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HomeMy WebLinkAboutO-10070J-86-64 ORDINANCE NO.1 O Q �� Q AN EMERGENCY ORDINANCE CREATING A NEW DEPARTMENT TO BE KNOWN AS THE DEPARTMENT OF DEVELOPMENT AN I) SAID ORDINANCE _ CONSOLLDATING 'THE FUNCTLONS OF THE FOLLOWING: THE DE PARTMEN'T OF EC0N0MI:C 1EVEL0PMENT, 'rHE 1)F;1)ARTMEN'T OF INTERNATIONAL TRA1)E PROMOTION, THE SOUTHEAST OVERTOWN/PARK WEST PROJECT OFFICE, AND THE OFFICE OF CAPITAL IMPROVEMENTS; PRESCRIBING Ti*, RESPONSIBILITIES, FUNCTIONS, AND DUTIES OF - THE NEWLY CREATED DEPARTMENT; FURTHER PROVIDING FOR THE TRANSFER OF FUNDS, PERSONNEL, RECORDS, AND EQUIPMENT CURRENTLY BUDGETED IN THE FY 1985-86 BUDGET OF THE: DEPARTMENT OF ECONOMIC DEVELOPMENT, THE DEPARTMENT OF INTERNATIONAL TRADE. PROMOTION, THE SOUTHEAST OVERTOWN/PARK WEST PROJECT OFFICE, AND THE OFFICE OF CAPITAL IMPROVEMENTS; REPEALING SECTIONS 2-171, 2- 172, 2-173, 2-174, 2-181, 2-182, 2-183, 2- 184, AND 2-185 OF THE CODE OF THE C LTY OF MIAMI FLORIDA, AS AMENDED,IN THEIR ENTIRETY AND BY ADDING NEW CODE SECTIONS 2-206 THROUGH 2-210; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. WHEREAS, Section 19A of the Charter of the City of Miami provides that the City Commission may create new departments or discontinue any department and determine, combine, and distribute the functions and duties of. departments and subdivisions thereof; and WHEREAS, it is the desire of the City Commission to exercise such authority and to create a new department to be known as the Department of Development and to distribute and transfer to it all of the functions and duties heretofore performed by the Department of Economic Development, the Department of International Trade Promotion, the Southeast Overtown/Park West Project Office and the Office of Capital Improvements; and WHEREAS, the general public will be served thereby in a more efficient and satisfactory manner; NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. Sections 2-171, 2-172, 2-173, 2-174, 2-181, 2- 182, 2-183, 2-184, and 2-185 of the Code of. the City of Miami, Florida, as amended are hereby repealed in their entirety. 1 — Section 2. The fallowing new Sections 2-206 through 2-210 are hereby added to the Code of the City of Miami, Florida, as amended: "Section 2-206. Created. A department to be known as the Department of. Development is hereby created. Section 2-207. Appointment, duties of director. The City Manager is hereby authorized to appoint a director of the Department of. Development. The director shalt administer the affairs of the department subject to the supervision and control of the City Manager in all matters. Section 2-208. General functions; duties of department. The Department of Development, subject to the control and direction of the City Manager., shall be empowered to perform the following duties: (1) development implementation, project management, and construction administration of major development projects initiated by the City Commission, Administration and Departments; and (2) evaluate and recommend priorities for major capital improvement projects, provision of staff review, evaluation and coordination of same; and (3) plan and implement community redevelopment and revitalization projects; and (4) facilitate and administer programs for expansion, attraction and retention of local businesses and business investments; and (5) facilitate and administer programs to attract international businesses and business investments in the City of Miami; and (6) promote the City of Miami as a trade center. Section 2-209. Special Assignments. The department director, subject to specific authorization by the City Manager, is also empowered to carry out special assignments in matters not expressly set forth herein. Section 2-210. Establishment of operating procedures and responsibilities. The City Manager may, from time to time, issue directives setting forth operating procedures to be followed and responsibilities to be discharged by the department director." Section 3. All funds, personnel, records, and equipment currently budgeted in the Department of Economic Development, the Department of International Trade Promotion, the Southeast Overtown/Park West Project Office and the Office of Capital Improvements are hereby transferred and assigned to the Department of Development. 2 10070 . 0 ip Section 4. All ordinance,; or parts of ordinances insofar as they are inconsistent or in conflict with the provisions of this ordinance are hereby repealed. Section 5. If any section, part of a section, paragraph, clause, phrase, or word of., this Ordinance is declared invalid, the remaining provisions of this Ordinance shall not be affected. Section 6. This Ordinance is hereby declared to be an emergency measure on the grounds of urgent public need for the preservation of peace, health, safety, and property of the City of Miami. Section 7. The requirement of reading this ordinance on two separate days is hereby dispensed with by an affirmative vote of no less than 4-5ths of the members of the Commission. Section 8. It is the intention of the City Commission that the provisions of this Ordinance shall become and be made a part of the Code of the City of Miami, Florida, as amended, which provisions may be renumbered or relettered and that word "ordinance" may be changed to "section", "article", or other appropriate word to accomplish such intention. PASSED AND ADOPTED this 23rd day of January 1986. ATTES X IER L.SU�ARE , Mayor MATTY HIRAI, City Clerk PREPARED AND APPROVED BY; - `, FG L NDA G. KELLY Assistant City Attor y ......... ity (1:11. APPROW,D/ A LUCIA A. AND CORRECTNESS: HERTY) City Attorney 3 l001e0 0 CITY OF MIAMI, FLORIDA INTER -OFFICE MEMORANDUM 33 TO. Honorable Mayor and DATE: January 15, 1986 FILE: bers of the City Commission SUBJECT REQUEST FOR COMMISSION ACTION /CREATION OF DEPARTMENT OF DEVELOPMENT FROM: Cesar H. Odio REFERENCES: For City Commission City Manager Meeting of 1/23/86 ENCLOSURES. EMERGENCY ORDINANCE IT IS RECOMMENDED THAT THE ATTACHED EMERGENCY ORDINANCE BE ADOPTED BY THE CITY COMMISSION CREATING A NEW DEPARTMENT TO BE KNOWN AS THE DEPARTMENT OF DEVELOPMENT; FURTHER CONSOLIDATING THE DEPARTMENTS OF ECONOMIC DEVELOPMENT, INTERNATIONAL TRADE PROMOTION, SOUTHEAST OVERTOWN PARK WEST PROJECT OFFICE AND THE OFFICE OF CAPITAL IMPROVEMENTS; PRESCRIBING THE RESPONSIBILITIES, DUTIES AND FUNCTIONS OF THE DEPARTMENT. Consistent with the City Commission directive to consolidate and streamline the City administration, it is recommended that the attached emergency ordinance creating a new department to be known as the Department of Development, consolidating the former departments of Economic Development, International Trade Promotion, Southeast Overtown/Park West Project Office, and the office of Capital Improvements be approved. The rationale for this consolidation is that the present duties and functions of the Departments of Economic Development, International Trade Promotion, Southeast Overtown/Park West Project Office and the Office of Capital Improvement are complementary and their consolidation will allow for a more efficient cost effective approach to development within the City of Miami. This action will further the City Commission goal of reducing the costs of City operations while improving the delivery of important services to residents and businesses within this community. JAN 15 1986 1 0 0 '7 0 - Honorable Mayor and Members of the City Commission Page #2 The Department of Development will play a significant role in the coordination of public and private efforts to insure the continued economic viability of Miami. Efforts undertaken to respond to the economic base of the City, the redevelopment of blighted portions of our