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HomeMy WebLinkAboutBoard ReportsJanuary 5, 2010 Mr. Pedro G. Hernandez City Manager City Hall 3500 Pan American Drive Miami, FL 33233-0708 Re: 2009 ANNUAL REPORT - HISTORIC AND ENVIRONMENTAL PRESERVATION BOARD Dear Mr. City Manager: As Chairman of the Historic and Environmental Preservation Board, I am pleased to present this annual report to you in satisfaction of City Code Section 2-890- 892, by specifically responding to the following questions: A. WHETHER THE HISTORIC AND ENVIRONMENTAL PRESERVATION BOARD IS SERVING THE PURPOSE FOR WHICH IT WAS CREATED. The Historic and Environmental Preservation Board (HEPB) is the city's authority on historic preservation and environmental matters for designated historic sites, resources, and historic districts. The board is definitely fulfilling its purpose, and continues to see an increased case load. Throughout the year at our monthly meetings, the Board has reviewed cases for the local historic designation of individual resources and historic districts; reviewed Certificates of Appropriateness for exterior alterations to designated historic buildings; reviewed Certificates to Dig for ground - disturbing activity in archaeological zones, and reviewed the environmental impacts of construction on Scenic Transportation Corridors, and within Environmental Preservation Districts. B. WHETHER THE HISTORIC AND ENVIRONMENTAL PRESERVATION BOARD IS SERVING CURRENT COMMUNITY NEEDS. The HEPB is responsive to community needs by addressing petitions for construction activity in historic sites and districts, environmental preservation districts, scenic transportation corridors, and archaeological conservation zones, balancing the need for progress with the need to preserve Miami's heritage. The Board also responds to requests by individuals and neighborhood associations for historic district designation. PLANNING DEPARTMENT: HISTORIC PRESERVATION 444 SW 2nd Avenue, 3`d Floor / Miami, FL 33130 (305) 416-1400 phone / (305) 416-2156 fax Mailing address: P.O. Box 330708 / Miami, FL 33233-0708 e-mail: preservation®ci.miami.fl.us www.historicpreservationmiami.com x IIc111nJ111111 Q ): \7644, 0 o.. Fa - - The staff and the board has worked with the MiMo Association to create mutually agreeable "Design Guidelines," and expects to work on the design guidelines for the Palm Grove Historic District this year. C. A SUMMARY OF THE HISTORIC AND ENVIRONMENTAL PRESERVATION BOARD'S ACTIONS/ACCOMPLISHMENTS. During calendar year 2009, the HEP Board and its staff completed: 1. A draft ordinance to include a provision for "Demolition by Neglect" as a revision to Chapter 23 of the City Code. 2. Adopted of revised General Design Guidelines for Historic Districts. 3. Adopted of revised Rules of Procedure 4. Prepared a revision to Chapter 62 of the Miami City Code concerning the number of members required for a quorum. 5. Updated and revised the location map of the City of Miami's archaeological zones with the sites identified in terms of the likelihood of discovery categorized as high, medium, and low. Further, the board: • Reviewed 37 Certificates of Appropriateness for historic structures. • Reviewed 1 Certificate to Dig for ground disturbing activities in the Archaeological Conservation Areas/Zones. • Reviewed 3 Certificates of Approval for construction activity in environmental preservation districts. • Added six historic resources to the Miami Register of Historic Places including the Bacardi Buildings, the Coconut Grove Library, the New Providence Lodge, and one historic district comprised of approximately six hundred buildings (Palm Grove). D. WHETHER THERE IS ANY OTHER BOARD, WHETHER PUBLIC OR PRIVATE, WHICH WOULD BETTER SERVE THE FUNCTIONS OF THE HISTORIC AND ENVIRONMENTAL PRESERVATION BOARD. No other board can better serve the functions of the HEPB. At its meeting of December 16, 1993, the City Commission passed Resolution 93-766, establishing the City Boards and Committees Review Committee (CBCRC) PLANNING DEPARTMENT: HISTORIC PRESERVATION 444 SW 2nd Avenue, 3rd Floor / Miami, FL 33130 (305) 416-140o phone / (305) 416-2156 fax Mailing address: P.O. Box 330708 / Miami, FL 33233-0708 e-mail: preservation®ci.miami.fl.us www.historicpreservationmiami.com to evaluate the performance and effectiveness of each existing City Board and Committee and to make recommendations regarding the continuation, abolishment or consolidation of these Boards and Committees. The CBCRC presented its report, which among other recommendations, recommended that the Urban Development Review Board (UDRB) and Historic and Environmental Preservation Board (HEPB) be merged. At its meeting of March 24, 1994 the City Commission passed Resolution 94-129 asking the City Attorney's Office to conduct a careful review of the Ordinances creating the UDRB and the HEPB in order to accomplish the merger of the two boards. At the City Commission meeting of September 22, 1994, the study evaluating pros and cons of the proposed merger of the UDRB and the HEPB, prepared jointly by the City Attorney's Office and the Planning, Building and Zoning Department, was presented, along with the necessary legislation to create a merged board by combining the purposes, powers and duties of both boards. The study was discussed, and the proposed merger was denied unanimously by Motion 94-712. Thus, after careful consideration