05-28-1998 CC Workshop Agenda City of Aventura
City Commission
Workshop Meeting
May 28, 1998
9:00 AM
Executive Conference Room
2.
3.
4.
5.
6.
Agenda
Overview of Government Center Design
Capital Improvement Program 1998 - 2003
Interim Service Fee Report
Senior Employment Program (Commissioner Berger)
Sister Cities Program (Commissioner Berger)
Resolution Renaming Everglades National Park as
Marjory Stoneman Douglas Everglades National Park
(Mayor Snyder)
Government Relations Resolution (Mayor Snyder)
Annual review of City Manager
Other Business
Next Workshop - June 29,1998
In accordance with the Americans with Disabilities Act of 1990, all persons who are disabled and who need special accommodations to
participate in this meeting because of that disability should contact the Office of the City Clerk, 466-8901, not later than two days pdor
to such proceeding.
05/21/98 04:11 ~305 372 6011 COMWI.MOSS ~002
DENNIS C. MOSS
m ETROPOIITAN DADE COUNtY- flOR{ DA
May 21, 1998
Dear Fellow Elected Official,
Orr Tuesday, May 19, 1998, I sponsored the attached Resolution urging the Federal Gove~m'nent
to rename Everglades National Park the Marjory Stoneman Douglas Everglades National Park.
As we all know, Ms. Douglas contributed more than anyone to the recognition and protection of
the Everglades, and it would be a tremendous gesture on the part of this community, if we all
would come together in support of this effort.
I am therefore requesting that your elected body cousider a similar Resolution and also forward it
to the President and Vice President of the United States, the Secretary of the U.S. Department of
the Interior and to each member of Florida's Congressional Delegation.
lfmy office can be of any assistance, please contact us at 375-4832.
Thank you for your consideration,
Dennis C. Moss
Miarm-Dade County Commissioner,
District 9
N:',A MLDOCS~,LTRS~STONEMA N
05/21/98 04:12 '1~'305 372 6011 C0~M.~O55
MEMORANDUM
Not On
Agenda Item No. 9(AXg)
TO:
Hon. Chairprxson and Members
Board of County Commissioners
DATE: May 19, 1998
FROM:
Robert A. Ginsburg
County Attorney
SIIBJECT: Rename Everglades National
Park for Marjory Stonea'mm
Douglas
Th~ accompanying resolution was prepared and placed on the agenda at the request
of Commissioner Dennis C. Moss.
County Attorney
RAG/bw
05/21/98 04:12 '~305 372 6011 COMM.MOSS ~004
Approved
Veto
Override
Mavor
Not On
Agenda Item No. 9 ( A ) ( 9 )
5-19-98
RESOLUTION NO.
RESOLUTION URGING THE FEDERAL GOVERNMENT TO
RENAME EVERGLADES NATIONAL PARK AS MARJORY
STONEMAN DOUGLAS EVERGLADES NATIONAL PARK
WHEREAS, Marjory Stoneman Douglas was one of the great citizens of Miami-Dade
County; and
WHEREAS, Marjory Stoneman Douglas was a passionate defender of and advocate for
the Florida Everglades; and
WHEREAS, Marjory Stoneman Douglas contributed more than any other person to the
understanding, recosnition and protection of the Everglades; and
WHEREAS, Marjory Stoneman Douglas died on May 14, 1998, at the age of 10g having
devoted a lifetime to the preservation of the Florida Everglades; and
WHEREAS, for her dedication to protecting the Everglades, President Clinton awarded
Ms. Douglas the Presidential Medal of Freedom in Noveznber, 1993; and
WHEREAS, it would be a fitting tribute to this remarkable woman to have Everglades
National Park renamed in her honor,
NOW, THEREFORE, BE IT RESOLVED BY THE BOARD OF COUNTY.
COMMISSIONERS OF MIAMI-DADE COUNTY, FLORIDA, that:
Section 1. This Board urges the federal government to rename Everglades National
Park as MARJORY STONEMAN DOUGLAS EVERGLADES NATIONAL PARK.
Section 2. The Clerk of this Board is hereby directed to send a certified copy of this
resolution to the President and Vice-President of the United States, the Secretary of the U.S.
Department of the Interior and to each member of Florida's congressional delegation.
The foregoing resolution was sponsored by Commissioner Dennis C. Moss, and offered
by Commissioner , who moved its adoption. The motion was
raosrJ4
05/21/98 04:13 ~305 372 6011
seconded by Commissioner
vote was as follows:
COMM.MOSS
Not On
Agenda Item No. 9 ( A ) ( 9 )
Page No. 2
and qoonbeing putto avot~the
~005
Dr. Miriam Alonso
Miguel Diaz de la Portilla
Natacha Seijas MilNn
Dennis C. Moss
Domn D. Rolle
Javier D. Sot,to
Dr. Barbara M. Carey
Betty T. Ferguson
Gwen Margolis
Jimmy L. Morales
Pedro Reboredo
Katy Sorenson
The Chairperson ther~pon declared the resolution duly passed and adopted this 19m day
of May, 1998. This r~solution shall become effective ten (10) days after the date of its adoption
unless vetoed by the Mayor, and if vetoed, shall become effective only upon an override by this
Board
MIAMI-DADE COUNTY, FLORIDA
BY ITS BOARD OF
COUNTY COMMISSIONERS
HARVEY RUVIN, CLERK
By:
Deputy Clerk
Approved by County Attorney as
to form and legal sufficiency.
CITY COMMISSION
Mayor Arthur I. Snyder
Vice Mayor Ken Cohen
Commissioner Arthur Berger
Commissioner Jay R. Beskin
Commissioner Harry Holzberg
Commissioner Jeffrey M. Perlow
Commissioner Patricia Rogem-Libert
CITY MANAGER
Eric M. Soroka
DEPARTMENT DIRECTORS
Weiss Serota Helfman Pastoriza & Guedes, P.A., City Attorney
Harry M. Kilgore, Finance Support Services
Robert M. Sherman, Community Services
Tere~ M. Smith, City Clerk
Thomas Ribel, Police Chief
Brenda Kelley, Community Development
CIP IN BRIEF
1998 - 2003
This document has been prepared by the City of Aventura to provide important information to the public.
This briefing is a summarized version of the 1998-2003 Capital Improvement Program document.
This document represents the first update of the ClP that was originally prepared for the
five year cycle of 1997 to 2002. It is important to note that the CIP is a planning tool to
evaluate infrastructure needs of the City as well as the financial capabilities of the City.
The update process is important for the ClP to become a continuing and ongoing
planning/implementation process. The last four years of last year's program was
reevaluated in light of unanticipated needs, cost revisions, new project priorities and the
financial ability of the City. In addition, the CIP was updated to add new projects in the
fifth year (2002~03) to complete the cycle. Projects included within the framework of the
program were based on input from Commissioners, staff, City consultants and citizen
surveys.
The primary goal of the Capital Improvement Program is to develop a long - term plan
of proposed capital expenditures, the means and methods of financing, and a schedule
of priorities for implementation. The program forms the foundation for governmental
participation in the development process and represents a commitment by the
community toward the achievement and maintenance of a desirable high quality of life.
Major emphasis was placed on the following projects: · Stormwater Drainage Improvements
· Government Center, Police Station & Cultural Facility
· Citywide Beautification Improvements
· Road & Safety Improvements
· Park/Open space Land Pumhase
$4,875,000
$10,500,000
$7,423,800
$2,904,O00
$2,700,000
It is significant to note that the funding plan has little financial impact on residents and
the community. The proposed funding plan supports the City Commission's commitment
not to increase the current Ad Valorem tax rate for the next four years, unless an
unforeseen emergency occurs or the public's health, safety welfare or best interests are
jeopardized..
