HomeMy WebLinkAboutR-03-1061J-03-783
9/16/03
RESOLUTION NO. 9 3 — 10 6 1
A RESOLUTION OF THE MIAMI CITY COMMISSION,
WITH ATTACHMENT(S), APPROVING THE MODEL CITY
COMMUNITY REVITALIZATION DISTRICT TRUST
BUDGET AND PROJECT PLAN FOR FISCAL YEAR
BEGINNING OCTOBER 1, 2003 AND ENDING
SEPTEMBER 30, 2004, ATTACHED AND
INCORPORATED.
WHEREAS, the City of Miami approved and adopted the Model
City Community Revitalization District Trust ("Trust") pursuant
to Ordinance No. 12082, as amended; and
WHEREAS, the Trust is responsible for the oversight and
facilitation of the City's revitalization and redevelopment
activities in the Model City Community Revitalization District;
and
WHEREAS, Section 12.5-35 of the City Code, as amended,
requires a budget, pertaining to the management, operations,
maintenance and capital expenditures for the Trust, be approved
by the City Commission; and
CITY CQSION
MEETING W
S EP 2 5 2003
Resolution No.
xJ3-1061
WHEREAS, pursuant to Resolution No. 03-122, adopted
July 14, 2003, the Board of the Trust adopted the attached and
incorporated Model City Community Revitalization District Trust
Budget and Project Plan for Fiscal Year beginning October 1,
2003 and ending September 30, 2004, for submission to the City
Commission;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE
CITY OF MIAMI, FLORIDA:
Section 1. The recitals and findings contained in the
Preamble to this Resolution are adopted by reference and
incorporated as if fully set forth in this Section.
Section 2. The Model City Community Revitalization
District Trust Budget and Project Plan for Fiscal Year beginning
October 1, 2003 and ending September 30, 2004, attached and
incorporated, is approved.
Section 3. This Resolution shall become effective
immediately upon its adoption and signature of the Mayor.11
1� If the Mayor does not sign this Resolution, it shall become
effective at the end of ten calendar days from the date it was
passed and adopted. If the Mayor vetoes this Resolution, it
shall become effective immediately upon override of the veto by
the City Commission.
03-106:
PASSED AND ADOPTED this 25th day of
61011�EL A. DIAZ, MA
ATTEST:
PRISCILLA A. TfIOMPSON
CITY CLERK
■ •
0MD7'n' VILARELLO
CI ATTORNEY
499:tr:AS:BSS
AND CORRECTNESS
September , 2003.
Page 3 of 3 PJ 3 — 1061
Partnerships for a
NEWMIAMI
MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST
PROJECT PLAN AND BUDGET REQUEST FOR FISCAL YEAR 2003-2004
BACKGROUND INFORMATION
The City of Miami's Five -Year Consolidated Plan (1999-2004) sought to redefine
the City's use of its federal entitlement dollars, particularly with regard to the
development of quality housing opportunities, quality of life enhancements and
economic revitalization. Despite the City's receipt of federal entitlement dollars
for more than twenty years, an overwhelming stream of challenges including
massive immigration, civil disturbances and challenging economic times left the
City of Miami as the fourth poorest city in the United States based upon the
results of the 1990 Census. The condition was even more severe as of the 2000
Census, which recognized the City of Miami as the poorest city in the nation, and
the need for revitalization had become even more urgent.
The Five Year Consolidated Plan identified seven Community Revitalization
Districts in depressed neighborhoods throughout the City of Miami. The
designated Districts each has the following characteristics:
• income levels below 50% of the median average in Miami -Dade County;
• a homeownership rate under 20%
The Community Revitalization Districts include the following neighborhoods:
Allapattah, Edison Little River/Little Haiti, Little Havana, Model City,
Overtown, West Coconut Grove and Wynwood.
The City Commission selected Model City from the seven identified Community
Revitalization Districts as the Pilot based upon two principal factors. First, a
critical mass of City -owned and other government owned property exists in the
Model City area. Second, the Model City neighborhood had been the home of
strong protests from Section 8 residents who were living in unsanitary and
unsafe housing. All Section 8 Mod -Rehab structures were subsequently
demolished and the residents were relocated. The City gave assurances to the
relocated Section 8 clients that they would be given first priority to return to the
neighborhood as homeowners once the City has revitalized the District and built
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new homes. The Model City Community Revitalization District area is located at
the contiguous area bounded by NW 71St Street to the north; State Road 112 to
the south; I-95 (Interstate 95) to the east; and NW 17th Avenue to the west and the
contiguous area of NW 17th to 19th Avenues between NW 58th Street and State
Road 112.
