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ATTACHMENT #1

FRIENDS JOB CREATION, CBE, CSBE, SBE AND COMMUNITY PARTICIPATION


PROPOSAL

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FRIENDS OF MIAMI MARINE STADIUM, INC.


Friends believes in equal participation by our community in the development and operation of this public project. As such,
Friends has summarized the minimum terms of certain safeguards and opportunities that will assist in guaranteeing equal
participation by the community as a whole in the project, including participation in City programs including Community
Business Enterprise (CBE), Community Small Business Enterprise (CSBE), and Small Business Enterprise (SBE). The
Miami Marine Stadium and Park project will have a positive impact to the Citys economy and will create thousands of new
permanent and temporary jobs.
Job Creation. Friends and TPA/EXPO (the Development Entity) shall consult and coordinate with the Citys Career Source
South Florida center located at the Lindsey Hopkins Technical Center at 750 NW 20th Street, 4th Floor and state economic
development entities regarding job training and job placement services to City residents seeking employment opportunities
with potential employers which will locate or establish businesses within the Project. The Development Entity agrees to use
diligent, good faith efforts to achieve or to cause its general contractor(s) and subcontractors (collectively, (the Contractor),
to use diligent, good faith efforts to achieve, as applicable, the following goals, which the parties hereto agree are purely
aspirational in nature:
(a) The Contractor shall adhere to the following hierarchy with respect to hiring objectives and practices with
regard to the Miami Marine Stadium Restoration:
1. first, residents of the City who live within one of the five (5) zip codes with the highest poverty rate,

(the City Targeted Zip Codes);

2. second, City residents who reside outside the City Targeted Zip Codes;
3. third, Miami-Dade County residents who live within one of the five (5) zip codes with the highest

poverty rate in the County, (the County Targeted Zip Codes); and

4. fourth, residents in the County who reside outside of the County Targeted Zip Codes.

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For purposes of clarity, the intent of this Section 14(a) is to encourage the Development Entity and the
Contractor to hire as many qualified persons who reside in the City to work on the Project.
(b) The Contractor shall electronically post job opportunities in established job outreach websites and
organizations, including, without limitation, South Florida Workforce, Florida Department of Economic
Opportunity Career Source of South Florida located in Miami, their successors or assigns, and similar programs
in order to attract as many eligible applicants for such jobs as possible.
(c) In connection with the work performed by the Development Entity, the Development Entity shall cause the
Contractor to pay a minimum hourly wage rate of $12.83 if health benefits are not provided to employees and
$11.58 if health benefits are provided to employees. Commencing January 1, 2018 and for each subsequent
year of the duration of the Project (CPI Escalation Year), the foregoing hourly rates shall be increased on
January 1st of the applicable calendar year by an amount equal to the percentage increase during the calendar
year immediately prior to the CPI Escalation Year in the consumer price index (the Index), which is the
monthly index published by the Bureau of Labor Statistics of the United States Department of Labor as the
Consumer Price Index for All Items, Miami-Ft. Lauderdale, Florida, Base Year 1982-84=100. The CPI adjustment
to the minimum hourly wage rates shall hereinafter be referred to as the CPI Escalation. The CPI Escalation
of the minimum hourly wage rates for the CPI Escalation Year shall be equal to the minimum hourly wage
rates in effect for the calendar year immediately preceding the CPI Escalation Year multiplied by the CPI
Percentage (as defined below). The CPI Percentage shall equal the fraction (i) whose numerator equals the
monthly Index published immediately prior to the CPI Escalation Year (or the nearest reported previous
month) and (ii) whose denominator is the same monthly Index published immediately prior to the calendar
year that preceded the CPI Escalation Year (or the nearest reported previous month). If the Index is
discontinued with no successor Index, the City shall select a commercially reasonable comparable index. The
CPI adjustment set forth herein shall not result in a reduction of the respective minimum hourly wage rates.
(d) The Development Entity shall require the Contractor to include the same minimum hourly wage rates in
any contracts entered into by the Contractor with its subcontractors for the Project who will stipulate and
agree that they will pay the same minimum hourly wage rates, subject to adjustment, as set forth in this
section.
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(e) Local Workforce Participation during Construction. At least 25% of those employed by the general or
subcontractor(s) for construction work shall be employed utilizing the following priorities:

first, residents of the five (5) highest poverty rate index zip codes in the City of Miami;
second, City residents in general;
third, Miami-Dade County residents who live in the five (5) highest poverty rate index zip codes in
Miami-Dade the County; and
fourth, residents in Miami-Dade the County in general. Residents who live in qualifying areas must
receive preference for hiring in the Miami Marine Stadium Restoration.

