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02-27-2001 CC Workshop City Commission Workshop Meeting 2999NE 1915IStreet Suite 500 Aventura_ FL:H1RO February 27, 2001 9:00 A.M. AGENDA 1. Board Reports 2. 199th Street RR Crossing Update* 3. Government Center Rotating Art Program 4. Founders Park South Update* 5. Government Center Sculpture Update* 6. Adult Computer Training Program Update* 7. Street Solicitors Ordinance (Commissioner Perlow) 8. Cultural Center Update* Back-up Information Exists* Next Meeting: March 27, 2001 . Charter School Update . Community/Recreation Center Update . This meeting is open to the public. 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, 305-466-8901, not later than two days prior to such proceeding. Members of the City's Advisory Boards may be in attendance. 1 Eric Soroka - Accidents Page 11 From: To: Date: Subject: Thomas Ribel Soroka, Eric 212210111:16AM Accidents They appear to be dropping since the closing Jan 2001......20 Feb 2001......5 (three weeks) ACCIDENTS BY INTERSECTION & YEAR ON BISCA YNE BOULEVARD LOCATION 1998 1999 2000 183 St. & Bisc 37 36 33 186 St. & Bisc 56 36 17 187 St. & Bisc 97 41 22 194 St. & Bisc 28 31 32 199 St.& Bisc 78 97 82 203 St. & Bisc 94 132 36 183 St. is Williams Island Bv. 186 St. is Miami Gardens Drive 194 St. is William Lehman Causeway 199 St. is A ventura Blvd. 203 St. is Ives Dairy Rd. These are reported accidents only. If there was minor damage and the drivers agree to settle on the scene then no report is written. Submitted on February 12,2001 ~=~ ~" cV'0 [fY15) /."' f~ /. 4431 Embarcadero Drive West Palm Beach, Florida 33407 Kimley.Horn and Associates, Inc. SUMMARY OF MEETING Friday, February 2,2000, 10:00 a.m. ----- N.E. 199'. Street Railroad Crossing ( , LOCATION: .. ._~_____ Construction Office Florida Department Transportation Aventura, Florida --' ATTENDEES: Lisa Berkson .......................................... Consultant for Tumberry Robert Sherman .................................................. City of Aventura Gus Pego ............................Florida Department of Transportation Richard Garcia ...................Florida Department of Transportation Jim Sumosk........................Florida Department of Transportation Art Perez ............................Florida Department of Transportation Shannon Snyder .................Florida Department of Transportation Mark Croft .........................Florida Department of Transportution Rudy Garcia .......................Florida Department of Transportation Mario Cabrera ....................Florida Department of Transportation George Berlin............................................... Tumberry Associates Gaspar Miranda ..................................Miami-Dade Public Works Modesto Nunez ...................................Miami-Dade Public Works Melissa Furlong .................................................. Gilbert Southern Tish Burgher .................. Biscayne VII Public Information Office Ed Gadinsky...........................................GADCO Real Estate Inc. Murray Thornburg ...........................Kimley-Hom and Associates Ken Jackson .....................................Kimley-Hom and Associates Fred Schwartz ..................................Kimley-Hom and Associates 305/935-5571 305/466-8930 305/470-5354 305/470-5545 305/650-0004 305/935-8990 305/935-8990 305/499-2417 305/650-0009 305/935-8990 305/937-6200 305/375-2694 305/375-1930 305/792-1315 305/466-0029 305/868-9188 561/845-0665 561/845-0665 561/845-0665 , A meeting was held to discuss the proposed westward extension ofN.E. 199'" Street from Biscayne Boulevard (SR-5/US-l) to West Dixie Highway via a new permanent railroad crossing of the FEC railroad. The meeting opened with discussion about the structure of the Joint Participation Agreement (JPA) and the role to be taken by the City of Aventura, Miami-Dade Public Works Department and Turnberry. George Berlin reiterated that Turnberry would assume all costs of the application, . TEL 561 845 0065 fAX Sill 663 6175 1 P:\0407\970001020201 Meeting rev. doc Submitted on February 12, 2001 ~=n Kimley-Horn and Associates, Inc. including design and permitting. The County has agreed to contribute $250,000 for intersection improvements and the City will need to actually file the application. Discussion returned to this general subject throughout the meeting and many of the details remained umesolved. A meeting needs to be set among the parties to negotiate the roles that each party needs to play. Fred Schwartz presented the current traffic analyses submitted by Kimley- Horn and Associates, including: . Report entitled Traffic Operations Analysis dated January 200 I. . Letter to Gus Pego dated January 26, 2001 in response to his letter dated January 25, 2001. . Letter to Gus Pego dated February 2, 2001 in response to his letter dated February 1,2001. The meeting focused on the extent of additional analyses that may be required, and FDOT committed to continue rapid reviews of the material submitted. Note: Another letter was received from Gus Pego on February 6, 2001 and a telephone meeting was held to discuss the remaining technical issues. Additional copies of the analyses, including the disk with the electronic version of the CORSIM analysis, were requested to be distributed as follows: . 