community and to more productively utilize public properties will be the major areas of focus. The proposed department will be responsible for activities presently — handled by the four existing administrative entities. These activities include: 1. Development implementation, project management, and construction administration of major development projects initiated by the City Commission, Administration and Departments; and 2. Evaluate and recommend priorities for major capital improvement projects, provision of staff review, evaluation and coordination of same; and 3. Plan and implement Community Redevelopment and Revitalization Projects (i.e. Southeast Overtown/Park West Project); and _ 4. Facilitate and administer programs for expansion, attraction and retention of local businesses and business investments; and 5. Facilitate and administer programs to attract international businesses and business investments in the City of Miami; and 6. Promote the City of Miami as a trade center. The Department of Development will also undertake a major new initiative in the area of economic development. The attached report entitled "A Concentrated Action Program and Economic Development Management System" (Exhibit A) delineates the major components of this new initiative. _ The Department of Development's proposed economic development programs focuses on two aspects: 1. Continued support for the major high -visibility projects already being pursued by the City's public and private leadership, and for the promotional efforts being made in behalf of the broader South Florida region; and 1.0070. Honorable Mayor and Members of the City Commission Page #3 2. A powerful new set of actions, undertaken primarily under City Government leadership, to set in motion a process to revitalize Miami's pockets of decline oy stimulating reinvestments in job and tax -producing enterprises. The proposed administrative framework for the Department- of Development will include four divisions. These include Special Projects, Project Management, Economic Development and Trade & Promotion. The proposed consolidation will produce an annual savings of approximatelv 1750,0nn in personnel and operating expenses. It is therefore recommended that this Emergency Ordinance be approved by the City Commission. Attachments 10070- EXHIBIT A A "CONCENTRATED ACTION PROGRAM" and "ECONOMIC DEVELOPMENT MANAGEMENT SYSTEM" for THE CITY OF MIAMI DEPARTMENT OF DEVELOPMENT Prepared By: Development Strategies Partnership, Inc. On: January 10, 1986 Under Contract Dated September, 1985 EXECUTIVE SUMMARY The City of Miami faces three major challenges in economic development: 1. To maintain the momentum of its spectacular downtown _ expansion by comoletincl the projects called for in its 20-year development nrogram; 2. To seek out new business and investment; and 3. At the same time, to turn its attention to getting massive new effort underway that can revitalize areas of the central city that have been ravaged by economic and physical. deterioration. Few cities have been as successful as Miami in putting toge- ther the specialized functions that create a dynamic downtown economy. Large public investments in new infrastructure and service facilities have been matched by major private investments in a wide range of viable enterprises. Additional investments, both public and private, will soon be going into the pipeline that will add further to downtown's strength and drawing power. The full impact of the synergism created by the interconnected array of downtown functions has yet to be felt. It is still up ahead. Almost within the shadows of Miami's spectacular downtown, however, are large pockets of vacant land and buildings and unemployed or underemployed people. They comprise hundreds of acres of withering real estate where intensive business activity once thrived. The forces of disinvestment are widespread. In addition to the loss of jobs and tax base, these declining areas put increasing service burdens on the city. The juxtaposition of intensive vitality in some areas and economic decay in others is not an unusual phenomenon in U.S. cities. In Miami, however, the contrast is particularly striking. The South Florida economy, of which downtown Miami is the sparkling center, is one of the nation's most dynamic urban economies. Even in the face of these growth forces, the economic base of many of Miami's inner-city neighborhoods has been sharply reduced and in some cases has become virtually extinct. The distressing fact is that the situation appears to be getting worse. Businesses are still disappearing, many moving out to other parts of the region. Unemployment rises as in-miqration continues to swell the population of Miami's inner-city neighborhoods. -1- l��s`Q � . THE TASKS AT HAMD The Department of Development has important responsibilities in the Citv's efforts to meet hoth of these major challenges in economic development. Most of the mechanisms are in place and programs already underway to continue the rapid pace of downtown development. Since the 1972 "Decade of Progress Bond Issue," a highly effective coalition of public and private leadership has been pursuinq _ concrete development goals. The Department's role, in hehalf of the City, is primarily supportive of groups and aclencies that have the primary development responsibilities. In this role, the Department will help finance, expedite and monitor_ the new ' projects that will complete the optimum complement of integrated downtown functions. The stage is set for high levels of perfor- mance by Miami's new complex of business, finance, entertainment, education, government, culture, residential, convention, and tour- ism activities. The Department's role in helping to revitalize the pockets of sharp economic distress in the City is a much broader and comprehensive one. The Department proposes to initiate a strong "Concentrated Action Proqram" (CAP) capable of dealing effectively with the problems of disinvestment, loss of entrepreneurship, and underutilized resources (both human and physical) in key areas of the inner city. It is a task that will deal with both the removal or minimization of negative factors that have caused the flight of viable enterprises and the utilization of locational, market, and resource assets which might he capitalized on to put these areas back in the competitive market. The management system that is at the heart of CAP is described in more detail (though still in summary form) in subsequent paragraphs of this document. SPECIFIC DEPARTMENTAL TARGETS The Department of Development's financing and development planning assistance will relate primarily to f ive downtown projects already in the planning or development pipelines. These projects are: 1. The Miami International Business Center; 2. The Bayside Festival Marketplace; 3. The Exhibition Hall; -2- louiu 4. The Coliseum/Indoor Shorts Complex (to be developed in connection with the Exhibition Hall); and 5. The Biomedical Research and Innovation Center (to he developed in collaboration with Florida International. University. The Department's Concentrated Action Program -- designed to influence the start-up, incubation, retention, location, and expansion of business activities -- will deal with two major categories of development. One will involve specific existinn business or industrial enclaves that have lost or are losinq their vitality but have turn -around potential. The other will cover entire distressed neighborhoods whose economnic base is virtually non-existent but where there are obvious assets -- location, unusual manpower, vacant land and/or buildings, untapped consumer markets -- that can be mobilized for new economic enter- prises. These