(f) Job Opportunity Advertisement. The Development Entity must provide 10 full-page weekly advertisements
in The Miami Times newspaper to inform residents of job opportunities and job fairs prior to construction
commencement. This shall be in addition to advertisements done through other job outreach websites,
organizations, and efforts.
(g) Community Business Enterprise (CBE), Community Small Business Enterprise (CSBE), and Small Business
Enterprise (SBE).
(1) 7.5% of the professional services agreements for soft costs including, but not limited to, design,
engineering, survey, inspection, testing and legal, shall be awarded to firms certified by Miami-Dade
the County as CSBE, CBE, and SBE firms at the time the contract is signed.
(2) The Development Entity shall award 10% of the contractual agreements for construction and
construction-related materials, supplies and fixtures to firms certified by Miami-Dade the County as
CSBE, CBE, and SBE firms at the time the contract is signed.
(h) Job Creation Monitoring Contract. Within 60 days prior to issuance of a Building Permit for vertical
improvements, the Development Entity will designate a firm who shall be CBE/CSBE/SBE certified
whom will be designated to monitor the Local Workforce Participation, Job Opportunity
Advertisement, and CBE/CSBE/SBE requirements.

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The FMMS development team is primarily local. SKANSKA USA has offices in South Florida. All of EXPO-Miami,
Inc.s senior executives live in the City of Miami. All of the teams architects and engineers live in Miami-Dade County.
The FMMS development team is committed and hereby commits to insure the use of contractors and vendors
located and/or based in the City of Miami, and more specifically minority-owned and other small business
enterprises, where possible, in the implementation and re-development of Miami Marine Stadium Park.
The development team will implement an equal employment opportunity program.
The development team enjoys a high degree of diversity and aspires to maintain this level of achievement in
the area of diversity and minority utilization. The team will affirmatively seek the most qualified persons to fill the
positions for which employees are being sought, without regard to race, color, religion, sex, national origin, age,
handicap or marital status. In conjunction with this effort, the firm will periodically furnish statistical data and other
information reflecting progress which it has made under the equal employment opportunities plan to the general
public and to employees who are interested in such information.
The development team will be connected and involved with the community.
The development team will constantly encourage staff to become involved with extracurricular activities that are helpful to
our community and to society as a whole. For example, one of the teams senior executives has given time over the last fifteen years
to serving, with no pay, as chairperson of the board of directors for the Agency for the Development of the Exceptional, a local
community based organization that provides social services for mentally retarded adults.
Team members volunteer their time and their personal resources serving community based non-profit corporations and
charitable organizations. Team members are committed to participate in activities that improve the general quality of life of our
community.
The teams commitment to be involved with community and to help the needy, the poor, the disadvantaged and the less
privileged is an on-going habit of all the members of the development team. It will continue in the future.

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ATTACHMENT #2
LEADERSHIP TEAM - RESUMES

