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HomeMy WebLinkAboutExhibit 2COMPOSITE EXHIBIT B THE COCONUT GROVE BUSINESS IMPROVEMENT DISTRICT BUSINESS PLAN AND BUDGET APPROVED BY THE BIC Table of Contents Page 1 COCONUT GROVE Page 2 MISSION STATEMENT Page 3 BID STEERING COMMITTEE Page 4 BUSINESS SELF-INTEREST Page 5 THE RAPID RISE OF BID'S ACROSS AMERICA Page 6 EXECUTIVE SUMMARY Pages 7 GOVERNANCE OF THE BID Pages 8-10 .COCONUT GROVE'S BID: HOW WILL IT WORK HERE? Pages 11-12 ENHANCEMENT PROGRAM SUMMARIES FOR THE GROVE Pages 13-14 SANITATION PROGRAM ANALYSIS AND SOLUTIONS Page 15 BID SANITATION BUDGET Pages 16-18 SECURITY PROGRAM ANALYSIS AND SOLUTIONS Pages 19-20.. OVERVIEW OF COMBINED POLICE COVERAGE CITY OF MIAMI AND BID Pages 21-22 BID SECURITY BUDGET Pages 23-24 FINE TUNING THE TENANT MIX: ANALYSIS AND SOLUTIONS Page 25 BID TENANT MIX BUDGET Pages 26-27 MARKETING ANALYSIS AND SOLUTIONS Page 28 BID MARKETING BUDGET Pages 29-30 SPECIAL EVENTS ANALYSIS AND SOLUTIONS Page 31 BID SPECIAL EVENTS BUDGET Pages 32-33 . STREETSCAPE & MAINTENANCE ANALYSIS AND SOLUTIONS Pages 34 BID GENERAL & ADMINISTRATIVE BUDGET Pages 35-36..... BID BUDGET, YEAR ONE Page 37-38 BID ASSESSMENTS Pages 39-52 . BASE LEVEL OF CITY OF MIAMI-PROVIDED PUBLIC SERVICES Page 53 .APPENDIX A: PROSE DESCRIPTION OF BID BOUNDARIES Page 54 .APPENDIX B: BID MAP Coconut Grove Quaint brick sidewalks, palm trees and live oaks overhead sidewalk cafes, sunlight on the bay, sailboats A good place to make even better -�- Mission Statement The mission of the Coconut Grove Business Improvement District will be to help re-establish Coconut Grove as a world -class commercial walking village with impeccably clean and visibly safe streets and to create a stronger sense of place with a more compelling retail mix so that the Village Center can flourish by attracting increasing numbers of high -value customers to shop and dine in our district and to stay as guests at our hotels. - 2 - BID Steering Committee The Coconut Grove Business Improvement Committee, an advisory Committee to the City of Miami, was formed in 2004 to conduct a public process to transform into and establish, by vote of property owners, a business improvement district in the commercial core of Coconut Grove. In 2007, the BIC established the BID Formation Subcommittee to serve as a steering committee for this process. It developed a BID Business Plan and reached out to provide information and to promote the idea of the BID to property owners, merchants, restaurants, and hotels. Our national consultant in this public process has been Dan Biederman of BRV Corporation and the 34th Street Partnership in New York. Co -Chairs Art Noriega David Yoblick (Miami Parking Authority) (Panther Management Services) Members Commissioner Marc David Sarnoff (District lI, City of Miami) Gail Baldwin (Gail Byron Baldwin Architect Inc.) Sylvan Bignon (Greenstreet Cafe) H. Bredemeier (H&H Jewels) George Cozonis (Sonesta Bayfront Hotel Coconut Grove) Lalo Durazo (Jaguar Ceviche Spoon Bar and Latam Grill) John El-Masry (Mr. Moe's & Christabelle's Quarter) Rick Kalwani (Aries Development Group) Sue McConnell (Resident) Ed Prelaz (Mayfair in the Grove) Mia Stierheim (Cocowaik) Monty Trainer (Coconut Grove Arts Festival) Maurice Wiener (HMG Courtland Properties, Inc.) -3- BUSINESS SELF-INTEREST The founding chairman of Philadelphia's Center City District, Ron Rubin, the downtown's largest property owner in 1990 was clear that the motivation for forming the BID was business self-interest. Rubin, who also owns and manages suburban shopping centers, sold his peers on the concept of mandatory BID assessments with the following argument: I already provide cleaning, security, and promotional services for my 15 office buildings and shopping centers downtown, so I don't need this for my properties. But if my buildings are islands of cleanliness and safety in the midst of a downtown that is widely perceived as dangerous and dirty, then I can't succeed, and neither can you. (from the Introduction of Business Improvement Districts, Second Ed., Lawrence O. Houstoun, Jr., Urban Land Institute, 2003) -4- The Rise of BID's Across America The Rapid Rise and Spread of Business Improvement Districts Across America BackEround For the past several decades across the United States, once -thriving urban commercial districts have faced competitive factors which have significantly eroded their former appeal and market share. Municipal governments-- faced with complex problems and limited resources-- have been unable to adequately respond to the challenges facing their commercial districts. Business Improvement Districts, or BIDs, have emerged to finance and maintain the services and improvements that are required to restore quality and economic vitality to commercial districts. Across the board, Business Improvement Districts have produced strong results and impressive statistics. More than 1,200 BIDS now exist in North America —serving cities small, medium, and large across the continent. Sixty percent of these BIDs have been formed since 1990. The concept of a "business improvement district" has proven itself to be an idea that works and also one which can be adapted to specifically serve widely different commercial districts in terms of their differing needs and realities. BIDs are formed with the consent and active participation of property and business owners within a defined geographic area. A BID is based upon the benefit assessment district concept —property owners and businesses agree to pay extra to form a pool of financial resources to actively address self -defined needs. Revenues from this assessment are directed back to the defined area to finance a broad menu of enhanced services. The range of benefits is determined by the property and business owners of the BID and often includes such positive areas as: s , and transportation, special events, curb appeal capital improvements, and business recruitment and retention. In a 1996 study, The London School of Economics explained the stunning rise of BIDs in North America as primarily an exercise in business self-interest, saying: The motivation for property owners to establish a BID and thereby impose a compulsory levy on themselves is that the expected commercial return will exceed their personal contribution. The growth in BID formations across the United States reflects the recognition by property owners that the value of their asset (i.e., their property) depends to a significant extent on the surrounding environment..." -5- Executive Summary —The Coconut Grove BID Business Plan Mission • To re-establish Coconut Grove as a world -class walking village with a flourishing Village Center district which attracts high -value customers on a consistent basis. BID Steering Committee • Committee of Grove business & property owners-- formed to provide information about, and conduct public process to create a business improvement district in Coconut Grove. Business Improvement Districts Across U.S.—Background • Some 1,200 self-governing BID's formed in U.S. to reinvigorate commercial districts by establishing standards of excellence which cannot be achieved by city governments. How The BID Will Work in Coconut Grove • The Coconut Grove BID will be formed by a 51% vote of affected property owners. • The primary goal of the BID goal will be to move Coconut Grove up to the next level —so that we can go from being a good place to becoming a great place. • Property owners and merchants will voluntarily band together to pool fmancial resources to undertake self -determined improvements in Coconut Grove. • By written agreement The City of Miami will maintain the same base level of City services which is currently being provided. • The BID will be self-govemed by a business -based stakeholder Board. • Program areas to be improved are street cleanliness, security, retail mix, marketing, special events, -beautification and plantings, capital improvements and maintenance --proposed budgets for each benefit area are attached to this Business Plan.. • The first year budget will be provided by self -assessments at a revenue level of $490,379 and City streams of revenue at a level of $971,000, for a total budget of $1,461,379. The annual budget of the BID will be approved by the Miami City Commission . Geographic Boundaries • With the exception of five hybrid condo -hotels, the inclusive area of the Coconut Grove BID shall consist of the contiguous non-residential, non -tax-exempt properties in Coconut Grove's 18 block central commercial core. A full prose description with accompanying map of the geographic boundaries of the Coconut Grove BID is included in this Business Plan. Assessment Level, • No residents will be assessed. _. • Retail shops, restaurants & offices and related adjusted sq. footage from the folio will be assessed at an annual level- starting at $.26/sq. ft; assessment increases one cent each year. • Hotels will be assessed at annual rate of $120.18/room; assessment capped at $18,000. • Parking lots and garages attached to assessed buildings in same folio will be assessed at an annual level of $.05/sq. ft.; increasing in Year 6 to $.06/sq. ft. • Parking lots & garages standing alone in folio will be assessed at annual level of .15/sq. ft.; increasing in Year 6 to $.17/sq. ft. • Major properties (in excess of 200,000 sq. ft., not including parking) will have assessment capped at 75% of total. • Office space in Sector 20 will be assessed at $.15/sq. ft increasing in Year 6 to $.17/sq. ft. Formation and Establishment of BID • BID will be established by vote of City of Miami Commission, pursuant to vote of affected property owners. • There will be a 19 member BID board consisting of more than 50% property owners. • There will be a sunset provision at the conclusion of Year Ten at which time a 51% vote of affected property owners will renew the BID for a second term should they so choose. • The BID may choose to expand prior to Year 10 with a 51% vote of all affected property owners. -6- Board of Directors of the Coconut Grove BID Govemance of the Coconut Grove BID The BID Board of Directors will consist of the following 19 members: • The Commissioner of District 2 • A Representative of Miami Parking Authority • Two Representatives of CocoWalk • Two Representatives of Mayfair • Two Representatives from Grove hotel properties • Two stakeholder appointments by District 2 Commissioner; may include representatives from Grove events if so wished And nine individuals elected from the following groups: • Four property owners And Either • Two retailers and three restaurateurs Or • Three retailers and two restaurateurs Hotel representatives will be viewed as property owners. There will be more than 50% property owner representation on the Board. The nine elected individuals will be elected as a slate as nominated by a three -member nominating committee selected by and Chaired ex officio by the Commissioner. The slate will be voted on by all property owners, with each folio getting one vote. Write-ins will be allowable. *** Subsequent to the formation of the BID Board of Directors, the following decisions