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LTC 60-2002 . CITY OF MIAMI BEACH Office of the City Manager Letter to Commission No. ~IJ' 20tJ:L ~ To: From: Mayor David Dermer and Date: March 8, 2002 Members of the City Commission Jorge M. Gonzalez \ ~ City Manager ()'- U MAYOR'S BLUE RIBBON TOURISM TASK FORCE REPORT Subject: On March 4,2002, the Mayor's Blue Ribbon Task Force an Tourism concluded its work and adapted the attached findings and recommendations. The report includes an executive summary from its Chairman, Stuart Blumberg, and Cammittee Reparts from the following committees: . Parking Committee . Cultural/Special Events Committee . Sales & Marketing Committee - Visibility and Branding - Airport Initiatives Film and Fashion Boutique Hotels . Service & Attitude Committee . Administration Committee . Residential Committee . Gay & Lesbian Tourism/Marketing - .Research/Advertising Funding/Partner Development - Trade ShowslWholesalers Events and Gay and Lesbian Support Organizations Public Relations The findings and recommendations presented herein will be presented to the Mayor on March 11, 2002. On April 5, 2002, a City Commission warkshop is being scheduled to present the findings of the Blue Ribbon Task Force on Tourism. In the meantime, if you have any questions, please contact me. JMG\CMC\rar F:\CMGR\$AlLICHRISTINlMayorBlueRlbbon\L TC - Report.doc attachments c: Murray H. Dubbin, City Attomey Bob Parcher, City Clerk Christina M. Cuervo, Assistant City Manager Stuart Blumberg, Chairman, MBRTTF ~ co E E :::J en Q) > .- +-' :::J U Q) >< w CJ) - c co E s.... .- co ..c t) ~ . CITY OF MIAMI BEACH CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 www.cl.miami-beach.f1.u$ March 4, 2002 Mayor David Dermer & City Commissioners City of Miami Beach 1700 Convention Center Drive Miami Beach, FL 33139 Dear Mayor Dermer & Commissioners: It is with a great deal of pride, that I, on behalf of my 35 colleagues, who collectively spent over 500 hours as members ofthe Mayor's Blue Ribbon Taskforce on Tourism, present our findings. Our mission, as presented to us by the Mayor was to help facilitate Communication between representatives from the hotel, restaurant and nightlife industries. Through greater communication and creativity the panel will develop local initiatives to help invigorate the taurist industry. Though the mission was clear, the Mayor challenged us to take it to the next level. With this in mind I formed individual committees to deal with challenges and opportunities that faced every facet of tourism and its impact, not only on our number one industry but also the quality of life of our residents. These committees were: . Parking . Cultural! Special Events . Residential . Administration . Gay & Lesbian Marketing . Service & Attitude . Sales & Marketing Boutique/Small Hotels Branding & Visibility Film & Fashion - Airport Many of these committees broke into sub-committees or process teams. They began an exhaustive series of weekly meetings the purpose of which was to achieve the goals that were established under the expansion of the mission statement. The charge to each committee was to loak at short term and long term initiatives. In establishing these programs additional criteria such as doable programming, budgeting, funding and implementation were critical in achieving our goals. Mayor and City Commission Mayor's Blue Ribbon Tourism Task Force March 4, 2002 Page 2 0'4 In addition the tasktorce was able to analyze the City of Miami Beach Resort Tax Revenue & Expenditures for the past three years, plus the projected budget for this fiscal year. The Administration advised the Task Force that the current budget had already been adjusted to reflect a 20% decrease in revenue. As part of the funding challenge for the proposed initiatives, the taskforce wanted to see haw revenues were currently used by the City. We strongly believe in having the ability to find additional funding for many of our proposals. Its important to understand that resort taxes must be used for tourism efforts including City services that support tourism but without diminishing currently funded initiatives. In other words, don't rab Peter to pay Paul. The taskforce is very aware of the diversity of our community which includes both resident and visitors. We are very proud of the strides that have been taken in respect to this diversity. These include the opening of the first African-American owned Convention/Resort Hotel in the nation; hosting the 2003 NAACP Convention; putting on events like the Latin Music Festival, Fashion Week of the Americas and other Hispanic initiatives and our support of the Human Rights ordinance which offers equal opportunity to Gays & Lesbians, residents as well as visitors. This is evident in our support of events like the Winter Party, etc. We need to nurture this diversity by ensuring that the current financial resources now available, in particular aur resort taxes, are used effectively so that we can continue to be an inclusive destination and community. In seeking additional financial resources we must look at other options that may be available. As an example, the City might wish to revisit with Miami-Dade county officials to see ifthere is still interest in them taking over the administration of our Beach Patrol as was discussed a few years ago. If this was a possibility, it would free UP $4.4 million of resort tax revenue which could be used ta resolve manv of the challenaes now facina our community. We are sure there are other avenues to explore, this is just one of them. We hope that the City will continue to seek and explore new funding and not diminish existing resources. The taskforce is very cognizant of the fact that these findings will be going through a public process towards the end of the month. However, many initiatives proposed by the Task Force are currently being implemented because we don't have the luxury of time. These include, but are not limited to Sales and Marketing efforts for Boutique/Small Hotels; moving ahead on the Gay & Lesbian programming; creating a Cultural partnership between hotels, restaurants and the residents of Miami Beach; Film/Fashion incentives that are moving ahead so we can again flourish in that segment of our market; parking incentives for residents, visitors, cultural patrons, nightlife, restaurants, etc; the repainting of our Boardwalk and cleaning of the Serpentine walkway at Lummus Park on April 13-14 through our Residential Committee, the Academy of Travel & Tourism students at Miami Beach High School and the administration; the residential committee kicking off National Tourism Week on May 5th with events that include residents, community leaders and our visitors; the beginning of all of us participating in the "Extra Smile" campaign by the Service & Mayor and City Commission . Mayor's Blue Ribbon Tourism Task Force March 4, 2002 Page 30f4 Attitude cammittee and the evolving partnerships that have been created through our process with other community based organizations to assist us in achieving the ambitious goals we have established. In reading this repart you will note an aver riding theme of overregulation in many areas. In this regard we urge the City officials and various boards wha are contemplating further restrictive rules that could impact our ability to create a friendly and successful environment (Le. the current issue before the Planning Board regarding outdoor entertainment by a hatel on Ocean Drive incurring fines). We feel strongly that it is in the best interest of the City and the industry that this issue and others like it be deferred until action is taken regarding our report which includes recommendations on issues exactly like this one! In regard to implementation which is just as critical as funding, we don't want this report to sit on a shelf as in the case of other reports, not just by Miami Beach, but historically throughout our county and State. Those entities, both public and private, who've been identified in this report as responsible parties for implementation have all agreed to assume their role. I n order to support their effort, there was unanimous consensus that the City should name a permanent advisory panel to assist the City and responsible organizations, ensuring that all ofthe initiatives that are appraved by the City get implemented. In order to be consistent with aur efforts, I believe that the Committee Chairs (Rabert Todak-Ada L1erandi: Parking; Elsie Howard-Roman Jones: Sales & Marketing; Peter Rickman-Jorge Garcia: Residential; Jeff Abbaticchio: Gay & Lesbian; Steven Haas-Orlando Velazquez, Jr.: Service & Attitude; Cathy Leff-Roger Abramsan: Culture/Special Events and Stuart Blumberg: Administration) should be allowed to be the ones who ensure that all the efforts oftheir cammittee work be followed. In addition, the taskforce requests that at least two times a year, Commission/Communityllndustry public workshops be held so that all the stakeholders are updated as to the progress being made on these initiatives. We believe that we've created a blueprint for the City to follow in respect to its future. The ability of all the stakeholders, industry and residential, to volunteer their time and energy is unprecedented in our community. This is not a slick, packaged consultant study commissioned by Miami Beach. It is a living document and a testimony to those stakeholders who day in and day out are trying to make this a better cammunity through the effarts of tourism. The taskforce has chosen to write a cover letter ta our findings as opposed to an Executive Summary. We feel that each of the attached reports, recommendations, minutes and appendixes are significant enough in nature that they should be read from beginning to end. Mayor and City Commission Mayor's Blue RIbbon Tourism Task Force March 4, 2002 Page 4 0(4 I wish to take this opportunity to thank the Mayor and Commissioners for giving us a forum in which to express our ideas in regards to the future our community. Just as important, I wish to thank the members of the taskforce for their time, patience and professionalism; the City Administration and staff, the residents, the community resources and all those who participated in this public effort. When all is said and done all our voices will be heard. Respectfully submitted, Stuart L. Blumberg Chairman Mayors Blue Ribbon Taskforce on Tourism ! Q) . Q) wi--' wi--' -- E E 0 0 C) c -- ~ L- eo c.. . . . LIST OF ITEMS MAYOR'S BLUE RIBBON TASK r=ORCE SUB-COMMITTEE ON PARKING 1. MISSION STATEMENT (ONE PAGE) 2. ACTION ITEMS (1WO PAGES) 3. MULTI-SPACE PARKING FOR NYC-SCHLUMBERGER (1WO PAGES) 4. RATES/HOURS OF OPERATION COMPARISON (ONE PAGE) 5. HOTEL HANG-TAG PROGRAM (SIX PAGES) 6. ON-STREET PARKING -MAXIMUM TIME LIMITS LIST (ONE PAGE) 7. TMA EMPLOYER PROGRAMS (ONE PAGE) 8. WAY FINDING AND IDENTITY SYSTEM (NINE PAGES) 9. TAXI CAB LOCATION (1WO PAGES) 10. FILM & PRINT INCENTIVES (EIGHT PAGES) CITY OF MIAMI BEACH MAYOR'S BLUE RIBBON TASK FORCE PARKING COMMITTEE Mission Statement To provide Miami Beach visitors and Hospitality Employees a level of parking related services and accessibility that assures an equitable price/value relationship, the standards of which are indicative of a wond class resort community. Goal One To afford visitors parking options that enhance overall satisfaction through improved technology, eased restrictions, multiple payment acceptance, enhanced signage. and customer service training. Goal Two To identify altemative parking and transportation options that will benefit hospitality industry employees in form of cost reduction and ease of access. These options would reduce demand on city facilities by said employees and offer more availability to visitors. Goal Three To increase available parking areas, through more efficient uses of on-street (curbside parking), including angle parking where appropriate, ~nd the development of new parking facilities. F:\CMGR\SALL\cHRISTINlMayorBlueRlbbon\REPORT Parldng Commltlee1.doc w ~ ~w 5ll:~ :i~jUl mz!A. Ul~~ :Eii!ii:~ ~!!lCl13 ~iilz< U!Il! ~A. ~ ~ c: c: ,~ l5 .ll c: c .!i l5 .ll .~ .!i c: l5 .!i l5 .. .S! .. .S! .S! 0 0 ~ "C .. "C .. 0; .. 'Q.~ C;,:~ -1j 0; "Q.~ Q.~ - -.. "Q~ -'ili DJ~ 'Ul m~.!!! ~~.!!! "Q,!!! "Q.!II -.. 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S,~ .. >< ,.19 f~ e~ CD :g CD ~~l ~ :::-'l! !!!c.. 8'" 3 o::~ l!' wi!=ii> o co ~ ~ ~ ~ !:i ~ ,g l1l e. ~ l1l e. 3l ~ 'li. e '" '" Ol e ~ '" .; '0 l1l q Os .. se ~~ 8lS g,g ~] . ~ Ii. - ! .~ .~..J ,;".. As one of the world's largest municipalities, the City of New York faces constant challenges in managing its auto traffic. In the early '9Os, seeking to improve traffic flow by making parking spaces more readily avaDable, the City began to implement a controlled parking systems for its 86,(XX1 on and off-street parking spaces. As a part of this process, 280 Schlumberger DG4 multi-space parking terminals were installed throughout the metro area. ~ More available space for parking than with conventional single meters ~ No refunds for early departure ~ The elimination of "piggybacking", motorists taking advanlBge of unused 1ime on a single meter ~ Maximized uptime due to high resistance to vandalism and increased re6abilty. Also, backup multi-space units can maintain coverage if another unit fails ~ Reduced maintenance costs due to fewer number of multi-space units and high reliability of Schlumberger terminals Three years later in 1997, a study to analyze the success of its controlled parking options revealed that multi-space parking meters contributed to a 12% increase of revenue over that of single-space meters. The factors driving this revenue gain included: Schlumberger ~ On-board wireless communication technology ~ Centralized system for remote control and monitoring ~ Solar panels for cost-free self-powering ~ Placement adaptability The Challenge: To create a flexible and cost-effective multi-space parking solution for a city with the largest number of parking spaces in the U.S. The Solution: The Schlumberger OGUne Multi- Space Parking Terminal. The Results: Centralized wireless connectivity, remote monitoring, cost-effective solar-powered operation, and highly flexible installation. A Greater Presence in the Big Apple In 1999, the City signed a competitive bid con- tractto purchase 150 Schlumbergerterminals for on and off-street parking. This purchase brings the total number of Schlumberger Terminals in New York City to 445 units, managing more than 20,000 parking spaces. For this new bid, NVC wanted a new generation of multi-space terminals to manage both on and off-street parking with certain critical requirements, including: ~ Centralized computer monitoring for individual control of Terminal units ~ Minimal installation efforts ~ Optional solar panels as power source ~ Highly resistant to vandalism ~ Long-term reliability ~ Ease of use for public In response, Schlumberger developed the DGUne which delivered added benefits even beyond the City's requirements. The Wireless Solution The Schlumberger DGUne has a unique onboard 2 way wireless communication technology. This feature allows each DGUne to maintain remote connectivity with a central computer station, sending real-time alarms in the event of tampering, maintenance needs, or a full coin compartment In addi- tion, the central station can raise or lower parking rates automatically at individual DGUne terminals in response to special events. The software package on the central computer gives complete statistics about revenue and technical reports. Rexible Options The DGUne is the only parking terminal that combines a solar panel power supply and two way radio communication to a central For additional information. please contact 1-888-343-5773 www.schlumberger.com/smartcards <mODO Schlumberaer server. Each unit can be placed virtually any- where in the city. As a case in point, New York's terminals were specifically designed to meet the City's requirements for a special mounting that attached to existing city light poles, thus saving installation time and expanding available parking spaces. Users will also benefit from a flexible choice of payment While Tenninals presently accept payment in the form of coins and pre- payment cards, a smart card upgrade for all units is approaching implementation. Dependable Security Constructed to easily withstand the taxing conditions of an urban environment, Schlumberger DGUne terminals are the most vandal resistant in the industry, with high-security locks, shielding, and separated money and maintenance compartments. On-board wireless alarms instantly notify the central monitoring system of any break-in or vandalism. Cost-Effective OperatioD No other parking system can offer the maxi- mized revenues realized through the use of Schlumberger DGUne Multi-Space Parking Terminals. With its centralized, real-time wireless monitoring of maintenance needs, DGUne has established the highest standards in the industry for refiabiflly and uptime, along with the lowest operational cost of any multi-space parking terminal. About Schlumberger Schlumberger is a world leader in parking technology. With more than 85,000 installed Pay & Display terminals controlfing nearly 2 million parking spaces worldwide, Schlumberger parking solutions have been implemented in a wide range of U.S. cities- from Aspen and Denver, Colorado to Hollywood, Rorida, and from New York City to the San Francisco Bay Area. Schlumberger - ! . .CITY OF MIAMI BEACH PARKING DEPARTMENT MAYOR'S BLUE RIBBON TASK FORCE ON TOURISM PARKING SUB-COMMlII-IEE RA TESIHOURS OF OPERATIONIFINE FOR TWENTY MAJOR U.S. CITIES CMB VS. FLORIDA CITmS CMB VS. U.S CITIES CMB VS. FLORIDA CITIES CITY RATE (URL Y) HOURS OF OPe FINE MIAMI BEACH $1.00 9AM - 12 MID. 518 MIAMI $1.25 8AM-2AM 518 CORAL. GABLES $1.00 9AM-6PMI24HRS 518 FT. LAUDERDALE $1.50 24 HOURS 518 HOLLYWOOD, FL. $1.00 8AM -12 MID. 515 TAMPA $1.25 8AM - 3AM 511 CLEARWATER, FL. $1.00 8AM - lAM 515 CMB VS. U.S CITIES (PO PULA TION UNDER 5001{) CITY RATE (HRL Y) HOURS OF Op, FINE MONTEREY, CA. $1.00 8AM - 9PM 520 SAUSILITO, CA. $2,00 24 HOURS 515 WEST HOLLYWOOD, CA $1.00 8AM - 2AM 529 COLUMBUS,OH. $1.50 8AM - 9PM 515 PASADENA, CA. $1.00 HAM - 12 MID. 525 WHITEPLAINS, N.Y. $1.00 6AM -12 MID. 510 CMB VS U.S. CITIES (POPULATION OVER 5001{) CITY RATE (HRL Y) HOURS OF OP. FINE NEW YORK, N.Y. 51.50 8AM-I0PM 545 pmLADELPHIA, P A. $1.00 8AM -10:30PM 515 CHICAGO, ILL. 53.00' . 24 HOURS 530 DENVER, CO. 51.00 N/A 515 SAN FRANCISCO, CA. $1.50 9AM - 9PM 525 DALLAS, TX. 51.00 8AM-I0PM S20 LOS ANGELES, CA. $2.00 8AM - 10PM S30 OVERALL A VG. $1.34 15.8 HRS S20.47 CITY OF MIAMI BEACH S1.00 IS HRS 518 PERCENT (+/-) -250/0 -50/0 -120/0 CITY OF MIAMI BEACH ~ CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG-TAG PROGRAM ART DECO DISTRICT - ZONE ONE Dear Guest: Welcome to Miami Beach! It is our goal to make your visit an enjoyable one. In an effort to achieve this goal. the City of Miami Beach Parking Deparunent in conjunction with your hotelier has established a Hotel Guest Hang-Tag Program for your parking convenience. The Hotel Guest Hang-tag Program was created to enhance your parking options . throughout your stay. We hope this program accommodates your parking needs. We request that you adhere to the rules of the program in order to ensure system-wide parking a~ilability and public safety. Hotel Guest "an,,"Ta, Rules: o Cost: S6.00 per day (plus sales taX). o Hours: 24 hour per day (fi'om 12:01 P.M. Noon to 11:59 A.M.) o Place your hang-tag on your rear view milTor facing out. o Your hang-tag is valid only on the day, date, month, and year punched. o You must place a newly punched hang-tag daily by 12:01 P.M. Noon o Please park legally in the designated facilities to avoid having your vehicle cited and/or impounded. o Remove your Hang-Tag when operating your vehicle. o Your Hang-tag is honored at the following City of Miami Beach Parking Facilities within Zone One. Please refer to the locator map on the reverse side. ~ Parkin2 is allowed at the followintl Ofl'-Street F.