DOCSLIB.ORG

RESOLUTION No. 18-143 a RESOLUTION OF

Total Page：16

File Type：pdf, Size：1020Kb

Download full-text PDF Read full-text
RESOLUTION No. 18-143 a RESOLUTION OF Res. No. 18-143 Page 1 of 3 RESOLUTION No. 18-143 A RESOLUTION OF THE MAYOR AND THE CITY COUNCIL OF THE CITY OF DORAL, FLORIDA, ACCEPTING THE CITY OF DORAL WORKFORCE HOUSING MASTER PLAN; AUTHORIZING THE PREPARATION OF LEGISLATION TO AMEND THE WORKFORCE HOUSING PROGRAM; AND PROVIDING FOR AN EFFECTIVE DATE WHEREAS, the City of Doral (the “City”) has identified the provision of workforce housing as a high priority in its Comprehensive Plan; and WHEREAS, in 2016, the City adopted Ordinance No. 2016-13 establishing standards for implementing the City’s Workforce Housing Program; and WHEREAS, in 2017, the City adopted an eight-month moratorium on the application of the City’s Workforce Housing Program, codified in Section 74-886-893 of the Land Development Code; and WHEREAS, in 2018, the Workforce Housing Program Moratorium was extent for three-month to provide an opportunity to complete the Housing Master Plan; and WHEREAS, the purpose of the Workforce Housing Master Plan is to provide recommendations and guidance on the implementation of workforce housing strategies to be considered as part of one or more ordinances at a later time; and WHEREAS, on August 8, 2018, a workshop was held with the Mayor and City Council to discuss the Plan’s recommendations; and WHEREAS, staff recommends that the City Mayor and the City Council accept the City’s Workforce Housing Master Plan, as provided in Exhibit “A”. NOW, THEREFORE, BE IT RESOLVED BY THE MAYOR AND CITY COUNCIL OF THE CITY OF DORAL, FLORIDA, AS FOLLOWS: Resolution No. 18-143 Page 2 of 3 Section 1. Recitals. The foregoing recitals are confirmed, adopted, and incorporated herein and made a part hereof by this reference. Section 2. Adoption. The City of Doral Workforce Housing Master Plan, a copy attached hereto as Exhibit “A”, which is incorporated herein and made a part hereof, is hereby accepted. Section 3. Authorization. The City Manager and the City Attorney are hereby authorized to prepare such ordinance(s) as may be necessary to implement the strategies of the Workforce Housing Master Plan, recognizing that such ordinance(s) will amend the City’s Workforce Housing Program and end the moratorium associated therewith, upon adoption. Section 4. Effective Date. This Resolution shall take effect immediately upon adoption. EXHIBIT “A” City of Doral Housing Master Plan Revised Draft June 11, 2018 Prepared by Table of Contents Section 1 Executive Summary ........................................................................................... 1-1 1.1 Introduction .............................................................................................................................. 1-1 1.2 The Case for Workforce Housing .............................................................................................. 1-1 1.3 Defining Workforce Housing ..................................................................................................... 1-2 1.4 Doral’s Housing Situation ......................................................................................................... 1-2 1.5 Location Analysis ...................................................................................................................... 1-3 1.6 Workforce Housing Strategies .................................................................................................. 1-4 1.7 Performance Metrics ................................................................................................................. 1-4 1.8 Managing a Workforce Housing Program ................................................................................ 1-5 1.9 Recommendations .................................................................................................................... 1-5 Section 2 Introduction ...................................................................................................... 2-1 2.1 Background ............................................................................................................................... 2-1 2.2 Key Takeaways for 2.0 ............................................................................................................... 2-4 Section 3 The Case for Workforce Housing .......................................................................... 3-1 3.1 Economic Development ............................................................................................................ 3-1 3.2 Community ................................................................................................................................ 3-2 3.3 Key Takeaways for 3.0 ............................................................................................................... 3-2 Section 4 Defining Workforce Housing ................................................................................ 4-1 4.1 Typical Definitions of Workforce Housing ................................................................................ 4-1 4.2 Workforce Housing Definition for Doral’s Housing Master Plan.............................................. 4-1 4.3 Key Takeaways for 4.0 ............................................................................................................... 4-1 Section 5 Doral’s Housing Situation ................................................................................... 5-1 5.1 Target Workforce and Family Salaries ..................................................................................... 5-1 5.2 Housing Affordability and Availability for Households ............................................................ 