Building Blocks for Climate Change:
Tools for Assessment & Planning
Sea Level Rise Exposure Assessment Update
North Kingstown Community Center September 19, 2013
Teresa Crean, AICP
URI Coastal Resources Center / RI Sea Grant
There are many issues facing the globe in terms of the environment that will not be fixed by carbon taxation. There needs to be more emphasis on areas like urban planning, forest management, water management, Air quality, etc.
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
Running head FINANCIAL PERFORMANCE CITY OF DORAL .docxkathyledlow2rr
Running head: FINANCIAL PERFORMANCE CITY OF DORAL 1
FINANCIAL PERFORMANCE CITY OF DORAL 3
Financial Performance City of Doral
Name
Institutional Affiliation
Financial Performance City of Doral
History of City of Doral
Two real estate developers called Doris and Alfred Kaskel who bought 2400 acres of land in late 1950s established City of Doral in the state of Florida. The land was swampy between NW 36 and 74 streets and from NW 79 to NW 117 avenues; they bought the land for $ 49,000 with the aim of building a hotel and a golf course. The Kaskel’s constructed the Carillon Hotel and Doral Beach Hotel on Miami Beach. On the bought land, they constructed a country club and established a hotel, which they named as Doral, which is a combination of their names. So guests at the Miami Beach would be transported to the country club, which featured blue, red and par 3 golf courses. Among the events that were hosted at the country club was Florida’s major PGA event, which was the first Doral Open Invitational (City of Doral, 2020). Subsequently, guests frequented the hotels and the country club.
Between 1980 and 2000, Doral’s grandson called Bill built Doral estates and engaged in a joint venture to build the Doral park. Because of building the estate, younger families flooded the area for shopping sprees because the area had not parks, stores, or schools. The tenants and buyers of the Doral estate came together as a community; whereas there were no traffic problems the rapid construction of the estate and the attraction of many buyers and tenants due to the low cost led the county to impose a building moratorium (City of Doral, 2020). The high population and lack of amenities led to increase in the cost of services. The community in the area established a West Dade Federation of Homeowner Associations in 1989 to safeguard the welfare of the community. As a result of the federations’ effort, there was establishment of police station, lighting, landscaping and roads in the area.
Over time, the ownership of Doral country club and hotel changes when Donald Trump bought the club in 2012 for $150 million. Due to change in ownership, the name of the club changed to Trump National Doral Gold Club. The reputation of the club for its golf courses continued and expanded internationally; for example, the Blue Monster continued to host PGA Tour Tournament until 2016. Apparently, the City of Doral attracts many companies, families, businesses and retires (City of Doral, 2020). Between 2010 and 2016, the population of City of Dorol increased by 26.1% by 12,000 people to 58,000 residents. When the city incorporated in 2003, the population was 22,709, which is half its current population (Madan, 2017).
Financial Developments since 2014
During the last four years, the City of Doral experienced increased construction of buildings and gro.
Building Blocks for Climate Change:
Tools for Assessment & Planning
Sea Level Rise Exposure Assessment Update
North Kingstown Community Center September 19, 2013
Teresa Crean, AICP
URI Coastal Resources Center / RI Sea Grant
There are many issues facing the globe in terms of the environment that will not be fixed by carbon taxation. There needs to be more emphasis on areas like urban planning, forest management, water management, Air quality, etc.
YOUR BUSINESS IS YOUR PROFITABILITY IN CONCEPT HOTEL FUTURIST. SEE YOUR FUTURE AS YOUR PRESENT AND INVEST IN CREATIVITY THAT MAKES SENSE AND REALITY FOR BOTH GUESTS, MANAGEMENT AND STAFF. A NEW VISION AT SHORT TERM, MID TERM OR LONG TERM QUALITY AND TECHNOLOGY HOSPITALITY INDUSTRY.