3 copies to Esther Calas, Miami-Dade County . 2 copies to Robert Sherman, City of Aventura Note: These copies were sent Friday afternoon by Federal Express for Monday delivery. Safety concerns were expressed, especially by construction personnel. Actual crash history during construction was discussed, but it seemed that there were few, if any, crashes directly related to the temporary railroad crossing. Crash reports were requested. It was agreed that the Contractor would complete the removal of the temporary railroad crossing according to plans. This involves curb an gutter along the west edge ofBiscayne Boulevard and restoring the swales between Biscayne Boulevard and West Dixie Highway. 2 P:\0407\97000102020J Meeting rev.doc Submitted on February 12,2001 ~=n Kimley-Horn and Associates, Inc. The Contractor offered a two-week window in which changes need to be requested to the south approach on Biscayne Boulevard at NE 199" Street. Within this two-week period, the traffic analysis should be accepted and plans submitted for the median work to accommodate left turn lanes. A traffic operations plan for the signalization, including pre-emption will be submitted to Gus Pego. Gus Pego reiterated that the approval of the proposed crossing could only occur if the disbenefits are minimized and the traffic flow on Biscayne Boulevard is maximized. Gaspar Miranda stressed that from the County's standpoint, three issues need to be resolved: . Traffic study reviewed and accepted . Railroad acceptance ofthe maintenance of the crossing . JP A finalized among the City, County and Turnberry This summary serves to document this meeting. If anyone wishes to modifY or append to this account, please notifY Frederick W. Schwartz at (561) 840- 0876. Respectfully -"'1 I. ( /J/ f jJ ---A Submitted by: ~~~ Frederick W. Schwartz, P.E. Kimley-Hom and Associates, Inc. Copy: All Attendees 3 P:\0407\97000\020201 Meeting rev. doc CITY OF AVENTURA COMMUNITY DEVELOPMENT DEPARTMENT MEMORANDUM TO: FROM: DATE: SUBJECT: South Side of Founders Park Status of Dog Compliance Pursuant to your request for information regarding the status of enforcement of the leash and pooper scooper codes in the south side of Founders Park, the situation of almost continual enforcement has recently improved. Code compliance officers now spend a little less than 25% of their time patrolling the south side of the park, sometimes parking there in the early evening hours before the park closes at 6:00 pm. Prior to this, code spent a considerable amount of time with enforcement in the park, usually with hostile attitudes from park users with dogs. This situation most likely improved with the recent assistance from the police department issuing on-the-spot citations on a regular basis. Word quickly got out that the police department was enforcing the codes, and use of the park by the regular users with dogs quickly decreased. Code compliance and police officers have since seen a slight increase in the use of the park by non-dog owners. Code and the police department will continue to enforce the regulations and provide updates on usage, as requested. Please feel free to contact me with any questions you may have. Imemo/SOrOka 020901 beiI jacob CITY OF A VENTURA COMMUNITY SERVICES DEPARTMENT MEMORANDUM FROM: Robert M. Sherman, Director of Community Services TO: Eric M. Soroka, City Manager DATE: February 23,2001 SUBJECT: Canine Impact on Founders Park (Bayside) The impacts generated from dogs include the following issues: 1. Failure of owners to keep dogs on leashes. 2. Dog owners have tampered with water fountains to accommodate dogs. 3. Dog owners bathing dogs in public restrooms. 4. Dog owners have tampered with fences to gain access to park after operating hours. 