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TPA Group, LLC


BRAD SMITH, Managing Principal
Brad oversees the overall strategy and direction of the company. With more than 30 years of experience in the global real estate
industry, he has leveraged a keen ability to identify market opportunities with a broad understanding of market fundamentals to
craft creative solutions to unique challenges. His expertise in marking trends in the real estate and capital markets has made Brad a
sought-after resource for investors and operators and has led to his personal involvement in transactions totaling several billion
dollars. Brad has consistently leveraged creativity, entrepreneurship and innovation to collaborate across all disciplines of the
commercial property business for the value enhancement of real estate.
NATHAN PRAMIK, Principal
Nathan is responsible for the acquisition activities of the company and the day to day execution of strategy surrounding the
companys investments. With over 15 years of experience in the commercial property business, he has led and overseen more than
18 million square feet in transactions across all sectors as well as the acquisition and disposition of over 2,500 acres of office and
industrial land.
RICK BRADSHAW, Principal
With more than 25 years of commercial real estate experience in major markets throughout the United States, Rick is primarily
responsible for marketing, development, and sales for several of our large master-planned parks, most notably Stanton Springs
and The Bluffs.
JEB BREES, Principal
Jeb is responsible for all commercial asset management activities as well as day-to-day oversight and operations of the company.
DAVE WILLEY, Principal
As CFO of TPA Group, Dave is responsible for all financial accounting, reporting, and risk management at the firm.

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REES WAITE
Rees is Vice President of the development and construction services team overseeing all manner of improvements, development,
and construction-related services. Rees has been with the company for over 18 years. He has extensive project management
experience with a portfolio totaling more than 4 million square feet including corporate headquarters for such names as Disney,
Delta Airlines, Turner Broadcasting, and Verizon Communications.
TYLER VANSANT
Tyler is Vice President responsible for residential asset management and acquisitions and coordinates debt financing across the
broader portfolio.
PAUL MICHAEL
Paul is Vice President of the asset management team and works closely with our investors and partners as well as managing
many of our relationships with government agencies, development authorities, and other key stakeholders in the community.
WAYNE ISAAC
Wayne is a Vice President on the development and construction services team overseeing all manner of improvements,
development, and construction-related services. With experience ranging from residential lot development to commercial
construction, he has managed more than $115 million in horizontal development and vertical construction.
KRIS VOIGT
Kris manages all analytics and modeling for the company and works closely with the acquisition team and our partners on deal
underwriting.
ALEXANDRA LOGAN
Alexandra manages all accounting and related functions for all owned assets and for the company.

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EXPO-Miami Inc.
RENE LACOMB, Principal is a Senior Executive with strong operations, cost management and large-scale systems project
experience. Skilled in developing and implementing diverse turnaround projects while successfully managing on- going
organizations . Problem solver and seasoned achiever. Significant achievements include:
Planned and implemented the consolidation and automation in 11 months of financial services for six divisions with
a $13 MM accrual, and a $30 MM annual savings run-rate.
Developed Straight-Through-Processing (STP) systems.
Developed corporate-wide master file architecture and controls that facilitated several mergers and acquisitions.

Experience
Industrial Controls Inc. Wanamassa, New Jersey

(1996-2005)

Responsibilities include: Finance, Planning, Operations, Administration and Purchasing.


Migrated IT systems and data for two significant acquisitions.
Reduced financial and support services headcount by 45%.
Led turnaround of acquired operations increasing EBITDA from SOK to 700K in 8 months, accruing enough savings
to pay for the gross acquisition costs.
RJ LaComb & Associates. Coral Gables, Florida
(1990-1995)
Management consulting services for several industrial and service clients. ,
Developed programs for several companies that typically reduced G&A by 40%.
Developed metro-area distribution routing system that cut asset and operating costs by more
than 50% while improving service levels.
Developed technology strategy for medical services start-up digitally linking doctors' offices with
insurance companies.
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Directed start-up of three companies that are growing rapidly.

Nabisco Brands, Inc.

(1969-1989)

V.P. Information Services/Financial Projects,


(1988-1991)
Del Monte, Coral Gables, Florida
Responsible for worldwide communications, system and data processing operations. Managed systems staff of 60, with more than
half located overseas.
Coordinated migration of computer systems from Nabisco Data Center to Del Monte Data Center and developed controls.
Improved financial controls that eliminated significant fraud.
Saved more than $800,000 annually by improving operating methods in multiple facilities.
Designed efficiencies that reduced international operations close from 35 to 7 days, through early use of data warehousing
and polling.
Director Operational Analysis,
(1985-1987)
Nabisco Brands, Inc., East Hanover, New Jersey
Directed and monitored all corporate operations to assure operating efficiency and effective internal controls. Managed group of 50
professionals, including internal consulting.

