2001-24313 RESO
RESOLUTION NO. 2001-24313
RESOLUTION OF THE MAYOR AND CITY COMMISSION OF
THE CITY OF MIAMI BEACH, FLORIDA, AUTHORIZING THE
MAYOR AND CITY COMMISSION TO PROCEED WITH THE
CONTRACT FOR SALE AND PURCHASE WITH THEATRE
REALTY, INC. WITH RESPECT TO ACQUISITION OF THE
BYRON-CARLYLE THEATER, LOCATED AT 500 71sT
STREET, MIAMI BEACH, FLORIDA.
WHEREAS, on September 27, 2000, the Mayor and City Commission adopted
Resolution No. 2000-24104, establishing two committees to: (1) negotiate with the
owner of the Byron Carlyle Theater, located at 500 7151 Street, (the "Property")
concerning the possible acquisition of the Property by the City, chaired by Commissioner
Jose Smith ("Negotiating Committee"); and (2) meet with the representatives of cultural
arts groups and other potential users to discuss potential uses for the property and
funding strategies for its acquisition, chaired by Commissioner Nancy Liebman
("Program Uses and Operational Committee"); and
WHEREAS, as reported to the Mayor and City Commission on February 21,
2001, both the Negotiating and the Program Uses and Operational Committees met over
the past six {6) months, and have outlined the acquisition and projected renovation
costs, and reported on alternative operating and management plans, and the identified
and potential funding sources; and
WHEREAS, the Negotiating Committee met on several occasions with the
Property owner, Theatre Realty, Inc., and successfully negotiated a purchase price
of$1.7 million, which was reduced by $500,000 from the initial asking price of $2.2
million; and
WHEREAS, on January 10, 2001, the Mayor and City Commission adopted
Resolution No. 2001-24229, appropriating 10% of the $1.7 million purchase price, or
$170,000, to be deposited in escrow, pursuant to the Contract for Sale and Purchase
between Theater Realty, Inc. and the City for the acquisition of the Property (the
Contract); and
WHEREAS, on February 21, 2001 the City Commission authorized an
amendment to the Contract to extend the due diligence period by thirty (30) days to April
10, 2001, and the closing timeframe to 120 days; and
WHEREAS, the Byron-Carlyle Renovation Project is deemed an important
component of the North Beach revitalization strategy; and
WHEREAS, it is believed that funding sources for renovation of the Property will
become available, and that the City would miss a valuable opportunity by canceling the
Contract for Purchase and Sale.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that he yor and City
Commission hereby authorize the City to proceed with the tra or Sale and
Purchase with respect to acquisition of the Byron-Carlyle Theater
PASSED and ADOPTED this 28th day of March, 2001.
MAYO
:rl1uJ e f),tdJJA.
CITY CLERK ROBERT PARCHER
APPROVED AS TO
FORM & LANGUAGE
& FOR EX CUTION
~
COMMISSION MEMORANDUM NO. Ig S - 0 I
CITY OF MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
htlp,\\Ci,miami-beach,fl,us
TO:
FROM:
Mayor Neisen O. Kasdin and
Members ofthe City Commission
Jorge M. Gonzalez G..Jff-?W1.
City Manager
DATE: March 28, 2001
SUBJECT:
A RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, AUTHORIZING THE MAYOR AND
CITY CLERK TO CANCEL THE CONTRACT FOR SALE AND PURCHASE
BETWEEN THEATRE REALTY, INC. AND THE CITY OF MIAMI BEACH
WITH RESPECT TO ACQUISITION OF THE BYRON-CARLYLE
THEATER.
ADMINISTRATION RECOMMENDATION
Adopt the Resolution.
ANALYSIS
On September 27,2000, the Mayor and City Commission adopted Resolution No. 2000-24104
establishing two committees to (I) negotiate with the owner of the Byron Carlyle Theater concerning
the possible acquisition of the property by the City, chaired by Commissioner Jose Smith
("Negotiating Committee") and (2) meet with the representatives of cultural arts groups and other
potential users to discuss potential uses for the property and funding strategies for its acquisition,
chaired by Commissioner Nancy Liebman ("Program Uses and Operational Committee").
As reported on February 21, 2001, both the Negotiating and the Program Uses and Operational
Committee have met over the past six (6) months and this memorandum outlines the acquisition and
projected renovation costs, summarizes the report on alternative operating and management plans
and the identified and potential funding sources. The City, through the exhaustive efforts of both
the Committees, has performed a thorough and detailed analysis and as a result ofthe findings to
date, as presented below, the Administration is unable to recommend that the City proceed with the
Contract for Sale and Purchase between Theatre Realty, Inc. and the City of Miami Beach to acquire
the Byron-Carlyle Theater, at this time.
Acquisition and Prqjected Renovation Cost:
The Negotiating Committee, chaired by Commissioner Jose Smith, met on several occasions with
the property owner and successfully negotiated a purchase price of $1. 7, which was reduced by
$500,000 from the initial asking price of$2.2 million.
On November 29,2000, a status report was presented to the City Comtnission on the progress of
both Committees' work. In accordance therewith, a motion was passed directing the City to execute
a Sale and Purchase Agreement with a 60 day option on the property for $1.7 million.
AGENDA ITEM ~~J)
DATE -'2~-C I
March 28, 2001
Commission Memorandum
Byron Carlyle
Page 2
On January 10, 2001, the Mayor and City Commission adopted Resolution No. 2001-24229
appropriating 10% of the $1.7 million purchase price, or $170,000, to be deposited in escrow
pursuant to the Contract for Sale and Purchase between Theater Realty, Inc. and the City of Miami
Beach for the acquisition of the Byron-Carlyle Theater. The contract provided for a 60 day
investigation period and for a 90 day closing timeframe. The contract could be terminated anytime
within the 60 days and the deposit would be fully refundable.
Based on preliminary renovation cost information, on February 12,2001, the Finance Committee
reviewed the Administration's recommendation and deferred discussion/action to February 15, 2001.
The Negotiating Committee was able to obtain a 30 day extension to the Contract for Sale and
Purchase to evaluate potential reductions to the renovation scope of work and revised operating
proposals for the management of the facility. Accordingly, on February 21, 2001 the City
Commission authorized an amendment to the contract to extend the investigation period by 30 days
to April 1 0, 2001 and the closing timeframe to 120 days. It should be noted that if the City proceeds
with this contract, and does not cancel as recommended, and if the closing does not occur 120 days
from the execution of the contract, the seller will impose a monthly rental of $19,500, which
represents a 10% lease rate on the purchase price plus a pro-rata share of taxes and insurance. The
rent will be imposed until such time as the closing takes place and will not be credited against the
purchase price.
On January 10,2001, the City Commission also allocated $20,000 to conduct a preliminary site
assessment/surveys and to engage a consultant to develop an operational plan for the Byron-Carlyle
Theater. During the initial 90 day due diligence period, the Administration has conducted studies
and performed an operational analysis to determine if it is viable to proceed with the acquisition of
the Byron-Carlyle.
,At the same time, Bernard Zyscovich has donated his services to develop preliminary schematic
drawings (see attached) based on input received from the Program Uses and Operational Committee.
The preliminary schematics contemplate a large performance theater with 200 stadium seating
(convert 2 existing theaters into I functional theater creating a backstage with dressing rooms), 2
rehearsal halls and dance studios, a black box theater, a concession/cafe in the lobby area, 6,000 sf
of office space on the 2nd floor and a small management office on the I st floor.
The City's Property Management Director has ordered a roof and asbestos survey. The asbestos
survey reflects cellulite asbestos in the perimeter plaster of the building, in the floor tiles in the
theater and in the HV AC duct work. The Property Management Director has also determined that
based upon the roof survey, the roof must be replaced and all insulation and lightweight concrete
must be replaced. Additionally, a new HV AC system will be required. The floor tiling may be
encapsulated as part of the renovation project.
Based upon the preliminary sketches provided, the City's Property Management Director has
provided a range of estimated renovation costs ranging from (A) $6.2 million for a finished
renovation project, (B) $5 million for a reduced renovation project, and (C) $3 million for an
unimproved shell. (See attached Exhibit 1) These costs are in addition to the $1.7 million purchase
price.
March 28, 2001
Commission Memorandum
Byron Carlyle
Page 3
During the additional 30 day investigation period, staffhad an opportunity to review a reduced scope
of work ("C" above) to be performed and determined it was not viable because it would limit the
City's ability to achieve a successful reuse of the facility and the objectives of the arts community.
Therefore, it was determined that the combined acquisition and renovation cost would, at a
minimum, cost $6.7 million and potentially reach $7.9 million. Based on the extensive costs to
renovate, the negotiating committee deemed the project economically unfeasible.
Operatin~ Mana~ement Plan:
Over the past six (6) months, the City has aggressively pursued development of an operational and
financing plan to accomplish the acquisition and renovation of the Byron-Carlyle theater. The
attached report and memorandum from Commissioner Liebman details the efforts to date by the
Program Uses and Operational Committee and includes a draft of the alternative operating and
management plans, prepared by the City's consultant.
As reported on February 21, 2001, the City contracted Merle Gordon Dowling to develop an
operational and management plan for the facility. This study has identified the uses and potential
users to be programmed on-site and identified alternative scenarios for the management of the
facility and on-going coordination of users and uses.
Merle prepared four revenue and expense projections which, in summary, reflect the following:
Scenario 1: As an incubator project, the estimated deficit over the first four years would be
projected at an average of approximately $190,000/year.
Scenario 2A: This scenario contemplates a resident theater with an incubator component and
projects an estimated deficit over the first four years of $150,000/year.
Scenario 2B: This scenario modifies scenario 2A by reducing the rehearsal/dance area within the
project and incorporates a commercial component that could generate up to $75,000/year. This
includes a resident theater with an incubator component/permanent office space, commercial ground
floor area and a black box theater and projects an average annual deficit of $90,000/year.
Scenario 3: This scenario is the same as scenario 2B but reflects a declining deficit ranging from
$IIO,OOO/year reducing to $35,000/year because it contemplates the City would allocate a budget
line item to fund a cultural venue coordinator and staff positions to manage and promote all City
cultural/performance venues.
While the Program Uses and Operational Committee favors Scenario 1 because it would adequately
address the needs of the cultural arts groups, the Committee is cognizant of the financial constraints
of this scenario. Scenario 2B was recommended by consensus and it appears to provide a balanced
programming plan, which will reduce the annual subsidy required and may help defray renovation
costs.
March 28,2001
Commission Memorandum
Byron Carlyle
Page 4
Financin~ Plan:
As stated above, the "Renovated Byron-Carlyle Theater Project" will require an investment ranging
between $6.7 million - $7.9 million, not inclusive of the annual operating deficit that will be
generated.
Over the past 4 months, staff has worked diligently to identify potential funding sources. The
funding sources identified consist of Quality of Life funds, Commercial Facade Renovation Funds,
local State, Federal and private grant sources and Convention Development Tax (CDT) revenue.
