-‐ to” organization) • Every director has a passion for mission • The entire board feels ownership of the mission, taking on the responsibilities to bring it to fruition • There is trust on the board – everyone feels WARC is a safe space to talk freely and share feelings • There is culture of inquiry on the board – i.e., people ask questions and challenge the status quo • The board meets the “12 Principles of Governance that Power Exceptional Boards” as defined by BoardSource CoreStrategies for Nonprofits, Inc. PO Box 630745

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• The board is generative – i.e., it turns the lens, asking “why” not “how” • All directors easily articulate the mission, vision and values, and every decision is made on the basis of these • There is continuous recruitment • There is diversity on the board in every sense of the word • The board is inclusive • There is a structure that maximizes outcomes • Each of the directors is an effective community advocate • All directors can read financial statements and tell the story inherent in the numbers • All directors know and abide by their legal responsibilities • The board operates ethically • All directors have been oriented and trained • All directors meet their expectations

The reader should note that several success indicators came up time and time again. These included: • The community is safe and attractive and welcomes both residents and visitors to walk, play, shop and eat • There is a good economic mix on the avenue (which in this case actually extends both north and south of the avenue) • The culture and historical past of the West Atlantic community is valued, while the new residents are welcomed and fully integrated • Marketing for West Atlantic Avenue reflects the same level of intentionality as the rest of the avenue, and impacts the entire avenue similarly • WARC is the convener of the community coalitions • The community trusts WARC to have its best interests at heart • The WARC brand is recognized and valued • WARC’s input is included, or at least reflected, in the City’s decisions and actions • WARC representatives are equal partners at the City’s table • WARC is the “go-‐to” resource in the community

RESOURCES REQUIRED FOR SUCCESS The following human, capital, materials and other resources are required if this plan is to be successful. • Staff o Salary and benefit packages for staff CoreStrategies for Nonprofits, Inc. PO Box 630745

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•

• • • • • •

•

• • • • •

 $85,000 (Professional)  $30,000 (Clerical) Office space o A manned office where someone can answer questions for the community o Donated CRA space – perhaps on Fifth Ave. or in the Neighborhood Resource Center o Eventually renting at an estimated cost of $12,000/year Office equipment, including technology for making presentations Budget Legal services Models where similar programs have been successfully implemented in other places, particularly the National Main Street Program The City Manager's endorsement Support from: o CRA, Staff & Board o City of Delray Beach, Staff, Mayor & Commissioners o DDA & DMA o DBMC o DBCLT o DBHA o DBCDC o Delray Beach Chamber of Commerce Partnerships with organizations such as o USGBC South Florida o Universities o Banks o Workforce Alliance o Environmental Pine Jog Center o Vocational/trade schools o PACE Program (commercial) o HUD o USDA for food deserts o Farms o Nonprofits First (for foundation resources) Access to: o Details of the National Main Street Program o The Public Art Plan o The updated West Atlantic Redevelopment Plan o The City’s Green Master Plan A communication plan Marketing materials that support the marketing and fund development plans Giveaways – e.g., WARC promotional materials, advertising specialties Time Research CoreStrategies for Nonprofits, Inc. PO Box 630745

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• •

•

• • • •

o Access to the Foundation Resource Library Training Consultants, trainers and other experts o Board development o Marketing o Green technology and sustainability Training materials Volunteers o Marketing expertise o Advocacy/lobbying experience (multi-‐lingual helpful) o Writing and editing expertise o Spanish and Creole speaking individuals who can translate materials/newsletter o Media to get WARC’s information out to the public Foundation grants and fees o Money for beautification o Money for speakers (fees estimated at $7500) Database of property owners Commitment letter for directors re: expectations Green certification A physical structure that shows off what can be done – e.g., with green technology

PRIORITIES BY GOAL The following priorities were selected for each goal based on the mission, vision and indicators of success that the planning group identified. You will note that resources necessary for completing the tasks are also noted.

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NECESSARY ACROSS THE BOARD: ACTION STEPS

Hire professional and clerical staff to handle the day-‐ to-‐day operations and attend day-‐time meetings • Create a budget • Create job descriptions • Determine goals Look into sharing backroom services with the Collaboration Partners or Nonprofit Support Agencies – e.g., Nonprofits First, TechSoup

TIMELINE

Jan. 2014 – Apr. 2014 May – July 2014

Obtain office space Jan. 2014 – • Begin speaking with community partners about Apr. 2014 space that is accessible and versatile (consider CRA space on NW 5th Ave. and the Neighborhood Resource Center)

INDIVIDUALS RESPONSIBLE

Reggie Staff

Reggie and Staff

RESOURCES REQUIRED

Salary and benefit packages for staff • $85,000 (Professional) • $30,000 (Clerical) Consulting services • Marketing • Board development • Legal • Accounting Interns (try Lynn and FAU, high school youth, Atlantic Village Academy) (can help develop programs, can build relationship with Spady) Training & continuing education budget Office space ($12,000) Office equipment, including technology for making presentations Legal services Insurance • D& O insurance

ACTION STEPS

TIMELINE

Set up committees to do the planned work • Appoint chairs • Recruit the most appropriate people from the community to serve (consider non-‐directors with the appropriate skills) • Establish purpose and goals Form coalition(s) • Set purpose(s) • Determine the most appropriate partners • Create memos of understanding (MOUs), Inter-‐local agreements, etc. between collaborative partners • Set parameters within which the WARC representatives can work • Participate on other community boards, ask for other groups to send representation to WARC (This is not just about showing up – it means work! Two-‐way communication critical.) • Call for a joint meeting of WARC, DDA, DBMC, CRA, Chamber, EPOCH, etc. to determine how to help each other leverage their work

INDIVIDUALS RESPONSIBLE

Jan. 2014 – Feb. 2014

Board

Immediate – Nov. 2014

Reggie and Jimmy

RESOURCES REQUIRED

Printing services Graphic design services Strategic plan

Knowledge of and confidence in WARC’s own values, along with a commitment to sticking to them when working with other organizations Community contacts

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ACTION STEPS

TIMELINE

Establish a group of community mobilizers (connectors) who will meet with City Commissioners, CRA Board Members, the Chamber, etc. to communicate the need for being included in their budget • Determine what WARC can provide as “permission” and “cover” so they feel comfortable putting WARC in their budgets • Play the politics • Whenever new commission members come on, educate them about WARC o Go back and work with longer-‐tenured people as well o Share the report card Create a communication plan Keep the community abreast of WARC’s plans, needs, progress and accomplishments • Break the silos by sharing a larger vision that encompasses all organizations’ mission, vision and goals Consider the conditions the WARC board will face getting to the end result and determine how best to meet them Define community transformation

