HomeMy WebLinkAboutR-79-0049RESOLUTION NO, 7 9 " 49
A RESOLUTION AUTHORIZING THE CITY MANAGER TO
NEGOTIATE AND EXECUTE A CON'I AUNTPOR NOT PROCESSIONAL
CONSULTANT SERVICES, IN AN
$45,000, TO IMPLEMENT A COMMUNITY ECONOMIC DEVELOP-
MENT DEMONSTRATION PROJECT FOR THE CITY OP MIAMI,
WITH FUNDS THEREFORE ALLOCATED PROM THE TRUST &
AGENCY FUND ENTITLED "COMMUNITY ECONOMIC DEVELOP-
MENT DEMONSTRATION PROJECT"; AND DIRECTING TIIE
CITY MANAGER TO PRESENT THE EXECUTED CONTRACT TO THE
.. P BT1V CITY COMMISSION AT THE EARLIEST SCHEDULED COMMISSION
ltl rNPU,, • r tS TIFICATION i MEETING AFTTHE EXECUTION OF THE CONTRACT FOR RA==
`✓ �., AFTER
APPROVAL OF THE COMMISSION.
Duk
F
WHEREAS, the City of. Miami has applied
approval of its grant application to the U. S. Community Services
Administration for a $30,000 matching -grant
for and received
to implement. a Community
Economic Development Demonstration Project; and
WHEREAS, the City of Miami Community Economic Development
Demonstration Project will involve planning, design,
and development
of a Financial Assistance Program and the implementation of a study
creating a development organization to`.
to assess the
feasibility of
encourage economic development projects within the City by securing
a greater utilization and coordination of existing and anticipated.
private, City, County, State, and Federal program resources; and
WHEREAS, the City Commission on October 24, 1978 approved
Resolution No. 78-665, accepting the offer of a matching -grant award
in an amount of $30,000 from the U. S. Community Services Administra-
tion; and
WHEREAS, the City Commission on December 14, 1978 passed,
on first reading, an Ordinance appropriating the $30,000 in Federal.
funds from the U. S. Community Services Administration and the
required City cash -match of $15,000 from the budget of the Office
of Trade & Commerce Development; and
'T0c1lliPP1T
'1.
DEX
CITY COMMISSION
MEETING OF
JAN i 1919
1
WiltR A8i the Office of Trade & Commerce Development has
adhered to the provisions of the State of 1'lotida Consultant's
Competitive Negotiati
on ' tion Act► and has conducted a consultant selec.-
tion process which began with an adVertisement of a Request for'
Proposals in the local media between November 2-5, 1978 and which
was cofCluded on January 3, 1979 with oral presentations by five
consultant firms selected as finalists by a five -member Technical
Review Committee which was established by the Office of Trade &
Commerce Development; and
WHEREAS, the Technical Review Committee having carefully
reviewed the qualifications and proposals of all interested firms
and having heard oral presentations by five finalist firms on
January 3, 1979, has recommended the negotiation and award of a
contract for professional services to implement the Community Econo-
mic Development Demonstration Project with the most qualified firms
in the following order of preference: 1) Mariscal & Company, 2)
National Urban Development Services Corporation, and 3) Touche. Ross.
& Company or Candeub, Fleissig and Associates; and
WHEREAS, the Office of Trade & Commerce Development has.
recommended and the City Manager has endorsed the Technical Review
Committee's recommended rank order for the negotiation and execution
of a professional consultant services agreement;
NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE
CITY OF MIAMI,-FLORIDA:
Section 1. The amount of $45,000 is hereby allocated
"SUPPORTIVE
DOCUMENTS
FOLLOW„
from the account entitled Community Economic
Development Demonstration Project for the
implementation of the Community Economic
Development Demonstration Project.
79-49
Sedtion The City Manager is hereby authoti2ed to
negotiate and execute a contract, i1 an
amount not exceeding $45,000, for profes-
sional services on behalf of the City of
Miami, with contract negotiations to take
place with firms in the afore -stated order
of preference.
The contract shall be in accordance with the
terms and specifications of the Request for
Proposals and the proposals as submitted by
the afore -mentioned firms.
Section 4 The City Manager is directed to present to
the Commission the executed contract at the
earliest scheduled Commission meeting immediately
following the execution of said contract for
ratification and approval of the Commission
of the City of Miami.
PASSED AND ADOPTED THIS 18th day of JANUARY , 1979..
MAUIRICE A . FERRE
MAURICE`A. FERRE, MAYOR
PREPARED AND APPROVED BYe
16I
TERRY V. PERC v, ASSISTANT ITY ATTORNEY
AS TO FORM N1 CORRECTNESS;
KNOX, JR,. ATTpRNEY
"SUPPORTIVE
DOCUMENTS
FOLLOW"
7 9 1 4 9
the City of Miatiti'm unique potential. iti Lilo OrenOrent intertmtiona l
trade, i finance, and eotutlici titsns
The Otrice of Trade (l'omwrce
Development iS developing a comprehensive eeot)omic deVelbpt etit .i n-
vestMent strategy to execute the City's economic policy, This ;;tra-
tecjy plan will address both citywide and neighborhood economic de-
velopment issues, all major economic sectors, land packaging £tnrl
development, financial leveraging, financialinducements, industry
diversification, municipal services coordination, private and public
partnership ventures, etc.
n key component of the City's economic development program is
the Commercial Services Division of the Office of Trade & Commerce
Development. The principal functions of the Commercial Services
Division are: 1) To act as the principal point of contact for busi-
ness persons and investors with the City, 2) to serve as the City's
primary agent in assisting existing businesses to remain and expand,
and 3) to serve as the City's agent in working to attract selected
new business and investment to major opportunity areas in the City.
with particular emphasis on development as an international center
of trade and commerce. The Commercial Services Division provides
governmental liaison services vis-a-vis the private sector; quasi
private entities such as chambers of commerce, business and merchant
associations, industrial development groups; and other related
county, state and federal government agencies. These services
elude information and referral services, business outreach programs,
economic research and data collection, marketing analysis, and all
other related services required by industry in order to tevr'lop and.
maintain a healthy local business climate.