will be made: • Election of a Chair from among the 19 members • Establishment of Board meeting schedule • Establishment of Executive Committee, if deemed necessary • Establishment of committees -7- The Coconut Grove BID Coconut Grove The Coconut Grove Business Improvement District will undertake those enhancements, improvements, and benefits for the Village Center of Coconut Grove that the City of Miami has neither the financial resources nor the will to undertake on our behalf. It is our Village. Together we can make this a better place than any of us individually could imagine. Coconut Grove can become a much finer place if we lift it up. The Challenge Before Us Coconut Grove has a long history of pleasing customers, visitors, and residents with a rich cultural mixture of arts, sunshine, sailing, music, lush tree canopies, and sidewalk dining. The Grove has a sense of style and identity all its own. Those of us who own properties and businesses here wouldn't trade it for anywhere in South Florida. The problem with making Coconut Grove a better place is that the Grove is already a pretty good place. The challenge before us now is: do we have the will to roll up our sleeves, work together to shoulder the future, and lift this place up to the next level? Can we take it from a pretty good place up to a higher level? -And-once we've attained our new level, can we sustain our vision of greatness? The answer of course is that by working together we can do this. There are inspired entteeieneurs and sophisticated property owners deeply invested in this community. This challenge is achievable. These are not just words. This future is something we can do. That first step on this portion of our village's journey has finally arrived. It is time to get started. The Coconut Grove Business Improvement District will be the voice of the commercial district representing property owners, restaurants, and merchants. This single, coherent voice will make decisions for the future of the Grove, and will speak to our political leaders and partners with clarity and a sense of purpose. -8- The Coconut Grove BID Getting from Here to There: The Working Premise So how will it work? At the moment, the City of Miami provides certain specific levels of service in all areas. During the past year, the BIC has identified a description of all of these levels of City provided services. This report (The Base Level of City Provided Services) is attached to this Business Plan in its entirety. Next, when we look at much of what we want for Coconut Grove, we will obviously define higher levels of service and amenities as desirable over and above what the City currently provides in the Grove. Let's say, for example, that the City sweeps debris off the street five days a week. We might decide that it would be much better to sweep debris off the street seven days a week. So, there is a gap of two days of sweeping between our current reality and our goal of seven days a week. Quite simply, the BID closes the gap, or shortfall, by providing the missing two days of sweeping. The Business Improvement District —in reality, we ourselves —undertakes the additional effort to achieve a higher level of sanitation and cleanliness. —As it -happens his example is true The t'ity d sw the streets five -days a week. Why won't the City just pay for the extra two days of sweeping? The City cannot provide more services to one neighborhood than they do to another. The City cannot clean every street in Miami every day: the cost would be prohibitive. If we want this done for our Coconut Grove community, we will need to lift our village up ourselves. This example sheds light on every area of improving Coconut Grove. One of the strongest aspects of the Business Improvement District is that the board of the BID will decide what needs to be done and will prioritize the order in which we do things. Even more importantly, the individuals who constitute the Board of the BID will be directly accessible to all of the property and business owners of the BID. We will be in direct control of our own destiny as business people. Our decisions will be made as business decisions. -9- The Coconut Grove BID So what's to keep the City from cutting back on our Grove services once we start providing additional upgrade services ourselves? The Miami City Manager has signed an agreement to honor the baseline of services as they currently exist. These are documented in the attached Base Level of City Provided Services at the conclusion of this report. Clearly, it would be against the City's own self- interest to cut back on services to the Grove. It is to the City's tax base benefit to have a more flourishing Grove business district. It is a productive model both from our Village Center Grove perspective, as well as in terms of the City of Miami's municipal global view. It is in this same spirit of cooperation that the City of Miami will provide to the BID all funding and fees that have been previously allocated to the BIC and held in trust by the Miami Parking Authority under the City Code from Coconut Grove area parking surcharge funds, parking waiver fees, supplementary user fees, banner fees, sidewalk cafe fees, and general improvement funds upon passage of a separate City ordinance simultaneous to the formation of the BID. In addition, all of these funds and fees will continue to be allocated to the BID as they have been allocated to the BIC in the past. A City ordinance will be created to align the geographic boundaries of all such funds and fees in accordance with the boundaries of the BID. Where will we get the money to implement the upgrades recommended in this Business Plan? Most business improvement districts have to foot the bill entirely themselves through self -assessments agreed upon by property owners and merchants. The Grove, however, is fortunate to already have some $971,000 in City streams of revenue coming to the BIC for our use —these funds come to us primarily through various kinds of parking revenues. Thus the Grove Business Improvement District will only need to self -assess $490,379 to fully fund an annual budget at a level of $1,461,379. Using these funds, we can complete the circle by closing the gap in each of the following areas for the Grove. (Please note: to drill down for more details and careful analysis of the problems and proposed solutions with specific budgets for each area, please review the separate designated sections of the Business Plan as enumerated later in this document.) What follows here in summary form is a brief synopsis for each of the following areas: Sanitation Security Retail Mix Marketing Special Events Streetscape and Curb Appeal -10- BID Enhancements: Summaries Sanitation The goal for the Coconut Grove BID will be to never allow a single piece of garbage on any street or sidewalk of the commercial core at any hour. Security The BID goal will be to significantly increase the number of private security officers and off -duty Miami police as beat officers on our sidewalks at hours when they are needed in order to have a stronger, more visible security presence. Our primary goal will be to overcome negative safety perception issues. Our secondary goal will be to deter crime through increased visibility and to be eyes and ears for regularly assigned Miami police officers. Our third goal will be a customer service function-- to serve the role of ambassadorial information for visitors. While this BID security effort will in no way replace ongoing mall and in-store security roles, a positive safety perception will enhance the duration and enjoyment of visits to the Grove. Aggressive panhandlers will be moved out of the district completely. Making an Historically Good Retail Mix a Great One The BID will actively refocus our retail mix to better serve the needs and wishes of locals who live in the Village and in the surrounding region. A secondary market will be tourists. We will undertake a very specific course of action to identify the stores, restaurants and services our customers want and then recruit those entities for Coconut move. This master plan approach will be based on the successful model undertaken by the City of Coral Gables in conjunction with their BID to attract new restaurants to their community In the Grove, we will coordinate this effort every step of the way with property owners. Marketing The Coconut Grove BID will hire a PR fine to undertake a year-round regional, national, and international marketing campaign which will integrate print, radio, outdoor advertising, electronic, direct mail, and television. The Grove BID will pursue matching funds and cooperative advertising partners to increase the budgeted amount of $340,500 for the first year to at least a half -million dollars. The Grove BID marketing effort will feature Coconut Grove as a single, identifiable destination, not just a collection of appealing elements but a place worth visiting and spending time. - 11- BID Enhancements: Summaries Grove Special Events Our special events directly benefit businesses in the Grove. The BID will pursue a strategy of supporting events as marketing and branding elements —adding one new event each year through development of sustaining event sponsors. Street enlivening activities will be supported to reinvigorate the pedestrian shopping and dining milieu. Streetscape Development and Maintenance The Coconut Grove Business Improvement District will improve the curb appeal of the Grove by advocating for improvements with the City and County in the area of street lighting and other enhancements. In addition, the Grove BID will negotiate and nurture new partnership relationships with the City. At the discretion of the BID Board, for example, the business district might well decide to undertake a leadership role in updating and advocating for City acceptance of the urban standards delineated in the long -deferred Coconut Grove DPZ study. The BID will apply financial resources to plantings and flowers throughout the Grove core, as well as for pedestrian signage, and maintenance agreements to repair the improvements we make. Finally, the Grove BID will seek solutions to long-term problems like parking and explore enhancements such as the undergrounding of electrical lines. -12- Sanitation Sanitation in Coconut Grove The Current Situation • The Grove is moderately clean Monday through Thursday of each week. • The commercial core is consistently dirtiest on Saturdays and Sundays— and, in this regard, Coconut Grove has the worst possible negative effect at precisely those times when we are most on display and visible to visitors. • This pattern has remained uncorrected for years. Contributing Factors —Immediate Issues to be Resolved • City does not clean gutters or sidewalks on Saturday or Sunday. • Thursday nights (college nights) generate a great deal of litter, flyers and beverage containers-- overwhelms City clean-up efforts on Fridays. • On Thursday through Saturday nights (late), truck street sweeper cannot clean gutters —access to debris in gutters blocked by legally parked vehicles. • One City garbage pick-up is scheduled per day. Thursday through