O01-59OP DINANCE Ol--
AN ORDINANCE OF THE CITY COMMISSION OF THE
CITY OF BOYNTON BEACH, FLORIDA, APPROVING AN
AMENDMENT TO THE CITY OF BOYNTON BEACH
COMMUNITY REDEVELOPMENT PLAN; ADOPTING
THE "HEART OF BOYNTON" PLAN PREPARED BY
STRATEGIC GROUP PLANNING, INC., AND DATED
NOVEMBER 1, 2001, FOR THAT PORTION OF THE
COMMUNITY REDEVELOPMENT AREA DEPICTED ON
FIGURE 16 OF THE STRATEGIC GROUP PLANNING,
INC..'S PLAN; AND PROVIDING AN EFFECTIVE DATE.
WHEREAS, the City Commisston of the City of Boynton Beach, Florida, pursuant to
the Community Redevelopment Act of 1969, defined a Commtufity Redevelopment Area;
adopted a Community Redevelopment Plan; and established the Boynton Beach Community
?~edevelopment Agency; and
WHEREAS, the City Commission, by the adoption of Ordinance 98-33 expanded the
of the Communny Redevelopment area and modified the Community
Plan; and
WHEREAS, the Community Redevelopment Agency and the City of Boytuon Beach
engaged in a review study of the Community Redevelopment area for the purpose
of further defining, revising, clarifying and modifying the goals and objectives of the Plan;
WItEREAS, the on-going evaluation of the Community Redevelopment area and the
Redevelopment Plan has resulted in the preparation of a proposal and study
provides for a specific redevelopment goals and objectives for a portion of the
· Redevelopment area; and
WHEREAS, the Community Redevelopment Agency pursuam to Florida Statute
63.361, the Community Redevelopment Agency met on November 13, 2001, and adopted a
for amendment of the Community Redevelopment Plan to incorporate the
\CA\0rdinanc es\CRAL2001 CRA Amendment- Heart of Boynton.doc
Heart of Boynton Amendment Contained in the Strategic Planning Groups, Inc. plan of
November 1, 2001; AND
WH~rREAS, the City has provided notice to taxing authorities of the City's intent to
amend the Community Redevelopment Plan, as required by Florida Statute 163.346; and
WHEREAS; the City has published notice of a public hearing to consider proposed
modifications of the Community Redevelopment Plan; and
WHEREAS, the City has conducted public hearings to consider proposed
modifications of the Community Redevelopment Plan; and
WHEREAS, the City has otherwise complied with all statutory or code requirements
~vhich are prerequisites to the amendment of the Community Redevelopment Plan; and
WHEREAS, the City Commission has considered the merits o£the Heart of Boynton
Plan Amendments set forth in the Heart of Boynton Community Redevelopment Plan
?re-pared by Strategic Plarming Group, Inc., dated November 1, 2001, and has found that the
)bjectives of that Plan are consistent with the goals of the City and the Community
Redevelopment Agency to implement a workable program to eliminate and prevent the
tevelopment and spread of slums and urban blight and to encourage community
:ehabilitation.
NOW, THEREFORE, BE IT RESOLVED BY THE CITY COMMISSION OF
tHE CITY OF BOYNTON BEACH, FLORIDA, THAT:
Section 1. The Commuuity Redevelopment Plan for downtown Boynton Beach,
~aving been duly received and considered as provided by law, is hereby amended to include
the goals and objectives set forth in the Heart of Boynton Community Redevelopment Plan
report ("RePort'') prepared by Strategic Planning Group, Inc., and dated November 1, 2001, a
copy of which is attached hereto in its entirety as Exhibit "A".
S :\CA\Ordinances\CRAk2001 CRA Amendment - Heart of Boynton.doc
Section 2. It is hereby found and determined that said amendments to the
Community Redevelopment Plan, for the portion of the Community Redevelopment area
defined in the Report:
(1) Conforms with the Community Redevelopment Act of 1969, as
amended;
(2) Is necessary and in the interests of public health, safety, morals and
welfare of the residents of the City of Boynton Beach, and will effectuate the purpose of the
Act by revitalizing the area economically and socially, thereby mcreasing the tax base,
~romoting sound growth, improving housing conditions, and eliminating the conditions
vhich the Florida Legislature has found in the Act to constitute a menace which is injurious
Io the public health, safety, welfare and morals of the residents;
(3) Is sufficiently complete to indicate such land acquisition, demolition
md removal of structures, redevelopment, nuprovemems and rehabilitation as may be
)roposed m be carried out in the connuumty redevelopment area; zoning and planning
:hanges, if any; land uses; maximum densities; and building reqmmments.
(4) May result in the displacement of some families from the community
'edevelopment area, and if that becomes necessary, a feasible method for the location of
families displaced from the community redevelopment area will be prepared;
(5) Conforms to the general developmem plan of the City of Boynton
Beach as a whole;
(6) Gives due consideration to the provision of adequate park and
recreational areas and facilities that may be desirable for neighborhood improvement, with
special consideration for the health, safety and welfare of children residing in the gcmeral
uicinity of the site covered by the plan; and
~ :\CA\Ordinanccs\CRA~2001 CRA Amendment- Heart of Boynton.doc
(7) Will afford maximum opportunity, consistent with the sound needs of
the City of Boynton Beach as a whole, for the rehabilitation or redevelopment of the
community redevelopment area by private enterprise.
Section3. In order to implement and facilitate the effectuation of the
redevelopment plan hereby approved and adopted, it is found and determined that certain
official action must be taken by the City Commission with reference, among other things, to
changes m zoning, the vacation and removal of streets, alleys, and other public ways,
relocation of public facilities, the establishment of new street patterns, and other public
action.
Accordingly, the City Commission hereby:
(A) Pledges its cooperation in helping to carry out the redevelopment plan; (B)
Requests the various officials, departments, boards and agencies of the City of
Boynton Beach likewise to cooperate in carrying out the redevelopment plan, exercise their
:espective functions and powers in a manner consistent with the redevelopment plan;
(C) Stands ready to consider and take appropriate action upon proposals and
ueasures designed to effectuate the redevelopment plan; and
(D) Intends to undertake and complete any proceedIngs necessary to be carried out
by the City under the provisions of the redevelopment plan.
All of the foregoing shall be done and performed in a timely manner. The Redevelopment
Agency shall, from time to time, present specific developmental plans in the implementation
of the redevelopment plan to the City Manager in order that the City Commission may be
assured of compliance by the said agency with the redevelopment plan.
Section 4. This Ordinance shall take effect immediately upon passage.
FIRST READING this 6~ 4ag-d ay of November, 2001.
:\CA\Ordiuances\CRAk2001 CRA Amendment- Heart of Boyntomdoc
SECOND, FINAL READING AND PASSAGE this 4 day of December, 2001
iATTEST:
CITY Ofir/BOYNTOI~ BEA/~H, FLORIDA
Commissioner
Commissioner6/
:\CA\Ordinances\CRA~2001 CRA Amendment- Heart of Boynton.doc
HEART OF BOYNTON
COMMUNITY REDEVELOPMENT PLAN
Strategic planning Group, Inc.
Economics o Planning o E~r~ic Development
in association with
RNIPK Group
JEG Associates
Heart of Boynton
CommuniW Redevelopment Plan
Prepared for:
City of Boynton Beach
Office of City Manager
100 East Boynton Beach Boulevard
Boynton Beach, FL 33425-0310
November 1, 2001
Prepared by:
Strategic Planning Group, Inc.
Economics · Planning. EConomic Development
5995 B Phillips Highway * P.O. Box 550590 Jacksonville, FL 3225E-0590
Phone (904) 731-3198 (800) 2~3-PLAN Fax (904) 731-3006
and
RMPK Group
3EG Associates
HEART OF BOYNTON
COMMUNITY REDEVELOPMENT PLAN
Strategic Planning Group, Inc.
Economics o Planning * Economic Development
in association with
RMPK Group
JEG Associates
The Heart of Boynton Community Redevelopment Plan
The City of Boynton Beach undertook a major update to one sector of its Community
Redevelopment Plan for what is now referred to as the Heart of Boynton: This Plan,
The Heart of Boynton Community Redevelopment Plan, defines the process, findings
and implementation steps necessary to achieve the desires of the local stakeholders
and the City at large. ---
The process draws heavily on an extensive public partioipation program that was the
heart of the planning process. The local stakeholders defined their respective
neighborhoods, approved a new architectural theme for the area (Floribbean), amd
agreed to a new, renewed theme for the area. This executive summary focuses on the
central vision ~that was approved and the steps necessary for its implementation.
This renewed Heart of Boynton Community is primarily a residential community
comprising both old and new neighborhoods. It calls for the removal of Cherry Hills
Public Housing complex and in its place the creation of a rejuvenated Poinciana
Heights, a new single-family neighborhood similar in density/nature of the historic
Ridgewood and Boynton Hills neighborhoods. The neighborhood draws heavily on a
redeveloped Wilson Center, the existing Poinciana Elementary School and continuation
of Palmetto Park west of Seacrest.