the City Commission has concluded that it is in the best interests of the community to maintain the UDRB and the HEPB as separate entities. Nothing has changed since that time. Therefore, no other board can better serve the functions of the HEPB. E. WHETHER THE ORDINANCE CREATING THE BOARD SHOULD BE AMENDED TO BETTER ENABLE THE BOARD TO SERVE THE PURPOSE FOR WHICH IT WAS CREATED. The current composition of the Board represents a variety of disciplines that provide special insight into the variety of cases that HEP Board adjudicates. Chapter 23 of the City Code has recently been amended (August 2009) and greatly expands the opportunities the Board has to assist owners of historic properties. F. WHETHER THE BOARD'S MEMBERSHIP REQUIREMENTS SHOULD BE MODIFIED. The City of Miami was designated a Certified Local Government (CLG) by the State of Florida in 1986. The program was initiated by the Congress to transfer some of the federal government's responsibilities to qualified local governments. In order to become a CLG the unit of government must meet strict standards of performance, records maintenance, and perhaps most importantly, the professional composition of the historic board reviewing applications. The CLG regulations call for the membership to include professional members from the disciplines of architecture, history, architectural history, planning, and archaeology. The City of Miami's PLANNING DEPARTMENT: HISTORIC PRESERVATION 444 SW end Avenue, 3rd Floor / Miami, FL 3313o (305) 416-1400 phone / (305) 416-2156 fax Mailing address: P.O. Box 330708 / Miami, FL 33233-0708 e-mail: preservation®ci.miami.fl.us www.historicpreservationmiami.com requirements for membership on the HEP Board follows this mandate and should not be changed. G. THE COST BOTH DIRECT AND INDIRECT OF MAINTAINING THE BOARD. There are no direct costs. Indirect costs arise because of staff assigned to the Board. These staff members are not assigned exclusively to the Board but also have other responsibilities to the City of Miami. The City of Miami's professional staff also assists and advises citizens on the value, incentives, and implications of historic designation. The only direct costs arise from the monthly mailings to the board and the mailings required for public hearings. With attention focused on issues of sustainability and environmentally sound practices, historic preservation is a natural solution. The work the Historic and Environmental Board performs is a unique and valuable resource for the city. There are no other city boards that address the irreplaceable reminders of both the city's history and its environment. Sincerely, William E. Hopper, Ph.D. Chairman, Historic and Environmental Preservation Board Cc: Ms. Ellen Uguccioni, Preservation Officer Ms. Priscilla Thompson, City Clerk Members of the Historic and Environmental Preservation Board Ana Gelabert-Sanchez, Planning Director PLANNING DEPARTMENT: HISTORIC PRESERVATION 444 SW 2nd Avenue, 3`d Floor / Miami, FL 3313o (305) 416-140o phone / (305) 416-2156 fax Mailing address: P.O. Box 330708 / Miami, FL 33233-0708 e-mail: preservation®ci.miami.fl.us www.historicpreservationmiami.com cr 1vt ports 8.,7.:r exh, .bitkm authority January 20, 2010 Mr. Pedro G. Hernandez City Manager City of Miami 3500 Pan American Drive Miami, Florida 33133 Dear Mr. Manager, Pursuant to City Code Section 2-890, attached please find a copy of the Miami Sports and Exhibition Authority's (MSEA) annual report. This report was approved by the MSEA board at its January 20, 2010, board meeting. Please contact me if you have any questions. Sincerely, f Mayor Tomas P. Reg.' do Chairperson cc: file enc TPR/ts 301 North Biscayne Blvd., Miami FL 33132 (305) 358-7550 Pax (305) 358-1211 Miami Sports and Exhibition Authority's Annual Report to the City Manager January 2010 Is the Board serving the purpose for which it was created? The Miami Sports and Exhibition Authority (MSEA) was established in 1983, pursuant to Florida Statute 212.057, as an independent and autonomous agency and instrumentality of the City of Miami. MSEA was created to promote sports, conventions and exhibitions and to strive to generate community support to achieve this purpose. It was further given the authority to exercise any power usually possessed by private corporations performing similar functions that are not in conflict with the Florida constitution or law. Pursuant to that mandate, MSEA continues to serve the community as the landlord of the Miami Children's Museum and the Chalk's seaplane operation on Watson Island. It also has a primary role in the Watson Island heliport negotiations. Is the Board serving current community needs? MSEA no longer receives CDT funds, and as a result has no recurring revenue stream with which to fund its operation: the result is inarguably a reduced role for the organization. Nonetheless, MSEA's broad authority allows it to act in ways that can prove a great benefit to the City of Miami and the community. It may assist in projects and developments that are not apparent at the moment, but will become necessities as we move into the future. While MSEA's role in the community has been diminished, it is not without importance. List some of the Board's major accomplishments. In the past five years MSEA has successfully auctioned off the Miami Arena and other associated properties, reaping over $36,004,000 from the