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Submittal-Commissioner Rosado-Newspaper Articles and Ordinance 13801
Newspapers- iw •blancestry https://www.newspapers.com/image/633442100/ The Miami Herald (Miami, Florida) • Wed, Jul 8,1987 • Page 108 Downloaded on Jun 25, 2025 e Deals will doom Bayf ront Park, head of trust says /tropedeice Damn mauWag partner Dan PsMaoy add the torn dance is t rodat le old might be Warmed la sanative the amphitheater, waked conid accommodate 10.000 people. W both the area sod the world pecan equel shot at Stead Kearney. 'Ted afraid N they tarn a aaeopdy el both places they wonid pay attention to one place." Rouse ha a year to deckle if it wants to run the toad daceadoaa. Officals of the firm did not unarm phone a l sTuesay. Treat ambers. wad hue vol- unteered thee and money to the yokel are ontrapet "h wou4 seem a me that the draft tegiWtlka a aow proposed totally defeats lie purpose at awing era bdepeedext that to sea the CGreer odd In a letter to the Cityommtselro. "That purpose.. as 1 sndwosnd it. is to aware that there is a body totally dedicated to the best tater. eft of the park led a the same time rein nobly independent fresh s- e ssecompUsb by the wrest mitts a exactly the The proposal before the tow mbdon world rewire Vest anea- hers to Nye adthla the thy. More than Lae the tram semshws do sea Ore in the dty but wort or owe bnsinsnaa downtown. Tbe Ompoed also world Rae the treat to 15 members. allow ammtsrioaws to aeieet them. pack rho Odessa and abolish the map with rise aota. "it the City Cammdrsba goes tiswse a planned. It woad end all the dorms that many of es have.' said Cost member Edward F. Swenson Jr.. wed has pledged hie owe money for a sculpture at the perk. -The bets world be oft oat only from oar sin but tress others who made a Commitment" Bed -cat Ptah has keg been a Reeui.Keaasdyt Hoping ter a ooapreaafse. whiled football ResOitectionbaps a decade ego Costs @ymcMe6 Cassubbiss work wee dete r& , Ths Neal poledt desiped by Kalpter Isamu �wW le. chide tosmabc. awet- weeat to the Challenger, a 90.root t tower. a rack poke and a eaad0Mmer Mkt Dawkins Iles hot opened the pant seyteg die city Waal speed enough t prJy perks.on 'Were not raistalidag lacer parks. yet were ptag to hula a saw park sad add to the ataote- orohlue Dawkins said. Cxabon ,pleat is aver face roe hen taro. My pastors has not changed 1 doubt sokusly it it with change TbarWry' Co.....adatI.L. Passer thinks a pAwu tempMV weedd thrvRa stage the pat that a "I've bees awleg Ow trete Day One- This oa•Mpt awn work. Killeen Nobody wanted to listed," ?ham mer said. Commissioner lee Caroller ale pars to be the swig vote.; Tm pang to keep as open Wad." be Candle considers the taut a "Herald baby." Bendy Carter. a Nest preddeot of Knight-Ridder 1a0, which owns The Herald. is a member, so ie Tins HUts. the suite of Lae Nils, Knight-Ridder nitre real chairman emeritus. And Cootie may sot be willing to help Kennedy. who voted *plod his proposal to let voters deetde whether the eky *herald (nod ernveottoas that bad Coat. moist Diktats attending. Mayor Xavier Suarez. Kenne- dy,/ strongest supporter for the pr�ect agrees with trust mem- aett via tidy should we Ilan to live In the city. Bat he thanks the City ComnLalon smmold dtlmate- ty be respoostbte to what the tmst does. ^I want to be able to take back and divest their powers It the misting c.mlmion feels it's rot managed the wsy we Uhl" be send. Some commissioners lave erred tinned who would be respaable fora deficit If the trust coots rut make the park steroidal Plum- ate and Camler have said the east would be responstbe if it Wits walk attendance at the pub by dirties for meets Sutra ad trust members dis- agree. " e pro(Iubtgty tad stab flow akuhtlees and proledions by accenting firms are aimed of o0 moon to me: Suarez add. We're not settle' up en mdeKn- dent. prole -whin sefity. 1 Moat think we ought to get involved In what It toes to mainwn the putt I thank the city is slemuey te,sponslble.' Hialeah sergeant charged with violating policy Byy CCA LOS HARRISON IInvestigative was a ltlakah polite decide bveati- "The extent to which they'll go ptiag allegations of mtradeperr- to be vindictive b quite evident rental sexed misconduct have note Cerium said. charged the sergeant who made "Whatever ray attorney says. I the alleluias web seven viols- agree web completely." Thetas - Was of de twat poaqsees said. An Mimed affairs smiles re- pro named Touchy charged Sgt Led Tbuauttes with a variety of vkbtia 0. baludiug Montag 55 pbotoeraphs a three semtmsde woman at a May news (a(ettnce as proof of the reisto0dact iktasdtee attorney, Philip Carbon. said the ladles proved L . Richard McCrory. heed of the internal attain swim, could not be reached for mowenttide Tuesday. The report says ThaWates trio- Wed department urea by: • Ioldieg the mews conference. which %dated department policy. the report said. • Showing the pictures fo de FJftck violated policy pro - t the umethofzed release haunt deparlaeeet Woman doe. • Not reportIne the Boding the photos to his superiors. • Not reporting the suspected lewd misewdact to superiors. • Liaothing his own iavestlpp- too to track down the pbotogrs- who took the he thief said broke ctures and Nu into his office trying to get the pictures • Refusing to tom the photos Over to enema Weirs Mendip - Bond is denied for` accused baby killer A Odle refused to set toed Tinsley tor a woman Charged with suffocating her new- born baby aboard a N4eW-bo�u}ed jetliner. ma sProsecutors in Katy Mo., have charged Jule Killeen with second-degree murder. Kil- leen. 22, a uockbee er's assistant be Sae Fraodtto. has use police the baby was born dead while the Maw was le Kansas city en route to Missal on June 30. Metro -Dade police and the Dade Medal Examiner's Ofhce say the baby. whoa body was faced in a mirage as at Miami hnuaatimul A5'pul. wits bnme tithe and was 't a typical s e ooddegree sreraer. your hoarse deface Inner Richard Gaetano aid County Judge Money rich. 'Tide is sot twoThiadertbab who went et each Ober la a bar. This le a white -cellar stet.', that euthoritin In Knees Qty already have segeano, laid the et S10.000 Mod tar Killers m em. AWsa0t Da Attorney Gatad% Simms said the Pees/tits for the violations la - Kansas City bond was erminent became second- clerk euspe0dos. demotion or degree murder is a solaced Offense in Florida and dismissal Acting Chief Raleigh state law rota Welk she's here. Jordan add be maid not comment Authorities a 1tWou1 sow lute 10 days become a what disciplinary actin he to Man to take Kdien to Kansa CRY. Gagliapo weld r.� *oo.ad ands tot has sand. led the meantime. the ledge said he will approve teHewed the ant. weer rev a o0fense tamest to have a McMillin examine heu uto'y1eeys Ors ltraaaltes eventually al- lowed the investigators to are picture of Ills pictures • hnedetteg with the Interest larestigation by refuses to tutu aver the photos. investigators identified two women in the photos Jesse Nor- man. the aaistant gym fort actor. admitted taktag their Pictures at sew aprrbeent, then taking the Maurer to the gwydw. where they dineppeatedrepw knee him pllto the ty at toodutt whamming an em- ployee. Norman declined corn. Went, WI are laying to lure the ideuely of the third rrdereo who was photographed is the took thee ey peones. ksow who The report aW tonne officer William Bearers guilty el five rule violations for sot provides Infor- mation to avestiptors and seat a report alleged incidents of misconduct. Hearts who pve a sworn statement sumerdes T6a1- mikes. was enavaiable ter tern. Clipped By. ihosvanyromero Jun 25, 2025 Copyright © 2025 Newspapers.com. All Rights Reserved. SITyi 11,44 -aoyim sslorivLitavdo- iJeuvlogit Avals 'OfoGww.p.13801 Newspaper by.