143-1999 LTC
CITY OF MIAMI BEACH
CITY HALL 1700 CONVENTION CENTER DRIVE MIAMI BEACH, FLORIDA 33139
http:\\cLmiami-beach.fl.us
L.T.C. No.
143-1999
LETTER TO COMMISSION
TO:
Mayor Neisen O. Kasdin and
Members of the City C ission
DATE:
June 23, 1999
FROM: Sergio Rodriguez
City Manager
SUBJECT: 7th Street
I am pleased to announce that the Miami Beach 7th Street Garage Public-Private Development
Project has been chosen by the Urban Land Institute (ULI) as a finalist in the "ULI's Award of
Excellence in Public-Private Projects". The ULI award is one of the highest awards recognizing
excellence in urban land development projects. The City of Miami Beach and public-private
partner, Goldman Properties, applied for the prestigious award last month. A site visit and interview
with the judges was held last week, and since that time, we have been notified by the ULI, that the
Miami Beach 7th Street Garage Public-Private Development Project is one of three finalists for the
award.
This news comes just after the City received the A ward of Merit for the 7th Street Garage from the
International Parking Institute at their annual conference on June 2, 1999. The City is very proud
of this development and its continued success.
The City has also recently submitted the 7th Street Garage Public-Private Development Project for
recognition by the International Downtown Association (IDA) in its Awards of Excellence Program
in the category of Economic Development. I will update you on the applications upon notice by
either the Urban Land Institute, or the International Downtown Association.
SRlC~
F:PING\$ALL\CRYST AL\ON-STI7STGRG.L TC
GOLDMAN PROPERTIES
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l' 3056733106
,
Urban Land
Insllbd8
06/11/99 14:57/Sl :02/03 NO:194
10?6 ThomilS .,lnIfQI~I\1l Sl"'lnl. N W
Suile 500 We:;\
WaslullylOIl. U,t.:, 20007-5;101
202-624-7000 ~ax 202-624-7140
([[jJ
June 8, 1999
Tony Goldman
President (
Goldman Properties
804 Ocean Drive
Miami Beach, FL 33139
Dear Mr. Goldman:
On behalf of the Urban Land Institute and the 1999 ULI Awards fOl
Excellence Jury, let me congratulate you on the selection of the 7th &
Collins Public Parking/Retail Facility as a finalist in this year's competition.
The ULI Awards Jury met on June 3 and 4, 1999 at the ULI offices in
Washington, D.C. and selected 21 projects as finalists.
Members of the ULI Awards Jury will visit each finalist project and
reconvene in Washington on August 20 to select this year's winners. In
anticipation oilliet meeting, you may submit additional materials such as
slides for the jury to review. If you do plan on submitting additional
mAterials, plca:Jc forward them to Mike Baker at ULI no later than August
11, 1999.
In the meantime, please expect a phone caU from Lewis Ooodktn oftbe ULI
Award.s Jury (if you have not already received one). The pwpose of the call
will be to arrange an on-site tOUT of your project prior to August 20. The
on-site visits give; the jury mcmbc:rn ml opportunity to view the project and
talk directly with the people involve4 in dcveloping, the project. Please be
prepared on the day of the tour to provide inionnation to verify the financial
viability of the project, ifit has a.Iready JW! been provided.
You may release to the press that the 7th & Collins Public Parking/Retail
Facility has been selected as a finalist in the 1999 ULI Awards for
Excellence competition. ULI will also publicize your :status as a finalist in
future issues of our magazineJ Urban Land The winning projects will be
officially announced at our Fall meeting to be held in Wamungton, D.C.,
October 19-23. 1999.
GOLDMAN PROPERTIES
W' 3056733106
06/11/99 14:5715l :03/03 NO:194
Thank you for participating in the 1999 ULT Awurd~ for Excellence program. Once again,
congratulations on being selected a.c; a finalist. If you have any questions, please feel free to
contact Mike Baker at 2021624-1040.
Sincerely I
4 ~~;e~
A. Eugene Kahn
President, Kohn Pedersen Fox Associates
and Cha.ir, 1999 U LJ Awards Jury
A. Desaibe how the projectis exceptional in one or more of the following are:JS: 1) resoura:ful use ofland; 2) preservation or enhancement of environment1l resources; 3)
enlrei=1eucl1ip orcreativedevclopmentteam organizaOOn and management; 4) demon.strntaf economic success; 5) innovarive design am planningfe:J.n.u:es; 6) fillingof special
societ1l ormarlret need;and 7) oven:omingofunusual ordifficultobstades rodevelopment.