Leveraging the experience of municipalities throughout this country who had
achieved success in similar revitalization initiatives, the City Commission
approved a public-private partnership to be charged with the oversight and
facilitation of the Model City Homeownership Pilot Project and other
revitalization efforts to be undertaken in the District. With Ordinance No. 12082,
adopted July 10, 2001, the City Commission established the Model City
Community Revitalization District Trust ("Trust").
The City Commission recognized that the right slate of individuals from the
private sector would possess the skill sets and the volume of experiences to
effectively facilitate projects of the size and complexity of the Model City
Homeownership Zone Pilot Project. The partnership between the public and
private sectors promises to build a thriving, multi -income community that not
only improves the quality of life for city residents, but also builds the tax base for
the city as a whole by providing a community that is attractive to middle and
upper income residents.
The Ordinance called for the creation of a Board of Directors that consists of six
individuals representing the following disciplines: residential construction,
development architecture and engineering, planning, zoning and land use law,
economic development, historic preservation and restoration, administration,
fiscal management, and community involvement. Six members are appointed by
the City Manager and confirmed by the City Commission. One member is a
Public Advocate appointed by the District Commissioner. Board members
serving for the Fiscal Year 2003-2004 included the following:
Shalley A. Jones (Chairperson): Ms. Jones is the Regional Vice President of
Fannie Mae's Midwest Region.
N. Patrick Range, Sr. (Vice -Chair) Mr. Range is a businessman and local
resident and has been the co-owner and manager of Range Funeral Home for the
past 42 years.
Hector Brito. Mr. Brito is a certified general contractor and is currently the
Vice Chair of Miami -Dade County's Housing Finance Authority.
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Lucia A. Dougherty. Ms. Dougherty is an Environmental and Land Use
Attorney and a Shareholder with Greenberg Traurig, P.A.
Three new Board members have been appointed in Fiscal Year 2003. They are as
follows:
Father J. Kenneth Major: Priest of Church of the Incarnation, which is
located in the Model City Homeownership Zone Project area. Father Major is
also a founding member of the Economic Opportunity Family Health Center.
Norman C. Powell. Appointed by the City Manager and confirmed by the
City Commission in March 2003, Mr. Powell is an attorney specializing in land
use, local government and environmental law.
With the resignation of his prior appointee, Willie Pearle Porter, the City
Commissioner for the City's District 5, the Honorable Arthur E. Teele, Jr.,
appointed a new Public Advocate, Rev. Vincent F. Mitchell.
Rev. Vincent F. Mitchell is Pastor at the St. Paul A.M.E. Church which is
located in the Model City Homeownership Zone Project Area.
Although the Board of Directors was to assume the full operational authority and
responsibility for the revitalization efforts in the Model City Community
Revitalization District at the orientation, the Board was immediately met with a
challenge. Federal funds, which the City Commission had designated for pre -
development activity in the Model City Homeownership Zone, were unavailable
pending the completion of an additional level of administrative review for
environmental clearances. The City did not receive a release of funds from the
U.S. Department of Housing and Urban Development (U.S. HUD) until October
2002, almost concurrent with the commencement of the Trust's first budget year.
The Homeownership Zone Project area (located within the Model City
Community Revitalization District) includes the contiguous area between NW
12th and 17th Avenues between NW 62nd to 54th Streets and the contiguous area of
NW 17th to 19th Avenues between NW 58th Street and State Road 112.
The comprehensive strategy includes:
• State-of-the-art infrastructure improvements (streets, sidewalks,
water/sewer, underground utilities)
• Creation of "green space," including a neighborhood park and/or
park improvements/ expansion
• Establishment of a Community Center/ Technology Center
• Revitalization of the commercial corridors
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• Development of "Gateway" initiatives
• Establishment of a Magnet or Charter School
• Providing a full-service healthcare facility
• Construction of a public building to include a new Neighborhood
Enhancement Team (NET) office
FISCAL YEAR 2003 IN REVIEW
The Board of Directors of the Model City Trust has engaged the following
consultants in FY 2003:
• Environmental Site Assessments (Phase I and Phase II) which are
essential to the process of environmental clearances for land
acquisition with federal dollars from Evans Environmental &
Geosciences.
