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Home My WebLink AboutR-87-0350J-87-324 4/9/87 RESOLUTION NO, 87-350 A RESOLUTION AUTHORIZING THE CITY MANAGER TO UTILIZE THREE HUNDRED SEVENTY EIGHT THOUSAND DOLLARS ($378,000) OF THE SEVEN HUNDRED THIRTY THOUSAND DOLLARS ($730,000) ALLOCATED FROM THE TWELFTH (12TH) YEAR COMMUNITY DEVELOPMENT BLOCK GRANT FUNDS FOR THE PURPOSE OF EXECUTING CONTRACT AGREEMENTS, IN A FORM ACCEPTABLE TO THE CITY ATTORNEY, AND IN ACCORDANCE WITH THE GUIDELINES SET FORTH, WITH THOSE COMMUNITY BASED ORGANIZATIONS. NAMED BELOW, WHOSE PROJECT PROPOSALS WERE SELECTED BY THE ECONOMIC DEVELOPMENT/PHYSICAL IMPROVEMENT PROJECT COMMITTEE, AND SUCCESSFULLY MEET THE SCORING REQUIREMENTS AND LEVERAGE AMOUNTS. WHEREAS, the City Commission is committed to economic development and the expansion of Trade and Commerce; and WHEREAS, Resolution No. 86-914 established an Economic Development/Physical Improvement Funding Pool, with funds allocated from the Twelfth (12th) Year Community Development Block Grant in the amount of seven hundred thirty thousand dollars ($730,000); and WHEREAS, said funds was divided and made available in two rounds; and WHEREAS, funds awarded during this first round was based on a competitive basis in which each project/program was scored and evaluated based on project impact of job creation/retention, business development and aesthetic enhancement; and WHEREAS, the allocated sum will provide financial assistance in the development of each project; and NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The City Manager is hereby authorized to negotiate and execute four (4) individual contractual agreements, with the following community based organizations, for the amounts MEEMO 4F APR 9 set t If - specified for each, for the purpose of implementing its approved Economic/Physical Improvement projects in accordance with the conditional requirements and terms set forth with funds allocated from the Twelfth (12th) Year Community Development Block Grant. COMMUNITY BASED ORGANIZATION: Tacolcy Economic Development AMOUNT: TERM: COMMUNITY BASED ORGANIZATION: AMOUNT: TERM: COMMUNITY BASED ORGANIZATION: AMOUNT: TERM: COMMUNITY BASED ORGANIZATION: AMOUNT: Corporation, Inc. (TEDC) $28,000 Year One (1) - Moratorium and interest free. Year Two - Seven (2-7) - Loan will be amortized over fourteen (14) years, with principal and interest at six percent (6%) payable on a quarterly basis and called on year seven (7). Haitian Task Force, Inc. (HTF) $150,000 The City's loan commitment will be valid till October 1, 1987 and contingent upon the Haitian Task Force, Inc. obtaining irrevocable commitment in the amount of three hundred ninety thousand dollars ($390,000). Small Business Opportunity Center, Inc. (SBOC) $150,000 The City's loan commitment will be valid till October 1, 1987 and be contingent upon SBOC obtaining irrevocable commitments totalling three hundred fifty thousand dollars ($350,000). Downtown Miami Business Association, Inc. (DMBA) $50,000, Grant 0 40 PASSED AND ADOPTED April , 1987. ATTES i MATT HIRAI, CITY CLERK this 9th day of ooe� AVIER L. SUAREZ MAYOR COMMUNITY DEV MENT REVIEW AND APPROVAL: ANK AS ANEDA, DIRECTOR DEPARTMENT OF COMMUNITY DEVELOPMENT FINANCIAL REVIEW AND APPROVAL: MANOHAR SURANA RECTOR CARLOS ARCIA, DIRECTOR FINANC DEPARTMENT BUDGETARY REVIEW AND APPROVAL: OFFICE OF MAN MENT AND BUDGET PREPARED AND APPROVED BY: ROBERT F. CLARK CHIEF DEPUTY CITY ATTORNEY — APPROV A TO FORM AND CORRECTNESS: i CIA A. DOUGHE Y ' CITY ATTORNEY CITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM To. Honorable Mayor and Members of the City Commission FROM: Cesar H. Odi o City Manager RECOMMENDATION: DATE: APR 9 iy�3 FILE: SUBJECT. Economic Development/ Physical Improvement Contract Selections REFERENCES: ENCLOSURES. It is respectfully recommended that the City Commission adopt the attached resolution authorizing the execution of contract agreement, in a form acceptable to the City Attorney, between the community based organizations identified below and the City of Miami, for the purpose of implementing the approved projects and/or programs as selected by the Economic Development/Physical Improvement Project Fund committee, in accordance with the terms and conditions as set forth herein. BACKGROUND: The Department of Community Development pursuant to the City Commission approval of Resolution No. 86-914, created the Economic Development/Physical Improvement Fund, with funds allocated from the Twelfth (12th) Year Community Development Block Grant in the amount of seven hundred thirty thousand dollars ($730,000). In order to review, evaluate and select proposals, a committee was established, comprised of Directors y from the Departments of Community Development, Development, Planning and a representative from the City Manager's office. Proposed projects from both not -for -profit and/or for -profit entities were submitted and evaluated by a committee consisting of City Administrators. Programs and/or projects selected for funding via said pool were evaluated and scored on established criteria as set forth in the Economic Development/Physical Improvement guidelines. COMMUNITY BASED ORGANIZATION: PROJECT TITLE/COST: Tacolcy Economic Development Corporation, Inc. (TF.DC) Spic and Span Car Wash $28,000 45 y5- 1 10 Honorable Mayor and Members of the City Commissicn Page 2 PROJECT DESCRIPTION: COMHUNITY BASED ORGANIZATION: PROJECT TITLE/COST: PROJECT DESCRIPTION: I Funds will be used to rehabilitate a commercial car wash owned by Tacolcy Economic Development Corporation, Inc. In addition, the Corporation will also acquire a ten (10) minute Oil and Lube franchise. The term of the City`s loan agreement with TEDC will be as follows: Year One (1) - Moratorium and interest free. Year Two - Seven (2-7) - Loan will be amortized over fourteen (14) years, with principal and interest at six percent (6%) payable on a quarterly basis and called on year seven (7). Haitian Task Force, Inc. (HTF) The Retail/Gallery Center $150,000 Funding for this project will be used to redevelop an existing multi -use facility complex in the Edison/Little River area. Eight (8) retail stores will be located in the complex and will also house the corporate offices of the Haitian Task Force, Inc. and the Haitian American Chamber of Commerce. The facility will be marketed as a tourist spot for visitors from Caribbean and non - Caribbean countries. a • 0 Honorable Mayor and Members of the City Commission Page 3 COMMUNITY BASED ORGANIZATION: PROJECT TITLE/COST: PROJECT DESCRIPTION: If approved by the City Commission, the City's loan commitment will be valid till October 1, 1987 and continent upon the Haitian Task Force, Inc. obtaining irrevocable commitment in the amount of three hundred ninety thousand dollars ($390,000) to complete the project. The terms of the loan will be negotiated at the time the other commitments are received in a manner that would make the project feasible. Small Business Opportunity Center, Inc. (SBOC) Trade Center of. the Americas $150,000 Funding for this project will be used to construct a building in the Little Havana Business District, which will be used to provide a place for foreign business people and/or trade organizations to display their goods for import/export activities, meetings, and an informational point for American business interest. The development of this project will result in twenty-four (24) full-time permanent jobs and the attraction of twenty (20) commercial/business offices. Q Honorable Mayor and Members of the City Commission Page 4 COMMUNITY BASED ORGANIZATION: PROJECT TITLE/COST: PROJECT DESCRIPTION: The City's loan commitment will be valid till October 1, 1987 and be contingent upon SBOC obtaining irrevocable commitments totalling three hundred fifty thousand dollars (S350,000) in order to complete the project. The term of the loan will be negotiated at the time the other commitments are received in a manner that would make the project feasible. Downtown Miami Business Association, Inc. (DMBA) Special Business Prcmotions $50,000 Funding for this project will be used to implement an aggressive marketing and promotional campaign for the downtown commercial district. This marketing program will tie into the Bayside project thereby making the entire downtown commercial area a central retail center. The terms of the City's loan agreement with the Downtown Miami Business Association, Inc. will be as follows: Year One (1) - A moratorium will be granted and no interest accrued. Year Two - Six (2-6) - Loan will be amortized over five (5) years, with principal and interest made payable at six percent (6%) on a quarterly basis. "'f Honorable Mayor and Members of the City Commission Page 5 All of the projects above were determined to be feasible within the respective target areas and met the scoring requirements. Each of the above projects will result in a signif4cant number of jobs being created/retained and the leverage of additional public/private investment in City of Miami neighborhoods. Attached for your review is a copy of each project proposal submitted by the community based organization. S I TO: FROM Tacolcy Economic Development Corporation 645 North West 62nd Street, Suite 300 Miami, Florida 33150 SPEC AND SPAN CAR WASH T.*bLCY ECONOMIC DEVELO#VENT CORPORATION (305) 757-3737 Otis Pitts. Jr. Ini,awn Officers Or. James O. Minton. Jr. icmWF"Sn Of rho 8"re Portia Bannister RW vow ca n wrsw M. Athalis Range Soeond Wnc.'18WW=n Howard Rollins Se"hry Major Leroy A. Smith II ++_ rr..:w.► I Joann J. Perry � AatisnMCoreonhSoonhry - - f - -- Directors I Arthur J. Hill ' JD Mack Raymond Mandralf William Wynn. Jr. i i i i January 9, 1937 Ms. Miranda Albury Senior Business Developer City of Miami - Department of Community Development 145 N.W. 11th Street Miami, Florida 33130 Dear Ms. Albury: Tacolcy Economic Development Corporation (TEDC), is requesting from the City of Miami Department of Community Development, a grant in the amount of $28,000. ; i On October 1, 1986, TEDC acquired the Dupont Wash and Waz Center located at 5975 N.W. 7th Avenue. The grant funds will be used to improve and repair the existing structure and also to provide working capital. The total purchase price of the business was S55,105. This funding was provided.by The Ford Foundation. Through this acquisition, TEDC was able to prevent another business from leaving the area, thereby creating a halt to potential unemployment for at least six (6) people and avoiding additional decay to the commercial stock in the area (which means lower taxes to the local governments.) With TEDC in control of the site, we can assure the continuation of a compatible use on the site. The current zoning permits and incongruous range of uses are not conducive to TEDC's revitalization strategy for the area in general and its proposed housing project specifically. If there are any further questions or additional information you may need, please do not hesitate to contact me. We look forward to continuing to build our community together. Yours ver truly, Otis Pitts, Jr. President OPJr/cn Attachments 645 N. W. 62Rd STREET, SUITE 300, MIAMI, FLORIDA 33150 -0. 