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HomeMy WebLinkAboutR-99-0469J-99-515 6/22/99 9 9- 469 RESOLUTION NO. A RESOLUTION OF THE MIAMI CITY COMMISSION, WITH ATTACHMENT (S), ACCEPTING THE UPPER EASTSIDE MASTER PLAN, ATTACHED HERETO AS "EXHIBIT All, AND THE COMPREHENSIVE ECONOMIC & MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA, ATTACHED HERETO AS "EXHIBIT B", SUBJECT TO CERTAIN CONDITIONS, AS A GUIDING TOOL FOR THE FUTURE DEVELOPMENT AND PRESERVATION OF THE UPPER EASTSIDE AREA OF THE CITY OF MIAMI. WHEREAS, the residents and property owners of the Upper Eastside area of the City of Miami (hereinafter referred to as the "Upper Eastside") have expressed a strong desire to focus the attention of public, private enterprise, and investors on their community as one of revitalization and redevelopment opportunities; and WHEREAS, on March 28, 1996, the City of Miami Department of Community Planning & Revitalization convened a meeting of the residents and property owners of the Upper Eastside to initiate the development of a master plan for the future development of Biscayne Boulevard and the adjacent communities; and WHEREAS, on August 2, 3, and 4, 1996, the City of. Miami Department of Community Planning & Revitalization conducted its first charrette using in-house staff for the Upper Eastside area, ATTACHMENT (5) CITY COMUSSION XELTING OF JUN 2 2 1999 Resolution No. and said charrette produced the research and background information needed to develop the Upper Eastside Master Plan; and WHEREAS, in July 1996, the City Manager designated the acquisition of professional services from an economic planning consultant to produce a supplemental study for the Upper Eastside Master Plan as a "Category B Project", and further allocated $20,000 from the UDAG Miscellaneous Revenue Fund of the Department Of Community Development/Neighborhood Enhancement Team, Account Code No. 45-0223110041; and WHEREAS, on September 12, 1996, the City Commission approved the findings of the consultant selection committee as to the most qualified firm to provide professional services as an economic planning consultant for the Comprehensive Economic & Marketing Strategic Plan For The Upper Eastside Tn Miami, Florida, and authorized the City Manager to execute an agreement with The Chesapeake Group, Inc. for said professional services; and WHEREAS, the Upper Eastside Master Plan and the Comprehensive Economic & Marketing Strategic Plan For The Upper Eastside Tn Miami, Florida (hereinafter referred to collectively as the "Studies"), are a compilation of recommendations and action plans set forth by the residents and property owners of the Upper Eastside focused on: enhancing retail opportunities; attracting and retaining businesses and jobs; continuing existing housing revitalization and new development; improving the Upper Eastside/Biscayne Boulevard's image; streamlining planning, preservation, zoning and design procedures; improving 2 _ 99-_ 469 transportation and parking; and the establishment of a premier urban entertainment center; and WHEREAS, the Miami Planning Advisory Board, at its meeting of June 16, 1999, Item No. 7, following an advertised hearing, adopted Resolution No. PAB 27-99 by a vote of nine to zero (9-0), RECOMMENDING APPROVAL, WITH CERTAIN CONDITIONS, of the final draft of the Upper Eastside Master .Plan, attached hereto as "Exhibit All, and the Comprehensive Economic & Marketing Strategic Plan For The Upper Eastside In Miami, Florida, attached hereto as "Exhibit B", subject to certain conditions, as a guiding tool for the future development and preservation of the Upper Eastside area; and WHEREAS, the Planning Department recommended acceptance of the Studies with the condition that they not be binding upon the City and that implementation of certain components of the Studies undergo further analysis for appropriateness, and, further, that if during such analysis it is determined that the specific recommendations should not be implemented because it would not be in the best interest of the Upper Eastside area or of the City of Miami, such action shall not be taken; and WHEREAS, the City recognizes that the implementation of some of the recommendations incorporated in the Studies will require further approval by the City Commission and. other City Boards as appropriate; and WHEREAS, the City Commission after careful consideration of this matter deems it advisable and in the best interest of the 3 - 99 - 469 general welfare of the City of Miami and its inhabitants to approve the Studies, subject to certain conditions, as hereinafter set forth; NOW, THEREFORE, BE IT RESOLVED BY THE COMMISSION OF THE CITY OF MIAMI, FLORIDA: Section 1. The recitals and findings contained in the Preamble to this Resolution are hereby adopted by reference thereto and incorporated herein as if fully set forth in this Section. Section 2. The Upper Eastside Master Plan, attached hereto as "Exhibit All, and the Comprehensive Economic & Marketing Strategic Plan For The Upper Eastside In Miami, Florida, attached hereto as "Exhibit B", are hereby approved and accepted as a guiding tool for the future development and preservation of the Upper Eastside area, subject to the following conditions: 1. the City shall not be bound by the Studies; 2. implementation of certain components of the Studies may require further analysis by the City for appropriateness; 3. during such further analysis, if it is determined that a specific recommendations) should not be implemented because it would not be in the best interest of the Upper Eastside area, or. the City, such action shall not be taken; 4. implementation of some of the recommendations incorporated in the Upper Eastside Master Plan and/or the Comprehensive Economic & Marketing Strategic Plan For the Upper Eastside In Miami, - 4 - 99- 469 Florida, will require further approval by the City Commission and other City Boards as appropriate; 5. the Planning Department will undertake, on behalf of the City, the creation of "Design Standards" based on neighborhood input over the next six (6) months for the SD-9 Overlay of Biscayne Boulevard. Section 3. This Resolution shall become effective immediately upon its adoption and signature of the Mayor Y PASSED AND ADOPTED this 22nd day of June , 1999. JOE CAROLLO, MAYOR In accordance with Miami Code Sea 2-36, since the Mayor did not indicnte z�'proval of this legislation by signing it in the designated place laq;.' becomes effective with the elapse of ten (10) days fro he Com regarding same, without the Mayor excng a et9V ATTEST: J. Fe6m'ATr,-C)ty Clerk WALTER J. FOEMAN CITY CLERK ;APOVAORM D ECTNESS:� Z23:GMM:BSS:hdb �i If the Mayor does not sign this Resolution, it shall become effective at the end of ten calendar days from the date it was passed and adopted. If the Mayor vetoes this Resolution, it shall become effective immediately upon override of the veto by the City Commission. - 5 - 99-- 469 01 T%4 AL S "-r 1E 113, IP 1-4,6A, IN Prepared By: CITY OF MIAMI PLANNING DEPARTMENT February 1999 (Final Draft) 29- 409 - 460 UPPER EASTSIDE MASTER PLAN Prepared Bye CITY OF MIAMI PLANNING DEPARTMENT February1999 (City Commission Edition) 99- 469 THE UPPER EASTSIDE MASTER PLAN JOE CAROLLO, MAYOR J.L. PLUMI ER, JR., CHAIRMAN/COMMISSIONER WIFREDO "WILLY" GORT, VICE CHAIRMAN/COMMISSIONER TOMAS REGALADO, COMMISSIONER JOE SANCHEZ, COMMISSIONER ARTHUR E. TEELE, JR., COMMISSIONER DONALD H. WARSHAW, CITY MANAGER PREPARED BY: City of Miami Planning Department Dena Bianchino, Assistant City Manager Ana Gelabert-Sanchez, Director Lourdes Slazyk, Assistant Director Clark Turner, Section Chief -Community Planning Gregory Gay, Community Planner -Project Manager Sarah Eaton, Historic Preservation Officer Gary Leuschner, Real Estate Specialist Francisco Garcia, Land Development Specialist Olga Garcia, Computer Graphics Specialist 2 09- 469 t TABLE OF CONTENTS EXECUTIVESUMMARY...................................................................................................................................4 EASTWARDHO!..................................................................................................................................................6 1. What is Eastward Ho? 2. Why Eastward Ho? 3. Eastward Ho! Study Area INTRODUCTION TO THE UPPER EASTSIDE.................................................................................................9 1. Introduction 2. Plan Objectives 3. Upper Eastside Master Plan Process THE UPPER EASTSIDE: EXISTING CONDITIONS.....................................................................................II 1. Regional Viewpoint 2. Community Viewpoint 3. From Regional to the Next Door Neighbor 4. Brief History of the Upper Eastside 5. Description of the Upper Eastside 6. Issues of the Upper Eastside/Biscayne Boulevard THE UPPER EASTSIDE: MASTER PLAN....................................................................................................20 THE UPPER EASTSIDE: CHARRETTE PHASE..........................................................................................20 1. THE PROCESS..............................................................................................................................................................20 2. HISTORIC/PRESERVATION.........................................................................................................................................23 Historic Districts Preservation Incentives 3. HOUSING/NEIGHBORHOOD ENHANCEMENT..........................................................................................................27 Residential Guidelines/Maintenance Standards Multifamily Development 4. COMMUNITY IMAGE/URBAN DESIGN......................................................................................................................30 Design Guidelines Goals & Objectives Site Design Standards 5. COMMERCIAL REVITALIZATION...............................................................................................................................36 Commercial Revitalization Recommendations 6. TRAFFIC/TRANSPORTATION ......................................................................................................................................45 Biscayne Boulevard Enhancement Study Traffic Calming 7. BOULEVARDS & PARKWAYS.....................................................................................................................................47 Streetscape Major Corridors 8. PARKS/OPEN SPACE....................................................................................................................................................53 Parks & Recreation THE UPPER EASTSIDE: PLAN IMPLEMENTATION.........................................................................................................................................56 I. UPPER EASTSIDE ACTION PLAN................................................................................................................................56 2. COMPREHENSIVE ECONOMIC & MARKET STRATEGY PLAN...............................................................................64 3. FI.ORIDA DEPARTtviENT OF TRANSPORTATION PROJECTS ..................................................................................64 THE UPPER EASTSIDE CHARRETTE TEAM & ACKNOWLEDGMENTS...............................................65 APPENDIX EXECUTIVE SUMMARY Since the late 1980's, the residents and property owners of the Upper Eastside area have been trying to capture the attention of local government officials, private enterprise, and investors to recognize this community as an area of revitalization and redevelopment opportunities. On March 28, 1996, Mr. Jack Luft, former director of the City of Miami's Department of Community Planning & Revitalization (CPR), convened the residents and property owners of the Upper Eastside to initiate developing a master plan for the future development of Biscayne Boulevard and the adjacent communities. After numerous neighborhood meetings, a community charrette was held in August 1996. The entire Upper Eastside community was invited to participate and give their input. This study is the result of the charrette and supplemental community and neighborhood meetings. Numerous studies have been conducted prior to this latest initiative, and the past advancements toward revitalizing the Upper Eastside are encouraging. • Two historic districts have been established, and numerous homes have been restored to their original condition. Areas east of Biscayne Boulevard are being re -populated by individuals looking to take advantage of purchasing a medium or large home close to downtown Miami and Miami Beach at low, affordable prices. • The Design District is experiencing a resurgence of activities with the numerous investments made by Craig and Scott Robbins of Dacra Realty. Dacra is most known for their involvement in the revitalization of the Art Deco District of South Miami Beach (South Beach). • Mark Soyka, another South Beach entreprenuer, has also establish himself as a major developer in the economic resugurgence of Biscayne Boulevard. • The Florida Department of Transportation (FDOT) has recently focused their highway rebuilding efforts on the southern end of Biscayne Boulevard, from NE 38'' Street to NE 121" Street. They have identified $18.3 million earmarked for the reconstruction of this section of Biscayne Boulevard. The area of most critical concern is within the Miami city limits, from NE 54`h Street to NE 791h Street. • There are numerous old motels along Biscayne Boulevard, which may offers a great opportunities for new construction and adaptive reuse for residential, commercial, and mixed use structures. • The Biscayne Shopping Plaza, a 12+ acre, shopping/service center built in 1954, presents an opportunity for the development of an urban activity center as a regional retail entertainment attraction (similar to Cocowalk or Sunset Place) combined with a residential and neighborhood services component for local residents and employees. It is within this context that the City of Miami, along with numerous agencies and organizations interested in the redevelopment of the area, begin to create a working master plan and action program that identifies the priorities and the visions of the area so that by the year 2005, "...Miami's Upper Eastside area will be on its way to reclaiming its title as the gateway to the City, a vibrant, cultural, and historic significant community with an identity that reflects the pride of the residents and property owners, and host to a variety of amenities including; history, arts, entertainment, and shopping/service facilities for visitors and residents." The Upper Eastside Master Plan is a compilation of recommendations and action plans set forth by the residents and property owners which focused on: enhancing retail opportunities; attracting and retaining businesses and jobs; continuing existing housing revitalization and new development; improving the Upper Eastside/Biscayne Boulevard's image; streamlining planning, preservation, zoning and design procedures; and improving transportation and parking; and work to establish/develop a premier urban entertainment center. Among the many issues cited by the residents and property owners of this community, six recurring subjects emerged. Historic Preservation: Historic designation has been key to the stabilization of the neighborhoods east of the boulevard. Further promotion of this can have a positive impact on the residential areas of the Upper Eastside. Housing/Neighborhood Enhancements: Affordable single and multifamily housing has become a major issue in the areas west of the boulevard. The creation of housing design revitalization standards and maintenance guidelines can help to bring stability to this area. Community Image/Urban Design: Miami's Upper Eastside present day image is one of rundown motels, drug trafficking, and prostitution. From Biscayne Boulevard, visitors get a distorted view of a community which rivals Miami Shores, but lacks a true identity. Urban design guidelines, which include neighborhood gateways and uniform commercial facade designs, can help to provide a positive image of the boulevard and its adjacent neighborhoods. Commercial Revitalization: During the pre and post World War II era, Biscayne Boulevard became one of Miami's premier mainstreets. Numerous motels lined the boulevard which provided affordable rooming facilities along a main access route to the City. As the area has evolved and other transit highway systems were developed, the future outlook on these motels became blink for they did not provide necessary services to individuals residing in the adjacent neighborhoods. Some of the motels are unique in architecture and style, and could be revitalized under an adaptive reuse program. Traffic/Transportation: The traffic along Biscayne Boulevard can be unbearable at times, especially during morning and evening rush hour. This highway has been forced to handle traffic volumes for which it was not designed for. The lanes are narrow and the center turning lanes don't meet the required widths. Some of the adjacent neighborhoods east of the boulevard have closed most of the street which provided access to Biscayne Boulevard. This has resulted in dead end street off of the boulevard. There is not enough parking adjacent to the commercial properties along the Boulevard. Parks/Open Space: The maintenance and supervision of the Upper Eastside parks have become lax due to repeated cutbacks in the City park's budget. Other cities have began instituting neighborhood groups to monitor to maintenance and supervision of public parks. The area west of Biscayne Boulevard and the area north of NE 79'h Street are in great need of additional park and recreation facilities. Funds from the Miami -Dade County's parks bonds can be used to address these and other improvements for Upper Eastside parks. �J- 469 EASTWARD HO! What Is Eastward Ho? Historical Background First there were the oceanfront developments along AIA and the ocean -access neighborhoods to the west. Dixie Highway was a two-lane ribbon alongside Henry Flagler's railroad. The frequent trains brought the conveniences of the northern seaboard cities to South Florida's mostly seasonal residents. Condominiums, hotels and motels sprang from the sandy soil almost overnight. A growing service trades industry beckoned farm and industrial workers everywhere to a fresh start and a lucrative lifestyle in Florida's subtropical paradise. In the 1950s, newcomers enjoyed the proximity of the beach from the mile -or -so wide corridor running between Miami and West Palm Beach roughly bounded by what is now the Florida East Coast (FEC) and Chesapeake Seaboard Coast (CSX) rail lines. Then, its frame or concrete and stucco houses on small lots were affordable and attractive to median income families. As tourism grew, along with successive waves of US retirees and immigrants from the Caribbean and Latin America, the service trades expanded greatly in the 1960s. Through the '70s and '80s an upwardly mobile and automobile -owning population abandoned the closeness of the urban core neighborhoods for modern, more spacious developments further west. For the most part, the core neighborhoods left behind have struggled to sustain a viable tax base and minimal quality of life. Present and Future Approaching the millennium, western suburban sprawl and economic downturns have worsened conditions in the eastern urban corridor. By 2020, the population in South Florida is forecast to grow to nearly 6 million people will be competing for the space and resources now claimed by 4.3 million. The 42 member Governor's Commission for a Sustainable South Florida made it clear in their October 1995 report that the key issues relating to urban sprawl are no longer debatable. The playing field that is now slanted toward growth in western suburbs must be leveled by providing incentives and removing disincentives in the east. What is left of the Everglades must be preserved and rehabilitated. The eastern urban core must be redeveloped without disrupting the existing quality of life in the region. Thus, the birth of the initiative: Eastward Ho! The Florida Department of Community Affairs (DCA) is serving as the lead agency for Eastward Ho! It has contracted with the South Florida Regional Planning Council (SFRPC) and the Treasure Coast Regional Planning Council (T CRPC) to quickly gather existing records and generate an inventory of housing, businesses, infrastructure, public services, available land parcels and their permitted uses within the eastern corridor under current zoning and land use regulations. The database will be made available to developers and financiers. The Phase One study -- including the proposed boundaries of the Eastward Ho! corridor -- was completed in June, 1996. Planners examined successful redevelopment projects in the region and, most important, obstacles to redevelopment. They have also offered a blueprint for a new form of intergovernmental coordination and partnerships that could cut through red tape, end run bureaucratic blockages and make approvals happen in record time. Eastward Ho! is intended to be the engine to promote mixed -use development, help governments fund new and expanded infrastructure, stimulate infill development/ redevelopment, encourage moderately higher urban densities, increase varieties of housing and improve housing affordability in the tri-county region. There is a "Let's make it happen!" spirit surrounding Eastward Ho! The SFRPC staff has solicited comments and support from elected officials, general public, other public agencies, and private sector development and financial communities. Council staff has surveyed and met with planning directors and others at 50 affected Eastward Ho! corridor local governments in the tri-county region. Next, an educational campaign is being launched to help inform the business community, local governments, neighborhoods, media and nonprofit organizations about the initiative. Also completed is a series of regional forums on Eastward Ho! to bring about a community -based consensus on actions for incentives and an infill strategy. Included in the Phase One study is an overview of things that have been done to encourage the revitalization of the urban corridor. Council staff has highlighted recent redevelopment projects such as Mizner Park in Boca Raton, Old School Square in Delray Beach, Harrison Street in Hollywood and Regal Trace in Fort Lauderdale, and Bayside and St. Hugh Oak Village in Miami among many others. An assessment of other efforts and initiatives that could be coordinated with and possibly complement the Eastward Ho! Initiative are also included, such as the Governor's Commission for a Sustainable South Florida, the Council's Southeast Florida Vision 2025 Project, the Army Corps of Engineers Restudy of the Central and South Florida Flood Control District, local government evaluation and appraisal efforts, the high occupancy vehicle lane project on 1-95 and the South Dade Corridor Study. Why Eastward Ho? Congestion and other urban pressures have created a westward movement of population which has over time resulted in what we know today as the suburbs. Over the past eighty years public policy and market conditions have encouraged this westward movement, often to the detriment of the older eastern urban core. Given the tremendous population growth that is projected for the next decade it is unrealistic to presume that westward movement in Southeast Florida can be completely halted or reversed. Rather, the objective of eastern urban restoration should be to capture a greater percentage of that projected growth than is now anticipated. The cost of inefficient, sprawling development has an impact on all taxpayers, businesses, suburban and urban residents, agriculture and the natural environment. It uses up vacant land more quickly, limiting the ability to preserve environmentally sensitive lands, prime agricultural land, and water resources. Other effects of development that are not well connected to our existing urban core include: -more miles of road to be built and maintained; -more miles of water, wastewater, and stormwater pipes to be laid and maintained; -more miles of telephone, electric, gas, and cable lines; -longerjourneys to reach school, work, and shopping; and -longer routes for school buses and garbage trucks. Every public dollar spent is a decision made. Meeting the needs of expanding growth areas rather than encouraging growth in developed areas uses money that could be spent on maintaining and upgrading existing public facilities and services such as schools, parks, libraries, public landscaping, sidewalks, public transit, or public art. In order to manage growth well, it is necessary to provide a diverse array of housing and land development options for current and future regional populations. Building housing that is well -located, safe, attractive, and convenient to public transit, schools and stores can go a long way toward improving the quality of life throughout Southeast Florida. Western growth has an impact on lands that recharge our underground aquifers and affects the region's ability to sustain an affordable and high quality water supply. Suburban development consumes water in locations where it could be used for agriculture or for the Everglades, Florida Bay and existing wetland and upland habitats. The destruction of habitats for endangered species has an adverse effect on the quality of life in the region. The ultimate goal of Eastward Ho! is to create sustainable communities in Southeast Florida that use resources to meet current needs while ensuring that adequate resources are available for future generations. Sustainable communities seek improved public health and a better quality of life for all residents by limiting waste, preventing pollution, maximizing conservation, promoting efficiency, and developing local resources to enhance the local economy. (Governor's Commission, 1995) Eastward Ho! Study Area The Eastward Ho! study area is divided into two parts -- a corridor of land between Southeast Florida's two railroads, the FEC and the CSX, beginning in southern Miami -Dade County and extending north into St. Lucie County, including major seaports, airports, and downtowns. The second part of the study area is a larger study area just outside this corridor. The Eastward Ho! study area includes the lands lying east to US 1 and west to the Palmetto Expressway, the Florida Turnpike, State Road 7 and Military Trail. In order to facilitate data collection efforts, the Eastward Ho! study area boundaries were drawn along US Census Bureau boundaries. These boundaries provide statistical data related to our population and economy. Census tracts can also be subdivided into census block groups, making it possible to identify, and then include or exclude, portions of selected census tracts from the study area on the basis of demographic and socio-economic factors. Census block group analysis may be useful in local area analysis and development strategies. Pages 6-8 and all contents prepared by the South Florida Regional Planning Council. sq- 400 INTRODUCTION TO THE UPPER EASTSIDE N. F. 87 51 Miami -- City limits INTRODUCTION The Upper Eastside is one of Miami's best-known developed coastal communities. It is a community comprised of several distinct residential neighborhoods which includes, Momingside, Bay Point, Belle Meade and Belle Meade Island, Shorecrest, Bayside, and others. The boundaries of the area are Biscayne Bay on the east, the FEC Railroad on the west, Interstate 195 (approx. N.E. 38th Street) on the south, and the City Limits (approx. N.E. 87th Street) on the north. The district is bisected by Biscayne Boulevard (U.S.