With the implementation of the ClP the City Commission can continue to fulfill its long
term goal of creating the signature of the City and establishing its reputation as" the
most beautiful City in South Florida"
CIP In Brief
1
The proposed 1998 - 2003 Capital Improvement Program includes 25 projects in 5
functional categories with a total value of $30,850,892. The following represents the
percentage of total funding that each functional category has been allocated:
Beautification & Parks Facilities (33%), Public Buildings and Facilities Improvements
(34%), Roadway, Drainage and Infrastructure Improvements (25%), Capital Equipment
Purchase and Replacement (5%) and Communications and Computers (3%).
The following table presents a summarized breakdown of the costs of the various
projects recommended for funding categorized by major function for each of the five
years covered by the Capital Improvement Program.
Capital Improvement Program
1998/99-2002/03
Summary By Function
Program t998/99 1999/00 2000101 200tl02 2002/03 TOTAl
Boautification&ParksFacilities $ 5,617,000 $ 923,600 $ t,114,800 $1,568,400 $ 900,000 $ t0,t23,800
Roadway, Drainage & 2,205,000 355,000 3,1t9,999 t,675,000 425,000 7,779,000
Infrastructure
Public Buildings & Facilities 10,500,000 0 0 0 0 10,500,000
Communications & Computers 145,500 116,584 166,883 t94,092 229,000 852,059
Capital Equipment 550,000 8t,014 288,281 359,625 466,799 1,396,033
Totals $ 18,667,844 $1,476,198 $ 4,688,964 $ 3,797,117 $ 2,020,769 $ 30,650,892
Public Buildings
34%
Communications & Computem
3%
Capital Equipment
6%
Beautification & Parks
33%
Roadway, Drainage & Infrastructure
25%
ClP In Brief 2
The following outlines the major projects by location and the year they are proposed to
be funded:
Capital Improvement Program
1998/99-2002/03
Summary By Location
Location
Beautification Road Street Drainage Exercise Sidewalk Sefety
Improvements Improve Lighting Improve Path Repairs Improve
NE t90 Street t998/99 t998/99
NE 34 Avenue & Yacht Club Drive 1999100
NE 185 Street 1998/99 1998/99 1998/99 1998/99
NE 191 Streat/NE 29m Avenue 1998199
NE 28t~ Avenue 1998199
FEC Landscape Buffer 1998-2000
Biscayne Boulevard (4) Phase ~ 1998/99
Biscayne Boulevard (516) Phase II 1999/00
Biscayne Boulevard (7) Phase III 2000101
Biscayne Boulevard (7) Phase IV 2001102
Entrance Features 2001/02
NE 34m Avenue 2000101 2000/01
NE 213th Street 2002/03 2002/03
Biscayne Lake Gardens Area t999/00
NE t88th Street 200tl02
Country Club Drive Later 2001102 2000101
Library/Mall Entrance
Government Center/Cultural Faci~ity 1999/99
1998/99
2000/01
2000/01 2000/01
1999-2001 1990/99
1998/99
The following represents the significant revisions or modifications to the proposed CIP
compared to the prior document submitted for the period of 1997 -2002:
· Purchase of park/open space land -$2,700,000
· N.E. 213th Street beautification and street lighting -$1,300,000
· Sidewalk improvements and replacement program- $99,000
· Revised cost estimate for Government Center, Police Station & Cultural Facility
-$2,500,000
· Entrance features- $500,000
· Reevaluation of Pedestrian Circulation Safety improvements - $130,000
· Revised cost estimate for ground lighting along Country Club Drive Exercise
Trail - $150,000
· Inclusion of new revenue source, Interim Service Fees - $525,000
· Reduction of Stormwater Utility Revenue Bond amount -$3,000,000
CIP In Brief
3
The proposed funding plan supports the City Commission's commitment not to
increase the current property tax rate for the next four years,
Utilizes a stormwater utility program to correct and improve drainage along
roadways for certain areas of the City. A total of $4,875,000 worth of
improvements will be completed during the five year period.
Additional park/open space land is proposed to be purchased to provide
recreational opportunities to City residents..
A total of $7,423,800 of Citywide beautification improvements including median
landscaping, lighting and signage is funded to continue to fulfill our goal of being
the most beautiful City in South Flodda. Major improvements include; the entire
length of Biscayne Boulevard, NE 190 Street, NE 185th Street, NE 213 Street
and FEC railroad landscape buffer south of Lehman Causeway.
Funding has been provided to install decorative street light fixtures that will
complement the city's beautification improvements and provide well lighted
roadways. Areas included are NE 185th Street, NE 28th Avenue, NE 213th
Street, NE 190 Street, NE 34th Avenue and Country Club Drive.
Major safety and lighting improvements will be made along the exercise/walking
path located around Country Club Drive.
The systematic replacement of bus benches, shelters and trash receptacles will
continue to be made over the next five years.
Road improvements to enhance traffic flow and safety are included for NE 213th
Street, NE 185th Street, NE 34th Avenue, NE 28th Avenue and Country Club
Drive.
Construction of a permanent Government Center to house all city offices,
including the Police department and cultural center is expected to begin this year.
Provides the necessary equipment to continue to provide high quality and
effective police services and ensures that the tools of production, vehicles,
equipment and technology, are available for city operations.
Implements a sidewalk improvement and replacement program.
Continues the implementation of technology improvements and management
information systems to enhance the productivity and efficiency of city operations.
CIP In Brief
4
The following represents an overview of the major points of the recommended funding
plan:
1. Utilize "pay - as - you - go" financing through annual appropriations to fund
$17,650,892 of the total five year amount of $30,650,892.
2. Issue long term revenue bond debt in the amount of $18,250,000 to finance the
purchase of the park site, government center/police station and cultural center. The
annual debt service payment of $1,450,00 will be paid from Utility Tax proceeds.
Issue long term revenue bond for Stormwater drainage improvements in an amount
that generates $2,500,000. The annual debt service of $250,000 will be paid from
the proceeds of the Stormwater Utility fees.
4. No increase in the ad valorem tax rate is proposed over the five year plan.
5. Financing plan assumes the City will receive $1,250,000 per year from FPL
franchise fees from Dade County beginning in fiscal year 1998/99.
6. Utilize funding from Florida Department of Transportation in the amount $1,900,000
to supplement the City's Beatification plans on Biscayne Blvd.
Utilize funding from impact fees (Police Impact Fee Fund), grants and developer
contributions in the amount of $2,387,591 to assist in the funding of land purchases,
drainage, beautification plans and police equipment.
The proposed funding plan involves a commitment to annual appropriations established
in yearly budgets and long term financing for major projects that are contained in the
Capital Improvement Program Long Term Financing Action Plan. After evaluating the
nature of the various projects that are included in the City's General Capital
Improvement Program, it was decided that both pay-as-you-go and bond financing
would be most appropriate for funding the program.
Pay-As-You-Go
It has been determined that those projects outlined in the five year program but not
included in the Long Term Financing Action Plan will be financed under a pay-as-you-go
methodology in that they represent a large number of relatively small dollar recurring
projects.
Bond Financing
It has been determined that those projects as shown on the Long Term Financing
Action Plan will be financed through the issuance of revenue bonds This financing
methodology works well with a small number of relatively large dollar value non
recurring projects which generally will exist to benefit the current and future resident
during the life of the debt.
CIP in Brief
5
The following table reflects the distribution of all proposed projects to the funding source
or mechanism, which is appropriate for funding the projects for each of the five years of
the program.