• Educational Assessment: The Board of Directors recognizes the
significance of education to any sustainable revitalization effort; thus,
the Board engaged Peter Calin d/b/a Charter School Solutions, Inc. to
conduct an assessment of the educational opportunities and resources
within the Model City Community Revitalization District. The final
deliverable is anticipated by August 2003.
• Technology Assessment: The Board of Directors recognizes the
significance of technological infrastructure within the Community
Revitalization District, particularly as it relates to the ability to
compete with new communities in South Florida. The final deliverable
from Mychal Walker d/b/a Tricomm, Inc. includes recommendations
for the Trust to bridge the digital divide that threatens inner city
youths' competitiveness in the technology -driven 21St Century.
• Grants: The Trust agreed to renew the City's contact with G. David
Black for grant writing and made it to the final cut for the
Environmental Protection Agency's Brownfields Grant Application.
Additionally, Mr. Black prepared the grant application for the $1.26
Million award for the FY 2003 Congressional Neighborhood Initiatives.
Additionally, the Board has received the following final deliverables from
contractual relationships that predate the Trust's activity:
• Master Planning Effort: The master planning team selected from a
competitive negotiation process administered by the City of Miami in
the Summer of 2001 continue to work on behalf of the Model City
Homeownership Zone Pilot Project. The conceptual plan has been
presented to the community with follow-up breakout sessions held
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around such community needs and sub -topics as economic
development, transportation, neighborhood design and commercial
development. A subsequent neighborhood design workshop on July
19, 2003, ensures the breadth of participation that the Urban Land
Institute and community experts highlighted as most valuable to a
redevelopment initiative by the experts who attended the Board
orientation of June 2002.
• Market Study: The Chesapeake Group, Inc. completed a market
analysis that confirms that the need and interest in the anticipated
housing exists in the market and substantiates the validity of the
housing prices that have been discussed. Additionally, the
Chesapeake Market Study reports on the status of the businesses in the
area and what challenges may exist for these businesses in both short
and long term practices.
• The Trust received and transmitted to the City's elected officials the
final published report of the Urban Land Institute Advisory Services
Panel, which was originally secured at the request of the City
Commission. Through the shared experiences of representatives from
three American cities who had enjoyed success with similar
revitalization projects, the three-day Board of Directors Orientation
helped to jumpstart the Board's preparedness to meet the challenges of
an ambitious revitalization project.
With the several challenges that have been encountered during the course of
Fiscal Year 2003, including administrative changes, compliance issues and
economic stresses, the Trust is able to claim some successes among its activities.
The priority areas defined in the 2002-2003 Annual Plan were as follows:
• Governance and Organizational Structure
• Implementation of the Homeownership Zone Pilot Project
• Development Activity/ Partnerships
• Homeownership Training
• Economic Revitalization Strategies
• Model City Community Revitalization District Master Plan
GOVERNANCE AND ORGANIZATIONAL STRUCTURE
The experts who participated in the Orientation of June 2002 stressed that the
success of the ambitious initiative would only be realized if the Board is involved
and actively participates in the Trust activities AND the Trust's administrative
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affairs are managed by experienced and capable leaders, including qualified,
knowledgeable staff. Further, the experts noted the importance of the Trust's
accessibility to the community and the importance of working relationships with
both individuals and organizations in the public and private sectors.
Defining the Trust's relationship with the City of Miami has been a key priority.
The Trust continues to work with Elizabeth T. McBride, Esq. of Holland &
Knight, LLP, in finalizing the Interlocal Cooperation Agreement between the
City of Miami and the Trust. Although the City Commission authorized the
execution of an Interlocal Agreement, subsequent negotiations between the Trust
and the City Administration have brought forth amendments that would require
additional consideration by the City Commission. The negotiations regarding
the Interlocal Agreement are expected to continue to the latter part of FY 2003
creating an aggressive timeline of October 2003 for the City Commission's
consideration of the revised Interlocal Agreement.
The Interlocal Agreement provides for the transfer of control of those City -
owned properties located in the Homeownership Zone to the Trust.