Central to the overall redevelopment is a major streetscape of Seacrest transforming
the Boulevard into a landscaped median highway, thereby making this major arterial
one of the major "gateways" to the Community.
Boynton Terrace would be replaced with the western aortion becoming sing e-family lots
and the eastern development becoming part of a new expanded Cer~tral Business
District. Martin Luther King, Jr. Boulevard becomes the central access to a new multi-
family (town homes, condominiums and rental housing) neighborhood with
neighborhood supporting commercial developments at either end of [he Boulevard
(Seacrest/MLK and Federal Highway/MLK). North of the alley between NE 11th and NE
12th Avenue, the neighborhood would continue to accommodate single-family residents.
South of MLK, the multi-family neighborhood would extend into the City Public Works
Yard providing the necessary land depth to create an innovative housing development.
Finally, the area soutl~ of 6th Avenue would become part of an expanding "central
business district" or CBD. This portion of the community will provide jobs and increase
the community's overall marketability to the ~)rivate sector as a residential community.
Strategic Planning Group, Inc.
Page
The Heart of Boynton Community Redevelopment Plan
The Redevelopment Plan capitalizes on the existing infrastructure, history, and Stable
neighborhoodS. Further, it also capitalizes on its excellent location with respect to 1-95,
Federal Highway and Downtown Boynton Beach.
The following describes the major actions needed for redevelopment, followed by a
three phased 24-month initial implementation program.
To maximize Private Sector involvement in the redevelopment of the area several
actions are required or are underway before any solicitation of "Requests for Proposals
for Development".
The plan requires five major public sector actions to achieve its vision:
1. Cherry Hills Demolition,
2. Assembly of land within the MLK neighborhood, including the Public Works Yard..-
3. Remove the western portion of Boynton Terrace, and redevelop or demolish the
eastern portion of the development.
4. A redesigned/landscaped Seacrest Boulevard with central landscaped median
th
5. Assembly of land south of 6 Avenue to accommodate an expanded downtown
Boynton Beach (CBD).
First, Cherry Hills Public Housing Complex needs to be demolished and the area
replatted/rezoned to R-1 The negative 'mage of the area and its related crime and
loitering currently generates a negative image for the entire area. It appears that the
County will work with [he City to provide Section 8 vouchers to its tenants to relocate
and allow for the demolition of complex.
Second, the MLK, Jr. Boulevard corridor is suited to the development of higher density
housing required to support future neighborhood services and retail. Land assembly,
which includes the Public Works Yard, should begin concurrent with the re-platting of
Cherry Hills.
Third', concurrent with the beginning of land assemblage within the MLK neighborhood,
Boynton Terrace needs to be addresses. This development is second only to Cherry
Hills in defining the existing negative image of the area. The City should work with
Federal HUD to address the future of the project and the prospect of issuance of
Section 8 Vouchers to allow existing residents to relocate elsewhere.
Fourth, the City should immediately begin to work with the County to start the pre-
planning process for the streetscaping of Seacrest Boulevard. Seacrest Boulevard is
Strategic Planning Group, Inc.
Page 3
The Heart of Boynton Community Redeveiopment Plan
truly the center of the Community and, to a certain extent, the entire Boynton Beach
DoWntown.
Fifth, the City should commence with its next CRA Planning Sector (Ocean District) but
include [he SE quadrant of the Heart of Boynton into that planning process. The
inclusion of this land into an expanded downtown will give the CBD sufficient land to
allow for creative redevelopment concepts as well as functionally intergrading the Heart
of Boynton into the surrounding neighborhoods/community.
While the above five actions are taking place, other a~i~¢ns, need to be ongoing
including strengthen the neighborhood leadership process, construction of replacement
housing by the CDCs, establishment of needed services including: a public health clinic,
job training center, day care, a redeveloped Wilson Center, continuation of Palmetto
Park, and increase code enforce and and parcel cleanup.
Strategic Planning Group, Inc. Page 4
L .ee~d
~elmsed L~ Use M~
Beyaton BeadI, Flerida
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Boy~o~ Beaeb~ Fle~da
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The Heart of Boynton Community Redevelopment Plan
The City of Boynton Beach undertook a major update to one sector of its Community
Redevelopment Plan for what s now referred [o as the Heart of Boynton.. This Plan,
The Heart of Boynton Community Redevelopment Plan, defines the process, findings
and implementation steps necessary to achieve the desires of [he local stakeholders
and the City at large .... '
The process draws heavily on an extensive public participation program that was the
heart of the planning process. The local stakeholders defined their respective
neighborhoods, approved a new architectural theme for the area (Floribbean), amd
agreed to a new. renewed theme for the area. This executive summary focuses on the
central vision that was approved and the steps necessary for its implementation.
This renewed Heart of Boynton Community is primarily a residential community
comprising both old and new neighborhoods. It calls for the remova of Cherry Hills
Public Housing complex and in its place the creation of a rejuvenated Poinciana
Heights, a new single-family neighborhood similar in density/nature of the historic
Ridgewood and Boynton Hills neiglaborhoods. The neighborhood draws heavily on a
redeveloped Wilson Centei-, the existing Poinciana Elementary School and continuation
of Palmetto Park west of Seacrest.
Central to the overall redevelopment is a major streetscape of Seacrest transforming
the Boulevard into a andscaped median highway, thereby making this major arterial
one of the major "gateways" to the Community.
Boynton Terrace would be replaced with the western portion becoming s~ngle-family lots
and the eastern development becoming part of a new expanded Cer~tral Business
District. Marfin Luther King, Jr. Boulevard becomes the central access to a new multi-
family (town homes, condominiums and rental housing) neighborhood with
neighborhood supporting commercial developments at either end of the Boulevard
(Seacrest/MLK and Federal Highway/MLK). North of the alley between NE 11th and NE
12'n Avenue, the neighborhood would continue to accommodate single-family residents.
South of MLK, the multi-family neighborhood would extend into the City Public Works
Yard providing the necessary land depth to create an innovative housing development.
Finahy, the area south of 6~n Avenue would become part of an expanding "central
business district" or CBD. This portion of the community will provide jobs and increase
the community's overa I marketability to the private sector as a residential community.
Strategic Planning Group, inc. Page 1
The Heart of Boynton Community Redevelopment Plan
The Redevelopment Plan capitalizes on the existing infrastructure, history, and stable
neighborhoods. Further. it also capitalizes on its excellent location with respect to 1-95,
Federal Highway and Downtown Boynton Beach.
The following describes the major actions needed for redevelopment, followed oy a
three phased 24-month initial implementation program.
To maximize Private Sector ~nvolvement in the redeveJopment of the area several
actions are required or are underway before any solicitation of "Requests for Proposals
for Development".
The plan requires five major public sector actions to achieve its vision:
1. Cherry Hills Demolition.
2. Assembly of land within the MLK neighborhood, including the Public Works Yard. -
3. Remove the western portion of Boynton Terrace. and redeyelop or demolish the
eastern portion of the development.
4. A redesigned/landscaped Seacrest Boulevard with central landscaped median
5. Assembly of land south of 6~n Avenue to accommodate an expanded downtown
Boynton Beach (CBD).
First, Cherry Hills Public Housing Complex needs to be demolished and the area
replatted/rezoned to R-1. The negative image of the area and its related CJ:ime and
loitering currently generates a negative image for the entire area. It appears that the
County will work with the City to provide Section 8 vouchers to its tenants to relocate
and allow for the demolition of corn 31ex.
Second, the MLK, Jr. Boulevard corridor s suited to the development of higher density
housing required to support future neighborhood services and retail. Land assembly,
which includes the Public Works Yard, should begin concurrent with the re-platting of
Cherry Hills.
Thirdl concurrent with the beginning of land assemblage within the MLK neighborhood,
Boynton Terrace needs to be addresses. This development is second only to Cherry
Hills in defining the existing negative image of the area. The City should work with
Federal HUD to address the future of the project and the prospect of issuance of
Section 8 Vouchers to allow existing residents to relocate elsewhere.
Fourth, the City should immediately begin to work with the County to start the pre-
planning process for the streetscaping of Seacrest Boulevard. Seacrest Boulevard is
Strategic Planning Group, Inc. Page 3
The Heart of Boynton Community Redevelopment Plan
truly the center of the community and, to a certain extent, the entire Boynton Beach
Downtown.
Fifth the City should commence with its next CRA Planning Sector (Ocean District) but
include the SE quadrant of the Heart of Boynton into that planning process. The
inclusion of this land into an expanded downtown witl give the CBD sufficient land to
allow for creative redevelopment concepts as well as functionally intergrading the Heart
of Boynton into the surrounding neighborhoods/community.