16 8'7-35G . f TACOLCY ECONOMIC P C IC DEVELOPMENT CORPOk„�ION 7th AVENUE CORRIDOR REVITALIZATION PROJECT Area Background This project will address the needs of the low and moderate income residents of the Model City Area for: an improved environment; a stronger commercial sector providing first-class goods and essential services; and increased income and jobs. According to the 1980 census, the population of the Model City area is an estimated 75,000, roughly 94.52' of whom are Black. Model City is home to approximately 274al of Dade County'; Black population. About 9% of the area live below poverty line. Historically, 7th Avenue from 79th Street to just north of the airport expressway has been the most important commercial corridor in Model City. Edison Center is the heart of the corridor. -- -- - —-Dur-i.ng-.the--past. -two decades,- raci al composition and economic .status changed .. _ rapidly. Purchasing power ebbed, housing stock deteriorated and the Corridor declined. By 1977, a county survey found that the retail and service sectors no longer supplied even the essentials. Fewer than 46% of the residents were able to buy more than half their necessities in the area. 7th Avenue displayed the chronic symptoms associated with distressed inner-city commercial areas - reduced sales and profits, business and job loss, a weakened retail and service mix, lack of physical maintenance, increased vacancy, a deteriorated infrastructure, declining property values and an eroding tax base. The 1980 riots exacerbated those chronic conditions. The Model City neighborhoods were among those first and hardest hit. More than 150 businesses were damaged or destroyed, property losses exceeded S100 million and an estimated 3,000 jobs were lost. Significant damage was concentrated along 7th Avenue. Most importantly, the Pantry Pride Supermarket in Edison Center, the strongest anchor on the Corridor, closed. Presently, there are some 386 businesses operating in the corridor. Recently, TEDC conducted a survey to determine facts and capture the merchants, feelings about the Corridor. 106 businesses responded. Survey data indicated that more than 61% of the merchants had been on the Corridor less than 5 years - only 20% had been there more than 10 years; average annual gross receipts are $145,000 as compared to an -average cost of goods sold of $104,000 leaving just S41,000 to cover expenses; better than 87% of the businesses cited the need for property renovations; 80% wanted more parking; and 67.19 wanted street and landscaping improvements. -1- 8'7-350 . Project Impact of Are# 0 The project will have a positive impact on the Model Cities and West Little River CO target area. Despite these conditions, TEDC has made very significant steps forward in reversing this cycle. TEDC has catalyzed a development momentum in the Business District. The redevelopment of the Edison Plaza Shopping Center, the district's retail anchor is complete. This 45,000 square foot center is significant for it has created a critical mass of customer traffic and goods and services in the district to generate further consumer expenditures and additional private and public investment. Already it has attracted new businesses which have provided 35 new permanent jobs; sixty (60) of which went to the areas' youth at the recently opened McDonaid's. TEDC has painted and provided uniform signing for seventy (70) businesses. This project created 25 temporary jobs; was instrumental in securing a 85-space parking lot; obtained approval of the City Commission for a Neighborhood Development Authority; and helped to attract The Local Initiatives Support Corporation, The Enterprise Foundation and The Ford Foundation. Additionally, TEDC will form a limited partnership with A & R Development - -•- •for• -the• -purpose ---of- -developing a housing project on the Shell City Site. The project will be an eight story midrise containing 121 units - 31 two bedroom units of 950 square feet each and 90 one bedroom units of 650 square feet each. The building will also include a community room and laundry facilities. It will be highly landscaped and the outdoor recreation area will contain tennis courts. There will be off-street parking for 131 cars. The building will be sited in alignment to and be compatible with the adjacent elderly midrise. TEDC is hopeful of starting construction by March 1, 1987 and completing the project in approximately fifteen months thereafter. TEDC's Goals 1. Maintaining the most significant retail anchor on the 7th Avenue Commercial Corridor; 2. Upgrading the physical appearance and condition of the Corridor; 3. Understanding the economy at large and that in the Model City Target Area with special emphasis on the commercial corridor and the residential community located in its primary area; 4. Using its knowledge and the technical skills it can bring to bear to: strengthen existing businesses and entrepreneurs; identify new economic opportunities and entrepreneurs; attract new businesses; develop and help package new ventures, and . act as a community agent to mobilize development resources and utilize their synergistic impact to create a climate where self -fueling entrepreneurial development can and does take root and flourish; . facilitate, develop and rehabilitate housing. -Z- 87 -350 . 1 Achieving these goals will result in more and better goods and services to Model Cities residents, increase the number of sales and profitability of community businesses, create entrepreneurial opportunities and jobs, stem out -migration, and upgrade existing housing and commercial building stock. To accomplish these goals, TEDC has designed a work program which has three major components: 1) Venture Development and Management; 2) Commercial Revitalization; and 3) Economic Planning and Advocacy. The enabling objectives and work elements have been grouped under each component. The Business The former business, Dupont Wash and Wax Center (located within the City of Miami target area at 5975 N.W. 7th Avenue, adjacent to TEDC's Shell City Site ` housing project) began almost 25 years ago at this same location. In 1962 a wash and wax would cost you $3.99. Today, that same service costs $8.99. The most current financial data available is for the period ending in 1985, according to the financial information provided to us as given in the breakdown below: - - --- - —--Tota-1- No: -•- Types. of -Services--.--.- -----_.--Dollar Amount(s). of Cars Wash Wash/Wax Bu f Wash Wash Wax Buff *8,520 1,576 6,462 392 $4,733 $59,158 $91,643 *Note: Shampoos accounted for 90 cars totalling $1,353. Total revenues for the period was $76,240. Net profits before taxes appears to be in the neighborhood of $8,000. Profit margin averages around 100 per year. The major expense was labor, which represented almost 694% of total revenues. Sales are generated in three basic areas: car wash at $3.50, car wash and wax S8.99, and buff and wax at $25.00. Manaaement Mr. Willie Ray Williams will be the new owner/operator of Spic and Span Car Wash. Mr. Williams brings ten years of experience to the business. He began in 1976 with the former company as a part-time employee. In 1979, he was made manager of the company and has held that position until TEDC acquired the operation. Projected Performance With the infusion of $28,000, we are confident that within one year's time, revenues will increase by 25% or more ranging from $90,000 to just under $100,000 annually. Our expected goal is to achieve a minimum increase of 20% per year. -3- r r-1 In meeting our projected sales growth, we anticipated expenses to rise as well. Mainly, the addition of two new employees in the first year of operation. This will bring the company's total employment to eight people. At the beginning of the second year, we can expand our services to include, oil and tube services and tire and battery services. Therefore, more jobs will be created for area residents. We plan to reinvest a minimum of 50% of profits along with a request from the Ford Foundation for the expansion. Summary TEDC has set out to strategically revitalize the Edison Center Business District during the past four and one-half years. We have developed a 44,000 square foot shopping plaza (Winn Dixie as the anchor tenant). We have been involved in painting, signage, awnings and other improvements to more than 70 storefronts in the area during the period. I TEDC is asking for $28,000 to improve and repair the Spic and Span Wax and _ . Car Center _ that_ has_been a..p y:t of the..7th Avenue. COmmerCial _Cgrri0. for. the past25 years. TEDC meets all four goals as outlined in your letter dated 11/20/86, they are as follows: (1) Feasibility:- An established business in the community which has emonstrated over a period of years to be profitable. With new management in place and a different marketing approach, the business -is expected to grow by at least 20 to 25A per year. (2) Leverage of private capital:- TEDC has spent $55,280 to date. unding was provided by The Ford Foundation. Therefore, the ratio amounts to 1.97 to 1, you require 2:1 as you can see the dollar difference amounts to only S360.00, which is minor compared to the benefits derived by the City of Miami and Dade County, such as higher property taxes (due to improvements to the property), licenses, fees and permits. (3) Location: The business is located in the City of Miami boun aries. The address is 5975 N.W. 7th Avenue. (4) Job Creation and Retention: By retaining this business in the area, six people will be employed and its management with a minimum expectation that two additional jobs created. Our projection of six new jobs in the second year will provide additional auto care services for the community thereby giving us a total of 14 jobs. We believe this to be a very conservative estimate. -4- 97--350 ATTACHMENTS I. Location Map 2. Mr. Willie R. Willimas' Resume 3. Use of Funds 4. Copy of Sales Contract 5. Copy of Cancelled Checks M, tJ1 Okin N go �n x C T F '• M....Jz �._ N 1►1 Avg •i � •••_ • i •ol i. . 