Miramar's 2019 Visioning Session Presentation | Recapturing the Vision

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Wayne M. Messam Mayor

Alexandra P. Davis Vice Mayor

Winston F. Barnes Commissioner

Maxwell B. Chambers Commissioner

Yvette Colbourne Commissioner

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Welcome (6:00 - 6:15PM)  Shaun Gayle, Assistant City Manager Purpose, History, Mission/Vision (6:15 - 6:30PM)  Vernon E. Hargray, City Manager The Past – Historic Miramar (6:30 – 7:00PM)  Eric Silva, Community Development Director  Norman Mason, Budget Director  Whittingham Gordon, Assistant City Manager The Present – Historic Miramar (7:00 - 7:15PM)  Eric Silva, Community Development Director  Susan Gooding-Liburd, Chief Financial Officer The Future – Historic Miramar (7:15 - 7:30PM)  Camasha Cevieux, Cultural Affairs Director  Kelvin Baker, Chief Operations Officer Commission Comments (7:30 - 8:00PM)

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THE PAST THE PRESENT THE FUTURE

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There’s a buzz in the air‌ Miramar was featured in the May 2019 issue of Florida Trend Magazine.

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PURPOSE, HISTORY, MISSION/VISION Vernon E. Hargray City Manager

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THE PAST HISTORIC MIRAMAR

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THE PAST

Efforts to redevelop Historic Miramar have been underway since the mid-90’s: 1998 Economic Development Forum East Miramar Neighborhood Vision Plan State Road 7 Charrette Overlay District Implementation Transit Oriented Corridor (TOC) Significant Infrastructure & Facilities Improvements  Establishment of State and Federal fund programs (CDBG, SHIP, NSP, etc.)      

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Missed opportunity to create a CRA

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THE PAST Creation of a Community Redevelopment Agency (CRA) ďƒ˜ A 2002 study found that the area between SR7 and SW 64th Avenue extending along Miramar Parkway to the Florida Turnpike met the State requirements, the City Commission opted not to move forward. ďƒ˜ This decision eliminated a dedicated funding source for Historic Miramar and the ability to acquire land, bond improvements, assist business owners and residents, and market the area.

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THE PAST

• • • •

Eliminate blight Improve economic health of the area Encourage investment (private & public) Dedicated staff to area

• Funds are derived from property tax value increases • Raises revenue for redevelopment without raising taxes ES

THE PAST Broward County CRA’s 1. Deerfield Beach 2. Coral Springs 3. Margate* 4. Pompano Beach – Central 5. Pompano Beach – Beach 6. Oakland Park 7. Lauderdale Lakes* 8. Lauderhill – Central 9. Lauderhill – SR7* 10. Unincorporated Broward

11. Plantation* 12. Davie* 13. Fort Lauderdale – Northwest 14. Fort Lauderdale – Central Beach 15. Dania Beach 16. Hollywood – Downtown 17. Hollywood – Beach 18. Hallandale Beach *Including five CRA’s on SR7

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THE PAST

• Hollywood • Pompano Beach • Ft. Lauderdale • Delray Beach • Lauderhill • Plantation

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THE PAST

• If a CRA had been established in 2004, over $7 million would have been generated.

• In the mid 2000’s, Broward County eliminated the ability for new CRA’s to receive funding from the County, which significantly diminished a CRA’s capability to generate revenue.

• As an alternative, Broward County created a redevelopment grant for cities to apply for funding, however funding is limited and highly competitive.

• To date, the City has only been awarded $3 million.

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Funding Challenges

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THE PAST

• Internet Bubble (1997-2001) • 9/11 • Housing Bubble (2007-2008) • Property Tax Reform (2007-2008) • Great Recession (2008-2009)

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THE PAST

 Relief to all classes of property  Require cities and counties to calculate “rolled back rate”  Tax collected in FY08 must not exceed amount collected in FY07  Marco Rubio (roll back property taxes to 2001 levels)  Eliminate property taxes and replace with sales tax  Potential impact on local governments ($40 - $50 billion)  Final approval of homestead exemption increase to $50 thousand  City of Miramar utilized revenue bonds for critical infrastructure needs

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Major Investments in Infrastructure & Public Facilities

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THE PAST

    