While the above five actions are taking place, other acti~ons, need to be ongoing
including strengthen the neighborhood leadership process, construction of replacement
housing by the CDCs. establishment of needed services including: a public health clinic,
job training center, day care, a redeveloped Wilson Center, continuation of Palmetto
Park, and increase code enforce and land parcel cleanup.
Strategic Planning Group, Inc,
Page 4
Prelmsed Land Use Map
Beymon Beacb.~rkla
O 5O8 I0rm
Se~e ia ~eot
F~oure ~$
R1
ITC
I-~5
~epesed Zen~g Map
o ~o
fioure 17
The Heart of Boynton Redevelopment Master Plan
TABLE OF CONTENTS ..................................................................................................................................... I t -
LIST OF FIGURES ........................................................................................................................................... IV
INTRODUCTION ................................................................................................................................................
THE CITY OF BOYNTON CRA REDEVELOPMENT AREA ........................................................... 1
METHODOLOGY .......................................................................................................................................... 3
THE STUDY AREA ............................................................................................................................................. 5
SOCIO ECONOMICS ....................................................................................................................................
UNEMPLOYMENT STATISTICS ..........................................................................................
HISTORIC NEIGHBORHOODS ........................................................................................................
CURRENT LAND USE ...........................................................................
PICTORIAL OF STUDY AREA .............................................................................................................
CURRENT ZONING ................................................................................................................................... 16
NON CONFORMING LOTS ................................................................................................................... ~..
PARCEL INFORMATION .......................................................................................................................... 16
CURRENT I~TURE LAND USE ............................................................................................................
REDEVELOPMENT PLANNING PROCESS ...................................................................................
STAKEHOLDER PROCESS ...................................................................................................................... 21
Stakeholder lden~fication .............................................................................................................................. 21
Stakeholder Jnterviews .................................................................................................................................. 22
Kickoff Workshop .......................................................................................................................................... 25
Neighborhood Livability Workshop ................................................................................................................ 28
NEW NEIGHBORHOOD DELINEATION ..................................................................... t ....................... 34
Recommendations for commercial revitalization activities. ............................................................................. 34
Recommendations for Neighborhoods and Gateways ..................................................................................... 36
OPPORTUNITIES TO REDEVELOPMENT .......................................................................................... 42
H~story .......................................................................................................................................................... 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
Strategic Planning GrouP, Inc.
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The Heart of Boynton Redevelopment Master Plan
Lack, of Developable Land ............................................................................................................................. 46
NEIGHBORHOOD CONCEPT PLAN ..................................................................................................... 48
LAND ASSEMBLY ..................................................................................................................................... 5O
PROPOSED FUTURE LAND USE PLAN ........................................................................................... 52
PROPOSED ZONING .................................................................................................................................. 52
URBAN BESIGN CONCEPTS ......................................................................................................
ATTRIBUTE #1 -- iM~TAL ROOFING MATERIALS .................................................................................................... 57
ATTRIBUTE ~ -- PASTEL COLORS: PINK, WHITE, YELLOW, GREY AND BLUE ...... ~.:...~ ........................................ 57
ATTRIBUTE #3 -- STEEP PITCHED GABLED AND tHpED ROOFS ................................................................................
ATTRIBUTE ~4 -- DORMER WINDOWS .................................................................................................................. 57
ATTRIBUTE ~/5 -- WOOD FRAME CONSTRUCTION .................................................................................................. 57
ATTRIBUTE ~- LOW PITCHED PORCH ROOFS ....................................................................................................
ATTRmUTE ~7-- EXPOSED TRUSS WORK .............................................................................................................~8
ATTPJBUTE #8 -- SIMPLE WOOD RAILINGS ....................................................................................................... :58
ATTRIBUTE #9 -- SIMPLE WOOD TRIM .................................................................................................................
FACADE COMPOSITION ..................................................................................................................................... .61
RItYTm~ .................................................................................................................................................. ,.,....62
PROPORTION .................................................................................................................................................... '~62
SC~Lg ............................................................................................................................................................... 62
STREETSCAPE CONCEPTS ...................................................................
DESIGN STANDARD8 ....................................................................................................................................... 68
ILLUSTRATIVE MASTER PLAN .................................................................................................................... 70
IMPLEMENTATION PROGRAM .................................................................................................................... 76
IV[ASTER PLAN ADOPTION ................................................................................................................... 76
1VIASTER PLAN IMPLEMENTATION ACTIONS ................................................................. ? ............. 76
NEIGHBORHOOD ORGANIZATION PROCESS ................................................................................. 78
ROLE OF COMMUNITY DEVELOPMENT CORPORATIONS (CDCs) ....................................... 79
CHERRY HILLS .......................................................................................................................................... 79
BOYNTON TERRACE ............................................................................................................................... 79
SEACREST BOULEVARD AND 1MARTIN LUTHER KING, JR. STREETSCAPE ...................... 80
LAND ASSEMBLAGE ............................................................................................................................... 80
ECONOMIC DEVELOPMENT, IDENTIFICATION O1~ INCENTIVES I~OR ECONOMIC EXPANSION
AND RECRUITMENT OF BUSINESSES ......................................................................................................... 80
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 ......................................................................................................................... 84
Strategic Planning Group, Inc.
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The Heart of Boynton Redevelopment Master Plan
Other Economic Development Resources CurrentlyAvailable YFithin Palm Beach County and the City of
Boynron Beach .............................................................................................................................................. 99
AFFORDABLE HOUSING ........................................................................................................... lol
RESIDENTIAL BASED ECONOMIC DEVELOPMENT ................................................................... 103
APPEIql)ICES ................................................................................................................................................... 106
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The Heart of Boynton Redevelopment Master Plan
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~uture Land Use ............................................................................................... 20
Figure 9. New N~hborhoods ..................................................................................................... 35
Figure 10.'t*almetto Park Plan .................................................................................................. 239
Figure 11. Palmetto Park Plan .................................................................................................... :40
Figure 12. Wilson~Center Concept Plan ........................................................................................41
Figure 13. :Opporamifles Diagram .............................................................................................4~
Figure 14. :Redevelopment Concept Plan ................................................................................... '. 2. ,.49
Figure 15. ))roposer/Lar/d Assembly ..........................................................................................BI
Figure 16. t)ropos~d Land Use Plan ...................................................... : ....................................... 53
Figure 17, Proposed Zoning Map ................................................................................................ 54
Figure !$. Seacre~t Boulevard Median Visualization ......................................................................... 64
Eigure 19. ttehab,Apattment Visua~zation .................................................................................... 65
Figure 20. Bus Stop Landscaping Visualization ............................................................................. 66
Figure 21. 'Gateway Siguage Visualization ....................................................................................... 67
Figure 22. S~eetscape 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 muswative Plan Normal Deusity .......................................... '/ ........... 73
Figure 26.'CBD Expansion Illusl~ative Plan ..................................................................................... 74
Figure 27. Heart ol~:Boynton Community Illuslrafive Master Plan ........................................................... 75
Strategic Planning Group, Inc.
PagelV
The Heart of Boynton Redevelopment Master Plan
The City of Boynton Beach received an Urban lnfill 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 P lan is the second of five redevelopment plans for
the City's Community Redevelopment Agency (CRA) Redevelopment Area. The City
retained the serv Cos of Strategic Planning Group, Inc. and its sub consu rants JEG
Associates and RMPKGrouP to prepare the Neighborhood Master Plan.
The City of Boynton Beach created a Commuqity Redevelopment Agency ~n 1981 and
created =a Community Redevelopment Area originally encompass ng 180 acres The
or ginal boundarY consisted of the area bounded by Boynton Canal to the north (C-16)
th
bounded c~n the west by the F odda East Coast Ra road (FEC), south to SE 6 Street,
and on the east'by the Interceastal. Wate~way. Pursuant to a Findings of Necessity, a
redevelopment master plan was prepared for the area in 1983 and was adopted in
1984. '~he CRAP-,f Redevelopment Area was later to include an additional 518 acres
covering an area,~-~' tha~.expanded the odginal boundaries to include the area bounded by
the Interstate ~othe 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
preparatior~ of the Boynton Beach 20/20 Redevelopment Master Plan. Tl~at plan called
for the further expansion of the CRA boundaries to extend the or gna 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 1,094.98acres. The new expanded CRA new contains approximately 1,613.74
acres. Figure I shows the new expanded CRA boundar es
The City's current CRA redevelopment plannin~ is envisioned as a five part effort. The
expanded Federal Highway Corddor Community 'Master Pla~ 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 t~ 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.
Strategic Planning Group, Inc.
Page
Beynten Beaoh, FlOrida Figure
The Hea~ of Boynton Redevelopment Master Plan
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, agd
September 17th. Over 400 local residents ~ttended th~ charrett~ (see the appendix'!or'
attendees).
The public participation concept can be summarized by the following graphic. - '
Bottoms Up
Strategic Planning Group, Inc.
