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REPORT 12/17/01 - 03/04/02CITY Mayor's Blue Ribberi (December 17, ~1 Jrism 4; 2002) CITY OF MIAMI BEACH CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139 www. ci.miaml-beach.fl.us March 4, 2002 Mayor David Dermer & City Commissioners City of Miami Beach 1700 Convention Center Ddve Miami Beach, FL 33139 Dear Mayor Deri-[~er & Commissioners: It is with a great deal of pdde, that I, on behalf of my 35 colleagues, who collectively spent over 500 hours as members of the Mayor's Blue Ribbon Taskforce on Toudsm, 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 wilt develop local initiatives to help invigorate the tourist 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 toudsm 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 look at short term and long term initiatives. In establishing these programs additional cdteria such as doable programming, budgeting, funding and implementation were critical in achieving our goals. CITY OF MIAMI BEACH OFFICE OF THE MAYOR & COMMISSION TO:. FROM: SUBJECT: JORGE M. GONZALEZ CITY MANAGER BLUE RIBII~TOURISM TASK FORCE mYo L,/t , BLUE RIBBON TOURISM TASK FORCE DATE: 12/10/2001 As you may be aware, the Blue Ribbon Tour/sm Task Force has been created to serve as ~ forum for members of the hotel, restaurant, and nightclub industries as well as m_embers of the Community. A representative from the City of Miami Beach Administration will also be present ar each meeting. The Task Force will focus on exploring and identifying innovative means for the betterment of the tourism-dependent industries within the Gty. The first meeting is scheduled to take place on December 17, 2001 and will meet again on January 7, 2002 (after the holidays). Members of the Task Force will continue to meet every Monday following January 7, 2002 as long as deemed necessary. Meetings will take place at the City Manager's Large Conference Room ar 5:30 PM. David Kelsey- So-th Beach Hotel and Restaurant Association Shelly Abromowitz- South Beach Stone Crabs Steve Haas - Red Square Jorge Garcia - lVfmmi Beach Chamber of Commerce Elsie Howard - Viskor and Convention Authority Stuart Blumberg - Greater IVliami ~Beaches Hotel Assocadon Roman Jones - Opium Garden Jessica Goldrmn - Goldman Properties Grace C_alvani - Latin Chamber of Commerce Peter Rickman p~.line W'mnick- Cultural Arts Council Ad~ Llerandi - Rkz Plaza Bill Talbert - Greater lvFmmi Convention and Viskors Bureau Donnie Lefton - Continental Hospitality Holdings Sergio Co[lad - Carlton Hotel I illi=m Lopez - South Beach I-Espanic Chamber of Commerce Melanie Muss - Founrainebleau Hotel Robert Todak - Delano Hotel Jonah Liebrecht - Island Outpost Hotels Orlando Velasquez- Holiday Inn Jeff Abbaticchio - Loews Hotel Jeff Lehman - National Hotel Linda Polansky- Clay Hotel Donna Zemo - IVYmmi Beach Chamber of Commerce Andre~: Stark - SunPost Don Pebbles - Peebles Atlandc Corp. Keith Space - The Abbey Hotel Richard Trainer - Twist Joe Pallant - South Beach V'~llas Blue Ribbon Tourism Task Force Kickoff Meeting December 17, 2001, 5:30 PM 1700 Convention Center Drive City Manager's Large Conference Room, 4th Floor AGENDA 1. Roll Call 2. Introduction by Mayor David Dermer 3. Nomination and election of Task Force Chairperson 4. Member suggestions regarding Task Force organization 5. Reception F F F F City of Miami Beach Blue Ribbon Tourism Task Force - Mission Statement: The main goal of the Blue Ribbon Tourism Task Force is 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 tourist industry. Representatives from the City of Miami Beach Administration will be present at every meeting. The Blue Ribbon Tourism Task Force shall consist of members selected and appointed by the Mayor, upon recommendations of the City Commission. Members: David Kelsey - South Beach Hotel and Restaurant Association Shelly Abromowitz - South Beach Stone Crabs Steve Haas - Red Square Lilliam Lopez - South Beach Hispanic Chamber of Commerce Elsie Howard - Visitor and Convention Authority Stuart Blumberg - Greater Miami & Beaches Hotel Assocation Roman Jones - Opium Garden Jessica Goldman - Goldman Properties Grace Calvani - Miami Beach Latin Chamber of Commerce Peter Rickman - Pauline Winnick - Cultural Arts Council Ada Llerandi- Ritz Plaza Bill Talbert - Greater Miami Convention and Visitors Bureau Donnie Lefton - Continental Hospitality Holdings Sergio Collati - Carlton Hotel Melanie Muss - Fountainebleau Hotel Jorge Garcia - Miami Beach Chamber of Commerce Robert Todak - Delano Hotel Jonah Liebrecht- Island Outpost Hotels Orlando Velasquez - Holiday Inn Jeff Abbaticchio - Loews Hotel Jeff Lehman - National Hotel Linda Polansky - Clay Hotel Donna Zemo - Miami Beach Chamber of Commerce Andrew Stark - SunPost Don Pebbles - Peebles Atlantic Corp. Keith Space - The Abbey Hotel Joe Pallant - South Beach Villas Richard Trainer- Twist 5 Blue Ribbon Tourism Panel - Member List (FINAL) David Kelsey - South Beach Hotel and Restaurant Association Shelly Abromowitz - South Beach Stone Crabs Steve Haas - China Grill Management Jorge Garcia - Miami Beach Chamber of Commerce Elsie Howard - Visitor and Convention Authority Stuart Blumberg - Greater Miami & Beaches Hotel Association Roman Jones - Opium Garden Jessica Goldman - Goldman Properties Michael Gongora - Latin Chamber of Commeme Peter Rickman - The International Law Group / Journalist Roger Abramson - Cultural Arts Council Ada Llerandi- Ritz Plaza Bill Talbert - Greater Miami Convention and Visitors Bureau Donnie Lefton - Continental Hospitality Holdings Sergio Collati - Cadton Hotel Lilliam Lopez - South Beach Hispanic Chamber of Commerce Melanie Muss - Fountainebleau Hotel Robert Todak - Delano Hotel James Kostecky- Tides Hotel Orlando Velasquez - Holiday Inn Jeff Abbaticchio - Loews Hotel Jeff Lehman - National Hotel Linda Polansky - Clay Hotel Dona Zemo - Miami Beach Welcome Center Clay Hamilton/Andrew Stark - SunPost Donahue Peebles - Peebles Atlantic Corp. Martin Scasserra - The Abbey Hotel Richard Trainer - Twist Joe Pallant - South Beach Villas' Kathleen Kennedy - Winter Haven Hotel Carl Zablotny- Wire Magazine Dawn White - American Airlines David Wallack - Mangos Cafe/Ocean Drive Gary Knight - Dade Human Rights Foundation Cathy Left - Wolfsonian Luis Bondi - Antique and Collectible Market Revised 4/04/02 6 MAYOR'S BLUE RIBBON TASK FORCE I.) Committee Reports should Include: · Goals/Mission Statement · Issues Addressed · Summary of Priority, Recommendations and Initiatives · Financial Impact/Cost/Funding Sources · Responsibility for Implementation and Status Committee Goals: Goal 1: Develop and formulate short term and long teti~ initiatives to create a long range plan to sustain and promote the Toudst Industry. Goal 2: Through certain committees, in particular Administration/Residential/Service and Attitude, develop initiatives that will ensure that our City will be visitor, business and resident friendly. Goal 3: Establish an administration methodology to ensure that the initiatives and recommendations proposed by the Task Force are implemented and sustained, including identification of funding sources. F.-~CMG R~ICHRISTIN~Mayo~}iUeI~bb~I~GOa~s~TM Update 2/01/02 7 March 4, 2002 Mayor David Dermer & City Commissioners City of Miami Beach 1700 Convention Center Ddve Miami Beach, FL 33139 Dear Mayor Dermer & Commissioners: It is with a great deal of pdde, that I, on behalf of my 35 colleagues, who collectively spent over 500 hours as members of the Mayor's Blue Ribbon Taskfome on Toudsm, 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 tourist 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 toudsm 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 sedes 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 look at short teii, and long term initiatives. In establishing these programs additional cdteria such as doable programming, budgeting, funding and implementation were cdtical in achieving our goals. 8 Mayor and City Commission Mayor's Blue Ribbon Tourism Task Force March 4, 2002 Page 2 of 4 In addition the taskforce 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 Fome 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 how 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 rob Peter to pay Paul. The taskfome 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 our 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 if there 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 to resolve many of the challenges now facing 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 & 9 Mayor and City Commission Mayor's Blue Ribbon Tourfsm Task Force March 4, 2002 Page 3 of 4 Attitude committee 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 report you will note an over riding theme of overregulation in many areas. In this regard we urge the City officials and vadous boards who are contemplating further restrictive rules that could impact our ability to create a friendly and successful environment (i.e. the current issue before the Planning Board regarding outdoor entertainment by a hotel 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. In order to support their effort, there was unanimous consensus that the City should name a pe,,anent advisory panel to assist the City and responsible organizations, ensuring that all of the initiatives that are approved by the City get implemented. In order to be consistent with our efforts, I believe that the Committee Chairs (Robert Todak-Ada Llerandi: Parking; Elsie Howard-Roman Jones: Sales & Marketing; Peter Rickman-Jorge Gamia: Residential; JeffAbbaticchio: Gay & Lesbian; Steven Haas-Orlando Velazquez, Jr.: Service & Attitude; Cathy Left-Roger Abramson: Culture/Special Events and Stuart Blumberg: Administration) should be allowed to be the ones who ensure that all the efforts of their committee work be followed. In addition, the taskforce requests that at least two times a year, Commission/Community/Industry 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 community through the efforts of tourism. The taskforce has chosen to wdte a cover letter to 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. 10 Mayor and City Comrnission Mayor's Blue Ribbon Tourism Task Force March 4, 2002 Page 4 of 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 Toudsm 11 CITY OF MIAMI BEACH Office of the City Manager Letter to Commission No. 2, & - ~oo TO: From: Subject: Mayor David Dermer and Members of the City Commission Jorge M. Gonzalez City Manager RESOLUTIONS ADOPTED BY THE MAYOR'S BLUE RIBBON TOURISM TASK FORCE Date: February 1,2002 r E Attached please find two (2) Resolutions adopted the Mayor's 'Blue Ribbon Tourism Task Force. Resolution -January_ 14. 2002 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 Miami-Dade County's Human Rights Ordinance. Resolution - January_ 28. 2002 The Mayor's Blue Ribbon Tourism Task Force unanimously passed a Resolution in support of the City of Miami Beach's efforts to renourish the City's beaches and strongly recommends that use of the Apalachicola river sand for the City's erosion control demonstration program be given highest priority in the City's 2002/2003 Federal Legislative Agenda. JMG\C~ar F:~CMGRI&~LL~L'rC~bI~, ,r Re~lUIIO~.do¢ attachments C: Stu Blumberg, Chairman, Mayor's Blue Ribbon Tourism Task Force Christina M. Cuervo, Assistant City Manager 12 CITY OF MIAMI BEACH CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139 OFFICE OF THE CITY MANAGER TELEPHONE: (-'Y~--) ~73-7010 FAX: (305) 673-7782 Mayor's Blue Ribbon Tourism Task Force Proposed Resolution of the Members Passed Unanimo.usly 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 RECOMMENDS THAT USE OF THE APALACHICOLA RIVER SAND FOR THE CITY'S EROSION CONTROL DEMONSTRATION PROGRAM BE GIVEN HIGHEST PRIORITY IN THE CITY'S 2002~2003 FEDERAL LEGISLATIVE AGENDA. Whereas, according to Florida Department o~ Environmental Protection, 75% of Miami Beach is now at a 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 $15,000,000 in combined Federal, State and 'local funding has already been appropriated for implementation of an Alternative Sand Source Test Beach Project; and Whereas, the Mobile District office of the A,.~y 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. al. for lobbying services in Washington, D. C.; and Whereas, the City Administration is in the process of finalizing the City's proposed 2002/2003 Federal Legislative Agenda for presentation to the City Commission on February 20, 2002. 13 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 200212003 FEDERAL LEGISLATIVE AGENDA. PASSED and ADOPTED this 28th day of January, 2002. 