Ofthe approximate $7 million projected total cost, only $700,000 of funding from Quality of Life
and commercial facade funds have been earmarked as described below. Therefore, to accomplish
the acquisition and optimal renovation plan would require the City to front in excess of $6 million
in General Funds to be reimbursed from future grant/CDT funding sources, when they become
available.
On January 30, 2001, the North Beach Development Corporation (NBDC) held a Quality of Life
Committee meeting and recommended allocating $150,000 from FY 2000 and $150,000 from FY
2001 Quality of Life funds towards the renovation of the Byron-Carlyle facility. Additionally, the
Committee recommended continuing a pro-rata allocation, i.e. 23% of the total annual Quality of
Life funding allocated to North Beach, over a period of 10 years to establish an endowment to fund
operational needs/operating deficit generated by the renovated Byron-Carlyle theater project. It was
anticipated that the City would fund any necessary subsidy during the establishment of the
endowment.
Additionally, NBDC has identified $150,000 ofFY 2000 and $150,000 ofFY 2001 Commercial
Facade Rehabilitation Funding provided to NBDC through the CDBG program. To this end,
'MBCDC has also committed an allocation of $1 00,000 for the Byron-Carlyle renovation project.
Thereby, the City has identified $700,000 of funding through Quality of Life and Commercial
Facade Renovation funds to be contributed towards the renovation project.
Other funding sources have been identified but will not become available until FY2002 and beyond.
Capital grants through the Miami-Dade Cultural Facilities Grant Program, the State Cultural
Facilities Grant Program, as a Federal Economic Development Initiative, and through private grant
sources, such as the Kreskge Foundation can be pursued. To this end, staff is assembling grant
applications and the City has included the Byron-Carlyle project in this year's federal legislative
priorities; but again funding may only become available at some point in the future. Additionally,
available future Convention Development Tax funds may be earmarked towards this project once
a final agreement is reached between the City of Miami Beach and Miami-Dade County relative to
the proposed Marlins BaseballlP AC financing plan.
At this time, firm funding commitments have not been identified for the full renovation cost of the
renovated Byron-Carlyle Theater project. Optimally, the majority of the funding should be in place
at the time of acquisition. Past success in accessing the aforementioned funding sources identified
indicate strong likelihood of favorable consideration for future funding. However, given the
combined cost of approximately $7.2 million, of which only $700,000 has been identified, the
March 28, 2001
Commission Memorandum
Byron Carlyle
Page 5
Administration cannot recommend proceeding with the acquisition of the Byron-Carlyle at this time.
CONCLUSION
Attached to this memorandum is a Resolution adopted by NBDC on March 20, 2001, expressing
their unanimous support for the City to proceed with the acquisition of the Byron-Carlyle and the
importance of the cultural arts in the economic development efforts of this City. The attached
memorandum from the Program Uses and Operation Committee similarly recommends that the City
acquire the facility. NBDC concurs with the Cultural Arts groups and recognizes that securing space
and establishing a cultural arts presence in North Beach is the primary objective, while expressing
a preference to locate the cultural arts users and NBDC's offices in the Byron-Carlyle. NBDC has
reiterated their strong desire to secure a cultural component as a key element of North Beach's
revitalization efforts.
While the Byron-Carlyle renovation project is deemed an important component of the North Beach
revitalization strategy, the Administration is unable to recommend that the City proceed with its
acquisition absent a funded identified re-use for the facility. The Negotiating Committee further
contacted Wometco to explore the possibility ofreducing the purchase price or obtaining a right of
first refusal, both which were denied. W ometco asserts that a private developer is interested in
acquiring the facility ifthe City cancels its contract.
If the Commission concurs with the Administration's recommendation and a private developer
acquires the facility, this will help eliminate the presence of "slum and blight", as the facility is
commonly referred to, since it is closed and non-operational. Furthermore, if sold to a private
developer, a public- private use may still be negotiated and would not necessarily be precluded.
However, if the City were to proceed with the acquisition, absent funding for renovation of the
, facility, the Byron-Carlyle will remain closed and vacant pending identification of secure funding
and a viable renovation/operating plan.
It should be noted that the City may still incorporate a cultural component to any future development
proposed on the 72nd Street parcel. At the same time, the Administration will continue to explore
and diligently pursue funding to accomplish the acquisition and renovation of the theater, if it is not
sold otherwise.
JMG/CMC/rar
T:\AGENDA\2001\MAR2801\REGULARIBYRON _ CA.eM
RESOLUTION NO.
RESOLUTION OF THE MAYOR AND CITY COMMISSION OF THE
CITY OF MIAMI BEACH, FLORIDA, AUTHORIZING THE MAYOR
AND CITY CLERK TO CANCEL THE CONTRACT FOR SALE AND
PURCHASE BETWEEN THEATRE REALTY, INC. AND THE CITY
OF MIAMI BEACH WITH RESPECT TO ACQUISITION OF THE
BYRON-CARLYLE THEATER.
WHEREAS, on September 27, 2000, the Mayor and City Commission adopted Resolution
No. 2000-24104, establishing two committees to (1) negotiate with the owner ofthe Byron Carlyle
Theater concerning the possible acquisition of the property by the City, chaired by Commissioner
Jose Smith ("Negotiating Committee"); and (2) meet with the representatives of cultural arts groups
and other potential users to discuss potential uses for the property and funding strategies for its
acquisition, chaired by Commissioner Nancy Liebman ("Program Uses and Operational
Committee"); and
WHEREAS, as reported to the Mayor and City Commission on February 21, 2001, both the
Negotiating and the Program Uses and Operational Committee have met over the past six (6) months
and have outlined the acquisition and projected renovation costs, and reported on alternative
operating and management plans and the identified and potential funding sources; and
WHEREAS, as a result of the findings to date, as presented below, the Administration is
recommending that the Contract for Sale and Purchase between Theatre Realty, Inc. and the City of
Miami Beach to acquire the Byron-Carlyle Theater be canceled; and
WHEREAS, the Negotiating Committee, chaired by Commissioner Jose Smith, met on
several occasions with the property owner, Wometco, and successfully negotiated a purchase price
of$1.7, which was reduced by $500,000 from the initial asking price of$2,2 million; and
WHEREAS, on November 29,2000, a status report was presented to the Mayor and City
Commission on the progress of both Committees' work and, in accordance therewith, a motion was
passed directing the City to execute a Sale and Purchase Agreement with a 60 day option on the
property for $1.7 million; and
WHEREAS, on January 10, 2001, the Mayor and City Commission adopted Resolution No.
2001-24229 appropriating 10% of the $1.7 million purchase price, or $170,000, to be deposited in
escrow pursuant to the Contract for Sale and Purchase between Theater Realty, Inc. and the City of
Miami Beach for the acquisition ofthe Byron-Carlyle Theater (the Contract); and
WHEREAS, the Contract provided a 60 day investigation period and for a 90 day closing
time frame, and could be terminated anytime within the 60 days, with the deposit fully refundable;
and
WHEREAS, on February 21, 2001 the City Commission authorized an amendment to the
contract to extend the investigation period by 30 days to April 10, 2001 and the closing timeframe
to 120 days; and
T:\AGENDA\2001\MAR2801\REGULAR\BYRON_CA.RES
WHEREAS, on February 12,2001, the Finance Committee reviewed the Administration's
recommendation and deferred discussion/action to February 15,2001 to evaluate potential reductions
to the renovation scope of work and revised operating proposals for the management ofthe facility;
and
WHEREAS, on January 10,2001, the Mayor and City Commission also allocated $20,000
to conduct a preliminary site assessment/surveys and to engage a consultant to develop an
operational plan for the Byron-Carlyle Theater; and
WHEREAS, during the initial 90 day diligence period, the Administration has conducted
studies and performed an operational analysis to determine if it is viable to proceed with the
acquisition of the Byron-Carlyle; and
WHEREAS, the City's Property Management Director has ordered a roof and asbestos
survey and, at the same time, Bernard Zyscovich has donated his services to develop preliminary
schematic drawings based on input received from the Program Uses and Operational Committee;
and
WHEREAS, based upon the preliminary sketches provided, the City's Property Management
Director has provided a range of estimated renovation costs, in excess of the $1.7 million purchase
price, ranging from (A) $6.2 million for a finished renovation project, (B) $5 million for a reduced
renovation project, and (C) $3 million for an unimproved shell; and
WHEREAS, during the additional 30 day investigation period, staff had an opportunity to
review a reduced scope of work ("C" above) to be performed and determined it was not viable
because it would limit the City's ability to achieve a successful reuse of the facility and the
objectives of the arts community; and
WHEREAS, the additional 30 day investigation period will afford staff with an opportunity
to review a reduced scope of work to be performed while still achieving the objectives of the arts
community; and
WHEREAS, as reported on February 21, 2001, the City engaged Merle Gordon Dowling
to develop an operational and management plan for the facility that has identified the uses and
potential users to be programmed on-site and identified alternative scenarios for the management
of the facility and on-going coordination of users and uses; and
WHEREAS, Ms. Dowling prepared four (4) revenue and expense projections which reflect
projected deficits at the facility; and
WHEREAS, as stated above, the "Renovated Byron-Carlyle Theater Project" will require
an investment ranging between $6.7 million - $7.9 million, not inclusive of the annual operating
deficit that will be generated; and
WHEREAS, of the approximate $7 million projected total cost, only $700,000 of funding
from Quality of Life and commercial facade funds have been earmarked by North Beach
Development Corporation; and
T:\AGENDA\2001\MAR2801\REGULAR\BYRON_CA.RES
WHEREAS, other funding sources have been identified but will not become available until
Fiscal Year 2002 and beyond, consisting of capital grants through the Miami-Dade Cultural
Facilities Grant Program; the State Cultural Facilities Grant Program; a Federal Economic
Development Initiative; through private grant sources, such as the Kreskge Foundation; and future
Convention Development Tax funds; and
WHEREAS, at this time, firm funding commitments have not been identified for the full
renovation cost of the renovated Byron-Carlyle Theater Project and optimally, the majority of the
funding should be in place at the time of acquisition; and
WHEREAS, given the combined cost of approximately $7 million, of which only $700,000
has been identified, the Administration cannot recommend proceeding with the acquisition of the
Byron-Carlyle at this time; and
WHEREAS, while the Byron-Carlyle renovation project is deemed an important component
of the North Beach revitalization strategy, the Administration is unable to recommend that tj1e City
proceed with its acquisition absent a funded identified re-Use for the facility; and
WHEREAS, the Administration has contacted Wometco to explore the possibility of
reducing the purchase price or obtaining a right of first refusal, both which were denied; and
WHEREAS, Wometco asserts that a private developer is interested in acquiring the facility
ifthe City cancels its contract; and
WHEREAS, the City may still incorporate a cultural component to any future development
proposed on the 72nd Street parcel and continue to the Administration will continue to explore and
diligently pursue funding to accomplish the acquisition and renovation of the theater, if it is not sold
otherwise.
