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SEOPW-CRA-1998-06-30-Discussion Item 10
MASTER PLAN FOR HISTORIC OVERTOWN FOLKLJFE VII -CAGE MIAMI, FLORIDA MAY, 1997 SPONSORS THE BLACK ARCHIVES HISTORY & RESEARCH FOUNDATION DUANY PLATER - ZYBERK & COMPANY ARCHITECTS AND TOWN PLANNERS 4F10 CONSULTANTS: TOOLS FOR CI LANGE, B. MUM FORD & COMPANY, ZIMMERMAN / VOLK ASSOCIATES CHARRETIE TEAM : ELIZABETH PLATER - ZYBERK, MARINA KHOURY, LUDWIG FONTALVO - ABELLO, CLYDEJUDSON CHRIS RITTER, ISKANDAR SI LANE, DERRICK SMITH, ERIK VOGT, KIM WORTHY & TODD ZIMMERMAN VOLUME 1 (All Sections by Duany Plater - Zyberk & Company, except as noted) THE HISTORIC OVERTOWN FOLKLIFE VILLAGE TABLE OF CONTENTS I. Executive Summary (Tools for Change) 3 II. Introduction 5 III. History & Background (The Black Archives, History & Research Foundation) 7 IV. Existing Conditions .10 V. The Master Plan 13 VI. Physical Environment 15 - Buildings - Streets Landscape VII. Program 25 Suggested Program Activities & Events - Development Concept - Potential Funding Sources Potential Partners Strategic Actions VIII. Development & Implementation (Zimmerman / Volk Associates) 35 - The Black Archives as Community Developer Land Development Pro Forma - The Black Archives as Building Developer / Investor - Prototype Building Pro Forma Implementation Outline and Action Plan - Summary IX. Analysis of Dade County's Tourist Data (Fools for Change) 50 - Introduction - Overview Key Elements of Visitor Profile - Summary of Visitor Profile X. Legal / Organizational Structure (Tools for Change) . 60 Legal Structure - Organization Structure - Issues - Funding Strategies XI. Marketing Strategy (B. Mumford & Company) 64 - Image Plan - Strategy Plan - Entertainment Strategies - Communication Plan XII. Appendix A, Charrette Drawings XIII. Appendix B, Pro Forma (Zimmerman / Volk Associates) XIV. Appendix C, Countries Comprising the Diaspora (Tools for Change) XV. Appendix D, Proposed Adjacent Projects XVI. Appendix E, Historic Buildings 2 The Historic Overtown Folklife Village A Regional Tourist Destination In Overtown THE HISTORIC OVERTOWN FOLKLIFE VILLAGE EXECUTIVE SUMMARY Tools for Change Northwest 2nd to 3rd Avenues; Northwest 8th to 10th : Adjacent to downtown Miami; The Miami Arena; Bayside; The Performing Arts Complex; The Freedom Tower; and government, medical and cultural Centers. The Historic Overtown Folklife Village (The Village), a regional cultural /entertainment tourist destination, celebrates Miami -Dade County's Black heritage for the twenty-first century. A once thriving economic and cultural community Northwest Second Avenue once known as "The Strip and Little Broadway" developed into "Great Black Way." The 1998 Master Plan for the Historic Overtown Folldife Village (The Plan) establishes design guidelines, promotes partnerships, and identifies economic and cultural trends for the evolution of The Village. The themes for The Village include: the history and culture black people including Africa, the Caribbean and the United States; and the Harlem Renaissance, the self definition of the Black experience through entrepreneurial ventures and through self expression in the literary, visual and performing arts. An economic revitalization project, The Village is a retail corridor with mixed -use facilities including housing with lofts; rehearsal and performing spaces for artists, artisans and craftspeople; spaces for incubator businesses, residents and others of all ages, colors and creeds. A bank, ethnic restaurants, bed and breakfast sites, barber shops, beauty salons, a wellness center to promote good health, and a conference center to again host national meetings and family reunions will be available as an annual retreat. A Metropolitan Dade County Task Force selected the Black Archives, History & Research Foundation's proposal for the Historic Overtown Folklife Village as the county's best prospect for an African- American tourist destination. 3 The Lyric Theater is the anchor site of The Village and opens into the Ninth Street Pedestrian Mall, a transportation corridor which connects Overtown to other sites in Miami -Dade, the State of Florida, and throughout the Western Hemisphere. The core is the Teaching Village, a learning community designed to sustain a secure environment. The intent is to provide jobs, careers and employment in constructions retail and hospitality management, in cooperation with schools, colleges and universities. The intent is to provide the community with a continuing workforce from entry level to professional careers in the preservation and maintenance of historic sites throughout Miami -Dade County. Development of The Village is proposed under two (2) separate scenarios based primarily on the availability of funding. The conventional approach which has as its foundation a themed development, essentially looks at one developer having unilateral control thereby assuring a consistent development theme. Alternatively, an incremental approach to development of The Village, where separate property owners subscribe to coordinated efforts in programming and building is another development option. A position paper on Cultural Tourism from the 1995 White House Conference on Travel and Tourism states, "...the 'real America' can best be done through its historic sites and monuments, its folk and traditional artists, its architecture, landscapes museums and other cultural institutions, and, above all else, its people." Given the number of visitors to Miami -Dade County who spend at least one night in the county (9 million in 1996 according to the Greater Miami Visitors and Convention Bureau) and the profile of these visitors. The Plan concludes that the economic viability of The Village can be sustained based on the visitors' historical pattern of social activities. The Village will appeal to visitors and residents through entertainment, cultural activities, products and services. The Village is designed to become a self - supporting retail corridor and cultural entertainment district within three to five (3 -5) years after development is completed. This master plan was funded through grants from Miami -Dade County, Metropolitan Dade County Office of Community and Economic Development (OECD) and the Community Development Block Grant (CDBG). 4 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE INTRODUCTION The Historic Overtown Folklife Village is Dade County's focal African American heritage tourist site. As a cultural and entertainment district, it is intended to recall the black African Diaspora in the New World and celebrate its heritage of literary, visual and performing arts, including the entrepreneurial spirit of the Harlem Renaissance. The Village will provide entertainment and cultural events, and goods and services, in a creative and sustainable environment. The Village is a two -block area, adjacent to downtown Miami, between NW 3rd Avenue and 2nd Avenue and NW 8th Street and NW 10th Street. It is within Overtown, one of Miami's oldest neighborhoods on the west side of the railroad tracks which were early Miami's main land access to the rest of the country. This area was assigned in 1896 to the burgeoning city's black workers. By 1904 they had developed a significant community with commerce and culture which flourished as a focus for black people in South Florida for several decades. By mid century, the Overtown community was experiencing intensely the urban change which had decanted historic urban centers. While residents began to move on to new black subdivisions to the north and west, the entertainment focus which remained for several decades, followed with its own dispersion to other parts of the region. These changes were prompted by a combination of desegregation laws, land acquisition and clearing for the highways which now divide the historic neighborhood, and urban renewal. The latter was the final blow to the originally unified architectural character of the community. First identified as a project in the Southeast Overtown Park West Community Redevelopment Plan of December 1982, the reconstruction of this historic part of Overtown has been a goal of the City and the community which has survived in this area for many years. A master plan with urban design guidelines was sponsored by the Black Archives Foundation in February of 1989 and the project continued to be a goal within the Overtown Community Redevelopment Plan of November 1992. Most recently, a 1996 plan for the redevelopment of Overtown produced by the St. John Community Development Corporation likewise supports the redevelopment of these blocks as the Historic Overtown Folklife Village. 5 The plan which follows was consolidated during a charrette which took place at the Mt. Zion Church from May 6 to May 10, 1997. A variety of information and suggestions from area residents and property owners, business entities, government agencies, including the Greater Miami Convention and Tourism Bureau, and several consultants contributed to the programming and design suggestions for the Village. 6 An Overview of the Historic Overtown Folklife Village ...a sense of place... THE HISTORIC OVERTOWN FOLKLIFE VILLAGE HISTORY / BACKGROUND The Black Archives, History & Research Foundation In order for Miami to become a city on July 28, 1896, more than one -third of the original incorporators listed on the charter were black men. For more than fifty years black people were the primary workforce for the building of Miami, Dade County, and the region. By the sweat of their brows and enduring restricted covenants, black people, primarily from the Bahamas and the southern states, built Miami and sustained the area as a tourist mecca. With picks and shovels they built the railroad, dynamited the wooded areas, crushed the rocks to make the roads, and dredged the bay for the port. They also built and maintained the hotels, schools, churches, commercial properties, residences and all of the historic tourist attractions including the Freedom Tower and Vizcaya and Gardens. During that time, by custom and law, black people were not allowed to own or rent residences or commercial properties in the white community. As a result, the land west of the railroad and adjacent to downtown, within the City of Miami limits, was assigned to black people and designated "Colored Town." This was the beginning of the community known today as Overtown. The neighborhood that the black people built for themselves became a thriving economic and cultural community as evidenced in the official City of Miami directories from 1904 until the 1960s. In the 1940s more black immigrants from the Bahamas, Jamaica, Barbados, Trinidad and Tobago, Cuba, and throughout the West Indies began settling in Colored Town. Tourists, black and white, as well as residents frequented the area: to enjoy the entertainment and ethnic foods; and to listen to popular melodies and gospel music. For over one hundred years the churches anchored this community. 7 The nightclubs in Overtown's hotels, including the Mary Elizabeth, the Sir John, and the Carver, hosted national celebrities such as Cab Calloway, Lena Home, Ella Fitzgerald, Count Basie, Josephie Baker, Billie Holiday, Nat King Cole, Aretha Franklin, and many others who performed throughout the year. Clyde Killens, a local businessman, was instrumental in booking the talent. Over the years Overtown lost its magic. Many of its core residents moved out of the area with the introduction of desegregation and the construction of expressway systems that cut right the heart of the community. Overtown was torn by civil disturbances in the early eighties and many buildings were abandoned or fell into disrepair. Community leaders began planning for a "new town' to bring a sense of community back to revitalize the inner city. From this came the City of Miami's Southeast Overtown /Park West Redevelopment Plan. The vision to reclaim the section of Overtown once known as "Little Broadway" was that of the founder and archivist of the Black Archives, History & Research Foundation of South Florida, Inc., Dorothy Jenkins Fields. With funding from Dade County Public Schools, the City of Miami, Metro -Dade County, and the State of Florida the Black Archives began to develop a plan. Grants from the Florida Endowment for the Humanities, the National Endowment for the Arts, and the Florida Humanities Council were used for Town Hall meetings to continue planning. As a result of the work of the Black Archives six buildings are listed on the U.S. Secretary of Interior's National Register of Historic Places. Three sites are owned by the Black Archives Foundation. One has been reconstructed and restoration/ rehabilitation is being completed on the other two. Preliminary urban design guidelines by Ronald E. Frazier & Associates, architectural firm, and a market analysis and update from Laventhol & Horwath, Certified Public Accountants, moved the development to the next step. Later a Task Force of Metropolitan Dade County selected the Black Archives, History & Research Foundation's proposal for the Historic Overtown Folldife Village as the county's best prospect for an African - American tourist destination. In the spring of 1997, Duany Plater - Zyberk & Company, an international town planning firm, conducted a two -day charrette which culminated in this document, The 1998 Master Plan For The Historic Overtown Folklife Village. 8 Over the years related projects that support the development of the Village include: • The Metro - mover, a local transportation system, planned countywide without a station scheduled in southeast Overtown. It was Metro -Dade Commissioner Barbara Carey who insisted that the Overtown /Arena station be built. • The development of the Ninth Street Pedestrian Mall; and • The 1994 Summit of the Americas attended by U.S. President William "Bill" Clinton included the opening of the Ninth Street Pedestrian Mall. Both of these projects were visualized by then Metropolitan -Dade County Chairman Arthur E. Teele, Jr., who is currently a City of Miami Commissioner and the Vice Mayor. Chairman Teele led that phase of the development of the Ninth Street Pedestrian Mall to completion. The Ninth Street Pedestrian Mall helps create a "sense of place." Connecting Overtown and the Village to the Urban Mass Transit Authority (UMTA), this centerpiece invites residents and tourists to participate in cultural and retail activities throughout Miami -Dade County and the region. 9 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE EXISTING CONDITIONS The Historic Overtown Folklife Village is situated within a larger context that is supportive of its development concept. Its location is its primary asset. Its proximity to downtown and its location between the Port of Miami cruise ship terminal and Miami International Airport provide an excellent opportunity for attracting out -of -town visitors as well as local residents. Access is facilitated by nearby ramps to and from I -95, and by proximity to the Arena Metrorail station, which may also serve as a stop on the future East /West rail corridor. With residential areas surrounding it and downtown Miami's central business district nearby, the Village will serve not only as a focus for touristic visitors, but also for the daily use of nearby residents and workers. The character of this part of Overtown is largely residential. The immediate adjacent blocks to the north, east and south when built out will have approximately 540 households. To the south of the Village, on the south side of 8th Street, the Poinciana Village housing development occupies an entire city block. Its first phase has 40 units. The construction of its second phase of condominium apartments is underway. Its third and final phase will produce a twelve -story building facing the Village across 8th Street in front of the Bethel AME Church. On the north side of 10th Street, the Village's northern boundary, are a series of well - maintained apartment buildings with several open lots interspersed with probably no more than 50 apartments. On the east side of NW 2nd Avenue, the east boundary of the Village, on two blocks of land publicly owned by both the City of Miami and Dade County and straddling the 9th Street Pedestrian Mall, the St. John Development Corporation is planning to build 90 fee - simple townhouses.' The Mall is a major City public works' investment, an east -west pedestrian corridor intended to be this part of Overtown's ceremonial connection to Biscayne Boulevard. and the bay. The specially paved, lighted and landscaped mall currently extends east from NW ' See architectural drawings of Lyric Village in Appendix D, Proposed Adjacent Projects 2 See architectural drawings of Ninth Street Pedestrian Mall and Plaza in Appendix D, Proposed Adjacent Projects 10 2nd Avenue, at the eastern edge of the Village to NW Miami Avenue awaiting completion to the waterfront. Although plans have been drawn for an extension of the pedestrian mall further west through the Village, there is currently no funding allocated for it. The Historic Lyric Theater, also on the east side of NW 2nd Avenue, is currently under restoration, and will be joined to the Mall by a paved plaza which has been designed and awaits funding. On the west side of NW 3rd Avenue, the west boundary of the Village, is the Mt. Zion Baptist Church, and several small functioning retail properties which back up to the raised roadway of I- 95. The I -95 frontage, although seemingly a detriment to the site, in fact offers valuable visibility for the Folldife Village. This edge must be handled carefully in order to be a front facade for the village while mitigating the detrimental effects of overhead highway traffic. The existing condition of the Village's three blocks includes a large amount of open land surrounding a number of small scale structures: several residential and commercial buildings, a historic theater and two active churches. Five sites in the Village are listed on the National Register of Historic Places: the Lyric Theater built in 1913, the Dorsey House built in 1915, the Cola -Nip (j+S) Building built in 1925, the Greater Bethel AME Church and the Mt. Zion Baptist Church, both built in the 1940's. The Black Archives has restored the historic Dorsey House on 9th Street, is in the process of restoring the Lyric Theater, and has identified and registered the neighboring historic buildings . The largest property owners in the Village are the Greater Bethel AME Church and various agencies of the City of Miami, with the rest of the properties held in small increments of no more than 150 foot frontage by a variety of owners. Early 1997 property ownership data can be found in Volume Two of this report. The land internal to the Village has zoning that ranges from C -1 commercial to R -4 residential, both classifications which offer potential conflicts with the desired historic building scale of new 'building. The history of this part of Overtown shows that the current separation of uses by zoning is not characteristic of its history. Insurance maps and other historical documents show that there existed quite a mix of uses and a variety of residential densities, in a building setting Photos of all historical buildings in the Historic Overtown Folklife Village are included in Appendix E, Historical :Buildings 11 that ranged from small wooden shotgun houses and larger stacked- porch, wood -frame residences and apartments, to two and three -story masonry apartment buildings and hotel structures, as well as a variety of other retail and commercial structures. The commercial uses occurred largely along 3rd and 2nd Avenues, while the east -west streets between the avenues were predominantly residential. The Mt. Zion Church, the Bethel AME Church, and the historic Lyric Theater constitute three anchors for neighborhood development, an important civic infrastructure for public gatherings and for the cultural and entertainment activities which are seen as the founding basis for the programming of the Historic Village. 4 See 1945 Historical Existing Conditions Map for reference in Appendix A, Charrette Drawings 12 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE THE MASTER PLAN The Historic Overtown Folklife Village Master Plan is a guide to the reconstruction of a piece of Overtown in the character of its historic existence during the second quarter of this century. This is a redevelopment of the physical environment in spirit and character, based on restoring existing structures and rebuilding historic building types, including several on the sites they originally occupied, and once again accommodating the historic range of uses. From small and large individual residences in wood clapboard or masonry and stucco of early Caribbean style, to small apartment buildings, hotels, bed - and - breakfasts, and commercial buildings built of rnasonry and stucco in Art Deco and Moderne styles, the Master Plan built out will provide a setting for a display and renewal of the entrepreneurial, educational and entertainment activities that sustained Miami's black community since its inception. As a historic heritage site, the programming of the different uses is intended to allow visitors to the Village to experience the history and culture of African - American settlements in Miami and throughout the Caribbean as well as showcase aspects of present -day African American culture. The dream long nurtured by the Black Archives to focus the history and culture of the South Florida African American in the Village has a strong foundation in the current Miami situation. Trade and tourism are the region's chief economic activities, bringing visitors to the region for work and recreation from throughout the United States as well as from the Caribbean and Central and South America. According to the Greater Miami Visitors and Convention Bureau, Miami had 9.6 million overnight visitors in 1996. 19% are African American or African Caribbean, with roughly 30% visiting on business, and 43% for pleasure. About 30,000 visit Overtown annually, passing by the Dorsey House and other historic sites on bus tours, Countless others make their way self - guided through the County's historic heritage trail. This is clearly a foundation audience to build on. Increased event programming and accelerated recreation of retail and lodging activities are anticipated to generate additional visitors at an average rate of 2.9% per year.' `' Average rate of increase since 1990 — according to Greater Miami Visitors and Convention Bureau 1996 Report 13 With increasing numbers of activities and visitors, the Archives' goal to identify, illustrate and dignify the contributions of African immigrants to the New World will soon be achieved. The Village's chief asset in growing toward this goal is its location at the geographical heart of South Florida tourist and trade activities. The other required elements, the proper physical environment and a program of activities, are the fundamental elements of the Master Plan described below. ;- •' I J ,-" w YA9Y.1CYl1" r li �. _' - I DODO '��viQ �� 1 Via• EMI P 1 %----_- -== • a.' ■fi CC ce 1 JI '3 IuNnlltHll J • 's See Regional /Historical Context Map from Appendix A, Charrette Drawings, for specific information i V' I 14 BUILDINGS This is a plan of building up, not taking down. All existing buildings remain in the plan, to be adaptively re -used as contributors to the overall reconstruction. Design guidelines for building type and placement for new buildings are part of this plan. The essential character of the plan is to rebuild the typical historic fabric of the area to house a variety of uses, highlighting the three existing activity anchors, the Lyric Theater, the Mt. Zion Church and the Bethel AME Church. Three building types are suggested for the new infill building: a one or one and a half story front porch shotgun house type, a two or three story front porch large unit type, both types allowing a range of uses including entertainment, retail, office, residential and lodging, and a two or three story commercial building which provides retail or entertainment use space at sidewalk level and other commercial, residential or lodging uses above. THE HISTORIC OVERTOWN FOLKLIFE VILLAGE PHYSICAL ENVIRONMENT 111 111 111 111 111 111 111 /11 111 111 111 11111 I 1 1 /1 I 111 i - , _ i 111 1111111 .11. 1111 1,1, 1111111111= 011111 .1. 111 1111 1111 1111 111111 .1 r ill 1 5• Although for the most part the historic residential building construction was wood frame and clapboard surface, some were masonry structures with a stucco finish. Today's building conventions favor the latter but both are appropriate and allowed by this plan. Both residential building types have a short front yard. The larger house type, at street comers, is shown with a wrap around porch, recognizing both streets as fronts. These corner buildings especially lend themselves to retail uses on the first floor. The commercial building type historically referred in style to Miami's Mediterranean roots or promoted the then new Art -Deco and Moderne styles. Built at the property line, ground floor lbusiness uses occurred at the sidewalk level with generous windows; ground floor lodging uses were often raised a few feet above the sidewalk to allow both windows and privacy. The plan, in all cases, shows buildings of limited size located in conformance with existing property lines. This is intentional, allowing a plan buildout either by the purchase of all the properties by one developer or consortium, or by the individual development efforts of multiple property owners, following the common purpose and proposed regulations of this plan. The plan also shows buildings close to the street as they were historically. The inner part of the blocks retains the historic alley right -of -ways, with landscaped surface parking lots behind the buildings, sometimes crossing the existing alleys, and other times respecting their alignments. It is important for the pedestrian friendly character of the streets sought by this plan to conceal off -street parking behind the buildings. The intended mix of uses allows the same parking to serve different uses at different times of the day and week. Shared parking is efficient and can justify a reduction in the number of parking space required. The overall building square footage, (not including the theater and the two churches) according to the plan, amounts to 213,500 square feet. The parking count, including the inner block off - street and on -street parking amounts to 443 parking spaces.' Although this does not fulfill the parking requirements of the City of Miami zoning ordinance, it is an appropriate amount for an urban location which has additional parking within walking distance. As a potential City of ' See Parking Diagram in Appendix A,Charrette Drawings, for specific parking distribution. 