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HomeMy WebLinkAboutR-02-1076J-02-855 9/18/02 RESOLUTION NO.02 -10 7 6 A RESOLUTION OF THE MIAMI CITY COMMISSION, WITH ATTACHMENT(S), APPROVING THE PROPOSED PROJECT PLAN AND BUDGET OF THE MODEL CITY REVITALIZATION TRUST FOR FISCAL YEAR ENDING SEPTEMBER 30, 2003. 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, operation, maintenance and capital expenditures for the Trust, be approved by the City Commission. 'ATTAU !2',,1 T �7 �1 ;° kx R +sp CITY CCRADDVION EKE SEP 2 6 2002 ResclWion lie. 02-1076 WHEREAS, the Board of the Trust adopted the attached Project Plan and Budget for Fiscal Year ending September 30, 2003. NOW THEREFORE, BE IT RESOLVED BY THE COMMISION OF THE CITY OF MIAMI, FLORIDA: Section 1. The recitals and findings contained in the Preamble to this Resolution are incorporated as if fully set forth in this Section. Section 2. The City Commission adopts the proposed Operation Project Plan and Budget for the Trust's Fiscal Year ending September 30, 2003. Page 2 of 3 02`1076 Section 3. This resolution immediately upon its adoption.V shall be effective PASSED AND ADOPTED this 26th day of September 2002. w /MANUEL A. DIAZ, MA ATTEST: a. 4�2 PRISCILLA A. THOMPSON CITY CLERK APPROVED.Ai2g- TO &nJAWRO VILARELLO CIT TTORNEY 6595:tr:AS:MJC AND CORRECTNESS 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. Page 3 of 3 02-1076 REVISED MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST PROPOSED BUDGET I. Operational Cost: Staff $ 271,500.00 President/CEO $126,500.00 Executive Assistant 50,000.00 Acquisition/Development Coordinator 70,000.00 Community Liaison 25,000.00 Fringe Benefits 53,745.00 Computer, printers & Peripheral 25,000.00 Business Expenses, Meals 300,000.00 Workshops, Board Meetings 12,000.00 Office Supplies 6,000.00 Office Furniture — desk, chairs, 300,000.00 tables, file cabinets 20,000.00 Advertisement/Public Notices 9,000.00 Office Renovations 40,000.00 Other insurance (Board of Director, other Liability) 70,000.00 $507,245.00 II. Land Acquisition/Infrastructure Improvements: NEW Contracts 3,042,491.00 NEW Acquisitions 1,441,632.00 Infrastructure Improvements 3,000,000.00 Streets, sidewalks, lights, parks, etc. $7,484,123.00 III. Net/Community Technology Center: Construction Cost $3,000,000.00 IV. Sanitary Sewer Bonds $2,245,600.00 V. Other Project Cost: Marketing/Outreach 150,000.00 Relocation Assistance 400,000.00 Planning/Technical Assistant 300,000.00 Legal Services 125,000.00 Lot Clearing and maintenance 250,000.00 Demolition 300,000.00 Engineering/Historical Assessment 50,000.00 Property Management/Maintenance 50,000.00 Technology/Education Assessment 100,000.00 $1,725,000.00 TOTAL $14,961,968.00 02-1076 Revenue Sheet by Funding Source: Community Development Home Funds Community Development CDBG Funds Congressional Neighborhood Initiative Grant Home Land Defense/Neighborhood Improvement Bonds Model City Trust First Phase of $6,000,000 Home Land Defense/Neighborhood Improvement Bonds- Unobligated Funds Strategic Initiatives in Land Acquisition Sanitary Sewer Bonds Affordable Housing Bonds/Trust General Fund Request Projected Revenue Proposed 2002-2003 Budget 2 2,243,064.00 1,532,059.00 700,000.00 3,000,000.00 3,000,000.00 990,000.00 2,245,600.00 744,000.00 507,245.00 $14,961,968.00 $ 14,961,968.00 02-1076 REVISED MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST PROPOSED BUDGET BY REVENUE SOURCE 1. Operational Cost II. Land Acquisition/ Infra- structure Improvements III. NET/Community Technology Center IV. Sanitary Sewers V. Other Project Costs TOTAL Amount Funding Requested Source 507,245 General Fund 507,245 7,484,123 Home Funds 2,243,064 Congressional Neighborhood Initiative Grant 700,000 Home Land Defense/ Neighborhood Improvement Bonds. (First phase of 6,000,000) 3,000,000 Strategic Initiatives in Land Acquisition 797,059 Affordable Housing Bonds/ Trust Fund 744,000 3,000,000 Un -obligated Home Land Defense Neighborhood Improvement Bonds 3,000,000 2,245,600 Sanitary Sewers Bonds 2,245,600 1,725,000 CDBG Funds 1,532,059 Strategic Initiatives in Land Acquisition 192,941 $14,961,968 $14,961,968 0-1076 Partnerships for a NEWMIANI MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST PROJECT PLAN AND BUDGET REQUEST FOR FISCAL YEAR 2002-2003 BACKGROUND INFORMATION In developing the City of Miami's Five -Year Consolidated Plan (1999-2004), primary emphasis centered around quality housing opportunities, quality of life enhancements and economic revitalization. That consideration was prodded by the fact that the City of Miami was recognized by the 1990 Census as the fourth poorest city in the United States in 1990. The 2000 Census recognized the City of Miami as the poorest city in the nation and the need for revitalization has become even more urgent. The Five Year Consolidated Plan identified seven Community Revitalization Districts throughout depressed neighborhoods in the City of Miami. The targeted Districts have income levels below 50% of the median average in Miami -Dade County and a homeownership rate under 20%. The Community Revitalization Districts include neighborhoods of Allapattah, Edison Little River/Little Haiti, Little Havana, Model City, Overtown, West Coconut Grove and Wynwood. The Model City Community Revitalization District has been selected as the pilot project for implementation. The Model City neighborhood had been the scene 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. Those who were relocated were assured by the City Commission that they would be given the first priority to return to the neighborhood to become potential homeowners as the district was revitalized and new homes were built. That assurance prompted the City Commission's choice to begin the City's revitalization efforts in the Model City neighborhood. The 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 non-contiguous area of NW 17th to 19th Avenues between NW 58th Street and State Road 112. (See Attachment 1) In weighing its options to ensure that the City's short-term, intermediate and long-term revitalization goals would be implemented expeditiously and 02-1076 effectively, the City Commission approved the concept of establishing a Model City Trust. The Trust would be responsible for providing oversight and facilitating the revitalization efforts to be undertaken in the District. With Ordinance No. 12082, adopted July 10, 2001, the Model City Community Revitalization District Trust ("Trust") was created and established. The Ordinance called for the creation of a Board of Directors consisting of seven 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 and one member is a Public Advocate appointed by the District Commissioner. With the urgency created by the City's status in the 2000 Census as the poorest City in the nation, coupled with the poverty and the distressed conditions in the Model City neighborhood, the City Commission sought to create a partnership with the private sector to ensure an expeditious and successful revitalization effort. It was felt that the private sector brings the resources and the skill sets to effectively facilitate projects of the size and complexity of the Model City 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. Ultimately, the potential for a lower tax rate citywide becomes viable. Consistent with the City Commission's articulated goals, the City Manager's appointments to the Board of Directors have come primarily from the private sector. Because of the broad authority that was to be vested in the Trust, the City Commission recommended that an in-depth members and interested parties orientation be held to delineate the goals and objectives of the Trust, along with the responsibilities and obligations of the Board. That orientation was held on June 14, 2002, with Congresswoman Carrie Meek formally swearing in the members of the Board in attendance. Those members were: Shalley Jones, Chair. Ms. Jones is the Director of Fannie Mae's South Florida Partnership Office. Hector Brito. Mr. Brito is a certified general contractor and is currently the Vice Chair of Miami -Dade County's Housing Finance Authority. 