14 CITY OF MIAMI BEACH CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139 OFFICE OF THE CITY MANAGER Mayor's Blue Ribbon Tourism Task Force Resolution of the Members Passed Unanimously on January 14, 2002 TELEPHONE: (305) 673-7010 FAX: (305) 67~-77~2 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, housing 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 Human Rights Ordinance to prohibit discrimination based on sexual orientation in housing, 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 15 Whereas, the Mayor's Blue Ribbon Tourism Task Force recognizes the importance of non-discrimination on the basis of sexual orientation to the visitor industry. NOW THEREFORE LET IT BE RESOLVED: The Mayor's Blue Ribbon Tourism Task Force passed a resolution in support of the resolution reaffn'ming their support of Human Rights Ordinance. unanimously City of Miami Beach Miami-Dade County's STU BLUMBERG, CHAIRMAN MAYOR'S BLUE RIBBON TOURISM TASK FORCE DATE: .r [ r 16 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 world class resort community. Goal One To afford visitors parking options that enhance overall satisfaction through improved technology, e~ised restrictions, multiple payment acceptance, enhanced signage, and customer service training. Goal Two To identify alternative parking and transportation options that will benefit hospitality industry employees in fofn, 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, a. nd the development of new parking facilities. F.ACMGI:~$ALL~:~.IRISTIN~dayo~BlueRibbon~q. EPORT Parking Co~qrtndtteel.doc 19 F F F F .F LIST OF ITEMS MAYOR'S BLUE RIBBON TASK FORCE SUB-COMMITTEE ON PARKING 1. MISSION STATEMENT (ONE PAGE) 2. ACTION ITEMS (TWO PAGES) 3. MULTI-SPACE PARKING FOR NYC-SCHLUMBERGER (TWO 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 O'WO PAGES) 10. FILM & PRINT INCENTIVES (EIGHT PAGES) r F F 18 2O 21 A Grnatef Presence in the Big A~pie in 1999, the City signed a competitive bid con- Iractto purchase 150 Schlumberger terminals for on and off-street parking. This purchase brings the total number of Schlumberger Terminals in New York City te 445 units, managing more than 20~00 parking spaces. For this new bid, NYC wented e new generation of multi-space terminals to manage both on and off-street parking wh~ certain cridcai requirements, includin~ · Centralized computer monhoring for individual control of Terminal units · Minimal instofladon efforts · 0~onel solar panels as power source · - Highly resistant to vandalism · Long-term rellabiiiL,/ · Ease of use for public In response, Schlumberger developed the DGUne which delivered added benefits even beyond the City's requirements. The Wire!L'~'_ SolutiOn The Schlumberger DGt ina has s unique onbusrd 2 way wireluss communica~n technelagy. This feature allows each DGline to maintain remote conneclivity ~ a cent~i computer stedon, sending real-time alarms in the event of tempering, maintenance needs, or a furl coin compart~nenL In eddi- don, the central stedon can raise or lower · parking rates automatically at individual DGLine terminals in response to special events. The software package on the central computer gives complete statistics about revenue and technical reports. Rexible Optima The DGUne is the only parking terminal that combines a solar panel power supply and two way radio communication to a central For additleaal inlennedon, please contact 1-~8-343-5T/3 www. schlum~:om/smartcards sewer. 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 ligM poles, thus saving installation rime and expanding available parking spece~ Users will also benefit from a flexible choice of payment. While Terminals presently accept payment in the form of coins and pre- payment cards, a sma~ card upgrade for ail units is approaching impiementedon. Dependable Secmity Const~lnted to easily withstond the tmdng condhJons of an urban anvireomei~t, Schlumberger DGUne terminals ere the most vandal resistant in the industry, with high-security lucks, shieldin~ and separated money and maintenance compartments. On-board wireless alarms instantly notify the cenb'al monitoring system of any break-in or vandalism. Cost. Elfocave Operation No other parking system can offer the maxi- mized revenues realized through the use of Schlumberger DGLine Multi-Space Parking Temdnals. W'dh its ce.balized, real-time Wirelass monitoring of maintenance needs, DGUne has established the highest standards in the indust~f for reliability and -pi,e, dong with the lowest operational cost of any mu~spoce parking terminal About Schlumberger Schlumberger is e world leader in parking technology. Wdh mom than ~._n86_ inetailed Pay & Display terminals controlrmg nearly 2 million parking spaces worldwide, Schlumberger parking sofudons have been implemented in a wide range of U.S. chies--- from Aspen and Darner, Coinrado 1o Hoflywoed, Florida, and from New York C~ to the .San Francisco Bay Area. Schlumberger Multi-Space Parking for NYC As one of the world's iq]est municipalities, City of New York faces constant chaflenges in managing its auto ITaffic. In the early '9Os, seeking to improve traffic tlow by making perking spaces more readily available, the City began to implement · More available space for parking than with conventional single meta~ · No refunds for early departure Schlumberger · On-board wireless communication technology · Centralized sysb~m for remote "1 corm'ol and monitoring · Solar panels for cost-free seff-powe~ng ..~ · Placement adaptability ; The Challenge: '] To create a flexible and cost-offecdve multi-space parking solution for a city with the largest number of parking spaces inthe U.S. The Soludon: The Schlumberger DGLine Multi- Space Pa~king TerminaL'. The Results: '] Ce~afized wireless connecdviLy, -1 remote monitoring, cost-effective solar-powered operation, and highly-- flexible installation. a controlled parking systems for its 86,000 on and off-~bvet parking spaces. As a part of.this process, 280 Schlond)erger DG4 mult~space parking terminals were installed threughont the metTo ama. 'lhme years later in 1997, a study to armly'ze the success of ils cb,,~,,~;led parking options revealed that re. Id-space pinking maters comribut~d to e 12% The factors driving this revenue gein inclede~. Ma)dmized u~',;,,,e due to high resistance to vandalism and increased relial~T~. Also, backup mul~space units can mai,,t, in coverage if anclhe~ unit fails Reduced m~intenance costs due to fewer number of multi-space units and high reliability of ScMumberger terminals Cl.-FY OF MIAMI BEACH CITY OF MIAMI BEACH P~RKING DEPARTMENT HOTEL GUEST HANG-TAG PROGRAM ART DECO DISTRIC'F - 7.0NE ONE Dear Guest: WelcOmeW Miami Beach! It is our goal to make your visit an enjoyable onc. In an effort to achieve this fp~L the City. of Miami Beach Parking Deparnnent in conjunction whh your hotelier has established a Hotel Guest Han~-Tag Pro/p am for your parking convenience. The Hotel Guest Heng-?~ Program was created to enhance your parking options - throughout .xx)ur stay. We hope this program accommodates your parking needs. We request ~hat you adhere to the rules of the program in order to ensure system-wide parking av~.ilabili~ and public safety. Hotel Guest Hnn=-Tn= Rules'. o Cost: $6.00 per day (phs sales tax). o Hours: 24 hour per day (from !2:01 P.M. Noon to i1:59 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, mo,ih',, 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 cked and/or impounded. o Remove your Hang'Tag when operating your vehicle. o Your Hang-tag is honored at the following Cit~ of Miami Beach Parking Facilities within Zone One. Please refer to the Iocator map on the reverse side. Dnrkino is allowed a! the followino Off-Street lraeilltles in ~one One: Municipal Lot No. 7C located on Collins Avenue and 6th S~ 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 Slrcet Municipal Lot No. l'/X located on Collins Avenue and 13th St~et Parkino is allowed at the follovv;~ On-St~: Facilities Cmeters onlvl in Zone One: 6th Street bet~vcen Collins Avenue and Washington Ay=hue 9th Street be~v~n Collins Avenue and Washington Avenue I lth Street between Collins Avenue and Washington Avenue 13th Street between Collins Avenue and Washington Avenue Make your visit moFe enjoyable with these friendl~ tim: o ResidenTial Permit Parking is ~;edY enfold. I.~k for Sipu! o Do not park at crosswalks, fire hydnum, fire lanes, bus stops, or where signs are posted proh~iting p~rking. - o Ahv~ys park in the direction of traffic flow on-strut and heed in o Park and ride the El~ctrowuve! o Always w~r your s~t heit when operating your v~hicle. o Don't Drin~ and Drive. And if you do drink, pi~ hav~ a designated driver. o Never park at a b~g~ed par~ing meter. If~u experience any problems, we want to hear ~rom you. Please ~all the City oflViimni Beach Parking Depm~ment a~ ~305~ ~?.~-?~0~ or after hours at (305~ ~73-?000, ext. ~ or 8~4~ orPi~ write to: City. of Minmi B~ch Parking Dep~rtment ~shington Avenue, Suit~ Minmi Banc~ Finrid~ 33~3~ We hope your ~t~.v ia ~ ple~unt one. Pie~e Wit u~ ~g~in ~oon! The ~i~· of .~liami B~¢h is not rzspon~ible for I~ or d~m~ tine to fir~ theft, br~k~, or · t owner's risk- Yow H~ng-T~g m~t bz displ~.v~ ~t ali~ whi~ p~rk~d in · Cit~ of Mbmi B~ch P~rkin~ F~c~li~..'. If you F 'F 'i' CITY OF MIAMI BEA.CH PARKING DEPARTMENT MAYOR'S BLUE RIBBON TASK FORCE ON TOURISM PARKING SUB-COMMITrTEE RATES/HOURS OF OPERATION/FINE FOR TWENTY MAJOR U.S. CITIES CMB VS. FLORIDA CITIES CMB VS. U.S CITIES CMB VS. FLORIDA CITIES CrlY MIAMI BEACH MIAMI CORAL. GABLES FT. LAUDER.DALE HOLLYWOOD, FL. TAMPA CLEARWATER, FL. RATE (HRLY) HOURS OF OP. FI'NE · $1.00 9AM - 12 M~). $18 $1.25 8AM - 2AM S18 $1.00 9AM-6PM/24HRS S18 $1.50 24 HOURS $18 $1.00 8AM- 12 MI1). $15 $1.25 8AM - 3AM $11 $1.00 · .8AM- 1AM $15 CMB VS. U.S CITIES (POPULATION UNDER 5001CI crtY RATE (HRLY) MONTEREY, CA~ $1.00 SAUSILITO, CA. $2.00 WEST HOLLYWOOD, CA $1.00 COLUMBUS, OH. $1.~0 pASADENA, CA. $1.00 WHITEPLAINS, N.Y. $1.00 CMB VS U.S. CITIES (POPULATION OVER 50010 NEW YORK, N.Y. PHILADELPHIA, PA. CHICAGO, ILL. DENVER, CO. SAN FRANCISCO, CA. DALLAS, T~ LOS ANGELES, CA. HOURS OF OP. FINE 8AM - 9PM $20 24 HOURS $I$ 8AM - 2AM $29 8AM - 9PM $15 IIAM - 12 MID. S25 6AM - 12 MID. S10 RATE HRL ' HOURS OF OP.. · FI E S1.$0 8AM - 10 PM $45 $1.00 $3.00' · $1.00 S1.50 Sl.00 $2.00 OVERALL AVG. $134 CITY OF MIAMI BEACH $1.00 PERCENT (+/-) -25% 8AM -10:30PM $15 24 HOURS $30 N/A $15 9AM - 9PM $25 8AM - 10PM S20 8AM - 10PM $30 15.8 HRS S20.47 15 HRS $18 -5% -12% 2d 0 I,F¥ OF MIAM-I BEACH CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG'~TAG PROGRAM CONVENTION CENTER DISTRICT - ZONE TWO Welcome to Miami Beach*. It is our goal to make your visit an enjoyable one. In an effort te achieve this goal, the city of Miami Beach Parking Department in conjunction with your hotelier has established a Hotel Guest l-l~n~-Tas Program for your parking convenience. Thc Hotel Guest Hang-teg Program w~ created to enhance yom' purid~ options throughout your sta~. We hope thh program accommodates ~our parking needs. We r~quest that you adhere to the rules of the program in order to ensure s)~tem-wide parking availability and public safety. ~otel Guest Hnt~-Tno Rules: o Co~ S6.00 per d~, (plus sales o Hours: 24 hour per dry (from 12:01 p.M. Houn to i 1-.59 A.M.) o Your heng-mg is valid only on the d~y, d~e, mouth, and yeur punched. o You must place a newly punched ~nnS.te8 dally by 12:01 P.M. Noon o Plense park leplly in the desi~nmed fiicilitins to Bvold lmvin$ your vchicie cited and/or impounded. o Remove your H~n$-T~ when ope~*h,g your Ychicle. o Your HanS-m8 is honored az the foliowi~ City of Miami Beach Pm~in8 Facilities within Zone Two. Please refer to the locazor nmp on the ~-verse side. Municipal P~'~. Lot 6B, tocated on Collins Avenue and 21 Street ' 21st Street east of Collins Avenue 22nd $1reet east of Collins Avenue Miami Beach Drive between 21st S~reet and 22nd Street. ~la~e your ~;~It more entovable with these friendly tim: o Residential petmit'Parking is ~,~]y e~,~'u[¢~- L~k for Signs! o Do not pa~ at crosswalks, Fn~ hydrants, fire lanes, bus stops, or where signs are posted prohibiting o Always park in the direction of traffic flow on-s~et and head in off-street o Park md ~ide'the Electrownve! o Always wsar ~ scut belt when operating your vehicle., driver. o Don't Drink end Drive' And if YOu d° drink' Pl~se have n dealgnazed If you experience nny parking problem(s), we want to hear fi'om yon. please call the City of Miami Beach Parking Department at (305) 67.3-7505 or at,er hours at (305) 673-7000, ext..6844 or 6845 or please write to: City of Miami Bench parking Department 1130 Washington Avenue~ Suite liN} Miami Bench, Florida ;33139 We hope your stay is a pleasant one. Pie. use visit us again soon*. . ltv o! Mbimi Bekh b not respons. .. le rked in a City of p, llams .The C .. ....... u .... Too must t)e o,-played at all times whi pa .......... ntntt the cIw m wua,. .... h at 0~ner's rlSl;. Tom ,]-;,l~ '~'~.