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Heart of Boynton Redevelopment Plan (2.7MB, 112 pgs)HEART OF BOYNTON COMMUNITY REDEVELOPMENT PLAN Strategic Planning Group, Inc. Economics • Planning • Economic Development P.O. Box 550590 Jacksonville, FL 32255-0590 Phone (800) 213-PLAN Fax (904) 731-3006 in association with RMPK Group JEG Associates ????????u The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page ii TABLE OF CONTENTS TABLE OF CONTENTS.............................................................................. ........................................................... II LIST OF FIGURES......................................................................................................................... .......................IV INTRODUCTION...................................................................................................................................................... 1 THE CITY OF BOYNTON CRA REDEVELOPMENT AREA............................................................. 1 METHODOLOGY ............................................................................... .............................................................. 3 THE STUDY AREA ....................................................................................................................... .......................... 5 SOCIO ECONOMICS ........................................................................................................................................ 8 UNEMPLOYMENT STATISTICS................................................................................................................. 10 HISTORIC NEIGHBORHOODS................................... ............................................................................... 10 CURRENT LAND USE.................................................................................................... ............................. 12 PICTORIAL OF STUDY AREA.................................................................................................................... 14 CURRENT ZONING........................................................................................................................................ 16 NON CONFORMING LOTS.................................. ....................................................................................... 16 16 PARCEL INFORMATION....................................................................................... ...................................... 16 CURRENT FUTURE LAND USE ................................................................................................................ 19 REDEVELOPMENT PLANNING PROCESS ...................................................................................................... 21 STAKEHOLDER PROCESS .......................................... ................................................................................ 21 Stakeholder Identification ........................................................................................ ......................................... 21 Stakeholder Interviews.................................................................................................................................... .. 22 Kickoff Workshop............................................................................................................................................... 25 Neighborhood Livability Workshop .................................................................................................................... 28 NEW NEIGHBORHOOD DELINEATION............................... ................................................................. 34 Recommendations for commercial revitalization activities. ........................................................................ ...... 34 Recommendations for Neighborhoods and Gateways......................................................................................... 36 OPPORTUNITIES TO REDEVELOPMENT.................... ......................................................................... 42 History .................................................................................................................. ............................................ 42 Location .............................................................................................................................................. .............. 42 Schools ............................................................................................................................................................... 44 Community Development Corporations.............................................................................................................. 44 Residents ...................................... ..................................................................................................................... 44 City and CRA Commitments...................................................... ........................................................................ 44 Churches .................................................................................................................. ......................................... 45 CONSTRAINTS TO REDEVELOPMENT.................................................................................................. 45 Cherry Hills Public Housing.............................................................................................................................. 45 Boynton Terrace.................................. .............................................................................................................. 45 Small Commercial Business Problems................................................... ............................................................ 45 Lack of Developable Land .............................................................................................................. .................. 46 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page iii NEIGHBORHOOD CONCEPT PLAN ...................................................................................... .................. 48 LAND ASSEMBLY ......................................................................................................................................... 50 PROPOSED FUTURE LAND USE PLAN ................................................................................................. 52 PROPOSED ZONING ............................................................. ........................................................................ 52 URBAN DESIGN CONCEPTS ..................................................................................................... ......................... 55 ATTRIBUTE #1 – METAL ROOFING MATERIALS........................................................................................................ 57 ATTRIBUTE #2 – PASTEL COLORS: PINK, WHITE, YELLOW, GREY AND BLUE............................................................ 57 ATTRIBUTE #3 – STEEP PITCHED GABLED AND HIPED ROOFS ............................. ..................................................... 57 ATTRIBUTE #4 – DORMER WINDOWS................................................................................................................. ..... 57 ATTRIBUTE #5 – WOOD FRAME CONSTRUCTION...................................................................................................... 57 ATTRIBUTE #6– LOW PITCHED PORCH ROOFS .......................................................................................................... 58 ATTRIBUTE #7– EXPOSED TRUSS WORK .................................................. ............................................................... 58 ATTRIBUTE #8 – SIMPLE WOOD RAILINGS ................................................................................................ .............. 58 ATTRIBUTE #9 – SIMPLE WOOD TRIM ...................................................................................................................... 58 FAÇADE COMPOSITION ........................................................................................................................................... 61 RHYTHM.................................................. .............................................................................................................. 62 PROPORTION........................................................................... ............................................................................... 62 SCALE............................................................................................................... ..................................................... 62 STREETSCAPE CONCEPTS......................................................................................................................... 63 DESIGN STANDARDS............................................................................................................................................... 68 ILLUSTRATIVE MASTER PLAN......................................................................................................................... 70 IMPLEMENTATION PROGRAM ............................................... ........................................................................ 76 MASTER PLAN ADOPTION ...................................................................................................... ................. 76 MASTER PLAN IMPLEMENTATION ACTIONS................................................................................... 76 NEIGHBORHOOD ORGANIZATION PROCESS........................ ............................................................ 78 ROLE OF COMMUNITY DEVELOPMENT CORPORATIONS (CDCS)........................................ 79 CHERRY HILLS.............................. ................................................................................................................ 79 BOYNTON TERRACE.................................................................... ............................................................... 80 SEACREST BOULEVARD AND MARTIN LUTHER KING, JR. STREETSCAPE ...................... 80 LAND ASSEMBLAGE ............................... ................................................................................................... 80 ECONOMIC DEVELOPMENT, IDENTIFICATION OF INCENTIVES FOR ECONOMIC EXPANSION AND RECRUITMENT OF BUSINESSES...................................................................................................................... 81 ECONOMIC DEVELOPMENT............................................ ........................................................................ 81 TRAINING................................................................................................................... ...................................... 81 JOB CREATION............................................................................................................................................... 82 Micro Enterprise ................................................................................................................................................ 82 Day Care and other Support.............................................................................................................................. 82 Service and Office Development ............................... ......................................................................................... 82 INCENTIVES ............................................................................................... ..................................................... 83 Current Planning Incentives .................................................................................................................. ............ 84 Public Financing Techniques............................................................................................................................. 85 Other Economic Development Resources Currently Available Within Palm Beach County and the City of Boynton Beach ...................................................................................................... ........................................................ 100 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page iv AFFORDABLE HOUSING............................................................................................... ................ 102 RESIDENTIAL BASED ECONOMIC DEVELOPMENT...................................................................... 104 APPENDICES....................................................... ................................................................................................ 107 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page iv List of Figures Figure 1. CRA Boundary………………………………………………………………………………………………2 Figure 2. Parcel Map…………………………………………… …………………………………………………..6 Figure 3. Aerial Photograph…………………………………………………………………………………………...7 Figure 4. Existing Neighborhoods…………………………………………………………………………...……….11 Figure 5. Existing Land Use………………………………………………………………………………………….13 Figure 6. Current Zoning……………………………………………………………………………………………..17 Figure 7. Parcels By Size……………………………………………………………………………………………..18 Figure 8. Existing Future Land Use…………………………………………………………………………………..20 Figure 9. New Neighborhoods………………………………………………………………………………………..35 Figure 10. Palmetto Park Plan………………………………………………………………………………………...39 Figure 11. Palmetto Park Plan………………………………………………………………………………………...40 Figure 12. Wilson Center Concept Plan………………………………………………………………………………41 Figure 13. Opportunities Diagram ………………………………………………………………………… ……43 Figure 14. Redevelopment Concept Plan……………………………………………………………………………..49 Figure 15. Proposed Land Assembly ……………………………………………………………………………….51 Figure 16. Proposed Land Use Plan………………………………………………………… ……………………..53 Figure 17. Proposed Zoning Map ……………………………………………………………………………………54 Figure 18. Seacrest Boulevard Median Visualization ………………………………………………………………..64 Figure 19. Rehab Apartment Visualization …………………………………………………………………………65 Figure 20. Bus Stop Landscaping Visualization ……………………………………………………………………66 Figure 21. Gateway Signage Visualization …………………………………………………………………………...67 Figure 22. Streetscape MLK, Jr. Boulevard ………………………………………………………………………….69 Figure 23. MLK, Jr. Neighborhood Illustrative Plan ……………………………………………………………….71 Figure 24. Poinciana Neighborhood Illustrative Plan Higher Density ………………………………………………72 Figure 25. Poinciana Neighborhood Illustrative Plan Normal Density ………………………………………………73 Figure 26. CBD Expansion Illustrative Plan……………………………………… ……………………………….74 Figure 27. Heart of Boynton Community Illustrative Master Plan …………………………………………………..75 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 1 INTRODUCTION The City of Boynton Beach received an Urban Infill and Redevelopment Grant from the State of Florida to prepare a Neighborhood Master Plan for what is now referred to as “the Heart of Boynton”. The Master Plan is the second of five redevelopment plans for the City’s Community Redevelopment Agency (CRA) Redevelopment Area. The City retained the services of Strategic Planning Group, Inc. and its sub consultants JEG Associates and RMPK Group to prepare the Neighborhood Master Plan. The City of Boynton CRA Redevelopment Area The City of Boynton Beach created a Community Redevelopment Agency in 1981 and created a Community Redevelopment Area originally encompassing 180 acres. The original boundary consisted of the area bounded by Boynton Canal to the north (C-16), bounded on the west by the Florida East Coast Railroad (FEC), south to SE 6th Street, and on the east by the Intercoastal Waterway. Pursuant to a Findings Findings of Necessity, a redevelopment master plan was prepared for the area in 1983 and was adopted in 1984. The CRA Redevelopment Area was later to include an additional 518 acres covering an area that expanded the original boundaries to include the area bounded by the Interstate to the west, the C-16 canal to the north and Ocean Avenue to the South. In late 1996, the City conducted a city-wide Visions Program that resulted in the preparation of the Boynton Beach 20/20 Redevelopment Master Plan. That plan called for the further expansion of the CRA boundaries to extend the original Federal Highway boundaries to the northern City boundary and to the south to the southern City Boundary. This expanded the original Federal Highway Corridor (180 acres) to now include 1,094.98 acres. The new expanded CRA now contains approximately 1,613.74 acres. Figure 1 shows the new expanded CRA boundaries. The City’s current CRA redevelopment planning is envisioned as a five part effort. The expanded Federal Highway Corridor Community Master Plan to be adopted in 2001 was the first effort. This study, the Heart of Boynton Neighborhood Master Plan is the second. The third planning effort is to include the existing Government Center, the fourth is to include the Boynton Beach Boulevard Corridor and the fifth is to include the industrial properties lying west of the Interstate. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 2 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 3 Methodology The study effort consists of three main efforts: Planning, Economic Development and Urban Design. The entire process is driven by a “bottom up” public participation process or what is referred to as a “Community/Neighborhood Livability Process”. Strategic Planning Group, Inc. (SPG) staff and Joe Gray, president of JEG Associates commenced the public participation process by conducting leadership interviews within the community/neighborhood. The process included interview community leaders prior to and immediately after the Kick-off Charrette held on June 18, 2001. Four additional charrettes were held within the Heart of Boynton on July 21, August 11, August 25, and September 17th. Over 400 local residents attended the charrette (see the appendix for attendees). The public participation concept can be summarized by the following graphic. ! Stakeholder Outreach ! Livability Surveys ! Livability Workshops ! Strategic Neighborhood Action Plans ! Grassroots Leadership Development Bottoms Up CPlanning:Five Tools The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 4 The process can be defined as follows: Strategic Neighborhood Action Plans Stakeholder Outreach Identify Key Community Stakeholders Community Profiling Identify Community Boundaries Examine Demographic Data & Past Planning Efforts Livability Survey Compile Anectdotal Data Regarding Current Livability Conditions Livability Workshop Determine Livability Standards Identify Livability Gaps & Develop Action Strategies Design Workshops Citizens Present Action Plan to technical/design team Technical/Design Team Develops Action Plans Review and Approval Approval of Action Plan by Governing Body Action Plan Finalize Strategic Action Plan Process Facilitation Technical Support SEVEN STEPS The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 5 The planning process is designed as a long term program effort that links the findings of this Master Planning effort with other efforts being conducted within the City and Palm Beach County. THE STUDY AREA At the start of the planning process, the study area was referred to as the Martin Luther King, Jr. Boulevard Neighborhood Planning Study. During the Kickoff meeting it became apparent that within the local community, the Martin Luther King, Jr. Boulevard Neighborhood meant a sub-neighborhood primarily concentrated on 10th Avenue (Martin Luther King, Jr. Blvd.) from Seacrest Blvd. to Federal Highway. It was suggested that the study area be renamed to better reflect the geography of the area and be more inclusive with respect to the historic neighborhoods that make up the study the area. The community came up the name “The Heart of Boynton”. Figure 2 (the study area parcel map) and Figure 3 (an aerial of the study area) delineate the study area. Strategic Planning Framework Neighborhood Action Neighborhood Action Citizen Capacity Building Citizen Capacity Building Community Development Initiatives Community Development Initiatives Strategic Planning Framework • Land Use Plan • Urban Design Recommendations • Neighborhood Target Area Investment Strategy Strategic Planning Framework • Land Use Plan • Urban Design Recommendations • Neighborhood Target Area Investment Strategy Neighborhood Planning Initiative Neighborhood Planning Initiative Implementation Plan . Projects . Budgets . Funding Strategies Implementation Plan . Projects . Budgetts . Funding Strategiies Strategic Plans & Budgets Agency Plans & Budgets Creates a critical link between Neighborhood Action initiatives & Strategic Plans & Budgets Private Partners Other Public Agencies Strategic Planning Group, Inc/JEG Associates The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 6 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 7 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 8 Socio Economics According to the 2000 Census of Population, the study area contained 3,193 permanent residents as of April 2000. As shown below the area is predominately African American and Caribbean composition. The study area has shown a continued loss of population since 1980 as shown below: Table 1: 2000 Census of Population Year Population 1980 3,497 1990 3,433 2000 3,193 Source: 2000 United States Census Population Strategic Planning Group, Inc. 2001 To determine current population and household information, Strategic Planning Group, Inc. commissioned a special computer run from Claritas. Current and future population projects show a continued downward trend in both population and households. The 2000 Census 4% 89% 6% 0% 1% White Black American Indian Other race 2 or more races The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 9 following table assumes no major changes in the area; therefore, it would not include the impacts of the implementation of a new redevelopment program for the area. Table 2: Population and Household Projections Year Population Households 1990 3,433 1,050 2001 3,166 949 2006 3,093 927 Source: Claritas and Strategic Planning Group, Inc. 2001 Available housing stock has been declining in spite of concerted efforts by the local Community Development Corporations (CDC) and Habitat For Humanity. Table 3: Housing Projections Year Housing Units 1990 1,204 2001 1,081 2006 1,054 Source: Claritas and Strategic Planning Group, Inc. 2001 The area is relatively impoverished with an estimated median household income of only $27,134 in 2001. Table 4: Median Household Income Year Household Income 1989 $16,815 2001 $27,134 % Change 89-01 61.4% Source: Claritas and Strategic Planning Group, Inc. 2001 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 10 Unemployment Statistics Strategic Planning Group, Inc. commissioned the Florida Agency for Workforce Innovation to estimate the unemployment within the Heart of Boynton. The lowest geographic level that can be utilized is census tract. The study area does not fully comprise census tract 61, which also includes the area east of the railroad to the intercoastal and extending south to Boynton Beach Boulevard. However, the study area represents the majority of the census tract’s unemployment. As shown below, the study area’s unemployment rate is almost double both the City’s and County’s rate. Table 5 : 2000 Annual Average Employment Figures Category Census Tract 61 City of Boynton Beach Palm Beach County Labor Force 2,769 26,215 517,893 Employment 2,541 25,035 495,095 Unemployment 228 1,180 22,798 Unemployment rate 8.2% 4.5% 4.4% Source: Florida Agency for Workforce Innovation United States Bureau of Labor Statistics 2001 Strategic Planning Group, Inc. 2001 Historic Neighborhoods Utilizing input from City staff, plat maps and community input the study area’s historic neighborhoods were defined as shown in Figure 4. The Heart of Boynton historically contained 15 separate neighborhoods: 1. Cherry Hills 2. Cherry Hills South 3. Galaxy Elementary 4. Ridgewood Hills 5. Boynton Hills 6. Sara Sims Park 7. Poincianna Elementary 8. Wilson Center and Pool 9. North MLK Neighborhood (Happy Homes) 10. MLK Neighborhood Area 11. City Complex and Head Start The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 11 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 12 12. St. John’s Neighborhood 13. Boynton Terrace 14. Shepard Addition 15. Arden Park Current Land Use The study area is almost totally a residential area comprised mainly of single family and multifamily housing on both sides of Seacrest Boulevard as shown in Figure 5. The area has a large concentration of duplex units within the Cherry Hills neighborhood, which is largely a Public Housing Development run by Palm Beach County. The County’s Public Housing Authority controls approximately 46 units within Cherry Hills. The second most significant land use is Boynton Terrace, a 90 unit multifamily housing project located on both sides of Seacrest Boulevard near the center of the study area. Boynton Terrace was constructed in 1983 as a mix of 6 single family and ten (10) multifamily buildings containing 84 units. The western section contains six single family units and 36 multi-family units. Small pockets of commercial uses can be found spread through the area but most are found in Cherry Hills and along 10th Avenue near Seacrest and Federal Highway and along Seacrest Blvd. Arden Park is comprised of a mix of uses from manufacturing to small warehousing and retail/wholesale operations. The area contains numerous parks ranging from Sara Sims, Palmetto Park, and Barton Park to smaller urban gardens. Public uses include the Wilson Center (a community center, ball-field and pool), two schools (Poinciana -a magnet math elementary school and Galaxy Elementary), and a Head Start Center. One of the most prominent features of the study area is the large amount of vacant parcels. A total of 234 vacant parcels exist within the study area. Ninety-two (92) vacant parcels are located west of Seacrest Boulevard primarily north of 9th Avenue. One hundred and fifteen (115) vacant parcels exist north of 9th Avenue, east of Seacrest Boulevard while the area south of 9th Avenue contains 27 vacant parcels. As shown by the following pictures, the building stock within the study area ranges from deteriorated structures to new housing. Most of the buildings date prior to 1970 and feature block construction. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 13 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 14 1 (800) 213-PLAN Pictorial of Study Area The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 15 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 16 1 (800) 213-PLAN Current Zoning The primary zoning for the Heart of Boynton is residential. With the exception of Cherry Hills (R2-duplex) and Boynton Terrace (R3-multifamily), the area west of Seacrest Boulevard RIA. East of Seacrest Boulevard, the area is also predominately residential but at a higher density. Most of the eastern part of the study area is R2 with the exception of Boynton Terrace (R3). Commercial Zoning (C2) is found along the west side of Seacrest Boulevard, and two commercial nodes on either end of Martin Luther King, Jr. Boulevard (10th Avenue) – one at the intersection of 10th and Seacrest and the other at 10th and Federal Highway. The area adjacent to the FEC railroad tracks is zoned C4. The public works and headstart building, found south of 9th Avenue, is zoned PU as are the area’s two elementary schools. The area contains a number of recreational parks but according to Figure 6 on three areas are zoned REC. Non Conforming Lots The redevelopment of the Heart of Boynton has historically been hampered by the adoption of the City’s zoning code, which promoted suburban, larger lot developments. Most of the area east of the Interstate was developed prior to the 1970s and within the Heart of Boynton a significant number of smaller (less than 10,000 square feet) lots exist and do not conform to the City’s existing Land Use Regulations (LDRs). As shown in Figure 7, it is estimated that approximately 53 residential lots are “non-conforming” meaning that they are extremely difficult (or impossible) to develop. The same nonconforming issue also applies to some of the non-residential parcels. To address the residential non-conforming issue. the City is in the process of adopting new regulations, which will in effect grandfather the existing small parcel configuration, allowing for an easier effort in obtaining the necessary permits for residential development. Parcel Information The study area consists of 1,151 individual land parcels according to data obtained from Palm Beach County. The largest landholder in terms of both acreage and land parcels is the County School Board which has title to 51 parcels. The City of Boynton Beach has the second largest ownership at 45 parcels. There are 889 parcel owners within the study area with 100 people owning more than 1 parcel. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 17 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 18 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 19 1 (800) 213-PLAN One major redevelopment problem within the Heart of Boynton is parcel size. Other than government own parcels, only 3 parcels are greater than one (1) acre the largest being St. John’s church (4 acres). A majority of the parcels are locally owned (739 parcels) and 414 parcels are owner occupied. The majority of the improved property dates back to the 1950-60s and varies greatly as to its both its condition and assessed value as determined by the County Appraiser’s Office. As shown below, 84% of the parcels have an assessed taxable value of less than $50,000. Table 6: 2000 Annual Average Employment Figures Value Number Cumulative $0 171 171 <$10,000 236 407 <$20,000 210 617 (54%) <$30,000 130 747 <$40,000 104 851 <$50,000 114 965 (84%) <$60,000 72 1,037 <$70,000 33 1,070 >$70,000 81 1,151 >$150,000 19 NA Source: Strategic Planning Group, Inc. 2001 Current Future Land Use The City’s Growth Management Plan (Figure 8) largely mirrors both the existing land use and zoning for the area. The majority of the residential lands on both sides of Seacrest Boulevard are defined as Low Density Residential (LDR). Only Boynton Terrace maintains a High Density Residential classification. Palmetto Park, Wilson Center, Sara Sims Park, Barton Park and Galaxy Recreational areas are classified as Recreational (REC). Galaxy and Poinciana Elementary schools and the St. Johns/Public Works have been classified Public and Private Governmental/Institutional (PPGI). Local Retail Commercial (LRC) have been delineated on either end of Martin Luther King, Jr. Boulevard between Seacrest Boulevard and Federal Highway. General Commercial as The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 20 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 21 1 (800) 213-PLAN been designed for the area west of 4th street and east of 2nd street, while the area east of 4th street to the FEC railroad tracks has been designated Industrial. REDEVELOPMENT PLANNING PROCESS Stakeholder Process Community stakeholders provided input regarding their current impressions of the study area. During the Community Kick Off, community stakeholders identified community problems and factors that contributed to neighborhood deterioration. During the Neighborhood Livability Workshop the stakeholders reached consensus on a broad range of neighborhood livability indicators that would serve as benchmarks for assessing the current state of community well being. Stakeholders analyzed the study area base upon each of the established livability standards and assessed a grade for the areas' performance relative to each standard. The stakeholders then identified the specific deficiencies that needed to be addressed to improve neighborhood livability and identified community priorities relative to existing resource deployment and public/private investment strategies. During the two planning workshops the consulting team presented educational information designed to increase the community stakeholders understanding of the community planning and development process. The stakeholders were then asked to make specific recommendations regarding physical improvements, development strategies, design standards, and implementation phasing. Two design charrettes were conducted to allow community stakeholders review conceptual plans and maps proposed to guide future development in "The Heart of Boynton." Stakeholder Identification The consulting team obtained an initial list of key community stakeholders from City staff for the purpose of identifying potential participants for stakeholder interviews. The following groups were interviewed at the start of the planning/economic development process: Stakeholder Groups Interviewed: " Residents " Property Owners/Landlords The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 22 1 (800) 213-PLAN " Service Providers " Faith Leaders " CDC Representatives " CRA Representatives " Public Housing Agency Representatives " City Department Representatives " Law Enforcement Representatives Stakeholders were asked to identify additional key stakeholders (i.e., civic activists, business and property owners, faith leaders, etc.) during the interview process. Meeting notices were mailed to all residents and property owners in the study area, and the meetings were publicized in the local print media. Stakeholder Interviews The stakeholder interviews were designed to elicit specific information about stakeholder perceptions of current community livability conditions. The data obtained provided a foundation of relevant base-line information related to key community livability indicators. Interviews were conducted with key community stakeholders to obtain background information related to cultural, economic, social, and political factors that might impact current planning and future development efforts The consultant team conducted several windshield and walking tours of the study area. Residents and business owners were interviewed during the tours. The tours encompassed the entire study area and included informal interviews with community stakeholders, and inventories and assessments of economic, physical, and social conditions within the study area. The following charts provide information gathered by Interviewer group. Stakeholder Interviews Residents & Other Community Stakeholders Comments /Responses • There is a strong sense of community in the Heart of Boynton • Long-term residents create a sense of stability • The MLK area has a rich history as a thriving commercial center The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 23 1 (800) 213-PLAN • Address image and by improving the physical appearance of the community • Intensify law enforcement and code enforcement efforts • Reduce or eliminate loitering in front of local businesses • Work to minimize involuntary displacement of current residents during redevelopment process • Increase quality and affordability of housing • Address nuisance businesses • Unemployment is a major community problem • There is a need for additional neighborhood serving businesses • Redevelopment plans should maximize area location advantages • Residential areas should be pedestrian oriented • There is a need for additional recreation facilities and activities for children Community Stakeholder Interviews Consultants interviewed key community stakeholders to obtain input regarding: " Neighborhood Boundaries " Community Leadership and Key Stakeholder Identification " Community Outreach Strategies " Community Strengths, Concerns, and Expectations Major Property Owners & Potential Development Partners Comments /Responses St. Johns CDC: • Church Annex construction to be completed by late summer. • CDC focus is on support services for MLK residents. Annex can serve as service center (approximately half of 32 offices to be utilized for child care operation) Boynton Beach Faith Based CDC: • Would like to develop additional affordable housing in area The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 24 1 (800) 213-PLAN Boynton Terrace: • Substantial renovation of structures is warranted • Roof repairs and general maintenance are currently ongoing. • The property is a “project-based” HUD facility (HUD subsidized rents not transferable) • Priority needs include entryway signs, a community center facility and improved landscaping. Cherry Hills -Housing Authority: • Substantial renovation of housing stock warranted • Housing Authority willing to explore public/private redevelopment options for property Business Owners/Investors: • Parcel assembly will be critical factor • Would like to develop small scale neighborhood serving, mixed use commercial corridors on Martin Luther King, Jr. Boulevard City Staff Stakeholder Interviews The consultant team interviewed City staff to obtain input regarding: " Existing Projects & Plans " City-Wide Development Goals and Strategies " Service Delivery Systems " Specific Challenges in the MLK study area " Previous Community Planning and Development Strategies " Resources, Concerns, and Expectations City Staff Comments /Responses Current Redevelopment Policy and Plans: • Predominant character should remain neighborhood residential with commercial activity confined to nodes at Seacrest and Federal Highway. • Would prefer to integrate additional moderate/high-end multi-family residential units with minimal neighborhood serving mixed-use activity in residential areas • Plans should be linked with city-wide plans and development goals, such as existing plans for a 10 acre park and dock to enhance waterfront access, City Centre revitalization , and continued development of Federal Highway corridor. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 25 1 (800) 213-PLAN • Strong partnerships with CDCs and private development partners are critical. • The establishment of clear neighborhood boundaries would facilitate community building efforts. Crime & Safety: • “Real and perceived” crime problems in the MLK District will have to be addressed. • Loitering around the EZ Mart and Robert’s Diner contribute to negative image and actual criminal activity. • Bullet resistant street light shields have had a positive impact in Cherry Hills. • Public Housing units and apartment building are where most criminal activity appears to be concentrated. • Boynton Terrace is also a major problem from a law enforcement perspective. Zoning & Land Uses: • Zoning overlays may provide a more practical solution in the MLK area than rezoning. • Existing land use documentation is currently not available. • A windshield tour was conducted to evaluate current land uses. Code Enforcement: • Current policy is complaint driven response, but department is open to reviewing other enforcement options • Staffing is an issue, relative to enforcement activity • Trash on vacant lots and illegal dumping is a major problem • Civil citations issued to offenders are used to curtail dumping and offer immediate enforcement options, other than liens • Lot size limitations and permitting constraints limit infill development opportunities. Kickoff Workshop A Community Kickoff Meeting was held to announce the planning initiative, review the planning process, and obtain community input regarding community issues and concerns. Stakeholders were asked to describe their current impressions of the neighborhood (i.e., what they valued and, what they would like to change). This step allowed community stakeholders an opportunity to introduce themselves, and become acquainted with other workshop participants. More importantly, this exercise provided an up-front opportunity for community stakeholders to vent their feelings, The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 26 1 (800) 213-PLAN regarding the issues, concerns or complaints that were foremost on their mind while also directing their attention to the things that are good about their neighborhood. The outcome of the Kickoff session was a list of things that community stakeholders valued about the neighborhood and a list of issues of concern. The following page highlights the findings of the Kickoff Workshop held at St. John’s Church. TOP STRENGTHS OF STUDY AREA: {Order listed does not reflect priory of concern} • Location • Community cohesion • Size • Diversity • Community loyalty • Short blocks • Developable property • Infrastructure in place • Residents care about children • Pedestrian oriented • Long-term residents • Sense of community • Close knit families • Community gardens • Wilson Center • Affordable housing • Canal • Potential for development • Schools • Home owners • Market potential • Sense of “home” • Rich history • Places of worship • Boynton Blvd., US 1, and Ocean Ave. improvements • Political voting block MAJOR PROBLEMS IN STUDY AREA: {Order of list does not reflect priory of concerns} • appearance (reinforces image of unsafe place) • lax code enforcement • crime (drugs, gambling) • loitering (quick shops) • “hood perception” • lack of commercial activity • poorly maintained properties • lack of affordable housing • poor access to health services • lack of community responsibility (civic participation) • lax law enforcement • insufficient parking • traffic on Seacrest Blvd. • poor access to services • neglected regarding public resources • deteriorating housing stock • inflated property values (speculation) • fragmentation (lack of community cohesion) • negative attitudes • absentee landlords • poor landscaping • Cherry Hills (physical conditions/crime) • Boynton Terrace (physical conditions/crime) • EZ Mart, Johnsons, Cherry Hills store (loitering/drug dealing) The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 27 1 (800) 213-PLAN DESIRED OUTCOMES: {Order of list does not reflect priory of concerns} • Physical improvements in Boynton Terrace • additional sidewalks • improved landscaping/streetscaping • additional/improved recreation facilities • accessible health care • affordable housing (single/multifamily) • reduced crime • mixed use development • public land acquisition to facilitate redevelopment • follow through on plans/recommendations • a unified vision • pedestrian oriented neighborhoods with mixed-use development • diversification of incomes • additional neighborhood serving businesses • grocery store • eliminate nuisance properties • farmers market • expand Head Start facilities • economic growth • additional job opportunities • improved appearance • redevelop vacant properties • improved services TOP STRENGTHS OF STUDY AREA: {Order listed does not reflect priority of asset} • diversity • location • law enforcement • home home (“sense of place”) • lot of life-long residents (deep roots) • residents love the area • potential for redevelopment • decent people • faith institutions • schools • community forum • beach access • culture • community spirit • individual opportunities • small town atmosphere • family ties • committed City leaders/staff • sense of community • good people • rich heritage • parks and facilities The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 28 1 (800) 213-PLAN MAJOR AREAS OF CONCERN: {Order listed does not reflect priority of concern} • insufficient parking • inadequate sidewalks • inadequate street lights • drugs and related crimes • lack of neighborhood serving businesses • loitering • illegal dumping • noise/profanity • litter • traffic on Seacrest Blvd. • negative image • appearance • need for curfews • lax law enforcement • lack of civic involvement • inadequate recreation facilities and activities • poor property maintenance • poor landscaping • neglected relative to public resources • inadequate health and social services • not enough safe places for kids to go • extensive vacant lots • unclear neighborhood boundaries • inadequate signs and gateways • lost history (pictures/structures • absentee landlords • distrust of law enforcement Neighborhood Livability Workshop The Team conducted a Livability Workshop with community stakeholders designed to: 1) develop community consensus on livability standards; 2) assess how well the community is currently performing, relative to those standards; and, 3) set clear community priorities and focus stakeholder input on issues that are critical to enhancing community livability. This workshop engaged neighborhood stakeholders in a series of exercises and dialogue sessions designed to develop a collective "community vision" and to identify the essential ingredients needed to strengthen and preserve their neighborhood as a healthy, livable community consistent with the collective vision. The workshop was intended to quickly set clear community priorities and focus citizen input on those issues and concerns that they identified as being critical to the improved livability of their community. Those community priorities became the foundation for the community redevelopment plan. Neighborhood Livability Standards: The facilitator reviewed a list of Livable Neighborhoods indicators with stakeholders and obtained consensus within within the group to utilize the indicators as guiding standards for assessing neighborhood livability. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 29 1 (800) 213-PLAN Assessing Current Neighborhood Performance: This step was intended to identify and confirm what participants saw as the critical ingredients of a truly healthy and livable neighborhood – what social, economic and physical elements were critical to ensuring that their neighborhood is one where residents and visitors can safely and productively enjoy everyday life. Residents graded the study area according to how well they thought it was performing according to each of the priority essential ingredients; the scores helped to identify significant “livability gaps” in the community that can be focal points for future action planning and resource mobilization. Setting Priorities: This step provided an opportunity for community stakeholders to offer ideas and solutions to address neighborhood livability gaps (i.e., to raise the grades on each of the standards to an acceptable level). It was utilized to define and prioritize essential ingredients for neighborhood improvement; this provided the framework for developing action plan recommendations in the next phase of the planning process. The following summarizes the Livability Workshop (Charrette) Findings: Neighborhood essential ingredient deficiencies identified by community stakeholders Public Safety Neighbors watch out for each other & enjoy a sense of security within their homes & neighborhood. ESSENTIAL INGREDIENTS: 1. Increased Law Enforcement a. Illegal Drug Trafficking & Use b. Loitering c. Speeding/Traffic Violations 2. Code Enforcement a. Illegal Dumping b. Vacant Buildings 3. Increased Community Involvement a. Neighborhood Watch The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 30 1 (800) 213-PLAN 4. Infrastructure Improvements a. Street Lights b. Traffic Calming Devices c. Traffic Signal at Seacrest/M.L.K. Intersection 5. Improved Sanitation Services a. Garbage Collection b. Removal of debris from vacant lots Neighborhood-Serving Businesses Nearby businesses offer local jobs along with products & services for everyday life. ESSENTIAL INGREDIENTS: 1. Medical Care Facility 2. Grocery Store 3. Professional Offices 4. Gas Station 5. Restaurants, Pharmacy, Dry Cleaners, Discount Shop Pride Of Place & Property Residents & property owners invest time & money towards maintaining & enhancing their homes & neighborhood. ESSENTIAL INGREDIENTS: 1. Increased Code Enforcement a. Community Appearance Code 2. Improved maintenance of rental properties 3. Increased home ownership 4. Neighborhood Association 5. Gateways & Landscaping Parks & Open Space Ample parks & open space are accessible to residents for recreation & celebration. ESSENTIAL INGREDIENTS: 1. After School Programs 2. Park Improvements a. Pavilions b. Restrooms The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 31 1 (800) 213-PLAN c. Playgrounds 3. Year Round Pool Access 4. Improved Security a. Curfews/Patrols/Lighting 5. Organized Sports Programs Neighborhood-Oriented Schools Quality public schools are physically & socially connected to the neighborhood & nearby civic facilities. ESSENTIAL INGREDIENTS: 1. Use facilities for other programs 2. Consider Charter School Pedestrian & Bicycle Connections A network of walkways & bicycle routes provides residents with safe alternatives to auto travel. ESSENTIAL INGREDIENTS: 1. Additional Sidewalks 2. Increased Law Enforcement 3. Street Lights 4. Shade Trees 5. Bike Paths Accommodations for Automobiles Public & private parking facilities ensure a place for cars & cars in their place. ESSENTIAL INGREDIENTS: 1. Improved Parking a. N.E. 12th, 13th Streets b. N.W. 6th Avenue c. Wilson Center 2. Traffic/Speeding a. Seacrest 3. Eliminate abandoned cars The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 32 1 (800) 213-PLAN Civic & Spiritual Institutions Nearby civic facilities & spiritual centers offer residents community services & worship opportunities. ESSENTIAL INGREDIENTS: 1. Increase faith community involvement 2. Improve existing facilities a. Wilson Center Complex 3. Develop civic meeting/gathering space 4. Provide additional academic programs Infill Development Activity Infill development & redevelopment offers new commerce & housing options that enhance neighborhood character. ESSENTIAL INGREDIENTS: 1. Review & update zoning ordinances 2. Develop vacant lots 3. Rehabilitate or eliminate vacant structures Mass Transit Nearby transit services provide residents with alternative travel options & reduce automobile traffic. ESSENTIAL INGREDIENTS: 1. Bus Shelters 2. Increased awareness of available services Major Actions needed include: Law Enforcement (74 votes) Community Center (33 votes) Code Enforcement (57 votes) Park Improvements (32 votes) Medical Clinic (43 votes) Housing Improvements (28 votes) Increase Community Involvement (39 votes) Infill Development (21 votes) Zoning Changes (36 votes) School Involvement (15 votes) Need for job creation and training. An important part of the Livability Workshop is to get the Stakeholders to rank the relative condition of their community. A survey was given to the participants and later analyzed by the Consultant Team. The findings of this self assessment are show on the following page. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 33 1 (800) 213-PLAN Neighborhood Livability Workshop REPORT CARD LIVABILITY STANDARD Public Safety Neighbors watch out for each other & enjoy a sense of security within their homes & neighborhood. Neighborhood-Serving Business Districts Nearby businesses offer local jobs along with products & services for everyday life. Pride Of Place & Property Residents & property owners invest time & money towards maintaining & enhancing their homes & neighborhood. Parks & Open Space Ample parks & open space are accessible to residents for recreation & celebration. Neighborhood-Oriented Schools Quality public schools are physically & socially connected to the neighborhood & nearby civic facilities. Pedestrian & Bicycle Connections A network of walkways & bicycle routes provides residents with safe alternatives to auto travel. Accommodations For The Automobile Public & private parking facilities ensure a place for cars & cars in their place. Civic & Spiritual Institutions Nearby civic facilities & spiritual centers offer residents community services & worship opportunities. Infill Development Activity Infill development & redevelopment offers new commerce & housing options that enhance neighborhood character. Mass Transit Nearby transit services provide residents with alternative travel options & reduce automobile GRADE DDD+ CCD+ D+ D+ DCGRADE SCALE The essential ingredients for this standard are: A = exceptionally high presence & quality in neighborhood B = strong presence & quality, although specific areas may need some attention C = moderate presence & quality but there is a need for improvement D = minimal presence & quality and there is a need for substantial improvement F = virtually no presence or quality in neighborhood The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 34 1 (800) 213-PLAN New Neighborhood Delineation During the charrette (extensive public participation) process, the residents were asked to delineate the current neighborhoods within “The Heart of Boynton”. Out of this process seven functional neighborhoods were identified. The neighborhoods with the study area are delineated in Figure 9. As previously mentioned, a major factor in the redevelopment area is the elimination of the Cherry Hills Public Housing and redeveloping the Northwest Quadrant as a new Neighborhood – “Poinciana Heights”. The two remaining neighborhoods in the western part of Heart of Boynton maintain their historic continuity as Ridgewood and Boynton Hills. The eastern half of the study area consolidated the Northeastern Quadrant as the new expanded Martin Luther King, Jr. Neighborhood. The existing neighborhoods were retained but participants felt that because not enough representation from the other neighborhoods no major planning effort could be done with respect to naming etc. The findings of the Planning Charrette follow: Recommendations for commercial revitalization activities. Last 2 charrettes pointed to the desire/need for a host of neighborhood/community services including: $ Medical Facilities $ Grocery Store $ Professional Offices $ Gas Station $ Restaurants $ Pharmacy $ Dry Cleaners $ Discount Shops The group agreed that the only potential for community and neighborhood levels of service was on Martin Luther King, Blvd. and the only place for mixed-use development was the Southeast Quadrant. Problem for these types of development is that no land parcels of sufficient size are available for any amount of developable space. Commercial developments require parking (usually 4 per 1,000 ft. with restaurants requiring more). The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 35 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 36 1 (800) 213-PLAN Recommendations for Neighborhoods and Gateways The group reviewed the 15+ neighborhoods and recommended 7 neighborhoods, 3 west of Seacrest Boulevard and four east of Seacrest (as noted above, the stakeholders did not feel that enough local participation from the three southern neighborhoods to warrant strong planning positions regarding these neighborhoods). Recommendations Western Neighborhoods: $ Poinciana Heights $ Boynton Hills $ Ridgewood This western portion of the study area was seen as a predominately single family residential area (R-1) with only a small area of commercial allowed (south of 10th at Seacrest). Stakeholders suggested closure of the road bordering the northside of EZ Mart and redeveloping area into a neighborhood commercial use. Poinciana Heights was a major change from the existing neighborhood structure. Stakeholders called for the redevelopment of the old Cherry Hills Public Housing and surrounding developments and to capitalize on the Poinciana School and new Wilson Center image to reinvigorate this newly expanded neighborhood. The neighborhoods of Boynton Hills and Ridgewood called for the stabilization of each area. The moving of Boynton Terrace Apartments