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

Start immediately -‐ ongoing

Outreach Committee

Volunteers who can write/edit and confidently speak in front of groups and individuals with positions of power Spanish and Creole speaking volunteers who can translate materials/newsletter Time

Jan. 2014 – May 2014 Apr. 2014 – ongoing

Stephanie Immelman Stephanie Immelman

MOU or Inter-‐local Agreement for Partnership

Ongoing

Reggie, Board and Staff Chuck, Outreach Committee, with Board input

Mar. – May 2014

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ACTION STEPS

TIMELINE

Raise the money to cover salaries, benefits, office space and equipment

INDIVIDUALS RESPONSIBLE

Jan. 2016 – Jan. 2017

Fund Development Committee, Board

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RESOURCES REQUIRED

GOAL 14: Promote economic development in the West Atlantic area that addresses and supports the stated needs of the West Atlantic community and appeals to the greater community of Delray Beach STRATEGIES: • Develop promotional strategies that will create a positive image that will rekindle community pride and improve consumer and investor confidence in our commercial business district • Develop advertising, retail promotions, special events, and marketing campaigns that will help sell the image and promise of the West Atlantic Corridor to the community and surrounding region • Develop promotional strategies that communicate West Atlantic’s unique characteristics, business establishments, and activities to shoppers, investors, potential business and property owners, and visitors • Develop/design guidelines that focus on the visual opportunities inherent in a commercial district, directing attention to all of its physical elements: public and private buildings, storefronts, signs, public spaces, parking areas, street furniture, public art, landscaping, merchandising, window displays and promotional materials ACTION STEPS TIMELINE INDIVIDUALS RESOURCES REQUIRED RESPONSIBLE MOST CRITICAL Research grants that WARC could apply for that pay for economic development

Jan. 2014 – ongoing

Board, Reggie

Access to the Foundation Resource Library

Establish a business model to build capacity/to keep business here • Facilitate workshops for developers • Explore local workforce development • Explore a relationship with C. Ron Allen and other media to get the word out about programs that will teach the needed skills

Sept. 2014 – Sept. 2015

Economic Development Committee

Access to: • Details of the Main Street Program • The Public Art Plan • The updated West Atlantic Plan

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ACTION STEPS

• •

TIMELINE

Explore how to fund and/or incentivize potential business owners to get them started Explore beautification of the area, including the best use of current “dead space”5

Develop a marketing plan for West Atlantic Ave. as a destination city for people and developers

Sept. 2014 – ongoing

NO-‐BRAINERS6

RESOURCES REQUIRED

INDIVIDUALS RESPONSIBLE

Stephanie, DDA, DBMC

Create an operational plan to ensure the strategic plan is realized (as necessary)

Jan. 2014 -‐ Mar. Staff, Nigel, Peter 31, 2014 Organize and educate the community and the local Start Pablo and Zack business people around the cooperative model immediately – ongoing • Promote the screening of the documentary film Meet with holdout property owners – create strategy that Immediate – Staff, Chuck, Zack,

Models, including the Main Street Program, where similar things have been done other places Help from Nigel Roberts (Community Improvement Administrator) The City Manager's endorsement Support from the CRA, City and DBA Money for beautification Marketing materials that support the marketing plan

List of property owners

5 This item was added by the facilitator, given the numerous success indicators the group generated related to this. 6 These are some rather substantive action steps. They are key to WARC’s mission. Be sure to allow sufficient time and energy to take them on.

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ACTION STEPS

TIMELINE

integrates CRA Relocation program with WARC Clearinghouse Understand and communicate the economic mix needed on the avenue • Involve a business person, a community rep, and someone from the planning and zoning staff in WARC‘s work • Incorporate the principles of the Main Street Program • Ensure RFPs are designed to align with the needs of the residents • Hold another workshop on the economic development of the area

ongoing Jan. 2014 – ongoing

Jimmy, Reggie

Board, Reggie

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RESOURCES REQUIRED

INDIVIDUALS RESPONSIBLE

GOAL 2: Secure adequate resources to ensure achievement of other goals STRATEGIES: Raise $150,000 within the next year, $250,000 the following year and $350,000 annually thereafter ACTION STEPS

TIMELINE

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

MOST CRITICAL Go after fees • Set-‐asides – e.g., 1% for public art • Development fees • Co-‐developer fees o Determine politically how one goes about getting a portion of developers’ fees • Millage o Explore how this is put on the ballot Identify, cultivate and ask for support from angel donors and venture capitalists

Start immediately – Feb. 2015

Reggie

A champion to push through the set-‐asides/development fees

Mar. – May 2014 (ongoing)

Directories of venture capital and private equity firms

Create giving policies

Aug. – Dec. 2014 Mar. – May 2014 (ongoing)

Fund Development Committee Fund Development Committee Fund Development Committee

Determine how to diversify WARC’s revenue stream, so that it includes realistic and appropriate percentages of the total from such things as: • Grants – e.g., government, foundations, corporations o Research where the grant money is (maybe food deserts) • Events o Create a signature event that will raise money and

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Sample giving policies

Training/capacity building (conferences, community seminars, trainers, webinars) Research (donor prospecting) Resource library

visibility – inclusive of the entire community – maybe “Family Reunion” or “Roots” • Direct solicitation • Memberships • Sponsorships • Partnerships • Angel investors • Venture capitalists • Fees • Maximize in-‐kind services (Requires keeping track) NO BRAINERS Share ideas, stories with the community

Use the “right” names and stationery when communicating with stakeholders Share the strategic plan with those who participated in the community needs assessment and see if any of them will help put it into action

Permits for events (leverage partnerships for this – go to Stephanie)

Start immediately – ongoing Start immediately – ongoing Jan. 2014

Outreach Committee Board, staff

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Knowledge of who will respond to what names

Reggie, Outreach Committee

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Stories

GOAL 3: Be the West Atlantic community’s voice, broadly communicating its concerns and interests, and promoting its objectives for any and all redevelopment plans to the CRA Board and City Commission. STRATEGIES: • Provide representation at community meetings and other local events • Provide input to influence community processes, planning and RFPs • Build trust, interact, and participate in and convene coalitions with organizations such as the CRA, the residents and business leaders of the City of Delray Beach, the City Commission and staff, the DDA, the DBMC, the CLT and the NW & SW Neighborhood Associations • Promote incentive programs and marketing events for the West Atlantic community • Educate the community on the issues so that it can become more meaningfully and fully engaged ACTION STEPS

TIMELINE

MOST CRITICAL Promote WARC’s issues and values through coalitions • Create memos of understanding (MOUs) between collaborative partners – e.g., CRA, DDA, DBMC, CLT, neighborhood associations • Work with the Spady Museum on Spady Days • Be involved as a joint collaborator from the onset with the promotion of all community events Promote the area to potential businesses • Inventory what the community already has – e.g., businesses, skill sets • Reach out to developers, entrepreneurs that understand this demographic or are willing to learn • Develop decorative “themes” for the business corridor