"SUPPORTIVE
DOCUMENTS
FOLLOW"
The CM DeMc nstration Project will have 'the atttntibn of
top level City Management pettonttel. This management structure
Win cissUre o1.ote coordination of this project With ongoing oCono"
mic development planning and policy making as well as program/project
development acti.ViLios. Local Level agency coordination will involve:
t) City Office of Trade s Commerce bevelopment, 2) City Planning
Department (responsible for the City Comprehensive Development Master
Plan, as well as land -use and zoning), 3) Office of Community Develop-
ment (responsible for public capital improvements, City housing stra-
tegy, and neighborhood redevelopment activities),"4) Downtown Develop-
ment Authority, a quasi -governmental, public/private agency working
with other groups to improve Downtown Miami, is currently monitoring
some $700 million of public and private sector development and
development projects in the Downtown Miami area, 5) Metropolitan
Dade County Office of Economic Development, 6) Greater
Miami Chamber
of Commerce, 7) Latin Chamber of Commerce, 8) Little Havana Develop-
ment Authority, 9) Miami -Dade Chamber of Commerce, 10) Banking and
private financial institutions, and 11) other neighborhood develop-
ment organizations, business associations, and economic development
groups.
As delineates] in the City's Comprehensive Development
Master Plan, three strategies constitute present City policy
with respect to economic development:
1. Provide Additional. Public Improvements and Services
to Maintain and Strengthen Existing Vale Commercial
and Industrial Areas.
This is most effective where businesses are relatively
viable, such as 17th Avenue, S.W. 8th Street, thy
Coconut Grove Village Center, and the Little River
commercial area. The approach tries to trigger
private improvements and actions through limited
public investment, such as street beautification
and traffic an parking improvements. It has prove(1
.e,1;I .0 vC;_>. i,n... tr.he_,.,..DP.s tl in _rnn t r t'...1na.:r h rmn.0-
. f` ►F ra.r. .
Whdtd strategy hFAs 1.56 h ap.1lkod Meit!tih ttit}ir+tr
Riftg DeultVAtt1, it ha§ pr6ver1 i.tttut[ieitht. Iddi
ti t ttl ihvestt1 ht it) l ah§ ttr p ivattl invet;tot=s t1t'e
roquired itt ttlditi n to publii iltvesttltert for sttect`
thit pi.`ti.3tt>t.
(+. ArbrOVIOti Atic1_�.EXPnhd ��ltll.' s t tt titimira nab-0by
br__ ___ _htoFl
Cat►l.ys,t dcvelopnient;t ate hew public rrojectt Which
stimulate' investment. They include mtnitios, such
as 8icehtt'nttial Pork: business attractions; such as
the Cotivehtion Center public bi.tildintjs ► such as
the Government Center; and public implrovemetits,
such as the proposed Mass Rapid Tratis it system.
These catalysts :houl.d be carefully integrated
into the existing activities of the City. Miami:
has already undertaken several projects to promote
and further bowtltoWn deW 1optnent. Other possibil
ides inc.l ude the develo uncut of: a Trade Mart, a
Fish Market on the Miami River, an open-air Latin
Market and a sports complex on Atirginia.
3 . Improve the Cmploye bi.li. ty and Cmploymen t n r Miami's
Labor: Force Throt .Jh tlanpower. Proraroms:
This strategy deals with 'the labor Force: It is
aimed at Improving the employability OE the popula-
tion and fining appropriate jobs for their skills.
Tt includes job -training programs, adult-edi.rcation
T%\, progd
rams', appr:li entirc ipprocjt ms and job-t2lacement
SU�PJR �/ G ro rams. -1n addition, ay -care programs provide Cl
t'^n C means of allowing single heads of holl,i holds I.o findDOCUiil niTJ jobs and remain etnploycd. This strategy in appropri
FOLLQW" Ate in arras of high unemployment and low educational
' attainment. The areas o` highest manpower needs are
the Central Miami and portions of Model. City, Ccli. ,on
Park and h,llapattah.
A fourth economic devolopmnnt strntc+-;y Is a crt bi.n:!t.ion st r:O.r.ly
which is the broadest: ilncl most: f.11 reaching, can:produce thc,
9.teatrnt results,, and requires the greatest public Cummitti1U I1L,
,, Provide lucent Public Assistance to Promote
an_cievelr7imir.n1 to Attract mr w I11101IlCF+FiI?i .1110
Industry, to Croat:r•) Job Oppnr.tili tic: ,itid in
:t renjt11c11 t lit'_ T,1:. l aso ri t : tlttt 1 1 t_� - -
Pn_develnpment involves urban rf. newr1l powprs (-,;', land
a ssernbl'/, clr'.iranc7e and relocation, .1!i well. as ne`w
tools, tin.1TI':'ill9tec•hnigiit- 3 atl.rl l?riV.ltn int7ont.i.ve�1,
Tax •Inoretitent- l:'ihthdthg currd ntly vailabl And
Tak AbAttttiloht•, siaott to be avai.1able in the Stste-
of f'lori.c]ar of hei tunl:hods of direct public 0sats
tabre airs r;otnhiet° i i it li��bi3 i tt tii i i j.oat� n� i. l
buaine: s 1onn60 uti`.lity ioari§, arrd proviLJ tin bf
public pet:rking► lied evcl.optiicrtt is. apliropt'i.ctte•in
biiiihted►--underuti1J.zrdi area§ �:ir-id where .i.,:�tid an.,
sembly i.§ tli.ffcuit. -This §tr'ategy- will• create
opportunities for frlrthering ether-dJovelhpmeht
objooLives,- such -as housing .bear etnp.loyrnent. centers►
and' new industrial pants: This -strategy cati be mo§t-
effeotively applied in matiy of the areas i n: or ttear
bowntown, inciuding - the proposed New-Town-i tt -Town,
the Miami taverf.ront, -.portions. of MLI< loulevArd, and
'Grand Avenue, the•underiitilized•I.t:C. yards near -
'the.Julia 'Tuttle.Ceiiseway'and• other selected portions
of•the•City.
It is antirii)ated that Lite CSA Demonstration Project will
provide the basis for a rinancial Assistance Program embracing
a comprehensive coordination strategy and the development of
an organizational structure which will institutionalize the
local economic development proces's and thereby maximize the
impact of available resources.