16 Miami Historic Preservation District, the Village should be allowed a reduction in minimum parking requirements. The heart of the Village is NW Ninth Street. The geographic center of the Village, this street displays the kind of mixed -use character that historic east -west streets in Overtown had. The Dorsey House, the Cola -Nip Building and the Ward Rooming House are a typological catalogue of early Overtown structures. The plan shows the restoration of these historic buildings, the renovation of the existing apartment building at the east end of the street, and infilling most of the vacant lots with two -story front porch residential -scale buildings accommodating a variety of uses. At the corner of NW 2nd Avenue, two story commercial buildings provide space for retail /entertainment uses below and office or residential use above. On the south side of 9th Street, a pedestrian walkway through mid block is introduced, to allow for pedestrians to continue from NW 2nd Court directly through the block to the Bethel AME Church on 8th Street. A series of smaller bungalows line the walkway. This passage reinforces Ninth Street as the central connection among the three civic buildings - the Lyric Theater and the two churches. This portion of the plan lends itself to the senior's housing development the Bethel Church is planning as well as other uses. The seniors housing may have to develop a building group different from that shown to fulfill its needs and funding requirements, but maintaining front porches facing Ninth Street and the mid block passage open at least for day time use, would provide an appropriate interface between the activities of the Village and the elderly residents' observations of daily activities. G 17 At the west end of Ninth Street the space in front of the Mt. Zion Church is re- formed to become a pedestrian plaza and a drop -off area for the church, the mother plaza of the other two which are to front the Bethel Church on 8th Street and the Lyric Theater on 2nd Avenue. NW 2nd Court, only one block long, is the only street wholly internal to the Village. A short, narrow street, it recalls the character of several extinct memorable places within Overtown, such as Goodbread Alley, which was made of repetitive rows of small shotgun houses. An aggregation of these buildings, some of which could be brought from other locations and restored, and a unified program of uses seems an appropriate combination for this location. Thus NW 2nd Court becomes the Court of the Black Diaspora and is devoted to a program of ports -of -call, in which small reconstructed shotgun houses represent and promote the Caribbean countries to which African- Americans were brought on their first arrival in the New World. 18 A historical exhibit, a business information and promotion desk, a tourist information desk, and a small cafe highlighting island foods, are examples of activities given countries might choose to display their role in the historical migration while promoting current day business activity. The plan shows 12 new or renewed structures on the Court. Two existing buildings could be renovated as bed - and - breakfasts to compliment the ports -of -call activities or could be additional ;accommodations for Caribbean promotion, as could the two proposed buildings at the corner of 2nd Court and 10th Street. NW 10th Street continues the Village theme of large porch front- houses facing east -west streets. These can be lodging, housing or a combination of uses, extending the uses of the Court of the Diaspora if appropriate. NW 8th Street is the southern boundary of the Village. This street's vehicular continuation under I -95 to the west, and its connection to the east with Biscayne Boulevard make it the most heavily trafficked east -west street of the Village. The character of this street will be varied and not as unified as the other streets of the Village due to the variety of existing and future buildings which front this street. On the north side of the street, existing two and three story narrow -front apartment buildings sit next to the Bethel Church parking lot. The plan proposes the unification and renovations of these apartment buildings to allow a garden entry court between them, thus mitigating the impact of busy NW 3rd Avenue on the corner building by itself. Proposed buildings to the east of the church are to be at a setback to align with the existing wings of the church. A small shop front building at the eastern end of the block remains. The south side of the street will have a parking garage on the west end, a twelve -story apartment building opposite the church and three story housing at the east end. OEM p r 4 a m: _ ___ a wl (=Mt Etir War 4■11050 f 1'TI N.W. 8th Street A 19 NW 2nd Avenue was historically the primary commercial and entertainment street of the neighborhood. For its west side and the property adjacent to the south of the restored Lyric Theater, the plan shows two and three -story masonry party -wall commercial buildings similar to existing, with retail on the ground floor and offices or apartments above. The Longshoremen's Building, Prince Supermarket corner store, and Clyde's Pool Room, renovated, will remain as important foundation buildings, with the new buildings filling in at the same setback to make a continuous street wall. The corner site to the south of the Lyric Theater, with its second frontage on busy 8th Street, is an excellent location for a restaurant. This should be one of the first new building sites developed. Its location and proposed use will benefit from the entertainment programs of the theater and churches, supporting its chances for successful development. 0 t r x eft awe, 20 NW 3rd Avenue, which has several mixed -use masonry buildings with retail space below and apartments above, is to be filled out with buildings in a compatible manner. Documents showing the 1930's Carver Hotel on the corner of 9th Street encourage its recreation as a small family -style hotel on that site. It is suggested that the Mt. Zion Church parking lot receive a new building facing the street in order to produce as continuous a street wall as possible on the west side of 3rd Avenue and to help buffer the rest of the neighborhood from highway noise. To achieve the desired physical character, the plan requires its own urban design regulations which are more specific than the City zoning ordinance.' These may be incorporated as an overlay district into the City's ordinance or may be covenanted with the land. A reduction in zoning capacity is also required. Both regulatory changes can only be addressed after a strategy for controlling development in the Village is determined. See the Urban Design Guidelines in Appendix A, Charrette Drawings, for specific information proposed for each street. 21 STREETS Just as the buildings are laid out by type and setback in order to produce streets of specific character, a precise streetscape design is required to reinforce the spatial intention. Each street of the Historic Village has a different character. The Plan's street sections show how the streets differ according to adjacent building height and proximity. NW 9th Street is shown retaining its current curb to curb dimension with modification to street striping to allow parking on its south side. Shade trees are added to the planting strips in which palms already exist. In anticipation of heavy pedestrian usage, the plan suggests replacing the planting strip between the curb and the sidewalk with paving and tree wells. Here it should be noted that in all likelihood, the historic section of this street as well as that of the other Village streets was quite different from what we see today. Generally, underground drainage, curbs and gutters, and in many cases, sidewalks, were post -war street improvements throughout Miami. The plan's general approach to existing street improvements is that they are an enhancement which should be retained as part of the area's accommodation of contemporary life in a manner similar to the provision of parking which has never before been organized here in the manner proposed. It should also be noted that a plan for the extension of the Ninth Street Mall west to the I -95 right of way line has been commissioned and exists, although unfunded. It is the opinion of the authors of this plan, contrary to the precepts of the Mall extension design, that it is important for the commercial success of the Village to keep Ninth Street open to vehicular access, and that the cost of the elaborate street paving proposed for the extension would be better allocated to a more modest sidewalk expansion and to building restoration or new building to further the cause of the Village. NW 2nd Court is shown with essentially the same street design as current, with the addition of shade trees among the existing palms. Because the existing sidewalk is narrow, the plan suggests For details, see Street Sections in Appendix A, Charrette Drawings 1° Ibid. 22 a six-foot setback for the new buildings on this street to allow stoops and some additional paving width for pedestrians. NW 2nd Avenue,'' an important north -south through street, maintains existing dimensions to promote a continuous building line as new buildings join the old. Palms in planting wells are proposed to add to the shade provided by the awnings and eyebrows allowed on the commercial buildings fronts. NW 3rd Avenue,' also a north -south through traffic carrier, with numerous existing buildings built up to the right of way line, remains with its existing dimensions. Here the planting of street trees or palms is discouraged as the sidewalks are narrow. Instead, eyebrows and awnings on building fronts shade the pedestrian, and the planting of trees in spaces between buildings, as close to the sidewalk as possible, is encouraged to further enhance the pedestrian experience. NW 8th and 10th Streets are to remain in their current dimensions. Sidewalks curb to property line and planting grates for shade trees are recommended. All the streets of the Village are intended to be pedestrian friendly and the proposed design changes to the streets are intended to balance pedestrian and vehicular movement needs, as well as to maximize on street parking for the benefit of visitors to and businesses within the Village. In a similar spirit, the plan supports the three civic buildings, Mt. Zion Church, Bethel AME Church, and the Lyric Theater, as important focal points for the new activities of the neighborhood. This plan proposes design changes to the street in front of the latter two so that passing traffic would be required to slow down in recognition of their use by large groups of people. These buildings are close to the sidewalk so that large groups which come out after church services or performances can be expected to spread out into the street, much as happens throughout Miami at streetside churches. Narrowing the driving lanes, changing the black top to pavers, widening the sidewalks, and adding other streetscaping elements in front of these lbuildings, would mark their importance and encourage pedestrian safety and comfort while controlling through traffic. For details, see Street Sections in Appendix A, Charrette Drawings 12 Ib 13 Ib 23 LANDSCAPE An important element for establishing a sense of place in any urban development is the landscape. To support the concept of the Village, the Plan suggests that a palate of trees and plants of native Caribbean and African provenance which are comfortable in our climate, should be defined. Thus a living botanical exposition of the continental roots and island landing places of the early African immigrants will enhance the programming of the Village. Of primary importance is the installation of a dense and tall green edge along I -95. Unique among other areas bordering the highway, the Village can take on a special identity by establishing a prominent landscape edge along the roadway. The plan shows a line of royal palms interrupted only in front of the Mt. Zion Church, to promote its role as the main building identity for the Village seen from the highway. A densely foliaged species such as seagrape or areca palms should be added to the base of the royal palms to block visual and physical access to the highway undercroft. Related to this wall of green is a prominent open piece of land at the I- 95 entrance ramp. This is at the corner of NW 8th Street and 3rd Avenue, an important entry to the Village. Here, with space to grow, a prominent specimen shade tree such as a poinciana, baobab, or bombax can be showcased. The large ficus tree adjacent to the Ward Rooming House is to be preserved, and a number of other trees which have been allowed to grow free in the cleared land of the village should be preserved or re- located. In their advanced stage of development they are a qualitative asset for the Village, not to be underestimated for their contribution to creating a sense of place. As an interim enhancement to the Village, the plan proposes planting all the empty lots as a coconut palm grove. A common site on Caribbean Islands, this would give early concrete evidence of a unified intention and more importantly signal a controlling and caring entity. Maintaining and harvesting the grove likewise would provide work and income, and provide an important component for a Caribbean food market. 10 See the Interim Landscape Plan in Appendix A, Charrette Drawings 24 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE PROGRAM As a historic site for the African - American and African - Caribbean community, the proposed activities of the Village include cultural and entertainment activities, trade conventions relevant to those communities, educational events and conferences, weddings, family reunions and other types of family gatherings as well as events for out -of -town visitors. The Village will provide a focal point and coordinating destination for the Black Heritage Trail in Dade County as well as other points of interest in South Florida for African - American and African - Caribbean visitors. Several entertainment programs in the Village are already underway. Jazz in the Afternoon, gospel music performances in the churches, religious services which draw participants from the rnetropolitan area and frequent tour bus visits to the neighborhood offer a strong foundation for growing new activities. The three existing activity anchors can support expanded musical and other performance programming. This should be coordinated in a year -round schedule of events and could, without initial new building efforts, provide a growing base of activities. The ground floor facilities of the two churches, which include large gathering rooms, could be used additionally as exhibition spaces, practice venues and a variety of other uses supporting the Village's goals. New development should focus on the addition of restaurants to extend the stay of visitors to the area. Although there are food serving establishments already within or adjacent to the boundaries of the Village, all of these need to be improved to attract a broader clientele. Three restaurant sites are shown in the plan to optimize patronage from the churches and the theater. The best location for the first of the three restaurants is the open lot adjacent to the Lyric Theater on the corner of NW 2nd Avenue and 8th Street. Alternatively, one could begin with the ground floor of the Cola Nip building, which is in a central location relative to all three performance spaces, or with the existing building now occupied by the Family Tree Deli, directly in front of the Mt. Zion Church. The following pages list the proposed program items for the Historic Village: 25 SUGGESTED PROGRAM ACTIVITIES AND EVENTS 1. Black / Caribbean Historic Village A. Food and retail services • Outdoor prepared food market / fruit and vegetable market / barbecue stand • Ethnic groceries selling specialty Caribbean and African foods and products • Ethnic restaurants • Crafts market for local and imported goods • Specialty services such as beauty and barber shops B. Cultural activities • Exhibition center and art gallery with dance, music and art studios • Historical museum highlighting Caribbean and South Florida's Black Heritage (walking tours of historic sites would emanate from here) • Restaurants & nightclubs recalling the Harlem Renaissance • Annual festival concentrating on local & imported crafts, wares, food and music • Cyber -cafe with hot links to "gravity" and other black - oriented web sites • Heritage entertainment district based on music to include: music stores, studio and rehearsal space for music and dance lessons (similar to Beale Street in Memphis) • Ports -of -Call African and Caribbean consulates with offices to showcase their countries • Preservation center and component of children's museum in the Dorsey House • Tourism center at the Dorsey House • Genealogical research: make Folklife Village a must visit for Black Americans seeking to trace their roots. • Theatrical plays and shows (at expanded Lyric Theater) • Hotels, bed and breakfasts • A permanent home for the exhibit "The Ship" 26 C. Business activities • • • • D. Specialty housing • Artspace: housing and workspace for artists Offices for art- related organizations Trade shows and conventions for black- oriented products and services (Cola -Nip as central facility for meeting activities spread throughout the Village) Supportive services for conventions: (tuxedo rentals, advertising, catering, limousines, etc.) Taxi or jitney service Student housing 2. Education and Business Development • Village as training district: e.g., Youthbuild, a neighborhood youth construction training program funded by HUD • Small business and technology development center • Enhancement of existing businesses • Program activities to encourage business incubation: e.g., entertainment impresario 27 DEVELOPMENT CONCEPT The proposed plan allows two primary methods of implementation: acquisition and development by a single developer, and build out by multiple property owners. The acquisition of all of the properties, for development by the Black Archives or an affiliated developer, with the goal of single control for programming and building is the most conventional approach to a themed development such as the Village. Successful examples of this method include Beale Street in Memphis, a jazz theme redevelopment, and Main Street in Nantucket, a New England resort destination. This implies that a private developer purchases all the Village land to initiate and manage development activities. It is also possible for the plan to be implemented incrementally by separate property owners, who subscribe to coordinated efforts in programming and building. Miami Beach is a local successful example of this approach, although it is of a larger area. A portion of the Beach redevelopment, Lincoln Road, however, is a good lesson in the coordination of public investment with private efforts. This implies that the Black Archives forms a non - for -profit community development corporation with property owner representations, to seek funds and coordinate development. In both cases, the Village should be designated a historic overlay district, as allowed by the City of Miami zoning ordinance, to provide the appropriate regulatory framework for restoration and new building. The plan and the pro forma which follow this introduction of implementation considerations resulted from an interactive process of design proposal and financial study. The pro -forma show examples of costing the development from two different building types. A pro -forma for the overall village development is provided as well to assist in fundraising and investment :marketing of the Village. The latter shows that the purchase of all the properties at 1.3 percent of their assessed value is estimated to cost about $400,000. However, such a purchasing program can encourage some property owners to hold property in anticipation of increased value resulting from surrounding activity. Properties remaining undeveloped while their owners speculate on a future described by current zoning would similarly preclude completing the 'Village. Whether to start purchasing and development activities before regulations are established or without all of the properties under the control of a single developer is a decision 28 to be taken only after establishing a clear strategy of how to control the development process so that project feasibility and integrity continue through to the last building. The AME Bethel Church, as a large property owner affiliated with a community development corporation under an experienced director, has a number of plans for development in the area and has already been working with the City of Miami regarding the use of some of the City's land for an affordable elderly housing project, for which the Church's far flung parish membership provides a market. HUD 202 funding, which may have a limited future but is still available, sets standards for the siting of such housing, requiring it in this case to be as far from I - -95 as possible and as close to the Church as possible. With several open lots facing NW 9th Street likely to be used for such a development, every effort should be made to follow the pattern of small buildings delineated by the Master Plan in order to contribute to the intended character of NW 9th Street. This suggests that higher density buildings be reserved for the middle of the block, at the rear of the lots, with two story porch fronts facing the street at a setback aligned with the Dorsey House. Regardless of the approach selected for new real estate development, this plan recommends that the Black Archives partner with area property owners, retailers, churches, and cultural agencies in the City to begin expanding programming activities even before commencement of new building construction or continuing renovation of historic buildings. The quickest possible restoration of the Lyric Theater is imperative to allow performances to occur there on a regularly scheduled basis. The County's completion of 9th Street Plaza and Green to the north of the Lyric Theater is also necessary to support increased programming of events and performances. This outdoor space is extremely important because it is the best early venue for temporary tents and kiosks set up in support of performances, or weekend tourist visits, selling food and various crafts related to the African- American and Caribbean experience. The gradual increase of periodic and small scale retail activity in conjunction with entertainment programming can be the incubation of businesses that eventually find permanent homes in the Village. Another important early step is the completion of outfitting the Dorsey House as a museum. Also, moving the Archives itself into one of the storefront buildings in the neighborhood would require special funding, but as an already existing activity, it would contribute to the growth of new activities and confidence in the area. 29 This plan was produced following several financial studies of larger scale development proposals. Several development pro -forma for different sizes of buildings were carried out, concluding that the most financially feasible approach is in fact compatible with the reconstruction of the historical character of the area as shown. Although the increment of development represented by two and three stories may not seem to be the highest and best use of the land relative to its central urban location and current zoning, the smaller increment is more manageable and can build out faster the kinds of businesses and cultural attractions that the Village promotes. Other developing cultural, business, and entertainment opportunities in downtown Miami, such as the Performing Arts Center, are possible sources of support for the Village development, as well as the following list of funding sources available for historical restoration, small business assistance, affordable housing, and so on. 30 MASTER PLAN FOR MAY, 1997 HISTORIC OVERTOWN FOLKLJFE VILLAGE MIAMI, FLORIDA THE BLACKARCHIVES HISTORY & RESEARCH FOUNDATION SPONSORS DUANY PLATER - ZYBERK & COMPANY ARCHITECTS AND TOWN PLANNERS CONSULTANTS : TOOLS FOR CHANGE, B. MUMFORD & COMPANY, ZIMMERMAN / VOLK ASSOCIATES CHARRETTE TEAM : ELIZABETH PLATER - ZYBERK, MARINA KHOURY, LUDWIG FONTALVO - ABELLO, CLYDE JUDSON CHRIS RITTER, ISKANDAR SHAFIE, DERRICK SMITH, ERIK VOGT, KIM WORTHY & TODD ZIMMERMAN POTENTIAL FUNDING SOURCES 1. General • Local and national arts organizations & foundations (Knight, Rockefeller, McArthur) • Private corporations • Executive groups and other business associations • Bank consortiums • Federal government grants and loans such as: - Community Development Block Grants - National Endowment for the Arts Grants - National Endowment for the Humanities Grants • State government grants Florida Council for the Arts Grants - Florida Council for the Humanities Grants Florida Trust for Historic Preservation 2. Affordable Housing • U.S. Department of Housing and Urban Development • Housing Finance Authority of Dade County • Florida Housing Finance Agency Low income tax credit program for rentals - State of Florida SAIL Program State Housing Initiative Program (SHIP) • Miami Dade Housing Agency - Dade County Surtax Program - Administer Section 8 Housing Programs for U.S. HUD • City of Miami Housing Department - Community Development Block Grants - Home Investment Partnership Programs • U.S. Federal Housing Agency Mortgage Insurance Program • Federal Home Loan Bank - (Institution offering many financing packages to developers) • Fannie Mae Programs • CRA Bank Commitments 31 3. Economic Development A. Small Business Development Loans • U.S. SBA Loan Guarantee Program - (Development loans and technical assistance) • City of Miami Community Redevelopment Agency • National Trust for Historic Preservation Main Street Program • Downtown Development Authority • Tax Exempt Industrial Revenue Bonds - (Financing program for commercial projects) • CDBG Program Entitlement and Recaptured Loan Funds • Metro -Dade and City of Miami Revolving Loan Funds • Shares of State sales tax rebates • Economic Development Administration Funds - (U.S. Dept. of Commerce) • Local private financial institutions • HUD's Economic Development Loan Guarantee Fund B. Capital Improvement Projects • Performing Arts Trust • City of Miami and Dade County CDBG • Local Foundations, e.g., Dade Foundation 4. Public Improvements • City of Miami, Department of Public Works • Florida Department of Transportation • Storm Water Utility Trust Fund • General Obligation Bonds (Infrastructure improvements) • Special Revenue Bonds (Infrastructure improvements) • Metro -Dade Transit Authority • Metropolitan Planning Office 32 POTENTIAL PARTNERS 1. Public Entities • Local, city, county, state and federal agencies and organizations • Port of Miami • Downtown Development Authority • Miami Chamber of Commerce • National Trust for Historic Preservation 2. Private Entities • Greater Miami business and financial community « Florida schools and universities • Theatrical, art, dance, musical and museum groups throughout Florida • Dade Heritage Trust • Trust for Public Land • Greater Miami Visitors and Convention Bureau • Bethel AME Community Development Corporation • " Theme" developers, such as J. Elkington, developer for Beale Street in Memphis « Black enterprise magazines • Black Executive Forum • Black -owned hotels on Miami Beach « Jazz / blues clubs in Miami (MoJazz Cafe, Tobacco Road, etc.) « Miami Arena and Miami Heat • Overtown Advisory Board • Homeless Assistance Shelter « Local Initiatives Support Corporation 33 STRATEGIC ACTIONS The Master Plan suggests the following strategic actions be taken as first steps of implementation. « Complete the restoration of the Lyric Theater « Complete the Lyric Plaza between the Lyric Theater and 9th Street Pedestrian Mall « Start endowment for maintenance of the Dorsey House, the Lyric Theater and possibly the Cola -Nip Building • Expand entertainment programming, engaging Mt. Zion Baptist, Bethel AME Churches and Lyric Theater as venues in a coordinated series • Establish roster of business and entrepreneurship consultants (including local university and business schools) for existing and future new businesses. Encourage improvement of existing restaurants, market and pool hall; they would benefit from advice and could evolve into destinations for a clientele beyond the current neighborhood • Begin the process to include the Historic Overtown Folldife Village within boundaries of Downtown Development Authority jurisdiction • Establish a development entity structure • Start a neighborhood crime watch association to symbolize enfranchisement of existing residents and businesses in crime control 34 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE DEVELOPMENT & IMPLEMENTATION Zimmerman / Volk Associates As proposed, from both the design and program perspectives, the Historic Overtown Folldife Village is well conceived and, given appropriate initial capital assistance, should