Additionally, the Interlocal defines the relationship between the City and the
Trust with regard to the availability of staff resources and financial system
infrastructure.
The Board of Directors has expressed its interest in securing a tax increment
district for the Model City Community Revitalization District area as well as
Statutory Authority consistent with Chapter 163 of the Florida Statutes. These
requests were elements of earlier versions of the Interlocal Agreement though
they have been revised in some fashion with recent negotiations.
The Board of Directors has participated in two workshops to examine the issue of
the Model City Trust's governance. Ultimately, the Board has determined that
its decision regarding its governance structure hinge upon commitments and
obligations that may be defined in the Interlocal Agreement.
The Board will consider requesting other powers that may need to be vested
with the Trust to facilitate the completion of activities within the District. As the
Board formalizes its recommendations, each recommendation will be presented
to the City Commission for its consideration and approval.
HOMEOWNERSHIP ZONE PILOT PROJECT
The focus on the project is in line with national models, along with the
recommendations of consultants to the Trust, the ULI Advisory Services Panel
members and the Charlotte, Atlanta and Cleveland experts. The consensus is that
the focus on the Homeownership Zone Pilot Project is not only a great first
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priority but also an essential means of securing the health and vitality of the
redevelopment efforts for the District.
With the City Commissions authorization and direction to the City Manager and
the City Attorney to move forward on February 15, 2001, property acquisition
and relocation activities along with demolition activities have been occurring in
the Homeownership Zone. The Trust will now assume responsibility for
bringing to closure any current contracts in process on property acquisition in
the Zone, and will work with Miami -Dade County on the transfer of County
owned properties. Additionally, the Trust will continue to oversee the continued
maintenance of properties that have been acquired.
The Trust's commitment per its FY 2003 Annual Plan was to emphasize will be
on implementing Phase I, the eleven -block area between NW 12th and NW 17th
Avenues from NW 62nd Street to NW 601h Street. The Trust will be actively
pursuing the acquisition of any remaining properties, closing contracts in
process, and completing negotiations on appraised properties in this area. In
addition, the Trust will be commencing relocation and demolition activities in
the area, as well as working with the master planning team to implement the
recommendations that emanate from the planning process.
HOMEOWNERSHIP TRAINING
The Board of Directors recognizes the core purpose of increased home ownership
that inspired this Homeownership Zone Pilot Project. The Board's commitment
in this regard is enduring. The Homeownership Training efforts have not
commenced as yet because of the delays that have been encountered in other
aspects of the project. Much information has been gathered regarding successful
Homeownership Training programs in other regions throughout the United
States.
Clearly, homeownership training is an element of the project that has
implications that extend beyond the geographic boundaries of the Model City
Homeownership Zone area. The Board appreciates the impact such training can
have for improving the quality of life of current residents who opt to relocate out
of the Model City area as well as those who establish homes in the revitalized
area.
DEVELOPMENT ACTIVITYIPARTNERSHIPS
The mission of the Model City Trust is to actively involve the private and public
sectors in all phases of the Model City revitalization effort. The value of
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private/public joint ventures has been recognized from the outset and was
instrumental in the creation of the Model City Community Revitalization District
Trust. The private sector brings the resources and skill set to effectively facilitate
projects of the size and complexity of the Model City project. Working together
in joint ventures provides opportunities to successfully realize mutually
beneficial projects.
The Community Planning Workshops of June 2003 gave rise to several questions
to be captured in the August 2003 presentation of the updated conceptual plan.
• How do we capture the Black/African American presence/ history in the
area through a theme for the area (i.e., design of homes, streetlights,
landscaping, etc.)?
• How do we address the gaps in the consumer base of the local businesses
as these businesses attempt to survive the redevelopment?
• What opportunities exist for businesses to upgrade their facades and
improve the aesthetics of the area to attract more business during the
redevelopment phase?
• How do we balance the interest of replacement housing for current
residents with the desire for a mixed income community?
• What is the right answer for 62nd Street? Enhancement of the commercial
activity or other residential development?
• Is a national anchor an essential part of a revitalization for small
businesses?
• Would current residents be willing to return to the area if the housing
product met with the standards envisioned?
• How does the housing design address the crime prevention needs?