~ -~ d,,, ~i;l¢ludino $~a~ tax) for ellca ilall~-/a[, pie .n~ ;~ __ ...... ~,, immebiliT, ntion k,~ been barged more titan ~.~:~ I~, ,,-; · ~.~. ..... k '-, non$ible for tile Imp~ununwm C;I.-i"Y OF MIAMI E I ACH CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG-TAG PROGRAM INDIAN CREEK/COLLINS AVENUE DISTRICT - ZONE THREE Welcome to Miami Bench! It is our goal ~o make your visi~ an enjoyable one. in an effort to achieve ~i~ ~ the City of Miami Beach Parking Department in conjunction with your hoteller has established a Hotel Guest Hang-Tas Pro~-~n for your parking convenience. The Hotel Guest Hang-tag Pro~'~m was created to enhance your packing options throughout .,,,our stay. We hope this program accommodates your parkin~ needs. We request ~ you adhere to the rules of the program in order to ensure system-wide parking availability and public safety. Hotel Guest Han~-Ta~ Rules: o CosC $6.00 per day (plus sales tax). o Hours: 24 hour per day (from 12:01 P.M. Noon to 11:59 A.M.) o Place your hang-tag on your rear view minor facing out. o Your hang-tag is valid only on the day, date, month, and year punched. o You must place a newly punched hang-tag daily by 12:01 P.M. Noun. o Please park legally in the design-aced facilities to avoid havb~ your vehicle cited and/or impounded. o Remove your Hang-Tag when operating your vehicle. o Your Hang-cng is honored at the following City of Miami Beach Parking Facilities within Zone Three. Please refer to the Iocator map on the revise side. Pnrkin~ is allowed at the followin~ Off-Street Fae~lhit~'in ZoneThree: Municipal Parking Lot 20X, located on Collins Ave. and 27 Su~et Municipal Parking Lot 16D, located on Collins Ave. and 34 Street Municipal Parkin~ Lot 16E, located on Collins Ave. and 36 Slreet Parkla~ is allowed at the foil~w;.~ On-Street Facilities (_m___~,~s ontv~ in Zone Three:. All on-sweet parking meters located on Indian Creek between 2?th S~-e~ and 41st S~ (east s~de). All on-street parking meters located on 3lst, 33rd, 3$th, 37th, 39th, and 4tat Strce~s east of Collins Avenue. ~ske your visit more enjoyable with these friendly tin~: 0 O 0 0 0 0 0 Residential Permit. Parking is swictly enforced. Look for Signs! Do not park at crosswalks, rue hydrants, fire lanes, bus stops, or where signs nrc posted prohibiting parkin~r Always pack in the direction ofuaffic flow on-street and head in off-svce~ Park and ride the Electrowave! Always wear your seat belt when opet~ng your vehicle. Don't Drink and 'Drive. And if you do drink,'plense hnve.a designated driver. Never park at a b~ed parking m---~'--. If you experience any parking problem(s), we want to hear from you, Please call the City of Miami Beach Parking Department at (.305) 673-7505 or after hours at (305) 673-7000, ext. 6844 or 6845 or please wr~te to: City of Miami Bench Parking Department 1130 Washington Avenue, Suite 100 Miami Beach, Florida 33139 We hope your my is a pleasant one. Please visit us again soon! ' · The Ci~' of Mb:mi Bench is not responsible for Io~ or damage due to fl~, theft, br~kn~e, or collision. Artit/es left in v~hicles at o~V~er's risk. Your Hang-Tag must be dispb.ved nt nil times while imrked in a City. of Miami Beth Parking Fat/ltty. If you than ~6..N9 r day (including sale, tk.t~ax) for each Hang-Tag, pisnse contact the City of l~liami Beach have been char~ed mor~ ___ ~__pe_~ _: .... ~'-.----dt6-ath is not resnansihle for the impoundnmnt or immobilization Parking Department at (305) 67~-7~. l#e t. lty o] Iwinms ~ r- ~ F cITY. OF BEACH' F CITY OF MIAMI BEACH PARKING DEPARTMENT HOTEL GUEST HANG-TAG PROGRAM OCEAN TERRACE/NORTH BEACH DISTRICT - ZONE FOUR D~ 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 Department in cunjuncdon with your hotelier has established a Hotel Guest Hang. Tag Program for your parking convenience. The Hotel Guest Hang-ta~ Program was created to enhance your parking options throu~hou~ your stay. We hope this pm~m accommodates.your parkin~ need~ We reqnes~ ~ you adhere m the roles or,he pro~rn in order to ensure system-wide parking availability and public s~e~y. ~otel Guest Hnn~-Tso Relies: o Cost: $6.00 per day (plus sales mx). o Hours: 24 hour per day (from 12:01 p.M. Noon m ii:59 A.M.) o Place your hang-tag on your rear view mirror facing out . o Your hnng. mg is valid only on the day, date, month, and year puncbed' o You must place a newly punched hang-tag doily by 12:01 P.M. Noon. o Please park legally in the designated facilities to avoid baying your vehicle cited and/or impounded. o Remove ),our Hnng-Tng whoa operating your vehicle. ' o Your Hang-t~ is honored at the following City of Miami Beach Parking Facilities within Zone Four. Please refer to the Jocator map on the ~verse side. l~nrkin~ is nj:oWed st the followin~ OIT=Str~'. Facilities in Zone Four:. .. Municipal Parking Lot 9B, located un Collins AveFa~ and 72nd Municipal parking Lot 9F, located on ?$th Street and.Collins Avenue Municipal Pm~ing Lot 26D, located, on _Coil? Municipal Parking Lot I~X, io¢~a on Bonito unve ~n~ .~ Ocean Ten-ace between '/3rd and 75th Street; and 73rd, 74th, and 7$th Street between Collins Avenue and Ocean Ten, ce. Make vonr visit more enioVahie with these friendly fins: o l~.esidential Permit parking is ~;~=y m~,,,~,. L,,ok for Signs! - o Do not park at v~o~swalks, fir~ hydrents, fire lanes, bus stops, or where sigl~s are posted prohibiting parking. o Always park in the direction of Iraffic flow o .n-s~eet nnd head in off-street. o Park end fide the Eiectrowave! - . ~'cle Always wear your sent belt when operating your veto . · O 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 yo~. Please call the City of Miami Beach Parking Depa~ta~ent at O05) 673-7505 or aP, er hours at (305) 673-7000, ext. 6844 or 6845 or please write to: City of Miami Be~eh Parking Department 11:30 Washington Avenue, Suite I00 Miami Bench, Florida 33139 We hope your stay is a pleasant one. Please visit us again soon! The C~y of MiImi Bench ts not responsible for loss OF dnmI~e dM to fire, I~eft. bITnkIje, OF Miami Bench PIFMug fntilitv. If you hive beta ehoFged nDr~ than ...... -'--lived it nil times while poFl~-d in · ~v of. - ............ -'~- D'e~arlmem ti i30~) 6~3-~0S. The ¥otr I-Lttg]*/ilg Imls~ o~ vs)l.. q~.39 net dry (includins sties tas~ PLEASE HANG ON REAR VIEW MIRROR, THIS SIDE FACING OUT. REMOVE BEFORE VEHICLE IS IN MOllON. PREVENT THEFT, LOCK YOUR VEHICLE. 07451 w.- l-iot~l (~uc:t I .....t,.= "'----' l-i. ::n,-'-'l'a g Zolle NO. '~ Co~lx ctltio~l Center District · .. ,, .;... · ;..",. , pLEASE HANG OH REAn VIEW MIRncin, THIS SIDE FACING OUT.. REMOVE BEFORE VEHICLE IS IN MOTION. PREVENT THEFT, LOCK YOUR VEHICLE. Hotal. Guest ~ Zone No. 8 Ci. ty of Miami Beach 07 451 29 City of Miami Beach Hotel Guest Validation PLEASE HANG ON REAR VIEW MIRROR, THIS SIDE FACING OUT. REMOVE BEFORE VEHICLE IS IN MOTION. PREVEHT THEFT, LOCK YOUR VEHICLE. iiI City of Miami Beach Hotel Guest Parking Hang-Tag Zone No. 4 Ocean-Terrace District -.-,'," ".-00000 .......................... City of Miami Beach CITY OF MIAMI BEACH PARKING DEPARTMENT ON-STREET PARKING INVENTORY/SOUTH OF DADE BLVD/23~° STREET MAXIMUM TIME LIMITS LocATION Ocean Drive between South Pointe Drive and 5th Street Ocean Drive between 5th Street and 15th Sm~et 100 Block (Ocean Drive - Collinz Ave) betwe~ 5th and 15th St~ts 200 Block (Collins Ave - Washington Ave) between 5th and 15th Streets Collins Ave between S. Pointe Drive and 5th Street Collins Ave between 5th Street and Espanola Way Washington Ave between S. Pointe Drive and Sth Street W~_~hington Ave between 5th Street and 17th Street Washington Ave between 17th Street and Dade Blvd Alton Road between 5th Street and 20th Street* 1600 Block of Lenox Avenue 1600 Blocks of Meridian, Jefferson and Michigan 1600 Block of Euclid, Drexel, and Pennsylvania Avenues H°urs Hours Hours Hours Hours Hours Hours Hours 2 Hours Hours Hours Hours Hours '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 parldng titan 9am to 6pm/six hour parking from 6pm to Midnight). F:~OlNOkSALL~gAULkgFMI~MOh~mm~tim~I~.~ L Miami Beach Coordinated Wayfinding and Identity System The City of Miami Beach, the Miami Beach Visitor and Convention Bureau, and stakeholders representing major am'actions and facilities throughout Miami Beach have partnered to create a wayfincling 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 sustaln_able as well as expandable. Goals · Create a consistent wayfmding and identity system across a range of sign and publication mediums. · To promote Miami Beach's cultural and arcs identity. · Establish ongoing admin/stration and maintenance of the system. Create a wayfinding system that focuses on directing to major parking garages and destinations. To improve wayfmd!ng and visitor information on events in the city. To establish wayfinding links to city bike and pedestrian trails. The Concept The Miami Beach Coordinated Wayfinding and Identity System consists of three major components: : 1. Destination Wayf'mding Systems - This COllection of gateways, wayfinding si?-~ and arrival signs ~ visitors and residents to major destinations around Miami Beach, and adjacent parking garages. The focus of this ~ is encoura~_'ng visitors to park their cars. Some components that make up this system include: · City gat~-ways · District Direcfio,~! Si~? that includes information leading to major garages. · Destination dir~donal sig~ that directs visitors to cultural attractions, public beach, shopping districts, and major gover-,-ent building with the adjacent parking facility. · Simple pedesuian signs in the highest density blocks of Miami Beach, and along Collin.~ Avenue. · Consistent and creative Arr/val si?-~ marking the entrance to parking facilities and major · Consistent, simple city m~ps available at every parking facility in handout or kiOsk form. Destinations will be established based on specific criteria and reviewed by a steering' corem!Rec. 1 See Sign Cril~ria for further review. 2. Special Event signs, maps and publications - This system is oriented awtmcl the large seal6 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 perfol'mances. (This system is already in place) Miami Beach Coordinated Wayfinding and Identity System 02/21/02 33 · · City of Miami Beach Application for Approval of a Signage District From the Florida Department of Transportation The City of Miami Beach seeks approval for the developmem of a signing distria within it's city limits, and have the ability to develop a unique sign design within the boundaries established by the Florida Department of Transpor~tlon. Key Terms A. The Sign Disir/et 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, n; develop criteria, cor~hact, own, and actively managd wayfmding si?s on local and state roads within the district with approval responsibility from the Florida Depa~h~sent of Transportation. B.. Wayflnding Wayfnding Signing is a systematic network of directional signs to guide the traveling public from major highway gateways to key civic, cultural, visitor and recreational and commercial destinations within a specified Si~in~ Di~ulct. In developing the Sign Di--ulct The City of Miami Beach seeks approval from the Florida Depa~h.ent of Trnn-~portafion(FDOT) in the fonowing areas: Preliminary Planning Approval · Mission Statr. ment · Participating Stakeholder Groups · Destination Criteria Design Approval · PrototyPe Sign.Design and Fabrication Intent Guidelines Sign ROute, Locnfion, nnd Management Approval * Sign planning and location · Ongoing walntenance and management pro.am 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 Stntement, The City of Miaml 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 form a group of stakeholders, consisting of representation of interests that could be involved in the Signing District. These · 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. ' ........... ~-::~ -' ........... 3. Neighborhood Signage Program - This simple system is oriented towards the unique_ identifies of each neighborhood while creating a coherent streetscape identity for Miami Beach. The focus of this system is a combination ofun/que neighborhood elements with simple.m!., d ea~_.to _ duplicate signs. These elements can be fit to' match the needs of each individ-~,l neighborhood in Miami Beach. Components include: · Stana~rds and initiatives for unique neighborhood gateways · Standards for neighborhood banners · Street sign program wi~h neighborhood identity · Interstate'and parldn.o trailblazers. · Municipal Beach and recreational area identity system tied into the bicycle/pedestrian trail currently being developed. · Regulatory sign standards. Responsibilities The City M~--ger assigned the Planning Department to take lead responsibility.