12-09-2021 VC-REG-A with attachments_REVISED
VILLAGE OF NORTH PALM BEACH
REGULAR SESSION REVISED AGENDA
VILLAGE HALL COUNCIL CHAMBERS THURSDAY, DECEMBER 09, 2021
501 U.S. HIGHWAY 1 7:00 PM
Darryl C. Aubrey Deborah Searcy Mark Mullinix Susan Bickel David B. Norris
Mayor Vice Mayor President Pro Tem Councilmember Councilmember
Andrew D. Lukasik Leonard G. Rubin Jessica Green
Village Manager Village Attorney Village Clerk
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Regular Session Agenda, December 09, 2021 Page 2 of 3
ROLL CALL
INVOCATION - MAYOR
PLEDGE OF ALLEGIANCE - VICE MAYOR
AWARDS AND RECOGNITION
1. Distinguished Golf Destination Award presented by Tom Fitzgerald, Managing Director
APPROVAL OF MINUTES
2. Minutes of the Special Session held November 18, 2021
COUNCIL BUSINESS MATTERS
STATEMENTS FROM THE PUBLIC, PETITIONS AND COMMUNICATIONS
Members of the public may address the Council concerning items on the Consent Agenda or any non agenda item
under Statements from the Public. Time Limit: 3 minutes
Members of the public who wish to speak on any item listed on the Regular Session or Workshop Session Agenda
will be called on when the issue comes up for discussion. Time Limit: 3 minutes
Anyone wishing to speak should complete a Public Comment Card (on the table at back of Council Chambers) and
submit it to the Village Clerk prior to the beginning of the meeting.
DECLARATION OF EX PARTE COMMUNICATIONS
PUBLIC HEARINGS AND QUASI-JUDICIAL MATTERS
3. 1ST READING OF ORDINANCE 2022-01 CODE AMENDMENT – FRACTIONAL HOME
OWNERSHIP Consider a motion to adopt on first reading Ordinance 2022-01 amending Appendix
C (Chapter 45), "Zoning," of the Village Code of Ordinances to incorporate a definition of Fractional
Ownership and expressly prohibit Fractional Ownership Units and Time-Share Units in the Village's
Residential Zoning Districts.
4. 1ST READING OF ORDINANCE 2022-02 – CODE AMENDMENT – PARKING CITATION
PROCEDURE Consider a motion to adopt on first reading Ordinance 2022-02 amending Article III
"Stopping, Standing and Parking", of Chapter 18, "Motor Vehicles and Traffic,: of the Village Code
of Ordinances to update the Village's regulations and formalize the parking citation procedure.
CONSENT AGENDA
The Consent Agenda is for the purpose of expediting issues of a routine or pro-forma nature. Councilmembers
may remove any item from the Consent Agenda, which would automatically convey that item to the Regular
Agenda for separate discussion and vote.
5. RESOLUTION - Approving an Amendment to the Contract with All Florida Tree and Landscape,
Inc. for arboricultural services at the North Palm Beach Country Club to increase the amount of
compensation from $40,000 to $49,048.16; and authorizing execution of the Amendment.
6. RESOLUTION – Amending the Comprehensive Pay Plan adopted as part of the Fiscal Year 2022
Budget to include two additional part-time Solid Waste Refuse Collector positions.
7. RESOLUTION – Approving an Amendment to the Contract with J.W. Cheatham, LLC for the
milling, resurfacing and striping of specified Village roadways to modify the scope and increase the
total amount of the Contract by $46,191.90; and authorizing execution of the Amendment.
8. RESOLUTION – Approving a Contract with Ballard Partners for Legislative and Executive Agency
Advocacy Services in the amount of $72,000; and authorizing execution of the Contract.
Regular Session Agenda, December 09, 2021 Page 3 of 3
9. Receive for file Minutes of the Police and Fire Pension Board meeting held 8/10/21.
10. Receive for file Minutes of the Golf Advisory Board meeting held 10/25/21.
11. Receive for file Minutes of the Recreation Advisory Board meeting held 11/9/21.
12. Receive for file Minutes of the Waterways Board meeting held 11/17/21.
OTHER VILLAGE BUSINESS MATTERS
13. PRESENTATION – Utility Undergrounding Master Plan and Feasibility Study
14. PRESENTATION – Twin City Mall Market Analysis
15. RESOLUTION – QUASI-JUDICIAL PROCEDURES – TABLED 11/18/21 Consider a motion to
adopt a proposed resolution adopting procedures applicable to quasi-judicial proceedings before
the Village Council and Planning Commission.
16. DISCUSSION – Lakeside Park Parking Pass System
COUNCIL AND ADMINISTRATION MATTERS
MAYOR AND COUNCIL MATTERS/REPORTS
VILLAGE MANAGER MATTERS/REPORTS
REPORTS (SPECIAL COMMITTEES AND ADVISORY BOARDS)
ADJOURNMENT
If a person decides to appeal any decision by the Village Council with respect to any matter considered at the Village Counci l meeting,
he will need a record of the proceedings, and for such purpose he may need to ensure that a verbatim record of the proceedings is made,
which record includes the testimony and evidence upon which the appeal is to be based (F.S. 286.0105).
In accordance with the Americans with Disabilities Act, any person who may require special accommodation to participate in this meeting
should contact the Village Clerk’s office at 841-3355 at least 72 hours prior to the meeting date.
This agenda represents the tentative agenda for the scheduled meeting of the Village Council. Due to the nature of governmental duties
and responsibilities, the Village Council reserves the right to make additions to, or deletions from, the items contained in this agenda.
DRAFT MINUTES OF THE SPECIAL SESSION
VILLAGE COUNCIL OF NORTH PALM BEACH, FLORIDA
NOVEMBER 18, 2021
Present: Darryl C. Aubrey, Sc.D., Mayor
Deborah Searcy, Vice Mayor
Mark Mullinix, President Pro Tem
David B. Norris, Councilmember
Susan Bickel, Councilmember
Andrew D. Lukasik, Village Manager
Len Rubin, Village Attorney
Jessica Green, Village Clerk
ROLL CALL
Vice Mayor Searcy called the meeting to order at 7:00 p.m. All members of Council were
physically present except for Mayor Aubrey who attended the meeting virtually. All members of
staff were present.
INVOCATION AND PLEDGE OF ALLEGIANCE
Vice Mayor Searcy gave the invocation and President Pro Tem Mullinix led the public in the Pledge.
APPROVAL OF MINUTES
The Minutes of the Regular Session held October 28, 2021 were approved as written.
STATEMENTS FROM THE PUBLIC
John Samadi, 512 Marlin Road, expressed his concerns with Council not responding to him
regarding his complaints about certain employees of the Village.
Chris Ryder, 118 Dory Road S, discussed and expressed his concerns regarding Palm Beach
Crew’s use of Anchorage Park and its dry storage.
Lisa Interlandi, 150 Anchorage Drive, discussed her concerns with proposed restrictions for
Lakeside Park and gave her recommendations for easing its parking issues.
Judy Pierman, 560 Greenway Drive, expressed her kudos to the Village for its events and the
opportunity that was afforded to the Youth Orchestra to practice in the Country Club Banquet
Room. Ms. Pierman stated that the Youth Orchestra was recognized by the Palm Beach Post.
PUBLIC HEARINGS AND QUASI-JUDICIAL MATTERS
There was no ex-parte communication for the following item:
PUBLIC HEARING AND SECOND READING OF ORDINANCE 2021-12 PROSPERITY
VILLAGE PUD
Draft Minutes of the Village Council Special Session held November 18, 2021 Page 2 of 6
PUBLIC HEARING AND SECOND READING OF ORDINANCE 2021-12 PROSPERITY
VILLAGE PUD continued
A motion was made by President Pro Tem Mullinix and seconded by Councilmember Norris to
adopt and enact on second reading Ordinance 2021-12 entitled:
AN ORDINANCE OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM
BEACH, FLORIDA, CREATING A RESIDENTIAL PLANNED UNIT DEVELOPMENT TO
BE KNOWN AS “PROSPERITY VILLAGE” ON APPROXIMATELY 2.33 ACRES OF REAL
PROPERTY LOCATED ON THE WEST SIDE OF PROSPERITY FARMS ROAD SOUTH OF
ALLAMANDA DRIVE, AS MORE PARTICULARLY DESCRIBED HEREIN; PROVIDING
FOR THE DEVELOPMENT OF THE PROPERTY IN ACCORDANCE WITH THE PLANS,
SPECIFICATIONS, WAIVERS AND CONDITIONS REFERENCED IN THIS ORDINANCE;
PROVIDING PROCEDURES FOR FUTURE MODIFICATIONS; PROVIDING FOR
CONFLICTS; PROVIDING FOR SEVERABILITY; AND PROVIDING FOR AN EFFECTIVE DATE.
Donaldson Hearing of Cotleur & Hearing stated that a detailed presentation regarding the proposed
Prosperity Village PUD was heard on first reading at the October 28th Council meeting and
requested that the presentation be made part of the record. Mr. Hearing gave a brief summary of
the proposed project. Mr. Hearing requested final approval for the proposed project.
Vice Mayor Searcy opened public comment.
Deborah Cross, 2560 Pepperwood Circle South expressed her concerns regarding the proposed
Prosperity Village PUD and asked that it be tabled in order to have time to address those concerns.
There being no further comments, Vice Mayor Searcy closed the public hearing.
Mayor Aubrey, President Pro Tem Norris and Councilmember Norris expressed support for the
proposed Prosperity Village PUD.
Vice Mayor Searcy and Councilmember Bickel expressed that they did not support the proposed
Prosperity Village PUD.
Thereafter, the motion to adopt and enact on second reading Ordinance 2021-12 passed 3 to 2 with
Mayor Aubrey, President Pro Tem Mullinix and Councilmember Norris voting aye and Vice
Mayor Searcy and Councilmember Bickel voting nay.
PUBLIC HEARING AND SECOND READING OF ORDINANCE 2021-19 CODE
AMENDMENT – CIVIL CITATIONS
A motion was made by Councilmember Norris and seconded by Councilmember Bickel to adopt
and enact on second reading Ordinance 2021-19 entitled:
AN ORDINANCE OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM
BEACH, FLORIDA, AMENDING CHAPTER 2, “ADMINISTRATION,” OF THE VILLAGE
CODE OF ORDINANCES BY AMENDING ARTICLE VII, “ALTERNATE METHOD OF
CODE ENFORCEMENT,” TO MODIFY THE PROCEDURES APPLICABLE TO THE
ISSUANCE OF CIVIL CODE ENFORCEMENT CITATIONS; PROVIDING FOR
CODIFICATION; PROVIDING FOR SEVERABILITY; PROVIDING FOR CONFLICTS; AND
PROVIDING FOR AN EFFECTIVE DATE.
Draft Minutes of the Village Council Special Session held November 18, 2021 Page 3 of 6
PUBLIC HEARING AND SECOND READING OF ORDINANCE 2021-19 CODE
AMENDMENT – CIVIL CITATIONS continued
Mr. Rubin explained the purpose of the proposed ordinance and stated that nothing had changed
since the first reading. Mr. Rubin stated that staff would be bringing forward a resolution to a future
meeting that would update the list of code sections that may be enforced by citation and would
modify the fine schedule for various violations of the Village Code.
Vice Mayor Searcy opened public comment.
There being no comments from the public, Vice Mayor Searcy closed the public hearing.
Thereafter, the motion to adopt and enact on second reading Ordinance 2021-19 passed
unanimously.
PUBLIC HEARING AND SECOND READING OF ORDINANCE 2021-20 CODE
AMENDMENT – FIRES AND GRILLS IN PARKS
A motion was made by President Pro Tem Mullinix and seconded by Councilmember Bickel to
adopt and enact on second reading Ordinance 2021-20 entitled:
AN ORDINANCE OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM
BEACH, FLORIDA, AMENDING ARTICLE I, “IN GENERAL,” OF CHAPTER 20, “PARKS,
PLAYGROUNDS AND RECREATION,” OF THE VILLAGE CODE OF ORDINANCES TO
ADOPT A NEW SECTION 20-10, “PROHIBITED FIRES AND GRILLS;” PROVIDING FOR
CODIFICATION; PROVIDING FOR SEVERABILITY; PROVIDING FOR CONFLICTS; AND
PROVIDING FOR AN EFFECTIVE DATE.
Mr. Lukasik explained the purpose of the ordinance and that there had been no changes since its
first reading. The ordinance would allow the use of grills in Village parks if they are provided by
the Village or if it was a contractor acting under the authority of the Village. The ordinance
precludes the use of private grills or having open flames in the parks.
Vice Mayor Searcy opened public comment.
There being no comments from the public, Vice Mayor Searcy closed the public hearing.
Vice Mayor Searcy asked if grills had been ordered for the parks.
Mr. Lukasik stated that grills had not been ordered yet. Mr. Lukasik stated that conversations were
needed with the Recreation Advisory Board or Council to provide direction.
Council came to consensus to have the Recreation Advisory Board make a recommendation for
the new grills in the Village’s parks.
Thereafter, the motion to adopt and enact on second reading Ordinance 2021-20 passed
unanimously.
Draft Minutes of the Village Council Special Session held November 18, 2021 Page 4 of 6
CONSENT AGENDA APPROVED
President Pro Tem Mullinix moved to approve the Consent Agenda. Mayor Aubrey seconded the
motion, which passed unanimously. The following items were approved:
Resolution approving an increase in the purchase order issued to Hy-Byrd Incorporated for
building inspection services for Fiscal Year 2021 by $20,425.
Resolution amending the Comprehensive Pay Plan adopted as part of the Fiscal Year 2022
Budget to include a part-time Functional Manager Position.
Receive for file Minutes of the General Employees Pension Board meeting held 8/3/21.
Receive for file Minutes of the Planning Commission meeting held 10/5/21.
Receive for file Minutes of the Library Advisory Board meeting held 10/26/21.
OTHER VILLAGE BUSINESS MATTERS
PRESENTATION – RECREATION NEEDS ASSESSMENT SURVEY
Mr. Barth of Barth and Associates gave a final presentation on the recreation needs assessment
survey results. Mr. Barth reviewed and discussed the scope of work, needs assessment finding and
recommendations. Mr. Barth concluded the presentation by asking if Council had any questions.
Vice Mayor Searcy asked what the next step would be.
Mr. Lukasik explained that the strategic prioritization process that is done every year is when and
how the recreation needs would be addressed.
Discussion ensued between Councilmembers and Mr. Barth regarding recreation programs that
were desired or needed in the Village.
RESOLUTION – QUASI-JUDICIAL PROCEDURES
A motion was made by Councilmember Norris and seconded by President Pro Tem Mullinix to
adopt a Resolution entitled:
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM
BEACH, FLORIDA, ADOPTING PROCEDURES APPLICABLE TO QUASI-JUDICIAL
PROCEEDINGS BEFORE THE VILLAGE COUNCIL AND PLANNING COMMISSION;
PROVIDING FOR CONFLICTS; AND PROVIDING FOR AN EFFECTIVE DATE.
Mr. Rubin explained that the Village never formally adopted a formal quasi-judicial proceeding.
Mr. Rubin stated that formal procedures were not legally required, however based on the revisions
and updates to the Village’s Commercial Zoning Code, Village staff anticipated an increase in
both the total number of quasi-judicial proceedings and the number of proceedings before Council.
Mr. Rubin discussed and explained what types of matters were considered quasi-judicial. If the
quasi-judicial matter involved an Ordinance with more than one reading, the first reading would
constitute the quasi-judicial proceeding. The Council may ratify its prior decision or re-open the
hearing. The proposed procedures also provide a procedure for participation by interested persons.
Interested persons who meet the required criteria would be entitled to participate in the hearing
and be afforded an opportunity to be heard in the same manner as party to the proceedings. Mr.
Rubin discussed and explained the proposed procedures for quasi-judicial proceedings.
Draft Minutes of the Village Council Special Session held November 18, 2021 Page 5 of 6
RESOLUTION – QUASI-JUDICIAL PROCEDURES continued
David Milledge of Cotleur & Hearing requested that Council direct staff to research what qualifies
persons as an interested or affected party and come up with a specific procedure.
Mr. Rubin explained that the proposed procedure was modeled after the Village’s notice
requirements.
Questions and discussion ensued between Councilmembers and Mr. Rubin regarding the proposed
procedures for quasi-judicial proceedings.
Council requested that revisions be made to the proposed quasi-judicial procedures to include a
more expansive definition of what would constitute an interested person that would be afforded
party status.
A motion was made by Councilmember Norris and seconded by Councilmember Bickel to table
the Resolution adopting procedures applicable to quasi-judicial proceedings to the next scheduled
Council meeting. Thereafter the motion passed unanimously.
RESOLUTION 2021-95 – DISCLAIMING VILLAGE’S INTEREST IN A DRAINAGE EASEMENT
A motion was made by Councilmember Norris and seconded by President Pro Tem Mullinix to
adopt Resolution 2021-95 entitled:
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH PALM
BEACH, FLORIDA, DISCLAIMING THE VILLAGE’S INTEREST IN A DRAINAGE
EASEMENT IN FAVOR OF PALM BEACH COUNTY ENCUMBERING A VACANT
PARCEL OF REAL PROPERTY LOCATED ON THE WEST SIDE OF PROSPERITY FARMS
ROAD SOUTH OF ALLAMANDA DRIVE, AS MORE PARTICULARLY DESCRIBED
HEREIN; PROVIDING FOR CONFLICTS; AND PROVIDING FOR AN EFFECTIVE DATE.
Mr. Rubin explained that the Village received a request from the property owner of the site for the
proposed Prosperity Village Planned Unit Development to disclaim the Village’s interest in a
Drainage Easement located on one of the vacant parcels. The easement runs in favor of Palm Beach
County, which owns the roadway. All other portions of the easement have already been abandoned
and was not utilized by the Village or any other utility provider. Northern Palm Beach County
Improvement District had already indicated that it had no objection to abandonment of the easement.
Thereafter, the motion to adopt Resolution 2021-95 passed with all present voting aye.
MAYOR AND COUNCIL MATTERS/REPORTS
Councilmember Bickel asked that Mr. Rubin address comments made by Mr. Ryder regarding
Palm Beach Crew’s use of Anchorage Park.
Mr. Rubin stated that he would address Mr. Ryder’s questions and concerns when the agreement
for Palm Beach Crew came back before Council for consideration.
President Pro Tem Mullinix stated that he addressed Mr. Samadi’s comments and concerns by
speaking with Village Manager Lukasik. President Pro Tem Mullinix stated that Council did not
deal directly with employees and that he was confident that Mr. Lukasik was handling and
addressing Mr. Samadi’s concerns.
Draft Minutes of the Village Council Special Session held November 18, 2021 Page 6 of 6
VILLAGE MANAGER MATTERS/REPORTS
Mr. Lukasik stated that Public Works Director Chuck Huff would introduce a new staff member.
Mr. Huff introduced Keith Davis as the new Fleet Manager in the Public Works Department.
ADJOURNMENT
There being no further business to come before the Council, the meeting was adjourned at 8:23 p.m.
VILLAGE OF NORTH PALM BEACH
VILLAGE ATTORNEY’S OFFICE
COMMUNITY DEVELOPMENT DEPARTMENT
TO: Honorable Mayor and Council
THRU: Andrew D. Lukasik, Village Manager
FROM: Leonard G. Rubin, Village Attorney
Jeremy Hubsch, Community Development Director
DATE: December 9, 2021
SUBJECT: ORDINANCE 1st Reading – Ordinance Prohibiting Time Share Units and Fractional
Ownership properties within the Village’s Residential Zoning Districts
Based on concerns raised by residents, the Village Council directed the Village Attorney to draft an
Ordinance prohibiting fractional ownership properties within the Village’s residential zoning districts. A
fractional ownership unit is similar to a time-share unit, which is defined by the Village Code as “a dwelling
unit in which the right of use or occupancy circulates among various persons for specific periods of time
less than one (1) year in accordance with a fixed time schedule.” The Village Code currently restricts
time-share units to the following three commercial zoning districts: the C-MU US-1 Mixed Use Zoning
District, the C-NB Northlake Boulevard Zoning District, and the C-3 Regional Business District. While
time-share units are not specifically prohibited within the Village’s residential zoning districts, according
to the principles applicable to the interpretation of municipal ordinances, the specific inclusion of a
permitted use in one district generally means that the use is prohibited in other zoning districts where not
specifically listed.
Fractional ownership v. time-shares:
The Code does not currently address the fractional ownership of real property, which differs slightly from
time-share units. Fractional ownership of residential property is an emerging trend in which shares of
ownership rights to a property are sold to multiple buyers, thus providing each buyer an ownership interest
and the right to use the property for a certain period of time. Although this model effectively operates
similarly to a time-share, fractional ownership typically conveys actual ownership rights instead of a right
to use of the property for a certain period of time only, and also divides a property into fewer fractions
than a typical time-share arrangement. In a typical fractional ownership scheme, the fraction of ownership
may directly correlate to the amount of time the owner is permitted to use and/or occupy the dwelling
unit, whereas in a typical time-share scheme, the customer typically buys only the rights to use the
property for a set period of time.
Impacts of transient uses on established neighborhoods:
Both time-shares and fractional ownership negatively impact and undermine the stability of established
residential neighborhoods by introducing transient uses and the adverse impacts typically associated
with such uses. The introduction of time-share units and fractional ownership properties within
established neighborhoods can disturb the quiet enjoyment of the residents of the neighborhood and
create numerous secondary impacts, including noise, loss of privacy, traffic, parking and a greater
demand on public services. Fractional ownership further reduces the number of available housing units
from the housing market for long-term residents to utilize and can adversely impact future development,
redevelopment, safety and property maintenance as a result of the complexities associated with the
incongruent and changing objectives, intents and goals of multiple owners. While the impacts of both
time-shares and fractional ownership are similar to vacation rentals and community (recovery)
residences, the Village is cannot prohibit these uses pursuant to state and federal law.
Proposed revisions to the Village Code:
The attached Ordinance amends Section 45-2 of the Village Code to provide the following definition f or
the term fractional ownership:
Fractional ownership shall mean shared ownership of a property, entitlement to ownership
rights of a property, entitlement to use a property, or possession of property through any
means whereby an owner of the property or fraction thereof, receives ownership rights in,
or the right to use, the property for a period of time less than one (1) full year within a two
(2) year period.
As discussed above, the Village Code already defines a time share unit as “a dwelling unit in which the
right of use or occupancy circulates among various persons for specific periods of time less than one (1)
year in accordance with a fixed time schedule.”
The Ordinance also amends Section 45-36 of the Village Code to add a new subsection (V) to read as
follows:
V. Time-share units and fractional ownership.
Time-share units and the fractional ownership of any parcel of real property shall
be prohibited in all residential zoning districts. Such prohibition shall not include
community residences or vacation rentals as defined and regulated in this chapter.
Planning Commission:
At its November 9, 2021 meeting, the Planning Commission reviewed the proposed Ordinance at a public
hearing and voted to recommend approval to the Village Council.
The attached Ordinance has been prepared by the Village Attorney and reviewed for legal sufficiency.
There is no fiscal impact.
Recommendation:
Village Staff requests Council consideration and approval on first reading of the attached
Ordinance prohibiting time share units and fractional ownership properties within the Village’s
Residential Zoning Districts.
Page 1 of 3
ORDINANCE NO. _____ 1
2
AN ORDINANCE OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH 3
PALM BEACH, FLORIDA, AMENDING APPENDIX C (CHAPTER 45), 4
“ZONING,” OF THE VILLAGE CODE OF ORDINANCES TO INCORPORATE A 5
DEFINITION OF FRACTIONAL OWNERSHIP AND EXPRESSLY PROHIBIT 6
FRACTIONAL OWNERSHIP UNITS AND TIME -SHARE UNITS IN THE 7
VILLAGE’S RESIDENTIAL ZONING DISTRICTS; AMENDING SECTION 45 -2, 8
“DEFINITIONS,” AND SECTION 45-36, “GENERAL PROVISIONS;” 9
PROVIDING FOR CODIFICATION; PROVIDING FOR SEVERABILITY; 10
PROVIDING FOR CONFLICTS; AND PROVIDING FOR AN EFFECTIVE DATE. 11
12
WHEREAS, to the extent not preempted by state or federal law, the Village possesses the Home Rule 13
Authority granted by the Florida Constitution and Chapter 166, Florida Statutes, to regulate local land 14
use issues; and 15
16
WHEREAS, the Village Code of Ordinances currently allows time-share units within specified mixed 17
use and commercial zoning districts, specifically the C-MU US-1 Mixed Use District, the C-NB 18
Northlake Boulevard Commercial District, and the C-3 Regional Business District; and 19
20
WHEREAS, according to the general principles applicable to the interpretation of municipal 21
ordinances, the specific inclusion of a permitted use in one district means that the use is prohibited in 22
other zoning districts where not specifically listed; and 23
24
WHEREAS, the Village Council wishes to confirm and expressly prohibit time-share units within its 25
residential zoning districts and to expand the prohibition to include fractional ownership; and 26
27
WHEREAS, fractional ownership of residential property is an emerging trend in which shares of 28
ownership rights to a property are sold to multiple buyers, thus providing each buyer an ownership 29
interest and the right to use the property for a certain period of time; and 30
31
WHEREAS, although this model effectively operates similarly to a time -share, it typically conveys 32
actual ownership rights instead of a right to use of the property for a certain period of time only, and 33
also divides a property into fewer fractions than a typical time-share arrangement; and 34
35
WHEREAS, in a typical fractional ownership scheme, the fraction of ownership may directly 36
correlate to the amount of time the owner is permitted to use and/or occupy the dwelling unit, whereas 37
in a typical time-share scheme, the customer typically buys only the rights to use the property for a 38
set period of time; and 39
40
WHEREAS, recent trends indicate that fractional ownership schemes are being applied to single-41
family residences; and 42
43
WHEREAS, both time-shares and fractional ownership negatively impact and undermine the stability 44
of established residential neighborhoods by introducing a transient use and the adverse impacts 45
typically associated with such use; and 46
47
WHEREAS, the introduction of time-share units and fractional ownership properties within 48
established neighborhoods can disturb the quiet enjoyment of the residents of the neighborhood and 49
Page 2 of 3
create numerous secondary impacts, including noise, loss of privacy, traffic, parking and a greater 1
demand on public services; and 2
3
WHEREAS, fractional ownership further reduces the number of available housing units from the 4
housing market for long-term residents to utilize; and 5
6
WHEREAS, fractional ownership can adversely impact future development, redevelopment, safety 7
and property maintenance as a result of the complexities associated with the incongruent and changing 8
objectives, intents and goals of multiple owners; and 9
10
WHEREAS, as required by Section 21-12 of the Village Code of Ordinances, the Village’s Planning 11
Commission conducted a duly advertised public hearing on this Ordinance and provided its 12
recommendation to the Village Council; and 13
14
WHEREAS, the Village Council determines that the adoption of this Ordinance benefits the public 15
health, safety and welfare of the residents of the Village of North Palm Beach. 16
17
NOW, THEREFORE, BE IT ORDAINED BY THE VILLAGE COUNCIL OF THE VILLAGE OF 18
NORTH PALM BEACH, FLORIDA as follows: 19
20
Section 1. The foregoing “Whereas” clauses are hereby ratified and incorporated herein. 21
22
Section 2. The Village Council hereby amends Article I, “In General,” of Appendix C (Chapter 23
45), “Zoning,” of the Village Code of Ordinances by amending Section 45-2 to read as follows 24
(additional language underlined): 25
26
Sec. 45-2. Definitions. 27
28
For the purposes of this Code, certain words and terms are defined as follows: 29
30
* * * 31
32
Fractional ownership shall mean shared ownership of a property, entitlement 33
to ownership rights of a property, entitlement to use a property, or possession of 34
property through any means whereby an owner of the property or fraction thereof, 35
receives ownership rights in, or the right to use, the property for a period of time less 36
than one (1) full year within a two (2) year period. 37
38
* * * 39
40
Time-share unit is a dwelling unit in which the right of use or occupancy 41
circulates among various persons for specific periods of time less than one (1) year in 42
accordance with a fixed time schedule. 43
44
Section 3. The Village Council hereby amends Article III, “District Regulations,” of Appendix 45
C (Chapter 45), “Zoning,” of the Village Code of Ordinances by amending Section 45-36 to read as 46
follows: 47
48
49
Page 3 of 3
Sec. 45-36. General provisions. 1
2
The provisions of this article shall be subject to the following provisions and 3
exceptions: 4
5
* * * 6
7
V. Time-share units and fractional ownership. 8
9
Time-share units and the fractional ownership of any parcel of real property 10
shall be prohibited in all residential zoning districts. Such prohibition shall not include 11
community residences or vacation rentals as defined and regulated in this chapter. 12
13
Section 4. The provisions of this Ordinance shall become and be made a part of the Code of the 14
Village of North Palm Beach, Florida. 15
16
Section 5. If any section, paragraph, sentence, clause, phrase, or word of this Ordinance is for 17
any reason held by a court of competent jurisdiction to be unconstitutional, inoperative or void, such 18
holding shall not affect the remainder of the Ordinance. 19
20
Section 6. All ordinances or parts of ordinances in conflict with this Ordinance are hereby 21
repealed to the extent of such conflict. 22
23
Section 7. This Ordinance shall become effective immediately upon adoption 24
25
PLACED ON FIRST READING THIS _____ DAY OF ________________, 2021. 26
27
PLACED ON SECOND, FINAL READING AND PASSED THIS ______ DAY OF ___________, 28
2022. 29
30
31
(Village Seal) 32
MAYOR 33
34
35
ATTEST: 36
37
38
VILLAGE CLERK 39
40
41
APPROVED AS TO FORM AND 42
LEGAL SUFFICIENCY: 43
44
45
VILLAGE ATTORNEY 46
47
VILLAGE OF NORTH PALM BEACH
VILLAGE ATTORNEY’S OFFICE
TO: Honorable Mayor and Council
THRU: Andrew D. Lukasik, Village Manager
FROM: Leonard G. Rubin, Village Attorney
DATE: December 9, 2021
SUBJECT: ORDINANCE 1st Reading – Ordinance adopting formal parking citation procedures and
expanding parking restrictions on rights-of-way in the vicinity of Lakeside Park
Article III of Chapter 18 of the Village Code generally regulates parking throughout the Village. As
authorized by Section 316.008, Florida Statutes, the Village may regulate or prohibit stopping, standing
and parking on streets and highways within its jurisdiction through the exercise of its police powers. The
purpose of the attached Ordinance is to standardize the Village’s procedures for the issuance of parking
citations and expand the Village’s enforcement authority.
The proposed Ordinance accomplishes the following:
Expands the restrictions on parking set forth in Section 18-34.1(b) of the Village Code on rights-
of way in the vicinity of Lakeside Park by allowing for the enforcement of such restrictions between
sunrise and sunset on a daily basis (in lieu of weekends and holidays only).
Provides for general prohibitions against stopping, parking and standing (except when necessary
to avoid conflict with other traffic or in compliance with the directions of a law enforcement officer
or traffic control device) in the following areas:
On a sidewalk or in such a manner that any part of the vehicle is protruding over the sidewalk;
Within any intersection or crosswalk;
On a bicycle path or exclusive bicycle lane;
Within a marked fire lane; and
Within any are where a sign or other traffic control device (including signals, markings and
devices placed or erected by the Village for the purpose of regulating, warning or guiding
motor vehicles and traffic) prohibits standing, stopping or parking.
Adopts standard parking citation procedures and allows the issuance of citations for any Code
provision regulating parking, including those applicable within Village parks (including the boat
launching area at Anchorage Park) and registered vacation rentals.
Allows for the issuance of citations by a law enforcement officer, a code enforcement officer or a
park ranger.
Provides procedures for the payment of fines, the assessment of delinquent fees, and a method
for challenging a parking citation before the Village’s Code Enforcement Special Magistrate.
Allows fines that remain unpaid to be referred for collection to a collection agency designated by
the Village.
The Ordinance specifically provides that the issuance of a parking citation is an additional and
supplemental means of enforcing the Village Code and shall not prohibit the enforcement of the Village’s
Codes and Ordinances by any other means. The Ordinance also incorporates the statutory provisions
applicable to parking in spaces reserved for the physically disabled, for which the fine is established by
statute at $250.00.
The Ordinance removes the fines for violations of Section 5-33 (requiring vehicles using the boat ramps
at Anchorage Park to have a Village launch sticker) and Section 5-35 (parking at the boat launch area)
set forth in Section 5-38 of the Village Code so that these fines may be adopted (and modified) by
resolution of the Village Council. Village Staff will be bringing back a proposed fine schedule, along with
the fine schedule for code enforcement civil citations, at the first Village Council meeting in January.
The attached Ordinance has been prepared and reviewed for legal sufficiency by the Village Attorney.
There is no fiscal impact.
Recommendation:
Village Staff requests Council consideration and approval on first reading of the attached
Ordinance adopting formal parking citations procedures and modifying the parking regulations
set forth in Chapter 18 of the Village Code of Ordinances.
Page 1 of 7
ORDINANCE NO. 2021-____ 1
2
AN ORDINANCE OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH 3
PALM BEACH, FLORIDA, AMENDING ARTICLE III, “STOPPING, STANDING 4
AND PARKING,” OF CHAPTER 18, “MOTOR VEHICLES AND TRAFFIC,” OF 5
THE VILLAGE CODE OF ORDINANCES TO UPDATE THE VILLAGE’S 6
REGULATIONS AND FORMALIZE THE PARKING CITATION PROCEDURE; 7
AMENDING SECTION 18-34.1, “VEHICLE, TRAILER OR BOAT PARKING 8
PROHIBITED UPON PAVED OR UNPAVED AREA OF ROAD RIGHT-OF-WAY 9
OF SPECIFIC ROADWAYS,” TO ALLOW FOR DAILY ENFORCEMENT OF THE 10
RESTRICTIONS IN SUBSECTION (B); REPEALING SECTION 18-36, “PARKING 11
IN VIOLATION OF SIGNS,” SECTION 18-37, ‘VIOLATIONS; FINES – 12
HANDICAP SPACES,” AND SECTION 18-38, “SAME – NON-HANDICAP 13
SPACES,” AND ADOPTING A NEW SECTION 18-36, “STOPPING, STANDING 14
AND PARKING IN SPECIFIED AREAS,” SECTION 18-37, “PARKING CITATION 15
PROCEDURE,” SECTION 18-38, “FINES,” AND SECTION 18-39, “PARKING 16
SPACES FOR THE PHYSICALLY DISABLED;” AMENDING ARTICLE II, “BOAT 17
LAUNCHING AREA,” OF CHAPTER 5, “BOATS, DOCKS AND WATERWAYS,” 18
BY REPEALING SECTION 5-38, “VIOLATION; PENALTY;” PROVIDING FOR 19
CODIFICATION; PROVIDING FOR SEVERABILITY; PROVIDING FOR 20
CONFLICTS; AND PROVIDING FOR AN EFFECTIVE DATE. 21
22
WHEREAS, the Village of North Palm Beach, as a duly organized Florida municipality, 23
possesses the Home Rule Authority conferred upon it by the Florida Constitution and Chapter 166, 24
Florida Statutes; and 25
26
WHEREAS, Section 316.008, Florida Statutes, authorizes municipalities, with respect to streets 27
and highways under their jurisdiction and within the reasonable exercise of their police powers, to 28
regulate or prohibit stopping, standing and parking; and 29
30
WHEREAS, the Village Council wishes to amend Article III, “Stopping, Standing and 31
Parking,” of Chapter 18, “Motor Vehicles and Traffic,” of the Village Code of Ordinance to: modify 32
the regulations set forth in Section 18-34.1(b) applicable to rights-of-way in the vicinity of Lakeside 33
Park; provide additional regulations applicable to parking, stopping and standing; update and formalize 34
the Village’s parking citation procedures and extend such procedures to all Village Code provisions 35
regulating parking; and provide for the establishment of all fines by resolution of the Village Council 36
(including the removal of fines currently set forth in Chapter 5 of the Village Code); and 37
38
WHEREAS, the Village Council determines that the adoption of this Ordinance is in the best 39
interests of the residents of the Village of North Palm Beach. 40
41
NOW, THEREFORE, BE IT ORDAINED BY THE VILLAGE COUNCIL OF THE VILLAGE OF 42
NORTH PALM BEACH, FLORIDA as follows: 43
44
Section 1. The foregoing “Whereas” clauses are hereby ratified as true and correct and are 45
incorporated herein. 46
47
Page 2 of 7
Section 2. The Village Council hereby amends Chapter 18, “Motor Vehicles and Traffic,” of the 1
Village Code of Ordinances by amending Article III, “Stopping, Standing and Parking,” to read as 2
follows (additional language is underlined and deleted language is stricken through): 3
4
ARTICLE III. - STOPPING, STANDING AND PARKING 5
6
* * * 7
Sec. 18-34. Parking restricted. 8
9
(a) Between the hours of 2:00 a.m. and 6:00 a.m. on streets where no curbing is 10
provided, the parking of a vehicle shall not usurp more than twelve (12) inches 11
of the paved portion of the street. 12
13
(b) No person shall leave any truck, trailer, boat or any vehicle of a similar type 14
parked upon any public street or highway within the village between the hours 15
of 12:30 a.m. and 6:00 a.m. 16
17
(c) No truck with a payload or carrying capacity (truck model rating) in excess of 18
one-ton shall be parked upon a public street or highway inclusive of swale area 19
within the village; provided, however, commercial vehicles making deliveries 20
or pickups or otherwise servicing residential, commercial or industrial property 21
within the village shall have the right, if necessary, to temporarily park in such 22
areas during normal business hours. 23
24
(d) No truck with a payload or carrying capacity (truck model rating) in excess of 25
one-ton shall be parked at any time upon private property within the village 26
unless such truck is being utilized as part of an existing business on the private 27
property; provided, however, commercial vehicles making deliveries or 28
pickups or otherwise servicing residential, commercial or industrial property 29
within the village shall have the right, if necessary to temporarily park upon 30
private property during normal business hours. 31
32
(e) The following vehicles shall not be parked overnight (from 11:00 p.m. to 7:00 33
a.m.) in any residential zoning district, unless parked within a fully enclosed 34
garage: 35
36
(1) Tractor trailers, and semi-trailer trucks; 37
38
(2) Tow trucks, wreckers or flat bed vehicle carriers; 39
40
(3) Commercial buses, school buses, or vans accommodating more than 41
sixteen (16) passengers; 42
43
(4) Dump trucks; 44
45
(5) Construction equipment and vehicles, including farm tractors, 46
backhoes, front-end loaders, cranes, cement mixers, pitch buckets or 47
similar items; 48
Page 3 of 7
(6) Step vans, panel trucks or other vehicles with rectangular bulk and a 1
payload or carrying capacity in excess of one-ton; 2
3
(7) Any vehicle used and designed for the commercial sale of food or 4
beverages; 5
6
(8) More than one (1) taxi, car service vehicle, or limousine; 7
8
(9) Stretch limousines (i.e., any automobile, sport utility vehicle or van for 9
hire, and of original manufacture or remanufacture, that exceeds a 10
seating capacity of eight (8) persons); 11
12
(10) Boom or bucket trucks; 13
14
(11) Swamp buggies and half-tracks; 15
16
(12) Tandem wheel pick up trucks (dooley type); and 17
18
(13) Vehicles that exceed eight (8) feet in height, inclusive of attached 19
equipment and accessories. 20
21
(f) In addition to the foregoing, vehicles with commercial advertising or markings 22
that occupy more than ten (10) square feet of any given side of the vehicle shall 23
not be parked overnight (from 11:00 p.m. to 7:00 a.m.) in any residential 24
zoning district unless: 25
26
(1) The vehicle is covered with a fitted vehicle cover specifically 27
manufactured for that purpose; 28
29
(2) The vehicle is parked within a fully enclosed garage or otherwise 30
screened from view from adjacent properties and rights-of-way; or 31
32
(3) The vehicle's commercial advertising or markings are completely 33
covered by magnetic signs affixed to the vehicle that have no markings 34
whatsoever and are the same color as the base paint of the vehicle. 35
36
Sec. 18-34.1. Vehicle, trailer or boat parking prohibited upon paved or unpaved 37
area of the road right-of-way of specific roadways. 38
39
(a) The parking of any vehicle, trailer or boat is hereby prohibited upon the paved 40
or unpaved area of the road right-of-way of those portions of the following 41
described roadways located within the corporate limits of the Village of North 42
Palm Beach, Florida: 43
44
State Road A-1-A; 45
46
Prosperity Farms Road; 47
48
Page 4 of 7
U.S. Highway # 1 (SR #5); 1
2
Northlake Boulevard; 3
4
800 Block of Lighthouse Drive; 5
6
North side of Lighthouse Drive between Lighthouse Bridge and one hundred 7
(100) feet east of the east right-of-way line of Lagoon Drive; 8
North Anchorage Drive from Eastwind Drive to U.S. #1 (SR #5); 9
10
South Anchorage Drive and Eastwind Drive adjacent to the North Palm Beach 11
Elementary School property only during the period starting one (1) hour prior 12
to and ending one (1) hour after published school hours inclusive; 13
14
Southerly most four hundred (400) feet of the westerly road right-of-way of 15
Castlewood Drive adjacent to the First Church of Christ Scientist. 16
17
(b) From sunrise to sunset on weekends and legal holidays, the parking of any 18
vehicle is hereby prohibited upon the paved or unpaved area of the road right-19
of-way of the following described roadways (or portions thereof) located 20
within the corporate limits of the Village of North Palm Beach, Florida: 21
22
Lakeside Drive from the southerly right-of-way line of Anchorage Drive North 23
south to Atlantic Road; 24
25
Atlantic Road; 26
27
Lakeside Court; 28
29
Lakeside Circle; 30
31
Lighthouse Drive from U.S. Highway One to Lakeside Drive; 32
33
Buoy Road; 34
35
Cruiser Road South; 36
37
Cruiser Road North; 38
39
Dory Road South; and 40
41
Dory Road North; 42
43
Notwithstanding the foregoing, residents may continue to park boats and boat 44
trailers and recreational vehicles and trailers in the swales of these roadways 45
on a temporary basis to the extent authorized by sections 18-35 and 18-35.1 of 46
this article. 47
48
Page 5 of 7
* * * 1
Sec. 18-36. Parking in violation of signs 2
3
It shall be unlawful, when signs have been erected giving notice thereof, to 4
stop, stand or park a vehicle in violation of signs regulating or prohibiting the stopping, 5
standing or parking of vehicles. 6
7
Sec. 18-36. Stopping, parking and standing prohibited in specified areas. 8
9
No person shall stop, park or leave standing a motor vehicle in any of the 10
following places, except when necessary to avoid conflict with other traffic or in 11
compliance with the directions of a law enforcement officer or traffic control device: 12
13
(1) On a sidewalk or in such a manner that any part of the vehicle is 14
protruding over a sidewalk; 15
16
(2) Within any intersection or crosswalk; 17
18
(3) On a bicycle path or exclusive bicycle lane; 19
20
(4) Within a marked fire lane; and 21
22
(5) Within any area where a sign or other traffic control device (including 23
signals, markings and devices placed or erected by the village for the 24
purpose of regulating, warning or guiding motor vehicles and traffic) 25
prohibits standing, stopping or parking. 26
27
Sec. 18-37. - Violations; fines—Handicap spaces. 28
29
The fine for stopping, standing or parking in handicap parking spaces in 30
violation of F.S. sections 316.1955, 316.1956 shall be in the amount of one hundred 31
dollars ($100.00). 32
33
Sec. 18-38. - Same—Non-handicap spaces. 34
35
The fine for stopping, standing and parking a vehicle in violation of provisions, 36
other than handicap parking provisions, of this article shall be in the amount of twenty-37
five dollars ($25.00). 38
39
Sec. 18-37. Parking citation procedure. 40
41
(a) Any violator of the provisions of this article or any other code provision 42
regulating parking within the village, including but not limited to Section 5-33, Section 43
5-35, Section 20-5, and Section 45-40(c)(4), may be notified of said violation by the 44
issuance of a citation to the operator of the vehicle or the attachment of the citation to 45
the vehicle by a law enforcement officer, code enforcement officer or in the case of 46
violations at village parks, a park ranger. 47
48
Page 6 of 7
(b) Payment of the parking fine may b e made at the police department 1
within the timeframe specified on the citation. 2
3
(c) If the violator does not pay the citation within the specified time frame, 4
the village shall assess a delinquent fee 5
6
(d) Persons wishing to challenge the issuance of a parking citation may 7
request a hearing before the village’s code enforcement special magistrate within the 8
timeframe specified on the citation. A request for a hearing or the failure to pay fine 9
amount and, if applicable, delinquent fee constitutes a waiver of the right to pay the 10
amount of the civil penalty indicated on the citation and subjects the person to whom 11
a citation is issued to a fine of up to up $150.00 plus administrative costs incurred by 12
the village (except for fines for disabled parking violations which shall not exceed 13
$250.00 plus administrative costs incurred by the village). 14
15
(e) If the specified fine, delinquent fee, and/or administrative costs are not 16
paid by the time set forth for payment, the entire amount may be referred for collection 17
to a collection agency designated by the village. 18
19
(f) The issuance of parking citations constitutes an additional and 20
supplemental means of enforcing the provisions of the village code and shall not 21
prohibit the village from enforcing its codes or ordinances by any other lawful means. 22
23
Sec. 18-38. Fine schedule. 24
25
With the exception of parking in spaces designated for the physically disabled, 26
for which in the penalty is specified in section 18-39, the village council shall adopt 27
by resolution a fine schedule and delinquent fee for the violations specified in Section 28
18-37(a). 29
30
Sec. 18-39. Parking spaces for the physically disabled 31
32
(a) The provisions of Sections 316.1955—316.1959, 316.1964 and 33
316.1967, Florida Statutes, are specifically incorporated herein by reference, and the 34
village is empowered to enforce such provisions. 35
36
(b) A violation of Section 316.1955, Florida Statutes, shall be deemed a 37
civil infraction, the fine for which shall be $250.00. The penalties set forth herein are 38
nonexclusive and may be imposed in addition to or in lieu of any other penalties set 39
forth in Florida Statutes. 40
41
Section 3. The Village Council hereby amends Article II, “Boat Launching Area,” of Chapter 5, 42
“Boats, Docks and Waterways,” of the Village Code of Ordinances by repealing Section 5-38 (deleted 43
language is stricken through): 44
45
Sec. 5-38. - Violation; penalty. 46
47
Page 7 of 7
Violation of any provision of section 5-33, Designated; use restricted 1
or section 5-35, Vehicle/trailer parking in designated areas; permits required, shall 2
result in a civil fine of fifty dollars ($50.00) for a first offense and one hundred dollars 3
($100.00) for any subsequent violation. 4
5
Section 4. The provisions of this Ordinance shall become and be made part of the Code of 6
Ordinances for the Village of North Palm Beach, Florida. 7
8
Section 5. If any section, paragraph, sentence, clause, phrase or word of this Ordinances is for 9
any reason held by a court of competent jurisdiction to be unconstitutional, inoperative or void, such 10
holding shall not affect the remainder of the Ordinance. 11
12
Section 6. All ordinances and resolutions, or parts of ordinances and resolutions, in conflict 13
herewith are hereby repealed to the extent of such conflict. 14
15
Section 7. This Ordinance shall be effective immediately upon adoption. 16
17
PLACED ON FIRST READING THIS _____ DAY OF ________________, 2021. 18
19
PLACED ON SECOND, FINAL READING AND PASSED THIS ______ DAY OF ___________, 20
2022. 21
22
23
24
(Village Seal) 25
MAYOR 26
27
ATTEST: 28
29
30
VILLAGE CLERK 31
32
APPROVED AS TO FORM AND 33
LEGAL SUFFICIENCY: 34
35
36
VILLAGE ATTORNEY 37
VILLAGE OF NORTH PALM BEACH
COUNTRY CLUB - GOLF OPERATIONS
TO: Honorable Mayor and Council
THRU: Andrew D. Lukasik, Village Manager
FROM Allan Bowman, Head Golf Professional
DATE: December 9, 2021
SUBJECT: RESOLUTION – Approving an Amendment to the Contract with All Florida Tree
and Landscape, Inc.
Through the adoption of Resolution No. 2021-84 on September 23, 2021, the Village Council
approved a Contract with All Florida Tree and Landscaping, Inc. for Arboricultural Services in the
amount of $40,000. However, due to the removal of some dead and invasive trees that weren’t
identified in the initial scope of work, the cost of the services provided by the vendor exceeded the
amount of the contract by $9,048.16.
Village Staff is recommending approval of an Amendment to the Contract to increase the total amount
of compensation to $49,048.16.
Account Information:
Fund Department /
Division
Account
Number
Account
Description Amount
Country
Club
Golf / Golf Course
Maintenance L8045-33430 Tree Trimming $49,048.16
The attached Resolution and Amendment have been prepared and/or reviewed for legal sufficiency
by the Village Attorney.
Recommendation:
Village Staff requests Council consideration and approval of the attached Resolution
approving an Amendment to the Contract with All Florida Tree and Landscape, Inc. for
Arboriculture Services to increase the total compensation amount to $49,048.16, with funds
expended from Account No. L8045-33430 (Golf Course Maintenance – Tree Trimming) and
authorizing the Mayor and Village Clerk to execute the Amendment in accordance with
Village policies and procedures.
RESOLUTION 2021-_____
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH
PALM BEACH, FLORIDA APPROVING AN AMENDMENT TO THE
CONTRACT WITH ALL FLORIDA TREE AND LANDSCAPE, INC. FOR
ARBORICULTURAL SERVICES AT THE NORTH PALM BEACH COUNTRY
CLUB GOLF COURSE AND AUTHORIZING THE MAYOR AND VILLAGE
CLERK TO EXECUTE THE AMENDMENT ON BEHALF OF THE VILLAGE;
PROVIDING FOR CONFLICTS; AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, through the adoption of Resolution No. 2021-84 on September 23, 2021, the Village
Council approved a Contract with All Florida Tree and Landscape, Inc. for arboricultural services at
the North Palm Beach Country Club; and
WHEREAS, due to the removal of additional (and previously unknown) dead and invasive trees, the
parties wish to increase the amount of compensation payable under the Contract; and
WHEREAS, the Village Council determines that the adoption of this Resolution is in the best interests
of the residents 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 hereby approves an Amendment to the Contract with All Florida
Tree and Landscape, Inc. for arboricultural services at the North Palm Beach Country Club Golf
Course to increase the amount of compensation from $40,000.00 to $49,048.16, with funds expended
from Account No. L8045-33430 (Golf Course Maintenance – Tree Trimming), and authorizes the
Mayor and Village Clerk to execute the Amendment on behalf of the Village.
Section 3. All resolutions or parts of resolutions in conflict with this Resolution are hereby
repealed to the extent of such conflict.
Section 4. This Resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED THIS ____DAY OF ____________, 2021.
(Village Seal)
MAYOR
ATTEST:
VILLAGE CLERK
Page 1 of 2
AMENDMENT TO CONTRACT
THIS AMENDMENT is made as of this _______ day of ______________, 2021, by and between the
VILLAGE OF NORTH PALM BEACH, 501 U.S. Highway One, North Palm Beach, Florida 33408, a
Florida municipal corporation (hereinafter “VILLAGE”), and ALL FLORIDA TREE & LANDSCAPE,
INC., 1760 Jog Road, Suite 150, West Palm Beach, Florida 33411 (hereinafter “CONTRACTOR”),
whose F.E.I. Number is 05-0567287.
RECITALS
WHEREAS, the VILLAGE and CONTRACTOR executed a Contract dated September 23, 2021,
(“Contract”) whereby CONTRACTOR agreed to perform arboricultural services at the Country Club
Golf Course based on pricing established in an existing City of Weston Contract; and
WHEREAS, the VILLAGE and CONTRACTOR wish to amend the Contract to increase the total
amount of compensation payable for services provided by CONTRACTOR.
NOW THEREFORE, in consideration of the mutual promises set forth in the Contract, as modified
herein, and other good and valuable consideration, the receipt and sufficiency of wh ich are hereby
acknowledged, the parties hereto agree as follows:
1. The foregoing recitals are ratified and incorporated herein.
2. Section 3.B of the Contract is hereby amended to read as follows: “The total cost of such services
shall not exceed $49,048.16.”
3. All other provisions of the Contract, to the extent not expressly modified herein, shall remain in
full force and effect.
IN WITNESS WHEREOF, the VILLAGE and CONTRACTOR hereto have made and executed this
Amendment as of the day and year first above written.
ALL FLORIDA TREE & LANDSCAPE, INC.
By:
Print Name:__________________________
Position:_____________________________
VILLAGE OF NORTH PALM BEACH
By: ________________________________
DARRYL AUBREY
MAYOR
ATTEST:
BY:________________________________
VILLAGE CLERK
Page 2 of 2
APPROVED AS TO FORM AND
LEGAL SUFFICIENCY
BY: ________________________________
VILLAGE ATTORNEY
RESOLUTION 2021-84
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH
1
PALM BEACH, FLORIDA APPROVING A CONTRACT AWARD TO ALL
FLORIDA TREE AND LANDSCAPE, INC. FOR ARBORICULTURAL SERVICES
AT THE NORTH PALM BEACH COUNTRY CLUB GOLF COURSE UTILIZING
PRICING ESTABLISHED IN AN EXISTING AGREEMENT WITH THE CITY OF
WESTON AND AUTHORIZING THE MAYOR AND VILLAGE CLERK TO
EXECUTE THE CONTRACT ON BEHALF OF THE VILLAGE; AND PROVIDING
FOR AN EFFECTIVE DATE.
WHEREAS, the Village is in need of a contractor to perform arboricultural services at the North Palm
Beach County Club Golf Course, including, but not limited to, trimming and pruning the oak trees,
removing non-native species, stump grinding and basic trimming of other trees; and
WHEREAS, Village Staff recommended that the Contract be awarded to All Florida Tree and
Landscape, Inc. pursuant to pricing established in an existing Agreement for Arboricultural Services
with the City of Weston (RFP No. 2017-12); and
WHEREAS, the Village Council determines that the adoption of this Resolution is in the best interests
of the citizens and residents 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 hereby approves a Contract with All Florida Tree and Landscape,
Inc. for arboricultural services at the North Palm Beach Country Club Golf Course pursuant to pricing
established in an existing Agreement for Arboricultural Services with the City of Weston (RFP No.
2017-12) and authorizes the Mayor and Village Clerk to execute the Contract on behalf of the Village,
a copy of which is attached hereto and incorporated herein. The total cost of this Contract shall not
exceed $40,000.00, with funds expended from Account No. L8045-33430 (Golf Course Maintenance —
Tree Trimming).
Section 3. This Resolution shall take effect immediately upon adoption.
PASS TED THIS 23RDDAY OF SEPTEMBER, 2021.
o.•.
V RIDA
0
AYOR
kATT
VILLA CLERK
Page 1 of 5
CONTRACT
This Contract is made as of this 23rd day of September, 2021, by and between the VILLAGE OF
NORTH PALM BEACH, 501 U.S. Highway One, North Palm Beach, Florida 33408, a Florida
municipal corporation (hereinafter “VILLAGE”), and ALL FLORIDA TREE & LANDSCAPE,
INC., 1760 Jog Road, Suite 150, West Palm Beach, Florida 33411 (hereinafter “CONTRACTOR”),
whose F.E.I. Number is 05-0567287.
RECITALS
WHEREAS, the VILLAGE is in need of a contractor to perform arboricultural services at the North
Palm Beach Country Club Golf Course; and
WHEREAS, the City of Weston, through its competitive selection process, awarded an Agreement
for Arboricultural Services (RFP No. 2017-12) (“Weston Contract”) to CONTRACTOR; and
WHEREAS, the VILLAGE requested that CONTRACTOR provide the requested services based on
the pricing established in the Weston Contract; and
WHEREAS, as authorized by the VILLAGE’s purchasing policies and procedures, the VILLAGE
desires to retain CONTRACTOR’s services by “piggy-backing” the Weston Contract, including all
terms, conditions and pricing set forth therein.
NOW THEREFORE, in consideration of the mutual promises set forth herein, the receipt and
sufficiency of which are hereby acknowledged, the parties hereto agree as follows:
1. Recitals. The parties agree that the recitals set forth above are true and correct and are fully
incorporated herein by reference.
2. WESTON Contract. The City of Weston’s Agreement for Arboricultural Services (RFP No.
2017-12) with CONTRACTOR, attached hereto as Exhibit “A,” is incorporated herein by reference.
3. CONTRACTOR’s Services and Time of Completion.
A. In accordance with the terms and conditions of the Weston Contract and at the direction of the
VILLAGE, CONTRACTOR shall perform arboricultural services at the North Palm Beach Country
Club Golf Course, including, but not limited to, trimming and pruning the oak trees, removing non-
native species, stump grinding and basic trimming of other trees.
B. The total cost of such services shall not exceed $40,000.00.
C. The services to be provided by CONTRACTOR shall be commenced subsequent to the
execution and approval of this Contract by the VILLAGE and upon written notice from the VILLAGE
to CONTRACTOR to proceed.
4. Conflict of Terms and Conditions. Conflicts between documents shall be resolved in the
following order of precedence:
A. This Contract
DocuSign Envelope ID: 77865E8F-5445-4C93-BF63-125AFF178272DocuSignEnvelopeID: 91E434E4-CDA9-45F4-BFF0-64F4086EA333DocuSignEnvelopeID: FDE87C45-7C0D-4943-8F6C-07D7E88E25C3
Page 2 of 5
B. Exhibit “A” (WESTON Contract)
5. Compensation to CONTRACTOR. Payments by the VILLAGE to CONTRACTOR under
this Contract shall not exceed the amount of compensation stated in Section 3(B) above without prior
written consent of the VILLAGE. CONTRACTOR shall submit invoices to the VILLAGE for review
and approval by the VILLAGE’s representative, indicating that goods and services have been
provided and rendered in conformity with this Contract, and they then will be sent to the Finance
Department for payment. Invoices will normally be paid within thirty (30) days following the
VILLAGE representative’s approval. CONTRACTOR waives consequential or incidental damages
for claims, disputes or other matters in question arising out of or relating to this Contract. In order
for both parties herein to close their books and records, CONTRACTOR will clearly state “final
invoice” on CONTRACTOR’s final/last billing to the VILLAGE. This certifies that all goods and
services have been properly performed and all charges have been invoiced to the VILLAGE. Since
this account will thereupon be closed, any and other further charges if not properly included in this
final invoice are waived by CONTRACTOR. The VILLAGE will not be liable for any invoice from
CONTRACTOR submitted thirty (30) days after the provision of all goods and services.
6. Term and Termination.
A. This Contract shall be for the term as indicated in the Weston Contract. Extensions or
renewals to the Weston Contract or any modification including new products, terms, or price changes
to the Weston Contract shall be submitted by CONTRACTOR to the VILLAGE for approval. In the
event the Weston Contract expires and no new contract is let by the Weston, the VILLAGE reserves
the right, upon written agreement with CONTRACTOR to renew this Contract under the same terms
and conditions for an additional period of one (1) year.
B. This Contract may be terminated by the VILLAGE, with or without cause, upon providing ten
10) days’ notice to CONTRACTOR. This Contract may be terminated by CONTRACTOR upon
providing thirty (30) days’ notice to the VILLAGE. Upon any such termination, CONTRACTOR
waives any claims for damages from such termination, including, but not limited to, loss of anticipated
profits. Unless CONTRACTOR is in breach of this Contract, the VILLAGE shall pay
CONTRACTOR for work performed and accepted through the date of termination.
7. Insurance. CONTRACTOR shall obtain and maintain during the term of this Contract all
insurance required under the Weston Contract, with the VILLAGE named as an additional insured.
8. Indemnification.
A. To the fullest extent permitted by applicable laws and regulations, CONTRACTOR shall
indemnify and save harmless and defend the VILLAGE, its officials, agents, servants, and employees
from and against any and all claims, liability, losses, and/or causes of action arising out of or in any
way related to the services furnished by CONTRACTOR pursuant to this Contract, including, but not
limited to, those caused by or arising out of any act, omission, negligence or default of
CONTRACTOR and/or its subcontractors, agents, servants or employees.
B. CONTRACTOR shall not be required to indemnify the VILLAGE, its officials, agents,
servants and employees when the occurrence results solely from the wrongful acts or omissions of
the VILLAGE, its officials, agents, servants and employees. The terms of this Section shall survive
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completion of all services, obligations and duties provided for in this Contract as well as the
termination of this Agreement for any reason.
C. Nothing contained in this Contract shall create a contractual relationship with or a cause of
action in favor of a third party against either the VILLAGE or CONTRACTOR, nor shall this Contract
be construed a waiver of sovereign immunity beyond the limited waiver provided in § 768.28, Florida
Statutes.
9. Compliance with all Laws, Regulations and Ordinances. In performing the services
contemplated by this Contract, CONTRACTOR shall obtain all required permits (if any) and comply
with all applicable federal, state and local laws, regulations and ordinances, including, but by no
means limited to, all requirements of the Village Code and the Florida Building Code.
10. Warranty/Guaranty. Unless a longer period is stated in the Weston Contract,
CONTRACTOR warrants that its goods and services provided under this Contract will be free of
defects in materials and workmanship for a period of one (1) year following delivery and completion
of those goods and services.