City Sewer Replacing Septic Tanks Upsized Water Mains for Improved Fire Protection Drainage Improvements for Flood Protection East Water Treatment Plant Renovations Streetscape Improvements

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THE PAST IMPROVEMENTS COMPLETED: • Water mains • Sanitary sewer mains • Storm drainage • Street resurfacing BENEFITS: • Neighborhood enhancement • Increase property values • Improve quality of life

PHASE 3 COMPLETION 2020

$22.7 M

FUTURE PHASE 6 DRAINAGE IMPROVEMENTS IN 2026

$31.1 M

TOTAL COST OF WATER, SEWER AND DRAINAGE:

$4.7 M COMPLETED 2013

FUTURE PHASE 5 DRAINAGE IMPROVEMENTS IN 2023

$6.0 M

$108 Million BEFORE

PHASE 2

PHASE 1

AFTER

WATER MAIN IMPROVEMENTS

$9.8 M 2007-2019

$22 M FUTURE PHASE 4 DRAINAGE IMPROVEMENTS CONSTRUCTION 2020

COMPLETED 2008

$11.7 M

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THE PAST

SCOPE OF WORK: • Convert to membrane softening treatment • New 1.0 MG water storage tank BENEFITS: • Increase plant capacity • Bring to the same standard as other water treatment plant • Improve quality of water treatment

COST: $28 Million WG

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THE PAST

AFTER BEFORE SCOPE OF WORK:

Bike lanes Lighting Sidewalks Median / landscape enhancement • Intersection crosswalks • • • •

BENEFITS: • Neighborhood enhancement • Increase property values COST: Completed: $7.5 million Future: $13.0 million Total: $20.5 million

COMPLETED PROJECTS FUTURE/UNDER CONSTRUCTION PROJECTS

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IMPROVEMENT

TOTAL COST

Streetscape

$20.5 Million

East Water Treatment Plant

$28.0 Million

Infrastructure

$108 Million

MIRAMAR TOTAL

$156.5 Million

FDOT SR7 Improvements

$35 Million

OVERALL TOTAL

$191.5 Million

2 VERTICAL = BUILDINGS

THE PAST

Improvements completed from 2007 to present

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HORIZONTAL = INFRASTRUCTURE

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THE PAST

Public Facilities

Total over $38M

• Multi-Service Center - $1o.5M • Fire Station 19 - $4.9M • VEH Youth Enrichment Center - $6.9M • Miramar Aquatic Center - $1.2M • Fairway Park Improvements- $500K • 19th Street Park - $244K • Civic Center Park/PBA Hall - $413K • Shirley Branca Park and Bandshell - $1.4M • Police Substation (Coming Soon) - $9.8M WG

Establishment of the TRANSIT Oriented Corridor (TOC)

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THE PAST

TOC provides the zoning framework for the redevelopment of the SR7 corridor into a mixed-use, pedestrian-friendly area in proximity to public transit.

City Planning • 2001 - Neighborhood Vision, Zoning Overlay and Façade Program • 2005 - Charrette Master Plan • 2009 – TOC Land Use Adopted • 2012 - TOC Zoning District (440 acres) Development Potential • Multi-family, entertainment, employment, restaurants well served by transit ES

THE PAST

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Administrative Site Plan Review – provides certainty and saves time Fifty percent reduction in Site Plan Review Fees Expedited review Multiple use area allowed on a property by right (no requirement for zoning changes) New auto uses and self storage uses are not permitted More buildable area per site than other properties in the City of Miramar (reduced buffer yard and landscape requirements) Reducing parking requirements – 35% less parking required than other zoning districts ES

