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2016-73 Master Plan AdoptionRESOLUTION 2016 -73 A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM BEACH, FLORIDA, FORMALLY ADOPTING THE MASTER PLAN PREPARED BY THE TREASURE COAST REGIONAL PLANNING COUNCIL AS A GUIDELINE FOR FUTURE DEVELOPMENT WITHIN THE VILLAGE; AND PROVIDING FOR AN EFFECTIVE DATE. WHEREAS, the Village Council executed an Interlocal Agreement with the Treasure Coast Regional Planning Council ( "TCRPC ") to develop a master plan for future and infill development and redevelopment, as well as a community -based vision for economic growth; and WHEREAS, TCRPC has completed the Master Plan process, and having conducted a number of workshop sessions, TCRPC has presented the Village Council with its final report; and WHEREAS, the Village Council determines that acceptance and adoption of the Master Plan is in the best interests of the residents and citizens of the Village of North Palm Beach. NOW, THEREFORE, BE IT RESOLVED BY THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM BEACH, FLORIDA as follows: Section 1. The foregoing recitals are ratified as true and incorporated herein. Section 2. The Village Council of the Village of North Palm Beach, Florida, hereby formally adopts The Village of North Palm Beach Citizens' Master Plan Report dated October 20, 2016 prepared by the Treasure Coast Regional Planning Council, including the recommendations contained therein, as setting forth the guiding principles for future development within the Village. A copy of the Master Plan is attached hereto and incorporated herein. Section 3. This Resolution shall take effect immediately upon adoption. PASSED AND ADOPTED THIS 27TH DAY OF OCTOBER. 2016. (Village Seal) ATTEST:', VILLAGE CLERK THE VILLAGE OF NORTH PALM BEACH CITIZENS MASTER PLAN REPORT Charrette Dates: January 301 - February 51 2016 _ Ilfl OCTOBER 20, 2016 T R E A S U R E C O A S T R E G I O N A L P L A N N I N G C O U N C I L I n d i a n R i v e r - S t. L u c i e - M a r t i n - P a I m B e a c h prepared by Treasure Coast Regional Planning Council Michael Busha, Executive Director Dana P. Little, Urban Design Director Kim Delaney, Director of Strategic Development and Policy Stephanie Heidt, Intergovernmental/Brownfields Coordinator Marcela Camblor, Urban Designer Juan Caurancho, Architect Steven Fett, Architect Ricardo Lopez, Architect Rober Gibbs, Retail Analysis Thomas Lavash, Economic Analysis Lauren Moss, Urban Designer Anthea Gianniotes, Urban Designer Eloine Sabol, Urban Designer Jose J. Venegas, Urban Designer for the Village of North Palm Beach in partnership with the Palm Beach Metropolitan Planning Organization Palm, "each .W-I PRLM Wedilro o I i t�a�n Planning. a{t i o n� �ISP�� IL 10 OEM A Table of Contents ExecutiveSummary ........................................................................................... ............................... I Tourof the Plan .................................................................................................. ..............................5 Implementation & Key Recommendations ....................................................... .............................49 Appendix A: Creation of the Plan Appendix B: Background and Existing Conditions Appendix C: Market Analysis Appendix D: Principles of Urban Design Acknowledgments Honorable David Norris, Mayor, Village of North Palm Beach Doug Bush, Vice Mayor, Village of North Palm Beach Darryl Aubrey, President Pro Tem, Village of North Palm Beach Robert Gebbia, Councilmember, Village of North Palm Beach Mark Mullinix, Councilmember, Village of North Palm Beach Nick Uhren, Executive Director, Palm Beach Metropolitan Planning Organization A Special Thanks to Host Committee Members Pat Friedman, Kristen Garrison, Alison Harvey, Tim Hullihan, Karen Marcus, Steve Mathison, Steve Muller, Ron Pertnoy, Christian Searcy, Carolyn Stone T R E A S U R E C O A S T R E G I O N A L P L A N N I N G C O U N C I L I n d i a n R i v e r - S t L u c i e - M a r t i n - P a I m B e a c h VILLAGE MASTER ELAN Purpose of the Village Master Plan In August of 2015, the Village of North Palm Beach, in collaboration with the Palm Beach Metropolitan Planning Organization (MPO), contracted with the Treasure Coast Regional Planning Council (TCRPC) to study ways to improve mobility, quality of life, and economic vitality of the Village. In its FY 2016 Council Goals and Objectives, the Village articulat- ed Goal 5 which states, "Develop a master plan for economic development in our business districts and community development in our neighborhoods." Specifics of this Goal include holding a public char - rette, review of the Village Comprehensive Plan and Land Development Regulations, preparation of a market study and economic strategies, develop a master plan with specific recommendations and ren- derings, and complete the plan by FY 2016. Objectives of the Village Master Plan Village leadership decided the time was right to work with community stakeholders to create a business plan to guide the next era of growth and development in the Village of North Palm Beach. By engaging the public in a discussion encompassing both broad goals as well as specific priorities and concerns, the goal was to determine a clear vision for the future to help guide decisions and investments by the Village. Three clear objectives were identified: 1. Improve mobility, quality of life, and economic vitality of the Village; EXECUTIVE SUMMARY The Study Area The study area included the Village of North Palm Beach, anticipated annexation properties, as well as areas outside the Village that would benefit from coordinated planning efforts. 2. Create a vision and Village Master Plan that illustrate strategies to achieve those objectives; and 3. Establish goals and policies to implement the Plan. The main elements of the effort include the following: • The creation of a physical master plan for the Village, which considers infill and redevelopment opportu- nities; • A review of the land use and development regulations in order to recommend improvements and ways to incent desired redevelopment and business creation; • The development of a Market Overview, which reviews existing market conditions, demographics, and analyzes key market trends within the Village and relevant areas within the region; • A detailed assessment of the current and future vehicular volumes on US I and potential application for the Florida Department of Transportation's Lane Elimination Process; • A community -based vision for desirable economic and redevelopment growth for the Village of North Palm Beach; and Date: 10/20/16 1 EXECUTIVE SUMMARY • Coordination with all relevant agencies, including but not limited to the Palm Beach MPO, Florida Department of Transportation (FDOT) District IV, Palm Beach County, and adjacent municipalities. Study Area The project area for the Village of North Palm Beach Master Plan is focused on, but not limited to, all prop- erties within the Village of North Palm Beach munic- ipal boundaries, the US 1 and Northlake Boulevard corridors, as well as areas outside the Village where analysis would benefit the master planning effort. Process VILLAGE MASTER ELAN The public workshop on January 31, 2016, was well -at- tended by local stakeholders. In early 2016, the Treasure Coast Regional Planning Council conducted a significant public involvement process, including a week -long economic development and urban design charrette to assist the Village in accomplishing its goals. From Saturday, January 30, 2016, through Friday, February 5, 2016, the TCRPC team worked with over 150 citizens, elected officials, business owners, and staff in forging a strategy for re- development and economic growth in the Village of North Palm Beach. Working together, the team and the public created a master plan that represents the aspirations for the village's waterfront, commercial corridors, and neighborhoods. (Appendix A) Two Types of Strategies: Infrastructure and Administrative Projects & Principles for Redevelopment The Village of North Palm Beach Master Plan documents recommendations for both public and private ef- forts. Public efforts are projects such as street improvements, updating or installing infrastructure, changes A recommended infrastructure project is a new design for the Prosperity Farms Bridge over the Earman River that ex- pands the sidewalk area over unused asphalt and installs trellises for shaded seating to create an area to enjoy views of the waterway. 2 Date: 10/20/16 VILLAGE MASTER ELAN EXECUTIVE SUMMARY Characteristics of a Typical Village Center 1. Prominent civic open space 2. Buildings define the streets and open space 3. New streets link to neigh- borhood 4. Mixed use buildings have lively, active uses along the sidewalk 5. The existing post office is enhanced and maintained 6. Parking is located in the rear of buildings and on- street V 6' �• �, r?]c 1 �.. < �r " br An example of the principles for redevelopment applied to a vacant site to create a Village Center. These principles can shape infill redevelopment in various conditions and locations throughout North Palm Beach. to public property, and adjustments to the municipal framework, such as the land development code or vil- lage programs. Since the Village is largely built -out, the plan also provides guidance for redevelopment. A detailed description of the principles of urban design — time - tested planning principles evident in the most successful, livable and economically resilient communities — are articulated to use as a framework for deci- sion- making (Appendix D). Redevelopment is more likely to occur on properties with obsolete buildings on the main commercial corridors and in aging, waterfront multi - family areas. The plan illustrates methods for applying the principles to the different conditions that exist within the Village; however, it is important to note that the examples of redevelopment are not site specific solutions nor are they the only design that would successfully implement the principles on the example site. Market Analysis The Village of North Palm Beach is a desirable place to live, offering significant waterfront options and beautiful residential neighborhoods with strong property values. It is also characterized by vacant and obso- lete offices along US 1, its most prominent corridor. To ascertain market -driven redevelopment potential, an economic analysis evaluating four key sectors was conducted. A summary of the results is provided in the box below. Clearly, a demand for housing, retail, and lodging exists in North Palm Beach. The key is to position the Village to attract growth in a form that will define and strengthen the Village's character (Appendix Q. Summary of Market /Development Potentials Use Forecast Period Market Potentials Retail & Restaurant 5 Years 104,360 sf Market -Rate Housing 10 years 400 to 600 Units Speculative Office 8 years Limited Lodging /Hospitality 10 Years 90 -120 Rooms Date: 10/20/16 3 EXECUTIVE SUMMARY Key Recommendations of the Master Plan 1. Redefine US 1 VILLAGE MASTER ELAN a. Calm the corridor by pursuing a Lane Elimination to reduce the roadway from six to four lanes b. Beautify the corridor by repurposing asphalt into a new streetscape design c. Balance mobility by designing the roadway for a superior pedestrian and bicycle environment 2. Create a Form -Based Code and Design Guidelines a. Ensure private redevelopment complements public investments and contributes to realizing the vision b. Respond to market forces c. Establish predictability in the built environment and the approval process d. Maximize the waterfront e. Provide incentives for desired patterns and forms of development 3. Improve Prosperity Farms Road a. Create a signature design feature on the bridge b. Upgrade street furniture, especially bus stops c. Install pedestrian- scaled lighting d. Ensure infill development is consistent with the surrounding neighborhood e. Adopt programs to improve distressed areas 4. Prioritize Targeted Redevelopment Areas a. Northlake Promenade Shoppes (Twin City Mall) site b. Village Center(s) along US 1 corridor c. Camelot Inn/ Marina Area d. Crystal Tree Plaza e. Potential Southwest Annexation Area f. Northlake Boulevard / Earman River Area. 4 Date: 10/20/16 THE VILLAGE OF NORTH PALM BEACH r CITIZENS MASTER PLAN January 30' - February S' 2016 prepared by J� The Treasure Coast Regional Planning Council - _-- —� ep� 0, t / �� r r r i `l f► t �: ®® IR M B ®V'°(Q`p` VILLAGE MASTER PLAN THE VILLAGE OF NORTH PALM BEACH CITIZENS' MASTER PLAN January 30' - February 5' 2016 prepped by The Treasure Coast Regional Planning Council MLL —10,0.l t— h J,-- , r 4 jr r r I r v f I I k Illp QEwa �Mmm lip .., 0 J TOUR OF TI IF PLAN 0 All IN Date: 10/20/16 5 TOUR OF TI IF PLAN Introduction The focus of the Village of North Palm Beach Charrette was to engage the public to consider how to chart a course for the future that improves mobility, quality of life, and the economic vitality of the Village. The Village of North Palm Beach Master Plan addresses this goal in two ways: first, by providing design recommendations for public projects such as streets, infrastructure, and municipal programs; and, second, by illustrating methods for applying the principles of urban design (Appendix D) to different conditions that exist within the Village to achieve the stated goal. It is important to note that the examples of potential redevelopment are not site speck solutions nor are they the only design that would successfully implement the principles on the example site. Village of North Palm Beach Master Plan 1. Improve mobility, quality of life, and economic vitality of the Village. 2. Create a vision and Village Master Plan that illustrates strategies to achieve those objectives. 3. Establish goals and policies to implement the Plan. The strategies demonstrated within this plan are the result of considering the initial public input from a series of one -on -one stakeholder interviews, a seven - day public design charrette, and additional analysis. Each intervention is described both by text and graphics to clearly demonstrate the potential opportunities and the qualities the intervention could create.. US 1 Corridor The master plan identifies five unique areas along the corridor as it traverses the village. Each circle has a 1/4 -mile radius, which is roughly the distance a fully ambulatory person can comfortably walk in five minutes. One of the strategies presented is to encourage a redevelopment pattern that creates an amenity for the surrounding neighborhoods for each portion of the corridor, as well as for the Village as a whole. The circles provide a quick scale reference for ascertaining the residences and businesses served by potential projects. Rendered roofs denote potential new buildings, not the type of roof or architecture. 6 VILLAGE MASTER PLAN r. r N Anchorag D - 4' - - - - -- �� ►__-_- _ -- ai L_ =1 Date: 10/20/16 VILLAGE MASTER PLAN Parker Bridge North Beginning in the area north of the Parker Bridge, specific concerns were raised regarding traffic: 1. A longer turn-lane and better signal timing is needed on US 1 for turning into and out of Lakeshore Drive. 2. Signalization for the Lakeshore Drive and US 1 intersection needs better coordination with bridge openings. The recommendation is to continue the discussion initiated as part of the charrette with FDOT for a traffic study to inform needed improvements. The impact of the disruption of traffic due to bridge openings is not merely an inconvenience to local residences. The interruption of access has an economic effect and was raised as a factor affecting the desirability of having office space in the Village. TOUR OF TI IF PLAN ` 1. Parker Bridge 2. Crystal Tree Plaza ' y'I li • � - -�i { G �ZXq y Lakeshore Drive - 7 l The bndge height also affects the free flow of maritime vessels. Most importantly, the bridge openings interrupt the ability of emergency vehicles to respond and create congestion for navigation. The Village and Palm Beach Gardens are coordinating to ensure coverage for emergency service response. An idea that seems radical, but with precedent in the region, is to eventually replace the draw bridge with a tunnel. Before out -right dismissing this idea as cost - prohibitive, it could create significant benefits: remove congestion, allow continuous uninterrupted emergency vehicle access, establish continuous maritime access, and better position the US 1 corridor as a business location. While a tunnel is an expensive proposition, the recommendation is to perform a benefit/burden analysis to fully understand the impact a long -term, major project would have on the Village, as well as Lake Park,i;.,„ Palm Beach Gardens, and norther Palm CLEARAHCc Fjr] Beach County. I� r M 1 'y � 1 Fd { �• Top: US 1 in Fort Lauderdale tunnels under the New River. Left: The Henry E. Kinney Tunnel. Date: 10/20/16 7 TOUR OF TI IF PLAN Crystal Tree Plaza One of the main properties in the northern section of US I is the Crystal Tree Plaza. The plaza contains a mix of office, retail, and restaurant uses, connected with wide arcades and several designed open spaces. The plaza appears to be in need of update. Though several key local destinations are located in the plaza (e.g., Sprinkles Ice Cream, Cod and Capers), the plaza is dominated by asphalt parking areas which remain largely underutilized, even during high season. Most of the stores are closed in the evenings. Diversifying the uses by adding a residential component was considered during the charrette to establish more activity in the evening. Initially, the idea was to convert the four -story office portion into residential units; however, the existing building does not lend itself to easy conversion, limited by its Ar WA t �,� A T `r.4v !� ��I11 ♦ rk_ „t VILLAGE MASTLR PLAN plumbing configuration and other factors. Since this property is one of the few office locations that afford users the ability to walk to lunch or dinner, another approach is presented as part of the master plan. In order to build on the center's existing strengths to create a more active, attractive location to serve as a neighborhood center for the northern area, strategic additions are illustrated. The concept is to strategically introduce new buildings, create attractive outdoor spaces, rationalize vehicular circulation, reduce the prominence of surface parking areas, diversify uses, and better link the center to its surroundings for pedestrians and cyclists. Like many recommendations throughout this plan, these concepts can be achieved in a number of ways. The following plates illustrate two different options, but other configurations are possible as Version A: 10,000 SF of additional retail plus 32 residential units re- place 84 parking spaces. Red Dots: New Pedestrian Links through the center to improve ac- cess by the surrounding develop- C- ments. Black Dashed Line: A new valet drop off loop is created by adjusting landscaping. ti 1: A plaza for outdoor dining at Cod & Capers is created by converting 5 parking spaces into a plaza. 2: Two pavilions 2,000 SF each. 3: 5,000 SF pavilion. 4: 24 units in a Courtyard Building replace 32 parking spaces 5: 8 units in building replace 12 spaces 6: 1,000 SF. I Drive 8 Date: 10/20/16 VILLAGE MASTER PLAN well. Additionally, the concepts illustrated to retrofit this property can be used to reshape and energize other shopping centers located throughout the Village. Several concepts are common to both plans. Outparcels are added to form outdoor spaces and reinforce pedestrian routes. A clear valet parking route and stronger pedestrian links are introduced through minor adjustments to the layout. In both plans, residential uses replace under - utilized parking areas in the rear of the center. The courtyard building and adjacent bar building replace 44 parking space with 32 residential units. Consider that except for the restaurants, Crystal Tree Plaza is mostly closed during evening hours when residential units need parking most. Also, by diversifying uses, the ability to for some shoppers and workers to live on -site provides parking efficiencies. 7, 5 TOUR OF TI IF PLAN A plaza in Coral Gables, defined by building placement and landscape design. 3 C. t L7.1, units in building replace 12 k� paces 000 SF re Date: 10/20/16 9 Version B: 10,000 SF of addition- al retail plus 32 residential units replace 84 parking spaces. Red Dots: New Pedestrian Links io through the center to improve �,. access by the surrounding devel- opments. Black Dashed Line: A new valet drop off loop is created by adjust- ing landscaping. 1: A plaza for outdoor dining N at Cod & Capers is created by converting 5 parking spaces into a plaza. 4 2: 5,000 SF pavilion with outdoor 1 dining. 3: 3,000 SF pavilion. 4: 5,000 SF pavilion 5: 24 units in a Courtyard Building replace 32 parking spaces C. t L7.1, units in building replace 12 k� paces 000 SF re Date: 10/20/16 9 TOUR OF TI IE PLAN VILLAGE MASTER PLAN The area just south of the Parker Bridge was frequently identified by charrette participants as a resort area with a waterfront village character. An almost universal idea among the presentations by the citizens at the Saturday workshop was to locate a new signature hotel on the site of the old Camelot Inn, building on the attraction of the golf course and the marina while replacing an out -of -date building. Country Club House Amenities Should be the "Town Center" Should Accommodate Residents (Especially Kids) Family - Oriented Programming More Tennis Courts Fitness Facility Kiddy Splash Park Family Pool Access It is the Community's Facility The Village is currently in the process of creating a new country club building and updating the amenities. A separate process is underway focused solely on that effort. However, many charrette participants voiced ideas and while not tested as part of this effort, the some of the suggestions are listed in the box above. The area surrounding the marina is indicative of many waterfront areas in the Village. It is largely comprised of condominiums constructed in the 1960s, 1970s, or early 1980s. They range from two to six stories, fre- quently walk -up types with exterior circulation among units. While these buildings do not redevelop easily, given the ownership pattern, structures have finite life spans, and waterfront parcels are extremely valuable so a vision for the future is important to illustrate. A defined vision provides guidance if and when changes occur. While changes may be incremental or small, each element should move the Village toward its ultimate vision. The resort area has the following characteristics: 1. Waterfront dining locations; 2. A continuous boardwalk environment so everyone can enjoy the waterfront; 3. A new boutique hotel; 4. A variety of buildings that maintain the mid -rise scale and line the streets; 5. A vibrant mix of uses located along the boardwalk; 6. Street trees, street lights, and benches create a nice place to visit; and 7. Parking is available but not visually prominent. The characteristics described for the marina area also apply to other aging waterfront locations within the Village. 10 Date: 10/20/16 VILLAGE MASTER PLAN *_ r F PRO r r TOUR OF TI IF PLAN T 4 CF r0rr1 T W } F I I -�. - - I1 Pri Re f P Date: 10/20/16 Top: Several participants referenced Portofino as a reference for the character of waterfront redevelopment. This image illustrates a view from the water of this type of redevelopment around the marina. Middle: The position of the buildings in both the top and middle images define the street/promenade along water's edge. As the week progressed, charrette participants supported an island Bermudian architecture, consistent with John Volk's design of the Village Hall, and raised concern about introducing Mediterranean Revival in the Village. The desired scale and urban experience can be achieved using a wide range of architecture. Bottom: The current streetscape on Marina Drive is not defined, without clear locations for sidewalks and appears barren. Locations exist along the street where head -in parking could be relocated to the west side, allowing a wider promenade and landscaping along the water's edge. The following page illustrates the concept of realizing the vision over time. First, the redevelopment of the old inn could provide a signature hotel with a streetscape improvement project on the road leading into the district and along the marina. Then, infill redevelopment could occur on commercial properties, which are easier to redevelop than condominiums. Finally, one of the larger condominium complexes could be redeveloped. And so on, until the district is gradually redeveloped into the buildings that would be there for the next 100 years. The key is that each investment should move the Village toward the community's vision. 11 TOUR OF TI IF PLAN VILLAGE MASTER PLAN 12 Date: 10/20/16 VILLAGE MASTER PLAN TOUR OF TI IE PLAN Top: A view of a potential new hotel on the site of the current Camelot Inn. Note that head -in parking has been relocated to the west side to allow for a wider promenade, landscaping, and parallel parking on the east side of Marina Drive. The arrow in the image below indicates to point of view. Left: A potential site plan for a new hotel with two pavilions along the street, each of- fering 2,500 SF of retail, 7,500 SF of internal retail /restaurant space, 255 rooms, and 255 parking spaces. Date: 10/20/16 13 TOUR OF TI IE PLAN VILLAGE MASTER PLAN Right. The arrow indicates the view shown in the image below. Bottom: A street elevation of potential redevelopment in the resort area across the street from the North Palm Beach Country Club. A new streetscape on Yacht Club Drive with shaded sidewalks and an entry median with palms announces arrival to the district. New mixed -use buildings are shown with varied rooflines and building facades. Buildings in the area currently range from two to six stories in height. A similar scale is depicted in the image. d66 1'. o PV 770M Ego pli ■ ■ -t_M min I- 14 Date: 10/20/16 VILLAGE MASTER PLAN Infill Redevelopment along US 1 Sites with redevelopment potential are illustrated throughout the master plan, denoted by rendered roofs on buildings. Redevelopment is not limited to these sites nor is it suggested to occur within a certain timeframe or exactly in the configuration shown. They are illustrative of the principles embedded in the community's vision and key to placemaking. Certain sites were chosen for testing redevelopment based upon several factors, including current vacancy rate, building size, condition and age. These factors suggest certain properties are more likely to redevelop in a near -term timeframe. Each infill proj ect tests redevelopment potential of the site using a building scale of two to four stories in height. Building placement shape streets and form outdoor spaces. A center should be defined for each portion of the village; however, not every site has ti l O y v a - 3 1. Mixed -use Building - 2. Townhouses 3. New Hotel - TOUR OF TI IF PLAN to be mixed -use. Some sites may be good candidates for higher density residential development. The key is to position the Village to accommodate growth in a form that will define and strengthen the Village's character. The redevelopment scenario below depicts mixed -use development on two adjoining properties, one of which is currently vacant land and the other an older office building that is currently 33% vacant. The suggested program provides 13,000 SF of commercial space along US I transitioning to 54 townhouse units toward the neighborhood. The density is just over 18 du /acre, which is higher than currently permitted without rezoning. In order to encourage the form depicted below, code adjustments should make it simple and fast to approve projects consistent with the vision. ..v 61► Left: A mixed -use development. Right. An image of a similar type of development on US 1 in West Palm Beach. Date: 10/20/16 15 TOUR OF TI IF PLAN �i ` l r ri f' G m ,1 VILLAGE MASTER PLAN Left: The arrow indicates the view demonstrated in the photograph in the image to the right. Right: Townhouses in Delray Beach are a similar scale, density, and configuration as illustrated in the master plan. The intersection at North Anchorage Drive and US 1 provides a unique opportunity for redevelopment on all four corners of the intersection. The northwest parcel is currently occupied by a vacant bank. This parcel adjoins the golf course and could be redeveloped with townhouses facing the course and an urban condition lining tree- shaded streets. Many communities in the region, including West Palm Beach, Lake Worth, and Delray Beach, have successfully established new townhouses along US 1 and in other "downtown" locations without the additional benefit of a golf course view. The market analysis showed a demand for 90 to 120 new hotel rooms. The plan suggests the possibility of upgrading the current Super 8 motel on the southwest corner of US 1 and Anchorage Drive North to a new 3 -star hotel. y 6; G. � N Top: Potential infill development along US 1 Right: A mixed use building in a similar scale, density, and configuration as the plan illustrates. 16 Date: 10/20/16 VILLAGE MASTER PLAN Village Center The portion of US 1 between Lighthouse Drive and South Anchorage Drive is the civic center of the community. The Village Hall, Library, and the Conservatory School at North Palm Beach are located in this area. It is important that each portion of the corridor has a center serving the surrounding residents. This section should accommodate the most prominent center - an identifiable Village Center for the community. A Village Center can be achieved in a number of configurations or locations. The illustration below demonstrates how 27,000 SF of commercial and 44 units could be configured into a Village Center on vacant land within this section of US 1. An attractive destination for the community is formed, distinguished from the surrounding development pattern as a location for people to gather. The buildings should be tall enough to enclose the space. Pedestrian routes to the center should be shaded, clearly defined, and as direct as possible. TOUR OF TI IF PLAN D �x E1:1 y f r Lighth ouse Drive { � 1 _A ti 1 a 3 r_ ti � DFyve_ S 1. Liner Buildings W; Y. 2. Village Center 4 3. Alley Maintained/ New Accessory Units - 4. High School Expansion 5 5. Mixed Use Buildings rive^ r The illustration demonstrates- the following qualities: 6 • Buildings define a formal green or plaza;. • Streets are public and interconnected to the sur -.. . r 6 4 r k y rounding neighborhood, ;` �' - 4 :' shortening walking dis- tance to the center; - s • A vibrant mix of uses and - ti .► . high density development r,y x '` line streets and the open 1.- space. =: 2. , �.� � r r �4, '._fit �+.,Aj i "� r �� - � r J. �,...3' - 6 �. r i • Parking is provided in the 1: Prominent new civic green; 2: Buildings define the streets and open space; 3: New streets link to neighborhood; 4: Mixed -use buildings have lively, active rear of buildings and on- uses along the sidewalk; 5: The existing post office is enhanced and maintained; street. 6: Parking is on- street and in the rear of buildings. Date: 10/20/16 17 TOUR OF TI IF PLAN for VILLAGL MASTLR PLAN C• i Top: A mixed -use building study for the Village Center Bottom: The Village Center is comprised of mixed -use buildings in varying scales with lively uses located along the sidewalk and a civic open space. r f 18 Date: 10/20/16 VILLAGL MASTLK PLAN The Alleyway & Accessory Units One of the strongest characteristics of this section of the US 1 corridor is the continuous north -south alleyway. This alley provides an important local link with numerous benefits: 1. Locals can move between properties without having to engage US 1; 2. Deliveries can be made discreetly without impacting traffic or blocking access; 3. Parking and other back of house uses are easily accessed. The lots that back up to the commercial properties have an opportunity to increase their value, provide a new housing option for the Village, and maintain affordability over time by incorporating accessory units. With the alley access, these buildings can be easily accommodated without increasing traffic to the neighborhoods. In addition to providing potential rental income that supports the main household, they could also provide a home office option or a housing option for extended family members (e.g., grandparent, newly graduated adult children). These units would provide natural surveillance of the alleyway and, if properly designed, transform the alley into an interesting, unique thoroughfare. F D FA TOUR OF TI IF PLAN �l 1 •F 1 I 4 %C . f c Top: Accessory units located in outbuildings behind houses on Eastwind Drive and along the alley. Bottom: Accessory dwelling units along an alley in Rosemary Beach, Florida. Date: 10/20/16 19 TOUR OF TI IE PLAN VILLAGE MASTER PLAN The Alleyway & Townhouse Units Alley access provides another possibility for further diversifying housing options in the Village. With rear vehicular access available, these lots could easily 4: accommodate potential townhouse redevelopment, which would serve as a transition between the single- family neighborhood to the west and the commercial A Ifi ;; } �` corridor to the east. The pattern shown also includes accessory units to capture the benefits enumerated on = the previous page. Pedestrian links to the commercial corridor could be provided within new development. Increasing density could provide an opportunity to -- '�acs'x establish a new street link, if desired, to potential new iik! N development along US 1. m . - - ; I ' _. •\ ) i I - a _ Top: Townhouse units line Eastwind Drive with accessory units located in outbuild- ings to the rear along the alley. Left: Townhouse development in West Palm Beach, Florida. 20 Date: 10/20/16 VILLAGE MASTER PLAN 1 } �Ll �6f TOUR OF TI IF PLAN Retrofitting Sites Not Likely to Redevelop Throughout the corridor, large office buildings are setback from the street and surrounded by parking lots. Though many of these buildings, through their building placement and parking location and quantity, do not contribute to a Village character, steps can be taken with strategic interventions to create a more economically viable and attractive condition. For example, on the north side of Lighthouse Drive, the office at 701 US 1 is fully leased and four stories tall. It is not likely to redevelop in the near future. On the south side of Lighthouse Drive, a small bank at 667 US I is also fully leased and surrounded by surface parking areas. Both properties have open parking spaces available throughout the day. One opportunity is to add small object buildings along the street to define the street and create pockets of desirable urban spaces. These buildings would be appropriate for coffee shops or cafes to serve the office users and the adjoining neighborhood. It would require a reduction in the current amount of parking on the sites in order to achieve this, but this strategy would provide an amenity to building users and surrounding residences. Top: the current condition at the west side of Lighthouse Drive and US 1. Middle: The potential location of new liner buildings in existing parking lots to create a desirable urban experience and offer an amenity to office workers and nearby residences. Bottom: A liner building used as a cafe with planter boxes defining an outdoor eating area. These buildings have an attractive facade on all sides and are only 12 feet wide. Date: 10/20/16 21 TOUR OF TI IE PLAN VILLAGE MASTER PLAN The Conservatory School at North Palm Beach (NPB) The Conservatory School at NPB provides a traditional K -5 ¢ educational program as well as a "choice" program, focused on ;'W serva fo r�/ music education for K -5 as well as a highly selective choice program r — f ! for middle schoolers, grades six through eight. The Conservatory School at NPB has an enrollment of 657 K -5 students and 44 middle 4L W —i nii a .c Ii "� mip r.J Pram school students, providing a total 2015/16 enrollment of 701. Ultimately, The Conservatory School at NPB anticipates 120 middle school students among three grades at full capacity. Charrette participants were highly complementary regarding the range of educational choices available to Village residents. They voiced a strong desire to expand the successful programming at The Conservatory School at NPB to include a choice program for high schoolers, grades nine through twelve. As of the time of this charrette report, preliminary discussions were underway among the school's administration, Village, School District of Palm Beach County, and members of the community. The state regulatory structure controlling educational environments has continued to change over time, with greater flexibility for alternative educational environments depending on program, partnerships, educational needs, and other factors. The creativity of the District and increasing flexibility among regulations suggests there are many formats within which a high school program could be added to The Conservatory School at NPB. Based on discussion with school administrators and reviewing alternative high school programs around Florida and across the nation, it would appear as though a focused choice -type high school program at The Conservatory School could include 40 -50 students per grade, totaling 200 students across the four grades. 22 Date: 10/20/16 VILLAGE MASTER PLAN With appropriate programming and scheduling, there could be efficiencies developed with broader utilization of some of the current core facilities on the campus. Additionally, classroom and other educational spaces could be created on ancillary properties, such as those owned by the Village or others adjacent to the current campus. Proximity to the current campus could be advantageous in such a design to maximize the utility of the physical and human resources of the existing school. In addition, Palm Beach State College's north campus, located on PGA Boulevard, is approximately three miles north of the existing campus and could offer dual - enrollment and other educational programming enhancements to a high school curriculum. A potential site is illustrated for the high school program below. This scenario suggests replacing an underutilized office building to provide approximately 22,400 SF (in two stories) of classroom and ancillary space. The site is proximate to the existing campus, 1. New Building (9 -12 Grades) 2. Plaza 3. Crosswalk to main campus 4. K -8 Campus 5. Public Library 6. Alley connection /parking TOUR OF TI IF PLAN located roughly 300 feet east across Eastwind Drive, which is a small neighborhood street. In order to connect the satellite building and provide a gathering space for older students, a plaza connection could be easily achieved with the purchase of one additional lot. The site is adjacent to the North Palm Beach Library. This scenario helps illustrate one of the many ways in which additional educational space could be designed to augment The Conservatory School's program to accommodate a high school component. lr ,l Sol e 6 2 3 'AL 4 _ AIL _ 7 _ CD 0 1 Top: A potential elevation of a new school building. Bottom: A new high school building with a floor plate of 11,200 SF, providing 22,400 SF in two stories. If one additional lot is acquired, the campus could be unified by a plaza. Date: 10/20/16 23 TOUR OF TI IE PLAN VILLAGE MASTER PLAN An expanded school with high school grade levels can be accommodated in the Village in a number of ways. One of the strengths of the current campus is that it is easily accessed via walking, biking, and driving by its position in an interconnected neighborhood. Building upon its position in the community (both physically and civic), a design is illustrated that emphasizes the school's civic presence in the community as a whole, connecting it to the current campus and library. 1. New Building (9 -12 Grades) 2. Plaza 3. Crosswalk to main campus 4. K -8 Campus ` 5. Townhouses with Accessory units along the alley. i - 6. Alley connection /parking WA _I.YIW r Y .fir. i 4 F Top: A view of a potential new school building. Middle: The lots facing the school are currently duplexes. An oppor- tunity to provide a more resilient building type along the campus edge transitioning to the commercial uses behind it is ills ic+rn+nrl Rn14nm• A nn+nn+inI ninlinflnn of n nnIAl enhnnl hi iilrlinn VILLAGE MASTER PLAN US 1 Options US 1 is the Village of North Palm Beach's main thoroughfare. As discussed in Background & Existing Conditions (Appendix B), the current and projected traffic volumes afford the Village with a choice in the roadway design of the section between Northlake Boulevard and the Parker Bridge. The current road has three travel lanes in each direction with a striped shoulder functioning as a bike lane, though unmarked and substandard in width. A landscape strip and sidewalk, both generally five feet wide, are provided on both sides. Generally, the only landscaping provided is in the median. Three options are illustrated on the following pages showing how the right - of -way could be reconfigured. The Village could opt to maintain the current configuration or pursue a Lane Elimination and change the design using one or more of the following options. TOUR OF TI IF PLAN Top: The existing condition of US 1 in North Palm Beach, between Northlake Boulevard and the Parker Bridge. Bottom: An image of the current thoroughfare. Date: 10/20/16 25 TOUR OF TI IE PLAN US 1 — On- Street Parking Option This configuration provides on- street parking, physically separating the cy- cle lane and sidewalk from moving traf- fic. The bike lane is expanded to a stan- dard width of five feet. Sufficient room is available to have a buffered bike lane, which adds more than two feet of striping to guide cyclists away from potential con- flicts with passenger doors. Street trees would occur in landscape islands located between parking spaces. VILLAGE MASTER PLAN Top: One of three options developed for the section of US 1 between Northlake Boulevard and the Parker Bridge. Bottom: An image of a design with on- street parking and a buffered bike lane. 26 Date: 10/20/16 VILLAGE MASTER PLAN US 1 — Cycle Track Option This configuration provides a bike lane that is separated from the roadway and the sidewalk. This configuration protects both cyclists and pedestrians from vehicular traffic while eliminating potential conflicts between bikers and walkers. The image shows the bike lane curbed, but it could also take the form of a path at the same grade as the sidewalk. The majority of space gained from narrowing the roadway would provide wide landscaping swales, which could accommodate regularly spaced shade trees along the corridor. r, TOUR OF TI IF PLAN 120' ROW PL varies PL 5' 5' 5' 8' 2' 11' 2' 19'-8" 11' 2' 8' 5' 5' 5' s. g. b , g c, lanes c, varies lanes c, g , b , g , s Top: One of three options developed for the section of US 1 between Northlake Boulevard and the Parker Bridge. Bottom: An image of a design with a cycle track and wide planting area. M �"39ktuo� Sz� Date: 10/20/16 27 TOUR OF TI IF PLAN US 1 — Multi -Use Path Option This configuration widens the sidewalk into a multi -use path, providing a route for both pedestrians and cyclists separated from vehicular traffic by a wide planting strip. Shade trees could be uniformly spaced, creating shade and a parklike condition along the corridor. VILLAGE MASTER PLAN Top: One of three options developed for the section of US 1 between Northlake Boulevard and the Parker Bridge. Bottom: An image of a design with a multi -use path and wide plant- ing area. 28 Date: 10/20/16 VILLAGE MASTER PLAN TOUR OF TI IE PLAN Northlake & US 1 The focus of this area was on three main concepts: new development on the north side of Northlake Boulevard, the creation of a signature project at the southwest corner of US 1 and Northlake Boulevard, and maximizing the waterfront. Redevelopment on the Earman River The characteristics for redevelopment along the Earman River are to provide access to the waterfront, to enhance the fragile ecosystem, and to protect the residences on the north side of river from noise and other impacts. The plan locates retail and restaurant uses along the bridge edge and Northlake Boulevard. Residential uses predominantly line the water side. A boardwalk is proposed to allow access for people and to docks and, but it is pulled away from the natural edge to allow for additional mangrove planting to improve the ecosystem and provide a buffer from new development. j r r ! t Date: 10/20/16 1. New Development along Earman River 2. New Lifestyle Center 3. Existing Buildings `! 4. Existing IHOP restaurant ` IW® �_ Northlake Boulevard L nP t L c ya 1 I M s i �y ,1 29 TOUR OF TI IF PLAN s. k.. VILLAGE MASTER PLAN Top: An elevation shows the scale and massing of a potential infill project. The restaurant is located next to the bridge, and three multi - family buildings line the Earman River. A boardwalk is provided for access, but all active uses are locat- ed behind a screen of mangroves and new landscaping. Bottom: A perspective view of a potential infill project. The program accommodates 21,000 SF of restaurant/retail and 26 new residential units. 