06-30-1998 Workshop Agenda
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City of A\~entura
City Commission
Workshop Meeting
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June 30, 1998
9:00 AM
Executive Conference Room
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7.
AQenda
Municipal Public Transit Study Recommendation
Library Feasibility Study
Quasi-Judicial Matters (Commissioner Beskin)
Celebrity Pro Am Classic
Young Americans Medals Program (Mayor Snyder)
Aventura Chamber of Commerce PRIDE Proposal
Other Business
Next Workshop - July 20 . 1998
In accordance with the Americans wtth Disabiltties Ad of 1990, all persons who are disabled and who need special accommodations to
participate in this meeting because of that disability should contad the Office of the City Clerk, 466-8901, not later than two days prior
to such proceeding,
CITY OF AVENTURA
OFFICE OF THE CITY MANAGER
MEMORANDUM
FROM: Eric M. Soroka, Cit
TO: City Commission
DATE: June 24,1998
SUBJECT: Recommendation to Establish Municipal Transit System
RECOMMENDATION
As you are aware, the City hired the firm of Bermello, Ajamil & Partners, Inc. to prepare
a study outlining the creation of a municipal public transit system to serve all areas of
the City. It has been a goal and priority of the City Commission to create a bus system
that connects the residential areas to commercial, medical and other transit facilities.
Attached are the results of the study prepared by the consulting firm.
Based on the review of the study it is recommended that the City Commission adopt the
following policies as it relates to the establishment of the City's municipal transit system:
1. The system should be established based on an October 15, 1998 start-up
date.
2. The system should consist of a "fixed route" service on which the transit
vehicles run on a strict schedule and always follow the same route.
3. There should be three different routes within the City: a north, central and
a southern route (see attached map).
4. Each route will be designed to start and end at Aventura Mall. To start,
the system should operate between the hours of 9:00 a.m. and 5:00 p.m.,
Monday through Friday.
5. Service should be available within easy walking distance to residents of all
parts of the City.
6. The entire service should be contracted out to either a public or private
transit service provider.
Memo to City Commission
Page 2
7. In requesting responses to the RFP, the following options should be
included:
. Minibuses with between 14 and 20 seats
. Wheelchair accessible
. Space for packages
. Low floor buses
. ADA compliant equipment
8. The minibuses will enter each condominium property within its route.
Each condominium will have to enter into an agreement with the City to
allow the transit system to go past its security facility.
9. A budget of $225,000 will be established in the 1998/99 fiscal year budget
to operate the system. Funds established in the current year budget to
purchase buses should be utilized to offset start-up costs such as
advertising, bus stop signs and other expenses.
10. A fare of $.25 should be established for each route.
11.
12. The necessary interlocal agreement with the MDTA should be pursued as
soon as possible.
13. The County should be requested to consider discontinuing serving
Country Club Drive with large buses.
14. The system should be designed for maximum coordination with other
existing transit services provided by Miami-Dade and Broward Counties.
By utilizing the above policies, the City Commission will begin to achieve a major goal
adopted two years ago; the establishment of a public transit system within the City of
Aventura to provide alternate transportation opportunities to our residents.
EMS/aca
Attachment
CC0595-98
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Blue route - North area
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Green route - Central area ~
Orange route ~ South area -+
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LEGEND
North area
Central area
Soulh area
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8UIIEllO.AJAMIL
IPARTNERS.INe
MUNICIPAL TRANSIT STUDY
For The
CITY OF AVENTURA
June 1998
Mayor Arthur I. Snyder
Vice Mayor Ken Cohen
City Commission
Arthur Berger
Jay R. Beskin
Harry Holzberg
Jeffrey M. Perlow
Patricia Rogers-Libert
City Manager: Eric M. Soroka
Director of Community Services: Robert M. Sherman
Prepared By:
Bermello, Ajamil & Partners, Inc.
In cooperation with the
University of South Florida Center
for Urban Transportation Research (CUTR)
and URS Greiner, Inc.
TABLE OF CONTENTS
PAGE
I.
Executive Summary
II. Introduction .. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
III. Existing Services. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
IV. Municipal Transit Services Survey. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
V. Recommended Services . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
VI. Marketing and Customer Information ..................................
VII. Future Considerations ..............................................
VIII. Appendix. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .
a) Existing MOTA Routes
b) Existing Productivity Analysis
c) Existing Bus Stop Inventory
d) North Miami Beach Existing Routes
e) Private Service Routes
f) Transit Survey Questionnaire
g) Recommended Routes
I. EXECUTIVE SUMMARY
In order to recommend to the City the most efficient municipal public transit system, the study
team reviewed the existing transit systems presently serving the City; conducted a public
survey and public hearings to evaluate the needs of the residents; and completed a physical
study of the City's roadways and traffic patterns.
As a result, the recommendations for the start-up of Aventura's Municipal Transit System are
as follows:
1) The system should consist of a "Fixed Route" service, on which the transit vehicles run
on a strict schedule and always follow the same route. This is a traditional method,
familiar to everyone, which provides passengers a time-flexible access to vehicles that
are available all day long.
2) There should be three different routes within the city: a north route, a central route and
a southern route. (See Appendix G). Although the City's area is relatively small, its
road system is discontinuous and lacks main collector roadways which could serve as
main transit spines. All three routes will start and end at the Aventura Mall area which
will serve as the main transfer point within the City's system or to transfer to other
transit systems such as Metrobus or Broward County Transit.
3) To start, the system should operate between the hours of 9:00 A.M. and 5:00 P.M., on
a Monday thru Friday basis; with Saturday service from 9:00 A.M. to 1 :00 P.M. as an
option the City may consider. The frequency of service should be on an hourly basis,
which will allow for a 10-minute layover for all three routes at Aventura Mall to allow for
ease of transfers. Hourly service is also easy to become familiar with, because each
bus will pass the same point on its route at the same time each hour.
4) The City should contract out the entire service to a public or private transit serv ice
provider. The City will not only avoid any major initial capital investment by contracting
the service, but also it immediately will have an entity operating its transit system.
5) The type of equipment to be utilized may then depend in part on the equipment which
the transit service providers presently operate. However, in requesting responses to
competitive proposals, the City should include the following options:
- Minibuses with between 14 and 20 seats
- All vehicles must be accessible by wheelchairs
- Low floor buses with no steps which are easier to board
- Space for people to place packages
- Using alternate fuel systems with reduced emissions
- Emphasis on reliability
6) Based on the information from one local transit company the annual costs of contracting
for these services would be approximately $211,000.00. In addition, the City could
have other continuous expenses such as supervisory or monitoring personnel, plus an
initial cost of printing schedules, signage, etc. These costs could range from $20.000
The City of Aventura Municipal Transit Study
May 1998
Page 1
to $35.000. depending on the City's choices.
7) It is intended that the minibuses will enter each condominium property within its route.
In order to accomplish this. each condominium will have to enter into an agreement with
the City to allow the transit system to go past its guardhouse or security facility.
The City of Aventura Municipal Transit Study
May 1998
Page 2
II. INTRODUCTION
The newly incorporated City of Aventura wishes to implement a municipal public transit system
to serve its 3.2 square miles of land area and its estimated population of 21,000 people.
Bermello, Ajamil & Partners, Inc. was retained by the City to analyze their current public transit
needs and recommend the most effective and efficient methods of providing the municipal
public transit system.
The City is currently serviced by the Metro-Dade Transit Agency bus system, Broward County
Transit and private shuttle systems. However, none of the existing transit systems serves the
entire City and even when combined they exclude large portions of the City, where the
residents have no easy access to public transit. One of the main goals of this study is to
recommend a system that will provide "universal" access to all residents of Aventura.
In addition, this transit study had the following goals:
- Determine the most appropriate service and a proposed route structure.
- Integrate the new Municipal System with the already existing routes.
- Establish days and times and frequency of service..
- Determine the type of equipment and the quantity of circulators required for optimum
service.
- Estimate both the capital and annual maintenance costs of the system.
- Study the availability of alternate funding sources.
- Compare the feasibility of privatization vs. a City operated system.
- Recommend the most effective means of marketing and advertising the new system.
- Determine if implementing a fee for this service is possible.
Our methodology to accomplish the above tasks consisted of:
1) Conducting a City wide survey to determine the level of interest in using a municipal transit
system.
2) Conduct a thorough study of the road system, traffic patterns, and land uses within the City.
3) Investigate alternate types of equipment and method of operation for the transit system.
4) Conduct a financial analysis to optimize the City's investment and minimize its risks.
This report describes our findings and recommendations, while reviewing the different options
that were studied and that are available to the City in the future.
The City of Aventura Municipal Transit Study
May 1998
Page 3
III. EXISTING SERVICES
Existing Transit Services
The City of Aventura is currently served by both public transit service providers and private
transit service providers. The public transit service providers include Metro-Oade Transit
Agency (MOTA), Broward County Transit (BCT), and the City of North Miami Beach transit
service line. MOTA runs routes E, S, 3, 9, 95, and Biscayne Max that go through the municipal
areas of the City of Aventura. MOTA's route V runs in the vicinity of the City of Aventura, and
provides indirect transit service. MOTA has a total of 75 bus stops among these routes. The
frequencies vary from every 15 minutes to every hour. Appendix A shows the layout of these
routes. MOTA does not maintain boardings/alightings data by each stop. Therefore, it is not
possible to know the exact utilization of the MOTA transit service in the City of Aventura.
However, MOTA does maintain this same data on a route basis. This data for November 1997
is shown in Appendix B. According to this data, Route S carries 13,027 boardings for the
entire Route on a weekday, Route 3 carries 13,378 boardings, Route 9 carries 4,584 boardings,
route E carries 906 boardings, route V carries 145 boardings, Route 95 carries 1,297 boardings,
and the Biscayne Max carries 2,129 boardings per day. Appendix C shows all MOTA bus
stops.
Broward County Transit serves the Aventura municipal area Routes 1 and 9. The City of North
Miami Beach started two routes in November 1997. These routes are shown in Appendix D.
The private transit services are provided by various condominium owners. Appendix E includes
the services from Del Prado Condominium, and from the Joint Council of Aventura.
The City of Aventura Municipal Transit Study
May 1998
Page 4
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IV. MUNICIPAL TRANSIT SERVICES SURVEY
A Transit Survey was conducted within the City of Aventura to ensure that the
recommendations contained in this report will lead to establishment of a transit system which
will be as useful as possible to the residents. The survey was prepared to be able to identify
the present public transportation needs of the citizens of Aventura by asking specific questions
about trip destinations, hours of operation and desired frequency of service. A sample survey
form is included, as Appendix F, in this report.
In addition to the written surveys, two public hearings were held on Wednesday, AprilS'", 1995,
to solicit comments from the public in regards to the Municipal Transit System. One meeting
was held at 4:00 p.m. at the Coronado Condominium to facilitate attendance from the North and
North-Central areas of the City. The second meeting was held at the Commodore Plaza
Condominium for ease of accessability for the South and South-Central portion of the City.
Over 100 residents attended both meetings combined.
The written surveys were distributed through the condominium associations within the City.
Fifty questionnaires were mailed to each association, for a total of 2,500, of which over 300
were completed and returned. The findings and results of the surveys are shown
diagrammatically in the following pages.
While all the questions had a particular function in defining the mobility needs of the residents
of Aventura, it is interesting to note that 30% of the respondents to question number 2, depend
on some form of transportation other than their own automobile. Those modes of
transportation include rides from family and friends, private shuttles and existing MOTA bus
routes. That 30% appears consistent with the number of respondents who said in question
number 7 that they would use public transit even if the frequency of service was once an hour.
The answers to question number S about destinations was of particular assistance in designing
the proposed routes, by providing that each route visit at least two of the preferred destinations.
The most popular destination by far, is the Aventura Mall, which is proposed to serve as the
transfer point between routes.
The City of Aventura Municipal Transit Study
May 1998
Page 5
City of Aventura
Transit Survey
,_ How many trips per day do you make within the City of Aventura?
Other - 0% (one person)
Four - 7%
Less Than one - 4 %
Three - 23 %
2_ What mode of transportation do you use to make those trips?
Private bus/shuttle services 7%
Miami Dade Transit - 9%
Ride from a
friend/family - 14%
The City of Avenlura Munlclpel Transit Study
Mey 1998
City of Aventura
Transit Survey
3_ What time do you leave on your earliest trip(s)?
After 4:00 p.m. - 6%
Before 7:00 a.m. . 5%
12:00 noon - 4:00 p.m. -16%
7:00 a.m. - 9:00 a.m. - 35 %
9:00 a.m. - 12:00 noon - 38%
4_ What time do you return from your last trip?
9:00 a.m. . 12:00 noon - 3 %
12:00 noon - 4:00 p.m. - 21 %
The City of Aventura Municipal Transit Study
May 1998
City of Aventura
Transit Survey
5_ Would you use a reliable and friendly t:ity transit service if the fare was 25<1: and the service was
provided on a fixed route that served all major destinations within the city every 30 minutes?
1 to 2 trips weekly - 18%
3 to 5 trips weekly - 28%
6_ Would you use this transit service if it ran every 45 minutes instead of every 30 minutes?
1 to 2 trips weekly - 18%
No - 55%
3 to 5 trips weekly - 13 %
The City of Aventura Municipal Transit Study
May 1998
City of Aventura
Transit Survey
7_ Would you use this transit service if it ran every 60 minutes instead of every 30 to 45 minutes?
Daily. 14%
3 10 5 Irips weekly. 7 %
No - 65%
1 10 2 Irips weekly. 14 %
8_ Fill in all the destinations within the City of Aventura you would like to reach using transit service.
o 10% 20% 30% 40% 50% 60% 70% 80%
The City of Avenlura Municipal Transit Study
Mey 1998
City of Aventura
Transit Survey
9_ Do you anticipate your domestic assistance will use this transit services?
3 to 5 trips weeekly - 10%
Daily - 20%
1 to 2 trips weekly - 20%
No - 50%
The City of Aventul1l Municipal Tl1Insil Study
May 1998
V. RECOMMENDED SERVICES
A. Type of Service Delivery
Early in the planning process, the project team discussed the different ways transit
services could be provided by the City of Aventura. "Fixed route" service is by far the
most traditional method of providing transit service throughout the nation. In a fixed
route service system, transit vehicles run according to a strict schedule, and always
follow the same route throughout the day. The advantages of this type of service is its
reliability, consistency, and relative simplicity. A passenger simply needs to understand
where a route goes, and then learn how to read the route schedule to determine when
they can access the service on the route. One of the disadvantages to fixed route
service is the actual travel time. On fixed route service, passengers at the beginning
of a route might need to travel over 30 minutes to reach their destination for a trip that
could take less than 10 minutes by automobile. The longer travel time is due to the
need to make multiple stops to accommodate all other passengers on the entire route.
The advantage of fixed route service is that passengers can travel whenever they
please within the parameters of the route schedule without needing to make any
advanced reservations.
There are other methods of providing transit such as demand responsive service
(sometimes called door-to-door paratransit service). The advantage of this method is
that each passenger receives a direct trip from their origin to their destination, with few
or no stops in between. In essence, it is similar to taxi service given its high level of
customization and personalized service. The advantage, particularly in relatively
compact areas like Aventura, is that once a person starts their trip, they can reach their
destination in approximately 10 minutes. The disadvantage is that passengers need
to make reservations well in advance (usually 24 hours or more) to ensure they can be
transported to and from their destination when they want to travel. They might not be
able to travel when they want to because other passengers might have already
reserved the vehicle for that time. In some instances, "multi loading" or shared trips
might be possible, but there is no assurance of that. Another shortcoming of demand
responsive service is that a passenger needs to allow some time in case the vehicle
arrives before or after the scheduled time of pick-up. This additional wait time, when
combined with travel time. makes the total travel-plus-wait time almost equivalent to
travel time on fixed route.
Another disadvantage to demand response service is the uncertainty associated with
the retum trip from certain destinations. For instance, it is usually impossible to predict
when a doctors appointment will be finished. If such an appointment takes longer than
expected. the vehicle will arrive before the passenger is ready to leave. The vehicle will
need to go on to its next reserved trip. The passenger will end up stranded and
scrambling for alternatives.
Given the strengths and weaknesses of each approach, it was determined that fixed
route service would be the best to utilize in Aventura. Even though actual travel time
for passengers might be longer, and the routing is rigid, passengers enjoy more flexible
access to a service that is consistently available all day long. If for some reason a
The City of Aventura Municipal Transit Study
May 1998
Page 6
passenger misses a bus, another will be coming by within a reasonable time. In
Aventura, most residents are already familiar with scheduled bus service. Miami-Dade
Transit provides fixed route, regularly scheduled service on Country Club Drive
throughout the day. A number of condominium associations also provide fixed route,
regularly scheduled service, although such services are limited and inconvenient in
terms of frequency. .
B. Proposed Routes
The project team spent many hours driving through Aventura to become familiar with
the road system and the land uses in the city. It became clear quite quickly that even
though Aventura is relatively small, it is interrupted by canals and has its own unique
road system that makes traditional grid-like transit service impossible to provide.
Hence, it didn't appear any single route could efficiently "unite" the entire city, or serve
as a "spine" route.. Yet one of the city's goals in providing transit service is to help unite
the city. In addition, the city wants to ensure that transit service is equally available to
all residents.
Given these parameters and local goals, the project team is recommending the
establishment of three fixed routes to serve Aventura. One would serve the north
portion of the city, another would serve the central portion of the city, while the third
would provide service in the southern portion of the city. Each route would operate
during the same hours (9 a.m. to 5 p.m.). In virtually all cases, service would be
available within easy walking distance to residents of all parts of the city. Service would
therefore be equally available throughout the entire city.
To help "unite" the city, each route is designed to start and end at the Aventura Mall.
There should be at least 10 minutes at the end of each hour for all three buses to
"layover" at the Aventura Mall. This will allow passengers to easily transfer from one
city route to another, allowing them to access all parts of the city with one easy, brief
transfer. This route design also allows passengers the ability to easily transfer to transit
services provided by Miami-Dade Transit and Broward County Transit. From Aventura
Mall, passengers can travel to virtually anywhere in Miami-Dade or Broward Counties
via public transit.
The north route would start at the Aventura Mall, go past the Publix on 29'" Place, travel
through the Promenade Shoppes, then serve the Aventura Hospital and Medical Center
as well as the Aventura residents on the west side of Biscayne Boulevard. Service
would continue through Aventura Commons (the new shopping area north of
Waterways Boulevard on the east side of Biscayne Boulevard), and proceed east on
Waterways Boulevard to serve the Waterways Shop pes, the condominiums east of
those shoppes, The Waterways residential area and The Point condominiums. The
north route would return to the Aventura Mall via Waterways Boulevard and NE 30th
Street, finally serving the medical offices on Aventura Boulevard before pulling into the
Aventura Mall.
The central route is perhaps the easiest route to understand. It also starts and ends at
the Aventura Mall and basically serves all the residences near Country Club Drive.
The City of Aventura Municipal Transit Study
May 1998
Page 7
Starting from the Aventura Mall, the route would exit past the Publix on 29'h Place, turn
east on Aventura Boulevard, go south on Country Club Drive and go under the Williarn
Lehman Causeway. It would then go east to serve Bay Club, South View, Mystic Point
and Tumberry Isle to the guard house (without going all the way to the end of Turnberry
Way). The route would return to Country Club Drive and serve the following residential
developments:
. Aventura yacht Club
. Landmark
. Terraces of Turnberry
. Hamptons
. Waterview
. Flamenco
. EI Dorado
. Ensenada
. Delvista Towers
. Bonavista
. Bravura I and II
. Viscaya
Coronado
. Bonavida
The central route would then go east on Aventura Boulevard to serve the medical
offices before ending at the Aventura Mall.