existing business and industrial enclaves will he given top priority in the program: 1. The Miami Design Center; 2. The Miami Garment Center; 3. The Furniture District. Five distressed or underproductive neighborhood areas are on the Department's high -priority agenda for concentrated revitaliza- tion efforts: 1. Southeast Overtown/Park West; 2. Liberty City; 3. Little River; 4. Omni West; and 5. Little Havana ( an,,i the Latin quarter) . The first four of these revitalization areas are in the "North City Corridor" that extends north from downtown Miami. Two -- Southeast Overtown and Omni West -- have strong_ potential linkage with central business district activities. Qcm I 0 0y 0 0 0 v A NEW ECONOMIC DEVELOPMENT SYSTEM In addition to the need to frame the long-term strategy of the Department of. Development in balanced, city-wide and realistic terms, our analysis showed that the goals and objectives of past efforts as well as the recommended New Economic Development Programs have not and will not he realized because of the continued absence of a clearly defined, organized, centralized and profes- sional Economic Development Management System to get the joh done. In the "new approach" to an Economic nevelopment System, presented herewith, we have indicated how the proposed Manaaement System will be structured to be responsive and effective in meeting the three challenqes facing the City of Miami, outlined above. With respect to maintaining the momentum of and completing the major development projects in the Downtown area, the Department of Development's role will be to assist in financing the projects, managing the development process and monitoring the performance on behalf of the City. With respect to the recommended Concentrated Action Program in revitalizing neighborhoods and districts, the Department of Development will operate to influence the start-up, incubation, retention, location and expansion of businesses in those areas by strategic planning, allocation of resources, etc., to foster the kind of growth that has taken place elsewhere. The recommended, new Economic Development Management System will contain and feature 1) an overall long-term Economic Development Strategy which will include a coals and objectives statement and strategic elements reflecting each of the key projects in the targeted areas; 2) a short-term quantified and scheduled "Program Plan" showing results (investments, jobs, taxes) expected from each targeted project and area; nutting major emphasis on implementation which can be evaluated on a regular basis; 3) a "Delivery System" which will provide the professional capability and resources needed to achieve the expected results within a centralized management system; 4) a major pool of new project development resources to be provided through a General Obligation Bond Issue in the amount of $50,000,000; and 5) an administrative and professional budget for staffing y the operation. IME =l INTRODUC'TInn The following outlines a proposed Fconomic Development Manage- ment System and program for the newly -formed Department of Devel- opment of the City of Miami. It defines a process for planning, implementing and controlling a city-wide economic and business development program. This system was developed in the course of the current contract work of the Development Strategies Partner- ship, Inc. for the City of Miami and responds to and highlights the three major challenges which confront the City as well as the perceived weaknesses and opportunities in the planning, management and implementation of economic development activities which are mainly the responsibility of the City Government. A separate presentation is made herewith, illustrating in dramatic fashion, the most prominent features of the "Old Approach" to eocnomic development versus the "clew Approach" recommended in the proposed management system. Further, it should be noted that the programatic recommenda- tions of the consultants emphasize both maintaining the momentum on and completing the development projects in the Downtown area and 'identifying new opportunities for investment in the City; most importantly, they realistically focus on an accelerated, well -funded program to deal more effectively with the deteriorat- inq neighborhoods and business districts in the city. The City of Miami faces three major challenges in economic development: 51! 1.00Jt0 I 1. To maintain the momentum of its spectacular downtown development program by bringing scheduled new projects on line according to firm plans and timetables. 2. To seek out new business and investment in behalf of the city, taking further advantage of South Florida's unique economic assets and resources. 3. To deal more effectively, and at a greatly stepped -up pace, with the problems of distressed people and dete- riorated neighborhoods in the inner city that exist even in the face of the city's overall economic successes. Most of the mechanisms are in place and programs underway to meet the first two of these challenges. They involve an effective partnership between the City Government and the Private Sector, and in some instances between the public/private leadership inside the city and elsewhere in Dade County. To meet the third challenge, however, a massive new program effort must be mounted. It must deal with the issues of poverty and underemployment, blighted neighborhoods, crumbling commercial districts, and the bleedinq of the economy through the steady loss of inner-city entrepreneurship. within the City government, the proposed Department of. Development will assume responsibilities in all three of these developmental concerns. In the first two, the Department's role is primarily supportive -- to help finance, expedite, and monitor major downtown development projects undertaken by others, and to provide research and data to regional agencies promotinq new development in the local economy. In meeting the third challenge 1 V 0 7 0 posed by the economic stagnation of key neighborhoods and commer- cial districts, however, the Department has the primary responsi- bility for coming up with a strong new nroaram that can effec- tively deal with the pockets of poverty and blight that exist. EN -7- 1 0 0 'c 0 THE PROBLEM IN PERSPECTIVE The South Florida region has one of the nation's most dynamic urban economies. As its central city, Miami has had spectacular success in many sectors of economic growth. The City has become a leading center in banking, corporate management, international trade, specialty retailing, tourism, medical research, and health care. It is a major_ port for air and ocean commerce. It is becoming one of the nation's more prominent "command -and -control" centers, with strong commercial and cultural links to Latin - America. The City's political and civic leadership has strengthened this specialized service role through a number of vigorous actions, sparked by the passaae of the $632,000,000 "Decade of Proqress Bond Issue" in 1972. The main focus of these efforts has been in and around the Central Business District. Here a range of new public facilities has been put into place, including a major government and cultural center, waterfront parks and improvements, an outstanding community college, and the first stage of an out- standing convention center -- all served by terminal facilities of a new regional rapid transit system. Matching these public investments have been spectacular private investments in new banks, office buildings, hotels, retail enclaves, and high-rise housina. Other new major downtown facilities are in the planninq - stages or actually under construction. Not unlike other major central cities, however, Miami is suffering from serious