NOW THEREFORE, BE IT DULY RESOLVED BY THE MAYOR AND CITY
COMMISSION OF THE CITY OF MIAMI BEACH, FLORIDA, that the Mayor and City
Commission herein authorize the Mayor and City Clerk to cancel the contract for Sale and Purchase
between Theatre Realty, Inc. and the City of Miami Beach with respect to acquisition ofthe Byron-
Carlyle Theater.
PASSED and ADOPTED this 28'h day of March, 2001.
MAYOR
ATTEST:
CITY CLERK
APPRCM5DM1O
FORM aL.ANGUNII
, FORE.XEOU1lCIII
JMG/CMC/rar
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BUDGET COST ESTIMATE
Project: Byron Carlyle Theater February 6, 2001 (~)
Location: 500 71th Street Miami Beach, Florida ~1)lJGei)
?hiied,-
Prepared By: City of Miami Beach Property Management (A) (~) OD-S.f
DMSION WORK ESTIMATED CONTINGENCY U%GENERAL TOTAL BID ~ RlI:l~GtI? ui 1 Nil .filJl~
NO. CLASSIFICATION BASE COST 10% CONTRACTOR FORECAST Fhj)t.G-+-~
BOND 6>;.1- I ~~Ji~...... slo
,"'....,O>JS 1
001 Gal...1 Requiromeols 83S0,OOO 83S,OOO 8S,2S0 8 3S0,OOO .2.'N.oCO IS+,()O()
002 Dcmolitioo cd Sib: 8 2S0,OOO 8 2S,OOO 8 3,7S0 8 2S0,OOO
wad< .;15Dj i) liD .;ISO ;:l00
,
003 em..... Wad< $366,600 8 36,660 8 S,499 8 366,600 '150CQ) ';;~DI ~
(Level and mmorcc
Ooon)
004 Mu<>Jry Wod< 8 80,000 8 8,000 81,200 8 80,000 UJpO U -
S... Cut BOd PlaIIer
OOS Elev810r md HaodiCllp 8 160,000 8 16,000 8 2,400 8 160,000 IloOjOOQ (~O/)i:lU
Lifts
006 Roof and roof 8 260,000 8 26,000 83900 8 260,000 )Itil,uuu :J(,D, wVQ
insulttioos
007 Door, Wmdows It 8 7S,OOO 8 7,SOO 81,I2S 8 7S,OOO i5, () D() -
GI... 1
008 SeccIld Floor SIru<ture 830S,OOO 830,SOO 84,s7S 8 30S,OOO 3OS, DDO 3ilS, <JDu
@ 6.080 "I. ll.
009 Fmiltbes (wau., 11-., 8 1,040,000 8 104,000 8 1 S,600 $ 1~040.000 ~"~J OOU -
coiliap ....)
DID Plumbing (mcludia& 82S0,OOO 8 2S,OOO S 3,7S0 8 2S0,OOO
ADA requin:malIa and .%ll,vDU <).<;0,0;;'0
fulures) '00 000*
011 ElO<1ric:al 8 3SO,OOO 8 3S,OOO S S,2'O 83S0,OOO .J.''5,D1)O I
012 HVACltduawad< 83S0,OOO 83S,OOO 8 S,2'O 8 3S0,OOO ~i'5Jl>b oJ .2,S/)()tJ
013 Fire PnUdim 8 200,000 820,,000 8 2,62' 8 200,000 .zUUIO~ U dUO/):; U
(oprinkIer _lIId
lire alarm_
014 AsbcaosA'h.t~ 8100,000 810,000 81,'00 8100,000 1l)~vOcJ I09vOO
aod fOClIpIlllaicla
01S Equipm<al (tb..... 8 600,000 8 60,000 8 9,000 8 600,000 IfOO/)il 0
Iigbtiag. riAia& -
_&""",d_>
016 AItE@IO% 8473,600 .3 SlO,DOO .2 ao, 000
Edmu.tHl Bac Cost with ME 8 ',210,200.00
Galeral Cmlraacr', Foe.. 10% $ 473,660.00 32;),000 J3u/DOc)
Galeral Cmlraacr'S Bcod "1.'% $ 71,049.00 510<1 Q 3Sj <:lUW
Ca1Iiagm<y" 10% $ 473,600.00 3~DJi)O,:) ~ao,DD0
TOTAL BUDGET ESTIMATE {" 2.1.2, S~ '\ 'Ie, 1'iTD'Cr~ -b 03'2. 000
J I ,
4IfSIJJl+~ DAJ(~ 'j
Christina Cuervo
From:
Sent:
To:
Subject:
T. Neil Fritz [nefritz@bellsouth.net]
Wednesday, March 21, 2001 9:03 AM
nbdc@bellsouth.net; ccuervo@ci.miami-beach.fl.u5
Byron-Carlyle Resolution
NORTH BEACH DEVELOPMENT CORPORATION
Resolution of the Board of Directors
Passed Unanimously - March 20th, 2001
WHEREAS the cultural arts has acted as a catalyst for economic
development and revitalization to communities throughout the nation as
is illustrated by the important role the cultural arts has played in the
economic development of Miami Beach and particularly its Lincoln Road
area; and
WHEREAS the North Beach community is supportive of the development of
the cultural/performing arts in the North Beach area and is committed to
creating a cultural facility of approximately 25,000 square feet for the
purpose of providing performance, office, and rehearsal space for
cultural/performing arts organizations; and
WHEREAS the North Beach community has stated its willingness to commit
significant ~Quality of LifeH resort tax revenues and other funding for
the development of this cultural facility; and
WHEREAS the Byron-Carlyle Theater and adjacent property comprise an
important opportunity for redevelopment in the North Beach area and are
for sale at a price of $1.7 million;
HEREBY the Board of Directors of the North Beach Development Corporation
urges the City Commission to purchase the property at a cost not to
exceed $1.7 million for the purpose of developing a cultural arts
facility or, if that project proves unfeasible, ensuring the property's
redevelopment through a use compatible to the overall objectives of the
City's Strategic Plan for North Beach.
T. Neil Fritz, Executive Director
North Beach Development Corporation http://gonorthbeach.com
1
CITY OF MIAMI BEACH
Office of the Mayor and City Commission
Interoffice Memorandum
m
To: Honorable Mayor and Members of the City Commission Date: March 21, 2001
From: Commissioner Nancy Liebmdf}/
Subject: Program Uses and Operational Committee Report on the Byron-Carlyle
On March 15, 2001, after several weekly meetings over the past four (4) months to discuss the
proposed operating and management plan for the Byron-Carlyle Theater, if acquired, the Program
Uses and Operational Committee adopted the following motion:
It is recommended that the City proceed with the acquisition of the Byron-Carlyle Theater
for the purpose of developing a cultural arts facility and if deemed unfeasible, then
proceeding with its acquisition for a purpose compatible with the redevelopment plans for
the North Beach area while, at the same time, securing approximately 25,000 sffor office,
rehearsal and performance space for the cultural arts groups and for North Beach
Development Corporation as part of North Beach's desire to include a cultural component
in its revitalization plans.
The committee adopted this motion as a result of the Administration's report on the extensive
renovation cost and the lack of secure funding to proceed with the renovation of the Byron-Carlyle.
The Committee expressed its recommendation for the City to acquire the facility based on:
. the favorable purchase price relative to the increasing market values being realized in North
Beach and thereby the purchase is deemed a good investment.
. this purchase will complement and enhance the $110 million of identified public investment
earmarked for North Beach, as reported on February 21,2001 to the City Commission.
. the City's ability to properly maintain and secure the site pending its future disposition,
. the City's ability to secure site control and program this facility's future role in North
Beach's strategic and revitalization plan.
While the Cultural Arts groups have expressed a preference to be located in the Byron-Carlyle, there
was recognition by the arts group that securing space and establishing their presence in North Beach
was their primary objective. Similarly, NBDC has reiterated their strong desire to secure a cultural
component as a key element of North Beach's revitalization efforts. Attached is the Resolution
adopted by NBDC expressing their desire to proceed with the acquisition and the importance of the
cultural arts in the economic development efforts of this City,
Attached to this report are articles demonstrating examples of other City's investments in cultural
facilities and the ultimate rewards and benefits derived therefrom.
As it relates to the Merle Dowling Gordon report, the Committee endorsed and reached consensus
that Scenario 2B represented the optimal and most efficient operating and management plan for the
facility, if acquired and renovated.
NL/JMG/CMC/rar
F\CMGR\SALL\CHRlSTrNVMG\B-CREPOR.LlE
-
Economic Viewpoint
BY JEFFREY E. GARTEN
CITIES: INVESTING IN CULTURE
IS SIMPLY GOOD BUSINESS
CAVEAT:
Flourishing
culture has
become an
advantage
for cities
competing
globally. But
explosive
urban
problems
must not go
unattended
Jeffrey E. Garten is dean of
tile Yale School of
Management A former
investment banker, Canen is
the author of The Mind of
the C.c.D. (jeffrey.garlen@
yal~.edul.
Late last month, New York Mayor Rudolph
W. Giuliani proposed that the city spend a
J"€'COl-d $1.2 billion over the next 10 Veat'8 to
either renovate or expand the Lincoln C~nler for I
the Perfonning Al't~. the Metropolitan Mus€'um
of Art, the Solomon R. Guggenheim Museum,
and several similar institutions. The plan would
usher in the city's largest program of cultural
building in more than a century. During tht:~ past
:m years, New York has ShO'kl1 the \\'a:.' for cities
from Houston tu London to diversify their ('CO-
nomic bases from manufacturing industrie5 t.o
banking, law, consulting, am] information tech-
nology. Now, the Big Apple .sees cultural in::;ti-
tutions as new engines of economic development.
Is this a wise ('our~e for the cit:,' and for the mts
them8(~lvE'8'!
There's, no doubt that culture is good bm;i.
ness. Museums, nonprofit art galleries, anci the-
aters together have been one of the fastest gruw-
ing job categories in New York. Studies by the
N. YJN.J. Port Authority and others describe
some $10 billion in annual revenues that such in-
stitutions generate when you include hotels,
restaurants, and transportation services.
To cite just one example, McKinsey & Co. es-
timates that the new Guggenheim museum pro-
posed for lower Manhattan would attract 2.5
million visitors annually, earn $570 million in
revenues for the city, generate from 4,300 to
5,500 permanent new jobs, and produce $26 mil-
lion per year in tax revenues. This doesn't in-
clude construction of the 40-story building, nor
the beneficial impact on surrounding real estate.
TOO COMMERCIAL? A flourishing cultural envi-
ronment has also become an advantage for urban
centers competing globally. Lifestyle enhance-
ments are a key way to attract and retain skilled
people essential to the workforce and tax base.