O tt t •t i:pa 1, ,c) 1gtie r, .
f otriosi tt`e`ti Otls ?r0Io
Proposed coottcftiic, deveic>ptnent straleOit±s Will be brionl.ed
toWard MaXiMi2ing eConbrttic bencLits throughout the city, rather.
than concentrating in areas designated es "Special Impact Arent."
`phis approach takes into full account o .istinc3 community devel-
opment activities, which will hopefully be identified, stipporfeet
and enhanced as a result of the recommendations of the Demonstra-
tion Project.
A. To the City as a whole:
1. The development of a Financial Assistance Program
and an organizational strategy for its implementa-
tion ;as a mechanism to address city-wide micro -
level (eq., neighborhood) economic development
concerns, as a complement to a macro -level (e.g.,
City-wide) overall economic development Man,
policy, and program strategy currently under
development by the City Office of Tradv. and
Commerce Development.
CSA Demonstration Project will, provide the basis
for the implementation of a Financial Assistance
Program which would promote economic redevelopment,
facilitate the attraction of new business and
industry,create and expand job opportunities and
thereby strengthen the economic b.0 e and tax base
of the City of Miami.
low income communities within the City.
Analysis of ,the capita 1 needs of small rind mi nor t ty-
owned businesses, identification of key problems,
and development of a com rehensivc� Financial
0 ;._ Assistance Program emphasizing: a) the c:oorclin,i-
";,.. { ; .; r L- tion of .existing resources, resoures, b) :lmprd''t.nq -- i-.1 access to aVai.1abl e high -risk capital resources
if for investment in declining neiglihorhoocls, and
c) developing new financial resources or, fools for
economic development to benefit 1 ow- i. ncoma Ccm*1)14
ties.
2. Thtt1tvej.bphhi ti ,•o3 t iiati i i1 It?;sig Atte6 rbelt eliti
which wt uld thebOragt fitotitihq tor tlih•6tt h.ti§h-
tricot„. of busittet ttitittpti:•which woui.d bt...fu i.i3
5
:or r iai1y..owt td by ibwi-iti ritttt Aria rtidcti -
:and rtttgby•lbiw"i.iicbtiib ar i t trsidttit t.
1Vvt: 1:.....i' gtam
Kitt it $Peei f ea,L on ht , to 11e rldc� I:oSr 0
Ta k....1 betermine debt And eguity needs of businesses
ih the high risk: category.
Task.2 Identify current sources of high risk venture.
capital.
T»»k._.3 identify typical development projects needed
ih city's ecotc 4tic dcvelopMeht target areas:
i.e., neighborhood commercial redevelophent,
shopping malls, etc.
Phase II. Inventory nf Governmen.t Resources
Task 1 Identify all federal, state, and local sources
of business loads, guarantees, capital grants,
and other forms of capital creation for the
purposes of economic development.
Task 2 Identify all. relevant guidelines and constraints
of such programs.
Task 3 Identify and research all state of Florida statutes
which create authorities for quasi -public bodies
to rai e debt and equity capital from the public
directly or from public bodies such as the stato
and local. government.
Task 4 Identify all relevant guidelines and constraints
of information developed in Task 3.
Task 5 Evaluate existing programs for duplications and
service gaps.
Phase III. Define Financial and Development Assistance Needs
Trask 1 Using the information from Phase T , 'Tasi 3, idcn t is 1'
the kinds of clients as well as the expectations
of private developers and techniques to coor.dinato
and assist the development objectives of the two
groups.
"SUPPORTIVE
DOCUMENT S
FOLLOW"
PhatO IV bdrine Ltitiftl ChAttet Of beVelopteht ebtporatibn
i
Task i Utihq the ihformation ftom Phnlos 1 and 1/ dew
I t
up a legal chatter which mott ditectly totpohdt
to the needs identified in Phmte 1 while maxittit
ihq the utilitation of fOnds and authority idonLified
in nate 11,
Task2 Define the rking relationship between the city
govetnment and. the beVelOpment Corporation,
phase V. cirratii2attonel
TaSk I Develop aft organi2ation description consistent
with needs and authorities identified by earlier
phases.
Task 2 Develop job descriptions for key personnel.
Task 3
Develop an operating budget.
Phase VI. Financing and Timetable
Task 1 Establish capital targets to begin operation.
Task 2 Identify source of operating funds.
Task 3 Establish agenda of actions for first 90, 120,
180 days of operation.
TOmired
CSA dram
City of Miami
Oath $1S,000
in -Rind 1S,000
expenditures
Consulting Pees & Services
In -Rind Contribution
Assistant City Manager $ 2,500
(Richard L. rosmoen )
Director, Trade & Commerce 3, 000
(Julio A. Castano).
Assistant Director, Trade 6,000
& Commerce (Tony Crapp)
Law Department 2,000
Project Audit 500
Finance Department 1,000
Total
$15,000
$60,000
tool p
tivpbtsb
• IhforMAtioi - SoUted§
The CSA beiteriStraticM1 Project Will be adfiniste.red by the
CityOf Ntiatti under` the overalltttanagett►eht and guidance of the
i Cdt:iftrissie�h and City Manager, Direct managetfieht will
City beypr, i the Office of Trade & Commerce Development and the
be provided by
Other development department$ tender the assistant Manager for
Planning and Community Development (Richard L. Tosmot n)
Cognizant of the need for a more direct involvement in the
economic life of this community and the implementation of an eco-
nomic development function as part of the local govet:ntlent structure,
the City of Miami is currently undertaking a program of economic
development activities, The creation of the Office of Trade & Com-
merce Development is the basis for a concerted effort to improve
economic conditions in Miami through the active coordination of
economic development activities.
The general objectives of the Office of Trade & Commerce De-
velopment are: 1) To increase the City's tax base, 2) diversify.
the local economic base, 3) develop and expand employment opportu-
nities 4) assist private investment and promote reinvestment, and
5) capitalize on the City's comparative advantage areas.