{ancestry• https://www.newspapers.com/image/635704472/ The Miami Herald (Miami, Florida) • Thu, Jan 11,1990 • Page 118 Downloaded on Jun 25, 2025 Pepper fountth funds run $500,000 sort By CARL GOLDFARB Herald Staff Writer The fountain in Claude and Mildred Pepper Bayfront Park will cost an additional $500,000 to com- plete because of faulty work, poor soil conditions and changes in de- si commissioners today will decide whether to find the money or leave the fountain unfinished. "My feeling is being boxed in," said Commissioner J.L. Plummer. "What's the alternative? It would cost about that much more to take out the fountain and put back the "It's a frustration that a fountain can be this expensive," said Xavier Suares, "I've never stood -why lire can't build a more modest fountain." It's much too late for that. city ad- ministrators say. The fountain, part of the design for Bayfront Park by the late Isamu Noguuhi, is nearly cmplete. It's in the middle of the park, al- most directly east of Flagler Street and is part of the centerpiece of No- gucbi's design. The fountain is being paid for mostly through a $2.5 million feder- al grant secured by the late Con- gressman Maude Pepper. The foun- tain was named in honor of Pepper and his late wife Mildred — until commissioners decided in March 1989 to name the entire park in their honor. For years, city administrators have promised the fountain was about to be completed. It was sup- posed to be done in August 1988. Then in the summer of 1989. On March 23, Pepper urged commis - stoners to finish the fountain and park in time for his 89th birthday, on Sept. 9. Pepper died May 30. Now city administrators salt that with another $500,000 — banging its total cost to more than $3 m — the fountain could be ready by late February. If all goes well, it will beshooting jetsof water 60 feet into the air in a changing, computer -con- trolled pattern of water and right, said Assistant City Manager Wally Lee. Or the fountain could just sib "We're limning out of money,' t e said. Many of the voes with the foun- tain date to 1985, Lee said, when Miami signed a $6.2 million contract with the U.S. Atiany Corps of Engi- neerS for work on several projects, including the fountain foundation. The corps hired contractors to do the work and supervised them. The work was shoddy, said Lee and John Blaisdell, executive director of the Miami Sports and Exhibition . u- thority. Blaisdell was asked by y Manager Cesar Odio to help get e fountain project back on track. When the city began work on the underground part of the fountain, workers found that an underwater concrete slab was too thin, not level and at the wrong elevation, Blaisdell said. The city has spent about $325,000 fixing that and some oth- er problems, said Lee. Now the ad- ministration wants the commission to let them sue to collect that mon- ey. The Corps late Wednesday dined to respond to the city'a saticinS. Copyright © 2025 Newspapers.com. All Rights Reserved. Newspapers - by + ancestry https://www.newspapers.com/image/643024845/ Zoo The Miami Herald (Miami, Florida) • Sat, Feb 12, 2000 • Page 181 Downloaded on Jun 25, 2025 Carollo urges takeover of Bayfront Park trust ,BY TYLEB_BR1DGES s ' c0r' 4Lc Miami Mayor Joe Carollo on Friday said the city should con- sider abolishing the trust that oversees Bayfropt Park, follow- ing an announcement two days earlier that authorities are in- vestigating the trust's spending practices. "I think we should look at the possibility of bringing manage- ment of the trust back into the city of Miami," Carollo said in an interview. 1 find it difficult to believe that Miami govern- ment could do 'a` Worse Job in managing the park." City auditors looking at the trust's records have discovered tens of thousands of. dollars 'Of questionable expenditures, in- cludiug concert tickets, expen- sive meals, and cash- payouts to the executive director. The In- formation has been turned over to Miami Police and federal prosecutors. The Bayfront Park Manage- ment Trust currently is gov- erned by a !sine -member board that does not answer to City Manager Donald ''Marsha-. If the tr ist we a brought un- der the city's contrpi, Warshaw would gain oversight, just as;he oversees all city;depart rots, such as the Parks Department, It will be up to the five -mem- ber City Commission to decide the trust's fate. Miami City Commissioner Joe Sanchez, who heads the trust's lsoard, said Friday he op- poses folding the trust into the city . . Sanchez said he thinks the trust's board can do a better job managing its resources — Bay - front and Bicentennial parks — than theycity staff. Theaytront Trust has an annual budget of more than $2,9 million and gets about $985,000 a year from the city, With the es ig> itionntl e trust's board suspended pay Ira Marc atz, the entity's executive director, I the K- OLA City Commission empo- rarily has replaced himwith Cbstina Abrams; who heads Miami's Public Facilities De- pariip ent. Copyright © 2025 Newspapers.com. All Rights Reserved. •Newspapers- 4lancestry. https://www.newspapers.com/image/654866506/ 724 11 The Miami Herald (Miami, Florida) • Wed, Jun 29, 2011 • Page B3 Downloaded on Jun 25, 2025 ■ His third four-year contract expired In April, and on Monday, Victor igwe, Miami's auditor general since 1999, was told to clean out his desk. The reasons remain unclear. BY MARES RABIN aaEntd,Miami teraletom Far a dozen years, Victor Igwe tried to make sure Miami adminis- trators did the right thing with bil- lions of dollars of taxpayer money. One of his audits exposed the misuse of funds by the Bayfront Park Management Trust, which led directly to the ar- rest of its director, Ira Katz. Another of his audits un- covered what he believed were fi- nancial misdeeds at a city redevel- opment agency, which led to the investigation and suicide of Com- missioner Arthur lbele Jr. But on Monday, Igwe was re- moved from his job as overseer of City Hall's checkbook With the reasons for his dismissal still un- clear, city officials would say only that his contract had expired and the city might be better served by someone who didn't have such a long history with the city "Would 1t be agood ideato have a fresh set of eyes looking at our financials? I think so," said Com- missioner Frank Carollo, an ac- countant who believes auditors should be changed regularly. Others, hire Miami Mayor To- mas Regaledo. said Igwe served well and shouldhavebeenreward- ed with a contract renewal "Vic- tor did an extraordinary job in the city of Miami," Regaledo said 7hesday "Iwould have likedto see him stay," Igwe won't leave poor. His con- tract. which expired at the end of April, pad him a yearly salary of $172,000. It also entitles him to walk away with a check of $177.255 for unused vacation time. In addi- tion, Igwe says, his pension wtlibe nearly $48,000 per year. Igwe, 59, had been a lightning rod for administrators over the years.He angered some byreport- ing that impact fees, meant to miti- gate the stress on services caused by development, were misused. He became a champion to dozens of others whose paychecks got bungled when