1) Resourceful Use of Land
· Site originally occupied by dilapidated retail and residential buildings one street west of world-renown Ocean
Boulevard in the heart of the Art Deco district.
· Orchestrated assemblage of site with six owners, and negotiated creative air-rights agreement between publici
private entities.
2) Preservation or Enhancement of Environmental Resources
· Preserved and enhanced historical facades of all buildings.
· Utilized four species of South Florida foliage: clusia guttifera, conocarpus erectus serecius, scaveola fruitescents
and washingtonian palm trees.
3) Entrepreneurship or Creative Development Team Organization and Management
· Blended national leaders in city administration, historical/retail, design and construction.
· First successful joint development and implementation of a public/private team in Miami Beach.
· Delivered an economically viable new development in an historic district with restrictive covenants and height
vanances.
4) Demonstrated Economic Success (Note Financial Statements)
· Parking breakeven after two months, with current net profit at 42 %, highly successful for a public facility.
· Retail leased 100 % since project opening with some of the world's most prestigious tenants who have collectively
invested over $3 million in tenant improvements and increased sales tax base, current net profit at 16 %, rents
increasing at 2.4 % per year.
· This development fostered additional investment and redevelopment
5) Innovative Design & Planning Features
· A world-renowned team of development, design and construction finns were joined with a progressive City to
implement a successful public/private project.
· Conducted an international design competition resulting in creative and practical solution.
· An original exterior design that compliments the art-deco/historical nature of South Beach.
· Blended the mixed-use needs of the area (parking & retail) into a building envelop acceptable to all parties.
6) Filling of Special Societal or Market Need
· Has been a significant contribution to the societal renaissance (over the past 10 years) of South Beach, that had
deteriorated dramatically since it's origination in the 1920's.
· Provides convenient and quality parking/retail space in a historical area that demands both (note financial state-
ments).
· South Beach is now the number one entertainment district (24 hours a day) in the United States with over 20,000
visitors each day.
· Miami-Dade County has now become one of the largest tourist destinations in the world.
7) Overcoming of Unusual or Difficult Obstacles to Development
· Listened to and incorporated the diverse interests of elderly residents historic preservationists, anti-growth advo-
cates, interest groups, disabled persons advocates and a complicated city administration into the finished product.
· Delivered an original exterior design element and structural frame in a harsh weather climate, also known for
difficult labor conditions.
· South Beach is the only 20th Century historic district on the National Register of Historic Places, and development
must follow strict guidelines and restrictions.
B. fs the project economically successful? (please be specific in your answer, you are encouraged to attach to this application detailed financial statements illustrating the
projects's economic ~Ifonnance.) For the Public Project/Progrnrn category, please describe how the project was a sound investtnent of public funds; applicants in this
categay are encouraged to attachrelevant~nefitanalyses.
Public Component (by Jackie Gonzalez - City of Miami Beach, see attached financial statements)
1996
1997
Y1D 98/99
$301,284 net profit
$406,313 net profit
$403,268 net profit
Private Component (by Marlo Courtney - Goldman Properties, see attached financial statements)
1997
1998
$124,000 net profit
$137,000 net profit
C. Was there a publidprivare effort in the development of the project? If so plense describe.
The project was very much a joint development between the public component (City of Miami Beach and State of Florida
Gulf Breeze Loan) and private entities (Goldman Properties, McCarthy Building Company, ARQ, Desman
Associates, and Rosenberg Design Group). A productive team was assembled that tackled the legal, financial, design and construc-
tion issues directly and consistently compromised on solutions. In the end, all members of the team agree, the project could not have
been conceived much less built, without the talents and persistence of each team member. In our opinion the proof of a successful
development include: positive financial performance, a quality product that will withstand economic and environmental challenges,
is architecturally compatible to its surroundings and has team members still doing business with each other - the 7th and Collins
facility is proud to claim each attribute.
D. Summarize why this project should be considered for a UU Award for Excellence.
Was creatively conceived and delivered under difficult circumstances by a public/private team.
Economically successful with a product mix typically not profitable.
Provides a design solution drawing considerable acclaim that blends into a unique historical area.