5. Dog owners not properly disposing of "Pooper Scooper" bags, or not picking up after dogs. 6. Damage under park benches caused by dogs digging and burying objects. The dog owners have expressed interest in keeping this area exclusively for dogs, and have discouraged other park patrons from using this area, falsely informing other park visitors that the Bayside portion of Founders Park is a "dog park". RMS/gf RMS01023 CITY OF AVENTURA COMMUNITY SERVICES DEPARTMENT MEMORANDUM FROM: r ~\ of Community services~) ) ;' TO: DATE: February 12, 2001 SUBJECT: Sculpture Evaluation Report Pursuant to your direction, a meeting was held on February 8, 2001 with the two architects who designed the government center, Michael Schiff and Tony Sanchez, to evaluate the proposed sculpture. Both architects agreed that the color would not match the building, and would prefer it in a different finish, such as a bonze tone. They also felt that the base should be eliminated and the content of the sculpture was not generally compatible with the design of the building. They also agreed that the plaza level was not the best location, and the ground level would be better suited for this piece. RMS/gf Attachments RMS01021 CITY OF AVENTURA OFFICE OF THE CITY MANAGER MEMORANDUM TO: City Commission FROM: Eric M. Soroka, Cit er DATE: February 23,2001 SUBJECT: Senior Citizen Computer Training The School Board is unable to provide bus service for the subject program. As per the City Commission's direction, the City will provide free bus service from the Government Center for our residents for a ten (10) session period. The following are other significant points regarding the program. 1. The starting date is March 17,2001. 2. The program will run every other week. 3. The Program will be added to the City's recreation 1 cultural programs and receive the same attention in terms of publicity and marketing. 4. All advertising will include the recognition of the City's sponsorship. EMS/aca CC0957-01 ~ ~ q ;j 4-J ;j 4-J ~ 4-J ~ Q.) en Q.) U >> > rJ) 4-J .....,....-i 4-J .,...., ~~,......., '-H<r:::..s o ,......., .w >>ro ro 4-J ~ Q.) .,...., ;j rT. U4-J,",",""" ,......., ;j U >-, 4-J .,...., ~ ::J S S o U ""' o o N ... '" N > I.. ra :J I.. .c (1) LL. 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(I,) (I,) 3:.e ro c.. ..... I Vl11 ~ - 1--< z - U < .... \.t.l ~ CIC ~::J ..... 0 1 ~ == ~ ~ .... A... u FUND RAISING The following is a list of two other local Fund Raising Firms that the City of A ventura may wish to consider: Miller Calhaunt & Associates Richard Miller 1031 Lincoln Street Hollywood, FL 33019 Tel 954-924-8494 Fax 954-924-9473 Brakeley, John Price Jones, Inc. Stephen Wertheimer, CFRE 23205 Via Stel Boca Raton, FI 33433 Tel 561-362-4020 Pax 561-394-2552 www.brakcleV.com Clover Development Strategies, Inc. Clover B. Apelian, CFRE, CARP 1400 E. Hillsboro Blvd. Suit 301 Deerfield Beach, FL 33441-4202 Tel 954-429-8900 Pax 954-429-8920 www.cloverfund.com Aventura Arts Center Operating Pro-forma REVENUES Reference Rental Income The Theater Page 1 $134,500 ~\lulti-purposc Room Page 1 $36,150 Chare:e/E,/ent tt-Event!:' Public ~\reas $300 7- $7 ,500 $178,t50 _J Reference Presenting Revenues Aventura ~..\.C Live in Theater Page 1 S56,250 :-\ventura .-\C Film in Theater Page 1 $13,500 ~-\ventura ~-\C Ijve in MP Room Page I S3,375 ~-\ventura.-\C Film in .\fP Room Page I $1,688 $74,813 Net/ A.ttcnder F req uency Hospitality Income The Theater $0.25 800/0 $14,175 .\fulti-purposc Room $025 60~/o $2.565 :-"~et/Evenr # E\'cnts Catered Events $'7- 1.1 $5,625 $22,365 J'.) User Fees Go of Gross f rC(lueo-Q: Ticket Office 40/0 800'0 S33.450 Security Charge Charfc/Perf Frequency The Theater $150 800'0 $22.680 :\hdu-purpos.c Room $50 800"0 $6,080 Technical Crew Charge Charge/Use Day Frequency The Theater $300 80% $55,440 j\fulti-purpose Room $100 60% $10,860 Equipment Rental Char~e/Perf Frequency The Theater S200 800/0 $30,240 .\lulti-purpose Room SIOO 60o/(l $9,120 $167,870 0/0 of Gross Frequency Ticket Surcharge ~o/ 800/0 $41,813 J _-0 TOTAL INCOME $485,010 Webb Management Services, Inc. 2/12/01 Aventura Arts Center Operating Pro~forma % of Presenting Revenues Aventura AC Live in Theater 800/0 A ventura AC Film ill Theater 700/1) Aventura AC Live in J\IP Room 90~"o Aventura AC Film in !vIP Room 800/11 Presenting Expenses AdministrativeSenrices Personnel Institutional Promotion Office Egwpment/Systclm Office Supplies/Services Legal! Accounting Travel and Enterramment Telephone Ticket Office Personnel Network 1\faintcnancc i\fiscellaneous P os rage Ticket Print1l1g Supplies Tickeung Service (net) Theater Operations Personnel Technical Staff Theater Multi-purpose Room Event Security Theater i\Iulu-purposc Room Building Services litiliues Repairs and Mailltcnance ServICe Contracts Equipment R&J\1 Custodial ServiCe Cleamng/Building Supplies Security System Site J\laintenancc TOTAL EXPENSES TOTAL