problems of disinvestment outside its dynamic downtown district. In a number of inner-city areas WE 1 007 0 . (particularly to the north and west of. downtown) , longtime busi- ness and industrial district have fallen into sharp decline. Disinvestment is commonplace; entrepreneurs have gone out of business or moved elsewhere in the region. Entire districts have become blighted by widespread vacancies, and buildings have fallen into disrepair. There is a serious problem of substandard housing, intensified by overcrowding under the impact of continued in- miqration. The "bottom line" is a bundle of negatives -- unemployed and underemployed people, underutilized physical resources, environ- mental blight, squalid neighborhoods, and an increasingly heavy burden on the city through losses in tax revenues and rising demands for welfare and public services. The time has come for a massive effort, utilizing both public and private resources, to aid, encourage, and accelerate key areas of decline in the city. Existing programs of economic revitalization must be expanded and strengthened; new programs to trigger reinvestment must be undertaken. What is needed is a concerted, well -funded effort that can capitalize on the under- utilized human and physical resources that are available to tap some of the potentials aenerated in the South Florida growth region. This effort must go hand -in -hand with continued City support for the dynamic projects already underway and for the intensive campaign to promote economic development in the region as a whole. ff 10070 1 MEETING THE DEVELOPMEMT CHALLENGES The Department of Development's proposed program therefore loqically breaks down into two main sets of activities: 1. Continued support for the major hiqh-visibility Projects (largely conentrated in the central business district) already being pursued by the City's public and private leadership, and for the promotional efforts heinq made in behalf of the broader South Florida region; and 2. A powerful new set of actions, undertaken primarily under City Government leadership, to set in motion a process to revitalize Miami's pockets of decline by stimulating reinvestments in job- and tax -producing enterprises. The first set of actions responds to the first two chalenqes set forth earlier: to maintain the momentum of the existing downtown development program and to seek out new business and investment prospects for the City and region. The second set of actions -- which the Department calls the "Concentrated Action Program" -- will initiate a ranqe of efforts gearing in on specific development projects in deteriorated neigh- borhoods and business districts. It includes fresh approaches to projects already underway and to older business districts that have badly deteriorated. On a broader scale, it calls for develop- ing a range of new economic enterprises to meet the unmet needs of depressed neighborhoods for jobs, housing, and services. It will provide a new management system to strengthen the Department's -10- 1 ©0 '7 0 13 hand in leve raginq private reinvestment on the basis of public investments and incentives and in keeping on top of Program devel- opme nt . SUPPORT FOR HIGH -VISIBILITY DEVELOPMENT PROJECTS Five major projects are on the agenda of Pliami's leadership, continuing the momentum of the City's highly successful program of downtown development: 1. The International Business Center; 2. The Bayside Festival Marketplace; 3. The Exhibition Hall to round out the new downtown Con- vention Center; 4. The Coliseum Facility and Sports Complex; and 5. The Biomedical Research and Innovation Center. These new facilities are regarded as essential elements in Downtown Miami's complex of high -activity, high -visibility spe- cialized functions. They will add to the critical mass of activities that distinguish this most successful central business district, supplementing the impressive array of functions and facilities already in place. Along with other supportive improve- ments, they will generate additional private investments that will take advantage of the area's magnetism for local, regional, national and international visitor patronage. They will also generate new levels of jobs for the City's workforce and tax returns for the City Government. -11- r 10070 Each of these major projects has its own organizational base, involving both public and private participation. The Department of Development's role will he to assist in financing the projects, managing the development process, and monitoring the performance in behalf of the City. 1. International Business Center The Miami International Business Center is a joint effort of the City and the non-profit International Center of Florida. It will be a well -financed, well - staffed facility through which to centralize and coor- dinate international trade and investment activities. Its functions will include information clearinghouse, conferences and exhibitions, business interchange and contacts, marketing and advertising, trade missions, and recruitments. 2. Bayside Festival Marketplace The Bayside facility is beinq developed by the Rouse Company, developers of the highly successful Faneuil Hall complex in Boston and Harborplace facility in Baltimore. Estimated to cost approximately $93,000,000, Bayside will be a major visitor attaction offering 200 specialty shops and a wide range of entertainment attrac- tions. The facility is being built on City -owned land under a long-term profit-sharing lease with the developer. 3. Fxhibition Hall The James L. Knight/University of Miami Center, linked to the new Hyatt Reqency Hotel, was completed in 1982, -12- 100-70 but without adequate exhibition space. The provision of that space (in a new 200,000-square-foot hall) is on the current action agenda of Miami's leadership. A developer has been chosen to build this facility, alone with an adjacent sports coliseum ( see below) . The new hall will give Downtown Miami an optimum capacity for competing in the large U.S. convention and conference market, capitalizing on its unique assets in climate, environmental amenities, hotel accommodations, enter- tainment facilities, transportation access, and hospi- tality. 4. Coliseum and Sports Complex Plans for construction of a 17,000-seat sports complex have already been finalized by a developer selected by the City in a nationwide competition. The coliseum will provide new world -class indoor facilities for regional, national, and international athletic compe- tition. The coliseum will capitalize on the growing sports -conscious population of South Florida and the area's national image as a leader in sports promotion. 