11. Access/Audits. CONTRACTOR shall maintain adequate records to justify all charges,
expenses, and costs incurred in estimating and performing services pursuant to this Contract for at
least five (5) years after termination of this Contract. The VILLAGE shall have access to such books,
records, and documents as required in this section for the purpose of inspection or audit during normal
business hours, at CONTRACTOR’s place of business. Under no circumstances will
CONTRACTOR be required to disclose any confidential or proprietary information regarding its
products and service costs.
12. Miscellaneous Provisions.
A. Failure of a party to enforce or exercise any of its right(s) under this Contract shall not be
deemed a waiver of that parties’ right to enforce or exercise said right(s) at any time thereafter.
B. This Contract shall be governed by the laws of the State of Florida. Any and all legal action
necessary to enforce the Contract will be held in Palm Beach County. No remedy herein conferred
upon any party is intended to be exclusive of any other remedy, and each and every such remedy shall
be cumulative and shall be in addition to every other remedy given hereunder or now or hereafter
existing at law or in equity or by statute or otherwise. No single or partial exercise by any party of
any right, power, or remedy hereunder shall preclude any other or further exercise thereof. The parties
knowingly, voluntarily and intentionally waive any right they may have to trial by jury with
respect to any litigation arising out of or in connection with this Contract.
C. If any legal action or other proceeding is brought for the enforcement of this Contract, or
because of an alleged dispute, breach, default or misrepresentation in connection with any provisions
of this Contract, the successful or prevailing party or parties shall be entitled to recover reasonable
attorney’s fees, court costs and all expenses (including taxes) even if not taxable as court awarded
costs (including, without limitation, all such fees, costs and expenses incident to appeals), incurred in
that action or proceeding, in addition to any other relief to which such party or parties may be entitled.
D. If any term or provision of this Contract, or the application thereof to any person or
circumstances shall, to any extent, be held invalid or unenforceable, to remainder of this Contract, or
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the application of such terms or provision, to persons or circumstances other than those as to which
it is held invalid or unenforceable, shall not be affected, and every other term and provision of this
Contract shall be deemed valid and enforceable to the extent permitted by law.
E. All notices required in this Contract shall be sent by certified mail, return receipt requested,
and sent to the addresses appearing on the first page of this Contract.
F. The VILLAGE and CONTRACTOR agree that this Contract sets forth the entire agreement
between the parties, and that there are no promises or understandings other than those stated herein.
None of the provisions, terms and conditions contained in this Contract may be added to, modified,
superseded or otherwise altered, except by written instrument executed by the parties hereto. Any
provision of this Contract which is of a continuing nature or imposes an obligation which extends
beyond the term of this Contract shall survive its expiration or earlier termination.
G. CONTRACTOR warrants and represents that CONTRACTOR and all subcontractors are in
compliance with Section 448.095, Florida Statutes, as may be amended. CONTRACTOR has
registered to use, and shall continue to use, the E-Verify System (E-Verify.gov) to electronically
verify the employment eligibility of newly hired employees and has received an affidavit from each
subcontractor stating that the subcontractor does not employ, contract with or subcontract with an
unauthorized alien. If the VILLAGE has a good faith belief that CONTRACTOR has knowingly
violated Section 448.09(1), Florida Statutes, the VILLAGE shall terminate this Contract pursuant to
Section 448.095(2), Florida Statutes, as may be amended. If the VILLAGE has a good faith believe
that a subcontractor has knowingly violated Section 448.09(1), Florida Statutes, but CONTRACTOR
has otherwise complained, it shall notify CONTRACTOR, and CONTRACTOR shall immediately
terminate its contract with the subcontractor.
H. IF THE CONTRACTOR HAS QUESTIONS REGARDING THE
APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE
CONTRACTOR’S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS
CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: (561)
841-3355; NPBCLERK@VILLAGE-NPB.ORG; OR 501 U.S. HIGHWAY ONE,
NORTH PALM BEACH, FL 33408.
In performing services pursuant to this Contract, CONTRACTOR shall comply with all relevant
provisions of Chapter 119, Florida Statutes. As required by Section 119.0701, Florida Statutes,
CONTRACTOR shall:
1. Keep and maintain public requires required by the VILLAGE to perform the service.
2. Upon request from the VILLAGE’s custodian of public records, provide the VILLAGE with
a copy the requested records or allow the records to be inspected or copied within a reasonable
time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as
otherwise provided by law.
3. Ensure that public records that are exempt or confidential and exempt from public records
disclosure requirements are not disclosed except as authorized by law for the duration of the
Contract term and following completion of the Contract if the CONTRACTOR does not
transfer the records to the VILLAGE.
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4. Upon completion of the Contract, transfer, at no cost, to the VILLAGE all public records in
possession of CONTRACTOR or keep and maintain public records required by the VILLAGE
to perform the services. If CONTRACTOR transfers all public records to the VILLAGE upon
completion of the Contract, CONTRACTOR shall destroy any duplicate public records that
are exempt or confidential and exempt from public records disclosure requirements. If
CONTRACTOR keeps and maintains public records upon completion of the Contract,
CONTRACTOR shall meet all applicable requirements for retaining public records. All
records stored electronically must be provided to the VILLAGE, upon request from the
VILLAGE’s custodian of public records, in a format that is compatible with the information
technology systems of the VILLAGE.
I. CONTRACTOR is aware that the Inspector General of Palm Beach County has the authority to
investigate and audit matters relating to the negotiation and performance of this Contract, and in
furtherance thereof, may demand and obtain records and testimony from CONTRACTOR and its
subcontractors. CONTRACTOR understands and agrees that in addition to all other remedies and
consequences provided by law, the failure of CONTRACTOR or its subcontractors to fully cooperate
with the Inspector General when requested may be deemed by the VILLAGE to be a material breach
of the Contract justifying termination.
IN WITNESS WHEREOF, the VILLAGE and CONTRACTOR hereto have made and executed this
Contract as of the day and year first above written.
ALL FLORIDA TREE & LANDSCAPE, INC.
By:
Print Name:__________________________
Position:_____________________________
VILLAGE OF NORTH PALM BEACH
By: ________________________________
DARRYL AUBREY
MAYOR
ATTEST:
BY:________________________________
VILLAGE CLERK
APPROVED AS TO FORM AND
LEGAL SUFFICIENCY
BY: ________________________________
VILLAGE ATTORNEY
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President
Allan McPherson
VILLAGE OF NORTH PALM BEACH
PUBLIC WORKS DEPARTMENT – SOLID WASTE DIVISION
TO:
FROM:
Honorable Mayor and Members of the Village Council
Marc Holloway, Solid Waste Manager
THRU: Chuck Huff, Director of Public Works
Andrew D. Lukasik, Village Manager
DATE: December 9, 2021
SUBJECT: RESOLUTION – Amendment to the FY2021-2022 Comprehensive Pay Plan to Include
Two (2) additional Part-Time Refuse Collector Positions
Village Staff is recommending the Village Council’s adoption of a resolution amending the FY2021-2022
Comprehensive Pay Plan by adding two (2) part-time Refuse Collector positions. The primary purpose
of the added positions is to create staffing flexibility to better address solid waste collection needs.
Background:
At this time, the Village has a vacant full-time Commercial Driver position. Staff’s intent is to replace the
full-time position with two (2) part-time positions. The addition of the part-time positions will not result in
a budget increase as a vacant full-time driver position will be “frozen” for the remainder of the fiscal year
– meaning that the full-time position will not be filled. This change will be evaluated throughout the year
to determine if the reduction of a full-time position in favor of the part-time positions is a more effective
service delivery method.
This change should be more cost effective as staff is reevaluating the redundancy that was put in place
related to employees obtaining CDL licenses. A couple of years ago, the Village had a limited number
of employees with Commercial Drivers Licenses (CDL). A CDL certification is required to operate the
Village’s garbage trucks. Having a limited number of certified drivers led to service delivery challenges
when those drivers were not available to work. As a result, Solid Waste employees were all trained and
received Commercial Drivers Licenses (CDL) in order to operate the Village’s garbage trucks. Staff
believes that a lower level of redundancy might be more effective and will evaluate this change during
the year.
Further, the Solid Waste Division is awaiting the arrival of the 2022 GO-4 collection vehicles. The two (2)
part-time employees will improve the versatility of the Solid Waste staff and cost effectiveness of our
service delivery as these vehicles do not require a commercial license for operation and are responsible
for the collection of over half of the Village’s annual solid waste volume.
Recommendation:
Village Staff requests Council consideration and approval of the attached resolution amending
the Fiscal Year 2022 Comprehensive Pay Plan by adding two (2) part-time Refuse Collector
positions and freezing the open Commercial Driver Position in accordance with Village policies
and procedures.
RESOLUTION 2021-
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH
PALM BEACH, FLORIDA AMENDING THE COMPREHENSIVE PAY PLAN
ADOPTED AS PART OF THE FISCAL YEAR 2022 BUDGET TO INCLUDE TWO
ADDITIONAL PART-TIME SOLID WASTE REFUSE COLLECTOR POSITIONS;
PROVIDING FOR CONFLICTS; AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, through the adoption of Ordinance No. 2021-17 (“Budget Ordinance”) on September 23,
2021, the Village Council adopted the Comprehensive Pay Plan as part of the annual budget for Fiscal
Year 2022; and
WHEREAS, Section 5 of the Budget Ordinance authorizes the Village Council to revise the
Comprehensive Pay Plan by Resolution during the course of the Fiscal Year; and
WHEREAS, at the recommendation of Village Staff, the Village Council wishes to amend the
Comprehensive Pay Plan to include two additional part-time Solid Waste Refuse Collector positions;
and
WHEREAS, the Village Council determines that the adoption of this Resolution is in the best interests
of the Village and its residents.
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 hereby amends the Comprehensive Pay Plan for Fiscal Year 2022 to
include two part-time Solid Waste Refuse Collector positions at Pay Grade 104. The Village Council
further approves freezing the vacant Commercial Driver position through the end of the Fiscal Year
2022.
Section 3. All other provisions of the Comprehensive Pay Plan, to the extent not specifically
modified herein, shall remain in full force and effect as originally adopted.
Section 4. This Resolution shall take effect immediately upon its adoption.
PASSED AND ADOPTED THIS ____ DAY OF ____________, 2021.
(Village Seal)
MAYOR
ATTEST:
VILLAGE CLERK
SOLID WASTE COLLECTOR
(PART-TIME / TEMPORARY)
DEPARTMENT: Public Works
FLSA STATUS: Non-Exempt
UNION STATUS: Non-Union
PAY GRADE: 104 / $13.83/hour
REVISED: 07/08/2021
CLASSIFICATION SUMMARY
The Solid Waste Collector is responsible for routine, heavy labor as it pertains to residential side-door garbage collection,
trash and vegetation collection, and recycling efforts.
ESSENTIAL FUNCTIONS
Empties garbage cans and loads trash bags into satellite collection utility vehicles or front-end load trucks.
Collects recyclables, loads bulk items into packer, and gathers and loads vegetative waste into packer truck or
satellite utility vehicles.
Picks up trash and spilled refuse along curbs and roads.
Drives satellite utility vehicles on an established waste collection route.
Operates the controls to rise, empty and lower receptacles.
Reports violations of refuse ordinances to Driver.
Leaves notices of refuse violations.
Sprays, washes and rinses tote can and satellite utility vehicles with chemical disinfectant and water.
Rides in packer truck to dump site and assists Driver in unloading truck.
Operates back blade.
Sorts and processes recyclable materials for distribution.
Performs at a constant pace and in all weather conditions.
Understands and follows oral instructions.
(The list of essential functions is not exclusive or all-inclusive. Other duties may be required and assigned.)
MINIMUM QUALIFICATIONS
Ability to learn and retain knowledge of the locations of refuse containers on assigned routes.
Ability to get along with other employees and the public.
Meet heavy lifting and carrying requirements of the job.
Minimum of six (6) months experience as laborer (solid waste-related experience desired).
Hold a valid Florida driver license.
PHYSICAL REQUIREMENTS
Tasks include the intermittent performance of physically demanding work, typically involving some combination of
reaching, bending, stooping, kneeling, or crouching. In addition, duties require the lifting, carrying, pushing and/or pulling
of moderately heavy objects and materials (20-50 pounds) and intermittently require the lifting, carrying, pushing, and /or
pulling of heavier objects (100+ pounds).
ENVIRONMENTAL REQUIREMENTS
When riding or operating a vehicle or automotive equipment, work includes exposure to some traffic conditi ons. Due to
the nature and location of the work environment, tasks include potential for intermittent exposure to disagreeable
elements, e.g. heat, humidity, inclement weather, unsanitary conditions. Some tasks include working around moving
parts, carts, and materials handling where physical risks are predictable and/or controllable by observance of standard
safety precautions.
VILLAGE OF NORTH PALM BEACH
PUBLIC WORKS DEPARTMENT
TO: Honorable Mayor and Council
THRU: Andrew D. Lukasik, Village Manager
FROM: Chad Girard, Assistant Director of Public Works
DATE: December 9, 2021
SUBJECT: RESOLUTION – Approving an Amendment to the Contract with J.W.
Cheatham, LLC for the milling and resurfacing project to modify the scope
and increase the cost by $46,191.90
Through the adoption of Resolution 2021-85 on September 23, 2021, the Village Council
approved a Contract with J.W. Cheatham, LLC for the milling, resurfacing, striping and crosswalk
improvements on specified Village roadways. Village Staff is seeking approval of an Amendment
to the Contract to modify the scope of work and increase the total cost of the project by
$46,191.90.
The modifications to the scope of work consist of adding header curbs at the outside edge of the
asphalt between the new sidewalk approaches and re-grading the swales at the intersections of
Lighthouse Drive and Anchorage Drive. These items were not included in the original project
scope. The total cost of the additional work is $46,191.90 therefore increasing the total contract
amount to $668,950.40. As shown in the table below, including contingency, the total project
budget would increase from $640,000 to $686,191.90.
Description Original Revised
Original Contract Amount $622,758.50 $622,758.50
Change to Scope of Work 0.00 46,191.90
Revised Contract Amount 622,758.50 668,950.40
Project Contingency 17,241.50 17,241.50
Total Budget $640,000.00 $686,191.90
Although the total cost exceeds the project budget of $640,000, there are sufficient funds available
in the infrastructure surtax funds account to cover this additional cost.
The attached Resolution and Amendment have been prepared and/or reviewed for legal
sufficiency by the Village Attorney.
Recommendation:
Village Staff requests Council consideration and approval of the attached Resolution
approving an Amendment to the Contract with J.W. Cheatham, LLC for milling, resurfacing
and striping services on Village roadways by modifying the scope of work and increasing
the amount of the Contract by $46,191.90 and authorizing the Mayor and Village Clerk to
execute the Amendment in accordance with Village policies and procedures.
RESOLUTION 2021-_____
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH
PALM BEACH, FLORIDA APPROVING AN AMENDMENT TO THE EXISTING
CONTRACT WITH J.W. CHEATHAM LLC FOR MILLING, RESURFACING AND
STRIPING OF SPECIFIED VILLAGE ROADWAYS TO MODIFY THE SCOPE AND
INCREASE THE COST; PROVIDING FOR CONFLICTS; AND PROVIDING FOR
AN EFFECTIVE DATE.
WHEREAS, through the adoption of Resolution No. 2021-85 on September 23, 2021, the Village
Council approved a Contract with J.W. Cheatham, LLC in the amount of $622,758.50 for the milling,
resurfacing, striping and crosswalk improvements on specified Village roadways; and
WHEREAS, parties wish to execute an Amendment to the Contract to modify the scope of work to add
header curbs and regrade swales at a total additional cost of $46,191.90; and
WHEREAS, the Village Council determines that the adoption of this Resolution is in the best interests
of the residents 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 hereby approves an Amendment to the existing Contract with J.W.
Cheatham LLC for milling, resurfacing, striping and crosswalk improvements on specified Village
roadways to modify the scope of work and increase the total amount of the Contract by $46,191.90 to
$668,950.40), with funds expended from Account No. I7321-66210 (Public Works/Streets & Grounds -
Construction & Major Renovation). The Village Council further authorizes the Mayor and Village
Council to execute the Amendment on behalf of the Village.
Section 3. All resolutions or parts of resolutions in conflict with this Resolution are hereby repealed
to the extent of such conflict.
Section 4. This Resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED THIS ____DAY OF ____________, 2021.
(Village Seal)
MAYOR
ATTEST:
VILLAGE CLERK
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AMENDMENT TO CONTRACT
THIS AMENDMENT is made as of this _______ day of ______________, 2021, by and between the
VILLAGE OF NORTH PALM BEACH, 501 U.S. Highway One, North Palm Beach, Florida 33408,
a Florida municipal corporation (hereinafter “VILLAGE”), and J.W. CHEATHAM LLC, 7396
Westport Place, West Palm Beach, Florida 33413, a Florida limited liability company (hereinafter
“CONTRACTOR”), whose F.E.I. Number is 20-1928479.
RECITALS
WHEREAS, the VILLAGE and CONTRACTOR executed a Contract dated September 23, 2021 for
milling, resurfacing and striping on specified Village roadways (Kingfish Road, Dogwood Road,
Lagoon Drive, Westwind Drive, Fairwind Drive, Golfview Drive, McClaren Road, and Inlet Road),
as well as milling and resurfacing and crosswalk improvements at the intersection of Anchorage Road
and Lighthouse Drive; and
WHEREAS, the parties wish to modify the scope of the Contract to include adding header curbs at
the outside edge of the asphalt between the new sidewalk approaches and re-grading the swales at the
intersection of Lighthouse Drive and Anchorage Drive and TO adjust the compensation to incorporate
the additional work.
NOW THEREFORE, in consideration of the mutual promises set forth in the Contract, as modified
herein, and other good and valuable consideration, the receipt and sufficiency of which are hereby
acknowledged, the parties hereto agree as follows:
1. The foregoing recitals are ratified and incorporated herein.
2. Section 3.A. of the Contract is amended to include the additional work detailed in the Proposal
from CONTRACTOR dated November 18, 2021, a copy of which is attached hereto and incorporated
herein by reference.
3. Section 3.B of the Contract is amended to increase the cost of such services by $46,191.90 to
$668,950.40.
4. All other provisions of the Contract, to the extent not expressly modified herein, shall
remain in full force and effect.
IN WITNESS WHEREOF, the VILLAGE and CONTRACTOR hereto have made and executed this
Amendment as of the day and year first above written.
J.W. CHEATHAM LLC
By:
Print Name:__________________________
Position:_____________________________
Page 2 of 2
VILLAGE OF NORTH PALM BEACH
By: ________________________________
DARRYL AUBREY
MAYOR
ATTEST:
BY:________________________________
VILLAGE CLERK
APPROVED AS TO FORM AND
LEGAL SUFFICIENCY
BY: ________________________________
VILLAGE ATTORNEY
Page 1 of 6
CONTRACT
This Contract is made as of this 23rd day of September, 2021, by and between the VILLAGE OF
NORTH PALM BEACH, 501 U.S. Highway One, North Palm Beach, Florida 33408, a Florida
municipal corporation (hereinafter “VILLAGE”), and J.W. CHEATHAM LLC, 7396 Westport Place,
West Palm Beach, Florida 33413, a Florida limited liability company (hereinafter
CONTRACTOR”), whose F.E.I. Number is 20-1928479.
RECITALS
WHEREAS, the VILLAGE is in need of a contractor to perform milling, resurfacing and striping on
specified Village roadways (Kingfish Road, Dogwood Road, Lagoon Drive, Westwind Drive,
Fairwind Drive, Golfview Drive, McClaren Road, and Inlet Road), as well as milling and resurfacing
and crosswalk improvements at the intersection of Anchorage Road and Lighthouse Drive; and
WHEREAS, the City of Palm Beach Gardens, through its competitive selection process, awarded an
Agreement for Miscellaneous Public Works Projects (ITB2020-124PS) (“PBG Contract”) to
CONTRACTOR; and
WHEREAS, the VILLAGE requested that CONTRACTOR provide the requested services based on
the pricing established in the PBG Contract; and
WHEREAS, as authorized by the VILLAGE’s purchasing policies and procedures, the VILLAGE
desires to retain CONTRACTOR’s services by “piggy-backing” the PBG Contract, including all
terms, conditions and pricing set forth therein.
NOW THEREFORE, in consideration of the mutual promises set forth herein, the receipt and
sufficiency of which are hereby acknowledged, the parties hereto agree as follows:
1. Recitals. The parties agree that the recitals set forth above are true and correct and are fully
incorporated herein by reference.
2. PBG Contract. The City of Palm Beach Gardens’ Agreement for Miscellaneous Public Works
Projects (ITB2020-124PS) (“PBG Contract”) with CONTRACTOR, attached hereto as Exhibit “A,”
is incorporated herein by reference.
3. CONTRACTOR’s Services and Time of Completion.
A. In accordance with the terms and conditions of the PBG Contract and at the direction of the
VILLAGE, CONTRACTOR shall perform the services in accordance with its Proposal dated
September 3, 2021, a copy of which is attached hereto as Exhibit “B” and incorporated herein by
reference.
B. The total cost of such services shall not exceed $622,758.50.
C. The services to be provided by CONTRACTOR shall be commenced subsequent to the
execution and approval of this Contract by the VILLAGE and upon written notice from the VILLAGE
to CONTRACTOR to proceed and shall be completed within ninety (90) days of the VILLAGE’s
issuance of the notice to proceed.
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4. Conflict of Terms and Conditions. Conflicts between documents shall be resolved in the
following order of precedence:
A. This Contract
B. Exhibit “A” (PBG Contract)
C. Exhibit “B” (CONTRACTOR’s Proposal)
5. Compensation to CONTRACTOR. Payments by the VILLAGE to CONTRACTOR under
this Contract shall not exceed the amount of compensation stated in Section 3(B) above without prior
written consent of the VILLAGE. CONTRACTOR shall submit invoices to the VILLAGE for review
and approval by the VILLAGE’s representative, indicating that goods and services have been
provided and rendered in conformity with this Contract, and they then will be sent to the Finance
Department for payment. Invoices will normally be paid within thirty (30) days following the
VILLAGE representative’s approval. CONTRACTOR waives consequential or incidental damages
for claims, disputes or other matters in question arising out of or relating to this Contract. In order
for both parties herein to close their books and records, CONTRACTOR will clearly state “final
invoice” on CONTRACTOR’s final/last billing to the VILLAGE. This certifies that all goods and
services have been properly performed and all charges have been invoiced to the VILLAGE. Since
this account will thereupon be closed, any and other further charges if not properly included in this
final invoice are waived by CONTRACTOR. The VILLAGE will not be liable for any invoice from
CONTRACTOR submitted thirty (30) days after the provision of all goods and services.
6. Term and Termination.
A. This Contract shall be for the term as indicated in the PBG Contract. Extensions or renewals
to the PBG Contract or any modification including new products, terms, or price changes to the PBG
Contract shall be submitted by CONTRACTOR to the VILLAGE for approval. In the event the PBG
Contract expires and no new contract is let by the PBG, VILLAGE reserves the right, upon written
agreement with CONTRACTOR to renew this Contract under the same terms and conditions for an
additional period of one (1) year.
B. This Contract may be terminated by the VILLAGE, with or without cause, upon providing ten
10) days’ notice to CONTRACTOR. This Contract may be terminated by CONTRACTOR upon
providing thirty (30) days’ notice to the VILLAGE. Upon any such termination, CONTRACTOR
waives any claims for damages from such termination, including, but not limited to, loss of anticipated
profits. Unless CONTRACTOR is in breach of this Contract, the VILLAGE shall pay
CONTRACTOR for work performed and accepted through the date of termination.
7. Insurance. CONTRACTOR shall obtain and maintain during the term of this Contract all
insurance required under the PBG Contract, with the VILLAGE named as an additional insured.
8. Indemnification.
A. To the fullest extent permitted by applicable laws and regulations, CONTRACTOR shall
indemnify and save harmless and defend the VILLAGE, its officials, agents, servants, and employees
from and against any and all claims, liability, losses, and/or causes of action arising out of or in any
way related to the services furnished by CONTRACTOR pursuant to this Contract, including, but not
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limited to, those caused by or arising out of any act, omission, negligence or default of
CONTRACTOR and/or its subcontractors, agents, servants or employees.
B. CONTRACTOR shall not be required to indemnify the VILLAGE, its officials, agents,
servants and employees when the occurrence results solely from the wrongful acts or omissions of
the VILLAGE, its officials, agents, servants and employees. The terms of this Section shall survive
completion of all services, obligations and duties provided for in this Contract as well as the
termination of this Agreement for any reason.
C. Nothing contained in this Contract shall create a contractual relationship with or a cause of
action in favor of a third party against either the VILLAGE or CONTRACTOR, nor shall this Contract
be construed a waiver of sovereign immunity beyond the limited waiver provided in § 768.28, Florida
Statutes.
9. Compliance with all Laws, Regulations and Ordinances. In performing the services
contemplated by this Contract, CONTRACTOR shall obtain all required permits (if any) and comply
with all applicable federal, state and local laws, regulations and ordinances, including, but by no
means limited to, all requirements of the Village Code and the Florida Building Code.
10. Warranty/Guaranty. Unless a longer period is stated in the PBG Contract, CONTRACTOR
warrants that its goods and services provided under this Contract will be free of defects in materials
and workmanship for a period of one (1) year following delivery and completion of those goods and
services.
11. Access/Audits. CONTRACTOR shall maintain adequate records to justify all charges,
expenses, and costs incurred in estimating and performing services pursuant to this Contract for at
least five (5) years after termination of this Contract. The VILLAGE shall have access to such books,
records, and documents as required in this section for the purpose of inspection or audit during normal
business hours, at CONTRACTOR’s place of business. Under no circumstances will
CONTRACTOR be required to disclose any confidential or proprietary information regarding its
products and service costs.
12. Miscellaneous Provisions.
A. Failure of a party to enforce or exercise any of its right(s) under this Contract shall not be
deemed a waiver of that parties’ right to enforce or exercise said right(s) at any time thereafter.
B. This Contract shall be governed by the laws of the State of Florida. Any and all legal action
necessary to enforce the Contract will be held in Palm Beach County. No remedy herein conferred
upon any party is intended to be exclusive of any other remedy, and each and every such remedy shall
be cumulative and shall be in addition to every other remedy given hereunder or now or hereafter
existing at law or in equity or by statute or otherwise. No single or partial exercise by any party of
any right, power, or remedy hereunder shall preclude any other or further exercise thereof. The parties
knowingly, voluntarily and intentionally waive any right they may have to trial by jury with
respect to any litigation arising out of or in connection with this Contract.
C. If any legal action or other proceeding is brought for the enforcement of this Contract, or
because of an alleged dispute, breach, default or misrepresentation in connection with any provisions
of this Contract, the successful or prevailing party or parties shall be entitled to recover reasonable
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attorney’s fees, court costs and all expenses (including taxes) even if not taxable as court awarded
costs (including, without limitation, all such fees, costs and expenses incident to appeals), incurred in
that action or proceeding, in addition to any other relief to which such party or parties may be entitled.
D. If any term or provision of this Contract, or the application thereof to any person or
circumstances shall, to any extent, be held invalid or unenforceable, to remainder of this Contract, or
the application of such terms or provision, to persons or circumstances other than those as to which
it is held invalid or unenforceable, shall not be affected, and every other term and provision of this
Contract shall be deemed valid and enforceable to the extent permitted by law.
E. All notices required in this Contract shall be sent by certified mail, return receipt requested,
and sent to the addresses appearing on the first page of this Contract.
F. The VILLAGE and CONTRACTOR agree that this Contract sets forth the entire agreement
between the parties, and that there are no promises or understandings other than those stated herein.
None of the provisions, terms and conditions contained in this Contract may be added to, modified,
superseded or otherwise altered, except by written instrument executed by the parties hereto. Any
provision of this Contract which is of a continuing nature or imposes an obligation which extends
beyond the term of this Contract shall survive its expiration or earlier termination.
G. CONTRACTOR warrants and represents that CONTRACTOR and all subcontractors are in
compliance with Section 448.095, Florida Statutes, as may be amended. CONTRACTOR has
registered to use, and shall continue to use, the E-Verify System (E-Verify.gov) to electronically
verify the employment eligibility of newly hired employees and has received an affidavit from each
subcontractor stating that the subcontractor does not employ, contract with or subcontract with an
unauthorized alien. If the VILLAGE has a good faith belief that CONTRACTOR has knowingly
violated Section 448.09(1), Florida Statutes, the VILLAGE shall terminate this Contract pursuant to
Section 448.095(2), Florida Statutes, as may be amended. If the VILLAGE has a good faith believe
that a subcontractor has knowingly violated Section 448.09(1), Florida Statutes, but CONTRACTOR
has otherwise complained, it shall notify CONTRACTOR, and CONTRACTOR shall immediately
terminate its contract with the subcontractor.
H. IF THE CONTRACTOR HAS QUESTIONS REGARDING THE
APPLICATION OF CHAPTER 119, FLORIDA STATUTES, TO THE
CONTRACTOR’S DUTY TO PROVIDE PUBLIC RECORDS RELATING TO THIS
CONTRACT, CONTACT THE CUSTODIAN OF PUBLIC RECORDS AT: (561)
841-3355; NPBCLERK@VILLAGE-NPB.ORG; OR 501 U.S. HIGHWAY ONE,
NORTH PALM BEACH, FL 33408.
In performing services pursuant to this Contract, CONTRACTOR shall comply with all relevant
provisions of Chapter 119, Florida Statutes. As required by Section 119.0701, Florida Statutes,
CONTRACTOR shall:
1. Keep and maintain public requires required by the VILLAGE to perform the service.
2. Upon request from the VILLAGE’s custodian of public records, provide the VILLAGE with
a copy the requested records or allow the records to be inspected or copied within a reasonable
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time at a cost that does not exceed the cost provided in Chapter 119, Florida Statutes, or as
otherwise provided by law.
3. Ensure that public records that are exempt or confidential and exempt from public records
disclosure requirements are not disclosed except as authorized by law for the duration of the
Contract term and following completion of the Contract if the CONTRACTOR does not
transfer the records to the VILLAGE.
4. Upon completion of the Contract, transfer, at no cost, to the VILLAGE all public records in
possession of CONTRACTOR or keep and maintain public records required by the VILLAGE
to perform the services. If CONTRACTOR transfers all public records to the VILLAGE upon
completion of the Contract, CONTRACTOR shall destroy any duplicate public records that
are exempt or confidential and exempt from public records disclosure requirements. If
CONTRACTOR keeps and maintains public records upon completion of the Contract,
CONTRACTOR shall meet all applicable requirements for retaining public records. All
records stored electronically must be provided to the VILLAGE, upon request from the
VILLAGE’s custodian of public records, in a format that is compatible with the information
technology systems of the VILLAGE.
I. CONTRACTOR is aware that the Inspector General of Palm Beach County has the authority to
investigate and audit matters relating to the negotiation and performance of this Contract, and in
furtherance thereof, may demand and obtain records and testimony from CONTRACTOR and its
subcontractors. CONTRACTOR understands and agrees that in addition to all other remedies and
consequences provided by law, the failure of CONTRACTOR or its subcontractors to fully cooperate
with the Inspector General when requested may be deemed by the VILLAGE to be a material breach
of the Contract justifying termination.
IN WITNESS WHEREOF, the VILLAGE and CONTRACTOR hereto have made and executed this
Contract as of the day and year first above written.
J.W. CHEATHAM LLC
By:
Print Name:__________________________
Position:_____________________________
VILLAGE OF NORTH PALM BEACH
By: ________________________________
DARRYL AUBREY
MAYOR
ATTEST:
BY:________________________________
VILLAGE CLERK
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Thomas Uhrig
President
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APPROVED AS TO FORM AND
LEGAL SUFFICIENCY
BY: ________________________________
VILLAGE ATTORNEY
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VILLAGE OF NORTH PALM BEACH
VILLAGE MANAGER’S OFFICE
TO: Honorable Mayor and Members of the Village Council
FROM: Andrew D. Lukasik, Village Manager
DATE: December 9, 2021
SUBJECT: RESOLUTION – Approval of a Contract with Ballard Partners for Legislative and
Executive Agency Advocacy Services in the amount of $72,000.
In recent years, the Village has not been active with respect to legislative advocacy. Although the Council
maintains communication with the Village’s representatives in Florida’s House and Senate, the Village
has not aggressively advocated for or against legislation and has not pursued appropriations from the
State. Working with Ballard Partners will provide the Village with opportunities for more effective
legislative advocacy and securing funding for upcoming capital projects.
Assistance with Funding for Capital Projects:
The Village’s Five-Year Capital Plan is heavily reliant on grants and other forms of State or Federal
funding. The Plan anticipates expenditures of nearly $20 million over the next 5 years. Just over $9
million of the funding for theses projects, approximately 45% of the funding, is anticipated from grants or
government appropriations. Advocacy assistance is needed to improve the Village’s ability to secure
these important sources of funding.
Recently, Village Staff has been working with Ballard to pursue a series of project appropriations under
a short-term agreement executed by the Village Manager. With Mr. Atwater’s assistance, the Village
submitted three (3) appropriations requests for the following projects/acquisitions to the State of Florida:
A generator to support Emergency Response activities,
The extension of Village-owned fiber between Village facilities to improve communication and
expand wi-fi capabilities, and
Development of the Village’s Stormwater Master Plan.
Representative Roth has submitted appropriations bills for each of the projects. Ballard has also
coordinated with Senator Powell on the Village’s behalf.
Legislative Advocacy:
Although the Village hasn’t maintained agreements with lobbyists recently, it is not uncommon in local
government circles. Ballard Partners has over 20 local governmental clients in Florida, including several
in Palm Beach County. Palm Beach County governments that are represented by Ballard include Boca
Raton, Boynton Beach, Delray Beach, Palm Beach and Palm Beach Gardens. Other Palm Beach
County-based organizations represented by Ballard Partners include the Health Care District of Palm
Beach County, the Max Planck Florida Foundation, the Florida Atlantic University Foundation, and FP&L.
Contract Agreement:
The short-term agreement executed by the Village Manager expires on January 31, 2022. The contract
being considered is for a one-year term beginning on February 1, 2022 and ending on January 21, 2023.
The cost of services is $72,000 over the term of the contract (or $6,000/month). It is important to note
that the scope of work under this contract is limited to advocacy work in Florida. Should the Village
Council approve this contract, it will be staff’s recommendation in the future to expand the scope of work
to include federal advocacy efforts. Staff has determined that the Village’s current work on capital
planning documents – such as the Stormwater Master Plan, the Utility Undergrounding Master Plan and
the Lighthouse Bridge Construction plans – should be completed prior to considering the expansion of
Ballard Partners’ scope of work.
The Village did not secure proposals or qualifications from other firms. Ballard’s presence in Florida and
in Washington DC makes the firm an excellent representative of the Village’s interests. The Village
Council will be required to waive the Village’s purchasing policy related to the issuance of a request for
proposals if the contract with Ballard Partners is approved.
The attached Resolution has been prepared by the Village Attorney.
Account Information:
Fund Department Account Number Account Description Amount
General
Fund Village Manager A4902-33190 Professional Services $72,000.00
Recommendation:
Village Staff requests Council consideration and adoption of the attached resolution approving a
Contract for Legislative and Executive Agency Advocacy Services, effective February 1, 2022, in
the amount of $72,000 and waiving the Village’s Purchasing Policies and Procedures.
RESOLUTION 2021-
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH
PALM BEACH, FLORIDA, APPROVING AN AGREEMENT WITH BALLARD
PARTNERS, INC. FOR PROFESSIONAL LOBBYING SERVICES AND
AUTHORIZING THE VILLAGE MANAGER TO EXECUTE THE AGREEMENT;
WAIVING THE VILLAGE’S PURCHASING POLICIES AND PROCEDURES;
AND PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, Village is in need of lobbying services before the Florida State Legislature and state
executive agencies; and
WHEREAS, Village Staff recommended executing an Agreement with Ballard Partners, Inc. based
in the firm’s experience in representing other units of local government, including a number of local
governments in Palm Beach County; and
WHEREAS, the Village Council determines that adoption of this Resolution 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 NORTH PALM
BEACH, FLORIDA, as follows:
Section 1. The foregoing recitals are ratified as true and incorporated herein.
Section 2. The Village Council hereby approves an Agreement with Ballard Partners, Inc. for
professional lobbying services at an annual cost of $72,000,00, with funds expended from Account
No. A4902-33190 (Village Manager – Professional Services), and authorizes the Village Manager
and Village Clerk to execute the Agreement on behalf of the Village, a copy of which is attached
hereto and incorporated herein.
Section 3. In approving this Agreement, the Village Council waives any conflicting provisions
of the Village’s purchasing policies and procedures.
Section 4. This Resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED THIS DAY OF , 2021.
(Village Seal)
MAYOR
ATTEST:
VILLAGE CLERK
Page 1 of 4
CONTRACT FOR SERVICES
THIS CONTRACT is entered into between the Village of North Palm Beach, a Florida municipal
corporation (“the Client”), 501 U.S. Highway One, North Palm Beach, FL 33408, and Ballard
Partners, Inc. (“the Firm”), a Florida corporation, 201 East Park Avenue, 5th Floor, Tallahassee,
FL 32301.
Recitals
WHEREAS, the Client wishes to retain the services of the Firm in order that the Firm may
represent the Client’s interests before the Florida Legislature and executive agencies; and
WHEREAS, the Firm wishes to provide such representation as the Client may from time to time
require; and
WHEREAS, the parties have agreed to the terms under which the Firm will represent the Client
and wish to memorialize their agreement in writing.
NOW, THEREFORE, in consideration of the mutual covenants herein contained and intending to
be legally bound hereby, the parties agree as follows:
1. Term of Agreement. This agreement shall become effective on February 1, 2022
and shall remain effective until January 31, 2023 (“Initial Term”). This Agreement shall
automatically renew for successive one-year periods on the anniversary of the effective date of the
Agreement unless either party terminates the agreement by providing written notice to the other
party. Notwithstanding the foregoing, this Agreement may be terminated with thirty (30) days’
written notice by either party for any or no reason. In the event the Client terminates the
Agreement, the Firm shall cease all services as of the date of receipt of the written notice and the
Client shall pay the Firm for all services performed prior to that date on a prorated basis.
2. Duties of The Firm. It shall be the Firm’s duty to advocate the interests of the
Client before the Florida Legislature and executive agencies of Florida government. Included
within the scope of the Firm’s duties is the advocacy for passage or defeat of legislation that is
relevant to the Client. It shall further be the Firm’s duty to inform the Client of developments in
legislation and policy relevant to the Client’s operations.
3. Duties of The Client. It shall be the Client’s duty to inform the Firm of its wishes
with regard to legislative and executive advocacy and to provide the Firm the information
necessary to best represent the Client in Florida. It shall also be the Client’s duty to timely
compensate the Firm for its services.
4. Compensation. The Client shall pay the Firm the annual sum of $72,000.00 for
services performed pursuant to this Agreement, plus actual out of pocket costs incurred in such
representation, including but not limited to lobbyist registration fees. Such costs shall not include
any costs typically associated with the operation of an office, such as overhead, staff, and
equipment. The fee shall be paid in monthly installments of $6,000.00 a month, beginning
February 1, 2022, and continuing to be due on the first day of each month until the termination of
the Agreement as set forth in Section 1. The Firm will bill costs monthly.
Page 2 of 4
5. Indemnification. To the fullest extent permitted by applicable laws and regulations,
the Firm shall indemnify and save harmless, the Client, its officials, agents, servants and
employees from and against any and all claims, liability, losses and/or causes of action, including,
but not limited to, reasonable attorney’s fees, to the extent caused by the negligence, recklessness,
or intentionally wrongful conduct of the Firm or persons employed or utilized by the Firm in the
performance of this Agreement. The Firm shall not be required to indemnify the Client, its
officials, agents, servants and employees when the occurrence results from the wrongful acts or
omissions of the Client, its officials, agents, servants and employees. The terms of this paragraph
shall survive completion of all services, obligations and duties provided for in this Agreement as
well as termination of this Agreement for any reason. Nothing contained in this Agreement shall
create a contractual relationship with or a cause of action in favor of third party against either the
Client or the Firm, nor shall this Agreement be construed as a waiver of sovereign immunity
beyond the limited waiver set forth in Section 768.28, Florida Statutes.
6. Independent Contractor. The Firm is, and shall be, in the performance of services
pursuant to this Agreement, an independent contractor and not an employee, agent or servant of
the Client. All persons engaged in any services performed pursuant to this Agreement shall at all
times, and in all places, be subject to the Firm’s sole discretion, supervision and control, and the
Firm shall exercise sole control over the means and manner in which its employees, consultants
and subcontractors perform such services.
7. Insurance. The Firm shall maintain in full force and effect, during the term of this
Agreement, Standard Professional Liability Insurance with limits of no less than $1,000,000.00
each occurrence, with a maximum deductible of $50,000.00. A certification of insurance,
satisfactory to the Client, evidencing such coverage and listing the Village of North Palm Beach
as an additional insured, shall be furnished to the Client immediately upon execution of this
Agreement. Such Certificate shall provide the Client with thirty days prior written notice of any
cancellation or non-renewal. The Firm shall provide the Client with a renewal certificate thirty
days prior to the expiration of the current Certificate of Insurance, and the Firm’s failure to provide
and maintain Certifications of Insurance, as required herein, shall constitute a material breach of
this Agreement justifying immediate termination.
8. Enforcement Costs. If any legal action or other proceeding is brought for the
enforcement of this Agreement, or because of an alleged dispute, breach, default or misrepresentation
in connection with any provisions of this Agreement, the successful or prevailing party or parties shall
be entitled to recover reasonable attorney’s fees, court costs and all expenses (including taxes) even
if not taxable as court awarded costs (including, without limitation, all such fees, costs and expenses
incident to appeals), incurred in that action or proceeding, in addition to any other relief to which such
party or parties may be entitled.
9. Legal Effect/Binding Authority. This Agreement shall not become binding and
effective until approved by the Firm’s legislative body. The persons executing this Agreement
represent that they have the full power, authority and legal right to execute and deliver this Agreement
and perform all obligations under this Agreement.
10. Governing Law, Venue and Waiver. This Agreement shall be governed by the laws
of the State of Florida and any and all legal action necessary to enforce this Agreement will be held
in Palm Beach County, Florida. The parties knowingly, voluntarily and intentionally waiver any
right they may have to trial by jury with respect to any litigation arising out of this Agreement.
Page 3 of 4
11. E-Verify. The Firm warrants and represents that Firm and, if applicable, all
subcontractors are in compliance with Section 448.095, Florida Statutes, as may be amended. The
Firm has registered to use, and shall continue to use, the E-Verify System (E-Verify.gov) to
electronically verify the employment eligibility of newly hired employees and, if applicable, has
received an affidavit from each subcontractor stating that the subcontractor does not employ,
contract with or subcontract with an unauthorized alien. If the Client has a good faith belief that
the Firm has knowingly violated Section 448.09(1), Florida Statutes, the Client shall terminate this
Contract pursuant to Section 448.095(2), Florida Statutes, as may be amended.
12. Inspector General. The Firm is aware that the Inspector General of Palm Beach
County has the authority to investigate and audit matters relating to the negotiation and
performance of this Agreement, and in furtherance thereof, may demand and obtain records and
testimony from the Firm and its subcontractors. The Firm understands and agrees that in addition
to all other remedies and consequences provided by law, the failure of the Firm or its
subcontractors to fully cooperate with the Inspector General when requested may be deemed by
the Client to be a material breach of the Agreement justifying immediate termination.
13. Public Records. In performing services pursuant to this Contract, the Firm shall
comply with all relevant provisions of Chapter 119, Florida Statutes. As required by Section
119.0701, Florida Statutes, the Firm shall:
A. Keep and maintain public records required by the Client to perform the service.
B. Upon request from the Client’s custodian of public records, provide the Client with a
copy the requested records or allow the records to be inspected or copied within a
reasonable time at a cost that does not exceed the cost provided in Chapter 119, Florida
Statutes, or as otherwise provided by law.
C. Ensure that public records that are exempt or confidential and exempt from public
records disclosure requirements are not disclosed except as authorized by law for the
duration of the Contract term and following completion of the Contract if the Firm
does not transfer the records to the Client.
D. Upon completion or termination of the Agreement, transfer, at no cost, to the Client
all public records in possession of the Firm or keep and maintain public records
required by the Client to perform the services. If the Firm transfers all public records
to the Client upon completion or termination of the Agreement, the Firm shall destroy
any duplicate public records that are exempt or confidential and exempt from public
records disclosure requirements. If the Firm keeps and maintains public records upon
completion of the Agreement, the Firm shall meet all applicable requirements for
retaining public records. All records stored electronically must be provided to the
Client, upon request from the Client’s custodian of public records, in a format that is
compatible with the information technology systems of the Client.
IF THE FIRM HAS QUESTIONS REGARDING THE APPLICATION OF
CHAPTER 119, FLORIDA STATUTES, TO THE FIRM’S DUTY TO PROVIDE
PUBLIC RECORDS RELATING TO THIS AGREEMENT, CONTACT THE
CUSTODIAN OF PUBLIC RECORDS AT: (561) 841-3355;
Page 4 of 4
NPBCLERK@VILLAGE-NPB.ORG; OR 501 U.S. HIGHWAY ONE, NORTH
PALM BEACH, FL 33408.
14. Entire Agreement. The foregoing terms and conditions constitute the entire
Agreement between the parties hereto and any representation not contained herein shall be null
and void and of no force and effect. This Agreement may be amended only in writing upon mutual
consent of the parties.
IN WITNESS WHEREOF, the parties have made and executed this Agreement as of the dates
indicated below.
VILLAGE OF NORTH PALM BEACH BALLARD PARTNERS, INC.
_____________________________________ ____________________________________
By: Andy Lukasik By: Brian D. Ballard
Title: Village Manager Title: President
Date:_________________________________ Date:_______________________________
ATTEST:
Jessica Green, Village Clerk
APPROVED AS TO FORM AND LEGAL
SUFFICIENCY:
Leonard G. Rubin, Village Attorney
Village of North Palm Beach Police and Fire Pension Fund
MINUTES OF MEETING HELD
August 10, 2021
1
Chairman Robert DiGloria called the meeting to order at 2:00 PM in the conference room of the
North Palm Beach Village Hall located at 501 US Highway One, North Palm Beach, FL. Those
persons present were:
TRUSTEES PRESENT Robert DiGloria, Chairman
Edward Ciezak
Erik Jensen
Robert Coliskey
Frank Winewski
TRUSTEES ABSENT
OTHERS PRESENT Amanda Kish, Resource Centers
Bonni Jensen, Klausner Kaufman Jensen & Levine
Steve Stack, Highland Capital
Kerry Richardville, AndCo
Sara Carlson, Foster and Foster
ITEMS FROM THE PUBLIC
There were no public comments.
MINUTES
The minutes from the May 2021 had been presented for the Trustees review and approval.
Robert Coliskey made a motion to approve the minutes dated May 2021. The motion
received a second from Frank Winewski and was approved by the Trustees 3-0.
DISBURSEMENTS
Mrs. Kish reviewed the disbursements which had been presented in the Trustees Packets.
Edward Ciezak made a motion to approve all disbursements. The motion received a second
from Robert Coliskey was approved by the Trustees 4-0.
EXPERINCE STUDY
Mrs. Carlson introduced herself to the Board. She presented Experience Study to the Board. Mrs.
Carlson provided a summary of the recommended assumption changes. The recommended
changes were Amortization Method, Investment Return, Salary Increases, Mortality Rates,
Retirement Rates and Withdrawal Rates. Mrs. Carlson reviewed each assumption change in detail.
If the Board adopts all the changes the city contribution will increase to 5.45% with a funding ration
89.7%. The Board held discussion regarding the assumption changes. Mrs. Carlson recommended
item 6 combination of the investment return remaining at the 7.70%. Mrs. Richardville suggested
lowering the investment return in a step-down approach because of the over performance in the
fiscal year. Mrs. Carlson reviewed item 5 which is combination of the actuarial assumption and
lowering the investment return 10 basis points. The Board suggested taking time reviewing the
assumption changes. The Board suggested a discussion at the November meeting.
Mrs. Jensen informed the Board that they will need to make a motion for Edward Ciezak to
participate and vote virtually.
Robert Coliskey made a motion to approve Edward Ciezak to vote and attend the meeting
virtually due to exigent circumstances. The motion received a second from Frank
Winewski was approved by the Trustees 4-0.
Village of North Palm Beach Police and Fire Pension Fund
MINUTES OF MEETING HELD
August 10, 2021
2
HIGHLAND CAPITAL
Steve Stack of Highland Capital appeared before the Board to present the Quarterly Manger Report
for the quarter ending June 30, 2021. He reported on the current market environment Growth out
continued to outperformed value. He reviewed the total return summary stating the cumulative
return for the quarter was 4.92% compared to the benchmark 5.60%. The asset allocation was
18,76,210.00 for the quarter ending June 30, 2021. Mr. Stack did not recommend any changes to
the portfolio and thinks that it is positioned nicely.
ANDCO
Mrs. Richardville appeared before the Board to present the Investment Report for the quarter
ending June 30, 2021. The Board asset classes had positive returns. The US economy continues to
recover as the vaccines are being distributed. Mrs. Richardville continued to review the market
environment. The asset allocation increased from $31,736,532.00 to $33,883,793.00 Mrs.
Richardville went on to review the quarterly report in detail explaining it was a positive return for the
quarter which was 6.15% placing in the 3rd percentile. The fiscal year date return was 20.39.%
compared to the benchmark of 18.23%. She further reported equities were up 8.29% beating the
policy of 8.09%, total fixed income 1.77% versus the bench of 1.83%. Real Estate was up for the
quarter at 4.03 versus the benchmark of 4.39%. Mrs. Richardville continued to review the individual
manager performances. Richardville stated that fiscal year performance is outstanding.
ATTORNEY REPORT
Administrative Policy of the DROP:
Mrs. Jensen presented the revised Administrative Policy to the Board. The revision
to policy states the latest retirement date. The member can wait until they reach
fifty-five years of age or anytime in between. The Board stated that the members
should be made aware.
Robert Coliskey made a motion to approve Revised DROP Policy. The motion received a
second from Edward Ciezak was approved by the Trustees 4-0.
ADMINSTRATORS REPORT
2021-2022 Conference List
Mrs. Kish presented the 2021-2022 Conference List to the Board. She informed the Board that if
the Trustees are interested in attending a conference, she can provide further information.
SOC 1 Memorandum
Mrs. Kish presented the SOC 1 Memo to the Board. The memo provides and overview of our firms
audit and the auditor’s opinion.
Benefit Approval
Mrs. Kish presented Benefit Approval for August 11, 2021
Robert Coliskey made a motion to approve the presented Benefit Approval. The motion
received a second from Robert Coliskey and was approved by the Trustees 4-0.
Mrs. Kish addressed the Alive and Well letters. She stated that all the retirees returned the letters.
The Board held a discussion regarding the continuation of the Alive and Well letters. Mrs. Jensen
reviewed the benefits of the Alive and Well Letters. A lengthy discussion ensued regarding the
letters. The Board suggested bring a policy back regarding the Alive and Well Letter.
Village of North Palm Beach Police and Fire Pension Fund
MINUTES OF MEETING HELD
August 10, 2021
3
Erik Jensen made a motion to adjourn the meeting at 2:50 PM. The motion received a
second from Edward Ciezak and was approved by the Trustees 4-0.
Respectfully submitted,
Robert Coliskey
VILLAGE OF NORTH PALM BEACH
GOLF ADVISORY BOARD
Minutes of October 25, 2021
I. CALL TO ORDER
A. The meeting was called to order by Chairman Steve Mathison at 6:00 p.m.
II. ROLL CALL
A. Board: Present Absent
Stephen Mathison — Chairman X
Rich Pizzolato — Vice Chairman X
Curtis Witters — Secretary X
Jeff Egizio — Member X
Landon Wells — Member X
Orlando Puyol —Member X
Sandra Felis — Member X
B• Staff Members:
Allan Bowman, Director of Golf X
Beth Davis, General Manager X
Lenore Dingle, Membership Coordinator X
C• Council Members:
Daryl Aubrey
Susan Bickel
Mark Mullinix
David Norris X
Deborah Searcy
NPB Golf Advisory Board Minutes of October 25, 2021
D. Public Present:
III. APPROVAL OF
IV. MEETING MINUTES
A. Minutes of the September 20, 20213 GAB Meeting were approved 6-0.
V. ADMINISTRATIVE REPORTS
Golf Report. Allan Bowman, Director of Golf, delivered his report.
Our new software is up and running. It was suggested that some members need a
tutorial regarding use of the product. Allan will prepare a video to explain the functions and
use of the software. The software will be adjusted so that the tee sheet shows the names of
the individual players in group play.
We ate working on software and credit card issues with the ball machines on the
driving range.
Mr. Puyol told the Board that we seem to have an increased number of range balls hit
into the 10"' fairway. He suggested that we should have more fencing between the driving
range and the 10"' hole. However, no injuries to golfers on the 10"' hole have been reported.
The preliminary budget summary (attached) for the fiscal year ending 9/30121 shows
income of $710,000 for the Club. Part of the income is attributable to payment of an
insurance claim which is anon -recurring item.
The F&B portion of the summary shows income as well. Farmers Table is converting
part of its space to the "North Palm Beach Public House", which will serv e a casual sports
bat• menu of food items. The Public House will open in early November, be open seven days,
and maintain hours of 11:00 am to 11:00 pm.
NPB Golf Advisory Board Minutes of October 25, 2021
Materials for a shelter in the staging area will arrive this week. We are still looking at
bids to complete a structure for our starter on the 1 Stee.
We hope to have our tower• clock by Thanksgiving.
Renovation of the restrooms on the course have been completed. In the future we
also renovate the restrooms at the driving range.
We aze engaged in substantial tree trimming. We have approximately 980 palm trees
which will be trimmed. In addition, we are trimming the numerous oak and ficus pees on the
course. In response to a question, Allan said the Dodder• vine in our trees will be removed in
the spring.
New golf carts will be delivered and in use by Thanksgiving.
Allan suggested that the Club should develop both five-year• and ten-year• Capital
Improvement Plans (C1P). He is working on draft plans with the assistance of Brightview
and some outside input.
Our target number for members is 190. We are at 210 at present. The Club
experienced 3.5%attrition (non -renewal) in our membership. Typically, we would expect
10%attrition; this speaks well of the quality and value of membership at NPBCC.
Our current policy is that only residents of NPB can add their names to the
membership waiting list, paying ad osit of $250.00. It was suggested that Lenore Dingle
should tell all of those on the waiting list that the time to become a member will be a number
of years.
Allan was asked about the status of group play under our• new protocol. He reported
that it seems to be going well.
NPB Golf Advisory Board Minutes of October 25, 2021
Finally, Allan addressed two housekeeping items:
members.
1. On the third Tuesday m November, we will have a nine -hole event for
2. Individuals wishing to play in the MGA or WGA on Wednesday must put their
names on the sign -in list by F Sunday.
VI. DISCUSSION TOPICS
VII. ADJOURNMENT
The meeting was adjourned at 6:50 p.m.
The next meeting will be November 15, 2021.
Minutes by Curtis L. Witters, Secretary.
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Village of North Palm Beach
Recreation Advisory Board Agenda
November 9, 2021 at 7:00 p.m.
Anchorage Park
Chairman Bob Bell ( ) Vice Chair Don Grill ( )
Member Maria Cassidy (X ) Member Paul Beach (X)
Member Stephen Heiman (X) Member Rita Budnyk (X)
Member Mia St John (X) Recreation Stephen Poh ( )
Council Rep. __Mark Mullinix___ (X) Leisure Services Zak Sherman (X)
Call to Order:
Roll Call:
Absent: Bob Bell, Don Grill (both were out of town). Total of 13 people in attendance.
Approval of Minutes:
Minutes approved but with one change:
Rita Budnyk asked to include this paragraph to her comment about dry storage: I think the Village
should consider charging closer to market rate as that may take care of boats and vehicles, not being
used, and that are stored there simply because it's cheap. I also agree with residents' concerns that there
needs to be a more equitable and transparent way of allocating spots via the waiting list.
Public Comment:
Chris Ryder: Thanks for publicly posting the list. Asking to post current list of renters in the storage
spaces. Would like the new storage area staked out. Did you receive email regarding Lakeside Park?
Berm at Lakeside Park. North Side is being replaced. South side will need to be raised. The space in
between needs to be raised. Limits of moderate wave action line. If the change in flood maps changes.
There’s a gap in between. Concerned that there will be a low spot in between 2 spots.
Jerry Sullivan: Vacated his spot. How long to take to accept a spot? Becky has done a good job of
handling this. He believes there should be a strict timeline regarding how long you have to accept a
spot.
Rita Budnyk: We will discuss the list tonight.
Jerry Sullivan: People expect too much from Village.
Zak Sherman: The dry storage area was staked out in certain spots but someone pulled up some of the
stakes and tossed them to the side. Maybe grounds crew?
Directors Report:
Lakeside Park:
Swing Set
o Still waiting on ramp for the entrance of the ADA pathway to arrive and then installation; also ADA swing
options.
Playground
o Lakeside Park playground is currently closed for maintenance painting. Because of the rain, the
playground will be closed until Tuesday.
o New playground pieces are already in.
Compliment about playground and Stephen’s efforts to improve the park:
o Good morning! I see interesting activity in the playground…..I’m so excited. Thank you for all your
continued efforts. I sing your praises constantly. Marie Silvani
Fence line
o Cleaned up fence line at Lakeside (Courtesy Environmental Quality, Inc.).
Wooden Walkovers
o Staircases have been replaced for both wooden walkovers (north and south).
Pull up bars
o Stephen placed the order for the new bars.
Berm Repairs
o Environmental Quality, Inc. is planning to repair the berm on either side of north walkovers at the end of
November or early December.
o Project, once started, should take 1.5 to 2 weeks.
Stephen ready to place order for golf cart for new Ranger position.
o New Ranger will open Lakeside on weekends as well as the Osborne and Community Center restrooms.
Commercial activity
o In October, Stephen had to speak to a yoga instructor about commercial activity in the park.
o This instructor is now offering class at Anchorage Park, outdoors (with a contract).
Park Ranger
o Offered position to James Marcellino, retired PBCSO.
o Tentative start date is November 16.
o James is a Village resident and doesn’t mind working weekends.
o Chris Ryder asked if he’d be carrying a gun (because he’s a retired PBCSO officer). Zak said that issue
hadn’t been raised yet and would look into it.
Anchorage Park:
Building is open Saturdays from 9:00 a.m. to 1:00 p.m. (will be some Saturday classes as well).
Wooden Walkways (Piers)
o Replace boards on southeast pier.
Public Works
o Contractors using some parking spaces along Anchorage Drive to stage equipment/vehicles (near
Anchorage and Harbour) when they do road work nearby.
Transfer of dry storage grant to playground
o Still waiting on final approval (new rep is reviewing paperwork; we’re asking for extension); currently
working on playground designs.
o Will need to do outreach for a couple weeks. Show residents a couple design and let them choose.
Maybe have signage outside with QR code to scan and fill out survey.
o Rita: could we put it in newsletter?
o Zak: yes, as a heads up.
o Tarps (shade) are expensive.
o Mark Mullinix: trees take a long time to mature.
o Rita: what’s the cost to move the trees?
o Mark Mullinix: they would require packing with peat moss. You’d be better off with a guarantee from
tree farm.
Outdoor trash bins
o New outdoor bins are in. PW will install.
Main Gazebo
o Looking into sealing the wood.
Merry-go round piece has been installed.
Marina:
ADA parking space and sidewalk installation
o Project will begin shortly, maybe end of November/early December.
Security Cameras
o New cameras have been installed at Anchorage Park marina.
o See the screenshot to the right as an example of what the cameras capture and the image quality.
o Has keyword searching abilities.
o Currently, we only have cameras on the north side.
o We hope to start replacing cameras throughout the Village with the same models.
o They are cloud-based cameras with a 10-year warranty and operate on a 5g router.
o We currently have 6 of this new model deployed (Anchorage Park and Country Club entrance).
Electrolysis Test
o Company coming out November 18 to do new test.
o Ideally, we’d like all boats to be in their slips.
o Some people’s propellers/blades have been getting corroded.
o Hopefully, this test can help us figure out what is causing the issue.
o Mark Mullinix: anytime there are dissimilar metals there will be corrosion.
Community Center:
Pavilion
o Contractor removed rusted bottom brackets and installed new bottom brackets.
o Next step is to fix up the top brackets.
o Once fixed, all the posts and wood and brackets will get painted.
o Helps squeeze out a few more years.
Fence
o Plan to replace portion of fence that runs along the parking lot to the Pavilion.
o Precision will be capping off irrigation along front fence (the recently replaced portion) to prevent future
water damage (to the fence) and removing grass strip. Once we get city water, they will be replaced.
Flag Football
o End of season party will be November 18.
o Library Camera club will take photos of event.
o Getting new grill from Lowes for the cookout.
o Jupiter Bounce will provide obstacle course.
o Becky/Meagan to grill.
o Julie/Edna from library to assist with bouncy houses/food handout.
o Stephen and I will be there till 6:45 (until we have to leave for Council meeting).
o Hoping that a Council member will be able to hand out trophies before going to Council meeting.
Sand volleyball court
o Another awesome view of new sand volleyball court!
Playground grant
o Still waiting on approval to move forward.
Dumpster area
o Repaired front gate in front of garbage dumpster. (it was very hard to use before).