achieve general economic sustainability once completed. The site is in a pivotal location in relation to Miami's civic and cultural attractions and the city's transportation network. The site is stabilized by several important anchors, including the Lyric Theater, the Mt. Zion Church, the Greater Bethel AME Church, and the Longshoremen of Dade County; and it is enhanced by the ongoing activities of several important development entities, ranging from the non -profit St. John Community Development Corporation, which has a new housing program planned for the both sides of the Ninth Street Mall, to the for -profit Indian River Investments of Miami, developer of Poinciana Village just south of the site. Analysis of the Historic Overtown Folklife Village as both a consolidated land development, and of its individual components in the form of two typical building types, demonstrates that in common with the great majority of cultural facilities, the Historic Overtown Folklife Village will require some financial assistance to reach stabilized operations. Although it is assumed that the Black Archives operations will continue to be supported in part by contributions and grants, the establishment of the Historic Overtown Folklife Village will require capital assistance, in the form of grants and low- or no- interest subordinated loans. This is typical of redevelopment efforts; capital assistance is normally needed to "seed" economic activity with the objective of creating a critical mass that will be self - sustaining. Ultimately, the success of the Historic Overtown Folklife Village will be based on the synergy created by a variety of programs and uses concentrated within a small area and coordinated in marketing and operations. Phasing should be designed to leverage existing assets and neighborhood entities, with an emphasis on cultural and attractions programming within existing structures and on new, mixed - use construction. New construction is important because it can be accomplished in small increments, especially along Northwest 2nd Court, and because it is not complicated by the costly consequences of compliance with historic preservation guidelines. From the feasibility 35 perspective, the building types proposed for Northwest 2nd Court, as noted below, also make this the appropriate location for concentrated building efforts. It should be noted that the vacant lots on Northwest 2nd Court can be purchased under the criteria outlined below for less than $33,000. Two potentially interdependent development strategies for the Historic Overtown Folklife Village were examined to determine general feasibility and to identify the scale of initial capital assistance required. These are outlined within the accompanying pro forma analyses. It should be emphasized that the structures examined here represent just two approaches. A wide variety of financial structures are possible, therefore, these pro forma analyses should be viewed as a starting point for the Black Archives' organization of the overall enterprise. The analysis required the establishment of a number of working assumptions. However, because the ultimate financial structure will be dependent upon a number of funding, tax and risk issues internal to the Black Archives, the assumptions that follow may be subject to substantial alteration and appropriate tax and legal counsel should be consulted. Both of the strategies rely on development based on many, relatively small free- standing buildings, represented by the two prototypes examined as a part of this analysis. Because of the wide range of potential participants in the development - from purely commercial enterprises, to well- established non - profits, to new entrepreneurs from within the Overtown community - development in small increments of flexible -use prototype buildings allows a measured and adaptable approach to community- building, rather than the short-term approach usually adopted by the conventional developer /builder. Assemblage and acquisition of the entire site, accounting for transaction costs and some amount of sales price escalation, could be accomplished for significantly less than $1 million. As of the first quarter 1997, Dade County Tax Rolls showed a total assessed market value in blocks 26 and 35 of $612,000. Under the assumption that the real transaction -based value would be somewhat higher than the assessed value, land was assumed to trade at 33 percent higher than the assessed value, yielding a total cost of $816,000. When land already owned by the Black Archives and by various local government entities was removed from the total, the acquisition cost dropped to $407,000. 36 THE BLACK ARCHIVES AS COMMUNITY DEVELOPER The Black Archives develops the land, acquiring property, defining use according to the Master Plan, and reselling lots to other entities. Purchasers, who could be end -users such as other non- profits, commercial entities, consulates, and individual builder /investors, would then build according to the defined use. The advantage of this approach is that it consolidates a significant measure of control of the Village in the Black Archives. Two alternative pricing plans were analyzed: one aggressive and one more modest. Analysis of the two pricing plans indicates that, if most of the land must be purchased at market prices, the land development profit margins are quite low. Until the redevelopment has yielded tangible results, the value added by the central development - establishment of an unique community environment - will not translate into higher prices for building lots. Obtaining high prices for building lots is also not in keeping with the public purpose of the Black Archives' efforts to establish the Village. For those reasons, the land purchase and resale by the Black Archives should be considered a mechanism for control only, rather than an opportunity to generate revenue. This function is essential, since the objective of the community developer is to ensure that the Historic Overtown Folklife Village is established in keeping with the Black Archives' guiding vision. If desired, the Black Archives could retain overall operating control by maintaining central management and maintenance of the Village and the individual structures through a for - profit subsidiary. The development entity would be structured as a limited liability corporation, general partnership, or one of any number of appropriate business vehicles. Because there is no capital cost other than land acquisition, the IRR is high under both pricing plans: 94 percent in the aggressive (higher revenue model) and 41 percent in the modest (lower revenue model). Because the margins are low, however, the present value of the returns are also quite low, amounting to only $231,000 and $81,000 respectively. 37 Other than fees generated from the potential central management role, this strategy does not provide ongoing revenue to the Black Archives. If land can be acquired through grants or low - interest loans, however, this strategy could generate significant returns to Black Archives which would be wholly dependent upon the structure of the funding assistance. 38 LAND DEVELOPMENT PRO -FORMA The assumptions for the Development Pro Forma are as follows: • Raw Land Cost: Assessed market value of land - excepting land owned by various City and County agencies, by existing uses that will remain in place, by the Greater Bethel AME Church and by the Black Archives - multiplied by 1.33. • Absorption: Six years, one year of acquisition and marketing, five years of absorption. « Development Loan Interest Rate; Loan Commitment Fee; Loan Servicing Fee; and Loan Release Rate: Typical rates, which can vary significantly depending on the lender and the structure of the deal. « For -Sale Price Escalation: Based on current inflation rates, established at three percent per year through year four, then rising an additional one per cent per year beginning in year four (a conservative projection of additional increases in value engendered by the Traditional Neighborhood Development form). « Annual Cost Escalation: Based on current inflation rates, established at three percent per year. • Infrastructure Costs: Any required public infrastructure is assumed to be undertaken by public resources. • Soft Costs: Including legal, design, engineering, and other professional fees. (Zimmerman /Volk Associates estimate.) • Marketing Costs: Sales, marketing and advertising, exclusive of commissions. (Zimmerman /Volk Associates estimate.) • Sales Commission Costs: Five percent of sales revenues is a typical commission fee. 39 • Annual Management /Administrative Costs: Allocated share of salaries, benefits and general office costs; estimated by Zimmerman /Volk Associates and escalated annually by the same percentage as the annual cost escalation (three percent). • Average Lot Price (Higher Revenue Model): Estimate of highest lot pricing marketable. • Average Lot Price (Lower Revenue Model): Estimate of optimum lot pricing (without land subsidy) for highest potential marketability. Sources and Uses of Funds Total receipts include the number of lots sold in each year multiplied by the escalated lot prices of each building type. Total receipts over the development period will exceed $1.2 million under the Lower Revenue Model and over $1.5 million under the Higher Revenue Model. Total expenses include the following: • Land cost: Taken down in five years, 1997 cost of $407,000 divided by five and escalated annually. • Soft cost: Two - thirds of the total cost incurred in year one; the remaining third incurred in equal amounts over the duration of the development period. • Marketing cost: Twenty percent of the total cost incurred each year through year four; 12 percent incurred in year five; and eight percent incurred in the final year of the development period. • Development cost (General & Administrative): Administrative cost allocation of $50,000 in year one, escalated annually by three percent. • Sales Commission: Five percent of total sales in each year. • Average loan outstanding: Assumption of mid -year draw in year one. 40 THE BLACK ARCHIVES AS BUILDING DEVELOPER / INVESTOR Ongoing revenue for the Black Archives can be generated by the construction, investment and management of individual buildings within the Historic Overtown Folklife Village. The Black Archives - either independently or in one or a series of joint ventures, would purchase developed lots from the development entity, construct income, producing buildings on them, and manage these assets for its own portfolio. Although this analysis was limited to core mainstream commercial and residential uses, other uses, most notably lodging in small inns, should also be considered for the development. Once an area has a proven power of visitor attraction, small - scale lodging facilities can establish a capitalized value that is often equal to or even greater than that of office /retail buildings of the same size. Two prototype buildings were selected for analysis: a two -story porch -front building proposed for Northwest 9th Street, and a smaller, one - and -a- half -story shotgun building proposed for Northwest 2nd Court. The objective of the analysis was to define both general feasibility, and the scale and nature of financial shortfall required to be met. Both prototype buildings are residential in scale and flexible in use; they each represent the largest of the new buildings proposed for their respective locations, excepting the special buildings proposed for corner locations. For both of the prototypes, two mixes of uses were examined, with at least one financing variation. In both cases, the analysis assumed a ground -floor retail use, not only because retail uses generate the highest rents per square foots, but also because retail uses generate the most street vitality and potential for economic self - reinforcement. Retail has been most broadly defined, ranging from conventional stores and restaurants to cultural attractions. In one case the ground-floor retail is combined with offices on the second floor; in the other case the retail is combined with second -floor residential. As with most urban redevelopments, the initial cost /revenue relationship shows a fundamental imbalance. Some form of capital assistance is required. It has been assumed that construction costs, the largest expense component, are fixed, but that land cost and construction finance can be subsidized to some extent. 41 .Analysis, including one or more alternatives for capital subsidy, showed that the buildings will take from six to nine years to reach the point where capitalized income (even at the relatively low 10 percent capitalization rate) equals the original capital cost. For a variety of reasons, the Northwest 2nd Court buildings perform better than the larger prototypes. The main reason is the higher percentage of retail revenue generated by the one - and-a- half -story structures. The single -level structures - the majority of the buildings proposed for Northwest 2nd Court - will perform even better because they are entirely retail. It is for this :reason that, from the perspective of financial feasibility, the initial development of the Historic Overtown Folklife Village should be concentrated on Northwest 2nd Court. 42 PROTOTYPE BUILDING PRO -FORMA Northwest 9th Street Prototype Building This residential -scale building is a porch -front structure with two 1,600- square -foot floors designed to be very flexible and to accommodate a variety of uses. This prototype building - which is similar in scale to the Dorsey House - represents the largest of the proposed "typical" Northwest 9th Street structures; this excludes the special buildings such as the new corner building proposed for the northwest corner of Northwest 9th Street and Northwest 2nd Avenue, and existing structures, two of which are larger than 3,200 square feet. Northwest 9th Street Prototype Building Assumptions: • Lot price: Established at one -third higher than assessed land "market value" as of first quarter, 1997. Note: Land cost is not escalated. It is assumed that when Black Archives develops a building it will convey land at its average cost or below if possible. Lot price is a variable in the two financing variations for the Northwest 9th Street Prototype Building. In the non - subsidized approach, the lot price is $50,000; in the land cost and construction loan subsidized approach, the lot price is zero. • Total leasable square footage: 80 percent efficiency for each floor; 20 percent used for circulation and building mechanicals. • Annual rent per square foot - retail: Estimated at $13.00 per square foot (in 1997 dollars) and escalated four percent annually. • Annual rent per square foot - office: Estimated at $10.00 per square foot (in 1997 dollars) and escalated four percent annually. These are achievable rents for retail and office uses in high- quality, neighborhood -scale buildings. 43 • Annual rent per square foot - residential: Estimated at $6.75 per square foot (in 1997 dollars) and escalated four percent annually. For the average 640 - square -foot apartment in these buildings, this yields a monthly rent of $360. Northwest 2nd Court Prototype Building This smaller, residential -scale building is a one- and -a- half -story "camelback," related to the shotgun houses that once formed a major part of the residential fabric in Overtown. It is the largest of the several shotgun variations shown lining Northwest 2nd Court. The ground floor is 750 square feet, not including the porch. The second floor is 300 square feet. Northwest 2nd Court Prototype Building Assumptions: • Lot price: Established relative to the lot value of the Northwest 9th Street Prototype, but not in a direct size /price ratio, i.e. smaller lots carry a higher cost per square foot. As previously noted, land cost is not escalated. Lot price is a variable in the three financing variations for the Northwest 2nd Court Prototype Building. In the non - subsidized approach, the lot price is $20,000; in the land cost pass - through alternative, the lot price is $3,348; in the land cost and construction loan subsidized approach, the lot price is zero. • Leasable square footage - first floor: 92 percent efficiency, losing only 60 square feet for stairway access to second floor. • Leasable square footage - second floor: 100 percent efficiency. • Annual rent per square foot - retail: Estimated at $10.50 per square foot (in 1997 dollars) and escalated four percent annually. • Annual rent per square foot - office: Estimated at $8.00 per square foot (in 1997 dollars) and escalated four percent annually. 44 ▪ Construction loan interest rate; vacancy rate; management fees; permanent mortgage interest rate; equity requirement: Based on typical rates and spreads. • Rental operation costs during lease -up: equal to 30 percent of gross revenue in first stabilized year. « Rental operation costs (stabilized): equal to 30 percent of current year's gross revenue. « Capitalization rate: 10 percent rate assumes some risk - sharing with lender. 46 IMPLEMENTATION OUTLINE AND ACTION PLAN The following tasks can be considered first steps to follow this Master Plan, to detail out the Master Plan for the Historic Overtown Folklife Village to enable participants and the coordination of financing. • Identify and coordinate with compatible, like - minded institutions, identifying all entities that would have an interest in establishing a presence within the Historic Overtown Folklife Village • Establish ultimate space requirements for all programs to be included in the Historic Overtown Folklife Village - Determine aggregate physical needs (all interested entities, plus the proposed Black Archives program) - Determine parking needs: initial, interim and ultimate - Determine how programs could share space and / or parking, both initially and at build -out • Distribute the optimum physical program within the Master Plan - Determine the minimum initial and ultimate central building requirements each program entity - Establish phasing plan of both programs and buildings - Design for historic and cultural relevance - Locate each entity as it initiates and for its final needs • Project the cash -flow potential of the contemplated programs - Determine if synergy among programs of various entities (other than the Archives) could increase total audience - Determine if synergy could decrease operating costs per event /program - Determine if synergy could increase gross revenues of Black 47 • Determine funding potential - Grant sources for acquisition, development and construction - Subsidy sources for programming, if required • Determine quality control options for Historic Overtown Folklife Village - Control of programming * Governing body with membership * Unified ownership Control of physical characteristics, both neighborhood and individual structure * Black Archives as master developer * Overlay district within code * Design regulations otherwise commonly agreed upon • Build programs first, buildings later - Start with programs that have low or no capital costs - Use existing spaces for programming: e.g., church meeting halls, Lyric Theater Build on existing programs: e.g. - gospel music performances in church Develop high- impact programs that will draw national / international audiences • Set achievable construction program - Use small increments of construction and financing - Spread the cost /risk among many entities • Establish coordinated marketing High- impact programs High - impact historical and cultural design High - impact ancillary activities: e.g.: housing for needy black celebrities such as Althea Gibson 48 SUMMARY The foregoing analysis demonstrates, then, that regardless of development structure of the Historic Overtown Folklife Village, the Black Archives will require some capital assistance to bring the village to stabilize operations. Financial assistance is almost always needed in order to iumpstart redevelopment efforts of this type. However, the Historic Overtown Folldife Village should achieve general economic sustainability once completed. As noted above, its success will be derived from the synergistic relationship of the concentrated programs and uses established within a carefully designed adaptation of an historic neighborhood and its rich cultural heritage. 49 INTRODUCTION THE HISTORIC OVERTOWN FOLKLIFE VILLAGE ANALYSIS OF DADE COUNTY'S TOURIST DATA Tools for Change The Historic Overtown Folidife Village is a two -block area adjacent to Downtown Miami. It is a destination which will provide entertainment and cultural events for tourist and residents throughout the year. The Village is an entertainment /cultural district being developed to nurture and celebrate the literary, visual, performing arts and entrepreneurial spirit of the community's Black Heritage. It will provide an area where students and professionals live, produce exhibits and perform in a creative and sustainable environment. The Village is located between Northwest Second and Third avenues and Northeast Ninth and Tenth streets. This section of the proposal which is an evaluation of the Dade County tourist data is intended to project the economic impact of tourism on the success of The Village . In a separate section, we will examine the potential of the local residents and commercial activities to influence the success of The Village . 50 OVERVIEW It is envisioned that The Village will be a regional tourist attraction that will provide the jobs for the restoration, reconstruction, maintenance and management of sites of historical significance, for student housing and re- establishing commercial enterprises. Thematically, The Village focuses on the legacy of Miami's Overtown neighborhood, which has strong ties to the Black cultural heritage and traditions of South Florida, the Bahamas, the Caribbean and the Harlem Renaissance. Activities will include a crafts market for local and imported goods; outdoor prepared food markets; a museum highlighting South Florida's Black Heritage; walking tours of historic sites in the area; an exhibition center and art gallery with dance, music and art studios and office space for arts- related organizations; restaurants and night club; housing for students, artist and artisans involved in creating Black and Caribbean themes; annual festivals concentrating on local and imported crafts, ware, food and music. This entertainment cultural district will have significant night as well as daytime activities. An analysis of Dade County's tourist data was considered a prerequisite to establishing the potential tourist /visitor attendance at The Village In this regard, three (3) different studies of tourist data provided the resources for the analysis. They are: 1. Greater Miami's Convention & Visitors Bureau 1996 Visitor Profile All Visitors). 2. Greater Miami's Convention & Visitors Bureau 1996 Visitor Profile (Black Visitors). 3. Profile of Travelers who participate in Historic and Cultural Activities. (Results from the Travel Scope Survey performed for the Travel Industry Association of America). 51 KEY ELEMENTS OF VISITOR PROFILE Historical /Cultural Visitors: 5% of U.S. adults take a trip specially to a historic place (10 million) 6% of U.S. adults take a trip specifically to cultural events (12.3 million) 33% of U.S. adults include Historic /Cultural activities in their travel 44% of Historic travelers visited a historic place as the secondary reason for their trip. 34% of Cultural Travelers listed a cultural event as the secondary reason for their trip. Profile of Historical & Cultural visitors: older (48 years); 32% + 55 years more likely retired (market through AARP) post graduate education college education (54 %) no children in household take longer trips (4/5 nights) spend more money per trip ($1,000 on average) stay in hotels (as opposed to private homes) travel in couples or groups twice as likely to take tours travel more likely (April through July) travel less likely (November through March) Reasons for Historic /Cultural Trip personal enjoyment (67 %) educational (personal - 21%) educational (children - 13 %) Primary Purpose of Trip pleasure enjoyment (67 %) visit friends /relative (34 %) business (21%) 52 All Visitors 16% of business travelers include a historic /cultural visit in their trip 5% of convention /seminar participants go to historical /cultural locations / events 73% of pleasure trips include a historic /cultural visit 8% of trips for personal reasons involved a historic trip 38% of visits to friends /relatives involve a historic trip Greater Miami Convention & Visitors Bureau 1996 Visitor Profile (All Visitors) The following data, specific to Miami, will be plotted against statistics for all cultural /historic visitors. By so doing, a projection of the potential number of visitors to the Historic Overtown Folklife Village can be developed. 9.6 million domestic visitors (overnight) 34% domestic visits for business /convention 30% domestic visits for vacation /pleasure 17% domestic visits to friends /relatives 10% international visits to friends /relatives 47% of overnight visitors are domestic (53% international) 26% stayed with friends /relatives average daily expenditure ($415.00) - +35 years old (87 %) - +45 years old (53 %) lodging (33 %) meals (26 %) transport (10 %) entertainment (13 %) shopping (18 %) 53 Greater Miami Convention & Visitors Bureau 1996 Visitor Profile (Black Visitors) l'urpose of Visit: Domestic International Vacation /Pleasure 54.3% 26% Business 30% 33% Visit Friends /Relatives 11% 18% Cruise 15% Greater Miami Convention & Visitors Bureau 1996 Visitor Profile (Black Visitors) Domestic Type of Lodging: Hotel 58% Friends /Relatives 40% 68% 30% Average Family Income: $58,000.00 $60,000.00 Length of Stay (Nights) 5.3 5.0 Daily Expense : $100.00 $155,00 (Average per individual) Number of Visitors 1,084,700 701,610 Entertainment Expenses: $18.00 $39.00 Shopping Expenses $49.00 $61.00 International 54 SUMMARY OF VISITOR PROFILE Historical / Cultural Visitors Possible outcomes - tourists visits to The Village - range from a high of 4.8 million visits, to a low of 1.4 million annually. These projected attendance numbers relate specifically to tourists visits, and do not include locals who may choose to visit The Village. On the high side, the projection is developed from the fact that of the 9.6 million visitors to Miami in 1996, 34 percent (3.3 million) visit for business /conventions. Of that number, 16 percent (0 5 million) include a historic /cultural visit in their trip. Add to this the 30 percent (2.9 million) of domestic visits for vacation /pleasure, of which 73 percent (2.1 million) on pleasure trips include a historic /cultural visit. Then, of the 17 percent (1.6 million) domestic visitors on vacation, 8 percent (0.1 million) involve a historic /cultural visit. International visitors to friends and relatives comprises 10 percent (1 0 million) of the total visits, and 38 percent (0 4 million) of those visitors generally visit a cultural /historic site or event. A development of the potential lowest attendance to The Village assumes that all tourists who visit The Village will have taken their trip specifically for that purpose. The 1996 statistics reflect that only five percent (0.5 million) of all visitors would have made a trip specifically to visit The Village. Black Visitors If we assume that primarily Blacks will visit The Village, the attendance numbers will, of course, be significantly reduced from those projected above. Black only attendance will range from a high of 0.8 million to 0.1 million. The 1996 profile of Black visitors show that 1.1 million were domestic and 0.7 million were international. Of the domestic visitors 30 percent (0.3 million) came on business. Given that 16 percent of business travelers include a historic /cultural visit in their trip, then it can be projected that approximately 52,000 Black business travelers will visit The Village. The 54.3 percent (0.6 million) of Black visitors to Miami who are here for vacation /pleasure will translate into 55 approximately 430,000 visits to The Village, as the records show that roughly 73 percent of pleasure trips include a historic /cultural visit. While of the 11 percent (120,000), who visit friends /relatives, 38 percent (45,000) include a historic /cultural trip. International visits by Blacks for vacation /pleasure at 26 percent (182,000), should translate into approximately 133,000 visits to The Village, given that 73 percent of vacation /pleasure trips include a historical /cultural visit. Whereas, the 33 percent (232,000) of Black International visitors who are on business trips will potentially translate to 37,000 visits to The Village, which is 16 percent of the business visits. Visits to friends /relatives which comprises 18 percent (126,000) of the total of Black International visitors to Miami, will result in approximately 48,000 visits to The Village. If we assume that Black domestic visits to The Village will originate as a direct result of a desire to share the experience, then the expected attendance should approximate 54,000, as only five percent of U.S. adults take a trip specifically to visit a historic /cultural place /event. International :Black visitors who may have visited for a specific historic /cultural occasion were not measured. Ef we assume that one percent of these visits were for such a purpose, then we can project that approximately 7,000 International Black visitors will come to The Village. The assumption that Blacks from foreign countries will take a trip specifically to visit The Village is buffered by the fact that the concept of The Village is intended to encompass the cultures of not only the American South, but the Caribbean, Central and South America, as well as Africa. Revenues All visitors, Black visitors and International visitors expend approximately 13 percent ($54.00); ($18.00) and ($39.00) respectively of their daily expenditures on entertainment. If we assume that on any given day they visit The Village 50 percent of their entertainment dollars will be spent at The Village, then the annual impact of these visits could range from a high of $84 million for all visitors to a low of $538,000 by Black visitors for activities at The Village. This would not include the economic impact of lodging, meals, transportation and shopping on the entire Dade County community. 