~iUties in Zone One: Municipal Lot No. 7C located on Collins Avenue and 6th Street Municipal Lot No. 2B located on Meridian Avenue and 6th Street Municipal Lot No. 12X located on Washington Avenue and 9th Street Municipal Lot No. 13X located on Washington Avenue and 10th Street Municipal Lot No. 17X located on Collins Avenue and 13th Street Parkin~ is allowed at the fol1owintl On-Street Farilities (meters onlv) in Zone One: 6th Street between Collins Avenue and Washington Avenue 9th Street between Collins Avenue and Washington Avenue 11th Street between Collins Avenue and Washington Avenue 13th Street between Collins Avenue and Washington Avenue Make \'our ,'isit more eniovable with these friendly tips: o Residential Pennit Parking is strictly enforced. Look for Signs! o Do not park at crosswalks. fire hydrants, fire lanes, bus stops, or where signs are posted prohibiting parking. o Always park in the direction oftraftic flow on-street and head in off-street. o Park and ride the Eleetrowave! o Always wear your seat belt when operating your vehicle. o Don't Drink and Drive. And if you do drink., please have a designated driver. o Never park at a bagged parking meter. If you experience any problems. we want to hear from you. Please call the City of Miami Beach Parking Depamnent at (305) 673-7S05 or after hours at (305) 673-7000, ext. 6844 or 6845 or please write to: City of Miami Beach Parking Department Washington Avenue, Suite 100 Miami Beach. Florida 33139 We hope your stay is a pleasant one. Please visit us again soon! The Cit\. of ~ liami Beach is not responsible for loss or damage due to fire, theft. breakage, or collision. Articles left in "ehicles at owne~'s risk. Your Hang-Tag must be displayed at all times while parked in a City of Miami Beach Parking Facili~.. rr,.ou ban been charged more tban 56.39 per day (including sales tax) for each Hang-Tag, please contact the City of1\1iami Beach - . -- nniR\ . f Miami Beach is Dot responsible for the impoundment or immobilization CITY OF M IAM'I BEACH fQ CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG-TAG PROGRAM CONVENTION CENTER DISTRICT - ZONE TWO Dear Guest: Welcome to Miami Beach! It is our goal to make your visit an enjoyable one. In an effon to achieve this goal. the City of Miami Beach Parking Department in conj\Dlction with your hotelier has established a Hotel Guest Hang-Tag Program for your parking convenience. The Hotel Guest Hang-tag Program was created to enhance your parking options throughout your stay. We hope this progrmn accommodates your parking needs. We request that you adhere to the roles of the program in order to ensure system-wide parking availability and public safety. Hotel Guest Hanl- T., Rules: o Cost: 56.00 per day (plus sales tax). o Hours: 24 hour per day (from 12:01 P.M. Noon to 11:59 A.M.) o Place your hang-tag on your rear view mirror facing out. o Your hang-tag is valid only on the day. date. month. and year punched. o You must place a newly punched hang-tag daily by 12:01 P.M. Noon o Please park legally in the designated facilities to avoid having your vehicle cited and/or impounded. o Remove your Hang-Tag when operating your vehicle. o Your Hang-tag is honored at the following City of Miami Beach Parking Facilities within Zone Two. Please refer to the locator map on the reverse side. . . Parkinl is allowed at the followine Off-Street Facilities in Zone Two: Municipal Parking. Lot 6B.located on Collins Avenue and 21 Street Parkine is allowed at the followine On-Street Facilities (meters on Iv) in Zone Two: 21 st Street east of Collins Avenue nnd Street east of Collins Avenue Miami Beach Drive between 21st Street and 22nd Street. Make your visit more en;oyable with these friendly tips: o Residential PennitParking is strictly enforced. Look for Signs! o Do not park at crosswalks. fire hydrants, fire lanes, bus stops, or where signs are posted prohibiting parking. . o Always park in the direction of traffic flow on-street and head in off-street. o Park and ride the Electrowave! o Always wear your seat belt when operating your vehicle. o Don't Drink and Drive. And if you do drink, please have a designated driver. o Never park at a bagged parking meter. If you experience any parking problem(s). we want to hear from you. Please call the City of Miami Beach Parking Department at (305) 67~-7505 or after hours at (305) 673-7000, ext. ~844 or 6845 or please write to: City of Miami Beach Parking Department 1130 Washiopon Avenu~ Suite 100 Miami Beach, Florida 33139 We hope your stay is a pleasant one. Please visit us again soon! The City of Miami Beach is not responsible for loss or damage due to fire, theft, breakage. or collision. Articles left in vehicles at owner's risk. Your Hang-Tag must be displayed at all times while parked in a City of Miami Beach Parking Fadlit)'.lfyou have been charged more than 56.39 per day (including sales tax) for each Hang-Tag, please contact the City of Miami Beach Parkinc Departmentat (305) 673-7505. The City of Miami Beach is not responsible for the impoundment or immobilization ~~... u_I.I_I_ ...."... nn nrk'ate orooertv. CITY OF M IAM.1 BEACH fa CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG':TAG PROGRAM CONVENTION CENTER DISTRICT - ZONE TWO Dear Guest: Welcome to Miami Beach! It is our goal to make your visit an enjoyable one. In an effon to achieve this goal. the City of Miami Beach Parking Department in conjunction with your hotelier has established a Hotel Guest Hang-Tag Program for your parking convenience. The Hotel Guest Hang-tag Program was created to enhance your parking options throughout your stay. We hope this program accommodates your parking needs. We request that you adhere to the roles of the program in order to ensure system-wide parking availability and public safety. Hotel Guest Hanl- Tall Rules: o Cost: $6.00 per day (plus sales tax). o Hours: 24 hour per day (from 12:01 P.M. Noon to 11 :59 A.M.) o Place your hang-tag on your rear view mirror facing out. o Your hang-tag is valid only on the day. date. month, and year punched. o You must place a newly punched hang-tag daily by 12:01 P.M. Noon o Please park legally in the designated facilities to avoid having your vehicle cited andlor impounded. o Remove your Hang-Tag when operating your vehicle. o Your Hang-tag is honored at the following City of Miami Beach Parking Facilities within Zone Two. Please refer to the locator map on the reverse side. . Parkin~ is allowed at the followin, Off-Street Facilities in Zone Two: Municipal Parking Lot 6B.located on Collins Avenue and 21 Street Parkin, is allowed at the followine On-Street Facilities (meters onlv) in Zone Two: 21 st Street east of Collins Avenue 22nd Street east of Collins Avenue Miami Beach Drive between 21st Street and 22nd Street. Make vour visit more enio.yable with these friendly tips: o Residential Pennit Parking is strictly enforced. Look for Signs! o Do not park at crosswalks. fire hydrants. fire lanes. bus stops, or where signs are posted prohibiting parking. . o Always park in the direction of traffic flow on-street and head in off-street. o Park and ride the Electrowave! o Always wear your seat belt when operating your vehicle. o Don't Drink and Drive. And if you do drink, please have a designated driver. o Never park at a bagged parking meter. If you experience any parking problem(s). we want to hear from you. Please call the City of Miami Beach Parking Department at (305) 67~-7505 or after hours at (305) 673-7000. ext. ~844 or 6845 or please write to: City of Miami Beach Parking Department 1130 Washington Avenue, Suite 100 Miami Beach, Florida 33139 We hope your stay is a pleasant one. Please visit us again soon! The City of Miami Beach is not responsible for loss or damace due to tire, theft, breakage, or collision. Articles left in vehicles at owner's risk. Your Hang-Tag must be displayed at all times while parked in a City of Miami Beach Parking Fadlity.If~'ou have been charged more than 56.39 per day (including sales tax) for each Hang-Tag. please contad the City of Miami Beach Parkins Department at (305) 673-7505. The City of Miami Beach is not responsible for the impoundment or immobilization -, .._&.IA'_ _.IrNl nn nrn'a!e Drooem. - ! CITY. OF MIAMI BEACH lQ . . CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG-TAG PROGRAM OCEAN TERRACElNORTH BEACH DISTRICT - ZONE FOUR Dear Guest: Welcome to Miami Beach! It is our goal to make your visit'an enjoyable one. In an effon to achieve this goal, the City of Miami Beach Parking Deparunent in conjunction with your hotelier has established a Hotel Guest Hang-Tag Program for your parking convenience. The Hotel Guest Hang-tag Program was created to enhance your parking options throughout your stay. We hope this program accommodates.your parking needs. We request that you adhere to the rules of the program in order to ensure system-wide parking availability and public safety. Hotel Guest Hane-Ta2 Rules: o Cost: 56.00 per day (plus sales tax). o Hours: 24 hour per day (from 12:01 P.M. Noon to 11:59 A.M.) o Place your hang-tag on your rear view mirror facing out. o Your hang-tag is valid only on the day, date, month, and year punched. o You must place a newly punched hang-tag daily by 12:01 P.M. Noon. o Please park legally in the designated facilities to avoid having your vehicle cited andlor impounded. o Remove your Hang-Tag when operating your vehicle. o Your Hang-tag is honored at the following City of Miami Beach Parking Facilities within Zone Four. Please refer to the locator map on the reverse side. Parkin2 is allowed at the followin2 Off-Street Facilities in Zone Four: Municipal Parking Lot 9B, located on Collins Avenue and 72nd Street Municipal Parking Lot 9F, located on 75th Street and Collins Avenue Municipal Parking Lot 26D, located on Collins Avenue and 83rd Street Municipal Parking Lot 2SX,located on Bonita Drive and 71st Street Parkin, is allowed at the followine On-Street Facilities (meters onlv\ in Zone Four: Ocean Terrace between 73rd and 75th Street; and 73rd, 74th., and 75th Street between Collins Avenue and Ocean Terrace. Make your visit more eniovable with these friendly tips: o Residential Pennit Parking is strictly enforced. Look for Signs! , o Do not park at crosswalks, fire hydrants, fire lanes, bus stops, or where signs are posted prohibiting parking. o Always park in the direction of traffic flow on-~t and head in off-street. o Park and ride the Electrowave! o Always wear your seat belt when operating your vehicle. o Don't Drink and Drive. And if you do drink, please have a designated driver. o Never park at a bagged parking meter. If you experience any parking problem(s), we want to hear from you. Please call the City of Miami Beach Parking Depanment at (305) 673-7505 or after hours at (305) 673-7000, ext. 6844 or 6845 or please write to: City of Miami Beach Parking Department 1130 Washington Avenue, Suite 100 Miami Beach, Florida 33139 We hope your stay is a pleasant one. Please visit us again soon! The CAty of 1\ Uami Beach is not raponsible for loss or damage due to tire. theR. breakage, or collision. Articles left iD nbicles at OWIer's risle. ....our Hanl!:- Tag must bt displaytd at all times while parlrrd in I City of ~liami Beach Parking Facili~'. Ir you han bun challed nurt than 56.J9 per da)' (inClUding sales taXS for cach 'Hang-Tag. plcase contact thc CltyofMiami Btach Parking DepartmeDt at (30St 613-7505. The Ci~' of :\1iami Deach is not responsible for the inpoundmeDt or Immobilization of vehicles parted on private proptr~ ..... .- -.:.. . ~ .'.: .. -.. ...- '.. ..... .' '.', . ".':,~. ",,':.'. ..._,..._:.... _. ,..Io_~..:::::~~j;.... .,.' .. ,",. ~ . ',.. , . . _ ....__ _ _ .!. ~.:~.' ;;..:.!_~_....:.. .;l._ ~.:_;'._ : .. .~ ",. t ..-. J". '. . ' . I \" ~t. - . .. _...::... .,~ ... '.', ;'.~ ' PLEASE HANG ON REAR VIEW MIRROR, THIS SIDE FACING OUT. REMOVE BEFORE VEHICLE IS IN MOTtON. PREVENT THEFT, LOCK YOUR VEHICLE. I : { l ~ 07451 ~ C:t\' )t' \.: .....; \) .....11 l. _.. " '. l . . . , .. . . . I ,'... - I .,.:.-" ~ Huld GUI.:".ll'..:':.il1:! 'I. - ~ , f" '1' - 1~~tH!- al.! - - ZL'n~ '\ll. : C\.lI1\ ~nlion C~ntcr District , ~ I , . , i I C ( f I - ~"i "k'k.i/:{~';C~~~:~;';'~:~~:"t:~~~}:~;.:"~:~: .:-: ~ --.-------- ~--- .':--- ._-- . .._--~~..; --,~;: -.,: . . ::,... '. '.f'. ....'... .", ,.:..... ....." ..;~. .. .:., .,Iilllll- :1..I~i~.: . ~tI..i5'i'~".~' ,;:~:~~ ilL ja ~"'.";~;, :~.:,~\)d -:~ . ~ ....,~':. ~:.,... ~ ~.-:.::f~.'.. - .".:!:.;"... ,,"..:.t~~.. ,.- 't:' - .... .. 1 ' . "'::~'.. :.\. -, . .'~,... ~.'.. ...-.-______________..- If ---------.&,4 ------ City of Miami Beach 07 451 . . . ", .' PLEASE HANG ON REAR VIEW MIRROA, THIS SIDE FACING OUT. REMOVE BEFORE VEHICLE IS IN MOTtON. PREVENT THEFT. LOCK YOUR VEHICLE. i I I ) , ~ ( lb.' ( 'lo. -, ': q f". 0 ~...,,--,d ~ CltJ of Mt"'nIt Beech ~ Hotel Guest Parking ':....~....-r H~g-"'-- . __ '4'" Zone No.8 'lD(Jt..n Creek I Co1UnA Ave DistriCt City of Miami Beach Hotel Guest Validation l"", ~ Q s; r: _.......'-"\oJ'-. . ~ , '. . . ". " . . . '.. '.. '" ...'.. ,.. :. .'. :::.;i:..~';, ;:';,':".,:.:' . ", .: .'. .. >,.' ....', '. ' ,..' ~.' .. ....-..:_...._. ._II.........._.._~"'-.J~... ..~.._.'"-,,'"_...._.J.;J;.;..:._::..;&.rl....._. . . \ ". 'II ......'.. . t . . . . ' .'. ' . PLEASE HANG ON REAR VIEW MIRROR, THIS SIDE FACING OUT. REMOVE BEFORE VEHICLE IS IN ManON. PREVENT THEFT, LOCK YOUR VEHICLE. ~ 29951 City of Miami Beach Hotel Guest Parking Hang-Tag . Zone No.4 Ocean- Terrace District ---;. . ---. . _1_-. . --- . ...... ..:...... ........ ....... ..... ... ---------.--..------ ..---- City of Miami Beach 29951 , , \ ! l t ,. , I I I i " . ., : ,:.. . " . .11.. . J , CITY OF MIAMI BEACH PARKING DEPARTMENT ON-STREET PARKING INVENTORY/SOUTH OF DADE BLVD123RD STREET MAXIMUM TIME LIMITS LOCATION MAX TIME LIMIT Ocean Drive between South Pointe Drive and 5th Street 6 Hours Ocean Drive between 5th Street and 15th Street 3 Hours 100 Block (Ocean Drive - Collins Ave) between 5th and 15th Streets 6 Hours 200 Block (Collins Ave - Washington Ave) between 5th and 15th Streets 2 Hours Collins Ave between S. Pointe Drive and 5th Street 6 Hours Collins Ave between 5th Street and Espanola Way 6 Hours Washington Ave between S. Pointe Drive and 5th Street 6 Hours Washington Ave between 5th Street and 17th Street 2 Hours Washington Ave between 17th Street and Dade Blvd 12 Hours Alton Road between 5th Street and 20th Street'" 2 Hours 1600 Block of Lenox Avenue 6 Hours 1600 Blocks of Meridian, Jefferson and Michigan 2 Hours 1600 Block of Euclid, Drexel, and Pennsylvania Avenues 2 Hours Notes: "'1500 and 1600 block of Alton and 1100 and 1200 blocks of Lincoln Road was increased to 3 hour times limits to accommodate Lincoln Road Cinemas. '" "'Municipal Lot behind Epicure Market is dual time limits (two hour parking from 9am to 6pmlsix hour parking from 6pm to Midnight). F:\PING\SALL~AUL~FMEMOS\onsth;.:ltilllelimi1s.doc "" ~ : '" o : c; ~ ~ o ~ ~ Q. ::J ~ lY S e r;! lY 4J >. ~:::s .> :; E .... Q. ::J - .. ~ !t :> 'r: ~~ .::: 4J ...;:; s~ f.! ~ . 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I..,S-:::- .- 0 ~ ..g :.r: R: '" ~ E:!;! ! ~ ~.s f e-.~ , e b ~~~ v '" '" c E E B ~ 9- e u ...... o ;:; .t;: s ~ ! S v- Fl. o C :; v ~ ~ '" 4.1 :l 6 ... .. fi 0 !t (J ... ;; ~ oCsoC .t;: t:: r; ;g u "tl I f Q.'C } i ;.g .. c n o ..l( ~ l:!.~ _ -.2":.s- lties :E -,:, e .. .. .... "o!t", !!II: ..c 0 ... 1IIoii~"tl8 ~ ... '" oC i'u= ~"tl ~ o u .... II Q., -a 'C .. S !'~ ,. ~ ::; !j iii . -- - ;..=.g R 2 e J1 9. i Q., "'ii!~ .... f.h I - ., 0 C'lI ~ ~ ii c J" ~ ...: ~~"' :" ^ ... ""'" ... -:::; -- v: ::I .... ~ ~ s g e-=:z:: c .t;: (5 ~ f! ~ ~ .lc~~~ es.... . j t ! e W ; ~ :;: 2 , ..... =;:: " - . Miami Beach Coordinated Wayfinding and Identity System The City of Miami Beach, the Miami Beach Visitor and Convention Burea~ and stakeholders representing major attractions and facilities throughout Miami Beach have partnered to create a wayfinding and identity system for the city. This wayfinding system will be designed to project a consistent image for the city; ease vehicular congestion; promote walking and mass transit; and be sustainable as well as expandable. Goals . Create a consistent wayfinding and identity system across a range of sign and publication mediums. . Create a wayfinding system that focuses on directing to major parking garages and destinations. . To improve wayfinding and visitor information on events in the city. . To establish wayfmding links to city bike and pedestrian trails. . To promote Miami Beach's cultural and arts identity. . Establish ongoing administration and maintenance of the system. The Concept The Miami Beach Coordinated Wayfinding and Identity System consists of three major components: 1. DestinatioD WayfiDding Systems - This collection of gateways, wayfinding signs and arrival signs directs visitors and residents to major destinations around Miami Beach, and adjacent parking garages. The focus of this system is encouraging visitors to park their cars. Some components that make up this system include: . City gateways . District Directional Signs that includes information leatiing to major garages. . Destination directional signs that directs visitors to cultural attractions, public beach, shopping districts, and major government building with the adjacent parking facility. . Simple pedestrian signs in the highest density blocks of Miami Beach, and along Collins Avenue. . Consistent and creative Arrival signs marking the entrance to parking facilities and major cultural institutions in Miami Beach. . Consistent, simple city maps available at every parking facility in handout or kiosk form. . Destinations will be established based on specific criteria and reviewed by a steering committee. See Sign Criteria for further review. 2. Special Event signs, maps and publications - This system is oriented around the large scale events and convention center shows that bring millions of people into Miami Beach each year. Some of the components that make up this system include: . A banner program oriented around large-scale events, major museum shows, and performances. (This system is already in place) Miami Beach Coordinated Wayfinding and Identity System 02/21102 . Temporary signs and barricades oriented around event wayfinding. . A city process for event permitting oriented to include signs and banners. . Simple bus shelter and handout maps oriented around special events, and information inserted ~~-=-~=::~~~.:==:~~~=~:.,into -other publications. ....____n_ ..------------ ---- 3, Neighborhood Signage Program - This simple system is oriented towards theHunique-- identities of each neighborhood while creating a coherent streetscape identity for Miami Beach. The focus of this system is a combination of unique neighborhood elements with simple~d easy_to duplicate signs. These elements can be fit to' match the needs of each individual neighborhood in Miami Beach. Components include: . Standards and initiatives for unique neighborhood gateways . Standards for neighborhood banners . . Street sign program with neighborhood identity . Interstate and parking trailblazers. . Municipal Beach and recreational area identity system tied into the bicycle/pedestrian trail currently being developed. . Regulatory sign standards. Responsibilities . The City Manager assigned the Planning Department to take lead respo~ibility:for-'tlie planning and design of the Coordinated Wayfinding and Identity System. A Steering Committee is made up of the following departments and stakeholder groups: City of Miami Beach Planning Department City of Miami Beach Parking Department City of Miami Beach Convention Center City of Miami Beach Visitor and Convention Bureau City of Miami Beach Public Works Department Miami-Dade County Public Works Department Florida Department of Transportation District VI Traffic Operations Division , Miami Beach Coordinated Wayfinding and Identity System 02121102 City of Miami Beach Application for Approval of a Signage District From the F]orida Department.ofTransportation The City of Miami Beach seeks approval for the development of a signing district within it's city limits, and have the ability to develop a unique sign design within the boundaries established by the Florida Department of Transportation. Key Terms A. The Sign District Sign districts are confined to one municipality and administered by a single governmental sponsor. Inside that district the government entity has the approval to design, develop criteria, construct, own, and actively manage wayfinding signs on local and state roads within the district with approval responsibility from the Florida Department of Transportation. B. WayfiDding Wayfinding Signing is a systematic network of directional signs to guide the traveling public from major highway gateways to key civic, cultwal, visitor and recreational and commercial destinations within a specified Signing District. In developing the Sign District The City of Miami Beach seeks approval frOm the Florida Department ofTransportation(FDOT) in the following areas: Preliminary Planning Approval . Mission Statement . Participating Stakeholder Groups . Destination Criteria Design Approval . Prototype Sign Design and Fabrication Intent Guidelines Sign Route, Location, and Management Approval . Sign planning and location . Ongoing maintenance and mJUJagement program If the City of Miami Beach achieves these objectives to the satisfaction of the FDOT, the City shall be issued a letter of approval to proceed with the installation of signs. Mission Statement The City of Miami Beach will create a mission statement outlining the goals of the program, the major groups involved, and the elements that will make up the system. Participating Stakeholder Groups The City of Miami Beach will initially fonn a group of stakeholders, consisting of representation of interests that could be involved in the Signing District. These , stakeholders will be involved