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ULI - the Urban Land Institute

ULI - the Urban Land Institute. Fort Lauderdale Beach Advisory Services Panel. November 10 - 15, 2002. Special Thanks to our Primary Sponsors. City of Fort Lauderdale and Beach Redevelopment Advisory Board (BRAB). What is ULI?. Non-profit research and educational organization

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ULI - the Urban Land Institute

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  1. ULI - the Urban Land Institute

  2. Fort Lauderdale Beach Advisory Services Panel November 10 - 15, 2002

  3. Special Thanks to our Primary Sponsors City of Fort Lauderdale and Beach Redevelopment Advisory Board (BRAB)

  4. What is ULI? • Non-profit research and educational organization • Mission to promote responsible leadership in the use of land to enhance the total environment • 17,000 members representing all real estate-related professions worldwide

  5. What is the Advisory Services Program? • An objective assessment of challenging land use planning and real estate development issues • By a panel of experts who volunteer their time • Serving non-profit, public and private sector sponsors • Conducting18-20 panels each year throughout the U.S. and abroad

  6. The Team’s Assignment: The City asked: “Are we on the right track?”

  7. Two Futures are Possible: Benign Neglect or Affirmative Attention

  8. A Suggested Vision: “A Resort Community with a Beach Lifestyle” • What it includes? • What it excludes?

  9. Initial Observations • The need for an updated and coherent Master Plan • The importance of Phasing • The value of Leadership

  10. ULI Panelists • William H. Hudnut, III (Chair) Senior Resident Fellow, ULI, Washington, DC • David C. Biggs, Economic Development Director, City of Huntington Beach, CA • Donald J. Bredberg, CEO, Adventure Studios, Inc., Burbank, CA • Michael R. Buchanan, (retired) Managing Director, Bank of America Real Estate Banking Group, Atlanta, GA • Ross Tilghman, Principal, TDA Inc., Seattle, WA

  11. Barbara Faga, Chair of the Board, EDAW, Inc., Atlanta, GA • Marshall Kramer, Senior VP, Walker Parking Consultants, Elgin, IL • W. Thomas Lavash, Senior Associate, Economic Research Associates, Washington, DC • Mark Papa, Vice President, Lee Associates, Washington, DC • Tom J. Storrs, Design Principal, HNTB Corporation, Washington, DC

  12. MarketPotential

  13. Economic/Demographic Overview • Population Trends • Employment Trends • Economic Engines • Tourism • Marine-related

  14. Hotel Market Overview • 2002 results lower than 2001 • Market focus on domestic and drive-in visitors • Two major opportunity areas • Rainbow alliance • Family audience

  15. Hotel Development Potential • No new hotel rooms built in the last 10 years -- big pipeline • Near-term barriers to development of new rooms • Viability of 5-star product • Renovation/meeting space

  16. Condo-Hotel/Fractional Ownership • Condo-hotel is a financing tool -- fundamentals apply • Early positive results • Timeshare has not yet demonstrated viability

  17. Commercial Development Opportunities

  18. Office Market Conditions • Job growth fuels demand • Weak economy: vacant space • Downtown as employment center • Central Beach not a viable submarket • Solid niche in marine-related office

  19. Office Development Potential“Live Work Play” • Opportunities for marine-related • New housing to support professional offices • Locations should provide visibility, parking • Co-locate marine office space with marinas

  20. Retail Market Conditions • Visitors spend $4.1 billion • Las Olas Blvd: economic success • Substantial retail leakage: only 270,000 sf of inventory • Tenant turnover at Beach Place • Street level retail: limited quality

  21. Retail Market Potentials“Casual Sophistication” • Identify opportunities to extend visitor stay • Support public initiatives • Façade improvements • High-quality destination restaurants • New housing: limited demand for convenience retail

  22. Residential Market Conditions • 3,200 existing units; cap of 5,500 • Strong market demand • 800 units proposed • 10-year build-out • Pricing: $250-$375/sf

  23. Residential Development Opportunities“What a Place” • High-quality design is critical • Support historic preservation in North Beach • Public initiatives: streetscape, code enforcement • Build brand identity: “NoBe”, Rainbow Alliance/CVB

  24. Planning and Design

  25. Marina District • Beach Entertainment District • Mid-Beach District • North Beach Community District • Sunrise Lane District

