TOWN OF JUPITER COMMUNITY REDEVELOPMENT AGENCY. Community Redevelopment Implementation Plan

Transcription

1 TOWN OF JUPITER COMMUNITY REDEVELOPMENT AGENCY JUPITER, FLORIDA Community Redevelopment Implementation Plan January 31, 2011 Prepared by: Planning and Redevelopment Consultants, Inc. Coconut Creek, Florida

2 Table of Contents SECTION ONE EXECUTIVE SUMMARY... I 1 Overview... I 2 Background Research... I 2 Public Input... I 3 Market Research... I 3 Current and Anticipated Conditions... I 4 Redevelopment Strategies... I 4 Redevelopment Inducements... I 4 Illustrative Financial Plan... I 5 Closing... I 5 SECTION TWO PUBLIC INPUT... II 1 Public Involvement... II 2 Stakeholder Interviews... II 2 Public Input Meetings... II 3 SECTION THREE MARKET OVERVIEW... III 1 Purpose... III 2 The Economy... III 2 Market Areas... III 2 Other Considerations (Minor Categories)... III 1 Conclusion... III 1 Market Areas... III 2 Demand for Specific Goods and Services (Major Categories)... III 4 Sub Category Demand Analysis... III 7 Conversion to Demand for Square Footage... III 12 Summary... III 14 SECTION FOUR CURRENT AND ANTICIPATED CONDITIONS... IV 1 Purpose... IV 2 The CRA Sub Areas... IV 2 The South CRA Area... IV 2 Page i

3 The Central CRA Area... IV 8 Burt Reynolds Park Area... IV 11 The Inlet Village Area... IV 14 SECTION FIVE REDEVELOPMENT STRATEGIES... V 1 Purpose... V 2 Organization of this Section... V 2 Administrative Activities of the CRA... V 2 The South CRA Area... V 3 The Central CRA Area... V 7 The Burt Reynolds Park Area... V 12 The Inlet Village Area... V 16 SECTION SIX FINANCIAL INDUCEMENTS... VI 1 Purpose... VI 2 Development Inducements... VI 2 Staff Development and Marketing Assistance... VI 6 Inducements to Existing Property Owners... VI 6 Other Inducements... VI 7 Awarding Inducements... VI 8 Conclusion... VI 9 SECTION SEVEN ILLUSTRATIVE FINANCIAL PLAN... V 1 Notes on this Section... V 2 The Implementation Through Financing... V 2 Revenue Projections... V 3 Illustrative Funding Strategy... V 12 CRA Expenditures... V 13 Community Redevelopment Plan and Implementation Plan Review and Amendments... V 14 EXHIBIT A Market Overview Source Data Page ii

4 SECTION I Executive Summary I 1

5 I. Executive Summary A. Overview In February 2010, the Town of Jupiter Community Redevelopment Agency (CRA) contracted with Planning and Redevelopment Consultants, Inc. to draft an Implementation Plan for the CRA. The purpose of this plan was to give the CRA a clearer direction of how to implement the projects and programs outlined in its Community Redevelopment Plan (CRP) and to suggest any additional projects or programs that would further the CRA s goals. While the CRA covers a fairly large area, running along the east side of the Intracoastal Waterway from the Jupiter Ridge Natural Area to the Jupiter Inlet as well as the south side of the Jupiter Inlet north of the Jupiter River Oxbow, the entire area was to be reviewed for the Implementation Plan. However, the focus of the Plan was to be on the Inlet Village Area. The Inlet Village Area is that area of the CRA running along the south side of the Jupiter Inlet to the Jupiter River Oxbow. In order to better understand the CRA and how it is currently operating, a complete overview of existing conditions and anticipated future conditions is presented prior to outlining projects and programs the CRA should undertake. It is the intent of this section to provide an understanding of how the CRA is currently operating as it relates to the physical conditions and the interactions between various properties and sub-areas of the CRA. For ease of understanding, the CRA was divided into the following four sub-areas: South CRA Area the area of the CRA south of Indiantown Road except for the commercial areas on the east side of US-1 The Central CRA Area the area of the CRA North of Indiantown Road to the Jupiter River Oxbow along with the commercial areas south of Indiantown Road on the east side of US-1 The Burt Reynolds Park Area The area of the CRA on the island created by the Jupiter River Oxbow The Inlet Village Those areas north of the Jupiter River Oxbow to the Jupiter Inlet Most of the areas were found to be fairly stable in not in need of significant involvement by the CRA except for the construction of missing elements of the Jupiter Riverwalk. The one area where there was significant need for involvement was the Inlet Village Area. The Inlet Village Area is one of the oldest areas of the Town and it has a diversity of existing uses. Recent development in the area has been subject to more suburban-style regulations which have led to single user buildings with vast surface parking lots that prevent any sort of retail density in the area and a lack of a central gathering point in the area. B. Background Research This Implementation Plan has been written after significant research into the Jupiter CRA which included: I 2

6 I. Executive Summary A review of the Jupiter Community Redevelopment Plan. The Comprehensive Plan and Land Development Regulations related to the CRA Area. A review of the CRA s current CIP and budget. Stakeholder interviews with key individuals in the CRA, including developers, business owners, property owners, Town staff and Town elected officials. Two public input meetings attended by 130 and 50 people respectively, at which the public was invited to raise issues, ask questions, and make suggestions as to the future direction of the CRA. Several walking tours of the CRA by Planning and Redevelopment Consultants, Inc. staff. A review of local retail sales and expenditures by residents. Review of other available information, reports, and history of the Town and CRA. C. Public Input This information was used to establish existing conditions, as well as projects and programs the CRA should undertake to facilitate redevelopment of the CRA and the Inlet Village, in particular. An important element of any successful redevelopment effort is public involvement. The Plan gives an overview of the public input gathered during the research phase (stakeholder meetings and public input sessions). Several key items were raised during the public input gatherings. These items included: A strong desire for a public parking garage in the Inlet Village. Support for the proposed Lighthouse Promenade, mixed-use project in the Inlet Village. A concern that the development approval process was difficult to navigate. Support for the proposed Harbourside entertainment complex at Indiantown Road and US-1. A strong desire to maintain working marinas in the Inlet Village. An objection to widening of A1A through the Inlet Village. D. Market Research In order to determine the potential for additional development in the CRA area, an overview of two viable market areas serving the CRA is also presented. The market overview shows a demand for retail uses, including several that would be appropriate for the type of tourist and entertainment related businesses desired in the Inlet Village area. The retail categories for which there is demand include: Drinking establishments. Limited Service Restaurants (those with counter service only) Men s Clothing. Women s Clothing. I 3

7 I. Executive Summary Novelty items and Gifts. Book stores. Jewelry stores. The market overview indicates potential for the development of anywhere from about 300,000 to 415,000 additional square feet of desired retail space. In the current economy, these figures show great promise and bode well for the attraction of viable retail shops and additional eating and drinking establishments to the CRA. E. Current and Anticipated Conditions A full analysis of the current conditions was undertaken as part of this Implementation Plan as well. This analysis outlines the existing conditions in each of the four (4) sub-areas of the CRA related to infrastructure, development, land use and zoning, and issues related to the Riverwalk. The analysis also includes a status update for all of the Capital Projects outlined in the CRA s Community Redevelopment Plan. F. Redevelopment Strategies A number of potential CRA actions in all of the sub-areas are also presented. These actions are the roadmap to increasing activity within the CRA, providing new activity options for residents and visitors and enhancing the tax base of the area. A prioritization of key CRA actions, as well as a list identifying key catalyst projects (both public and private) whose completions will encourage further development and business and visitor attraction to the CRA. Catalyst Project presented include: Completion of various segments of the Riverwalk. Construction of the proposed Harbourside Project. Preparation of an Infrastructure Master Plan for the Inlet Village to include roadway, streetscape, stormwater, and utility needs in the area. Construction of the Lighthouse Promenade project in the Inlet Village as suggested in the existing Community Redevelopment Plan. Use of the CRA Marina site in the Inlet Village as a central gathering point with facilities for events, interactive children s playground and a museum/information center. Construction of public parking facilities. G. Redevelopment Inducements Attracting new development to a CRA is typically done by providing some type of inducement to developers. An inducement could be as simple as adding a CRA Director to be the single point of contact, or providing a financial incentive to a potential developer. I 4

8 I. Executive Summary A description of various inducements the CRA can offer to property and business owners to attract new development and businesses is included as part of this Plan. The Inducement section outlines how various programs can be formulated to attract the type of redevelopment contemplated by the community, including programs such as direct cash offerings, credits for impact fees and utility connection charges and the provision of a Developer Liaison to assist property and business owners negotiate the development and permit approval process. H. Illustrative Financial Plan The final section of the Plan offers a projection of future Increment Revenues for the CRA and a spreadsheet showing the interactions of funding various programs and how borrowing of funds influences the pace of CRA projects. The intent of this final section is to show the difficulties faced by the CRA given recent reductions in property values and to illustrate that the CRA can not undertake all the necessary programs alone. The spreadsheet clearly shows expected revenue to be a small portion of the total amount required to implement all of the desired programs within the CRA. I. Closing This Implementation Plan is offered as a roadmap for the Jupiter CRA s effort to enhance the CRA area by increasing activity in the area, encouraging new mixed-use development, attracting desired uses, and promoting Jupiter as a premier, destination for local residents and visitors. The research, projects, programs, and actions outlined in this Plan should put the CRA well on its way to making Jupiter the premier destination for local residents and visitors and a place that everyone would be proud to call their hometown. I 5

9 SECTION II Public Input II 1

10 II. Public Involvement A. Public Involvement The CRA and Planning and Redevelopment Consultants, Inc. obtained public comments through several different methods in an effort to insure this Implementation Plan was written with full public input. Stakeholder interviews were scheduled with individuals with unique knowledge of the CRA area and its business climate. Two (2) public meetings, open to any member of the public, were also held during which comments and suggestions were also gathered. B. Stakeholder Interviews In March of 2010, approximately 15 individual "stakeholder" interviews were held. During each interview questions were asked based on a set of approximately 15 pre-set topics designed to uncover key issues regarding the Jupiter CRA area. These topics centered on the business and development climate, the CRA plans for the future, and the types of projects the interviewee thought were most needed in the CRA. It is important to note that a majority of the interviews, but not all, were conducted with City officials and property owners within the Inlet Village Area and thus comments were very limited and often repetitive. Some of the statements, comments, and ideas offered by the residents, property owners, and business owners interviewed are listed below (not in order of preference but grouped into major issue categories). It should be noted that these items are listed as offered by the interviewees, thus, some items may be contradictory. Like comments were combined where possible: CRA Projects: Too much emphasis on the Riverwalk -its seems to be the only thing they have worked on Need to encourage mixed-use development in the Inlet Village The CRA should undertake more infrastructure work The CRA should be eliminated and the Inlet Village should be left alone The Town overpaid for the land on the River The CRA should use incentives to encourage new business and development Something has to be done about the lack of parking The CRA needs to stop talking and build a parking garage The Town should not force property owners on the Jupiter Inlet to give up part of their land for the Riverwalk The CRA should promote eco-tourism The Development/Business Climate No one at the Town can give us a straight answer on what they want built Development process is long, arduous and ends in No Town Council is micro-managing the development process, just tell us what you want and we will build it This area (Inlet Village) has great potential Town s regulations make it costly to make improvements II 2

11 II. Public Involvement Problems in the Inlet Village Boaters on the River cause most of the noise The Town needs to keep the bar patrons under control Crossing A1A on foot is very dangerous Guanabanas should not have been allowed without any parking Something needs to be done about the flow of traffic Bar customers are loud and cause trouble What the Inlet Village should be The Inlet Village should be/remain a funky little fishing village We came here because it was beautiful we can keep it that way The Inlet Village should be developed like Key West The Inlet Village needs retail, restaurants, and a hotel New buildings should not be more than two or three stories C. Public Input Meetings Planning and Redevelopment Consultants, Inc. held two public outreach meetings during April of These meetings were open to anyone wishing to attend. Time, location and purpose of the meetings were advertised and were the subject of articles in the Palm Beach Post. The First Public Meeting The first public meeting was held in the evening of April 7, 2010 at the Jupiter Civic Center at Carlin Park. Approximately 130 people attended this meeting to express their views. There was no set agenda for this meeting, as it was intended for the attendees to relate their views regarding what projects the CRA should be undertaking and what the CRA should be in the next 20 years. Much like the stakeholder meetings, the majority of comments were related to the Inlet Village Area. The only non-inlet Village issue raised was a request from the public for a status on the Harbourside Project. The Consultant did not have this status but promised to bring an update to the next public meeting. The meeting was heated and many attendees were questioning previous projects and raising issues about noise, parking and the potential for overdevelopment. Some of the comments and issues that came up during this meeting were the following: Questions Asked: Why did the Town pay so much for the land on the River? What are they going to do with the land on the River? Why does the CRA need to encourage new overbuilding? Where does the CRA get its money from? What is happening with Harbourside? II 3

12 II. Public Involvement Complaints Raised: The music at Gunanabanas is too loud The Town should not have approved a restaurant with no parking There isn t enough parking in the Inlet Village Too much traffic on A1A on the weekends Drinking in Dubois Park has made it place I don t want to go to Bar patrons are loud and get sick in the parking lot The CRA should not be giving my tax dollars to over build the area The Riverwalk isn t needed and only serves people who want to go for a run The Riverwalk shouldn t be forced on the Square Grouper and the other businesses it would take land from Suggestions for Action: The Town land should be a park for families More parking is needed in the area A parking garage needs to be built There should be more police to control the people coming from the bars. Buildings should be low and similar in size to what is there now There should be some small retail spaces with mom-and-pop stores The area should be like Key West The Inlet Village should be a funky fishing village Every effort should be undertaken to keep Seasport Marina and other marinas like it The Boathouse at Suni Sands should be saved The Town needs a noise ordinance like Martin County has There should be a website where residents can add comments for this process and where updates can be posted The Second Public Meeting The second public meeting was delayed for one week from its originally scheduled date. This was due to the large turnout at the first meeting. It was not felt that the Civic Center was conducive to the work session planned for the second meeting. The second meeting was held in the evening of April 29, 2010 at the Jupiter Community Center on Military Trail. Approximately 50 people attended the meeting. This meeting was held as a work session. Unlike the first meeting, this meeting was structured to get direct input from residents regarding the projects outlined in the CRA s Community Redevelopment Plan (CRP) and any other projects the attendees thought should be undertaken. The presentation started with a status update on the Harbourside Project and then progressed to a presentation with an overview of each project in the CRP. The attendees where then divided into four (4) groups to review each project, comment on the projects and add to the list any other projects they believe should be undertaken. Several groups summarized their own concerns. Feedback from the groups was as follows: II 4

13 II. Public Involvement Group 1 summarized their own thoughts on what is needed in the CRA focusing on the Inlet Village: A safe route for pedestrians and others along A1A should be implemented A Parking garage should be located as you enter the Inlet Village from US1 There should be a lower speed limit in the Inlet Village (NOTE: Speed limit in the area is currently 35 mph) Small Boutiques that would including grocery and specialty food shopping should be located in the Inlet Village Better landscaping at Suni-Sands Group 2 Reviewed the existing projects and added several of their own: Make Riverwalk accessible by boat Sidewalks should be installed on Love Street Water Taxi is a private commercial activity and is not necessary Oxbow south pedestrian bridge is not needed Inlet Village Riverwalk - waterfront from one side to the other doesn t work, it doesn t take you anywhere In favor of level of service improvements for roadway. Area needs sidewalks, no curbs In favor of the Lighthouse Promenade Pedestrian bridge from Burt Reynolds Park to the Inlet Village is not needed Public Boat Docking is a private activity, not conducive to CRA In favor of using the CRA Marina site for a park Group had no agreement on the US-1 Scenic Corridor In favor of the Lighthouse Promenade though the main street should be pedestrian only. In favor of at parking garage, it should be at the unincorporated property on US1 The CRA should lease the Love Street Parking lot Riverwalk and Inlet Village Sign Program is ok Providing the Riverwalk pedestrian connection across the south side of the Oxbow to connect to Burt Reynolds Park is stupid The First Union property should be part of Harbor Side Group 3: This group submitted only one suggestion after their review Parking and traffic flow is the highest priority Group 4: This group submitted only one suggestion after their review Traffic highest priority II 5

14 SECTION III Market Overview III 1

15 III. Market Overview A. Purpose When preparing plans for redevelopment, scenarios are created for revitalization that typically include new and more vibrant uses than currently exist within the area to be revitalized. The public is often consulted as to their desired uses and those uses which will bring about the greatest perceived turnaround in the local economy are often considered. This may insure a clear vision for the area but if the redevelopers do not understand the area s market and the demand for goods and services, the potential exists that redevelopment efforts will stall and not come to fruition. It is critical for the Jupiter CRA to understand the marketplace and economics of the area at the beginning of redevelopment implementation envisioned by this document and the Community Redevelopment Plan. The following analysis describes the current market and focuses on the demand for goods and services in the market area that is served by the Jupiter CRA. The analysis of demand is essential for the location of any potential use in the CRA, since this evaluation determines the type of business that has the best chance of success. NOTE: The Community Redevelopment Agency and any reader of this document must take into account that this Market Overview is a snapshot of the reviewed marketplaces at the time of the base data was collected. The base data utilized for this section was 2009 market information supplied by Claritas, Inc. This data is collected by Claritas, Inc. each year for the previous year, thus the 2009 information is the most recent available at the time of this document. It is recommended that before the each year (or as otherwise appropriate) the CRA update the Market Overview in order to have the most up-to-date information on which to attract new users or on which base any decisions. B. The Economy It is important to note that the data on which the market analysis is performed is 2009 data collected in These years are during a national (and worldwide) recession. It is unclear how quickly the economy will recover. At the time of the writing of this document, it is widely believed that the economy is at or near its lowest point, thus it is assumed that the economy will not continue to falter beyond the current and perhaps next year and positive recovery will begin shortly thereafter. C. Market Areas Historic analysis of market demand has always considered the distance any potential customer has to travel to patronize the business. This measurement had been identified in miles from a centroid (usually the site of the business). In more recent years, the measurement has shifted to drive time to better reflect the tendencies of customers. In today s society, people like convenience in shopping unless there is a special attraction or brand that they desire. Convenience is usually measured in time. In a review of the Jupiter CRA, it was found that the market is more dynamic than a distance or time measurement might provide alone. III 2

16 III. Market Overview As development spread westward and the Town grew westward, a greater number of residential properties have been constructed west of the historic commercial areas located along U.S. 1. While commercial development has also followed on the east-west corridor of Indiantown Road, the development pattern has favored residential over commercial. Thus, a higher concentration of commercial is located in the eastern area of the Town (a similar generalization can be made about Palm Beach County). Areas west of Florida s Turnpike and north of Jupiter s northern boundary are also more rural in character and provide minimal commercial offerings, placing them a greater distance from non-convenience consumables (clothing, electronics, home furnishings, etc.). When considering drive time areas it was also found that commercial offerings in Palm Beach Gardens, specifically the areas at and around the Gardens Mall, a regional shopping destination, significantly skewed supply of goods and services. The custom CRA market area will be shown along with data from a 15 minute drive from a point located at the intersection of U.S.1 and Indiantown Road so that the reader can fully understand the market forces and the influences of both market areas on the Redevelopment Area. The custom Jupiter CRA Market Area was drawn with the boundaries as follows: To the East: the Atlantic Ocean; To the West: a line north-south along Pratt Whitney Road; To the North: Bridge Road in Martin County; To the South: Donald Ross Road; These boundaries were determined after a review of competing commercial areas, types of commercial offerings available, distance from those competing commercial offerings as well as a review of the transportation network. Some of the basic justifications for these boundaries include: East: There are no marketplace consumers east of the ocean shoreline. West: This boundary captures the residential areas west of the Turnpike that have minimal commercial opportunities including those areas more rural in nature north of the Town. North: Bridge Road represents the approximate halfway point between the CRA and the Stuart Area. Presumably the demarcation line of where customers would choose to go southward to purchase goods and services rather than northward to Stuart. South: Donald Ross Road is the approximate halfway point between the Jupiter CRA and the Gardens Mall area. Presumably, it is the demarcation line of where customers would choose to go northward to purchase goods and services rather than southward to the Gardens Mall area if the goods are available. Location of this boundary also eliminates the undue influence of goods provided in the Gardens Mall Area. The Gardens Mall is a regional destination which markets to consumers from a much larger regional area which are not represented by the 15 minute drive time and thus, the value of goods sold in this area significantly skew market figures for the limited 15 minute drive time reviewed. The custom CRA market area will be shown along with figures from a 15 minute drive from a point located at the intersection of U.S.1 and Indiantown Road, so that the reader can fully III 3

17 III. Market Overview understand the market forces and the influences of both market areas on the Redevelopment Area. As the CRA matures, particularly if the Harbourside Project is constructed as anticipated, and if the Inlet Village Area progresses as outlined in the Community Redevelopment Plan, the area will become more of a regional destination that will draw customers from a larger marketplace than either of those analyzed for this document. For the current period however, it is best to look more closely at the more limited 15 Minute and CRA Market Areas. The following table lists the demographic and business characteristics of the two market areas. Category 15 Minute Drive Time CRA Market Area Population 105,098 92,505 Median Age Number of Households 45,401 37,674 Median Household Income $70,573 $72,608 Number of Private Sector Businesses 6,361 4,979 Maps depicting the two market areas are found on the following pages as Map 3-1 and Map 3-2. D. Demand for Specific Goods and Services (Major Categories) To determine the demand for specific types of products in the Market Area, a review of the spending patterns of the population as well as the current supply of product types was conducted. This review examined the Opportunity Gap as expressed by the research from Nielson Claritas, a nationally recognized source of demographic and market data. All data in this section is sourced from Nielson Claritas data. (The source data is attached as Exhibit A) Opportunity Gap is measured by Nielson Claritas by defining the demand by Consumers which equates to the amount that they spend annually on each product. This figure is determined through an identification of the spending patterns of the households in the area. The Expenditures are matched against the amount of Retail Sales in the same area. This figure is drawn from reported sales activity. If Expenditures exceed Sales, there is a Gap indicating that the population goes outside of the market area to spend on these products. If the Expenditures are less than Sales, there is a Surplus which means people are coming into the area to purchase the products. For the examination of the CRA Area, the Opportunity Gap was determined for the market areas which identified the products where there is the most demand or a shortage of establishments. The following tables reflect the Opportunity Gap for each of the two market areas reviewed. A negative gap, or what can be referred to as an Opportunity Surplus, is shown in parenthesis ( ). The reader should note that there are sub-categories within each category that may show a positive gap and thus demand in the area. Such subcategories will be addressed later in this section. III 4

18 III. Market Overview MAP Minute Drive Time Market Area III 5

19 III. Market Overview MAP 3-2 Custom CRA Market Area III 6

20 III. Market Overview Opportunity Surplus is also often described as leakage. That is this figure equates to the amount of dollars that are leaked from the market area into another market area. It is shown by having the consumers in the market area spending more dollars on a product than the amount sold in that market area. These dollars are spent by the folks within and available to your marketplace, but their dollars are going somewhere else. TABLE 2-1 Opportunity Gap/(Opportunity Surplus) Major Categories Category 15 Min Drive Time CRA Market Area Furniture and Home Furnishings ($ 35,472,343) ($ 6,362,651) Electronics and Appliances ($ 2,231,942) $ 5,914,187 Food and Beverage ($150,151,038) ($133,936,724) Health and Personal Care $ 25,692,063 ($159,417,102) Clothing and Accessories $164,251,739 $ 50,633,923 Miscellaneous Store Retailers ($ 18,479,171) ($ 3,478,926) Sporting Goods/Hobbies/Books/Music, ($ 31,575,603) ($ 11,749,478) Foodservice (Restaurants) and Drinking Places ($ 75,149,452) $ 10,628,985 These figures show that both the 15 Minute Drive Time and the CRA Market Areas have capacity in categories that fit the nature of the CRA. These figures are a good overview of the market but are a bit misleading when a sub-category review is undertaken. This is due to the method utilized to compute these figures. It consists of the sum total of all of the sub-categories. It is skewed by this method as sub-categories with opportunity gaps are negated by subcategories with and opportunity surplus. Given this, a more in-depth review was undertaken of the sub-categories within each category. E. Sub-Category Demand Analysis A sub-category analysis shows the more specific demand for various products. This analysis is shown, with a table for each category showing its sub-categories and the opportunity gap/opportunity surplus for each. Where the titles of the sub-categories are not self explanatory as to the types of the businesses they indicate, an explanation will be provided. III 7

21 III. Market Overview TABLE 2-2 Opportunity Gap/(Opportunity Surplus) Furniture and Home Furnishings Category 15 Min Drive Time CRA Market Area Furniture Stores ($ 16,613,212) $ 2,663,920 Home Furnishing Stores ($ 18,859,131) ($ 9,026,570) TOTALS ($ 35,472,343) ($ 6,362,651) There is an opportunity gap and thus a demand within the CRA Market Area for Furniture Stores but an opportunity surplus and thus oversupply of Home Furnishing Stores. There is surplus of available product shown in the 15 Minute Drive Time Area for both Furniture and Home Furnishings. Based on this analysis, small specialty furniture or home furnishings retailers would be appropriate and desirable within the CRA. They can be scaled to fit the more walkable nature of CRA and can include unique offerings. TABLE 2-3 Opportunity Gap/(Opportunity Surplus) Electronics and Appliance Stores Sub-Category 15 Min Drive Time CRA Market Area Household Appliance Stores $ 6,810,845 $ 5,634,538 Radio, Television, Electronics Stores ($ 17,434,248) ($ 8,046,723) Computer and Software Stores $ 6,733,351 $ 6,364,705 Camera and Photographic Equipment Stores $ 587,999 $ 1,964,667 TOTALS ($ 2,213,942) $ 5,914,187 While the 15 Minute Drive Time Area shows an overall surplus, it is clearly a function of the large surplus in the Radio, Television and Electronics Stores sub-category. This same subcategory overwhelms the CRA Market Area but not so much that there is an overall surplus; the category continues to show a demand for the overall category. Electronics stores (other than the big box electronics retailers) or Apple Store-type, niche retailers are appropriate for the retail development sought in the CRA. III 8