in the approval process at every step in development of the system. Destination Criteria The City of Miami Beach will utilize a stakeholder task force to create a set of criteria for the selection of destinations. This criteria will be used to create a list of included destinations and be used in judging the inclusion of new destinations. After receiving approval from the Florida Department of Transportation for the first three steps of preliminary planning the City of Miami Beach would like to seek approval for a Prototype Sign Design and Fabrication Intent Document. Prototype Sign Design and Fabrication In.tent Document. Prototype Sign Design - The prototype sign design is a design document outlining these standards: . Sign Panel Size, Color, and Material . Lettering Type, Size, Color, Material and Reflectivity . Any Additional Logos or Symbols . Sign Panel Height from the Pavement . Sign Pole Color and Material . Sign Foundation Detail In developing a Sign Design the city of Miami Beach would like to adhere to Sign District design standards currently used in most U.S. States and the District of Columbia including: Pennsylvania, New York, Maryland, Washington D.C., New Jersey, Tennessee, Delaware, and Virginia. (See Attached Examples). These standards include the following: Sip Panels Size, Color, and Material . Sign Panel shall be of a color of no less than 60% in contrast to the foreground sign lettering and arrows. . Sign panels shall have beveled edges. . Sign Panels shall meets standards for wind loads. Lettering Size, Color, Material, and Reflectivity . Sign letters shall be at least 3" in height. . Sign letters shall be made of a reflective material with a color contrast of at least 6001c. of the background surface. Sign Panel Height from the Pavement . Sign Panel shall be at least 7' -0" from the pavement . Sign pole shall not obstruct a pedestrian right of way. Sign Foundation Detail . Sign foundations shall meet with FOOT break-away standards. After approval of a prototype sign design The City of Miami Beach will seek approval for sign routes, fInal sign locations an ongoing maintenance and management plan. With the approval of these standards the City of Miami Beach will have approval for the full Sign District and installation of signs. Sign Locations . Approval must be made for a conceptual route plan from the city edge to the destination. . . Approval for the location of each sign in state road right-of-ways. Management and Maintenance Plan . System for replacement or removal of signs. . System for ongoing cleaning and upkeep of signs. . Sign for ongoing planning and system expansion . . ! '\. Newark New Jeney Destination Directional Signs Details Panel Colors - Blue, brick red with a silver border and rule Panel Width - 40" Panel Height - 8' from the pavement Pole Color - Black Lettering Color:- Reflective gray Arrow Color - Reflective orange Foundation Fotter - J bolt breakaway ,'}f'i , :if~~: ;:..:.:/j.., ;.:vl:';>7f fI ~ ~ l I '\. Philadelphia, Pennsylvania District Directional Sign Destination Directional Sign ] Bolt Break-Away Detail DetaUs Panel Colors - Blue, brick red Panel Width - 40" Panel Height - 8' -4" from the pavement Pole Color - White Lettering Color - Reflective gray Arrow Color - Reflective Orange Foundation Fotter - ] bolt breakaway . " Lane aster, Pennsylvania Directional Signs, Front and Back DetaUs Panel Colors - Blue/Green with red highlights Panel Width - 40" Panel Height - 8' from the pavement Pole Color - Light Gray Lettering Color - Reflective White Arrow Color - Reflective White Foundation Footer - Plastic composite ina steel sleeve . '"lo. # . Directional Signs Details Panel Colors - Blue, for both pedestrian and vehicular signs Panel Width - 40" Panel Height - 8' from the pavement Pole Color - Black Lettering Color - Reflective White Arrow Color - Reflective White Foundation Footer - Plastic composite in a steel sleeve - . TAXI: CAB LOCATI:ON CI:TY mDE Below you will find an updated list with the locations of existing taxi stands and the amount of vehicles authorized at that location . . ADDRESS LOCATION # OF CABS 000 BLK-COLLINS BEHIND JOE'S STONE CRABS 6 100 BLK-2nd ST. ACROSS FROM MARRIOT HOTEL 1 . 500 BLK-COLLINS WEST SIDE OF STREET 1 900 BLK-OCEAN DR. NEXT TO OCEAN FRONT 2 AUDITORIUM 1000 BLK-ALTON RD. NEXT TO WILD OATS MARKET 4 100 BLK-12th ST. NEXT TO PRIVATE PARKING 1 LOT , 200 BLK-LINCOLN RD. NEXT TO ECKERD 2 1200 BLK-LINCOLN RD. NEXT TO FIRST UNION BANK 4 200 BLX-lltJ2 S'1!. ACROSS !'ROM POLICE 2 DEPARDIElft' 1600 BLK-WASHINGTON AVE. NEXT TO BANK OF AMERICA 3 400 BLK-1? ST. ACROSS FROM T.O.P.A. 2 1600 BLK-MERIDIAN CT. BEHIND BURDINES 1 1680 BLK-MERIDIAN AVE. IN FRONT OF MEDICAL 1 BUILDING 1100 BLK-19th ST. NEXT TO OLD PUBLIX 1 . 1900 BLX-HES'1! AVE. HEX'l' 'l'O FeL rARD ACROSS 4 !'ROM POBLIX 100 BLK-22nd ST. ACROSS FROM HOLIDAY INN 5 200 BLK-23rd ST. 23rd ST. & COLLINS 2 SOUTHWEST CORNER 100 BLK-29th ST. NEAR THE SEVILLE HOTEL 2 100 BLK-31st ST. NEXT TO RIU BEACH HOTEL 3 100 BLK-38l;o ST. NEAR THE CARIBBEAN HOTEL 2 200 BLK-40th ST. ACROSS FROM THE RAMADA INN 1 200 BLK";'42nd ST. SOUTH OF DAYS INN 1 4000 BLK-PRAIRIE AVE. NEXT TO CVS PHARMACY 3 4100 BU-SHERIDAN AVE. NEXT ro DUNKIN OONrJ'ZS 2 43ra ST. & ALTON RD. AT MOUNT SINAI 'HOSPITAL- 2 NEXT TO PARKING GARAGE 4400 BLK-COLLINS AVE. NEXT TO FOUNTAINBLEU HOTEL 13 4500 BLK-COLLINS AVE. NEXT TO THE EDEN ROC HOTEL 3 4800 BLK-COLLINS AVE ACROSS FROM THE WYNDHAM 7 RESORT 100 BLl(-65 S1'. NEJa' ro V'ACAlft' LO'J! 2 200 BLK-67l;o 'ST. ACROSS FROM RADISSON HOTEL 4 6800 BLK-HARDING AVE. WEST SIDE OF PUBLIX 1 100 BLl(-69 Street Next to .DenDY' II l'arJc:i.ng 3 Lot 200 BLK-87th ST. ACROSS FROM DEZERLAND 3 HOTEL 7100 BLK-Ruev Versaille Across From Normandy 3 Market 100 BLl(-74 Street Next to "a~gre.D' II l'arJc:i.ng 3 Lot TOTAL NOMBER 01' TAXI SPACES-lOa Note: locations appearing in bold italics are new locations being added. .> NEW PROPOSED EXPANDED INCENTIVES. Summary of changes proposed from initial incentive program and the new proposed expanded incentives program: . . The Film & Video Program changes: . Expanded to include print . Minimum qualifiers eliminated . 1 free beach access pass offered . all police administrative fees waived . This program shall benefit a more of our clients - thus allowing us to promote this to all our clients. Convention Center Parking changes . Expanded to include all permitted productions . Includes usage for base camp and crew parking . Program can be utilized by more clients, even including several clients using this program on the same day This program shall benefit more of our clients - and shall be able to offer this program to several clients simultaneously Beach Access program: . Expanded to include an additional month PCRV program . Rates reduced ($75 reduced to $50, $175 reduced to $100) This makes the program more attractive, more user friendly and emphasizes the ability of the vehicles to be able to load/unload at hotels. Scouting program . Rates reduced (from $75 to $25) F:\INFO\SALL\ALEXIS\Changes.doc MIAMI BEACH FILM & PRINT DIVISION PRODUCTION INCENTIVES PROGRAM . The Film & Print Division of Miami Beach offers the following incentives to productions shooting in Miami Beach. To participate in this incentive program, you will need to contact our office to apply. Please contact us at 305/673-7070 or email us at alexisedwards@ci.miami-beach.fI.us. Or visit our website at www.ci.miami-beach.fI.us FILM. VIDEO & STILL PHOTOGRAPHY INCENnVE These incentives are available to Film, Television and Photography productions in Miami Beach: & . One beach access pass for vehicles (per productionjper day) at no cost. . All police administrative fees waived BEACH ACCESS When a production requires more than one beach access pass each day - the costs shall be reduced by 500,.& between June and October. NOTE: Beach access for production vehicles requires an off-duty ofRcer to be on site with a production. SCOUTING PERMITS Temporary scouting permits allow cars to park at legal metered parking at no cost and within commercial loading zones (within posted maximum times). Scouting permits are limited in time (typically not for more than one day), and are $25.00 per day. Scouting Permits shall be issued at the direction of the Film & Print Office. CONVENTION CENTER PARKING When not in use for a Convention Center, The Gleason or other City event, the Convention Center Parking Lot can be made available to productions, for base camp, crew parking or filming location at no charge under the following conditions: . Permitted Production companies may utilize the lot (not to exceed 200 spaces) to use as a base.camp for a 24-hour period. A production may obtain free crew parking passes for the same lot as well. . Consideration for neighboring residents and businesses would be paramount in permitting the use of this Lot. Guidelines established for Residential Filming would be applied to Convention Center parking requests and will address hours of operation and any aspects of the production that may have an impact on the surrounding residents. . The Lot would only be available when there is no conflict with other Convention Center, Gleason or City activities. PRODUCTION COMPANY MOBILE UNIT (PCRV) PERMIT A PCRV pass allows production units (RVs) to park legally at meters, at commercial loading zones (within posted limits) and limited loading and unloading at businesses and hotels. The permit would be made available for the following fees: . $ 50 for a one month city wide PCRV pass . $100 for a three month city wide PCRV pass F:\lNFO\$ALL \AlEXIS\incentiveplan4.dOC INCENTIVES AS ORIGINALLY . ADOPTED BY THE COMMISSION . . Page 1 City of Miami Beach Production Incentives Program FILM & VIDeo PRODUcnON INCENTIVE PROGRAM Designed to be applied to large televisionffeature film projects Miami Beach hosts each year, these productions can take over a month of c:Oordination work and typically film locally for extended time periods, These projects have the highest budgets and economic impact. with average dally budgets that average between $150,000 and $500,000, per day. For a Film to Qualify: 1) It must meet or exceed two out of'these three categories: . Size of (local) crew: 76 or more · Days in Production in Miami Beach: 5 or more . Total Budget $1,000,000 or more 2) It must meet or exceed a minimum of 100 room nights total during the length of the production in Miami Beach Qualified FIlm would receive: · Waiver of vehicle beach access fees (per production). limited to 12 vehicles per day. · Elimination of Police administrative fees ($20 per officer) · Use of the Convention Center Parking Lot (P Lot) for no-cost crew parking (only if avaRable for use - not to be in conflict with any City/Convention Center event) Convention Center Parklna . When not in use for a convention or other City event, the Convention Center Parking Lot. can be made available under the following conditions: . For a fee of $250, production companies wiD receive 114 of the Lot (not to exceed 200 spaces) to use as a base .camp for a 24-hour period. A production may also purchase a permit for crew parking for the same area and price. ~HIBIT At City of Miami Beach Production Incentives Program Page 2 · Consideration for neighboring residents and businesses would be paramount in permitting the use of this Lot. Guidelines established for Residential FIlming would be applied to Convention Center parking requests and Will address hours of operation or other aspects of the production that-may -have Impact- . on the surrounding residents. These guidelines require a peicentage of affirmative .sign-offs- from. affected neighbors for parking requests which exceed -normar hours of operation and specifically address residential concems In respect to productions. . . The Lot would only be available when It is not in conflict with other ConventionICity activities. The Film & Print Division and the Parking Department would administer this aspect of tt1e Program jointly. PRODUCTION COMPANY MOBILE UNIT (pCRV),pERIIIT . Parking of production mobDe units Is a top issue for our fashion/print companies. These large vehicles, which are converted mobile recreation vehicles, house wardrobe, hair, makeup, portable studios, dressing rooms, lounges and operate as offices. In response to the concems'expressed by this industry, it is proposed that a PCRV decal/pass be developed that would allow these production units to park (legally) without having to worry about feeding meters. this Program will not be In effect in Residential Parking Zones. The permit would be made avaUable for the following fees: . $75 per month - one month at a tine - Clty-wicle . $175 for three months - aU three months bought at once - City- wide . $25 discounted incentive rate for one month - North Beach (north of 63111 street) . Decal/pass win be eligible within legal parking spaces only ~IBIT AI .. City of Miami Beach Production Incentives Program Page 3 . Could be run utilizing a hangtag system - issued to a specific vehicle, non-transferable. The Film & Print Division and the Parking Department would administer this asped of the Program jointly. & BEACH ACCESS To encourage production during Miami Beachls off-season, it is proposed to offer Beach Access Permits at a reduced rate, This program would not be promoted to increase the amount of vehicles on the beach, but rather we hope that this incentive Will be used to help attract productions during slower production months. . During the months of June through September, we would reduce vehicle beach access by 50% to $75.00 (per vehicle/per day) ." . This Vehtcle Beach Access Program Is currently administered In accordance with the City's beach usage poncies. This would be coordinated between the FBm & Print Division and the Police Department, with the Film & Print Division assuming - all administrative duties, ScounNG PERMITS Identified as a priority issue by production professionals, scouting permits wiD assist production scouts with ease of access. Scouting is when a producer or director travels to several "potentiar filming sites to assess their suitability to a particular project. . Temporary scouting permits available on a per project- basis at the direction of the Film & Print Division. The pennitwill allow cars to park at legai metered parking. at no cost and within aU residential zones. It would also allow a max of 20 minutes in (marked) loading zones. " . The scouting permits would be limited in time (typically not for more than one day). ~HIBIT At ~ . I " City of Miami Beach Productlonlncentlvea Program Page 4 . A $50 per day charge wII apply. . This Program would utilize a hang tag system similar to the hang tag system currently used by the Parking Department for Residential 'Guest Parking in which passes are numerically tracked and are limited in time by usage of a .scratch otr date. · . The Film & Print Division and the Parking Department would administer this aspect of the Program Jointly ~HIBIT~ (J.) (J.) ~ ~ -- E E o () en ~ c: (J.) > w co -- t) (J.) 0.. en -- -- co I.- :J ~ :J () Mavor's Blue Ribbon Tourism Culture/Special Events Committee Report, 3.1.02 Roger Abramson & Cathy Leff, Co-Chairs. David Whitman, City liaison. Mission Statement Boost year-round tourism by establishing and promoting the City of Miami Beach globally as the first Modern American Living Museum: a destination of unique architecture, ecology, heritage, visual and performing arts, nightlife, special events, cuisine, and other cultural assets. Secure higher levels of funding for special events and cultural activities in Miami Beach to attract more visitors and derive greater economic and quality-of-life benefits for residents. Issues Addressed Arts, culture, and special events are an integral part of a vibrant tourist industry and significantly impact the local economy and enhance the tourists' experience. Miami Beach has strong cultural assets, which include museums, visual and performing arts organizations, festivals and special events, and its Art Deco and 1950s Miami Modern (MiMO) architecture. More needs to be done to create, enhance, and promote an identity that reflects Miami Beach's unique characteristics: its natural and constructed environments and its cultural richness and diversity. Establishing and marketing the City of Miami Beach as a modem American living museum could augment tourism significantly and anchor the cultural identity of our community. Resources need to be identified to stabilize, sustain, and grow Miami Beach's cultural institutions impacted by 9/11, and additional resources need to be identified to develop and promote a strong year-round program of exhibitions, performances, festivals, and special events. In three meetings, the committee addressed short-term issues such as increasing visibility of arts and culture, special events, the summer festival season, the City's ArtsBeach 2ndThursdays series, the relationship between arts/culture and the hotel/restaurant/tourist industries, marketing/public relations opportunities, securing the domain miamibeach.com, funding, parking issues, and outreach. The committee recognizes that tremendous work needs to be done on an ongoing basis to strengthen existing relationships and to build new ones. Awareness about existing arts and culture offerings/opportunities needs to be enhanced at many levels, starting with Miami Beach residents, the local hotel/restaurantltouristindustries, the Greater Miami and South Florida communities, and tourists already here. Visibility of arts, culture, and special events needs to be improved and enhanced in all collateral materials produced by all public entities. Outdoor directional signage/wayfinding must clearly identify all major cultural venues and institutions. Signage about events and cultural institutions needs to be developed and placed in hotels and condos. Special discounted resident and tourist culture passes need to be developed; increased visibility of special events, arts, and culture at the airport, seaport, and convention center is important; increasing PSAs on cable TV; taxi and Electrowave drivers must be made aware of cultural assets; there needs to be affordable parking for events. More resources need to be earmarked toward marketing Miami Beach as a cultural destination, nationally and internationally, through the summer festival season, billboards/signage in the region, media familiarization (fam) trips, and advertising. There are many cross-promotional opportunities to be explored but new resources must be identified to strengthen existing organizations and to develop a strong year-round program of cultural activities and special events that would attract more tourists. Goal I Increase year-round cultural and special events programming. Short-term actions 1. Support the summer festival season and its marketing campaign. Ensure it also promotes ongoing cultural activities and organizations. Bring in fam trips and ensure that public marketing funds also promote local institutions. 2. Significantly increase annual funding for the City's Cultural Arts Council (CAC) and Visitor and Convention Authority (yCA) for their grant and marketing programs-especially for the summer festival season-that boost tourism and generate economic benefits for the private and public sectors. [Note: for FY 02, VCA funding for festival season events is $65,000; CACNCA funded $110,000 in cultural tourism grants. Both programs need additional funding.] 3. Incentivise summer season use of City facilities, especially the Gleason Theatre and rehearsal hall, Convention Center, and Colony Theatre. 4. Streamline City's bureaucratic procedures for special events (permits, signs, etc.) so that producers are encouraged to stage events in Miami Beach. Fundina: City, private sector sponsorships, GMCVB. Implementation: City, private producers; CAC; VCA; cultural organizations; GMCVB. Lona-term actions 1. Increase funding to attract major special events (e.g., national tournament at City's new Bayshore Golf Course, Latin Music Festival on the beach) and enable museums to organize and/or present major exhibitions that will attract summer visitors. Fundina: City, private sector, GMCVB. Implementation: Cultural institutions, producers of special events. 2. Identify new funding sources for arts, culture, and special events. Initiate a program to solicit proposals from producers of major special events. Offer incentives to producers for high-quality events with significant tourism appeal. Implementation: City, private sector, GMCVB. 3. Solicit and support a summer season residency in Miami Beach for a major cultural group that would generate increased tourism, similar to the New York City Ballet's residency in Saratoga or the Boston Pops Orchestra at Tanglewood. Implementation: City, private sector, VCA, CAC, GMCVB. Goal II Increase the visibility and accessibility of Miami Beach's cultural offerings. Short-term actions 1. Install directional signs marking cultural institutions and architectural districts (Deco and MiMo) on causeways and throughout the city. By establishing the City of Miami Beach as the first modem American "living museum," extensive signage could creatively link the City's tourism assets (natural ecosystems, architecture, nightlife, heritage sites, cultural institutions, etc.). Fundina: City, FOOT, VCA, CAC, Parking Oept. Implementation: City's Public Works and Parking departments. 