- 1) and N.E. 79th Street, the area's commercial corridors. Biscayne Boulevard was once the major gateway to Miami for travelers from the north. This area was viewed by tourists as an affordable alternative to the more expensive accommodations on Miami Beach. Some Art Deco, Streamline Modern, and 1950's-styled motels still line Biscayne Boulevard (U.S. 1) decades after I-95 replaced it as a part of the major transportation highway system developed in the late 1950s and early 1960s. As the traffic was displaced, so was the potential businesses for the motels and stores in the area. Over the years, a many of the "potentially historic" motels have been demolished, converted to transient rooming houses or apartments, or used as one night stands for prostitutes and their customers who now frequent the area. Drug trafficking and other criminal activities are perceived to be prevalent. Other businesses such as Club Madonna (also known as the "Pussycat Theater") and the numerous liquor stores along the Boulevard are also perceived as contributors to the decline of businesses needed to serve the area. The Momingside and Bayside neighborhoods have been designated as historic districts by the City of Miami. Some of the homes and commercial buildings outside of these historic districts might also qualify for historic designation. There are over 200 businesses in the Upper Eastside area. Of that, there are approximately 120 businesses along Biscayne Boulevard. About 20% of these businesses along the boulevard are the hotels and motels which date back to the late 1930's through the mid-1950's. Most of these have outlived their usefulness as tourist destinations because of the 1-95 bypass and the development of other tourist destinations in South Beach, Coconut Grove, and downtown Miami. The Upper Eastside is an area ideally suited for redevelopment. The existing character of the community is one that can be redesigned to create an urban environment similar to other noteworthy roadways such as, Los Olas Boulevard in Ft. Lauderdale or Miami's very own Coral Way (Southwest 22nd Street), if redevelopment is carefully fitted to market. However, there are some significant obstacles to the revitalization of the area, which must be overcome if a viable plan is to be developed and implemented. 99- 4G9 Plan Objectives This study, and the Plan that will arise from it, is aimed at improving the overall health and livability of the Upper Eastside area in the following general ways: 1. Reduce the level of crime, drug activity, and prostitution in the area. 2. Reduce volumes and/or speeds of vehicular traffic on Biscayne Boulevard and adjacent streets. and return the streets to a more pedestrian - friendly environment. 3. Establish pedestrian -oriented commercial areas along Biscayne Boulevard with small retail businesses such as antique shops, health food stores, sidewalk cafes and the like. 4. Expand the commercial viability of Biscayne Shopping Plaza while taking steps to reduce its negative impact on the surrounding community. 5. Expand and improve the supply of mixed -use development along Biscayne Boulevard. 6. Review public policies, zoning ordinance, historic preservation regulations, and develop guidelines for housing, especially with regard to the areas west of Biscayne Boulevard. 7. Establish an appearance and maintenance code for commercial and residential properties. 8. Improve the means for landscape enhancement for both private properties and public parks and transportation right-of-ways. 9. Encouragement of preservation and increase the number of parks, green space, and recreational facilities for youth and adults The Upper Eastside Master Plan Process The Upper Eastside Master Plan (UPESMP) was initiated by the City of Miami's Department of Community Planning and Revitalization (CPR) assisted by the City's Upper Eastside NET Office, at the request of the Greater Biscayne Chamber of Commerce and several homeowner associations of the Upper Eastside The Greater Biscayne Chamber of Commerce and the Upper Eastside NET Office provided oversight and organizational assistance. The preliminary work for the charrette involved research by the neighborhood planner, meetings with members of the Greater Biscayne Chamber of Commerce and with the presidents/representatives of the homeowner associations, and numerous discussions with individual community leaders and properly owners. In August 1996, a group of concerned residents, community leaders and business owners gathered at the American Legion Post with the City of Miami's Department of Community Planning and Revitalization charrette team to sketch the outlines of the Upper Eastside Master Plan. The charrette was an interactive process with public participation addressing historical perspectives, problems and issues, opportunities, and plan objectives. The charrette initiated the first phase in development of the UPESMP and this report summarizes that phase. Subsequent work will include: (1) preparation of a draft final report on proposed recommendations/actions for presentation to the Upper Eastside community; (2) preparation of the Comprehensive Economic and Market Strategy Plan by the Chesapeake Group, (3) a final presentation of the plan and recommendations to the Upper Eastside community for review and approval, and (4) presentations to the City of Miami Planning Advisory Board and City Commission for official approval. The Upper Eastside Charrette was a three day, intense planning exercise involving the charrette team together with neighborhood residents, property owners, and business owners/operators. The first day was spent on historical and existing conditions perspectives, and public input on the most pressing issues of the Upper Eastside community. Day two involved hands-on participation by members of the community in identifying problems and seeking solutions. Several groups made field trips by van to different parts of the community as the sketch -planning progressed. All ideas were put on paper, the drawings, ideas, and suggestion were organized into a legible summary presentation. The third day, the community members were presented with a summation of the charrette, with ideas, proposals, and recommendations. The Chesapeake Group, Inc., an economic consulting firm, was engaged to conduct a comprehensive economic and strategy plan. as a part of the UPESMP. The objective of the study is to address commercial revitalization strategies, infrastructure improvements and quality of life issues that can be achieved while maintaining and enhancing the character of the Upper Eastside. Some topics of primary concern include, but are not limited to, Commercial Revitalization/Hotel-Motel Adaptive Reuse Strategies along Biscayne Boulevard, Parking and Traffic Circulation, Housing Opportunities in Eaton Park/Biscayne West area, and overall community character and design. This study took approximately nine months to complete. 10 ��` 46 THE UPPER EASTSIDE: EXISTING CONDITIONS Regional Viewpoint The Upper Eastside community has long been titled as "The Gateway to the City of Miami," with Biscayne Boulevard as its Main Street. Unfortunately, Biscayne Boulevard was supplanted by Interstate-95, a high volume superhighway, built in the late 1950's through the early 1960's. As more travelers used this superhighway, Biscayne Boulevard became an altemative transportation corridor from North Dade to downtown Miami, and the community has suffered. The commercial, office, and hotel/motel functions have consequentially declined over the past thirty -plus years, bypassed by potential customers and tourists. Biscayne Boulevard is now as another street for local traffic and for commuters avoiding rush hour congestion on the I-95 between downtown Miami and North Miami -Dade County. The Upper Eastside community seeks development of an urban destination activity center. While some areas of the City of Miami and Miami -Dade have been inundated with daily visitors, the Upper Eastside has not been considered as a destination, tourist or otherwise. Residents and property owners feel that the area is ripe for potential revitalization and future redevelopment, and would like the Upper Eastside to become one of the urban region's destinations, with restaurants, a cinema and franchise retail stores, yet at the same time, improving the level of neighborhood related commercial retail and services. The Florida Department of Transportation (FDOT) has focused their effort on the rebuilding of Biscayne Boulevard from NE 3711 Street to NE 123rd Street. A number of studies have been done on the Boulevard with numerous suggestions on how to make it better. In addition to detailed studies of Boulevard reconstruction through the Upper Eastside, this highway master plan will include traffic reconfiguration of NE 79th Street and NE 82nd Street (Little River Parkway) from Biscayne Boulevard to Biscayne Bay. Community Viewpoint The Upper Eastside is becoming a well known and popular community. The area evolved as an upscale neighborhood during the 1920's and 1930's, and included one the first "subdivisions" platted in Dade County with all the infrastructure amenities including street lighting, water, and sewer. The neighborhood was home to many of the area's most prominent citizens. The noted neighborhoods of the Upper Eastside community are Momingside and Bayside Historic Districts. These neighborhoods feature well landscaped vehicular parkways as an added amenity. The other well known and influential neighborhoods include: Shorecrest, Biscayne Harbor/Haynesworth Village, Biscayne Plaza, Belle Meade and Belle Meade Island, Palm Bay, Legion Park, Biscayne West/Palm Grove, Eaton Park, Bay Point, and Magnolia Park. Other areas of importance also include several spoil islands which are located in Biscayne Bay, Legion and Momingside Parks which are located along the bayfront. The homes within the entire Upper Eastside area exhibit a full range of architectural designs including Mediterranean Revival, Art Deco, Mission and other vernacular structures. Young professionals are purchasing property and moving to the Upper Eastside area for numerous reasons. Some are relocating from South Beach; others desire the close proximity to the downtown and beach areas, bayfront location, residential stability, and overall exclusive ambiance. With the presence of crime prevention groups, law enforcement activities along the Boulevard, and rigorous code enforcement, the Upper Eastside area is becoming an even more desirable place to live. The area west of Biscayne Boulevard has been a little more problematic over the past several years. It is perceived that the individuals involved in crime, drugs, and prostitution activities live and/or conduct illicit activities from this area. Many of the area's single family homes have been rented out, or converted into multifamily housing. Architecturally, a majority of the single family homes west of the Boulevard are similar to the single family homes east of the Boulevard. 9(, /„ -,- �jo From Regional to the Next Door Neighbor This master plan attempts to treat all topics with an understanding of all three scales of concern, from regional, to community, to the street. For example, cut -through traffic is addressed with traffic calming suggestions which mitigate cut -through traffic on a given street without relegating the problem to a neighboring street. The CEMSP will address commercial revitalization strategies, infrastructure improvements and quality of life issues while enhancing the character of the Upper Eastside. The plan proposes identifying the needs of residents by improving the neighborhood level commercial retail and services, while creating and developing an urban destination or activity center to stimulate the visitation of a new customer base and/or possible tourist attraction. The character of public space and private property received the greatest concern from property owners in close proximity: the control of regional traffic on one's street, the control of building scale and quality on adjacent lots to one's own, are examples of issues that offer daily quality of life and long term investment value. This is the scale at which a community's character is established. It is at this scale that most of this master plan's recommendations are made, with specific design proposals as well as regulatory refinements which include building and landscape detail. The ultimate goal of this master plan is to help establish a mixed use and mixed income, beautiful, historical and valuable community viewed throughout the region as "the Gateway to the City of Miami." This should be seen as a goal to serve the residents and business owners of the Upper Eastside, and also as an absolute necessity for the quality of life in this part of South Florida. The future of the Upper Eastside can and should viewed as approaching the ideals of a livable urban community. to w Rr•e VWATL TC"T Vision of future set for Biscayne.S Upper east side' e..uC, i•Ow o rnrrm Warar• � _ N+... s.....w.. w.aw agYw \w . 1a•et'yr..+Cr. ,•7De tw l/r� w i— Vr, prw.e.r Jr. rdr• r. Y rf'V"w ! -. 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Y...: �• .Y R.... rl W lru WMr.YWr•ir. eNll.,✓iY N«,t \n•\ r r\.. un✓r..a:W� Vr I. N..., .W ✓J.. •., ...fy••..r• ~•..•. Mrn '✓\vu l+yi�Sl.Gr J•'^rli-'1'4 r..r..( Mar rJu•aIWNiYN I4WrrJ.r..r 1.,.J. Yw•4J w• ••\baA ;a Y.\ua.i.ryrA.•.... rrutlr. yW wry. we Arrwr G•ra :..«♦ •WrY Jn• r F.I.WI N..y rr.:rtuy :� w a• .+.Y.r, wail •� •.•Y y ...r•u W 1... •.N w 4-a awrrr ..r.r W ( �•rn:'(rK '.S et Ksa.-a; an:i.erYdr++.c a7•. xt.....1•ai:.... �t6.+.:..✓. ._.A r nt for Biscayne B vd. E't , East a lot nearor But. f•lftc,st( •+—==%.��• J� ';1 4a. m'it :tt snmtrf::Ct . 4� t t__ 1 i .. ..+....., ray. ........ 12 SJ- 469 Brief History Of The Upper Eastside The heart of today's Upper Eastside encompassed the early pioneer settlement of Lemon City. Established around 1889, Lemon City was the first pioneer community in North Dade, and for a time, was as important as Coconut Grove in early Miami history. Lemon City developed around today's N.E. 61st Street, then known as Lemon Avenue, on Biscayne Bay, where a small commercial dock was located. The community soon boasted a post office, a dry goods store, a two story hotel, and approximately 80 residences in the surrounding area. The arrival of the railroad to Miami in 1896 marked the end of an era for this pioneer settlement. Before the railroad arrived, the community's importance to the Miami area was marked by its docks. Now the train would bring much needed supplies to Miami. The train also drew people away from Lemon City to Miami, and the new Lemon City Depot drew business further west toward N.E. 2nd Avenue. The residential areas around Lemon City continued to develop as entrepreneurs platted small parcels of land along Biscayne Bay. In 1909, the Elmira neighborhood was subdivided by migrants from Elmira, New York on what is today's N.E. 68th Street. This was soon followed by Magnolia Park just north of N.E. 36th Street in 1914, and the Acadia subdivision in 1915. The Upper Eastside was also home to a number of bayfront estates including the Tee House Plantation in today's Legion Park, the Fred Miller estate on the site of the Palm Bay Club, the Prescott Estate on N.E. 71st Street, Villa Florence, and Rockland. In 1925, Lemon City and the surrounding communities were engulfed by Miami as the city expanded northward during the land speculation boom. This period witnessed the development of Bay Shore (now known as Morningside), one of Miami's best planned subdivisions. Bay Shore spanned both sides of Biscayne Boulevard between N.E. 55th Terrace and N.E. 60th Street and was envisioned as an exclusive residential community. At the same time the Washington Place subdivision was created on N.E. 71st and N.E. 72nd Streets in 1925. The area north of N.E. 79th Street known as Shorecrest and Biscayne Heights also witnessed their early development at this time. Although much of the Upper Eastside was first developed during the boom years of the mid 1920's, the greatest building expansion did not occur until the period between the mid 1930's and World War II. This new building activity resulted in the construction of new houses within existing subdivisions, as well as the creation of new ones, such as Belle Meade. The architectural development of the Upper Eastside parallels that which occurred throughout Miami. The houses constructed here reflect the diversity, direction, and taste of individual residents, as well as the architectural eclecticism prevalent in the early twentieth century. The earlier buildings in the area are primarily Frame Vernacular, with many examples of early bungalows and other frame construction. Houses built in the 1920's are generally Mediterranean Revival in style, while structures built in the 1930's and 1940's are frequently Art Deco. The area also features a number of excellent examples of other architectural styles, including Mission, Streamline Moderne, as well as Masonry Vernacular. The most ambitions individual development project in Miami's early history had a dramatic impact on the shape of the Upper Eastside, namely the creation of Biscayne Boulevard. Biscayne Boulevard was conceived during the Boom and was completed in a post -bust depression. Built at a cost exceeding $16,000,000, the development cut a wide, new highway through the city's oldest residential neighborhoods to create a new "main street" for Miami. This "Fifth Avenue of the South" was envisioned as a complete shopping center for Miami with careful provisions made for design, beauty, and comfort. In 1925, there was no major highway to connect downtown Miami with developments to the north. Miami's bayfront street terminated at N.E. l3th Street. Narrow N.E. 2nd Avenue was the only direct route between the 13 09- 469 downtown and N.E. 55th Street, where the Federal Highway began. Federal Highway was the major north -south route that connected South Florida with Jacksonville and points to the north. Hugh Anderson conceived the vision ol'a magnificent Boulevard linking downtown Miami with his new community in Miami Shores, This Boulevard would extend north from the Royal Palm Hotel gardens and would connect with the Federal Highway. By July 1925, one of the greatest buying sprees in the history of American real estate began. Anderson purchased not only the right-of-way for the Boulevard, but also the property on both sides. Only by controlling these additional lots could the cost of construction be recovered and a profit made. Construction of the new thoroughfare was started in December 1925, the dedication took place on Armistice Day 1926. The Boulevard was opened for through traffic from downtown Miami to N.E. 55th Street in March 1927. The construction of Biscayne Boulevard was the last major development project of the Boom. Although the southern part of the Boulevard would contain the major commercial development, the part within today's Upper Eastside was envisioned for a different type of development, known as Miami Plaza. The area between N.E. 40th and N.E. 50th Street had been owned by Charles Deering and was the largest remaining undeveloped tracts fronting on Biscayne Bay. This estate contained one of the largest stands of tropical growth in the country and was an almost impenetrable tropical jungle. Miami Plaza was envisioned as an exclusive residential, apartment, and hotel community. While the majority of Biscayne Boulevard would be 100 feet in width, the section through Miami Plaza contained a 180 foot stretch with landscaped medians in the center. Miami Plaza became a victim of the Hurricane of 1926, however, and the resulting economic collapse. Development did not resume until 1940, when Bay Point was created. Description of the Upper Eastside NE87ST Miami City Iimits The boundaries for the Upper Eastside area are as follow: N. E 79Sr . City Limits (NE 871h Street) to the north YNE HARBOR/ . Interstate 195 (NE 38`' Street) to the south WORTH VILLAGE 0 Biscayne Bay (including the spoil islands) to the east E 0 FEC Railroad right-of-way to the west )E ISLAND BAY N E 54 Sr UPPER EAS SIDE NEIGHBORHOODS - North IA PARK Central In. -- South For this study, the description for the Upper Eastside has been divided into three sections; North, Central, and South. 14 SHORECREST BISIC/AYNE BISCAYNE HARBOR/ ,Y14SWORTH VILLAGE North The north section of the Upper Eastside is bounded by the Little River Inlet east of the Boulevard, NE 77th Street west of the Boulevard, the FEC Right -of Way, the city limits at NE 87th Street, and Biscayne Bay, this area is primarily commercial, with some multifamily residential in the area west of Biscayne Boulevard, and mainly single family residential from Biscayne Boulevard to the bay. There are some pockets of multifamily residential east of Biscayne Boulevard, The Boulevard and NE 79th Street are the primary commercial corridors. Institutions such as the Immigration and Naturalization Service offices and the Biscayne Plaza Shopping Center are regional destinations within the community. Low-rise, multifamily residences along the waterfront, marine sales and service center, and a major office building are also in the north section of the Upper Eastside. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard • Need for traffic reconfiguration on NE 79th Street and NE 82nd Street (Little River Parkway) from the Boulevard to the bay • Heed for traffic calming techniques (other than street closures) • Beautification of its public places, including its roads and parks. • Need for additional trees and landscaping on public and private properties • The lack of park and recreational facilities for children and adolescents 15 09- 469 BELLE B LEEADEMEADE ISLAND PALIP GR® BIS AYNE BAYSIDE r -.0 TO Central LEG BAY The central section of the Upper Eastside is bounded by the Little River Inlet, FEC Right -of Way, Biscayne Bay, NE 61st Street east of the Boulevard, and NE 55 Terrace west of the Boulevard. It is characterized as a residential area with a struggling commercial corridor through the center and an decayed industrial district to the west. The area east of the Boulevard is mostly single-family residences with a concentrated area of multifamily residences. This area also includes the Bayside Historic district and the Cushman School. The area west of the Boulevard is mostly duplexes and low rise multifamily residences. Because of the residential zoning for the west area, it is unfortunate that a number houses that were built for single family and duplexes residential uses have been converted to rooming houses and multi -room efficiencies. The west area needs a uniform physical character, by way of establishing design guidelines or obtaining a historic district designation. The numerous hotels/motels along the Boulevard are considered a liability to the community. Some of these liabilities can be made as asset by converting some of the hotels/motels structures to other neighborhood oriented commercial/retail uses, e.g. storefronts, restaurants, office space, arts and antiques showrooms, etc. The Legion Park and the American Legion Post are two under-utilized facilities within this area. The concerns articulated for this area include: Rebuilding of Biscayne Boulevard • Improvement of its corridors to accommodate pedestrians and bicycles without widening for vehicles + Additional street tree planting and landscaping Concentration of commercial uses at or near major crossroads a Hotel/motel use, adaptive reuse, conversion, and/or demolition o Need for a community center, activities for Legion Park • Need for traffic calming techniques, other than street closures • Need for mixed use/multifamily residences along Biscayne Boulevard, rentals or condos • Need for traffic reconliguration of NE 61st Street and NE 62nd Street (M. L. King Boulevard), from NE 4th Court to Biscayne Boulevard • Identification of uses for the warehouse district on NE 4th Court, between NE 61st Street and NE 78th Street 16 99- 4(39 MORNINOSIDE BAIT POINT MAGNOLIA PARK South The south section of the Upper Eastside is bounded by NE 61st Street east Boulevard, NE 55th Terrace west of the Boulevard, the FEC Right -of Way, Biscayne Bay, and Interstate-195/SR-112, and is widely considered the most desirable area of the community. This area is mainly commercial/offices in character west of the Boulevard, and residential in character east of the Boulevard, with single family residences on medium and large lots. There is a small concentration of low rise multifamily residences near the waterfront. The south section is known for a number of significant institutions e.g. WPLG Channel 10, IVAX Corporation, the Police Museum, Bay Point Residences, the Bay Shore Lutheran Church, and the Morningside Historical District. The southern end of this area abuts the Miami Design District, an area which is making a comeback. As in the other areas of the Upper Eastside, regionally based traffic between downtown Miami and North Dade cause stress not only for Biscayne Boulevard but also for local streets used as shortcuts. Because of this, the Morningside neighborhood has constructed a number of temporary and permanent street closures, and are presently seeking approval for guard -gates. The Bay Point Residences is a private, gated community. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard. • Traffic reconfiguration of Biscayne Boulevard and Federal Highway, between NE 54th Street and NE 55th Terrace • Concentration of commercial uses at or near major crossroads • Hotel/motel use, adaptive reuse, conversion, and/or demolition Need for traffic calming techniques, other than street closures t Preservation of historic trees, landscape, and structures 17 97 - 469 Traffic/Transportation • Traffic is too fast • Landscaping of Biscayne Boulevard. - medians • Traffic calming - Bayfront area and area west of the boulevard, • Narrowing the Boulevard. • Encourage walking/bicycling • Mass transit • Too many buses pollution • Easement along 79 St. (North side) • Biscayne Boulevard. (West side) • Westbound 79/82 St. Make 82"1 St. like it used to be. • Bicycle lanes on Boulevard. • Street closures west of Boulevard. • Metrorail north - FEC Right -of -Way • Nature trail - pedestrian Infrastructure • Garbage - illegal dumps • Designated dumpsites recommended • Eliminated curbside trash pickup Biscayne Boulevard Issues • Primary anchor is Biscayne Shopping Plaza. • Theme is "Welcome to Miami" - this is "Miami grown up". • Keep (Little) River in mind as development potential (from the bridge west). • Undesirable: old motels. If you have mixed use, sustainable development —shops on ground, residential above will help displace motels. • NE 50-55 Street. - Ivax, Bay Point, good image. Stops at Bay Point wall. Wall of motels. Change to residential/office use. Convert dead-end stubs to plazas, parking to augment adjacent commercial uses. • NE 55-61 Street. - The Cushman school is a big green spot. Big-time redevelopment needed. What we'd like is mixed -use —mostly residential but with some low -impact commercial. Need basic neighborhood services. Lots are too shallow to allow economic development. 6 1 " St. is Lemon (City) Avenue • NE 61-67 Street. - Zone of opportunity. Lots of evil pockets there. More motels. Drugs. Banyan Bay, Legion Park & Hall. Historic Lemon City. Need farmers market on Saturdays. This is the social center of the neighborhood. Legion Hall should be renovated as community center if can be worked out with owners. • NE 67-72 Street. - Stardust (bad), Jenny's Flowers (good). A few worthwhile restaurants on Boulevard. Amoco station.. N.E. 71 Street. is problematic through connection - leads us into industrial zone, close it. • NE 72-77 Street. - Beginning of Belle Meade. Vagabond Motel. Photo shop n 75'h Street. Need restaurant/entertainment (restaurant as singular doesn't work). Need critical mass of dining, entertainment, nightlife —cluster Do away with all chain -link fences in front of residential properties. • From bridge to 79" Street. Need to restore 79" Street to the way it use to operate, two lanes eastbound and two lanes westbound with a center turning lane and landscaped medians from N. Miami Avenue to Biscayne Bay. Make 82"' Street a residential street, no causeway traffic. • Roads in 79 Street shopping center are owned by City. Make narrower, landscape, and keep parallel parking. 19 Or — s� THE UPPER EASTSIDE: MASTER PLAN The Master Plan illustrates the conclusions reached during the charrette, including input from the local chamber of commerce and the numerous homeowner associations. The overall goal is the enhancement of a mixed use, mixed income, beautiful and valuable community located at the heart of metropolitan Miami. A series of recommendations, including the following topics, is described in the report sections that follow: • Zoning, Building Code, Neighborhood Guidelines and Maintenance Regulations • Infrastructure Improvements • Design projects • Provide detailed urban design guidelines for specifically for Biscayne Boulevard, the 79th/82nd Street corridor, and the area west of the Boulevard. • Develop specific designs for park improvements and expansion in the Upper Eastside. • Develop specific design for landscape improvement of public parks , recreational areas, spoil islands, and open space. • Prepare plans streetscape designs and engineering for each of the corridors, following the recommendations of this report. • Implement recommended neighborhood street improvements, including traffic calming designs for specific locations in the neighborhoods, landscape plans for augmented street planting, and the addition of a bicycle path network on designated street. • Study the relocation of the overhead utilities underground. THE ZIPPER EASTSIDE: CHARRETTE PHASE THE PROCESS A charrette is an intense, planning forum and exercise which involves community leaders, residents and property owners, community planners, architects, realtors, and others providing technical assistance and input for an area in need of new or ideals of improvement. These ideals will be evaluated and recommendations made for short term and long term area revitalization and development. The Upper Eastside Charrette was a three day, intense planning exercise with concerned residents, property owners, and business owners of the community. The charrette was held at the American Legion Post #29. The first day was the introduction of City Planning staff, a historical perspective, existing conditions perspective, and the overall issues of the Upper Eastside community. Day two involved the a hands-on participation by members of the community in identifying problems and seeking solutions. Several groups made trips by City van to different parts of the Upper Eastside community. All ideas were put on paper. Afterwards, the charrette team stayed at the American Legion Post to reproduce the drawings, formalize ideas, rewrite the suggestion made by the community representatives, and prepare to make a presentation of their findings. The third day, the community returned to the American Legion Post and were presented an oral summation of the charrette, with ideas, proposals, and recommendations. After the charrette, the planning staff, consultants, other governmental agencies, and most importantly, community representatives continued to meet and develop the direction and work products to be completed as a result of a joint effort by all parties involved in the charrette process. This Master Plan, accompanied by the Comprehensive Economic and Marketing Strategy Plan, are the work products from this effort. 20 4 /� 6�! �[e e�! �i wh.� UPPER EASTSIDE NET, _ DEPARTMENT OF COMMUNITY PLANNING A REVITALISATION (CPR) 511 amd the O REATER BISCAYNE6' CHAMBER OF COMMERCE. THE UPPER EASTSIDE/BISCAYNE BOULEVARD CHARRETTE h 6':' .. AUGUST 2 •4/ 1996 THE AMERICAN LEGION POST LOCATED AT 6445 N.E. 7 AVENUE !11E PMEET. FIST pl EIRGY4E.'!.'AAi.'.fA^� For additional Information, call (305) 795.2330 or (705) 416.1435 TI✓CJTd)'..s l'Ppn Lw16 �[ T DIY . 4r✓weldC✓rbwq MmwE a RnW✓✓wl 1.11 TI✓ Dnur lY✓.... E,.✓„n...rc�n✓R. vn••e1• THE t'PPER FA IM C1IARNETT[ A C•n✓ - FI n" rn1n, 11i,•'MY ✓ dhh 1.. 1-1 fRiDAI'. AIUGM I\D 1r 4WP%i-I"P11 REDISTRATID\ I\TRODCCTID] \n J• D•A.e \ R T .aJmnuwn Nrfir4 IY.✓4W. \ w. An •ll N C C Iw\ l u,l _.. I.— aYR t'Iw.lu T•✓n IIIRTORI' Df TDE I"ER LA lw.. cOl%D'\In Il1.l.r✓ \1eM✓1mY 1✓•4 fA4n 11,.4.. R.un.lw11' I aN:•m Buul..d \laluel \Y.✓r4.. \w. Rn 1111 C C SINdRuanb BaJn✓J w./wT D l'n1-. t'unmw.. a✓w,i'YX PROFILEM IDLY11WICATIII\ D,(61e YN./• C.m 1 • a'PX ♦Twm• T• rIMY�u wl hlYnWJb nw'n11 ✓ 1uJ RATI'RD.It. .11 TR')T IRD. Ir.4 '. uuA\I-1 a1r1t CU11IR IM'.I' IETSII Cnw SJp..p 1lwJlfu R..nY+IJw't.✓.� a'.mnbnn •I'PNIMnu T.un u •. Rw'1✓wn T. c...wY,.. r�+.o.nw e....w✓.1iw ciw..., r.11� I., ✓...n,'.n.,l fwlinw.W�•o \Ir\nn{SYw1✓,. \•./M.1rN SWJuux1. IG...w Cwwwt. lh.yn lYwWla, 1. ,✓J, IIYI•I I.✓.N.e• n.1 ln•h•• Pr+lYm, 11 ub.wur...wYw M✓n.n 1. /.11 Ants a\n uweoncls I4fnn/ PnP.1.JMw. a 1•Y , n.n..s !.✓x I N11 N.✓ps b J✓ /' N11.an L, /• Nlw,.w i l� a `I Dw l'1n1.1n r a.. II.J. a'wn1 Ib Nw.. 14..Y 1•J1J l:..rmw✓M Rnw IM,gr'✓ II \II\\ 11 1 i1 ITIIII I'Yn :InYII.1 4iY\( lilt PI a'DIDII.\DIIIII\I 11�w.1 Rip+.Y . •11w.4. ✓ • 1 ♦ 11..1..w I..n W,nW i.✓w1 w1 Y.u,nY 11Wn/ 4u,.n an\I'I1 \In\I \♦II IIXI�IN 1 r .rt IM,.r. IN I I�wnn..ill M M 111.J M.1 �.ru✓.0 M, I..nv 21 - ! . "T_ l W4 O �ian.A 00. - 409 CHARRETTE PARTICIPANTS Name Group Name/Affiliation I. William Jones NET Office NRO 2. Barbara Case Belle Meade Home Owner 3. Michael C. Alexander, V.P. Greater Biscayne Chamber of Commerce 4. Ann Carlton Greater Biscayne Chamber of Commerce & Shorecrest Homeowner 5. Margaret R. Tynan Belle Meade HOA 6. Sal Patronaggio San Remo Apartments 7. Peggy Richard Morningside Resident 8. Joseph Hyatt Dade Central Community Mental Health 9. Charles A. Jones Belle Meade Homeowner 10. William E. Hopper Morningside Civic Association 11. Gerald Armstrong GTR Biscayne 12. Pedro H. Ordenes MK Centennial 13. Robert A. Flanders Palm Bay Property Owners Assoc. 14. Jennifer Bell Achiri Eastern Video Corporation 15. Rose LeGette Biscayne West & American Legion 16. Bob Grill Greater Biscayne Chamber 17. Helen Grill Belle Meade Resident 18, Vi Jacobsen Shorecrest 19. F. Perrotti Biscayne Boulevard Restaurant Owner 20. Nick W. Stieglitz, Jr. Law & Economics Center 21. Gloria N. Romero DEEDCO 22. William Robertson Greater Biscayne Chamber of Commerce 23. Patrick Slattery Belle Meade HOA 24. Lazaro Barreiro Bayside Resident's Assoc. 25. Peggy Richard Morningside Resident 26. William Jones NRO 27. Charles Jones Belle Meade 28. Stanley Prevost Biscayne West 29. Elena B. Dapena Belle Meade Island 30. Carol Thomas Biscayne West 31. Angelina C. Mathis Opa Locka / Biscayne West 32. Brent Pickard Bay Point 33. Ethel Johnson 9190 Biscayne Blvd. 34. Officer Richard Gentry NET Office 35. Bear Smirnoff Big Bear Intl. 36. Kim Cohen Bay Point 37. Christopher Morson Shorecrest HOA 38. Christine Cabral Shorecrest Resident 39. Monique Taylor Haynesworth Village 40. Ulrich Michel Palm Grove 41. Carolyn Incitier Representative Beryl Roberts -Burke Office 42. Oscar Resek Shorecrest HOA 43. Jack Press Bay point 44. Corinne Duroure Palm Bay 45. Rod Pickard Bay Point 46. Pedro Ordenes MK Centennial Engineering Firm 22 v9- 4G9 HISTORIC PRESERVATION Miami In 1982. the City of Miami adopted an ordinance to City limas ..; encourage the preservation of Miami historic and .:_ .. n "" architectural heritage. The ordinance provides an order) :::::• g P Y and equitable way to balance and defend both private property rights and the community's right to protect its N. E. 79 St architectural and cultural heritage. The ordinance provides 1 - Fc a mechanism to designate historic site, historic districts, and archeological zones. It also serves to regulate proposed future changes to designated properties. The Historic ' Preservation Ordinance is currently the most effective RAYSIDE means of encouraging the preservation of historic sites and districts within the City. e o The Historic Preservation Ordinance provides a process by which architecturally or historically significant buildings and neighborhoods can be officially designated as z-- N. E. important elements in Miami's heritage. Designation may CUSHMAN SCHOOL be initiated by the Historic and Environmental Preservation Board or requested by a property owner or neighborhood association. The Board evaluates the property to determine MORNINStoE its conformance to the established criteria for designation and is responsible for approving or denying historic N. E. 5+ 5i designation. --= The ordinance establishes a systematic design review -_ — process to ensure that proposed physical changes to designated properties are appropriate and sensitive to their FOMR1C FfESER/ATON historic character This review process is designed to inform owners of available benefits and to assist them in esential rvation� dc PPArea developing appropriate plans and designs. Properties �,F LSSNaERS designated under the ordinance cannot be altered, added to, -- F.7osting Kstoric ,77 Preservation District � E7csong Kstoric 5tes or demolished without prior approval by the Historic and "-' — N E. Environmental Preservation Board or Preservation Officer. Review is triggered by the building permit process and insures that proposed changes to a property are in keeping with its historic character. The Board does not have the authority to deny the demolition of historic sites, however, but can delay the action for up to six months. The Upper Eastside has been in the forefront of historic preservation activities within the City of Miami, and contains more designated properties than any other neighborhood. Morningside, Miami's first historic district, was designated in 1984, and Bayside was designated in 1991. Two individual properties have also been designated as historic sites: the Cushman School and the Walter Flanders House at 452 N.E. 39th Street. 23 .�1 —' ,j 0 HISTORIC DISTRICTS Throughout the Upper Eastside area, there are numerous commercial buildings and residences which presently qualify or may soon qualify for historic preservation status. Miami's first historic district, The Morningside Historic District, is one of the best known historic districts in South Florida. The district is located between NE 55th Street to NE 60th Street, and from Biscayne Bay to Biscayne Boulevard. The neighborhood area features well landscaped vehicular parkways as an added amenity. The area also includes several spoil islands which are located in Biscayne Bay, and Legion and Morningside Parks which is located along the bayfront . The houses within the entire Upper Eastside area express a full range of architectural designs including Mediterranean Revival, Art Deco, Mission and other vernacular structures. Another one of Miami's best known historic district is Bayside. Just a few blocks north of Morningside, Bayside has similar architectural styles and amenities. Although Morningside and Bayside are best known and most highlighted historical districts, there are many other residential and commercial buildings which may qualify as future historical sites and/or districts. The Upper Eastside can be known as the "N.E.T. Area of Historical Districts." Preservation Incentives Ad Valorem Tax Exemption Historic Preservation property tax exemption. The purpose of this legislation is to encourage preservation by "freezing" ad valorem taxes at the rate they were assessed before improvements are made. This "freezing" is accomplished by removing from the assessment the incremental value added by the authorized improvements. The City of Miami has and will continue to study the feasibility of implementation of this program through the Historic and Environmental Preservation Office. The Historic Home Ownership Assistance Act This Federal legislation provides an incentive to individuals to restore and preserve historic homes by providing an income tax credit for qualified rehabilitation expenditures to historic homes. Approval of this legislation is pending. Community Development Block Grant (CDBG) Program This federally funded program provides funds for local activities which improve the quality of life in blighted neighborhoods, and provides expansion of economic opportunities for persons of low to moderate income. The City of Miami's CDBG Program is required to be implemented within the physical boundaries of eight neighborhood target areas identified as needing economic development, revitalization, housing and infrastructure improvements. To be eligible for CDBG funding, federal policies require that each activity (1) benefit low or moderate income persons, (2) aid in the prevention of slum or blight, and (3) meet other community development needs having a threat to the health and welfare of the community. Funds can be used for acquiring real property, interim assistance activities, economic development activities, assisting private for profit entities, historic preservation, the finance or subsidizing of construction of new permanent residences, rehabilitation of public or private property, and code enforcement. This program is available through the City of Miami Community Development Office, and is only available in the West Biscayne/Palm Grove community, which is within the Edison/Little River Community Development Target Area. 24 S:9- 469 U Florida Enterprise Zone Program The Community Contribution Tax Credit Program (CCTCP) provides an incentive (50% tax credit) to encourage Florida corporations to make donations toward community development and low income housing projects. The tax credit is easy for a business to receive. Corporations located anywhere in Florida that make donations to approved community development projects may receive a tax credit equal to 50 percent of the value of the donation. This program is conducted through the Florida Department of Commerce in Tallahassee, Florida: (850) 488-9357. Historic Preservation Grants - In - Aid Locally designated historic properties may be eligible for Historic Preservation Grants -In -Aid. Eligibility of these properties increase if they are listed on the National Register of Historic Places. This program is available to not -for - profit organizations, units of the county or units of local governments, and departments or agencies of the state including State Universities. This program is available through the Department of State, Bureau of Historic Preservation in the Division of Historical Resources, Tallahassee, Florida: (850) 487-2333.Investment Tax Credit For Low Income Rousing This legislation provides for an investment tax credit for acquisition, construction, or rehabilitation of qualifying units of low income housing. There is a 9% tax credit per year for 10 years for each unit of low income housing acquired, constructed, or rehabilitated without other Federal subsidies and a 4% tax credit for 10 years for units involving Federal subsidies or tax-exempt bonds. This program is available through the Department of State, Bureau of Historic Preservation in the Division of Historical Resources, Tallahassee, Florida: (850) 487-2333 Easement Programs An easement is a partial interest in real property, through donation or purchase, recorded in the deed, protecting the identifying elements of the interior/exterior or space around the property deemed important to be preserved. An easement program enables a tax-exempt, charitable organization -or public agency to protect buildings or land against potential adverse development or changes by acquiring partial interests in such properties. This program protects a property without burdening an organization with the costs associated with full ownership. The property becomes in a real sense a public/private partnership. Types of easements vary from Scenic or Open Space Easements to Exterior or Facade Easements, to Interior Easements. Easements can also restrict uses of a property, preventing a residential site from becoming commercial, or undeveloped land from incompatible intensive uses. Easements ultimately have federal tax incentives allowing owners to take a charitable contribution deduction for federal income, estate and gift tax purposes for the value of the easement. State easement programs vary and one should consult with a lawyer before setting up any easement program. Revolving Fund A revolving fund, normally administered by a non-profit or government agency, establishes a monetary basis on which property can be bought, improved, maintained, and sold outright. Revolving fund monies are subsequently returned and reused. The funds act to create a new economic and social force in the community. 25 V Potential Historic Residential District There are several pockets of houses and structures which presently qualify for historic designation throughout the entire Upper Eastside area. There are also some area which are adjacent to existing historic districts where future expansion of the district maybe recommended. These areas need to be researched for architectural and historical significance. A report should be submitted to the Historical & Environmental Preservation Board for review, approval and/or designation. The map below illustrates an area known as Biscayne West. This area is bounded by NE 6 1 " Street, NE 7 1 " Street, NE 41 Court, and Biscayne Boulevard. This area contains a large number of single and multifamily homes that were built prior to 1950. The photo is an example of a housing style in the area. With the proper guidance and an organized homeowners/tenant association, this area could qualify to be one of the next historic neighborhood of the Upper Eastside. The area called Palm Grove, just north of NE 7 1 " Street, may also qualify in the near future. -- -- E ,MOW IGO e ����, ElL1 I E T UPEMUsew L~�. � �w yw Other areas of potential historic districts are located in the Shorecrest, Belle Meade, Eaton Park area, and the area south of existing Morningside Historic District. The maps below illustrate these areas. .. Cu0�, l) --4 Ito Y = SHORECREST BELLE MEADE MORNINGSIDE SOUTH 26 e9_ Ic(* 0 Gk v HOUSING/NEIGHBORHOOD ENHANCEMENT Introduction There are eleven distinct neighborhoods that comprise the Upper Eastside area. While they all share common ties, they each have distinct characteristics and individual concerns. The southern three neighborhoods of Magnolia Park, Bay Point and Morningside (especially the latter two) tend to have higher incomes, higher assessed property values, and are predominately white. The zoning in these neighborhoods is uniformly single family, with the exception of Magnolia Park which is multi -family medium density. The central neighborhoods of Bayside, Biscayne West/Palm Grove, Legion Park, Eaton Park and Belle Meade is a mixture of architectural styles and ranges in zoning from single family residential to liberal commercial. This area ' is not as homogeneous as their neighboring subdivisions to the south and are very diverse ethnically and racially. The properties in this part of the Upper Eastside are also very diverse, ranging from high density multi -family buildings to single family structures. The structural conditions of residential properties has improved greatly in the areas east of Biscayne Boulevard while the areas west of the boulevard are noticing sporadic improvements. The properties west of Biscayne Boulevard zoned multifamily medium density residential has developed into a problematic area. Concentrations of upper medium and high income individuals exist along the bayfront and riverfront. The northern neighborhoods of Biscayne Harbor, Shorecrest, and Biscayne Plaza are similar in composition to the central neighborhoods but does not have a large concentrations of upper income residents along the waterfront. The northwestern section is mostly medium -to -high density and commercial zoning. Approximately 35% of the land use within the northern neighborhoods --one of the highest concentration of medium -to -high density all the Upper Eastside neighborhoods. It should be noted that the Upper Eastside of the City of Miami has made enormous strides to improve the quality of life in the area. The objective of this planning charrette include providing recommendations for further improvements in the quality of life. Many of the root causes of neighborhood blight will need to be addressed in a short period of time to see substantial and sustainable improvements. This element of the Master Plan will examine the issues surrounding the general conditions of housing and their .impacts on neighborhood enhancement. The issues surrounding housing are not evenly distributed throughout the area. The most significant concentrations of need for housing improvements and neighborhood enhancements exist in the northwest area of Shorecrest, south area of Biscayne West, and the area adjacent to Eaton Park. 27 General Conditions Miami CHy Hmtts. _ i~ DESIGN H.Y . ., N. E. 87 St The boundaries for the Upper Eastside neighborhood are; Biscayne Bay to the east, the ,.