Capital Improvement Program
1998/99-2002/03
Summary By Funding Source
Funding Source 1998/99 t999/00 2000101 2001102 2002/03 TOTAl
General 4,473,000 t,t28,229 2,012,233 1,666,614 t,893,225 11,173,301
Police impact Fees 154,844 22,969 5t,73t 55,503 102,544 387,59t
Stormwater Utility 975,000 25,000 2,525,000 t,075,000 25,000 4,625,000
Grants 1,350,000 1,350,000
Revenue Bond 10,500,000 0 0 0 t0,500,000
FDOT 565,000 300,000 t00,000 1,000,000 0 1,965,000
Developer Contribution 650,000 0 0 0 0 650,000
$ t8,667,844 $ 1,476,t98 $ 4,688,964 $ 3,797, tt7 $ 2,020,769 $ 30,650,892
34%
Grants
Police impact Fees 4%
1% FDOT
6%
General Fund
36%
The following Action Plan has been prepared to provide an overview of projects included in the five year
plan to be financed from bend proceeds:
1998 Revenue Bond Series*
$16,800,000'
Proiects
Park Site Purchase, Government Center Site Purchase, Government Center, Police Station & Cultural
Center
*to be secured by Utility Tax Proceeds
2000 Stormwater Utility Revenue Bond Sedes**
$2,500,000**
Projects h rt NE 29th Place, NE 29m Court, NE
Biscayne Lake Gardens Area Drainage mprovements, NE 27 Cou ,
30th Avenue, NE 201 Terrace and N. E. 203 Street
**to be secured by Stomwvater Utility Fee Proceeds
ClP In Brief 6
This chart provides an overview of the funding plan for the General Fund including
projected revenues and expenditures over the next five years.
RECAP OF AVAILABLE RESOURCES vs PROPOSED APPROPRIATIONS
GENERAL CAPITAL IMPROVEMENT PROGRAM
1998/99 1999/00 2000/01 2001/02 2002/03
TOTAL PROJECTED AVAILABLE RESOURCES $14,915,915 $15,715,021 $15,937,974 $15,620,046 $15,883,688
PROJECTED OPERATING EXPENDITURES 11,346,266 12,134,250 13,002,434 13,924,839 14,924,254
TRANSFER TO GENERAL CAPITAL IMPROVEMENT
PROGRAM 3,569,649 3,580,771 2,935,540 1,695,207 959,434
BALANCE FROM PREVIOUS YEAR 3,248,000 2,344,649 4,797,191 5,720,498 5,749,091
TOTAL AVAILABLE RESOURCES FOR ClP 6,817,649 5,925,420 7,732,731 7,415,705 6,708,524
pAY-AS-YOU-GO PROPOSED APPROPRIATION - CIF 4,473,000 1,128,229 2,012,233 1,666,614 1,893,225
BALANCE IN CIP - END OF YEAR
$2,344,649 $4,797,191 $5,720,4~8 $5,749~(~1 $4,815,290
The City's fund balance grows and the City's finances remain strong and healthy over
the five year period.
$16,000,000
$14,000,000
$12,000,000
$10,000,000
$8,000,000
$6,000,000
$4,000,000
$2,000,000
$0
1998~9
Legend
--- Expenditures
...... ClP
Fund Balance
1999100 2000101 2001102 2002103
CIP In Brief
7
The following projects are scheduled for the fiscal year beginning October 1,1998 and
ending September 30,1999:
Project
Amount
Park/Open Space Land Purchase
$2,700,000
Country Club Drive ExerciseNValking Path
Improvements
300,000
Citywide Beautification Improvements:
NE 190 Street
NE 185 Street
Biscayne Boulevard (4) Phase I
FEC Landscape Buffer
Replace 3 shelters, 7 benches & trash receptacles
NE 185th Street and NE 28th Avenue Improvements
Pedestrian Transportation Circulation Safety
Improvements - Country Club Drive
Drainage Improvements:
NE 185th Street and NE 28th
NE 191st Street NE 29t~ Avenue
Street Lighting Improvements:
NE 185th Street and NE 28th
N. E. 190th Street
Sidewalk Improvements - 29th Place and Aventura
BIvd
Government Center & Police Station Construction
Computers & Communications:
Mobile Laptops, Handheld Radios, Mobile Radios,
Information Management System, and Computers.
2,475,000
142,000
400,000
240,000
1,225,000
290,000
50,000
10,500,000
145,500
Capital Equipment
200,344
Total Capital Projects Expenditures
$18,667,844
CIP In Brier
8
Over $30,650,892 worth of improvements will be completed over the next five years
without a tax increase. The CIP fulfills one of the main goals of incorporation - providing
better service to the community while utilizing revenues generated within the City to
fund needed Citywide improvements. Thus the residents of the City of Aventura can
control their own destiny.
The City of Aventura has the lowest tax rate in Dade County, The following table
compares the tax rates of the cities located in Dade County:
city Millage
Aventura 2.2270
Pinecrest 2.2770
UMSA 2.6830
Virginia Gardens 3.2950
Bal Harbour 3.3300
Sweet Water 3.5316
Key Biscayne 3.6060
Bal Harbour Island 4.8627
Coral Gables 5.5090
North Bay Village 5.5130
Surfside 5.6030
Miami Springs 6.9500
South Miami 6.8000
Florida City 7.1330
El Portal 7.7000
Hialeah Gardens 7,7800
Medley 7.9230
Hialeah 7.9840
Biscayne Park 8.1780
West Miami 8.4950
Homestead 8.6816
North Miami Beach 8.6881
Golden Beach 8.7377
Miami Shores 8.7400
North Miami 9.1520
Opa Locka 9.8000
Islandia 9,8900
Indian Creek 9.9600
Miami Beach 10,1760
Miami 12.0195
CIP In Brief
9
CIP In Brief
Interim Service Fees Study
City of Aventura
Florida
May 1, 1998
Prepared by:
Tischler and Associates, Inc.
Bethesda, Maryland
Pasadena, California
Tlsc:-n .F~,
Assocuu-~% INC.
4701 Sangamore Road
Suite N210
Bethesda, MD 20816
(301) 32O-69OO
Fax: (301) 320-4860
80Annandale Road
Pasadena, CA91105-1404
(818) 790-6170
Fax:(818) 790-6235
(800) 424-4318
Fiscal Impact Analysis
Capital Facility Analysis
Impact Fee Systems
Growth Policy P~anning
Economic and Market Analysis
MUNIES, FISCALS & CRIM
Fiscal impact systems tailored
for each communiiy
TABLE OF CONTENTS
I. EXECUTIVE SUMMARY ..................................................................................................... 1
A. BACKGROUND ........................................................................................................................
B. METHODOLOGY ..................................................................................................................... 1
C. DEMAND FOR C/TY SERVICES ................................................................................................ 2
D. MAXIMUM SUPPORTABLE INTERIM SERVICE FEES ................................................................ 2
Il. GROWTH IMPACTED SERVICE ACTIVITIES & ASSOCIATED GROSS FEES.,....6
A. FINANCIAL SUPPORT SERVICES ................................................................................................ 7
B. LEGAL SERVlCES ...................................................................................................................... 8
C, PUBLIC SAFETY DEPARTMENT ................................................................................................. 9
D, COMMUNITY SERVICES DEPARTMENT ................................................................................... l0
E. NON-DEPARTMENTAL ............................................................................................................ 12
Ill. ADJUSTED FEES BEFORE LAND CREDITS ............................................................ 14
IV. LAND TAX CREDITS AND NET FEES ........................................................................ 15
V. SUPPORTING DOCUMENTATION ............................................................................. 17
A. 1997 POPULATION AND EMPLOYMENT ESTIMATES ................................................................ 17
B. AVERAGE HOUSEHOLD SIZE .................................................................................................. 17
C. BUILDING AREA RATIOS ........................................................................................................ 18
D. RESIDENTIAL AND NONRESIDENTIAL VEHICLE TRIPS ............................................................ 19
ASSOCIATe, INC.