0 "dusloea st'rms) !1%3 1 coA 1*4 I 0 PROPOSED • ACQUISITIDII i WILLIE RAY WILLIAMS 50 N.W. 8th Avenue Miami, Florida 33150 Education: Cincinnati School of Music Cincinnati, Ohio Experience: 1979 - 1986 Manager trainee and Manager Dupont Wash and Wax Center, Miami 1976 - 1979 Part-time employee Dupont Wash and Wax Center, Miami 1973 - 1979 Assistant Chef, Post Paddock Restaurant Bay Harbor Drive, Miami Beach 1971 - 1973 Assistant Manaoer - Sales Control _ Fish Market •..-' _ . _ .. _ _ _ _.�._._._._ _-••-----..-• _--. _ 1004 N.W. 10th Avenue Miami, Florida 1965 - 1969 Pantry Chef, Assistant Manager Hotel Restaurant Atlantic City, N.J. Memberships: N.A.A.C.P. - Miami, Florida Leadership Development Institute, Industry Miami, Florida C.O.G.I.C. Workshop of Florida Chartered Member of Universal Brotherhood Life Member - Religious Affairs, Concurrent Workshop O.I.C. of Dade County Spic and Span Car Wash Use of Funds Fixed Assets A. Roof Repair B. Electric Repair C. Plumbing Repair 0. Signage E. Landscaping F. Furniture (Outdoor) _ G. Fixtures (Leasehold Improvements) H. Hauling and Demolition II. Working Capital S 4,275 1,690 500 1,600 2,000 2,500 3,000 2,900 A. Legal Fees S 3,535 B. Insurance 3,000 C. Advertising/Promotion 2,500 0. Supplies 500 Total Project Cost $28,000 &M ESCROW CLOSING AND DISBURSEMENT AGREEMENT October 1 . 1986 Valdes-Fauli, Cobb & Petrey, P.A. Suite 3400 - One Biscayne Tower 2 South Biscayne Boulevard Miami, Florida 33131 Attn: Miriam Cruz-Bustillo Re: Contract of Purchase and Sale by and between Frank Rotolante ("Seller") and Barbo, Inc. d/b/a Dupont Wash & Was Center ("Assignor") dated September 3, 1986 and the Assignment of Contract of Purchase and Sale and Agreement to Sell Business between Assignor and Tacolcy Economic Development Corp. ("Purchaser") Ladies and Gentlemen: We have deposited today with you, as escrow agent, the docu- ments described by title in Exhibit A to this letter (the "Closing Documents"). Each of the Closing Documents bears the original signature of authorized representatives and officers of the Seller, Assignor and Purchaser. As the escrow agent, you are hereby authorized and directed to hold, deal with and dispose of the Closing Documents in accordance with the provisions of this Agreement. Upon the Assignor's fulfillment of all of the requirements listed on Exhibit B to this letter in a manner and in 'a form satisfactory to you (or in the event of the waiver in writing addressed to you by the Purchaser of one or more of such requirements), you will: 1. Date the Closing Documents the date the last of such requirements is fulfilled by the Assignor or waived by the Lender; ft 2. Disburse to the Seller and the Assignor so much of such proceeds as each will have a right to receive under the Closing Documents. 3. Deliver the Closing Documents to the Purchaser. In one or more of the requirements described herein has not been fulfilled by the Assignor or waived in writing by the Purchaser by 5:00 p.m., October 8, 1986, you are authorized and directed to destroy the Closing Documents. �. . �. .. .. . . ...... .•ice... ./ !.' i 8'7-350► . Valdes-Fauli, Cobb & trey, P.A. ' October , 1986 Page-2 Even if the Assignor may have fulfilled all of the require- ments set forth herein on or prior to the date set forth in the preceding paragraph (whether by the Assignor's satisfaction of such requirements or the Purchaser's waiver of same), before you perform your obligations set forth in the numbered paragraphs above, you are authorized to perform a UCC-11 search of the records of the Clerk of the Circuit Court to determine to your satisfaction that the Closing Documents will create and perfect in favor of Lender a lien of the priority required by the terms of the Closing Documents. In the event your search reveals that such will not be the case, you will notify the Purchaser and the Assignor of such fact. You will not thereafter be obligated to perform your duties as set forth in the numbered paragraphs above unless you receive instructions in writing from the Purchaser and the Assignor in form and content satisfactory to you authorizing you to_ do' so_ -- -- - -- - ----- _ Your duties and responsibilities are subject to the follow- ing terms and conditions: 1. Your duties and responsibilities shall be limited to those expressly set forth in these escrow instructions, and you shall not be subject to, nor obliged to recognize, any other agreement between, or instruction of, any or all of us unless such agreement or instruction is expressly authorized hereby; provided, however, with your written consent, these escrow instructions may be amended at any time or. times by an instrument in writing signed by you and us. 2. You shall not be personally liable for any act taken or omitted hereunder if taken or omitted by you in good faith and in the exercise of your best judgment. We agree to indemnify you and hold you harmless from and against all claims against you or liabilities incurred by you arising out of your performance of your duties as escrow agent. 3. Any notices which you are required or desire to give hereunder to either of us shall be in writing and may be given to us at our addresses set forth in the Closing Documents, by United States mail, postage prepaid. For all purposes hereof, any notice so mailed shall be as effectual as though served upon us personally at the time it is deposited in the United States mail by you whether or not we thereafter actually receive such notice. Notices to you shall be in writing and shall not be deemed to be given until actually received by your officer who administers this escrow. Valdes-Fauli, Cobb October , 1986 .Page 3 & r-rey, P.A. C 4. If conflicting demands are made or notices served upon you with respect to the escrow provided for herein, we agree that you shall be entitled but not obligated to refuse to comply with any such claim or demand and to withhold and stop all further performance of this escrow so long as such disagreement shall continue. In so doing, you shall not be or become liable for damages, losses, expenses or interest to us or to any person for your failure to comply with such conflicting or adverse demands. You shall be entitled to continue so to refrain and refuse to take action until: (a) the rights of the adverse claimants have been fully adjudicated in a court assuming and having jurisdiction of the parties involved herein or affected hereby; and/or (b) all differences shall have been adjusted by mutual agreement • -and-, -you. shall -..have-. -been . notified...thereto . in._writing signed by all of the persons interested. In the alternative, you may file a suit in interpleader for declaratory' judgment for the purpose of having the respective rights of the claimants adjudicated, and deposit with the court all..documents held hereunder, and we agree to pay all costs, expenses and reasonable attorneys' fees incurred by you, the amount thereof to be fixed and a judgment therefor to be rendered by the court in such suit. S. • This Escrow Closing and Disbursement Agreement shall be construed, enforced and administered in accordance with the laws of the State of Florida. 6. The undersigned Escrow Agent hereby acknowledges receipt of the Closing Documents and agrees to hold, deal with and dispose of the Closing Documents in accordance with the terms hereof. A't 1k LJ14 _ ✓% FRANK R. ROTOLANTE [SIGNATURES CONTINUED ON NEXT PAGE] 87",350 . Valdes-Fauli, Cobb & re.y,, P.A. October 1986 Page 4 TACOLCY ECONOMIC DEVELOPMENT CORP. By: VALDES-FAULT, COBB & PETREYr P.A. B :��.�LEc.�.•cu.. C14.�.��,. � �� MIRIAM CRUZ-BUSTVLLOV 874!!035 - r • i 1 ; PURCHASER'S RECEIPT - RETAIN FOR YOUR RECORDS • 1 - �i•,rAPITAL 0A II 18136 RRMITTLR Dade County, Florida ate. o� TACoLCY_RCOtto!!ZC_0IiMOPMZ0T-CORD• - o o r. c 1, 86 era �� T AR RA RA A# R A A # A R 26•943.89 PAYA13LE TO #AAA # # � IROTOLA !.• • �11Ni4iM11, d. . •'' MEMORANDUM r� .. CASHIER'S CH CG,: 1'0 LEi 13611' i:0670084 14+: 11'0 L000110 2 1710 . .PURCHASER'S RECEIPT - RETAIN FOR YOUR RECORDS ' �— CAPITAL C�i c 18135 i RLM1TTxa E Dade County, Florida 40 TlICOLCY EC014OHIC REVS OPHRIfT CORP. 63.84101 - - ' •��I ##RAAA �1#g�pO� xNC.�� RA # A R#o# AR AA C#106 670 aArAaLETa ART R*:ER 25r171.00 li • , µemonANDUM i i CASHIER'S CHECK, : ),,/;`j #on._____--.__�--_— --- __ o � 1�'a LEi 1��11• i:06700nl. V/': n•o>< 0d4o 2 i17►�' ... ,.. .. • ..,; �-�� 2222 TACOLCY ECONOMIC --g72�7 ,r--"` 3090 DEVELOPMENT CORPORATION 11 FORD FOUNDATION ACCOUNT 63-cal 'j 54S NW. 67NO ST.. SUITE 300 TSR31'31 AU USC._24" Ig.a�_ D`ro 03 De 0 i t MIAMI. F. 33150 9 ar W s�_j PAY " TOTHE VALDES_FAULt•, CODO b_!'ETREY —_�J $ 3,090.00 ' ORDER OF : — — DI5c1�r 094)_p6t (p,�.r„;N7 ers a LLAns ONE SIGNATURE IS REQUIRED B CAPITAL nA[Ilt � up To 56 a� 9DISON cimile orrice tF013N�lR .33121 33321 11:00110at, It t: II'0300068?86n" .,,_rr, .�---�{ u' 00 2 2 120 W UCCJ a�at^1� aaao U ® E © 7 7488 N.E. 2nd Avenue • Suite A • Miami, Florida 33138 • (305) 751.9783 December 1, 1986 Fred Fernandez, Director City of Miami Dept of Community Development 1145 N.W. 11 Street Miami, Florida 33136 Dear Mr. Fernandez: Please find attahed the Haitian Task Force request for funding through the Community Development Block Grant program - fiscal year 1987. We anticipate the Retail Center/Gallery proposed will be a major City of Miami place to visit and shop. Hoping you find our request satisfactory. I remain Sincerely, v Henri -Robert Lamothe Executive Director HRL:alw Attachment 1 a®aaaac� � o® od Qa ® © 7 7488 N.E. 2nd Avenue • Suite A • Miami, Florida 33138 • (305) 751.9783 December 1, 1986 COMMUNITY DEVELOPMENT BLOCK GRANT FUNDING PROPOSAL Title: Retail Center/Gallery Project Applicant: Haitian Task Force, Inc. _.... 