5-4 5.3 General Growth and Development Considerations ................................................................. 5-8 5.4 Key Takeaways for 5.0 ............................................................................................................. 5-11 Section 6 Location Analysis ............................................................................................... 6-1 6.1 Property Search Methodology .................................................................................................. 6-1 6.2 Existing Land Use and Zoning................................................................................................... 6-2 City of Doral Housing Master Plan DRAFT i 6.3 Future Land Use ........................................................................................................................ 6-7 6.4 Improvement to Land Value ..................................................................................................... 6-9 6.5 Key takeaways for 6.0 ............................................................................................................. 6-12 Section 7 Workforce Housing Strategies ............................................................................. 7-1 7.1 Implementation Considerations .............................................................................................. 7-1 7.2 Inclusionary Zoning and In-Lieu Fees....................................................................................... 7-1 7.3 Density Bonus ............................................................................................................................ 7-2 7.4 Other Incentives ........................................................................................................................ 7-4 7.5 Linkage Fees .............................................................................................................................. 7-5 7.6 Affordable Homeownership Programs .................................................................................... 7-5 7.7 Community Lands Trusts .......................................................................................................... 7-5 7.8 Kay Takeaways for 7.0 ............................................................................................................... 7-6 Section 8 Performance Metrics .......................................................................................... 8-1 8.1 Key Takeways for 8.0 ................................................................................................................. 8-1 Section 9 Managing a Workforce Housing Program .............................................................. 9-1 9.1 Key Takeaways for 9.0 ............................................................................................................... 9-2 Section 10 Recommendations ......................................................................................... 10-1 Primary Recommendations ................................................................................................................ 10-1 Secondary Recommendations ........................................................................................................... 10-2 Endnotes .............................................................................................................................................. 10-4 Appendices Appendix A – Initial Assessment and Analysis Memo Appendix B – Public Outreach Summary List of Figures Figure 2-1: Median Household Income Regional Comparison ................................................................ 2-2 Figure 2-2: Future Population Growth ...................................................................................................... 2-2 Figure 2-3: Miami-Dade County Employment Growth ............................................................................. 2-3 Figure 2-4:
Load more

Recommended publications
  • Changing Economic Patterns in the Miami Metropolitan Area, 1940-1948
    Changing Economic Patterns in the Miami Metropolitan Area, 1940-1980 By Raymond A. Mohl* The Miami metropolitan area has been a dynamic and changing urban region since World War Two. Beginning as a tourist and retirement haven, Miami developed a more diversified economy in the post-war years. Small-scale and specialized manufacturing spread during and after the 1950s. Air travel acquired a growing importance in the local economy after the war. The population of the Miami Metropolitan area (Miami SMSA) rocketed upward in the post-war era, reaching 1.6 million in 1980 - a demographic change which in turn stimulated the local construction industry for several decades. The arrival of Cuban refugees in the 1960s and 1970s helped to reshape the economy, as well. Hard-working, upwardly mobile Cubans energetically developed new business and industry, not only in Little Havana but throughout the entire metropolitan area. By the end of the 1970s Miami had emerged as an exciting center of international trade and banking. Foreign investment was pouring into the city, as was illegal drug money. Symbolic of these economic changes, new skyscraper construction in the city's central business district began to transform Miami's skyline. The city that began as a tourist playground early in the twentieth century had become by 1980 an international business center with a booming economy. Miami's tourist trade remains a vital component of the local economy. By 1940, the Miami metropolitan area was serving about two million vacationers each year - putting them up in hotels, motels, and apartments, serving them in restaurants and retail establishments, and *Dr.