2. Increase signage for culture/arts/events at airport, seaport, Convention Center, Gleason Theater, and other key locations for visitors. Fundina: Participating cultural institutions, Chamber of Commerce, GMCVB. Implementation: City, County, Convention Center, participating cultural institutions. Lona-term actions Develop a comprehensive plan for cultural and historical signage. 1. Light cultural beacons of the City (e.g., Jewish Museum, Wolfsonian, Bass Museum, Miami City Ballet, ArtCenterlSouth Florida, Colony Theatre, Gleason Theatre, Lincoln Theatre, Bryon Carlyle Arts Center; Miami Beach Botanical Garden); designate with appropriate signage important buildings and heritage sites. Fundina: City. Implementation: City, cultural organizations. Goal III Increase and promote cross-marketing opportunities. Short-term actions Work with hotels and condo associations to identify signage and other cross- marketing opportunities for cultural institutions and programs. Fundina: Cultural organizations. Implementation: Cultural organizations, Chamber of Commerce, CAC, Hotel Association, Concierge Association. Develop cross-marketing among community associations (neighborhoods, hotels and restaurants, concierges, development, etc.) and ArtsBeach 2nd Thursdays. Fundina: none. Implementation: Chamber of Commerce, CAC, community associations. Develop and broadly disseminate through Chamber of Commerce and hotel concierges a discounted museum pass for tourists. Fundina: none. Implementation: Chamber of Commerce, hotels, cultural organizations. Goal IV Develop outreach programs to enhance awareness of cultural offerings. Short-term actions Ensure all City-sponsored festivals and special events provide an opportunity for display and promotion of Miami Beach's arts and cultural programs at festivals and special events. Fundina: none. Implementation: City, promoters, CAC, cultural organizations. Develop ongoing programs to familiarize taxi and Electrowave drivers with cultural organizations. Fundina: none. Implementation: Chamber of Commerce, City, CAC, VCA, cultural organizations. Develop and promote a special Miami Beach resident admission incentive program and disseminate information through city utility bills. Fundina: none. Implementation: City, cultural organizations. Goal V Address parking issues. Short-term actions Develop a special four-hour cultural parking rate program for all public garages; clearly mark parking lots and garages for cultural and historic areas and special events. Offer free citywide parking on the second Thursday evening of every month to boost regional attendance at the City's free monthly arts night and help businesses. Fundina: City. Implementation: Parking Department. Lona-term actions 1. Improve public transportation; increase parking; develop educational campaign about walking. Fundina: Local, state, federal government. Implementation: Local and County government. Goal VI Increase profile of Miami Beach as a cultural destination and enhance brand identity: First Modern American Living Museum. Short-term actions: 1. Promote Miami Beach cultural venues at all City-sponsored festivals and special events; work with GMCVB on special Miami Beach cultural fam trips and a marketing campaign; work with City's cable provider to increase promotion of the arts. Create a City-sponsored cable TV culture/special events program for visitors and residents. 2. Reduce or underwrite advertising spi:lce in hotel room publications and/or hotel cable channel. 3. Expand City's ArtsBeach 2nd Thursdays marketing to include information on cultural sites that are open every day. 4. Study of the City's lighting and landscape plan to increase visibility of cultural attractions 5. Include Miami Beach's cultural and historical sites in all of Miami Beach's publications. Fundina: City, GMCVB. Implementation: City, CAC, VCA, cultural organi~ations. Lona-term actions 1. Create a consistent cultural identity within the fabric of the streetscape (e.g., lighting pole banners, distinctive lighting); develop cultural gateway billboards on 195 and 395 (from airport and seaport); develop a walking map/acoustiguide with cultural, architectural, and social history. Fundina: City, GMCVB. Implementation: City, MDPL, Wolfsonian, cultural community, GMCVB. Goal IV Develop outreach programs to enhance awareness of cultural offerings. Short-term actions Ensure all City-sponsored festivals and special events provide an opportunity for display and promotion of Miami Beach's arts and cultural programs at festivals and special events. Fundina: none. Implementation: City, promoters, CAC, cultural organizations. Develop ongoing programs to familiarize taxi and Electrowave drivers with cultural organizations. Fundina: none. Implementation: Chamber of Commerce, City, CAC, VCA, cultural organizations. Develop and promote a special Miami Beach resident admission incentive program and disseminate information through city utility bills. Fundina: none. Implementation: City, cultural organizations. Goal V Address parking issues. Short-term actions Develop a special four-hour cultural parking rate program for all public garages; clearly mark parking lots and garages for cultural and historic areas and special events. Offer free citywide parking on the second Thursday evening of every month to boost regional attendance at the City's free monthly arts night and help businesses. Fundina: City. Implementation: Parking Department. Long-term actions 2. Identify and attract cultural-based conventions. Fundina: GMCVB. Implementation: GMCVB. 3. Develop an effective and integrated marketing plan that brands Miami Beach as cultural destination in national and international markets. Fundina: City, GMCVB. Implementation: All stakeholders Goal VII Identify additional resources to strengthen and sustain year-round cultural and special events programming in Miami Beach. 1. Identify a permanent public funding source for the arts and special events to fuel the significant economic-multiplier effect of the industry on the private and public sectors of Miami Beach. Fundina: City, GMCVB. Implementation: City. 2. Build Arts Beach 2ndThursdays into a monthly series with greater tourism appeal by packaging with airlines, hotels, restaurants, clubs, and other local businesses. The City's monthly arts night includes over seventy arts organizations that regularly present free performances, exhibits, and events throughout the City that attract thousands of attendees, mostly residents and visitors already here. With increased funding, outreach, and partnerships, 2ndThursdays has great potential to attract more tourists to Miami Beach, many of whom might be encouraged to stay through the weekend with a Thursday night incentive. A coordinated plan involving City leadership and resources, businesses, community associations, and arts groups could easily transform this existing series into a tourist magnet, with significant economic benefits. Thursdays, and particularly the second Thursday evening of every month, in Miami Beach could be the focus of a campaign to attract visitors: discounts at hotels, restaurants, and clubs; free parking citywide, free shuttles, special events programming, etc. Fundina: City, CAC, private sector, County, VCA, GMCVB. Implementation: City, CAC, Chamber of Commerce, private sector, associations. co co +-' +-' -- E E o () C) c -- +-' CO ~ L- ea ~ oc!S en co ea en Sales &c; Marketing Committee Contents Executive Summary Elsie Sterling Howard Miami Beach Visitor & Convention Authority Roman Jones Opium Gardens Airport Jessica Goldman Goldman Properties Branding & Visibility Roman Jones Opium Gardens Film & Fashion Bruce Orosz Big Time Productions Tammy Green Green Modeling Agency Small/Boutique Hotels Linda Polansky The Clay Hotel Dona Zemo Miami Beach Chamber of Commerce Welcome Center Appendix Executive Summary It is important to acknowledge that since September 11th. tourism worldwide continues to be "soft". that competing destinations (worldwide) have re-doubled attempts to gain or regain their share of a newly limited. reduced market. and that Miami Beach lacks a strategic plan for Tourism. The tourist industry of Miami Beach has the most to gain from recommendations made by this invigorated community-wide effort. and alternatively. the most to lose. should we not implement positive initiatives. We must be vigilant in ensuring future oversight in this new tourism frontier. and we must leave egos behind in a concerted effort to ensure Miami Beach's new vision as the incomparable resort destination of choice. The Sales & Marketing Committee has outlined issues. resources. budgets and. most important. priorities and action items. which we believe. should be initiated and implemented in short order. Minutes of all meetings are included in the appendix. The collateral materials attached also include significant resource information. The following report cannot and should not be a final document. It is a blueprint for the future of tourism and the city resources and services that support the tourism industry. This report. if it is remains a report and does not become a battle-plan. will be an end game that will result in a lackluster future. at best. This Task Force has been launched in the best American spirit of collaboration. cooperation. shared optimism. its members charged with developing innovative and creative responses to the new reality. a future. With the delivery of this report the work has just begun. Our committee is very aware of the diversity of our community as well as our customer. Matching these dynamic opportunities gives us the ability to reach out to those niche markets while at the same time pointing out the significant accomplishments achieved by our community. We are proud of what has been accomplished including the opening of the first African-American owned Convention/Resort Hotel: providing hospitality career opportunities through education for Hispanics as well as African-Americans. and securing conventions such as the 2003 NAACP meeting. events like the Fashion Week of the Americas. the largest Latin American and Caribbean fashion event: Soul Beach and Latin Music Festivals. etc. Our resort tax resources need to be used to nurture and grow these diverse markets as we continue to ensure our reputation as the community who cares. 1 . Both the VCA and CAC relate mutually to tourism issues. but in different ways; both are strong sources for Tourism and have existing mechanisms for funding. The VCA funds events and programs designed to stimulate tourism. but it can only fund those entities. which apply for grants. The VCA. by legislative mandate and with a limited budget, has limited opportunity and responsibility. Prior to the referendum of 1999, the VCA had a defined responsibility for oversight of the GMVCB; that no longer exists. The CAC funds local arts institutions, in addition to sharing a limited event fund pool with the VCA. watchdogs or as catalysts for tourism affairs. We have now agreed that Tourism is the critical and main industry in Miami Beach. This Task Force has indicated the need for ongoing oversight. Benjamin Franklin noted succinctly that: we all hang together or we all hang separately. His words still stand. Suggestions have also been made to bring the entire Blue Ribbon Task Force together on a semi-annual basis at a Tourism workshop: Sale & Marketing supports that idea. . In addition, this committee urges the Blue Ribbon Task Force and, subsequently, the Mayor and Commission, to fully collaborate with, depend on and communicate with existing partners, including the Greater Miami Visitors and Convention Bureau (GMCVB) 2 and other tourism entities, including, but not limited to The Miami Beach VCA, The Miami Beach Chamber of Commerce (as well as other local and county-wide Chambers of Commerce), CAC, county cultural affairs' office, SMG, film and fashion liaisons, and other diverse tourism related resources - both public and private - identified by this and other sub-committees reports. We must ensure that the City of Miami Beach and its unique tourism industry regain pre-eminence and retain it. This is not an adversarial relationship, but rather, collaboration, with common goal for all: the increase of tourism. Diversity of tourists continues to be both a reality and a renewed commitment. All programs, themes, events, campaigns and committees must reflect and celebrate that diversity . A Miami Beach brand needs further expansion and a new vision must be articulated. Creative and eye- catching, mind-blowing advertising and marketing campaigns and promotional efforts are critical to visibility. Hotels, restaurants, clubs and retail businesses depend on tourism - from diverse sources. Still, campaigns come and go. Messages change; in fact. several messages may need to be developed to address the diverse tourist and commercial visitor base that drives Miami Beach tourism; those messages must change from season to season, from year to year; continued attention must be paid to the varied messages necessary to ensure diversity and complexity of a many-sided tourist mix. . . Define the Miami Beach visitor, clarifying the difference between convention/business visitors and vacation- bound tourists will be critical as a new vision and marketing/advertising strategy is developed in Miami Beach. This city is known worldwide for its complexity, diversity edge, energy and entrepreneurial; the sophisticated urban visitor is as important as the tourist who wants to feel like an urban sophisticate. Target markets Include, but are not limited to: gay & lesbian visitors, African-American tourists, family groups, Latin American and European tourists, mid-westerns. north eastern, Florida and Dade County visitors. Niche markets are Identlled as "markets" but we always remember that our guests are Individuals, with unique and personal tastes, desires and Interests. . Long range strategic concerns and Issues must be Identified, through ongoing market research, including such diverse issues as the national and international economic climate, air travel changes (cost of tickets, security, slowdowns), changes in inventory (new hotels and restaurants coming on-line), competitive destinations (Cuba, Cancun and the Bahamas), disasters (including hurricanes) and the delivery and quality of city services. Market research must be utilized Fundamentals include community cooperation, a public-private partnership, collection of and attention to customer data, benchmarking competition, and best practices, and over regulation must be controlled. . Additional financial resources, Including possible state and/or lottery funds, sponsorships and cross-marketing opportunities must be Identified and Implemented. Significant events need significant (corporate) sponsorship; packages should and must be developed by CMB to help recruit mega-events and satisfy needs for growing (future) blockbuster events. Corporate partnerships must be encouraged and sustained by all partners, Including city administration and leadership and all other partners, working cooperatively.. . A new spirit of cooperation and communication must be in place - among agencies and individuals, city and countywide. 2. The GMCVB's committees. including culture, mar1ceting ete, have been quickly responsive to Miami Beach needs, responding to all requests through their professional resources, including advertising, crisis public relations etc. . A grants writer must be employed (an outsourcing opportunity) to ensure that foundation and state {or federal) grants are garnered. . Private sector fundralslng must be evaluated, and, if appropriate, professionals employed Summary The entire Sales & Marketing committee supports the following short term, immediate actions: . The institutionalization of the Mayor's Task Force as a} a public-private tourism oversight committee, and b) retention of the entire task force as participants in a semi~annual tourism workshop . The Task Force must have oversight of tourism issues and report to a senior level executive within CMB, specifically: . The development of a new, edgy, focused, Miami Beach public relations and advertising effort which should include paparazzi PR and a creative promotions effort, supporting the specific priorities outlined in individual reports and with specific attention paid to the special needs of small hotels, restaurants and clubs, whose combined uniqueness does much to influence the Miami Beach experience, and with attention to niche marketing, especially gay and lesbian travelers, who have proven to be a core base of tourists for Miami Beach. . . Diversity within the tourist sector must be valued and ensured. . Ensuring that marketing and publicity campaigns are season-specific, with special attention paid to the months of April through November, currently a time of lower tourism; that such campaigns are exciting and timely; and are introduced early enough in year to impact sales and drive tourism. The goal will be for event plans to be scheduled for annual events, at least one year in advance., annualizing the most important events. . Resort taxes must be better utilized for tourism-impacting efforts; city services and professionals must also be called on to act for tourism. We must support tourism without diminishing currently funded entities. Borrowing from Peter to pay Paul will not serve tourism interests. Thus, additional resources must be committed by the CMB immediately and must include continuing the intellectual energy and creative capitol called on through this Task Force. In addition, many of the suggestions made require no additional financial support, but a tighter collaboration and a stronger vision, unimpeded by personal ego and negativism. Efforts can and should be made to work smart, to utilize existing agencies and professionalism county wide, as noted in the individual committee reports. . Establish and reward closer collaboration among professionals, tourism agencies, including the GMVCB, Chambers of Commerce, VCA and CAC and city administration, and encourage enhanced communication and positive relationships to ensure continued diversity in our tourist base. . Research additional sources of funding including state lottery funds for advertising; accessing in-kind support; outsource fundraising with a grants writer, private sector fundraising, and identify and finalize corporate partnerships. . Better define and target tourists, both leisure and business visitor including, but not limited to, Gay and lesbian, African American, family groups, domestic and international to ensure diversity and respond to needs and interests of a diverse tourist population. Longer Term Actions necessary for the tourism Industry to succeed require that: . City services, especially public works, must be excellent . A menu of economic incentives must be developed (noted in the reports included) . Better define target markets; subsequent marketing, public relations and strategic plans must be refined to positively impact those markets . Commit to better understanding, full collaboration, shared information and expanded communication among existing partners, including the GMVCB and its existing committees and task forces and working committees, administration and government in CMB Included Sub - Committee Reports Committee reports, including specific action priorities follow, have been written under the direction of the chairs indicated 1. Airport Update: without specific actions, since a county-wide task force has been recently empowered, chair Jessica Goldman 2. Branding and visibility, chair Roman Jones 3. Film & Fashion, co - chairs Bruce Orosz and Tammy Green 4. Small Hotels (formerly Boutique hotels)' co - chairs Linda Polansky and Dona Zemo Appendix Minutes of meetings Additional resources, including public relations information. (Thanks to Lisa Cole) Each one of us on the Sales & Marketing Committee is ready, willing and able to continue these efforts in the name of tourism, for the City of Miami Beach, a city and our home, of which we are all extremely proud. Thank you for the opportunity to serve. Elsie Sterling Howard Co-chair ' Roman Jones Co-chair AirPort Initiative Goal: The mission of this Task Force is to establish a three-year rolling plan with specific action steps and measurable performance to achieve excellence in customer safety and customer service in and around the public areas, inside and out, of the Miami International Airport. Key to success will be to sustain consistent culture and atmosphere that