be reported that the dty bad overspent for its new pay - toll system. No one reached Thesday could offer a spedfic reason for Igwe's dismissal, other than saying his time bad come, since 12 years was a long time fora government audi- tor to stay in one place. Igwe, other than confirming that he'd been or- dered to leave, refused comment His last four-year contract had expired on April 28, and he caused a stir when he showed up before commissioners that day lobbying for a new contract. They decided to extend his contract by 60 days, and assigned Commis'sioner Car- ollo to evaluate him, draft a new agreement and return to the com- mission for approvaL When the deadline passed without Canino coming uyy with, new contract, Igwe's timf with the citrates over. "I was asked to evaluate him. I was obviously reluctant," said Carono. In the past few years, several of Igwe's audits have been controver- sial, but none more than his 2009 report that concluded that Miami had skirted financial integrity rules by using "inaccurate and misleading" budget practices to fill budget holes. That followed a series ofMlami Herald stories which showed the city had shuffled 326.4 million in capital improvement money into general fund accounts —a serious sleight of hand — in an attempt to make the city's books appear bal- anced. Federal authorities latched onto his findings, and the U.S. Securi- ties & Exchange Commission launched an ongoing investigation into the city's finances and a quar- ter -billion dollars in bond deals. e Mayor OK'd a severance deal. 48 Clipped By. ihosvanyromero Jun 25, 2025 Copyright © 2025 Newspapers.com. All Rights Reserved. 0 O t TH NRPA NATIONAL RECREATION AND PARK ASSOCIATION NNI4EiitAgy A MENU Submitted into the public record for items) j2- on I a(eI 3-f . City Clerk Search Parks& Recreat ion NRPA's monthly magazine CURRENT ISSUE HOME PARKS & RECREATION MAGAZINE October Creating a Park Conservancy that Fits October 1, 2013, Feature, by Phil Hayward, Richard J. Dolesh A strategically located 28-acre parcel of land located on the shores of Biscayne Bay in south Florida has long served as a gateway and port to the City of Miami. In the mid-1970s, after a massive cleanup and conversion from commercial and industrial uses, the city took over the land for use as Bicentennial Park to commemorate the nation's 200th birthday in 1976. During the 1980s and 1990s, Formula 1 racers and stock cars roared through the park; then in the 2000s, the land was used as a concert and event venue before closing down completely. While the property has had a checkered history, two major developments are under construction on the site that will transform the park into a must -visit destination for tourists and residents alike. In just a few months, a major new art museum will open in a corner of this waterfront park, soon to be followed by construction of a state-of-the-art science museum. In recognition of the new museums anchoring this site, the park has been renamed Museum Park. When construction of both museums is completed, there will be about 12 acres of prime undeveloped open space remaining, and the city has embarked on a very ambitious plan t develop the remaining acreage and fund future operations and management of what they hope will become a world -class park. The Florida State Legislature recently approved a bill to allow municipalities to accept unsolicited a.,' proposals from the private sector to participate in public/private infrastructure projects, which has 2 enabled the city to proceed with the next phase of development for Museum Park. ° A key backer of the legislation, Miami Commission Chairman Marc Sarnoff, sees major benefits for4 2 Museum Park in the form a public/private conservancy. 4? 0 "This law gives us the ability to create Central Park in Miami," Sarnoff told the Miami Herald following its passage. "It could be something special." Whether the city achieves its vision articulated by the Sarnoff proposal of creating a first-class park conservancy to support the new park remains to be seen. But a number of citizens and park advocates have raised a yellow -caution flag, based on the knowledge of the past history of land -development practices of waterfront properties. They also suspect that the new state law allowing "unsolicited proposals" from the private sector will leave the door open for too many unintended and unwanted outcomes, especially if the unsavory practices and previous track record of how some park development has occurred is any guide. "Sordid" and "ugly" is how Gregory J. Bush, a founder of the Urban Environment League and a professor of modern history at the University of Miami, describes the approach to parks in the city of 409,000 residents. "This is a city without a memory," Bush says, citing a list of waterfront parkland battles that were won and lost, including the construction of the American Airlines Center, home of the Miami Heat professional basketball team, on a pristine parcel of parkland just south of Museum Park. In his book Inside City Parks, Peter Harnik, director of The Trust for Public Land's Center for City Park Excellence, paints a picture of steady decline of parkland from Miami's public park system and successive budget cuts to Miami's park and recreation department. City leaders used parkland to generate revenue for the city, but in the process, they greatly diminished access to public parks and recreation resources. "Whether for housing, a health clinic, a sports venue, an office building, or a restaurant and entertainment complex, numerous park properties have been leased to developers and removed from the rolls of free, publically available open space, particularly along Biscayne Bay;" Harnik writes. So, public skepticism is high when it comes to the new law authorizing unsolicited proposals for such a conservancy. For one thing, as some civic watchdogs have pointed out, it would allow the city to go around its own regulations for leasing waterfront property because it would not require a public referendum or public participation. Also, it would enable the city to avoid competitive bidding and allow the city to loan money to a new private entity. Some believe a referendum should be held on any proposed deal. Commissioner Frank Carollo, who has questioned previous waterfront development projects, was quoted in the Miami Herald as saying, "We have a long history of not negotiating very good deals for our waterfront properties." So what has been the experience of other cities in establishing private conservancies to operate iconic city -center parks and raise significant funding from private and philanthropic donors? Clearly, public/private partnership conservancies require high-powered boards of directors to tap their philanthropic communities. Ernest Burkeen, Jr., director of Baltimore City Department of Parks and Recreation and a former director of Miami's parks and recreation department, considers Sarnoff as a longtime champion of parks and open space in Miami. "But the issue here is that Miami, unlike other large cities, doesn't have a large number of foundations, so philanthropic giving has not been a part of its culture," Burkeen says. "He [Sarnoff] is introducing a.2 new concept that I think is going to take some time to develop. "If you understand Miami, then you know it only has a thousand acres of [park] property," Burkeen , continues. "For the most part, they have been able to finance