7488- -N-a E': -Sec-ond Avenue .. Suite A Miami, Florida 33138 Contact Person: Henri -Robert Lamothe Executive Director The organization is proposing to develop a multi -use facility at 5925-27 N.E. Second Avenue. It will act as a catalyst for the future evolvement of the area, with emphasis for a total active Caribbean community in Dade County. The proposal is for adaptive re -use of the properties in their historical context, with upgrading of the wall, floor and ceiling finishes, code compliance of electrical and mechanical instal- lations, all as a part of the alterations and additions necessary to accommodate the future space functions. Said retail center will have offices of both the Haitian Task Force and Haitian -American Chamber of Commerce, a performing arts area, between 15 to 20 retail outlets specializing in Caribbean products. At this time there exists nine (9) letters of interest from potential merchants from Haiti, Puerto Rico, Cuba, Jamaica, and Trinidad. This project is of metropolitan significance, as it will service the South Florida/Caribbean Basin constituency. M Community Development Block Grant Funding Proposal cont. The amount of funding requested is as follows: $ 150,000. for site acquisition S 150,000. for renovation Total: $ 300,000. Other sources and amounts anticipated to be leveraged are: A) Dade County OCED $150,000. B) City of Miami Dept. of Development 5,000. C) Dade Heritage Trust 10,000. D) State of Florida Division of Community Affairs 150,000. E) Local Initiatives Support Corporation $ 75,000. Total: $ 390,000. _.•__._..We• anticipate tiie creation 'of lie i;i4-i-eh '3'5- to--45 -new'* jobs once the project is completed and operations initiated. Your consideration of this request is genuinely appreciated. Sincerely, Henri -Robert Lamothe Executive Director HRL:alw D_ 7 a®aaao� 00 7o M FO� E 7 Q 7488 N.E. 2nd Avenue • Suite A • Miami, Florida 33138 • (305) 751-9783 OPPORTUNITY PLAN HAITIAN TASK FORCE CULTURAL CENTER CAFE/GALLERY I'- Description of Business The project is the acquisition of a commercial structure, then renovating it so it can house the following: a) Offices of the Haitian Task Force b) Offices of the Haitian -American Chamber of Commerce c) Performing Arts Center d) Multi-retail/merchandising outlet .. _ _ . e)....Art. Gallery.__ _�..... _._. _ . _ .... .. __ -------•-• -----•--..�__.... ... The revenue producing entities (items c thru e) could defer acquisition costs, renovation costs, and initial operational costs of said structure. It is anticipated that income from rental of the center will be more than sufficient to cover the debt. IS - Market A. The market for this said project consists of the following: a) Haitians residing in the area b) Haitians throughout. South Florida c) Other Caribbean nationals in this area d) Other Caribbean nationals outside the area e) Non Caribbean population of Dade County B. Competitive Advantage - There is in existence nothing similar in Dade County. - It would serve as an attraction for nationals from throughout the Caribbean area. - It would be a place where "Caribbean Art" can be exhibited (visual, literary, performing). - It can serve as a focal point for people from the Caribbean. L� V. Opportunity Plan Cultural Center Cafe/Gallery III - Customers Page ' 2 Haitians, Jamaicans, Trinidadians, Puerto Ricans, Cubans, Bahamians, Dominicans, etc. residing locally as well as those travelling through Miami. Further, the general American community, who has never been to the Caribbean, will have a location to view a purely Caribbean marketplace. IV - How Big is the Market and Its Profile 30,000 Haitians reside in Little Haiti - 46,000 reside in the periphery in locales 15-20 minutes from the area - 25,000 Puerto Ricans reside in Wynwood, Allapatah (adjacent community) - over 100,000 Jamaicans reside throughout South Florida. -'The t6til*'p6piila£i6n cf- Ddde ' County " (as of 4 / 1 / 8*0 Y _was : _ -' 17.2% Black - - - - 280,434 35.7% Hispanic - - - 580,994 47.0% Non Hispanic White - 764,353 These figures represent totals prior to the Mariel Boatlift. During the same period 45,000 Haitians came into the South Florida area as well as over 185,000 Cubans.. The age distribution is as follow: 0 - 14 years - - - - 18.9 15 - 19 years - - - - 8.4 20 - 24 years - - - - 8.2 25 - 44 years - - - - 26.7 45 - 64 years - - - - 22.7 65 and over - - - - 15.7 Dade County's per capita income had increased to $11,047 by 1981. (a 13% increase) ranking it 8th among all Florida Counties. According to Metro -Dade projections, the County's per capita income should increase to $19,827 (in 1980 dollars) by the year 2,000 (a gain of 106.6%). 29 0 0 Opportunity Plan Page 3 Cultural Center Cafe/Gallery Income distribution by families is as follow: 1969 1979 % chancre $ 9,999 or less 54.6 23.3 -30.8 10,000 to 140999 23.9 15.4 - 8.5 150000 to 24,999 15.1 26.8 +11.7 25,000 to 49,999 5.1 26.3 +21.2 50,000 or more 1.3 7.7 + 6.4' V - Management The type of skill needed is the ability to identify and secure the building. Further, skill to rehab the structure and a development team that can assist in the proper tenant mix and selection. There needs to exist some networking so one can be assured of other Caribbean artists participation. In the long - run the center will mandate a person with high artistic ability to critique what will be exhibited at the center. The management of the Center (day-to-day) should be under a for - profit subsidiary of the Haitian Task Force (HTF). The encumbraces of the HTF Revolving Loan Fund almost prohibits the Task Force from entering into any covenants which would endanger its accounts established for the operation of the Revolving Loan Fund with the Ford Foundation. Further, it would be advisable that HTF neither act as the leasing agent nor the manager of this project. VI - Location The project is proposed for a site loacated on 60th Street and N.E. 2nd Avenue. The frontage of the proposed structure is on N.E. 2nd Avenue. The said location is on a major arterial roadway which falls under the Dade County jurisdiction for maintenance. It is also a major alternate route to the downtown Miami business district. 87-354, - Opportunity Plan Cultural Center Cafe/Gallery Page 4 The roadway is currently being embellished as part of HTF's Facade Treatment Program that will serve to visually connect 54th Street with 62nd Street. This is basically Little Haiti's commercial corridor. The 62nd Street roadway, which has been widened and renamed Martin Luther King Boulevard, can serve as a linkage to the American Black community business district (approximately nine (9) city blocks away from the project). The street is also a major arterial route into Hialeah, the Cuban community's commercial mecca. Parking for the project will be made available by two means. First, there is parking for approximately twenty cars around the front and side of the building. Secondly, across the street there is parking available for another 40 to 50 cars. The aforementioned is used by a restaurant which would participate with HTF in the project. The restauranter has already bought his build ng and is now drafting renovaiionflansfor the structure which he is now using. Finally, the project location is easily assessable via the Interstate 95 to the West,.Biscayne Boulevard (approximately 5 blocks to the East, 36 Street/Airport expressway to the South (6 minutes away), and 79 Street and the causeway (5 minutes) to the North). VII - Financial A. It is my estimate that the project may be realizable with approximately $600,000. The cost of commercial space in the area has seen dramatic growth due to the Haitian entrepreneurial spirit and speculation/encroachment by merchants from the Miami Design District as well as the Northeast Little River Chamber of Commerce. Further, HTF's Facade Treatment Program has created an impetus where a lot of building owners (commercial) are now rethinking the sale of their buildings. Haitians are renting most of the storefronts to set-up sole proprietorships throughout the area. B. The asking price for the building is between $350,000. to 375,000. However, it is the opinion of this writer that said price can be negotiated to a much lower amount. In preliminary discusions with the owner, he indicated if he does not have to hold a mortgage on the building, he is willing to work something out with the Task Force. -we 31 8�-35t? w Opportunity Plan Cultural Center Cafe/Gallery Page 5 C. First years sales are difficult to determine since the tenant mix has not been concretized. However, a solid tenant mix proposed is as follow: 1. An ice cream parlor with tropical fruit flavored ice cream. 2. A shoe and sandal shop with emphasis on shoes produced by hand in Haiti, Dominican Republic, and Puerto Rico. 3. A record shop with a supply of reggae, soka, ccmpas and salsa. These are music forms from the English, French and Spanish Caribbean. _.One_ side _(.interior ) designated_ as . "Things from the _ Caribbean" entailing the merchandising of paintings, sculpture, artisana, and hand crafted jewelry. (Anchor Tenants). This would be approximately 6 to 8 large stalls. 5. An embroidery store (low -end to mid -price items) which would market casual wear, lingerie and special items (i.e. tablecloths, napkins, and sheets). 6. A fruit stand offering fresh tropical fruits, fresh juices and sodas from Haiti and Jamaica. Said fruit stand would also house a newspaper rack with newspapers from throughout the Caribbean. 7. A.spice mart with spices from the Caribbean basin. 8. A merchant selling 14kt and 18kt gold jewelry. The vast majority of the aforementioned as enterprises which are high volume businesses (exception embroidery), which require limited square footage. Kev Variables 0 a) Though a preliminary report -was completed by the Planning Consortium, there are additional questions raised by Ms. Sandy Rosenblith, the HTF liaison with the Local Initiatives 87-35Q. Opportunity Plan Cultural Center Cafe/Gallery Page 6 Support Corporation. in addition, Ms. Rosenblith referred Mr. Arnold Montgomery, a specialist in market analysis, to assist the Haitian Task Force. Mr. Montgomery has since been contacted (see attachment A). b) The acquisition of the site is pending the final recommendations of the development team. c) Businesses that should be on the site have already been identified. However, this writer is open to any other suggestions on this project. d) As of this preliminary report, this writer has established linkages with the cultural community of Dade County. I am a participating member of the Dade County Neighborhood Arts panel as well as the Florida_Caribbean American Chamber of. �Commerce. i-have also solicited the assistance of Mr. Chester McCollough, a Jamaican and Publisher of the "Caribbean Sun", on the selection of prospective tenants. Mr. Juan Espinosa, Curator of the Bacardi Gallery, has indicated he would assist HTF as much as possible in the cultural area. ` e) Due to HTF's involvement with its Saturday Market, the project will lend itself as a continuation of the Saturday Market objectives. These were the use of cultural and ethnic differences to aid the development of an economically viable community. Central Issues a) Identifiable key players will be the following: The Executive Director of the Haitian Task Force - The Program Officer from LISC Mr. R. McNish from Greater Miami United - Mr. A. Montgomery (on the Marketing) - Mr. J. Hall (on the Estimation) - HTF must identify a developer to assist on the project. b) A cultural plan will be developed so as success of the project will be guaranteed.