30 Date: 10/20/16 VILLAGE MASTER PLAN TOUR OF TI IE PLAN Northlake Promenade Shoppes Many charrette participants recognized the potential for redevelopment of the old Twin City Mall site, which currently includes the Northlake Promenade Shoppes. A lifestyle center, like CityPlace or Mizner Park, was the most common description of the preferred form. These types of development provide shopping, entertainment, restaurant uses within the form of a an urban neighborhood that incorporates residential as an integral use. The site is large enough to accommodate a significant project. Buildings tall enough to afford water views could be incorporated without impacting existing residences. Currently, the project turns its back to adjacent houses, negatively impacting physical and economic potential, particularly for the residential uses. Since half of the site is located within the boundary of Lake Park, a clear vision that both municipalities support is a crucial tool to encourage investment. The plan below demonstrates the qualities that could create an exciting new lifestyle center for this portion of the Village: 1. An interconnected system of walkable blocks and small streets; 2. Buildings line streets and face parks and open spaces; 3. The grocery store is moved east to have visibility from US 1; 4. A mix of building types is provided including townhouses, low -rise multi - family, high -rise multi - family, retail and mixed -use; 5. Parking is provided on- street, in garages, and behind buildings; 6. Transitions to the adjacent area is designed to be harmonious - like uses face like uses; and 7. Redevelopment is equitably divided between the two municipalities. This concept plan shows how to integrate new development to create a life style center. The plan has 33,500 SF of existing retail, 101,500 SF of new retail /commercial use, 690 condominium units, and 131 townhouses. Date: 10/20/16 31 TOUR OF TI IF PLAN Top: A view towards the northeast of the most intense, tallest buildings, which are located in the center of the development, ameliorating negative impacts from existing residences (denoted by arrow A on the plan on the previous page). Middle: A view to the northwest of the block structure created (denoted by arrow B on the plan on the previous page). Bottom Right: A view of CityPlace, one of the examples frequently referenced by charrette participants. Bottom Left: A view of Mizner Park, one of the examples frequently referenced by charrette participants. VILLAGE MASTER PLAN 32 Date: 10/20/16 VILLAGE MASTER PLAN Prosperity Farms Road The Prosperity Farms Road corridor is a main north - south corridor and provides one of the entry points to the Village of North Palm Beach. Prosperity Farms Road is lined primarily by residential and civic uses. A recent streetscape project improved landscaping along the thoroughfare; however, the general consensus amoung charrette particpants was that more improvements are needed. Several opportunities were identified to provide more significant aesthetic improvements, while improving the walkability of the road, which functions as a transit corridor as well. Bridge Feature TOUR OF TI IF PLAN J 1. Village Grocery Corner Store 2. Earman River Bridge 3. Infill Development 4 4. Delacorte Park • Bus Stops to Improve • Bus Stops with Benches • Bus Stops Constrained J' 0 i The most impactful opportunity identified in the master plan is the creation of a dramatic feature on the bridge over the Earman River using surplus space on the roadway. A common comment during the charrette was that more water views, access, and waterfront restaurants should be encouraged so that all residents have opportunities to enjoy the water. By transforming the bridge into a piece of civic architecture, a signature gateway in the Village is created, and a new place for walkers to pause and enjoy the river could be created. Bus Stops and Street Furniture Additional improvements could further augment the recent streetscaping on the corridor, particularly by upgrading lighting and street furniture. Currently, only three bus stops have benches or a trash can, and none have shelters. While certain areas on corridor are lined by single family houses where the installation of bus shelters would, in essence, be in someone's front yard, many other locations exist with room for improvement. One of the more constrained bus stops on Prosperity Farms Road. Sun 0 �fl Date: 10/20/16 33 TOUR OF TI IF PLAN A view of the current bridge on Prosperity Farms Road over the Earman River. VILLAGE MASTER PLAN A design that expands the sidewalk area over unused asphalt and installs trellises for shade and seating to create an area to enjoy views of the waterway. 34 Date: 10/20/16 VILLAGE MASTER PLAN TOUR OF TI IE PLAN Ideally all bus stops should provide a dignified place for riders to wait. The provision of beautiful architectural shelters is an opportunity to reinforce the identity of an area and beautify the public realm. Shelters serve riders and provide walkers and cyclists with a place of refuge from the elements if needed. Consistent use of beautifully designed shelters and street furniture throughout the Village would become part of its character. An argument can be made that transit ridership would increase if more care were given to the environment that riders experience. In the worst cases, the environment provided to riders treats them like second class citizens, leaving them to appear as loitering along the side of a busy and unsightly roadway. Installing shelters, benches, pedestrian- scaled lighting, and landscaping would improve both aesthetics and functionality. Certain locations (like the stop at the Community Center) could easily accommodate shelters. Where sufficient room is not available for improvement, determining whether relocating a stop to an area with more room (for example, at the Neighborhood Grocery property) should be evaluated. Neighborhood Grocery & Corner Stores The City of Plantation has developed signature street furniture, including distinct shelters with seat- ing, trash receptacle, bike racks, and signage. On the master plan, circles depicting a 5- minute walk are used for scale to demonstrate the area most benefited by improvements. Along Prosperity Farms Road, a circle is demonstrated around the neighborhood grocery. Allowing this type of use within a neighborhood is the hallmark of a sustainable development pattern. While the building could be improved architecturally, allowing small instances of neighborhood commercial uses provides quick access to daily needs, which can improve the quality of life in the surrounding neighborhoods. The recommendation is to ensure the design of buildings with neighborhood commercial uses create assets to the area, aesthetically and functionally. Other potential locations for this type of small commercial enterprise (e.g., corner store, coffee shop, cafe) exist along the corridor. If desired, a coffee shop /cafe could be incorporated in Delacorte Park or on a corner lotj.h,;i in new development at Allamanda Drive. t The current store at the corner of Honey Road could be improved by updating the facade and landscaping. By reducing the width of the landscape buffer along the sidewalk, the parking area could move east to allow for a wide sidewalk along the storefronts. This expanded area could accommodate outdoor dining and landscaping. Providing a shaded environment is critical in the Florida climate. Reducing the front landscape area from 16 feet to 8 feet leaves ample room to plant a row of trees along the existing sidewalk to provide shade for pedestrians and reduce heat index of the surface lot. A revised site plan that creates a wide, shaded pedestrian area along the storefronts and adds a row of trees to shade the park- ing area and the sidewalk. Date: 10/20/16 35 TOUR OF TI IF PLAN a VILLAGE MASTER PLAN J Top Left: A corner store located in a residential neighborhood in Salt Lake City. Parking is in the rear, and the building is small, neatly kept and cheerfully landscaped. Additional parking is provided on street (note the special 10 minute parking limit in front of the store). Top Right: A corner store located in the garden district of New Orleans. The architecture is consistent with the surrounding neighborhood. Middle: The existing Neighborhood Grocery store on Prosperity Farms Road. The property lacks shade and landscaping with surface parking as the dominant feature. Bottom: Shifting the parking eight feet towards the east makes room for a wide sidewalk. An installation of regularly planted trees provides shade to the sidewalk and the parking lot. Facade improvements introduce an awning to provide shade and shelter and accommodate outdoor seating, landscaping,and merchandise display. 36 Date: 10/20/16 VILLAGE MASTER PLAN Infill Development at Allamanda Drive The empty site at the corner ofAllamanda Drive and Prosperity Farms Road is available for redevelopment. A recent proposal for an assisted living facility was rejected as too intense for the site. The development illustrated in the master plan is consistent with the density and use recently constructed at the Estates project to the north. The infill pattern illustrated provides the following qualities: 1. Development is clustered to preserve most major trees; 2. Houses face the street with vehicular access in the rear; 3. The concept plan has a block structure that provides more than one way in and out of the project to allow traffic to disperse. 4. An option is illustrated to incorporate a small coffee shop or corner store, which could provide an amenity to this portion of Prosperity Farms Road. L �LL r i _ e Top Right. A plan with 15 houses 2,700 SF each, with a site density of 5.9 du /ac. Above: An option with 14 houses and a corner coffee shop with outdoor patio seating. Right. A similar residential development in Coral Gables with houses facing the street, parking in the rear, and a shared pool. Date: 10/20/16 TOUR OF TI IE PLAN A r - _ 1 37 TOUR OF TI IF PLAN VILLAGE MASTER PLAN Lighthouse Drive 57' -80' ROB/ PL varies PL Lighthouse Drive is a key neighborhood street that i 1 connects the entire Village in an east -west route, Is g b� lanes bl g s j including bridging across the North Palm Beach Waterway. Speeding was raised as a concern as well as a desire to improve the design of the road as a unifying l corridor through the neighborhoods. Utilizing traffic calming techniques can help keep traffic speeds at an appropriate pace for the neighborhoods. Various 4 techniques are listed on the following page. A key i recommendation is to evaluate which elements can be l incorporated on Lighthouse Drive. Some design options for Lighthouse Drive were studied during the charrette. Using a consistent landscaping design of uniformly spaced trees reflects Top: A street section of Lighthouse Drive with existing roadway widened and striped to create bike lanes. the civic importance of the street and visually Middle Left: Existing condition on Lighthouse Drive. narrows the roadway (a traffic calming technique). Incorporating bike lanes could improve mobility and Middle Right.' The visual impact of adding a row of safety, especially for children. Two options for adding regularly spaced royal palms. dedicated bike lanes are illustrated. One option adds Bottom: Location map of Lighthouse Drive i '- Li hthouse - ^— k` 38 Date: 10/20/16 VILLAGE MASTER PLAN bike lanes by narrowing travel lanes and expanding the shoulders of the roadway. Alternatively, widening the sidewalks into multi -use paths provides an option that physically separates cyclists from traffic. Traffic Calming Design Elements The best way to calm traffic is to incorporate design elements that ensure the desired speed is the comfortable speed for drivers. Frequently, communities do not change the road design and post slower speeds on the roadway signage. This strategy relies on enforcement to achieve the intended outcome, rather than affecting the natural behavior of drivers. An array of elements can be used in the design of a street to calm traffic. Care must be given to the design and function of the street for all users when using traffic calming design features. If designed properly, using one or more of the following traffic calming elements can both effectively slow traffic and provide civic embellishments to the village: • narrow travel lane width • fewer number of travel lanes • on- street parking • street trees to visually narrow roadway • modern roundabouts • mini circles • medians • curb extensions, chokers, and bulb -outs • raised /textured crosswalks • raised pedestrian tables • bike lanes • small radii at corners Date: 10/20/16 TOUR OF TI IF PLAN Top: Mini - circle and textured crosswalk in West Palm Beach. Middle: Small medians at intersections can be a beautiful way to enhance a neighborhood and reduce motorist speeds. Bottom: This curb build -out, outlined in red, shortens the pedestrian crossing distance and helps slow traffic. Left: A street section of Lighthouse Drive with existing sidewalks widened to multi -use paths. 39 TOUR OF TI IF PLAN Potential Southwest Annexation Area The master plan proposes to expand existing adjacent industrial and commercial uses into the annexation area. This area has easy access to major roadways (Northlake Boulevard, US 1 and I -95) and is within proximity of the Port of Palm Beach, airport and future inland ports. This expansion is proposed in the form of a District. Districts are areas of specialized use. In this particular case, the Light Industrial District proposed is intended to provide development that promotes growth and stability of light industry and its supporting uses; strengthens the economic base of the village; provides the flexibility required to meet changing technological conditions affecting light industry; protects the health and safety of the village by applying state of the art, LEED environmental and safety standards; and preserves and expands the Village's tax base and employment potential. It is important to note the District's ultimate build -out as shown spans, ultimately, over two different jurisdictions (Village of North Palm Beach and City of Palm Beach Gardens). While the area has been planned respecting existing rights -of- way and ownership patterns, a joint effort between the Village and the City is necessary to ensure consistent and compatible land use and zoning categories. Ideally, the industrial district regulatory framework should be a single document, prepared jointly and adopted by both local governments. The Light Industrial District suggests an interconnected network of streets suitable for larger vehicles, yet VILLAGL MASTLK PLAN 1. Congress Avenue Extension 2. Roundabout 3. Existing Development 4. New Light Industrial Uses 5. Open Space I 7L. I O Jam: '5 3 x 1 - - - [_ F €� Its J� I 4 n- 40 - - I_ An excellent example of light industry building in Jupiter, Florida. Date: 10/20/16 VILLAGE MASTER PLAN preserving and enhancing the pedestrian realm. Public open spaces are provided in the form of plazas as well as a linear, canal -front park for relief from the high impervious lot coverage. Lots are configured to accommodate and service conventional office and industrial buildings, as well as flex space. As this type of development requires ample parking /service and loading areas, much of the site is dedicated to asphalt. Developments are encouraged to locate parking to the side and to interconnect parking/ service areas in an effort to preserve the character and safety of the public realm. The district proposes a wide variety of lot sizes, with the average lot size being 150'x 200'. Recommended TOUR OF TI IF PLAN landscaped setbacks are 10 feet. A discussion currently underway is to move the recreational vehicle and boat storage at Anchorage Park into this district. The district could easily accommodate this type of storage. The network of streets makes access into and around the district easy. — .: tooM Flex space is a term commonly used to describe light industrial space with an office /retail component. Buildings are gen- erally free - standing within the site. One side of the building, the front (top images), is designed to house air conditioned office or showroom space. This area of the business is usually visited by the public, visible from the street, and is where the front door should be located. Parking is located to the side to provide easy access. The other side of the building, the rear (bottom images), is dedicated to warehouse. This is usually non -air conditioned space and serviced through rear loading areas. These buildings are known as "flex" given the ability to house these varying uses and subdivide into smaller or larger air conditioned spaces as needed. Date: 10/20/16 41 TOUR OF TI IF PLAN i� - 4 r. C; r Alk- y, M VILLAGE MASTER PLAN The centerline alignment of the right - of -way proposed for the Congress Avenue extension has not been modified. However, the proposed design has been modified to better respond to existing ownership patterns, create more viable lot sizes, and improve traffic flow through the district as follows: • A dead -end, east -west road just north of the roundabout has been eliminated; • A fourth "leg" was added to the roundabout to allow access to the south -east section of the District; • Two intersections are proposed south of the roundabout to ensure - --- - -- - = - - - - - --- appropriate connectivity and block size; and, r'r - �_ On- street parking is suggested along the entire length of the { - avenue. Village of North Palm Beach 7 -- - - - - -- r Program The proposed master plan depicts 510,000 SF of light industrial /flex space use (in single -story buildings): + . -- -.° - 290,000 SF within the City of ' ^� ,' Palm Beach Gardens and 181,000 SF within the Village of k o - NrthPa m each. Beach. Additional office space could be l built in upper stories. rte-?. II Y 'City of Palm Beach Gardens ' North/ake Boulevard 42 Date: 10/20/16 VILLAGE MASTER PLAN TOUR OF TI IE PLAN Water Taxi As a community with more than thirty miles of waterfront, water access and waterborne transportation are distinguishing features and quality of life priorities for the Village of North Palm Beach. During the charrette, many participants indicated interest in a water taxi service operating either within the Village or providing access from the Village to other waterfront points of interest. Charrette participants suggested several key waterfront parcels for consideration as water taxi stops, including the North Palm Beach Marina, the Country Club, MacArthur State Park, Lakeside Park, Munyon Island, Anchorage Park, and Frigates restaurant. The potential for each site was evaluated: • The North Palm Beach Marina offers strong potential as a limited - service water taxi stop, likely geared to special events. The marina provides appropriate dockage, but with limited parking on -site, a satellite parking area or shuttle access for users would likely be required. The Country Club property across US from the marina could provide satellite parking for users. • The Country Club property offers waterfront access and parking; however, dock facilities would need to be added for water taxi access. Public docks at this property would also enable access to the club for private vessels, expanding the utility of dockage if integrated into the plans for the club. • MacArthur State Park is a popular recreational destination; however, motorized vessels are not permit- ted within the park boundaries. • Lakeside Park offers a prime waterfront location and close proximity to potential island destinations; however, the park has limited parking, and deed restrictions prohibit the addition of docks to the property. A map of the potential water taxi stops evaluated. Date: 10/20/16 43 TOUR OF TI IF PLAN VILLAGE MASTER PLAN • Munyon Island is a popular recreational destination in Lake Worth, located just east of the Village proper. The island is owned by Palm Beach County and could provide a destination for recreational activity. • Anchorage Park is a waterfront park with docks and plenty of parking. However, the fixed bridge at US 1 limits clearance heights for vessels. Therefore, water taxi operation from this location would require vessels access the property from the north, lengthening the travel time for vessels trying to access one of the several potential island destinations and reducing the utility of this location. • Frigates Restaurant, the newest waterfront restaurant in the Village, has suitable docks that are well - utilized by restaurant patrons. The restaurant has sufficient parking for its primary operation but does not have enough parking to support a water taxi service. The more viable possibility is to offer a water taxi service in conjunction with scheduled events as a unique quality of life enhancement for Village residents. For upland water taxi stops, the North Palm Beach Marina and Frigates restaurant both offer existing docks; however, either location would require an off -site satellite parking arrangement for water taxi users. Two categories of feasible destinations are identified: • Recreational destinations, including Munyon Island and Peanut Island, could be accessed via water taxi operations likely organized through the Village's recreation program. Several local water taxi operators provide regular service to Peanut Island with whom the Village could contract with to create a recreational special event such as "A Day on the Island" for Village residents. • Special events destinations, such as SunFest and the Palm Beach Boat Show, currently are organized with water taxi service as a component of the events' transportation. Special arrangements and promotions could be made with existing operators to include a scheduled Village of North Palm Beach stop to provide residents access to these types of events. A map of recreational destinations within 4 miles of the North Palm Beach marina. 44 Date: 10/20/16 VILLAGE MASTER PLAN Access to the North Palm Beach Golf & Country Club The North Palm Beach Golf & Country Club is a hallmark facility and resource for the Village with benefits that extend across the region and beyond. The municipal facility includes an Olympic -size swimming pool, tennis center, full - service restaurant, and a Jack Nicklaus Signature golf course — one of two municipal courses of this caliber in the United States. The site is positioned along the Intracoastal Waterway, with natural oak hammocks providing a picturesque backdrop for the highly challenging "thinking man's" course. At the time of the charrette, the Village was evaluating different options for the future programming and possible reconstruction of the Country Club. Charrette participants offered a variety of ideas for future uses including expanded catering and special event activities, additional recreational uses, and hospitality functions. Many residents reminisced about their relationship with the Country Club over time ... swim teams and diving competitions; gymnastics, dance, and art classes in the former "Palm Beach Winter Mansion;" and morning or after hours walks on the golf course. Among the consistent requests from the public was for increased access to the Country Club facility generally and golf course specifically. Currently, the Village is evaluating public input and design options for the redevelopment of the Country Club facility. TOUR OF TI IF PLAN 6 � O 3 f� � � r k a P F r a a I � North Palm Y If Beach Gol i _ Count - -- 2 4 t tiyl• � � � oo 1. Country Clubhouse 2. Club Drive Pedestrian Access To expand the desirability of golf courses to a broader population, many golf courses have expanded programming to include family events, after -hours sessions with pros, expanded food and beverage service, and a wider selection of activities such as fitness and cultural programs. Golf courses in some communities have expanded their role as settings for special events like golf merchandise shows, community barbeques, and food truck rallies! One of the oldest golf courses in the world — the Old Course at St. Andrews in Scotlandsince the 16th century, has remained closed to golfers on Sundays and open to the public for walking, jogging, playing fetch with canine companions, or for use as needed by community residents? Another special event is the widespread use of golf courses for 5K and l OK races (for example, the Honda Classic 5 K), Bohannan, Larry, "Non -Golf Events Can Help Golf Courses," The Desert Sun, Nov. 16, 2015. 2 Borden, Sam, "Sundays on the Old Course at St. Andrews: No Golfers Allowed," The New York Times, Jun. 12, 2015. Date: 10/20/16 45 TOUR OF TI IF PLAN which broaden the utility of the course as well as raise awareness of the facility. Golf course utilization by the community can also include physical use of the course with the integration of public use trails along or through the course for after hour usage. The broadened use of these facilities appears to be in response to community requests as well as market influence. While demand for golf courses as residential amenities has declined over the past decade, the top amenity in residential markets across the nation has become access to multi -use trails for walking, jogging, and sometimes cycling. Twain's famous "golf is a good walk spoiled" quote may have relevance to this trend. Seattle's Soundview Trail, which runs through the Chambers Bay golf course on the edge of Puget Sound, is one such example. This municipal course, which hosted the 2015 U.S. Open, is interconnected to the Pierce County, Washington trails network. Other public golf courses that have integrated public trails include the San Francisco Bay Area (San Ramon Royal Vista and Ocean Colony golf courses) and Portland, Oregon (two private courses and three public) among others.' Special design considerations are recommended for instances where public trails run along or through golf courses. These include carefully placed trail alignment, fencing or netting, and signage. Hours of access are another consideration where courses include trails, such as limiting trail use to "walking hours," after the last tee time. For the Village of North Palm Beach, expanded utilization of the golf course would address a desire voiced by charrette participants. The backyards of residences along the course literally merge into the edges of the course, creating a natural demand for access. A well- VILLAGE MASTER PLAN The Honda Classic 5K route. Image Source: http: / /www. thehondaclassic.com /special- events /honda - classic -5k/ The municipal Chambers Bay Golf Course, which hosted the 2015 U.S. Open, includes the Soundview Trail (depicted in purple on the map above), which connects to an extensive trail network throughout Seattle. Image source: Pierce County, Washington website (https: / /www.co.pierce.wa.us) 3 Alta Planning and Design. Trails and Golf Courses: Best Practices on Design and Management. July 2005. (http: / /atfiles.org /files/ pdf /GolfTrai IsAIta05.pdf) 46 Date: 10/20/16 VILLAGE MASTER PLAN designed trail amenity that capitalized on the beauty of the golf course would provide benefits across the Village's demographics, from elderly residents to the growing number of families with children. Further, as has been evidenced across residential markets, trail access adds value to home values, which could provide additional revenue to offset golf course costs. The course may also be an appropriate setting for a Village 5K (or IOK) run to test both the market and level of interest among the community. An initial first step to achieving more enhanced public access to the golf course could be re- connecting Club Drive to the cart path accessing the Country Club and reinforcing this connection with lighting. As part of the Country Club redesign, the pathways should be considered for special low -level lighting treatment that would not impede golf play and would provide clear direction to where off -hour, public access to the course is permitted. TOUR OF TI IF PLAN The pedestrian connection to the Clubhouse from Club Drive. Starry Night Bike Path in the Netherlands uses glow -in- the -dark technology and solar - powered LED lights to light the way on this 600 -meter trail in Eindhoven. @2014 Daan Roosegaarde. Image Source: http: / /www.solaripedia.com/13 /413 /starry_ night _solar_bike_path_(netherlands). html Date: 10/20/16 47 TOUR OF TI IF PLAN This page intentionally left blank. VILLAGE MASTER PLAN 48 Date: 10/20/16 VILLAGE MASTER PLAN Implementation & Key Recommendations The success of this (and any other) Master Plan will depend on its ability to be implemented consistently, economically and socially within a designated time frame. Towards that end, the recommendations throughout this report have been developed as independent but interrelated projects. Some, such as public infrastructure projects, are within the Village's control to pursue implementation, with funding being the primary challenge. Other recommendations are redevelopment techniques that are illustrated on private property, which are subject to each private entity's timeframe and financial situation. In order to realize these types of projects, the principles of urban design described and illustrated throughout the report and in the examples have to be embedded culturally within the Village, required by its codes, and encouraged through its programs. An Implementation Table is included at the end of this chapter. The combination of public and private efforts is required for realizing the vision of the Village Master Plan. The Code Municipal land development codes are the backbone for ensuring redevelopment occurs consistent with a community's vision. Over time, municipal codes tend to become layered with information, overly complicated, and plagued by contradictory instructions. In times of recession, staff is typically reduced to minimum levels needed to function and, in boom times, a larger staff is consumed by new development applications. Both conditions leave little time and resources to tackle code updates. Codes are intended to both protect existing residents and businesses from impacts of adjacent development and to ensure a desirable physical form. Codes can also serve as a redevelopment tool — providing critical information to potential investors and a clear approval process. If it is difficult to ascertain what can be built and how long the process takes, codes can function as a disincentive for redevelopment. Form -based codes are a tool that can be used to realize a master plan vision. Locally, both West Palm Beach and Delray Beach have relied on form -based codes to implement their master plans. KEY RECOMMENDATIONS & IMPLEMENTATION A form -based code is a land development regulation that fosters predictable built results and a high - quality public realm by using physical form (rather than separation of uses) as the organizing principle for the code. A form -based code is a regulation, not a mere guideline, adopted into city, town, or county law. -Form -Based Code Institute. The Village's code is largely focused on uses and establishes minimum setbacks and lot coverage standards. In its current state, these instructions will not guarantee development will occur as illustrated in this plan. Current regulations distinguish between innocuous uses such as "stationary stores" and "personal gift shops." The required setbacks are large, ensuring a public realm defined largely by surface parking. The CA- commercial district requires 100 feet of setback on US 1 and the C -1 neighborhood commercial district requires at least 50 feet along Northlake Boulevard. While comprehensive plan policies suggest mixed - use development is desirable, large lots are required and the zoning is not in place to easily allow it. Time -share units are permitted to promote a tourist industry, but townhouse projects for seasonal or full -time residents, like Mariner's Court and similar developments redefining US 1 in neighboring communities, require rezoning. Additionally, the patterns tested and supported by the market analysis suggest that market -rate densities of 17 to 24 du /acre are necessary to re -cast the commercial corridor with mixed -use centers in the desired four -story fabric. Other code concerns were raised during the process including the following: • Make the existing regulatory information more accessible and accurate • Provide maps, applications, submittal requirements, and the Comprehensive Plan on Village website • Adopt a color palette for commercial buildings that allows an administrative approval • Adopt landscape requirements for major corridors • Make sure the mass of new houses is compatible with adjacent homes. Date: 10/20/16 49 KEY RLCOMMLNDATIONS & IMPLEMENTATION Current Code Instructions Ir -Ape Aim VILLAGL MASTLR PLAN Left: An image of the US 1 corridor today. Code require- ments guarantee a large front setback used mostly for parking. Bottom: A diagram of the current CA- Commercial District requirements Proposed Code Instructions �w Oz W :J YOQ 2 LL W LL ai o CO a�� J W N Y Y Y Y N p :w,oQ! W 2 oQ US1 cQ W U ioQ w p 2 J M m l LL LL O m O m LL LL M m J LL N ; Q W O W W O W I Q LL N� N N N W Proposed Code Instructions �w Left: Walnut Creek, CA was cited as an example during the citizen table presentations. This pattern cannot be achieved on the Village's commercial corridors under the current requirements. Bottom: A diagram of potential changes to development instructions. By using a "built to" line, instead of a minimum setback, the location of new development can be predictably prescribed. Moving buildings toward the commercial corridors and placing parking in the rear would increase the distance between new development and existing houses. z? I 1>J U$1 19: LL �W� J 2 im O a Q LL LL 50 Date: 10/20/16 Oz W :J YOQ 2 LL W LL ai o CO a�� Left: Walnut Creek, CA was cited as an example during the citizen table presentations. This pattern cannot be achieved on the Village's commercial corridors under the current requirements. Bottom: A diagram of potential changes to development instructions. By using a "built to" line, instead of a minimum setback, the location of new development can be predictably prescribed. Moving buildings toward the commercial corridors and placing parking in the rear would increase the distance between new development and existing houses. z? I 1>J U$1 19: LL �W� J 2 im O a Q LL LL 50 Date: 10/20/16 VILLAGE MASTER PLAN PGA BNd nal R 4+ Monet Rd KEY RECOMMENDATIONS & IMPLEMENTATION S3 w R3 cl c, Rs McLaren Rtl N lick/aus Dr W E n � a rl�r'l�'J'1y.LL�I R3 c, l= .Lti.41U ; Ra P �" RB RB gurus Rd Halo , ` /yea R • d.. :, D O F y 3 R, Ra y.. i v � R3 R, a R, 13 R, R R, n t A R3 R, L 3 r' R, R, n 12 a , N CA e. .i -... 's ? R, _j R, R. ` R, Y R, r m R, .� CA R O R, w . r _ O - R, R, R, 12 3 i _ R, cA R, R1 RI R1 R1 Ri RI CA R, H R, r,.! .. _ i., R _ R, R, 12 R2 - -. U&ith ouse Dr R R, R, 5 CA R, R, R, R O Hjbda R R, R' CA CA Ri R, Ry rr. - R, " R, CA .. ' , R R, R, R - S R, R, RI R' 11 R2 A a,p' cc R, . R, R' y R, R2 c R, a R, R c6 C R, R, 12 CC CC R2 R Rs RB oR, R R, R3 CB RB R2 Northlake Blvd c' c' c, c,A n nRB d. Y O a da ° ly O I do C3 , R3 ClA 5 9 RB Y Feet II 0 600 1,200 North Palm Beach Zoning Districts R1 - Single Family Dwelling District 0 C1 - Neighborhod Commercial District CB - Commercial District R2- Multiple Family Dwelling District C2- Commercial District CC- Transitional Commercial District 0 R3 - Apartment Dwelling District C3 - Regional Business District P - Public District C1A-Limited Commercial District 0 CA- Commercial District COS - Conservation and Open Space Date: 10/20/16 51 KEY RECOMMENDATIONS & IMPLEMENTATION VILLAGE MASTER PLAN Current Code Instructions ed S 6tbacks Result in 35' Wide ae`'s all Waterfront Parking Aftal/ arking Lots L1 orridor 7 tea° A Village Form Varied Heights Bu Buildings Face Waterfront gs Line Corridor, � f IN �r 52 Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION Form -Based Code vs. Conventional Zoning Form -Based Code • The physical form of buildings and the spaces they create are the key organizing principle • The public realm expectations (streets, open spaces) are articulated as well as private development requirements • Height is measured in number of floors, uses are more flexible, parking standards more progressive (e.g., shared parking, reduced requirements, bicycle parking requirements) • Provides very clear instructions for development Conventional Zoning Code • Micro - management and segregation of uses are the key organizing principles • The public realm expectations (streets, open spaces) are rarely defined or detailed • Formulas are used to regulate development (e.g., FAR, density, tiered setbacks, suburban level parking ratios) • Little certainty is provided for what future development will look like. Date: 10/20/16 53 KEY RECOMMENDATIONS & IMPLEMENTATION Comprehensive Plan & Code Recommendations VILLAGE MASTER PLAN 1. Create a form -based code and land use district for the US 1 and Northlake Boulevard corridors that: • Allows mixed -use (not requires) on all parcels; • Allows a market -rate density of 18 to 24 du /ac; • Has a lesser focus on uses; • Ensures a predictable built environment; • Allows parking to be replaced by liner buildings in large parking lots; • Requires consistent landscape design along the corridors; and • Streamlines the approval process for development that meets the code. 2. Create a form -based code and land use district for the multi - family, waterfront neighborhood areas to ensure long -term redevelopment that: • Creates a Village character; • Ensures a predictable built environment; • Maximizes access and views along the waterfront for the community; • Encourages waterfront restaurants; and • Streamlines the approval process for development that meets the code. 3. Consider limited- duration zoning incentives (i.e., increased height and density) to foster catalytic projects. 4. Evaluate the code for single - family housing in the neighborhoods to ensure context - sensitive infill. 5. Adopt a color palette for commercial building to allow permits to be administratively approved. 6. Provide up -to -date maps, applications, submittal requirements on the Village website. 7. Add the Comprehensive Plan in a searchable format to the Village website. 54 Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION Stormwater Utility As a community with more than thirty miles of waterfront, properties within the Village of North Palm Beach have an inextricable stormwater relationship with the surrounding water bodies. The Village fronts the Lake Worth Lagoon, and across the Lake at the eastern edge of the Village limits lies MacArthur State Park, a unique environmental preserve and ecotourism attraction for nonmotorized patrons. This pristine resource is directly affected by upland activities across Lake Worth, and its continued preservation and enhancement is a Village priority. With every rainfall, the rainwater that is not absorbed into the ground or evaporated — called "runoff' — carries pollutants from lawns, streets, buildings, and parking lots into the waterways. With proper infrastructure, the stormwater runoff can be treated and purified so that the resulting outflow into the canals and Lake Worth Lagoon is clean. However, the development pattern in the Village includes an extensive array of stormwater outfalls, some of which discharge directly into the Lagoon without any pretreatment, resulting in the degradation of water quality. In addition, it appears some of the Village's stormwater infrastructure has surpassed its engineered life. Development requirements to address stormwater treatment have evolved over time, beginning in earnest with the introduction of the federal Clean WaterAct in the 1970s and the permit requirements of the National Pollutant Discharge Elimination System (NPDES). Florida's stormwater discharge permitting followed, with requirements for properties to treat discharge, either individually or collectively, before stormwater enters waterways. Documentation from the Environmental Protection Agency continues to advise that stormwater runoff is a principal contributor to water quality impairment of waterbodies nationwide. Waterfront development in the Village varies considerably in scale and use, including a broad array of uses along the Earman River /C 17 Canal. Many of the properties fronting this waterway were developed before modern stormwater permitting requirements were established. On the north side of the canal, uses tend to be mostly residential, both single and multi - family, along with a public park. On the south side, the uses are more intense, with a range of multi - family, commercial, and industrial uses. Within the commercial areas, several parking areas front the waterway, with rain water sheet flow across the parking areas directly into the canal after storm events. Properties along the south side of the canal contain a high percentage of impervious surface coverage, which limits percolation on the sites and the ability Date: 10/20/16 Top and Bottom: The southern bank of the Earman River /C17 Canal is developed with a string of parking lots and outdoor storage areas, many of which discharge directly into the wa- terway with every rainfall. This development pattern is ineffi- cient, environmentally damaging, and fails to take advantage of this valuable community asset. 