Soccer/Futsol
o Gary to host holiday soccer clinic and extend futsol into spring.
Minis (ages 3-5) Baseball
o Mondays and Tuesdays (Stephen and Mia coaching).
o Total of 18 kids, 12 Monday and 6 Tuesday.
o That was full capacity as well.
o Lasted 7 weeks long.
o Recently, the kids got their trophies!
TCS
o Using fields for boys soccer. Won’t have home game until after flag football.
o Using gym and new outdoor sand court for girls volleyball.
Mulch
o Installed new mulch at fitness station.
Gas Cylinder cabinet
o Installed near Pavilion to store propane tanks.
Pesticide/spray bottle cabinet
o Installed in maintenance shed, just outside ballfields.
Seacoast
o Still waiting on quote to run city water to fields.
Osborne Park:
Grant
o Still waiting on approval to move forward.
Public Works
o Contractor staging equipment in back parking lot for when they do road work nearby.
Pesticide/spray bottle cabinet
o Installed in maintenance shed, next to baseball field.
Bottle filler stations
o Still waiting for two to arrive.
Racquetball lights
o Replaced ballasts.
o Also getting quote for new lighting.
Baseball Field
o Haverland working on field to prevent clay from going into parking lot.
Community Garden
o Should be nearly complete soon. Fence is going in week of 11-15.
o Next step is to recruit volunteers.
o Environmental Committee is establishing garden but turning it over to volunteers.
o Village staff will be helping to get them organized.
o Environmental Committee is interested in having the volunteers be able to join initially at no cost and
simply have them sign a liability waiver and a commitment to maintain their section of the garden.
o Mary Phillips will be helping with some of the details.
o The membership packet that Abacoa put together for their garden will be our starting guide. Will include
sign up form and waiver.
o Still working on initial meeting date.
Paul brought up hole in fence by Pineapple Apts. Zak reached out to Lily in Code, and she said she was going to
follow up. Owners are out of state.
Veterans Park:
Everything set for Veterans Day celebration November 11 at 9 a.m.
May be moved to Community Center if rain.
o Stephen will be pressure cleaning the sidewalks.
o Precision will be installing new pots.
Reached out to three companies for brick work.
Special Events:
Haunted House
o October 29 through 31.
o Friday and Sunday (29th and 31st) were Haunted house only.
o October 30th was the Haunted House, hay rides, DJ, carnival games, costume contest, and food.
o About 100 people came each night on Friday and Sunday but Saturday night was the most well attended
with the carnival where an estimated 300+ people came to dance, play games, ride the hayride, and go
through the Haunted House.
o Kona Ice and Chick-Fil-A were present and the public also feasted on candies won at the various carnival
games throughout the night.
o Cash for three nights at the door totaled $2,016. Made an additional $690 from Square Inc. at the door
as well. Online ticket sales through Eventbrite totaled $1,652 (these were the net sales after fees were
taken out). Net Paypal transactions amounted to $881.04.
o Total costs to host Haunted House were $1,813.83.
o Total gross collected from the event: $5,239.04.
o Net Profits = $3,425.21. Only netted $200 or so last time.
o Werewolves got 195 votes; vampires 228.
o Compliment:
Mr. Lukasik, I wanted to reach out and say thank you for an excellent Halloween party at the
village library. My son loved everything! It was a blast.
Thank you, Ryan Nagel
Mia: Meagan was wonderful. She worked hard and involved a lot of kids from community.
Zak: we wouldn’t do 3 days again, because Sunday was slow.
Links 5k
o 428 signed up.
o 359 ran the 5K.
o 24 ran the monster mile.
o 40 ran the goblin gallop.
o 5 participated virtually.
o Packet pickup was October 28.
o We had a number of volunteers who helped hand out water along with other duties on race day.
o We thank them for helping!!
o Rita: shout out to Cardinal Newman students who came to volunteer.
Read for the Record
o Thank you to all who participated.
o Because of the Haunted House, we got a bit behind on video editing, but we’ll share our video of staff
reading the themed book as soon as possible.
o This year’s Read for the Record selection was Amy Wu and the Patchwork Dragon by Kat Zhang and
illustrated by Charlene Chua.
o Julie Morrell read via Facebook Live, while others used Zoom.
Books and Bites
o Held on October 26 and we had 37 people for the event.
o After a bit of a rough start due to valet parking issues, everyone had a fantastic time!
o Most of the patrons were already asking when the next Books and Bites program would be and which
author.
Bus Trip—Dolphin football Game
o Sunday, Oct. 24th in Miami at Hard Rock Stadium.
o It was quite an adventure for the trip goers as they saw a close game and also saw firsthand the
construction in the parking lot for the new race track being built around the stadium.
o Section 300 seats were surprisingly popular as everyone had a great view of the game.
Bus Trip--Lyric Theater Bus Trip - Orleans Live
o Thursday, November 4, 2021.
o Bus departs at 4 p.m. and will not return until about 10-10:30 p.m., give or take.
Upcoming Events:
o Craft Show
Saturday, November 6 at the Community Center from 9:00 a.m. to 4:00 p.m.
Find a variety of holiday gifts, decorations and works of art.
It is not a flea market, and all items must be created, hand crafted or embellished by the
exhibitor.
This show is FREE to attend; will be held rain or shine!
48 Vendors signed up as of Friday, October 29; collected just over $1,500.
o Santa’s Mailbox
Nov. 29 - Dec. 10
Buying three new mailboxes. One to go at library.
o Santa’s Texts
Dec. 14 & 15
o Tree Lighting
Wednesday, Dec. 1 at 7 p.m.
o Holiday Boat Parade (Marine Industries Assoc. event)
Saturday, Dec. 4
o Trolley Rides
Friday, Dec. 17, 6:30 – 8:30 p.m.
Getting 4 trolleys again.
o Santa’s Visit
Saturday, Dec. 18, 10 a.m. – 12 p.m.
Communications:
Newsletter
o Working on redoing it since August, came out really well.
o I want to praise Stephanie for her continuous work on the Printed Newsletter since August.
o It took a few iterations and a big meeting with the Communications Manager but we finally got it all
worked out.
o This is the first newsletter in which Parks and Rec has all its programs and special events and bus trips
listed together.
o To me, it looks pretty darn good!
o All the programs are listed according to facility location and grouped under Youth, Adult, and Special
events.
o Hopefully, it will be an easy tool to use when people have questions.
o Stephanie also put together a really good E-newsletter as well.
o Next, we’ll be working on the website!
Adobe Suite
o Purchased full Adobe suite which includes Photoshop and Premiere Pro for video editing.
Staffing:
Parks and Rec
o Park Ranger
Hired NPB resident and retired PBCSO James Marcellino.
Tentative start date is November 16.
o Recreation Supervisor
Made an offer but the candidate ultimately declined the offer.
Plan to repost the position asap.
Stephen Heiman: will other applicant be offered the job?
Zak: no, ultimately we want someone with coaching experience, working with youth sports.
Mark Mullinix: Did we make coaching a prerequisite?
Zak: no.
Mark Mullinix suggested we revisit job description to see if we need to revise.
Library
o Ylana Luigi resigned effective October 31.
She got a full time position with the PBCLS.
We wish her well because she was a terrific staff member.
Library:
Facilities
o Repaired elevator.
o Replaced lobby AC/Air Handler.
Programming
o Junior League of the Palm Beaches will be volunteering to read to kids starting Saturday November 6th.
The Junior League is an organization of women committed to promoting voluntarism,
developing the potential of women and improving communities through the effective action and
leadership of trained volunteers.
Program will be called Saturday Storytime with the League and be at 10:00 a.m. the first
Saturday of each month.
https://www.jlpb.org/about/
o Park days with afterschool kids.
Trips to Anchorage Park afterschool to begin in November.
Some options will be free play, sports, playground time, park pick-ups, nature walks, etc.
o The Palm Beach County Historical Society has contacted the Library and will be bringing their traveling
exhibit called “Postcards from the Palm Beaches” to us on November 10th for one month. It showcases
the wide variety of historic postcards from the Historical Society’s archives and the history of postcards.
Yoga in the Park had 8 people. Mi Sun is now under instructor agreement.
Adult Book Club met today with 12 members to discuss the book Beautiful World, Where Are You? BY Sally
Rooney.
Now that the mask mandate is loosened, coffee, tea, and cookies were enjoyed again at the
book club.
The next Book Club will be hold on December 2nd and the book will be Oh, William! by Elizabeth
Strout.
Friends of the Library
o Thanks so much for helping host the Haunted House!
o Current raffle is a $100 gift card to Publix with a fun Thanksgiving centerpeice.
o Planning Christmas boutique for Tuesday, December 7 from 10:00 a.m. to 5:00 p.m.
Circulation
o E-book circ year-over-year
FY20 7,292 vs FY21 12,277
o E-audiobook circ year-over-year
FY20 2,586 vs FY21 5,913
o Tota E-circ year-over-year
FY20 7,997 vs FY21 18,190
This is a 127.46% increase!
Misc:
Needs assessment
o Final presentation to be given by Dr. Barth at next Council meeting, November 18.
New ordinance
o Fires and grills ordinance passed on first reading.
o Second reading will be November 18.
Training
o Staff participated in Harassment/Discrimination training at Village Hall.
All Village staff were required to attend.
o Bill renewed CDL license.
North Palm Symphony
o Will be rehearsing Wednesday night, NOV. 10 From 5pm – 6pm in the main room at Anchorage.
o The North Palm Symphony is preparing to play perform at the Veterans Day Ceremony and also the Tree
Lighting ceremony in December.
Plumbing
o Still working on plumbing companies to come out to replace faucets and other
kitchen/restroom/outdoor needs.
New Business:
Comments from discussion are listed first, and then the general consensus from discussion is
listed underneath each bullet point in the heading “Policy Guidance related to wet slips & dry
storage.”
Zak: waitlist has been posted online. It opens up as a PDF. We can add policies, etc. to the site as
well. Today, it’s a start. Next meeting, we will address these issues again and we can update.
Want Bob and Don to provide input as well.
Rita Budnyk: It’s up to applicant to keep current contact info. Has mail been used?
Becky Ring: Certified mail has been used in the past with mixed results.
Mark Mullinix: what’s typical time frame?
Becky Ring: No written guidelines currently. Currently, the process takes way too much time. I
leave a message and state I will send an email. Most of the time I’m waiting to hear back from
someone and have to keep touching base until I get a firm answer. At the very least it takes a
week or so. Had two recently that took over 3 weeks.
Mark Mullinix: A week is too long.
Stephen Heiman: Last time we talked about people who were not in possession of a boat.
Rite Budnyk: once accepted you have 3 days to pay.
Zak Sherman: total time from when 1st call is made to moving on?
Mark Mullinix: 5 days is generous.
Rita Budnyk: Becky should only have to make 2 calls.
Chris Ryder: The Village should think as a municipality instead of a business owner. The only
way for people to have a boat is housing it in the Village. Needs to be more time. 45 days to put
something in the space. Should be 90-day window.
Paul Beach: are there situations where people leave during the year (meaning remove their boat
or RV permanently)?
Becky Ring: yes, they are pro-rated.
Mark Mullinix: with the demand, the residents that are waiting also want a turn. Should be a
faster process.
Charles Jones: what difference does it make if you have a boat in there if you have paid?
Zak Sherman: you can pay and have two months to get a boat.
Mark Mullinix: money isn’t issue; it’s having residents be able to use it.
Zak Sherman: Shouldn’t be more than 14 days. All notifications can be done (mail, email,
phone). Current lease reads that residents are allowed 2 months or 6 weeks (depending on
whether we’re talking about wet slip or dry storage). So we’d also need proof of purchase within
the 2 months (wet slips) or 6 weeks (dry storage). Residents can provide update.
Paul Beach: We should be lenient.
Zak Sherman: what if someone says, “I’d like to stay on list?” In other words, if they refuse spot
but want to stay at #1.
Chris Ryder: people should be allowed one deferment.
Mia St. John: List is publicly posted.
Jerry Sullivan: the onus should be on the resident (to update their info). If they want the slip, it’s
their responsibility.
Charles Jones: at annual renewal, a suggestion to give update to residents about where they fall
on the list).
Board: too much on staff.
Becky Ring: people do ask about where they are on list.
Zak Sherman: someone asked if it was okay to install some type of floating boat lift in their slip.
Also noticed that another resident installed a boom in their slip. Both require permits per Amy
Corp of Engineers for various reasons. Recommended that we have a policy in place.
Mark Mullinix: would anyone here prefer floating docks or lifts?
Residents: lifts.
Maria Cassidy: we would recommend lifts for south side.
Zak Sherman: one resident has an older boat and having trouble getting insurance.
Chris Ryder: suggested that Village get additionally insured and become certified insurance
holder (be additionally insured on private property). Would get notified if policy lapses or gets
canceled.
Rita Budnyk: This is a Len question as to whether a municipality is allowed to do this.
Zak Sherman: Directing people to list instead of verbally or writing them their place on waitlist.
That way there will be no mistakes. No typos or anyone misspeaking.
Rita Budnyk: I like idea of directing them to list.
Zak Sherman: how often should list be updated?
Becky Ring: adding to list happens a lot.
Mark Mullinix: can we automate the list?
Zak Sherman: staff can touch base with IT.
Maria Cassidy: wait until next month (update the following month).
Notes: There were many different opinions on this. Staff recommended once per quarter.
Zak Sherman: Do we publish current list of renters? On the one hand, it’s public record.
Chris Ryder: would like to publish current list of renters.
Note: most did not want to publish current list.
o Policy Guidance related to wet slips & dry storage
o How long to accept or refuse a spot? What if we can’t get ahold of you? How long do
we keep trying?
10 days seemed to be consensus. In addition, when a spot opens, staff will try to
contact next person on list via phone, email, and mail.
o Moving from one list to another?
No moving from one list to another and keeping the same position on the list. If you
want to be put on another list, you accept going to the bottom of the new list.
o What if open spot and you do not own a boat/RV?
Accept or decline spot. If accept, pay for spot within 10 days. Tell us you are in
process of getting boat/RV. Please let us know in writing. Within 2 months or 6
weeks (depending on whether it is a wet slip or dry storage spot), provide bill of sale
and timeline for delivery.
o What if you refuse a spot? Do you stay at #1, go to bottom of list, or get removed?
No do overs or mulligans. If you refuse open spot, you either get removed totally or
go to bottom of list.
o The addition of any structure, devices or mechanisms to any of the wet slips or
storage area by the lessee (e.g. lifts/various docking systems).
Not allowed because any additions to wets slips including booms require permits per
the Army Corp of Engineers.
o The insurance requirement for insurance to lease a wet slip and what those coverage
requirements are? How long do you have to obtain coverage? (Had one gentleman
with a 1960s boat; and insurance IS required for all boats in wet slips).
Insurance is required per agreement. No insurance, no slip.
o The establishment of some type of protocol to handle the questions relating to where
people are on the list(s). (Direct folks to posted list or email them the link). (Have
folks sign a paper acknowledging correct list and #).
Discussed some type of form that residents would have to sign prior to going on a
list. Form would include name of list, waitlist position, and pertinent policies.
o How often update list and post to website? (Quarterly?)
No consensus yet on this point. Suggestions ranged from immediately after every
change to once per quarter. Software was also suggested to help manage list.
o Post list of current renters?
No consensus yet on this point. On the one hand, the list is public record. On the
other, it could open the door to harassing emails/phone calls.
o Responsibility to update contact info
Responsibility of those on the list to keep their contact info up to date. May also be
wise to provide emergency contacts, such as a spouse, etc. so that staff have another
avenue to call when trying to get ahold of someone.
Old Business:
Lakeside Park Parking Permits
December Council meeting we’d like to bring up parking on weekends. Permit parking at
Lakeside or asking businesses to allow parking (not sure how talks went about this in the
past or if we seriously pursued this). No guest passes for Lakeside parking lot (seemed to be
the consensus). But there are guest passes on website for residents to print out that would
allow guests to park on their swale or in area outside of a driveway. Palm Beach Shores has
non-resident permits. Previously they sold them for $200 per year and always sold out. This
year they raised the cost to $350 per year and only sold 30 passes from July through
October. 80% or so vehicles in lot on weekends seem to be non-residents. 22 parking spots
and 1 handicapped spot. Chris Ryder said he expected lots of residents to show up at these
meetings when discussing Lakeside or dry storage. In terms of Lakeside parking, Council is
split on decision of what to do. Mark Mullinix: I think parking should be residents only.
Member Comments:
No additional comments.
Adjournment:
Adjourned at 8:55 p.m.
VILLAGE OFNORTH PALMBEACH
WATERWAYS ADVISORY BOARD MEETING MINUTES
NOV17, 20215:00PM
I. MEMBERS:
Jerry Sullivan, Chairman
Bill Hipple, Vice Chairman – excused absence
Bruce Crawford, Secretary
Mark Michels, Welcome New Member
Ed Preti, Member
Paul Bartlett, Member
George Alger, Welcome New Member
II. GUESTS : Mark Mullinex, Village Councilman, Andy Lukasik, Village Manager,
Rita Budnik and Lisa Gallagher, Shore Dr. residents attending re the large yacht issues
Chris “plat” Ryder, resident attending re NPB survey discrepancy issues
Ron Lance, resident attending re the Schwenke Earman River issue
III. MINUTES APPROVAL : The Feb 5, 2019 meeting minutes were approved
unanimously
IV. EXCUSAL OF ABSENT MEMBERS :Bill Hipple
V. MATTERS BY THE PUBLIC : Guests above commented on the issues stated above
VI. OLD BUSINESS : most of below was old business revisited
VII. NEW BUSINESS :
A. Earman River shoreline regulations :
Andy presented the issue of permits being applied for to restore existing seawalls and
build new ones. And he showed and talked about alternatives and that the Village Council
is leaning away from concrete and metal or plastic seawalls and toward more natural
construction including rocks, wood, rip rap. Our WAB Board agreed with this preference
for more natural materials for seawalls and liked the Jupiter plan which Andy showed as
an example and how to deal with existing vs new seawalls.
B. Earman River Schwencke :
We all reviewed the terrible extortion which is going on in NPB for many years now, with
no signs of hope coming from Village or Government or commercial interests who are
paying ever higher payments to use the Earman River waterfront. Ron Lance is the sole
remaining riverfront property owners who is standing up to them and litigating it. He
reported on his progress. Good for him and shame on all the rest of us.
C. Yacht regulations :
Another multi-year continuing issue is home owners creating a marina-like mooring place
for very large yachts creating more semi-commercial yacht maintenance traffic and very
large blockage to waterfront views. The other problem of larger boats is they create prop
wash which undercuts seawalls near their operation and stir up bottom material.
After discussion, the WAB suggested that draft (depth of hull into the water) or
displacement (weight) were the best ways to limit vessel size and justified by the shallow
portions of the NP Waterway where prop wash disturbs the bottom.
D. Lozman floating structures :
Andy briefed the WAB on the status or measures being taken to stop Lozman from
developing floating homes in the Lake Worth Lagoon.
E. Anchorage Park Marina :
Andy briefed the WAB on the progress of work at Anchorage Park. Discussion turned to
installing lifts and renting them and the WAB reiterated it’s concerns about maintenance
problems and costs and risks of public operating sometimes dangerous and
temperamental lifts.
F. NPB Survey Discrepancies :
Chris Ryder discussed his findings that NPB survey info in vicinty of the NP Waterway
had discrepancies including places where definition was missing and where definition did
not match. The WAB is not sure what to do about these discrepancies and the Village has
heard from before.
Does the Village wish to hire a surveyor to check these out and recommend action ?
The meeting was adjourned at 8:00 pm
VILLAGE OF NORTH PALM BEACH
VILLAGE MANAGER’S OFFICE
TO: Honorable Mayor and Members of the Village Council
FROM: Andrew D. Lukasik, Village Manager
DATE: December 9, 2021
SUBJECT: PRESENTATION – Utility Undergrounding Master Plan and Feasibility Study
On June 24, 2021 the Village awarded a contract to Kimley-Horn for the completion of a Utility
Undergrounding Master Plan and Feasibility Study. The consultant has completed the majority of the
work necessary to complete the Plan. However, before it is finalized, Kimley Horn will share its findings
and recommendations with the Council to ensure that any questions and concerns are addressed before
the strategy is finalized.
Although not a topic of discussion during the presentation, it is important to note that the Village will need
to secure financial consultation services in order to establish the assessment methodology that would be
used to distribute project costs amongst property owners based upon the benefit they receive relative to
others. The results of this analysis will be shared with property owners as we conduct public outreach
efforts on the utility undergrounding initiative. Further, this information will be important factor as Village
Council determines how and when the Village implements the undergrounding projects. A Request for
Proposals for consultants has been issued and staff anticipates bringing a contract for financial
consultation services to the Village Council for consideration in January or February.
Staff and Kimley-Horn will hold a public outreach meeting in March to review the information being
provided during tonight’s meeting in greater detail. By that time, we will also be promoting a website that
will contain information about the project.
Background Information:
Undergrounding overhead utilities has been identified as a desired project for the Village:
The 2016 Citizens’ Master Plan identified undergrounding as a lower priority infrastructure project.
Additionally, the Village Council has identified undergrounding overhead utilities as a priority in
the Village’s Annual Strategic Plan.
There are several reasons to consider undergrounding overhead power lines:
Aesthetics: The appearance of an area can be greatly improved by reducing the visual clutter of
utility wires and poles.
Increased Reliability: Falling tree limbs and blowing debris from high winds frequently cause utility
disruptions by destroying overhead lines. According to data submitted to the Florida Public
Service Commission by FPL, underground power systems perform significantly better than
overhead systems during hurricanes and other significant windstorm events.
Safety and Community Health: Burying lines eliminates fire hazards, accidents, and safety risks
from power outages due to downed lines. People and animals are far less likely to come into
contact with underground power lines than they are with overhead power lines.
Economic Development: Many revitalization experts agree that investing in improving the
appearance of traditional commercial areas is one of the best ways to attract new business and
stimulate economic development. Minimizing the visual impact of utilities can be a major strategy
to beautify and revitalize an area.
In addition to the Village’s interest in undergrounding overhead utility lines, it is important to note that
Florida Power and Light (FPL) has an immediate interest in hardening the power system in the Village.
FPL has submitted nine permit applications to harden its energy grid in the Village since July 2019. These
permits were submitted to the Village as part of FPL’s state-wide initiative to harden facilities by 2024.
FPL and the Village have communicated about the status of FPL’s hardening initiative and are working
collaboratively to implement a plan to underground overhead facilities as opposed to investing in new
poles.
Undergrounding now, before FPL hardens its overhead facilities, will allow the Village to leveraging the
lower cost of removing depreciated infrastructure and using a regulatory “credit” from FPL to reduce the
cost of the project. The reason for this is that, under Florida Public Service Commission regulations and
the tariff that governs the underground conversion of overhead powerlines, FPL is required to give the
Village a 25 percent discount toward the cost of a new, underground power system. Additionally, FPL
provides credit for the cost avoidance of overhead hardening projects that FPL has scheduled but are
able to cancel due to local undergrounding initiatives.
Utility Undergrounding Master Plan and Feasibility Study:
The scope of work for this initial plan will serve as the basis for future services to aid in the final planning,
design and construction of the undergrounding program.
Data Collection and Base Mapping:
Kimley Horn has used existing and created Geographic Information System (GIS) data to complete base
maps showing the approximate locations of existing major overhead infrastructure as well as planned
construction projects by the Village or other stakeholders. This will be important as the Village begins to
resolve stormwater infrastructure capacity, maintenance and water quality issues in order to maximize
construction dollars and minimize disruption in residential neighborhoods.
Initial Program Planning:
Based upon feedback from utility providers and the need to establish cost effective projects that minimize
neighborhood impacts, Kimley-Horn has developed recommended limits of proposed phases of construction.
Kimley-Horn developed a year-by-year construction schedule and cost estimate for each identified phase.
Additionally, Kimley-Horn has provided or will provide:
A Risk Assessment, specifically focused on the schedule and budget, as well as mitigation strategies
to address those risks;
Recommended policies related to undergrounding requirements for private development, particularly
along the US1, Northlake and Alternate A1A commercial corridors;
Recommended policies related to the deployment of 5G infrastructure and “smart poles” in the Village;
Recommendations regarding the conversion of the transmission lines on US1 (although this is not
likely to be feasible).
Public Outreach recommendations for use during the design and construction phases of the overall
program.
A matrix of potential grant funding sources to help fund the total cost of the program.
Public Outreach:
Tasks include creation of a program website and hosting of an open house to review preliminary
recommendations and receive feedback.
Grant Research and Identification:
This includes the preparation of a list of third-party funding options that could offset project costs.
A master plan document will be prepared that contains the above maps, information, and
recommendations that can then be used to guide implementation of the program until conclusion of
construction. Hard copies of the master plan will be provided as well as a version that can be posted on
the website.
* * * *
Phasing Limits
•FPL Tariff
•Physical Size
•Technical Requirements
•Cost Efficiency
Phasing Sequence
•Major Work Programs
•Traffic Impacts
•Cost Efficiency
•Schedule Efficiency
Opinion of Schedule
Opinion of Cost
•Opinion of Probable Cost
•Assumptions and Qualifications
•Cost / Revenue Refinement
•Process Description
Opinion of Cost
Opinion of Cost -Overall Program Summary
Total Program Cost (Today’s Dollars)$144,000,000
Contingency $14,400,000
Inflation (Projected)$47,870,000
Program Total (Rounded)$206,300,000
Opinion of Cost -Individual Phase Summary
Phase 1 $14,890,000 Phase 6 $17,380,000
Phase 2 $18,890,000 Phase 7 $30,480,000
Phase 3 $22,730,000 Phase 8 $16,930,000
Phase 4 $16,580,000 Phase 9 $27,080,000
Phase 5 $24,510,000 Phase 10 $16,780,000
Opinion of Cost
Assumptions and Qualifications (General)
•“Like for Like” Overhead to Underground Conversion
•Village Contractor will perform the bulk of the work
•Conduit will be installed in a joint trench or joint bore
•Easement Acquisition Assistance
•Landscape Screening
•Village Employees and Construction Management
•Village-Owned Fiber Infrastructure
Opinion of Cost
Assumptions and Qualifications (General)
•Service Entrances
•Rear to Front Conversion
•Spare Conduit
•Pavement Restoration
•Street Lighting Impacts
•MacArthur UG Segment
•Master Planning
•Project Contingency
•Market Fluctuations
Opinion of Cost
Opinion of Cost -Overall Program Line Item Summary
Description OPC Description OPC
Overhead to Underground Conversion –FPL $32,280,000 Direct Costs –FPL $6,900,000
Overhead to Underground Conversion –ATT $16,130,000 Direct Costs –AT&T $5,000,000
Overhead to Underground Conversion –Comcast $10,010,000 Direct Costs –Comcast $2,725,000
Overhead to Underground Conversion –Other
Utility Providers $1,200,000 Direct Costs –Other Utility Providers $775,000
Overhead to Underground Conversion –
Miscellaneous $7,790,000 Engineering/Permitting/Surveying $8,600,000
General Requirements $2,770,000 Easement Acquisition Assistance $3,220,000
Property Restoration $3,430,000 Construction Phase Services $3,670,000
Pavement Restoration $10,670,000 Construction Management $28,040,000
Street Lighting $1,510,000
Contingency $14,400,000 Inflation $47,870,000
14
Overhead to Underground Conversion –FPL
Overhead to Underground Conversion –ATT
Overhead to Underground Conversion –Comcast
Overhead to Underground Conversion –Other Utility Providers
Overhead to Underground Conversion –Miscellaneous
General Requirements
Property RestorationPavement Restoration
Street Lighting
Direct Costs –FPL
Direct Costs –AT&T
Direct Costs –Comcast
Direct Costs –Other Utility Providers
Engineering/Permitting/Surveying
Easement Acquisition Assistance
Construction Phase Services
Construction Management
Graphical Breakdown of Program Costs
Funding Sources Beyond Assessments
•Grant Funding
•Shared Restoration Costs
Opinion of Cost
Process Description
•Recent Cost Information from Similar Projects
•Comprehensive Cost Information
•Consistent Methodology for Cost Application
•Area Types
o Residential
o Commercial
•Quantity Estimation
•Inflation
Opinion of Cost
VILLAGE OF NORTH PALM BEACH
VILLAGE MANAGER’S OFFICE
TO: Honorable Mayor and Members of the Village Council
FROM: Andrew D. Lukasik, Village Manager
DATE: December 9, 2021
SUBJECT: PRESENTATION – Twin City Mall Market Analysis
On February 25, 2021, the Village Council approved an Agreement with the Treasure Coast Regional
Planning Council (TCRPC), working with WTL+a, to conduct a Market Analysis and Financial Feasibility
Study for the Twin City Mall Site. The purpose of the study is to determine what new uses will be
economically viable at this location and what type of development plan will be needed to attract
investment to the site in order to develop a regulatory plan, or zoning code, that would be financially
feasible for future investors.
The study has been completed. Tonight’s presentation will summarize the findings. As this was a
collaborative project with the Town of Lake Park, a presentation will be made at the Lake Park
Commission meeting on December 15th.
Background Information:
Located at the southwest corner of US1 and Northlake Boulevard, the Twin City Mall opened on July 21,
1971. The 400,000-square foot mall bisected the Village of North Palm Beach and the Town of Lake
Park, thus the “Twin City” name. The Twin City Mall took a year and approximately $10 million to build.
By the 1980’s, the mall began to struggle financially – especially when the opening of the Gardens Mall
in 1988 drew major tenants away. After years of financial issues, code violations and attempts to
revitalize the mall, demolition took place in June, 1997.
Currently, the site has approximately 103,000 sf of commercial space located on 15.75 acres in the
Village of North Palm Beach. The Lake Park section of the site contains nearly 22.5 acres of land and
74,500 sf of commercial space, including Publix.
The Village’s 2016 Citizens’ Master Plan identified the redevelopment of the Twin City Mall Site as a
priority. The Plan noted that:
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 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 development of a regulatory framework for the site has also been identified as a high priority initiative
as part of the Village’s Annual Strategic Plan.
Because of the origins of the Twin City Mall, the Village and the Town of Lake Park have committed to
work collaboratively on development issues affecting the property through an interlocal agreement that
was approved in 1993.
* * * *
Twin City Mall Redevelopment
Feasibility Study
Phase 1 Market Study
Real Estate &
Economic Advisors
DC & MA
Retail &
Development
Strategies
Arlington, VA
Prepared for:
Treasure Coast
Regional Planning
Council
On behalf of:
Town of Lake
Park & Village of
North Palm
Beach
December 2021
WTL+a
Introduction
Tom Moriarity, Managing Principal
Retail & Development Strategies LLC
1
Tom Lavash, Managing Principal
WTL+a Real Estate & Economic Advisors
WTL+a
Introduction
CRA & TIF Studies—Boynton
Beach, Delray Beach, Jupiter,
Lake Park, Lake Worth, Riviera
Beach, West Palm Beach
TOD Master Plans—Delray
Beach, Jupiter, Palm Beach
Gardens, West Palm Beach
Community & District Master
Plans: Glades Region, North Palm
Beach, SR 7 Corridor, Transit
Village, Waterways Plan
Redevelopment Feasibility—
Twin City Mall, Atlantic Crossing,
Auburn Trace, Seacrest Village
Multiple Projects Across Palm Beach County Since 2005
2
Introduction
Commenced feasibility study in March 2021
Two phases:
Phase 1:Demographic/economic profile
Stakeholder interviews
Real estate market conditions
Redevelopment potentials
Implementation issues & direction
Completed October 2021
Phase 2:Financial feasibility of up to 3 development scenarios (TBD by TC)
Anticipated draft 2 months from receipt of development scenarios
Key objective to ensure plan is grounded in economic/market realities
Sequential tasks serve as “building blocks”:
o Demographic & economic profile: the “drivers” of real estate demand
o Market conditions: real estate metrics & performance
o Demand potentials: evaluates redevelopment opportunities
3
Demographics 4
North County Trade Area
Town of Lake Park
Village of North Palm Beach
Demographics
Population growth since 2010:
o Lake Park: 600+ residents in 250+ HHs
o North Palm Beach: 950+ residents in 470+ HHs
o North County: 8,100+ residents in 3,600+ HHs
Population forecasts (2025) do not consider
opportunities associated with a 38-acre
transformative site:
o Lake Park: 339 new residents in 134 HHs
o North Palm Beach: 515 new residents in 250 HHs
o North County: 3,980 new residents in 1,720 HHs
Average annual HH incomes:
o Lake Park: $62,400
o North Palm Beach: $107,800
o North County: $107,000
5
Demographics
Annual household retail
spending:
o Lake Park: $14,176
o North Palm Beach: $23,966
o North County: $23,785
Annual retail sales inflow or
leakage:
o Lake Park: $169.4 million
inflow
o North Palm Beach: $84.6
million leakage across
multiple merchandise
categories
o Leakage represents a
potential sales recapture
opportunity
6
Economic Profile
Net new jobs (2007—2018):
o Lake Park: 552
o North Palm Beach: 182
o North County: 3,760
Share of countywide jobs:
o Lake Park: 0.75%
o North Palm Beach: 0.79%
o North County: 7.4%
Jobs-to-population ratio:
o Boca Raton: 1.24
o West Palm Beach: 0.86
o Lake Park: 0.75
o Riviera Beach: 0.63
o Palm Beach County: 0.49
o North Palm Beach: 0.48
7
Economic Profile
Both municipalities account for 9%
to 12% of North County jobs—
share has remained consistent
DEO employment forecast for
Palm Beach County: 87,755 new
jobs countywide (2020—2028)
If municipalities maintain their fair
share of County employment:
o Lake Park @ 0.75% = 659 new
jobs
o North Palm Beach @ 0.79% =
697 new jobs
8
Market Conditions: Housing
Town of Lake Park
Housing market is generally
stable:
o Flat owner-occupancy (40%)
o Increasing renter-occupancy
(46%)
o Limited new construction
o Average values: $233,900
o True vacancy rate: 11.7% has
increased since 2010
Significant increase in investor
interest in US 1 corridor:
o Nautilus 220 (transformative)
o 315 Federal Highway
o Woolbright
9
Market Conditions: Housing
Village of North Palm Beach
Housing market is strong:
o Increasing owner-occupancy
(60%)
o Stable renter-occupancy (21%)
o Housing starts average 17
units/year
o Average values: $505,700
o True vacancy rate: 5.7% on par
with industry standards
Recent/new investment in US 1
corridor:
o Water Club (new price ceiling)
o Solara City Centre
o Emara Palm Beach
10
Market Conditions: Office
Town of Lake Park
Very limited supply: 57,600 SF in 13
buildings (0.10% of County) & no new
construction
Negligible net absorption:
o Past 14 years: 867 SF/year
o Past 5 years: 741 SF/year
Fluctuating vacancy rates—from 6%
(2011) to 20% (2019)
Vacancies declined in 2020: 4.6%
with 8,860 SF of positive net
absorption
11
Market Conditions: Office
Village of North Palm Beach
Supply: 1,081,300 SF in 68 buildings
(1.9% of County) & only 11,300 SF of
new construction since 2007
Negative net absorption:
o Past 14 years: (5,500 SF)/year
o Past 5 years: (3,800 SF)/year
Fluctuating vacancy rates—from 22%
(2010) to 7% (2017) to 11% (2020)
Vacancies remain at 11% in 2021; net
absorption is flat
12
Market Conditions: Retail
RDS Inventory
Classified retail in 7 major industry
categories:
o Specialty Retail
o Food & Beverage/Grocery
o Consumer Services
o FIRE (Finance, Insurance, Real Estate)
o Professional Offices
o Automotive
o Vacant Space
Retail vacancy rates:
o Lake Park: 16.1%
o North Palm Beach: 15.0%
o Gardens Mall Area: 25.2%
13
Market Conditions: Retail
RDS Inventory
Surrounding 3-mile area is already a
regional shopping destination with an
estimated 6.7 million SF of retail space
Municipal retail inventory includes:
o Lake Park: 1.96 million SF
o North Palm Beach: 1.81 million SF
Major retail cluster on PGA corridor
contains 2.9 million SF:
o The Gardens Mall: 1.4 million SF
o Downtown at the Gardens: 450,000 SF
o Legacy Place: 416,000 SF
14
Market Conditions: Hotel
No hotels in Lake Park & only one in
North Palm Beach
Pre-COVID market performance is
strong:
o Selected 16 properties with 2,162
rooms (12% of County supply)
o Average annual occupancies
strengthened—from 73.2% (2013) to a
peak of 77.6% (2017)
o Seven-year average occupancies
exceeded 70%in 6 of past 7 years
o Average daily rates (ADRs) increased
at sustained pace of 4.91% per year
o Newest: Hampton Inn on RCA Blvd.
o Planned: 174-room hotel in Downtown
at the Gardens expansion
15
Market Potentials 16
Market Potentials: Housing
250 New Housing Units
+ Potential for 130—140 “Unallocated” Units
17
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #3 (Required Growth to Support Proposed Projects) (4)
Average Annual Growth Rate 1.52%
Current & Future Population 8,762 10,193 1,431 1.75 818
Allocation to Known Residential Projects:(5)
Under Construction -
Approved - Nautilus 220 332
Proposed - 310 Federal Highway & Woolbright 350
Subtotal - Allocated Units:682
Unallocated Units-Scenario #3:136
Forecasts
Twin City Mall Site: Lake Park Portion
Market Potentials: Housing
600 to 800 (or More?) New Housing Units
18
Twin City Mall Site: North Palm Beach Portion
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #3 (Required Growth to Support Proposed Projects) (4)
Average Annual Growth Rate 1.30%
Current & Future Population 12,975 14,764 1,789 1.75 1,022
Allocation to Known Residential Projects:(5)
Under Construction -
Approved -
Proposed-200 Yacht Club/Mast Capital 215
Subtotal - Allocated Units:215
Unallocated Units-Scenario #3:807
Forecasts
Market Potentials: Office
3,000 to 5,000 SF of Office
19
New Jobs % Office-SF Occupancy 2028 Demand
Industry Sector 2020-2028 Using Factor (In SF)
Professional/General Office
Total Employment:6,604
As % of Palm Beach County (5-Year Average)(1)0.75%
Fair Share Analysis
2020-2028 Employment Growth (If Fair Share Maintained)659
% Office-using Jobs (2)5.5%
SF Occupancy Factor 150
2028 Gross Demand (All Office):5,500
Existing Vacant Office Space (10-Year Average)7,660 (3)
-Lease-up Required @ 25%(1,915) (1,915)
Remaining Vacant Space:5,745
% Vacant 10.0%
2028 NET DEMAND (Rounded, In SF):3,600
Twin City Mall Site: Lake Park Portion
Market Potentials: Office
Negligible Demand Unless Anchor Tenant
Can be Secured
20
Twin City Mall Site: North Palm Beach Portion
New Jobs % Office-SF Occupancy 2028 Demand
Industry Sector 2020-2028 Using Factor (In SF)
Professional/General Office
Total Employment:6,185
As % of Palm Beach County (5-Year Average)(1)0.79%
Fair Share Analysis
2020-2028 Employment Growth (If Fair Share Maintained)697
% Office-using Jobs (2)44.3%
SF Occupancy Factor 150
2028 Gross Demand (All Office):46,300
Existing Vacant Office Space (10-Year Average)140,099 (3)
-Lease-up Required @ 35%(49,035) (49,035)
Remaining Vacant Space:91,064
% Vacant 8.4%
2028 NET DEMAND (Rounded, In SF):(2,700)
Market Potentials: Retail
22,000 –24,000 SF of Retail, F&B & Services
21
Area supply, retail industry transitions & Pandemic impacts suggest the
site’s retail program should be carefully planned & selected to serve on-
site/nearby markets
Creating a walkable, “place-based” character will differentiate the
product & sustain consumer traffic
The analysis suggests market support will be generated by:
o Future on-site residents & employees (46%)
o Existing residents (23%)
o Nearby office workers (7%)
o Re-captured “sales leakage” (25%)
If overall redevelopment plan is not ‘transformative’ in densities &
heights, total supportable retail would be considerably less
Implementation Issues 22
Multiple Property Owners/Separate Jurisdictions
o Property owners have different priorities, timetables & investment
requirements; more complex to weave into a coherent plan
o Separate jurisdictions require coordination of planning, use of potential
incentives & approved development programs
Design/Development Consistency & Central Controlling Plan
o Both jurisdictions modified complementary development codes, but there
is no governing plan for the overall site
Achieving Public Goals & Objectives
o How can public goals/objectives be satisfied (e.g., public gathering space,
coordinated parking, connectivity, accessibility, etc.)
Implementation Issues 23
Administrative Reviews & Approvals
o How can reviews & approvals process be coordinated?
Changing Market Forces & Characteristics
o Lake Park/North Palm Beach/US 1 Corridor is attracting developers who
want greater heights & densities
o How can these market forces, preferences be balanced?
Next Steps 24
Phase 2
Select development scenarios
Upon authorization, initiate
financial feasibility analysis to
measure:
o Investment viability of each
use
o Order-of-magnitude cost
estimates for public realm,
infrastructure improvements
o Residual value & magnitude
of financing gap, if any
Prepare summary of findings
Schedule staff workshop & final
presentation
Contact Information 25
Kim DeLaney, Ph.D.
Director of Strategic Development & Policy
Treasure Coast Regional Planning Council
kdelaney@tcrpc.org
W. Thomas (Tom) Lavash
Managing Principal
WTL+a Real Estate & Economic Advisors
wthomas.lavash@wtl-a.com
Tom Moriarity
Managing Principal
Retail & Development Strategies, LLC
tmoriarity@retaildevelopmentstrategies.com
WTL+a
WTL+a
1
Twin City Mall Redevelopment Feasibility Study
Town of Lake Park & Village of North Palm Beach, FL
Phase 1 Report: Market Study
Prepared for:
Treasure Coast Regional Planning Council Stuart,
FL
On behalf of:
Town of Lake Park & Village of North Palm Beach
November 2021 FINAL
WTL +a
R ea l E s ta t e & E c o no mi c A d v i so r s
Wa sh i ng to n, DC—C ap e Co d , M A
301 . 5 02 . 41 71 50 8. 214. 0 915
WTL+a
WTL +a
Real Estate & Economic Advisors
Washington, DC—Cape Cod, MA
301.502.4171 508.214.0915 2
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 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
WTL +a
Real Estate & Economic Advisors
Washington, DC—Cape Cod, MA
301.502.4171 508.214.0915 3
Table of Contents
General & Limiting Conditions .................................................................................................... 2
Table of Contents ............................................................................................................................ 3
Tables & Figures .............................................................................................................................. 4
1 Executive Summary ................................................................................................................ 7
Introduction .......................................................................................................................................... 7
Impacts of the 2020—21 Pandemic (Updated) .................................................................................. 8
Key Findings ....................................................................................................................................... 14
2 Site Characteristics .............................................................................................................. 19
3 Demographic & Economic Profile .................................................................................... 23
Demographic Trends & Forecasts ................................................................................................... 23
Household Incomes & Retail Spending ........................................................................................... 37
Retail “Recapture” Opportunities .................................................................................................... 40
Economic Characteristics ................................................................................................................. 48
4 Real Estate Market Conditions ......................................................................................... 69
Housing ............................................................................................................................................... 69
Workplace—Office ............................................................................................................................. 88
General Retail ..................................................................................................................................... 93
Hotel/Lodging ................................................................................................................................... 107
5 Real Estate Development Potentials ............................................................................ 114
Market-rate Housing ........................................................................................................................ 114
Workplace: Multi-tenant/Speculative Office .................................................................................. 124
Hotel/Lodging ................................................................................................................................... 131
General Retail ................................................................................................................................... 135
6 Redevelopment & Marketing Issues ................................................................................. 148
Property Ownership Patterns/Separate Jurisdictions ................................................................. 149
Potential Marketing & Implementation Issues .............................................................................. 152
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Appendix ......................................................................................................................................... 157
Tables & Figures
Table 1: Twin City Mall Parcel Information—Village of North Palm Beach, 2021 .................................. 21
Table 2: Twin City Mall Parcel Information—Town of Lake Park, 2021 .................................................. 22
Table 3: State-by-State Relocations to Florida —Top 10 States, 2010—2019 ....................................... 24
Table 4: Permanent Address Changes—New York City to Florida Counties, 2019—2020 ................. 27
Table 5: Palm Beach County Population Trends & Forecasts, 2000—2040 .......................................... 29
Table 6: Demographic Trends & Forecasts—Town of Lake Park, 2000—2025 .................................... 31
Table 7: Demographic Trends & Forecasts—Village of North Palm Beach, 2000—2025 .................... 33
Table 8: Demographic Trends & Forecasts—North County Trade Area, 2000—2025 ......................... 36
Table 9: Annual Household Consumer Spending, 2019 ............................................................................ 38
Table 10: Retail “Recapture” Opportunities—Town of Lake Park, 2018 ................................................. 42
Table 11: Retail “Recapture” Opportunities—Village of North Palm Beach, 2018 ................................. 45
Table 12: Employment Trends—Palm Beach County, 1995—2018 ........................................................ 49
Table 13: Business Mix—Palm Beach County, 2020 ................................................................................. 51
Table 14: State Employment Forecasts—Palm Beach County, 2020—2028......................................... 53
Table 15: Employment Trends—Town of Lake Park, 2007—2018 .......................................................... 54
Table 16: Business Mix—Town of Lake Park, 2020 ................................................................................... 56
Table 17: Employment Trends—Village of North Palm Beach, 2007—2018 ......................................... 59
Table 18: Business Mix—Village of North Palm Beach, 2020 .................................................................. 61
Table 19: Employment Trends—North County Trade Area, 2007—2018 ............................................... 64
Table 20: Business Mix—North County Trade Area, 2020 ........................................................................ 66
Table 21: Housing Profile—Town of Lake Park, 2010—2025 ................................................................... 70
Table 22: Housing Profile—Village of North Palm Beach, 2010—2025 .................................................. 73
Table 23: Housing Profile—North County Trade Area, 2010—2025 ....................................................... 76
Table 24: Housing Starts—Palm Beach County & Selected Municipalities, 2007—2019 .................... 78
Table 25: Multi-family Rental Characteristics—Town of Lake Park, 2007—2020 ................................. 81
Table 26: Multi-family Rental Characteristics—Village of North Palm Beach, 2007—2020 ................. 82
Table 27: Profile of Selected Multi-family Properties .................................................................................. 84
Table 28: Office Market Profile—Town of Lake Park, 2007—2020.......................................................... 89
Table 29: Office Market Profile—Village of North Palm Beach, 2007—2020 ......................................... 91
Table 30: Retail Market Profile—Town of Lake Park, 2007—2020 .......................................................... 98
Table 31: Summary of Area Retail Inventory—by Sub -district, 2020 ..................................................... 100
Table 32: Retail Market Profile—Village of North Palm Beach, 2007—2020 ....................................... 103
Table 33: Palm Beach County Hotel Inventory, 2020............................................................................... 109
Table 34: North County Area Hotel Inventory, 2020 ................................................................................. 110
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Table 35: Annual Market Performance of Selected Competitive Hotels, 2012—2019 ........................ 112
Table 36: Monthly Market Performance of Selected Competitive Hotels, 2013—2019 ...................... 113
Table 37: Housing Potentials Scenario #1—Town of Lake Park, 2030 ................................................. 115
Table 38: Housing Potentials Scenario #2—Town of Lake Park, 2030 ................................................. 116
Table 39: Housing Potentials Scenario #3—Town of Lake Park, 2030 ................................................. 117
Table 40: Housing Potentials Scenario #1—Village of North Palm Beach, 2030 ................................ 119
Table 41: Housing Potentials Scenario #2—Village of North Palm Beach, 2030 ................................ 120
Table 42: Housing Potentials Scenario #3—Village of North Palm Beach, 2030 ................................ 121
Table 43: Office Potentials—Palm Beach County, 2020—2028 ............................................................. 126
Table 44: Office Potentials—Town of Lake Park, 2020—2028 ............................................................... 128
Table 45: Office Potentials—Village of North Palm Beach, 2000—2028 .............................................. 130
Table 46: Hotel Potentials Scenario #1—Twin City Mall Site, 2020—2030 .......................................... 133
Table 47: Hotel Potentials Scenario #2—Twin City Mall Site, 2020—2030 .......................................... 134
Table 48: Retail Potentials—Existing Residents, 2025 ............................................................................ 138
Table 49: Retail Potentials—New On -Site Residents, 2025.................................................................... 141
Table 50: Retail Potentials—Nearby Office & Service Employees, 2025 .............................................. 143
Table 51: Retail Potentials—Recapture of Existing Resident-based Sales Leakage .......................... 145
Table 52: Retail Demand—Summary of Market Support ......................................................................... 147
Table 53: Summary of Demographic Characteristics & Forecasts, 2010—2025 ................................. 158
Table 54: Summary of Economic Characteristics & Forecasts, 2007—2028 ....................................... 159
Table 55: Summary of Real Estate Market Conditions, 2001—2020 .................................................... 160
Table 56: Employee Inflow/Outflow—Town of Lake Park, 2008—2018 ................................................ 162
Table 57: Employee Inflow/Outflow—Village of North Palm Beach, 2008—2018 ............................... 163
Table 58: Employee Inflow/Outflow—North County Trade Area, 2008—2018..................................... 164
Table 59: Demographic Trends & Forecasts—Palm Beach County, 2000—2024 .............................. 165
Table 60: Industrial Market Profile—Town of Lake Park, 2007—2020 .................................................. 166
Table 61: Multi-family Rental Characteristics—North County Trade Area, 2007—2020 .................... 167
Table 62: Office Market Profile—North County Trade Area, 2007—2020 ............................................ 168
Table 63: Retail Market Profile—North County Trade Area, 2007—2020............................................. 169
Figure 1: Palm Beach County Property Appraiser Twin City Mall Parcel Boundaries ........................... 19
Figure 2: Top 50 Metropolitan Destinations from New York City, 2020 ................................................... 26
Figure 3: North County Trade Area ............................................................................................................... 35
Figure 4: Retail Leakage & Surplus—Town of Lake Park, 2018 .............................................................. 41
Figure 5: Retail Leakage & Surplus—Village of North Palm Beach, 2018 .............................................. 47
Figure 6: Employment Densities—Town of Lake Park, 2018 .................................................................... 57
Figure 7: Employment Inflow/Outflow—Town of Lake Park, 2018 ........................................................... 58
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Figure 8: Employment Densities—Village of North Palm Beach, 2018 ................................................... 62
Figure 9: Employment Inflow/Outflow—Village of North Palm Beach, 2018........................................... 63
Figure 10: Employment Densities—North County Trade Area, 2020 ...................................................... 67
Figure 11: Employment Inflow/Outflow—North County Trade Area, 2020 .............................................. 68
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1 Executive Summary
Introduction
WTL+a, a national real estate and economic development consulting firm in Massachusetts and
Washington, DC, with significant project experience throughout Florida, was retained in March 2021
by the Treasure Coast Regional Planning Council (TCRPC) to prepare a redevelopment feasibility
study of the Twin City Mall site, located in the Town of Lake Park and the Village of North Palm
Beach, in Palm Beach County. Retail & Development Strategies LLC of Arlington, VA assisted
WTL+a in this effort.
The study is intended to provide municipal officials with critical real estate market and financial data
necessary to guide public decisions regarding redevelopment of the site and comprises the following
phases and tasks:
Phase 1
o Profile and analyze demographic/economic characteristics and real estate market
conditions across four land uses (housing, workplace/office, general retail and
hotel/lodging)
o Conduct public outreach across a broad spectrum of stakeholders
o Evaluate market/redevelopment potentials by testing market support for each land
use, and
o Outline implementation strategies and approaches to ensure successful redevelopment.
Phase 2
o Prepare a financial feasibility analysis of up to three (3) redevelopment scenarios to
measure the overall investment viability of specified land uses and understand whether
these uses would be expected to attract private investment, and
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o Estimate potential “residual value” that could be utilized to offset land acquisition and/or
costs of required infrastructure (such as structured parking), public realm improvements,
etc., as identified and prioritized by both municipalities.
This document represents the deliverable for Phase 1. It is organized as follows:
Section 1: Executive Summary & Key Findings
Section 2: Site Characteristics & Conditions
Section 3: Demographic Characteristics & Economic Profile
Section 4: Real Estate Market Conditions
Section 5: Development Potentials
Section 6: Implementation Issues & Approaches
Impacts of the 2020—21 Pandemic (Updated)
This report presents the findings of demographic and real estate market conditions and development
potentials on the Twin City Mall site for housing, “workplace” (professional and medical office), and
supporting uses such as retail and lodging. It should be noted that market conditions are based
on data and conditions prior to COVID-19 impacts. While the timing of future development may
be delayed due to the pandemic, there are potentials for selected, well considered new growth and
investment. Experience in other Florida markets has demonstrated the best way to fully optimize
economic benefits generated by redevelopment of the site will result from a carefully structured and
implemented plan that appropriately integrates different land uses and phases to provide
development flexibility.
Office Market
The most important difference between year-end 2019 (the data -year used for this analysis) and
current conditions is the impact of the global Coronavirus pandemic. COVID-19 has resulted in
significant impacts on commercial real estate, although these impacts vary considerably from
location to location. It has affected consumer spending, real estate sales, job prospects, and
recreation options in ways that are profoundly different than pre -COVID conditions. The office
market, especially for technology and other computer-based industries, has been affected the
most significantly and in ways that are not likely to encourage new office development. At the
broadest levels across the country, reactions to self-isolation and working-at-home have resulted in
multiple companies advising employees to continue working from home for the near future. Many
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companies have integrated “work from home” as a permanent component of the work environment
as well as staggered in-office work commitments that substantially reduce demand for office space.
During summer 2021, an explosion of COVID cases driven by the emergence of the highly
contagious and rapidly changing Delta variant, uneven and low (especially in the Southern
U.S.) vaccination rates, and re-emergence of mask mandates has resulted in a growing
number of office users to reconsider office reopening plans, whether delaying return to in-
person office attendance or permanently reducing office occupancy on a day-to-day basis.
With infection and hospitalization rates rising across the U.S.—and persistent vaccine hesitancy
rendering herd immunity unlikely—many companies are reported to be rethinking previously
announced deadlines for employees to start reporting to the office.
Firms in the tech sector—among the first to go remote at the start of the pandemic—are leading the
retreat from office reopening. Google and Apple both announced in July 2021 they were pushing
their office re-openings to October 2021. However, in August, Google, Apple, Amazon, and
Facebook decided to delay reopening until January 2022 . Twitter, which last year announced that
employees could work from home indefinitely, has closed offices that it had recently reopened in
New York and San Francisco.
Financial firms, including BlackRock, Wells Fargo, Credit Suisse, PIMCO, T. Rowe Price, and Liberty
Mutual, have all pushed back plans to return to their offices until at least October 2021. Boston-
based asset manager State Street announced in August that it would abandon and sublease its two
Manhattan office buildings entirely in a more permanent embrace of hybrid remote and in-person
work. While JP Morgan and Goldman Sachs have targeted a late September reopening, the list of
major firms postponing office re-opening dates continues to increase across a range of economic
sectors—from Viacom/CBS and Sony Pictures to Ford Motor Company and Coca-Cola. These
uncertainties are prolonging anticipated recovery in the commercial office sector.
To identify trends in how Americans are returning to the office, Kastle Systems has been evaluating
anonymous aggregated occupancy data (from keycard, fob and “KastlePresence” app) for 2,600
buildings and 41,000 businesses the company secure s in 138 cities across 47 states. Through its
“Back-to-Work Barometer,” Kastle Systems’ data reflect unique authorized user entries in multiple
markets relative to a pre-COVID (March 5, 2020) baseline, averaged on a weekly basis. Across all
office-using industries, national office occupancies for 10 major cities averaged 30.9% in
September 2021. This reflected a decline in occupied office space from 33.1% in August 2021,
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suggesting continued business uncertainty regarding employees returning to the office. For specific
cities, occupancies ranged from:
19% in San Francisco and New York
28% to 29% in Washington, DC, Philadelphia and Los Angeles, and
42% to 45% in Austin, Dallas and Houston.
Retail/Restaurants & Travel/Hospitality
The travel/hospitality and retail/food service industries, which were particularly hard-hit in 2020 (e.g.,
airline passenger volumes declined by 90% to 95%, major layoffs in the hotel and food & beverage
industries, etc.), began to emerge from these declines in mid-2021. The tourism/travel/leisure
markets were seriously impacted and may require several years to stabilize, much less fully recover.
In its bi-annual bankruptcy update of the retail industry at year-end 2020, BDO counted 18 retailers
that headed to bankruptcy court in the first half of the year and another 11 in the last half. In fact, the
industry's bankruptcy record so far put it on pace with 2010, following the Great Recession, when
there were 48 bankruptcy filings by retailers. The COVID-19 pandemic has interfered with what is
normally a cyclical pattern for retailers and set up the industry for yet more bankruptcies and store
closings through 2021.
According to BDO researchers, 2020 set the record for the highest number of retail bankruptcies and
store closings in a single year. By BDO's measure, bankrupt retailers announced nearly 6,000 store
closings in 2020, on top of the 9,500 stores that closed in 2019 (most closings were in regional and
super-regional malls). Another 15 retailers (including Macy's, Bed Bath & Beyond, and Gap) outside
of bankruptcy court announced a total of 4,200 closures at year-end 2020. According to Coresight
Data, retailers have announced 4,889 store closures in 2021 representing a decline of 37.9% from
the number of store closures announced in 2020.
The number of retail bankruptcies has declined in 2021 due to the following factors:
Government stimulus funding has provided both subsidies and more available capital to the retail
sector;
Online spending grew by over 21% in 2020 and is likely to increase again in 2021; this increase
in sales does not correlate with bricks-and-mortar retail store sales, which remain challenged by
COVID restrictions and cautious consumer behavior As noted above, thousands of retail
businesses have closed during the global pandemic; industry sources suggest the pace of
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closures has largely stabilized in late 2021, but online sales growth is expected to continue to
affect new physical retail store opportunities;
Due to the increasing amount of retail space vacancy, property owners have less leverage over
tenants and have lowered rents to maintain occupancy, easing the cost of operations for specific
retailers;
Spending has shifted toward goods rather than services. The food service, hospitality, travel,
and sporting and entertainment/events retail categories remain deeply affected by COVID,
significantly reducing in-person attendance and on-site consumer spending. This has redirected
the share of spending on consumer services, which traditionally accounted for about 70% of all
consumer spend ing (National Retail Federation, 2021).
According to the National Restaurant Association, more than 110,000 eating and drinking
establishments across the United States closed—temporarily or permanently—in 2020, with nearly
2.5 million jobs erased from pre-pandemic levels. Of restaurants that closed permanently in 2020,
the majority were established businesses; these eateries had been in business for an average of 16
years, and 16% had been open for at least 30 years. Since the pandemic started, 62% of fine dining
operators and 54% of family and casual dining operators reported staffing levels more than 20%
below normal.
Moreover, restaurant and food service sales fell by $240 billion in 2020 from an expected level of
$899 billion. The association’s 2021 State of the Restaurant Industry report also noted that sales
and employment losses have disproportionately impacted full-service restaurants, which have had
greater challenges in pivoting to off-premises service.
COVID-related impacts on the visitor market in this part of Palm Beach County are characterized as
significant—at least as it pertains to impacts on the area’s hotel market. As noted in the analysis of
hotel market conditions, area occupancies declined sharply in 2020—from 83.7% in February 2020
to 17.6% in March 2020. Occupancies climbed steadily through the remainder of the year—to
50.2% by December 2020. During the first four months of 2021, area hotel occupancies jumped
from 57.2% in January to 77.1% in March but fell slightly in April.
VisitFlorida data for Southeast Florida (including Broward, Palm Beach, Miami-Dade , and Monroe
Counties) indicates that visitor volumes were down dramatically in 2020 over prior years. Survey
data on visitors “planning to travel in the next six months” indicated the proportion of those planning
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to visit Florida decreased from 87% in March 2020 to 58% in November 2020. Commercial airline
capacities declined significantly in 2020 but are rapidly improving in mid-2021.
For a visitor destination like Florida, where the $111.7 billion annual tourism industry is the state’s
largest industry, the impacts are great. Government policies are attempting to balance social
responsibility and safety with the need to re-open businesses and encourage visitors to return.
While beaches and tourist destinations across the state reopened in late 2020 and early 2021, the
emergence of virus variants such as Delta in mid-2021 are producing a significant increase in
caseloads and hospitalizations, thus generating significant uncertainty about full economic
recovery.
Unemployment & Impacts on Real Estate Development
In 2020, national unemployment levels were the highest since the Great Depression of the 1930s.
From a record annual low of 3.5% in February, seasonally adjusted unemployment jumped to 14.7%
in April. With uneven recovery generated by the pandemic, the official unemployment rate in 2020
steadily declined —from 13.3% in May to 6.7% in December. As vaccination rates soared in 2021,
national unemployment levels decreased steadily—from 6.3% in January to 5.4% in July. In fact,
943,000 jobs were added across the U.S. in June 2021. Fully 40% (380,000) of the job increase
occurred in Leisure & Hospitality, including Food Services & Drinking Places (+253,000 jobs) and
Accommodations (+74,000) as restaurants and hotels across the U.S. reopened and the summer
tourism season flourished. Another 243,000 jobs nationwide were created in July.