No wonder cultural projects are thriving from
Boston to Seattle, and major expansions have
recently occurred in such museums as t~.e Lou-
vre, the Hennitage, and the Tate Gallery. Even
Thng Chee Hwa, the beleaguered governor of
Hong Kong, told me that one of his major pre-
occupations is to enhance local cultural attractions
for competitive reasons. One of the best exam-
ples of the power of culture to generate new
economic activity ig the Frank Gehry-designed
Guggenheim museum in Bilbao, Spain, which has
revived the old Basque industrial city.
Museums themselves are becoming global busi-
nesses. Nowhere is this dearer than at the
Guggenheim, where director Thomas Krens is
creating a network of museums-some stand-
alone, some partnerships-stretching frorn Man-
hattan to Bilbao, Berlin, Venice, and St. Peters-
burg. l\'lirroring the behavior of international
tech..san-y corporate eROS, Krens is also teaming
up \,;th GE Capit..'\l and Japan's Softbank Corp. to
create a powerful cultural portal on the Internet
that will bring artistic exhibitions from around
the ,,,,'arid directly into a pel'Son's living room.
Thb thickening nexus of economic develop-
ment and culture does, however, raise potential
problems. It's important to ensure that public
funds not be used to subsidize the relativelv
well-off. while explllsive urban problems go u~-
attended. So far, New York gets high grades;
its investment in cultural institutions amounts to
only 2% of the city's IO-year capital budget. But
its current $2 billion budget surplus is a fteeting
luxury, and painful trade-offs loom as Wall
Street's business and related tax payments slow,
and spending pressures mount for education,
hospitals, mass transit, and affordable housing.
N ew York must also be sure to get the right
quid pro quo for the use of public money. Right
now the leverage looks good, as planned public
investments of $12 billion are designed to attract
at least twice thc\t in private donations. Another
positive trend: Institutions like the American
Museum of Natural History and the Museum of
Modern Art are mounting educational programs,
which, combined with new infonnation technol~
gy, reach an increasingly broad range of people.
As Peter F. Vallone, speaker of the City Council,
says: "We are making an investment, and the
city needs a very tangible retulll."
Cultural institutions themselves need to war.
ry about overly commercializing their programs.
in order to compete for economic development
funds. The Guggenheim's Krens, who has been
criticized for such popular exhibitions as a. recent
show on motorcycles, fires back: I(It is facile t.o
"...think that you can't make the museum expen.
ence fun, surprising, and intellectually stimulat.
in' while also protecting the integrity of the
art'ir If." Says Ellen Futter, president of the
Ameli Museum of Natural History: "You have
to be authentic and true to your specific mission,
or else you \vill lose your value to attract. visi-
tors. We are not in the buslness of econormc de--
velopment. That is a fortunate by-product."
As the economy slows and there's more de--
mand on shrinking public funds, there are sure to
be tough choices ahead for the city and ~he arts
community. But for now, most everyone m these
overlapping govenunent and culture circles seems
to be doing the right thing. Hats off to New York.
26 BusinessWeek I March 5, 2001
partners _ notional assembly of state arts agencies
assessments. The program also maintains a resource library
that is continually expanding with publications on
nonprofit organizational management, performing arts
presenting techniques, development, public relations,
planning, marketing, resource development and much
more. A key part of the training, retreats and workshops is
a focus on collaborating with a broad range of individuals
and organizations so that the arts become an anchor for
communities statewide and help them meet the challenges
of isolation-geographic, cultural and financial. "The An
, of the Nonprofit program has served us very, very well,"
says Bonnie Stephens, executive director. "It has spilled
over into other stares in the region, and it is so popular we
have non-arts-related organizations calling us."
Cultural Districts
Cultural districts, which concentrate cultural facilities in a
particular area as a magnet for businesses and visitors,
have played a significant role in organizational support and
development. One very successful example is the district
developed by The Pittsburgh Cultural Trust.
Founded in 1984, The Pittsburgh Cultural Trust forged a
dynamic public-private partnership to restore and
revitalize a decaying commercial district with many
dilapidated theaters from the I920s and '30s. The
rehabilitation of the Benedum Theatre for the Performing
Arts helped set the framework for the renovations of the
subsequent art and performance spaces in the Pittsburgh
Cultural District. The Benedum made it possible for four
organizations to expand their seasons. The subse'quent
renovation of the Fulton Theater provided space for
another 30 small to mid-sized organizations. In addition to
restoring and expanding arts facilities, The Trust provides
technical assistance to small and mid-sized arts
organizations and conducts outreach efforts. For more
information, visit www.pgharts.org/.
12 _ winter 2001
\
(
,
(
E
-1
d
31'
: 68 www.herald.com SATURDAY,FEBRUARY24,2D01
JOHN S. KNIGHT (1894-1981)
ALBERTO IBARGUEN PUBLISHER . MARTIN BARON EXECUnVE EDITOR
".'EDITORIAlS
!
I
I Fl
LOCAL PERSPECTIVES
>> Coral Gables
Democracy doesn't always follow
tradition. But tradition is the
city's dubious e3:cuse ror not televis-
ing an up'coming candidates' forum.
,Administrators should rethink this
-and broadcast the session in its
entirety on the city's cable channel 18.
Residents who can't attend the forum,
to be held at 6 p.m. Monday at Coral
Gables Congregational Church, 3010
'DeSoto Blvd., should not lose out. The
city should be eager to enable, not
,thwart, citizens' ability to take the
.measure of the people - incumbents
'and newcomers - who want their
.votes.
-The forum is being sponsored by
,the League of Women Voters of Dade
County, a venerable organization
respected for its political impartiality
as it encourages voter education. For
years the league has encouraged and
assisted citizens to take advantage of
their right - and privilege - to vote.
The local league is to be com-
mended for stepping in when a spat
,between the church and the forum's
tirst sponsor, a local political-action
committee. caused its cancellation.
'Since 1986. according to Assistant
City Manager David Brown, the city
has broadcast one forum staged by
the city's chamber of commerce. This
year, however, rousing races have
spawned more, which warrant not
only residents' attention but the city's
cooperation. Mr. Brown says the city
does not want to be inconsistent -
even though its own cable-TV advi-
sory board wisely has recommended
that more debates be televised.
Administrators should move
quickly to develop a policy that nails
down the requirements ior a candi-
dates' forum to be broadcast locally.
Those put on by impartial sponsors
such as the League of Women Voters
should take precedence.
Some residents already complain
that city officials do not welcome
public input. Their unwillingness to
broadcast the league's forum plays
into that troubling view.
T
man
plet'
Sec1.:
C
can'
any
the
only
rity
U.S.
men
11
no t
Sec,
perr.
. Miami Beach
Commissioner Nancy Liebman's
project to convert the old Byron-Car-
lyle multiplex on 71st Street into an
arts incubator has "winner" written
all over it. The 28,3lS-square-foot
building, for sale by W ometco, would
include spaces for rehearsals, offices,
a cafe and a multipurpose venue.
This is the kind of idea that the city
of Coral Gables grabbed and ran with
to turn the abandoned Miracle The-
atre into a viable venue for a success-
ful theater company. North Beach
needs this type of "miracle."
The City Commission was sup-
posed to vote Thursday on the pur-
chase oi the vacant movie theater, but
delayed voting until April 4. There
are obstacles to be overcome -
including cost. But the ultimate chal-
lenge will be to rind ways to convert
this dream into reality.
K~
ivV
fO
I
Pre~
the
vice
tion
1
pub
wile
like
reSt
mer
met
and
1
the
tiat
will
con
con
THF, FOTTR RR(yrl-lRD<:::
Old theater
;1 lickct for
renewal on
N. Beach?
ov (:/IIl MF.M}UWS
r.,,,~.~(t"w~r.;'tl"""'I.r.nl11
I:Ollld 7hl ~lr('{'1 in hfiami
[l,,:Jch h'Clll1l{' !he m'll'1 LinCtlln
!lllad?
Thnl'~ \\'h:1I Mi:u,,; f1cach
(:llll1l11i_~!':i(lIICr Nane)' 1.;('''lIIall
('I1\'i~i(ln~.
Tnd"r. lIw City Ct>l1llTli!l!liulI
i!l c.trcC1C't1lo vole (111 whether
III I'lIrchll!lc the uld Uyton eM-
Irlc I",)\"i~ lhc~lcr. 1';'t(:ant since
Ma)', and lr:lIl11(orm il into an
inCllb:llnt of the art!!. Once the
(,f'lllrrpiccc of Norlh nench
ilrli\'i1r. Ihe lheater. al ~OO 7]sl
Sl., i!l on the market (or $1.7 mil-
lion.
"'\7e knuw the arls liTe OJ
gnt1d eCllnomic gCIlCtflllll,"
Uebman !laid. "The overall
conCf'r1 ;11 10 have r~hear!lal
~I';:ICC. unite ~I'acc. n cnfe and a
1IlUllipurpo!lc venue,"
The theater has
ail"-comJitioning
lroubles and
contains
lsbestos.
Arh nq.!nl1b:ntitms wlIuld
;':lY below. market r:lles to rcnl
p:lce, wilh the city and Ihe
'lorfh Deach Devclopmf'lIf
:orp., a private, lIol-(or-pro/it
1.l%:1ni7,Millil cill"pri~cd n(busi-
c!';!; :llld (1111111'lIlIit Y II'ndl~"!,;,
f(!:!'tlillr.thl' ,m1kil';11t!11\ldi_
"
To J,":Cllhc pwjcct going, the
cvelnplllClll corporntioll h:l:;
:Itlc:lled $.lOO,OOO o\'er Ihe
<:;ll! fwo )'ears, according 10
rq' Ubt'lin, il~ president. lllll
, l:ll'ri,,~ (11 her (unds, l.ibbin
id, Ihar fi~tll'e could ulri-
,lid)' grow In $700,0(10,
Bill thcTl~ :Ire (lb!'ilaclC'!'i,
The )':c\'{'n-)':CTCCIl thl':lIl'1",
'lit-I! l'cClIl'it.s.. full b1nck :'IIld
~ ils own parking Inl, h:ts too(
ohl('rn~, :1ir-colldilinninr,
'ul'le~ Mid contain!'; ashcslu!:,
+inMitl.
"'/"hnse MC', siJ!lIific:1111 Cll.~ls
I('h:ll':' I.ii-hin ~:lh', "Rul if
'p()wr.r.~ .~:lY Ih:lllhe projecl
l('hi('v(':lI-I(: :lntl worthy, rhl'
;I~ C:l1I he h:uulled in man.
ilhle "il(!~."
rhe dC'vcltll'lIlent corl'nr:l-
1 wl,'uld l'l'cr:lle the b\lildil1~
1If' 10 10 )'r.:lfJII, Lihl-ill JII:lid,
int-: which limc lhl~ dl~'
lid untlcr'writc any d~lkit.