Sunday nights, receptacles often full to brim before pick -up --nowhere to deposit street litter. • Merchants often violate ordinance and deposit "store trash" in street receptacles, contributing directly to full receptacle problem which results in street litter. • Not enough trash receptacles in commercial core —sometimes requiring pedestrians to carry litter a full block before encountering trash can. • City has difficulty resolving graffiti on private property and on County signage. • City has no strategy or response to acid etching. • Unresolved graffiti breeds more graffiti. The Goal The goal for the Coconut Grove BID will be to never allow a single piece of garbage on any sidewallc or in any street of the commercial core at any hour. Graffiti will be removed within 72 hours. - 13 - Sanitation The Solution The BID will contract with a licensed private firm to provide five full-time sanitation workers and related supplies and uniform costs for a total annual cost of $180,000 to fill in the service gaps of the currently provided City sanitation efforts. We will focus primarily — though not exclusively-- on supplementing clean up of sidewalks and gutters Friday through Sunday of each week. The all -in cost for each worker is estimated at $15/hr., or $31,200 each. Our BID "advocacy" efforts with the City will seek to: • Add second garbage pick-up on Thursdays -Sundays. • Help enforce no "merchant trash" in street receptacles. • Increase density of trash receptacles. • Aggressively attack graffiti through increased "eyes on street" security. • Partner with City to implement rapid graffiti removal. - 14 - Used with permission of The 34th St. Partnership, NYC Sanitation Budget Sanitation Budget As agreed by BID Formation Subcommittee 2-13-08, rev. 2-21-08 We agreed on the following: 1. We would most likely be contracting with a private firm. 2. We would primarily focus —though not exclusively-- on weekends. 3. We would budget for the equivalence of five full time sanitation workers and related supplies and uniform costs at a total of $180,000. The all -in cost for each worker was estimated at $15/hour, or $31,200 annual. - 15 - Security Security —Making the Grove A Safer Place The Current Situation • Even though police records show that Coconut Grove's business district is quite safe —possibly even the safest commercial neighborhood in Miami-- the public nevertheless has a generalized feeling of unease and a perception of vulnerability as they walk on our sidewalks, especially at night. Police are rarely reassuringly visible to pedestrians. • The public's negative safety perception is not conducive to an extended shopping and dining experience. Contributing Factors --Issues to be Resolved Some of the factors which contribute to the distinct public "feeling" that the Grove is not really safe, especially at night, are: • While there is always a police officer in the commercial core, they are rarely immediately visible to the public. • While the City is providing the Grove its fair share of available police officers, there are clearly not sufficient officers present to create a sense of safety among pedestrians. In the evening hours, police officers are usually situated in their cars — often with windows rolled up. • The public perception is that police officers are in "response" mode rather than preventive mode. • Parking garages in the Grove —with the exception of the Oak Garage —are cavernous underground structures. They do not feel safe. • The street lamp system in Coconut Grove is outdated and dark. Even more, our lovely tree canopy at night often creates small pools of light and large areas of shadow which makes the sidewalk seem somewhat risky. • Panhandlers in Coconut Grove are aggressive and almost seem to have a sense of entitlement —their behavior is unnerving to passersby. • Aggressive panhandlers are now occasionally approaching outdoor diners at our nicest restaurants. • Some small stores in the Grove keep the door locked and buzz customers in —in general this does not create a relaxed impression. • There are a number of dark and uninviting alleys in the commercial which look like they would make perfect "getaway" passageways. -16- Security • The shadowy, somewhat deserted, Main Highway corridor that leads from Senor Frog's all the way to Grove Garden feels unsafe and exposed at night. • The proximity of the Village West has served as a convenient escape route for criminals of opportunity active in the commercial core in the past. • Public urination in the streets at night generates a feeling of lawlessness. • The congregating of youths on Grand Ave. —particularly in front of CocoWalk at night on weekends —gives adult, high -value customers the impression that they are in the wrong place at the wrong time. • Inebriated individuals coming out of the bars and drinking establishments between midnight and three a.m. create a dual problem. They are often loud and unruly and create a nuisance. Then too, they themselves are vulnerable as they make their ways back to their parked cars. The Goal To increase the public's perception that commercial core is a safe place to relax and enjoy oneself, the BID will expand the number of customer -friendly security personnel on the streets of Coconut Grove, especially at night. These off -duty Miami Police and private security personnel will be on foot and bicycle as well as staffing business district kiosks -- so that they can physically be visible and in direct contact with the pedestrian public. Alternatively increased eyes -and -ears of security personnel on the street will generate a perception among criminals of opportunity that they will be apprehended; security will actively discourage the presence of aggressive panhandlers by moving them along. The Solution In its first year of activity, BID will allay the public's uneasiness so that they will come to perceive the Grove as a safe and cordial place to shop and dine, especially in the evening hours. The Grove BID will spend $237,786 to hire a combination of contracted private security and off -duty Miami police officers. Security shifts will be added by the BID to every day and night of the week —with strong emphasis placed on additional weekend protection. For an exact hour -by -hour integration of how the additional security shifts will be integrated with regular ongoing Miami Police shifts, please consult the attachment titled, "Combined Police Coverage --BID and City of Miami." -17- Security Regular City of Miami police will work hand -in -hand with the BID security officers. It should be noted that the security people added by the BID will supplement ongoing security efforts in the Grove. The BID security effort will not "replace" or make unnecessary ongoing security in stores. Neither will the BID effort result in a reduced City police commitment —quite the opposite, the City Manager of Miami has signed an agreement to maintain the current level of City police protection during the life of the BID. All security provided by the BID will be visible to pedestrians —all patrols will be on foot or by bicycle. They will be trained to be customer -service oriented, eyes -and -ears on the street. In between their patrols, the security personnel will be visible and accessible to the public on duty in the kiosks located in the commercial core. As part of the first -year BID Security budget, there will also be available a contingency line item in the amount of $13,714 which can be used as determined by the Board of the BID for beginning exploration of such second -year areas as: • Installation of either actual or decoy cameras and monitors in the Grove. • Adding more security hours as deemed necessary. • Hiring hospitality "ambassadors" in cooperation with the Miami tourist bureau— GMCVB-- to greet tourists during the day when they unload from the tour buses, as well as to provide friendly information about "where to do what" in the Grove during tourist season, and to interface with the police by adding more eyes and ears on the street. -18- Used with permission of The 349' St. Partnership, NYC Security/Combined Police Coverage COMBINED POLICE COVERAGE -BID AND CITY OF MIAMI (2-12-08) (BID SECURITY IS PRINTED IN RED) SUNDAY DAY TIME BEAT OFFICER 6 AM - 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 AM- 4 PM CITY PATROL OFFICER 1 PM - 6 PM CITY (CONTINUING TO 11 PM) SUNDAY NIGHT TIME PRIVATE GUARD 7 PM - 4 AM BID PATROL OFFICER 6 PM -11 PM CITY PATROL OFFICER 9 PM- 7 AM CITY MONDAY DAY TIME BEAT OFFICER 6 AM- 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 Am- 4 PM CITY PATROL OFFICER 1 PM - 6 PM CITY (CONTINUING TO 11 PM) MONDAY NIGHT TIME PATROL OFFICER 6 PM -11 PM CITY PRIVATE GUARD 7 PM - 4 AM BID PATROL OFFICER 9 PM - 7 AM CITY TUESDAY DAY TIME BEAT OFFICER 6 AM - 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 AM- 4 PM CITY PATROL OFFICER 1 PM - 6 PM CITY (CONTINUING TO 11 PM) TUESDAY NIGHT TIME PATROL OFFICER 6 PM- 11 PM CITY PRIVATE GUARD 7 PM - 4 AM BID PATROL OFFICER 9 PM - 7 AM CITY WEDNESDAY DAY TIME BEAT OFFICER 6 AM- 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 AM- 4 PM CITY PATROL OFFICER 1 PM - 6 PM CITY (CONTINUING TO 11 PM) WEDNESDAY NIGHT TIME PATROL OFFICER 6 PM -11 PM CITY PRIVATE GUARD 7 PM - 4 AM BID PATROL OFFICER 9 PM - 7 AM CITY -19- Security/Combined Police Coverage THURSDAY DAY TIME BEAT OFFICER 6 AM - 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 AM - 4 PM CITY PATROL OFFICER 1 PM - 6 PM CITY (CONTINUING TO 11 PM) THURSDAY NIGHT TIME PRIVATE GUARD 7 PM - 4 AM BID PRIVATE GUARD 7 PM - 4 AM BID OFF DUTY POLICE 7 PM - 4 AM BID OFF DUTY POLICE 7 PM - 4 AM BID PATROL OFFICER 6 PM -11 PM CITY PATROL OFFICER 9 PM-7 AM CITY PATROL OFFICER 9 PM - 7 AM CITY FRIDAY DAY TIME BEAT OFFICER 6 AM- 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 AM- 4 PM CITY PATROL OFFICER 1 PM - 6 PM CITY (CONTINUING TO 11 PM) FRIDAY NIGHT TIME PRIVATE GUARD 7 PM - 4 AM BID PRIVATE GUARD 7 PM - 4 AM BID OFF DUTY POLICE 7 PM - 4 AM BID OFF DUTY POLICE 7 PM - 4 AM BID PATROL OFFICER 6 PM -11 PM CITY PATROL OFFICER 9 PM - 7 AM CTTY PATROL OFFICER 9 PM - 7 AM CTTY SATURDAY DAY TIME BEAT OFFICER 6 AM- 4 PM CITY PRIVATE GUARD 10 AM - 6 PM BID PATROL OFFICER 6 AM- 4 PM CITY PATROL OFFICER ' 1 PM - 6 PM CITY (CONTINUING TO 11 PM) SATURDAY NIGHT TIME PRIVATE GUARD 7 PM - 4 AM BID PRIVATE GUARD 7 PM - 4 AM BID OFF DUTY POLICE 7 PM - 4 AM BID OFF DUTY POLICE 7 PM - 4 AM BID PATROL OFFICER 6 PM -11 PM CITY PATROL OFFICER 9 PM - 7 AM CITY PATROL OFFICER 9 PM-7 AM CITY - 20 - 9000 8000 7000 6000 41 5000 4000 ha 3000 2000 1000 34th Street Partnership Crime Statistics 1991 - 2005 1991 1992 1993 1994 1995 1996 1997 1998 1999 2000 2001 Year 2002 2003 2004 2005 Used with permission of The 34th St. Partnership, NYC Security/Budget SECURITY -BUDGET (REVISED/APPROVED 2-21-08) Sunday - Saturday (One private security guard 7Days, daytime hours) • 10 AM- 6 PM 8 Hours (8 hrs x 7 days x 52 weeks = $29,121) • One Private guard: The guard will be paid between $10 and $11 per hour ($10.50 average) The cost to the security company based on the $10.50 average using a 65 % add - on factor will be $17.33 for our purpose rounded to $17.50 Straight time $17.50 x 2,912 hrs = $50,960 Holiday pay 7 days @ $8.75 hrs (time and Y2 ) 56hrs@$8.75 Start up for uniforms Total, one private guard: $490 $2,550 $54,000 If we ADD an additional guard SATURDAY and SUNDAY it would ADD: $14, 560 or ($7, 280 per day). Additional guard Sat. & Sun day shift: $14,560 Total, 1 guard Sun. — Sat, and 1 addl. guard Sat & Sun. $64,560 SUNDAY- WEDNESDAY (1 PRIVATE SECURITY GUARD 4 NIGHTS, EVENING HRS.) • 7PMto4AM(9hrs) • One Private Guard 9 hrs x 4 days x 52 weeks = 1,872 hrs 1,872 hrs x $17.50 = $32,760. 