-'for:the planning ~nd design of the Coordlnsted Wayfind;,~ and Identity System. A S~eering ~ommltte~ is IXlade lip of the following departments and stakeholder groups: Florida Deparm]ent of TranNx~tion District VI Tr~fl=;c Opemtiens Division Miami Beach Coordinated Wayfinding and lde~ty System 02/21/02 · City of Miami Beach Application for Approval of a Signage District From the Florida Department Of TransportatiOn 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 di.-tdcis are confined to one municipality and administered by a single governmental sponsor. Inside that di~hlct the government entity has the approval to desi~ol~ develop criteria, construct, own, and actively manag~ wayfmding signs on local and state roads within the district with approval responsibility from the Florida Department of Transportation. B.. Wayfmding Wayfinding Si~mlng is a systematic network of directional si?-~ to guide the traveling public from major highway gateways to key civic, cultural, visitor and recreational and commercial destinations within a specified Signing Diaulct. In developing the Sign District The City of Miami Beach seeks approval from the Florida Department of Trso-~portation(FDOT) in the following areas: Preliminary Planning Approval Mission Statement · Participating Stakeholder Groups · Destination Criteria Design Approval · PrototyPe Sign Design and Fabrication Inte~rt Ouidelines Sign ROute., Location, and Management Approval · Sign planning ami location · Oagoing mslntenanee and management 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 si?s, Mission Statement, The City of Minml Beach will create a mission statement outlining the goals of the program, the major groups involved, and the elements thnt will make up the system. Participating Stakeholder Groups The City of Miami Beach will initially form a group of stakeholders, consisting of representation of interests that could be involved in the Signing District. These .F F F F F F stakeholders will be involved in the approval process at every step in development of the system. Destination Criteria The CiD' 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 Tranaportation 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. Protol~YPe Sign Design and Fabrication Intent Document. Prototype Sign Design- The prototype sign design is a design document outlining these · 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 Fort-aAron Detail In developln.a a Sign Design the city of Miami Beach would llke to adhere to Sign District design standards currently used in most U.S. States and the District of Columbia including: Pem~-~,lvania, New York, Maryland, Washington D.C., New Jersey, Tennessee, Delaware, and Virginia. (See Attached Examples). These stand~, include the following: Sign Panels Size, Color, and Material · Sign Panel shall be of a color of no less than 60% in contrast to the foreground sign · 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 60°/$ of the backl~round surface. Sign Panel Height from the PIvement · Sign Panel shall be. at least 7'-0' from the pavement · Sign pole shall not obs/ract a pedestrian right of way. Sign Foundation Detail. · Sign foundations shall meet with FDOT break-away standards. 36 After approval of a prototype sign design The City of Miami Beach will seek approval for sign routes, f'mal 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 mute plan from the city edge to the destination. · Approval for the location 'of each sign/ri 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 37 F F' Newark New Jersey F_ F [ Destination Directional Sil~ns Derails Panel Colors - Blue, brick red with a s/lver border and nile Panel Width - 40" Panel Height - 8' from the pa%auent Pole Color- Black Lettering Color,- Reflective gray Arrow Color- Reflective orange Foundation Fotter- $ bolt breakaway Philadelphia, Pennsylvania Directional Si~ $ Bolt Bre~k-Away Derail Panel Colors - Blue, brick red Panel Width - 40" Panel Height - 8'-4''~ from the pavement Pole Color- White Letter/ng Color- Reflective gray Arrow Color- Reflective Orange Foundatico Fottcr - $ bolt breakaway 39 Dcsti~tion Directional Sign F~ F r .F r Lanc aster, Pennsylvania Directional Signs, Front and Back Details Panel Colors - Blue/Green with red highlights Panel Width - 40" Panel Height- 8' from the pawment Pole Color- Light Gray l_~oring Color- Reflective White Arrow Color-Reflective White Foundation Footer- Plastic composite in a ste~l sleeve 4O ,n, D.C. Details Panel Colors - Blue, for both pede~rian 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 Ti~I C2~B LOC2%TION CIT]~ WIDE Below you will find an up~at~ list with the locations of existing taxi stands andthe amount of vehicles authorized at that location ADDRESS LOCATION. % OF CABS 000 BLK-COLLINs BEHIND JOE'S STONE CRABS 6 100 BLK-2"d ST. ACROSS FROM MARRIOT HOTEL 1 1 500 BLK-COLLINS WEST SIDE OF STREET )00 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 BLK-11~ ST. ACROSS FROM POLICE 2 1600 BLK-WASHINGTON AVE. NEXT TO BANK OF AMERICA 3 400 BLK-17 ST. ACROSS FROM T.O.P.A. 2 BEHIND BURDINES 1 1600 BLK-MERIDIAN CT. 1680 BLK-MERIDIAN AVE. IN FRONT OF MEDICAL' 1 BUILDING 1100 BLK-19th ST. NEXT TO OLD PUBLIX 1 I900 BLK-WEST .AVE. NEXT TO F~~' ~ ACROSS 4 100 BLK-22"d ST. ACROSS FROM HOLIDAY* INN' 5 200 BLK-23rd ST. 23~d ST. & COLLINS 2 SOUTHWEST CORNER 100 BLK-29~h ST. NEAR T~E SEVILLE HOTEL 2 · 100 BLK-31"= ST. NEXT TO RIU BEACH HOTEL 3 42 100 BLK-38c" ST. NEAR THE CARIBBEAN HOTEL 2 200 BLK-40th ST. ACROSS FROM THE RAMADA INN 1 200 BLK242"d ST. SOUTH OF DAYS INN 4000 BLK-PRAIRIE AVE. NEXT TO CVS PHARMACY 3 4100 BZZf-$Z~RZDAN AV~. NF.X~ Z~3 ~ DO~$ 2 43~a 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 BAK-6$ SI'. NF, X~ 1'0 VACAN~ ZO~ 2 200 BLK-67~" 'ST. ACROSS FROM RADISSON HOTEL 4 6800 BLK-HARDING AVE. WEST SIDE OF PUBLIX 1 100 BAK-69 Skeet Next ~:o Denm~F's Pa~ki~g 3 200 BLK-87ch ST. AcROss FROM DEZERLAND 3 HOTEL 7100 BLK-Ruev Versaille Across From No~.~ndy 3 Market. TOTAL ~ OF Tl~r'r SPI%CES-100 Note: locations appearing in 6old itelics are new locations being added. [ r 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 frae beach a .c~.ss pass offered · all pollce administrative fees waived This program shall benefit amora 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 mora of our clients - a'nd 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 raduced to $100) This makes the program mora attractive, mora user friendly and emphasizes theability of the vehicles to be able to load/unload at hotels. Scouting program · Rates raduced (from $75 to $25) 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.fl.us. Or visit our website at www. ci.mlami-beach.fl.us FILM, VIDEO & STILL PHOTOGRAPHY INCENTIVE "These incentives are available to Film, Television and'Photography productions in Miami ~ Beach: ' r- · One beach access pass for vehicles (per production/per day} at no cost. ' · All police administrative fc~ waived UVhen a production requires more than one beach access pass each day - the Costs shall be reduced by 50% between June and October. NOTE: Beach access for produc#on vehides re~uire~ an off-duty officer to be on Site W/th a production. SCOUTING PERMrrs ~. Temporary scouting pe~i~its 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 dayJ, and are $25.00 per day. Scouting Permits shall be issued at the direction' of the Film & Print Office. F (~ONVENTION CENTER PARKING UVhen 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 spacesJ to use as abasecamp 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 LoL 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. ~)RODUCTION COMPANY MOBILE UNIT fPCRVI 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:VNFO~SALL~! mCl~..doc 46 INCENTIVES AS ORIGINALLY ADO PTED BY TH E COMIqlSSION 4,7 .F Paget City of Miami Beach Production incentives Program FiLM & VIDEO PRODUCTID# It&'emve PR~ . Designed to be applied to ! .a~.. television(f_ea:dm film pm..'~. Mia.re. i B.each ~ hosts each ye=r, these produc~ons can take ~ a_monm o1' ?O._rCl~ln_a.u_o~n_wan~ and ically tikn tocally for extended time.penoa~, ll?s.e .pm?~.~- ?um highetY~st budgets =,nd economic impact, wtm average aa,y =uage~s ~na~ average between $~50,000 end $500,000, per day. For a Film ~ Qusllfy: 1) It must meet or exceed two out ofthese three categories: · $1zeof(Ioeal)emw:. 750rmom · Days in ProduaUon in Miami Beach: 5 or mom . Total Budget: $1,000,000 orrnom 2) it must meet or exceed a minimum of 100 room night, total during the length of the production in Miami Beach Qualified Film would ~ · Waiver of vetdcle beach access fees (per pmducUon), limreed to ve?c wd.y. _ _. · Elimination of Police administrative fees ($20 per omceq · Use of the Convent~..n Center Pafldng Lot (P Lo~..) for no-c~_. ~ ~ · a (only if ava#~le for use - not to ee ~n conm= with any CitylConvent~n Center.event,) Convention Ce .nte.rPerkin~._ - ,.,,.,,,-.~,-,,, or other C~ event, Whell not In u~8 ~u, . w ....... -... _ ~..,o~vention Center Parking Lot. can 13e rrmoe ava,au~ following cond~ons: · For a fee of $250, produclion comp?n~ w~ll _mc~_K~__ 1/4 of ............ .,4 200 snaceS) tO USe aS ~e L~ Lno~ ua ~.~ r for s 24-hour period. A production may also purchase permit for crew paridng for the same area and price. 48 City of Miami Beach Production Incentives Program Page 2 .. Con;ideration 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 operalion or other aspects of the .production that-...n~/-..have-impn;t- on the ,surrounding residents. The~e guidelines require a percentage of affirmative "sign-offs" from ~ neighbors for parking reque~bi which exceed 'normal' hours of operation and specifically address residential concerns in respect to pmduc~on,. · The Lot would only be available when it is not in conflict wiltt other Convention/City activities. The Film & Print Division and the Parking Department would administer this aspect of the Program Jointly. PRODUCTION COMPANY MOBILE UNIT (PCRV) PEmm' .Park, lng of production mobile unite i~ a top issue for our fashion/print companies. These large vehicles, which are converted mobile rectestion vehicles, house wardrobe, hair, makeup, portable studios, dressing moms, lounges and operate as offices. In response to the concerns*expressed by this indusW, it is proposed that a PCRV decal/pass be developed that Would allow these production units to park (legally) without having to wony about feeding meters. This Program will not be in effect in Residential Parking Zones. The pen"nE would be made available fa' the following fees: · $75 per month- one ~,~,;~;, at a time- $175 for three months - all three months bought at once - City- wide · $25 discounted incentive rate for one month - North Beach (north of 63'" street) · Decal/pass will be eligible within legal pmtdng spaces only EXHIBIT Al 49 .F F 'F F F [. City of Miami Beach Production Incentives Program Page 3 · Could be run utilizing a hengtag system - issued to a specific vehicle, non-tran~;erabls. The Film & Print Division end the Parking Department would administer this aspect of the Program jointly. ·, To encourage production during Miami Besch'a off-season, it is proposed to offer Beach Access Permits at a reduced rate. This program would not be promoted to increase ttte amount of vehicles on the beach, but rather we hope that this incentive yell 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 Vehicle Beach Access Pl~gram is currently administered in accordance with the City's beach usage' This wou~ be coordinated between the Film & F~;i;;. Division and the Police Department, with the Film & Print Division assuming, ail edmini~--,tive duties. $cmm~ PeRmTa Identified as a priority Issue by production pmfesstonals, .scouting permits will assist production scouts with ease of access. Scouting ls when a producer or director travels to several "potential" filming sites to assess their suitability to a particular project. · Temporal7 scouting permits available on a per project basis at the direction of the Film & Print Division. The permit.will allow cars to park at legal metered perking at no cost and within all residential zones. It would also allow a max of 20 minutes in (marked) loading zones. · The scouting pelmits would be limited in time (typically not for more than one day). CitY of Miami Beach production'Incentives Program page 4 A $50 per clay chaq;le will apply. . This Program would utilize · hang tag system, s_~?iiar .to the. hang ~g system cu~,ently used by the Parking Depa, u~er~ for Residential .Guest Patldng in whk=h passe~ ere numerically tracked and are limited in time by usage of '$cmtc~ off" dm. The Film & Print Division and the Pafldng Department would administer this aspect of the Program jointly Mayor's Blue Ribbon Tourism Culture/Special Events Committee Report, 3.1.02 Roger Abramson & Cathy Left, 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 Modem 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 perfofflling arts organizations, festivals and special events, and its Art Deco and 1950s Miami Modem (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 Amedcan 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 thrcc meetings, the committee addressed short-teim 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 53 hotel/restaurant/tourist industries, the Greater Miami and South Florida communities, and tourists already here. Visibility of arts, culture, andspecial 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 import, ant; increasing PS^s on cable TV; taxi and Electmwave drivers must be made aware of cultural assets; there needs to be affordable parking for events. More resources need to be ea['f~arked toward marketing Miami Beach as a cultural destination, nationally and intemationally, through the summer festival season, billboards/signage in the region, media familiarization (faro) 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 woulcl attract more tourists. Goal l 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 (VCA) 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, VC^ funding for festival season events is $65,000; CAC/VC^ funded $110,000 in cultural tourism grants. Both programs need additional funding.] 