'lii.ii"~iiili.lii"jE
Vote scheduled for today
011 movie theater purchase
muvie business illtIJg:Clht:I', He
pointeu to the 5UCCC:>S 0" the
renovateu ;\Iirac~'~ Theater in
Cor..1 Gables ,IS an e:t:lmrl.~ 'll
whitt could happen ill North
8e:1I.:1I.
'TIIEATER,IROM IE
That wlluld allow libbin's
~roup "tu :mlOlSS a trust fund
:', , thai will take the city oulllt"
the dClicit," he soid, There:u"-
fer, the development group
would linance the ....dlily in
perpetuit.y.
I\rthur Hertz. chairman Jl1d
chief executive 01 Wornctco,
once South Florida's I<tq:~st
movie chain. owns the Bvron
Carlyle but is nuw out oj' the
The Miracle, a '-ormer
muvie !1Uuse al!'u owned by
Wmnctco, becamc home to
.\ctor'') Playhuuse al~d rem..ins
;1 vibram part o.-Iil'c :JIang Mir-
acle Mile, the Gables' sign:lturc
street.
~
o
o
n
~
n
>
.
.
,
.
.
.
.
>
.
o
.
.
Z
~ CI':)
fta~Iii'- I .
==
~
: --
,
E
,
,
IJI
.
Sunday, March 20, 201612:33 PM
merle gardan 305.895.4582
p,01
,
TABLE OF CONTENTS
NATIONAL OVERVIEW......... ... ... ... ... ...... ... ......... .... 2
OBJECTIVE... .,. '" .., ... ... ...... ... ... ... ... ... '" .., ... '" .., ..... 4
PROJECTS FURTHERING THE OBJECTIVE............... 4
THE B-C PROJECT - DOES IT FURTHER
THE OBJECTIVE?.................................................. 5
EXISTING ENVIRONMENT...................................... 5
VENUE LISTING.................................................... 6
NEEDS ASSESSMENT...... ............... ......................... 7
IMMEDIATE DECISION........................................... 8
1. CITY MANDATE.................................................. 9
MODEL I............ ..... .................. '" ......... ................ 9
OPERATIONAL ASSUMPTIONS............ ............... ..... 10
FIRST FLOOR/SECOND FLOOR............................... 12
MODEL I, EXPENSES.............................................. 16
MODEL I, REVENUE............................................... 18
2. CITY l\fANDATE................................................. 19
MODEL II... .......................................... ............. .... 19
MODEL II A, EXPENSES.......................................... 21
MODEL II A, REVENUE........................................... 23
MODEL II B, EXPENSES.......................................... 24
MODEL II B, REVENUE............................................ 26
3. CITY l\fANDATE................................................. 27
MODEL Ill................. ............................................ 27
MODEL III, EXPENSES............................................ 29
MODEL III, REVENUE............................................. 31
ANAL YSIS/CONCLUSIONIRECOMMENDATION............ 32
Sunday, March 20, 2016 12:33 PM
merle gordon 305-895-4582
p,02
.
NATIONAL OVERVIEW
Across the country, sky-rocketing real estate prices have displaced artists and arts
organizations. In response, artists, communities and arts development firms are seeking
solutions which will not only provide affordable rent for artists and arts organizations but
will also integrate art and culture into urban communities,
Artspace Projects, which was created in 1979 to advocate for artists being forced out of
Minneapolist Warehouse District by rising rents, now facilitates development projects
around the country to create community-centered space for artists and their families.
Artspace has formed a partnership with the Hollywood Arts and Culture Center to create
an artistst residential space which will be linked physically and programmatically to the
cultural center. The potential connections that will result from having working artists
living in such close proximity to the cultural center is a primary objective.
The project will also create an opportunity "for artists to work directly with the cultural
center in creating programs for the school system and the community at large," according
to Artspace Director of National Advisory Services, Chris Velasco.
In Boston, MA, The Fort Point Cultural Coalition is buying warehouse'buildings from
local developers in an effort to maintain long-term, affordable artistst living/work studios
with easy access to facilities for non-profit arts organizations. In the BOSTON
HERALD, Anita Lauricella, Director of Planning at the New England Foundation for the
Arts said, "We hope to show.. ..that creating artistst live/work space is compatible with the
other kinds of development that is being planned down here. "
In Poughkeepsie, New York, Artspace and city leaders are working together to resurrect a
former department store building. The project, a critical element in the rejuvenation of
downtown, received a $2,5 million loan and grant from HUD, and includes the creation
2
Sunday, March 20, 201612:33 PM
merle 9arden 305-895-4582
oflow-income housing and work space for artists, First floor art galleries and related
commercial space are integrated into the plans.
Another Artspnce project is the 1925 Read's Department Store in Bridgeport, CT, which
has been vacant since the 1981. With a $75,000 grant from the Mellville Charitable Trust,
the City of Bridgeport and Artspace are developing the blueprint to convert the 110,000-
square-foot building into affordable work and residential space for artists. The building
will include gallery space and art-related or arts-compatible shops on the first floor.
Convinced that recent trends in real estate have adversely effected Chicago artists, the
Department of Cultural Affairs, the Department of Housing, and Artspace joined to
convert a vacant school into a low-income artist living/work development. The City of
Chicago turned over the school for $1 and is contributing $2 million in tax credits to the
$3.5 million project. Federal housing subsidies will allow below market value rents.
Because of its high ceilings, natural light and affordable rent, Pioneer Square in Seattle
has a long tradition of accommodating artists. Those whose presence vitalized the area
are now being displaced by development. Artspace, the Pioneer Square Community
Development Organization, and King County are partnering to convert a city-owned
building located in the Square into 52 living/work units and 20,000 square feet for
galleries, offices and rehearsal space. Low-income artists will be subsidized by federal
housing grants,
p,03
3
Sunday, March 20, 201612:33 PM
merle gardan 305-895-4582
OBJECTIVE
It is not just its high profile Art Deco architecture; it is the presence of artists in the
District that helps define and distinguish South Beach. This amelioration significantly
sparked the restoration of Lincoln Road. Audiences attending the Lincoln Theatre and
the Colony Theatre peruse the Road and enjoy eateries, shops and attractions. Tourists
are attracted, knowing that they will find all manner of cultural offerings in the area.
Attempts have been made to translate the economic impact this has into a numerical
equivalent, but accurately quantifiable or not, the artistic image and identity associated
with Miami Beach has had an enormous - and positive - impact.
Just as has been cited with regard to other cities throughout the United States, South
Beach's Lincoln Road is now outpricing itself. Individual artists and small performance
groups cannot afford the rents on Lincoln Road. As a result, its unique artistic
individualism has been forced out and replaced by commercial enterprise.
In the community's best interest, the City of Miami Beach intends to take steps to retain
these artists and arts groups. The City is specifically focused on an effort to redirect
artists to a more affordable North Beach. Coincidentally, North Beach needs attention. It
is in the process of having its face lifted, but it lacks the substance - the stamp, the
identity - that a cultural presence can provide.
How is it that a cultural presence can be established in North Beach?
PROJECTS FURTHERING THE OBJECTIVE
The City of Miami Beach has committed to Recreational Corridor improvements, which
will positively impact the North Beach Park at 7200 Street and Harding Avenue.
Beachside concessions and a boardwalk are planned for the stretch between 65th Street
and 87th Street. Further, the Commission has begun the traffic study that is the first phase
in implementing the City's vision for the northern-most area on Collins Avenue between
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75th and 85th Streets. The City recently restored the Normandy Fountain, and the 7200
Street parking lot is out to bid for development.
The South Florida Art Center has arranged with the soon-to-be-opened Walgreens on
Collins A venue to fill its streetside windows with SF AC artists' exhibits.
THE BYRON CARLYLE PROJECT - DOES IT FURTHER THE OBJECTIVE?
The City of Miami Beach is considering the feasibility of the $1.7 million purchase of the
former Byron Carlyle movie theatre, presently owned by Wometco.
Is a plan to couple the need for a cultural presence in the North Beach area with the
timely need to provide a home for a variety of small non-profit performing arts groups
also financially feasible? Will the resources of these small groups to promote and
advertise succeed in bringing significant audiences to North Beach? Will the rent
charged these small groups significantly defray operating costs necessary to manage and
maintain the facility? If these groups are instead forced to leave Miami Beach, will this
result in an incalculable loss to the City?
On September 27, 2000, the Mayor and Miami Beach City Commission first decided to
meet with representatives of cultural arts groups to discuss potential uses for the Byron
Carlyle property and funding strategies for its acquisition.
EXISTING ENVIRONMENT
The organized cultural arts community in Miami Dade consists of a wide variety of
groups representative of disciplines, among them:
Dance performances
Musical performances
Theatre performances
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Visual Arts & exhibitions
Cinema/Video exhibitions
Museum exhibitions
Art Festival exhibitions
Associations!Coalitions! Alliances to service the arts
The Performing Arts Center has yet to break ground, but when completed will include a
2,300 seat theatre, a 1,700 seat theatre, and a black box (flexible and modular), theatre
with the capacity to seat up to 200.
In its preliminary report on January 18, 2001, Fisher Dachs Associates and Artec
Consultants, Inc. identified eight existing performance facilities on Miami Beach, and
roughly summarized the current condition of each. The City supplemented their findings,
and this report extracts the following:
Venue
The 6thStreet Auditorium
Operator
City of Miami Beach,
Parks & Recreation
Theatre Seatinl!
The Oceanfront
(10th Street) Auditorium
City of Miami Bead!,
Parks & Recreation
Old City Hall
City of Miami Bead!,
Asset Management
New City Hall
City of Miami Bead!,
Property Management
Botanical Garden
City of Miami Beam
Parks & Recreation
Collins Park Garage
?
The Acorn Theater
City of Miami Beam,
Parks & Recreation
100
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The 72nd Street BandshelI City of Miami Beam,
Parks & Recreation
The Rotunda/
Library Auditorium Miami Dade County
The Bass Museum City of Miami BeaclJl
Auditorium The Bass Museurn
555 17th Street City of Miami Beam, Asset
ManagementIP AN
The Colony Theatre Concert Association 465
Gleason Rehearsal Hall SMG
The Women's Club The Wolfsonian Foundation
NEEDS ASSESSMENT
An informal needs assessment survey taken by the City of Miami Beach and the Arts and
Business Council was distributed to arts groups in November and December, 2000. The
findings were limited, but reflected some ofthe demands ofthe cultural community. For
example, dance companies require adequate dance floor rehearsal space that is mirrored
and sound-proofed. Small companies are anxious to have performance space that can
accommodate an audience in the range of 200. Small cultural arts organizations are in
need of office space, board room/conference space, and storage space - all if available at
below-market rent.
City departments have grown to such an extent that it is necessary to reclaim the space at
555 17th Street, where PAN and various of its members currently maintain office and
rehearsallperformance space. There are plans to move these groups temporarily to the 6th
Street Community Center, between Jefferson and Meridian.
