Section 2.1: Architectural Styles
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Wynwood BID Board of Directors Meeting Maps Backlot- 342 NW 24 St, Miami, FL 33127 June 3, 2021 from 11:15 A.M
Wynwood BID Board of Directors Meeting Maps Backlot- 342 NW 24 St, Miami, FL 33127 June 3, 2021 from 11:15 a.m. to 12:36 p.m. **Meeting Minutes are not verbatim** Board Members in Attendance: Albert Garcia, Wynwood BID Irving Lerner, Wynwood BID Marlo Courtney, Wynwood BID Bruce Fischman, Wynwood BID Glenn Orgin, Wynwood BID Gabriele Braha Izsak, Wynwood BID Sven Vogtland, Wynwood BID Jennifer Frehling, Wynwood BID Members Absent: Jon Paul Perez, Wynwood BID Others in Attendance: Pablo Velez, City of Miami City Attorney’s Office Krista Schmidt, City of Miami City Attorney’s Office Commander Daniel Kerr, City of Miami Police Department Taylor Cavazos, Kivvit PR Charles Rabin, Miami Herald Emily Michot, Miami Herald David Polinsky, Fortis Design + Build Elias Mitrani David Lerner, Lerner Family Properties Jonathan Treysten, More Development Robin Alonso, Tricap Andy Charry, Metro 1 Bhavin Dhupelia, Rupees Sachin Dhupelia, Rupees Yircary Caraballo, Arcade1up Eric Mclutchleon, Arcade1up Sarah Porter, Swarm Inc. Christina Gonzalez, Swarm Inc. Henry Bedoya, Dogfish Head Miami Alan Ket, Museum of Graffiti Manny Gonzalez, Wynwood BID Aleksander Sanchez, Wynwood BID Christopher Hoffman, Wynwood BID 1 Wynwood Business Improvement District (BID) Chairman, Albert Garcia, called the meeting to order at 11:15am. PUBLIC COMMENTS: At commencement of the meeting, Albert Garcia opened the public comments portion for the BID Board of Director’s meeting. It was noted that there were no Public Comments. Albert Garcia closed the public comments portion of the BID Board of Director’s meeting. EXECUTIVE DIRECTOR REPORT: Wynwood BID Executive Director, Manny Gonzalez, provided an update on the Wynwood Security Network. -
Front Desk Concierge Book Table of Contents
FRONT DESK CONCIERGE BOOK TABLE OF CONTENTS I II III HISTORY MUSEUMS DESTINATION 1.1 Miami Beach 2.1 Bass Museum of Art ENTERTAINMENT 1.2 Founding Fathers 2.2 The Wolfsonian 3.1 Miami Metro Zoo 1.3 The Leslie Hotels 2.3 World Erotic Art Museum (WEAM) 3.2 Miami Children’s Museum 1.4 The Nassau Suite Hotel 2.4 Pérez Art Museum Miami (PAMM) 3.3 Jungle Island 1.5 The Shepley Hotel 2.5 Miami Science Museum 3.4 Rapids Water Park 2.6 Vizcaya Museum & Gardens 3.5 Miami Sea Aquarium 2.7 Frost Art Museum 3.6 Lion Country Safari 2.8 Museum of Contemporary Art (MOCA) 3.7 Seminole Tribe of Florida 2.9 Lowe Art Museum 3.8 Monkey Jungle 2.10 Flagler Museum 3.9 Venetian Pool 3.10 Everglades Alligator Farm TABLE OF CONTENTS IV V VI VII VIII IX SHOPPING MALLS MOVIE THEATERS PERFORMING CASINO & GAMING SPORTS ACTIVITIES SPORTING EVENTS 4.1 The Shops at Fifth & Alton 5.1 Regal South Beach VENUES 7.1 Magic City Casino 8.1 Tennis 4.2 Lincoln Road Mall 5.2 Miami Beach Cinematheque (Indep.) 7.2 Seminole Hard Rock Casino 8.2 Lap/Swimming Pool 6.1 New World Symphony 9.1 Sunlife Stadium 5.3 O Cinema Miami Beach (Indep.) 7.3 Gulfstream Park Casino 8.3 Basketball 4.3 Bal Harbour Shops 9.2 American Airlines Arena 6.2 The Fillmore Miami Beach 7.4 Hialeah Park Race Track 8.4 Golf 9.3 Marlins Park 6.3 Adrienne Arscht Center 8.5 Biking 9.4 Ice Hockey 6.4 American Airlines Arena 8.6 Rowing 9.5 Crandon Park Tennis Center 6.5 Gusman Center 8.7 Sailing 6.6 Broward Center 8.8 Kayaking 6.7 Hard Rock Live 8.9 Paddleboarding 6.8 BB&T Center 8.10 Snorkeling 8.11 Scuba Diving 8.12 -
SEOPW Redevelopment Plan
NOVEMBER 2004 by Dover Kohl & Partners FINAL UPDATE MAY 2009 by the City of Miami Planning Department (Ver. 2.0) i Table of Contents for the Southeast Overtown/Park West Community Redevelopment Plan November 2004 Final Updated May 2009 Section ONE Introduction Page 2 • This Document 2 • Topics Frequently Asked from Neighborhood Stakeholders 2 • Historical Context Page 3 • 21st Century Context Page 5 • The Potential: A Livable City 5 • History of the CRA Page 6 • Revised Boundaries 6 • Revisions from the Original CRA Redevelopment Plan Page 7 • Findings of Necessity Page 9 • New Legal Description Section TWO Goals and Guiding Principles Page 11 • Redevelopment Goals #1 Preserving Historic Buildings & Community Heritage #2 Expanding the Tax Base using Smart Growth Principles #3 Housing: Infill, Diversity, & Retaining Affordability #4 Creating Jobs within the Community #5 Promotion & Marketing of the Community #6 Improving the Quality of Life for Residents Page 13 • Guiding Principles 1. The community as a whole has to be livable. Land uses and transportation systems must be coordinated with each other. 