INDIVIDUALS RESPONSIBLE

Board

Legal

Start immediately -‐ ongoing

DBMC, DDA, Economic Development Department, community, HOAs

Volunteers

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Ongoing

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RESOURCES REQUIRED

ACTION STEPS

TIMELINE

• Advocate for incentive programs Create an advocacy committee • Seek non-‐directors who have experience in this area • Train both traditional and nontraditional stakeholders to advocate on behalf on WARC’s issues Share with the board the expectation that all directors are to take some advocacy role • Codify the expectation • Train people how to be advocates, and what they can/should say NO-‐BRAINERS Continue making presentations to homeowners, businesses, churches, etc. • Create a calendar of presentations • Determine goals for each presentation • Set policies for presentations • Meet pastors to encourage their engagement • Go to restaurants to meet community residents • Request help from the fire department, which is doing outreach Invite speakers who are well-‐known and/or extremely knowledgeable about issues relevant to the West Atlantic community – e.g., experts on redevelopment or maintaining a community culture – to present to the community

INDIVIDUALS RESPONSIBLE

Reggie to appoint chair, Volunteers with chair to choose advocacy/lobbying committee experience (multi-‐lingual helpful)

As soon as the committee is appointed – expectation to be continuously reinforced

Chairs of the Advocacy and Board Development Committees

Continue as opportunities arise, but focus attention on strategic approach May -‐ July 2014, then ongoing

Outreach committee – Chuck, Joycelyn, Jimmy, Captain Coleman

Begin planning Dec. Outreach and 2014 for 2015. Ongoing Education Committees

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Jan. 2014

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RESOURCES REQUIRED

Commitment letter for directors re: expectations Training materials Goals for presentations

Experts Speaker fees (est. $7500) Media to get WARC

ACTION STEPS

TIMELINE

Form a committee Research potential speakers (explore local TED Talk presenters) • Create a budget • Find space for the presentations • Create a publicity plan that includes advertising • Consider food Create an intentional plan for personally connecting with the community – e.g., Ellis’ Concentric Circles, where volunteers take a “Welcome Basket” to a neighboring house or business, engage in a short conversation, and move to the next house or business • Recruit volunteers • Train them • Gather materials and advertising specialties to go into the give-‐away bag Create an Annual Report Card for WARC that can be shared with the community

INDIVIDUALS RESPONSIBLE

May 2014

Outreach Committee, Spady, Neighborhood Alliances, HOM

Give-‐aways – e.g., WARC promotional materials, advertising specialties

Mar. 2014

Chuck

Volunteers with marketing experience

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information out to the community

• •

PO Box 630745

RESOURCES REQUIRED

GOAL 4: Demonstrate the WARC’s relevancy by becoming the community’s trusted “go-‐to” resource for both reliable information and intermediary services

STRATEGIES: • Select and manage programs/projects that bolster the West Atlantic Communities • Serve as a clearinghouse for information for and between the West Atlantic Community neighborhood associations, the Greater City of Delray Beach and other community organizations – e.g., CRA, DDA, DBMC, CLT • Serve as the intermediary in situations such as citizen relocation as a result of redevelopment efforts ACTION STEPS

TIMELINE

MOST CRITICAL Identify and analyze community and economic development programs/projects that exist, as well as what’s needed (involve neighborhood associations, economic development) • Clearinghouse Committee • Determine how to differentiate WARC programs from CRA programs • Create a plan for enhancing the Site Assistance Plan for the Avenue and businesses throughout the community • Offer gap loans • Recruit for the Site Assistance Program • Steer people through the maze • Identify community program gaps • Determine why the program isn’t always reaching the end user – e.g., Are there excessive requirements? • Establish a liaison program to work with those facing relocation

INDIVIDUALS RESPONSIBLE

Get included in the Staff, Reggie, Peter, current Nigel and Ann conversation immediately. Begin work by Mar. 2014 – ongoing

RESOURCES REQUIRED

A manned office where someone can answer questions for the community (Perhaps the CRA property on 5th Ave. or the Neighborhood Resource Center) Criteria for gap loans

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ACTION STEPS

TIMELINE

INDIVIDUALS RESPONSIBLE

Establish a business model to build capacity/to keep Sept. 2014 – Sept. business here 2015 • Explore local workforce development • Explore a relationship with C. Ron Allen and other media to get the word out about programs that will teach the needed skills • Explore how to fund and incentivize potential business owners to get them started • Research foundation grants

Coordinate with Chair of Economic Development Committee

NO-‐BRAINERS Use the SW Neighborhood Plan, West Atlantic Avenue Redevelopment Plan, WARC Needs Assessment, Downtown Master Plan and Green Master Plan as guides for WARC’s work (the basis for all decision making) Facilitate the education of the community on sustainability measures for the community • Focus on 5th Ave. to demonstrate sustainable business – e.g., show how solar water heaters would make a difference by installing one in a city building and make it a training experience for residents,

Ongoing

Board, Staff to be resources

2015

WARC liaison on city’s green committee (Nigel)

RESOURCES REQUIRED

Foundation grants

If solar panels: • A copy of the City’s Green Master Plan • Training • Green certification • A physical structure that shows off what can be done with green technology • Expertise in green technology and sustainability • Suppliers and contractors for solar water heaters (there is a manufacturer in Stuart) A copy of all the plans

Research how other communities are handling sustainability Determine criteria for sustainability Professional trainers and training materials

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ACTION STEPS

TIMELINE

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

installers, etc.

A communication plan

Partnerships • USGBC South Florida • Universities • Banks • Workforce Alliance • Environmental Pine Jog Center • Vocational/trade schools • PACE Program (commercial) • HUD • USDA for food deserts • Farms • Nonprofits First See about using micro-‐financing for building sustainable businesses • Ask for a liaison to WARC from micro-‐ lending board • Explore becoming a “credit union” to provide loans • Explore businesses that currently provide micro-‐financing such as the Nonprofit Finance Fund • Consider how/if TIFF dollars can finance these projects Define the job description of the person charged with running the clearinghouse

Feb. 2015 – Feb. 2016 June – Sept. 2014

Vin and Elizabeth, Board

Regulations for micro-‐lending, credit unions, use of TIFF funds

June – Aug. 2014

Kristyn

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GOAL 5: Help preserve the culture of the African Diaspora and the significant contributions it has made to the founding of Delray Beach STRATEGY: Establish partnerships with relevant organizations – e.g., Spady Museum and Delray Beach Historical Society ACTION STEPS