• How does the Trust ensure that the municipal services are delivered
consistently to ensure that the value of the homes is preserved and that
the community is a desirable one for the future?
These inquiries reflect the breadth of planning that is essential to realizing a
revitalization that can be embraced by current and future residents of the
neighborhood.
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ECONOMIC REVITALIZATION STRATEGIES
The Trust is working to ensure its economic revitalization efforts work in concert
with the new home construction goals in the Homeownership Zone. The
economic revitalization areas have been identified as the NW 17th Avenue
corridor from NW 62nd Street south to State Road 112 and NW 54th Street
between NW 12th and NW 17th Avenues, otherwise known as the Economic
Opportunity Zones.
The acquisitions along NW 62nd Street in Phase I and all of the Phase IV
acquisitions in the Homeownership Zone are totally dedicated to economic
development activities.
The Trust is additionally researching beneficial opportunities with other
economic development entities and is working with the Environmental
Protection Agency (EPA) and the South Florida Regional Planning Council in
securing Brownfields funding to prepare the areas for commercial revitalization.
The Trust will continue to research other avenues to assist in the economic
revitalization efforts in the Zone.
As a result of the leadership of the Martin Luther King Economic Development
Corporation's "Reclaim the Dream' Committee, the City has engaged an
economic development consultant to assess the commercial and retail
opportunities that exist or could exist along Martin Luther King Boulevard.
MODEL CITY COMMUNITY REVITALIZATION DISTRICT MASTER PLAN
DEVELOPMENT
The Trust has expanded its master planning effort to include the length of Martin
Luther King Boulevard within the Model City Community Revitalization District
(I-95 to 17th Avenue). A series of community planning workshops held between
June and August 2003 introduced the Conceptual Plan as it was presented at the
Board Orientation of June 2002 and began the process of soliciting input from the
community regarding the most prevalent among community needs and how to
address those needs in the neighborhood design.
With the Martin Luther King Economic Development Corporation's (MLKEDC)
emphasis on its "Reclaim the Dream" Project, the revitalization of Martin Luther
King (North 62nd Street) developed additional support. The MLKEDC requested
that the Trust extend its master planning effort beyond the initial boundary of
62nd Street to include the length of Martin Luther King Boulevard within the
Model City Community Revitalization District (i.e. I-95 to 17th Avenue). The
MLKEDC has united several affected municipalities and agencies (including the
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City of Miami, the City of Hialeah and Miami -Dade County) in this cause to
ensure that the renaissance extends the length of Martin Luther King Boulevard
from Biscayne Boulevard to Okeechobee Road. In addition to the master
planning efforts, the MLKEDC initiative takes into account economic
development and transportation elements that will be key to the success of a
revitalized Martin Luther King Boulevard.
OTHER ACTIVITIES
The hallmark of the Trust's Fiscal Year 2003 has been the community's
tremendous show of support of the Board and its activities and vision,
particularly over the last six months. What commenced as a rapport that can only
be described as tentative, distant, and, perhaps, uncertain has blossomed into a
supported partnership with a shared commitment to full breadth of the Trust's
vision—new homes, increased business opportunities and quality of life
enhancements.
Additionally, the year has given rise to the Trust's increased interface with
community based organizations that have formed the Committee of Community
Based Organizations, including Tacolcy Economic Development Corporation,
Neighbors and Neighbors Association, Tools for Change, Martin Luther King
Economic Development Corporation, Recruitment and Training Project
Economic Development Corporation and other organizations. Additionally, the
Trust staff has attended and participated in the meetings and activities of Miami -
Dade Weed and Seed and the Model City/Hadley Park Homeowners
Association.
FISCAL YEAR 2003-2004 BUDGET REQUEST
The City Commission authorized $11,982,368 in the Trust's approved budget for
FY 2003. Additionally, the Commission appropriated the $1.26 Million from FY
2003 Congressional Neighborhood Initiatives Grant. With $7,504,523 acquisition
budgeted for acquisition and infrastructure improvements, the greatest volume
of the funds were attributed to capital projects which the Trust still holds as
priorities for Fiscal Year 2004.