Directed the relocation of a $250.0MM operating


Designed and implemented two financial cost reduction programs saving $1 .9MM.

Assistant Controller,
(1981-1985)
Nabisco Brands Inc., East Hanover, New Jersey
Managed operations which provided centralized accounting and administrative services to U.S.A. Division, Nabisco Brands
International and Nabisco Brands. Inc. Managed headcount of 500.
Consolidated domestic accounting operations saving $4.6 MM.
Reduced operating expenses by $5.5 MM and headcount by 48% through consolidation and operating efficiency.
Designed and managed the building of an administrative center which was $1. l MM under budget and one month ahead
of schedule.
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Director Operations Review,


(1979-1981)
Nabisco Brands Inc., New York, New York
Reviewed domestic operations to assure compliance with accounting policies practices and procedures.
Developed Nabisco's first Foreign Corrupt Practices Questionnaire and monitored responses and actions to be
taken.
Proposed and directed three projects resulting in $5.5 MM savings:
Corporate order entry with end-to-end ID tracking;
Freight payables;
Real time general ledger.
Group Director Finance and Administration
(1978- 1979)
Standard Brands Inc., (Nabisco), Stamford, Connecticut.
Provided administrative and financial services for Research and Development Group.
Developed and implemented a plan to efficiently relocate the R&D Center.
Developed centralized systems to assure that scientific professionals performed scientific duties.
Regional Controller
(1974-1978)
Standard Brands, Wilkes-Barre, Pennsylvania
Directed and supervised the preparation of tax and financial reports; accounting and data controls for Regional
Headquarters management. Supervised 114 employees.
Successfully achieved business turnaround in nine months.
Hired and developed complete new management team.
Transferred fifteen management employees to other operations over the four-year period.
Regional Controller
Standard Brands, Chicago, Illinois
MIAMI MARINE STADIUM & PARK

(1972-1974)

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Budget Manager
Standard Brands, New York, New York

(1969-1972)

Education
New York University/St. John's University Siena College
B.S. Economics.
American Management Association National Association of Accountants
Advanced Management Training Courses
FEDERICO S.J. COUPE is an engineer educated at Utah State University.
Education.
Utah State University.
1989-MS in Finite Element Method (FEM)
Fundacion Banco de Boston, Argentina. 1986 A.S. in Foreign Trade.
Universidad Nacional de La Plata, Argentina 1982- B. Engineering
Colegio San Luis, Argentina 1976- High School Diploma
Experience
Wonder Media USA, LLC I Miami, FL Founder/CEO 2013 Present
Overview and plan contracts with Televisa, TV Azteca and MGM Latino America.
Dos XX Equipment, LLC. I Miami, FL Co-founder/CFO 2011 Present UNOPS providers.
Pharos Capital, LLC I Miami, FL Founder/CEO 2005 Present
Asset Base Lending to small and medium size companies.
MBO Asset Management I Miami, FL