TIMELINE

MOST CRITICAL Develop a plan for selling the cultural element of the community (this might include the following…) • Reestablish a cultural commercial district • Create a coalition, which includes Spady, to make this happen • Talk about how other cities handle it • Remind everyone that this was a key element for developing East Atlantic Avenue • Track who comes and supports the cultural activities • Push government center as the government cultural center that it was supposed to be • Revamp the Tennis Center to use for entertainment • Advocate for a museum pass for all the arts and culture entities Encourage the community to give their artifacts and pictures to Spady

INDIVIDUALS RESPONSIBLE

RESOURCES REQUIRED

Start immediately – Dec. 2014

Chuck

Involvement of City, CRA, DDA, DBMC, CLT, Atlantic Ave Magazine, Coastal Star, Pineapple Newsletter, Delray Tribune (rely on Spady – it already has a good relationship with the papers) Time to build trust to create a true coalition Research Event dollars Volunteers

Start immediately – ongoing

All directors, spearheaded by the Outreach Committee

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NO BRAINERS Establish partnerships with relevant organizations to • Research historical events and record oral histories • Put the information and stories up on the website • Place historical markers/plaques around the city with QR codes so people can hear the stories • Do the necessary research to make the above possible

Mar. 2014 – Mar. 2016

Cultural Preservation Committee in partnership with Spady

Access to and collaboration with: • National Trust for Historic Preservation • Delray Beach Historical Society • Project for Public Spaces • Florida Association of Museums • Southeast Museum Conference • Association of African American Museums

Research

Permission to place markers

Encourage private investment to contribute to the placement of art and markers

Ensure that WARC and coalition representatives drive the neighborhood to see what is going on and speak to people Sponsor a Community Day where the community volunteers to beautify the Avenue/neighborhood

Ongoing, once the Cultural Preservation & Fund Development Committees are created Start immediately -‐ ongoing

Spady, Public Art Advisory Board, WARC chair of Fund Development

Each April

Neighborhood Services and chair of WARC Outreach Committee

Every director

A grant to purchase markers (speak with Dottie Patterson) Grants obtained together by Spady and WARC Corporate sponsors/partners Main Street Program

Plans – e.g., architectural, themes, (NW/ SW Neighborhood Alliances) People/volunteers Schools, PTAs, principals

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WARC to be Spady’s advocate and promote Start immediately – Spady’s events ongoing Create a committee that determines how to Mar. 2014 -‐ ongoing build relationships with all residents in all parts of the community • Use social media to ask, “Did you know…?” “Tell us something we need to know” to have chatter drive the community conversation o Provide training to use social media to get the word out • Involve the coalition • Sponsor an awareness campaign where each coalition partner makes the community aware of who they are and what they do • Involve youth in the coalition in apprenticeship positions to learn about the city • Maybe develop a community leadership program (Spady is already setting this up for 9 – 11 graders)

All directors

Information on Spady events

Outreach and Communication Committees

The communication plan People/volunteers Schools, PTAs, principals

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GOAL 6: Building the board, ensuring strong, high integrity leadership STRATEGIES: • Ensure directors are educated about the community, mission, governance • Provide advocacy training • Define expectations of directors and the means for holding people accountable • Put a strategic board recruitment plan in place ACTION STEPS

TIMELINE

MOST CRITICAL Create a governance structure that engages the community • Explore Community Engagement Governance • Develop committees Board Development Committee to create needed tools such as: • Strategic recruitment plan • List of expectations and consequences for directors o Use commitment letter • Volunteer recognition system • Orientation o Board manual (consider an online version, include 12 Principles) o Board policies and procedures • Calendar for ongoing training covering mission, community and governance topics as appropriate • Questions for conducting exit interviews • Annual self-‐evaluation tool for each director and

INDIVIDUALS RESPONSIBLE

Jan. 2014 – June Reggie, Board Development 2014 Committee Jan. 2014 – Sept. 2014

Consultant to aid with reexamining structure and considering options Board Development Consultant to aid with Committee, Reggie, Peter, board building Joycelyn, Kristyn, Consultant Worksheets and templates Training budget AV equipment

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RESOURCES REQUIRED

ACTION STEPS

TIMELINE

the board as a whole • Compliance calendar Create all mandated policies – e.g., whistleblower, records retention, conflict of interest Set up tours so people can “feel” the mission. These might be real – including tours of other communities – or virtual, showing where we want to be

Feb. 2014 June 2014, continue

NO BRAINERS Use a board accountability chart at each meeting

Start immediately – ongoing Use a “mission caller” to make sure decisions are made Start according to the mission, vision and values immediately – ongoing Use an “organization skeptic” to ensure directors ask Start questions and challenge the status quo immediately – ongoing Use a strategic agenda and action minutes Start immediately – ongoing Hold community forums quarterly to solicit community Oct. 16, 2013 -‐ input ongoing Create an ethics policy Feb. 2013 Build trust by helping directors get to know one another Feb. 2013 -‐ better – e.g., ice breakers at meetings, networking, parties ongoing

INDIVIDUALS RESPONSIBLE

Chuck, Consultant

Sample policies

Outreach Committee, Board Development Committee, Spady

Consultant, staff to set up, Chair to use

Sample board accountability chart

Board Chair or Board Development Committee to assign All directors

Board Chair and staff

Samples (see Appendix)

Outreach and Education Committees Chuck, Consultant Board Development Committee

Marketing materials

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RESOURCES REQUIRED

Sample questions (see Appendix)

Sample policies

PRIORITIES BY TIMELINE

The following shows when each task begins and ends. In many cases, the tasks require minimal upfront effort, but are ongoing. In those cases the months are shown as a solid block of color. In those instances where several months are required to do the task, which then is ongoing, the time to complete the task is indicated by the solid block of color. The follow up is shown with arrows. Those tasks that were deemed critical are in bold.

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Research& grants&for& economic& development& ! Encourage!use! of!cooperative! business!model! Meet!with! holdout! property! owners! Determine!and! share!“right”! economic!mix! for!community! ! Create& mandatory& policies& ! ! Create!ethics! policy! ! Directors&start& taking&an& advocacy&role& ! Create!annual! report!card!for! WARC! ! Define! community! transformation!

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Sponsor!a! Community! Day!to!beautify! the!area! Create!job! description!for! clearinghouse! staff!

! Explore! creating!a! credit!union! ! ! Set&up&mission& tours&&

! ! Create&giving& policies& Establish&a& business& model&to&keep& business&here&

connect!with! people! Look!into! sharing! backroom! services!! Continue! making! presentations! in!community!

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! !

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MAY&)&2016&

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! !

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PROPOSED COMMITTEES

Based on the tasks to be accomplished, the following committees are recommended: STANDING Board Development STANDING OR AD HOC Advocacy Clearinghouse Community Education Cultural Preservation Economic Development Advocacy and Outreach Volunteer One determinant of whether these will be standing or ad hoc is the governance structure adopted. I decided to make the above committees standing committees, be sure there is a need for year-‐round activity. It is always easier to encourage participation – especially participation at a high level – when time commitment required is limited.