sales as well as returning those properties to the tax rolls. MSEA continues to serve the community as the landlord of the Miami Children's Museum and the Chalk's seaplane operation on Watson Island, and by approving the transfer of $8,004,360, to the City of Miami for the construction of a new Marlin's Stadium, at their April 23, 2009, board of directors meeting. At the May 4, 2009, board of directors meeting, the board approved a grant in the amount of $393,280 to the Miami Children's Museum, which enabled them to overcome financial constraints during these tough economic times. At the same meeting the board approved a grant in the amount of $350,000 to the Melreese Golf Club House and a grant in the amount of $350,000 for the Caribbean Market Place Project. The board has since decided to not extend future grants. In 2005, the Bayfront Park Management Trust (Trust) was selected to provide management services to MSEA. As a result of the consolidation of MSEA's operation into the Trust offices and the Trust's provision of management services to MSEA, an Inter -local Agreement was developed to formalize this engagement. It was approved by the MSEA board on April 23, 2009, and the Trust on April 28, 2009. It was approved by the City Commission on May 28, 2009. 301 North Biscayne Blvd., Miami FL 33132 (305) 358-7550 Fax (305) 358-1211 Is there any other Board, either public or private, which would better serve the function of the Board? Pursuant to State of Florida Statute and existing inter -local agreements between MSEA and the City of Miami and Miami -Dade County, no other Board can serve MSEA's purpose. Should the ordinance creating the Board be amended to better enable the Board to serve the purpose for which it was created? The founding ordinance for MSEA is sufficient for its current purpose. Should the Board's membership requirements be modified? The Board's membership requirements are sufficient to meet its current needs. The cost both direct and indirect of maintaining the Board The MSEA annual budget totals $112,000, sufficient to cover all direct and indirect costs of the organization. 301 North Biscayne Blvd., Miami FL 33132 (305) 358-7550 Fax (305) 358-1211 WATERFRONT ADVISORY BOARD ANNUAL REPORT 2009 The Waterfront Advisory Board (WAB) is responsible for reviewing and evaluating all plans and issues related to the use and development of City -owned waterfront property and providing advice to the mayor and City Commission concerning such issues. The Board also works closely with the City Manager and his staff. Is the board serving the purpose for which it was created? Yes. Is the board serving current community needs? Yes. The board has acted in a professional and honorable manner in proceeding to meet the needs of the community and waterfront issues. A list of the board's major accomplishments: In 2009, the WAB took up four major issues: Virginia Key Master Plan, Implementation of the Dinner Key Mooring Fields, Marine Stadium Restoration, and Grove Harbor Marina Dock Master's Building modifications. Virginia Key Master Plan: The WAB held two highly -attended hearings to present both the plan and a revised version of the plan before it went to the commission. The WAB recommendation to the commission to "approve with conditions" was finally reached based on changes to the plan recommended by the public hearings. Dinner Key Managed Mooring Field: After six long years, the Dinner Key Managed Mooring Field finally opened in October. During the course of 2009, the WAB helped revise and update Chapter 50 of the City Code affecting marinas and mooring fields as well as review and understand the revised Florida Statutes 327.22 Waterways Regulations assuring that we are in compliance with both state and city codes. Marine Stadium Restoration: The Save Marine Stadium groups came before the WAB on several occasions to continue their lobbying for preservation of the structure and to assure its consideration and inclusion in the Virginia Key Master Plan. Grove Harbor Marina Dock Master Building Modifications: This item had come before the WAB three times in four years. The WAB reluctantly gave a recommendation to "approve" the building modifications based on Grove Harbor's compliance with the prior requests of the WAB, which are now outdated. Since our initial request for modifications, the Coconut Grove Master Plan was adopted by the City Commission. We have requested that this item come before our board once more to have a public forum only on the variance of this building versus the Master Plan. Grove Harbor refuses, having their "approval" already in hand. In addition, it was brought before the WAB, that the Grove Harbor Marina is proposing a dock extension as they are entitled to by their lease. However, that currently does not require a public hearing. The WAB is requesting that the City require one. Other items brought before the WAB in 2009 were: Tributary dredging of the Miami River, Construction of new docks at Kennedy Park, Dinner Key dredging, derelict boats clean up in all marinas, and the progress of the implementation of the Coconut Grove Master Plan. Is there any other board, either public or private, which would better serve the function of the board? No. Should the ordinance creating the board be amended to better enable the board to serve the purpose for which it was created? No. Should the board's membership