The objectives of the Office of Trade & Commerce Development
will be accomplished through the preparation of a comprehensive and
cohesive economicdevelopmentplan, policy, and program implementation
strategy directed toward three general goals: 1) Retention and ex-
pansion of existing commercial and industrial enterprises, 2) attrac-
tion and establishment of selected industrial and commercial firms,
and 3) fostering of international business development by exploiting
Count r Emappl t Thts - pri.vate sei too-- oft th€ cL ter hahth -
dons. •riot fully , enttiptehetid the . clitidat. elimate
•and federal and. state•gyetem --if whi't':h the rtoverti
rieh t e5perc tea l not does 7. t apptrecia t t the h'E.tl i.+r
•
the public t eview tiroceaai
t4oreover, the tWo eeetotys••do 'tint- always . agtee Oh what artaii
of the City should be developed arid what type of devel:oprent is
• feasible, rhere1ore, the key to a successful loeal•econotttid develt p'
nett effort.1s a meaningful partnership between•the public tr private -
sectors
In the ease of the City of Miatni j- a coordinated•cotntnitment from •
key' City.officiali has already been initiated along with the work •
• on the City's Comprehensive•bevelopment Master Plan. Private motor
support and endorsement will' prove :to
the development of a true partnership
sectors directed toward strengthening and expanding the local econo-
my.
be the major challenge facing
between the private and public
btttc-+t i E ..q4l 'ai*1W; L'g
There Ate athct: factors that Will greatly effect the tidal
struettire of the proposed quasi -public VchtAit c, Itys dh dradttt
is largely determined by t
1. Local Attitudes
2, development Priorities, and
3, State and Municipal Enabling Legislation
Some institutions have a mote public character than others,
because of their powers and source ofbfunds. Project adminis-
tration is often closely controlled by a formal public review
process. Others, which are structurally independent from local
governments, have considerable control over certain development
tools. here, funding and decision -making are typically shared
by the public and private sectors.
The mounting costs and complexity of undertaking urban
development projects makes it increasingly necessary for local
governments and private businesses to pool their resources and
share the risks of planning, financing, constructing and
marketing major development projects.
However, this is not an easy job! Difficulties
to develop in each sector as they learn to appreciate and
understand the other's needs and perspectives on the develop -
process.
[:..ample: The public sector often does not fully under.-
stand the private investor's need for timely
action and lonT-term commitment to a project.
`i'h`e key•to thosc institutibtis it that Uir'y t pit r1 both
publio t' rd privatc developmtnt o paI:S.!?y byprovidih t protot--..
gionAJ: staff of deve.iopment txpertt, l.ccal petiers at;ci fittat1uia.l
flexibility, /he fle.tibi lily eti::ib1os '.the institution to rnc-tko
quiCke _det✓is,ivoh_ and Operate in a smote busit5rsslikt fashion
. than a public igent+y,
'Problernt
OU.O. 0h of lccou i_t4bi1ity.
but+ those are the advantages of such a quasi -public
Vehicle. The disadvantage is the blurred distinction between
the public and private sector. When individuals from the private
sector participate in the formulation and management of public
development programs, they are also making decisions about the
use of public powers and resources. As a result, a number of
questions are being raised about the accountability of develop-
ment institutions to local government:
Q: Can a quas`i.-public institution efteclively represent
the public interest?
Q: How can the public sector maintain control over a
quasi -public body?
Q: How much control can be exercised without compromicinn
the flexibility of the institution or losing private
sector .support?
Q• What is the; appropriate in of public and private
resources?
These are the tough questions we hope to answer during the demonstra-
tion
feasibility study, so that questLons of accountability
won't cause problems down the road!
la
Cites Ar.6 Atatninq tliit coati oof i otlitlebs lcguateteh-
ttit ut t bf urb h planning c b 11_.�.... ,p n�U t-iii fit
ittfofiiatiot! dot clevc1opinci otnp.._
sttate4lba
New•appronehea and t.ii•ban planritnr tooia t;ivat die
deVeloPeti € hci ititpieti mit6
Cities are finding• that traditioftil federal grants-.
ih—aidp auch as: t1UWs community development pregroffitl
or Labtlr�s OE 'A �arogratti� are not' easily _ nt-orA 4
itito comprehensive econotfiid deve16pmetit strategie§
The legis).ative . history ntid administrative tradit;ioti
of these.agencies have.produced guidelines that
.generally.have inhibited -the stimulation of private'
:sector eeonotiiic- activity.
rinal1y, cities are reCC' iZifl Sec t t� n ereshoy dstat
build cooperation with private
tto levels the POLICY LEVCL,-;where overall•
• strategies are discussed, reviewed.and'adopted,
and • tho IMPLEMENTATION LEVEL, where projects are
•
designed .and financing is arranged.
HOW ARE CITIES OVERCOMING THESE PROBLEM ARIAS
The trend is toward the creation of joint public/private
development institutions that share the responsibilities of
policy planning and program implementation. Examples of these
joint institutions include:
mayor's task forces on development
quasi public development corporations
downtown development authorities
economic development commissions
They differ according to their purpose, structure, power, source
of funding and their area of focus, which might include a
specific or city-wide project, an economic sector., or sub -city
t ti Lb. ,60w,._titicl_tr t;0d .1) .s.. bemtlh s t_ ra
tieetrit t `elidt LoWatd tledentraliratioti and d ,caLegtiti.'ttati n
of fr±deral 664thitinity develdpthettL and ftt,ttipoWcr ht-Ogt°dhts his
shifted the etnphzlsi.s of deeisionjtitaking froth t:hE fedceal t
local governtiient OffiCialt. As a .result, focal governi=nehL rlow
has a greattr:rpSpOhSibili.ty for the coordination :find planning
Of a public economic development program,
Another trend that supports an aoyressive coordinated
development approach between the public and private sectors
increasing federal pategorial grant support that provides 'cities
with the capacity for planning and impletnentitrg a coordinated
economic development strategy.
An Examples EDA's Section 302 planning program which
provided support to cities
planning and analysis,
2nd Example: 77-79 Community Economics Development
Demonstration Programs - jointly funded by
HUD, Labor Department and EDA This 10 ci ty
demonstration program is aimed at increasing
the capacity of cities to plan, program and
manage the public and private investments
necessary for successful eocnomic development.
In short, the federal agencies area giving .local city, state
and county governments a tree hand. They are encouraging inno-
vative and imaginative program s that package an improved blind
f public and private expertise in the development: process.
However, in their efforts to improve their capae1ly to deliver,
the cities have encountered 4 major problem aro,as.