By comparison, according to the Department of Economic Opportunity (DEO), Florida’s
unemployment rate jumped from a low of 2.8% in February 2020 to a peak of 13.8% in April 2020.
During the last half of 2020, the state’s unemployment rate declined—from 11.4% in July to 6.4% in
November. During the first-quarter 2021, the state’s unemployment rate remained in the range of
4.7%; the state’s unemployment rate increased to 5.0% in June 2021 as the Delta variant of
the virus and hospitalizations surged across the state.
Other factors impacting real estate development and economic potentials include significant inflation
in multiple sectors of the economy as well as inordinately high increases in construction material
costs. In fact, inflation of 5% to 6% per month has been reported , and lumber set an all-time price
record of $1,515 per thousand board feet in May 2021. However, the "cash" market price dropped to
$472 per thousand board feet in the first week of August according to data from Fast-markets
Random Lengths and reported by Fortune. The highest price that lumber fetched by the same metric
in mid-2018 was $582.
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Driving that decline is an inversion of the supply-and-demand equation. Just as lumber producers
increased their capacity and were reducing backlogs, developers and construction firms had
started planning for delays, pivoting to other materials or halting projects altogether. Lumber costs
are felt most acutely by the homebuilding and low-rise multi-family sectors, where project starts had
begun tailing off as prices hit record highs in May. According to Bloomberg, steel, which commercial
developers turned to as a way of avoiding lumber, continued to rise in price well into the summer.
Ongoing supply-chain delays and disruptions in deliveries will affect the 2021 holiday season, which
traditionally accounts for most retailers’ annual profits.
Conclusion
Taken in total, these impacts caused a major slowdown in economic activity across Florida
(especially in hospitality and tourism-dependent sectors) in 2020; the costs of lost consumer
spending resulted in sizable increases in vacancy rates for retail and office uses and a
massive slowdown in tourism and visitor spending. While recovery in multiple business sectors
emerged in early 2021, full economic recovery is uncertain—if not temporarily stalled—due to the
emergence of virus variants and remaining unknowns about the pandemic. For at least the
remainder of 2021, economic prospects are likely to remain cautious.
However, there are mitigating factors that could change the mid-to longer-term outlook:
Slowing of Unsupportable Speculative Real Estate Development—an overheated real estate
market in Florida has encouraged speculative development and over-entitlements in multiple
submarkets.
Time to Plan More Effectively—the 2020 recession and uneven 2021 recovery could
encourage a more manageable pace of development and reduce environmental and social
impacts that often result from hurried decisions.
Business Opportunities for Millennials—the millennial generation is highly entrepreneurial
and will be more willing to start new retail, food & beverage, and consumer service businesses
once the pandemic has stopped.
Pent-up Demand for Social Experiences—while on-line sales spiked, higher vaccination rates
have allowed consumers to feel more comfortable dining out, going out, and shopping; in fact,
consumer demand for goods and services occurred at pent-up levels in early- and mid-2021 not
seen since the 2007 recession.
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Creative Regulation & Behavior Management—if reasonable standards are implemented and
safety practices realized, Florida’s beaches, communities and visitor destinations should
rebound faster than other parts of the country (although the Delta variant has appeared to
temporarily slow recovery).
It remains to be seen whether the mid-2021 spike in COVID cases in Florida and in other
states across the country will stall ongoing economic recovery. As of mid -September 2021,
Palm Beach County has confirmed 212,877 COVID -19 cases and 3,514 COVID-related deaths. The
recent impacts of the Delta variant are striking; while Florida recorded 251 deaths in all of June and
July, there were 6 ,603 new deaths in August.
That said, Florida has reportedly benefited from major residential relocation from the Northeast,
adding new residents, spenders, and workers to the state’s economic base. COVID remains a major
factor affecting otherwise available, pent-up spending power by U.S. consumers. As the
travel/tourism industry regains stability, Florida’s largest industry should accelerate its recovery,
potentially rippling through the state’s other economic sectors.
Key Findings
The following summarizes key findings of the demographic and economic profile, real estate market
conditions by land use, and development potentials:
Housing
As detailed in Section 5, the analysis to determine market support for new residential development
illustrates how transformational the Twin City Mall site can be for both the Town of Lake Park and
the Village of North Palm Beach. The limited number of vacant/undeveloped parcels in both
communities has hindered population/household growth, particularly in Lake Park, over the past 20
years. While nominal population growth occurred in each municipality between 2010 and 2020, a
historic trendline analysis as exhibited in Scenarios #1 and #2 will not justify market support
for new housing.
As a result, WTL+a prepared an alternative analysis for Lake Park as depicted in Scenario #3 to
identify the rate of population growth necessary over the next 10 years to ensure successful
redevelopment. As noted, the analysis suggests that Lake Park will need to grow at a
sustained compound annual pace of 1.5% per year—well above its recent 0.76% annual growth
rate. This could expect to generate sufficient demand to support up to 820 new housing units
town-wide by 2030 , including:
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Nautilus 220 (332 units under construction)
315 Federal Highway (100 units proposed)
Woolbright Development’s proposed “Lake Park Apartments” (250 units) on a portion of the Twin
City site, and
Another 130 to 140 “unallocated” units over the next 10 years.
Lake Park’s required growth rate could be slightly lower if a portion of the 332 units at Nautilus sell to
seasonal occupants.
Similarly, while slightly higher historic growth rates between 2010—2020 have generated modest
population/household growth in North Palm Beach, the Village will also need to strengthen its future
growth rate to support new housing on the Twin City Mall site. Specifically, as the portion of the site
available to accommodate redevelopment in North Palm Beach is larger than it is in Lake Park, land
acquisition costs by any developer will be significantly higher. Higher land costs will
necessitate additional density and building height to justify construction feasibility. As
densities along the corridor appear to be increasing, the Twin City Mall site is both a larger and pre-
assembled redevelopment opportunity and therefore should anticipate higher densities (i.e., 800 to
1,000 units). As a result, WTL+a created an alternative scenario to illustrate the higher growth
rate/market capture necessary to support approximately 800 to 1,000 units of new housing on the
North Palm Beach portion of the Twin City Mall site.
Another factor bearing upon feasibility will be the costs associated with providing structured parking,
which would be required to support a higher density redevelopment scenario.
As a result, WTL+a prepared an alternative analysis for North Palm Beach as depicted in Scenario
#3 to identify the rate of population growth necessary over the next 10 years to ensure successful
redevelopment. As noted, the analysis suggests that North Palm Beach will need to grow at a
sustained compound annual pace of 1.3% per year—well above its recent 0.77% annual growth
rate. This could expect to generate sufficient demand to support up to 1,000 new housing units
village-wide by 2030 , including:
200 Yacht Club (215 units proposed), and
Another 800 “unallocated” units over the next 10 years.
This suggests that redevelopment opportunities for new housing on the North Palm Beach portion of
the Twin City Mall site could support up to 800 units of new housing by 2030.
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The analysis concludes that stronger population/household growth in the U.S. Highway 1
corridor in this part of Palm Beach County is feasible, in part due to the impacts that the COVID
pandemic has introduced, including enhanced/accelerated forces such as population shifts from
New York/the Northeast to South Florida as well as recent, ongoing interest in private investment as
exhibited by such projects as Nautilus 220.
Since real estate market conditions data was collected and analyzed in May/June 2021,
supplemental data from CoStar, Inc. reveals that “Emara Palm Beach”, a 250-unit rental complex
that replaced Beach Plaza on U.S. 1 (just north of the Village’s municipal boundaries), and delivered
in mid-2021, is approximately 34% leased. This suggests that monthly absorption has averaged
approximately 17 units per month (assuming lease-up started in June 2021). Information on net
absorption at “Solara City Centre,” a 136 -unit complex located at PGA Boulevard and U.S. 1, and
delivered in mid-2021, was not reported.
The multi-family industry considers the reported pace of monthly absorption at Emara Palm Beach to
be strong.
In total, these factors could expect to generated market potentials that support between 850 and
1,050 units of new housing across the entirety of the Twin City Mall site over the next 10
years (2030).
Twin City Mall: 850 to 1,050 Units of New Housing
Across Entire Site
Multi-tenant/Speculative Office
As detailed in Section 5, the analysis of supportable market demand for new office space is
extremely limited in Lake Park and negligible in North Palm Beach. Moreover, the majority of
existing office inventory in both jurisdictions is aging/outdated and may have a degree of functional
and/or physical obsolescence—even with the presence of multiple owner-occupied office
condominium buildings in North Palm Beach. This is best exemplified in negative net absorption,
particularly in North Palm Beach, over the past 14 years.
While a small amount of office space may be attractive as part of a mixed-use project, any office
space developed on the Twin City Mall site should be considered a tertiary use that serves as an
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amenity to activate public space during the day. Any limited office space built should comprise
no more than 5,000 to 10,000 sq. ft. of space oriented to professional services tenancies and
located above street-level retail. The capacity to support any additional office space beyond this
amount will be determined by growth in specific business markets and office-using sectors, transition
of home-based businesses into leased space, rental/occupancy costs compared to competing
nearby locations, etc.
Twin City Mall: Office Potentials are Very Limited;
May Serve as Supporting Amenity
Hotel/Lodging
To understand hotel market performance and opportunities for hotel development on the Twin City
Mall site, WTL+a obtained hotel performance data from STR Global for 16 selected properties
located primarily on nearby commercial corridors and I-95 interchanges. It is critical to understand
market conditions given the enormity of the impacts on the hotel and hospitality industries from the
COVID pandemic as well as the time required for recovery.
The COVID pandemic which struck in early March 2020 has significantly impacted the
hotel/hospitality industry. Monthly occupancies dropped precipitously—from 83.7% in
February 2020 to 17.6% in April 2020. Overall occupancies among these 16 properties in 2020
averaged 44.8%. Occupancies climbed to 50.2% by year’s end and returned to pre-COVID metrics
in the range of 77% during the first quarter of 2021.
As detailed in Section 5, the analysis reveals negligible market support for new hotel development
on the Twin City Mall site in what would be considered by the hotel industry as a secondary location.
Even if peak growth in roomnight demand (which occurred between 2013 and 2017 among the
competitive set) continues, it is insufficient to support more than 150 additional hotel rooms in the
surrounding area over the next 10 years. This demand is likely to be captured in stronger,
primary locations, such as the commercial node created by The Gardens Mall and Downtown
at the Gardens or at interchanges along I-95. In fact, ShopCore is planning a 174-room hotel as
part of expansion and repurposing of Downtown at the Gardens. This will capture competitive area
roomnight demand in the near-term.
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Twin City Mall: Near-term Hotel Demand will be Focused
On More Marketable Sites in Surrounding Area
Supporting Retail
The retail demand analysis in Section 5 details potential consumer markets and sales estimates
from various sources that could expect to support new retail uses as part of the redevelopment of
the Twin City Mall site. A critical assumption is that the redevelopment program will create a
retail setting that is differentiated from other offerings in the area, that the configuration is
pedestrian and on-site resident friendly, and that the mix of retail businesses can become a dining
and limited shopping/services location. These assumptions are necessary to achieve capture rates
applied in the analysis and to retain a portion of household sales leakage occurring in North Palm
Beach. If these criteria are not met, then the retail program will not be achievable. Moreover, if the
residential development program identified in the housing analysis is reduced below the supportable
800 to 1,050 units, the site’s retail program will also be reduced.
Using potential sales increases from all consumer sources, the tota l retail development program
for the Twin City Mall site should target a range of 22,000 to 24,000 sq. ft.
Twin City Mall: Retail Potentials Limited as a
Secondary Use to Support On-site Residential Program
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2 Site Characteristics
The following highlights key site and location characteristics of the Twin City Mall site. It is intended
to illustrate the complexities associated with redeveloping a large site that straddles two different
municipalities with multiple parcels and fragmented/multiple private ownership. Property data was
obtained from Palm Beach County Property Appraiser public records.
Figure 1: Palm Beach County Property Appraiser Twin City Mall Parcel Boundaries
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Key findings from the County Property Appraiser indicate that:
The subject site in its entirety contains 38.22 acres of land with 177,749 sq. ft. of commercial
uses. This suggests an overall density (floor area ratio) of .106 FAR. While this is considered
low density for commercial/retail uses, it reflects six vacant commercial parcels (with 12.58
acres, 33% of the total) and two parcels for stormwater management (with 2.51 acres);
The entire site has a preliminary 2021 market value of $26,396,200 and a preliminary 2021
taxable value of $24,838,980 ($139.74 per sq. ft. of building area). This is a slight increase
over the site’s 2019 taxable value of $23,401,328, or $131.65 per sq. ft.-GBA);
There are nine separate property owners/entities and 16 separate parcels. These include:
o Village Shops LLC (13.07 acres and five parcels) and Northlake Promenade Shops LLC
(11.57 acres and four parcels);
o Real Sub LLC/Publix Supermarket (one parcel comprising 7.41 acres);
o OPV Northlake Promenade LLC (2.30 acres and two parcels); and
o Multiple pad sites along Northlake Boulevard and U.S. 1 occupied by various retail
tenants (e.g., BP Gas, CVS, Wendy’s, TD Bank).
There are seven parcels comprising 15.75 acres of land located in North Palm Beach
(accounting for 41% of the total site). These seven parcels contain 103,285 sq. ft. of commercial
uses with a 2021 taxable value of $12,186,168 ($118 per sq. ft.-GBA); and
There are nine parcels comprising 22.47 acres of land located in Lake Park (accounting for 59%
of the total site). These nine parcels contain 74,464 sq. ft. of commercial uses (including the
Publix Supermarket) with a 2021 taxable value of $12,652,812 ($169 per sq. ft.-GBA). While
there is less commercial space located on the Lake Park portion of the site, it generates
higher taxable value (driven by Publix and the UPS retail store).
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Table 1: Twin City Mall Parcel Information—Village of North Palm Beach, 2021
Parcel Site Size Year Property Land Size
Address Owner (Acres)Built Use Code Uses (SF)Market Taxable Per SF Market Taxable Per SF
North Palm Beach
Multiple Tenants Village Shops 7.99 1967 Shopping Office 5,566
101 US Highway 1 at US 1 LLC Center-Lobby 1,813
Community Warehouse 7,120
Warehouse 71,117
Total:85,616 7,437,763$ 4,831,530$ 56.43$ 6,983,995$ 5,846,151$ 68.28$
-6.1%21.0%
BP Gas Northlake 0.75 2000 Service C-Mart 2,275
165 US Highway 1 Petroleum,Station Car Wash 648
Inc.Total:2,923 1,235,824$ 1,235,824$ 422.79$ 1,278,332$ 1,278,332$ 437.34$
3.4%3.4%
CVS OPVC 1.45 1997 Supermarket/Drug store
312 Northlake Blvd.Northlake Drug Store Freestanding 9,842
Promenade Total:9,842 1,900,000$ 1,900,000$ 193.05$ 2,509,376$ 2,090,000$ 212.36$
LLC 32.1%10.0%
TD Bank Palm Beach 0.95 2005 Financial Neighborhood
316 Northlake Blvd.County Bank Bank 4,904
Total:4,904 1,683,976$ 1,683,976$ 343.39$ 1,781,917$ 1,781,917$ 363.36$
5.8%5.8%
Stormwater Parcels Northlake 0.37 River/Lakes 112$ 112$ -$ 112$ 112$ -$
Promenade 0.0%0.0%
Shoppes LLC
Vacant Village Shops 3.81 Vacant 898,331$ 898,331$ -$ 943,164$ 943,164$ -$
at US 1 LLC Commercial 5.0%5.0%
Vacant Village Shops 0.43 Vacant 234,710$ 234,710$ -$ 246,492$ 246,492$ -$
at US 1 LLC Commercial 5.0%5.0%
Subtotal - North Palm Beach:15.75 103,285 13,390,716$ 10,784,483$ 104.41$ 13,743,388$ 12,186,168$ 117.99$
41%81%2.6%13.0%
2019 Values
2021 Values &
% Change From 2019
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Table 2: Twin City Mall Parcel Information—Town of Lake Park, 2021
Parcel Site Size Year Property Land Size
Address Owner (Acres)Built Use Code Uses (SF)Market Taxable Per SF Market Taxable Per SF
Lake Park
Wendy's Wendys 0.87 2002 Restaurant,Franchise
320 Northlake Blvd.Properties LLC Drive-in Food 2,938
Total:2,938 1,115,431$ 1,115,431$ 379.66$ 1,148,231$ 1,148,231$ 390.82$
2.9%2.9%
Bank San Fiz Inc.1.39 2005 Financial Neighborhood
328 Northlake Blvd.Bank 4,176
Total:4,176 1,352,533$ 1,352,533$ 323.88$ 1,701,929$ 1,701,929$ 407.55$
25.8%25.8%
Publix Supermarket Real Sub LLC 7.32 2000 Shopping Comm. Retail 4,036
370 Northlake Blvd.Center-Supermarket 52,768
Community Total:56,804 6,232,749$ 6,232,749$ 109.72$ 5,891,872$ 5,891,872$ 103.72$
-5.5%-5.5%
UPS Store Northlake 2.41 2000 Shopping Comm. Retail 6,196
378 Northlake Blvd.Promenade Center-Comm. Retail 4,350
Shoppes LLC Community Total:10,546 1,599,073$ 1,599,073$ 151.63$ 1,525,631$ 1,525,631$ 144.66$
-4.6%-4.6%
Stormwater Parcels Northlake 2.14 River/Lakes - 642$ 642$ -$ 642$ 642$ -$
Promenade 0.0%0.0%
Shoppes LLC
Vacant OPV Northlake 0.85 Vacant - 660,789$ 660,789$ -$ 693,736$ 693,736$ -$
Promenade Commercial 5.0%5.0%
LLC
Vacant Northlake 6.65 Vacant
(MF Parcel)Promenade Commercial - 1,641,058$ 1,641,058$ -$ 1,676,187$ 1,676,187$ -$
Shoppes LLC 2.1%2.1%
Vacant Village Shops 0.70 Vacant - 228$ 228$ -$ 239$ 239$ -$
at US 1 LLC Commercial 4.8%4.8%
Vacant Village Shops 0.14 Vacant - 14,342$ 14,342$ -$ 14,345$ 14,345$ -$
at US 1 LLC Commercial 0.02%0.02%
Subtotal - Lake Park:22.47 74,464 12,616,845$ 12,616,845$ 169.44$ 12,652,812$ 12,652,812$ 169.92$
59%100%0.3%0.3%
TOTAL:38.22 177,749 26,007,561$ 23,401,328$ 131.65$ 26,396,200$ 24,838,980$ 139.74$
Source: Palm Beach County Property Appraiser; WTL+a, updated August 2021.
2019 Values
2021 Values &
% Change From 2019
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3 Demographic & Economic Profile
The following evaluates those indices that drive fundamental market demand for various land uses
to help inform redevelopment potentials for the Twin City Mall site. Accordingly, the profile is
focused on population and household growth ; employment trends and forecasts; household incomes
and annual retail spending power; current business mix; and other economic indicators for Lake
Park, North Palm Beach, and the northern part of Palm Beach County based on available data that
form the basis of potential market support for redevelopment.
This profile and analysis are based on data from various secondary public and private sources,
including U.S. Census Bureau; University of Florida Bureau of Business & Economic Research;
Town of Lake Park; Village of North Palm Beach; Palm Beach County; ESRI Business Analyst;
Claritas, Inc.; Dun & Bradstreet, Inc.; and other sources.
Demographic Trends & Forecasts
WTL+a evaluated historic population
growth patterns and forecasts for the
Town of Lake Park, the Village of North
Palm Beach, and a selected portion of
northern Palm Beach County using the
sources noted above. Key findings are
summarized below, with data illustrated
in Table 3 through Table 18.
Domestic Relocations to Florida
A portion of Florida’s annual population growth can be attributed to domestic relocations from other
cities and states across the U.S. As illustrated in Table 3, U.S. Census data from the American
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Table 3: State-by-State Relocations to Florida—Top 10 States, 2010—2019
Rank by Total % Share
Share State 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Relocations of Total
1 New York 55,011 59,288 53,009 55,419 58,753 69,289 60,472 63,722 63,033 57,488 595,484 10.7%
Annual % Change - 7.8%-10.6%4.5%6.0%17.9%-12.7%5.4%-1.1%-8.8%
2 Georgia 35,615 38,658 42,754 35,386 42,020 38,654 39,578 38,800 35,350 49,681 396,496 7.2%
3 New Jersey 22,344 25,206 27,606 30,914 24,425 29,390 33,966 27,892 30,105 28,222 280,070 5.1%
4 Pennsylvania 19,935 20,821 25,659 28,771 28,841 28,826 30,258 28,507 31,712 34,965 278,295 5.0%
5 Texas 24,039 25,532 28,564 24,226 25,175 29,706 31,153 31,625 24,197 26,174 270,391 4.9%
6 North Carolina 19,108 23,983 23,133 29,017 25,333 24,003 28,726 23,270 26,708 28,207 251,488 4.5%
7 California 22,130 22,420 20,386 26,690 23,239 21,217 28,420 30,919 26,888 28,628 250,937 4.5%
8 Ohio 21,047 18,191 22,927 22,597 27,438 27,403 29,655 22,946 22,452 30,335 244,991 4.4%
9 Virginia 20,080 16,614 25,697 18,132 25,342 23,377 29,485 28,232 31,798 26,031 244,788 4.4%
10 Illinois 17,432 19,152 22,565 19,973 25,095 26,406 23,319 28,631 27,622 24,425 234,620 4.2%
TOTAL BY YEAR:482,889 498,597 537,148 529,406 546,501 584,938 605,018 566,476 587,261 601,611 5,539,845
Annual % Change:- 3.3%7.7%-1.4%3.2%7.0%3.4%-6.4%3.7%2.4%
State-to-State Migration Flows (census.gov)
Source: U.S. Census Bureau; American Community Survey, 2010-2019; WTL+a, November 2021.
2010-2019
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Community Survey for 2010 —2019, resident relocations from the top 10 states accounted for 55% of
all domestic relocations to Florida. In particular, the Northeast (New York, New Jersey,
Pennsylvania and Virginia) accounted for 25% of all relocations from these top 10 states, with
residents relocating from New York State comprising the largest share (10.7%) of the 5.5
million total statewide relocations over the past 10 years . Notably, the number of New York
State residents relocating to Florida declined in 2018 and 2019—by 1.1% between 2017—2018
and almost 9% between 2018—2019. Georgia accounted for the second largest share of
relocations to Florida—with 7.2% of the total between 2010 and 2019.
While relocation data for 2020 and 2021 are not yet available, change-of-address filings from the
United States Postal Service (USPS) provide insights into patterns expected upon release of U.S.
Census data. However, permanent residential change-of-address filings (combining both individuals
and families) are not a perfect measure of resident relocations. While individuals filing represent one
mover, the number of people associated with one family filing cannot be determined. Moreover,
duplicate filings can occur (such as a family with different last names at the same address), or a
mover may not even submit a USPS filing.
According to the USPS, migration patterns for most of the U.S. were remarkably similar in 2020 to
resident relocations in 2018 and 2019. Notably, several densely populated cities experienced a
dramatic change of filings compared to prior years. According to USPS permanent filings, the
number of individuals and families leaving New York City for a new state jumped 47% from
2019 to 2020 . It is not known how many of these moves were attributable to the COVID
pandemic .
While the number of permanent change-of-address filings by New York City residents leaving for
other states increased in 2020, there was little change in which destination states they chose. The
share of movers from New York City to Florida over the past three years is illustrated below:
Year % of Movers % Change
2018 12.4% N/A
2019 12.7% 2.4%
2020 12.2% (3.9%)
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Figure 2: Top 50 Metropolitan Destinations from New York City, 2020
USPS data on permanent address changes from New York City to selected counties in Florida is
illustrated in Table 4. According to USPS, the four South Florida counties (Broward, Miami-
Dade, Monroe and Palm Beach) accounted for 5,793 address changes from New York City in 2020,
a jump of 89% from 2019 (2,735 filings). South Florida accounted for 62% of all permanent address
changes from New York City between 2019 and 2020.
There were 2,048 address changes from New York City to Palm Beach County in 2020, an increase
of 1,059 filings over 2019 (107%). Notably, Palm Beach County accounted for 22% of all New
York City filings to the State of Florida between 2019 and 2020 .
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Table 4: Permanent Address Changes—New York City to Florida Counties, 2019—2020
2020
As %
Destination County 2019 2020 No.%of State
Miami-Dade 1,411 2,639 1,228 87%
Palm Beach 989 2,048 1,059 107%22%
Broward 646 1,069 423 65%
Monroe 12 37 25 208%
Subtotal-South Florida:3,058 5,793 2,735 89%62%
Hillsborough 289 427 138 48%
Manatee 58 156 98 169%
Pasco 53 69 16 30%
Pinellas 206 330 124 60%
Sarasota 122 245 123 101%
Subtotal-Tampa Bay:728 1,227 499 69%13%
Orange 269 468 199 74%
Osceola 78 122 44 56%
Polk 75 100 25 33%
Seminole 59 91 32 54%
Lake 30 46 16 53%
Subtotal-Central Florida:511 827 316 62%9%
Collier 152 312 160 105%
Lee 113 199 86 76%
Charlotte 15 17 2 13%
Subtotal-SW Florida:280 528 248 89%6%
Duval 114 189 75 66%
St. John's 41 115 74 180%
Alachua 39 70 31 79%
Leon 24 38 14 58%
Flagler 16 36 20 125%
Clay 21 25 4 19%
Subtotal-NE Florida:255 473 218 85%5%
Brevard 51 106 55 108%
Volusia 50 87 37 74%
Indian River 28 77 49 175%
Martin 34 74 40 118%
St. Lucie 39 51 12 31%
Subtotal-Treasure Coast:202 395 193 96%4%
Marion 14 33 19 136%
Sumter 13 27 14 108%
Okaloosa 16 25 9 56%
Hernando 18 20 2 11%
Subtotal-Other:61 105 44 72%1%
TOTAL-Florida:5,095 9,348 4,253 83%
New York City to Florida Relocations: Flight or Hype? - Sarasota Luxury Real Estate (peterglaughlin.com)
Source: U.S. Postal Service; Florida Realtors; WTL+a, November 2021.
Change
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Palm Beach County
As illustrated in Table 5, Palm Beach County’s population increased—from 1,131,200
residents in 2000 to 1,466,500 residents as of the April 1, 2020 State census, reflecting strong
population growth exceeding 335,300 new residents over the past 20 years. This represents
sustained annual growth of 1.31 % per year since 2000; growth slowed to a more reasonable but
still solid compound annual rate of 1.06% per year between 2010 and 2020;
Since 2000, Palm Beach County Added
335 ,300 New Residents
The University of Florida-Bureau of Business & Economic Research (BEBR) prepares the official
population forecasts for all 67 counties across the state. Its Medium Growth Scenario suggests
that Palm Beach County’s population will increase to 1,668 ,600 by 2035, reflecting an increase
of more than 202 ,100 new residents over the next 15 years based on a compound annual
growth rate of 0.86% per year;
Lake Park, North Palm Beach, and five other selected municipalities contain a 2020 population
of 323,340, accounting for 22% of the County’s total population. These seven municipalities
(which gained 40,400+ new residents between 2000 and 2010) added population at an annual
growth rate of 1.54% per year during this 10-year period. This was on par with the County’s
overall growth rate of 1.56% per year between 2000 and 2010 ; and
Over the past 10 years, however, redevelopment and infill growth accelerated in these seven
municipalities, generating 38,340 new residents between 2010 and 2020. This resulted in a
compound annual growth rate of 1.27% per year—exceeding the County’s growth rate of 1.06%
during this period.
More detailed demographic data for Lake Park, North Palm Beach , and the North County “trade
area” is provided below.
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Table 5: Palm Beach County Population Trends & Forecasts, 2000—2040
% of % of 1-Apr % of % of
2000 County 2010 County 2020 County Amount CAGR (2)2025 2030 2035 County Amount CAGR (2)
Population
Palm Beach County 1,131,184 1,320,134 1,466,494 146,360 1.06% 1,544,900 1,612,200 1,668,600 202,106 0.86%
Boynton Beach 60,389 5.3% 68,217 5.2%78,495 5.4%10,278 1.41%84,201 90,322 96,887 5.8%18,392
Delray Beach 60,020 5.3% 60,522 4.6%67,168 4.6%6,646 1.05%70,760 74,544 78,530 4.7%11,362
Jupiter 38,397 3.4% 55,156 4.2%63,188 4.3%8,032 1.37%67,633 72,390 77,481 4.6%14,293
Lake Park 8,659 0.77% 8,155 0.62%8,912 0.61%757 0.89%9,316 9,739 10,181 0.61%1,269
North Palm Beach 12,157 1.07% 12,021 0.91%12,813 0.87%792 0.64%13,228 13,657 14,100 0.85%1,287
Palm Beach Gardens 35,058 3.1% 48,440 3.7%56,709 3.9%8,269 1.59%61,359 66,390 71,833 4.3%15,124
Riviera Beach 29,884 2.6% 32,488 2.5%36,057 2.5%3,569 1.05%37,986 40,018 42,159 2.5%6,102
Total: 244,564 21.6% 284,999 21.6% 323,342 22.0%38,343 1.27%344,483 367,059 391,172 23.4%67,830 1.28%
(1) Based on the 2025-2045 Low-Medium-High Population Forecasts prepared by BEBR (for the 2020-2035 period), using the Medium Growth Scenario for Palm Beach County.
(2) CAGR=Compound Annual Growth Rate.
(3) As municipal population forecasts are not prepared by the State of Florida, population projections for 2025-2035 for these municipalities assume that each continues the same rate of growth as occurred
between 2010-2020.
Population Studies Program | www.bebr.ufl.edu *2020_pop_estimates-Revised.xlsx (state.fl.us)
Source: U.S. Census Bureau; Florida Legislature, Office of Economic & Demographic Research; ESRI Business Analyst; WTL+a, revised October 2021.
Change: 2010-2020 Change: 2020-2035Forecasts (3)
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Town of Lake Park
Key demographic characteristics of the Town of Lake Park are
illustrated in Table 6 and summarized below:
In 2020, data from ESRI Business Analyst suggests that Lake
Park contains 8,762 residents in 3,400 households . This is
slightly lower than the official April 1st state estimate of 8,912
residents;
While Lake Park lost population between 2000—2010, the
town gained more than 600 new residents between 2010 and
2020, equating to a solid average annual growth rate of 0.72% per
year over the past 10 years;
The Town ’s share of Palm Beach County’s population has declined over the past 20 years—from
0.77% in 2000 to 0.60% in 2020. Over the next five years, ESRI forecasts suggest Lake Park’s
share of the County’s population will remain stable in the range of 0.59% by 2025;
Lake Park’s population is 32% White, 60% Black, and 10% Hispanic (can be two or more races);
Residents have a median age of 37.5 years, which is forecast to increase slightly to 38.0 years
by 2025. By comparison, Palm Beach County’s median age is older—45.9 with a nominal
increase to 46.2 years over the next five years;
Lake Park is a moderate-income community, with average household incomes of almost $62,400
per year. Approximately 15.5% of Lake Park’s households have annual incomes greater
than $100,000 per year;
Average household incomes are forecast to increase by 1.2 % per year over the next five years,
rising to $66,100 by 2025. The Town ’s average household incomes are forecast to remain well-
below its counterparts in Palm Beach County, where average household incomes are forecast to
be $106,700 by 2025. Notably, the largest gains in household incomes are forecast to
occur in the $100,000-$149,999 range , with declines in annual household incomes below
$50,000 over the next five years. This would be expected to enhance disposable incomes and
retail spending patterns in Lake Park over the next five years;
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Table 6: Demographic Trends & Forecasts—Town of Lake Park, 2000—2025
2000 2010 2020 % Dist.2025 % Dist.No.CAGR %
Demographic Profile
Population 8,659 8,155 8,762 9,101 339 0.76%
As % of County 0.77%0.62%0.60%0.59%
Households 3,326 3,144 3,400 3,534 134 0.78%
Avg. HH Size 2.57 2.57 2.55 2.55
Median Age 35.9 37.5 38.0
Race
White 3,054 2,765 32%2,651 29%(114) -0.8%
Black 4,485 5,242 60%5,622 62%380 1.4%
American Indian 15 15 0%15 0%- 0.0%
Asian, Pacific Islander 204 232 3%252 3%20 1.7%
Other 167 229 3%267 3%38 3.1%
Two or More Races 230 279 3%294 3%15 1.1%
Total:8,155 8,762 9,101 339
Hispanic (1)653 896 10%1,052 12%156 3.3%
Age Distribution
0-14 1,605 1,633 19%1,695 19%62 0.7%
15-24 1,299 1,100 13%1,055 12%(45) -0.8%
25-34 1,081 1,381 16%1,413 16%32 0.5%
35-44 1,038 1,049 12%1,185 13%136 2.5%
45-54 1,305 1,063 12%1,049 12%(14) -0.3%
55-64 898 1,257 14%1,163 13%(94) -1.5%
65-74 491 742 8%918 10%176 4.3%
75-84 320 368 4%454 5%86 4.3%
85+118 169 2%169 2%- 0.0%
Income Profile
Households by Income
<$15,000 12.0%10.9%-1.9%
$15,000 - $24,999 10.5%10.1%-0.8%
$25,000 - $34,999 13.1%12.8%-0.5%
$35,000 - $49,999 13.7%13.6%-0.1%
$50,000 - $74,999 25.2%25.8%0.5%
$75,000 - $99,999 10.0%10.2%0.4%
$100,000 - $149,999 8.4%9.3%2.1%
$150,000 - $199,999 5.4%5.7%1.1%
$200,000+1.7%1.6%-1.2%
Average HH Income 62,384$ 66,100$ 1.2%
Median HH Income 50,398$ 51,534$ 0.4%
Educational Profile
Years of Education: 25 Years & Over (2019 American Community Survey/ACS)
High School Graduate or Higher 84.0%
Bachelor's Degree or Higher 30.1%
(1) Persons of Hispanic origin are a subset of other race categories; therefore, totals do not add.
U.S. Census Bureau QuickFacts: Lake Park town, Florida
Source: U.S. Census Bureau; American Community Survey; ESRI Business Analyst; WTL +a, April 2021.
Change: 2020-2025
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ESRI’s five-year forecasts through 2025 suggest that Lake Park’s growth rate will increase
slightly over previous trends, with a forecast population gain of 339 new residents in 134 new
households. This forecast suggests an average annual growth rate of 0.76% per year over the
next five years; and
ESRI forecasts further suggest that population growth will be greatest in specific age
cohorts over the next five years:
o Two age cohorts - 65 —74 and 75 —84 - are expected to exhibit the greatest rate of
growth —4.3% per year (consistent with an aging population throughout Florida and the
U.S.)
o The only other cohort where notable growth is forecast includes 35—44-year-olds (2.5%
per year). In combination, this is likely to translate into opportunities for specific types of
housing, such as move -up buyers in for-sale housing units as well as age -restricted and
independent living/continuing care for those over the age of 65.
Lake Park Population Growth Next 5 Years:
339 New Residents in 134 New Households by 202 5
Village of North Palm Beach
Key demographic characteristics of the Village of
North Palm Beach are illustrated in Table 7 and
summarized below:
In 2020, data from ESRI Business Analyst suggests
that North Palm Beach contains 12 ,975 residents in
6,570 households. This is slightly higher than the
official April 1st state estimate of 12,813 residents;
Like Lake Park, North Palm Beach lost population between 2000—2010, but gained over 950
new residents between 2010 and 2020 , equating to a solid average annual growth rate of
0.77% per year over the past 10 years;
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Table 7: Demographic Trends & Forecasts—Village of North Palm Beach, 2000—2025
2000 2010 2020 % Dist.2025 % Dist.No.CAGR %
Demographic Profile
Population 12,157 12,021 12,975 13,490 515 0.78%
As % of County 1.1%0.9%0.9%0.9%
Households 6,237 6,097 6,570 6,819 249 0.75%
Avg. HH Size 1.97 1.97 1.97 1.97
Median Age 51.8 57.4 60.0
Race
White 11,221 11,782 91%12,039 89%257 0.4%
Black 320 483 4%588 4%105 4.0%
American Indian 10 13 0%13 0%- 0.0%
Asian, Pacific Islander 205 281 2%339 3%58 3.8%
Other 108 181 1%230 2%49 4.9%
Two or More Races 157 236 2%281 2%45 3.6%
Total:12,021 12,976 13,490 514
Hispanic (1)826 1,383 11%1,781 13%398 5.2%
Age Distribution
0-14 1,360 1,246 10%1,255 9%9 0.1%
15-24 937 837 6%804 6%(33) -0.8%
25-34 1,089 1,108 9%1,072 8%(36) -0.7%
35-44 1,280 1,254 10%1,339 10%85 1.3%
45-54 1,975 1,514 12%1,382 10%(132) -1.8%
55-64 1,858 2,256 17%2,079 15%(177) -1.6%
65-74 1,580 2,342 18%2,723 20%381 3.1%
75-84 1,392 1,603 12%1,991 15%388 4.4%
85+550 814 6%844 6%30 0.7%
Income Profile
Households by Income
<$15,000 6.2%5.4%
$15,000 - $24,999 7.3%6.5%
$25,000 - $34,999 8.9%8.0%
$35,000 - $49,999 11.2%10.3%
$50,000 - $74,999 16.9%16.2%
$75,000 - $99,999 9.9%9.9%
$100,000 - $149,999 18.4%19.9%
$150,000 - $199,999 9.6%11.0%
$200,000+11.6%12.7%
Average HH Income 107,822$ 119,111$ 2.0%
Median HH Income 73,715$ 82,501$ 2.3%
Educational Profile
Years of Education: 25 Years & Over (2018 American Community Survey/ACS)
High School Graduate or Higher 96.0%
Bachelor's Degree or Higher 45.2%
(1) Persons of Hispanic origin are a subset of other race categories; therefore, totals do not add.
U.S. Census Bureau QuickFacts: North Palm Beach village, Florida
Source: U.S. Census Bureau; American Community Survey; ESRI Business Analyst; WTL +a, April 2021.
Change: 2020-2025
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The Village’s share of Palm Beach County’s population has declined slightly over the past 20
years—from 1.1 % in 2000 to 0.90% in 2020. Over the next five years, ESRI forecasts suggest
the Village’s share of the County’s population will remain stable in the range of 0.90% by 202 5;
North Palm Beach’s population is far less diverse than Lake Park: 91% White, 4% Black, and
11% Hispanic (can be two or more races);
Village residents are older than Lake Park residents, with a median age of 57.4 years. This is
forecast to increase to 60.0 years by 2025. By comparison, Palm Beach County’s median age is
much younger—45.9 with a nominal increase to 46.2 years over the next five years;
North Palm Beach is an affluent community, with average household incomes of over $107,800
per year. Fully 40% of Village households have annual incomes greater than $100,000 per
year;
Average household incomes are forecast to increase by 2.0 % per year over the next five years,
rising to $119,100 by 2025. The Village’s average household incomes are forecast to remain
above Palm Beach County, where average household incomes are forecast to be $106,700 by
2025. Notably, gains in household incomes are forecast to occur for all levels above
$100,000, with declines in all levels of annual household incomes below $100 ,000 over the next
five years. This could enhance disposable incomes and retail spending patterns in North Palm
Beach over the next five years;
ESRI’s five-year forecasts through 2025 suggest that North Palm Beach’s growth rate will
parallel its growth over the past 10 years, with a forecast population gain of 515 new residents
in 249 new households. This forecast suggests an average annual growth rate of 0.78% per
year over the next five years; and
ESRI forecasts further suggest that North Palm Beach’s population will continue to age, with
population growth greatest in the 65—74 and 75—84 age cohorts (3.1% and 4.4%, respectively).
Nominal growth of 0.7% per year is also forecast for those over the age of 85. Notably, the
proportion of Village residents in peak earning years (45—54 and 55-64) are forecast to decline.
North County Trade Area
At the request of the municipalities, WTL+a also examined demographic characteristics of the
northern portion of Palm Beach County. This was conducted to understand growth trends in a
larger regional context. As illustrated in Figure 3 below, the “North County” trade area
comprises a 26.2 square mile area bounded by Donald Ross Road on the north, the Florida
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Turnpike on the west, Silver Beach Road on the south, and the Intracoastal Waterway on the
east. The trade area includes portions of Palm Beach Gardens, Jupiter, and unincorporated
Palm Beach County.
Figure 3: North County Trade Area
Key demographic characteristics of the North County trade area are illustrated in Table 8 and
summarized below:
In 2020, data from ESRI Business Analyst suggests that North County contains 73,538
residents in over 32,880 households. The share of both municipalities’ population of North
County declined between 2000 and 2020—from 15% to 12% in Lake Park and 21% to 18% in
North Palm Beach—as the outlying portion of North County continue to grow;
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Table 8: Demographic Trends & Forecasts—North County Trade Area, 2000—2025
2000 2010 2020 % Dist.2025 % Dist.No.CAGR %
Demographic Profile
Population 57,761 65,356 73,538 77,525 3,987 1.06%
As % of County 5.1%5.0%5.0%5.0%
Households 25,002 29,268 32,882 34,604 1,722 1.03%
Avg. HH Size 2.22 2.22 2.23 2.23
Median Age 45.0 47.6 48.1
Race
White 52,986 56,550 77%57,868 75%1,318 0.5%
Black 7,716 10,054 14%11,352 15%1,298 2.5%
American Indian 131 143 0%147 0%4 0.6%
Asian, Pacific Islander 2,033 2,921 4%3,508 5%587 3.7%
Other 1,269 2,016 3%2,493 3%477 4.3%
Two or More Races 1,220 1,854 3%2,157 3%303 3.1%
Total:65,355 73,538 77,525 3,987
Hispanic (1)6,379 10,574 14%13,399 17%2,825 4.8%
Age Distribution
0-14 9,880 10,208 14%10,626 14%418 0.8%
15-24 6,634 6,839 9%6,897 9%58 0.2%
25-34 7,883 8,490 12%8,761 11%271 0.6%
35-44 8,262 8,892 12%9,608 12%716 1.6%
45-54 10,371 9,456 13%9,213 12%(243) -0.5%
55-64 9,077 11,373 15%11,057 14%(316) -0.6%
65-74 6,876 9,760 13%11,194 14%1,434 2.8%
75-84 4,614 5,864 8%7,300 9%1,436 4.5%
85+1,756 2,656 4%2,869 4%213 1.6%
Income Profile
Households by Income
<$15,000 7.7%6.9%
$15,000 - $24,999 6.4%5.8%
$25,000 - $34,999 8.1%7.6%
$35,000 - $49,999 11.5%10.9%
$50,000 - $74,999 18.2%17.8%
$75,000 - $99,999 12.6%12.8%
$100,000 - $149,999 15.3%16.2%
$150,000 - $199,999 8.0%8.9%
$200,000+12.1%13.3%
Average HH Income 107,081$ 116,950$ 1.8%
Median HH Income 71,490$ 76,691$ 1.4%
Educational Profile
Years of Education: 25 Years & Over (2018 American Community Survey/ACS)
High School Graduate or Higher N/A
Bachelor's Degree or Higher N/A
(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, May 2021.
Change: 2020-2025
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In fact, North County gained almost 15,800 new residents between 2000—2020, equating to a
positive average annual growth rate of 1.21% per year over the past 20 years. This growth is
attributable to new residential development in portions of Pal m Beach Gardens and Jupiter;
North County’s population is less diverse than Lake Park but more diverse than North Palm
Beach: 77% White, 14% Black, and 14% Hispanic (can be two or more races);
North County residents have a median age of 47.6 years. This is forecast to increase to 48.1
years by 2025. By comparison, Palm Beach County’s median age is slightly younger—45.9 with
a nominal increase to 46.2 years over the next five years;
Like North Palm Beach, North County is affluent, with average household incomes of more than
$107,000 per year. Fully 35% of North County households have annual incomes greater
than $100,000 per year;
Average household incomes are forecast to increase by 1.8 % per year over the next five years,
rising to $116,950 by 2025. Average household incomes are forecast to remain above Palm
Beach County, where average household incomes are forecast to be $106,700 by 2025.
Notably, gains in household incomes are forecast to occur for all levels above $75,000,
with declines in all levels of annual household incomes below $75,000 over the next five years.
This should ensure that disposable incomes and retail spending patterns in North County remain
strong over the next five years;
ESRI’s five-year forecasts through 2025 suggest that North County’s growth rate will parallel its
growth over the past 20 years, with a forecast population gain of 3,980+ new residents in
1,720+ new households. This forecast suggests an average annual growth rate of 1.06% per
year over the next five years; and
ESRI forecasts further suggest that North County’s population will continue to age, with
population growth greatest in 65—74 and 75—84 cohorts (2.8% and 4.5%, respectively). Solid
growth of 1.6% per year is also forecast for those over the age of 85 as well as those ages 35—
44. Nominal declines are expected in peak earning cohorts: 45—54 and 55—64.
Household Incomes & Retail Spending
Household retail spending is the primary driver of demand for retail space, such as neighborhood
commercial districts, community shopping centers, “Big Box” stores such as Wal-Mart or Target,
food & beverage, and specialty or destination retail projects.
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Table 9: Annual Household Consumer Spending, 2019
Palm Beach Boynton Delray Lake North Palm North Palm Beach Riviera
County Beach Beach Park Beach County Gardens Beach
Total Households (2020)595,315 32,834 30,244 3,400 6,570 32,882 27,069 13,386
Apparel & Accessories
Men's Wear 439$ 352$ 443$ 309$ 489$ 498$ 580$ 344$
Women's Wear 781 638 812 536 916 906 1,069 614
Children's Wear 323 258 309 233 319 357 400 271
Footwear 512 407 506 362 544 568 649 419
Watches & Jewelry 154 99 125 80 139 137 162 123
Apparel Products & Services 74 49 64 43 74 71 87 55
Subtotal:2,284$ 1,802$ 2,259$ 1,565$ 2,481$ 2,538$ 2,947$ 1,827$
Computers
Computers & Hardware 179$ 152$ 191$ 116$ 198$ 197$ 253$ 141$
Software & Accessories 37 16 19 23 40 38 26 29
Subtotal:216$ 168$ 211$ 139$ 237$ 235$ 279$ 170$
Entertainment & Recreation
Membership Fees for Clubs 256$ 195$ 256$ 163$ 299$ 294$ 353$ 185$
Fees for Participant Sports 123 86 107 65 130 122 147 90
Tickets to Theater/Operas/Concerts 82 66 88 58 104 101 121 58
Tickets to Movies 61 50 61 42 68 69 80 46
Tickets to Parks/Museums 34 27 34 23 38 38 45 26
Admission to Sporting Events 66 49 65 42 75 74 89 51
Fees for Recreational Lessons 147 108 144 102 165 174 208 104
Dating Services 0.79 0.73 0.98 0.70 0.99 1.04 1.18 0.74
Subtotal:769$ 581$ 755$ 495$ 879$ 873$ 1,045$ 562$
TV/Video/Audio
Cable & Satellite TV Services 944$ 689$ 874$ 574$ 992$ 952$ 1,112$ 795$
Televisions 119 96 116 78 129 128 148 98
Satellite Dishes 2 1 1 0.77 2 1 2 1
VCRs, Video Cameras & DVD Players 7 5 6 4 6 6 7 5
Miscellaneous Video Equipment 27 21 26 17 28 29 33 23
Video Cassettes & DVDs 12 9 11 7 12 12 14 10
Video Game Hardware/Accessories 29 24 30 22 30 33 36 26
Video Game Software 16 14 17 13 18 19 21 14
Rental/Streaming/Downloaded Video 51 48 58 40 62 65 73 42
Installation of Televisions 1 1 1 0.64 2 2 2 1
Audio 104 90 113 74 126 127 149 83
Rental & Repair of TV/Radio/Audio/Sound 3 2 3 2 3 3 3 3
Subtotal:1,315$ 1,000$ 1,255$ 831$ 1,408$ 1,376$ 1,601$ 1,102$
(1)Consumer spending data are derived from the 2017 and 2018 Consumer Expenditure Surveys conducted by the Bureau of Labor Statistics.
Source: US Department of Labor, Bureau of Labor Market Statistics; ESRI Business Analyst; WTL +a, April 2021.
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Table 9 (Continued): Annual Household Consumer Spending, 2019
Palm Beach Boynton Delray Lake North Palm North Palm Beach Riviera
County Beach Beach Park Beach County Gardens Beach
Other Entertainment
Pets 680$ 549$ 709$ 448$ 796$ 790$ 931$ 548$
Toys & Games 123 100 125 89 136 142 161 100
Recreational Vehicles & Fees 156 105 147 89 178 175 215 101
Sports/Recreation/Exercise Equipment 225 173 211 143 243 242 282 171
Photo Equipment & Supplies 56 42 54 37 59 61 70 43
Reading 118 93 120 75 145 134 160 89
Catered Affairs 27 24 32 24 36 36 42 19
Subtotal:1,385$ 1,087$ 1,398$ 905$ 1,593$ 1,581$ 1,861$ 1,071$
Food & Alcohol
Food at Home 5,556$ 4,533$ 5,697$ 3,855$ 6,351$ 6,298$ 7,342$ 4,501$
Food Away from Home 3,940 3,202 4,001 2,672 4,412 4,440 5,194 3,130
Alcoholic & Non-alcoholic Beverages 629 520 669 428 757 750 893 472
Subtotal:10,125$ 8,254$ 10,366$ 6,955$ 11,520$ 11,488$ 13,430$ 8,103$
Household Furnishings & Equipment
Household Textiles 108$ 86$ 109$ 74$ 122$ 121$ 140$ 88$
Furniture 667 540 674 454 760 764 888 530
Floor Coverings 32 27 36 24 44 43 49 24
Major Appliances 381 296 369 234 436 422 500 302
Housewares 115 84 105 65 121 116 138 89
Small Appliances 52 42 53 36 59 59 68 42
Luggage 15 13 16 11 18 18 21 12
Telephones & Accessories 82 75 95 64 113 108 126 62
Lawn & Garden 508 398 517 296 633 584 715 375
Housekeeping Supplies 820 680 841 545 961 921 1,083 660
Maintenance & Remodeling Materials 498 415 539 324 643 625 754 375
Subtotal:3,277$ 2,658$ 3,354$ 2,125$ 3,910$ 3,780$ 4,484$ 2,559$
Health & Personal Care
Non- & Prescription Drugs 558$ 431$ 544$ 333$ 639$ 591$ 697$ 462$
Optical 95 75 98 64 112 110 129 75
Personal Care Products 546 431 533 360 591 589 683 437
School Supplies 164 124 154 103 167 173 202 131
Smoking Products 399 331 423 302 429 451 500 385
Subtotal:1,762$ 1,392$ 1,752$ 1,162$ 1,938$ 1,914$ 2,211$ 1,491$
TOTAL:
Total Annual Spending 12,581,291,960$ 556,305,149$ 645,685,810$ 48,198,910$ 157,459,577$ 782,102,316$ 754,081,164$ 226,011,901$
As % of Palm Beach County 4.4%5.1%0.4%1.3%6.2%6.0%1.8%
Per Household 21,134$ 16,943$ 21,349$ 14,176$ 23,966$ 23,785$ 27,858$ 16,884$
Average HH Income 93,331$ 74,503$ 95,197$ 62,384$ 107,822$ 107,081$ 126,644$ 72,695$
As % of Average HH Income 22.6%22.7%22.4%22.7%22.2%22.2%22.0%23.2%
(1)Consumer spending data are derived from the 2017 and 2018 Consumer Expenditure Surveys conducted by the Bureau of Labor Statistics.
Source: US Department of Labor, Bureau of Labor Market Statistics; ESRI Business Analyst; WTL +a, April 2021.
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Household retail spending patterns among households in Palm Beach County, the two
municipalities, the North County trade area and selected other nearby communities are illustrated in
Table 9 and summarized below:
Households in specific jurisdictions—including North Palm Beach and Palm Beach Gardens—
have high household incomes and, therefore, higher amounts of discretionary spending
potentials on retail and restaurants. This includes consumer retail goods (clothing,
entertainment/recreation, electronics, household furnishings, personal care products, etc.) and
food & beverage (restaurants, liquor, catering, etc.):
o With 2020 average household incomes exceeding $107,000 per year in both North
Palm Beach and the North County trade area, households in these jurisdictions
spend in the range of $24,000 per year on consumer retail and restaurants (or 22%
of annual household income). This is slightly below their more affluent counterparts in
Palm Beach Gardens, which spend approximately $27,900 annually on retail and
restaurants;
o By comparison, lower household incomes in Lake Park, Boynton Beach, and Riviera
Beach translate into lower annual retail spending ranging from $14,176 per year in
Lake Park to roughly $16,900 per year in Boynton and Riviera; and
o Palm Beach County households, with average household incomes of $93,300, spend
approximately $21,100 per year on retail and restaurants.
In total, retail spending among North Palm Beach households exceeds $157.4 million per
year, accounting for 1.3 % of the $12.5 billion in annual household consumer retail spending in
Palm Beach County. Lake Park households spend $48.2 million per year (0.4% of the County)
and North County trade area households spend $782.1 million (6.2% of the County); and
Notably, household spending totals are irrespective of location (i.e., spending can occur
anywhere).
Retail “Recapture” Opportunities
Another key indicator of retail market potentials involves what is known as the “retail opportunity
gap .” This compares annual household spending (i.e., “demand”) in specific merchandise
categories against estimated annual retail sales by businesses in those same categories (i.e.,
“supply”). The difference between demand and supply represents the “recapture” opportunity, or
surplus, available in each retail category in the reporting geography.
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When demand is greater than supply, there is an apparent opportunity for additional retail
space in that category. By comparison, when demand is less than supply, there is a surplus of
sales in that retail category. That is, a positive value in green indicates a potential recapture
opportunity, while a negative value in red indicates a surplus of sales among businesses or an
“inflow” of sales from outside of the reporting geography. In the figures that follow, recapture
opportunities among specific merchandise categories are illustrated on the right side of the graph
while surplus sales (inflow) are illustrated on the left side of the graph. Numerical findings for each
municipality are illustrated in Table 10 and Table 11.
Town of Lake Park
Figure 4: Retail Leakage & Surplus—Town of Lake Park, 2018
Another source for household retail spending includes the Bureau of Labor Statistics (BLS) and
Claritas, Inc.
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Table 10: Retail “Recapture” Opportunities—Town of Lake Park, 2018
Key findings for Lake Park indicate that:
Lake Park households spend $60.9 million per year. This estimate is higher than annual
spending illustrated previously in Table 9 because it includes multiple additional
merchandise categories such as Building Materials, Leisure & Entertainment and
Miscellaneous Store sales. This compares to estimated town-wide store sales of $230.3
million per year;
Demand Supply "Recapture"
Retail Category (HH Spending)(Store Sales)Opportunity
General Merchandise Stores
Department Stores Excl Leased Depts.9,289,614$ 65,100,821$ (55,811,207)$
Other General Merchandise Stores 3,994,399 6,107,249 (2,112,850)
Subtotal:13,284,013$ 71,208,070$ (57,924,057)$
Clothing & Accessories Stores
Clothing Stores 2,753,813$ 2,734,516$ 19,297$
Shoe Stores 625,226 1,002,015 (376,789)
Jewelry, Luggage, Leather Goods 686,201 1,785,253 (1,099,052)
Subtotal:4,065,240$ 5,521,784$ (1,456,544)$
Furniture & Home Furnishings Stores
Furniture Stores 1,606,598$ 4,603,071$ (2,996,473)$
Home Furnishing Stores 1,224,899 5,504,126 (4,279,227)
Subtotal:2,831,497$ 10,107,197$ (7,275,700)$
Electronics & Appliance Stores
Appliances, TVs, Electronics Stores 2,288,138$ 4,876,218$ (2,588,080)$
Subtotal:2,288,138$ 4,876,218$ (2,588,080)$
Leisure & Entertainment
Sporting Goods/Hobby/Musical Instruments 1,599,336$ 7,653,964$ (6,054,628)$
Books, Periodicals & Music Stores 351,965 - 351,965
Subtotal:1,951,301$ 7,653,964$ (5,702,663)$
Food Services & Drinking Places
Special Food Services 144,291$ 785,470$ (641,179)$
Drinking Places - Alcoholic Beverages 669,532 303,276 366,256
Restaurants/Other Eating Places 7,722,066 23,678,623 (15,956,557)
Subtotal:8,535,889$ 24,767,369$ (16,231,480)$
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Table 10 (Continued): Retail “Recapture” Opportunities—Town of Lake Park, 2018
Demand Supply "Recapture"
Retail Category (HH Spending)(Store Sales)Opportunity
Food & Beverage Stores
Grocery Stores 13,182,752$ 33,474,553$ (20,291,801)$
Specialty Food Stores 611,258 1,398,769 (787,511)
Beer, Wine & Liquor Stores 688,469 2,290,980 (1,602,511)
Subtotal:14,482,479$ 37,164,302$ (22,681,823)$
Health & Personal Care Stores
Health & Personal Care Stores 5,292,528$ 11,418,780$ (6,126,252)$
Subtotal:5,292,528$ 11,418,780$ (6,126,252)$
Building Material, Garden Equipment Stores
Building Materials & Supplies 4,632,512$ 30,250,098$ (25,617,586)$
Lawn & Garden Equipment & Supplies 370,047 2,018,913 (1,648,866)
Subtotal:5,002,559$ 32,269,011$ (27,266,452)$
Miscellaneous Store Retailers
Florists 125,842$ 191,312$ (65,470)$
Office Supplies, Stationery, Gift Stores 690,596 8,542,747 (7,852,151)
Used Merchandise Stores 727,783 1,480,720 (752,937)
Other Miscellaneous Retail Stores 1,656,468 15,160,631 (13,504,163)
Subtotal:3,200,689$ 25,375,410$ (22,174,721)$
TOTAL:
HH Demand vs. Retail Sales 60,934,333$ 230,362,105$ (169,427,772)$
(2)
(1)Claritas' "Retail Market Power" data is derived from two major sources of information. Demand data are
derived from Consumer Expenditure Surveys fielded by the U.S. Bureau of Labor Statistics (BLS). Supply
data are derived from the Census Bureau. The difference between demand and supply represents the
"recapture opportunity", or surplus, available for each retail category in the reporting geography. When
demand is greater than supply, there is an apparent opportunity for additional retail space in that category.
By comparison, when demand is less than supply, there is a surplus of sales in that retail category (i.e.,
positive value = recapture opportunity, while negative value = sales inflow from sources other than
resident households).
(2)Total household retail spending excludes spending on Non-Store Retailers (Internet); Motor Vehicle
Parts and Dealers; and Gas Stations.
Source: Bureau of Labor Statistics; Claritas, Inc.; ESRI Business Analyst; WTL +a, April 2021.
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The difference between spending and sales is known as inflow or leakage; in other words, there
is more than $169.4 million in annual household retail sales inflow into Lake Park due to
the presence of Big Box stores as well as a significant retail cluster on commercial corridors such
as Northlake Boulevard. It should be noted that resident household sales can occur anywhere
(i.e., often outside of the Town ), so sources of sales inflow include daytime employees (who do
not live in Lake Park), visitors, and others such as pass-through traffic;
Given the depth of retail sales inflow into Lake Park from sources other than existing
households, the retail analysis reveals there are very few merchandise categories where
apparent opportunities could be recaptured to support new retail uses as part of mixed-
use redevelopment of the Twin City Mall site—at least as supported by existing households in
Lake Park.
More than $169 Million in Annual
Household Retail Sales Inflow into Lake Park
Village of North Palm Beach
With higher household incomes, North Palm Beach households spend $182.1 million per year.