4701 Sangamore Road
Suite N210
Bethesda, MD 20816
(301) 320-6900
Fax: (301) 320-4860
80 Annandale Road
Pasadena, CA 91105-1404
(818) 790~6170
Fax: (818) 7'90-6235
(800) 424-4318
Fiscal impact Analysis
Capital Facility Analysis
Impact Fee Systems
Growth Policy Pteaning
Economic and Market Analysis
MUNIES, FISCALS & CRIM
Fiscal impact systems tailored
lor each community
I. EXECUTIVE SUMMARY
A. Background
Interim service fees are charged to new development to cover operating expenses
which are not initially covered by real estate taxes. The reason for implementing
interim service fees is that a certificate of occupancy for new development issued
after January 1 of one year will not be included on the tax rolls until the following
year. Since the City needs to provide services to the inhabitants of residential and
nonresidential space, interim service fees are an equitable approach to having
these users pay for their fair share of the City services that are needed prior to the
time the property is assessed property taxes.
Without the implementation of interim service fees, the existing taxpayers will
continue to subsidize operating costs incurred by the City to service the new
residents and employees from the time of the certificate of occupancy to the time
the property is put on the tax roll. Under State general laws, real estate taxes
cannot be imposed upon improvements to real property for any fiscal year, until
the first fiscal year commencing after the first January 1 after substantial
completion of such improvements. Therefore, if an improved property is
completed on January 2, 1997, property taxes are not due until November 1, 1998,
22 months later. If an improved property is completed on December 3 I, 1997,
property taxes are also due November 1, 1998, 10 months later. Given that
property taxes due each November 1, are for Aventura's fiscal year beginning
October 1, the time range before the owner of newly improved property pays for
City services through property taxes is 9 to 21 months. Accordingly, the interim
service fee schedule is prorated over a period of fifty-two weeks from 9 months to
21 months.
B. Methodology
The first component of determining interim service fees is to ascertain the various
City activities whose operating expenses are: 1) paid through the General Fund,
and 2) likely to increase due to growth. Net operating costs for these relevant
activities are then determined based on the FY97/98 budget. To determine the net
costs, all relevant revenues for that activity are deducted from the total operating
costs for services. For example, federal grants are subtracted from Public Safety
costs to determine net operating costs due to growth.
The second component is the determination of the most appropriate demand
generator (such as population or employment or both) for the service to be
provided to the property. For example, costs for Legal Services are impacted by
both population and employment, whereas costs for Community Services are
based on vehicle trip generation by land use given that a significant portion of
these costs are for roads.
Page 1
Next, factors are calculated based on the demand generator. For example, costs for Legal
Services are divided by total population and employment to derive a per capita and employee
cost that applies to new growth. This factor is then multiplied times the number of persons per
household by housing type to determine a cost per housing unit, and multiplied times the number
of employees per nonresidential square feet (per room for hotels) by employment type to
determine costs for nonresidential space.
The next step is to adjust the gross fees to reflect the total property tax revenue collected in the
1997/98 fiscal year. This avoids the possibility that the fees will be higher than the property
taxes that would be collected if the new development were on the assessment rolls. The final
step of the methodology is to apply property tax credits for land. Property tax credits result from
any real estate taxes paid on the land, which, unlike the improved property, is on the tax rolls
during the first year.
Section II of this report discusses the growth related net annual costs for each service activity in
the City budget, the methodologies used, and the resulting gross annual fees. In Section HI, the
gross annual fees are adjusted to account for actual property tax collected in the City. In Section
IV, land tax credits are applied and the net annual fees are derived. Section V is the supporting
documentation section and includes all population, employment, household and building-
employee ratios used to determine the fees.
C. Demand for City Services
Demand for City services included in the interim service fee methodology is dependent on the
number of people and employees per house or per nonresidential activity, respectively. The
residential and nonresidential development categories are described below. Refer to the
Supporting Documentation Section at the end of this report for further details.
The residential interim service fees are calculated on a per housing unit basis for the following
categories: 1) single family detached, and 2) multifamily and other. The multifamily and other
category includes attached units such as townhouses and condominiums.
The nonresidential interim service fees include three categories: 1) office/institutional,
2) retail/shopping center, and 3) hotel. Nonresidential interim service fees are calculated per
1,000 square feet of development, as determined by gross floor area and the number of
employees per square foot. (For resort hotels, per room factors are used.) This approach allows
the fees to be proportionately increased according to the size of nonresidential development.
D. Maximum Supportable Interim Service Fees
The table on Pages 4 and 5 provide a schedule of the maximum supportable interim service fees
for the City; that is, the amount that will not necessitate any subsidy by the existing taxpayers.
This schedule would be included in the interim service fee ordinance.
Tischler & Associates, inc.
Page 2
Residential fees per housing unit vary by type of housing and the nonresidential fees are listed
per 1,000 square feet of building space (gross floor area). Hotel fees are listed per room. Since
the interim service fees will be applied to serving new residents and employees once they occupy
the units, the fees should become effective at the time of Certificate of Occupancy.
As indicated earlier, the fees are prorated over 52 weeks from 9 to 21 months. Week 52 in the
table applies to an improved property receiving a Certificate of Occupancy the first week of
January, 21 months prior to the fiscal year beginning October 1. Week 1 in the table applies to
an improved property receiving a Certificate of Occupancy the last week of December, 9 months
prior to the fiscal year beginning October 1. These maximum and minimum fees are prorated
over a 52 week period.
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Interim Service Fees - Prorated
City of Aventura, Florida
Single Corn / Shop Com/ Shop Corn / Shop Office / Inst Office / Inst Office / Inst
Family Multi- less than 75,000 to greater than less than 17,500 to greater than
WEEK Detached Family 75,000 SF 150,000 SF 150,000 SF 17,500 SF 37,500 SF 37,500 SF Hotel
(per unit) (per unit) (per 1,000 SF) (per 1,000 SF (per 1,000 SF) (per 1,000 SF) (per 1,000 SF (per 1,000 SF) (per room)
1 $241 $213 $1,019 $798 $658 $360 $317 $289 $91
2 $238 $210 $1,008 $789 $651 $356 $314 $286 $90
3 $236 $208 $997 $781 $644 $352 $310 $283 $89
4 $233 $206 $985 $772 $637 $348 $307 $280 $88
5 $231 $203 $974 $763 $630 $344 $303 $277 $87
6 $228 $201 $963 $754 $622 $340 $300 $273 $86
7 $225 $199 $952 $746 $615 $336 $296 $270 $85
8 $223 $196 $941 $737 $608 $332 $293 $267 $84
9 $220 $194 $929 $728 $601 $328 $289 $264 $83
10 $217 $192 $918 $719 $593 $324 $286 $261 $82
11 $215 $189 $907 $710 $586 $320 $282 $257 $81
12 $212 $187 $896 $702 $579 $316 $279 $254 $80
13 $209 $185 $885 $693 $572 $312 $275 $251 $79
14 $207 $182 $873 $684 $564 $308 $272 $248 $78
15 $204 $180 $862 $675 $557 $304 $268 $245 $77
16 $201 $178 $851 $667 $550 $300 $265 $242 $76
17 $199 $175 $840 $658 $543 $296 $261 $238 $75
18 $196' $173 $829 $649 $535 $292 $258 $235 $74
19 $193 $171 $817 $640 $528 $289 $255 $232 $73
20 $191 $168 $806 $631 $521 $285 $251 $229 $72
21 $188 $166 $795 $623 $514 $281 $248 $226 $71
22 $185 $164 $784 $614 $507 $277 $244 $223 $70
23 $183 $161 $773 $605 $499 $273 $241 $219 $69
24 $180 $159 $761 $596 $492 $269 $237 $216 $68
25 $178 $157 $750 $588 $485 $265 $234 $213 $67
26 $175 $154 $739 $579 $478 $261 $230 $210 $66
Interim Service Fees By Week Continued...