56 The statistics on visitors to Miami in 1996 did not analyze what percent were repeat visits. This is significant in determining the revenue potential of The Village, because without a sustained program offering entertainment variety each year, repeat visitors to Miami will be less likely to attend The Village's program a second or third time. Summary A fully integrated, well organized and managed Historic Overtown Folklife Village can be quite successful, if the tourist /visitor profile of Dade County translates in the same experience relationship to the number of visits, to The Village. Even if visits to The Village do not reach the level of attendance of the statistics for all visitors, and is limited to attendance by travelers who participate in Historic /Cultural activities, The Village will still be quite successful. The challenge is to establish The Village in such a manner that it would enjoy benefits and exposure to the tourist dollar that mirrors other major tourist attractions in the community. It will be necessary to interject further refinement of these statistics to reflect the realities of the marketplace to achieve a more definitive revenue picture for The Village. For example, while age characteristics favor the age group that would most likely visit the village (The main age of overnight visitors to Miami in 1996 was 45.53 years), other factors such as visitor perception, entertainment programs and quality of exhibits will influence the village's success. The following is a matrix presentation of the potential attendance and revenue projection for tourists visits to The Village. 57 PROJECTED ANNUALVISITOR /TOURIST REVENUES All Visitors Domestic Intl. Black Visitors Domestic Intl. 1996 Annual Visits 4.5 5.1 1.1 Million 0.7 Business /Convention 1.5 (34 %) 0.8 (15 %) 0.3 (30 %) 0.2 (33 %) Vacation /Pleasure 1.4 (30 %) 3.8 (72 %) 0.6 (54 %) 0.2 (26 %) Friends /Relatives 0.8 (17 %) 0.5 (10 %) 0.1 (11 %) 0.1 (18 %) Cruise /Special Event 0.8 (18 %) 0.1 (2 %) 0 0.1 (15 %) Historical / Cultural (As Secondary) Business /Convention (16 %) 0.2 0.1 0.05 0.03 Vacation /Pleasure (73 %) 1.0 2.8 0.44 0.15 Friends /Relatives (38 %) 0.3 0.2 0.04 0.04 Total Historical / Cultural 1.5 3.1 0.53 0.22 (As Secondary) Daily Entertainment Expenditure $53.46 $66.26 $18.00 $39.00 Assume 50% at The Village $26.73 $33.13 $ 9.00 $19.50 Total Projected Expenditure $40.1 $102.7 $ 4.8 $4.3 ($000,000) 58 PROJECTED ANNUAL VISITOR /TOURIST REVENUES: 2 All Visitors Black Visitors Domestic Int'l Domestic Int'1 Historical / Cultural (As Primary) Total Visitors 4.5 5.1 1.1 Million 0.7 Specific To Historic /Cultural) 0.22 0.23 0.06 0.04 (5 %) Assume 5% of Daily Entertainment Expenditure at The Village $26.73 $33.13 $ 9.00 $19.50 Total Projected Expenditure $5.9 $7.6 $0.5 $0.9 ($000,000) 59 LEGAL STRUCTURE THE HISTORIC OVERTOWN FOLKLIFE VILLAGE LEGAL / ORGANIZATIONAL STRUCTURE The legal structure for The Historic Overtown Folklife Village, is a 501(c) (3). This form of incorporation is recommended because of the proposed nature and purpose of establishing The Village. Essentially, a 501(c) (3) organization is a not - for -profit corporation, that under the Internal Revenue Code, is exempt from federal income taxation. The general requirement for all 501(c) (3) organizations are that no personal benefit (profit in the nature of dividends) may inure to private individuals, members or officers, and that they must not engage in prohibited lobbying activities. Two of the more significant advantages of exemption from federal income tax are as follows: 1. Tax exemption may shield some income from tax. This will be particularly beneficial to certain income which is earned from proposed activities of The Village which are determined to be "unrelated" to the performance of its "exempt purposes." 2. Tax exemption encourages contributions from other than government sources. Efforts to raise funds through supplemental sources such as private grants and contributions, are enhanced by the ability of the grantee /contributor to deduct the value of their gift when computing their tax liabilities. 60 C)RGANIZATION STRUCTURE It is recommended that governance of the organization's activities be conducted through a Board of Directors. Whereas, control of the day -to -day operations of The Village should be accomplished through an Executive Director, appointed by the Board. Given the intent to acquire, own, develop and manage properties within The Village, it is proposed that a property manager be a permanent full-time position on the management staff. Ideally, the Board would be comprised of members of the Overtown community; Community leaders; pioneer family members; private and public sector individuals who can bring substantial support to the activities of The Village. The scope of activities contemplated for establishing The Village will require the establishing of individual committees from among the Board members to undertake such diverse challenges as contracting with a development entity, grant writers, orchestrating the acquisition of property and promotion of The Village, to name a few major tasks. 61 ISSUES In order to accelerate the activities in realization of The Village, the following should be initiated: 1. Filing for incorporation of The Village (Tools For Change); 2. Formation of the Board of Directors. This body must include disciplines necessary to carry out such activities as identifying and recruiting consultants for: i Grant writing ii Project development in Promotion, etc. 3. The cost of acquiring the land and properties proposed for The Village may be beyond the financial ability of the corporation. In this regard, it is suggested that some effort should be made to have a Master Plan accepted by the City of Miami, in which land use within The Village will be consistent with the Historic District; and 4. Application for inclusion of Southeast Overtown within the DDA boundaries. 62 FUNDING STRATEGIES The funding of activities to support establishment of The Village is by far the most formidable challenge that will be encountered by the Board. In this regard, it is proposed that the Board contract Tools For Change to accomplish this objective. Tools For Change has joint ventured with Metro -Dade Housing to form the South Florida Development Consortium, Inc. This group chaired by Garth Reeves, includes Shalley Jones, Director Miami -Dade Partnership Office; Peter Bernal, Physicians Corporation of America; Diana Gonzalez, DMG Consulting; Dr. Roy Phillips, President of Miami Dade Community College -- Homestead Campus and Hosea Butler. The consortium, a 501(c)(3) corporation was formed with the express purpose to access funding for development of properties within inner -city neighborhoods. The organization's focus would be to obtain financing from such sources as Fannie Mae's American Fund. The resources available within this group to access both public and private funding sources will undoubtedly be of enormous value to the Board. 63 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE MARKETING STRATEGY B. Mumford & Company The Historic Overtown Folklife Village Marketing Strategy presents an approach to creating and promoting a self - identified image and communication plan for a reconstructed piece of Overtown. The basic premise of the plan is to build up an image from the foundation of the existing surrounding infrastructure of neighborhood commerce and community organizational structure. Downtown trade and tourism industries such as the Greater Miami Chamber of Commerce, Greater Miami Convention and Visitors Bureau and Downtown Development Authority will cross roles with the community to create the renewed culture and environment conducive for intermediate and long range success and recognition for the Village. The major stakeholders who are adjacent to the Village maintain very favorable attitudes, opinions and support for the historic development. These stakeholders include some 25 family owned and mom - and -pop groceries which have been established for as long as 55 years. They take great pride in serving their community, and carry such items as fresh vegetables and fish, freshly cut meats, a deli and regular grocery products. There are approximately five beauty salon /barber shops in the Village vicinity, six automotives, two laundries, six restaurants, six manufacturers, a dozen services ranging from flowers and healthcare to radio and television repair, ten religious institutions, six day care centers, five community organizations, seven parks, six schools, sixteen service providers and community development corporations, and five community development corporations and housing development. The general consensus from a survey of these organizations is one of a cooperative and supportive spirit for the Village. With this base support generating from those who live, work and recreate in the Village area, the marketing challenge becomes initially an Image Initiative. The Marketing goal is to provide an historical and cultural reason for being a part of, hosting events and utilizing sites in the Village particularly the Lyric Theater, Mt. Zion Baptist Church and Greater Bethel A.M.E. Church. 64 The Marketing objectives are to establish and expand consumer top of mind awareness and interest in the Village to ensure usage and attendance growth, further expansion of visitor base, and enhancement of Village's image. The target audience represents all segments of the adult and youth populations to include tourists and residents primarily within Dade County and secondarily within the Broward County area, out -of -state tourists, and travel trade industry. Discussions with some 20 respondents ranging from local community development corporations and the Downtown Development Authority to governmental and convention bureau officials acknowledge span the Black Archives from little known to well - known. Even when well known by name recognition, the mission, goals and accomplishments of the Black Archives still has yet to be fully appreciated. ] exploring opportunities to network and establish permanent linkages with the Black Archives and its Historic Overtown Folklife Village were the agencies with whom the Archives most desire to develop relationships, specifically the Downtown Development Authority, Metro -Dade Transit Agency, the Greater Miami Convention and Visitors Bureau and City of Miami Planning Department. 65 IMAGE PLAN The initial challenge is to enhance the visual image of the Village through its logo, theme, stationery design and fact sheet /brochure which will be attractive to elected officials, developers, foundations and funding sources. This fact sheet /brochure should capture the essence of the Village location's amenities and proximity to downtown Miami, Port of Miami and market the restaurant, entertainment and cultural hub. In addition, the renewed and enhanced image should epitomize to those- reading- about -it the essence of what is yet to come, not necessarily the reality of what exists today. The positives such as the Lyric Theater, and historic Mt. Zion Baptist and Greater Bethel A.M.E. Churches will remain highly recognizable and visible in all literature. A historic designation marker - marquis should be a desired marketing instrument on -site on the east side, N.W. 2nd Avenue and 8th Street of the Village. This will bring immediate attention and credibility to the Village's locale. A Kiosk which can be utilized for sale of light refreshments, gifts, novelties and Bahamian /Caribbean items would have an appeal for tour operators to include the Village as part of their Greater Miami sightseeing tour. The portrayal of the Village area as a link to Downtown Miami and as a wholesome community with active businesses and people activity can serve as a plus for the promotion of the Village for the short and long term. 66 STRATEGY PLAN • Position the Village as not only a historic site, but a "must see" for Greater Miami. • Target tourists and Miami residents alike. • Monitor all general marketing of Greater Miami Convention and Visitors Bureau to ensure inclusion of The Black Archives and the Historic Overtown Folklife Village in tourism and destination publications. The Archives is currently listed in the following Bureau publications: A Visitors Guide (brochure); Greater Miami & the Beaches Miami; 1997/98 Meeting Planner; Greater Miami & The Beaches Miami, Perfectly Seasoned, 1997 Travel Planner; and The 1997 Visitors Guide (book). The Archives is also scheduled for discussion in the Bureau's Multi- Cultural Guide which will be released October of 1997. • Routinely, provide updated information to commerce, tourism, historical related industries, and governments on the Village, prompting it as an attraction, cultural and historical site. • Establish an information system by identifying the desired information on and about the Village community and identify the agencies and entities to whom this information should be provided on a regular basis. • Enhance the planning and itinerary of meeting planners and travel agents booking events, excursions and conferences to Greater Miami by providing mailings directly especially to the African- American market and Black Meeting Planners organization. • Encourage local tour operators to include the Village as a historical site on its tour of Downtown Miami and Greater Miami. • Become an integral part of the Convention Bureau's planning and public information, touting the Archives and Village as a marketing partner. 67 House. • Promote a greater utilization of the two historic churches for community events. • Promote the welcome center and a full- fledged museum to be co- located in the Dorsey 68 ENTERTAINMENT STRATEGIES • Capitalize on minority conventioneers and business travelers by promoting cultural and entertainment activities and educational events and conferences. • Establish a year -round Schedule of Events for the Village area which may include special musical concerts such as "Jazz in the Afternoon," gospel music performances in the churches, non - ecumenical services to draw all people, family reunions, and other gatherings. • Encourage organizations, chamber of commerce, convention bureau and development associations to hold one of their monthly meetings during the year at a Village historic site. • Host an annual retreat in the Village with civic, business, tourism and professional groups. Experience the "Folklife Village ". • See a "great Village ". • Promote the experience of wandering through a " Folklife Village" and sampling life as it was then. • Promote a visit to the Village as an enjoyable and impressive past -time suggestion for out -of -town guests. • Establish the Lyric Theater as an entertainment hub for yesterday and today. 69 COMMUNICATION PLAN Because the Village is little known or understood by Dade County residents, the intent of this public information program is to educate and inform the general public audiences such as opinion leaders, residents, school children and media about the village. The central message will be one of education. • Editorial support. The Archives could hold a series of meetings with the editorial leaders of key newspapers and televisions to gain support for the Village. • Broadcast Interviews. Appearances by appointed representatives of the Archives /Village on talk shows to promote the Village. • Public Access TV. Information dissemination through governmental channels including City of Miami, Metro -Dade and Dade County Public Schools. • Public Workshops or Meetings. Workshops and meetings can be held to explain program goals and objectives and to provide a forum for curious audiences. • Information and Hotline Telephone Number. The Archives should identify a public information phone number and develop a written procedure to document and direct calls. • Radio Talk Show Appearances. Appearances on local radio talk shows are a good outlet for people who want to know. • PSA Writing. Public Service Announcements can be distributed to local TV and radio stations. • Regular Columns in the Weekly newspapers. 70 • News Articles. Reporters of the press can be provided opportunities to generate positive publicity. • Newsletters. Brief news items in historical and tourist publications could gamer positive publicity for the Village. • Promotions. Concentrate on reaching and involving Dade residents with an incentive to take part in this history and stimulate repeat visitation by holding events at Village sites. 71 LIST OF DRAWINGS • Regional / Context Plan « Historical / Cultural Context Plan « 1945 Existing Conditions Plan « Zoning and Building Plan and Information • Ownership Plan and Information « Interim Landscape Plan • Master Plan • Urban Design Requirements • Street Sections • Perspective Drawings ▪ Building Key Plan • Parking Diagram • Architectural Regulations THE HISTORIC OVERTOWN FOLKLIFE VILLAGE APPENDIX A, CHARRETTE DRAWINGS r • • _ HOMEST THE EVERGLADES f I, • -4- FLORIDA r —J tr r r - • , • _ Ji A — ) II re l a C 1 Aitto - : - — .; Tannium ".„1: I .• . '', \ li / ' Metrozoo : 4 l --■ ) CUTLER RIDGEA II, ‘,...„. X s 1 74 i 4 1 ---------F— I i i I I ',....-■••■ •••• ■• 4 ''....... .1—__---- I Tzi d------ ■ r ,_ — THE HISTORIC OVERTOWN FOLKLIFE VILLAGE 1 REGIONAL / CONTEXT PLAN N, iam itxteniat r. r " Fo4 • 4itti jrZgia'r MLMJ tl ) ,COONLIT GROVE • , . 11 4'I AMI BEACH Y BISCAYNE © 1997 Duany Plater Zybcrk & Company 41 Bayfront Park =-- ________ 1 — ■ -- ::,...3315caYn. P.",‘ 1.......l . • . •- I ), / a1 il / i -City' .cemitery. \ =--T__,1-___r_j17-:-7,1 Li_,_ iL'aziLli--11 i \\ ' \ I Si F ::: c ii , --J _J i _i l i l I er O i I 7 r lr 1 1 \ \ ' '‘----1i j : i :7/ FiLirki .- Pr i L_ tali 4 pi , :1"P" \ WC;•4 „ In iii[3 F 7 _ zD OIL . — - Henry Pa 4 L L_ - L THE HISTORIC OVERTOWN FOLKLIFE VILLAGE HISTORICAL / CULTURAL CONTEXT PLAN LI L_Jft i 1 (7/ ) ) t.t . ... t 1 women., T 3 [Omni 1 F I Intemauon L ..New World. enter • ". - 1 I ) LEikentennal 71 Park ;'' _J . . . 1997 Duany Plater Zyberk & Lompany r 1. IL STA ( r st I N.W. 9T, ST. (3, St) 14.W.STY ST. (crw N.W 10T, ST - N 41 Si ST 1.1” STY - Th. - N W.10 • . al .. MIR 5 k1.11 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE 1945 EXISTING CONDITIONS PLAN © 1997 Dually Plater Zybcrk & Company ZeAg TREE T B5 I Y/l S T R E E T z s u ■ I B1 APARTMENT BUILDING B2 APARTMENT BUILDING 83 GREATER BETHEL A M.E. CHURCH 84 LONGSHOREMEN'S ASSOCIATION B5 PRINCE SUPERMARKET B6 LYRIC THEATER B7 APARTMENT BUILDING 88 DORSEY HOUSE B9 COLA NIP B10 CLYDE'S POOL ROOM B11 APARTMENT BUILDING B12 WARD ROOMING HOUSE B13 APARTMENT BUILDING B14 MASONIC TEMPLE 815 MT ZION BAPTIST CHURCH B16 APARTMENT BUILDING B17 JACKSON SOUL FOOD P C -1 RESTRICTED COMMERCIAL R -4 MUTLI- FAMILY HIGH DENSITY RESIDENTIAL PR PARKS & RECREATION SD -16 SPECIAL DISTRICT GP GOVERNMENT / INSTITUTION 0 R A 1 1 B U I L D I N G L E G E N D THE HISTORIC OVERTOWN FOLKLIFE VILLAGE EXISTING ZONING & BUILDING PLAN N t h Z O N I N G C L A S S I F I C A T I O N 5D— , 6 7 1 6 M A L L 818 COMMERCIAL BUILDING B19 APARTMENT BUILDING 820 APARTMENT BUILDING 821 COMMERCIAL BUILDING 822 APARTMENT /COMMERCIAL BLDG. 823 APARTMENT/ COMMERCIAL BLDG. B24 APARTMENT BUILDING B25 APARTMENT BUILDING 826 APARTMENT BUILDING 827 HOUSE 828 APARTMENT BUILDING 829 11TH STREET MARKET B30 COMMERCIAL & MARKET BLDG 831 LAWYER'S OFFICE 832 APARTMENT BUILDING B33 APARTMENT BUILDING 834 APARTMENT BUILDING 1 til N . W . 7 1 6 1 1 t h S T R E E T PARKING LOT' 5a —a 6 N . W . 9 t h M ALL PAR \ING LOT PARKINd LOT SD-'16i.2 B35 APARTMENT BUILDING B36 APARTMENT BUILDING 837 APARTMENT BUILDING 838 SERVICE BUILDING 839 APARTMENT BUILDING 840 PONCIANA VILLAGE CONDOS B41 PONCIANA VILLAGE CONDOS 842 PONCIANA VILLAGE CONDOS 843 APARTMENT BUILDING B44 APARTMENT BUILDING B45 PEOPLE'S BBQ RESTAURANT 846 2 APARTMENT BUILDINGS 847 APARTMENT BUILDING 848 APARTMENT BUILDING 849 FAMILY TREE DELI B50 HOUSE OF GOD NAZARENE CHURCH B51 COMMERCIAL & RESTAURANT BLDG D z w 3 z n LJ L 1 0 l h S T REE E T _4 N - W 9 t h S T R E E T yin _, N . W 9 1 8 M A L L L4 lM E T R O R P i L 1 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE N . W 8 t h S T R E E T farf -Q 6 N W 7 t h M A L L z EXISTING ZONING PLAN PAOKINd LOT SD 4-16.2 NW 7 ( 8 1 1 ( 8 S T R E E T 5 T3E E T © 1997 Duany Plater Zybcrk & Company 3 ZONING CLASSIFICATIONS C - 1 RESTRICTED COMMERCIAL R - 4 MULTI - FAMILY HIGH DENSITY RESIDENTIAL PR PARKS & RECREATION SD - 16 SPECIAL DISTRICT G/1 GOVERNMENT / INSTITUTION BUILDING LEGEND B1 APARTMENT BUILDING B2 APARTMENT BUILDING B3 GREATER BETHEL A.M.E. CHURCH B4 LONGSHOREMEN'S ASSOCIATION B5 PRINCE SUPERMARKET B6 LYRIC THEATER B7 APARTMENT BUILDING B8 DORSEY HOUSE B9 COLA NIP B10 CLYDE'S POOL ROOM B11 APARTMENT BUILDING B 12 WARD ROOMING HOUSE B13 APARTMENT BUILDING B14 MASONIC TEMPLE B15 MT. ZION BAPTIST CHURCH B16 APARTMENT BUILDING B I7 JACKSON SOUL FOOD B18 COMMERCIAL BUILDING B19 APARTMENT BUILDING B20 APARTMENT BUILDING B21 COMMERCIAL BUILDING B22 APARTMENT / COMMERCIAL BLDG. B23 APARTMENT / COMMERCIAL BLDG. B24 APARTMENT BUILDING B25 APARTMENT BUILDING B26 APARTMENT BUILDING B27 HOUSE B28 APARTMENT BUILDING B29 11TH STREET MARKET B30 COMMERCIAL & MARKET BLDG. B31 LAWYER'S OFFICE B32 APARTMENT BUILDING B33 APARTMENT BUILDING B34 APARTMENT BUILDING B35 APARTMENT BUILDING B36 APARTMENT BUILDING B37 APARTMENT BUILDING B38 SERVICE BUILDING B39 APARTMENT BUILDING B40 PONCIANA VILLAGE CONDOS B4I PONCIANA VILLAGE CONDOS B42 PONCIANA VILLAGE CONDOS B43 APARTMENT BUILDING B44 APARTMENT BUILDING B45 PEOPLE'S BBQ RESTAURANT B46 2 APARTMENT BUILDINGS B47 APARTMENT BUILDING B48 APARTMENT BUILDING B49 FAMILY TREE DELI B50 HOUSE OF GOD NAZARENE CHURCH B51 COMMERCIAL & RESTAURANT BLDG. THE HISTORIC OVERTOWN FOLKLIFE VILLAGE EXISTING BUILDING INFORMATION © 1997 Duany Plater Zybcrk & Company (14 15 16 17 18 19 20 BLOCK 26 LOTS 1, 13& 9 PARTIAL 2. 7 & 10 PARTIAL 2, '7 & 10 3 -6 12 & 13 15 - 18 & 23 19 20 & 21 22 24 25, 32 & PARTIAL 33 26 27 - 30 & 36 31 34 & 39 35 & 38 37 PARTIAL 33 40. 41 & 48 42 & 43 43 & 46 44 N. 45 24 1/ �_J I J1 18P 19; 20 I NFORMA11ON CITY OF MIAMI 03/01/90 - 88,058 REBA E. DANER 10/01/77 - 861,436 PARKLAND HOLDING CO 04/01/88 - 12,5118 BARBARA GERVER 02/01/88 - 16,000 CLYDE KILLERS 12/09/96 - 883,095 REBA E. DANER 03/01/90 - 12,511 ROSIN MCPHAUL 07/01/92 - 82,511 DORRIT GINSBERG 11/01/96 - 812.868 W N AL 100 INC. FL CORP. 04/01/90 - 819,388 MIAMI EQUITIES INC & DECOTH 06/01/95 - 824,399 R081N MCPHAUL 01/01/90 - 14,543 FLA COASTLINE CANAL CO. XX /XX /XX- SXXX NEW PROVIDENCE LODGE #365 XX /XX /XX- 180.634 PHILADELPHIA FLORIDA CORP 06/01/90 - 82.511 WILLIAM SAWYER JR. 06/01/82 - 13,605 S.E. OVER TOWN PARK W C R 01/01/96 - 812,554 ROBIN MCPHAUL 02/01/88 - 16,000 S.E OVERTOWN PARK W C R 01/01/96 - 15,022 CHURCH OF DIVINE MISSION INC. 012/01/82 - 881,695 W1WAM HUTCHINSON JR 04/01/77 - 115.022 HENRY N ALEURY & ETALS 07/01/77 - 823,703 S.E OVERTOWN PARK W C R 01/01/96 - 85 524 4 5 4'1 i 1' 112! 13 N . W 3 6 11 14 19 -43 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE OWNERSHIP PLAN & INFORMATION I ---- T_ -i.._ . _. I 1 [--L✓ 29 .30 31 32 . r � 36 x'35 �34 '33 n5 37 38a_ 39 44 43 4 41 : 16 17 18 1920 45 1 :4 -- 471:48 1 0 t h S T R E E T ■ 26 N 3 - 39 4 I z + 4 - . W . 9 t h S T R E N . W . 8 t h S T R E E T B L O C K , L O T & O W N E R S H I P BLOCK 35 LOTS INFORMA110N PARTIAL 1 2 3 4& 13 - 17 5 & 6 10 12 18 12 19, 20 & PARTIAL 1 > 2 23 26 31 1 8 9 17 1 40 41 48 LL - I N F O R M A T I O N THOMAS R POST 08/01/83 - 826,750 BURROWS ENTERPRISES INC. 01/01/82 - 857,235 MIAMI EOUI TIES INC. 06/01/95 - 837,500 GREATER BETHEL AME CHURCH XX/XX /XX - 81,100,664 CITY OF MIAMI 03/01/90- 875.000 BLACK ARCHIVES HIST & RE. 06/01/90- 895,784 SALMON RIVER TERMINAL CORP. 12/01/95 - 873,234 W, J JENNINGS XX/XX /XX- 137,500 BARNETT CHAMBERS SPICE CO. 03/01/96 - 837,500 STIRUP PROPERTIES INC 01/01/77- 1217.658 CITY OF MIAMI 10/01/92 - 884,832 CITY OF MIAMI 07/01/93 - 8165,003 LONGSHOREMEN OF DADE CTY. 11/03/94- 8388,398 CITY OF MIAMI 10/01/92 - 184,832 LEGEND OWNER DATE ACOUIRED ASSESSED VALUE 10 98 11 1213 :14 N . W . 6 ;5 15 16 4 I - 2 0 JI 17! 20 y 19 0 ' L _ I 18 9 t h M A L L 2 - 3 4 - 17 18 & 20 19 BLOCK 25 LOTS INFORMATION BLOCK 36 CAVALRY CORP. CITY OF MIAMI JUUAN & SYDONIA NACRON IRVING A SPIEGEL 1 & PARTIAL 12 14 - 19 26 - 27 30- 35 38 - 43 46- 48 PARTIAL 12, 13, 20, 21 25. 28. 37 PAR 36 29 & PARTIAL 36 BLOCK 27 PARTIAL 1 & 2 PARTIAL 1 & 2 PARTIAL 1 & 2, 19 20 34 38 30 30 BLOCK 45 BLOCK 46 COUNTY CITY OF MIAMI 1 - 12 1 CITY OF MIAMI W' z' BLACK ARCHIVES HIST & RE DWIGHT JACKSON T & R BARKE TT MT ZION BAP DST CHURCH WIWAM MC.KENZIE SUMMA ■18641 INVESTING CORP FLORIDA DORSET EST OF AMY MC KENZIE ALL LOTS 1 PONCIANA VILLAGE CONDOS 15 16 17 18 __. 19 20 1 12 _la 9 L8 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE OWNERSHIP PLAN 113 1 4 r b. N.W. 1 0 t h N.W. 8 t h 17 18 19 20 S T R E E T 9 1- 17 46 N.W. 9 t h S T R E E T S T R E E T 3 2; 1 P z 1 12 12 -__ - T3 - 2t1 21 2B 6 5 4 30 31 32_ r 35 34 33 li 38 \ 43 - 39 40 1 - - 4 1 i i 4 I 5 13 1415!16 17 20 - 1 19 18 3 - 6 i4 36 - 19 - 2 - 27 -27 T 2 T 26 31 - 3 - - - -- 47 W . 