The southern route would start at the Aventura Mall, go past the Publix on 29'h Place
and east to Country Club Drive. It would go south on Country Club Drive to 190th
Street, and proceed east to serve the Loehman's Fashion Island. The southern route
would return to 29'h Avenue (avoiding Biscayne Boulevard) and proceed south to NE
28'h Court and 185'h Street. The route would stop in front of, but not enter, Williams
Island and Biscayne Cove. Williams Island has its own internal transit service and
would prefer that the Aventura bus not serve the development. The route would
proceed east on 183" Street serving Admirals Point and Commodore Plaza before
heading south on Biscayne Boulevard to the condominiums of Point East. After serving
Point East, the southern route would go north to serve Del Prado, and the Loehman's
Fashion Island before returning to the Aventura Mall.
The survey that was completed by almost 300 Aventura residents indicated the major
destinations they wished to reach (in order of priority) were the Aventura Mall,
Loehrnan's Fashion Island, The Promenade Shoppes, the Waterway Shoppes, the
Aventura Hospital, and the medical offices on Aventura Boulevard. Each route provides
access to at least two of the major shopping areas, while all attractions can be reached
with one transfer. The average travel tirne to the most popular destinations will be 25
minutes if no transfer is required, and 45 minutes if a transfer is required. It should be
noted that these routes were deliberately designed to avoid traveling on Biscayne
Boulevard as much as pOSSible to avoid the congestion, delays, and dangerous driving
conditions on that road.
The City of Aventura Municipal Transit Study
May 1998
Page 8
c. Frequency of Service
Clearly, the more frequently transit service is available, the more attractive it is and the
more likely it will be used. This was evident from the answers Aventura residents
provided to the survey developed by the project team. Only 20% said they would never
use the municipal transit service if it is available every 30 minutes. However, 56% of
all respondents said they would never use it if it was available only every 60 minutes.
While this argues for service no worse than every 30 minutes, that information must be
balanced against the cost of providing more frequent service. It appears that the cost
of providing the service will be borne primarily by the city (limited state and federal
dollars are expected to be available to pay for operating expenses). It should also be
noted that many of the residents of the city can access already existing service provided
by MDTA that runs every 20 minutes on Country Club Drive.
The project team suggests that the city initially provide service on a once-an-hour basis
(60 minute headway). Some areas of the city (north and south) have virtually no
service now. The central area of the city has MDTA service and bus service provided
through the Aventura Joint Council of Condominiums. The Joint Council provides fixed
route service Mondays through Fridays from 9 a.m. to 3 p.m. This service is provided
once every two hours, resulting in only four trips per day.
The project team's suggested once-an-hour service will be far superior to any existing
service (with the exception of MDTA which serves only one-third of the city). Although
hourly service is not considered premium transit, it is extremely easy to understand.
Each bus will operate on what is known as "c1ockface headways". That means each
bus will pass every point on its route at the exact same time of each hour. All residents
of Aventura can rely on having a bus go near them at the same time every hour.
Hourly service is an appropriate level for a brand new system where there is no
accurate way to predict ridership. It will allow the city staff and residents to gain some
experience in how well transit services are being received at half the expense of
providing 30 minute service. The City of Margate (in Broward County) has been
providing its own municipal transit service for a number of years with once-an-hour
frequency. It has proven to be very reliable and popular. The system in Margate
carries about one passenger per mile, which is very good for a small, local system. It
is hoped that with proper operation, promotion, and marketing, Aventura's municipal
transit service can achieve that level of ridership. If experience shows the service is
growing in popularity, the city can increase the frequency of buses at a later date if it
determines the service should receive higher priority within the city's budget.
D. Operations
The City of Aventura has a number of options to consider in terms of how service
should be provided. The basic options available to most cities are to:
The City of Aventura Municipal Transit Study
May 1998
Page 9
. operate and maintain all service with its own staff;
. operate the service with their own staff of bus drivers and contract out the
maintenance function;
contract out the entire service to a public or private transit service provider
The first option is not realistically available to Aventura. A number of cities in south
Florida (such as Margate and Sunrise in Broward County) provide transit service with
their own personnel. However, they are regarded as "full service" cities with their own
public works departments and fleet repair facilities. Aventura could pursue this, but the
city would have to invest fairly heavily in purchasing vehicles, building a maintenance
facility, and hiring staff. It is the project team's understanding that the city's
management philosophy is to minimize the size of its total personnel. This is a
particularly appropriate philosophy when the public service being considered is
essentially a "pilot" project. While it is assumed a municipal transit service will be
successful, there is no need to make permanent investments until there is a clear
demonstration of the service's viability and acceptance. This is even more true when
other public and private agencies are available to perform the service in question.
The second option of operating the buses with city personnel while contracting out the
maintenance function is a viable altemative. In this scenario, the city avoids the capital
expense of building a maintenance facility and hiring maintenance personnel. The
maintenance of the vehicles could be contracted to the City of North Miami or to a
private vehicle maintenance company. However, this option would still require the city
to hire and supervise bus operators and become somewhat accomplished and
responsible for the provision of transit services. It also divides the total responsibility
for the service between two different entities causing possible conflicts between parties
over who is responsible for what.
While the second option is feasible and might be considered more seriously in the
future, the project team recommends the third option at this time. There are a number
of private companies that specialize in the provision of transportation services. (Of
course, Miami-Dade Transit also provides such service).
Preliminary research revealed there are companies prepared to provide municipal
transit services for Aventura at a reasonable cost. One local company currently
provides mini-bus services to MOTA at a cost of $30 per hour. That same company is
providing services to another city in Dade County, and is therefore familiar with the type
of service Aventura is interested in implementing.
Contracting the service to another entity provides the city with a number of benefits.
Since another entity would be responsible for all operations and maintenance functions,
it would also be completely accountable for the performance of the service. There can
be no finger pointing between two different entities if something goes wrong with the
service. Contracting out the entire service should result in having the service provided
by an entity with considerable experience and expertise. The city avoids any initial
capital investment by contracting for the service. It is also assured of the maximum
flexibility in increasing or decreasing the service as "cleanly" as possible (no layoffs of
The City of Aventura Municipal Transit Study
May 1998
Page 1 0
city employees, and faster provision of increased service if desired).
The city should note that if it proceeds with seeking competitive bids for services, it
must make Miami-Dade Transit aware of its interests and allow MOTA to respond to
requests for bids or proposals.
E. Technology and Equipment
Aventura is not a large city, and it does not attract many tourists within its residential
areas. The proposed hourly service and the relatively short routes should not require
the city to utilize large vehicles to carry the probable passenger loads (approximately
eight passengers per trip). A review of the passenger activity on MDTA's route and the
bus sponsored by the Joint Council confirm that minibuses should provide adequate
capacity. A number of private transportation providers have minibuses available in their
fleets, and can provide competitive bids with such vehicles. The city should specify that
vehicles should have not less than 14 seats, but need not have more than 20. All
vehicles must be accessible by passengers in wheelchairs.
Given the many elderly people who live in Aventura, it is likely that a fairly large
percentage of passengers will be elderly. If possible, it would be beneficial for the
contracted service provider to use low floor buses. Low floor buses have no steps
inside. This makes boarding easier for everyone, but particularly for the elderly and
disabled. They also are 100% reliable for those in wheelchairs, who would not need to
rely on a mechanical lift to board the bus. Low floor buses also decrease the time it
takes for any passengers to board, thereby permitting faster travel time for everyone
and better schedule adherence for the route.
Low floor minibuses are not as common as other minibuses. Private companies might
not have them in their fleet. When seeking competitive proposals, the city might wish
to ask respondents to quote how much they would charge for providing the service with
low floor buses versus regular buses, and give preference to those respondents who
can provide the low floor vehicle.
The City should also request those companies responding to competitive proposals to
determine if space can be made available for people to place their packages (primarily
from grocery shopping).
In terms of alternative fuels, the city might also ask respondents to provide separate
quotes for proposals that include buses that run on fuels such as propane or CNG.
CNG vehicles could be fueled at the City of North Miami's Public Works Department.
These alternative fuels have fewer and less noticeable emissions than diesel buses,
and may prove more popular with residents. Using alternative fuels also provides a
"selling point" for the service simply by enhancing the service's image as being different,
more interesting, and more environmentally sensitive.
If these type of vehicles prove to be considerably more expensive (though they
shouldn't), the city should also advise respondents that bio-diesel fuel would be
acceptable. Bio-diesel requires absolutely no new technology. It simply requires diesel
The City of Aventura Municipal Transit Study
May 1998
Page 11
fuel to be mixed with a bio-mass derived petroleum substitute resulting in an alternative
energy source that also reduces emissions. (In Florida, waste cooking oil from fast food
restaurants is used in bio-diesel fuel). Bio-diesel fuel does cost approximately 20%
more, but helps reduce emissions with no capital expense.
The project team reviewed the electric bus program operating in Miami Beach. That
program is achieving great success in terms of visibility and ridership. No doubt, the
electric vehicles themselves help promote the service and attract more riders.
However, the service owes much of its success to the fact that it is provided in one of
America's great tourist meccas where parking is limited and residents are used to using
transit service. It is also heavily promoted with permanent city staff dedicated full time
to the service. It is heavily funded by state grants since the project has clear public
objectives of reducing congestion and eliminating cruising drivers looking for parking in
front of the restaurant or nightclub they wish to visit. The project is costing the city
approximately $1.7 million per year. Each vehicle costs over $200,000 and the fleet
requires a specialized maintenance facility that cost $400,000 to construct. There are
no similar facilities near enough to Aventura to make using electric vehicles practical
at this time.
It is the project team's opinion that the most important element of the city's municipal
transit service will be its reliability, not the technology used in the minibuses. If the
service runs on schedule and takes people where they want to go, the type of fuel in the
vehicle will be of minor consequence to the success and acceptance of the service.
However, it is appropriate for the city to contribute to the "Clean Cities" effort by
encouraging the use of alternative fuel vehicles. This might also make the city eligible
for grants to acquire buses in the future. The city could then allow the contractor to use
the vehicles which should reduce the hourly costs for the service.
F. Costs
There should be at least two local transportation companies responding to requests for
proposals. One local company has already indicated it would provide complete service
to the city for $30 an hour with standard body-an-chassis 22 foot minibuses that seat
20 passengers. This company has indicated it also needs to be paid one hour for
"deadhead" mileage associated with getting the vehicles to Aventura and returned to
their home base in the evening. Assuming the city would like service to be available
from 9 a.m. to 5 p.m., Mondays through Fridays, the costs to the city would be as
follows:
8 hours of revenue service (9-5) x $30=
1 hour deadhead travel x $30=
$240
~
$270 per bus per day
~ buses
$810 per day
~days per week
$4,860 per week
x52 weeks
$210,600 per year
The City of Aventura Municipal Transit Study
May 1998
Page 1 2
If the city wishes to provide additional service on Saturdays from 9:00 A.M. to 1 :00
P.M., it wil represent an additional amount of $23,400 for a total of $234,000.
Other costs associated with providing municipal transit service involves staff time to
monitor the service contract and to promote the service. Such expenses should be
minimal, but someone from the city should check the contractor's schedule adherence
on a regular basis. The city might wish to ask its police department to serve as
monitors of the contractor's schedule adherence since the police will already be in the
field. The city might ask for volunteers at various condominiums to check on the
contractor's performance, or it might hire an intern to do field checks in conjunction with
other assignments for the city. The city could also hire field supervisors from the
contractor for $15 per hour. Assuming the city wanted supervision for at least half a
day every day, the costs would increase $60 a day, or $15,000 per year for service that
is provided five days a week. The City might also consider contracting with a retired
private transit supervisor who might enjoy performing such service on a part time basis.
The city should also budget for the provision of bus benches at a few locations such as
Yacht Club Drive and 34th Avenue on the northern route where the buses are not
expected to enter the Waterways residential area. The same would apply to the area
outside of Williams Island (since the bus will not be pulling into that development). In
almost all other cases, the buses will be pulling into residential or commercial buildings
where passengers can wait under cover. Since the buses are scheduled to layover at
the mall near Macy's for the last ten minutes of each hour, passengers can wait inside
the mall until the last part of the hour and walk directly to the bus. Transferring
passengers can simply move from one bus to another. One way to encourage the mall
to agree to allow these vehicles to layover near Macy's (in the event of an objection
from the mall) is to promote the mall in the bus schedules that will be produced by
Aventura.
In regards to schedules, the city needs to anticipate the costs associated with
designing, producing, and distributing schedules during the course of a year. This
should cost approximately $20,000. Distribution costs can be minimized with the help
of condo associations, shopping centers, and other frequently visited facilities
throughout the city.
Finally, the city will want to produce about a dozen bus stop signs for those stops not
located within residential areas. They could also be placed at the areas where the
buses will stop within shopping centers, near medical offices, or on Biscayne Boulevard.
In conclusion, the use of a contractor to provide the service makes budgeting for transit
considerably easier than if the city were to provide the service itself. The total annual
cost to the city for service five days a week and schedules would be approximately
$225,000.
G. Funding Sources
There are relatively few sources of funding for Aventura's municipal transit service, but
they are important. The Federal Transit Administration's Urbanized Area Formula
The City of Aventura Municipal Transit Study
May 1998
Page 1 3
Program provides for the distribution of federal operating and capital funding on a
formula basis to eligible recipients. These federal funds are distributed on the basis
of a formula that takes into account population, population density, and revenue miles
of service provided. Currently, Miami-Dade County is the eligible recipient for such
funds. Aventura probably doesn't want to go through the trouble of trying to become
a direct grant recipient, and the FTA would rather not have multiple recipients to
correspond with in the same area. However, Aventura can certainly make a case that
the revenue miles it will be providing in the city will contribute to the formula that will
determine how many federal transit dollars Miami-Dade County will receive. If the
anticipated level of service in Aventura is approximately 300 miles of service per day,
that amount of service would generate an additional $26,000 per year in federal formula
funds for Miami-Dade County. Aventura should approach the county and request these
funds be transferred to the city when they are made available from the FTA. Aventura
needs to realize these funds would not available until its third year of operation, since
the funds are only made available based on ridership statistics that are kept by the
county, submitted to FTA, and ultimately finalized by the federal government.
The city should also realize that even though it would not be a direct recipient of funds
from the federal government (they would be passed through Miami-Dade County), they
would be required to comply with all the federal regulations that govern the federal
transit program. While this shouldn't require the city to do anything inconsistent with
what it is already doing, it would need to be aware of the fundamental requirements of
the Americans with Disabilities Act, Drug Testing requirements for bus operators, Buy
America provisions, and other standards that it would need to certify its compliance
with.
The city is not eligible for Florida Transit Block Grant funds. Again, the City might
consider negotiating with Miami-Dade County to determine if any such funds could be
transferred since the funds are allocated throughout the state based on a formula that
takes into account population, passenger miles, and revenue miles. It is not clear what
level of funds the city might be able to receive from such source. However, that issue
needs to be clarified, and the city should determine if it wants to discuss some
cooperative resolution of the issue. As with the federal funds noted above, there would
be a two year delay in obtaining any funding through this program since it is driven by
operating statistics that take a couple of years to gather, review, and operationalize
through grants. The city should also realize that it must prepare a Transit Development
Plan (TOP) annually in order to be eligible to receive any Block Grant funds. While the
report prepared by the project team (this report) might be acceptable to FDOT as a
surrogate TDP, they might require refinement and will definitely require updates each
year. There is a cost associated with preparing such a plan if it is not done by city staff.
The city would be eligible for FOOT's Service Development Program funds. This
program provides approximately $2,000,000 throughout the state each year to
encourage the provision of new services that will help reduce traffic congestion and
improve the use of public transportation. This source of funds seems particularly
appropriate for Aventura to pursue, and the city is encouraged to do so no later than
June 30, 1998. This program provides up to half the cost of new service for up to two
years. If the city's application is accepted, funds would not be available until July 1,
The City of Aventura Municipal Transit Study
May 1998
Page 14
1999 (applications must be submitted a year in advance of actual funding). Miami
Beach is receiving funds from this program for their new Electro Wave shuttle service.
There is no reason Aventura's new service would not stand a good chance of receiving
some funding through this program. However, the funds are limited and highly
competitive. Again, the city must get its application for such funds to the FOOT district
office by June 3D, 1998 if it hopes to receive funds by July 1, 1999.
Aventura should realize some minor revenues from passenger fares. The project team
recommends the city charge a fare of $.25 per passenger. The revenue generated will
be minimal, but charging a fare will discourage vagrants or other undesirable
passengers from riding the system. Assuming the transit service carries approximately
200 passengers a day, as much as $50 per day could be collected through the farebox.
This represents only six percent of the costs of providing the service. If seniors are
charged half fare (to remain consistent with MDTA fares), then revenues would be
approximately $30 per day or about three percent of the total costs of providing service.
The city could advise the contractor to count the money and deduct the amount they
collect from the invoices they will send the city for the service they provide.
The city can also use portions of the proceeds from their share of the County's local
option gas taxes for this service. These funds can be used for this purpose as long as
the transit service it is paying for is new service (these funds can not be used to
supplant funds spent on existing service). The city also needs to include in its
comprehensive plan that this transit service is part of the city's transportation system
improvements.
The remainder (and vast majority) of the revenues needed to operate this new service
will come from Aventura's general funds. Although this will be a new expense to the
city taxpayers, the service they receive will be highly visible and equally available to all
residents. A number of condominiums who currently assess their members for privately
provided transit service (such as the Joint Council's bus service mentioned earlier), will
be able to discontinue such service and save the dollars they are spending on such
service. The municipal transit service is intended to improve the mobility of all residents
and improve the quality of life in the city. If done properly, it will be a service that will
enhance Aventura's image as an attractive place to live and do business.
H. Coordination with Existing Services
The proposed municipal transit service has been designed for maximum coordination
with other existing transit services provided by Miami-Dade and Broward counties. The
city's buses will meet at the Aventura Mall where the buses from the other public
systems also meet. Transfers between systems should be relatively easy.
The proposed fare of $.25 is consistent with what MDTA charges for transfers. In
essence, Aventura's service will not only serve as an internal circulator service for the
residents, but a feeder service for MDTA. It is suggested that the city and the counties
not accept each other's transfers. It is also recommended that the city not operate with
transfers from one of their buses to another. Passengers should pay the appropriate
fare each time they board an Aventura bus.
The City of Aventura Municipal Transit Study
May 1998
Page 1 5
The city should share information about the availability of their service with MDTA,
Broward County Transit, Tri-Rail, and Gold Coast Commuter Services. Each of these
agencies have customer information centers, and can advise anyone who wishes to
know about the routes and schedules for service within Aventura.
As noted earlier, the city will need to meet with representatives of MDT A to develop an
interlocal agreement. The city will not be permitted to provide such service without such
an agreement. Two other cities have recently signed such agreements with the county.
The city will also need to address the issue of security at condominiums. That will be
served by the municipal transit system. Security is a major issue to condominiums.
The city will need to enter into agreements with each condominium group to allow the
city's transit vehicles to enter their properties. Allowing the municpal transit vehicles to
enter the property will maximize the convenience for the condominium's residents who
can wait for the minibus in the comfort of the building foyer. If a condominium group
refuses to allow the minibuses to enter the property, residents can still use the service,
but will need to talk to the street to access the service.
The City of Aventura Municipal Transit Study
May 1998
Page 16
VI. MARKETING AND CUSTOMER INFORMATION
Promoting transit service in a small city is much easier than promoting a regional system that
requires special marketing expertise, large budgets, and dedicated staff and/or consultants.