Running head FINANCIAL PERFORMANCE CITY OF DORAL .docxkathyledlow2rr
Running head: FINANCIAL PERFORMANCE CITY OF DORAL 1
FINANCIAL PERFORMANCE CITY OF DORAL 3
Financial Performance City of Doral
Name
Institutional Affiliation
Financial Performance City of Doral
History of City of Doral
Two real estate developers called Doris and Alfred Kaskel who bought 2400 acres of land in late 1950s established City of Doral in the state of Florida. The land was swampy between NW 36 and 74 streets and from NW 79 to NW 117 avenues; they bought the land for $ 49,000 with the aim of building a hotel and a golf course. The Kaskel’s constructed the Carillon Hotel and Doral Beach Hotel on Miami Beach. On the bought land, they constructed a country club and established a hotel, which they named as Doral, which is a combination of their names. So guests at the Miami Beach would be transported to the country club, which featured blue, red and par 3 golf courses. Among the events that were hosted at the country club was Florida’s major PGA event, which was the first Doral Open Invitational (City of Doral, 2020). Subsequently, guests frequented the hotels and the country club.
Between 1980 and 2000, Doral’s grandson called Bill built Doral estates and engaged in a joint venture to build the Doral park. Because of building the estate, younger families flooded the area for shopping sprees because the area had not parks, stores, or schools. The tenants and buyers of the Doral estate came together as a community; whereas there were no traffic problems the rapid construction of the estate and the attraction of many buyers and tenants due to the low cost led the county to impose a building moratorium (City of Doral, 2020). The high population and lack of amenities led to increase in the cost of services. The community in the area established a West Dade Federation of Homeowner Associations in 1989 to safeguard the welfare of the community. As a result of the federations’ effort, there was establishment of police station, lighting, landscaping and roads in the area.
Over time, the ownership of Doral country club and hotel changes when Donald Trump bought the club in 2012 for $150 million. Due to change in ownership, the name of the club changed to Trump National Doral Gold Club. The reputation of the club for its golf courses continued and expanded internationally; for example, the Blue Monster continued to host PGA Tour Tournament until 2016. Apparently, the City of Doral attracts many companies, families, businesses and retires (City of Doral, 2020). Between 2010 and 2016, the population of City of Dorol increased by 26.1% by 12,000 people to 58,000 residents. When the city incorporated in 2003, the population was 22,709, which is half its current population (Madan, 2017).
Financial Developments since 2014
During the last four years, the City of Doral experienced increased construction of buildings and gro.
Here is Gabe Whitley's response to my defamation lawsuit for him calling me a rapist and perjurer in court documents.
You have to read it to believe it, but after you read it, you won't believe it. And I included eight examples of defamatory statements/
03062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
04062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
‘वोटर्स विल मस्ट प्रीवेल’ (मतदाताओं को जीतना होगा) अभियान द्वारा जारी हेल्पलाइन नंबर, 4 जून को सुबह 7 बजे से दोपहर 12 बजे तक मतगणना प्रक्रिया में कहीं भी किसी भी तरह के उल्लंघन की रिपोर्ट करने के लिए खुला रहेगा।
An astonishing, first-of-its-kind, report by the NYT assessing damage in Ukraine. Even if the war ends tomorrow, in many places there will be nothing to go back to.
01062024_First India Newspaper Jaipur.pdfFIRST INDIA
Find Latest India News and Breaking News these days from India on Politics, Business, Entertainment, Technology, Sports, Lifestyle and Coronavirus News in India and the world over that you can't miss. For real time update Visit our social media handle. Read First India NewsPaper in your morning replace. Visit First India.
CLICK:- https://firstindia.co.in/
#First_India_NewsPaper
El Puerto de Algeciras continúa un año más como el más eficiente del continente europeo y vuelve a situarse en el “top ten” mundial, según el informe The Container Port Performance Index 2023 (CPPI), elaborado por el Banco Mundial y la consultora S&P Global.
El informe CPPI utiliza dos enfoques metodológicos diferentes para calcular la clasificación del índice: uno administrativo o técnico y otro estadístico, basado en análisis factorial (FA). Según los autores, esta dualidad pretende asegurar una clasificación que refleje con precisión el rendimiento real del puerto, a la vez que sea estadísticamente sólida. En esta edición del informe CPPI 2023, se han empleado los mismos enfoques metodológicos y se ha aplicado un método de agregación de clasificaciones para combinar los resultados de ambos enfoques y obtener una clasificación agregada.