9 t h M A L L z w a z © 1997 Duany Plater Zybcrk & Company 3A 3B 3C 3D 37 BLOCK 25 LOTS 2 -3 4 -17 18 & 20 19 BLOCK 26 LOTS 1,8 & 9 PARTIAL 2, 7 &10 PARTIAL 2,7 &10 3 -6 II & 14 12 & 13 15 - 18 & 23 19 20 &21 22 24 25, 32 & PARTIAL 33 26 27- 30 & 36 31 34 & 39 35 & 38 PARTIAL 33 40, 41 & 48 42 & 43 43 & 46 44 & 45 BLOCK 27 LOTS PARTIAL I &2 PARTIAL I &2 PARTIAL I &2,19 &20 INFORMATION CAVALRY CORP CITY OF MIAMI JULIAN & SYDONIA NACRON IRVING A SPIEGEL INFORMATION AL 100 INC. FL CORP 04/01/90 - 519,388 MIAMI EQUITIES INC. & DECOTH 06/01/90 - 524,399 ROBIN MCPAUL 01/0190 - S4,543 CITY OF MIAMI 03/01/90 - S8,058 FLA COASTLINE CANAL CO XX/XX/XX - SXXX NEW PROVIDENCE LODGE #365 XX/XX/XX - S80,634 REBA E.DANER 10/01/77 - 561,436 PARKLAND HOLDING CO. 04/01 /88 - S2,5118 BARBARA GERVER 02/01/88 - 56,000 PHILADELPHIA FLORIDA CORP 06/01/90 - S2,511 WILLIAM SAWYER JR. 06/01/82 - 53,605 CLYDE KILLENS 12/09/96 - 583,095 REBA E. DANER 03/01/90 - S2,5I 1 S.E. OVERTOWN PARK W C R 01/01/96 - 512,554 ROBIN MCPHAUL 02/01 /88 - 56,000 S.E. OVERTOWN PARK W C R 01/01/96 - 55,022 CHURCH OF DIVINE MISSION INC. 012/01/82 - S81,695 ROBIN MCPHAUL 07/01/92 - 82,511 DORRIT GINSBERG 11/01/96 - 512,868 WILLIAM HUTCHINSON JR. 04/01/77 - S 15,022 HENRY N ALBURY & ETALS 07/01/17 - 523,703 S E OVERTOWN PARK W C R 01'01'96 - 55.524 INFORMATION DWIGHT JACKSON T & R BARKETT MT ZION BAPTIST CHURCH WILLIAM MC KENZIE SUMMA MIAMI INVESTING CORP. FLORIDA DORSET EST OF AMY MC KENZIE gam# THE HISTORIC OVERTOWN FOLKLIFE VILLAGE OWNERSHIP INFORMATION 4& 13 -17 5 &6 7 8 9 10 11 12 18 19,20& PARTIAL I BLOCK 35 LOTS PARTIAL 1 2 BLOCK 36 LOTS I& PARTIAL 12 14 -19 26 -27 30 -35 38 -43 46 - 48 PARTIAL 12, 13, 20, 21 25,28,37 & PARTIAL 36 29 & PARTIAL 36 BLOCK 45 LOTS I - 12 BLOCK 46 LOTS ALL LOTS LEGEND INFORMATION THOMAS R POST OR /01'83 - 526,750 BURROWS ENTERPRISES INC 01/01/82 - S67,235 MIAMI EQUITIES INC 06/01/95 - 537,500 GREATER BETHEL AME CHURCH XX/XX/XX - SI,100,664 CITY OF MIAMI 03/01/90 - 575.000 BLACK ARCHIVES HIST & RE 06/01/90 - S95,784 SALMON RIVER TERMINAL CORP. /RP. 12/01/95 - S73,234 W. J JENNINGS XJUXX/XX - S37,500 BARNETT CHAMBERS SPICE CO 3 03/01/96 - 537,500 STIRUP PROPERTIES INC 01/01/77 - $217,658 CITY OF MIAMI 10/01/92 - S84,832 CITY OF MIAMI 07/01/93 - 5165,003 LONGSHOREMEN OF DADE CTY 11/03/94 - S388,398 CITY OF MIAMI 10'01'92 - 584.832 INFORMATION DADE COUNTY CITY OF MIAMI BLACK ARCHIVES HIST. & RE. INFORMATION CITY OF MIAMI INFORMATION PONCIANA VILLAGE CONDOS OWNER DATE ACQUIRED - ASSESSED VALUE Y. kGE ON H © 1997 Duany Plater Zybcrk & Company )mean\. 40 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE INTERIM LANDSCAPE PLAN NW 10th Street NW 8th Street 1 '3nV e..L M N /"V I} � l{ IT 1 rrll; - 11Y1ttLTL' rt. G110. .: 1.'1007 .e n \N —. _ II _ -� C1�Y 1111011.1111r, a1' f1 {i (1 t l � -- 11 rl 'i r1 +,I nem. E c ' NW 9'h STREET 1. Lot Size: Minimum 2,500 SF. Building Footprint: Maximum 40% lot coverage. Buildings may be connected at the rear third of the structure 3. Facade: Porch required with 8' depth minimum for 90 of building frontage. Clear glazing minimum 20% of facade area. 4. Setbacks: Street front build -to -line 10' from sidewalk with picket fence at property line. Sides: 5' minimum Rear: 20' minimum 5. Height: Maximum 3 floors, first floor 12" minimum to 24" maximum above street level. 6. Uses: Retail, office and / or residential 7. Parking: On and off - street as per master plan and parking diagram Off - street parking; 20' minimum setback from r.o.w. line. 12" min 24" max 3 fl. max 1 fl. min THE HISTORIC OVERTOWN FOLKLIFE VILLAGE URBAN DESIGN REQUIREMENTS NW 2nd & 3rd AVENUES 1. Lot Size: Minimum 1,200 SF. 2. Building Footprint: Maximum 70% lot coverage THE HISTORIC OVERTOWN FOLKLIFE VILLAGE 3. Facade: Entry doors facing street; Clear glazing minimum 40% of overall facade area / 70% of first floor facade area Balconies, eyebrows, awnings allowed 4. Setbacks: Street front build-to-line 5' from right-of-way with extended sidewalks/ Sides: none required Rear: 20' minimum 5. Height: Maximum 4 floors, first floor retail / office at sidewalk level First floor residential up to 24" maximum above sidewalk level. 6. Uses: First floor: retail, office and / or residential Upper floors: Office and / or residential 7. Parking: On and off-street as per master plan and parking diagram Off-street parking; 20' minimum setback from r.o.w. line. 4 IL max 24" max URBAN DESIGN REQUIREMENTS Property Line Property Line 20' mrn f _ — _ NW 2nd COURT 1. Lot Size: Minimum 1,250 SF. 2. Building Footprint: Maximum 35% lot coverage. Buildings may be connected at the rear half of the structure 3. Facade: Porch required with 8' depth minimum for 100% of building frontage. Clear glazing minimum 20% of overall facade area 4. Setbacks: Street front build-to-line 6' from sidewalk. Sides: 5' minimum Rear: 20' minimum 5. Height: Maximum 3 floors, first floor 12" minimum above sidewalk level 6. Uses: Caribbean Port-of-Calls theme; residential and / or commercial as per master plan 7. Parking: On and off-street as per master plan and parking diagram Off-street parking; 20' minimum setback from r.o.w. line. THE HISTORIC OVERTOWN FOLKLIFE VILLAGE URBAN DESIGN REQUIREMENTS Property Line 20' min NW 8'h STREET 1. Lot Size: Minimum 2,500 SF. 2. Building Footprint: Maximum 50% lot coverage. Buildings may be connected at the rear third of the structure 3. Facade: Entry doors facing street, Clear glazing minimum 20% of facade area. Balconies, eyebrows, awnings allowed 4. Setbacks: Street front to align with front of Greater Bethel AME church Sides: 5' minimum Rear: 5' minimum 5. Height: Maximum 4 floors, first floor retail / office at sidewalk level; First floor residential up to 24" maximum above sidewalk level.. 6. Uses: First floor: retail, office and / or residential Upper floors: office and / or residential 7. Parking: On and off - street as per master plan and parking diagram Off - street parking; 20' minimum setback from r.o.w. line. 4 fl. max 24" max THE HISTORIC OVERTOWN FOLKLIFE VILLAGE URBAN DESIGN REQUIREMENTS Property Line cl E - Property line # Ward Rooming 4-- House Ward I 5' 6' Rooming �( House _ 11' THE HISTORIC OVERTOWN FOLKLIFE VILLAGE J ' / / /�� / / 21' _ 7' * II' J 10' 1 Dorsey' T House 50' ROW NW 9 TH ST. WILLIE WATERS WAY PROPOSAL (Looking east) 21' 7' 6' 5' Dorsey * 50' ROW I House TH ST. WILLIE WATERS WAY EXISTING CONDITIONS (Looking east) STREET SECTIONS © 1997 Duany Plater Zyberk & Company Lyric Theater Liric Theater THE HISTORIC OVERTOWN FOLKLIFE VILLAGE STREET SECTIONS NW 2 ND AVE. PROPOSAL (Looking south) r NW 2 ND AVE. EXISTING CONDITIONS (Looking south) © 1997 Duany Plater Zybcrk & Company Mt. Zion Baptist Church �" 50' ROW fir- - -- - -- - - - -- Mt. Zion Baptist 6' * 8'-- Church THE HISTORIC OVERTOWN FOLKLIFE VILLAGE 22' 8' 50' ROW F-- NW 3 RD AVE. PROPOSAL (Looking south) :.O a 22' 8' 6' --r I NW 3 RD AVE. EXISTING CONDITIONS (Looking south) STREET SECTIONS © 1997 Duany Plater Zybcrk & Company Ward Rooming House Ward Rooming House THE HISTORIC OVERTOWN FOLKLIFE VILLAGE NW 2 ND COURT' PROPOSAL (Looking north) 22' 4 5 Nip 40' ROW �ola 4 22' ic-1 Nip 40' ROW fi NW 2 ND COURT EXISTING CONDITION (Looking north) STREET SECTIONS © 1997 Duany Plater Zyberk & Company N 0000 z 0 a. >• 3.3.03 puz rl El z anuan V PuZ £ M N 00 1 ' t T S • r V t L__ _ r .q.� m/- x a /; v ll_�� /�_/ /fry nnEM p�y�r,� anuany put M N 12 %.")722.77` /7://7,27.744;',4353" ./.??2,4 $.nop put M N J � �M - . - ti N N v y 0.0 bp a. w C 0 0 q j n 68 tar • 0.0 bp x a a ✓ y w a O 0 I d n A c ( w 0 0 c O O '3i ; " u u -0 o e1 V L U . . C C . 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N ° L , ,.. 5-, .. o 3 r' s . _ L L u W ^O J . 5 o a h 3 ` 0 " : ' c u 0 _c c E_ G 3 u u . o c c . W o gy n ,• U L e > u ti a. c- • W c h 7 - E u •o :'• v •o C G s v c o c u � 3 . L a ? .� o h = U ' J � ^ u 'o L N ° . ° 0 ...1 > J 7 U L C C - C p 0 •o r ] C '' h r -1- 3 .v c L c c c - y 5 `" � .33 ' U p s a z ' 0 • i. c O O ^ o _2 A 0 O Qi ' c- 0 2 - O V. .^ L F; L t V L o o y E.c s. t - e F„ H 8 u C C �; n J . - y n u S .zi 0 o • . ; c v o a. u en C C L a-5 ea a e‘-'''''°'-'.0.-- - C U . 3 L • ..o W 2 E o o �. . h c u h .6 su, 9 p j v V L . o 2 U 6 E `u' ° L u s c �. c° K'° E a 5 4 E W G O O s .0 Q ? u C n C O •a v u c >, c - o u m u 0. E 3 E 0 L .n C C I O .J a.... > . c 'n n '- o. $ r 'o p s u oo °- ., .n 3 s . e c c c 5 m .c c - h 2 u-0 >. ; h o 0 •• s . y s u o m c a> •9 N v >' e u E c c V U v l'. u C .a L C v .,:g- C � u > .G c p u 772 s ' u • a Q U L C .� L V G -e 1 t O ,� y 7 h C o L . .Q 77'r' 3 q C e L .O V ? O y u ' y c >• p pd u l: 2 w « O _V a]. C w 0 v p G C o p °. a c] 1 i E u E Q.2 3. 3 U • . V .0 .2 �. v. • 5 X `n C d '7 V L � L X ' 1 Ts .3 fn s E i1 c u e M 3 �c e n of 3 . E 3 u o c h c _ p r _O p :Q L j u p L O L - J - .. '7 V u C • ,1.-: Z• o u r -o t O A 0 0 C C G G %1 u L .. 5 O U y G '6'0 u c `J •n 0 •. E c m T u c °° W` c p O Oq '.-,; u C L .0 0 ° ] -2 u 7 c " = u x .E �' -7, G E 2 -2 - c W ' -Fu- C •q V C L „ - e - 0 ° 3 t °0 '5°,.., c'o A a o E s c E ] p c ° o u E o 0 8 U 9 s O 8_ C 0 E o > - E 3 E C r o u u o C 0 L 5 c - v L s r O L 11 F O V . g i ° 4 'J O .O itl G c . 1 _C n J M - r M e r u _ .t 5 u E 3. E . c. _ G b u • E o c 0 L 7 E _ V C O V 0 C L v . u SI F E 2 a .. (3 v L h 3 V G .. THE HISTORIC OVERTOWN FOLKLIFE VILLAGE APPENDIX B, PRO FORMA Zimmerman / Volk Associates `$historic Overtown Folklife Village Site Blocks 26 and 35 Land Acquisition Analysis First Quarter, 1997 Land Market Building Land Acquisition Address Sq. Ft. Value Sq. Ft. Value /Sq. Ft. Owner at 1.33 NW 3 Ave. 901 5,500 $5,524 $1.00 $7,365 911 2,750 $2,511 $0.91 $3,348 915 8,250 $7,532 $0.91 $10,043 929 5,000 $6,000 $1.20 $8,000 NW 2 Ct. 909 5,500 $5,022 $0.91 $6,696 916 5,500 $5,022 $0.91 $6,696 917 2,750 $2,511 $0.91 $3,348 921 2,750 $2,511 $0.91 $3,348 924 2,750 $2,511 $0.91 $3,348 930 2,750 $2,511 $0.91 $3,348 937 4,127 $4,543 $1.10 $6,057 NW 2 Ave. 832 5,350 $26,750 $5.00 $35,667 900 9,281 $12,868 $1.39 $17,157 924 2,750 $3,605 $1.31 $4,807 930 2,750 $3,605 $1.31 $4,807 934 2,750 $3,605 $1.31 $4,807 936 8,250 $19,388 $2.35 $25,851 NW 10 St. 226 4,127 $24,399 $5.91 $32,532 250 5,500 $5,524 $1.00 CRA $7,365 262 3,425 $5,275 $1.54 CRA $7,033 276 2,075 $2,783 $1.34 CRA $3,711 NW 9 St. 216 7,500 $37,500 $5.00 $50,000 221 5,500 $15,022 8,789 Cola Nip $20,029 240 15,000 $75,000 $5.00 CRA $100,000 250 7,500 $95,784 1,534 Black Archives $127,712 258 7,500 $37,500 estimate $5.00 $50,000 266 7,500 $37,500 $5.00 $50,000 276 7,500 $37,500 $5.00 $50,000 NW 8 St. 217 7,500 $37,500 estimate $5.00 CRA $50,000 269 7,500 $84,832 4,200 CRA $113,109 Total: 166,885 $612,138 14,523 $816,184 Average: $2.34 Less CRA land: ($281,219) Less Black Archives land: ($127,712) Total projected land acquisition cost: $407,253 SOURCE: Dade County Tax Rolls; Dade County Multiple Listing Service; Consortium of Worthy Consultants; Zimmerman /Volk Associates, Inc. Assumptions '''''Land Development Lower Revenue Model The Historic Overtown Folklife Village Acreage: 3.83 Raw Land Cost $407,250 escalated at 3% Absorption 5 years Dev. Loan Interest Rate 12% Loan Commitment Fee 1.5% Loan Servicing Fee 1% Loan Release Rate 125% For -Sale Price Escalation 3% plus 1% additional per annum beginning in Year 4 Annual Cost Escalation 3% Infrastructure Costs $0 Soft Costs $80,000 Marketing Costs $40,000 Sales Commission Costs 5% Ann. Managem't /Admin. Costs $50,000 (escalated) Average Year 2 Year 3 Year 4 Year 5 Year 6 Cum. Lot Price Large Prototype $50,000 2 2 2 2 3 11 Small Prototype $5,000 2 2 2 3 3 12 Non - Prototype Lots $70,000 1 2 1 2 1 7 5 6 5 7 7 30 Page 1 of 1 SOURCE: Zimmerman /Volk Associates, Inc. Y N N O 1-i .0 N c' 4 0 CI oo oo }i EA EA EA- • O oo O M to M i+ RI in EA - EA .14 Cn VI y M O N EA CD C7N M O N t) t., to ° • oo f!? ER O O N O w r EA- r O EA EA CD n M N ti 0 00 it) 00 00 00 r 'd rn EA 8 00 O\ Ef? N 00 a-4 EFY a CO MO n to 00 PI M M EA M N r■I to M 00 � si N e-i to 00 00 eH N p-1 tR 01 00 e- O 3 00 ft CO er e■ 00 e-1 N EA- 'O M N M r- 4 00 EA- O1 M M O O 00 eH ON 0 0 0 O • O O t er M 0 d 0 , ell CA- to M EA to 0 MD N N tT EA EA- g.1) 00 S n �O N 00 N kPy O O ER 00 0 M 0 in 06; EA- EA to 'O 00 EA 00 �a� c o l ) tf EA tf9 S • m 06 • U) �■ y 0 0 0 0 0 U v W • o al a. 0 a O CO n 0D 0 EA 00 O 00 00 1--1 d9 Cr, N 'O 00 e•.4 tR 00 e-4 to t0 eH EA O O M O rel 4) P-1 t0 e-i '.0 0. to Efl O 00 ON eH '.0 N 00 r-4 EA N EA- a Ch 0 e�-1 N GA (A- ON L■ 0 N VD IA EA- EA- Tr e1 VD EA EA- 00 O' M in Tr EA EA 00 O 00 O. e-4 N O N a) b0 0 0 0 M 0 N O 4O M CV If) 1-1 O CT O eM a *A- EA tiP, 0 0 0 e M '4 44 N EA- EA 0 et .) 0 (f3 It) ER 4 0 4 N it N N a) .Zr V5 EA. M O O Eft N to _ori Ni >4 ■--i EA. Eft C LQ H3 1 0 w w In ,-a y.. 0) R x w w 11 0 a bA g U o 0 a N M n 0 0 0 0 0 0 M It) O 00 %.0 MO N 4. N M � O O O� n n M N N EA Eff 14 EA FR E!3 Ef3 If) ‘1. lfj EA • NNM EA- fie COI CT N ER ETNA N 0 1 I f) I� EA EA M 0 tf I EA ER ON Cf) 00 N Oh N � N 0 0 0 N EA- EA. ER Eft N e■ ea in a. 0 o 0 tLM 0 N - ++ EA N If) r e-7 N EA EA til a CO ce r If) v3 cc 1 0 N � O d� O. co 0)i en o h o d M N n N 0 . O N 0 EA � Ef3 EA RI Eft Eft EA 0 O d 01 O'. T-4 0 0 00 14 N Q ® i Eft EA EA EA ICI O a en d� a N a ° ddd��� N w on in ..c) EA EA El z m v, 4 w b0 .. w y � :� 0) A E o .7 0; r o p a , ' o 6, A4 e-7 a, a) ro ~' v b0 . 0 c 03 co E > a o c' Q a i iv 0 Q Assumptions ' Development Higher Revenue Model The Historic Overtown Folklife Village Acreage: 3.83 Raw Land Cost $407,250 escalated at 3% Absorption 5 years Dev. Loan Interest Rate 12% Loan Commitment Fee 1.5% Loan Servicing Fee 1% Loan Release Rate 125% For -Sale Price Escalation 3% plus 1% additional per annum beginning in Year 4 Annual Cost Escalation 3% Infrastructure Costs $0 Soft Costs $80,000 Marketing Costs $40,000 Sales Commission Costs 5% Ann. Managem't /Admin. Costs $50,000 (escalated) Average Year 2 Year 3 Year 4 Year 5 Year 6 Cum. Lot Price Large Prototype $50,000 2 2 2 2 3 11 Small Prototype $20,000 2 2 2 3 3 12 Non - Prototype Lots $80,000 1 2 1 2 1 7 5 6 5 7 7 30 Page 1 of 1 SOURCE: Zimmerman /Volk Associates, Inc. N O 0) bA R-■ 1 N N cCI CO 00 > i � ER O ER y am „ 0 u'L M >. _ NO .°-4 EA. ER d1 + Cr-. 1.4 O ER aJ 1 ER M e0 w T.4 ed NO N ell ON O r n N ND ER ER ER O O 0 r-4 ER '.O CO ER 0 O N d� M i N 0 74 ER 000 0' ri ri ER N fR T Eft 00 8 N ER O 00 O n ER t rti ER N N ER M tri ri ER 00 e70 r-4 0� ON 00 ON N O ER ri 0' 0' t0 00 'O M Ei? 00 00 3 ER eM 0 Ci` O O O O O O ccr� M co :Ti N ER ER ER 00 S N N 0\ n a. 00 S N NO N CO N ER CO 0 Q NO p N NO ON 00 ER ER ER ER d N O O ER 00 ER 2 ER e cri ° tt11�� ER ER ER O EC) ER O 0 Q o ■o 65 00 Lt) ER Lt)) ER ER ER 0 00 CO 00 00 er '.0 ER CO O 00 00 r - 4 V3 ON r♦ 0' ri ER 11) 00 e-1 ER �O r♦ ER 0 00 0 M ON r-4 ER N Ef? '.D CO ER '.D Cr) 00 T-4 ER r) M ER 0\ 00 .-4 ER 0 m r-4 .--4 ER a N NO N 00 r i M ON N ER r•j ER 0 ON N O eti if;.. � m La NO CO O N 1/4D ON AR ER 'Cr O NO 00 NO N EA- ER O M O 00 NO coo ri 1-1 CR if} O 00 0 r-1 ER ll) O O O ER EA Eft W R! M In O O O N CO M ■l 10 N tti �-•I O CT O E n E!) L) ON O O N L ete ER 00 ER Eft i ce . C N ER ER M ,-+ N ea Lfi r-+ ER Eft � C >4 ER Eft i ER � O N Lf) Ni eu CIO ER O ER ea ea 0 a 0 Q CA i 0 U 0 N O O 0 O O t 4 O O O� n n n n EA Eft E!3 ell 00 - n 00 VD ER ER N 1) N 00 Li) T e H} CO ti N FR r . .-. cr.). Cn VD N Q ER CT m d� v ON N t \O O ∎C M N N .-4 CO c ER EH ER Eft in N H ►+ RI r. Lt 0\ Q' N N. .. •- � 0J O ER "� 0 x 64 ER Eft Eft a) O N r.4 0 0 d M A EA. ER ER 0 a cV e O m n 0 N� O 00 cp w r+ rn rn o� rn ® . a ER � � ER = d ER ER O h & i fi ° o I. Lt 40 ER ER 5 z 1. o0 0 › d . Q � 5 o w o ° 1 o w a a v a) 0) g 0 60 C et v o GO Q 0) 40 0 00) .-1 0 ca O V H O ar w 0 noi • a N N O O O O O O N N 4-1 0 EV ER ER Eft Eft N '0 CO N O O d' ,--1 M n .-. d, 00 VD N. O O d� ER ER Eft Eft Eft ta ER Eft ER ER N N N N N. N. N O O O a0 M ao ER ER Eft Eft O O Q Q 4 I I N N ER ER ER ER O O O O N n n O O O O COCOCOM N N N N ER ER ER ER 88 0 0 Ef4- Eft n N ER VS 8888 ni ai EYi cei ER ER ER Eft r"4.. c M [ n O O\ • ER Eft ER Eft ER ER In CO In In M In NoNN CA n n N n ER ER Eft ER ER ER In En In In In Lt) 0 0 0 0 Cr 0 n n n n N. n ER ER ER ER ER ER 888 EA. ER ER Q. ° Lt LO I 0 0 0 0 0 ER ER ER ER ER ER W 0 GL+ 0 .0 i 0 2 F. o F. 0 u o . . ^' 8 4 - ^' o o b v 4.3 0 „9 1 N Gil 0 Assumptions (No Subsidy) NW 9th St. Prototype Building Office /Retail Rental The Historic Overtown Folklife Village Lot Price $50,000 (1997 dollars) Square footage of building 3,200 Total leasable square footage 2,560 Number of stories 2 Leasable retail space 1,280 Annual rent per square foot - retail $13 (1997 dollars) (escalated annually) Leasable office space 1,280 Annual rent per square foot - office $10 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 10% Vacancy rate 5% Rental operation costs (lease -up) $2,000 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity Requirement 20% of cost plus operating shortfall SOURCE: Zimmerman/Volk Associates, Inc. b0 op z et ea 1:1 0 co 0 - E "CJ � N-+ �•4 a Ch 17,4 g I.° 0 al O ! n O . te e 0 f:64 A , Z4- §O CA U W V °, O c) z x M + I. EA EA O M et N EA- •F ta N i. tt 4 .. ` OZ I+ 5 y�+ Of O O 0 N O t N 0 6. IO M EA EA N EA EA EA Eft VD sO O N Eft O N EA O Lc) Ef? O O 8 N •+ EA M EA ER a I >+ = ~ N EA EiT to 0 Oi N EA N EA N EA N N EA 0•' t - + N N Vt 0 es t )f) est EA O O %.D tt) EA O %.D %,D rl E�H 00 O '.D d+ sO d' 'O d+ .-ti 'O a d+ �O �O �O a NO m M EA N. EA 0' O� EA- CO 00 ri EA dt M 00 t\ EA In '.D '.D fA n CT N EA '.D 00 '.D N EA 2 04 4 o H .0) u or g N ln Cs. VII 00 FA Eft * * d 00 N N Eft 0 O M eei as 0 0 Eft EA H N EA If) Eft M '.D '.D EA. O tt) 4A- 00 0 O EA O EA '.D M EA Eft a a 00 00 N 0 Eft tb 00 N M Eft rr 00 00 r) g Ln N EA Eft VD . in t\ k di EA M O Ei) '.D CO M EA. O 0 u en O u tt) N M EA EA Ca O 00 CT a0 d+ Eft • est Lei N N t- fA 00 N N Os Vt o N N M EA M O N ER ER u N t VD N N ER Eft Eft 0 0 CO n 0 v M as N lt) EA N 0 00 00 N N N 0 M M Eft K? Eft 0 N es N EA- EA EA CO k tf) O 0 CNI I-4 EA 00 i. et ?y L et oelo rn • E N O . �- I 0 00 0 CO 00 NO `0 n M t` 01 01 M 00 00 EA- 00 EA- M 00 00 M tf) M ER N 0 eM ER O. EA ti • 00 • Ert n i 00 EA '-i 00 ER ER o N 06 ER ER N EA ER 00 N N Eft ER 00 N • N E EA- 0 0 tf) 00 C u J a U G J ti) . v y � as . CJ OD (J] a o v N w 1 7d a oo5,5a O) . 5 . � ect as o 0 ■.D t-1 %.D fil N EA ON t■ M N O LT N ER 0 0 N M• 00 EA- EA et IR ON M 0 [\ N ER ER NI EA- O N EF1 ER Es4 N %.D 0 1) t O 1 00 ci I EA- 11) sD r4 ON N N N i EA EA- i+ .9 cn Assumptions (Larhtost and Construction Loan Subsidy) NW 9th St. Prototype Building Office /Retail Rental The Historic Overtown Folklife Village Lot Price $0 Square footage of building 3,200 Total leasable square footage 2,560 Number of stories 2 Leasable retail space 1,280 Annual rent per square foot - retail $13 (1997 dollars) (escalated annually) Leasable office space 1,280 Annual rent per square foot - office $10 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 0% Vacancy rate 5% Rental operation costs (lease -up) $2,000 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity requirement 20% of cost plus operating shortfall SOURCE: Zimmerman/Volk Associates, Inc. b 0 b0 O OA ° rw y GJ L U'�• ,C11) PO PO �w ,t, g '5 O o .441 cn •-a tt tY N 4- 4- y w 0? "CI N ev es N 0? -4 H O O O N ER N eN OT l N f ER ER ER '.0 O N cs i Eft a E/? s . NN 0 0 0 0\ ER ER O LLf) N ER 1. a 8 0 0? N .V ER 44 VI rise M L() c1 e-I ER N M N Cs N N ER O Eft 00 est O O '.0 M 00 r-1 ER O '.0 M H O Vi fR a a a n N 0\ H N ER O e-1 est 00 est O O e0 M 00 H H ER O '.0 00 e-1 6R H M V CO r•I 11 if) Eft * * a) N N cn ory 8 0 M N N EA Eft Eft Eft as a e-4 H M eq tety N 411. M '.0 6R O M ER CO Cn M ER 00 V4 N t-1 6R O 6R O ER n 00 e-■ E/3 O O ER a a 00 00 N 00 00 '.0 00 H M 1-0 NI ER EA- 8 t EFT 00 N M ER M O '0 M M s e 1- tes 6R 0 M n M O 4O Le t ff) 14 ER Eft V tA 00 n N M •-• 'eft ER ER V 0 a n 00 eM c ., ,. ER 4er ER N Eft Q■ 00 00 00 0 f 0 n e 0 0 0 N. ER- N O P-4 es t O NI VI EA ' a+ ER H) 00 0 00 Op 0 N O O V N N w esi O E ER EA EA ER 0 1) to fd E U a V u 0 731 e4 cal 0 o Qo � o v .., w pv, 0 4- O '0 0 b0 I ck P 2 4 2 : Zd o w° V V � y N o a -- - , + a O r, (J Va CCI .4 O • o .4., V] V7 U b g Ea d4 00 Lo H \ N O C3 N EA EA CO lr) En O 00 00 00 rn E. N ti CY EA- EA EA n O O %0 \ 0000 0 N EA EA 1,0 N n N e tft CS EA EA ��� CO 00 VD try EA EA O\ O\ M C EA N 00 00 00 CO C ) n O rml N O e■.4 0 N o N VO N u') Ea EA 4 Or U') EA EA Cc) VD EA O d EA EA EA EA- 00 VD N d EA EA 00 s.0 Eft A-I EA M ON 00 If; l L� M O' ni 1 00 if> ER CV Ell- 00 T 0 N P N 4 n EA EA CA EA CO CT% 00 CO A M qi, EA ER N EA In 4 1 M %.o '.D O [,:" EA EA e1 O M n N ke � EA EA Tr CA e-4 CV 0 N f N EA- 1..4 h 0 P co m N EA- EA EA O N� %.0 00 EO N e ; N ER A N EA N EA Assumptions (No Subsidy) NW 9th St. Prototype Building Residential /Retail Rental The Historic Overtown Folklife Village Lot Price $50,000 (1997 dollars) Square footage of building 3,200 Total leasable square footage 2,560 Number of stories 2 Leasable retail space 1,280 Annual rent per square foot - retail $13 (1997 dollars) (escalated annually) Leasable residential space 1,280 Annual rent per square foot - residential $6.75 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 10% Vacancy rate 5% Rental operation costs (lease -up) $2,000 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity Requirement 20% of cost plus operating shortfall SOURCE: Zimmerman /Volk Associates, Inc. tO b0 Z et b 0 cu k w 4J 5 4 4 4 co co 2 .--� u 0 04 M . cJ v O zx N C N et M et • N QI V1 ti O O O 00 N eM M O h N O O N V3 ER N Ell fA 0 EA- ER 0 0 O N ER Ea 0N 0 EA ER ER S 00 ER 0 0 0 N EA EA- O N � Ef3 E O 00 E1) ER) c0 ER EA Cr) .. 00 .-- fR O O ER Ell 00 00 M CT EA- e4 fR 00 N N fR N fR OT EA 00 00 O 0 O M 00 e1 e-4 O M M ■C e-i EA U o w o U U 4a. 5 ) I bO o z U 00 O 1/4D \0 .-ti a d `D r-+ 00 O O uy ER M CT ER O ri ER fly OD ri ER N 00 ri EA- AR 0,0 00 '0 ri fR OT N PI fR 'O 'O 00 'D H EA- 4.; H d d * * N CrN N mor EA- EA- oo N Csr ER ER N M ER ER ER EA- O ER a '.0 0' 10 11) fR N N 0o H EA- e-4 0. N ER 0■ O ei ER O fR 0 fR 0 a O ER 6R a 00 N N 00 00 M ER u w O a 00 n O eM 00 00 N ER ER Tr Tr '.0 EA 0 00 ti 00 on N O 0 o fa 0 ER h O N in O OM Tir EA- ER 00 O .--1 M ,-4 u) e 4 EA N IR en 00 s.0 VD cri n N N ER S EA NI NI 00 CO O ~ N 00 L N f ) N 00 lli G N N ' 00 ON CA kZ CO ON N ER EA EA- N e en M U N N O m M 2 M O M M ER � - ER EA- o o v O Fo V) elS V) c U U O 0 Z 0 to to E Z d - 0) E v ` a) U 8 F■ .5 . bU t y 0 $ 0 CI a r.n F S Cn C1 z 1.4 CO N 0 00 0 Ct N 1 Efl H) EA d o O\ O� N N CS N <-1 EA. EA- CO N CO CO 00 o CO NN EA- EA In N C71 O 0 L e` CS N O EA H? N 00 N 11 IM 1-4 Eft N X 00 0 O: o EA EA- ar bo a 0 CO ON Cs N N d 00 O� r i Efl El? 00 m M FA 00 00 aD tA 0 1.O r4 00 CO M d eT N Q4 0 N Eli Lt) 14 EA O In m 4 v r, eel eel en QJ O > p O Rs ,a; = U W 7 w X. n en 00 N zi ns �.. q� °A aaG. e : U a V W w� v 0 N N O 00 Er} EA N N N N n 00 00 Ef} O N EA � Ef3 e-4 GO t■ N N er rl GO N Eli N Li K3 a v i 0) of .r. H n n 0 O e Cl N EA M v) in 0 N O N i in N co '.0 • M [i7 N M N es. en 14 el `o N 0 ta ER en M M 00 C 0 EA N EA LO 01 .14 tp CO n: '01.„ W N El} 00 EA- E1 eti Eli 00 1 n 00 - 14 d H oo Ell co O Assumptions (Lars.. .t'ost and Construction Loan Sub NW 9th St. Prototype Building Residential /Retail Rental The Historic Overtown Folklife Village Lot Price $0 Square footage of building 3,200 Total leasable square footage 2,560 Number of stories 2 Leasable retail space 1,280 Annual rent per square foot - retail $13 (1997 dollars) (escalated annually) Leasable residential space 1,280 Annual rent per square foot - residential $6.75 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 0% Vacancy rate 5% Rental operation costs (lease -up) $2,000 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity requirement 20% of cost plus operating shortfall SOURCE: Zimmerman /Volk Associates, Inc. b0 o V +�' bA CA V a O '0 (/) g `113 0 U M E. M .1: 04 "et > M et M es 5 W N > O O O 00 ER N eN [� N O� EA O N N d EA ER ER O N N ER EA O O n EF? Eft O c0 r ER- E& .,..., a a c § , a CI N M a°acz) Sri s.0 ER ER M 00 r-i HR 00 00 M N O M 00 est ei N ER 0 0 U V V . ,o ° cuE .1 6 6:11 r u O a ER r-I EA 00 0 00 ER ft 0 N O M e-4 H O '.0 M 00 ri r-i ER a O ER 00 00 M N E13 N M N ER 00 N csr eN N ri ER 00 O fA O M 00 r-4 r~ ff3 O '.0 M 1 4. r-4 ER 2 ER 0 °0 O 1� ER ER 0 00 N Eft ER as �a ER T �O 0rf fR 00 00 AR 0 ER 0 r-4 Ef3 Eel O EH N ER a 0 O a 0 oD 00 as 00 00 N 00 0 N n 0 00 O M N ER EA ON n n d .� 00 ER ko O es. es Tr ER arr en n Lf) en Et) a -I Lf) En CO er Tfr eV' ER .:1 oo 1-1 00 N N ER r� 0T r-4 CO 00 N N EH 00 00 N N EA a 0 0 .° ' °� .0 v E" 0 U) U u u 0 Z E u O ON O u ER E 0 00 ER ER 00 00 ■.0 N N n f) ER EA EA Efl .0 00 ER N N Nr ER ER u o A .5 bo to ea 0 0 60 +, o `° a tea, � f S blp 0 40 u O v 0 V V j 0 °' 1 V O p W Xi V v z C.73 a1 co 0 U z a N 00 N ER ER ER di [,.. ON � O N N CI N r-( ER ER ON N 00 N C:1 N ER tt ER ER d' N N Q et ER �O r-4 ER o a tri O to �o a� co ER ER N Cl � . IN ri n r-1 N d, k0 to N m . � 1 N E M ER ER ER ER Vi 00 S oo 00 d � N uo O 6. esi EA CE) ER CO ER 0 N ti O\ tr Ttr N ER 00 ■0 10 N tG I) M 00 EA- ER N N N co O 11) N r te - + N O fR ER ER FA O O0 N se E � ER N O to M 0 O O� t H oo N . M EA CO M ER ER ER N ER 0 0 to CO .-1 O EA Co 4-2, O C R d U w el 4 to a f n ( d O w W ce 4) • ' . - p4 v Q V .-Lo o a LI ect : U as 141 a. �° u 0 Assumptions (No Subsidy) NW 2nd Ct. Prototype Building Office /Retail Rental The Historic Overtown Folklife Village Lot Price $20,000 (1997 dollars) Square footage of building 1,050 Number of stories 2 Leasable retail space - first floor 690 Annual rent per square foot - retail $10.50 (1997 dollars) (escalated annually) Leasable office space - second floor 300 Annual rent per square foot - office $8 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 10% Vacancy rate 5% Rental operation costs (lease -up) $750 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity requirement 20% of cost plus operating shortfall SOURCE: Zimmerman/Volk Associates, Inc. N M C L. o) y H O Lo O 00 M O O 01 Lo Lo O h Lo M '.0 N n O EFT ER rl Efl O� n try cp EFT E!9 Ea k n EFT � EA Ea k • ER c N. EA. EFT H-} M O O 0000 EA N m EFT EFT 0 U 0 a in co in N E-I ti EFT EFT ON n EFT o EFT E4 EFT oo o n EA EA EA- 00 n fFT EFT U T en Ell 00 n ON � EA- EFT EFT a, V) EFT Ell N. 0\ t` EA. en FA- L r .-� O 0 E N N VD H h N 0\ in Le) EFT EFT EFT • n 00 * * oo ElD • N. n EFT n 00 ED Tr !r EA NI • EFT EA VE EA o m c e M l H H EFT EFT EFT CT M M M EFT EFT ` EFT EA . N en EA N 000 00 EFT EFT EA. EFT EA A FR 0 to FFT N O N O O O N O 2 EFT OO N OO N N N 4 44 a, o 0 1/4O CT N EFI EFT EFT CT C+ 00 E FT M N EA- o N. ti d N R 0 M EA N cn N etr 00 H EFT eV 00 00 d� N N NI est EA EA 0 eel LA V U NO NO 1-4 Lt) LC) o EA- EFT N N El 00 00 EO .-+ N N «. ON EA O N. E� EA EA K? O N N l EA N N LO a F 0) bp - CA � � O 1 a c 4) y N 0 a • •� a) V I z M ' M CNI ER V3 %.O ■O 1-1 00 'Tr m �r .c 2 ' EA LC) O %.0 ON N �O C II 00 LC) 00 L VD o ER ` EA EA- L. C. O eM VD M r + O �--� O \O Lti c ` r-1 . te a N 0 0 0 00 ON 00 EA � � EA EA L N O 4 EA EA CU u g w 0 u i c9 CD CU E x g 0 5 V a x 0 O N N 4 '.O Q+ L n N O k cfi EA 4 CA EA. EA- 0 ON N %.,0 N EA EA 00 ON 0' O� N 1-1 00 N 6e. ON oo co 00 ON P-1 EA EA EA EA g CA n CO N to 'di N h CO 1-1 2 Le � CO 00 4 N .O 1t - M t N� � � N 1f o � ff? H? EA EA n Eft EA � . o IC. CO co cv M O co O --I n r.t 2 EA EA EA a° 0 O Ln O 00 fa n to M Lri 44 EA. n EA EA- EA k c ` \ EA- EA- *a try M oo EA. • d4 L� M N. EA- 00 n • L M O 00 EA- q . U • ° ° U U .. o z pip z v 0 p" g 0 M if) O 00 EH n 00 EH CV 0 g EA- EA- a 00 ri EA Ln 00 ER 4- w EA- a a 00 K3 ER Lr) N 00 EA- 00 N. EA- * * '.0 - [� CO ■ij • Ln 0 00 00 N CI ER O Op EA O� 00 ER n Vi n ti ER EA a (C 00 0o 0 00 CO N o • � o ar � 0 ..0 er e4 N r i y-1 EA- ER - co d4 g T M n Ni 4--4 N E!3 EA. EA EA M as h oo O EA- ` try Ea O n '.0 0o 0 n "4 N LO 1.4 M 00 n N. N Lr) Lr) O L: N M EA EA �EA �; Le o 0 0 V) V) 0 0 0 0 N N in M M so EA- ER E ll N N EA- N N O 0 EA- EA- eh b0 c , 0 et u 0 - . ¢+ p co O v v .�' N p 4, ' a ... U d c O O o ti) ed N CA Uz m es r-I Ea „SLi Ea N 00 -1 .�. 0 . 0 O M O cn Ea .4+ ER N CS EA. Ea 00 1.0 00 s NO o ai (43 CS 0� Ea Ea N 4 00 N Ea K? M r. V3 p-1 M fa N rl fA 00 to N r. Ea If r-i r. co r-1 O' n Ea i Ea 0 ON 00 O O kft CV 00 ON O CO SO N CO O N 00 0 0 EFT tn. 00 00 N o th 0 ta NO 00 N N M el oN Tr 1- V3 n CA 0' O tV 06. Eft 0 0 oN o n Ea d i d co Ea k.o el en •trr fa i s CO ■..0 r` t, t O H Eia SO} 00 iFY en in in ez t, o 0 0 CO 14.1 Cie Csir Ea Ea e o in 00 O .