Information about the system in a small city can be distributed far more easily and efficiently
through condominium associations and local businesses. Some steps the city should take to
promote the service include:
.
the development of a catchy name, slogan, and logo that will assist in making the service
easily recognizable and remembered;
.
utilization of colors on buses, uniforms, signs, and schedules that are consistent with the
city's colors (blue, green, and yellow). In fact, the three routes could be called the blue,
green, and yellow routes, with colored signs in each bus that clearly indicate which route
it serves;
.
the development of a single map and that shows all three routes and their schedules, so
one document can be all a passenger needs to get around the city with this service;
.
making system maps available at locations throughout the community, including
restaurants, medical facilities, city hall, the county library, major grocery stores, and any
other frequently visited facility in the city;
.
the availability of system maps in all major condominiums, to be distributed in ways each
condominium regards as most effective;
.
the presentation and explanation of the service at meetings held throughout the community;
.
the use of media coverage, particularly in any local papers produced primarily for Aventura
residents, such as the Aventura News;
.
The placement of an information kiosk at the Aventura Mall with the system map in a highly
visible location;
.
joint promotions with local businesses who will give discounts to anyone who can provide
evidence they used the local transit service to get to their store;
.
announcements of the availability of the service on cable television
.
joint promotions funded by local businesses to celebrate the new service such as making
coffee and doughnuts available to passengers on opening day.
The City of Aventura Municipal Transit Study
May 1998
Page 1 7
VII. FUTURE CONSIDERATIONS
There are a number of things the City of Aventura should keep in mind for the future, assuming
the municipal transit service is well received and utilized by residents and employees within the
city. The city and county might want to consider the city taking responsibility for the provision
of service currently provided by Route 3. The large buses used by the county on the route as
it travels on Country Club Drive are incompatible with the residential neighborhoods and
biking/jogging trail that characterizes the area. A large bus is not needed to satisfy the level
of demand in the area. It costs the county approximately $200,000 per year to serve Country
Club Drive with service through the #3 route. If the County discontinued the #3 route on
Country Club Drive, it could provide some of the savings to Aventura who could provide the
same level of service less expensively.
If the city does not want the responsibility of providing such service, it should request the county
to consider discontinuing serving Country Club Drive with large buses, and replace such service
with a smaller vehicle from its "B" Division. This would also save the county money, and
provide a service more compatible with the neighborhood.
Of course, the city will gain experience as the new service is implemented. It will be able to
determine where the majority of passengers are coming from and going to. There might be
some areas that need more service, and some areas that need less. This will allow the city to
"fine tune" the service to make it more productive and efficient. It was noted earlier that the city
might want to hire an intern or contract with someone to help monitor the contractor's
performance. This same individual could deliver system maps, and perform ridership surveys
to help determine where service should be changed. The bus operators will be the best source
of information on passenger activity. The city might also consider modifying the service to
accommodate route deviation for certain condominiums if it becomes clear that certain
buildings are not generating consistent ridership.
The city should try to stay in tune with what the passengers are requesting and their level of
satisfaction. Again, a city intern or contracted individual could survey passengers to determine
what they would want to see changed, and how they are enjoying the service. Transit systems
throughout the country are beginning to realize the importance of customer service and the
need to personalize and customize their services to passenger needs. It is important for the
city to remain alert to such concerns, and be ready to respond as quickly as possible. Transit
service is extremely important to those who use it, and they will make their feelings known if
there are problems. The city can enhance its already excellent image by ensuring they are
responsive to passenger concerns.
The city should stay in touch with the Florida Department of Transportation and the South
Florida Regional Planning Council to determine if they are eligible for any new grants for
service, equipment, or facilities. There is a chance that the "revolving loan" program for
alternative fuel vehicles sponsored by the SFRPC could be changed to a grant program,
providing opportunities to help the city purChase vehicles, faciiities, or fuel.
The City of Aventura Municipal Transit Study
May 1998
Page 18
VIII. APPENDIX
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Southbound Make Country Club
Dr loop before entering Mall.
NE t99 ST
192 St Cswy
..-.....
w NE172ST
~
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(
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AVENTURA
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DESTINATION SIGN
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REISSUED: 8/1 0/97
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AVENTURA MALL
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AM ENDS
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163 STREET
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into 5ervce at Biscayne BlVdlNE 36 St use
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It'll .....NE39St
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OUT OF SERVICE - 0206
"0
~
g
ill
m
North
EFFECTIVE: Dec. 18, 1995
CORRECTED: 8-7-96
REISSUED: 8/10/97
Route
BISCAYNE
MAX
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I,
I Fare: $1.251
Aventura
Mall
-
''- .. . '" ~
151 St
I 0 - Limited Stop
DESTINATION SIGNS
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l'
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EFFECTIVE: Aug. 27.1995
.....
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REISSUED: 8/10/97
APPENDIX B
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APPENDIX C
i=lase 1
Date: Nov. 11, 1997
MDTA Bus Stop Inventory
\V ycut-a
AV- 2.0000
A~'- :3.0000
A' - 4.0000
AV- 5.0000
AV- 6.0000
A' - 7.0000
AI,- 7.0100
AV- 8.0000
A' - 9.0000
A' - 10.0000
AV-.11.0000
A" - 12.0000
A' - 1:3.0000
AV- 14.0000
AV- 15.0000
A' - 16.0000
Ai. - 17.0(-;00
AV- 1:3.0000
A" 19.0000
A' - 20.0000
AV- 21.0000
Al'- 22.0000
A' - 23.0000
AI;- 24.0000
AV- 25.0000
At, - 26.0000
A,. 27.0000
AV- 28.0000
A~' :3:3.0000
AI. :34.0000
AV- ':35.0000
AV- 3tE.. 0000
AI. 37.0000
AI, - :38.0000
AV- 40.0000
A,. 41 .0000
A,. 42.0000
AV- 4:3.0000
A,'. 44..0000
A\. 45.0000
AV- 46.0000
AIJ- 47.0000
A\ 4:=: . 0000
AI, 49.0000
AV- 50.0000
A, 51.0000
"', 52.0000
",v- 53.0000
",,' .0.0.0000
0,,61.0000
"'1;- 64.0000
~v- ~,5. OO(H)
\~ 6 b. ....-._...
~.a8e :.:~
BISCAYNE BDI# ~1280
BISCAYNE BD/NE 209 ST
BISCAYNE BD/NE 207 ST
B I SCA Y~,IE BD INE 206 ST
BISCAYNE BD/NE 195 ST
BISCAYNE BD/NE 191 ST
B ISCAYNE BD/# 1 ';>000
BISCAYNE BD/NE 187 ST
BISCAYNE BD/NE 186 ST
BISCAYNE BD/APPROX # 18200
BISCAYNE BD/NE 180 ST
EISCAYNE ED/NE 17::,: ST'
BISCAYNE ED/POINT EAST DR
BISCAYNE BD/NE 179 ST
BISCAYNE BD/NE 1130 ST
BISCAYNE BD/NE 1132 ST
BISCAYNE BD/NE183 ST.
BISCAYNE BB/NE 1136 ST
BISCAYNE BD/NE 187 ST
BISCAYNE BD/# 18999
BISCAYNE BD/NE 191 ST
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BISCAYNE BD/NE 207 ST
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NE 29 PL/NE 203 ST
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N COUNTRY CLUB DR/# 3375 (BONAVISTA)
W COUNTRY CLUB DR/# 20500 <BISCAYA>
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W COUNTRY CLUB DR/OP AVENTURA MALL ENT
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NE 192 ST(LEHMAN CY)/# 3300(NE 191 ST)
NE 192 ST(LEHMAN CY)/# 3350 (SERVICE RD)
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Date: Nov. 11, 1997
MOTA Bus Stop Inventory
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AV- 68.0000 AVENTURA BD/NE ?q PL
AV- 69.0000 AVENTURA BD/# 2845
AV- 70.0000 NE 203 ST/BISCAYNE BD
AV- 71.0000 NE 203 STINE 29 CT
AV- 74.0000 NE 20:3 STINE .".." CT
AV- 75.0000 NE 203 ST/BISCAYNE BD
AV-1000.0000 AVENTURA MALL/MACYS
AV-1001.0000 AVENTURA MALL/J C PENNEYS
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BC- 1.0000 OCEAN BD/# 3140
BC- 2.0000 OCEAN BD/# 2030
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BC- 4.0000 OCEAN BD/# 1920
BC- 5.0000 OCEAN BD/OP # 1849
BC- 6.0000 OCEAN BD/# 1849
BC- 7.0000 OCEAN BD/# 1865
BC- 8.0000 OCEAN BD/# 1913
BC- 9.0000 OCEAN BD/# 1965
BC- 10.0000 OCEAN BD/# 2081
BC- 11.0000 OCEAN BD/# 3181
BC- 12.0000 S FEDERAL HY/SE 9 ST
BC- 1:::::' 0000 S FEDERAL HY ISE 7 ST
BC- 13.0010 S FEDERAL HY/SE 3 ST
BC- 14.0000 S FEDERAL HY/HALLANDALE BEACH BD
BC- 15.0000 S FEDERAL HY/HALLANDALE BEACH BD
BC- 16.0000 S FEDERAL HY/SE 3 ST
BC- 17.0000 S FEDERAL HYISE 7.ST
BC- 17.0100 S FEDERAL HY/SE 9 ST
BC- 104.0000 NW 215 ST/# 5261
BC- 105.0000 NW 215 ST/SW 59 TE
BC- 106.0000 NW 215 ST/US 441
BC- 107.0000 NW'215 ST/SW 62 AV
BC- 107.0100 NW 215 ST/NW 7 AV
BC- 107.0150 NW 215 ST/NW 9 AV
BC- 107.0300 NW 215 ST/SW 68 LN
BC- 107.0400 NW 215 ST/1700 BLK
BC- 107.0500 NW 215 ST/NW 27 AV
BC- 10'='.0::::00, HALLANDALE BEACH BD/AIA (OCEAN DR)
BC- 109.0000 HALLA NO ALE BEACH BOISE 26 AV
BC- 110.0000 HALLA NO ALE BEACH BD/THREE ISLANDS BD
BC- 111.0000 HALLANDALE BEACH BD/NE 16 AV
BC- 112.0000 HALLANDALE BEACH BD/NE 14 AV
BC- 113.0000 HALLANDALE BEACH BD/NE 12 AV
BC- 114.0000 HALLANDALE BEACH BD/NE 10 AV
BC- 115.0000 HALLANDALE BEACH BD/S FEDERAL HY
BC- 116.0000 HALLANDALE BEACH BD/SE 8 AV
BC- 117.0000 HALLANDALE BEACH BD/SE 10 AV
BC- 117.0100 HALLANDALE BEACH BD/SE 14 AV
BC- 118.0000 HALLANDALE BEACH BD/SE 16 AV
BC- 119.0000 HALLANDALE BEACH BD/LAYNE BD
BC- 120.0000 HALLANDALE BEACH BD/DIPLOMAT PY
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APPENDIX E
JOINT COUNCIL OF AVENTURA COURTESY BUS SCHEDULE
EFFECTIVE 10/3/97
DEPARTS TIME TIME TIME TIME
Bay Club 8:48 10:28 ... 12:13 1:53
Southview 8:50 10:30 12:15 1:54
Mystic Point 8:57 10:37 12:22 2:01
Turnbeny (Guard House) 8:58 10:38 12:23 2:02
Tumberry Isle 9:01 10:41 12:26 2:05
Aventura Yacht Club 9:02 10:42 12:27 2:06
Landmark 9:04 10:44 12:29 2:08
Terraces of Turnberry 9:05 10:45 12:30 2:09
Hamptons 9:07 10:47 12:32 2:11
Waterview 9:09 10:49 12:34 2:13
Flamenco 9:11 10:51 12:36 2:15
El Dorado 9:13 10:53 12:38 2:17
Ensenada 9:15 10:55 12:40 2:19
Delvista Towers 9:19 10:59 12:44 2:23
Bonavista 9:21 11:01 12:46 2:25
-I Bravura I 9:22 11:02 12:47 2:26
Bravura II 9:23 11:03 12:48 2:27
Biscaya 9:25 11:08 12:53 2:32
Coronado 9:30 11:10 12:55 2:34
Bonavida 9:33 11:13 12:58 2:37
ARRIVES
Promenade 9:36 11:16 1:01 2:40
First Union 9:39 11:19 1:04 2:43
Mount Sinai 9:40 11:20 1:05 2:44
Aventura Mall 9:43 11:23 1:08 2:47
Publix 9:45 11:25 1:10 2:49
Loehmans Plaza 9:53 11:33 1:18 2:57
Waterways 10:01 11:41 1:26 3:05
DEPARTS
Promenade 9:36 11:16 1:01 2:40
Aventura Mall 9:43 11:23 1:08 2:47
Publix 9:45 11:25 1:10 2:49
Loehmans Plaza 9:53 11:33 1:18 2:57
Waterways 10:01 11:41 1:26 3:05
NOTE: Please be downstairs at least 5 minutes prior to scheduled time of departure. Bus will operate Monday through Friday,
but will not operate on Holidays or Yom Kippur, Thanksgiving, Christmas, New Years and Fourth of July.
lIE JOINT COUNCIL of AVENTURA
~,355 NE 36 Avenue
Aventura, Florida 33180
D
~4/22/1998 15:09
1-305-931-0220
TURN BERRY TOWERS
ANY QUESTIONS
PAGE 02
CALL ll.OBERTS MANAGEMENT
947-3999
V8I1URA
IOINT COUNCIL OF A
COURTESY BUS SCHEDULE
EFFECTIVE 1013/97,
~
TIllE TI).IE
DEPARTS
BAY CLUB
SOUTHV 1 Ell
llYSTIC poINT
TURNBERRY (GUARD HOUSEl
TURNBERRY ISLE
",VENTURA YACHT CLUB
LANDMARK
TERRACES OF TURNBERRY
HAUPTONS
WATERVIEW
FLAJ,lENCO
EL DORADO
ENSENADA
DELVISTA TOWERS
BONAVISTA
BRAVURA I
BRAVURA I I
.BISCAYA
CORONADO
BONAVIDA
8:48
8:50
8: 57
8: 58
9:01
9:02
9: 04
9:05
9:07
9:09
9: 11
9: 13
9: 15
9: 19
9: Zl
9:22
9:23
9:25
9:30
9:33
ARRIVES
PROJ,lENADE
FIRST UNION
MOUNT SINAI
A VENTURA MALL
PUBLIX
LOEHllANS PLAZA
WATERWAYS
9:36
9:39
9:40
9:43
9:45
9:53
10:01
DEPARTS
PROJlENADE
A VENTURA J(ALL
PUBLIX
LOEHllANs PLAZA
WATERWAYS
9:36
9:43
9:.45
9:33
10: 01
NOTE:
10:28
10:30
10:37
10: 38
10: 41
10: 42
10: 44
10: 45
10: 47
10: 49
10: 51
10: 53
10:55
10: 59
11: 0 1
11: 02
11: 03
11:08
11:10
11 : 13
11 : 16
11 : 19
II: 20
11: 23
II: 25
II : 33
11 : 41
11 : 16
11: 23
11: 25
11: 33
11:41
TIME
12: 13
12: 15
12: 22
12: 23
12:26
12: 27
12:29
12,30
12: 3 2
12: 3 4
12:36
12: 38
12:40
12: 44
12: 46
12:47
12,48
12:53
12: 55
12: 58
1 : 0 I
1: 04
1: 05
1: 08
I: 10
1:18
1:26
1: 0 I
1:08
1:10
1 : 1 8
1: 26
nJ,lE
1: 53
1: 54
2:01
2:02
2:05
2:06
2:08
2:09
2: II
2: 13
2: 15
2: 17
'2: 19
2: 23
2: 25
2:26
2:27
2:32
2:34
2: 37
2:40
2:43
2:44
2:47
2: 49
2:57
3:05
2:40
2:47
2:49
2:57
3:05
Please be downstairs at leasl 5 .inutes prior 10
scheduled ti.e of departure. Bus will operale Wonday
through Friday, but Yil1 nOI operate on HOlidays or Yo.
Xippur, Thankscivinc, Christaas. New Years and Pourth
of JUlY,
,
~
Bus Hours:
IOa.m. - 11 a.m. - 12noon - I p.m. - 2p.m. - 3p.m. - 4p.m.
Bus Routes:
~onday& Saturday
11 Loehmans Fashion Plaza (request only)
2] Loehmans Fa!\bion Publix
3] Aventura ~all
4] Wallgreens (request only)
5] Winn Dixie & Marshall's (request only)
Tuesday & Thursday
I]Loehmans Fashion Plaza (request only)
2) Aventura ~all
3) Aventura Publix
4) Wallgreens (request only)
5] Winn Dixie & ~arshall's (request only)
Friday ONLY
1) Lorenzo's Supermarket (request only)
2) Winn Dixie & Post Office (request on!))
31 Prescription Drugs (request only)
4] Publix (I 65th & ] 5th Ave)
51 Beauty Shop (166th Street)
61 163rd Mall (rear - Service Merchandise)
71 Skylake ~all (Budget Drugs) - (request on!))
Bus riders must sign up for bus before tile hour they need.
Bus waits for nobody, be all time. Dril'er will deliver all
packages. Tipping the driver is permitted.
APPENDIX F
.r=. ,-.._~~ ....."~ ",~,...., """",' ~.,."""" ,~<""......~....~:'-._
-
,. .~ ~~.. - .~ .~
City of Aventura's Municipal Transit Plan - Survey
~~,'=~"-._..- "', ..,~~.,,,,~~..-
; . '''~'''';,."",=
Dear Resident:
.
The City of Aventura is considering providing additional public transit services
within the City. In order to ensure this service is as useful to you as possible, we
are seeking information on your transportation needs. Please take a few minutes
to answer the questions, and return the completed survey to your condominum
management office.
Please fill in your answer to the questionnaire:
1. How many trips per day do you make within the City of Aventura?
o Less than One 0 One 0 Two 0 Three 0 Four 0 More than Four
2. What mode of transportation do you use to make those trips?
o Own Car 0 Miami-Dade Transit Service 0 Private bus / shuttle service
o Ride from a friend / family member 0 Other
3. What time do you leave on your earliest trip(s)?
o Before 7 a.m. 0 7:00 a.m.- 9:00 a.m. 0 9:00 a.m.- 12:00 noon
o 12:00 noon - 4:00 p.m. 0 After 4:00 p.m.
4. What time do you return from your last trip?
o 9:00 a.m. - 12:00 noon 0 12:00 noon - 4:00 p.m. 0 4:00 - 7:00 p.m.
o 7:00 p.m. - 9:00 p.m. 0 After 9:00 p.m.
5. Would you use a reliable and friendly City transit service if the fare was 25
cents, and the service was provided on a fixed route that served all major
destinations within the City every 30 minutes?
o No 0 1 to 2 trips weekly 0 3 to 5 trips weekly 0 Daily
6. Would you use this transit service if it ran every 45 minutes instead of
every 30 minutes?
o No 0 1 to 2 trips weekly 0 3 to 5 trips weekly 0 Daily
7. Would you use this transit service if it ran every 60 minutes instead of
every 30 to 45 minutes?
o No 0 1 to 2 trips weekly 0 3 to 5 trips weekly 0 Daily
8.
Fill in ALL the destinations within the City of Aventura you would like to
reach using the transit service:
o None 0 Aventura Mall 0 Loehmann's Plaza 0 The Promenade Shops
o Aventura Hospital 0 Waterway Shop pes 0 The City Hall
o Doctors Offices, Medical Centers, Dentists, etc. 0 Other
9. Do you anticipate your domestic assistants will use this transit service?
o No 0 1 to 2 trips weekly 0 3 to 5 trips weekly 0 Daily
3/9/98
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Green route - Central area -+
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LEGEND
North area -
Central area -
South area I-I
,
Commercial I I
I - -,
Water
Park
WAU"
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S(R.., ~o AJA~'l &. PARmERS I.~C
CITY OF AVENTURA
1RAFFIC STUDY
~- 4-
OrapheSc:ole
lAIITOft CUILES
C.,,\'/EMOIl
- s DEPARTMENT OF TRANSPORTATION
-
I==t. TIIOMAS F. BAIUn'. Jr.