whatever they needed." Miami does have a culture of giving, Burkeen adds, but it has always been directed toward other areas>7 than parks and open space. "Commissioner Sarnoff is going to have to create a culture of giving for co.s this kind of thing," Burkeen says. ( 2 o a.) v U Interviews with the creators of public/private partnerships for the funding, management and maintenance of public parks around the country yielded a number of valuable lessons that conservancies in other cities have learned that could benefit Miami in their consideration of whether and how to do this right for Museum Park. When a conservancy succeeds or fails, it's usually due to decisions made at the beginning of the process, says a key group of experts who were on the ground floor in developing conservancies in Pittsburgh, Pennsylvania; Louisville, Kentucky; and Orange County, California. Susan Rademacher of Pittsburgh Parks Conservancy, Dan Jones of 21st Century Parks in Louisville, and Michael Ellzey of Orange County Great Park Corporation in Irvine, California, all agree that, without question, the quality of the decisions made at the outset of the endeavor will determine the ultimate success of a public/private partnership. A Unique Model for Every City When Meg Cheever of the Pittsburgh Parks Conservancy made an agreement in 1996 to create a conservancy to restore four of the city's regional parks, she turned to the president and executive director of the Louisville Olmsted Parks Conservancy in Kentucky, Susan Rademacher, to help get the Pittsburgh organization off the ground. In Rademacher, Cheever found someone who specializes in park planning and design and had mastered a series of successful organizational strategies in Louisville. Rademacher credits New York City's Central Park Conservancy as the inspiration for her work in both Louisville and Pittsburgh. She cites several decisions made in these cities early on that helped ensure success of their conservancy plans. "One of the strategies that made the partnership work [in Louisville] was having the executive director of the conservancy also be the assistant director in the city -county Metro Parks department," Rademacher says. "It was an evolving position and eventually I was able to establish my authority within the parks department for a planning and design position to carry out the work — in addition to being president of the Olmsted Parks Conservancy." Other conservancies, notably the Prospect Park Alliance in Brooklyn, New York, under the administration of Tupper Thomas, have employed this joint -role approach, Rademacher says. "But Tupper had a blended role, working with one park for which she had complete control and a blended staff, which is not the way it worked in Louisville" In New York, the Prospect Park administrator was also accountable to the city Department of Parks and Recreation and had city park staff working in the park. Developing Pittsburgh's conservancy, however, proved to be no overlay of Louisville's template. While t Louisville's 18 Olmsted parks and parkways evolved from a long-term master plan, development of 4 Pittsburgh's parks began at different times with different designers who had different functions in o g mind. But like Louisville, Pittsburgh is an industrial river town that had experienced a dramatic declint in the maintenance of its parks when Cheever launched the conservancy. The lessons Rademacher t learned in both cities, however, have universal application for the creation of public/private o partnerships. o "I see problems that often happen when one side or the other either keeps a project close to the chest or just develops to a certain point before enlisting their partner, or sometimes not enlisting their partner at all," Rademacher says. "They end up carrying out something that might be at cross purposes to long-term planning goals. "So that is really the most critical thing," she continues. "It kind of goes against human nature because people do not necessarily know how to collaborate. They need to pay a lot of attention to their relationship and they must build trust and give each other credit. "That's an ideal I'm describing," Rademacher admits. "But it's an ideal that should always be kept in mind and always be worked toward." Rademacher sees a raft of other challenges facing creation of public -private partnerships, including municipal politics ("part of the pragmatic world"), the deals and trade-offs, and the tendency to treat parks like bargaining chips ("a hard thing for nonprofit partnerships to understand — just as it is for elected officials to adhere to longer -range plans"). Yet Rademacher envies Museum Park's place on the timeline of the evolution of conservancies. "It comes at a wonderful time because there is such a great track record of so many different organizations having formed along the same general model but tailored to specific politics and social issues and infrastructure needs," Rademacher says. But, she notes, "There is no one model that is the ideal model." While strong board leadership is crucial to the success of a conservancy, the role of the government side is equally critical, Rademacher says. She cautions against conservancies taking on debt to either get going or to further grow themselves — either from loans or lines of credit. Financial liquidity, she believes, is crucial for the credibility of a nonprofit organization. Most donors, she says, do not want to give directly to cities, because they expect their money "to go down a black hole." "They have to have faith that over the long term their investment is going to be maintained," Rademacher says. "So, really superb financial systems, transparency, having a healthy reserve, and establishing an endowment or core fund are critical" U p U A 21st Century Approach About the time Rademacher was transitioning from her role with Louisville's Olmsted conservancy, another public/private partnership was forming to acquire land on the outskirts of the city for development into parks. 21st Century Parks began seven years ago with Dan Jones as its chairman and chief executive officer. 21st Century Parks builds on the work of former Lt. Governor Steve Henry and the Future Fund Inc., and a partnership with Louisville Metro government and Louisville Metro Parks. Today, the Parklands encompasses nearly 4,000 acres in a continuous corridor just beyond the Olmsted system around which Louisville has grown. Its current project is the Parklands of Floyds Fork in the eastern and Q, southern sections of Louisville. "What I am most proud of in our project is that we're seven years into the hard work and we have a 5 very strong partnership with the city," Jones says. "They did not bring a lot of money into the capital'° , side, but the city did bring land to the table. And they've also been helpful politically and in other wa:o .a g "I think it is important for people to know it's a true partnership," Jones continues. "Both sides are " h ° contributing in significant ways, whatever and however that may be." In just over six years, 21st Century Parks raised more than $120 million — $38 million federal, $11.5 million state and city, and close to $70 million in private and philanthropic donations. "And Louisville is not Miami in population or wealth," Jones says. "So, it is possible." Jones says they were able to connect so well with potential donors because of their initial decisions. It all comes down to clarity, Jones advises. "You must have a very clear vision — absolutely crystal-clear focus," he says. "This is what we are doing — we are fixing up this park. Or this is a capital campaign for maintenance. "We hired a great development director we jokingly call our drill sergeant," Jones continues. "She ran the campaign. We had a group of co-chairs, and we had about 40 steering committee members whose job was to introduce us, so we could go out and present this project and make the ask. We call it peer - to -peer fundraising, and it's very effective. But it needs strong leadership" Jones says that in the past, Louisville has attempted its own efforts at raising funds for park development and operation for other parks in the city, but it hasn't had much success, something Jones attributes to some very specific reasons. "People pay their taxes, so they don't really want to write another check to what they perceive as another city agency," he says. 