projects a commitment to safety, efficiency and professionalism, confidence, clarity and creativity, design, display and signage initiatives, hospitality of customer service and lastly a "destination definition" that reflects the true flavor of the region in the airport. We have the unique opportunity to positively impact every customer experience coming in and going out of the destination. We must also work towards the opportunity to affect the 15 million passengers that only transit through MIA on their way to somewhere else. If we can influence only 7% of these passengers to stay in Greater Miami, we can bring 1 million new customers to our community. This means greater income generation for the public and private sectors and expanded jobs for the work force of Greater Miami. Introduction It was the charge of Mayor Dermer's Blue Ribbon Task Force on Tourism to access the current tourism situation, develop innovative ideas within the tourism and hospitality industry, and develop short- term solutions to address a long-term vision to sustain the industry. As it applies to the current Airport Initiative, in an unprecedented show of unity, it is with great enthusiasm that I report on the creation of a newly developed joint initiative between the Greater Miami Convention and Visitors Bureau (GMCVB) and Miami International Airport. The inception of this task force was brought to reality as a result of a great need and desire in differentiating and defining the Miami Intemational Airport with a focus on customer service. It is the mutual desire of the task force to elevate the passenger/customer experience at the airport with the goal of being a world-class airport facility. It is the belief of both Tony Goldman, Chairman of the GMCVB, and Angela Gittens, Aviation Director of MIA, that "if we can connect the airport with the destination both physically and emotionally to reflect the uniqueness of the destination, tastefully with atmosphere, efficiency and great customer service, we can truly insure every visitor, whether entering, transiting or exiting the Airport, a smooth, safe and memorable experience" as stated in a joint letter to the members of the task force. The purpose of this report is to inform Mayor David Dermer and the Miami Beach City Commission on the status of the ongoing communication and monumental efforts undertaken by the leadership of the GMCVB on behalf of the industry and destination, Miami International Airport and members of this task force. Members of the task force All members were hand picked for their particular expertise in the various disciplines needed for problem solving and goal achievement. Members include: Maria Sastre, Chair - Director of Customer Service, Royal Caribbean Cruise Lines Alan Chastanet - Director of Marketing, Air Jamaica Ana Palmer - Director of Market Development, American Express Andrew Hertz - Director of Retail, Miami Seaquarium Bill Johnson - Assistant County Manager, Dade County Bruce TUrkel- Principle, Turkel-Schwartz David Wilson - Board, Visitor Industry Council Donahue Peebles - President, Peebles Atlantic Development Corp. Ed Ponder - President of the Concierge Association Garry Duell Jr. - Publisher, Miami Herald Custom Publishing Helen Aguirre Ferre - Opinion Page Editor, Dario las Americas Jessica Goldman - Chief Operating Officer/ Hospitality, Goldman Properties Michael Spring - Director of County Cultural Affairs Council Miguel Southwell- Assistant Aviation Director for Business Development. MIA Narinder Jolly - Assistant Aviation Director for Facilities Development. MIA Nina Cohen - Marketing Consultant Steve Nostrand - Director Mortgage & Investment Banking, Codina Realty Stu Blumberg - President, Greater Miami and the Beaches Hotel Association Tony Goldman - Chairman, GMCVB - CEO, Goldman Properties Irving Fourcand - Manager of Customer Service, MIA Yolanda Sanchez - Manager of Airport Art Programs, MIA Resources: David Whitaker - GMCVB Karen Jackson - GMCVB Mario Artecona - Miami Business Forum Michael Aller - Tourism and Convention Director, City of Miami Beach Randy Friedman - Logistics Management William Talbert - GMCVB Brief overview of what has been accomDllshed thus far: Maria Sastre, Director of Customer Service for Royal Caribbean Cruise line and the 2nd vice-chair of the GMCVB has been appointed Chairperson of the Airport Partnership Taskforce. We are in the process of creating subcommittees, to be divided in the following manner: Marketina (to include: branding, PR & differentiation), Customer Service (vendor training, US Customs & Immigration customer service training, volunteer corps), and Phvsical Facilities of the ~ (to include: way finding, logistics, retail, branding the environment. operators perspective & airline representation). In some cases, we will participate in existing MIA management committees. Prior to next meeting a matrix of subcommittees will be proposed and people assigned to committees, assignments will be established for sub-committee's, and dates will be established for all subcommittee meetings. A complete tour of the facilities is scheduled for March 7th, 2002 and a full examination of works in progress. Prolected meetlna schedule March 7th, 2002 8:DO-10:ooam April 18th, 2002 8:DO-lO:OOam' May 16th, 2002 8:DO-10:ooam July 25th, 2002 8:DO-lO:ooam September 12th, 2002 8:OO-10:00am Accesslna the current situation: If one were to assess the current situation facing the airport and Greater Miami and the Beaches, you would have to say that we are in a recovery mode. Following the massive impact and changes brought about as a result of September 11 th, a new federal agency has been developed under the US Transportation Department called the Transportation Security Agency (TSA). The changes have been sweeping. The industry as a whole is diligently working to recover passenger volume, while adhering to new processes & mandates dictated by the federal govemment. As of Feb 19th there has been a handoff from the airlines to the federal govemment to take over all security screening contracts. As of November 2002, it will be a requirement of the TSA that federal employees operate & manage all security screening components. 28,000 US Citizens will have to be hired in 439 Airports around the US to fill the security positions. In December 2002, all baggage will be required to go thru explosive detection machines. MIA will require 64 of these machines to accommodate the necessary impact. They currently have 9 machines. Being that the industry is only set up to produce 200 machines per year, this will pose a significant challenge. Having agreed with the intent and direction of the partnership, it was Ms. Gittens proposal that the first meetings of the joint task force be fact-finding. It was important that we understand the current plans, programs, constraints, and basic needs of the airport, and determine a joint vision of the image we wish to project at the airport, prior to making recommendations. Here are highlights of the extensive presentations in the areas of capitol improvements, cleanliness and maintenance, way finding, retail concessions and customer service. . 15 Year CaDltallmDrovement Plan: > Broke ground on 4th runway (currently have 3) will be ready early 2003. > Maximizing expanding roads in & out of airport (city access). > Expanding & Developing to total 8 million square feet. > Terminal expansion will add 15 new gates. > Improve existing facilities. > Looking to create better visibility by bringing in natural light and converting solid walls to glass. > Analyzing a huge opportunity to relocate and create retail beyond security on the concourses. > Improve passenger circulation by doubling space in front to ticketing counters. > Make sure all space is safe. > Establish design guidelines (for a synergistic look to the terminals while still allowing for concourse individuality & personality). > Widen the throats of all concourses to allow for additional security checkpoints. > Build flexible facilities. . Immediate Chanaes: > Replacing floor tile & ceiling tile by June 2002. > Replacing existing lighting fixtures. > Unifying the design of ticket counters (car rental counters, information centers, etc). > Using carpet tiles for easier replacement. > Designed a standard for signage. Cleanliness & Maintenance: . > Cleanliness has the largest impact of a customer's perspective of an airport. > Evaluating current needs. . Wavflndlna: > Evaluating existing wayfinding methodologies. > Comparing and analyzing proposed wayfinding recommendations for current and future expansions. > Looking to subdivide the terminal into three sections (I.e. North terminal. Central terminal, South terminal) to coordinate with parking terminal sign age. > Garage signage will be simplified. > TV Monitors in garages to list airline names and gate locations. ~ Goal is to minimize verbiage & use symbols, colors and consistency of font to differentiate. We must also consider signage in other languages. . Retail Concession: (food, beverage and retail) Goals: ~ To enhance the image of the airport as a world-class airport (London Heathrow is a prime example of world-class concessions). ~ To maximize customer service. ~ Provide cutting edge facility designs. ~ Optimize airport revenues. ~ Balance between national brands and local flavor. ~ Require retailers to do a standard customer service training. ~ Possible "Miami signature store" - selling items branded specifically to promote the destination. . Customer Service - This is the greatest area of opportunity for the task force. ~ 18,000 employees at MIA actually "touch" the customer. 14,000 are airline employees. MIA does not have a customer service program-utilizing volunteers. This is an outstanding opportunity to build a program. We are jointly looking to launch a volunteer program on or before Nov. 2002. Irving Forcand will be in charge of this program for MIA. As an integral part of this Customer Service Initiative, we will develop a partnership apprentice program with the concierge association, the Academy of tourism and various hospitality programs at universities and high schools. ~ MIA will be conducting 2 customer surveys per year, putting out an RFP for companies who develop, and run these surveys with the knowledge of what is the best in the world (and where we stand compared to the best in the world) ~ We must determine who our customer is and what services they are looking for. ~ We need to address the issue of "Attitude". Federal Inspectors (Immigration & customs) are the first people that lh of our MIA passengers meet..."Immigration has to be the first line of hospitality" (i.e. "Welcome Homej. ~ We must look to develop meaningful employee incentive programs. Conclusion: In summary, what is most exciting about this initiative is that there has been such an open commitment to this partnership, one that has been fully defined by Angela Gittens and Tony Goldman on behalf of the airport and the GMCVB. There is a real openness to listen and understand each other, to learn from each other and to lay forth-concrete steps to improve the facilities, improve customer service and commit to actualize the goals of the partnership. The above is just a beginning and meant to start us off with clarity and focus. We are privileged to be working together for the good of our destination. The success of this task force will be invaluable to the destination. The payoff will be unbelievably positive word of mouth, translating into high marks for the destination, happy customers, more new and repeat business for the community and prosperity and jobS for the destination. The process will determine what our specific needs will be and that will be reported in the future. In the meantime, the full support and cooperation of the Mayor and Miami Beach City Commission is essential. Bra nding a nd Visibility Goal: To further enhance the visibility and reputation of Miami Beach as a premier tourist and convention destination internationally, to improve visitors' experience, providing friendliness, cleanliness and safety, to promote and maintain Miami Beach's reputation as a cutting edge, hot/cool trend setting destination, to ensure that Miami Beach receives significant and well-deserved press coverage, to nurture and sustain the unique and entrepreneurial businesses and cultural experience that make Miami Beach a unique destination, to continue a commitment to attracting a tourist mix of tourists, to engage in and sustain market research, and to ensure that South Beach is marketed as a significant brand where appropriate Short Term Actions . Create a testimonial program with celebrity spokespeople Name: Miami Beach Ambassador proaram 1. Create a unique message! slogan; use a song as background (Le.: Will Smith's song and video; Bette Midler: "Only in Miami") 2. Use both celebrity /Visible residents and visitors to ensure diversity 3. Develop an incentive program (naming opportunities, press, PR campaign) for celebrities that limits costs 4. Develop list of possible celebrity Ambassadors with international visibility, representing the diversity that is Miami Beach Rosie O'Donnell (TV/ family/gay & lesbian market) Michael Tilson Thomas (Cultural) Edward Villella (Cultural) Mayor Dermer Sofia Vergara Nikki Taylor Julio or Enrique Iglesias Ricky Martin Jennifer Lopez Will Smith & Jada Pinkett Smith Whitney Houston sports Entertainment Music/recording (all genres) TV Film & Fashion Montage clips from Classic footage - Sinatra, Sammy Davis Junior etc. with current stars (i.e.: Hoover vacuum commercials) . Increase positive media coverage 1 . Develop edgier advertising campaigns, promotions and feature stories celebrating diversity and energy Work with existing agencies to develop annual (monthly) schedule that highlights and impacts seasons. Be pro-active, not reactive Develop new exciting messages. Use local industry leaders as focus groups to test messages (use existing marketing committees and add new members to reflect industry changes) Focus on paparazzi PR: gossip column fodder. i.e.: Celebrity spotting. Feed information to target media list, including publications such as People, In Style, Entertainment. Billboard, Rolling Stone, New York Post. etc. Identify potential PR representatives who are specialists 2. Develop series of "stunts" and promotions, focused on creating visibility in core markets Create year-round calendar of such "stunts", i.e.: bikini day; Miami Beach "time and temperature" on a lighted sign in Times Square; increase presence in cities worldwide known for tourist interest (NYC, London, Chicago, etc.) 3. Strengthen and improve South Beach brand visibility through PR and advertising placement 4. Increase visibility on TV, especially cable, through advertising, talk shows, syndicated shows, feature placement; investigate costs of infomercials 5. Develop restaurant and (nightclub) club messages for leisure travelers, niche markets and for business/conventions; utilize and promote access (VIP) cards; benchmark, develop and advertise creative promotions 6. Collaborate more efficiently with and promote more successfully, exiting cultural institutions, including museums, events and celebrations . Create a City concierge program 1 . Develop a city-staff position as head of a new concierge program to ensure heightened, timely information flow, to ensure cross marketing, coordination, to assist all hotels (with dedicated concierge service and those who utilize their front desk personnel) 2. Create official logo for all concierges and for all locations, to ensure that travel agencies or others do not misuse effort; use logo everywhere as necessary 3. Ensure that concierge /information/welcome locations are highly visible at airport; coordinate with GMCVB Airport Task Force 4. Coordinate locations (kiosks, Chamber location and remote locations) and information -flow more closely with Miami Beach Chamber of Commerce Welcome Center 5. Ensure (improved) training for taxi, van and bus drivers and for rental car agencies. Ensure that parking information (parking/smart card sales, etc.) are encouraged by rental car agencies 6. Provide information and training on regularly scheduled basis; host special events in South Beach, Lincoln Road, Mid and North Beach; use license application forms to trigger call from city concierge service 7. Develop and market access (VIP) cards for visitors (including cultural, recreation, club passes). Benchmark other destinations using cards. Hold focus groups to ascertain viability ; advertise cross marketing opportunities, Develop special informational phone numbers 8. Visit hotels to provide information on cultural institutions, shows, events, markets, attractions etc. 9. Develop and employ simple surveys for feedback from customers (used by both concierges and visitors) . Expand Miami Beach's visibility through establishment of unique or renowned world-class events reflecting. diversity of the destination : Immediate focus and dedication of resources must be placed on the months of April through November, 2002 1. Define unique events, benchmark competition; provide publicity, financial and cross- marketing support to ensure success; develop year-round series of events and promote/advertise. Market seasonal events (I.e.: Winter: boat show; summer: bikini day For example: Winter Music Conference, Latin Billboard, South Beach Wine & Food Festival, White and Winter Parties, Soul Beach Music Festival, Christo, Retrospective of Miami Beach's Golden Era to the Present, etc. 2. Provide city support for special events through incentives / reduction of costs and fees 3. Benchmark competition (cities) for significant events; recruit and advertise (timely) similar events for future 4. Strengthen city-wide events calendar and inter-agency collaboration; plug calendar holes with special events or promotions designed to attract target market 5. Focus on collaborating to build and market a stronger seasonal campaign monthly, with particular attention to the months of April through November ("Something hot is always happening in Miami Beach") 6. Create and advertise events and promotions to local and Florida markets, including special discount admission prices for Florida (Miami/Miami Beach) residents 7. Focus on promoting existing cultural institutions, as appropriate · Develop an Immediate promotional/incentive campaign for restaurants and nightclubs 1. Focus on Miami/Miami Beach and Florida residents (Le.: every Tuesday Miami/Miami Beach residents get a free cocktail; Or .. on Thursdays, dessert is free - with a Florida drivers license) 2. Collaborating with existing agencies (SMG, GMCVB) develop an improved incentive plan for meetings and conventions; create a three step program: 1) immediate 2} year long 3) long range 3. Identify opportunities for promotion, focused on diverse resources 4. Roll out promotion by May 1, 2002 Lona Term. Actions . Empower /Hire a Chief Marketing Officer for the City of Miami Beach 1 . Reporting at senior level in CMB 2. With responsibility for oversight of all marketing, public relations and advertising for CMB 3. With responsibility for oversight and management of annual and long-range plans; and oversight of collaboration with SMG, GMVCB, etc. 4. With responsibility for staffing future Task Force,etc. and concierge programs . Develop, test, and Implement strategic plans: marketing, advertising and action plans 1. Immediately define actual and target customer(s), with specific interest in identifying existing and potential diversity within market mix; and define tourist mix by season. Be proactive. Review annually and respond to changes 2. Develop appropriate and targeted marketing and strategic plans to endure continued diversity, collaborating with professional partners, by industry (Le. hotel, restaurant, nightclub, retail); and by season - to positively impact and drive tourism in actual and target markets 3. Develop sub-marketing plan for domestic (US) and local (Miami and Florida) travelers. 4. Develop an immediate promotional plan for Florida residents 5. In partnership with SMG and GMVCB, develop aggressive recruiting plan for small and mid~sized meetings and conventions; develop incentive packages and VIP access cards (with reduced rates). Develop a new message for small and mid-sized groups Le.: "Come and work during your meeting, bring a companion and stay for fun for the weekend" . Ensure that quality city services are delivered; Make quality delivery a priority citywide. Accept no excuse. Publicize success with improved PR and image building 1. Friendliness: Interact with TQM program and reward success; Rely on improved city-wide campaign for residents and employees (benchmark Philadelphia) 2. Safety: Support public safety efforts and collaborate more efficiently and effectively with public safety. Ensure safety for pedestrians and all visitors. Develop new advertising message to combat European reluctance to travel to Miami Beach because of safety fears. 