3. Incenfivise 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. Fundin.~: City, private sector sponsorships, GMCVB. Implementation: City, private producers; CAC; VCA; cultural organizations; GMCVB. Lon.q-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. Fundin.q: 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 toudsm, similar to the New York City Ballet's residency in Saratoga or the Boston Pops Orchestra at Tanglewood. Implementation: City, pdvate sector, VCA, CAC, GMCVB. Goal II Increase the visibility and. accessibility of Miami Beach's cultural offerings. Short-te,[~ 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.). Fundin.q: City, FDOT, rCA, CAC, Parking Dept. 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. Fundin.q: Participating cultural institutions, Chamber of Commerce, GMCVB. Implementation: City, County, Convention Center, participating cultural institutions. Long-te[.~ 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, ArtCenter/South Florida, Colony Theatre, Gleason Theatre, Lincoln Theatre, Bryon Carlyle Arts Center; Miami Beach Botanical Garden); designate with appropriate signage important buildings and heritage sites. Fundin.q: 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. Fundin.q: 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 2"d Thursdays. Fundin.q: 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. FundinR: none. Implementation: Chamber of Commerce, hotels, cultural organizations. F [ 1. Improve public transportation; increase parking; develop educational campaign about walking. Fundin.q: 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 Modem American Living Museum. Short-term actions: 11 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 space in hotel room publications and/or hotel cable channel. 3. ExPand City's ArtsBeach 2r~ 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. Fundincl: City, GMCVB. [J~.~[I~i:L~3.~: City, CAC, VCA, cultural organi .zafions. 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, amhitectura!, and social history. Fundina: City, GMCVB. ~: City, MDPL, Wolfsonian, cultural community, GMCVB. 57 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. Fundin.q: none. Implementation: City, promoters, CAC, cultural organizations. Develop ongoing programs to familiarize taxi and Electrowave drivers with cultural organizations. Funding: 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. FundinQ: 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 ads night and help businesses. Fundin.q: City. Implementation: Parking Department. Lon -term actions 58 1- 2. Identify and attract cultural-based conventions. Fundin.q: GMCVB. Implementation: GMCVB. 3. Develop an effective and integrated marketing plan that .brands Miami Beach as cultural destination in national and international markets. Fundin.q: City, GMCVB. Implementation: All stakeholders Goal VII Identify additional resoumes to strengthen and sustain year-round cultural and special events programming in Miami Beach, 1. Identify a pe[f~anent 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. Fundin,q: City, GMCVB. Implementation: City. 2. Build ArtsBeach 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 perfo,,ances, exhibits, and events throughout the City that attract thousands of attendees, mostly residents and visitors already here. With increased funding, outreach, and partnerships, 2r"~'l'hursdays 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 benef'~. 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 shuffles, special events programming, etc. Fundin.q: City, CAC, private sector, County, VCA, GMCVB. Implementation: City, CAC, Chamber of Commerce, private sector, associations. 59 F F F F F F F F F Sales ~ Marketing Committee Contents Executive Summary Elsie Sterling Howard Miami Beach Visitor & Convention Authority Roman Jones Opium Gardens Airpod 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 Unda Polansky The Clay Hotel Dona Zemo Miami Beach Chamber of Commerce Welcome Center Appendix F 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. Maria Sastre, Chair- Director of Customer Service, Royal Caribbean Cruise Lines Alan Chastanet - Director of Marketing, Air Jamaica Aha Palmer - Director of Market Development, Amedcan Express Andrew Hertz- Director of Retail, Miami Seaquarium Bill Johnson - Assistant County Manager, Dade County Bruce Turkel - Principle, TurkeI-Schwart-z 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 Heien 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 Southweli - 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 Whltaker- GMCVB Karen Jackson - GMCVB Marlo Artecona - Miami Business Forum Michael Aller - Tourism and Convention Director, C'fly of Miami Beach Randy Friedman - Logistics Management William Talbert - GMCVB Brief overview of what has been accomplished fhu$ far:. Mada Sastre, Director of Customer Service for Royal Caribbean C4uise line and the 2nd vice-chair of the GMCVB has been appointed Chairperson of the Airport Partnership Tasldarce. We are in the process of creating subcommittees, to be divided in the following manner: ~arketina (to include: branding, PR & differentiation), ~ {vendor training, US Customs & Immigration customer service training, volunteer corps), and Physical Facilities of the Airoort ~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. Prele~:ted meetina schedule March 7th, 2002 8:00-10:00am April 18r~, 2002 8.'00-10:00am ' May 1.6m, 2002 8:00-10:00am Juty25rn, 2002 8.'00-10.'00am 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 pasitively 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 shod- term solutions to address a long-term vision to sustain the industw. As it applies to the current Airport Initiative, in an unprecedented show of unify, 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 International 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 leffer 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 Intemafional Airport and members of this task force. F F F F F F F F F F 'F F F 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 wonking committees, administration and government in CMB Included Sub - Committee Repods 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 Usa 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 Jone~ Co-chair A grants writer must be employed (an outsourcing opportunity) to ensure that foundation and state (or federal) grants are garnered. Private sector fundraising 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, suppoding 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. Reseorch additional sources of funding including state lottery funds for advertising; accessing in-kind support; outsource fundralsing with a grants writer, private sector fundraising, and identify and finar~ze corporate partnerships. Better define and target touflsts, 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 F watchdogs or as catalysts for tourism affairs. We have now agreed tha~: Tourism is the critical and ~nain 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. o 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 vi, flor, 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 marcels Include, but are not limited to: gay & lesbian visitors, African-American tourists, family groups, Lo#n Ame,dcan and European tourists, mid-westerns, north eastern, Florida and Dade County visitors. Niche morkets ore identified as "morkets" 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 Identffied, 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 publlc-privat~ partnership, collection of and attention to customer data, benchmarking competition, and best practices, and over regulation must be controlled. · Additional tinanclal resources, including possible date and/or lottery funds, sponsmshlps and cross-marketing opportun#ies must be Idenitfled 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 pc-tnershlps must be encouraged and sustained by all partners, Including city admlnisfration 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 commltlees, IncJudlng cullum, mailceling etc, hage been quickly responsive to Miami Beach needs, responding to. all requests through their professional resources, including advertising, c~sls publ~ relations etc. S7 Executive Summary It is important to acknowledge that since September 11th, tourism worldwide continues to be "soft", that competing destinations Jworldwide) have re-doubled attempts fo 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 fo 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 shod 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 Hlspanics 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 fo ensure our reputation as the community who cares. Leading the list, and critical to all future successes 'is the esf~zblishment of a standing commilfee on tourism. The City must immediately institutionalize this task force with the establishment of a permanent "Tourism" standing committee that will ensure ongoing strategic study and analysis, oversight of tourism- directed efforts (including those initiated by this Blue Ribbon Task Force), collaboration with city departments which directly impact tourism, budget and revenue oversight, etc. Without such a city- empowered committee, reporting to the Mayor and Commission and charged with local industry oversight, we believe that creative and strategic efforts will be stalledJ Currently, in Miami Beach, both the Miami Beach Visitor and Convention Authority [VCA) and Cultural Ads Council (CAC) interact with tourism issues; the VCA, by legislative mandate and with a limited budget, has limited responsibility. There are no other standing city committees serving either as '. Both the VCA and CAC relate mutually to tourism issues, but in dlffe,'ent ways; both are strong so~Jrces for To[,,~,], and have existing mechanisms for'funcr~ng. 1he VCA funds events and programs designed to stimulate touflsrn, but It can only fund those entities, which apply for grants. The VCA, by legislative mandate and with o limited budget, has limited opporlunity and responsibility. Prior to the referendum of 1999, the VC^ 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. 68 r" September 12th, 2002 8:00-10:00am 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*h, a new federal agency has been developed under the US Transportation Department called the Transportation Security Agency {TSAJ. 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 government. As of Feb 19th there has been a handoff from the airlines to the federal government 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 secuflty 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 o 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 Cap#al improvement Plan: Broke ground on 4rn 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 bflnging 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 secuflty 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 signoge. · ~eanliness & Maintenance: ). Cleanliness has the largest impact of a customer's perspective of an airport. ~, Evaluating current needs. 