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The Hear~ of Boynton Redevelopment Master Plan
The process can be defined as follows:
SEVEN STEPS
L~ Sf~ategic Planning Group, Inc~ Page 4
The Heart of Boynton Redevelopment Master Plan
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.
Strategic Planning Framework
At the start of the planning process, the study area was referred to as the Martin Luther
King, Jr. Boulevard Neighborhood P~anning Study. During the Kickoff meeting it
beca,me apparent that within the ~oca] 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 Federa~ 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 GrOuP, Inc.
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The Heart of Boynton Redevelopment Master Plan
According to the 2000 Census of Population, the study area contained 3,193 permanent
residen~ as of April 2000. As shown below the area is predominately Afdcan American
and Caribbean composition.
0%~ ~%
6% 4%
I_~Whit~
[] Slack
[~ American indian
[] Other race
· 2 or more races
The study area has shown a continued loss of population since 1980 as shown below:
Tab#e f: 20~0 Census of 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,
~nc. commissioned a special computer run from Claritas. Current and future population
projects show a continued downward trend in both population and households. The
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The Heart of Boynton Redevelopment Master Plan
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
1990 ~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
1990 1,204
2001 1,081
2006 1,054
Source: Claritas and Strategic Planning Group, nc. 2001
The area is relatively impoverished with an estimated median household income of only
$27,134 in 2001.
Table 4: Median Household Income
$16,815
$27,134
%
89-01 61.4%
Source: Cladtas and Strategic Planning Group, Inc. 2001
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The Heart of Boynton Redevelopment Master Plan
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 Bouleva?d.= However, the study
area represents the majority of the census .tract's unemployment. As shown., below, the
study a~'ea's unemployn~ent rate is almost dOuble both the-~ity's and County s rate.
Table 5: 2000 Annual Average Employment Figures
Employment
Unemployment 228
Unemployment 8.2%
rate
517,893
495,095
1,180 22,798
4.5% 4.4%
Source: Florida Agency for Workforce Innovation
United States Bureau of Labor Statistics 2001
Strategic Planning Group, Inc. 2001
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 Boynt?n 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
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Exist~j
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The Heart of Boynton Redevelopment Master Plan
12. St. John's Neighborhood
13. Boynton Terrace
14. Shepard Addition
15. Arden Park
The study area is almost totally a residential area comprised~n-air~ly of single family and
multifamily housing on both sides of Seacrest Boulevard as shown in Figure 5. The
ares 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 housi'_ng
project located on both sides of Seacrest Boulevard near the center of the study area..
Boynton Terrace was constructed in 1983 asa mix of 6 single family and ten (10) multi-
family buildings containing 84 units. The western section contains six single family units
and 36 multi-family units.
Small pockets of commercial uses can ~e found spread through the area but most are
found in Cherry Hills and along l0th 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 E~arton
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 Elemi~=ntary), and a
Head Start Center.
One of the most prominent features of the study area is the arge 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 Boulevarc~ primarily north of 9th Avenue.
One hundred and fifteen (1151 vacant parcels exist north of 9th Avenue east of Seacrest
Boulevard while the area south of 9th Avenue contains 27 vacant parcels.
As shown ~y 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.
Strategic Planning Group, Inc.
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LEGEND
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The Hea~ of Boynton Redevelopment Master Plan
~ · S~rategic P~enning G;oup, inc. Page
The Heart of Boyn~on Redevelopment Master Plan
Strategic P~anning Group,
The Heart of Boynton Redevelopment Master Plan
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 higner 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 0f~Se~crest Boulevard, and two
commercial nodes on either end of Martin Luther King, Jr. Boulevard (10th Avenue) -
one at the intersection of 10th and Seacrest ane the other at 10th and Federal Highway.
The area adjacent to the FEC railroad tracks is zoned
The public works and headstart building, found south of.9t~ 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.
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 (LDR~). 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 non-
conforming 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.
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 I parcel.
Strategic Planning Group, Inc. Page
ZeaJng
~ Kesidential, SFG.Bgper ac.
~ Rachtmitial SF 7~per ac.
~Besideatral: Duph~ 9.86 p,r ac.
~ Rac'ldeatial ~ I~tF lOJper ac.
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The Heart of Boynton Redevelopment Master 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 ma.~ority of the parcels are Iocaily 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 ass. essed taxable value of less
than $50,000. --'
Table 6:2000 Annual Average Employment Figures
$0 171 171
<$10,000 236 407
<$30,000 130 747
<$40,000 104 851
<$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
The City's Growth Management Plan [Figure 8) largely mirrors both the existing land
use ano 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
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Future Land Use Plan
Heart of BeyBtm C~NIBTy Redegeklmmnt Plan
Beymoa Beach, florida
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I
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The Heart of Boynton Redevelopment Master Plan
been designed for the area west of 4th street and east of 2nd street, wh e the area east
of 4th street to the FEC railroad tracks has been designated Industrial.
Community stakeholders provided input regarding their cu[rent 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 commun ty 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 deficienc es that needed to be addressed to improve neighborhood vab ity and
identified community priorities relative to existing resource deployment and
i~ublic/private investment strategies.
During the two I~lanning 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 rewew conceptual plans and maps
proposed to guide future development in "The Heart of Boynton."
The consulting ~eam 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
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The Heart of Boynton
Redevelopment Master 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~
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
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The Heart of Boynton Redevelopment Master Plan
Address image and by improving the physical appearance of the
community
Intensify law enforcement and code enforcemer~ efforts
Reduce or eliminate loitering in front of local businesses
Work to m~nimize involuntary displacement of current residents during
redevelopment process
ncrease 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 {or
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
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The Heart of Boynton Redevelopment Master Plan
Boynton Terrace: · Substantial renovation of structures is warranted
· Roof repairs and genera~ 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 war£anted
· Housing Authority willing to explore public/l~rivat~ 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 m
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.
· Strong partnerships with CDCs and private development partners are
critical.
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The Heart of Boynton Redevelopment Master Plan
· The establishment of clear neighborhood boundaries would facilitate
community building efforts.
Crime & Safety:
· "Real and perceived" crime problems in the MLK Distdct 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 ~e 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 s an Issue, relative to enforcement activity
· Trash on vacant lots and illegal dumping ~s 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.
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,
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.
Strategic Planning Group, Inc. Page
The Heart of Boynton Redevelopment Master Plan
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 · Wilson Center
· Communitycahesio~ · Affordable housing
· Size · Canal
· Diversity · Potential for development
· Community loyalty · Schools
· Short blocks * Home owners
· Developable property · Market potential
· [nfrastrL{ctum in place · Sense of"home"
· Residents care about children · Rich history
· Pedestrian oriented · Places of worship
· Long~term residents · Boynton Blvd.,-US 1, and Ocean Ave.
· Sense Of community improvements
· Close knit families · Political voting ~)lock
· Community gardens
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
· inflatec~ 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 Hillsstore
(loitering/drug dealing)
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The Heart of Boynton Redevelopment Master Plan
DESIRED OUTCOMES:
{Order of list does not reflect priory of concerns]
· Physical improvements in
Boynton Terrace
· additional sidewalks
· improved
landsca ping/streetscaping
· additional/improved recreation
facilities
· accessible health care
· affordable housing (single/multi-
family)
· reduced crime
· mixed use development
· public land acquisition to
fac~ tate redevelopment
· follow through on
plans/recommendations
a unified vision
pedestrian oriented neighborhoods with
m xed-use_d~velopment
diversification of ncomes
additional ~eighborhood serving businesses
grocery store
e/!minate nuisance properties
farmem market
exPand HeadStart facilities
economic growth
additional job opportunities
ir~proved appearance
redevelop vacant properties
improved se~ices
TOP STRENGTHS OF STUDY AREA:
{Order listed does not reflect priority of asset}
· diversity · beach access
· location · culture
· law enforcement · community spirit
· home ("sense of place=) · individual opportunities
· lot of life-long residents (deep · small town atmosphere
roots) · family ties
· residents love the aroa · committed City leaders/staff
· potential for redevelopment · sense of community
· decent people · good people
· faith institutions · ~ich heritage
· schools · parks and facilities
· community forum
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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 prope~ maintenance
· poor landscaping
· neglected relative to public resources
· inadequate health and social services
· nor enough safe places for kids to go
· extensive vacant lots
· unclear neighborhood boundaries
· inadequate s~gns and gateways
· lost history (pictures/structures
· absentee landlords
· distrust of[aw enforcement
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 iden, tify 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 the group to utilize the indicators as guiding standards for
assessing neighborhood livability.
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The Heart of Boynton Redevelopment Master 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 ea~;h 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
4. Infrastructure Improvements
a. Street Lights
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The Heart of Boynton Redevelopment Master Plan
b. Traffic Calming Devices
c. Traffic Signal at Seacmst/M,L.K. Intersection
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 ev~e~da~ life.