2. The neighborhood has to retain access to affordable housing even as the neighborhood becomes more desirable to households with greater means. 3. There must be variety in housing options. ii 4. There must be variety in job options. 5. Walking within the neighborhood must be accessible, safe, and pleasant. 6. Local cultural events, institutions, and businesses are to be promoted. Section TWO 7. The City and County must provide access to small parks and green spaces of an urban (continued) character. 8. Older buildings that embody the area’s cultural past should be restored. -
Historic Overtown Culture & Entertainment District Master Plan
HISTORIC OVERTOWN CULTURE & ENTERTAINMENT DISTRICT 05.30.19 / MASTER PLAN DOCUMENT 1 Historic Overtown Culture & Entertainment District TABLE OF CONTENTS 03 THE VISION 24 DESIGN FRAMEWORK - District Identity + Wayfinding - District Parking - Project Aspirations - Design Elements - Renderings - Community Input - 2nd Avenue Cultural Corridor - Historic Themes - Massing Strategies 52 PROGRAM + METRICS - Architectural Design Framework 16 SITE ANALYSIS - Public Realm Framework - Development Metrics - 9th Street - Public Infrastructure Projects - Location - 2nd Court - Phasing Strategy - Overtown’s Historic Grid - 2nd Avenue - Parcel Ownership - Adjacencies + Connectivity - Design Vision - Current - Street Hierarchy - Public Realm / Parklets - Transactions - Key Existing + Planned Assets - Public Realm / Materiality + Identity - Proposed - District Resilience 2 Historic Overtown Culture & Entertainment District THE VISION The Overtown Culture & Entertainment District will once again become a destination, and will be a place for people to live, work and enjoy its unique history and culture. In 1997 The Black Archives History and Research Foundation destination, and a place for people to live, work and enjoy the unique commissioned a master plan study for the Overtown Folklife Village history and culture that is integral to Miami. to create a unique, pedestrian scaled village environment to anchor the historic core of Overtown; this report builds on that study with an • Create a distinct place that reclaims the role of Blacks in the expanded scope and extent that reflects the changes that have taken history and culture of Miami: An authentically Black experience. place in Miami since that time. • Re-establish Overtown as Miami’s center for Black culture, For most of the 20th century Overtown was a vibrant community that entertainment, innovation and entrepreneurship. -
Introduction Black Miamians Are Experiencing Racial Inequities Including Climate Gentrification, Income Inequality, and Disproportionate Impacts of COVID-19
Introduction Black Miamians are experiencing racial inequities including climate gentrification, income inequality, and disproportionate impacts of COVID-19. Significant gaps in wealth also define the state of racial equity in Miami. Black Miamians have a median wealth of just $3,700 per household compared to $107,000 for white 2 households. These inequities reflect the consistent, patterned effects of structural racism and growing income and wealth inequalities in urban areas. Beyond pointing out the history and impacts of structural racism in Miami, this city profile highlights the efforts of community activists, grassroots organizations and city government to disrupt the legacy of unjust policies and decision-making. In this brief we also offer working principles for Black-centered urban racial equity. Though not intended to be a comprehensive source of information, this brief highlights key facts, figures and opportunities to advance racial equity in Miami. Last Updated 08/19/2020 1 CURE developed this brief as part of a series of city profiles on structural inequities in major