2 02-1076 Lucia A. Dougherty. Ms. Dougherty is an Environmental and Land Use Attorney with Greenberg Traurig, P.A. Linda M. Haskins. Ms. Haskins is the Senior Financial Advisor to the Mayor of the City of Miami. N. Patrick Range, Sr. 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. Subsequent to the Orientation, Commissioner Teele appointed Mrs. Willie Pearle Porter, a long time Model City resident and activist, as the Public Advocate member of the Board. One vacancy remains on the Trust Board of Directors. It is anticipated that this vacancy will be filled by early fall. At the Orientation the Board of Directors assumed the full operational authority and responsibility for the revitalization efforts in the Model City Community Revitalization District. During the Orientation and at the subsequent Board meetings, the Board has, through presentations, discussions and publications, received a full up -date on the activities that had been conducted on its behalf. The legislative history, expresses the commitment of the City Commission and the Mayor's office to the Model City neighborhood. In reviewing that history, the Board of Directors learned that at the City Commission meeting of July 21, 1998, the City Administration recommended that the City Commission allocate $1,500,000 in Home Investment Partnership (HOME) Program funds annually for a five (5) year period for implementation of a Homeownership Program in the Model City Neighborhood. Pursuant to Resolution No. 98-800 the City Commission allocated the City's first year commitment in the amount of $1,500,000 for the development of affordable housing units in the Model City neighborhood. Pursuant to Resolution No. 01-160, adopted February 15, 2001, the City Commission authorized and directed the City Manager and the City Attorney to move forward with predevelopment and project related activities, including land assembly and relocation activities in the Homeownership Zone, which became the City's priority project in the City's revitalization efforts in the Model City neighborhood. The Homeownership Zone is located at the contiguous area between NW 121h and 17th Avenues between NW 62nd to 54th Streets and the non- contiguous area of NW 17th to 19th Avenues between NW 58th Street and State Road 112. (See Attachment 1) 3 02-1076 In Resolution 01-160, the City Commission additionally authorized and directed the City Manager and the City Attorney to secure outside professional services necessary to perform any legal, architectural, infrastructure, environmental/ site assessment and other services required to expedite and facilitate the City's revitalization effort in Model City. The Resolution contained a preliminary budget of $21,634,364, which was approved by the City Commission. $12,934,364 of that budget was earmarked for expenses for the current phase of the operation, which includes land acquisition/ relocation activities, professional services, lot clearance/ maintenance, etc. The balance of the budget is earmarked for Second Mortgage Financing, Homebuyers Counseling/Job Training Activities, and the like. The $12,934,364 consists of: $7,500,000 from the City Commissions five year (5) annual allocation of $1,500,000 from Home Investment Partnership (HOME) Program funds; $2,521,668 of Home Investment Partnership (HOME) Program funds and $1,612,696 of Community Development Block Grant (CDGB) funds, which represented a $4,134,464 transfer of funds, disallowed as a result of the Office of the Inspector General (OIG) Audit, to the HOME and CDBG lines of credit and subsequently allocated to the Model City Homeownership Project; and, $1,300,000 from the 27th Year, Community Development Block Grant (CDBG) allocation for lot clearance/ maintenance activities. Additional funding earmarked for the project includes a $700,000 Neighborhood Initiative Grant, directed by Congress, and $6,000,000 through the City's Homeland Defense/Neighborhood Improvement Bonds and $4,000,000 of other City capital improvement funds. The funding legislative history and the Bonds initiative give a clear demonstration of the City Commission's commitment to the revitalization efforts, which the City and the Trust Board of Directors has recognized as more than just a simple housing program. While providing homeownership opportunities is central, the prototype design is multi -faceted and includes a comprehensive approach to literally transform an entire City neighborhood and provide an environment with quality of life standards desirable to raise a family. 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 • Development of "Gateway" initiatives • Establishment of a Magnet or Charter School 4 02-1076 • Providing a full-service healthcare facility • Construction of a new NET office In reviewing and assessing the pre -development activities undertaken on its behalf, the Board of Directors has received the following updates: • Project Planning and Design from Ana Gelabert, Director, City of Miami Department of Planning and Zoning: Joseph Kohl, President, Dover, Kohl & Partners: Derrick Smith, President, A+S Architects, Planners, P.A. • Engineering Analysis — Preliminary Basis of Design from Craven Thompson & Associates, Inc. • Preliminary Environmental Phase I Analysis from Evans Environmental & Geosciences • Economic Development Analysis from The Chesapeake Group, Inc. • Historical Assessment from Dr. Paul S. George • Preliminary Findings Historic Preservation Resources Survey from Sarah Ingle, City of Miami Department of Planning and Zoning: Ellen Uguccioni, Janus Research. • Legislative Update on potential Federal, State, and County funding opportunities from Gwendolyn C. Warren, Acting President/CEO In addition, the Board of Directors has received invaluable information and insight as the subject of a special Urban Land Institute Advisory Services Panel Project Review and through the representatives of three American cities who shared their experiences with similar revitalization projects in their communities at the three day Board of Directors Orientation. The Urban Land Institute Advisory Services Panel was in Miami from June 2-7, 2002. A distinguished panel of experts visited the Model City area, conducted extensive interviews with community leaders and professionals; reviewed the pre -development planning and design and implementation activities, the proposed governance structure, considered the market potential and development strategies; conducted a thorough analysis and presented their findings and recommendations at a special public forum with a follow up presentation at the Board of Directors Orientation. The panelists, who provided a broad representation of views and experience, were: 5 02-1076 • Charles Kendrick, Clarion Ventures, LLC, Boston, Massachusetts. Mr. Kendrick is a real estate investment banker and urban redevelopment expert. • Glen Acomb, ASLA, University of Florida, Department of Landscape Architecture, Gainesville, Florida. Mr. Acomb is an Associate Professor who specializes in community design, construction and professional practice. In addition, he heads his own consulting firm providing urban design revitalization planning for cities and new communities. • Kenneth Bacchus, Housing and Economic Development Financial Corporation, Kansas City, Missouri. Mr. Bacchus is Chief Operating Officer for the private Non -Profit Community Based Development Organization HEDFC (Housing and Economic Development Finance Corporation). • Helen Brown, Civic Center Barrio Housing Corporation, Santa Ana, California. Ms. Brown is Executive