'To really make the project have legs, it has to be clear that it's not just a project of the current administration, because new administrations come with a new set of priorities. "So my advice would be, if you're going to do this, do it like Central Park did it: an independent 501(c) (3) with its own board and its own leadership," he says. "If you don't have that independence, you'll have a hard time raising money, and it will be unclear to people whether or not this is truly a long-term initiative or whether it's some sort of project of the current administration?' Jones says his biggest lesson came not from the government side of the partnership but more on the execution of the model. 'There needs to be a stage of work that is between the idea and the actual execution,' he explains. "It's not just the strategic plan. It's a high level of detail in the sense of saying: 'Okay, what is our project and where are the major cost centers on the capital side and on the operating side? Then what is our sustainable model?' he asks. "The more clarity that can be done early on in those things, the more headaches you are going to save down the road,' Jones says. "The number -one question I get in public meetings and when we are making fundraising calls is, 'How are you going to maintain all this? How are you going to pay for it?' "Capital fundraising is actually easier than annual fundraising, even though the numbers are bigger, because it's sexy, it's exciting," he says. "But you really have to think through the logistics. It's the step .c in between." g'r A Great Idea, But No Walk in the Park 0 w In a significant contrast to how the managing entities developed in Pittsburgh and Louisville, the city of Irvine, California, followed a different path. In the early 2000s, the U.S. Department of the Navy put up for sale the 4,682-acre Marine Corps Air Station El Toro in Orange County, California. Lennar Corporation, a residential home builder, acquired the property in a joint partnership in an eBay auction for $650 million. As a part of the deal with the City of Irvine, Lennar was granted limited development rights in return for the land and capital necessary for the construction of Orange County Great Park. The agreement required Lennar to transfer more than 1,347 acres to public ownership and provide $200 million in development fees and another $201 million in assessment fees for development of joint backbone infrastructure in support of Orange County Great Park and surrounding development. In 2003, Irvine's city council established the Orange County Great Park Corporation, a public 501(c)(3) corporation, to oversee the design, construction, operation and maintenance of Orange County Great Park. This month, the Orange County Great Park Corporation expects to celebrate the completion of its first phase of development, a 230-acre portion of the overall park tract. "So, we are taking a pretty good first stab at the first phase," says Orange County Great Park Corporation CEO Michael Ellzey. "But it's taken many years, and it's taken a considerable amount of funding." Ellzey explains that Great Park was founded on a unique relationship among the developer, the city and the Great Park Corporation. "It's essentially built around a relationship with a private developer (now known as FivePoint Communities) that intends to develop residential, educational and institutional uses around the park, using the park itself as an economic driver for the value of the homes and businesses,' he says. "So, it's very much a partnership, where the key to our success will be a win/win for the other partner. "Beginning in 2008, our private partner — along with a lot of other people — ran into a buzz saw with the national real estate market as our partner began planning to build its first vertical structures," Ellzey explains. "The partnership model was based primarily on the funding mechanism for the park that was not only based on the developer fees but also redevelopment financing." The mechanism in California that by law allowed a real estate organization in specific state redevelopment zones to bond against the difference between the undeveloped and developed values of land fell apart with the administration of Governor Jerry Brown in 2012. "He effectively eliminated redevelopment in California: Ellzey says. "So we currently have in litigation and at risk $1.4 billion in tax increment financing that we would be using to build the park." Instead, Great Park has had to tap into a $200 million developer fee. U The Great Park has a third component that has contributed to a perfect storm: the struggling Foundation for the Great Park. Clarity of purpose and mission goes to the heart of this matter, Ellzey explains. "We have an unfortunate hybrid organizational construct here," he says. "They are in existence for raising funds for the support of a park on one extreme. On another extreme, you have an entity that 114. owns Great Park — the City of Irvine. And in the middle is a hybrid, 501(c)(3) public -benefit corporation — the Orange County Great Park Corporation — which also has the ability with its 501(c)(3) status to raise money. "� U "That's the organization I head up — a very strong $20-million-a-year organization with 46 employees„'" Ellzey continues. "The ongoing concern has been in the business of programming and building of the park — but we also have the ability to raise funds." 