1. They are finding that their government structures,
which h,i e evolved gradually over the yrrrr!i, do not
permit a quick and cfmrdinate(1 response to t 1"' nf''ods
of private .,ntrr.;,r
for comprehensive
Ia :ustries
Retail Trade
Wholesale Trade
:;elected Services
:lanufacturing
TOTAL
,EMPLOYMENT AUD ESThflLlSiir!EN BY: SELECTED INDUSTRIES
CITYOF !II s tI AND DADE--CODUTY
Dade County
No. Establishments No. Employees
:.aurce 1972 Census of Business, Gladstone Associates
4,659 C34 i
1,316 (371)
5,421 (36%)
997 (34t)
12,393 (351
23,,635 (3G%)
14,122 (371)
23,Et21 U321.
25,600 (3(1%)
52,332 f32s)
II
DISTRIBUTION OF F NON-AGRICULTURAL E'tPLO£MEUT . BY INDUSTRY
DADE COUNTY 1960 — 1975
Industrial Category 1960 1965
41,700 13.61 54,600 15.0% 75,700 15.3%,, [ 88,,500 14_73
23,300 7.6% 23,300 6.4% 32,100 6.51 39,1043 6. 6%
T.C.P.U.` 35,300 11.5% 37,400 10.3% 56,500 11.2% S ,,900i 9}.;7A
T a3e 87,600 28.5% 99,400 27.3% 132,700 26.5t. 154,9(10 2.5_7
r.I.R.E.
3 20,300 6.8% 24.700 6.8% 23,900 6-575 44 50,G
2.ervices s Miscellaneous 63,300 20.6% 77,600 21:.,3% 114,70E 22.7%. 145,7G0 24-It
Gcve n...ent 35,600 11.6t 46,600 12.8% 57,600 11.3% 7 ,30-0 it -al
Total 307,600 i00.03 1363,600 100.0% 503r200 I00.0 ¢ 6:03,4004 100�-0
Manufacturing
CJntrict Construction
;January 1975 Original: Monthly Estimates
;T`Transportation, Communication aa3 Public .Utilities
ransportation,
Insurance and Real Estate
1970
%1:rce: Labor Market` Trends, Florida Department of Commerce, Gladstone Associates
19,75.1
ID"
ESTIMATED OFFICE AND NON -OFFICE' EMPLOYMENT
DADE COUNTY AND CITY OF MMIAMI
19E15
ESTIMATED EMPLOYMENT: I9a5
Dade County
Industry
City of [Miami
As 8 of
Dade Co...
►lu.'tth.er
Manufacturing 130,000
Contract Construction 62,000
Transportation, Communication 80,400
andPublic Utilities
Trade 200,000
Finance, Insurance and 72,800
Real Estate
•
Services and Miscellaneous
Government
TOTAL
205,000
100,000
850,200
25'
30$
35%
30
31%,
3G%.
404
263,300D iF
Source Gladstone Associates
vs. roxir:atcly 35t for
��p ire
toetlt:pedtod to .itiai`o<ito• froth its pr7at;t tQrt1 a
4t.00 jobt t i ty n•`iJ>OOO mht1 88 000 by
LCCAT1ON!t, COMPAP t8Otts bbTt1t:t;t
PLACE 15P t MPL81c`t;E't► A!ib titttbMCt
1,t-Tit C2TY of ,tt .tt ltt i010
1't 0,641 tug
* M''S Yi NAM VP MwM'1 ' y wN
1Downtown Miami 1973-1985, An Urban Development and F,oninq
Wt•11tT
trout outlying bheppitig 'ddhte'ss itrt lit ly, mattutActt1Iing within
the city has sutfeterl frotfi the Competition of outlying ateaa
c ffarittc inevpetjtaiV€i latici and lower tAMeSs Retail and tanurcic-
turinc, theref Ye► represent only tnargittal growth poLentiol rot
the City.
Employment growth for the City to 1985 is expected to
exceeC 87,000 jobs or 50% of the 19`70 level, ttoweVer, the
remainder of the region Will expand employment opportunities
even more rapidly.
The City, however, will continue as an
.
important employment center within the region.
tta,imi has a significant opportunity to develop as a major
international trade center. Over one billion dollars in exports
currently are handled through the Port of Miami.. Cruise ship
activity as well as international trade can be expected to
expand. Dredging operations planned to allow passage of larger
ships in addition to potential trade relations with Cuba should
contribute to a further expansion of Miami's port operations.
The City of Miami will also remain a regional center for
office related employment, particularly for financial and other
professional services. Between 1962 and 1972, 54 of the county's
office growth was located in the City of Miami Of the
total, 43% was located in downtown Miami. Several planned
public projects will undoubtedly reinforce the downtown office
core. Downtown and adjacent areas will benefit from improved
access afforded by the proposed rapid transit system. DownLewn
According to -tire 1070 contuz i •thero of lTa 000
fobs. +within the City of Miami:► This rcpresent'.s r"l jptsO :lttr�ttC'i.'
of ;the i;ount:y. titnpl.oytiient. hcc)iona]nplu itnont t:emains t:r n-
•
tralitod•within the city, since rho city ac'coitntr for on1.Y
tho urbahi2ed land. area - and 2 .of the county population,
•
The bulk 'tit-c:tnployment' growth to recent years hat of tutted
outside the City` of Miai'ni. The incorporated community of'Hialeah'
and Unincorporated sections of bade County Barre received•much .ref
this job expansion, due to`. the availability of inevpensive•.t.anrl,
expressway access and -an expanding subuLban-population From
1972 Census -of Business data, the City -contained. over 90,OOn jobs.'
in the primary categories of retailtrade, wholesale trade,.manit-•
facturing and -selected services Aincluding finance, insuranc
and -real estate) . -This corresponded -to 32 of the total, fni'
Dade County.. The city was str.oncJest in the category of: whole-
sale trade,' with 3M of the-tota1.., While not included•itl the'
1972 data,, the- City of• Miami remains a center for-governnicnt
employrnent. The County Courthouse and
house the bulk of this ompl.oynront • however, the_ new Government
Center will further strengthen the centl•,i1 area as on employment.
core.
the Civic Center present!