With one year of operations complete, the Trust Board and its staff now have a
better sense of the operational needs and relevant time lines as an agency
working with the City as a limited agency. The Trust has identified the
following areas of focus for the 2003-2004 fiscal year:
• Development Commencement
• Economic Sustainability for Existing Businesses
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• Improved Communication and Compliance
DEVELOPMENT COMMENCEMENT
Dover, Kohl & Partners, in partnership with A+S Architects has been working
towards the development of a master plan for the Model City Homeownership
Zone since the Fall of 2001. During the last half of FY 2003 the effort has received
significant public input and participation. The product of the master planning
process will be a plan submitted to the City Commission that reflects the
historical presence of African Americans, an identified priority of the community
planning workshops.
The master plan will incorporate a key community concern of crime prevention
and also transform the character of the Model City Homeownership Pilot Project
Area such that current residents can envision success and happiness in the
redeveloped area.
Additionally, the master planning team's efforts will result in the development of
design standards and an overlay district that frames the subsequent
development activity projected to commence in FY 2004.
The proposed City of Miami/ Model City Trust Interlocal Agreement authorizes
the transfer of all City -owned land located in the Homeownership Zone to the
Trust. If one were to assume a somewhat aggressive timeline, the Interlocal
Agreement could best be prepared for City Commission consideration for the
first quarter of FY 2004. Upon execution of the Interlocal and the corresponding
transfer of control of the City -owned Homeownership Zone property, the Trust
anticipates the following:
• Infill Development: As a means to include the local non -profits and
smaller developers in the revitalization effort, as well as, creating
additional affordable housing stock to which individuals in the properties
targeted for acquisition can be relocated. The conceptual plan reflects 59
vacant lots in the Southern portion of the Homeownership Zone target
area. These properties would be prioritized for acquisition and targeted
for infill development. The infill component is a key element to ensuring
that replacement housing for displaced individuals integrates well within
the established, stable homeownership areas.
• Senior Citizen Center: On the northwestern gateway (at the northeast
corner of 62nd Street and 17th Avenue), the conceptual plan currently
includes a Senior Citizen Center that is anticipated to be a Federal Section
202 project. In addition to the commitment to the transfer of land, the
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current drafts of the Interlocal Agreement require the City to prioritize a
Trust tax credit deal. Given the varied administrative requirements and
compliance issues related to the proper execution of Section 202 project,
the Trust will solicit proposals from potential partners who have the
expertise and capability to execute such a deal. The vehicle for the
identification of the potential partners is considered to be a Requests for
Proposals.
• Phase I Development: The area defined as Phase I in the Trust's 2003-2004
Annual Plan includes NW 60th Street through 62nd Street and NW 12th
Avenue through 17th Avenues. This area anticipates substantial
infrastructure upgrades prior to the commencement of construction.
Trust staff has assembled Request for Proposals on similar developments
to begin to construct a draft solicitation for this development. Staff has
already commenced discussion with the major utilities to determine what
kinds of timelines are realistic to ensure that these upgrades are in place
prior to an award.
• Historic Preservation: The City of Miami s Planning Department
commissioned a study related to historic properties in the Model City
Community Revitalization District that identified several properties
located between 7th and 12th Avenue between 62nd and 64th Streets. The
community has expressed a desire to encourage preservation of the
historic homes located in that area. The Trust will look at opportunities to
match resources to opportunities for restoration within the
Homeownership Zone.
ECONOMIC SUSTAINABILITY FOR EXISTING BUSINESSES
As the Trust enters its 2nd year of operation, the challenge of sustaining existing
businesses in the Community Revitalization District area remains a challenge.
The most critical issue is not one that is easily resolved — the mass exodus from
the Project area over the past two decades. Between 1990 and 2000 census, the
population for that Homeownership Zone's target area reduced by 13% from
17,522 to 15,280. Additionally, a loss of almost 1,000 housing units, from 7,223 in
1990 to 6,259 in 2000 accompanied that fall in the resident population. Clearly,
this kind of flight has a tremendous impact on the small businesses in the
surrounding area.
Recognizing that rushing the housing construction is not in the community's
long-term best interest, the Trust has attempted to focus on what opportunities
can be better leveraged to position local businesses for greater success in the
long-term and sustainability in the short-term. One prevailing sentiment has
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been that the facade dollars would be a tremendous benefit for increasing the
attractiveness of the area such that consumers would be more likely to patronize
the businesses as they travel past the businesses.