43 n Ellzey says they are in the process of steering the Foundation for the Great Park toward the role of funding only programming for the park. That's a move that will deliver more clarity to everyone's a efforts, he says. The Orange County Great Park Corporation would then be more easily able to pursue' what it considers its main mission: building and maintaining the park. Ellzey considers achieving this definition of roles as critical to the overall goals of developing and operating the park. "I believe we are getting closer and closer to making that happen," he says. In the meantime, to make up for the loss in revenue from home sales and the loss of redevelopment funds, Ellzey wants to work with private partners to help fund key components of phase two of Great Park's development. "I'm in discussion with probably half a dozen private partners...to build some facility and operate it under a long-term lease," he says. He cites a professional hockey team, the Anaheim Ducks, as a potential partner for building an ice rink. "We have similar things going on with baseball, soccer and equestrian interests," he says. So, what are their lessons learned? "I think the main lesson is clarity," Ellzey says. "What we have learned is that it's taken some period of time for us to clear through the downturn in the real estate market and to react to the loss of redevelopment and to come up with a series of creative partnerships and mechanisms for getting back on board with measurable success. I think we've done that." A Partly Sunny Forecast for Miami In Miami, Brenda McClymonds heads up the south Florida field office for the Trust for Public Land. She's heard all the arguments on the upside and the downside to creating a conservancy to fund and run Museum Park. She ultimately sees the situation from a "glass half full" perspective. "I see it as a window of opportunity to emphasize the importance of parks in Miami," McClymonds says. "We really have an opportunity to focus on what a park can be." In the neighboring jurisdiction of Miami -Dade County, its parks director sees room for optimism for a conservancy for Museum Park. He's particularly bullish on the philanthropic prospects for a conservancy -style organization for the park. "When you have something as iconic as what is being developed in Museum Park, that changes the equation in a big way;" says Jack Kardys, director of the Miami -Dade Parks, Recreation and Open 0 Spaces Department. "The whole area is poised in a way that is different from some of the other fundraising that has been done by the city parks department. This is big stuff." Kardys considers development of Museum Park important because of its interlocking role in the overall development of open space in the city -county area. In particular, the future of Museum Park is tied into( the execution of the city's Miami 21 master plan, in which the county participates. "When you look on a map and you see the greenway system as it is set up, it's almost like spokes in wheel coming out of the downtown — Museum Park, Bayfront Park, the downtown corridor, and the* SIry it moves up the Miami River and north and south," Kardys says. "So, we'll be very, very happy to see that conservancy concept take off and for the fundraising to begin." Phil Hayward is a Virginia -based writer and editor and former editor of Parks & Recreation. Richard 3 Z. Dolesh is NRPA's Vice President of Conservation and Parks. 0 Comments U U 47 t.. 0 0 Login ♦ Start the discussion... LOG IN WITH OR SIGN UP WITH DISQUS O Share Name Be the first to comment. Subscribe Privacy Do Not Sell My Data Popular posts Best Newest Oldest City of Miami Ordinance 13801 Legislation Submitted into the public record or it ,(s) F 12 • Gil City Clerk City Hall 3500 Pan American Drive Miami, FL 33133 www.miamigov.com File Number: 4656 Final Action Date: 10/25/2018 AN ORDINANCE OF THE MIAMI CITY COMMISSION ABOLISHING THE MIAMI SPORTS AND EXHIBITION AUTHORITY ("MSEA") BY AMENDING CHAPTER 2/ARTICLE XI/DIVISION 2 OF THE CODE OF THE CITY OF MIAMI, FLORIDA, AS AMENDED ("CITY CODE"), TITLED "ADMINISTRATION/BOARDS, COMMITTEES, COMMISSIONS/STANDARDS FOR CREATION AND REVIEW OF BOARDS GENERALLY," MORE PARTICULARLY BY AMENDING SECTIONS 2-887(B) AND 2-892(4)(A)(1) TO DELETE MSEA FROM SAID BOARDS; AMENDING CHAPTER 2/ARTICLE XI/DIVISION 6 OF THE CITY CODE, TITLED "SPORTS AND EXHIBITION AUTHORITY," MORE PARTICULARLY BY REPEALING SECTIONS 2-1011 THROUGH 2-1023 IN ORDER TO ABOLISH MSEA; AND BY AMENDING CHAPTER 18/ARTICLE III OF THE CITY CODE, TITLED "FINANCE/CITY OF MIAMI PROCUREMENT ORDINANCE," MORE PARTICULARLY BY AMENDING SECTIONS 18-72(A)(2) AND 18-74(C)(6)(R) TO DELETE MSEA FROM THE PROVISIONS OF THE MIAMI PROCUREMENT CODE; TRANSFERRING ALL ASSETS AND LIABILITIES TO THE CITY; ESTABLISHING A SPECIAL REVENUE ACCOUNT; DIRECTING THE INDEPENDENT AUDITOR GENERAL TO CONDUCT AN AUDIT; CONTAINING A SEVERABILITY CLAUSE; AND PROVIDING FOR AN EFFECTIVE DATE. SPONSOR(S): Mayor Francis X. Suarez WHEREAS, on March 8, 2018, the Miami City Commission authorized the City Manager to request an audit of the Miami Sports and Exhibition Authority ("MESA"); and WHEREAS, thereafter, the City of Miami Independent Auditor General conducted a review and audit of MSEA and on July 24, 2018, released a final audit report titled "Review of the Miami Sports and Exhibition Authority (MSEA) Report No. 18-07" ("Audit"); and WHEREAS, the Audit recommended that the "Office of the City Manager with assistance from the Office of the City Attorney examine MSEA's charter and evaluate the costs and benefits of MSEA's continued existence under Florida Statute 212.0305 — Convention Development Taxes, since MSEA no longer receives CDT. They should determine whether or not other City entities, with specialized expertise in grant administration and leases, such as the Office of Grants Administration and the Department of Real Estate and Asset Management (DREAM), could more effectively and efficiently absorb MSEA's current responsibilities of administering several grants and three leased properties that generate approximately $150,000 in yearly income. Once a determination is made, appropriate action, if any, should be taken;" and WHEREAS, MSEA was established as an independent and autonomous agency and instrumentality of the City of Miami ("City") pursuant to Ordinance No. 9662 adopted July 28, City of Miami Page 1 of 13 File ID: 4656 (Revision: A) Printed On: 6/25/2025 File ID: 4656 Enactment Number: 13801 1983 in order to promote sports, conventions, and exhibitions and to strive to generate community support to achieve such purposes; and WHEREAS, the adoption of Ordinance No. 9662 was in accordance with former Florida Statute Section 212.057 (1983) (now repealed and superseded by Florida Statute Section 212.0305); and WHEREAS, Section 212.0305, Florida Statutes, authorizes counties to impose a convention development tax ("CDT") on transient rentals; and WHEREAS, Section 212.0305, Florida Statutes, further provides that in order for a municipality to obtain any such CDTs, the governing body of such municipalities shall designate or appoint an authority that shall have the sole power to approve the concept, location, program, and design of the facilities or improvements to be built in accordance with the statute and to administer and disburse such proceeds and any other related sources of revenue; and WHEREAS, Miami -Dade County ("County"), pursuant to Section 212.0305(4)(b), Florida Statutes, Section 29-60 of the Code of Miami -Dade County, Florida, and Ordinance No. 83-91 enacted by the Board of County Commissioners of Miami -Dade County on June 5, 1984 (collectively, "Authorization"), imposed a levy on the exercise within its boundaries of the taxable privilege of leasing or letting transient rental accommodations at the rate of three percent (3%) of the total consideration charged for such accommodations (CDT) and has the discretion to determine the use of the CDT receipts; and WHEREAS, the Authorization provides that one-third of the CDT ("One Third CDT Share") receipts are required to be used for eligible projects such as stadiums, exhibition halls, arenas, and coliseums in the most populous municipality in the County, which is the City; and WHEREAS, in 1992, the County agreed to distribute the One Third CDT Share to MSEA as collateral for bonds issued by MSEA to fund the cost of the Miami Arena; and WHEREAS, the One Third CDT Share was also used by MSEA to pay for the operations of the Miami Arena; and WHEREAS, in 