5. Biomedical Research and Innovation Center The City has entered into a letter of intent agreement with Florida International University to develop a major high-tech research and development facility on city -owned land. Known as the Biomedical Research and Innovation Centr, the facility will conduct research in medical devices and instrumentation, operate an international -13- 1 0 0 7 0 . diagnostic clinic and an ennineerina testing clinic, and provide for technology transfer, new business devel- opment, and professional education and trainin(l. Each of these major facilities will occuT)y strategic sites in or near the heart of the central business district, addinq strength to the unique multi -functional complex that has already been put in place. In addition to providing financing and management support for these projects, as already noted, the Department of Development will also provide assistance to the regional economic development and promotional agencies (such as the Chambers of Commerce and the Beacon Council) in the gatherinq of data and coordination of promotional materials production within the City Government. -14- 1 0 0 ,1 ® 4 CONCENTRATED ACTION PROGRAM The phenomenon of pockets of underdevelopment and disinvest- ment existinq within nroximity of successful downtowns is not unusual in aging American cities. Conditions in Miami are no worse than in most cities, but had enough. The distressi.no fact is that they are probably getting worse. Influencing the start-up, incubation, retention, location, and expansion of business activity within the city is a valid concern which the city must aggressively address. This is the basic purpose of the Concentrated Action Proqram (CAP) -- to make strategic plans, direct resources, and take viqorous actions to revive areas that have lost their economic base or been bypassed by the growth that has taken place elsewhere in the city and adjacent reqion. The CAP will deal with two categories of problems: 1. Those of distressed specialty centers that have lost their vitality and are in a state of decline, but have potentials of a turnaround with the right kind of assistance. 2. Those of underdeveloped or deteriorated neighbor- hoods where the economic base has substantially disappeared but where there are obvious assets -- location, unused manpower, vacant land and/or buildings, untapped consumer markets -- that can be mobilized for new economic enterprises. -15- I0070 These categories are not mutually exclusive. Some of the neighborhoods can be improved by the turnaround of projects within them. Revitalization of existinq enclaves, in turn, can he positively influenced by improvements made in the adjacent neiah- horhoods. The approaches of CAP to the two categories, however, may call for different program tools and techniques. Distressed Specialty Centers Three particular enclaves of economic activity, once centers of production and employment, have been rapidly declining over the last decade and are facing further decline and attrition. They desperately need public assistance if they are to return to a level of stability or even to survive. These are the Miami - Design Plaza, the Miami Garment Center, and the historic Furniture District. All three districts have been heavily impacted by neqative "push" and "pull" factors. The immediate environment has serious- ly deteriorated under the impact of massive population in-miqra- tion, traffic congestion, and lack of maintenance and reinvestment. The fear of crime and the uncertainties caused by rapid ethnic change have cut sharply into both consumer patronage and workforce - stability. Moreover, the incentives of new developments have triggered ■ a mass relocation of entrepreneurs to the suburbs, adversely affecting inner-city productivity and increasing the competition for outlying locations. A downward economic spiral has been created where shrinking productive capacities have cut back -16- 1 00 7 0 competitive strength which in turn has created more vacancies and underproductivity in the central complexes. The CAP gives high priority to support activities directed toward these complexes. Pliami Desiqn Plaza. Support for this un icue t1istr. ict of design -oriented businesses in interior furnishings, fixtures, and services through assistance in capital financing, environmental improvements, and marketing; focusing on development of Miami _ Center as potentially one of the nation's top half -dozen facili- ties catering to the design -oriented trade, capitalizing on the area's rapid growth, environmental amenities, and ethnic variety; and attempting to recapture Miami's regional position in the face of strong new competition elsewhere in Dade County. Miami Garment Center. Support for development of Miami as a top national center for garment production, capitalizing on a unique combination of local assets (labor availability, inter - American as well as U.S. market proximity, optimum working condi- tions, high visibility to style setters); focusing on assistance to individual garment manufacturers as well as joint undertakings by the large number of firms acting together as an effective production and marketing entity. Furniture District. Support for this traditionally strong segment of the local economy that is facing strong competitive pressures from other parts of South Florida; focusing on all aspects of realistic business retention and expansion assistance relating to sites, facilities, financing, manpower training, and -17- T 0070 ; marketing; capitalizing on the city's market growth and manpower assets. Underdeveloped or Deteriorated Neighborhoods Five neighborhood areas in particular stand out in urclent need of public assistance in revitalizinq their economic base. Once viable and stable areas with commercial districts meetinq their local consumer needs and, in most cases, also with indus- trial or other production facilities serving broader markets, these neighborhoods are now economically depressed. They contain large vacant or partly developed tracts, rows of unoccupied commercial spaces, and large pockets of unsightly and blighted physical environments. Local consumer markets are no longer being adequately served within these areas. Employment is limited. Housing is inadequate. In both physical and human terms, the areas are grossly underproductive. Significantly► some of the most underdeveloped and underpro- ductive of these areas are literally within the shadows of Miami's high-rise downtown district. They offer land and labor resources that can be directly utilized in servinq and becoming part of the downtown economy. Their plight calls for a range of revitalization efforts that will zero in on specific redevelopment opportunities in which private reinvestment can respond to public incentives and supports. The Concentrated Action Program will provide this kind of specific investment- and entrepreneurial -oriented assistance. -18- V V f The five neighborhoods for top -priority attention are: 1. Southeast Overtown/Park West 2. Omni West 3. Little River 4. Liberty City 5. Little Havana The first four of these neighborhoods are located in what miqht be defined as the "North City Corridor." This is an area that extends north from the central business district west of Biscayne Boulevard to the city limit line. These are the areas of greatest blight, economic distress, and underproductivity. The fifth neighborhood (Little Havana) is a more viable district —� to the west of downtown in which the qreatest redevelopment challenge lies in taking advantage of some unmistakable assets for expanded economic enterprises. Two of the areas -- Southeast Overtown/Park West and Omni West -- border the central business district and offer potentials as service and expansion areas for further downtown development. Major downtown projects are already planned for Southeast Overtown, including the new Coliseum and the new Exhibition Hall. There are clear prospects for other downtown -related developments, particularly housinq at key locations. Large tracts of undeveloped land are available in Omni West that can accommodate uses linked to the Omni/Venetia/Marriott complex on the east and the central business district on the south. The Little River and Liberty City neighborhoods, both accom- modatinq large and growing minority populations, have numerous -19- 10070 pockets of physical blight and shaky economies. Roth areas are inadequately served by local consumer facilities, although some new facilities are beginning to replace enterprises that have been lost over the past decade. Roth areas contain large tracts of land and sizeable square f_ootages of vacant huildinas available for commercial and industrial expansion under more favorable conditions. In Little Havana (which includes the Latin