== SURETAKY
--
-
DRAft
PRELIMINARY FEASIBILITY STUDY
for the
WILLIAM LEHMAN CAUSEWAY -
W. DIXIE HIGHWAY CONNECTOR
.
""~"\
<;)~r
Prepared by the Florida Department of Transportation
District Six
Office of Planning and Programs
July 1998
@ RECYCLED PAPER
TABLE OF CONTENTS
Purpose . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 2
Methodo]ogy . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 3
Identification of Alternatives . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 4
Alternative #] - Description (full flyover) ..................... 4
Alternative #1 - Constraints. . . . . . . . . . . . . . . . . . . . . . . . . . . . . . .. 5
Alternative #2 - Description (at-grade intersection) . . . . . . . . . . . . .. 8
Alternative #2 Constraints ................................ 9
Alternative #3 - Description (at-grade @ other location) . . . . . . . . . . ]2
Alternative #3 - Constraints ...............................]2
Alternative #4 - Description (partial flyover) ..................]2
Alternative #4 - Constraints ............................... 13
Conclusions ................................................]4
LIST OF FIGURES
Figure 1 (Study Area). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 2
Figure 2 (Full Flyover). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 5
Figure 3 (At-grade Intersection). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . 9
Figure 4 (Partial Flyover). . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . . ]3
Purpose
This document was prepared by the Florida Depm1ment of TranspOltation (FDOT) to
determine the preliminary feasibility of constmcting a roadway connection between the
William Lehman Causeway (SR 856/N.E. 192 Street) and West Dixie Highway. The
study was initiated in response to Resolution #98-34 that was adopted by the City of
Aventura City Commission on April 7, 1998. The resolution requested that FDOT and
the Dade County Public Works Depm1ment study the feasibility of connecting the
William Lehman Causeway with West Dixie Highway in order to improve traffic
circulation and reduce traffic at the intersection ofIves Dairy Road (N.E. 203 Street) and
Biscayne Boulevard. The intersection and sUITounding roads are shown on the aerial
photograph (Figure I) below.
Figure I
LEHMAN CONNECTOR
STUDY AREA
Aerial photograph (1997); Scale is approximately I" = 300'.
2
Methodology
A multi disciplinmy team was established to evaluate the proposed Connector, compI1sed
of senior staff from the FDOT Offices of Planning, Environmental Management, Design
and Traffic Operations. The proposal was also reviewed by staff from the Dade County
Public Works Department.
The Study Team reviewed existing data sources and conducted a field survey to identify
potential Connector alternatives. Data included Straight-Line Diagrams (SLDs), Traffic
Count RepOIts (year 1997), Aerial Photographs and Zoning Parcel Maps (year 1997).
The Study Team also contacted the FDOT Rail Coordinator to identify policies and plans
pertaining to the railroad tracks that parallel the west side of Biscayne Boulevard. Traffic
volumes and the existing number of lanes for state highways in the area are shown in the
following table.
Existing Traffic Volumes
LOCA nON
# of LANES
Traffic Volume (1)
Wm Lehman Causeway (SR 856)
(East of Biscayne Boulevard) 6 24,000
Biscayne Boulevard (US 1)
(South ofWm Lehman Cswy) 6 (2) 57,000
Biscayne Boulevard (US 1)
(North ofN.E. 203 Street) 6 40,000
Miami Gardens Drive (N.E. 183 St.)
(West of Biscayne Boulevard) 4 35,000
(1) MDT = Average Annual Daily Traffic (Two-Way Volumes combined; 1997 data)
(2) Construction programmed; will be expanded to 8-lanes
3
Identification of Alternatives
The Study Team identified the following four (4) altematives for consideration:
. Altemative #1 Full directional flyover (bridge) connection from the Wm
Lehman Causeway with ramps to and from the north and
south on W. Dixie Highway.
. Altemative #2 At-grade intersection that would extend the Wm Lehman
Causeway to W. Dixie Highway.
. Altemative #3 At-grade intersection south ofWm Lehman Causeway
between N.E. 188 - N.E. 191 Streets.
. Altemative #4 Single-directional flyover (bridge) connection from the Wm
Lehman Causeway with ramps to and from the nOIih on W.
Dixie Highway.
Alternative #1 - Description
Altemative #1 (full flyover) would be conshucted as two ramps located on the north and
south sides of the Wm Lehman Causeway, east of the intersection of Biscayne Boulevard.
The ramps would extend over Biscayne Boulevard and the h'acks for the Florida East
Coast Railway (FEe). The north ramp would split into two single lane ramps extending
north and south to West Dixie Highway. This would provide for traffic movements from
westbound Wm Lehman to north and southbound West Dixie Highway. A similar split-
ramp configuration would be located on the south side of the Wm Lehman Causeway to
provide for the retum traffic movements from north and southbound West Dixie Highway
to eastbound Wm Lehman Causeway. The flyover concept is shown in Figure 2 on the
following page.
The flyover was considered desirable from a h'affic operations perspective because it
would reduce traffic volumes on Biscayne Boulevard and avoid the need for a new rail
crossing at the FEC tracks located adjacent to the west side of Biscayne Boulevard. The
flyover would also reduce traffic demand within the Wm Lehman/Biscayne Boulevard
intersection and provide more green time for traffic on Biscayne Boulevard.
4
Figure 2
Alternative # 1
Full Directional Flyover Concept
NOT TO SCALE; alignment of ramps and curves are conceptual.
Alternative #1 - Constraints
The primmy concems regarding the flyover altemative include: the high costs for ramp
structures; and, the impacts to business and residential prope11ies located along W. Dixie
Highway associated with the placement of bridge stlUctures and the widening needed for
the additional traffic volumes on W. Dixie Highway.
FEC requires a minimum clearance of 23' for roadways spanning the h'acks. The
pavement height for the ramps would be more than 28' after allowing an additional 5' for
5
the bridge support beams. The length of the ramps would be approximately 2,100' to
provide adequate grades and curves: 600' to achieve the elevation over the FEe tracks,
900' for the curves to align with W. Dixie Highway, and 600' for the downgrade to W.
Dixie Highway. Preliminary cost estimates for the stlUcture alone are approximately $5.6
million (based on FDOT's 1997 Long Range Estimates Handbook for a flyover with
single lane ramps (14' lane with 6' inside & outside shoulders, per standards).
ROW needs for the flyover are another primary consideration. Two active businesses
that would be directly impacted by the flyover ramps are located on the east and west
sides ofW. Dixie Highway in the vicinity of the proposed ramp structures. The
businesses occupy industrial zoned lots of approximately four (4) acres each. The
buildings for these businesses are large and cover a majority of the property. Pending the
exact alignment of the ramps, it is anticipated that one of the building would be taken in
it's entirety while the other could involve a partial taking and business damages due to the
loss of parking areas needed for the placement of bridge SUPPOlt columns.
Looking west from the east side of W. Dixie Highway in the
direction of the proposed connector extension at one of two
industrial parcels (approx. 4 acres each) potentially impacted by
COilnector altematives. The Miron Building Products Company
located at 19400 W. Dixie Highway specializes in the sales and
installation of kitchen and bath building supplies.
6
Busines.'; and residential impacts would also be incUlTed as a result of the need to widen
W. Dixie Highway to accommodate the ramps and additional traffic volumes. Ramps
located south of the connector might be accommodated within available ROW if the
existing side street parking was eliminated from both sides of the roadway. However,
several small businesses are located along the corridor and may oppose the loss of
parking in front of their businesses. Another concem is the large number of closely
spaced driveway connections located in this area which will cause the proposed 4-lane
section to operate poorly.
Looking south on W. Dixie Highway, south of the proposed
Connector. Widening to 4-1anes would require the loss of
side sh-eet parking that is presently available to businesses
located along the roadway.
Widening of the roadway north of the connector would require ROW acquisition on the
west side ofW. Dixie Highway since the FEC ROW abuts the east side of the roadway
and a 50' setback from the h'acks must be maintained for safety purposes in case of
derailment. Widening north of the connector would involve some relocation costs for
residences located on the west side of W. Dixie Highway as shown in the photograph on
the following page.
7
Looking nOlih on W. Dixie Highway, nOlih of the proposed
Connector. Widening to 4-lanes would occur on the left side
of road to maintain FEC setback and would involve impacts
to residential propeliies in this area.
Alternative #2 - Description
Alternative #2 (At-grade intersection) would extend the Wm Lehman Causeway west
across the FEC tracks and connect with W. Dixie Highway at it's present location. The
at-grade intersection would be significantly less expensive than the bridge structures
proposed in Altemative # 1. In addition to eliminating the costs of the elevated structure,
the intersection could possibly be designed to avoid the need to condemn existing
industrial buildings located adjacent to W. Dixie Highway at this location. The
intersection may also appear less visually imposing than a 30' high bridge structure and
blend in with the area better. The at-grade intersection is shown in Figure 3 on the
following page.
8
Figure 3
Alternative #2
At-grade Intersection Concept
NOT TO SCALE; alignment of ramps and curves are conceptual.
Alternative #2 Constraints
The primary concems regarding the at-grade intersection altemative include: restnctlOns
on new railroad crossings; safety and traffic operational issues; and, the impacts to
business and residential propelties located along W. Dixie Highway associated with the
placement oftum lanes and the widening needed for the additional traffic volumes on W.
Dixie Highway.
Except in very rare instances, FEC's policy is to disallow any new road crossings. In
addition, the FEC has double-tracked this line and cUlTently operates 24 trains per day
9
with higher volumes expected in the future. Even if a new crossing was approved, the
operations of the intersection would be significantly degraded by the large number of
trains utilizing the conidor each day. Traffic movements on Biscayne Boulevard would
also suffer a loss of green time to allow for the longer time required for cars to travel
through the two closely spaced intersections with coordinated traffic signals at Biscayne
Boulevard and W. Dixie Highway.
The FEC tracks adjacent to Biscayne Boulevard cany 24
trains each day with higher volumes expected in the future.
Other constraints with the at-grade intersection involve the existing alignment ofW.
Dixie Highway at this location. W. Dixie Highway has a forty-five degree curve in this
area and the extension ofWm. Lehman Causeway would intersect at this curve. This
presents an undesirable alignment for intersecting roads due to reduced safety. The
photograph on the following page shows the curve on W. Dixie Highway where the at-
grade intersection would connect.
10
Hazardous curve on W. Dixie Highway where the extension
ofWm Lehman Causeway would connect with an at-grade
intersection. Looking south on W. Dixie from nOlth of the
proposed connector location.
Realignment ofW. Dixie Highway could reduce the curve somewhat but would require
the condemnation of one or both of the industrial buildings located adjacent to the curve.
Even without realignment of the curve on W. Dixie Highway, pOltions of both industrial
properties may still be required for the intersection. Since the major traffic movement
would be to and from the Wm Lehman Causeway, single or dual tumlanes would be
required at the intersection of W. Dixie Highway. The wide intersection would encroach
on both properties and require acquisition of lane and possibly buildings. In addition, the
increased traffic volumes on W. Dixie Highway would require widening to 4-lanes and
involve similar business and residential impacts as described for Altemative # 1.
11
Alternative #3 - Description
Altemative #3 considered the potential for locating an at-grade intersection within the
immediate area that presented a more favorable connection to W. Dixie Highway by
avoiding the dangerous forty-five degree curve on W. Dixie; and, by avoiding some of the
business and residential impacts. Alternative locations that were considered included the
areas between N.E. 191 Street and N.E. 188 Street.
Alternative #3 - Constraints
The primary concems with an at-grade intersection at another location are the same as
with Altemative #2: restrictions with new railroad crossings; safety and traffic
operational issues; and, the impacts to business and residential properties located along
W. Dixie Highway associated with the widening needed for the additional traffic volumes
on W. Dixie Highway.
Approval for a new FEC crossing at another location may be impossible in this area since
this would place the new crossing closer to existing crossings and violate minimum
spacing standards for rail crossings. Another concem is that a new traffic signal would
be needed on Biscayne Boulevard that would violate the DepaIiment's signal spacing
standards, and further degrade the safety and operations of the corridor, palticularly with
the expected increase in train volumes. This altemative appears the least desirable.
Alternative #4 - Description
Altemative #4 considered the potential for constructing only one set offlyover ramps to
accommodate movements to and from the nOlth on W. Dixie highway. With this
altemative, it may be possible to avoid condemnation of the two industrial businesses
adjacent to the curve on W. Dixie Highway and the taking of side street parking for
businesses to the south. Costs for the bridge stIucture alone would be half of those for
the full flyover (approximately $2.8 million). The paItial flyover is depicted in Figure 4
on the following page.
12
Figure 4
Alternative #4
Single Direction Flyover
NOT TO SCALE; alignment of ramps and curves are conceptual.
Alternative #4 - Constraints
The primary concelllS identified with the single direction fly over include: capacity
constraints with accommodating the additional h.affic volumes at the W. Dixie
Highway/N.E. 203 Sh.eet intersection and on N.E. 203 Sh.eet west of the intersection.
The close proximity of the W. Dixie Highway and Biscayne Boulevard intersections on
N.E. 203 Street (and the FEC h.acks in between) would require coordinated signal timing
at these locations. In order to accommodate the heavy left tUlll volumes from northbound
W. Dixie Highway, green time would be reduced at the Biscayne Boulevard/N.E. 203
intersection. This would reduce the benefits of the flyover considerably and negate the
primalY goal of the improvement - to reduce congestion on Biscayne Boulevard.
13
Another constraint wi", the single direction flyover is the inability ofN.E. 203 Sh'eet to
accommodate the full traffic volumes from the Wm. Lehman Causeway. The current
configuration of the Wm Lehman Causeway intersection provides drivers with a choice to
use N.E. 183 Street or N.E. 203 Street for access to the west of Biscayne Boulevard. The
existing volumes on N.E. 203 Street are substantial and adding a major portion of the Wm
Lehman traffic volumes (24,000 AADT) onto N.E. would cause many of the intersections
to the west to fail and lead to heavy congestion within the N.E. 203 Street conidol'.
Conclusions
The Department evaluated four alternatives for connecting the Wm Lehman Causeway to
W. Dixie Highway. ROW costs and impacts to residences and businesses are associated
with all four alternatives due to the need to widen W. Dixie Highway to four lanes to
accommodate the additional traffic volumes from the Wm Lehman Causeway.
The two flyover alternatives evaluated the potential for conshucting elevated ramps over
the FEC tracks. The full fly over would accommodate movements to and from both
directions on W. Dixie Highway but would cost approximately $5.6 million for the
structure alone and require the four-Ianing ofW. Dixie Highway from N.E. 183 Street to
N.E. 203 Street. A partial or single direction flyover, serving traffic to and from the north
on W. Dixie highway, would cost half as much and require four-Ianing of a reduced
section ofW. Dixie Highway. The partial flyover, however, raises significant operational
concerns. Since the majority ofWm Lehman Causeway traffic would be concentrated at
the W. DixielN.E. 203 Sh'eet intersection, longer signal lengths would be needed for that
intersection which would result in the loss of green time for the signals at Biscayne
Boulevard and increased congestion. Perhaps more impOltantly, the increased traffic
volumes placed on N.E. 203 Street may h'igger the failure of intersections to the west and
cause severe congestion within the heavily h'aveled conidol'.
The two at-grade intersection alternatives were eliminated because of substantial conflicts
with the FEC Railway. It is nearly impossible to obtain approval for new rail crossings.
In addition, the FEC corridor is presently double-tracked and carries 24 trains per day
with volumes expected to increase in the future. Even if a new crossing could be
approved, the high train volumes would cause the intersection to operate at an
unacceptable level of service and increase congestion on Biscayne Boulevard.
In sum, the results of the preliminary feasibility assessment indicate that a connection
between the Wm Lehman Causeway and W. Dixie Highway may not provide the
expected benefits needed to justify the connection. Considerable constraints are
associated with each of the alternatives. The ROW impacts and costs, conshuction costs
and degradation of traffic operations suggest that the concept is not feasible and
additional effort is not wananted.
14
Tri-City Municipal Library
Feasibility Study
City of Aventura
Office of the City Manager
TRI-CITY MUNICIPAL LIBRARY
FEASIABILTY STUDY
CITY OF AVENTURA
CITY COMMISSION
~ayorflurthurI.Snyder
Vice ~ayor Ken Cohen
Commissioner flurthur Berger
Commissioner Jay R. Beskin
Commissioner Harry Holzberg
Commissioner Jeffrey ~. Perlow
Commissioner Patricia Rogers-Libert
CITY MANAGER
Eric ~. Soroka
Prepared by the Office of the City ~anager
Tri-City Municipal Library Feasibility Study
I. Situational Analysis
On November 7, 1995, the residents of Aventura /'werwhelmingly voted in favor
of forming their own City in order to improve the quality of government services
and provide the area with the opportunity to create its own destiny. The
incorporation empowered the community to break away from traditionally low
county responsiveness and create the City of Excellence. This City of
Excellence is committed to providing the highest level of customer service
through projects and programs that will beautify the community, improve
roadways and enhance the quality of life.
Emulating the private sector by privatizing services, the City operates many
functions vis a vis company contracts. This principle or philosophy of
governance allows the City to provide municipal services while minimizing the
traditional municipal bureaucracy. This approach enables the City to focus on
issues that are most important to residents - customer service. While many of
the services provided to residents are handled in this manner, a few areas
continue to be controlled by Miami-Dade County.
At the April, 1998 workshop meeting, the City Commission authorized the City
Manager to prepare a report regarding the feasibility of the City of Aventura
operating its own library. The study was prompted by the conditions and
operations of the county operated northeast branch. In addition the report
addresses the creation of a Library that would serve the Cities of Aventura,
Sunny Isles Beach and Golden Beach.
The spring 1998 issue of the Newsletter of the Friends of the Miami-Dade Public
Library announced the library books and materials budget is dwindling.
"Beginning this fall, library patrons will be seeing fewer new books and materials
on the shelves of Miami-Dade public libraries." In 1988, voters approved Yz mill
tax to fund the Book Trust, which was created to enhance the library system's
operating budget for books and materials and runs out of funds in the year 2000.
Because county funding for libraries has diminished over the years, this trust has
been tapped to replace regular operating funds. Last November, voters rejected
a renewal of this Book Trust.
Currently, Miami-Dade County levies a tax rate of 0.316 per $1,000 of assessed
valuation on all properties in Aventura and the other two cities to support the
operations of the Northeast Dade Library Branch. The County Manager has
proposed to increase the tax rate for 1998 to 0.334. In 1997, the County net
library millage collections from Aventura residents were $810,000. The
Northeast Dade Library Branch is an estimated 20,000 square foot building
located at 2930 Aventura Boulevard. The library also serves the residents of
Library Feasibility Study
1
Sunny Isles Beach, Golden Beach and parts of ul1lri::orporated Miami-Dade
County.
After discussions with both Golden Beach and Sunny Isles Beach City officials, it
is clear these areas would support a tri-city library. Both communities expressed
discontent with the services provided by the County. The demise of the
Bookmobile has caused further dissatisfaction among residents in both cities.
Library tax collections from each of the cities is approximately $70,000 and
$360,000 respectively. Based on three city's assessed values, a total of
$1,330,000 could be generated from the tri-city cities to support the library.