- I Opportunity Plan Cultural Center Cafe/Gallery Page 7 c) Preliminary funding sources have been identified (see attachment B). At this juncture Miami Capital is probably the best source since this writer sits on its Loan Review • Committee. Also, at said agency, there has been some precedent since Miami Capital has loaned funds to both Belafonte Talcolcy.and the Northeast Little River Chamber of Commerce organizations. Additionally, its rates are compara- tively lower than area banks and other lending institutions.. d) The advertising campaign for the project though not in full implementation has been ongoing since the design competition. Expertise amassed in the implementation of the Saturday Market will be used to further the positive community impact of the project. HTF now has in its possession the basic resources (documented) which will be utilized in the .promotion_ o£ -the . center . e) In conversation with Ms. Isabel Ogden of the Dade County Office of Community and Economic Development on July 2, 1986, she indicated HTF can apply for a $60,000. grant from the department to address the interior renovation of the structure. Other Information/Resources Needed 1. HTF will need to verify with the City of Miami administrative officials an the matter concerning parking requirements. 2. Cultural attaches from the Caribbean Basin will need to be contacted, especially those whose offices are located in Miami. 3. Support for this project will be solicited from the local as well as the Chambers of Commerce located in the Caribbean. 7/86 341 .. V / -350 1.. ""syOa: �a.wK � .` {;; w•a'�1+t�., .lt, ili I I .!� J f,,fittt,, . � �• ,yam � � �,.�� :. ,: 7J `.'+. w'.+•,:w�:..i. »r. r, ta�Aid• �. - :;' �,'t6y,/1� :<.. s`+6��.M��•.r,.4:� •.f.i�i, �i uw', a a.. .'ti L:._�:��^. `vl: _ �.,u.1L�:'f"MSTz,��,a ;., q7� is .. ,,; '.;...._: w.. ! ....�.= a s { '.t�"•::; .c.c.s _ _ �� {�l��3 t •. Y^.■Ina .�'•"1. [ �� +'•n��, 'R+ Ra ' {.�d! i •'� �r2' .i�,r ill _ 2.+ ••N tR M i' • kI � ! •4='i !. Y. Ott ti LON AM r� .,.... •:� •i,it•^ •� R _:1 � '�%'�1:. t _ _:a i. I fit.. • • � � ' - �' '�'• � tf� .+':..�, .�• � s �� ^ �Yi. is �' ^.i.� • • •:, • -Js •,t .:r r ... � " �3i:.{-�,•L -�rrt t •. t>�• K � ?,�; �{�ts: ♦ , .' � ri-t icn•.`rai'' _'?� • .,,�•• .. .� ;.ltkr-"•a- i,,.y,^ : • K.. ! r. '`.n ,►+fr+:a,4:;.:•:..+i:. ¢. ... .. y..T.�.Y.'.f �_. ""„�...,^'.+•�,.;.P. n3""-_+� �. •'t -; yam• `a l :.Z y��y}t �L�'�..'"'. yt_tR:�`i�`M.':5:-•��,..t•.. �': •-:'Y'.•.. _. .:.. y:^,,,t,,,. `k..ry�+}•a.r{7EY,��. ��'��'. �jC�. �L�t:•S�y�'. awl. '1`R1..T .•t.ifid/+'Y (� v''�" - .. 4..•. �' � •J�a'�1f:iZ a:�'.�. w:. ��L.♦ '�` �ys� •�•f[t .'Z' �. lF•MM!h.■ Liar S tt.a _ q-In " • :'•.�:•, {] zt I ERR b Mom' Mom= - r�J. �► • ' SCALE SHEET N0. INDEX NO. 'J I"=1O0r OF SHEETS P - 2 8 j . Y 87-3sa . DOWNTOWN MIAMI BUSINESS ASSOCIATION ONE BISCAYNE TOWER 1818 MIAMI, FLORIDA 33131. ECONOMIC DEVELOPMENT PROPOSAL TO THE CITY OF MIAMI FOR ADDITIONAL CDBG FUNDS JANUARY 1987 Contact person, Carlos Batista 579-6675 16 is we DOWNTOWN MIAMI BUSINESS ASSOCIATION ONE BISCAYNE TOWER 1818 MIAMI FLORIDA, 33131. ----------------------------------------------------------------- PROPOSAL FOR CDBG FUNDS. CITY OF MIAMI. INTRODUCTION Through a conscientious in depth analysis of the factors presently providing Downtown Miami with a bad image and lack of visitors -draw, we can identify key elements that can magnify the attractiveness of local and foreign visitors. We can then take steps that will increase the economic base of the Downtown area and the City as well. Bayside alone will bring 15 million additional people and generate over 1217 permanent direct jobs, plus innumerable supportive service jobs. Through the projects identified in this proposal, with the City's $120,000 we could leverage these funds up to $760,000, and by tail -riding existing efforts from the private sector, impact on a potential increase of one million visitors this next year. With the tourist dollar revolving seven times, and an average expenditure of $50.00 per visitor, the result would be $50'000,000. or an indirect generation of over 1000 jobs plus the protection of same number of existing jobs which is just as important to DMBA. For two years now the forthcoming of the Bayside Market Place has been speculated upon with mixed emotions. On one hand it will attract 15 million people per year and raise the economic base substantially, adding million of dollars to the City coffers if all goes according to plan. On the other hand owners of existing businesses are apprehensive for good reasons. Among their fears are the proper linkage of Bayside with the rest of the Central Core not yet provided. The novelty of Bayside will minimize the popular traffic from the Central Core Retailers and reduce their customer base. The millions of dollars of benefits which the City and the County have contributed to make Bayside work (Loan guarantees, Public Improvements, other concessions,) may not overflow to the rest of the Central Core, but the reverse, will extract from the Central Core, unless certain actions are taken. This proposal addresses some of the key components to assure the necessary linkage: 1) Marketing, 2) Facade 3) Transportation 37 87-350 . 2 BENEFITS It is to Bayside's benefit that the entire downtown improve its image, attractiveness and physical attributes. It is to the rest of the Central Core, to the Omni, and to Brickell that Bayside is successful, and a proper linkage is established. It is to the benefit of the City that Federal funds, leveraged by private funds as proposed here, will filter back to the City as direct and indirect income, in proportion of at least five to one. The Central Core's efforts to upgrade itself will assist Bayside in attracting 1% additional visitors. (150,000). The results of this effort will succeed in attracting 20% of Bayside visitors to the Central Core. (3,000,000). In addition, if . these efforts increase a direct visit to the Central Core by 4%, (800,000) most of which will filter over to Bayside as well, then the direct impact customer base will be 3,950,000. The following Table delineates the Project Components and their related Job Impact. 3 $' 8 f r350, PROJECT COMPONENTS CITY PROJECT PRIVATE SECTOR A. ROOF TOPS 30,000 100,000 B. ONE YEAR MARKETING PLAN 10,000 500,000 C. INFORMATION BOOTHS 20,000 10,000 D. GLASS CONVERSION 30,000 E0,000 E. SANITATION AND MAINTENANCE 20,000 20,000 F. SECURITY LIGHT UP MIAMI 10,000 50,000 $120,000 760,000 JOB IMPACT DIRECT JOB JOB JOB 1 SECURITY(2) GENERATION (3) 80 60(4) 20 1 570 570 21Z 10(5) 100(6) 50 200(7) 200(8) 7 7 100(9) 10 500 1 50!i 847 1,490 0 -3- 0 4 DOWNTOWN MIAMI BUSINESS ASSOCIATION PROJECT COMPONENTS A. Rooftop Beautification Program $30,000 - $1009000 The People Mover Loop was opened on April 1986. This ultramodern system of transportation, a component to the Metrorail System, unique in the United States. It has set up a precedent now being studied by many cities. The increasing ridership of the People Mover/Metrorail carries an average of 18,000 people daily. To pay for the service the County has taxed property owners in proximity who benefit from the system. Due to the elevation of the rapid transit system, 66� of 67 downtown roof tops exposed to public view were unsightly. 66% need some work 9) 25% are unsightly (23) 9$ are dilapidated (5) 7$ belong to empty unkept buildings 20% plus or minus can not afford to improve the property at present. 2$ are in probate, litigation or some type of legal "Hold". The present'City codes have no provisions for the visual adequacy of roofs. Because of the wide area in which this system impacts and the large concern this issue has created, DMBA is coordinating efforts with the private owners, Civic Groups, the County, Keep Dade Beautiful, and the City of Miami to start a "Roof Beautification Program. FEASIBILITY. Visual results will be dramatic with this program. If the City of Miami were to strictly enforce applicable Codes, an improvement of the dilapidated numbers will result. This result will be substantially more expensive because of the time and cost of code enforcement due .to loopholes, legal and court expenses. On the other hand, utilizing $30,000 as a catalyst, plus good' publicity, positive motivation, civic pride, and spirit of competition, a sudden dramatic improvement can be achieved. Backed up by a code enforcement, and followed up by a 5 years DMBA ongoing methodological effort, the 100% goal could be act}.r..eved. The following is estimated: 7 . y� • 0 5 ONE YEAR PROJECTION $ 30,000.00 30,000.00 50,000.00 100,000.00 20,000.00 20 , 000.00 309000.00 10,000.00 $310,000.00 CDBG Motivational enticement. To be requested of Dade County. Direct result of strict Code enforcement policies. Private sector voluntary participation. Contribution leverage by concerned parties. Expected spin off embellishment by products such as greenhouses, roof top, cafes, sculpture exhibits, murals, etc. Lighting efforts along with "Light up Miami" project. Project inkind- administrative, volunteers, etc. The Feasibility of this project rests on the DMBA & the City's leadership to agree in order to start in motion. The Feasibility of the leverage of the $30,000 CDBG funds rest on the obvious need and desired, backed up by a legal enforcement leverage. The Feasibility of the immediacy of results is emphasized by Bayside opening, efforts of the.Transportation Division from the County and the momentum of Light Up Miami. LEVERAGE 1:3 Commitment for this proposal. (1:10 Desired.) Other elements of important consideration are here mentioned: 1) The opening of Bayside will expose the City to 15 million additional visitors per year. Many of these visitors and their local relatives will use the People Mover and see dilapidated roofs. 