Overcame considerable political, legal, design/construction and operational hurdles effectively.
Has led to numerous other in-kind developments throughout Florida.
Is not a "large" public/private project but is certainly original and economically successful.
All participants and this project in particular have had a major role in the renaissance in South Beach.
E. International onlY-i'lense supply three additional references (local real eslate analys~ public official, etc.) who can address the project's economic viability and any unique
aspects of tre projects development process.
SLlIE IESCHlnlalS
The first slide must include the projects's name and the last slide must be the projects's sin: plan. (Slides berome the exclusive property of 'L1l and ClMot be reo.nned.)
Gq:ty.
Public ProjectlProgram
PrgectName:
7th & Collins Public ParkinglRetail Facility
I.ccni:x1:
Miami Beach, Florida
t ProjeaName
2 Aerial view, north (7th Street) and west (alley) sides, mature landscaping. An Deco Historic District, Atlantic Ocean in
background
3. Aerial view, east side (Collins Avenue) showing mature landscaping and retail shops, Art Deco Historic District, Biscayne
Bay in background
4. Aerial view, east side (Collins Avenue) shortly after opening, landscaping just beginning to grow on trellises
5. Comer of Collins Avenue and 7th Street shortly after opening, historic and in-fill shop fa9ades on Collins Avenue, immature
landscaping
6. Comer of Collins Avenue and 7th Street, historic and in-fill shop fa9ades, mature landscaping
7. Aerial view, east side (Collins Avenue), historic and in-fill shop fa9ades, mature landscaping
8. Aerial view, comer of Collins Avenue and 7th Street, historic and in-fill shop fa9ades, mature landscaping
9. Aerial view, north (7th Street) and east (Collins Avenue) sides, mature landscaping, An Deco Historic District, Atlantic Ocean
in background
10. Garage interior, ground level, showing trellises before landscaping has grown in
11 Project Sin:: Plan
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ULI1999 Awards for Excellence Application
MATERIALS CHECKLIST
The following materials must be provided with each submission along with this checklist Incomplete submissions will be disqualified. Please carefully
review the judging criteria for each submission requirement. Note that the ULI Awards Jury reserves the right to move a project to a more appropriate
category. as well as to determine whether a project will be considered in the large- or small-scale category.
Please select one category for the project being submitted.
Office (Single Building)
large-Scale Project
o 350.000 sq. ft. or more
Residential (Single-Family)
(Multifamily)
o 150 dwellings or more
o 250 units or more
Recreational
Planned Resort Communities
Theme Attractions
o 300 units or more
o $20 million or more
^,li,<ed-Use Development
o 500.000 sq. ft. or more. including
at least three revenue-producing
uses (excluding parking)
Business Park
o 100 acres or more
CommerciaVHotel
Shopping Centers
Hotel
o 500,000 sq. ft. of GLA or more
o 500 rooms or more
SmaIl-Scale Project
o Less than 350,000 sq. ft.
o Fewer than 150 dwellings
o Fewer than 250 units
o Fewer than 300 units
o Less than $20 million
o Less than 500,000 sq. ft.. including
at least two revenue-producing
uses (excluding parking)
o Fewer than 100 acres
o Less than 500.000 sq. ft. of GLA
o Fewer than 500 rooms
New Community
o NI projects submitted will be considered large scale.
ZThe ards Jury will determine whether a project is considered large or small scale.
Any public and/or public/private project or program should be submitted.
Rehabilitation
Public Project/Program
o Projects submitted must meet the criteria in the brochure.
International
Heritage
o Projects submitted must meet the criteria outlined in the brochure.
Special Project/Program 0 Projects and programs that do not fit into one of the other categories may be submitted in
/ this category.
Lbmit two ,," of II 'Smm ,lid" th" b", illu,"", th, 'p"'~ ""u'"' ",d
merits of the project. Entrants in the Rehabilitation category should submit two sets
of 21 slides showing both "before" and "after" shots. Entrants in the International
category may submit up to 20 slides. NI slides should be numbered. labeled with
project name, and placed in a plastic sleeve. The first slide should have the name
of the project. and the last should have the project's site plan. A brief one-line
description for each slide should be typed on the slide description sheet provided.
Judging Criteria: Photography for the project does not have to be expensive;
however. good quality slides are extremely important to the successful submission.