ESSENTIAL INGREDIENTS:
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
c, Playgrounds
3. Year Round Pool Access
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The Heart of Boynton Redevelopment Master Plan
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:
t. 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:
t. Additional Sidewalks
2. Increased Law Enforcemenl
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. 6thAvenue
c. Wilson Center
2. Traffic/Speeding
a. Seacrest
3. Eliminate abandoned cars
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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. Pmvideadditional academic programs
Infill Development Activity
Infill development & redevelopment offers new commerce & housing options that e~hance.
neighborhood characte~
ESSENTIAL INGREDIENTS:
Review & update zoning ordinances
2. Develop vacant lots
3. Rehabilitate or eliminate vacant structures
Mass Transit
Nearby transit services provide residents with altemative 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 '~otes)
Code Enforcement (57 votes) Park Improvements (32 votes)
Medical Clinic (43 votes) Housing Improvements (28 votes)
Increase Community Involvement Infill Development (21 votes)
(39 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.
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The Heart of Boynton Redevelopment Master Plan
Neighborhood Livability Workshop
REPORT CARD
LIVABILITY STANDARD
Public Safety
Neighbors watctl out for each other & enjoy a sense o
cecudty within their homos & neighborhood.
Neighborhood-Serving Business Districts
Nearby businesses offer local ,bbs 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
Amplo parks & open spaco are accessible to residents for
rocraation & 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 ~/ace.
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 characte~
Mass Transit
Nearby transit services provide residents with alternative
travel options & reduce automobile
GRADE
D-
DY-
D-/-
D+
D+
D-
C-
GRADE SCALE
The essential ingredients for this
standard are:
A = exceptionally high
presence & quality
neighborflood
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 ~s a
need for substantial
improvemeht
F = virtually no presence or
quality in neighborhood
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The Heart of Boynton Redevelopment Master Plan
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 mentionea, a major factor in the redevelopment area is the elimination of the
Cherry Hills Public Housing and redeveloping the NO,th'west Quadrant as a new
Neighborhood - "Poinciana Heights". The two remaining neighborhoods in the western
part of Heart of Boynton mainia r~ 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:
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
(usuafly 4 per 1,000 ft. with restaurants requirinq more).
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legend
hynton
Ma-th Lather K'mg. Jr. Heigbba~eed
PoinD~a Lights
· igewoed ~ ~K Stad¥~rea
~epard A.ddJtiua ~./~Baib'mad$
Canals
I~q~ Right-Df-Way [~-I Parcels
New Neighberlmods
50O I066
T
Figure 9
The Heart of Boynton Redevelopment Master Plan
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 Ne(qhborhoods:
,/ Poinciana Heights
¢' Boynton Hills
¢ Ridgewood
This western portion of the study area was seen as a predominately single family
residential area (R-l) 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 ane south
along 1-95 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 Nei.qhborhoods
,/ Martin Luther King, Jr.
¢' Boynton Terrace
,/ Shepard Addition
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The Heart of Boynton Redevelopment Master Plan
v' ndustrial (lSt/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 e~orts 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 find n,q of the group at
large (and summary findin.qs 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, pad(in.q, and pedestrian routes.
Eastside issues:
,,' Congestion @ 9~n/Seacrest
v' Limit City Vehicles to East @ NE 9th Street
· ,' Slow traffic @ MLK, 13th
· ,' Parking on MLK (street)
,,' Make parking ordinance more flexible
v' Centralize parking 10th/11t~
v' Add Signs" Slow Children"
,,' Stop Sign 6th/lStE/VV
v' Limit Parking to 1 side on 13t~, 12th and 11th.
v' Setback changes
v' Maintain alleys (encourage rear parking)
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The Heart of Boynton Redevelopment Master Plan
Westside issues:
v' 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 1-95 then south to Galaxy Schodl
Parking at Barton Park
Improve Wilson Center
Add benches to parks
Plant shade trees
Add water fountains
Add Garden @4th/1st and 6th/1~t
As part of past redevelopment planning efforts, the City constructed a park (Palmetto'-Park)
on the C-16 Canal fromthe FEC railroad tracts to Seacrest Boulevard As part of its
ongoing planning efforts, the Recreational Deoartment 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 pa~of the
overall redevelopment of the Heart of Boynton. The city has committed to the ~onceptual
planning of this Center and the planning contract is expected to oe approved before the
end of 2001. A conceptual diagram of one alternative is shown in Figure 12.
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Palmetto Park Plan
Fhjire lO
Palmetto park Plan
Heart of Beynten Cenmundty Redeveiepment Plan
geynten Bea~ fin'ida
Figure 11
Wilson Center ~neept Plan
geart ef Beynten Cemmuflity Itedovdepment Plan
goynton Beaehi FlOrida
The Heart of Boynton Redevelopment Master 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.
The Heart of Boynton has numerous inherent opportunities that should assist in its
redevelopment: (1) History, (2) Location (3) Schools, (4) CDCs, (5) Residents, (6) CRA
and City commitment, and (7) a large number of churches.
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.
Geographic location is one of Heart of Boynton's biggest advantages. Its favorable location
with r, espect to 1-95, 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.
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Opportunities Diagram
Bem't er Boynten emnlmiLT Bedeveieimmn~ Plan
Beynten BeaelL Flerida
FIl~'e B
The Heart of Boynton Redevelopment Master Plan
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.
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) P,.M. Lee Community Development Center
Inc.
The Boynton Beach Faith Based CDC has been extremely active in the commur~ity ~n
providing both leadership and assisting ~ supplying housing in the study area. I~ also
serves as the community's only Community Housing Development Organization (CHD_O).
R.E. Lee CDC was originally involved in assisting in the-creation of housing but has
changed its focus to be more service oriented. The R.E. Lee CDC has constructed a multi-
use 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.
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 charretteslworkshops for
this planning effort alone.
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
urbarl gardens, improved water and sewer lines and built Palmetto Park (these represent
only a part of the City's past and ongoing efforts).
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The Heart of Boynton RedeVelopment Master Plan
Heart of Boynton contains 18 churches covering a wide range of denominations. The
location of these churches in the study area has both pc~sitive and negative impacts.
Churches represent an important source of leadership if chumh leaders car) 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
advalomm or TIF moneys tothe CRA and several chum~s are in violation of parking
requirements and other LDRs and several arein need of major facade improvements.
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 developcble
acreage, and (5) upkeep of vacant parcels and genera[ code.enforcement.
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. Conversabons 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 ~ousing elsewhere, and the
City would demolish the projects buildings and according to this redevelopmeCit plan replat
the area to accommodate a large parcel size. As discussed earlier and again ~n 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 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.
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
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The Heart of Boynton Redevelopment Master Plan
criminal activity. Most of the sites located, west of Seacrest would not be compatible with
the new iow-density residential character of "Poinciana Heights".
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 esse~nblage no large
sca~e redevelopment is possible.
The follow~ng is representative of the land requirements for several types of development:
,~- Strategic p~Snning Group, inc. Page 46
The Heart of Boynton Redevelopment Master Plan
r~ Strategic Planning Group, Inc. Page 4~
The Heart of BoYnton Redevelopment Master Plan
The Heart of Boynton Concept Plan is based on the creation and stabilizat[on of seven
neighborhoods. The western portion of the redevelopment, area will contain three single
farr~Jy neighborhoods (the new Poinciana Heights, Boynton Hifis and Ridgewood). The
western half of Heart of Boyn~on will be centered on a revitalized Boynton Hills, a new
Poinciana Heights [~eighborhood, a redesigned Wilson Center and an expansion of
Palmetto Park linking the area from Galaxy School to the existing Pa~me~o Park ~ocated
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 estabJished
neighborhoods with gateways and traffic calming, the redevelopment Master Plan cal~s for
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The Heart of Boynton Redevelopment Master Plan
this area to develop into an expansion
Government Center to the south.
of a new CBD based on
redeveloping the
The redevelopment plan is based on major redevelopment of three major areas within the
Study Area. To accomplish the redevelopment, and assembly, will be required. Cherry
Hills area will have to De 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. -r'his includes the
redevelopment of the City's Public Works parcel allowing for more depth ih 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
ocation, the southeast quadrant has creditable mixed use potential assuming the
-edevelopment of the Government Center as part of a new CBD.
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Page 50
~ Preposed Land Assembly ·
Prepesad Land ~ssen~ o 5aa moo
,
MI.IC S~udyA~ea S~e h Feet
Street Name~
fleart of BeyBten CereBra'tV RedeldBpmeBt Plan
BOylltml Beach. FIm'il a
figure 15
The Heart of Boynton Redevelopment Master Plan
The following graphic (Figure 16) depicts the futura 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-'thi~ Plan (map) that will be
adopted by the CRA and City and that the City will use to amend its Growth Management
Plan.