69 Evaluating existing wayfinding methodologies. Comparing and analyzing proposed wayfinding recommendations for current and future expansions. Looking to subdivide the terminal into three sections li.e. North terminal, Central terminal South terminal} to coordinate with parking terminal signage. 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 musl also consider signage in other languages. · Retail Con ession: (food, beverage and retail)Goals: ), To enhance tho image of the airport as a world-doss airport (London Heathrow is a prime example of world-class conce~ions). )~ To maximize customer service. ~ Provide cut,trig edge fadllty designs. - ), Optimize airport revenues. ), Balance between national brands and local flavor. ~ Require retailers to do a standard cusLomer service training. ~ Possible "Hiami signature store" - selling Items branded spedfically to promote the destination. Customer Service - This is the greatest oreo of opPortunity for the task force. ), 18,000 employees at MIA actually 'touch" the customer. 1~!,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 Iooldng 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 assodation, the Academy of tourism and vadous hospitality programs at universities and high schools. > MIA will be conducting 2 customer surveys par year, putting out an RFP fbr companies who 'develop, and run these surveys with the knowledge of what is the best In the world (and whore 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'ALLiLude". Federal Inspectors (Immigration & customs) are the first people that V~ of our MIA passengers meet..:'ImmigralJon has to be the first line of hospitality" (i.e. ~Welcome Home"). ). 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 pay off 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. F F F F F .r F r F F The process will determine what our specific needs will be and that will be repoded in the future. In the meantime, the full support and cooperation of the Mayor and Miami Beach City Commission is essential. Branding and 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 N(;]me: Miami Beach Ambassador Droaram 2. 3. 4. Create a unique message/slogan; use a song as background (i.e.: Will Smith's song and video; Bette Midler: "Only in Miami") Use both celebrity/visible residents and visitors to ensure diversity Develop an incentive program Jnaming opportunities, press, PR campaign) for celebrities that limits costs 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 ICultural) Mayor Dermer Sofia Vergara Nikki Taylor Julia or Enfique Iglesias Ricky Marlin Jennifer Lopez Will Smith & Jado Pinkett Smith Whitney Houston - Sports Entertainment Music/recording (all genres} Film & Fashion Montage clips from Classic footage - Sinalra, Sammy Davis Junior etc. with current stars {i.e.: Hoover vacuum commercials) 71 · Increase positive media coverage 1. Develop edgier advertising campaigns, promotions and feature stories celebrating diversity and energy Work with existing agencies to develop annual Imonthly) 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 papar. ,~; 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 infomerclab 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 Iparking/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, Uncoln Road, Mid and North Beach; use license application forms to trigger call from city concierge sen, ice 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- ma~,eting 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 W'me & Food Festival, White and Winter, Parties, Soul Beach Music Festival, Christo, Retrospective of Miami Beach's Golden Era to the Present,'etc. 72 · F 2. Provide city support for special events through incentives / reduction of costs and fees 3. Benchmark competition (cities) for significant events; recruit and advertise Jtimely) 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 IMiami/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 (i.e.: every Tuesday Miami/Miami Beach residents get a free cocktail; Or .. on Thursdays, dessert is fTee - with a Florida drivers licenseJ 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. Identity opportunities for promotion, focused on diverse resources 4. Roll out promotion by May 1,2002 Lanai 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 ali 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 prog~Fns 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 diverstly, 'collaborating with professional partners, by indust~/ (i.e. 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 i.e.: *'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 priorth/citywide. Accept no excuse. Publicize success with improved PR and image building Fflendllnes$: Interact with TQM program and reward success; Rely on improved city-wide campaign for residents and employees (benchmark Philadelphia] 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. 73 3. Way.finding:' Immediately develop improved signage system/way findings 4. Clean#ness: Ensure cleanliness in ail neighborhoods, with special focus on South Beach where there is significant tourist density 5. Suppod sensitive and thoughtful code enforcement to ensure visibility of CMB as romantic destination, not a sterile one (i.e.: not Boca Raton or Palm Beach - a fun destination) · Identity competition; Identify optimum diverse tourist mix: 1. Pro. actively develop long term strategies 2. What are vacation alternatives and future threats for leisure travelers? Caribbean Bahamas Cuba (an already popular destination expected fo open SOon, posing a very significant threat] Mexico Intemational destinations Cruises Packoged, pre-paid tours 3: What Is conVention compefillon 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, Rim, Fashion, Entertainment and Music committees SMG Chamber of Commerce IMiami Beach, Latin, Gay & Lesbian etc.) City of Miami Beach (Cultural Arts Council, Economic Development, Office of Arts, Cultural& Entertainment, Protocol & Tourism) ~er Miami Motel & Hotel Association Nightlife Council South Beach Hotel & Restaurant Association ~ Currently underdevelopment within the CMB 74 F Ocean Drive Association North Beach Development Corporation F · Funding sources Allocate significant additional funds, from resort taxes not currently used for direct tourism projects, ensuring continuing diversity. Immediately add financial resources beyond what is currently spent through GMCVB, CAC and VCA as well os 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. Support tourist related activities. Tourism is the premier business of Miami Beoch, 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, i.e.: 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 Ioflery 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 This is particularly Important for film and ~ashion. Rooms must be available lo 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 lot increase utilization of existing) PR firm with focus on specific expertise in film and .fashion industry, skilled in promotion, paparu~.J 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 ExpandCity's presence at leading induslry 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 Jin 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. F · Develop educational/outreach plan for commercial neighborhoods districts and residential Explain production issues and opportunities in regularly scheduled meetings Empower PIAP rep to facilitate and "run interference" Develop educational publication fled 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 significant television production Aggressively pursue current and future State Legislation that creates and expands Production Industry incentives. Create an annual recurring Production Fund jincluding Television Origination FundJ; develop grant and/or funding mechanisms and procedures, with oversight given to an existing CUB 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 JPIAP) 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 Bea~:h Production Industry Council JPICJ; 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 JGMCVB) State Film Office County Film Office Production Industry Council (PICJ - Miami Beach Association of Independent Commercial Producers (AICP) Screen Actors Guild ISAGJ Advertising Federation of America JADFEDJ Independent Film Project (IFPJ 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 i.e. exchange rate, industry trends, competition Shape targeted responses to ever evolving industry and market conditions Improve and position cleanliness and friendliness in Miami Beach Comparative analysis of production, equipment and labor costs F 77 · Identify Competition Over the past 1,5 years, Miami Beach has emerged as a premier destination for film and fashion. The buzz that was generated played a big pgrt in capturing the imagination of the tourist market. Today, competition for this industry has increased by efforts from the following communities: · Los Angeles · NYC · ~outhern 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 service/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 Required 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 fundJ $ 500,000 - 1,000,000 Total $ 965,000 - 1,855,000 78 F F F F F .F F 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. Shod - Term Actions Commit support to small (and/or boutique) hotel experience throughout Miami Beach; develop a specific brand and supporting marketlng strategy to promote the small and boutique hotel experience, concentrating on diversity of properties and diversity of clientele 1. Define actual and target market for small (and/or boutique ) hotellers; develop marketing suP/eys 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) holels 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 For. ce for oversight Develop an 80(Hr and reservation system w#h links to "small and boutique hotel" website 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 · Expedla · RFP Develop measurement system(s); test 4 In general, hoteb wllh less than 150 room~. · Note: The Committee focused efforts on developing an lmplementable strategy for the unique hotels throughout Miami Be~ch, which currently lack marketing abiity, and need more collaboration and visibility all hotels can request help. Stimulate business fo Include small conferences, local and domestic business and other opportunities I. 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 residentsl · Miami Beach Chamber of Commerce I/vIBCC} · SMO · GMVCB 4. Encourage increased interaction with Film 8, Fashion industry. {Ask for representative on new boards or councils) 5. Encourage interaction with transportation, attractions, nightclubs and restaurants to incentlvize 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 {',~i 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 adH/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 {and other media opportunities, including airlines} to highlight unique small/boutique properties 10 Use 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. 8O -F F F 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 (i.e.: Cultural Tourism Director {GMCVB) and others) Utilize more fully the services and resources of existing and potential collaborators and partners, including, but not limlted to · Miami Beach Visitor and Convention Authority (VCA} · Greater Miami Convention and Visitors Bureau (GMCVB} Man~eting and Cultural Tourism committees · Chamber of Commerce {Miami Beach, Latin, Gay & Lesbian etc.) · City of Miami Beach ICuItural 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 priorltles 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 Websife 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} COmDefltion Identify significant competition and develop strategies to compete Flagship/chain Hotels, which offer discounted rates, convention and meeting space onsite and national visibility, 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 additiona'l 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 (i.e.: Expedia) 6. Co-sponsorship - public/private partnerships (hotels and CMB} . Akeady on the table, presented by the GMCVB at October, 2001 meeting. I,~"cds Implementation Budget will be based on responses to implementation. There may or may not be costs involved. 