City of Aventura, Florida
Single Com/ Shop Com/ Shop Com/ Shop Office / Ina Office / Inst Office / Ina
Family Multi- less than 75,000 to gre~er than less than 17,500 to g~er than
WEEK Detached Family 75,000 SF 150,000 SF 150,000 SF 17,500 SF 37,500 SF 37,500 SF Hotel
(per unit) (per unit) (per 1,000 SF) ,(per 1,000 SF (per 1,000 SF) (per 1,000 SF) (per 1,000 SF (per 1,000 SF) (per room)
27 $172 $152 $728 $570 $470 $257 $227 $207 $65
28 $170 $150 $717 $561 $463 $253 $223 $203 $64
29 $167 $147 $705 $553 $456 $249 $220 $200 $63
30 $164 $145 $694 $544 $449 $245 $216 $197 $62
31 $162 $143 $683 $535 $441 $241 $213 $194 $61
32 $159 $140 $672 $526 $434 $237 $209 $191 $60
33 $156 $138 $661 $517 $427 $233 $206 $188 $59
34 $154 $136 $649 $509 $420 $229 $202 $184 $58
35 $151 $133 $638 $500 $412 $225 $199 $181 $57
36 $148 $131 $627 $491 $405 $221 $195 $178 $56
37 $146 $129 $616 $482 $398 $217 $192 $175 $55
38 $143 $126 $605 $474 $391 $213 $188 $172 $54
39 $140 $124 $594 $465 $384 $209 $185 $168 $53
40 $138 $121 $582 $456 $376 $206 $181 $165 $52
41 $135 $119 $571 $447 $369 $202 $178 $162 $51
42 $132 $117 $560 $439 $362 $198 $174 $159 $50
43 $130 $114 $549 $430 $355 $194 $171 $156 $49
44 $127 $112 $538 $421 $347 $190 $167 $153 $48
45 $125 $110 $526 $412 $340 $186 $164 $149 $47
46 $122 $107 $515 $403 $333 $182 $160 $146 $46
47 $119 $105 $504 $395 $326 $178 $157 $143 $45
48 $117 $103 $493 $386 $318 $174 $153 $140 $44
49 $114 $100 $482 $377 $311 $170 $150 $137 $43
50 $111 $98 $470 $368 $304 $166 $146 $134 $42
51 $109 $96 $459 $360 $297 $162 $143 $130 $41
52 $106 $93 $448 $351 $289 $158 $139 $127 $40
II. GROWTH IMPACTED SERVICE ACTIVITIES & ASSOCIATED GROSS FEES
The first component of determining interim service fees is to ascertain the various City activities
whose operating expenses are: 1) paid through the General Fund, and 2) likely to increase due to
growth. Net operating costs for these relevant activities are then determined based on the
FY97/98 budget. To determine the net costs, ail relevant revenues for that activity are deducted
from the total operating costs for services. The second component is to determine the most
appropriate demand generator such as population and/or employment. The gross fees are then
caiculated per development type based on persons per household or employees per square feet or
per hotel room.
The residentiai interim service fees are caiculated on a per housing unit basis for the following
categories: 1) single family detached, and 2) multifamily and other. The multifamily and other
category includes attached units such as townhouses and condominiums. The nonresidentiai
interim service fees are based on the three land categories and size ranges as defined below.
Office/Institutionai -- This category includes finance, insurance, reai estate, services,
and institutional land uses. Three size categories are used: less thanl7,500 square
feet, 17,500 to 37,500 square feet, and greater than 37,500 square feet. These reflect
smaller and larger office related uses, which in turn affect the number of employees
per 1,000 square feet.
Retail/Shopping Center -- This general commercial category includes all retail land
uses and shopping centers. Shopping centers typicaily include personal and business
services and eating/drinking places. Three size categories are used: less than 75,000
square feet, 75,000 to 150,000 square feet, and greater than 150,000 square feet.
These reflect smailer and larger retail activities, which in turn affect the number of
employees per 1,000 square feet.
Hotel -- This category includes hotel facilities that provide sleeping
accommodations, restaurants, cocktail lounges, meeting and banquet rooms or
convention facilities, and other retail and service shops.
At the City's discretion, based on an applicant's request and supporting documentation, a more
appropriate nonresidential land use category may be utilized as based on the Institute of
Transportation Engineers Trip Generation manuai. For example, a self service storage facility
would be its own category, and the applicable fee would be calculated based on the unique
employment levels for this type of facility. In general, the larger the office and retail activities,
the fewer employees there will be per 1,000 square feet. The industriai category, or warehousing
and light industriai, are fairly consistent regardless of size. Other categories that may be more
specific could have higher or lower numbers.
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A. Financial Support Services
Of the five activity centers of the Finance Support Services Department, the Director of Finance
Support Services activity is expected to be unaffected by growth. The other activity areas of
Accounting, Purchasing Human Resources and Information Management will be affected by
growth. The budget expense categories include personal services, contractual services and other
charges and services. To ascertain the department's variable operating expenses, the $138,555
personal services costs for the Director of Finance Support Services activity is deducted from the
total cost $519,171. This results in an expense of $380,616.
A per capita and employee cost factor is next derived given that both residential and
nonresidential development benefits from this activity. Dividing the net cost of $380,616 by the
total peak population and employment in the City, 41,239 (24,360 residents plus 16,879
employees), results in a cost factor of $9.23. The table below, which also uses data in Section V,
Supporting Documentation, summarizes the gross factors by land use type using the above cost
factor.
Financial Support Services Gross Interim Service Fees
City of Aventura, Florida
Persons Per Household
Single Family Detached
Multifamily
Employees Per 1,000 Square Feet
Com/ Shop Ctr < 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Com/ Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Level Of Service
Cost per Capita or Employee
Gross Interim Service Fees
Residential
Single Family Detached
Single Family Attached
Nonresidential
Com/ Shop Ctr < 75,000 Sq Ft
Corn / Shop Ctr 75,000-150,000 Sq Ft
Corn / Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Standards:
2.11
1.68
3.33
2.50
2.00
4.39
4.04
3.80
0.90
$9.23
Per Housinq Unit
$19.46
$15.47
Per 1,000 Square Feet
$30.77
$23.07
$18.46
$40.49
$37.28
$35.03
$8.31
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B. Legal Services
A legal firm performs legal services as required by the City Council and City Manager. Based
on discussions with city staff, it is estimated about 25% of the legal services costs can be
considered variable and will increase due to growth. Therefore, 25% of the $205,000 in legal
costs represents variable costs of $51,250. Dividing $51,250 by the total peak population and
employment in the City, 41,239 (24,360 residents plus 16,879 employees), results in a cost factor
of $1.24. The table below summarizes the gross factors by land use type using the resulting cost
factor.
Legal Services Gross Interim Service Fees
City of Aventura, Florida
Persons Per Household
Single Family Detached
Multifamily
Employees Per 1,000 Square Feet
Corn / Shop Ctr < 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Corn / Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Level Of Service
Cost per Capita or Employee
Gross Interim Service Fees Residential
Single Family Detached
Single Family Attached
Nonresidential
Corn / Shop Ctr < 75,000 Sq Ft
Corn / Shop Ctr 75,000-150,000 Sq Ft
Corn / Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Standards:
2.11
1.68
3.33
2.50
2.00
4.39
4.04
3.80
0.90
$1.24
Per Housinq Unit
$2.62
$2.08
Per 1,000 Square Feet
$4.14
$3.11
$2.49
$5.45
$5.02
$4.72
$1.12
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C. Public Safety Department
As the City continues to grow, most of the public safety operating expenses will increase.