cities. They were originally created as part of an internal process intended to ground ourselves in local history and current efforts to achieve racial justice in cities where our client partners are located. With heightened interest in these issues, CURE is releasing these briefs as resources for organizers, nonprofit organizations, city government officials and others who are coordinating efforts to reckon with the history of racism and anti-Blackness that continues to shape city planning, economic development, housing and policing strategies. Residents most impacted by these systems are already leading the change and leading the process of reimagining Miami as a place where Black Lives Matter. -
106Th Congress 65
FLORIDA 106th Congress 65 Office Listings http://www.house.gov/foley [email protected] 113 Cannon House Office Building, Washington, DC 20515 .................................... (202) 225±5792 Chief of Staff.ÐKirk Fordham. FAX: 225±3132 Press Secretary.ÐSean Spicer. Legislative Director.ÐElizabeth Nicolson. 4440 PGA Boulevard, Suite 406, Palm Beach Gardens, FL 33410 ........................... (561) 627±6192 District Manager.ÐEd Chase. FAX: 626±4749 County Annex Building, 250 Northwest Country Club Drive, Port St. Lucie, FL 34986 ......................................................................................................................... (561) 878±3181 District Manager.ÐAnn Decker. FAX: 871±0651 Counties: Glades, Hendry, Highlands, Martin, Okeechobee, Palm Beach, and St. Lucie. Population (1990), 562,519. ZIP Codes: 33401 (part), 33403 (part), 33404 (part), 33406 (part), 33407 (part), 33409 (part), 33410 (part), 33411 (part), 33412, 33413 (part), 33414 (part), 33415 (part), 33417±18, 33430 (part), 33437 (part), 33440 (part), 33455, 33458, 33461 (part), 33463 (part), 33467 (part), 33468±69, 33470 (part), 33471, 33475, 33477±78, 33498 (part), 33825 (part), 33852, 33857, 33870 (part), 33871±72, 33920 (part), 33930, 33935, 33944, 33960, 34945 (part), 34946 (part), 34947 (part), 34949, 34950 (part), 34951 (part), 34952±53, 34957±58, 34972 (part), 34973, 34974 (part), 34981 (part), 34982± 85, 34986 (part), 34987 (part), 34990, 34992, 34994±97 * * * SEVENTEENTH DISTRICT CARRIE P. MEEK, Democrat, of Miami, FL; born in Tallahassee, -
Annual Report 2019
ANNUAL REPORT 2019 2019 WYNWOOD ANNUAL REPORT | 1 WHO WE ARE The Wynwood Business Improvement District (“BID”) Board of Directors (“Board”) are pleased to provide you with this COMMUNITY MARKETING 2019 Annual Report on the ongoing efforts to steer Miami’s ENGAGEMENT bustling Wynwood neighborhood towards a bright future that maintains the area’s unique artistic and industrial char- acter while continuing the area’s progress. SECURITY EMERGENCY The Wynwood Business Improvement District is a special assessment INITIATIVES PREPAREDNESS district in the City of Miami that consists of 400+ businesses and commer- cial properties in the 50-city-block Wynwood Arts District. The Wynwood BID is represented by a municipal board of directors who, together with an Executive Director, work to enhance security and sanitation services in the SANITATION TRAFFIC & neighborhood, advocate for the betterment of the area, raise awareness of INITIATIVES TRANSPORTATION advancements being made, and plan for the future of Wynwood. Since its creation in 2013, the BID has helped guide Wynwood’s evolution from an industrial district into a bustling, arts-focused urban neighborhood that is home to the largest concentration of street art in the United States. PLANNING STREETSCAPE Today, Wynwood is safer and cleaner than ever before and welcomes & ZONING millions of visitors annually from across the U.S. and around the globe who are drawn to the neighborhood’s street art and innovative businesses. These businesses include distinguished galleries, movie houses, culinary academies, microbreweries, artisanal bakeries, craft-coffee houses, and FINANCE POLICY renowned restaurants. INITIATIVES INITIATIVES The BID continues to lead Wynwood’s renaissance by providing crucial services that include marketing and communications, crisis management, hands-on community development that supplements the City’s limited resources, security, sanitation, and advocacy for the area. -