56hrs 1 x4daysx$8.75= $ 490 Total, one private security guard: $33,250 (If you add a security guard on this shift, it will cost an additional $33, 250) - 21 - Security/Budget THURSDAY- SATURDAY (2 PRIVATE SECURITY & 2 MIAMI POLICE, 3 NIGHTS) • 7 PM — 4 AM (9 hrs) • Two Private Guards and two Miami Police each night 9 hrs x 3 days x 52 weeks= 1,404 hrs 2 private guards 2,808 x $17.50 = $49,140 Holiday pay - 56 hrs x 2 @ $8.75= $ 980 2 Miami Police 2,808 @ $29= $81,432 Surcharge 2,808 @ $3= $ 8,424 Total: $139.976 SECURITY _RECAP SUNDAY - SATURDAY 10 AM - 6 PM ONE PRIVATE GUARD $64,560 SUNDAY — WEDNESDAY 7 PM - 4 AM ONE PRIVATE GUARD $33,250 THURSDAY - SATURDAY 7 PM - 4 AM Two private guards &2 Miami Police $139,976 Total Projected Security Expenses $237,786 Security Contingency $13,714 Security Budget $251,500 Fine Tuning the Tenant Mix Creating A Better Mix of Stores and Restaurants For Coconut Grove The Current Situation • Grove has many highly visible empty and stores and restaurants. • Grove has random mix of stores and restaurants doesn't cohere. • Boutique stores are charming, but hold little interest for local residents. • Several very successful businesses frequented primarily by regional locals. • Fragmented sense of place —almost nothing feels "connected". • Boutiques and small restaurants have frequent rate of store failure and departure. • National chain stores are leaving and new nationals are not coming. • A generalized public perception of decline; frequent comment: "What happened here?" Contributing Factors —Issues to be Addressed and Resolved • No strong focus on target markets. • Fragmented ownership. :—No-overall tenanting plan —no master plan of what our customers want. • No current market survey data for local residents. • Unreasonably high rent expectations when contrasted with foot traffic. • A focus on tourism has not borne consistently good results. • No single body or board serves as the "business voice" of the commercial core. The Goal The goal of the Coconut Grove BID will be to speak with one business voice to shape an overall master plan based on market survey data of what our high value local and regional customers are seeking. We will then go out and recruit desired shops and restaurants and recreate a better tenant mix building on our strong track record of stylish boutiques and informal see -and -be -seen dining experiences. - 23 - Fine Tuning the Tenant Mix The Solution The Coconut Grove BID will spend $78,000 in the first year to begin to free tune our tenant mix. For the first time, we will ask Grove property owners to coordinate efforts to shape a functional commercial core that has a more unified and appealing sense of place. First, we will collect market research data ($20,000) to go beyond the preliminary research of the 2002 Chesapeake Study to answer the following questions about our "locals" market: • Who lives and works here? • Where do they currently go to shop and dine? • What restaurants and retail shops would they like to have here? Second, the Grove BID Board will consider establishing a partnership with a "position and tenant strategy" consultant with strong prior experience in the Grove. If pursued, this relationship will result in an overall master plan for adjusting our offering of stores and restaurants to address new elements identified by our local customers. This work would also draw on the excellent 2005 Turkel study: Coconut Grove Strategic Plan which recommends refocusing on the high value customers in our local market. Questions for our tenanting consultant to answer with us would be: • What is our Vision for Coconut Grove in 2008 and beyond? • Who exactly is our strongest market? • Who/What do we want to bring here to recreate the Grove to serve our identified customer stream? Third, the Grove BID Board, at their discretion, would also consider retaining a third party broker who would work for the BID on a commission basis to market the Grove to those national and regional retailers and restaurants which we have identified as being important components in our overall tenant master plan. This broker would work in tandem with property owners and be sensitive to current marketing efforts —especially at CocoWallc and Mayfair. Indeed, both CocoWalk and Mayfair have indicated that they would be willing to share their research in the area tenanting the GrTW-S-ivthwfiNtrime that the Grove will attempt to undertake a Grove -wide perspective on what the tenant mix should be, based on market demand. Fourth, to support these efforts, the Coconut Grove BID will develop marketing materials ($30,000) to "sell" the Grove to retailers and potential restaurant tenants —based on the marketing research conducted. Fifth, in year two of the Grove BID, we project that we will hire ($75,000) an economic development director who will undertake: • To provide public relations materials to the national and regional market of potential retailers and restaurants for the Grove. • To advocate for incentivized support for new businesses from City. • To coordinate all aspects of the retenanting process with Grove property owners. • To undertake the achievement of low vacancy rates in the Grove while at the same time encouraging justified and satisfactory rent levels for both property owners and tenant occupiers. - 24 - Fine Tuning the Tenant Mix/Budget PROPOSED TENANT MIX BUDGET (APPROVED 2-29-08) YEAR ONE BID MARKET RESEARCH WHO Is HERE? WHERE DO THEY GO? WHAT DO THEY WANT? CONTINGENCY —TO DEVELOP EITHER: A. POSITION & TENANT STRATEGY CONSULTANT WHAT IS OUR VISION? WHO IS OUR MARKET? WHO/WHAT DO WE WANT TO BRING HERE? $20,000 OR $28,000 B. THIRD PARTY BROKER MARKETS GROVE TO RETAILERS & RESTAURANTS WORKS FOR COMMISSION WITH 30 K GUARANTEE DEVELOP MKTG. MATERIALS TO "SELL" GROVE TO RETAILERS $30,000 BASED ON MARKET RESEARCH YEAR ONE TOTAL $78.000 ******** YEAR Two BID OMBUDSMAN/DEVELOPMENT DIRECTOR To ACT AS CATHY SWANSON DOES FOR GABLES PUBLIC RELATIONS TO RETAILERS ADVOCATE TO CITY FOR INCENTIVIZED SUPPORT $75,000 - 25 - Marketing Marketing A Place We Ca11 The Grove The Current Situation • For several years now, Coconut Grove has set the bar high for South Florida in destination marketing efforts during the summer months from June to September. • For four summer months of each year-- using partnership funding from the BIC, GMCVB (the tourist bureau), and the luxury hotels-- the Grove promotes itself as a single destination in print, radio, cable television, outdoor, and electronic media. The summer coupon book distributed to hotel guests —with more than a thousand dollars in high value coupons-- has drawn uniform praise and shown good results. • On the other hand, during the remaining eight months of the year —including the all- important tourist season —the Grove has fallen short and been somewhat less effective at destination marketing. • During this eight month period, we have limited matching funds. These limited cooperative resources result in "every -man -for -himself marketing" which makes the Grove look like a hodge-podge collection of appealing, but disjointed, fragments rather than a single vibrant destination. Contributing Factors —Issues to be Resolved and Strengthened • The summer months are auspicious for cooperative funding for the four -month Grove marketing campaigns because the luxury hotels are not "full to capacity" in the summer months. They need the business. Consequently, the hotels and the tourist bureau (who view the hotels as their primary "clients") provide matching funds to the BIC to attract visitors into the Grove in the summer. • These matching funds, however, are not forthcoming during the remainder of the year when our luxury hotels are for the most part full to capacity from the end of November to -May and do not need to attract any more visitors to the Grove. • If they are to flourish, Grove retail stores and —to a lesser extent —the restaurants in the business district definitely do need to market during the seven months or so from November to May in order to attract regional customers and tourists into the Grove. • Special events which draw people into the commercial core are beneficial to business. Except for the residual branding effect which resonates from events, however, the impact of special events on business is over when the event is done. • We are just beginning to grasp and nurture the continuing positive impact on customers of ambient artists and musicians on streets and sidewalks in the commercial core. • Both the Chesapeake Report (2002) and the Turkel report Coconut Grove Strategic Plan (2005) strongly suggested that the Grove target our marketing at nearby neighbors and regional local residents as our primary high -value customer market — yet tenanting continues to be catch -as -catch -can with no discernible road map, shaping design, or master plan. - 26 - Marketing The Goal We need to pay attention to both the front door and the backstage at the same time. We need to take ownership of our future by recreating and sharpening our retail and restaurant mix and selling it to residents throughout the region as a great place worth visiting. The Grove is already good at what we do, but we truly need to become great at what we do. We need a sense of hope and a willingness to work together. We need to inspire each other. We need to believe as a group that we can do this. We need to sharpen our marketing to reach our desired markets with a priority on locals. As we attract and bring exciting new customer -requested stores and restaurants into the Grove as part of our re -tenanting effort, we clearly need to market the Grove as a nearby destination worth visiting to those same customers who have chosen to live and work in the region because it is one of the loveliest places on Earth. As our secondary market, we also need to reach out to tourists to come and experience the delightful walking village that is the preferred favorite of locals for outdoor dining and a stroll. Experienced travelers will avoid tourist traps whenever they can. Knowledgeable tourists will always seek out the little restaurant where the locals eat. Our tourist customers will definitely seek out and follow our high value regional customers into the Grove in search of authenticity and a good time. The Solution In its first year, the Coconut Grove BID will contract with a public relations firm to undertake a year-round destination marketing effort targeted at nearby and regional local residents to attract high -value customers to shop, dine, and enjoy themselves in the Grove. To achieve this goal, the BID