Director of the Corporation, which deals with development, and management of affordable housing. • Elon Metoyer, Bank of America, St. Louis, Missouri. Mr. Metoyer is a Senior Vice President of Bank of America, managing the real estate development and community revitalization activities for the Bank. • Kerri Rogers, The Retail Initiative, New York, New York. Ms. Rogers is the principal of her own consulting firm, Public Private Partners, Inc., focusing on economic and community development in urban areas nationwide. • Richard Werner, Encino, California. Mr. Werner heads his own real estate investment and management company, which specializes in residential real estate. He was former Chairman, CEO and Founder of Hearthstone Advisors, which served the homebuilding industry by providing capital to homebuilders and residential land developers. • Ruth Wuorenma, Neighborhood Capital Company, Chicago, Illinois. As Founder and President of NCC, Ms. Wuorenma works to create affordable home ownership opportunities for lower income households. She has also developed a variety of new construction and loft conversion market -rate products. The panel's recommendations are included in its final report. (See Attachment 2) Representatives from Charlotte, North Carolina; Atlanta, Georgia; and Cleveland, Ohio attended the Board of Directors Orientation and shared their experiences, including their successes and their failures, as they have conducted revitalization and redevelopment projects in their respective cities. These three cities had been selected following an extensive tour of a dozen cities throughout the country. The South Florida Regional Planning Council, who had been engaged to coordinate the Board of Directors Orientation, along with other C 02-1076 consultants, had identified cities that had been or were conducting revitalization and rehabilitation projects. After staff visited the designated cities, a comprehensive review and analysis led to Charlotte, Atlanta and Cleveland being selected as models, as so many of their activities paralleled projected activities for the Trust. Their recommendations and cautions were invaluable. The representatives were: From Charlotte, North Carolina: Laura Harmon, Economic Development Program Manager, Charlotte -Mecklenburg Planning Commission; Juanita Oates, Housing Counseling Specialist, Hope VI, Charlotte; and Deborah Cox, Residential Real Estate Broker, First Charlotte Properties From Atlanta, Georgia: Patricia O'Connell, Director of Real Estate Development, Atlanta Housing Authority; Kevin Hanna, President, Atlanta Development Authority; and Tim Polk, Acting Commissioner, City of Atlanta, Department of Planning, Development & Neighborhood Conservation From Cleveland, Ohio: Jennifer Ettorre, Community Development Manager, Cleveland Housing Network, Inc.; Patrick Kenney, Chief Operating Officer, Cleveland Housing Network, Inc.; and Rebecca Lombardo, Manager, Single Family Housing Development, City of Cleveland The Board has additionally received a full update and review of the acquisition activities in the Homeownership Zone that have been conducted on its behalf since the City Commission's February 15, 2001, direction to the City Manager and the City Attorney to proceed with pre -development activities in the Zone. The chart below provides a summary of the acquisition activity to date and related costs. MODEL CITY HnMFnWNFR-NTP 7nNF a r'n1 rrcrrrnXT cT TX.4X r a uv f'u A am -— •I =u -u = —«y I 1VFr Ly 1� 11UL uIuuueu in percentage aisrnnunon The following charts provide an overview of the expenditures to date with balance adjustments made by the Trust staff. 7 02-1076 Percentage # of Properties City Owned Properties $ 8,315,948 28 75 Contracts in Process 4,930,860 16 52 New Contracts 3,042,491 10 30 Completed Appraisals 6,207,244 20 71 Other Proposed Acquisitions 7,928,812 26 144 New Costs 17,172,547 County Property 964,808 31 Total Land Acquisition Cost $ 31,125,939 100 `" 403 -— •I =u -u = —«y I 1VFr Ly 1� 11UL uIuuueu in percentage aisrnnunon The following charts provide an overview of the expenditures to date with balance adjustments made by the Trust staff. 7 02-1076 G MODEL CITY HOMEOWNER SHIP ZONE REVISED BALANCE SHEET AND NEW BUDGET BALANCE TRANSFER REQUEST BUDGET LINE ITEM I LAND ACQUISITION/RELOCATION ACTIVITIES WORKSHEET 36884 Check Date: 11-24-00 Eastern National Bank Check No. 285890 Miami LTD II — 1St Position 150 000.00 2210-62 CD091700 Check Date 9-8-00 Miami Dade County Check No. 200299 Real Estate Taxes 371.59 22106-66 Check Date 8-29-00 Miami Dade County Check No. 292918 Real Estate Taxes 34 227.62 01-31140430660 36744 Miami Dade Taxes Check Date 3-23-03 Miami LTD Check No. 292918 1370 NW 61 Street 32 731.44 01-31140430500 36744 Miami Dade Taxes Check Date 3-23-01 Miami LTD Check No. 292918 1240 NW 61 Street 63 688.04 01-31140430690 34744 Miami Dade Taxes Check Date 3-23-03 Miami LTD Check No. 292918 1320 NW 61 Street 43 228.31 36744 Miami Dade Taxes Check Date 3-23-01 Miami LTD Check No. 292918 1321 NW 61 Street 20 002.00 01-311404430970 36744 Miami Dade Taxes Check Date 3-23-01 Miami LTD Check No. 292918 1270 NW 60 Street 15 818.81 01-311404352430 35773 Miami Dade Taxes Check Date 3-23-03 Miami LTD Check No. 292918 1501 NW 591h Street 14 666.63 01-3114-035-1870 Check Date 8-31-01 Miami Dade Taxes Check No. 306702 Devecorp 48 933.57 01-3114-035-1890 Check Date 8-31-01 Miami Dade Taxes Check No. 306702 Devecorp 43 575.82 37492-1 Replace void Check No. 307745 Check Date 3-15-02 Payable to Mestre & Assoc. P.A. Check No. 320823 Purchase Devecorp Properties 20 000.00 01-3114-035-1900 Check Date 8-31-01 Miami Dade Taxes Check No. 306702 Devecorp 43 531.56 01-3114-043-0580 Miami Dade Taxes Check Date 9-21-01 Real Estate Taxes Check No. 307766 Ideal Rehab 01-3114-043-0580 —16,125.08 Miami Dade Taxes Check Date 10-31-01 Real Estate Taxes Check No. 312306 6000 NW 12 Avenue 3,666.15 37492-16014-002 Legal Fees Check Date 3-5-01 Re: Acquisition Check No. 292198 Miami LTD II 37492-1 —3,933.00 Encumbrances entered twice Check Date 2-22-02 1290 NW 59 Street Check No. 200377 Emma Brassfield 12 314.72 Encumbrances not authorized by City Commission or authorized from Different source of funds July 30, 2002 Line Item fund balance September 6, 2002 9:29 AM $566,814.34 (1,190,919.16) - 566.814.34 (624,104.82) 02-10'76 BUDGET LINE ITEM 4 DEVELOPMENT OF GATEWAY INITIATIVES WORKSHEET Increase fund Balance $155,000.00 September 6, 2002 9:31 AM 02-1076 v u . Adkins & Associates, Inc. 38329/P222375 Increase PO from $50,000 to $100,000 50 000.00 Dover, Khol & Partners Expenditure authorized from other source 18036/P221402 Of funds by City Commission <215,000.00> Other undocumented expenditures Transcription Services, office supplies, etc. 10,000.00 Increase fund Balance $155,000.00 September 6, 2002 9:31 AM 02-1076 PROJECTED ACTIVITIES As a result of the informational and text updates relative to the status of activities taking place in the District, the Board of Directors is presently establishing its priorities for the first fiscal year of oversight and management. The priority areas are the following: • Governance and Organizational Structure • The Homeownership Zone Project Implementation • Economic Revitalization Strategies • Master Plan Development for the Model City Community Revitalization District Projected activities relative to these priority issues are addressed below and in the following pages. Governance and Organizational Structure The Trust Board of Directors has considered the recommendations that were made by the ULI Advisory Services Panel and the representatives from the visiting cities relative to the necessity for a strong and well -focused governance authority. Both entities stressed the importance of having involved and active participation from the Board, along with experienced and capable leadership