Retail employment continuos in a fairly stable position in
downtown Miamidue t.o the development of new togionril
particularly the Ornni development. However, outside of downt ewu,
the widespread strip commercial cie_velopr.:itLs ore undCrgoin'l
decline in market mi port_ duel primarily to increasing rnmj)ot ilir'u
bAbr„,66bN ; 10M1( 1 1 t 0-1 o
tkfitii0AL i'NubS
1. Emterrial nv'entmotit
Property T.ncone
Tranoter Payment.
• 4. -- Other 'Labor. Income
Total•E.cternal Curios
I. BASIC ECONOMIC ACTIVITIES
1. Tourism
2. Manufacturing
a. Aluminum 2%
b. Garment 3
c. Printing ► Publishing 1
d. Electronics
e. Plastics 1
f. Other 5
Total Manufacturing
3. Aircraft Maintenance 3
4. Wholesaling, 2
5. Agriculture 1.
6. Airfreight 1
7, Air Home OEtice
8. Research 1_
9. Other Basic Activities 19
Total Basic Activities 66
h• bt To a1
Ehnomic t Ases
973
10
12
3
{. . ► . • • . . . . . .. 34%
Source:
21
13%
5
Research Division Metropolitan Dade County
Planningi Department, Metropolitan Miami:",.
A Demographic Overview, '1972
f tltt? IdeOnd large t gt=owlh indue,,Ett mew: job§)
foll6t4k t1 by metnutactttting tot'1'esr5htilig ; , 3Ot) _)bbs alilii.irilly-,
1_twth ,within Eht c a togory o r. Heirdurahci .•gtir)cl , p7t: t iculAr 1.y
tipparc.l. and to tile$, cdtietittttr Lhe att:•nntjest•compcnctit or tiiihtr
fae'tiiril g •grbwth,
136nkiti4, an. a -component of t;ic'. finalice, insurance and- 1:c61
estate industry, has . e' perionced rapid growt}i tl recoui. yeat�s.
The importance of construction acid trade activities and the 1-iso
of manufacturing by demanding local capital and credit has
Stimulated the development of a strong regional financial center
whose significance extends throughout Latin America.
NON-A'It?tCiti]TUrM. EMPLOYMENT tot I;JDUSTPY
DADE COUNTY
1960 1974
Industrial Category
Average Annual
Employment 1/
1 "60 1965 H7n
Manufacturing 41,700 54,600 75, 700 91,800
Contract Construction 23,300 23,300 32,100 43,400
'1'.C.P.11. 2/ 35,300 37,400 56,500 60►100
Trade 87,600 99,400 132,700 156,400
F-.I . R. C. 3/ 20 , 00t) : 24',700 13,900 47,100
Services & I4isccllaneou; 63,300 77,600 114,700 142,200
Government 35,600 : 46 , 600 57,600 71', 100
307,600 363,600 612 ,1►)0
1/ Estimated on place -of -work hnsi
2/ 1'r n:chortation, _ Comununicat.icm and Public U►:.il it i.e::.
3/ Finance, Insurance ctnd Real Estate
Source: Labor Market Trends, riorida i)rh.arttnrnt of Oimmercr.
1
patterns. , Vor thr tiatioh, manufacturing ctnpir�ythetlt
other•tatecori'es with 26-13 bf • ali jobs. fello ted by cr.Vitet and
cj Verflt eft with ).5t.+ each~ iletail trade i.tlduttry i fourth with
alit roxim tely 10, tn. comp ►rison, the Miami- area it dominated
by the -trade ilidutjtry (retai_t as well as who1csale) repretentitt-t
•
approximately 26% of the employment base. Next in importanc:e•
is the category of sereice.industries which together accouHt.foe
• over 24A of the County's jobs. Trade and service related employ
font combined account for half•of.the toal employment
strength of these job categories underscores -the importance of
tourism to the• regional economy. 19% of the _2r0°• (of' total
employment. base) of. trade•jobs are retail employment•related.
Next in importance is manufacturing with 15 0 . nl though' Dade
County`s manufacturing and.government job categories are less
•important than for. the nation, all other categer.ies, conversely,
are stronger. Contract construction, in particular, has 12% of
the region's employment, compared with 5 for the nation. 'Phis.
of course, reflects Miami extraordinary rate of urbanization.
In addition, tourist related employment is more significant for
the Miami region than for most other areas of the country.
within the hotel and lodging industry.
within the services heading) accounts for 4% of all job
pared with 1% for t:ho nation.'
ca tccjo ry
Although trade continues as the leading employment category,
services exhibit the largest numerical
jrowth rate, accounting
increases of 7,400 jobs annually. Retail .ind wholesale trade
his been of the type' W}iie}i ift% i is on - the
t hVironmieht► I de tslifity iJ A tapidl.y r:;pandinvi Onufactut°it,ct
oettitnr mhieh ' rettiains doming tect by cjattnetit *nut� d tttri g.,• }lkiw=
oVet°, predision.electronics, aluminum fabiidition and plastics
-Ate increasir 1y. attracted to the outlyinq Miami area►
Another signifiant eletnot,t of the eC:onoml.c -ba8ei external
funds, originate outside the city but do not involve the pro.
duction of gobds and services. The Miami area has a particularly
important external fund sector (9 ) due primarily to the large
number of retired persons whose incomes is derived from pensions,
government and other external income.
Although not considered a basic economic activity,` the
largest and increasing source of secondary income in the Miami
region is the production and distribution of services.
The mix of economic activities processed by a local economy
determines the level, distribution and stability of income into
the area, However,the growth and distribution of employment
Opportunities normally is a dominant factor influencing the sie
and growth of an urban area. In addition, employment is the
most commonly accepted measure of economic performance.
The type and level of economic development which the City
of Miami will experience during the nett ten years is a function
of regional employment growth conditions and the rate at which
the City captures regional growth.
Duo to:Miami's unique development history, significant-.
dif ferener,s exist between Miami's c"mployment, niix :in'l national
bcnittidah epublic 18t~/'hey i doSta I ir41 lti4'%hr: PintPint§ c()
tihue i igrate Lo Lake sdV hLag of labor sdVingN i:ti this
labor.,i'n'tetisive industry.