requirements be modified? Per Section 29-123 of the Miami City Code, the board shall consist of 12 members: Two members appointed by the Mayor; ten members appointed by the City Commission, with each commissioner nominating two individuals. All members shall serve without compensation for terms of office of one year or until the nominating commissioner leaves office, whichever occurs first, and shall be subject to removal by the commission for any cause. A member's absence from four of the cumulative meetings within any one calendar year period or from three consecutive meetings of the board within a calendar year shall result in the member's removal from the board upon the chairperson's filing of a certificate of such absences with the city clerk. Any vacancy occurring during such term shall be filled for the remainder of the term in the same manner as the original appointment. Members shall reside in the city or maintain a place of business or office in the city or own real property in the city at the time of their appointment. Should you need further information, please contact me through the Department of Hearing Boards at 305-416-2030. Sincerely, Wendy Kamilar Chairperson Fe Ut/era'y /2am/(,t phi-ey l_. bi-)cue Respectfully submitted this i Z- day of January 2010. CITY OF MIAMI Homeland Defense/Neighborhood Improvement Bond Oversight Board MEMO To: Pedro G. Hernandez, City Manager From: Jose Solares, Chainnan Date: January 15, 2010 RE: Homeland Defense/Neighborhood Improvement Board Oversight Board (BOB) Annual Report for the Year 2009 as per Sec.20890 of the City Code. cc: Board Members, Ola O. Aluko (CIP Director), Priscilla Thompson (City Clerk), City Attorney Pursuant to City Code Section 20890 (Annual Report of City Boards and Committees), please accept this Memorandum as the Annual Report of the BOB for the year 2009 in the manner and format prescribed in the City Code as follows:' City Code Question No. 1: Whether the board is serving the purpose for which it was created? BOB Response: Miami's first ever BOB was created in 2001 by the City Commission to serve in an advisory capacity to the City to oversee and monitor implementation of the proceeds of the $255 Million in Bond Funds for Miami's Capital Improvement Projects (CIP). The BOB continues to diligently fulfill its purpose. City Code Question No. 2: Whether the board is serving current community need? BOB Response: Keeping in mind the fairest interests of the entire community and with an eye on Miami's shortfall for Capital Improvements, the BOB stays on -track by observing the prudent guidelines we established for all CIP's brought before the Board, such as: (1) whether the projects and their budgets are on the list specifically identified by the City Administration and set forth in informational pamphlets and media release; (2) whether all available matching I was appointed Chairman of the BOB only one month ago, in December 2009. I was recently provided with request for this Annual Report. This request had been sent to the previous Chairman back in October 2009, but it seems that he failed to file such report. Page 1 of 3 grants have been applied for and the funds secured; (3) whether the CIP and its budget been approved by the CIP Department and secured approval of all of the City's Boards having an interest and by the BOB Audit Committee; (4) whether the CIP will purchase, implement and/or construct within the time frame that the BOB has established; (5) whether the actual cost of operation and maintenance has been established and whether a line item has been established in the City's Budget for the following year to reflect the cost of operation and maintenance of the new item and/or facility. City Code Question No.3: List of the Board's major accomplishments BOB Response: In my personal opinion the major accomplishments of the BOB have been: (1) more projects going into the bid process instead of the previous utilized method, i.e. JOC, etc.; (2) we have reduced the cost by working together with CIP personnel during the Audit Committee Meeting, challenging contractors estimated proposals, designers estimated proposals, etc.; (3) working together with CIP personnel, a new Project Analysis Form (PAF) was developed that now includes a method of tracking actual costs. City Code Question No.4: Whether there is any other board, either public or private which would better serve the functions of this board? BOB Response: To our knowledge, no other board, either public or private, has been created and educated to specifically address the CIP programs. City Code Question No.5: Whether the ordinance creating the board should be amended to better be able to serve the purpose for which it was created? BOB Response: Consideration to a slight reduction in the operating quorum should be considered in order to assure that the City projects do not get delayed because of lack of quorum. City Code Question No. 6: Whether the Board's membership requirements should be modified. BOB Response: In our opinion, no condition exists that would warrant any change at this time. Page 2 of 3 City Code Question No. 7: The cost, both direct and indirect, of maintaining the Board? BOB Response: Membership on this Board is on a volunteer basis. Staff is provided by the City. Page 3 of 3 ANNUAL REPORT 2009 OVERTOWN COMMUNITY OVERSIGHT BOARD 1) Q. Whether the Board is serving the purpose for