in the day-to-day operations of the Trust. Both groups stressed the importance of having qualified, knowledgeable staff; the importance of 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 is the key priority. At the Model City Trust Board of Directors' inaugural meeting a request was made to the City Attorney to engage special counsel to assist the President/CEO and to represent the Trust in the development of the Interlocal Cooperation Agreement between the Trust and the City of Miami, which would specifically define the goals, services and relationship. The City Attorney agreed that it would be in the best interest of both the City of Miami and the Trust that the Trust and the City of Miami be represented by separate counsel in the negotiation and development of the Interlocal Cooperation Agreement. The City Attorney subsequently engaged the firm of Holland & Knight, LLP to provide counsel. The firm appointed Elizabeth T. McBride, Esq. to work with the President/CEO in developing the Interlocal Cooperation Agreement. A copy of the draft agreement is attached for the City Commission's consideration and approval. (See Attachment 3) 8 0,2 1' The ULI Advisory Services Panel, which had the full concurrence of the representatives from the three cities attending the Orientation, strongly recommended that the complexity of the tasks to be performed and the broad range of legal issues raised as a result warrants that the Trust secure representation from its own special counsel. It had been the ULI's experience that the implementation stages of revitalization projects produces a volume of legal questions and, thus, research is significant. At that inaugural meeting of the Board, a request was made to the City Attorney to develop a request for qualifications (RFQ) for special counsel to provide legal services to the Trust for legal matters related to the development of housing, commercial revitalization, financing, land assembly and other necessary legal matters. The City Attorney concurred that special counsel was appropriate and agreed to identify potential firms through an RFQ from which the Trust could make a selection of special counsel(s). As part of the strategy to establish working relationships in both the public and private sectors and to leverage resources the Trust will be working with its special counsel(s), following the City Attorney's selection of such individuals/ firms. Development of Interlocal Cooperation Agreements is considered favorable with such entities as the following: • The Task Force on Urban Economic Revitalization (Miami -Dade County), • Miami -Dade County, • Miami -Dade County Public Schools, • The Public Health Trust, • Greater Miami Chamber of Commerce, and • South Florida Regional Planning Council As the Board moves forward with the implementation of the revitalization activities, working agreements with other governmental and private sector entities that are identified as potential partners in coordinating the revitalization efforts will be explored. Following further recommendations from the ULI Advisory Services Panel, the Board will call upon special counsel to research other governance options that are determined to be appropriate in expediting and facilitating the successful completion of the revitalization activities. Possible options include: • Federal 501(c)(3) non-profit corporation designation • Development Authority designation • Tax Increment District designation 9 02-1076 In addition, 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 City Commission set the Homeownership Zone Pilot Project (See Attachment 1) as the first priority project in the Model City Community Revitalization District. The Homeownership Zone Pilot Project includes economic revitalization efforts on NW 17th Avenue from NW 62nd Street to State Road 112 and NW 541h Street from NW 12th to NW 17th Avenues, which are referred to as Economic Opportunity Zones. The presently designated Homeownership Zone is one of two Homeownership Zones planned for the District. 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 priority but also an essential means to the health and vitality of the redevelopment efforts for the District. With the City Commission's 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 Board of Directors has elected to continue the revitalization efforts in the Homeownership Zone through a geographical phasing of activity. The four (4) projected phases are outlined in the charts on the following pages. The charts provide a detailed breakdown of the acquisition status in each projected phase on a block -by -block basis. During the first fiscal year, October 1, 2002- September 30, 2003, an intense focus will be on implementing Phase I, the eleven -block area between NW 12th and NW 17th Avenues from NW 62nd Street to NW 60th 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 planning and design consultants in completing the planning process for the area. 10 02-1076 Model City Homeowner Ship Zone Land Acquisition Phase I Model City Homeowner Ship Zone Land Acquisition Phase II Note: (#) represents the number of properties within that Block. 9/6/2002 (11:51 AM) Model City Homeowner Ship Zone Land Acquisition Phase III Model City Homeowner Ship Zone Land Acquisition Phase IV 4 El 0- MUM :1 1 11 �S•l/1•Id� E - 1 ® 1 1 . 1 •• 1: EME", BI 1® 1 1 [ta 1 •: 1 �� 1 1® 1 LUIZ�" ' aLIJA _ C" Note: (#) represents the number of properties within that Block r 9/6/2002 (11:52 AM) Phase I will be the first site in the Zone for the construction of new homes. As a result of the land acquisition activities, the Trust has significant concerns about the residents who will be impacted by the planned new home construction projects. There are two target populations who pose the most concern. The first are the elderly homeowners who have sold their homes to the City, yet wish to stay in the neighborhood as residents. The second are low-income residents who have been receiving public housing assistance who may be displaced as a result of the acquisition phase of this project, as well as other low-income residents who may be interested in becoming first time homeowners. Homeownership Training National models have demonstrated the positive results of relocating potential first time homebuyers into a quality housing environment in the neighborhood of potential homeownership. The Trust is proposing to develop a tax credit project(s) that will provide quality, market rate rentals in blocks 1 and 2 in the Phase I area for participants in the new homeownership Neighborhood Stabilization Program. One project of the Neighborhood Stabilization Program will be dedicated to providing quality housing with full amenities for the senior citizens who choose to remain in the neighborhood. The second housing project will be used as a Quality Housing Re -location Assessment Center for an intensive homeownership -training program. Recent law has modified the requirements on the Section 8 voucher program so that said vouchers are eligible for tax -credit projects. It is estimated that approximately 65% to 70% of the residents in the Phase I project area are participants in public housing assistance program(s). This project could be the beneficiary of considerable cost savings by leveraging the Trust's resources against available federal housing subsidies. In addition, being able to build market rate properties that can welcome low-income residents maintains the marketability of the homeownership properties that are being developed in the Phase I area and contributes to the goal of building a mixed -income neighborhood. The planning and design stage for this construction project is anticipated to begin during this fiscal year. The availability of quality rental opportunities will enhance the transition to homeownership in Phase I. This Rental Housing Relocation Assessment