1996, the County agreed to allow the City to use certain accumulated CDT -related funds held by MSEA to offset the operating cost of City -operated CDT -eligible projects; and WHEREAS, the resulting 2004 Interlocal Agreement ("Agreement") between the City and County essentially eliminated the payment to MSEA of the One Third CDT Share once the Miami Arena was sold and the MSEA bonds defeased, which happened in December 2004; and WHEREAS, the Agreement also provided that the City would receive a portion of the CDT receipts for the funding of the renovations to the Orange Bowl; and WHEREAS, in 2009, the City and County terminated the Agreement and entered into a new agreement ("Amended Agreement"); and WHEREAS, the Amended Agreement provides that the County will make monthly payments solely from CDT receipts to the City, not MSEA, until June 30, 2039; and 0 0 w 0 City of Miami Page 2 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 WHEREAS, consequently, MSEA does not presently receive or administer any CDTs collected pursuant to Section 212.0305, Florida Statutes; and WHEREAS, MSEA's revenues are solely garnered from rent collected from the lease of property to the Miami Children's Museum, a seaplane base, and a heliport on Watson Island in accordance with an interlocal agreement between the City and MSEA; and WHEREAS, thus, there is no statutory impediment to abolishing MSEA; and o .S WHEREAS, in accordance with the terms of the interlocal agreement between the City and MSEA, the City will assume all obligations and liabilities of MSEA upon its abolishment; and E WHEREAS, the City Manager has determined that MSEA is no longer necessary and itso current functions can be carried out more efficiently and effectively by any of several existing City departments; and WHEREAS, the City Commission wishes to abolish MSEA and has determined that it is in the best interest of the City to do so; NOW, THEREFORE, BE IT ORDAINED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The recitals and findings contained in the Preamble to this Ordinance are adopted and incorporated as if fully set forth in this Section. Section 2. Chapter 2 of the Code of the City of Miami, Florida, as amended ("City Code"), is further amended in the following particulars:1 "CHAPTER 2 ADMINISTRATION ARTICLE XI. BOARDS, COMMITTEES, COMMISSIONS DIVISION 2. STANDARDS FOR CREATION AND REVIEW OF BOARDS GENERALLY * Sec. 2-887. - Quorum requirements; exceptions. (a) Except for those boards listed in subsection (b) hereinbelow, a quorum for all boards' meetings, shall consist of fifty percent (50%) plus one of the board's total membership. The decision of a majority of the board members present and voting at a meeting at which a quorum is present shall be the decision of the board. 1 Words and/or figures stricken through shall be deleted. Underscored words and/or figures shall be added. The remaining provisions are now in effect and remain unchanged. Asterisks indicate omitted and unchanged material. City of Miami Page 3 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 (b) The following boards are subject to quorum requirements as provided for elsewhere in this Code. Audit Advisory Committee Bayfront Park Management Trust Downtown Development Authority Equal Opportunity Advisory Board Mayor's International Council Miami Commission on the Status of Women N Parks and Recreation Advisory Board +o Street Codesignation Review Committee - -d Urban Development Review Board 0 * Sec. 2-892. - "Sunset" review of boards. Commencing with the year 1995, each city board shall be reviewed in the following manner: (4) The following boards shall initially be reviewed in the following years and shall be reviewed every four years thereafter: d. 1998: 1. Historical and environmental preservation board. 2. 3: Waterfront advisory board. 43. Reserved 5: Community relations board. * *„ Section 3. Chapter 2/Article XI/ Division 6 of the City Code is repealed in its entirety in the following particulars:1 "CHAPTER 2 ADMINISTRATION ARTICLE XI. BOARDS, COMMITTEES, COMMISSIONS DIVISION 6. SPORTS AND EXHIBITION AUTHORITY 0 City of Miami Page 4 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 facilities-in4he-city. �` w Sec. 2 1013. Governing body. ...�; o s. o quorum to act. City of Miami Page 5 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 of their duties. members. Scc. 2 1011. Powers, purposes and duties of tho authority. (2) To have a seal and alter the same at pleasure. City of Miami Page 6 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 1 6AtiSc+Af17 eehyenientT-ineltiEting-oehtrasts-fer-senstfuetion-ef-wejests-and-leases-of f + , f f , , 1 , + 1 f 1 1 + , 1 , or 0 City of Miami Page 7 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 r r , r torminato.d Sec. 2 1018. Counsel. v City of Miami Page 8 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 peftaining4e-opecatiRg-ahel-eapital-expendithish-r-equest-shall-Ret -be Scc. 2 1021. Annual roport and audit. Sec. 2 1022. Contributions. Scc. 2 1023. Tax rcvonucs. Under F.S. § 212.057 (1983), (now repealed; see F.S. § 212.0305) the person Secs. 2-102411-2-1050. - Reserved. * *„ Section 4. Chapter 18/Article III of the City Code is further amended in the following particulars:1 "CHAPTER 18 City of Miami Page 9 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 FINANCE V U •,N ARTICLE III. CITY OF MIAMI PROCUREMENT ORDINANCE a sr * * * * . Sec. 18-72. - Application and exclusions. 0 , (a) Application. Regardless of the source of funds, including state and federal assistance monies, and except as otherwise specified by law, the provisions of this article shall apply to G9 0 every purchase/procurement by: (1) All city entities or boards, as hereinafter defined, except for the community redevelopment agencies. (2) The Downtown Development Authority, the department of off-street parking, Liberty City Community Revitalization Trust, Civilian Investigative Panel, Bayfront Park Management Trust, and Virginia Key Beach Park Truster -the Mid (each referred to herein as the "board" or "city entity," as applicable); provided, however, that: a. With respect to each board, the following terms shall have the meanings ascribed to them in this section: 1. "City" shall mean the board. 2. "City manager" shall mean the executive director of the board. 3. "Chief procurement officer" shall mean the executive director of the board or his or her designee. 