The park enhancements, funded and executed by the CRA, included landscaping, plumbing repairs, lighting, and the installation of a butterfly garden. The improvements concluded with a budget surplus of $31,000. Board members deliberated on reallocating these funds, with suggestions ranging from allocating a portion for a ribbon-cutting ceremony to using some for short-term maintenance until the city could assume full responsibility. A consensus emerged that while the CRA had fulfilled its role in enhancing the park, the city needed to manage its ongoing maintenance. The board members expressed a desire for a successful ribbon-cutting ceremony to commemorate the improvements, with suggestions to allocate $500 to $5,000 for the event.

The discussion extended to the division of responsibilities between the CRA and the city’s beautification department. Concerns about the park’s upkeep post-enhancements were prominent, with suggestions to employ a professional gardening team for two months and provide training for city staff. This would ensure the park’s flora, particularly the butterfly plants, received adequate care. The board emphasized that training city staff in proper maintenance techniques was essential to avoid past failures in city-managed parks.

In addition to park maintenance, the meeting addressed the agency’s recent acquisition of properties on Opa-Locka Boulevard and Fisherman Street. These properties require considerable renovations and management improvements. The board highlighted the necessity of hiring a property management company to handle tenant relations and property upkeep. Current tenants occupy the spaces on month-to-month leases, lacking formal agreements, which could complicate future plans. Discussions about the properties’ aesthetic appeal led to suggestions for immediate improvements, such as painting, to enhance their visual presence.

The meeting also focused on tenant activities, noting that only a few businesses appeared to be operational. This raised concerns about the effectiveness of current commercial tenants and the need for better organization and cleanliness, particularly for thrift stores displaying merchandise outside. Parking issues were also discussed, particularly the utilization of parking lots behind the properties, with questions about whether they were reserved for tenants or used by nearby clinics.

Amid these discussions, the board explored the potential for using existing contracts to expedite hiring a property management company. The necessity of a formal request for proposals (RFP) was debated, with some advocating for a more efficient approach.

The financing plan involved $45,000 per unit, totaling $750,000, with an attached covenant imposing certain restrictions. However, the project faced hurdles due to unresolved parking issues. The board emphasized resolving parking concerns before committing to financial support. The need for adherence to city regulations and avoiding potential complications from insufficient parking were central themes in this deliberation.