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Major Citywide Projects r ECON0MIC STIMULUS REPORT As a result of the devastating events of September 11, 2001, the City of Miami Beach and its tourist-related industries and resident businesses have been adversely impacted. On October 17, 2001, the Mayor and City Commission approved various measures to provide temporary relief while confidence is restored in the economy and the tourism industry. These initiatives included a deferral of business related fees, reduced parking and transportation costs, a contribution to the GMCVB 'What Makes You Happy" marketing campaign and financial and logistical support for the free Veteran's Day benefit concert featuring *NSYNC, produced in conjunction with Ocean Drive Association. Moreover, the City Manager was empowered by the Mayor and City Commission to extend the incentives offered for an additional ninety (90) day period. The City Manager has evaluated the response of the local business and tourism industries and determined that it would be in the best interest of the City to extend the following initiatives for an additional sixty (60) day period. . Extend the deferral of payment for unpaid FY 2002 occupational license fees and unpaid FY 2002 sidewalk cafe fees for an additional sixty (60) day period from December 1, 2001 to January 31, 2002, abating any late payment fees and delinquency penalties in connection therewith. r . Extend the 20% discount offered on all denominations of Parking Smart Cards for an additional sixty (60) day period from December 1, 2001 to January 31, 2002. . Extend the Electrowave transportation service being provided at no charge after 9:00 p.m. for an additional sixty (60) day period from December 1, 2001 to January 31,2002. We also are closely tracking economic indicators, such as unemployment, occupancy, resort tax, parking, and other revenue, to better assess the impact and recovery prospects. Lastly, as part of the City's efforts to assist the victims of the September 11, 2001 terrorist attacks and assist the local hospitality industry and displaced workers, the City of Miami Beach and Ocean Drive Association produced and sponsored a free Veteran's Day benefit concert featuring *NSYNC and other artists at Lummus Park on Sunday, November 11, 2001. This concert generated positive media coverage and increased resort tax revenues by attracting over 150,000 estimated visitors to South Beach the day of the event. The concert generated over $1,200,000 in proceeds to be donated to victims of the September 11, 2001 terrorist attacks. It is estimated that the concert production and event coordination costs approximated $450,000. The City and Ocean Drive raised corporate donations totaling $266,000 to partially underwrite the costs of production. Additionally, the City implemented its Major r-- 1 Events Plan to assure that planning and resources were appropriately allocated during ~ the Veteran's Day weekend. Fortunately, the majority of the City's and cooperating .jurisdictions public safety personnel and administrative staff volunteered their time and services on Sunday, November 11,2001 from 8:00 a.m. to 10:00 p.m. that evening. Additional initiatives the City has pursued to assist local businesses and displaced workers include the following: . One of the City's emergency legislative priorities was the expansion of eligibility criteria for the Small Business Administration's Economic Injury Disaster Loan Program. This was accomplished on October 22"d and the program was presented during a seminar at the Chamber's Goals Conference on November 17, 2001. . The Administration is in ongoing discussion with the Florida Lottery regarding the City's participation in the upcoming "Play Here Stay Here" campaign and the creation of a Miami Beach themed scratch off game. . City staff is working with the Beacon Council and the GMCVB, on the implementation of a tracking system for un-employmentlemployment in all industry sectors similar to hotel occupancy tracking. This information will allow the City to target federal and state funding incentives that are available to distressed businesses and displaced workers. ~ . The Department of Code Compliance has deferred action or granting extensions of time on compliance for non-life safety or non-quality of life violations, when feasible. . The Building/Fire Departments have enhanced services provided for plans review and inspection services on non-work hours; effectively, increasing hours and increasing efficiency to assist current projects. . The City continues to work with the Hispanic Community Center's (Unidad) Workforce Miami Beach One-Stop Career Center, located at the 6th Street Community Center, to assist displaced workers. . The City has updated its tourism link on the City website with special hospitality promotions throughout the City and initiating a "Why I want to vacation on Miami Beach" contest, with special prizes from local hotels and restaurants. . The City is aggressively working with our lobbyists to access state and federal relief efforts that may be implemented. . On October 17, 2001, the City Commission adopted film and production industry incentives. . The City of Miami Beach is positively impacting the local economy with over $400 million of planned capital projects over the next five (5) years. .......,. 2 r' CONVENTION DEVELOPMENT TAX (COT) INTERLOCAL AGREEMENT BETWEEN MIAMI-DADE COUNTY AND CITY OF MIAMI BEACH In 1983, the State Legislature enacted the Convention Oevelopment Tax Act which authorizes the County to levy a three percent (3%) convention development tax on hotel room revenues. Section 212.0305, Florida Statutes (FS), authorizing Convention Oevelopment Tax ("COT") , provides that two-thirds of the proceeds shall be used to extend, enlarge and improve the largest convention center in the County, which is the Miami Beach Convention Center ("MBCC"), and related projects and facilities. On Oecember 20, 1984, the City of Miami Beach (CMB) and Miami-Oade County (County) entered' into an Interlocal Agreement to finance the expansion of the Miami Beach Convention Center (MBCC). Said interlocal was amended and restated on 12/13/85, 4n/87, 10/12/87. In 1989, the CMB passed and later rescinded a Resolution which authorized Homestead to receive certain excess COT funds for a major league baseball training complex. Homestead then sued the CMB and on June 2, 1989, the Circuit Court decision ruled that the CMB must exercise discretion and act reasonably in allocating excess COT funds. Accordingly, on April 22, 1992, the CMB adopted Resolution 92- 20499 which reallocated the "Excess City Share" to the County to 1) finance $8 million r Convention Center Completion Bonds, 2) fund operating and maintenance expense deficits for MBCC, 3) finance $12 million for the Homestead Stadium, 4) fund Challenge Capital Grants for eligible arts organizations and 5) finance $92 million for the Performing Arts Center (PACT); and subject to prior claims of the payment of outstanding bonds and 1-3 above, allocated COT to certain payments. On June 21, 1996, the CMB and the County entered into a new Interlocal Agreement, which superceded prior Interlocal Agreements, and allocated excess COT for the PACT and set forth certain City responsibilities and obligations and County responsibilities and obligations. Pursuant to the 1996 Interlocal, the termination provision stated that "The City and County shall be relieved of any further obligations under this Agreem~nt if either (a) the construction of the PACT or (b) the related issuance of the PACT bonds does not occur prior to March 31, 2001 or c) if the County abandons the PACT project prior to that time. In 2000. it was becoming increasingly evident that the condition that the construction of the PACT occur prior to March 31, 2001 was not going to be met. Additionally, COT receipts had increased, in large part due to increased programming at the MBCC and the growth in the region's tourism/hotel industry. As such. on March 15,2000, the City Commission adopted Resolution No. 2000-23841 directing the City Administration to submit a list of proposed projects and to request an allocation and distribution of the two-thirds portion of the COT sufficient to provide funding for such projects. r 3 With the directive of the City Commission, on April 3, 2000, the CMB met with the --.. County and submitted Resolution No. 2000-23841 and requested an allocation and distribution of the two-thirds portion of the COT sufficient to provide funding for such projects. Again on December 4, 2000, CMB met with the County to discuss the 1996 Interlocal Agreement and the uses of COT and to address the critical funding needs to sustain MBCC and supporting facilities. However, on December 17, 2001, a Letter of Intent was signed between Mayor Alex Penelas and John Henry regarding the financing of a Baseball Stadium and amongst other items, pledged COT to finance the balance of the Baseball Stadium project cost. Concurrent therewith, the CMB and County began to negotiate an Amendment to 1996 Interlocal to set forth future allocation of COT upon issuance of bonds for Baseball Stadium and/or PACT. In March 2001, the CMB adopted Resolution No. 2001-24318 in furtherance of Resolution No. 2000-24196, adopted on December 20, 2000, which authorized and directed the City Manager and City Attorney to take all necessary action to assure sufficient funding be available to maintain the MBCC and supporting facilities and for other eligible uses within the City; providing that all necessary action include, but not be limited, invocation of the termination provisions of the 1996 Interlocal Agreement. On April 4, 2001, the City's counsel correspondence to the County provided notice that --- the termination provision had been triggered. On Wednesday, May 16, 2001, the City Commission approved an Amendment to the Interlocal that provides for the allocation of COT funds to the City in the event the County provides financing for a new baseball stadium project before Oecember 1, 2003 and an altemative allocation in the event no baseball stadium is constructed. Additionally, the Amendment sets forth the City's Agreement to support all County and State legislative initiatives related to the financing and development of the baseball stadium project. Said expression of support is satisfied by the adoption of a resolution which clearly states that the City expresses its support of the baseball stadium project by not opposing the use of COT proceeds for the uses set forth in the Amendment. The fundamental terms of the Amendment to the Interlocal are as follows: In the event an agreement is reached regarding a baseball stadium and COT funds are pledged for the project by December 1, 2003, the following provisions would be in effect under the terms of the Amendment: The 1996 Interlocal Agreement, as amended, shall continue in full force and effect through the term of any financial agreements providing COT in support of the development of the stadium project or for the Performing Arts Center Project. A subsidy of $3 million paid by April 1, 2002 and $4.5 million paid by April 1 of each ......., year thereafter shall be paid to the City through the term of this agreement. This 4 I r represents a $1.5 million increase in 2002 from the amount in the current agreement and an increase of minimum annual payments from $1.1 million from 2003 through 2026 to a fixed payment of $4.5 million through the term of this Amendment (anticipated to be at a minimum through 2040). A net capital contribution of $15 million shall be paid to the City from the first COT- backed bond sale by the County subsequent to the effective date of this amendment to be used for Convention Center Complex Area projects. 25 percent of excess annual CDT revenue above the revenue level identified in the County dollar-specific projection schedule, attached hereto, to the City in each year beginning in 2001 and extending through 2004, 100 percent of excess annual CDT revenue between the five percent County growth estimates and a cap of 7.56 percent growth (the 7.56 percent is based on average annual growth since inception of the CDT) as outlined in the dollar- specific projection schedule to the City in 2005, 90 percent of excess annual COT revenue between the five percent County growth estimates and a cap of 7.56 percent growth as outlined in the dollar- specific projection schedule to the City in 2006, 80 percent of excess annual COT revenue between five percent County growth estimates and a cap of 7.56 percent growth as outlined in the dollar-specific projection schedule to the City in 2007, 70 percent of excess annual CDT revenue between the five percent County growth estimates and a cap of 7.56 percent growth as outlined in the dollar- specific projection schedule to the City in 2008, 60 percent of excess annual CDT revenue between the five percent County growth estimates and a cap of 7.56 percent growth as outlined in the dollar- specific projection schedule to the City in 2009, 50 percent of excess annual CDT revenue between the five percent County growth estimates and a cap of 7.56 percent growth as outlined in the dollar- specific projection schedule to the City each year from 2010 through the term of the agreement with a cap of $50 million (adjusted for inflation) for any annual payment. r For the vast majority of the term of the Amendment, the City and County will share r A $2 million payment to the Miami-Dade Public Library System from the City shall be made within 60 days of the $15 million capital contribution to the City for the County to Pwchase books and materials for the new regional library in Miami Beach. In the event that such capital contribution is subsequent to the completion of the Library, the County will provide the books for the Library and will be reimbursed the $2 million by the City. The County and City will share excess annual COT receipts beyond tt:Je County's projections of eight percent growth in 2001, seven percent growth in the year 2002-2004 and five percent growth for each year thereafter. The specific amounts to be shared are outlined in the Amendment and are based on: . . . . . . . 