will budget $234,789 for the first year effort. These funds will be used to conduct a comprehensive campaign integrating the full range of media including: print (newspapers, magazines), radio, outdoor (billboards), electronic (internet, Email), direct mail, and television (cable, network). The BID will actively pursue matching funds from all potential sources, including GMCVB, the hotels, cooperative advertising partners, and affinity partners. We will seek to minimally increase our marketing funds in the first year to $400,000 with these efforts. In addition, we will pursue our secondary tourist market, especially through strengthening relationships with cruise ships, hotels, bus companies, and tour operators. We will expand our successful summer high value coupon book to create a separate twelve-month booklet. We will continue to expand our cooperative efforts with the annual sailing regattas that take place in the Grove. We will develop promotional materials, including photographs, for distribution to travel industry magazines, newspapers, and writers both nationally and internationally. Finally, we will fish where the fish are by developing marketing efforts and programs aimed directly at hotel guests staying in the Grove in hotels in the BID. We will also plan and implement recurring familiarization and concierge events for hotel staff —so that people in direct daily contact with hotel guests are made fully aware of the dining and shopping opportunities in the Grove just a few minutes away. -27- AMT $ 50,400 $ 40.320 $ 40,320 $ 27,720 $ 27,720 $ 30,240 $ 18,069 Marketing Budget (Revised & Approved 2-29-08) MEDIUM Print Radio Outdoor Electronic Direct Mail Television Marketing/Budget Newspaper/Magazine Billboards Email Cable, Network Part time Publicist Or PR Firm $234,789* Total** * It is estimated that $234,789 will generate a mmunum o $?00-000-m atchiugsupport from GMCVB, Grove Hotels, coop advertising from stores and restaurants, and other potential corporate partners (i.e.. AMEX). This hundred thousand dollars in matching support would bring the Marketing Budget revenue range up to the neighborhood of $335,000. ** This total does not include support for Grove Events and commercial core street enlivening — which is listed elsewhere in the budget. - 28 - Used with permission of The 34th St. Partnership, NYC Special Events Grove Special Events as Marketing & Branding Elements The Current Situation • The commercial core of the Grove is justifiably proud of the quality and drawing power of its six remaining annual special events: The Coconut Grove Arts Festival, The King Mango Strut, The Great Taste of the Grove, The Mad Hatter Arts Festival, St. Stephen's Art Show and the Fourth of July celebration. • Events draw people into the Grove and they have a positive financial impact on businesses here across the board. • Over the past decade, a number of the center Grove's traditional events have fallen by the wayside because of the high cost of mandated City services. In recent years, even the Village West's long -running Goombay Festival has also become diminished by the hard realities of City fees. Contributing Factors —Issues to be Resolved and Strengthened • Special events benefit the commercial district in two ways. First, events generate branding excitement for the Grove— art, music, and food are fun and historically they are what we are known for. Secondly —to varying degrees— events directly push customers into restaurants and shops. • The unfortunate loss of several of our most highly prized events has been directly attributable to the high cost of mandated City service fees which have forced the volunteer organizers to spend most of their time raising funds as opposed to putting on the events. • We have also learned that events that take place in Peacock Park have little or negligible impact on customers for businesses in the commercial core. The only exception to this is the Coconut Grove Arts Festival because of its sheer size — the Festival literally fills -the Grove so full of people that they spill into the center business district. • Neither the Fourth of July celebration nor the Great Taste of the Grove —both Peacock Park events— have significant financial impact on the commercial core —on the other hand, the Great Taste does greatly benefit our restaurants by providing an opportunity for a lot of people to sample food for future reference. • The Sasaki Waterfront Study attempted to create a more direct "passageway" connection from Peacock Park to Main Highway which would have had a huge global positive impact on Grove businesses. The attempt was not successful. • Two things were leamed from the development of the Mad Hatter event. First, the event was deliberately scheduled in November —a month when merchants needed the business and nothing was on the calendar. Second, the artists were spread along the sidewalks throughout the center Grove in an attempt to drive customers into shops and restaurants. To a limited degree, this has worked. -29- Special Events • Finally, during the December holidays and continuing into January and February, the BIC has undertaken to place paid ambient artists throughout the commercial corridor as a way of enlivening the streets for pedestrians. Acoustic musicians in particular makes the Grove feel more reminiscent of an earlier and more freewheeling and relaxed time in the Grove. The Goal We need to financially support and nurture the events we currently have so that the extremely high costs of mandated City services don't drain the life out of them. We should incubate and grow one new event each year by finding a good sponsoring partner to work in tandem with us. The sorely missed Bed Races would be a great place to begin. While events are a quality of life plus, we should finally face the fact that special events, for our purposes, are elements of branding and marketing. They put the Grove on the PR map. They -bring people into -the Grove-lik magnets. They improve business here. We need more of them —but we need to have a crafting hand in the ones we choose to add. Just as improving the street lamps will make the Grove sidewalks a more appealing place to shop and dine, so too will the addition of a sprinkling of ambient musicians, performers, and visual artists in our core render the Grove a more desirable pedestrian destination. We have a reputation for being artsy. Let's be artsy. The Solution In its first year, the BID will budget $102,000 to draw people into the commercial district through events and ambient artists. Of this amount, $77,000 will be spent to help defray the cost of City required services for events, and an additional $20,000 will be spent to enliven the streets -with -musicians,- performers and artists Holiday decorations will be budgeted at $5,000. In the second year, the BID should consider exploring additional funds for other kinds of special activities to enhance the pedestrian street life activity, including: • A incentivized program designed to attract participants from our numerous sailing regattas into the commercial core. These are high -value customers with families. • The implementation of a flower and vegetable market in the central commercial core that is large enough to have a strong impact on regional customers. • The establishment of a black box performance venue in the commercial core for small theatre, jazz music, art film, and dance presentations in a space which seats 65 people —especially during the upcoming years -long absence of the Playhouse. • Continuing support for the establishment of artist -driven galleries in the Grove. • Developing new events with sponsoring partners. For example, a wine festival. -30- Special Events/Budget Special Events BID Budget (3-28-08) Based on Actual FY '08 Expenditures Holiday decorations 5,000 Fourth of July 7,500 Musicians and ambient performers 20,000 Mad Hatter 15,000 King Mango 15,000 Taste of Grove 19,500 Art Festival 20,000 Total 102,000 -31- Streetscape Streetscape Development and Maintenance The Current Situation • The Grove's streetlamp system is out dated and needs to be replaced. • The Grove's pilot program to light trees with low -voltage lights needs to be expanded. • The Grove's vehicular signage system needs a maintenance contract. • The Grove needs horticultural plantings and flowers. They need to be protected by attractive tree pit fencing, as well as watered, maintained, and replanted. • The Grove needs way -finding pedestrian signage for visitors which lists shops, restaurants, hotels, and services -for visitors; also need maintenance contract. • The Grove needs to begin to plan to bury FPL electric lines both on McFarlane Road and also on Grand Avenue. This will cost in excess of a million dollars. Contributing Factors —Issues to be Resolved • The City of Miamiis responsible for some of the Grove's roads; others are the responsibility of the County. The uniform replacement of all of our center Grove streetlamps will require skilled advocacy and political leadership. • When the BID implements non-standard improvements to signage or street furniture, those elements will become the maintenance responsibility of the BID. • The DPZ study paid for in the Grove several years ago —and which included numerous "nonstandard" elements— was never brought forward and "accepted" by the City Commission. There is a City departmental hesitancy to support the DPZ study for approval because it would require the City to spend extra maintenance funds on the Grove —which the City could not offer to other communities in Miami because of cost factors. • There is no "partnership" funding to lessen the projected million dollar cost of undergrounding the center Grove's electric lines. Neither FPL, the County, or the City are willing to financially work with the Grove to achieve this sensible goal. • Parking continues to be both a perceived and actual problem in the commercial core of the Grove. There appears to be sufficient storage for parked vehicles, yet these storage facilities —Oak Avenue Garage in particular —do not seem to be located adjacent to destinations. Potential solutions to be explored will include: valet parking, short -hop transportation, building a new garage better situated. -32- Streetscape The Goal Through advocacy with the City and County, and the through the expenditure of BID funds, Coconut Grove's commercial core curb appeal needs to go from good to great. We need to systematically make our commercial core safer, more functional, and more beautiful. If we work together, and if we speak with a single voice on behalf of the commercial core when speaking with the City and the County, we can achieve this. The Solution • The BIC has advocated with City Commissioner Marc Sarnoff who has worked with the City to make possible the immediate placement of new street lamps on Commodore Plaza and Fuller Street in the commercial core. • During first year, the BID will budget $287,000 for streetscape and maintenance —to be allocated as determined by the Board of the BID. • During its first year, the BID will work with Commissioner Sarnoff s office to advocate with County Commissioner