REVENUES RESULT OF OPERATIONS EARNED REVENUES/OPERATING EXPENSES Webb Management Services, Inc. Page 4 Page 4 Cost/Arrender $0.05 SO.Ol SOJI4 $IJ03 Page 4 Cost/Use Day $240 $80 Cost/Event $120 $40 Cost/sf SIlO SOSO $020 Use Days 231 ltll Events 189 152 SF 40,000 40,000 40,000 $45.000 $9,450 $3,038 $1,350 $115,900 $15,000 $l5,OOO $10,000 $15,000 S5,OOO $f,500 $58,600 $lO.OOO $2,500 S4.399 S880 $3,519 $2,639 $104,950 $55,440 $14,480 $22,680 $6,080 $44,000 $32,000 $8,000 $20,000 S17,500 S7,500 $10,000 S15,OOO $58,838 $183,400 $82,537 $203,630 $154,000 $682,404 $485,010 $(197 ,394) 710/(} 2/12/01 Aventura Arts Center Operating Pro-forma Administration Services Status Base Salary Benefits Total Executive Director Full-time $45,000 $9,900 $54,900 Prog/Mktg Manager Full-time $30,000 $6,600 $36,600 Administrative Assistant Full-time $20,000 $4,400 $24,400 $95,000 $20,900 $115,900 Ticket Office Ticket Office Manager Full-time $30,000 $6,600 $36,600 Ticket Office Staff Part-time $20,000 $2,000 $22,000 $50,000 $8,600 $58,600 Theater Operations Technical Director Full-time $30,000 $6,600 $36,600 Operations Manager Full-time $22,500 $4.950 $27,450 .House !\.1anager Part-time $15,000 $1,500 $16,500 Custodian Full-time $20,000 $4,400 $24,400 $87,500 $17,450 $104,950 Total $232,500 $46,950 $279,450 Benefits Level Full-time 220/0 Part -time/ Con tract 10%1 Webb Management Services, Inc. 2//2/01 Aventura Arts Center Operating Pro-forma "'11" 'I""""!'"'"~.' . 'OO"II"'~l!I"'!II!I' "'1lIill1lllli'1".' ""'. '1"1' "OOIi11~11\1""'"'I:I" 'OOIili'!~""I'" !ll'iOO!'ii'""l'I"I''''''''B'OOI'~''"'''''''""''''''''''"I'''''I' "'II'''''''''''I~'''''~'I''''"'''~'''i!'''''i' ~t"; '. L11~::' ~~~i;," , . '~J :!~ ~ ~ 1~i~!W~, ~rnq-!:fi_Ulrt]: .' ':: i:". ' .ii:'..' .~~Jlli~Di~..'..if.: '~~m~rn~, "."" .'~~~~,~~;,;i:~~,"~ii:' llirn~~i~rn.~1~r~., '.'~:~i:::!1ir -I:: ,1:.~:"~i'. -fl' ! ::rIJlrrll~~'fujrl~W~J~' ~i"l" 'I~I~" 1lk~"i'!.I\,., , ml~ill~.J'IIJ1l" I~l""""~,,, . ." . I,,, ~i." ,",,,,,!,",,I,I . , .00""!!",1II,, ,,,lllilll,I,,! !"il!~'I'!I,lll~I'~i~~ilm,lIl~loo~ 'lilllOO~""', Reference Total Earned Revenues (page 2) $ 485,010 Total Operating Expenses (page 3) $ 682,404 Earned Revenues/Total Expenses 71% Annual Funding Requirement $ 197,394 Funding Scenarios 1. Total Pay-out via Endowment Pay-out Rate 5% ndowmentRequired $3,947,885 2. Annual Private Sector Fundraising A. Cost/Dollar Raised lB. Funding Required C. Expenses before Fundraising D. Fundraising Costs E. Total Expenses F. Total Revenues G. Annual Fundraising H. Final Result Reference Formula Interpolated From Top Section (A*B) (C+D) From Top Section (D) (F+G-E) $0.25 $264,000 I $682,404 $66,000 $748,404 $485,010 $264,000 $606 Public & Private Funding of Operations Total Funding Requirement $197,394 Part A- Annual City Investment I $75,000 Part B - Foundation-Based Endowment Amount $2,000,000 Pay-out fulte 5% Annual Income I $100,000 Part C - Annual Fundraising Balance To Raise $22,394 Cost/Dollar Raised $0.25 Funding Required I $30,000 Fundraising Costs $7,500 Net Requirement $22,394 Annual Fundraising $30,000 Final Result $106 Webb Management Services, Inc. 1 2/12/01 '" '" '" c co '" 0- 1:: x '" w .c .. ~ () " OJ <J) >- OJ 1:: '" '" a. .c () '" '" ~ c !J! .li .. " >- 0 0 0 0 '" '" '" '" 0 0 0 0 0 0 0 0 0 0 0 0 .;, 0 0 0 0 ci ci ci ci ci ci ci ci 0 0 0 0 0 0 a a "' <D ... N N ... <D "' '" '" '" '" ;;;; ;;;; ;;;; ;;;; Aventura Community Arts Center Feasibility Study Notes To Pro-forma Operating Budget Introduction We have developed a pro-forma operating budget for a base year of operations in proposed new facilities. Following is a description of the format and structure of the pro-forma, and then a detailed review of assumptions and guidelines. The key step in developing the pro-forma has been estimating activity in the theaters. While the resulting program of events is not an exact forecast of activity, it does provide a basis for projecting earned revenues and expenses. The pro-forma should be considered as a "live" model, one that can be adjusted based on changing circumstances and assumptions. It is fundamentally a tool to help the Town prepare for the operation of new facilities. Format and Structure Operating projections for proposed facilities are presented on five pages. The first section is a summary of assumptions used in the estimates, rental rates for the theater and multi-purpose space, and then activity profiles for the two spaces. The second page identifies all operating revenues for each component of the project, including presenting income, rentals, merchandising, user fees, and surcharges. The third page includes detailed expenses for the administration, operation