22 III. Market Overview TABLE 2-4 Opportunity Gap/(Opportunity Surplus) Food and Beverage Stores Sub-Category 15 Min Drive Time CRA Market Area Supermarkets, Grocery Stores ($153,842,534) ($140,149,158) Convenience Stores $ 710,189 $ 1,650,994 Specialty Food Stores ($ 420,155) $ 646,799 Beer, Wine and Liquor Stores $ 3,401,462 $ 3,914,642 TOTALS ($150,151,038) ($133,936,724) Again, one type of store is over-shadowing the entire category. Supermarkets and grocery stores dominate this category and overwhelm the potential demand for Convenience stores and Beer, Wine and Liquor Stores in the 15 Minute Drive Time as well as Specialty Food Stores in the CRA Market Area. While the CRA is not looking to attract grocery stores or convenience stores, the unique retailers that would be represented by the Specialty Foods and Beer, Wine and Liquor Stores would be the desired users from this category. These might include a specialty wine store or gourmet food shop. TABLE 2-5 Opportunity Gap/(Opportunity Surplus) Health and Personal Care Stores Sub-Category 15 Min Drive Time CRA Market Area Pharmacies and Drug Stores $ 47,741,080 ($152,442,592) Cosmetics, Beauty Supplies, Perfume Stores ($ 4,532,966) $ 2,540,259 Optical Goods Stores ($ 9,065,723) ($ 3,139,137) Other Health and Personal Care Stores ($ 8,450,327) ($ 6,375,631) TOTALS $ 25,692,063 ($159,417,102) In this category Pharmacies and drug stores are a need in the 15 minute drive time, but clearly oversupplied in the CRA Market Area. In the case of the CRA Market Area, this masks the potential for Cosmetics, Beauty Supplies and Perfume Stores. The importance here is that the sub-category showing potential demand is one that would include perfume and cosmetics stores. These are the types of uses that again, are smaller in nature and would be attractive to a more entertainment-oriented development type of patron. III 9

23 III. Market Overview TABLE 2-6 Opportunity Gap/(Opportunity Surplus) Clothing and Clothing Accessories Stores Sub-Category 15 Min Drive Time CRA Market Area Men s Clothing Stores ($ 81,656) $ 3,288,985 Women s Clothing Stores ($ 22,845,738) $ 8,242,421 Children s Clothing Stores ($ 4,465,096) $ 2,116,658 Family Clothing Stores ($ 98,953,619) $ 30,243,115 Clothing Accessories Stores ($ 1,862,763) ($ 970,429) Other Clothing Stores $ 1,084,708 $ 2,049,707 Shoe Stores ($ 11,149,489) $ 3,521,452 Jewelry Stores ($ 21,015,439) $ 2,142,014 Luggage and Leather Stores ($ 4,962,647) $ 1,186,104 TOTALS ($164,251,739) $ 50,633,923 Clothing and Clothing Accessories is the category with the greatest difference between the two market areas analyzed. This is the category where the influence of the Gardens Mall area is most felt as Clothing is one of the staple offerings at large malls and regional shopping centers. Clearly there is only a small demand potential for Other Clothing Stores within the 15 Minute Drive Time area, but there exists a gap and thus potential demand for all categories (except Clothing Accessory Stores) in the CRA Market Area. The potential for almost all types clothing stores within the CRA Market Area is a positive. Again the desire would be for smaller unique, boutique stores that would be part of the pedestrian-friendly, development the CRA is seeking to attract. TABLE 2-7 Opportunity Gap/(Opportunity Surplus) Sporting Goods, Hobby, Book, Music Stores Sub-Category 15 Min Drive Time CRA Market Area Sporting Goods Stores ($ 28,672,832) ($ 23,266,003) Hobby, Toys and Games Stores ($ 3,381,702) $ 3,715,545 Sew/Needlework/Piece Goods Stores ($ 667,212) $ 24,993 Musical Instrument Stores $ 1,860,950 $ 1,454,966 Book Stores ($ 1,236,362) $ 4,578,180 News Dealers and Newsstands $ 449,717 $ 381,259 Prerecorded Tapes, CDs, Record Stores $ 521,554 $ 1,361,581 TOTALS ($ 31,575,603) ($ 11,749,478) The data on these sub-categories shows a dominance by the Sporting Goods Stores overshadowing the underlying potential need for Musical Instrument Stores, News Dealers and III 10

24 III. Market Overview Newsstands and Prerecorded, Tapes, CDs, Record Stores within the 15 Minute Drive Time Area. The data also shows a hidden potential for all of the sub-category stores overwhelmed by the oversupply in Sporting Goods Stores. The potential for stores like music and bookstores are beneficial. These are often destination uses but also have great appeal to persons passing by and casually browsing. TABLE 2-8 Opportunity Gap/(Opportunity Surplus) Miscellaneous Store Retailers Sub-Category 15 Min Drive Time CRA Market Area Florists $ 1,136,352 $ 2,198,972 Office Supplies, Stationery Stores ($ 19,427) $ 1,294,315 Gift, Novelty and Souvenir Stores ($ 2,849,766) $ 4,113,219 Used Merchandise Stores ($ 9,281,604) ($ 8,396,808) Other Miscellaneous Store Retailers ($ 7,464,726) ($ 2,688,623) TOTALS ($ 18,479,171) ($ 3,478,926) There is potential for Florist Stores in both the 15 Minute Drive Time Area and the CRA Market Areas. There is potential for Office Supplies and Stationery Stores as well as Gift, Novelty and Souvenir Stores within the CRA Market Area but not the 15 Minute Drive Time Area. The unique retailers in this category show potential for the more tourist/pedestrian type area retailers. The potential for the Gift, Novelty and Souvenir Stores under the CRA Market Area would be beneficial for both the Inlet Village area and the Harbourside development as both are seeking to attract users from a larger market place, including tourists. These are the customers that are more likely to purchase items from these uses. TABLE 2-9 Opportunity Gap/(Opportunity Surplus) Food Service and Drinking Places Sub-Category 15 Min Drive Time CRA Market Area Full Service Restaurants ($107,761,255) ($ 35,979,459) Limited Service Eating Places $ 21,182,281 $ 30,586,610 Special Foodservices $ 4,397,630 $ 10,576,234 Drinking Places Alcoholic Beverages $ 7,031,892 $ 5,445,599 TOTALS ($ 75,149,452) $ 10,628,985 Full Service Restaurants are those that offer sit-down, table service. Limited Service Restaurants are those where the customer pays for the food at the time it is delivered, usually a counter- III 11

25 III. Market Overview service such as fast-food. Special Foodservices includes banquet halls and street vendors. Drinking Places is self-explanatory. Most of this data is positive, showing potential demand in all of the sub-categories except the desirable, Full Service Restaurants. There is high-turnover in this category, and it is one of the retail types most susceptible to personal preference and changes in quality/service, the data does not necessarily indicate that a restaurant of this type would not be successful. These types of restaurants are also those most significantly impacted by the current economy. Economic recovery will enhance this sub-categories potential quickly. The data indicates a positive for the CRA as food service and drinking establishments are the anchors for the entertainment-type and destination venues the CRA is seeking to create with both the Harbourside development and the Inlet Village. The full-service restaurant sub-category shows there will be significant competition, but the destination-nature of the CRA will assist in attracting these users, which will then attract more customers for all businesses in the CRA area. F. Conversion to Demand for Square Footage The next step in the process is to determine the amount of square footage that can potentially be supported within the market area. This figure can be determined by dividing the amount of Sales in the Gap by a factor reflecting the amount of Sales per Square Foot. Based on current sales activity in the area and the location, a factor of between $350 per square foot and $400 per square foot is appropriate for determining the amount of demand. The following tables measure the demand for square footage in the market area by product sub-category where an opportunity gap in the respective market areas reviewed. TABLE 2-10 Square Footage Demand 15 Minute Drive Time Area Sub-Category Opportunity Gap $350/sq.ft. $400/sq.ft. Household Appliance Stores $ 6,810,845 19,460 17,027 Computer and Software Stores $ 6,733,351 19,238 16,833 Camera and Photographic Equipment Stores $ 587,999 1,680 1,470 Convenience Stores $ 710,189 2,029 1,775 Beer, Wine and Liquor Stores $ 3,401,462 9,718 8,504 Pharmacies and Drug Stores $ 47,741, , ,353 Other Clothing Stores $ 1,084,708 3,099 2,712 Musical Instrument Stores $ 1,860,950 5,317 4,652 News Dealers and Newsstands $ 449,717 1,285 1,124 Prerecorded Tapes, CDs, Record Stores $ 521,554 1,490 1,304 Florists $ 1,136,352 3,247 2,841 Limited Service Eating Places $ 21,182,281 60,521 52,956 Special Foodservices $ 4,397,630 12,565 10,994 Drinking Places Alcoholic Beverages $ 7,031,892 20,091 18,255 TOTALS $103,650, , ,800 III 12

26 III. Market Overview Data shows leakage of $103,650,010 by residents of the 15 Minute Drive Time area in the subcategories showing a potential demand. The overall potential demand for 296,143 additional square feet of commercial space exists if all of the potential demand for products was to be fulfilled. This assumes the need for revenue of $350 per square foot. At $400 per square foot an additional 259,800 square feet could be accommodated. This does not take into account any of the categories in which more product is provided within the 15 Minute Drive Time Area than demand dictates. The analysis is specific only to these sub-categories where potential demand exists. TABLE 2-10 Square Footage Demand CRA Market Area Sub-Category Opportunity Gap $350/sq.ft. $400/sq.ft. Furniture Stores $ 2,663,920 7,611 6,660 Household Appliance Stores $ 5,634,538 16,099 14,086 Computer and Software Stores $ 6,364,705 18,185 15,912 Camera and Photographic Equipment Stores $ 1,964,667 5,613 4,911 Convenience Stores $ 1,650,994 4,717 4,127 Specialty Food Stores $ 646,799 1,848 1,617 Beer, Wine and Liquor Stores $ 3,914,642 11,185 9,787 Cosmetics, Beauty Supplies, Perfume Stores $ 2,540,259 7,258 6,351 Men s Clothing Stores $ 3,288,985 9,397 8,222 Women s Clothing Stores $ 8,242,421 23,550 20,606 Children s Clothing Stores $ 2,116,658 6,048 5,292 Family Clothing Stores $ 30,243,115 86,409 75,608 Other Clothing Stores $ 2,049,707 5,856 5,124 Shoe Stores $ 3,521,452 10,061 8,804 Jewelry Stores $ 2,142,014 6,120 5,355 Luggage and Leather Stores $ 1,186,104 3,389 2,965 Hobby, Toys and Games Stores $ 3,715,545 10,616 9,289 Sew/Needlework/Piece Goods Stores $ 24, Musical Instrument Stores $ 1,454,966 4,157 3,637 Book Stores $ 4,578,180 13,081 11,445 News Dealers and Newsstands $ 381,259 1, Prerecorded Tapes, CDs, Record Stores $ 1,361,581 3,890 3,404 Florists $ 2,198,972 6,283 5,497 Office Supplies, Stationery Stores $ 1,294,315 3,698 3,236 Gift, Novelty and Souvenir Stores $ 4,113,219 11,752 10,283 Limited Service Eating Places $ 30,586,610 87,390 76,467 Special Foodservices $ 10,576,234 30,218 26,441 Drinking Places Alcoholic Beverages $ 5,445,599 15,559 13,614 TOTALS $143,902, , ,755 III 13

27 III. Market Overview Data shows leakage of $143,902,453 by residents of the CRA Market Area in the subcategories showing a potential demand. The overall potential demand is 411,150 additional square feet of commercial space, if all of the potential demand for products was to be fulfilled (assuming the need for revenue of $350 per square foot and 359,755 square feet of additional space at $400 per square foot). This does not take into account any of the categories in which more product is provided within the CRA Market Area than demand dictates. The analysis is specific only to these sub-categories where potential demand exists. G. Summary Based on the data collected, there is demand at the time of the publication of this document for retail establishments of the type the CRA is seeking to attract. Specifically, there is potential demand for smaller, unique retailers in the existing marketplace. This is significant as the CRA seeks to encourage an environment with both the larger Harbourside development and the community s pedestrian-friendly vision for the Inlet Village. Both will initially cater to the local market but ultimately expand to attract both a regional following as well as a more vibrant tourism market. Data shows the potential for between 259,800 and 411,150 additional square feet of retail space can be added during this time of recession. It is most likely that this demand will grow when the nation and the local area begin to recover from the current recession and as the Jupiter CRA becomes more of a regional and tourist draw. NOTE: Complete demographic data and retail demand and supply data is attached as Exhibit A. This data and the overview in this section is time-specific and should be updated when the information is to be used as base information to attract new development or users, or when it will be relied upon for decision making. New data is available on an annual basis. III 14

28 SECTION IV Current and Anticipated Conditions IV 1

29 IV. Current and Anticipated Conditions A. Purpose The Community Redevelopment Agency Board of Commissioners and staff must understand the current conditions of the CRA as well as planned and anticipated projects and conditions in an effort to understand the future needs of the area. In order to formulate this implementation plan, a review of existing conditions and anticipated plans and projects was undertaken by the Consultant. The review also included analysis of the future direction of the various CRA subareas given their current state and anticipated conditions. The review of the CRA is summarized in this section. B. The CRA Sub-Areas. For purposes of review and to gain a better understanding of surrounding issues and the ways properties interact with one another, the CRA was divided into four (4) distinct sub-areas (see Map 4-1). These areas are as follows: 1) The South CRA - The area South of Indiantown Road except for the commercial areas on the east side of US-1 2) The Central CRA The area North of Indiantown Road to the south side of the Jupiter River Oxbow and the commercial properties the east Side of US-1 south of Indiantown Road 3) The Burt Reynolds Park Area the island of land created by the Intracoastal Waterway and the Jupiter River Oxbow. 4) The Inlet Village The area North of Jupiter River Oxbow to the Jupiter Inlet While the four areas are all part of the CRA, each area is unique with its own characteristics that define it from the other areas and each has its own set of needs. Additionally, each property within a sub-area interacts more and has a greater influence on the other properties within their sub-area than they do on properties in the remainder of the CRA. This is not to say they do not have any influence on properties outside their sub-area, just that the influence is more direct and noticeable within. C. The South CRA Area Current Conditions This Area consists of larger, Intracoastal waterfront parcels (though the water is not generally navigable up to the banks as there are significant wetlands between the navigable portions of the waterway and the developable land). Most of the properties are new and well designed. South of the Jupiter Yacht club, the properties have been developed piecemeal with a mix of IV 2

30 IV. Current and Anticipated Conditions MAP 4-1 CRA SUB-AREAS IV 3

31 IV. Current and Anticipated Conditions commercial and residential uses. There are several vacant prop vacant building in this area. There is little or no connectivity between the parcels at the extreme southern end of the area other than proposed or already constructed portions of the Town of Jupiter Riverwalk. The developments are of a suburban-style consisting of buildings with small footprints and large, surface parking lots. Two of the parcels are not currently occupied and represent significant redevelopment potential. The Jupiter Yacht Club area and northward are a little different from those areas south. The Jupiter Yacht Club properties include multi-family units, commercial units, a parking garage, a marina with access to the Intracoastal Waterway, and a large public gathering space along the Riverwalk. This area also includes a surface parking lot that is on land planned for a future hotel site. There are several buildings including the Riverwalk Center and the Profile International Art Gallery Building in this area as well as the Jupiter Yacht Club mixed-use complex. The Jupiter Yacht Club complex consists of residential and commercial property and a surface parking lot that is indicated as a future hotel site. The buildings are all fairly well appear to be at or near lease capacity and are well maintained. The Profile Gallery site is clean and well kempt but in need of additional landscaping around the perimeter. Its stark appearance at such a highly visible location (as visitors cross into the CRA district or prepare to leave it) is not as inviting as it should be. The Riverwalk Events Area under the Indiantown Road Intracoastal Bridge has been completed and is beginning to see use. Public Comments During stakeholder meetings, representatives of WCI Communities, the developer-owner of the Jupiter Yacht Club site, indicated difficulty in leasing the second floor of their commercial facility due to restrictions that require retail uses throughout the facility. WCI representatives further indicated their difficulty in finding a hotel willing to locate on such the small site. Several attendees also expressed an opinion that the Riverwalk would go unused except as a running trail and that it represents an unnecessary expense. Land Use and Zoning The majority of this area has a Future Land Use Designation of Mixed Use. Four parcels have a Commercial Future Land Use. It may be appropriate to consider changing the parcel designation to Mixed Use, with the exception of the parcel at the southwest intersection of Indiantown Road and US-1 (the Profile International Gallery Building). The Commercial designation may promote necessary commercial in this area (particularly some additional office space) however, if appropriate mixed used developments come forward, alterations may prove beneficial. The Profile Building is the exception as this property is isolated as it is surrounded by roadways. The addition of residential to this site might potentially cause an unsafe situation and the site is not of IV 4

32 IV. Current and Anticipated Conditions significant size that a change would promote diversity of uses in the area. The site is best left to office and minor retail uses. Zoning in the area is consistent with Future Land Use as the same parcels with Commercial future land use have a C-3 Office Commercial zoning designation. The properties with the Mixed Use future land use are divided with the properties north of the Jupiter Yacht Club having a Mixed Use Residential Zoning and the remainder having the U.S. One/Intracoastal Waterway Corridor Zoning designation. Changes to the C-3 Office Commercial area may be appropriate as outlined in the Future Land Use discussion above. The Riverwalk A significant portion of the Riverwalk is complete through this sub-area. There are two incomplete sections that are currently permitted and approved for construction. The only portions that will then be missing are the east-west access paths that run through the properties from the main Riverwalk to the US-1 sidewalk. These sections are not critical and will be built over time as access is granted by the property owners through redevelopment. The Events Plaza of the Riverwalk has been constructed and is currently being utilized. The CRA has contracted with an outside firm to coordinate public and private events in the area. Anticipated Conditions This area appears fairly stable with no major changes anticipated other than the completion of the Riverwalk and the potential for private development of the vacant parcels. The vacant parcels will experience a low amount of development pressure in the next few years due to the poor economy, but over a longer period they will be very attractive as mixed use. It is reasonable to assume one of the mixed use requests might come from the inclusion of a large hotel in the Harbourside project. The desire to site a hotel(s) in the Inlet Village area may result in a reduced need for rooms at this site. There may also be additional requests to release the owner from the restrictions on second floor uses. Second floor retail is very difficult to get pass-by pedestrian traffic to travel up a floor to review available goods. Once the missing segments of the Riverwalk are completed in this sub-area there will be a continuous connection from Indiantown Road to the beach. The Riverwalk will then begin to slowly develop regular traffic. The Riverwalk Events Plaza will begin to see more use and will be a limited draw to the area when public events are taking place. There will be a need for additional parking near the Event Plaza area. IV 5

33 IV. Current and Anticipated Conditions Status of CRA Plan Capital Projects The following is a listing of projects from the Capital Projects List of the Community Redevelopment Plan that are located in this sub-area. The numbers correspond to the Map location and list in the CRA Plan adopted by the Town Council on July 15, (See Map 4-2 Adopted CRA Capital Projects). The project name is followed by the current status of the project: 1) Ocean way US-1 Crossing This project will be undertaken simultaneously with the US-1 Scenic Corridor project during FDOT upgrades to be completed in ) Riverwalk Jupiter Ridge Connection at Elks Club Approved and funded for completion in ) Major Gateway Feature No action to date. 4) Riverwalk River Plaza Connection Anticipated for completion in ) Event Plaza Major facilities completed. 16) US-1 Scenic Corridor This project will be undertaken simultaneously with the Ocean Way-US-1 Crossing project during FDOT upgrades to be completed in ) Riverwalk and Inlet Village Sign Program CRA working to create a signage scheme and identifying locations for signage. 24) Lagoon Bridge Complete Summary of the South CRA Area The South CRA Area is should not be a high-priority area for the CRA. This area is fairly stable but does have several vacant parcels which will have good redevelopment potential in the future. Mixed use has taken hold in the area, as envisioned by the Town and CRA, with the Jupiter Yacht Club and other properties. The Riverwalk in this area is almost complete and the Events Plaza is beginning to see activity. IV 6

34 IV. Current and Anticipated Conditions MAP 4-2 ADOPTED CRA CAPITAL PROJECTS IV 7

35 IV. Current and Anticipated Conditions D. The Central CRA Area The Central CRA Area is a defined as a singular area due to its location (roughly surrounding the Indiantown Road US 1 intersection), and the intense retail environment currently existing or proposed. These areas complement each other with customers interacting regularly. This area includes the following properties 1) The East Side Shopping Centers consisting of the Jupiter Square and Shoppes of Jupiter shopping centers and the adjacent outparcels and commercial development at the Northeast and Southeast corners of the intersection of US-1 and Indiantown Road. 2) The Harbourside Area The area at the northwest corner of the Indiantown Road and US-1 intersection. This is the area of the proposed Harbourside development and an existing office building. Current Conditions The East Side Shopping Centers These centers, along with the adjacent outparcels, include over 125,000 square feet of retail space. Both centers have strong anchor tenants: The Shoppes of Jupiter anchored by Cobb Theatres, Staples, and Bealls; and Jupiter Square anchored by Publix, Outback Steakhouse and Crown Wine and Spirits. These centers are experiencing some vacancy but neither is at a level that should be jeopardizing the property s financial health. Adjacent commercial properties and outparcels are operating with tenants and appear healthy. All of the properties are properly maintained and are experiencing sufficient consumer traffic. Harbourside The large majority of this area is vacant land. Several projects had been proposed and rejected for the site over time. The site also includes the Town-owned Burt Reynolds Museum building and a small office building. Also included is the events area of the Riverwalk which is located under the Indiantown Road Bridge. The Town of Jupiter has approved the Harbourside project, an entertainment complex consisting of approximately 90,000 square feet of restaurant and retail space, 59,000 square feet of office space, a 178 room hotel, 31 boat slip marina, 1,000 parking spaces in three (3) parking garages. The developers are currently seeking financing. The Town has agreed to sell the Burt Reynolds Museum site to the developer to include in the project. The CRA is poised to grant the developers a return of increment revenue generated not to exceed $350,000 for 10 years. The museum building is not currently being maintained to a useable standard as it is anticipated to be torn down and included in the Harbourside project. The office building is being maintained appropriately but the landscaping is lacking. The Town recently entered into an agreement with IV 8

36 IV. Current and Anticipated Conditions a service provider to coordinate more activities at the Riverwalk Events Area to include concerts, weddings, festivals and other family-friendly events. Public Comments Very limited comments were received during public input sessions regarding either of these subareas. During the two public meetings, the attendees asked for a status update on the Harbourside Project, but did not make any significant comments related to the project. Land Use and Zoning The Eastside Centers These properties all have a Future Land Use designation of Commercial and all have a C2 General Commercial zoning designation. These designations are appropriate for the current uses and anticipated future uses. Harbourside All of the property in this sub-area has a future land use of Commercial. The Harbourside Project may be better situated with a Mixed Use designation to match with the US-1/Intracoastal Waterway Corridor zoning it has. The existing office building and the parcel directly south of it are currently zoned C2 General Commercial. These designations are currently appropriate, but redevelopment of the parcels may be assisted with a change to a Mixed Use land use designation and zoning that matches the Harbourside land. The Riverwalk The Riverwalk is not constructed through this area. Land has been set aside for it and the Town has obtained a grant for its construction. The developers of Harbourside have agreed to provide the required match to the grant and assist in its construction. There is also an understanding with the Florida Department of Transportation to bring the Riverwalk across the Jupiter River (Oxbow) as a pedestrian component of FDOT s plan to replace the US-1 bridge onto the island. The CRA has wrangled with the idea of providing the match to the grant to complete this section of the Riverwalk should the Harbourside project not proceed with enough time to complete before the expiration of the grant. The south side of the Riverwalk in this area will connect with the Riverwalk Events Plaza. Anticipated Conditions The Eastside Centers Unless the anchors of these centers experience difficulty, it is unlikely that the properties will change much. The theater adds traffic to the area that will assist with other entertainment venues (existing in the area and those that will be located at the Harbourside Project in the future) such as nightclubs, bars and restaurants. Some vacancies can be expected through the current IV 9