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 ih (his Report.
strategic Planning Group, Inc. Page
PrepesedlLandUse Map
9 5~6
~gure16
P~d Zmi~
I'roposed Zonke Map
Beach. Flerida
0 ~00 IOO0
Scale h, Feet
-~urel?
The Heart of Boynton Redevelopment Master Plan
The Urban Design concept adopted by the stakeholders evolved through numerous
planning efforts in the area over the last 15+ years. The h~tory 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" FIodbbean" was overwhelming
approved as the preferred choice for design standards. .
The following section provides an overview of the new FIoribbean Design Concepts.
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The Heart of Boynton Redevelopment Master Plan
Floribbean Architectural GUidelines
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The Heart of Boynton RedeveLopment Master Plan
Attribute #1 - Metal roofing materials
Attribute #2 - Pastel colors: pink, white, yellow, grey and blue
Attribute #3 - Steep pitched gabled and hiped roofs
~:'.i: :'~'~='~i: '~i.':'~ i'.:.~i~
Attribute #4 - Dormer windows
Attribute #5 ' Wood frame construction
strategic Planning Group, Inc,
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The Heart of Boynton Redevelopment Master Plan
Attribute #6- Low pitched porch roofs
Attribute #7- Exposed truss work
Attribute #8 - Simple wood railings
Attribute #9 - Simple wood trim
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The Heart of Boynton Redevelopment Master Plan
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The Heart of Boynton Redevelopment Master Plan
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The Heart of Boynton Redevelopment Master Plan
Fagade 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 thc design. Collectively improved, these elements
create visual order. The faqade should be
intentionally designed to integrate storefrant, sign
and window display space into the overall fabric of
the building exterior. As individual buildings stand
side by side, visual harmony is ckeated by the similar
sl~ucmral components of:bu!ldings ~ various sugles,
age and appearance. Over the years,~isolafed changes
on facades, storefrants, and signs have altered their
visual relationships and h~e 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 old and new, are the basic building blocks
of visual order. Improving building facades and s~gns
will go a long way towards bringing visual harmony
to the business district.
It se~ves 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. Lintol
G. Sill
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The Heart of Boynton Redevelopment Master Plan
Rhythm
L. k-~,-----~-. ,. - i: .... ~ .~ ............... ~'~:F''<
~ W- ' '~ . · · · ......... ~.:. ~il '"
Rhythm - A buildmg's rhythra is created by an ordered recurrent alteration of sl~ong "and weak architecttmd elements
Proportion
Proportion - A building's proportions ar~ ~r~t;~ ~ ~h; ~e'iatio~ships 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 architectttral details in relationship to the
size of humans.
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The Heart of Boynton Redevelopment Master Plan
An ~mportant 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).
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Page 63
Seacrest Boulevard Visuafization
fleart ef hynton C~ BedevdeWamlt Plan
goyntea Beaeh, nodda
figure18
Apartment BUilding Visualization
FIOlrem
Bus Stop Landscaping Visualizatien
Beart er Boynten Cemm~ Bedaveiepment Plan
Beynten BeaelL Fledda
FiOure 20
Gateway Si!lna!ie ~scaPinO Visualization
fleart of Beyntml Cemmunity BedeveiePnlmlt Plan
Bey-den Beach, Fierida
ROute21
The Heart of Boynton Redevelopment Master Plan
Strategic Planning Group, Inc.
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D
Prototypical Streetscape Sketch
Multi.Family Residential
Dr. Martin Luther King, Jr. Blvd.
F
The Heart of Boynton Redevelopment Master Plan
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The Heart of Boynton Redevelopment Master Plan
The implementation program addresses the six major eleven_ts of this redevelopment
program: (1) Adoption of the Master. Plan and Schedule, (2)-NeighborhOod Formation and
Empowerment, (3) Cherry Hills RedeveloPment (4) Seacrest Boulevara and Martin Luther
King, Jr. Boulevard Straetscape Improvements, and (51 Land Assembly.
The adoption of the Master Plan will necessitate several immediate actions.
Adoption of MaSterPlan 'City Staff End 2001
CRA
City Commission
Amend City's Future Land Use Plan CityStaff Mid 2002
City:Commission
Approve Design Standards City;Co~mission/CRA End 2001
Amend City's Zoning Map CityStaff 2002
City Commission
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
20O2
2003
aarly 2002
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The Heart of Boynton Redevelopment Master Plan
Neighborhood Format,on
Continue Leadership Form City Staff/Consultant2001
Form Neighborhood Associations City/Residents/CDCs 2002 ._
Elect Neighborhood Leadership Neighborhoods 2002
Gateway signage Neighborhoods/City
staff_~- 2002
Fa~;ade Grants CDC/City ~taff 2002+
Neighborhood Grants CDC/City 2002+
Traffic Calming City staff 2002+
Homeownership Program CDC/City/County mmedi, ate-_.
Wi son CenterRedevelopment CitystafflConsultant 2002
Select Consultant immediate
Prepare Plan
Select DeveJopedConstruction late~2002
Palrnetto Park Expansion
Seacrest to .Interstate 95 Plans City staff 2002 (started)
C-16 to Galaxy Plans City staff 2002
Construction (Seecrest/195) 2003
Construction (;[o Ga axy) 2003+,
Seac~est~BoUlevard Conceptual Plans County/City 2002+
Secure agreement to begin study
MLK, Jrt. StreetsCape Plans City Staff/consultant.2002
Land ASbemblY CRA/City staff
Old Cherry Hill Neighborhood (Tax Liens) 2002
MEK (tax Liens) 2002
Shepard Addition (tax Liens) 2002
Pubiic Works (start relocation study) 2002
Plan for assemblage of old Cherry Hills 2002
Including Relocation study
Plan for assemblage of MLK early 2002
Plan for assemblage of Shepard in conjunction
Addition with CBD
plannng
Cherry Hill Assemblage 2003+
MLK assemblage 2002+
Shepard Addition assemblage 2003+
The two existing Community Development City staff immediate
Corporations (Boynton Beach Faith Based
CDC and R.E. Lee CDC) currently play
critical roles in the redevelopment of the
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The Heart of Boynton Redevelopment Master Plan
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 pnmary 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
~n the northern portion of the Viartin 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
~mportant role r~ 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.
The City has retained the services of a consultant to assist the Heart of Boynton develop
the necessary leadership and empewerment Skills to form Neighborhood Associations with
effective leadership.
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The Heart of Boynton Redevelopment Master Plan
Once Neighborhood Associations have been formed, the City/CRA should assist the
Associations plan and construct s~gnage 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 development0f 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.
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 reestablish qg itself as a service based CDC initially utilizing the
building it built behind St. Johns Church. This facility could house a Public Flealth 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.
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 ~mportant that the name Cherry Hills
be eliminated and replaced with Poinciana Heights (can not be done prior to 'emoval of
Public Housing Project).
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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 forthis part of Heart of Boynton,.
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 ef 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 oy 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).
As repeatedly mentioned throughout this report lack of available land for develooment is
major ~mplement 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 ir 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
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
inclu.ding Section 108 grants etc. These conceptual incentive packages should be
developed prior to land assemblage and any "developer offerings".
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
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development. Economic development impacts and s 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, s~gnificant progress can
OCCUF.
The public participation process documented the ne~ for increased economic
development opportunities for local residents. The single biggest ~ssue 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.i~s.
the case in most inter-city neighborhoods, transportation access is the single ~¢ggest
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 Iow as a Census Tract. As shown
or page 11. the Heart of Boynton encompasses approximately 60% of the [and area of
Census Tract 61. out 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 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
A major impediment to providing training within the Heart of Boynton is the lack of available
meeting/training space. There currently are three oossible 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 pnncipal of Poinciana Elementary has offered its
services to provide off site tutoring. With proper facil ties a number of state and charitable
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
Workforca Development Board to schedule job interview, provide skill identification, etc.
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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 industria area
oordering the FEC tracks.
Job creation within the area can be develQped in three major areas: micro enterprises,
creation of service and office developments/jobs, and construction employment.
Micro Enterprises are usually single entrepreneurial efforts that can be housed n existing
residents Examples of successfu micro enterprises in distressed neighborhoods include:
African or 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.
As pointed out during the charrettes the area ~s 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
Job opportunities are currently limited as the community is largely resi~tential 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 10TM Avenue and at either end of MLK Jr. Boulevard (at Seacrest
and 'at Federal Highway). These sites have very limited employment generation
opportunities. The greatest potential for Ioca 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 ,ocate
within the area include a full range of retail businesses, general office and other typical
small city CBD oriented firms/businesses.
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The Boynton Beach CRA/City has significant tools to assist the Heart of Boynton n
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"i~cIuSe; 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 [o manage
redevelopment.