This estimate is higher than annual spending illustrated previously in Table 9 because it
includes multiple additional merchandise categories such as Building Materials, Leisure &
Entertainment, and Miscellaneous Store sales. This compares to estimated village-wide store
sales of almost $97.6 million per year;
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Table 11: Retail “Recapture” Opportunities—Village of North Palm Beach, 2018
Demand Supply "Recapture"
Retail Category (HH Spending)(Store Sales)Opportunity
General Merchandise Stores
Department Stores Excl Leased Depts.30,676,563$ -$ 30,676,563$
Other General Merchandise Stores 13,010,334 1,737,262 11,273,072
Subtotal:43,686,897$ 1,737,262$ 41,949,635$
Clothing & Accessories Stores
Clothing Stores 8,999,395$ 2,756,891$ 6,242,504$
Shoe Stores 1,980,057 421,568 1,558,489
Jewelry, Luggage, Leather Goods 2,471,955 3,207,485 (735,530)
Subtotal:13,451,407$ 6,385,944$ 7,065,463$
Furniture & Home Furnishings Stores
Furniture Stores 5,427,613$ 7,246,601$ (1,818,988)$
Home Furnishing Stores 4,549,249 6,207,445 (1,658,196)
Subtotal:9,976,862$ 13,454,046$ (3,477,184)$
Electronics & Appliance Stores
Appliances, TVs, Electronics Stores 7,850,046$ 8,175,393$ (325,347)$
Subtotal:7,850,046$ 8,175,393$ (325,347)$
Leisure & Entertainment
Sporting Goods/Hobby/Musical Instruments 5,447,183$ 3,502,311$ 1,944,872$
Books, Periodicals & Music Stores 1,114,800 630,883 483,917
Subtotal:6,561,983$ 4,133,194$ 2,428,789$
Food Services & Drinking Places
Special Food Services 454,105$ 78,919$ 375,186$
Drinking Places - Alcoholic Beverages 2,457,478 413,558 2,043,920
Restaurants/Other Eating Places 25,883,379 23,685,972 2,197,407
Subtotal:28,794,962$ 24,178,449$ 4,616,513$
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Table 11 (Continued): Retail “Recapture” Opportunities—Village of North Palm Beach, 2018
Demand Supply "Recapture"
Retail Category (HH Spending)(Store Sales)Opportunity
Food & Beverage Stores
Grocery Stores 1,966,612$ 9,021,589$ (7,054,977)$
Specialty Food Stores 2,403,006 1,270,000 1,133,006
Beer, Wine & Liquor Stores 18,740,434 9,169,811 9,570,623
Subtotal:23,110,052$ 19,461,400$ 3,648,652$
Health & Personal Care Stores
Health & Personal Care Stores 18,740,434$ 9,169,811$ 9,570,623$
Subtotal:18,740,434$ 9,169,811$ 9,570,623$
Building Material, Garden Equipment Stores
Building Materials & Supplies 17,536,940$ 2,181,192$ 15,355,748$
Lawn & Garden Equipment & Supplies 1,432,099 463,021 969,078
Subtotal:18,969,039$ 2,644,213$ 16,324,826$
Miscellaneous Store Retailers
Florists 504,747$ 286,968$ 217,779$
Office Supplies, Stationery, Gift Stores 2,396,789 2,626,312 (229,523)
Used Merchandise Stores 2,396,555 2,255,920 140,635
Other Miscellaneous Retail Stores 5,711,847 3,062,920 2,648,927
Subtotal:11,009,938$ 8,232,120$ 2,777,818$
TOTAL:
HH Demand vs. Retail Sales 182,151,620$ 97,571,832$ 84,579,788$
(2)
(1)Claritas' "Retail Market Power" data is derived from two major sources of information. Demand data are
derived from Consumer Expenditure Surveys fielded by the U.S. Bureau of Labor Statistics (BLS). Supply
data are derived from the Census Bureau. The difference between demand and supply represents the
"recapture opportunity", or surplus, available for each retail category in the reporting geography. When
demand is greater than supply, there is an apparent opportunity for additional retail space in that category.
By comparison, when demand is less than supply, there is a surplus of sales in that retail category (i.e.,
positive value = recapture opportunity, while negative value = sales inflow from sources other than
resident households).
(2)Total household retail spending excludes spending on Non-Store Retailers (Internet); Motor Vehicle
Parts and Dealers; and Gas Stations.
Source: Bureau of Labor Statistics; Claritas, Inc.; ESRI Business Analyst; WTL +a, April 2021.
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Figure 5: Retail Leakage & Surplus—Village of North Palm Beach, 2018
Thus, the retail analysis reveals there are multiple merchandise categories where apparent
opportunities could be recaptured to support new retail uses as part of mixed-use
redevelopment of the Twin City Mall site—as generated solely by existing households in
North Palm Beach. These include:
o $41.9 million in General Merchandise stores
o $9.5 million in Health/Personal Care stores
o $7.0 million in Clothing/Apparel stores
o $4.6 million in Food Services/Restaurants
o $3.6 million in Food & Beverage/Grocery stores
Opportunities to recapture the loss of existing sales leakage out of North Palm Beach are considered
in the retail demand analysis provided in Section 4.
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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 (DEO), for the period between 1995 and 2020. This data is
critical to understanding redevelopment potentials of the Twin City Mall site. Key findings are
summarized below and illustrated in Table 12:
Palm Beach County added a remarkable 175,700 new jobs in the 1 1-year period between
1995 and 2006. This growth, which translates into 17,500+ new jobs annually, was focused in
specific sectors, including:
o Construction (22,000)
o Professional/Business Services (56,200), fueling demand for office space
o Education/Healthcare (20,900)
o Retail Trade (16,700), and
o Government (16,100);
By contrast, the economic downturn of 2007—2009 resulted in the loss of 66,200 jobs;
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Table 12: Employment Trends—Palm Beach County, 1995—2018
Pandemic
Industry Sector 1995 2000 2006 Amount CAGR %2007 2009 2011 2013 2015 2017 2019 2020 Amount CAGR %
In 000s
Construction 27.7 36.4 49.7 22.0 5.5%42.0 25.8 24.1 27.8 32.8 36.8 38.3 37.9 (4.1) -0.8%
Manufacturing 28.0 28.5 20.1 (7.9) -3.0%19.2 16.0 15.4 16.2 18.8 20.5 20.4 19.8 0.6 0.2%
Transp/Warehousing/Utilities 7.6 8.2 9.8 2.2 2.3%10.3 9.3 9.3 10.1 12.5 13.6 14.7 14.5 4.2 2.7%
Trade
Wholesale 14.8 18.1 24.3 9.5 4.6%23.8 21.7 21.6 22.8 24.2 24.1 24.1 22.8 (1.0) -0.3%
Retail 61.3 74.1 78.0 16.7 2.2%76.7 69.4 71.9 76.6 82.5 83.8 83.1 78.1 1.4 0.1%
Information 9.5 13.3 11.0 1.5 1.3%11.0 9.0 9.1 10.4 10.8 11.6 11.0 9.5 (1.5) -1.1%
Financial Activities 29.1 37.8 42.1 13.0 3.4%40.2 35.1 36.5 38.8 41.0 41.1 44.4 44.4 4.2 0.8%
Services
Prof'l/Business Services 41.7 82.1 97.9 56.2 8.1%96.0 84.2 90.5 98.7 107.6 115.0 117.5 118.3 22.3 1.6%
Education/Health Services 58.1 65.3 79.0 20.9 2.8%80.3 81.9 83.7 87.6 95.9 100.8 108.3 101.8 21.5 1.8%
Leisure & Hospitality 53.5 62.5 74.2 20.7 3.0%74.9 68.9 73.8 79.1 85.6 89.8 94.4 79.6 4.7 0.5%
Other Services 23.1 25.6 27.9 4.8 1.7%29.1 27.4 28.2 30.2 32.5 33.6 33.4 30.1 1.0 0.3%
Government 51.1 57.8 67.2 16.1 2.5%68.5 66.4 63.8 62.8 63.3 64.4 66.8 61.6 (6.9) -0.8%
Total (In 000s):405.5 509.7 581.2 175.7 3.3%572.0 515.1 528.0 561.1 607.5 635.1 656.4 618.4 46.4 0.6%
Change During Period:104.2 71.5 (9.2) (57.0) 12.9 33.1 46.4 27.6 21.3 (38.0)
(1) As of year-end for each reported year.
CES Current Employment Statistics - FloridaJobs.org
Source: US Department of Labor, Bureau of Labor Market Statistics; Florida Department of Economic Opportunity, Bureau of Labor Market Statistics; WTL +a, April 2021.
Change: 1995-2006 Change: 2007-2020
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There was significant job growth in the nine-year economic boom between 2011 and 2019. In
fact, more than 141,400 new jobs were created by 2019, far surpassing the job losses during the
2007 —2009 recession;
In 2020, the recession generated by the COVID 19 pandemic resulted in the loss of 38,000
jobs across Palm Beach County. The Retail Trade, Education, and Leisure/Hospitality sectors
suffered the greatest job losses; and
Even accounting for the 2007—2009 recession and 2020 pandemic, the economy of Palm
Beach County has exhibited remarkable resiliency—with a net gain of 46,400 new jobs
since 2007. Notably, the Services sector—which comprises multiple categories such as
Business and Professional Services, Education/Health Services, and Leisure/Hospitality, has
gained the largest share of new jobs, with 49,400 new jobs during this period. Conversely, job
losses were greatest in Government (-6,900), Construction (-4,100), and Information (-1,500).
Palm Beach County Gained
141 ,400 New Jobs between 2011 & 2019
As illustrated in Table 13, Dun & Bradstreet, Inc. estimates that Palm Beach County
contained almost 71 4,000 full- and part-time jobs in 79,241 registered businesses in January
2020, which reflects a jobs-to-population ratio of 0.49. That is, there are 49 jobs for every 100
residents in the County, which reflects the concentration of multiple employment centers such as
downtown West Palm Beach, Boca Raton, Delray Beach, and others;
Notably, the County’s jobs-to -population ratio is higher than both neighboring Martin County
(0.46) and Broward County (0.47); and
Employment is concentrated in particular sectors, including Services (46%), Wholesale/Retail
Trade (2 5%), and Finance/Insurance/Real Estate (10%).
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Table 13: Business Mix—Palm Beach County, 2020
NAICS Category No.% of Total No.% of Total
Agriculture & Mining 1,471 1.9%11,258 1.6%
Construction 5,036 6.4%29,726 4.2%
Manufacturing 1,527 1.9%35,163 4.9%
Transportation & Warehousing 1,805 2.3%12,424 1.7%
Communications 610 0.8%5,731 0.8%
Utilities 141 0.2%4,083 0.6%
Wholesale & Retail Trade
Wholesale 2,031 24,472
Retail 13,487 154,632
- Home Improvement 802 7,814
- General Merchandise 560 14,895
- Food Stores 1,304 21,276
- Auto Dealers/Gas Stations 1,386 16,680
- Apparel & Accessory Stores 1,133 7,416
- Furniture/Home Furnishings 1,102 6,813
- Eating & Drinking Places 3,523 53,545
- Miscellaneous & Non-store Retail 3,677 26,193
Subtotal - All Retail:15,518 19.6%179,104 25.1%
Finance/Insurance/Real Estate 9,273 11.7%70,082 9.8%
Services
- Hotel/Lodging 325 13,481
- Automotive Services 1,558 7,618
- Motion Pictures & Amusements 2,034 25,003
- Health Services 5,342 76,789
- Legal Services 1,988 14,275
- Educational Institutions 937 72,932
- Other Services 17,817 119,946
Subtotal - Services:30,001 37.9%330,044 46.2%
Government 920 1.2%34,187 4.8%
Unclassified Establishments 12,939 16.3%2,141 0.3%
TOTAL:79,241 100.0%713,943 100.0%
ANALYSIS:
2020 Employment 713,943
2020 Population (State Estimate)1,466,494
Jobs/Population Ratio 0.49
Source: ESRI Business Analyst; InfoGroup, Inc.; Dun & Bradstreet, Inc.; WTL +a,
April 2021.
Businesses Employees
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Employment Forecasts—Palm Beach County
Employment forecasts for Florida’s 67 counties are prepared in eight-year forecast periods by the
Department of Economic Opportunity. As illustrated in Table 14 , these forecasts suggest that:
Palm Beach County is forecast to add more than 87,750 new jobs between 20 20 and 2028,
reflecting a sustained pace of 11,000 new jobs annually over this eight-year period.
The Services sector is expected to comprise fully 50% of all new jobs in the region—adding
almost 60,500 new jobs—with the largest gains expected in Health Care and Accommodation &
Food Services (hospitality, and food and beverage) sectors. The Wholesale & Retail Trade
sector is forecast to add more than 5,6 00 new jobs. This growth can be expected to fuel
demand for medical office space, restaurants, and lodging.
Employment Trends—Town of Lake Park
WTL+a utilized data from the U.S. Census Bureau’s “On-the-Map” database, which tallies job growth
by major industry sectors for specific jurisdictions and discrete geographies of the U.S., to
understand employment trends in Lake Park. As illustrated in Table 15, data indicate the following:
In 2018 (latest Census data available), Lake Park contained a total of 4,865 jobs . This
would suggest that, in 201 8, the Town accounted for 0.79% of total jobs in Palm Beach County,
a slightly higher proportionate share versus its population representing only 0.60% of the county.
Notably, the Town’s share of countywide jobs has remained flat—from 0.80% in 200 7 to
0.65 % in 2012 to 0.79% in 2018;
The 2007 —20 12 recession and recovery resulted in the loss of 1,051 jobs . Since 2013,
however, Lake Park has added more than 1,500 new jobs and experienced a net gain of 552
new jobs during this 12-year period;
Between 2007 and 2018, notable job losses occurred in 10 of 19 industry sectors, including:
o Professional/Business Services (-140 jobs) (reducing demand for office space)
o Construction (-80 jobs)
Conversely, gains occurred in the following sectors:
o Administration/Waste Management (+343 jobs)
o Accommodation & Food Services (+229 jobs), and
o Retail (+169 jobs)
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Table 14: State Employment Forecasts—Palm Beach County, 2020—2028
Employment Category 2020 % Dist.2028 % Dist.Total CAGR
Agriculture & Forestry
Crop & Animal Production 4,214 3,958 (256) -0.8%
Agriculture & Forestry Support Activity 2,084 1,982 (102) -0.6%
Subtotal:6,298 0.9%5,940 0.8%(358) -0.7%
Construction
Buildings/Heavy & Civil Construction 13,229 14,660 1,431 1.3%
Specialty Trade Contractors 25,832 28,050 2,218 1.0%
Subtotal:39,061 5.9%42,710 5.7%3,649 1.1%
Manufacturing
Durable Goods Manufacturing 15,332 16,468 1,136 0.9%
Non-Durable Goods Manufacturing 5,257 5,643 386 0.9%
Subtotal:20,589 3.1%22,111 2.9%1,522 0.9%
Transportation/Communications/Public Utilities
Public Utilities 2,288 1,736 (552) -3.4%
Transportation & Warehousing 12,040 13,783 1,743 1.7%
Subtotal:14,328 2.2%15,519 2.1%1,191 1.0%
Wholesale & Retail Trade
Wholesale Trade 22,635 24,455 1,820 1.0%
Retail Trade 77,791 83,386 5,595 0.9%
Subtotal:100,426 15.1%107,841 14.3%7,415 0.9%
Finance/Insurance/Real Estate
Information 10,907 11,067 160 0.2%
Finance & Insurance 25,208 26,181 973 0.5%
Real Estate, Rental & Leasing 17,604 19,346 1,742 1.2%
Subtotal:53,719 8.1%56,594 7.5%2,875 0.7%
Services
Professional, Scientific & Technical Services 49,950 56,514 6,564 1.6%
Management of Companies & Enterprises 11,494 13,029 1,535 1.6%
Administrative & Waste Management 52,132 61,171 9,039 2.0%
Educational Services 13,437 16,193 2,756 2.4%
Health Care & Social Assistance 91,215 104,470 13,255 1.7%
Arts, Entertainment & Recreation 16,526 21,093 4,567 3.1%
Accommodation & Food Services 59,283 78,482 19,199 3.6%
Other Services (Except Government)26,467 30,010 3,543 1.6%
Subtotal:320,504 48.2%380,962 50.6%60,458 2.2%
Government 64,356 9.7%69,610 9.3%5,254 1.0%
Self-Employed & Unpaid Family Workers 45,166 6.8%50,952 6.8%5,786 1.5%
TOTAL:664,487 752,242 87,755 1.6%
Annual Increase (Rounded):11,000
http://www.floridajobs.org/workforce-statistics/data-center/statistical-programs/employment-projections
Change: 2020-2028
Source: Florida Department of Economic Opportunity, Bureau of Labor Statistics; WTL +a, April 2021.
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Table 15: Employment Trends—Town of Lake Park, 2007—2018
2018
Industry Sector 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 % Dist.Amount CAGR %
Agriculture & Mining - 1 2 11 - - 1 2 - - - - 0.0%- 0.0%
Construction 824 837 535 470 349 390 444 646 603 504 577 744 15.3%(80) -0.9%
Manufacturing 488 365 335 330 226 190 216 285 309 403 481 540 11.1%52 0.9%
Transp & Warehousing 6 7 16 24 37 20 43 73 29 44 47 30 0.6%24 15.8%
Utilities 40 38 32 25 28 33 31 35 67 52 54 44 0.9%4 0.9%
Trade
Wholesale 248 211 181 189 207 175 179 195 178 232 253 245 5.0%(3) -0.1%
Retail 932 955 949 988 835 744 761 841 1,013 1,018 973 1,101 22.6%169 1.5%
Information 13 18 23 15 4 5 4 8 8 4 4 4 0.1%(9) -10.2%
Finance & Insurance 104 139 140 103 64 53 54 62 56 43 54 44 0.9%(60) -7.5%
Real Estate/Rental & Leasing 35 32 19 24 37 29 42 46 62 43 20 20 0.4%(15) -5.0%
Services
Prof'l/Business Services 269 226 224 102 67 113 125 105 139 111 101 129 2.7%(140) -6.5%
Management of Companies 7 6 4 5 2 6 5 6 6 1 4 2 0.0%(5) -10.8%
Administration/Waste Mgmt.313 386 366 414 439 344 490 456 511 586 685 656 13.5%343 7.0%
Educational Services 48 51 39 38 28 24 21 7 12 8 6 19 0.4%(29) -8.1%
Health Care & Social Assistance 335 380 425 416 459 476 462 566 552 404 411 403 8.3%68 1.7%
Arts/Entertainment/Recreation 10 11 61 5 56 72 49 56 100 91 90 71 1.5%61 19.5%
Accommodation & Food Services 337 433 340 344 309 413 397 419 460 515 593 566 11.6%229 4.8%
Other Services 214 203 210 190 161 167 194 168 175 178 201 193 4.0%(21) -0.9%
Public Administration/Gov't 90 73 82 75 79 67 77 67 77 51 59 54 1.1%(36) -4.5%
Total:4,313 4,372 3,983 3,768 3,387 3,321 3,595 4,043 4,357 4,288 4,613 4,865 552 1.1%
Annual Change - 59 (389) (215) (381) (66) 274 448 314 (69) 325 252
Annual % Change - 1%-9%-5%-10%-2%8%12%8%-2%8%5%
Lake Park As % of County:0.80%0.83%0.82%0.78%0.65%0.65%0.68%0.74%0.76%0.71%0.76%0.79%12 Years 0.75%
5 Years 0.75%
Source: U.S. Census Bureau, On-the-Map; WTL +a, April 2021.
Change: 2007-2018National Recession
As % of County
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As illustrated in Table 16, Dun & Bradstreet, Inc. estimated there are 6,604 jobs in 1,040
registered businesses in Lake Park in 2020. According to Dun & Bradstreet, the Town
accounts for approximately 0.9% of the nearly 714,000 jobs in Palm Beach County;
The two largest sectors generating demand for workplace real estate in Lake Park include:
Wholesale/Retail Trade (2,824 jobs, or 43% of all jobs) and Services (1,854 jobs, or 28% of all
jobs. Within the Retail Trade sector, Auto Dealers/Gas Stations and Eating & Drinking Places
account for 23% and 22% of all jobs, respectively. Within the Services sector, “Other Services”
accounts for 56% all Services employment (1,037 jobs); this includes auto repair and associated
businesses. Together, Wholesale/Retail Trade and Services account for fully 75% of total
employment in Lake Park;
Another sector, Finance/Insurance/Real Estate, accounts for less than 4 % of Lake Park’s
employment base, with 248 jobs. This sector generates limited demand for office space;
As noted above, Lake Park contains 0.9% of all at-place jobs in Palm Beach County. This is
known as fair share, and is considered in the analysis of development potentials for
workplace/office uses; and
Lake Park’s Jobs-to-Population Ratio of 0.75 is
Significantly Above Surrounding Communities
The data also suggest Lake Park’s current jobs-to-population ratio is 0.75 (i.e., there are 75 jobs
for every 100 residents living in the Town ). Notably, this is much higher than the overall ratio of
Palm Beach County (0.49). Lake Park’s jobs-to-population ratio is significantly higher than
Boynton Beach (0.46), Delray Beach (0.59) and Riviera Beach (0.63), on par with Palm
Beach Gardens (0.72), and lower than West Palm Beach (0.86) and Boca Raton (1.24).
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Table 16: Business Mix—Town of Lake Park, 2020
NAICS Category No.% of Total No.% of Total
Agriculture & Mining 12 1.2%50 0.8%
Construction 90 8.7%634 9.6%
Manufacturing 32 3.1%314 4.8%
Transportation & Warehousing 19 1.8%62 0.9%
Communications 8 0.8%24 0.4%
Utilities 3 0.3%8 0.1%
Wholesale & Retail Trade
Wholesale 36 257
Retail 265 2,824
- Home Improvement 28 286
- General Merchandise 12 554
- Food Stores 28 280
- Auto Dealers/Gas Stations 59 656
- Apparel & Accessory Stores 7 37
- Furniture/Home Furnishings 21 82
- Eating & Drinking Places 48 614
- Miscellaneous & Non-store Retail 62 315
Subtotal - All Retail:301 28.9%3,081 46.7%
Finance/Insurance/Real Estate 70 6.7%248 3.8%
Services
- Hotel/Lodging 3 16
- Automotive Services 62 295
- Motion Pictures & Amusements 30 146
- Health Services 28 144
- Legal Services 7 27
- Educational Institutions 7 189
- Other Services 214 1,037
Subtotal - Services:351 33.8%1,854 28.1%
Government 13 1.3%305 4.6%
Unclassified Establishments 141 13.6%24 0.4%
TOTAL:1,040 100.0%6,604 100.0%
ANALYSIS:
2020 Employment 6,604
% Share of Palm Beach County 0.9%
2020 Population 8,762
Jobs/Population Ratio 0.75
Source: ESRI Business Analyst; InfoGroup, Inc.; Dun & Bradstreet, Inc.; WTL +a,
April 2021.
Businesses Employees
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As illustrated in Figure 6, the U.S. Census Bureau estimates the highest employment densities
are concentrated in the western half of Lake Park, including the industrial uses along Old Dixie
Highway, 10th Street, Watertower Road, and Killian Drive corridors as well as the retail/Big Box
stores located on N. Congress Avenue. Secondary and tertiary employment clusters include the
Northlake Boulevard corridor and the Twin City Mall site (Publix), respectively; and
Figure 6: Employment Densities—Town of Lake Park, 2018
As illustrated in Figure 7, according to 2018 U.S. Census Bureau data, Lake Park exhibited
daily inflow of 4,701 employees who live elsewhere but work in the Town , as compared to 4,333
residents who leave Lake Park daily for jobs elsewhere. The difference —in flow of 368
employees daily—reflects an 80% increase since 2008.
The Number of Employees Working in Lake Park
But Living Elsewhere Increase d by 11% Since 2008
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Figure 7: Employment Inflow/Outflow—Town of Lake Park, 2018
In summary, despite 1,051 recession-based job losses, Lake Park had a net gain of 552 new
jobs between 200 7 and 2018 (reflecting an average annual growth rate of 1.1% per year).
Differences between the U.S. Census Bureau On-the -Map data (Table 15) and Dun & Bradstreet
(Table 16) are attributed to part-time jobs, self-employment, two different reporting years (in part,
2018 and 2020), and those jobs not contributing to the Unemployment Insurance Fund.
Employment Trends—Village of North Palm Beach
Using the same data from the Census Bureau’s “On -the-Map” database, employment trends in
North Palm Beach are illustrated in Table 17 . This indicates the following:
In 2018 (latest Census data available), North Palm Beach contained a total of 4,619 jobs .
This would suggest that, in 2018, the Village accounted for 0.75% of total jobs in Palm Beach
County. Notably, the Village’s share of countywide jobs has fluctuated—from 0.82% in
2007 , 0.69% in 2012, 0.86% in 2016 and 0.82% in 2018;
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Table 17: Employment Trends—Village of North Palm Beach, 2007—2018
2018
Industry Sector 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 % Dist.Amount CAGR %
Agriculture & Mining 3 9 2 - 1 4 2 1 - - - - 0.0%(3) -100.0%
Construction 212 191 245 304 172 178 222 179 255 302 231 201 4.4%(11) -0.5%
Manufacturing 55 46 34 24 94 28 26 25 21 33 26 25 0.5%(30) -6.9%
Transp & Warehousing 21 23 30 15 15 18 25 15 15 15 27 22 0.5%1 0.4%
Utilities - - 1 10 12 7 6 8 2 2 - - 0.0%- 0.0%
Trade
Wholesale 99 67 67 91 149 147 111 114 110 67 49 48 1.0%(51) -6.4%
Retail 220 241 142 174 235 239 257 204 245 294 344 356 7.7%136 4.5%
Information 49 52 27 19 21 25 18 15 10 4 5 3 0.1%(46) -22.4%
Finance & Insurance 578 384 197 243 248 208 137 149 161 139 189 229 5.0%(349) -8.1%
Real Estate/Rental & Leasing 121 108 89 107 91 71 86 65 100 102 106 115 2.5%(6) -0.5%
Services
Prof'l/Business Services 931 455 413 535 608 567 566 584 707 724 716 680 14.7%(251) -2.8%
Management of Companies 5 9 8 12 12 21 35 24 24 22 20 16 0.3%11 11.2%
Administration/Waste Mgmt.266 148 108 334 629 158 509 500 627 693 821 378 8.2%112 3.2%
Educational Services 356 356 366 351 341 348 263 287 294 313 306 294 6.4%(62) -1.7%
Health Care & Social Assistance 528 480 443 573 627 651 606 695 888 1,096 892 1,118 24.2%590 7.1%
Arts/Entertainment/Recreation 136 116 51 61 49 66 74 78 81 56 73 83 1.8%(53) -4.4%
Accommodation & Food Services 457 460 450 393 438 385 532 457 632 643 697 635 13.7%178 3.0%
Other Services 256 232 202 238 204 198 216 265 410 412 292 209 4.5%(47) -1.8%
Public Administration/Gov't 144 133 223 234 220 212 220 241 218 223 192 207 4.5%63 3.4%
Total:4,437 3,510 3,098 3,718 4,166 3,531 3,911 3,906 4,800 5,140 4,986 4,619 182 0.4%
Annual Change - (927) (412) 620 448 (635) 380 (5) 894 340 (154) (367)
Annual % Change - -21%-12%20%12%-15%11%-0.1%23%7%-3%-7%
North Palm Beach As % of County:0.82%0.67%0.64%0.77%0.80%0.69%0.74%0.71%0.83%0.86%0.82%0.75%12 Years 0.76%
5 Years 0.79%
Source: U.S. Census Bureau, On-the-Map; WTL +a, April 2021.
As % of County
National Recession Change: 2007-2018
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The 2007 —20 12 recession and recovery resulted in the loss of 906 jobs . Between 2013 and
2018, the Village added almost 1,100 new jobs. However, when combined with recession-based
job losses, there was a limited net gain of 182 new jobs in North Palm Beach during this 12-
year period;
Between 2007 and 2018, notable job losses occurred in 11 of 19 industry sectors, including:
o Finance & Insurance (-349 jobs) and Professional/Business Services (-251 jobs) and
Information (-46 jobs), significantly reducing demand for office space
Conversely, gains occurred in the following sectors:
o Health Care & Social Assistance (+590 jobs)
o Accommodation & Food Services (+178 jobs), and
o Retail Trade (+136 jobs)
As illustrated in Table 18, Dun & Bradstreet, Inc. estimated there are 6,185 jobs in 1,132
registered businesses in North Palm Beach in 2020. According to Dun & Bradstreet, the
Village accounts for approximately 0.9% of the nearly 714,000 jobs in Palm Beach County;
The two largest sectors generating demand for workplace real estate in the Village include:
Services (2,974 jobs, or 48% of all jobs) and Finance/Insurance/Real Estate (1,310 jobs, or 21%
of all jobs). Retail Trade, with 1,042 jobs, accounts for 17% of total employment;
Like Lake Park, North Palm Beach also contains 0.9% of all at-place jobs in Palm Beach
County. This is known as fair share, and is considered in the analysis of development potentials
for workplace/office uses; and
North Palm Beach’s Jobs-to-Population Ratio of 0.48 is
Lower than Surrounding Communities
The data also suggest the Village ’s current jobs-to -population ratio is 0.48 (i.e., there are 48 jobs
for every 100 residents). Notably, this is on par with the overall ratio of Palm Beach County
(0.49) as well as Boynton Beach (0.46). The Village’s jobs-to-population ratio is
significantly lower than Riviera Beach (0.63), Palm Beach Gardens (0.72), Lake Park (0.75),
West Palm Beach (0.86), and Boca Raton (1.24).
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Table 18: Business Mix—Village of North Palm Beach, 2020
NAICS Category No.% of Total No.% of Total
Agriculture & Mining 16 1.4%69 1.1%
Construction 64 5.7%271 4.4%
Manufacturing 17 1.5%143 2.3%
Transportation & Warehousing 30 2.7%144 2.3%
Communications - 0.0%- 0.0%
Utilities 1 0.1%4 0.1%
Wholesale & Retail Trade
Wholesale 13 71
Retail 145 1,042
- Home Improvement 6 24
- General Merchandise 2 4
- Food Stores 10 39
- Auto Dealers/Gas Stations 30 246
- Apparel & Accessory Stores 6 35
- Furniture/Home Furnishings 19 83
- Eating & Drinking Places 39 464
- Miscellaneous & Non-store Retail 33 147
Subtotal - All Retail:158 14.0%1,113 18.0%
Finance/Insurance/Real Estate 168 14.8%1,310 21.2%
Services
- Hotel/Lodging 4 24
- Automotive Services 14 148
- Motion Pictures & Amusements 31 163
- Health Services 66 399
- Legal Services 50 487
- Educational Institutions 14 437
- Other Services 278 1,316
Subtotal - Services:457 40.4%2,974 48.1%
Government 9 0.8%137 2.2%
Unclassified Establishments 212 18.7%20 0.3%
TOTAL:1,132 100.0%6,185 100.0%
ANALYSIS:
2020 Employment 6,185
% Share of Palm Beach County 0.9%
2020 Population 12,975
Jobs/Population Ratio 0.48
Source: ESRI Business Analyst; InfoGroup, Inc.; Dun & Bradstreet, Inc.; WTL +a,
April 2021.
Businesses Employees
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As illustrated in Figure 8, the U.S. Census Bureau estimates the highest employment
densities in North Palm Beach are concentrated along U.S. 1, which ha s a concentration of low-
rise suburban office buildings as well as retail businesses located on the north side of Northlake
Boulevard; and
Figure 8: Employment Densities—Village of North Palm Beach, 2018
As illustrated in Figure 9, according to 2018 U.S. Census Bureau data, North Palm Beach
exhibited daily inflow of 4,313 employees who live elsewhere but work in the Village, as
compared to 5,038 residents who leave the Village daily for jobs elsewhere. The difference—
outflow of 725 employees daily—has decreased by 47% since 2008 , when outflow totaled 1,370
employees.
The Number of Employees Working in North Palm Beach
But Living Elsewhere Increased by 32% Since 2008
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Figure 9: Employment Inflow/Outflow—Village of North Palm Beach, 2018
In summary, recession-based job losses between 2007 and recovery in 2013 has limited the
number of new jobs created in North Palm Beach between 2007 and 2018. In fact, the Village
had a net gain of only 182 new jobs over this 12-year period (reflecting a limited average annual
growth rate of 0.4% per year). Differences between the U.S. Census Bureau On-the-Map data
(Table 17) and Dun & Bradstreet (Table 18) are attributed to part-time jobs, self-employment, two
different reporting years (in part, 2018 and 2020), and those jobs not contributing to the
Unemployment Insurance Fund.
Employment Trends—North County Trade Area
Using the same data from the Census Bureau’s “On-the-Map” database, employment trends in North
County are illustrated in Table 19 . This indicates the following:
In 2018 (latest Census data available), North County contained a total of 44,755 jobs ,
suggesting that, in 2018, the trade area accounted for 7.4% of total jobs in Palm Beach County.
Notably, North County’s share of countywide jobs has remained stable—in the range of 7%
to 8% over the past 12 years;
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Table 19: Employment Trends—North County Trade Area, 2007—2018
2018
Industry Sector 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 % Dist.Amount CAGR %
Agriculture & Mining 23 41 11 16 11 23 72 64 64 6 33 31 0.1%8 2.8%
Construction 4,043 2,575 1,910 1,853 1,561 1,358 1,587 2,050 2,318 2,619 2,793 2,629 5.9%(1,414) -3.8%
Manufacturing 2,627 2,519 2,643 2,598 2,629 1,406 1,410 1,516 1,843 1,731 1,998 2,063 4.6%(564) -2.2%
Transp & Warehousing 182 154 156 194 127 121 129 183 113 142 158 135 0.3%(47) -2.7%
Utilities 194 188 188 169 164 162 158 167 209 192 188 178 0.4%(16) 0.0%
Trade
Wholesale 1,615 1,400 1,278 1,372 1,321 1,272 1,188 1,313 1,200 1,421 1,468 1,638 3.7%23 0.1%
Retail 7,254 7,230 6,587 6,701 8,217 6,852 7,178 7,397 7,890 7,975 7,930 7,711 17.2%457 0.6%
Information 495 471 406 372 445 464 541 471 497 476 574 422 0.9%(73) -1.4%
Finance & Insurance 2,697 2,013 1,795 1,923 2,362 2,164 2,120 2,061 2,013 2,128 2,219 2,235 5.0%(462) -1.7%
Real Estate/Rental & Leasing 965 965 850 776 899 853 916 819 801 882 886 943 2.1%(22) -0.2%
Services
Prof'l/Business Services 3,312 3,157 2,965 2,567 2,726 2,767 2,991 3,230 3,418 3,619 3,917 3,792 8.5%480 1.2%
Management of Companies 447 378 327 363 485 514 523 346 446 463 443 444 1.0%(3) -0.1%
Administration/Waste Mgmt.4,390 4,673 2,906 3,440 4,864 3,320 3,671 4,934 3,082 5,929 5,302 4,975 11.1%585 1.1%
Educational Services 374 316 310 342 247 342 477 516 510 508 435 466 1.0%92 2.0%
Health Care & Social Assistance 5,258 5,330 5,735 5,378 5,456 5,754 6,118 5,922 6,058 6,428 6,730 6,720 15.0%1,462 2.3%
Arts/Entertainment/Recreation 920 823 654 630 888 918 854 885 995 1,054 1,150 1,116 2.5%196 1.8%
Accommodation & Food Services 4,016 4,974 4,011 4,139 4,614 4,792 4,787 4,923 5,698 5,576 5,856 5,935 13.3%1,919 3.6%
Other Services 1,406 1,351 1,314 1,268 1,418 1,721 1,567 1,452 1,662 1,676 1,669 2,425 5.4%1,019 5.1%
Public Administration/Gov't 777 758 934 923 929 894 935 933 909 869 876 897 2.0%120 1.3%
Total:40,995 39,316 34,980 35,024 39,363 35,697 37,222 39,182 39,726 43,694 44,625 44,755 3,760 0.8%
Annual Change - (1,679) (4,336) 44 4,339 (3,666) 1,525 1,960 544 3,968 931 130
Annual % Change - -4%-11%0.1%12%-9%4%5%1%10%2%0%
North Trade Area As % of County:7.7%7.3%6.7%7.2%8.1%6.9%7.3%7.4%7.2%7.6%7.5%7.4%12 Years 7.35%
As % of North County Trade Area:5 Years 7.41%
Lake Park 10.5%11.1%11.4%10.8%8.6%9.3%9.7%10.3%11.0%9.8%10.3%10.9%
North Palm Beach 10.8%8.9%8.9%10.6%10.6%9.9%10.5%10.0%12.1%11.8%11.2%10.3%
Source: U.S. Census Bureau, On-the-Map; WTL +a, May 2021.
As % of County
National Recession Change: 2007-2018
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The 2007 —20 09 recession resulted in the loss of more than 6,000 jobs . Despite the loss of
almost 3,700 jobs in 2012 (in Manufacturing, Retail Trade and Administration/Waste
Management), the trade area added 9,775 new jobs over multiple economic cycles between
2010 and 2018 . When combined with the previous recession-based job losses, there was an
overall net gain of 3,760 new jobs in North County over this 12-year period;
Between 2007 and 2018, job losses occurred in eight of 19 industry sectors, including:
o Construction (-1,414 jobs)
o Manufacturing (-564 jobs), and
o Finance & Insurance (-462 jobs)
Conversely, gains occurred in the following sectors:
o Accommodation & Food Services (+1,919 jobs)
o Health Care & Social Assistance (+1,462 jobs), and
o Other Services (+1,019 jobs)
As illustrated in Table 20, Dun & Bradstreet, Inc. estimated there are 49,371 jobs in 6,055
registered businesses in North County in 2020. According to Dun & Bradstreet, North County
accounts for roughly 7% of the nearly 714,000 jobs in Palm Beach County;
The two largest sectors generating demand for workplace real estate in North County include:
Services (20,293 jobs, or 41% of all jobs) and Wholesale/Retail Trade, with 15,474 jobs,
accounts for 31% of total employment;
North County also contains 7% of all at-place jobs in Palm Beach County. This is known as
fair share, and is considered in the analysis of development potentials for workplace/office uses;
and
North County’s Jobs -to-Population Ratio of 0.67
Reflects a Blend of Low & High Job Concentrations
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Table 20: Business Mix—North County Trade Area, 2020
NAICS Category No.% of Total No.% of Total
Agriculture & Mining 86 1.4%470 1.0%
Construction 357 5.9%2,517 5.1%
Manufacturing 121 2.0%2,163 4.4%
Transportation & Warehousing 113 1.9%466 0.9%
Communications 35 0.6%297 0.6%
Utilities 15 0.2%70 0.1%
Wholesale & Retail Trade
Wholesale 133 895
Retail 1,061 14,579
- Home Improvement 63 779
- General Merchandise 40 1,806
- Food Stores 80 1,536
- Auto Dealers/Gas Stations 136 1,852
- Apparel & Accessory Stores 111 950
- Furniture/Home Furnishings 86 864
- Eating & Drinking Places 279 4,996
- Miscellaneous & Non-store Retail 266 1,796
Subtotal - All Retail:1,194 19.7%15,474 31.3%
Finance/Insurance/Real Estate 731 12.1%6,466 13.1%
Services
- Hotel/Lodging 26 767
- Automotive Services 106 836
- Motion Pictures & Amusements 160 1,343
- Health Services 466 5,055
- Legal Services 181 1,235
- Educational Institutions 70 2,390
- Other Services 1,366 8,667
Subtotal - Services:2,375 39.2%20,293 41.1%
Government 59 1.0%1,045 2.1%
Unclassified Establishments 969 16.0%110 0.2%
TOTAL:6,055 100.0%49,371 100.0%
ANALYSIS:
2020 Employment 49,371
% Share of Palm Beach County 6.9%
2020 Population 73,538
Jobs/Population Ratio 0.67
Source: ESRI Business Analyst; InfoGroup, Inc.; Dun & Bradstreet, Inc.; WTL +a,
May 2021.
Businesses Employees
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The data also suggest North County’s current jobs-to -population ratio is 0.67 (i.e., there are 67
jobs for every 100 residents). Notably, this is higher than North Palm Beach (0.32) as well as the
overall ratio of Palm Beach County (0.49) but lower than Palm Beach Gardens (0.72) and Lake
Park (0.75). It reflects a blend of low and high job concentrations such as the PGA Boulevard
corridor.
As illustrated in Figure 10, the U.S. Census Bureau estimates the highest employment densities
in North County are concentrated in the area encompassing the PGA Boulevard and Military
Trail corridors, surrounding the Gardens Mall, and the west side of Lake Park, including the
Northlake Boulevard corridor; and
Figure 10: Employment Densities—North County Trade Area, 2020
As illustrated in Figure 11, according to 2018 U.S. Census Bureau data, North County exhibited
daily inflow of almost 38,500 employees who live elsewhere but work in the trade area as
compared to 25,700 residents who leave North County daily for jobs elsewhere. The
difference —inflow of more than 12,700 employees daily—has increased by 23% since 2008.
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The Number of Employees Working in North County
But Living Elsewhere Increased by 23% Since 2008
Figure 11: Employment Inflow/Outflow—North County Trade Area, 2020
In summary, the North County trade area encompasses a diverse, 26.2 square mile region that
includes employment concentrations in Lake Park (west), the PGA Boulevard and Military Trail
corridors, and the area surrounding the Gardens Mall. Strong job growth between 2010 and 2018
was offset by recession-based job losses between 2007 and 2009, resulting in a net gain of 3,760
new jobs, an average annual growth rate of 0.8% per year.
Over this 12-year period, both Lake Park and North Palm Beach have maintained a consistent
share of North County jobs—with each falling in the range of 9% to 12% between 2007 and
2018.
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4 Real Estate Market Conditions
WTL +a evaluated real estate market conditions in Lake Park, North Palm Beach, and other selected
locations in Palm Beach County to understand how recent market trends, current economic
conditions, and future growth may affect opportunities for redevelopment of the Twin City Mall site.
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 housing, workplace /office, and supporting commercial (retail and hotel/lodging)
uses based on available data. Data is illustrated in Table 21 through Table 36.
Due to variations in supply, demographic characteristics, seasonal residencies and other factors,
there is no single adopted standard for a level of ‘True Vacancy’ among Florida’s cities. Real estate
industry standards hold that a 5% vacancy rate in commercial office, retail, industrial, and (rental)
residential reflects ‘stabilized’ market conditions.
Housing
Town of Lake Park
Lake Park’s housing stock is characteristic of a fully built-out suburb in South Florida with a mix of
housing types. Market metrics of the Town’s housing stock are illustrated in Table 21 and detailed
below:
Based on data from ESRI Business Analyst, the U.S. Census and the American Community
Survey (ACS), Lake Park contains 3,940 total housing units;
The number of owner-occupied units in Lake Park has remained stable over the past 10
years—in the range of 40%—while the number of renter-occupied units increased slightly—from
44% in 2010 to 46% by 2020. While the number of “unoccupied” units decreased between 2010
and 2020, approximately 14% of the Town ’s housing stock is empty (estimated at 540 units).
Distinctions between “unoccupied” and “truly vacant” are explained below;
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Table 21: Housing Profile—Town of Lake Park, 2010—2025
2010 2020 % Dist.2025 % Dist.No.CAGR %
Housing Tenure
Owner-occupied 1,481 1,570 1,633 63 0.79%
% of Total 39.6%39.8%40.0%
Renter-occupied 1,663 1,830 1,901 71 0.76%
% of Total 44.4%46.4%46.6%
Unoccupied 598 540 545 5 0.18%
% of Total 16.0%13.7%13.4%
Total Units:3,742 3,940 4,079 139 0.70%
Change in Units:198 139
Owner-Occupied Value
$0 - $99,999 44 3%16 1%(28) -18.3%
$100,000 - $199,999 687 44%538 33%(149) -4.8%
$200,000 - $299,999 603 38%729 45%126 3.9%
$300,000 - $399,999 85 5%148 9%63 11.7%
$400,000 - $499,999 133 8%173 11%40 5.4%
$500,000 - $749,999 1 0%3 0%2 24.6%
$750,000 - $999,999 4 0%8 0%4 14.9%
$1,000,000 - $1,499,999 3 0%5 0%2 10.8%
$1,500,000 - $1,999,999 10 1%13 1%3 5.4%
$2,000,000+- 0%- 0%- 0.0%
Median Value 205,556$ 223,107$ 1.7%
Average Value 233,869$ 261,053$ 2.2%
All Housing Units By Structure (2019 American Community Survey)
1 Unit, Detached 1,381 71.7%
1 Unit, Attached 67 9.4%
2 Units 107 2.2%
3 or 4 Units 173 5.0%
5 to 9 Units 350 3.7%
10 to 19 Units 429 2.3%
20 to 49 Units 412 4.0%
50 or more Units 333 0.9%
Mobile Home - 0.6%
Boat/RV/Other - 0.0%
Total Units:3,252 100%
Unoccupied Housing Units By Status
Unoccupied-All Reasons 2010 2019 (ACS)
Rented (Not Occupied)3
For Sale Only 84
Sold (Not Occupied)11
Seasonal Use 91 2%
For Migrant Workers -
Subtotal:189
TRUE VACANCIES
Other Vacant 119
Vacant, For Rent 290
Subtotal:409 460
True Vacancy Rate 10.9%11.7%
Total Unoccupied Units:598 672 68.4%
Source: ESRI Business Analyst; American Community Survey; WTL +a, May 2021.
Change: 2020-2025
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The average value of all owner-occupied housing units in Lake Park in 2020 is $233 ,900 . Over
the next five years, ESRI Business Analyst forecasts suggest that average owner-occupied
housing values will increase—at a compound annual rate of 1.7% per year—to $261,000;
Fully 85% of the Town’s owner-occupied housing stock is valued at less than $300,000. Another
14% is valued between $300,000 and $500,000, and only 1.1% is valued above $500,000;
More specific analysis of Lake Park’s unoccupied housing stock indicates that units are
unoccupied for various reasons. As a result, this does not accurately reflect actual, “truly vacant”
units. U.S. Census data indicate that 598 units, or 16% of inventory, were unoccupied as of the
2010 Census, as the economic recovery from the 2007—2009 recession ended, and recovery
gained momentum, thereby reducing the number of vacant units in housing markets with an
improving economy. In fact, the number of unoccupied units decreased between 2010 and
2020 —from 598 units in 2010 to 540 units in 2020;
The number of unoccupied units includes only 91 units (2%) that are seasonally owned
(i.e., occupied for only a portion of the year, such as units owned by snowbirds who vacation in
Florida). When such units (as well as others, such as units sold but not yet occupied) are
removed from the unoccupied category, Lake Park’s true vacancy in 2010 was lower—10.9%,
or 409 units;
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If the proportion of truly vacant units to total unoccupied units remains the same as it did in 2010
(2%), data from the 2019 American Community Survey (ACS) suggests that the number of truly
vacant units in Lake Park has increased slightly since 2010 —to 460 units—which would
reflect a vacancy rate of 11.7%. That is well-above the standard 5% vacancy levels that the
housing industry considers to be “stabilized”; and
ACS data reveal Lake Park’s housing stock consists of an array of housing characteristic of a
well-established, built-out suburban community, including: 1,381 single -family detached units
(72%), 67 single -family attached units (9%), and 1,804 multi-family units (19%).
Village of North Palm Beach
Like Lake Park, the housing stock in North Palm Beach is also characteristic of well-developed
suburb in South Florida . However, the Village has significantly higher price points as well as a much
higher proportion of multi-unit and high -rise buildings. Market metrics of the Village’s housing stock
are illustrated in Table 22 and detailed below:
Based on data from ESRI Business Analyst, the U.S. Census and the American Community
Survey (ACS), North Palm Beach contains 8,092 total housing units;
The number of owner-occupied units in North Palm Beach has increased over the past 10
years—from 58 % in 2010 to 60% in 2020—while the number of renter-occupied units remained
stable—in the range of 21%. The number of “unoccupied” units decreased between 2010 and
2020—from 21% to 19%, it is due primarily to the higher number of seasonal units (estimated at
1,014 units). Distinctions between “unoccupied” and “truly vacant” are explained below;
The average value of all owner-occupied housing units in North Palm Beach in 2020 is
significantly higher than in Lake Park: $505,700. Over the next five years, ESRI Business
Analyst forecasts suggest that average owner-occupied housing values will increase—at a
compound annual rate of 2.2% per year—to $552,200;
Approximately 37% of the Village’s owner-occupied housing stock is valued at less than
$300,000. Another 32% is valued between $300,000 and $500,000, 25% is valued between
$500,000 and $1.0 million, and 7% is valued above $1.0 million
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Table 22: Housing Profile—Village of North Palm Beach, 2010—2025
2010 2020 % Dist.2025 % Dist.No.CAGR %
Housing Tenure
Owner-occupied 4,501 4,872 5,089 217 0.88%
% of Total 58.3%60.2%60.8%
Renter-occupied 1,596 1,698 1,730 32 0.37%
% of Total 20.7%21.0%20.7%
Unoccupied 1,617 1,522 1,553 31 0.40%
% of Total 21.0%18.8%18.5%
Total Units:7,714 8,092 8,372 280 0.68%
Change in Units:378 280
Owner-Occupied Value
$0 - $99,999 48 1%12 0%(36) -24.2%
$100,000 - $199,999 586 12%246 5%(340) -15.9%
$200,000 - $299,999 1,184 24%1,104 22%(80) -1.4%
$300,000 - $399,999 906 19%1,104 22%198 4.0%
$400,000 - $499,999 615 13%745 15%130 3.9%
$500,000 - $749,999 757 16%937 18%180 4.4%
$750,000 - $999,999 425 9%548 11%123 5.2%
$1,000,000 - $1,499,999 129 3%144 3%15 2.2%
$1,500,000 - $1,999,999 57 1%73 1%16 5.1%
$2,000,000+165 3%177 3%12 0.0%
Median Value 368,212$ 410,604$ 2.2%
Average Value 505,716$ 552,176$ 1.8%
All Housing Units By Structure (2019 American Community Survey)
1 Unit, Detached 2,899 34.9%
1 Unit, Attached 347 4.2%
2 Units 94 1.1%
3 or 4 Units 249 3.0%
5 to 9 Units 378 4.5%
10 to 19 Units 802 9.7%
20 to 49 Units 1,504 18.1%
50 or more Units 2,027 24.4%
Mobile Home 8 0.1%
Boat/RV/Other - 0.0%
Total Units:8,308 100%
Unoccupied Housing Units By Status
Unoccupied-All Reasons 2010 2019 (ACS)
Rented (Not Occupied)16
For Sale Only 193
Sold (Not Occupied)28
Seasonal Use 1,014 13%
For Migrant Workers -
Subtotal:1,251
TRUE VACANCIES
Other Vacant 152
Vacant, For Rent 214
Subtotal:366 465
True Vacancy Rate 4.7%5.7%
Total Unoccupied Units:1,617 2,054 22.6%
Source: ESRI Business Analyst; American Community Survey; WTL +a, May 2021.
Change: 2020-2025
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As compared to Lake Park (where only 5% of the Town’s stock is in buildings with 20 or more
units), fully 42.5% of the Village’s housing inventory is in buildings with 20 or more units. This
includes a number of high-density condominium buildings such as Water Club, Marina Pointe,
Gemini Club, Ports O’ Call, Old Port Cove, and others;
More specific analysis of the Village’s unoccupied housing stock indicates that units are
unoccupied for various reasons. As a result, this does not accurately reflect actual, “truly vacant”
units. U.S. Census data indicate that 1,617 units, or 21% of inventory, were unoccupied as of
the 2010 Census, as the economic recovery from the 2007—2009 recession ended, and
recovery gained momentum, thereby reducing the number of vacant units in housing markets
with an improving economy. The number of unoccupied units decreased slightly between
2010 and 2020—from 1,617 units in 2010 to 1,522 units in 2020;
The number of unoccupied units includes 1,014 units (13%) that are seasonally owned
(i.e., occupied for only a portion of the year). When such units (as well as others, such as those
units sold but not ye t occupied) are removed from the unoccupied category, the Village’s true
vacancy in 2010 was significantly lower—4.7 %, or 366 units;
If the proportion of truly vacant units to total unoccupied units remains the same as it did in 2010
(13%), data from the 2019 American Community Survey (ACS) suggests that the number of
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truly vacant units in North Palm Beach has increased since 2010—to 465 units—which
would reflect a vacancy rate of 5.7%. This is on par with the standard 5% vacancy levels that
the housing industry considers to be “stabilized”; and
ACS data reveal North Palm Beach’s housing stock is characteristic of a well-established, built-
out suburban community, including: 3,246 single-family detached or attached units (38%), 1,523
units in buildings of 2—19 units (18%), and 3,531 multi-family units in buildings of 20 units or
more (42.5%).
North County Trade Area
As illustrated in Table 23, based on data from ESRI Business Analyst, the U.S. Census and the
American Community Survey (ACS), the North County trade area contains almost 37,500 total
housing units;
The number of owner-occupied units has increased slightly over the past 10 years—from
58.6% in 2010 to 59.4% in 2020. The number of renter-occupied units has also increased—from
26.6% to 28.4%. The resulted in a decrease in the number of “unoccupied” units—from 14.8%
to 12.2%;
The average value of all owner-occupied housing units in North County in 2020 is lower than
North Palm Beach and higher than Lake Park: $481,315. Over the next five years, ESRI
Business Analyst forecasts suggest that average owner-occupied housing values will increase—
at a compound annual rate of 1.6% per year—to $522,700;
Approximately 40% of the trade area’s owner-occupied housing stock is valued at less than
$300,000. Another 32% is valued between $300,000 and $500,000, 20% is valued between
$500,000 and $1.0 million, and 8% is valued above $1.0 million
As compared to Lake Park (where only 4.9% of its stock is in buildings with 20 or more units)
and North Palm Beach (where 42.5% of its stock is in buildings with 20 or more units), only 12%
of North County’s housing inventory is in buildings with 20 or more units. This reflects the
predominantly single-family detached areas of Palm Beach Gardens and Jupiter;
U.S. Census data indicate that 5,072 units, or almost 15% of inventory, were unoccupied as of
the 2010 Census. The number of unoccupied units in North County decreased slightly
between 2010 and 2020—to 4,580 units (12.8%) in 2020;
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Table 23: Housing Profile—North County Trade Area, 2010—2025
2010 2020 % Dist.2025 % Dist.No.CAGR %
Housing Tenure
Owner-occupied 20,120 22,253 23,629 1,376 1.21%
% of Total 58.6%59.4%60.3%
Renter-occupied 9,148 10,629 10,975 346 0.64%
% of Total 26.6%28.4%28.0%
Unoccupied 5,072 4,580 4,589 9 0.04%
% of Total 14.8%12.2%11.7%
Total Units:34,340 37,462 39,193 1,731 0.91%
Change in Units:3,122 1,731
Owner-Occupied Value
$0 - $99,999 572 3%340 1%(232) -9.9%
$100,000 - $199,999 3,019 14%1,770 7%(1,249) -10.1%
$200,000 - $299,999 5,322 24%5,369 23%47 0.2%
$300,000 - $399,999 4,319 19%5,298 22%979 4.2%
$400,000 - $499,999 2,864 13%3,471 15%607 3.9%
$500,000 - $749,999 3,239 15%3,897 16%658 3.8%
$750,000 - $999,999 1,132 5%1,358 6%226 3.7%
$1,000,000 - $1,499,999 761 3%895 4%134 3.3%
$1,500,000 - $1,999,999 355 2%410 2%55 2.9%
$2,000,000+670 3%821 3%151 0.0%
Median Value 351,250$ 381,833$ 1.68%
Average Value 481,315$ 522,688$ 1.66%
All Housing Units By Structure (2019 American Community Survey)
1 Unit, Detached 16,695 46.7%
1 Unit, Attached 4,792 13.4%
2 Units 1,658 4.6%
3 or 4 Units 2,713 7.6%
5 to 9 Units 1,768 4.9%
10 to 19 Units 2,847 8.0%
20 to 49 Units 2,272 6.4%
50 or more Units 2,135 6.0%
Mobile Home 868 2.4%
Boat/RV/Other 9 0.03%
Total Units:35,757 100%
Unoccupied Housing Units By Status
Unoccupied-All Reasons 2010 2019 (ACS)
Rented (Not Occupied)75
For Sale Only 721
Sold (Not Occupied)121
Seasonal Use 2,143 6%
For Migrant Workers -
Subtotal:3,060
TRUE VACANCIES
Other Vacant 797
Vacant, For Rent 1,222
Subtotal:2,019 2,336
True Vacancy Rate 5.9%6.2%
Total Unoccupied Units:5,079 5,876 39.8%
Source: ESRI Business Analyst; American Community Survey; WTL +a, May 2021.
Change: 2020-2025
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The number of unoccupied units includes 2,143 units that are seasonally owned. When
such units (as well as others, such as units sold but not yet occupied) are removed from the
unoccupied category, North County’s true vacancy in 2010 was significantly lower—5.9%,
or 2,019 units;
If the proportion of truly vacant units to total unoccupied units remains the same as it did in 2010
(6%), data from the 2019 American Community Survey (ACS) suggests that the number of truly
vacant units in North County has increased slightly since 2010—to 2,336 units—which
would reflect a vacancy rate of 6.2%. This is on par with the standard 5% vacancy levels that
the housing industry considers to be “stabilized”; and
ACS data reveal North County’s housing stock includes almost 21,500 single-family detached or
attached units (60%), 8,980 units in buildings of 2—19 units (25%), and 4,400 multi -family units
in buildings of 20 units or more (12%).
Housing Starts
To document how population and household growth affects market potentials for new housing at the
Twin C ity Mall site, WTL+a reviewed information on annual housing starts. Housing starts are
defined as the start of actual construction (after permits are issued). This analysis also compares
housing starts to household growth to understand whether the pace of one metric is consistent with
(or exceeds) the other. Municipalities across the U.S. provide housing starts data to the U.S.
Department of Housing & Urban Develop ment (HUD). Starts for the 13-year period between 2007
and 2019 (latest date available) are illustrated in Table 24 . Key findings indicate that:
Between 2007 and 2019, housing starts across Palm Beach County resulted in delivery of more
than 49,750 new housing units, producing a sustained annual pace of 3,827 units per year
over this 13-year period. In terms of unit distribution, this includes 28,823 single-family units
(58% of the total) and 20,934 multi-family units (42 % of the total). Unincorporated parts of the
County accounted for 40% of all starts;
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Table 24: Housing Starts—Palm Beach County & Selected Municipalities, 2007—2019
Total Annual % of
Municipality 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Starts Average County
Single-family Detached
Boynton Beach 61 96 36 9 214 50 115 29 39 20 15 15 22 721 55 3%
Delray Beach 113 38 27 21 57 99 153 111 129 85 69 54 107 1,063 82 4%
Lake Park - - 1 - - 1 - - - - 1 - - 3 0 0.0%
North Palm Beach 1 - - 5 3 6 - - 6 6 6 6 6 45 3 0.2%
Palm Beach Gardens 206 111 76 98 111 194 196 188 154 187 205 219 220 2,165 167 8%
Riviera Beach 48 45 4 1 - 2 5 3 8 10 9 75 100 310 24 1%
West Palm Beach 35 17 10 8 15 29 27 107 169 193 46 40 69 765 59 3%
Selected Jurisdictions:464 307 154 142 400 381 496 438 505 501 351 409 524 5,072 390 18%
As % of County 22%24%14%11%21%18%19%17%19%22%13%14%16%
Unincorporated County 1,145 465 605 687 763 1,021 1,241 1,301 1,718 1,211 1,733 1,754 1,843 15,487 1,191 54%
As % of County 54%36%55%55%40%47%46%51%65%53%66%59%56%
TOTAL COUNTY-SFD:2,101 1,277 1,102 1,256 1,885 2,172 2,678 2,552 2,625 2,297 2,622 2,993 3,263 28,823 2,217 58%
Multi-family
Boynton Beach 368 400 - 2 20 298 538 - 525 700 22 266 747 3,886 299 19%
Delray Beach 93 55 217 144 27 687 6 172 234 349 115 20 15 2,134 164 10%
Lake Park - - - - - - - - - - - - - - - 0.0%
North Palm Beach - - - - - - - 146 26 10 - - - 182 14 0.9%
Palm Beach Gardens 128 121 - - - 42 180 49 87 68 57 66 71 869 67 4%
Riviera Beach 4 77 - - - - - - - 18 5 234 24
West Palm Beach 4 - 11 - - - - 797 99 321 278 323 460 2,293 176 11%
Selected Jurisdictions:597 653 228 146 47 1,027 724 1,164 971 1,466 477 909 1,317 9,726 748 46%
As % of County 58%72%69%57%8%45%31%46%44%47%32%60%58%
Unincorporated County 232 98 47 66 458 252 497 552 294 633 221 100 888 3,450 265 12%
As % of County 23%11%14%26%75%11%21%22%13%20%15%7%39%
TOTAL COUNTY-MF:1,029 905 329 255 614 2,297 2,336 2,519 2,206 3,119 1,513 1,525 2,287 20,934 1,610 42%
http://socds.huduser.org/permits/
Source: U.S. Census Bureau; U.S. Dept. of Housing & Urban Development; WTL+a, May 2021.
Change: 2007-2019
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Table 24 (Continued): Housing Starts—Palm Beach County & Selected Municipalities, 2007—2019
Total Annual % of
Municipality 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 Starts Average Total
Total Starts
Boynton Beach 429 496 36 11 234 348 653 29 564 720 37 281 769 4,607 354 9%
Delray Beach 206 93 244 165 84 786 159 283 363 434 184 74 122 3,197 246 6%
Lake Park - - 1 - - 1 - - - - 1 - - 3 0.2 0.0%
North Palm Beach 1 - - 5 3 6 - 146 32 16 6 6 6 227 17 0.5%
Palm Beach Gardens 334 232 76 98 111 236 376 237 241 255 262 285 291 3,034 233 6%
Riviera Beach 52 122 4 1 - 2 5 3 8 28 14 309 124 672 52 1%
West Palm Beach 39 17 21 8 15 29 27 904 268 514 324 363 529 3,058 235 6%
Total-Selected Jurisdictions:1,061 960 382 288 447 1,408 1,220 1,602 1,476 1,967 828 1,318 1,841 14,798 1,138 30%
As % of County 34%44%27%19%18%32%24%32%31%36%20%29%33%
Total-Unincorporated:1,377 563 652 753 1,221 1,273 1,738 1,853 2,012 1,844 1,954 1,854 2,731 19,825 1,525 40%
As % of County 44%26%46%50%49%28%35%37%42%34%47%41%49%
TOTAL - County:3,130 2,182 1,431 1,511 2,499 4,469 5,014 5,071 4,831 5,416 4,135 4,518 5,550 49,757 3,827 100%
http://socds.huduser.org/permits/
Source: U.S. Census Bureau; U.S. Dept. of Housing & Urban Development; WTL+a, May 2021.