55 KEY RECOMMENDATIONS & IMPLEMENTATION VILLAGE MASTER PLAN to pretreat stormwater prior to discharge. There is also a variation in the topography of properties along the waterway, wherein some parcels drain onto their neighbors. These conditions are especially challenging to retrofit on smaller parcels that have insufficient land area either for retention or exfiltration, effectively stalling redevelopment opportunities as these sites cannot meet modern requirements. Redevelopment proj ects are also required to comply with the Village's landscaping requirements, which often require the removal of existing paving and the installation of landscape materials. Parking requirements should be evaluated so that they are not inadvertently creating a disincentive for reducing impervious surfaces and limiting redevelopment. The Village's code requires the installation of curbing around landscaping, which prevents stormwater collection; the Village has identified the benefit of channels and inlets through curbs to enable stormwater to percolate. Addressing the Village's stormwater requirements to improve the health of the Lake Worth Lagoon and its connected ecosystems could require extensive infrastructure improvements. While some municipalities fund these activities through general revenues, other options, such as the establishment of a stormwater utility, may prove beneficial to the Village as it seeks to implement the master plan. Similar to utilities for other infrastructure programs, a stormwater utility exists as a stand -alone service unit within a municipal government, generating revenues through fees for the services it provides. Depending on the structure desired by the parent municipality, a stormwater utility can be responsible for funding the operations, construction, and maintenance of stormwater management devices, stormwater system planning, and management. User fees and revenues from stormwater collections are deposited into a separate fund that may only be used for stormwater services. Image Source: OF Institute for Agricultural Sciences Hatch Hatch Hitch opOp� Nutrient rich vegetation and litter are captured in filtration screen system. Sediment settles to the bottom. Boom Ddoctor Skimmer Sediment Sediment Sediment Soltem of concrete structure is only 4 below the pipe. Image Source: Liquid Waste Solutions Top and Bottom: Creative storm water treatment, such as rain gardens (top) and baffle boxes (bottom) can improve storm water discharges, improving water quality and environmental conditions. For developed communities seeking infill development and redevelopment like the Village, stormwater utilities are especially useful to assist in master stormwater assessments and planning. While stormwater discharge can be treated on a site -by -site basis, often treatment is more effective on a larger scale, aggregated system. By aggregating stormwater treatment within a district or community, a stormwater utility can advance creative treatment techniques, such as rain gardens or baffle boxes that would be cost prohibitive on a site -by -site basis. It appears the stormwater from Northlake Boulevard also discharges directly into the Earman River /C 17 canal through underground east/west pipes. Although this discharge is untreated in the current condition, baffle boxes or other treatment infrastructure could be installed to improve the quality of this discharge as well. Given the existing development pattern along the 56 Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION Earman River /C 17, the application of modern stormwater requirements and NPDES could render some of these sites unable to redevelop. Retrofitting stormwater treatment solutions in areas of older development is especially costly. However, a macro approach designed by a Village stormwater utility could enable the acquisition of sufficient property to provide higher quality stormwater treatment in an aggregated system for a district, financially enabling redevelopment to occur. To implement the master plan, with the proposed arrangement ofbuildings necessary to establish the envisioned public realm, common stormwater treatment is not only desirable, but is a critical component to achieve the development quantities needed for market returns. In this manner, a stormwater utility can provide indirect redevelopment incentives through master planning, land acquisition, construction of improvements, and selling of stormwater "credits" to individual development interests. The result is the ability for a more intense development pattern that is better organized and more attractive and cleaner stormwater discharge from the sites. In addition to the planning and construction benefits, stormwater utilities are also highly effective in providing matching funds for grant agencies, such as the South Florida Water Management District, Lake Worth Lagoon Initiative, and Florida Department of Environmental Protection, to further the Village's effectiveness in this important policy area. Stormwater utilities generate a bondable revenue stream that can be pledged towards capital projects to secure funding from other sources. The establishment and operation of a utility also communicates the Village's commitment to this policy priority to the private sector, which increases the attractiveness of local investment to financial institutions. Top: An example of a recent liv- ing shoreline improvement in the Lake Worth Lagoon. Bottom: Living shorelines, as il- lustrated in the before /after imag- es above for West Palm Beach, offer an opportunity to protect the shore and expand native plant- ings to enhance environmental functions along the water's edge. Below is an example of a recent living shoreline improvement in the Lake Worth Lagoon. Image source: http: / /www.mi- chaelsinger.com /philosophy /liv- ing- shorelines - initiative/ Date: 10/20/16 Image Source: http : / /floridalivingshorelines.com 57 KEY RECOMMENDATIONS & IMPLEMENTATION Residential Rehab & Reinvestment Section Since its establishment in the 1950s, the Village of North Palm Beach has been hallmarked by a range of beautiful residential neighborhoods with strong property values. With a range of lot and home sizes, the community has attracted a multi- generational base within families, with grandparents downsizing from larger single family homes to smaller ones, and children and grandchildren finding residences in town for rising generations. Desirability for properties in the community is so high, many charrette participants provided anecdotal stories of former North Palm Beach residents, who grew up in the Village, searching for two years or more for the perfect house to move back to with their young family. The multi - generational shifts within the housing stock, with empty nesters vacating larger homes, have enabled families with children to acquire these homes, evidenced by the rising enrollment in local schools such as The Conservatory School at North Palm Beach. Although the considerable majority of the Village's residential neighborhoods are intact, well - maintained, and mostly owner - occupied, some areas, particularly along Prosperity Farms Road, have begun to be stressed. In some locations, landscape and home maintenance is lacking, characterized by faded exterior paint, broken shutters, or overgrown lawns. In other instances, the short -term reduction in property values due to the U.S. "Great Recession" in 2008 yielded homes that have become rental properties in the current market. These rental properties have mushroomed into "rental neighborhoods," wherein a large number of homes exhibit reduced maintenance, higher quantities of cars, and lower degrees of building rehabilitation. National research has indicated that residential neighborhoods have a rental /owner tipping point of approximately 30 %, beyond which rental properties begin to negatively affect property values; property maintenance and reinvestment are reduced; and neighborhood stability begins to reduce. One additional trend that has impacted some Village neighborhoods is the county -wide rise in the number VILLAGE MASTER PLAN of residential units that have been converted into drug rehabilitation centers. Palm Beach County has become one of the most popular destinations for "sober homes," a lucrative use that enables private sector corporations to acquire residential units and offer rehabilitation to multiple individuals. Private sector companies have expanded this use under the umbrella of the federal Americans with Disabilities Act. However, the impact of these "halfway houses" within residential neighborhoods includes increases in crime, emergency services, exterior smoking, and neighborhood destabilization. Due to the lack of local regulatory controls for sober homes, there is a growing concern among local governments seeking legislative and federal intervention to create a regulatory framework to mitigate this influence in residential neighborhoods. There are several different approaches the Village of North Palm Beach could utilize to help stabilize and enhance residential neighborhoods, including both regulatory and programmatic activities. Regulatory Approaches Code Enforcement Where rental properties decline in maintenance and upkeep, code enforcement is a primary tool used by communities to maintain community appearance. Many municipalities with concerns over property deterioration develop community appearance standards, which can compel property owners to maintain properties to avoid code enforcement violations and fines. These regulations can address landscaping, lighting, exterior paint and trim, trash receptacles, and similar features visible from the street. Stronger code enforcement approaches in some communities include liens placed on properties that build over time. Chronic Nuisance Ordinance For regular violators of municipal codes, some communities have adopted chronic nuisance ordinances to strengthen their ability to regulate properties. Nuisance ordinances are focused on repeated code violations and other problems that entail police enforcement. For repeat offender 58 Date: 10/20/16 VILLAGE MASTLK PLAN KEY RECOMMENDATIONS & IMPLEMENTATION _- I ii >... - - - - - - 'Hi hard Rd 0- i J .. �� ,111 '\ Y t0 qo '- - - -� - - -------------------------- - - - _ Honeytd- L_J. Avocado Ln - - -- I. —� F1 +` o \'\ f .i? O 11r m � O. •��,,` `, _ -- Con -roybr W • It AMR Croton Ln = 411 + y LL \, I N o '0 Inn y'. Lorrain N J E �1 \ -7 jI a jive 7 Marbella Dr m. y . FaiBanyan Ln R, B � Uarbella Cir. All Park Rd Mango Ln Northlake Brvd 7� • .�f. .. 1.`{� +t ... - - - - - ---------------------------------------------------------- Feet. . -.... •` a �'+ O - _ + �! 0 150 300 600 - -'i ?, _ �� 4!11 "✓('h North Palm Beach Homestead Properties L—� Non Residential Properties Residential Properties ® Residential Properties with Homestead Exemption I Boundary As evidenced in the map above, several neighborhoods along Prosperity Farms Road have begun to approach the rent- al /owner "tipping point," wherein more than 30% of residences have become rental. National research has documented this can lead to a reduction in property values, lesser maintenance, and impacts to neighborhood stability). Date: 10/20/16 59 KEY RECOMMENDATIONS & IMPLEMENTATION properties that present these types of conditions, a chronic nuisance ordinance enables a local government to declare a property to be a "nuisance property." Triggers for this declaration are typically keyed to a high number of violations over time, such as three or more nuisance activities within sixty days or seven or more within twelve months. Once declared a nuisance property, property owners are required to submit a proposed abatement plan to the municipality with detailed, specific proactive steps to be taken by the landlord or owner to eliminate the nuisance activities. The property owner then either implements the abatement plan or fines are significantly increased to compel compliance or the municipality corrects any physical violations (repairs, maintenance) and adds the cost to the annual tax bill. Limits on Number of Unrelated Tenants Where overcrowding becomes a concern, rental properties are often regulated with municipal restrictions that limit the number of unrelated persons occupying a residence to not more than three or four. Rental Licenses Local governments may also require the owners of residential units to register their rental units with the municipality and obtain a residential rental unit permit and business license, which can trigger inspections for compliance with community appearance and other property maintenance standards prior to the issuance or renewal of a license. Additionally, some municipalities have begun to consider rental density restrictions, wherein only a percentage of units within a district can be issued a rental license, limiting the conversion of owner - occupied units to rental uses. Programmatic Approaches Programs can be offered through or facilitated by local governments to encourage home ownership, property repairs, and beautification. Residential Rehabilitation Programs Residential Rehabilitation Programs are a popular tool for communities to help stabilize and improve residential neighborhoods. These programs offer grants or low- interest loans to property owners for VILLAGE MASTER PLAN major or minor structural or aesthetic improvements to properties (e.g., building repair or expansion, addition of features like porches or decorative elements as well as minor "paint -up /fix -up" efforts). Other versions of rehabilitation programs can offer design or improvement services from a list of vendors, typically within the community. At a simpler scale, these programs can also simply offer vouchers for exterior paint or other materials from pre - selected vendors. Programs can be competitive or offered on a first -come, first -serve basis depending on community needs and conditions. Typically funded and operated through community redevelopment agencies, local governments can also offer these programs with funding from other budgetary sources. Fagade Improvement Programs Facade Improvement Programs are similar to Residential Rehabilitation Programs, but focused exclusively on exterior improvements that are visible from the street. These programs can include minor improvements, such as exterior paint, to major ones, such as roof replacements or the addition of porches or awnings. Home Ownership Programs Home Ownership Programs, including First -Time Homebuyers Programs, are designed to provide supplemental funding through grants or loans to assist potential homebuyers who intend to purchase and occupy residential units in a prioritized location. These programs can include direct financial assistance, such as down - payment assistance, or below - market interest rates and fees, typically arranged by an agency or local government with local financial institutions. Additionally, programs in this category can offer "silent second" mortgages on residential properties, whereby the second mortgage, which is carried by a local government or agency, runs with the property over a specified timeframe (e.g., ten years), becoming paid in full after the owner has occupied the unit for the predetermined period of time or pro -rated over a timeframe. These programs can also be tailored to first -time homebuyers as well as "role model residents," such as local emergency 60 Date: 10/20/16 VILLAGE MASTER PLAN personnel, teachers, or medical employees, to encourage these residents to live within the community in which they work. Infrastructure Programs Infrastructure Programs are also a useful tool to reinforce residential neighborhoods that are lacking in certain types of infrastructure, such as potable water, sanitary sewer, stormwater, sidewalks, or street lighting. In these areas, local governments can install or assist in financing these improvements and connections where applicable to reduce or help finance costs to homeowners. NeighborhoodBeautication andLandscaping Programs Neighborhood Beautification and Landscaping Programs are yet another method used by local governments to improve and stabilize residential neighborhoods. Cohesive and significant landscaping and streetscape improvements, such as benches, lighting, and neighborhood signage, help create neighborhood identity and improve property values. Improving these features often encourages existing property owners to respond in kind, with improvements that follow on private properties. The cyclical impact is the attraction of new homebuyers to improving neighborhoods, which further reinforces neighborhood stability, appearance, and desirability. Neighborhood Association Program Neighborhood Association Program can also assist in the stabilization and investment trends in residential neighborhoods. Either organized with the assistance of municipal staff or emerging via active community members, the identification ofneighborhood associations, decorative signage and entry features, thematic landscaping and amenities, and periodic neighborhood meetings help strengthen neighborhood functionality. Local governments can offer staff assistance for facilitation of neighborhood association meetings and events as well as matching funds towards neighborhood improvements. Neighborhood associations are also often utilized to expand the effectiveness of community policing through neighborhood watches, support for local schools, and increased participation in community and recreational events. KEY RECOMMENDATIONS & IMPLEMENTATION Neighborhood associations can partner with munici- palities to expand oversight and provide streetscape elements such as trash receptacles, lighting, signage, and landscaping. Date: 10/20/16 61 KEY RLCOMMLNDATIONS & IMPLEMENTATION VILLAGL MASTFK PLAN Residential Rehabilitation: Suggested Programmatic Approach Residential Rehabilitation & Focus on neighborhoods with >25% rental occupancy Fagade Improvement Establish advisory committee to develop & screen applications Program • Consider matching requirement of 50% • Offer through application process with review of proposed improvements Home Ownership Programs Offer on Village -wide basis (First -Time Homebuyers, Role Develop program with local lending institutions Model Residents) • Assistance available through Palm Beach County • "Role Model Residents" could include municipal emergency personnel, teachers in Village schools, local medical employees • Require ownership commitment, prorated over time Infrastructure Programs Identify appropriate neighborhoods through infrastructure assessment (e.g., water, sewer, stormwater, transportation) • Pursue matching funding through partner agencies (e.g., Palm Beach County, South Florida Water Management District, Lake Worth Lagoon Initiative) Landscaping & Beautification Establish advisory committee to identify eligible improvements and Programs neighborhood selection • Focus on neighborhoods with >25% rental occupancy, older housing stock, and /or high number of code enforcement violations • Utilize neighborhood input to determine appropriate improvements Neighborhood Association Offer on Village -wide basis Programs Assign key staff as neighborhood association ombudsman • Assist in neighborhood identification through subdivision platting and natural geographic boundaries (e.g., roads, waterways) • Consider hosting annual (or semi - annual) neighborhood association gathering • Offer funding on time - limited, noncompetitive basis 62 Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION Implementation Table The implementation table in this section summarizes the recommendations made in this report that are to be carried out by Village as part of the Capital Improvement Program. Each change is described and organized according to the type of action recommended: Infrastructure Improvement or Administrative Change. In- frastructure improvements are projects that propose physical changes to public rights -of -way, property, or utilities. Other recommendations are for administrative adjustments, such as changes to the zoning code. Administrative changes have associated expenses, whether in dedicated staff time or in the procurement of assistance from consultants,but they are equally as important as infrastructure projects. The Village's code must make it easy and fast to develop consistently with the master plan vision - and ensure a longer public process for proposals not consistent with the plan. The first step in realizing the plan is to determine which projects have the highest priority for the Village. Projects are categorized as one of the following levels of importance: High Priority (HP) - These are projects extremely important to achieve the overall concept proposed in the Master Plan. Funding for these projects should be budgeted within the City's, CRA's and other public agen- cy's Capital Improvement Plans. Medium Priority (MP) - This category refers to projects that will contribute to the overall implementation of the Master Plan. They should be implemented as funding becomes available. Low Priority (Low) - The project's early achievement is not critical Easy (E) — Projects which are easy to implement, regardless of prioritization, and can be accomplished in a short time frame. The purpose of the Capital Improvement Program is to provide an initial, general guide for implementing capital projects recommended within the Village Master Plan. The details of these plans, including cost and priorities, should be reviewed and updated annually as part of the City's Capital Improvement Program process. This annual budgeting process should include the reevaluation of strategies and priorities to fit changing circumstances. The availability of funds, from various funding sources, will have a direct impact on the speed and effectiveness of implementation. The Village should implement as many projects as possible, focusing on the higher priority projects. Implementation Schedule Following the Implementation Table is a comprehensive schedule of implementation projects and programs with detailed tasks and timeframes. This structure is intended to launch the initial high - priority projects, but also to provide a tool for planning and scheduling annual Capitol Improvement Projects. The recommended projects can be re- prioritized over time at the direction of the Village. Date: 10/20/16 63 KEY RLCOMMLNDATIONS & IMPLEMENTATION VILLAGL MASTLR PLAN Infrastructure Projects Priority Level Reduce US 1 from 6 lanes to 4 lanes between the Parker Bridge and Northlake H Boulevard Install a longer turn -lanes and adjust signal timing for US1- Lakeshore Drive M intersection Improve signal coordination with bridge openings at Lakeshore Drive - US1 H intersection Undertake a Benefit/Burden analysis for replacing the Parker Bridge with a tunnel L Develop a streetscape plan for Marina Drive L Bury power lines in the neighborhoods L Add bike lanes and traffic calming to Lighthouse Drive. H Select and install Village street furniture, including bus shelters, benches, trash M receptacles, and pedestrian - scaled lighting, starting on Prosperity Farms Road. Support expansion of the Conservatory School at North Palm Beach to a K -12 H school. Create boardwalk/trail along south side of Earman River with mangrove restoration L Create a stormwater plan to treat un- treated discharges throughout the Village; M Explore creating a Stormwater Utility Create a signature design improvement on the Prosperity Farms Road bridge H Coordinate with Palm Beach Gardens and Palm Beach County on the alignment and configuration of the Congress Avenue extension to help create a successful, viable M industrial district. Move the RV storage from Anchorage Park to another location; discuss moving the L boat storage with the community. Connect Club Drive with lighted pathway to Country Club; evaluate lighting other L trails for recreational uses. Administrative Projects Priority Level Add a legible Zoning Map to the Village website E Add the Comprehensive Plan in a searchable PDF format to the Village website E Protect existing alleyways; recognize importance in Comprehensive Plan. H Begin a dialogue /coordination with the Town of Lake Park to encourage mutually M beneficial development at the southwest corner of US 1 and Northlake Blvd. Determine which of the Residential Programs outlined in this chapter are viable for M the Village. Encourage waterfront restaurants L Create uniform tree planting requirements US 1 and Northlake Boulevard. L Determine a color palette for administrative approval for Commercial properties L Adjust density levels to reflect market needs to redevelop the US 1 corridor M Create form -based regulations for the US 1 and Northlake Boulevard corridors H Create form -based regulations for multi - family, waterfront areas M Allow mixed use development on smaller lots H Establish regulations for infill single - family that ensure compatibility in the H neighborhoods. Allow accessory units on properties along alleys. L Evaluate Light Industrial District code regulations for the annexation area for L consistency with proposed plan 64 Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION VILLAGE OF NORTH PALM BEACH MASTER PLAN RECOMMENDED IMPLEMENTATION APPROACH, INITIAL PROJECTS & TIMEFRAME IA-1 I Form -Based Code (12 -18 mos.) I IA-2 Icomprehensive Plan Amendments (12 -18 mos.) I 2 1 EMONMENTAL & SAFETY I 2A -1 lCreation of Stormwater Utility (Legal, Financial, Engineering, Planning Actions) (12 -24 mos.) I 2A -2 lConstruction of Stormwater Improvements / Retrofits (on -going from inception) I 2B I Burying Overhead Power Lines II 3 IBEAUTIFICAT10i I 3A jProsperity Farms Road Bridge Improvement (12 -18 mos.) I 3B Village -Wide Beautification Program (on -going from inception) 4A -1 JUSI Corridor Feasibility Analysis (12 -24 mos.) 4A -2 JUSI Corridor Improvements (as directed by Council) 4B I USl /Lakeshore Drive Intersection (12 mos.) 4C Lighthouse Drive Improvements 4D I Marina Drive Streetscape Improvements 4E Village -Wide Bicycle Network Plan 4F I Event -Based Water Taxi Service 4G I Congress Avenue Extension 4H I Recreational Trail Connections & Lighting (e.g., Club Drive, other) 41 1 Parker Bridge /Tunnel Replacement Analysis 5 1 RECREATION & WATERFRONT SA jEarman River /C17 Boardwalk SB 1 Anchorage Park Master Plan & Renovation (on- going) 6 HOUSING & REDEVELOPMENT 6A I Conservatory School at NPB Expansion 6B NPB /Lake Park Coordination for US3 /Northlake Property Redevelopment (SW corner) 6C NPB /Palm Beach Gardens Coordination for Congress Avenue Industrial District (TBD) 6D I Housing Program Evaluation & Prioritization 7 IVillage Marketin & Branding Pro ram 7A IVillage Marketing & Branding Program Date: 10/20/16 KEY RECOMMENDATIONS & IMPLEMENTATION VILLAGE LAND DEVELOPMENT DOCUMENTS & PROCESS PROJECT IMPLEMENTATION SUMMARY These projects relate to the development of a form -based code and supporting amendments to the Village Comprehensive Plan to advance the pattern of development represented in the North Palm Beach Village Master Plan. PROJECT IMPLEMENTATION SCHEDULE 1A -2 Comprehensive Plan Amendments * Develop amendments to synchronize Comprehensive Plan with Form -Based Code *Conduct public hearings for adoption Date: 10/20/16 2016 2017 2018 2019 2020 2021 2022 -> 1 VILLAGE LAND DEVELOPMENT DOCUMENTS & PROCESS oa of o2 oB on of o2 oB on of o2 oB on of o2 oB on of o2 oB on TBD 1A -1 Form -Based Code * Initiate code amendment process, conduct public outreach & due diligence reviews *Develop Form -Based Code regulations • Identify necessary Comprehensive Plan amendments *Conduct public hearings for adoption 1A -2 Comprehensive Plan Amendments * Develop amendments to synchronize Comprehensive Plan with Form -Based Code *Conduct public hearings for adoption Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION ENVIRONMENTAL & SAFETY PROJECTS PROJECT IMPLEMENTATION SUMMARY These projects are designed to improve environmental conditions in the Village, including upland stormwater treatment prior to stormwater discharges into the Lake Worth Lagoon. As an ancillary benefit, improving the efficiency and flexibility of stormwater treatment will enable more efficient land development patterns, potentially increasing the land development yield for parcels within the utility area. In addition, this project section addresses the potential for burying utility lines, which would present a safety improvement for residents, business and property owners, and visitors to the Village. PROJECT IMPLEMENTATION SCHEDULE 2A-2 Construction of Stormwater I / Retrofits 2016 2017 2018 2019 2020 2021 2022 -> 2 ENVIRONMENTAL & SAFETY PROJECTS oa o1 02 08 oa o1 02 n8 na n1 n2 n8 na n1 n2 n8 na n1 n2 n8 na TBD 2A -1 Creation of a Stormwater Utility (Legal, Financial, Engineering, & Planning Actions) Develop long-term budgetfor utility * Coordinate with SFWMD, FDEP, Palm Beach County, service providers, agency partners Implement projects per Council direction * Develop utility service area; identify outfalls to Lagoon; assess watersheds within Village Develop cost estimates for capital projects, operations, maintenance, administration " Determine on -site and off -site improvement concepts; treatment capacities; equivalent ratios * Develop cost estimates for capital projects, operations, maintenance, administration * Determine equivalent rates for residential & non - residential uses * Identify potential funding sources to leverage utility investments (e. g., SFWMD, PBC, FDEP, EPA) * Conduct public hearings for adoption * Identify revisions as needed to land development regulations & Comprehensive Plan * Advance implementation as directed by Village Council 2A-2 Construction of Stormwater I / Retrofits Determine project prioritiation per Council direction Develop long-term budgetfor utility Implement projects per Council direction Develop cost estimates for capital projects, operations, maintenance, administration 2B Burying Overhead Power Lines Coordinate with FPL, utility providers Develop cost estimates, potential project phasing (if any) Presentfindings to Village Counclifor direction and prioritization Advance implementation per Council direction Village of North Palm Beach Master Plan — Suggested Implementation Approach (DAFT rev. 10.20.2016) Date: 10/20/16 KEY RECOMMENDATIONS & IMPLEMENTATION VILLAGE FASTER PLAN BEAUTIFICATION PROJECTS PROJECT IMPLEMENTATION SUMMARY These projects are designed to improve public spaces and introduce design elements to enhance surrounding neighborhoods, property values, and improve the appearance and utility of transportation corridors. PROJECT IMPLEMENTATION SCHEDULE 313 Village -Wide Beautification Program * Establish Village Beautification Working Group * Develop Village streetscape elements standards (e.g., bus shelters, benches, light fixtures, trash receptacles, etc.) * Develop tree standards for residential, commercial, mixed corridors; specific neighborhoods * Identify candidate corridors for beautification (e.g., Prosperity Farms Road, Anchorage Drive, Lighthouse Drive) * Present concepts to Village Council for direction * Advance project as directed by Village Council Date: 10/20/16 2016 2017 2018 2019 2020 2021 2022 -> Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 CO Q4 Q1 Q2 CO Q4 Q1 Q2 CO Q4 TBD 3A Prosperity Farms Road Bridge Improvement * Initiate multi - agency dialogue with Palm Beach County, Palm Beach MPO * Develop preliminary design concepts for bridge improvement * Identify potential funding sources & timing * Present concepts to Village Council for direction * Advance project as directed by Village Council 313 Village -Wide Beautification Program * Establish Village Beautification Working Group * Develop Village streetscape elements standards (e.g., bus shelters, benches, light fixtures, trash receptacles, etc.) * Develop tree standards for residential, commercial, mixed corridors; specific neighborhoods * Identify candidate corridors for beautification (e.g., Prosperity Farms Road, Anchorage Drive, Lighthouse Drive) * Present concepts to Village Council for direction * Advance project as directed by Village Council Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION MOBILITY PROJECTS PROJECT IMPLEMENTATION SUMMARY These projects related to a variety of roadway, bicycle, pedestrian, and marine improvements designed to improve the safety, utility, and efficiency of the transportation network with in the Village of North Palm Beach. Benefits include improvements to quality of life, multi -modal access, and economic development potential of properties within the Village and access for residents and visitor. PROJECT IMPLEMENTATION SCHEDULE 4A -2 US3 Corridor Improvements (as directed by Council) *Finalize project designs ( "PD &E" and 301601901100% drawings) * Secure project funding * Per Council direction, construct improvements 4B US3 /Lakeshore Drive Intersection 2016 2017 2015 2019 2020 2021 2022 -> Q4 QI Q2 Q3 Q4 QI Q2 Q3 Q4 QI Q2 Q3 Q4 QI Q2 Q3 Q4 QI Q2 Q3 Q4 T9� 4A -1 US1 Corridor Feasibility Analysis * Conduct traffic study to address signal timing, coordination bridge openings & determine turn lane lengths Conduct public outreach; refine plans as needed k *Explore alternatives with FDOT & conduct preliminary analysis * Per Council direction, coordinate with FDOT for construction of improvements (as applicable) Finalize improvement plans I I *Determine feasibility of roadway reconfiguration Identify projectfunding sources & potential timing *Present alternatives to Village Council; gain direction from Village Council for roadway configuration Determine Council direction for projectfunding & timing * Per Council direction, coordinate with FDOT for RRR project (anticipated 2021 + 1-) Per Council direction, construct improvements * Per Council direction, coordinate with Palm Beach County, Palm Beach MPO, adjacent municipalities Li * Per Council direction, pursue MPO TAP & /or Local Initiatives grants for improvements (e.g., bicycle, pedestrian, transit) * Per Council direction, acquire right -of -way and easements (if needed); driveway consolidation (if applicable) * Per Council direction, adopt amendments to Comprehensive Plan, thoroughfare map, form -based code (as applicable) 4A -2 US3 Corridor Improvements (as directed by Council) *Finalize project designs ( "PD &E" and 301601901100% drawings) * Secure project funding * Per Council direction, construct improvements 4B US3 /Lakeshore Drive Intersection * Coordinate with FDOT & Palm Beach County to define project Develop preliminary design plans * Conduct traffic study to address signal timing, coordination bridge openings & determine turn lane lengths Conduct public outreach; refine plans as needed k * Per Council direction, coordinate with FDOT for construction of improvements (as applicable) Finalize improvement plans I I 4C Lighthouse Drive Mobility Improvements Develop preliminary design plans Conduct public outreach; refine plans as needed Finalize improvement plans Identify projectfunding sources & potential timing Determine Council direction for projectfunding & timing Per Council direction, construct improvements Date: 10/20/16 KEY RECOMMENDATIONS & IMPLEMENTATION VILLAGE FASTER PLAN 4E Village -Wide Bicycle Network Plan * Determine Council prioritization *Arrange stakeholder working group * Develop initial network plan concepts * Conduct public outreach; refine plans as needed * Present to committees & Village Council * Identify project funding sources & potential timing * Determine Council direction for project funding & timing * Per Council direction, construct improvements 4F Event -Based Water Taxi Service * Identify potential events for access by water taxi service * Identify water taxi stops within Village; secure parking permissions for event * Utilize Village social media & marketing to market service to residents * Determine supplemental funding if any * Implement program through recreation department Date: 10/20/16 2016 2017 2018 2019 2020 2021 2022 -> 4 TRANSPORTATION & MOE n4 n1 q2 CO n4 n1 q2 CO n4 n1 q2 a3 n4 n1 q2 a3 n4 n1 q2 a3 n4 TBD 4D Marina Drive Streetscape Improvements * Develop preliminary design concepts * Conduct public outreach; refine plans as needed * Finalize improvement plans * Identify project funding sources & potential timing * Determine Council direction for project funding & timing * Per Council direction, construct improvements 4E Village -Wide Bicycle Network Plan * Determine Council prioritization *Arrange stakeholder working group * Develop initial network plan concepts * Conduct public outreach; refine plans as needed * Present to committees & Village Council * Identify project funding sources & potential timing * Determine Council direction for project funding & timing * Per Council direction, construct improvements 4F Event -Based Water Taxi Service * Identify potential events for access by water taxi service * Identify water taxi stops within Village; secure parking permissions for event * Utilize Village social media & marketing to market service to residents * Determine supplemental funding if any * Implement program through recreation department Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION 4H Recreational Trail Connections & Lighting * Identify missing trail links and opportunities to improve lighting (e.g., Club Drive connection to Country Club) * Develop initial improvement conceptual plan * Conduct public outreach; refine plans as needed * Present to committees & Village Council * Identify project funding sources & potential timing * Determine Council direction for project funding & timing * Per Council direction, construct improvements 41 Parker Bridge /Tunnel Replacement Analysis * Conduct outreach to FDOT, Palm Beach County regarding bridge work program * Coordinate with FDOT for preliminary design concepts * Initiate dialogue with permitting agencies * Commission economic assessment of tunnel vs. bascule bridge * Review of design concepts & economic assessment by Village Council for further direction Date: 10/20/16 2016 2017 2018 2019 2020 2021 2022 -> 4 TRANSPORTATION & MOBILITY a4 ni n2 Q3 q4 ni n2 Q3 q4 ni n2 Q3 q4 ni n2 Q3 q4 ni n2 Q3 q4 Tao 4G Congress Avenue Extension * Initiate interagency dialogue with Palm Beach County, Palm Beach Gardens, FDOT, MPO * Review preliminary design concepts * Evaluate land use impacts, ROW acquisition (if any) * Determine infrastructure impacts & opportunities * Review final design concepts * Coordinate with Palm Beach County for construction timeline 4H Recreational Trail Connections & Lighting * Identify missing trail links and opportunities to improve lighting (e.g., Club Drive connection to Country Club) * Develop initial improvement conceptual plan * Conduct public outreach; refine plans as needed * Present to committees & Village Council * Identify project funding sources & potential timing * Determine Council direction for project funding & timing * Per Council direction, construct improvements 41 Parker Bridge /Tunnel Replacement Analysis * Conduct outreach to FDOT, Palm Beach County regarding bridge work program * Coordinate with FDOT for preliminary design concepts * Initiate dialogue with permitting agencies * Commission economic assessment of tunnel vs. bascule bridge * Review of design concepts & economic assessment by Village Council for further direction Date: 10/20/16 KEY RECOMMENDATIONS & IMPLEMENTATION RECREATIONAL & WATERFRONT PROJECTS PROJECT IMPLEMENTATION SUMMARY These projects are designed to enhance existing recreational and waterfront facilities, improve utility of facilities, and introduce new recreational elements to expand the benefits to residents and visitors. PROJECT IMPLEMENTATION SCHEDULE 5B Anchorage Park Master Plan & Renovation * Continue to advance planning and implementation 4t Date: 10/20/16 2016 2017 2018 2019 2020 2021 2022 -> 5 RECREATION & WATERFRONT 5A Earman River /C17 Boardwalk na n1 q2 CO na n1 q2 CO na n1 q2 CO na n1 Q2 a3 na n1 Q2 a3 na Tao * Initiate inter - agency dialogue with SFWMD, FDEP, FDOT, PBC * Determine ROW opportunities & constraints (if any) * Develop conceptual plan to include landscaping and shoreline plantings, recreational and decorative elements * Present conceptual plan to committees & Village Council; revise as needed * Identify potential project funding sources and timing * Per Council direction, adopt amendments to Comprehensive Plan, thoroughfare map, form -based code (as applicable) 5B Anchorage Park Master Plan & Renovation * Continue to advance planning and implementation 4t Date: 10/20/16 VILLAGE MASTER PLAN KEY RECOMMENDATIONS & IMPLEMENTATION HOUSING AND REDEVELOPMENT PROJECTS PROJECT IMPLEMENTATION SUMMARY These projects and programs are varied, addressing economic development and redevelopment, housing challenges and the stabilization /improvement ofthe Village's residential housing stock, and the expansion ofthe Conservatory School at North Palm Beach, which is a unique educational asset that contributes to the sustainability and long -term growth potential ofthe Village. PROJECT IMPLEMENTATION SCHEDULE 6B NPB /Lake Park Coordination for US1 /Northlake Property Redevelopment (SW corner) 2016 2017 2015 2019 2020 2021 2022 -> 6 HOUSING & REDEVELOPMENT na ni n2 n3 na ni n2 n3 na ni n2 n3 na ni n2 n3 na ni nz n3 na TBD 6A Conservatory School at NPB Expansion * Review development proposals, Lake Park U51 Corridor plans and codes * Continue dialogue with school administration and school board * Considerjoint Village Council /Lake Park Town Council forum for discussion of relevant issues * Consider potential school expansion space as redevelopment advances in the Village * Consider interlocal agreement to increase development efficiency ofsite 6B NPB /Lake Park Coordination for US1 /Northlake Property Redevelopment (SW corner) *Advance discussions with Town of Lake Park administration * Review development proposals, Lake Park U51 Corridor plans and codes * Considerjoint Village Council /Lake Park Town Council forum for discussion of relevant issues * Consider interlocal agreement to increase development efficiency ofsite 6C NPB /Palm Beach Gardens Coordination for Congress Avenue Industrial District *Advance discussions with City of Palm Beach Gardens administration * Review development proposals, PBG plans and codes * Considerjoint Village Council /PBG City Council forum for discussion of relevant issues * Consider interlocal agreement to increase development efficiency of district 6D Housing Program Evaluation & Prioritization * Convene Village Council workshop to review housing conditions and available programs to reinforce housing base * Develop cost estimates for trial implementation ofprioritized programs * Conductpublic outreach; determine level of interest among homeowners, investors, potential participants * Allocate first -year funding for trial implementation ofprioritized programs Date: 10/20/16 KEY RECOMMENDATIONS & IMPLEMENTATION Village Marketing & Branding Program PROJECT IMPLEMENTATION SUMMARY The Village Marketing.... PROJECT IMPLEMENTATION SCHEDULE Date: 10/20/16 2016 2017 2018 2019 2020 2021 2022 -> 7A Village Marketing & Branding Program * Assemble working group with representation from residents, realtors, investors, business & property owners na n1 q2 CO na n1 q2 CO na n1 q2 CO na n1 q2 CO na n1 q2 Co na Tao * Establish structure and implementing body (RFP for firm, create Village division, etc.) * Determine Council prioritization and direction for specific projects and action items * Advance implementation per Council direction Date: 10/20/16 VILLAGE MASTER PLAN APPENDIX A CREATION OF TI IF PLAN VILLAGE MASTER PLAN Planning and Visioning Process The Village of North Palm Beach Citizens' Master Plan was created during a public, seven -day charrette. This public process ensured community participation to determine how to best resolve potential impacts, maximize opportunities, and establish a vision for the future. A team of professionals, "the charrette team ", helped record the citizens' ideas, tested the feasibility of the various proposals, and created a document to record and guide the citizens' vision. Charrette Charrette means "cart" in French. An architectural school legend holds that at the Ecole des Beaux Arts, in 19th Century Paris, work was so intense that students continued to draw after climbing onto the carts that carried their boards away to be juried. Today charrette refers to a high speed, intense, and focused creative session in which a team works with citizens on design problems and presents solutions. Host Committee The first step of the charrette process was the creation of a Host Committee to plan the logistics of the charrette. Host committee members recommended Date: 10/20/16 CREATION OF TI IF MASTER PLAN times, locations, and strategies on how to best get the word out to the community about this important effort. Members also provided input on the people and agencies to interview before the public event. Pre - Charrette Interviews The purpose of the pre - charrette interviews is for the charrette team to gain a better understanding of the area's local issues, shortcomings, and strengths. A series of interviews with elected officials, business leaders, residents, community activists, and utility providers were conducted before the charrette. Each Host Committee member was also interviewed in this process. Public Workshop A public workshop was held January 30, 2016, at the Conservatory School cafeteria with approximately 150 people in attendance. An opening presentation outlined the intent of the project and issues in the area. Citizens were asked to shape a vision for the Village to improve mobility, quality of life, and economic vitality. After the presentation, participants gathered around tables with aerial photos of the study area. Each table group debated issues and drew their ideas over an aerial. At the end of the workshop, a representative from each table presented the group's ideas to the rest of the charrette participants. A summary the suggestions and concerns is contained on the following pages. CREATION OF TI IF MASTER PLAN Table 1 VILLAGE MASTER PLAN Main Ideas • Secondary street options to separate bikers, walkers, joggers. • Village Center: center of town should be where the Country Club and Golf Course is as a downtown. Strong pedestrian connections already in place from Yacht Club area and west of the Golf Course. • Streetscape improvements along the corridor. • Key elements thatcanbe catalysts for development: Prosperity Farms Road and Lighthouse Drive intersection; intersection of US -I and Northlake Boulevard is the front door to the Village - entry feature (perhaps a roundabout). • Improve pedestrian access — Ferry from Lakeside Park to the beach; connection to retail on Northlake Boulevard. • Neighborhood center along Prosperity Farms at intersection with Lighthouse Drive. • Currently all civic activities occur along the school, library, city hall, police station. This area serves as the Civic heart but it's not used that way. Table 1 citizens'drawing and photos from the public workshop. 2 Date: 10/20/16 VILLAGE MASTER PLAN Table 2 Main Ideas Need for a gathering place: Redevelop the Country Club and connect to a boutique hotel across the street. Physical connections needed. Marina: Restaurant to take advantage of the waterfront edge. Crosswalks! Village Center should be along US -1. Reduce lanes on US -1 to 2 in each direction with parallel parking, safer zones for pedestrians, landscape buffer and bike lanes. Current vacant lots should become active areas: courtyards; interject open areas along the corridor Parking behind in the alleyways. Multifamily housing behind commercial corridor and then single family housing. Publix plaza: destination of urban retail, structure parking. US -1 and Northlake Boulevard: three commercial corners, keep south edge green with trails, etc. Protect water views we currently have. No commercial uses along Prosperity Farms; beautify by incorporating street furniture, bus shelters — keeping North Palm character More night activity CREATION OF TI IF MASTER PLAN fill i1. L r- , � * X� 10 J �ti �i wa I tits Table 2 citizens'drawing and photos from the public workshop. Date: 10/20/16 3 w Table 2 citizens'drawing and photos from the public workshop. Date: 10/20/16 3 CREATION OF TI IF MASTER PLAN Table 3 a VILLAGE MASTER PLAN Main Ideas • Add a park to the Country Club. • Use the Golf Course for other activities including a "kids' club" with a pool, exercise area, arts and crafts. • Include areas for younger kids (toddlers and newborns) with shade and space to play. • Add more lights on 12t' hole of Golf Course. • Anchorage Park: add a soccer or football field. • Preserve waterways. • More shade on the Golf Course for breaks and water. • Add a fishing dock in the Intracoastal. • More shade on streets. • Boat Club. • More neighborhood parks so you don't have to drive far and can meet other neighborhood kids. These should be within a 3/4 mile walk. • Small area for kids at the library while parents are attending meetings at Town Hall. • More ice cream shops along the corridor. • Improve the sidewalks: right now they are either too narrow or have bumps. • Marina: boat ramp, restaurant, and amenities. Table 3 citizens' drawing and photos from the public workshop. 