3. Way-finding: Immediately develop improved signage system/way finding3 4. Cleanliness: Ensure cleanliness in all neighborhoods, with special focus on South Beach where there is significant tourist density 5. Support sensitive and thoughtful code enforcement to ensure visibility of CMB as romantic destination, not a sterile one (Le.: not Boca Raton or Palm Beach - a fun destination) . Identify competition; Identify optimum diverse tourist mix: 1. Pro-actively develop long term strategies 2. What are vacation altematives and future threats for leisure travelers? Caribbean Bahamas Cuba (an already popular destination expected to open soon, posing a very significant threat) Mexico Intemational destinations Cruises Packaged, pre-paid tours 3: What Is convention competition Work closely with SMG and GMCVB to better position Miami Beach Develop improved incentive plan; collaborate with businesses in Miami Beach for private-pubic partnership Identify local competition Diplomat Hotel (Hallandale) · Ft Lauderdale · Potential new Miami convention center · Palm Beach (currently under construction) Identify national competition · Las Vegas · New York City · Atlanta . Develop expanded, effective collaboration among existing agencies and CMB professionals; schedule regular meetings; coordinate more fully and positively (not limited to the following list); With oversight by CMB Chief Marketing Officer; Expect annual report from each participating entity, Including funding, budget, resources, and actions taken to support tourist Initiatives VCA GMCVB (including Airport, Marketing, Cultural Tourism. Film, Fashion, Entertainment and Music committees SMG Chamber of Commerce (Miami Beach, Latin, Gay & Lesbian etc.) City of Miami Beach (Cultural Arts Council, Economic Development. Office of Arts, Cultural & Entertainment, Protocol & Tourism) Greater Miami Motel & Hotel Association Nightlife Council South Beach Hotel & Restaurant Association 3 Currently underdevelopment within the CMB Ocean Drive Association North Beach Development Corporation . Funding sources 1 . Allocate significant additional funds, from resort taxes not currently used for direct tourism projects, ensuring continuing diversity. 2. Immediately add financial resources beyond what is currently spent through GMCVB, CAC and VCA as well as for other specific, direct tourist impacting efforts. At this critical time, special efforts must be made to fully utilize existing funds, funds spent on non-tourist related projects, funds that are defined in the CMB budget. 3. Support tourist related activities. Tourism is the premier business of Miami Beach, benefiting the city and its residents through an improved tax base, improving the quality of life for residents who also enjoy benefit of resort services, including, but not limited to an expanded number of special events, a abundance of restaurants and clubs and a unique diversity of the population. . 4. Recruit corporate support for programs and special events, through underwriting and sponsorship. (CMB can accept charitable donations, Le.: adopt a highway program) 5. Encourage co-sponsorship of events and programs through incentives provided to public/private partnerships (naming opportunities, visibility, awards) 6. Request donations to CMB foundation; provide and list potential naming opportunities 7. Request significant state lottery advertising and promotions, increase incentives and collaboration 8. Request in-kind donations (incentives provided by hotels and restaurants etc.3 ) 9. Apply for grants (State and federal) . Measurements Monitor press coverage, develOp monthly reporting system (clipping service) Track calls to concierge service. Develop reporting and analysis system (staff) Survey visitors (GMCVB) Set deadlines for reports, updates, meetings and achievement of goals Establish goals for number of visits, conventions 3 This is particularly important for film and fashion. Rooms must be available to this industry, year round. at favored rates Film & Fashion Committee Goal: To enhance the reputation of Miami Beach as a leading production center in the United states, to lower barriers for ease of production, to further encourage and foster our production-friendly environment, to nurture and sustain our diverse, indigenous creative and production communities, to maintain Miami Beach's position as a cutting edge fashion center of the Americas, to increase business from film & fashion producers globally, to increase visibility of film, fashion and entertainment community . Increase positive media coverage Develop improved Public Relations strategy; focus on enhanced global publiC relations efforts; Retain (or increase utilization of existing) PR firm with focus on specific expertise in film and fashion industry, skilled in promotion, paparazzi PR and in soliciting/recruiting/ selling Miami Beach as a production center. Develop film & fashion stories for media . Create a Production Industry Access Program (PIAP) Create a new and special program designed to welcome and host productions in Miami Beach. Coordinate welcome events for productions and industry related conferences and trade shows. Offer special discounts and preferred access to permitted productions; develop a menu of Incentives and discounts Set criteria for, and create a registry of "production friendly" businesses Establish VIP expedited handling at Miami International Airport Facilitate interface with business and residential communities Increase client feedback through surveys and database Expedite permitting and scouting process for PIP registered productions List services available to production of all sizes, including small and mid-sized efforts Add additional administrative resources to achieve successful implementation . Increase outreach to targeted markets Expand City's presence at leading industry trade shows Facilitate/Lead trade Missions with strategic partners to target markets, ensuring diversity Schedule media FAM tours for industry, tied to local industry events where possible Request/require Miami Beach tags/recognition (in title and title shots, i.e.: Miami Vice, Boston Public) Develop and utilize website, email and brochures as resources Expand City's advertising presence in targeted publications and media Collaborate with trade publications for special focus issues and distribution . Actively target and attract Industry related conventions, trade shows and awards programs Work with partners, industry leaders and sales agents to determine universe of opportunities and benchmark competition Set goals for attracting priority meetings, conventions, trade shows and industry events in 2003 and over the next ten years. . Develop educational/outreach plan for commercial districts and residential neighborhoods Explain production issues and opportunities in regularly scheduled meetings Empower PIAP rep to facilitate and "run interference" Develop educational publication tied to PIAP Identify neighborhoods and locations which are "production friendly", support use through PIAP; Provide scouting services in conjunction with neighborhood reps Enhance website with virtual tours and service links; update frequently . Develop Incentives to lower barriers to production and encourage slgnmcant television production Aggressively pursue current and future State Legislation that creates and expands Production Industry incentives. Create an annual recurring Production Fund (including Television Origination Fund); develop grant and/or funding mechanisms and procedures, with oversight given to an existing CMB committee or department Provide increased incentives to leverage priority productions through PIAP Expand Miami Beach incentive program for film and print production and encourage county wide adoption, including reduction or elimination of fees and associated City service expenses Utilize Production Industry Access Program (PIAP) to develop and implement City-wide, hosted events and industry receptions, create and manage industry "welcome" program Create production-friendly "Welcome and How- To...." pamphlet; develop wide distribution list; scan pamphlet onto website Create email data bases and increase communications with past and prospective clients Expand web site services to help productions with location scouting; develop on-line virtual tours of new, under-utilized locations for location scouts . Activate a regional production Industry council; schedule regular meetings Create or partner with regional production council in conjunction with the Miami Beach Production Industry Council (PIC); Analyze and respond to positive and negative issues county wide Facilitate inter-local cooperation for simplified production Ensure that all collaborating Agencies meet on a regular basis Miami Beach Visitor and Convention Authority (VCA) Greater Miami Convention and Visitors Bureau (GMCVB) State Film Office County Film Office Production Industry Council (PIC) - Miami Beach Association of Independent Commercial Producers (AICP) Screen Actors Guild (SAG) Advertising Federation of America (ADFED) Independent Film Project (IFP) . Analyze market conditions and formulate responses - Solicit increased feedback from core customers on an ongoing basis; increase email communication to supplement periodic mailings to past and potential clients Recognize Macro Issues Le. exchange rate, industry trends, competition Shape targeted respons~s to ever evolving industry and market conditions Improve and position cleanliness and friendliness in Miami Beach Comparative analysis of production, equipment and labor costs . Identify Competition Over the past 15 years, Miami Beach has emerged as a premier destination for film and fashion. The buzz that was generated played a big pqrt in capturing the imagination of the tourist market. Today, competition for this industry has increased by efforts from the following communities: . Los Angeles . NYC . Southem Spain . Canada . South Africa Research incentives and marketing efforts produced by competition Solicit client feedback about strengths and weakens of competition Form collaborative partnerships with regional (Caribbean, Latin) production destinations . Measurements - Set goals for new business development - Track the economic impact of productions, events, and conferences resulting from outreach efforts - Monitor media coverage through clipping servicel PR firm - Develop and institute exit and follow-up surveys - Increase use of tracking data to highlight Miami Beach's position within region, state and nation - Increase data tracking by capturing private property / non-permitted production activity. Annual Resources Reaulred Amount Two FTE $ 75,000 - 125,000 Office Space & Equipment . CMB Toll Free Number $ 5,000 Public Relations Agency $ 150,000 - 300,000 Publications/Collateral Pieces/Website $ 35,000 -75,000 Advertising $ 150,000 - 250,000 Travel $ 50,000 - 100,000 Production Access Fund (Television Origination fund) $ 500,000 - 1,000,000 Total $ 965,000 - 1,855,000 Small/Boutique Hotels Goal: To establish a brand that defines the small hotel experience, including marketing, sales, public relations and advertising, for short and long term programs since there is an urgent priority to increase business for the shoulder and summer months. To maintain the visibility and priority of marketing the small hotels.4 To enhance the ability of the small properties, to collectively market themselves at trade shows, sales missions, with travel agents, etc., with an emphasis on the domestic and local market. Work to pursue other collaborative efforts. . Short - Term Actions . Commit support to small (and/or boutique) hotel experience throughout Miami Beach; develop a specIDc brand and supporting marketing strategy to promote the ~mall and boutique hotel experience, concentrating on diversity of properties and diversity of clientele 1. Define actual and target market for small (and/or boutique) hoteliers; develop marketing surveys through engagement of individual entrepreneurs and operators to clarify diverse tourist mix, interests and needs; 2. Create (multiple) message, marketing strategy and sub-strategies, as necessary; create a brand, slogan and message to advertise, revitalize and reposition the small hotel experience. Test messages and slogans 3. Collaborate with existing partners to maximize efficiencies, including, but not limited to GMVCB, in particular the small (and/or boutique) hotels committee and all other cooperative and collaborative agencies 4. Develop, advertise and sustain strong and visible small hotel coalition and brand 5. Empower ongoing Task Force for oversight . Develop an 800# and reservation system with links to "small and boutique hotel" webslte 1. Investigate opportunities for development of an 800 reservation system and unique website, with links to participating small hotels through . GMCVB (and small hotels committee) . Miami Beach Chamber of Commerce Welcome Center . Expedia . RFP 2. Develop measurement system(s) ; test 4 In general. hotels with less than 150 rooms. Note: The Committee focused efforts on developing an imptementable strategy for the unique hotels throughout Miami Beach. which currently lack marketing ability, and need more collaboration and visibDity all hotels can request help. . Stimulate business to Include small conferences, local and domestic business and other opportunities 1 . Develop and implement strategy for soliciting new business. Develop immediate promotion 2. Develop source lists for meeting space; establish list of sources and circulate among hotels for . conventions . small business meetings . weekday business travelers 3. Encourage active collaborative participation of small (and/or boutique) hotels with promotions, through incentives for participants i.e.: Advertising and marketing special packages, promotions (weekday rates for Florida residents) . Miami Beach Chamber of Commerce (MBCC) . SMG . GMVCB 4. Encourage increased interaction with Film & Fashion industry. (Ask for representative on new boards or councils) 5. Encourage interaction with transportation, attractions, nightclubs and restaurants to incentivize business. (Empower a proactive collaboration) 6. Develop special packages and promotions for drive-down visitors; encourage participation through providing opportunities to be included in advertising. Develop first phase for summer, 2002. . Develop a new brochure and other appropriate collateral 1. Including . New small (and/or boutique) hotel message . Write and use a unifying slogan . Develop a "small/boutique hotel" directory . Develop new access information mechanisms (800 number, website, etc.) . Develop special incentives (VIP cards, collaboration with restaurants, clubs, attractions, etc.) . small meeting venues; target roll-out for first phase for summer, 2002 . Create distribution mechanism at MIA and FT Lauderdale airports, all welcome centers, information kiosks, (GMVCB) trade shows and direct mailings to convention and meeting planners,; rollout first phase summer, 2002 2. Celebrate the uniqueness and history of all Miami Beach small and boutique hotels; 3. strengthen partnerships to increase visibility 4. Review art/film opportunities with possible media partners (WPBT, WLRN) and/or Miami Design Preservation League (MDPL) or others 5 Develop mechanism for comprehensive directory (inclusion) of small hotels 6. Develop cost-effective and collaborative practices among small hotels 7. Develop measurement methods for distribution and use 8 Share planning and financial support among stake holders 9 Develop a 30 second film for use on cable land other media opportunities, including airlines) to highlight unique small/boutique properties lOUse PR network to pitch airlines for in-flight film opportunities . Empower (Hire or assign) a marketing representative for small/boutique hotels, through a cooperative effort, to participate at travel trade shows and In sales missions. Encourage FAM tours. 1. Hire {empower) a representative or agent{s} to attend trade/travel shows, representing small hotels5 2. Interact more fully with partners (Chamber, SMG, GMCVB ), tour operators and other agencies 3. Report successes and evaluate annually 4. Collaborate with existing agencies current tour programs (Le.: Cultural Tourism Director {GMCVB} and others) Lona Term Actions . Utilize more fully the services and resources of existing and potential collaborators and partners, Including, but not limited to . Miami Beach Visitor and Convention Authority (VCA) . Greater Miami Convention and Visitors Bureau (GMCVB) Marketing and Cultural Tourism committees . Chamber of Commerce (Miami Beach, Latin, Gay &. Lesbian etc.) . City of Miami Beach (Cultural Arts Council, Economic Development. Office of Arts, Cultural &. Entertainment, Protocol &. Tourism . Greater Miami Motel &. Hotel Association (GMHA) . South Beach Hotel &. Restaurant Association (SBHRA) . Clarify and Identify action priorities and resources required for success . Define and strengthen a commitment to a dedicated, long term Public Relations effort, highlighting the uniqueness of the small (and/or boutique) hotel experience as an essential ingredient of the diverse Miami Beach experience . Inaugurate a Toll Free Number; advertise, promote, and measure impact . Dedicate a Website to small (and/or boutique} hotels, with links to participating businesses . Develop and utilize fully collateral material . Undertake TV advertisements, investigate and pitch for feature coverage (i.e.: Travel channel) ComDetltlon . Identify slgnmcant competition and develop strategies to compete 1. Flagship/chain Hotels, which offer discounted rates, convention and meeting space onsite and national visibility, 2. Other cities, with already existing small hotel packages, including, but not limited to . Ft. Lauderdale . Bahamas . Cuba . Key West . New Orleans . Identify Funding sources' 1. Allocate significant additional funds, from resort taxes not currently used for direct tourism projects 2. Immediately add financial resources beyond what is currently spent through GMCVB, CAC and VCA as well as for other specific, direct tourist impacting efforts. 3. At this critical time, special efforts must be made to fully utilize existing funds, funds spent on non-tourist related projects, funds that are defined in the CMB budget. 4. Current funding levels for tourism should be improved and increased, not reduced, impacted or diminished. 5. Corporate support, underwriting and sponsorship (Le.: Expedia) 6. Co~sponsorship - public/private partnerships (hotels and CMB) 5 Already on the table, presented by the GMCVB at October, 2001 meeting. Needs implementation 6 Budget will be based on responses to implementation. There mayor may not be costs involved. 