4. "City commission" shall mean the board of directors of the board. b. The cone of silence shall not apply to any board or city entity set forth in subsection 18-72(2) herein or the community redevelopment agencies. (b) Exclusions. This article shall not apply to: (1) Procurement of dues and memberships in trade or professional organizations; registration fees for trade and career fairs; subscriptions for periodicals and newspapers; advertisements; postage; abstracts of titles for real property and title searches; title insurance for real property; water, sewer, and electrical utility services; copyrighted materials or patented materials including but not limited to technical pamphlets, published books, maps, testing or instructional materials; fees and costs of job -related seminars and training. (2) The sale or lease of city -owned real property, as these are governed by the provisions of 3f(iii) and Section 29 A-D of the City Charter and chapter 18, article V of the City Code. (3) Goods purchased with petty cash in accordance with established city procedures. (4) Items purchased for resale to the general public. (5) Purchase of groceries. (6) Artistic services or works of art. City of Miami Page 10 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 • Enactment Number: 13801 (7) Hotel accommodation and services. (8) Public -owned transportation. (9) Purchase of tickets for special events, tourist attractions and amusement parks. (10) City -sponsored events at hotels, motels, restaurants, or other similar venues not owned by the city. (11) Entertainment services for city -sponsored events. (12) Purchases of motor vehicle license plates from a governmentally regulated monopoly or a government agency. (13) Travel on city business as provided in APM-77, as amended. (14) Persons retained as expert consultants, as defined herein. (15) Maintenance and licensing agreements to support continued, on -going use of proprietary software applications, the original software purchase of which was procured and approved fully in accordance with chapter 18, article III of the City Code. (16) Legal services coordinated by and through the office of the city attorney citywide, including, but not limited to: attorney services, paralegals, expert witnesses, jury consultants, legal support services, legal research, court reporters and stenographers. (17) Water, sewer, electrical, telecommunications or utility relocation agreements within a prior approved easement, the construction relocation of which must be performed by the water, sewer, electrical, telecommunications or a utility owner's representative. (18) Actuarial services procured in accordance with subsection 40-196(b)(6) of the City Code. (19) Community Development Block Grant ("CDBG"), Housing Opportunities for People With AIDS ("HOPWA"), Emergency Shelter Grant ("ESG"), Neighborhood Stabilization Program ("NSP"), HOME, and similar programs (collectively "Community and Economic Development Programs"), providing however, that community and economic development programs shall follow 2 CFR part 200, as applicable, and as may be amended and supplemented from time to time. Sec. 18-74. - Cone of silence. (a) The requirements of subsection 2-11.1(t) ("Cone of Silence Ordinances") of the Code of Miami -Dade County, Florida, as amended, shall not be applicable to the city. (b) Cone of silence. The cone of silence shall be applicable only to contracts for the provision of goods and services and public works or improvements for amounts greater than $200,000.00; provided, however, that the cone of silence shall not be applicable to the city attorney's office nor to the office of the independent auditor general. (c) "Cone of silence" is defined to mean a prohibition on: (1) Any communication regarding a particular request for proposals ("RFP"), request for qualifications ("RFQ"), request for letters of interest ("RFLI"), invitation for bids ("IFB") or any other advertised solicitation between a potential proposer, offeror, respondent, bidder, lobbyist, or consultant and the city's professional staff including, but not limited to, the city manager and his or her staff; (2) Any communication regarding a particular RFP, RFQ, RFLI, IFB or any other advertised solicitation between the mayor, city commissioners or their respective T) U City of Miami Page 11 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 File ID: 4656 Enactment Number: 13801 staffs and any member of the city's professional staff including, but not limited to, the U city manager and his or her staff; (3) Any communication regarding a particular RFP, RFQ, RFLI, IFB or any other advertised solicitation between a potential proposer, offeror, respondent, bidder, lobbyist, or consultant and any member of the selection/evaluation committee -� therefor; (4) Any communication regarding a particular RFP, RFQ, RFLI, IFB or any other advertised solicitation between the mayor, city commissioners or their respective staffs and any member of the selection/evaluation committee therefor; and (5) Any communication regarding a particular RFP, RFQ, RFLI, IFB or any other a advertised solicitation between a potential proposer, offeror, respondent, bidder, a lobbyist, or consultant and the mayor, city commissioners, and their respective staffs; " u and (6) Any communication regarding a particular RFP, RFQ, RFLI, IFB or any other advertised solicitation between any member of the city's professional staff, including but not limited to the city manager and his or her staff, and any member of the selection/evaluation committee therefor. The city manager and the chairperson of the selection/evaluation committee may communicate about a particular selection/evaluation committee's recommendation but only after the committee has submitted its written recommendation to the city manager and provided that should any change occur in the committee recommendation, the content of the communication and of the corresponding change shall be described in writing and filed by the city manager with the city clerk and be included in any recommendation memorandum submitted by the city manager to the city commission. Notwithstanding the foregoing, the Cone of Silence shall not apply to: r. The downtown development authority, the department of off-street parking, the Liberty City Community Revitalization Trust, and the Civilian Investigative Panel, and tho * Section 5. All of the rights, duties, and obligations of MSEA shall be transferred to the City including title to all the property and all assets of MSEA. The City hereby ratifies, confirms, and adopts all acts, actions, and transactions previously authorized, taken, or effected by MSEA. Section 6. A new special revenue account titled "Sports Facilities and Activities" is established and funds in an estimated amount of four hundred twenty thousand dollars ($420,000.00) ("Funds") to include all fund balances remaining in the accounts of MSEA are transferred to the City. The City Manager is authorized2 to accept and appropriate said funding in accordance with all applicable local, State, and Federal laws. Section 7. All indebtedness, duties, and obligations of MSEA are hereby assumed by the City. 22 The herein authorization is further subject to compliance with all requirements that may be imposed by the City Attorney, including but not limited to, those prescribed by applicable City Charter and City Code provisions. City of Miami Page 12 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025 • • File ID: 4656 Enactment Number: 13801 Section 8. The Independent Auditor General is directed to conduct an audit of the accounts and finances of MSEA upon its abolishment in accordance with Section 2-528 of the City Code. Section 9. If any section, part of a section, paragraph, clause, phrase, or word of this Ordinance is declared invalid, the remaining provisions of this Ordinance shall not be affected. Section 10. This Ordinance shall become effective immediately after final reading and adoption thereof.3 APPROVED AS TO FORM AND CORRECTNESS: 3 This Ordinance shall become effective as specified herein unless vetoed by the Mayor within ten (10) days from the date it was passed and adopted. If the Mayor vetoes this Ordinance, it shall become effective immediately upon override of the veto by the City Commission or upon the effective date stated herein, whichever is later. 0 City of Miami Page 13 of 13 File ID: 4656 (Revision: A) Printed on: 6/25/2025