2) The Government Center, as a point of government activities, attract dignitaries from all over the State, the nation and the world. Their transportation to and from their other businesses or accommodations is often the People Mover. 3) Some Historic Structures will benefit by this program. LOCATIONS (see map) This project is located in the heart of the City, and the Downtown Core, affecting a combined number of the People Mover ridership and the office workers looking obt their windows, and buildings. Area being covered is 1.9 linear miles of People Mover rail on both sides. 0 ACTIVITIES. The roof top repairs include: paint, plaster, new decking, roofing material, color, equipment enclosure, glass, skylight repairs, lighting and other roofing related objects. Not included are signs, roofing furniture, or unrelated roofing materials. Part of the intent of this project, however, will be the encouragement of the creation of roof activities whenever possible as a by-product, such as landscaping, greenhouses, outdoor roof cafes, etc. But these improvements will not be financed with this grant money. JOB'CREATION. includes: Roofing, construction, carpentry and painting, plus some electrical, mechanical, the work, and public art. With approximately 15,000 work hours, each roof repair will average $10,000 and a minimum crew of 5. For 16 roofs this equals 80 jobs created by this project. HOW IT WORKS: All property owners will be contacted through a letter of interest. This will be followed up by a letter from the City arranging for inspection. Those failing code will be properly advised. A program outline will be mailed to ail property owners and building managers, calling for a meeting to discuss implementation procedures. A committee of 8, 2 uninvolved property owners, 2 Managers, 1 planning department, 1 Economic Development Dept, 1 Code enforcement Dept. and 1 DMBA Board Member will develop guidelines and priorities for the selection of buildings, and amount of assistance. This committee will also negotiate with each property owner to maximize the leverage opportunities and the further possible extension of the scope of each project. ilk B. ONE YEAR MARKETING PLAN $10,000 - $500,000 The One year Marketing plan is DMBA's approach to promotion and advertisement for the year 1987. This plan has already been set in motion by the establishment of a subcommittee of top marketing people of major Downtown Companies. By relying on the private sector expertise and the Community College student's studies, the DMBA will plan and implement a half a million dollars promotion and advertisement campaign. The basic concept works as follows: 1) Corporations collective approach 2) Collective advertising 3) Events and promotional campaign such as Downtown Desk Dash CORPORATION COLLECTIVE APPROACH Under the supervision of the Subcommittee a well thought out strategic approach plan will be developed through studies and statistics compiled by college students. Each corporation is being approached for a minor percentage of their advertising budget (we will not be asking for a contribution but for a cut of their already existing budget). This figure of $10,000 to $20,000 from each will be utilized for a promotional campaign for the whole Downtown which will of benefit their own business as well. For example, Bayside Marketplace must deal with the image Downtown has, but can't address it directly, DMBA can. On a dollar by dollar value their dollar will produce the same impact in attracting people to Downtown through this plan. In addition, their dollar will be leverage in advertising power by five other dollars and thus produce greater mileage. Since their representative is in the subcommittee, they will be assured of quality and satisfactory use of the funds: Vehicles for this type of advertising are: T.V. RADIO BILLBOARD MAGAZINES NEWSPAPER 2) COLLECTIVE ADVERTISING To maximize the value of the advertising dollar from the small merchant, DMBA will develop a collective advertising approach after identifying their best medium to advertise on. (See attachment). It is unfortunate that in present most Downtown merchants do not advertise or less than 1%. Of the merchants gross income, experts recommend a budget of u$ of the gross income for advertising. Small Downtown merchants must compete with the malls and Bayside who utilize such system. DMBA's educational and collective advertisement approach will offer five seminars on advertising to educate on the need to advertise, on the best methods to utilize, will help them select the best advertising for their particular merchandise and market, and to guarantee the full utilization of each advertising mechanism. -1 87--35Q t For example,(see enclosure # 1 and #?-), DMBA guaranteed Miami Today that 15 advertising spot will be sold for 11 consecutive weeks. In return, Miami Today gave DMBA 2" across or 5 spots for a free Downtown headline. In addition Miami Today gave the merchants one spot ads at $37.00 as compared to a normal cost of $107.00 per spot ads. The value of Downtown's free promotion was the equivalent of $500.00 per week times 11, equals $5,500, while the savings to merchants was an accumulated total of $11,550. Because some merchants advertised earlier than others, DMBA had to fulfill it's guarantee and pay for empty spaces (see two spots in this sample). The actual advertising campaign totaled $23,540.00. 3) EVENTS AND PROMOTIONAL CAMPAIGNS Over the years DMBA has utilized a series of systems for events to promote Downtown. Each event brings new people to Downtown who will return thereafter to buy and do business here. Priorities of each event varies according to the need and circumstance. Some Events are for raising funds, others are for bringing large numbers of people, while others are for promoting Downtown. The Downtown Desk Dash for example, was to promote Downtown and the value received in free publicity, good image and improved exposure was very positive for the dollar invested. A small pool of funds to be utilized for the sole purpose of promotional activities at each event, will go very far in terms of value returned. In most cases this will be a piggy -back approach. In a few selected cases, the events will be tailor made for promotional purposes primarily. The City por-tion, or $10,000 will provide the two key elements to activate this plan. Each facet of the plan will require a pilot project to provide the educational and experimental tools necessary to convince and educate the merchant. Every facet will also require the guarantee that the promotional mechanism utilized runs it's full course or otherwise the effect fails for the lack of built-up effect. In addition, a close loop of feedback tabulations will be developed to evaluate the effects of each advertisement tool and the desirability for continuation. A third facet will entail assisting the merchants to tie into existing events for promotional campaigns for their own purposes. I/Y 8 7--•3SQ,. 0 C. INFORMATION BOOTH $20,000- $30,000 The DMBA in 1981 assisted in purchasing a Downtown Information Booth. Located on Flagler Street at the corner of S.E. 1st. Avenue, the original intent of the booth was to provide general information on Downtown cultural events, retail & business locations, general directions bus routes, provided maps and messages. Due to the lack of DMBA funds, Metro -Dade Transportation Administration agreed to provide manpower for the booth. In time, the information booth has solely become a bus route Booth. In addition, there is no written spanish information available with 50% of the visitor's questions are in spanish. A great need is necessary in reevaluating the activities of the Booth to include all the aspects which make Downtown a place to visit. With the proposed amount of $20,000 an information network system will be cr%ated to include the DMBA, Miami Parking System, Metro -Dade Transportation Administration, Miami Convention Bureau, and other related agencies to provide an information base of Downtown and Dade County in general for tourists and locals alike. Special training sections will be developed to educate (2) staff persons and a rotating pool of 5 volunteers (or 25 per year) in all the elements of the Booth functions to achieve it's true intent. Funds will also be utilized to remodel and maintain a more attractive Booth securing 3-5 temporary jobs. The direct and indirect benefits could be overwhelming with more visitors being well informed of various locations to visit, shop and enjoy. Their patronizing will develop an indirect impact of more working hours for employees and an increase of personnel in these locations. With time, a series of satellite information displays are being• contemplated through the Downtown area. Although not as part of the funding of this proposal, it will be a ripple effect benefit. Of the $20,000 CDBG and $30,000 private sector, two full time persons will be hired, plus the printing of pertinent information. $1,000 will be utilized for physical up lifting. The most far reaching benefit will be derived from accessibility to Central information to visitors and as a clearing house for all the agencies and activities occurring in Downtown. 