5 equally any annual excess COT receipts above the County's five percent annual growth ,........" estimate and the cap of 7.56 percent. The County will receive 100 percent of any annual COT receipts in excess of the 7.56 percent annual growth figure based on the current COT rate. The City and the County agree that the South Pointe Redevelopment District shall be terminated effective September 30, 2005 in accordance with the provisions of Ordinance No. 89-59. To the extent that the amount paid to the tax increment fund in FY 2005 is less than the full year's tax increment for that year, the County will remit to the City the difference between the full year's increment and the amount paid to the fund. From 2005 through 2020 the County will annually appropriate and provide an amount equal to 50 percent of incremental countywide property tax revenue from the geographic area formally known as the South Pointe Redevelopment Area (RDA) area payable from non-ad valorem revenue sources for projects in such geographic area. From 2005 through 2020 the City shall also annually appropriate and provide an amount equal to 50 percent of incremental municipal property tax revenue from the geographic area formally known as the South Pointe RDA for projects in such geographic area. From 2005 through 2016 the County will also provide an amount equal to 25 percent of incremental countywide property tax revenue from the geographic area formally known as South Pointe CRA area payable from non-ad valorem revenue sources. Also, penalties and late fees for the FY 2000 tax increment payment to the City are waived. These provisions will survive any termination of the agreement before 2021. """ . The South Pointe RDA currently expires in 2004 or 2008 (depending on the County/City interpretation, respectively) and the 1996 Interlocal provided for a 12 year extension to the life of the South Pointe RDA to 2016. While payments are made for projects in the South Pointe area through 2020 under this agreement, they are made at levels less than the current incremental payment levels of 95 percent for both the City and County. The City benefits through its receipt of the County's 50% of the increment for the South Pointe area and 25% of the increment for the use throughout the City. The City also retains 50% of the City's increment in the general fund. Consequently, this adjustment is beneficial to both the City and the County. In the event that COT funds are not pledged for the stadium project by December 1, 2003, certain terms of the amendment change. The delay, until 2003, is provided to allow time for legislative action, to negotiate the stadium project terms, and for the commitment of the COT funds. The provisions that change are: 1. 2. The term of the agreement is through 2040. This change affects point 1 above. The payment schedule, as noted in point 5 above, is modified to eliminate payments prior to 2005, and beginning in 2005, 50 percent of excess COT revenue between five percent County growth estimates and a cap of 7.56 percent growth as outlined in a dollar-specific schedule are made to the City for the terms of the agreement. Such payments are capped at $50 million per year (adjusted for inflation). In the event that payments are made in 2001, 2002, and 2003 and assuming a ~ 3. 6 r subsequent agreement would be reached with the team. the County would be reimbursed through a credit on the scheduled payments from excess COT to the City beginning in 2005. The City will be paid on May 1, 2004, $50 million for a COT eligible capital project in the Convention Center Area. 4. The projected growth in COT revenues upon which the assumptions for the baseball stadium are based is approximately five percent per year for the term of the agreement. The present value of the agreement is worth approximately $409 million to the City over the next 44 years in the event COT revenue growth is at historic annual levels (7.56 percent per year) and an agreement is reached with the team. In the event that no agreement is reached with the team, the adjustments to the payment schedule and to the term, and the initial allocation for the Convention Center Area project change the present value to approximately $446 million over the next 40 years (see attached chart). At the same time with or without an agreement with the team, at historic annual growth levels, the County would receive in excess of $200 million more COT revenue over the term of the agreement than under the five percent assumption. It should be pointed out that if COT revenues are realized at an average of five percent annual growth, the benefit to the City of Miami Beach is significantly reduced and there would be no additional revenue to the County beyond the five percent annual growth assumptions. r Benefits to the City of Miami Beach The Amendment significantly enhanced the City's revenue stream and financial capacity to implement COT eligible projects. It had consistently been the City's negotiating stance that approximately 40% of total COT revenues are generated from facilities within the City of Miami Beach and that a significant portion of those revenues are related to the Convention Center and related projects. Below you will find a chart summarizing the benefits to the City under three different scenarios (A) if the 1996 Interlocal remains in place; (B) the 2001 Amendment with Baseball; and (C) the 2001 Amendment without baseball. Through FY 2040, the potential aggregate maximum revenue stream, assuming all projections are met, to the City is as follows: r Maximum AQQreaate Net Present Value Revenue Stream FY01-FY40 (A) 1996 Interlocal: $276,461,705 (B) 2001 Amendment $1,466,522.054 $408,859,685 with Baseball: (C) 2001 Amendment $1,505,014,292 $446,840,218 without Baseball: 7 ""'" . In either the "Baseball or No Baseball" scenario, the revenue stream provided through the Amendment greatly enhances the City's general fund receipts commencing in FY 2005 and beyond by returning 50% of the City's tax increment generated in South Pointe back to the general fund. In 1996, the City COT collections represented approximately 31.8% of the total COT receipts. By year-end 2000, the City's COT collections had grown to 40.2% of the total COT receipts. Oespite the increase in City COT collections, the 1996 Interlocal only provided a return of 8.6% to the City. The Amendment with Baseball returns 18.5% of the total COT receipts to the City and without Baseball, 19.2% of the total COT receipts are returned to the City. Not factored into these percentage returns, is the benefit of the additional general fund receipts the City will receive in lieu of extending the South Pointe ROA. The City's first receipt of excess COT should occur in January 2002. At this time, the Administration is developing a capital plan to present to the Mayor and City Commission that will properly allocate the future COT receipts for the necessary MBCC improvements and related/eligible projects. " ~ 8 r 72ND STREET SITE . The nnd Street Site is located between Collins and Harding Avenues, from 72nd Street to 73rd Street. The 3.87acre site is immediately north of the 71st Street Commercial District and south of the Harding Townsite Commercial District, which extends along Collins Avenue between 73rd and 75th Streets. It is situated on the eastern portion of the east/west "open space" park and recreational system between nnd Street and 73rd Street, which extends from the Atlantic Ocean on the east to Tatum Waterway on the west. To the immediate east side of the Site is the North Shore open band shell, and to the west, the tennis courts of North Shore Park. The Site is currently used as a public surface parking lot (306 spaces) serving adjacent uses. Zoning: The Site is currently zoned GU Government Use District; the underlying Future Land Use Map designation is CD-3 Commercial High-Intensity. Main permitted uses for the GU District are government buildings and uses, including but not limited to, parking lots and garages; parks and associated parking; schools; performing arts and cultural facilities; and monuments and memorials. Uses not listed above may be approved by the City Commission through a public hearing. Private or joint government/private uses including air-rights, shall be reviewed by the Planning Board prior to approval by the City Commission. The maximum allowable building height is seventy-five (75) feet or seven (7) stories, and the maximum allowable floor area ratio is 2.75. r The strategy to develop this site through a Request for Proposals ("RFP") was presented to the City Commission by the Administration in mid 1998 when discussions surrounding the 17th Street site took place. At that time, the Administration also identified this property as an important site in the future redevelopment of North Beach and recommended a planning study as a precursor to an RFP. The Commission did not take action at that time. On November 4, 1998, the City Commission discussed a request from the North Beach Development Corporation (lONBDClO). NBDC's Board of Directors passed a resolution requesting that the City conduct a planning and economic development study for the site as a possible development and economic generator for the commercial area from 71st to 75th Streets. The study would serve as a basis for the issuance of an RFP. Additionally, NBDC requested that the study of the area reference the prior findings of the North Shore Development Plan from the 1980's and the Design Guidelines for the North Beach neighborhood prepared by the architectural firm of Duany/Plater-Zyberk in 1994, In response to said discussion, the Administration developed a general study outline, timetable, community participation, and funding strategy in order to accomplish certain goals for North Beach in general. This strategy was discussed by the City Commission, the Land Use and Development Committee and the Neighborhoods Committee and North Beach Development Corporation in order to reach a consensus on a plan of action as to how to proceed with this effort. r 9 - ~ On January 6, 1999, the City Commission discussed a report from the Neighborhoods Committee meeting of December 17, 1998 regarding the proposed North Beach Master Plan and the Normandy Isle Master Plan. The report indicated that the proposed studies would be further discussed with the North Beach Development Corporation on January 19, 1999 for further input, and that the general consensus on a plan of action would be reported back to the City Commission on January 20,1999. At the same January 6, 1999 meeting, Commissioner Shapiro suggested that the City go out with an RFP for the parking lot located at Collins Avenue between 72nd and 73rd Streets, and that said RFP be aimed at encouraging a mixed-use project. Pursuant to that suggestion, Commissioner Shapiro requested the Administration to prepare a Resolution authorizing the issuance of an RFP for the site. On January 20, 1999, the City Commission adopted Resolution No. 99-23048 authorizing the Administration to issue an RFP for the Development of City-owned land located between Collins and Harding Avenue and 72nd and 73rd Street, despite the Administration's recommendation to undertake a professional planning process for the subject site as part of the larger area to determine its best long range use. While the Administration repeatedly noted that it would be preferable to undertake the process described above prior to the issuance of an RFP, the City Commission voted to proceed with the issuance of an RFP. -, On March 19, 1999, the North Beach Development Corporation of Miami Beach reviewed the proposed RFP and provided comments that were incorporated into the RFP. On April 28, 1999, the RFP was scheduled for City Commission action and was deferred to the May 12, 1999 meeting. On May 12, 1999, the City Commission adopted Resolution No. 99-23164 authorizin~ the issuance of Request for Proposals (RFP) No. 42-98/99 for development of the 720 Street Site. Desired Development: While no specific uses were mandated in the RFP, the City indicated a preference for a mix of uses, including a design that will respect and promote the spirit of the east/west "open space" park and recreational system of this area and serve to complement the vitality and evolution of the 71st Street Commercial District, as well as the historic Harding Townsite Commercial District, between 73rd and 75th Streets on Collins Avenue, by creating a clean, safe, and stimulating environment for the people of the City of Miami Beach, its visitors, and the surrounding areas. The architecture and site development should be of the highest quality, reflecting a contemporary design and planning principles of our time, and should respect, reinforce, and appropriately advance the unique urban character, as well as historic qualities of the area, inclusive of the general feeling of "open space", which distinguishes North Beach from South Beach. Disposition: The City would consider proposals to lease the Site on a long-term basis. Disposition revenues and revenue from real estate taxes directly generated by a -... proposed project will, along with the character and compatibility of the proposed 10 r development, and the developer's capacity to implement the