__r— FEC Tract to the west, 1-195 (approx. N.E. 38th Street) to the south, and the city limits (approximately N.E. 87th Street) to the north. ........... N. E. 79 ST, RESTAURANTI ENTERTAINMENT ' HISTORIC DISTRICTS A� 4 o° 61 ST. EEEsI �� N. E. 64 ST. `- HOU9NG/ NEIGH130RhI00D 17MHANCE1NlNT Districts New thru 3reet Roposed specialty shops, -- supermarkett restaurant site N. E' 36 ST.— i. � In fill opportunity .. Parkway The land use characteristics east of Biscayne Boulevard are; single family homes with some high density multifamily housing and a small band of moderate density housing abutting the Boulevard. The area east of the Boulevard in the Upper Eastside has little commercial intrusion from the Boulevard, with the exception of 79th street. West of Biscayne the dominant housing structure is single family; however, many of these structures have been converted to duplex and medium density multifamily housing. Apartment and converted transient housing (motels) are more common occurrences west of Biscayne, and commercial intrusion is more common with the light industrial use along NE 4th Court. The structural conditions of the residences and commercial buildings range from very good to good for structures east of the Boulevard, and good to poor for structures west of the Boulevard. The infrastructure conditions are good to fair throughout the neighborhood. There are numerous infrastructure improvements which have recently been made by Miami -Dade Water and Sewer Authority, Florida Power and Light, and Florida Department of Transportation. Major street improvements are being planned for Biscayne Boulevard. with preliminary planning already in progress. Biscayne Boulevard's future as a major arterial roadway will need to consider the impacts on the adjacent neighborhoods and the businesses along the corridor. The increasing volume of traffic, the high speeds of traffic during off peak hours, street closures and narrow turning lanes are but a few of the issues requiring immediate attention. There are numerous social problems throughout the neighborhood, especially along Biscayne Boulevard and the area west of the Boulevard. These social problems range from prostitution, robberies and muggings, to drug trafficking and drug use The only significant area of inconsistent land use is the industrial area along NE 4th Court which is directly across from an area with duplex/multifamily housing as its land use. This industrial area also acts as a buffer to the railroad tracks directly behind the warehouses. The area west of the Boulevard has experienced the greatest decline in population; it has the largest percentage of deteriorated structures; the greatest number of low income residents; and the highest level of unemployment in the neighborhood. 28 Housing Issues • Affordable Housing (an unresolved issue is what level of affordability is being addressed). • Less renters and transients housing. More home ownership • Overcrowding (an acute problem in the area west of Biscayne Boulevard). See City of Miami code housing section. • Lack of a neighborhood appearance code. See next section on design standards and guidelines. • Absentee landlord/ownership (an acute problem in the area west of Biscayne Boulevard). • Upgrading of substandard multifamily housing. Restoration of historically significant multifamily housing. 4 • New multifamily housing for low and moderate, working professionals. • Stringent code enforcement. • Promotional programs to attract individuals to the community. • Incentive programs for developers to bring in new multifamily housings and mixed use projects to the area. • Increased home ownership including condominium and cooperatives; new housing subsidies for low and moderate income individuals and families. COMMUNITY IMAGE/URBAN DESIGN Plan of action The Upper Eastside area encompasses approximately 71,000,000 square feet, or 1,630 acres of land The area is made up of distinct districts varying greatly in the character of their development, as well as their physical condition. The uneven development undergone thus far by the diverse districts has resulted in a loosely arranged tapestry of insular enclaves. Some residential districts have recently been invigorated by a strong current of gentrification; others, however have failed to capitalize from this occurrence, largely due to the fragmentation created by existing infrastructure limitations and the absence of strong linking elements. The significant revitalization thus far experienced by some residential districts coupled with the forthcoming enhancement of the Biscayne Boulevard corridor currently being planned by the Florida Department of Transportation (FDOT) as well as the presence of organized community support in the area make for an auspicious set of circumstances for implementation of this development master plan. The planning charrette and public concerns generated a clear consensus setting forth the urban design issues to be addressed by this document. Three salient points emerged: 1. The status quo of miscommunication and factionalism must be challenged and substituted by a well orchestrated grassroots effort toward the revitalization of the Upper Eastside community. 2. A reorganization of land -use regulations in the area is necessary in order to replace the existing patchwork of complicated zoning and land use designations with an integrated, organic and holistic set of regulations. 3. Creation of design guidelines and standards that will direct future development in the area safety, security and strengthening the quality of life for the Upper Eastside. Statement of Intent The Upper Eastside will be transformed into a healthy, cohesive community, the proud gateway to the city from the north. It will become this through: • Encouraging redevelopment of strategic properties with building types and uses that will improve the visual quality and security of open spaces for the enjoyment of all. • Encouraging the improvement of existing structures with building features and uses that better capitalize on the strategic opportunities offered to the community by its privileged regional location. • Develop special zoning district (SD) regulations to supplement existing zoning with a more precise and coherent set of site -design guidelines and architectural standards designed to bring about specific results including the desired shape to public spaces and visual harmony among buildings. • Providing linking elements to eliminate gaps in the fabric of the community and endow it with unity and cohesion. • Eliminating physical barriers to pedestrian circulation, facilitating traffic flow. • Reducing crime through the invigoration of community pride and vigilance. 30 • Designing the anticipated development along Biscayne Boulevard in a configuration that provides a proper transition between communities to the south and to the north as well as to serve as the needed shared corridor to link neighborhoods to the east and to the west. • Correcting the physical relationship between commercial buildings and the streets on which they are located and achieving better integration between commercial and residential districts. Urban Design Guidelines .-.. •..ate" Miami _ _ A= City limits __^__ '1:- — ;•-" ' �` SHORECREST 79 ST BELLE MEADE a BELLE MEADE PALMISLAND •-�"`���-W -,` S GROVE 1 BISCAYNE WEST EATON PARK BAYSIDE MORNINSIDE ..ter. y I W:��� C0MMLNr7YDE9GN : Improved -Reserve O Sable-Feinforce Q Irregular -Improve lhsteady-Sabilim Q BAY POINT :..:1Mrolesale-Industrial Q Hstoric District •v ` :: Major intersections Community Assets `MAGNOLIA PARK ••,�•• ••--.: N E. 75 ST� 0 Community Gateways The physical appearance of the residential and commercial areas is part of the neighborhood aesthetic and urban design. Among the aesthetic and urban design problems and needs are the visual confusion due to competing design elements including signage, building materials, colors, awnings, unsightly facades, and the generally poor appearance of some buildings in the area. • Need to improve the appearance of building facades within commercial and residential areas. • Need to provide visual amenities such as murals and ceramic tile plaques, decorative iron and woodwork, stained glass, tile and pavers. • Improvement of the quality of signage along commercial corridors. • Gateways to the neighborhood at key locations. • Lack of sufficient pedestrian amenities including street furniture and inadequate weather protection for pedestrians Need street beautification and improvements projects. • Lack of sufficient landscaping along major corridors and within private property. • The need to improve neighborhood maintenance including commercial facade maintenance, pickup of trash and litter in commercial and residential areas; improvement right-of-way and Swale area maintenance, and for vacant lot clearance. • Organize commerce around "critical Mass" commercial areas, i.e.; N.E. 54th Street, Publix/Eckerd Drugs, N.E. 61st-62nd Streets, Biscayne Shopping Plaza. DISTRICT DISTRICT 1 CONDITION ZONING SPECIAL COMMUNITY BOUNDARIES DESIGNATION AMMENITIES ........... ........... .......... ............................................. S omingside ....................................... MIXED ............ ................................................. . . . .............................. N. 6 Ist Street E. Biscayne Bay Very good R-I Historic Biscayne Bay S. Lake Road (50) to PR Designation Momingside FEC tracks very poor i C-1 i SD-9 Park 0 SD-9 Biscayne Boulevard FEC Tracks .... ......... y Point ................................... .......... .................................. VARIED .................................................. MIXED ......................................... 4 ........................................ f N. Lake Road (50) Sabal Lake 1 E. Biscayne Bay Very good I R-I Biscayne Bay 1 S. 40th Street to C-I SD-9 Momingside FEC tracks very poor Park Biscayne Boulevard FEC Tracks .......... Magnolia Park ............... .......................................................................................... VARIED MIXED ........ . ........................................ N. 40th Street Sabal Lake E. Biscayne Bay Marginally R-I Biscayne Bay I S. 36th Street good to R-3 SD-9 Momingside FEC tracks marginally PR Park poor C-1 Biscayne Boulevard FEC Tracks .......................................................................... Eaton Park ............................... ...................... MIXED .......................................... ; ........................................ N. 64th Street Eaton Park E. Biscayne Blvd. Marginally PR Biscayne S. 55th Terrace I Poor to very R- I Boulevard FEC tracks poor R-3 SD-12 FEC Tracks 0 SD-9 C-1 SD-9 C-2 ............. .......................... Biscayne West ............................................. ................................... VARIED ....................................................... MIXED ...................................... -4 ........................................ N. 77th Street Eaton Park E. Biscayne Blvd. Marginally R-2 Biscayne S. 64th Street poor to very R-3 Boulevard FEC tracks poor 0 FEC Tracks C-1 SD-9 Morningside ....................................................................... Biscayne Plaza ............... .................................... VARIEDMIXED C-2 ............... ......................................... Elem. ............ ......... I ................. N. 83RD Street Little River E. Biscayne Blvd. Marginally R-3 Biscayne S. 77th Street poor to very 0 Boulevard FEC tracks poor C-1 SD-9 FEC Tracks C-2 32 Goals, Objectives And Policies Make Area Safe • Correct security difficulties and resolve related image issues. • Correct zoning and land use errors. • Generate pride of neighborhood and encourage surveillance of neighborhood streets. • Discourage visitors from exposing themselves to risk. • Architecturally define clear edges between public and private realms. Direct Redevelopment • Control scale, intensity and appearance of new development. • Improve the visual character and increase utility of public spaces. • Maintain and reinforce stable neighborhoods. • Stabilize and improve unstable areas. • Encourage long term ownership and owner -occupancy of buildings. Revitalize commercial areas • Promote infrll development and encourage mixed use. • Establish design standards for pedestrian oriented storefronts. • Provide enhanced street furniture and fixtures. • Discourage high speed traffic through implementation of calming devices. • Clearly mark pedestrian crossings. • Implement unified signage program throughout the community. • Implement effective parking strategy. Design Vision In the effort to restructure and revitalize the Upper Eastside community, it is proposed that integration and coherence can be accomplished through a unified design vision. This vision shall be translated into a set of design and development standards and guidelines which will make up a community appearance code. Existing Conditions The Upper Eastside has, at present, a building stock of considerable age and character and an infrastructure configuration which, although partially altered, remains clearly linear in layout and maintains a discernible hierarchy. These are the anchoring points which new development must observe and be designed to reinforce. Linking Strategies As mentioned previously the greatest challenge to overcome in order to achieve the integration of the community, is the present lack of interaction between its component neighborhoods and particularly between the neighborhoods and the commercial corridor. The success of the planned commercial revitalization of Biscayne Boulevard will depend largely on the support of the abutting neighborhoods. For this reason it is imperative that the interaction of neighborhoods and the corridor be facilitated and reinforced through linking strategies. 33 Prototypes Commercial and residential prototypes of different scales and intensities should be designed and developed so as to integrate well with the existing fabric while reinforcing it. A coherent palette of architectural details, sensitive massing and scaling and connecting features to be used throughout the project area will accomplish the desired strengthening of character and result in the emergence of a new identity based on existing structures. Site Design Standards • Zoning Designations Although the current zoning regulations define a set of development rights for property owners that must be largely accepted, through overlays and special districts it is possible to ensure that such development is of desirable quality and is compatible with the vision of the master plan as well as beneficial to the community. • Permitted Uses A careful analysis of the uses presently allowed, their interaction and their effect on the community in general and neighboring areas in particular will yield a clear picture of what combinations prove successful and which uses should be promoted. These different combinations can be encouraged and facilitated through special districts and zoning overlays and will yield different nodes of commercial activity ranging from local to regional appeal throughout the Boulevard. • Design Standards A study will be conducted to study and catalogue the salient architectural features of the buildings in the different neighborhoods in order to sift out those elements that endow each area with a unique character and scale. These elements will then be used as guides when composing the code standards which will regulate future development. Below are listed a proposed set of categories for which criteria will be established that will guide the planning, building and zoning reviewers in their evaluation of future proposals. Architectural Standards • General Standards • Building Walls • Garden Walls And Fences • Characteristic Design Features • Roofs And Gutters • Openings, Articulations • Gateway Structure Details • Illustrated Building Examples --1!11!T Street Standards • Fixtures • Furniture • Pavers • Special Conditions 34 09- 469 COMMERCIAL REVITALIZATION During the charrette there were a number of issues expressed by the residents and property owners of the Upper Eastside that they considered to be key to the redevelopment of the entire Upper Eastside community. One of the main issues centered around commercial revitalization. It is no secret that the residents and property owners of the Upper Eastside would like to enjoy similar goods, services, and quality of life that other areas of Miami and Miami Beach presently enjoy. The intent of this plan is to develop a character for the commercial areas along Biscayne Boulevard. Based upon the following analysis, the Upper Eastside community presently has five shopping areas: 1. Area 1 - Biscayne Boulevard, from NE 37th Street to NE 55th Terrace. This area is a mixture high density and low -density office buildings, a television news studio, discount clothing stores, a grocery store and a drug store, a gas station/car wash, a few motels, a restaurant and a few specialty shops. 2. Area 2 - Biscayne Boulevard, from NE 60th Street to NE 77th Street. This area is mostly small to medium motels, two gas stations, a few specialty shops and restaurants, and some small offices. 3. Area 3 - Northeast 79th Street, from the F.E.C. railroad right-of-way to Biscayne Bay. This area is a mixture of small offices and retail storefronts, a few specialty shops, a marine sales and services center, one prominent restaurant and several fast-food restaurants. 4. Area 4 - Biscayne Boulevard, from NE 80th Street to NE 87th Street. This area is a mixture of auto service stores, a gas station, a mid -rise office building, a few small offices, a few motels, one prominent restaurant and a few fast-food restaurants, and a few specialty shops. 5. Area 5 - Northeast 41 Court, from NE 61' Street to NE 790' Street. This area is on the east edge of the Lemon City Industrial Park. While the east side of NE 4'h Court is residential, the west side is warehouses of light industrial shops, small manufacturing shops, and other liberal commercial uses. Though the FEC Railroad right-of-way is to the rear of these properties, there is no function between the two exist at the present. 6. The Biscayne Shopping Plaza, at NE 79th Street and Biscayne Boulevard. This center serves as a regional discount retail center with office facilities. The offices are presently occupied by law and immigration firms which desire a location adjacent to the Immigration and Naturalization Services Building across NE 79th Street. From a local perspective, areas 1 and 2 tend to serve the neighborhoods that are adjacent to them, whereas areas 3 and 4 seem to attract a more regional clientele. There is an area outside of the master plan's study area, Biscayne Boulevard, north of NE 87th Street, which should be considered during the development and implementation of this plan. While this master plan may not address this area specifically, there exist commercial retail centers that have had and will continue to play a major role in the commercial revitalization of Area 4 along Biscayne Boulevard. The commercial warehousing district along NE 4th Court is an area in great need of revitalization. 'There are numerous vacant structures and properties in this area. Although the area is not located on a major traffic corridor, and presently possesses a more industrial image, it is zoned lib?ral commercial. This area can be suitable for commercial establishments desiring a location near Biscayne Boulevard, without the numerous zoning restrictions. The creation a work -live space maybe possible as a desired alternative. The central and northern sections of the Upper Eastside community are seen as dangerous, drug infested area, where `prostitutes -are on parade'. That image is reinforced by the Pussycat Theater (now Club Madonna) and the numerous hotels/motels along the Boulevard. The Upper Eastside community lacks a mixture of strong local stores, and lacks the variety and quality of supermarkets. Regionally, there is a probably sufficient demand for one more quality market in this area of Miami. The region is also lacks moderate -priced shopping and entertainment. 36 I I N. E. 79 ST. t—E Fbstaurantsf Entertainment Facade Improvements Multifamily Residential/ Commercial Adaptive reuse into ftolesale/ Factory -Flame Sipply/ Furnishing/ Designers Slowroorn Farmer Marlet Community Center N. E. 61 ST. MuWam ily Pesidentia V Office Restaurant & Entertainment .......... N. E. 54 ST. COMMERCIAL REMWZA-ION AND EXISTING COMMERCIAL AREAS 0 Fbstricted Commercial Uberal Commercial N. E. 36 ST. Office 37 4 or% r 14 5 - 4,09, Area I - Biscayne Boulevard, from NE 37th Street to NE 55th Terrace Existing Conditions/Recommendations 1. The NE 38th Street intersection lacks a destination. (gateway to the Design District) 2. The office vacancy level is moderately. New IVAX Corporate Headquarters 3. Good streetscape from NE 38th Street to NE 50th Terrace, weak streetscape from NE 50th Terrace to NE 55th Terrace. 4. The hotels/motels on the east side of the Boulevard have been perceptually linked to the negative image of the community. (adaptive reuse) 5. A new freestanding Eckerd's Drugstore. 6. A small, heavily utilized Publix Grocery. Building is dated, although a relatively new facade was built in the late 1980's. Former Eckerd's site is vacant, possible Publix expansion. 7. Dated commercial and office storefronts with limited or no access to rear parking. 8. Gas station (54" Street) needs to be redesigned to improve vehicular accessibility. 9. New restaurant (Soyka) and retail center 10. A few multifamily residences, small offices, and a private school north of NE 55th Terrace 11. One motel on the west side of the Boulevard. (possible reuse as a bed & breakfast) Area 2 - Biscayne Boulevard, from NE 60th Street to NE 77th Street Existing Conditions/Recommendations 1. There are too many hotels/motels for the legitimate market in this area. The number of dated hotels/motels on both sides of the Boulevard have been perceptually linked to the negative image of the community. (possible adaptive reuse or redevelopment sites) 2. Several small and dated commercial and office storefronts. (facade improvements) 3. Two fairly new/remodeled gas stations. 4. Lack of parking to support existing businesses. (parking pockets on barricaded streets) 5. A number of vacant properties. 6. Lack of family oriented eating establishments. 7. Lack of family oriented entertainment establishments. 8. Lack of retail organization. 9. Lack of waterfront commercial activities. (Little River inlet) 10. Lack of weekend cultural festivals/flea market in Legion Park. 11. Lack of pedestrian oriented streetscape. Area 3 - Northeast 79th Street, from the F.E.C. railroad right-of-way to Biscayne Bay Existing Conditions/Recommendations I. A number of vacant properties. 2. Several small and dated commercial and office storefronts. (facade improvements) 3. Lack of parking to support existing businesses. (parking pockets on barricaded streets) 4. Lack of retail organization. 5. Lack of pedestrian oriented streetscape. Area 4 - Biscayne Boulevard, from NE 80th Street to NE 87th Street Existing Conditions/Recommendations 1. A number of vacant structures and properties 2. Lack of retail organization. 3. Lack of parking to support existing businesses. (parking pockets on barricaded streets) 4. Several small and dated commercial and office storefronts with limited or no access to rear parking. (facade improvements) 38 SO- 46 5. Several automotive service stores. 