RECOMMENDATIONS

WARC has a huge task before itself. But, the rewards of a more livable community make the job both essential and worth the effort. Some random thoughts are offered in this section for the group’s consideration as it moves forward. • The group considered full-‐time, dedicated staff as essential. It will make the difference betw success and failure. WARC needs someone who is available for daytime meetings, who can s as a liaison between the community and city entities and who knows how Delray Beach wor • It is essential that progress against the plan be measured at every meeting. This is particular true of ongoing items. It is easy to let such items slip, because they’ll be on the agenda again next month. Substantial movement forward should be expected on each of these items ever month. o You might use the accountability chart included in the Appendix to track this. Of cou you can use any other method that you find most helpful. o Each committee can be responsible for creating its own chart. CoreStrategies for Nonprofits, Inc. PO Box 630745

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•

• •

•

• • •

It is recommended that the board focus on the indicators of success at each meeting. The action steps in this plan – while chosen because of the perception that they will lead to goal achievement – may have to be revised based on whether the desired end result is, in fact, being achieved. While the WARC board will be strengthened, it is equally important to recruit stakeholders who will take on projects, or aspects of the projects, to move the plan forward. There are currently not enough individuals involved to successfully complete the plan without burning everyone out. Do not just take “anyone” to help you do this work. Recruit strategically. If you view the action steps in the timeline, it appears that there is a lot that is front-‐loaded. However, the plan is actually quite balanced. A closer examination will show that a lot of these are “no-‐brainers,” things like having a letter signed by the “right” person when communicating with a resident or business owner. This takes little effort, but it can have a large payoff. Also, many of the tasks belong to different committees. As long as additional stakeholders are brought in to staff the committees, no one person – other than the board chair – should have to shoulder too much of the burden. Having said the above, in some cases the “no-‐brainers” are anything but! Once the committees begin working, some of these will need to be re-‐evaluated in terms of the time and resources required. A lot of comments were heard about building the WARC brand and being seen as an equal partner in the city. This will happen automatically if WARC does the job it has committed to doing. The focus must be on changing the community, not on obtaining recognition for WARC as an entity. Related to the above, when acting in partnerships and forming coalitions, it is essential to consider: o It’s not about WARC, but rather the ultimate goals. Can you forgo your own needs and recognition to see the goal reached? o What is important to your partners? o Is there trust and shared values? If not, what can be done to build these before entering into the coalition? o What assets do you have to share? o What assets do you need to do the work of the community? Be sure to create MOUs spelling out what each partner will do Read Joan Robert’s chapters in You and Your Nonprofit Board for hints on more successful collaborations Be sure to include sufficient time for planning your events. For example, the decision was made to participate in a community cleanup day in April. The month of April was marked off on the timeline. However, the event will not occur without at least some effort – perhaps more than can be done within the single month. Just review these action steps to determine how realistic the timeframes are. Consider Community Engagement Governance ™ as a structure you might use for the board. Building the board will be one of the most important things you do. Be sure to focus sufficient time and energy on this. You may want to consider getting outside help. There are a number of ideas that were generated that did not make the priorities list. Yet, they are critical to the success of the plan, given WARC’s ultimate goals. These are: CoreStrategies for Nonprofits, Inc. PO Box 630745

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Creating a quarterly newsletter to keep the community involved in WARC’s and the community’s progress o Identifying third-‐party validators who can communicate WARC’s accomplishments o Sponsoring an awareness campaign which gives each coalition partner the opportunity to make the community aware of who they are and what they do o Assigning accountability for managing and honoring the diverse communities in Delray Beach o Sponsoring a special event to draw attention to the area – e.g., a “family reunion” o Creating year-‐round programming for the Tennis Center o Developing event policies that communicate inclusiveness – e.g., doing away with barricades that divide the avenue o Ensuring that new RFPs include a sustainability element o Creating a succession ladder for service on City boards, which includes training interested volunteers to understand the issues and to work collaboratively Expect the unexpected. Plan to devote significant time and effort to those things that crop up unexpectedly. o

•

OTHER IDEAS TO CONSIDER IN THE FUTURE In the event that WARC has the time, resources and/or occasion to tackle other tasks – perhaps in years two and three – some other ideas the planning committees came up with include: • Propose a quick process for the installation of public art • Create a picture of what the beautified streets would look like and present it to the CRA • Create a site visit for community leaders so they can see what is and what can be • Determine how much money it would cost to beautify West Atlantic Ave. and 5th Ave. • Encourage pop-‐up establishments such as restaurants on/in vacant properties • Develop a self-‐guided walking tour of the community • Program music, shows, etc., that promote the history of the community • Sponsor a Folk Fair where you and adults can share their own culture through food, crafts, music/dance and language (consider using a “passport”) • Create a system by which the board evaluates whether the community is in fact transforming, and how that is happening CoreStrategies for Nonprofits, Inc. PO Box 630745

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PLANNING PARTICIPANTS WARC Board Reginald Cox, Chair Sharon Burke Peter Perri, Treasurer Samuel Spear, Jr. Alfred Straghn Margie Walden, Secretary Jimmy Weatherspoon, Vice Chairman Patricia Wright Community Representatives Bill Branning – CRA Board Treasurer Lula Butler – Director of Community Improvement Alexander Christopher – Community Member Cpt. Michael Coleman – Delray Beach Police Department, Investigative Division Commander Pablo del Real – Aurora’s Voice & Frog Alley Community Garden Marjorie Ferrer – Executive Director, Downtown Development Authority John Hardman – President of Regenerative Organizations & FAU Professor Stephanie Immelman – Executive Director, Delray Beach Marketing Cooperative Charlene Jones – Executive Director, Spady Museum Joycelyn Patrick – Northwest Neighborhood Alliance Commissioner Shelly Petrolia – City of Delray Beach Charles Ridley – Northwest/Southwest Neighborhood Alliance Alex Ring – Political Director of the Florida Public Services Union Nigel Roberts – Neighborhood Services Administration Toby Rubin – Delray Beach Police Department Laura Simon – Assistant Director, Downtown Development Authority Ann Stacey-‐Wright – Southwest Neighborhood Alliance Kristyn Cox-‐Goodwin, Special Projects Administrator, CRA

COLLABORATIVE PARTNERS Auroras Voice & Frog Alley Community Garden Churches Delray Beach City Commission Delray Beach City Staff CoreStrategies for Nonprofits, Inc. PO Box 630745