2018 Demographics Report By
2018 Demographics Report by: Applied Research & Analytics Nicholas Martinez, AICP Urban Economics & Market Development, Senior Manager Kathryn Angleton Research & GIS Coordinator Miami Downtown Development Authority 200 S Biscayne Blvd Suite 2929 Miami, FL 33131 Table of Contents Executive Summary……………………………………………..2 Greater Downtown Miami…………………………………..3 Population…………………………………………………………..4 Population Growth…………………………………....4 Population Distribution……………………………..5 Age Composition………………………………………............6 Households………………………………………....................10 Household Growth…………………………………....10 Trends………………………………………..................10 Local Context……………………………………….................12 Population and Households……………………….12 Employment and Labor……………………………..13 Daytime Population…………………………………..14 Metropolitan Context………………………………………….16 Population and Households……………………….17 Employment and Labor……………………………...18 Daytime Population…………………………………..20 Cost of Living……………………………………………..22 Migration……………………………………….......................24 Income………………………………………...........................25 Educational Attainment……………………………………….26 Pet Ownership………………………………………................28 Exercise………………………………………..........................29 Appendix………………………………………........................30 Metropolitan Areas……………………………………31 Florida Cities………………………………………........32 Greater Downtown & Surrounding Areas…..33 Downtown Miami……………………………………...34 Sources………………………………………………………………..35 Executive Summary Florida Florida is the third most populous state with over 19.9 million people. Within -
William and Mary Brickell Founders of Miami and Fort Lauderdale by Beth Brickell
book review By Patrick Scott William and Mary Brickell Founders of Miami and Fort Lauderdale by Beth Brickell For anyone who has wondered how two great cities, Miami and Fort Lauderdale, fi rst grew from a primeval wilderness, the answer is often given that Henry Flagler extended his railroad here from Saint Augustine. To the readers of local history who inquire further, “But how did a railroad magnate come to be interested in such an unsettled area in the fi rst place?,” the answer comes, “Julia Tuttle sent him fresh orange blossoms after the Central Florida crop was destroyed in a great winter freeze” in 1895. But for the real afi cionados of South Florida’s relatively short history, the Tuttle story turns out to be something of a myth. Both Miami and Fort Lauderdale actually owe their existence to a cranky Ohioan and his English wife who shunned publicity, lost all their papers in a storm and had no living descendants. Author Beth Brickell, pronounced Brick-ELL, is a Hollywood, Calif., producer and former journalist who fi rst encountered the BRICK-ell name while starring in a 1960s television program, Gentle Ben, fi lmed in Miami. Forty years later, she returned to uncover the long-buried story of the “First Family” of Miami. Ms. Brickell somehow got carried away with the depth of her research, contacting sources from Australia (where Charleston, SC: The William Brickell fi rst made his fortune) to California History Press, 2011. Acknowledgements, and Ohio. She ultimately wrote an entire book. introduction, photographs, maps, notes, bibliography, Though she is no relation to the subjects of her book, 126 pp. -
Miami-Dade Economic Advocacy Trust Annual Report Card and Scorecard
Miami-Dade Economic Advocacy Trust Annual Report Card and Scorecard The Metropolitan Center Florida International University November 2016 The 2015 Report Card and Scorecard for Miami-Dade County’s Targeted Urban Areas (TUAs) was prepared by the Florida International University Metropolitan Center, 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. Research Team Edward Murray, Ph.D., Associate Director Maria Ilcheva, Ph.D., Principal Investigator Dulce Boza, Graduate Research Assistant Daniela Waltersdorfer, Graduate Research Assistant The report is funded by and prepared for: The Miami-Dade Economic Advocacy Trust The Miami-Dade Economic Advocacy Trust is committed to ensuring the equitable participation of Blacks in Miami-Dade County's economic growth through advocacy and monitoring of economic conditions