37 IV. Current and Anticipated Conditions economic times, but it is unlikely that the centers will be threatened in the long run unless unforeseen circumstances arise. Harbourside The proposed Harbourside project would utilize approximately 85% of the land in this area including all of the vacant land and the museum site. The site has been approved for a mixeduse development with space for retail shops, offices, restaurants and a 178 room hotel. The development will include approximately 31 boat slips that will be both public and private. The developers have included the extension of the Riverwalk through their project and intend to construct that portion during their development phase. Also included in the project are over 1,000 parking spaces in three separate parking garages. The developer of the project anticipates construction to be underway in , with completion of all construction in time for the project to be included in the 2014 tax roll. The project will have significant impacts on the entire CRA district when opened. It will become the central activity area of the district. The project will be a regional draw and will attract customers from a larger market area than that reviewed in the Market Overview section of this document. The project will complement some of the existing commercial users in the immediate area, particularly the movie theater at the Shoppes of Jupiter center across US-1. In the short run, other commercial properties and users may see some downturn in activity, particularly restaurants, as customers investigate the new offerings at Harbourside. Over a longer period of time however, business should level out and new users from the larger marketplace should enhance the entire marketplace. The two remaining parcels in this area, the existing office building and vacant lot immediately to the south of it, will feel tremendous redevelopment pressure once Harbourside is constructed. The CRA must ensure that the Riverwalk section is completed through this area. A connection to Burt Reynolds Park is critical as the park will serve as a great trailhead. It is critical that the CRA make sure that there is sufficient parking for the Riverwalk Events Plaza in this area. This is important as the events Plaza is under the bridge in this location and people attending special events or festivals will most likely be traveling by automobile and they will need to be accommodated. Additionally, this will probably be the most active location of the Riverwalk until such time as the Riverwalk is constructed in the Inlet Village area. Status of CRA Plan Capital Projects The following is a listing of projects from the Capital Projects List of the Community Redevelopment Plan that are located in this sub-area. The numbers correspond to the Map location and list in the CRA Plan adopted by the Town Council on July 15, (See Map 4-2 IV 10

38 IV. Current and Anticipated Conditions Adopted CRA Capital Projects). The project name is followed by the current status of the project: 3) Riverwalk Major Gateway Features No action to date 7) Riverwalk Harbourside Town has obtained a grant for construction. Harbourside developers have pledged to provide the match for the grant. Construction to be undertaken in conjunction with Harbourside development. The CRA will need to consider moving forward with CRA matching the grant if Harbourside is not constructed within a timeframe that would meet grant deadlines. 8) Riverwalk Mitigation On going outside of the CRA. 20) Riverwalk and Inlet Village Sign Program CRA working to create a signage scheme and identify locations for signage. 22) First Union Bank Property Contract for sale of the property to the developers of the Harbourside Project has been approved. Closing is pending. Summary for the Central CRA Area The two existing shopping plazas in this area, The Shoppes of Jupiter and Jupiter Square, are currently the economic core of the CRA. The centers are well maintained and have minimal vacancies considering the existing economic issues. Offerings will be expanded in this sub-area with the proposed Harbourside Project, which will contain retail and restaurant space as well as a hotel, boat slips, and parking garages. The Harbourside Project, if constructed, will make the CRA a regional draw as it will attract visitors from a larger marketplace than the existing businesses in the area do now. This is expected to shake up the local market in the short run but should strengthen it and bring additional customers to the entire of the CRA in the long run. The development of Harbourside will also include a significant expansion of the Riverwalk which will then connect the beach with Burt Reynolds Park. E. Burt Reynolds Park Area This area consists of the island created by the Jupiter River (Oxbow) and which is predominately utilized as Burt Reynolds Park. Current Conditions This area contains the County owned and operated Burt Reynolds Park on the east side of the island, the North Palm Beach Chamber of Commerce on County-owned land at the northwest portion of the island and several vacant parcels on the southwest portion of the island. IV 11

39 IV. Current and Anticipated Conditions The vacant parcels include a parcel with an abandoned, partially built parking garage currently owned by the Town of Jupiter (Piatt Place), and several parcels of corporate ownership south of the Town s parcel. There are businesses located on the island (other than the non-profit Chamber of Commerce) and only the southwest portion of the island has zoning and land use appropriate for commercial, the remainder of the island has zoning and land use designated for recreational/institutional uses. The island contains several boat ramps and parking lots for cars and boat trailers and well as other recreational amenities within the Park. There continues to be a strong demand in the entire area for boat slips and marina facilities. Palm Beach County has plans to build a marina at Burt Reynolds Park with 80 public boat slips, though this will require Town approval. The current economy and government budget crisis has put the project on hold for the near future. The Chamber building is well maintained and the property behind the building contains several boat ramps as well. There are no appropriate pedestrian facilities to get to the island across either of the two (2) US-1 bridges (one on the north side and one on the south side). This means that the island completely separates the Inlet Village Area from the Central CRA Area for those on foot. This is contrary to the mainstay of the CRA s plan of the areas being pedestrian friendly. The lack of pedestrian facilities also mandates that any visitors to the park use their cars to drive off the island in order to spend money within the CRA. There is no active use along U.S. 1 or along the proposed Riverwalk alignment. It will be very difficult to encourage people to move between the Central CRA Area and into the Inlet Village Area by way of the island, as there is nothing for them to do or see on the island (unless they are using the park facilities). Due to the nature of the uses and potential uses on the island, there is really is no solution to this issue other than to work to make sure that the island can be traversed quickly and easily. The Riverwalk Plan contemplates facilities across the River from Harbourside along the, to be rebuilt southern, US-1 Oxbow Bridge, and then under the bridge and connecting with Burt Reynolds Park, then leading around the park to a pedestrian bridge across the river on the north side of the Oxbow into the Inlet Village. The first phase, the portion across the southern Oxbow US-1 Bridge to the island is approved for construction, funding has been identifed by the CRA, and the project is awaiting FDOT s reconstruction of the bridge. The second phase, a walk under the Bridge to Burt Reynolds Park is in the CRA s 5-year CIP, but there has been no other action to date. Land Use and Zoning The majority of the area has a Recreation future land use designation and a Rural Residential zoning. The land the park building is on and the immediately surrounding land has an Institutional future land use designation and a Public Institution zoning. The town-owned and privately owned properties on the southwest part of the island have a Commercial future land use IV 12

40 IV. Current and Anticipated Conditions designation, with the Town-owned parcel having a Mixed Use Residential zoning and the remainder of privately owned land General Commercial zoning designation. These designations are appropriate for the potential uses although if the Town owned land is to be developed as something other than a parking lot or recreational facility, it would be appropriate to change the zoning designation on the privately owned parcels to the same Mixed-Use Residential as the Town-owned land. The Riverwalk The Riverwalk is scheduled to be included as a pedestrian walkway on the FDOT s project to replace the southern bridge across the river onto the island. The CRA has included funding and construction of the second phase of this portion in its Capital Plan. This portion will go under the north side of the bridge to connect with Burt Reynolds Park. A plan to design a pedestrian walkway across the north portion of the Oxbow to connect the park with the Inlet Village has been discussed and design of the project has been funded. No construction of the Riverwalk has been implemented in this sub-area to date. Anticipated Conditions It is likely that this area will become a service area in the long run, providing parking and additional boating facilities which will support the Inlet Village and Harbourside. This could change if the private owners and the Town choose to capture some benefit from additional commercial development once the Harbourside project is completed. The area is fairly isolated in its location due to the river crossings and the significant area occupied by the park. It is more appropriate for the land to satisfy potential need for overflow parking from Harbourside and from a built-up Inlet Village area, and the potential for additional boating facilities. The recent discussion regarding the Town-owned parcel has been the potential for a cultural facility with the possibility for some residential units. This area is a good location for additional boat slips and it is anticipated the County will continue its efforts to build the planned marina at the park when the economy recovers and that the private land owners may look to add slips, as Harbourside comes online and the slips there fill regularly. Status of CRA Plan Capital Projects The following is a listing of projects from the Capital Projects List of the Community Redevelopment Plan that are located in this sub-area. The numbers correspond to the location and list in the CRA Plan adopted by the Town Council on July 15, (See Map 4-2 Adopted CRA Capital Projects). The project name is followed by the current status of the project: 3) Riverwalk Major Gateway Feature - No action to date Riverwalk not extended to this area yet. IV 13

41 IV. Current and Anticipated Conditions 9) Riverwalk Burt Reynolds Oxbow Bridge Funds have been set aside to design this project and contacts have been made with private property owners that would have to provide easements on the Inlet Village side (north end) of the bridge. 14) Public Boat Docking Facility Dock facilities are being constructed at the CRA Marina Site. More facilities are desired but no other action has been taken to date. 21) US-1 Oxbow Bridge Town/CRA has worked with FDOT to get a widened pedestrian walkway across the bridge when the FDOT replaces the bridge. The first phase of the project, the crossing of the river is anticipated to be completed in No action has been taken on the second phase of this project, a connector under this bridge to the Park. 23) Piatt Place No action to date. Summary of the Burt Reynolds Park Area This area is dominated by Burt Reynolds Park and the majority of the area, which is an island, is owned by Palm Beach County with the Piatt Place parcel owned by the Town of Jupiter. There are some smaller privately owned parcels with some expectation that these parcels will somehow service the future Harbourside Project either by becoming overflow parking or a similar ancillary use to the project. These parcels have appropriate land use and zoning to build commercial uses. The County is seeking to add a marina to the park that would have a positive effect on the CRA by bringing additional users to the area. The Town-owned parcel would also be an excellent base facility to support additional boat slips on the western side of the island to maximize boat slips and bring more maritime related activities to the CRA, satisfying the CRA Plan s goal of creating additional public boat dock facilities. The Riverwalk extension across both sides of the Oxbow, through Burt Reynolds Park, is key to insuring a pedestrian connection between the Inlet Village Area and the remainder of the CRA; as well as making the Riverwalk truly an Ocean to Inlet connector. The CRA has been pursuing opportunities with FDOT, Palm Beach County and with the private property owners in the Inlet Village to make these connections happen. F. The Inlet Village Area The Inlet Village Area is defined as all of the CRA area north of the Jupiter River (oxbow). Most of this area is east of US-1, and west of Dubois Road, however a small portion which including the Jupiter Harbor Marina area on the west side of US-1 is also included. (The current location of Guanabanas Restaurant and a portion of the publicly owned property east of the restaurant are not part of the CRA but will be analyzed along with the remainder of this area for continuity purposes) For purposes of this plan, the area has been divided into two sub-areas: IV 14

42 IV. Current and Anticipated Conditions 1) The Northern Inlet Village the area north of Saturn Street to the Loxahatchee River, and east of the Town Boundary at the edge of Dubois Park to US-1, including that portion of the CRA west of US-1 including the Jupiter Harbour Marina and adjacent townhomes. 2) The Southern Inlet Village Area - The area South of Saturn Street, north of Jupiter Beach Road and extending west of Dubois Road to the Jupiter River (oxbow). This area coincides with the Flex South Sub-district area as described in Sec of the Town of Jupiter Land Development Regulations and includes all of the properties in the CRA that are along the Jupiter River oxbow. Current Conditions The Northern Inlet Village Area This sub-area is where the majority of public activity is currently taking place. The Square Grouper, Crab House, Schooner and other establishments are located in this area and are a strong draw to the Inlet Village. These businesses are drawing robust crowds, particularly on the weekend nights. There are also several marine related facilities in the area that draw boats and their owners including Jupiter Seasport Marina and Jupiter Harbour Marina. Several charter fishing operations are based within these marinas. As robust as the business being done by these users is, there is little other commercial activity occurring in this area. It also can be difficult to find some of the business in the area, as signage is minimal for some businesses set off A1A, or in the case of Guanabanas, have limited signage and have maximized frontage landscaping. The area suggested as the site for the Lighthouse Promenade, a pedestrian friendly, shopping and entertainment area covers three parcels of land between Yarborough and Love Streets. Currently the uses of these parcels include the CRA-owned parking lot, the Crab House Restaurant and its large surface lot, and a semi vacant lot that is currently in foreclosure. There is one four-story office building located between Love and Clemons Streets. This building is not consistent with any of the other development in the area or with future development contemplated by the CRA and Town. Several single story residential properties in various states of repair (or disrepair) are located along Love and Clemons Streets. Two larger residential developments are also located in the Northern Inlet Village Area: Suni Sands Mobile Home Parks, which contains approximately 100 units and Jupiter Inlet Condos with 124 units. Suni Sands is fairly well maintained given its age and the conditions of similar facilities across South Florida; it is well leased and has its own internal network of roadways. The Condominiums are also well maintained and very neat. The end of the north side of Saturn Street also contains a small condo and one single family home. IV 15

43 IV. Current and Anticipated Conditions There is little public space in the sub-area other than the site currently operated as a surface parking lot at A1A and Love and the roadways. The parking lot is utilized throughout the day and is at capacity on busy evenings. Across US-1 to the west is the Jupiter Harbour Marina which includes 10 town homes, commercial property, and a protected boat basin marina. Parking in the sub-area is of great concern to the residents and business owners. During the public input sessions, parking was the leading topic of discussion. Many of the participants commented on the need for more parking, particularly if more users were to locate in the area. Specifically, the residents would like to see a parking garage constructed at a location closer to US-1 to alleviate the parking issues and place them farther away from residential properties. This situation is exacerbated by the fact that Guanabanas restaurant has no on-site parking and relies on the public parking lot. Several other businesses also attract more customers than they have on-site parking for, and they rely heavily on the public parking facility as well. The roadway network through this sub-area is limited. The public, north-south streets dead-end at the River. A motorist can generally get from Clemons Street to Love Street through one of several private parking lots, but this is not an ideal situation and if the property owners choose to develop these lots further, this access will be eliminated. There is no current connection between Yarborough and Love Streets. There is an existing, un-opened right-of-way between Love and Yarborough Street which is planned as the future Lighthouse Promenade. Roadway surfaces are generally in good shape. Pedestrian facilities through the Northern Inlet Village Area are also limited. Sidewalks exist on the north side of A1A and only in front of Guanabanas on the south side. A cross walk in front of Guanabanas allows for pedestrians to cross from one side of A1A to the other. There is sufficient signage at that crossing, but since it is located mid-block, a motorist would not expect it to be there. Sidewalks can also be found on the west side of Clemons Street but there are no existing sidewalks or sufficient right of way for them on the east side of the street. The sidewalk on Clemons is in poor shape with several areas cracked and breaking causing an unlevel walking surface. There are no existing sidewalks on either side of Love Street or Yarborough Street. There is a sidewalk located on Saturn Street along the edge of the Sunny Sands Mobile Home Park, but this sidewalk does not extend any further eastward along Saturn though there is a sidewalk along the south side of Saturn. Yarborough, Love and Clemons Streets all end with stormwater retention/filtration systems which bridge the area between the paved roadway end and the river s edge. These areas can be hazardous if a person tries to walk along them to reach the water s edge, as the facilities are depressed and contain stacked rock close to the riverbank. The only safe access to the water in IV 16

44 IV. Current and Anticipated Conditions this area is through private property (although most of this area is restaurants with seating along the water). Electric utilities run overhead throughout the area, though along several blocks they are hidden from view as they run through the rear of properties down the middle of the block. There is an unincorporated enclave consisting of several properties between the Jupiter River (oxbow) and A1A, including: the eight (8) story, Colonial Bank office building, a parcel with marine facilities and several small businesses, the PA-JA Hotel and the Baron s Landing Motel/Apartments. This enclave is not subject to the regulations of the Town nor can the CRA plan for nor carry out activities or major investment on these properties as they are not part of the CRA. There is some existing tension between residents of the Inlet Village Area and the local businesses due to a perception of unruly patrons causing incidents in the parking lots of the businesses and a perception that the entertainment offered, particularly live music, is too loud and disrupts their ability to enjoy their properties. As the area redevelops, care must be shown in the location and selection of uses to reduce these perceived conflicts. The Southern Inlet Village Area There are a significant amount of commercial users in the area east of A1A and south of Saturn Street. These professional office users are housed in a number of different buildings with some traditional small office buildings and some more plain, single-story, retail-type buildings. The majority of the buildings are multi-user buildings. These commercial users do not draw a large number of customers as do the restaurants in the Northern Inlet Village Area. The businesses in the area include offices for medical professionals, real estate brokers, insurance brokers, CPA s, etc. There is employment in the area, but many of these businesses use their office as a base of operations but are not like customer-driven retail space which attracts significant customer traffic. The large majority of these office buildings are newer construction and appear to be in a good state of repair with clean lots and appropriate landscaping. It is important to note that there is no easy connection between the Inlet Village and Dubois Park in this area. The Inlet Village does not capitalize from the location of this Park (which is outside the CRA and Town) but which is a destination for many families. The Town s Comprehensive Plan does anticipate a future connection at Parkway Street. Also within the area east of A1A are several single family homes with access from a private roadway (Sandy Oaks Drive) and three significant vacant properties: A 0.6 acre parcel located at the northeast intersection of Parkway Street and A1A. The parcel is currently utilized as a stormwater retention area for the surrounding facilities. IV 17

45 IV. Current and Anticipated Conditions A 3.0 acre property located south of Parkway Street and north of the Alhambra Condominiums. A 2.3 acre parcel located between A1A and Dubois Street just north of Jupiter River Rd. The owners of this site have proposed a residential project that was rejected by the Town and have actively sought a hotel user for the site with no interest to date. At the southern end of this area is the Jupiter River Mobile Home Park, a condominium mobile home park in which the occupants are owners of the facility. This development also contains its own private streets and resident boat slips along the Jupiter River Oxbow. The units within the park appear to be well maintained and the roadways are in good state of repair. At the extreme southeast corner of the Mobile Home Park, just outside the park, is a convenience store that has experienced some deferred maintenance and could benefit from a façade renovation. North of the mobile home park are two vacant riverfront parcels totaling 3.8 acres, two (2) single-family waterfront homes with a separate 0.8 acre lot fronting A1A that is currently used for vehicle and boat storage. Further along the river are three parcels totaling approximately 1.5 acres with common control. Two of these lots currently contain single-family homes and one lot is vacant. The ownership has proposed a hotel-inn at this site in the past and has not yet given up on this potential use. The last property in the area is currently owned by the Town of Jupiter and the Jupiter CRA. It is the CRA Marina site. This parcel was purchased for use as additional public boat slips and river access to the Inlet Village area. The CRA recently accepted proposals for short term (10 years or less) use of the property. The request for proposals specifically sought uses that would remain open to the public and which would generate revenue for the CRA. The CRA has not yet made a decision regarding these proposals. Public Comments The large majority of attendees at the two public meetings and most of the stakeholder interviewed had concerns or comments related to the entire Inlet Village Area. Many of the residents had significant concerns regarding traffic, parking, pedestrian safety, and noise related to the existing restaurants. The residents expressed their desire for a parking garage to alleviate the parking issues and the need to make certain that future businesses have sufficient parking. Attendees also expressed dislike of the plan to extend the Riverwalk to the Inlet believing that the existing property owners should not be forced to give up property for this project. Residents of the area expressed concern that future development will be too intense and will attract more unwanted traffic and noise. These public comments are tempered by several s received after the open meetings in which some attendees indicated they have concerns about increased development, but believe that if development is kept at a residential scale it would be good for Jupiter. Additionally, IV 18

46 IV. Current and Anticipated Conditions several of these s also endorsed the Riverwalk but suggested it simply be a boardwalk-style walkway. There was also a concern expressed by attendees regarding alcohol consumption in the Countyowned Dubois Park. Several people commented that by continuing to allow alcohol in the park, the County has made it a non-family friendly destination. This situation prevents them from enjoying it despite it being so close to their homes. IV 19

47 IV. Current and Anticipated Conditions Land Use and Zoning Northern Inlet Village Area The Jupiter Harbour Area west of US-1 and the condominiums and single family homes all contain a future land use designation of High-Density Residential. The Suni Sands Mobile Home Park is also designated High Density Residential, with the exception of a majority of the waterfront which has a designation of Riverwalk Flex. This designation allows mixed-use facilities but limits heights to two stories with conditions. The Riverwalk Flex designation is also found along the remainder of the inlet west of Suni Sands over to the US-1 Bridge and along the unopened right-of-way along which the Lighthouse Promenade project is suggested. The remainder of the area has a designation of Inlet Village Flex, which allows mixed use up to 3.5 stories with conditions. Jupiter Harbour, Suni Sands Mobile Home Park and the residential along Saturn all have an R-3 Limited Multi-Family Residential zoning. The remainder of the area is zoned C-2 General Commercial. Southern Inlet Village Area The single family homes fronting on Dubois Road as well as the Jupiter River Mobile Home Park have High-Density Residential future land use designations with the convenience store at the southeast of the Mobile Home Park having a General Commercial designation. The remainder of the properties have an Inlet Village Flex designation. The single family homes on Dubois Road are zoned R-2 Single Family-Duplex Residential. The Mobile Home Park and the convenience store site are zoned R-3 Limited Multi-Family Residential. The remainder of the properties in this sub-area have C-2 General Commercial zoning. The town has adopted sub-area zoning that can be applied to the Southern Inlet Village Area but has not yet adopted regulations for the Northern Area. These sub-districts have not yet been applied. The Riverwalk There is a proposed alignment for the Riverwalk through the Northern Inlet Village Area. The Riverwalk is not proposed for any area in the Southern Area. It is suggested the Riverwalk run across the Jupiter River via pedestrian bridge from Burt Reynolds Park to a location that would align with the suggested Lighthouse Promenade then run down the promenade and along the edge of the Inlet west to Jupiter Harbour and east to the Boathouse at Suni Sands. The only action on this section of Riverwalk to date is funding to begin design on the pedestrian bridge from Burt Reynolds Park, though no construction is currently planned. IV 20

48 IV. Current and Anticipated Conditions Status of CRA Plan Capital Projects The following is a listing of projects from the Capital Projects List of the Community Redevelopment Plan that are located in this sub-area. The numbers correspond to the Map location and list in the CRA Plan adopted by the Town Council on July 15, (See Map 4-2 Adopted CRA Capital Projects). The project name is followed by the current status of the project: 6) Water Taxi No action to date. 10) Riverwalk at the Inlet Village No action to date. 11) Inlet Village Conceptual Design for Level of Service Improvements and Roadway Enhancements Included in CRA s 5 year CIP for completion in ) Inlet Village Roadway Network No action to date (A1A improvements are not included in this) 14) Public Boart Docking See 15 below. 15) Inlet Village Marina (CRA Marina) The CRA has purchased land for this project and obtained a grant from the Florida Inland Navigation District to complete seawall and dock reconstruction. Completions of docks at this site is expected to be completed in September An RFP was released for private operators of temporary use (up to 10 years) of the property with a public component. Responses have been received though the CRA Board has not made any decision related to the responses. 17) Lighthouse Promenade Land Use has been adopted to facilitate the desired development. No other activity to date. 18) Public Parking Garage No action to date 19) Love Street Temporary Surface Lot Lot completed and operating 20) Riverwalk and Inlet Village Sign Program - CRA working to create a signage scheme and identify locations for signage. Anticipated Conditions Northern Inlet Village Area There is not much activity anticipated in this area in the short term. Currently there are no proposed projects and the economy is not conducive for major development at this time. There are concerns that the Seasport Marina might feel development pressure to again seek the inclusion of boat storage buildings on-site or may be sold for another potential use. IV 21

49 IV. Current and Anticipated Conditions The area restaurants are stable and seem to have active business even through the rough economic times so they can be expected to remain as is. There has been interest in bringing retail users to the commercial building across A1A from Guanabanas which would give visitors some opportunity to have additional stops while visiting the Inlet Village Area. In the future as the economy recovers, the three properties that make up the area of the Lighthouse Promenade will see development pressure (a project was already proposed once for this area that was similar to what the CRA desired but it was believed to be too intense for the area). However, this timeframe for redevelopment might be delayed when the Harbourside Project is opened. Suni Sands is a single property with private ownership. It can be anticipated that at some time in the future the property will be for sale, and it is possible new owners would seek to remove the mobile homes and find a more permanent use. The residential uses on Saturn Street are very stable and it is also unlikely that there will be any change in their status either. The Town/CRA has plans to address stormwater issues in the area and roadway appearance and capacity issues. It is anticipated that connector roadways (as outlined in the Town s Comprehensive Plan) will eventually be developed between the north-south streets between the Inlet and A1A, as development occurs and appropriate rights-of-way are obtained to facilitate traffic. The CRA continues to debate how and where to construct a parking garage. The garage will increase parking capacity and allow for the relaxation of parking requirements, which will allow for more lot coverage and additional development. This would also promote more pedestrian traffic in the area. It is anticipated that future development will take advantage of the ability to develop mixed use projects with additional entertainment, retail and residential units. The Southern Inlet Village Area This sub-area will actually experience more development pressure in the near term. There are several vacant parcels which the owner(s) are actively trying to develop. The vacant parcel between Dubois Road and A1A just north of Jupiter River Road is one such parcel. During a stakeholder interview, the owners indicated that they are actively pursuing either a sale of the site or a developer. Additionally, the owner of the three (3) parcels along the Jupiter River adjacent to the southern border of the CRA Marina Site has expressed his desire to continue his efforts to develop a small hotel-inn. The CRA Marina site will also see some activity in the relatively near future. This is a key parcel to the development of the Inlet Village and if developed appropriately, can be a public project that attracts additional people into the area. IV 22