    [Show full text]
  • Miami-Miami Beach-Kendall, Florida
    HUD PD&R Housing Market Profiles Miami-Miami Beach-Kendall, Florida Quick Facts About Miami-Miami Beach-Kendall By T. Michael Miller | As of June 1, 2019 Current sales market conditions: balanced Overview Current apartment market conditions: balanced The Miami-Miami Beach-Kendall Metropolitan Division (hereafter, Miami-Dade County), on the southeastern coast of Florida, is Known as a destination for beautiful beaches coterminous with Miami-Dade County. The coastal location makes and eclectic nightlife, the Miami HMA attracted Miami-Dade County an attractive destination for trade and tourism. an estimated 15.9 million visitors in 2017, which During 2018, nearly 8.78 million tons of cargo passed through had an economic impact of more than $38.9 PortMiami, an increase of 2 percent from 2017. The number of billion on the HMA’s economy (Greater Miami cruise passengers out of PortMiami also hit record highs, with Convention & Visitors Bureau). 5.3 million passengers sailing during 2017, up nearly 5 percent from 2016 (Greater Miami Convention & Visitors Bureau). y As of June 1, 2019, the population of Miami-Dade County is estimated at 2.79 million, reflecting an average annual increase of 24,000, or 0.9 percent, since 2016 (U.S. Census Bureau population estimates as of July 1). Net in-migration averaged 9,050 people annually during the period, accounting for 38 percent of the population growth. y From 2011 to 2016, population growth was more rapid because of stronger international in-migration. Population growth averaged 30,550 people, or 1.2 percent, annually, and net in-migration averaged 17,900 people annually, which was 59 percent of the growth.
    [Show full text]
  • Business and Economic Research Initiative
    Business and Economic Research Initiative EMPLOYMENT REPORT United States, Florida, and Miami Metro Area by: Neela D. Manage College of Business, Florida Atlantic University November 2018 1. November 2018 Employment Report United States, Florida, and Miami Metro Area I. United States and Florida The U.S. unemployment rate in November 2018 was 3.7 percent (seasonally adjusted), unchanged from September and October 2018. Over the year, the unemployment rate declined by 0.4 percentage point from 4.1 percent in November 2017. This month’s unemployment rate is the lowest rate in almost 50 years (was 3.7 percent in October 1969). The labor force participation rate in the U.S. labor market was 62.9 percent. There were 149.89 million employees on nonfarm payrolls in November and the U.S. economyI. UNITED created STATES 155,000 jobs AND since FLORIDA October 2018 and 2,443,000 jobs over the year. Florida’s unemployment rate fell slightly to a seasonally adjusted 3.3 percent in November, a 0.1 Thepercentage U.S. unemployment point decline rate in over November the month 2018 andwas 3.7a 0.6 percent percentage (seasonally point adjusted), decline overunchanged the year. from Florida September was and Octoberone of 2018. six states Over thethat year, had the unemployment unemployment rate rate decredeclinedases by in0.4 November percentage ( alongpoint from with 4.1 Connecticut, percent in November 2017.Maryland, This month’s New unemploymentYork Oklahoma, rate and is the Vermont lowest rate – decline in almost in each50 years 0.1 (was percentage 3.7 percent point).