project, would be major criteria for selection. The City intent is to lease the Site in its "as is" condition, with the developer responsible for any and all inspections, environmental remediation, if necessary, and demolition and relocation of existing structures, and any and all other processes or costs associated with site preparation, as necessary. Two proposals were received in response to the RFP and on February 23, 2000, the City Commission adopted Resolution No. 2000-23816 authorizing the Administration to enter into negotiations with the Pointe at North Beach, pursuant to the 72nd Street Site RFP, subject to certain conditions, including a project feasibility and compatibility assessment, finalization of a value in use appraisal, and secure commitments from Anchor tenants. The proposed project consisted of a 51,500 sf. Publix, 81,465 sf. movie theater, 36,500 sf. retail/restaurant area, 906 parking spaces and an optional community theater. On November 8, 2000, the City Commission adopted Resolution No. 2000-24162 authorizing the Administration to terminate negotiations with the Pointe at North Beach as a result of the proposer's failure to comply with the aforementioned conditions. On November 8,2000, the City Commission also adopted Resolution No. 2000-24163 r authorizing the Administration to issue a Request for Qualifications (RFQ) to seek qualifications from a developer so that City can negotiate a preferred development alternative for the 72nd Street site. On March 15, 2000, the City Commission approved the selection of the Chesapeake Group to study and develop a strategic plan for the economic revitalization of the North Beach Area. Public Workshops with the Community and area residents were held on October 19, 2000 and February 15, 2001. On January 16, 24 and February 20,2001, the plan was presented to the North Beach Development Corporation (NBDC) and to the North Beach property owners and on February 21, 2001, a report on the North Beach strategic plan was presented to the City Commission. Utilizing consultant's market analysis and implementation recommendations and with input from the community, the City has developed a strategic plan, which is outlined in the attached exhibit. Utilizing this strategic plan the City, together with the community, will be able to develop a wide range of development alternatives that will meet the area's needs and serve to enhance the economic viability of the area. The RFQ solicited qualified and experienced real estate and development interests to submit their qualifications and conceptual development proposals for the site. While the RFQ evaluation criteria was not based on the development concepts submitted, each proposer outlined development concepts in their responses. The submission of qualifications coincides with the finalization of the consultant's strategic recommendations which was discussed at the pre-proposal conference established as r 11 part of the RFQ process. The selected developer will work with the City and the """" community to jointly conceive a development project for the subject site that capitalizes . on and enhances the area-wide strategic goals and direction. The RFQ was issued on November 27,2000 and amended on December 12, 2000, with an opening date of January 19,2001, which was later extended to February 2,2001, at the request of the majority of the attendees at the pre-proposal conference, who felt the additional time was reqUired to adequately respond to the RFQ. The RFQ notices were sent to all recipients of the previously authorized RFP that had been advertised in the Wall Street Journal, Urban land Institute, New York Times, South Florida Business Journal, Miami Today, and Miami Herald and was additionally advertised in the Daily Business Review, Small Business Administration website and on the Internet. Four hundred and sixty-eight (468) specifications were issued and 86 RFQ packages were delivered, resulting in the receipt of three (3) responsive proposals on February 2, 2001, from the following firms: . · BAP Development · Cornerstone/Constructa Team · Related Group of Florida A fourth proposal was submitted by Equity One/Zyscovich but was deemed non- responsive due to an untimely submission of their proposal. -., On March 13, 2001, an Evaluation Committee met for more than six (6) hours to review and discuss the three (3) responsive proposals: The proposals were evaluated based on the evaluation criteria established within the RFQ. The Evaluation Committee evaluated all proposals based upon the experience and track record of the proposer and their financial capability and level of financial commitment. In summary, the Evaluation Committee deemed that all three developers demonstrated the adequate experience and track record and reflected the financial wherewithal to develop the Site. Extensive discussions followed regarding each of the developers' ability to develop a project that is compatible with and that would serve to revitalize the area. The Evaluation Committee felt the selected proposer must develop the site in a manner that will complement the adjacent commercial areas and that will serve to link 7151 Street to 73rd Street; and will act as a catalyst for the surrounding areas. The Evaluation Committee evaluated the three firms on the following criteria: Financial Capacity (25 points) and Experience and Track Record (75 points). ~ 12 r Financial Capacity (25 points) The Evaluation Committee felt that all three firms are capable of securing financing for the eventual project to be developed. During the course of the presentations, all three proposers estimated that the final project cost could be in the $50 million range. The Related Group received the highest possible ranking in this Category unanimously by the committee members. The other two proposers similarly received high marks but were ranked below the Related Group of Florida. All three proposers are rated as low risk by Dun and Bradstreet, with The Related Group of Florida ranked at the lowest possible risk factor (1) when compared to the other two proposers. Experience and Track Record (75 points) The Evaluation Committee felt that all three teams had excellent professional qualifications and a desire to work with the community to develop a concept for the site and to ensure that the development creates the appropriate linkages to other key areas in North Beach. Due to possible factors outside of the control of the developer, the Evaluation Committee felt that none of the proposers had an advantage over the other regarding the timelines and construction schedule that would apply to developing the project. All three proposers presented previous developments, however, the Selection Committee felt that the Related Group had the greatest experience in mixed-use developments which is a desirable concept for the site. The combination of comparable r projects with Related's excellent professional qualifications and creative vision elevated their proposal above the others. Of the nine committee members, The Related Group of Florida received the highest ranking from seven (7) committee members while the other two (2) committee members ranked the Cornerstone/Constructa Team highest and The Related Group of Florida second highest. In aggregate, of a possible 900 points in total, The Related Group of Florida received 875 points, The Cornerstone/Constructa Team received 844 points and BAP Development received 842 points. (Refer to Exhibit 1). As a result, the Evaluation Committee recommended and ranked the proposers as follows: (1) The Related Group of Florida, (2) The Cornerstone/Constructa Team, (3) BAP Development. In accordance with the terms of the RFQ, the Administration reviewed the Evaluation Committee's recommendation and concurred with its recommendation. On April 18, 2001, the Mayor and City Commission accepted the recommendation of the City Manager pertaining to the ranking of the proposals received in response to the RFQ No. 5-00101 for the development of approximately four (4) acres of city-owned property known as the "72nd Street Site"; authorizing the Administration to enter into negotiations with the most qualified firm, and if unsuccessful in negotiating a contract with the most qualified firm authorizing the Administration to negotiate a contract with the second most qualified firm, and if unsuccessful in negotiating a contract with the second most qualified. firm, authorizing the Administration to negotiate a contract with the third most qualified firm, which have been ranked as follows: (1) The Related Group of Florida, (2) The Cornerstone/Constructa Team, (3) BAP Development. r 13 """"'I Since April 2001, the Administration, the community and the developer have been working on a development concept that achieves the strategic objectives identified at the community charette held in June 2001. On November 13, the NBDC MBDC CIP Committee met and voted to approve the Developer's proposed concept. The NBDC Board will review said proposal on November 20th and a community meeting hosted by the City will be held on November 26th at the Radisson Deauville at 7p.m. On November 28, the Mayor and City Commission will be asked to set a public hearing date for December 19 to consider the first reading of the proposed Development Agreement. -.. '1 14 r 17TH STREET SITE r The 1 th Street Site is uniquely situated at the north edge of the City's Central Business District, at 500 1 ih Street. It encompasses two city blocks, totaling 5.86 acres, that are bounded by 1 ih Street on the North, Washington Avenue on the East, Lincoln Lane on the South, and Pennsylvania Avenue on the West; Drexel Avenue passes north/south through the middle of the site. It is surrounded on its northeast, southeast and southwest quadrants by the National Register (Art Deco) Historic District, designated in 1979 by the National Park Service; only the northwest quadrant is not bounded by this historic district. In addition, the 17th Street Site is located in the center of the Historic Convention Village Redevelopment and Revitalization Area, which was designated in 1993 as a Community Redevelopment Area. Today, the 17th Street Site consists of 506 surface parking spaces and substantially serves the Jackie Gleason Theater of the Performing Arts (TaPA), the Lincoln Road Mall, including the New World Symphony (Lincoln Theater), and the Miami Beach Convention Center. Of significant note, however, the West portion of the 1]lh Street Site also provides, from time to time, an important exhibition staging lot for major events at the Convention Center; in particular, the Miami International Boat Show. The 17th Street Site is currently zoned CCC Civic and Convention Center District, whose purpose is to accommodate the facilities necessary to support the Convention Center. Main permitted uses include parking lots, garages, performing arts and cultural facilities, hotels, merchandise marts, commercial or office development, landscape open space and parks. The existing maximum height limit is currently 100 feet or eleven (11) stories. The allowable Floor Area Ratio (FAR) is 2.75. On January 5, 1998, pursuant to the authorization of the City Commission, the Administration issued a Request for Proposals (RFP) for the development of public- private parking facilities in the area south of Dade Boulevard. The City issued the RFP in order to solicit qualified development teams to bid on certain publicly-owned sites identified in the RFP and/or to propose the development of parking on privately owned property. One of the public properties was the 17th Street and Washington Avenue site ("1 th Street Site"). On April 1, 1998, pursuant to a discussion item requested by Commissioner Cruz, the City Commission directed the Administration to amend the RFP to remove the 17th Street site from the RFP due to its singular importance commanding the need for its own RFP. Additionally, the Administration recommended that a professional planning process be undertaken for the subject site in order to determine its best long range use, and two other sites were identified as having similar important characteristics. Those sites being the preferred lot between 18th and 19th Streets on Convention Center Drive and the 72nd Street site in North Beach. It was further discussed that the previously mentioned planning process also applies to these two sites. The matter was referred to the Land Use and Development Committee. r 15 "'""\ At the Land Use and Development Committee Meeting of April 13, 1998, the Administration described a planning process that would include a comprehensive review and evaluation of pertinent urban planning and economic development issues, and community and entertainment industry participation in the use assessment process. Examples of similar planning processes were described that had been successfully used in the City such as the site selection for the Library, the Bass Museum addition, the expansion of the Convention Center, the revitalization of Ocean Drive, and the Convention Hotel area. The Committee recommended that the City Commission direct the Administration to conduct a proper planning process and the City Commission accepted the Land Use and Development Committees recommendation on May 20, 1998. Thereafter, industry meetings and roundtable discussions occurred that resulted in a recommendation to the City Commission on July 20, 1998 to undertake the following: 1. Create a Steering Committee 2. Appropriate funding related to the study and RFP process (to be recouped upon award of the RFP). 