Table 24: Public Sector Tools For Managing Redevelopment
Strategic
AC(~UISITION
i. fee simple
2. ess than fee simple
· and banking
FACILITIES
Provisions
$. capital improvements program
7. construction and engineering
approval (17a) exactions (see
subdivision)
COST RECOVERY
8. general taxation
:LO user fees
~-~., development districts
Linkina Devices
12. adequate faci[itie~ ordinance
REGULATION
b, exceotion
c. special permit
d. flexible zoning
e. floating zone
g. conditional zoning
i. exclusive non-residential
j. exclusive agricultural
k. exclusion of multi, etc.
I. minimum/ma~dmum floor area
m. height/bulk/setback
restriction
n. minimum/maximum lot size
(12) adequate fadil~es
ordinance (independent
modifiers)
14 e~fhefics 7oninr~
Subdivision
t7. conventional subdivision regulation~
a. exactions (land~ fac.¢ money)
18. planned unit development
Environmental
19. hazard zones (floodplain, etc.)
20. sensitive areas (slopes, shores, etc.)
21. natural process zones (acquifer$, etc.)
22. pollution controls
Other
23. official mad
24. transfer of development rights
25. re~tricEve covenants
26. building cboe
27. housing cboe
28. fire code
29. public nuisance
(3) compensable regulation
30. developments of regional impact
PUBLIC FINANCE
31. land cost write down
32. housing subsidies
33. commercial industrial revenue bonds
34. tax increment financing
35. discount tax deiinquen~ prop·
36. equ[b/par~idpation
TAD( SYSTEMS
(8) general taxation
(9) special assessment
(i:L) development districts
a. deductions for charitable donations
h repital ~ains fa~
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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 II1, and
a host of financial and economic development resources. __ -
Zonin,q Overlay and Code Chan,qes
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 s~quare
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 Martir Luther King, Jr. Boulevard,
creation of smal urban gardens, increased code and police presence and funding of
improvement strategies.
Redevelopment District
The study area has ~een 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 asr 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 for redevelopment projects can take the form of indirect and
direct measures Lo assist public/private ventures. Indirect or non-monetary measures.
while not financially involving local government 'n a real estate project can have an equal
or greater impact on project financing than direct oublicfinancial 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
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techniques referenced below; this section does not suggest that any 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
exam olds of the use of various techniques in other areas of the country.
Zoninq and Density Bonuses
By using its lana 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 ~n competing
areas. It is important to note however, that increased density might not translate into
~creased value if the market cannot support the size of the project. The City has current
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) 'hakes it easier,for the
developer to ootain other lease commitments. By carefully structuring [he terms of ,ent
escalation and renewa~ 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 Riqhts
Transferring development rights form on site to another, not only encourages development
within a given location, but also relieves development oressures on other sites notably
where historic structures are located. The transferred development rights can be used to
ncrease a buildings 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 corn 31ex and to encourage the redevelopment of the old
Cherry Ftills area.
Re.qulatory Relief from Zoninq and BuildinR Codes
Flexible regulations and zoning measures can create market opportunities in depressed
areas. Trading oermitted 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
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?
of qon-conforming residential lots and could be used in the southeast quadrant for CBD
expansion.
Facilitatin.q 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-stopoffice to receive city approvals
where a developer can coordinate all approvals through one person has been particularly
effective. It can also be used to remedy problems caused by changes ~n 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 developme[~t and
reduces the time and cost required to ready a site.
Encouraqement of Financin.q 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 r~ 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 .eontributions
for investors.
Local banks might be persuaded to make concessions in return for deposits of government
funds in their r~stitutions. 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 ko support this type of approach.
Desiqn Coordination in Public/Private Projects
When public and private uses are linked in the same project, two or more design teams can
ae involved: one for the public components and one for the orivate corroonents. Though
qot 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
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work in progress can be a more effective approach. Coordinating design and construction
results in lower costs for a 3roject.
An example of coordinated design is the award-winning Old Town Square project in Fort
Collins. Colorado. In a :)ublic/private partnership, a mixed-use office and retail project
within a downtown historic district was completed in 1985 that includes a I_arge 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
designed by the same architect, which ensured a cohes~e ~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 incl;uding
the southeast quadrant of the Heart of Boynton.
Preservation Easements
Building owners might agree that a building's exterior 3hysical 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 front-
end 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 [ax
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
cove~ing parts of a redevelopment area. These mechanisms permit developers and/or their
tenants to generate adc itional 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 pro!ect included a civic
center, retail space, parking hotel and a condominium development. The project was
funded in cart by $20 million from ocal-option sales tax revenues.
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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.
Other Indirect Measures
Other measures can save costs in public/private ventures¢.induding 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 eDergy
systems into its redevelopment plan, acting as a liaison and information source for l'ocal
neighborhood groups, surrounding property owners, merchants' associations, and (~thers
who have opinions regarding aspects of the proposed project and sellin~ the
redevelopment area through a regular and carefully directed public affairs program. Many
of these items should already be part of the CPA'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 req,~irements, federal moneys do still exist. The cortisone of dilapidated
downtowns. HUD's Urban Develooment 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 n 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 exoeriencing long-term or sudden, severe loss of jobs. Economic adjustment grants
can cover up to 75 percent of a proiect's costs and can be used to fund. for example.
incubator facilities or Iow-income housing projects. EDA funding is targeted to "highly
distressed" locations and in about 65 to 75 3ercent of the cases, to rural areas.
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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.
Philadelphia, for example, has created a mini-UDAG program with paybact~s. Los Angeles
has used $5 million n 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 n
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 co,ts 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 r~creasingly difficult to
meet, however. CDBG-funded activities must meet one or more of three objectives: 1)
benefit Iow 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 reposed by federal
legislation discourage use of the funds.
Nevertheless. CDBG funds, administered by HUD. are still being used successfully in many
redevelopment orojects 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, ko renovate theaters and to acquire property for new
construction. Another $29 million in CDBG's was used as a short-term loan, allowing [he
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
arrangemem, the city would rec uest 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 aha 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 highes~ 'isk and thus most difficult portion of a
project to finance.
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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, administerad by HUD, can oe useo for almost any CDBG-
elig, hie rehabilitation or economic development project and because of the. co]lateraL: loan.
rates are Iow. 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 annua 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 .cCedit,
property, oersonal 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 Iow. Iow- and moderate persons.
FHmA Business/Industrial Development Program. Targeted to communities with fewer
than 25,000 population (though leans 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
.and or property and/or to rehabilitate buildings.
SBA Section 504 Loans. The SBA 504 program provides financing for acquisition of fixed
assets and rea property To individual businesses, usually through a ocal 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 requirec 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
Iow income (50 percent or below median adjusted for family size).
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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.
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 ~nvestors have earned a return sufficient to attract their investment in th..e 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. 7Ehus,
direct public financial assistance is now focused on the particular problems frustrating
orivate investment anQ development= reflecting the more business-like and ser~sitive
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 portiorq of a loan or a portion of the debt service payments made to-retire roans
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 19TM century, a new office/commercial building and a new 320-car
parking structure. City financing was necessary to justify restorabon of these structures
and to interconnect the three olocks of buildings so that marketable floor plates and
efficient elevator cores cou d De 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
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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.
Public Grants: Grants of surplus or unused 3ublic moneys to fund the oublic portion of a
public/private venture can be made. Typical sources of local -evenues 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 Be-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, 'ocal 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 finaq~cialJy..
Many states have resolved the prohibitions against the use of public funds for direct-loans
by passing enabling legislation allowing the creation of economic deve opment corpor~t OhS
or other special vehicles that serve as a conduit for city grants, loans and contrabts to
private entities.
Jacksonville Landing r~ Jacksonville. Florida, is one example of a city's taking direct
financial interest in a oroject. In recognizing the potential for oublic 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 develoo the l~acility.
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 coud, was financed
in arge 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: nvolving 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 anc money in an assessment of a oroject's feasibility
in weak or uncertain markets. Most developers view the probability of a reward from front-
end investments under these conditions as very Iow 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 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
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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,
ant 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 suppor[, public art. for examole, car- 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 15ub[ic
improvements. Bond issues based on tax increment revenue are not direct obligations of
the city, therefore, they do not require voters' approval once approved by the city council.
A city implements TIF oy 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 followec future taxes over the
amount of the frozen assessment are then used to implement the plan. n most states the
standards for establishing blighted areas are liberal powers over the use of Monies are
3road and the administration of the 3rocess is relatively easy -- so much so that TIF ,s
sometimes considered a downtown redevelopment director's dream.
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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 prQposal must persuasively set forth the long-
term economic return to the community from the funded activities~
Improvement or Business Development Districts. Ar- 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 ~mproYements, with additional
administrative powers, such as planning, maintenance and promotion of improvements or
downtown activities.
Typically, the city levies a charge on the property ~n a specified single or multi-pu/p.qse.
district ~a downtown area, a commercial strip or a historic preservation area) and the i:unds
collected are used to retire bonds issued by the city (or the district itself) to pay fbr the
improvements an(3 services in the district. The bonds are repaid directly from the tax
revenues collected or from the city' general fund whirl- is ater reimbursed by the' Special
tax revenues.