Slides should include both interior and exterior shots of the development.
All applications and supporting materials, including
the appropriate entry fee. must be received at the
Urban Land Institute no later than MAY 17, 1999.
.'::iC"~':: ,;;r)i;J;:,:<r~_~i.'S ~I.'::
1999 ULI Awards for Excellence
UU-the Urban Land Institute
Attn: Michael Baker, Senior Associate
Policy and Practice
1025 Thomas Jefferson Street, N.W., Suite 500 West
Washington. D.C. 20007
Parking Component (Public)
Financial Statements
The investment in the 7th Street GaragelRetail development project by the City of Miami
Beach was not only a sound investment, but was an investment with vision. The City's RFP for a
public-private partnership garage/mixed-use development in the heart of the Art Deco historic
district addressed the existing need for parking in an area that was rapidly becoming a destination
both nationally and internationally.
The ability of the parking garage component to "break-even" after the second full month of
operation (meeting all operating expenses, management fees and debt service) demonstrates the wise
investment of public funds to serve the parking public and businesses in the historic district. After
the first full year of operation, the parking garage was able to set aside net profits of $30 I ,284.30
in a "reserve for replacement account." Such success was unheard of in South Florida. In the second
full year of operations, the City set aside an additional $406,313 .44. Year to date 98/99, the garage
operations are after seven months, are showing a net profit of $403,268.82 (after all operating
expenses, management fee and debt service).
The 7th Street Garage rates are below market, and are comparable to the City Municipal
Parking Rates. The garage has earned the fmancial success despite the fact that the rates at the
facility are: $l/hour (or any part thereof); $14/maximum for 24 hours; and a flat evening rate on
Friday and Saturday nights of $6 after 9:00 p.m.
Annual garage financial statements are attached. We have also provided a master financial
statement covering each month of garage operations.
In addition to the facility's financial success; the public-private project has fostered
additional reinvestment and redevelopment of historic buildings in the District. Since February
1997, more than 30 properties within a 3-block radius of the facility have been renovated, and a new
retail district of fine nationally recognized boutique shops has evolved. Some of the notable retail
investments are: Vidal Sasson; Guess; Banana Republic; Danskin; Mac Cosmetics; Benneton;
Gianni Versacci AIX.; Nike; Nine West; Spedo; Structure; Todd Oldham Gust to name a few!).
The success of the public-private development can be measured four-fold: garage financial
success; attached retail development success; reinvestment in existing real estate; and the
development of a new boutique retail district.
A:\PUBLIC.JYG
CITY OF MIAMI BEACH
PARKING DEPARTMENT
7th St. Garage
PROFIT AND LOSS STATEMENT
LOCATION
ACCOUNTING CODE
FY 96/97
Total
FY 97/98
Total
FY 98/99
YTD
7th St. Garage-1 G
Revenue-Ticket
Revenue-Monthly Permits 142-8000-344404
1,473,324.85 1,489,252.42 888,715.79
135,000.00 135,000.00 70,200.00
1,608,324.85 1,624,252.42 958,915.79
206,466.28 202,273.15 87,821.33
156,508.41 175,063.98 80,631.74
0.00 8,647.31 5,451.34
29,001.86 29,011.79 15,250.35
0.00 9,300.00 4,200.00
74,914.80 60,367.55 18,569.61
0.00 0.00 2,145.00
13,260.00 11,940.00 5,910.00
1,889.20 11,335.20 5,667.60
482,040.55 507,938.98 225,646.97
825,000.00 710,000.00 330,000.00
301,284.30 406,313.44 403,268.82
142-8000-344404
7th St. REVENUE
(Sales Tax Excluded)
Expenses
Security
AttendanUCashier Labor
Landscape Maintenance
FP&L
Revenue Control Equipment Maintenance
Garage/Cleaning Maintenance
Armed Guard Revenue Pickup
Elevator Maintenance
Surveillance System Maintenance
7th St. EXPENSES
7th Street Estimated Debt Service
7th St. PROFIT/(LOSS)
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Financial Statements
Retail Component (Private)
Financial Statement-Summary
The ground floor area along Collins A venue consists of nine upscale retail tenants
(Benneton, Laundry Industry, Vidal Sassoon, Nicole Miller, Mac Cosmetics, Nike, Caro
Cuore, Sacred Grounds, Spa Thria); these same tenants have occupied the space since
opening. A solid mix was desired by Goldman Properties from the beginning, with great
demand by retailers from first announcement of the development. Goldman was very
selective in signing tenants in order to enhance the acclaimed retail area that has emerged
in South Beach.