3. Authorize the Administration to select and enter into contracts with professional consultants to assist with the process and the enclosed material. After a broad discussion, the City Commission concluded that the Administration should --. proceed to prepare a request for proposals for the 17th Street site. At the October 21, 1998 City Commission meeting, Michael Tilson Thomas, Artistic Director of the New World Symphony (NWS) addressed the City Commission. Mr. Thomas described the rapid growth and development of the NWS on a national and international scale. Due to the success of the NWS, the rehearsal, technology and workshop spaces within the Lincoln Theater on Lincoln Road is now limiting the exploration of innovative styles of performance and the development of new audiences. Mr. Thomas, State Representative Elaine Bloom, NWS Board member Joy Malakoff and President and CEO of the NWS, Chris Dunworth requested that the City Commission consider the expansion needs of the NWS in relation to the proposed RFP. The City Commission recognized the importance of such a valuable cultural institution and requested the Administration to amend the draft RFP to include the expansion needs of the NWS as part of same. On November 4, 1999, the Mayor and City Commission adopted Resolution No. 98- 22958 authorizing the issuance of an RFP for the 17th Street Site. On February 17, 1999, the Mayor and City Commission voted to cancel and withdraw the RFP. Since the RFP was withdrawn, the subject site has been the subject of much staff discussi.on relative to increased parking needs, enhanced transportation linkages, urban design issues, historic district considerations, entertainment industry needs, convention -...., center staging uses and other potential development proposals. 16 r On September 13, 2000, Vice-Mayor Nancy Liebman requested a referral to the Land Use Committee to discuss the New World Symphony's expansion plans and their . request for a long-term lease. The NWS proposes to expand into the southwest corner of the surface lot on Pennsylvania Avenue and Lincoln Lane, directly behind the Lincoln Theater. The estimated $15 million expansion would occupy approximately a 32,000 sf foot print (1/3 of the western lot) and does not include any provisions for newtreplacement parking. These plans are described in a report prepared by Project Core, Inc. Entitled "Soundspace at the New World Symphony", dated September 7, 2000, and call for the creation of a state-of-the-art facility for teaching, performance, broadcasting, rehearsals, special performance and related events. The NWS expansion proposal also contemplates a long-term lease which will be subject to the provisions of Section 82-36 through 82-40 of the City Code which requires that for the sale or lease of any City-owned property for a period of five years or more, is subject to the following conditions: · a Planning Department analysis · a public hearing to obtain citizen input · an advertised public bidding process · an independent appraisal to determine the fair market or rental value of the property ,/"'"' Said Ordinance further provides that except for the public hearing and the Planning Department analysis, the above referenced conditions may be waived by a 517ths vote of the City Commission upon a finding that the public interest would be served by waiving such conditions. As such, waivers will be required for the public bidding process and independent appraisal for this transaction, if fair market return is not required as part of the lease transaction. To accomplish the recommendations of the Land Use Committee, on October 18, 2000, the Mayor and City Commission authorized negotiations with architectural and engineering firms and/or authorized issuance of an RFQ to conduct a site analysis and develop a concept plan for the 17th Street and Washington Avenue Site, incorporating the proposed expansion of the NWS. The scope of services was envisioned as a two- phase conceptual development project which focused on the City owned 17th Street and Washington Avenue surface parking lots as developmental hubs for the City Center/Historic Convention Village Redevelopment Area. This area includes City Hall, the Convention Center, Jackie Gleason Theater .of the Performing Arts, Botanical Gardens and Holocaust Memorial, as well as pedestrian linkages to Lincoln Road and the Collins Park Cultural Center. On February 21, 2001, the City Commission authorized negotiations with Zyscovich, Inc. and, on April 18, 2001, the City Commission authorized the execution of a contract with Zyscovich to undertake Phase I. Phase I involves a site study, utilization analysis and development of preliminary concept designs. Deliverables include a site utilization report and preliminary concept plan that addresses the needs of the Convention Center r""' 17 and the NWS, evaluates parking and transportation requirements, respects the need for ~ an open space public plaza, identifies opportunities for gateway entrance features, evaluates the need and location of an Intermodal Center, and complements the adjacent urban relationships and historic districts. Exhibit A lists the groups with which Zyscovich has met to discuss or gather information pertinent to the site utilization study for Phase I. On September 14, 2001, Zyscovich introduced Phase I site utilization options during a Joint Board Workshop of the Planning, Historic Preservation and Design Review Boards. On September 21, 2001, a Special City Commission Workshop was held and input was received from the Mayor and City Commission. The City Commission comments received at the workshop held on September 21, 2001 have been incorporated in the options and other issues outlined below. During Phase II, these issues will be addressed and will guide the creation of a Master Plan that will update the 1993 City Center/Historic Hotel Convention District Redevelopment Plan. Phase II will also incorporate the development of an implementation strategy. Zyscovich will focus on this strategy in detail by evaluating potential growth and future urban needs for the City's office market, hospitality, entertainment, arts and cultural industries and identifying potential components that will enhance the economic viability and long term sustainability of the surrounding area. This process will involve additional sub-consultants in fields including, but not limited to, parking, hospitality, traffic/transportation, landscaping and finance.' ---, On October 17, 2001, the Mayor and City Commission directed the City Administration to proceed to negotiate with the New World Symphony regarding their proposed expansion, "Sound Space", a technologically advanced recording and communications facility. The work performed in Phase II will result in preliminary schematics and drawings, identifying complimentary uses for the site, so the City can to set forth a development schedule and identify funding and respective construction obligations to begin implementation of the project. Phase II will also include extensive community/stakeholder outreach and consensus building and will attempt to address the other components of the master plan that have not yet been finalized. Below is a description of the primary components of the preliminary proposed master plan, outlining the existing use, proposed use, design review process required, funding alternatives, options for each component and other issues affecting the preliminary proposed master plan. '1 18 r 17TH STREET SITE Existing Use: 506 Surface parking spaces Proposed Use: In order to create a centrally located civic park with community cultural influences, the eastern 50% of the 1ih Street site has been identified as a sloping, terraced park that can be used as an amphitheater. The park would have in it NWS Sound Space Building that would incorporate a large size LCD screen on the fac;ade facing the park to show recordings happening inside the sound vault and to display cultural events from around the world. There would also be a smaller terrace park on the West side of the site. Access to the site from the Convention Center would involve walking through a portion of the new Botanical Gardens surrounding TOPA, or alternate development, across the re-vegetated 17th Street Boulevard and into the site which welcomes the visitor with a rising, green lawn and a gently sloping ramp. Continuing through the site over Lincoln Lane and down the pedestrian end of Drexel Avenue, is a cascading stairway that would create a threshold to Lincoln Road. If an elevated park is developed, the ramp would take the visitor up to a height of 12 feet where the lobby to Sound Space and the upper terraces of the two parks are located. If park is developed at grade, a terraced staircase would be developed and the entryway to Lincoln Road would be at grade. Zoning: Section 142-362: CCC Civic and Convention Center District. Main permitted r uses in the CCC civic and convention center district are parking lots, garages, performing arts and cultural facilities; hotel; merchandise mart; commercial or office development; landscape open space; parks. Any use not listed, shall only be approved after the city commission holds a public hearing. Design Review Process: ORB approval will be required. Planning Board review required for NWS use of property. Funding: Private Improvements: NWS private capital campaign. Public Improvements: City Center Tax Increment Funds, Grant Funds, and/or Convention Development Tax (COT). Options: Proceed with NWS Expansion and further refine park components and traffic circulation. Analyze an elevated park vs. at grade park. Other: · Identify a property line for the NWS Expansion. The site should allow for approximately 33, 000 square feet of program on the ground floor and a height of approximately 60 feet. The program would include the large LCD screen on the building fac;ade as a community amenity. · If it is decided to unify the two sides of the site, to allocate park space to the pedestrian, it will be necessary to authorize the termination of Drexel Avenue to automobile traffic at the South side of Lincoln Road. r 19 · Determine the amount of parking that should be located on the site parking -.... structure. · Displaced parking must be addressed in (A) City Hall/Equity One lot or (B) Plot, and/or (C) on the western portion of the 1i" Street lot. · Parking bond covenants may apply. · Functionality of site will need to be further analyzed. · Operations, maintenance and programming of park will need to be determined. · Phase I Environmental Study has been performed with favorable results. · Elevated park with parking underneath vs. at grade park with parking on the western side of the site adjacent to NWS. · FPL vaults exist on-site that will be difficult to relocate at a cost in excess of $1 million. DISPLACED PARKING Concept: Displaced parking will need to be replaced. Zoning: Section 142-362: CCC Civic and Convention Center District. Main permitted uses in the CCC civic and convention center district are parking lots, garages, performing arts and cultural facilities; hotel; merchandise mart; commercial or office development; landscape open space; parks. Any use not listed, shall only be approved after the city commission holds a public hearing. --.. Design Review Process: ORB approval will be required. Funding: COT, Parking Revenue Bonds, City Center tax increment funds. Options: · Displaced Parking Phasing · Parking behind City Hall. · Develop parking at the P-Iot. · Develop parking in the 17th Street west lot adjacent to NWS. Other: . Finalize Walker Parking Demand Study. . Pursue parking in City Hall and Equity One lot - short-term. . Building parking structure in P-Iot -long-term. P-LOT Existing Use: 800 surface parking spaces. Proposed Use: The Convention Center expansion in the "preferred lot" would allow for approximately 208,400 square feet of additional exhibition space, and approximately 1,900 parking spaces in a four story parking structure above, representing .-.. approximately a net increase of 1,100 spaces. In order for the Convention Center 20 r expansion and garage to work efficiently, a speed ramp to the garage is proposed to be located in the Northeast corner of the current Botanical Gardens. This condition along with the desire to better integrate the Gardens into the heart of the community spurred the relocation of the Botanical Gardens to the small parking lot behind and the land surrounding the TOPA. This move would create a gateway to the re-vegetated 17th Street corridor and rejuvenate the block on which the TOPA is located. Zoning: Section 142-362: CCC Civic and Convention Center District Main permitted uses in the CCC civic and convention center district are parking lots, garages, performing arts and cultural facilities; hotel; merchandise mart; commercial or office development; landscape open space; parks. Any use not listed, shall only be approved after the city commission holds a public hearing. Design Review Process: ORB approval will be required. Funding: Convention Development Tax (COT) Options: . Maintain in "as is" condition. . Build entire structure. . Build entire structure leaving ground floor as shell (cost efficiency). . Build eastern half of structure and complete structure as Phase II. r . Do not relocate Botanical Gardens and incorporate ramp into new proposed expansion structure, if developed. Other: . The City would need to reserve the preferred lot for the future expansion of the Convention Center, as well as authorize further analysis of the site and the program of the expansion building. . Proposed expansion structure can consists of up to: . Four (4) decks above 35 ft 1st floor . 