General Obligation Bonds. Backec 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 eva uated to identify its capacity
to issue general obligafion bonds and the interest rates the bondholders charge the city
reflect the municipality's bond rating. General referenda could be req Jired to issue genera]
obligation bonds and sufficient debt capacity must remain for the city to enter the bone
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 venturesl
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:
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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, orby freezing the assessment at the predevelopment
level.,
In Phoenix, Arizona, for example~ the city abated taxes for eight years for the 1 million-
square -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
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percent. Other Variations of tax concessions have included exempting the increased value
of redeveloped property from property taxes and gradually decreasing abatements.
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 si~e required.
The public sector can alleviate these problems by purchasirag-or~operty, removing clouded
titles from privately purchased property and/or '~stituting 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 pr~)jects
used land write-downs to attract developers to renewal sites and the incentive § still
popular. After an analysis of the resid Jal value of the land (calculated by capitaliziiig the
qet ncome to arrive at the value of a project and matching it with the capitat'oeSt 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 instal ment payments from the developer. This practice reduces [he
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 maiority of property identified for assemblage is
residential and the likelihood that Federa~ moneys will be utilized, relocation assistance will
nave to be provided to all those dislocated.
Insuring Condemnation or Acquisition Costs. The unusual, but effective practice of
securing ac 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 one-
time premium oayment maca to an insurance company that assumes the risk that total
acquisition costs will not exceed an agreed upon leve,. This practice makes it possible to
avert stalemates in negotiations that occur when cities are reluctant to use eminent domain
unless they are certa~q of the maximum acquisition cost. Similarly, developers who agree
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To pay for city-assembled land avoid surprises or excessive payments resulting from court
proceedings subsequent to their negotiated transactions with public entities.
Site Clearance and Demolition. Once sites have been assembled and the existing
residences and business relocated government funds can be used [o demolish and clear
the site aha prepare it for new development.
Provision of Infrastructure and Public Facilities. To attract private investment, ocal
governments can prowde a range improvements adjacent to ¢r-or~ 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 invessment
in public facilities can generate demand for specific kinds of private investment tied d!rectly
to those facilities such as hotels, office buildings or residential Drojec[s.
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 cann~)t 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 enbty, 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. Non-
appropriation 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.
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As installment purchase contracts for a capital project, COPs allow developers [o build
public facilities for a fee. The public entity agrees to lease the facility for a stated time
period. At the end of the [ease: the public entity purchases the building for a nominal fee
(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¢~ncluding California Public
entities us~r~g 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. [he public sector negotiates lower lease payments in exchange for
developers' aroviding limited building space. .
Long-term leases are increas ngly 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 project or by some other graduated arrangement. Thus, if the
project does well. the city shares in the qcome and can recover some or a of its ~osts.
Ground [eases. 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 ~nvestment
through reproved 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.
r~ return for [easing the and at a nomina rate the San Diego Redevelopment Agency
participa[es in substantial cash flow after a preferred return on the developer's equity. The
agency was also able to w~n agreement from [he deve oper [hat 20 percent of aJ units
would be set-aside for ow and moderate-income households.
Privatization, Local governments can enter into contracts where the private sector
aceuires, owns and operates facilities traditionally built by government, r~ some instances.
public entities lease the facilities. Many types of public facilities have beer' built under this
arrangement, among them parking garages and jails. Privatization usually works best
when market conaitions allow private developers to generate sufficient yields from
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
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assemble usable sites for both parties. This technique was successfully used when a
private andowner held several key parcels needed for the development of the Dallas Arts
District. The landowner oarticipated 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 ~n 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 ae
approved by voters. Usually employed when a city is legally barred from offenng 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.
Most of the following Economic Development Resources are available
companies locating or expanding in the City of Boynton Beach:
to qualified
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 Iow- and moderate-income individuals and neighborhoods.
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The Business Loan Fund of the Palm Beaches, Inc. will 3e able to offer loans to
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 syster~. 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
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
oversee~ ng 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 anC Delray Beach.
Companies can post job openings on a comouterized job bank called the Job Informatior'
System. This allows companies to access job seekers statewide and through America's Job
Bank on the Internet. The following additiona services are a~so available:
Staffing assistance at the local Jobs and Benefits office or at the employer's business
ocation for new and expanding businesses.
Access to data on employment revels by industry sector, unemployment rates, wage rates,
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The Heart of Boynton Redevelopment Master Plan
and occupational anc industry projections broken down by state, county and other sub-
state areas.
Fidelity bonding, affirmative action assistance for federal contracts, ~mmigration and alien
certification and membershio to the Florida Employer Advisory Council. Access to basic
Unemployment Insurance and the Short Time Compensation Program (~TC). The STC
Program ~s a voluntary employer participation program designed to enable employers to
retain employees during a temporary slowdown until business conditions improve. Under
[he program, an employer may choose to reduce the hours ~f. some or all of the err ployees
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 s a major ssue 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.
Seconc due to the area's historic African-American and Caribbean roots, the area's 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 $36 000. For a th.me 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 s~gnificantly
higher than the State as a whole
Number of Renter Households
Location
Percent
1990 2000
1990-2000
Florida 1,681,847 1,896 130 I2.74%
Palm Beach Cou. v._._.~nty * ~.._.v 102.6~.~4.~ 120.14..9.~.. ...~. 17.03_.___~
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2001 Estimated Median Family Maximum Affordable Monthly Housing Cost by
Location ! ~nc~o~m~D) ..... % of~ ~am~'dy AMI
Annual ~....v._ Monthly 30% 50% 80% 10~0%
Palm Beach
~ ~p~m~ ~ $61,800 $5,150 $464 $772 $i,236 $1,545.
Amount Percent of Family AMI - '.
Location Zero One l~wo three Four Zero lOne rwo Three _ Four
...... ed. rgoms Bedroom Bedroom Bedroom..,..,..,, edroom Bedrop~m ]Be.droom ~Bedr°°m .............. Bedroom I Bedroom
?lorida $19 277 $22,646 $27 77~ $37 194 $43 487 38%1 45¼ 55¼ 73~ 86~
?aim Beach ]
~ounty* $22,160 $25,84( $32,00C $42,480 $52,600 36% 42% 52% 69~ 85%
Hourly Wage Needed to Afford Percent As % of Minimum Wage .
.......... ~ 40 hrs./wk.) Change (FL=S5. ]5 )
Location Zero One Two Three Four in 2BR Zero One Two T.hree Four
Bedro Bedro Bedro Bedro Bedro Housing Bedro Bedro Bedro Bedro Bedr
om om om om om Wage om om om om oom
..................... ~.M.~...~_.M~..~. ..!~.~.. ~Mg. .i~i~R (2000-2001) FMR: FMR ~ ~ FMR
~pyida $9.27 ~10.89 $13.35 ~7.~1520.91 ~ 9.~ lS0~ 211~ 259% .3~y~]4q~%
~alm Beach $25.29 q ]
Count* $10.65 $12.42 $15.38 $20.42 9.44% 207~ 241 299% 397% 491%
Work Hours/Week
Location Necessary at Minimum
Wage to Afford
(FL-$5.15) .....................................................
Zero One Two Three Four
Bedroom Bedroom Bedroom Bedroom Bedroom
..... F~M~__~ FMR FMR FMR FMR
Florida 721 '87 ...... lp4.i i39 162
Palm B~ _ ~e~c_ ~h.. ~.o.~mt~.~ ........................83~ 96 .................... ~.?j 159 196
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Because a major element in the redevelooment of the Heart of Boynton includes ms, or
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 is a site-specific; self-sufficiency strategy designea
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
'esidents find employment this way r~ such diverse areas as landscaping, vacant unit
-ehabilitation, and data processing. Activities such as the lease or sale of vacant units and
and 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 economrc 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 anc 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 serwces from sources within their
housing developments, instead of "importing" them from other communities. This calls
for nonorofits 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 -esidents 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
nor-profit owners' bus ness.
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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-sponsorec businesses.
Increase Cash Inflows Nonprofit developers shoulc 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 examCe, if a developer uses an
house oainting 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 casn inflows is directly relaied 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 nor profit can "incubate businesseS" by awarding work to residents over a period of
time until they can develop the work and contract management experience to, amor g
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 bus[ness driven, by its
residents.
A successful housing-~ed economic development strategy results in on-site job vacancies filled
by property residents; contracts for goods and services awarded to nonprofit-."or resident-
sponsored 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 ncome 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 ess 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 -esult of the perceived complexity of economic
develcoment work or simply the fact that nonprofits have their hands fu 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. [heir 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.
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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, reh~b/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 q conjunctior~ with
developers of all three land assemblage areas each of which is. either entirely residential or
that that residential is a major component
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