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Delray Beach Community Land Trust Delray Beach Community Development Corporation Delray Beach Housing Authority Delray Beach Community Redevelopment Agency Delray Beach Marketing Cooperative Delray Beach Police Department Downtown Development Authority Downtown Merchants Association Greater Delray Beach Chamber of Commerce Palm Beach County District 7 Commissioner Palm Beach County District 7 School Board Member Florida Public Services Union Neighborhood Services Administration Neighborhood Clergy Northwest Neighborhood Alliance Spady Museum Southwest Neighborhood Alliance West Atlantic Redevelopment Coalition West Atlantic’s Village Elders West Atlantic Subdivisions/Homeowners Associations

APPENDICES 12 Principles of Governance that Power Exceptional Boards Action Minutes Template Chart of Success Indicators Board Accountability Template Mission Caller Questions for the Organization Skeptic Recruitment Plan Template Sample Commitment Letter Strategic Agenda Template Typical Contents of a Board Manual

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THE 12 PRINCIPLES OF GOVERNANCE THAT POWER EXCEPTIONAL BOARDS

1. CONSTRUCTIVE PARTNERSHIP Exceptional boards govern in constructive partnership with the chief executive, recognizing that the effectiveness of the board and chief executive are interdependent.

2. MISSION DRIVEN Exceptional boards shape and uphold the mission, articulate a compelling vision and ensure the congruence between decisions and core values.

3. STRATEGIC THINKING Exceptional boards allocate time to what matters most and continuously engage in strategic thinking to hone the organization's direction.

4. CULTURE OF INQUIRY Exceptional boards institutionalize a culture of inquiry, mutual respect and constructive debate that leads to sound and shared decision-‐making.

5. INDEPENDENT-‐MINDEDNESS Exceptional boards are independent-‐minded. When making decisions, board members put the interests of the organization above all else.

6. ETHOS OF TRANSPARENCY Exceptional boards promote an ethos of transparency by ensuring that donors, stakeholders and interested members of the public have access to appropriate and accurate information regarding finances, operations and results.

7. COMPLIANCE WITH INTEGRITY Exceptional boards promote strong ethical values and disciplined compliance by establishing appropriate mechanisms for active oversight.

8. SUSTAINING RESOURCES Exceptional boards link bold visions and ambitious plans to financial support, expertise and networks of influence.

9. RESULTS-‐ORIENTED Exceptional boards are results-‐oriented. They measure the organization's progress towards mission and evaluate the performance of major programs and services.

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10. INTENTIONAL BOARD PRACTICES Exceptional boards intentionally structure themselves to fulfill essential governance duties and to support organizational priorities.

11. CONTINUOUS LEARNING Exceptional boards embrace the qualities of a continuous learning organization, evaluating their own performance and assessing the value they add to the organization.

12. REVITALIZATION Exceptional boards energize themselves through planned turnover, thoughtful recruitment and inclusiveness. Reprinted with permission from The Source: Twelve Principles of Governance that Power Exceptional Boards, a publication of BoardSource, formerly the National Center for Nonprofit Boards. For more information about BoardSource, call 800-‐883-‐6262 or visit www.boardsource.org. BoardSource © 2005. Text may not be reproduced without written permission from BoardSource.

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ACTION MINUTES: A TEMPLATE

TYPE OF MEETING____________________________ CHAIRPERSON_______________________________ THOSE PRESENT: ISSUE ACTION If using a Consent Record (only) key discussion points Agenda, indicate that that can serve as a formal record of here, and then list the due diligence in decision making. items that have been rolled into the single Indicate the result of any votes. vote. Document proposed action plans. Indicate reports that that are being List assignments. presented for informational Share successes. purposes only. Describe issues of concern or strategy that must be discussed. List recommendations.

THOSE RESPONSIBLE Spell out who is responsible for each task assigned.

DATE_____________________________________ START TIME___________ END TIME__________ THOSE ABSENT:

DUE DATES Indicate a due date for each task.

FOLLOW UP REQUIRED Codify what must be done to ensure each plan comes to fruition.

CHART OF SUCCESS INDICATORS BY GOAL ACROSS THE BOARD

ECONOMIC DEVELOPMENT

SECURE ADEQUATE RESOURCES

Full time staff

There is a balanced and beneficial development mix of the prioritized community uses confirmed in the 2012 Needs Assessment Summary of basic neighborhood services (grocery store, pharmacy, bank, etc.), office space, residential housing (affordable/market rate, allowing for live/work for the community’s workforce) and nightlife activities The existing business mix is assessed and incorporated into the preparations for future redevelopment that could result in development partnerships, revised marketing strategies or business relocation WARC partners with the CRA on crafting Requests for Proposals (RFPs) that

There is full-‐time, dedicated staff for WARC The organization has fundable objectives that furthers the mission of its partners There is active leadership both on the board and throughout the community An active fund development committee exists A strong communication plan between collaborative partners and the community is fulfilled The steps of the strategic plan are being met As a strong

Sufficient staff to complete each project

Active leadership

Strong partnerships with the various groups in the community

WARC is a line item in the CRA, County, DDA and City budgets

WARC’s brand is recognized and valued

The WARC board is comprised of highly respected community leaders

WARC is at the table and is seen as key/equal player

There is a benchmark for

ADVOCACY & COALITION BUILDING

CLEARINGHOUSE & INTERMEDIARY

Whatever WARC does promotes the quality of life in the West Atlantic community

WARC has absorbed the Site Assistance Program

The business community views WARC as relevant

Marketing events – e.g., “Promoting the Avenue” – reflect the same level of intentionality for West Atlantic Ave. as the rest of the avenue, and impact the entire avenue similarly

The community is well prepared for the changes that are coming

The community sees WARC as the “go-‐to” organization when it has issues of concern or wants something done

WARC’s objectives for redevelopment are achieved

WARC’s actions are

WARC approves development in the area

A local flow in the economy exists

The community looks better

The desired partnerships – e.g., CRA, DDA, DBMC, CLT, etc. – are in existence

There is an established relocation program that does not displace people, forcing them out of the community

A small pilot for a sustainable project is in place – e.g., a local business and/or home is beautified and made “green” (sustainable)

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CULTURAL PRESERVATION

WARC is the convener of the community coalitions

STRONG BOARD

The structure maximizes outcomes

The historic district extends both north and south of the avenue

Directors have the necessary credentials and experience to further the mission

There are a variety of cultural activities going on year-‐round

There is continuous recruitment

The community is participating in the cultural activities offered

The tennis center and government center are community venues/ public spaces that bring the entire community together

The Spady Museum is viewed

There is diversity on the board in every sense of the word and the board is inclusive

Every director has a passion for mission

The entire board feels ownership of the mission, taking on the responsibilities to bring it to fruition