--■ 4.4 cn 0 v .V a 0 63 u . -' y r. U o,'-' > w b4 cn N .. by iii Q . N q b4 a V, • V o. ed a. u Assumptions (No Subsidy) NW 2nd Ct. Prototype Building Residential /Retail Rental The Historic Overtown Folklife Village Lot Price $20,000 (1997 dollars) Square footage of building 1,050 Number of stories 2 Leasable retail space 690 Annual rent per square foot - retail $10.50 (1997 dollars) (escalated annually) Leasable residential space 300 Annual rent per square foot - residential $6.75 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 10% Vacancy rate 5% Rental operation costs (lease -up) $750 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity requirement 20% of cost plus operating shortfall SOURCE: Zimmerman /Volk Associates, Inc. M � O M 000 6I9 k C ER M • et QZ Cr) E. O O mr N Ill CO O Ifi 4 E O O M to ER ER k Efl EA- E N. ER ER a EA- 0 0 0 N ER ER LC) CO ER ER 0 EA ER F EA- 444 O Ltt O O O 0 CS 0 00 E!3 O\ t0 O O N f!? 00 t0 00 ER 00 CO ER T 00 ER 00 ER n ER M 11) 00 ER 00 00 Eff ER i T-4 (-4 1f) 1113- � ER d' N 0� 00 �-+ N ER ER O� H N 4 cf c n Eft 4f} e M 0 t� 1 T 01 '.0 1 CV ER fa .4 00 0' '.0 ER EA- 47 N ON N M ER . 1.1) - 4 O EA JO H M CO ER 00 N N N ER ER Q. ER O ER O '.0 00 ER- 1-1 00 N EA- ER H ER I O 00 ER O ER O ER a a O O 0 N 00 .-. .-. M mot' O N `. O tin- CO efr CO VD e4r. ER N Eft CV ON CO er �O 0 ON 14.1 oei M M F oo N ct 0 14 ri t CO CO 0 0 0 00 00 M 0 Eft N N N O O N N as '0 'Cr .4.4 N er 00 OT ER N N N. ER `� ER ER ER _„(1. N ER N n Cst ER ER 0 ea V ea ea N N d d 00 00 VD 5 N 00 O'. . c N ER ER ER O N N N ERN N_ I e0 en is 0) d' [■ cs, CT 00 e ON ■0 >!. O N C . K? eel i. N N O 00 00 VD CO... N t° 1-4 Ea H? ON N VD N EA 00 LO ER ER EA >+ >ti En En NI IL O d+ M 10 00 N EA- ER 0 CO '014 � N N ER 0 c M In H V3 Li) O e--I 00 e-i e-4 V} e-4 e- 4 EH 0 0 M E-4 ER O Oe fR .--I U ) o Cr M �D ER Eft VD II) mm C ER ER M O M - EA- In ac csi ER ER in O O M n N O N e-- eI EA o. in EA In Oh e--■ N M n O N h: E ER O O M O N t 1-4 ER 00 EA- 0 n N CA- ER GO CA en o o vr 0 ER N c oo O; in Eq. in M G M CO EA- ER CO o e o 11) 00 O co y e0 v e0 G) to ..ur a 0 Q L) t0 84 .r eC GU P4 1:4 4U L) 44 at AI �/ rd 0 0 4 a c 7 3 co 1-1 N CU 1 "0 z c4 CA ON 00 ►. O N Eft Ef3 N N O CO Cr), EA EA C4 ,, e 00 Ct EA. EA- .�-r L L ER Nc 00 4ti Er) ER EA >4 Clt ER ER >4 M ~ + ONO cc) M In O'N � -•� N Eft Eft E vr - ER ER • ER ER a) EA ff3 C M Eft Ea g ER u) N n CO 1 1-1 EA EA ` 4 n r-1 Eft 0 N % ccr ccr czry Eft f#3. M CO M Eft M ON M 11 H fR t o cr, cr. N M O N 2 E t '.0 N EA V3 0 0 0 in 00 O ,--4 .�i V) 4 C) .:-i c�'C eC GJ m ..V. ess 0 15 To S2 as • .11 u) X' �n te a, o N a W w Q V ..1 o4 a, Q pp .. m •.. a ICI ed CU u vi C) V O d 0 N 0 Assumptions (La and Construction Loan Subs, .4) NW 2nd Ct. Prototype Building Residential /Retail Rental The Historic Overtown Folklife Village Lot Price $0 Square footage of building 1,050 Number of stories 2 Leasable retail space 690 Annual rent per square foot - retail $10.50 (1997 dollars) (escalated annually) Leasable residential space 300 Annual rent per square foot - residential $6.75 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 0% Vacancy rate 5% Rental operation costs (lease -up) $750 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity requirement 20% of cost plus operating shortfall SOURCE: Zimmerman /Volk Associates, Inc. .N 0 N. v H .r 0 0 14 o •.w C.) O ai B V V V N * FA CD b z 0 z w .� M v. M E. tt N N E. „N 4- CY M w V) V) Ai .H 0? 0? M o o M h 1l) FAFI n ER ER 0 CD ER M Ef} ER ER M EA En 0 ER 0 CD CD N ER Er) en L '4. ff} 00 N to � a a C 5 ' m M > h 0r ER 844 4J a X W O O o 0 d o uu w a o 00 9 p to 0) cz U o ff' u M 00 00 M Eg N 0 .0 h t•-I 00 00 as n ON 00 00 E ) Ef} 00 00 00 in Eft E EA R 00 10) en E 00 eV 00 4!) • 1 ER ER to 00 0 0 ER CO 00 VD CV ER VD 00 n EA 4!) M EA EA !O "4 E. M Ef3 E O ER (01.3 • - "� w a N n [,. 00 Eft ER 00 ER 0 n Efl 43 00 a ER 0 0 00 O 40 N ti 0 00 ER O ER O Eft EA ° ER 00 N M E9 CD O4 a CV 471 M 00 0 n N ER ER 00 O es t ER N ER O 00 p est ci ri ■.0 N 00 � n N 00 ER ER N ER 0 n O '.0 0" N Tti O O EA EA N N N 00 en VD ER Ef3 Ef} O N N .-1 '0 00 „ 00 CT N N to E N O NO Eft ER EA. Eft O O O d' ER NO NO 00 en en EA EA ER u 0 1 `3 P." 0 o o v 0 CU cif ti) On RI v E- U o U U o .S a z .Z a r$ ,, 6 = o v 5 v r, a) V P. E� 4 Assumptions (No Suh,,,, y - Land Cost Pass Through Alte. ,�.tive) NW 2nd Ct. Prototype Building Residential /Retail Rental The Historic Overtown Folklife Village Lot Price $3,348 (1997 dollars) Square footage of building 1,050 Number of stories 2 Leasable retail space 690 Annual rent per square foot - retail $10.50 (1997 dollars) (escalated annually) Leasable residential space 300 Annual rent per square foot - residential $6.75 (1997 dollars) (escalated annually) Annual rental revenue escalation 4% Annual cost escalation 3% Construction costs $70 per square foot (1997 dollars) (escalated annually) Construction loan interest rate 10% Vacancy rate 5% Rental operation costs (lease -up) $750 per quarter (escalated annually) Rental operation costs (stabilized) 30% Management fees 4% Permanent mortgage interest rate 8% Interest rate factor - permanent loan 6.96 Capitalization rate 10% Equity requirement 20% of cost plus operating shortfall SOURCE: Zimmerman /Volk Associates, Inc. "0 "r ct 0 a co O 0 a 0 Po 7c1 u v U -, N O 0 3 x b 0 el Ct C E. 01 Ot VI Ot 4 EA. CD 0 k EA. E!? CD CD en 0 ER ER k EA. ffsel Ef3 N • / O n Efl C EA. os 00 EA. 00 10 00 EA. N bl9 d4 ER a 0 CD EA. a ER 00 EA- 00 EPr s.0 EA. 00 O EA. N . 4 4 EA. 00 0 0 O 00 0 I. t� t\ L.... >4 r EA ER N 1.0 n 00 ER EA O In M EA. ER c0 s.0 ER EA. •ct 00 M EA EA. as 0 CD EA- 00 N EA. Vi a N 00 FA. O EA- O V3 4- 00 00 N M EA. 0 M EA. u 0 1--4 00 EA. 0 co N EA. O 00 EA. O EA 0 N O O O 0 r-1 t--I EA. u EA. M O' N O e H fA. N N 0 N H ,° -4 e-� ER N c0 EA Tr � 0 EA tri k 0 0 UU d a, z 00 I 0 0 EA. EA. N N TV O 00 N i0 Erl Eft N N EA- en en ER ER v 0 c bo a .5. 3 0 0 t a pa 0 4 a' o w s. 0 U F 5 N N OT 00 O N Ef3 E N CO 0 ER ER O s. V0 ER ER • VD 00 • Ln O\ ER 00 cr ER • ER N \� ▪ M �n ER ER t N N c N ER • ER O tM ER M N H M O N H EA as 00 M ER M �-i ER O 0 O d4 0 CIS 0T ER s.0 00 O • 00 O eri ER ER • 00 M • O 0 e+ n O 1/4D u) Gn O N ER ER T CT VD 1-1 00 N n ER ER CO ER et 00 � M M 00 Lf •4 N It O 71 ER 00 eM 4 O dN4 n ER N co ER i e-i rl est EA- ifY n FR O OD M er 00 ti CN ti ER ER O d +' 0 63 o N o w Cu c V a CZ U THE HISTORIC OVERTOWN FOLKLIFE VILLAGE APPENDIX C, COUNTRIES COMPRISING THE DIASPORA Tools for Change Antigua & Barbuda The Honorable Dr. Rodney Williams Minister of Tourism, Culture and Environment, c/o Dr. Norman Athill, Consul General Consulate General Antigua & Barbuda 25 Southeast 2nd Avenue, Suite 300 Miami, Florida 33131 Tel: (305i381 -6762 - Fax. 6305) 381- 7908 Aruba Royal Netherlands Embassy, Minister 4200 Linnean Avenue, Northwest Washington, D.C. 20008 Tel: (202) 244 -5300 - Fax: (202) 362 -3430 Bahamas The Honorable Agemon S. Allen, M P. Ministry c/o Mr. Franklin Rolle, Consul General Consulate General of the Bahamas Barbados Senator the Honorable Tyrone E. Barker, Secretary of Education, Youth and Culture Government of Barbados c/o The Honorable Benjamin Martinez, Consul General Consulate General of Barbados 150 Alahambra Circle, Suite 1270 Miami, Florida 33134 Tel: (305) 442 -2269 - Fax: (305) 567 -2844 Belize Ms. Gregoria Pandy Valcin Vice President for Cultural Affairs Belize Association of South Florida 7525 Northwest Second Avenue Miami, Florida 33150 Tel: (305) 758 -8409 Bermuda Senator, The Honorable Yvette Swan, JP, MP c/o The British Embassy, Caribbean Division 3100 Massachusetts Avenue, Northwest Washington, D.C. 20008 Tel: (202) 462 -1340 - Fax: (202)898 -4255 British Virgin Island British Trade Development Office 845 Third Avenue New York, NY 10022 Tel. (202) 745 -0495 - Fax: 745 -0456 Cayman Island The Honorable W. McKeeva Bush, JP Minister of Community Development, Sport, Women's & Youth and Cultural Affairs c/o Aaron D. Cushman & Associates, Inc. (Cayman Island Government Public Relations Firm 51 Vanderbilt Avenue, Suite. 100 New York, NY10017 Tel. (212) 856 -0100 - Fax: 856 -9426 Commonwealth of Dominica Mr. Edward Alexander, Special Advisor to the Prime Minister (With responsibility for external affairs and information) Minister of Tourism and Development Government of the Commonwealth of Dominica Government Headquarters, Roseau, Dominica Tel. (809) 448 -2401 - Fax: (809) 448 -6200 Dominican Republic Mr. H. Dionis Perez, Vice Counsel (Best Contact) Consulate General Dominican Republic 1038 Brickell Avenue Miami, Florida 33131 Tel. (305) 358 -3220- (305) 358 -2318 Grenada The Honorable Adrian Mitchell (He) Minister for Youth, Sport, Culture and Community Development c/o Embassy of Grenada 1701 New Hampshire Avenue, N. W Washington, D.0 20008 Tel: (202)265 -2561 - Fax. (202) 265 -2468 Haiti Dr. (Prof.) Watson R. Denis, Consultant to the Prime Minister Bureau du Prime Ministre - Cultural and Education Concerns Villa d'Accueil Port -au- Prince, Haiti Tel: (509) 45 -0007 Jamaica The Honorable Burchell Whiteman Minister of Education, Youth and Culture c/o The Honorable John P. Atkins, Consel General Jamaica Consulate General 824 Ingraham Bldg. 25 Southeast 2nd Avenue Miami, Florida 33131 Tel: (305) 374- 8431 - Fax: (305) 577 -4970 Martinique (Government of France) Mr. Claude Lise (PPM) and Rodolphe Desire (PPM) (Representative to the French Senate): c/o Embassy of France 4101 Reservoir Road, Northwest Washington, D.C. 20007 Tel: (202) 944 -6000 - Fax: (202)944 -6166 Monsterrat Ms. Lazelle Howes, Ministry of Education and Cultural Affairs Government Headquarters P. 0. Box 292 Plymoth, Monsterrat Tel (809) 491-2541/2541 - Fax: (809) 491 -6941 Netherlands Antilles R. Ch. Beukeboom Commissioner of Social Affairs, Sport and Cultural Affairs : c/o Royal Embassy of the Netherlands Netherlands Antilles Minister 44200 Linnean Avenue, Northwest Washington, D.C. 20008 Tel: (202) 244 -5300 - Fax: (202) 362 -3430 Puerto Rico (They also have many chapters of Chambers of Commerce in South Florida) Mr. Angel Morey, Chief of Staff to the Govenor La Fortaleza San Juan, PR 00901 Tel. (787) 7000 - Fax: (787) 732 -9747 Puerto Rico Tourism Company P. O. Box 4435 .9nn . Iunn PR 00902 St Kitts & Nevis The Honorable Sam Condor Deputy Prime Minister, Minister of Industry, Youth Sport, Cultural and Community Affairs Government Headquarters P.O. Box 186 Church Street, Bassaterre Tel: 6869) 465 -2521 - Fax: 6869) 465 -1001 St. Lucia Embassy of St Lucia (New administration has not yet taken off) Position is under the Deputy Prime Minister Government Building, Conway Tel: (758) 452 -6519- Fax: (758) 453 -7325 St. Vincent & the Grenadines The Honorable John Home Minister of Education, Culture and Women's Affairs Government Building, Kingston St. Vincent & the Grenadines, W.I. Tel: 6809) 457 -1104 - Fax: 4809) 457 -2152 Trinida & Tobago The Honorable Chandradath Singh, Consul General Consulate General of Trinidad & Tobago 1000 Brickell Avenue Miami, Florida 33131 Tel: (305) 374- 2199 - (305) 374 -3199 Turkes & Caicos Island The Honorable Clarence Selver Minister of Education, Youth, Sport & Cultural Affairs Hishicus Square Pond Street, Grand Turk Tel: (809) 946 -2058 - Fax: 6809) 946 -1464 U.S. Virgin Islands Mr. Wylie H. Whilsonant, Commissioner of Tourism Division of Tourism 81 AB Kromprindsens Gade P. 0. Box 4600 St. Thomas. US VI 1. ARCHITECT: Albaisa Musumano with Pancoast Albaisa Architects CLIENT: St. John's Community Development Corporation & Related Companies of Florida PROJECT: Lyric Village 2. ARCHITECT: Rodriguez and Quiroga Architects Chartered CLIENT: New Concepts Housing, Inc. PROJECT: Overtown Courts 3. ARCHITECT: Wallace Roberts and Todd CLIENT: Dade County Public Works PROJECT: Ninth Street Pedestrian Mall and Plaza 4. AGENCY: PROJECT: THE HISTORIC OVERTOWN FOLKLIFE VILLAGE APPENDIX D, PROPOSED ADJACENT PROJECTS Florida Department of Transportation East - West Multimodal Corridor Study 4 0" • . ' .• -" !ft tt• 41111 • .t■-••• • Mst • _ \ • .11 11= 1 .• r •144- -14A; • c , A • s. • _ 5 c4- , • • • • . - -4 — _ - - , • jr l'' 40': .. .0 . - --:-. I. li• 1 ' i I . : r . - - ,b -•-•; •••• , ' •-,..•-• -..:-_-- — • ,-r..• v.k.-- ).- ---- _ .,...._ , .:-......., .,. --•,• 1 1 . T - 1„ • -,,,:---- -., ----- 12 . 1 7 - L - .. • ‘ ' _,_ ______,_ ,........I • . 77, 1 • • ij ) , 1,ir■sranr. 441 ' NZ „ • -.;• .• _ ,VIIIii i - i 1 . - . ...,..2.17-.1 %OWA • -ii....i. 4.17. !i ,...,1.6* . S i • k., ..'. • ... S / 'T•itil,.)...:•ci...: - ,',1 ,), - •-.: i Y....N.. ' '-. • . ••:• I 28 TowNHomEs LocATED IN THE OVERTOWN AREA OF MIAMI. FLORIDA OVERTOIATN COURTS "A 70141\ COlviAl 711\111 Y 2 d ` i i 1 < zl tote _, a° irao - a1aNw u 1011 ineiv■ ode Hi DI • • • J - 1 L x- • a • t : - 7 z ;-; z z 2 3 44 1. Dorsey House 2. Lyric Theater 3. Cola -Nip Building 4. Greater Bethel AME Church 5. Mr. Zion Baptist Church THE HISTORIC OVERTOWN FOLKLIFE VILLAGE APPENDIX E, HISTORIC BUILDINGS I 1 1 1 : I I I I ()ItI( ()\ l I I O\1 1 IULKI,II E VILLAGE IIIS OIZIC BUILDINGS DEIRSLY HOE: SE Photo hy Kim Worthy Plater- Zyberk L Company aialirtte Date- Ma„ 199 THE HIS 10121( ON L12 U(111:111.1 11GE HIST()ItI(' I3l111,1)INC;S LYRIC THEATER Photo by Kim Worthy , tAmite HISTORIC OVERTMN VILLAGE BUILDINGS COLA NIP BUILDING Photo by Kim Worthy C .197 & :,/npay THE Illtil()R10.1i6VER1OWN 1.01,1:1.1FE H.LAGE iiiST()RiC GREATER BETHEL AME CHURCH Photo by Kini IVortizy "!, ROWLD E. FRAZIER 8c Q } ARCM -I H w y , - 01ANgR , §-, FEBRUARY 1989 H TABLE OF CONTENTS INTRODUCTION 1 THE PROJECT AREA 4 BUILDING AND SITE SURVEY 9' URBAN DESIGN GUIDELINES 37- MASTER PLAN DESIGN CONCEPT 58 PROTOTYPE PROJECT THE LYRIC THEATRE. . . 83 IMPLEMENTATION STRATEGY 90 BIBLIOGRAPHY 97 1 INTRODUCTION INTRODUCTION In 1983 the City of Miami Commission endorsed the Black Archives, History and Research Foundation of South Florida Inc., a private, non- profit organization, to co the Historic Overtown Folklife Village as part of the Southeast Overtown /Park West Redevelopment Plan. The Historic Overtown Folklife Village is proposed to be a two - block area within the redevelopment district. The goal is to create a regional tourist attraction showcasing the leagcy of Miami's Overtown community, the era of the Harlem Renaissance, and the character of black architecture focusing on Afro - American and Caribbean elements in South Florida. This area was selected tor the Village because of its rich history and traditions. Overtown is one of the oldest .neighborhoods in Miami. In 1896 the City of Miami was incorporated. At this time Henry Flagler, who was linking Miami to the north through the construction of his railroad, needed a place for workers to live. Blacks were not allowed to live within the white community; therefore the land west of the railroad tracks, within the city limits of Miami, was designated as "Colored Town ". It was the beginning of a unique black community which was known by several names including "Washington Heights" and "Culmer ". Today, the area is referred to as Overtown. Overtown grew and developed into a vibrant community where schools, churches and businesses flourished. Tourists and residents frequented the area to enjoy the entertainment, partake of exotic foods and to listen to popular melodies as well as gospel music. National celebrities such as Count Basie, Ella Fitzgerald, Cab Calloway, Josephine Baker, Billie Holliday, Nat King Cole, Aretha Franklin, Sam Cook, and many others lived and performed throughout the years in Overtown's hotels and nightclubs. Internationally known author and journalist W.E.B. Dubois, folklorist /writer 'Lora Neale Hurston, world famous boxer Joe Louis, and baseball greats Jackie Robinson and Roy CampanaelJa, are just a few of the prominent blacks who vacationed in Overtown. 2 Over the years Overtown lost its magic. Many of its core residents moved as result of the construction of an expressway system that cut right through the heart of the area, civil disturbances and desegragation. Although many of the buildings have fallen into disrepair, community leaders are working to make Overtown come alive again. The dream is for a "new town" which could bring a sense of community back to downtown and revitalize the center city area. From this came the Southeast Overtown /Park West Redevelopment plan which includes affordable housing, shopping and recreation close to downtown. The Historic Overtown Folklife Village concept explores the manner in which rehabilitated /restored sites of architectual, historical and cultural significance can be combined with new construction to give substance to an image of what a blighted area can become in today's marketplace. The rehabilitated /restored sites will establish the foundation of new construction. The design elements were selected as examples of the manner in which historic building forms can be reflected in modern architecture. Objectives and Scope The primary objective of the plan is to assist the Black Archives Foundation and the City of Miami in their efforts to plan for the Historic Overtown Folklife Village. To accomplish this objective, the scope of this study included but was not limited to the following tasks: 1. Preparation of Urban Design Guidelines highlighting unique black architecture in South Florida; 2. Preparation of a building and site survey, including an inventory and evaluation of all the existing structures; 3. Preparation of a master /reuse plan based upon (1) the results of the market analysis update prepared by consultants Laventhol and Horwath tor the Historic Overtown Folklife Village; and (2) a survey of existing areas including: Sweet Auburn Avenue, Atlanta, Georgia; and the Savannah Historic District, Savannah, Georgia; and 1. Preparation of an Implementation Plan and Developement strategy. 3 THE PROJECT AREA THE PROJECT AREA The proposed site for the Historic Overtown Folkiife Village will be a two (2) block area located adjacent to the downtown Miami Central Business District in the heart of the Southeast Overtown /Park West Redevelopment Area. The site boundaries are N.W. 2nd Avenue, N.W. 10th Street, N.W. 8th Street and N.W. 3rd Avenue. The Historic Overtown Folklife Village is a major component of the City of Miami's Southeast Overtown /Park West Redevelopment Plan. The Redevelopment Plan entails the redevelopment of 200 acres of prime real estate for residential and commercial activities and will have a tremendously positive impact on the Historic Overtown Folklife Village. The specific development activities included in this massive redevelopment project will include the following. 1. A 300,000 square foot, 16,500 seat sports arena, directly across from Overtown Metrorail station, which opened for the 1988 -89 season. Basketball, concerts, rodeos, wrestling, boxing and hockey are planned for the arena. 2. A new "in- town" residential community near the Miami Arena which is expected to transform approximately 28 acres into 1,176 apartments, 800 condominiums and 240,000 square feet of commercial space over the next five years. 3. Two pedestrian malls are planned for the area. When completed, the Northwest 9th Street Pedestrian Mall will anchor a corridor from the North Miami Avenue Arena area to the proposed Historic Overtown Folklife Village. Some of the other significant features in the project area that will have a positive impact on the future development and success of the Historic Folklife Village are listed as follows: 1. The Historic Village site is adjacent to Interstate 95 and this will provide a high level ot accessibility to and from the project area. 2. The proposed 9th Street Pedestrian Mall, which is to be the spine of Southeast Overtown /Park West development will terminate at the Historic Village site. This will provide a very important link with the rest ot the redevelopment areas. 5 3. The Overtown Metrorail Station is only three (3) blocks from the Historic Village site and will also provide accessibility by means of rapid transit. 4. The Southeast Overtown /Park West Redevelopment Project represents new development activities that will provide a positive impact and positive image for the Historic Village site. THE HISTORIC OVERTOWI■ 1LXLI FE VILLAGE • *I- a CENTER ‘ 3 SPECIALTY CENTER 4 DESIGN PLAZA 5 CENTER FASHION DISTRICT 6 LATIN QUARTER 7 SPORTS ARENA 8 - CIVIC CENTER HAROEE AVE N. PROSPECT OR. c � d < = t = a �a W a NE 87 ST 3 a dial 2W NW 7I ST elni= NW 62 ST IRi_ EMI 11 1 1' j NW 36 ST NW 36 f _ _ 4 ,, is 1.17 - A 1 weva .::::.....:: gi 4 5 ST' W 1111111111ElliMii JULIA TU TTLE a ■® , .--� CAUSEWAY SW t6 S • \ 4 Y gamer of i. pl I. CORAL WAY AVIV LER BIRD AVE GRANO AVE fr POINCIANA AVE NW 54 ST ;_ DINNER KEY N W 79 ST 7 r- . -. -.; • NORTH SAY CAUSEWAY VIRGINIA KEY e 0 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE /LOCATION MAP CITY OF MIAMI PLANNING DEPT. BUILDING AND SITE SURVEY THE PROJECT S I T E 10 General Description The proposed Historic Overtown Folkl.i.fe Village represents a unique urban development opportunity for the Miami area. The site (bounded by N.W. 10th Street, N.W. 2nd Avenue, N.W. 8th Street, and N.W. 3rd Avenue) contains five (5) historic buildings dating hack to the 1920's that will be the main focus; of the village. In addition, there are four (4) culturally significant: buildings that are also located within the project s i t e and w i l l be included in the redevelopment cf fort . The five (5) historic buildings are: (l) Greater Bethel AME Church (2) Mt. Zion Baptist Church ( j) The Lyric Theater (1) The Cola --Nip Bottling Company Building (J & 5 Building) (5) The D.A. Dorsey House The tour (4) culturally significant buildings are: (]) The Brown House (2) Ward Rooming House (3) The Masonic Temple (4) The Carver Hotel The five (5) historic buildings are slated for preservation, restoration and /or reconstruction, while the culturally significant structures are to remain with some modifications and reuse. The other structures in the project site area are residcnt.ia] apartments; and commercial building;: that are in varying ,States of deterioration and disrepair. In addition to these structures, there is also a large quantity of vacant land. Land Ownership The current land ownership is indicated on the attached map which was obtained from i hr City of Miami. There are dpprox i ma 1 e I y 70 parcels of land with 11 property owners. The exact parcels and property owners are listed on the Land Ownership Map. 1 I 1 I 1 1 1 , 1 1 1 Q NORTH 11 THE HISTORIC OVERTOWN FOLKLIFE VILLAGE PROJECT SITE 1,8,9 N i c k Montgomery 21),7h,1011, Mrc]uffy Myers 1 -6 W i l l i e Mae W ' - 1 1 , 1 4 Bradley 1nrdr1Gt_r_ies 1 7, 1 3 Now Prrwi rlc?nr'o r,nrlr�r? 15 -1n, PEha Enylor f•)aner 19 Marlin 1?uhine 2_f), 21. Miami Jewish HnrnP rlospi to l 72 rcarl Mnr>ro ) 1 , 7F Prrha F:nu f or rran -r 24 William Ga•yor 25, 1), II (•1yrin Vi 1 Irn 77,10 l.or)nir & Phi 1 l ir) P( 1 a I r r;ampsOn & I)nrr)t liy (: i bang 2 n, 29, 1O 1. r.rl A. Ann inc. 1;,1{1 flit-inc t I rn i It,, 11 r IJ i l l i .rnr� 1 n, 1 1 , 1 1r r. r r r ':1 ,, „ N.W. 10 a' N.W. 8 ST 42,47 43,45 44,45 49 50a 5(l1) 51 52 53 54,55 56 r F,O 61 6 ? -66 (1 William Hutchinson Henry A]bury, Etal f .C. mickens & An NORTH Mt Zion Baptist Catirch Thomas Post Half-Life Properties, Inc. Ilurrows Enterprises, Inc. Emma Moore & P. Boyd Greater Bethel A.M.F. Church I.C. Micken, Dnr" -('h a Mrs. P. Allen Ironrlerson Wn1lrci ina Jennings & Wit lean Ada Mae Paschall St_i rrul� Properties Margaret Brown (Irnrlt.er Bethel A.M.E. ('Irrrrch F.D. Izlrrment_Ira l (:nrlrr1dn Br'rr1Sl_niri, Tr. Flat r. f'Irminc' F:. Wa�hinrt The' 1 nn om f fl:),lr r'n. -• l if :n r. r)f I'r air, 13 Historic Building Survey The historic and culturally significant buildings were surveyed by the consultant in order to determine the current use, state of repair, structural integrity and architectural character. The survey methods entailed a windshield survey, photographic record and exterior and interior physical analysis. The physical and structural conditions of the historic and culturally significant buildings are as follows: Greater Bethel AME Church and its related buildings and Mt.'Zion Church are in sound condition The Lyric Theatre and the Cola -Nip Building are in a deteriorated state and will require extensive repairs The Dorsey House is deteriorated and has been slated for demolition by the Unsafe Structures Board of Dade County, Florida. It will have to be reconstructed. . The Masonic Temple is in good condition The Brown House has been demolished The Carver Hotel is in an extreme state of disrepair and is slated for demolition by the Unsafe Structures Board of Dade County, Florida 14 ca ,—i' ' 4 s� U C ro 3 C O co U O i..+ o R7 { cc) b U b"L7 ) ( t • > ) C co U • —+ O U s. U O y-) 1.4 ,4 . .0 w U w Li cn ) E- ) U to • -C .= ) 4-) 4) --1 L • .0 rt! U s. C w to ro CU s - � U0et0- -+ a >, + 1 CT -.-I 01 .c E� $.) U eC! Al C.) 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L 0 • E r - + - .•1 0 0 C> C et C) 4-1 C a 0 r-+ r7 0 C) rn L >, CO •r-1 Cr) CI) -.-1 ^-4 0 U 0 b a) ro a) L4 4.: r 4-1 0 •-4 0-1 • ,c C) L, rC rc 0 ++ 0 0 E 0 0 - r-1 La • r-1 La x r0 rC C C .a 0 E --i 0 >c C .i0 iJ 3 ro0ro0 - -.-.CI) 1.4 L+ rU O U 0 L rn a) U E C --, rII > rti 0 0 E-' 3 O > 0 SITE SURVEY The remaining structures in the project site were surveyed by the consultant and the following evaluation is presented. The proposed building inventory and analysis entailed a windshield survey and photographic record in order to determine the structural integrity and architectural character of structures within the site area. Structural Condition Assessment There are very few buildings in excellent and good condition in the project area. The windshield survey was conducted primarily to determine the state of physical deterioration of the structures. Exterior and interior surveys were conducted of the historic and culturally significant buildings. The other structures were only surveyed from the exterior. The criteria utilized were as follows: 1. Excellent and Sound Condition Structure may require only minor touch -up work 2. Good Condition Structure may require minor repair and maintenance, but is structurally sound 3. Fair Condition Structure may require major repair and maintenance, but is structurally sound 4. Deteriorated Condition Structure requires extensive repairs and has some major structural problems 5. Demolition Condition Structure is totally in a deteriorated state and must be demolished and rebuilt 21 The structural condition survey and vacant land map will illustrate the current state of all of structures in the project site area. 22 z G /F E/G N.W. 3 AVE. G/E (n I G/E I • 1F/Bi Ns I ICI 1 B� B J 1 STRUCTURAL CONDITION SURVEY • 1 G D 1 G I 1 N. W. 2 AVE. I 1 1 1 1 I 1 • • • 23 N.W. 2 CT. LEGEND E - EXCELLENT AND SOUND G- GOOD F - FAIR B - DETERIORATED D - DEMOLITION REQUIRED 111- HISTORIC CULTURALLY SIGNIFICANT - OTHER STRUCTURES ..1 L1 1> NORTH ❑ ❑ ❑ ❑ ❑ ❑ • 0 17•90■15. ❑ ❑ ❑ ❑ ❑ ❑ N.W. 3 AVE. 7 01 7 V L V A r 7 O l 4 V r 7< r> V i, J A V r V > 1 < V N. W. 2 AVE. STRUCTURAL CONDITION SURVEY AND VACANT LAND ca 24 71 I V I L A r M y < l• 1 �1 ` w 6, e r 1 ' 1 r r > 4 1 r v ' 7 * > w4 r 1 J • 7 " r 1 r `rte �`l»l MEM ...1 ■..1 ..71 ■■ I1 EWE MN MI ■/1.■ LEGEND V MN DEMOLITION MUST BE REBUILT DETERIORATED 'CONDITION - EXTENSIVE REPAIR 1..1 1..S 1../ C n N. W - VACANT 4__ • 2 CT. - FAIR CONDITION - MAJOR REPAIR ET GOOD CONDITION - MINOR REPAIR 71 SOUND CONDITION - MINOR REPAIR - EXCELLENT CONDITION NORTH Lc) L C U b U C; C) C L. • 0 -• 0 .--1 V] 4-) r-.I 7:1 U CT C!] U C TJ 4.+ '-i. c _•• C: 3 `+-- G^. Ci Q1 C 3 0 C C 0 Z. 0 C., :--) • c: C J.-) RS ••- C cll C .0 L C L L +1 C C O 3 ..- O C rU i 1 '- 0 4- rn 0 C ,J > E - ..,, L c>l L ra 4J -•-i O rC r -- 0 - ; - 1 4._.) 