which is it was created. The Overtown Advisory Board/Overtown Community Oversight Board (OCOB) was created via City of Miami Ordinance 12858 amending Article XI of Chapter 2 of the City Code to encourage and support housing, job creation, economic and business development, educational opportunities, and historic and cultural preservation. The Board has encouraged and supported the aforementioned focus areas in a variety of ways this past year. The OCOB held a series of meetings with community residents and stakeholders beginning in January 2009 through December 2009. Approximately, two hundred and eight (208) people participated in Board activities during this time. Eleven (11) monthly board meetings were held. Three (3) monthly board meetings were televised on the City of Miami channel and repeated a minimum of four (4) times each. A quorum was met at all monthly meetings. Additionally, two (2) strategic planning workshops, three (3) executive board meetings, ten (10) housing committee meetings, eight (8) business and economic committee meetings, eight (8) youth development committee meetings, five (5) civic engagement and education committee meetings and ten (10) crime and safety committee meetings took place. The Housing Committee was chaired by Saliha Nelson. The Business and Economic Committee was chaired by Emanuel Washington. The Crime and Safety Committee was chaired by Joyce Floyd. The Civic Engagement & Education was chaired by Andrea Copeland. And the Youth Development Committee was chaired by Carla Penn. The strategic planning sessions were facilitated by DSG Community Marketing Services. All meetings were properly noticed and meeting reminders were sent via email to our database of over 200 members. The Board also received additional information and technical assistance this year to help the Board meet its obligations. City of Miami departments and professionals were very helpful. The Board received information from the City of Miami's District 5 Commissioner Michelle -Spence Jones, , City Manager's Office, Capital Improvements Program, Deputy Director of Economic Development and Planning Dept, as well as the SEOPW CRA. It is also the duty of the Board to provide written recommendations to the City Commission regarding activities, development, and improvements within or substantially impacting the residents of the Overtown Area. To this effect the Board issued a White Paper in October entitled, "Report of Findings 2009: Community Development Priorities. All City Commissioners during this period were provided a copy. The Findings were also presented during the monthly Board meeting which took place in October. This meeting was televised. The Board also made a request to present this information at a City Commission meeting. This request is still pending. 2) Q. Whether the Board is serving current community needs. The Board is serving current community needs. The Board is in a position to encourage and support projects and initiatives which create win -win opportunities for Overtown and the greater community. The Board also provides a forum for residents to actively participate in their community, become informed with correct information and share resources. Monthly Board meetings provide opportunities for residents to find out what 1jPage projects are beginning, proposed and accomplished and to learn about community resources. Committee meetings provide residents and those working in the community to share information and improve collaboration and community networks. Additionally, The Board also facilitates a process of communication between government and legislative officials. 3) Q. List the Board's major accomplishments. As a result of meetings and activities completed this year, the Overtown Community Oversight Board's achievements include: • (2) Well attended Strategic Planning Workshops • Completed the Board's first Strategic Plan • Maintained active Business & Economic, Housing , Crime & Safety and Youth Development Committees • Established a web presence on the City of Miami Website • Surveyed community residents to solicit input on potential Overtown CRA Bond Projects • Hosted a housing development forum with Miami -Dade District Commissioner and Overtown Community Development Corporations • Increased Board's ability to educate community residents via quarterly televised meetings • Produced in collaboration with many community partners the Overtown Youth Unite for Peace Festival • Completed the Board's first White Paper entitled, "Report of Findings 2009: Community Development Priorities" 4) Q. Whether there is any other board, either public or private, which would better serve the function of the board No, there is no other board, either public or private which would better serve the function of the City Miami Overtown Community Oversight Board. 