Exceptions are the positions of police chief, deputy chief, executive assistant and administrative
assistant. However, the other activity centers of uniform patrol, special services and
administrative services will experience an increase in operating expenses. The total public safety
budget is $4,099,720. From this is deducted the fully burdened personal services costs of the
four positions noted above, $280,152. The gross costs are therefor $3,819,568. Three revenue
categories are deducted from this figure. These are federal grants ($7,396), police detail billing
($10,000), and county court fines ($35,000). When the total revenue of $52,396 is deducted
from the expenses, the resulting net expenses are $3,767,172.
The demands for services are calculated by evaluating the calls for service as provided by the
Police Department. In evaluating the costs for service, TA aggregated the calls for service,
which could be attributed to nonresidential land uses, such as retail, office and industrial/flex,
and residential land uses. For a period of approximately 3 months, ending in January 26, 1998,
the calls for service from these categories totaled 2,885. Of these, approximately 59% were for
the nonresidential categories indicated above and 41% were for residential. Of the nonresidential
calls, 93% were specifically related to retail activities and 7% were related to the remaining two
categories. These distributions of calls for service are not surprising given the magnitude of
retail activity within the city compared to other land uses. This distribution will be used for the
allocation of the costs.
As noted, 41% of the net expenses are allocated to residential. This figure of $1,544,540
(3,767,172 x .41) is divided by the population figure of 24,360 to generate a per capita cost of
$63.40.
The nonresidential cost is allocated on the basis of employees per thousand square feet by type of
activity. TA used the Dade County employment estimates by traffic analysis zone in Aventura
for 1995 and 2005 and assumed an average annual increase during this period. This results in an
estimated 8,359 employees in the commercial sector in 1997. Since 93% of the nonresidential
costs are allocable to retail, or $2,067,047 ($3,767,172 x .59 x .93), the cost per retail employee
is $247.28. The other remaining employment is for industrial (701 employees) and service
(7,746 employees including hotels). The remaining costs, $155,584, ($3,767,132 x .59 x .07) are
allocated to the 8,447 employees. The resulting figure is $18.42 per employee for these
categories. The table below summarizes the gross factors by land use type using these resulting
cost factors.
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Public Safety Gross Interim Service Fees
City of Aventura, Florida
Persons Per Household
Single Family Detached
Multifamily
Employees Per 1,000 Square Feet
Com/ Shop Ctr < 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Com/ Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Level Of Service
Cost per Capita
Cost per Retail Employee
Cost per Office/Hotel/industrial Employee
Gross Interim Service Fees
Residential
Single Family Detached
Single Family Attached
Nonresidential
Corn / Shop Ctr< 75,000 Sq Ft
Corn / Shop Ctr 75,000-150,000 Sq Ft
Corn / Shop Ctr> 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per roomJ
Standards:
2.11
1.68
3.33
2.50
2.00
4.39
4.04
3.80
0.90
$63.40
$247.28
$18.42
Per Housina Unit
$133.70
$106.31
Perl,000Sauare Feet
$824.26
$618.20
$494.56
$80.80
$74.40
$69.90
$16.58
D. Community Services Department
There are a number of services performed under the Community Services Department. These
are allocated to four general activity centers: public works, contractual city engineer services,
landscape architecture, and cultural/recreation.
During the current budget year, the operating expenses of this department will increase in order
reflect the operation of Founders Park as well as the initiation of the local circulator bus services.
Accordingly, there are no fixed costs assumed in this department. The total conununity service
costs are $1,306,902. From this is subtracted the General Fund revenue category of
recreational/cultural events ($20,000) and the State revenue sharing revenues utilized in the
operations of this department ($78,000). Therefore, revenues of $98,000 are deducted from the
total costs, to represent a net operating expense of $1,208,902.
Because the overwhelming focus of current activities are related to roads, street maintenance,
and related landscaping and beautification, road usage by various land use categories is utilized
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as a proxy for allocating the Community Services Department costs. The table below provides a
summary of the Level of Se[vice standards used to calculate the interim service fees.
Community Services Gross Interim Service Fees
City of Aventura, Florida
Total Res and Nonres A WDV Trips in 1997: 143,505
Total FY97 Net Community Services Operating Cost: $1,208,902
Average Weekday Vehicle Trip Ends
Residential (~er Housino Unit~
Single Family Detached
Multifamily
Nonresidential (oer 1.000 So Ft}
Com/ Shop Ctr < 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Corn / Shop Cfr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office/Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Trip Adjustment Factors Residential
Corn / Shop Ctr < 75,000 Sq Ft
Corn / Shop Ctr 75,000-150,000 Sq Ft
Com/ Shop Ctr > 150,000 Sq Ft
All Other Nonresidential
Level Of Service
Annual Operating Expenditures per Trip:
Gross Interim Service Fees Residential
Single Family Detached
Multifamily
Nonresidential
Corn / Shop Ctr < 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Com/ Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office/Inst > 37,500 Sq Ft
Hotel (per room)
Commercial / Office/
Residential Shoppin~l Centers Hotel
9.57
5.8E
87.31
68.17
53.22
22.64
18.3t
15.59
8.92
62%
23%
28%
34%
5O%
$8.42 $8.42 $8.42
Per Housing Unit
$49.98
$30.61
Perl,000SqFt
$169.43
$162.65
$151.09
$95.37
$77.11
$65.65
per Room
$37.57
The total annual net operating cost of $1,208,902 is divided by the estimated number of
residential and nonresidential Average Weekday Vehicle Trips (AWDVT) in 1997, 143,505.
(Refer to the Supporting Documentation Section at the end of this report for details on how 1997
trips are determined.) The resulting average operating cost is $8.42 per trip. This is multiplied
by the number of trips for each development type to determine an average annual cost factor to
be applied to new growth. The resulting fees are shown at the bottom of the table.
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The Level of Service (LOS) standards include Average Weekday Vehicle Trip Ends from the
reference book, Trip Generation, published by the Institute of Transportation Engineers (6th
edition, 1997). A "trip end" represents a vehicle either entering or exiting a development (as if a
traffic counter were placed across a driveway). For trip generation rates not shown in the table,
Aventura staff may use the most appropriate rates from the Trip Generation manual, or rates
from approved local transportation studies.
Trip generation rates are adjusted to avoid double counting each trip at both the origin and
destination point. For office/institutional and hotel development, the trip factor is 50 percent.
For Commercial/Shopping Center development the trip adjustment factor ranges from 23 to 34
percent depending on the floor area of the development. The trip factor is less than 50 percent
because retail uses attract vehicles as they pass by on arterial and collector roads. For example,
when someone stops at a convenience store on the way home from work, the convenience store
is not their primary destination. The Trip Generation manual indicates that, on average, 31
percent of the vehicles entering shopping centers that have at least 250,000 square feet of floor
area are passing by on their way to some other primary destination. The remaining 69 percent of
attraction trips have the shopping center as their primary destination. Because attraction trips are
half of all trips, the trip adjustment factor for large size Commercial/Shopping Centers is 69
percent multiplied by 50 percent, or approximately 34.5 percent of the trip ends. The data
contained in Trip Generation indicates there is an inverse relationship between shopping center
size and pass-by trips. Therefore, appropriate trip adjustment factors have been calculated for
the three categories of shopping center size used in the Community Services Department interim
service fee calculations.
For Residential uses, the trip adjustment factor is 62 percent because many of the employed
residents of Aventura go to work outside of the City. Half of the trips attributed to residential
uses are production trips (leaving home), and half are attraction trips (returning home).