Due to concerns expressed by the community regarding the conditions and
operations of the branch library, this feasibility study will analyze the possibilities
of operating a tri-city municipal library.
Library Feasibility Study
2
II. Overview
This report will review the following topics:
. The legal possibility for the City to establish its own library
. Overview of other cities municipal libraries
. Level of services
. Budgeting requirements
. Facility and capital requirements
. Advantages and disadvantages
. Implementation process
Library Feasibility Study
3
III. Legal Issues
The City Attorney's Office has issued a response, which is contained in the
Appendix, to legal issues raised as part of the feasibility report. In summary, It is
their opinion that the City may opt out of and terminate its participation in the
County Library by resolution of the City Commission. In the event that the City
opts out of the County Library, taxpayers situated in the City would no longer be
subject to the County Library Tax.
The legislative requirements that would be necessary for the establishment of the
City Library to serve the three cities, would be the following:
1. Each City should adopt a resolution opting out of the County
Library.
2. Each City should adopt an ordinance creating, within the affected
municipality a library department to be funded and operated as
provided in such Ordinance
3. Each City should adopt a Resolution approving the interlocal
agreement between each of the three municipalities.
4. The interlocal agreement is to be filed with Clerk of the Circuit
Court.
Library Feasibility Study
4
IV. Other Municipal Libraries
A. North Miami Beach Library
The City of North Miami Beach built its library on donated land in 1965. Recently
expanded and renovated, the library now encompCisses 23,000 square feet. Its
current collection size is 53,142 volumes.
Current staffing levels consist of 17 full time employees (FTE) employees. The
library's four divisions are: circulation, children's, adult's and technical services.
The children's department includes two full-time staff persons and one part-time.
That department's target population includes the 27% of the city's residents who
are under 18 years old and the seven schools located in the city. Programs
include story hours such as the "Baby Bookworms" and "Toddler Times", and
"Read Aloud" night where a local principal is the guest storyteller once a month.
The library partners with an elementary school where once a month students
walk to the library to return and check out books and hear a story.
The adult's department includes four full-time staff persons and two part-time.
Programs include book reading groups entitled "Oldies But Goodies" and cooking
programs. Creative writing workshops and other community classes are also
offered through the library. The technical services department order books and
materials, organizes shelves and handles check-in and checkout operations.
The library has two conference rooms, a study room, typing room, children's
room and a computer room is forthcoming. The library has two advisory boards
consisting of residents: the Library Board serves as a policymaking board and
Friends of the Library serves as a fundraising group.
The North Miami Beach Library spent $2,429,746 to enlarge and renovate the
existing structure in 1993-1994. The state provided $400,000 of the funds
through a grant. The operating budget is $881,178, which includes $100,000 for
the purchase of books.
B. North Miami Library
The North Miami library is much smaller and more limited in the services it
provides than in North Miami Beach. Little more than a reading room, the library
still operates under the card catalogue system with few computers.
They operate under a Library Board and charge a $50 non-resident fee. They
have a separate fund for the library, and they collect about $48/household/year
from a millage rate of .695. The total operating budget in 1997 was $840,577.
Their capital budget is $155,000 and $65,000 is spent on books and $31,000 is
Library Feasibility Study
5
spent on reference materials (similar to NMB Library) each year. They have 16
employees of which 13 are full time.
Library Feasibility Study
6
v. Library Service Levels
The Florida Library Association and the Public Library Standards Working
Committee published Standards for Florida Public Libraries: A Vision for the 21st
Century. The standards in this document are intended to be used by library
directors, staff and governing boards to improve the quality of library services to
Florida residents. The standards cover categories such as: governance;
leadership and funding; personnel; access; materials and collections; services;
facilities; cooperation and resource sharing; and community relations.
One state quantitative standard requires 20% of the library operating budget is
spent on materials and collections each year. Another requires the service area
to include .6 square feet per capita. These standards should serve only as a
guide, and libraries across the state should develop standards, which apply to
their individual community's needs. For instance, the North Miami Beach Public
Library has adopted its own levels of service standards, which include:
. Provide 4 volumes per capita to meet FULL service levels
. Provide 3 magazines/newspaper subscriptions per 1,000 population
. .6 square feet of floor space per capita
. Employ 5 librarians who have a Master in Library Services (MLS) and one
for each additional 8,000 people over 25,000 population
. Employ 2 support staff persons for each MLS librarian
. Minimum of 35% of city population shall have library cards
(based on data provided by North Miami Beach Public Library dated 11/22/96)
The driving force of this study was complaints from the community regarding
poor service at the local library. The needs of Aventura residents are not being
met by the Countywide Library System.
Recommendations to improve the level of service provided at the library include:
. Provide better access vis a vis increasing the hours of operation
. Utilize a stronger book collection
. Develop a Business & Finance section catering to senior citizens
. Create a technology center catering to all age groups
. Enhance the interior appearance to create a warm and friendly
environment
Exhibit B outlines library service measures in various Florida libraries with a
service population between 10,000 and 50,000, as well as the current service
measures for the Northeast Branch and the recommended level of service
standards.
Library Feasibility Study
7
The following recommended service measures should be utilized for the creation
of the Tri-City Municipal Library:
. Increase the collection items per capita from 2.33 (Miami-Dade System
Wide Data) to 4.0, which provides more books and materials to the
residents.
. Increase the recommended circulation rate to twice that of the County's
System Wide circulation rate.
. Increase the expenditures per capita from $19.79 (County System Wide
Data) to $30-$35.
. Increasing the hours of operation from 63 hours (Northeast Branch) to 68
hours to include Sunday hours
. Hours of Service: 9-9 Monday - Thursday
9-5 Friday and Saturday
1-5 Sunday
Library Feasibility Study
8
VI. Budget Analysis
The following is a proposed budget to operate the Library based on researching
other municipal libraries and implementing the service levels outlined in this
report:
UBRARY SeRVICES
1000/2999 Personal Services $
3000/3999 Contractual Services
4000/4999 Other Charges & Services
5000/5399 Commodities
5400/5499 ?t~~.~.?~~~ti~~..~~.~.enses
r(>i1Ilp~~sJ~~!ltiS . f>.
609,217
20,000
93,500
29,000
195,000
. ~,t11
A total of $947,000 is estimated to operate the proposed library. This provides
funding for 19 full time equivalent positions and a $160,000 book budget. Both
represent a high quality of service. Based on utilizing the assessed value of all
three cities and maintaining the existing County Library tax rate, approximately
$1,330,000 would be generated in revenues for library services. Therefore, after
subtracting operating expenses, approximately $383,000 would be available to
pay for debt service to acquire the current facility or construct a new facility. It is
estimated that a 30-year bond issue could generate $5,000,000 for capital costs
based upon the $383,000 debt service amount.
PEIt80NtEL ALLOCATlONsu.lARY
Salary
Pas. No. Position Title FTEs Grade
Director of Library 1 $ 60,000
Asst Dlr of Library 45,000
Administrative Assistant 21,000
Senior Library Assistant 21,000
Library Assistant 0 21,000
Librarian I 4 24,000
Librarian II 4 26,000
Pages 13,000
Total 19
Library Feasibility Study
9
OBJECT
CODENO.
UEIRARY SERVICES
BUDGETARY ACCOUNT SUMMARY
CA~RECAP
PRllPOSB)
IllJ:lOl!l'
PERSONAL SERVICES
1201 Em ployee Salaries $ 478,000
1401 Overtime 500
2101 RCA 36,567
2201 Pension 57,360
2301 Health, Life & Disability 34,400
2401 Worker's
Contractual Services
3110 Prof. Services - $ 5,000
3112 Educational Programs 5,000
3452 LandsclTree Maint svsc-Parks 10,000
OTtER CHAR3ES & SERVICES
4001 Travel & Per Diem $ 4,000
4101 Communication Services 25,000
4301 Utilities-Bectrie 35,000
4320 Utilities-Water SOO
4620 R&M- Buildings 20,000
464S R&M. Equipment 2,000
4701 Printing & Binding 4,000
4850 Prom alional Activities 1,000
4851 CulturaL/Recreation
5101
5120
5290
5410
5420
S450
5901
COMMOIJITIES
Office Supplies $
Computer Operating Supplies
4,500
12,500
OTtER OPERATING EXPeISES
Subscriptions & Memberships $
Conferences & $em inars
Books
Training
25,000
2,000
160,000
3,000
Library Feasibility Study
10
VII. Building/Facility Options &Capital Costs
Two options exist in terms of housing the municipal library. One alternative
would be to purchase vacant land in the city and build a new library facility. This
option includes purchasing 1.5 acres for a 20,000 square foot building. It is
estimated that this would cost as follows:
Property:
Building:
Capital Equipment
Automated Library System
Inventory
Equipment
Total
$1,250,000
2,900,000
150,000
1,200,000
250.000
$ 5,750,000
The $5,750,000 could be generated by floating a bond issue and acquiring grant
funding.
Another alternative would be to purchase the existing building from the County
and renovate the structure. The existing facility has adequate space and is
conveniently located near the Aventura Mall on one of the city's main arteries --
Aventura Boulevard. The current building also has sufficient parking. It is
estimated that this would cost as follows:
Facility and Property
Renovation
Capital Equipment
Automated Library System
Inventory
Equipment
Total
$1,900,000
1,265,000
150,000
1,200,000
250.000
$ 4,765,000
Library Feasibility Study
11
VIII. Advantages & Disadvantages
Every year since 1991, the Miami-Dade County library system spent $5.1 million
annually for books and materials. Last year, that budget was reduced to $4
million, and the current fiscal year only includes $3.3 million for books, books-on-
tape, magazines and telecommunications needs. Next year's budget proposes a
budget of $2.5 million for these materials - reduced in half since 1991. The
funding problem is compounded by the increased cost of books. "Prices have
risen by 26% for the average adult non-fiction book; 35% for adult fiction books;
33% for the average children's book and 73% for paperback books."
More concerning is the Miami-Dade County library system is among the "ten
largest library systems serving populations of 1.5 million or more, and their
projected $17.92 expenditure per capita will be the third lowest." This fact,
coupled with the imminent conclusion of the Book Trust and the opening of a new
Regional Library on Miami Beach in the year 2000, indicates dwindling funds for
services and programs in all 31 county-run libraries.
The impact on programs is clear - 177 programs were cut this year in the Library
System. Service levels indicated in Attachment A reflect that the County Library
System already operates at much lower levels of service than other public
libraries. County administrators are asking for a 6% cut from the library system
this year, and already 1 out of every 8 positions must remain vacant. According
to the newsletter, the Library Advisory Board and the Library System must draft
proposals on how they will operate with such budget cuts. Options currently
explored are further staff reduction and reducing the already limited library
operating hours.
The cost to Aventura residents remains the same. Already discontent with the
services provided by the branch library, residents will face a further reduction in
se!'Vices, programs and hours. The advantage of operating a municipal library is
primarily the control factor. Not unlike the original impetus for incorporation,
running a city library will foster a higher level of responsiveness to the specific
interests of the community. The City would control the circulation, services,
materials, books, operating hours and staffing. Such control would allow for a
heavier emphasis on technology, more space for the children's' area, a Finance
& Business section, a bookmobile or any other service/program the community
requests. Most importantly, the City Commission would determine the budget
and service levels rather than responding to budget decisions by the County.
Other municipal library benefits include greater control over ordering and
selecting materials, higher levels of customer service, a more responsive staff
and budgeted programs and services that reflect the needs of the city and not the
county at-large. The library would be community based and could be advised by
a Board of Trustees, composed of City representatives.
Library Feasibility Study
12
The major disadvantage of a municipal library is the addition of a large
department, which requires substantial operating funds annually. The city-run
library may see marginally higher unit costs for book purchases or automated
services because it would not be buying in large quantities. The city-run library
may not be able to spread overhead costs of cataloging and administration over
as many people.
Municipal libraries are not eligible for State Aid grants, which account for 10% of
the total budget for libraries receiving those grants. There could also be some
political fallout from disconnecting from the county library system, and some
libraries may not honor reciprocal borrowing agreements. Another disadvantage
of taking over the County operated library could be the length of time it will take
the City to implement the new system.
Library Feasibility study
13
IX. Implementation Process
0-6 Months
. Advise County by resolution of Cities intent to opt out of County system.
. Adopt interlocal agreement between the three cities
. Create library advisory board consisting of representation from all 3 cities.
. Determine if the current library facility can be obtained or a new facility is
required
. Architect Selection
6-12/14 Months
. Library Director Recruitment
. Hire Library Director
. Recruit Core Professional Staff
. Find Temporary Workspace/Collection Storage
. Plan Building Renovation
. Develop Library Policies
. Select/Acquire Library Automated System
. Begin Collection Building
. Furnishings Selection
. SelecUAcquire Moveable Equipment
12-24 Months
. Miami-Dade Vacates Building and Library Temporarily Closes*
. RecruiUTrain Balance of Staff
. Construction/Renovation
. Install Furniture/EquipmenUCollection Systems
2 years - GRAND OPENING
*Alternatives to Closing the Library during renovation include:
1) Short Term contract with another nearby Library agency
2) Set-up your own Library temporarily in leased space
Library Feasibility Study
14
X. Recommendation
The bottom line reason for creating a municipal library is to attain higher levels of
service. City libraries can set and attain higher standards relative to the variety
and completeness of their library program, the number of service hours offered to
the community, the quality of their library collection and staff, the per capita
funding for library collections and staffing, etc.
City libraries offer local pride by fostering a historic identity of the city and
encouraging grassroots efforts of local residents who care about, nurture and
support their library. Local needs can be identified and responded to quicker
when the institution is a vital part of the community it serves.
Community involvement flourishes when civic ownership is present. When
residents feel their tax dollars are being spent on programs and activities they
have a direct claim in, they become more involved.
This tri-city municipal library can provide better access, provide a stronger
collection, meet the needs of the residents it serves directly and enhance the
overall quality of the services currently provided.
After a careful analysis of the subject matter it is recommended that the City of
Aventura in conjunction with Golden Beach and Sunny Isles opt out of the
County library system and create a tri-city municipal library that will serve the
needs of the three communities. The library should be developed based on
citizen input and the services level recommended in this study. A first rate library
based on the latest technology can be created at no additional cost to the
taxpayers of the three cities.
Library feasibility Study
15
Appendix
Exhibit A
Tri City Statistics
City Population Value $
Aventura 20,000 3 Billion
Sunny Isles 13,830 1.2 Billion
Golden Beach 801 227 Million
Library Feasibility Study
16
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",{!i
WEISS SEROTA HELFMAN
P ASTORIZA & GUEDES, FA.
ATTORNEYS AT LAW
I.,UIAN ARANGO DE LA. MO%:"
MITCMEI.L. A. 8IER"4AN
,."NA L. BON1SK.E
OANIEL. H. COULTO~F
MIC~r:L.~&: .... ~LAROO
."IE;NNIFER <;iOM8ERG
EgWARD G. CiiI.lEOES
STEPM!E:N ..J. HEI.F"MAN
JOHN R. HERIN, JR.
ROBE-A.T W. HOI.L.AND.
..JILL A. .JARKESY.
<;i1l.SERTO PASTOIllI%A
E\,I.i:N N. SAUL.
~II,. g. SEROTA-
JO.$1i:~H H. SEROTA
DANIEL A. WEISS.
AICHARD .JAY WEISS
gAVIC M. WOI,.PIN
STEVl.N W. ZEI.KOWITZ
Z665 SOUTM 8AYSHORE DRIVE
SUIT.: 420
MIAMI, l='1..0RICA 33/33
BRO'WAND a......ICIE
888 ~T LA$ Ol.AS eOUI.EVARC
SUITE 710
TELEPHONE (305) 854-0aoo
~ORT LAUCEA'OALE. F"l.ORICA 33301
"eL~p"ONIii: 10';:4.) 763-1189
TELI!:COPICR (,3015) 8&4.Z32!3
WWW.WSH-FLALAW.COM
June 25, 1998
15ALM BEACH O'F'ICE
I S7 c: SOUTH~ST 17'" ~TIllC:ET
aoe... ""'TON, "I.O~IOA 33486
TCI.E""'o-lONE ($60 382...a7B2
TELE:COPIER (561) 392-7551
.OF C:OUNSEI...
Mr. Eric M. Soroka
City Manager
City of Avencura
2999 N.E. 191st Street, Ste. 500
A venrura, FL 33180
Re: City of A ventura Public Libran'
Dear Eric:
This is in response !O your request concerning legal issues relared to the feasibility
study which you are conducting concerning the City's potencial assumption of the provision of
library services in lieu of the library services currently provided by Miami-Dade County ("the
County").
The
response.
issues which you have raised are each stated below and are followed by our
I.
Can the City discontinue its participation in the County Library system
(The "County Library") by establishing its own library? Further, in the
event that the City establishes its own library, will that preclude the County
from continuing to levy a library tax ("Library Tax") upon taxpayers
situated within the City?
Resoonse:
It is our opinion that the City may opt out of and terminate its partiCIpatiOn in the
County Library by resolution of the City Commission. In the event that the City opts OUt of
Mr. Eric M. Soroka
June 25, 1998
Page 2
the County Library, taxpayers situated in the City would no longer be subject to the County
Library Tax.
Discussion
The County Library System initially became part of the County budget in the
1965/1966 fiscal year in accordance with then existing Fla. Stat., Chapter 150 entitled "County
Free Public Libraries," Chapter 150, Fla. Stat., authorized the various counties of the state to
establish, operate and maintain free library services and to impose annual taxes for the
purpose of providing the necessary funding. Pursuant to that statute all library system funds
were to be held in a separate fund known as the "County Free Library Fund" and expended
only for library purposes. Although the County Library system is presently listed with other
districts on the County's tax bills, we have not found any county ordinance creating a "special
library taxing dis trict. "
Although Chapter 150, Fla. Stat. was repealed effective May 5, 1971, the County
Library remains in the County budget and operateS as a dependent unit under the control of the
County Commission rather than as an independent district (i. e. Miami-Dade County Fire and
Rescue Service District). Since no procedure is identified by law for a municipality to
withdraw or opt out of the County Library, we believe that the City may withdraw from the
County Library simply by adopting a resolution of the City Commission providing the
withdrawal of the City's territory from the County Library and providing notice of such
resolution to the County Commission.
Once the City withdraws from the County Library, the taxpayers of the City should DOt
be responsible for any further levy of the County's Library tax. Accordingly, the residents of
the City will not be entitled to the services of the County Library.
n. Does the City Charter or Existing Interlocal Agreements preclude the City
from withdrawing from the COUllty's library System and establishing its
own library?
Response
Neither the City Charter nor existing interlocal agreements preclude the City from
withdrawing from the County Library and establishing its own municipal library ("The City
Library").
WEISS SEROTA HELFMAN
P.A.STORIZA & GUEDES, EA.
Mr. Eric M. Soroka
June 25, 1998
Page 3
Paragraph 7 of the City-County Inter/oeal Agreement governing the transition of certain
services from County to City government specifically excludes library services from the
operation of the Agreement. The statns of library services is in sharp contrast to the StatUs of
fire and rescue services. Under the City Charter, the City is required to use the services of the
County's Fire and Rescue Department. However, the Charter does not require the use of the
County's library services.
m. May the City adopt a separate ad valorem tax to support the City Library?
Response
The City of Aventnra may impose ad valorem taxes which are earmarked for the City
Library. Pursuant to Section 167.30-167.39 Fla. Stat., municipalities were authorized to
create public libraries and assess ad valorem taxes for the pwpose of the library. Although
that statute was repealed in 1973, Section 166.042 Fla. Stat., was enacted to provide that cities
will continne to be able to exercise the same powers previously conferred by Chapter 167, Fla.