Quarter district), there are sizeable potentials for developing more visitor -oriented facilities (such as eating and drinkinq places and unique specialty shops). These facilities would take advantaqe of the attractions of the unique Cuban environment. -20- 1 0 0 7 0 . ECONOMIC DEVELOPMENT MANAGEMENT SYSTEM As indicated above, the goals, objectives and potential of the targeted projects of. the Concentrated Action Program ("the CAP") are, in most cases, not now being fully realized because of the absence of a clearly defined, organized and professional Economic Development Management System to get the job done. This management system will be responsive and effective in meeting the three challenges facing the City of Miami in developing a successful and productive economic development program; that is, maintaining the development momentum downtown, identifying and packaging new business opportunities and investments and deal- ing with the problem of deteriorated neighborhoods and districts. In order to provide financing and management support to Down- town projects, ongoing assistance in identification and packaging of business opportunities, and to take vigorous actions in reviving deteriorated neighborhoods and districts, a management system which is professionally organized and managed will be developed by a public/private research group. It will be based on and contain: A. Overall economic development strategy including a goals statement and a statement of objectives leading to a long-term strategy (5-10 years) which will be the sum of the strategic elements representing each of the approved targeted projects and areas. B. These targeted projects and areas will become the focal elements in a short-term Program Plan (1-2 years) show- ing quantified and scheduled results (investment, jobs, -21- 1 007 taxes) expected from each targeted project and area. This Program Plan will also serve as the basis for reporting and measuring performance under each of the strategic elements shown in the Plan. EM The proposed quantified and scheduled Program Plan reflects three key aspects of our recommended approach to economic development for the City of Miami: 1) It puts the key emphasis on Implementation, which _ is quantified in terms of actual entrepreneurial results expected, as well as in terms of investments, jobs and taxes produced for the City. The critical test of the effectiveness of the proposed Economic Development System, will be the manner in which specific, quantifiable results can be planned, implemented and evaluated for each of the targeted projects. 2) It proposes a departure in approach to the develop- - ment of a Long-term Strategy: It avoids an abstract, long-term wish -list by starting with the concensuses and groundwork already achieved for each of the tar- geted projects and areas. These projects will become the Key Strategic Elements of an Economic Development Strategy for Miami, giving direction and impetus toward achieving practical short-term _ and long-term results. -22- ;1Q��o 3) It proposes the development of an Economic Develop- ment System to make certain that the whole process - works. It places key emphasis on a "Delivery System" providing the professional capability and resources needed to achieve the expected results - shown in the Program Plan. (See below.) C. The Delivery System will be the key feature of an organ- izational structure set up to function as the implemen- tation arm of the Economic Development Management Sys- tem. It will provide for: 1) A centralized manaqement system (avoiding fragmen- tation and division of authority); 2). A "Delivery System," comprised of professional capa- bility and 3) Resources and incentives needed to get the job done; 4) A well -managed, public/private approach to economic development as a management system. In connection with the above, Professional Capability _ emphasizes the maintaining of a professional, business - oriented and experienced staff. It will also spell out the purpose and use of the $50,000,000 fund, as well as the content and use of an Incentive Package to provide the competitive edge to the City in its outreach and attraction of investments and entrepreneurs. -23- i�. 0 0 0 ; D. Budgets. The budget will be prepared at two levels: 1) The first will cover resources needed for project development to be provided in part by the City through a General Obligation Bond $50,000,000 Incen- tive fund. 2) "Project Development Budget" - As indicated above, the basic "Long-term Strategy" will recommend what resources will be injected by the City and what kinds of incentives will be needed to implement the targeted projects in a significant way. At the present time it is estimated that $10 to $15 million will be needed for start-up in years 1 and 2, making up the first critical portion of a $50,000,000 Economic Development General Obligation Bond Issue to be used to kick off a new "Miami Urban Development Action Program." The program will be an adaptation of the best features of the successful federal UDAG Program to the City of Miami's economic needs over a period of at least 5-7 years. See attached paper "Economic Develop- ment Bond Issues". 3) An Administrative and Professional Budget for staff- ing the operation is herewith attached. It provides a highly professional capability to get the Economic Development Management System underway. IWL41 10070 1 11 OLD APPROACH IN CITY PROGRAMS I. PROGRAM SUBSTANCE (What Business are we in?) A. Economic Development 1. Public Works, infrastructure emphasis. 2. Long preparation for future implementation. 3. Emphasis on large downtown, port and infra- structure projects. 4. "Social Welfare" criteria for minority and neighborhood projects. 5. Capacity building hampered by lack of funds and civil service procedures. In short, the historical evolution of local economic development programs has resulted in a federally dominated, planning and public works oriented, amalgam of activities with fragmented goals, unclear short term objectives, a physical/economic development approach in the downtown, a "social welfare" approach in poor neighborhoods and a minimum of professional capacity for engaging in public/private busi- ness transactions. NEW APPROACH/MANAGEMENT SYSTEM I. PROGRAM SUBSTANCE (What Business are we in?) A. Business and Economic Development 1. Direct intervention to stimulate private investment/ business activity. 2. Implementation now. 3. Balanced, citywide program. 4. Economic feasibility criteria/approach for all projects. 5. Well funded professional program capacity. The new management system/approach emphasizes the develop- ment of a professional staff and organizational capacity to engage in a citywide, balanced program of direct business development with a minimum of drawn -out preparatory planning and preparation. The program is locally, not federally, based with clear short-term implementation objectives and firm criteria regarding the economic feasibility of public/private projects. The distribution of economic benefits to minorities, to the poor and to city neighbor- hoods is a paramount concern. -25- q 1 ,1 OLD APPROACH IN CITY PROGRAMS B. DELIVERY SYSTEM -- CAPABILITIES AND RESOURCES COMMENSURATE WITH FEDERAL FUNDING SOURCES 1. Plannin staff with background in economic analysis, physical planning, comprehensive planning. 2. Incomplete and fragmented set of implemen- tation and financing mechanism. 