No medium sized organizations responded to the City's survey, although several were
queried about their needs. The need for a house seating 250-300 was voiced; as was the
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need for a venue that can seat 500-800 patrons.
There is not a 5-800 seat theatre in Miami Dade County, which addresses the audience
potential of mid-sized presenters, Miami Light Project is looking for a venue to address
its recurring need for a house that seats approximately 800 patrons, but is committed to
holding onto its relatively new base on Biscayne Blvd. GableStage looks to relocate to a
theatre accommodating an optimal audience of250 (the house at the Biltmore Hotel
currently seats 150),
Among both small and medium performing arts companies, there is a need for adequate
rehearsal space, There is the need to locate office space and rehearsal space within close
proximity. There is also the need for accessible and sufficient parking to accommodate
administrators, performers and audience. And there is a need for office, rehearsal and
performance spaces to be isolated from outside sound, and to be reliably safe and secure.
Too, there is a need for equipment and office storage space. Finally, there is the common
need for all of the above to be available at below-market rent.
IMMEDIATE DECISION
On November 29,2000, Commission Memorandum No. 911-00 was issued by City
Manager, Jorge M. Gonzalez. In his conclusion, the Manager proposed the following
action:
"...to address the operational component of the facility in an effort to
reconcile the return required for the significant capital investment for the
"'I' "
lacllty...
Based on what we learned of the needs commonly expressed by the cultural community,
in tandem with the City's long-term goals for revitalizing North Beach, we have codified
some alternate plans, each of which best reflects a City mandate, It is our intention to
transform one of these abstract commitments into a reality-based business plan.
The particular operational models presented to the City for consideration are aptly
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chosen, Each model presents a different philosophical position that the City of Miami
Beach resolves and mandates. The City's objectives must be articulated and understood
in order to determine the most suitable operational model.
1. CITY MANDATE
a, To strengthen the economic viability of the
underserved cultural community by providing
comprehensive facilities and the opportunity for
synergistic exchange of creativity and information
among individual artists and cultural groups;
b. To redirect City dollars, and to acquire corporate,
government, foundation, and individual grants and
contributions to contain the estimated deficit.
MODEL 1
The operational model that best addresses these objectives described in Mandate 1 is that
of an Arts Incubator or Guild. Either a sponsoring nonprofit parent organization will be
identified (an unaffiliated cultural service organization such as Arts & Business Council),
or a 501 C 3 (not-for-profit), organization, the "Byron Carlyle" (BC) formed, with the
explicit mission, as follows:
The BC Incubator, based in the Byron Carlyle, shall strengthen and serve the cultural
community by providing:
. comprehensive facilities,
. networking opportunities,
. information services, and
. advanced training in Board development,
audience development and marketing, grantsmanship,
and technology to individual artists and cultural
groups to prepare them for success in the competitive
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arts market.
The Byron Carlyle would be designed, equipped and staffed by BC to provide incubator
client organizations with the following:
. Office space equipped with phone lines,
. shared office equipment and computer lab,
. shared conferencelBoard room,
. resource library,
. rehearsalldance studios,
. art gallery,
. black box theatre,
. access to ample parking,
. box office,
. house management,
. basic technical equipment and staffing,
. security,
. coordinated scheduling,
. cooperative marketing,
. scheduled workshop and group forums,
A classic incubator model would be tailored to address the scope of need identified
among the Miarni Beach cultural community by including several permanent resident
companies along with those tagged incubator or guild members in residence,
OPERATIONAL ASSUMPTIONS
Incubator managers report that client offices between 200 and 300 square feet allow two
or three people to work comfortably.
Five permanent resident companies will each occupy approximately 250 square feet of
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office space. Each of these organizations will pay $6,000 per year (monthly rent of
$500), will pay a $100 per year BC resident membership fee, will have access to all of
the common areas, and will enjoy reduced rental rates of $1 O/hour for scheduled
rehearsal space, and $150 for each scheduled performance in the black box theatre, and
$600 for each performance scheduled in the theatre
Two incubator companies will each occupy approximately 250 square feet of office
space. Each of these organizations will pay rent of $6,000 per year (monthly rent of
$500), will pay a $50 per year BC resident membership fee, will have access to all
common spaces and equipment, and will enjoy reduced rental rates of$8/hour for
scheduled rehearsal space, and $150 for scheduled performances in the black box theatre,
and $600 for each performance scheduled in the theatre,
Ten incubator companies or individual altists will each occupy 120 square feet of cubicle
office space. Each will pay rent of $2,400 per year (monthly rent of $200), will pay a
$25 annual BC resident membership fee, will have access to all common areas and
equipment, and will enjoy further reduced rental rates of$0-8/hour for scheduled
rehearsal space, and either $150 or $600 for scheduled perfonllance space.
The lobby will house a juice/snack bar/cafe, and a vendor/operator will be contracted to
equip, rent and manage the concession.
A modest facilities office on the first floor will not generate any rental income.
With the plan designed by Bernard Zyscovich Architects, the Byron Carlyle
will house a black box theatre and a 200-225-seat theatre on the first floor,
both of which can alternate as rehearsal spaces, two additional (40 x 50 ft)
rehearsal rooms equipped for dance, and approximately 6,080 square feet of
sub-dividable office space upstairs on the second floor.
Expense and revenue projections for this Arts Incubator/Guild model is predicated on the
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Zyscovich design, which includes:
First Floor
Two full-time rehearsal rooms measuring 40 x 50 feet each, equipped with
wooden dance floors and mirrors;
One 50 x 40 ft black box theatre with a 75 seat capacity, used 50% for rehearsal
and 50% for performance;
One 200-225 seat theatre, used 50% for rehearsal and 50% for performance;
One restaurant/cafe
Second Floor
6,080 square feet of office space
In a calendar year, we make the assumption that there are 50 weeks, and 6 days every
week.
Rehearsal space has potential gross annual rental income as follows:
. Rehearsal Room I
12 hr days x 6 dayslwk
$10/hr x 4 hrs x 6 days/wk x 50 wks
$81hr x 6 hrs x 6 days/wk x 50 wks
Comp x 2 hrs x 6 days x 50 wks
. Rehearsal Room II
12 hr days x 6 days/wk
$ IO/hr x 4 hrs x 6 days/wk x 50 wks
$81hr x 6 hrs x 6 days/wk x 50 wks
Comp x 2 hrs x 6 days x 50 wks
. Black BoxlRehearsal Room III
12 hr days x 3 dayslwk
$101hr x 4 hrs x 3 days/wk x 50 wks
$8/hr x 6 hours x 3 days/wk x 50 wks
Comp x 2 hrs x 6 days x 50 wks
$12,000
$14,400
$0
$12,000
$14,400
$0
$6,000
$7,200
$0
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p.13
. Black Box Rental For Performance
3 per week and 150 per annum @$lS0/day
$22,500
. Theatre Rental for Put-in, Take-out and Rehearsal
3 per week and 150 per annum @$400/day $60,000
. Theatre Rental for Performance
3 per week and 150 per annum@ $600/day
$90,000
Subtotal of Potential Annual RehearsallPerformance Income: '
$238,500
As an actual benchmark for the following projections, we reviewed financial statements
for the two most recent years for which figures were available prepared for the Colony
Theatre on Lincoln Road, We stayed consistent with a full year consisting of300
potential slots (performance or rehearsal). In the 1998/1999 season, The Colony Theater
addressed the needs of 46 entities, which rented the space on 194 days or 63% of the
year. The gross average daily rental income was $820.20, and there were 184
performances, offering producers an associated potential audience of8S,S60. The
Colony reaped $1.86 per seat in 1998/1999.
In the 1999/2000 season, The Colony Theater addressed the needs of 37 entities, which
rented the space on 156 days or 53% ofthe year. The gross average daily rental income
was $664.38, and there were 129 performances, offering producers an associated
potential audience of 59,985, The Colony reaped $1.73 per seat in 1999/2000,
Using the percentages reported by The Colony Theatre in the last two years, we could
reasonably assume that when the BC becomes an established venue, it will
successfully schedule approximately 58 percent of its potential rehearsal and
performance bookings, equating to approximately $138,330 in gross revenue. It is
assumed herein that the Byron Carlyle will achieve this "established venue" revenue
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in its fifth operational year.
Potential office space rental, figuring 6,080 square feet, less 1,070 square feet for
common space leaves 5,010 square feet, which has potential gross annual rental income
as follows:
10 (120sq ft cubicles) @ $200/month x 12 months
7 (250 sq ft offices) @ $SOO/month x 12 months
1 (1000 sq ft office)@ $1,667/month x 12 months
$24,000
$42,000
$20,000
$86,000
Annual Dues for Incubator Client Residents:
$50 x 10 + $100 x 2
$700
Annual Dues for Non-Resident Incubator Clients:
$SOx20+$100x7
$1,700
Snack Bar/Cafe Rental@ $l,SOO/month
$18,000
Subtotal of Potential Dues, Annual Office,
and Restaurant Rental Income:
$106,400
Total potential annual income, therefore, based on 100% occupancy and usage of
rehearsal, performance and office space percentages, and based upon Zyscovich' s design
scheme is $344,900. Based on the rental revenue reported by The Colony Theatre in
1998/99 and 1999/2000, this income-producing element is likely to generate (when the
venue becomes established), approximately 58 percent of its potential
rehearsal/performance revenue and 100% of its potential office rentnl income.
YEAR I:
Year 1 will consist of a 6 month period of operations, It is figured that 50% of
(established) earned income will be generated, or $61,183.
YEAR II:
The Byron Carlyle will generate 75% of (established) income, or $183,548
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p.15
YEAR III:
The space is expected to generate 80% of potential (established) income, or $195,784.
YEAR IV:
The Byron Carlyle is expected to generate 90% of potential (established) income, or
$220,257,
YEAR V:
The Byron Carlyle is anticipated to deliver income equal to 100% of potential
(established) income, or $244,730.
Potential income may be derived from the leasing of parking lots to Cafe Prima Pasta or
to a valet company. Although it is not figured into projections herein, the City will
benefit from increased metered parking revenues.
Management is envisioned as follows:
The Be Incubator staffwill include an Executive Director, a Director of Client
ServiceslTechnical Director, and a Coordinator/Administrative Manager,
Staff is augmented by the skills and expertise engendered by its network of advisors,
including those on the BC Board of Directors, those on the BC Advisory Board, outside
business and legal advisors, volunteers, and workshop presenters, and individuals
representing the City of Miami Beach Cultural Arts Council, others representing the
North Beach Development Corporation, and still others representing the Miami Dade
CAC.
BC Incubator staff will be charged with serving its clients, Requirements include
experience with start-up business, and knowledge of and familiarity with the performing
arts.
The Executive Director and his/her staff shall report to the BC Board of Directors,
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p.16
The primary tasks delegated to the Executive Director include: Networking, marketing,
fundraising and financial management, forging relationships with outside service
providers, Board development, and providing or overseeing client assistance services.