7. Review and apply for state and Federal funds identified in grants 8. Require expense sharing of hoteliers involved 9. Request resource support from GMCVB. CMB, through existing resources . IdentIfy methods of measurement 1. Monitor press coverage, develop monthly reporting system (clipping service) 2. Track calls to 800 number. Develop reporting and analysis system (staff) 3. Survey visitors (with help from GMCVB) 4. Monitor and review resort tax re: income and expenses Appendix Minutes . Sales & Marketing . Small Hotels . Branding & Visibility Listing of Public Relations Firms Creative Marketing Firm Brochure co co +-' +-' -- E E o () CO -c ::J +-' -- +-' <C -c c ea CO (.) -- 2: CO en f Blue Rlbbe. Task Force SerYice ..d AUltIIde Final Report on our VIsion, Mission, ObJective, ActloD' aDd Bottom LlDe Polo.. to Implemellt Co-Cbaln: Orlando Velazquez Jr., CBA I Holiday IDD Soutll Beacb .Resort SteveD H. Baa I Cblu GrIll MauCemeIlt Our Vision Our efforts will be to redirect the perception of the world as it applies when it comes down to Miami Beach with its image of being one of the cities with poor unfriendly Service and Attitude. With the effects of September 11 tb Miami Beach and all its merchants are having a very tough time trying to recover from the adverse reactions of the world economy. Being a city that has tourism as its main Economic Force and all businesses experiencing the effects, it is now the time to get everyone deputized and committed to seeing Miami Beach for what it is and to make drastic changes at this very moment to correct the negative Service and Attitude issues that both Residents and Tourists alike have experienced in the past. Our Mission To correct the image as we portray it locally, domestically, and internationally with . regards to Service and Attitude. We will do this by gathering all local government officials, business owners, general managers, middle management, and finally front line employees'. We will then generate a Service and Attitude training program with no sunset and to update it every 3 years. This fundamental business principle for any community or business will assist our goal to create a new Miami Beach for its Residents, Tourists and Merchants to pleasantly conduct business and enjoy our exclusive year round tropical weather, services, and diversity. Our Objective . To create a warm and friendly city where Residents, Tourists and Merchants can patronize and conduct business . To ensure Residents, Tourists and Merchants feel welcome and at home . To ensure all patrons walk away with a perception of value . To empower all who work in our city at what ever level with a sense of pride and self worth as a service professional . To instill pride within the city Uaited We Staad aad May God Bless Miami Beach, Florida aDd oar Ualted States of America , -. BI.e RIbboD Tut "orce Senlee ud AUltade :FIDII Report on our Vision, MIssion, ObJective, ActIoD. IDd Bottom Line PoIats to Implement Co-Cblln: Orllndo Velazquez Jr.. CBA I Holiday Inn South Beadl Resort Stevea H. Bus I CIIIDI GrIll MaDlpment Action Steps . To host an annual 4th Quarter Mayor's Economic and Service Summit to kick off the Season by inviting all City officials, Investors, Merchants, General Managers and Middle Management to attend: At this Summit the Mayor will do its State of the City Address and promote as well as distribute the training video and manuals on Service and Attitude and how the program it is going to assist Miami Beach with its Service and Attitude Mission and Objectives as a Public and Private service teams! . For the Mayor and Commissioners to unite the city, merchants, and its constituents by explaining we are all in this together for the long haul. It must be a 9-year focus, development plan, commitment, and focus! . For the Mayor and Commissioners to appoint the VCA to oversee the 9-year Service and Attitude Tourism Development and Maintenance plan awroved by the Commission from the Mayor's Blue Ribbon Task Force. It must be a commitment from all entities public and private! . For the Mayor and the Commissioners to implement a annual 2nd Quarter Service and Attitude meeting to kick off the Summer Festival Season for all City Officials, Investors, General Managers and Merchants to attend. All new City employees and Merchants alike will need to attend. At this Orientation Goals Meeting we will show the video on the city's pride and remind all attendees on the importance of service. It must be our way of life; it has to project sincerity and consistency. From City HaIl, to the Investor to the Merchant and from our Residents. The Service and Attitude Certification Program should be managed through the issuance of the Occupational License. Similar to the requirement for all Restaurants with the Food Handling Certification for all its employees. . Service and Attitude training videos produced should model the V.B.S.T. and C.A.S.T. training videos already in place. One word of caution, they must be general in service nature to cater to all businesses and trendy in material to ensure sincere buy-in from all employees. . We must further develop the "Extra Mile" campaign to the Residents as well. Awareness will need to be enhanced greatly citywide to all Service personnel via the PSA campaign. . Most importantly an aggressive PSA campaign awareness program also with no sunset must be initiated with all available media outlets. We all must be sensitive and sincere that Tourism is Everybody's Business! Ulilted We Stand and May God Bless Miami Beach, Jl10rlda aud our Uulted States or America , Blue Rlbbo. Tak Force ServIce aDd Attitude FlDal Report OD our Vlllo., Mlsslo., ObJective, ActIous a.d Bottom UDe Points to Implemeut Co-Chaln: Orlando VelazquezJr.. CRA / Holiday IDD South Beach Resort Steven H. Baa. / ChIna Grill MauacelHllt Final Note and Bottom Line In Miami Beach's history you will see that every other decade we have had declines and increases as the image of being the "in place to be". At this time we are on a severe decline where we can actually stop it before it is too late for all stakeholders. We can as a team accomplishes this fundamental principle in business by implementing and reinforcing the Mission, Vision, and Objectives outlined. It must be a new approach and it must be never ending Service and Attitude Tourist Development Plan. Our Miami Beach is a beautiful city and destination within our United States of America and it must remain as such for the continuous growth for all as a city to live in and a destination for the world to patronize endlessly. And all this starts with Service, Attitude, Marketing, and the commitment to be the leader through the appropriate reinforment vehicles. Again, it must be a way of life and it must consistently portray sincerity! Funding to Produce the Videos, Manuals and Conferences We are formally soliciting the local Chambers, Bureau, VCA, and City of Miami Beach current funding they all have allocated towards the betterment of the city. We need to create a synergy with the already allocated funds by each private and public entity into one fund to assist our Service and Attitude Tourism Development Plan develop, and we will then see our city be the friendliest and best place to live and conduct business. This was one of the dreams and goals our founding fathers Mr. Collins and Mr. Fisher had and wanted for the city of Miami Beach and now is our time to do it! Presentation Audio Visual and time requirements: . . . TV and VHS for quick video samples to use for Mayor's Summit . Over head and screen projector to outline the presentation . 15 minutes of free lance scripts "Treat our Guests as you want to be Treated" a. Arrival to MIA Airport b. Taxi to Hotel c. Arrival and Reception Desk at Hotel d. Restaurant from hostess to server e. Merchant souvenir store f. Club door person to bartender g. Departure taxi h. Departure Airport We all need to ensure among ourselves more smiles, greeting and thank you. It is the basic principle to courtesy and must be contagious! United We Stand aDd May God Bless Miami Beach, Florida and our United States of America co co +-' +-' -- E E o () c o -- +-' ea l.- +-' en -- c -- E -c <( MA VOR'S BLUE RIBBON TOURISM TASK FORCE Administration Committee Mission Statement: Look into issues that have had impacted our residents and visitors in term of administrative actions. Many of the issues that we looked at were better suited to be dealt with by other Task Force Committees as noted elsewhere in this report. The Committee also looked at the past three (3) years of Resort Tax revenues and expenditures in relation to what was being provided to the community under the Resort Tax definitions. Many of the issues were far ranging as noted. The committee members charged themselves with developing initiatives that will ensure the City is visitor, business and resident friendly. Many of these can be implemented by action of the City Commission, while others are more complex. The Committee wishes to note that while dealing with its agenda, immediate action was taken by the entire Blue Ribbon Task Force on a recommendation by this committee to pass a resolution (attached) in unanimous support of the Human Rights Ordinance passed by the City in 1992, which has been reaffirmed by City action. This was done as a response to the upcoming September ballot question in Miami-Dade County which seeks to repeal the Human Rights Ordinance passed by Miami-Dade County. Issues Addressed: I. HOMELESS: The Committee worked with the City staff as they developed a plan that would deal with this issue. Under the direction of Assistant City Manager Bob Middaugh, the City will propose a plan that will help alleviate the situation. Since one of the challenges is how to fond this proposal, the committee has recommended that the City allocate Quality of Life dollars, city- wide in order to provide the needed funds which would be used i.e. procure necessary intake beds to provide access to continuum of care for Miami Beach homeless. Because our Resort Tax, as defined, can be used to "enhance tourism", it was felt that this issue meets that definition. If Resort Tax is unavailable, the City should seek any and all available sources to fund this initiative. II. BEACH RENOURISHMENT: In support of the City's initiative the committee recommended to the full Task Force that a resolution be passed supporting the City's effort to provide renourishment of our Beaches as well as the ability to retain said sand. A resolution (attached) was unanimously passed by the Task Force and forwarded to the City. Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 20(6 III. SANITATION AND CLEANLINESS: There was far reaching discussion at each committee meeting on this issue. The following recommendations were made: 1) City consider Business Improvement District (BID); Neighborhoods that enhance City services. The BID should be analyzed by each neighborhood to determine if they would like to enact BIDs in their area, funded in Part bv that area. In making this recommendation, the committee also suggested that the City might look into having an individual responsible and accountable to the City Administration who would work with and monitor each of the neighborhoods. If the City chooses not to implement a BID program, the committee strongly urges that these individuals still be put in place because the diverse concerns of all the neighborhoods is too much of a burden for one individual to handle. The City should also consider a "Scorecard" program. 2) As the City begins the new sidewalk program for Washington Avenue, (we were advised this would begin in the Fall of 2002) the committee recommends that a Business Association be created, with incentives provided by the City and supported by the Chamber of Commerce with community recognition, allowing these business to take pride in their place of business by keeping it clean 365 days a year. City needs to improve maintenance of buss benches, shelters and other street furniture and contact newspaper companies regarding filthy newspaper boxes. In addition the City should contact the School Board and request that they paint the iron fencing fronting Washington Avenue outside of Fisher-Feinberg elementary. The committee also requested that in order for the entire City to be clean and safe, in particular Washington Avenue, the work schedule be reviewed in terms of seeing if each area is getting full coverage. The committee requested that the Administration look at the City of Miami NET program for keeping the community and high traffic tourist areas clean. 3) As it pertains to our Boardwalk, the committee is recommending a partnership between City, Miami Beach High School AOTT Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 3 0(6 students and corporate sponsors to repaint the boardwalk. It was also recommended that the color be changed to be more in line with our blue ocean and orange sun, and analyze the cost of this change as it relates to maintenance. , The suggestion of using volunteers in keeping the City clean (other than the Boardwalk project) was sent to the Service and Attitude Committee. The committee urges the City's Police Department to enforce the Rules and Regulations which govern the Boardwalk. They feel that this will assist in keeping the Boardwalk safe and clean and assist the City's Sanitation Department in maintaining the area. The committee urges the City to enhance and increase the allocation of security resources on the Boardwalk. User friendly signage is grossly inadequate on the Boardwalk and the City is urged to take immediate action. The cleanliness of the shelter areas and disposal cans is of paramount concern and the City is also urged to contact the phone company to deal with broken and/or dirty phones. Lighting and maintenance of same should be a priority on the Boardwalk. This is not always the case. The Boardwalk and Beachwalk is a major attraction for thousands of visitors and residents and should be maintained with a "Disney" like fervor. 4) Lummus Park maintenance, security and cleanliness should be prioritized. IMPLEMENTATION: City of Miami Beach. Miami Beach Chamber. Neiahborhood oraanizations. CorDorate SDonsors. Miami-Dade County School Board. Miami-Dade DeDartment of TransDortation. NewsDaDers. Miami Beach Hiah School. FUNDING: City of Miami Beach. CorDorate SDonsors. School Board. DeDartment of TransDortation. NeWSDaDers. IV. USER FRIENDLY CITY HALL: Certain concerns on this issue were sent to the Service and Attitude Committee. The following are recommendations by the Administration Committee: 1) The enhancement of the City's one-stop permitting to assist businesses. Though currently on line as well, it is recommended that the City create a "physical" one stop center for residents. In addition the committee is recommending a "central phone number" Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 4 0'6 that residents can get any assistance or information regarding any residential concern. This would eliminate any resident from having to dial a multitude of numbers to get an answer to a question. The City should physically man a telephone line 24/7 to deal with City complaints or issues that arise vs. answering machine. IMPLEMENT A TION AND FUNDING: City of Miami Beach. V. CONSTRUCTION EFFECTS ON CITY: The committee looked at this issue and recommends the following: The City should look at the Collins Avenue project as model in terms of communicating with residents as to the status of each construction project ongoing in the City. This communication can be weekly updates in the Beach Neighbors of Sun Post as well as the bills that go our to residents. The information should include street closings, time frames and inconveniences that will be caused. Just as important is the purpose of the construction and how the end result will impact the resident's quality of life. IMPLEMENTATION AND FUNDING: City of Miami Beach. VI. OWNERSHIP OF "MIAMI-BEACH" WEBSITE: Numerous discussions took place on this issue on various committees. The City Attorney issued a legal opinion on the subject which indicated some legal difficulties in resolving the issue. The committee believes that legal issues be put aside and we concentrate on working with Miami Herald Publishing on making "Miami Beach.com" work for us. If the City is to accept many of the Sales and Marketina issues; Residential Issues; Parkina. etc.. an enhanced. active. dynamic website with a tremendous outreach is the aoal. Throuah a series of conversations. the Miami Herald has indicated that they wish to explore a strona partnership opportunity to market the site and ioint venture on the web so that the domain name drives business and inauiries to "Miami Beach .com". IMPLEMENT A TION: City of Miami Beach: Miami Herald. FUNDING: Miami Herald: Various Businesses and Oraanizatlons: CorDorate SDonsorshiDs. VII. ENTERT AINMENT/CABARET DISTRICT: VIII. OUTDOOR ENTERTAINMENT ESTABLISHMENT ORDINANCES: These issues were combined in discussions. (note: some of these issues are being discussed at the City's NITE panel) They centered around noise ordinance; outdoor entertainment regulation; portable bars on porches, etc; Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 50(6 The committee complimented members of City Staff for being "business friendly" in particular on Ocean Drive in working with those establishments to ensure that the Rules are being followed but with reasonable consideration. Three (3) issues were addressed by the committee. 1) Recommend that the City review current noise ordinances in place on Ocean Drive particularly in the Cabaret District (9th - 11 th Street) because it feels that it is being too restrictive and impedes business success. 2) The outdoor entertainment district, which is defined as the Cabaret District, should have its own set of guidelines adopted by the City. 3) The committee is recommending that the current regulations as written, on portable bars on porches on Ocean Drive be changed to allow them to be used with a strict adherence to size limitations and design criteria. The committee felt that current regulation limits entertainment industry success. IMPLEMENT A TION: City of Miami Beach. IX. STREET PERFORMERNENDOR ORDINANCES: Because the Street Performer issues will not be heard until March 11, 2002 by the Land Use Committee, the committee was not able to make recommendations at this time. The committee did feel though that the unique appeal of Lincoln Road has been diminished by not having this activity and if regulated correctly, could be a plus again. In addition, the Vendor Ordinance was looked at and the committee received assurance that as currently written, with enforcement being maintained, the Ordinance remain in place. IMPLEMENT A TION: City of Miami Beach Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 60(6 Before presenting our final recommendation the committee wishes to inform the City of a recurring theme; not only from this committee but others as well and that is "OverreQulation". No matter how much we all do to make this a safe/cleanlfriendly destination and ensure the quality of life of our residents; if the City chooses to ignore the City's largest employer and its 90,000 plus residents by being "big brother" all this effort will be for nothingl FINAL RECOMMENDATION We recommend that a minimum of two (2) workshops be held throughout the year with the community and industry leaders so that the Mayor and City Commission can report on the implementation of the short term and long term initiatives that have been recommended. In addition we ask that a small advisory committee be put in place made up of Task Force individuals to work with the Commission and Administration to ensure that this report becomes a blueprint for the future of this community and destination. F:\CMGR\$All\CHRISTIN\Mayar8IueRlbbonIREPORT Adrrinlslr8llon.dOc . CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139 . CITY OF MIAMI BEACH OFFICE OF THE CITY MANAGER TELEPHONE: C.-. 173-7110 . --FAX: (305) 173-7712 . Mayor's Blue Ribbon Tourism Task Force Resolution of the Members . . Passed Unanimously on January 14, 2002 Whereas, on December 2, 1992, the Miami Beach City. Commission unanimously passed Ordinance No. 92-2824 which created the Miami Beach Human Rights Ordinance which prohibited discrimination in employment, housjng and public. accommodations on the basis of sexual orientation; and Whereas, on October 7, 1998, the Mayor and City Commission of the City of Miami Beach passed Resolution No. 98-22935 which urged the Miami-Dade County Commission to adopt provisions in the Miami-Dade County Human Rights Ordinance to prohibit discrimination in the County on the basis of sexual orientation in . housing, credit and finance, public accommodationS, and employment; and Whereas, on December 1, 1998, the Miami-Dade County Commission enacted Ordinance No. 98-170 amending its. Huma.n Rights Ordinance to prohibit discrimination based on sexual orientation in housmg, credit, finance, public accommodations and employment; and Whereas, on January 9, 2002, the Mayor and City Commission of the City of Miami Beach reaffirmed their continued strong support for the Miami-Dade County Human Rights Ordinance and their desire for the Miami-Dade County Commission to stand firmly behind the Miami-Dade County Human Rights Ordinance, and . Whereas, the Mayor's Blue Ribbon Tourism Task Force recognizes the importance of non-discri~ation on the basis of sexual orientation to the visitofiridustry. NOW THEREFORE LET IT BE RESOLVED: The Mayor's Blue Ribbon Tourism Task Force unanimously passed a resolution in support of the City of Miami Beach resolution reaffirming their support .of Mi~-Dade County's Human Rights Ordinance. SIGNED: -#L~ STU BLUMBERG, CHAIRMAN MAYOR'S BLUE RIBBON TOURISM TASK FQRCE. DATE: . CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139 CITY OF MIAMI BEACH OFFICE OF THE CITY MANAGER TELEPHONE: C-) 171-7010 FAX: c->> 173-7712 Mayor's Blue Ribbon Tourism Task Force Proposed Resolution of the Members Passed Unanimously on January 28, 2002 THE MAYOR'S BLUE RIBBON TOURISM TASK FORCE SUPPORTS THE CITY OF MIAMI BEACH'S EFFORTS TO RENOURISH THE CITY'S BEACHES AND STRONGLY RECOMM~NDS THAT USE OF THE APALACHICOLA RIVER SAND FOR THE CITY'S EROSION CONTROL DEMONSTRATION PROGRAM BE GIVEN HIGHEST PRIORITY IN THE CITY'S 200212003 FEDERAL LEGISLATIVE AGENDA. Whereas, according to Florida Department of EnvironmentSl Protection;' 75% of Miami Beach is now ata critical state of erosion and the hurricane protection function of the beach system has been severely compromised; and Whereas, the identification of alternative sources of beach compatible sand is critical to the future shore protection program; and Whereas, approximately $15,006,000 in combined Federal, State and local funding has already been. appropriated 'for implementation of an Altemative Sand Source Test Beach Project; and Whereas, the Mobile District office of the Army Corps of Engineers is now in the process of dredging the Apalachicola River and taking the stockpiled material into the Gulf of Mexico to 'be disposed of; and Whereas, testing has shown 'that the stockpiled material is about '1,250,000 tons of beach quality sand that would be highly compatible for use on Miami Beach; and ' Whereas, the City of Miami Beach has contracted with the firm of Jorden, Burt, et. at for lobbying services in Washington, D. C.; and Whereas, the City Administration is in the process of finalizing the City's proposed 200212003 Federal Legislative Agenda for presentation to the City Commission on February 20, ?M? NOW, THEREFORE, BE IT DULY RESOLVED BY MAYOR'S BLUE RIBBON TOURISM TASK FORCE THAT THE CITY'S EFFORTS TO RENOURISH THE CITY'S BEACHES ARE FULLY SUPPORTED BY THE TASK FORCE AND THAT USE OF THE APALACHICOLA RIVER SAND BE GIVEN THE HIGHEST PRIORITY IN THE CITY'S 2002/2003 FEDERAL LEGISLATIVE AGENDA. PASSED and ADOPTED this 28th day of January, 2002. co co +-' +-' -- E E o () ea -- +-' C CO -c -- en co 0:: BLUE RIBBON TOURISM TASK FORCE RESIDENTIAL COMMITTEE Mission Statement: To promote a positive and mutually-beneficial relationship between the city's residential community and tourism industry in order to continue the city's growth as a premier tourist destination as well as maintaining a highly livable community. Issues Addressed: · Lack of social and cultural cohesion in our community due to significant changes in the city's demographics in recent years. · Resident perceptions that the tourism industry negatively impacts resident cost of living and quality of life - particularly in the areas of sanitation, noise, and safety. · Lack of resident awareness of the benefits that tourism brings Miami Beach. · The communication channels between residents and the city should be enhanced in order to proactively address problems and complaints. · The necessity to involve residents in tourism-related issues to make them feel part of our tourism-fueled economy while simultaneously enhancing civic pride. Summary of Nine Priority Recommendations: 1. A resident.focused marketing/PR campaign emphasizing (a) tourism's benefits to the community, (b) our community's rich diversity, (c) hospitality towards our visitors and one another and (d) special promotions directed towards our valued residents. 