Therefore, the basic trip factor is 50 percent. To this is added 11 percent to account for Aventura
residents working outside the City. According to 1990 census data (from Table P46 of STF3A),
approximately 84% of Aventura workers were employed outside of the City. Because home-
based work trips generally account for 28% of all productions trips (National Personal
Transportation Study, US Dept. of Transportation, 1984), these three factors may be multiplied
together (0.50 x 0.28 x 0.84) to indicate the percentage of home-based work trips to locations
outside of Aventura. The resulting 12 percent of trips have been added to the residential trip
adjustment factor to account for increased road impact due to commuting patterns.
E. Non-Departmental
Various activities of the non-departmental category will provide services directly to employees
of various departments or to the City at large. For example, the insurance cost is heavily
influenced by increase in personnel, particularly police. Postage and copy machine costs are also
affected by increases in population and employment within the city. The total operating
expenses for this department are $516,179. Since there are no offsetting revenues, these costs
are reflected as part of the interim service fee. Dividing $516,179 by the total peak population
and employment in the City, 41,239 (24,360 residents plus 16,879 employees), results in a cost
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factor of $12.52. The table below summarizes the gross factors by land use type using the
resulting cost factor.
Non-Departmental Gross Interim Service Fees
City of Aventura, Florida
Persons Per Household
Single Family Detached
Muitifamily
Employees Per 1,000 Square Feet
Com/ Shop Ctr< 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Com/ Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per room)
Level Of Service
Cost per Capita or Employee
Gross Interim Service Fees Residential
Single Family Detached
Single Family Attached
Nonresidential
Corn / Shop Ctr < 75,000 Sq Ft
Com/ Shop Ctr 75,000-150,000 Sq Ft
Com/ Shop Ctr > 150,000 Sq Ft
Office / Inst < 17,500 Sq Ft
Office / Inst 17,500-37,500 Sq Ft
Office / Inst > 37,500 Sq Ft
Hotel (per mom)
Standards:
2.11
1.68
3.33
2.50
2.00
4.39
4.04
3.80
0.90
$12.52
Per Housinq Unit
$26.39
$20.99
Per 1,000 Square Feet
$41.72
$31.29
$25.03
$54.91
$50.56
$47.50
$11.27
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IlL ADJUSTED FEES BEFORE LAND CREDITS
For purposes of fairness, and to avoid the possibility that the fees will be higher than property
taxes that would be paid if these were partial year assessments, the net costs determined in
Section II are adjusted down to the total property tax revenue collected in the 1997 fiscal year.
Total growth-related General Fund expenditures amount to approximately $5.92 million.
However, property tax revenues for that year amount to $5.86 million, 98.92 percent of the $5.92
million growth-related total. Net expenditures for each service activity in the General Fund are
reduced proportionately. The table below summarizes the proportionately adjusted growth
related net costs for each growth impacted service activity discussed in Section II.
Total General Fund Coats and
Adjustments to Property Tax Total
City of Aventura, Florida
Net General Adjusted Net Percent
Service Fund Cost General Fund Cost Adjustment
Financial Services $380,616 $376,496 98.92%
Legal Services $51,250 $50,695 98.92%
Public Safety $3,767,172 $3,726,398 98.92%
Community Services $1,208,902 $1,195,818 98.92%
Non-Departmental $516,179 $510,592 98.92%
Total $5,924,119 $5,860,000 98.92%
This percentage adjustment must similarly apply to the gross fees by land use type for each
service activity calculated in Section II above. The gross fees and resulting adjusted fees are
summarized in the table below.
Total
~ngleFamilyDetached $19.46i $19.25 $2.62i $2.59 S133.'70i$132.25 $49.96! $40.44 $26.39i $26.11 $Z121 $230
vtdtifamily $15.47 [ $15.31 $2.06 1 $2.06 $1(16.31 i $105.16 $30.61 ! $30.28 $20.99 i $20.76 $175 [ $174
3crn/Sh~pCtr<75,000SqR $30.77i $30.43 $4.14i $4.10 $t~4.26i $815.34 $169.43i $167.60 $41.721 $41.27 $1,070i $1,059
7,~n/Sh~pC~75,000-150,0008qR $23.07i $22.82 $3.11 i $3.07 $818.201 $811.50 $162.65[ $160.89 $31.29i $30.95 $838i $829
2(~n/ShopCtr>150,000SqR $18.46i $18.26 $2.491 $2_46 $494.56! $489.20 $151.09[ $149.45 $25.03[ $24.76 $692[ $684
Office/nst<17,5(10SqR $40.49} $40.0~ $3.45i $3.39 $20.80i $79.93 $85.37i $94.34 $54.91i $54.32 $277i $274
Office/Instl7,,5(lO-37,500SqR $37.28i $36.88 $5.(lZi $4.97 $74.40i $73.60 $77.11i $76.27 $50.56i $50.C~ $244i $242
Clfice/Inst>37,5~0SqFt $3S.03i $34.65 $4.72i $4.67i ~.90[ $69.14 $65.651 $64.94 $47.E0i $46.99 $2231 $220
Hotel (p~ mom) $8.31i $8.22 $1.12i $1.11! $16.58i $1~40 $37.57! $37.16 $11.27! $11.14 $75! $74
(1) Fees are per unit fo/residential.
(2) Fees are p~' 1,G20 Sq. R. fo~ ~S~p and Office / Inst. and per rcx~n for I-~s.
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IV. LAND TAX CREDITS AND NET FEES
Given that owners of new development will pay property taxes on land (which is already on the
tax rolls) during initial occupancy after construction is complete, credits for land property tax
payments must be subtracted from the gross interim service fee. Based on an analysis of the
Miami Dade Property Appraiser's Assessment Roll, land value as a percentage of total property
value (land plus improvements) have been estimated for each of the residential and
nonresidential land use categories. These percentages are shown in the table below.
Land Value as a Percentage of Total Value
For New Construction
City of Aventura, Florida
Residential
Single Family Detached 40%
Multifamily 30%
Nonresidential
CommemiaVShopping Ctr. 45%
Office/Institional 25%
Hotel 30%
Source: City of Aventura, Finance Support Services
The net interim service fees by land use are determined by reducing the gross fee by the
associated land value percentage of total property value. The results are summarized in the table
below.
Net Interim Serivce Fees
City of Aventura, Florida
Gross Net Fee
Land Use Type Adjusted After
Fee Land Credits
Residential
Single Family Detached $230 $138
Multifamily $174 $121
Nonresidential
Corn / Shop Ctr < 75,000 Sq Ft $1,059 $582
Com/ Shop Ctr 75,000-150,000 Sq Ft $829 $456
Com/ Shop Ctr > 150,000 Sq Ft $684 $376
Office / Inst < 17,500 Sq Ft $274 $206
Office / Inst 17,500-37,500 Sq Ft $242 $181
Office / Inst > 37,500 Sq Ft $220 $165
Hotel (per mom) $74 $52
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Under State general laws, real estate taxes cannot be imposed upon improvements to real
property for any fiscal year, until the first fiscal year commencing after the first January I after
substantial completion of such improvements. Therefore, if an improved property is completed
on January 2, 1997, property taxes are not due until November 1, 1998, 22 months later. If an
improved property is completed on December 31, 1997, property taxes are also due November 1,
1998, 10 months later. Given that property taxes due each November 1, are for Aventura's fiscal
year beginning October 1, the time range before an improved property pays for City services
through property taxes is 9 to 21 months. Accordingly, the interim service fee schedule is
prorated over a period of fifty-two weeks from 9 months to 21 months.
The net fees in the table above, as based on the FY97/98 budget, represent onefiscal year.
Given that the owners of an improved property may not pay for City services through property
taxes for a maximum of 21 months, the annual fees above are multiplied times 1.75 (21 months
divided by 12 months). This results in a higher maximum fee and represents an improved
property receiving a Certificate of Occupancy the first week of January, 21 months prior to the
fiscal year beginning October 1. This maximum amount is prorated on a weekly basis over 12
months (52 weeks) to a minimum fee of 0.75 times the annual net fee (9 months divided by 12
months). This minimum fee represents an improved property receiving a Certificate of
Occupancy the last week of December, 9 months prior to the fiscal year beginning October 1.