Carlos Giminez to attempt to secure new street lamps on Main Highway and Grand Avenue, both County roads. • In its first year, the BID will also actively advocate with the City for new street lamps to be placed on Florida, Rice, Mary and Virginia in the commercial core. • In its first year, the BID will begin the first phase of exploring pedestrian way- - finding signage for visitors. This will involve negotiations with the City to allow the listing of signage directing the public to stores, restaurants, parks, theatres, art galleries and other attractions. Signs will need to be updated every six months. • In its first year, the BID will expand the placement of low -voltage lights in trees of the commercial core, and will establish a maintenance contract for the lights. • In first year, BID will negotiate with City to explore a partnership to accept and implement the DPZ study. For example, if the -City places non-standard elements in the Grove, the BID might accept responsibility for maintenance, or vice versa. • In its first year, the BID will establish a horticultural contract with a private firm to plant and maintain flowers and plantings throughout the Grove core, with the first phase placement of attractive tree pit fencing where trees pits permit. • The BID will establish a maintenance contract for the vehicular signage system. • The BID will establish a working committee to define action plan for parking. • The BID will form a task group to explore funding solutions for undergrounding electric. - 33 - Administrative Budget PROPOSED GENERAL AND ADMINISTRATIVE BUDGET (3-7-08) ITEM FY '08 BUDGET PROPOSED YEAR ONE BID STAFF SALARIES, INS. 115,800 115,800 BENEFITS, PTL. HEALTH? * -0- -?- OFFICE, RENT, UTILITIES 45,000 45,000 LICENSES, FEES, DUES 3,000 3,000 MISCELLANEOUS 3,000 3,000 WEBSITE 13,500 13,500 OFFICE EQUP. & OFFICE SUPPLIES 12,000 12,000 MANAGEMENT FEES (DOSP) 36,000 SEE LINEITEMS BELOW ** PART TIME PERSON, PARKING WAIVER & SIDEWALK FEE COLLECTION 15,000 *** BOOKKEEPER 15„000 **** ACCOUNTING & STATEMENT PREP. 20,000 **** ANNUAL AUDIT 10,000 **** LEGAL 25,000 ***** INSURANCE 10,000 ******* TOTALS $228,300 $287,300 ****** GENERAL & ADMINISTRATIVE BUDGET FOOTNOTES: * NONE PAID DURING FY '08 (FOR FULL TIME EMPLOYEES, THIS WOULD RUN EMPLOYER'S HALF OF THE FICA AT 7.8%. BIEDERMAN RECOMMENDS USING A FIGURE OF 18% OF SALARY FOR HEALTH. ** DURING FY '08, THIS 36,000 COVERED: COLLECTION OF FEES, BOOKKEEPING, ACCOUNTING, STMNT. PREP., AND AUDIT ** * THE PERSON WHO DOES THIS TASK AT DOSP SPENT 40 HOURS A MONTH ON THESE TASKS; WITH BENEFITS ABOUT $15,000 ANNUAL. **** THESE REFLECT THE PROJECTIONS OF SCOTT SIMPSON (CFO, DOSP). HE FELT THE BOOKKEEPER MIGHT COST AS MUCH AS 20,000; THE AUDIT COULD COST AS LITTLE AS $7,000. DAN BIEDERMAN'S INDEPENDENT PROJECTIONS WERE ALMOST IDENTICAL. ***** BASED ON BIEDERMAN'S PROJECTIONS OF FIRST YEAR NEEDS IN SEVEN AREAS OF LEGAL ASSISTANCE: ADMINISTRATIVE/LAND USE, INTELLECTUAL PROP., EMPLOYMENT, CRIMINAL, CORP./CONTRACTS, REAL ESTATE, LITIGATION. RECOMMENDS USING VERY SMALL FIRM. ****** SAME SALS AS FY '08 AND DOES NOT INCLUDE FICA OR HEALTH ******* D & 0 LIABILITY ($6,000); OTHER INSURANCE ($4,000) - 34 - COCONUT GROVE BID Budget, Year 1, BID Income Parking Waiver Revenue City of Miami General Fund Parking Surcharge Revenue Sp. Events Supplemental Fees Sidewalk Cafe Fees Banner Fees City Streams of Revenue (6DfwrA)Projected BID Assessment Rev. Total Projected tome Expenses Sanitation Security Marketing Event Development Retenanting of Grove Streetscape Development & Maint. Parking Waiver Reserve General & Administrative Total Projected_Expenses 394,000 200,000 * 287,000 25,000 62,000 3,000 971,000 490,379 1,461,379, Budget/Year 1 BID Income Sources*** $ 180,000 D (131,500) A (48,500) $ 251,500 A (251,500) $ 234,789 D (90,789) C(90,000) A(54,000) $ 102,000 D (102,000) $ 78,000 D (78.000) $ 287,000 B (287,000) $ 40,000 **** A (40,000) $ 288,000 D (88,000), A (200,000) $ 1,461,2$9 Proposed Sources of Income to Pay Expenses "A" Parking Waiver (S394,000): Security (S251,500), Parking Waiver Reserve (S40,000) Marketing (S54,000) Sanitation (48,500) "A" Miami General Fund ($200,000): General & Administrative ($200,000) "B" Parking Surcharge ($287,000): Streetscape and Maintenance ($287,000) "C" Sidewalk, Banner, and Supplemental Fees ($90,000): Marketing ($90,000) "D" BID assessments (S490,379): Sanitation ($131,500) , Marketing ($90,789), Event Dev. (S102,000), Retenanting Grove ($78,000), Gen. & Administrative (S88,000) -35- Budget/Year 1 BID Footnotes * The FY '07 & FY '08 contributions from the City of Miami General Fund were each at a level of $200,000. There is a possibility that this level may increase for FY '09. ** Assessment level is attached as Scenario One (p. 37) * * * Line item potential revenue sources are identified by A, B, C, D. Revenue Sources are: A=Parking Waiver Revenue (A also includes Miami General Fund Revenue). B=Parking Surcharge Revenue. C=Special Events & Marketing Revenue. D=BID Revenue * * * * This figure of $40,000 represents a 10% reserve payment into the Parking Waiver Trust Fund; the ordinance requires a minimum of a 10% reserve payment. * * * * * This $200,000 can either come from City of Miami General Fund —or, if need be, this $200,000 Miami General Funds can be applied to Security, and the $200,000 from Parking Waiver funds which is currently applied to Security can be moved and re- applied to this General and Administrative category. - 36 - ASSESSMENT Properties (Sectors 1-18) Retail/Restaurant Office Total Major Properties(more than 200 000 Sa. Ft) CocoWalk Retail/Restaurant/Office Parking Other Adjusted Square Footage Total Assessment 75% Cap of Total CocoWalk Assessment Mayfair Retail/Restaurant Office Parking Other Adjusted Square Footage Total Assessment 175% Cap of Total Mayfair Assessment Parking (with blda.) The Knife (rear) Allure -Aladdin (rear) Oak Avenue Garage Total Parking (without blda.) Paradise Pkg. (Playhouse) Commodore Plaza Pkg. Commodore Plaza Pkg. Commodore Plaza Pkg. 3100 Florida Avenue 3140 Grand Avenue Coconut Grove Bank Coconut Grove Bank Amer. Carparks (Sonesta) Total Office Bldas. In Sector 20 Office in the Grove 2675 South Bayshore Dr. Grand Bay Tower (102 folios) Total Hotels DoubleTree Hotel Grand Bay Hotel Residence Inn by Marriott Total Total Assessment Year One Area (Sq. Ft.) 361,997 376,857 738,854 197,000 353,669 139,639 118,461 138,534 482,334 37,887 8,700 14,100 141,001 163,801 45,875 1,843 2,824 2,500 7,068 17,530 53,388 81,675 90,000 302,703 105,062 10,560 133,443 249,065 Room Count 196 177 140 Rate 0.26* 0.26 * 0.26 * 0.05 ** 0.26 * 0.26 * 0.26* 0.05 * 0.26 * 0.05 ** 0.05** 0.05 ** 0.15 *** 0.15 *** 0.15 *** 0.15*** 0.15 *** 0.15*** 0.15 *** 0.15 *** 0.15*** 0.15 *** 0.15 *** 0.15 *** Rate 120.18 120.18 120.18 Total $ 94,119.22 97,982.82 $ 192,102.04 $ 51,220.00 17,683.45 36,306.14 105,209.59 $ 78,907.19 $ 30,799.86 36,018.84 24,116.70 9,850.62 $100,786.02 $ 75,589.52 $ 435.00 $ 705.00 $ 7,050.05 $ 8,190.05 $ 6,881.25 276.45 423.60 375.00 1,060.20 2,629.50 8,008.20 12,251.25 13,500.00 $ 45,405.45 $ 15,759.30 1,584.00 20,016.45 $ 37,359.75 Assessment 18,000.00 **** 18,000.00 **** 16,825.20 **** $ 52,825.20 $ 490,379.20 - 37 - Assessment Footnotes * Note: There will be a gradual incremental increase each year in the categories of retail, restaurant and office assessments, and related adjusted square footage. They will start in Year One at .26, Year 2 go to .27, Year 3 at .28, Year 4 at .29, Year 5 at .30, Year 6 at .31, Year 7 at .32, Year 8 at .33, Year 9 at .34, and Year 10 at .35. ** Note: In Year 6, the .05 rate will increase by one cent to .06. This same .06 rate will remain in effect in years 6 through 10. *** Note: In Year 6, the .15 rate will increase by two cents to .17. This same .17 rate will remain in effect in years 6 through 10. Note: hybrid condo hotels cannot be included in the BID because they are largely privately owned by individuals or entities other than the hotels proper. Because the hybrid condo hotels themselves do not actually own the property, they do not have the authority to cast votes to join the BID. For the remaining hotels, a rate has been set based on the rates used in comparable hotels in the neighboring Coral Gables BID. The Grove BID assessment has been capped at a lower amount than is-paid_by_iotels in the Gables BID. It is entirely at the discretion of the hotel whether it wishes to pass the cost of the assessment through to its guests (for example, as a fifty cent business improvement district fee per occupied room night), but this fee cannot be described as a tax. 38- Base Level of Services Report BASE LEVEL OF CITY OF MIAMI-PROVIDED PUBLIC SERVICES For the Commercial Core of Coconut Grove, Florida (10-4-07) Introduction The data in this report was collected during the period from March 2007 through September 2007. Our national consultants at BRV Corp. —Dan Biederman and Ben Donsky—have participated actively in this process. As of October 1, 2007, all City departments have answered our questions. We now have a good "as is" description of what services the City of Miami provides on a regular and continuing basis to the commercial core of Coconut Grove. Ben Donsky and Dan Biederman have also advised us to not focus on the dollar value of City services. Instead, they suggest, that we should focus on the actual descriptive level of City services In determining the base level, they further recommend that we should be especially focused on those City service areas that the BID might wish in future to enhance. Please note also that an addendum to these pages is attached at the conclusion of this report which —in the language of the Police Dept. —provides very specific, somewhat nuanced, responses to questions which were asked of them. The next step of this process will be to incorporate this finalized determination of City - provided services into a signed "Base Level of Services Agreement" with the City of Miami. Table of Contents Page INTRODUCTION & TABLE OF CONTENTS 39 WHY A BASE LEVEL? .. 