50 IV. Current and Anticipated Conditions The large three (3) acre property north of Jupiter River Mobile Home Park is also ripe for development and is one of the few remaining sizeable, vacant parcels in the area. It could be expected that this site would see pressure to be residential in nature. This would serve to buffer the mobile home park from some of the activities within the entire area. Finally, it is unlikely there will be any significant change in the office uses west of A1A in this sub-area, as the buildings are relatively new and fairly well occupied. Summary for the Inlet Village Area The Inlet Village Area is the portion of the CRA with the greatest un-met potential. The area is experiencing high levels of visitors but this is mostly for the dining and entertainment offering in the area. There are no significant retail opportunities which combined with limited sidewalks there is little reason to stroll the area. This is a lost economic opportunity, but can be capitalized on in the future. The area contains several sizeable vacant parcels and excellent waterfront both on the Jupiter River Oxbow and along the Jupiter Inlet. The area also has a scenic view of the historic Jupiter Inlet Lighthouse. The area has been given appropriate future land use designations to promote mixed use construction within a limited scale so that it will not be out of character with the area as is exists today. Some residents expressed concern for contemplated development in the area, as they are struggling with issues of noise, traffic and unruly behavior of bar patrons. Future development should therefore be considered closely and take into account the relationship between uses within the entire area. Infrastructure improvements are critical to the future redevelopment of the area. The undertaking of an Infrastructure Master Plan will identify deficiencies throughout the CRA area; however, the Inlet Village area s infrastructure improvements should be completed before any other improvements in identified sub-areas (except those where safety concerns have been identified). There is an overwhelming need for additional parking in the area for peak hours at the current time. It is hoped that a public parking garage will alleviate most of this need, if the appropriate location for it can be identified and financing obtained to construct it. The roadway network is another crucial infrastructure need, and currently it does not provide sufficient circulation while rights-of-way are limited in size preventing the addition of sidewalks throughout the area. There is great potential in making the CRA Marina site the central focus of the area in a manner that would draw visitors from outside the area to the Inlet Village. Development of some of the vacant or underutilized parcels along the Jupiter River Oxbow can also have a similar affect. Secondary to the infrastructure improvements is the need for additional accommodations through IV 23

51 IV. Current and Anticipated Conditions the development of one or more small hotels, inns or bed and breakfast facilities and the development of retail space and attraction of small retailers to the area. IV 24

52 SECTION V Redevelopment Strategies V 1

53 V. Redevelopment Strategies A. Purpose This section is designed to identify the major strategies, key and catalyst projects and programs that are recommended to be implemented by the Jupiter Community Redevelopment Agency (CRA). It includes projects outlined in the July 2008 adopted Community Redevelopment Plan (CRP) as well as some new projects and programs which may require the CRP to be amended through the process outlined in Section Fla. Stat. While key components of the CRA s future work plan are outlined, this section is not intended to be an exhaustive list of the projects and programs to be undertaken. This section has been created with suggestions as to implementation, keeping in mind that regular review of conditions of the neighborhood and needs of its residents and property owners is vital in creating effective and cost-efficient projects and programs. B. Organization of this Section This section will include a discussion of the CRA organization itself. The four (4) CRA subareas outlined previously in Section III will be discussed separately in this section to ensure continuity in this document and to present desired conditions and potential CRA activity in an organized and easily understandable manner. C. Administrative Activities of the CRA The single unifying aspect of all successful CRA s is that each has a single individual who has the full-time responsibility advocating and promoting the vision of the Community Redevelopment Plan and overseeing the implementation of projects and programs contained in the Plan. Generally this person is designated as the CRA s Executive Director or as a CRA Manager. Having such a position does not guarantee success, but it creates a face for the Agency and significantly increases the chances the vision, goals and objectives contained in the CRA Plan are applied consistently. Administering a CRA is often about networking and interacting with residents, business owners, property owners, investors, and developers. The CRA moves forward with its mission due to the interpersonal relationships and trust that develops between the private sector and the CRA and the residents and the CRA. Advocacy for private projects and for better services are often the mainstay of the Executive Director/CRA Manager position. This sometimes conflicts with the role of the local government, which is why it is beneficial, although not critical, if this person reports directly to the CRA Board and not through the local government. There is sufficient need in the Jupiter CRA to justify such a position It is also critical to have an appropriate information-filled and user-friendly website for the CRA. This website should be freestanding and not part of the Town s website (though there should be appropriate links between the sites). Many users seek out special redevelopment agencies and if they cannot readily get information on the web, they will by-pass the area without any further consideration. The CRA s current web presence is limited to within the Town s website which is not as user-friendly as it needs to be for the CRA s purposes. A separate website also for links to V 2

54 V. Redevelopment Strategies the websites of the CRA s partners and further promotes the CRA as the independent agency that it is and not just another bureaucratic department of the Town. As mentioned, networking is critically important to the administration of the CRA. Interaction with other key individuals in other relevant organizations assists is making people aware of the opportunities in the CRA. The Jupiter CRA could benefit from relationships with developers that build mixed use and commercial facilities of the type desired by the CRA, local historical organizations when promoting a theme of history and nature (see Inlet Village theme discussion later in this document for more information), realtors with ties to the developers and retail site locators and with key people in the tourism, hotel and restaurant industries. There are numerous organizations both statewide and locally that the CRA should consider joining and/or being involved with. These organizations include, but are not limited to: 1) Urban Land Institute 2) Realtors Association of the Palm Beaches 3) Gold Coast Builder s Association 4) International Council of Shopping Centers 5) National Association of Office and Industrial Parks 6) Marine Industries Association of Palm Beach County 7) Visit Florida (The Florida Tourism Marketing Corporation) 8) Palm Beach Convention and Visitors Bureau 9) Florida Restaurant and Lodging Association 10) Friend of the Loxahatchee River 11) Loxahatchee River Historical Society 12) Palm Beach Historical Society Involvement with these groups and any other similar groups will promote the CRA and its vision, as well as provide direct contact with individuals and companies that may be attracted to investment opportunities in the Jupiter CRA. The CRA does not need to get involved in or join every organization identified, however, CRA staff and Board members should attempt to take an active role and participate in membership activities and events hosted by relevant organizations. D. The South CRA Area This area will require a minimal amount of projects and programs from the CRA. This is not to say there are not significant investments that can be made in the area, but that there is not a significant amount of varied activity to undertake. Public Infrastructure This area does not have significant infrastructure needs. There are only two public roadways within this area, US-1 and Coastal Way both of which are fully constructed and enhanced. The CRA must still insure that all segments of the US-1 Scenic Corridor project are completed, as some areas have not been constructed. This may be done with or without the assistance of the Florida Department of Transportation (FDOT). V 3

55 V. Redevelopment Strategies The CRA should install a complete wayfinding system along US-1 and Coastal Way to direct pedestrians, bicyclists, and automobiles to key destinations within the CRA Area. A standardized sign style should be designed, fabricated and installed. These signs should direct traffic to uses such as trailheads of the Riverwalk, the Jupiter Yacht Club, the Riverwalk Events Plaza, and to other key destinations in other sub-areas of the CRA such as the Inlet Village or Burt Reynolds Park. While a low priority, the CRA should investigate the possibility of adding decorative street lighting to the roadway system. Any decorative lighting should be of a similar design utilized throughout the CRA area. Lighting that is uniquely Jupiter will draw attention from motorists and would help define the CRA area as a whole. There is sufficient capacity in the existing utility systems to provide for future development. Future developers should not have a problem undergrounding utilities, if appropriate, and there is ample land to provide for on-site stormwater retention and/or treatment as required. The CRA should also work to underground utilities, where present, along US-1 through this area. Undergrounding should not be a priority project, but should be a part of the redevelopment of an adjacent site or undertaken when the opportunity presents itself (when other utility or roadway projects in the area would lessen the cost to do so). Potential CRA Actions: a) Complete all segments of the US-1 Scenic Corridor. b) Design and construct a wayfinding signage system for the roadway network. c) Install decorative lighting along US-1 and Coastal Way. d) Underground utilities along US-1. Development The CRA should encourage development on the vacant parcels within this sub-area. The area has a pattern of mixed-use development, as desired by the Town and CRA. The current development in the area is fairly new and these existing vacancies do have a negative effect on the appearance of the area and may affect land values.. The future land use and zoning requirements in the area encourage future development to be the CRA desired mixed-use with emphasis on office and residential development. Some ancillary retail uses to support the office workers, residents of the immediate area, and users of the Riverwalk are allowed under the zoning regulations and continue to be desired and appropriate. In addition to these uses, a lodging facility should also continue to be encouraged in this area. There is a currently a development requirement for a hotel at the Jupiter Yacht Club site. The developers of the site have had difficulty finding a hotel willing to locate there. While the development of hotels or other lodging elsewhere in the district may temper the need or the V 4

56 V. Redevelopment Strategies market for a hotel at this site, the Town/CRA should not allow other development on this site until its non-viability as a hotel is proven. If the CRA desires a hotel in this area, it may wish to consider the creation of a development incentive program to attract a hotel. Any reimbursement of costs associated with the construction or location to a suitable site in this area would lower the cost to the developer or operator and would encourage the development as desired. This incentive could take the form of reimbursement for impact fees, connection charges to water/sewer systems, permit fees, planning approvals or other such governmental charges. The CRA may not wish to offer such a program if it feels it is not required, or if the proposed hotel at Harbourside is constructed and tempers the marketplace for lodging units. The Jupiter Yacht Club site has also been the subject of requests for allowances for non-retail users on the second floor of the commercial portion of the project. The CRA should encourage changes to the zoning code to have flexibility in the uses allowed on a second floor. Customers are unlikely during a stroll to climb stairs or ride elevators. Second Floor uses of relevant professional offices would be appropriate for these types of structures. Uses such as real estate offices or travel agents may be appropriate for the environment.the attraction of new development of the type allowed will lead to a greater concentration of residents and commercial users that would increase the demand for products and services in the area and increase property values. In addition to the land-based development, new public boat slips/docks would also add additional users and value to the area. The significant mangrove areas will make the siting of new slips/docks difficult, but the CRA should encourage or undertake the construction of these facilities where appropriate and insure their design integrates them with existing and new development, as well as the Riverwalk, to the greatest extent possible. The most valuable and cost-beneficial support the CRA can provide to all of the property in this sub-area is to assign a CRA staff person to be a Development Liaison. This person would be tasked with assisting the property owner(s) and any business seeking development approval or building permits. This assistance has the potential to increase the communication between the Town and applicant as well as provide an understanding of the government process in the Town. This program can reduce approval times and thus save the property owner/business owner a significant amount of time and money at minimal expense to the CRA Potential CRA Actions: a) Develop an incentive grant program to grant reimbursement of costs to developers seeking to build desired project types, such as a hotel. b) Construct or cause to be constructed new public boat slips/docks. c) Develop list of appropriate second floor uses for retail-style buildings that will continue to encourage pedestrian traffic but not rely on walk-by traffic to the extent retail V 5

57 V. Redevelopment Strategies establishments might. The CRA should encourage the use of this list or uses from this list at the time of project approval. d) Assign a CRA staff person as a Development Liaison to assist in the development approval and permitting process. The Riverwalk The completion of the Riverwalk in this area would allow clear movement from the Events Plaza to the Ocean. This would significantly increase the viability and the use of the Riverwalk area. There are still two sections in the South CRA sub-area that are not completed, although funds have been allocated for their completion and both segments have received construction approval. These areas are anticipated to be completed in There should be a small trailhead for the Riverwalk on the west side of US-1 at the point where it crosses over US-1. This area should include an entrance feature to the Riverwalk (as outlined in the CRP) similar to the scale of the signage located at the River Center at US-1 and Coastal Way. The area should also include a small parking area. This need not be a separate parking facility, but could be additional negotiated spaces at the adjacent development. A fully marked pedestrian friendly walkway should be installed where the Riverwalk crosses over US-1 at this location. This walkway should include appropriate safety technology and should have a surface that varies in color from the roadway. This would insure safety as well as serve to bring attention to the Riverwalk. The CRA should pursue easements from private property owners to construct east-west accessways to the Riverwalk from US-1. The construction of these easements is not a high priority and should not take precedence over other projects and programs at this time. The Riverwalk Events Plaza should continue to evolve to include appropriate public facilities like public restrooms and sufficient parking for all anticipated events. Other facilities such as fixed concession stands or additional utilities for vendors should be installed when determined to be necessary or advantageous to the area s operation. Potential CRA Actions: a) Construct the missing Riverwalk Jupiter Ridge connection at Elks Club. b) Construct the missing Riverwalk segment at River Plaza. c) Install entrance feature to the Riverwalk at west side of US-1 crossing at Ocean Way. d) Establish, through construction or agreement, parking at trailhead at US-1. e) Construct Riverwalk trailhead near west side of US-1 crossing at Ocean Way. f) Construct a visible and safe, Riverwalk pedestrian crossing across US-1 to Ocean Way. V 6

58 V. Redevelopment Strategies g) Continue to add necessary and desired public facilities (including restrooms and parking) at the Riverwalk Events Plaza. h) Design and install a wayfinding signage system for the Riverwalk. i) Obtain easements from private property owners and construct access paths from the US-1 walkway to the Riverwalk. Catalyst Project(s) for the South CRA Area These projects would have the greatest affect on activity in this sub area are: 1) Completion of the missing Riverwalk segments this would allow for the Riverwalk to be fully open for access from Indiantown Road to the Beach allowing regular use along this stretch. 2) The location of a new mid-to-upscale hotel in the area with direct access on the Riverwalk This project would bring new visitors to the Riverwalk area and bring new spending to the area not just a reallocation of spending by local residents. Priority Items South CRA Area While a number of potential CRA actions are listed above, the following is a list of items that should be given funding priority. For the South CRA Area these projects are (in order of importance): 1) Construct the missing Riverwalk Jupiter Ridge connection at Elks Club. 2) Construct the missing Riverwalk segment at River Plaza. 3) Install entrance Feature to the Riverwalk at west side of US-1 crossing at Ocean Way. 4) Assign a CRA staff person as a Development Liaison to assist in the development approval and permitting process. 5) Develop an incentive program to grant reimbursement of costs to developers seeking to build a hotel. E. The Central CRA Area Public Infrastructure Like the South CRA Area, this area does not have significant infrastructure needs. There are only three public roadways within this area, US-1, Coastal Way and Indiantown Road. Indiantown Road and US-1 are fully constructed and enhanced and there is no need for investment in the roadway itself. The future of Coastal Way is hinged to the development of Harbourside. The right-of-way is in need of some enhancement with no curbing or landscaping on the western side of the roadway in front of the properties that are not a part of the Harbourside project, though the right-of-way area is part of Harbourside s plans. If Harbourside does not V 7

59 V. Redevelopment Strategies progress, it is not cost-beneficial for the Town or CRA to make any improvements, leaving upgrades to wait until such time as new development takes place at the Harbourside site. The CRA should install a complete way-finding system along US-1, Indiantown Road and Coastal Way to direct pedestrians, bicyclists, and automobiles to key destinations within the Central CRA Area and the rest of the CRA. A standardized sign style should be designed, fabricated and installed. These signs should direct traffic to uses such as trailheads of the Riverwalk Events Plaza, Harbourside (once constructed), the movie theaters at The Shoppes of Jupiter, and to other key destinations in other sub-areas of the CRA, such as the Inlet Village or Burt Reynolds Park. The investigation into adding decorative street lighting to the roadway system in the South CRA Area should include areas of the Central CRA Area as well. Lighting that is uniquely Jupiter will draw attention from motorists and will help define the CRA area as a whole. There are sufficient utility networks to provide for future development. Future developments are required to underground utilities and there is ample land to provide for on-site stormwater retention and/or treatment, as may be required. Overhead utilities on the east side of US-1, as well as those on Coastal Way should be undergrounded where possible, to enhance aesthetics and provide safety in the event of severe weather events. Undergrounding should be required for new projects and although not a priority project, it should be undertaken in the event that the opportunity to do so occurs in conjunction with another utility or roadway project. Potential CRA Actions: a) Design and construct a wayfinding signage system for the roadway network. b) Install decorative lighting along US-1 and Coastal Way. c) Underground utilities along US-1. d) Underground utilities along Coastal Way. Development The Eastside Centers The properties on the eastside of US-1 in this area are fully developed and operating with little opportunity for additional development at this time. Often with suburban shopping centers at major intersections of a CRA, there is an effort to turn the property into a mixed use property with a parking garage to allow for maximum development intensity on the parcel. Liner buildings are added around the edge of the property and some sort of internal courtyard or pedestrian network without vehicular traffic is promoted. In the case of both the Jupiter Square and Shoppes of Jupiter Centers, the centers are maintained well, see significant traffic and are experiencing minimal vacant space (considering the economy). Given the plans to build the Harbourside mixed-use development across US-1f, it would be unwise at this time for any plans V 8

60 V. Redevelopment Strategies to convert these existing centers to anything other than what they are now. If one or both of these centers falter in the future and the Harbourside Project does not move forward, then the potential for conversion should be reviewed with the owners. The CRA needs to monitor the two existing large centers as well as the additional commercial properties in the area through the economic downturn to insure that these properties do not experience excessive vacancies, particularly their anchor spaces. Should anchor spaces begin to see vacancies that could threaten the health of the center, the CRA can fashion an incentive program for potential new tenants. This program could reimburse or cover the cost of permitting for the new business, additional impact fees or water/sewer connection charges that may arise due to a change in the occupancy. Such programs are utilized by other CRA across the state, but it is not advisable to provide such incentive unless absolutely necessary. As the business entity rarely owns the property, there is no way to protect granted funds through a lien or other legal instrument unless the property owner agrees. Therefore, the granting of funds to a business is a very risky investment. The CRA should keep the potential to create such a program available, but not utilize except as a last resort. Harbourside The proposed Harbourside Project would utilize almost all of the vacant land on the west side of US-1 through this sub-area except for a small parcel adjacent to the bridge along the Intracoastal Waterway. The project has great promise and the CRA has already agreed to participate in the project through an increment rebate to the property of an amount equal to 50% of the revenue generated from the property (up to $350,000 annually for 10 years). This is a precedent setting inducement for the remainder of the CRA and is a positive investment, as this project will generate significant new customer traffic in the area and will add significant taxable value to the CRA. The project should not require any additional incentive from the CRA. The future of this project will not hinge on the CRA s actions but the private credit market, as the project has been approved and the developers are now seeking financing. Should the project not be developed, the CRA should consider a similar increment rebate or other development inducement for a successor project that is similar in nature. The loss of this project will set the CRA s efforts back so it will be critical to replace it with another beneficial project as soon as possible. The CRA should work with the property owners, as well as network within the area to attract a new developer to undertake a similar catalytic, mixed-use development that will take Harbourside s place. The CRA will also need to monitor the two parcels just north of the Indiantown Road Bridge as they are not part of the Harbourside Project but within its area of direct influence. One parcel is vacant and the other containing a small office building. There is no need for the CRA to get involved in any incentive or other arrangement for cash development assistance for these V 9

61 V. Redevelopment Strategies properties. When development happens at the Harbourside site, these two properties will see significant development pressure. Development Liaison The most valuable and cost-beneficial support the CRA can provide to all of the property in this area is to assign a CRA staff person to be a Development Liaison. This person would be tasked with assisting the property owner(s) and any business seeking development approval or building permits. This assistance has the potential to increase the communication between the Town and applicant as well as provide an understanding of the government process in the Town. This program can reduce approval times and thus save the property owner/business owner a significant amount of time and money at minimal expense to the CRA. Potential CRA Actions: a) The CRA should continue its commitment to the Harbourside Project of an increment rebate for 15 years. b) Should the Harbourside Project not come to fruition, the CRA should work with the Harbourside property owners to network and find another developer to construct a mixeduse project at the site. c) The CRA should consider similar incentive rebates to a similar successor project should the proposed Harbourside Project not be developed. d) If significant square footage in the existing commercial centers in this area becomes vacant, the CRA should consider a business attraction incentive to assist property owners attract new anchor or key tenants. e) The CRA should appoint a staff person as a Development Liaison to assist property/business owners through the development approval process. The Riverwalk The Town/CRA has secured $1.6 million in grant funding to construct the Riverwalk through the Harbourside Area. The Developers of Harbourside have pledge to provide the required match for the funding and to construct the Riverwalk as part of their development plans. This would create the most active part of the Riverwalk as it would be accessible to those visiting the shops and restaurants at Harbourside. This would be mutually beneficial, as the Riverwalk will add value to the project bringing users of the Riverwalk to Harbourside with Harbourside providing a destination use along the Riverwalk. The parking at Harbourside would be utilized as a starting point for using the Riverwalk or for those whose destination is the Riverwalk Events Plaza. The addition of this segment would leave the planned US-1 crossing over the south Jupiter River Oxbow as the only missing segment preventing a full connection of the Riverwalk from Burt Reynolds Park to the Ocean. V 10

62 V. Redevelopment Strategies The concern for this segment is that the Harbourside project will not proceed within a timeframe that would have the Riverwalk segment complete prior to the expiration of the grants. The potential loss of $1.6 million in funding for this key section of the Riverwalk would significantly impair the ability to construct this segment in the future ($1.6 million representing approximately 2 years of current CRA revenue). Should it appear that the grant will be in jeopardy, it is critical for the CRA to advance the matching funding for this portion of the Riverwalk and to construct this segment. If the CRA needs to advance the funds and construct the project, the CRA should negotiate with the Harbourside developers to place a lien against the property, create a special assessment district or determine some other constructive way to recoup the advanced funding in the future from the developer, future developer or land owner(s). In the event Harbourside does not proceed, the constructed Riverwalk will aid marketing of the site to another developer. Having access to the Riverwalk, as well as not having responsibility to construct it, will be of some (albeit limited) benefit. Once constructed, this portion of the Riverwalk should also include appropriate wayfinding signage to indicate the location of other amenities along the Riverwalk and key destinations such as public restrooms, parking, the Events Plaza or the Jupiter Yacht Club. Potential CRA Actions: a) Advance the match for existing Riverwalk grants and construct the Harbourside segment, if necessary. b) Insure sufficient overflow parking for the Events Plaza at Harbourside. c) Design and install a wayfinding signage system for the Riverwalk. Catalyst Projects for the Central CRA Area The projects that would have the greatest effect on activity in this sub area are: 1) Completion of the Riverwalk from the Events Plaza to Burt Reynolds Park Area this project would create a Riverwalk that would only need a bridge across the Jupiter River Oxbow to go from Burt Reynolds Park to the Ocean. This segment would add value to the Harbourside project or, if the Harbourside project is not undertaken, amenities and value to future developers of the site. 2) Construction and Operation of the Harbourside Project this project is one of most important and potentially economic stimulating projects within the entire CRA District. Its completion, as envisioned, would be a regional draw attracting new customers to the CRA from a much larger marketplace than currently envisioned. It would also add significant on-site buying power through the inclusion of the 210-room hotel. All of these new customers would not only patronize the businesses at Harbourside but they would also overflow to other businesses within the CRA. If this project does not come to fruition, it is imperative that the CRA work with the property owners to secure another similar, mixed-use project for the site. V 11

63 V. Redevelopment Strategies Priority Items for the Central CRA Area While a number of potential CRA actions are listed above, the following is a list of items that should be given funding priority. For the Central CRA Area these projects are (in order of importance): 1) The CRA should continue its commitment to the Harbourside Project of an increment rebate for 15 years. 2) Advance the match for existing Riverwalk grants and construct the Harbourside segment, if necessary. 3) The CRA should appoint a staff person as a Development Liaison to assist property/business owners through the development approval process. F. The Burt Reynolds Park Area Public Infrastructure US-1 is the only roadway through this sub-area. It is in satisfactory condition at this time but there are no sidewalks along either side of the roadway which will significantly limit pedestrian movement between the Central CRA area and the Inlet Village for those not wanting to use the Riverwalk for this purpose (when it is completed through the area). Additionally, there are no pedestrian facilities on the US-1 bridges across either side of the Oxbow (from the north end and from the south end). FDOT does have replacement bridges planned and the Town/CRA has committed to work with the Department to provide pedestrian facilities across the south bridge. The CRA should work with FDOT to provide similar pedestrian facilities across the north bridge. The provision of pedestrian facilities on these bridges are far more cost-beneficial (to the Town/CRA) at this time than trying to provide the Riverwalk pedestrian bridge across the Jupiter River to the Inlet Village Area. The Riverwalk pedestrian bridge should be constructed, but the fixed bridge facility would provide an immediate relief and allow the pedestrian bridge to be delayed until other more cost-beneficial projects in the Inlet Village can be funded and constructed. Stormwater facilities may become an issue if any future development is required to make roadway improvements that include curb and gutter. The Town s Stormwater Utilities Map does not indicate any stormwater utilities in the entire Burt Reynolds Park area. The need for such facilities would come from new development and thus the CRA would probably have a need to get involved in providing such facilities if it were to develop a parcel in the area. Considering the limited amount of development on the island, there appears to be sufficient water and sewer mains to service existing and future development. These utilities are not anticipated to be a limiting factor to future projects. The CRA should insure that any other V 12