    [Show full text]
  • Community Health Needs Assessment 2019-2021
    2019 - 2021 COMMUNITY HEALTH NEEDS ASSESSMENT Serving Our South Florida Community – A UHealth Mission and Privilege Dear patients, friends, and neighbors, As executive vice president of health affairs for the University of Miami and CEO of UHealth-University of Miami Health System, I am pleased to present our 2019-2021 Community Health Needs Assessment (CHNA). This in-depth analysis guides our health system to better serve and improve the health of our South Florida community, a key commitment and priority of UHealth and the entire University. UHealth includes Sylvester Comprehensive Cancer Center, Bascom Palmer Eye Institute/Anne Bates Leach Eye Center, and UHealth Tower, and 30 outpatient sites providing comprehensive care in more than 100 subspecialties across South Florida. Our strength in research as the region’s only academic health care system is clearly recognized. UHealth’s focus on expanding the delivery of specialized care for the population we serve, improve access across the region and addressing all seven of the key priority needs of our diverse community is unwavering. Gathering input from a diverse group of community partners, patients, health system leadership and other stakeholders, UHealth assessed qualitative and quantitative data about community health needs and, more importantly, opportunities for improving health equity. Our methodology and findings are summarized in the following 2019-2021 Community Health Needs Assessment and will be addressed as described in the corresponding Implementation Plan. UHealth is committed
    [Show full text]
  • Make It Miami | 1 Manufacturing Report MIAMI MANUFACTURING REPORT
    MIAMI MANUFACTURING REPORT Make it Miami | 1 Manufacturing Report MAKE IT MIAMI MIAMI MANUFACTURING REPORT This report is a collaboration between the Florida International University Metropolitan Center and the Florida SBDC at FIU. It was made possible with funding from Citi Community Development. Make it Miami MAKE IT MIAMI The Florida International University Jorge M. Pérez Metropolitan Center is Florida’s leading urban policy think tank and solutions center. Established in 1997, the Center provides economic development, strategic planning, community revitalization, and performance improvement services to public, private and non-profit organizations in South Florida. Its staff and senior researchers are leaders in their respective fields, and bring extensive research, practical, and professional experience to each project. The Center’s research has catalyzed major policy initiatives and projects in housing, economic redevelopment, transportation, social services, and health services throughout South Florida. The Florida SBDC at FIU is the small-business development center within the FIU College of Business. The center provides one-on-one business advisory annually to more than 900 entrepreneurs and small business owners in Miami-Dade and Monroe counties. Consulting is provided in areas such as access to capital, financial management, strategic marketing, government contracting, international trade and more. Since its launch in 2014, the Florida SBDC at FIU has helped local small-business owners access more than $121.3 million in capital, create additional sales of $1.335 billion, and launch 147 businesses. Principal Investigator and Author Co-Principal Investigator Maria Ilcheva, Ph.D. Jacqueline Sousa, MPA Assistant Director Regional Director Contributing Researchers: . William Jackson, Ph.D.
    [Show full text]
  • Whitening Miami: Race, Housing, and Government Policy in Twentieth-Century Dade County Author(S): Raymond A
    Whitening Miami: Race, Housing, and Government Policy in Twentieth-Century Dade County Author(s): Raymond A. Mohl Source: The Florida Historical Quarterly, Vol. 79, No. 3, Reconsidering Race Relations in Early Twentieth-Century Florida (Winter, 2001), pp. 319-345 Published by: Florida Historical Society Stable URL: http://www.jstor.org/stable/30150856 Accessed: 14-11-2017 20:49 UTC JSTOR is a not-for-profit service that helps scholars, researchers, and students discover, use, and build upon a wide range of content in a trusted digital archive. We use information technology and tools to increase productivity and facilitate new forms of scholarship. For more information about JSTOR, please contact [email protected]. Your use of the JSTOR archive indicates your acceptance of the Terms & Conditions of Use, available at http://about.jstor.org/terms Florida Historical Society is collaborating with JSTOR to digitize, preserve and extend access to The Florida Historical Quarterly This content downloaded from 131.91.169.193 on Tue, 14 Nov 2017 20:49:08 UTC All use subject to http://about.jstor.org/terms Whitening Miami: Race, Housing, and Government Policy in Twentieth-Century Dade County by Raymond A. Mohl Throughout the twentieth century, government agencies played a powerful role in creating and sustaining racially separate and segregated housing in Dade County, Florida. This pattern of housing segregation initially was imposed early through official policies of "racial zoning." During the New Deal era of the 1930s, federal housing policies were implemented at the local level to maintain racially segregated housing and neighborhoods. Such policies included the appraisal system established by the federal Home Owners Loan Corporation, which helped to create the dis- criminatory lending system known as "redlining." In addition, un- der the New Deal's federally sponsored public housing program, local housing authorities established segregated public housing projects.