40 EXECUTIVE SUMMARY 41 NARRATIVE DESCRIPTIONS OF DEPARTMENTAL SERVICES: NEIGHBORHOOD ENHANCEMENT TEAM 42-43 DEPT. OF SOLID WASTE SERVICES 43 DEPT. OF CODE ENFORCEMENT 43-44 CITY OF MIAMI POLICE DEPT 44-47 OTHER CITY & COUNTY SERVICES 47 MAYFAIR MALL SECURITY 47 COCOWALK MALL SECURITY 48 VERBATIM ADDENDUM, MIAMI POLICE DEPT 48-52 - 39 - Base Level of Services Why a Base Level? Why compile a list of services which the City of Miami currently provides to the commercial core of Coconut Grove on a regular basis? Because —in order to talk about the future- we need to ground the public conversation in the present with a description of "what is". If we are going to move the business core of Coconut Grove up to the next level by paying for additional services, we must first determine what ongoing services Miami already provides. This agreed -upon, established base level will become the standard, the starting place. From this starting point, we can talk about the strategies that will shape our future. What new services do we want to add to the mix? What existing services do we want to expand? Through a broad public conversation among business stakeholders, we will now be able to identify those enhancements (above and beyond the base level) for which we as a business community are willing to pay. From this moment of decision, we will take our destiny into our own hands. The Base Level As Part of BID Formation • "One of the most persistent concerns from property owners and business owners throughout the BID formation process relates to the BID's potential impact on existing municipal services." • "To ensure that local services are not reduced during the life of a BID, 'base level of service' agreements are common." • "A base level of service agreement is a policy and/or contractual commitment from local government to the BID that existing services will not be affected by the creation of the BID" • "Base level of service agreements generally protect the local government in the case that citywide budgets or services are reduced a proportional reduction may also occur in the BD." • "Conversely, if citywide budgets or services grow, a proportional increase will be allocated to the BID." Excerpted from ABC's For Creating BIDS; written by M. Bradley Segal, President of Progressive Urban Management Associates; published by the International Downtown Association. -40- Base Level of Services Executive Summary City Services Provided to Grove Business District The City NET Office provides: • 2 Neighborhood Service Workers A. Each 40 hours/week, M-F-gutters, stickers, graffiti • Graffiti Busters A. 16 hours/week Dept. of Solid Waste Services provides: • Empty trash receptacles A. Once a day, 7 days a week • 2 workers hand cleaning A. Each 40 hours/week, M-F— streets & gutters • Truck street sweeping A. Once a day, 7 days a week) Dept. of Code Enforcement provides: • Inspectors as needed (M-Sat.) Miami Police Department provides: • Mounted Police Officer with horse A. Ten hours per day; 4 days/week • Beat Officer; primarily on foot or bike (also has vehicle) A. One Beat Officer for ten hours per day; 7 days/week • Patrol Officer, with vehicle A. One Patrol Officer on duty 18 hours a day/7 days a week B. Two Patrol Officers on duty 6 hours a day/7 days a week C. Extra Patrol Officer added— Thurs-Sat, 9 p.m.-7 a.m. ten hours • Combined Periods when there is only one regularly assigned officer of either sort (Beat Officer or Patrol Officer) in Center Grove A. 4 p.m. — 9 p.m. — five hours each day, 7 days/week B. 11 p.m. — 6 a.m. — 7 hours each day, Sun -Wed • Varvinz Combined Density of Total Police Officers (Beat and/or Patrol) Sunday through Wednesday A. One Officer on duty— 12 hours a day; Sun -Wed B. Two to Three Officers— 12 hours a day, Sun -Wed • Varying Density of Combined Total Police Officers (Beat and/or Patrol) Thursday through Saturday A. One Officer on duty— five hours each day, Thurs-Sat B. Two Officers on duty— 13 hours each day, Thurs-Sat C. Three Officers on duty— six hours each day, Thurs-Sat -41 - Base Level of Services Narrative Descriptions of City Services Neighborhood Enhancement Team (NET) Services A. Sticker Removal. NET has one "Neighborhood Service Worker" assigned to the removal of all stickers, graffiti and illegal signs in the SD-2 area Monday through Fridays; a 40 hour week. (Very rong)Ily speaking, the SD-2 area has boundaries from Margaret St. to Mary St. along Grand Ave.; with 04 and Franklin being the boundaries along the Main Highway axis). B. Graffiti Removal. In addition to the above mentioned "Neighborhood Service Worker" from the NET Office, the NET Office coordinates two Graffiti -removal persons ("Graffiti Busters") for a potential total of 16 hours a week. These Graffiti Busters tour the complete Coconut Grove NET area (an area larger than the more limited commercial core area) once a week on an as -needed basis. An "as -needed basis" is generally defined as: when the NET office determines they are needed more in one area than another. The Neighborhood Service Worker from NET and the two Graffiti Busters endeavor to remove all "larger" tags from the public right of way on an as -needed basis. In some instances, these individuals also remove tags from private buildings, if the owner of the building requests it, and if the owner provides the correct paint to be used, and if the tags are within reach. C. Street Sweeping with Broom and Bin. The NET Office provides one Neighborhood Service Worker who is assigned to the SD-2 area to clean debris from the streets, Monday -Friday, 8 hours a day, 40 hours per week. This NSW is the same worker listed for Sticker Removal and Graffiti Removal. There is also another broom and bin worker who is assigned to the Grove area from Virginia Street along South Bayshore Drive, Monday through Friday, 40 hours per week. This could become pertinent if the BID includes that area. At the moment, plans include switching some of the hours for the NSW's to include some Saturday cleanup during the "season". At present, however, there is not currently weekend cleanup. It is very possible that when some weekend hours of cleanup are added in the future, these will likely be subtracted from the M- F allotment of hours. - 42 - Base Level of Services Neighborhood Enhancement Team (NET) Services (continued) D. Sidewalk Sweeping with Broom and Bin. Technically, this is the responsibility of the property owner and the tenant occupier. As per City of Miami Code, Section 22.5, all trash and litter on the sidewalk in front of commercial properties are to be picked up from the area before 10:00 a.m. NSW workers sweep sidewalks when no one else does it. NET tries to "educate" owners and tenants about their responsibilities with the sidewalks. NET focuses mainly on their responsibility of sweeping streets and gutters. E. There are two entirely different NSW's assigned to the Village West, so the commercial core NSW's do not get diverted out of SD-2 district. Department of Solid Waste Services A. Clean Out & Empty Trash Receptacles. Trash receptacles are cleaned out once a day, seven days per week, at around midnight. B. Street Sweeping with Broom and Bin. Solid Waste Department provides two workers, from Monday through Friday, from 7 a.m. to 3 p.m. Sidewalk cleaning remains the total responsibility of property owner and tenant occupier. Solid waste does only the streets and gutters. C. Street Sweeping by truck. Solid Waste Department provides street sweeping and "blowing" seven days per week in early morning hours between 2:00 a.m. and 4:00 a.m. On Friday, Saturday, and Sunday, they try to come in as late as possible to accommodate the clubs crowd. Department of Code Enforcement A. Code Enforcement inspectors monitor the SD-2 district as part of their daily patrol assignments. B. Code Enforcement inspectors respond to calls relative to the commercial core as a result of complaints by: citizens, the City - 43 - Base Level of Services Depai tiiient of Code Enforcement (continued) Commissioner's office or any City Department that requests enforcement help. C. Code Enforcement inspectors are on duty from M-F, and Saturdays from 8 a.m. to 5 p.m. On an irregular basis, they work different hours on special projects. D. The noise ordinance is enforced either by the Police Department or Code Enforcement, or sometimes, both. City of Miami Police Department There are basically three "kinds" of police officers who are either assigned to the commercial core (SD-2 district) of Coconut Grove on an ongoing basis, or who work here intermittently (primarily as off -duty police). These three kinds of police officers are: 1. Coconut Grove is assigned a "full-time" mounted police officer who is here a total of four days a week —though this is not necessarily completely in the business district. 2. The second kind of police presence is that varying number of officers who augment the regular police coverage in Coconut Grove on an irregular, ongoing time -to -time basis. These officers include: a. All of the off -duty officers that are hired privately and are primarily working for the dining/drinking establishments in order to —in the words of the Police Department -- "provide for the safety of all persons who patronize the establishment." b. Public Service Aides who respond after the fact to bicycle thefts and minor accidents and incidents, but who are not police officers. Public Service Aides are paid, unarmed members of the Police Department. City-wide there are a total of 16 Public Service Aides. There are regular Public Service Aides who are assigned to Coconut Grove -but again, please note that their coverage area includes a much larger area than the business core of the Grove. The two shifts worked are 6:30 a.m. to 2:30 p.m., and 2:30 p.m. until 10:30 p.m. Public Service Aides are - 44 - Base Level of Services City of Miami Police Department (continued) only scheduled Monday through Friday. On the weekends they are assigned as needed to special events taking place throughout the City. They work a five-day week. PSA personnel are dispatched via police radio dispatchers. They lack the authority to take enforcement actions. They provide back up support to regular police officers in non -hazardous situations. The public cannot contact them directly. Requests for help —which may or may not result in the dispatch of a PSA—are made through the non -emergency police telephone number. c. Problem Solving Team— this is a six -member team which includes supervisors and regular officers. The team, as the name implies, fmds solutions to specific problems. There are also two Neighborhood Resource Officers who serve on the staff of the Grove Commander, and whose efforts support those of the PST. This Problem Solving Team is deployed in a larger area than just the central business district— throughout Coconut Grove and all its neighborhoods under the direction of the Coconut Grove Police Commander. Each member works full time (four ten-hour days per week). d. Helicopter patrols, intermittently. e. Marine patrols, intermittently. f. K-9 patrols, intermittently. g. Motorcycle patrols, intermittently. h.. Aviation patrols, intermittently. i. Crime Suppression Team, intermittently. 