6. Lack of pedestrian oriented streetscape. Area 5 - Northeast 4" Court, from NE 61" Street to NE 79" Street Existing Conditions/Recommendations I. The area, although regularly traveled by commuters as a bypass to traffic congestion on Biscayne Boulevard and other local north -south traffic corridors, is poorly used. 2. A number of vacant structures and properties. (Creation of lofts or some type of work -live space) 3. The area lacks a new identity, specialty niches. 4. The area lacks pedestrian oriented streetscape. 5. Several dated commercial and industrial storefronts with limited or no access to parking. (facade improvements) 6. Because of its proximity to an industrial park and a residential community, this area can be used as a storage center for local businesses, and or light manufacturing shops, antique repair shops, or retail store for historic home furnishing and refurbishing. The Biscayne Shopping Plaza Existing Conditions/Recommendations 1. The center serves a small area of less than 2 miles, providing some local neighborhood and regional conveniences. There is a relatively high rate of commercial business turnover. 2. The center has a very old facade (45 yrs), dated storefronts. (major commercial facade improvement) 3. The center is conveniently accessible from Biscayne Boulevard and Northeast 79th Street. Ample parking and good interior traffic circulation. 4. The center lacks streetscape amenities, which includes lighting, signage, security systems, trees and landscaping. 5. The center lacks an anchor. (A major retailer and a movie theater/entertainment/activity center) 6. The center needs a new identity, specialty niches. 7. The center needs to service a larger regional based as well as the local neighborhoods. Commercial Revitalization Recommendations 1. Redevelopment of the Biscayne Shopping Plaza, including retail reorganization, establishment of an anchor store - major moderate retailer (Ross or Marshall) and a movie theater/entertainment/activity center (similar to Cocowalk, but on a smaller scale) and retention of local neighborhood services. Suggest motel on adjacent site as a proposed conversion to a fitness center. (Bally's or Living Well) 2. Redevelopment of the two properties along Biscayne Boulevard, on the south side of the Little River: the Little River Public Market (next to the Discount Auto store), and a riverside restaurant along north terrace which will be a part of the adaptive reuse conversion of the Cold Dust Motel to the Biscayne Boulevard Business Assistance Center. 3. A proposed adaptive reuse of the hotels/motels on the Boulevard. There are numerous older, yet significant hotels and motels along the Boulevard which can be converted from their present use to other commercial uses which would promote a positive community identity and a pedestrian friendly environment. 4. The proposed establishment of the Commercial Redevelopment Zones (CRZ). These zones are an effort to concentrate commercial, restaurant, and entertainment related activities into small pocket areas along the Boulevard. These zones are strategically planned to center around three major intersections which serve as major access route to the zones. The three CRZ proposed in areas along the Boulevard are • CU-I centers around N.F. 541h Street and spans from N.F. 50th Street to N.F:. 55th rerraee. • CRZ-2 centers around N.F. 62nd Street (Martin L. king, Jr. Boulevard.) and spans Irum N.F. 60th Street to N.E. 64th Street. • CRZ-3 centers around N.F. 71st Street and spans From N.F. 68th Street to N.F. 74th Street. 39 r W A proposed mixed use commercial/multifamily development or multifamily housing development. This area along the Boulevard, from N.E. 64th Street to N.E. 68th Street, and from N.E. 74th Street to N.E. 77th Street, is presently zoned C-1 Restricted Commercial which allows residential uses up to R-4 high -density multifamily residential. This area should be analyzed and evaluated for possible mixed use or multifamily residential use. A special zoning overlay can be proposed to provide guidelines as to the type of residential development allowed. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area, allowing 10-25 units per net acre, with a maximum height of 30 feet for the area east of the Boulevard, and 50 feet for the area west of the Boulevard. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. 6. A proposed mixed use office/multifamily development or multifamily housing development. This area along the Boulevard, from N.E. 55th Terrace to N.E. 60th Street, is presently zoned O - Office which allows residential use up to R-4 high -density multifamily residential. This area should be analyzed and evaluated for possible mixed use or multifamily residential use. A special zoning overlay can be proposed to provide guidelines as to the type of residential development allowed. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. 7. A proposed adaptive reuse of the 4th Court warehousing district into a wholesale/factory home supplies and furnishing center with designer showrooms. This will complement and enhance the existing and proposed historic districts and will serve as a supplier to the present and future residences and property owners in need of items to restore/maintain their homes. 8. Proposed weekend festivals and flea markets at Legion Park. This will encourage park utilization. 9. Maintain the American Legion Post as a community center for the Upper Eastside. 10. Promotion of the City's Commercial Facade Improvement Program throughout the Upper Eastside. The methods of addressing commercial revitalization and other commercial development and redevelopment strategies will be addressed in detail in the Comprehensive Economic and Marketing Strategy Plan (CEMSP) section of this master plan. 0] 99- 409 BISCAYNE BOULEVARD HOTELS AND MOTELS (as of September .1, 1998) NAME ADDRESS # UNITS I, Vagabond Sunshine Motel 7301 Biscayne Boulevard 50 2. Gold Dust Motel 7700 Biscayne Boulevard 60 3. Davis Motel 6500-6580 Biscayne Boulevard 45 4. Paraclete Motel 7350 Biscayne Boulevard 22 5. Executive Inn Motel 7422 Biscayne Boulevard 13 6. Economy Suites Motel 6320 Biscayne Boulevard 22 7. South Pacific Motel 6300 Biscayne Boulevard 25 8. Shalimar Motel 6200 Biscayne Boulevard 50 9. Sinbad Motel 6150 Biscayne Boulevard 28 10. Royal Motel 7411 Biscayne Boulevard 25 11. Bayside Motel 5101-5125 Biscayne Boulevard 45-51 12. New Deal Motel 5061-5075 Biscayne Boulevard 32 13. Best Value Motel 5255 Biscayne Boulevard 68 14. Budget Inn Motel 5201-5215 Biscayne Boulevard 41 15. Travelers Motel 5501 Biscayne Boulevard 12 16. Laurel Motel 5445 Biscayne Boulevard 23 17. Waldorf Motel 5305 Biscayne Boulevard 21 18. Seven Seas Motel 5920 Biscayne Boulevard 45 19. Star Dust Motel 6730 Biscayne Boulevard 55 20. King Motel 7150 Biscayne Boulevard 19 21. Miami Regency Inn 8425 Biscayne Boulevard 18 22. Camelot Inn 7126 Biscayne Boulevard 19 23. Saturn Motel 6999 Biscayne Boulevard 18 24. Manson Hotel 6789 Biscayne Boulevard 22 25. Carl's El Padre Motel 5950 Biscayne Boulevard 10 Total # Units 788 I. Bayside Motel 2. Vagabond Motel 3. Seven Seas Motel 4. Davis Motel 5. King Motel TOP FIVE MOTELS Suggested motels to remain as is, or under new lodging operations. 41 Maintain Existing Operations Maintain Existing Operations Bed & Breakfast Operation Bed & Breakfast Operation Bed & Breakfast Operation i I 6 SUGGESTED HOTEL/MOTEL FRANCHISES Suggested hotel/motel franchises for the Biscayne Boulevard Hotel/Motel market. Days Inn Quality Inn Hampton Inn La Quinta Inn Best Western Courtyard Ma.rroitt Comfort Inn Motel 6 Howard Johnson Ramada Inn Econo Lodge SUGGESTED CONVERSION PROJECTS Suggested motels which can be converted to an alternative commercial/residential use. 1. Gold Dust Motel Business Assistance Center 2. Laurel Motel Retail/Office Space 3. Waldorf Motel Retail/Office Space 4. Economy Suites Motel Mixed Use Commercial[Multifamily 5. Shalimar Motel Mixed Use Commercial/Multifamily 6. South Pacific Motel Mixed Use Commercial/Multifamily 42 sJ- 46,1 LIST OF OCCUPIED STORE SPACE AT THE BISCAYNE SHOPPING PLAZA (as of September 1,1998) Name Type of Business 1. Smart & Final Food/Supplies/Business/Home 2. Perfumania Fragrance and Scents 3. Radio Shack Electronics 4. Payless Shoesource Shoes 5. Payless Kids Children's Shoes 6. Mac Frugal's Bargains and Closeout Items 7. Three Sisters Women's Clothes 8. Eagles Fashion Club Men's and Women's Clothes 9. Everything in Store Women's Clothes 10. Baskin Robbins Ice Cream Shop 11. Biscayne Plaza Beauty Supply Beauty Supply Shop 12. Romi Men's Clothes 13. Only a $1.00 Bargains and Closeout Items a 14. Lafer Jewelers Jewelry Store 15. J & C Bags Accessories 16. Hour Photo Photo Development 17. Sizes Unlimited Women's Clothes 18. - 5 Discount Bargains and Closeout Items 19. Sneaker Outlet Shoes 20. Cool J's Sport Center Sport Apparel 21. Subway Fast Food Restaurant 122. Biscayne Plaza Cafeteria Restaurant 23. Dunkin Donuts Fast Food Restaurant 24. McDonalds Fast Food Restaurant 25. Biscayne Plaza Cleaners Cleaners 26. Biscayne Plaza Wash Bowl Laundry Laundry Mat LIST OF OCCUPIED OFFICE SPACE AT THE BISCAYNE SHOPPING PLAZA I. Weiner & Steingold Law Office/Immigration 2. Virgio Travel Travel Agency 3. Lawyer Abogado Law Office 4. David Novda Law Office/Immigration 5. Biscayne Haircutters Hairstylist 6. ABC Services Immigration 7. International Legal Services Immigration 8. Tomas Rodriguez Immigration 9. Officina De Immigracion Immigration The Biscayne Boulevard Shopping Plaza, managed by Terranova Management, is a regional commercial center on approximately 12.5 acres. A site this large can and should service two clienteles at the same time: • The commercial and service center needs of the Upper Eastside/Greater Biscayne area which includes Little Haiti, North Bay Village, El Portal, and Miami Shores. An entertainment/activity center for the entire northeast region of Dade County, (from 36th Street to 135th Street, and from 1-95 to Biscayne Bay) and other areas of Dade County. 43 139- 469 LIST OF BUSINESSES ACROSS FROM BISCAYNE SHOPPING PLAZA N.E. 79TH STREET (as of September I, 1998) Name I. Dollar Bills 2. Rent -A -Center 3. One Price $7.00 4. USA Mini Mart 5. Home Mart Furniture 6. Goodwill Store Name Type of Business Bargains and Closeout Items Furniture and Electronics Clothing Store 24 Hour Store/Gas Station Furniture Secondhand Merchandise LIST OF BUSINESSES ACROSS FROM BISCAYNE SHOPPING PLAZA BISCAYNE BOULEVARD (as of September 1, 1998) Pawn Shop China Palace Cafe Chin Fung Pearle Vision Center Biscayne Law & Medical Center Type of Business Bargains and Trade Restaurant Restaurant Optical Center Professional Services 44 S9- 469 f n TRAFFIC/TRANSPORTATION 71l III ;; CONDITONS f---► Traffic Traffic Problem Area As a pats of the master plan, traffic and transportation has become and will continue to be one of the major key elements of the revitalization and redevelopment of the Upper Eastside community. Traffic and transportation, as with other elements of planning in urban areas, is closely related to other issues. The traffic and transportation elements of this plan must address not only traffic and safety issues, but must also coordinate with and support other elements of the plan, such as security and preservation of neighborhoods, development of community commercial zones, revitalization of regional commercial districts, and should include landscaping on a human scale. The master plan elements for traffic and transportation take an integrated approach to guiding the future of traffic configurations and transportation efforts in the Upper Eastside by supporting the other elements of this plan. The overall goal of the traffic and transportation element of the plan is to create a small town, urban village -like character, and development a future vision of the Upper Eastside, as it relates to local and regional functions of transportation, for example: 1. As a component of the commercial revitalization element, circulation and parking are critical tools to redirect commercial development and define the scale, pattern, and character of the commercial district. Z. As a component to the housing and neighborhood enhancement element, the volume and speed of vehicular traffic, the ability to use non -motorized modes of transportation, and the pedestrian character of the street are used to: • redefine residential areas, • maintain an integrated urban form of neighborhoods connected by multiple streets, • help redirect traffic to support the revitalization and redevelopment of other neighborhoods. 3. As a component to the community image/urban design element, the structure/street relationship and the organization of other elements related to the street (lighting, furniture, signage, etc.) is instrumental to the development of the overall character of the Upper Eastside area. 4. As a component of the parks/open space element, the streets provide one of the most significant opportunities for landscaping as the street are the primary system of public transportation for the entire Upper Eastside, 45 S '100 lone nnunn uuw muunl>� i11O1- IIIII,II I>f III, I111 Il111111111■ Inr nutU1 nu lulu f uww u( nit. villa .I Itl11" ".1( .11.1111• IIIIiIIW 111( It11t11i/ IIIN/1r � llll(. I IIIt.i I.I nunuilIL " mmn Hoot. uL . lu / n.nulm u(iii./m(um■ N. E 54 Sr N. E 36 Sr 46 I(r I 1 �.'. s rI • , Guard House — MajorArterial .0 Neighborhood Access 9 Local Traffic Zones Basting Traffic Barriers Reposed Traffic Barriers _ Reposed Bleway Fbutes .. Future Light Fail Transit e ®iminate Arterial Transit BOULEVARDS & PARKWAYS Streetscape The streetscape, usually defined by the public right-of-way, is a major component in shaping our urban landscape. Streetscapes - in the manner in which architecture and open space are used with them - define what we call the public realm. Codes and ordinances do not address the public streetscape beyond the right-of-way line, but can strongly influence the character of the public realm. This master plan will address the following aspects of streetscape improvements: 1. Ways to improve the visual quality of streetscape through planting. 2. Alternatives for street configuration to create a pedestrian -friendly environment while facilitating vehicular, pedestrian, and bikeway circulation. 3. Enhancement of view corridors and scenic corridors. Miami cnv lirrn: a HOPPING d PLAZA —8 MARTIN LUTHER KING BOULEVAR N.ESist. General Recommendations LITTLE RIVER PARKWAY Prepare a Streetscape Master Plan which identifies a palette of street trees and Il E 79 A. 2 palms to be planted in various w sHORECREST DRIVE neighborhoods based on existing plants, v maintenance requirements, and feedback from neighborhood representatives/City staff. The plan would analyze: SISCAYNE BOULEVARD 1. Coordination of private development f o street tree requirements with proposed planting in the right-of- 4 ways. N E. 61 SE LEMON CITY PARKWAY BOULEVARDS & PARKWAYS 47 2. Thematic plant communities, such as tropical and flowering trees, to create a system of neighborhood identification, historical significance and cultural image of the Upper Eastside. 3. Establishment of a hierarchy to prioritize streetscape/street tree planting for the Upper Eastside and each neighborhood. 4. Feasibility of relocating overhead electric lines underground. 5. Recommendations for bike paths, streetscape furniture, and signage. 29- 4va Proposed 'Traffic/Transportation Streetscape Projects 1. Biscayne Boulevard Streetscape Project (a part of FDOT's rebuilding of Biscayne Boulevard, from NE 20th Street to NE 123rd Street). 2. Little River Parkway Streetscape Project 3. Northeast 79th Street (proposed Shorecrest Parkway) Streetscape Project. Major Corridors Miami C ity limit N. E. 82 S%J N. E. 79 ST., N. E. 62 ST N. E. 54 ST E. 36 ST. N. E. ev sY Based on the findings of this planning process, nine major corridors were identified as potential streetscape sites. These were defined as the corridors having the greatest need, and potentially having the most beneficial impacts for streetscape improvements. 48 1. Biscayne Boulevard 2. Federal Highway 3. Northeast 38th Street 4. Northeast 54th Street 5. Northeast 61 st Street 6. Northeast 62nd Street (M.L. King, Jr. Boulevard) 7. Northeast 79th Street 8. Northeast 82nd Street (Little River Parkway) 9. Northeast 10th Avenue 9- '469 Biscayne Boulevard Existing Conditions 1. The primary north -south corridor with major impacts throughout the Upper Eastside community. 2. Overhead utility lines create an unsightly image, and limit potential planting in the swale areas. 3. Identified as a major commercial/office district for the community. 4. Not pedestrian -friendly. Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. 5. Major intersections: NE 54th Street. NE 61st-62nd Street. NE 79th Street, and NE 82nd Street. Recommendations I. Reconstruct street to allow for expanded sidewalk, bikeway, additional planting in the swale areas, and paver design for sidewalk cafes where feasible. 2. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 3. Reconstruct street to allow for new center medians from NE 50th Terrace to NE 87th Street, with turning lanes at major intersections only. 4. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 5. Define major intersections with planting islands, new signage, a gateway feature for the Design District at NE 38th Street, and a gateway feature for the various neighborhoods along the Boulevard. Federal Highway Existing Conditions t. A secondary north -south corridor with minor impact to the community. 2. Service road for businesses along Biscayne Boulevard between NE 38th Street and NE 54th Street. 3. Serves as a bypass for Biscayne Boulevard traffic overflow. 4. Runs parallel to the Florida East Coast railroad right-of-way. 5. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 6. Lithe or no streetscape. 7. Little or no pedestrian sidewalk/amenities. 8. No bikeway/path. 9. Major intersection: NE 54th Street and NE 39th Street Recommendations 1. Reconfigure street to allow for sidewalk, bikeway, planting improvements, and future Metrorail line. 2. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 3. Define major intersections with planting islands, new signage, and a gateway feature for the Design District at NE 39th Street. 4. Close Federal Highway between NE 54th Street and NE 55th Terrace. This will allow greater commercial development opportunities at this site, better access opportunities from Biscayne Boulevard which become Federal Highway at NE 55th Street, and opportunities to design/develop better traffic circulation as Biscayne Boulevard is reconstructed. Northeast 38" Street Existing Conditions 1. Serves as an east bound exit ramp for 1-195 to Biscayne Boulevard. 2. The entrance to the Design District from Biscayne Boulevard. 3. There is a mixture of land uses ranging from multifamily residential along the exit ramp, to commercial along the Boulevard and into the Design District. 4. Overhead utility lines create an unsightly image, and limits potential planting in the Swale areas. 5. No bikeway/path. 6. Major intersections Biscayne Boulevard and Federal I lighway. 49 SJ- �69 Recommendations I . Co -designation of NE 38th Street as Designer's Way. 2. Define major intersections with planting islands, new signage, and a gateway feature for the Design District from NE 38th Street and Biscayne Boulevard to NE 39th Street and Federal Highway. 3. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting, 4. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. Northeast 54th Street Existing Conditions 1. A secondary east -west corridor with minor impacts to the community 2. Allows access to and from 1-95 expressway, the Little Haiti, and Model City communities to the west. 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 4. No bikeway/path. 5. Major commercial district 6. Major intersections: Biscayne Boulevard and Federal Highway. Recommendations 1. Reconfigure street to allow improved vehicular access to NE 4th Court/Federal Highway, Biscayne Boulevard, and NE 55th Terrace, (A streetscape traffic circle) OR 2. Close Federal Highway between NE 54th Street and NE 55th Terrace. This will allow greater commercial development opportunities at this site, better access opportunities from Biscayne Boulevard which become Federal Highway at NE 55th Street, and opportunities to design/develop better traffic circulation as Biscayne Boulevard is reconstructed. 3. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 4. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. 5. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 6. Define major intersections with planting islands and new signage. Northeast 61 st-62nd Street Existing Conditions I. A primary east -west corridor with major impacts to the community. 2. Major access to and from 1-95 expressway, the Little Haiti, and Model City communities to the west ,j 3. Northeast 61st Street is one way eastbound from NE 2nd Avenue to Biscayne Boulevard. 4. Northeast 62nd Street is one way westbound from Biscayne Boulevard to NE 2nd Avenue. 5. There is a mixture of land uses ranging from multifamily residential and light industrial along Northeast 61st and 62nd Street, to commercial along the Boulevard. 6. Major intersection: Biscayne Boulevard Recommendations 1. Co -designation of NE 61st Street as "Historic Lemon City Parkway". (N.E. 62nd Street will remain MLK Boulevard) 2. Reconfigure street to allow for expanded sidewalk, bikeway, addition planting in the Swale areas, and paver designs for sidewalk cafes where feasible. 3. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. 4. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting, 5. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 6. Define major intersections with planting islands and new signage. 50 I Northeast 79th Street/John F. Kennedy (JFK) Causeway Existing Conditions I. A primary eastbound corridor with major impacts to the community. 2. Major access to and from 1-95 expressway, the Little Haiti, and Model City communities to the west, and JFK Causeway to the beaches 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 4. Identified as a major commercial/office district for the community. 5. Not pedestrian friendly. Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. 6. Little or no streetscape 7. Three lanes eastbound and one lane westbound with on -street parking and turning lanes where feasible. 8. Major intersection: Biscayne Boulevard and N:E. IOth Avenue Recommendations 1. Publicize the co -designation of NE 79th Street as "John F. Kennedy Causeway". 2. Re -engineer street from high volume, three lanes eastbound/one lane westbound, transit corridor to a two-way, five lane (center turn lane) commercial street, with limited on -street parking. 3. Reconfigure street to allow for expanded sidewalk, bikeway, addition planting in the swale areas, and paver designs for sidewalk cafes where feasible. 4. Reconfigure street to allow for new median improvements from the Boulevard to the bay. 5. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. 6. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 7. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 8. Define major intersections with planting islands, new signage, and a gateway feature for the Shorecrest and Biscayne Harbor neighborhoods at NE 1 Oth Avenue. Northeast 82nd Street Existing Conditions 1. A primary westbound corridor with major impacts to the community. 2. Major access to I-95 expressway, the Little Haiti, and Model City communities to the west 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 4. Identified as a single and multifamily residential district with a commercial district along the Boulevard and major cross streets. (NE 2nd Avenue and Miami Avenue) 5. Not pedestrian friendly. Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. A vehicular speedway. 6. Little or no streetscape. 7. Two and three lanes westbound with on -street parking and turning lanes where feasible. 8. Major intersection: Biscayne Boulevard Recommendations I. Re -engineer street from high volume transit corridor to a two-way residential street. 2. Reconfigure street to allow for expanded sidewalk, bikeway, addition planting in the swale areas. 3. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 4. Make extensive streetscape improvements in residential districts including expanded sidewalks and planting improvements. 5. Define major intersections with planting islands, new signage, and a gateway feature for the Shorecrest neighborhood. 51 Northeast 10th Avenue Existing Conditions 1. A neighborhood north -south corridor used as a primary connector with major impacts to the community, 2. Major access to Biscayne Boulevard via N.E. 82"d Street connector, N.E. 79d' Street QFK) Causeway to the beaches, only north -south connector east of Biscayne Boulevard between the Miami Shores and Shorecrest communities. 