  26. Revitalization Plan • Zoning Code/Guidelines • Districts/Uses • Destination Resort • Preservation/Revitalization • Regulation/Approvals • Pedestrian Scale • Goals & Objectives

  27. Transportation Objectives • Greater convenience • Easier to understand • More walkable • More resort like

  28. Transportation System • Street Network • Parking • Transit • Walkways and bicycle routes • Water routes • Signs

  29. Street Improvements • Need two-way traffic • 4+2 scheme: • 4 lanes on Seabreeze Boulevard • Retain 2 lanes on A1A • Improves access, reduces peak congestion • Better fits residential/resort setting • Enhances pedestrian realm

  30. Street Improvements (cont’d) • Clean up awkward intersections • Seabreeze/A1A • Birch Rd/Cortez • Sebastian/Seabreeze Boulevard • Birch Rd as a neighborhood street • Narrow (28 feet for travel lanes)

  31. Parking Guidelines • Modest additions (300-400 spaces now) • More as development/activities increase • Locate close to destinations (400-500 feet) • Locate along Seabreeze Boulevard • Understand market

  32. Pedestrians and Bikes • Set pedestrian priorities in core • 25 mph speed limits in all areas between Harbor Drive and Bayshore Street • Reclaim sidewalk space from poorly located poles, street furniture • Maximize sidewalk width • Improve amenities at transit stops • 2-way bike circulation on A1A, Seabreeze Boulevard

  33. Beach Circulator • Consider high frequency route (5 to 15 minutes) • Operate daily in peak season, weekends in off-peak • Distinctive appearance and high convenience • $440,000 operating cost per year

  34. Water Routes • New destinations: • Bonnet House • Hugh Birch Taylor State Park • North Beach Community • Marina/Public Market

  35. Signs • New gateway • Wayfinding • Regulatory

  36. Parking

  37. The City of Fort Lauderdale needs to establish a Parking Authority

  38. Benefits • Increase parking revenues and profits • Build a comprehensive parking data base • Fulfill a parking deficit of 500 spaces • Identify 6 parking facilities • Establish a Parking Authority

  39. Benefits (cont’d) • Acquire, construct, improve, maintain and operate parking • Generate more profits thru leasing retail space • Airspace above/ground space below may be sold or leased • Issue bonds secured by pledge of revenue

  40. Benefits (cont’d) • Ability to acquire site • Establish a phased parking growth plan

  41. Development Strategy

  42. Update Master Plan & Zoning • Public participation is paramount to success • Use photo simulation to illustrate development and compatibility • Use sector plans for special locations • Independent technical design review • Reduce the political process • Substitute the master plan for non-conforming use and compatibility provisions

  43. Bahia Mar Aquatic Hall of Fame Public Beach Facilities Public Market Las Olas Park/A1A Water Taxi/Bus A1A Promenade North Beach Community Sunrise Beach Village Palazzo Mid-City Garage Bonnet House Taylor Birch St Pk Projects

  44. Bahia Mar • Must be a win for everyone • International Boat Show central location • Design must maintain the resort community ambiance • Active street character: transparent and accessible • Excellent example of private public partnership

  45. Aquatic Hall of Fame • Major family attraction, 50K annual room nights • Validates the international attraction and beach identity • Scheduled $25M in renovations to meet international standards • Keep the Hall of Fame . . Keep the identity

  46. Public Beach Facilities & Public Market • The site is a natural • The connection is complete: Public Market to Las Olas Park to Beach and Promenade • Wave wall--tremendous investment and iconic image • Beach facilities--restrooms, concessions, police precinct, lifeguard facilities • Public sector sets the quality standard

  47. Las Olas Park at A1ABeach Center • Plaza with active entertaining open space and parking • Interactive water feature • Performing arts stage • Focus development at the northwest and southwest corners • Expand beachside promenade • Assure quality design--public sector leads

  48. Palazzo Las Olas • Excellent opportunity for beach gateway • Flexibility of height vs. building forms • Parking could be scaled back

  49. Resort Promenade:The A1A Streetfront • Design guidelines • Encourage active streetside uses • Cart/kiosk concessions

  50. North Beach Community:A Heart for North Beach • A place for true neighborhoods • Preservation, adaptive reuse, new construction • An infill opportunity • Transit improvements

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