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Objective: URBAN DESIGN GUIDELINES The primary objective behind these guidelines is to explore the manner in which rehabiliitated /restored sites of historical and cultural significance can be combined with new construction to give substance to an image of what Overtown was and what it may become. All rehabilitation work shall be in conformance with the Secretary of the Interior's Standards for Rehabilitation; and all urban design and landscaping considerations will relate to those American, African Caribbean, West Indies, and Central and South American cultures which compose the "peoples of color" as defined by the southern states. Since the turn of the century individuals from each of these groups have lived in Miami's Overtown. B. Intent The intent of the design guidelines for the Historic Overtown Folklife Village is to direct and facilitate the development of the Village with appropriate design concepts and architectual styles. It. is also the intent that all rehabilitation and restoration work done to historically significant buildings is done in accordance with the Secretary of the Interior's Standards for Rehabilitation. The Village will be ideally located at the western end of the proposed 9th Street Mall and will serve as the terminus point for the mall project. The complex will be the setting for music, dance, theater, visual arts, and literary pursuits reminiscent of the Harlem Renaissance and Overtown's "Little Broadway" era of the 1940's, 1950's, and 1960's. It will provide a mix of affordable housing, commercial facilities including: studio /rehearsal /exhibit spaces and lofts for visual, literary, and performing artists; welcome centers; office buildings; theater; restaurants; etc. The public plaza will accommodate a major sculpture or design amenity as the landmark for Miami's Overtown Historic Village. The intent is for the complex to function as a showcase for the talent of "people of color" through a look into the past and as a unique attraction for the local population as well as tourists from throughout the United States and abroad. The rehabilitation /restoration of selected sites of historical and cultural significance, as identified in the master plan, will establish the foundation for the implementation plan for the Village concept. 38 The following design guidelines are intended to provide directions to the design professionals for the enhancement of the visual charaacter of the area, thus, reinforcing its character; to encourage orderly development based on the requirements of the Historic Overtown Folklife Special Public Interest (SPI) Zoning overlay; as well as to create a frame of reference for the Historic Folklife Village Review Board on which to base its recommendations. The Guidelines for rehabilitating existing buildings shall be the United States Secretary of the Interior's "Standards for Rehabilitation ". These standards are as follows: 1. Every reasonable effort shall be made to provide a compatible use for a property which requires minimal alteration of the building, structure, or site and its environment, or to use a property for its originally intended purpose. 2. The distinguishing original qualities or character of a building, structure, or site and its environment shall not be destroyed. The removal or alteration of any historic material or distinctive architectural features should be avoided when possible. 3. All buildings, structure, and sites shall be recognized as products of their own time. Alterations that have no historical basis and which seek to create an earlier appearance shall be discouraged. 4. Changes which may have taken place in the course of time are evidence of the history and development of a building, structure, or site and its environment. These changes may have acquired significance in their own right, and this significance shall be recognized and respected. 5. Distinctive stylistic features or examples of skilled craftsmanship which characterize building, structure, or site shall be treated with sensitivity. 39 6. Deteriorated architectural features shall be repaired rather than replaced, wherever possible. In the event replacement is necessary, the new material should match the material being replaced in composition, design, color, texture, and other visual qualities. Repair or replacement of missing architectural features should be based on accurate duplications of features, substantiated by historic, physical, or pictorial evidence rather than on conjectural designs or the availability of different architectural elements from other buildings or structures. 7. The surface cleaning of structures shall be undertaken with the gentlest means possible. Sandblasting and other cleaning methods that will damage the historic building materials shall not be undertaken. 8. Every reasonable effort shall be made to protect and preserve archeological resources affected by, or adjacent to any project. 9. Contemporary design for alterations and additions to existing properties shall not be discouraged when such alterations and additions do not destroy significant historical, architectural or cultural material, and such design is compatible with the size, scale, color, material, and character of the property, neighborhood or environment. 10. Wherever possible, new additions or alterations to structures shall be done in such a manner that if such additions or alterations were to be removed in the future, the essential form and integrity of the structure would be unimpaired. 40 URBAN DESIGN GUIDELINES - NEW CONSTRUCTION A. Design Objectives The overall objective of the design guidelines for the building environment is to facilitate the development of the Village with an African /Caribbean /American character, a strong pedestrian orientation, and a creative atmosphere for artists and cultural enrichment. 1. To facilitate the development of the AFRICAN /CARRIBEAN /AMERICAN CHARACTER in the Village, the repetition of "special design elements" in harmonious and sensitive ways is necessary; these elements include porches, windows, doors, balustrades, barge boards, planters, gable roofs, trellises, etc. 2. To encourage pedestrian oriented development in the Folklife Village, the following amenities need to be provided: a. Wide sidewalks, plazas, and courtyards b. Shade and shelter including canopies, landscaping and other amenities c. Commercial activities that are uninterrupted at the ground level d. A substantial amount of transparency on ground floor retail storefronts in order to encourage browsing e. A concentration of tourist related activities in close proximity to each other. 3. To encourage a CREATIVE ATMOSPHERE FOR ARTISTS and AN OPEN CHARACTER catering to pedestrian streets, the following is encouraged: a. Mixed use buildings with retail on the first floor and lofts on the second floor for rehearsal /exhibit spaces. b. The use of substantial amounts of vegetation, building setbacks, and utilization of outdoor spaces including alleys, for passive plaza areas. 41 42 4 . To provide FOCAL POINTS and a sequence of activities and events, buildings with special interests are to be emphasized on street corners. LANDSCAPING will be also emphasized. Historically, plants, flowers, and trees were used for medical purposes as well as to beautify areas. 5. In response to ENVIRONMENTAL CONCERNS porches and verandas shall be highlighted and encouraged to abate the sun and rain. B. Special Design Features In order to develop the African /Caribbean /American character in the Village, it will be necessary to repeat "Special Design Features" on the buildings and throughout the site. There are many African -based traditions that have helped shape American expressive culture and the built environment. These traditions have expressed themselves in speech patterns, oral literature, music, popular dances and foods, as well as material culture, although black folk architecture in the United States remains for the most part, a hidden heritage. Some of these architectural contribution are as follows: 1. The Shotgun House Although most of the efforts of Afro - American carpenters have blended anonymously into the regional landscape of the South, one building type stands out: "The Shotgun House ". This house type is one room wide, one story tall and several rooms deep and has its primary entrance in the gable end. Its perpendicular alignment breaks with the usual Euro - American pattern, in which the gables are on the sides and the entrance is on the facade or long side. Although gable -entry houses occur in some parts of Central Africa, the shotgun house is a New World hybrid that developed in the West Indies and entered the United States via New Orleans in the early 19th century. American shotgun houses derive from the fusion of distinct ethnic architectural components: a Caribbean Indian building shape, European Colonial framing techniques and African - inspired proxemic codes. In the United States they should be understood as the contribution of the free people of color from Haiti. Guidelines NNW imm mem 1 : 2 4767;111M= miiM mamilmmOM OW Mmmilsommumem =EL mimmillIWOMM iI _ TYPICAL SHOTGUN HOUSE (ELEVATION) While they may not look like much on the outside, these "shotgun shacks" in Overtown were like palaces to the people who once lived inside. There were beautiful flowers in the yards, or buckets of flowers on the porches. Urban renewal made them "glorified slums ". The Shotgun House or a modified version should be provided in several locations and be used to accommodate potential commercial and cultural activities. The Gable roof end should be the predominant roof line on the majority of the new structures. 43 L / ROOM 4 PORCH 1 44 ROOM 1 111 1 111 '1 111 TYPICAL SHOTGUN HOUSE (FLOOR PLAN) These structures were intended as workers' cottages and were usually built in rows, very close together and on very small lots. As single family units, they were sub - standard, small and narrow, only one room wide, with a gable roof. Inside, they are normally three rooms deep, arranged one after the other, with circulation directly through the rooms. They usually had front porches and sometimes front and side porches. 45 w •.r..•__l.ii • /•• ■ _ 11111:1:21.11:1;11111:1:21.11:1;:2111i • • il/12.9i% :i I� S��I II. WS*O— IM•w1 -,M I• =w W.I • 111•=1•111111111M M We •ir NO.M118•111 . - m •■ 11111111 IN IN MINIM • I - ���� ■• .�.�• NM MUM MMINIMMIIII ‘42,11.5.1.11 11119,62 BAHAMIAN /CONCH HOUSE 2. The Bahamian /Conch House (1896- 1920's) Found mostly in the Culmer - Overtown area of Miami and in the Charles Avenue area of Coconut Grove, this architecture was brought in by black Bahamians who came to build a new city and a new home. Buildings in the early black communities of Miami are typical "Conch" houses. It is the work of shipbuilders turned carpenters in the Bahamas and Key West. Buildings have a two story rectangular mass, with broad gable or low hip roofs. Their construction in Miami is balloon frame wood, rather than the original cross - braced system of heavy timbers, based on shipbuilding techniques employed by the Conch builders. Structures are raised off the ground on wood posts or masonry piers, allowing air circulation underneath the house. Exterior surfaces are of horizontal weatherboards and windows are double -hung sash type. The most salient feature of these buildings is the balustraded porch across the front, sometimes wrapping around the sides, on both stories. THE PORCH Front porches and verandas should be provided on selected structures facing the street. Illumination of porches is recommended. Ornamental railing, wood balustrades and wood decorative support beams should be used on the porches. 3. The Front Porch and 2nd Floor Covered Porch More prominent thann the shotgun house is the front porch, which is actually an African - derived architectural element. No antecedent for the front porch as it is commonly found in the South, can be found in England or elsewhsere in Northern Europe. Only the experience of tropical heat and humidity can inspire such an addition to a structure. Verandas are also common to African building designs. The front porch and 2nd floor covered porch provides an opportunity for interaction with the street environment in the residential and commercial areas. Guidelines 46 4. Ornamental Woodwork and Shutters Guidelines EXPOSED RAFTER ENDS SQUARE POST SUPPORTS .2nd FLOOR COVERED PORCH _WOOD BALUSTRADE Ornamental woodwork contributes to the enhancement of the area's image, and should be provided where appropriate. Ornamental woodwork can be used outdoor or indoors, at doors, windows, and portals Louvered wood windows and doors should be combined with operable glass panels in order to provide for ventilation, energy conservation, and safety. Decorative wood beams, joists or rafters that are either an integral part of the structural support system, or used for decorative purposes, should be used in balconies, canopies, parapets, cornices, ,ind portals. 47 BAHAMIAN SHUTTER DORMER WINDOW TALL SAS WINDOW BARGEBOARDS WOOD BALUSTRADE HORIZONTAL WEATHERBOARD SIDING FOUNDATION PIERS 5. Fountains, Sculptures and Murals Fountains, sculptures, murals and artwork help create an atmosphere where people wish to congregate. The size, shape and scale should be appropriate to the setting. Fountains could be focal points in interior patios, plazas or in the proposed mall. Guidelines 6. Planters Fountains, sculptures and murals should be located in highly visible pedestrian areas. Materials should be durable and resistant to urban pollution and stain. Copings at fountains should provide a place for sitting. Fountains should be an integral part of the spatial design and should not interfere with pedestrian movement . Lights could give an added effect to the fountains, sculptures or murals and should be provided where appropriate especially on outdoor pieces. Planters, pots and trellises, help provide areas for a tropical landscape atmosphere, and add color and interest to the space. Planters could be placed in a variety of locations, and be used to separate or define spaces. They could be used both for trees and plants and in a variety of shapes, textures and colors. The use of planters and pots is encouraged on sidewalks, porches, and rooftops; in plazas and courtyards; and attached to railings. Guidelines Planters and pots should be of a durable material including concrete, wood, and stucco. Color and texture of the planter should be in harmony with the material and color scheme of the surrounding areas. Planters for trees should be at least 3 feet deep and should drain well. Planters designed to include seating should be approximately 18 inches in height and have a seating area of at least 12 inches in width. Plant materials should not require a lot of water or maintenance have thorns, poisonous fruits or objectionable odors. Planter and pot sizes should be in scale with the size and use of the space. The location of the planter should not interfere with pedestrian movement. 51 7. Trellises • Trellises provide the area with a tropical atmosphere. Trellises should be integrated with vegetation. This design element can be located in plazas, interior patios, terraces and on roofs. A transparent material can be installed on top of the trellises to protect from rain. Guidelines C. The Buildings The architectural character of the Historic Village depends on the architectural treatment of the buildings. Among the most important visual design elements of the building are the roof, facade, color and building materials, signage, lighting and others. A sensitive design that integrates harmoniously all of the components of the building will provide the area with the desired architectural character. 1. The Roof Gable roofs and hipped type roofs shall be used for new construction. Guidelines Rainwater leaders and gutters shall be concealed whenever possible, but if exposed they shall be painted to match the color of the wall on which it is attached. Trellises for commercial uses should be located in visible areas. Trellises should be located so as to appropriately screen sun rays. Vines, hanging plants, and Florida pots should be incorporated into the trellis structure. Trellises should be made of durable material capable of withstanding the South Florida weather. The use of cedar and redwood is recommended. 61A u LOW GABLE ROOF GABLE ROOF u 2. The Facade and Building Relationship The facade is the most visible and important exterior surface of a building. In terms of importance, the lower portion of the facade is the most important on a narrow street because it is the most visible; however, on a wide street, the entire lower and upper portions of the facade are important because they are both visible. In commercial areas, the storefronts and doors are located on the lower facade, therefore, it is important to have an appealing design which provides a substantial amount of transparency in order to facilitate the display of merchandise. Finally, human scale is important since it relates to the height of the building adjacent to the street and the subdivision of the larger facade into smaller ones at ground level. The height of the new buildings should not exceed 3 stories. Guidelines A harmonious relationship shall be provided between the entire building, each facade storefront, and the neighboring storefront. Facades within a single structure shall be compatible Doors, windows and other elements of the facade shall also be visually compatible. Transparency is very important on ground level of pedestrian streets within commercial areas. At least 30% of the facade on the ground floor of a pedestrian street should be transparent. The use of reflective glass and glass blocks should be avoided on lower levels. Height compatibility with adjacent facades abutting the street is recommended. The use of incompatible building materials and colors shall not be permitted. Exposed mechanical and electrical equipment on building facades shall be discouraged. Guidelines All rehabilitation and restoration work to be performed on historic structures shall be in conformance with the Secretary of the Interiors Standards for Rehabilitation 3. Colors and Building Material Achieving color compatibility within the same structure or adjacent buildings helps to visually unify the area. White and off -white colors for walls should be encouraged. Also earthtone colors are acceptable. The use of unrelated colors for buildings, trims, or the use of different colors for different stores within the same building must be approved by the City of Miami Planning Department on an individual basis. Color shall be used to accentuate prominent or positive features of the building such as cornices, corners, projections, overhangs, trims, doors, windows, and other such features. Wood siding and stucco (textured or smooth) as the principal building material shall be encouraged. Plywood for exterior use on pedestrian streets shall be discouraged due to durability and maintenance problems. Building materials shall be matched as closely as possible in size, color, and texture to the original building materials when preparing to undertake additions, renovations and repairs. If exterior improvements are to be made, they should be compatible with the architectural style of the building to be improved. 54 4. Signage Guidelines Signage color, material and size should complement the color and scale of the building and should not compete with it. All signs shall require approval by the City of Miami Planning Department on an individual basis. Signage provides the area with a special identity, an image and a sense of place that reinforces its character. Signs convey messages that are essential to the function, safety and security of an area. Signs should be designed for three (3) basic functions: a) to help toward providing the Historic Overtown Folklife Village with a clear identity; (b) to identify commercial facilities; and (c) to provide information on the direction or location of activities. Elements that reinforce the image and identity of an Afro - Caribbean area shall be encouraged and expanded. Lettering style, language, symbols, logos and plaques are among these elements. The message of the sign shall be concise and legible. Business signs shall consist only of name of the business. Address signs shall also be permitted; however they shall be for identification purposes only and may not exceed 2 square feet. Signs and displays for advertising or promotion and wall painted signs are not permitted. The scale of the sign should be in proportion with the architectural design of the building and the storefront. Signs will not be allowed to project above the roof line or cornice of a building or be mounted above the second story level of buildings, unless historically documented. The signs shall be placed, either in the shop window, or on the portion of the building facade above the shop window, and below the sill of the second floor windows within the sign zone. 55 5. Lighting Lighting adds interest by accenting buildings, plantings, fountains, signs, graphics, sculpture, and other features in the urban context. Guidelines Wall murals done in mosaic tile containing graphics which emphasize the African /Caribbean /American culture should be encouraged. Animated signs (i.e. signs with moving parts) shall not be permitted. Pedestrian oriented street lights containing special lighting features are recommended, along all pedestrian streets. Multiple luminaries mounted on a single pole should be considered for plazas and large spaces only. Lighting of any landscaping adjacent to the facade should be accomplished through floor lighting. Accent lighting should be provided for buildings and sites, especially at the corners. Small white lights located at building edges and on important architectural features will contribute to give a special character to the area. Storefront lighting shall contribute to the character of the area. Accent lights around storefront opening is recommended. Outdoor fountains, statues and murals shall be illuminated where appropriate. Flashing lights, whether as part of a business sign or elsewhere, which detract from the historic character of the district shall not be permitted. The installation of twinkle Christmas lights, as long as they do not flash on and off on trees along pedestrian streets and patios is recommended. Up- lighting of major trees located in interior patios and planters with color and /or white light is also recommended. Parking lot lighting shall be post -top type. Light features shall be compatible in design with street lights. Illuminated business signs shall be encouraged because they contribute to the image of the area. All lighting and electrical elements, including, but not limited to wires, conduits, junction boxes, transformers, ballasts, switches and panel boxes shall be concealed. 6. Open Spaces: Interior Patios, Courtyards, and Terraces Open space is the space that is not physically occupied by buildings. The system of open spaces within the Village area includes interior patios, alleys.between buildings, terraces and spaces used for parking. Active and passive, and formal and informal spaces are needed to create a balanced open space system. These spaces need to be lively, attractive, and distinctive urban spaces. They need to be designed to reinforce the Afro culture. Interior patios and courtyards open spaces that can be used for restaurants, exhibits, special simply by the general public spaces. Guidelines are ground level outdoor cafes and performance, or as passive open Terraces are open spaces located at upper floors. They can be used by the general public for a variety of uses such as outdoor cafes. Interior patios, courtyards and terraces shall be durable, distinctive, colorful and made of materials appropriate for the planned use of the space. Interior patios and courtyard amenities should include but not be limited to: fountains, special lighting, comfortable and durable seating, and appropriate landscaping for shade and color. Interior patios should be located adjacent or with a visual connection to the sidewalk. Terraces for public use should be located so that visual interaction with the street environment occurs. MASTER PLAN DESIGN_ CONCEPT The concept theme of the Historic Overtown Folklife Village is the creation of a regional tourist attraction showcasing the legacy of Miami's Overtown community, the era of the Harlem Renaissance, and black folk architecture, " a sense of place ". The Folklife Village concept rehabilitated /restored sites significance can be combined substance to an image of what today's marketplace. CONCEPT THEME The Folklife Village will provide a mix of affordable housing, retail and other facilities including: studio /rehearsal /exhibit spaces and lofts for visual, literary, and performing artists; welcome center (s); office building (s); theater (s); a museum and restaurant (s). The Folklife Village theme will be reflected in design, landscaping, and a mixed arts program relating to the traditions, values, and heritage of American, African, Caribbean, West Indian, Central and South American cultures of "peoples of color ", as historically defined by the southern states. 59 explores the manner in which of historical and cultural with new construction to give a blighted area can become in The rehabilitation /restoration of selected sites of historical and cultural significance will establish the foundation for the implementation of the Folklife Village concept. Background The inspiration behind the formation of an Historic Folklite Village in Overtown began with a complitation of a series of resource materials at the Black Archives, History and Research Foundation of South Florida Inc. These materials revealed a collection of memories of the early black settlers in the Miami area. The Village concept itself was then formed in order to collectively share these culturally rich memories with the community. A search of the literature shows "that the roots of Afro- American architecture are to be found...in Africa and the Caribbean" and throughout the South. When the City of Miami was incorporated in 1896... ...black residents were offered a small parcel of land west of the right -of -way of the railroad along a public road called Cherry Street, later renamed Flagler Street. This parcel was divided into small lots, suitable for shacks, and leased to black people for $1 per month. ...the area began with black men building their homes and businesses on assigned land. Mostly workers for the Flagler System, these men worked for themselves at night by lamplight building their own homes and helping their neighbors. (Many of the men were experienced carpenters who relocated from the southern states and the Bahamas). In later decades several of the buildings were considered architecturally significant and qualified to be placed on the National Register of Historic Places... ...the area contained an equal mix of commercial and residential structures. Workmen built two and three room frame houses, while commercial structures were primarily masonry. In later decades, buildings with two levels often combined facilities for boarders with business activities in a single masonry structure. The area grew and developed into a vibrant community. Schools, churches, and businesses flourished. Later tourists, black and white, as well as residents frequented the area to enjoy the entertainment, partake of exotic foods and to listen to popular melodies as well as gospel music. Over the years Overtown lost its magic. Many of its core residents moved as a result of the construction of an expressway system which cut right through the heart of the area, civil disturbances, and desegregation. Although many buildings fell into disrepair, community leaders worked to make Overtown come alive again. They dreamed and planned for a "new town" which would revitalize the center city area. From this came the Southeast Overtown /Park West Redevelopment which includes affordable housing, shopping, and recreation close to downtown. The development area also includes a 16,500 seat sports arena, directly across from the Overtown Metrorail Station. Both are fully operational. The Historic Overtown Folklife Village is a major component: -of the City of Miami's Southeast Overtown / Park West Redevelopment Plan. 6 1 MASTER PLAN CONCEPT Goal The proposed Historic Overtown Folklife Village represents a unique urban redevelopment opportunity and will be master planned to become the western terminal focal point for the 9th Street Pedestrian Mall. Acting both as a terminal focal point and an activity generator, the master plan concept for the Village will create a regional tourist attraction showcasing the heritage of Miami's Overtown community, the era of the Harlem Renaissance, and black folk architecture. Concept Objectives 1. To create an environment that depicts an attractive African /Caribbean /American character contained in black folk architecture which will include but not be limited to such special design elements as the Bahamian Conch House, the shotgun house, gable roofs, the front porch and second story covered porch, alleys, balustrades, barge boards and trellises. 