The Director of Client Servicesrr echnical Director shall be a full-time staff member with
performance space specific technical experience, and the ability to interface successfully
with arts groups to schedule rehearsals and performances, and to accommodate their
specific and particular needs for front of house, equipment and technicians during pre-
production, production, and turn-arounds, A current list of house management and
technical support staff familiar with the BC facility will be provided to client
organizations, which will pay directly for independent contractor hires.
The Coordinator/Administrative Manager will assist the Executive Director with grant
proposal writing and marketing projects, will assist the Director of Client Services by
facilitating technician and technical equipment scheduling, and will be the "front line" to
handle or direct day to day client requests and queries.
Arts Incubator/Guild
MODEL I
EXPENSES 200112 2002/3 2003/4 2004/5 200516
Salary 87,500 165,000 183,750 192,938 202,585
Payroll Taxes (11 %) 9,625 18,150 20,213 21 ,223 22,284
Benefits (6%) 5,250 9,900 11,025 11,576 12,155
Consulting 25,000 5,000 3,000 3,300 3,630
Rent 1 1 1 1 1
Janitorial 0 12,000 24,000 25,200 26,460
Telephone 1,800 3,600 7,560 7,938 8,335
Internet 100 400 5,000 6,000 6,300
Postage 2,500 5,000 5,250 5,513 5,789
Supplies 1,800 3,600 3,780 3,969 4,167
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Stationary & Copying 2,500 5,000 5,250 5,513 5,789
Insurance (1 %) 2,626 5,065 5,570 6,048 6,218
Audit 1,250 2,000 2,210 2,321 2,437
Acctg & Payroll Services 1,200 2,400 2,520 2,646 2,778
Legal 4,000 5,000 2,750 3,025 3,328
Travel & Per Diem 1,000 2,000 3,000 4,000 5,000
Memberships 1,000 2,000 2,200 2,420 2,662
Subscriptions 500 1,000 1,100 1,210 1,331
Staff Development 2,500 5,000 6,000 6,600 7,260
Fundraising 4,000 5,000 5,500 6,050 6,655
Equipment Maintenance 0 5,000 11,000 12,100 13,310
Board & Committees 500 1,000 1,100 1,210 1,331
Security 0 18,720 39,312 41,278 43,341
lnterns 1,200 2,400 2,520 2,646 2,778
Miscellaneous (5%) 13,131 25,326 27,848 30,239 31,089
PRlMarketiug 6,000 12,000 10,000 11 ,000 12,100
Fundraiser 20,000 40,000 30,000 33,000 36,300
Workshops 1,000 2,000 2,200 2,420 2,662
Arts & Cultural
Group Meetings 0 750 1,000 1,250 1,500
Information Services 0 2,400 1,200 1,320 1,452
Resource Library 2,400 1,200 1,320 1,452 1,597
Volunteer Development 0 750 1,000 1,250 1,500
Newsletter 0 2,000 2,200 2,420 2,662
Capital Purchases 0 0 0 0 0
Utilities/Contracted Maintenance @
$8/sq ft for 20,000sq ft 80,000 160,000 160,000 176,000 176,000
TOTAL 278,383 536,912 590,379 641,076 659,086
Contingency 27,838 53,691 59,038 64,108 65,909
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p.18
Arts Incubator/Guild
MODEL I
REVENUE 2001/2 2002/3 2003/4 2004/5 2005/6
State General Operating Support 0 0 15,000 20,000 20,000
County Govt Operating Support 0 8,000 10,000 12,000 12,000
City Govt Operating Support 179,800 186,264 192,425 169,679 201,576
Corporate Grants 0 30,000 35,000 35,000 30,000
Foundation Grants 0 20,000 20,000 25,000 20,000
Individual Contributions 0 30,000 40,000 35,000 30,000
Fundraiser 30,000 60,000 60,000 66,000 72,600
Workshops 1,800 1,800 3,600 5,280 5,280
CopyinglFax 500 2,000 2,250 2,500 2,500
Rehearsal/Performance Rental
Income 34,583 103,748 110,664 124,497 138,330
Office Rental Income 26,600 79,800 85,120 95,760 106,400
Restaurant Rental Income 4,500 13,500 14,400 16,200 18,000
Membership Income 600 1,800 1,920 2,160 2,400
Total 278,383 536,912 590,379 641,076 659,086
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p.19
2. CITY MANDATE
a. To promote tourism and invest in the long term
economic development of North Beach by attracting
audiences and establishing its identity as an integral
part of the regional arts center that has successfully
defined and promoted Miami Beach;
b, To include among its residents an established
performing arts company with the proven ability to
attract an audience;
c, To redirect City dollars, and to acquire corporate,
government, foundation, and individual grants and
contributions to further this investment;
d. To incorporate a commercial component to increase
the retum from this investment, and diminish the
City's annual operational subsidy.
MODEL II
A. Utilizing of the Zyscovich architectural design concept, Model II-A contemplates the
following usage for the spaces defined, The first floor will include a resident theatre company,
with seating for an audience of approximately 250. The modular black box theatre on the first
floor will be a rehearsallperformance space, The two first floor rehearsal rooms will be
dedicated to rehearsal.
B. In the second version, in addition to a snack bar/cafe concession in the first floor lobby, two
commercial tenants will rent and appoint the storefront spaces. Direct costs for utilities and
contracted maintenance will be passed through to the retail tenants. A resident theatre will
inhabit the first floor theatre on a full time basis. The modular black box theatre will serve as
both rehearsal and performance space for Arts Incubator/Guild member clients. The Arts
Incubator/Guild operations will be administered by on existing 501 C3 (perhaps the Arts &
Business Council), or by a 501 C3 formed solely for this purpose (the BC), based in a small
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p.20
office on the first floor of the facility.
In both IIA and lIB, staff for the BC Arts Guild will include an Executive Director, Director of
Client ServiceslTechnical Director, and a Coordinator. The resident theatre company will be
responsible for one half of the Technical Director's salary and associated benefits.
The second floor office space will be appointed with offices, cubicles, and common space,
including a shared conference room, copier, fax, etc, The resident theatre company will be
among those housed in the second floor offices,
$24,000
$42,000
$20.000
$86,000
Office rent charged members of the Guild is figured at a rate (excluding common space), of $20
per square foot. This compares favorably with the average of approximately $25 per square foot
now regularly charged tenants in the Design District.
10 (l20sq ft cubicles) @$200/month x 12 months
7 (250 sq ft offices) @ $500/month x 12 months
1 (1000 sq ft office)@$1,667/month x 12 months
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Guild & Resident Theatre
.
MODEL II A
EXPENSES 2001/2 2002/3 2003/4 2004/5 2005/6
Salary 70,000 147,000 154,350 162,Q68 170,171
Payroll Taxes (11%) 7,700 16,170 16,979 17,827 18,719
Benefits (6%) 4,200 8,820 9,261 9,724 10,210
Consulting 25,000 5,000 3,000 3,300 3,630
Rent 1 1 1 1 1
Janitorial 0 10,000 18,000 20,000 24,000
Telephone 1,800 3,600 7,200 7,200 7,500
Internet 100 300 2,500 3,000 3,500
Postage 2,500 4,000 4,400 4,840 5,324
Supplies 1,800 2,600 3,000 3,200 3,400
Stationary & Copying 2,500 4,000 4,400 4,500 4,750
Insurance (1 %) 2,404 4,675 5,052 5,453 5,740
Audit 1,250 1,500 1,500 1,500 1,500
AcctgIPayroll Services 1,200 1,500 1,500 1,500 1,500
Legal 4,000 5,000 2,750 3,025 3,328
Travel & Per Diem 1,000 2,000 3,000 4,000 5,000
Memberships 1,000 2,000 2,200 2,420 2,662
Subscriptions 500 1,000 1,100 1,200 1,300
Staff Development 2,500 4,000 5,000 5,000 6,000
Fundraising 4,000 4,500 5,000 5,500 6,000
Equipment Maintenance 0 5,000 8,000 10,000 12,000
Board & Committees 500 1,000 1,100 1,200 1,300
Security 0 18,720 39,312 41,278 43,341
Interns 1,200 1,500 1,500 1,500 1,500
Miscellaneous (5%) 12,018 23,376 25,258 27,263 28,702
PRlMarketing 4,000 10,000 11 ,000 12,000 14,000
Fundraiser 20,000 40,000 30,000 33,000 36,000
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Workshops 1,200 1,200 2,400 2,750 3,000
Arts/Cultural Meetings 0 750 1,000 1,250 1,500
Information Services 0 2,400 1,200 1,400 1,500
Resource Library 2,400 1,200 1,300 1,400 1,500
Volunteer Development 0 750 1,000 1,250 1,250
Newsletter 0 2,000 2,200 2,420 2,662
Capital Purchases 0 0 0 0 0
Utilities/Contracted
Maintenance @ $8/sq ft
For 20,000 sq ft 80,000 160,000 160,000 176,000 176,000
TOTAL 254,773 495,562 540,515 577 ,969 608,490
Contingency 25,478 49,556 54,052 57,797 60,849
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Guild & Resident 17.eatre
MODEL II A
REVENUE 200112 2002/3 2003/4 2004/5 2005/6
State General Operating Support 0 0 12,000 15,000 18,000
County Govt Operating Support 0 5,000 7,500 12,000 12,000
City Govt Operating Support 138,848 154,087 170,105 145,255 129,682
Corporate Grants 0 20,000 25,000 30,000 30,000
Foundation Grants 0 12,000 15,000 20,000 20,000
Indi vidual Contributions 0 20,000 25,000 30,000 35,000
Fundraiser 30,000 60,000 45,000 50,000 60,000
Workshops 1,800 1,800 3,600 5,280 5,808
Copying/Fax 500 2,000 2,250 2,500 2,750
RehearsallPerformance Rental Income 22,125 66,375 74,340 87,814 102,450
Resident Theatre Rental 30,000 60,000 60,000 66,000 66,000
Office Rental Income 26,600 79,800 85,120 95,760 106,400
Storefront Rental @ $18/sq ft NA NA NA NA NA
Restaurant Rental Income 4,500 13,500 14,400 16,200 18,000
Membership Income 400 1,000 1,200 2,160 2,400
Total 254,773 495,562 540,515 577,969 608,490
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Guild, Resident
Theatre &
Commercial Tenants
MODEL II B
EXPENSES 2001/2 2002/3 2003/4 2004/5 2005/6
Salary 70,000 147,000 154,350 162,068 170,171
Payroll Taxes (11 %) 7,700 16,170 16,979 17,827 18,719
Benefits (6%) 4,200 8,820 9,261 9,724 10,210
Consulting 25,000 5,000 3,000 3,300 3,630
Rent 1 1 1 1 1
Janitorial 0 10,000 18,000 20,000 24,000
Telephone 1,800 3,600 7,200 7,200 7,500
Internet 100 300 2,500 3,000 3,500
Postage 2,500 4,000 4,400 4,840 5,324
Supplies 1,800 2,600 3,000 3,200 3,400
Stationary & Copying 2,500 4,000 4,400 4,500 4,750
Insurance (1 %) 2,244 4,355 4,732 5,101 5,388
Audit 1,250 1,500 1,500 1,500 1,500
AcctglPayroll Services 1,200 1,500 1,500 1,500 1,500