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 4. Identified as a single residential district with a commercial district along N.E. 79d' Street. 5. Not pedestrian friendly. Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. A vehicular speedway. 6. Little or no streetscape. 7. Major intersection: Biscayne Boulevard and N.E. 791h Street. Recommendations 1. Co -designation of N.E. I Wh Avenue as Shorecrest Drive. 2. Reconstruct street to allow for expanded sidewalk, bikeway, addition planting in the swale areas. 3. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 4. Make extensive streetscape improvements in residential districts including expanded sidewalks and planting improvements. 5. Define major intersections with planting islands, new signage, and a gateway feature for the Shorecrest neighborhood. 6. Re -engineer street from high volume transit corridor by adding neighborhood traffic circle to slow down local traffic and deter cut -through traffic. 52 PARKS/OPEN SPACE Parks And Recreation Parks and open spaces, like streetscapes, are an integral component of our urban fabric. As such, they are a direct reflection of our social and cultural well-being. They provide an essential need in community building bringing us together to play, and to know each other. A successful park system offers a diverse set of recreational opportunities allowing for various kinds of recreation which serve all members of the community. Many municipalities advocate well -programmed parks that provide activities to encourage young people to get off the street and thereby reduce neighborhood crime. As heard often during the charrette, crime, drugs and prostitution are the major concerns of the Upper Eastside community. With a combined effort of community and city agencies, parks and recreational programs can be utilized to reduce many of these community problems. Given the ever -tightening squeeze on municipal budgets, it is vital that neighborhoods residents become active in `taking back' their parks. In fact, neighborhood associations should be encouraged to plan and program activities, and to assist in monitoring and maintaining their parks. The City cannot do it alone; there need to be closer public/private partnerships in the care of neighborhood parks and open spaces. The Parks Bond Issue A county -wide bond issue for parks, called Safe Neighborhoods Parks Act of 1996, was passed during the November 1996 election. The Parks and Recreation Departments throughout Dade County and its municipalities are formulating proposals for critical park needs (staffing, new facilities and playgrounds, park furniture, programs). Presently, the City of Miami Parks and Recreation Department has prepared a budget proposal for roughly $21 million for its park program. There are many recommendations made in this proposal for the Upper Eastside parks. Parks and Recreation Recommendations Park Design Certain design principles are important in park design: 1. They should be well -lit, with emphasis on installing vandal/bullet-proof fixtures. 2. Dense foliage should be removed from the perimeter to facilitate easier visual monitoring without eliminating shaded areas. 3. High walls or barriers should be removed or made transparent. 4. Areas should be designed for use of children of different age groups. 5. Seating areas should be designed close to tot -lots for comfortable parental monitoring. 6. Use of playground play structures which incorporate the principle of "integrated play" (as opposed to the old playground concept of spreading playground equipment helter-skelter throughout the park.) 7. Equipment should be designed with long-term maintenance, safety and handicapped accessibility in mind (an important factor given shrinking parks budgets and potential for litigation.) 53 99 � 4;: Parks Maintenance I . Native, drought -tolerant vegetation should be planted to reduce maintenance and conserve resources. 2. Allow some areas to become more "naturalized." 3. Plant design should utilize "xeriscape" principles, which reduce demand on municipal water supplies. 4. Irrigation systems can be designed in accordance with "xeriscape" principles, and provided with rain/ground moisture sensors to eliminate over -watering. 5. All parks should have a maintenance specification prepared for their specific needs. Special Park Districts A relatively old concept in regional park management, known as Special Park Districts (SPD), is also gaining momentum. These are independent districts which have their own tax base, elected boards of directors, and considerable public involvement. These districts are created out of citizens desire to control the delivery of park and recreation services apart from other services. SPD's have shown they can reduce overhead costs while improving the overall efficiency, response time, and economics for park and recreation services. Some distinct advantages are: I. Their independence allows SPD's to act "more boldly" than park and recreation departments in legislative matters. 2. They can focus full attention on fulfilling public recreational needs. 3. They can move into the private community for private funding drives. 4. They enjoy more active community involvement. In 1988, a $225 million park bond issue for the East Bay Regional District in New York State, created in 1934, was passed (a 2/3 majority was required) indicating substantial approval for the SPD and its program and services. In 1996, a similar bond issue was passed in Dade County. Approximately $20 million from the bond issue have been earmarked for the City of Miami Parks Department for redevelopment and expansion of park lands in the City limits. The creation of SPD should be studied to effectively allow the public to assist master plan and manage the City-wide park system based on successful model around the country. 54 Proposed Parks/Open Space Public Projects unN ErRR eEe ruNr NaE.R ' North Area NEEIQ wWYM NRow K - KErnW Nw! MMw Emu R WU -TW2 rREM" F—y "us YLM RMRAN MNR ft" d U"LA RMR wnx N""T KYEnr� Nw Y�'IEQOL IY1R �' EROICN rw EHA NORNR10EpR MRR F? RG& ORN S*CES General Recommendations 1. The Upper Eastside Banner Project (sponsored by the Upper Eastside Neighborhood Associations, and local corporations. 2. Upper Eastside Neighborhood Gateway Project (a design competition of entry ways fir the neighborhoods abutting Biscayne Boulevard. 3. Rails with Trails bikeway project. d. City of Miami Gateway Project (landscape entry features from Miami Shores, and the beach areas) 1. Identify property to be acquired for use as a park and recreation site in the Shorecrest neighborhood. 2. Biscayne Shopping Plaza landscape improvements 3. Little River Park and Nature Preserve designation and land acquisition. Central Area t. Belle Meade Riverside expansion park designation and land acquisition. 2. Identify property to be acquired for use as a park and recreation site in the Biscayne West neighborhood. 3. Little River Public Market (a proposed open air market at Biscayne Boulevard, on the southeast side of the river). d. Pedestrian gateway for Legion Park from Biscayne Boulevard. 5. Canoe, kayak, paddle boat, jetskiing, and picnic activities on picnic islands between Legion and Morningside Parks. 6. Old Pump House restoration (Bikeway Headquarters). 7. Eaton Park improvements South Area I. Mural project on Biscayne Boulevard at the 1-195 overpass (a ceramic mural depicting the evolution of Biscayne Boulevard, or something related to Miami history). 2. Design District Gateway Project (a gateway design competition for the Design District entry from Biscayne Boulevard, SS 5:9- 469 THE UPPER EASTSIDE: PLAN IMPLEMENTATION The implementation of this master plan is probably the most critical element of this entire process. Organization will be the key component to achieve the level of development this master plan can provide. So far, the homeowner associations and neighborhood organizations have been the most active in providing guidance and assistance in the development of the plan. The commercial property owners and business owners have not been as involved in this planning process, which is unfortunate due to this plan has a greater impact on the properties along and adjacent to Biscayne Boulevard. UPPER EASTSIDE ACTION PLAN The Upper Eastside Action Plan is a list of proposed initiatives to assist in the potential redevelopment and future development of the community. These initiatives have been divided into three phases: Phase One Reconstruction of Biscayne Boulevard w/center medians Lighting (pedestrian and utilitarian) Street Furniture in commercial zones Landscaping, Decorative Pavers, etc. Other Streets Improvements Phase Two Facade Improvements/Cleanup & Sanitation Project Rezoning Small Business Development Districts Designation Security Program for Commercial AreasMeighborhood Crimewatch Creation/Recreation of the Biscayne Boulevard Chamber of Commerce Phase Three Commercial Redevelopment Zones Hotel/Motel Adaptive Reuse Residential Development along the Boulevard Residential Redevelopment west of the Boulevard Other Community Projects 56 S 9- 469 Community Assessment Map Miami City limits I re�iRJ A�f4„3 i s v ���• N. E. 36 Sr C 0 MMUN ITY ASSESSMENT 0 City of Miami Gateways 0 Neighborhood Gateways F Traffic Traffic Roblem Area Fbtential Hstoric Reservation Area Areas of Fbtential Ebulevard Multifamily Pedev. orAdaptive Residential Buse Areasof Boulevard Commercial Redev. Or Adaptive Commercial Reuse 57 J 46 Phase One - Traffic Improvements The following project activities should be initiated and completed within a three to five year span. • Phase One will involve the implementation and construction of the new Biscayne Boulevard, to be completed in phases over a three to five year period. This involves the widening of Biscayne Boulevard from its present sixty-six (66) right-of-way to a minimum of seventy-five (75) right-of-way and the introduction of landscaped medians with turning lanes at various streets. Other features should include: additional landscaping, brick paver crossings at major intersections, decorative lighting, and decorative street furniture in the CRZ areas. • Phase One will also involve the adaptive reuse and restoration of all commercial structures within the CRZ areas. This part of the project should be coordinated with the improvements along Biscayne Boulevard for minimal business disruption. Additionally, new parking lots should be in place to support the transportation improvements on Biscayne Boulevard and the new business being developed along the Boulevard. • With the prospects of new businesses coming to this revitalized community, residential redevelopment, historic preservation, and restoration will hopefully become a reality during the three to five year time span and complete the improvements for the community. Other Traffic Improvement Projects Vehicular traffic along N.E. 79th Street and N.E. 82nd Street, from the bay to the F.E.C. right-of-way has become a nuisance to the residents, property owners, and pedestrians who travel through the area. For the residents, N.E. 82nd Street (Little River Parkway) has become a speedway for commuters coming from Miami Beach and North Bay Village. This has split the neighborhood of Shorecrest into two separate areas, resulting in decrease in property value, decrease in home ownership, and an increase in vacancies along the street. Additionally, this parkway raises several safety issues for pedestrians who may walk/ride along this high speed trafficway. • Northeast 79th Street should be re -engineered, from Biscayne Bay to Biscayne Boulevard, as a five lane, two- way major commercial corridor with two lanes each for east and westbound traffic, with a center turn lane. A parking study must also be conducted to provide adequate off-street parking for the businesses along N.E. 79th Street. Temporary street closures along the north side of N.E. 79th Street should be made permanent. • Northeast 82nd Street (Little River Parkway) also should be re -engineered, from N.E. 79th Street to Biscayne Boulevard, as a two lane, two-way residential street with one lane going east and one west and street side parking available to the residents of the neighborhood. The temporary street closure at N.E. 1 lth Avenue and 82nd Street should be relocated permanently to N.E. 1 lth Avenue and 79th Street. This will create a cul-de-sac with a small neighborhood park for residents. 58 9 f_ 469 Z. 1 Phase Two - Community Image Improvement initiatives The following activities should occur in tandem with traffic improvements along Biscayne Boulevard. Aesthetic Improvements - The Miami Gatewav Project. A Chamber of Commerce -like organization, along with other civic or neighborhood organizations and associations, should be responsible for the identification of funding sources for community improvements, via the Upper Eastside NET office. These organizations will be responsible for developing an identity for the community as the `northeast gateway' to the City of Miami. Funding sources may also be identified for the upkeep, cleaning, and maintenance of commercial and residential properties within the community. • Biscayne Boulevard Small Business Development District A Chamber of Commerce -like organization, a community development corporation (CDC), or community redevelopment agency (CRA) should be the lead organization in establishing the Small Business Development District (SBDD). The purpose of the SBDD is to redefine the type of commercial activities conducted on the Boulevard and to take advantage of the existing hotels and motels which can be readapted for commercial and retail use within the commercial redevelopment zones. Hotel/motel property .w . owners should be encouraged to provide retail, showroom, "w ^ and office space at a rate equal to or lower than the suburban •w,be�oN warehousing districts of north, west and south Dade County. This will help attract new entrepreneurs to the community. • Security The City of Miami Police Department should be encouraged to increase its visibility and effectiveness within the commercial and residential areas of the community. Parking - Prneramming & Development Along with the aew businesses that will be moving into the community, there will be a need for better parking. Parking for the existing commercial establishment is already at a premium. There will need to be a coordinated effort between the community and the Miami Parking System to provide areas for metered off-street parking. Additionally, there will need to be a coordinated effort between the neighborhood crimewatch groups and the City of Miami Police Department concerning automobile towing and the removal illegally parked vehicles in the residential fringe areas adjacent to the business districts. 59 99- 469 • ('unnnrrnitt• Uesr�rr (cl alcrintenunc•e,1'Icrndurcl., i•o ensure compliance by llrture developers, property o,kners, buSlneSS owners, and the residents of the community, community design ,guidelines should be developed and presented to the community for input and adoption ti)r all nov developments, and future modification restoration projects. Additionally, maintenance standards should be developed and instituted for all commercial and residential properties. • Gr•urrp SJi n({L,e Progl-unr All transportation signage should be grouped together to reduce the amount ofsignage within the right-of-way. Neighbor•hoocl Gatenvut� Project Several years ago, the Palm Bav condominiums located on N.E. 69`h Street, east of Biscayne Boulevard, decided to do a landscaping project on the Boulevard. This project served several purposes; (I) a landmark to the commuters traveling the Boulevard, (2) advertisement for the condominium, and (3) beautification of a vacant parcel of property. It also indirectly serves as a gateway to one of the Upper Eastside historical neighborhood called Bayside. Another neighborhood which has a well landscaped gateway is Bay Point. After viewing these projects, and responding to the community's request for more landscaping and green space along the Boulevard, a Neighborhood Gateway Project should be instituted as a way to beautify the Boulevard and assist in creating identities for each neighborhood in the Upper Eastside NET area. 60 S J - 40 Phase Three- Commercial Redevelopment Initiatives The following activities should occur within a one to three year time span. • Phase Two involves the establishment of the Commercial Redevelopment Zones (CRZ). These zones are an effort to concentrate commercial related activities into small pocket areas along the Boulevard. There are also numerous older, yet significant hotel and motel along the Boulevard which can be converted from their presence use to other commercial uses which would promote a positive community identity and a pedestrian friendly environment. • Three CRL's are proposed in areas along the Boulevard. These zones are strategically planned to center around three major intersections which will serve as major access route to the zones. CRZ One centers around N.E. 62"d Street (Martin L. King, Jr. Boulevard.) and spans from N.E. 60" Street to N.E. 64" Street. CRZ Two centers around N.E. 71" Street and spans from N.E. 67" Street to N.E. 74" Street. CRZ Three centers around N.E. 54" Street and spans from N.E. 50" Street to N.E. 55" Terrace. • The areas along the Boulevard, from N.E. 64'" Street to N.E. 671 Street and N.E. 73`d Street to N.E. 77" Street, should be analyzed and evaluated for possible rezoning for multifamily residential use. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area, allowing 10-25 units per net acre, with a maximum height of 30 feet for the area east of the Boulevard, and 50 feet for the area west of the Boulevard. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. • The area west of Biscayne Boulevard has been perceived for numerous years to be the problem area of the Upper Eastside. This area is bounded by N.E. 59" Street to the south, N.E. 771" Street to the north, N.E. 41h Court to the west, and Biscayne Boulevard to the east. This area is divided into two sub -areas called Biscayne West and Eaton Park. Biscayne West has been in a major decline for several years due to high immigration and lack of home ownership. The zoning is suitable for future infill development, with the exception of some properties zoned O - Office located west of the SD-9 zoning district along Biscayne Boulevard, from N.E. 641 Street to N.E. 69'" Street. This area is in great need of a major redevelopment project and restoration of several homes that reflect a significant architectural period. A historic preservation district is proposed for the area from N.E. 69' Street to N.E. 771' Street. This will hopefully encourage restoration of some of the older and architecturally significant homes in the district. A redevelopment district is proposed for the Eaton Park area, from N.E. 59" Street to N.E. 63rd Street. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area which is zoned R-3 residential, allowing 10-25 units per net acre with a maximum height of 30 feet. Mixed use development is a preferred option in the area along N.E. 6 1 " Street and N.E. 62"d Street, between the Boulevard and the F.E.C. right-of-way. • Phase Three also involves the identification and proposed methods of acquisition of properties, along Biscayne Boulevard for the Neighborhood Gateway Project. The neighborhoods identified for this project are: Shorecrest, Biscayne Harbor, Belle Meade and Belle Meade Island, Biscayne West, Momingside, and Eaton Park. • Phase Three will also involve additional planning, implementation, and identification of financing for other physical improvements. 61 29- 469 r: }} ........ ... - ---- _ � - - ; , ._177, N. E. 87 ST Miami i .. City limits _ t� --� ..........ciii ll.l.L'`�.;` ..' - �41 '^ , rrn--7-,R N. E. 61 S: N. E. 54 Sr Areas of Ebulevard Commercial Fedevelopment 41 orAdaptive Commercial Fbuse Areasof Fbtential Ebulevard Multifamily Revitalization orAdaptive Fesidential Reuse N. E. 36 Sr 62 99- 469 Potential Development/Redevelopment Some areas of Potential Development/Redevelopment of the ?n Upper Eastside are: • Biscmne Boulevard Commercial/HoteUl7alel ©Istria. This is an area which should be designated as commercial redevelopment zones for adaptive reuse of the old hotels and motels for small business development centers. • Vacant properties along Biscayne Boulevard. These areas should be designated for multifamily residential housing and/or commercial redevelopment within the CRZ areas. • Biscayne Boulevard179th Street Intersection. Prime location for an Urban Entertainment Activity Center. • 79th Street Shopping Plaza. The shopping center has just received some facade improvement, but still need major redevelopment and updating, retail reorganization, landscaping, and traffic circulation improvements. • Little River Inlet. This area is best suited for riverfront restaurants, cafes, other similar water related commercial activities in the area adjacent to Biscayne Boulevard. • The Pussycat Theater/Club Madonna. This entertainment center has been reengineered to provide tasteful adult entertainment. The community has not fully accepted this activity occurring in their neighborhood and still feels that it should be a family oriented entertainment center. + The American Legion Post Site. This site has been on and off the real estate sales market for many years. This is a prime location for high -density multifamily residential housing, or can be retained as a community center. • Legion Park Redevelopment. This park, located in the center of the community , should be considered the civic community center for the Upper Eastside. The park needs a gateway entry feature for pedestrian access from Biscayne Boulevard. A weekend flea market and other types of community festivals should be held here. • Eaton Park Neighborhood. This area is in great need of total residential redevelopment and/or historic preservation. This area adjacent to the historic Morningside residential district. A redevelopment district designation is recommended. • Warehouse district along ME. A Court. This area, although partially occupied, provides very little service to the Upper Eastside neighborhood. Because of its proximity to the F.E.C. railway, an alternative land use is not known at this time. There have been suggestion of developing this area as a storage center and/or a commerce center for historic preservation/restoration wholesalers and distributors. • Pulm Grove/Biscavne !Vest Neighborhood, There are a several houses west of Biscayne Boulevard that are similar in architectural design and significance to those houses east of Biscayne Boulevard which have been designated historic. A historic district designation is recommended for this area. 63 COMPREHENSIVE ECONOMIC & MARKET STRATEGY PLAN The City of Miami engaged the professional services of a qualified and experienced economic planning firm for the planning, and preparation of studies for the Comprehensive Economic and Marketing Strategy Plan for the Upper Eastside Neighborhood. The Upper Eastside Comprehensive Economic and Marketing Strategy Plan (CEMSP) is a part of the Upper Eastside Master Plan. The primary objective of the study is to address commercial revitalization strategies, infrastructure improvements and quality of life issues while maintaining and enhancing the character of the Upper Eastside. Some topics of primary concern include, but are not limited to, Commercial Rev italization/HoteI-Mote l Adaptive Reuse Strategies along Biscayne Boulevard, Parking and Traffic Circulation, Housing Opportunities in Eaton Park/Biscayne West area, and overall community character and design. The professional services agreement scope of services focus on economic development initiatives to include innovative financing strategies as well as implementation strategies for recommendations in the UPESMP. In addition, the consultant engaged in significant citizen participation which involve focus groups for the discussion of goals and objectives of the Plan. End products includes the CEMSP document which will be included in the UPESMP. The UPESMP is intended to be adopted in concept by the Miami City Commission. There is also interest in publication of a popularized illustrative executive summary intended for wide distribution. The economic planning firm selected for the execution of the CEMSP is The Chesapeake Group, Howard S. Kohn, President. See the Comprehensive Economic and Marketing Strategy Plan presented by Howard Kohn of the Chesapeake Group and Susan Ackley of Ackley Advertisement. FLORIDA DEPARTMENT OF TRANSPORTATION The Florida Department of Transportation (FDOT) has conducted a SR-5/Biscayne Boulevard Enhancement Study Project Concept Summary Report on the rebuilding and enhancement of Biscayne Boulevard, the primary traffic corridor of the Upper Eastside community. This drag study, conducted by MK Centennial Engineering, Inc. - an engineering firm, provided the information necessary to determine the type, design and location of improvements, information to improve capacity with minimal right-of-way acquisition, enhance multimodai connections, improve safety, access management and upgrade aesthetic and pedestrian features. It is assumed that the roadway and pedestrian enhancement will have a positive impact on the abutting businesses and residential neighborhoods providing a catalyst for much needed economic improvement. This approach will also be used to develop a project approach and to expedite the FDOT PD&E Study for Biscayne Boulevard. As a part of the FDOT 5 year budget, $18.3 Million has been appropriated to the reconstruction of Biscayne Boulevard from NE 36`' Street to NE 123rd Street. Another opportunity to improve the image and significance of Biscayne Boulevard is to have the corridor designated a Florida Scenic Highway. This is a program developed to preserve, maintain, protect, and enhance Florida's outstanding cultural, historical, archaeological, recreational, natural and scenic resources. The designation of a scenic highway can benefit a community in several areas: (1) Community Recognition, (2) Community Vision, (3) Economic Development/Tourism, and (4) Partnering. Regardless of the desired benefits, a Florida Scenic Highway designation recognizes the significance of a corridor's intrinsic resources and protects these resources for future generations to enjoy. The community expects the Biscayne Boulevard project to be a high priority. Other highway projects expected to follow are the re -engineering of NE 79'h Street from 1-95 to Biscayne Bay, and NE 82°d Street (Little River Parkway) from Biscayne Bay to the FEC Railroad right-of-way. 64 00� 469 THE CITY OF MIAMI'S DEPARTMENT OF PLANNING & DEVELOPMENT UPPER EASTSIDE CHARRETTE TEAM Jack Luft, Former Director Urban Design/Land Development Clark Turner, Chief -Community Planning Division Transportation Gregory Gay, Project Manager Community Development Gary Leuschner Housing & Development Francisco Garcia Urban Design/Land Development Sarah Eaton Historic Preservation Jose Casanova, R.A. Commercial Revitalization Susan Cambridge Quality of Life Neyda Galvez, Upper Eastside N.E.T. Code Enforcement Joan Schultz, Upper Eastside N.E.T. Community Relations ADDITIONAL CITY STAFF SUPPORT Anna Gelabert-Sanchez, Neyda Galvez, Fred Fernandez Administrators, Upper Eastside N.E.T. Office City of Miami Enrique Nuclez, A.S.L.A. Landscape Architecture/Urban Design City of Miami Van Woods. City Photographer City of Miami ACKNOWLEDGMENTS Michael Alexander, Herb Harper, Gregg Adams Rosalyn Brunson, Steve Hagen Harlan Woodard, R.A. Gloria Moreno Rosa, Bernice Butler Frank Zeinali, Jose Munos, Pedro Ordenes Jose Abreu, Maria Porrata Nick Stieglitz, Jr., P.A. Howard Kohn, Susan Ackley The Greater Biscayne Chamber of Commerce Prizm Architects, Inc. DEEDCO, Inc. M.K. Centennial, Inc. Florida Department of Transportation, District Six The Bay Point Homeowners Association The Bayside Homeowners Association The Belle Meade Homeowners Association The Belle Meade Island Homeowners Association The Biscayne Harbor Homeowners Association The Biscayne West Homeowners Association The Haynesworth Village Homeowners Association The Momingside Civic Association The Palm Bay Towers & Condominiums The Palm Grove Homeowners Association The Shorecrest Homeowners Association The American Legion Post No. 29 65 Law & Economics Center University of Miami The Chesapeake Group, Inc. 25- 4(J 77 NE 82nd St. NE 37tn 5t. NE 71st C� THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N "not drawn to scale u�`l.1P�E�'6!