1. FIELD OF DREAMS
or
FIELD OF SCHEMES
What does the A’s Ballpark
really mean for the citizens
of Fremont?
Email comments:fcn2009@yahoo.com
1
2. ORIGINAL Ballpark Village Project
at Pacific Commons
• ORIGINAL plan included:
– 32,000 Seat Stadium; 517,000 SF of Retail / Mixed‐Use ;
– 110 Key Boutique Hotel; 3,150 Residential Units ;
– Parks and Open Space; Office; Parking
• Pacific Commons Retailers and Land‐owner opposed
the project due to concerns re: traffic congestion,
vehicular delays and inadequate parking
• The A’s have been UNABLE to MITIGATE these
concerns1
1. http://www.mercurynews.com/ci_11475378?IADID
2
3. NEW PREFERRED SITE:
Warm Springs
• NEW LOCATION AT S. GRIMMER AND WARM
SPRINGS
• Across future Warm Springs BART Station
• ONLY 32,000 capacity Stadium to be built
• Housing/Retail/Hotel at Pacific Commons ‐
PUT ON HOLD due to current economic
environment
3
4. Aerial view of both sites (Blue=Pacific Commons,
Red=Warm Springs)
Hirsch Elem.
Horner Middle Grimmer Elem. Weibel Elem.
Irvington High 2.0 mi* 0.6 mi*
2.2 mi*
James Leitch Elem.
1.5 mi*
Warm Springs Elem.
2.0 mi*
4
5. What happens in Pacific Commons
now?
• Future build‐out of Ballpark Village at Pacific
Commons by A’s – for now, unknown and uncertain
• And even when Pacific commons is built out, it will
NOT be a high‐end Santana Row, just more big‐box
retailers and theaters (per Keith Wolff, at 2/2/09
Community Meeting). We don’t need the A’s to get
this!
5
6. What does Warm springs site have to
offer?
• NO SPACE for retail and other commercial
establishments at Warm Springs site
• Defeats the objective of bringing retail, restaurant
and other commercial development that Fremont
wants to attract
• Only advantage is proximity to BART – still, Bart
ridership to games is ONLY expected to be 10%1
1. See Independent Traffic report analysis prepared by Wilbur Smith. Also, see ‘Managing for Special
events’,
Also see, Federal Highway Administration http://ops.fhwa.dot.gov/program_areas/sp‐evnts‐mgmt.htm
Handbook‐Chapter‐03 6
7. What does Fremont do for the A’s?
• A’s DO NOT infringe SF Giants territorial rights as they
remain in Alameda county
• A‘s will attract Silicon Valley game‐goers & corporate
sponsorships due to Fremont’s proximity to South Bay
• New stadium increases game attendance by 25%‐35%,
resulting in increased revenues to the A’s owners1
• New stadium increases team’s franchise value, thus the
Wolff’s can get substantial profit on their investment in
the team2
1. A’s Economic Report to the City prepared May 2007 Pages III‐3 to II‐5
2. Private Financing and Sports Franchise Values: The Case of
7
Major League Baseball Phillip Miller, Department of Economics, Minnesota State University