208,400 sf exhibition hall and 1900 spaces . Parking Bond Issues may apply. . Design/Cost and Timeframe must be developed. . NMMA contact (Boat Show) - one (1) year advance notice of construction must be given. . Convention Center Expansion Study (CSL) Study should be evaluated before any expansion plan is finalized. . Ramp tied into Botanical Gardens and loading dock and servicing of new convention hall will have to be evaluated. DREXEL AVENUE Existing Use: Two-way vehicle and pedestrian access-way between 17th Street and r Espanola Way. 21 Proposed Use: To create the connection between Lincoln Road and Espanola Way, """'" the roadway it is proposed that Drexel Avenue be narrowed enough to add street trees and widen sidewalks. Parallel parking would remain and improvements would extend from Lincoln Road, South, to the dead end of Drexel Avenue, just past Espanola Way. The beautification of Drexel Avenue would encourage pedestrian activity to flow from Lincoln Road to Espanola Way and vice versa, linking the two areas of activity together through two blocks of historic Art Deco neighborhood. Zoning: Design Review Process: Historic Preservation Board approval will be required. Funding: City Center Tax Increment Funds, Community Development Block Grant (CDBG) Funds, and/or CDT. Options: . Close Drexel Avenue. . No Closure of Drexel Avenue. . Partial Closure; closing Drexel Avenue at Lincoln Lane. . One Way Drexel Avenue. Other: . Perform traffic study to analyze effects of options. . In order to unify the two sides of the site and to allocate park space to the pedestrian, it will be necessary to authorize the termination of Drexel Avenue to automobile traffic at the South side of Lincoln Road. . The street beautification would need to be incorporated into the city's plans to improve Espanola Way and the intersection at Drexel Avenue, to extend down the length of Drexel Avenue. "'"" OPENING-UP LINCOLN LANE TO WASHINGTON AVENUE Existing Use: Lincoln Lane is presently closed at the Washington Avenue intersection. Proposed Use: Open the intersection ",t Lincoln Lane onto Washington Avenue. Zoning: N/A Design Review Process: Historic Preservation Board approval will be required. Funding: City Center tax increment funds. Options: . Maintain Lincoln Lane closed onto Washington Avenue . Open Lincoln Lane onto Washington Avenue --- 22 r Other: . . Opening of intersection will be dependent on park design BOTANICAL GARDENS RELOCATION Existing Use: Currently located adjacent to the Holocaust Memorial, fronting the Convention Center. TOPA lot contains approximately 112 parking spaces and serves the Convention CenterlTOPA valet lot. Proposed Use: Relocate Botanical Gardens, which is undergoing an extensive renovation and new construction, to the existing TOPA lot. TOPA lot must provide a pe.destrian linkage from Convention Center to Lincoln Road. Even if Botanical Gardens is not relocated, an alternative plan for the 555fTOPA site would need to be developed. Therefore, the Botanical Gardens relocation is optimal solution, particularly in light of the Botanical Gardens' planned existing building demolition and reconstruction of a new building and new landscaping plan and boundary issue with Holocaust Memorial. Zoning: Section 142-362: CCC Civic and Convention Center District Main permitted uses in the CCC civic and conve'ntion center district are parking lots, garages, performing arts and cultural facilities; hotel; merchandise mart; commercial or office development; landscape open space; parks. Any use not listed, shall only be approved after the city commission holds a public hearing. r Design Review Process: DRB approval will be required. Funding: CDT, Center Tax Increment Funds, State Cultural Facilities Grant, Voluntary Contributions, Fundraising Campaign by Garden Conservancy. Options: . Relocate Gardens to TOPA lot . Retain Gardens at its current site . Identify other anchor facility to provide linkage between Convention Center, 1ih Street site and Lincoln Road. Other: . Declination study must be performed on new site. . Relocation cost benefit analysis must be performed . State Cultural Facilities Grant funding in the amount of $500,000 is in jeopardy if funds are not encumbered, Le. contractor hired and design completed, by October 2002 (less than 12 months from now) . New use of existing site will need to be determined . Proposed new location for the Botanical Gardens will cause: . Displaced parking . Displaced building users that need to be accommodated. r . Operation and maintenance of facility will need to be negotiated beyond the current Management Agreement with the Garden Conservancy 23 . Planning Board review will be required if the Botanical Gardens facility is leased Landscape/Streetscape Design for Convention Center Drive will need to be developed ~. . BUS ROUTE CHANGES Existing Use: The bus routes have been changed as a result of the Collins Avenue reconstruction project. The proposed route changes are primarily consistent with the temporary routes in place at this time. Proposed Use: The current location of the bus transfer area on Lincoln Road creates an inefficient loop at the midpoint or end of several bus routes, and creates traffic congestion at the end of Lincoln Road. The suggestion is to move the transfer area for all bus routes to the blocks on Washington Avenue between Lincoln Road and 18th Street, and along 1th Street between Washington Avenue and Pennsylvania. Moving the transfer area to these locations would also place the activity of bus patrons closer to the proposed 1 th Street park, the relocated Botanical Gardens, TOPA, and City Hall. Other: . Immediate action recommended because of Collins Avenue closure has resulted in temporary new bus routes that are recommended to remain in place. . City Commission action affirming endorsement of new bus routes as permanent and forward said recommendation to MOTA. -.. . A letter of recommendation for adjustments to the bus routes should be written to the Miami Dade Transit Authority authorizing implementation of the proposed changes. . Bus node on Washington Avenue and 1 th Street will not be located in front of Greenview Hotel. LINCOLN ROAD STREETSCAPE IMPROVEMENTS BETWEEN WASHINGTON AVENUE AND COLLINS AVENUE: Concept: Improve Lincoln Road Streetscape between Washington and Collins Avenues creating median and pedestrian crossovers. Design Review Process: Historic Preservation Board approval will be required Funding: City Center tax increment funds. Options: Other: . Contingent on relocation of Bus Routes . Tie-in with Ritz-Carlton streetscape improvements . The Lincoln Road Extension Improvements could be made part of the overall -.. street beautification plans including 16th and 15th Streets. 24 r ELIMINATION OF INTERMODAl OPTION Concept: City's Consultant recommends that there is not a need for an intermodal facility as described below. Funding: Federal monies to partially fund an Intermodal facility have been secured. Options: . Do not construct an intermodal facility. . Construct an intermodal facility. Other: . Subject to Carr Smith Intermodal Feasibility Study. . Tied into Light Rail Study. . Must identify the location of the shuttle charging station. . If the 17th Street and Lenox Avenue site is more desirable, then it should also be determined if a parking deck should be built above the charging facility, and any additional buildings for small retail shops as buffers. SHUTTLE CHARGING STATION 1- Existing Use: Currently located at Terminal Island within Fleet Maintenance facility. Proposed Use: After careful review of the intermodal study, the City's consultant has determined that there is not a need for such a large facility in South Beach. There is however, a need for a convenient location of an Electrowave Shuttle charging station. Two potential locations for this charging station were identified: the first on 1ih Street and Lenox Avenue which would have a parking deck above, the second could be located in the City Hall expansion and garage on 18th Street and Meridian Avenue on the City Hall side of the expansion site. Both of these locations can easily be worked into the current shuttle routes with minimal changes, either location would also provide for convenient access to fresh batteries needed to keep the shuttles operating properly. Zoning: Site specific. Design Review Process: Design Review approval will be required. Funding: Some Federal/State funding is available. Options: . Locate charging station adjacent to City Hall . Locate charging station at Lenox Avenue & 1th Street lot. . Other altemative location subject to Electrowave long range plan. r 25 Other: ~ . Long range plan for Electrowave needs to completed, pending its one year review. . Alternative - incorporate into structure if built and then abandoned. . FTA approval may be required. . If the City Hall expansion site is more appropriate for the charging facility, then there will be a need for a greater commitment to the program of the garage and office spaces with the charging station below. PENNSYLVANIA AVENUE AND 17TH STREET GARAGE Existing Use: 1407 space parking garage. Proposed Use: A potential location for an open marketplace has been located at the city garage on Pennsylvania Avenue. The addition of this market would add to the street life and interest of the walk to Lincoln Road from the North. By removing the pre- cast panels on the ground floor at the first bay of parking spaces, sheltered stalls could be created within the gc;lrage structure. The market place would be for artists and farmers currently selling their artwork, jewelry, produce on the street and give a location from which they could conduct more consistent business. This change to the garage is a very simple physical alteration, and only results in a loss of 20 parking spaces however; by merely adding another use to the stagnant garage structure, the quality of street life would be dramatically improved along Pennsylvania Avenue. -\ Zoning: Section 142-362: CCC Civic and Convention Center District. Main permitted uses in the CCC civic and convention center district are parking lots, garages, performing arts and cultural facilities; hotel; merchandise mart; commercial or office development; landscape open space; parks. Any use not listed, shall only be approved after the city commission holds a public hearing. Design Review Process: ORB approval will be required. Funding: COT, Parking Revenue Bonds, City Center tax increment funds. Options: . Create marketplace stalls and displace 20 spaces . Leave garage "as is" Other: . Planning Board approval if leases are entered into . Need to investigate how the market stalls would be created . Structural report on garage is being conducted and will need to study if head room is sufficient in light of structural beam on 151 floor . Displaced parking - loose 20 spaces . Bond issues may need to be addressed . Need to investigate tax exempt status of the facility as a result of private use. -- 26 r POTENTIAL SEQUENCY OF MASTER PLAN COMPONENTS . Create parking adjacent to City Hall to address displaced parking on 17th Street. . Develop 17th Street west lot with NWS and parking. . P-Iot Convention Center Expansion construction will require decision on relocation of Botanical Gardens because of TOPA and Convention Center Drive. . P-lot design tied to Botanical Gardens relocation because of ramp placement. . Botanical Gardens permanent location will need to be determined as soon as possible so as not to jeopardize state grant funds. If the Gardens are not relocated, an alternate ramp will need to be incorporated in P-Lot structure. . Once P-Iot is developed, the balance of the east side of 17th Street lot can be developed. . Bus Route changes must be approved in order to pursue Lincoln Road Streetscape improvements and can be initiated independent of other items. . Shuttle charging station must be addressed if City Hall and Equity One parking garage is built. . Pennsylvania Avenue and 17th Street Garage market retail can be initiated independent of other items contingent upon structural analysis currently being performed on garage. r Other issues will be preliminarily addressed in Phase II such as the need to expand City Hall for administrative office space, defining a buffer zone with Holocaust Memorial, streetscape improvements for Convention Center Drive, streetscape improvements for 16th Street east-west corridor, potential re-zoning of 1ih Street, analysis of the 21st Street Community Center and establishment of Dade Boulevard Traffic Circles. On October 17, 2001, the Ma~or and City Commission accepted the preliminary proposed master plan for the 17' Street site, and directed the Administration to finalize and refine said preliminary proposed master plan as phase II of the study, for presentation to the planning board for subsequent final adoption by the Mayor and City Commission; directed the administration to negotiate with the NWS to proceed with its expansion project; and further authorized the administration to formally request Miami- Dade Transit Authority bus route changes consistent with the preliminary proposed master plan. Several community and stakeholders meetings are scheduled over the next 30 days as follows: PHASE II PUBLIC MEETING DATE: November 19, 2001, (Monday) TIME: 7 pm-9 pm LOCATION: Miami Beach Community Church Hice Hall r 1620 Drexel Avenue (fronts on Lincoln Road) INVITED: General Public (three advertisements); Political Respresentatives 27 Meeting Notice faxed AND emailed to the City's Civic Organizations List -.., . The purpose of this Public Meeting is to discuss the preliminary proposal for the 1ih Street Site Master Plan and to encourage community input into the Plan. The City's political representatives and their aides have been invited for this event. TRANSPORTATION MEETING DATE: November 27,2001, (Tuesday) TIME: 3 pm-5 pm LOCATION: City Manager's Large Conference