and occupancy of the facilities, as well as the result of operations. The fourth page is a description and estimate of staffing requirements for each project component. And the fifth page is a review of possible scenarios for the funding of operations. Project Assumptions and Forecast of Use Project assumptions include the capacity of the performance spaces and the gross floor area of the project. Rental rates for performance spaces have been established at different levels based on the type of user. These rates would likely be split further to reflect part of a day, time of the week, or perhaps time of the year. In fact, some users may negotiate a flat fee or a percentage of gross revenues in lieu of rent. But for purposes of this exercise, and in order not to over-complicate the issue, we use daily rates that reflect the type of user. For non-performance days, rents are 50% of the performance day fee. There are three levels of rent, for resident organizations, community non-profit programs and commercial programs. We have identified specific users for each project component based on previous discussions and surveys of their potential needs. These estimates should not be viewed as commitments on their part, but rather a reasonable estimate of their possible use of new facilities. We have also estimated non-speCific use of various spaces by community groups, recognizing that arts groups, community groups, and regional presenters will emerge to take advantage of the opportunities created by new facilities. The level of use represented by these non-specific users is very conservative. Webb Management Services February 2000 Aventura Community Arts Center Feasibility Study We would propose that the building be an occasional presenter of live and film events in the two performance spaces. A presenter seeks out arts and entertainment programs, books them into a facility, promotes them in the community and bears at least some of the risk associated with the show. We feel that this is an appropriate activity for the facility as a means to maximize the use and utility of the halls, to promote the development of local talent, and to attract culturally significant programs to the area. Attendance levels are forecast for each event, which allows us to project additional revenue sources (e.g., concessions) on a per capita basis. Gross revenues for specific events are based on the number of events, capacity sold, attendance, and average ticket prices. The gross revenue figure is used to compute other income categories, such as a proposed ticket surcharge. Earned Revenues Revenues for each project component start with rental income from the performance, rehearsal and teaching spaces, taken directly from the activity summary. Presenting revenues are based on activity estimates on the first page of the pro-forma. We are also suggesting that public spaces be rented on an event basis to community groups and businesses for receptions, meetings and seminars. Revenues from hospitality are projected on a per-attendee basis, using conservative estimates of revenues taken from comparable facilities. Food and beverage sales are shown only on a net basis. Catered events can be held in a variety of spaces in the Center, using catering facilities planned for the building. We have projected 15 events with a net/event of $375 - based on 100 people at $25 per person with a 15% profit margin. Ticket office revenues are critical for the operation of all new facilities. Based on industry standards, we are suggesting that the charge to users be based on a minimal 2% per event ticket sold. User fees are also applied for the use of security, technical staff support and the rental of performance equipment. Rates have been set at comparatively low levels to ensure that local groups are not priced out of the building. A ticket surcharge is proposed to offset operating expenses in new facilities, a frequent practice for performing arts facilities. The surcharge is employed on all ticketed events, and is payable by ticket buyers. Operating Expenses Expense budgets are broken down by Presenting Expenses, Administrative Services, Ticket Office, Theatre Operations and Building Services. Each department budget includes the salary and benefits of full and part-time staff. All of these positions, with salaries and benefit levels, are summarized on Page 4 of the pro-forma. Webb Management Services February 2000 Aventura Community Arts Center Feasibility Study Presenting expenses are calculated as a percentage of presenting revenues, suggesting a small but positive direct contribution from these activities. Margins are higher for film, and