8. What do A’s do for Fremont?
• NO SANTANA ROW TYPE DEVELOPMENT FOR
FREMONT: With this new proposal at Warm
Springs Fremont will NOT get the high‐end
retail and restaurants or the downtown 1
• Significantly higher
– traffic congestion
– crime and vandalism
– Taxes and
– Much greater risk to citizens in case of
emergencies like earthquakes
1. Per Keith Wolff, at 2/2/09 Community Meeting, proposed development at Pacific Commons
will include Century theatres and more big‐box retailers. 8
9. THE REAL IMPACTS OF A’s STADIUM IN FREMONT:
1. Significant increase in traffic congestion along I‐880
and I‐680 and City Roads
2. Drain on City’s Police Department
3. Inadequate Emergency Response plans
4. Increase in Crime/Vandalism
5. No Meaningful Job Creation
6. What is the ‘real’ public money usage
7. Drain on City’s General Fund, real cost to citizens
8. No Comparison shopping for ‘better deals’
9
10. STADIUM USE
1. 81 regular season home‐games from April‐
September scheduled as follows1:
Weekday evening 7:05 ‐ 9:45 pm (51 games)
–
Weekday mid‐day 12:15 – 3:45 pm (4 games)
–
Saturday evening 7:15‐9:45 pm (13 games)
–
Sunday mid‐day 12:15–2:45 pm (13 games)
–
2. ADD additional stadium rental for concerts,
other public events
Source: Page 25 of Traffic study prepared on behalf of Oakland A’s ; as amended by A’s
community presentation on 2/2/09 10
11. ADVERSE TRAFFIC IMPACT
1. A’s own traffic study shows significant increase in traffic
congestion on I‐880
• LONG WEEKDAY EVENING PRE‐GAME VEHICLE
DELAYS ON I‐880
• Current Level of Service (LOS) used to measure traffic
congestion will deteriorate from existing levels (B,C,
D) to Levels E and F, the worst possible levels1
2. No traffic study performed for already congested city in‐
roads and I‐680 as yet
3. Imagine an additional 10,500 cars on street during peak
commute time
Expect your commute time to increase significantly
Source: Table 8 of Traffic study prepared by Fehr and Peer on behalf of Oakland A’s
11
12. ADVERSE TRAFFIC IMPACT
An independent peer traffic review performed by Pacific Commons
shows baseline assumptions in A’s traffic report are ‘problematic’
and ‘deficient’1 – Some examples include :
1. The A’s report does not anticipate a ‘traffic surge ‘during the hour
before first pitch – 72% cars arrive during 1 hour before game
CAUSES FREEWAYS & EXITS CLOGGED FOR 1 HOUR BEFORE GAME
2. NO MITIGATION measures are suggested by A’s report for the
vehicular delays on I‐880
3. The low‐density, dispersed suburban land use patterns in Fremont
and neighboring cities make it UNLIKELY BART RIDERSHIP WILL
EXCEED 10% even with improvements in place
4. Post‐season games and special events and their attendance UNDER‐
ESTIMATED
5. Pedestrian traffic concerns
1. Independent peer traffic report prepared by Wilbur Smith in April 2008, copy can be obtained from
City Planning Division –Kelly Diekmann 12
13. DRAIN ON ALREADY STRAPPED CITY
RESOURCES ‐ POLICE
In Dec 2008, Fremont Police Chief Craig Steckler mentioned “he
•
has 162 patrol officers, 34 short of normal levels’ (Fremont Bulletin
Newspaper, Dec 20, 2008, Page 9)
Mayor Wasserman said Fremont has the one of the lowest ratio of city
•
employees including police officers to residents in the state (Mayor
Wasserman comment at Fremont City Council Meeting on 2/2/09)
How will they deal with the nature and frequency of response required
•
for a 32,000 capacity stadium?
13
15. Inadequate Emergency Response Teams
The Warm Springs location is within 1 mile of the
•
Hayward Fault
How adequate are the City’s Emergency Response
•
Plans?
According to local daycare owners, the City told them
•
to ‘they are responsible for their own disaster plans’;
(ask your daycare/school)
In case of a major earthquake or emergency, will the
•
Emergency response teams respond to the Fremont
residents and schools or to the 32,000 game‐goers?
Hint: remember the Santana Row fire when neighboring homes burned
•
down and firefighters did not show up for 40 minutes!1
Source:
http://media.www.thespartandaily.com/media/storage/paper852/news/2003/01/30/CampusNews/Community.Addresses.Im
pact.Of.Santana.Row.Fire‐1495938.shtml 15
16. Increase in Crime
1 mile radius of Warm Springs site
8 MONTHS (Jan-AUG 2008)
Crime Count
Robbery 7
Aggravated Assault 1
Simple Assault 5
Burglary 23
Theft 31
Auto Burglary * 72
Auto Theft 21
Sex Offenses 5
Narcotics Violation 9
Child Abuse 1
Drunk/Narcotic Driving 2
TOTAL FOR 8 MONTHS 187
FOR 90 days 70
COMPARE crimes in past 90 days within 1 mile of Oakland Coliseum compared to crimes
within 1 mile of Warm Springs site 16
Map it yourself at Oakland Police website: http://gismaps.oaklandnet.com/crimewatch/
17. NO REAL JOB CREATION
1. Ballpark jobs are mostly day‐of‐game jobs ‐ part‐time, low‐
wage, low benefits; NOT the type of jobs Fremont needs
2. “A’s have a union‐contract in place”1 – this translates to ‐
very few of these jobs will go to Fremont residents
3. The A's have stated that their project will create full‐time
equivalent jobs ONLY for the construction period. Their
economic analysis report does not provide the number of
jobs that will be permanently created
4. There will be higher permanent jobs getting green‐tech
companies to Fremont!