10 D. GLASS CONVERSION $30,000 - $ 0,000 This segment of the proposal deals with the concept of providing security to the retail establishment without jeopardizing its safety. Due to the high increase of window break-ins during the night in the early 1970's, Downtown retailers began placing solid shutters at their store fronts. At first there were few; however the numbers increased to the majority creating a warehouse -like district after store closing at 6:00 PM. The present image the shutters provide to Downtown visitors is that its unsafe to visit. The DMBA aware of the retailers point of view, however also noting the need to stimulate economic development and a positive image for Downtown, is proposing the following: Retailers eliminate the shutters and replace their store front glass with Lexan Break Resistant Glass. Already in use by of*aer businesses as bullet proof glass, this product produces the reliability of break-in resistance the enhancing atmosphere of no shutters in Downtown, and the increased lighting of the sidewalks. The additional benefit to the Downtown & economic development includes: An attractive well lit window shopping environment. Revenue increase due to next day shoppers. The creation of 60 jobs for installation and maintenance. The job security of 200 retail employers due to sales increase. The indirect creation of 200 jobs due to employee increase. additional taxis for night service, restaurants opening, etc... Downtown retailers are in the uncompromising position of having to compete with over (7) major malls in Dade County, with all their comfort and security clearly visible. With Downtown being the major tax base for the City of Miami, the need for Downtown retailers to remain in the mainstream of doing business and the creation of Night Life is essential for their existence. `i to 87"" 350' 11 E. SANITATION AND MAINTENANCE $209000— $20,000 Downtown suffers from a permanent barrage of trash and loose papers which is the next result of constant activity. In addition, Downtown attracts and harbors a disproportionate number of homeless, some of whom pick through trash cans day and night leaving the streets dirty. The City's effort to keep up, falls short of the demand. In addition, there is a slight moral or motivational difficulty iri the tedious job of street & sidewalk sweeping. This proposal refers to writing up an agreement with a contractual company to hire seven full time sweepers specifically selected from agencies dealing with the mentally handicapped,' physically handicapped, and or temporary homeless. A similar project has been successfully done in the City of Denver. These individual, five workers and two workers/supervisors, will wear a Downtown uniform, will be supervised for efficiency and cordiality, and will be instructed to send all visitors with questions to the information booth. The pride of accomplishment at a simple task by the mentally handicapped is often rewarded by above average performance and stubborn consistency and dependability. Emphasis will be placed on peak hours, late afternoon, and weekends. Salary rang-e for the workers and for the workers/supervisors will be up to the contractual agency with DMBA approval. The remaining funds will be for uniforms. The private company will provide the equipment, the overhead, and the supervision. Ll 7 87-350 . 12 5 F. SECURITY LIGHT UP MIAMI $10,000 - $50,000 Downtown Miami is very Dark at night, frightening so. The direct relationship between well lighted areas and reduction of crime has been well documented. But the intricacy of lighting and security goes further than just illuminating an area. For example, certain type of lights produce a deeper and longer dark - blindness than others making it hard for the eye to adjust, and thus, the individual is more vulnerable when walking into a darker area. Illumination also encourages congregation of people. Light, with seating, outdoor cafes, and proper security will make the streets of Downtown Miami a desirable and enjoyable place to be at night. The $10,000 will be utilized as incentive to help store fronts retrofit proper lighting equipment together with elimination of shutters, and improved displays. In addition, the long range goal of the Light Up Miami Event at present targeted for Nov.1987, is to develop ongoing year long lighting conditions that will help improve Fafety in Downtown. The utilization of this $10,000 will be implemented in a interrelated fashion with the knowledge developed for the event. L1 C� NCO . 11. aeiT °� ° 12 f -S..b.o.c. Small Business Opportunity Center, Inc. r I I U 1417 W. Flogler Srreer, 3rd Floor, Miami, Florida 33135 - Tel.: (305) 643-1555 C January 5, 1987 Board of Directors Luis Scbines Chairman Mr. F ank Caztaneda Director AngeiFondino City of Miami Department Vtce Chairman of Community Development 1145 V.W. 11 St. pedroAlbuerne Severary Miami, Florida 33136 • Adclveno Ruiz Treasurer Dear Mr. Castaiteda: Directors In accordance with your letter of November 26, 1986 RaberroA Rodnguez where you inform us of the inonies authorized for . the _ McordoveldesFlores Community Development Block Funds, enclosed_ Josefno ooner .Grant please find our project of economic develoolnent and -" ManuelRodnguez physical improvement for the Little Havana Target -Area entitled; Trade Center of the Aniericas. Joy Rcdnguez Execuriv! Direcror your most valued consideration to this project wi it be _ appreciated. HeC, cr Gasee Program Director Sincerely, Dr. Fernando C.wcnoi • Information Officer Programs �Luls Sines r Economic Deveioomenr President On The lob Teaming, (o.J.T.) Commerool RewrclizcrIon Faccde Trearmenr _ LS:pa Funcel:l by! r!'AMACOL t rills it1 CYhw�n.�ousnr ;\ PIC swf" non" I..KOrwnl • COWWA O, SMIN 1I0004COkJQdnUft .':A ri 137 -3so. INDEX Project Title............................Pace 1 Proposal.................................Page 2-11 Attachment A: Initial Documentation (May 1984) concerning preliminary interest in project from chambers of commerce of Latin America and the Caribbean Attachment B: Letters from Banks' PROPOSAL SUBMITTED BY: ME SMALL BUSINESS OPPORTUNITY CENTER, INC Date of Submission: January 05, 1987 PRCOECT TITLE: TRADE CENTER OF THE AMERICAS Page -1- 87--3SO .. Trade Center of the Americas Feasibility The Small Business Opportunity Center, Inc (SBOC) is a not for profit organization which was founded in 1976, by the Directors of the Latin Chamber of Commerce of the United States, (CAMACOL). This organizacion was established with the objective of not only assisting members of the chamber involved in small business, but in the area of special projects relating to economic development as well. Therefore, for ten years the Small Business Opportunity Center has closely worked with the Latin Chamber of Commerce in a variety of projects which have played significant roles in local, national and international levels. Locally, the SBOC has diligently worked under the wing of the City of Miami's Department of Community Development in such projects as the Commercial Facade Programs which have significantly improved the visual and economic atmosphere in the Little Havana Targe= Area. Furthermore, SBOC has worked with the Little Havana Development Authority and the Latin Quacte Businessmen Association in the implementation of the Latin Quarter Guidelines and Specifications setforth by the City of Miami, in order to fully develop the economic and touristic potential of this once decaying area. The results of this project have been extremely beneficial to the entire City. First of all, the businessmen of the area now have establishments with attractive facades which have stimulated business. The residents of the area have developed a sense of pride for their area, and the Latin Quarter has become a tourist attraction for visitors from all over the country as well as the world. The Latin Quarter is unique and will continue to experience phenomenal development with the assistance of the City as well as with the participation of organizations such as the SBOC. Page 2 5�L 137-35Q The SBOC which started with a relatively small budget, now counts with monies in the neighborhood of over $400,000. for its operation with only $50,000.00 from funds awarded by the City of Miami. As mentioned, the SSX is the sister organization to the Latin Chamber of Commerce of the United States, CAMACOL, which has been a forerunner in the area of economic development on a local, national and international level. In addition to organizing and participating in activities which promote economic development and the rights of its members, CAMACOL has also been instrumental in the unification of the Hemisphere through the development of the Hemispheric Congresses. These events count with the participation of commercial delegations from ever 26 nations from Latin America and the Caribbean, which gather annually and address and resolve isues which contribute to the promotion of sound `economic polic`ies`as well as"iri the�assi'stence'of----"' humanitarian causes which afflict these nations. Issues, policies, problems and solutions are resolved through a unified network of Chambers of Commerce throughout the Western Hemiiphere. Ministers, government officials, entrepreneurs and the like, gather to formulate the policies which are implemented through the Permanent Secretariat; the governing body of the Hemispheric Congress, and the international division of the Latin Chamber of Commerce. Project Objective Since May of 1984, the SBX has been persuing the concept of establishing in Miami a trade center for Latin American and Caribbean countries to have permanent commercial representation in Miami 'and facilities for periodic exhibits of their export products. This concept, in conjunction with the Latin Chamber of Commerce and with the support of the 26 international chambers of commerce which participate in the annual Hemispheric Congress, .has been developed through the petition of not only municipal members of the 53 community, but with the request of the representatives of our neighboring countries which realize that this Trade Center of the Americas would increment exports to the United States, and be a feasibile manner in which to assist the afflicted economies of these nations and re-inforce the belief an-] pro.notion of the free enterprise system in our hemisphere. Please refer to attachments which verify the need and the support of this project, since 1984. The United States is the natural and largest potential export market for countries from Latin America and the Caribbean. Exports are a key priority for such countries seeking to generate increased foreign exchange earnings and local employment. The United States has taken the lead, through programs such as the Caribbean Basin Initiative, to stimulate and create opportunities for exports and it is, therefore, logical that any overseas representation should be located in Miami, in particular, since this is the ideal and first rate American 'city ' for trade -wzthLaEiri America' " •'- .