5) Q. Whether the ordinance creating the board should be amended to better enable the board to serve the purpose for which it was created. Yes, the Board recommends that the ordinance creating the board should be amended to better enable the board to serve the purpose for which it was created. Please see our recommendations below: • Terms of Office. Members shall be elected and appointed for two-year terms, expiring during the month of September. Pursuant to the Code of the City of Miami, Florida, as amended initially by Ordinance No. 12858 adopted October 12, 2006, shall be elected and appointed as follows: five (5) of whom shall be elected and six (5) of whom be appointed by the District Commissioner, (1) of whom shall be appointed by the Mayor, and there shall be two (2) youth members, one (1) appointed by the District 5 Commissioner and one (1) to be appointed by the OCOB. Notwithstanding the above, individual members may serve until their successor is elected. Appointees and elected members will stagger terms. The staggering process will begin with appointees serving one year, after which those members may be reappointed and serve the expected two-year term. Current elected members will serve in accordance with the City of Miami Code. • Vacancies. The OCOB may fill vacant member seats by appointment only if the seat was vacated by an elected member. The District Commissioner will appoint all other vacant seats. Wage • Trust Fund. It is intended that the Revitalize Overtown Trust Fund be established in order to address the community's most pressing needs and most promising opportunities in the areas of youth development, business & economic development, job development, housing, historic & cultural preservation and promotion and civic engagement & education. • Payments. Payments into the Trust Fund may include, but not limited to donations, grants, fundraising and dedicated sources of revenue from other City Departments. • Establishment. It is the intent that Trust Fund monies shall only be made available to support Overtown Community Oversight Board written recommendations to the City Manager. Not more than 50% of the Fund shall by expended to support any one focus area. 6) Q. Whether the board's membership requirements should be modified. Yes, the board recommends the board's membership requirements should be modified. Please reference Q.5 for our recommendations. 7) Q. The cost, both direct and indirect, of maintaining the board. The direct cost of the board this year included a PT staff Board Liaison and cash expenses of $4238.21 to support Board activities. It is important to note that the Board was allocated $5000 for the year, but was not allowed to expend the balance of $761.79 due to the City's budget freeze. And the board has not been allocated any money for the fiscal period beginning October 2009 other than the funding of the PT staff Board Liaison. Approved By: Overtown Community Oversight Board Date: January 12, 2010 Wage To: Carlos, Migoya, City Manager From: Eric Thompson, Interim Chairperson Liberty City Community Revitalization Trust Subject: Annual Report of the Liberty City Trust Board Date: March 2, 2010 Consistent with the requirements of City Code Sec. 2-890 of the City of Miami (Annual report of City boards and committees) listed below is the annual report from the Liberty City Community Revitalization Trust ("Liberty City Trust"). (1) Whether the board is serving the purpose for which it was created. Yes. The Liberty City Trust has the scope of responsibility for overseeing and facilitating the City's revitalization efforts and activities in the Liberty City area. The board is actively engaged in executing that mandate by the City. Through its' subcommittees, i.e. community development (housing and economic issues), youth and education and community outreach, the Board is able to target each issue expeditiously that affect the Liberty City community. (2) Whether the board is serving current community needs. Yes. The Board has oversaw the development of public and private projects in the Liberty City community and has developed professional relationships with private developers to employee Liberty City residents. The Board continues to strive to meet the needs of the community by ensuring that Section 3 is enforced for the residents in the Liberty City Community when construction commences utilizing public funding. The Board has been actively involved in the district -wide Hots Spot marketing campaign, Neighbors for Safety Rally in Liberty Square Housing Complex and the Unite for Peace Youth Rally in Overtown of which these illustrate active participation to eliminate criminal activities in the Liberty City area and the district as a whole. (3) A List of the Board's major accomplishments. a. Through the Board over 20 Liberty City residents were hired during the construction of Biscayne Housing Court Apartments; Carlos Migoya, City Manager March 2, 2010 Page 2 of 3 b. Provided technical assistant to the Comprehensive Outreach Program Incorporate, the winning recipient of the August 28, 2009 Multi family NSP Proposal issued the City of Miami Department of Community Development. c. Through the Board's mandate to serve existing residents in Liberty City, over 25 Liberty City residents received forbearance plan and/or loan modification to remain in their homes. d. The Community Outreach Committee partnered with Hands on Miami for a beautification and renovation project in Liberty Square; assisted residents in the voters registration/rights restoration process, as well as coordinate transportation to precincts during the 2009 Presidential Election; partnered with the red cross to conduct Hurricane Readiness seminars; coordinated and assisted in providing 70 youths from the Liberty City community employment with the Youth on the Move project. (4) Whether there is any other Board, either public or private, which would better serve the function of the Board. No. There