4 Date: 10/20/16 VILLAGE MASTER PLAN Table 4 Main Ideas • Northlake Boulevard corridor (before US- 1) should be developed into something more commercially attractive. It should also be a pedestrian corridor with access to the water and good connection to the surrounding and connecting neighborhoods. • Current Publix site should be redeveloped into a multi - purpose area with uses like a science museum, green market, IMAX theater, etc. The Library could be moved to this site as well. • We don't want people in the Village to leave to go do things elsewhere. • We want the Village to be an attraction to residents. • Add bike lanes along the US -1 corridor. • Make US -1 a "complete street". • Slow down traffic on US -1, Lighthouse and Anchorage. • Need a High School. If possible, it should be close to existing school to share facilities. "Keep children within the Village ". • Study the commercial buildings on US -I that are possibilities for redevelopment. • The Country Club should stay where it is and a harmonious connection between commercial and residential uses should be developed. • Make the Country Club more attractive to parents and families with a cafe and kids club area. • Develop the Camelot Hotel site into something more attractive for commercial uses with a walkable area connected to the Country Club and a connection to Yacht Club Drive. Develop an Event center in the Marina area. • Improve Century Plaza by extending walkable areas andmake itmore attractive soitcompliments the surrounding residential areas. • Create community gardens. CREATION OF TI IF MASTER PLAN � u � +, � $ � '• fan ti, Y r fjfr + s f Table 4 citizens' drawing and photos from the public workshop. Date: 10/20/16 5 CREATION OF TI IF MASTER PLAN I w C! i' Table 5 .7. a. V }1 i i VILLAGE MASTER PLAN Main Ideas • Install traffic cameras to control traffic lights on demand as needed and avoid traffic backups along the corridor • Eliminate traffic lights where not needed. • Reduce traffic speed along the corridor; roundabouts might help with this. • Establish an architectural review board for architectural character of buildings. • Use alleyways to provide access to buildings. • Improve walking conditions at Lakeside Park. • Create "vias" like in Palm Beach. • There are two main areas along the corridor 1. Country Club/Marina Area; and 2. Civic Area (where the school, library and Town hall are. These two areas should be connected by the US -I commercial corridor. Table 5 citizens'drawing and photos from the public workshop. 6 Date: 10/20/16 5. 1 5 •, 5 Ipe I C r � Y ti. T —. �J - - . 5 .7. a. V }1 i i VILLAGE MASTER PLAN Main Ideas • Install traffic cameras to control traffic lights on demand as needed and avoid traffic backups along the corridor • Eliminate traffic lights where not needed. • Reduce traffic speed along the corridor; roundabouts might help with this. • Establish an architectural review board for architectural character of buildings. • Use alleyways to provide access to buildings. • Improve walking conditions at Lakeside Park. • Create "vias" like in Palm Beach. • There are two main areas along the corridor 1. Country Club/Marina Area; and 2. Civic Area (where the school, library and Town hall are. These two areas should be connected by the US -I commercial corridor. Table 5 citizens'drawing and photos from the public workshop. 6 Date: 10/20/16 VILLAGE MASTER PLAN Table 6 Main Ideas • Our acronym for the plan — PPAA: Problems Potential Advantages and Disadvantages Action Plan • The intersection at PGA Boulevard, where Panama Hatties used to be, presents many traffic issues to the Village. Find a way to control traffic in this area. • Control the traffic from opening and closing of the bridge. • Use roundabouts to calm down traffic. • There should be a boardwalk along Northlake Boulevard on the river side connecting to a pedestrian bridge over the water • Any new schools should be close to the current school and not across Northlake Boulevard because children can't walk there; it's too dangerous. • There should be a boutique hotel across from golf course and the area behind this hotel should be developed to take advantage to the water front. CREATION OF TI IF MASTER PLAN J l .�5 J,. � 1 X Table 6 citizens'drawing and photos from the public workshop. Date: 10/20/16 7 CREATION OF TI IF MASTER PLAN Table 7 �4 { Table 7 citizens' drawing and photos from the public workshop. 8 VILLAGE MASTER PLAN Main Ideas • Keep the charm of the old family neighborhood community that characterizes the Village. • Theme: "Put the Village back into the Village ". • Motto for development: Live, work, stay and play in the historic Village of North Palm Beach" • Reduce US -1 to 4lanes. • Establish North and South entry points to know you are entering the Village: West Marina should be the North entry and Northlake Boulevard/ US -1 Intersection should be the South Entry. • Reduce speed, slow down in the Village, but no roundabouts. • The Village Center should be at U -1 and Lighthouse Road. This Center should have mixed use, civic uses, office, and other uses that you need on a daily basis so you don't have to leave the Village. • More entertainment options, but local not regional types to keep charm. • Add an "Age in Place" facility: small scale, first level living for people who want to downsize from their current homes. • Parking should be shared between uses (some happen during day and some at night). • The Delray Beach Atlantic Avenue Boutique Hotel and commercial area should serve as an example for shared amenities with the Golf Course area. • Increased appeal to offices (corporate, medical, etc) between Lighthouse Road and North Anchorage. • Bike rental facilities like in City Place. • Better use of alleyways, beautify them. • Incorporate an outside exercise element, connecting nodes throughout the Village. • Riverwalk, pedestrian bridge: restaurants, shops, daytime activities (water activities). • Create a vision for the architectural character desired throughout the Village. • Bury power lines in residential areas. • Traffic calming ideas should be developed. • Make the Country Club a desirable destination. • Ferry or water taxi Date: 10/20/16 VILLAGE MASTER PLAN Table 8 Main Ideas • The goal is to make North Palm Beach a destination. • Need a K -12 school in the Village. • The Country Clubhouse should be updated. One idea is to make the building three stories to be able to see the water and use it to for banquets, weddings, etc. • Develop Old Camelot site to promote the water (Yacht club) • Make everything accessible to the people that live in North Palm Beach. • There should be a Village Square at US -I and Lighthouse Road with shops, restaurants, etc. • Develop the Northlake Boulevard site as mixed use, similar to Downtown the Gardens. Establish a water taxi system connecting the Village. • Promote more nightlife north of the bridge at Crystal Tree Plaza. • Improve the streetscape, add more trees and bigger sidewalks. • Develop the Publix plaza as a mixed use center. S i J CREATION OF TI IE MASTER PLAN 'f 1 f ren l - y 4y t Table 8 citizens'drawing and photos from the public workshop. Date: 10/20/16 9 CREATION OF TI IF MASTER PLAN r 4 Rwowr /a�+.� u Li.WS wuee •ererFn(�e.unl r101m Table 9 VILLAGE MASTER PLAN Main Ideas • Develop the center of town at the Country Club site including the hotel site across the street. • Establish a mini - center where our Civic uses are. • Beautification of the Village: more trees especially on US -I and Prosperity Farms Road. • Redevelopment concerns with the waterway along Northlake Boulevard. • Make the entryways to the Village, more prominent, "wow" factor. • Parks: Anchorage Park is highly used. Other parks are not used that much but there is potential in them. • It is very important to get a high school in the Village as soon as possible. • Not sure if the lane reduction in US -I should be done. • Develop multi - family uses along the US -1 corridor. • The north side of town is concerned about not having emergency services in that area. • Add stop lights in the north side of town. • We like our 5 -day garbage pickup; please keep it in place but from 9am -5pm. Table 9 citizens'drawing and photos from the public workshop. 10 Date: 10/20/16 VILLAGE MASTER PLAN Table 10 Main Ideas • Make the Country Club /Golf Course a destination. This area is a good market for a hotel. We want people to come here as a destination. • The green areas on the map are the areas that should be mixed use redevelopment with a HUB by the Country Club as a destination. • Right now the area across the golf course has 40% vacancy rates. • The Boat parade is very important for the Village. There should be a facility in the area to be used for the Boat parade party. • Several buildings on US -1, south of the Golf Course, are very run down and should be knocked down. • Many old vacant commercial buildings along the corridor are good redevelopment opportunities. • There are safety issues at intersections to cross US -1. • The Publix plaza should become a mixed -use development. • There should be more parks, including a skate park. r CREATION OF TI IF MASTER PLAN �� tM fPbri��GnF mss}, quo, i}y„r��xY 'f H�1fCFM6fr �AkWER .f,'�` - —� 7 ZM -don 1 Table 10 citizens'drawing and photos from the public workshop. Date: 10/20/16 11 CREATION OF TI IF MASTER PLAN Table 11 f Ii VILLAGE MASTER PLAN Main Ideas • Safety is a concern. • Connecting USI from Anchorage Drive up to Prosperity Farms Roads with lighting along Anchorage Drive. • The bridge on Anchorage is very dangerous — should be made wider. • Create a boardwalk along the river. • The Publix plaza should have a green. • The Community Center to be established south of Anchorage Road. • The Village Center feel is around the Country Club and Golf Course area. • The golf course should be opened for walking and biking one night a week. • In the north area of town, the buildings should be closer to the road. Table 11 citizens'drawing and photos from the public workshop. 12 Date: 10/20/16 VILLAGE MASTER PLAN Table 12 Main Ideas • All ideas should go back to the roots of what was North Palm Beach to keep the Village character. • The Country Club area is the center of town; it's where the Clubhouse is and where the fireworks and other activities occur. • New projects should make a significant impact to North Palm Beach. • Slow down cars. • Make the alleyways with unique design features for service, drop off and have the front along US -1 with beautiful sidewalks, street furniture, etc. • Prefer smaller scale development. • The height of the new buildings should be that of PGA Commons. • Establish a North -South walking corridor and connect the Village East -West, which is now separated. • Roundabouts may work as an alternative to connect pedestrians East -West. CREATION OF TI IF MASTER PLAN Table 12 citizens'drawing and photos from the public workshop. Date: 10/20/16 13 CREATION OF TI IF MASTER PLAN Studio VILLAGE MASTER PLAN The charrette team listened, recorded, and took notes on the citizens' requests. A design studio was established in the Village Council Chambers from January 31 — February 5, 2016. The purpose was to work closely and intensely on the citizens' ideas and allow the public to observe and offer additional input. Approximately 50 people, including elected officials, interacted with the team in the studio throughout the week. Downtown Retailing and Merchandising Presentation On Tuesday, February 2, 2016, Robert Gibbs, a leading retail and urban planning consultant who has contributed to more than 400 master plans across the country, gave a lecture on Downtown Retailing and Merchandising for the 21st Century City at the North Palm Beach Country Club. The Village Council of North Palm Beach Invites You to a Presentation by ROBERT GIBBS Tuesday, February 2, 2016, 6:00 pm North Palm Beach Country Club 951 US Highway 1, North Palm Beach DOWNTOWN RETAILING AND MERCHANDISING FOR THE 21ST CENTURY CITY Robert Gibbs is .1—dig obm plm,ivg co,submt who has c oibutcd W over 400 master plays arross the U.S., ivcludivg Alexandria, Bvmivgham, Charles[,,, Detroit, Disney, Housfnm, Marquette and Naples. He fm,dM GPG iv 1988, and has prior experience with JJR/ Smith and Taubman Centers Iv 2012, Gibbs was honored by the Cli,tm Presidential Library for his life's— &ib.tiovs W mbm pl -.i.g and development and by the City of Auckland, New Zealand for his plavvivg imovatiovs. Gibbs is achartermemberofthe Congress£ the New Urbmism, gives frequent1- tomsm dhm co -mth -M fourbooks. Gibbs authored the Urbm RAail Form Based Cade Module, =din y and in 20 12 pu_ blhed Principles of Urbn Rail Plmi,e and Dvl®t The bok hs rceived wide cclaim and wdecbed bthe APA m " No;all sweefiess and I gh; bu;one pbnn ®scan ill 8 rd m ignore ". Gibbs has been profiled in theNew York Times, Urban Lmd InstiW W and the Wall Street JoumaL The Atlantic Monthly stated: "Gibbs has an rban pbnnmg sensibility urdiFe arry;hing possessed by the rban pbnrers who royally design downtown renewal � ns." A professional Lmdscape ArchiW tin Michigm and North Carolina, Gibbs earned m MLA from the University of Michigm's School of NaWral Resources and resides in Birmingham, Michigm. For more information please contact Joanna Cunningham, Assistant to the Village Manager, Village of Norlh Patin Beacb,(561) 904 -2122, jcunningham @village-npb.org or, Dma P. Little, Urban Design Director, Tteasure Coast Regional Planning Council, (772) 2214060, dlittle @tapc.org Work -in- Progress Presentation A Work -in- Progress presentation was held on February 5, 2016, at the Conservatory School. Work completed by the charrette team to date was presented to the public, and additional comments and input were gathered. 14 Date: 10/20/16 VILLAGE MASTER PLAN APPENDIX B BACKGROUND AND EXISTING CONDITIONS VILLAGE MASTER ELAN History of the Village The Village of North Palm Beach has a long history of resort -style living. The Winter Club, the Village's first country club, was built in 1925 by Harry Kelsey. Mr. Kelsey owned much of the land that is now North Palm Beach until the devastating hurricane of 1928 destroyed most of his holdings, including his timber business, forcing him to sell his land. In 1954, John D. MacArthur purchased 2,600 acres for $5.5 million. The Village was largely developed by Herbert and Richard Ross. The Rosses built the Village as a planned community —more than 75 miles of sewer lines were laid and twenty canals dredged in advance of development. The Village was incorpo- rated in 1956, serving as the primary bedroom com- munity for Pratt & Whitney employees. In 1963, the country club was constructed. The Winter Club was demolished in the 1980s, despite being listed on the National Register of Historic Places. The North Palm Beach Golf and Country Club continues to serve as a public amenity for community today. The golf course is one of only two Nicklaus Signature municipal courses in the country. Mr. Nicklaus, a nearby resident, redesigned the course in 2006 for the community, charging only $1 for his services. Updating the club house is under discussion with a series of workshops underway regarding programming and community priorities. Characteristics of the Village The Village has nearly 30 miles of waterfront (both natural and man- made), giving the community its maritime character. The Village is approximately 5.8 square miles in size, of which 2.2 square miles are water. More than a third of the Village is technically an island, defined by the Earman River to the south, the North Palm Beach Waterway to the west, the Intracoastal Waterway to the north, and Lake Worth to the east. The Village of North Palm Beach is centrally located within the County, providing easy access to Date: 10/20/16 BACKGROUND & EXISTING CONDITIONS Top: The Winter Club circa 1957. Middle: An aerial view looking northeast over the golf course circa 1962. Bottom: The "new" country club with pool and the Winter Club circa 1962. BACKGROUND & EXISTING CONDITIONS Location Map with Regional Assets 1 Jupiter _ 0 m // d Ross R / n �5 0 � n m� VILLAGE MASTER PLAN N W E N \ \ ` S a Juno Beach / 0 PGA Blvtl ' LL PGA Blvd I � , I Palm 0 0 18 Beach I Gardens PGA National f North I Palm Beach Feet 0 5,000 10,000 Regional Assets 11,111111, Blvd within 5 -mile radius of North Palm Beach 1. Florida Atlantic University Q 13. PGA National Golf Club 2. Frenchman's Creek Country Club 8. North Palm Beach Country Club 0 3. Gardens Mall 9. North Palm Beach Marina 15. Riviera Beach Marina 4. John D. MacArthur State Park 10. Northcorp Corporate Park 16. Scripps and Max Planck Institutes Lake 11. Palm Beach Gardens Medical Center 17. Seminole Golf Club 6. Lake Park Marina 12. Palm Beach State College 18. St. Mary's Medical Center Park \ Riviera \ Beach Dyer west \A Park �a h, Blue Heron Blvd Z d Palm Beach L — ` Riviera Beach Palm each Palm Shore / N� al \5th S Mangonia ea h LL Park / Feet 0 5,000 10,000 Regional Assets within 5 -mile radius of North Palm Beach 1. Florida Atlantic University 7. Loggerhead Marina (Palm Beach Gardens) 13. PGA National Golf Club 2. Frenchman's Creek Country Club 8. North Palm Beach Country Club 14. Port of Palm Beach 3. Gardens Mall 9. North Palm Beach Marina 15. Riviera Beach Marina 4. John D. MacArthur State Park 10. Northcorp Corporate Park 16. Scripps and Max Planck Institutes 5. Lake Park, Park of Commerce 11. Palm Beach Gardens Medical Center 17. Seminole Golf Club 6. Lake Park Marina 12. Palm Beach State College 18. St. Mary's Medical Center 2 Date: 10/20/16 VILLAGE MASTER ELAN The Study Area BACKGROUND & EXISTING CONDITIONS Date: 10/20/16 BACKGROUND & EXISTING CONDITIONS VILLAGE MASTER ELAN employment centers, primary shopping destinations (including the Gardens Mall and Palm Beach Outlets), and two colleges. Downtown West Palm Beach, the County seat, can be reached in 15 -20 minutes via US 1. In addition to its convenient proximity to regional resources, the community offers a family - friendly atmosphere. Both passive and recreational parks are located throughout a strong neighborhood structure. Numerous community events are held throughout the year and are well- attended by local residents. One of the strongest draws for families to the Village is likely the excellent schools, both public and private, located within the community. The Conservatory School at North Palm Beach is a public arts elementary school and Allamanda Elementary, located adjacent to the Village boundaries, has a unique health and wellness program. The Benjamin School's lower campus and St. Clare's Catholic School offer private school options as well. The Village has diverse residential options. The neighborhoods offer single - family homes in a range of sizes. As the neighborhoods are fully built -out, redevelopment of older houses is beginning to occur on desirable waterfront lots. Multi - family options are located predominantly along waterfront sites, with some inland options. Since most of the older waterfront buildings are condominiums, little rede- velopment has occurred to date. In the 1990's and 2000's, new homes were constructed in the north- west area of the Village, east of Prosperity Farms Top: The North Palm Beach Marina is open to the public and offers a ship's store, bait, fuel, and 107 slips. Middle: Anchorage Park has a playground, recreational courts, community center, and provides boat ramps and storage for residents with inland lots. Bottom: The recently redesigned North Palm Beach Golf Course maintains a prominent location within the Village. Image source: www.village - npb.org 4 Date: 10/20/16 VILLAGE MASTER PLAN Map of Existing Land Uses BACKGROUND & EXISTING CONDITIONS VLN 3F h Palm Beach E PGA Blvd N i s t i n g T Jack Nickle us Dr nd Use 10 12 W e - �y7 J Single Family Canal KUM I Multifamily. - S I Hotel /Motel I Office Commercial Monet Rd McLarenRd Institutional Open Space / Recreation I Vacant m sort's Rd h'a� , ,• �, n °o, -seao v a © a �Fo n 4 n r O Z a � E p 3 >% "I Lighthouse or 9� �45'T� •�wry Ii m y�daR 0 - -• =x -o -n ©a� Ste �g ,,.. 71 Eagle Way Northlake Blvd i,� --GQ I Y �. a 71 Feet � Y Feet !fig 1�1 0 600 1,200 Community Assets 1, Academy of North Palm Beach 8, First Unitarian Universalist Church 15, North Palm Beach Village Hall and Library 22, The Benjamin School 2, Allemande Elementary School 9, John D. MacArthur Beach State Park 16, Northlake Promenade Shoppes 23, The Conservatory School 3, Anchorage Park 10, North Palm Beach Community Center 17, Old Port Cove Marina 24, The Shops at Village Square 4, Bright Futures Academy Charter School 11, North Palm Beach Country Club 18, Osborne Park 25, Village Shoppes 5, Crystal Tree Shopping Center 12, North Palm Beach Marina 19, Our Lady of Florida 6, Faith Lutheran Church 13, North Palm Beach Police Department 20, Shoppes at City Centre 7, First Presbyterian Church 14, North Palm Beach Public Works 21, St. Clare Catholic School Date: 10/20/16 BACKGROUND & EXISTING CONDITIONS Road, within gated communities. Currently, Water Club, a significant waterfront condominium with over 200 units, is under construction on land located along the Intracoastal Waterway that was previously owned by a church. US 1 and Northlake Boulevard serve as the primary commercial corridors and economic engine in the Village. US 1 is a primary route from the south or north; and Northlake Boulevard is the main access road from the west, via I -95. The Village's commercial uses are located almost exclusively along these two corridors. US 1 is comprised of four distinct segments: Top Left: The Water Club under construction. Bottom Left: Older condominiums line much of the waterfront. VILLAGE MASTER ELAN Top Right: The neighborhoods offer houses in a range of sizes. Middle Right: Older housing is being replaced by new homes on desirable golf course or waterfront lots. Bottom Right: An example of inland multi - family housing 6 Date: 10/20/16 VILLAGE MASTER ELAN Parker Bridge North: The area north of the Parker Bridge (shown in red) is comprised of several large -scale condominium developments, including the new Water Club, and two shopping plazas. PGA Boulevard provides access to main office and shopping districts in the northern county area and connects to I -95. US 1 has two lanes in each direction in this section. Parker Bridge to N Anchorage Drive: The area between the Parker Bridge and North Anchorage Drive (shown in blue) has the golf and country club along the western edge of US 1. The east side has the North Palm Beach marina surrounded by older, waterfront condominiums. US 1 is lined by the Camelot Inn restaurant, Baer's furniture store, Sunoco gas station, and offices of varying sizes. US 1 has three lanes in each direction in this section. N Anchorage Drive to the Earman River: The area between North Anchorage Drive and the Earman River (shown in yellow) contains a significant concentration of offices and restaurants. A north -south alley runs continuously along both sides of US 1, providing rear access to properties, separation from the residential properties, as well as a tertiary local route. Lighthouse Drive provides important "cross town" access, connecting the Village east -west over the North Palm Beach Waterway. US 1 has three lanes in each direction in this section. Earman River South: The section south of the Earman River to the Village's southern boundary (shown in green) is defined on the east side by a large parcel that was once the Twin City Mall and now is the Northlake Promenade Shoppes and several vacant sites. Northlake Boulevard, a main east -west connection to I -95, intersects US 1 in this section. On the west side of US 1, parking lots serving small restaurant and retail uses line the street. US 1 has two lanes in each direction in most of this section. Date: 10/20/16 BACKGROUND & EXISTING CONDITIONS BACKGROUND & EXISTING CONDITIONS VILLAGE MASTER ELAN I� �•� i L _:. -� i - Top Left: The Crystal Tree Plaza located on US 1 north of the Parker Bridge. Top right: The Camelot Inn property lo- cated on US 1 across from the golf and country club. Middle Left: Office uses constructed in "garden style" buildings in the 1960s and 1970s line US 1. Middle Right: The previous site of the Twin City Mall remains largely undeveloped at this time at the main entry into the Village from both Northlake Blvd. and US 1. Bottom Left: Older office buildings line Northlake Blvd. Bottom Right: Recent development of a self storage facility on Northlake Blvd. 8 Date: 10/20/16 VILLAGE MASTER ELAN BACKGROUND & EXISTING CONDITIONS The north side of Northlake Boulevard is located within the Village. It has a wide range of commercial uses in varying conditions. A range of retail, personal service businesses, offices, and restaurants are located in buildings with parking lots located along the thor- oughfare. The only business that engages the Earman River is a "Adventure Times," a kayak sales /rental business. Recent development includes self - storage facilities on waterfront properties and private docks. Landscaping is inconsistent; some properties have complied with Northlake Boulevard Overlay Zone standards and others have not. The southwest comer ofUS 1 andNorthlake Boulevard is located within the Village. The site of the old Twin Lakes Mall is located partially within the boundaries of the Village and partially within Town of Lake Park's jurisdiction. It is one of the largest potential redevelopment sites in the Village and coordinating with Lake Park would help ensure success. Top: The southern area of the study area includes poten- tial waterfront redevelopment sites along the Earman River (outlined in green) and the largest parcel (once the Twin City Mall) for potential redevelopment (outlined in yellow). Right: Residential properties on the north side engage the Earman River in a naturalistic landscape condition. Bottom: Most commercial development along Northlake Blvd. fails to take advantage of the use and the view of the Earman River though some have built private docks.. Date: 10/20/16 9 BACKGROUND & EXISTING CONDITIONS VILLAGE MASTER ELAN Image Source: visitmyrtlebeach.com Top: An image of Marsh Walk in Murrells Inlet, which offers public access along the waterfront. Bottom Left: Aview of Frigate's one of the Village's few waterfront restaurants. Bottom Right: Parking, commercial loading, and trash areas are located behind businesses facing Northlake Blvd.. Initial Observations Maximizing the Waterfront Though the Village has a marine - oriented character, this experience is largely limited to residential properties. Since most of the waterfront is privatized, the waterfront is not a visually significant characteristic of the vil- lage; views are limited to glimpses crossing bridges or to the golf course. Those residential lots without direct access are afforded waterfront access via parks. Few waterfront dining options exist in the Village. Frigate's is the best local example of a design which maximizes its location, both in atmosphere and boat access. Di- rectly across the Earman River from Frigates is another restaurant (IHOP), which offers five windows with a water view. 10 Date: 10/20/16 VILLAGE MASTER ELAN Redefining US I The offices that once thrived along US 1 are now competing with newer office development and hampered by changing transportation routes. While US 1 was once the primary north -south route in the County, I -95 and the Florida Turnpike have become the main travel routes over time. PGA Boulevard offers new Class A offices, with large floor plates, high ceilings, covered parking, and other modern amenitites. The PGA corridor location is easily accessed by the interstate and is not impacted by the two drawbridges, which periodically interrupt travel along the US 1 corridor. The Village has approximately 589,700 SF. of office in buildings with an average construction date of 1976. These buildings are an average of two stories in height with floor plates that are less than 8,500 SF in size. Given the current configuration, the US 1 corridor is unlikely to compete with the newer Class A options. Competing in other office markets (e.g. catering to start ups, office- sharing, etc.) is not advanced by the corridor's current physical environment. The predominant characteristic along US 1 is parking lots. The Millennial generation demonstrates a clear market preference for urban centers where walking or biking to work is an option and where social interaction is fostered by the surroundings. Having nearby housing options, places to eat or drink, and the ability to move among them in a comfortable, attractive atmosphere is necessary to compete with various revitalizing downtown options in the County. "Sixty -two percent [of Millennials] in- dicate they prefer to live in the type of mixed -use communities found in urban centers, where they can be close to shops, restaurants and offices. " - `Millennials Prefer Cities to Suburbs, Subways to Driveways." Nielsen. 3 -4 -14 New residential and mixed use projects have begun appearing on US 1 in West Palm Beach, Lake Worth, and Delray Beach. Mariner's Court, a townhome development, was recently constructed on US 1 in the Village. It is buffered from the roadway with landscaping. These types of developments can be positioned to re -define the corridor. Date: 10/20/16 BACKGROUND & EXISTING CONDITIONS Top: A view of existing offices along the US 1 corridor. Middle: Mariner's Court is a small townhome communi- ty built along US 1 in the Village. Bottom: Magnolia Court is a mixed use development facing US 1 in West Palm Beach. 11 BACKGROUND & EXISTING CONDITIONS Changes to the US I right -of -way are also a possibility. In its current condition, US 1 widens from a 4 -lane road to a 6 -lane road within the heart of the Village, then transitions back to four lanes as it transitions into Lake Park. North of the Parker Bridge and south of Palmetto Drive, US -I has four travel lanes. Based upon the current and projected demands of the roadway, the Village has the choice to redesign some of the asphalt used for vehicular travel for other uses. Establishing a "complete street" means creating a street design that balances mobility and responds to the needs of all users (e.g., drivers, pedestrians, bicyclists). The elements that make up a "complete street" can be customized to respond to the unique character of a place or to changing conditions as a street traverses through a place. VILLAGE MASTER ELAN US 1 Capacity varies with context) 6 Lanes is 59,900 vpd 4 Lanes is 39,800 vpd US 1 Projected Volumes 2040 = 22,000- 27,000 vpd ( +/- 30,000 vpd EXTRA capacity) Above: A comparison of six -lane thoroughfare capacity. Above: The six -lane section of US 1 is approximately 98 feet from curb to curb (per the red ar- row). Each side has sidewalks, which are five feet wide, and a striped shoulder that provides a substandard space for cyclists. 12 Date: 10/20/16 VILLAGE MASTER ELAN Top Right. Although a smaller cross - section than US 1 in the Village of North Palm Beach, the image to the right provides an excellent example of the concept of re- purposing asphalt in a right -of -way. The street design changes (within the existing right -of -way) to incorporate a center turn lane and bike lanes. Middle: Complete streets create environments comfortable for all uses, including bicyclists and pedestrians. Shaping desirable outdoor spaces supports local businesses and healthy lifestyles. Bottom: A wide range of detailing is possible. The image be- low demonstrates numerous ways bicycle paths can be incor- porated onto streets. A "one size fits all" solution does not exist-, designs should respond to unique conditions and the character envisioned for the place. 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I.ey[k�vp Date: 10/20/16 13 BACKGROUND & EXISTING CONDITIONS THIS PAGE LEFT INTENTIONALLY BLANK VILLAGE MASTER ELAN 14 Date: 10/20/16 VILLAGE MASTER PLAN APPENDIX C MAKKET ANALYSIS VILLAGE MASTER PLAN Introduction MAKKET ANALYSIS In order to guide the recommendations and strategies of the master plan with realistic market -driven devel- opment expectations, a market analysis was performed to understand future growth potential in the Village. WTL +a focused on market/development potentials among three key uses: residential (all types), workplace (office, professional/business services), and lodging/hospitality. For the plan's retail component, Gibbs Plan- ning Group (GPG) of Birmingham, MI, a national retail consultancy, performed a retail market analysis. This section of the master plan summarizes the findings of these studies. The full reports, The Village Master Plan Economic & Market Analy Lis by WTL +a and The Retail Market Analysis by Gibbs Planning Group follow this section. The Study Area The study area for the market analysis was fo- cused on, but not limited to, the Village of North Palm Beach municipal boundaries. The retail mar- ket analysis estimated the Village of North Palm Beach study area has an approximately 28- square- mile primary trade area limited by: • Donald Ross Road to the North • Atlantic Ocean to the East • below South Beach Shores and Peanut Is- land, up North Dixie Highway and across W. Blue Heron Road to the South • Western border of I -95 Summary of Market /Development Potential The market analyses forecast four sectors: market -rate housing, speculative office, lodging/ hospitality, and retail demand. The findings are listed in the table below. The market potential for retail uses is further distinguished by types of goods and size of business accommodating such sales on the following page. Date: 10/20/16 �� M1 �s..f J • ,n e.ea. \ a ME Radlus L R t R f iY � Palm Heach Gardena •� r I Xnnh Peim n.a�h t nYe Pnik ;, G 1 tlye� P.i . i � WYiM v: Palm h 9.aeh SM1oms _ t . L �•• . anr. palm Map of the Village of North Palm Beach study area's primary trade area, outlined in green. Summary of Market /Development Potentials Use Forecast Period Market Potentials Retail & Restaurant 5 Years 104,360 SF Market -Rate Housing 10 years 400 to 600 Units Speculative Office 8 years Limited Lodging /Hospitality 10 Years 90 -120 Rooms MAKKET /ANALYSIS Retail & Restaurant Development The Village of North Palm Beach study area can presently support an additional 104,360 SF of retail and restaurant development. This new retail demand could be absorbed by existing businesses and /or with the opening of 35 to 50 new stores and restaurants. If constructed as a new single -site center, the development would be classified as a medium neighborhood -type shopping center by industry definitions and could include 6 -8 apparel stores; 4 -5 limited service eating places; 4 -6 general merchandise stores; 3 -4 electronics and appliance stores; 3 -4 office supplies and gifts stores; 3 -4 drinking establishments; 2 -3 full - service eating places; 2 -3 book and music stores; 2 -3 special food services; 1 -2 grocery stores; 1 -2 department store merchandise stores; and an assortment of other retail offerings. Housing VILLAGE MASTEK PLAN Summary of Market for Retail Uses 16,530 SF Grocery Stores 15,240 SF General Merchandise Stores 13,910 SF Apparel & Shoe Stores 9,760 SF Limited Service Eating Places 8,250 SF Drinking Establishments 6,780 SF Department & Jewelry Store Merchandise 6,450 SF Full- Service Restaurants 6,050 SF Electronics & Appliance Stores 5,580 SF Book & Music Stores 55370 SF Office Supplies and Gift Stores 5,330 SF Special Food Services 2,730 SF Florists 2,380 SF Specialty Food Stores 104,360 SF Total The housing market in North Palm Beach is stabilized and appears to have fully recovered from the 2007- 2009 recession with limited new single - family development, low vacancy rates, high rental pricing and near - term delivery of new for -sale condominium units at Water Club that have reportedly sold quickly. Over the past 15 years, the population of the Village of North Palm Beach has been generally stable with very limited growth. In fact, the Village has added only 142 new residents since 2000, for an April 2015 population of approximately 12,200 residents in 6,200 households. This reflects an average annual growth rate of only 0.1% per year over the past 15 years. The limited number of developable residential parcels in North Palm Beach is reflected in the very limited amount of new single - family residential development in the Village over the past 10 years. In fact, only 22 single - family housing starts were recorded, which translates into two units per year. By comparison, entitlements received in 2014 for the two -tower Water Club project on US 1 translated into 172 multi - family starts (with delivery expected in 2016 -17), indicating a clear market demand. To understand the potential demand for new housing, three scenarios were considered: Scenario #1: 102 new residents and roughly 52 new housing units. Utilizing an annual (straight -line) growth rate of 0.08% per year consistent with actual Village population growth rates between 2000 -2015, the pace of growth in the Village would yield only 102 new residents and roughly 52 new housing units (assuming that average household size of 1.97 remained unchanged): Scenario #2: 1,000 new residents and more than 540 new housing units. Utilizing an annual growth rate of 0.84% per year between 2015 -2020 (based on ESRI forecasts) and applying it through 2025, the growth rate in the Village would yield more than 1,000 new residents and more than 540 new housing units (assuming that average household size of 1.97 remained unchanged). Date: 10/20/16 VILLAGE MASTEK PLAN MAKKET ANALYSIS Scenario #3: 600 new housing units. Assuming an increase in average annual growth to 1.1% per year through 2025 based on a successful Village -wide economic development strategy, roughly 600 new housing units could be added in the Village over the next 10 years, even after the allocation to Water Club is consid- ered. The strategy would result in new commerce, business recruitment and job growth, the availability of sites to accommodate residential development/redevelopment, the availability of appropriate financial and /or regulatory incentives (e.g., density, height) necessary to promote economic growth and investment returns, and a streamlined public approvals /entitlement process. Office Market The market analysis suggests no demand for new office space in the Village over the next eight years. Cur- rently, the Village's share of employment in Palm Beach County is estimated at roughly 1.2 %. Under this "fair share" analysis, North Palm Beach would capture approximately 1.2% of future countywide job growth, or 955 new employees, by 2022. Assuming similar proportions of office -using jobs and occupancy factors translates into gross demand for approximately 67,700 SF of office space over the next eight years. However, there is more than 113,700 SF of vacant office space available across the Village at present. In addition, the degree of functional and /or physical obsolescence in the office building inventory of the Village is not known, which may impact the extent to which future growth in office -using sectors can be accommodated in existing vacant space. In order to strengthen the Village's office market, the following strategies are recommended: 1. Identify possible buildings /locations, such as those office properties with high vacancy rates, for conver- sion to alternative uses and /or demolition to accommodate new development. 2. Consider creation of a business retention and recruitment strategy designed to identify office tenants with near -term lease expirations that could be candidates for relocation to North Palm Beach. 3. Provide a package of financial (and regulatory) assistance as part of the Village's economic development strategy for office retention and recruitment. 4. Implement the placemaking strategies outlined in the Tour of the Plan section to make the environment more desirable over the long -term. Hotel Market Over the next 10 years, the lodging/hospitality market analysis suggests a demand for 90 to 120 rooms in the Village of North Palm Beach. To advance efforts to secure a new lodging facility, several key steps will be required to ensure the Village's competitive position for future room demand in northern Palm Beach County: 1. Identify candidate site(s). The Master Plan identifies the Camelot Motor Inn as well as the existing Super 8 Motel for redevelopment into a 3 -star hotels. 2. Ensure that appropriate zoning and entitlements can be secured by prospective developers. For example, on the Camelot Motor hm/Lodge site, building heights are limited to four floors. This may be insufficient to take advantage of views and amenity values created by the site's proximity to the North Palm Beach Marina and Intracoastal Waterway. As a rule, premium values provided by strong views of amenities such as water increase by 3% to 5% per floor. 3. Outline and secure approvals by the Village Council for appropriate incentives to secure new hotel de- velopment in the Village. These may vary and could include zoning, entitlements, and infrastructure assistance Date: 10/20/16 MAKKET ANALYSIS VILLAGE MASTEK PLAN 4. Seek a well - qualified hotel developer /operator with an agreement to provide a "select- service" level ho- tel. Examples include Aloft (by Starwood Corporation) and Hyatt Place (Hyatt Hotels), which are not currently located in any of the four communities in northern Palm Beach County. It is worth noting that Aloft has targeted South Florida as a key market, with hotels opening in Delray Beach (2018), Fort Lau- derdale (2019), Weston (2018), Coral Gables (2017) and Miami International Airport (2017). Excellent examples of "urban" Hyatt Places are located in downtown West Palm Beach and Delray Beach. This level -of- service will reinforce the branding and identity required to strengthen the Village's competitive position in the regional marketplace. Moreover, it will serve to tap multiple market segments, including both business and leisure travelers. The Village should strongly resist any proposals from developers seeking to build a "limited- service" hotel or motel, which include hotel brands such as Red Roof Inn, Super 8, Comfort Inn, Travelodge, among others. 4 Date: 10/20/16 Village M Economic & Market Analysis North Palm Beach, FL plan WTL+a DRAFT _- a L—AKY Sb4 Prepared for: Treasure Coast Regional Planning Council Stuart, FL On behalf of: Village of North Palm Beach North Palm Beach, FL April 2016 WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 1. WT' .a General & Limiting Conditions Every reasonable effort has been made to ensure that the data contained in this study reflect the most accurate and timely information possible. These data are believed to be reliable at the time the study was conducted. This study is based on estimates, assumptions, and other information developed by WTL +Associates (referred hereinafter as "WTL +a ") from its independent research effort, general knowledge of the market and the industry, and consultations with the client and its representatives. No responsibility is assumed for inaccuracies in reporting by the client, its agent and /or representatives, or any other data source used in preparing or presenting this study. No warranty or representation is made by WTL +a that any of the projected values or results contained in this study will actually be achieved. Possession of this study does not carry with it the right of publication thereof or to use the name of "WTL +a" in any manner without first obtaining the prior written consent of WTL +a. No abstracting, excerpting or summarizing of this study may be made without first obtaining the prior written consent of WTL +a. This report is not to be used in conjunction with any public or private offering of securities or other similar purpose where it may be relied upon to any degree by any person, other than the client, without first obtaining the prior written consent of WTL +a. This study may not be used for purposes other than that for which it is prepared or for which prior written consent has first been obtained from WTL +a. This study is qualified in its entirety by, and should be considered in light of, these limitations, conditions and considerations. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 WTL+a Table of Contents General & Limiting Conditions ......................................................... ............................... 2 Tableof Contents ................................................................................. ............................... 3 Tables& Figures ................................................................................... ............................... 3 1 Executive Summary ...................................................................... ............................... 5 Introduction................................................................................................. ............................... 5 StudyArea Boundaries ............................................................................... ............................... 