2. To promote orderly growth and development of the area in physical, economic, and social terms by utilizing land assembly and well designed urban environments to reinforce the heritage and culture of the Afro American people. 3. To encourage a creative atmosphere for visual, literary and performing artists through mixed use buildings with retail on the first floor and lofts on the second floor for rehearsal /exhibit spaces. 4. To create a distinct character that encourages special retail activities, services, major events, exhibits, and cultural uses within a strong pedestrian orientation. 5. To facilitate opportunities for living above places of business including combining residential and non -- residential uses in a pattern that minimizes potential adverse effects of such combinations. 62 Physical Design Objectives 1. Create and maintain an attractive image. Visual pollution is one of the most formidable signs of a deteriorating neighborhood. A new image, therefore, must be designed for the Historic Overtown Folklife Village. This image should consist of overall aesthetics and appeal; it must provide a sense of well - being and security; it must provide a feeling of self containment and a sense of place. 2. Create and maintain two (2) major entry points into the Historic Overtown Folklife Village via the 9th Street from the east and NW 3rd Avenue from the south. 3. Since there will be more visibility and accessibility to the Village from I -95 expressway and NW 8th Street and along NW 3rd Avenue, a major focal point in the form of an entry feature is planned on the triangular shaped property in the front of Mt. Zion Baptist Church. 4. Create a new development containing the recommended activities by the Laventhol and Horwath Report on the property bounded by NW 2nd Avenue, NW 2nd Court, NW 9th Street and NW 10th Street. These activities consist of crafts market, food court, historical museum, exhibition center, restaurant /nightclub and open plaza. 5. Maintain and upgrade the area bounded by NW 8th Street, NW 9th Street, NW 2nd Avenue and NW 3rd Avenue, for existing residential use and a natural setting for historic buildings. 6. Provide relief parking for Mt. Zion Church adjacent to I -95, NW 3rd Avenue and NW 10th Street. 7. Redesign the 9th Street right -of- -way to accommodate both pedestrian and vehicular traffic and to become the main spine of the Village. 63 1. Crafts Market 1 The architectural character of this facility would be a group of shotgun houses resembling "the Former Good Bread Alley Area" of Overtown and contain vending stalls. A covered outdoor seating plaza type area would be adjacent to the crafts market to accommodate such activities as eating, resting and socializing. A. The Core Development Since similar historic projects tend to be developed around a common theme that draws together groups that vary ethnically, culturally and in terms of their interest, the approach to the core development will consist of a unified project serving as a catalyst. This will create and support economic development efforts in the surrounding area. The major elements and facilities in the core area would include the following projects. 2. Museum MASTER PLAN ELEMENTS The African /Caribbean /American historical museum will be designed to accommodate exhibitions depicting Overtown history, South Florida Black History and Caribbean history. 3. Exhibition Center and Art Gallery This facility will accommodate dance, music, artist studios and support offices. 4. Food Market The Food Market would resemble a "food emporium" with each vendor selling different types of theme styled foods. The architectural style of the structure would be patterned after the Bahamian conch style houses. 64 C. N.W. 9th Street 5. Restaurant /Nightclub This will be a combination facility for both day and night time activities. Dining and nightclub activities will be very important to the Village by encouraging night time visitation to the site. In addition, performers from the Caribbean nations as well as the local area will enhance the African /Caribbean /American cultural theme of the Village. B. Entry Feature at NW 3rd Avenue and NW 9th Street This gateway entry feature /welcome center is planned to be the second most important feature for the Historic Overtown Folklife Village. It will stand as a beacon and advertise the Village to potential visitors that travel the I -95 expressway and NW 8th Street exit /entry ramps daily. The entry feature will contain a new plaza area in front of Mt. Zion Church. The area would have lush tropical landscaping, benches for sitting, and lighting. The most visible element would be a vertical item, 40' to 50' high. One possibility is to erect a light tower that would emphasize the entrance and advertise the Historic Overtown Folklife Village. It would also be the terminal point for the 9th Street Pedestrian Mall and could contain a welcome center. The N.W. 9th Street Mall would be the main pedestrian corridor of the Village. The same design elements and motif would continue along this area as planned for the 9th Street Pedestrian Mall in the eastern portion of the southeast Overtown /Park West Redevelopment Area. The street would be designed to accommodate both vehicular traffic, parking and pedestrian movement. Some of the design elements would include tropical landscaping, paving patterns, benches, lighting, fountains, and adjacent plaza areas which link to other elements of the Village. 85 D. The Mt. Zion Area This area of the plan would consist of the Mt.. Zion Baptist Church and its parking area. The parking area would utilize the land bounded by NW 3rd Avenue, NW 10th Street and the I -95 expressway. E. The Historic Building Row Essentially, this area of the master plan would accommodate both existing historic buildings such as the U.A. Dorsey House, Greater Bethel AME Church, the reconstructed Brown House, and the Ward Rooming House, and examples of residential apartment buildings built during the 1950's. The area would be enhanced by providing the appropriate landscaping and plaza type materials. F. The N.W. 3rd Avenue Frontage Area This area of the plan would entail renovating the Stirrup Building facade and providing new residential structures along the eastern side of N.W. 3rd Avenue extending from NW 8th Street to NW 10 Street. Adjacent parking would also be provided for these residential units. 66 4 • 0 ***.+* .p .oe(9• 010010#_ J ;.. r 1- . p. < I -4 t• *- < 4 1. Av •Ar • 7 7 4 v • Jr 7 i Pr — V — Z • — --1 1' - A" ll.— r < 4 J 4 • , 1.• 4 r V ). • . > A k y . 4 r V 4 A P. 4 4 A 4 V 7 A r 1 T 4 /7/ 4 . ;t 4 7% -4- < ,, 4 • r -4— —4. P.' 4 l' ,1 ,A , V • 4 I, 4 ‘ 4 ■. 1.1,1 4 .1 4 I-V A v 1 • V V 4 htv .• > v A A A 1 • • 7 4 • A< p, r vr 4 - Av < .1 4 '"" > r 4 > r I I, P' • 4 4 1 p...„ A A , a• v — t • r. 7 V f• 4 > > 4 1 ' A • % I ' • _ 4 1 r . Je 7 7 v A 7 4 s. DESIGN CONCEPT 4- • • • • • • • 1- • LEC • FrcTLIRE I• CORE DEVELOPMENT .1 EXPANSION ! . E ' ELATED nEVFLOPMENT )HTING DEVELOPMENT RF:r,A,AIN AND PGF 1 11 1 1 1 t 0 0 0 F F: 1> NORTH DEVELOPMENT A' , P R I O R I T I E S / The master plan has been categorized into four (4) major development areas. These areas are indicated on the attached map and a brief description has been provided below. A. Primary New Development Areas The following five (5) project areas are contained within the primary new development area. 1. The Core Area, bounded by N.W. 2nd Avenue, N.W. 10th Street, N.W. 9th Street and the alley west of N.W. 2nd Court. This project area will contain the new commercial and cultural activities such as the museum, artist gallery, exhibition hall and retail shops. 2. Historic Building Row This project area contains several scattered sites on both sides of N.W. 9th Street and N.W. 2nd Avenue. The historic and culturally significant buildings are the Lyric Theater, the D.A. Dorsey House,the Cola -Nip Building, and the Ward Rooming House. This area will also contain some residential structures converted to artist residences. 3. Entry Feature, bounded by I --95, N.W. 3rd Avenue and N.W. 9th Street. This project area will signify the gateway and entrance to the Historic Overtown Folklite Village and may contain a welcome theatre. 4. Mt. Zion Baptist Church Parking Expansion, bounded by I -95, N.W. 3rd Avenue, and N.W. 10th Street. This project area will primarily provide the badly needed parking for the Mt. Zion Baptist Church. 68 B. Secondary Areas for Redevelopment There are two (2) project areas that fall into this category, A brief description is provided below: 1. N.W. 2nd Avenue Commercial Development, bounded by N.W. 2nd Avenue, N.W. 8th Street, and N.W. 9th Street. This project area is slated for future commercial development once the Village and surrounding area have been substantially completed. The commercial activities will be neighborhood support type facilities. 2. The Masonic Temple Housing Development, bounded by N.W. 3rd Avenue, N.W. 9th Street, N.W. 10th Street. The project area is being proposed for future residential structures for moderate to middle income families. The housing style will resemble the Bahamian Conch House. C. Existing Areas to Remain and be Upgraded There are three (3) project areas that will basically remain and be upgraded. They are as follows: 1. The Greater Bethel A.M.E. Church Zone This project area faces N.W. 8th Street and will primarily be maintained in its present state. Some expansion parking will be provided at the eastern end of the site area. 2. The Stirrup /Carver Hotel Zone The primary activity in this project area will be rehabilitation and exterior facade treatment of the Stirrup Building. The demolition of the Carver Hotel will provide land for new commercial development that will be compatible with the Village concept. D. N.W. 9th Street and Related Areas N.W. 9th Street is proposed to be the main spine of the historic Overtown Folklife Village. The street is an extension of the same type of development as is planned for the Park West side and will terminate at N.W. 3rd Avenue. In addition, several vacant Jots will be utilized to provide parking and plazas for the Village. 69 ; I N 1 I- v 4 v v L7v A A 4/ „.. 7 t, . ; r AREA PRIORITY ." ‘c L._ • A, 'V E DEVELOPMENT LEGEND , PPMLA DEVEL:F=MP!%7 1 E y –,- ;!' • ;r r r SECCNDA: F 0 . ; • NORTH RNs 7 1 DEVELOPMENT PHASING PLAN The Historic Overtown Folklife Village represents a great challenge in the redevelopment of a significant project for Miami's Black community. In order to accomplish this project, the consultant is recommending four (4) major phases. Each of the phases will represent a complete development project and will be able to function on its own until the latter phases are developed. A. Phase I- The Historic Building Row This phase of the total redevelopment area will contain two (2) major items, the primary historic /culturally significant buildings and N.W. 9th Street. The project area will consist of the land on both sides of N.W. 9th Street, and the street itself. The primary activities in this phase will include a new shotgun house row containing a crafts market, and the restoration of the Lyric Theatre, the D.A. Dorsey House, the Ward Rooming House and the Cola -Nip Building. In addition, land acquisition for the core area and the related parking areas will begin. N.W. 9th Street will be reconstructed in accordance with new design criteria. Other activities will include the renovation of one apartment building into artist studios and residences. The reconstructed Brown House will be located adjacent to the Ward Rooming House. The Cola --Nip Building will be renovated to accommodate a restaurant and nightclub. The entry feature at N.W. 3rd Avenue in conjunction with a food court building on the Carver Hotel site will also be constructed during the Phase I Development. As indicated earlier, the Phase I -the Historic Building Row Project Area will contain all the relevant activities to function as a complete development. It will provide walking tours of historic buildings, a restaurant /nightclub, a crafts area, museum - like spaces which can be accommodated into the historic buildings, parking, and plazas. B. Phase 11 The Core Development The core development area represents the new construction within the Historic Folklife Village. This area would include the exhibition center, the museum and art gallery, and dance studios and retail shops. The architectural character of the area will resemble Caribbean style colonial architecture with tropical landscaped areas and sitting plazas. It would complement and enhance the Historic Village and blend in as one unified development area. C. Phase III -Mt Zion Baptist Church and Greater Bethel A.M.E. Church Development This phase of the project development will focus primarily on stabilization and rehabilitation of two historic structures and provide the much needed parking for the churches. Both buildings and their adjacent surrounding. areas are in good shape. Some of the scheduled improvements would entail painting, and landscape treatment, minor repair and maintenance work. The related parking areas would be designed to serve a dual purpose, one for the churches and the other for supplemental parking for the Village. D. Phase IV- Private Development This phase of the project is for private development to be a part of this unique concept. The areas designated for the private development participation are N.W. 2nd Avenue commercial area, the Stirrup /Brown Apartment Building Rehabilitation, and the Masonic Temple Housing Development. Each of these areas offers a unique opportunity to provide support type activities to the Historic Overtown Folklife Village project. The proposed facade treatment for the Stirrup Building will be visible from I -95 and attract tourists, while the Masonic Temple Residential Development will offer a living environment from 1920's era. The 2nd Avenue commercial area would provide support neighborhood type facilities for the adjacent Overtown /Park West Redevelopment area. 72 WSY '000(1 0000 01.10.00 030000 0 00000000000000 0 13 ° 0r 0000 000 00400 1, 40000i j.00000000000000 000 000000000 130000 0E 000. 0000 0000 000000 00 00 0000 • • • • • • • 0 ° • 0 0 0 0 000000000 ecoo coaoc aoao • ° °0 0 0000 a °°al 0.D O 0 0 ° coo 0 a ° ° 00000 1 n4 C t , rro L N.W. 3 AVE 00000000 000 000 000°°. •7 Ira a o0 07 000 0 0 0 0 0 ° 0 0 0 0 c o ° 000 •p0 00°°0 Z•4c 00000000 000 • 467 ): o 00 coo 000 00 0 000 COOL 110 4 - • • • • [ - i n • t _ •:7•••••••••••44_6 rve. N. W. 2 AVE. PHASE I HISTORIC BUILDING ROW PHASE 11 CORE DEVELOPMENT PHASE III MT. ZION & GREATER BETHEL CHURCH DEVELOPMENT PHASE IV REHAB /MASONIC TEMPLE HOUSING /NEW COMMERCIAL DEVELOPMEN 73 •• 1 2 3 4 5 6 7 •••• 9TH STREET & RELATED PARKING DEVELOPMENT ENTRY FEATURE /WELCOME CENTER 1 0 NEW COMMERCIAL DEVELOPMENT WARD ROOMING HOUSE /BROWN HOUSE RESTORATION & FOOD COURT GREATER BETHEL A.M.E. CHURCH & RELATED PARKING STABILIZATION CORE DEVELOPMENT MT. ZION BAPTIST CHURCH & RELATED PARKING EXPANSION 8 STIRRUP /BROWN REHAB. 9 MASONIC TEMPLE HOUSING DEVELOPMENT • • • DEVELOPMENT PHASING PLAN LYRIC THEATRE /DORSEY HOUSE /COLA NIP BLDG. RESTORATION LAND ACQUISITION f deb • IM P Tar 0 mu auchirstaal" Sea • 1. 3. • • • u ais ( 4- a 11 11111Li11111111 4 EN I 1 1 il 1 1 r ser Ilimmill Aram v v....-i..... me Ai. 4/1/..... ■1011111.....MMIMININNIM11.1.1. nell.04111.4::= all • VOW. 14 s Arialiv 1 1 1 1 1 1 le,/ kr: ...ii iii...09.0. 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C ra E -4- ---1 C4.) • •)-1 E L.7 tt c..1 rII ' -J 0 — o O. u >, J U. - C; IP 2 ro ra 4 ; 0 tij -r-i C.712 .ct CIO CC ,•••■ • r■ L4 ( --I _LI • C.,) c --' E—' z 0 >- m m 0 J w w N z O J W > W . J o Z 'a J 0 0 IMPLEMENTATION STRATEGY IMPLEMENTATION RECOMMENDATIONS A. Planning Strategies The Historic Village is both suitable and achievable and the following planning strategies are offered as recommendations to assist in the implementation process. 1. Develop a special public interest (SPI) zoning district tor the Historic Overtown Folklife Village that provides zoning incentives and will include urban design. guidelines and standards for the Village. In addition, establish a Historic Overtown Architectural Review Board that provides direction for the redevelopment of the area. 2. Concentrate rehabilitated /restored sites of historical and cultural significance in specific locations which have high visibility, and good accessibility. Facilitate new construction in accordance with the design guidelines for the Village. 3. Encourage specialty stores and activities that are geared to visual, literary, and performing artists to locate along streets having high pedestrian circulation. Discourage uses that are not pedestrian - oriented. Emphasis should be placed on attracting facilities which represent different manifestations of AFRICAN /CARIBBEAN /AMERICAN CHARACTER. 4. Initiate a comprehensive revitalization program in order to improve the visual and environmental conditions of the area. Work closely with property owners, KEEP DADE BEAUTIFUL, the City of Miami, and Metro - -Dade County to free the area of debris and garbage. 5. Concentrate on code enforcement in the Village project area to include, but not be limited to refuse collection, property maintenance standards, and safety. 6. Provide zoning incentive to business persons, property owners and developers to promote tourist oriented facilities within the designated areas. Al 7. Develop and implement marketing and promotional campaigns including historical markers and tours; and these efforts should maximize utilization of federal, state and local resources. 8. Encourage the participation of the Caribbean Basin Initiative countries, which historically represent "the peoples of color" as evidenced in the principal slave trade routes, to consider the development of. a "PORTS OF CALL WELCOME CENTER ". 9. Encourage the development of the 9th Street Mall. B. Implementation Recommendations recommendations is as follows. 92 After careful review of the final implementation recommendations prepared and submitted by Laventhol and 1 Horwath, it is recommended that they be followed as guidelines for implementation. The list of The initial organizational effort of the City of Miami and the Black Archives should be to address the overall project goals. Early in planning for the Village, the City of Miami and the Black Archives should reach an agreement on the desired uses and activities and the people or markets to be served. This general consensus will guide in all later decisions and details pertaining to the site, local groups to be associated with the project, renovation of the individual buildings and sources of funding. It is recommended that the Black Archives, as the sponsoring organization, consider developing an Historic Overtown Folklife Village Foundation. This foundation could be made up of various groups which will aid in the development /restoration and overall management responsibilities of the Village. The redevelopment projects surveyed had delegated these responsibilities to other more experienced groups under the direction and leadership of the sponsoring organization. It is recommended that there should be one firm, group or organization in charge of the overall redevelopment of the site and buildings and one responsible for organizing and dealing with the needs and day -to -day management of the cultural /arts and entertainment interests. Prior to major redevelopment efforts, the Historic Overtown Folklife Village Foundation should secure and maintain control of the study site utilizing IIIIIIIIIlished Master Plan guidelines and City of Miami zoning regulation. Acquisition and development on a parcel - by- parcel basis may reduce initial financial requirements, but such an approach may jeopardize the overall project plan. Further, as exemplified by the comparable districts, leasing without ownership or development controls can easily lead to buildings being sold for other uses than planned when it becomes financially attractive to the owner, e.g. The Creative Exchange. Initially, the City of Miami and the Black Archives or an arts coalition or organization appointed by the City of Miami and the Black Archives should survey the multitude of theatrical, art, dance, musical and museum groups in Miami, Dade County and /or South Florida. Through these interviews,. the City of Miami and the Black Archives can determine: The needs of each group interested in participating in the Village, including space requirements, the hours and number of days per week to be scheduled for the group, structural /design requirements (wood flooring and special lighting, for example) as well as amenities such as exhibition, meeting and office requirements. The financial and other capabilities of each group including their: - ability to pay; rents; financial stability and ability to enter into leases of a year or longer; willingness to participate in the redevelopment of the Historic Village - options of paying rent in the form of in -kind services to offset rehabilitation costs or operating expenses Preferably, after the cultural arts needs of the community have been surveyed, and when the Historic Village plan has been developed, the City of Miami, the Black Archives and /or its representative groups should begin to market the project, exploring potential sources of funding and development support. In addition to city and county agencies, groups which could be contacted include: i Implementation Local and national arts organizations; Private corporations Executive groups and other business associations; Bank consortiums set up primarily to fund arts or high -risk projects; Private or non - for - profit foundations; Federal government grants and loans such as Urban Development Action grants, National Endowment of the Arts grants and National Endowment for the Humanities grants; Development companies that may be interested in developing office or other development in the Southeast Overtown /Park West area and may be willing to include in negotiations with the city the sponsorship of part of the redevelopment of the site as a commitment to the community. Unless private financing can be secured, it is assumed that redevelopment of the study site will start between 1988 and 1990. The major reasons for this are as follows: The City of Miami has indicated that land acquisition funds for the study site from tax increment financing will not be available until at least 1988. Currently, several different individual own parcels comprising the study site and residents are living in some of the buildings, thus necessitating acquisition and relocation funds before redevelopment can occur. Phase I of the Southeast Overtown /Park West plan will not be completed before 1992, based on current city estimates. If private or non - profit funding were available, the Historic Folklife Village could be developed in conjunction with Phase I activities. Obtaining private funding of the Village, though, would be facilitated if area redevelopment were visible. CAA Block 25, the block adjacent to the study site, will be redeveloped as the last'step in Phase I. More importantly, the Ninth Street Mall, the project which will direct pedestrians into the project area, is still in the preliminary planning phase. Estimates for its completion are premature and uncertain. Based on the redevelopment schedule above, and the previously recommended planning steps that the City of Miami and the Black Archives should carry out before undertaking major redevelopment activities, the following project implementation steps are: An annual Black /Caribbean arts festival should be instituted in the area as soon as it is feasible. A corporate .sponsor should be secured to fund the festival. The scheduled event will promote the Village concept and generate public interest in the historic and cultural activities planned to be developed in the Village, even in the early project planning stages. The first stage of redevelopment suggested for the Historic Village would include the artists residences and exhibition space. The exhibition center would be flexibly designed for dance and music recitals, poetry readings, fund raising dinners and meetings. This space can be utilized for anything from an art gallery to performances by different groups. Consideration should be given to the idea that much of the interior restoration and development work on the spaces leased to the specific organizations can be performed by the groups themselves in exchange for rights to use the space for special events. It should be recognized that this strategy will require a strong, efficient management team to implement. The development of significant night as well as daytime activity is considered by many of the districts surveyed to be an important factor in the successful implementation of the Village concept. The second stage of the redevelopment would address night activity as well as retail uses. AC The crafts market should be located in one or several adjacent buildings. This market is strongly recommended as a component of the Village based on the attractiveness of similar markets of the districts surveyed. The market can also include a nearby area offering prepared foods from stalls. This food market will encourage tourist and downtown employee visitations, particularly at lunch time and the afternoon. Other recommended support activities are the development of one or two restaurants in keeping with the Black /Caribbean theme. The redevelopment of a similarly themed nightclub, adjacent to one of the restaurants is suggested to bring evening visitors into the Village area. It is suggested that a small historical museum be developed as one of the final projects, thereby completing the site development and giving it an historical focus. The museum should be centrally located to emphasize its position in the Village, and be close to the crafts market, a focal point for daytime activity. BIBLIOGRAPHY STUDIES: BIBLIOGRAPHY Southeast Parkwest Overtown Community Redevelopment Plan 1982 City of Miami Unpublished Study Latin Quarter Market Analysis Update of the Historic Overtown Folklife Village, Feasibility Study prepared for the City of Miami by Laventhol and Horwath, CPA, November 1987 BOOKS: Sandra and Dennis Wass, Editor, Dade County Environmental Studies, "Miami's Colored Town in Overtown": "A Sense of Place" by Dorothy Fields, Dade County Public School, 1985, Miami, 256 Pages Dell Upton, Editor, National Trust for Historic Preservation, Building Watches Series, Americas Architectural Roots: Ethnic Groups that Built America, "Afro- American ", by John Michael vlach, the Preservation Press, 1986, Washington, D.C. Metropolitan Dade County from Wilderness to Metropolis, the History and Architecture of Dade County (1825- 1940), "Colored Town ". Franklin Press, Inc. 1982 MAGAZINES: Historic Preservation, Volume 40, #6, November and December 1988. "Pride Precedent" by Ron Taylor "Alley Dwellings: A Social Dilemma Black Settlemens In America ", An Ongoing Planning and Design Study of the Dynamic 01 Black Communities on the America Landscape Partially Funded by the National Endowment tor the Arts, 1980, Entourage Incorporated. 98