The Trust has reached out to the City's Department of Economic Development as
well as the Miami -Dade Task Force on Urban Economic Revitalization and the
local non-profit Neighbors and Neighbors Association to focus some creative
energy upon how best to package the resources that are available to meet the
needs of the small business owners in the short-term.
The City of Miami has dedicated significant resources, approximately $500,000,
towards improving its facade program which aligns well with the short-term
priorities needs identified in the Community Planning Workshops. The
partnership with Economic Development will be key to ensuring that the
businesses located in the Model City area are aware of and receptive to the
program.
Additionally, the cross-pollenization between the "Reclaim the Dream'
Committee and the Trust, the question regarding the national anchor can be
better resolved and the efforts to identify the appropriate commercial mix can
proceed in a thoughtfully and reflectively.
IMPROVED COMMUNICATION AND COMPLIANCE
Over the course of the past several months, the biggest challenge that has been
the lack of communication. The City Commission embraced a private sector
model for the Model City Trust and entrusted the Trust with the implementation
of the Model City Homeownership Zone Project. The challenge has come in
transitioning from the familiar City -administered project to the public-private
sector model that is meant to bring the best of both worlds to this
implementation. The Board of Directors of the Model City Trust would like to
see the following tools established to ensure a more productive and cooperative
work relationship going forward:
• Definition of clear protocols in terms of the interface between the Model
City Trust and the City of Miami, particularly the Administration.
• Definition of clear checks and balances to ensure that all parties are
bringing the best value to the implementation of the project.
• Establishment of mutual respect for the role and contribution that each
entity has to play in the implementation of the Homeownership Zone.
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In this final section, the Trust presents the proposed general fund request for the
next fiscal year. Inasmuch as these projects continue from the 2002-2003
appropriation, these items are included in the full budget but not requested as
additional items. The Trust requests City Commission approval for the projected
2003-2004 fiscal year budget.
The proposed budget for FY 2003-2004 increase the staffing level from four (4)
individuals to six (6) individuals, anticipating that two of the individuals will be
engaged in Winter 2004 concurrent with the commencement of development
activity. These additional employees would address responsibilities related to
project management and financial management, which will require greater
specialization and focus for the evaluation and implementation of solicitations.
Consistent with the Trust's commitment in its annual plan submitted for Fiscal
Year 2003, the General Fund Request for FY 2003-2004 no longer carries expenses
for start up costs, including outfitting office space and providing technical and
operational equipment that was reflected in the FY 2002-2003 budget.
The Project Budget equally reflects the Trust Board's intention to continue to out-
source implementation of project activities to specialists in the field, who have
the infrastructure and resources to move at the pace necessary for the Trust to
stay on target with the revitalization efforts. The major project costs in this fiscal
year continue to center around land acquisition and associated costs along with
planning and design activities.
Based on the resources that are being recommended by the City's Administration
staff for the projected activities, the total general fund request for FY 2003-2004 is
$641,007.25.
The Trust Board of Directors wishes to thank the City Commission for this
opportunity to serve the community and have accepted the challenge with
excitement and commitment.
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Model City Commmunity Revitalization District Trust
Proposed FY 2004
PROPOSED
Staff Salaries $ 435,075.00
Fringe Benefits 56,432.25
Advertisement/ Public Notices 27,500.00
Business Expenses, Meals, Workshops, Board Meetings 15,000.00
Computers, Printers, & Peripheral (Rent of Equipment Outside) 25,000.00
Contracting - Outside Services (Payroll Service) 1,000.00
Office Furniture --- desk chairs, tables, file cabinets 5,000.00
Office Supplies 6,000.00
Other Insurance 57,500.00
Postage 2,500.00
Printing/ Binding - Outside 10,000.0?