__ -`- and the Caribbean because of its location, its internationally oriented commercial and financial infrastructure, and its local policy to develop further such tvoes of business relationships and facilities. As mentioned, several attempts have been made over the past few years to create the type of facility proposed here, but none have been successful due to lack of finanacial resources, but most imoortantly Sue to the fact that no other organization has the established infrastructure which the Hemispheric Congress has obtained through eight years of diligent work in this area. It is therefore submitted that, given the close bonds established through the networking of the 26 chambers of commerce of Latin America and the Caribbean and their expressed desires of having a facility such as the one that we are proposing with reasonable cost for operations, most countries in the region would be prepared to establish a permanent commercial facility in Miami as part of their export promotional activities. In order to make this project succeed where others have failed, it is suggested that the center be established using American source finance, but subject to underlying commitments from the different countries to participate. Furthermore, the participating 87--3S0 countries would be f rom private sector and chamber of commerce resources, taking the scope of the Hemispheric Congress of Latin Chambers of Commerce and Industry and developing it one step further. This could enable long term US source finance at realistis rates to be obtained while each participating country was only financially committed for a small proportion of the total and could share in the comnon facilities. Many of the countries potentially involved are beneficiaries of foreign economic aid which targets exports and many are long term debtors to US banks which would be likely to support any viable plan to increase export (hard currency) earnings of such debtor nations. Thus, potential financial support for this project could be sought from these sources either directly or through guarantees. in addition to the increase in exports for this afflicted nations, the increased earnings of these countries would enable these nations to obtain currency (USD) and would ultimately signify a higher .purchasing. power which would directly reflect in rise of U.S. manufactured products exported to these nations. The Trade Center of the Americas would also enable potential U.S. Exporters, from all over the United States as well as Importers to come to its doors and be the catalyst and center for interntional business in our hemisphere. This would strengthen Miami as a leader in economic development, attracting jobs, and promoting and selling Miami as a major international city. It is a well known fact the Miami is known as the Gateway to Latinamerica, but other cities such as New Orleans, Atlanta, and San Juan, Puerto Rico, are conducting aggressive campaigns in order to establish themselves as bridges to this economic frontier. Therefore, with the assistance of public and private sector monies, Miami must continue to actively develop trade and commerce with our neighboring countries. The Small Business Opportunity Center, in conjunction with the Latin Chamber of Commerce of the United States, (CAMACOL), ' has seen the tremendous SS Ste/ -350 '' 3 opportunities available in a project such as this. We have been hosts to Commercial and Trade Missions which have meant millions of dollars in transactions, not only for our Latin American and Caribbean neighbors, but for local and national businessmen as well. Recently, the S80C, in conjunction with the Latin Chamber of Commerce's Hemispheric Congress, under the sponsorship of the U.S. Department of Commerce, hosted a commercial mission from Uruguay in which 48 firms from Uruguay were represented. Furthermore, 150 businessmen from the entire United States, attended the conference for 1 to 1 meetings. In January of this year, our organization will host a mission from Brazil in which 50 Brazilian Municipal delegates will attend. This meeting in January will lay the preliminary foundations for a larger meeting entitled: "Made in Brazil", to take place in September 1987, where 300 Brazilian firms will attend. Trade Center of the Americas Building There presently exists a lot adjacent to the Latin Chamber of Commerce building, located in the heart of Little Havana, 1417 W. Flagler St. This lot is as mentioned, vacant and unkept. Furthermore, it has been the site for vagrants and bumbs, and on numerous occasions the City of Miami Police has been called to rid this vacant area of difters. In addition to the above, the site is unattractive and deterent to the efforts of the City and Community Organizations in the beautification of the Latin Quarter. The SBOC therefore proposes the construction of a building facility adjacent to the existing CWCOL building, with access through doorways on the west side of the building. This west side would become a common wall. Furthermore, these doorways would eliminate the need for the construction of an elevator for the new building and reduce construction costs. The facilities to be established should include offices for commercial representation, both for the public sector, probably at a preferential rent, and for the 56 private sector, at regular rents; an exhibition area, for the participating countries, featuring trade shows, and, library and communication center for communal use operated by the sponsors, for example, the Latin Chamber of Commerce and the Small Business Opportunity Center. The participating countries would be represented through the private sector Industrialist and their respective chambers of commerce, which are presently affiliated through the Permanent Secretariat of the Hemispheric Congress. A key function of the SBW would be to assist companies from participating countries through the chambers of commerce, with contacts with American companies. This could be provided through computer linked information banks. The facilities provided would enable Latin American and Caribbean businessmen and or trade organizations to have representation in Miami at a realistic cost and so be effective in the US market. Conversely, the center - would provide a centralized and convenient meeting and information point for American and foreign businessmen interested to trade with Latinamerica and the Caribbean. The Trade Center of the Americas will be well managE3 and promoted, with professionals and specialists in the field. The center therefore, should quickly establish a reputation for itself as an effective business entity. Additionally, its location in the Miacni would enable businessmen to contact locally and easily specialists in the areas of finance, legal and customs matters, transportation and communications. In addition, during its first year of operation, this facility is estimated to generate a profit in the amount of $10,000.00. This figure will increase annually and will eventually enable the facility to operate self -sufficiently. 71 Leverage of Private Capital The Small Business Opportunity Center, counts with $10,000.00 from its own funds which will be invested in this project, plus in -kind services in the amount of atleast $25,000.00 for start-up operations. V Our organization has been in close contact with 2 banking institutions and in preliminary discussions they have agreed to seriously contemplate participation in this project. See attachment b. Furthermore, our institutions, the Small Business Opportunity Center, Inc, and its parent organization, the Latin Chamber of Commerce of the United States, have has extensive experience in obtaining private sector contribution and participation. Recently, CAMACOL has conducted and aggressive fund raising campaign for the structure remodeling of the building. Monies in the neighborhood of $150,000.00 were raised, from private sector entrepreneurs and banking institutions. Project Cost The total cost of this project os estimated in the --amount of $500,000.00. SBOC is requesting from the Department of Community Development of the City of Miami the amount of $165,000.00, which is 1/3 of the total Project cost. The remaining monies required for the project will be 33.35.000.00 which will be obtained from private sources such as banking institutions and monies from the SBOC's special account. Breakdown of Costs Cost of Land $100,000.00 Construction Cost 8,000 sq. ft. at $50.00/sq.ft. $400,000.00 Total Cost $500,000.00 Sources of Project Funding SBOC $10,000.00 City of Miami $165,000.00 Other Private Sources $325,000.00 Total $500,000.00 Profit and Loss Proiection For facilities which include 20 offices and Exhibition Area. 1 Administrator $18,000.00 Fringe Benefits (15% of Salaries) 2,700.00 1 Receptionist $12,000.00 Fringe Benefits (15% of Salary) 11800.00 ..... .. -- •---.-__-•-- ----2. Sanitor.ials at 8,000/annual 16,000.00 Fringe Benefits (15% of Salaries) 2,400.00 Secretarial Services covered by SBOC 0.00 Utilities at $1,500/mon. 18,000.00 Repayment of Mortage of 325,000.00 at 30 years at a rate of 9%= 2615.05 $31,380.00 Communication (telex and Phone) 18,000.00 Offices, Postages Printing to be covered by SBOC 0.00 Taxes 4,000.00 Total Expenses $124,280.00 Sources of Income Space Rent 20 offices at ;400.00 Per month 96,000.00 _ q — S `? t 111, U.- -- . - -. .. - . . -- r- -- Communication Service ( telex and phone.);receptionist Incl. $36,000.00 Exhibition Conference Room/mon. average 1,500.00 18,000.00 Total $150,000.00 Gross Annual Profit $25,720.00 -------------------------------------- Location As mentioned, the project will be located in the lot adjacent to the existing Latin Chamber of Commerce building, located at 1417 West Flagler, in the heart of the Little Havana Target Area, and part of the Latin Quarter. The building will be in compliance with the Specificatipns...and. Guidelines of the City of Miami's Latin Quarter. Furthermore, the building will stimulate the economy and pride of the area, as has been the case in the positive results of the City of Miami and Dade County's Commercial Block Revitalization Facade Programs. The building and the business conducted on its premises with serve bi-fold purpose by the implementation of economic development and the physical improvement of this vacant lot, which is presently the site for vagrants, crime, and decay. Area businesses will also benefit from the project, by attracting an increase of visitors to the area, who would otherwise conduct their business and purchases some where else. Job Creation Direct jobs created in this project ( without taking into consideration indirect jobs created by the volume of economic activity of the Project) is as follows: 1 Administrator 1 Receptionist m I 20 Trade Representatives, 1 for each participating country. 2 Maintenance Personnel Total Jobs Created: 24 jobs. Cost of each employment 165,000/24 = 6, 875.00 Page 11 S