Change: 2007-2019
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In Lake Park, HUD data indicate no multi-family units and only three (3) single-family
detached units were built over the 13 years between 2007 and 2019 ; and
In North Palm Beach, a total of 227 housing starts were recorded, including 45 single-family and
182 multi-family starts, between 2007 and 2019. The Village accounted for only 0.5% of all
housing starts in Palm Beach County during this period. Notably, multi-family starts jumped in
2014, when Water Club was approved.
Multi-family Rental
WTL+a examined market trends in the area’s multi-family rental market based on data for those
properties that are tracked by CoStar, Inc. Overall market conditions are key to understanding
market potentials for development of new housing, particularly for multi-family rental, on the Twin
City Mall site. WTL+a notes the Town of Lake Park has received a proposal from Woolbright
Development to construct 250 market-rate rental units on a 6.65-acre portion of the site. Market
performance characteristics for each jurisdiction’s multi-family rental market are illustrated in Table
25 and Table 26 and summarized below:
As tracked by CoStar, Inc., Lake Park contains an inventory of 183 rental units in 11 properties
with an average unit size of 823 sq. ft., and North Palm Beach contains 393 units in 37
properties with an average unit size of 906 sq. ft.;
In 2020, the overall apartment vacancy rate in both municipalities achieved stabilized
levels—Lake Park at 4.4 % and North Palm Beach at 3.8%. Vacancies peaked at 11.6% in
Lake Park and 7.6% in North Palm Beach during the national recession in 2009. Vacancies
have declined steadily since then and are now below industry-standard “stabilized” levels of 5%;
As a result of the lack of new multi-family construction and stabilized vacancies, net absorption
in both municipalities has been extremely limited over the past 13 years. In fact, only 12
units were absorbed in the Village, and 13 units were absorbed in Lake Park; and
As a result, average monthly rents in Lake Park increased at a solid compound annual rate of
2.4% per year since 2007, with an average rent of $1,115 per month ($1.36 per sq. ft.) in 2020.
Monthly rents in North Palm Beach increased at a lower rate of 1.4% per during this period but
remain higher than Lake Park, with an average rent of $1,982 per month ($1.96 per sq. ft.) in
2020.
A detailed profile of selected multi-family properties in the two municipalities is illustrated in
Table 26.
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Table 25: Multi -family Rental Characteristics—Town of Lake Park, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Inventory (Units)181 181 181 181 181 181 181 181 181 181 181 183 183 183 2
No. of Buildings 11 11 11 11 11 11 11 11 11 11 11 11 11 11 -
Vacant Stock (Units)20 20 21 19 18 17 16 12 7 8 11 10 9 8 (12)
Vacancy Rate 11.0%11.0%11.6%10.5%9.9%9.4%8.8%6.6%3.9%4.4%6.1%5.5%4.9%4.4%-6.9%
Total Net Absorption (Units)(3) - - 3 - 1 1 4 4 - (3) 3 2 1 13 0.9
Past 5 Years 3 0.6
Construction Deliveries - - - - - - - - - - - 5 - - 5
Average Unit Size (SF)823 823 823 823 823 823 823 823 823 823 823 823 823 823 0.0%
Average Monthly Rent 817$ 797$ 769$ 787$ 794$ 800$ 818$ 859$ 955$ 993$ 1,063$ 1,071$ 1,100$ 1,115$ 2.4%
Per SF Rent 0.99$ 0.96$ 0.91$ 0.94$ 0.94$ 0.95$ 0.97$ 1.03$ 1.16$ 1.20$ 1.30$ 1.31$ 1.35$ 1.36$ 2.5%
Average Annual % Change -3.0%-5.2%3.3%0.0%1.1%2.1%6.2%12.6%3.4%8.3%0.8%3.1%0.7%
Source: CoStar, Inc.; WTL+a, May 2021.
Change: 2007-2020National Recession & Recovery
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Table 26: Multi -family Rental Characteristics—Village of North Palm Beach, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Inventory (Units)393 393 393 393 393 393 393 393 393 393 393 393 393 393 -
No. of Buildings 37 37 37 37 37 37 37 37 37 37 37 37 37 37 -
Vacant Stock (Units)28 30 30 25 24 20 18 18 18 17 20 18 16 15 (13)
Vacancy Rate 7.1%7.6%7.6%6.4%6.1%5.1%4.6%4.6%4.6%4.3%5.1%4.6%4.1%3.8%-4.7%
Total Net Absorption (Units)(2) (1) - 5 - 5 2 - - 2 (4) 2 1 2 12 0.9
Past 5 Years 3 0.6
Construction Deliveries - - - - - - - - - - - - - - -
Average Unit Size (SF)906 906 906 906 906 906 906 906 906 906 906 906 906 906 0.0%
Average Monthly Rent 1,658$ 1,603$ 1,527$ 1,573$ 1,592$ 1,617$ 1,655$ 1,691$ 1,770$ 1,831$ 1,868$ 1,908$ 1,945$ 1,982$ 1.4%
Per SF Rent 1.65$ 1.59$ 1.52$ 1.56$ 1.58$ 1.60$ 1.64$ 1.68$ 1.74$ 1.80$ 1.84$ 1.88$ 1.92$ 1.96$ 1.3%
Average Annual % Change -3.6%-4.4%2.6%1.3%1.3%2.5%2.4%3.6%3.4%2.2%2.2%2.1%2.1%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
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Profile of Selected Multi-family Projects
As illustrated in Table 27 , WTL+a prepared a profile of selected multi-family rental projects to
understand market conditions to inform the feasibility of multi-family residential on the Twin City Mall
site. This profile categorizes 12 comparable projects into primary, secondary, and tertiary
categories, defined by specific metrics such as location/proximity, age/year built, rent levels, net
absorption, and the like. Key findings indicate that:
Primary Comparable Set
There are four primary rental projects—Marina Key (Lake Park), Village at Mangonia Lake (West
Palm Beach), Emara (delivered in 2021 in North Palm Beach), and Solara at City Centre (North
Palm Beach). These four projects contain 833 units and average densities of 25 units per
acre. Building heights range from three to six floors;
Two projects are under construction. Emara, located at 12155 U.S. 1 in North Palm Beach, is
scheduled for delivery in 2021. It will contain 250 units on an 11.1-acre site (22 units per acre).
The other, Solara City Centre, located at 2100 PGA Boulevard in Palm Beach Gardens, is
scheduled for delivery in 2021. Solara will contain 136 units on a 3.21-acre site (42 units per
acre). It is not known if either project is in pre-leasing;
These four projects contain a mix of one-, two- and three-bedroom units with a weighted average
size of 967 sq. ft., a weighted average monthly asking rent of $2,108 per month ($2.18 per sq.
ft.). Asking rents for the two newest projects are expected to range from $2.20 to $2.44
per sq. ft.;
With two projects under construction and a third (Village at Mangonia Lake) in lease-up,
information on net absorption is limited. Average annual unit absorption at Mangonia Lake,
which was delivered in 2019, totaled 77 units per year (6.4 units per month). Lease-up
continues, as Mangonia Lake remains 29.6% vacant; and
Marina Key, located at 913 Lake Shore Drive in Lake Park, was built in 1965 and renovated in
2009. Its 207 units have a weighted average asking rent of $2,219 per month ($2.15 per sq. ft.).
Average asking rents for both secondary and tertiary comparables are significantly lower—$1.65 per
sq. ft. for the three secondary comparables and $1.25 per sq. ft. for five tertiary comparables.
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Table 27: Profile of Selected Multi-family Properties
Year Built Site Size
Class &Densities &Unit No. of %Size Asking Rent Effective Rent Current
Project/Location Height Bldg. Area Type Units Dist.(In SF)Rent Per SF Rent Per SF 2021 2020 2019 2018 2017 2016
Primary Comparables
Marina Key 1965/2009 10.93 1 BR 35 17%754 1,894$ 2.51$ 1,894$ 2.51$ 2.9%
Low-rise Garden Class B acres 2 BR 170 82%1,082 2,281 2.11 2,281 2.11 6
913 Lake Shore Drive 3 floors 0.52 3 BR 2 1%1,615 2,586 1.60 2,574 1.59
Lake Park 246,578
True Owner: Carroll Organization Total:207 1,032 2,219$ 2.15$ 2,218$ 2.15$ 1.8%2.3%6.9%6.4%7.5%
Recorded Owner: Mariners Key Owner LLC 1 10 (1) 2 (2)
5-Year Absorption:10
Asking Rent Concessions:-0.05%Annual Average:2
Village at Mangonia Lake 2019 7.56 1 BR 72 30%615 1,367$ 2.22$ 1,353$ 2.20$ 29.6%
Mid-rise Elevator Class A acres 2 BR 168 70%855 1,673 1.96 1,657 1.94 71
2201 N. Australian Avenue 6 floors 0.69 3 BR - 0%- - - - -
West Palm Beach 227,651
True Owner: AHS Development Group Total:240 783 1,581$ 2.02$ 1,566$ 2.00$ 35.9%74.2%100.0%- -
Recorded Owner: Village at Mangonia Lake LLC 92 62 - - -
5-Year Absorption:154
Asking Rent Concessions:-0.95%Annual Average:77
Emara Palm Beach 2021 11.12 Studio 9 4%635 1,677$ 2.64$ 1,677$ 2.64$ 100.0%
Low-rise Garden Delivery acres 1 BR 82 33%848 1,944 2.29 1,944 2.29 250
12155 US Highway 1 Class A 0.59 2 BR 131 52%1,256 2,646 2.11 2,646 2.11
North Palm Beach 3 floors 286,295 3 BR 28 11%1,661 3,924 2.36 3,924 2.36
True Owner: Fairway Investments Total:250 1,145 2,524$ 2.20$ 2,524$ 2.20$ 100.0%
Recorded Owner: OHFP North Palm LLC -
5-Year Absorption:-
Asking Rent Concessions:0.00%Annual Average:-
Solara at City Centre 2021 3.21 1 BR 76 56%708 1,864$ 2.63$ 1,864$ 2.63$ 100.0%
Mid-rise Elevator Delivery acres 2 BR 52 38%1,034 2,380 2.30 2,380 2.30 136
2100 PGA Boulevard Class A 0.84 3 BR 8 6%1,228 2,546 2.07 2,546 2.07
Palm Beach Gardens 5 floors 117,400
True Owner: AW Real Estate Mgmt. LLC Total:136 863 2,102$ 2.44$ 2,102$ 2.44$ 100.0%
Recorded Owner: City Centre Housing LLC -
5-Year Absorption:-
Asking Rent Concessions:0.00%Annual Average:-
COMPARABLES ANALYSIS (Primary):463
Total/Weighted Average 833 967 2,108$ 2.18$ 55.6%59.4%38.3%53.5%3.2%3.8%
Total Unit Absorption (2016-2020):93 71 (1) 2 (2)
Annual Average 33
Per Month
5-Year Vacancy & Absorption Analysis
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Table 27 (Continued): Profile of Selected Multi-family Properties
Year Built Site Size
Class &Densities &Unit No. of %Size Asking Rent Effective Rent Current
Project/Location Height Bldg. Area Type Units Dist.(In SF)Rent Per SF Rent Per SF 2021 2020 2019 2018 2017 2016
Secondary Comparables
The Abbey at Northlake 1987/2015 40.26 1 BR 168 32%650 1,235$ 1.90$ 1,235$ 1.90$ 0.8%
Low-rise Garden Class C acres 2 BR 190 37%786 1,340 1.70 1,340 1.70 4
2304 W. Congress Avenue 2 floors 0.25 3 BR 162 31%950 1,599 1.68 1,599 1.68
West Palm Beach 433,243
True Owner: Joe Ciccarello Total:520 793 1,387$ 1.75$ 1,387$ 1.75$ 2.5%4.9%3.1%4.6%4.6%
Recorded Owner: DXM-Northlake LLC 12 (9) 8 - 33
5-Year Absorption:44
Asking Rent Concessions:0.00%Annual Average:9
Woodbine Apt. Homes 2000 19.24 1 BR 132 32%751 1,571$ 2.09$ 1,566$ 2.09$ 0.8%
Low-rise Garden Class B acres 2 BR 204 50%1,078 1,808 1.68 1,802 1.67 3
9000 Woodbine Trail 3 floors 0.50 3 BR 72 18%1,311 2,100 1.60 2,093 1.60
Riviera Beach 416,171
True Owner: Morguard N. American Residential REIT Total:408 1,013 1,783$ 1.76$ 1,777$ 1.75$ 4.0%4.8%4.1%5.0%2.6%
Recorded Owner: Morguard Woodbine LLC 3 (3) 4 (10) 4
5-Year Absorption:(2)
Asking Rent Concessions:-0.34%Annual Average:(0.3)
Sanctuary Cove 1996/2017 32.80 1 BR 113 27%866 1,490$ 1.72$ 1,484$ 1.71$ 2.3%
Low-rise Garden Class B acres 2 BR 190 45%1,175 1,676 1.43 1,669 1.42 10
700 Sanctuary Cove Drive 3 floors 0.33 3 BR 117 28%1,335 1,885 1.41 1,878 1.41
North Palm Beach 472,500
True Owner: Olen Properties Total:420 1,137 1,684$ 1.48$ 1,677$ 1.47$ 3.4%10.2%10.5%11.5%23.2%
Recorded Owner: Sanctuary Bay Trust Corp.29 1 4 49 (13)
5-Year Absorption:70
Asking Rent Concessions:-0.42%Annual Average:14
COMPARABLES ANALYSIS (Secondary):17
Total/Weighted Average 1,348 967 1,599$ 1.65$ 1.3%3.3%6.6%5.9%7.0%10.1%
Total Unit Absorption (2016-2020):44 (11) 16 39 23
Annual Average 22
Per Month
5-Year Vacancy & Absorption Analysis
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Table 27 (Continued): Profile of Selected Multi-family Properties
Year Built Site Size
Class &Densities &Unit No. of %Size Asking Rent Effective Rent Current
Project/Location Height Bldg. Area Type Units Dist.(In SF)Rent Per SF Rent Per SF 2021 2020 2019 2018 2017 2016
Tertiary Comparables
Humani Court 1975 3.06 1 BR 10 17%650 1,077$ 1.66$ 1,067$ 1.64$ 2.9%
806 9th Street Class C acres 2 BR 40 67%800 1,229 1.54 1,225 1.53 2
Lake Park 2 floors 0.35 3 BR 10 17%1,150 1,722 1.50 1,718 1.49
46,150
True Owner: Anthony Gironta Total:60 833 1,286$ 1.54$ 1,281$ 1.54$ 3.1%3.4%5.0%5.1%3.8%
Recorded Owner: Humani Courts LLC 0.2 1.0 0.1 (0.8) -
5-Year Absorption:0.4
Asking Rent Concessions:-0.4%Annual Average:N/A
Lake Park Manors 2018 0.39 1 BR - 0%- -$ -$ -$ -$ 4.3%
105 2nd Street Class A acres 2 BR 3 60%- - - - - 0.2
Lake Park 2 floors 1.18 3 BR 2 40%- - - - -
20,000
True Owner: Anastasia Vlasyuk Total:5 - -$ 4.7%5.3%52.5%100.0%N/A
Recorded Owner: Lake Park Manors LLC 0 2 2 - -
3-Year Absorption:4.8
Asking Rent Concessions:N/A Annual Average:1.6
Cedar Crest 1982 0.20 1 BR 49 100%736 -$ -$ -$ -$ 4.3%
12 E Ilex Drive Class C acres 2 BR - 0%- - - - - 2
Lake Park 2 floors 4.83 3 BR - 0%- - - - -
42,044
True Owner: Sami Baghdady Total:49 736 -$ -$ -$ -$ 4.7%5.3%5.3%6.7%5.1%
Recorded Owner: Sami J Baghdady 0.3 - 1 (1) -
5-Year Absorption:0.2
Asking Rent Concessions:N/A Annual Average:N/A
Evergreen Manor 1971 0.67 1 BR 1 6%700 857$ 1.22$ 855$ 1.22$ 4.1%
921 Evergreen Drive Class C acres 2 BR 17 94%1,000 1,054 1.05 1,048 1.05 1
Lake Park 2 floors 0.61 3 BR - 0%-
17,706
True Owner: Buy Here Pay Here RE LLC Total:18 983 1,043$ 1.06$ 1,038$ 1.06$ 4.5%5.0%5.0%6.3%4.9%
Recorded Owner: 730 Whitmore LLC 0.1 - 0.2 (0.3) -
5-Year Absorption:0.1
Asking Rent Concessions:-0.5%Annual Average:N/A
Opabola Square 1962 1.00 1 BR - 0%- -$ -$ -$ -$ 0.0%
923 Magnolia Drive Class C acres 2 BR 32 57%1,000 1,016 1.02 1,014 1.01 -
Lake Park 2 floors 1.43 3 BR 24 43%1,200 1,319 1.10 1,315 1.10
62,226
True Owner: Equinox Realty Inc.Total:56 1,086 1,146$ 1.06$ 1,143$ 1.05$ 0.0%1.3%2.7%4.2%5.1%
Recorded Owner: Amoc Holdings LLC 0.7 0.8 0.8 0.5 -
5-Year Absorption:3
Asking Rent Concessions:-0.26%Annual Average:N/A
COMPARABLES ANALYSIS (Tertiary):11
Total/Weighted Average 134 958.96 1,195$ 1.25$ 8.1%3.1%3.8%12.9%21.5%5.3%
Total Unit Absorption (2016-2020):2 14 3 1 (2)
Annual Average 4
Source: CoStar, Inc.; WTL+a, May 2021.
5-Year Vacancy & Absorption Analysis
Per Month
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In conclusion, the area’s housing market reflects stabilized market conditions—with solid
occupancies among rental properties; increasing values among owner-occupied properties; limited
new residential development over the past five years; and, ongoing lease-up (absorption) activity in
recently-delivered multi-family properties.
Marina Key, Lake Park Village at Mangonia Park, West Palm Beach
Emara Palm Beach, North Palm Beach
Solara City Centre, Palm Beach Gardens
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Workplace—Office
WTL+a evaluated development potentials for “workplace” uses including multi-tenant/speculative
office for professional/business services and medical office uses. (In such an analysis, it is not
possible to evaluate development potentials for specific end-users—also known as “build-to -suits”—
as such deals are based on specific recruitment strategies and terms, including the amount of space
to be occupied, and are negotiated on a case-by-case basis). A profile of market conditions in
each municipality’s office sector was prepared to:
Understand the overall competitive market position for speculative/multi-tenant office uses on the
Twin City Mall site, based on key performance metrics (total inventory, construction deliveries,
net annual absorption/leasing activity, vacant stock, vacancy rates, and rental rates);
Inform the evaluation of workplace/office development potentials based on the findings in this
profile; and
Guide the TCRPC planning team’s evaluation of development scenarios to ensure that uses
such as office physically fit and are sufficiently marketable.
Key findings in each municipality’s office market are summarized below:
Town of Lake Park
As illustrated in Table 28, Lake Park has an
extremely limited office inventory. There are only
57,566 sq. ft. of speculative office space in 13
buildings as tracked by CoStar, Inc. The Town
accounts for only 0.10% of Palm Beach County’s
57.9 million sq. ft. of office space and is a tertiary
office submarket. Lake Park’s share of the County’s
supply has remained flat since 2007;
Between 2007 and 2012, office vacancies ranged between 6% and 12%. However, since 2013
the Town’s office vacancy rate has increased—to 17% in 2013, 19.5% in 20 17, and 20% in
2019. Notably, with positive net absorption of 8,860 sq. ft. in 2020 (during the COVID pandemic
no less), the office vacancy rate dropped to stabilized levels of 4.6%;
No new office space was built in Lake Park between 2007 and 2019 as new office construction
was built elsewhere in Palm Beach County;
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Table 28: Office Market Profile—Town of Lake Park, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Office
Inventory 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 57,566 -
As % of County 0.11%0.10%0.10%0.10%0.10%0.10%0.10%0.10%0.10%0.10%0.10%0.10%0.10%0.10%
No. of Buildings/Centers 13 13 13 13 13 13 13 13 13 13 13 13 13 13 -
Vacant Stock 5,670 6,684 6,499 3,989 3,439 5,439 9,816 5,839 6,339 10,192 11,217 10,192 11,492 2,632 (3,038)
Vacancy Rate 9.8%11.6%11.3%6.9%6.0%9.4%17.1%10.1%11.0%17.7%19.5%17.7%20.0%4.6%-5.7%
Net Absorption:9,100 (1,014) 185 2,510 550 (2,000) (4,377) 3,977 (500) (3,853) (1,025) 1,025 (1,300) 8,860 12,138 867
Past 5 Years 3,707 741
Construction Deliveries - - - - - - - - - - - - - - -
Gross Rent/SF 21.50$ 16.18$ 14.96$ 10.89$ 11.08$ 11.63$ 15.13$ 13.55$ 17.43$ 17.80$ 21.26$ 22.20$ 18.79$ -$ -1.0%
Average Annual % Change - -24.7%-7.5%-27.2%1.7%5.0%30.1%-10.4%28.6%2.1%19.4%4.4%-15.4%N/A
Base Rent/SF (NNN)11.73$ 11.70$ 11.86$ 10.73$ 10.81$ 11.63$ 13.18$ 13.18$ 12.44$ 11.48$ 13.47$ 20.74$ 12.60$ 25.00$ 0.6%
Source: CoStar, Inc.; WTL+a, May 2021.
Change: 2007-2020National Recession & Recovery
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As a result of increasing vacancy rates, net office absorption was extremely limited over the
past 14 years—totaling only 12,130 sq. ft. and averaging less than 900 sq. ft. per year. Over the
past five years, net absorption weakened to 740 sq. ft. per year between 2016 and 2020
(3,700 sq. ft. total); and
Illustrative of other impacts attributable to limited absorption, gross office rents decreased
between 2007 and 2011—from $21.50 per sq. ft. to $11.08 per sq. ft. Office rents in Lake Park
fluctuated between $11 and $15 per sq. ft. between 2012 and 2014. Since 2015, however, office
rents have rebounded—between $17 and $22 per sq. ft. through 2019.
Lake Park is a Tertiary Office Market with Limited
Inventory & Annual Net Absorption of 740 SF/Year Past 5 Years
Village of North Palm Beach
As illustrated in Table 29, North Palm Beach contains
almost 1,081,300 sq. ft. of speculative office space in
68 buildings as tracked by CoStar, Inc. The Village
accounts for 1.9 % of Palm Beach County’s 57.9 million
sq. ft. of office space and is a tertiary office submarket.
The Village’s share of the County’s supply has remained
flat since 2007;
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Table 29: Office Market Profile—Village of North Palm Beach, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Office
Inventory 1,093,972 1,093,972 1,093,972 1,093,972 1,069,972 1,081,296 1,081,296 1,081,296 1,081,296 1,081,296 1,081,296 1,081,296 1,081,296 1,081,296 (12,676)
As % of County 2.0%2.0%1.9%1.9%1.9%1.9%1.9%1.9%1.9%1.9%1.9%1.9%1.9%1.9%
No. of Buildings/Centers 68 68 68 68 67 68 68 68 68 68 68 68 68 68 -
Vacant Stock 120,952 159,698 207,598 237,991 216,396 205,188 214,995 158,369 103,741 74,598 77,610 103,822 123,497 122,772 1,820
Vacancy Rate 11.1%14.6%19.0%21.8%20.2%19.0%19.9%14.6%9.6%6.9%7.2%9.6%11.4%11.4%0.2%
Net Absorption:(62,539) (38,746) (47,900) (30,393) (2,405) 22,532 (9,807) 56,626 54,628 29,143 (3,012) (26,212) (19,675) 725 (77,035) (5,503)
Past 5 Years (19,031) (3,806)
Construction Deliveries - - - - - 11,324 - - - - - - - - 11,324
Gross Rent/SF 24.87$ 23.42$ 20.16$ 19.14$ 18.65$ 18.31$ 19.34$ 21.17$ 21.22$ 21.69$ 26.35$ 24.02$ 22.81$ 24.89$ -0.7%
Average Annual % Change - -5.8%-13.9%-5.1%-2.6%-1.8%5.6%9.5%0.2%2.2%21.5%-8.8%-5.0%9.1%
Base Rent/SF (NNN)18.52$ 17.34$ 16.16$ 14.66$ 15.33$ 15.17$ 15.49$ 17.13$ 17.31$ 18.21$ 21.04$ 18.39$ 18.83$ 20.50$ 0.1%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
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Office vacancies in North Palm Beach peaked at 21.8% in 2010 as the economy emerged from
the 2007—2009 recession. Over the next six years, vacancies declined to 7% in 2017.
However, over the past three years, office vacancy rates increased—to 9.6% in 2018 and
11.4% in both 2019 and 2020;
Only 11,324 sq. ft. of new office space was built in North Palm Beach between 2007 and 2019,
as new office construction was built elsewhere in Palm Beach County;
Net office absorption has been uneven over the past 14 years, as there were nine years of
negative absorption and only five years of positive absorption village-wide. In fact, North Palm
Beach lost over 77,000 sq. ft. of occupied office space between 2007 —2020; and
Coinciding with negative net absorption between 2007 and 2012, gross rents declined—from
$24.87 per sq. ft. in 2007 to $18.31 per sq. ft. in 2012. Conversely, during three years of positive
net absorption, gross rents increased—from $19.34 per sq. ft. in 2013 to $26.35 per sq. ft. in
2017. Over the past three years office rents have been in the range of $23 to $25 per sq. ft. on a
gross basis.
The Village’s Office Market is clustered on U.S. 1;
Overall Net Absorption over Past 14 Years is Negative: -77,000 SF
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In conclusion, the extent to which office occupancies and rents in the Town and Village can be
strengthened will depend on multiple factors over the near-term, including growth in specific
business and office-using sectors, transition of home-based businesses into leased space,
rental/occupancy costs compared to competing nearby locations, etc. Opportunities and strategies
to increase commercial office as a viable use as part of redevelopment of the Twin City Mall site are
explored in Sections 5 and 6 of this report.
General Retail
WTL+a and RDS LLC most frequently utilize CoStar, Inc., a national commercial real estate
database, as the most reliable data source to evaluate market characteristics and metrics associated
with specific land uses (residential, commercial office/workplace, industrial, and retail). CoStar data
is aggregated from information provided through its network of realtors/brokers and other real estate
industry sources. It is considered the most accurate resource to evaluate real estate industry
performance.
However, WTL+a and RDS LLC have determined that CoStar’s retail database, in multiple markets,
is insufficiently reported, as retail brokers focus on established shopping centers, mixed-use projects
completed by major property owners/investors and projects with national “credit” tenants, usually
defined as chain-affiliated retail stores. In “non-mall” areas, particularly those with fragmented
ownership, a mix of national retailers and locally owned businesses and older/smaller
commercial buildings, CoStar data can be seriously underreported. These environments are
not as lucrative or easily leased as malls and larger community shopping centers, so CoStar data is
not readily available or reported.
In other Florida locations, reporting by commercial brokers is more complete , and CoStar information
can be considered accurate. In other locations, however, particularly older commercial
districts and corridors, as much as one-third of existing retail space is unaccounted in
CoStar’s data. We note that Florida’s County Property Appraiser records are among the best and
most accessible in the U.S., but Appraiser records for multi-tenant retail properties are reported only
for total size (in square feet); records on individual business spaces, such as retail category, vacant
space, and annual net absorption over time—all elements to better understand overall retail mix,
store counts and available space—are excluded.
To address this data issue, WTL+a and RDS LLC have developed a methodology to conduct back-
up inventories of existing retail space that documents the following:
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Retail businesses by name
Each business is sorted into a specific retail category, and
Estimated size (in square feet) for each business
Total estimated square footage of all retail space and sub -totals by retail category are useful
indicators to identify potential new space and the types of businesses that best reflect potential
spending and capture rates of household spending on soft goods, consumer services, food &
beverage, groceries, etc. This information is also useful in providing perspective on whether specific
areas are over-supplied with particular types of retail categories. For purposes of this analysis, the
following categories and totaled:
Retail Mix Analysis Categories
Retail—specialty retail stores, apparel, shoes, accessories, gifts, furniture and household goods,
anchor/freestanding department stores, ‘big box’ stores, pawn shops, etc.
Food & Beverage/Grocery—full-service and casual dining restaurants, fast food and carry-out
food service, liquor and juice bars, produce and meat stores, grocery stores, convenience stores,
liquor stores, etc.
Consumer Services—hair and nail salons, beauty supplies, dry cleaners, repair services, travel
services, etc.
Finance, Insurance & Real Estate (FIRE)—banks, walk-in insurance agency offices, real estate
sales and management offices, financial advisors, credit companies, etc.
Professional Offices—medical offices, chiropractic and acupuncture offices, dentists, storefront
law offices, other storefront professional services, etc. occupying street-level/storefront
commercial space
Automotive—automotive sales dealerships and services, used car sales, auto repair, tire stores,
auto parts, gas stations (enclosed structures only), etc., and
Vacant—existing commercial space unoccupied or available for lease at the time of the
inventory.
Although not considered a traditional “retailer,” automotive sales and services generate sales taxes,
occupy large parcels that frequently are sold and converted to other commercial uses when land
values warrant the investment returns and create customer traffic. Similarly, FIRE and other
storefront-using professional services activate the street and generate traffic to retail districts, so
these two categories are included as part of the inventory. Overall sizes for each category are
field estimates and reflect total space within a 5% to 10% degree of accuracy; actual square
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footages by building or “improvement” were documented through the Palm Beach County Property
Appraiser.
As general comment, Florida has traditionally granted entitlements to developers, investors, and
owner/occupants for retail as a land use without comparing the amount of existing physical space
with what is measured as market supportable. Too often, this practice has resulted in retail
entitlements that far exceed what is market supportable and sustainable over time.
As a result, this has produced retail space entitlements without any net increase in the amount of
supply operating as successful retail space. More often, over-entitlements cause a shift of stronger,
market-supportable retail tenants from one commercial project/area to another, thereby increasing
vacancy rates in aging retail properties or conversion of space formerly occupied by retail
businesses to non-retail uses such as medical facilities, law firms and other professional office, or
social service uses. In summary, the continuing over-supply of retail space in multiple Florida
locations is well outside what is market sustainable.
The national average of retail space per capita (before the COVID 19 pandemic) in the U.S. ranges
from approximately 25 sq. ft. per person, potentially up to 50 sq. ft. per capita if all spaces (i.e., mall
and non-mall locations) are included. This total includes retail of all types, such as anchor
department stores and in-line stores within major malls like Gardens Mall; fast food restaurants on
pad sites and along major roadways; “Big Box” stores; consumer service businesses such as hair
and nail salons, dry cleaners, and banks; and locally owned specialty retail stores in mixed-use
buildings, downtown areas, and automobile-oriented strip shopping centers. WTL+a and RDS note
that all these store types exist in large quantities in and around the Twin City Mall site. This is due,
in part, to the presence of major malls, including Gardens Mall, and surrounding properties (e.g.,
Downtown at the Gardens, Legacy Place, the former Loehmann’s Plaza, etc.). These centers
comprise approximately 43% of the existing retail supply within three miles of the Twin City Mall site.
Town of Lake Park
Performance Metrics from CoStar Retail Data
As the primary commercial component, particularly in Lake Park, retail land uses play a
disproportionate role in generating real estate tax revenues in this part of Palm Beach County.
According to CoStar, Inc., Palm Beach County contains 79,631,653 sq. ft. of retail space (as of
2Q/2021). CoStar retail performance data for Lake Park is summarized below.
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CoStar information is followed by the more detailed RDS retail inventory. While the RDS inventory
illustrated below is more exhaustive, it does not analyze key metrics over time—such as annual net
absorption, new construction deliveries, or changes in retail rents, as CoStar is the only commercial
real estate database that tracks such metrics over time.
As tracked by CoStar, Inc. and illustrated in Table 30, Lake Park contains a reported 908,700
sq. ft. of retail space in 59 retail centers/buildings, comprising approximately 1.1% of the
County’s total retail supply in four primary locations:
o Downtown Lake Park/Park Avenue
o Congress Avenue corridor
o Northlake Boulevard corridor
o U.S. Highway 1 corridor
CoStar estimates that there was only 30,700
sq. ft. of vacant retail space (including direct
vacancies and sublet space) in 2020, reflecting a
vacancy rate of 3.4%. Retail vacancies in Lake Park
have fluctuated over the past 14 years. Surprisingly,
recession-based vacancies remained at stabilized
levels of 4% to 5% between 2008 and 2012.
Vacancies peaked in the range of 13% to 14% in
2015 and 2016, and they have been stabilized in the range of 3 % to 4% since 2018;
While vacancies are low, net annual retail absorption totaled 114,640 sq. ft., averaging less
than 8,200 sq. ft. per year over the past 14 years. However, net absorption strengthened over
the past five years to almost 102,900 sq. ft., averaging almost 20,600 sq. ft. per year;
CoStar data suggest that approximately 101,900 sq. ft. of new retail space was built in Lake Park
between 2007 and 2020, including:
o 260 N. Congress Avenue (Culver’s, 4,765 sq. ft., 2019)
o 400 N. Congress Avenue (Kohl’s, 97,109 sq. ft., 2009)
Three Big Box stores were built on the Congress Avenue corridor between 2003 and 2006,
including: Lowe’s (134,727 sq. ft., 2003), Target (112,294 sq. ft., 2005) and Walmart (214,698
sq. ft. 2006); and
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Base (triple net) retail rents in Lake Park declined in the national recession and subsequent
recovery years—dropping from $12.66 per sq. ft. in 2008 to $11.06 per sq. ft. in 2011. Retail
rents increased thereafter—steadily increasing to $19.73 per sq. ft. by year-end 2019. Notably,
rents dropped by 21.5% in 2020 (as a direct result of the COVID pandemic) to $15.49 per sq. ft.
Declines in retail rents could also be attributed to reduced sales/rents, fewer available retail
tenants because of national retail industry trends/bankruptcies, and/or other factors.
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Table 30: Retail Market Profile—Town of Lake Park, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Inventory 806,865 903,974 903,974 903,974 903,974 903,974 903,974 903,974 903,974 903,974 903,974 903,974 908,739 908,739 101,874
As % of County 1.1%1.2%1.2%1.2%1.2%1.2%1.2%1.2%1.1%1.1%1.1%1.1%1.1%1.1%
No. of Buildings/Centers 57 58 58 58 58 58 58 58 58 58 58 58 59 59
Vacant Stock 93,226 43,855 40,861 35,689 34,564 30,897 40,900 40,410 128,745 121,555 79,224 34,147 39,361 30,654 (62,572)
Vacancy Rate 11.6%4.9%4.5%3.9%3.8%3.4%4.5%4.5%14.2%13.4%8.8%3.8%4.3%3.4%-9.0%
Net Absorption:(49,800) 146,480 2,994 5,172 1,125 3,667 (10,003) 490 (88,335) 7,190 42,331 45,077 (449) 8,707 114,646 8,189
Past 5 Years 102,856 20,571
Construction Deliveries - 97,109 - - - - - - - - - - 4,765 - 101,874
Gross Rent/SF 12.96$ 14.05$ 13.30$ 11.45$ 10.80$ 11.63$ 12.27$ 13.37$ 13.63$ 14.09$ 17.81$ 16.26$ 18.65$ 17.96$ 2.5%
Average Annual % Change - 8.4%-5.3%-13.9%-5.7%7.7%5.5%9.0%1.9%3.4%26.4%-8.7%14.7%-3.7%
Base Rent/SF (NNN)12.06$ 12.66$ 13.47$ 10.59$ 9.00$ 11.31$ 12.55$ 12.48$ 12.94$ 15.72$ 31.86$ 21.31$ 19.73$ 15.49$ 1.9%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
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RDS Retail Inventory
To better understand the actual store mix and amount of existing space, a more comprehensive field
inventory was prepared within three miles of the Twin City Mall site. The I-95 corridor marks the
western edge of primary retail competition for the site; the boundary of Riviera Beach forms the
southern limit; Oakbrook Center in Palm Beach Gardens form s the northern edge ; and the
concentration of major retail developments in Palm Beach Gardens (east of I-95) forms the western
boundary.
The results of this field inventory suggest a vastly different supply of total retail space than CoStar
data. At the time of the field data inventory (May 2021), there was almost 6.7 million sq. ft. of total
retail space within a three-mile radius; approximately 11.4% of the retail inventory was vacant
(over 760,000 sq. ft.).
RDS LLC identified 10 separate retail sub-districts comprising the existing retail supply, with four
located in Lake Park; three located in North Palm Beach; and three zones encompassing selected
nearby retail concentrations outside these municipal boundaries that will remain strong competition
for any incremental retail space considered as part of Twin City Mall’s redevelopment planning.
For purposes of geographic definition, retail concentrations are defined by facing roadways. In
specific cases, retail is totaled for both sides of the street/boulevard while others are separated by
the municipality in which the retail area is located (e.g., Northlake Boulevard’s inventory is separated
into north (in the Village of North Palm Beach) and south (in the Town of Lake Park).
Table 31 illustrates the more detailed inventory by geographic sub-zone. Key findings indicate that:
There is a total of 6.67 million sq. ft. of retail space located within a three-mile radius of the Twin
City Mall site;
1.959 million sq. ft. are in Lake Park (29%)
1.813 million sq. ft. are in North Palm Beach (27%), and
2.893 million sq. ft. include and surround the Gardens Mall (43%). This includes selected retail
centers immediately adjacent to the boundaries of North Palm Beach and selected Lake Park-
adjacent spaces).
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Table 31: Summary of Area Retail Inventory—by Sub -district, 2020
As noted above, within Lake Park, there are four retail subareas:
Downtown Lake Park —Approximately 0.62 miles in length and containing approximately
140,000 sq. ft. of retail space (7% of the Town’s total) along Park Avenue —from 5th Street to 10th
Street—and northwest of the traditional downtown
Congress Avenue—Northwest of downtown Lake Park, between Silver Beach Road on the
south and N. Killian Drive on the north (approximately 0.86 miles in length), and containing
multiple Big-Box stores (Target, Walmart, Kohl’s, and Lowe’s), with almost 514,000 sq. ft. of
retail (26% of the Town’s total)
No.Subarea
Approximate
Length (In
Miles)
In SF As % of Total No. of Retail
Businesses In SF % Vacant No. of Vacant
Spaces
Town of Lake Park (Municipal Boundaries Only)
1 Downtown Lake Park 0.62 139,432 7%53 37,080 27%9
2 Congress Avenue Corridor 0.86 514,195 26%11 - 0%-
3 Northlake Boulevard (South Side Only) (1)1.64 942,717 48%284 93,129 10%25
4 U.S. Route 1 0.82 363,639 19%388 186,306 51%34
Subtotal:1,959,983 29%736 316,515 16.1%68
North Palm Beach
5 Northlake Boulevard (North Side Only) (2)1.31 565,655 31%128 16,458 3%6
6 Old Dixie Highway/SR 811 (East/West Sides) (3)0.58 285,656 16%62 40,048 14%9
7 U.S. Route 1 (North of Northlake) (4)2.58 962,495 53%194 216,352 22%34
Subtotal:1,813,806 27%384 272,858 15.0%49
Selected Nearby Retail Concentrations
8 PGA Blvd (Mall Entrance East to U.S. 1)1.51 419,967 15%83 25,335 3%4
9 Malls & Surrounding Areas (5)- 2,193,966 76%216 532,712 73%TBD
10 U.S. Route 1 (NPB Boundary to PGA Blvd.)0.30 279,415 10%36 171,528 24%15
Subtotal:2,893,348 43%335 729,575 25.2%19
TOTAL:6,667,137 100%1,455 1,318,948 19.8%136
Plus Others
Field estimates may not exactly match properties & jurisdictions, but reflect total square footage of existing retail
(1)Includes the south side of Northlake Boulevard located in Lake Park.
(2)Includes the north side of Northlake Boulevard, from I-95 to U.S. 1, in North Palm Beach.
(3)Includes Prosperity Farms Road.
(4)Includes north of Northlake Boulevard to Juno Road in Juno Beach; includes retail properties located within North Palm Beach and selected adjacent
retail in neighboring jurisdictions.
(5)All malls and retail locations from I-95 on the west to Kew Gardens Avenue on the east; PGA Boulevard on the south and Gardens Parkway on the north.
Vacant spaces not verified.
Source: RDS LLC; Palm Beach County Property Appraiser; WTL+a, revised September 2021.
Total Retail Space Vacant Space
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Northlake Boulevard (south side only within Lake Park)—Approximately 1.64 mile s in length ,
and comprising an auto-related corridor and major east-west arterial; the south side of Northlake
Boulevard contains 942,700 sq. ft. of retail space (48% of the total), and
Federal Highway/U.S. Route 1 (from the municipal boundary to Silver Beach Road)—With
approximately 0.82 miles in length and containing 363,600 sq. ft. of retail space (19% of the
total).
At the time of the inventory, Lake Park had 736 retail spaces in these four sub -districts. There are
68 retail vacancies with 316,515 sq. ft. of vacant space, reflecting an overall vacancy of
16.1%. Fully half of these vacant spaces are located along Park Avenue in downtown Lake Park.
The Town’s retail vacancy rate is well-above the acceptable industry standard “stabilized” vacancy
rate of 5%.
We note that Lake Park’s regional market retail drawing power is significantly greater than
what resident households could support. In fact, as noted in Section 3, annual retail spending
inflow into Lake Park totals more than $169.4 million per year. The larger stores on Congress
Avenue (Walmart, Lowe’s Target, Kohl’s) attract regional as well as local spending, drawing
customers from well beyond the boundaries of Lake Park. From the standpoint of consumer
behaviors and preferences, Congress Avenue’s retail cluster is considered equivalent extensions of
the regional identity/drawing power of the Gardens Mall and its neighboring major retail
developments.
Village of North Palm Beach
Performance Metrics from CoStar Retail Data
CoStar retail performance data for North Palm Beach is
summarized below. CoStar information precedes the more
detailed RDS retail inventory. While the RDS inventory
illustrated below is more exhaustive, it does not analyze key
metrics over time—such as annual net absorption, new
construction deliveries or changes in retail rents, as CoStar
is the only commercial real estate database that tracks such
metrics over time.
As tracked by CoStar, Inc. and illustrated in Table 32, North Palm Beach contains a reported
1,285,500 sq. ft. of retail space in 106 retail centers/buildings, comprising approximately
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1.6% of the County’s total retail supply. Like Lake Park, CoStar data likely under-reports the
amount of retail space in the Village, particularly in locally owned, small retail centers and pad
sites.
o Northlake Boulevard corridor
o U.S. Highway 1 corridor, including above the intersection of PGA Boulevard (properties
have a North Palm Beach address but are in unincorporated Palm Beach County)
o Prosperity Farms Road corridor
While the inventory illustrated below is more exhaustive, it does not analyze key metrics over
time—such as annual net absorption, new construction deliveries or changes in retail rents. As
CoStar is the only commercial real estate database that tracks such metrics over time.
Accordingly, CoStar estimates that there was 81,700 sq. ft. of vacant retail space (including
direct vacancies and sublet space) in 2020, reflecting a vacancy rate of 6.4%. Retail vacancies
in North Palm Beach have fluctuated over the past 14 years, peaking at 14.3% in 2010.
Vacancies declined to 2.2% in 2017, but they have since increased to 9.1% in 2019;
Even as vacancies declined overall net absorption was negative over the past 14 years.
However, since 2016 net annual retail absorption totaled only 3,990 sq. ft., averaging only
800 sq. ft. per year between 2016 and 2020;
CoStar data suggest that only 15,400 sq. ft. of new retail space was built in North Palm Beach
between 2007 and 2020, including:
o 555 Northlake Boulevard (Flagler Bank, 10,000 sq. ft., 2008)
o 124 U.S. 1 (Dairy Queen, 3,100 sq. ft., 2016)
o 900 U.S. 1 (Sunoco, 2,337 sq. ft., 2007), and
Base (triple net) retail rents in North Palm Beach
declined in the national recession and subsequent recovery
years—dropping from $19.73 per sq. ft. in 2009 to $11.48 per
sq. ft. in 2012. Retail rents increased thereafter, rising to
$22.52 per sq. ft. by 2020.
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Table 32: Retail Market Profile—Village of North Palm Beach, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Inventory 1,342,047 1,325,872 1,325,872 1,325,872 1,325,872 1,325,872 1,316,492 1,316,492 1,309,642 1,285,492 1,285,492 1,285,492 1,285,492 1,285,492 (56,555)
As % of County 1.8%1.7%1.7%1.7%1.7%1.7%1.7%1.7%1.7%1.6%1.6%1.6%1.6%1.6%
No. of Buildings/Centers 111 108 108 108 108 108 107 107 106 106 106 106 106 106
Vacant Stock 157,297 93,031 107,967 189,202 158,418 123,233 126,810 127,662 109,886 46,418 28,137 75,265 117,074 81,746 (75,551)
Vacancy Rate 11.7%7.0%8.1%14.3%11.9%9.3%9.6%9.7%8.4%3.6%2.2%5.9%9.1%6.4%-4.6%
Net Absorption:(36,280) 48,091 (14,936) (81,235) 30,784 35,185 (12,957) (852) 10,926 39,318 18,281 (47,128) (41,809) 35,328 (17,284) (1,235)
Past 5 Years 3,990 798
Construction Deliveries 2,337 10,000 - - - - - - - 3,100 - - - - 15,437
Gross Rent/SF 18.05$ 18.72$ 18.95$ 15.57$ 14.17$ 11.65$ 11.72$ 11.71$ 13.04$ 14.10$ 26.02$ 22.49$ 21.99$ 22.45$ 1.69%
Average Annual % Change - 3.7%1.2%-17.8%-9.0%-17.8%0.6%-0.1%11.4%8.1%84.5%-13.6%-2.2%2.1%
Base Rent/SF (NNN)18.05$ 19.28$ 19.73$ 15.92$ 14.17$ 11.48$ 11.64$ 11.54$ 12.46$ 12.50$ 26.39$ 22.55$ 21.96$ 22.52$ 1.72%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
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RDS Retail Inventory
As illustrated previously in Table 31 above , North Palm Beach’s retail inventory clusters in three
areas:
Northlake Boulevard—The north side of Northlake Boulevard is located within the municipal
boundaries of North Palm Beach and includes 565,655 sq. ft. of space between I-95 and U.S.
Route 1/Federal Highway (31% of the Village total), primarily in smaller strip centers and pad
sites along the 1.31-mile corridor. RDS notes this total includes retail space not technically
within the Village’s boundaries, but tied to the overall character of Northlake Boulevard
Old Dixie Highway/State Road 811 (from Northlake Boulevard to north of Hinda Road)—
This 0.58-mile segment includes almost 285,700 sq. ft. of retail businesses located along the
east and west sides of US 1 in the southwe st corner of North Palm Beach (16% of the Village
total). Specific businesses in unincorporated Palm Beach County adjacent to the Village
boundary (in selected locations north to Hinda Road) are included in this total, and
U.S. Route 1 (from municipal boundary north to PGA Boulevard)—This 2.58-mile corridor
contains 962,495 sq. ft. of retail space on both sides of the arterial (53% of the Village total).
This commercial corridor is more fragmented with intermittent retail clusters, but it still presents
potential competition for the Twin City Mall site as it is the approach to the site from the north.
In sum, North Palm Beach’s three retail clusters include 1.83
million sq. ft. in 384 spaces. There are 49 vacancies with
272,858 sq. ft. of vacant space, reflecting an overall
vacancy rate of 15%. The Village’s retail inventory is
characterized as typical of commercial corridors. Notably,
the Village lacks a concentrated, pedestrian-oriented retail
“center.” While Lake Park’s Park Avenue sub-district
qualifies as pedestrian-friendly in its layout and scale, it still lacks sufficient retail uses/critical mass
to be a regional destination.
Nearby/Adjacent Retail Concentrations
While not within the municipal boundaries of Lake Park or North Palm Beach, these adjacent retail
concentrations represent powerful regional destinations and contain with fully 43% of the total
6.6 million sq. ft. of competitive supply affecting retail potentials at the Twin City Mall site.
Dominated by The Gardens Mall (1.4 million sq. ft.), the mall and its neighboring properties in Palm
Beach Gardens comprise the majority of the 2,893,300+ sq. ft. of retail space in this sub-district. We
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note that the former Loehmann’s Plaza (included as
vacant in the inventory) is planned for redevelopment.
While Legacy Place and Downtown at the Gardens have
different retail concepts, both account for significant
concentrations of “mall-oriented” retail space. The
Gardens Mall is an upscale enclosed super-regional
mall with four major anchors and multiple higher-end in -
line stores. Even with the fallout in the regional mall
industry, The Gardens Mall has maintained its ability to generate and sustain customer traffic and
reportedly high sales productivities (before COVID 19 ). In fact, The Gardens Mall is in the upper tier
of super-regional malls nationally, both in its tenant mix and its sustained annual sales (per square
foot). The mall also has 10 large surface parking fields (containing 7,700 spaces) that could
potentially be redeveloped with residential, office, and mixed-use. This would likely require
structured parking to meet parking requirements, but the economic generation provided by The
Gardens Mall over the decades since its construction suggest that its site is primed for phased and
infill redevelopment and the introduction of new, complementary uses.
As other regional malls are closing across the U.S. due to underperformance, the failure of
traditional anchor department stores, and shifts in shopping patterns caused by rapid growth of
online shopping and exacerbated by the pandemic, The Gardens Mall appears to have emerged as
a ‘survivor mall,’ a major destination that will “outlive” retrenchment occurring in the shopping mall
industry.
A second concentration, Legacy Place , delivered in
2003, was built as a mixed -use, well-landscaped center
anchored by “Big-Box” tenants and strong pad/outparcel
businesses with abundant surface parking. There are
also 384 residential units integrated into the project. If
Legacy Place’s anchor tenants remain viable , the center
is a strong complement to the Gardens Mall across
PGA Boulevard and serves as a destination. Legacy Place has been the subject of various
proposals in recent years, and its proximity to neighboring retail centers and high visibility make it a
likely redevelopment candidate.
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Third, Downtown at the Gardens represents the newest retail concept on PGA Boulevard—that of
a walkable/pedestrian-friendly, open air, two-story center featuring a “lifestyle” mix of stores,
restaurants, and entertainment uses on a 49.4-acre site. In 2021, the center’s owners announced a
significant redevelopment and expansion plan that will include a 174-room hotel, 280 apartments,
and an eight-floor parking garage. While there have been multiple changes in management and
store mix since its opening, and amidst ongoing efforts to withstand COVID impacts on businesses,
its dining/entertainment uses, proximity to high-income households in Palm Beach Gardens,
expansion plan, and adjacency to I-95 should allow Downtown to continue its repositioning and long-
term viability.
In combination, these three projects create a powerful competitive context for any new retail in the
three-mile trade area. This suggests that additional retail included as part of redevelopment of the
Twin City Mall site requires consideration of the following:
Total retail inventory in a three-mile area, and
Range and depth of offerings, store mix and quality of existing retail.
The presence of almost 6.7 million sq. ft. of existing retail space strongly suggests that any new
retail programmed for a redeveloped Twin City Mall site must be carefully planned to provide
elements that are not easily found in the area’s existing supply. Moreover, any retail should be
created as part of a new concept, not a replica of what already exists nearby. Just as residential
potentials for the site (and selected others in the surrounding area) must be transformative to
catalyze incremental growth beyond the traditional pace of absorption, so should any new retail
provide a consumer experience that is not currently present in the surrounding trade area.
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Hotel/Lodging
Palm Beach County
WTL+a reviewed data on market conditions for hotel and lodging uses in the communities
surrounding Lake Park and North Palm Beach based on performance data provided by STR Global,
the industry leader in hotel market data. Performance metrics from this analysis served as the basis
to determine hotel/lodging market potentials as part of redevelopment of the Twin City Mall site.
In larger population centers and communities with established commercial office concentrations,
hotels can serve as an important supporting amenity to corporate and business activity generators,
for tourism destinations, and for nearby residential clusters. Hotel quality levels are determined by
the depth and sustainability of support from available market segments. In areas with lower
spending potentials or more price-sensitive consumers (such as logistics-related markets serving
truck drivers and others), market potentials may be best met by a limited-service property (which is
defined by the hotel industry to include the absence of an on-site restaurant and limited other
amenities such as gyms, meeting/conference/event spaces, swimming pools, spas, etc.) as opposed
to higher-priced hotel categories (such as full-service business-oriented hotels, which include all of
the above amenities) or destination resort properties oriented toward beaches/waterfronts, golf
courses, etc.
As illustrated in Table 33, Palm Beach County contains 17,740 hotel rooms, with the County’s
two largest submarkets, West Palm Beach containing 4,944 rooms (28% of supply) and Boca Raton
containing 4,061 rooms (23% of supply).
STR Global categorizes hotel properties into the following class levels:
Economy—properties in this class typically include EconoLodge, Day’s Inn, Extended Stay
America, Red Roof Inn, and other smaller, non-chain affiliated properties across the County.
This category comprises 14% of the County’s hotel market
Midscale—hotels in this category typically include Best Western, Quality Inn, Sleep Inn, and
Wingate by Wyndham. This category comprises only 6% of the County’s hotel market
Upper Midscale—properties in this category typically include the Comfort Inn, Fairfield Inn,
Hampton Inn, and Holiday Inn Express & Suites. This category comprises 18% of the County’s
hotel market
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Upscale —properties in this class typically include Marriott Courtyard, Hilton Garden Inn, Hyatt
Place , and Residence Inn. This category comprises 21% of the County’s hotel market
Upper Upscale—properties in this class typically include Hyatt Regency, Marriott, Sheraton, and
Wyndham. This category comprises fully 26% of the County’s hotel market
Luxury—properties in this class typically include international chains such as the Ritz Carlton
and W Hotel. There are multiple luxury properties in Palm Beach County—mostly in
beach/resort locations—that comprise 15% of the County’s room inventory
Hotel occupancies are a principal source of information on both business and leisure travel markets;
measures of demand for hotel development follow general industry patterns that identify markets to
determine readiness to add more room capacity. The general investment thresholds used in capital
markets to assess expansion feasibility for new hotel rooms include Average Daily Rates (ADRs)
and sustained average annual room occupancies (allowing for seasonal changes over the year in
major visitor markets.
The industry benchmark identified for construction feasibility/potential expansion is a sustained
annual occupancy level between 65% and 72%. If a market/location sustains an average annual
occupancy within these levels (or higher), that location can support additional capacity and warrant
development of new hotel rooms.
North County Area Hotel Inventory
To understand hotel market performance and opportunities for additional new hotel development in
the study area, WTL+a obtained hotel performance data from STR Global for 16 selected properties
in or surrounding Lake Park/North Palm Beach. There are no hotels in Lake Park, and only one
competitive property in North Palm Beach reporting to STR (Super 8 with 102 rooms) (Camelot
Lodge does not report). To ensure a thorough competitive context, WTL identified multiple other
properties in this area of northern Palm Beach County.
It is critical to understand market conditions given the enormity of the impacts on the hotel and
hospitality industries from the COVID pandemic as well as the time required for recovery.
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Table 33: Palm Beach County Hotel Inventory, 2020
As % of
Upper Upper Total Palm Beach
Location (By Rooms)Economy Mid-scale Mid-scale Upscale Upscale Luxury Rooms County
(1)(2)(3)(4)(5)(6)
West Palm Beach 600 584 821 1,356 1,583 - 4,944 27.9%
Boca Raton 183 144 690 948 1,049 1,047 4,061 22.9%
Palm Beach Gardens - 95 199 554 778 - 1,626 9.2%
Delray Beach 17 69 124 559 304 154 1,227 6.9%
Palm Beach - - 98 - - 1,101 1,199 6.8%
Jupiter - 52 317 128 347 - 844 4.8%
Boynton Beach 185 100 373 170 - - 828 4.7%
Riviera Beach/Singer Isl 271 - - 31 412 - 714 4.0%
Lake Worth 309 20 104 - - - 433 2.4%
Lantana 303 - 122 - - - 425 2.4%
Manalapan - - - - - 309 309 1.7%
Wellington - - 229 - - - 229 1.3%
Juno Beach - - 197 - - - 197 1.1%
North Palm Beach 154 - - - - - 154 0.9%
South Bay 122 - - - - - 122 0.7%
Highland Beach - - - - 114 - 114 0.6%
Royal Palm Beach 111 - - - - - 111 0.6%
Belle Glade 105 - - - - - 105 0.6%
Palm Beach Shores 50 - - - - - 50 0.3%
Greenacres 48 - - - - - 48 0.3%
Lake Park - - - - - - - 0.0%
TOTAL:2,458 1,064 3,274 3,746 4,587 2,611 17,740 100%
% Dist. by Class 14%6%18%21%26%15%
(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, May 2021.
No. of Rooms by Property Class
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Table 34: North County Area Hotel Inventory, 2020
Table 35 and Table 36 illustrate key performance metrics among the selected competitive hotel
properties. These properties include a range of limited-, select-, and full-service categories located
on commercial corridors or at I-95 interchanges. Key findings from STR Global data on these
competitive properties indicate that:
The 16 properties selected for this analysis that report to STR include 2,159 rooms (another
three properties, with 171 rooms, do not report to STR). These rooms represent more than 12%
of Palm Beach County’s hotel supply. WTL+a notes that STR criteria prohibit the use of
properties if any single “corporate” flag exceeds 50% of supply. Notably, the newest property, a
Opening No. of % of
Facility Location Date Rooms Supply Product Class
Property Reports to STR
Super 8 North Palm Beach North Palm Beach Jun 1972 102 5%Economy
Super 8 Riviera Beach Riviera Beach Jun 1982 100 5%
Travelodge Riviera Beach Riviera Beach Jul 1988 116 5%
Red Roof Inn West Palm Beach West Palm Beach Jun 1996 129 6%
Extended Stay America Northpoint West Palm Beach Nov 1998 73 3%
Subtotal:520 24%
Hampton Inn Palm Beach Gardens Jul 1999 116 5%Upper Midscale
Best Western Plus Hotel & Suites Palm Beach Gardens Feb 1990 83 4%
Holiday Inn Express & Suites Metrocenter West Palm Beach Jul 2008 70 3%
Subtotal:269 12%
Doubletree Hotel Executive Mtg Center Palm Beach Gardens Nov 1970 280 13%Upscale
Hilton Garden Inn Palm Beach Gardens Palm Beach Gardens Dec 2008 180 8%
Homewood Suites by Hilton West Palm Beach Oct 2009 114 5%
Residence Inn West Palm Beach Jan 1998 78 4%
SpringHill Suites I-95 West Palm Beach Aug 2009 130 6%
Marriott Courtyard West Palm Beach Jan 1989 149 7%
Subtotal:931 43%
Marriott Palm Beach Gardens Palm Beach Gardens Feb 1990 279 13%Upper Upscale
Embassy Suites PGA Boulevard Palm Beach Gardens Feb 1990 160 7%
Subtotal:439 20%
TOTAL ROOMS:2,159 100%
As % of Palm Beach County Inventory 12.2%
Property Does Not Report to STR
Camelot Motor Lodge North Palm Beach Mar 1973 52 Economy
Inn Of America Palm Beach Gardens Aug 1989 95
Travel Inn Riviera Beach May 1957 24
Subtotal:171
Source: STR Global; WTL+a, May 2021.
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Hilton Homewood Suites on I-95 in West Palm Beach, with 114 rooms, opened over 11 years
ago in 2009. (A newer property, a Hampton Inn located at 4001 RCA Boulevard in Palm Beach
Gardens is not contained in the STR dataset);
Average annual occupancies strengthened between 2013 and 2017, increasing from 73.2% to a
peak of 77.6%; the seven-year average occupancy was 70.7%. Occupancies declined slightly
to 74% in 2018 and 70.6% in 2019;
As illustrated in Table 36, indicative of peak seasonality in south Florida, occupancies
averaged 76.5 in January, 83.9% in February, and 83.2% in March over the past seven years.
In fact, occupancies exceeded 80% for fully 23% of the 100 months profiled in this analysis;
Other indicators of solid market performance include Average Daily Rates (ADRs), which
increased at a sustained annual pace of 4.91% per year, and Revenue per Available Room
(REVPAR), which increased at a solid annual rate of 4.30% per year between 201 3 and 2019.
As illustrated, there were specific year-over-year fluctuations in these metrics; and
The COVID pandemic which struck in early March 2020 has caused considerable damage
to the hotel/hospitality industry. Monthly occupancies dropped precipitously—from
83.7% in February 2020 to 17.6% in April 2020. Overall occupancies among these 16
properties in 2020 averaged 44.8%. Occupancies climbed to 50.2% by year-end and returned to
pre -COVID metrics in the range of 77% during the first quarter of 2021.
In conclusion, based on pre -COVID occupancy and revenue performance, this analysis suggests
there appears to be sufficient demand/investment-level performance necessary to support
new hotel rooms in this area of northern Palm Beach County. It is likely that this near-term
demand will be captured by the proposed 174-room hotel planned as part of the expansion of
Downtown at the Gardens in Palm Beach Gardens. Impacts of the pandemic on the hotel industry
are well-known (as exhibited by significant declines in occupancy between March and October
2020); and the industry’s recovery in the near-term is highly uncertain. Additional time is required to
gauge its longer-term impacts on market performance and the capacity to support additional new
hotel rooms in the market area.