from Boynton Hills was recommended (moved to east of Seacrest). The stakeholders strongly endorsed development of linear park along C-16 and south along I-95 to Galaxy Elementary. Gateways (2 each) were recommended for each neighborhood and traffic calming features were identified (sidewalks, parking at Barton Park and several stop signs). Eastern Neighborhoods $ Martin Luther King, Jr. $ Boynton Terrace $ Shepard Addition The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 37 1 (800) 213-PLAN $ Industrial (1st/FEC) The group did not feel comfortable with naming the neighborhoods. Martin Luther King Neighborhood was seen as mostly residential with commercial at each end node of MLK Boulevard (Seacrest and FEC/Federal). This was in conflict with the group at large and past study efforts which define MLK as more of a neighborhood/commercial linear center with restaurants, shops etc. Shepard Addition was another area of conflict between the earlier finding of the group at large (and summary findings at close) for the need to assemble parcels for commercial mixed uses. Commercial Developments discussed included: $ Restaurants $ Professional Offices $ Medical Facilities $ Grocery Store $ Vocational Training $ Home Based Businesses $ Gym $ Shops and Beauty/Barber $ (Remove EZ mart) Gateways and traffic calming features were identified. Recommendations to improve traffic flow, parking, and pedestrian routes. Eastside issues: $ Congestion @9th/Seacrest $ Limit City Vehicles to East @NE 9th Street $ Slow traffic @MLK, 13th $ Parking on MLK (street) $ Make parking ordinance more flexible $ Centralize parking 10th/11th $ Add Signs “ Slow Children” $ Stop Sign 6th/1st E/W $ Limit Parking to 1 side on 13th, 12th and 11th. $ Setback changes $ Maintain alleys (encourage rear parking) The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 38 1 (800) 213-PLAN Westside issues: $ Sidewalks on 3rd and 4th (Ridgewood) $ Stop signs in Poinciana Heights $ Close road north of EZ Mart Recommendations for Parks/Green Spaces & Civic Centers $ Continue Canal Park to I-95 then south to Galaxy School $ Parking at Barton Park $ Improve Wilson Center $ Add benches to parks $ Plant shade trees $ Add water fountains $ Add Garden @4th/1st and 6th/1st. As part of past redevelopment planning efforts, the City constructed a park (Palmetto Park) on the C-16 Canal from the FEC railroad tracts to Seacrest Boulevard. As part of its ongoing planning efforts, the Recreational Department has developed conceptual plans to extend the park west of Seacrest. The stakeholders overwhelming endorsed the concept as well as its continuation south to Galaxy School. Figures 10 and 11 show the conceptual plans for the western extension. The redevelopment of Wilson Center and its ball field and pool is a critical part of the overall redevelopment of the Heart of Boynton. The city has committed to the conceptual planning of this Center and the planning contract is expected to be approved before the end of 2001. A conceptual diagram of one alternative is shown in Figure 12. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 39 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 40 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 41 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 42 1 (800) 213-PLAN Recommendations for Land Use & Zoning $ Approved of new proposed zoning ordinance to grandfather smaller/older lot configuration east of the Interstate $ Approved of Floribbean Architectural Design Standard $ Approved of Continuing Ocean Avenue Streetscape concept into Heart of Boynton Recommendations for Streetscapes The stakeholders felt that major streetscape work on Seacrest Boulevard is needed and to a lesser extent on Martin Luther King, Jr. Boulevard, east of Seacrest Boulevard. Illustrations for the Streetscape of Seacrest can be found in Figures 18 through 21 found later in this report. Opportunities to Redevelopment The Heart of Boynton has numerous inherent opportunities that should assist in its redevelopment and shown in Figure 13: (1) History, (2) Location, (3) Schools, (4) CDCs, (5) Residents, (6) CRA and City commitment, and (7) a large number of churches. History The Martin Luther King, Jr. Boulevard corridor (10th Avenue) has a long history as a regional African American entertainment and commercial corridor (due in large part to segregation prior to the 1960’s). Furthermore, the study area also includes the historic Boynton Hills development with its unique use of “round abouts”, a feature that has just started to be reinvented by communities throughout the country. Location Geographic location is one of Heart of Boynton’s biggest advantages. Its favorable location with respect to I-95, Federal Highway, Seacrest Boulevard (access to Gateway), proximity to the inter-coastal waterway and the ocean and the City’s emerging CBD are all critical locations that give this area a competitive edge. Boynton Beach Boulevard serves as one of two access points to the interstate for this portion of the City as well as Ocean Ridge. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 43 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 44 1 (800) 213-PLAN Schools The Heart of Boynton is home to two (2) excellent elementary schools: Poinciana and Galaxy. Poinciana the newer of the two is a magnet school specializing in math and technology. The study area also has a Head Start Center catering to the areas children. Community Development Corporations Another major advantage to the redevelopment of Heart of Boynton are its two (2) Community Development Corporations (CDCs): (1) Boynton Beach Faith Based Community Development Corporation and (2) R.M. Lee Community Development Center, Inc. The Boynton Beach Faith Based CDC has been extremely active in the community in providing both leadership and assisting in supplying housing in the study area. It also serves as the community’s only Community Housing Development Organization (CHDO). R.E. Lee CDC was originally involved in assisting in the creation of housing but has changed its focus to be more service oriented. oriented. The R.E. Lee CDC has constructed a multiuse two building, two floor facility including large multi-use room, and 30 classrooms. The facility is expected to house a much needed day care facility and serve as the possible location for a Health Clinic. Residents The study area contains a large and active resident population that has actively participated in the planning efforts to reinvigorate this historic community. As stated earlier in this report, over 400 people gave of their time in participating in the charrettes/workshops for this planning effort alone. City and CRA Commitments The City has made a commitment to improve the entire CRA area and in particular the Heart of Boynton. The city has torn down several dilapidated buildings, created small urban gardens, improved water and sewer lines and built Palmetto Park (these represent only a part of the City’s past and ongoing efforts). The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 45 1 (800) 213-PLAN Churches Heart of Boynton contains 18 churches covering a wide range of denominations. The location of these churches in the study area has both positive and negative impacts. Churches represent an important source of leadership if church leaders can form an active Ministerial Alliance (which has yet to develop). On the negative side, there are probably too many churches located in such a small area. The churches do not contribute advalorem or TIF moneys to the CRA and several churches are in violation of parking requirements and other LDRs and several are in need of major façade improvements. Constraints to Redevelopment Constraints are largely confined to a limited number of issues: (1) Cherry Hills Public Housing (and its image to the entire area), (2) Boynton Terrace, (3) Small commercial businesses catering to these two developments (EZ Mart, etc.), lack of developable acreage, and (5) upkeep of vacant parcels and general code enforcement. Cherry Hills Public Housing Cherry Hills is the single largest impediment to the redevelopment of Heart of Boynton. The area is a major center of crime, the aesthetics are bad, and the general image is that of a “hood” which permeates the entire area. Conversations are been held with the Palm Beach Public Housing Authority to enable the City to take over the Project. Under that plan, residents would be given Section 8 vouchers to obtain housing elsewhere, and the City would demolish the projects buildings and according to this redevelopment plan replat the area to accommodate a large parcel size. As discussed earlier and again in the next section, with the removal of Cherry Hills, a new neighborhood will be developed -“Poinciana Heights” using both the magnet Poinciana Elementary school and a redeveloped Wilson Center as its center-piece. Boynton Terrace Boynton Terrace is a project based Section 8 Housing Project located on either side of Seacrest Boulevard. As mentioned earlier, the western complex does not fit into the single family neighborhood of the historic Boynton Hills development. The complex is under pressure by HUD to improve its facilities and overall management. Small Commercial Business Problems Several small commercial businesses (including EZ Mart, Cherry Hill Store, etc.) primarily serve Cherry Hills and Boynton Terrace and serve as major loitering areas and centers for The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 46 1 (800) 213-PLAN criminal activity. Most of the sites located west of Seacrest would not be compatible with the new low-density residential character of “Poinciana Heights”. Lack of Developable Land While the area has a significant amount of vacant parcels most are 5,000 – 10,000 square feet in size with no existing parcel exceed 2 acres. Therefore without assemblage no large scale redevelopment is possible. The following is representative of the land requirements for several types of development: Retail Opportunities • Neighborhood Center (provide goods for day to day living and personal services) include grocery, laundry, dry-cleaning, hairstyling, shoe repair -used to include pharmacy – Average Size --30,000 -100,000 leaseable – Average Acreage --3 to 10 acres – Rule of thumb -10,000 sq. ft per acre – Trade area 11/2 mile circle, 5-10 minutes drive The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 47 1 (800) 213-PLAN Retail Opportunities • Community Center usually anchored by discount store – Average Size --100,000 -300,000 leaseable – Average Acreage --10 to 30 acres – Trade area 3-5 mile circle, 10-20 minutes drive OFFICE • Small office users – 16,000 -20,000 square feet – Bldg usually 100 ft wide, 200 ft long – Parking 4 spaces per 1,000 sq.ft. – Medical require 6-7 spaces per 1,000 sq.ft. – Typical parking space -300-350 sq.ft. – 10,000 sq.ft office --1 acre The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 48 1 (800) 213-PLAN Neighborhood Concept Plan The Heart of Boynton Concept Plan is based on the creation and stabilization of seven neighborhoods. The western portion of the redevelopment area will contain three single family neighborhoods (the new Poinciana Heights, Boynton Hills and Ridgewood). The western half of Heart of Boynton will be centered on a revitalized Boynton Hills, a new Poinciana Heights neighborhood, a redesigned Wilson Center and an expansion of Palmetto Park linking the area from Galaxy School to the existing Palmetto Park located east of Seacrest Boulevard. As shown in Figure 14, each neighborhood would have two (2) entrance gateways with new signage to identify the neighborhood. Several traffic calming elements (sidewalk and stop signs) have been identified. The eastern portion of the Heart of Boynton becomes a mixed use development incorporating a range of multi-family developments on either side of Martin Luther King, Jr. Boulevard, and single family homes on 13th and 12th Avenues. While the neighborhood plans currently include Boynton Terrace and Shepard Addition as established neighborhoods with gateways and traffic calming, the redevelopment Master Plan calls for APARTMENTS • Average size --150-200 units • Average acreage --8-12 acres • Townhouse, 1 story apartment --10-15 acre • Two-story garden apartments --20-30 acre • Three-story --up to 40 units per acre The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 49 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 50 1 (800) 213-PLAN this area to develop into an expansion of a new CBD based on redeveloping the Government Center to the south. Land Assembly The redevelopment plan is based on major redevelopment of three major areas within the Study Area. To accomplish the redevelopment, land assembly will be required. Cherry Hills area will have to be assembled to allow for replatting and redevelopment as a traditional single family neighborhood similar in concept to Ridgewood. The second major assembly action will be within the Martin Luther King, Jr. Corridor. This will be required to redevelop the area as a multi-family neighborhood allowing for increased housing and population to support possible neighborhood services. This includes the redevelopment of the City’s Public Works parcel allowing for more depth in the redevelopment of this neighborhood. The last section is the southeast quadrant which appears to have competitive advantage as an area for the expansion and creation of a new CBD for the City of Boynton Beach. As alluded to earlier in this report, a major negative feature of the current structure of Heart of Boynton is lack of developable parcels (10+acres). Because of the area’s strategic location, the southeast quadrant has creditable mixed use potential assuming the redevelopment of the Government Center as part of a new CBD. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 51 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 52 1 (800) 213-PLAN Proposed Future Land Use Plan The following graphic (Figure 16) depicts the future land use of the Heart of Boynton and as such represents the Redevelopment Master Plan for the Study Area. As discussed above, this Future Land Use Plan is the result of incorporating the Land Use changes requested by the stakeholders of Heart of Boynton. It is this Plan (map) that will be adopted by the CRA and City and that the City will use to amend its Growth Management Plan. Proposed Zoning Figure 17 translates the Future Land Use into a new Zoning Map for the Heart of Boynton. The City, once the Future Land Use Plan has been adopted, will amend its zoning map to incorporate (implement) the zoning changes recommended in this Report. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 53 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 54 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 55 1 (800) 213-PLAN URBAN DESIGN CONCEPTS The Urban Design concept adopted by the stakeholders evolved through numerous planning efforts in the area over the last 15+ years. The history of the area, particularly Martin Luther King, Jr. Boulevard (10th Avenue), and the recent growth of Caribbean residents into the area was a strong rationale for the adoption of an “Old Florida” and “Caribbean” influence. This new design concept labeled “ Floribbean” was overwhelming approved as the preferred choice for design standards. The following section provides an overview of the new Floribbean Design Concepts. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 56 1 (800) 213-PLAN Floribbean Architectural Guidelines The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 57 1 (800) 213-PLAN Attribute #1 – Metal roofing materials Attribute #2 – Pastel colors: pink, white, yellow, grey and blue Attribute #3 – Steep pitched gabled and hiped roofs Attribute #4 – Dormer windows Attribute #5 – Wood frame construction The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 58 1 (800) 213-PLAN Attribute #6– Low pitched porch roofs Attribute #7– Exposed truss work Attribute #8 – Simple wood railings Attribute #9 – Simple wood trim The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 59 1 (800) 213-PLAN Floribbean Design Style – Traditional: The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 60 1 (800) 213-PLAN Floribbean Design Style – Contemporary Interpretation: The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 61 1 (800) 213-PLAN Façade Composition Building facades play a basic role in the visual makeup of the business district. Storefronts, signs, window displays, and color are all integral elements of the design. Collectively improved, these elements create visual order. The façade should be intentionally designed to integrate storefront, sign and window display space into the overall fabric of the building exterior. As individual buildings stand side by side, visual harmony is created by the similar structural components of buildings of various styles, age and appearance. Over the years, isolated changes on facades, storefronts, and signs have altered their visual relationships and have led – in part – to the physical and visual disorder common on today’s commercial business district. With proper design attention, a building’s appearance from the street can be improved. Attractive individual commercial structures and signs, both both old and new, are the basic building blocks of visual order. Improving building facades and signs will go a long way towards bringing visual harmony to the business district. It serves the business community’s own best interests to see that independent improvements are compatible in design with the overall goals of an improved business district. Improving the business district today will require care, planning, and a cooperative effort if additional changes are to indeed make any measurable difference. Storefront: A. Building Cornice B. Storefront Cornice Frieze C. Transom D. Pilasters E. Kick Panels F. Lintel G. Sill The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 62 1 (800) 213-PLAN Rhythm Rhythm – A building’s rhythm is created by an ordered recurrent alteration of strong and weak architectural elements. Proportion Proportion – A building’s proportions are created by the relationships between the neight and width of the building and its architectural elements. Scale Scale – A building’s scale is created by the size of the units of construction and architectural details in relationship to the size of humans. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 63 1 (800) 213-PLAN Streetscape Concepts An important part of the redevelopment of the study area is to improve the Seacrest corridor by providing major streetscape improvements including a planted median and extensive lighting and signage. The following graphics incorporate the existing Ocean Avenue theme (street lighting and banners) into a new proposed streetscape for both Seacrest Boulevard and MLK, Jr. Blvd. (10th avenue). The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 64 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 65 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 66 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 67 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 68 1 (800) 213-PLAN Design Standards The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 69 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 70 1 (800) 213-PLAN ILLUSTRATIVE MASTER PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 71 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 72 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 73 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 74 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 75 1 (800) 213-PLAN The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 76 1 (800) 213-PLAN IMPLEMENTATION PROGRAM The implementation program addresses the six major elements of this redevelopment program: (1) Adoption of the Master Plan and Schedule, (2) Neighborhood Formation and Empowerment, (3) Cherry Hills Redevelopment (4) Seacrest Boulevard and Martin Luther King, Jr. Boulevard Streetscape Improvements, and (5) Land Assembly. Master Plan Adoption The adoption of the Master Plan will necessitate several immediate actions. Action Responsibility Timeframe Adoption of Master Plan City Staff CRA City Commission End 2001 Amend City’s Future Land Use Plan City Staff City Commission Mid 2002 Approve Design Standards City Commission/CRA End 2001 Amend City’s Zoning Map City Staff City Commission 2002 Master Plan Implementation Actions Action Responsibility Timeframe Cherry Hills Redevelopment Agreement for City to take over Cherry Hills Public Housing Secure Section 8 Vouchers for residents Begin Planning Study/Replat Study Financial/Cost Study County Public Housing Director City Manager City Commission County Public Housing City Staff/Consultant City Staff/Consultant 2002 2002 2003 early 2002 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 77 1 (800) 213-PLAN Action Responsibility Timeframe Neighborhood Formation Continue Leadership Form Form Neighborhood Associations Elect Neighborhood Leadership Gateway signage Façade Grants Neighborhood Grants City Staff/Consultant City/Residents/CDCs Neighborhoods Neighborhoods/City staff CDC/City Staff CDC/City 2001 2002 2002 2002 2002+ 2002+ Traffic Calming City staff 2002+ Homeownership Program CDC/City/County immediate Wilson Center Redevelopment Select Consultant Prepare Plan Select Developer/Construction City staff/Consultant 2002 immediate late 2002 Palmetto Park Expansion Seacrest to Interstate 95 Plans C-16 to Galaxy Plans Construction (Seacrest/I95) Construction (to Galaxy) City staff City staff 2002 (started) 2002 2003 2003+ Seacrest Boulevard Conceptual Plans County/City 2002+ Secure agreement to begin study MLK, Jr. Streetscape Plans City Staff/consultant 2002 Land Assembly Old Cherry Hill Neighborhood (Tax Liens) MLK (tax Liens) Shepard Addition (tax Liens) Public Works (start relocation study) Plan for assemblage of old Cherry Hills Including Relocation study Plan for assemblage of MLK Plan for assemblage of Shepard Addition Cherry Hill Assemblage MLK assemblage Shepard Addition assemblage CRA/City staff 2002 2002 2002 2002 2002 early 2002 in conjunction with CBD planning 2003+ 2002+ 2003+ The two existing Community Development Corporations (Boynton Beach Faith Based CDC and R.E. Lee CDC) currently play City staff immediate The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 78 1 (800) 213-PLAN critical roles in the redevelopment of the area and under this redevelopment plan will continue to be critical partners in the Redevelopment Process. Currently, Boynton Beach Faith Based CDC is the most active of the two. Its primary focus is creating new homeownership within the area. Given the need for land assemblage, it is critical that new housing be constructed within the community to house those relocated. The primary target area for this type of new residential development will be in the northern portion of the Martin Luther King Neighborhood. The R.E. Lee CDC is reestablishing itself as a service based CDC initially utilizing the building it built behind St. Johns Church. This facility could house a Public Health Clinic, Day Care and other public service uses. Finally, as discussed later, CDC’s play an important role in accessing federal and state grants as well as provide job training and employment opportunities. Garbage The City will need to amend its Growth Management Plan to reflect changes to the Future Land Use Plan. After the City’s Future Land Use amendment has been approved, the City will need to approve the Zoning changes recommended in this Master Plan. The adoption of the Heart of Boynton Master Plan will also serve as approval to the new adopted Design Standards for the area. The following provide a short discussion of the steps required to implement the Master Plan. Neighborhood Organization Process The City has retained the services of a consultant to assist the Heart of Boynton develop the necessary leadership and empowerment skills to form Neighborhood Associations with effective leadership. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 79 1 (800) 213-PLAN Once Neighborhood Associations have been formed, the City/CRA should assist the Associations plan and construct signage at the approved gateways. The CRA, CDC, City staff and the Neighborhood Associations should work together to secure grants for a host of needs: Homeownership, Housing Improvement, Landscaping, etc. The City already has effective programs in place as a starting point. The leadership process should be expanded to include the development of a Ministerial Alliance of the 18 churches in the area (as well as other nearby churches who share congregations). These Alliances have proved very effective in other communities by increasing awareness, providing manpower and leadership, as well as “marketing” a revitalized neighborhood to their extended congregation. Role of Community Development Corporations (CDCs) The two existing Community Development Corporations (Boynton Beach Faith Based CDC and R.E. Lee CDC) currently play critical roles in the redevelopment of the area and under this redevelopment plan will continue to be critical partners in the Redevelopment Process. Currently, Boynton Beach Faith Based CDC is the most active of the two. Its primary focus is creating new homeownership within the area. Given the need for land assemblage, it is critical that new housing be constructed within the community to house those relocated. The primary target area for this type of new residential development will be in the northern portion of the Martin Luther King Neighborhood. The R.E. Lee CDC is reestablishing itself as a service based CDC initially utilizing the building it built behind St. Johns Church. This facility could house a Public Health Clinic, Day Care and other public service uses. Finally, as discussed later, CDC’s play an important role in accessing federal and state grants as well as provide job training and employment opportunities. Cherry Hills Because of the negative impact that the Cherry Hills development has on the entire area, it is important that timely agreements can be reached for the City to take over the Public Housing and that the County issue Section 8 vouchers as early as mid 2002. As soon as it becomes widely known that this area is being cleaned up, the quicker the market can respond to Ridgewood and Boynton Hills. Lastly, it is important that the name Cherry Hills be eliminated and replaced with Poinciana Heights (can not be done prior to removal of Public Housing Project). The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 80 1 (800) 213-PLAN Boynton Terrace Like Cherry Hills, Boynton Terrace as currently configured is a negative factor in the overall image of the Community. Based on interviews, it appears that the Project is in financial difficulties and the HUD is reviewing its commitment to this Project based Section 8 development. Regardless of its funding outcome, steps need to be taken to either entirely remove the western complex or move those units to the east (absorbed as part of the higher density multifamily housing planned for this part of Heart of Boynton. Seacrest Boulevard and Martin Luther King, Jr. Streetscape The importance of a renewed Seacrest Boulevard, with its northern linkage to Gateway can not be overstated. With major landscaping including a planted median (as shown earlier), Seacrest Boulevard becomes the dominate feature of the economic renewal of the community. Equally important is the need for streetscape improvements to MLK, Jr. Boulevard. The consultant suggests that the streetscape design be part of a whole redevelopment strategy of the corridor. As discussed later in this section, the redevelopment program calls for major land assemblage by the CRA. Using successful techniques from other communities, it is suggested that the CRA place a Developer RFP or RFQ to enlist the skills of a proven developer to plan and develop the entire MLK corridor (as a multifamily community). Land Assemblage As repeatedly mentioned throughout this report, lack of available land for development is major implement to redeveloping the area. The large number of small land parcels makes it impossible for a private developer to assemble acreage in sufficient size to economically develop larger scale projects in the community. As already discussed, three major land assemblage areas are envisioned in the area: Old Cherry Hills, MLK, Jr. Blvd, and Shepard Addition. These assemblages will require CRA action that might include the use of eminent eminent domain should traditional assemblage techniques fail. The redevelopment of MLK, Jr. Boulevard neighborhood will also require CRA/City assistance in the development of “financial/developer” packages and incentive programs including Section 108 grants etc. These conceptual incentive packages should be developed prior to land assemblage and any “developer offerings”. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 81 1 (800) 213-PLAN ECONOMIC DEVELOPMENT, IDENTIFICATION OF INCENTIVES FOR ECONOMIC EXPANSION AND RECRUITMENT OF BUSINESSES Economic development is a process and approach used to create jobs, assets, and an investment climate in distressed neighborhoods and cannot be separated from community development. Economic development impacts and is impacted by key social and political factors in a community ranging from access to quality education and social services to the availability of decent and affordable housing. When economic development is viewed as an important element of a larger community development strategy, significant progress can occur. Economic Development The public participation process documented the need for increased economic development opportunities for local residents. The single biggest issue raised during the charrette/workshop process was for training. While the County does provide training through its Workforce Development Agency, the closest facility is in Delray Beach. As is the case in most inter-city neighborhoods, transportation access is the single biggest impediment to both training and employment. The economic development strategy for this area will require a multiple task approach: localized training, access to job opportunities, and localized job development. The State of Florida’s Agency for Workforce Innovation provides information on labor force, employment and unemployment at a geographic level as low as a Census Tract. As shown on page 11, the Heart of Boynton encompasses approximately 60% of the land area of Census Tract 61, but in terms of population it represents a slightly higher percentage as is also the case for unemployment. The overall Census Tract had a 2000 annual unemployment count of 288 and an unemployment rate of 8.2 percent (compared to the City’s 4.5% unemployment rate). It is safe to assume that most of the 288 unemployed persons reside within the Heart of Boynton as therefore therefore its unemployment rate is closer to 10%. Furthermore this rate does not include persons unemployed but not considered to be within the Labor Force which if identified could increase the unemployment count Training A major impediment to providing training within the Heart of Boynton is the lack of available meeting/training space. There currently are three possible solutions to the lack of training space/facilities: A redeveloped Wilson Center, a community center within Boynton Terrace, and use of the St. John facilities. The principal of Poinciana Elementary has offered its services to provide off site tutoring. With proper facilities a number of state and charitable The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 82 1 (800) 213-PLAN organization exist (including the CDCs) to assist in providing necessary skill and motivation training to the area’s unemployed and under-employed. These same facilities can be used as a job clearinghouse in conjunction with the County’s Workforce Development Board to schedule job interview, provide skill identification, etc. Job Creation The area currently has a limited number of jobs available with in the area, as the community is largely residential by design with the exception of the industrial area bordering the FEC tracks. Job creation within the area can be developed in three major areas: micro enterprises, creation of service and office developments/jobs, and construction employment. Micro Enterprise Micro Enterprises are usually single entrepreneurial efforts that can be housed in existing residents. Examples of successful micro enterprises in distressed neighborhoods include: African or Caribbean Caribbean clothing design, photography, leather crafts, catering, carpentry, landscaping, and pest control. One of the fastest growing and successful programs supported by grants was training of inner city minority residents to become Web page designers. This later effort could be developed with tutoring help for Poinciana Elementary. Day Care and other Support As pointed out during the charrettes, the area is need of day care and other support services including a public health clinic. Both of these services, which could be co-located within the R.E. Lee CDC facilities, can assist residents seeking employment as well as offer local employment opportunities. Service and Office Development Job opportunities are currently limited, as the community is largely residential by design. The only employment node are the industrial properties along the FEC railroad tracks. The master plan does allocate a limited amount of service commercial at three nodes (on Seacrest Blvd south of 10th Avenue and at either end of MLK, Jr. Boulevard (at Seacrest and at Federal Highway). These sites have very limited employment generation The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 83 1 (800) 213-PLAN opportunities. The greatest potential for local job growth will be in the expansion of the CBD into the Shepard Addition neighborhood. The Master Plan calls for the redevelopment of this 30+ acre area into a light mixed use area. Types of businesses that could locate within the area include a full range of retail businesses, general office and other typical small city CBD oriented firms/businesses. Incentives The Boynton Beach CRA/City has significant tools to assist the Heart of Boynton in redevelopment. The following discussion provides an overview of some of the “carrots and sticks” that City government can utilize and public financing techniques that may be used depending on the size and scope of potential development and the economic and political viability of the program. The city has a number of specific incentives available to businesses that expand or locate with the general Redevelopment Area. These incentives include; waiver of impact fees, waiver of building permit fees, and waiver of water and sewer facilities construction and installation. The following table provides an overview of other tools government can use to manage redevelopment. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 84 1 (800) 213-PLAN Table 24: Public Sector Tools For Managing Redevelopment Current Planning Incentives The study area already has in place a number of development incentives as a result of the past redevelopment planning efforts for the business community, CDCs and city staff: new zoning overlay district and changes to the code, significant public improvements, designation of the area as a Redevelopment District according to Chapter 163, Part III, and a host of financial and economic development resources. ACQUISITION Subdivision 1. fee simple 17. conventional subdivision regulations 2. less than fee simple a. exactions (land, fac., money) 3. compensable regulation 18. planned unit development 4. land banking Environmental FACILITIES 19. hazard zones (floodplain, etc.) Provisions 20. sensitive areas (slopes, shores, etc.) 5. capital improvements program 21. natural process zones (acquifers, etc.) 6. connection permit 22. pollution controls 7. construction and engineering approval (17a) exactions (see subdivision) Other COST RECOVERY 23. official map 8. general taxation 24. transfer of development rights 9. special assessment 25. restrictive covenants 10. user fees 26. building code 11. development districts 27. housing code 28. fire code Linking Devices 29. public nuisance 12. adequate facilities ordinance (3) compensable regulation 30. developments of regional impact REGULATION Zoning PUBLIC FINANCE 13. conventional zoning 31. land cost write down a. variance 32. housing subsidies b. exception 33. commercial industrial revenue bonds c. special permit 34. tax increment financing d. flexible zoning 35. discount tax delinquent prop. e. floating zone 36. equity participation f. contract zoning g. conditional zoning TAX SYSTEMS h. bonus zoning 37. property taxation i. exclusive non-residential (8) general taxation j. exclusive agricultural (9) special assessment k. exclusion of multi. etc. (11) development districts l. minimum/maximum floor area a. rural/urban service area m. height/bulk/setback restriction b. preferential taxation n. minimum/maximum lot size (12) adequate facilities ordinance (independent modifiers) 38. income taxation a. deductions for charitable donations 14. esthetics zoning b. capital gains tax 15. historic districts taxes c. inheritance and gift tax 16. impact performance zoning The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 85 1 (800) 213-PLAN Zoning Overlay and Code Changes The city has adopted a new overlay district within the MLK corridor which encourages a more neo-traditional development by moving buildings closer to the street to promote more pedestrian traffic and new zoning language for R 1 allowing for the use of 5,000 square foot lots (east of the Interstate) which had previously been non-conforming. Public Improvements The City has expended significant moneys in improving the area including the development of Palmetto Park, removal of dilapidated buildings along Martin Luther King, Jr. Boulevard, creation of small urban gardens, increased code and police presence and funding of improvement strategies. Redevelopment District The study area has been designated a Redevelopment District according to Chapter 163 F.S. and as such as a range of tools and resources uniquely available to a RDA including acquisition of property, demolition, removal and clearance of existing structures, relocation assistance, management of property acquired and construction of public improvements. The last tool has been utilized along Ocean Avenue to create extensive new streetscape. See the next section for a discussion of Tax Increment Financing. Public Financing Techniques Public financing techniques for redevelopment projects can take the form of indirect and direct measures to assist public/private ventures. Indirect or non-monetary measures, while not financially involving local government in a real estate project, can have an equal or greater impact on project financing than direct public financial participation. Motivated by a desire to avoid direct financial participation or by a lack of financial resources, these measures can effectively close financing gaps for a project. The following discussion is for educational input only. While the City of Boynton Beach currently uses most of the techniques referenced below; this section does not suggest that any of of these techniques or combination of techniques can be utilized within the Heart of Boynton without close scrutiny and detailed analysis by the appropriate City Departments. We have provided examples of the use of various techniques in other areas of the country. Zoning and Density Bonuses By using its land use ordinance, the city can create value for a site by upgrading the land use or density allowed as well as by creating disincentives for developing in competing areas. It is important to note, however, that increased density might not translate into increased value if the market cannot support the size of the project. The City has current The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 86 1 (800) 213-PLAN utilized this approach in two ways: an overlay District on MLK, Jr. Blvd., and zoning changes allow for the residential development of 5,000 square foot parcels. The proposed future land use and zoning changes recommended within this report will also achieve increased densities east of Seacrest Boulevard while decreasing densities west of Seacrest. Government Commitments to Rent Space A public commitment to lease space in a new development makes it considerably easier for a developer to obtain financing. Even if government commits itself to leasing, only a minor portion of a proposed project (its favorable credit rating as a lessee) makes it easier for the developer to obtain other lease commitments. By carefully structuring the terms of rent escalation and renewal options, a municipality can minimize the cost of space at the same time it encourages private development. This approach could be utilized in several areas of Heart of Boynton especially the south east quadrant. Transfer of Development Rights Transferring development rights form on site to another, not only encourages development within a given location, but also relieves development pressures on other sites, notably where historic structures are located. The transferred development rights can be used to increase a building's total floor area and to increase its lot coverage beyond what the zoning ordinance would normally allow. This approach might be used to assist the moving of the western Boynton Terrace complex and to encourage the redevelopment of the old Cherry Hills area. Regulatory Relief from Zoning and Building Codes Flexible regulations and zoning measures can create market opportunities in depressed areas. Trading permitted maximum floor area for the provision of improved pedestrian circulation, greater public open space, better shopping and coordinated development has been used in cities nationwide. This technique has been used in allowing the development of non-conforming residential lots and could be used in the southeast quadrant for CBD expansion. Facilitating Project Approvals The City of Boynton can take steps to facilitate permitting, reduce processing time and champion public approvals in projects they politically support. Reduced approval time can result in lower interest and overhead costs to a developer thereby putting income-producing property on the local tax rolls faster. Organizing a one-stop office to receive city approvals where a developer can coordinate all approvals through one person has been particularly The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 87 1 (800) 213-PLAN effective. It can also be used to remedy problems caused by changes in zoning ordinances or planning policies before a project's completion. Quick Take by Eminent Domain Taking by eminent domain, a mechanism that allows immediate public possession of private property for public use, has been a major redevelopment tool for cities throughout Florida and the nation. It facilitates the assembly of parcels of land for development and reduces the time and cost required to ready a site. Encouragement of Financing by an Ancillary Party The public sector can influence the availability of financing for private development projects by facilitating civic funds, patient capital or soft equity money to be placed in a project. It can also orchestrate the placement of foundation funds or can direct the placement of equity through local non-profit organizations to facilitate tax deductions and contributions for investors. Local banks might be persuaded to make concessions in return for deposits of government funds in their institutions. While the moneys might or might not be lent to the project, their presence can have a positive effect by creating a supply of loan funds that otherwise would not have existed. The City has a Local Initiatives Support Corporation (LISC) and a Community Financing Consortium, Inc. (CFC) in place to support this type of approach. Design Coordination in Public/Private Projects When public and private uses are linked in the same project, two or more design teams can be involved: one for the public components and one for the private components. Though not always the case, this situation can create problems because of the lack of coordination. Selecting one design team to be coordinator can be a safeguard. The same point applies to project construction. In some cases, a single construction manager overseeing the initiation and administration of contracts, bidding and negotiations, supervision of contractors and subcontractors, scheduling of activities and monitoring of work in progress can be a more effective approach. Coordinating design and construction results in lower costs for a project. An example of coordinated design is the award-winning Old Town Square project in Fort Collins, Colorado. In a public/private partnership, a mixed-use office and retail project within a downtown historic district was completed in 1985 that includes a large pedestrian plaza, bisecting the development and a publicly-built parking ramp located across the street. Both the private project elements (office and retail space) and the amenities were The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 88 1 (800) 213-PLAN designed by the same architect, which ensured a cohesive design between the two elements. Outdoor seating for the restaurants and second and third-story terraces all face toward and overlook the plaza's staging area, where performances have attracted crowds of over 10,000 people. This approach could be used by the City of Boynton Beach throughout the CRA including the southeast quadrant of the Heart of Boynton. Preservation Easements Building owners might agree that a building's exterior physical features will not be changed to preserve its historical or architectural importance. Cities might convey buildings to developers under an agreement that the developer donate the exterior to the community while renovating the interior for income-producing uses. The effect is a reduction in frontend costs through the tax savings generated by the charitable contribution. Cities also covenant with developers to make no changes to any part of a building, interior or exterior, with this loss in value representing a charitable contribution that can qualify as a tax deduction for the acquiring developer. This approach is probably not needed within the Heart of Boynton has few if any buildings of this type are present. Local Tax Incentives Cities can legislate local historic districts or establish enterprise and foreign trade zones, covering parts of a redevelopment area. These mechanisms permit developers and/or their tenants to generate additional tax savings. When the city of Athens, Georgia wanted to develop a mixed-use project linking the downtown and the University of Georgia, it engaged a multidisciplinary team to formulate a strategy for development and implementation. The identified project included a civic center, retail space, parking hotel and a condominium development. The project was funded in part by $20 million from local-option sales tax revenues. The tax was approved by a vast majority of area residents based upon the documentation of a significant portion of sales tax receipts generated by university students and the surrounding rural counties. Additional funding was provided by federal grants, local matching funds and private debt and equity. The civic center is now undergoing financial design and development. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 89 1 (800) 213-PLAN Other Indirect Measures Other measures can save costs in public/private ventures, including the public sectors assuming some or all of the responsibility for preparing environmental impact statements or reports, arbitrating or otherwise settling disputes involving equal opportunity, minority contract and affirmative action, instituting a crime prevention program in a declining area targeted for revitalization, providing cheaper energy by integrating community energy systems into its redevelopment plan, acting as a liaison and information source for local neighborhood groups, surrounding property owners, merchants' associations, and others who have opinions regarding aspects of the proposed project and selling the redevelopment area through a regular and carefully directed public affairs program. Many of these items should already be part of the CRA’s redevelop planning process. Direct Measures Direct financial involvement in public/private ventures can come from many sources and can take many forms. Sources include federal and local funds described below. Federal Sources Though federal funding for redevelopment has been cut and though it still comes with complicated wage requirements, federal moneys do still exist. The cortisone of dilapidated downtowns, HUD's Urban Development Action Grant has been eliminated, but repayments of UDAGs can be used. Community Development Block Grants, as well as money from the Economic Development Administration (EDA), The Farmers Home Administration (FHmA) and the Small Business Administration (SBA) are still available, in some instances wide open for feasible projects. EDA Grants and Loan Guarantees. Most EDA grants are used in conjunction with other local, state or federal moneys for rehabilitating or constructing infrastructure and public works facilities as part of industrial or commercial development. EDA's two categories of grants include public works grants (for example, water, sewer and road improvements), which typically cover 50 percent of a project's costs, and economic adjustment grants for areas experiencing long-term or sudden, severe loss of jobs. Economic adjustment grants can cover up to 75 percent of a project's costs and can be used to fund, for example, incubator facilities or low-income housing projects. EDA funding is targeted to "highly distressed" locations and in about 65 to 75 percent of the cases, to rural areas. Reuse of UDAG Loan Repayments. Communities fortunate enough to have received the now terminated UDAGs are using the repayments from the earlier investments. Discounting or capitalizing the income stream form development loans financed with UDAGs is an excellent way to generate current cash, which may be reinvested in a second wave of redevelopment. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 90 1 (800) 213-PLAN Philadelphia, for example, has created a mini-UDAG program with paybacks. Los Angeles has used $5 million in repayments as security to leverage a $40 million revolving loan fund for small businesses. According to a 1990 HUD study of UDAG projects, $443 million in repayments are projected through 1995, with over $2 billion total in repayments due. Community Development Block Grants. CDBG funds can be used for direct or secondary loans to developers; to fund loan guarantees; collateral; insurance costs on notes, bonds and loan fees; and for planning and administrative costs related to a city's development program. The objectives that must be met to receive CDBGs have become increasingly difficult to meet, however. CDBG-funded activities must meet one or more of three objectives: 1) benefit low and moderate-income people (60 percent of the people benefiting from the funded activities must be low or moderate income); 2) eliminate slums and blight; and 3) fill urgent community needs. Furthermore, union wage requirements imposed by federal legislation discourage use of the funds. Nevertheless, CDBG funds, administered by HUD, are still being used successfully in many redevelopment projects, including the City of Boynton Beach. In the Buffalo Theatre District redevelopment project, for example, CDBG funds were used to purchase two deteriorated office buildings, to renovate theaters and to acquire property for new construction. Another $29 million in CDBG’s was used as a short-term loan, allowing the developers to receive no-interest loans during construction and to issue taxable revenue bonds. CDBG Floats: Under this concept, a Community Development (CD) entitlement grantee may take advantage of the unexpended moneys available in its CDBG line of credit for short-term financing needs for activities which are eligible for CDBG funding. Under this arrangement, the city would request the use of funds which have not been expended and will not be expended during the time-frame for which the CD float funds are needed. These funds are not dependent upon federal funding cycles and may be approved at any time during the year if sufficient unexpended moneys exist. This type of approach works well with construction financing for residential and commercial development projects. The CD moneys can be provided at below-market rates and thus making a project feasible. The construction period also represents the highest risk and thus most difficult portion of a project to finance. Section 108 Guaranteed Loans: Section 108 of the Housing and Community Development Act allows communities entitled to CDBG moneys to borrow against future grants to finance major projects. Communities can borrow up to three times their annual CDBG and repay the loan over a period up to six years by pledging the future CDBG funds as security. Section 108 loans, administered by HUD, can be used for almost any CDBG The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 91 1 (800) 213-PLAN eligible rehabilitation or economic development project and because of the collateral, loan rates are low. The application process is short as well --six to eight weeks. Section 108 loans are not affected by the caps on volume and other restrictions of the Tax Reform Act of 1986, nor are they limited by any local debt ceilings. The amount of funds available is up to three times the annual entitlement amount. The funds borrowed are repaid over a six-year period from the city’s entitlement. The repayments can be made from the cash flow of the development either for the full amount or portion. These repayments by the developer can also be secured with lines of credit, property, personal net worth, etc. The repayment of these moneys could come in whole or part from the developer so as not to limit the city’s use of CDBG funds in the future. The restrictions on CDBG moneys involve benefit to very low, low-and moderate persons. FHmA Business/Industrial Development Program. Targeted to communities with fewer than 25,000 population (though loans have been made in communities with populations up to 50,000), the Business/Industrial Development (BID) program is administered by the Department of Agriculture and is designed to stimulate job growth and to bring new technology to rural areas. Grants, direct loans and guaranteed loans can be used to buy land or property and/or to rehabilitate buildings. SBA Section 504 Loans. The SBA 504 program provides financing for acquisition of fixed assets and real property to individual businesses, usually through a local SBA-certified development corporation. Typically, the development corporations, through a private intermediary, sell SBA-guaranteed (up to 40 percent) debentures. A 10 percent injection of equity is required, but other public financing can be used to satisfy that requirement. State Funds Several programs are available for either local governments or for profit or nonprofit residential developers. SAIL Program: This program is for multi-family rental development. The project may be either new construction or rehabilitation of existing units. The state’s funds are in the form of a below-market rate loan which is repaid over a period of 20 years. As a condition of this assistance, 20 percent of the units must be set aside for up to 15 years for persons of very low income (50 percent or below median adjusted for family size). Unlike the federal assistance programs, there is no assistance to the tenant as a part of the program. A tenant with a housing voucher may chose to live in the development, but this is not an assisted project. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 92 1 (800) 213-PLAN Housing Predevelopment Loan Fund: This program makes available up to $500,000 of moneys to assist in the costs associated with predevelopment activities of residential development. These developments can be either rental or for sale. The funds are provided as a three-percent, three year loan. Local Sources To be acceptable to private investors, the public's share of the return in most cases comes after private investors have earned a return sufficient to attract their investment in the first place. This objective for profit sharing has led to a shift from outright grants to private developers to loans with the repayment schedules and interest rates depending on the project's performance, similar to those used by conventional mortgage lenders. Thus, direct public financial assistance is now focused on the particular problems frustrating private investment and development, reflecting the more business-like and sensitive approach public entities are taking to spur greater interest from private investors and developers. Subsidized Loan Interest: This subsidy is normally implemented through loan pools established wit local or federal funds matched to other than public assistance. Loan Guarantees: Local government can shift some of the lender’s risks by guaranteeing a loan, a portion of a loan, or a portion of the debt service payments made to retire loans, thus increasing the likelihood that developers can obtain private funds. Similarly, if the local government agrees to lease or purchase the project at a percentage of projected market value in the event the projected return does not materialize, the project becomes more attractive to equity and mortgage investors. In Asheville, North Carolina, the city agreed to guarantee partial repayment of the private financing for Park Plaza, a downtown project, consisting of 11 adjacent historic buildings dating from the late 19th century, a new office/commercial building and a new 320-car parking structure. City financing was necessary to justify restoration of these structures and to interconnect the three blocks of buildings so that marketable floor plates and efficient elevator cores could be offered. In the event the project did not generate net operating income sufficient to cover the first mortgage payment to a consortium of local private lenders during the first five years of the project, the city pledged that it would make available a $200,000 line of credit to the developer. If $200,000 were not needed in any one year to cover the payment, the funds paid by the city would be only the amount necessary to cover the mortgage payment. The partnership agreement called for any funds paid by the city to the developer under the line of credit to be repaid by the developer with interest upon sale or refinancing of the project or no later than 10 years after initial project occupancy. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 93 1 (800) 213-PLAN Public Grants: Grants of surplus or unused public moneys to fund the public portion of a public/private venture can be made. Typical sources of local revenues include surplus water and sewer funds and leftover urban renewal funds. Direct Loans: In a highly competitive capital market, direct loans from the public sector at below-market interest rates can fill a gap created when no private funds or insufficient funds are available for a particular portion of a project's financing. In addition to the benefit of encouraging new development, local governments also get the benefit of exercising a level of control that it would not have otherwise. If its interests are at stake. the city might wish to offer a below-market direct loan, even if a project does not require it financially. Many states have resolved the prohibitions against the use of public funds for direct loans by passing enabling legislation allowing the creation of economic development corporations or other special vehicles that serve as a conduit for city grants, loans and contracts to private entities. Jacksonville Landing in Jacksonville, Florida, is one example of a city's taking direct financial interest in a project. In recognizing the potential for public benefit from development of a major festival marketplace in its core downtown, the city of Jacksonville solicited interest from the Rouse Company of Columbia, Maryland, to develop the facility. The resulting $43.5 million project, which includes 187,000 square feet of specialty retail and entertainment space and four integrated pavilions around a central court, was financed in large part with city funds --over $36 million lent to the developer to generate the project's development. The public funding involved an innovative tapestry of sources, including revenue bonds, the subordinated loan of CDBG funds, CDBG float loans to offset the need for some private construction financing and tax increment financing. The developer contributed approximately $7 million in conventional debt and equity for the project. Public Funding of Predevelopment: Involving a private developer early in the project could hinge on the public sector's willingness to underwrite some or all of the front-end expenses. This technique has successfully attracted developers to assess the potential for a project by removing one of the major obstacles to urban development, the difficulty of convincing developers to invest time and money in an assessment of a project's feasibility in weak or uncertain markets. Most developers view the probability of a reward from frontend investments under these conditions as very low and therefore choose not to make the effort. The willingness of the local government to undertake some such development costs creates an atmosphere conducive to further negotiations and possible involvement. In New Bern, North Carolina, for example, the city, through a nonprofit development corporation, funded studies by by consultants for market, financial and design feasibility assessments in an effort to attract developers to dormant, unused urban renewal property along the waterfront adjacent to the downtown area. The property, located at the confluence of two rivers, had been cleared 14 years earlier, but had remained unproductive. The city's underwriting initial expenses attracted a developer to the project, The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 94 1 (800) 213-PLAN and construction of the $22 million development, which includes a 100-room hotel, a 400-seating meeting center, 10,000 square feet of retail space, a 100-slip marina and 40 residential condominiums. Support of Other Public Objectives: Cities desiring high-quality amenities that the market might not be able to support, public art, for example, can offer to pay for the increment of cost necessary to create the amenity. Tax Increment Financing. Tax increment financing (TIF) is a mechanism that allows city redevelopment agencies to fund downtown revitalization by capturing the increased property taxes that result from revitalization. This annual increment of revenues, which otherwise would be split with local taxing entities, is then used to pay for the public improvements directly or to secure the repayment of bonds used to finance public improvements. Bond issues based on tax increment revenue are not direct direct obligations of the city, therefore, they do not require voters' approval once approved by the city council. A city implements TIF by designating a district to be redeveloped that is blighted or declining in value. The tax base for the area is then established and frozen for a specific period of time. A redevelopment plan must be approved and followed, future taxes over the amount of the frozen assessment are then used to implement the plan. In most states, the standards for establishing blighted areas are liberal, powers over the use of Monies are broad and the administration of the process is relatively easy --so much so that TIF is sometimes considered a downtown redevelopment director's dream. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 95 1 (800) 213-PLAN Controversy over TIF, however, centers around a concern that the development being financed could occur without public financing and that, as a result, local taxing entities like school districts and counties are unnecessarily deprived of revenues. Thus, to ensure passage of enabling legislation for TIF, any proposal must persuasively set forth the longterm economic return to the community from the funded activities. Improvement or Business Development Districts. An improvement district combines the financing vehicle of assessment district, in which all properties in a defined area are levied against for all or part of the cost of certain improvements, with additional administrative powers, such as planning, maintenance and promotion of improvements or downtown activities. Typically, the city levies a charge on the property in a specified single or multi-purpose district (a downtown area, a commercial strip or a historic preservation area) and the funds collected are used to retire bonds issued by the city (or the district itself) to pay for the improvements and services in the district. The bonds are repaid directly from the tax revenues collected or from the city' general fund, which is later reimbursed by the special tax revenues. General Obligation Bonds. Backed by the city's full faith and credit, these bonds are used to finance general public improvements. Ad valorem tax revenues are used to retire the bond debt. The city's current financial status must be evaluated to identify its capacity to issue general obligation bonds and the interest rates the bondholders charge the city reflect the municipality's bond rating. General referenda could be required to issue general obligation bonds and sufficient debt capacity must remain for the city to enter the bond market. Revenue Bonds. Revenue bonds are retired directly with the revenues generated from a specific facility. Parking fees from garages, hotel or bed taxes, and sales taxes, for example, have been used to pay debt tied to parking facilities, visitor facilities, group meeting space and other similar ventures. Industrial Development Bonds. Issued by a public agency or authority, IDBs are revenue bonds for private projects with a public purpose. The Tax Reform Act of 1986 limits the amount of the bonds to $50 per capita or $150 million per state, whichever is higher, and their use to multifamily housing, mass transit, airports, docks, wharves, utilities (electricity or gas), hazardous waste disposal, sewage and water facilities. The following types of projects cannot be financed with IDBs: sports, hydroelectric, air/water pollution, parking facilities, convention/trade show complexes and commercial activities. Shared Grants and Funding options: Most developments today take use of a multitude of financial and other grants/incentives by combining the best funding/incentives: The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 96 1 (800) 213-PLAN Tax Concessions. Through tax concessions, a city encourages privately financed improvements in specified areas by not collecting the real estate taxes on those improvements for a number of years, or by freezing the assessment at the predevelopment level. In Phoenix, Arizona, for example, the city abated taxes for eight years for the 1 millionsquare -foot mixed-use Arizona Center. The abatement was part of a comprehensive public financing package, including vacated public right-of-way in exchange for equity in the project, access to tax-exempt municipal bonds and ownership of public space. In Trenton, New Jersey, the developer of Trenton Commons pays 15 percent of rents received annually in lieu of property taxes for 15 years, an effective abatement of 50 percent. Other variations of tax concessions have included exempting the increased value of redeveloped property from property taxes and gradually decreasing abatements. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 97 1 (800) 213-PLAN Site Assembly. In a built up area like the Heart of Boynton, where most of the land has already been subdivided and developed, the acquisition of a suitable site can be a major problem. Because most of the land has been divided into relatively small parcels owned by separate parties, the problem of acquisition increases with the size of the site required. The public sector can alleviate these problems by purchasing property, removing clouded titles from privately purchased property and/or instituting land banking. Land banking allows a city agency or local development corporation to acquire and assemble land suitable for development and to hold the land until a suitable user is identified. Land Writedowns and Deferred Land Payments. Traditional redevelopment projects used land write-downs to attract developers to renewal sites and the incentive is still popular. After an analysis of the residual value of the land (calculated by capitalizing the net income to arrive at the value of a project and matching it with the capital cost of producing or replacing it), the write-down, or reduction of price to a level the proposed development can support can be established. Alternatively, rather than a one-time payment for the land, the public entity holding the land could agree to receive installment payments from the developer. This practice reduces the requirement for front-end cash and allows the developer to stage the payments to better match cash flow from the project. Relocation Assistance.. Even though a public agency might not directly aid site acquisition, it can help a private developer assemble a site by helping to relocate space users in property slated for development. Relocation assistance can take the form of loans and grants to pay moving expenses or aid in finding or developing a new site for those who must move. Both parties can benefit. The relocated activity has a chance to leave obsolete facilities and an inadequate location and the community gains economic benefits from new businesses. Because a majority of property identified for assemblage is residential and the likelihood that Federal moneys will be utilized, relocation assistance will have to be provided to all those dislocated. Insuring Condemnation or Acquisition Costs. The unusual, but effective practice of securing an insurance policy to cover local government's risk of excessive court-negotiated acquisition costs during eminent domain proceedings can mean the difference in whether a project is feasible or not. Local government units can pay for or share in the costs of a onetime premium payment made to an insurance company that assumes the risk that total acquisition costs will not exceed an agreed upon level. This practice makes it possible to avert stalemates in negotiations that occur when cities are reluctant to use eminent domain unless they are certain of the maximum acquisition cost. Similarly, developers who agree to pay for city-assembled land avoid surprises or excessive payments resulting from court proceedings subsequent to their negotiated transactions with public entities. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 98 1 (800) 213-PLAN Site Clearance and Demolition. Once sites have been assembled and the existing residences and business relocated, government funds can be used to demolish and clear the site and prepare it for new development. Provision of Infrastructure and Public Facilities. To attract private investment, local governments can provide a range improvements adjacent to or on the project site, including major capital improvements (transit systems, highway and street alignment, transit stops, storm and sanitary sewers, utilities), major public facilities (schools, parking a civic center, government office buildings, hospitals, neighborhood centers), or public amenities (outdoor recreational plazas, open spaces, landscaping or pedestrian bridges). A city's investment in public facilities can generate demand for specific kinds of private investment tied directly to those facilities, such as hotels, office buildings or residential projects. Sharing Space. Shared use of space allows the developer of a mixed-use project to avoid duplicating facilities and to minimize the requirements of open space that cannot be amortized by privately incurred debt. An impressive foyer, lobby, entry or parking garage can be shared by city and private users to amortize or set aside those aspects of the public/private development that cannot be amortized. Kitchen and registration areas can be shared in hotels and convention centers, for example. Shared Expenses for Maintenance. In a large, complex project, combining public and private space agreements are usually fashioned to define responsibilities for public and private sectors' maintenance and management of those facilities. The general trend is to consolidate most management and maintenance under one entity, with other participants paying for their share of services. Off-Budget Debt Financing. Agencies have entered into securitized lease/purchase and other installment capital deals in which the use of tax-exempt financing (often through certificates of participation or COPs) results in lower-than normal annual costs for public buildings. Voters' approval is usually not required, as when certificates are used. Nonappropriation carries significant penalties, however, and can result in a strong negative mark on a city's credit rating. Defaults rarely occur with this type of financial transaction as tax-exempt lease/purchase agreements are usually made for unpopular, but essential facilities. COPs are an expanding and widely used alternative to general obligation bonds and have been used to build schools, jails, public administration buildings and other projects. Typically, COPs are slightly more expensive than issuing general obligation bonds, but investors' confidence