THE PAST

VP Records

La Vie En Rose Banquet Hall

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THE PAST

Before

After

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THE PAST ID

Project Name

Address

Year

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LE VIE EN ROSE

6040 SW 21 ST

2006

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LIGUORI

2300 SW 60 TER

2005

3

THELWELL

6152 PEMBROKE RD

2004

4

SUNSHINE REAL ESTATE/MORTGAGE

6237 MIRAMAR PKWY

2006

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REED

6330 MIRAMAR PKWY

2007

6

EXOTICA

6229 MIRAMAR PKWY

2006

7

EBANKS

2208 SW 60 WAY

2008

8

VP RECORDS

6022 SW 21 ST

2010

9

NEPOLA #1

2212 & 2290 SR7

2007

10

MIRAMAR PROF. BLDG

6151 MIRAMAR PKWY

2014

11

WELLS BUILDING

6142 MIRAMAR PKWY

2009

12

NEPOLA #2

3500 & 3530 S SR7

2008

13

ANGELOTTI

3900 S SR7

2008

14

PARKWAY PLAZA

6245 MIRAMAR PKWY

2008

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SHOPPING CENTER

6303 MIRAMAR PKWY

2013

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THE PRESENT HISTORIC MIRAMAR

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Ongoing Redevelopment Activity

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PRESENT

Najibe Gardens, 30 units, under construction, SW 64 Ave & SW 26 St

Palms at Miramar,

9 units, under construction, SW 64 Ave & SW 27 St

Habitat Homes, 6 units, permitting, across from Snake Warrior’s Island Park

Positano Villas, 35 units, permitting, across from Snake Warrior’s Island Park

Martin Apartments,

8 live/work units, DRC Review, SR7 & SW 40 Ct ES ES

PRESENT

Countyline Plaza Expansion

Completed

 Countyline Rd & SR7

Additional 10k sf Commercial Plaza

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Establishment of Economic Development Fund & Opportunity Zones

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PRESENT

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80% of $2.8 million funds in the recently established Miramar Economic Development Fund are earmarked for Historic Miramar revitalization Program targets parcel assembly, commercial façade enhancements, and a variety of other improvements to beautify the area, facilitate redevelopment, development/investment interest and partnerships SGL

TOC

PARCEL ASSEMBLY

FAÇADE ENHANCEMENT

MIXED-USE

PRESENT

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Federal program allows for substantial deferral of capital gains taxes when investors reinvest those gains in qualified opportunity funds investing in qualified zones Miramar has two census tracts that were designated as opportunity zones Program will aide in the revitalization of portions of Historic Miramar

OPPORTUNITY ZONES

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THE FUTURE HISTORIC MIRAMAR

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Miramar’s Gateway District

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FUTURE

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FUTURE

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SMART CITy INITIATIVE Historic Miramar Innovation & Technology Village SG/CC

FUTURE Quality of Life improvement

A virtual spiral for Cities

Optimize Economic Development and Investments

Allow companies to prosper and compete

Position the City as World Class

ATtract and Retain Talent

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FUTURE

Future Generations

Open Data Economic Development Quality of Life CC

FUTURE

How is this impacting the cities?

What are the results for the cities that engage?

• Safety & Sec

• Training

• Transportation

• Innovation

• Education

• Productivity

• Health

• Competitivity

• Automation CC

FUTURE City Coconut Creek Cooper City Coral Springs Dania Beach Davie Deerfield Beach Fort Lauderdale Hallandale Beach Hillsboro Beach Hollywood Lauderdale Lakes Lauderdale By The Sea Lauderhill Lazy Lake Lighthouse Point Margate Miramar North Lauderdale Oakland Park Parkland Pembroke Park Pembroke Pines Plantation Pompano Beach Sea Ranch Lakes Southwest Ranches Sunrise Tamarac Unincorporated West Park Weston Wilton Manors

2010 52,909.00 28,547.00 121,096.00 29,639.00 91,992.00 75,018.00 165,521.00 37,113.00 1,875.00 140,768.00 32,593.00 6,056.00 66,887.00 24.00 10,344.00 53,284.00 122,041.00 41,023.00 41,363.00 23,962.00 6,102.00 154,019.00 84,955.00 99,845.00 670.00 7,345.00 84,439.00 60,427.00 17,088.00 14,156.00 65,333.00 11,632.00 1,748,066.00

2018 58,344.00 33,906.00 128,757.00 31,755.00 103,171.00 78,573.00 182,827.00 39,054.00 1,918.00 149,028.00 36,475.00 6,199.00 71,751.00 26.00 10,560.00 58,329.00 137,107.00 44,841.00 45,276.00 32,742.00 6,384.00 165,352.00 89,595.00 110,371.00 695.00 7,706.00 92,663.00 64,663.00 15,120.00 14,985.00 66,972.00 12,821.00 1,897,966.00