is no other board, either public or private, that is focused upon the holistic revitalization of the entire northwestern corner of the City of Miami that is known as Liberty City/Model City. No. (5) Whether the ordinance creating the board should be amended to better enable the board to serve the purpose for which it was created. (6) Whether the Board's membership requirements should be modified. No. The Board of Directors has earned a great deal of respect within the community, in part, because of the expertise and experience they bring to their service. Carlos Migoya, City Manager March 2, 2010 Page 3 of 3 (7) The cost, both direct and indirect, of maintaining the Board. The cost of maintaining the Board which includes community outreach and participation is approximately $27,000.00 per year. The tasks associated with maintaining the Board include liability insurance, public advertisement required by statute, postage for mailings, coordinating the logistics of the quarterly Board of Directors Meetings, distributing Board packages and meeting notices, subcommittees meetings, preparing the minutes after the meetings and other costs associated with the Trust to facilitate and oversee the revitalization efforts and activities in the Liberty City area. LOO`'1 nnuo) 7E± PEDRO G. HERNANDEZ, P.E. City Manager Tit Di Aliami December 8tl', 2009 Mr. Pedro G. Hernandez, City Manager BARBARA K. BISNO City of Miami Chairperson 3500 Pan American Drive ANTHONY JENNINGS Miami, FL 33133 Vice -Chairperson MARY I. COOMBS Secretary / Parliamentarian MARLENE CASAR-SANCHEZ LYSE CUELLAR-VIDAL SCHILLER JEROME ANDRES LEMOS PATRICIA MALDONADO CARLOS MORALES DR. AMADA VARGAS MARJORIE WEBER HAYDEE WHEELER TERESA ZORRILLA-CLARK Dear Mr. Hernandez, It is with great pleasure that I present you the 2009 Community Relations Board's Annual Report. On behalf of the Board, I would like to thank you, Ada Rojas, Natasha Colebrook - Williams and Yarenis DeFalco for the continuous support and assistance provided to the Community Relations Board. Sincerely, Barbara K. Bisno Chairperson cc. Honorable Mayor and Members of the City Commission Priscilla Thompson, City Clerk Community Relations Board Members COMMUNITY RELATIONS BOARD 444 S.W. 2nd Avenue, 7th Floor / Miami, Florida 33130 / (305) 416-1351 Fax: (305) 416-1019 ADA ROJAS Coordinator Community Relations Board 2009 Annual Report Page 2 of 5 could not pay for the teachers' overtime for a Saturday training and the program had to be declined by the City of Miami, The ADL high school workshops, consisting of discussions, role playing and video presentations, emphasize the negative impact of bias and methods to be employed to reduce personal bias. Students become familiar with bias evidenced by language as well as actions, and engage in a pledge to improve the ethnic, racial and religious environment of their school, home and community. Due to a conflict with the FCAT, the workshop at Miami High was postponed until fiscal year 2009-2010 and due to the change of administration at Edison High, that workshop has had to be rescheduled. The CRB has asked the ADL to include Edison High, Jackson High and Northwestern High in its programs under the auspices of No Place for Hate. Miami High and Booker T. Washington High will also participate in this program which consists of at least three anti -bias programs in the school. The CRB served as mediator in a dispute between community activists in the Overtown and Liberty City community and attended community meetings and marches subsequent to the Liberty City killings of teenagers. The CRB has thus established itself as a significant and recognizable body in the community. 2. Is the board serving the community needs? Yes, the Board has worked diligently to embrace, encourage, and ensure harmonious inter- group relations among the residents of the City of Miami. CRB members are available to serve as mediators in times of community crisis. They also keep a keen eye on community issues that have the potential to escalate. The ongoing support and management of the Goodwill Ambassadors' program is facilitated by the Office of the City Manager. 3. Accomplishments for the year 2009: The Community Relations Board, in collaboration with the Office of Community Relations, has participated in numerous events, of local, national and international significance, The CRB: • Sponsored, with the Miami -Dade County Community Relations Board, a community summit on immigration legislation. As a result of this summit, positions were developed on the need for comprehensive immigration reform, including TPS for Haitians, a system for the granting of citizenship to undocumented immigrants in this county, the enactment of the DREAM ACT, increased security and enforcement of immigration laws, and other specific provisions to be included in new legislation. The CRB expects to work toward the enactment of this legislation in the coming months. 