has grown and their yield is now within a narrow range of general obligation debt. As installment purchase contracts for a capital project, COPs allow developers to build public facilities for a fee. The public entity agrees to lease the facility for a stated time period. At the end of the lease, the public entity purchases the building for a nominal fee The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 99 1 (800) 213-PLAN (usually $1). Such arrangements also lower total costs, as the public and the developer can avoid government procurement processes and can negotiate fast-track, turnkey construction services, materials and equipment for the public facilities. Ground Leases. While ground leases are not new, local governments have not employed them to a large degree outside of several western states, including California. Public entities, using vacant public lands, enter into long-term, unsubordinated, participating ground leases with developers to create additional cash flow to supplement tax revenues. In some instances, the public sector negotiates lower lease payments in exchange for developers' providing limited building space. Long-term leases are increasingly used in publicly assisted development because they are so flexible. The lease can provide for a minimum base payment, plus a percentage of income generated by the the project or by some other graduated arrangement. Thus, if the project does well, the city shares in the income and can recover some or all of its costs. Ground leases, moreover, can be subordinated if necessary, that is, the city can execute a mortgage of its land as security for the development loan made to the lessee. For the developer, such long-term leases can greatly improve the net return on investment through improved financing terms, reductions in the equity required and tax advantages. With a subordination clause in the lease, the advantages are event greater. The disadvantage is that cash flows to the public entity are reduced when the land is leased rather than purchased. In San Diego, the city's redevelopment agency leased land for a new apartment building in the downtown's marina redevelopment project adjacent to the south end of Horton Plaza. In return for leasing the land at a nominal rate, the San Diego Redevelopment Agency participates in substantial cash flow after a preferred return on on the developer's equity. The agency was also able to win agreement from the developer that 20 percent of all units would be set-aside for low and moderate-income households. Privatization. Local governments can enter into contracts where the private sector acquires, owns and operates facilities traditionally built by government. In some instances, public entities lease the facilities. Many types of public facilities have been built under this arrangement, among them parking garages and jails. Privatization usually works best when market conditions allow private developers to generate sufficient yields from other components of the project to justify building public facilities with private moneys. Transfer of Assets. Land and/or building swaps can be used to accomplish a variety of goals. Land swaps, for example, are used when the city and/or developer holds only pieces of the land it needs. The land is appraised, and parcels of equal value are traded to assemble usable sites for both parties. This technique was successfully used when a private landowner held several key parcels needed for the development of the Dallas Arts The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 100 1 (800) 213-PLAN District. The landowner participated in a three-way exchange of property involving the city and the nonprofit Central Dallas Association to obtain land in another area more suitable for his business. Local governments can also swap properties in their inventories for private construction of much-needed public space or facilities. If the market is sufficiently strong and land values high, cities often can directly swap land for space that might be difficult to finance or be approved by voters. Usually employed when a city is legally barred from offering any direct incentives to the private sector and when a city does not have traditional urban renewal powers, exchanges or swaps can also provide a city with increased control over the project's design and construction. Other Economic Development Resources Currently Available Within Palm Beach County and the City of Boynton Beach Most of the following Economic Development Resources are available to qualified companies locating or expanding in the City of Boynton Beach: % Qualified Target Industry (QTI) Tax Refund % Urban Job Tax Credit % Quick Response Training (QRT) Program % Economic Development Transportation Fund The Palm Beach County Black Business Investment Corporation (BBIC) is a non-profit organization formed in accordance with the Florida Small and Minority Business Act of 1985. The corporation was organized by the financial and business community of Palm Beach County for the purpose of providing business loans, bonding, equity capital and business services, and for developing job opportunities and other services to business enterprises owned by eligible black citizens. Ownership means 51 percent or more of any equity interests. Businesses applying for loan guarantees, bonding and/or equity investments are closely analyzed to assure viability and to ascertain that financing cannot be obtained through other sources. The Business Loan Fund of the Palm Beaches, Inc. is a non-profit financial intermediary whose chartered purpose is to loan moneys to small businesses and community development agencies in Palm Beach County. The fund will receive and borrow capital from public and private investors to establish a countywide revolving loan fund that will provide below-market interest rate loans for small businesses, as well as community projects benefiting low-and moderate-income individuals and neighborhoods. The Business Loan Fund of the Palm Beaches, Inc. will be able to offer loans to The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 101 1 (800) 213-PLAN entrepreneurs and community agencies who have not been able to access necessary financial resources in the traditional lending market. The fund will work with applicants to prepare loan applications, polish business plans and ensure that prospective clients have adequate business training through such resources as local incubators. The fund will also offer smaller loan amounts which cannot be secured in the banking system. The following loan amounts will be offered: % Mini-micro -Youth Entrepreneurial ($250 -1,000) % Micro -($500 -5,000) % Small -($5,001 -50,000) % Commercial Real Estate ($50,000 -500,000) Other resources available include: % Enterprise Development Corporation (EDC) % Palm Beach County’s Economic Development Department % Palm Beach County Business Incubators % Small Business Development Center at Florida Atlantic University % Minority Business Development Center South Florida Manufacturing Technology Center Job Training The Palm Beach County Workforce Development Board, Inc. prime responsibility is to organize and coordinate a workforce development system to meet the current and future needs of employers. The organization focuses on four specific areas: School-to Work, High Skill/High Wage, Welfare-to-Work and One-Stop. Through the direct involvement and participation of local business partners, the Workforce Development Board directs service providers to upgrade their curricula and then measure the skill sets by having employers evaluate their trainees. Workforce Development Board will also be responsible for overseeing the distribution of money to companies seeking training assistance The Florida Division of Jobs and Benefits is the largest single source of job seekers in the state. Within the County, the two closest offices are in West Palm and Delray Beach. Companies can post job openings on a computerized job bank called the Job Information System. This allows companies to access job seekers statewide and through America's Job Bank on the Internet. The following additional services are also available: Staffing assistance at the local Jobs and Benefits office or at the employer's business location for new and expanding businesses. Access to data on employment levels by industry sector, unemployment rates, wage rates, The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 102 1 (800) 213-PLAN and occupational and industry projections broken down by state, county and other substate areas. Fidelity bonding, affirmative action assistance for federal contracts, immigration and alien certification and membership to the Florida Employer Advisory Council. Access to basic Unemployment Insurance and the Short Time Compensation Program (STC). The STC Program is a voluntary employer participation program designed to enable employers to retain employees during a temporary slowdown until business conditions improve. Under the program, an employer may choose to reduce the hours of some or all of the employees in lieu of laying off a segment of the work force. In so doing, a larger group of workers work shorter work weeks and are compensated for their lost work time with partial Unemployment Compensation Benefits AFFORDABLE HOUSING Affordable housing is a major issue within the Heart of Boynton for several reasons. First and foremost, the redevelopment program will necessitate some relocation within the three (3) assemblage areas. It is prudent to develop affordable housing in the community prior to relocation so that those who face relocation can elect to stay in their own community. Second, due to the area’s historic African-American and Caribbean roots, the area is a prime location for affordable housing. The following information illustrates the difficulty in finding affordable housing within Palm Beach County. Within the County, it takes a minimum salary of approximately $15.38 for a two bedroom apartment or a minimum annual salary of $30,000. For a three bedroom apartment the annual income necessary to rent a market grade apartment is $$42,480 or approximately $20.42. As shown in the following tables, rental housing within Palm Beach County is significantly higher than the State as a whole. Number of Renter Households Location 1990 2000 Percent Change, 1990-2000 Florida 1,681,847 1,896,130 12.74% Palm Beach County * 102,664 120,149 17.03% The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 103 1 (800) 213-PLAN 2001 Family Income 2001 Estimated Median Family Income (HUD) Maximum Affordable Monthly Housing Cost by Location % of Family AMI Annual Monthly 30% 50% 80% 100% Florida $50,700 $4,225 $380 $634 $1,014 $1,268 Palm Beach County * $61,800 $5,150 $464 $772 $1,236 $1,545 2001 Fair Market Rents by Number of Bedrooms Location Zero One Two Three Four Florida $482 $566 $694 $930 $1,087 Palm Beach County * $554 $646 $800 $1,062 $1,315 Income Needed to Afford FMR Amount Percent of Family AMI Location Zero Bedrooms One Bedroom Two Bedroom Three Bedroom Four Bedroom Zero Bedroom One Bedroom Two Bedroom Three Bedroom Four Bedroom Florida $19,277 $22,646 $27,774 $37,194 $43,487 38% 45% 55% 73% 86% Palm Beach County * $22,160 $25,840 $32,000 $42,480 $52,600 36% 42% 52% 69% 85% Housing Wage Hourly Wage Needed to Afford (@40 hrs./wk.) As % of Minimum Wage ( FL=$5.15 ) Location Zero Bedro om FMR One Bedro om FMR Two Bedro om FMR Three Bedro om FMR Four Bedro om FMR Percent Change in 2BR Housing Wage (2000-2001) Zero Bedro om FMR One Bedro om FMR Two Bedro om FMR Three Bedro om FMR Four Bedr oom FMR Florida $9.27 $10.89 $13.35 $17.88 $20.91 9.45% 180% 211% 259% 347% 406% Palm Beach County * $10.65 $12.42 $15.38 $20.42 $25.29 9.44% 207% 241% 299% 397% 491% Location Work Hours/Week Necessary at Minimum Wage to Afford ( FL=$5.15 ) Zero Bedroom FMR One Bedroom FMR Two Bedroom FMR Three Bedroom FMR Four Bedroom FMR Florida 72 85 104 139 162 Palm Beach County * 83 96 119 159 196 The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 104 1 (800) 213-PLAN Because a major element in the redevelopment of the Heart of Boynton includes major residential infill and residential rehabilitation, the following grants are available singularly or in conjunction with each other. The combined use of grants is particularly valuable in addressing affordable housing. A list of some of the grants follows: % HOME % SHIP % Low Income Housing Tax Credit (LIHTC) % CDBG % City Rehabilitation Loans % County’s Commission on Affordable Housing Program Residential Based Economic Development Residential based economic development is a site-specific, self-sufficiency strategy designed to help nonprofit developers (including CDC’s) create jobs and other income-generating opportunities for residents of their properties. Whether working as employees or contractors, residents find employment this way in such diverse areas as landscaping, vacant unit rehabilitation, and data processing. Activities such as the lease or sale of vacant units and land and profit sharing with commercial tenants can also create income-generating opportunities. Unlike the neighborhood community revitalization efforts of some CDCs and similar organizations, the residential based economic development approach exclusively targets residents of individual housing developments. Nonprofit owners create these opportunities using resources they already control, such as the rent stream (or residents' monthly payments to help cover operating expenses), funds for rehab or construction, and physical space within properties. This economic development strategy is founded on four objectives: • Decrease Cash Outflows from Housing Developments. Whenever possible, nonprofit owners should purchase goods and services from sources within their housing developments, instead of "importing" them from other communities. This calls for nonprofits to hire residents of their properties as on-site employees; to sponsor activities that help create nonprofit-or resident-sponsored businesses that can contract with management and other residents to provide goods and services; and to utilize firms that agree to hire and train a certain number of property residents in return for the nonprofit owners' business. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 105 1 (800) 213-PLAN • Better Use of Space. Affordable housing developers should use available space to sponsor the delivery of much needed services or facilities, such as child care, GED classes, or a convenience store. This space can also be used to develop nonprofit-or resident-sponsored businesses. • Increase Cash Inflows. Nonprofit developers should also use available space to increase income to the property and residents by leasing space to paying commercial tenants, by entering into profit-sharing ventures with commercial tenants, or by providing services and products to outsiders. For example, if a developer uses an inhouse painting crew, he can later "export" these services to other multifamily housing complexes. At Edgewood Terrace in Washington, D.C., an on-site computer learning center trained residents to use sophisticated mapping software -a skill residents have used to earn income from outside organizations. • Build Contracting Capacity. The ability to increase cash inflows is directly related to the ability of nonprofit-or resident-sponsored businesses to compete for work outside of the nonprofit-owned housing developments. By controlling the awarding of contracts, the nonprofit can "incubate businesses" by awarding work to residents over a period of time until they can develop the work and contract management experience to, among other things, secure bonding necessary to compete for larger contracts. The Rocky Mountain Mutual Housing Association, based in Denver, Colorado, is working to incubate painting, landscaping, and vacant unit rehabilitation business driven by its residents. A successful housing-led economic development strategy results in on-site job vacancies filled by property residents; contracts for goods and services awarded to nonprofit-or residentsponsored businesses or outside firms that agree to hire property residents; and more social and retail services desired by residents of the targeted properties. The expanded opportunities that result from housing-led economic development not only help stabilize families by increasing their incomes, but also can stabilize the overall economic condition of housing developments. Providing more income for families results in more timely and complete payments to property owners. Timely payments allow nonprofit organizations to more adequately meet their financial obligations, fund much needed operating and replacement reserves, and spend less time and money collecting unpaid rents. Despite the great potential of residential based economic development, nonprofits seldom venture into this area. This may be the result of the perceived complexity of economic development work or simply the fact that nonprofits have their hands full with development and day-to-day operation of properties. Of course, housing-led economic development is not a cure-all for the complex problems facing nonprofit multifamily housing developers. But by understanding residents, their needs and skills, and through effective management of resources within the developers' control or reach, some people's lives will be changed for the better. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 106 1 (800) 213-PLAN Creating A Residential Based Economic Development Plan • Gather, summarize, and analyze information about residents at targeted properties, through resident surveys, for example. • Identify assets available for economic development; such as rents, rehab/construction funds, and physical space and the economic development opportunities created therefrom. • Match resident skills, interests, and needs to available economic development opportunities. • Evaluate the feasibility of sponsoring micro-enterprise and child care activities that help the economic development plan have its full impact. The CRA, working with both the R.E. Lee CDC and Boynton Beach Faith Based CDC, should explore creating a residential based economic development program in conjunction with developers of all three land assemblage areas each of which is either entirely residential or that that residential is a major component. The Heart of Boynton Redevelopment Master Plan Strategic Planning Group, Inc. Page 107 1 (800) 213-PLAN APPENDICES