Stat. Accordingly the City Council may levy taxes for the purpose of funding the City
Library.'
IV. Can the cities of A ventura, Sunny Isles Beach and Golden Beach enter ioto
an ioterlocal agreement to operate a library that would serve the three
cities?
Response
Pursuant to Chapter 163, Fla. Stat., the cities of Aventura, Sunny Isles Beach and
Golden Beach are authorized to enter into an interlocal agreement to provide for the operation
of a municipal library that would serve each of the three municipalities. Generally,
municipalities can do jointly, that which they can do separately."
V. If the City chose to establish its City Library in conjunction with the cities
of Sunny Isles Beach and Golden Beach, what legislative requirements
would be necessary for the governing bodies to adopt?
'/ This is already done by other mwricipaliries. including the City of North Miami.
'/ Coumy Charter Sec. 5.06 authorizes such mWlicipaI comracts.
WEISS SEROTA HELFMAN
PASTORIZA & GUEDES, P.A.
Mr. Eric M. Soroka
June 25, 1998
Page 4
Resoonse
The legislative requirements that would be necessary for the establishment of the CiTy
Library to serve the three cities, would be the following:
1. Each City should adopt a resolution opting out of the County Library';
2. Each City should adopt an ordinance creating, within the affected municipality,
a library department to be funded and operated as provided in such Ordinance;
3. Each City should adopt a resolution approving the interlocal agreement between
each of the three municipalities.
4. The interlocal agreement is to be filed with the Clerk of the Circuit Court.
Please advise if anything further is required at this time.
Sincerely, (\
J4-l~ ~
David M. Wolpin
DMW/cmb
328001
cc: Richard Jay Weiss, Esq.
'I The opt-out may be ""lIliitionod upon adoption of !be IllICrlocal Agrecmellt envisiOlu,d.
WEISS SEROTA HELFMAN
PASTo:aIZA & GUEDES, P.A.
TRI-CITY MUNICIPAL LIBRARY FEASIBILITY STUDY
SUMMARY
. Recommended that the City of Aventura, in conjunction with Golden Beach and
Sunny Isles Beach, fonn a municipal library that will serve the needs of the 3
communities with a total population of 35,000.
. A fitst rate library based on the latest technology can be created at no additional
cost to the taxpayers of the 3 cities.
· LegaIly the cities can opt out of and terminate participation in the County Library
system.
· Based on the current County tax rate, $1,330,000 could be generated from the 3
cities to operate the library.
· An annual budget of $947,000, which provides for funding for 19 FTE positions
and a $160,000 book budget, is estimated to operate the proposed h'brary. Both
represent a significant improvement over current standards. After subtracting
operating expenses, $383,000 would be available for debt service to acquire the
current facility or construct a new facility.
· It would be more cost effective to purchase and renovate the existing County
facility.
· It is estimated that it will take about 2 years to open the municipal library.
· The following recommended service level measures should be utilized for the
creation of the tri-city municipal library:
· Increase the materials collection items per capita from 2.33 to 4.0,
which will provide more books and materials to the residents.
. Increase the materials circulation rate to twice that of the County's.
. Increase the expenditures per capita from $19.79 to $30.00.
. Increase the hours of operation from 63 hours to 68 hours to include
Sunday hours.
. Develop a business and finance section with internet capabilities
cateting to senior citizens.
. Create a technology center cateting to all age groups.
· Enhance the interior appearance to create a warm and friendly
environment.
. Bookmobile service could be established to serve all 3 cities.
· A separate tax rate established for the library should be adopted to replace the
County's tax rate on individual tax bills. This should be separate and distinct
from the operating tax rate for general government services.
· First steps toward implementation should include obtaining agreements from
participating cities, advising the County of the cities' intent and negotiating the
purchase of the current facility.
· The creation of a tri-city municipal library will allow the cities to control their
library services, insure that it is funded properly and provide improved services by
utilizing the latest technology.
City of A ventora
Office of tbe City Manager
CITY OF AVENTURA
OFFICE OF THE CITY MANAGER
MEMORANDUM
TO: Eric M. Soroka, City Manager
FROM: Jay Beskin, City Commissioner
DATE: June 23, 1998
SUBJECT: Quasi-Judicial I Planning Matters
Please be advised that I am adopting a policy relating to all quasi-judicial/planning
matters that will come before the City Commission. Effective immediately, and until
further notice, I will not discuss any issue relating to a quasi-judicial/planning matter
with a lobbyist and / or developer representative prior to the Commission public hearing
where the public is invited to comment and participate.
Please ask the City Clerk to send a copy of this memorandum to all registered lobbyists
with the City and to post it as appropriate.
JB/aca
cc: City Commission
City Attomey
. ~
GRAND
SLAM
Roy Emerson' Ken Rosewall . Fred Stolle' Owen Davidson' Marty Riessen SraITS Bob Lutz. Sherwood Stewart. John Uoyd . Ross Case . DickStockton . CliffDrysdale
April 29, 1998
Eric Soroka
City Manager
City of Aventura
2999 NE 191" Street, Suite 500
Aventura, FL 33180
Dear Eric:
We are delighted to provide the City of Aventura an opportunity to participate in
the Celebrity Pro Am Classic, to be held at Turnberry Isle Resort & Club November 20-
22, 1998.
We will provide the City of Aventura sponsorship benefits in association with the
Celebrity Pro Am Classic. Additional terms are set forth in the "Additional Provisions"
attached to this letter.
If this letter and attachment meet with your approval, please sign and return to
me one of the copies of this letter and attachment, along with the specified deposit
upon acceptance of this letter agreement, or by May 29, 1998.
Speaking for Grand Slam Sports Marketing and Turnberry Isle Resort & Club, we
are looking forward with great enthusiasm to having the City of Aventura be a part of
this exciting event.
Cordially yours,
f/Jra PdL
Accepted and agreed to:
Debra Pelletiere
Vice President, Events
Eric M. Soroka
City Manager
City of Aventura
Date
20.533 Biscayne Boulevard, Suite 4163 . Aventura, Florida 3:3180 . (:305) 931.9250 . Fax (:30.5) 9:31.9256 . Email address grandslmsp@aoLcom
GRAND SLtVvl
SPORTS
MARKETING
~
GRAND
SLAM
Roy Emerson' Ken Rosewall . Fred Stolle' Owen Davidson' Marty Riessen SPORTS &lbLutz. Sherwood Stewart . JohnIJoyd' ROSSCilSB' Dick Stockton . CliffDrysdale
ADDITIONAL PROVISIONS TO AGREEMENT BETWEEN
GRAND SLAM SPORTS MARKETING, INC. ("GSSM") AND
THE CITY OF AVENTURA ("THE CITY")
The following terms are incorporated in the letter agreement of April 29, 1998, to which
these Additional Provisions are attached:
1. The Event. This letter agreement relates to the following Event ("the Event"),
as more particularly described on "Exhibit An:
THE CELEBRITY PRO AM CLASSIC
TURN BERRY ISLE RESORT & CLUB
A VENTURA, FLORIDA
NOVEMBER 20-22,1998
2. ResDonsibilities. GSSM agrees to provide the City with Presenting
sponsorship status and to provide the following benefits to City in connection with the
Event:
I. Advertisina & Promotion:
1) City of A ventura 's name shall appear as presenter of the tournament.
2) City of A ventura 's name & logo shall appear in all printed promotional & advertising
materials including advertising in LEGENDS, the Grand Slam Sports quarterly
newsletter, Turnberry Isle Resort & Club promotional materials, invitations,
promotional posters & print releases.
3) City of A ventura receives market exclusivity.
4) City of Aventura's name & logo will be given preferred signage at the event (3
banners).
5) City of Aventura shall be given 6 PA announcements throughout the tournament
matches.
6) City of Aventura's name will be on all awards or plaques.
7) City of A ventura shall provide to City one exhibit table & the opportunity to display
&/or distribute product & information to tournament spectators & participants.
8) Possible television coverage.
9) Distribution of City of Aventura's promotional product or information in gift bags
given to all participants, sponsors & VIP's.
20533 Biscayne Boulevard, Suite 4163 . Aventura, Florida :J:3l80 . (:305) 9:31.9250 . Pax (:30.5) 9:31.9256 . E.mail address grandslmsp@aoLcom
GRAND SLAM
SPORTS
MARKETING
II. Hospitality Opportunities: GSSM shall provide to the City at no
additional cost or charge to the City the following:
1) 32 box seats (8 boxes) for all sessions.
2) 50 General admission seats.
3) 32 VIP sponsor badges for entire tournament event, including entrance into the
Legend hospitality area.
4) 16 VIP valet parking passes for the event.
5) 12 invitations to the Celebrity Gala Kickoff cocktail party and dinner on Friday
evening, November 20, 1998.
5) 10 invitations to the private "Meet the Legends" cocktail party and dinner on
Saturday evening, November 21, 1998.
7) 8 participant spots at the Legend clinics, Saturday, November 21, 1998.
8) 4 participant spots for the Legends Pro Am, Sunday, November 22, 1998.
III. Additional Benefits: GSSM shall provide to the City at no
additional cost or charge to the City the following:
1) On-court presentation.
2) 2 guest hotel rooms for 2 nights at Turnberry Isle Resort & Club.
3) 8 official tournament gift bags.
4) Promotional photo opportunities with the Legends.
3. Sponsorship Fees. As a sponsor, the City shall pay a total sponsorship fee
of $25,000.00. $17,500 is due upon acceptance of this letter agreement or by May 29,
1998, and $7,500 is due on or before November 2, 1998.
4. Promotional Material. GSSM and the Event may use the name and of City
or any variant thereof, in any print or media announcement the principal purpose and
content of which is to promote the Event and which is published or broadcast before or
during the Event.
5. Event Ownership. This agreement does not create a partnership or
joint venture or principal-agent relationship among the City, GSSM and the Event.
GSSM is the sole owner and reserves all rights in the Event other than as expressly
provided herein.
6. Miscellaneous. This Agreement shall be governed by the laws of the state
of Florida. This Agreement is complete and represents the entire agreement between
City, GSSM and the Event.
7. Waiver of Liabilitv. The City agrees to release and hold harmless GSSM,
the sponsors and suppliers of the Event and their respective directors, officers,
employees, agents, successors and assigns, from and against any and all claims,
damages, liabilities, costs and expenses, including attorney's fees, arising out of such
Sponsor's participation in the Event, including without limitation any personal injuries
suffered by the City or its employees or guests and damage to any property brought on
site by the City.
8. Insurance. GSSM shall provide a Special Events Liability Insurance policy
for the Event, providing coverage of $1 ,000,000.00, single limit bodily injury and
property damage covering the Event. The policy shall name City and it's officers,
agents and employees as additional insured. A certificate of insurance shall be
provided to City by October 15, 1998.
9. Cancellation. GSSM is not responsible for the cancellation or delay or
modification of the Event caused by weather or other circumstances beyond GSSM's
reasonable control. If any such circumstance requires cancellation of the Event, the
City shall be entitled to a refund of a portion of the fee specified in paragraph three of
these provisions, to be agreed upon by the parties acting in good faith.
10. Arbitration. Any dispute arising out of or relating to this agreement shall be
submitted to the American Arbitration Association for binding arbitration in Miami,
Florida in accordance with the American Arbitration Association's rules for commercial
arbitration.
. . .
Grand Slam Sports Marketing:
City of Aventura:
By: ~PdL
De ra Pelletiere
Vice President, Events
By:
City Manager
CELEBRITY PRO AM CLASSIC FACTS
Date
November 20-22, 1998
Location
Turnberry Isle Resort & Club
19999 West Country Club Drive
Aventura, Florida 33180
Format
Two days of doubles tennis competition with international and
local celebrities playing with and against tennis "Legends".
Participants
The Pro Am Classic will feature ten of tennis history's
greatest Legends and Celebrities.
Stadium
Capacity
1,500 (subject to change)
Television
To be determined.
EXHIBIT "A"
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OFFICE OF THE MAYOR
MIAMI-DADE COUNTY, FLORIDA
ALEX PENEIAS
MAYOR
June 5, 1998
The Honorable Arthur Snyder
Mayor, City of Aventura
2999 Northeast 191st Street, Suite 500
Aventura, FL 33180
~~~
I am writing to enlist your assistance in soliciting nominations from your community for the Young
Americans Medals Program.
This program recognizes outstanding contributions of young men and women 18 years old or younger. The
Young American Medal for bravery is awarded to individuals who have saved or attempted to save the life
of another person, and does not require U.S. citizenship. The Young American Medal for Service is
awarded to U.S. citizens who have achieved outstanding or unusual recognition for character and service.
Winners are selected by the Young American Medals Committee, headed by the Director of the Federal
Bureau of Investigation. Nominations are sought for calendar year 1997.
The Office of Justice Programs has asked for the governor of each state to submit 2 nominations for each
category. If you know of outstanding individuals in your community, please forward your nominations to
Governor Lawton Chiles. Nominations are due to the Department of Justice by August 17, 1998.
If you have any questions, or for additioual information, please contact Ellen Wesley, Young American
Medals Program Coordinator at the United States Department of Justice Office of Justice Pro~,Yt
(202) 616-3558. rr'
Sill=, ..; /' I
~ : "l ........ << ' .I() r;(J
Mayor _ J ~ n p('J"K i!:-
Miami-Dade County U' J
!J
AP/sg:jls
STEPHEN P. CLARK CENTER, 111 N.W. FIRST STREET, SUITE 2910, MIAMI, flORIDA 33128.1994 . (305) 375.5071 . FAX (305) 375.3618
..,."".,"
..,.; f:~
i :... !
1-,_ .".
-';""T"~'~
U.S. Department of Justice
Office of Justice Programs
Office of the Assistant Attorney General
Washington, D.C. 20531
April 20, 1998
The Honorable Alexander Penelas
Mayor of Miami
III N.W. First St., Suite 2910
Miami, FL 33128
Dear Mayor Penelas:
On behalf of the U.S. Department of Justice, I am writing to enlist your assistance in
soliciting nominations from your community for the Young American Medals Program.
This program, established by an Act of Congress in 1950, recognizes the outstanding
contributions of young men and women 18 years old or younger. The Young American Medal
for Bravery is awarded to individuals who have saved or attempted to save the life of another
person, often at the risk of their own lives. U.S. citizenship is not a requirement for the bravery
award. The Young American Medal for Service is awarded to U.S. citizens who have achieved
outstanding or unusual recognition for character and service. Winners are selected by the Young
American Medals Committee, headed by the Director of the Federal Bureau oflnvestigation.
We are currently seeking nominations for calendar year 1997.
At this time, we are asking th.e governor of each state, the chief executive of each
territory, and the Mayor of the District of Columbia to submit nominations under this program.
States, territories, and the District of Columbia may nominate two candidates the bravery medal
and two candidates for the service medal.
We are asking for your support and assistance in the nominations process. Should you
know of any nominees, we hope you will submit the names of eligible youths in your community
to your state's governor. The nominations are due to the Department of Justice by August 17,
1998.
The Young American Medals Program offers an opportunity to recognize young people
who have shown exceptional courage or volunteered many hours to their communities. Through
this program, we can help recognize the many outstanding contributions of our Nation's youth.
Page 2
If you have any questions or need additional information, please feel free to have your
staff contact Ellen Wesley , Young American Medals Program Coordinator at the Office of
Justice Programs, at (202) 616-3558.
Sincerely,
~
.
Laurie Robinson
Assistant Attorney General and
Executive Secretary, Young
American Medals Program
MIAMI-DADE FIRE
RESCUE
DEPARTMENT
,--.
RESCUE STATION 33
POINT EAST
PROPOSED RENOVATION
SCHEDULE
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NOISIAIO SdO 6E;SI 86-62-un~
CITY OF AVENTURA
COMMUNITY SERVICES DEPARTMENT
MEMORANDUM
TO: Eric M. Soroka, City Manager
FROM: Robert M. Sherman, Director of Community servic~
DATE: April 30,1998
SUBJECT: Aventura Chamber of Commerce P.R I.D.E. Proposal
Attached hereto for your further review and consideration is the Aventura Chamber of
Commerce P.R.I.D.E, (Preserve and Retain our IDentity and Environment). Briefly, this
proposal contains a fund raising concept that involves the Aventura Chamber soliciting
donations from individuals and corporations to purchase individual pavers at Aventura
Founders Park to form a Walk of Pride. The funds derived from these sales would be
used to pay for the custom engraving of the pavers depicting the donor's name, and the
installation of the tiles. The remainder of the revenues would be used towards the cost
of recreation programming at Aventura Founders Park. Also included in the proposal is
the same type of fundraising for park furniture, trash cans, and decorative lighting. The
funds would be dispersed by a joint committee of the City and Chamber.
This has been done in other cities around the country with some success. Please
review the attached proposal and advise.
RMS/gf
Attachment
RMS98021
Jill Edison, M.Ed., MA
u..-~
A...... o.-lMr .f ",,".or,.
1omoIl'" ......-\ui1o 300A
1I3051iK1yM .......d
l_, fl33160
(3051935-2131
lax: (3051935-2992
A ventura Chamber of Commerce, Inc.
Presents
To the City of Aventura
THE BIRTH OF A VENTUR-t<\ P.R.I.D.E.
April 22, 1998
Chambers of Commerce - The Fabric of America
In every state, county, city and town in America, wherever you find a
business looking to prosper, a community striving to better itself, or a
legislature searching for a collective voice, you will find a chamber of
commerce providing a leadership role. Local, regional and state chambers
create jobs locally and solidify the business climate.
Chambers are the primary source for businesses and individuals seeking
information about the business climate in a community. Representing the
focal point for businesses, chambers often are in the catalyst for business
opinions and represent business needs in the community. As the collective
voice, chambers speak from a broader economic framework than individual
businesses ever could.
The work of local chambers of commerce is vital to the community's
business life. Chambers provide bottom line programs for businesses large
and small. They fight for pro-business legislation and form public and
private alliances. With the support of chambers, both large and small
businesses open their doors... prosper... and grow.
However, chambers not only address economic issues, they provide
leadership in civil and social programming as well. Tnough innovative
programs, chambers address health care concerns, education and crime
prevention. For example, community issues become business issues and
have an impact upon the overall business climate. A strong dynamic
business community benefits the entire community. Chambers directly
involve themselves in the community to create the enviromnent where
people want to live and work.
At the heart of the local economy and the backbone of the nation's economy,
you will find a chamber of commerce. Celebrating and promoting the
diversity and uniqueness of our community is Aventura's Chamber of
Commerce, forming thefabric of A ventura.
A ventura Chamber of Commerce, Inc.
Presents
THE BIRTH OF A VENTURA P.R.I.D.E.
The major responsibility of the Aventura Chamber of Commerce, Inc. is to
further the economic well being of the business, professional, and corporate
community. The imagination and the variety and scope of its activities are
the ingredients that generate enthusiasm of membership and commitment to
the City of A ventura.
The Chamber serves as an advocate to the retail, professional and corporate
communities uniting to promote a positive image of the City of Aventura.
Chamber activities are planned, organized and carried out by a volunteer
Board of Directors. The Chamber enables its members to accomplish
collectively what no single person can do.
RATIONAL: During 1997, the Board of Directors of the Aventura
Chamber of Commerce surveyed it membership regarding the needs and
interests of the business community. Information gathered from the business
and residential sectors reflected concerns regarding the revitalization of
188th Street. Additionally, recommendations were submitted regarding
business participation in the programs and activities to be offered at
A ventura Founders Park.