The tourist i.ttciustry mot with crippling Compelition itt the
7O's from, bisttey World, the Caribbean and other resorts.
occupancy levels dropped drastically and largo hotels like the
rountainbleau and the Eden Itoc have gone into receivership• Even
though Miami has few hotels in comparison to Miami !leach, most
of the work force servicing the tourist industry comes from the
Latin community residing it the City of Miami,
As with all metropolitan regions, the economic base of
Miami area consists of those economic activities for which
production exceeds the requirements of local consumption. ty
receiving income from outside sources through basic economic
activities, the ttiazni region is able to purchase goods and
services not produced locally.
Tourism continues as a major "export" industry representing
approximately 210 of the economic base. The hotel industry and
other supporting services centered in the beach area benefi L•
markedly from this major economic activity. Likewi.se, tourism
represents a major source of income to Miami's two principal
transportation centers, the Port of Miami and Miami International
Airport.
OE importance_ to the regional economic base
While the manufacturing sector in the Miami region is not as
significant as in some other major cities, industrial growth
teortoM4,a o
the uhir ue hatUre of Miami l s ecofcitnid hci u has r J_'`ao Created
ater1
soriolts probte is for the CiLy's cconottli.L health. The heavy
depenc1cnce Oh tourism, construction, and the gat -Met -It industry in
Mini led to the very high unempl.oyr ent rates of 12 to 13 pet -
dent during the recent 1973-75 recession, as tourism and
construction are generally among the first sectors to suffer.
durihg a national ecohomic downturn.
Industry employment figures for Dacle County, shown below,
reflect both the impact of the economic recession and some
local softness in the industries themselves.
i•1PLOYMI NT BY INtUSTRY
DADE COU4JTY
Construction -
Garment
Hotel
Total
1973
44,700
22-,603
24,800
92,100
1977
2,3,900
19,400
16,800
60,100
Construction ,activity has dropped considerably since it:
1973 peak for a number of reasons. These include the national
recession, the local decrease in demand for housi.n't caused b;•
the cessation of Cuban in -migration, and rampant increases in
housing costs unmatched by income expansion.
The garment industry has steadily sufferedas .n result of
Competition from c1w.ip-labor countries; Lolumlii.ri
pfesehtiy t orivot sage 4J1 of A is eiehtArt1_ Operatinct AdUOM .itg
from the property LAM bases
UtietttioYregt.. Probidfn
In addition tb a severe 1rev0110e problem, the City of
Miami faces a serious unemployment problem. During the spr it j
and summer of 1577 a City survey placed the unemployment tate
At 964% within the city At a time when unemployment countywide
was approximately 7%,a figure significantly higher than the
y 9 g
national rate.
BASIC rt•1PLQYt•1ENT PitorILE OF THE CITY OF MIAM.t
SPRING-S1)MMER 1977
Employed % Emfi'loyed % Active ' Discour.noed
Full-time Part-time Unemployed Unemployed (N)
City of Miami 75.1% ] 1.9% 9. 4% 3.6% 051)
Racial/Ethnic Groups
Anglos 77.2 14.5 4.6 3.8 (141)
Latins 78.3 8.8 9.2 3.8 (544)
Black 67.2 17.3 12.5 3.0 (263)
Neighborhoods
Model City 66.5 18.2
Edison/Little River 67.4 24.1
Allapc ttah 80.5 7.0
Wynwood 82.2 5.7
Culmer 61.3 1.2.9
Little Havana 75.1 9.1
Coconut Grove 64.5 13.2
Other Miami 80.5 9.9
14.1
6.1
12.5
12.1
22.6
9.5
11.2
5.7
1.0
2.5
0.0
0.0
3.2
6.3
11.2
3.9
(t06)
(98)
(91)
(37)
(31)
(191)
(31)
(359)
,be dedlittitiq itt yeti t te% int i• 'beer the Oast three ye:art the
'growth n the pro i rtj 'tci' b ige h 6 9.0-'' (1.07s) , y'
0.16) nd •(1977) s Phis 0.oWed rt' owth t: ri:e It: s' o6cur,t'd
at a tittle. whoa the iJest of. provi.ctinc City, se?Viees has ravi'ily
]:net-oastde At the Sable tithe, the tepo?ty tc : base ctrowth i.n
bade County has-been cehtistently. higher than the City.:
CITY TAX t3)\SC Gt bWT11
Year
City of Miami
% Increase Over
Previous Year
Dade county
% Increase over
Previous Year
1971 10.Q%
1972 7.07.
1973 13.0%
1974 29: 53:
1975 9. 0"i
1976 5.5% 7.07
1977 3, t3% 5.07.
* Reassessed upward in ' 74-not a relevant figura.
Ater adjusting for increases in the cost of services and
supplies, the City tax base has shown a real decline in the.
past two years, a decline that threatens the ability of the
City to balance its annual bu.idget. Only substantial redevelop-
ment ,and economic growth can reverse this trend. In 1977 the
City of Miami increased its property tax millage rate to 10
mills
(the State
limitation is a
imposed limit on municipal governments).
ever- fiscal hardship in-as-mar+:h as the
0wou .....ltttntiii4Liottty.r (A ,
Tlie city of Miaiid is currently f n. tt g a •crucial. fiscal
situation in which its financial options are -a severe 'curtail-
ment of municipal sPrVices, ati r efts= -it oC its economic aittl
tag bases through an active. and innovative economic development
plan, or a combination of the two altei:nativete ,flour key
measures -of median fatni1y ineoine, property
tart base, unemployment aticl employment :trends by major. sect-i-- -
all indicate a worsening fiscal situation in the City.
Income'.Trend
The median family income of• City residents has declined,
over the past twenty years, as a.percentage of Dade County
family income.
Year
1950
1960
1970.
TABLE I
City Median Family Income as a
of Dade Country Family Income*
188*
83 (82)
79 (80)
a..
Census population and housing, Census Tract, 1970
** 1950 figures combine median family income for
families and individuals. Figures in parenthesis
for 1960 and 1970 show median income for families
and individuals combined.