Room INVITED: CMB Transportation and Parking Committee Co Chair (Marty Hyman) Miami Dade Transit (Danny Alvarez) Planning Department (Tom Mooney) CMB Transportation & Concurrency (Johnson & Johnson) CIP Project Planner (Donald Shockey) The purpose of the meeting is to coordinate and formalize bus route changes with MD Transit after the 11/19/01 Public Meeting. Additionally, other transportation related issues such as traffic circulation will be discussed. A brief update on the progress of the plan may be needed but a full presentation is not necessary. BUSINESS AND TOURISM COMMUNITY PRESENTATION DATE: November 29,2001, (Thursday) TIME: 6:30-8:30 pm LOCATION: Miami Beach Convention Center, 1901 Convention Center Drive Room B210 INVITED: Greater Miami & the Beaches Hotel Association Miami Beach Chamber of Commerce South Beach Hotel & Restaurant Association South Beach Hispanic Chamber of Commerce Miami Beach Latin Chamber of Commerce Nightlife Industry Task Force Ocean Drive Association Lincoln Road Marketing Council Washington Avenue Stakeholders Area Hotels Interested members of the public The purpose of this meeting is to further discuss the proposed City Center/1 ih Street Site Master Plan with the business community in order to identify and resolve concerns as well as to encourage input into the plan. TRANSPORTATION AND PARKING COMMITTEE PRESENTATION DATE: December 3,2001, (Monday) TIME: 3:30 pm-5:30 pm LOCATION: Convention Center Executive Conference Room 28 -. ~ r r ,- (4th Floor)(1901 Convention Center Drive) The purpose of the meeting is to present the plan to this committee, which has not hosted a presentation heretofore. . ARTS & CULTURE PRESENTATION DATE: December 6, 2001, (Thursday) TIME: 7 pm - 9 pm LOCATION: City of Miami Commission Chambers (3rd Floor of City Hall) INVITED: Art in Public Places Committee Arts, Culture and Entertainment Cultural Arts Council & Grant Sub recipient Organizations ArtCenter South Florida Interested members of the public The purpose of this meeting is to encourage input and support for the concept plan from the arts community, including large cultural institutions and stakeholders. 29 ~ PARKING STUDY On October 18, 2000, the Mayor and City Commission approved a referral to the Joint Land Use and Finance Committee to seek input and recommendations regarding the potential identification of parking projects to be funded by unspent Parking Revenue Bond Funds in addition to approximately $15 million. The potential development of a 13th Street Garage was specifically referred to the Transportation and Parking Committee and the Joint Land Use and Finance Committee for their respective review and/or recommendation. On November 27,2000, the Joint Land Use and Finance and Citywide Projects Committee met and endorsed the Administration's recommendation to (1) purchase additional parking meter housings and (2) appropriate more funding for parking surface lot renovations. A third project was discussed which included a list of 11 alternative projects that involve potential land acquisition for parking expansion and/or parking garage developments. As a result of the committees' discussion, the following projects were to be considered for potential parking expansion and/or parking garage developments, including: . North Beach Lot by Normandy Fountain - site acquisition 17th Street and Washington Avenue 17th Street and Convention Center Drive (TOPA lot) Convention Center - Preferred Lot 13th Street Surface Lot - Potential Garage Hotel Corridor Garage Cultural Campus Garage Cejas lot - 420 Lincoln Road, Public-Private Venture Intermodal Facility "'"'" . . . . . . . . As part of the presentation to the joint Committees, the Administration recommended that the City conduct a citywide parking study, incorporating the aforementioned sites/projects, prior to proceeding with the development of any of the aforementioned alternatives. The Administration deemed it was appropriate to take a comprehensive approach in assessing existing and future parking demand by analyzing all the major corridors in the City. While the City is subdivided into three areas geographically, South, Middle, and North, it is important to identify [parking] generators within these corridors and plan for the potential shared use of strategically placed surface lots and/or multi-level facilities within close proximity to abutting corridors within these three major subdivisions. The Parking Demand Analysis will serve as a blueprint for the Parking System to plan, develop, and implement its Capital Projects Plan. There are six study areas outlined. Each area is unique and has its own characteristics. In accordance with the Committee direction, the Committee/Commission approved a ___ draft scope of services to be included in an RFP to conduct a citywide parking study. 30 r On December 4, 2000, the Transportation and Parking Committee endorsed the Administration recommendations as stated above. The South Pointe Advisory Committee has also discussed addressing parking needs for the South Pointe Area. Therefore, in order to determine the priority focus and viability of each project, on February 21, 2001 the Mayor and City Commission adopted a Resolution authorizing the issuance of and RFP to undertake a parking demand analysis to project the future parking demand together with the performance of a feasibility study. The Scope of Services encompasses a study area bounded by South Pointe Drive on the south, 87th Terrace on the north, Biscayne Bay on the west, and the Atlantic Ocean 01) the east. For ease of compilation and reference, the study areas will be subdivided and prioritized into the following geographical areas; however, it is essential that abutting areas be taken into account to accurately reflect the overall needs of the district a. b. c. d. e. r , f. North Beach - 63rd Street to 87th Terrace. South Pointe - South Pointe Drive to 5th Street South Beach - 5th Street to 17th Street Hotel Corridor/South - Collins/James Avenue between 17th Street and 23rd Street, including Cultural Campus area. Hotel CorridorlNorth - Collins Avenue/Indian Creek between 23rd Street and 41 st Street. Middle Beach - 41st to 63rd Street. The citywide parking study will address the following tasks: r 1. Physical Inventory and Analysis - Physical inventory and analysis includes a snapshot review of current citywide parking operations and characteristics and then explores changes to that system in response to growth and operational changes. Data collection activities include review and gathering of inventory and use data, financial information on the parking system, maps, previously prepared reports, user surveys and drawings. 2. Projection of Future Parking Demand and Need - Projection of future parking demand and need will occur simultaneously with the assessment of existing parking conditions. Three development scenarios will be evaluated, existing, year 2006, and year 2011. The parking model will project the demand for a series of altematives that represent various outcomes of proposed development projects. 3. Cost and Feasibility Analysis - Cost and feasibility analysis will be conducted as part of this task. If the parking model and analysis completed to this point indicates that additional parking structures are needed, the successful proposer will complete a parking structure 31 feasibility study. This evaluation will determine the most feasible and "'"'" sustainable parking expansion in order to preserve the functional integrity of the existing parking system or, if expansion of the parking system is recommended, the location and configuration of feasible new facilities. 4. Public Involvement - Public involvement will be a critical element to the success of the parking improvement plan. As discussed in the RFP, the following meetings or presentations will be conducted: . Project initiation: an opportunity for public input and comment at the initial stages of the project . Preliminary study findings · Study findings . Planning board, Joint Land Use and Finance Committee, Transportation and Parking Committee, and City Commission, and other Committees as deemed appropriate. As the study is conducted, the Transportation and Parking Committee will review elements of the study and provide advice prior to submission of the final report to the City Commission. On May 2, 2001, the committee convened and evaluated proposals received from all three firms that responded to the RFP ~ Top ranked firm: Second ranked firm: Third ranked firm: Walker Parking Consultants HNTB Corporation Urbitran Associates, Inc. On May 18, 2001, the City Commission authorized the Administration to negotiate with Walker Parking Consultants and inasmuch as the North Beach Planning Charrette was scheduled for June 7 and 8, the City Commission authorized the City Manager to execute a professional services agreement with Walker Consultants for the North Beach component, which will include the following: The projection of future parking needs that is essential to planning the 71st Business District, the 72nd Street Site, the Banqshell Park area, Parking for North Shore Park Youth Center, Parking for Byron Carlyle Theater, and the North Beach Recreational Corridor. On July 25, 2001, the Mayor and City Commission authorized execution of the contract with Walker Parking Consultants for the remaining portion of the citywide study. The following schedule was negotiated in Walker's contract: A. B. C. Supply/Demand Analysis Alternative Analysis Financial Analysis 8-10weeks 4 - 6 weeks * 3-6 weeks * * (Financial Analysis and Alternative Analysis will run concurrent.) .#-.. , 32 r r r The Transportation and Parking Committee has since requested inclusion of a greater detailed analysis ofthe Flamingo Park area. Therefore, the study is expected to be completed by the 1st Quarter of 2002. 33 SMG -., On December 19, 1990, the City of Miami Beach entered into a Management Services Agreement with Spectacor Management Group (SMG) for the management of the Miami Beach Convention Center (MBCC) and the Jackie Gleason Theater of the Performing Arts (Gleason). The Agreement was for an initial term of three-years, commencing on January 1,1990, and ending December 31,1993. On June 30,1993, the City exercised its option to extend the Agreement for two successive one-year terms covering the period of January 1, 1994, through December 31, 1995. On April 19, 1995, the City Commission approved the waiver of formal bidding procedures for the Management Contract, thus extending the Management Services Agreement with SMG, aAd approving a new Agreement for the period of October 1, 1995, through September 30,1998. On December 5, 1997, the City of Miami Beach issued Request for Proposals (RFP) No. 5-97102, seeking proposals from qualified firms for the management aod operation of MBCC and/or Gleason. On April 1, 1998, the City Commission adopted a Resolution for the Administration to enter into negotiations for a Management Services Agreement with the recommended firm of SMG pursuant to the recommendation of the City Manager and the Evaluation Committee. On July 15, 1998, the City approved the Agreement for the period of October 1, 1998 through September 30, 2001 with two one-year renewable options. ~ On September 5, 2001, the Mayor and City Commission adopted Resolution No. 2001.- 24573 renewing the contract for the additional two remaining years under the following terms: . Base management fee from original agreement of $271,798, to be adjusted annually by CPt. . Incentive fee, to a maximum of base management fee, to be earned based on the following criteria: A. 40 percentage credits on maintenance of facilities and equipment, as for meeting or exceeding the maintenance goals set forth in the approved and adopted maintenance and operation manual for the facilities, including the comprehensive preventive maintenance program. Such evaluation shall take into account the quarterly review of the Property Management Department and a yearly review by an outside independent party. such as the Miami-Dade County General Services Administration Property Management Division. Additionally, on a monthly basis, a maintenance report will be submitted to the CCAB for their review. B. 20 percentage credits on net financial performance. . 2% increase over previous year 5 percentage credits . 2.1 - 4% increase over previous year 7 percentage credits . Over 4% increase over previous year 8 percentage credits -.., 34 r *Exclude Microsoft revenue and expense from 2000/2001 from incentive calculations in .2001-2002. *Excludes increase in concession sales due to percentage increase in extended Volume Services America Agreement. *For purposes of incentive calculations in the renewal period, any increase in Windstorm Insurance from the 2000/2001 actual expense will not be considered. C. 10 percentage credits on monitoring of the food and beverages services provided by Volume Services America. . Improvements in client evaluation results 3 percentage credits . Per capita sales increase at Convention Center 4 percentage credits . Per capita of sales increase at Gleason Theater 3 percentage credits D. 30 percentage credits on booking of events at the Gleason Theatre. . 210 booked use days 30 percentage credits . 200 booked use days 25 percentage credits . 190 booked use days 20 percentage credits . 