1. Based on A’s owner Keith Wolff at a 2/2/09 Community
17
meeting
18. NO COMPARISON SHOPPING
The City Council has still NOT done an independent analysis
•
of the conclusions presented in the Ballpark Economic
Analysis report prepared by A’s
The City of Santa Clara did an independent analysis of the
•
proposal submitted by the 49ers for their City and found
that the direct benefits of having an office building would be
far greater than the direct plus indirect benefits of a
stadium. 1 Imagine that!
A’s economic report is rosy based on May 2007
•
PRE‐RECESSION ESTIMATES!
1. http://santaclaraca.gov/pdf/collateral/49ers‐20070605‐Agenda‐Report‐Eval‐49ers‐Economic‐and‐Fiscal‐Benefits‐
Study.pdf 18
19. WHAT IS THE “REAL PUBLIC MONEY GOING
INTO THIS”?
A’s are publically saying that want NO assistance from
•
the City
The Ballpark Economic Analysis report prepared by A’s
•
says something else ‐
Under the terms of this arrangement, the Athletics will be
.
•
responsible for the cost and development of the new
ballpark subject to limited negotiated assistance from
the City and County.
What is the extent of this negotiated assistance?
•
19
Source: Page II‐7 of BallPark Village Economic Analysis Report prepared by the A's
20. Drain on City’s General Fund
• The A’s pay $1M into General Fund annually for 10 years
‐ However, the cost of providing infrastructure services
for the stadium seems much greater than $1M annually
(that’s why the A’s say that they cannot estimate the
cost of providing general fund municipal services yet 1 )
• Fire/Police/Roads/Water/Sewer/Electric
substation/Maintenance etc….. COST FREMONT
TAXPAYERS REAL $$
Page ES‐3 of Economic Report prepared by
20
the A's
21. What is the ‘real cost’ to Fremont
tax‐payers?
Example 1:
• SF Giants built AT&T Park using private funding ‐ BUT, they
received:
– $10M in tax abatement from City of SF
– $80M in infrastructure upgrades (including MUNI Metro
connect)
– $1.5M for solar panels installed inside the park in 2007
– ALL with TAXPAYER MONEY!
If Fremont incurred the same debt,
Cost per Fremont family = $1,600
AT&T Park” – en.wikipedia.org
Giants to put solar panels on AT&T Park” – sanfranciscogiants.mlb.com
21
22. What is the ‘real cost’ to Fremont
tax‐payers?
Example 2:
In full‐page newspaper ads in 1990, Cleveland's
Central Market Gateway Project promised that a
new sports complex would generate quot;$15 million a
year for schools for our children.quot;
Instead, the Cleveland Teachers Union has
calculated, tax breaks given to the project have
drained $3.5 million a year from the Cleveland
school system, which is now in receivership.
22
23. Misplaced Priorities
1. Fremont schools are in desperate need of
funding
2. Our roads and pavements are in a state of
disrepair
3. Our police department is under‐staffed
4. We need a better equipped library
5. We need more parks for our children to play
So, why is the City Council focused on getting
a money‐draining stadium, when our other
needs are a priority?
23
26. WHAT YOU CAN DO
• Write a letter to the City Council: 3300 Capitol Avenue,
Building A, Fremont, CA 94538
• Call the City Council: (510) 284‐4000
• Send an email to Mayor Bob Wasserman:
bwasserman@ci.fremont.ca.us
• Send an email to A’s owner Keith Wolff:
keith.wolff@wolffurban.com
• Look up: Fremont Citizens Network
• Attend a City Council meeting and speak out. Meetings are
generally held at least two times per month on Tuesdays at
City Hall in the Council Chambers 3300, Capitol Avenue
26