3. Limited range of public and private resources. The typical economic development delivery system reflects a minimum of executive commitment to the creation toof a credible, noncompromise professional staff capability. HUD and EDA funds tend to support HUD and EDA oriented staff planners, while banking, real estate and development imple- mentation staff are in short supply. Ambitious work programs tend to be matched with limited staff, organizational and financial resources. NEW APPROACH/MANAGEMENT SYSTEM B. DELIVERY SYSTEM -- CAPABILITIES AND RESOURCES COMMENSURATE WITH OPERATING PLAN -26- 1. Professional implementation staff with private sector experience. 2. Full, centrally managed, array of specialized implementation and financing mechanisms. 3. Wide range of public and private resources. The new management system/approach emphasizes a strong executive commitment to hiring the professional staff with private sector background required to implement a credible operation plan. The system also emphasizes the development of a complete and coherent set of financial and implementation mechanisms and a full range of public and private financing sources. OLD APPROACH IN CITY PROGRAMS C. PRE -IMPLEMENTATION PHASE: "PLANNING" 1. Physical planning, community liaison, and report writing dominate. 2. Assumed pessimism regarding economic potential of private market. 3. Abstract analysis of economy. 4. General identified opportunities. 5. Project opportunities languish in "limbo" stage. In many cities, the pre -implementation phase of the eco- nomic development process is dominated by physical planning, economic analysis, community liaison, committee building and report -writing activities. Many identified development oppor- tunities are identified, a quick determination of economic feasibility is not made to arrive at a timely "go" or "no go" decision. t O NEW APPROACH/MANAGEMENT SYSTEM C. PRE -IMPLEMENTATION PHASE: "OPPORTUNITY IDENTIFICATION" O 1. Business importunity identification dominates. wt -27- 2. Understanding of long-term potential ( e.g. $2 bil- lion disposable income in S. Bronx; 5 million square feet industrial space filled in Newark). 3. Personal contacts with key private sector lenders. 4. Specific identified opportunities —investors/developers —entrepreneurs/business managers —sites --financing 5. Quick, decisive go/no go decision —screening —preliminary feasibility analysis —go/no go The new management system/approach emphasizes an active opportunity identification process based upon personal contacts in the business community designed to produce specific business opportunities — e.g. identified potential investors, developers, entrepreneurs, sites, financing, etc. The approach also emphasizes a quick firm process of deciding whether or not to go with an identified opportunity. I I 1 ii III II M OLD APPROACH IN CITY PROGRAMS D. IMPLEMENTATION... 1. Public Works construction and land acquisition as established implementation routines. Other established activities ad hoc. 2. Long turn -around time on critical decisions regarding public role in implementation. 3. No differentiation of "banking/planning" role (passive role) vs. "development/business role (active role) of public sector. The implementation phase of many local development pro- grams is dominated by land redevelopment and public works construction routines. Business planning and financial pac- kaging are often carried out in an ad hoc and passive manner. Critical decisions and actions are frequently delayed by bureaucratic procedures and long chains of command. 0 NEW APPROACH/MANAGEMENT SYSTEM 1 D. IMPLEMENTATION... O O 1. Financial packaging and business planning are an established implementation routine. -28- 2. Quick expeditious decisions based upon agreed upon policies and criteria and delegation of authority to operating personnel. 3. Differentiation between "banking/financing" role (passive) vs. "development/business planning" role (active) of public sector. The new management approach emphasizes the business planning and financing aspects of -implementation, encourages an active business development role on the part of the public sector, features quick expeditious decision making and "follow through" based upon tight program management and delegation of authority to operating personnel. I OLD APPROACH IN CITY PROGRAMS NEW APPROACH/MANAGEMENT SYSTEM II. PROGRAM OPERATION - "HOW TO... II. PROGRAM OPERATION - "HOW TO... A. Managment by OEDP, CDBG process, CEDS, 302 plans, etc. 1. Policy commitment without clear executive 1. Executive commitment to building and operating a commitment to program building. 2. credible program. Day-to-day, operational executive control as key 2. Coordination as key management function. management function. 3. Program evaluation on a funding cycle (often 3. Frequent, periodic (e.g. weekly, monthly) program 4. annual) basis. Objectives not clearly quantified and scheduled. 4. monitoring evaluation. Operating plan features quantified and scheduled objectives. 5. Objectives include intermediate products e.g. 5. Objectives = output = jobs, private investment, tax expanded business activity. 6. studies, loan funds. Active public/private projects confused with 6. revenue, Distinguish active projects, project opportunities, project opportunities and support activities. 7. support activities. Reporting system - Periodic planned vs. actual 7. Reporting system = Status reports. reporting/analysis. 8. Reporting system not standard. Nothing "adds up". 8. Standardized reporting. Numbers "add up". Agreed operating criteria re private invest- 9. Lack of agreed -upon operating criteria. - — 9. -upon ment, leverage, feasibility, etc. 10. Fragmentation of program functions. 10. Specialization of program functions with central executive control. 11. i.ack of coherent vision of program scale and 11. Clear vision of program scale and direction. 12. direction. Civil Service image/approach. 12. 13. Businesslike image/approach. Clearly defined, appropriate roles for community 13. Unclear, inappropriate roles for community groups. groups. The economic development management process in most cities is quite loose featuring coordination and liaison as the chief management function, exhibiting minimium executive management control, unclear operating objectives or accounting of past objectives, confusion over what constitutes program output vs. program input, and a general civil service image/approach which discourages private sector involvement. -29- The new management system/approach is modeled after a private sector "management by objective" approach in which there is strong executive control, frequent and periodic reporting cycles, clear and quantified program objectives, tight performance schedules, no confusion over program outputs vs. inputs and in general, a business- like image which encourages private sector participation. In addition, clear and appropriate roles are defined for the participation of community based organizations in the citywide public/private business and economic development process. .• C.