Pre-COVID Area Hotel Market Performance is Strong:
Occupancies Exceeded 70% in 6 of the Past 7 Years
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Table 35: Annual Market Performance of Selected Competitive Hotels, 2012—2019
Pandemic Thru April
2013 2014 2015 2016 2017 2018 2019 2020 2021 Average CAGR
Performance Characteristics (1)
Number of Rooms 2,158 2,155 2,156 2,156 2,158 2,158 2,159 2,162 2,162
Available Room Nights (Supply)787,783 786,575 786,759 786,940 787,552 787,731 788,128 789,130 259,440 787,575 0.01%
Occupied Room Nights (Demand)576,381 600,760 592,667 581,791 611,338 582,912 556,770 353,231 179,617 556,981 -0.58%
Annual Occupancy (%)73.2%76.4%75.3%73.9%77.6%74.0%70.6%44.8%69.2%70.7%-0.58%
Average Daily Rate 95.45$ 104.19$ 112.20$ 114.79$ 120.57$ 126.62$ 127.25$ 117.93$ 122.61$ 114.66$ 4.91%
(2)Revenue Per Available Room 69.83$ 79.58$ 84.52$ 84.87$ 93.59$ 93.69$ 89.90$ 52.79$ 84.88$ 81.09$ 4.30%
Year-to-Year % Growth
Annual Occupancy - 4.4%(1.4%)(1.9%)5.0%(4.7%)(4.5%)(36.6%)54.7%
Average Daily Rate - 9.2%7.7%2.3%5.0%5.0%0.5%(7.3%)4.0%
Revenue/Available Room - 14.0%6.2%0.4%10.3%0.1%(4.1%)(41.3%)60.8%
Selected Property Location Rooms % Dist.Year Open
Super 8 Riviera Beach W Palm Beach 100 5%Jun 1982
Travelodge Riviera Beach Riviera Beach 116 5%Jul 1988
Marriott Courtyard W Palm Beach 149 7%Jan 1989
Red Roof Inn W Palm Beach 129 6%Jun 1996
Residence Inn W Palm Beach 78 4%Jan 1998
Extended Stay America Northpoint W Palm Beach 73 3%Nov 1998
Holiday Inn Express & Suites Metrocentre W Palm Beach 70 3%Jul 2008
SpringHill Suites I-95 W Palm Beach 130 6%Aug 2009
Homewood Suites by Hilton W Palm Beach 114 5%Oct 2009
Super 8 North Palm Beach N Palm Beach 102 5%Jun 1972
Best Western Plus Hotel & Suites/Conf Ctr PB Gardens 83 4%Feb 1990
DoubleTree by Hilton Hotel Executive Mtg Ctr PB Gardens 280 13%Nov 1970
Marriott Palm Beach Gardens PB Gardens 282 13%Feb 1990
Embassy Suites by Hilton PGA Boulevard PB Gardens 160 7%Feb 1990
Hampton Inn Palm Beach Gardens PB Gardens 116 5%Jul 1999
Hilton Garden Inn Palm Beach Gardens PB Gardens 180 8%Dec 2008
Total:2,162 100%
(1)CAGR=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 as it considers simultaneous changes in room rate and annual occupancies.
Source: STR Global; WTL+a, June 2021.
CHANGE: 2013-2019
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Table 36: Monthly Market Performance of Selected Competitive Hotels, 2013—2019
Pandemic Thru April Annual Annual %
2013 2014 2015 2016 2017 2018 2019 2020 2021 Average Change
Occupancies By Month
January 77.2%81.5%83.7%81.2%78.7%79.0%73.5%76.9%57.2%76.5%-
February 83.3%90.9%91.2%87.4%90.0%84.6%78.4%83.7%65.7%83.9%10%
March 84.5%89.4%92.4%88.8%91.4%90.3%87.6%47.1%77.1%83.2%-1%
April 76.4%76.3%80.8%80.0%80.1%81.1%76.5%17.6%76.9%71.7%-14%
May 70.1%71.4%67.0%67.9%74.8%72.5%69.6%26.1%64.9%-10%
June 70.4%69.8%69.9%70.7%76.0%75.5%66.8%36.0%66.9%3%
July 68.4%75.4%70.8%71.0%70.0%65.8%68.2%39.9%66.2%-1%
August 66.1%68.2%65.4%62.8%65.2%65.5%59.5%40.8%61.7%-7%
September 60.0%66.3%62.4%59.8%68.8%60.8%56.7%38.5%59.2%-4%
October 73.2%73.9%70.8%68.5%78.1%68.2%66.1%39.9%67.3%14%
November 76.3%74.0%72.1%75.0%81.2%71.0%71.1%42.9%70.4%5%
December 72.7%80.1%78.4%75.0%78.4%74.5%74.2%50.2%72.9%4%
Annual Average:73.2%76.4%75.3%73.9%77.6%74.0%70.6%44.8%69.2%70.7%
Indicates months where occupancies exceed 80%.
Indicates impacts of the Covid pandemic from March 2020 through early 2021.
Source: STR Global; WTL+a, June 2021.
2013 Thru April 2021
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5 Real Estate Development Potentials
The following details the analysis of real estate market/redevelopment potentials for key land uses
for the Twin City Mall site based on the demographic profile and real estate market conditions. The
analysis focuses on the following land uses: market-rate housing, workplace/office, and supporting
services such as retail and hotel/lodging.
Market-rate Housing
WTL+a prepared a demand analysis that measures development potentials for new, market-rate
housing for a 10-year period between 2020 and 2030. As the site falls in two jurisdictions, separate
demand analyses were prepared for both Lake Park and North Palm Beach. These analyses use
various historic population growth rates as well as forecast growth to estimate demand and consider
key real estate metrics such as approved or proposed new housing and other private investment
identified at the time of the study.
Town of Lake Park
Scenario #1—Past 10-Year Trendline
This model assumes that Lake Park will continue to growth as it has over the last 10 years, using an
average annual growth rate of 0.72% per year consistent with historic actual population growth
in Lake Park between 2010 —2020. Notably, population growth in Lake Park strengthened
between 2010 and 2020 over the preceding 10 years. For purposes of this analysis, this average
annual growth rate was extrapolated for the next 10 years (i.e., growth remains constant through
2030).
As Scenario #1 is based on past trends, it does not consider the transformational nature of the
Twin City Mall site on redevelopment opportunities in Lake Park.
As noted in the demographic profile in Section 3, the Town of Lake Park gained 607 new
residents in 256 new households between 2010 and 2020—for a 2020 population of 8,762
residents in 3,400 households. This resulted in a compound average annual growth rate of
0.72% over this 10-year period;
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Table 37: Housing Potentials Scenario #1—Town of Lake Park, 2030
As illustrated in Table 37, if the pace of growth continues at this historic 10-year average of
0.72% per year, it would yield 652 new residents in 256 new households (i.e., housing units)
by 2030, assuming the Town’s average household size of 2.55 remains unchanged. This would
translate into average annual demand of approximately 25 units per year;
The next step allocates future growth in population/households to known approved, proposed , or
under construction residential projects totaling 682 units. According to data provided by the
Town and stakeholders, these include Nautilus 220 (approved for 332 units; site demolition is
underway); 310 Federal Highway (proposed 100 multi-family units), and Lake Park Apartments
(proposed 250 multi-family units on that portion of the Twin City Mall site owned by Woolbright
Development);
The analysis assumes that all 682 units as identified are built. However, market potentials in
Scenario #1 support only 256 new units, which leaves a shortfall of 425 “unallocated”
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #1 (Based on 2010-2020 Trendline) (1)
Average Annual Growth Rate 0.72%
Current & Future Population 8,762 9,414 652 2.55 256
Allocation to Known Residential Projects:(2)
Under Construction
- N/A -
Approved
- Nautilus 220 332
Proposed
- 310 Federal Highway 100
- "Lake Park Apartments" (Woolbright)250
Subtotal - Allocated Units:682
Unallocated Units-Scenario #1:(426)
(1)In Scenario #1, 10-year population forecasts assume that the Town of Lake Park continues to growth at the same pace it did between
2010 and 2020 (0.72% per year).
(2)In order to convert 2030 population growth into housing units, the analysis assumes average household size of 2.55 people per household
remains the same in the future as it was in 2020.
(3)In Scenario #2, 10-year population forecasts utilize the 5-year (2020-2025) forecast of growth as prepared by ESRI, and extrapolated over
the 10-year forecast period.
(4)In Scenario #3, the Town's annual growth rate would have to double (to 1.5% per year) to support the 682 units in approved and proposed
projects town-wide. This would leave an additional 130 to 140 "unallocated" units that could be built at Twin City Mall or elsewhere in
Lake Park.
(5)As is characteristic of moderate-density, urban infill multi-family housing, average household size is typically smaller than it is in low-
density, suburban housing. To reflect those characteristics, an average household size of 1.75 people per household was utilized.
Source: ESRI Business Analyst; Town of Lake Park; WTL+a, revised September 2021.
Forecasts
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units. In other words, if the historic trendline growth rate (2010—2020) continued, growth would
be insufficient to support the total number of approved and proposed units in Lake Park; and
While a portion of the proposed Nautilus 220 project will sell to seasonal residents, it is not
known how many seasonal buyers there will be. As noted in the housing profile in Section 4, the
2019 American Community Survey (ACS) indicates seasonal units in Lake Park amounted to
only 2% of the Town’s housing stock. Since seasonal residents are excluded from population
growth forecasts, multiple seasonal buyers at Nautilus could serve to reduce the “shortfall” in
unallocated units.
Scenario #2—5-Year Forecast Extrapolated
This scenario utilizes Lake Park’s five-year (2020—2025) forecast of population growth at a rate
of 0.7 6% per year as prepared by ESRI Business Analyst. ESRI’s forecast considers multiple
factors in suggesting that redevelopment opportunities in Lake Park will be enhanced such as
supportive policies as defined in the updated Comprehensive Plan, job growth, and physical and/or
transportation improvements. For purposes of this analysis, this average annual growth rate was
extrapolated for the next 10 years through 2030.
Table 38: Housing Potentials Scenario #2—Town of Lake Park, 2030
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #2 (Based on ESRI 2020-2025 Forecast & Extrapolated 10 Years) (3)
Average Annual Growth Rate 0.76%
Current & Future Population 8,762 9,453 691 2.55 271
Allocation to Known Residential Projects:(2)
Under Construction -
Approved 332
Proposed 350
Subtotal - Allocated Units:682
Unallocated Units-Scenario #2:(411)
(1)In Scenario #1, 10-year population forecasts assume that the Town of Lake Park continues to growth at the same pace it did between
2010 and 2020 (0.72% per year).
(2)In order to convert 2030 population growth into housing units, the analysis assumes average household size of 2.55 people per household
remains the same in the future as it was in 2020.
(3)In Scenario #2, 10-year population forecasts utilize the 5-year (2020-2025) forecast of growth as prepared by ESRI, and extrapolated over
the 10-year forecast period.
(4)In Scenario #3, the Town's annual growth rate would have to double (to 1.5% per year) to support the 682 units in approved and proposed
projects town-wide. This would leave an additional 130 to 140 "unallocated" units that could be built at Twin City Mall or elsewhere in
Lake Park.
(5)As is characteristic of moderate-density, urban infill multi-family housing, average household size is typically smaller than it is in low-
density, suburban housing. To reflect those characteristics, an average household size of 1.75 people per household was utilized.
Source: ESRI Business Analyst; Town of Lake Park; WTL+a, revised September 2021.
Forecasts
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As illustrated in Table 38, if this pace of growth is achieved, it would yield more than 691 new
residents in 271 new households (i.e., housing units) by 2030, assuming the Town’s average
household size of 2.55 during this 10-year period remains unchanged. This would translate into
annual demand of 27 units per year;
The next step allocates future growth in population/households to known approved, proposed or
under construction residential projects and assumes that all 682 units as identified are built.
However, market potentials in Scenario #2 support only 271 new units, which leaves a
shortfall of more than 400 “unallocated” units. In other words, if ESRI’s growth forecast for
2020—2025 continues through 2030, growth would be insufficient to support the total number of
approved and proposed units in Lake Park.
Scenario #3—Required Capture to Support New Development
The first two scenarios suggest there is insufficient market demand necessary to support the
682 units in approved and proposed residential projects in Lake Park identified during the study
(332 for-sale units at Nautilus 220, 100 rental units at 315 Federal Highway, and 250 rental units at
Woolbright). As a result, an alternative scenario was prepared that illustrates the minimum required
growth rate/market capture that would be necessary to support all approved/proposed units.
Table 39: Housing Potentials Scenario #3—Town of Lake Park, 2030
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #3 (Required Growth to Support Proposed Projects) (4)
Average Annual Growth Rate 1.52%
Current & Future Population 8,762 10,193 1,431 1.75 818
Allocation to Known Residential Projects:(5)
Under Construction -
Approved 332
Proposed 350
Subtotal - Allocated Units:682
Unallocated Units-Scenario #3:136
(1)In Scenario #1, 10-year population forecasts assume that the Town of Lake Park continues to growth at the same pace it did between
2010 and 2020 (0.72% per year).
(2)In order to convert 2030 population growth into housing units, the analysis assumes average household size of 2.55 people per household
remains the same in the future as it was in 2020.
(3)In Scenario #2, 10-year population forecasts utilize the 5-year (2020-2025) forecast of growth as prepared by ESRI, and extrapolated over
the 10-year forecast period.
(4)In Scenario #3, the Town's annual growth rate would have to double (to 1.5% per year) to support the 682 units in approved and proposed
projects town-wide. This would leave an additional 130 to 140 "unallocated" units that could be built at Twin City Mall or elsewhere in
Lake Park.
(5)As is characteristic of moderate-density, urban infill multi-family housing, average household size is typically smaller than it is in low-
density, suburban housing. To reflect those characteristics, an average household size of 1.75 people per household was utilized.
Source: ESRI Business Analyst; Town of Lake Park; WTL+a, revised September 2021.
Forecasts
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As illustrated in Table 39, Lake Park’s population would have to increase at a sustained
annual rate of approximately 1.3% to 1.5% per year for each of the next 10 years to provide
sufficient market support for the 682 approved and proposed units identified during this study;
If this pace of growth is achieved it would yield more than 1,400 new residents in 818 new
households (i.e., housing units) by 2030. This would translate into annual demand of 80 units
per year. As is characteristic of moderate-density, urban infill multi-family housing, average
household size is typically smaller than it is in low-density suburban housing. To reflect those
characteristics, Scenario #3 utilizes an average household size of 1.75 people per household;
and
If Lake Park can achieve a higher annual growth rate of 1.5% per year, it would also suggest
market support for an additional 130 to 140 “unallocated” units town-wide. These could be
located either at Twin City and/or other redevelopment sites within Lake Park.
Village of North Palm Beach
Scenario #1—Past 10-Year Trendline
This model assumes that North Palm Beach will continue to growth as it has over the last 10 years,
using an average annual growth rate of 0.77% per year consistent with historic actual
population growth in the Village between 2010—2020. For purposes of this analysis, this
average annual growth rate was extrapolated for the next 10 years (i.e., growth remains constant
through 2030).
As Scenario #1 is based on past trends, it does not consider the transformational nature of the
Twin City Mall site on redevelopment opportunities in North Palm Beach.
As noted in the demographic profile in Section 3, North Palm Beach gained 954 new residents
in 473 new households between 2010 and 2020—for a 2020 population of 12,975 residents in
6,570 households. This resulted in a compound average annual growth rate of 0.77% over this
10-year period;
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Table 40: Housing Potentials Scenario #1—Village of North Palm Beach, 2030
As illustrated in Table 40, if the pace of growth continues at this historic 10-year average of
0.77% per year, it would yield 1,030 new residents in 523 new households (i.e., housing
units) by 2030, assuming the Village’s average household size of 1.97 remains unchanged.
This would translate into average annual demand of approximately 52 units per year;
The next step allocates future growth in population/households to known approved, proposed or
under construction residential projects. According to data provided by the Village and
stakeholders, this includes 215 units proposed as part of a potential assemblage of parcels
located on U.S. 1 known as 200 Yacht Club. The analysis assumes that all 215 units as
identified are built;
The analysis in Scenario #1 suggests supportable market potentials for both the 200 Yacht
Club project as well as an additional 300+ “unallocated” units (i.e., not assigned to a
proposed or approved project).
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #1 (Based on 2010-2020 Trendline) (1)
Average Annual Growth Rate 0.77%
Current & Future Population 12,975 14,005 1,030 1.97 523
Allocation to Known Residential Projects:(2)
Under Construction
- N/A -
Approved
- N/A -
Proposed
- 200 Yacht Club/US 1 Site (Mast Capital)215
Subtotal - Allocated Units:215
Unallocated Units-Scenario #1:308
(1)In Scenario #1, 10-year population forecasts assume that the Village of North Palm Beach continues to growth at the same pace it did
between 2010 and 2020 (0.77% per year).
(2)In order to convert 2030 population growth into housing units, the analysis assumes average household size of 1.97 people per household
remains the same in the future as it was in 2020.
(3)In Scenario #2, 10-year population forecasts utilize the 5-year (2020-2025) forecast of growth as prepared by ESRI, and extrapolated over
the 10-year forecast period.
(4)In Scenario #3, the Village's annual growth rate would have to increase by approximately 65% (to 1.3% per year) to support up to 800 units,
after accounting for the proposed 215 units in the 200 Yacht Club project.
(5)As is characteristic of moderate-density, urban infill multi-family housing, average household size is typically smaller than it is in low-
density, suburban housing. To reflect those characteristics, an average household size of 1.75 people per household was utilized.
Source: ESRI Business Analyst; Village of North Palm Beach; WTL+a, revised September 2021.
Forecasts
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Scenario #2—5-Year Forecast Extrapolated
This scenario utilizes the Village’s five-year (2020—2025) forecast of population growth at a rate
of 0.78% per year as prepared by ESRI Business Analyst. ESRI’s forecast considers multiple
factors in suggesting that redevelopment opportunities in North Palm Beach will be enhanced such
as zoning and land use policies that support additional density and height, continued job growth, and
physical and/or transportation improvements. For purposes of this analysis, this average annual
growth rate was extrapolated for the next 10 years through 2030.
As illustrated in Table 41 , if this pace of growth is achieved, it would yield 1,050 new residents
in 533 new households (i.e., housing units) by 2030, assuming the Village’s average
household size of 1.97 remains unchanged during this 10 -year period. This would translate into
annual demand of 53 units per year;
The next step allocates future growth in population/households to known approved, proposed or
under construction projects and assumes that 215 units at 200 Yacht Club are built; and
The analysis in Scenario #2 suggests supportable market potentials for both the 200 Yacht
Club project as well as an additional 320 “unallocated” units (i.e., not assigned to a
proposed or approved project).
Table 41: Housing Potentials Scenario #2—Village of North Palm Beach, 2030
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #2 (Based on ESRI 2020-2025 Forecast & Extrapolated 10 Years) (3)
Average Annual Growth Rate 0.78%
Current & Future Population 12,975 14,025 1,050 1.97 533
Allocation to Known Residential Projects:(2)
Under Construction -
Approved -
Proposed 215
Subtotal - Allocated Units:215
Unallocated Units-Scenario #2:318
(1)In Scenario #1, 10-year population forecasts assume that the Village of North Palm Beach continues to growth at the same pace it did
between 2010 and 2020 (0.77% per year).
(2)In order to convert 2030 population growth into housing units, the analysis assumes average household size of 1.97 people per household
remains the same in the future as it was in 2020.
(3)In Scenario #2, 10-year population forecasts utilize the 5-year (2020-2025) forecast of growth as prepared by ESRI, and extrapolated over
the 10-year forecast period.
(4)In Scenario #3, the Village's annual growth rate would have to increase by approximately 65% (to 1.3% per year) to support up to 800 units,
after accounting for the proposed 215 units in the 200 Yacht Club project.
(5)As is characteristic of moderate-density, urban infill multi-family housing, average household size is typically smaller than it is in low-
density, suburban housing. To reflect those characteristics, an average household size of 1.75 people per household was utilized.
Source: ESRI Business Analyst; Village of North Palm Beach; WTL+a, revised September 2021.
Forecasts
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Scenario #3—Required Capture to Support New Development
The first two scenarios indicate there is sufficient market demand to support the construction of
approximately 520—530 units of new housing in North Palm Beach by 2030. After construction
of 215 units at the proposed 200 Yacht Club project, this leaves 300—320 “unallocated” units that
could potentially be built on the Twin City Mall site.
However, WTL+a notes that the cost to acquire the Twin City Mall site by any developer will
necessitate higher residential densities to justify feasibility. As densities along the corridor
appear to be increasing, the Twin City Mall site is both a larger and pre-assembled redevelopment
opportunity and therefore should anticipate higher densities (i.e., 800 to 1,000 units). As a result,
WTL+a created an alternative scenario to illustrate the higher growth rate/market capture necessary
to support approximately 800 units of new housing on the Twin City Mall site.
Table 42: Housing Potentials Scenario #3—Village of North Palm Beach, 2030
As illustrated in Table 42, the Village’s population would have to increase at a sustained
annual rate of approximately 1.3% per year for each of the next 10 years to provide
sufficient market support for approximately 800 units on the Twin City Mall site;
Average 2030
Population Household Housing
Scenario 2021 2030 Change Size Units
Scenario #3 (Required Growth to Support Proposed Projects) (4)
Average Annual Growth Rate 1.30%
Current & Future Population 12,975 14,764 1,789 1.75 1,022
Allocation to Known Residential Projects:(5)
Under Construction 0.663418958 -
Approved -
Proposed 215
Subtotal - Allocated Units:215
Unallocated Units-Scenario #3:807
(1)In Scenario #1, 10-year population forecasts assume that the Village of North Palm Beach continues to growth at the same pace it did
between 2010 and 2020 (0.77% per year).
(2)In order to convert 2030 population growth into housing units, the analysis assumes average household size of 1.97 people per household
remains the same in the future as it was in 2020.
(3)In Scenario #2, 10-year population forecasts utilize the 5-year (2020-2025) forecast of growth as prepared by ESRI, and extrapolated over
the 10-year forecast period.
(4)In Scenario #3, the Village's annual growth rate would have to increase by approximately 65% (to 1.3% per year) to support up to 800 units,
after accounting for the proposed 215 units in the 200 Yacht Club project.
(5)As is characteristic of moderate-density, urban infill multi-family housing, average household size is typically smaller than it is in low-
density, suburban housing. To reflect those characteristics, an average household size of 1.75 people per household was utilized.
Source: ESRI Business Analyst; Village of North Palm Beach; WTL+a, revised September 2021.
Forecasts
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If this pace of growth is achieved, it would yield almost 1,800 new residents in 1,020+ new
households (i.e., housing units) by 2030. This would translate into annual demand of
approximately 100 units per year. As is characteristic of moderate-density, urban infill multi-
family housing, average household size is typically smaller than it is in low-density suburban
housing. To reflect those characteristics, Scenario #3 utilizes an average household size of 1.75
people per household; and
After construction of the 215 units at the 200 Yacht Club project, market support would be
sufficient for an additional 800 “unallocated” units across North Palm Beach. These could be
located either at Twin City and/or other redevelopment sites within the Village.
Conclusion—Housing Potentials
The analysis to determine market support for new residential development illustrates how
transformational the Twin City Mall site can be for both the Town of Lake Park and the Village of
North Palm Beach. The limited number of vacant/undeveloped parcels in both communities has
hindered population/household growth, particularly in Lake Park, over the past 20 years. As a result,
a historic trendline analysis as exhibited in Scenarios #1 and #2 does not indicate market
support for new housing.
As a result, WTL+a prepared an alternative analysis for Lake Park as depicted in Scenario #3 to
identify the rate of population growth necessary over the next 10 years to ensure successful
redevelopment. As noted, the analysis suggests that Lake Park would need to grow at a
sustained compound annual pace of 1.5% per year—well above its recent 0.76% annual growth
rate. This could expect to generate sufficient demand to support up to 820 new housing units
town-wide by 2030 , including:
Nautilus 220 (332 units under construction)
315 Federal Highway (100 units proposed)
Woolbright Development’s proposed “Lake Park Apartments” (250 units) on a portion of the Twin
City site, and
Another 130 to 140 “unallocated” units over the next 10 years.
Lake Park’s required growth rate could be slightly lower if a portion of the 332 units at Nautilus sell to
seasonal occupants.
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Similarly, while slightly higher historic growth rates between 2010—2020 ha ve generated modest
population/household growth in North Palm Beach, th e Village would also need to strengthen its
future growth rate to support new housing on the Twin City Mall site. Specifically, as a portion of the
site available to accommodate redevelopment in North Palm Beach is larger than it is in Lake Park,
land acquisition costs by any developer will be significantly higher. Higher land costs will
necessitate additional density and building height to justify construction feasibility. Another
factor bearing upon feasibility will be the costs associated with providing structured parking.
As a result, WTL +a prepared an alternative analysis for North Palm Beach as depicted in Scenario
#3 to identify the rate of population growth necessary over the next 10 years to ensure successful
redevelopment. As noted, the analysis suggests that North Palm Beach would need to grow at
a sustained compound annual pace of 1.3% per year—well above its recent 0.77% annual
growth rate. This could be expected to generate sufficient demand to support up to 1,000 new
housing units village-wide by 2030 , including:
200 Yacht Club (215 units proposed), and
Another 800 “unallocated” units over the next 10 years.
This suggests that redevelopment opportunities for new housing on the North Palm Beach portion of
the Twin City Mall site could support up to 800 units of new housing by 2030.
Our analysis concludes that stronger population/household growth in the U.S. Highway 1
corridor in this part of Palm Beach County is feasible, in part due to the impacts that the COVID
pandemic has introduced, including enhanced/accelerated forces such as population shifts from
New York/the Northeast to South Florida as well as recent, ongoing interest in private investment as
exhibited by such projects as Nautilus 220.
In total, these factors could expect to generated market potentials that support between 850 and
1,050 units of new housing across the entirety of the Twin City Mall site over the next 10
years (2030).
Twin City Mall: 850 to 1,050 Units of New Housing
Across Entire Site
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Workplace: Multi-tenant/Speculative Office
Prior to the COVID-19 pandemic’s emergence in 2020, knowledge-based industries like finance,
software, business and management consulting services, market and communications,
professional/business services such as accountants, legal and medical and other similar businesses
typically housed their employees in commercial office buildings.
The first step in measuring support for new multi-tenant/speculative office space at the Twin City
Mall site examines market potentials for office use in Palm Beach County and allocates demand to
both Lake Park and North Palm Beach. The analysis translates employment forecasts (for 2019—
2027) among specific industry sectors in Palm Beach County (as prepared by the Florida
Department of Economic Opportunity/DEO) into demand for office space by applying an occupancy
factor (of occupied space per 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.
We note that assumptions pertaining to occupancy factors may be overstated. Since the 2007—
2009 recession, office-using busines ses have been reducing office occupancies, sometimes
by significant amounts. Historically, the commercial real estate industry has used an average
occupancy factor of 250 sq. ft. per office employee. However, according to a 2017 study by REIS,
Inc. (a national commercial real estate database) the amount of office space per employee has been
steadily declining in each successive business cycle after a recession. REIS data indicate that in the
national economic expansion of the late 1990s, a new office employee was typically associated with
approximately 175 sq. ft. of additional office space. During the early- and mid-2000s (until the
2007—2009 recession), the typical employee was associated with approximately 125 sq. ft. of
additional office space. Since 2010, however, each added/new employee has been associated with
only about 50 sq. ft. of additional office space. This is particularly notable in space-efficient
industries like software and professional/business services, which have been the strongest growing
sectors in the current business cycle. Moreover, hoteling and remote work-arrangements, where
employees share space rather than having dedicated offices or cubicles, enables companies to
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accommodate eve n more workers in a given amount of occupied space . The unprecedented shift
to teleworking because of COVID-19 may, as previously noted, lead to permanent part-time
and full-time teleworking for multiple workplace industries.
Another study by CoStar, Inc., an international commercial real estate database, indicates the
amount of office space occupied per employee dropped to 182 sq. ft. per worker in 2017 from
197.3 sq. ft. in 2010. According to the annual 2018 Experience Exchange Report (EER) prepared
by the Building Owners & Managers Association, the average occupancy factor for office employees
in 2018 was 288 sq. ft. per employee on a rentable basis (rentable includes all common areas of a
building). However, after netting out a common area factor (typically 30% to 35%), the usable
occupancy factor for office employees is in the range of 187 to 202 sq. ft. per employee.
The following evaluates office market potentials for speculative (or multi-tenant) and medical office
space. That is, the analysis excludes any estimates for individual end-users, also known as “build-
to-suits.” The analysis is illustrated in Table 43 through Table 45.
Palm Beach County
The Florida Department of Economic Opportunity/DEO prepares employment forecasts for
individual counties and groups of counties throughout the state known as “workforce regions.”
Palm Beach County is its own Workforce Region (#21). DEO estimates that Palm Beach County
will add more than 87,750 new jobs between 2020 and 2028;
The analysis indicates potential gross demand for 6.94 million sq. ft. of office space across the
County between 2020 and 2028. This estimate is based on an average occupancy factor of 194
sq. ft. per office employee, generated by growth in office-using jobs comprising roughly 34% of
all jobs. This is inclusive of adjustments related to vacancy, cumulative (building) replacements,
tenant churn, etc.;
From a financing perspective, however, a portion of the County’s existing 6.25 million sq. ft. of
vacant office space 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 convert to other uses such as residential, or could be demolished;
and
For purposes of this analysis, WTL+a conservatively assumes that 35% of Palm Beach 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 7% from current levels, and lowers
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demand generated by job growth in office-using sectors to approximately 4.75 million sq.
ft. of net new space by 202 8.
Table 43: Office Potentials—Palm Beach County, 2020—2028
New Jobs % Office-SF Occupancy 2028 Demand
Industry Sector 2020-2028 Using Factor (In SF)
Palm Beach County (Workforce Region #21)
Agriculture/Mining & Construction 3,649 10%175 63,900
Manufacturing 1,522 20%200 60,900
Transp/Communications/Utilities 1,191 40%200 95,300
Wholesale & Retail Trade 7,415 20%175 259,500
Finance/Insurance/Real Estate 2,875 85%275 672,000
Services
Professional, Scientific & Technical Services 6,564 90%250 1,476,900
Management of Companies & Enterprises 1,535 60%275 253,300
Administrative & Waste Management 9,039 35%175 553,600
Educational Services 2,756 20%200 110,200
Health Care & Social Assistance 13,255 35%200 927,900
Arts, Entertainment & Recreation 4,567 20%175 159,800
Accommodation & Food Services 19,199 20%175 672,000
Other Services (Except Government)3,543 35%225 279,000
Government 5,254 60%150 472,900
Self-Employed 5,786 10%200 115,700
Total/Weighted Average:87,755 34%194 6,172,900
+Vacancy Adjustment @ 5%(1)308,600
+Cumulative Replacement Demand 7.5%(2)463,000
2028 Gross Demand - Palm Beach County:6,944,500
Existing Vacant Office Space 6,257,221
-Lease-up Required @ 35%(2,190,027) (3)(2,190,027)
Remaining Vacant Space:4,067,194
% Vacant 7.0%
2028 NET DEMAND (Rounded, In SF):4,754,500
(1)
(2)
(3)
space is leased, thereby reducing the overall vacancy rate to approximately 7.0%.
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 35% of existing vacant office
This allows for a 5% "frictional" vacancy rate in new office space delivered to the market (i.e., this accounts for
tenant movement to new space).
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.
Source: Florida Dept. of Economic Opportunity (DEO); CoStar, Inc.; WTL +a, September 2021.
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Town of Lake Park
Table 44 estimates market potentials for speculative/multi-tenant office space in Lake Park based on
the Town ’s current share of countywide employment.
With an estimated 6,604 employees working in Lake Park, the Town ’s share of all jobs in Palm
Beach County has averaged 0.75 % over the past five years;
Under this “fair share” analysis, Lake Park would continue to capture 0.75% of future countywide
job growth, or approximately 660 new jobs, of the 87,750+ new jobs across Palm Beach County
by 2028. However, as illustrated in Section 4, Lake Park has an extremely limited amount of
office space;
Based on Lake Park’s current occupied office inventory (54,934 sq. ft.) using an occupancy
factor of 150 sq. ft. per office employee, there are an estimated 366 office employees comprising
only 5.5% of all jobs in Lake Park. If future office-using employment remains at this 5.5% share,
this translates into gross demand for only 5,500 sq. ft. of office space in Lake Park over the
next eight years;
For new office buildings to receive construction financing, a portion of Lake Park’s existing 7,660
sq. ft. of vacant office space would need to be leased before new office space could be built. It
is also not known how much of the Town ’s remaining existing vacant office inventory suffers from
physical and/or functional obsolescence, will convert to other uses such as residential, or could
be demolished; and
For purposes of this analysis, WTL+a conservatively assumes that 25% of Lake Park’s vacant
office inventory is leased before financing is provided for new office construction. This serves to
reduce its office vacancy rate to 10% from current levels, and lowers demand generated by job
growth in office-using sectors to only 3,600 sq. ft. of net new office space by 2028. In
effect, there is negligible demand for new office space on the Lake Park portion of the site.
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Table 44: Office Potentials—Town of Lake Park, 2020—2028
New Jobs % Office-SF Occupancy 2028 Demand
Industry Sector 2020-2028 Using Factor (In SF)
Professional/General Office
Total Employment:6,604
As % of Palm Beach County (5-Year Average)(1)0.75%
Fair Share Analysis
2020-2028 Employment Growth (If Fair Share Maintained)659
% Office-using Jobs (2)5.5%
SF Occupancy Factor 150
2028 Gross Demand (All Office):5,500
Existing Vacant Office Space (10-Year Average)7,660 (3)
-Lease-up Required @ 25%(1,915) (1,915)
Remaining Vacant Space:5,745
% Vacant 10.0%
2028 NET DEMAND (Rounded, In SF):3,600
(1)This reflects the 5-year average of Lake Park's share of all jobs in Palm Beach County. The analysis assumes
that the Town maintains its "fair share" of the County's total employment in the future.
(2)Based on Lake Park's 2020 occupied office inventory (54,934 sq. ft.), there are approximately 366 office employees
at an average occupancy factor of 150 sq. ft. per employee). This suggests that office-using employees comprise
approximately 5.5% of the 6,604 total employees in Lake Park.
(3)Due to fluctuating office vacancy rates in Lake Park (ranging from a low of 4.6% in 2020 to a peak of 20% in 2019),
a 10-year average of 13.3% was utilized in the analysis. To reflect financing conditions, a 25% lease-up factor (of
existing vacant space) was assumed; this would reduce future vacancies to approximately 10%.
Source: Florida Dept. of Economic Opportunity; CoStar, Inc.; WTL +a, September 2021.
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Village of North Palm Beach
As illustrated in Table 45 , market potentials for speculative/multi-tenant office space in North Palm
Beach were also prepared based on the Village’s current share of countywide employment.
With an estimated 6,185 employees working in North Palm Beach, the Village’s share of all jobs
in Palm Beach County has averaged 0.79% over the past five years;
Under this “fair share” analysis, the Village would continue to capture 0.79% of future countywide
job growth, or approximately 697 new jobs, of the 87,750+ new jobs across Palm Beach County
by 2028. As noted previously in Section 4, North Palm Beach contains 1,081,300 sq. ft. of office
space;
Based on the Village’s current occupied office inventory (958,524 sq. ft.) using an occupancy
factor of 350 sq. ft. per office employee, there are an estimated 2,739 office employees
comprising fully 44.3% of all jobs in North Palm Beach. WTL+a notes the office occupancy
factor (350 sq. ft.) in North Palm Beach is much higher than it is in Lake Park (150 sq. ft.) due to
the presence of a large amount of owner-occupied office condominium buildings as well as
boutique professional services tenancies. If future office-using employment remains at this 44 %
share, this translates into gross demand for approximately 46 ,300 sq. ft. of office space in
North Palm Beach over the next eight years;
For new office buildings to receive construction financing, a portion of the Village’s existing
140,000 sq. ft. of vacant office space would need to be leased before new office space could be
built. It is also not known how much of the Village’s remaining existing vacant office inventory
suffers from physical and/or functional obsolescence, will convert to other uses such as
residential, or could be demolished . As noted previously in Section 4, the Village’s office
vacancy rate has remained stubbornly high, ranging from a low of 7% to 22% between 2007 and
2020; and
Due to consistently high office vacancies, WTL+a conservatively assumes that 35% of North
Palm Beach’s vacant office inventory would have to be leased before financing is provided for
new office construction. This serves to reduce the Village’s future office vacancy rate to 8.4 %
from current levels. Notably, it would negate any market potentials for new office development in
North Palm Beach over the next eight years. In other words, demand for office space
generated by job growth in office-using sectors can be accommodated in existing vacant
office space in North Palm Beach for the near future.
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Table 45: Office Potentials—Village of North Palm Beach, 2000—2028
Conclusion—Office Potentials
In conclusion, the analysis of supportable market demand for new office space is extremely limited in
Lake Park and negligible in North Palm Beach. Moreover, existing office inventory in both
jurisdictions is aging/outdated and may have a degree of functional and/or physical obsolescence—
even with the presence of owner-occupied office condominium buildings in North Palm Beach. This
is best exemplified in negative net absorption, particularly in North Palm Beach, over the past 14
years.
It should be noted that the only significant office investment in the portion of the North County trade
area closest to the two municipalities includes “Divosta Towers” a two-building complex located at
New Jobs % Office-SF Occupancy 2028 Demand
Industry Sector 2020-2028 Using Factor (In SF)
Professional/General Office
Total Employment:6,185
As % of Palm Beach County (5-Year Average)(1)0.79%
Fair Share Analysis
2020-2028 Employment Growth (If Fair Share Maintained)697
% Office-using Jobs (2)44.3%
SF Occupancy Factor 150
2028 Gross Demand (All Office):46,300
Existing Vacant Office Space (10-Year Average)140,099 (3)
-Lease-up Required @ 35%(49,035) (49,035)
Remaining Vacant Space:91,064
% Vacant 8.4%
2028 NET DEMAND (Rounded, In SF):(2,700)
(1)This reflects the 5-year average of North Palm Beach's share of all jobs in Palm Beach County. The analysis
assumes the Village maintains its "fair share" of the County's total employment in the future.
(2)Based on North Palm Beach's 2020 occupied office inventory (958,524 sq. ft.), there are approximately 2,739 office
employees at an average occupancy factor of 325 sq. ft. per employee). This suggests that office-using employees
comprise approximately 44% of the 6,185 total employees in North Palm Beach. A higher office occupancy factor
(325 sq. ft. per employee) was utilized due to the presence of multiple office condominium buildings.
(3)Due to fluctuating office vacancy rates in North Palm Beach (ranging from a low of 6.9% in 2016 to a peak of 20.2%
in 2011) a 10-year average of 13.0% was utilized in the analysis. To reflect financing conditions, a 35% lease-up
factor (of existing vacant space) was assumed; this would reduce future vacancies to approximately 9.7%.
Source: Florida Dept. of Economic Opportunity; CoStar, Inc.; WTL +a, September 2021.
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3825-35 PGA Boulevard. According to CoStar, Inc., data, these twin 11-story buildings contain
217,208 sq. ft. of space and were delivered in 2019 and 2020. Specific metrics for each building are
noted as follows:
North Tower—contains 108,786 sq. ft. of leasable area. As of October 2021, the building was
reportedly 30.9% occupied (69.1% vacant), suggesting annual net absorption of only 8,400 sq.
ft. per year for the four years since constructed started in October 2017 (i.e., including pre-
leasing efforts). Six floors remain fully vacant. While several other floors are reportedly partially
occupied, the CoStar tenant stacking plan identifies only one tenant occupying the 11th floor
South Tower—contains 108,422 sq. ft. of leasable area. As of October 2021, the building was
reportedly 95.4% occupied (4.6% vacant), suggesting annual net absorption of approximately
51,700 sq. ft. per year for the two-year period between construction start (September 2017) and
completion (late 2019). However, WTL+a notes that the CoStar tenant stacking plan has no
information on tenant occupancies for five floors of the building.
According to the Palm Beach Post, DiVosta Towers were the first new office buildings built in Palm
Beach Gardens in 10 years. The complex sold in September 2021 to Gatsby Enterprises of New
York, for $80 million ($368 per sq. ft.). As illustrated in Table 62 in the Appendix, the North County
office market contains 4.97 million sq. ft. of office inventory in 230 buildings (8.6% of the County).
The office vacancy rate peaked at 19.7% in 2011, declined to 9.0% in 2016, and increased to 12.6%
in 2020. Annual net absorption has been modest—avera ging approximately 34,400 sq. ft. per year
over the past 14 years (2007—2020) and increasing to 42,500 sq. ft. per year over the past five
years (2016—2020).
While a small amount of office space may be attractive as part of a mixed-use project, any office
space developed on the Twin City Mall site should be considered a tertiary use that serves as an
amenity to activate public space during the day. Any limited office space built should comprise no
more than 5,000 to 10,000 sq. ft. of space oriented to professional services tenancies and located
above street-level retail. The capacity to support any additional office space will be determined by
growth in specific business markets and office-using sectors, transition of home-based businesses
into leased space, rental/occupancy costs compared to competing nearby locations, etc.
Hotel/Lodging
Demand for hotel/motel rooms in any location is typically driven by specific market segments,
including corporate business, leisure/social, interstate pass-by traffic, tourism , and visitors to specific
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venues or events. The capital markets typically seek sustained annual occupancies between
65% and 72% before financing new hotel construction.
To understand hotel market performance and opportunities for hotel development on the Twin City
Mall site, WTL+a obtained hotel performance data from STR Global for multiple selected properties
located primarily on nearby commercial corridors and I-95 interchanges. It is critical to understand
market conditions given the enormity of the impacts on the hotel and hospitality industries from the
COVID pandemic as well as the time required for recovery:
Average annual occupancies strengthened between 2013 and 2017, increasing from 73.2% to a
peak of 77.6%; the seven-year average occupancy was 70.7%. Occupancies declined
slightly, to 74% in 2018 and 70.6% in 2019;
The COVID pandemic which struck in early March 2020 has significantly impacted the
hotel/hospitality industry. Monthly occupancies dropped precipitously—from 83.7% in
February 2020 to 17.6% in April 2020. Overall occupancies among these 16 properties in
2020 averaged 44.8%. Occupancies climbed to 50.2% by year-end and returned to pre-COVID
metrics in the range of 77% during the first quarter of 2021.
As illustrated in Table 46 and Table 47, WTL+a prepared two possible scenarios to evaluate hotel
potentials at Twin City Mall.
Scenario #1: Past Trends
Scenario #1 assumes that growth in available roomnights among the area’s existing supply of
hotel rooms remains flat (i.e., 0.01% annual growth), and growth in occupied roomnights
(demand) continues at their historic 2013—2019 negative pace of -0.58% per year through 2030.
This translates into negative demand for (56) fewer hotel rooms over the next 10 years
(through 2030); and
There are 174 new hotel rooms planned as part of an expansion of the Downtown at the District
project in Palm Beach Gardens. If these rooms are built, this would represent a room count
312% greater than the market will support. In other words, there would be an excess of supply
of (230) rooms over the next 10 years. Any new hotel, including this 174-room property as
proposed at Downtown at the Gardens, would have to steal market share among existing hotel
properties.
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Table 46: Hotel Potentials Scenario #1—Twin City Mall Site, 2020—2030
Scenario #2: Moderate Growth
Scenario #2 utilizes peak market trends as occurred between 2013 and 2017. First, it assumes
that growth in available roomnights among the area’s existing supply of hotel rooms remains flat
(i.e., -0.01 % growth). This scenario also utilizes the actual 1.49% per year compound annual
growth rate that occurred in occupied roomnights between 2013 and 2017. This is predicated on
business expansion generated by commercial growth in this area of northern Palm Beach
County, aided by focused economic development initiatives aimed at business retention and
recruitment; and, dependent on unknown recovery in the tourism industry;
Similar to Scenario #1, there are 174 new hotel rooms planned as part of an expansion of the
Downtown at the District project in Palm Beach Gardens. If these rooms are built, this would
represent a room count 112% greater than the market will support. In other words, there would
be a nominal excess of supply of (18) rooms over the next 10 years. Market growth will
Change:Supportable
2020 2030 2020-2030 Rooms
Scenario 1: Past Trends (2013-2019)
Area Hotel Rooms 2,162
Available Roomnights 789,130 789,706 576
Annual Growth (2013-2019)0.01%
Occupied Roomnights 353,231 333,428 (19,803) (56)
Annual Growth (2013-2019)-0.58%
Allocation to Known Hotel Rooms:
Under Construction
- N/A -
Planned/Approved
- Downtown at the Gardens (ShopCore)174
Subtotal-Allocated Hotel Rooms:174
As % of Area-wide Demand -312%
Unallocated Hotel Rooms:(230)
Source: STR Global; WTL+a, revised September 2021.
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accommodate a new 174-room property as proposed at Downtown at the Gardens without any
significant loss of demand for rooms in the area’s existing hotel supply.
Table 47: Hotel Potentials Scenario #2—Twin City Mall Site, 2020—2030
Conclusion—Hotel Potentials
The analysis reveals negligible market support for new hotel development on the Twin City Mall site
in what would be considered by the hotel industry as a secondary location. Even if peak growth in
roomn ight demand (which occurred between 2013 and 2017 among the competitive set) continues,
it is insufficient to support more than 150 additional hotel rooms in the surrounding area over the
next 10 years. This demand is likely to be captured in stronger, primary locations, such as the
commercial node created by The Gardens Mall and Downtown at the Gardens, or at
interchanges along I-95. In fact, ShopCore is planning a 174-room hotel as part of expansion and
repurposing of Downtown at the Gardens. This will capture competitive area roomnight demand in
the near-term.
Change:Supportable
2020 2030 2020-2030 Rooms
Scenario 2: Moderate Growth (2013-2017)
Area Hotel Rooms 2,162
Available Roomnights 789,130 788,552 (578)
Annual Growth (2013-2017)-0.01%
Occupied Roomnights 353,231 409,550 56,319 156
Annual Growth (2013-2017)1.49%
Allocation to Known Hotel Rooms:
Under Construction
- N/A -
Planned/Approved
- N/A 174
Subtotal-Allocated Hotel Rooms:174
As % of Area-wide Demand 112%
Unallocated Hotel Rooms:(18)
Source: STR Global; WTL+a, revised September 2021.
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General Retail
The potential for retail uses as part of the redevelopment of the Twin City Mall site is less affected by
past trends and development patterns than other commercial land uses. The major influences and
economic forces affecting retail feasibility in 2021 are significantly different than when Twin City Mall
opened in 1973 and closed in 1994. The effects of COVID-19 on consumer behavior, supply chain
delays in securing merchandise and supplies, reduced in-store sales due to growth of online
shopping (particularly for soft goods and gifts), job losses, and household income fluctuations
caused by the pandemic have combined to reduce sales for retail, food and beverage, and
consumer services. Those reduced sales have rippled through increased vacancies and unpaid
rents in commercial retail space. For traditional shopping malls, the significant decline in the viability
of department stores has reduced the number of store locations and has disrupted the balance of
anchor stores and the inline businesses that connected them; in fact, the entire retail industry has
been in turmoil, particularly since 2020.
In addition to these industry-wide challenges, the Twin City Mall site will be affected by other
localized forces, both positive and negative. Those forces include:
The abundant supply of existing/competitive retail located within three miles totaling
almost 6.7 million sq. ft. of retail space (based on the findings of the RDS field inventory).
The greater area is an established retail destination (particularly surrounding The Gardens Mall).
While there is major drawing power across the region, the Twin City Mall site is not central to
these other destination points and must compete with that critical mass of retail that forms
multiple major destinations within that three-mile trade area;
The potential for new on-site residential densit ies, with as many as 850 to 1,050 new units,
plus other new housing nearby such as the Nautilus 220 and 315 Federal Highway projects
represent a new market segment of resident spending, potentially enhanced by the presence
of Publix and direct proximity for 1,500 to 1,800 new on-site residents. The local resident market
will expand through development of new dwelling units; and
There is an ongoing shift in total retail sales across adjacent markets in North Palm Beach and
Lake Park. As noted in Section 3, there is $169 million in annual net inflow of retail spending
from outside of Lake Park into the Town and annual sales outflow (i.e., ‘leakage’) of $84
million out of North Palm Beach; these existing spending patterns may create opportunities for
on-site retail if the right type of new development and tenant mix is implemented.
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In dollar volume, consumer spending on retail goods and services is primarily attributable to
resident-based activities. But those same residents can also spend (in different ways) as
employees, purchasing food and beverage for lunch, making purchases of apparel and accessories,
gifts, or consumer services during the workday. However, not all employees have the time or
opportunity to go out for lunch, but other employees in specific industry sectors eat out and shop
frequently as long as food and retail stores and services are proximate to allow efficient use of lunch
times or other parts of the workday. Industry sectors that more regularly patronize retail areas
principally correlate to the number of nearby office workers. While neither Lake Park nor North Palm
Beach are major office clusters, potential spending generated by nearby office and service
employees remains a factor in determining how much retail might be supportable at the Twin
City site.
In Florida, tourism and visitor spending are the single largest economic activity in the state. While
Palm Beach County contains many visitor destinations, limited visitation and business travel to both
Lake Park and North Palm Beach do not suggest that a visitor-oriented market (and a hotel to
accommodate it) will be present at the Twin City Mall site. Visitor spending potentials are not
significant contributors to retail viability at the site.
These market factors can either continue to operate under current conditions (resulting in limited
potential to add feasible new retail), or market conditions can be changed by inducing modifications
in consumer spending. Perhaps most important, those traditional consumer behaviors and
modifications can be altered by re-thinking the use mix, implementing proven planning concepts that
result in a clear ‘sense of place,’ and a more walkable environment (which does not exist in this part
of Palm Beach County). If the redevelopment of Twin City Mall is characterized as a transformative
new mixed-use product and a differentiated setting, it may be possible to add selective retail uses
into the project plan.
Retail Methodology
To recognize this potential (and assuming a transformative overall character is created), four
potential sources of increased retail sales were analyzed; each is described below. The four
consumer market segments are drawn from each of the municipalities as well as through the capture
of a new share from overall regional spending. These increased sales projections should be
considered conservative and potentially achievable as long as a dramatically differentiated
redevelopment project is implemented. If redevelopment character is similar to what exists in the
competitive trade area today, incremental supportable retail space would not be considered
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financially feasible or economically sustainable over time. Achieving an increase in demand for
viable retail will be almost solely dependent on the quality and execution of a new identity
and physical character for the Twin City Mall site. The four major consumer markets include:
Retail Demand—Existing Residents (“Baseline”)
The first consumer market that may be increased through retail spending comprises existing
residents (the “baseline”) in Lake Park, North Palm Beach, and the North County trade area. Table
46 illustrates:
Current (2020) and future (2025) population and households in each municipality and North
County, and
Total spending potentials and assumptions regarding potential increased sales by each.
The premise in the estimated increase in spending is that, if a compelling and differentiated new
‘place’ (providing a pedestrian-oriented ‘civic place’ that is programmed with strong retail operators,
most likely focused on food & beverage), existing resident-based consumers should increase on-site
spending.
Total retail spending was increased by very modest percentages (e.g., 0.50% for Lake Park, 0.35%
for North Palm Beach, and 0.10% for North Cou nty residents). Next, additional sales were divided
by an aggregated average sales productivity factor of $372.82 per sq. ft. (i.e., total annual sales
divided by total square footage).
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Table 48: Retail Potentials—Existing Residents, 2025
Incremental Add'l Annual Avg. Sales 2025
Avg HH Total Increase in On-site Spending Productivity Supportable
Location 2020 2025 2020 2025 Retail Spending Retail Spending Capture (1)Existing HHs Per SF (2)SF
Town of Lake Park 8,762 9,101 3,400 3,534 16,837$ 59,501,319$ 0.50%297,507$ 372.82$ 798
Village of North Palm Beach 12,975 13,490 6,570 6,819 28,465$ 194,100,274$ 0.35%679,351$ 372.82$ 1,822
North County Trade Area 73,538 73,538 32,882 34,604 28,249$ 977,537,438$ 0.10%977,537$ 372.82$ 2,622
Total:95,275 96,129 42,852 44,957 1,231,139,031$ 1,954,395$ 5,242
% Change:0.9%4.9%
(1) The increase in capture is an estimate that reflects the enhanced marketability of a redeveloped Twin City Mall in capturing additional household retail sales from area residents.
(2) This reflects 2025 aggregated average sales productivity (per sq. ft.) across selected retail categories. This is based on an average annual inflation rate of 3.5% per year (using an adjusted Federal
Reserve rate from 2021, during which the Fed increased estimated inflation rates from 3.4% to 4.2%).
Source: Federal Reserve Bank, 2021; Bureau of Labor Statistics; Claritas, Inc.; ESRI Business Analyst; RDS LLC; WTL+a, September 2021
Population Households
2025
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RDS notes different retailers generate different sales per square foot; as the final mix of retail uses is
not known, an aggregated average of all sales productivities of $372.82 per sq. ft. (a 2025 estimate
across various retail sectors) was used to determine supportable new retail square footage
attributable to the increase in sales. Using these analytical parameters, increased sales generated
by additional spending from existing (baseline) residents could justify approximately 5,250
sq. ft. of retail space at buildout.
Retail Demand—New On -site Residents
The second resident-based consumer market to provide additional sales can be generated by new
on-site residents in approved and/or proposed new residential development on the Twin City Mall
site:
A 250-unit, multi-family rental complex proposed by Woolbright Development on acreage the
applicant currently owns on the Lake Park side of the site, and
Any future residential that might be built by development of the 13.1 acres of land located on the
North Palm Beach side of the site.
The Woolbright program was more fully understood at the time of the retail analysis. If approved by
the Town of Lake Park, these 250 units would be built adjacent to the Publix grocery store.
Required parking will be provided on surface lots with amenities located in the central courtyard of
the new project. The project is not currently planned to include any retail space. The unit mix will
comprise one-, two- and three-bedroom units. Assuming an average of 1.75 residents per unit
suggest over 430 new on-site residents at buildout on the Lake Park portion of the site.
As noted, 13.1 acres located on the North Palm Beach side of the site were recently contracted by a
resident of northern Palm Beach County. Due diligence is underway, and any future redevelopment
remains conceptual and without exact unit counts. However, WTL+a has assumed the contract
purchaser will pursue both greater building heights and densities (that will likely necessitate the
provision of structured parking); a high level of resident amenities; and opportunities for enhanced
values provided by views of the Intracoastal Waterway and/or the Atlantic Ocean.
The housing demand analysis measured market potentials for residential development totaling
between 600 and 800 units for th is portion of the site. Assuming an average of 1.75 residents per
units suggest the potential for 1,000 to 1,400 new, on-site residents at buildout on the North
Palm Beach portion of the site.
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We recognize that densities at this scale are greater than currently considered. The retail analysis
also assumes that any future development program will be mixed-use, potentially incorporating new
housing, a retail component, and possibly a limited amount of office space. Due to the size of the
site and potential residential buildout, on-site parking requirements would be met in new, on-site
structured parking.
As planning assumptions are more clearly defined (and ultimately, development entitlements), a
final unit count is likely to have a significant effect on retail market potentials. The retail
analysis assumed both “low” (i.e., 600 units) and “high” (i.e., 800 units) development scenarios. We
also note these estimates may not reflect a final development program but were used to measure
the impacts of these densities on how much retail could be supported by new on-site residents.
The methodology used to calculate incremental retail demand generated by new, on-site residents is
similar to the approach used for existing (baseline) residents. Average annual household spending
by new on-site residents is assumed to be similar to spending patterns among existing households
in both Lake Park and North Palm Beach. Potential household spending for residents of the 250
units proposed by Woolbright may be considered conservative, as likely rents will require higher
average household incomes than existing residents of Lake Park command.
Further, estimated spending capture rates for new, on-site residents are higher than for existing
(baseline) residents due to the immediate adjacency of the retail (this includes spending at Publix)
and the convenience and ready access to a potential retail concentration (which would be walkable
from both sides of the site). To the extent the redevelopment plan emphasizes a coherent walkable
plan and cohesive connections between the two jurisdictions, ease and convenience factors
affecting spending will be sustainable over time.
As illustrated in Table 49, the analysis suggests that new, on-site residents on both the Lake Park
and North Palm Beach sides of the site will support between 9,200 sq. ft. and 11,700 sq. ft. of
retail space at buildout, depending upon the approved/final unit mix.
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Table 49: Retail Potentials—New On-Site Residents, 2025
Average Estimated Annual Avg. Sales 2025
No. of Persons New Annl Retail Ann'l Spending Capture On-Site Spending Productivity Supportable
Location Units (HHs)Per Unit Residents Spending/HH All New HHs Rate (1)New HHs Per SF (2)SF
Proposed Woolbright Project 250 1.75 438 16,837$ 3,998,745$ 15.0%599,812$ 372.82$ 1,609
Lake Park
Proposed Residential - Low 600 1.75 1,050 28,465$ 16,224,836$ 17.5%2,839,346$ 372.82$ 7,616
North Palm Beach
Proposed Residential - High 800 1.75 1,400 28,249$ 21,469,439$ 17.5%3,757,152$ 372.82$ 10,078
North Palm Beach
Total:
Low Scenario 850 1,488 20,223,581$ 3,439,158$ 9,225
to to to to to
High Scenario 1,050 1,838 25,468,183$ 4,356,963$ 11,686
(1) The capture rate is an estimate that considers that new on-site households are immediately proximate to on-site retail/food & beverage/consumer services.
(2) This reflects 2025 aggregated average sales productivity (per sq. ft.) across selected retail categories. This is based on an average annual inflation rate of 3.5% per year (using an
adjusted Federal Reserve rate from 2021, during which the Fed increased estimated inflation rates from 3.4% to 4.2%).
Source: Federal Reserve Bank, 2021; Bureau of Labor Statistics; Claritas, Inc.; ESRI Business Analyst; RDS LLC; WTL+a, September 2021
2025
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Retail Demand—Nearby Office & Service Employees
While smaller than both existing and future resident-based markets, area office and service
workers could also provide spending support for new retail at the site. This assumes that
there will be a range of food and beverage offerings in a distinctive setting (i.e., not similar to the
existing strip commercial character of Northlake Boulevard or U.S. 1). Not all employees have the
ability to dine out for lunch or to go shopping; as a result, the retail analysis selected those segments
most likely to be lunchtime dining and shopping consumers—this is comprised primarily of office
workers in professional and business services, among others. As presented in Section 3, 2020
employment data for both Lake Park and North Palm Beach served as the basis to estimate
potential spending and capture rates, and office worker spending patterns were based on a 2012
employee spending survey (updated in 2019) completed by the International Council of Shopping
Centers (ICSC), considered the most accurate source in the retail industry.
Average weekly spending on retail, food and beverage and consumer services was annualized over
50 weeks per year (as vacation spending would be counted as visitor-, not worker-, expenditures).
We also note that spending patterns are prior to the pandemic’s effects on workplace populations
and reduced in-person visitation to stores and restaurants. Since the redevelopment of Twin City
Mall will require multiple years of construction and lease-up, the analysis assumes stabilized (i.e.,
non-COVID) market and economic conditions.
As illustrated in Table 50, 2020 employee counts from both Lake Park and North Palm Beach were
utilized to estimate total potential spending by office and service workers. North County was
excluded from this analysis—to ensure a more conservative approach and because of the significant
retail inventory that exists elsewhere in the surrounding trade area. As such, employees in the
larger North County trade area are less likely to travel to the Twin City Mall redevelopment due to
time constraints. Using very modest capture rates of spending potentials for selected workplace
categories suggests that nearby office and service employees will support a limited amount up
to 1,575 sq. ft. of retail space at buildout.
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Table 50: Retail Potentials—Nearby Office & Service Employees, 2025
Annual Total Annual Estimated Annual Avg. Sales 2025
Total Office & Service Per Employee Employee Capture On-site Spending Productivity Supportable
Location Employment Employees Spending (1)Spending Rate (2)Area Employees Per SF (3)SF
Lake Park 6,604 1,520 8,957.50$ 13,615,400$ 1.5%204,231$ 372.82$ 548
North Palm Beach 6,185 1,712 8,957.50$ 15,335,240$ 2.5%383,381$ 372.82$ 1,028
Total:12,789 3,232 8,957.50$ 28,950,640$ 587,612$ 1,576
(1) ICSC Research Report on Office Worker Spending, 2012 (updated to 2019).
(2) The capture rate is an estimate that reflects the enhanced marketability of a redeveloped Twin City Mall in capturing a portion of area office/service employee spending.
(3) This reflects 2025 aggregated average sales productivity (per sq. ft.) across selected retail categories. This is based on an average annual inflation rate of 3.5% per year (using an
an adjusted Federal Reserve rate from 2021, during which the Fed increased estimated inflation rates from 3.4% to 4.2%).
Source: Federal Reserve Bank; International Council of Shopping Centers (ICSC); RDS LLC; WTL+a, September 2021
2020
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Retail Demand—Resident -based Leakage & Inflow
Using information on household retail sales (among residents of both municipalities) and actual store
sales (as presented in Section 3), it is possible to understand the degree to which existing retail is
capturing expenditures by residents and other consumers such as visitors. The origin of non -
resident sales is not documented, but by comparing estimated volumes of resident spending
potentials against total store sales, the difference between resident-serving locations and retail that
attracts spending from outside the area can be determined. If store sales exceed what households
spend, the difference is known as ‘inflow,’ meaning that a portion of total retail sales are attributable
to outside/non-resident consumers.