180 booked use days 15 percentage credits r SMG will provide $15,000 at the commencement of each option year exercised ($30,000 total) for the establishment of a scholarship fund for needy Miami Beach residents pursuing a career in Public Facilities Management or Hospitality Management. Also, as per the existing Agreement, SMG agreed to provide to the City $66,000 for the two-year extension to be used at the City's discretion. The CCAB assisted the Administration with recommendations during the negotiation period. The CCAB met on June 26, 2001 to discuss the terms negotiated for the renewal options. On July 24, 2001 the CCAB passed a motion to recommend the exercising of the renewal options as negotiated for the period of October 1, 2001 through September 30,2003. SMG and the Miami Beach Convention Center have been the recipient of the Facilities Destination Magazine, 2001 Prime Site Award, and have been a four time consecutive awardee. r 35 THE PARKS AND RECREATION BLUE RIBBON CITIZENS COMMITTEE ~ The park and recreation blue ribbon citizens committee is a diverse cross section of residents and concerned organizations charged with a review of the park and recreation system. The group was formed as a pro-active response to expressed concerns about the nature and quality of programming of the park and recreation system. The Committee is charged with a review of all parks, park programming and appropriate policy issues to determine if the needs and interests of our citizens are adequately addressed. The review has been underway for about two months and should be completed in mid 2002. The expected product of the Committee are recommendations that will serve as a blueprint for the park and recreation system to improve the programming and other aspects of the system to better align with and address citizen desires. The review and any recommendations are expected to be comprehensive. The Committee will cease to exist upon the completion of their review and transmittal of a set of recommendations to the administration. The following is the Charter for the Parks and Recreation Blue Ribbon Citizens Committee: Miami Beach Parks and Recreation Programs and Facilities Blue Ribbon Citizens Committee '-, On June 6, 2001, the City Commission referred the creation of a Parks and Recreation Blue Ribbon Citizens' Committee to the Neighborhoods Committee for discussion and action. The Neighborhoods Committee met on July 17, 2001 and approved the creation of the Parks and Recreation Programs and Facilities Blue Ribbon Citizens Committee. The Neighborhoods Committee recommended approval in a report to the City Commission on July 25, 2001. This document serves as the initial Charter for this Blue Ribbon Citizens Committee. Purpose: The purpose of the Blue Ribbon Committee is to comprehensively examine the City's parks programming and facilities to properly address the needs of the City's diverse community. This examination will include a review of existing services, an analysis of high quality programs offered in similar communities, conducting user assessments, facilitating community meetings with system users, defining standards for programming and service, and producing a blueprint for further action. Work Product: The Blue Ribbon Committee is expected to develop for consideration by the City Manager and City Commission a blueprint that outlines a series of improvements that will enhance the overall quality and accessibility of the City's programs, facilities and uses that will result in a Parks and Recreation Department ___ that meets the needs and expectations of the City's residents. 36 r Scope of Work: The Blue Ribbon Committee will examine the City's current services and programs, conduct surveys and interviews, analyze the potential for partnerships with community-based organizations to increase programming and capacity, define system standards, identify service gaps, review alternatives and enhancements, and make recommendations that will address the needs of the system's users. The end goal is to produce a blueprint of recommendations that considers the community's needs and is the best interests of the City and its residents. Authority: The Blue Ribbon Committee has the authority to collect information needed to examine the scope of work delineated. City Staff and related boards/committees should serve as resources to the Committee. Participating City staff are requested to' devote a reasonable amount of time and resources toward the completion of the scope of work. The Blue Ribbon Committee is an advisory body and does not have the authority to make binding decisions. Members: The recommended composition of the Blue Ribbon Committee is as follows: r Lisa Austin - Scott Rakow Youth Center Board representative Mark Baranek - Middle Beach Resident Andrew Batavia - Barrier Free Committee representative Regina Berman - North Beach Resident Jay Chipy - North Beach Resident Gary Heffner - Parks & Recreation Facilities Board representative Brenda Jordan - North Beach Resident Jodie Knofsky - Middle Beach Resident Debra Leibowitz - South Beach Resident Scott Lipman - Golf Advisory Committee representative Julio Magrisso - North Beach Resident Aileen Phelan - South Beach Resident Michelle Rivera - Committee for Quality Education representative Dr. Jacqueline Salazar - Middle Beach Resident Stacey Shane-Nusbaum - Middle Beach Resident Amy Turkel - South Beach Resident The membership of the Blue Ribbon Committee represents a cross section of residents. Although each member could be construed to represent a particular constituency, it is expected that each member will act in the best interest of the City. The members of the Committee are expected tp serve until the Work Product is completed. The Committee Chair will be elected at the first meeting of the Blue Ribbon Committee by a majority of the members. The Neighborhoods Services Department, along with the Office of Children Affairs and the Parks and Recreation Department will provide support r 37 and other resources for the Blue Ribbon Committee. The Committee will be free to -. assign its members to specific duties consistent with this charter, if needed, and will also be able to create subcommittees, or other smaller works groups, to examine information. Meetings: The meetings of the Blue Ribbon Committee are expected to be open to the public and its meeting times and places will be advertised consistent with noticing requirements prior to commencement. The Committee will need to determine the frequency and length of meetings, as well as the format and types of information to be discussed at the meetings. The Blue Ribbon Committee will keep records of its meetings and will be open for inspection by the public. Point of Contact: The Blue Ribbon Committee's Point of Contact with the City Administration will be the City Manager. The Committee Chair is expected to provide the City Manager with updates at least once per month and, more frequently, if significant milestones are reached or if significant issues arise requiring further guidance. The Blue Ribbon Committee will meet with the City Manager to present the final Work Product and recommendations. Background: The Recreation Division has been committed to providing recreational activities and facilities for people of all cultures, ages and abilities. The Recreation Division strives to offer new and exciting programs and classes to meet the ever-changing needs of our residents. They work cooperatively with governmental and community organizations such as Miami-Dade County Public Schools, Police Athletic League, Boys and Girls Club, area homeowners' associations and other civic groups, to offer recreational and educational programs. -., The Recreation Division offers a wide variety of programs and activities at the following facilities: Six major parks: Flamingo Park North Shore Open Space Park South Pointe Park Fairway Park Normandy Isle Park North Shore Park Thirteen neighborhood playgrounds: La Gorce Park Crespi Park Island View Park Palm Island Park Fisher Park Lummus Park "'"'" 38 r Pine Tree Park . Muss Park Normandy Shores Park Stillwater Park Tatum Park Polo Park Ocean Beach Park Two tennis centers: North Shore Tennis Center Flamingo Park Tennis Center Three pools: Flamingo Park Pool Normandy Isles Park Pool Scott Rakow Youth Center Pool Four community centers: 21st Street Recreation Center North Shore Activity & Bandshell North Shore Community Center Ocean Front Auditorium One (1) handball/racquetball center and eighteen (18) neighborhood tennis courts r The Division's facilities' and programs are further enhanced by the Scott Rakow Youth Center, a multi-purpose facility that houses an ice skating rink, bowling lanes, swimming pool, gymnasium, game room, and party facilities. Attached is a copy of the Recreation Division's 2001 Summer Recreation Review that lists the current parks, programs and facilities available for the use of our residents. . The Division is comprised of two sections: Neighborhood/Community Recreation Centers and Major Parks/Athletics. Neighborhood/Community Recreation Centers include neighborhood parks, community centers and the Scott Rakow Youth Center. Leisure service professionals conduct pre-school and after school programs, specialty camps and summer day camps for children of all ages. Children also have the opportunity to participate in a variety of classes such as cheerleading, swimming, ice skating, hockey, gymnastics, music and dance. Activities for adults and seniors, offered at community centers, include bridge, aerobics, yoga, and line dancing. Cultural and performing arts activities include concerts, dances and intergenerational workshops. The Major Parks/Athletics section is responsible for conducting citywide athletic leagues and programs. Youth can participate in a variety of sports including football, soccer, baseball, softball and basketball. Major parks, such as North Shore and Flamingo Parks serve as the backdrop for varied sporting and themed events. r , For more than thirty-five years, the Recreation Division has provided therapeutic recreation for developmentally disabled adults. The Division's 39 North Shore / Margaret M. Swett Social Club provides recreation and social activities for ~ persons of all ages with varying disabilities. These include wheelchair basketball and tennis, adapted aquatics, training for families with autistic children, a Guild for the Blind and Special Olympics. The Recreation Division offers holiday and themed events conducted on an annual basis. Residents and tourists alike can enjoy an Easter Extravaganza, ice skating and gymnastics shows, the Playground Revue (now in its 58th year), July 4th celebrations, Trick or Treat Street and the annual Halloween Haunted House. Duration: The Blue Ribbon Committee shall meet until the required tasks are completed. This process is anticipated to take several months. ~ .- , 40 r- THE GROUP HEALTH INSURANCE TASK FORCE The Group Health Insurance Task Force was created with the intent purpose of addressing the City's continuing and growing challenges in the area of Group Health Insurance. The work of the Task Force includes the examination of benefit levels, plan design, cost, coverage, and a measure of the impact of any adopted changes to the affected employee and retiree groups. The end product of the Task Force is intended to be implementable solutions that fairly and reasonably address our employee needs. The scope of work is limited to an examination of how the City provides the benefit to its employees and making recommendations for improvements in either benefit structure or benefit delivery. The group is tasked with recommending short and long term solutions that are in the best interest of the City. Hence a primary focus is the .formulation of solutions that equally address the needs of all employee groups and retirees. The Task Force is comprised of a cross section of employees and residents that have experience with health insurance and/or a vested interest in the recommendations of the group. For example, one of the Co-Chairs, Bruce Davidson, is a retired executive of Blue Cross/Blue Shield. Other members include representatives of the City's labor unions, professional employees, a retiree, and members of the Budget Advisory Committee, the Group Health Insurance Board, and the Health Advisory Committee. The Task Force started its work in July of 2001 and is expected to complete its recommendations in January 2002. r The following is the Charter for the Group Health Insurance Task Force: On March 2, 2001, Commissioner Simon Cruz wrote a memorandum to City Manager Jorge M. Gonzalez asking that the establishment of a Citizen/Staff Task Force on Group Health Insurance be referred to the Finance and Citywide Projects Committee. The matter was referred to the Finance and Citywide Projects Committee by the City Commission at their March 14,2001 meeting. The Finance and Citywide Projects Committee met on March 20, 2001, and approved the establishment of a Citizen/Staff Task Force on Group Health Insurance. The Finance and Citywide Projects Committee recommended their approval in a report to the City Commission on April 18, 2001. This document serves as the initial Charter for this Task Force. Purpose: The purpose ofthe Task Force is to develop a comprehensive solution that addresses the City's continuing and growing challenges in the area of group health insurance. This includes the examination of benefit levels, plan design, cost, coverage, and a measure of the impact to any adopted changes to the affected employee and retiree groups. r 41 .