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Financial Analyst 1997 2005


Assessed the performance of stocks, bonds, and other types of investments, Developed and implemented policies and procedures
over financial transactions. Coordinated transactions with other financial institutions.
Bear Stearns Argentina I Buenos Aires, Argentina Bond Analyst 1994 1997
Created a synthetic bond to securitize foreign debt in relation to the US Treasury bond.
UB Bank I Buenos Aires, Argentina Bond Analyst 1993 -1995
Design a Synthetic bond to securitize cars and busses loans.
Saleme Lima y Asociados I La Plata, Argentina
Dynamic Design and Calculations 1990 -1993
Create the mathematical model to perform dynamic noninvasive tests on one of Argentina's busiest bridge.
Utah State University I Logan, UT Stress Material Analyst 1987 -1989
Research on Static and dynamic testing on variety of materials.
El Trebol S.R.L. I Quilmes, Argentina.
Plant Supervisor 1980 - 1986
Supervised and designed the hot water system. The plant got accredited by SENASA and qualified to export to EU and USA.
Coupe y Gonzalez Construcciones. I La Plata, Argentina
Co-founder 1977 -1986
Directly involve in buying and remodeling single families' residential real estate. It included acquisition, development, construction
and sales.
Certifications
Securities Examinations:
1994 - Series 7 - General Securities Representative Exam (Stockbroker)
1994 - Series 66- Uniform Investment Advisor- Combined State Laws Exam (Combined 63 and 65)
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JEAN-CLAUDE VERITE, Vice President is an engineer and architect with forty five years international experience in the real estate
industry to include projects in the Middle East, Africa, Europe, Caribbean, South Pacific and the United States. Substantial
background in brokerage, project financing, design, field supervision, building operations and construction project management
along with a thorough knowledge of the full gamut of real estate development. Large previous experience of military facilities
infrastructure management and maintenance. Project types consist of office, hospital, hotel, retail/entertainment, industrial and
residential facilities. Since 2007 diverse type of project audits on design and project management for Millenium Challenge
Corporation (mcc.gov) in Africa (Madagascar, Mali, Burkina Faso, Lesotho, Morocco & Senegal)
WORK EXPERIENCE
CONSULTING (September 2007- 2014)
MILLENIUM CHALLENGE CORPORATION-MCC
Contract MCC-O5-0173-CFO Call 108 09/26/2007 + Amendment MOD 03 dated 08-12-08+ Call 17 2010
Consultant for MCC Infrastructure Department for MADAGASCAR, BENIN, MOROCCO, MALI, BURKINA FASO, SENEGAL.
Analysis of feasibility studies and terms of references
Review of Invitation For Bid packages
Review of bid analysis process
On site Construction Control.
CONSULTING (Self-employed) (January 2007- 2010)
(Hospitality industry)
Research of sites/investors for the ACCOR Group, an international hotel management group
Analysis of sites, market and capabilities of development teams
BAR INVEST Management Services/CONSTRUCTA US ( October 2005December 2007)
(Real estate consulting corporation involved in development and Real Estate asset management)
Vice President for development.
Analysis of potential projects: residential, commercial and hospitality.
In charge of technical and administrative litigation
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CIEC Pacific, Tahiti, French Polynesia (2002 2005)


(Construction management and Structural, Mechanical & Electrical Engineering )
Director (Pacific Region)
Performs technical feasibility studies, construction management and other technical consulting services to international
investors and owners, in infrastructure, resort hotels.
Selected Projects
Master Plan: Papeete, Tahiti: Major redevelopment study of city port to include office building, garage and retail.
Resort Hotel: Bora Bora, French Polynesia: Construction of new 200 room 5 star hotel.
5 star Resort Hotel: Papeete, Tahiti: Construction management for in depth renovation
Resort Hotel : Bora Bora, French Polynesia: Construction management for completion of a 5 star hotel
5 star Resort Hotel : Papeete, Tahiti: Structural, Mechanical and Electrical design
Underground Parking: Papeete, Tahiti. Structural and Mechanical design
Ferry Terminal: Papeete, Tahiti: Structural, Mechanical and Electrical design
DECONALVA S.A., Santo Domingo, Dominican Republic, www.deconalva.com (1997- 2002)
(Real estate investment and construction company with projects within the Caribbean)
Gerente De Construcciones (Vice President-Construction)
Profit/loss responsibility for design and construction department to include proposal preparation, due diligence analysis,
contract negotiations and construction management. Coordinate design and construction teams along with governmental agencies.
Clients include Club Med, Accor and private US and European investors.
Select Projects
Hotel/Resort complex: Dominican Republic, Punta Cana Club Med: $12M Redevelopment project which included the full gamut of
real estate development utilizing designers, suppliers and vendors from several countries.
Office: Palacio Nacional, Dominican Republic: Office renovation project from design and budgeting to construction.
Hotels: Accor: a) a historic 16th century multi-story renovation project in downtown Santo Domingo for a 5 star hotel b) 96 room 3
star hotel within a 1950s structure in historical center of Santo Domingo.
Luxury Private Residences: Island of Nevis, construction of 25 private residences @ approximately $1million each
CONSTRUCTA US, Miami, Florida, www.constructa.fr (1992 - 1996)
(U.S. branch of an international real estate consulting corporation involved in development and asset management of projects
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worldwide. Internationally, developed and/or managed over $750M of real estate in 1995)
Vice President/US Operations
Responsible for operational management of company including marketing, proposal preparation, due diligence analysis,
construction, leasing, property management and, in general, asset management.
Supervised the successful reorganization of non-profitable assets and subsequent brokerage.
Involved in corporate financing and contract negotiations.
Directed the extension and asset management of a retail center in Miami (CocoWalk) that has received countrywide
recognition for its architectural design and enormous financial success.
Directed the renovation, asset management and successful financial turnaround of a hotel investment property in Aspen,
Colorado.