3. The third "kind" of police coverage in Coconut Grove are those ongoing, base level officers who —when counted in total —provide some level of police presence in the commercial core 24 hours a day, seven days a week. Please note that it is extremely important to the Miami Police Department that it be noted that Coconut Grove is never without a police presence. For example, during times when there is no beat officer, - 45 - Base Level of Services City of Miami Police Department (continued) there is always a patrol officer present. Sometimes there are both. This third "kind" of police coverage in the Grove, then, consists of two categories of police officers: a. The first category is the "beat officer". This officer is on foot or on a bike, but also has with him/her an assigned vehicle. There is one beat officer at a time. In all there are two regular beat officers and they each work individual ten-hour shifts. They each work four days a week. There is one day per week of overlap which is usually reserved for trainings or paperwork. This means that there is a fourteen hour period during every day of the week when there is no "beat officer" presence in the commercial core of Coconut Grove. In general, at present, there is a single beat officer assigned to the commercial core of Coconut Grove from 6 a.m. unt 4 p.m. each day of the week mere arC two- Beat Officer - "vacancies" listed for Coconut Grove on the Police Department organizational chart. There is no immediate prospect of filling these vacancies. b. The second category of police coverage in the commercial core of Coconut Grove is the "regular patrol officer with vehicle". This regular patrol officer is dedicated entirely to the commercial core of Coconut Grove. The three shifts for the regular patrol officer are as follows: 1. Regular Patrol Officer Daily Shift, 6:00 a.m. to 4:00 p.m. 2. Regular Patrol Officer Daily Shift, 1:00 p.m. to 11:00 p.m. 3. Regular Patrol Officer Daily Shift, 9:00 p.m. to 7 a.m. c. Thus, for 18 hours a day in the commercial core of Coconut Grove, there is one regular patrol officer with vehicle. The periods when there is just one patrol officer are: 1. The six -hour period from 7 a.m. to 1 p.m. 2. The five -hour period from 4 p.m. to 9 p.m. 3. The seven -hour period from 11 p.m. to 6 a.m. On Thursday, Friday, and Saturday nights —by far our busiest club nights, there is one additional patrol officer added from 9 p.m. until 7 a.m. - 46 - Base Level of Services City of Miami Police Department (continued) d. Also, for six hours each day in the commercial core of Coconut Grove, there are two regular patrol officers with vehicles due to shift overlap. These six shift overlap hours when there are two patrol officers in the Grove are as follows: 1. The one -hour period from 6 a.m. to 7 a.m. 2. The three-hour period from 1 p.m. to 4 p.m. 3. The two-hour period from 9 p.m. to 11 p.m. Other Miscellaneous City and County Services Provided A. City tree trimming, on an as -needed basis, as requested only. B. City sidewalk repair, on an as -needed basis, as requested only. C. City replacement of street lights, as -needed basis, as requested only. D. Capital maintenance; roads and water —County. E. Capital maintenance; benches, pavers, trees, City streetlamps—City. F. Traffic signals and signs —County. G. Bus benches and bus ad panels der City subcontract* * City is obligated to give the Grove one bus panel free each month of the year, upon request only. Mayfair Mall Security A. Security is provided 24 hours. There are three security officers during the day, and either three or four at night. B. All officers walk the public sidewalks around the property and call in to the security desk if there are any concerns. C. The security force has no contact with the City of Miami Police Dept. D. There is a "felt need" for more Police officers on the streets at night. - 47 - Base Level of Services CocoWalk Mali Security A. Security force works 24/7. Each day of the week features 6-9 eight hour shifts/individuals. B. The Security force patrols public sidewalks that border the property. C. In terms of Miami Police, on a weekend basis, the mall hires a total of 8 off -duty Miami police (6 at bars, 2 for the mall itself). D. When there is an emergency, the City of Miami Police normally respond within a few minutes. Verbatim Addendum Provided by Miami Police Dept. Response to Follow UP Questions for Grove Baseline Study LProvided by Sgt. Mayree Morin in the Office of Deputy Chief Frank G. Fernandez, Miami Police Dept.) Below please find the responses to the questions you submitted to the Office of Deputy Chief Frank G. Fernandez on August 1, 2007: 1. Do the regular patrol and beat officers who are routinely assigned to the SD- 2 District (center Grove commercial core) also get diverted to and cover the residential sections of the Grove that are not in the commercial core? -4s- Base Level of Services Verbatim Police Department Responses (continued) Response: It is the policy of the Miami Police Department (MPD) that the dispatch of personnel shall be based upon the principles of community policing. In general, Patrol and Beat officers who are assigned to the commercial core do not get "diverted" to cover the residential sections of the area. They are responsible for the following: • Prompt response to all dispatched calls for service in their zone • Resuming patrol activities upon termination of dispatched calls • Obtaining authorization from his/her supervisor prior to leaving assigned zone for any reason other than responding to a dispatched call Every effort is made to keep units within their specific geographic areas of responsibility to maintain NET integrity nevertheless; the seriousness of each incident (priority) must and is taken into account. Priority calls will be immediately dispatched to the closest unit available, regardless of service area issues. For example, calls where the officer's physical safety is jeopardized will be immediately dispatched to the closest unit available. In all other priority instances, if units are available, primary and backup will come from any on -duty units within the service area to include Beats (as well as Motors, K-9, PST , CST etc..) If no unit is available units on non -priority calls will be re -directed to respond to the priority request. In the extraordinary event that the above steps are exhausted and no units are available, the sergeant will be dispatched. If the call requires a two man unit, a unit from an adjacent service area will be dispatched with the sergeant. If no sergeant is available, a field duty lieutenant will evaluate what types of resources are needed and respond. 2- As discussed earlier, for ten hours each day, the commercial core of the Grove has an assigned beat officer present (with one day of overlap when two beat officers are present). Which fourteen hours on a daily basis does the Grove not have a beat officer present on the streets? -49- Base Level of Services Verbatim Police Department Responses (continued) Response: The Beat Officer's duties will normally consist of: • Routine patrol • Response to calls for service • Preliminary investigation of reported crime • Establishing rapport with service area residents and business owners • Working closely with NET Commanders and N.R.O.s to ensure that information on neighborhood concerns is shared This assignment will be conducted from a marked police vehicle, a bicycle, on foot, or by any other means established by their commanding officer in a designated area The NET service area commander determines the Beat officers' duty hours and work schedules. Generally, the hours are flexible precisely to avoid fixed stretches of time without the presence of the police officer at his assigned Beat service area. There are also a variety of factors that impact the BEAT officer's schedule, some of which are listed below: • Identifying or instituting pro -active measures to address crime patterns in his/her assigned area may require adjusting his /her schedule • His her attendance at community meetings or events to keep abreast of concerns in his/her assigned area may require adjusting his /her schedule • Special tasks or projects relating to the assigned area may require adjusting his /her schedule As a result, there is no identifiable/exclusive 14 hour period where a Beat officer is not present in the commercial core of the Grove. Base Level of Services Verbatim Police Department Responses (continued) 3. Do the regular beat and patrol officers in the commercial core of the Grove also routinely "cover" the commercial area of the Village West or the West Grove residential section? Response: Please refer to answer # 1. 3. Are Public Service Aides volunteer or paid? Response: Paid 5. Do Public Service Aides have set hours? Response:, With the exception of shift adjustments made to respond to planned or unplanned events that take place in the City, The PSA Detail hours of operation are divided into two (2) shifts, a day shift and afternoon shift. The day shift hours are from 6:30 A.M. to 2:30 P.M. The afternoon shift hours are from 2:30 P.M. to 10:30 P.M. . Both shifts work a five (5) day work week. 6. Are there specific Public Service Aides assigned regularly to the Grove? Response: Yes. 7. How are they called out to a specific incident? Response: Similarly to swom police officers, PSA personnel are dispatched via police radio. Their responsibilities are different from those of sworn officers because they lack the authority to take enforcement actions. PSA's are non sworn, unarmed civilians with no arrest or enforcement powers. -51- Base Level of Services Verbatim Police Department Responses (continued) They are authorized to issue parking citations and traffic infraction summonses when investigating motor vehicle crashes. 8. Are they employees of the Police Department? Response: Yes, and they are governed by the same rules and standards as would apply to a sworn officer. 9. How do Police Service Aides interface with the police and the community? Response: They provide backup support to field units and alleviate the necessity for sworn officers on calls for service in routine, non -hazardous situations, within the City of Miami. 10. Can the public contact them directly? Response: All calls for service requests must be made through 305-579-6111 (non —emergency). ALL emergency requests must be made through 911. For any other requests, any member of the public who wishes to contact a PSA may choose from the following options: • Make the request by contacting the District Sub Station (for Coconut Grove:.305-643- 7160 • Make the request by contacting the PSA Detail, Office : 305-579-6600 Note: all MPD members will extend acceptable telephone courtesy to all callers and all calls will be returned promptly. Appendix A Coconut Grove BID Boundaries • Excepting five hotels (The Ritz -Carlton, Mayfair Hotel & Spa, The Mutiny Hotel, Sonesta Bayfront Hotel and Commodore Inn, the Grove), the inclusive area of the Coconut Grove BID shall comprise the contiguous non-residential, non -tax-exempt properties in Coconut Grove's central commercial core as follows: a) Properties abutting the north side of South Bayshore Drive from Darwin Street to McFarlane Road, b) Properties abutting McFarlane Road from South Bayshore Drive to Main Highway, c) Properties abutting Main Highway from McFarlane Road to Franklin Avenue including the single commercial property just south of Franklin Avenue, d) Properties abutting Commodore Plaza, e) Properties abutting Fuller Street, f) Properties abutting Grand Avenue from Margaret Street to Mary Street, g) Properties abutting the west side of Matilda Street from Grand Avenue to Florida Avenue, h) Properties abutting Virginia Street from Grand Avenue to Oak Avenue, i) Properties abutting Mary Street from South Bayshore Drive to Oak Avenue, j) Properties abutting Oak Avenue from Virginia Street to Mary Street, k) Properties abutting Tigertail Avenue from Mary Street to Darwin Street, 1) Properties abutting S.W. 27th Avenue from Tigertail Avenue to South Bayshore Drive and m) Properties abutting the west side of Darwin Street from Tigertail Avenue to South Bayshore Drive. - 53 -