As illustrated previously in Table 10 , store sales in the Town of Lake Park generate annual sales
inflow of approximately $169 million per year. This is mostly attributable to large format (“Big
Box”) stores located on Congress Avenue , such as Walmart, Lowe’s, Kohl’s, and Target, which draw
consumers from a much larger trade area. These types of stores are strong shopping destinations
and offer product ranges and price values that encourage shoppers to travel farther than they might
for smaller/local businesses. By contrast, households in North Palm Beach export sales (known
as retail ‘leakage’) of $84.6 million per year to stores and retail businesses located outside of
North Palm Beach. It is likely that a portion of this spending transfers to both Lake Park retailers
along Congress as well as The Gardens Mall area, where there are three major retail destinations.
In North Palm Beach, these ‘exported’ or ‘leaked’ sales appear in green in Table 9, suggesting that
some portion of this leakage can be “recaptured” if a better product mix is available nearby, such as
the Twin City site.
The part of the site fronting U.S. 1 (north of Palmetto Drive in Lake Park) is within the municipal
boundaries of North Palm Beach. Existing uses like the BP Gas Station, CVS, and other pad site
uses are not likely to be removed in the near future, but the 13.1 -acre parcel containing the auto
museum is under contract, and redevelopment concepts are being prepared. One concept
considers a mix of uses, predominantly residential, that may also include limited retail and a small
amount of professional office space. If this mix of uses is approved/entitled and built on the site
proximate to the rest of North Palm Beach, an opportunity exists to ‘recapture’ a share of
existing retail sales ‘leakage’ out of the Village.
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Table 51: Retail Potentials—Recapture of Existing Resident-based Sales Leakage
Avg. Sales Potential Estimated Recaptured Avg. Sales 2025
Productivity Supportable Capture On-site Productivity Supportable
Location Inflow (1)Leakage (2)Per SF (3)SF Rate (4)Spending Per SF (3)SF
Lake Park Sales 169,427,772$ 372.82$ 454,449 0.50%847,139$ 372.82$ 2,272
North Palm Beach Sales (84,579,788)$ 372.82$ (226,865) 1.5%1,268,697$ 372.82$ 3,403
Total:169,427,772$ (84,579,788)$ 227,584 2,115,836$ 5,675
(1) Inflow is defined as retail store sales that occur within the jurisdiction in excess of annual household spending. This reflects sales drawn from outside Lake Park (primarily
to Congress Avenue).
(2) Leakage is defined as household retail sales that households transfer out of the jurisdiction to other jurisdictions. This reflects sales leaving North Palm Beach for other
areas, and represents a potential "recapture" opportunity.
(3) This reflects 2025 aggregated average sales productivity (per sq. ft.) across selected retail categories. This is based on an average annual inflation rate of 3.5% per year
(using an adjusted Federal Reserve rate from 2021, during which the Fed increased estimated inflation rates from 3.4% to 4.2%).
(4) The capture rate is an estimate that reflects the enhanced marketability of a redeveloped Twin City Mall in capturing existing household sales inflow and leakage.
Source: Federal Reserve Bank, 2021; Bureau of Labor Statistics; Claritas, Inc.; ESRI Business Analyst; RDS LLC; WTL+a, September 2021
Annual "Opportunity Gap"
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As illustrated in Table 51 , if Lake Park is able to recapture 0.50% more of total annual inflow sales,
that slight increase would support approximately 2,270 sq. ft. of retail space (either on the Lake Park
portion of the site or shifted to a mixed-use concept with a retail concentration on the North Palm
Beach side of the site). While Lake Park may not want to forego potential ad valorem and sales tax
revenues generated by new retail space, shifting this sp ace across the municipal boundary might
also strengthen the convenience of retail as an amenity for residents of Woolbright’s project, which
will include no retail space .
Conversely, supporting a cohesive retail component on the North Palm Beach side of the site could
potentially recapture a share of annual household retail spending leaving the Village for other
jurisdictions. If 1.5% of the ‘leaked’ sales could be recaptured at the site, this would support an
additional 3,400 sq. ft. of new retail. In summary, the recapture opportunity suggests support for
up to 5,675 sq. ft. of retail space at buildout.
Retail Demand—Conclusion
Table 52 summarizes potential consumer markets and sales estimates from various sources that
could expect to support new retail uses as part of the redevelopment of the Twin City Mall site. A
critical assumption is that the redevelopment program will create a retail setting that is
differentiated from other offerings in the area, that the configuration is pedestrian and on-site
resident friendly, and that the mix of retail businesses can become a dining and limited
shopping/services location. These assumptions are necessary to achieve capture rates applied in
the analysis and to retain a portion of household sales leakage occurring in North Palm Beach. If
these criteria are not met, then the retail program would not appear to be achievable. Moreover, if
the residential development program identified in the housing analysis is reduced below the
supportable 800 to 1,050 units, market demand for the site’s retail program would also be reduced.
Using potential sales increases from all consumer sources, the total retail development program
for the Twin City Mall site should target a range of 22,000 to 24,000 sq. ft.
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Table 52: Retail Demand—Summary of Market Support
Location Consumer Segment/ Source Low High
Lake Park Existing Residents 798 798
New On-site Residents 1,609 1,609
Office & Service Employees 548 548
Sales Inflow/Leakage 2,272 2,272
Subtotal - Lake Park:5,227 5,227
North Palm Beach Existing Residents 1,822 1,822
New On-site Residents 7,616 10,078
Office & Service Employees 1,028 1,028
Sales Inflow/Leakage 3,403 3,403
Subtotal - North Palm Beach:13,869 16,331
North County Existing Residents 2,622 2,622
TOTAL SUPPORTABLE RETAIL:21,718 24,180
Source: RDS, LLC; WTL+a, September 2021.
Supportable SF
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6 Redevelopment & Marketing Issues
The possible redevelopment of the Twin City Mall site will be a significant improvement to a
complicated parcel that has been underutilized for a significant period of time. That redevelopment
opportunities will be enhanced due to a joint effort between the Village of North Palm Beach and the
Town of Lake Park will create economic benefits for both communities. Notably, redevelopment
planning will require a shared effort to market, administer, review, and approve future proposals. As
background for discussion and coordination between the two jurisdictions in managing the
redevelopment process, this section outlines several areas for consideration. Depending on how the
developer solicitation process is defined, proposals reviewed and approved, and financial and/or
regulatory incentives authorized, initial design of the process can avoid misunderstandings or
mistaken expectations and unintended project delays, or final outcomes may vary from goals
established at the outset of the process.
Similar to other redevelopment projects, there are likely to be multiple successive steps in this
process. These steps are generally sequential, including the earliest to determine initial goals and
objectives as defined by each municipality, structuring and solicitation of redevelopment proposals,
to developer selection(s)/project approvals/entitlements and final implementation. Unlike other sites
in which there is (at least) partial ownership by the public sector, neither municipality owns any of
the multiple properties comprising the redevelopment site. The public sector’s influence on the
desired plan will be less direct and based on entitlements, adoption and incorporation of an overall
master redevelopment plan, negotiations with developers between the two jurisdictions, and project
implementation. Redevelopment will result from the exercise of zoning and public policies rather
than direct participation as an owner. This policy-based method is used frequently and requires
clarity in terms and goals, longer-term commitments to the adopted master plan, and flexibility over
time to ensure that redevelopment is successful.
The redevelopment project can be grouped under three major areas:
Definition of Redevelopment Program and Master Plan
Marketing, Developer Solicitation, and Selection Process, and
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Application and Implementation of Public Policy to Leverage Developer Commitments
Each of these elements is discussed in greater detail below.
The long-term redevelopment program for the Twin City Mall site will be shaped by the following
components:
Property Ownership Patterns/Separate Jurisdictions
One of the biggest challenges to a cohesive, master-planned redevelopment of the site is
fragmented ownership. As depicted in Figure 1, the Twin City Mall site is located in two adjoining
municipalities—the Town of Lake Park and the Village of North Palm Beach. As noted in Section 2,
there are at least 16 parcels within the site’s boundaries with nine separate property owners.
Town of Lake Park Portion
As illustrated previously in Table 1 and according to Palm Beach County Property Appraiser records:
Approximately 59% of the western portion of the site (comprising 22.47 acres) is located in the
Town of Lake Park. This portion is bounded by Northlake Boulevard on the north; Palmetto
Drive on the south; an internal road on the west; and the municipal limits with North Palm Beach
on the east;
Northlake Promenade Shoppes/Woolbright Development (based in Boca Raton) own four
parcels comprising 11.57 acres across the site (in both jurisdictions). The other major property
owner is a LLC partnership known as JS133 US One LLC and Village Shoppes at US1 LLC;
The largest retail property, “Northlake Promenade Shoppes,” is located in Lake Park and
anchored by a + 52,768 sq. ft. Publix supermarket; another 4,036 sq. ft. of adjacent in-line retail
spaces for 10 businesses; 10,546 sq. ft. occupied by a UPS store; and 300+/- surface parking
spaces. The grocery store and parking areas are owned/controlled by Publix, but the store is the
anchor use of the Northlake Promenade Shoppes, owned by Woolbright Development;
Pad sites along U.S. 1 and Northlake Boulevard located in Lake Park include Helix Urgent Care
(a walk-in medical clinic) and Wendy’s; and
Three parcels used as storm water management ponds are recorded under one property
number.
Woolbright Development is seeking approval to construct 250 rental apartments on a vacant 6.6-
acre parcel west of Publix supermarket in Lake Park. The building would be constructed around a
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central ‘amenity’ ‘courtyard with approximately 260 surface parking spaces located to the west of the
building. This significant infill project will be the first private investment in redevelopment of the site.
Village of North Palm Beach Portion
As illustrated previously in Table 1 and according to Palm Beach County Property Appraiser records:
The remainder (41%) of the site is located in the Village of North Palm Beach (comprising 15.75
acres). The North Palm Beach portion of the site is bounded by Northlake Boulevard on the
north; by U.S. Route 1 on the east; and , by the eastern extension of Palmetto Drive on the south.
There are three curb-cut access roads into the mall site from Northlake Boulevard; another three
from U.S. 1; and three from Palmetto Drive;
The eastern portion of the northernmost water retention pond is located in North Palm Beach;
Pad sites along U.S. 1 and Northlake Boulevard located in North Palm Beach include a CVS
Pharmacy (at the intersection), a BP Gas Station, and TD Bank; and
WTL+a understands that 13.1 acres were placed under contract in August 2021 by JS 133 US
One LLC and Village Shoppes at US1 LLC. At the time of this report, the sale has not yet been
recorded in the County’s records. This property formerly housed the “Cars of Dreams” Museum,
office and warehouse space, and a restaurant and has frontage on U.S. 1 (a small linear parcel
on the back side/western edge of the auto museum is located in Lake Park).
The site totals 38.22 acres of land. Notably, the two largest parcels on the site are slated for
redevelopment, one located in each municipality. These projects will be the primary focus of the
redevelopment master plan and are expected to generate greater ad valorem tax revenues for both
Lake Park and North Palm Beach after redevelopment.
From a regulatory and administrative perspective, both Lake Park and North Palm Beach have taken
critical steps in creating an overall conceptual approach for the Twin City Mall site, and both
jurisdictions have modified their planning documents and building codes to mutually promote an
overall site plan concept:
The Village of North Palm Beach’s plan and development code amendments addressed broader
zoning descriptions/designations and review and approval processes to update the 1972
Ordinance to a new ‘Code’, which removed the Certificates of Appropriateness
submission/review and approvals system enacted in 1972;
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The new code in North Palm Beach updates an older, more cumbersome system of submittal
and review by proposers. The Village’s amendments were approved and adopted on September
24, 2020;
The revised building code for North Palm Beach assigns review and approval of development
design issues to the Planning Board, which (since 1977) has served as the former
‘Appropriateness Board’ in reviewing development proposals by developers. References to the
process and awarding of Certificates of Appropriateness have been struck from the new
document; and
The Lake Park amendments, reviewed in September 2020 also addressed changes in site layout
and mix of uses and included an overall site plan that illustrated conceptual redevelopment
concepts for the site in both jurisdictions.
We note that the concepts shown on the documents do not match the proposed site plan of the 250-
unit residential project submitted by Woolbright Development for its property west of Publix.
According to municipal staff, there is no interlocal agreement between North Palm Beach and
Lake Park that outlines how an approved/adopted redevelopment master plan might be
reviewed, approved, and/or adopted through a design partnership between the two
municipalities.
As noted above, the building location of the former Cars of Dreams Museum was included in the
sale of several parcels (comprising 7.99 acres, 0.43 acres and 0.72 acres) that were placed under
contract for sale in August 2021. The redevelopment concept for this group of properties is planned
to be a mix of uses with housing, retail, and possibly limited office space. The initial concept is
anticipated to seek between 600 and 800 residential units, structured parking in two garages, open
space for public gathering surrounded by activating retail uses (especially food and beverage), and
possible office space on the second floor of mixed-use buildings.
Planning and design for this redevelopment concept are underway, but there is no schedule for
submission, review, and approvals by the Village, nor is there a determined construction/completion
schedule at the time of this analysis. Notably, the number of units needed to recover the
property’s purchase price will necessitate that existing building heights and densities be
reconsidered and/or revised. The applicant recognizes that public support for these possible
changes is critical.
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Potential Marketing & Implementation Issues
Potential marketing and implementation issues resulting from fragmented/multiple property
ownership and two different jurisdictions include:
Design/Development Consistency & Central Planning Guidance Document
While both local governments have modified their development codes to accommodate
redevelopment and outline broad height and density guidelines, Woolbright Development’s proposal
does not correspond to the conceptual plans developed by Lake Park in its Comprehensive Plan, or
the conceptual diagrams developed for the Village of North Palm Beach Master Plan by TCRPC.
Based on documents provided, it appears that there is no single guiding master plan document
to be used by the two local governments in implementing redevelopment. Modifications to
respective local development codes and Comprehensive Plans will provide a level of consistency,
but the two are not linked. We recognize this may not be an issue, as Woolbright’s multi-family
rental project is already designed, and redevelopment planning of the property formerly occupied by
the Cars of Dreams Museum has just been initiated . For purposes of consistency and predictability
for present and future developers on the Twin City Mall site, a mutually related legal description of
materials, scale/height/density, and other design characteristics could enhance the final
redevelopment image and identity.
To ensure a predictable planning process, the two jurisdictions should collaborate on
production of a shared planning guidance document that illustrates 1) existing allowed heights
and densities; 2) how the two portions of the site can be optimally connected for pedestrians and
vehicles; and 3) a vision of how future redevelopment might occur for existing outparcels, project
entries and (should it ever become an opportunity), consideration of a new location for a future
(potentially expanded) Publix.
There does not appear to be a jointly develope d plan for the site’s redevelopment today; without this
type of documented future vision (which could also comprise an evolved consolidation of past plans),
redevelopment will occur in a more piecemeal manner. Excellent development results from
excellent planning. A central vision plan would establish both predictability for long-term
redevelopment and allow for consistent outcomes across a site with multiple owners.
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Public Goals & Objectives
Without a fully vetted master plan for the site across both municipalities (whether incentivized or
legally adopted as a planning requirement), it is unclear where and how much public open space,
accessible amenities, and other non-revenue generating features of redevelopment will be
guaranteed in the project’s implementation. In different ways, each conceptual plan identified in this
report (Woolbright site in Lake Park and investor concept in North Palm Beach) recognizes the
objectives of increasing the amount of public open space, providing ‘urban’ plazas/green space,
landscaped roadways, and other benefits, but as there is no single plan, there is no single
agreed location and/or development mechanism to achieve this important public goal. A joint
planning effort may strengthen the ability of the two governments to meet open space goals by
legislatively “sharing” the available open space on one site to serve the requirements of another.
That is not to say that there are not significant other benefits that will accrue from redevelopment. In
terms of direct and indirect economic benefits, there will be new housing, new residents (generating
additional resident spending), increased ad valorem property taxes, new sales taxes generated, and
opportunities for job creation, with categories depending on the final development program of uses.
But it is noted that during public discussions about redevelopment, there were stated goals for more
open space in a larger combination of redevelopment parcels. There were also comments about
balancing increased density with walkable scale and a well-connected, pedestrian -friendly
environment, something largely lacking in both communities today.
As the project evolves, to meet the goal of increased densitie s (and potentially goals of more
affordable housing, mixed-use and more multi-family residential), there may be the need to plan for
structured parking, whether for existing retail (like the Publix supermarket) or for mid-rise residential
to free up land for increased density. Key issues surrounding structured parking include:
At present, base land values and allowed redevelopment densities at the site are not likely
to justify the capital investment costs of structured parking at a commercial level, so a
mechanism for public funding may be necessary if this objective is pursued;
The location, linkage to adjacent use(s), and timing of structured parking could conceivably be
managed by either Lake Park, North Palm Beach, or a combination of the two; and
The ability to use public financing sources (such as a public bond) may require consideration of
an overlay ‘authority district’ or planning district (potentially including land in both jurisdictions) as
a solution, should structured parking become a requirement.
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At present, redevelopment planning is specific to the municipality in which the new project is located.
While the Wendy’s site on Northlake Boulevard is relatively small, the property is split between the
two local governments. As a legal issue, Wendy’s is functioning well as currently divided. As a
future redevelopment site, however, split parcels may complicate a single connected plan and vision.
Administration, Review & Approvals
With nine separate property owners, each having different priorities and timing for redevelopment or
other investment, it is likely that longer-term redevelopment will result in property consolidation,
higher-density projects (concurrent with increasing values in the underlying land) and changing
development patterns along the major roadways framing the site. While the Town of Lake Park and
Village of North Palm Beach have worked cooperatively to revise development codes and to share
information about developer proposals, the municipalities do not appear to have a joint
mechanism to administer, review , and approve development program review for components
such as potentially shared infrastructure investment, differing property tax rates, or sales tax
revenues.
If the primary objective is to redevelop the site and generate net new ad valorem taxes for each
municipality, a more formalized structure may not be needed. But if there are economies-of-scale or
joint financing benefits to be gained by considering cost-sharing of elements like storm water
management, water and sewer, police and fire protection services, building inspections, or property
tax assessment rates, a more structured approach (such as a joint- or shared-jurisdiction overlay
district) may be considered.
A less structured approach may involve regular joint meetings between the two municipalities for
planning and development workshops for review by both jurisdictions’ specific committees. These
regular meetings could help identify issues of inconsistency and allow representative advisory review
committees/commissions/boards to discuss and resolve unanticipated project circumstances or
requests for planning policy changes or financial incentives. This ‘joint meetings’ approach could
also consider consistencies or differences in urban design and planning standards, material
standards, and public space connectivity across both parts of the site.
Changing Market Forces & Characteristics
Both Lake Park and North Palm Beach have developed over time as low-scale , suburban
communities characterized by a predominance of single-family detached housing, with selected
higher-density development along the Intracoastal Waterway in each community. Because
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waterfront properties are highly desirable for residential development (and generally more highly
valued in the marketplace), these parcels present a particular opportunity for long-term
redevelopment, particularly in Lake Park. Existing development along the Lake Park waterfront is
centered around Kelsey Park and the Town’s marina, which preserve public views and access.
These public amenities are now attracting potentially significant new investment, such as the
Nautilus 220 project (which will contain 332 high-end condominium units) and are developing in
response to a higher-density opportunity, both in scale and height and in the achieved values that
are anticipated over time.
This raises the issue of future reconsideration of current building heights and densities and the new
markets they can represent. Florida has long benefitted from the relocation of residents from the
Northeast and Midwest due to its tropical climate; more recently, population relocation has increased
as a result of the pandemic and ability to work remotely. New ‘relocated’ residents are looking for
new places to live and do not bring preconceived notions about community character. In response,
developers are looking for lower-priced parcels to create higher values, and Lake Park’s waterfront
is viewed as an opportunity to create those higher-priced (and higher-density) values.
While the North Palm Beach part of the site is technically within the Village’s boundaries, it is
positioned to capitalize on this new resident opportunity, as the Village’s remaining water-proximate
properties are already developed, have highly fragmented ownership, and will be more costly to
purchase. This suggests that a higher-density option should be considered for that portion of the
site adjacent to U.S. 1, including the former Dreams of Cars Museum building. Higher elevations
bring water views and value premiums in both sale prices and rental rates, and this will be appealing
to new residents who may not want the lower-scale lifestyle that exists in the single-family
neighborhoods in North Palm Beach.
Current development codes and height limits do not encourage or allow developments above mid-
rise levels. The decision to consider increased heights on the North Palm Beach part of the site will
also affect views and public space access from the Lake Park parcels. WTL+a suggests, because
of its location and context, that new uses on the North Palm Beach portion of the site
consider greater densities and building heights to capture a share of this emerging market.
The Village is effectively competing for this market with multiple other communities along the
waterfront in South Florida.
Another consideration is the value of land for surface parking. In real estate economics, there will be
a point in time when the value per surface-foot will exceed the inherent value of surface parking.
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This will mean that structured parking can become more financially feasible than the opportunity-cost
of retaining surface parking over the long-term. This issue is an immediate one for the mixed-use
concept being considered by the prospective owners of 13.1 acres on the North Palm Beach side of
the site. Over time, this may also become an issue for the Publix site in Lake Park. Grocery stores
require parking and provide an amenity to nearby residents, but they are generally planned with
suburban development and parking standards. It is unknown whether Publix’ real estate department
is considering long-term redevelopment of their existing Lake Park store (and particularly its large
parking field). The planned Woolbright project is also meeting its parking requirements with surface
parking, but that could also change as property values increase. It is also recognized that structured
parking is much more costly per parking stall than surface parking (by a cost factor of two to four
times per parking stall ).
This is the reason that public incentives may be required to close the ‘cost gap’ between land
values that exceed those of surface parking but may not be high enough to be cross-
subsidized by the value of internal project uses (on a per square foot basis). WTL+a suggests
that the Town of Lake Park should anticipate that long-term future redevelopment on parcels
dependent on surface parking may evolve over time to require structured parking; the Town should
seek to balance opportunities for additional density against the structured parking costs, whether
incorporated into developer costs or incentivized by the Town or another public entity.
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Appendix
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Table 53: Summary of Demographic Characteristics & Forecasts, 2010—2025
As % of Annual Annual
2020 County 2010-2020 Growth Rate 2020-2025 Growth Rate
Population Trends & Forecasts
Palm Beach County 1,460,733 140,599 1.02%88,359 1.18%
Lake Park 8,762 0.6%607 0.72%339 0.76%
North Palm Beach 12,975 0.9%954 0.77%515 0.78%
North County Trade Area 73,538 5.0%8,182 1.19%3,987 1.06%
Age Cohorts
Median Age Age 25-64 Age 65+Age 25-64 Age 65+Age 25-64 Age 65+
Lake Park 37.5 54%15%53%17%-2.5%16.0%
North Palm Beach 57.4 47%37%44%41%-7.9%12.3%
North County Trade Area 47.6 52%25%50%28%-4.1%10.9%
Annual Household Incomes
Annual Average < $100,000 $100,000+< $100,000 $100,000+< $100,000 $100,000+
Lake Park 62,384$ 85%16%83%17%-1.3%7.1%
North Palm Beach 107,822$ 60%40%56%44%-6.8%10.1%
North County Trade Area 107,081$ 65%35%62%38%-4.2%8.5%
Source: U.S. Census Bureau; American Community Survey; ESRI Business Analyst; WTL +a, May 2021.
5-Year Forecast (2025)% Change: 2020-2025
Current Estimates (2020)
Current Estimates (2020)
Population Growth (Past 10 Years)Population Forecast (Next 5 Years)Current Estimates (2020)
5-Year Forecast (2025)% Change: 2020-2025
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Table 54: Summary of Economic Characteristics & Forecasts, 2007—2028
Annual HH Comparison to Retail Leakage or Retail Space
Retail Spending County (Inflow)Per Capita
Retail Spending & Inflow/Leakage
Palm Beach County 21,134$ 54.3
Lake Park 14,176$ 67.1%(169,427,772)$ 103.7
North Palm Beach 23,966$ 113.4%84,579,788$ 99.1
North County Trade Area 23,785$ 112.5%112.0
Employment
2028 (DEO)
As % of County Jobs-to-Population Job Gains or New Jobs If Fair
Total Jobs (Fair Share)Ratio (Losses)Past 12 Years Past 5 Years Share Maintained
Palm Beach County 713,943 0.49 75,851 87,755
Lake Park 6,604 0.93%0.75 552 0.747%0.751%812
North Palm Beach 6,185 0.87%0.48 182 0.758%0.794%760
North County Trade Area 49,371 6.9%0.67 3,760 5.0%7.4%6,068
Selected Industry Sectors (As % of Total Jobs)
Industrial
Retail Trade &Administration Professional/Information Manufacturing
Arts/Entertainmt Accommodation/& Waste Scientific/Tech'l Finance/Insur Wholesale Trade
& Recreation Food Services Healthcare Management Services & Real Estate Transp & Whsg
Palm Beach County 15%11%15%11%8%8%8%
Lake Park 24%12%8%14%3%1%17%
North Palm Beach 10%14%24%9%15%8%2%
North County Trade Area 20%13%15%12%8%8%9%
Source: U.S. Census Bureau; American Community Survey; ESRI Business Analyst; WTL +a, May 2021.
Retail & Hospitality Office
2018 (Census)
2020 (Dun & Bradstreet)2007-2018 (Census)
New Jobs As % of County
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Table 55: Summary of Real Estate Market Conditions, 2001—2020
Palm Beach North County Lake North
County Trade Area Park Palm Beach
Workplace: Office
2020 Inventory (SF)57,613,955 4,970,337 57,566 1,081,296
As % of County or Trade Area 8.6%1.2%21.8%
Annual Net Absorption
Past 20 Years (2001-2020)10,222,609 1,365,726 7,822 (53,440)
Average Annual 511,130 68,286 391 (2,672)
As % of County or Trade Area 13%0.6%-
Past 5 Years (2016-2020)854,515 212,422 3,707 (19,031)
Average Annual 170,903 42,484 741 (3,806)
As % of County or Trade Area 25%1.7%-
2020 Only (Pandemic)(434,190) 59,890 8,860 725
2021 (Jan-April)237,726 (52,234) (1,345) 18,679
New Development
Past 20 Years (2001-2020)14,750,527 1,763,316 1,332 35,496
Average Annual 737,526 88,166 - -
As % of County or Trade Area 12%0.08%2.0%
Past 5 Years (2016-2020)1,277,936 300,158 - -
Average Annual 255,587 60,032 - -
As % of County or Trade Area 23%0%0%
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Table 55 (Continued): Summary of Real Estate Market Conditions, 2001—2020
Palm Beach North County Lake North
County Trade Area Park Palm Beach
Retail & Hotel
2020 Inventory (SF)79,577,880 8,239,538 908,739 1,285,492
As % of County or Trade Area 10%11%16%
Annual Net Absorption
Past 15 Years (2006-2020)5,330,722 1,292,961 109,050 77,437
Average Annual 355,381 86,197 7,270 5,162
As % of County or Trade Area 24%8%6%
Past 5 Years (2016-2020)1,361,841 325,811 102,856 3,990
Average Annual 272,368 65,162 20,571 798
As % of County or Trade Area 24%32%1.2%
2020 Only (Pandemic)(161,770)(49,235) 8,707 35,328
2021 (Jan-April)119,226 72,768 4,332 (36,503)
New Development
Past 15 Years (2006-2020)11,941,314 1,849,853 101,874 36,803
Average Annual 796,088 123,324 6,792 2,454
As % of County or Trade Area 15%6%2%
Past 5 Years (2016-2020)2,481,384 259,332 4,765 3,100
Average Annual 496,277 51,866 - -
As % of County or Trade Area 10%1.8%1.2%
Hotel Inventory (Rooms)17,740 N/A - 154
As % of County N/A 0%0.9%
Housing
Housing Starts (2007-2019)
Single-family Detached 28,823 N/A 3 45
Multi-family 20,934 N/A - 182
Total:49,757 3 227
Annual Net Absorption-Multi-family
Past 20 Years (2001-2020)N/A 1,537 (14) 10
Average Annual 77 - -
As % of County or Trade Area - -
Past 5 Years (2016-2020)N/A 812 3 3
Average Annual 162 - -
As % of County or Trade Area - -
Source: CoStar, Inc.; ESRI Business Analyst; STR Global; WTL+a, May 2021.
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Table 56: Employee Inflow/Outflow—Town of Lake Park, 2008—2018
2008 2013 2018 Amount %
Total Inflow/Outflow
Employed in Lake Park 4,372 3,595 4,865 493 11%
Labor Force Living in Lake Park 4,167 2,915 4,497 330 8%
Net Job Inflow (+) or Outflow (-)205 680 368 163 80%
Outflow Job Characteristics (1)
Workers in "Goods Producing" Industries 371 184 361 (10) -3%
Workers in "Trade, Transportation & Utilities" Industries 708 402 822 114 16%
Workers in "All Other Services" Industries 2,911 2,197 3,150 239 8%
Total:3,990 2,783 4,333 343 9%
Inflow Job Characteristics (2)
Workers in "Goods Producing" Industries 1,170 643 1,259 89 8%
Workers in "Trade, Transportation & Utilities" Industries 1,182 990 1,385 203 17%
Workers in "All Other Services" Industries 1,843 1,830 2,057 214 12%
Total:4,195 3,463 4,701 506 12%
(1) Includes job characteristics of labor force residents of Lake Park who work elsewhere.
(2) Includes job characteristics of labor force residents living elsewhere who work in Lake Park.
Source: U.S. Census Bureau, On-the-Map; WTL+a; April 2021.
Change: 2008-2018
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Table 57: Employee Inflow/Outflow—Village of North Palm Beach, 2008—2018
2008 2013 2018 Amount %
Total Inflow/Outflow
Employed in North Palm Beach 3,510 3,911 4,619 1,109 32%
Labor Force Living in North Palm Beach 4,880 4,188 5,344 464 10%
Net Job Inflow (+) or Outflow (-)(1,370) (277) (725) 645 -47%
Outflow Job Characteristics (1)
Workers in "Goods Producing" Industries 557 347 533 (24) -4%
Workers in "Trade, Transportation & Utilities" Industries 972 659 984 12 1%
Workers in "All Other Services" Industries 3,135 2,889 3,521 386 12%
Total:4,664 3,895 5,038 374 8%
Inflow Job Characteristics (2)
Workers in "Goods Producing" Industries 217 226 201 (16) -7%
Workers in "Trade, Transportation & Utilities" Industries 320 375 403 83 26%
Workers in "All Other Services" Industries 2,757 3,017 3,709 952 35%
Total:3,294 3,618 4,313 1,019 31%
(1) Includes job characteristics of labor force residents of North Palm Beach who work elsewhere.
(2) Includes job characteristics of labor force residents living elsewhere who work in North Palm Beach.
Source: U.S. Census Bureau, On-the-Map; WTL+a; April 2021.
Change: 2008-2018
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Table 58: Employee Inflow/Outflow—North County Trade Area, 2008—2018
2008 2013 2018 Amount %
Total Inflow/Outflow
Employed in North County Trade Area 39,316 37,222 44,755 5,439 14%
Labor Force Living in North County Trade Area 28,912 26,967 31,999 3,087 11%
Net Job Inflow (+) or Outflow (-)10,404 10,255 12,756 2,352 23%
Outflow Job Characteristics (1)
Workers in "Goods Producing" Industries 2,524 1,759 2,611 87 3%
Workers in "Trade, Transportation & Utilities" Industries 4,635 4,068 5,015 380 8%
Workers in "All Other Services" Industries 15,560 15,507 18,085 2,525 16%
Total:22,719 21,334 25,711 2,992 13%
Inflow Job Characteristics (2)
Workers in "Goods Producing" Industries 4,464 2,622 4,108 (356) -8%
Workers in "Trade, Transportation & Utilities" Industries 7,988 7,704 8,586 598 7%
Workers in "All Other Services" Industries 20,671 21,263 25,773 5,102 25%
Total:33,123 31,589 38,467 5,344 16%
(1) Includes job characteristics of labor force residents of North County Trade Area who work elsewhere.
(2) Includes job characteristics of labor force residents living elsewhere who work in North County Trade Area.
Source: U.S. Census Bureau, On-the-Map; WTL+a; May 2021.
Change: 2008-2018
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Table 59: Demographic Trends & Forecasts—Palm Beach County, 2000—2024
2000 2010 2019 % Dist.2024 % Dist.No.CAGR %
Demographic Profile
Population 1,131,184 1,320,134 1,460,733 1,549,092 88,359 1.18%
Households 474,175 544,227 595,315 629,257 33,942 1.12%
Avg. HH Size 2.34 2.39 2.42 2.43
Median Age 43.5 45.9 46.2
Race
White 970,121 1,015,647 70%1,043,274 67%27,627 0.5%
Black 228,690 284,136 19%319,417 21%35,281 2.4%
American Indian 6,043 6,010 0%5,967 0%(43) -0.1%
Asian, Pacific Islander 31,870 41,944 3%49,228 3%7,284 3.3%
Other 53,138 71,768 5%84,150 5%12,382 3.2%
Two or More Races 30,272 41,228 3%47,056 3%5,828 2.7%
Total:1,320,134 1,460,733 1,549,092 88,359
Hispanic (1)250,823 343,611 24%409,465 26%65,854 3.6%
Age Distribution
0-14 220,616 223,593 15%233,670 15%10,077 0.9%
15-24 153,675 155,395 11%156,584 10%1,189 0.2%
25-34 146,694 176,499 12%185,962 12%9,463 1.1%
35-44 165,576 159,321 11%178,203 12%18,882 2.3%
45-54 188,126 177,559 12%169,783 11%(7,776) -0.9%
55-64 160,292 197,572 14%197,733 13%161 0.0%
65-74 130,427 181,184 12%204,744 13%23,560 2.5%
75+154,728 189,610 13%222,413 14%32,803 3.2%
Income Profile
Households by Income
<$15,000 9.3%7.6%
$15,000 - $24,999 9.2%7.6%
$25,000 - $34,999 9.0%7.7%
$35,000 - $49,999 12.7%11.8%
$50,000 - $74,999 17.8%17.4%
$75,000 - $99,999 12.5%13.1%
$100,000 - $149,999 14.0%15.9%
$150,000 - $199,999 6.4%8.4%
$200,000+9.1%10.6%
Average HH Income 93,331$ 106,694$ 2.7%
Median HH Income 61,366$ 70,955$ 2.9%
Education Profile
Years of Education (2018 American Community Survey/ACS)
Less than 9th Grade 5.9%
9th-12th Grade, No Diploma 6.0%
High School Graduate (Includes Equivalency)24.9%
Some College, No Degree 19.6%
Associate Degree 8.8%
Bachelor's Degree 21.8%
Graduate/Professional Degree 13.0%
(1) Persons of Hispanic origin are a subset of other race categories; therefore, totals do not add.
https://factfinder.census.gov/faces/nav/jsf/pages/index.xhtml
Source: ESRI Business Analyst; American Community Survey; WTL +a, April 2021.
Change: 2019-2024
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Table 60: Industrial Market Profile—Town of Lake Park, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Industrial
Inventory 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 872,422 -
As % of County 1.8%1.7%1.8%1.8%1.8%1.8%1.8%1.8%1.7%1.7%1.7%1.7%1.7%1.6%
No. of Buildings/Centers 86 86 86 86 86 86 86 86 86 86 86 86 86 86
Vacant Stock 101,590 122,231 110,497 73,207 33,571 40,491 31,016 36,938 32,369 8,725 5,214 2,800 13,300 3,800 (97,790)
Vacancy Rate 11.6%14.0%12.7%8.4%3.8%4.6%3.6%4.2%3.7%1.0%0.6%0.3%1.5%0.4%-22.3%
Net Absorption:(47,047) (20,641) 11,734 37,290 39,636 (6,920) 9,475 (5,922) 4,569 23,644 3,511 2,414 (10,500) 9,500 50,743 3,625
Past 5 Years 28,569 5,714
Construction Deliveries 38,043 - - - - - - - - - - - - - 38,043
Gross Rent/SF 9.16$ 10.48$ 8.94$ 9.30$ 8.90$ 9.76$ 9.33$ 9.12$ 10.00$ 11.60$ 11.90$ 11.73$ 13.32$ 13.40$ 3.0%
Average Annual % Change - 14.4%-14.7%4.0%-4.3%9.7%-4.4%-2.3%9.6%16.0%2.6%-1.4%13.6%0.6%
Flex
Inventory 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 191,575 -
As % of County 1.7%1.6%1.6%1.6%1.6%1.6%1.6%1.6%1.6%1.6%1.6%1.6%1.7%1.7%
No. of Buildings/Centers 15 15 15 15 15 15 15 15 15 15 15 15 15 15
Vacant Stock 29,100 9,392 5,497 7,271 6,355 5,541 9,920 7,920 17,550 2,000 - - 7,235 7,235 (21,865)
Vacancy Rate 15.2%4.9%2.9%3.8%3.3%2.9%5.2%4.1%9.2%1.0%0.0%0.0%3.8%3.8%-10.2%
Net Absorption:(27,700) 19,708 3,895 (1,774) 916 814 (4,379) 2,000 (9,630) 15,550 2,000 - (7,235) - (5,835) (417)
Past 5 Years 10,315 2,063
Construction Deliveries - - - - - - - - - - - - - - -
Gross Rent/SF 4.43$ 9.63$ 9.87$ 9.91$ 9.03$ 8.85$ 8.99$ 8.99$ 13.36$ 13.09$ 12.53$ 12.00$ 12.15$ 11.95$ 7.9%
Average Annual % Change - 117.4%2.5%0.4%-8.9%-2.0%1.6%0.0%48.6%-2.0%-4.3%-4.2%1.3%-1.6%
Source: CoStar, Inc.; WTL+a, May 2021.
Change: 2007-2020National Recession & Recovery
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Table 61: Multi -family Rental Characteristics—North County Trade Area, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Inventory (Units)3,910 3,910 3,910 3,910 3,910 3,910 4,134 4,134 4,474 4,474 4,482 4,961 4,961 4,961 1,051
No. of Buildings 81 81 81 81 81 81 82 82 83 83 84 86 86 86 5
Vacant Stock (Units)290 322 326 239 273 208 251 170 527 282 266 403 249 205 (85)
Vacancy Rate 7.4%8.2%8.3%6.1%7.0%5.3%6.1%4.1%11.8%6.3%5.9%8.1%5.0%4.1%-4.4%
Total Net Absorption (Units)(32) (32) (2) 86 (35) 65 181 81 (18) 245 26 343 154 44 1,106 79
Past 5 Years 812 162
Construction Deliveries - - - - - - 224 - 340 - 8 482 - - 1,054
Average Unit Size (SF)1,009 1,009 1,009 1,009 1,009 1,009 1,026 1,026 1,060 1,060 1,063 1,098 1,098 1,098 0.7%
Average Monthly Rent 1,376$ 1,350$ 1,272$ 1,335$ 1,343$ 1,373$ 1,413$ 1,454$ 1,527$ 1,579$ 1,641$ 1,691$ 1,738$ 1,758$ 1.9%
Per SF Rent 1.27$ 1.25$ 1.18$ 1.23$ 1.24$ 1.27$ 1.31$ 1.34$ 1.41$ 1.46$ 1.52$ 1.56$ 1.61$ 1.62$ 1.9%
Average Annual % Change -1.6%-5.6%4.2%0.8%2.4%3.1%2.3%5.2%3.5%4.1%2.6%3.2%0.6%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
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Table 62: Office Market Profile—North County Trade Area, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Office
Inventory 4,326,209 4,494,078 4,549,145 4,549,145 4,622,620 4,661,564 4,661,564 4,661,564 4,699,969 4,695,760 4,326,209 4,708,993 4,800,551 4,970,337 644,128
As % of County 8.1%8.0%8.0%8.0%8.1%8.2%8.2%8.1%8.2%8.2%7.5%8.2%8.3%8.6%
No. of Buildings/Centers 216 222 225 225 226 227 227 227 228 227 227 228 228 230 14
Vacant Stock 457,063 637,767 733,927 811,442 912,734 820,332 846,298 664,125 567,552 420,915 424,202 543,847 515,602 625,498 168,435
Vacancy Rate 10.6%14.2%16.1%17.8%19.7%17.6%18.2%14.2%12.1%9.0%9.8%11.5%10.7%12.6%1.4%
Net Absorption:6,440 (12,835) (41,093) (77,515) (27,817) 131,346 (25,966) 182,173 134,978 142,428 (3,287) (106,412) 119,803 59,890 482,133 34,438
Past 5 Years 212,422 42,484
Construction Deliveries 218,877 167,869 55,067 - 73,475 38,944 - - 38,405 - - 18,400 111,972 169,786 892,795
Gross Rent/SF 28.61$ 27.59$ 26.37$ 26.39$ 23.36$ 23.63$ 25.26$ 25.52$ 26.01$ 26.68$ 29.59$ 29.36$ 30.23$ 34.80$ 0.4%
Average Annual % Change - -3.6%-4.4%0.1%-11.5%1.2%6.9%1.0%1.9%2.6%10.9%-0.8%3.0%15.1%
Base Rent/SF (NNN)20.85$ 20.42$ 19.64$ 19.95$ 18.78$ 18.54$ 20.04$ 19.69$ 20.69$ 21.56$ 22.44$ 22.62$ 23.28$ 26.78$ 0.9%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
WTL+a
WTL +a
Real Estate & Economic Advisors
Washington, DC—Cape Cod, MA
301.502.4171 508.214.0915 169
Table 63: Retail Market Profile—North County Trade Area, 2007—2020
2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020 Total Ann'l Avg.% CAGR
Inventory 7,546,358 7,841,154 7,970,229 8,061,489 8,061,489 8,049,125 8,036,933 8,036,933 8,039,089 8,038,829 8,013,696 8,117,459 8,199,142 8,239,538 693,180
As % of County 9.9%10.1%10.2%10.4%10.3%10.3%10.3%10.2%10.2%10.1%10.1%10.2%10.4%10.4%
No. of Buildings/Centers 383 394 394 398 398 397 395 395 392 395 395 399 407 409 26
Vacant Stock 432,136 471,503 544,942 496,653 406,178 283,307 326,689 344,556 451,444 335,271 192,103 359,505 236,451 326,082 (106,054)
Vacancy Rate 5.7%6.0%6.8%6.2%5.0%3.5%4.1%4.3%5.6%4.2%2.4%4.4%2.9%4.0%-2.8%
Net Absorption:(143,578) 259,429 55,636 139,549 90,475 110,507 (55,574) (17,867) (104,732) 115,913 118,035 (63,639) 204,737 (49,235) 659,656 47,118
Past 5 Years 325,811 65,162
Construction Deliveries 46,855 320,971 144,121 91,260 ----16,000 29,490 4,000 103,763 81,683 40,396 878,539
Gross Rent/SF 22.45$ 23.22$ 22.15$ 18.17$ 16.56$ 15.34$ 16.38$ 18.05$ 18.75$ 20.36$ 27.80$ 26.62$ 24.71$ 22.87$ 0.14%
Average Annual % Change - 3.4%-4.6%-18.0%-8.9%-7.4%6.8%10.2%3.9%8.6%36.5%-4.2%-7.2%-7.4%
Base Rent/SF (NNN)22.04$ 24.90$ 23.41$ 17.99$ 16.20$ 14.65$ 15.77$ 17.29$ 18.40$ 20.44$ 31.82$ 27.21$ 24.80$ 23.15$ 0.38%
Source: CoStar, Inc.; WTL+a, May 2021.
National Recession & Recovery Change: 2007-2020
VILLAGE OF NORTH PALM BEACH
VILLAGE ATTORNEY’S OFFICE
TO: Honorable Mayor and Council
THRU: Andrew D. Lukasik, Village Manager
FROM: Leonard G. Rubin, Village Attorney
DATE: December 9, 2021
SUBJECT: RESOLUTION – Adoption of quasi-judicial procedures (Tabled from November 18,
2021)
Through the adoption of Resolution No. 32-95 on July 27, 1995, the Village Council adopted a procedure
for the disclosure of ex-parte communication for quasi-judicial proceedings to remove the presumption of
prejudice associated with such communications. However, the Village Council never adopted formal
procedures for quasi-judicial proceedings.
Quasi-judicial decisions must be based on competent, substantial evidence presented during the course
of the public hearing before the decision-making body, and the parties to such a proceeding are entitled
to procedural due process. While formal procedures are not legally required, based on the revisions and
updates to the Village’s Commercial Zoning Code, Village Staff anticipates an increase in both the total
number of quasi-judicial proceedings and the number of proceedings before the Village Council.
The attached Resolution provides formal procedures for quasi-judicial proceedings before both the
Village Council and the Planning Commission. These procedures may be waived by the Village for
applications seeking only appearance review and approval, such as sign face approvals or changes and
color approvals or changes, or applications that are essentially ministerial in nature, such as plat
approvals.
A proceeding is quasi-judicial in nature when it involves the application of a general rule or policy to
specific individuals, interests or activities. The quasi-judicial body is required to hold hearings, weigh and
consider evidence, and exercise discretion of a judicial nature. Quasi-judicial matters include, but are
not necessarily limited to, the following applications:
Site-specific rezoning of real property
Site plan and appearance approval
Special exception uses
Planned Unit Developments
Variances;
Administrative appeals; and
Plats.
If the quasi-judicial matter involves more than one reading, such as an Ordinance approving a Planned
Unit Development, the first reading shall constitute the quasi-judicial proceeding. On second reading,
the Village Council may ratify the its prior decision or re-open the hearing.
The proposed procedures also provide a procedure for participation by interested persons. An interested
person is defined as a person or corporate entity that owns property or operates a business within 500
feet of the property that is the subject of the application or a person who resides within 500 feet of the
property. The 500 feet is consistent with the Village’s noticing requirements for development applications.
By law, interested persons are entitled to participate in the hearing and be afforded an opportunity to be
heard in the same manner as party to the proceedings. Interested persons may be afforded party status
by filing a notice with the Community Development Department no later than the close of business five
(5) days before the hearing. Staff will verify that the interested person satisfies the requirements for party
status.
The procedures for quasi-judicial proceedings before the Village Council and Planning Commission shall
be as follows:
Introduction of the matter (and reading of the caption if appropriate)
Swearing in of all persons who wish to speak, including parties, representatives, and members
of the public
Presentation of evidence by the Applicant, Staff and any interested person (limited to 20
minutes each)
Rebuttal by the Applicant, Staff and any interested person (limited to 5 minutes each)
Public Comment (limited to 3 minutes each)
Questions by the Village Council or Planning Commission to any party, witness or person
providing comment.
Closing argument by any interested person, Staff, and the Applicant.
Once the public hearing is closed, the presiding officer shall entertain a motion. The Council or Planning
Commission may re-open the public hearing during its deliberations if it so chooses.
All relevant evidence shall be admitted. While the formal rules of evidence do not apply, the proceedings
shall be governed by fundamental due process (a fair opportunity to be heard).
At the conclusion of the hearing, the quasi-judicial body shall issue a written determination (in the form
of an Ordinance, Resolution or Order). The procedures do not provide for rehearing or reconsideration
of a quasi-judicial decision, and the final determination is subject only to judicial review in a court of
competent jurisdiction within thirty (30) days of the rendition of the written determination.
There is no fiscal impact.
The attached Resolution has been prepared by this office and reviewed for legal sufficiency.
Update:
At its November 18, 2021 meeting, the Village Council tabled consideration of the Resolution and directed
this office to modify the procedures to expand the definition of Interested Person to include persons
(natural or corporate) who may not reside or own a business within 500 feet of the property that is the
subject of the application but may have a special interest in the proceeding. To that end, the definition
of Interested Person has been expanded to include any person “who will suffer a negative effect to a
protected interest as a result of the quasi-judicial application, where such interest exceeds in degree the
general interest of the community or public at large.” To effectuate this change, the procedures have
been modified as follows:
The Community Development Department shall verify Interested Person status in consultation
with the Village Attorney; and
In the event multiple Interested Persons seeking to become a party to the proceeding share the
same protected interest and are members of the same community association, the community
association shall be recognized as the Interested Person absent a compelling reason for each
Interested Person to be recognized as a separate party.
Staff has also included an additional provision addressing continuances. Continuances may be
requested by the Applicant, Village Staff, or an Interested Person who is a party to the proceeding.
Continuances shall be to a time and date certain and shall be in the sole discretion of the decision-making
body. Furthermore, either the Village Council or the Planning Commission may continue the proceeding
on its own volition.
Recommendation:
Village Administration requests Council consideration and approval of the attached Resolution
adopting procedures for quasi-judicial proceedings before the Village Council and Planning
Commission.
RESOLUTION 2021-
A RESOLUTION OF THE VILLAGE COUNCIL OF THE VILLAGE OF NORTH
PALM BEACH, FLORIDA, ADOPTING PROCEDURES APPLICABLE TO QUASI-
JUDICIAL PROCEEDINGS BEFORE THE VILLAGE COUNCIL AND PLANNING
COMMISSION; PROVIDING FOR CONFLICTS; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, through the adoption of Resolution No. 32-95 on July 27, 1995, the Village Council adopted
a procedure for the disclosure of ex-parte communications for quasi-judicial proceedings to remove the
presumption of prejudice association with such communications; and
WHEREAS, notwithstanding the foregoing, the Village Council never adopted formal procedures for
quasi-judicial proceedings; and
WHEREAS, quasi-judicial decisions must be based on competent substantial evidence presented during
a course of the public hearing before the decision-making body, and the parties to such a proceeding are
entitled to procedural due process; and
WHEREAS, while formal procedures are not legally mandated, based on the revisions and updates to its
commercial zoning regulations, the Village anticipates an increase in both the total number of quasi-
judicial proceedings and the number of proceedings before the Village Council; and
WHEREAS, the Village wishes to formalize its quasi-judicial procedures for proceedings before the
Village Council and the Planning Commission and determines that the adoption of this Resolution 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 NORTH PALM
BEACH, FLORIDA as follows:
Section 1. The foregoing recitals are hereby ratified and are incorporated herein.
Section 2. The Village Council hereby adopts formal quasi-judicial procedures, a copy of which is
attached hereto and incorporated herein by reference.
Section 3. All resolutions or parts of resolutions in conflict herewith are hereby repealed to the extent
of such conflict.
Section 4. This Resolution shall take effect immediately upon adoption.
PASSED AND ADOPTED THIS _____ DAY OF ________________, 2021.
(Village Seal)
MAYOR
ATTEST:
VILLAGE CLERK
Page 1 of 4
VILLAGE OF NORTH PALM BEACH
QUASI-JUDICIAL PROCEDURES
Intent
These procedures are intended to provide an equitable and efficient method for the Village Council
and the Planning Commission to hear matters that are considered quasi-judicial in nature. These procedures
shall apply to all quasi-judicial matters, except as otherwise set forth herein.
Definitions
For the purpose of these procedures, the following definitions shall apply unless the context clearly
indicates or requires a different meaning:
Interested person means any person, natural or corporate, who owns property, owns a business or
resides within five hundred (500) feet of the property that is the subject of the application or any person,
natural or corporate, who will suffer a negative effect to a protected interest as a result of the quasi-judicial
application, where such interest exceeds in degree the general interest of the community or public at large.
Applicant means any person, corporation or other legal entity who files an application with the
Community Development Department determined by Village Staff to be quasi-judicial in nature.
Party or parties means the Applicant, the Village, and any Interested Person who has complied
with the notice provisions set forth below and meets the applicable criteria.
Quasi-judicial body means the Village Council or the Planning Commission acting in its quasi-
judicial capacity.
Quasi-judicial in nature means the application of a general rule or policy to specific individuals,
interests, or activities by the quasi-judicial body, as more specifically set forth below.
Quasi-judicial matters
(a) Matters that are quasi-judicial in nature involve the actions of public officials who are
required to investigate facts, or ascertain the existence of facts, hold hearings, weigh evidence and draw
conclusions from such facts, as a basis for their official action, and to exercise discretion of a judicial nature
and any other decision involving the implementation, rather than formation, of Village policy. Quasi-
judicial matters include, but may not necessarily be limited to, the following:
(1) Applications for the site-specific rezoning of real property;
(2) Applications for site plan and appearance approval;
(3) Applications for special exception uses;
(4) Applications for Planned Unit Developments;
(5) Applications for variances;
(6) Administrative appeals; and
(7) Applications for plat approval
(b) For all quasi-judicial matters which require more than one reading, the first reading shall
constitute the quasi-judicial proceeding. Once a decision is rendered to grant or grant with conditions the
relief sought by the applicant, then the second reading shall be procedural in nature with the Village Council
ratifying and affirming its prior decision. If new evidence is introduced which, if brought to the attention
Page 2 of 4
of the Village Council at the first reading, would have had a material impact on its decision, the Village
Council may reopen the quasi-judicial hearing.
(c) The formal procedures set forth herein may be waived by the Village for applications
seeking only appearance review and approval, such as sign face and color changes, or applications that are
essentially ministerial nature, such as plat approval.
Notice procedures for Interested Persons
(a) Interested persons are entitled to a fair and impartial hearing, notice of the hearing, and an
opportunity to be heard.
(b) Any Interested Person desiring to become a party in a quasi-judicial proceeding shall provide
written notice to the Community Development Department which notice shall, at a minimum, set forth the
Interested Person's name, address, e-mail address (if applicable) and telephone number, and indicate how
the person qualifies as an Interested Person for the proceeding at issue. The filing of notice with the
Community Development Department shall serve as notice of the Interested Person's request to appear at
the applicable quasi-judicial proceeding to testify, present evidence, bring forth witnesses, and cross-
examine witnesses. The required notice must be received by the Community Development Department no
later than the close of business (5:00 p.m.) five (5) business days prior to the hearing. The Department , in
consultation with the Village Attorney, shall verify that the person seeking designation as an Interested
Person satisfies the requirements for such status and shall provide written confirmation. In the event
multiple Interested Persons seeking to become a party in a quasi-judicial proceeding share the same
protected interest and are members of the same community association, the Village shall recognize t he
community association as the Interested Person absent a compelling reason for each Interested Person to be
recognized as a separate party.
(c) The written confirmation from the Community Development Department in subsection (b)
above shall serve as the notice for the Interested Person to appear at the quasi-judicial proceeding, where
he/she will be afforded party status. A copy shall also be provided to the Applicant.
Procedures for quasi-judicial proceedings
(a) The following is a guideline for conducting quasi-judicial hearings:
(1) Introduction. The presiding officer will introduce the case and, if appropriate, defer to the
Village Attorney for the reading of the ordinance or resolution caption.
(2) Swearing in. All persons wishing to speak on a quasi-judicial matter shall take an oath to
tell the truth. This includes attorneys representing parties, as well as members of the public
providing comment.
(3) Presentation of evidence. The presiding officer shall have the option of determining the
order to expedite the proceedings. However, all parties shall be provided the opportunity
to present their case. The general order of the presentation of evidence shall be as follows:
a. Presentations. The Applicant, Village staff, and any Interested Person, in that
order, shall each have twenty (20) minutes to make an initial presentation.
b. Rebuttal. The Applicant, Village staff, and any Interested Person, in that order,
shall each have five (5) minutes for rebuttal. During this time, the parties may
Page 3 of 4
present rebuttal testimony, cross-examine opposing witnesses, impeach witnesses,
and rebut evidence.
c. Public comment. Any person who did not speak during presentations and rebuttals
may speak for not more than three (3) minutes. Prior to being heard, each speaker
must state his/her name and address for the record.
d. Questions. The presiding officer and any member of the Village Council or
Planning Commission, as applicable, may ask questions of any party, witness, or
person providing public comment.
e. Closing argument. Any Interested Person, Village staff, and the Applicant, in that
order, shall each have five minutes for closing argument.
(5) Action by the quasi-judicial body.
a. At the conclusion of the presentation of the evidence and testimony, the quasi-
judicial body shall close the public hearing. The presiding officer shall entertain
any motions, and the quasi-judicial body shall proceed to deliberate and vote on
the motion(s).
b. If after notice of hearing, a party does not appear, the hearing may be conducted
and an order entered in the absence of the party.
c. If during the deliberations a question arises which the quasi-judicial body desires
to ask, it shall reopen the public hearing, pose the question and allow each party
the opportunity to respond to the question posed prior to closing the public hearing
again and resuming deliberations.
(b) Representation of parties
.
(1) Attorney. Any natural person or party may represent himself/herself or may be represented
by an attorney. If the party chooses to be represented by an attorney, a notice of
representation, signed by the attorney, shall be filed with the Community Development
Department prior to the hearing.
(2) Non-attorney. In the event any party (other than a corporation or the Village) chooses to
be represented by a non-attorney, such party shall file a written, notarized power of attorney
with the Community Development Department prior to the hearing stating that the person
appearing has the full power and authority to act on behalf of the party in the matter.
(3) Business representative. A corporation or limited liability company may appear through a
representative who is listed with the Florida Department of State as a current officer or
manager of an active corporation or limited liability company entity. The representative
must identify himself/herself in that business capacity.
(c) Evidence.
(1) All relevant evidence shall be admitted. The quasi-judicial body may exclude irrelevant,
immaterial, or unduly repetitious evidence.
Page 4 of 4
(2) Except as provided herein, neither the Federal Rules of Evidence nor the Florida Evidence
Code shall apply, but fundamental due process shall be observed and shall govern said
proceedings at all times.
(d) Orders.
(1) If the quasi-judicial body denies relief to the Applicant, the village shall issue a subsequent
written order setting forth the reasons therefor.
(2) The quasi-judicial body shall have the authority to issue any and all orders to afford the
proper relief, and this authority shall include the authority to grant continuances to a date
certain.
(e) Hearing record. The Village Clerk shall maintain custody of all recordings of testimony,
evidence, and documents submitted into evidence at the hearing. This shall include all back up
documentation, as well as any document presented at the hearing or demonstrative exhibit seen by the
Village Council or Planning Commission while making its decision. Nothing herein shall be deemed to
prohibit any party from providing a court reporter for the proceedings. Any party wishing to appeal the
decision of a quasi-judicial body shall have the responsibility to ensure compliance with F.S. §286.0105.
(f) Continuances. At the request of the Applicant, Village staff or an Interested Person who
is a party to the proceeding or on its own volition, the Village Council or the Planning Commission may
continue a quasi-judicial proceeding to a time and date certain. The decision to grant a continuance shall
be in the sole discretion of the quasi-judicial body.
(g) Rehearing/Reconsideration and Appeal. While there is no specific rule or statutory
authority for the rehearing or reconsideration of a quasi-judicial decision, a local government body or board
has the inherent power and authority to rehear and reconsider a previously entered order. Notwithstanding
this inherent power and authority, the Village determines that neither the Village Council nor the Planning
Commission shall entertain any request for rehearing or reconsideration of a previ ously entered quasi-
judicial order. A final determination of the Village Council or Planning Commission acting in its quasi -
judicial capacity is subject to judicial review in a court of competent jurisdiction within thirty (30) days of
the Council or Commission’s rendition of its written determination.
Discussion:
Lakeside Permit Parking
Village Council
December 9,2021
Existing Problem
•We are experiencing a
parking shortage at
Lakeside Park, particularly
on weekends and holidays.
•This creates impacts on the
surrounding neighborhood.
•The Village has found that
over 80% of weekend
volume can be attributed to
vehicles registered to non-
Village residents.
2
Desired Outcomes
•To reduce parking
congestion on
weekends and
holidays.
•To eliminate on-
street parking in
the surrounding
neighborhood,
except for those
that live there.
•To accommodate
more resident
parking.
3
Permits and Fees
•In terms of fees, parking experts
recommend setting parking prices
to maintain 85-90% occupancy
rates.
•That means, at the very least, we
want the cost to be high enough
so that we always have a couple
spots open.
•Council direction in October was
to focus on providing access to
residents. However, the strategy
related to non-residents was not
as clear to staff.
4
Permits and Fees
•To reverse the 80/20 split, staff
propose free annual permits for
residents and paid annual permits
for non-residents.
•Residents will be able to register
for permits at Anchorage Park or
on-line through our Activities
page. Permits can be picked up
or mailed.
•Non-residents must register for
permits in person.
•Per general consensus, staff will
investigate dashboard placards.
5
•www.NPBVillageActivities.com
Details Cont.
•To make registration easier, we will
only require valid drivers license,
property tax bill or 1-year lease,
and current utility bill (for proof of
residency). (We are defining
residents as property owners in
the Village and/or renters who
have a current one year lease).
•For registration purposes, the
permit will be tied to each licensed
resident, not to a particular
vehicle.
6
Details Cont.
•This mean residents could loan
their placard to a family member --
such as grandma who is taking
their grandkids to the park for the
day.
•If we allow non-resident permits, a
fee will be required. $100? $200?
$300?
•Each year, the placards will need
to be reissued as they will be
issued in a different color with a
new expiration date.
7
Outreach
Getting the Word Out:
•Website, newsletter, e-
newsletter, social media, front
lobby TVs.
•Signage with QR codes to scan
which direct residents to our
online Activities page, where
folks can sign up for programs
online, purchase Marina decals,
or parking permits.
•Also, new permanent signage
that states, “parking by permit
only.”
•Education via Park Ranger.
8
In Closing
Remember: Our goal is to
reduce parking congestion on
weekends and holidays, and
accommodate more resident
parking.
Staff believe the best
approach to accomplishing
our task lay in free annual
permits for residents and
paid annual permits for non-
residents.
Also, we have a Park Ranger
on board who will be helping
to educate patrons and
enforce the rules.
9
Questions or Comments
10