Project will provide an incubator environment for residents who are aspiring to homeownership. The extensive Homeownership Training Program will place great emphasis on the importance of saving for a down payment, financial management, and meeting the income and credit requirements for homeownership. Additionally, problem solving, conflict resolution, and vocational skill training, will also be emphasized. Participants 11 02-1076 must be employed, drug free and enrolled in the Homeownership Training Program to meet minimum residency requirements. The availability of quality housing rentals is a key component in the Model City Trust's mission to provide homeownership opportunities and economic revitalization in the District and to fulfill the commitment to the residents of the neighborhood to improve the quality of living of the neighborhood residents. The planning for the implementation of the Phase I new home construction is projected to be completed by the end of the fiscal year. Development Activity/Partnerships 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 private/public joint ventures has been recognized from the outset and was instrumental in the creation of the Model City Community Revitalization District Trust. As expressed earlier, 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. African-American Medical Museum. Consistent with that philosophy, the Trust Board of Directors is working with the Yaeger Foundation and the American Medical Association to establish the African-American Medical Museum. The Museum will display and recognize the contributions of the African-American medical community, locally and worldwide, to the practice of medicine and the expansion of medical technology. The Museum will be located on the property at the northeast corner of NW 62nd Street and NW 12th Avenue, which is currently in the Trust portfolio and will be donated to the Foundation to support the creation of the Museum. The Museum will represent one of the "Gateway" projects to enhance the revitalization District and will provide a valuable public education experience. The Yaeger Foundation will be responsible for the building and furnishing of the Museum and the Trust will be actively involved in the planning and design of the Museum. The Trust will assist the Foundation in meeting governmental requirements, including any Brownfields environmental issues. The Yaeger Health Clinic, which exists on the adjoining property, was built to serve the residents of the Liberty Square Housing Project. It is the intention of the Yaeger Foundation to renovate and revitalize the Health Clinic as a tutorial center to augment the activities of the Museum. Government and Technology/ Community Centers. The Trust will be working in partnership with the City in the development of a new Neighborhood Enhancement Team (NET) office and a new Technology/Community Center at 12 02-1076 NW 141h Avenue and NW 62nd Street, which is anticipated to be an entryway to the Homeownership Zone. The design of both the government center and the technology and community center is focused on bringing the presence and services of city government to the community. The services will facilitate the enhancement of code enforcement and community policing, as well as providing a place for community gatherings and meetings and creating opportunities for technological training and education for the community. The Liberty Square Historic/ Commercial "Village". In a recent assessment of the Model City neighborhood, conducted by Janus Research, the Liberty Square Housing Project was identified as a potentially eligible project for the National Register of Historic Places. The buildings were constructed between 1936 and 1940 as part of the federal WPA initiative. Liberty Square is the second oldest housing project in the nation and the first built exclusively for colored people. It is deemed significant in the areas of architecture, social history, community planning and development, and ethnic history. The Trust would work with the City, County and appropriate state and federal entities to secure that designation. Thoughts for the development of the site, if designated, include the possibility of a commercial "Village" of shops, restaurants, and specialty services. Such a "Village" would greatly enhance the Homeownership Zone and supports one of the Trust's major focuses, which is the preservation of significant historic treasures. 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 Trust's Board of Directors is currently in discussion with developers who are interested in locating a national commercial retail chain store in the area and are exploring a joint partnership in developing office and retail space along NW 54th Street between NW 17th and NW 15th Avenues. 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. 13 02-1076 The Trust will continue to research other avenues to assist in the economic revitalization efforts in the Zone. Model City Community Revitalization District Master Plan Development The Trust is responsible for the revitalization efforts for the entire District. (See Attachment 1) The Board of Directors has been focused on the Homeownership Zone, for which a Master Plan has been proposed and in which preliminary land acquisition, relocation, demolition and maintenance activity has commenced. However, the Board recognizes that the entire District is a substantial challenge and views the development of the Master Plan for the entire District as a priority during its first fiscal year. The plans for a second homeownership zone, and the need for major infrastructure improvements, transportation improvements, rental housing, rehabilitation, in -fill, historic preservation and significant code enforcement, dictate the need to move expeditiously in the development of the Plan. The Trust's Board of Directors has designated the governance and organizational structure, the Homeownership Zone Project implementation, economic revitalization strategies and the Master Plan development for the entire District as the first priorities. The Board is quick to acknowledge, however, that while the Trust perceives certain activities and tasks to be a priority as it moves forward in the management and oversight of the Model City revitalization effort, those priorities are not exclusive of other related issues that must be addressed, concurrently, or/on an as needed basis. The Board is also aware of the fact that the total Model City revitalization effort is projected to be a project of considerable duration. Thus priority decisions may be subject to circumstances that are presently unknown and therefore subject to change. Other Activities The Trust Board of Directors is aware of other revitalization efforts that are underway in the Model City neighborhood and is ready to work in partnership with the entities leading those projects, such as the 7th Avenue Business Corridor Project between NW 71St Street and State Road 112 and at the NW 62nd Street intersection. The Trust will work together with the 7th Avenue Business Association, the Miami -Dade Chamber of Commerce, Tacolcy Economic Development Corporation, Miami -Dade Community College, Miami -Dade Transit Agency, Tools for Change, Martin Luther King Economic Development Corporation, and other organizations involved in this project. 