64 V. Redevelopment Strategies utilities (Cable, telephone, electric) are installed underground improving the aesthetics of the area. Potential CRA Actions: a) Continue to work with FDOT to install pedestrian facilities on the south US-1 Bridge when replaced. b) Work with FDOT to install sidewalks on both side of US-1 through the area. c) Work with FDOT to install pedestrian facilities on the north US-1 Bridge when replaced. d) Insure that all utilities placed on the island in the future are placed underground. Development This area, which is an island, is not particularly conducive for commercial or residential development due to its isolation and environmental constraints. This is not to say that such development wouldn t be profitable, but it would be awkwardly placed near the existing Park and such development would significantly increase vehicular traffic on the island. While the Town/CRA cannot control whether the privately-owned properties are developed for commercial or residential use, the CRA should not necessarily encourage such intense development. The island is better suited to be an attractor of additional visitors and potential customers of businesses in the CRA, particularly the Inlet Village area, by encouraging more boating access for the area. Palm Beach County has designs for the inclusion of a new marina at Burt Reynolds Park. This project is currently on hold due to budget constraints. The CRA should work with the County to find the best way to construct this marina while mitigating its impacts on the Jupiter River Park mobile home community across the river. This marina project would bring additional people to the area that would patronize local businesses, especially those located at the future Harbourside Project or future and existing businesses in the Inlet Village. Along these same lines, the CRA should investigate if there are other opportunities within this area to construct additional public boating facilities. There is a lagoon off the Intracoastal Waterway to the immediate northwest of the Town-owned Piatt Place property. This lagoon should be investigated for the potential of boat docking facilities. The Piatt Place property would then be an excellent location to provide upland-facilities such as showers, restrooms and parking. There may also be other opportunities on the privately owned land to the south of Piatt Place to provide public facilities and additional boating slips. Should additional boat slips not be allowable or if they would be too costly to construct under current environmental laws, the CRA should encourage public uses for the area such as an appropriate cultural facility or expansion of the Park (perhaps picnic facilities). These and other destination uses would bring additional visitors to the area that would patronize CRA businesses V 13

65 V. Redevelopment Strategies while not adding more commercial facilities/operations that are segregated from the remainder of the CRA and which would require visitation by automobile. There is discussion that the Harbourside developers would like to place overflow parking on the private properties at the southwest end of the island. Unless this is absolutely necessary for the development, the CRA should try to discourage this. Potential CRA Actions: a) Work with Palm Beach County to provide additional boat slips at Burt Reynolds Park and mitigate impacts on the Jupiter River Park mobile home community. b) Investigate the potential for the addition of a public boat docks in the lagoon area near the Piatt Place property as well as elsewhere around the island. c) If public boat docks are possible on the west side of the island, work with the Town to develop upland public facilities at the Piatt Place property (i.e. restrooms, showers, parking). d) If public boat docks are not possible seek to utilize the Town land to provide a cultural facility or other such use that would essentially expand recreational opportunities in conjunction with the Park. e) Work with the private property owners to seek alternative developments other than retail, office or residential on the properties. The Riverwalk There are currently no facilities of the Riverwalk installed in this area. There is an agreement with FDOT to include a pedestrian facility across the South US-1 Bridge over the Jupiter River Oxbow when FDOT upgrades the bridge within the next two (2) years. The CRA has committed to making additional improvements to the bridge and constructing a second phase of the project which will bring the Riverwalk under the bridge and connect to Burt Reynolds Park. The CRA has also allocated funds to begin design of a Riverwalk pedestrian bridge across the river to the Inlet Village. It will be more cost-beneficial in the short-term to work with FDOT to include pedestrian access across the US-1 Bridge when FDOT upgrades this facility in the near future. This is not to say that the pedestrian bridge across the river should not be constructed, but that if access can be gained across the north US-1 bridge, the pedestrian bridge can be delayed while funds are used enhancing and bringing more activity to the Inlet Village. The CRA should continue to pursue designs for the pedestrian bridge and easement along private property on the Inlet Village side, in case an opportunity arises where grant or other outside funding becomes available. The CRA must insure the legality of constructing the Riverwalk through the private property in the Inlet Village as the properties are part of the unincorporated pocket and are not part of the CRA. V 14

66 V. Redevelopment Strategies Once there is access to the island, the CRA should work with the County to integrate the Riverwalk through Burt Reynolds Park and to establish the Park as a major trailhead of the Riverwalk. Once the Riverwalk through this area is significantly complete, wayfinding signage should be installed at key locations to direct users to specific locations within the area including, boat ramps, restrooms and other locations on the Riverwalk and outside of this area such as the Inlet Village, Harbourside or the Events Plaza. Potential CRA Actions: a) Continue to work with FDOT to construct the south Jupiter River Oxbow crossing in conjunction with the south US-1 Bridge reconstruction. b) Construct the Riverwalk connection under the South US-1 Bridge to Burt Reynolds Park. c) Work with FDOT to include pedestrian facilities across the North US-1 Bridge to the Inlet Village Area. d) Continue to seek designs for the Riverwalk pedestrian bridge across the north portion of the Jupiter River Oxbow e) Seek grant funding for the construction of the Riverwalk pedestrian bridge across the north portion of the Jupiter River Oxbow. f) Construct the Riverwalk pedestrian bridge across the north portion of the Jupiter River Oxbow. g) Continue to purse easements on the private properties on Inlet Village side of the Riverwalk pedestrian bridge. h) Work with Palm Beach County to integrate the Riverwalk into Burt Reynolds Park. Catalyst Projects for the Central CRA Area The projects that would have the greatest effect on activity in this sub area are: 1. The construction of additional public boat docks/slips whether in Burt Reynolds Park or elsewhere around the island, the addition of boat docks/slips would encourage additional visitors to the CRA area. These visitors would patronize CRA businesses during their visits and add activity to the District. 2. The creation of pedestrian connections between Burt Reynolds Park and the Inlet Village it is important in promoting a pedestrian atmosphere to connect the Inlet Village area with the remainder of the CRA. This is also vitally important if additional boating facilities are added in the Burt Reynolds Park Area to get the boaters to businesses and other activities. V 15

67 V. Redevelopment Strategies Priority Items for the Central CRA Area While a number of potential CRA actions are listed above the following is a list of items that should be given funding priority. For the Burt Reynolds Park Area these projects are (in order of importance): 1) The construction of pedestrian access to the island over both the north and south sections of the Jupiter River Oxbow this will connect the island to locations in the CRA. 2) The siting and construction of additional public boat slips/docks around the island this will maintain a boating theme to the entire island and will attract additional visitors to the CRA that will patronize the CRA businesses (it is assumed if they boat to the area they will be walking to restaurants and shops). G. Inlet Village Area The Inlet Village is the area with the greatest unmet potential in the CRA. The area languished for a period of time and has had a recent resurgence with the inclusion/upgrading of several restaurant facilities in the area. It is important that the Town, property owners, business owners and restaurants move forward with a common vision for the area. This area was the focus of most of the discussions during stakeholder interviews and public meetings. This section is designed to bring together all of the input gathered and to suggest a theme for the overall vision, including ideas as to how to proceed in achieving the vision. Unifying Theme The Inlet Village area is the one of the oldest areas of what is now Palm Beach County. It has a long history starting with the Jobes tribe of Jeaga Indians, through the period of Spanish shipwrecks of the 1600 s and 1700 s, leading to European settlement. The area s later history as a transportation hub at the confluence of the Loxahatchee River, Jupiter Inlet and the Intracoastal Waterway was bolstered by the construction of the short-lived Celestial Railroad in the late 1800 s. Remnants of this history are still scattered about the Jupiter area with the most visible being the Jupiter Inlet Lighthouse, across the Inlet from the Inlet Village area. The River, Inlet, Intracoastal and the Atlantic Ocean are also a significant draw for outdoor adventurers. Opportunities to boat, fish and scuba dive abound in the area. Undeveloped areas including several islands can be reached from the inlet area by watercraft and provide a peak at some of Jupiter s natural areas. Finally, for those that wish to remain land-based, the County s Dubois Park and Carlin Park provide areas for a family day at the beach with beach access, picnic areas, sports fields, and other amenities. All of these amenities, most water-related, provide for a unifying theme for the Inlet Village as the base of operations to experience outdoor adventure with an historical flavor. The CRA V 16

68 V. Redevelopment Strategies should continue to develop this theme and encourage appropriate architecture and design based on a maritime theme related to the history of the Jupiter Inlet. This might include a more rustic looking streetscape in the area, particularly the main street at the suggested Lighthouse Promenade. Entrance features at either end of A1A leading into the area could be based on a Spanish galleon, schooner, or other historical maritime theme. The CRA should actively pursue tourism related businesses that would be based in the Inlet Village area. Charter fishing boats, dive boats and area boat tours should be encourage to run from a base of operations in the Inlet Village. Outdoor adventure operations can also be based from the Village as well. Kayaking tours of the area can be launched from locations at or near the area. Additionally, the CRA should promote historical and environmental education and tours through promotion of the Inlet Village as a base of operations for tours of the Jupiter Inlet Lighthouse, the Dubois Park property, the Loxahatchee River District s River Center at Burt Reynolds Park and guided environmental tours of the Loxahatchee or undeveloped natural areas along the Intracoastal Waterway. Partnerships with other eco-tourism related destinations in the area but not within the CRA or Town should also be explored. Marketing partnerships with facilities such as Jonathan Dickson State Park and the Loggerhead Marinelife Center in Juno Beach could be formulated to entice the significant number of visitors to these facilities the Inlet Village area during their excursions. The CRA should actively seek to create a central site for information related to tours and adventures (as well as information about the entire Inlet Village area). The best location for this would be the CRA-owned property next to Guanabanas restaurant. This possibility will be explored later in this section. The CRA should create a marketing plan that illustrates the unified theme for the Inlet Village, as well as the existing activities in conjunction with the existing outdoor-related businesses and government agencies in the Inlet Village such as: the Loxahatchee River Historical Society, the Loxahatchee River District, Palm Beach County Parks Department, U.S. Coast Guard (as they have jurisdiction over the lighthouse), the U.S. Dept of the Interior. The undertaking of such a plan will create a sense of cooperation among all of these entities and will help to solidify the direction of the theme and how the theme will be presented to the public. A marketing plan should devise methods to promote the theme to the public through published materials with a defining slogan or catchphrase as well as how the group and CRA can attract additional theme-related businesses and activities to strengthen the theme. Additional aspects that would promote the Inlet Village theme will be explored in the remainder of this sub-section. V 17

69 V. Redevelopment Strategies Potential CRA Actions: a) The CRA should develop the Inlet Village on a theme of Adventure and History. b) Work with related non-profit organizations, government agencies and related businesses, to assist in developing an Adventure and History-themed marketing plan. c) The CRA should develop a central location for information related to the theme and the Inlet Village as a whole. d) Additional theme-related businesses should be attracted to the Inlet Village area Infrastructure This area is one of the oldest in the Town and adding additional activity to this area will require some infrastructure planning and investment. If existing redevelopment plans were to come to fruition, there will be a significant need to expand and/or redesign some of the area infrastructure that will require upgrades/expansion of the roadway network, parking, storm water, and other utilities, as well as aesthetic enhancements to visible (above-ground) infrastructure. It is critical for the CRA to undertake these upgrades and expansions in advance of the redevelopment in order to prepare the area for increased development and prevent the lack of infrastructure from slowing development or adding additional costs to the private developers. Infrastructure Master Plan In order to understand all of the needs of the area, it is critical that the CRA undertake an infrastructure master plan. This plan can be completed in phases, but must be comprehensive, taking into account all of the existing infrastructure and future infrastructure needs in the Inlet Village Area. There is limited right-of-way in the area and a significant need to underground utilities, upgrade roadways, add parking, and landscaping. A comprehensive master plan would consider all infrastructure needs and design the infrastructure to reduce conflicts, minimize the need for additional easements and right-of-way purchases and begin planning for the most efficient program of construction. The plan should also be prepared with a design and construction plan that would eliminate or reduce issues that would impede redevelopment efforts and which would increase the safety of visitors to the Inlet Village. Stormwater The Town has already identified, through the 2007 Stormwater Master Plan, the need for additional stormwater improvements to serve redevelopment in the Inlet Village Area.. It is anticipated that stormwater will rely heavily on exfiltration trenches. It is also possible that more detailed plans can utilize other creative retention methods such as underground storage below V 18

70 V. Redevelopment Strategies grade of a future public parking lot or garage. Additional creative methods should be explored in an effort to create stormwater retention and storage areas that can be used as shared facilities with private development or among private developers. This would allow the private development to maximize the use of their land without having to create large surface retention areas or underground storage vaults/systems. The suggested infrastructure master plan for the Inlet Village must also contemplate a need for curb and gutter along roadways that would lead to storwater retention areas rather than the current use of swales for drainage. While the public indicated in public meetings that they are not necessarily in favor of curb and gutter systems, there are locations within the CRA where they are necessary for safety and to insure that water is properly stored. Not utilizing roadway swales as a surface drainage system would increase the need for other storage methods. The stormwater filtration and retention facilities at the ends of Love and Clemons Streets should be relocated or redesigned to allow for public access in these areas. The street ends provide for significant vistas across the Inlet and cannot currently be traversed due to the nature of the stormwater facilities. Overall, the infrastructure master plan for the Inlet Village should include stormwater facilities for any planned roadway surfaces, other impervious public space, and should also be designed to maximize excess capacity that can be utilized by private developments. If constructed with additional capacity, the CRA should develop an inducement program that would offer excess capacity as an incentive to get the type of development or users contemplated by this document and/or the Community Redevelopment Plan (see Section VI for more) Roadways The Roadway network through the Northern Inlet Village area is in need of expansion in certain areas to connect existing and future roadways. The Town s Comprehensive Plan contemplates two east-west crossings to make a grid of the roadway system in this area that is now just the north-south roads of Yarborough, Love and Clemons Streets. There is a need for these east-west crossings to insure that vehicles, particularly delivery vehicles, can utilize circular routes through the area, eliminating the need to turn around on the narrow streets. These new streets need to be included in the proposed infrastructure master plan. Palm Beach County has also requested that the Town expand A1A through the Inlet Village to two lanes in each direction. This proposal has capacity benefits but would severely impact safety and functionality as the CRA seeks to promote a pedestrian friendly area throughout the Inlet Village. An expanded A1A would lead to increased traffic through the area and more conflict between motor vehicles and pedestrians. Instead, the CRA should seek to include on-street parking in the area as well as several well-defined pedestrian crossings. This would decrease pedestrian / motor vehicle conflicts, increasing safety along the roadway, as well as increasing parking capacity. V 19

71 V. Redevelopment Strategies The lack of a direct connection between Dubois Park and the Inlet Village also presents a glaring need in the transportation network. In order to get to the park, one must drive A1A to Jupiter Beach Road then take Jupiter Beach Road to Dubois Road. This circuitous route creates a disconnect between the park and the Inlet Village area. A connection to Dubois Road can be made through the end of Parkway Street. There is an existing right-of-way at this point; however, it needs to be expanded. The creation of this connection will help to identify Dubois Park with the Inlet Village as well as making it easier to get to. On-street parking should also be considered when planning infrastructure. There are opportunities along A1A and other locations for on-street parking, which would provide needed parking in the area. Additionally, on-street parking along A1A would have a calming effect on motorists (causing them to slow down) and create a buffer between moving vehicles and pedestrians. The infrastructure master planning efforts should look at all of the roadways and investigate the need for additional connections or street widenings, as well as bring all of the aforementioned issues together in a single plan that considers the impacts of additional roadways on stormwater and other infrastructure systems. Sidewalks Healthy activity centers have one thing in common safe and convenient pedestrian connections. The Infrstructure Master Plan must contemplate the need for additional sidewalks in the Inlet Village area. Efforts of the CRA must be focused on creating a pedestrian friendly environment throughout the area. This can only be accomplished if there is a complete network of sidewalks on both sides of the public streets throughout the area. Many of the streets do not have sidewalks on both sides, often because the right-of-way is not large enough to accommodate them. The Master Plan must identify where there are insufficient rights-of-way and where sidewalks should be upgraded, particularly in areas where pedestrian traffic is expected to be highest (Love St., Yarborough St., Clemons St. and A1A). Other Utilities There appears to be sufficient water and sewer infrastructure through the Inlet Village Area. However, the Infrastructure Master Plan must ensure there is future capacity within the existing water and sewer systems. One of the most disappointing situations in redevelopment is to build a new roadway or landscaping of rights-of-way and then dig it all up to replace failing water or sewer lines. Other utilities in the area (telephone, cable, electric) are located overhead in some locations in the Inlet Village. In the Yarborough, Love, Clemons Street Area some of these utilities can be V 20

72 V. Redevelopment Strategies found running through the middle of the block (rear yards). While this is less visible, when redevelopment happens and the entire block is taken up by development, the utilities will need to be undergrounded in there current location or relocated. Streetscape The Infrastructure Master Plan must include a streetscaping design. The Inlet Village is devoid of public space landscaping (both softscape such as plants and hardscape such as decorative lighting). The streetscape design should be part of the Infrastructure Master Plan, as locations for public facilities and plants have a potential to conflict with underground utilities. Conversely, efforts should be made when planning the underground utilities to insure sufficient locations for landscaping. Wayfinding signage and decorative street lights should also be included in the Master Plan. The street lighting should be designed and installed with other roadway improvements. Wayfinding signage can be installed as soon as a design is chosen and signs can be constructed as the potential relocation of the signs would not present a significant expense in the future. Potential CRA Actions: a) Create an Infrastructure Mater Plan to address the needs of all infrastructure of the Inlet Village and insure that conflicts between systems are avoided. b) Design and construct stormwater facilities with sufficient capacity for public facilities as well as future private redevelopment. c) Utilize additional capacity in the new stormwater system as a development inducement. d) Redesign/relocate stormwater retention/filtration systems at the terminal ends of Love and Clemons Streets to provide visitors access to views of the Jupiter Inlet and the Lighthouse. e) Ensure the roadways portion of the Infrastructure Master Plan contains provisions for the design and construction of the Comprehensive Plan required east-west connector roadways between Yarborough and Clemons Streets. f) Design and install pedestrian crossings across A1A. g) Construct an extension of Parkway Street to connect with Dubois Road. h) Identify and acquire locations where additional right-of-way is needed. i) If the Infrastructure Master Plan will take more than a year to develop, the CRA should install street trees in the Northern Inlet Village Area. j) The CRA should design, construct and install wayfinding signs for the Inlet Village Area to direct visitors to key destinations in the area such as public parking and restaurants, as well as key locations elsewhere such as the beach or Burt Reynolds Park. k) Work to install or construct upgrades to rights-of-ways to provide for roadway improvements, on-street parking, stormwater drainage, streetscaping, and undergrounding or capacity expansions for utilities. V 21

73 V. Redevelopment Strategies Off-Street Public Parking Parking is more of a public concern in the Inlet Village Area than it is in any other area of the CRA. The area was clearly not originally laid out with the thought that there would be large numbers of automobiles coming to the area. As some new development has occurred, particularly restaurants, large, land-consuming parking lots were built to support them. These lots dominate several lots in the area. The majority of the remaining properties are quite small in relation and if redevelopment, would not be able to provide adequate parking without creating more large lots. The CRA is currently operating a surface lot at A1A and Love Street. This lot is not a permanent solution as it takes up too much valuable land in the area where the Lighthouse Promenade is suggested. The CRA, residents, property owners, and business owners have long talked about the potential of a parking garage to alleviate parking shortages and to free up some of the existing private parking lots for future development. During the public input sessions several areas where suggested for the parking garage including: the site of the current surface lot, the Colonial Bank Building parking lot at US-1 and A1A, the Town-owned lot (Piatt Place) across from Burt Reynolds Park on US-1, and the Seasport Marina site in the Inlet Village. Most of these options have significant limitations to their development. The existing site would impede future development of the Lighthouse Promenade and would leave a large structure with minimal activity at a key location in the center of the Northern Inlet Village Area. The Colonial Bank Building would be a good location however it is in an unincorporated pocket of the County and is not a part of the CRA. Current CRA statutes are gray on the ability to spend CRA money outside of the boundaries of the CRA. Past interpretations of the statutes were that such a project could not be funded. Recent interpretations have led some communities to proceed with expenditures outside the boundaries; however, no CRA has made a major expenditure due to the lack of clarity on the law. The Town-owned lot (Piatt Place) is not a good site due to its distance from the Inlet Village and currently, the lack of pedestrian access. Lastly is the Seasport Marina site. This site is a viable option if the property can be purchased. It is in the CRA and it is located adjacent to the area of greatest activity and greatest anticipated activity in the Inlet Village Area. The site s location, directly adjacent to the bridge, would render it unimposing when viewed from US-1 and would keep it from overshadowing building in the center of the area. The site could be designed to include a parking garage that would span most of the site; however, the site plan could continue to include a working marina. Some boat storage V 22

74 V. Redevelopment Strategies could remain on site and the northern end of the garage could be designed to include indoor boat storage as well. This would work well with the need for a garage and also a desire stated by the public and stakeholders during public input that they would like to see the marina remain. The marina could be expanded or the garage made larger if appropriate space were allocated for parking for Jetty s and the portion of their parking lot adjacent to the Seasport Marina could be obtained. Additionally, with frontage along Yarborough Street, the ground floor of the garage could be turned into retail space allowing continued activity at the street level. The only other option for parking in this part of the Inlet Village would include requiring below-grade parking under each new building constructed. It has been indicated that elevations in this area would support this type of parking; however, it is unlikely that it would be affordable to developers and it could inhibit smaller projects due to the cost. If additional development occurs in the Southern Inlet Village Area, a need for additional public parking may develop in this area. If such a need occurs, it is unlikely to require a large number of spaces as the area is fairly well developed and new uses will most likely not be as dense or commercial in nature as those in the Northern Village Area. Several of the vacant lots in the Southern Inlet Village Area would be appropriate locations for a small public lot with one of the most promising sites being the retention area located at the northwest corner of Parkway Street and A1A. Should sub-grade water storage vaults be able to be installed at this site, a surface parking lot could be constructed over it. The CRA should keep this option open should it be needed in the future. (See Map 5-1 for potential off street parking locations). Potential CRA Actions: a) Acquire an appropriate location for a public parking garage, ideally the Seasport Marina site and potentially a portion of the Jetty s parking lot. b) Design and construct a parking garage for maximum integration into the Inlet Village Area. c) Monitor needs for parking in the Southern Inlet Village Area as development occurs. d) Acquire land for and construct a surface parking lot in the Southern Inlet Village Area if necessary. Development (NOTE: any suggested developer inducements are described in detail in Section VI- Inducements.) V 23

75 MAP 5-1 POTENTIAL OFF-STREET PARKING LOCATIONS V. Redevelopment Strategies V 24

76 V. Redevelopment Strategies Seasport Marina/Jetty s The Seasport Marina site has been identified as a potential site for a parking garage. This would be the best location for such a use and if a portion of the Jetty s parking lot could be acquired simultaneously, retail spaces could be included in the ground floor of the parking garage. This would add additional retail activity and ensure the street remains active instead of having dead or open space that would not invite people to walk past this area. Another option is to create studio spaces for artists instead of retail space. This would encourage the addition of the arts to the Inlet Village Area which can be a major draw. The addition of public parking would negate the need for significant on-site parking and maximize development potential in the area, as well as make some projects financially viable. Lighthouse Promenade The Community Redevelopment Plan suggests a mixed-use project called the Lighthouse Promenade. It contemplates a main street with a clear view of the Lighthouse and contains pedestrian scale buildings with a mix of shops, offices and perhaps some residential. This is envisioned by all as the signature project for the Inlet Village Area and a major draw of visitors to the area. The project outlined in the CRP is actually for the CRA to undertake construction of the main street which is currently an unimproved right-of-way between the CRA s Love Street Lot and the Crab House lot and building. The CRP envisions a road with two-way traffic and wide sidewalks for pedestrian access. The CRA should amend this view to consider more of a pedestrian promenade with no or very limited vehicular traffic. The right-of-way in the area is limited and the lack of an open road would encourage patron to park and get out of their care as soon as they were to enter the Inlet Village rather than drive the Lighthouse Promenade looking for a space. It will also be difficult for the larger scale project to be developed in individual pieces under individual ownership. Fortunately, there are only three properties that make up the propose location for this project: the CRA-owned Love Street parking lot, the Crab House restaurant, and a partially used parcel owned by Severn Jupiter, LLC (according to the Palm Beach County Property Appraiser, although an internet search indicated this property had been the subject of foreclosure action by Bank Atlantic). Not included in these three properties is an existing rightof-way down the middle of the block that would create the pedestrian promenade to the water. For the construction of this project to take place it is recommended that a single developer be brought in to build it. To this end, the CRA should make every effort to assemble these properties and find a developer willing and able to undertake the project. This assembly can be in the form of land acquisition by the CRA, acquisition of transferrable purchase options or a CRA-managed, self assembly of the land by the CRA and the other two owners (please see Section VI Financial Inducements for an explanation of each activity). This would greatly facilitate the development of the property as envisioned. V 25

77 V. Redevelopment Strategies Whether the land assembly options are undertaken or not, the CRA should have a conceptual design prepared that follows its vision for the site. A design, indicating the potential amount of square footage, site needs for drainage, parking, or other requirements would assist the CRA in conveying its vision to the public and to potential developers. Additionally, it would be easier for potential developers to understand the scope of the project with this information. The CRA may need to provide other inducements to encourage development of this project. There is potential for the CRA to write down the cost of its own land at this site, add any impact fee-offsets/credits it may obtain from infrastructure work done in the area, and offering excess capacity in any stormwater retention system(s) the CRA constructs could also be inducements to insure this project s viability. Love and Clemons Street Should the Lighthouse Promenade be constructed, these properties will escalate in value and will be assembled and redeveloped by private parties; therefore, the CRA need not be immediately concerned with the properties in these blocks. This will put pressure on the residents of this area to sell and relocate. The multi-story office building on this block will probably remain the elephant in the room as it exceeds current Inlet Village development regulations, but the building is new enough and has enough tenants that it is unlikely that redevelopment of the site will happen anytime soon. The CRA may need to acquire some property in this block for the east-west access roadways (outlined in the above in Infrastructure ). Suni Sands Mobile Home Park The CRA needs to be prepared should the owners of Suni Sands choose to sell their property. There is no indication that this will happen soon, but it is likely to happen at some point. It is also likely that any new owner would be interested in converting the property to permanent structures. Should this be the case, it would be appropriate for the CRA to support a Future Land Use change and a zoning change to encourage more mixed use development of the property. If the Lighthouse Promenade comes to fruition, this property would be an excellent location for additional restaurants and retail shops mixed with some residential properties or a hotel. The CRA should be prepared to utilize its package of development inducements to encourage appropriate development on the site, however there is no need for the CRA to speculate more about the site or prepare a package of inducements for this to happen at this time. Saturn Street Residential Properties No changes should be contemplated for the residential uses currently located on the north side of Saturn Street. These residential properties are well maintained and it is important for some residential to remain in the area. East of A1A - Saturn Street to Jupiter Beach Road V 26