in the larger rooms. Administrative expenses include personnel, professional services, insurance, travel and entertainment, telephone, and other supplies and services. Ticket office expenses will cover full time and part-time staff as well as a series of hard costs, from ticket printing to maintenance of the ticket office computer system. We are assuming the involvement of a ticketing service, a small net expense to the ticket office. With such a service, there may also be an opportunity to sell tickets from the Theater to other community events. Operating costs relate to the physical operation of the facility, covering house staff, supplies for technical staff, and security. Utilities are estimated on a cost per square foot basis, given occupancy costs of other Herndon facilities and comparable performing arts facilities. Operating expenses do not include a capital reserve for major repairs and replacement to the physical plant. The annual funding requirements for the Center, shown as the result of operations, is the difference between revenues (earned plus contributed) and total operation expenses. We also indicate the percentage of expenses covered by earned revenues. Staffing Staffing estimates have been developed on the basis of comparable performing arts facilities. Compensation levels have been reviewed with staff from comparable regional facilities. Benefit levels vary from 10% for part-time staff to 22% for full-time staff. Funding The final page of the pro-forma suggests how operations of the Center might be supported. First of all, we forecast the size of endowment needed to support the entire annual funding requirement, based on a conservative 6% pay-out rate. That amount is $6 million In the second scenario, we forecast the level of annual fundraising required to support that deficit. If it costs $.25 to raise a dollar and the funding requirement is $197,000 that means that the organization must raise $264,000 a year to sustain operations. In the third scenario, we suggest multiple sources of funding, namely a fixed endowment of $2,000,000 (again with a 5% payout), a fixed City investment of $75,000 per year, and then additional fund-raising of $30,000 to make up the final $22,000 needed to sustain operations. It is this third scenario that is most common and most likely for the Herndon project. A determination of possible funding form each of these sources is a priority as the project advances. Overall, the Center is a busy facility that operates on a moderate budget and is supported to a large extent by earned revenues. Webb Management Services February 2000 J.A. CONDON & ASSOCIATES, INC. CONSTRUCTION CONSULTANTS . ESTABLISHED 1953 e February 15, 2001 Mr. Richard J. Heisenbottle, AlA R. J. Heisenbottle Architects, P. A. 340 Minorca Avenue Coral Gables, Florida 33134 Re: Aventura Performing Arts Center Aventura, Florida JAC FILE NO: 0102-18 Dear Mr. Heisenbottle: In accordance with your request, we have completed our analysis of preliminary design concepts for the planned development of a community cultural arts facility within the above- referenced municipality. We have compiled applicable cost data and prepared our Budget Cost Estimate in the amount of Eleven Million Three Hundred Twenty Four Thousand Four Hundred Thirty Five and 00/100 Dollars ($11.324.435.00\. Our Budget Estimate is based on the performance of the stated construction work by a qualified General Contractor who would be responsible for the supply of all labor, material, equipment, and supervision as required for satisfactory completion of the work. Data used in the Estimate are based on comparative analyses of construction costs for similar formal theater projects completed in South Florida over the past ten (10) years. In the performance of our cost analysis, we considered installation of state-of-the-art audio- visual systems complete with complimentary lighting arrangements and controls. Similarly, attention was given to acoustics, finishes, fixtures and furnishings that are in harmony with development of a monumental community property. 10211 WEST SAMPLE ROAD, SUITE 287, CORAL SPRINGS: FLORIDA 33065 954-344-4814! FAX 954-341-71 1 6 e Mr. Richard J. Heisenbottle, AlA Aventura Performing Arts Center Aventura, Florida JAC FILE NO: 0102-18 February 15, 2001 Page 2. J. A. Condon & Associates. Inc., has prepared the Cost Estimate per standard industry practice and per assumptions as follows: 1. Expenses for architectural and engineering design, testing, laboratory services, impact fees and water, sewer and utility service charges, are not included. 2. No allowances are included for geotechnical explorations, materials testing or laboratory analyses. 