14 02-1076 FISCAL YEAR 2002-2003 BUDGET REQUEST The previous pages in this paper have reviewed the background of the creation of the Model City Community Revitalization District Trust, the Trust Board of Directors orientation and the subsequent update on the activities that have been undertaken on behalf of the Trust since February 15, 2001. The pages additionally review the Trust Board of Director's thorough assessment of the current condition of the revitalization efforts and the priorities for the first fiscal year of activity under the management of the Trust. In this final section the Trust presents the proposed budget for the first fiscal year, outlining the Operational and Project expenses projected for the year, along with the proposed funding sources. The Trust requests City Commission approval for the projected 2002-2003 fiscal year budget. Consistent with the Trust Board's philosophy of out -sourcing the majority of the project activities, the Board is proposing a minimal staffing level of four (4) individuals, including a Community Liaison position. The Trust Board envisions completing most operational activities through private partners. As a result of the current fiscal year being the first year of management under the Trust Board of Directors, the Operations Budget carries expenses for start up costs, including outfitting office space and providing technical and operational equipment that will not be reflected in subsequent budgets. The Project Budget equally reflects the Trust Board's intention 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 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 projected budget is $14,961,968. 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. 15 02-1076 MODEL CITY COMMUNITY REVITALIZATON DISTRICT TRUST TABLE OF ORGANIZATION TRUST City of Miami Board of Commission Directors General Counsel City TRUST Manager President / CEO Executive Assistant MIS Property Acquisition & Manager Development Coordinator g Coordinator EXECUTIVE ASSISTANT Occupational Code: Status: At Will Salary Range: $45,000 - $65,000 annually FLSA: Exempt This is a high-level administrative support position assigned to the CEO/President of the Model City Community Revitalization District Trust (Trust). This position includes responsibility for coordinating and preparing the agenda for all Trust Board meetings. Duties include reviewing and proofreading all items submitted for accuracy and ensuring that all documents are in the appropriate sequence. Oversees the agenda preparation and distribution process. Position serves as Office Manager including, but not limited to responsibility for performing a variety of complex administrative support work in maintaining detailed records, taking and transcribing of minutes of meetings as well as other dictation; composing, typing and editing a variety of correspondence, reports, memoranda, and other material requiring judgment as to content, format, accuracy and completeness; independently responding to non -controversial correspondence, relieving the CEO/President of routine duties; scheduling and maintaining the appointment calendar; making travel arrangements and itineraries; distributing and responding to correspondence and inquiries within scope of authority, as needed; preparing agendas for various meetings and insuring attachment of supporting materials, if needed; receiving the public and answering questions; responding to inquiries from board members, citizens and others. Ensures payment of vendors in accordance with established procedures. May also be responsible for assisting with budget preparation as it relates to preparing and typing of data for financial/statistical reports and presentations. May attend meetings for the President/CEO as needed. Performs related duties as required. REQUIREMENTS: Graduation from high school or its equivalent with course work in Office Technology, Business or Public Administration or a related field, and a minimum of 5 years responsible, administrative support experience, preferably at the executive level. Excellent organizational and communication skills, strong typing skills, proficiency with Microsoft Word and Excel is required. The successful individual will be able to work independently on flexible schedules, in an environment which requires meeting tight deadlines and exercising sound judgment and high professional ethics. Familiarity with Microsoft Access and Powerpoint are desirable. 101:7 Equivalent combination of training and experience beyond high school. 02 —1.0 7,G MIS COORDINATOR Occupational Code: Status: At Will Salary Range: $50,000 - $70,000 annually FLSA: Exempt This is a high-level, specialized position that involves compiling and inputting information into computer programs, and analyzing information for purposes of managerial decision-making and performance reporting. An employee in this classification coordinates with managers to the status of projects or progress toward the goals of the Model City Community Revitalization District Trust (Trust). The incumbent would work closely with the City of Miami's Information Technology Department and GIS staff for purposes of assembling and analyzing information regarding the progress of the Model City Homeownership Zone project. It also requires working with the Department of Information Technology in the identification and resolution of computer related problems. Proficiency in a variety of computer applications, basic understanding of hardware and software nomenclature, and the ability to understand new programs and processes are required. Replace, install, setup, exchange and/or upgrade personal computers, laptops, printers and all associated peripheral components. Provide limited software installations. Serves in a consultant capacity to management in evaluating the present and future information technology needs of the Trust. Research new equipment, technologies, software, etc., that would assist the Trust in the performance of its mission, and make recommendations to the Trust. Contact the Information Technology Department, or outside vendors, to replace defective equipment/components, and follow-up to insure the problems are properly corrected in a timely manner. Must be able to effectively communicate with information technology personnel, as well as with users or other staff with no technical computer background. Prepares and assists in making presentations to Trust Board, as well as a variety of stakeholders in the Community Revitalization District. Presents numerical information by computer-generated reports, graphs, charts, tables, written reports or other methods. Makes recommendations and implements changes leading to the improvement in data collection, analysis of information, new or improved reporting strategies; ensures implementation of quality control procedures prior to submission of final reports required by management; Prepare recommendations on findings for management evaluation as appropriate; REQUIREMENTS: Bachelor's degree in Computer Science, Management Information Systems, Business or Public Administration, Math or a related field, and considerable experience (2-4 years) evaluating documents, preparing reports and utilizing a variety of computer applications. Proficiency utilizing Microsoft ACCESS and EXCEL is required. Working knowledge of GIS and Powerpoint applications is highly desirable. OR Equivalent combination of training and experience beyond an Associate's degree. 