~ Work Product: The Task Force is expected to develop a series of written, viable alternatives for the design of the City's Group Health Insurance Program(s) for consideration by the City Manager and the City Commission. Included with each alternative should be an explanation of the design, cost, impact to employees and retirees, advantages, and disadvantages. The Task Force should make and justify their recommendation of the best available solution. Recommendations may be split into short-term and long-term objectives. Scope of Work: The Task Force is limited to an examination of how Group Health Insurance is provided and to making recommendations for improving the provision of Group Health Insurance to all City employees and retirees at a reasonable cost. The Task Force should take the perspective that the end goal is intended to be in the best interest of the City - albeit, providing full attention to the benefits derived from a workforce that is receiving quality health insurance. The Task Force should be mindful of the Scope of Work and make every effort to maintain a focus on this important and complex issue. Authoritv: The Task Force has the authority to collect information needed to examine the Scope of Work. City Staff members should make a concerted effort to attend Task Force meetings and to complete follow-up and related work between meetings as this is a priority of the City. Department Directors are requested to provide employees who are Task Force members a reasonable amount of time and latitude to redirect their .efforts towards the completion of the Scope of Work. -.... The Task Force is an advisory body and does not have the ability to make binding decisions. Leaal Mandates: The Task Force must consider and incorporate the legal obligations contained within the State Statutes, City Charter, City Code, Collective Bargaining Agreements, Group Insurance Board regulations, and any other legally binding authority that affects the City's Group Health Insurance program(s). Alternatives may be developed and considered for the modification of some or all of the respective sources of legal requirements, but processes, including timelines and an estimate of viability should accompany such alternatives. Task Force representatives from the City's Risk Management Division will make available copies of the various legal obligations and will provide the City's interpretation of the -. obligations. 42 r Members: The recommended composition of the Task Force is as follows: Clifton Leonard, Risk Manager Mary Greenwood, Labor Relations Tim Hemstreet, Special Assistant to City Manager Eric Yuhr, Fire Division Chief John Toledo, Property Management Assistant Director FOP Representative IAFF Representative GSAF Representative CWA Representative AFSME Representative Jerry (Dee Dee) Weithorn, Budget Advisory Committee Marc Jacobson, Budget Advisory Committee Bruce Davidson, Budget Advisory Committee Buddy Dresner, Group Insurance Board (Retiree) Roberto Sanchez, Health Care Consultant Holly Wallack, Health Advisory Committee Phyllis Miller, Citizen r The membership of the Task Force represents a cross section of employees and residents. Although each member could be construed to represent a particular constituency, it is expected that each member will act in the best interest of the City. Members are also charged with keeping their individual constituencies up-to-date with the activities of the Task Force and are encouraged to pass on the perspectives of those they represent. The Task Force Chair will be appointed by the City Manager. Risk Management will serve as the primary staff agency that will provide analytical support and other resources for the Task Force. The Task Force will be free to assign its members to specific duties consistent with this charter, if needed, and will also be able to create subcommittees, or other smaller work groups, to examine information. Meetinas: The meetings of the Task Force are expected to be open to the public and their meeting times and places will be posted at least 48 hours prior to commencement. The Task Force will need to determine the frequency and length of meetings, as well as the format and types of information to be discussed at the meetings. The Task Force will keep records of its meetings which will be open for public inspection. r Point of Contact: The Point of Contact with the City Administration for the Task Force .will be the City Manager. The Task Force Chair is expected to 43 Backaround: update the City Manager at least once per month, and more .-.., frequently if significant milestones are reached or significant issues arise that require guidance. The Task Force will meet with the City Manager to present the final Work Product and recommendations, although more frequent meetings can be arranged through the Task Force Chair or at the request of the City Manager. The City of Miami Beach employs approximately 1,700 employees, the majority of which live in Miami-Dade and Broward Counties. The City has approximately 1,300 retired employees, of which about half live in the South Florida area and the majority of the other half live in other areas of Florida. There is a small population of retirees living in other areas of the United States. , The City currently contracts with Humana for the Group Managed Medical Care. The plan. is fully insured and experience rated. The City has contracted with Humana for the Group Managed Medical Care since November 1,1987. The current contract is in effect through September 30.2001. The City currently offers Managed Care Medical (PPO), Point of Service (POS), HMO, and Medicare Supplement Plans. The PPO, POS, and HMO plans are available to all full-time eligible "'"'" employees; all four plans are available to retirees as per City Ordinance. City Charter specifies that the City and the employee will split the cost of insurance evenly, meaning City pays 50% of the premium and the employee pays 50% of the premium. Currently, all General Employees, classified and unclassified, are covered by one of the three Humana plans unless they waive health insurance altogether. Since October 1, 1986, approximately 200 employees (all members of the fire fighters bargaining unit and some unclassified fire management employees), have had medical insurance coverage provided by the Florida Fire Fighters Health Insurance Trust Plan. Since January 1, 1991, approximately 300 employees (all members of the police officers bargaining unit and some unclassified police management employees) have had medical insurance coverage provided by the Miami Beach Fraternal Order of Police Health Trust. In both situations, the health insurance construct is pursuant to the respective collective bargaining agreement. The City pays to the respective health trust 90% of its per employee or family PPO payment. The City has experienced considerable increases with its Group ......... Health Insurance rates over the past few years. In response to this 44 r r r situation, the City has gone out for Bid and for RFP in an effort to procure more competitive rates for Group Health Insurance. The City has been unsuccessful in securing a Group Health InsiJrance provider that is able to meet the City's needs and cost containment goals. As a result, the City hired a Broker to assist with plan design and other activities to identify the best Group Health Insurance alternatives. . Duration: The Task Force is expected to conclude its work within six months of its inception. 45 NIGHTLIFE INDUSTRY TASK FORCE . On October 24, 2001, the NITE held their first meeting and elected Steve Polisar as the Chairman of the Task Force. The Committee set forth various issues that should be addressed by the Task Force and agreed to prioritize those issues before their next meeting. Members of the NITE include: 1. Ken Barrilich, Crobar Nightclub 2. Stuart Blumberg, Greater Miami and the Beaches Hotel Association 3. Anita Cachaldora, Tropigala 4. Ian Hendry, Clevelander Hotel 5. Roman Jones, Opium Garden 6. David Kelsey, South Beach Hotel & Restaurant Association 7. Noah Lazes, Level Nightclub 8. Eric Omares, Pearl Restaurant 9. Rodolphe Piper, BillBoard Live - Ocean Drive 10. Steve Polisar, Law Offices of Lubin & Polisar 11. Joanne Rabin, National Hotel 12.Alan Roth, Rumi Restaurant - Uncoln Road 13. Debora Sakin, China Grill 14. Gary Thoulouis, Event Broker 15. Dave Tornek, Touch 16.Michael Tronn, Promoter 17. Orlando Velasquez, Holiday Inn 18. Richard Trainor, TwistlTery Jackowitch, Salvation On November 13, 2001, the NITE held its second meeting and the City Attorney provided an overview of the "Government in the Sunshine" Law that would apply to the Task Force. Based upon that presentation, the task force members moved to disband the task force as a City task force and reconvened as an independent task force with continuing support from City staff and City public noticing advertisements. During the November 13,2001 NITE meeting, several motions were passed including the following: 1. Motion to disband as a City Task Force was moved by Steve Polisar and seconded by David Kelsey. All voted in favor with one nay by Stu Blumberg. Task Force then agreed to re-convene as an independent task force. 2. Motion to continue working with the City of Miami Beach staff by Steve Polisar seconded by David Kelsey. All voted unanimously. 3. Motion by Stu Blumberg and seconded by Roman Jones to recommend that the City 46 -.., ~ -\ r Manager extend the deferral of sidewalk cafe fees and occupational licenses to January 30, 2002. 4. A separate Motion was made that the City amend the City Code to provide for business fees to continue to be due on September 30, but no late fees or delinquency penalties apply until after January 31. Motion made by David Kelsey, amended by Stu Blumberg, and seconded by Roman Jones. 5. Motion to extend the operating hours of clubs to 7:00 a.m. on New Year's Weekend (December 28,2001 - December 31,2001) by Noah Lazes and seconded by Roman Jones. In a separate Economic Stimulus Report in this package, the City Manager has announced his intent to extend the payment dates for occupational licenses and sidewalk cafe fees. As was done in New Years Eve 2000 and Memorial Day Weekend 2001. if the City Commission is desirous of implementing the extension of club hours for New Year's weekend, adoption of the attached resolution will be required. ,-- r r 47 FIRE STATION #2 REHABILITATION AND BUILDING ADDITION --. The improvements being made to Fire Station No. 2 include full historic renovation of the existing facility, and an additional facility that will include apparatus bays and living quarters. STA Architectural Group (STA) is the architect/engineer (AlE) for the project. The completion of the design phase of the project is scheduled for Spring 2002. At the October 17, 2001 Commission meeting, the Commission approved an amendment to the contract with STA in the amount of $117,000. The amendment was for the addition of an Emergency Operations Center to the Fire Station No.2 project, the design of a drainage system for both the Fire Station and Public Works Yard facilities, and the design of a common entrance to both sites. STA submitted 90% construction drawings for the existing facility and 50% construction drawings for the new facility to the City at the end of October, which are under review. The City is still in the process of negotiating a Guaranteed Maximum Price (GMP) with Jasco Construction Company, Inc. (Jasco), the construction contractor for the project. The GMP will provide the City with a firm construction cost, leaving Jasco to absorb cost overruns. ~ ~ 48 r- FIRE STATION #4 GENERAL OBLIGATION BOND FUNDED PROJECT On September 20, 2001, the City Commission directed the Administration to pursue the option of developing the improvements to Fire Station NO.4 on the north half of the site. The project's program, as generally outlined by the City Commission consists of the following components: . Demolition of the west addition to the original Fire Station. . Construction of a new Fire Station facility contiguous to existing one. . Renovation of the existing Fire Station facility, currently proposed for historic site designation, including general structural upgrades, existing fa9ade renovation, lobby area and existing stairwell renovation. . Any additional improvements necessary to render the existing building compliant with current Codes. Moreover, due to site constraints, the Police Substation, originally proposed to be combined with the new Fire Station, would remain at present location. In the interim, a series of meetings were conducted by the Capital Improvements Projects (CIP) Office with the participation of relevant Fire Department personnel, representatives from URS, the project's program manager, and MC Harry and Associates, Inc., the City's consultant. The goal of those meetings is to reach a consensus relating to the necessary revision and re-adjustment to the project's scope, in accordance to the r available budget, the' expressed needs of the Fire Department's personnel, and the directives outlined by the City Commission on September 20, 2001. At this time, the Administration is finalizing the second Amendment to MC Harry and Associates' Professional Services Agreement. Upon form approval by the City Attorney's Office and execution of such Amendment by the Mayor and City Clerk, a notice will be issued to MC Harry and Associates, Inc., to proceed with the schematic and design development of the project. Other proiect milestones: . October 9, 2001: The Historic Preservation Board granted a continuance to the December 11, 2001 meeting. . October 10, 2001:A meeting with MC Harry and Associates and URS to review and adjust the project's scope according to City Commission's directives for the project was held. . November 1,2001: CIP, Fire Department, and URS relevant staff met to confirm the revised project's program and approve the preliminary space analysis developed by the City consultant, which reflects the new directive for the project. In the interim, the Administration will continue informing the Mayor and City Commission of all the important events having an impact on the development of the Project. r 49 ..