6 StudyMethodology ..................................................................................... ............................... 6 2 Demographic & Economic Profile ............................................. ............................... 9 Demographic Trends & Forecasts ............................................................... ............................... 9 Household Incomes & Retail Spending ........................................................ .............................14 Economic Characteristics ............................................................................. .............................17 3 Real Estate Market Conditions ................................................... .............................23 Housing........................................................................................................ .............................23 Multi- tenant /Speculative Office ..................................................................... .............................36 Hotel /Lodging ............................................................................................... .............................42 4 Market Potentials & Strategies .................................................. .............................49 Setting the Stage: Development Context ...................................................... .............................49 Market -rate Housing ..................................................................................... .............................50 Multi- tenant /Speculative Office ..................................................................... .............................54 Lodging / Hospitality ....................................................................................... .............................58 Tables & Figures Table 1: Summary of Market/Development Potentials ................................. ............................... 8 Table 2: Regional Population Trends & Forecasts, 2000 -2040 .................. .............................10 Table 3: Village of North Palm Beach Demographic Trends & Forecasts, 2000 - 2020 .............12 Table 4: Palm Beach County Demographic Trends & Forecasts, 2000 - 2020 .......................... 13 VVIL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 3 WTr +a Table 5: Annual Household Consumer Spending, 2015 ............................... .............................15 Table 6: Palm Beach County Employment Trends, 1995 - 2014 .................. .............................18 Table 7: State Employment Forecasts for Palm Beach County, 2014 - 2022 ............................20 Table 8: Business Mix — Village of North Palm Beach, 2015 ......................... .............................21 Table 9: Housing Profile — Village of North Palm Beach, 2010 - 2020 .......... .............................24 Table 10: Housing Starts — Selected Municipalities, 2006 - 2015 ................. .............................27 Table 11: Multi- family Apartment Metrics, 2015 ............................................ .............................30 Table 12: Profile of Selected Apartment Complexes, 2015 .......................... .............................32 Table 13: Office Market Profile of Palm Beach County, 2014 - 2015 ............ .............................37 Table 14: Office Building Profile —North Palm Beach, 2015 ......................... .............................39 Table 15: Hotel Inventory, by Property Class & Location in Palm Beach County, 2015 .............44 Table 16: Selected Competitive Hotel Inventory ........................................... .............................45 Table 17: Hotel Performance Metrics — Selected Properties, 2009 - 2014 .... .............................48 Table 18: Housing Potentials— Scenario #1, 2015 - 2025 ............................ .............................51 Table 19: Office Market Potentials —Palm Beach County, 2014 -2022 ....... .............................55 Table 20: Office Market Potentials —North Palm Beach, 2014 - 2022 .......... .............................56 Table 21: Recent Overnight Visitor Roomnight Demand, 2012 - 2015 ......... .............................60 Table 22: Hotel /Lodging Potentials, 2016 -2025 ......................................... .............................61 Table 23: Preliminary Stabilized Year Financials— Candidate Sites for Residential ................... 65 Table 24: Preliminary Stabilized Year Financials— Candidate Sites for Commercial /MXD ........66 Table 25: Estimated Ad Valorem Tax Revenues Accruing to Village ............ .............................67 Figure 1: Village of North Palm Beach ........................................................ ............................... 7 Figure 2: North Palm Beach Area Apartment Submarket ............................. .............................29 WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 4 1 Executive Summary Introduction W-- WTL+a WTL +a, a national real estate and economic development consulting firm based in Washington, DC, with significant project experience throughout Florida, was retained by Treasure Coast Regional Planning Council ( TCRPC), on behalf of the Village of North Palm Beach, to prepare a real estate market analysis as part of a Village Master Plan. The Village, in collaboration with the Palm Beach Metropolitan Planning Organization (MPO), seeks to study and implement improvements to mobility, quality -of -life, and economic vitality of the Village. In its FY 2016 Council Goals and Objectives, the Village identified creation of a master plan for economic development in its business districts and community development in its neighborhoods as a key project to undertake in 2016. The Village Council identified that the plan should be completed by the end of FY 2016. Specific components of the master plan include: • Holding a public charrette /workshop; • Reviewing the Village Comprehensive Plan and Land Development Regulations; • Preparing a market study and subsequent economic strategies; and • Developing a master plan with specific recommendations and concept renderings. TCRPC was retained to assist the Village in coordinating a meaningful public involvement process and conducting an economic development and urban design charrette to assist the VVIL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 61 W7.a Village in accomplishing its goals. The week -long charrette, which was conducted in early February 2016, was guided by the following: • How can we capitalize on the unique assets of North Palm Beach? • How we can encourage growth that maintains the Village's "community character "? • What is an appropriate type and scale of redevelopment that sustains the local economy and maintains the Village's appeal? ■ How can we improve the Village's commercial corridors for all users and enhance the business climate? For the plan's market study and economic development elements, TCRPC retained WTL +a to focus on market /development potentials among three key uses: residential (all types), workplace (office, professional /business services), and lodging /hospitality. For the plan's retail component, TCRPC retained Gibbs Planning Group (GPG) of Birmingham, MI, a national retail consultancy, to prepare the retail market analysis and strategies. Study Area Boundaries As illustrated in Figure 1 below, the project area for the Village Master Plan is focused on, but not limited to, the Village of North Palm Beach municipal boundaries, the US 1 and Northlake Boulevard corridors, and any areas outside of the Village where additional analysis would benefit the master planning efforts. The US 1 and Northlake Boulevard corridors comprise the Village's two primary commercial and employment corridors with a mix of workplace, commercial (retail), and residential uses. Study Methodology The market analysis is comprised of the following key tasks: ■ Demographic & Economic Profile— evaluates those factors informing market demand, including: growth trends and forecasts in population and households; household consumer spending, job growth and projections in key industry sectors; and, other market indicators; ■ Real Estate Market Conditions — examines key metrics and market performance in commercial 'workplace' (e.g., office, business and professional services) and residential uses, including: building inventory; vacant building stock; vacancy rates; annual net WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 i•: WTL+a Figure 1: Village of North Palm Beach WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774 538.6070 W7.a absorption (leasing activity); rental rates, housing starts, etc. over the past five to 10 years to understand the Village's competitive market position in Palm Beach County to accommodate the land uses identified above; ■ Market /Development Potentials— considers the findings of the economic profile and market conditions findings and tests market - support for the land uses identified above. This key task serves as the basis for the Village Master Plan and direction on economic development recommendations and strategies; and ■ Economic Development Recommendations /Strategies — outlines preliminary recommendations pertaining to implementation and strategies, such as improvements to the Village's business climate. Table 1: Summary of Market /Development Potentials Use Forecast Period Market Potentials Market -rate Housing 10 Years 400 to 600 Units Speculative Office 8 Years Limited in Near -term Lodging /Hospitality 10 Years 90 -120 Rooms The detailed analysis of market potentials as well as preliminary strategies /implementation considerations are contained in Section 4 of this report. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 F WTL+a 213emographic & Economic Profile The following evaluates those indices that drive fundamental market demand for residential and commercial /workplace land uses that are likely to comprise future revitalization and redevelopment initiatives identified in the Village Master Plan. These indices include population and household growth, employment trends and forecasts, household consumer spending patterns, visitor behavior and spending and, other indicators based on available data that inform the depth and magnitude of potential market support for these uses. This profile and analysis is based on data from various secondary public and private sources, including: U.S. Census Bureau; University of Florida Bureau of Business & Economic Research; State of Florida Department of Economic Opportunity (DEO); Palm Beach County; ESRI Business Analyst; Dun & Bradstreet, Inc.; Village of North Palm Beach; and other sources. Demographic Trends & Forecasts WTL +a evaluated historic population patterns and growth forecasts in North Palm Beach, selected nearby municipalities, and in Palm Beach County using the sources above. Key findings are summarized below, with data illustrated in Table 2 through Error! Reference source not found.. Population & Households ■ As illustrated in Table 2 below, over the past 15 years, the population of the Village of North Palm Beach has been generally stable with very limited growth. In fact, the Village has added only 142 new residents since 2000, for an April 2015 population of approximately 12,200 residents in 6,200 households. This reflects an average annual growth rate of only 0.1% per year over the past 15 years; WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 E WTL+a Table 2: Regional Population Trends & Forecasts, 2000 -2040 (1) Based on the 2015 -2040 Low - Medium -High Population Forecasts prepared by BEER. Analysis uses the Moderate Growth Scenario for Palm Beach County. (2) CAGR= Compound Annual Growth Rate. (3) Population projections for 2015 -2040 for selected municipalities assume that each continues the same rate of growth as occurred between 2000 -2015. Source: U.S. Census Bureau; University of Florida, Bureau of Business & Economic Research; ESRI Business Analyst; WTL +a, December 2015. WT' +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 10 % of % of 1 -Apr % of Change: 2000 -2015 Forecasts (3) % of Change: 2015 -2040 2000 County 2010 County 2015 County Amount CAGR (2) 2020 2030 2040 County Amount CAGR (2) Population Palm Beach County 1,131,184 1,320,134 1,378,417 247,233 1,463,900 1,615,100 1,736,500 358,083 Juno Beach 3,262 0.3% 3,176 0.2% 3,240 0.2% (22) -0.05% 3,233 3,211 3,174 0.2% (66) -0.1% Jupiter 39,328 3.5% 55,156 4.2% 59,108 4.3% 19,780 2.8% 65,701 85,481 118,448 6.8% 59,340 2.8% Lake Park 8,721 0.8% 8,155 0.6% 8,598 0.6% (123) -0.1% 8,557 8,434 8,229 0.5% (369) -0.2% North Palm Beach 12,064 1.1% 12,015 0.91% 12,206 0.89% 142 0.1% 12,253 12,395 12,632 0.73% 426 0.14% Palm Beach Gardens 35,058 3.1% 48,440 3.7% 50,521 3.7% 15,463 2.5% 55,675 71,138 96,910 5.6% 46,389 2.6% Riviera Beach 29,884 2.6% 32,488 2.5% 33,953 2.5% 4,069 0.9% 35,309 39,378 46,160 2.7% 12,207 1.2% West Palm Beach 82,103 7.3% 100,343 7.6% 106,525 7.7% 24,422 1.8% 114,666 139,088 179,791 10.4% 73,266 2.1% Total: 210,420 18.6% 259,773 19.7% 274,151 19.9% 63,731 295,395 359,126 465,344 26.8% 191,193 (1) Based on the 2015 -2040 Low - Medium -High Population Forecasts prepared by BEER. Analysis uses the Moderate Growth Scenario for Palm Beach County. (2) CAGR= Compound Annual Growth Rate. (3) Population projections for 2015 -2040 for selected municipalities assume that each continues the same rate of growth as occurred between 2000 -2015. Source: U.S. Census Bureau; University of Florida, Bureau of Business & Economic Research; ESRI Business Analyst; WTL +a, December 2015. WT' +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 10 W7.a ■ By comparison, several communities surrounding North Palm Beach grew by significantly greater amounts: Jupiter added 19,800 new residents; Palm Beach Gardens added almost 15,500 new residents; and, West Palm Beach added more than 24,400 new residents during this period; ■ Notably, as a result of limited growth, North Palm Beach's share of Palm Beach County's total population has declined over the past 15 years —from 1.1% in 2000 to a current share of 0.89 % —as a result of greater population growth elsewhere in the County; ■ Palm Beach County's population also increased —from 1.13 million residents in 2000 to almost 1.38 million residents in 2015, reflecting a population increase of over 247,200 during this period, and representing sustained annual growth of 1.3% per year; Since 2000, the Village's Share of the County's Population Declined —from 1.1 % to 0.89% ■ WTL +a notes that long -term population and household forecasts at the municipal level are not prepared by the University of Florida /Bureau of Economic & Business Research (BEBR). As a result, WTL +a prepared estimates of population growth under the following scenario: if North Palm Beach maintains its recent growth rate of 0.1 % per year between 2015 and 2040 (i.e., a "straight -line" projection), future population growth would translate into more than 420 new residents —for a 2040 population estimate of 12,630; ■ By comparison, as illustrated in Table 3 below, five -year forecasts prepared by ESRI Business Analyst (a demographic forecasting service) suggest that North Palm Beach will add more than 520 new residents in 'An+ nOIAI hn—ohnir' by 2020. However, ESRI's forecasts start from a higher base population, using an estimated year -end 2015 population of 12,305 residents. ESRI's year -end 2015 estimates (higher than the April 2015 estimate above) may, in part, reflect pre -sales of units under construction at Water Club on US 1; ■ ESRI forecasts further suggest that population growth will be greatest in three age cohorts over the next five years, including those ages 55 -64, 65 -74 and 75 +. WTL +a notes that this is likely to translate into opportunities for specific types of housing, such as age- WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 11 +a Table 3: Village of North Palm Beach Demographic Trends & Forecasts, 2000 -2020 Change: 2015 -2020 2000 2010 2015 % Dist. 2020 % Dist. No. CAGR % Demographic Profile Households by Income <$15,000 9.2% 7.9% $15,000 - $24,999 Population 12,153 12,015 12,305 7.0% 12,832 15.4% 527 0.84% Households 6,234 6,093 6,242 12.5% 6,503 12.0% 261 0.82% Avg. HH Size 1.97 1.97 1.97 10.9% 1.97 92,842 $ 104,680 2.4% Median HH Income $ Median Age $ 67,215 3.0% 51.8 54.6 57.0 Less than 9th Grade 1.6% Race 9th -12th Grade, No Diploma 2.7% High School Graduate (Includes Equivalancy) 23.5% Some College, No Degree 18.4% White Associate Degree 11,215 11,345 92% 11,644 91% 299 0.5% Black (1) Persons of Hispanic origin are a subset of other race categories; therefore, totals do not add. 320 391 3% 490 4% 99 4.6% American Indian Washington, DC- Provincetown, MA 10 12 0% 14 0% 2 3.1% Asian, Pacific Islander 205 232 2% 282 2% 50 4.0% Other 108 136 1% 174 1% 38 5.1% Two or More Races 157 189 2% 228 2% 39 3.8% Total: 12,015 12,305 12,832 527 Hispanic (1) 826 1,052 9% 1,369 11% 317 5.4% Age Distribution 0 -14 1,360 1,254 10% 1,279 10% 25 0.4% 15 -24 937 994 8% 880 7% (114) -2.4% 25 -34 1,088 1,076 9% 1,143 9% 67 1.2% 35 -44 1,280 1,124 9% 1,204 9% 80 1.4% 45 -54 1,974 1,795 15% 1,483 12% (312) -3.7% 55 -64 1,856 2,156 18% 2,291 18% 135 1.2% 65 -74 1,578 1,866 15% 2,298 18% 432 4.3% 75+ 1,942 2,041 17% 2,254 18% 213 2.0% Income Profile Households by Income <$15,000 9.2% 7.9% $15,000 - $24,999 9.2% 6.5% $25,000 - $34,999 8.8% 7.0% $35,000 - $49,999 15.4% 13.5% $50,000 - $74,999 18.4% 19.7% $75,000 - $99,999 10.1% 12.5% $100,000 - $149,999 12.0% 13.7% $150,000 - $199,999 7.2% 8.2% $200,000+ 9.7% 10.9% Average HH Income $ 92,842 $ 104,680 2.4% Median HH Income $ 57,904 $ 67,215 3.0% Educational Profile Years of Education (2014 American Community Survey /ACS) Less than 9th Grade 1.6% 9th -12th Grade, No Diploma 2.7% High School Graduate (Includes Equivalancy) 23.5% Some College, No Degree 18.4% Associate Degree 9.7% Bachelor's Degree 27.7% Graduate /Professional Degree 16.3% (1) Persons of Hispanic origin are a subset of other race categories; therefore, totals do not add. Source: U.S. Census Bureau; American Community Survey, ESRI Business Analyst, WTL +a, December 2015. +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 12 +a Table 4: Palm Beach County Demographic Trends & Forecasts, 2000 -2020 Change: 2015 -2020 2000 2010 2015 % Dist. 2020 % Dist. No. CAGR % Demographic Profile Population 1,131,184 1,320,134 1,368,031 1,432,444 64,413 0.92% Households 474,175 544,227 560,699 586,160 25,461 0.89% Avg. HH Size 2.34 2.39 2.40 2.41 Median Age 43.5 45.0 45.8 Race White 970,121 976,172 71% 991,612 69% 15,440 0.3% Black 228,690 252,513 18% 281,023 20% 28,510 2.2% American Indian 6,043 5,933 0% 5,853 0% (80) -0.3% Asian, Pacific Islander 31,870 36,577 3% 42,632 3% 6,055 3.1% Other 53,138 61,084 4% 70,520 5% 9,436 2.9% Two or More Races 30,272 35,752 3% 40,804 3% 5,052 2.7% Total: 1,320,134 1,368,031 1,432,444 64,413 Hispanic (1) 250,823 292,745 21% 345,292 24% 52,547 3.4% Age Distribution 0 -14 220,616 144,614 11% 149,330 10% 4,717 0.6% 15 -24 153,675 155,110 11% 148,724 10% (6,386) -0.8% 25 -34 146,694 158,361 12% 173,935 12% 15,574 1.9% 35 -44 165,576 153,897 11% 157,982 11% 4,085 0.5% 45 -54 188,126 182,081 13% 168,520 12% (13,561) -1.5% 55 -64 160,292 181,082 13% 195,116 14% 14,034 1.5% 65 -74 130,427 156,814 11% 183,122 13% 26,308 3.2% 75+ 154,728 163,445 12% 183,221 13% 19,776 2.3% Income Profile Households by Income <$15,000 11.9% 10.8% $15,000 - $24,999 11.3% 8.3% $25,000 - $34,999 10.0% 8.2% $35,000 - $49,999 13.9% 12.9% $50,000 - $74,999 17.5% 19.0% $75,000 - $99,999 11.2% 13.0% $100,000 - $149,999 12.1% 13.4% $150,000 - $199,999 5.2% 6.6% $200,000+ 7.0% 8.0% Average HH Income $ 80,350 $ 91,264 2.6% Median HH Income $ 52,951 $ 60,599 2.7% Education Profile Years of Education (2014 American Community Survey /ACS) Less than 9th Grade 5.9% 9th -12th Grade, No Diploma 6.5% High School Graduate (Includes Equivalancy) 26.2% Some College, No Degree 20.4% Associate Degree 8.3% Bachelor's Degree 20.4% Graduate /Professional Degree 12.3% (1) Persons of Hispanic origin are a subset of other race categories; therefore, totals do not add. Source: ESRI Business Analyst; American Community Survey; WTL +a, December 2015. +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 13 W7.a restricted and active adult. These forecasts also suggest that the median age of Village residents will increase from 54.6 years in 2015 to 57 years by 2020; ■ Other demographic characteristics suggest that North Palm Beach is a generally homogeneous and affluent community, with a population that is 92% White, 3% Black, and 9% Hispanic. Average household incomes in 2015 were over $92,800 per year, and are forecast to increase by 2.4% per year, to $104,680 by 2020; Palm Beach County demographics trends and forecasts are illustrated in Table 4 above. Household Incomes & Retail Spending ■ Village households are more affluent than their counterparts in surrounding jurisdictions as well as the County. By comparison, average household incomes range from $50,800 in Lake Park, $61,700 in West Palm Beach, $67,900 in Palm Beach Gardens, and $80,350 in Palm Beach County. This suggests greater disposable income and spending potentials among Village households. Moreover, forecast growth in incomes is expected to be above the rate of inflation, suggesting real growth in income over the next five years; ■ Household retail spending is the primary driver of demand for retail space such as shopping centers, "Big Box" stores such as Wal -Mart or Target, food & beverage, and specialty or destination retail projects. Household retail spending patterns among households in the Village and surrounding jurisdictions are illustrated in Table 5; ■ The Village's 6,800+ households spend an average of $24,300 per year on consumer retail goods, including clothing, entertainment /recreation, electronics, groceries, food & beverage, household furnishings and health care. While this is below that spent by household in Palm Beach Gardens ($27,100 per year), it is above other nearby jurisdictions as well as Palm Beach County as a whole, and is illustrative of higher household incomes and greater discretionary spending power in North Palm Beach; ■ Retail spending generally comprises 26% to 27% of average household incomes among Village households; this proportion is also generally comparable in surrounding jurisdictions as well as Palm Beach County; and ■ Gross retail spending among Village households totals $151.6 million per year. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 14 +a Table 5: Annual Household Consumer Spending, 2015 +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 15 Palm Beach North Palm Beach Lake West County Palm Beach Gardens Park Palm Beach Total Households (2015) 560,699 6,242 24,224 3,383 43,790 Apparel & Accessories Men's Wear $ 464 $ 523 $ 595 $ 300 $ 366 Women's Wear 883 1,013 1,128 566 693 Children's Wear 381 400 476 271 317 Footwear 485 534 607 335 391 Watches & Jewelry 161 186 212 94 122 Apparel Products & Services 109 127 141 68 81 Subtotal: $ 2,482 $ 2,783 $ 3,160 $ 1,634 $ 1,970 Computers Computers & Hardware $ 233 $ 263 $ 301 $ 147 $ 184 Software & Accessories 49 56 63 31 38 Subtotal: $ 282 $ 320 $ 364 $ 178 $ 222 Entertainment & Recreation Membership Fees for Clubs $ 192 $ 230 $ 259 $ 110 $ 140 Fees for Participant Sports 139 165 180 80 99 Admission to Movie /Theatre /Opera /Ballet 182 209 237 115 140 Admission to Sporting Events 70 83 95 43 52 Fees for Recreational Lessons 126 147 173 82 92 Dating Services 0.65 0.68 0.76 0.53 0.65 Subtotal: $ 709 $ 834 $ 946 $ 431 $ 523 TV /Video /Audio Cable & Satellite TV Services $ 960 $ 1,116 $ 1,213 $ 633 $ 757 Televisions 160 182 203 105 127 Satellite Dishes 2 2 2 1 1 VCRs, Video Cameras & DVD Players 11 13 15 8 10 Miscellaneous Video Equipment 13 14 16 7 9 Video Cassettes & DVDs 34 38 43 22 28 Video Game Hardware /Accessories 24 25 29 17 21 Video Game Software 28 31 36 20 24 Streaming /Downloaded Video 6 7 8 4 5 Rental of Video Cassettes & DVDs 25 27 31 16 20 Installation of Televisions 1 1 2 1 1 Audio 132 152 175 87 102 Rental & Repair of TV /Radio /Audio 6 7 7 4 4 Subtotal: $ 1,403 $ 1,615 $ 1,780 $ 924 $ 1,110 (1) Consumer spending data are derived from the 2011 and 2012 Consumer Expenditure Surveys conducted by the Bureau of Labor Statistics. +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 15 +a Table 5 (Continued): Annual Household Consumer Spending, 2015 TOTAL: Total Annual Spending $ 11,876,810,323 $ 151,592,088 $ 656,416,623 $ 45,976,222 $ 720,204,058 Per Household $ 21,182 $ 24,286 $ 27,098 $ 13,590 $ 16,447 As % of Average HH Income 26.4% 26.2% 26.1% 26.8% 26.7% (1) Consumer spending data are derived from the 2011 and 2012 Consumer Expenditure Surveys conducted by the Bureau of Labor Statistics Source: ESRI Business Analyst; Bureau of Labor Statistics, WTL +a, December 2015. WT +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 1.6 Palm Beach North Palm Beach Lake West County Palm Beach Gardens Park Palm Beach Other Entertainment Pets $ 596 $ 696 $ 777 $ 351 $ 439 Toys & Games 125 141 161 88 101 Recreational Vehicles & Fees 223 270 306 119 142 Sports /Recreation /Exercise Equipment 196 219 256 113 145 Photo Equipment & Supplies 88 100 115 53 68 Reading 167 204 220 102 122 Catered Affairs 26 30 34 17 19 Subtotal: $ 1,420 $ 1,659 $ 1,869 $ 843 $ 1,036 Food & Alcohol Food at Home $ 5,549 $ 6,329 $ 7,020 $ 3,687 $ 4,379 Food Away from Home 3,537 4,010 4,516 2,266 2,771 Alcoholic & Non - alcoholic Beverages 1,144 1,312 1,460 740 908 Subtotal: $ 10,229 $ 11,651 $ 12,995 $ 6,693 $ 8,057 Household Furnishings & Equipment Household Textiles $ 106 $ 123 $ 137 $ 70 $ 83 Furniture 556 628 715 353 436 Floor Coverings 25 31 35 16 18 Major Appliances 288 336 374 168 210 Housewares 79 92 102 49 60 Small Appliances 49 57 63 31 38 Luggage 10 12 14 6 8 Telephones & Accessories 54 61 67 33 42 Lawn & Garden 475 589 635 255 320 Housekeeping Supplies 777 898 988 485 592 Maintenance & Remodeling Materials 292 351 394 171 199 Subtotal: $ 2,711 $ 3,179 $ 3,524 $ 1,636 $ 2,004 Health & Personal Care Non- & Prescription Drugs $ 682 $ 826 $ 875 $ 404 $ 494 Optical 94 112 124 59 70 Personal Care Products 512 576 645 319 397 School Supplies 189 209 240 128 156 Smoking Products 467 523 576 341 406 Subtotal: $ 1,945 $ 2,245 $ 2,460 $ 1,251 $ 1,524 TOTAL: Total Annual Spending $ 11,876,810,323 $ 151,592,088 $ 656,416,623 $ 45,976,222 $ 720,204,058 Per Household $ 21,182 $ 24,286 $ 27,098 $ 13,590 $ 16,447 As % of Average HH Income 26.4% 26.2% 26.1% 26.8% 26.7% (1) Consumer spending data are derived from the 2011 and 2012 Consumer Expenditure Surveys conducted by the Bureau of Labor Statistics Source: ESRI Business Analyst; Bureau of Labor Statistics, WTL +a, December 2015. WT +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 1.6 W7.a WTL +a notes that a market analysis of retail potentials in North Palm Beach was conducted by Gibbs Planning Group as a separate component of the Village Master Plan. We are including relevant, comparable data as part of this demographic and economic profile. Economic Characteristics Employment Trends —Palm Beach County Job growth is a key barometer of demand for "workplace" uses such as multi- tenant office space, industrial parks, retail centers and the like. WTL +a examined trends and forecasts in employment growth, utilizing data for Palm Beach County as prepared by the state's labor agency, the Department of Economic Opportunity (formerly known as the Agency for Workforce Innovation /AWI), for the period between 1995 and 2014. The agency defines Palm Beach County as the "West Palm Beach /Boca Raton /Boynton Beach Metro Division" for statistical purposes. This data is critical to understanding market potentials for workplace real estate, such as office buildings, in North Palm Beach. Key findings are summarized below and illustrated in Table 6: ■ Palm Beach County added 166,600 new jobs in the 10 -year period between 1995 and 2005. This growth, which translates into more than 16,000 new jobs annually, was focused largely in specific sectors, including: Professional /Business Services (55,800), Construction (19,800) and Leisure & Hospitality (19,000). In particular, growth in Professional /Business Services fueled demand for office space in key locations across Palm Beach County during this period. Other sectors with solid job growth during this period also included: Education (18,900); Retail Trade (15,300); and Government (15,600); Palm Beach County Gained 166,600 Jobs (1995 -2005) & Lost 57,100 JobE in the 2007 -2009 Recession ■ By contrast, the economic downturn of 2007 -2009 resulted in the loss of 57,100 jobs in Palm Beach County; since 2011, however, the County's economy has significantly recovered, with the creation of 63,400 new jobs, thereby offsetting the job losses caused by the recession. During the recession, job losses were greatest in specific sectors, including: Construction (- 12,800), Manufacturing (- 2,300) and Government (- 6,400); WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 17 WTL+a Table 6: Palm Beach County Employment Trends, 1995 -2014 Total (In 000s): 405.5 509.7 572.1 166.6 572.0 Change: 1995 -2005 528.0 555.7 578.4 6.4 Change During Period. 1 Change: 2007 -2014 Industry Sector 1995 2000 2005 Amount CAGR % 2007 2009 2011 2013 2014 Amount CAGR % In 000s Construction 27.7 36.4 47.5 19.8 5.5% 42.0 25.8 24.1 27.4 29.2 (12.8) -5.1% Manufacturing 28.0 28.5 20.9 (7.1) -2.9% 19.2 16.0 15.4 15.8 16.9 (2.3) -1.8% Trans p/Warehousing /Utilities 7.6 8.2 9.8 2.2 2.6% 10.3 9.3 9.3 9.9 10.8 0.5 0.7% Trade Wholesale 14.8 18.1 22.5 7.7 4.3% 23.8 21.7 21.6 22.3 23.3 (0.5) -0.3% Retail 61.3 74.1 76.6 15.3 2.3% 76.7 69.4 71.9 75.4 77.3 0.6 0.1% Information 9.5 13.3 11.2 1.7 1.7% 11.0 9.0 9.1 9.6 10.2 (0.8) -1.1% Financial Activities 29.1 37.8 41.3 12.2 3.6% 40.2 35.1 36.5 37.9 39.7 (0.5) -0.2% Services Profl /Business Services 41.7 82.1 97.5 55.8 8.9% 96.0 84.2 90.5 99.5 104.7 8.7 1.2% Education /Health Services 58.1 65.3 77.0 18.9 2.9% 80.3 81.9 83.7 87.0 91.3 11.0 1.9% Leisure & Hospitality 53.5 62.5 72.5 19.0 3.1% 74.9 68.9 73.8 77.7 81.2 6.3 1.2% Other Services 23.1 25.6 28.6 5.5 2.2% 29.1 27.4 28.2 29.5 31.7 2.6 1.2% Government 51.1 57.8 66.7 15.6 2.7% 68.5 66.4 63.8 63.6 62.1 (6.4) -1.4% Total (In 000s): 405.5 509.7 572.1 166.6 572.0 515.1 528.0 555.7 578.4 6.4 Change During Period. 104.2 62.4 (0.1) (57.0) 12.9 27.7 22.7 (1) As of year -end for each reported year. http: / /floridajo bs. org /labor - market - information /data - center /statistical -prog rams /cu rrent- employment- statistics Source: Florida Department of Economic Opportunity; WTL +a, December 2015. WT' +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 18 W7.a ■ Notably, the Services sector —which comprises multiple categories such as Business and Professional Services, Health, Education and Leisure /Hospitality, has recovered more quickly than others, gaining 28,600 new jobs over the past seven years; and ■ In 2014, Palm Beach County contained 578,400 jobs, reflecting a jobs -to- population ratio of approximately 0.42. That is, there are 0.42 jobs per resident for the 1,368,031 residents in the county. By comparison, Florida's state jobs -to- population ratio in 2014 was 0.39, which reflects the large number of retirees in the state, while the jobs -to- population ratio for the United States in 2014 was 0.6. The ratio reflects the concentration of larger employment centers in eastern parts of Palm Beach County, such as downtown West Palm, Boca Raton, Riviera Beach, and others. Employment Forecasts —Palm Beach County Employment forecasts for specific jurisdictions in Florida are also prepared by the Department of Economic Opportunity. As illustrated in Table 7, these forecasts suggest that: ■ Palm Beach County (DEO Workforce Region 21) is expected to add 81,300 new jobs between 2014 and 2022, reflecting a sustained annual pace of 10,200 new jobs expected annually over this eight -year period. ■ The Services sector is expected to comprise fully 49% of all new jobs in the county— adding almost 46,700 new jobs —with the largest gains expected in Health Care, Professional /Business Services and Administrative sectors. Employment in North Palm Beach According to Dun & Bradstreet, Inc. and ESRI Business Analyst, there are a reported 1,042 businesses in the Village of North Palm Beach, providing almost 6,800 jobs. Similar to the county as a whole, the Village's largest sector is Services, which accounts for 39% of all jobs, encompassing employment in Leisure /Hospitality, Health Care, Legal /Professional Services, and Education. Notably, another dominant sector includes Finance /Insurance /Real Estate, which provides more than 1,300 jobs in almost 200 businesses, accounting for approximately 20% of the Village's employment base. Key data are highlighted in Table 8; 6,800 Jobs in North Palm Beach Across 1,042 Businesses WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 19 +a Table 7: State Employment Forecasts for Palm Beach County, 2014 -2022 50,817 12,364 1.9% 1,243 1.3% Change: 2014 -2022 0.7% Employment Category 2014 % Dist. 2022 % Dist. Total CAGR Agriculture /Mining /Construction 2.6% 16,798 2.4% 1,219 Agriculture 6,171 5,486 (685) -1.5% Mining 78 93 15 0.0% Construction 27,599 37,327 9,728 3.8% Subtotal: 33,848 5.6% 42,906 6.2% 9,743 3.0% Manufacturing Durable Goods Manufacturing Non - Durable Goods Manufacturing Subtotal: Transportation /Communications /Public Utilities Public Utilities Transportation & Warehousing Subtotal: Wholesale & Retail Trade Wholesale Trade Retail Trade Subtotal: Finance /Insurance /Real Estate Information Finance & Insurance Real Estate, Rental & Leasing Subtotal: Services Professional, Scientific & Technical Services Management of Companies & Enterprises Administrative & Waste Management Educational Services Health Care & Social Assistance Arts, Entertainment & Recreation Accommodation & Food Services Other Services (Except Government) Subtotal: Government Self- Employed & Unpaid Family Workers 11,121 50,817 12,364 1.9% 1,243 1.3% 4,458 0.7% 4,434 55,988 (24) -0.1% 15,579 2.6% 16,798 2.4% 1,219 0.9% 1,522 2.4% 1,580 19,123 58 0.5% 8,109 67,832 8,552 1.4% 443 0.7% 9,631 1.6% 10,132 1.5% 501 0.6% 21,966 10.1% 67,816 23,952 1.3% 1,986 1.1% 71,805 0.9% 79,310 7,505 1.3% 93,771 15.5% 103,262 15.0% 9,491 1.2% 9,631 9,780 149 0.2% 23,480 24,612 1,132 0.6% 14,828 17,336 2,508 2.0% 47,939 7.9% 51,728 7.5% 3,789 1.0% 43,547 50,817 7,270 1.9% 9,516 10,079 563 0.7% 47,414 55,988 8,574 2.1% 11,150 13,575 2,425 2.5% 77,122 93,566 16,444 2.4% 16,799 19,123 2,324 1.6% 60,511 67,832 7,321 1.4% 24,576 26,348 1,772 0.9% 290,635 47.9% 337,328 49.0% 46,693 1.9% 61,061 10.1% 67,816 9.9% 6,755 1.3% 54,015 8.9% 57,814 8.4% 3,799 0.9% TOTAL: 606,479 687,784 81,305 1.6% Annual Increase (Rounded): 10,200 http: / /www. fl oridajobs. org /1 abor- market - information / data - center /statistical- programs/empl oyment- projections Source: Florida Department of Economic Opportunity; WTL +a, December 2015. WT +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 20 Table 8: Business Mix — Village of North Palm Beach, 2015 NAICS Cate Mining & Natural Resources Construction Manufacturing Transportation & Warehousing Communications Utilities Wholesale & Retail Trade Wholesale Retail - Home Improvement - General Merchandise - Food Stores - Auto Dealers /Gas Stations - Apparel & Accessory Stores - Furniture /Home Furnishings - Eating & Drinking Places - Miscellaneous & Non -store Retail Subtotal -All Retail: Finance /Insurance /Real Estate Services - Hotel /Lodging - Automotive Services - Motion Pictures & Amusements - Health Services - Legal Services - Educational Institutions - Other Services Subtotal - Services: Government Unclassified Establishments Businesses Employees No. % of Total No. % of Total 19 1.8% 62 0.9% 84 8.1% 314 4.6% 26 2.5% 790 11.6% 23 2.2% 139 2.0% 5 0.5% 23 0.3% 2 0.2% 8 0.1% 19 68 175 1,221 7 48 3 6 10 71 28 247 14 30 25 100 40 509 48 210 194 18.6% 1,289 19.0% 194 18.6% 1,338 19.7% 3 13 12 86 24 131 59 368 40 390 14 508 265 1,164 417 40.0% 2,660 39.2% 10 1.0% 113 1.7% 68 6.5% 57 0.8% TOTAL: 1,042 100.0% 6,793 100.0% ANALYSIS: 2015 Employment 6,793 As Share of Palm Beach County 1.17% 2015 Population 12,305 Jobs /Population Ratio 0.55 Source: ESRI Business Analyst; InfoGroup, Inc.; Dun & Bradstreet, Inc.; WTL +a, December 2015. VVIL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774 538.6070 WTL+a 21 W7.a ■ FIRE is a key sector comprised primarily of office -using employees, and job growth in this sector will fuel demand for office buildings; ■ Based on current employment levels, North Palm Beach contains approximately 1.17% of the total (i.e., at- place) jobs in Palm Beach County. This is known as fair share, and has been considered in our analysis of workplace (office) market potentials in Section 4 of this report. In addition, the data suggest that the Village's current jobs-to-population ratio is 0.55, which is on par with similarly sized suburban communities; and Fair Share: North Palm Beach Accounts for less than 1.2% of the County's Total Employment ■ The business mix in North Palm Beach is fairly well distributed across these industry sectors. As noted above, the largest sector is Services, which encompasses a broad range of employment —from hotel chamber maids to attorneys to healthcare —with 40% of businesses and 39% of employment. The next largest sectors include Retail Trade and Finance /Insurance /Real Estate (FIRE); these sectors fuel demand for retail centers and office buildings, respectively. As illustrated in Sections 3 and 4 of this report, the Village's weakened office market performance suggests a key economic development strategy should focus on business retention and recruitment oriented to professional services. This will serve to increase demand for office space, thereby reducing the current high vacancy rates of the Village's office inventory. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 22 WTL+a 3Real Estate Market Conditions WTL +a evaluated real estate market conditions in North Palm Beach and other selected, competitive locations in Palm Beach County to understand how recent market trends, current economic conditions, and future growth affect opportunities for economic development and revitalization of the US 1 and Northlake Boulevard corridors. This analysis is considered a critical component when testing overall revitalization potentials. This section of the report analyzes historic and current building inventory, occupancy and vacancy levels, annual absorption (leasing) activity, historic development trends, and other appropriate market indices for residential, lodging and workplace /office commercial uses based on available data. (Gibbs Planning Group of Birmingham, MI conducted the retail market analysis). Key findings are summarized below and illustrated in Table 9 through Table 16. Housing ■ As illustrated in Table 9, based on data from ESRI Business Analyst and the American Community Survey (ACS), North Palm Beach contains more than 7,900 housing units; ■ Approximately 54.5% of the Village's housing stock is owner - occupied; another 24.5% of the Village's housing inventory is rental; and, a significant 21% is vacant (latest data available as of the 2010 Census), with more than 1,660 units that are "unoccupied ". In 2015, the median unit value of all housing units in North Palm Beach was more than $250,500. Over the next five years, median housing values are expected to increase at a compound annual rate of 3.4% per year —to $296,800. ■ More specific analysis of the Village's vacant housing stock indicates that the 1,660 vacant units are unoccupied for various reasons; notably, this does not accurately reflect actual vacant units. In fact, over 1,000 units are seasonally -owned (i.e., occupied for only a portion of the year, such as by snowbirds who vacation in Florida). Combined with other units that are sold but not yet occupied, the Village's true vacancy is significantly lower -4.7 %, or roughly 366 units. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 23 WTL+a Table 9: Housing Profile - Village of North Palm Beach, 2010 -2020 Unoccupied Housing Units By Status (2010 Census) Unoccupied for Other Reasons Rented (Not Occupied) 16 1 % For Sale Only 193 15% Change: 2015 -2020 28 2010 2015 % Dist. 2020 % Dist. No. CAGR % Housing Tenure 1,251 77% True Vacancies 20 to 49 Units 1,700 Other Vacant 152 Owner - occupied 4,497 4,307 58% 4,461 366 154 0.7% % of Total 58.3% 54.5% 54.2% Renter - occupied 1,596 1,934 2,042 108 1.1% % of Total 20.7% 24.5% 24.8% Vacant 1,617 1,666 1,732 66 0.8% % of Total 21.0% 21.1% 21.0% Total Units: 7,710 7,907 8,235 525 0.8% Owner - Occupied Value $0-$99,999 411 10% 216 5% (195) -12.1% $100,000 - $199,999 1,243 29% 915 21% (328) -5.9% $200,000 - $299,999 992 23% 1,136 25% 144 2.7% $300,000 - $399,999 600 14% 659 15% 59 1.9% $400,000 - $499,999 326 8% 410 9% 84 4.7% $500,000 - $749,999 337 8% 448 10% 111 5.9% $750,000+ 398 9% 677 15% 279 11.2% Median Value $ 250,552 $ 296,776 3.4% Average Value $ 343,186 $ 422,338 4.2% Unoccupied Housing Units By Status (2010 Census) Unoccupied for Other Reasons Rented (Not Occupied) 16 1 % For Sale Only 193 15% Sold (Not Occupied) 28 2% Seasonal Use 1,014 81% For Migrant Workers - 0% Subtotal: 1,251 77% True Vacancies 20 to 49 Units 1,700 Other Vacant 152 42% Vacant, For Rent 214 58% Subtotal: 366 23% Total Unoccupied Units: 1,617 21.0% TRUE VACANCY: Vacant Units 366 True Vacancy Rate 4.7% All Housing Units By Structure (2013 American Community Survey) 1 Unit, Detached 2,625 33% 1 Unit, Attached 340 4% 2 Units 63 1% 3 or 4 Units 269 3% 5 to 9 Units 530 7% 10 to 19 Units 743 9% 20 to 49 Units 1,700 22% 50 or more Units 1,629 21% Mobile Home - 0% Unaccounted Units 8 0% Total: 7,907 100% Source: ESRI Business Analyst, American Community Survey, WTL +a, December 2015. WTL +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 24 WTL+a In order to document how population and household growth affects revitalization and redevelopment potentials in North Palm Beach, WTL +a reviewed information on annual housing starts /residential building permits. This is particularly critical because, as noted, a portion of the housing stock in the Village is occupied with part -time or seasonal residents, such as second homeowners, who visit the area during tourist season. It is therefore important to distinguish between housing occupied by year -round residents and housing occupied by seasonal residents (which typically reduces market potentials for such uses as retail). Key findings indicate that: [1111 ■ Hall_ u1 ■n■ *o1B ®[■ ■ 11.7 -;p- end miR ail ■ Since 2006 (which includes the last of the 2004 -2006 boom years, the 2007 -2009 recession, and subsequent recovery and economic momentum through 2015), housing starts across Palm Beach County resulted in delivery of 38,530 new housing units, producing a sustained annual pace of 3,850 units per year. In terms of unit distribution, this includes 22,300 single - family units (58% of the total) and over 16,200 multi - family units (42 %); ■ Of the municipalities profiled in this analysis, Jupiter captured the lion's share of new residential development (almost 10% of the area's total) —with almost 3,750 unit starts. This reflects a sustained annual pace of 375 units per year; ■ Palm Beach Gardens also experienced significant new residential development during this period. In fact, Palm Beach Gardens added over 2,400 new housing units between 2006 and 2015. This was comprised of over 1,500 single - family units and almost 900 multi- family units, thus translating into a sustained annual average of 240 new housing starts per year, or approximately 6% of Palm Beach County's total housing starts; WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 25 WTI .a ■ The limited amount of developable residential parcels in North Palm Beach is reflected in the very limited amount of new single - family residential development in the Village over the past 10 years. In fact, only 22 single - family housing starts were recorded —which translates into two units per year; and ■ By comparison, entitlements received in 2014 for the two -tower Water Club project on US 1 translated into 172 multi - family starts (with delivery expected in 2016 -17). In total, the 194 housing starts in the Village since 2006 accounts for only 0.5% of Palm Beach County's total housing starts. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 26 e�. •N' � :`; ■, q..r a ! r WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 26 WTL+a Table 10: Housing Starts —Selected Municipalities, 2006 -2015 Multi- family w Juno Beach - - 37 50 48 135 14 Change: 2006 -2015 Jupiter 159 45 5 6 2 2 148 541 342 57 1,307 131 8.1% Lake Park - - - - - - Total Annual % of Municipality 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Starts Average Count Single - family Detached 432 4 77 - - 513 51 3.2% Juno Beach - - - 7 - 2 2 6 18 16 51 5 0.2% Jupiter 313 162 245 134 176 196 262 378 364 212 2,442 244 11.0% Lake Park - - - 1 - - 1 - - - 2 0 0.0% North Palm Beach 1 1 - 5 3 6 - - 6 22 2 0.1% Palm Beach Gardens 224 206 111 76 98 111 194 196 188 154 1,558 156 7.0% Riviera Beach 275 48 45 4 1 - 2 5 3 8 391 39 1.8% SFD -Palm Beach County: 4,652 2,101 1,277 1,102 1,256 1,885 2,172 2,678 2,552 2,625 22,300 2,230 58% Multi- family w Juno Beach - - 37 50 48 135 14 0.8% Jupiter 159 45 5 6 2 2 148 541 342 57 1,307 131 8.1% Lake Park - - - - - - 0.0% North Palm Beach - - - - 146 26 172 17 1.1% Palm Beach Gardens 274 128 121 42 180 49 87 881 88 5.4% Riviera Beach 432 4 77 - - 513 51 3.2% MF -Palm Beach County: 3,740 1,029 905 329 255 614 2,297 2,336 2,519 2,206 16,230 1,623 42% http://socds.huduser.org/permits/ Source: U.S. Census Bureau; U.S. Dept. of Housing & Urban Development; WTL +a, December 2015. WT' +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 27 WTL+a Table 10 (Continued): Housing Starts— Selected Municipalities, 2006 -2015 TOTAL -Palm Beach County: 8,392 3,130 2,182 1,431 1,511 2,499 4,469 5,014 5,071 4,831 38,530 3,853 100% http://socds.huduser.org/permits/ Source: U.S. Census Bureau; U.S. Dept. of Housing & Urban Development; WTL +a, December 2015. WT' +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 I Change: 2006 -2015 Total Annual % of Municipality 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 Starts Average Total Total Starts Juno Beach - - - 7 - 2 2 43 68 64 186 19 0.5% Jupiter 472 207 250 140 178 198 410 919 706 269 3,749 375 9.7% Lake Park - - - 1 - - 1 - - - 2 0 0.01% North Palm Beach 1 1 - - 5 3 6 - 146 32 194 19 0.5% Palm Beach Gardens 498 334 232 76 98 111 236 376 237 241 2,439 244 6.3% Riviera Beach 707 52 122 4 1 2 5 3 8 904 90 2.3% TOTAL -Palm Beach County: 8,392 3,130 2,182 1,431 1,511 2,499 4,469 5,014 5,071 4,831 38,530 3,853 100% http://socds.huduser.org/permits/ Source: U.S. Census Bureau; U.S. Dept. of Housing & Urban Development; WTL +a, December 2015. WT' +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 I Figure 2: North Palm Beach Area Apartment Submarket lequesta puud Limestone Creek Jupiter 1, jino Bea 11 alrn Beach Garde -is s�o Nor:h Pala Beach Ake Park Riviera Beach � a 1, WTL+a As illustrated in Figure 2, North Palm Beach is located in a larger geographic submarket that includes Riviera Beach, Lake Park, Palm Beach Gardens, Juno Beach and Jupiter. Based on data from REIS, Inc. (a national real estate database) Table 11 summarizes key metrics in the area's multi - family apartment inventory, as its overall health is indicative is key to understanding market potentials for new rental housing: ■ There are approximately 7,900 rental units in this submarket, accounting for almost 14% of Palm Beach County's apartment market. Notably, since 2010 the vacancy rate has declined —from 9% in 2010 to 5.9% at the end of the third quarter of 2015. The apartment industry considers "stabilization" (i.e., full market strength) to be 5 %, which suggests that the area's multi - family rental market is almost stabilized; WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 29 WTL+a Table 11: Multi- family Apartment Metrics, 2015 Submarket Comps Total Inventory (Units) 7,904 2,146 As % of Palm Beach County 13.6% 3.7% Unit Distribution by Year Built Before 1970 2.0% 2.6% 1970 -1979 9.0% 25.3% 1980 -1989 12.0% 0.0% 1990 -1999 24.0% 56.8% 2000 -2009 45.0% 15.3% After 2009 7.0% 0.0% Vacancy Rate Before 1970 3.9% 8.9% 1970 -1979 9.2% 9.2% 1980 -1989 5.0% N/A 1990 -1999 3.0% 3.6% 2000 -2009 3.2% 8.7% After 2009 3.6% N/A Historic Vacancy Rates 2010 9.0% 7.7% 2011 8.8% 6.3% 2012 5.7% 5.0% 2013 5.6% 2.9% 2014 4.6% 5.2% 2015 5.9% 5.7% Annual Average (2010- 3Q/2015): 6.6% 5.5% Average Annual Absorption 2010 112 2011 15 2012 232 2013 353 2014 129 2015 228 Annual Average (2010- 3Q/2015): 178 Asking Monthly Rent One Bedroom $ 1,069 $ 1,301 Two Bedroom 1,270 1,447 Three Bedroom 1,447 1,684 Average Effective Rent: $ 1,262 $ 1,446 Average Unit Size (SF) One Bedroom 766 790 Two Bedroom 1,113 1,091 Three Bedroom 1,337 1,424 Rent Per SF One Bedroom $ 1.39 $ 1.66 Two Bedroom $ 1.14 $ 1.33 Three Bedroom $ 1.08 $ 1.21 Source: REIS Reports; WTL +a, January 2016. WTL +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 30 W7.a • Rental rates range from $1.39 per sq. ft. per month for one - bedrooms to $1.08 per sq. ft. for three - bedroom units; and • Annual absorption (i.e., leasing) has averaged 178 units per year. Since the area's apartment market is effectively stabilized, the pace of annual absorption is indicative of demand for net new apartment construction. WTL +a also profiled nine rental properties in /around North Palm Beach. This profile is illustrated in Table 12 and summarized below: ■ There are 2,146 units among these nine properties, which accounts for only 3.7% of the County's rental inventory. Vacancy rates have declined since 2010, albeit at a slower pace than the larger submarket. In fact, vacancies decreased from 7.5% in 2010 to 5.7% in 2015; ■ No data are available on average annual absorption /leasing activity; ■ Rental rates are higher than the larger submarket— ranging from $1.66 per sq. ft. per month for one - bedrooms to $1.21 per sq. ft. per month for three - bedroom units; and ■ Sanctuary Cove is the only rental complex in this profile in North Palm Beach. It was built in two phases (184 units in 1996 and 236 units in 1999), and is considered by the industry as a "Class A" quality complex. Phase 1 has a current vacancy rate of 6% and Phase 2 has a current vacancy rate of only 3 %; and ■ Rental rates range from $1.52 per sq. ft. per month for one - bedrooms, $1.18 per sq. ft. for two - bedrooms and $1.19 per sq. ft. per month for three - bedroom units. In summary, the housing market in North Palm Beach is stabilized, and appears to have fully recovered from the 2007 -2009 recession, with limited new single - family development, low vacancy rates, high rental pricing and, near -term delivery of new for -sale condominium units at Water Club that have reportedly sold quickly. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 31 WTL+a Table 12: Profile of Selected Apartment Complexes, 2015 2. Sanctuary Cove Ph II 1999 3.0% 1 BR 62 Year Built 1,412 $ 1.52 700 Sanctuary Cove Drive A 2 BR 127 1,179 $ 1,387 1.18 Class & Current Unit No. of Size Monthly Rent Project /Location Height Vacancy Type Units In SF Rent Per SF Project Information 1 BR 46 927 $ 1,412 $ 1.52 1. Sanctuary Cove Ph 1 1996 6.0% 700 Sanctuary Cove Drive A 2 BR 101 1,179 1,387 1.18 North Palm Beach 3 floors 3 BR 37 1,305 1,557 1.19 184 1,141 $ 1,427 $ 1.25 > 2. Sanctuary Cove Ph II 1999 3.0% 1 BR 62 927 $ 1,412 $ 1.52 700 Sanctuary Cove Drive A 2 BR 127 1,179 $ 1,387 1.18 North Palm Beach 3 floors 3 BR 47 1,305 1,557 1.19 236 1,138 $ 1,427 $ 1.25 Source: REIS Reports /REIS, Inc.; RDS/WTL +a, January 2016. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 Unit Amenities: Dishwasher, Washer /Dryer Hookup Community Amenities: Health Club, Tennis, Pool /Clubhouse Pet Friendly, Surface Parking, Security Patrol 0 Unit Amenities: Dishwasher, Washer /Dryer Hookup, Community Amenities: Health Club, Tennis, Pool /Clubhouse Pet Friendly, Surface Parking, Security Patrol 32 WTL+a Table 12 (Continued): Profile of Selected Apartment Complexes, 2015 4. Gardens East Ph 1 1992 2750 Rio Vista Boulevard A Palm Beach Gardens 2 floors 2.7% 1 BR 108 755 $ 1,300 $ 1.72 2 BR 148 1,035 1,550 1.50 3 B - - - - 256 917 $ 1,445 $ 1.58 Source: REIS Reports /REIS, Inc.; RDS/WTL +a, January 2016. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 Unit Amenities Dishwasher, Washer /Dryer Hookup Community Amenities: Health Club, Pool /Clubhouse, Pet Friendly, Structured & Surface Parking Unit Amenities Dishwasher, Washer /Dryer Hookup Community Amenities: Health Club, Tennis, Pool /Clubhouse, Pet Friendly, Surface Parking, Security Patrol 33 Year Built Class & Current Unit No. of Size Monthly Rent Project /Location Height Vacancy Type Units In SF Rent Per SF Project Information 3. Villas at Juno 2001 13.0% 1 BR - $ - $ 12801 U.S. Route 1 A 2 BR 40 1,505 1,907 1.27 Juno Beach 1 floor 3 BR 83 1,907 1,907 1.00�� 123 1,776 $ 1,907 $ 1.07 4. Gardens East Ph 1 1992 2750 Rio Vista Boulevard A Palm Beach Gardens 2 floors 2.7% 1 BR 108 755 $ 1,300 $ 1.72 2 BR 148 1,035 1,550 1.50 3 B - - - - 256 917 $ 1,445 $ 1.58 Source: REIS Reports /REIS, Inc.; RDS/WTL +a, January 2016. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 Unit Amenities Dishwasher, Washer /Dryer Hookup Community Amenities: Health Club, Pool /Clubhouse, Pet Friendly, Structured & Surface Parking Unit Amenities Dishwasher, Washer /Dryer Hookup Community Amenities: Health Club, Tennis, Pool /Clubhouse, Pet Friendly, Surface Parking, Security Patrol 33 WTL+a Table 12 (Continued): Profile of Selected Apartment Complexes, 2015 Source: REIS Reports /REIS, Inc.; RDS/WTL +a, January 2016. W-1 +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 Unit Amenities: Dishwasher, Washer /Dryer Hookup, Patio/ Balcony; In -Unit Security Community Amenities: Business Center, Pool /Clubhouse Tennis, Pet Friendly, Surface & Structured Parking, Health Club, Security Patrol 34 Year Built Class & Current Unit No. of Size Monthly Rent Project/Location Height Vacancy Type Units (In SF) Rent Per SF Project Information 1111=6 Ow 5. Gardens East Ph II 1994 3.1% 1 BR 50 755 $ 1,300 $ 1.72 2750 Rio Vista Boulevard A 2 BR 142 1,035 1,550 1.50 Palm Beach Gardens 2 floors 3 BR - - - - 192 962 $ 1,485 $ 1.54 _ I Unit Amenities Dishwasher, Patio /Balcony Community Amenities: Health Club, Tennis, Pool /Clubhouse Pet Friendly, Storage, Surface Parking, Security Patrol 6. Mira Flores 1996 3.1% 1 BR 87 715 $ 1,323 $ 1.85 11900 Valencia Gardens Ave A 2 BR 192 1,140 1,603 1.41 West Palm Beach 2 floors 3 BR 73 1,270 1,800 1.42 352 1,062 $ 1,575 $ 1.48 Source: REIS Reports /REIS, Inc.; RDS/WTL +a, January 2016. W-1 +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 Unit Amenities: Dishwasher, Washer /Dryer Hookup, Patio/ Balcony; In -Unit Security Community Amenities: Business Center, Pool /Clubhouse Tennis, Pet Friendly, Surface & Structured Parking, Health Club, Security Patrol 34 WTL+a Table 12 (Continued): Profile of Selected Apartment Complexes, 2015 Year Built Class & Current Unit No. of Size Monthly Rent Project/Location Height Vacancy Type Units (In SF) Rent Per SF Project Information 7. Opabola Square 1965 8.9% 2 BR 32 720 $ 910 $ 1.26 939 Magnolia Drive B/C 3 BR 24 880 1,173 1.33 West Palm Beach 2 floors 56 789 $ 1,023 $ 1.30 A, , 8. The Fountains 1973 9.2% 1 BR 4620 Union Square Blvd. B/C 2 BR Palm Beach Gardens 2 floors 3 BR Unit Amenities: None Reported Community Amenities: Shared Laundry, Surface Parking 90 830 $ 1,123 $ 1.35 406 1,078 1,295 1.20 46 1,300 1,595 1.23 .ra 542 1,056 $ 1,292 $ 1.22 Unit Amenities: Dishwasher, Patio /Balcony, Washer /Dryer Hook -up; Community Amenities: Business Center, Tennis, Pool /Clubhouse, Surface Parking, Storage, Health Club 9. Mariner's Key 2008 4.4% 1 BR 70 700 $ 1,330 $ 1.90 901 Lake Shore Drive A 2 BR 135 996 1,550 1.56 Lake Park 3 floors 3 BR - - - - 205 895 $ 1,475 $ 1.65 Market Average: Source: REIS Reports /REIS, Inc.; RDS/WTL +a, January 2016. WTI +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 2,146 974 $ 1,306 $ 1.23 Unit Amenities: Dishwasher, Patio /Balcony, Washer /Dryer Hookup Community Amenities: Health Club, Pool /Clubhouse Pet Friendly, Surface Parking, Storage 35 WT' .a Multi- tenant /Speculative Office A critical component of the market study for the North Palm Beach Master Plan includes a detailed analysis of the area's competitive office market to ensure that revitalization and redevelopment strategies are competitively positioned for success in the marketplace. Specific metrics in this profile are key to testing potential market support, and to guiding appropriate implementation strategies as part of the Master Plan. WTL +a evaluated market performance in North Palm Beach and other relevant submarkets in Palm Beach County to understand the Village's relative competitive position in the region's office market. This is based on data from Cushman & Wakefield, Inc., a national real estate database, for 2014 and 2015, and includes the following key market indices: total inventory, construction deliveries, annual leasing (i.e., net absorption) activity, vacant stock, vacancy rates, and rental rates. Key findings are illustrated in Table 13 and noted below: Palm Beach County ■ Palm Beach County contains 25 million sq. ft. of office space distributed across the Central Business District (downtown West Palm Beach) and 12 suburban submarkets. The County's office market is overbuilt, with over 4.3 million sq. ft. of vacant office space, which reflects a current vacancy rate of more than 17 %; and ■ However, a host of factors have combined to strengthen overall leasing activity, including recovery from the 2007 -2009 recession, net new job growth in office -using sectors and business expansions throughout the County. In fact, countywide net absorption totaled almost 660,000 sq. ft. in 2014 and 2015, reflecting an annual average of 330,000 sq. ft. per year over the past two years. If this pace is sustained, it will require approximately six years to reduce the County's vacant office space to stabilized levels (i.e., the office industry considers stabilized occupancies to be in the range of 93% to 95 %). North Palm Beach ■ North Palm Beach is located in the Palm Beach Gardens office submarket. This submarket contains over 2.8 million sq. ft. of office space, or roughly 11% of the County's gross inventory. According to Cushman & Wakefield, the submarket contains almost 336,000 sq. ft. of vacant space, reflecting a vacancy rate of almost 12 %. Leasing activity in the Palm Beach Gardens submarket generated a total of 174,300 sq. ft. of net absorption, or WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 36 WTL+a Table 13: Office Market Profile of Palm Beach County, 2014 -2015 Non -CBD (Ranked by Size) IK NW Boca Raton 5,307,256 5,307,256 Years to Weighted Average Inventory Direct Vacant Space Overall Net Absorption Stabilized Gross Rents /SF 2014 2015 2014 % 2015 % 2014 2015 Total Avg. Ann'I OccupancX 2014 2015 CBD 3,527,232 615,973 1) 689,027 Downtown West Palm Beach 3,208,460 3,208,460 558,272 17% 528,607 16.5% 94,705 9,487 104,192 52,096 4.7 $ 34.57 $ 34.76 Subtotal - CBD: 3,208,460 3,208,460 558,272 17.4% 528,607 16.5% 94,705 9,487 104,192 52,096 4.7 $ 34.57 $ 34.76 Non -CBD (Ranked by Size) IK NW Boca Raton 5,307,256 5,307,256 589,105 11.1% 685,884 12.9% 80,621 43,079 123,700 61,850 5.2 22.99 24.22 Other Suburban WPB 3,422,072 3,527,232 615,973 18.0% 689,027 19.5% 2,585 30,178 32,763 16,382 19.6 22.84 34.49 Glades Road 3,082,480 3,082,480 551,764 17.9% 586,014 19.0% 23,515 77,953 101,468 50,734 5.4 34.14 34.91 PB Gardens /N Palm Beach 2,825,112 2,825,112 381,390 13.5% 335,757 11.9% 122,634 51,671 174,305 87,153 1.8 $ 29.03 $ 27.67 Delray Beach 1,480,952 1,480,952 676,795 45.7% 666,737 45.0% (9,173) (6,779) (15,952) (7,976) N/A 21.27 21.38 Federal Highway Corridor 1,468,880 1,468,880 185,079 12.6% 195,516 13.3% 23,813 (4,739) 19,074 9,537 9.5 29.07 30.37 Jupiter /Tequesta /Juno 842,973 842,973 102,000 12.1% 102,295 12.1% 14,987 4,427 19,414 9,707 4.9 33.46 31.84 Downtown Boca Raton 837,487 837,487 163,310 19.5% 111,290 13.3% 20,745 62,317 83,062 41,531 1.2 32.85 33.45 SW Boca Raton 757,399 757,399 159,054 21.0% 107,575 14.2% 21,701 (14,129) 7,572 3,786 13.2 26.24 26.05 Boynton Beach 596,468 596,468 179,537 30.1% 165,917 27.8% (70,293) 41,713 (28,580) (14,290) N/A 18.01 19.64 Lake Worth 587,110 587,110 59,885 10.2% 55,869 9.5% 27,710 6,659 34,369 17,185 1.5 19.31 20.30 Palm Beach 498,478 498,478 113,653 22.8% 116,571 23.4% 8,434 (3,834) 4,600 2,300 23.6 53.81 55.71 Subtotal - Suburban: 21,706,667 21,811,827 3,777,545 17.4% 3,818,452 17.5% 267,279 288,516 555,795 277,898 6.4 $ 26.72 $ 27.36 TOTAL: 24,915,127 25,020,287 4,335,817 17.4% 4,347,059 361,984 298,003 659,987 329,994 6.1 $ 27.77 $ 28.21 Change 105,160 11,242 (63, 981) 1.6% (1) This illustrates the estimated time (in years) to achieve stabilized occupancies (defined as 93% occupancy), based on average annual absorption for 2014 and 2015. Source: Cushman & Wakefield of Florida, Inc.; WTL +a, January 2016. WTL +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 37 WTI .a 87,150 sq. ft. per year between 2014 and 2015. If this pace is sustained, it would take less than two years to achieve 93% stabilized occupancies. WTL +a also compiled information on market performance among the 26 office buildings located in North Palm Beach, based on data from CoStar, Inc., (a national real estate database) and provided by Cushman & Wakefield's West Palm Beach office. C4ibi.LL Tan veo mc� f�C^ Z7T,ol l�j Key findings indicate: ■ North Palm Beach's 26 office buildings are located primarily on the US 1 corridor. These buildings contain almost 589,700 sq. ft. of office space, or 21 % of the entire Palm Beach Gardens /North Palm Beach submarket. Notably, these buildings have an average age of construction of 1976, an average of two floors in height, an average floorplate size of less than 8,500 sq. ft. per floor, and average rent of $17.55 per sq. ft. The real estate industry would define these as "garden office" product; ■ According to CoStar data, there are 113,770 sq. ft. of vacant space, reflecting an overall vacancy rate of 20.4 %. However, vacancy rates among buildings vary widely: o 12 buildings are fully /100% occupied o 10 buildings have vacancy rates of more than 15% WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 WTL+a Table 14: Office Building Profile -North Palm Beach, 2015 Source: Cushman & Wakefield, Inc.; CoStar, Inc.; REIS Reports; WTL +a, revised April 2016. WTI +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 39 Year Floors & In SF Parking Built & Average Rentable Direct Sublet % Direct Asking Rent Spaces & Property Address Bldg. Class Floor late Bldg. Area Vacant Vacant Vacant Per SF Ratio 513 Building 513 US 1 1958 2 12,254 1,368 11.2% 24 6,127 2.0 Baypoint Building 618 US 1 1972 4 21,206 6,979 32.9% 70 5,301 3.3 Unity Building 630 US 1 1974 4 23,200 - 0.0% 61 5,800 2.6 Atrium (Condominium) 631 US 1 1984 4 62,413 7,383 11.8% 250 15,603 4.0 648 Building 648 US 1 1967 1 3,792 - 0.0% 20 3,791 5.3 649 Building 649 US 1 1975 2 12,836 - 0.0% 40 6,418 3.1 660 Building 660 US 1 1989 1 5,304 5,304 100.0% 25 5,304 4.7 700 Building 700 US 1 1967 2 6,100 - 0.0% 35 3,050 5.8 701 Building 701 US 1 1979 4 52,000 - - 0.0% 208 12,500 4.0 The Pavilion 712 US 1 1985 4 48,089 7,798 3,518 16.2% $ 20.00 120 B 12,022 2.5 721 Building (Condominium) 721 US 1 1973 2 26,800 4,200 - 15.7% 110 13,400 4.1 733 Building 733 US 1 1970 1 7,464 - 0.0% 65 7,464 8.7 Globe Building (Condominium) 741 US 1 1972 2 8,000 0.0% $ 50 C 4,000 6.3 742 Building 742 US 1 1975 2 10,570 - 0.0% $ - 60 C 5,285 5.7 Hoyt Center 760 US 1 1984 3 18,785 8,842 47.1% $ 15.00 112 B Source: Cushman & Wakefield, Inc.; CoStar, Inc.; REIS Reports; WTL +a, revised April 2016. WTI +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 39 WTL+a Table 14 (Continued): Office Building Profile -North Palm Beach, 2015 TOTAL - Study Area: 26 Buildings 1976 2.5 589,658 113,770 6,518 20.4% $ 17.55 2,188 8,473 3.7 Source: Cushman & Wakefield, Inc.; Costar, Inc.; REIS Reports; WTL +a, revised April 2016. WTI +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 40 Year Floors & In SF Average Parking Built & Average Rentable Direct Sublet % Direct Asking Rent Spaces & Property Address Bldg. Class Floorplate Bldg. Area Vacant Vacant Vacant Per SF Ratio 772 Building 772 US 1 1985 2 7,600 - - 0.0% 38 3,800 5.0 784 Building 784 US 1 1973 2 17,000 - - 0.0% 92 8,500 5.4 801 Building 801 US 1 1971 1 13,305 13,305 - 100.0% $ 19.75 121 C 13,305 9.1 818 Building 818 US 1 1980 2 6,410 - - 0.0% 26 3,205 4.0 Northpointe ProfI Center 824 US 1 1982 3 27,888 7,947 - 28.5% $ 13.00 105 B 9,296 3.8 Gentry Building 860 US 1 1974 2 24,209 7,865 - 32.5% $ 18.32 - B 12,105 - 884 Building 884 US 1 1960 1 11,060 - - 0.0% - 11,060 - Commerce Ctr /Crystal Tree 1301 US 1 1982 4 40,115 13,996 - 34.9% $ 22.00 - (Office Building Only) B 10,029 The Towers 11300 US 1 1985 6 56,809 21,127 - 37.2% $ 16.75 227 B 9,468 4.0 North Beach Plaza 11891 US 1 1985 2 17,000 1,526 - 9.0% $ 18.09 106 B 8,500 6.2 Palm Court Plaza 11911 US 1 1987 3 49,449 6,130 3,000 12.4% $ 15.00 224 B 16,483 4.5 TOTAL - Study Area: 26 Buildings 1976 2.5 589,658 113,770 6,518 20.4% $ 17.55 2,188 8,473 3.7 Source: Cushman & Wakefield, Inc.; Costar, Inc.; REIS Reports; WTL +a, revised April 2016. WTI +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 40 WTL+a Table 14 (Continued): Office Building Profile —North Palm Beach, 2015 Year Built & Floors & In SF Average Parking Building Average Rentable Direct Sublet % Direct Asking Rent Spaces & Property Address Class Floorplate Bldg. Area Vacant Vacant Vacant Per SF Ratio Palm Beach Gardens Golden Bear Plaza West Tower 11760 US 1 1985 6 81,685 4,161 - 5.1% $ 21.00 200 A 13,614 2.4 East Tower 11770 US 1 1987 6 81,377 28,662 - 35.2% $ 22.29 200 A 13,563 2.5 North Tower 11790 US 1 1990 6 79,938 27,727 - 34.7% $ 21.00 200 A 13,323 2.5 Subtotal - Golden Bear Plaza: 13,500 243,000 60,550 - 24.9% $ 21.43 600 2.5 City Center Building A 2000 PGA 1987 2 20,697 7,004 - 33.8% $ 16.58 85 B 10,349 4.1 Building B 2000 PGA 1989 2 24,203 7,402 - 30.6% $ 20.10 54 B 12,102 2.2 Building D 2000 PGA 1999 2 27,663 2,308 - 8.3% $ 24.00 100 B 13,832 3.6 Subtotal -City Center: 12,094 72,563 16,714 - 23.0% $ 20.23 239 3.3 ADJACENT TO STUDY AREA: Total Inventory (6 Buildings): 4 315,563 77,264 - $ 20.83 839 12,797 2.7 Source: Cushman & Wakefield, Inc.; Costar, Inc.; REIS Reports; WTL +a, revised March 2016. WTI +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 41 WTI .a o 5 buildings have vacancy rates of more than 30 %, and o 2 buildings are 100% vacant; ■ We note that the number of smaller, owner - occupied properties (e.g., Unity /630 US 1, Globe Building /741 US 1) tends to reduce overall vacancy. By comparison, vacancy rates are highest among speculative "multi- tenant" properties; ■ No information is available on average annual absorption /leasing activity among the Village's office buildings. This key metric would illustrate the strength (or lack thereof) of recovery from the recession by tracking how much vacant space is being reduced; and ■ In addition, there are two additional properties (with three buildings each) located in Palm Beach Gardens immediately outside of /adjacent to the North Palm Beach study area. These include: Golden Bear Plaza (11760 -90 US 1), with 243,000 sq. ft. of space and City Center (2000 PGA Boulevard), with 72,600 sq. ft. of space. While these properties are considered "Class A" quality product, CoStar data indicate varying vacancies ranging from a low of 8% to a high of 35 %, with an overall average of 24 %. Hotel /Lodging WTL +a also reviewed market performance and metrics in the area's supply of hotels /lodging facilities. This was completed to understand how North Palm Beach could be positioned to accommodate additional lodging as a key economic activity (particularly given the community interest and consensus expressed during the planning charrette for additional hotel use in the Village). Importantly, from a competitive perspective, hotels serve as a critical supporting amenity to corporate and business activity generators as well as visitors, and their proximity and overall market performance is key to understanding market potentials. Notable findings are highlighted as follows and illustrated in Table 15 through Table 17: ■ The tourism industry in Palm Beach County is differentiated between three geographic parts of the county —from the dense coastal development flanking the Intracoastal Waterway and 47 miles of beaches to Wellington (which has emerged as a major equine -based center) in the central County to the western end surrounding Lake Okeechobee in the Glades; ■ According to Discover the Palm Beaches (DTPB, the official tourism marketing corporation for Palm Beach County), a record 6.9 million tourists visited the County in 2015. This WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 42 W7.a represents a 10% increase over 2014. Other economic impacts of tourism on Palm Beach County in 2015 include: o Visitors generated direct spending of $4.83 billion o Produced an annual economic impact of $7.3 billion to the local economy o Generated $42 million in bed -tax revenue and lodging sales of approximately $623 million, and o Supported more than 63,000 jobs. Hotel occupancies are a principal source of information on visitor markets, and measures of demand for hotel development follow general industry patterns that identify markets as ready to add more room capacity. The general thresholds used in the capital markets to test growth capacity for new hotel rooms include: Average Daily Rates (or ADRs) and average annual occupancy levels (allowing for possible seasonal changes). Notably, the hotel industry considers average annual occupancy between 65% and 72% as stabilized enough to support additional capacity and warrant development of new hotel rooms. Palm Beach County ■ As illustrated in Table 15, Palm Beach County contains more than 16,719 hotel rooms. According to DTPB data, the countywide average annual occupancy in 2014 was 73.4 %, suggesting that there is demand for additional room growth. The location and pricing of new hotels is highly dependent on proximity to available business and leisure markets as well as to the amenities that visitors require. These include: a range of offerings of restaurants and food service; nearby shopping; attractions that can draw visitors; and safe, attractive environments; ■ Hotel -based room taxes are a major contributor to Palm Beach County's tourism revenues, but they do not represent a full profile of visitors who come to stay. There is another category known as VFRs (Visiting Friends & Relatives); these visitors may not be counted among those overnight visitors staying in hotels. As VFRs also spend on dining out, entertainment and gifts for their hosts, they have a demonstrably major impact on local retail businesses; WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 43 WTL+a Table 15: Hotel Inventory, by Property Class & Location in Palm Beach County, 2015 TOTAL: 3,073 No. of Rooms by Property Class 2,516 3,105 4,297 As % of % Dist. by Class 18% 7% Upper 19% Upper 16% Total Palm Beach Location Economy Mid -scale Mid -scale Upscale Upscale Luxury Rooms County (1) (2) (3) (4) (5) (6) Belle Glade 105 - - - - - 105 0.6% Boca Raton 445 112 491 725 1,091 1,047 3,911 23.4% Boynton Beach 185 - 356 170 - - 711 4.3% Delray Beach 17 164 294 326 154 955 5.7% Greenacres 48 - - - - 48 0.3% Highland Beach - - 113 113 0.7% Juno Beach - 197 - - - 197 1.2% Jupiter - 153 179 166 179 168 845 5.1% Lake Worth 307 20 104 - - - 431 2.6% Lantana 395 - 122 - 517 3.1% Manalapan - - 309 309 1.8% North Palm Beach 152 - - - 152 0.9% Palm Beach - 98 - 174 954 1,226 7.3% Palm Beach Gardens 95 199 553 778 - 1,625 9.7% Palm Beach Shores - 50 - - - 50 0.3% Riviera Beach /Singer Isl 271 31 415 717 4.3% Royal Palm Beach 111 - 111 0.7% South Bay 122 - 122 0.7% Wellington - - 122 - - 122 0.7% West Palm Beach 915 666 484 1,166 1,221 4,452 26.6% TOTAL: 3,073 1,096 2,516 3,105 4,297 2,632 16,719 100% % Dist. by Class 18% 7% 15% 19% 26% 16% (1) Examples of economy class properties include: Days Inn; Extended Stay America; Red Roof Inn; Super 8; and Travelodge. (2) Examples of mid -scale class properties include: Best Western; LaQuinta Inn; Quality Inn; Sleep Inn & Suites and Wingate By Wyndham. (3) Examples of upper mid -scale properties include: Comfort Inn; Fairfield Inn; Hampton Inn; and Holiday Inn Express & Suites. (4) Examples of upscale properties include: Marriott Courtyard, Crowne Plaza; Doubletree; Hilton Garden Inn; Hyatt Place; and Residence Inn. (5) Examples of upper upscale properties include: Hyatt Regency, Marriott, Sheraton and Wyndham. (6) Examples of luxury properties include: Boca Raton Resort; Seagate Hotel & Spa; Jupiter Beach Resort; The Breakers; Brazilian Court and others. Source: STR Global; WTL +a, January 2016. WTI +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 44 +a Table 16: Selected Competitive Hotel Inventory Jupiter Best Western Intracoastal Inn Opening No. of % of STR Facility /Location Date Rooms Supply Product Class Market Data Midscale Class Yes Comfort Inn & Suites Jupiter Dec 2004 69 Juno Beach Upper Midscale Class Yes Fairfield Inn & Suites Jupiter Apr 2000 Hampton Inn Feb 1995 89 45% Upper Midscale Class Yes Holiday Inn Express Oceanview Jun 1961 108 55% Upper Midscale Class Yes Subtotal: Oct 2014 197 8% Upper Upscale Class Jupiter Best Western Intracoastal Inn Nov 1987 52 8% Midscale Class Yes La Quinta Inns & Suites Jupiter Jul 1989 101 16% Midscale Class Yes Comfort Inn & Suites Jupiter Dec 2004 69 11% Upper Midscale Class Yes Fairfield Inn & Suites Jupiter Apr 2000 110 17% Upper Midscale Class Yes Courtyard Palm Beach Jupiter Jun 2014 128 20% Upscale Class Yes Wyndham Grand Jupiter Harbourside Oct 2014 179 28% Upper Upscale Class Yes Subtotal: 639 25% North Palm Beach Camelot Motor Lodge N/A 52 34% Economy Class No Super 8 North Palm Beach PGA Boulevard Jun 1972 100 66% Economy Class Yes Subtotal: 152 6% Palm Beach Gardens 5% Best Western Plus Feb 1990 Hampton Inn Palm Beach Gardens Jul 1999 Hilton Garden Inn Palm Beach Gardens Dec 2008 DoubleTree Hotel Executive Meeting Center Nov 1970 Homewood Suites Palm Beach Gardens Sep 2007 Marriott Palm Beach Gardens Feb 1990 Embassy Suites /PGA Feb 1990 PGA National Resort Jun 1981 Subtotal: Yes 83 5% Upper Midscale Class Yes 116 8% Upper Midscale Class Yes 180 12% Upscale Class Yes 279 18% Upscale Class Yes 94 6% Upscale Class Yes 279 18% Upper Upscale Class Yes 160 10% Upper Upscale Class Yes 339 22% Upper Upscale Class Yes 1,530 61% TOTAL ROOMS: 2,518 As % of Palm Beach County Inventory 15% Source: STR Global; WTL +a, January 2016. WT +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 45 WT' .a North Palm Beach & Area ■ As illustrated in Table 16, STIR Global (the industry leader in hotel market performance) data indicate that there are 2,518 hotel rooms in 20 properties located in North Palm Beach, Juno Beach, Jupiter and Palm Beach Gardens. These properties account for 15% of the county's total hotel room inventory. West Palm Beach and Boca Raton are the County's two largest hotel submarkets, comprising a 27% and 23% share of the County's entire lodging inventory, respectively. ■ By comparison, North Palm Beach contains only two hotel properties, accounting for a very limited 0.9% share of Palm Beach County's total inventory: ✓ Camelot Motor Lodge (52 rooms; does not report performance to STIR Global) ✓ Super 8 Motel (100 rooms) WTL +a compiled performance data from STIR Global on 19 of the 20 properties in /around North Palm Beach. We note that STIR has strict criteria regarding the release of aggregated performance data in key metrics (e.g., occupancy levels, average daily rates /ADRs, and revenues per available room). ■ As illustrated in Table 17, hotel occupancies have improved significantly —from a recession -based low of 57.4% in 2010 to 73.8% in 2014. This reflects a sustained compound annual increase of 5.1% per year; ■ The Camelot Motor Inn /Lodge does not report its performance to STIR Global. At 52 rooms, it is not considered to be "investment- grade" property, as the hotel industry typically considers 80 rooms as the standard /threshold for financing purposes; ■ Indicative of the overall strength of the area hotel market, two new properties were opened in 2014: Marriott Courtyard (128 rooms) and the Wyndham Grand Harbourside (179 rooms), both located in Jupiter; and ■ Other metrics indicating the strength of the area's hotel market include significant improvements in average daily rate /ADR, which jumped from $107 per room per night in 2009 to $123 per room per night in 2014. In addition, revenue per available room (or RevPAR), which considers simultaneous changes in both room rates and annual WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 46 WTI .a occupancies, improved from $61 per room per night to $91 per room per night. This reflects a remarkable compound annual increase of 8.2% per year over this five -year period. In conclusion, these performance metrics in the area's lodging market are very solid, and indicate strong market potentials to support new hotel development. Section 4 of this report analyzes overall market demand and identifies both Iocational and market considerations for new lodging prospects in North Palm Beach. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 47 WTL+a Table 17: Hotel Performance Metrics - Selected Properties, 2009 -2014 �r % Gr� Annual Occupancy Average Daily Rate Revenue /Available Room 4.2% 11.8% 3.3% 6.0% 0.6% (0.9 %) (4.4 %) 2.5% 3.8% 7.0% 6.2% 8.3% (0.3 %) 14.6% 7.2% 13.4% 6.8% 7.3% Selected Property Rooms % Dist. Year Open Hampton Inn 89 4% Nov YTD CHANGE: 2009 -2014 108 2009 2010 2011 2012 2013 2014 2015 Average CAGR Performance Characteristic Comfort Inn & Suites Jupiter 69 3% 2004 Fairfield Inn & Suites Jupiter 110 4% 2000 (1. Number of Rooms 2,162 2,162 2,162 2,167 2,158 2,465 Camelot Motor Lodge 52 2% Available Room Nights (Supply) 789,130 789,130 789,130 790,505 788,878 831,530 3% 796,384 1.05% Occupied Room Nights (Demand) 453,232 472,463 528,427 546,989 578,619 613,347 DoubleTree Hotel Executive Meeting Center Palm 1 532,180 6.24% Annual Occupancy ( %) 57.4% 59.9% 67.0% 69.2% 73.3% 73.8% 73.1% k 6 §,8% 5.13% Average Daily Rate $ 106.74 $ 102.09 $ 104.65 $ 108.60 $ 116.17 $ 123.32 $ 133.59 $ 110.92 2.93% (2) Revenue Per Available Room $ 61.31 $ 61.12 $ 70.08 $ 75.14 $ 85.21 $ 90.97 $ 97.65 $ 74.12 8.21% �r % Gr� Annual Occupancy Average Daily Rate Revenue /Available Room 4.2% 11.8% 3.3% 6.0% 0.6% (0.9 %) (4.4 %) 2.5% 3.8% 7.0% 6.2% 8.3% (0.3 %) 14.6% 7.2% 13.4% 6.8% 7.3% Selected Property Rooms % Dist. Year Open Hampton Inn 89 4% 1995 Holiday Inn Express Oceanview 108 4% 1961 Best Western Intracoastal Inn 52 2% 1987 La Quinta Inns & Suites Jupiter 101 4% 1989 Comfort Inn & Suites Jupiter 69 3% 2004 Fairfield Inn & Suites Jupiter 110 4% 2000 Courtyard Palm Beach Jupiter 128 5% 2014 Wyndham Grand Jupiter Harbourside 179 7% 2014 Camelot Motor Lodge 52 2% N/A Super 8 North Palm Beach PGA Boulevard 100 4% 1972 Best Western Plus 83 3% 1990 Hampton Inn Palm Beach Gardens 116 5% 1999 Hilton Garden Inn Palm Beach Gardens 180 7% 2008 DoubleTree Hotel Executive Meeting Center Palm 1 279 11% 1970 Homewood Suites Palm Beach Gardens 94 4% 2007 Marriott Palm Beach Gardens 279 11% 1990 Embassy Suites /PGA 160 6% 1990 PGA National Resort 339 13% 1981 Total: 2,518 100% (1) CA GR= Compound Annual Growth Rate. (2) Revenue per available room is total annual room revenue divided by available rooms. It is the best measure of year -to -year growth because it considers simultaneous changes in both room rate and annual occupancies. Source: STR Global; WTL +a, January 2016. WTI +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 M WTL+a 4Market Potentials & Strategies The primary objective of the market study is to test opportunities for new economic development (whether in the form of revitalization or redevelopment) for the Village of North Palm Beach. More specifically, the market study is intended to measure market potentials for `workplace' uses (office, business /professional services); market -rate rental and /or for -sale housing; and lodging /hospitality uses. The market study is intended to guide preparation of the Master Plan and subsequent public policies, such as zoning regulations, future infrastructure, and /or other public realm improvements intended to enhance the overall marketability of, and business climate in, the Village. Setting the Stage: Development Context As noted previously, the two areas of special focus in the Master Plan include the US 1 and Northlake Boulevard corridors. These corridors are characterized by several key physical elements /factors that are likely to affect their overall marketability for economic development and private investment in particular revitalization /redevelopment initiatives. These include: ■ Linear commercial corridors that are both vehicular in scale and behavior ■ Physical environments that are less pedestrian - friendly and not walkable ■ Generally smaller parcels, narrow lot depths, and diversified /fragmented ownership patterns that may hinder assemblage opportunities ■ Adjacency to lower- density single - family detached and moderate - density multi - family residential that may be impacted by future uses and redevelopment, such as higher densities ■ A mix of commercial uses —at generally very low densities /floor area ratios (FAR) —with no dominant or prevailing use cluster and no clear `place- identity' defined by these uses WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 49 W7.a ■ Commercial corridors that are affected by significant market competition for specific uses (such as office) from adjacent /nearby areas, including PGA Boulevard to the west; and ■ A limited number of "easy assembly" sites to aggregate for larger -scale redevelopment, such as the former Twin City Mall parcel. Each of these elements will be a factor in identifying appropriate economic development initiatives and revitalization /redevelopment strategies for the Village. Each may require different responses, incentives, redevelopment approaches, or changes in zoning and development policies if North Palm Beach (and the US1 and Northlake Boulevard corridors in particular) is to plan for its long -term future. Moreover, priorities and preferences of stakeholders interviewed as well as ongoing discussions during the public charrette about an appropriate `scale' and `character' (which reflect the wide - ranging and sometimes conflicting views of local residents, property owners and businesses) suggest that implementing change to accommodate economic development in North Palm Beach will be complex, incremental in scale and timing, and dependent on creating a community- supported, long -range vision and Master Plan that is grounded in economic and market realities. These various factors have been considered in the market analysis of each use that follows. Market -rate Housing The demand analysis that measures market potentials for new housing considers three scenarios: ■ Scenario #1— Utilizes an annual (straight -line) growth rate of 0.08% per year consistent with actual population growth rates that occurred in the Village between 2000 -2015 ■ Scenario #2— Utilizes an annual growth rate of 0.84% per year between 2015 -2020 (based on ESRI forecasts in Table 2) and applies them through 2025 ■ Scenario #3— Assumes an increase in average annual growth to 1.1 % per year through 2025 predicated on a Village -wide economic development strategy that results in new commerce; business recruitment and job growth; the availability of sites to accommodate residential development /redevelopment; the availability of appropriate financial and /or regulatory incentives, such as density, necessary to promote economic growth and investment returns; and a streamlined public approvals /entitlement process. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 50 W7.a In each scenario, the only known residential project (at this time), Water Club (180 units under construction), is allocated its share of future unit demand. Moreover, the analysis estimates that 30% of the units at Water Club will be sold to non - residents (i.e., part- time /seasonal). Since it is unknown how long seasonal residents occupy their units (i.e., or their resident status), seasonal units are netted out of the analysis. Scenario #1 ■ As noted in the demographic profile, the population of North Palm Beach has remained generally stable over the past 15 years— increasing by only 140 or so residents since 2000. If the pace of growth in the Village continues at this historic rate of 0.08% per year, it would yield only 102 new residents and roughly 52 new housing units (assuming that average household size of 1.97 remains unchanged): Table 18: Housing Potentials— Scenario #1, 2015 -2025 Forecasts (1) (2) Average 2025 Population Household Housing Municipality 2015 2025 Change Size (3) Units Scenario 1: Straight -line Forecast Average Annual Growth Rate (2000 -2015) 0.08% Current & Future Population 12,305 12,407 102 1.97 52 Allocation to Known Residential Projects Water Club Less Non - Resident (Seasonal) Units @ 30% Subtotal - Allocated Units: im (54) 126 Scenario #1 - Unallocated Units: (74) ■ In effect, Scenario #1 illustrates that future growth generates only limited demand for new housing. Even after allocating units to Water Club, there remains insufficient market opportunities to support new residential growth over the next 10 years. Scenario #2 ■ Scenario #2 utilizes five -year growth forecasts prepared by ESRI of 0.84% per year and applies them to the 10 -year analysis period. As noted in the demographic profile, ESRI WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 51 W7.a considers multiple factors in its forecasts (e.g., it is likely to have accounted for delivery of new units at Water Club, among others). This growth rate yields more than 1,000 new residents and over 540 new housing units (assuming that average household size of 1.97 remains unchanged): Table 18 (Continued): Housing Potentials— Scenario #2, 2015 -2025 Forecasts (1) (2) Average 2025 Population Household Housing Municipality 2015 2025 Change Size (3) Units Scenario 2: Alternative Forecast (4) Average Annual Growth Rate (2015 -2020) 0.84% Current & Future Population 12,305 13,382 1,077 1.97 546 Allocation to Known Residential Projects Water Club Less Non - Resident (Seasonal) Units @ 30% Subtotal - Allocated Units: 180 (54) 126 Scenario #2 - Unallocated Units: 420 ■ By comparison, Scenario #2 illustrates market potentials for upwards of 400 new housing units in the Village over the next 10 years —even after netting out the allocation to Water Club. Scenario #3 ■ Scenario #3 is predicated on a number of key assumptions, including: an increase in average annual growth to 1.1 % per year through 2025 based on a successful Village -wide economic development strategy that results in new commerce; business recruitment and job growth; the availability of sites to accommodate residential development /redevelopment; the availability of appropriate financial and /or regulatory incentives, such as density, necessary to promote economic growth; and a streamlined public approvals /entitlement process. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 52 WTL+a Table 18 (Continued): Housing Potentials— Scenario #3, 2015 -2025 Forecasts (1) (2) Average 2025 Population Household Housing Municipality 2015 2025 Change Size (3) Units Scenario 3: Alternative Forecast (5) Assumed Average Annual Growth Rate 1.1% Current & Future Population 12,305 13,728 1,423 1.97 722 Allocation to Known Residential Projects Water Club 180 Less Non - Resident (Seasonal) Units @ 30% (54) Subtotal - Allocated Units: 126 Scenario #3 - Unallocated Units: 596 ■ Scenario #3 estimates market potentials for roughly 600 new housing units in the Village over the next 10 years —even after the allocation to Water Club is considered. In outlining potential implementation strategies for housing, WTL +a notes that the estimates identified in the second and third scenarios should be considered "planning targets ". That is, as development proposals for specific sites (other than the proposed third tower for Water Club) are unknown at this time, we are illustrating planning targets because of a range of uncertainties. These include: unknown sites and assemblage opportunities; unknown /proposed densities and product mix; market competition in nearby /proximate locations such as Palm Beach Gardens /PGA Boulevard; height limits and /or other zoning and regulatory restrictions; and "macro- economic" issues such as interest rate fluctuations, hard and soft development costs, land costs, and availability of construction financing. These, and other, conditions are likely to affect overall market demand for new housing in the Village. As detailed in the demographic profile, population forecasts suggest that growth will be highest in selected age cohorts, including: 55 -64 (empty nesters /active adults) and 65+ (retirees /elderly). As such, a key element of an implementation strategy for housing should include opportunities to provide for a range of housing product specifically aimed at these age cohorts. For example, a proposal to construct an assisted living facility on Prosperity Farms Road was rejected. The Village should ensure that, as opportunities for new housing, including assisted living units, independent living units, congregate care facilities, etc., are presented, due consideration should be given to issuing public approvals and entitlements for such housing. VVIL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 53 WT' .a Multi- tenant /Speculative Office The first step in measuring support for new office space in North Palm Beach examines market potentials for office use countywide and allocates demand to the Village. As illustrated in Table 19 (Part 1), the analysis translates growth forecasts (for 2014 -2022) among specific industry sectors prepared by the Florida Department of Economic Opportunity (DEO) into demand by applying an occupancy factor (of occupied space per office employee), and estimates the proportion of employees in each sector who are office workers. We note that DEO employment forecasts are issued only in eight -year periods. The analysis also considers demand generated by other market factors, such as vacancy adjustments, part- time /self - employed individuals (who may or may not occupy multi- tenant office space), and cumulative replacement; these estimates either increase or reduce future demand for office space. Cumulative replacement, for example, considers tenants that move when a building is removed from the inventory due to physical and /or functional obsolescence. The office analysis is illustrated in Table 19 and Table 20 and summarized below: Palm Beach County ■ The analysis indicates gross demand for 6.9 million sq. ft. of office space across Palm Beach County between 2014 and 2022, generated by growth in office -using jobs and inclusive of adjustments related to vacancy, cumulative (building) replacements, tenant churn, etc.; ■ From a financing perspective, however, some portion of the County's existing 4.3 million sq. ft. of vacant office space (see Table 13) would need to be leased before new office space could be financed. It is also not known how much of the remaining existing vacant inventory suffers from physical and /or functional obsolescence, will be converted to other uses such as residential, or could be demolished. For purposes of this analysis, WTL +a conservatively assumes that fully 50% of the County's vacant office inventory is leased before financing is provided for new office construction. This serves to reduce the County's office vacancy rate (to roughly 9 %), and lowers demand generated by job growth in office -using sectors to approximately 4.7 million sq. ft. of net new space; WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 54 +a Table 19: Office Market Potentials —Palm Beach County, 2014 -2022 2022 Gross Demand - Palm Beach County: 6,901,300 Existing Vacant Office Space 4,347,059 - Lease -up Required @ 50% (2,173,530) (3) (2,173,530) Remaining Vacant Space: 2,173,530 % Vacant 8.7% 2022 Net Demand - Palm Beach County: 4,727,800 Village of North Palm Beach ■ The next step in the analysis is illustrated in Table 20. This estimates opportunities for new office development in North Palm Beach based on the Village's current share of employment (see Table 8), which is estimated at roughly 1.2% of Palm Beach County; ■ Under this "fair share" analysis, North Palm Beach would capture approximately 1.2% of future countywide job growth, or 955 new employees, by 2022. Assuming similar proportions of office -using jobs and occupancy factors translates into gross demand for approximately 67,700 sq. ft. of office space over the next eight years; +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 1: New Jobs % Office- SF Occupancy 2022 Demand Industry Sector 2014 -2022 Using Factor (In SF) Palm Beach County (Workforce Region #21) Agriculture /Mining & Construction 9,743 10% 175 170,500 Manufacturing 1,219 20% 200 48,800 Transp/Com m unications/Utilities 501 40% 200 40,100 Wholesale & Retail Trade 9,491 20% 175 332,200 Finance /Insurance /Real Estate 3,789 85% 275 885,700 Services Professional, Scientific & Technical Services 7,270 90% 250 1,635,800 Management of Companies & Enterprises 563 60% 250 84,500 Administrative & Waste Management 8,574 35% 175 525,200 Educational Services 2,425 20% 225 109,100 Health Care & Social Assistance 16,444 35% 200 1,151,100 Arts, Entertainment & Recreation 2,324 20% 175 81,300 Accommodation & Food Services 7,321 20% 175 256,200 Other Services (Except Government) 1,772 35% 225 139,500 Government 6,755 60% 150 608,000 Self- Employed 3,799 10% 175 66,500 Total /Weighted Average: 81,305 36% 194 6,134,500 • Vacancy Adjustment @ 5% (1) 306,700 • Cumulative Replacement Demand 7.5% (2) 460,100 2022 Gross Demand - Palm Beach County: 6,901,300 Existing Vacant Office Space 4,347,059 - Lease -up Required @ 50% (2,173,530) (3) (2,173,530) Remaining Vacant Space: 2,173,530 % Vacant 8.7% 2022 Net Demand - Palm Beach County: 4,727,800 Village of North Palm Beach ■ The next step in the analysis is illustrated in Table 20. This estimates opportunities for new office development in North Palm Beach based on the Village's current share of employment (see Table 8), which is estimated at roughly 1.2% of Palm Beach County; ■ Under this "fair share" analysis, North Palm Beach would capture approximately 1.2% of future countywide job growth, or 955 new employees, by 2022. Assuming similar proportions of office -using jobs and occupancy factors translates into gross demand for approximately 67,700 sq. ft. of office space over the next eight years; +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 1: Table 20: Office Market Potentials —North Palm Beach, 2014 -2022 New Jobs % Office- +a SF Occupancy 2022 Demand inaustry sector LU14 -LULL using racior din sr) North Palm Beach Total Village Employment (Table 11) (4) 6,793 As % of Palm Beach County 1.17% Fair Share Analysis 2014 -2022 Employment Growth (If Fair Share Maintained) 955 % Office -using Jobs 36% SF Occupancy Factor 194 2022 Gross Demand (In SF): 67,700 Existing Vacant Office Space 113,770 2022 NET DEMAND (In SF): (46,070) (1) This allows fora 5% "frictional" vacancy rate in new office space delivered to the market (i.e., this accounts for tenant movement to new space). (2) This represents new space required by existing businesses to replace obsolete or otherwise unusable office space. This is assumed to represent 7.5% of total demand. (3) From a financing perspective, some portion of existing vacant office space in Palm Beach County will need to be leased before financing of new construction is viable. The analysis assumes that 50% of existing vacant office space is leased, thereby reducing the overall vacancy rate to approximately 9 %. (4) This reflects current employment in North Palm Beach. The analysis assumes that the Village maintains its "fair share" of the County's total employment base in the future. Source: Florida Dept. of Economic Opportunity; Cushman & Wakefield, Inc.; Costar, Inc.; WTL +a, revised April 2011 ■ However, as discussed in Section 3 (see Table 14), there are more than 113,700 sq. ft. of vacant office space across the Village. As such, future demand generated by growth in office -using jobs could easily be accommodated in its entirety in the Village's existing vacant office buildings. Even if only 50% of existing vacant space is considered leasable, it could still accommodate demand generated by future job growth in office -using sectors; ■ It is not known, however, the degree of functional and /or physical obsolescence in the office building inventory of the Village. This may impact the extent to which future growth in office - using sectors can be accommodated in existing vacant space. ■ In conclusion, the analysis suggests no demand for new office space in the Village over the next eight years. +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 56 _f� WTL+a In terms of outlining an appropriate range of economic development and implementation strategies for office development in North Palm Beach, this analysis reveals the weakened conditions of the Village's office market. As the Village's office market is oriented primarily to professional and business services (e.g., accounting, legal, etc.) generated by nearby household "rooftop" demand, it suggests that opportunities to increase the Village's population could translate into additional demand for similar professional /business service office tenancies. Notably, brokers and other specialists in the area's office industry indicated that the Village is a secondary (or even tertiary) location for office development. That is, impediments to attracting additional office development include the drawbridges (that hinder ready access, particularly during rush hours), lack of immediate connections to 1 -95, and competition generated by major nearby office clusters such as PGA Boulevard, downtown West Palm, etc. As a secondary or tertiary office market, North Palm Beach also has no logical or ready -made demand generators such as hospitals, universities, courthouses and the like that serve to generate demand and provide opportunities for similar businesses (such as law firms) to cluster. VVIL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 57 W7.a Other considerations to strengthening the Village's office market include identifying possible buildings /locations, such as those office properties with high vacancy rates, for conversion to alternative uses and /or demolition to accommodate new development. As specific properties are considered, this may necessitate relocation of existing office tenants to "backfill" vacant space in other buildings. This will serve a twofold purpose— reducing existing office vacancies among remaining buildings and /or eliminating properties with functional and /or physical obsolescence. Of course, candidate properties will have to be identified and will require willing property owners interested and capable of conversion and /or demolition and redevelopment. Such a strategy will also serve to add other uses such as new housing, which in turn may serve to strengthen demand for professional /business services with new population and households in the Village. WTL +a also recommends that the Village consider creation of a business retention and recruitment strategy designed to identify office tenants with near -term lease expirations that could be candidates for relocation to North Palm Beach. This may necessitate the assistance of commercial brokers that track local and regional office leases and tenant movement. Consideration should also be given to creating and providing a package of financial (and regulatory) assistance as part of the Village's economic development strategy for office retention and recruitment. This should include an understanding of incentives packages offered by other communities for this sector. Lodging /Hospitality During the Master Plan visioning and planning charrette, Village residents expressed interest in attracting a new hotel to North Palm Beach, with many identifying redevelopment of the Camelot Inn /Motor Lodge as part of an assemblage of an adjacent commercial property (a vacant 7 -11 convenience store). This site takes advantage of both views of the golf course as well as the North Palm Beach Marina and Intracoastal Waterway. Demand for new hotel rooms is typically driven by several segments— overnight visitors /tourists to Palm Beach County, proximity to commercial development clusters such as office parks, adjacency to highway interchanges, and /or demand generated by specific users such as a medical complex. The following examines market potentials for new hotel development in North Palm Beach generated by growth in the County's visitor /tourist market based on data from the WrL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 58 WT' .a County's tourist marketing entities, Discover the Palm Beaches (formerly the Convention & Visitors Bureau) and Tourist Development Council (TDC): ■ As illustrated in Table 21, the County's visitor market has expanded rapidly in recent years, increasing at a sustained annual rate of 8% per year since 2012 —to 6.9 million visitors in 2015. While information on the number of overnight visitors is unknown, the analysis assumes a 50% ratio. Other factors required to evaluate demand include average party size and average length of stay (both inputs in Palm Beach County were last studied in 2009); ■ This analysis illustrates that 3.45 million overnight visitors generated 5.9 million roomnights countywide in 2015; ■ Second, roomnights are allocated to the northern end of the County (comprising Jupiter, Juno Beach, North Palm Beach and Palm Beach Gardens). Based on STIR hotel performance data, this area contained 2,465 hotel rooms and generated annual occupancies of more than 73% per year between 2013 and 2015. This performance translates into annual roomnights of more than 600,000 per year, which accounts for 10% to 11% of the County's total room night demand; ■ Third, 600,000+ roomnights translates into annual demand for roughly 1,600 to 1,700 hotel rooms at 100% occupancy. As noted, the northern end of the County contains 2,465 hotel rooms, which would suggest an over - supply of approximately 800 rooms. In other words, there are no "unaccommodated" rooms; ■ However, as the breakeven threshold in the hotel industry is 65 %, and the capital markets typically seek sustained annual occupancies of 65% to 72 %, this analysis suggests that the area's hotel market has achieved equilibrium (particularly in the past three years as occupancies have exceeded 72% per year). Therefore, demand for additional hotel rooms will be predicated on the assumptions outlined above — including additional growth in key drivers such as overnight visitors, growth in the area office market, etc. A 10 -year forecast and analysis is illustrated in Table 22 and summarized below; ■ To be conservative, the analysis assumes sustained annual growth in the County's visitor market of 4% per year (between 2012 and 2015, compound annual growth was 8% per year). The analysis assumes no changes in the proportion of visitors who stay overnight, average party size or length of stay; WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 59 +a Table 21: Recent Overnight Visitor Roomnight Demand, 2012 -2015 2012 2013 2014 2015 Change: 2012 -2015 Amount % Palm Beach County 0% Annual Occupancy All Visitors - Entire County 5,470,000 6,000,000 6,279,000 6,900,000 1,430,000 8.0% Compound Annual Growth Rate 546,989 9.7% 4.6% 9.9% (4) Share of PBC Roomnights Stay in Hotel /Motel 2,735,000 3,000,000 3,139,500 3,450,000 715,000 (1) As % of All Overnight Visitors 50.0% 50.0% 50.0% 50.0% 578,619 (2) /Average Party Size 2.10 2.10 2.10 2.10 365 (2) x Average Length of Stay 3.60 3.60 3.60 3.60 1,649 151 Annual Roomnights: 4,688,571 5,142,857 5,382,000 5,914,286 1,225,714 (3) Northern Palm Beach County Existing Room Inventory Competitive Properties 2,167 2,158 2,465 2,466 299 New Deliveries - - - - - Existing Hotel Rooms: 2,167 2,158 2,465 2,466 299 4.4% % Annual Increase 0% 14% 0% Annual Occupancy Competitive Properties 69.2% 73.3% 73.8% 73.1% 1.8% Total Annual Roomnights: 546,989 578,619 613,347 601,924 54,935 (4) Share of PBC Roomnights 11.7% 11.3% 11.4% 10.2% -4.4% Supportable Annual Rooms (@ 100% Occupancy) Annual Roomnights 546,989 578,619 613,347 601,924 / Days Per Year 365 365 365 365 Total Hotel Rooms: 1,499 1,585 1,680 1,649 151 MARKET POTENTIALS: Existing Supply 2,167 2,158 2,465 2,466 (5) Unaccommodated Rooms (668) (573) (785) (817) (1) WTL +a reviewed various reports produced by the Tourist Development Council as well as Discover the Palm Beaches (formerly the Convention & Visitors Bureau) to ascertain annual visitor statistics and behavior. (2) The only data available on average party size and average length of stay is from a 2009 report prepared by Profile Marketing Research for the TDC. (3) Annual roomnights are determined by dividing total overnight visitors staying in a hotel by party size and multiplying the result by average length of stay. (4) Northern Palm Beach County's share of the County's total hotel roomnights was determined based on occupied room - nights for competitive hotel properties. (5) Unaccommodated rooms illustrates the number of supportable rooms in the market. A negative number indicates an over - supply of rooms. Source: STR Global; Discover the Palm Beaches /Convention & Visitors Bureau; Tourist Development Council of Palm Beach County; WTL +a, revised April 2016. +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 .• WTL+a Table 22: Hotel /Lodging Potentials, 2016 -2025 Estimate 2016 2017 2018 2019 2020 2021 2022 2023 2024 2025 Palm Beach County Overnight Visitors 6,900,000 7,177,689 7,466,554 7,767,044 8,079,627 8,404,790 8,743,039 9,094,901 9,460,923 9,841,676 (1) Annual Growth Rate 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% 4.0% Stay in Hotel /Motel (2) As % of All Overnight Visitors /Average Party Size x Average Length of Stay Annual Roomnights: (3) Whern Palm Beach County Existing Room Inventory (4) Share of Roomnights Increases Annual Roomnights: / Days Per Year Gross Supportable Rooms: Removal - Obsolete Rooms Net Supportable Rooms: 3,450,000 3,588,845 3,733,277 3,883,522 4,039,813 4,202,395 4,371,519 4,547,450 4,730,461 4,920,838 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 50.0% 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 2.10 3.60 3.60 3.60 3.60 3.60 3.60 3.60 3.60 3.60 3.60 5,914,286 6,152,305 6,399,903 6,657,466 6,925,394 7,204,105 7,494,033 7,795,629 8,109,363 8,435,722 2,466 2,466 2,466 2,466 2,466 2,466 2,466 2,466 2,466 2,466 11.4% 11.7% 12.0% 12.6% 12.6% 12.6% 12.6% 12.6% 12.6% 12.6% 676,469 721,285 769,071 840,023 873,830 908,997 945,579 983,634 1,023,220 1,064,399 365 365 365 365 365 365 365 365 365 365 1,853 1,976 2,107 2,301 2,394 2,490 2,591 2,695 2,803 2,916 - - (100) (150) (150) (150) (150) (150) (150) (150) 1,853 1,976 2,207 2,451 2,544 2,640 2,741 2,845 2,953 3,066 AARKET POTENTIALS: Existing Rooms 2,466 2,466 2,466 2,466 2,466 2,466 2,466 2,466 2,466 2,466 (4) Unaccommodated Rooms (613) (490) (259) (15) 78 174 275 379 487 60C (1) The number of visitors to Palm Beach County has increased at a compound annual rate of 8% per year between 2012 and 2015, as reported by Discover the Palm Beaches/ CVB. The analysis uses a more conservative compound annual rate of growth of 4% per year for the 10 -year forecast period. (2) The rate of increase in overnight visitors staying in a hotel /motel in Palm Beach County is unknown. The analysis assumes no change from the 50% estimate. (3) Annual roomnights are determined by dividing total overnight visitors staying in a hotel by party size and multiplying the results by average length of stay. (4) The analysis assumes that new hotel development in North Palm Beach (and /or otherlocations in North County) increases the submarkets share of rooms relative to Palm Beach County. It assumes an increase of 10% in market share. (5) Unaccommodated rooms illustrates the number of supportable rooms in the market. Negative demand indicates an over - supply of rooms. Source: STR Global; Discover the Palm Beaches /CVB; Tourist Development Council of Palm Beach County; WTL +a, revised April 2016. WTL +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774538.6070 61 W7.a ■ The analysis also assumes that additional hotel development in the northern part of the County increases the submarket's share of rooms relative to the County as a whole, utilizing an increase of 1 % per year during the forecast period. It also assumes that 100 to 150 obsolete rooms /properties are removed from the inventory (specific properties are unknown); and ■ Over the 10 -year forecast period, the analysis reveals that the number of unaccommodated rooms turns positive after year five. In other words, performance metrics generated by growth in overnight visitors results in opportunities for new hotel rooms that vary from year - to -year as "snapshots" in time. Market opportunities suggest 80 to 600 rooms are supportable after year five of the analysis period. The analysis illustrates room demand over the entire submarket (comprising the four communities identified above). Some communities, such as Palm Beach Gardens, are likely to capture a disproportionate share due to locational advantages —like proximity to 1 -95 and office concentrations on PGA Boulevard. In terms of preliminary steps toward implementation to secure a new lodging facility in North Palm Beach, this suggests that key steps will be required to ensure the Village's competitive position for future room demand in northern Palm Beach County. These include: ■ Identifying candidate site(s) ■ Ensuring that appropriate zoning and entitlements can be secured by a prospective developer. For example, on the Camelot Motor Inn /Lodge site, building heights are limited to four floors. This may be insufficient to take advantage of views (and amenity values) created by the site's proximity to the North Palm Beach Marina and Intracoastal Waterway. As a rule, premium values provided by strong views of amenities such as water increase by 3% to 5% per floor. ■ Outlining and securing approvals by the Village Commission of any incentives that may be necessary to secure new hotel development in the Village. This may vary, but is likely to include zoning and entitlements, infrastructure assistance, closing of the (possible) public way between the Camelot and the vacant 7 -11 and /or financial assistance based on detailed feasibility studies, and other public commitments as necessary. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 62 W7.a In conclusion, WTL +a's analysis of hotel development potentials suggests opportunities for a 90 -120 room lodging facility. As illustrated in Table 22, approximately one to three years may be required to secure entitlements, complete any necessary infrastructure improvements, and attract development interest as the market readies itself to accommodate additional /future hotel development. We recommend that the Village seek a well - qualified hotel developer /operator with an agreement to provide a "select- service" level hotel. Examples include aloft (by Starwood Corporation) and Hyatt Place (Hyatt Hotels), which are not currently located in any of the four communities in northern Palm Beach County. Interestingly, aloft has targeted South Florida as a key market, with hotels opening in Delray Beach (2018), Fort Lauderdale (2019), Weston (2018), Coral Gables (2017) and Miami International Airport (2017). An excellent example of an "urban" Hyatt Place is located in downtown Delray. This level -of- service will reinforce the branding and identity required to strengthen the Village's competitive position in the regional marketplace. Moreover, it will serve to tap multiple market segments — including both business and leisure travelers. We strongly recommend that the Village resist any proposals from developers seeking to build a "limited- service" hotel or motel. Examples include: Red Roof Inn, Super 8, Comfort Inn, Travelodge, among others. WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 63 WTL+a Appendix WTL +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 64 WTL+a Table 23: Preliminary Stabilized Year Financials- Candidate Sites for Residential 701 US 1 801 US 1 Village Center 860 & 872 US 1 Site #1 Site #2 Site #3 Site #4 Site Information & Development Program Site & Building Land Area (In SF) 128,066 Land Area (In Acres) 2.94 Building Area (In SF) 52,004 2015 Taxable Value 71,499 109,880 127,683 1.64 2.52 2.93 13,305 - 27,630 Improvements $ 4,214,300 $ 1,447,338 $ - $ 1,860,980 Land 1,344,900 750,750 1,153,740 551,051 Total Taxable Value: $ 5,559,200 $ 2,198,088 $ 1,153,740 $ 2,412,031 Value /SF of Land $ 43.41 $ 30.74 $ 10.50 $ 18.89 Development Program Units (Townhouses) 71 31 44 54 Assumed Unit Size 2,000 2,000 1,500 2,000 Gross Building Area: 141,120 62,373 66,000 108,000 FAR/Density 1.10 0.87 0.60 0.85 Units Per Acre 24 19 17 18 (1) % of Residential Use on Site 100% 100% 71% 89% Hard & Soft Construction Costs (Excluding Land & Profit) Hard Costs $ 125 $ 125 $ 110 $ 125 (2) Construction Financing 18 18 23 18 (3) General Infrastructure 15 15 15 15 Other Soft Costs 10 10 8 10 Total Per SF: $ 168 $ 168 $ 156 $ 168 Subtotal- Construction: $ 23,637,600 $ 10,447,511 $ 10,318,000 $ 18,090,000 Land Acquisition & Demolition Costs Improvements & Land $ 5,559,200 $ 2,198,088 $ 818,783 $ 2,152,887 (4) Demolition 208,016 53,220 - 98,646 Subtotal -Land Acquisition: $ 5,767,216 $ 2,251,308 $ 818,783 $ 2,251,533 Per Unit $ 81,735 $ 72,188 $ 18,609 $ 41,695 Market Will Bear $ 80,000 $ 80,000 $ 75,000 $ 75,000 Overrun /Below- Market: $ (1,735) $ 7,812 $ 56,391 $ 33,305 TOTAL BASE COSTS: $ 29,404,816 $ 12,698,819 $ 11,136,783 $ 20,341,533 Per Unit $ 416,735 $ 407,188 $ 253,109 $ 376,695 All -in Per SF $ 208 $ 204 $ 169 $ 188 Return -on- Investment (ROI) Analysis + Assumed Profit @ 20% $ 83,347 $ 81,438 $ 50,622 $ 75,339 (5) + Residual Shortfall /(Excess) 1,735 (7,812) (56,391) (33,305) tEQUIRED UNIT SALES PRICE: $ 501,800 $ 480,800 $ 247,300 $ 418,700 Per SF $ 251 $ 240 $ 165 $ 209 (1) For Sites #3 and #4, land acquisition costs were proportionally allocated between housing and commercial based on the gross building area for each use. (2) Assumes sales and marketing costs at $35,000 per unit. (3) Assumes general infrastructure costs at $30, 000 per unit. (4) Assumes $4 per sq. ft. in demolition costs for prototype sites with existing buildings. Similarly, demolition costs were proportionally allocated to the amount of housing and commercial on the site. (5) Residual value reflects the difference between estimated land acquisition costs and what the market will bear. An amount in red reflects an overrun (i.e., additional cost), while an amount in blue reflects excess residual that can be used to either a) reduce unit costs, b) increase developer profit; or c) fund public realm improvements or infrastructure. In this case, the excess is shown as a (negative) because it is used to writedown unit sales prices. Source: Treasure Coast Regional Planning Council; WTL +a, February 2016. WTL +a Real Estate & Economic Advisors Washington, DC- Provincetown, MA 202.636.4002 301.502.4171 774 538.6070 X. Table 24: Preliminary Stabilized Year Financials— Candidate Sites for Commercial /MXD 701 US 1 801 US 1 Village Center 860 & 872 US 1 Site #1 Site #2 Site #3 Site #4 Site information & Development Program $ $ $ 6,001,429 Site & Building Per SF $ $ $ 222 Land Area (In SF) REQUIRED COMMERCIAL RENTS: 128,066 71,499 109,880 127,683 Land Area (In Acres) 2.94 1.64 2.52 2.93 Building Area (In SF) 52,004 13,305 - 27,630 2015 Taxable Value Improvements $ 4,214,300 $ 1,447,338 $ - $ 1,860,980 Land 1,344,900 750,750 1,153,740 551,051 Total Taxable Value: $ 5,559,200 $ 2,198,088 $ 1,153,740 $ 2,412,031 Value /SF of Land $ 43.41 $ 30.74 $ 10.50 $ 18.89 Development Program Commercial SF - - 27,000 13,000 Gross Building Area: 27,000 13,000 FAR /Density 0.25 0.10 Units Per Acre - - (1) % of Commercial Use on Site 0% 0% 29% 11% Hard & Soft Construction Costs (Excluding Land & Profit) Hard Costs $ $ $ 140 $ 140 (2) Construction Financing 11 11 (3) Landscaping /Surface Parking 18 15 Other Soft Costs 7 7 Total Per SF: $ $ $ 176 $ 173 Subtotal- Construction: $ $ $ 4,751,000 $ 2,249,000 Land Acquisition & Demolition Costs Improvements & Land $ $ $ 334,957 $ 259,144 (1) Demolition - 11,874 Subtotal -Land Acquisition: $ $ $ 334,957 $ 271,018 TOTAL BASE COSTS: $ $ $ 5,085,957 $ 2,520,018 All -in Per SF $ $ $ 188 $ 194 Return -on- Investment (ROI) Analysis (4) + Assumed Profit @ 18% $ $ $ 915,472 $ 453,603 TOTAL COSTS: $ $ $ 6,001,429 $ 2,973,621 Per SF $ $ $ 222 $ 229 REQUIRED COMMERCIAL RENTS: (5) $ 22.23 $ 22.87 (1) Assumes $4 per sq. ft. in demolition costs for prototype sites with existing buildings. Demolition costs were proportionally allocated to the amount of housing and commercial on the site. (2) Financing costs are assumed at 6% of total base costs. (3) Assumes site improvement costs (landscaping /streetscape, surface parking) of $5, 000 per parking space. (4) Developer profit in mixed -use projects generally targets returns in the range of 15% to 18 %. (5) Calculates commercial rents based on a 10% cap rate to reflect degree of risk. Source: Treasure Coast Regional Planning Council, • WTL +a, February 2016. +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 +a M. +a Table 25: Estimated Ad Valorem Tax Revenues Accruing to Village 701 US 1 801 US 1 Village Center 860 & 872 US 1 Site #1 Site #2 Site #3 Site #4 TOTAL Existing (2015) Taxable Values $ 5,559,200 $ 2,198,088 $ 1,153,740 $ 2,412,031 $ 11,323,059 (1) Mil Rate (Per $1,000 AV) $ 7.33 $ 7.33 $ 7.33 $ 7.33 2015 Total Ad Valorem: $ 130,533 $ 50,581 $ 25,229 $ 58,508 $ 264,851 Proposed All -in Construction Costs Residential $ 29,404,816 $ 12,698,819 $ 11,136,783 $ 20,341,533 $ 73,581,951 Commercial - - 5,085,957 2,520,018 7,605,975 Assumed Taxable Value: $ 29,404,816 $ 12,698,819 $ 16,222,740 $ 22,861,551 $ 81,187,926 Residential Homestead Deductions Units 71 31 44 54 200 (2) Assumed Owner - Occupied 54.5% 54.5% 54.5% 54.5% Annual Homestead $ 50,000 $ 50,000 $ 50,000 $ 50,000 Total: $ 1,921,727 $ 849,378 $ 1,198,356 $ 1,470,709 $ 5,440,171 New Taxable Value: $ 27,483,089 $ 11,849,441 $ 15,024,384 $ 21,390,842 $ 75,747,755 Net New Taxable Value Ad Valorem @ Buildout $ 201,451 $ 86,856 $ 110,129 $ 156,795 $ 555,231 Existing Ad Valorem 130,533 50,581 25,229 58,508 264,851 ANNUAL NET NEW TAXES: $ 70,918 $ 36,275 $ 84,900 $ 98,287 $ 290,380 (1) For ad valorem taxes accruing to the Village of North Palm Beach only (i.e., excludes revenues accruing to other taxing districts such as Palm Beach County, School District, Library, Water Management District, etc.). (2) The analysis assumes that the number of owner - occupants in new housing is similar to the 2015 rate of homeownership in North Palm Beach (54.5%) (see Table 13). Source: Palm Beach County Property Appraiser, WTL +a, February 2016. +a Real Estate & Economic Advisors Washington, DC— Provincetown, MA 202.636.4002 301.502.4171 774538.6070 67 VILLAGE MASTER PLAN APPENDIX B Retail Market Analysis Village of North Palm Beach, Florida W z t Prepared fora Village of North Palm Beach Prepared by., Gibbs Planning Group 26 January 2016 Village of North Palm Beach, Florida RETAIL MARKET STUDY Gibbs Planning Group, Inc. 26 January 2016 4 i IJ�-� s is e1 n iv C Village of North Palm W E Beach Property Ownership s Map: Private Bvn,Re m h� 4• \m _ 4 s m„ .. _ _ W Figure 1: The Vi/ /age of North Palm Beach study area can presently support an additional 104,360 sf of retail and restaurant development. 16,530 sf Grocery Stores 15,240 sf General Merchandise Stores 13,910 sf Apparel & Shoe Stores 9,760 sf Limited Service Eating Places 8,250 sf Drinking Establishments 6,780 sf Department & Jewelry Store Merchandise 6,450 sf Full- Service Restaurants 6,050 sf Electronics & Appliance Stores 5,580 sf Book & Music Stores 5,370 sf Office Supplies and Gift Stores 5,330 sf Special Food Services 2,730 sf Florists 2,380 sf Specialty Food Stores 104,360 sf Total Village of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Public Executive Summary This study finds that the Village of North Palm Beach designated study area has an existing demand for up to 104,360 square feet (sf) of new retail and restaurant development producing up to $36 million in sales. By 2021, due to household income growth and economic development within the study area, this demand will likely generate up to $37.9 million in gross sales. Please find below a summary of the 2016 supportable retail: This new retail demand could be absorbed by existing businesses and /or with the opening of 35 to 50 new stores and restaurants. If constructed as a new single -site center, the development would be classified as a medium neighborhood type shopping center by industry definitions and could include 6 -8 apparel stores; 4 -5 limited service eating places; 4 -6 general merchandise stores; 3 -4 electronics and appliance stores; 3 -4 office supplies and gifts stores; 3 -4 drinking establishments; 2 -3 full - service eating places; 2 -3 book and music stores; 2 -3 special food services; 1 -2 grocery stores; 1 -2 department store merchandise stores; and an assortment of other retail offerings. Trade Area Boundaries This study estimates that the Village of North Palm Beach study area has an approximately 28- square -mile primary trade area, limited by: • Donald Ross Road to the North • the Atlantic Ocean to the East • below South Beach Shores and Peanut Island, up North Dixie Highway and across W. Blue Heron Road to the South • to the Western border of I -95. M puprier d Ross Rd FPalmBeach s P A L M F L R I arde P Dye r Park ■ .mot r Burns PO r 1 �1 Z r-IL A1A Beach =r �I X786 � us D� 703 North Palm each n Lake Worth viera Pal !ach 5h ._ b H � � _ N ; 710 Halm Palm Figure 2- Map of the 011age of North Palm Beach study area's primary trade area, outlined in green. Trade Area PW 2. 011age of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Shopping Competition Gardens Mall The Palm Beach Gardens Mall is the premier shopping destination in the study area. The luxurious 1.4 million sf regional shopping center is conveniently located one mile east of 1 -95 on PGA Blvd. and features over 160 shops anchored by Bloomingdale's, Macy's, Nordstrom, Saks Fifth Avenue and Sears. With a full - service post office onsite, shoppers can even conveniently ship their new finds to friends throughout the globe. Figure 3. Palm Beach Gardens Mall (left) and Legacy Place (right) are the study area's two premier shopping locations Legacy Place Legacy Place in Palm Beach Gardens offers a "Main Street" experience with a large selection of retail stores and restaurants, in addition to an abundance of loft office space. Located at 11280 Legacy Avenue, less than a half mile from The Gardens Mall, it was built in 2007. This 424,100 sf power center includes retailers Arhaus, Barnes & Noble, Best Buy, Jos. A. Banks, Lane Bryant, Men's Wearhouse and Petco, as well as a Publix GreenWise Market hI - -, '.*Y.'j , I at L - � E:- A. Figure 4: Downtown at the Gardens (left) offers family entertainment attractions in addition to its retail, while the Promenade Shopping Plaza was recently in foreclosure. Downtown at the Gardens Rounding out a triumvirate of shopping options in Palm Beach Gardens is Downtown at the Gardens, which offers child friendly play areas complete with a traditional carousel and train rides in addition to unique shopping, restaurants and the Cobb 16 Movie Theatre. Approximately a half mile from The Gardens Mall and Legacy Place, the 50 stores and restaurants include Cheesecake Factory, Urban Outfitters, West Elm, and Z Gallerie, as well as a Whole Foods grocery, The 32 -foot wide carousel of 27 handmade wooden animals is a big family attraction. Village of North Palm Beach, Florida Retail Market Study 3. Gibbs Planning Group, Inc. 26 January 2016 Promenade Shopping Plaza Located on the northeast corner of Alternate Al A and Lighthouse Drive is the 205,800 sf Promenade Shopping Plaza. The center is anchored by Publix, CVS, JoAnn Fabrics and Crafts, and Planet Fitness. Miller's Gardens Ale House, a sporting goods store and several fast casual restaurants are an added draw. Built in 1989 by Gardens East Plaza LLC, the 23 -acre plaza went into foreclosure in May 2015. The Shoppes at City Center Located at 11241 US Highway 1 in North Palm Beach, this 100,600 sf neighborhood center is anchored by West Marine, a Carrabba's restaurant and a health club, and now features a just - opened gourmet grocer, Doris Italian Market and Bakery. The property is 90 percent leased, and was built in 1999. Muni1 Figure 5: The Shoppes at City Center (left) is located on Rte. 1 near Lake Worth and the Intercoastal Waterway. North lake Promenade Shoppes (right) is anchored by Publix. Northlake Promenade Shoppes Publix Supermarket anchors the 92,500 sf Northlake Promenade neighborhood center, located on Northlake Boulevard and US -1 in North Palm Beach. Built in 2006, it also offers a CVS, TD Bank and Wendy's. Northlake Commons Northlake Commons is a 241,500 sf retail property situated at the gateway to the Northlake Boulevard retail corridor, in the same area as the Gardens Town Square, at 1 -95 & Northlake Blvd. The retail space features JoAnn and Ross Dress For Less, Home Depot, and a variety of other retail and restaurants. Built in 1987, American Realty Capital - Retail Centers of America Inc. bought the center in 2014 for 31.5 million. Northlake Boulevard Retail Corridor East of Northlake Commons is the Northlake Retail Corridor, offering a plethora of big box retailers. These include Costco, Kohl's, LA Fitness, Lowe's, Edwin Watts, Gander Mountain, PetSmart, Sports Authority and Target. 4. Village of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Trade Area Demographics The study site's primary trade area includes 69,200 people, which is expected to increase at an annual rate of 0.93 percent to 72,500 by 2021. The current 2016 households number is 29,400, increasing to 30,900 by 2021 at an annual rate of 0.95 percent. The trade area's 2016 average household income is $64,400 and is estimated to increase to $73,000 by 2021. Median household income in the trade area in 2016 is $43,000 and estimated to increase to $50,700 by 2021. Moreover, 25.5 percent of the households earn above $75,000 per year. The average household size of 2.34 persons is expected to remain the same through 2021; the 2016 median age is 43.5 years old. Table 1: Demographic Characteristics Demographic Characteristic NPalm Beach Palm Beach Primary Trade County State of Flolida Area 7 2016 Population 2016 Households 2021 Population 2021 Households 2016 -2021 Annual Pop. Growth Rate 69,200 1,368,000 19,603,900 29,400 560,700 7,718,700 72,500 1,432,400 20,654,200 30,900 586,200 8,130,900 0.93% 0.92% 1.05% 2016 -2021 Annual HH Growth Rate 0.95% 0.89% 1.05% 2016 Average Household Income $64,400 $80,400 $66,700 2016 Median Household Income $43,000 $53,000 $47,300 2021 Average Household Income $72,900 2021 Median Household Income $50,700 • Households w. incomes $75,000 or higher 25.5% $91,300 $60,600 35.5% $75,700 $54,500 29.4% • Bachelor's Degree 18.9% 21.3% 17.9 • Graduate or Professional Degree 10.6% 12.6% 9.8% Average Household Size Median Age 2.34 2.40 2.48 43.5 45.0 41.9 Table 1. Key demographic characteristics of the study area's primary trade area, compared to county and state figures. In comparison, Palm Beach County's income and population rates are substantially higher than the primary trade area. The county includes 1,368,000 people and 560,700 households, with the former's growth expected to increase at an annual rate of 0.92 percent, and the latter projected to increase at a slower annual rate of 0.89 percent to 2021, when the county's projected population will be 1,432,400 with 586,200 households. The county reports a current average household income of $80,400 that is estimated to grow to $91,300 by 2021, while median household income is currently $53,000, and estimated to grow in five years to $60,600. County statistics show that 35.5 percent earn more than $75,000 annually. Average household size is 2.40 persons, projected to remain the same through 2021; the 2016 median age is 45.0 years old. The comparable state income figures are slightly higher than the trade area numbers but much less than the county. For instance, the state average and median household income figures are Vi/ /age of North Palm Beach, Florida Retail Market Study 5. Gibbs Planning Group, Inc. 26 January 2016 $66,700 and $47,300, respectively, and 29.4 percent of households report incomes $75,000 or higher. The state's 2016 -2021 annual population and household growth rate is more robust than the trade area and county figure at 1.05 percent each. By 2021, state average and median household income figures are projected to reach $75,700 and $54,500, respectively. Table 2: 2016 & 2021 Supportable Retail Table Estimated 2016 2016 2021 2021 No. of Retail Category Supportable Sales /SF Estimated Sales /SF Estimated Stores SF Retail Sales Retail Sales Retailers Apparel Stores 11,670 $305 $3,559,350 $320 $3,734,400 6 -8 Book & Music Stores 5,580 $250 $1,395,000 $265 $1,478,700 2 -3 Department Store Merchandise 4,900 $375 $1,837,500 $395 $1,935,500 1 -2 Electronics & Appliance Stores 6,050 $350 $2,117,500 $370 $2,238,500 3 -4 Florists 2,730 $225 $614,250 $235 $641,550 1 General Merchandise Stores 15,240 $325 $4,953,000 $340 $5,181,600 4 -6 Grocery Stores 16,530 $405 $6,694,650 $425 $7,025,250 1 -2 Jewelry Stores 1,880 $450 $846,000 $475 $893,000 1 Office Supplies & Gift Stores 5,370 $310 $1,664,700 $325 $1,745,250 3 -4 Shoe Stores 2,240 $315 $705,600 $330 $739,200 1 -2 Specially Food Stores 1 21380 1 $300 $714,000 $315 $749,700 1 -2 Retailer Totals $328 $25,101,550 $345 $26,362,650 -35 Restaurants Bars, Breweries & Pubs 8,250 $360 $2,970,000 $38q $3,135,000 3 -4 Full- Service Restaurants 6,450 $385 $2,483,250 $405 $2,612,250 2 -3 Limited - Service Eating Places 9,760 $375 $3,660,000 $395 $3,855,200 4 -5 Special Food Services 5,330 $3501 $1,865,500 $370 Restaurant Totals 29,790 $368 $10,978,750 $388 0- 4 --;1- 4 'r -6-1- 4nn '2cn Q1212n Ql2c non 12nn Q -2cc $1,972,100 2 -3 $11,574,550 11 -15 Q .27 n -27 inn .2c cn Table 2• The study site's primary trade area has demand for almost 104,360 sf of new retail and restaurants. Assumptions The projections of this study are based on the following assumptions: • No other major retail centers are planned or proposed at this time and, as such, no other retail is assumed in our sales forecasts. No other major retail will be developed within the trade area of the subject site. • The region's economy will stabilize at normal or above normal ranges of employment, inflation, retail demand and growth. • The new retail development will be planned, designed, built, leased and managed as a walkable town center, to the best shopping center industry practices of the American 6. Village of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Planning Association, Congress for New Urbanism, the International Council of Shopping Centers and Urban Land Institute. Parking for the area is assumed adequate for the proposed uses, with easy access to the retailers in the development. • Visibility of the shopping center or retail is assumed to meet industry standards, with signage as required to assure good visibility of the retailers. Limits of Study The findings of this study represent GPG's best estimates for the amounts and types of retail tenants that should be supportable in the Village of North Palm Beach study area's primary trade area by 2021. Every reasonable effort has been made to ensure that the data contained in this study reflect the most accurate and timely information possible and are believed to be reliable. It should be noted that the findings of this study are based upon generally accepted market research and business standards. It is possible that the study site's surrounding area could support lower or higher quantities of retailers and restaurants yielding lower or higher sales revenues than indicated by this study, depending on numerous factors including respective business practices and the management and design of the study area. This study is based on estimates, assumptions and other information developed by GPG as an independent third party research effort with general knowledge of the retail industry, and consultations with the client and its representatives. This report is based on information that was current as of January 26, 2016, and GPG has not undertaken any update of its research effort since such date. This report may contain prospective financial information, estimates, or opinions that represent GPG's view of reasonable expectations at a particular time. Such information, estimates, or opinions are not offered as predictions or assurances that a particular level of income or profit will be achieved, that particular events will occur, or that a particular price will be offered or accepted. Actual results achieved during the period covered by our market analysis may vary from those described in our report, and the variations may be material. Therefore, no warranty or representation is made by GPG that any of the projected values or results contained in this study will be achieved. This study shou/dnotbe the sole basis for designing, financing, planning, and programming any business, real estate development, or public planning policy. This study is intended only for the use of the client and is void for other site locations, developers, or organizations. Village of North Palm Beach, Florida Retail Market Study 7. Gibbs Planning Group, Inc. 26 January 2016 Appendix EXHIBIT Al: Community Profile Gibbs Planning Group Community Protile N Palm Beach Primary Trade Area Area: 28 square miles Prepared by Gibbs Planning Group, Inc. Population Summary 2000Total Population 69,371 2010 Total Population 73,963 2015 Total Population 77,227 2015 Group Quarters 498 2020Total Population 81,133 2015 -2020 Ann u al Rate 0.99% Household Summary 2000 Households 30,784 2000 Average Household Size 223 2010 Households 33,363 2010 Average Household Size 220 2015 Households 34,819 2015 Average Household Size 220 2020 Households 36,584 2020 Average Household Size 220 2015 -2020 Ann u al Rate 0.99% 2010 Families 19,139 2010 Average Family Size 2.84 2015 Families 19,726 2015 Average Family Size 2.86 2020 Families 20,564 2020 Average Family Size 2.87 2015 -2020 Ann u al Rate 0.84% Housing Unit Summary 2000 Housing Units 37,166 Owner Occupied Housing Units 57.3% Renter Occupied Housing Units 25.5% Vacant Housing Units 17.2% 2010 Housing Units 43,596 Owner Occupied Housing Units 50.0% Renter Occupied Housing Units 26.5% Vacant Housing Units 23.5% 2015 Housing Units 45,336 Owner Occupied Housing Units 46.5% Renter Occupied Housing Units 30.3% Vacant Housing Units 23.2% 2020 Housing Units 47,105 Owner Occupied Housing Units 46.8% Renter Occupied Housing Units 30.9% Vacant Housing Units 22.3% Median Household Income 2015 $51,724 2020 $58,708 Median Home Value 2015 $226,287 2020 $268,725 Per Capita Income 2015 $36,492 2020 $41,011 Median Age 2010 45.7 2015 47.4 2020 48.4 Data Note: Household population includes persons notresiding in group quarters. Average Household Size is the household population divided bytotal households. Persons in families include the householder and persons related to the h ou seh older by birth, marriage, or ad option. Per Capita Income represents the income received by all persons aged 15 years and over d ivid ed by th a total population. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geographv. 011age of North Palm Beach, Florida Retail Market Study 9. Gibbs Planning Group, Inc. 26 January 2016 Appendix EXHIBIT A2: Community Profile Gibbs Planning Group community Protiie N Palm Beach Primary Trade Area Area: 28 square miles Prepared by Gibbs Planning Group, Inc. 2015 Households by Income Household Income Base 34,819 415,000 11.8% $15,000 - $24,999 11.1% $25,000 - $34,999 10.1% $35,000 - $49,999 15.2% $50,000 - $74,999 18.2% $75,000 - $99,999 11.3% $ V0,000 - $119,999 9.9% $150,000 - $199,999 5.0% $200,000+ 7.5% Average Household Income $80,842 2020 Households by Income Household Income Base 36,584 ,$15,000 10.7% $15,000 - $24,999 8.1% $25,000 - $34,999 8.1% $35,000 - $49,999 11.1% $50,000 - $74,999 20.2% $75,000 - $99,999 13.4% $100,000 - $119,999 112% $150,000 - $199,999 5.8% $200,000+ 8.4% Average Household Income $90,859 2015 Owner Occupied Housing Units by Value T otal 21,082 <$50,000 2.5% $50,000 - $99,999 10.4% $100,000 - $119,999 15.6% $150,000 - $199,999 16.0% $200,000 - $249,999 10.4% $250,000 - $299,999 7.7% $300,000 - $399,999 12.1% $400,000 - $499,999 7.4% $500,000 - $749,999 72% $750,000 - $999,999 3.0% $1,000,000 + 7.6% A verag e H om e V alu a $343,164 2020 Owner Occupied Housing Units by Value T otal 22,037 <$50,000 1.5% $50,000 - $99,999 6.4% $100,000 - $119,999 10.3% $150,000 - $199,999 16.1% $200,000 - $249,999 12.4% $250,000 - $299,999 8.9% $300,000 - $399,999 12.3% $400,000 - $499,999 7.8% $500,000 - $749,999 92% $750,000 - $999,999 5.4% $1,000,000 + 9.7% Averag e H om e V alu a $402,770 Data Note: Income represents the preceding year, expressed in current dollars. Household income includes wage and salary earn ings, interest dividends, net rents, pensions, SS and welfare payments, child support, and alimony. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esd forecasts for 2015 and 2020. Esd converted Census 2000 data into 2010 aeographv. 10. 011age of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Appendix EXHIBIT A3: Community Profile Gibbs Planning Group Community Protile N Palm Beach Primary Trade Area Area: 28 square miles Prepared by Gibbs Planning Group, Inc. 2010 Population by Age T otal 73,964 0-4 5.0% 5 - 9 4.9% 10-14 5.1% 15-24 10.5% 25-34 11.5% 35-44 12.0% 45-54 15.4% 55-64 13.8% 65-74 10.8% 75-84 7.8% 85, 3.3% 18, 81.7% 2015 Population by Age T otal 77,229 0-4 4.6% 5 - 9 4.9% 10-14 4.9% 15-24 10.0% 25-34 11.4% 35-44 11.1% 45-54 14.0% 55-64 15.0% 65-74 12.6% 75-84 7.6% 85+ 3.9% 18+ 82.7% 2020 Population by Age T otal 81,136 0-4 4.5% 5 - 9 4.7% 10-14 5.0% 15-24 9.3% 25-34 112% 35-44 11.4% 45-54 12.0% 55-64 15.1% 65-74 14.1% 75-84 8.6% 85+ 4.0% 18+ 82.9% 2010 Population by Sex Males 35,748 Females 38,215 2015 Population by Sex Males 37,273 Females 39,954 2020 Population by Sex Males 39,036 Females 42,097 Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into 2010 geography. Village of North Palm Beach, Florida Retail Market Study 11. Gibbs Planning Group, Inc. 26 January 2016 Appendix EXHIBIT A4: Community Profile Gibbs Planning Group community Protiie N Palm Beach Primary Trade Area Area: 28 square miles Prepared by Gibbs Planning Group, Inc. 2010 Population by Race /Ethnicity T otal 73,962 W h ite A Ion a 68.2% Black Alone 25.8% American Indian Alone 02% Asian Alone 2.3% Pacific Islander Alone 0.1% Some Other Race Alone 1.6% Two or More Races 1.8% Hispanic Origin 7.9% Diversity Index 54.5 2015 Population by Race /Ethnicity T otal 77,227 W h ite A Ion a 66.4% Black Alone 26.8% American Indian Alone 02% Asian Alone 2.5% Pacific Islander Alone 0.1% Some Other Race Alone 1.9% Two or More Races 2.1% Hispanic Origin 9.4% Diversity Index 57.4 2020 Population by Race /Ethnicity T otal 81,134 W h ite A Ion a 64.5% Black Alone 27.9% American Indian Alone 02% Asian Alone 2.8% Pacific Islander Alone 0.1% Some Other Race Alone 22% Two or More Races 2.3% Hispanic Origin 112% Diversity Index 60.4 2010 Population by Relationship and Household Type T otal 73,963 In Households 99.4% In Family Households 75.6% Householder 25.9% Spouse 18.3% Child 25.2% Oth er relative 4.1% N on rel alive 22% In Nonfam ily Households 23.7% In Group Quarters 0.6% Institutionalized Population 0.3% Non institutionalized Population 0.3% Data Note: Persons of Hispanic Origin maybe of any race. The Diversity Index measures the probability that two people from the same area will be from different race /ethnic groups. Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esn converted Census 2000 data into 2010 geography. 12. V111age of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Appendix EXHIBIT A5: Community Profile Gibbs Planning Group Community Protile N Palm Beach Primary Trade Area Prepared by Gibbs Planning Group, Inc. Area: 28 square miles 2015 Population 25+ by Educational Attainment T otal 58,336 Less than 9th Grade 3.0% 9th - 12th G red e, No Dip I om a 5.9% High School Graduate 22.7% GED/Alternative Credential 2.4% Some College, No Degree 20.1% Associate Degree 9.4% Bachelor's Degree 23.0% Grad u aterP rofession al Degree 13.6% 2015 Population 15+ by Marital Status T otal 66,069 Never Married 31.3% Married 44.3% W id owed 8.5% Divorced 15.9% 2015 Civilian Population 16+ in Labor Force Civilian Employed 93.6% Civilian Unemployed 6.4% 2015 Employed Population 16+ by Industry Total 36,949 Ag ricu ltu reAl inin g 0.5% Con stru ction 5.8% Manufacturing 4.3% Wholesale Trade 2.0% Retail Trade 11.4% T ran sp ortation AJtilities 5.4% Inform ation 1.6% FinanceAnsurancerReal Estate 9.4% Services 55.2% Public Administration 4.4% 2015 Employed Population 16+ by Occupation T otal 36,947 W h ite Col I ar 61.5% M an ag em enbi sin essiFin an cial 14.9% P rofession al 20.2% Sales 14.5% Ad in in istrative S u p p ort 11.9% Services 24.1% Blue Collar 14.4% Farm in giForestryiFish in g 0.3% Con stru ctiomExtraction 3.9% In stall ation Al ain ten an ceA2epair 3.0% P rod u ction 2.7% T ran sportation AA aterial Moving 4.6% Source: U.S. Census Bureau, Census 2010 Summary File 1. Esri forecasts for 2015 and 2020. Esri converted Census 2000 data into2010 geography. Village of North Palm Beach, Florida Retail Market Study 13. Gibbs Planning Group, Inc. 26 January 2016 Appendix EXHIBIT A& Community Profile Gibbs Planning Group community Protiie N Palm Beach Primary Trade Area Prepared by Gibbs Planning Group, Inc. Area: 28 square miles 2010 Households by Type T otal 33,363 Householdswith 1Person 34.1% Households with 2+ people 65.9% Family Households 57.4% Husband -wife Families 40.6% With Related Children 12.5% Other Family (No Spouse Present) 16.8% Other Family with M ale Hou seh older 4.4% With Related Children 22% Other Family with Female Householder 12.4% With Related Children 7.6% Nonfam ily Households 8.5% All Households with Children 22.6% Multigenerational Households 32% Unmarried Partner Households 72% Male - female 6.3% Same-sex 0.8% 2010 Households by Size T otal 33,361 1 Person Household 34.1% 2 Person Household 38.1% 3 Person Household 12.6% 4 Person Household 8.6% 5 Person Household 3.8% 6 Person Household 1.5% 7+ Person Household 1.2% 2010 Households by Tenure and Mortgage Status T otal 33,363 Owner Occupied 65.4% Owned with a Mortg ag e/Loan 40.2% Owned Free and Clear 25.1% Renter Occupied 34.6% Data Note: Households with children include any households with people underage 18, related or not. Multigenerational households are families with 3 or more parent - child relationships. Unmarried partner households are usually classified as non family households unless there is another member of the household related to the householder. M u Itig en eration al and unmarried partner households are reported only to the tract 1-1. E sri estimated block group d ata, wh ich is used to estimate polygons ornon- standard geography. Source: U.S. Census Bureau, Census 2010Summary File 1.Esri forecastsfor2015 and 2020. Esri converted Census 2000 data into 2010 geography. 14. V111age of North Palm Beach, Florida Retail Market Study Gibbs Planning Group, Inc. 26 January 2016 Q y lb O c Gibbs Planning Group Business Exhibit A N Palm Beach TA Prepared by Gibbs Planning Group, Inc. Data for all businesses in area Total Businesses: 5,571 Total Employees: 59,628 Total Residential Population: 69,160 n ty Employee/Residential Population Ratio: 0.861 Employees �l by SIC Codes Number Percent Number Percent Agriculture & Mining 91 1.6% 592 1.0% Construction 451 8.1% 3,462 5.8% Manufacturing 215 3.9% 4,099 6.9% Transportation 159 2.9% 2,384 4.0% Communication 46 0.8% 1,138 1.9% Utility 18 0.3% 2,107 3.5% (�D Wholesale Trade 265 4.8% 4,410 7.4% Retail Trade Summary 1,167 20.9% 11,057 18.5% Home Improvement 109 2.0% 921 1.5% General Merchandise Stores 33 0.6% 942 1.6% Food Stores 104 1.9% 1,166 2.0% Auto Dealers, Gas Stations, Auto Aftermarket 197 3.5% 2,432 4.1% Apparel& Accessory Stores 70 1.3% 227 0.4% Furniture & Home Furnishings 123 2.2% 577 1.0% Eating & Drinking Places 236 4.2% 3,166 5.3% Miscellaneous Retail 296 5.3% 1,626 2.7% Finance, Insurance, Real Estate Summary 707 12.7% 6,574 11.0% Banks, Savings & Lending Institutions 211 3.8% 636 1.1% Securities Brokers 84 1.5% 505 0.8% Insurance Carriers & Agents 82 1.5% 3,072 5.2% Real Estate, Holding, Other Investment Offices 330 5.9% 2,361 4.0% Services Summary 2,094 37.6% 21,060 35.3% Hotels & Lodging 35 0.6% 1,348 2.3% Automotive Services 201 3.6% 1,222 2.0% Motion Pictures &Amusements 134 2.4% 914 1.5% Health Services 287 5.2% 4,995 8.4% Legal Services 87 1.6% 587 1.0% Education Institutions & Libraries 76 1.4% 2,110 3.5% Other Services 1,274 22.9% 9,884 16.6% Government 84 1.5% 1,659 2.8% Unclassified Establishments 274 4.9% 1,086 1.8% j Totals 5,571 100.0% 59,628 100.00A Source: Copyright 20151nfogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015. Mil CD X M X W W Tj W tD ca C fy t M' CD CL X. M X W W N CD to fy Gibbs Planning Group Business Exhibit A N Palm Beach TA Prepared by Gibbs Planning Group, Inc. Businesses Employees by NAICS Codes Number Percent Number Percent Agriculture, Forestry, Fishing & Hunting 9 0.2% 118 0.2% Mining 1 0.0% 4 0.0% Utilities 7 0.1% 2,054 3.4% Construction 485 8.7% 3,665 6.1% Manufacturing 267 4.8% 3,734 6.3% Wholesale Trade 260 4.7% 4,353 7.3% Retail Trade 881 15.8% 7,520 12.6% Motor Vehicle &Parts Dealers 169 3.0% 2,331 3.9% Furniture& Home Furnishings Stores 56 1.0% 283 0.5% Electronics &Appliance Stores 39 0.7% 181 0.3% Bldg Material & Garden Equipment & Supplies Dealers 108 1.9% 919 1.5% Food & Beverage Stores 104 1.9% 1,015 1.7% Health & Personal Care Stores 61 1.1% 419 0.7% Gasoline Stations 27 0.5% 102 0.2% Clothing & Clothing Accessories Stores 96 1.7% 303 0.5% Spat Goods, Hobby, Book, & Music Stores 59 1.1% 334 0.6% General Merchandise Stores 33 0.6% 942 1.6% Miscellaneous Store Retailers 113 2.0% 634 1.1% Nonstore Retailers 15 0.3% 59 0.1% Transportation &Warehousing 124 2.2% 2,255 3.8% pt Information 81 1.5% 2,070 3.5% 121 Finance &Insurance 385 6.9% 4,246 7.1% p Central Bank,Credit Intermediation & Related Activities 217 3.9% 661 1.1% Securities, Can m od ity Con tracts& Oth er F n an c al In vestman is 85 1.5% 507 0.9% O Insurance Carriers & Related Activities; Funds, Trusts & Other 84 1.5% 3,078 5.2% Real Estate, Rental & Leasing 376 6.7% 2,467 4.1% Professional, Scientific & Tech Services 466 8.4% 3,440 5.8% Legal Services 95 1.7% 670 1.1% Management of Companies & Enterprises 5 0.1% 18 0.0% (p Administrative & Support & Waste Management & Remediatim 282 5.1% 1,790 3.0% n Educational Services 102 1.8% 2,241 3.8% Health Care & Social Assistance 387 6.9% 7,666 12.9% �l Arts, Entertainment& Recreation 96 1.7% 866 1.5% Accommodation & Food Services 276 5.0% 4,620 7.7% y' Accommodation 35 0.6% 1,348 2.3% Food Services & Drinking Places 241 4.3% 3,273 5.5% pt Other Services (except Public Administration) 720 12.9% 3,689 6.2% j Automotive Repair & Maintenance 164 2.9% 916 1.5% Public Administration 84 1.5% 1,685 2.8% 1 Unclassified Establishments 275 4.9% 1,126 1.9% C Total 5,571 100.0% 59,628 100.0% O� Source: Copyright 20151nfogroup, Inc. All rights reserved. Esri Total Residential Population forecasts for 2015. M' CD CL X. M X W W N CD to fy VILLAGE MASTER PLAN APPENDIX D PKINCIPLES OF URBAN DESIGN VILLAGE MASTER PLAN Florida is Facing New Challenges PRINCIPLES OF URBAN DESIGN Local governments are increasingly employing planning strategies and methods that provide predictability, balance land uses and mobility, and promote economic resilience and physical beauty in future growth. For coastal cities who faced near abandonment during the 1970s, the trend over the last two decades has been to re -cast themselves as viable, sustainable downtowns. For the first time in 40 years, ongoing discussions are engaged about restoring passenger rail service to the FEC corridor. Florida residents are playing a much more active role in planning and urban design decisions. And perhaps most importantly, Floridians in general are recognizing how fragile the state is ecologically and that future growth and redevelopment must be more compact, require less fuel consumption, and promote a legacy of responsibility for both the natural and built environments. This chapter discusses and describes time - tested principles that have historically shaped communities into sustainable, multi - modal, healthy, and attractive places. '5 W77, •� 5 1�7� k. 1 _yr rM -3 t r ■ t4 1 7 -- — r r• f NIC" - E r- LO ft] Dk ucNl�.PAL PLAN John Nolen's 1925 plan for Venice, Florida, is one of 54 master plans the landscape ar- chitect designed in Florida in the 1920s. Nolen's plans are exemplary representations of many of the principles of urban design outlined in this report. Date: 10/20/16 1 PKINCIPLES OF URBAN DESIGN VILLAGE MASTER PLAN Historic Patterns of Growth in Florida Historically, towns, cities, and individual projects have been developed following one of two general patterns of development: a suburban pattern or a traditional pattern. A) The Suburban Pattern The suburban pattern of development segregates uses by creating single use, disconnected areas. As a re- sult, shopping, housing, schools, and recreation are not organized in an intrinsically connected, compact manner. In order to access each of these disconnected areas, the use of an automobile is typically required. As a result, parking becomes a dominant feature of a sprawling landscape. This sprawling and discon- nected development relies upon a limited roadway network that gradually degrades and limits mobility options of a community. This erosion of mobility is centered around the inev- itable result that most vehicular trips must occur on collector or arterial roads. Local roads that are com- fortable and safe for pedestrians and cyclists as well as motorists are either disconnected from most desti- nations or no longer sufficient to handle the vehicular demands of the suburban pattern of settlement. With most of the traffic volume accommodated on fewer and fewer local roads, the connecting thoroughfares become increasingly wide, auto - dominant, and un- able to provide a safe or desirable environment for cyclists and pedestrians. As roadways become less desirable, new development naturally "turns its back" to the road. This common Top: Conventional suburban pattern of development. Uses Y are strictly separated. development model further exacerbates the degraded physical environment, making suburban development Bottom: Traditional pattern of development. Uses coexist and form multi -use neighborhoods. self - perpetuating and very difficult to reverse. The necessity of an automobile is reinforced, and the sit- uation worsens. Under the suburban pattern of development, the more an area develops, the worse the traffic congestion becomes. The degree to which a community is auto - dependent is a result of its development patterns (suburban or tra- ditional) and the network and size of its streets and blocks. The effect of the suburban pattern is particularly difficult for children and the elderly who either cannot drive or are losing their ability to drive. Many elderly residents of isolated communities find they must move from their homes and neighbors when they can no longer drive. This is due, in part, to another hallmark of the suburban pattern: low density. Low - density de- velopment has made the critical mass needed for a viable transit system almost impossible to achieve, thereby giving the transportation disadvantaged limited options. 2 Date: 10/20/16 VILLAGE MASTER PLAN PKINCIPLES OF URBAN DESIGN B) The Traditional Pattern The traditional pattern of development is how cities, towns, and neighborhoods were built prior to World War IL In contrast to the suburban pattern, the traditional pattern mixes and interconnects different uses through a dense network of streets, blocks, and public spaces. This network of streets allows for the dispersion of vehi- cle trips throughout the community, rather than forc- ing all cars onto a limited number of through streets .r ° A�reriaf ■ ♦ • ■ i 4 Dispersing vehicular trips into multiple routes allows roadways to be smaller with fewer lanes. Smaller roadways, unlike collector or arterial roads, easily accommodate bicyclists and pedestrians in a safe and often beautiful environment. One could easily travel from home to work or shopping on local streets with- out having to engage larger, auto - dominant thorough- fares. Additionally, a system of interconnected neigh- borhood streets reduces the number of local trips that rely on arterial and collector roads. As a result, the in- terconnected neighborhood streets also allow the larg- er, faster moving thoroughfares to remain a civilized size, serve primarily "through" traffic, and maintain efficiency as well. Many of South Florida's older coastal downtowns - Stuart, West Palm Beach, Lake Worth, and Delray Beach - are great examples of the traditional pattern of development. Each of these areas has places to live, work, and shop all within very close proximity. Their higher densities are more transit- supportive and the balance of uses lessens the need for vast parking areas and creates livelier places throughout the day. Top: Conventional suburban pattern of development. All traffic collects on one road. A Shifting Paradigm Bottom: Traditional pattern of development. A street net- work creates many alternatives to get from one location The majority of the metropolitan areas in south Flor- to another. �' p ida have been built following the suburban model of single -use, disconnected pods that rely almost entirely on limited collector and arterial roadway networks. An interesting experiment is to visit any of the older downtowns listed above, find a major east -west roadway (Kanner Highway, Southern Boulevard, Lake Worth Road, Atlantic Avenue, etc.), and drive west. What one typically discovers is a road that progressively widens while the number of cross streets diminishes, and a public realm that becomes unattractive and auto - dominant. Having experienced the impacts of the suburban pattern of development for decades, many in South Florida desire a change. In the early 1980s, this dissat- isfaction led to a resurgence of interest in areas developed in the traditional pattern. In fact, during the past twenty years, a nation -wide trend to develop and restore urban environments has been evident. Date: 10/20/16 3 PKINCIPLES OF URBAN DESIGN PRINCIPLES OF URBAN DESIGN Every community has unique characteristics and conditions and boasts a unique identity. However, common fundamental planning principles have suc- cessfully shaped great cities, towns, and neighbor- hoods for centuries, and still describe successful, sustainable places today. These planning princi- ples guide the designs and recommendations of the North Palm Beach citizen's master plan. History and research have demonstrated that the most successful, livable and economically resil- ient communities share the same basic, time - tested planning principles that guide: a) Neighborhood Size b) Neighborhood Center and Edge c) Interconnected Network of Streets d) Mix of Uses e) Mix of Building Types f) Proper Building Placement g) Proper Parking Placement h) Civic Buildings i) Public Open Space North Palm Beach is a built -out city where several of these principles have been successfully imple- mented over time. This chapter describes the basic characteristics of each principle and their interde- pendency. While all principles are essential to the creation of place and to achieve physical and eco- nomic resilience for North Palm Beach, some re- quire more attention than others moving forward. This public master planning effort is evidence that the Village is looking to guide redevelopment of va- cant land and future options for buildings that are obsolete or approaching obsolescence, as well as to grow successful businesses. The goal is to create predictability, establish a strong identity through the creation of place and to ensure the Village is both physically and economically resilient for gener- ations to come. To that effect, it is important that special attention be paid to the principles with par- ticular attention to those highlighted above in bold: Neighborhood Center, Mix of Uses, Proper Build- ing Placement and Proper Parking Placement. VILLAGE MASTER PLAN Top: Diagram of an ideal neighborhood, depicting a center and edge, an appropriate mix of uses and building types, di- verse housing affordabilities, properly arranged public open spaces, and preserved natural areas. When combined, mul- tiple neighborhoods form towns and cities. Image Courtesy of Dover Kohl & Partners Bottom: Diagram of the fundamental planning principles applied to a neighborhood. 4 Date: 10/20/16 VILLAGE MASTER PLAN je 1 l ti r ..a f t _d 1 24 %ZL 1 1 M 7 - Top: Diagram of a neighborhood. When isolated in the countryside it is a Village. Bottom: Diagram of a Town: a combination of two or more neighborhoods. PKINCIPLES OF URBAN DESIGN A) Neighborhood Size The Neighborhood is the basic increment of develop- ment of traditional towns and cities. When clustered with other neighborhoods it becomes a town or city; when standing free in the landscape, it is a village. The Neighborhood is limited in size. Each neighbor- hood typically ranges in size from 40 to 125 acres. This results in a majority of the population living within a 5- minute walking distance (1/4 mile) of the neighbor- hood center. This distance represents the average most people will walk to satisfy their daily needs (whether this means reaching an actual destination, or accessing transit that provides transportation to the ultimate des- tination). When two or more neighborhoods are com- bined they form towns and cities. The density of a residential neighborhood typically av- erages between 6 and 10 units per acre. Such density allows for a wide spectrum of housing options and lot sizes. Downtown cores and the more urban neighbor- hoods typically have much higher average densities given the larger occurrence of multi - family buildings. With higher densities, a greater variety of service is possible within close proximity to homes. Neighbor- hoods mostly dedicated to a specialized use or activi- ty are Special Districts (i.e. industrial, entertainment, etc). Date: 10/20/16 5 PKINCIPLES OF URBAN DESIGN B) Center, Edge and Neighborhood Transition Center, Edge and the Transect VILLAGE MASTER PLAN A traditional neighborhood has a clearly defined Center and Edge and is generally structured so that a wide range of building types, density, and uses are accommodated in close proximity and arranged by intensity (more rural -to- more urban). This orderly, gradual transition is commonly referred to as the "Transect ". Transitions between Uses and Scale Buildings have fronts and backs. In order to ensure compatibility, buildings of like scale and massing and compatible uses should face each other on a street. The front a building is much more relevant to the public realm than its rear. Ideally, transitions between differing intensities, uses, and scales should occur at the rear of buildings (parking areas or back yards) or along alleys. Neighborhood Edge The lowest densities and less intense uses are placed towards the edge of the neighborhood. Neighborhood edges can be natural (i.e. rivers, natural preserves, farmland), or manmade (i.e. wide, high traffic streets). N 00 EC N -�[ eh a S V m C E _ a Qom.. � m U7 Q � ❑ .c° [L 0 " Q c Cl E iy m °J : C o 1L G7 41 x_ V .0 44 p a m C N Cd H 0 P $ 'SJ 4r I r F -% Illustration of transition of uses, scale, and massing. Note the use of roads and alleys in the transition between varying intensities. 6 Date: 10/20/16 VILLAGE MASTER PLAN PKINCIPLES OF URBAN DESIGN "A" AND "B" STREETS "A" streets are where the primary pedestrian activi- ty and vehicle traffic occur. They have active ground floor uses, the primary building fagade, the main building entrance, and limited or restricted curb cuts. "B" Streets are the secondary streets and can accommodate parking, service and shipping entranc- es, driveways, and curb cuts. Cl An Interconnected Network of Streets Streets are the Center for Human Activity Streets are centers of human activity. As such, they should be inviting and comfortable places for people, whether driving, walking, or cycling. Approximately thirty percent of developed areas in a neighborhood are dedicated to streets, which is why the way streets are designed and shaped by adjacent development has significant impacts on the safety, comfort, and quality of life. Street design should be undertaken with the same care given to any other im- portant public or civic space. The Power of the Grid The grid is the most efficient system of street plan- ning and circulation. When streets intersect with oth- er streets, a fine network of alternative transportation routes results. Users of the system have many more routes to choose from, improving convenience for all modes of transportation. Another benefit of utilizing a dense network of streets, is intersections can be smaller and safer to cross for both motorists and non - motorists. Block Size The "block" is an essential, central element of urban planning. Blocks are areas surrounded by streets con- taining lots for private or public development. They are the basic unit of neighborhood planning. Traditional neighborhoods are composed of blocks in a variety of sizes and shapes. In order to establish a Center &Bottom: Streets, whether in commercial or walkable environment, a dense grid of interconnect - residential areas, are centers for human interaction and ed streets is necessary, which ultimately affects block should be designed with great care for pedestrians, bicy- size. To achieve both walkability and a strong network clists and automobiles alike. of streets, blocks should have an average perimeter no greater than 1,320 feet. Communities with a grid in place should protect it and its effectiveness by not closing streets to public use. As growth occurs, the opportunity to expand and enhance the grid with new connections must be taken in order to equitably distribute new traffic demands and accommodate a range of transportation options in the community. Date: 10/20/16 7 PKINCIPLES OF URBAN DESIGN VILLAGE MASTER PLAN r„o.o„r�erv� or e�i�mNO weim.rr Yn runic •rwee I Diversity of Street Types Great towns have a hierarchy of streets that are different in size, function, and configuration. Streets in business districts are usually wider with on- street parking lanes and broad sidewalks to accommodate street furniture, formal land- scaping, and a large number of pedestrians. Local streets in residential areas are narrower, accommodating slower vehicular speeds with informal on- street parking arrange- ments, narrower sidewalks, and planting strips between the sidewalk and the travel lanes. General street types include highways, corridors (boulevards, avenues, etc.), commer- cial streets (main street), residential streets, and alleys. Street to Building Height Ratio As stated in Architectural Graphic Standards published by j the American Institute of Architects, a ratio of one -to -three ' is the minimum to create a sense of spatial enclosure. The smaller ratio is typically more desirable as frequently in- dicated by higher real estate values. Consequently, recom- Top: Ideal height -to -width ratios. (Architectural mended building heights will vary in accordance with the Graphic Standards, American Institute ofArchitects). width of the street and sidewalks and the building setbacks. Bottom: As stated in Architectural Graphic Stan- Wider streets accommodate taller buildings while narrower dards, a height to width ratio of one -to -three is the streets accommodate smaller buildings. In order to achieve minimum height to width ratio if a sense of spatial the desired sense of enclosure on very wide streets, like enclosure is to result. The smaller the ratio, the high- er sense of place and generally the higher the prop- boulevards, tall buildings frame the space, frequently re- erty values. inforced with formally aligned street trees planted in me- dians. In lower density neighborhoods where single - family homes set back from the street, the proper enclosure can be provided with a continuous alignment of street trees. A proper building height relative to the width of the street is important to provide a sense of enclosure and definition to the street space. 8 Date: 10/20/16 VILLAGE MASTER PLAN Speed is Key to Safety In order to have streets conducive to human interaction, they must be and feel safe. Vehicular speed is directly linked to street safety. The chart to the right shows the increase in pedestrian fatalities as vehicles travel faster. Fatality rates increase significantly when vehicular speeds reach 30 miles per hour; fatality rates rise significantly, to about 80 %, when vehicular speeds reach 40 miles per hour. The most effec- tive way to keep traffic moving slowly is to design the roads to physically encourage the speed vehicles are intended to travel. Roadways should not be designed for faster speeds (through lane width, number of lanes, etc.), and rely upon posted speeds to control traffic. Roadway Design Speed A network of two -lane parallel routes is the most efficient way to move traffic, and since the streets are narrower, pe- destrians and cyclists feel safer, thereby encouraging the use of other modes of transportation. Speeds generally in- crease on wider roads, As lanes are added to a roadway, the incremental gain in capacity per lane mile is reduced be- cause distances between vehicles becomes greater. Longer following distances between vehicles creates less compact- ness, less capacity, and consequently result in less efficient streets. Traffic Calming Design Elements The best way to calm traffic is to design streets for the actual speed desired, as opposed to designing for higher speeds and posting slower speeds on the roadway signage. An ar- ray of elements can be used in the design of a street to calm traffic. Care must be given to the design and function of the street for all users when using traffic calming design features. Sidewalks and Pathways Sidewalks are an integral part of the street and should be in- stalled parallel to roadways. Sidewalks along streets create predictable, intuitive pedestrian routes. Installing sidewalks on both sides of the street encourage walking. A dense net- work of streets with sidewalks and /or multi -use paths offers choices, disperses foot and cycle traffic, and reduces unnec- essary and dangerous road crossings. Multi -use paths are routes designed for pedestrians, cyclists, skaters and other forms of non - motorized travel. These paths are intended for both transportation and recreation ac- tivities. The widths of sidewalks and multi -uses paths vary according to the location and level of use. Date: 10/20/16 PKINCIPLES OF URBAN DESIGN Pedestrian Safety Graph: Pedestrian safety de- creases as vehicle speed increases Bulb -out and median create a lateral shift in the travel route. Image courtesy of Ian Lockwood. Active commercial streets with wide sidewalks, with space for pedestrians, strollers, and outdoor cafes. 9 PKINCIPLES OF URBAN DESIGN VILLAGE MASTER PLAN Street Trees Properly planted, street trees serve three purposes: beautification, safety, and shelter. The most beautiful streets typically display strong alignments of formal, regularly spaced street trees. Trees planted between the side- walk and the roadway help shield those using the sidewalk from passing cars. Street trees are also an effective traffic- calming device. The trees create a feeling of enclosure, and drivers tend to slow, becoming more aware of pedestrians. Trees provide shelter from the sun, which encourages walking. Street Furnishings and Lighting Benches, shelters, fountains, and signage should be detailed and designed as furniture to be placed within the outdoor room of the city that constitutes the street. The community should use locally distinctive, durable, and easy to maintain materials for street furniture. Seating Seating on key pedestrian routes should be provided every 300 to 600 feet to offer rest and afford opportuni- ties for natural surveillance. Seating encourages street activity and offers respite to those who may be physi- cally disadvantaged. Signs The excessive or insensitive use of traffic and business signs can also have a negative impact on the street. Too many signs compete for a driver's attention. Messages on the street should be necessary and not distract the driver. Important messages should not be competing with unnecessary messages. Lighting Pedestrian- scaled lighting in appropriate places will encourage use by cyclists and pedestrians. Lighting should be pedestrian in scale and full spectrum. Mixed -use and commercial districts are generally active later than residential neighborhoods and require brighter lighting solutions to ensure safety. Cycle Parking Cycle parking should be made as convenient as car parking and considered part of the necessary infrastructure. Beautiful streets are a civic amenity that also accommodates motorists, pedestrians, cyclists, and outdoor diners. 10 Date: 10/20/16 VILLAGE MASTER PLAN D) A Balanced Mix of Uses Places that have a sustainable pattern of development tend to have a balanced mix of land uses, which means people can live, work, shop, recreate and satisfy most daily needs within their community. Providing easy ac- cess to these uses does not mean people will stop trav- eling outside their community, but it greatly reduces (or even eliminates) the necessity to travel longer distances. A balanced mix of uses decreases the financial burden of providing spread -out infrastructure for the municipality, reduces reliance on fossil fuels, allows children and old- er people to be self - sufficient, and a reduces the number of vehicles a household needs to function. A general desire for cities and neighborhoods to be more sustainable has led to a renewed interest in mixed -use districts. Mixed -use districts combine uses to accommo- date diverse functions within an area. The mix can be a combination of residential, commercial, industrial, of- fice, institutional, or other land uses. Allowing a mix of uses contributes to the sustainability of a city by legaliz- ing the close proximity of various destinations. The most successful mixed -use communities are com- pact, allowing ease of access between uses, and effi- ciently allocating resources such as water, electricity, roads, lighting, and street furnishings. Land is utilized resourcefully, typically occupied by higher density and intensity buildings. Parking requirements are reduced since a single trip provides access to many destinations. Compactness also supports alternative modes of trans- portation including walking, cycling, and mass transit. Mixed -use can occur vertically within a building or hor- izontally across a parcel or district. PKINCIPLES OF URBAN DESIGN Mixed -use buildings lining a commercial street in down- town Delray Beach. Res Office y_ . ! .k Mixed use building integrating retail office and residen- tial uses in Palm Beach, Florida. Mixed use can occur both vertically within a building, or horizontally within a given block. The image above shows a single block that accommodates a diversity of uses. Date: 10/20/16 11 PKINCIPLES OF URBAN DESIGN E) Appropriate Mix of Housing hpes A balanced community has all types of individuals, earning a spectrum of incomes requiring a broad spectrum of hous- ing options. To serve these individuals, a community should offer a palette of building types: single - family homes, townhouses, multi - family buildings, mixed -use buildings, outbuildings (containing accessory dwelling units), and estate homes. People should have choices that reflect their preferred lifestyle and income level, all of which can vary over time. A mix of housing types allows people to stay in one community all of their lives, if they so choose. How the types are arranged is paramount to sustainability. When housing types are separated into large, single -type develop- ments, the result is a segregated community. Housing seg- regation contributes to road congestion and widening. F) Proper Building Placement and Alignment Controlling building placement and alignment ensures that a predictable public realm is established. On commercial streets or higher density areas, buildings are generally set close to the sidewalk, aligned in a continuous facade to shape the street and encourage walking. Drivers tend to slow in response to a feeling of enclosure, becoming more aware of both the businesses and pedestrians. Pedestrians and cyclists feel safer in a visually defined street and have a more interesting environment where buildings line the route instead of parking lots and landscape buffers. In low- er density, single - family areas, a more generous setback for the front yards is appropriate. VILLAGE MASTER PLAN PR t -AL Top: Outbuildings, which are ancillary to the main dwelling unit, constitute a simple way of providing housing affordability within any neighborhood. Center & Bottom: Houses and mixed use build- ings line the street and define the pedestrian space. 12 Date: 10/20/16 VILLAGE MASTER PLAN G, Proper Parking Placement and Quantities PKINCIPLES OF URBAN DESIGN Parking is an essential component of development. Sufficient parking should be provided in reasonable prox- imity to the destination it serves. In a traditional development form, parking opportunities take many different forms, including on -site, on- street, shared, or garaged. In a sprawl form, parking lots are a dominant feature of the landscape. Placemaking design practice suggests utilizing many parking options to provide choices and to ensure parking supports, rather than detracts from, the desired environment. On- Street Parking On- street parking should be provided whenever possible. On- street parking can take two forms: a dedicated lane or an infor- mal arrangement. In commercial, mixed -use, or higher densi- ty areas, on- street parking should be accommodated within a dedicated lane. The availability of on- street parking is directly related to increased sales in commercial streets. In addition, on- street parking physically shields pedestrians from moving cars, allows quick, convenient access to buildings, and acts as an ef- fective traffic calming device. In lower density areas, on- street parking occurs in informal ar- rangements. Intermittent parking along the sides of a road in a staggered fashion, results in a yield traffic pattern whereby on- coming drivers must slow and take turns moving around parked vehicles. This type of movement contributes to slowing traffic, resulting in safer neighborhood streets. Off - Street Parking Off - street parking should be shielded from the view of the street to ensure an attractive, interesting pedestrian environment. Buildings provide the best screening. Other strategies can be used, including landscape buffers and low walls, but these are most successful if a building facade comprises most of the area along the street. District -Wide Parking Strategy Parking requirements for destination areas of a city should be determined using a district -wide strategy rather than expecting all parking be provided on a parcel -by- parcel basis. For areas intending to become or maintain "park once" environments, re- duced individual requirements and district -wide solutions are possible. "Park once" areas are places that easily allow a person to park and then walk between multiple destinations, instead of driving to and parking at each specific destination. Examples of district -wide strategies include incorporating public on- street parking, municipal lots, and mixing land uses to share spac- es. For example, in areas with commercial, office and residen- tial uses, the residents generally vacate parking spaces during working hours, freeing them for use by businesses. Or work- ers /customers live nearby, lessening the parking demand. 4 ve y i r r 1 Parking in a structure is shielded from view by buildings that address the street. Date: 10/20/16 13 PKINCIPLES OF URBAN DESIGN H1 Civic Buildinus VILLAGE MASTER PLAN Public buildings, such as schools, places of worship, and libraries, are important components of a community. These civic buildings help define the identity of a place and foster a sense of community pride. Significant public buildings, such as city halls, libraries, courthouses, and universities, should serve as centerpieces for downtown areas. To reflect their importance in the community and public nature, these buildings should be prominently located. Appropriate sitings for civic buildings include facing a public plaza, occupying a town square, or terminating the view of a street. Diagrams (shown below) by Camillo Sitte demonstrate various organizations celebrating civic buildings within city fabric. These studies are included in the book The Amer- ican Vitruvius: An Architects' Handbook of Civic Art, by Hegemann & Peets, first published in 1922, which remains, over 65 years later, an excellent guide for civic building placement and design. Oki � I I , -14 The Polk County Historical Museum, origi- nally the courthouse, in Bartow, Florida faces a town square. Studies of Civic Building Placement by Camillo Sitte. Top: Piazza del Duomo in Ravenna, Italy. Center. Eglise Saint - Martin in Brunswick, Germany. Bottom: Gentpoort Gate in Brugge, Belgium. 14 Date: 10/20/16 VILLAGE MASTER PLAN I) Public Open Space Parks and open space are critical for the livability of any community. To ensure the success of public open spaces, they must be properly designed and placed. Parks need to be naturally monitored, with- out requiring the constant patrol of police or secu- rity personnel. By surrounding public open spac- es with the fronts of buildings and interconnecting streets, natural surveillance of the space is provided. In neighborhoods, people living around and visiting the park provide oversight. In mixed -use areas, parks and plazas are frequented by shoppers and workers during the day and by residents in the evening. This 24 -hour activity ensures a level of safety. Neigh- borhoods, towns, and cities should aspire to have many public open spaces, serving diverse purposes: Regional Parks Regional parks are usually composed of many acres of preserved land with trails and room for active rec- reational fields. This type of open space should ide- ally coincide with natural land areas. .. .."%- Regional park with a naturallake in Winter Haven, Florida. This Florentine plaza serves as a gathering space and a market for both residents and visitors. Date: 10/20/16 PKINCIPLES OF URBAN DESIGN Multi -Use Play Fields Multi -Use Play Fields are active parks that provide sports fields. These fields may be incorporated and shared with schools. Greens Greens are open spaces generally surrounded on all sides by homes or other building types, with streets along at least two sides. Greens are informally land- scaped and are generally for passive use or informal sport activities (i.e. throwing a frisbee). Plazas Plazas are open spaces generally surrounded on all sides by buildings, with streets along at least two sides. Plazas are formally landscaped, frequently in- corporating hardscape to accommodate both passive use and community gatherings. Squares Squares are formally landscaped urban open spac- es. Squares provide a setting for civic buildings or monuments. Squares can either be part of a block or surrounded by streets on all sides. I-%.. Multi -use fields The square offers a formal setting for a civic building. 15 PRINCIPLES OF URBAN DESIGN THIS PAGE LEFT INTENTIONALLY BLANK VILLAGE MASTER PLAN 16 Date: 10/20/16