1997 1998
Retail Income (Triple Net) $820,000 $840,000
Expenses (Taxes, insurance, 176,000 183,000
(common areas, misc. - $8/s.f.)
Debt Service 520.000 520.000
Net Income $124,000 $137,000
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'IOJEIT I"E:
7th & Collins Public Parking/Retail Facility
'IOJEIT 1I1ITIOI:
SW Comer of7th & Collins (South Beach)
Miami Beach, Florida
mE 'F 'IOJEIT:
Mixed-Use (Retail, Parking)
'I'JECT IIZE: GBA: 218,500 square feet 646 parking spaces (public)
GLA: 23,600 square feet (private) 8 reserved parking spaces
Site Size: 43,280 square feet
....EClIEIaI'III.: An architecturally significant public parking/retail facility located in the middle of the historic (Art
Deco) South Beach section of Miami Beach. Seven speciality retails stores occupy the ground floor and portions of the sidewalk.
A four-level, 646-space parking facility is located above the retail, the entire exterior of the facility is laced with a curved and
gridded fiberglass trellis and irrigated planter boxes growing four different varieties of native foliage. The trellis pattern represents
horizontal wave designs, reflective of the ocean. Various living vines are planted throughout the facade so that the entire garage
is enveloped in tropical greenery.
_III PlUECI__ _. · A unique public/private partnership of a product-type not normally successful.
· Creative architectural/engineering design incorporating market and South Florida environmental elements.
· Project development and construction issues dealt with in timely and cost effective manner by public/private team.
· Significant economic success of both public and private components.
PIIJECT -=-un011lll:
February 1997
OITII 'F 'IOJEIT:
Retail-l00% leased
Parking - 1,970 cars parked/day average (60,000 cars parked per month)
'''IEI'IEIELO'EI:
(axnpmy,address, tdephooenumber, f2x number, E-mail)
PUBLIC: City of Miami Beach, 777-17 Street, Suite 200, Miami Beach, FL 33139 305.673.7000 305.673.7853 (Fax)
PRIVATE: Goldman Properties, 804 Ocean Drive, Miami Beach, FL 33139 305/531-4411 305.673.3106 (Fax)
BY 1.IIILTUTI,nIUIII. I'IIIEI:
(axIlfXUlies, cities/ stIlI:S, oountries, telepoone number, f2x number,E-maiI)
. McCarthy Building Company. St. Louis. Missouri (designlbuilder) - 314.968.3300 314.968.3037 (Fax) stl@mccarthy.com
· Arquitectonica (ARQ), Miami, Florida (design architect) - 305.372.1812 305.372.1175 (Fax)
· Desman Associates, New York, New York (structural engineer, functional design) - 212.686.5360 212.779.1654 (Fax)
· Rosenberg Design Associates, Miami, Florida (landscape architect) - 305.235.5310 305.235.8380 (Fax)
alOllT 'EIIOI:
(name, title, o:xnpmy,~ oountry, tclepOOnenurnber,f2xnumber,E-mail)
Marlo Courtney, Goldman Properties, 804 Ocean Drive, Miami Beach, FL 33139 305.531.4411 305.673.3106 (Fax)
IITI.IIZITIOI:
(name, iiik; axnpmy, oounlI}; tdepoonenurnber, f2xnumber,E-mail)
PUBLIC: Jacqueline Gonzalez, Director of Parking - City of Miami Beach, 777-17 Street, Suite 200, Miami Beach, FL 33139
305.673.7000305.673.7853 (Fax)
PRIVATE: Tony Goldman, President - Goldman Properties, 804 Ocean Drive, Miami Beach, FL 33139
305/531-4411 305/673-3106 (Fax)
Theundersignedgrnntli the U LurlInstitutepenniWon to use,reprodua; ormakeav:illable furn:prodoction byothas,furanypuIIX>Sewhalsoever, theinfurmation on this
tOOn and any . . Theundasigned wmantli !bathe/she has the fun ~andauthorio/to provide this informarion and to gmnttheserigh'.:; and
~ G.~ ').If "
II.IITIIE
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