Among vital projects discussed for Founders Park included:
· Bench placement for residents needing frequent resting stops during exercise
· Sponsorship of an Aventura Family Concert, Theatre and Cultural series
· Enhancement of the existing resources of the Aventura Public Library
. Beautification of 188th Street
· Family recreational programs
· Children's summer camp program at Founders Park
The unique combination of business opportunity and community participation in
Aventura did not come about by accident. It is a result of the dedicated efforts of
your new progressive A ventura Chamber of Commerce membership. The need
for strength and unity among the business and professional community and our
city government should be continuous. Our unique partnership enhances the
City of Aventura and its special quality of life.
Page 2
A ventura Chamber of Commerce
Our Chamber mission includes the creation and development of A ventura
P.R.I.D.E. ("Preserve and Retain our Identity and Environment"). Projects
under this umbrella will enhance the vitality oflife for all that work and live
in the "City of Excellence."
PURPOSE: To partner with the City of Aventura, to develop, implement
and provide funding for the following projects:
· Bench placement for residents needing frequent resting stops during exercise
· Sponsorship of an Aventura Family Concert, Theatre and Cultural series
· Enhancement of the existing resources of the A ventura Public Library
. Beautification of 188th Street
· Founders Park Family Recreational Programs
· Founders Park Children's Summer Camp Program
Geographic Area Served: The City of Aventura, within Miami-Dade County.
PROPOSAL: The Aventura Chamber of Commerce requests that the City of
Aventura allocates and donates all paved walkways at Founders Park. The Aventura
Chamber of Commerce proposes that these walkways be paved with l2"square tiles
that will be identified as Aventura's WALK of PRIDE. Four hundred dollar ($400)
donations will be honored with a personally engraved (up to 28 letters) 12" square
Italian Tile on Aventura's WALK of PRIDE. Tile details are: (a) 12" X 12" porcelain,
Italian gray tiles, purchased from a Chamber P.R.I.D.E. experienced tile corporation
(b) tiles will be inscribed by a separate approved tile inscriber company. The
approximate unit cost for a tile including shipment, inscription and installation is
between $160 to $200. A local competent tile setter can install tiles, and a team of
two could install about 40-50 tiles per day.
In addition, the Chamber is requesting that the City of Aventura allow the Chamber to
secure a donation of $5000 from businesses and/or individuals to donate and dedicate a
lamppost and/or bench in Aventura Founders Park. Upon securing each donation of
$5000, the Aventura Chamber will coordinate with the City of Aventura the purchase,
placement and installation of the lamppost or bench. A designated portion of all
proceeds will also be used to fund the unit cost per tile, including shipment, inscription
and installation. Again, it should be noted, that the A ventura Chamber of Commerce
would fund the purchase, inscription and installation of tiles for the Walk of Pride.
The Aventura Chamber will also fund the purchase and installation of benches and
lampposts. Each new bench and lamppost will have a small inscribe plague
designating the donor.
Page 3
A ventura Chamber of Commerce
Actual cost for the tiles, lamppost and benches will be presented to the City by
the Chamber. The style of park benches and lampposts will confirm to the City
of Aventura's landscape plan and be determined by the City of Aventura. All
purchases, placement and installation must be approved and coordinated by the
City of A ventura. A portion of all proceeds raised will fund the A ventura Chamber
of Commerce, P.R.I.D.E. sponsored programs. Aventura P.R.I.D.E. sponsored
programs and projects will be jointly determined by the creation of a committee
of representatives from the City and Chamber.
The A ventura Chamber of Commerce is requesting that the City of A ventura
approve this proposal within thirty (30) days of to day's date. Support of
Aventura Chamber's P.RJ.D.E. will enhance and enrich the function of
Founders Park, expand the resources of the Aventura Public Library and
provide funding for the beautification of l88th Street. This program of
partnership provides our business and corporate community with the
opportunity to invest in Aventura's City of Excellence.
i
[':
, I
PACIFIC PALISADES
Chamber of Commerce
i'
,
,
,
-,I
dlEfu IIIfffu
15330 ANTIOCH STREEhPACIFIC P^USADES. CA 90272-:310) ~59-7963
.Jun~ 26, 19911
Aveolura Chamber of Commerq
3640 Yacht Club Driv~
Avedlura., FL 331110
Dear Emil,
00 behalf of the Pacific Palisade. Chamber of Commeree, we an 10 proud
of the Avenlura Chlld1b~r of Conimerce for creallng a PRIDE program
haaed on our Ipttifi~ pla.G for the wmm~oclal area.
i
I
While there WaJ '''~pticilm atth~ .cart, the community evmtually came
togetber by lending fund. for tm., benchel, light pole. and tile..
We will ~ontioue to do community oervlce proj<<ts for many years
to come.
AI we are very interested in your progress, please keep in touch..
S CHAM.BER OF COMMERCE
I
A ventura Chamber of Commerce, Inc.
Presents
To the City of Aventura
THE BlRIH OF A VENTURA P.R.I.D.E.@
April 22, 1998
WHY
Aventura P.R.I.D.E.@
at
Founders Park
./ 886101lh8 8861
Sister Chamber of Commerce Endorsed Proven Program
=> Pacnlc Palisades P.R.I.D.L raised oV8,8500,OOO
./ Self - Funding
./ Reduces Founders Park Materials & labor Costs
./ Provides Active CommunilV Panicipation
./ AHords Funding opponunities to Enhance Existing CilV
Resources/Revitalization Programs
=> e.g. Iventura Public libran, Thunder Boat Row
./ Affords Funding opponunities for the Creation of CilV/ -
Aventura Chamber P.RID.E. Projects
=> e.g. FamilY ConcertlCulturalnheatre Series, Iventura KIDS@. FamllV
BeereaUonal Park Programs, Avenmra Business MemOrlnu Prognm
./ High VisibililV CilV of Avemural Aventura Chamber Pannering
Programs to Benent the Business and Residential Communities
Aventura Chamber of Commerce, Inc.
18305 Biscayne Blvd Suite 300A
Aventura, FL 33160
A ventura's Only Chamber of Commerce
Serving the Greater Aventura Business/
Ccrporate/Professional Ccmmunities.
Aventura Chamber of Commerce, Inc.
Presents
THE BIRTH OF A VENTURA P.R.I.D.E.@
The major responsibility of the A ventura Chamber of Commerce, Inc. is to
further the economic well being of the business, professional, and corporate
community. The imagination and the variety and scope of its activities are
the ingredients that generate enthusiasm of membership and commitment to
the City of Aventura.
The Chamber serves as an advocate for the retail, professional and corporate
communities uniting to promote a vibrant Aventura community. Chamber
activities are planned, organized and carried out by a volunteer Board of
Directors and its appointed officers. The Chamber enables its members to
accomplish collectively what no single person can do.
The unique combination of business opportunity and community participation in
A ventura did not come about by accident. It is a result of the dedicated efforts of
your new progressive A ventura Chamber of Commerce membership. The need
for strength and unity among the business and professional community and our
city government should be continuous. Our unique partnership enhances the
City of Aventura and its special quality oflife.
RATIONAL: During 1997, the Board of Directors of the Aventura
Chamber of Commerce surveyed it membership regarding the needs and
interests of the business community. Information gathered from the business
and residential sectors reflected concerns regarding the revitalization of
188th Street. Additionally, recommendations were submitted regarding
Chamber member participation in the programs and activities to be offered
at Aventura Founders Park.
Among vital projects discussed for Founders Park included:
· Bench placement for residents needing frequent resting stops during exercise
· Sponsorship ofan Aventura Family Concert, Theatre and Cultural series
· Enhancement of the existing resources of the A ventura Public Library
. Beautification of 188th Street
· Family recreational programs
· Children's summer camp program at Founders Park
Page 2
A ventura Chamber of Commerce
Our Chamber mission includes the creation and development of A ventura
P.R.I.D.E. @("Preserve and Retain our Identity and Environment").
Projects under this umbrella will enhance the vitality of life for all that work
and live in the "City of Excellence."
PURPOSE: To partner with the City of Aventura, to develop, implement
and provide funding for the following projects:
· Bench placement for residents needing frequent resting stops during exercise
· Sponsorship of an Aventura Family Concert, Theatre and Cultural series
· Enhancement of the existing resources of the Aventura Public Library
. Beautification of 188th Street
. Founders Park Family Recreational Programs
· Founders Park Children's Summer Camp Program
Geographic Area Served: The City of Aventura, within Miami-Dade County.
PROPOSAL: The Aventura Chamber of Commerce requests that the City of
Aventura allocates and donates all paved walkways at Founders Park. The Aventura
Chamber of Commerce proposes that these walkways be paved with 12"square tiles
that will be identified as Aventura's WALK ofPRIDE.@ Four hundred dollar ($400)
donations will be honored with a personally engraved (up to 28 letters) 12" square
Italian Tile on Aventura's WALK of PRIDE@. Tile details are: (a) 12" X 12"
porcelain, Italian gray tiles, purchased from a Chamber P.R.I.D.E. experienced tile
corporation (b) tiles will be inscribed by a separate approved tile inscriber company.
The approximate unit cost for a tile including shipment, inscription and installation is
between $160 to $200. A local competent tile setter can install tiles, and a team of
two could install about 40-50 tiles per day.
The Chamber is requesting that the City of Aventura allow the Chamber to secure
donations from businesses and/or individuals for the following items which will
be part of the permanent structure of Aventura's Founders Park: $7500.00 for the
donation and dedication of a lamppost, $5000.00 for the donation and dedication of a
bench, $2500.00 for the donation and dedication of a trash receptacle. Upon securing
each donation, the Aventura Chamber will coordinate with the City of Aventura the
purchase, placement and installation of the articles listed previously. A designated
portion of all proceeds will be used to fund administration, marketing and sales as well
as the unit cost per tile, including shipment, inscription and installation. Again, it
should be noted that the A ventura
Page 3
A ventura Chamber of Commerce
Chamber of Commerce would fund the purchase, inscription and installation of tiles for
the Walk ofPride@ through the donation acquired per tile.
The Aventura Chamber will also fund the purchase and installation of benches, trash
receptacles and lampposts. Each new bench and lamppost will have a small-inscribed
plaque that may identify the donor.
A Chamber approved vender will provide the cost for the tiles, installation, and
inscription to the City by a Chamber. The style of park benches, trash receptacles
and lampposts will conform to the City of Aventura's landscape plan as determined
by the City of A ventura. All purchases, placement and installation must be
approved and coordinated by the City of A ventura. A portion of all proceeds
raised will fund the Aventura Chamber of Commerce, P.R.I.D.E.@ sponsored
programs. A ventura P.R.I.D.E.@ sponsored programs and projects will be jointly
determined by the creation ofajoint committee ofrepresentatives of the City
and the Chamber.
The A ventura Chamber of Commerce, presented this proposal to Mr. Robert
Sherman, Director, Community Services, City of Aventura, on April 22,
1998 as per requested by City Manager, Eric Soroka. The A ventura
Chamber of Commerce requested that the City of A ventura approves and lor
responds to this proposal within thirty (30) days of presentation (4-22-98).
Please note, that during the week ofJune 16,1998, the City Manager's office
notified the Chamber that this proposal was referred to a City Commission
workshop scheduled for 6-30-98. Support of Aventura Chamber's
P.R.I.D.E.@ will enhance and enrich the function of Founders Park, expand
the resources of the A ventura Public Library and provide funding for the
beautification of 1 88th Street. This program of partnership provides our
business and corporate community with the opportunity to invest in
Aventura's City of Excellence.
Community
.
AVENTURA DANIA HALLANDALE HOLLYWOOD NORTH MIAMI BEACH PEMBROKE PAR~
By MEREDITH GROssMAN
.... ""-
AVENTURA ~ Tbe Aventura
Cb~r of' Commerce II proud oC ill
city. '"
So proud, In fa~ that it ..ants the
..alkways ill the dl;y's new Founders
Pm - totallllg about 50,000 square
Ceet - to be designated by the city as
part of the ebamlHir's new PRIDE pro-
gram. Preserve IUId hlaiD our IdenU-
ty and EnYironmenl
The WaIk oC PijIDE is a proposed
chamber.sponsored program that
alms to nod donllrs to nnance en-
hancement projeets in . the park and
city. Each donor who coalribules $400
or more would be honored with an en-
graved 12-inch sqUare ItaJian gray tile
OD Founders 1'arlR walkwan, said JI1I
Edison, elOecntive director of the
cbamber. '
The coat of each tile's shipmen!, in-
scrlpUon and installaUon would be
about $160 to $200, Edison said.
The money the chamber raises
throuch donlll1ol1S, she said, would be
used to parchase and lutall lamp
posts. trash re<:eptac1es and benches
througboutthe IO~acre Park. which
is bring &ullt off William Lehman
Cause".y31 WeslCoun!ry Club Drive.
The mODeJ would also. nuance oth-
er enhancement projects, Including
beautifying the area kno1ln as Thun-
der Alley on Northeast 188th Street
and increllS~ the resources of the
Ave.ntura Publ1e Ubrary, Edison said.
The chamber will ask the City Com.
mwion to endone the PRIDE pro-
gram at a commission workshop on
Tuesday.
"We want to use the birth oC the
PRIDE proeram as a "1l1 to celellrate
the cbamber's Ont.year anniversary
(this AucustL" EdIson said.
i
The chamber created PRIDE blIsed
on a similar program startejd by its
sister chamber In Palisades, Calir.
That program has raised $liOO,ooo dur-
ing the past 31t yean, said Emil
Hubschmen, president and ""'founder
oflbe Avenlura ehamber. ,
He also said a similar nu.d-raiser
helped pave walkways at the ,lIroward
Center Cor the Performlac Aria in Fort
Lauderdale.
"It's a progralll that we 1bint is
bigblJ needed bere," Hubscbman
said. ''Younders Pm is beinc devel-
oped II we speak, and ft Ued the
PRIDE program In the park as a major
asset to Aventura to belp tbtI comma-
Ility COIlle together."
Edison said money raiJedi through
the program would be appEOprlated
by the PRIDE committee, which would
be composed oC members appointed
by the city end the chamber. '
The Aventura chamber was formed
in August. Hubaehman said 1Jlere are
7,000 busiDesses wlthln a IG-I\ille radl.
UI of Avealura's 3.2 square 1!rlles. He
said a sludJ lot :rear Cound! that the
area has the highest conceaCr:alion oC
businesses of any area of A Ventura's
size in the COllnlIJ.
A ventura
on path ~ '
toward
PRIDE
Chamber wants
park walkways
Chambers of Commerce - The Fabric of America
In every state, county, city and town in America, wherever you find a
business looking to prosper, a community striving to better itself, or a
legislature searching for a collective voice, you will find a chamber of
commerce providing a leadership role. Local, regional and state chambers
create jobs locally and solidify the business climate.
Chambers are the primary source for businesses and individuals seeking
information about the business climate in a community. Representing the
focal point for businesses, chambers often are in the catalyst for business
opinions and represent business needs in the community. As the collective
voice, chambers speak from a broader economic framework than individual
businesses ever could.
The work oflocal chambers of commerce is vital to the community's
business life. Chambers provide bottom line programs for businesses large
and small. They fight for pro-business legislation and form public and
private alliances. With the support of chambers, both large and small
businesses open their doors. .. prosper... and grow.
However, chambers not only address economic issues, they provide
leadership in civil and social programming as well. Though innovative
programs, chambers address health care concerns, education and crime
prevention. For example, community issues become business issues and
have an impact upon the overall business climate. A strong dynamic
business community benefits the entire community. Chambers directly
involve themselves in the community to create the environment where
people want to live and work.
At the heart of the local economy and the backbone of the nation's economy,
you will find a chamber of commerce. Celebrating and promoting the
diversity and uniqueness of our community is Aventura's Chamber of
Commerce, forming thefabric of A ventura.
Palisades
P.R.LD.E.
affiliated with the
Pacific Palisades
ChamberofCommerce
.
Hal Maninger,
Presidlnt
Hank Ullcrich.
Isl Vice PrtSMtnl
Toni Crocetti.Kcllam
2nd Vie,. President
Rob Anderson
Trellsurer
AmieWishnick
Stcrttllry
Board of Directors
Anne Beni
Barbara Dawson
a.1I Davis
Jody Fine
Don Haselkom
Chuck McGlolhlin
Wally Miller
Brian Shea
l.ckAllen
(Communil)' CouncU)
Ron Dean
(Clulmbtr of Commtru)
'1>\~?J f~/
.~ . .~
~C) "~
~ Y: -
,
...
Mr. Emil Hubschman,Presiden
Aventura Chamber of Commerce
18305 Biscayne Blvd. Suite 300A
Aventura, Florida 33160
January 7, 1998
Dear Emil:
Thank you for your interest in Palisades PRIDE activities. Enclosed are
copies of documents which describe our organization, its history and a
current brief of completed projects, current projects and emerging projects;
a copy of the NEW SWARTHMORE brochure which was an effective tool for
fund raising efforts; and our donation envelope with the tile inscription
instruction card inserted in the envelope. It is believed that these documents
respond to your request for history of Palisades PRIDE Inc.
Beyond the descriptive documents, enclosed are photographs of
Swarthmore Avenue including the tiles, lamp posts and Chinese Flame
trees, the Village Green and PRIDE-installed benches in the Pacific
Palisades business district. With respect to tile color you will note that the
color of the tile on the cover of the brochure and the color of the close up of
the installed tiles on Swarthmore is tan. This is a photographic quirk. In
reality the color of the tiles is gray as shown on the photograph of the line of
installed tiles approaching the Wells Fargo Bank.
Tile details are (a) 12" X 12" porcelain gray tiles from Italy; (b) tiles ordered
through Dal-Tile Corporation, 1713 Stewart St. Santa Monica, CA, Tel. No.
(310) 453-9112: and (c) tiles inscribed by Precision H20, 6328 E. Utah,
Spokane, WA Tel. No. (509) 536-9214. The approximate unit cost for a tile
including shipment, inscription and installation is $100. Tiles can be installed
by any competent tile setter, and a team of two can install about 40-45 tiles
per day.
You will recall that I advised you that we were short of ready funds at the
beginning of construction and were obligated to get a letter of credit. We
obtained the letter of credit from the Santa Monica Bank, 15245 Sunset Blvd.
Pacific Palisades, CA. Chris Fulwider, Assistant Vice President. Fortunately
fund raising was so successful that the letter of credit was never used.
Hopefully, this package answers your questions, but if more information is
required, please give me a call on (310) 454-3979.
Best regards,
Hal Maninger
P.R.I.D.E. Mis>ion: Prott!C1 & R"n"w our ld"ntity & En\"ironm"nt
15JJP.-\nti(lch Street. Pacific PaJi;.llk. . c.-\ "11272' (Jill) ~5u.7un..' FAX iJll1) ~5"."53-l
PALISADES PRIDE INC.
December 8, 1997
Completed projects:
1.Swarthmore Avenue
The $500,000 renovation and beautification project was officially completed
and accepted by Palisades PRIDE in April 1997. The majority of the funds for
the project came from donations of Pacific Palisades residents for lamp posts,
Chinese Flame trees and donor tiles which have been installed. Two of the
lamp posts remain available and as many as 1000 additional donor tiles could
be installed. Continued community support is solicited to enable PRIDE to
pursue other worthwhile projects detailed below and those yet to be defined.
2.Trash Receptacles
Nine new bronze colored trash receptacles have been installed on Swarthmore
Avenue and at the south side intersection of Sunset and Swarthmore.
Current Projects:
1. Benches
A contract has been awarded for the installation of 3 new benches of existing
design in the business district. Completion is scheduled for early 1998.
2. Renovation of LAFD Station # 69 Kitchen
The proposed preliminary design for the new kitchen has been completed, and
the project is now in fund raising status. An early 1998 formal solicitation of
all businesses and residences served by Station #69 is planned.