'F F F F F .F F 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 onalysis system (staff) 3. Survey visitors Jwtth help from GMCVBJ 4. Monitor and review resort tax re: income and expenses 82 Action Steps · To host an annual 4~ Qasrter 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 S-remit 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 pro/~m it is going to assist Miami Beach with its Service and AttitudeMission and Objectives as a Public and Private service teams! · For the Mayor and Commissioners to ,nlte 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, commilment~ and focas! For the Mayor and Commissioners to appoint the VCA to oversee the 9-year Service and Attitude Tourimu Development and Msintemmce plau atroroved by the Commission from the Mayor's Blue Ribbon Tsak Force. It must be a comm;iment from all en~ifies public and private! For the Mayor and the Commlssionc~s to implcauent a nnnual 2mI Quart~ Service and Attitude meeting to kick offthe Snmmer Festival Season for all City Officials, Investors, General Manages and Mmv~aants to attmul. All new City employees and Merchants nl~e 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 o£1ife; it has to project sincerity and consistency. From City Hall, to the Investor to the Merchant and from our Residents. The Service and Attitude Certification Program should be managed through the issuance of the Occ~ational License. Similar to the requirement for all Restaurants with the Food Handling Certification for all its employees. · Servies and Attitude training videos produced should model the V.E.S.T. and C.A.S.T. tr~inlng videos already in place. One word of caution, they must be gen~-al 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 "Exttu Mile" campaign to the Resichmts as well. Awareness will need to be enhanced greatly citywide to all Service perso~el via the PSA campaign. · Most importantly an aggressive PSA campaign awar~ess pr°grmn al~o with no sunset must be initiated with all available media outlets. We all must be sensitive and sincere that Tourism is Everybody's Bnsfmess! roue Ribbon Tlsk Foree Sm, dm 6nd Ammde Final Report oB our Vision, Minion, Obje~ive, At, ions and Bottom Line Points to Implement Co-Chairs: Orlando Vehzquez Jr. CHA / Holiday Inn South Beach Resort Steveu H. b I CbJnn Grill Mpu?mieut 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 ofboi~ one of the..cities with poor tm~endly Service and Attitude. With the effects 9f September 11'n 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 d _eVufized and cowmitted 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 aswe portray it locally, domestically, and internationally with. regards to Service and Atiitude. We will do this by gathering all local government officials, business owners, general managers, middle management, and finally f~ont 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 yemr round tropical weather~ services, and dlve/~ity. Our Ob]e~ve · To create a warm and friendly city where Residents, Tourists and Mr~¢hnnts can patroni=.e 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 eml2ower all wbo work in our city at what ever level with a sense ofpride and self worth as a service professional · To ~ pride within the city B~ue Ribbon Task Foree Settee and A_fP~__de FJnsl Repofl on our ¥idon, Mbion, Objective, ActJom Bud Bottom Line Points ~o Implement ~hin: Orhndo Ydmzquez Jr. CHA / Hotidsy Inn Soutb Besch Resort Steveu IL no.,./~ Grill Mamgemeut 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 testa accomplishes this fundamental principle in business by implra,cnting 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 remsln as such for the continuous growth for all as a city to live in and a destination for the world to patronize endlessly. And ali this starts with Service, Attitude, Marketing, and the commitment to be the leader through thc appropriate reinforment vehicles. Again; it must be a way of life and it must c0nsistentlv portray sincerity! Funding to Produce the Videos, Manuals and Conferences We are fo. really soliciting the local Chambers, Bureau, VCA, and City of Miami Beach current ftmfllng 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 lVlr. Collins and Mr. Fisher had and wanted for the city of Miami Beach and now is our time to do it! PFesentuflon Audio Visual and time requirements: TV and VHS for quick video samples t~) use for Mayor's Snmmit Over head and screen projector to outline the'presentation 15 minutes of free lance scripts "Treat our Guests as you want to be 'l~reated'' b. Taxi to Hotel c. Arrival and Reception Desk at Hotel & Restaurant from hostess to server e. Merchant souvcoir store f. Club door person to bartender g. Departure taxi h. Departm~ Airport We all need to ensure among ourselves more smiles, greetlnE and thank you. It is the basic principle to courtesy and must be contagious! United We Stand and May God Bless Mbnd Beaeb, Florida nd our United Sm~es of Anm4u F MAYOR'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 wi;l 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: 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 fund 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. 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 Adrninistra#on Committee - Report Page 2 of 6 II1. 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 by 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 fumiture 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 orderfor 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 $ of 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. 4) 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 fe .rvor. Lummus Park maintenance, security and cleanliness should be prioritized. IV. IMPLEMENTATION: City of Miami Beach, Miami Beach Chamber, Nei.qhborhood orRanizations, Corporate Sponsors, Miami-Dade County School Boardf Miami-Dade Department of Transportation, Newspapers, Miami Beach Hi.qh School. FUNDING: City of Miami Beach, Corporate Sponsors, School Board, Department of Transportation, Newspapers. 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" · 9O Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 4 of 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. IMPLEMENTATION AND FUNDING: City of Miami Beach. 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 Attomey 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 Marketint~ issues; Residential Issues; Parki.na. etc.. an enhanced~ active~ dynamic ,websits with a tremendous otltrsach is the !:loal. Through a series of conversations~ the Miami Herald has indicated that they wish to explore a strong partnershir~ or~r~ortunitv to market the site and joint venture on the Web so that the domain name drives business and inquiries to "Miami Beach .corn".. IMPLEMENTATION: City of Miami Beach; Miami Herald. FUNDING: Miami Herald; Various Businesses and OrRanizations; Corporate Sponsorships. VII. ENTERTAINMENT/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; 91 Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report · Page 5 of 6 IX. 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~ Street) because it feels that it is being too restrictive and impedes business success. 2) 3) The outdoor entertainment district, which is defined as the Cabaret District, should have its own set of guidelines adopted by the City. 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. IMPLEMENTATION: City of Miami Beach. STREET PERFORMER/VENDOR ORDINANCES: Because the Street Performer issues will not be heard until Mamh 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 enfomement being maintained, the Ordinance remain in place. IMPLEMENTATION: City of Miami Beach FILM, FASHION AND PRINT: This item was sent to the Sales and Marketing Sub-Committee on Film and Fashion, as well as Parking since they were discussing this issue as it relates to: Permitting fees and private sector fees Production parking City of Miami Beach Incentive Program for Film and Fashion should be broadened. The committee did recommend that the City remove the 6 month restriction on rental of homes to qualified businesses/legitimata usere, IMPt ~=MENTA TIoN: City of Miami Beach Mayor's Blue Ribbon Tourism Task Force Administration Committee - Report Page 6 of 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 "Overre.qulation". No matter how much we all do to make this a safe/clean/friendly 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 w,th 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. 93 CITY OF MIAMI BEACH CI'TY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA 33139 ~ -- OFFICE OF THE CITY MANAGER Mayor's Blue Ribbon Tourism Task Force Resolution of the Members · PasSed Unanimously on Jan-_ary 14, 2002 Whereas, on De. cember 2, 1992, the Miami Beach city' Commission unammously passed Ordinance No. 92-2824 which '"' created the Miami Beach Human Rights Ordinance which prohibited discri~ation in employment,-housi, ng and public .- accommodations on the basis of sexual orientation; and ' t · t Whereas, on O'ctober 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' c~. loyment; .and Whereas, on December 1, 1998, the Miami-.Dade County CommisSion 'enacted Ordinance No. 98,170 mending its Human Rights Ordinance to prohibit discrimination based on sex~! orientation in housing, 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 Commissi°n to stand firmly behind the Miami-Dade County Human Rights Ordinance, and 94 Whereas, the Mayor's Blue Ribbon Tourism Task Force recognizes the importance of non-discrimination, on the basis of sexual orientation to the visit6findustry, .............. NOW THEREFORE LET IT BE RESOLVED: The Mayor's Blue Ribbon Tourism Task Force unanimously passed a'resolufion in support of the City of Miami Beach resolution reaffirming their support of Mi.ami-Dade County's Human Rights Ordinance. STU BLUMBERG, CHAIRMAN MAYOR'S BLUE RIRBON TOURISM TASK FORCE .. DAT~: OI"FY OF MIAMI BI=AOH CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH FLORIDA33139 OFFICE OF THE CiTY MANAGER F FAX: 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 RECOMMENDS THAT USE OF THE APALACHICOLA '." RIVER SAND FOR THE CITY'S EROSION CONTROL DEMONSTRATION PROGRAM BE GIVEN HIGHEST PRIORITY IN THE CITY'S 2002/2003 FEDERAL LEGISLATIVE AGENDA. Whereas, according to Florida Department of Environmental Protection;'75% of Miami' Beach 'is now at a critical state of erosion and the hurricane protection function of the beach system has been severely compromised; and Whereas, the identification of altemative sources of beach compatible sand is critical to the future shore protection program; and Whereas, approximately $15,00~,000 in combined Federal, State and local funding, has al.ready been. appropriated .*for implementation of an Altemaflve Sand Source Test Beach Project; and Whereas, the Mobile District office of the Army Corps of Engineem 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. al. for lobbying services in Washington, D. C.; and Whereas, the City Administration is in the process of finalizing the City's proposed 2002/2003 Federal Legislative AGenda for presentation to the City Commission on February 20, F. F' 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 Janua~, 2002. ,,/ Mayor's Blue Ribbon Tourism Task Force F 97 98 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: 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. 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. 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. o Promote a user-friendly govemment by establishing and publicizing a City Hotline (such as 3-1-1)~ which allows residents to access city services while having complaints immediately processed and addressed within an acceptable timeframe. ~ The 311number has been proposed in New York City as its resident complaint hot#ne. This number is also being used in other cities. 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). 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 as well as increase economic development through tourism. Support the creation of the Student Ambassador program. Bom 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 info,.,ation and answer visito(s questions. Create "Operation Scorecard" by enlisting the city's intemal audit team to perfo,;, 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: · toudsm's beneffis 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.2 100 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 cidzens. The City of Miami Beach's customer service system, ClVICALL, 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 c'~y's neighborhood services and information technology departments should meet with citizen groups to determine the most appropriate systems needed. FUNDING: City of Miami Beach TIMELINE: It has been mentioned that a pef,~anent 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 ara 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. 