City Tarr Base
Miami's property tax base, poses a severe revenue probion,
in that, while not declining in dollar value the tax bast may
thLt:otluctioh
The City of miffini pLopoget; to examine the feasibility of
creating a mechanistic capable of advandiUcj the development or Lht
City, h This deveit -tnt?tit tool would be authori ed Lo inVesti:ct tt.o
alternative treasures to encourage development projects within key
areas by securing a greater uti1itatioh and coordination of eXit;t;
ing and anticipated programs,
Working in harmony with the City's development departments
(Planning, Office of Trade & commerce Development, Community De-
velopment), and within the framework of the City's Comprehensive
Development Master Plan, and the Comprehensive Economic Development
Strategy, this Development Corporation, would initially concentrate
on providing financial and project- packaging assistance in coordina-
tion with existing development agencies. In addition, the Develop-
ment Corporation would seek high risk loan and equity capital to fi
nonce the acquisition of land and construction of buildings for pro
jects it approves, and arrange for financing for its portfolio pro-
jects.
The purpose of this grant application is to secure matching
funds from the Community Services Administration in ori1er to finance
the planning and design of a financial Assistance Program. The pur-
pose for which this planning study is being undertaken is the c,r%atlon
of a Development Corporation, which would possess the most compre-
hensive set of financial tools and technical expertise available for
utilizing public funds to induce private investment: into areas and
industries
which are consistent with Miami's public policy ;ind r'c no-.
mic growth objectives, which ,ire currently being plc f i nrd.
CONTENTS
Introduction
Background Information Cite -of Miami. Economic Condit.tonS.
- Income Trend
• City Tait ' t3ase
- .Unemployment
- Economio Base
. Needs to be Addressed by Demonstration Project•
4.' Local Project -Liaison, Support and Information Sources
5. Anticipated Benefits•of Demonstration Project
Work Program and Schedule
7. Budget
CITY OF MtAMI
OFFICE OF TRADE & COMMERCE DEVELOPMENT
DEMONSTRATION PROJECT PROI'OSM1
Joseph f t Crassie
Page 2
Jahtiary Sp 1979
The Office of Trade & Coim erce bevelo m ent has. adhered to.the provisioht-
of.the State of Florida Oonsultant's•competitive.Negotiatiori Act, --and -
has conducted -a consultant selection process which begari with an•adVer.,
tisement of a Request for. Proposals in the local media between. November
2 5, 1979• and which Was•concluded . on January 3 r 19 79 With oral presence
Cations. by. five consultant'. firms selected as finalists b a five -member
• .Technical• Review - Cotrmittee which was established by the Office of• Trade
&'•Commerce Development.
On behalf of the Technical Review Committee, I am recommending the negotia-
tion and award of a contract for professional services to conduct the
Community tconomic Development Demonstration Project with the two most
qualified firms in the following order of preference: 1) Mariscal &
Company; and 2) National Urban Development Services Corporation, Please
be advised that there were two firms tied as the third choice for the
contract award- Touche Ross & Company; and Candeub, Fleissig and Associ-
ates - either of which would be acceptable in the event that a contract
could not be negotiated with either of the first two choices.
JAC/TEC:vh
Attachments
- Proposed Resolution
- Grant Proposal
Resolution #78-665
Appropriation Ordinance
Consultant Proposals (4)
i t'l 1.F >.it. ',11. t'LGF?IhA
t Joaeph R. 'GresSie •
:City t�iarager
Fc"' Julio A. Castano, Director
Office of grade & Com neree velopment
,'..-rk.- -da uary•0 19,5
Resolution Authbriz ng 6Ohtr'dCt.
EkeCtitioii to ii-iipleireh€•.the•Co t�
• tMihity Econotic beve lop tteht CSei ton'
.stration-FYojeet
Attached for presentation to the City Commission on January 18, 1979 is '.
a Resolution which authorizes the City manager tonegotiate and execute
a contract for
r
p consultant services, in an amount not e{ceeding
$45,000, for theimplementatibn of a Community Economic Development Demons-
tration Project for the City of Miami.
The City Commission of October 24, 1978 approved Resolution 78-665, accept-
ing the offer of a matching- grant award in an amount of $30000 from
the Office of Economic Development, U. S._Community Services Administration
(copy attached). On December 14, 1978 the City Commission passed, on
first reading, an Ordinance appropriating` the $30,000 in federal funds
from the U. S. Community Services Administration and the required City
Cash -match of $15,000 from the budget of the Office of Trade & Commerce
Development (copy attached)
The City of Miami Community Economic Development Demonstration Project
will involve planning, design, and development of a Financial Assistance
Program and the implementation of a study to assess the feasibility of
creating a development organization to encourage economic development pro-
jects within the. City by securing a greater utilization and coordination
of existing and anticipated private, City, County, State, and Federal pro-
gram resources.
The anticipated benefits to the City of Miami from this demonstration pro-
ject include:
The development of a Comprehensive Financial. Assistance Program
which will be directed toward the coordination of existing
financial resources improving access to available high -risk
loan and equity capital resources for investment in declining
neighborhoods and city-wide public/private development projects,
and developing new financial resources or tools for economic
development in the City.
A feasibility analysis of an organizational structure for the
implementation of the Financial Assistance Program which would
promote economic development, facilitate the attraction of new
business and industry, create and expand job opportunities and
thereby strengthen the economic base and tax base of the City.
The Office• of -Trade .&' Gotnmerde Delopftlent has -. adhered . to i the - pt0Viaioiis -.
of the-gtate of Florida Consultaht►s Cotipesi heChe0otiatioii Act, and
has oiducted a consultant selectioiri the focal tttediaabetweena�vovembef
tieement of a )request. for .proposals 1979 with. oral pre�eii�
-2-5,.-1979 and which was concluded -on danuary•3,
five consultant firms selected as finalists by,a- five -Member
tations•by ,-i � of -Trade..
Technical Review Committee which was established by the Office of 'fir
e•Development.
- the ne ota�
& Cbeh behalf the-Technical•Review Conlmittee,'1 am •recommending g
ti behnl
tion and avtard of a contract.. for. professtoohlprorect with theatwo most,,
-Community Dconoittic Development Demonstra J
qualified firms in the• following-veorder-entprerviceseCorporationcal lease
Company; and 2) National tlrb
be advised that there were ttvo firms and
eSCandeub,r�'lessig and Associ�
'contract .award- Touche Ross•& p y
ates - either of which would be,acceptable•in the- event. that a contract
could •not be negotiated with either of. the first two choices,
JAC/TEC:vh
Attachments
- Proposed Resolution
Grant Proposal
Resolution #78-665
- Appropriation Ordinance
- Consultant proposals(4)