    [Show full text]
  • Miami's Downtown Component of Metrorail
    Miami’s Downtown Dortment Component of Metroraii sportation Public-Private Coventurj ancing Using a Sf5eci; District February 1984 NOTICE This document is disseminated under the sponsorship of the Department of Transportation in the interest of information exchange. The United States Government assumes no liability for its contents or use thereof. This report is being distributed through the U.S. Department of Transportation’s Technology Sharing Program. DOT-l-84-16 ^Ait> r\0* . Miami’s Downtown Component of Metroraii; Public-Private Coventure Financing Using a Special Assessment District Final Report February 1984 of TBANSPORTATtON Prepared by JUL ^ 3 1984 Robert J. Harmon & Associates, Inc. 1201 Pennsylvania Avenue, N.W. UBBARy Washington D.C. 20004 Prepared for Office of Planning Assistance Urban K/lass Transportation Administration Washington, D.C. 20590 In Cooperation with Technology Sharing Program Office of the Secretary of Transportation DOT- 1-84- 16 t ACKNOWLEDGEMENTS Document Co-Authors: Robert J. Harmon Joseph F. Harmon Staff Support: Edgar Vash Report Preparation: Anita Peters Andrea Colbert In addition, special local participation and support was provided by Mark Samet of Dade County, who previously served as Project Manager of the DCM benefit assessment implementation program. TABLE OF CONTENTS PREFACE i INTRODUCTION I-l Downtown Component of Metrorail Private Sector Task Force 1-4 Figure 1 1-6 THE CONSENSUS BUILDING PROCESS n-1 First Task Force Working Session II-2 Second Task Force Wor^cing Session n-6 Figure 2 n-7 Figure 3 II-IO Third Task Force Working Session n-11 Figure 4 n-12 Fourth Task Force Working Session U-15 Figure 5 11-16 Figure 6 U-17 Figure 7 11-18 Figure 8 U-19 Figure 9 U-20 Figure 10 11-23 Fifth Task Force Working Session U-24 Figure 11 11-25 Figure 12 11-27 FUTURE DIRECTIONS III-l Figure 13 m-2 Figure 14 m-4 Appendix A: Ordinance 82-72 A-1 Appendix B: Recommended Appraisal B-1 Appendix C: Summary of Private Sector Benefit Analysis C-1 Appendix D: Downtown People Mover Task Force D-1 ' ^ .
    [Show full text]
  • Hurricane Andrew
    Hurricane Andrew: The 20 miles that saved Miami If Andrew were to barrel through South Florida in 2017, taking an identical track and at the same intensity, the insured losses alone would increase to between USD 50bn and USD 60bn, due to a combination of increased development and asset values. Hurricane Andrew: The 20 miles that saved Miami There will never be another hurricane named Andrew. The last hurricane to be named Andrew was so ferocious that the World Meteorological Organization retired the name after the 1992 hurricane season. Andrew left a path of destruction from the Bahamas to the Gulf Coast of the US, but it is truly infamous for its impact on South Florida. One of only three hurricanes to be at Category 5 intensity upon its landfall in the US, Hurricane Andrew upended homes, businesses and lives in the Miami suburbs. (The 1935 Labor Day hurricane, which impacted the Florida Keys, and Hurricane Camille, which hit Mississippi in 1969, are the two other hurricanes to make landfall at Category 5 intensity.) Andrew changed building codes and hurricane-risk management, and was a stark and devastating reminder of Mother Nature’s power for the residents of South Florida. Hit hard 25 years ago Hurricane Andrew’s 1992 rampage caused USD 26.5bn in economic damage (1992 USD), destroying more than 25,000 homes and damaging an additional 100,000. Roughly 60% of Andrew’s economic damage, or USD 15.5bn, was borne by the insurance industry. Non-insured losses from Andrew included uninsured and underinsured residential properties, as well as damage to government property (including the Homestead Air Force Base), agriculture, beaches and marinas.