101 2 CreaStive Juice Advertising, Bdgitfe 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. TIMELINE: 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 ~ CreaStive 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. TIMELINE: The campaign should be launched in coordination with Tourism th Week, beginning May 6 and last indefinitely. Goal 3: Establish a pe~anent entity represented by diverse stakeholders which will concentrate on hospitslity-relatad issues, share info,.,ation 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. 02 r r [. r F FUNDING: City of Miami Beach, designated BIDs Goal 7: Encourage interaction between residents and visitors and enhance civic pride. Support the Hello Miamil 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 TIMELINE: 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 audi~ team to perform site analyses measuring the cleanliness of Miami Beach streets and beaches. This audit can be perfo~i~ied 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 103 FUNDING: None TIMELINE: In the next three months 104 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 increasegay 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 Show/Wholesalers and Travel Agent Process Team Following are our committc¢'s recommendations as agreed upon at our final meeting on Wednesday, February 20, 2002. -1- Mayor's Blue Ribbon Task Force Gay & Lesbi~Committee Task Force Members (Includes appointed members, guests and staff)' Jeff Abbaticchio~ Chair Adkins Steve Aeclo Rolando Aller Michael Annette Hogan Averbach Bevedy Bechdel Jeff Biondi Louis Bluestone Mafissa Blumberg Stuart Diamond Stephen Drew lan Farrow Edison Figuefa Robert Guerro Joe Hamilton Clay Kelsey David Knight Gary Konschnik Jim Levin Mark Lima Jose Ma j jul Lily Martenez Michelle Montavo Milt Morris Phillip Neary George Pallant Joe Riera Gabriel Ross Jennifer Scasse~ ~a Martin Smith Craig '- Sullivan Jeanne Trainer Richard -2- r- o E o Z 0 I E ._ 112 G R E A T E R CONVENTION & VISITORS BUREAU January 28, 2002 Dear Indust~ Pm'tner,. Thank you far your continued support of the Greater Miami Convention & Visitors. Now mom than ever, it is crffic~_lly important that we work closely togethe,: and find ways to continue the record-setting success we have enjoyed in the past. The events of September 11~ have made that task a bit more challenging but we remain as committed as ever. In fact, immediately following the bagedy, 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 1"t and 2"~ quarters of 2002. This will be possible in large part due to major airline and tour operator partners as well as · matching grant from Visit Florida, We are now preparfng our plans for our tradifiorml shoulder and summer season push, which has been a priority of ours for several years now. With our ad agenc-'y'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 continue to be an integral part of all our efforts. Our comprehensive webslte - www. TmpicoolMiaml.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 resoumes. 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 co~L~, we will also produce each participant's formatted ad at our own expense with your supplied materials. This will also ensure a uniform 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 w~l be conducting T;V. and radio promotions as well as travel trade efforts during the same time periods. To tsntativel~ reserve your space, please complete the attached form 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 15"~. (Participation is limited and available on a first come first sewed basis.) Please do not hesitate to contact Rolando Aedo (305) 539-3090 or via e-mall rolandol~troplcoolmlaml.som should you have any questions. Thank you. Sincerely, David Whltaker Vice President Marketing & Tourism 113 'F G R E A T E R CONVENTION & VISITORS YES, I want to participate in the following GMCVB Summer/Shoulder Season Co-op Advertising Programs: #Units Magazines O COndo Nest $7,000 [] Travel & Leisure $5,039 [] Parenting $0,304 ,, [] Ebony $6,791 [] Golf Magazine $5,504 C] Southern Uvtng $9,058 [] New York Magazine $4,008 E) Food & Wine $1,774 ID Genre* $423 r'l Advocate' $1,294 r't Blenvenldos S1,124 A la Florida #Units Newspapers Norlhem Marke~ ID Baltimore Sun $1,596 ID Boston Globe $1 l:3 Chicago Tribute $2,152 [] New York Blade* S163 f'l New York Times $4,044 0 Philadelphia Inquirer S2,035 [] Washington Blade* SISS [] Washington Pest S2,005 Drive Markets [] Sun Sentinel S2,011 [} Miami Herald/El Huevo $910 # of MOnihs On-Line O Expedla (MIMd Gtom)$'l,083 ~ O GMCVB(Bc~in; En#ne)$SG7 ~ OGM~~) $~2 To~t Mag~ine: Total Ne~pa~ To~l On~ine: Discount ~: Grand TaCh *Additional Ga}, &-Lesbian coop opportunities are curr~.beincj~developed Name: .Company: Telephone: Fax:. E-MaE: Signature: Dam: Formatted sds all be prepared by the GMCVB at it's own expense. Please fon~ard all materials noted below by February. ~5th. This should be sent via oourier or FEDEX to: Eric Vaz Turkei Schwadz & partners 2871 Oak Avenue Miami, FL 33133 T. 305.445.91tl Material Specifications: 1) 2) 2 short Ilne~ for edcl#phone/web Info 3) · ) color sllbe oi' phclo B&W '.eps I'~ or B&W relax et 4' x 4' minimum 81ts: No loges will be redrawn or cleaned up. Supply ~ser print 35 mm slide or4=x6' q~llb/ photograph or high re~o~n digital file. No ;ok:x' con,action Disks AccePted: Zip; CO: JaZ; 3 1/2 disks; Do not Include am/extraneous files on disk; Label disk with name and Job delcfiplion; · Pdnt ~trectory of files Included on disk; Include all fonts used in loges (printer and semen); IVl~cintosh format Is ~,~arred. [] I will, be forwarding materials by February 15m. C3 Please use materials onfile from previous co-op program. '- 115 a, '~ an.~ w, I ;~; rn~wA=n Tn 'ru; ,~nnv; ~n?Kn rnwrAr:.'r ;n= 'APP;;nv'q. Orlando Velasquez - Holiday Inn Jeff Abbaticchio- Loews Hotel Jeff Lehman - National Hotel Linda Po!a n~ky- Clay Hotel Donna Zemo - IVfiami Beach Chamber of Commerce Andrex~: Stark - SunPost Don Pebbles - Peebles Atlantic Corp. Kekh Space - The Abbey Hotel Richard Trainer- Twist Joe Pallant - South Beach V'~las F F .F F II. III. IV. V. VI. VII. TABLE OF CONTENTS Mayors Memorandum Task Force Members List Mission Statement with Goals Chairs Executive Summary Human Rights and Beach Resolutions Final Committee Reports Appendix · Meeting agendas, minutes and attendance sheet · Committee Minutes/Agendas · Surveys and other information distributed at meetings o*** Gay/Lesbian Survey o=o South Beach Hotel and Restaurant Association Surveys o=* South Beach Hotel and Restaurant Association Parking Study o**o GMCVB Survey *.** GMCVB Pie Charts ***. Resort Tax Information *:° Revenue Report by Area o:* Sanitation Budget and Deployment F .'~-,M(3 I~/~I.L~C h'~l STIN~byalilue RJ'olx~n;Inal I~alx~Ta hie o~ Con~all~.doc I FROM: SUBJECT; DATE: CITY OF MIAMI BEACH OFFICE OF THE MAYOR & COMMISSION JORGE M. GONZALEZ CITY MANAGER , TO.SM 12/10/2001 As you may be aware, the Blue Ribbon Tourism Task Force has been created to serve as a forum for members of the hotel, restaurant, and nightclub ind6stries as well as members of the Community. A representative from the City of Miami Beach Administration will also be present at each meeting. The Task Force will focus on exploring and identifying innovative means for the betterment of the tourism-dependent industries within the City. The f~t meeting is scheduled to take place on December 17, 2001 and will meet again on January 7, 2002 (after the holidays). Members of the Task Force will continue to meet every Monday following January 7, 2002 as long as deemed necessary. Meetings will take place at the City Manager's Large Conference Room at 5:30 PM. David Kelsey- South Beach Hotel and Restaurant Association Shelly Abromowitz - South Beach Stone Crabs Steve I"l~a~ - Red Square Jorge Garcia - tVFm'ni Beach ChamBer of Commerce Elsie Howard - Viskor and Convention Authority Stuart Blumberg - Greater Nfiami &Beaches Hotel Assocation Roman Jones - Oph,m Garden Jessica Goldman - Goldman Properties Grace Calvani - Latin Chamber of Commerce Peter Rickman p.~.l~ne W'mnick- Cultural Arts Council Aaa Llerandi - Ritz Plaza Bill Talbert - Greater ~ Convention and Viskors Bureau Donnie Lefton - Continental Hospitality Holdings Sergio Collati - Carlton Hotel ~' Bliam Lopez - South Beach I-Espanic Chamber o[ Commerce lvlehnie Muss - Fount.~nebleau Hotel Robert Todak - Delano Hotel Jonah Liebrecht - Island Outpost Hotels 2 F Blue Ribbon Tourism Task Force Kickoff Meeting December 17, 2001, 5:30 PM 1700 Convention Center Drive City Manager's Large Conference Room, 4th Floor AGENDA 1. Roll Call 2. Introduction by Mayor David Dermer 3. Nomination and election of Task Force Chairperson 4. Member suggestions regarding Task Force organization 5. Reception 4 City of Miami Beach Blue Ribbon Tourism Task Force - Mission Statement: The main goal of the Blue Ribbon Tourism Task Force is 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 tourist industry. Representatives from the City of Miami Beach Administration will be present at every meeting. The Blue Ribbon Toudsm Task Force shall consist of members selected and appointed by the Mayor, upon recommendations of the City Commission. Members: David Ketsey- South Beach Hotel and Restaurant Association Shelly Abromowitz - South Beach Stone Crabs Steve Haas - Red Square Lilliam Lopez - South Beach Hispanic Chamber of Commerce Elsie Howard - Visitor and Convention Authority Stuart Blumberg - Greater Miami & Beaches Hotel Assocation Roman Jones - Opium Garden Jessica Goldman - Goldman Properties Grace Calvani - Miami Beach Latin Chamber of Commerce Peter Rickman - Pauline Winnick - Cultural Arts Council Ada Llerandi- Ritz Plaza Bill Talbert - Greater Miami Convention and Visitors Bureau Donnie Lefton - Continental Hospitality Holdings Sergio Collati - Carlton Hotel Melanie Muss - Fountainebleau Hotel Jorge Garcia - Miami Beach Chamber of Commerce Robert Todak - Delano Hotel Jonah Liebrecht- Island Outpost Hotels Orlando Velasquez - Holiday Inn Jeff Abbaticchio - Loews Hotel Jeff Lehman - National Hotel Linda Polansky - Clay Hotel Donna Zemo - Miami Beach Chamber of Commerce Andrew Stark - SunPost Don Pebbles - Peebles Atlantic Corp. Keith Space - The Abbey Hotel Joe Pallant- South Beach Villas Richard Trainer - Twist F Blue Ribbon Tourism Panel - Member List (FINAL) David Kelsey - South Beach Hotel and Restaurant Association Shelly Abromowitz - South Beach Stone Crabs Steve Haas - China Grill Management Jorge Garcia - Miami Beach Chamber of Commerce Elsie Howard - Visitor and Convention Authority Stuart Blumberg - Greater Miami & Beaches Hotel Association Roman Jones - Opium Garden Jessica Goldman - Goldman Properties Michael Gongora - Latin Chamber of Commerce Peter Rickman - The International Law Group / Journalist Roger Abramson - Cultural Arts Council Ada Llerandi - Ritz Plaza Bill Talbert - Greater Miami Convention and Visitors Bureau Donnie Lefton - Continental Hospitality Holdings Sergio Collati- Carlton Hotel Lilliam Lopez - South Beach Hispanic Chamber of Commerce Melanie Muss - Fountainebleau Hotel Robert Todak - Delano Hotel James Kostecky- Tides Hotel Orlando Velasquez - Holiday Inn Jeff Abbaticchio - Loews Hotel Jeff Lehman - National Hotel Linda polansky - Clay Hotel Dona Zemo - Miami Beach Welcome Center Clay Hamilton/Andrew Stark - SunPost Donahue Peebles - Peebles Atlantic Corp. Martin Scasserra - The Abbey Hotel Richard Trainer - Twist Joe Pallant - South Beach Villas' Kathleen Kennedy - Winter Haven Hotel Carl Zablotny - Wire Magazine Dawn White - American Airlines David Wallack- Mangos Cafe/Ocean Drive Gary Knight - Dade Human Rights Foundation Cathy Left- Wolfsonian Luis Bondi - Antique and Collectible Market Revised 4/04~02 6 MAYOR'S BLUE RIBBON TASK FORCE I.) Committee Reports should include: · Goals/Mission Statement · Issues Addressed Summary of Priority, Recommendations and Initiatives · Financial Impact/Cost/Funding Sources · Responsibility for Implementation and Status Committee Goals: Goal 1: Develop and formulate short term and long term initiatives to create a long range plan to sustain and promote the Toudst Industry. Goal 2: Through certain committees, in particular Administration/Residential/Service and Attitude, develop initiatives that will ensure that our City will be visitor, business and resident friendly. Goal 3: Establish an administration methodology to ensure that the initiatives and recommendations proposed by the Task Force are implemented and sustained, including identification of funding sources. F.~7,MGR,~ALL~CHRISTIN~iayor~ueRIbt~n~-dOC Update 2/01/02 7