Legal 4,000 5,000 2,750 3,025 3,328
Travel & Per Diem 1,000 2,000 3,000 4,000 5,000
Memberships 1,000 2,000 2,200 2,420 2,662
Subscriptions 500 1,000 1,100 1,200 1,300
Staff Development 2,500 4,000 5,000 5,000 6,000
Fundraising 4,000 4,500 5,000 5,500 6,000
Equipment
Maintenance 0 5,000 8,000 10,000 12,000
Board & Committees 500 1,000 1,100 1,200 1,300
Security 0 18,720 39,312 41,278 43,341
Interns 1,200 1,500 1,500 1,500 1,500
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Miscellaneous (5%) 11,218 21,776 23,653 25,503 26,942
PRlMarketing 4,000 10,000 11 ,000 12,000 14,000
Fundraiser 20,000 40,000 30,000 33,000 36,000
Workshops 1,200 1,200 2,400 2,750 3,000
Arts/Cultural
Meetings 0 750 1,000 1,250 1,500
Information Services 0 2,400 1,200 1,400 1,500
Resource Library 2,400 1,200 1,300 1,400 1,500
Volunteer
Development 0 750 1,000 1,250 1,250
Newsletter 0 2,000 2,200 2,420 2,662
Capital Purchases 0 0 0 0 0
Utilities/Contracted
Maint. @ $8/sq ft
for 16,000 sq ft 64,000 128,000 128,000 140,800 140,800
Total 237,813 461,642 501,543 540,657 571,178
Contingency 23,781 46,164 50,154 54,066 57,118
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Guild, Ruitknt Theatre &
CommocWl Tenants
MODEL II B
REVENUE 200112 2002/3 2003/4 2004/5 200516
State General
Operating Support 0 0 12,000 15,000 18,000
County Govt
Operating Support 0 5,000 7,500 12,000 12,000
City Govt Operating
Support 111,088 87,762 100,113 77,227 63,120
Corporate Grants 0 20,000 25,000 30,000 30,000
Foundation Grants 0 12,000 15,000 20,000 20,000
Individual
Contributions 0 20,000 25,000 30,000 35,000
Fundraiser 30,000 60,000 45,000 50,000 60,000
Workshops 1,800 1,800 3,600 5,280 5,808
Copying/Fax 500 2,000 2,250 2,500 2,750
RehearsallPerf
Rental Income 8,925 26,775 28,560 32,130 35,700
Resident Theatre 30,000 60,000 60,000 66,000 66,000
Rental
Office Rental Income 26,600 79,800 85,120 95,760 106,400
Storefront Rental @
$24/ sq ft 24,000 72,000 76,800 86,400 96,000
Restaurant Rental
Income 4,500 13,500 14,400 16,200 18,000
Membership Income 400 1,000 1,200 2,160 2,400
Total 237,813 461,642 501,543 540,657 571,178
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3. CITY MANDATE
a. To centralize, consolidate, and internally and
proactively coordinate and manage City-owned
performance venues in order to most
successfully contribute to its economic
development,
b. To centralize the promotion of all City-owned
venues as part of a burgeoning arts center
destination that attracts both tourists and
residents.
c, To include the Byron Carlyle among the several
City-owned and operated venues,
MODEL III
To address these objectives, the City of Miami Beach, under the aegis of the Cultural
Arts Council, shall create a department to cover facility management and
programming/scheduling for the following city-run cultural venues: The lOth Street
Auditorium, The Botanical Gardens, The Bandshell at 21 st Street and the Bandshell at
7200 Street, the Byron Carlyle and the Colony Theatre.
The City will be responsible for all costs related to initial renovation plans, ongoing capital
improvements and regular maintenance, utilities, and one-sixth ofthe overhead associated with
salaries and benefits for the marketing and technical staff and security personnel is included in
the direct costs projected herein for the Byron Carlyle,
The City of Miami Beach will engage a Director of Technical Operations for City
Cultural Facilities, and a Director of Marketing Services for City Cultural Facilities,
Both Directors will work together and report to the City department head, There will be
an Assistant Technical Director as well. There will be a small office in the first floor of
the Byron Carlyle in which a satellite Coordinator who provides support for the
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Marketing Services Director will be based. Each Director will have responsibility for his
or her respective advertising/marketing and equipment/maintenance budgets for the six
performance venues managed by the City of Miami Beach. Each of the Directors will
earn a gross salary of$60,000, the Assistant Technical Director will earn a gross salary of
$40,000, and the Coordinator's salary will be $35,000.
There will be a bonus incentive program (not incorporated into financial projections
herein), whereby staff benefits when specific rental goals are met.
Security for the Byron Carlyle is based on a need of72 hours per week @ $10/hour or
$36,000 per annum. Additional security for performances will be borne directly by
groups renting the space.
Benefits of 17%:
Total:
$ 60,000
$ 60,000
$ 40,000
$ 35,000
$ 36.000
$231,000
$ 39.270
$270,270
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City Staff
MODEL III
EXPENSES 200112 2002/3 2003/4 2004/5 2005/6
Salary 38,500 80,850 84,893 89,137 93,594
Payroll Taxes (11%) 4,235 8,894 9,338 9,805 10,295
Benefits (6%) 2,310 4,851 5,094 5,348 5,616
Consulting 25,000 5,000 3,000 3,300 3,630
Rent 1 1 1 1 1
Janitorial 0 10,000 18,000 20,000 24,000
Telephone 1,800 3,600 7,200 7,200 7,500
Internet 100 300 2,500 3,000 3,500
Postage 2,500 4,000 4,400 4,840 5,324
Supplies 1,800 2,600 3,000 3,200 3,400
Stationary & Copying 2,500 4,000 4,400 4,500 4,750
Insurance (1 %) 2,025 3,901 4,514 4,599 4,845
Audit 1,250 1,500 1,500 1,500 1,500
AcctgIPayroll Services 1,200 1,500 1,500 1,500 1,500
Legal 4,000 5,000 2,750 3,025 3,328
Travel & Per Diem 1,000 2,000 3,000 4,000 5,000
Memberships 1,000 2,000 2,200 2,420 2,662
Subscriptions 500 1,000 1,100 1,200 1,300
Staff Development 2,500 4,000 5,000 5,000 6,000
Fundraising 4,000 4,500 5,000 5,500 6,000
Equipment Maintenance 0 5,000 8,000 10,000 12,000
Board & Committees 500 1,000 1,100 1,200 1,300
Security 0 18,720 39,312 41,278 43,341
Interns 1,200 1,500 1,500 1,500 1,500
Miscellaneous (5%) 10,125 19,506 22,571 22,996 24,223
PRlMarketing 4,000 10,000 11,000 12,000 14,000
Fundraiser 20,000 40,000 30,000 33,000 36,000
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Workshops 1,200 1,200 2,400 2,750 3,000
Arts/Cultural Meetings 0 750 1,000 1,250 1,500
Information Services 0 2,400 1,200 1,400 1,500
Resource Library 2,400 1,200 1,300 1,400 1,500
Volunteer Development 0 750 1,000 1,250 1,250
Newsletter 0 2,000 2,200 2,420 2,662
Capital Purchases 0 0 0 0 0
Utilities/Contracted
Maintenance @ $8/sq ft
For 20,000 sq ft 80,000 160,000 160,000 176,000 176,000
Total 214,646 413,523 478,504 487,519 513,521
Contingency 21,465 41,352 47,850 48,752 51,352
I
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city Staff
MODEL III
REVENUE 200112 2002/3 2003/4 2004/5 2005/6
State General Operating Support 0 0 12,000 15,000 18,000
County Govt Operating Support 0 5,000 7,500 12,000 12,000
City Govt Operating Support 98,721 72,048 108,094 54,805 34,713
Corporate Grants 0 20,000 25,000 30,000 30,000
Foundation Grants 0 12,000 15,000 20,000 20,000
Individual Contributions 0 20,000 25,000 30,000 35,000
Fundraiser 30,000 60,000 45,000 50,000 60,000
Workshops 1,800 1,800 3,600 5,280 5,808
CopyingIFax 500 2,000 2,250 2,500 2,750
RehearsallPerformance Rental Income 22,125 66,375 74,340 87,814 102,450
Resident Theatre Rental 30,000 60,000 60,000 66,000 66,000
Office Rental Income 26,600 79,800 85,120 95,760 106,400
Storefront Rental @ $18/sq ft NA NA NA NA NA
Restaurant Rental Income 4,500 13,500 14,400 16,200 18,000
Membership Income 400 1,000 1,200 2,160 2,400
Total 214,646 413,523 478,504 487,519 513,521
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ANAL YSIS/CONCLUSIONIRECOMMENDA nON
Incubator/Arts Guild Modell projections indicate that the percentage ofthe City's
contribution to operating revenues is likely to level out and represent between 25 and
35% of the BC annual operating expense. For the next five years, the annual subsidy
required by the City is in the amount of between $170,000 and $205,000.
In addition to the fact that the City's projected fiscal responsibility is a substantial dollar
sum, in this scenario it does not necessarily represent a declining piece of the whole,
In addition, Modell does not address the economic development goals articulated by the
North Beach Development Corporation as well as Models II and III. A pure Arts
Incubator may address the underserved performing ll.11s community, but it does not bring
with it the foot traffic that a resident theatre company with its own requirement to
establish an audience offers the community. The primary administrative responsibilities
of the BC Incubator staff would be to service its client members; not necessarily to bring
exciting performance fare that would attract an audience to North Beach,
The two scenarios this study supports are Model II B and Model III.
Models lIB and III projections indicate a declining financial contribution to annual
operating costs - in both percentages of the whole, and in actual dollars, Both
contemplate the combined use of the BC space; including permanent office space, an arts
incubator membership component, and a resident theatre.
Model lIB relies on a commercial component to reduce the City's portion of annual
operating subsidy, and in doing so, less successfully addresses the cultural community's
expressed need for rehearsal space,
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Model III involves a more significant administrative change within the City to take in-
house a coordinated effort to both manage and promote aU of the City's performance
venues, Model III maximizes the BC space in terms of aUocating aU of its available
square footage to the performing arts. Of those studied, ModellII five year projections
indicate the most significant reduction for the City subsidy with regard to both percentage
of overall operating budget and actual doUars.
Finally, ModellII is likely to have a substantial and positive impact on the overall
community, It would be in the community's best interest to coordinate and to promote
City-wide performing arts bookings.
33