    [Show full text]
  • Miami: the Global City of the Future Mayra Beers Center for Leadership, Florida International University, [email protected]
    Florida International University FIU Digital Commons Center for Leadership Current Research College of Arts, Sciences & Education 2013 Miami: The Global City of the Future Mayra Beers Center for Leadership, Florida International University, [email protected] Candace Atamanik Center for Leadership, Florida International University, [email protected] Follow this and additional works at: https://digitalcommons.fiu.edu/lead_research Recommended Citation Beers, Mayra and Atamanik, Candace, "Miami: The Global City of the Future" (2013). Center for Leadership Current Research. 1. https://digitalcommons.fiu.edu/lead_research/1 This work is brought to you for free and open access by the College of Arts, Sciences & Education at FIU Digital Commons. It has been accepted for inclusion in Center for Leadership Current Research by an authorized administrator of FIU Digital Commons. For more information, please contact [email protected]. Miami: The Global City of the Future Center for Leadership corruption and wrong-doing surface repeatedly. Business Miami: leaders are wary of entering the public arena. The Global City Two years ago, the Center for Leadership at Florida International University initiated a project to take an in-depth of the Future look at Miami’s struggles—how they came to be, and their impact on the community. The Center also wanted to draw community leaders together to come up with a plan for Executive Summary effectively facing these challenges and finding ways to make the city truly world class. The project, spearheaded by the center’s exeutive director and FIU’s president emeritus, Mitch Maidique, began with a case study of Miami’s history and the city’s ever-changing social and ethnic divisions, fragmented communities, toxic politics, and rocky economic cycles.
    [Show full text]
  • Spacial Analysis of Foreclosure and Neighborhood Characteristics in Miami Metropolitan Area, Florida
    University of Northern Iowa UNI ScholarWorks Dissertations and Theses @ UNI Student Work 2015 Spacial analysis of foreclosure and neighborhood characteristics in Miami metropolitan area, Florida Adejoh Emmanuel Ogbe University of Northern Iowa Let us know how access to this document benefits ouy Copyright ©2015 Adejoh Emmanuel Ogbe Follow this and additional works at: https://scholarworks.uni.edu/etd Part of the Human Geography Commons, and the Real Estate Commons Recommended Citation Ogbe, Adejoh Emmanuel, "Spacial analysis of foreclosure and neighborhood characteristics in Miami metropolitan area, Florida" (2015). Dissertations and Theses @ UNI. 178. https://scholarworks.uni.edu/etd/178 This Open Access Thesis is brought to you for free and open access by the Student Work at UNI ScholarWorks. It has been accepted for inclusion in Dissertations and Theses @ UNI by an authorized administrator of UNI ScholarWorks. For more information, please contact [email protected]. SPATIAL ANALYSIS OF FORECLOSURE AND NEIGHBORHOOD CHARACTERISTICS IN MIAMI METROPOLITAN AREA, FLORIDA An Abstract of a Thesis Submitted in Partial Fulfillment of the Requirements for the Degree Master of Arts Adejoh Emmanuel Ogbe University of Northern Iowa May, 2015 ABSTRACT In 2013, the State of Florida had 13 of the top 20 metropolitan statistical areas (MSA) with the highest foreclosure rate in the country. Despite the high ranking, extensive research on foreclosure has yet to be carried out within the Miami-Fort Lauderdale- Pompano Beach MSA. This research is a foray into an uncharted territory to understand the relationship between foreclosure and neighborhood characteristics in the Miami metropolitan area (MMA) within Miami-Dade County. The study was conducted in two phases: The first phase was to identify the foreclosure pattern in the MMA from 2010- 2013 by implementing the use of spatial analysis such as nearest neighbor analysis, spatial autocorrelation, and cluster and outlier analysis.