3. Sunset Blvd. and Ficus Trees
(a)A conceptual study is underway to develop a design concept which
eliminates the current sidewalk safety hazard and will at the same time save the
Ficus trees on both north and south sides of Sunset Blvd. from LaCruz Drive
westerly beyond Gelson's. The approach is to enlarge the tree wells to
accommodate tree roots, trim the rOots and trees and construct a reinforced
sidewalk 5 feet wide along the inner side of the tree well. The tree well will be
filled with decomposed granite.
(b) Upon completion of the current study, the design will be submitted to the
office of Robert W Kennedy, Chief Forester,City of Los Angeles, who has
agreed to work with PRIDE to develop an equitable shared financial
arrangement.
4. Sav-On Loading Dock
In cooperation with the Community Council, approaches to eliminate the visual
blight of the Sav-On loading dock have been prepared and presented to
Sav-On. Sav-On management is currently reviewing the approaches and will
advise which of the approaches is most satisfactory to them. Sav-On's
recommended approach will be reviewed with the Community Council,
PRIDE'S Board and the Design Review Board for community acceptance.
Emerging Projects:
1. Bus Benches
The planned project to replace current advertising laden bus benches with a
more pleasing design with no advertising is still hung up in the city bureaucracy.
Councilwoman Cindy Miscikowski's office is helping PRIDE to resolve the
issues.
2. Friends of Marquez
This project is still in its infancy with plan development its near term objective.
3. Newspaper Racks
The Design Review Board has the lead for this project.
...........
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THE BIRTH OF PALISADES PRIDE-
In early 1992 it was felt that problems in the business community
needed allention. The community had a specific pian for the com-
mercial area that controlled height, land use and sign control, but
beautification was not happening and no one was willing to do any-
thing about it.
Wally Miller was on the Chamber of Commerce Board of Directors at
the time and asked to chair a commillee to address the probiem. Miller
had heard about a new approach to gelling things done called BID's, or
Business Improvement Districts. After doing some research Miiler was
toid it wouid be next to impossible to impiement change. And, even if it
could be done, it would take years.
Not giving up, Miller talked to Brian Shea of Santa Monica Bank. With
Shea's encouragement, Miller began to pick a commillee of community
ieaders, including an allorney, an architect, and someone to handle pub-
licity. Weekly meetings were held at Fred Sands Realtors. The commillee
took the name of Village Identification commillee. The name soon evoived
into the Landmark committee. The first active members were: Wally
Miller, chairperson; Laurence Allen; Rita Dalessio; Bill Davis; Beverly
Delott; Jody Fine; Andrea Hobbs; Tom McKiernan; Laura Saltzman: Eve
Senn; Brian Shea; Dna Wexler; Arnie Wish nick; and Randy Young.
Among projects discussed were bus bench replacement, trash con-
tainers, light standards with flower baskets, and street signs. These Ideas
were presented to a group of community leaders at a party sponsored by
the Bel-Air Bay Club in January 1993. Out of this meeting came plans to
do a street scene on the small park next to Santa Monica Bank. The mod-
el would include a bench, lamp post with flower baskets, and a recyclable
trash container.
Soon plans were being made for a make-over of Swarthmore Avenue.
A mission statement was adopted, as well as a logo. The mission state-
ment became P.R.I.D.E. ("Protect and Renew our Identity and Environ-
ment"). The logo is two dancing dolphins in a circle.
P.R.I.D.E. began the process of incorporating with the help of attorneys
Ron Dean and Bill Davis and the accounting firm of Phillip Hollingsworth,
E.A. On April 4, 1994, P.R.I.D.E. became PAliSADES P.R.I.D.E., Inc. In the
interest of creating a community-based organization, provisions were
made in the by-laws for a representative from both the Chamber of Com-
merce and the Community Councii to be on the Board of Directors of
P.R.I.D.E., Inc.
On April 6, 1994, the Board voted to support the renovation of Swarth-
more from Monument to Sunset, Architect Laurence Allen commissioned
to do renderings. Former City Councilman Marvin Braude indicated he
would support the project provided there was wide community support.
During the next few months P.R.I.D.E. started working on plans for
Swarthmore. A tree selection commillee was appointed, with Toni Croset-
ti as chairperson. The committee chose the Oriental Flowering tree to
complement the new look of Swarthmore.
The community responded to the P.R.I.D.E project by sending funds
for trees, benches, light poles and tiles.
In Aprii 1997, the Palisadian-Post honored Hal Maninger and Chuck
McGlothlin as Citizens of the Year for their tireless work to see the com-
pletion of the Swarthmore project. The gala party in their honor was held
at the Riviera Country Club.
"The formation and growth of P.R.I.D.E. has been a very rewarding
experience for me:' says Miller. "I cannot find adequate words to express
my admiration, gratitude, and appreciation to the group of volunteers that
have given so much of themselves for a beller community. It is my hope
that P.R.I.D.E.. Inc. will continue to do community service projects for
many years to come."
PRIDE threw a dedication party on May 5, 1997 to celebrate the comple-
tion of its $500,000 renovation of the Swarthmore business block
between Sunset and Monument.
ABOUT YOUR CHAMBER OF COMMERCE
The unique combination of business opportunity and community par-
ticipation defining Pacific Palisades did not come about by accident. It
is the result of dedicated businesses and residents working together.
The need for strength and unity is ongoing in order to preserve and
enhance the Palisades and its special quality of life.
The major responsibility of the chamber is to further the economic
well-being of the business community, The imagination and the variety
and scope of its activities are the ingredients that generate enthusiasm of
its membership.
The chamber provides the means for service, retail, and profes-
sional businesses to unite and improve the entire community.
Chamber activities and events are planned, organized and carried out
by a volunteer board of directors elected by its members. Board meet-
ings are open to all interested parties. The chamber enabies its mem-
bers to accomplish collectively what no single person could do. It cat-
alyzes energies of its volunteers to give strength and vitality back to
the membership.
If fun-raising is your interest, we highly recommend gelling involved
with the Chamber of Commerce. We are committed to setting the stage
for effective teamwork within the community.
The chamber office staff responds yearly to hundreds of in-person,
maii and phone inquiries, providing business referrals and information
about community and city services. If you have a question, the chamber
has an answer!
-6-
"
PRIDE u:nyeils
designs fqr
beautifica~ion
;
, 1
Palisadcs PRIDE (Protect c!c
Renew our Identity c!c Environ-
ment) has relc:a.cd ~n~crings fot
the proposed. remodeling of bus
stops and bench arch i* the
busine... district, as ,,"ell, as the
design for a pacific ~j~dcs logo.
Said Chairman Wally Miller:
"Our whole approach Ifre is to
do things that enlwlcc our village
atmosphere.....1 .'
· !-olio. The prop6$cd logo was .
itliptied by the new aO~'hin
.tarue in the Yilbge 'G en and
d!:signed bfAndrca ~o bs. a' .
Ideal graphic artist. The logo will
aPbcar an cvr.ry hrrich "rA.' M<~n.
rually, ,.!I the'ocw rrash .con-
laine!> ".<.1 light f=\Jrcs'.
· Benches. The bcncPcs 'will be
concr'cte but look likt w~d so
that they help reflca, a ,!,ore
rustic ambiance in df P~d""
which is one of the ~ of the
PRIDE organization. i i
. Ump pow. The Ilt/Dp ~5ts
will be ttsurrccted from ~lty of
Los ~e1e. wharcho~. that arc
filled WIth old vintage fmurcs
then were tep)~~t;cl OV'C1 tc )"Cu.,
by the "modem" loolt. ,
. Flower baskcu. In t1le ~uropcan
&shion, hanging baskets Iwill be
attached to each ligh< POle, and
maintained by local g\lrdfning
buf&. : ,
. Trc:- b;q:ias. DC!itinCti~ trrl'"
basins will be made of COnctete
and waxed Cor graffiti resistance.
. T""h ~tIIclcs. W~en trasb
eomatners WIll, idcalJ;. h~ve
recycling compartments. ;.hich
reponedly would make ~c
P:.Jisades the fllst tow\. i" the
cOuntry to provide this particular
. ,
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. SUftt Slim. Rustic. 'graffiu.
proof street sigm will be installed
where appropriate.
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Plans to Renovate Swarthmdr
Call for New Trees):{:PJEizas : I
. t' - . u_ ';'.',' >. _.:.;<~ -,::-",: ::! _: ,'-, "'\, !
By LIBBY MOTIY..A J.te.:1 pJ3:t.1 ~cc[. , . ' city's strt:cl L<< Ji~i:!liOf'. ';'rtd have ' sooner we can ~ 3.SIlJc the s I~
ASUJf..'ialt' Editor Although the street h3!>. tOl'lg ; &Iso met with the property Owners d1e nu~ry. groat... ~. ir,
been the pride of the Pn1isades. its lIS well as the merchAnts." wm grow a nice ~~y:' I'
charm h.a.'i soured as craclred and PRIDE comminec' mem~rs . I '
She and her comrrutlte a rtCl
rising !;i~walks h:we increased the have been f,3.noang out into the. I .
,. C' nmmrMln2 th:1t rN- I''''''' l;v:r~'
u~hilj(y rorhcdl th~ If)' ,Iu~,i ..,ivV" ..."'.........";(1 VIC::lCIIUIIY d~ pl.U1S(O ,
... ment tk place at Q~ time Fror
erty Owners. various groups, including the our Point of vi~:' i\aid lIam!
While everybody SCCms to agree Pacific Palisades Residents "the most expedient,! IC.\Ilst ,\pen~
thut something ha.s to bt:: done. past As~i.ati()n, the Optimists Club sivt' and producing.(hr- t-alJ~
attempt$. to replace the trees h-.ve and the Community Council. around n:::lult would ~ to l..cd
been lhwW1ed by disagreements "A1lhough the presenlation was (
Dvec how the project should be j:".Q.r- still quite general. it was very nice. the IreeS all ftl once. Bur. 0 ~;
. d I h th th nd the C.I . this will depend on fuhding tho
ne out an( we er e I~es a ounel supports [heir consensu<;. from the nlen:han s," j
should be removed 111 nil rlfoos:' said Lila Gordon, duir _ ' )
"Back in 1985 I got a pcfmit mart ofCommullity Council. Funding (or the: Iprojec will
from the city to replace chc trre!\. Indeed. much work. remains to COme (rein 3. varic;:ty of .
liOO the public outcry was so great be dooe, but the committee 4.. sOlid' PRIDE's MI;Glothlin. "W~
that I had to wifhrlrnw if," ~..,it1 ~(n working iteadily ovn the 1.1<;1 expeCI thnt th~ bulk qf the, ~y,
Robert McDonald, who QWllO:; 75 several months. will come (com the rr1crdun .. anLll
percent Qf thi; buildings on Thr: rrt"r. "r.lf',rion committ!"!" of propi:rty O\\lnet".;., wi(h:partici G1iOr'l:
Sw<llthmore. "This time' r WOUI(1 Jaildscapers and Ieee :;.pccialisls ha!\ from members of tho com nil)':
hope thai the PRIDE comminec narrowed the seleclion down (0 an It is too premature ~o CQU t on;
has got "Orne kind of consen;;;l1S . 'evergreen with ~. IQftrcanopy, 'lwmesuPpott fr~;)I'T1. ~he cit VIe;,
ltmong the'comrnul1itY'"that"lhc' '1 whde rejc:ctjhi{-thIVc~t 'liCi.Jifl', \V'il('have '(0 gttl~'IWf I her-
trees Ylould be re.pldC~.':;- . nitid~- wbkh 'aCcordin(l:' (0 :chair- -' alon~. brjn~ in :'iOIlll: 6ti:m.t and,
Aware: oflhe need to dtoveslow- J man Ifbni~ Crocetti .Ke'lIatn are prepare some worki~g~Idr.l logs:'
Iy and coll"e'full)' on the project. especially in~suitro rot street tr~s before (he ttty will fon~i tiki
PRIDE's McGlothlin said, ""This because oflheir aerial root system. proJect:' : !
time we have put in a cOI1:'iidcr:,ble Ke1l3.ln~s gt'OUp has recornm('r1d- Community members;m: n....it-:
amOunt of pre-planning work, We ed (he Chinese flame tree ed to anend PRIDE"!i ~ell:( me: ting"
h;we had meetings with (Koefreutefia bipinnara) to the 8;30 a.m.. Wednc:,cJ.ay, No.... bel
Councilman Br;,\udc nnd with mail! commiltcc, 'The sOQl'\er we 9 at the Charnhcr .I}t ("um rcc
RnlWl1 KI'!lnI"'0~ lht: heal! of the nil "dcc! .1 Ifl"e," '.he '1nict. "th(:. (,rt~..:c. [~,]JO r\lI(iul..h Sued
Encouraged by thf communi-
ty\ support fo~ its Village
~trcctllCGrC pf'Ojcd iftvol..'il1t
Slone benc;hes uPd brnamentnl
Slteet li~h". PRIQE (I>rol<el nnd
Rc:new our Identily. a4d Envicon-
ment) Llnvciled ~hmll1ary plans
I:llOt week 10 renOvlltc $warthmQtt:
^___enuc'; betw~en Sl,ll1sct and Mon-
ument
SwarthmQJc has:heefllhc ohjf':Cf
of :5C'vcral propo$ed 'renovation
pruJCl:ts o\'cr the years ~s (he ficLls
Iree~ th~l( crcJ.te: the; charming
canQPy over the block~fonE 'iTrrt"!
have aho caused i[~ gr~uaJ dcteri-
of3.tion. Inv:lsi....~ motS ~v~ under.
mined (he sldewaJk~ pnd insect
Il1f~(a!ion has we~ken~d the 30.
ye;;t,r-old trees,
lOt': !'Cl1oV:l.tion will inc:ludc
rClllovi,n,$ the atfing: trep. despite
their pr~sent beauty, an~ replacing
them wilh evergreen.. of a 5ubstan-
tiill si7.e. accordiflg to Chuck
McGlothlin. PRIDE prc~ident. The
..idewalk.. "~(I1l be: ~ n:p~aced With
interlocking pavers' and wilt each
he wil!encd <lpr(t)l.irn~[dy four
li'l'l ,,1.,\\._, ~ 7n,l\mr ,lr,;ld1 frl r:p>
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22 Pages
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PA:~::YS
CHAMBER
12134~99534
[
PAUSADIAN-PQST
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November 17,,1994 ,
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editorial
P'RIDE'in Our:Towh!':"
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Privitilation is the, mantra of the mOlnent, right? Then Wh.Y:iS
. ' the Department of Public Works telling members of PRI~E
(Protect and Renew Our Identity and Environment) they"
won't be able to erect decorative stone &'nchcs in'the Village, ! '
,because of a pending contract with a private bench company? If ,the ,
, contract (whic!1 is being negotiated now) is signed, the company:
would have the sole rights to sell advertising On aU 8,700 bus " ;'
, benches throughout th~ city of Los Angeles. (see.$tory, page on~)..'
The major reason the; city wants to do this is h"<:ause a percenf-
age of the bench company's profits would go into the city's general
fund, Fine, The city needs money, and wherever we live in this ';
sprawling metropolis, from Pacific Palisades to La Puente, we anr
still'a palt of Los Angeles and need to contribute to the general,;
well-being of the city. Conversely, the city is then, supposed make
. good on its half of the ,bargain by contributing to oUr :-veil-being.:
That is the nature of the Social Contract written by Jean Jacques.
Rouss:;au way back in the 18th century. I
So rlur question to the Department of Public Works is simple. I
Does denying residents of Pacific Palisades the right to beautify o~r
oWn S~IToUndings uphold the city's eommitmentto our well-being?
We don't think so. . i
PRIDE has already erected a prototype stone bench on Sunset as
an example of what they intend to do throughout the Palisades, The ,
bench was paid for with funds raised here in the community. I '
PRIDE's goal is to eventualIy replace all our local bUsbenchcs, ,
currently emblawned with Nike high tops and mort~ary ads, with I
unadorned stone benches; , I
Why shouldn't PRIDE be allowed to catTy out their plans? Why:
must every bus beneh in the city be subject to one aU-encompassing,
~~~ . "I
Much'like the chalter school 'movemerll, if individual neigbbor- i
hoods rave the resources and the motivation to make improvemenl.'i
where fie city is unable, they should be allowed to do so. That is I
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indeed j, social contract. ,
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, i'eannot help I !
The sweetl;>e e
TIuit firi~ us
While other (
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Arehot cnou
We here, when i
CoOl off by 31 I
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The Holidays are Coming!
Ffll your Gift List with PRIDE!
(SWIlRTHMORE'S.WALK OF PR10E)
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~ On O~tl1kr 17, 19%, dt 6:JO ,l.m., the first
P"">t,".,lly ills<:ribcd llle Oil 5w.uthmow', "W~lk oi
Pridt.;'" \tlS lilid down Ul front of Bcl1ton'~1 $incC' then,
anotht;.'r!l07 h<lV(, ocC'l1 laid {'In tbl' l::.l~t Sidt, ;and 151
mon..' (ld tJ~I..' 1J\1(,.~t Si<h,.
f\lt ..n.:h.lili(IlMI 200 (jIlts .Ui on oJ.'d~r.
; .Is yours among them?
~"t ill..' hflliddYS art? cl..)llling! Whe'll ,'!nC'at ~lft i1 tIle
\vo\lld 1f1.1kl\~ Pro('t..'1.~d'io from tile Sdles help dt:frdY th~
((l!lot of tht.' \'cnov,ltit'ltl of SwftlllllllOrc AVelluC'.
P~"51.""'n.,hy m$4.."ctb<.'d rll(..~ art~ $4fXl You art" .l11(JW(~c.l .1
to(e,1 of ~8 chclr<1ctcrs (indudJll~; ~p';l(l-S) (~" nn~ tv thn'p
lines. ^ ~\I~("hilrg(" of $100 1:-' rcquesb.~ fC'lf up tn 14 add(.
t10llill ,..If"rltl..tl'fS (3Unes mClxinnJnl). Order YOtllS now.
&. W'\"J! U;~'l1t you wIth a ~P('(:idl gift ct!'rtif1C"lt~ trf'lrn '
PI.~lDr:: i ldic.ltiI1g your rC'dpicllt i!: now.:1 p.lrt of the
"W<11k0I'fldc"
'Till', ~rder.d by O,'cember 101h. will be laid down.
sr,1prtly &ft~'r the :\;~W Y~,Jr. AND ..""t'll bt!'forl~ ollr
Flarll'~'( G.,b "Walk of Pride" l)l'dication C"t"bration
(dale ICl.be ~nllouncl'd) Incidl'nt~lly, it you re~lIy
.......Jllt t(\ tl.ight up" ~(lmt.'budyi:-i lift" PRIOf. s.till has
fll"r lamF Fost, availdbl" ($5,000 ",Kh).
,
To The Twins -
A pea~hof a pair
Mom & Dad
From' the Desk of
Jl.l",y Smith
Cfiri.,'tmas gift l~\.t
1, Ti(~ far '13er;li< S 'M"ff/ oJ. 'Ihu{
. (?fort'sJ .
2, Tife f'" (jrw;a1Tt1l & c . .r
, ]ra/fctpa
(at'Dante's) .
J. 'Tife for 'Bunle ('IJifft1l/u.,~~It"
Chi"'pra;.tiL'j
4, 'r;f~ far tfie Trt/ins
(at 'Par;, '/'fa!ltliil/g.,?)
.>, 'Ti(e je/f 1krrti~:" 'Boss
('Wdfs :FLl'll"?)
'I i1P~ ~rp t;lIT fiprlll,.tihl.. M~("tprC~..ti Vi..., ".... "rr"ptrrl,
Contdd Pacific l'a1isad~s 'Chdmber uf Cumm,e."ce-
(3101 4S~-7963.