The board is generative – i.e., it turns the lens, asking why not how

ACROSS THE BOARD

ECONOMIC DEVELOPMENT

SECURE ADEQUATE RESOURCES

WARC representatives to be appointed and/or elected to serve on various city committees

are specific to the community’s economic benefit, include local hiring requirements, and are sustainable in the relative market. This process allows enough time for all stakeholders – e.g., residents, businesses, community organizations, etc. – to be educated about the process and to study and comprehend the various proposals and benefits before awarding decisions are made Developers interested in the area work with the community through WARC, including them in the planning and education process rather than lobbying the community after their projects are already planned Downtown clearly thrives along Atlantic Avenue from I-‐95 to the beach because West Atlantic Avenue is attractive and inviting o Vacant properties are

collaborative partner, WARC is a line item in the budgets of the CRA, City, DDA, and County WARC’s brand is recognized and valued Development and other fees are codified and generating income for WARC WARC has cash available to do its work

The communication plan is fulfilled

The steps of the strategic plan are being met

ADVOCACY & COALITION BUILDING

“branded” – i.e., identified as WARC accomplishments

CLEARINGHOUSE & INTERMEDIARY

Community members – especially youth – have been trained for jobs within the community

as the cultural center for this community, and it has the capacity to be the cultural heart

There is an intentional relationship between Spady Museum, Spady Elementary, Village Academy and the community

The Northwest, Southwest Neighborhood Alliance is part of the coalition

The increasing diversity of the community is intentionally managed

The strategic plan is the community’s plan

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CULTURAL PRESERVATION

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

STRONG BOARD

The board meets BoardSource’s “12 Principles of Highly Effective Boards” Each of the directors is an effective community advocate

All directors can articulate the mission, vision, values

All directors can read financial statements and tell the story inherent in the numbers

All directors know and abide by their legal responsibilities

All directors meet their expectations

All directors have been oriented and trained

The WARC board is

ACROSS THE BOARD

ECONOMIC DEVELOPMENT

SECURE ADEQUATE RESOURCES

ADVOCACY & COALITION BUILDING

CLEARINGHOUSE & INTERMEDIARY

beautified and temporarily utilized until ready for development – e.g., landscaped, pop-‐up business trials, revolving art exhibits, outdoor cafes, etc. o People feel safe as a result of the beautification projects – e.g., neighborhood connective walkways and alleyways, art installations and open public spaces – and redevelopment efforts o There are pedestrian-‐ friendly medians and sidewalks, bike-‐ friendly streets, and family and disabled-‐ friendly walkways o There is an updated color palette for West Atlantic that continues the established culture and theme of the area (possibly a continuance of the Gateway Feature

STRONG BOARD

responsibly managing a budget large enough to get the job done

This plan is done thanks to the efforts of this board, and the next is underway

Every decision is based on the mission, vision and values

There is culture of inquiry on the board – i.e., people ask questions and challenge the status quo

Community residents know the directors, identify with them and recognize that they are their advocates (WARC is seen throughout the community as the “go-‐to” CoreStrategies for Nonprofits, Inc.

PO Box 630745

CULTURAL PRESERVATION

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

ACROSS THE BOARD

ECONOMIC DEVELOPMENT

SECURE ADEQUATE RESOURCES

ADVOCACY & COALITION BUILDING

CLEARINGHOUSE & INTERMEDIARY

palette) o The Tennis Center is revitalized into a functional entertainment venue and, most importantly, is a welcoming public space that unifies East and West Atlantic. This will require removing the parking that fronts West Atlantic o Civic spaces such as the Palm Beach County Courthouse, Delray Beach Police Department, and Tennis Center are inviting open public spaces

CULTURAL PRESERVATION

STRONG BOARD

organization)

The board operates ethically

There is trust on the board – everyone feels WARC provides a safe space to talk freely and share feelings

Traditional Downtown events are West Atlantic and Historic 5th Avenue inclusive – not divided or barricaded off – and there are signature event(s) within the West Atlantic Corridor that are inviting to all Downtown visitors Existing businesses display CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

ACROSS THE BOARD

ECONOMIC DEVELOPMENT

SECURE ADEQUATE RESOURCES

ADVOCACY & COALITION BUILDING

CLEARINGHOUSE & INTERMEDIARY

community support by organizing and partnering with WARC on development projects, exterior improvement efforts, event planning, event sponsorships, and safety measures WARC’s partnerships with the Greater City of Delray Beach’s (City) marketing support organizations – e.g., DBMC, DDA, and Chamber – are strong, and promote and support the entire Downtown Historic 5th Avenue is attractive north and south of West Atlantic, without division, and is rebuilt as the culturally thriving business district that it once was, featuring ethnic restaurants, markets, community servicing businesses, etc. Residents, especially youth, are trained and prepared for the jobs within – and coming into – the area, encouraging their CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

CULTURAL PRESERVATION

STRONG BOARD

ACROSS THE BOARD

ECONOMIC DEVELOPMENT

SECURE ADEQUATE RESOURCES

ADVOCACY & COALITION BUILDING

CLEARINGHOUSE & INTERMEDIARY

continued investment and promoting a sense of pride to be members of this community All West Atlantic area stakeholders collaborate to educate, engage and encourage one another on issues that affect the community, including health, education, safety and economic growth – striving for accountable solutions all participants can rally behind

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

CULTURAL PRESERVATION

STRONG BOARD

ACCOUNTABILITY CHART GOAL/STRATEGIC OBJECTIVE WITH TASKS

1 GOAL 1.1 TASK 1.2 TASK 1.3 TASK 2 GOAL 2.1 TASK 2.2 TASK

PERSON RESPONSIBLE

START DATE

COMPLETION DATE ∗

PROGRESS † INDICATOR

REASON FOR ANY DISCREPANCY

COMPLETE

Even if a project is technically “ongoing,” set a specific date at which you will measure your success † Fill in the progress indicator box with a solid color. Use “Green” for on target, “Yellow” for running slightly behind target and “Red” for requires immediate discussion ∗

CoreStrategies for Nonprofits, Inc. PO Box 630745

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MISSION CALLER You might want to appoint a Mission Caller at each meeting. This is someone charged with helping the board focus its discussions by asking, “How does this further our mission/vision?” or “Is this option/decision in line with our core values or guiding principles?” when it starts going astray. This will ensure the best possible decisions for the organization. Choose a different person to serve in this role at each meeting. This will help build a culture where every director is: • Inculcated with the mission, vision and values • Understands the need to actually use them to govern • Sees it as their personal responsibility to focus the board back on what’s important if it starts drifting.

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

QUESTIONS FOR THE ORGANIZATION’S SKEPTIC

Groupthink is the situation that occurs when individuals in a group let their desire for cohesion and unanimity override critical thinking and independent judgment. This can lead to disastrous outcomes for an organization. A “skeptic” can keep the group from making mistakes.