£i''�ry�',inii e!r. �EJk}EIC rocord in ccnneci�in v. items P?--/y on � Wafter, t=ooman City Cled( S- 469 THE CHES, EAKE GROUP, INC. ..CONTENTS Subject Page Preface I Survey Findings 1 Commercial Utilization 1 Demographic Composition 4 Spending 11 Demand Forecast 20 Office 30 Industrial 35 Current Conditions 39 Conclusions And Suggestions 42 Strategic Implementation 48 Neighborhood Economic Development 48 Linear Urban Business Park 49 Organizational Development 50 Creation Of Defined Market Opportunities 51 Marketing And Recruitment Of Business And Development Interests 54 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(PAX)410-521-0480 SJ 4GO OOJ- 469 NE 92nd SL THE CHESAPEAKE GROUP 'COMPREHENSIVE ECONOMIC tY` & MARKETING STRATEGIC PLAN FOR } THE UPPER EASTSI®E IN MIAMI, FLORIDA N *not drawn to scale PREFACE 0 THE CHES, - •EAKE GROUP, INC. The following market analysis and Implementation program for the Upper Eastside area of the City of Miami that includes Biscayne Boulevard from about NE 37"' Street to 87"' Street and NE 79h Street was prepared by The Chesapeake Group, Inc. The document was prepared by The Chesapeake Group under contract to the City of Miami. The document focuses on demand estimates for various economic functions as well as strategic implementation of marketable concepts and neighborhood economic development. The demand estimates put forth in this document are conservative in nature, tending to understate supportable or potential space. The estimates are based on household surveys of residents of the surrounding communities as well as a number of secondary sources. The analysis defines several opportunities that blend together well along Biscayne Boulevard and targeted areas that surround the commercial core. Quality of building and infrastructure design and conditions are essential to the success of the opportunities as is cooperation from business and public sector interests. It is believed that the following is marketable at present on in the foreseeable future along Biscayne Boulevard: 1. An entrepreneurial and skill training facility, providing the opportunity for conversion of two or more motel facilities located in close proximity to each other. 2. A convenience shopping center, strategically located in the northern half of the study area along Biscayne and anchored by a supermarket and drugstore. 3. A small collection of restaurants (initially three to six units) in a food court setting or close proximity to each other (shared geography and parking opportunities). There are development options that could be pursued immediately, developed over the next six months to two years, and, if properly developed, managed, and marketing, should have a high probability of success. The following other activity is marketable as well, either along 79t' Street or the nearby industrial corridor: 1. A clean, efficient auto park or auto service activity in a shopping center format. 2. A modern linear industrial business park west of Biscayne. The "keys" to inclusion of the catalytic development and enhancement of the study areas are: • Motel Reuse: The motel facilities are a significant physical and psychological factor. They are an important part of the history of the area, but are an ever present reminder of the past that is not as critical part of the economic future of the area. Design Controls: Design controls coupled with increased consistent, coordinated code enforcement would be of substantial help in directing investment in a manner that could lead to rejuvenation of the commercial corridors. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 I Of 4G9 THE CHES. _.1EAKE GROUP, INC. • Themed Development: Biscayne Boulevard must establish its own unique place in the market In the future. Doing so will be at least partially dependent upon creating developments that seem to relate to each other through themes as well as design. • Limited Area: Implementation of the suggested opportunities will return the greatest benefit to the area if physically focused within close proximity to each other and not dispersed. • Economic Integration: Developments in the area at present seem to serve limited segments of the surrounding market and population base. Economic integration as well as economic development activity in selected neighborhoods will be essential to the long-term area economic viability. • Recapture Demand: Many of the sales dollars generated by area residents leave Biscayne Boulevard and 79t' Street for a variety of reasons. Recapturing of these lost dollars could result in dramatic increases in sales for existing and future businesses. • Reversal Of Role Of Three Markets And Repositioning In Region: While enhancing local commercial trade, the magnitude of space in the study area dictates that the regional market must be reestablished. This will, in all probability, come from reestablishment of activity serving the larger Dade County population. The estimates presented represent The Chesapeake Group, Inc.'s opinion based on the data presented and the organization's experiences. The economic activity suggested is deemed to be marketable at present or over the next few years. However, it is cautioned that the success of any individual or collective development or industrial, commercial, and other business or activity is dependent on numerous other factors as well as marketability. Those factors include, but are not necessarily limited to: management; financing; financial feasibility; and marketing and promotional practices. Furthermore, the mentioned of any specific business by name should not be construed as an endorsement by The Chesapeake Group of the business, service, or product. NE 87th a.. �a Llttle River Pk � l t NE 61st SL a w z Ca THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale SURVEY FINDINGS SJ-- 409 THE CHESk.. EAKE GROUP, INC. A large sample telephone survey of neighborhoods east, west, and north of the Biscayne Boulevard study area was conducted during the spring and early summer of 1997. Representatives of about 300 households were interviewed in the process. Information was generated on how the study areas of Biscayne Boulevard and 79t' Street are utilized, attitudes and opinions, demographic characteristics of the market, and spending. It is noted that all surveys have inherent biases based on methodology. Telephone surveys have a tendency to include a larger proportion of seniors than reflected in the general population in an area since they are more likely to be at home and often have more time available. Telephone surveys often are unable to solicit responses form the very lowest and highest income residents, since higher proportions of these residents either do not have telephones or have unlisted numbers. However, the difficulties in the Income levels generally counterbalance one another. The following is a synopsis of the findings associated with the survey of area residents. 4i� The survey indicates that irrespective of the amounts spent, the purpose of the trip, the frequency, or other factors, about seven out of every ten respondents or households go to and make purchases or conduct other business along Biscayne Boulevard at least occasionally. Table 1 contains the information on the current, at least occasional use. TABLE 1 - WHETHER RESPONDENT GOES TO, MAKES PURCHASES, OR CONDUCTS BUSINESS ALONG BISCAYNE BOULEVARD OR 79TH STREET* MAKE,P,URCHASES`�ORtCQNDUC,TiBUSINESS`«4"�=rtI Wg-=2 YES 71 UNCERTAIN 2 NO TOTAL y(27 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Importantly, market penetration is a factor of the frequency of the trip as well. As found in Table 2 and the graphic that follows, about 60% of the respondents that ever come to Biscayne Boulevard or 79'" Street do so at least once a week. Another 11 % come to the area a few times a month. TABLE 2 - FREQUENCY OF THE TRIP TO THE AREA* FREQUENCY % MORE THAN ONCEIWEEK 40 ABOUT ONCE/WEEK 20 FEW TIMES/MONTH 11 TWICE/MONTH 9 ONCE/MONTH 12 LESS OFTEN 8 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 1 THE CHES.&.. EAKE GROUP, INC. FREQUENCY OF TRIPS ONCE A MONTH LESS OFTEN 2 TO 3 PER 12% 8% MONTH 20% ® a x� ONCE A WEEK OR + 60% Based on the combined proportions from the first two tables, it is estimated that the current market penetration level is about 50%. The following is important with respect to understanding this figure and its implications. The minimum proportion of patrons within a defined geographic area considered to, be -part of a market Is between 20% and 25%. • There are three fundamental ways of attracting additional revenue to a commercial area. The first is to increase the dollar flow from the existing patronage. The second is to increase the proportion of households in a given area that utilize the commercial activity regularly, thus, increasing market penetration. The third is to expand the market. The latter two, and in all probability the first, are plausible alternative approaches for the study area. When coming to the study area, irrespective of whether or not a minimal or large amount of money is spent on any individual trip or collective trips throughout the year; majority come to shop. Almost nine out of every ten defined shopping as the primary purpose of the trips to the study area. Additional purposes include: using public transit; obtaining financial institution services; and obtaining personal services. TABLE 3 - PRIMARY PURPOSE OF THE TRIPS TO THE AREA* PRIMARY TRIP PURPOSE SHOP OR BUY MERCHANDISE 88 GO TO BANK 13 OBTAIN PERSONAL SERVICE 8 VISIT FRIENDS 3 WORK 1 CATCH OR TRANSFER BUS & OTHERS 23 TOTAL 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. The table above and the illustration that follows contain information on the purpose of the patron trips to the study area. THE CHESt._ FAKE GROUP, INC. Success of commercial activity over an extended time period is built upon the concept of synergism, or the sharing of patronage. Synergism is inherent in the operation of the shopping center concept as well as traditional "main street" areas. Fortunately, as presented in Table 4, people do generally frequent more than one establishment when they come to the study area. TABLE 4 - WHETHER FREQUENT MORE THAN ONE AREA* IIV' ETHER FREGIIJENT�IIII.OREN�O -THANE"BUSINESS YES 79 NO 21 TOTAL *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Furthermore, the patrons have a tendency to go to establishments in more than one block, providing the opportunity for further linkages. More than eight of every ten respondents generally frequent businesses in more than one block. Table 5 contains the information on the proportion of respondents typically frequenting more than one block when coming to the study area. TABLE 5 - WHETHER BUSINESSES ARE TYPICALLY IN MORE THAN ONE BLOCK* FREQUENT BUSINESS, IN MORETHAN ONE BLOCK YES 88 NO 12 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 3 TIDE CMES,*.. FAKE GROUP, INC. The automobile and other personal vehicles are the primary means of transportation to and from the commercial activity and the area. Roughly 82% of the respondents use personal vehicles to get to and from the study area. On the other hand, public transit is significant as more than 10% come by public transit to the commercial core. Table 6 and the illustration that follows contain information on the method of transportation used to come to the study area for those that come. TABLE 6 - PRIMARY MEANS OF TRANSPORTATION TO THE AREA* ME 9,FA RA P AUTO/DRIVE 82 PUBLIC TRANSIT & OBTAIN RIDE 15 WALK 3 -J�w i�:k�tYH1 P•, .�hd 9w.:•. wS:Ld2 m in_. :...L ,a�,a,.. 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Demographic :Composition A host of demographic factors impact demand for goods and services. One factor is household size. Many respondent households are small. While likely to understate the household size of the general surrounding population, undoubtedly many of the households contain less than three people. In the sample, more than one-half (53%) of the households contain one or two people, with about two-thirds of these containing two people. While many of the households are small, there are also a sizable proportion that are very large. Roughly 7% of the households contain six or more members. An additional 17% contain 4 or 5 people. Table 7 contains the information on household size in the sample. 4 ek 4V,9 THE CHESA.. FAKE GROUP, INC. TABLE 7 - NUMBER OF HOUSEHOLD MEMBERS* NUMBER31 ' _ USE ` O�5� .':•a'�: °Io 1 19 2 34 3 23 4 13 5 4 6 OR MORE 7 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. A second factor is pre-school age children. Pre-school age children often impact everything from the ability to shop or conduct other business to income and employment levels. As would be anticipated by the number of one and two person households, many households do not contain children who are of pre- school age. While eight out of ten do not, about 43% of the households that contain pre-school age children have at least two. Table 8 contains the information on household size in the survey sample. TABLE 8 - NUMBER OF PEOPLE IN HOUSEHOLD PRE-SCHOOL AGE FOR THOSE HOUSEHOLDS HAVING MORE THAN ONE PERSON* + ` " CY13,1%3EIR : MOM Ala 0 79 1 12 2 8 3 OR MORE 1 yy� *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. A third factor is the number of adults. About one-fourth of the households have one adult member who is not a full-time student. On the other hand, the vast majority (72%) have at least two adult household members. TABLE 9 - NUMBER OF PEOPLE OVER THE AGE OF 21, NOT FULL-TIME STUDENTS* NUMBERr1"8'OWOLDER"' 0 1 1 27 2 47 3 19 4 OR MORE 6 TOTAL- 1 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Employment most often impacts income and the ability to purchase goods and services as well as a host of other factors, such as the frequency of shopping trips, times of trips, and days. While the number of adults is relatively high per household, the number of those employed on a full-time basis is not necessarily high. As contained in the table that follows, about one-third of the households have no one employed full-time and roughly one-third have one person employed full-time. 5 THE CHE&.. EAKE GROUP, INC. TABLE 10 - NUMBER OF HOUSEHOLD MEMBERS EMPLOYED FULL-TIME* 0 35 1 36 2 20 3 OR MORE 9 TWANR *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Few households have anyone employed on a part-time basis. Only 3% of the households have two or more members employed part-time. An additional 13% have one person employed part-time. As found in Table 11, 84% of the households have no one employed part-time. TABLE 11 - NUMBER OF HOUSEHOLD MEMBERS EMPLOYED PART-TIME* 0 84 1 13 2 OR MORE 3 To T ' .aA: *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. As noted, a sizable proportion of the households have no one employed full-time and few have anyone employed part-time. Of those employed part-time and those not now employed, about one in ten would like to be employed on a full-time basis. TABLE 12 - WHETHER ANYONE WORKING PART-TIME OR UNEMPLOYED THAT WOULD LIKE TO WORK FULL-TIME* AN ONSTISIARTIM CALL=T-IM rt YES 10 NO 90 TOTAL_:1:00 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Age is a major factor in the reason for not working full-time for those that would like to be employed full- time. Children, lack of skills, and transportation are additional factors "preventing" full-time employment. Table 13 contains the primary reasons identified by those that would like to be working full-time but are not now. TABLE 13 - PRIMARY REASON FOR NOT WORKING FULL-TIME* REASON: FOR'NOT WORKING FULL-TIME CHILDREN 14 TRANSPORTATION 9 CANNOT FIND JOB 5 AGE 46 LACK OF SKILL 14 OTHER 12 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 6 3J- 469 0 THE CHESP.. FAKE GROUP, INC. Many of those that would like to work full-time, but are not now have completed at least some college or technical training. As found in the table that follows, more than one-half have either some college or technical training beyond high school. In addition, more than one-third have completed high school. TABLE 14 - EDUCATION LEVEL OF THE PARTY DESIRING FULL-TIME EMPLOYMENT* s i * '4K+ s RS.,�,{,ra r, EDUCT D is �� { r:,� ,,;� r 4 g .:;r ;,.. DID NOT COMPLETE HIGH SCHOOL 10 COMPLETED HIGH SCHOOL 37 SOME COLLEGE 29 TECH TRAINING AFTER H.S. 5 EARNED BACHELORS 14 DEGREE 5 +AD�VANCED 4l�vSt:J i, ,.fir *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. As would be anticipated by the education level, majority feel that they are best qualified for professional, managerial, or technical positions. On the other hand, about one-fourth defined themselves as being qualified for clerical positions, and 15% defined unskilled labor positions as those for which they are best qualified. TABLE 15 - POSITION FOR WHICH PERSON BEST QUALIFIED* MANAGERIAL 20 PROFESSIONAL 30 CLERICAL 25 SALES 5 UNSKILLED LABOR 15 TECHNICAL .ai, v'-:,4: t i,..E4 .ry t t, Ji Jia TOTAL,' � � � . ' s x r� {/�55 -:.. f1.VV. *DEVELOPED BY THE CHESAPEAKE GROUP. INC., 1997. While majority of those not now employed and employed part-time are not seeking full-time employment, many of those that now work full-time are seeking better positions. As contained in Table 16, almost one- fourth are currently searching for a different or better job. TABLE 16 - WHETHER SOMEONE CURRENTLY SEARCHING FOR A DIFFERENT OR BETTER JOB OR POSITION* WHETHER SOMEONE SEARCHING °lo YES 23 NO 76 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Information on the significant proportion seeking different or better jobs is illustrated in the following graphic. 7 0J- 1469 THE CHESA.. FAKE GROUP, INC. Importantly, the single most identified reason for not finding a different or better job given by the significant proportion seeking other work is transportation. About one-third defined this as the primary factor. Child care and pay were also identified as significant factors along with lack of skill. TABLE 17 - PRIMARY REASON FOR NOT FINDING JOB OR POSITION* �r.Y1J� hta3 dSA ihN �Y-i aT i-ti� .� J t.!�G, CHILD CARE 12 TRANSPORTATION 23 LACK OF SKILL 8 PAY 12 OTHER 45 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Whether seeking better positions or full-time employment or simply for purposes of self or job enhancement, almost one-half of the respondents consider certain training as essential either for themselves or another member of their household. Most notably, computer related training is identified by more than 60% of those that believe training to be beneficial. Table 18 contains information on the training believed beneficial by the respondents. TABLE 18 - TYPE OF TRAINING BELIEVED TO BE BENEFICIAL* TRAINING GENERAL COMPUTER LITERACY 31 COMPUTER SOFTWARE APPLICATIONS 14 READING & COMPREHENSION 7 MATH 15 SMALL BUSINESS MANAGEMENT 8 BOOKKEEPING/ACCOUNTING 3 VERBAL & WRITTEN COMMUNICATIONS 3 SALES & CUSTOMER SERVICE 1 SUPERVISION SKILLS 2 JOB SEARCH SKILLS 2 NONE 52 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 8 S11 5 " 41,69 THE CHESk. FAKE GROUP, INC. If training were available or if it were to be taken, weekends are preferred by about one-third of the respondents or other household members. As found in the table that follows, two-thirds would prefer weekdays. TABLE 19 - DAY TRAINING OR COURSE WORK WOULD BE PREFERRED* a.• t fs.�C: PREHROPAM t 'S �. � xG WEEKEND 32 WEEKDAYS ;TOTAL t;;lLq;y N} f e R �68 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Importantly, about one-half would be likely to take such training if available at a location convenient to their homes as found in Table 20. TABLE 20 - LIKELIHOOD OF TAKING CONVENIENTLY LOCATED TRAINING OR COURSE WORK* 0: VERY 27 SOMEWHAT 29 NOT SURE 15 UNLIKELY 29 +L ��2rCV •7.—.-:. TOT Jn„e;Yes1.4 �nrx xm 1 4>. "��1;OQ. *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Blending with the preference for weekdays is the time of the day course work is preferred. About four in ten prefer the evenings. Roughly the same proportion would prefer mornings. Table 21 contains the information with respect to the preferred time of the day for possible training and related course work. TABLE 21 - TIME OF THE DAY PREFERRED FOR TRAINING OR COURSES* MORNING 39 AFTERNOON 20 EVENING 41 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. About one-third of all households have a male as the primary income earner, and about another one-third have a female as the primary income earner. For about one-fourth of the households, as found in Table 22, two people of the opposite sex have roughly the same incomes. TABLE 22 - SEX OF THE PRIMARY INCOME EARNERS* SEX % MALE 37 FEMALE 30 BOTH 27 UNCERTAIN 6 TOTAL :.: _; . , I 1 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. THE CHESA. CAKE GROUP, INC. As has been noted at numerous times, the proportion of seniors in telephone sample surveys has a tendency to be higher than in the population in the area surveyed in general. Table 23 reflects the breakdown of the age information generated on the primary income earners. It Is noted that about one- third of the primary income eamers are at least 60 years of age. An additional 16% are between the ages of 50 and 59, while 18% are between the ages of 40 and 49. Only 15% of the primary income earners in the households are less than 29 years old. TABLE 23 - AGE OF THE PRIMARY INCOME EARNERS* AGE. , ':3r UNDER 21 3 21 TO 29 12 30 TO 39 1 g 40 TO 49 18 50 TO 59 16 60 TO 69 24 70 OR MORE 13 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Reflecting the diversity in the community, Table 24 contains in formation on whether the household rents or owns the housing unit in which they reside. About six in ten own the unit in which they reside. TABLE 24 - WHETHER HOUSEHOLD RENTS OR OWNS UNIT* W. _ OWN 59 RENT 41 :1:00: *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997, Again reflecting the diversity, there is a range of income levels in the respondent population base. About 5% of the households have total annual incomes of more than $100,000, and an additional 7% have incomes between $80,000 and $100,000 annually. On the other hand, many households have income levels below $20,000. The unadjusted average household has an annual income of roughly $35,000. Table 25 and the illustration that follows contain income estimates for households surveyed. TABLE 25 - TOTAL ANNUAL HOUSEHOLD INCOME* INCOMES' .. ;% LESS THAN $10,000 16 $10,000 TO $19,999 29 $20,000 TO $39,999 28 $40,000 TO $59,999 14 $60,000 TO $79,999 1 $80,000 TO $99,999 7 $100,000 TO $119,999 1 $120,000 TO $139,999 3 $140,000 OR MORE 1 TOTAL .