� CITY OF MIAMI, DADE COUNTY, FLORIDA LEGAL NOTICE All interested persons will take notice that on the 23rd day of January, 1986, the City Commission of Miami, Florida, adopted the following titled ordinance(s): ORDINANCE NO. 10070 AN EMERGENCY ORDINANCE CREATING A NEW DEPARTMENT TO BE KNOWN AS THE DEPARTMENT OF DEVELOPMENT AND SAID ORDINANCE CONSOLIDATING THE FUNCTIONS OF THE FOLLOWING: THE DEPARTMENT OF ECONOMIC DEVELOPMENT, THE DEPARTMENT OF INTERNATIONAL TRADE , THE SOUTHEAST MIAMI REVIEW OVERTOWN! ARK WEST PROJECTOTIONOFFICE, AND HE OFFICE OF CAPITAL IMPROVEMENTS: PRESCRIBING THE AND DAILY RECORD RESPONSIBILITIES, FUNCTIONS, AND DUTIES OF THE NEWLY CREATED DEPARTMENT; FURTHER PROVIDING FOR THE Published Daily except Saturday, Sunday and TRANSFER OF FUNDS, PERSONNEL, RECORDS, AND Legal Holidays EQUIPMENT CURRENTLY BUDGETED IN THE FY 1985.86 Mlami,DadeCounty,Florida. BUDGET OF THE DEPARTMENT OF ECONOMIC DEVELOPMENT, THE DEPARTMENT OF INTERNATIONAL STATE OF FLORIDA TRADE PROMOTION, THE SOUTHEAST OVERTOWNIPARK COUNTY OF DADE WEST PROJECT OFFICE, AND THE OFFICE OF CAPITAL IMPROVEMENTS; REPEALING SECTIONS 2.171, 2.172, 2.173, Before the undersigned authority personally appeared 2.174, 2-181, 2.182, 2-183, 2.184, AND 2.185 OF THE CODE OF Octalma V. Fan yre, who on oath says that she Is the Supervisor THE CITY OF MIAMI FLORIDA, AS AMENDED, IN THEIR of Legal Advertising of the Miami Review and Daily Record, a ENTIRETY AND BY ADDING NEW CODE SECTIONS 2.206 daily (except Saturday, Sunday and Legal Holidays) newspaper, THROUGH 2.210; CONTAINING A REPEALER PROVISION published at Miami In Dade County, Florida: that the attached AND A SEVERABILITY CLAUSE. copy of advertisement, being a Legal Advertisement of Notice in the matter of ORDINANCE NO. 10071 CITY Or MIAMI Ordinance 10070 thru 10076 DE EMERGENCY ORDINANCE CREATING A NEW DEPARTMENT TO BE KNOWN AS THE DEPARTMENT OF INTERNAL AUDITS AND REVIEWS; PROVIDING FOR THE APPOINTMENT OF A DIRECTOR BY THE CITY MANAGER; PRESCRIBING THE RESPONSIBILITIES, FUNCTIONS, AND DUTIES OF THE DEPARTMENT; TRANSFERRING TO SAID DEPARTMENT THE FUNCTIONS OF THE CITY'S AFFIRMATIVE In the .................. X..X.. X.............. Court, ACTION ADMINISTRATIVE UNIT AND THE RESPONSIBILITIES was published In said newspaper In the Issues of OF IMPLEMENTING THE ''MEMORANDUM OF UNDERSTANDING CONCERNING APPLICATION OF THE Jan. 29, 1986 PROVISIONS OF THE CONSENT DECREE, UNITED STATES OF AMERICA v. CITY OF MIAMI, ET AL." DATED JULY 15, 1977: WITH THE DIRECTOR OF SAID DEPARTMENT BEING DESIGNATED AS THE CITY'S EQUAL EMPLOYMENT OPPORTUNITY OFFICER; FURTHER ASSIGNING TO SAID AHlant further says that the said Miami Review and Daily DEPARTMENT THE RESPONSIBILITY OF MINITORING THE Record is a newspaper published at Miami in said Dade County, ACHIEVEMENT OF GOALS SET BY THE CITY'S OFFICE OF Florida, and that the sold newspaper has heretofore been MINORITY AND WOMEN BUSINESS AFFAIRS AND continuously published In said Dads County, Florida, each day (except Saturday, Sunday arrd Legal Holidays► and has been PROCUREMENT; ESTABLISHING AS A DIVISION WITHIN entered as second class mail matter at the post office In SAID DEPARTMENT THE OFFICE OF PROFESSIONAL Miami In said Dade County, Florida, for a period of one year COMPLIANCE AND DELETING FROM THE CITY CODE THOSE next preceding the first publication of the attached copy of advertisement: and afflant further says that she has neither PROVISIONS DEALING WITH THE ADVISORY COMMITTEE paid not promised any person,M ny discount, TO SAID OFFICE OF PROFESSIONAL COMPLIANCE; rebat commission or refunBeecuring this FURTHER TRANSFERRING AND ASSIGNING TO SAID adv I ment for publlcatl swapr. DEPARTMENT THE FUNDS, PERSONNEL, RECORDS AND EQUIPMENT CURRENTLY BUDGETED IN THE OFFICE OF INTERNAL AUDITS, AFFIRMATIVE ACTION DIVISION OF THE HUMAN RESOURCES DEPARTMENT, AND THE OFFICE ��`� \p�• aiib subscribed before me this OF PROFESSIONAL COMPLIANCE; FURTHER AMENDING ,i SECTIONS 42.62, 42.63 AND 42.66 OF THE CODE OF THE 9. �O . ' • ann a. A.D. 19....8 6 CITY OF MIAMI, FLORIDA. AS AMENDED, AND REPEALING �=:da f ... �. Jl'... CODE SECTIONS 2.233 THROUGH 2.236.3 IN THEIR ENTIRETY; t•.r• CONTAINING A REPEALER PROVISION AND A SEVERABILITY Halligan CLAUSE. pL BNo\ry-Pub(ie, to of Florida at Large ORDINANCE N0. 10072 (SEAL) tt��,, v fflbldn gxplres Roo:4r 86. AN ORDINANCE AMENDING SECTION 18.104, ENTITLED: My Co�o0,� -1 • • Q\ "RESPONSIBILITIES OF CITY ATTORNEY", OF THE CODE '•i� e OF FLD ��` OF THE CITY OF MIAMI, FLORIDA, AS AMENDED, BY 11I hh111 t t 11,00%. INCREASING THE CLAIM SETTLEMENT AUTHORITY OF THE CITY ATTORNEY FROM $4,500 TO $25,000 AND BY PROVIDING THAT PROPOSED SETTLEMENT AGREEMENTS OF CLAIMS OR SUITS IN EXCESS OF $25,000 SHALL BE SUBMITTED TO THE CITY COMMISSION FOR ITS APPROVAL PRIOR TO THE CITY'S ACCEPTANCE OF SUCH PROPOSED SETTLEMENT AGREEMENT; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. ORDINANCE NO. 10073 AN ORDINANCE PROHIBITING THE INSTALLATION OR MAINTENANCE OF ALL AUTOMATIC TELEPHONE ALARM DIALING DEVICES WHICH TRANSMIT OVER TELEPHONE LINES USED EXCLUSIVELY BY THE PUBLIC TO REQUEST EMERGENCY SERVICE FROM THE MIAMI FIRE, RESCUE AND INSPECTION SERVICE DEPARTMENT; ESTABLISHING A PROGRESSIVE SCHEDULE OF FINES FOR EXCESSIVE FALSE FIRE ALARMS AND PROVIDING FOR APPEALS THEREFROM; CONTAINING A REPEALER PROVISION, A SEVERABILITY CLAUSE; AND PROVIDING AN EFFECTIVE DATE ORDINANCE NO, 10074 M R 144 AN ORDINANCE AMENDING THE ZONING ATLAS OF ORDINANCE NO.9500, THE ZONING OIR.QINANCE OF TH9 CITY OF MIAMI, F01i BY CHANGING TH9 ZONING C4_,ASSIFICATION OF APROXIMA'fEl•Y X01 WTHYYEGT A" IaTREET. MIAMI, FRIpA, lM. ITIf6AR I HEREIN) FaM flSi FALUl I RMIDMTIAI;>• I II�U0t4Ar-41.t NO 1fIn74 M R 1 .14 3 AN C4HDINntdr I ArAEN[MIC, THE ZONING Alt -AS OF ORDINANCE NO 95pp. THE BONING ORDINANCE OF THE CI1Y OF MIAMI, FLORIDA, BY CHANGING THE ZONING CLASSIFICATION OF APROXIMATELY 2601 SOUTHWEST 28TH STREET, MIAMI, FLORIDA, (MORE PARTICULARLY DESCRIBED HEREIN) FROM RS-2/2 ONE FAMILY DETACHED RESIDENTIAL TO CR-2/7 COMMERCIAL RESIDENTIAL (COMMUNITY) MAKING FINDINGS; AND BY MAKING ALL THE NECESSARY CHANGES ON PAGE NO.43 OF SAID ZONING ATLAS MADE A PART OF ORDINANCE NO. 9500 BY REFERENCE AND DESCRIPTION IN ARTICLE 3, SECTION 300, THEREOF; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. ORDINANCE NO. 10075 AN ORDINANCE ESTABLISHING A NEW SPECIAL REVENUE FUND ENTITLED; LAW ENFORCEMENT TRAINING TRUST FUND "REGION 14 - F.Y. 85.8611, APPROPRIATING FUNDS FOR ITS OPERATION IN AN AMOUNT NOT TO EXCEED $86,574.00; AND AUTHORIZING THE CITY MANAGER TO ACCEPT THE $86;574.00 GRANT AWARD FROM THE STATE OF FLORIDA; CONTAINING A REPEALER PROVISION AND SEVERABILITY CLAUSE. ORDINANCE NO. 10076 AN ORDINANCE AMENDING SECTIONS 2.266, 2.267, 2.268, 2.269, 2.282 AND 2.283 OF DIVISION 20, ENTITLED "HUMAN RESOURCES DEPARTMENT," OF CHAPTER 2, ENTITLED "ADMINISTRATION," OF THE CODE OF THE CITY OF MIAMI, FLORIDA, AS AMENDED, BY CHANGING THE NAME OF THE HUMAN RESOURCES DEPARTMENT TO THE PERSONNEL MANAGEMENT DEPARTMENT; CONTAINING A REPEALER PROVISION AND SEVERABILITY CLAUSE. MATTY HIRAI A'.q�yJ 1}S'�^ "{` , , ,r� � �T-.F � . :. � a ..- •Y -_... <.q'..:� ..... .. Im,m®,.=.m.,•m.�. r )MMIANCJ Nr1 10074 AN clHDlhlAW F AMENDING THE ZONING ATLAS OF MR +•��� ORDINANCE NO rll500. THE ZONING ORDINANCE OF THE CITY OF MIAMI, FLORIDA. BY CHANGING THE ZONING CLASSIFICATION OF APROXIMATELY 2601 SOUTHWEST 28TH STREET, MIAMI, FLORIDA, (MORE PARTICULARLY DESCRIBED HEREIN) FROM RS•212 ONE FAMILY DETACHED RESIDENTIAL_ TO CR-217 COMMERCIAL RESIDENTIAL (COMMUNITY) MAKING FINDINGS; AND BY MAKING ALL THE NECESSARY CHANGES ON PAGE NO. 43 OF SAID ZONING ATLAS MADE A PART OF ORDINANCE NO. 9500 BY REFERENCE AND DESCRIPTION IN ARTICLE 3, SECTION 300, THEREOF; CONTAINING A REPEALER PROVISION AND A SEVERABILITY CLAUSE. ORDINANCE NO. 10075 AN ORDINANCE ESTABLISHING A NEW SPECIAL REVENUE FUND ENTITLED: LAW ENFORCEMENT TRAINING TRUST FUND "REGION 14 - F.Y. 85.86", APPROPRIATING FUNDS FOR ITS OPERATION IN AN AMOUNT NOT TO EXCEED $86,574.00; AND AUTHORIZING THE CITY MANAGER TO ACCEPT THE $86,574.00 GRANT AWARD FROM THE STATE OF FLORIDA; CONTAINING A REPEALER PROVISION AND SEVERABILITY CLAUSE. ORDINANCE NO. 10076 AN ORDINANCE AMENDING SECTIONS 2.266, 2.267, 2.268, 2.269. 2.282 AND 2.283 OF DIVISION 20, ENTITLED "HUMAN RESOURCES DEPARTMENT," OF CHAPTER 2, ENTITLED "ADMINISTRATION," OF THE CODE OF THE CITY OF MIAMI. FLORIDA, AS AMENDED. BY CHANGING THE NAME OF THE HUMAN RESOURCES DEPARTMENT TO THE PERSONNEL MANAGEMENT DEPARTMENT; CONTAINING A REPEALER PROVISION AND SEVERABILITY CLAUSE. nnMATTY HIRAI CITY CLERK CITY OF MIAMI, FLORIDA (N3810) Publication of this Notice on the 29 day of January 1986 1 129 86-0129139M