and economic development initiatives in Miami-Dade County. MDEAT Board of Directors . Cornell Crews, Jr. – Chairperson . Sheldon Edwards – First Vice Chairperson . LaTonda James - Second Vice Chairperson . Dr. Larry Capp . Kareem J. Coney . Craig Emmanuel . Dr. Steve Gallon, III . Michelle LaPiana . Dr. Charlotte Pittman . Elbert Waters . Brian Williams . Katrina Wright The Miami-Dade, Florida, County Code of Ordinances Article XLVIII, Section 2-505. (e) states “The Trust, in addition to providing quarterly financial reports, shall submit to the Board an Annual Report Card on the on the State of the Black Community in Miami-Dade County. The report card shall include information on factors such as, but not limited to, the unemployment rate, the rates of business ownership, graduation rates, and homeownership rates within Miami-Dade County Black Community. -
City of Miami Trolley Program Presentation, June 29, 2011
City of Miami Trolley Program Citizens Transportation Advisory Committee (CTAC) Meeting June 29, 2011 Proposed Trolley Routes 2 Modeling Effort – Ridership Projections • South East Florida Regional Planning Model (SERPM) 6.5 version • Adopted travel demand model for tri-county region • Based on population and employment projections (2035) • Population generates transit trips (productions); Employment attracts transit trips (attractions) • Model validated (tested for accuracy) for study area • Two thirds of total trips in the study area are from outside City limits 3 Brickell/Biscayne Route • Peak periods: 7:00 AM-9:00 AM and 4:00 PM-6:00 PM • Daily ridership for individual trolley route implementation 4 Brickell/Biscayne - Alignment Characteristics • Supports access to largest employment center in Miami-Dade County • Supports planned residential and commercial development in the CBD and Brickell areas • Provides additional distribution function from Metrorail and Metromover • Provides “last leg” of trip from parking areas to destinations • Downtown Development Authority passed resolution in support of route • Level of Service for roadway “D” 5 Overtown/Allapattah Route • Peak periods: 7:00 AM-9:00 AM 4:00 PM-6:00 PM • Daily ridership for individual trolley route implementation 6 Overtown/Allapattah - Alignment Characteristics • Supports access to local businesses and new parking garage along corridor • Supports planned redevelopment • Complimentary to MDT routes • Distribution function for Metrorail • Meetings and survey of commercial -
2019 Community Health Assessment Miami-Dade County, Florida Prepared By: Florida Department of Health in Miami-Dade County June 30, 2019
2019 Community Health Assessment Miami-Dade County, Florida Prepared By: Florida Department of Health in Miami-Dade County June 30, 2019 1 Table of Contents 2019 Community Health Assessment for Miami‐Dade County, FL Acknowledgements………………………………………………………………………………………………………………………………………6 Introduction and Executive Summary…………………………………………………………………………………………………………..7 Building on Community Success……………………………………………………………………………………………………………………9 Demographics Miami‐Dade County and Florida Demographic Profile …………………………………..…………………………………11 County Health Rankings and Roadmaps……………………………………………………………………………………………………..16 Consortium for a Healthier Miami‐Dade…………………………………….………………………………………………………………19 Mobilizing for Action through Planning and Partnerships (MAPP)…..………………………………………………………….20 MAPP Phase 1……………………………………………………………………………………………………………………………………..21 Organizing for Success and Partnerships………………………………………………………………………………….21 MAPP Phase 2……………………………………………………………………………………………………………………………………..22 Visioning………………………………………………………………………………………………………………………………….22 MAPP Phase 3: Primary Data Collection……………………………………………………………………………………………………..23 Assessment 1 of 4: Local Public Health System Assessment (LPHSA)……………………………………………………23 Assessment 2 of 4: Forces of Change Assessment (FCA)………………………………………………………………………45 Assessment 3 of 4: Community Themes and Strengths Assessment (CTSA)…………………………………………47 CTSA Part 1: Focus Groups……………………………………………………………………………………………………….47 CTSA Part 2: Community Wide Wellbeing Survey…………………………………………………………………….49 MAPP Phase 3: Secondary Data Collection………………………………………………………………………………………………….65