2 Community Relations Board 2009 Annual Report Page 3 of 5 • Partnered with the Department of Justice Community Relations Division, in response to an altercation that occurred at Miami Edison Senior High School last spring. Miami Edison students protested in response to allegations of students being mistreated by administration of the school. The Department of Justice has a program name SPIRIT that focuses on high school students coming together to discuss problems and learn how to resolve them in a peaceful way. Members of the CRB have been trained to serve as facilitators of such program. • Hosted a film viewing of the documentary Muhammad Ali: Made in Miami at the Wolfson campus of Miami Dade College during Black History Month. The film provided MDC students a closer look of the life of Cassius Clay who, after converting to the teaching of the Nation of Islam, became known as Muhammad Ali. The film depicted the racial tensions that were present in Miami and the controversy of his religious conversions. The presentation was followed by a discussion between MDC students and CRB members. • Partnered in a traveling film festival with WRLN, Miami -Dade College, the International University of Art and Becoming A Man, a new program aimed at young at -risk males directed by Circuit Court Judge Peter Adrien, to present documentary films on the Freedom Tower and Muhammad Ali. Members of the CRB served as facilitators to emphasize the pride of our Cuban and African - American communities in their unique histories and contributions to our community. • Supported the Hot Spot Campaign, which empowers residents of District 5 to anonymously report illegal activities within their communities, by distributing the Hot Spot cards in neighborhoods, joining in neighborhood publicity sessions, and attending advisory meetings, • After the immense devastation in Haiti, CRB members helped create a non- profit organization called Haitian American Emergency Relief Committee (HAERC). The HAERC provides assistance for the people of Haiti and serves as a resource center for the collection and distribution of monies, food, medicines, and other supplies needed to assist individuals in Haiti. • In collaboration with the University of Miami Law School volunteer organization, HOPE, and others, the CRB presented a MLK Day of Service at the Association for the Development of the Exceptional, Inc. (ADE, -focusing on the legacy of Dr. King and presenting recreational activities for the ADE clients. • Worked with agencies and taskforces, such as HOPE, Neighbors for Neighbors and the Federal Reserve Homeownership Taskforce, in providing foreclosure prevention and information and counseling. 3 Community Relations Board 2009 Annual Report Page 4 of 5 • Participated in the selection process for the Princeton Prize, which was awarded to a student from Miami Edison Senior High School. The Princeton Prize recognizes students who have taken a Ieadership role in developing and implementing a project that addresses race relations. • As an example of partnerships leading to leveraged funding, helped established an urban garden of vegetables and fruit trees that have helped provide fresh fruit and vegetables for low income residents of Overtown. The CRB partnered with the Miami Beach Botanical Garden, which provided a consultant and the plants free of charge, and Roots in the Garden, led by Dr. Marvin Dunn. Roots in the Garden agreed to farm the land and provide regular maintenance. • Volunteered for Arbor Day, which was a tree -planting day of service and celebration. During Arbor Day volunteers and residents came together to plant over 100 trees in the Little Haiti community to help beautify the area. • Working with the OCR and the Goodwill Ambassadors, on January 12, 2009 the CRB was activated to monitor the Jewish Arab Candlelight Vigil for Peace held at the Torch of Friendship. • Again working with the OCR, in February the CRB was asked to host and attend a meeting at Mt. Cavalry Missionary Church in regards to the recent shootings that had occurred in the Liberty Square area of Miami. 4. Whether there is any other board, either public or private, which would better serve the functions of the board. No, the Community Relations Board is unique in many ways. It provides cohesion and fosters mutual understanding, tolerance and respect among all ethnic groups. Only the CRB has the diverse composition and commitment to address proactively the various issues of the community so as to reduce tensions and address needs which at times roil and cause dissension within our community. The board maintains a position of balance and openness between its citizenry and local government. 5. Whether the ordinance creating the board should be amended to better enable the board to serve the purpose for which it was created. No, the ordinance should not be amended. 4 Community Relations Board 2009 Annual Report Page 5 of 5 6. Whether the board's membership requirement should be modified? No, the Board's membership should not be modified. 7. The cost, both direct and indirect, of maintaining the board. Due to operational budgetary cuts in the last years, the CRB has performed its mission at a high level by collaborating with other community groups who shoulder most of the direct funding of our projects or engaging in activities which require many hours of volunteer work with minimal to no funds. To try to fund this unique work in our schools which is crucial to improving community relations in our community, in collaboration with the schools, the ADL and the MCCJ, the CRB is leading an effort through the City's Grants Department to identify grants and/or potential funding sources that may fund this work as well as other CRB programs and services. We will continue to strive to accomplish our goal and to maintain the programs as we have outlined them above. 5