Some things a “skeptic” might say to keep the group thinking critically are: 1. How is this related to our mission? 2. How is this related to our organization’s/board’s/committee’s objectives? 3. How will this play in Peoria? 4. How will this affect our budget? 5. What are the costs as opposed to the benefits? 6. How will we get the necessary buy-‐in? 7. What could happen that would prevent us from accomplishing our objective? 8. Who do you recommend as the right people to put this plan in motion, and why? 9. Where is the accountability here? 10. Isn’t the trend away from this and toward…? 11. Could we get an outside opinion on this before we move forward? 12. I don’t understand the part about… 13. The way I see the elephant… 14. I’m concerned that… 15. To me, it seems like this goes against our organizational value of… 16. Looking at our calendar/budget/current staffing… 17. The risk I see… 18. I would feel more comfortable if we piloted this first.

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

RECRUITMENT PLAN TEMPLATE To recruit the “right” people you must take a strategic approach. Develop a plan by following the steps below and work the plan. While it will take time and energy, the result will be worth it.  Determine the organization’s overall needs in relationship to the realization of its vision – e.g., Does it need to build resources, make more friends for the organization?  Define the core governance functions and specific jobs that must be undertaken to meet those needs – e.g., What must be the priorities and key activities of the board?  Define the skill sets, characteristics and connections required to successfully handle those functions/jobs. Consider here also the ideal composition of the board.  Specify your expectations of those you will recruit to the board – e.g., passion for mission, attendance at meetings, a financial commitment, involvement on committees  Create job descriptions  Brainstorm the types of people that might want to take on these jobs, where you would be most likely to find them and how you can best connect with them  Think about what you can offer people who agree to serve. Be sure you can answer the question, “Why is your organization worthy of their support?”  Determine how you can cultivate these individuals so that they will be responsive to your invitation  Consider how you will approach “the ask” to ensure that when one accepts a role on the board that he/she meets the responsibility at the level you require CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

SAMPLE COMMITMENT LETTER

I, _______________________, agree to serve on the _______________________ Board of Directors. As a member of the board, I hereby commit that I will 1. Act in the best interests of the organization, making informed decisions that are in line with its vision, mission and values. This means that I will ask questions and become knowledgeable about this organization’s issues and finances. 2. Put our organization’s best interests above my own. At the least I will excuse myself from discussions and votes where I have a conflict of interest. 3. Act in accordance with both the bylaws and policies of our organization and the laws of our land. 4. Consider the best interests of the community, especially those of our constituencies, when making decisions. 5. Actively participate on at least one committee. 6. Prepare for, attend and actively participate in board and committee meetings. I understand the board meets (How often) for about (How long); the committees generally meet (How often) for (How long); that there may be additional special meetings in any given month; and that meetings may go beyond the scheduled timeframe. I understand I am expected to attend a minimum of ____ board meetings per year. 7. Attend the orientation, retreat and other board education functions. 8. Give a personally meaningful gift. 9. Participate in (Name of organization fund raisers) at (What) level. 10. Hold confidential matters in confidence. 11. Be an active advocate for the organization. 12. Cultivate future leaders and donors. CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

I understand that my participation is not a one-‐way street, that the organization makes a number of commitments to me, including: 1. It will provide me with sufficient information to make informed decisions. Such information will include community and industry-‐wide issues that could impact the organization’s future. 2. It will provide me with opportunities to discuss the organization's programs, goals, activities, and status with key leadership. Additionally, I can request such opportunities. 3. It will respect my input. 4. It will not waste my time. 5. It will provide opportunities for professional and personal development. 6. It will provide directors’ and officers’ insurance. I understand that the role of board director is a critical one for this organization, and therefore that my failure to live up to these commitments will result in my removal from the board. Signature Print name Date

CoreStrategies for Nonprofits, Inc. PO Box 630745

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SAMPLE STRATEGIC AGENDA Board Meeting Agenda XYZ Organization Date and Time Place

Our Vision: Our Values: Commitments from prior meeting:

ITEM

WELCOME DECLARATION OF INTERESTS STRATEGIC ISSUES Request for board input on goals to which the board committed

RESPONSIBLE

STATUS/ACTION

Board Chair

As applicable

for Noting

As appropriate

for Discussion

As appropriate

for Vote

As appropriate

for Discussion

All

for Noting/Discussion

Request for decision on goals to which the board committed Request for board input on issues of strategic nature that could impact the organization

BTW TALK/CHANGES TO THE STRATEGIC ENVIRONMENT

CoreStrategies for Nonprofits, Inc. PO Box 630745

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BOARD EDUCATION Governance Committee Mission Community Governance CONSENT AGENDA Attendance Secretary Minutes Secretary Updates on goals (no issues) Officers, ED/CEO Committee Chairs, Staff Correspondence Secretary Publicity CEO or PR Office Compliance As appropriate Pro forma recommendations As appropriate ITEMS OFF CONSENT AGENDA As required As appropriate NEXT MEETING Board Chair EXECUTIVE SESSION Board Chair Topics scheduled for discussion over the next few months:

for Noting/Discussion

Noted for Approval for Noting for Noting for Noting for Noting for Affirmative Vote

for Discussion for Noting

for Discussion

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

TYPICAL CONTENTS OF A BOARD MANUAL

When was the last time you took a look at the materials your board members are given when they join your board? Do you even give them materials or do they just show up at their first board meeting hoping for the best? If there are materials are they current, relevant to the job the board member is expected to do and presented in a format that is easily digested and can easily be referenced? These are key questions given the serious legal responsibilities inherent in board service. Consider providing the following documents in a tabbed binder or a board portal that allows for updating as necessary. (Dating each document will help!)

      

                      

Meeting Dates Board Roster Short Bios of Each Board Member Board Objectives Expectations of the Board Legal Responsibilities Job Descriptions  Board Member  Board Officer  Committee Chair  Committee Member Committee Descriptions Committee Rosters Staff Roster Organizational Chart Mission Statement Vision Statement Organizational Values Strategic Questions the Board Should Ask Brief Organizational History Facts and Figures Talking Points Program Descriptions Budget Financial Reports Fund Raising Case Development Plan Planned Giving Vehicles Investments List of Fees for Services Sources of Unrelated Business Income List of Major Donors as well as Foundations Bylaws Articles of Incorporation CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com

                

IRS Determination Letter State Sales Tax Exemption Letter Policy Statements Audit Parliamentary Protocol Board Referral Forms Committee Referral Forms Strategic Plan Public Relations/Marketing Plan Promotional Materials Media Clippings Web Address Annual Report Relevant Articles Other Board Education Agendas Minutes

No doubt you can think of other things to include as well. An informed and educated board member can be a powerful and helpful board member.

CoreStrategies for Nonprofits, Inc. PO Box 630745

Miami, Florida 33163 888-458-4351 954-989-3442 (fax) www.CoreStrategies4Nonprofits.com