78 V. Redevelopment Strategies The majority of properties in this area are developed as professional office uses. Many of the properties are condominium offices and they are well maintained, thus there is limited potential for redevelopment at this time. The single family residential properties along the private Sandy Oaks Drive area also stable uses that do not require any involvement by the CRA at this time. There are, however, several vacant parcels in this area that would be appropriate for development: the three (3) acre site at A1A and Parkway Street and the 2.4 acres site between A1A and Dubois Road just north of Jupiter Beach Road. Overall, these sites are somewhat constrained by the surrounding land uses. Both sites would benefit by new uses along the waterfront on the other west side of A1A. Some potential uses, given current conditions, are presented below. The three (3) acre site is a narrow but deep lot. The A1A frontage could be an appropriate location for a bed and breakfast or a restaurant location. Should it become a restaurant, it should be limited to meal hours and not have the potential to be transformed into a nightclub due to its proximity to residential and the lack of nighttime activity on surrounding properties. A restaurant would cater more to beach goers and employees in the surrounding offices. These uses would be more appropriate if development happens across A1A along the Jupiter River Oxbow first. Absent of these uses, this site is limited in the potential use because it is surrounded by professional office. One other potential use would be to construct a CRA-supported artist colony that would include live-work studios. This would provide additional residential to the area while adding a creative industry that has the potential to draw visitors. The type of artists recruited for such a facility would be up and coming and thus the CRA would need to subsidize the project through any of the potential development inducements. The 2.4 acres site is better suited for development, as it width and depth are more proportionate and the site is located further away from the heart of the professional office sites. This site might be suitable as a hotel location. While it is located away from the action of the Inlet Village, it is well positioned between the restaurants and the beach. A small boutique hotel catering to a more resort like atmosphere might work on this site. It is unlikely however, that this site would be high on a list of potential sites in the current economy. Hotels are currently seeking more centrally located sites or sites like this one that are more mature and the activities of the area have already been developed and are up and operating. A complex catering more to beachgoers and the surrounding office users would also be suitable for this location. Appropriate uses for such a complex might include a restaurant/café with limited hours, a graphics/print shop, a beach sundries shop, a sandwich shop, or other take-out style food. Waterfront properties along A1A Most of the properties between Jupiter River Park mobile homes and the CRA-owned lot next to Guanabanas are currently underutilized. Several of the parcels contain single family homes; V 27

79 V. Redevelopment Strategies however, only one of these properties is currently a homesteaded property. The other homes are likely investment properties. It is important that these parcels be developed to utilize the waterfront locations to their highest potential. The most appropriate use for these properties would be lodging accommodations. The area should not contain large hotels, however small boutique inns or larger bed and breakfast facilities would be ideal for any of the waterfront properties. Such a use would buffer the residential properties to the south from the more active uses to the north. These properties might also be appropriate for more active river uses such as a retail outfitter with a canoeing/kayak launch and river tours. These sites would also be appropriate for mixed use buildings which have more residential uses than the retail or office uses. The waterfront area would also be appropriate for a café or coffee shops along with some smaller retail facilities. CRA Marina Property The CRA Marina property presents some interesting issues as it should be a focal point of activity and the central gathering place in the Inlet Village Area. It needs to be the place where events are held that attract new visitors particularly families. The greatest problem with the site is that it is small for what should be happening on the site. The site is ideally situated to house a museum/information center where the public could obtain information on eco-tours, fishing and diving opportunities, and lodging facilities in the Inlet Village. The site should also serve as a unifying museum with exhibits on the history of the Inlet and the lighthouse as well as on the Loxahatchee River eco-system (as a promotion for the Lighthouse Museum and the River Center), but the main exhibit should focus on the Celestial Railroad. The Railroad s history is not the focal point of any other museum in the area and it is one of the most interesting aspects of the area s past. The exterior of the building might include a small parking lot and open space that could host an art fair, green market or other small festival or event. Additionally, the site should be designed to be as interactive as possible for children, perhaps with an interactive playground or water feature, or replica small-scale locomotive. This CRA Park should host regular, family-friendly events and private functions (outside of high traffic periods). The CRA should try to acquire some additional land to the southeast of the CRA Marina site. This would allow for the multitude of uses suggested (and perhaps more), as well as allow for another need in the area. The CRA should try to make an effort to convey part of their land to the existing restaurant to the west. This should not be looked at as special treatment for this facility but instead should serve as insurance to make sure the property remains marketable should the existing business fail. Currently, the adjoining property has no kitchen facility and no land to add such space. If the current owner on the site were to leave or fail, the site would have no real viable use. It would be a restaurant site with no parking and no kitchen. In this case, it is likely that the site would sit vacant for a period of time and redevelopment would require V 28

80 V. Redevelopment Strategies demolition of the entire facility. The allowance of a small portion of land would enable the facility to construct a kitchen facility and insure continuous operation of the site as a restaurant. Water-Based Uses The CRA should make every effort to find locations around the Inlet Village to construct additional public boat slips to promote boating in the area. The CRA must determine an appropriate package of inducement to attract tourism-related marine uses. The most appropriate uses would include charter fishing operators, dive boats and tour boats. These users would need minimal land-based space but could be a significant draw for visitors who would use the waterbased services and potentially stay to spend money at the local retail or restaurant establishments. These types of users are also prolific marketers to their target audiences. Their marketing materials would also be indirect promotions for the Inlet Village and its theme of adventure and history. Land Acquisition There are a number of key projects in the Inlet Village area that require the development or redevelopment of land. If the CRA wishes to insure the project it desires are developed and/or it wishes to get those projects completed more sooner than later, then the CRA must begin to acquire land. The best way to control what happens on the properties in the Inlet Village is to own them. The CRA can purchase property and release a Request for Proposals for the development of the property as the CRA see fit. The development contract with a selected developer can include any conditions the CRA may wish to impose from the architectural style of buildings to the uses allowed in the development. Purchasing property may tie-up CRA funds for a period of time, but these funds can be recouped upon the sale of the property to a selected developer (unless the CRA sees fit to write-down the cost of the land as a development inducement). At the writing of this Implementation Plan, land is at its lowest prices in several years and prices are not expected to increase soon. Additionally, interest rates on borrowing is at historical lows. The CRA can take advantage of these conditions and acquire land for the catalyst projects in this area (i.e. a parking garage, Lighthouse Promenade, a hotel-inn, or additional land for the CRA Marina). CRA Potential Actions a) Prepare a conceptual design for the Lighthouse Promenade. b) Participate in land assembly for the Lighthouse Promenade through land purchase, acquisition of transferrable options to purchase or through a self-assembly process. V 29

81 V. Redevelopment Strategies c) Be prepared to assist a future buyer of the Suni Sands Mobile Home Park design, develop, and obtain approval for an appropriate mixed-use project. d) Assist property owners of vacant land along A1A (on both the east and west sides) in developing their properties with desired and/or appropriate uses. This would include the use of development inducements. e) Develop the CRA Marina site to include a museum/information center, child-friendly interactive playground area, and a parking lot and/or open space that can be used for outdoor art fairs, a green market or other festivals and events. f) Seek additional land to the southwest of the CRA-owned land to expand the potential uses in the CRA Park g) Seek to convey a small piece of CRA-owned land to the property owner to the west of the site to construct a kitchen for the existing and future restaurant uses on their property. h) Acquire key properties in the CRA while land values are low and interest rates are low. The Riverwalk The Riverwalk is not complete and is not constructed in the Inlet Village area. In addition, none of the waterfront property needed for the completion of the Riverwalk in this area has been acquired through purchase or easement. Several key property owners along the proposed Riverwalk alignment adjacent to the Jupiter Inlet have indicated they are not willing to participate with the Riverwalk at this time. The CRA should, over time, work with property owners through the redevelopment process to acquire easements. However, construction of the Riverwalk is not critical in the Inlet Village. Potential CRA Actions: a) Work with property owners to acquire easements for the Riverwalk as redevelopment occurs. Catalyst Project(s) for the Inlet Village Area The projects that would cause the greatest affect on activity in this sub-area are: 1. Design and construction of infrastructure, particularly a stormwater retention system and facilities along A1A. 2. Construction of a Parking Garage at the western end of the Northern Inlet Village Area. 3. Construction of the Lighthouse Promenade. 4. Build-out of the CRA Marina site into a museum/information center, interactive park, and area for outdoor festivals and events. V 30

82 V. Redevelopment Strategies 5. Develop a marketing plan based on an adventure-history theme in conjunction with local non-profit organizations, governments, and related businesses. Priority Items Inlet Village Area While a number of potential CRA actions are listed above, the following is a list of items that should be given funding priority. For the Inlet Village Area these projects are (in order of importance): 1) Create an Infrastructure Master Plan to address the needs of all the infrastructure of the Inlet Village and ensure that conflicts between systems are avoided. 2) Acquire land for any of the key projects in the Inlet Village 3) Acquire an appropriate location for a public parking garage, ideally the Seasport Marina site and potentially a portion of the Jetty s parking lot. 4) Design and construct a parking garage for maximum integration into the Inlet Village Area. 5) Participate in land assembly for the Lighthouse Promenade through land purchase, acquisition of transferrable options to purchase or through a self-assembly process. 6) Seek additional land to the southwest of the CRA-owned land to expand the potential uses in the CRA Park 7) Develop the CRA Marina site to include a museum/information center, child-friendly interactive playground area, and a parking lot and/or open space that can be used for outdoor art fairs, a green market or other festivals and events. 8) If the Infrastructure Master Plan will take more than a year to develop, the CRA should install street trees in the Northern Inlet Village Area. 9) The CRA should design, construct, and install wayfinding signs for the Inlet Village Area to direct visitors to key destinations such as individual restaurants and key locations elsewhere such as the beach or Burt Reynolds Park. 10) Prepare a conceptual design for the Lighthouse Promenade. 11) Design and construct stormwater facilities that have sufficient capacity for runoff from public facilities as well as potential private development. 12) Assist property owners of vacant land along A1A (on both the east and west sides) in developing their properties with desired and/or appropriate uses. This would include the use of development inducements. 13) Seek to convey a small piece of CRA-owned land to the property owner to the west of the site to construct a kitchen for the existing and future restaurant uses on their property. V 31

83 SECTION VI Financial Inducements VI 1

84 VI. Financial Inducements A. Purpose The main objective of the Jupiter CRA is the elimination of blighting factors found prior to the CRA s creation with a goal of increasing activity in the area, enhancing tourism, enhancing the quality of life for residents and increasing the tax base of the area to lessen the financial burden on those in the entire Town. Additionally, the Community Redevelopment Act (Chapter 163 Part III, Fla. Stat.) specifically indicates that it is the role of a CRA to undertake activities that promote private investment There are several catalyst and/or key projects that, should they be undertaken, would promote and attract additional development and redevelopment projects. These projects would further the CRA s goals of promoting tourism and activity in the CRA district as well as enhance taxable values in the district. This is particularly applicable to the Inlet Village area. It is appropriate for the CRA to encourage and promote the construction of these key projects through financially prudent inducements as the completion of these projects will reduce the need for public investment in additional projects. It is more difficult for the initial projects to get financing as there is a limited track record for the types of projects sought. The private capital market utilizes measurements of the existing marketplace as well as performance of existing projects in their determination of whether to finance a new project. Various types of inducements can reduce the investors/lenders risk and/or reduce the project s costs. This makes it more likely that private capital market will participate and it increases the chance that the project will have a sufficient return on investment to justify its undertaking. If inducements are considered for a project, the project should be reviewed by the CRA in terms of the value of the project to the area. This review should include all benefits such as increase in tax base, number of jobs created, levels of pay of jobs created, potential spin-off effects and other governmental revenues generated by the project. The review should also include the need to provide additional incentives beyond what may already be available and whether these incentives should be in a monetary form or some other form. There are several means by which the Jupiter CRA can offer inducements to private projects to encourage the development of desired projects or location of desired businesses types to the CRA. All of these methods should be considered with various development project presented to the CRA. These inducements may include (but not be limited to): B. Development Inducements Direct Cash Through this method, the CRA would offer a direct monetary amount to the business or developer to be paid at one time or over time and not associated with any aspect of the construction or the business but is merely a payment for building or locating in the CRA. This type of incentive is not advisable as risk levels are high. The CRA is not actually purchasing anything or taking ownership of anything through this type of incentive. A return might still VI 2

85 VI. Financial Inducements happen with new construction due to the payment of property taxes, but there would be no return if granted to a business that does not ultimately open or stay open within the district. This type of inducement reduces the cost of a project for the developer or business thus making it more likely they will build and/or locate in the CRA. Loan Guarantees The CRA could guarantee a portion of loans or all or a portion of the interest on loans by developers or businesses from banking and other financial institutions. A guarantee by the CRA to pay a portion of a loan or its interest would reduce the risk to the lender and thus bring down the interest rate or other fees/costs associated with the loan. Loan guarantees could be used as an inducement to attract developers to desired projects or to assist desired business types to locate within the CRA. Cost of Land Buy-Down The CRA purchases land and either gives the land to a developer or writes-down the cost and sells the property at below-market rates. Another possibility in this category is for the CRA to retain ownership of the land and lease it to the developer at advantageous rates. A donation of land or the below-market sale would directly reduce the overall cost to the developer. The CRA can put deed restrictions or other conditions upon the development in exchange for this donation (i.e. types of uses allowed, design or other amenities over and above those required by land development regulations). If the land were leased, this could reduce the cost of the land over time and eliminate the need for any up-front payment thus freeing up funding for other aspects of the project. Deed restrictions and conditions over and above those required by land development regulations can be implemented as in the donation of land and all costs associated with the land and its use can be passed along to the developers while the CRA continues to hold the asset in the long term. Land Assembly Similar to the buy-down of land, assistance can be provided with land assembly. There are projects that would not be viable without sufficient land. Often parcel assembly makes a desired project viable. If there are projects of this type that the CRA feels should be undertaken, it can begin to purchase land appropriate for the assembly with the intent of selling it to a developer at a later time. In some cases, the assembled land may have a lower market valuation than the sum of the purchasing of all of the individual parcels. This would require a write-down or donation of key pieces. Land can also be assembled through a CRA negotiation of price and CRA obtained and transferrable Options to Purchase. An option to purchase is just that, an agreement that the CRA can purchase the property at a fixed amount at a later date. The transferrable nature of these VI 3

86 VI. Financial Inducements would be that the CRA could assign their option to another party at any time without jeopardizing the deal. This would allow the CRA to have the purchase committed at a set price, but not have to actually come up with the funds to purchase the property. The private party to which the options are transferred would be responsible for the actual purchase. This can be a risky method as payment is usually made to the property owner for the exclusive right to purchase the property and the options would expire. This is a good method when the CRA is soliciting a Developer RFP as it shows the land is available for purchase and it establishes the cost of the land. Developers could obtain appropriate, assembled land areas reducing their need to assemble properties. Assembly can be a time consuming activity and the carrying costs of the land can be significant. CRA ownership would reduce this cost. This and potential write-down of the property reduce up-front costs for the developer. The CRA could start assembly for the type of project(s) it desires thus insuring that they happen in a more timely manner. The CRA can put deed restrictions or other conditions upon the sale or leasing of any land added to an assembly by a private party or to the entire of several parcels assembled by the CRA itself. Land Assembly Coordination (Self Assembly) Another aspect of land that the CRA can get involved with as a strategy is to coordinate the efforts of one or more land owners in assembling parcels or getting the parcels developed by a third party in a manner consistent with the Community Redevelopment Plan. This is done by getting one or more land owners to agree to a sales price or other terms and then the CRA releasing a Developer Request for Proposals (RFP). This RFP would seek developers that would be willing to develop a project as envisioned and would be willing to pay the agreed upon price for the land and other conditions (i.e. a restaurant owning the large parcel it occupies might put a price on the land and require that they have a 50 year lease for 8,000 square foot of restaurant space in the new project). The CRA would take on the expense of the legal work necessary and the search for the developer and, if appropriate for the right user, right down the cost of the land purchase. This is a method by which business owners can sell their land but still remain on the property. Additionally, they can downsize or upsize the space they currently have and put their own conditions on other uses. It also allows the potential for single-use properties to be rebuilt with multiple users that would attract more potential customers. The CRA only has costs associated with legal work, advertising and staff time. This process can be time consuming but there may not be any other inducement in the deal. The CRA could choose to add land buy-down or any other inducement into the deal, but it may not be necessary. VI 4

87 VI. Financial Inducements Funding/Undertaking of Roadway or Other Infrastructure Improvements The CRA could undertake improvements to infrastructure such as roadways, water, sewer, or stormwater and work with the Town/County to create a pool of credits based on value of the improvements or increased capacity to the infrastructure system. These credits could then be transferred at no or reduced cost to developers or businesses to offset impact fees or other requirements related to those infrastructure systems. The granting of reduced-cost or no cost credits reduces up-front costs to the developer or business while insuring infrastructure maintains capacity to serve existing and new users. The CRA could put restrictions or conditions upon projects or businesses that are offered credits through this program. The credits could be offered for specific types of development or specific types of users. Payment of Impact, Permit, or Plan Review Fees Payment of these types of fees are usually done by reimbursement of fees paid and is a method to measure a potential grant to write down costs. The payment of impact or service fees can be advantageous when trying to attract certain users that have a high impact on infrastructure. This is particularly the case with restaurants as they have high water-sewer impacts and connection charges and fees for these utilities can be a significant up-front cost for these users. The payment of these costs reduces up-front cost to the developer or business owners allowing for greater working capital when first occupying a new development or working capital for a business. The CRA can induce specific users through this type of inducement potentially making them available to certain business types or for specific development programs. Conditions and restrictions can be placed upon any development or business as a condition of any agreement to pay. Payment for Elements Allowing for Zoning Bonuses Under the Town s existing zoning bonus program, the inclusion of Town-desired elements, such as public spaces, or certain design features, or elements of the Riverwalk, allow a property to have an increased density. The CRA could devise a program to reimburse developers/property owners for the construction of such desired elements. This would not only insure that these public elements are provided across the CRA but would allow for more efficient use of land and increased property values. The developer has up-front costs reduced while also allowing for additional use of the land which will increase future revenue. The CRA is assured of getting specific elements for public use or enhanced appearances that it desires while also allowing for projects that would have a greater taxable value due to the VI 5

88 VI. Financial Inducements enhanced use of the land. Restrictions and conditions over and above what the zoning bonus program requires can be requested in funding agreements. C. Staff Development and Marketing Assistance CRA Development Liaison One of the few inducement items to have the highest cost-benefit ratio for the CRA and still have significant benefit to business owners, property owners and developers in the district is the provision of a staff person from the CRA acting as the liaison or point person for projects. This individual, who should have knowledge of the development process, would be responsible for coordinating permit reviews and approvals from the local governments. The liaison would insure that such reviews or permits were moving as quickly as possible through the approval process and would communicate informational needs to the developer/business and their representatives. This process can save a company tens of thousands of dollars at very minimal expense to the CRA having a greater affect on the bottom line than most any cash inducement. Businesses, property owners and developers benefit by having a single point for questions and understanding of past interpretations of codes and other regulations. Projects move through the review process smoother and much quicker with this system. This can significantly reduce review times and save the petitioner tens of thousands of dollars in lost productivity and/or carrying costs. The CRA sees projects happen quicker with decreased tension between project owner and government staff. This promotes the CRA as a location to get a project done quickly and with minimal unanticipated obstacles. This service is an excellent public relations tool when it works correctly and as anticipated. Marketing Assistance CRA staff can also be instrumental in assisting a property owner in signing tenants. This can be done through a united front with the property owner when pitching to a prospective tenant. If the CRA staff person can offer the Development Liaison services and be available for any questions the tenant might have, this can often be the difference for a tenant to locate in the CRA rather than outside. The important thing with this service is to insure the CRA can deliver what is promised, otherwise the CRA begins to get a poor reputation for service that will actually hinder the attraction of new tenants rather than assist with attraction of them. D. Inducements to Existing Property Owners Property Improvement Grants Programs to assist existing businesses or property owners in upgrading their appearances is a staple program of CRA s across the State. These types of programs are also one of the few VI 6

89 VI. Financial Inducements available to existing businesses/property owners. In most instances, there are standards set for the level of improvements such as to meet updated or improved codes or to meet specific guidelines. This may include items such as increased landscaping, or adding awning or building embellishments that come as close as possible to current design standards. These programs are inducements to get other property owners to upgrade without public funds and thus it is usually the case that a higher level of investment is made in an individual property than will be returned by the property in increased increment revenue. Property and business owners get enhanced appearances with their properties becoming more marketable due to cleaner more attractive appearances CRA gets enhanced appearances and pressure on other property owners to upgrade. Value increase slowly over time though it is difficult to measure the dollar impact of such programs. The CRA can also get existing properties to meet desired design standards they would not otherwise be required to meet. Rental Assistance Rental Assistance grants are being used more and more by CRA s to insure that certain businesses survive the current recession or to help attract new users to specific properties. Through these grants, the CRA would cover a percentage of the tenants rent for a fixed period of time (usually about a year). This percentage can be fixed to the number of jobs created, the length of time the space has been vacant, the anticipated affect the tenant will have on other businesses, etc. The idea behind these grants is to give a new business a chance to establish themselves in the marketplace or in the case of an existing business, the chance to catch up on outstanding costs that are preventing them from financially moving ahead. These programs are not recommended as there is no viable measurement of whether the inducement will insure the future viability of the business. The CRA could provide 12 months of subsidy and at the end of that 12 months, the business closes. E. Other Inducements This section is not intended to be an exhaustive list of inducements that can be utilized. The purpose of these inducements is to lower the cost to the developer/business owner so make their project more financially feasible. The CRA should be creative and determine where it may be able to lower the costs in a desirable project to make sure the project can be built. Any cost to the developer that can be mitigated, delayed or covered by the CRA could be the difference between a project moving forward or the developer walking away. It is important to be responsible in the offering of CRA funds to private projects however. Care should be taken to offer the most cost-effective methods which serve as an investment with a clear return in activity and additional future revenue to the CRA. VI 7

90 VI. Financial Inducements F. Awarding Inducements It is important that the CRA only (except in exceptionally unique and rare instances) provide incentives, other than staff time or improvements that are owned by the public, after the granting of a certificate of occupancy for a building. Further, inducement payments should only be paid after value is added to a property and increment is collected by the CRA. These provisions insure that the CRA will not pay for anything that does not add value to the community and that there is no additional cost, either direct (payment for improvements) or indirect (inability to undertake another project as funds were allocated to the incentive) prior to the revenue being collected by the CRA. There are few exceptions to this potential policy. Roadway enhancements and other publicly owned projects are an exception, as value has been added that will presumably be utilized by the public even if a project is never completed or fails to attract users. Additionally the façade, landscaping or other small property improvement grants should be paid on a reimbursement basis, after the completion of the project and payment of all bills by the property owner as these projects are usually undertaken to enhance appearance of the community and encourage other property owners to do so without CRA funds, thus this type of investment does not always add and equal or greater value to an individual property in the short run. If the CRA is to utilize inducement programs, it should create program guidelines with clear goals for the programs and clear requirements on eligibility. The best programs are clear in what is required of the applicant and what the CRA is willing to give. The dollar amount the CRA is willing to assist with should be defined whether it be on a scoring basis (like the zoning bonus program) where if the applicant provides X they are granted up to Y% of the increment created or a clear set of financial standards that must be met in order for the CRA to fund a gap in the project financing. Review standards should be defined and reviews completed by persons with full knowledge of the CRA programs and intent. The CRA should work to be flexible in the manner in which it provides inducements (whether they be in the form of impact fee payment, transfer of credits or property, etc.) but should have a standard as to the value of the inducements they are willing to provide (i.e. up to 50% of the anticipated increment generated each year for a set period of years). Inducements are an important element of enticing private development in the CRA, but they should be designed to get the ball rolling. With this in mind the CRA should consider a higher level of incentive for the most desired uses as well as for the first few development projects. After the approval of these projects, the potential inducements should be reduced for the next few projects ultimately resulting in the withdrawal of inducement programs. For example, the first hotel or inn requesting approval my get an award of 75% of the increment generated, the second such project might only be eligible for 50% and the third, no inducement at all (this example is designed to be illustrative and not a specific recommendation). Any inducement offered should have an agreement for performance with any and all conditions for the reimbursement of funds or granting of credits clearly delineated with dates and/or timelines for performance that must be met. Penalties for non-compliance should be clearly stated and adhered to. All agreements should be written so that they can be filed as liens against projects to insure that they are constructed or operated in a manner outlined in the agreement. This protects the CRA from abuse of its inducements and insures proper use of public funds. All VI 8