02-1076 PROPERTY MANAGER Occupational Code: Status: At Will Salary Range: $45,000 - $65,000 annually FLSA: Exempt This is high-level, responsible professional work in the supervision and administration of the property portfolio of the Model City Community Revitalization Trust (Trust). Work entails maintaining an automated, centralized property records database for a portfolio with approximately 400 properties. Calculates and monitors rent of HOZ-owned properties having remaining occupants; Utilizes strong organizational and interpersonal skills to conduct follow-up activities as necessary. Coordinates capital improvements, orders and/or recommends work in procuring maintenance and repair services on leased Trust properties to ensure proper maintenance, safety and aesthetics are maintained. Prepares invitations to bid for sale of properties and performs the requirements of the Code or Charter when acquiring or disposing of property. Prepares legislation for consideration of the Trust Board. Within established parameters, responds to inquiries from the general public pertaining to Trust ownership or sale of properties. Explains terms of leases to occupants remaining in property acquitted by the Trust, and ensures owner's and/or tenant's compliance with lease terms and conditions. Attends meetings as required. Reports to the President/CEO of the Model City Community Revitalization Trust. Coordinates relocation activities of the Trust; Coordinates with appropriate housing agencies and authorities to ensure that residents previously occupying Trust -owned properties are relocated to housing meeting federal housing quality standards prior to relocation assistance being authorized. Acts as liaison with occupants remaining on property acquired by the Trust, and resolves disputes as necessary. Effectively interfaces with government agencies for purposes of facilitating a smooth relocation process for families selling properties to the Trust. Utilizes knowledge of construction trade processes and nomenclature to ensure facilities and properties acquired by the Trust are safe, sound, and visually appealing; ability to work with diverse populations and facilitate communications and activities with neighborhood stakeholders. Works with legal counsel and consultants, such as architects, engineers, surveyors, appraisers, and other professionals, on legal and technical issues. May attend Trust Board meetings and other meetings representing the President/CEO of the Model City Homeownership Trust as required. Prepares technical reports; Performs related duties as required. Performs related duties as assigned. REOUIREMENTS: High School Diploma, plus a minimum of four years of experience in construction, real estate, and/or property management, preferably involving experience with relocation of families. Excellent negotiation, interpersonal, communication and organizational skills are required. Certification in property management is desirable. 02-1076 ACQUISITION & DEVELOPMENT COORDINATOR Occupational Code: Status: At Will Salary Range: $55,000 — $75,000 annually FLSA: Exempt This is responsible, professional work of a specialized nature in the management of real estate and leased properties under the authority of the Model City Community Revitalization Trust (Trust). Applies industry standards and utilizes a variety of established systems in the research of technical documents, such as land surveys, deeds, title searches, folio numbers, etc., Ensures that critical property documentation is obtained and included in property files. Performs the analysis and evaluation of appraisal solicitation reviews; recommends the acquisition or disposition of real property; spearheads contract negotiations involving property transactions and processes contracts for execution; Coordinates closing transactions; Consults with legal counsel as necessary regarding aspects of the property acquisition process. Negotiates, develops and prepares contracts, legislation and other complex reports, including settlements, payment plans, and related documents, and recommends changes to the same. Researches land transactions from their initial stages through closings. Performs routine inspections of Trust -owned property. Coordinates with Attorneys, homeowners, appraisers, et. al. regarding land acquisition and disposition, and negotiates the sale of property for the Trust. Coordinates development activities for assigned project to ensure permits are secured for construction, site review, zoning ordinance compliance, etc.; Works with legal counsel and consultants, such as architects, engineers, surveyors, appraisers, and other professionals, on legal and technical issues. Manages contract files. May attend Trust Board meetings and other meetings representing the President/CEO of the Model City Homeownership Trust as required. Prepares technical reports; Performs related duties as required. REQUIREMENTS: Bachelor's degree in Public or Business Administration, Urban Planning, or a related field from an accredited college or university, and a minimum of three years of experience in real estate and property recording documentation process. OR Equivalent combination of training and experience. Note: Real Estate Broker's License or designation as Real Property Administrator, from the Building Owners and Management Institute International is highly desirable. OR An equivalent combination of training and experience. 02-10'70 COMMUNITY LIAISON Occupational Code: Status: Part-time or Full-time, Temporary Salary Range: $9.00 - $12.00 hourly FLSA: Non-exempt Responsibilities involve duties supporting the implementation and operations of the Model City Community Revitalization Trust (Trust). Depending on specific areas of expertise, incumbents may perform a broad range of duties associated with all aspects of Trust operations and related services. Duties may involve varied responsibilities in the field and/or office as required. Independent judgment and decision making is exercised in completing job tasks within established parameters. Close supervision is received from managerial, professional or supervisory personnel who review work for accuracy and conformance with Trust initiatives, policies and protocol. Duties may include responding to citizen inquiries via the telephone, in person and/or through written correspondence; attending community meetings, assisting with informational presentations; assembling, distributing and delivering materials related to the Trust; conducting field surveys; organizing records and preparing reports; developing and implementing special projects as well as providing support to higher-level personnel in executing their duties. Performs related duties as assigned. REQUIREMENTS: High School Graduation, working knowledge of Model City community, its residents and issues affecting its revitalization, ability to communicate effectively with diverse populations. Some (6 months to 2 years) experience in specific areas may be required as the project demands. Completion of college coursework is desirable. 0 2 107 'U" 4 22 Model City REVITALIZATION TRUST September 10, 2002 The Honorable Mayor and City Commissioners 3500 Pan American Drive Miami, Florida 33 Gentlemen: As you are aware, the City Commission approved Ordinance No. 12082, with amendments, creating the Model City Community Revitalization District Trust. Under Section 12.5-35 of that Ordinance, the Trust is required to submit a Project Plan and Budget pertaining to the proposed fiscal year expenditures for the management, operation, maintenance and capital expenditures for the year. At the Trust Board of Directors meeting held Monday, September 9, 2002, the Trust approved the Project Plan and Budget for fiscal year ending September 30, 2003. For the last several weeks the Trust Board of Directors has had the full support of the City Manager and his staff, providing guidance and assistance, as the Trust developed its first annual operations and capital improvements budget. The Board of Directors has asked that I convey their appreciation for that support. Please advise me of any additional information or materials that may be needed as you consider this Project Plan and Budget. S' eeZ7 l Gwerren ActinEO cc: Shalley A. Jones, Chair, Model City Community Revitalization District Trust Carlos A. Gimenez, City Manager Trust Board of Directors Alejandro Vilarello, City Attorney 02710'76 444 SW 2nd Ave., 10th Floor • P.O. Box 330708 • Miami, FL 33233-0708 • Tel: (305) 416-1033 • Fax: (305) 400-5004 fr MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST RESOLUTION NO. 02-006 A RESOLUTION OF THE BOARD OF DIRECTORS OF THE MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST ADOPT- ING THE PROPOSED OPERATION PROJECT PLAN AND BUDGET FOR FISCAL YEAR ENDING SEPTEMBER 30, 2003 AND AUTH- ORIZING IT'S TRANSMISSION TO THE CITY OF MIAMI. 