2. A new "Keep Miami Beach Clean" awareness campaign to encourage commitment among residents and businesses to enhance the cleanliness of the city and its beaches. 3. Creation of a permanent entity, such as the Hospitality Resource Panel (HRP), to continue the work of the Blue Ribbon Tourism Task Force to. The HRP involves a variety of stakeholders including the city administration, hospitality industry and resident-based organizations. The panel addresses stakeholder issues and concerns using existing resources and best practices from other cities utilizing the HRP. 4. The city administration and the Blue Ribbon Task Force have recently proposed Miami Beach boardwalk enhancements. Representatives of the Tourism Task Force should be available to provide objective oversight of these improvements. 5. Promote a user-friendly government by establishing and publicizing a City Hotline (such as 3-1-1)1 which allows residents to access city services while having complaints immediately processed and addressed within an acceptable timeframe. 1 The 311 number has been proposed in New York City as its resident complaint hotline. This number is also being used in other cities, 6. Request the administration to explore the establishment of Business Improvement Districts (BIDs) throughout the city, including areas that are populated largely by residents (e.g. in Middle Beach along Collins Avenue). 7. Support the Hello Miami! program, initiated by Leadership Miami participants. The program allows potential visitors to Greater Miami and the Beaches to email resident volunteers with questions about our community. This program will enhance civic pride among participating residents a~ well as increase economic development through tourism. 8. Support the creation of the Student Ambassador program. Born thru discussions between representatives of the Task Force and the Academy of Travel and Tourism, the Student Ambassador program will place trained Academy students in high-profile areas of the city to provide visitor information and answer visitor's questions. 9. Create "Operation Scorecard" by enlisting the city's internal audit team to perform site analyses measuring the cleanliness of Miami Beach streets and beaches. This audit can be performed on a regular basis and the results can be publicized to residents. Recommendations. Specifics Goal 1 : Generate a positive and enthusiastic attitude among residents towards the tourism industry. Implement a resident-focused marketing/PR campaign emphasizing: · tourism's benefits to the community · our community's rich diversity . hospitality towards our visitors and one another . special promotions directed towards our residents (e.g.: special reduced restaurant prices on designated days) IMPLEMENTATION: We have enlisted an advertising firm and two PR agencies, which are committed to the execution of this campaign.2 2 CreaBtive Juice Advertising, Brigitte Grosjean P.R., Divine Parties, Inc. FUNDING: We have received a pro-bono commitments from the advertising and PR agencies listed above, the campaign's total will range from $20,000 to $25,000 depending upon additional contributions, from private corporations, the GMCVB and the VCA. TIMELlNE: The campaign should be launched in coordination with Tourism Week, beginning May 6th and continue indefinitely. Goal 2: Improve the cleanliness of our community, which is a critical quality of life issue for residents. A new "Keep Miami Beach Clean" awareness campaign to encourage commitment among residents and businesses to enhance the cleanliness of the city and its beaches. The cleanliness awareness campaign can include: . "Litter pickup days" where our top city officials and residents demonstrate their commitment to keep Miami Beach clean. . Improved signage in English and Spanish to remind residents and visitors to reduce littering. . Encouraging local stores and businesses to participate in keeping their entities and surrounding areas free of litter. . Creation of public service announcements exhorting our community to prevent littering. IMPLEMENTATION: See Goal #1 3 CreaBtive Juice Advertising, Brigitte Grosjean P.R., Divine Parties, Inc. City sanitation department, public information office, neighborhood services, the city manager's office and the Mayor and Commission's office. FUNDING: This campaign will be developed as part of the campaign discussed in goal 1. Therefore, see funding from goal 1 above. TIMELlNE: The campaign should be launched in coordination with Tourism Week, beginning May 6th and last indefinitely. Goal 3: Establish a permanent entity represented by diverse stakeholders which will concentrate on hospitality-related issues, share information and ideas, and develop and implement strategies and initiatives. A permanent entity to continue the work of the Tourism Task Force should be created. The Hospitality Resource Panel (HRP) is a successful model currently operating in San Diego, Philadelphia, Savannah, Washington DC, and other American cities. The HRP model provides a structure, which might be a natural mechanism to replace the Task Force. The HRP addresses stakeholder issues and concems utilizing existing resources and best practices from other cities utilizing the HRP. ':: -~_,_,_",,'.-'--.---------'--~ Goal 4: Ensure the city's boardwalk improvements are accomplished, allowing the boardwalk to remain a valuable asset to residents and visitors alike. The city administration and the Task Force have recently proposed Miami Beach boardwalk enhancements. Representatives of the Tourism Task Force should be available to provide objective oversight of these improvements. IMPLEMENTATION: Amongst the items for implementation, the city will place approximately 30 new signs to enforce the regulations of the boardwalk. The police department will provide increased presence. The Academy of Travel and Tourism, in cooperation with Royal Caribbean Cruise Lines, will repaint the entire boardwalk. FUNDING: City of Miami Beach TIMELINE: The improvements will take place in the next several months. Goal 5: Establish the City of Miami Beach as a user-friendly government to its citizens. The City of Miami Beach's customer service system, CIVICALL, is being replaced.. We advocate a best-of-breed communication system which utilizes a City Hotline (such as 3-1-1), allowing residents to access city services and have complaints immediately processed and addressed within an acceptable timeframe. IMPLEMENTATION: The city's neighborhood services and information technology departments should meet with citizen groups to determine the most appropriate systems needed. FUNDING: City of Miami Beach TIMELlNE: It has been mentioned that a permanent system may not be incorporated for approximately one year. We recommend streamlining this process and implementing the system in a shorter period of time. Goal 6: Increase the baseline level of services offered by the city. Request the administration to explore the establishment of Business Improvement Districts (BIDs) throughout the city, including areas that are populated largely by residents. IMPLEMENTATION: The city's neighborhood services department - in coordination with the sanitation, police, fire and public works departments - can design options for commercial and residential districts to participate in BIDs. 2 CreaBtive Juice Advertising, Brigitte Grosjean P.R., Divine Parties, Inc. FUNDING: We have received a pro-bono commitments from the advertising and PR agencies listed above, the campaign's total will range from $20,000 to $25,000 depending upon additional contributions, from private corporations, the GMCVB and the VCA. TIMELlNE: The campaign should be launched in coordination with Tourism Week, beginning May 6th and continue indefinitely. Goal 2: Improve the cleanliness of our community, which is a critical quality of '"e issue for residents. A new "Keep Miami Beach Clean" awareness campaign to encourage commitment among residents and businesses to enhance the cleanliness of the city and its beaches. The cleanliness awareness campaign can include: · "Litter pickup days" where our top city officials and residents demonstrate their commitment to keep Miami Beach clean. · Improved signage in English and Spanish to remind residents and visitors to reduce littering. · Encouraging local stores and businesses to participate in keeping their entities and surrounding areas free of litter. · Creation of public service announcements exhorting our community to prevent littering. IMPLEMENTATION: See Goal #1 3 CreaBtive Juice Advertising, Brigitte Grosjean P.R., Divine Parties, Inc. City sanitation department, public information office, neighborhood services, the city manager's office and the Mayor and Commission's office. FUNDING: This campaign will be developed as part of the campaign discussed in goal 1. Therefore, see funding from goal 1 above. TIMELlNE: The campaign should be launched in coordination with Tourism Week, beginning May 6th and last indefinitely. Goal 3: Establish a permanent entity represented by diverse stakeholders which will concentrate on hospitality-related issues, share information and ideas, and develop and implement strategies and initiatives. A permanent entity to continue the work of the Tourism Task Force should be created. The Hospitality Resource Panel (HRP) is a successful model currently operating in San Diego, Philadelphia, Savannah, Washington DC, and other American cities. The HRP model provides a structure, which might be a natural mechanism to replace the Task Force. The HRP addresses stakeholder issues and concerns utilizing existing resources and best practices from other cities utilizing the HRP. FUNDING: City of Miami Beach, designated BIDs Goal 7: Encourage interaction between residents and visitors and enhance civic pride. Support the Hello Miami! project, initiated in February 2002 by participants in the Leadership Miami program. The program allows potential visitors to our community to email resident volunteers with questions about Miami Beach. This innovative program will enhance civic pride among participating residents as well as increase economic development through tourism. IMPLEMENTATION: The Hello Miami! project team will be encouraging the city to promote and publicize the concept via its website as well as encouraging city employees to participate as volunteers. FUNDING: Hospitality-related businesses, donations TIMELINE: March 2002+ Goal 8: Establish Miami Beach as a visitor-friendly city by involving the community's youth. Support the creation of the Student Ambassador program IMPLEMENTATION: Miami Beach Senior High, Academy of Travel and Tourism, Tourism Task Force Representatives, City of Miami Beach, GMCVB FUNDING: None TIMELlNE: The campaign will be launched in coordination with Tourism Week, beginning May 6th and will continue indefinitely. Goal 9: Monitor improvements in sanitation in an objective manner Create "Operation Scorecard" by enlisting the city's internal audit team to perform site analyses measuring the cleanliness of Miami Beach streets and beaches. This audit can be performed on a regular basis and the results can be pUbliCized to residents. The City's Beautification Committee, Sanitation Department, and Internal Audit team can create a list of quantifiable benchmarks that will be measured on a quarterly basis by the audit team. Results will be posted on the city's website and released to the media. IMPLEMENTATION: CMB Beautification Committee, Sanitation Department, Internal Audit, CMB Public Information OffICe FUNDING: None TIMELINE: In the next three months C)co e co -- +-' +-' +-' co-- ~E Co E ~o -- () -- E en -- I.- ~ o l- e eo -- .c en co --I oc!S ~ eo C.9 .. Mayor's Blue Ribbon Task Force Gay & Lesbian Committee Recommendations & Comments Overview: The Gay & Lesbian Committee of the Mayor's Blue Ribbon Task Force was created to address the opportunities available to businesses on Miami Beach to attract and increase gay and lesbian travel to Miami Beach. We believe it is the gay & lesbian community that is responsible for the success of tourism on Miami Beach and that we need to be more aggressive in attracting new visitors, as well as be pro-active in retaining current visitors. To better address what our opportunities are, we created three Process Teams to address gay and lesbian tourism. They include: . .:. Research and Advertising Process Team .:. Marketing Development Process Team .:. Trade ShowlWholesalers and Travel Agent Process Team Following are our committee's recommendations as agreed upon at our final meeting on Wednesday, February 20, 2002. -1- Mayor's Blue Ribbon Task Force Gay & Lesbian Committee Task Force Members (Includes appointed members, guests and staff) Jeff Abbatlcchlo~ Chair Adkins Steve Aedo Rolando Aller Michael Annette Haaan Averbach Beverly Bechdel Jeff Biondi Louis Bluestone Marissa Blumbera Stuart Diamond Stephen Drew Ian Farrow Edison Fiauefa Robert Guerro Joe Hamilton Clay . Kelsey David Kniaht Gary Konschnik Jim Levin Mark Lima Jose Maiiul Lily Martenez Michelle Montavo Milt Morris Phillip Neary Georae Pallant Joe Riera Gabriel Ross Jennifer Scasserra Martin Smith Craig' Sullivan Jeanne Trainer Richard -2- -.. , e ~ OCDCD U-!E ~-E wEo ~Eu cOolS ou. .acc :e.o 0::15= CD.. ::sCD" _..JC IDolS" W ~E 'i..IIE g.C) 0 . u :E " '- e~ caO t!cn" C =~ CDCU u- E~ a:o ~:c ..... ::J .f!! Q.. 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Now more than ever, it is critically important that we work closely together and find ways to continue the record-setting success we have enjoyed in the past. The events of September 11th have made that task a bit more challenging but we remain as committed as ever. In fact, Immediately following the tragedy, your Bureau raised approximately $2.6 million and launched an aggressive marketing program that extended through December. We are now in the process of developing approximately $3.2 million in programs that will be launched in the 111 and 2rrtJ quarters of 2002. This wlll be possible in large part due to major airline and tour operator partners as well as a matching grant from Visit Florida. We are now preparing our plans for our traditional shoulder and summer season push, which has been a priority of ours for several years now. With our ad agency's expertise and input from our Marketing & Tourism Committee, we have compiled a comprehensive menu of cooperative advertising opportunities that target a variety of general and niche markets on a national, regional and local basis, The Internet will conUnue to be an integral part of all our efforts. Our comprehensive webslte - www.TropicoolMlaml.com (GMCVB) and our recent partnership with Expedia.com will provide participants exposure through the use of specially developed jump pages and banners with links to their sites. These programs are specifically designed to leverage your limited marketing resources. The Bureau will invest approximately 65% of all costs associated with these programs. In fact, we are providing additional discounts to those that particIpate In multiple programs. To further minimize your costs, we will also produce each participant's formatted ad at our own expense with your supplied materials. This will also ensure a unlfonn look for all participants. All of these co-operative advertising efforts are but one part of a comprehensive sales and marketing campaign for the summer and shoulder season that your Bureau has had in place for many years. To further bolster the advertising efforts, we will be conducting T~V. and radio promotions as well as travel trade efforts during the same time periods. To tentatively reserve your space, please complete the attached farm and return it via fax 305.530.4292 no later than February 11, 2002. Your space will be guaranteed only upon receipt of your materials and payment by February 15th. (Participation Is limited and available on a first come first served basis,) Please do not hesitate to contact Rolando Aedo (305) 539-3090 or via e-mail rolando@troplcaolmiaml.com should you have any questions. Thank you. Sincerely, David Whitaker Vice President Marketing & Tourism "'-. '. r ~ .. @.\'II '~1'" ~.. I t! S To S ~ 2 I ! 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I .5 .. .. .. .5 = ~ ~ - @ s It 1 ;; . III -I . fa a c ! .5 i .. i j ..ll i i i ~ olii i 1 ~ , l 1I ~ f j I I It .. iii iii .a s i V ~ II .I u (!/ .. Ii Q . . 'ii .g. . i i ~I li .. JI ... I . .. ~ I~ ..t ..~ H !~ ~... "'11 $<<- l~ ..g EI IJPD~1ED ~ ME A T Ei CONVENTION & VISITORS BUREAU YES, I want to participate in the following GMCVB Summer/Shoulder Season Co-op Advertising Programs: #Units Magazines C Conde Nast a Travel & leisure _ a Parenting _ C Ebony _ C Golf Mag8%ln8 _ 0 Southern UvIng _ 0 New York Magazine _ 0 Food & Wine _ 0 Genre. C Advocate- [J BJonvenldos - A la Florida .Additional Ga &-lesblan C(H) 0 Name: Telephone: Signature: $7,000 $5.038 $8,304 $6,791 $5,584 .$9,058 54,008 $1,774 $423 $1,294 $1,124 #Units Newspapers Northern Markets _0 BaJUmore Sun _ 0 Boston Globe _0 Chicago Trlbute _0 New York Blade- _0 NewYorkTlmes _ 0 PhiladelphIa Inquirer _0 Washington Blade- _0 Washington Post Local Drive Markets _0 Sun Sentinel $2,011 _0 Miami Henlcll EI Nuevo $910 $1,596 $1.577 $2,152 $163 # of Months On-Une o Expedla (MIamI b)n1)$1.083 o GMCVB(80C11c1ng Englne)$867 C GMCVB (Run of SIle) $542 Company. Fax: $4,044 $2,035 $155 $2,005 Discount eAt: Grand Total: E-Man: Date: - -. Space is limited and available on a first come first served basis. . . Please complete this form and return via fax 305,530.4292 no later than February 11, 2002. Formatted ads will be prepared by the GMCVB at it's own expense. Please forward all materials noted below by February. 15th. This should be sent via courier or FEDEX to: Formats: Copy I Address. Microsoft Word 5.0 or lower; No tabs or extra spaces; Do not format No proofreading or spell checking wUl be done. SuPply laser print out of copy Disks Accepted: Zip; CO: Jar. 3 1/2 disks; Do not Include any extraneous flies on disk; Lebel disk with name and job description; Print directory of files Included on disk; Include an fonts used in logos (printer and sereen)j Macintosh format Is Dreferred. Eric Vaz Turkel Schwartz & Partners 2871 Oak Avenue Miami, Fl33133 T.305A45.9111 Material Specifications: 1) 30 words of copy 2) 2 short lines for addr/phonelweb Info 3} logo 4) color slide of photo oWI1 ClIIIN -.. . lIIlIIIIlIacII. J\ a'., ~e ... "'.....ltli.~_ Logo: B&W ..eps file or B&W velox at 4" x4" mlnimumsla: No logos wUt be redrawn or cleaned up. Supply laser print our of logo Photo: 35 mm slide 01' 4"X8" quality photograph or high resolution digital file. No color correction will be done [J I will be forwarding materials by February 1SU'. [J Please use materlal~ onfile from previous co-op program. 61' 6n~ WII I RF FORWARD TO THE ABOVE NOTED CONTACT FOR APPROVAL ! "I