Change 5,435.00 5,359.00 7,661.00 2,116.00 11,179.00 3,555.00 17,306.00 1,941.00 43.00 8,260.00 3,882.00 143.00 4,864.00 2.00 216.00 5,045.00 15,066.00 3,818.00 3,913.00 8,780.00 282.00 11,333.00 4,640.00 10,526.00 25.00 361.00 8,224.00 4,236.00 (1,968.00) 829.00 1,639.00 1,199.00 149,910.00

Rank 10 11 9 20 4 19 1 21 29 7 17 28 13 31 27 12 2 18 16 6 26 3 14 5 30 25 8 15 3 24 22 23

• Increase in total population 149,910 • Largest growth in Fort Lauderdale, Miramar, Pembroke Pines, Davie, Pompano Beach, Parkland

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FUTURE

Since 2000, 0-17 and 18-44 age groups decreased in percentage of total population, while 45-64 and 65+ increased

*Data Source: University of Florida Bureau of Economic and Business Research (BEBR) Florida Estimates

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FUTURE

Enrollment trends vary between districts.

From 2017/18 to 2018/19 statewide enrollment increased by 15,107, while 40 individual districts grew and 26 decreased, and 1 remained the same CC

FUTURE

DEPARTMENT Police Fire-Rescue Utilities Information Technology (IT)

SMART SOLUTION - Mobile License Plate Readers Unit(s): - Hospital to Ambulatory Care Communication - Smart Water Readers - SCADA - Digital Signage - Wi-Fi Analytics o How many unique visitors we have to the locations (in total) o How many connections we average per day o What the visitors are doing in a general

Community - Digital Plan Review – Coming soon Development

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Historic Miramar Innovation & Technology Village

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FUTURE

Historic Miramar will become a premiere destination for live entertainment, arts, and culture.

- Culinary Arts (Local Food Vendors, Catering Companies, Culinary Startups); Film; Music; Visual; Performing Arts

Mixed Use Development Example

Guiding Design Principles: - Mixed Use Development - Dynamic Mix of Uses, including Retail, Educational, Residential, Recreation and Entertainment - Promotes Walkable, Pleasant Environment for Pedestrians - A Place to Live, Work and Play - A Place for Co-Working - A Place for Arts and Community Events KB

FUTURE

City envisions an opportunity for future partnerships:  School Board  College/Universities  Tech Industry  Master Developer  Community Development Corporation

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HOW DO WE PAY FOR IT?

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The City of Miramar will utilize creative financial mechanisms to promote development in Historic Miramar. Some of these may include: • The formation of a not-for-profit organization to oversee reinvestment activities • Strategic planning and partnerships that cultivate investment in the target area

The newly formed organization may initiate and invest in Historic Miramar by: • Investing in the arts and entertainment sectors • Empowering the community through programming and economic development • Securing grant funding and financing for desired programming and projects

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FUTURE

Operations Effectiveness & Efficiency • The Comprehensive Assessment of Revenues and Expenses (C.A.R.E.) Program, is a ten-point City Manager budget initiative launched to maximize the City’s human, capital, and natural resources.

• C.A.R.E. involves every employee in the organization and encourages suggestions and committee participation in an effort to obtain maximum participation and efficiencies in all areas.

• Each committee has a Chair and a Vice-Chair to implement strategies to support the City of Miramar’s vision.

• C.A.R.E. is designed to ensure sound financial management and costeffective utilization of public funds.

• Implementation of the C.A.R.E. Program involves support of each committee within the ten-point plan to address City-wide focus areas.

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FUTURE

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THE FUTURE IS HERE

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PUT THE LONGTERM AHEAD OF THE SHORT TERM

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WHAT ARE THE OPPORTUNITIES?

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WHAT ARE YOU GOING TO DO ABOUT IT?

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WHAT ROLE WILL MIRAMAR PLAY?

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WHAT ROLE WILL YOU PLAY?

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CLOSING REMARKS

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Wayne M. Messam Mayor

Alexandra P. Davis Vice Mayor

Winston F. Barnes Commissioner

Maxwell B. Chambers Commissioner

Yvette Colbourne Commissioner

COMMISSION COMMENTS SG

THANK YOU