The net fees by week are summarized in a schedule of fees on Pages 4 and 5 of this report.
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V. SUPPORTING DOCUMENTATION
A. 1997 Population and Employment Estimates
Current population and employment estimates in Aventura are summarized in the tables below.
Based on discussions with City staff, seasonal residents are estimated to be 20 percent of year-
round residents. Total peak year population is therefore 24,260. Total at place employment in
the City is estimated to be 16,879 based on Dade County Traffic Analysis Zone (TAZ) data. The
second table shows employee estimates by employee type.
1997 Population and Employment Estimates
City of Aventura, Florida
Year-round population 20,300
Seasonal residents (1) 4,060
Total Peak-Year Population 24,360
Employment (2) 16,879
Total Population and Employment 41,239
(1) Estiamted to be 20 percent of Year-Round Population.
(2) Estimated based on Dade County total employment estimates
byTAZ in Aventura in 1995 (16,299) and 2005 (19,199) and
averaging the employment increase.
1997 Employment Estimates by Employment Type
City of Aventura, Florida
Employment
Category Employees (1)
Industrial 701
Service 7,746
Commercial 8,359
(1) Estimated based on Dade County employment estimates by TAZ
in Aventura in 1995 (16,299) and 2005 (19,199) and averaging the
employment increase.
B. Average Household Size
In 1990, there were 8,889 households in Aventura. The 1990 mixture of housing types, as
defined by units in structure, is shown in the figure below. After reviewing the detailed
household size data, TA recommends using the following two residential categories in the
interim service fee calculations: 1) single family detached, and 2) multifamily, which includes all
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attached h,~asing units. The resulting average household size is 2.11 for single family detached
and 1.68 for multifamily. A differentiation by type of housing is necessary to make the interim
service fees roughly proportionate and reasonably related to service demands.
Population and Housing Characteristics
Aventura, Florida
Units in Structure Persons
Households
Persons per
Household
Owner-Occupied Housing
1 detached 79 40 1.98
1 attached 633 287 2.21
2 33 17 1.94
3-4 22 18 1.22
5-9 139 70 1.99
10-19 185 112 1.65
20-49 1,084 623 1.74
50 or More 9,022 5,440 1.66
Other 322 211 1.53
Renter-Occupied Housing
1 detached 18 6 3.00
1 attached 180 68 2.65
2 9 5 1.80
3-4 40 21 1.90
5-9 60 29 2.07
10-19 67 40 1.68
20-49 255 136 1.88
50 or More 2,702 1,741 1.55
Other 59 35 1.69
Aggregate Household Characteristics
Single Family Detached 97 46 2.11
Multifamily (1) 14,431 8,607 1.68
Other 381 246 1.55
TOTAL 14,909 8,899 1.68
(1) Includes SFA, and 2 units per structure through 50 or more units per structure.
Source: 1990 U.S. Census Bureau Summary Tape File lA, Aventura CDP
Housing Dist.
0.5%
96.7%
2.8%
100%
C. Building Area Ratios
To convert employment to gross floor area of nonresidential development, TA used average
square feet per employee multipliers (per room for hotels). The multipliers shown in the table
below are derived from national data published by the Institute of Transportation Engineers
(ITE) and the Urban Land Institute (ULI). The trip generation rates and the square feet per
employee multipliers are used in the interim service fee calculations.
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Employee and Building Area Ratios
City of Aventura Interim Service Fees
Land Use
(ITE code)
Commercial~ Shopping Ctr (820)
50 KSF GLA
100 KSF GLA
200 KSF GLA
General Office (710)
10 KSF GFA
2S KSF GFA
50 KSF GFA
Hotel (310)
Wkdy Trip Ends
Per 1,000 Sq Ft (1)
(Per Room for Hotels) (1)
Wkdy Trip Ends
Per Employse (1)
Emp Per
1,000 Sq Ft Sq Ft
(Per Room for Hotels) (1) Per Emp (2)
87.31 na 3.33
6837 na 2.50
53.22 na 2.00
22.64 5.16 4.39
18~31 4;04
15.59 4.11 3.80
6i97 302 2.31
8.92 14.34 0.90
(1) Based on Information provided from Trip Generation, Insf~tute of Transportation Engineers, 1997.
(2) Square feet per employee calculated from trip rates except for Shopping Center data, which ara derived
from Do~lara and Cents of ShoDoino Centers. published by the Urban Land Institute, and for hotels which
is based on data in 1997 ITE Manuel sourced from Buttke, Cari H. unpublished studies of building employment
densities
300
400
5O0
228
248
263
433
The square feet per employee multipliers shown in the last column on the right are used to
convert employment into thousands of square feet (KSF) of nonresidential floor area. In
Aventura, the General Light Industrial (ITE land use code 110) is an appropriate prototype for
jobs in the industrial employment sector. Office development in Aventura is typically located in
scattered, mid scale buildings. Therefore, a general office building of 25,000 square feet is a
suitable prototype for future office and institutional development. This size office building has
an average of 248 square feet per employee. For Retail jobs, a prototypical development in
Aventura is a shopping center of approximately 100,000 square feet. A commercial
development of this size will have approximately 400 square feet per employee. These
"prototypes" are used to calculate total nonresidential trips in 1997. (Refer to the next section
regarding the derivation of total residential and nonresidential vehicle trips in 1997.)
D. Residential and Nonresidential Vehicle Trips
The table below shows the estimated 1997 average weekday vehicle trips (AWDVT) in
Aventura. Both residential and nonresidential trips are calculated. This information is used for
the interim service fees associated with the Community Services Department (refer to Section II,
Part D). Based on current development characteristics, there are an average of 60,338 residential
trips and 83,167 nonresidential trips for a total of 143,505 vehicle trips on an average weekday.
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1997 Vehicle Trips on An Average Weekday
City of Aventura Interim Service Fees
Residential Housing Units (1) Units
Single Famiry Detached 89
Multifamily 16,622
All Other 475
Total 17,186
Average Weekday Vehicle Trip Ends per Household (2)
Percent
0.5%
96.7%
2.8%
100.0%
Trip Factors (3)
Single Family Detached 9.57
Multifamily 5.86
All Other 2.21
Residential Vehicle Trips on an Average Weekday
Single Family Detached
Multifamily
All Other
Residential Subtotal
Non-Residential Gross Floor Area (Sq. Ft. x 1,000) (4)
Industrial
Service (Office)
Commemial
Average Weekday Vehicle Trip Ends per 1,000 Sq. Ft. (2)
Industrial 6.97
Service (Office) 18.31
Commemial 68.17
Non-Residential Vehicle Trips on an Average Weekday
Industrial
Service (Office)
Commemial
Nonresidential Subtotal
62%
62%
62%
517
59,184
638
6O,338
304
1,918
3,344
Trip Factors (3)
50%
50%
28%
1,059
17,551
64,557
83,167
TOTAL TRIPS 143,505
(1) Based on 17,186 residential units in 1997 as estimated by the City. Percent breakdown by
housing unit type based on household distribution percentage as indicated in 1990 Census.
(2) Trip ends from 1997 ITE Manual for residential. Trip rate for multifamily is Residential Condo/
Townhouse category. Trip factor for other residential based on Congragate Care Facility.
Nonresidential based on typical development characteristics in Aventura -- IOOK retail space,
25K office space, and light industrial.
(3) See text in Section II, Part D for an explanation of trip factors.
(4) Based on 1997 employment distribution times employee square foot factors for typical
development characteristics in Aventura.
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