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 oversight and facilitating the City's revitalization and redevelopment activities in the Model City Community Revitalization District, and WHEREAS, by Resolution No.01-160, the City of Miami established the Model City Homeownership Zone Pilot Project to create homeownership, economic revitalization, infrastructure improvements and quality of life enhancements in the Model City District, and WHEREAS, Section 12.5-35 of Ordinance No. 12082, as amended, requires a budget pertaining to the management, operation, maintenance and capital expenditures for the Trust, and transmission of same for approval to the City of Miami. NOW THEREFORE, BE IT RESOLVED BY THE BOARD OF DIRECTORS OF THE MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST OF THE CITY OF MIAMI, FLORIDA: Section 1. The recitals and findings contained in the Preamble to this -- Resolution are incorporated herein as if fully set forth in this Section. Section 2. The Trust Board of Directors hereby adopts the proposed Operation Project Plan and Budget for the Trust's Fiscal Year Ending September 30, 2003 and authorizes its transmission to the City of Miami. Section 3. This resolution shall be effective immediately upon its adoption. 1 11 W.. 10W PASSED AND ADOPTED this 9`h day of September 2002. Shalley Jone hair Ql� REVISED MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST PROPOSED BUDGET I. Operational Cost: Staff $ 271,500.00 President/CEO $126,500.00 Executive Assistant 50,000.00 Acquisition/Development Coordinator 70,000.00 Community Liaison 25,000.00 Fringe Benefits 53,745.00 Computer, printers & Peripheral 25,000.00 Business Expenses, Meals Workshops, Board Meetings 12,000.00 Office Supplies 6,000.00 Office Furniture — desk, chairs, tables, file cabinets 20,000.00 Advertisement/Public Notices 9,000.00 Office Renovations 40,000.00 Other insurance (Board of Director, other Liability) 70.000.00 $507,245.00 11. Land Acquisition/infrastructure Improvements: NEW Contracts 3,042.491.00 NEW Acquisitions 1,441,632.00 Infrastructure Improvements 3,000,000.00 Streets, sidewalks, lights, parks, etc. $7,484,123.00 III. Net/Community Technology Center: Construction Cost $3,000,000.00 IV. Sanitary Sewer Bonds $2,245,600.00 V. Other Project Cost: Marketing/Outreach 150,000.00 Relocation Assistance 400,000.00 Planning/Technical Assistant 300,000.00 Legal Services 125,000.00 Lot Clearing and maintenance 250,000.00 Demolition 300,000.00 Engineering/Historical Assessment 50,000.00 Property Management/Maintenance 50,000.00 Technology/Education Assessment 100.000.00 $1,725,000.00 I' TOTAL $14,961,968.00 1 G2-1076 A. Revenue Sheet by Funding Source: Community Development Home Funds 2,243,064.00 Community Development CDBG Funds 1,532,059.00 Congressional Neighborhood Initiative Grant 700,000.00 Home Land Defense/Neighborhood Improvement Bonds Model City Trust First Phase of $6,000,000 3,000,000.00 Home Land Defense/Neighborhood Improvement Bonds- Unobligated Funds 3,000,000.00 Strategic Initiatives in Land Acquisition 990,000.00 Sanitary Sewer Bonds 2,245,600.00 Affordable Housing Bonds/Trust 744,000.00 General Fund Request 507.245.00 Projected Revenue $14,961,968.00 Proposed 2002-2003 Budget $ 14,961,968.00 r- 2 02 1076 REVISED MODEL CITY COMMUNITY REVITALIZATION DISTRICT TRUST PROPOSED BUDGET BY REVENUE SOURCE 1. Operational Cost II. Land Acquisition/ Infra- structure Improvements III. NET/Community Technology Center IV. Sanitary Sewers V. Other Project Costs TOTAL Amount Funding Requested Source 507,245 General Fund 507,245 7,484,123 Home Funds 2,243,064 Congressional Neighborhood Initiative Grant 700,000 Home Land Defense/ Neighborhood Improvement Bonds. (First phase of 6,000,000) 3,000,000 Strategic Initiatives in Land Acquisition 797,059 Affordable Housing Bonds/ Trust Fund 744,000 3,000,000 Un -obligated Home Land Defense Neighborhood Improvement Bonds 3,000,000 2,245,600 Sanitary Sewers Bonds 2,245,600 1,725,000 CDBG Funds 1,532,059 Strategic Initiatives in Land Acquisition 192,941 $14,961,968 $14,961,968 P, 02-.1076 .s , ,it '� _�� " - r -' a eE LlEdtfi97t�.i7dE d�Ei'�' S l93iS�f=S iLlL93ES�fa ��f-,`� - — s r 1t E' G' # 3_ L SSS'd" �'•••:i5?L3 '.$4f� O`> ULI Advisory Services Panel Model City Homeownership Trust Key Findings and Recommendations June 15, 2002 The Panel Process • ULI invited by the city to provide unbiased advice on the implementation of the Model City Homeownership Trust program • Looked at: — Market potential — Planning and design issues — Development strategies — Implementation • Eight national experts spent 1 week in Miami — Volunteers — Relevant experience and expertise Key Findings and Recommendations • Market for a mix of residential products but let the market drive new commercial • Opportunity for clustered housing, town houses, multi -family, and single-family homes • Great opportunity for community involvement in the process — ownership in the redevelopment of the community • Need to rethink the structure of the trust on a city-wide basis Ordinance No. 12082 • Created the Model City Homeownership Trust Board of Directors and provided for an elected Public Advocate • Establis hed as a "limited agency and instrumentality of the City" • Appointed by City Manager with approval by City Commission ULI Panel Recommendations • "Model City Homeownership Trust" be changed t o " "HOMEOWNERSHIP TRUST"' • Homeownership Trust empowered to implement the seven existing Community Revitalization Districts. • Citywide organization ULI Panel Recommendations • Homeownership Trust incorporate as a 501 (c) (3) non-profit corporation • Sole responsibility is the revitalization of the Community Revitalization Districts as approved by the Consolidated Plan • Trusts responsibilities as identified in Ordinance #12082 are a good beginning Homeownership Trust Governing Body • Composed of 7 charter members — Appointed by City Manager — Confirmed by the City Commission • Public Advocate for each Revitalization District —Appointed by District Commissioner and confirmed by City Commission OW C M, V Governance • Homeownership Trust terms should be staggered — 3 four-year — 2 three-year — 2 two-year —Successive terms shall be four year terms • Purpose, powers and duties are generally consistent with those identified in the Ordinance Public Advocates • Shall be appointed for each Community Revitalization District funded as a project by the City Commission • Serve as an "ex -officio" to the Trust Board when matters pertaining to the particular district are considered. • Serve at the pleasure of the District Commissioner • Shall be a paid position Personnel • Initial Executive Director/President may be a current employee of the city • Once Trust is incorporated, shall be an employee of the corporation • Other professional staff as necessary should be employees of the city — Assigned contractually to Trust Board — Fulltime or as needed basis Personnel • Professionals include,, but not limited to: — Building acquisition and relocation staff — Project Manager for rehabilitation properties — Project Manager for new construction — Etc. Eminent Domain • Application request to City of Miami for condemnation rights according to plan • City Commission consider eminent domain request for the target areas • Process implemented by city staff assigned to Community Revitalization Districts 0 Legal Counsel • Seek legal representation from a private firm specializing in — Real estate law — Project development Funding and Budget • City Commission approves annual budget • Contract authority through the Department of Community Development • Trust shall maintain separate bank accounts • Fund draw down requests on an as -needed basis subject to budget authority