91 VI. Financial Inducements transfer of funds should be on a reimbursement basis, happening only upon the collection of increment by the CRA after the first year in which the improvements to property are on the tax rolls (except in the instance of property improvement grants which should be paid on a reimbursement basis after the presentation of fully paid bills for the work completed). G. Conclusion There are a number of different methods for the CRA to provide inducements to get the desired development and business users. These methods include land donations and write-downs, credits for infrastructure improvements made by the CRA, reimbursement for development fees, cost of public amenities on private property and assistance with the permitting and project review process. Most inducements should be granted on a reimbursement basis so no funds are expended by the CRA until they are collected in increment revenue first. No matter the form of the inducement, it is important for the CRA to have clear program guidelines as to what is expected in the projects and what the CRA is willing to expend for inducements. Any recipient of inducements should sign an agreement with the CRA that can be filed as a lien against the property to insure that all conditions are met or funds will not be granted. VI 9

92 SECTION VII Illustrative Financial Plan VII 1

93 VII. Illustrative Financial Plan A. NOTES ON THIS SECTION This Section is provided as an illustrative example of potential financing and for the reader to better understand the current and long term financial potential of the Jupiter Community Redevelopment Agency. All financial projections are made with an assumption of a worst-case scenario. It is believed by the authors that it is better for the CRA to plan for conservative situations and have more revenue collections than anticipated than to plan for brighter scenarios and find the CRA unable to fund planned and promised projects. This Section is also not designed to be a roadmap to the implementation of projects but is designed to give an idea of the potential for the CRA to be able to fund and implement the projects and programs outlined in the Community Redevelopment Plan and elsewhere in this Implementation Plan. This Financing Plan should be utilized to understand the limitations of the CRA and its potential revenue. Individual project funding decisions should be made by the CRA and the community based on more solid short-term financial projections and actual revenue receipts as the real estate market begins to stabilize and produce trends that are more reliable for projecting future revenues. B. The Illustrative Financing Plan The Jupiter Community Redevelopment and the earlier sections of this Implementation Plan outlined a number of key projects that will transform the CRA, particularly the Inlet Village Area. The following section identifies the financing program for the projects and the implementation of the overall program. Assumptions Several assumptions must be made in order to make any meaningful projections. The most important assumption is the amount of growth in taxable value. The real estate market of recent years has made predicting value growth (or loss) difficult. Unprecedented growth in values during the past early to mid 2000 s have given way to historic drops in values the last few years. This is coupled with a high number of foreclosures, significant distress in the condominium market and continued concerns about a future wave of commercial foreclosures have led to a market that has begun to cool down. While sales prices are beginning to level off, it is expected that it will be several years before real estate begins to see annual increases in valuation that approach the 3%-5% annual increases South Florida has historically seen. The escalation rates used in taxable value projections in this Section assume that there will continue to be a drop in prices for two (2) more years at which time a slow recovery will begin leading to the regular annual increases several years later. The rates of changes in taxable values used in the table are as follows: FY minus 10 percent FY minus 5 percent VII 2

94 VII. Illustrative Financial Plan FY percent FY percent FY percent The millage rates are assumed to stay constant at 2010 levels of mills for the Town of Jupiter and mills for Palm Beach County. NOTE: Financial assumptions in this Section were prepared with worst-case scenario assumptions. These conservative assumptions will insure that the CRA is not caught in a deficit scenario but is instead more likely to have more revenue than anticipated. C. Revenue Projections The Jupiter Community Redevelopment Agency utilizes the taxable values from a base year of The objective of the CRA will be to promote a wide range of community improvements and redevelopment activities. The CRA provides a mechanism for capturing the tax increment generated by the increase in taxable value over the Base Year. Over the potential 30-year life of the CRA, this stream of funds is a substantial amount. Revenue projections for the Jupiter CRA are presented in Table 6.1. Table 6.1 has a number of different pieces of information. The leftmost column indicates the Fiscal Year. The fiscal year runs from October 1 through September 30, thus FY 2011 runs from October 1, 2010 to September 30, The CRA has been utilizing the 2004 taxable values as the base year. The table, therefore, shows the 2004 base year values and the increment information for the current year (FY 2010) and continues through This is a total of 30 years. This illustrative plan shows all the activities that can be completed by year 30. There may be opportunities during the 30 year life of the CRA to accelerate borrowing or to curb expenses, additionally, revenue may exceed or may not meet projections. If such scenarios play out, this may lead to early termination of debt. This could also lead to the early cessation of the CRA if programmed activities can be completed in this accelerated timeframe. The Taxable Value indicates the total value subject to ad valorem taxation within the CRA boundary. The 2004 Base Year value is $167,553,151; the difference between the Taxable Value for any given year and this value represents the Taxable Value Increment for that year, or the amount from which the Tax Increment is calculated. The Cumulative Taxable Change tracks the cumulative increase in the taxable valuation from 2010 to The millage rates are shown only for the jurisdictions that contribute to the CRA. Currently, this consists of a levy for Palm Beach County and one for the Town of Jupiter. The Total of the millage rates utilized in the CRA is the sum of these, currently mils. It is impossible to assume changes to the millage rates, therefore, constant millage rates equal to the current rates are used through the entire table. VII 3

95 VII. Illustrative Financial Plan The CRA Tax Revenue is the product of the millage rates in the CRA times the Taxable Value Increment. By law, the actual tax increment that is funded to the CRA is limited to 95% of that amount. The final two columns indicate the year to year change in tax increment, both in actual dollars as well as a percentage. Using these assumptions, the table demonstrates that the anticipated CRA revenues will drop for two more years and then rise, topping $1 million per year in FY Part of the reason for the increase to back over $1 million (a level the Increment was at prior to 2010) is due to the addition of the proposed Harbourside development onto the tax rolls in 2014 (anticipated property values for the Harbourside development utilized in this financial review were supplied by the Town of Jupiter Finance Department). Should this development not be initiated, these predictions will need to be amended. During the remaining life of the CRA, the cumulative tax increment collected by the CRA will approach $56 million. This cumulative amount is, of course, considerably less in present value. What follows is an analysis of a possible funding strategy for managing the flow of funds over the life of the CRA. It should also be noted that at any time before the expiration of the CRA, the CRA and Town can request an extension of the CRA s lifetime of up to an additional 30 years on the 2034 expiration timeframe. This would significantly alter the financial potential as the largest collections of Increment Revenue would happen in these out years beyond VII 4

96 TABLE 7-1 Increment Revenue Projections Through the Remaining Years of the Jupiter CRA VII. Illustrative Financial Plan Taxable Cumulative Millage Millage Total CRA Year-to- Fiscal Taxable Assumed Value Tax Increment Rate Rate Millage Tax Statutory CRA Tax Year Percent Year Year Value Change (%) Increment Since 2010 Town County Rate Increment Increment Increment Change Change 2004 Base Year $167,553, Year 6 $319,366,436 $151,813,285 $151,813, $1,041, % $989, Year 7 $287,429,792-9% $119,876,641 $271,689, $822, % $781,031 -$208,076-21% 2012 Year 8 $273,058, % $105,505,152 $377,195, $723, % $687,397 -$93,634-12% 2013 Year 9 $278,519, % $110,966,318 $488,161, $761, % $722,978 $35,581 5% 2014 * Year 10 $376,589, % $209,036,707 $697,198, $1,433, % $1,361,935 $638,957 88% 2015 Year 11 $387,887, % $220,334,403 $917,532, $1,511, % $1,435,543 $73,608 5% 2016 Year 12 $399,524, % $231,971,030 $1,149,503, $1,590, % $1,511,359 $75,816 5% 2017 Year 13 $411,509, % $243,956,755 $1,393,460, $1,673, % $1,589,449 $78,090 5% 2018 Year 14 $427,970, % $260,417,151 $1,653,877, $1,785, % $1,696,693 $107,244 7% 2019 Year 15 $445,089, % $277,535,963 $1,931,413, $1,903, % $1,808,227 $111,534 7% 2020 Year 16 $462,892, % $295,339,528 $2,226,752, $2,025, % $1,924,223 $115,995 6% 2021 Year 17 $481,408, % $313,855,235 $2,540,608, $2,152, % $2,044,858 $120,635 6% 2022 Year 18 $500,664, % $333,111,570 $2,873,719, $2,284, % $2,170,318 $125,461 6% 2023 Year 19 $520,691, % $353,138,159 $3,226,857, $2,421, % $2,300,798 $130,479 6% 2024 Year 20 $541,518, % $373,965,812 $3,600,823, $2,564, % $2,436,496 $135,698 6% 2025 Year 21 $563,179, % $395,626,570 $3,996,450, $2,713, % $2,577,622 $141,126 6% 2026 Year 22 $585,706, % $418,153,759 $4,414,604, $2,867, % $2,724,393 $146,771 6% 2027 Year 23 $609,135, % $441,582,036 $4,856,186, $3,028, % $2,877,035 $152,642 6% 2028 Year 24 $633,500, % $465,947,443 $5,322,133, $3,195, % $3,035,783 $158,748 6% 2029 Year 25 $658,840, % $491,287,467 $5,813,420, $3,369, % $3,200,880 $165,098 5% 2030 Year 26 $685,194, % $517,641,091 $6,331,062, $3,550, % $3,372,582 $171,702 5% 2031 Year 27 $712,602, % $545,048,861 $6,876,110, $3,738, % $3,551,151 $178,570 5% 2032 Year 28 $741,106, % $573,552,942 $7,449,663, $3,933, % $3,736,864 $185,712 5% 2033 Year 29 $770,750, % $603,197,185 $8,052,861, $4,136, % $3,930,005 $193,141 5% 2034 Year 30 $801,580, % $634,027,199 $8,686,888, $4,348, % $4,130,871 $200,866 5% * - Harbourside Project added to the Tax Rolls in Anticipated taxable value provided by Town of Jupiter Finance Dept. Cumulative Revenue $56,597,596 VII 5

97 TABLE 7-2a Illustrative Funding Strategy for the Jupiter CRA FYs VII. Illustrative Financial Plan Programs Estimated Cost FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 A. Revenues 1. Tax Increment Revenues $ 781 $ 687 $ 723 $ 1,362 $ 1,436 $ 1,511 $ 1,589 $ 1,697 $ 1,808 $ 1,924 $ 2,045 $ 2,170 $ 2, Interest Income $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ Loans/Bonds a. Loan No. 2 - ($6 million) $ 6,000 b. Loan No. 3 - ($10.5 million) 4. Interest Income 5. Events Plaza Rentals $ 5 $ 5 $ 5 $ 5 $ 5 $ 6 $ 6 $ 6 $ 6 $ 6 $ 6 $ 6 $ 6 6. Love Street Parking Lease $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ Income from Festivals & Events $ 16 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ Grants from State 9. Grants from F.I.N.D. $ 1, Federal Grants 11. Sale of Love St. Lot 12. Reimbursement from Developers $ 1,655 Total Revenues $ 2,491 $ 8,396 $ 777 $ 1,416 $ 1,490 $ 1,566 $ 1,644 $ 1,751 $ 1,863 $ 1,979 $ 2,100 $ 2,226 $ 2,356 B. Expenditures 1. Administrative Expenses a. CRA Staff Expense + 3% annually $ 193 $ 199 $ 205 $ 211 $ 217 $ 224 $ 230 $ 237 $ 244 $ 252 $ 259 $ 267 $ 275 b. Professional Services + 3% annually $ 105 $ 108 $ 111 $ 115 $ 118 $ 122 $ 125 $ 129 $ 133 $ 137 $ 141 $ 145 $ On-Going Maintenance Contracts + 2% annually $ 22 $ 22 $ 23 $ 23 $ 24 $ 24 $ 25 $ 25 $ 26 $ 26 $ 27 $ 27 $ Promotional Activities + 3% annually $ 23 $ 23 $ 24 $ 24 $ 25 $ 25 $ 26 $ 26 $ 27 $ 27 $ 28 $ 29 $ Misc. Operating Expenses + 2% annually $ 50 $ 51 $ 52 $ 53 $ 54 $ 55 $ 56 $ 57 $ 59 $ 60 $ 61 $ 62 $ Contractual Services $ Event Costs 7. Infrastructure a. A1A Infrastructure Improvements $ 4,000 $ 200 $ 1,663 a. Inlet Village Infrastructure Plan $ 200 $ 200 b. Inlet Village Stormw ater $ 3,000 c. Inlet Village Roadw ays & Sidw alks $ 5,000 d. Inlet Village Streetscape $ 4,000 e. Inlet Village Entrance Signs $ 100 $ 100 f. Wayfinding Signs $ 200 g. Utility Undergrounding $ 4, Marketing a. Marketing Plan $ 25 $ 25 b. Professional Services - Marketing $ 60 $ 60 c. Advertising $ 475 VII 6

98 VII. Illustrative Financial Plan TABLE 7-2b Illustrative Funding Strategy for the Jupiter CRA FYs Programs Estimated Unfunded Cost FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Total Amount A. Revenues 1. Tax Increment Revenues $ 2,436 $ 2,578 $ 2,724 $ 2,877 $ 3,036 $ 3,201 $ 3,373 $ 3,551 $ 3,737 $ 3,930 $ 4,131 $ 55, Interest Income $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ 10 $ Loans/Bonds $ - a. Loan No. 2 - ($6 million) $ 6,000 b. Loan No. 3 - ($10.5 million) $ - 4. Interest Income $ 10,500 $ 10, Events Plaza Rentals $ 6 $ 7 $ 7 $ 7 $ 7 $ 7 $ 7 $ 7 $ 8 $ 8 $ 8 $ Love Street Parking Lease $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ 24 $ Income from Festivals & Events $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ 15 $ Grants from State $ - 9. Grants from F.I.N.D. $ 1, Federal Grants $ Sale of Love St. Lot $ 1,600 $ 1, Reimbursement from Developers Total Revenues $ 2,492 $ 13,133 $ 4,380 $ 2,933 $ 3,092 $ 3,257 $ 3,429 $ 3,608 $ 3,793 $ 3,987 $ 4,188 $ 78,348 $ - B. Expenditures $ - 1. Administrative Expenses $ - a. CRA Staff Expense + 3% annually $ 283 $ 292 $ 301 $ 310 $ 319 $ 329 $ 338 $ 349 $ 359 $ 370 $ 381 $ 6,644 b. Professional Services + 3% annually $ 154 $ 159 $ 164 $ 168 $ 174 $ 179 $ 184 $ 190 $ 195 $ 201 $ 207 $ 3, On-Going Maintenance Contracts + 2% annually $ 28 $ 29 $ 30 $ 30 $ 31 $ 31 $ 32 $ 33 $ 33 $ 34 $ 35 $ Promotional Activities + 3% annually $ 30 $ 30 $ 31 $ 32 $ 32 $ 33 $ 34 $ 34 $ 35 $ 36 $ Misc. Operating Expenses + 2% annually $ 65 $ 66 $ 67 $ 69 $ 70 $ 71 $ 73 $ 74 $ 76 $ 77 $ 79 $ 1, Contractual Services 6. Event Costs 7. Infrastructure $ - a. A1A Infrastructure Improvements $ 4,000 $ 517 $ 1,620 $ 4,000 $ - a. Inlet Village Infrastructure Plan $ 200 $ 200 $ - b. Inlet Village Stormw ater $ 3,000 $ 504 $ 526 $ 1,970 $ 3,000 $ - c. Inlet Village Roadw ays & Sidw alks $ 5,000 $ 1,320 $ 280 $ 1,400 $ 1,475 $ 525 $ 5,000 $ - d. Inlet Village Streetscape $ 4,000 $ 1,515 $ 485 $ 2,000 $ 4,000 $ - e. Inlet Village Entrance Signs $ 100 $ 100 $ - f. Wayfinding Signs $ 200 $ 200 $ 200 $ - g. Utility Undergrounding $ 4,000 $ 1,169 $ 64 $ 398 $ 1,631 $ 2, Marketing $ - $ - a. Marketing Plan $ 25 $ 25 $ - b. Professional Services - Marketing $ 60 $ 60 $ - c. Advertising $ 475 $ - $ 475 VII 7

99 *TABLE 7-2c Illustrative Funding Strategy for the Jupiter CRA FYs VII. Illustrative Financial Plan Programs Estimated Cost FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 B. Expenditures 9. Parking Garage a. Land Acquisition $ 7,000 $ 615 b. Construction $ 4, CRA Marina $ 1,000 $ 140 $ 458 $ Lighthouse Promenade a. Conceptual Design $ 15 $ 15 b. Land Assembly $ 10,000 c. ROW Construction $ Public Boat Docks a. Investigations, Designs, Prof. Costs $ 275 $ 150 b. Construction $ 2,500 $ 28 $ 702 $ Riverw alk a. Ocean Way US-1 Crossing $ 365 $ 365 b. Southern Trailhead $ 35 $ 35 c. Riverw alk at Harbourside $ 3,310 $ 1,655 $ 1,655 d. Riverw alk Mitigation $ 250 $ 250 e. Inlet Village Riverw alk $ 3,000 f. US-1 South Oxbow Bridge $ 88 $ 88 g. Pedestrian Bridge to Inlet Village $ 1,770 $ 150 h. US- North Oxbow Bridge $ 100 $ 41 $ 59 i. Pathw ay through BR Park $ 250 $ $ 5 j. Wayfinding Signage $ 75 $ 22 $ 53 k. Riverw alk at Water Pointe $ 375 $ 375 l. Gatew ay Signage $ 150 $ 15 $ 27 $ 108 m. Water Taxi docks $ 300 $ Harbourside Increment Rebate* $ 6,437 $ 317 $ 324 $ 333 $ 343 $ 350 $ 350 $ 350 $ 350 $ 350 $ Land Acquisition/Assembly $ 15,000 Subtotal Expenditures $ 74,605 $ 3,303 $ 3,762 $ 503 $ 766 $ 856 $ 950 $ 1,044 $ 1,171 $ 1,297 $ 1,432 $ 1,568 $ 1,713 $ 1,859 Cash Flow (Revenue less Expenditures) $ (812) $ 4,635 $ 274 $ 651 $ 634 $ 616 $ 600 $ 581 $ 566 $ 547 $ 532 $ 513 $ 497 VII 8

100 VII. Illustrative Financial Plan TABLE 7-2d Illustrative Funding Strategy for the Jupiter CRA FYs Programs Estimated Unfunded Cost FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Total Amount B. Expenditures $ - 9. Parking Garage $ - $ - a. Land Acquisition $ 7,000 $ 983 $ 5,402 $ 7,000 $ - b. Construction $ 4,500 $ 4,000 $ 500 $ 4,500 $ CRA Marina $ 1,000 $ 1,000 $ Lighthouse Promenade $ - $ - a. Conceptual Design $ 15 $ 15 $ - b. Land Assembly $ 10,000 $ - $ 10,000 c. ROW Construction $ 750 $ 750 $ 750 $ Public Boat Docks $ - $ - a. Investigations, Designs, Prof. Costs $ 275 $ 125 $ 275 $ - b. Construction $ 2,500 $ 8 $ 1,242 $ 2,500 $ Riverw alk $ - $ - a. Ocean Way US-1 Crossing $ 365 $ 365 $ - b. Southern Trailhead $ 35 $ 35 $ - c. Riverw alk at Harbourside $ 3,310 $ 3,310 $ - d. Riverw alk Mitigation $ 250 $ 250 $ - e. Inlet Village Riverw alk $ 3,000 $ - $ 3,000 f. US-1 South Oxbow Bridge $ 88 $ 88 $ - g. Pedestrian Bridge to Inlet Village $ 1,770 $ 5 $ 796 $ 819 $ 1,770 $ - h. US- North Oxbow Bridge $ 100 $ 100 $ - i. Pathw ay through BR Park $ 250 $ 250 $ - j. Wayfinding Signage $ 75 $ 75 $ - k. Riverw alk at Water Pointe $ 375 $ 375 $ - l. Gatew ay Signage $ 150 $ 150 $ - m. Water Taxi docks $ 300 $ 119 $ 300 $ Harbourside Increment Rebate* $ 6,437 $ 350 $ 350 $ 350 $ 350 $ 350 $ 5,167 $ 1, Land Acquisition/Assembly $ 15,000 $ 680 $ 3,052 $ 3,732 $ 11,268 $ - $ - Subtotal Expenditures $ 74,605 $ 2,013 $ 10,832 $ 2,168 $ 2,934 $ 3,092 $ 3,257 $ 3,429 $ 3,607 $ 3,793 $ 3,987 $ 4,188 $ 63,522 Cash Flow (Revenue less Expenditures) $ 479 $ 2,301 $ 2,212 $ (1) $ 0 $ 0 $ (0) $ 0 $ 0 $ (0) $ (0) $ 14,825 VII 9

101 TABLE 7-2e Illustrative Funding Strategy for the Jupiter CRA FYs VII. Illustrative Financial Plan Programs Estimated Cost FY 2011 FY 2012 FY 2013 FY 2014 FY 2015 FY 2016 FY 2017 FY 2018 FY 2019 FY 2020 FY 2021 FY 2022 FY 2023 C. Debt Service 1. Loan from Tow n of Jupiter $ 683 $ 4, Loan No. million 4% for 15 years - 1st yr. int only $ 240 $ 669 $ 651 $ 634 $ 617 $ 599 $ 582 $ 565 $ 548 $ 531 $ 514 $ Loan No. for 10 years Subtotal Debt Service $ 683 $ 4,240 $ 669 $ 651 $ 634 $ 617 $ 599 $ 582 $ 565 $ 548 $ 531 $ 514 $ 496 Encumbered from Previous Year(s) $ 1,495 $ 0 $ 395 $ (0) $ (0) $ 0 $ (0) $ 1 $ (1) $ 0 $ (1) $ 0 $ (0) Net Annual Cash Flow $ 0 $ 395 $ (0) $ (0) $ 0 $ (0) $ 1 $ (1) $ 0 $ (1) $ 0 $ (0) $ 0 Cumulative Cash Flow $ - $ 395 $ 395 $ (0) $ (0) $ 0 $ 0 $ (0) $ (0) $ (0) $ (0) $ 0 $ (0) VII 10

102 TABLE 7-2f Illustrative Funding Strategy for the Jupiter CRA FYs VII. Illustrative Financial Plan Programs Estimated Unfunded Cost FY 2024 FY 2025 FY 2026 FY 2027 FY 2028 FY 2029 FY 2030 FY 2031 FY 2032 FY 2033 FY 2034 Total Amount C. Debt Service 1. Loan from Tow n of Jupiter 2. Loan No. million 4% for 15 years - 1st yr. int only $ 479 $ 462 $ 440 $ 8, Loan No. for 10 years $ 1,840 $ 1,771 $ 1,702 $ 1,633 $ 1,564 $ 1,495 $ 1,426 $ 1,357 $ 1,288 $ 1,219 $ 15,295 Subtotal Debt Service $ 479 $ 2,302 $ 2,211 $ 16,320 Encumbered from Previous Year(s) $ 0 $ 0 $ (1) $ 0 $ (0) $ (0) $ (0) $ (0) $ 0 $ 0 $ (0) Net Annual Cash Flow $ 0 $ (1) $ 0 $ (0) $ (0) $ (0) $ (0) $ 0 $ 0 $ (0) $ (0) Cumulative Cash Flow $ 0 $ (0) $ (0) $ 0 $ (0) $ (0) $ (0) $ (0) $ 0 $ 0 $ (0) VII 11

103 VII. Illustrative Financial Plan D. Illustrative Funding Strategy Revenue projections from a steady source of funds such as a CRA tax increment can be used to finance a number of catalytic programs designed to trigger the redevelopment of the area. This is the essence of redevelopment planning. Prior planning efforts, with community involvement, have yielded a lengthy list of projects and improvements desired. The CRA revenue stream can be allocated to accomplish these projects in some order of priority. This section of the plan will present a financial model that summarizes the anticipated revenues and expenditures of the CRA. This model is intended as a planning tool, so that the projects can be matched against available funds. THIS MODEL IS NOT INTENDED TO BE A FINANCAL PLAN OR INDICATE ANTICIPATED IMPLEMENTATION OF PROJECTS AND PROGRAM, NOR DOES IT PORTRAY EXACT ESTIMATES OF PROJECT AND PROGRAM COSTS. IT IS INTENDED TO INDICATE A POTENTIAL FINANCIAL SCENARIO. It will be up to the CRA Board to adopt budgets that reflect its priorities for projects and programs and to program items according to presented opportunities, critical needs, and available revenue. Furthermore, in order to promptly and effectively advance this Plan as opportunities arise or challenges occur, the CRA shall support and work with the Town to develop a master financing structure or vehicle capable of utilizing all available sources of revenue, including without limitation, tax increment revenue, fees, assessments, covenants to budget and appropriate non-ad valorem revenue, or any other source of revenue which may be available for payment of debt which finances redevelopment projects. Additionally, the Town may choose to issue bond anticipation notes to further advance any redevelopment projects provided for in the Plan. Within or independent of that structure, the CRA may choose to support the Town in the authorization, validation or incurrence of debt sooner or in greater amounts than modeled below. For example, the Town or CRA may choose to initiate certain projects sooner than set forth in this plan or make expenditures to explore currently proposed or new community redevelopment projects and to plan, acquire data, design, permit or construct programs or capital projects, or both, to advance the objectives of this Plan. Such obligations may be secured in whole or in part by the pledge of tax increment revenues deposited into the community redevelopment trust fund. The CRA funding model is presented in Table 7-2 (all parts a thru f inclusive). It is essentially a budget that lists projected revenues and expenses for each of the remaining years of the CRA. Indeed, it is prudent practice to review these projections on a periodic basis, so that the assumptions in the model can be assessed against actual experience. What follows is a brief explanation of the structure and assumptions of the model. The Tables are organized to list fiscal years in adjacent columns across the top. The revenues and expenditures are listed in the leftmost column, in typical budget form, with all revenues listed first, then all expenditures. The primary source of revenue is, of course, the tax increment. As previously discussed, this begins as a modest amount, but grows quickly in successive years as long as redevelopment and general economic growth keep increasing (or reducing) the taxable value of the properties within the CRA. Other sources of funding, such as grants from various state and federal agencies, can and should be pursued. VII 12