3. Temporary security fencing, gates, and safety signage and barricades are to be erected at the construction site as needed. Security guard services are not included. 4. All cost data is based on performance of construction work during standard working hours. No allowances have been included for overtime work. 5. Our Estimate has been prepared in accordance with our understanding of proposed design concepts and projected costs are subject to change as design, activities proceed toward preparation of final construction documents. The labor and material prices contained in our Cost Estimate are based on current quotations received from material suppliers and subcontractors, our company's historical data and nationally published cost indexes. The prices stated include contractors' standard markups for insurances, payroll taxes, overhead, sales tax and profit. A contingency allowance in the amount of 10%, has been added to the estimated direct construction cost of the project. e Mr. Richard J. Heisenbottle, AlA Aventura Performing Arts Center Aventura, Florida JAC FILE NO: 0102-18 February 15, 2001 Page 3. Although we have taken into consideration the nature of the specified cOllstruciion work, because we have no control over contractors' competitive bidding and market conditions, our firm does not guarantee the outcome nor can it predict the final cost of the project at this time. Should you require additional data or explanations, please call at your convenience. Very truly yours, J. A. JOHN N Vice President Enclosure rjhaventura.0010101 IrQ II I II I I PROJECT I I LOCATION I I PREPARED BY :J. A. CONDON & ASSOC., INC., CORAL SPRINGS, FL I L_._ ',--- I I DIVISIONI I NO' I 'm-" :1 0100 ! GEN_~~L REQUIREMENTS 1~.oil...1 SITE WORK I 0300 'CONCRETE WORK BUDGET COST ESTIMATE :AVENTURA PERFORMING ARTS CENTER :THE CITY OF AVENTURA, FLORIDA :AVENTURA, FLORIDA OWNER ARCHITECT DATE :R J. HEISENBOTTLE ARCHITECTS, P. A. :FEBRUARY 14, 2001 JAC FILE NO: 0102-18 WORK CLASSrF'CAT,~~-----'----.~r- ES;;MATE~---I -~-~~~IN~'CY -T------~~~Al - r- PERCENT OF T-~ST PER -- I BASE COST! @ .10% IESTIMATED cos~ _ TOTAL CO~T ~,~ARE FOO~_,' "1$823,59529 I $82,359.531 $905,954.821 ... 8.00% I~ -$22-8~-' _ _________ .. -f---- ..1~18~30!l:C5 i --- ~91 ,830.88 $1 ,01~'39.631_. 8.924=-__ - $2542 _____________~838c0Cl8;O:lt_- $83,800.82 $921 ,809031__ 8.141',r---_ $232.0. $61.0,49.0..01, $61,.049..0.0 $671.539..01 ' 5.93~_ $16.90, 04.0.0 MASONRY WORK .05.0.0 METALS I WOOD AND PLASTICS $546,661.38 060.0 07.0.0 MOISTURE & THERMAL PROTECTION $54,666.14 I $59,5.04.76 $69..079..06 0800 DOORS. ~INDOWS & GLASS I $424.151.58: $42,415.16 1- $975,96.042, $97,596..04 I .09.0.0 i FINISHES 1000 SPECIALTIES $8.0.30.0.54 1100 EQUIPMENT $951.252.56 ~URNISHINGS ~~CONVEYING SYSTEMS i 1 151.0 PLUMBING PIPING & FIXTURES I, 1540 FIRE PROTECTION SYSTEM " Ii 1570 I HV,,-C WORK II 160.0 j"LECTRICAL WORK Il~ lrOTALS t.-- --~ATEDBASECOST i _ __l~9NTINGENCY AT 10% _ ___ ICJTOTAL ~UDGETCOSTESTIMATE RJHAVENlURA01 $234,724.66 i , S97,B01.94--t- $248~.8:.Q8 L I $1.05,.0.0840 $931,6_9;0171 I $1,2?3,.o39..o1 -I $1D,294~" "r~, .o,294,94u~1 $8..03.0..05 $95.125.26 $23,472.47 $9,780.19 $24,81.0.81 _ $1 0.5.00.84 $93,169.22 $6D~27.51 5.31%: $15.13_' $654,552.36 I I _E:59,8_~ 6.71% __..$'-'U2 . $466,566.73J________~12%i S11.?~ $1..073,556'461. m..Jlc4~~ $270~i , , $88,330.60 i 0.78%: $2.22:; ---~-'--'I---'-----'- -----------,1 $1,.o46,377c8~___ n9~ $263}! $258,197.12 2.28"!", $6.501 I --l--- ------:: $107,5~J.4- 0.95% _ _.!~~!.ji $272,918,89 i 2.41% $6871 ___.t!.~2~~~J- '"-~!~-l-~ - ___12:~!_ji $1,02~~~}_9+ __ __~q5%.L ________ $25.79_: 5.78% ---~- $1647 _ ~338sJ $285..00 $122303.9.0 $1 34S 342,91 11.88% i $1~29,49412 ~11,3?:~~2~[=-__~~Q&.oI',J .'., ! I $1,.029,494.121 I U__: $11,324,;;500 I i i AVENTURA PERFORMING ARTS CENTER Schedule of Spaces for New Performing Arts Facility Recommended Series # Net Sq. Feet Notes on Recommended NSF Series A 500 SEAT THEATRE Al00 Public Spaces 101 Public lobby 3,000 500 seats @ 6 nsf 102 Public circulation 2,000 500 seats @ 4 nsf 103 Auditorium sound & light locks - in gross 104 Concessions 150 105 Concessions storage 100 106 Public restrooms (male) 280 7 units @ 40 sf 107 Public restrooms (female) 700 14 units @ 50 sf 108 Storage (programs, rentals, coats) 100 109 Front-of-house furniture storage 80 110 House management I First-aid 120 111 Box office - sales 120 112 Box office - manager's office 160 A200 Performance Spaces 201 Auditorium - 800 seats 4,750 500 seats @ 9.5 nsf 202 Stage 3,600 40' deep x 90' wide 203 Orchestra pit 400 24 musicians 204 General storage 500 205 Stage sound & light locks - in