    [Show full text]
  • Miami, Florida Miami Is a City of Contradictions
    Miami, Florida Miami is a city of contradictions. And so it makes sense that the two most characteristic aspects of Miami’s culture, its newness and its incredible diversity, are both its strongest and its weakest points. On the positive side, youth means energy, and Miami has plenty of it. For a city that was a pioneer swamp settlement just over a century ago and a seasonal tourist town only 40 years ago, the amount of arts activity in Miami is extraordinary. There are major classi- cal institutions in the metropolitan Miami-Dade County, encompassing municipalities from Hialeah to Miami Beach: the Florida Philharmonic, the Florida Grand Opera, the New World Symphony, Miami City Ballet, two contemporary arts museums, the New World School of the Arts and arts departments at other colleges and universities. Add to that a range of galleries, theater and dance companies, individ- ual artists in every medium, as well as a plethora of festivals like Calle Ocho, Trinidadian Carnival, the Miami Bookfair, the Hispanic Theater Festival, the Miami Film Festival, and the Florida Dance Festival. A major new per- forming arts center with a symphony and ballet hall, opera house and smaller theater is also slat- ed to open in 2002. But volume doesn’t always mean depth or quality. All this activity has some shaky under- pinnings. “Smoke and mirrors,” is how executive director Michael Spring of the Miami-Dade Cultural Affairs Council describes the flourishing appearance of Miami’s cultural scene, where compared to other cities, a higher percentage of Miami’s arts money comes from government rather than from private and corporate sources.
    [Show full text]
  • Prime Redevelopment Site in the Heart of Miami-Dade CAPITAL MARKETS | INSTITUTIONAL MULTIFAMILY GROUP OFFERING MEMORANDUM
    MARKET STATION Prime Redevelopment Site in the Heart of Miami-Dade CAPITAL MARKETS | INSTITUTIONAL MULTIFAMILY GROUP OFFERING MEMORANDUM RENDERING BY OVER 20.5 ACRES IN A HIGH BARRIER-TO-ENTRY SOUTH FLORIDA MARKET RENDERING BY 2 / Cushman & Wakefield Of Florida, Inc. MARKET INVESTMENT CONTACTS MULTIFAMILY STATION Robert Given Vice Chairman +1 954 377 0513 [email protected] 6 EXECUTIVE SUMMARY Troy Ballard SITE OVERVIEW Senior Managing Director 9 +1 954 377 0514 [email protected] 15 DEVELOPMENT OVERVIEW Zachary Sackley Executive Managing Director AREA OVERVIEW +1 954 377 0515 21 [email protected] COMPARABLE INDUSTRIAL REDEVELOPMENTS Aaron Mandel 43 Financial Analyst +1 954 377 0516 MIAMI MULTIFAMILY MARKET OVERVIEW [email protected] 47 53 RENT COMPARABLES CUSHMAN & WAKEFIELD OF FLORIDA, INC. 57 INDUSTRIAL MARKET OVERVIEW 515 E. Las Olas Boulevard Suite 860 Miami-Ft. Lauderdale, FL 33301 Cushman and Wakefield, as exclusive marketing advisor, is pleased to present +1 954 771 0800 the opportunity to acquire the Market Station Development Site. Offers should be presented in the form of a non-binding Letter of Intent, spelling out the significant terms and conditions of the Purchasers' offering including, but not limited to, 1) asset pricing, 2) due diligence and closing time frame, 3) earnest money deposit, 4) a description of the debt/equity structure, and 5) qualifications to close. Offers should be delivered to the attention of Troy Ballard at [email protected] or 954-377-0514. Cushman & Wakefield Of Florida, Inc. / 3 PROPERTY LOCATION SE 5TH ST SE 5TH ST SE 8TH ST NW 46TH ST NW 37TH AVE E OKEECHOBEE RD NW 41ST ST AIRPORT EXPY MARKET STATION 725 SE 9th Court Hialeah, FL 33010 1.
    [Show full text]