104 VII. Illustrative Financial Plan The revenues also assume cash infusions from borrowings. Since tax increment takes some time to build up, it is common to borrow against the future revenue stream in order to undertake key projects more quickly. Of course, this adds debt service to the list of expenditure items, and has to be planned for accordingly. This model assumes two borrowings, one, a refinancing of existing debt to the Town to insure the CRA can remain solvent and continue to pay for existing project commitments, and a second to fund the land purchase and construction of a parking garage in the Inlet Village area. A review of this model shows that it is very difficult to fund more than just a few of the desired projects in the near term. This is due to significant revenue reductions due to reduced property values coupled with commitments to projects made prior to these unanticipated revenue reductions and existing debt to the Town due to previous land purchases. The CRA may not be able to fund significant infrastructure or other projects for over a decade because of these commitments and the inability of the CRA to save up its funds due to Section (7), Fla. Stat. which require that funds remaining in the Redevelopment Trust Fund on the last day of the fiscal year shall be: a) Returned to each taxing authority which paid the increment in the proportion that the amount of the payment of such taxing authority bears to the total amount paid into the trust fund by all taxing authorities for that year; b) Used to reduce the amount of any indebtedness to which increment revenues are pledged; c) Deposited into an escrow account for the purpose of later reducing any indebtedness to which increment revenues are pledged; or d) Appropriated to a specific redevelopment project pursuant to an approved community redevelopment plan which project will be completed within 3 years from the date of such appropriation. Essentially what this section says is that the CRA cannot continue to hold money without allocating it to a specific project. This is why the goal of the presented model is to expend all funds each year or to allocate them to a project that will be done in the three (3) year timeframe. The CRA may be able to find additional funding if it can find savings in its operational budget. The operational budget runs about 50% of the annual Increment Revenue for next two to three years and only reduces to less than this amount because of the inclusion of the Harbourside Project in three years. E. CRA Expenditures The financial projections discussed here allow the CRA to understand anticipated expenses and finance timing to achieve the goals of the community vision. There are limited borrowing opportunities in this Plan as existing commitments and an anticipated slow real estate recovery. This Illustrative Financing Plan can serve as a basis for decision making, but future expeditures will be more dependent upon the cost of existing commitments, the ability of Harbourside to be constructed in a timely manner (if at all) and the cost of borrowing money. Anticipated capital projects and other programs in the Illustrative Financing Plan are discussed in greater detail in Section V of this report with targets and goals outlined later in this section. VII 13

105 VII. Illustrative Financial Plan F. Other Revenue Generating Mechanisms A simple review of the Illustrative Financing Plan shows a significant shortfall in the amount of funding necessary to complete all of the projects outlined in this Plan. Some of the projects listed can be and will be undertaken by private parties in the pursuit of individual development projects over the lifetime of the CRA. Other projects will need to be undertaken by other governmental entities including the Town and County (the CRA cannot be the only entity responsible for some of these publicly-owned projects within the Redevelopment Area) or undertaken by the CRA with grants or other financial contributions by Town, County, State and Federal governments. There is one potential source of revenue not alluded to elsewhere in this report, the creation of one or more special assessment districts or Neighborhood Improvement District. In either of these instances, the CRA can work with affected residents and/or property owners to establish an annual assessment or the levying of a millage to fund capital improvements. This strategy may be of specific value to assist in financing the purchase of land and construction of a parking garage in the Inlet Village Sub-Area. While neither an assessment nor the state allowable millage will pay for the entire construction of a parking garage, it would assist in reducing the cost to the general area taxpayers and pass costs directly to the directly adjacent property owners that would directly benefit from inclusion of such a facility. While these revenue generating districts are possible, Town Council and/or resident and property owners approval of such districts may be required. Thus, no projections or anticipated revenue from these sources is included in the Illustrative Financial Plan. G. Community Redevelopment Plan and Implementation Plan - Review and Amendments The Community Redevelopment Plan provides for the creation of various different types of projects and programs to achieve the elimination of blight conditions within the CRA area. This Implementation Plan is designed to present a roadmap to implement the Community redevelopment Plan and represents market forces, technology and tax structures as they exist at the time the Implementation Plan went to print in July of Such effects of these forces can fluctuate greatly over relatively short periods of time and will require the Community Redevelopment Plan and this Implementation Plan to be reviewed each year. Additionally it is recommended that the CRA formally review this Plan and the Community Redevelopment for the inclusion of new projects or removal of completed or obsolete project at least once every five (5) years to insure that the CRA s efforts and expenditures are directed at cost-beneficial efforts and allow for the maximum flexibility given economic and physical conditions of the CRA at the time of the review. VII 14

106 EXHIBIT A MARKET OVERVIEW SOURCE DATA

107 Area Map Prepared For: Order #: Project Code: Jupiter Site: 01 Coord: , Polygon - See Appendix for Points Prepared on: June 2, The Nielsen Company. All rights reserve Page 1 of 3 Nielsen Solution Center

108 Area Map Prepared For: Order #: Project Code: Jupiter Site: 01 Area Name: / Appendix: Area Listing Type: Drive Time 1: 15 Minute(s) Polygon Points: Prepared on: June 2, The Nielsen Company. All rights reserve Page 2 of 3 Nielsen Solution Center

109 Area Map Prepared For: Order #: Project Code: Jupiter Site: 01 Appendix: Area Listing Prepared on: June 2, The Nielsen Company. All rights reserve Page 3 of 3 Nielsen Solution Center

110 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Population Description 15 Minute(s) DrvTim 1 % 2014 Projection 2009 Estimate 2000 Census 1990 Census 117, ,098 84,466 66,040 Growth Growth Growth % 24.43% 27.90% 2009 Est. Population by Single Race Classification 105,098 White Alone 97, Black or African American Alone 2, American Indian and Alaska Native Alone Asian Alone 1, Native Hawaiian and Other Pacific Islander Alone Some Other Race Alone 1, Two or More Races 1, Est. Population Hispanic or Latino by Origin* 105,098 Not Hispanic or Latino 95, Hispanic or Latino: 9, Mexican 2, Puerto Rican 1, Cuban 1, All Other Hispanic or Latino 4, Est. Hispanic or Latino by Single Race Class. 9,883 White Alone 7, Black or African American Alone American Indian and Alaska Native Alone Asian Alone Native Hawaiian and Other Pacific Islander Alone Some Other Race Alone 1, Two or More Races Prepared On: Wed Jun 02, 2010 Page 1 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

111 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Pop. Asian Alone Race by Category* 1,782 Chinese, except Taiwanese Filipino Japanese Asian Indian Korean Vietnamese Cambodian Hmong Laotian Thai Other Asian Two or more Asian categories 2009 Est. Population by Ancestry 105,098 Pop, Arab Pop, Czech Pop, Danish Pop, Dutch Pop, English Pop, French (except Basque) Pop, French Canadian Pop, German Pop, Greek Pop, Hungarian Pop, Irish Pop, Italian Pop, Lithuanian Pop, United States or American Pop, Norwegian Pop, Polish Pop, Portuguese Pop, Russian Pop, Scottish Pop, Scotch-Irish Pop, Slovak Pop, Subsaharan African Pop, Swedish Pop, Swiss Pop, Ukrainian Pop, Welsh Pop, West Indian (exc Hisp groups) % , , , , , , , , , , , Prepared On: Wed Jun 02, 2010 Page 2 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

112 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 2009 Est. Population by Ancestry Pop, Other ancestries Pop, Ancestry Unclassified 15 Minute(s) DrvTim 1 % 14, , Est. Pop Age 5+ by Language Spoken At Home 99,593 Speak Only English at Home 88, Speak Asian/Pacific Islander Language at Home Speak IndoEuropean Language at Home 4, Speak Spanish at Home 5, Speak Other Language at Home Est. Population by Sex 105,098 Male 51, Female 53, Male/Female Ratio Est. Population by Age 105,098 Age 0-4 5, Age 5-9 5, Age , Age , Age , Age , Age , Age , Age , Age , Age , Age , Age , Age , Age 85 and over 3, Age 16 and over Age 18 and over Age 21 and over Age 65 and over 87, , , , Est. Median Age Est. Average Age Prepared On: Wed Jun 02, 2010 Page 3 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

113 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Male Population by Age 51,491 Age 0-4 Age 5-9 Age Age Age Age Age Age Age Age Age Age Age Age Age 85 and over 2009 Est. Median Age, Male % 2, , , , , , , , , , , , , , , Est. Average Age, Male Est. Female Population by Age 53,607 Age 0-4 2, Age 5-9 2, Age , Age , Age , Age , Age , Age , Age , Age , Age , Age , Age , Age , Age 85 and over 2009 Est. Median Age, Female 2, Est. Average Age, Female Prepared On: Wed Jun 02, 2010 Page 4 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

114 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Population Age 15+ by Marital Status* 88,495 Total, Never Married Married, Spouse present Married, Spouse absent Widowed Divorced Males, Never Married Previously Married Females, Never Married Previously Married % 15, , , , , , , , , Est. Pop. Age 25+ by Educational Attainment* 77,374 Less than 9th grade Some High School, no diploma High School Graduate (or GED) Some College, no degree Associate Degree Bachelor's Degree Master's Degree Professional School Degree Doctorate Degree 1, , , , , , , , Households 2014 Projection 2009 Estimate 2000 Census 1990 Census Growth Growth Growth ,342 45,401 37,339 28, % 21.59% 32.51% 2009 Est. Households by Household Type 45,401 Family Households 30, Nonfamily Households 2009 Est. Group Quarters Population 15, Households by Ethnicity, Hispanic/Latino 2, Prepared On: Wed Jun 02, 2010 Page 5 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

115 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Households by Household Income 45,401 Income Less than $15,000 Income $15,000 - $24,999 Income $25,000 - $34,999 Income $35,000 - $49,999 Income $50,000 - $74,999 Income $75,000 - $99,999 Income $100,000 - $149,999 Income $150,000 - $249,999 Income $250,000 - $499,999 Income $500,000 and more 2009 Est. Average Household Income $103,341 % 2, , , , , , , , , , Est. Median Household Income $70, Est. Per Capita Income $44, Est. Household Type, Presence Own Children* 45,401 Single Male Householder 4, Single Female Householder 7, Married-Couple Family, own children 8, Married-Couple Family, no own children 16, Male Householder, own children Male Householder, no own children Female Householder, own children 2, Female Householder, no own children 1, Nonfamily, Male Householder 1, Nonfamily, Female Householder 1, Est. Households by Household Size* 45,401 1-person household 12, person household 19, person household 6, person household 4, person household 1, person household or more person household 2009 Est. Average Household Size Prepared On: Wed Jun 02, 2010 Page 6 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

116 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Households by Presence of People* 45,401 Households with 1 or more People under Age 18: Married-Couple Family Other Family, Male Householder Other Family, Female Householder Nonfamily, Male Householder Nonfamily, Female Householder % 8, , Households no People under Age 18: Married-Couple Family Other Family, Male Householder Other Family, Female Householder Nonfamily, Male Householder Nonfamily, Female Householder 16, , , , Est. Households by Number of Vehicles* 45,401 No Vehicles 1, Vehicle 18, Vehicles 20, Vehicles 3, Vehicles or more Vehicles 2009 Est. Average Number of Vehicles* Family Households 2014 Projection 2009 Estimate 2000 Census 1990 Census Growth Growth Growth ,254 30,018 24,703 19, % 21.52% 25.19% Prepared On: Wed Jun 02, 2010 Page 7 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

117 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Family Households by Household Income 30,018 Income Less than $15,000 Income $15,000 - $24,999 Income $25,000 - $34,999 Income $35,000 - $49,999 Income $50,000 - $74,999 Income $75,000 - $99,999 Income $100,000 - $149,999 Income $150,000 - $249,999 Income $250,000 - $499,999 Income $500,000 and more 2009 Est. Average Family Household Income $120,133 % , , , , , , , , , Est. Median Family Household Income $87, Est. Families by Poverty Status* 30,018 Income At or Above Poverty Level: Married-Couple Family, own children 8, Married-Couple Family, no own children 16, Male Householder, own children Male Householder, no own children Female Householder, own children 1, Female Householder, no own children 1, Income Below Poverty Level: Married-Couple Family, own children Married-Couple Family, no own children Male Householder, own children Male Householder, no own children Female Householder, own children Female Householder, no own children Est. Pop Age 16+ by Employment Status* 87,083 In Armed Forces Civilian - Employed 50, Civilian - Unemployed 1, Not in Labor Force 35, Prepared On: Wed Jun 02, 2010 Page 8 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

118 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Civ Employed Pop 16+ Class of Worker* 50,157 For-Profit Private Workers Non-Profit Private Workers Local Government Workers State Government Workers Federal Government Workers Self-Emp Workers Unpaid Family Workers % 38, , , , , Est. Civ Employed Pop 16+ by Occupation* 50,157 Management, Business, and Financial Operations Professional and Related Occupations Service Sales and Office Farming, Fishing, and Forestry Construction, Extraction and Maintenance Production, Transportation and Material Moving 10, , , , , , Est. Pop 16+ by Occupation Classification* 50,157 Blue Collar White Collar Service and Farm 6, , , Est. Workers Age 16+, Transportation To Work* 49,344 Drove Alone Car Pooled Public Transportation Walked Motorcycle Bicycle Other Means Worked at Home 41, , , Est. Workers Age 16+ by Travel Time to Work* 46,695 Less than 15 Minutes Minutes Minutes Minutes 60 or more Minutes 14, , , , , Est. Average Travel Time to Work in Minutes* Prepared On: Wed Jun 02, 2010 Page 9 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

119 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Tenure of Occupied Housing Units 45,401 Owner Occupied Renter Occupied % 37, , Occ Housing Units, Avg Length of Residence Est. All Owner-Occupied Housing Values 37,220 Value Less than $20, Value $20,000 - $39, Value $40,000 - $59, Value $60,000 - $79, Value $80,000 - $99, Value $100,000 - $149,999 2, Value $150,000 - $199,999 4, Value $200,000 - $299,999 9, Value $300,000 - $399,999 7, Value $400,000 - $499,999 3, Value $500,000 - $749,999 3, Value $750,000 - $999,999 1, Value $1,000,000 or more 2009 Est. Median All Owner-Occupied Housing Value 2,950 $308, Est. Housing Units by Units in Structure* 56,297 1 Unit Attached 7, Unit Detached 27, Units to 19 Units 10, to 49 Units 4, or More Units 3, Mobile Home or Trailer 1, Boat, RV, Van, etc Prepared On: Wed Jun 02, 2010 Page 10 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

120 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description 15 Minute(s) DrvTim Est. Housing Units by Year Structure Built 56,297 Housing Units Built 1999 to 2009 Housing Unit Built 1995 to 1998 Housing Unit Built 1990 to 1994 Housing Unit Built 1980 to 1989 Housing Unit Built 1970 to 1979 Housing Unit Built 1960 to 1969 Housing Unit Built 1950 to 1959 Housing Unit Built 1940 to 1949 Housing Unit Built 1939 or Earlier % 13, , , , , , , Est. Median Year Structure Built ** 1987 Prepared On: Wed Jun 02, 2010 Page 11 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

121 Pop-Facts: Demographic Snapshot Report DrvTim 1: / , aggregate Description **1939 will appear when at least half of the Housing Units in this reports area were built in 1939 or earlier. 15 Minute(s) DrvTim 1 % Prepared On: Wed Jun 02, 2010 Page 12 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

122 Pop-Facts: Demographic Snapshot Report Appendix: Area Listing Area Name: Type: Drive Time 1: 15 Minute(s) Reporting Detail: Aggregate Reporting Level: / Block Group Polygon Points: Prepared On: Wed Jun 02, 2010 Page 13 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

123 Pop-Facts: Demographic Snapshot Report Appendix: Area Listing Project Information: Site: 1 Order Number: Prepared On: Wed Jun 02, 2010 Page 14 Of 14 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

124 RMP Opportunity Gap - Retail Stores DrvTim 1:, 15 Minute(s) Total 2009 Demand 2009 Supply (Consumer Expenditures) (Retail Sales) Total Retail Sales Incl Eating and Drinking Places 2,054,071,750 2,126,320,274 Motor Vehicle and Parts Dealers ,801,674 89,656,320 Automotive Dealers ,624,969 48,948,434 Other Motor Vehicle Dealers ,644,739 21,958,318 Automotive Parts/Accsrs, Tire Stores ,531,966 18,749,568 Furniture and Home Furnishings Stores ,510,820 85,983,163 Furniture Stores ,293,115 43,906,327 Home Furnishing Stores ,217,705 42,076,836 Electronics and Appliance Stores ,316,765 53,530,707 Appliances, TVs, Electronics Stores ,294,716 48,918,150 Household Appliances Stores ,226,134 2,415,319 Radio, Television, Electronics Stores ,068,583 46,502,831 Computer and Software Stores ,757,909 4,024,558 Camera and Photographic Equipment Stores ,264, ,999 Building Material, Garden Equip Stores ,337, ,155,982 Building Material and Supply Dealers ,682, ,213,410 Home Centers ,981,870 79,110,406 Paint and Wallpaper Stores ,608,372 12,604,151 Hardware Stores ,756,607 4,411,395 Other Building Materials Dealers ,335, ,087,458 Building Materials, Lumberyards ,190,219 46,980,010 Lawn, Garden Equipment, Supplies Stores ,655,860 3,942,571 Outdoor Power Equipment Stores ,947,646 1,908,542 Nursery and Garden Centers ,708,214 2,034,029 Food and Beverage Stores ,632, ,783,874 Grocery Stores ,731, ,864,211 Supermarkets, Grocery (Ex Conv) Stores ,392, ,235,338 Convenience Stores ,339,062 10,628,873 Specialty Food Stores ,700,843 7,120,998 Beer, Wine and Liquor Stores ,200,127 13,798,665 Health and Personal Care Stores ,173, ,481,207 Pharmancies and Drug Stores ,135,845 62,394,765 Cosmetics, Beauty Supplies, Perfume Stores ,694,315 9,227,281 Optical Goods Stores ,117,956 13,183,679 Other Health and Personal Care Stores ,225,154 16,675,481 Opportunity Gap/Surplus (72,248,524) 197,145, ,676,535 (4,313,579) 6,782,398 (35,472,343) (16,613,212) (18,859,131) (2,213,942) (10,623,434) 6,810,815 (17,434,248) 6,733,351 1,676,141 33,181,895 17,468,607 16,871,464 (6,995,779) 15,345,212 (7,752,291) (2,789,791) 15,713,289 1,039,104 14,674,185 (150,151,038) (153,132,346) (153,842,534) 710,189 (420,155) 3,401,462 25,692,063 47,741,080 (4,532,966) (9,065,723) (8,450,327) Prepared On: Wed Jun 02, 2010 Page 1 Of 5 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

125 RMP Opportunity Gap - Retail Stores DrvTim 1:, 15 Minute(s) Total 2009 Demand 2009 Supply (Consumer Expenditures) (Retail Sales) Gasoline Stations ,378,188 79,191,971 Gasoline Stations With Conv Stores ,737,339 62,601,577 Other Gasoline Stations ,640,849 16,590,395 Clothing and Clothing Accessories Stores ,783, ,035,249 Clothing Stores ,717, ,841,509 Men's Clothing Stores ,218,921 4,300,577 Women's Clothing Stores ,124,156 38,969,894 Childrens, Infants Clothing Stores ,321,436 7,786,532 Family Clothing Stores ,075, ,029,486 Clothing Accessories Stores ,609,760 3,472,523 Other Clothing Stores ,367,206 3,282,498 Shoe Stores ,727,767 22,877,256 Jewelry, Luggage, Leather Goods Stores ,338,397 42,316,484 Jewelry Stores ,210,011 36,225,450 Luggage and Leather Goods Stores ,128,387 6,091,034 Sporting Goods, Hobby, Book, Music Stores ,364,047 71,939,650 Sportng Goods, Hobby, Musical Inst Stores ,116,750 58,977,546 Sporting Goods Stores ,969,167 42,641,999 Hobby, Toys and Games Stores ,072,359 12,454,061 Sew/Needlework/Piece Goods Stores ,321,191 2,988,403 Musical Instrument and Supplies Stores ,754, ,083 Book, Periodical and Music Stores ,247,297 12,962,104 Book Stores and News Dealers ,329,242 9,565,604 Book Stores ,879,526 9,565,604 News Dealers and Newsstands ,717 0 Prerecorded Tapes, CDs, Record Stores ,918,054 3,396,500 General Merchandise Stores ,704, ,037,281 Department Stores Excl Leased Depts ,070, ,475,501 Other General Merchandise Stores ,633,961 8,561,780 Miscellaneous Store Retailers ,029,876 67,509,047 Florists ,311,190 3,174,838 Office Supplies, Stationery, Gift Stores ,296,543 25,165,736 Office Supplies and Stationery Stores ,713,669 12,733,096 Gift, Novelty and Souvenir Stores ,582,874 12,432,640 Used Merchandise Stores ,717,799 13,999,403 Other Miscellaneous Store Retailers ,704,345 25,169,071 Non-Store Retailers ,341, ,169,041 Foodservice and Drinking Places ,697, ,846,783 Full-Service Restaurants ,580, ,341,802 Opportunity Gap/Surplus 134,186,217 97,135,762 37,050,454 (164,251,739) (127,124,163) (81,656) (22,845,738) (4,465,096) (98,953,619) (1,862,763) 1,084,708 (11,149,489) (25,978,087) (21,015,439) (4,962,647) (31,575,603) (30,860,796) (28,672,832) (3,381,702) (667,212) 1,860,950 (714,807) (1,236,362) (1,686,078) 449, ,554 53,666,825 (77,405,356) 131,072,181 (18,479,171) 1,136,352 (2,869,193) (19,427) (2,849,766) (9,281,604) (7,464,726) (38,827,590) (75,149,452) (107,761,255) Prepared On: Wed Jun 02, 2010 Page 2 Of 5 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

126 RMP Opportunity Gap - Retail Stores DrvTim 1:, 15 Minute(s) Total 2009 Demand 2009 Supply (Consumer Expenditures) (Retail Sales) Limited-Service Eating Places ,679,161 69,496,880 Special Foodservices ,291,799 13,894,169 Drinking Places -Alcoholic Beverages ,145,824 4,113,932 GAFO * 532,975, ,691,786 General Merchandise Stores ,704, ,037,281 Clothing and Clothing Accessories Stores ,783, ,035,249 Furniture and Home Furnishings Stores ,510,820 85,983,163 Electronics and Appliance Stores ,316,765 53,530,707 Sporting Goods, Hobby, Book, Music Stores ,364,047 71,939,650 Office Supplies, Stationery, Gift Stores ,296,543 25,165,736 Opportunity Gap/Surplus 21,182,281 4,397,630 7,031,892 (182,715,995) 53,666,825 (164,251,739) (35,472,343) (2,213,942) (31,575,603) (2,869,193) * GAFO (General merchandise, Apparel, Furniture and Other) represents sales at stores that sell merchandise normally sold in department stores. This category is not included in Total Retail Sales Including Eating and Drinking Places. Claritas' RMP data is derived from two major sources of information. The demand data is derived from the Consumer Expenditure Survey (CE Survey), which is fielded by the U.S. Bureau of Labor Statistics (BLS). The supply data is derived from the Census of Retail Trade (CRT), which is made available by the U.S. Census.Additional data sources are incorporated to create both supply and demand estimates. The difference between demand and supply represents the opportunity gap or surplus available for each retail outlet in the specified reporting geography. When the demand is greater than (less than) the supply, there is an opportunity gap (surplus) for that retail outlet. For example, a positive value signifies an opportunity gap, while a negative value signifies a surplus. Prepared On: Wed Jun 02, 2010 Page 3 Of 5 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

127 RMP Opportunity Gap - Retail Stores Appendix: Area Listing Area Name: Type: Drive Time 1: 15 Minute(s) Reporting Detail: Aggregate Reporting Level: / Block Group Polygon Points: Prepared On: Wed Jun 02, 2010 Page 4 Of 5 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

128 RMP Opportunity Gap - Retail Stores Appendix: Area Listing Project Information: Site: 1 Order Number: Prepared On: Wed Jun 02, 2010 Page 5 Of 5 Prepared By: Project Code: Jupiter Nielsen Solution Center Prepared For: 2010 The Nielsen Company. All rights reserved.

129 Area Map Prepared For: Order #: Project Code: Jupiter Polygon Site: 01 Coord: , Polygon - See Appendix for Points Prepared on: June 9, The Nielsen Company. All rights reserve Page 1 of 2 Nielsen Solution Center