gross 206 lighting control booth 150 207 Sound control booth 120 208 Projection booth 100 209 Dimmer room 120 210 Sound rack room 80 211 FOH catwalks - in gross A300 Stage Support 301 Scenery dock (24' height) I Storage 500 302 Orchestra shell storage (24' high) 300 303 Piano storage 120 304 Stage manage~s office 120 305 Technical staff office 180 306 Visiting production office 120 307 Production prop storage 100 308 Backstage restroom (male) 100 2 units @ 50 sf 309 Backstage restroom (female) 100 2 units @ 50 sf 310 Backstage storage 400 311 Freight elevator - Aventu-1.x1s V. 2 12/12/00 Report by Theatre Projects Consultants AVENTURA PERFORMING ARTS CENTER Schedule of Spaces for New Performing Arts Facility Recommended Series # Net Sq. Feet Notes on Recommended NSF A400 Performer Support 401 Performers' lounge 300 with adjacent patio; cot 402 4-person dressing rooms 560 2 @ 280 sf; wI shower, sink, lockers 403 Chorus dressing rooms gOO 2 @ 450 sf; wI shower, sink, lockers 404 Canteen I Vending 30 405 Wardrobe maintenance 300 406 laundry 100 407 Production costume storage 500 A500 Services 501 Catering kitchen 300 502 Housekeeping closets 60 2@30sf 503 Backstage security 100 504 Truck dock 100 one 30' truck and one bus A600 Multi-Use Room 601 Multi-Use Room 2,800 rehearsal, performance, meetings 602 Storage 200 603 Office 120 ABoo Administration Spaces 801 Reception and waiting 120 802 Secretary 80 803 Office - executive director 200' 804 Office - staff 150 805 Office - staff 150 806 Office - staff 150 807 Volunteer workroom 220 808 Equipment room 120 809 Kitchenette 60 810 storage I archives 200 GRAND TOTAL - (Net square feet) 26,490 NSF x 1.5 - GSF- 39,735 Gross Square Feet GSF x $285/SF = $ 11,324,475 Construction cost Const. Cost x 1.25 soft costs = $ 14,155,594 Total Project Cost Aventu-1.x1s V. 2 12/12/00 Report by Theatre Projects Consultants 2 Art & Culture Group) Inc. art & cultural programming design and consulting Lucy MJ. Keshovorz PresidentjArfist 1280 N. Congress Avenue Suite 206 West Palm Beoch florico 33409 phone (561 )687-9092 fox (561)689.7476 emoil: lucyocg@excite.com City of Aventura Rotating Art in Public Places Program in the New City Hall Phase I - Assessment Mission: To determine how the program will be implemented at the Government Center, and how the program can fulfill the needs of the community. Listed below in outline form, are the tasks to be done by the Consultant during the assessment phase. The emphasis is on a high quality program geared toward the community of Aventura, one which yields pride among residents by exhibiting quality artwork, resulting in a program that becomes an example among art in public places programs. Assessment with Commission and Staff A. Determine clear direction and intent of the program B. Determine how the Art in Public Places Program can enhance current and future City events and programs C. Determine how the Art in Public Places can fulfill the Commission's vision for this project II Site Assessment A. Determine site capability 1. Is there adequate and maintainable wall space available? 2. Is there proper lighting available? 3. Is there adequate space for three-dimensional artwork in cases, on pedestals, or freestanding? B. Make suggestions on site work which needs to be done to fulfill the intent of the program. Discuss direction and plan for implementation with City staff. III Develop Policies for Art Exhibition Program A. Determine exhibition schedule - how many weeks for each show, how many receptions per year, type of invitation, invitation list, etc. B. Determine how the sale of artwork will be dealt with C. Develop opportunities for Aventura artists D. Develop art selection policies IV Preparation of Documents A. Loan agreement for artwork subject to review by City Attorney B. Gather information for City to add insurance coverage to protect artwork on display C. Develop Artist Packet - confirmation letter, loan agreement, site & technical information, exhibition policy information V Develop Cost Estimate for the Rotating Art Exhibition Program What We Do . . . Who We Are . . . Group, Inc. provides services in the ture Group, Inc. firm created to for artists, cultural corporations, individuals Places Art Collections resources to bring higher Art Collections Programs for Event Organizations ture Group, Inc. of both non-profit and for that wish to include the of Art Exhibitions to artwork selec- to coordinating spectacu- Art & Culture Group, Inc., and enthusiasm to outstanding results. Plan Development for & Arts Organizations ate educational workshops, , demonstrations and classes Artists' Registry Art & art & Culture Group) Inc. i)