Senior Property Manager/Asset Manager


Managed a 2 million SF portfolio of office, retail, entertainment and residential properties.
Developed and maintained property budgets and operations.
All financial reporting to building ownership.
Day to day operations of properties.

Military Service (1962-1992)


Liaison Officer, Ft. Leonard Wood, Missouri, USA. (1988-1991)
As French Liaison to U.S. Army Corps of Engineers, maintained communication and public relations for military and
associated private industry to include the coordination of technically related presentations and analysis of Research &
Development projects within the United States.
Organized and presented conferences concerning the high-speed train system in France (TGV) to the General Chief of U.S.
Army Corps of Engineers.
District Engineer, Marseille, France.
Directed a staff of 160 engineers, designers and operations personnel responsible for projects within twenty-five military
bases.
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Managed projects with a value of over one hundred and fifty million construction dollars during a particular three year period
to include housing, industrial, office and hospital facilities.

Chief Engineer, France & Lebanon.


Chief Engineer for Maintenance and Re-Development of one of the most prestigious universities in France, Ecole
Polytechnique, in the heart of Paris. Projects included work in dormitories, classrooms and highly specialized laboratories.
Chief Engineer for renovation of a hospital in downtown Paris, Val de Grace in which portions were located within a 17th
century building.
Chief Engineer Officer for United Nations Interim Force in Lebanon coordinating engineering and construction operations
along with infrastructure support of force.
Civil Engineering Project Manager, South Pacific.
Responsible for the construction and facility management of a water treatment plant (2,200 cubic meters/day), housing on
remote islands and sea protection for nuclear experiments.
Re-design and construction of surgery center for Jean Prince Hospital in Papeete, French Polynesia.
Architectural Designer, Paris, France.
Architectural design of projects throughout France ranging in size from five to thirty million dollars to include the design of a
maintenance and logistic complex in Lille, France, valued at 25 million dollars.
Technical Advisor and Director of Teaching Team, Algeria.
Advisor and teacher to Algerian nationals with respect to project design and construction.
Civil Engineer, France.
Road and airport construction in France and overseas. Assisted in the design and construction of fifteen kilometers of sea
protection, quarry operations and various airport runway projects.
EDUCATION
Master in Architecture, Ecole Spciale d'Architecture de Paris, 1977; Master in Civil Engineering, 1969
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Graduate from French War College, Paris 1978.


Graduate from French Military Academy - Saint Cyr, 1962.

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ATTACHMENT #3
REVENUES TO THE STATE OF FLORIDA, MIAMI-DADE COUNTY AND MIAMI DADE
COUNTY SCHOOL DISTRICT

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NEW DIRECT REVENUES


TO OTHER GOVERNMENTAL AGENCIES
In addition to the new direct revenues to the City, other government agencies will also receive new revenues from the restoration of the Stadium. The
Chart that follows, Chart 11, reflects the revenue to be received by other government agencies, including Miami-Dade County, the Miami-Dade School District
and the State of Florida for the six year period from 2016 to 2021.
CHART 11

Ad-valorem taxes
Sales taxes

2016 = $ 2,281,000
2017 = $ 6,644,000
2018 = $ 6,810,000
2019 - $ 6,987,000
2020 = $ 7,163,000
2021 = $ 7,355,000
Six year TOTAL
$ 34,240,000

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