$ 641,007.25
NEW Contracts $ 3,042,491.00
NEW Acquisitions 1,441,632.00
Infrastructure Improvements 3,020,400.00
$ 7,504,523.00
Marketing/ Outreach
150,000.00
Relocation Assistance
400,000.00
Relocation Benefits
1,500,000.00
Planning/ Technical Assistance
300,000.00
Legal Services
125,000.00
Lot Clearing and Maintenance
239,068.00
Demolition
300,000.00
Engineering/ Historical Asssessment
100,000.00
Property Management/ Maintenance
50,000.00
Education/ Technology Assessment Implementation
50,000.00
Anticipated Services
3,214,068.00
Total Expenses
$ 11,359,598.25
93-1.061
Revenue by Funding Source
HOME Investment Partnership Program Funds
Community Development Block Grant Funds
Congressional Neighborhood Initiative Grant FY 2002
Congressional Neighborhood Initiative Grant FY 2003
Model City Infrastructure Improvements
Model City Housing Initiatives
Sanitary Sewer Bonds
General Fund Request
$ 2,432,113.00
1,200,000.00
700,000.00
1,251,810.00
1,200,000.00
1,689,068.00
2,245,600.1.0
641,007
$ 11,359,598.25
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Model City Community Revitalization District Trust
2003-2004 Proposed Budget
I. Operating Expenses
Account Code
Category
Request
3% Reduction
603001.950001.6.010
Staff
435,075
413,321
603001.950001.6.083
Car Allowance
11,075
11,075
603001.950001.6.130
Contribution - Group Insurance
35,342
35,342
603001.950001.6.214
Group Pension
10,015
10,015
603001.950001.6.340
Other Contractual Services
1,000
1,000
603001.950001.6.610
Rent of Equipment Outside
25,000
25,000
603001.950001.6.710
Food
10,000
10,000
603001.950001.6.722
Miscellaneous Supplies
5,000
5,000
603001.950001.6.533
Postage
2,500
2,500
603001.950001.6.680
Printing/ Binding - Outside
10,000
3,102
603001.950001.6.700
Office Supplies
6,000
6,000
603001.950001.6.841
Office Furniture - New
5,000
5,000
603001.950001.6.287
Advertisement/ Public Notices
27,500
27,500
603001.950001.6.640
Insurance - Property
20,834
20,834
603001.950001.6.660
Insurance - Fidelity
23,150
23,150
603001.950001.6.660
Insurance - Liability
13,516
13,516
641,007
612,355
35
Partnerships for a
NEWMIQMI
To: Honorable Mayor and Members of the City Commission
From: Marva L. Wiley, Acting President/ CEO, Model City Trust
Subject: Annual Plan and Operating Budget M"16111�
Date: August 22, 2003
RECOMMENDATION:
It is respectfully requested that the City Commission consider and approve the
attached annual plan and budget for the Model City Community Revitaliza'tion
District Trust.
BACKGROUND:
As you know, Ordinance No. 12082 established the Model City Community
Revitalization- District Trust. Fiscal year 2003 brought with it the first operational
budget for the Trust with a full complement of appointees who were committed and
inspired to their assigned task of bringing about redevelopment in the City of Miami.
During the course of Fiscal Year 2003, the Model City Trust enjoyed the following
successes:
Significant Accomplishments
1. Completed a series of community planning workshops that identified and
analyzed several critical community needs in the Model City area;
2. Increased participation and visibility with local community based
organizations and activities; and
3. Refined and advanced plans for implementation of the Homeownership
Zone Pilot Project.
The Board of Directors of the Model City Trust participated in a workshop on June
23, 2003, which reviewed the major issues from the year prior and identified some
key priorities for the upcoming year. These priorities developed around the
immediate needs to show progress in the way of "bricks and mortar," to minimize
the impact of displacement of the residents in the Phase I area, and to reduce the size
and scope of the defined Phases to better accomplish these goals. The following are
the priorities that result from that consideration:
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Objectives for FY 2004
1. Complete the priority projects to upgrade infrastructure in the Phase I
area, including relocation of utilities, replatting, and other changes
necessary for the implementation of the master plan.
2. Complete the solicitation process to identify a developer to construction
and manage, as appropriate and relevant the following priority projects of
the Model City Trust:
a. 3 - 4 unit townhouses in the Phase I area;
b. 7 single family detached homes in the Phase I area; and
c. a Senior Citizen Complex on the corner of 62nd Street and 17th
Avenue with commercial development on the ground floor
3. Identify opportunities to leverage the efforts of existing community based
organizations in the area to extend the impact of those efforts for
community revitalization.
You will note that the attached general fund documents reflect a general fund
request of $641,007 as well as the 3 % reduction to an amount of $612,355 requested
by the Administration. The 3 % reduction would be accomplished by delaying the
hiring of the additional personnel included in the general fund request.
93-1061