` , - — 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 10 Bi- 4619 THE CHESA.:AKE GROUP, INC. HOUSEHOLD INCOME LEVELS 4b 40 3b 30 26. % 20 1b 10 b 0 Vj o a 0 � In o ooa a W Wo o�oi�ai aE'oi pp J M M H co ab N S � N Information on spending was obtained for use in computer modeling to estimate current and future demand for goods and services. Information was obtained on current spending for three basic commodities, specific retail items, and a host of different activities. The three basic commodities for which information was obtained are: food; housing; and transportation. Most households, irrespective of income, spend the majority of their incomes and resources on these three commodities. Food purchases are generally made at supermarkets, markets, convenience stores, and other operations that focus, to a large extent although not exclusively, on non -prepared food for home preparation and consumption. Prepared foods are generally, but not exclusively purchased at establishments centered on prepared food services. A significant share of all retail and related services sales are associated with food purchases. The average sampled household spends just over $71 a week on groceries and related merchandise purchased at supermarkets and other operations, or an average of more than $3,400 a year. While the average is roughly $71, about one-third spend less than $50 a week. On the other hand, about one-fourth spend at least $100 per week. Table 26 and the illustration that follows contain breakdowns of household spending at supermarkets and other operations on groceries and related merchandise. TABLE 26 - AMOUNT OF WEEKLY SPENDING ON GROCERIES AND RELATED MERCHANDISE* GROCERY SPENDING LESS THAN $30 10 $30 TO $49.99 24 $50 TO $74.99 30 $75 TO $99.99 14 $100 TO $124.99 13 $125 TO $149.99 5 $150 OR MORE 4 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 11 ��� 469 THE CHESA. -AKE GROUP, INC. As defined, food is also purchased prepared from food service establishments. (From the frequency of trips and the types of establishments frequented, estimates of actual spending can be made.) The proportion of people eating or purchasing lunch at food preparation establishments is quite high. About one-third of the respondents generally purchase lunch at food preparation establishments several times a week. About one-half purchase lunch at such establishments at least once a week as found in the table that follows. TABLE 27 - FREQUENCY OF LUNCH TRIP TO A FOOD PREPARATION ESTABLISHMENT* FREQUEN:CGI(, f3 t LUNCH` A FEW TIMES/WEEK 32 ONCE/WEEK 16 TWICE/MONTH 17 ONCE/MONTH 12 4 TO 9/YEAR 2 FEW/YEAR 3 ONCE/YEAR 2 LESS OFTEN 2 NEVER 14 TOTAL 1 .100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC.. 1997. Importantly, few of the lunch trips are associated with work. Thus, there is a higher probability that they could be purchased near their residences. About eight out of every ten respondents that purchase lunch at food service establishments do not generally do so in association with a work trip. TABLE 28 - WHETHER LUNCH TRIP IS GENERALLY ASSOCIATED WITH WORK* ASSOCIATED WITH WORK W. YES 21 NO 79 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 12 005- ` 1 THE CHM. FAKE GROUP, INC. Atypical of many communities, the majority of the lunch trips are made at full -service restaurants, and lesser proportions are made at fast food operations. A total of 53% of the respondents identified full - service establishments as those at which lunch purchases are most often made. As found in Table 29, about one-third identified fast food operations as the establishments at which most lunch trips are made. TABLE 29 - TYPE OF ESTABLISHMENT FREQUENTED FOR LUNCH* . % MUM W 1.0 CC,... T YP . QWE" F%_' 0 FULL -SERVICE RESTAURANT 53 FAST FOOD OPERATION 35 BUFFET 6 CAFETERIA 5 OTHER 1 TOTAL ;;._,.,.,r u; K . :; ;`' 11,00, *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Many respondents also eat dinner out frequently. Almost one-half of the respondents eat dinner or €?, purchase food at food service establishments for dinner at least once a week. About one-fourth make such trips a few times a week. Also, about one-fourth eat dinner out once or twice a month as found in the table that follows. TABLE 30 - FREQUENCY OF DINNER AT FOOD SERVICE ESTABLISHMENTS* ERES ClE A FEW TIMESNVEEK 23 ONCEIWEEK 22 TWICE/MONTH 13 ONCE/MONTH 15 4 TO 9/YEAR 4 FEW/YEAR 5 ONCE/YEAR 0 LESS OFTEN 1 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Table 31 contains both information on the frequency of lunch and dinner trips for comparison purposes. It is noted that roughly the same proportions eat both dinner and lunch out at least once a week. TABLE 31 - FREQUENCY OF LUNCH AND DINNER AT FOOD PREPARATION ESTABLISHMENTS* FREQUENCY,OFTRIP = = LUNCH DINNER A FEW TIMESMEEK 32 23 ONCE/WEEK 16 22 TWICE/MONTH 17 13 ONCE/MONTH 12 15 4 TO 9/YEAR 2 4 FEW/YEAR 3 5 ONCE/YEAR 2 0 LESS OFTEN 2 1 NEVER 14 17 TOTAL 100 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 13 Ilr THE CHESj EAKE GROUP, INC. Comparative Information is also illustrated in the graphic that follows. Full -service restaurants are the food preparation establishments of choice when going out for dinner. About three -fourths of all respondents favor this type of establishment as identified in the table that follows. TABLE 32 - TYPE OF ESTABLISHMENT FREQUENTED FOR DINNER* T.Y;PE CIE ESTABLISH, MEW ' ' '-M { :w. is � 'o FULL SERVICE RESTAURANT 77 FAST FOOD OPERATION 11 BUFFET 5 CAFETERIA 3 OTHER 4 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP. INC., 1997. Table 33 contains the information on the types of establishments generally frequented for both lunch and dinner. Alternatives to full -service restaurants are relatively insignificant for the dinner trips when compared to lunch trips, particularly because of the lower frequency of trips to fast food operations. TABLE 33 - TYPE OF ESTABLISHMENT FREQUENTED FOR LUNCH AND DINNER* TYPE OF ESTABLISHMENT LUNCH :':.DINNER FULL -SERVICE RESTAURANT 53 77 FAST FOOD OPERATION 35 11 BUFFET 6 5 CAFETERIA 5 3 OTHER 1 4 TOTAL 1001 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 14 THE CHESS FAKE GROUP, INC. Comparative information on the types of establishments frequented is also illustrated in the graphic that follows. TYPE OF ESTABLISHMENT FREQUENTED 1 0 t"''F7^e�r41£t',�j?.{ ��'} ��2' ��F { �f �+.Ji � - L � .Y4 e ��✓ 1 1'{ ! t 5�i`.i.Yri,�i.[L:_`�a.ra . 1 � !{j1y+ MUNCH 1 jY� F f tt � .. - tit y� { 'l #d�'. l .fit - 4 i' y:� i.lf i - ; 20-1 11 lu LU • • • LL Food, entertainment, and commercial recreation are often closely linked. All are increasingly important to the viability of commercial areas. Table 34 contains information on the frequency of trips by respondents to hear live music or to go dancing at clubs and other establishments, the frequency of going to the movies, and the frequency respondents see live artistic performances at concerts, theater, ballet, symphony, and others. It is noted that significant proportions of the population do attend such activity at least once per month. The patterns are as follows: • About one-fourth go to dancing or hear live music at least once a month. Of these, almost 60% go at least twice a month. • 43% go to the movies at least once a month. Of these, almost one-third go once a week or more often. As would be expected, a lesser proportion go to the symphony, live theater, etc. at least once per month than go to the other noted activities. About 17% go to these latter entertainment activities at least once per month. Of these, about one-third go at least twice a month. In addition, about one-fourth generally go a few or more times per year, but less often than once a month. 15 9 THE CHEST EAKE GROUP, INC. TABLE 34 - FREQUENCY OF ATTENDANCE AT SELECTED ACTIVITIES' . '. R . ! ° FEW TIMES/WEEK L•'1VEWUSICIDANQiI�O:`.. ' MOVIES.,". 1 1 2 ONCE/WEEK 6 12 0 TWICE/MONTH 8 14 4 ONCE/MONTH 11 16 11 4 TO 9/YEAR 2 9 10 FEW/YEAR 2 7 15 ONCEIYEAR 0 5 6 LESS OFTEN 1 3 1 NEVER 69 33 51 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Information on the entertainment activity is also illustrated in the following graphic. FREQUENCY OF TRIPS FOR SELECTED ENTERTAINMENT ACTIVITY 30 26 20 % 10y u 6 Nk'i @0 O 4 O W + N 13LIVE MUSIC 13MOVIES ®LIVE PERFORM As noted, the second of the three major products on which a household typically spends a sizable proportion of their resources is housing. Generally impacting the "cost" of housing or payment is the tenure at an address. It is noted that there has been a significant amount of turnover in housing as documented through the survey. About one-fourth of the survey respondents have lived in their current units for less than five years. About 15%, as found in the table that follows, have lived at their current address for less than two years. On the other hand, 21 % have lived at their current address for a minimum of twenty years, and more than one-fourth have lived there for 10 to 20 years. 16 SO- 469 THE CHEST FAKE GROUP, INC. It TABLE 35 - TENURE AT CURRENT ADDRESS* TENURE AT ADL 2 YEARS OR LESS 15 3 TO 4 YEARS 11 5 TO 9 YEARS 26 10 TO 19 YEARS 27 20 OR MORE YEARS 21 LXOTAI-_w;rrit :i ek ti .. *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. With many of the people living in the area at the current address for at least twenty years, it is not surprising that many of the respondents no longer have monthly payments for housing. As found in Table 36, one-fourth do not have regular monthly payments. Also, about one-third pay less than $500 a month. On the other hand, about one in ten pays more than $1,000 a month. For those that have payments, the estimated average monthly payment Is $654. The average for all respondent households, including those that do not have any regular monthly payment, is estimated at $482. TABLE 36 - MONTHLY PAYMENTS FOR MORTGAGE OR RENT* NONE 25 LESS THAN $250 4 $250 TO $499 31 $500 TO $749 24 $750 TO $999 7 $1,000 TO $1,499 5 $1,500 TO $1,999 2 $2,000 TO $2,499 1 $2,500 OR MORE 1 [TOTAL`f x5 fi %.:-}"� :,ZW{+100' 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. The third major area of household spending is transportation. As already indicated, public transit is a significant factor in employment options for households in the surrounding areas and patronage in the study area. (The obtained information on public transit use, coupled with information on auto or other personal vehicle ownership, provide the needed information to estimate spending on transportation.) As would be expected from the previously reported information, 17% of the respondent households do not own or lease a private vehicle. While some of these inevitably have vehicles available for any and all purposes through employers or other business ventures, many do not. Furthermore and as contained in Table 37, about one in four own or lease only one vehicle. TABLE 37 - NUMBER OF PERSONAL VEHICLES OWNED OR LEASED* NUMBER OF VEHICLES % 0 17 1 40 _ 2 32 3 7 4 OR MORE 4 TOTAL 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 17 S9- '100 1' THE CHEST EAKE CROUP, INC. Age of vehicles is most often a factor in the existence of or amount of loan payments associated with the ownership or lease of the vehicles. In general, vehicles five years or older have lesser or no monthly payments, while those under five more often than not have payments and higher payments. Table 38 contains the information on the age of vehicles for those households owning or leasing personal vehicles. It is noted that 37% do not have any vehicle more than five years old, and another 43% have one such vehicle. TABLE 38 - NUMBER OF VEHICLES AT LEAST FIVE YEARS OLD* NUMB.ER+' t ST�FIVEYEARS:' 0 37 1 43 2 13 3 6 4 OR MORE 1 TAXAMIUM 1� � I � =NMINNINME"i *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. In addition to spending on major items noted, including some related entertainment, information was also generated on the frequency of purchases for selected items and services. When combined with typical per trip spending on those items, estimates of spending can be deduced. Table 39 contains the information on the frequency of purchases for a variety of different products. TABLE 39 - FREQUENCY OF PURCHASES FOR SELECTED HOUSEHOLD ITEMS* Y . NO LEB��� HEALTH & BEAUTY AIDS 12 25 46 12 1 3 2 =j,.dD0VrZ CARDS & MAGS 13 19 24 12 1 13 19 00.'"-r WOMEN'S CLOTHES 7 17 17 28 6 25 ?"-' 10 F CHILDREN'S CLOTHES 6 13 9 19 6 47 ';- A, 00 SHOES 3 12 17 51 15 2;t100 b AUTO SUPPLIES 3 1 6 18 25 17 31 "5:9.00i MOVIE RENTALS 1 16 1 12 9 3 6 1 54:>'' 1o0'=cR *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Commercial recreation opportunities are closely linked to interest and participation in various sports activities. Table 40 and 41 contain information on the interest and participation in various sports by respondents or other household members. Table 40 contains information on sports in which respondents or another household member actually participates. TABLE 40 - PARTICIPATION IN SELECTED SPORTS BY HOUSEHOLD MEMBERS* PARTICIPATORY,SPORT _"`o BASEBALUSOFTBALL 8 GOLF 13 TENNIS 15 BASKETBALL 15 SOCCER 5 BOWLING � 1 OTHERS 59 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 18 THE CHESA FAKE GROUP, INC. Table 41 contains sports watched on television or for which household members go to appropriate " facilities where they are played. it is noted that the sport "drawing the largest audience" is basketball, with about 59%. Baseball and football each "attract" over 40%. TABLE 41 - INTEREST IN NON -PARTICIPATORY SPORTS* X ONM' t i✓ SAT Y SPORT.." AN MI A BASEBALL 41 FOOTBALL 47 BASKETBALL 59 GOLF 20 SOCCER 13 AUTO RACING 8 HORSE RACING 2 BOWLING 3 OTHERS 28 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Very few respondents or their household members frequent such commercial facilities as batting cages, miniature golf, or driving ranges and putting greens. Table 42 contains the information on the frequency respondents or other household members use such facilities. TABLE 42 - FREQUENCY OF USE FOR SELECTED COMMERCIAL RECREATION ACTIVITIES AND FACILITIES* 'Ft �L�LCY IBY ! C O"PG C M.T:'�7prifC nd NSRA EEI!IS FEW/WEEK 0 0 2 ONCEIWEEK 0 0 1 TWICE/MONTH 3 3 1 ONCE/MONTH 0 3 2 4 TO 9/YEAR 1 1 1 FEW/YEAR 0 1 3 ONCE/YEAR 0 3 0 LESS OFTEN 0 1 1 NEVER 96 88 89 TOTAL "100 �. 00 1{, *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Location or "deprivation" as a result of location is not the primary factor in the participation rates with respect to the aforementioned activities as discerned in Table 43. TABLE 43 - PRIMARY REASONS FOR NOT USING WITH GREATER FREQUENCY* REASONS' '. COST 3 NOT NEAR HOME 6 NOT THAT INTERESTED 68 NOT PHYSICALLY ABLE 17 OTHER 6 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 19 S._ NE 82nd St I THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA F N *not drawn to scale DEMAND FORECAST S9- 469 THE CHES.,.,IEAKE GROUP, INC. As noted, the telephone survey was conducted in residential areas east, west, and north of the study area. In total, this area is defined as the local market. It consists of roughly 28,000 households. While portions of this market may be in transition as documented in the conducted survey, the actual number of households is not expected to increase significantly, nor is the population expected to increase. Local market demand figures defined in this survey are based on these factors. From a retail and related services perspective, the ability to purchase goods and services is what drives demand. The primary market for Biscayne Boulevard is the defined local market. This market is particularly important to defining the potential for traditional convenience oriented retail and related services, such as supermarkets, drugstores, dry cleaning establishments, and certain food preparation establishments. However, most commercial areas, irrespective of a location, often serve secondary markets or sources of demand. In some cases, employees in an area, such as downtown, are a secondary source of demand for merchants. In other cases, larger population bases become secondary sources of demand. (It can legitimately be argued that, from an historical perspective, secondary sources of demand were those that were most prominent in creating the character of Biscayne Boulevard. As the former major entrance to the entire city, this section of Route 1 attracted many visitors for overnight stays and longer periods. The route was also the primary commuter route into downtown Miami and continues to be a primary commuter route.) Nonetheless, since the opening of 1-95 and the emergence of other changes in the region; the primary market is of greater importance today to the Biscayne Boulevard commercial corridor than it was in the past. It is likely to continue to be of great importance in the future as its past position, at least from a visitor base perspective, is not likely to be duplicated in the future. Table 44 contains the total or gross retail and related services sales estimates for 1997, 2000, 2005, and 2010. As a result of rising incomes as transition in communities occurs as well as implementation of a strategic community development program in given targeted areas, retail and related services sales are expected to increase in the local market. For 1997, the residents of the local market are expected to spend roughly $455 million on the purchase of retail goods and services. A roughly $90 million increase is expected by the year 2005. This estimated increase as well as all other estimates put forth of sales in the future exclude inflation. TABLE 44 - TOTAL ESTIMATED RETAIL AND RELATED SERVICES FOR THE LOCAL MARKET FOR SELECTED YEARS FROM 1997 THROUGH 2O10* AL 1 $454,054,000 1 $498,566,000 1 $545,060,000 1 $631,967, 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. The sales estimates generated by the local market are also illustrated in the graphic that follows. In addition, no one area would be expected to capture all of these sales. People spend money on goods and services at work, on vacations, and in commercial areas other than those near home. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 20 THE CHESS.. EAKE GROUP, INC. There are ten major categories of retail and related services. Those categories are: food, such as groceries and related merchandise generally purchased for home consumption; eating and drinking, consisting of prepared food and beverage; general merchandise, including department stores, variety stores, discount department stores, and many of the so called "box" stores; furniture and accessories, including appliances and home furnishings; automotive dealers, including all types of new and used vehicles and parts; drugstores, including health and beauty aids operations and small and large pharmacies; apparel and accessories; hardware and building materials, including home improvement centers and lumber yards; gasoline and related vehicular services; and miscellaneous that includes a plethora of businesses, ranging from florist to optical goods. Table 45 contains the estimated retail and related services sales by major category generated by the local market for 1997, 2000, 2005, and 2010. It is noted that about 31 % of all sales are in the food services categories. An additional 27% are in the combined automotive and other related vehicle sales and services categories. Thus, effectively almost 60% of all retail spending by the residents in a given year are for either food or ownership and maintenance of vehicles. It is also noted that the food category is the largest in terms of sales. Furthermore, not all categories of sales are expected to increase annually. In some categories there will be expected declines due to the noted changes in population and other circumstances, while others that are increasing are doing so at different rates. 21 THE CHES..-EAKE GROUP, INC. TABLE 45 - ESTIMATED RETAIL AND RELATED SERVICES SALES BY MAJOR CATEGORY FOR THE LOCAL MARKET FOR SELECTED YEARS FROM 1997 THROUGH 2O10 -..ry -1997 2000. 2005 2010. Food $95,760,000 $105,148,000 $114,953,000 $122,602,000 Eat/Ddnk 44,497,000 48,859,000 53,416,000 60,353,000 General Merchandise 50,945,000 55.939,000 61,156,000 79,185,000 Furniture 31,511,000 34.600,000 37,827,000 34,126,000 Automotive 95,533,000 104,898,000 114,681,000 143,267,000 Drugstore 24,428,000 26,823,000 29,324,000 27,491,000 Apparel 16,936,000 18,597,000 20,331,000 32,546,000 Hardware 30,422,000 33,404,000 36,519,000 29,134,000 Auto Service 26,517,000 29,116,000 31,832,000 43,543,000 Miscellaneous 37,505,000 41,182,000 45,022,000 59,721,000 TOTAL 1 $454,054,0001 $498,566,000 -$545,060,0001 $631,967,000 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. The estimates of market generated demand can be separated into sub -categories. Sub -categories basically correspond to various types of businesses or stores. The number of sub -categories or store types vary within each major category, with the miscellaneous category having the largest number of sub- categories. Table 46, found on the page that follows, contains the estimates of retail and related services sales generated by the primary or local market for 1997, 2000, 2005, and 2010. Retail and related services sales can be converted to supportable space. From a development perspective, supportable space is of greater significance than actual sales. Supportable space is derived by dividing the amount of sates by retail sales productivity levels. A retail sales productivity level is the level of sales at which it is assumed that the business will generate sufficient revenue to cover all costs of operation as well as provide a reasonable return on investment. Productivity levels applied in this analysis are achievable in suburban and outer urban settings. In some cases, achieved levels of sales in the Biscayne Boulevard study area and specific facilities or operations may be above or below those applied. Table 47 contains the estimates of supportable space generated by the local market by major category. it is noted that while the largest category in terms of sales was food, the largest category in terms of space is the automotive category (as a result of different productivity levels). In all cases, except hardware, supportable space in 2010 will exceed supportable space in 1997. On the other hand, supportable space in several categories will diminish over portions of the next decade. TABLE 47 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LOCAL MARKET FOR THE BSICAYNE BOULEVARD STUDY AREA* tat6gory'."•• Food 248,475 eee 272,834 ee 298,277 e e 318,122 Eat/Drink 161,807 177,669 194,240 219,465 General Merchandise 245,075 269,100 294,196 380,927 Furniture 137,355 150,821 164,887 148,754 Automotive 466,645 512,389 560,175 699,808 Drugstore 74,024 81,282 88,861 83,306 Apparel 68,656 75,390 82,420 131,938 Hardware 164,434 180,551 197,389 157,471 Auto Service 191,186 209,924 229,506 313,941 Miscellaneous 1 194,0001 213.020 232,879 1 308,914 TOTAL 1 1,951,6571 2,142,980 2,342,830 47 22,646 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 22 Cl THE CHEST BAKE GROUP, INC. TABLE 46 - RETAIL AND RELATED SERVICES SALES ESTIMATES FOR THE LOCAL MARKET FOR THE BISCAYNE BOULEVARD STUDY AREA* ..000 Food $95,760,000 $105,148,000 00 $114,953,000 � $122,602,000 Supermarkets 79,959,600 87,798,580 95,985.755 102,372,670 Independents 7,660,800 8,411,840 9,196,240 9,808,160 Bakeries 2,106,720 2,313.256 2.528,966 2.697, 444 Dairies 1,244.880 1.366,924 1,494,389 1,593,826 Others 4,788,000 5,257,400 5,747,650 6,130,100 Eat/Drink $44 497 000 $48 859,000 $53 416 000 $60,353,000 General Merchandise $50 945.000 $55,939 000 $61,156.000 $79,185 000 Dept. Stores 18,594,925 20,417,735 22,321,940 28,902,525 Variety Stores 3,668,040 4,027,608 4,403.232 5.701,320 Jewelry 3,515,205 3.859.791 4,2191764 5,463,765 Sporting Goodslro s 5,553,005 6,097,351 6,666,004 8,631,165 Discount Dept. 18,543,980 20,361,796 22,260,784 28,823,340 Antiques, etc. 254.725 279,695 305,780 395,925 Others 815,120 895,024 978.496 1,266,960 Furniture $31.511.000 $34,600 000 $37 827 000 $34,126 000 Furniture 7,436,596 8,165,600 8,927,172 8,053,736 Household Appliances 10.965,828 12,040,800 13,163 796 11,875,848 Store/Office Equip- 6,869,398 7,542,800 8,246,286 7,439,468 Music Instr./Su I. 1,354,973 1,487,800 1,626,561 1,467,418 Radios,TV, etc. 4,884,205 5,363,000 5,863,185 5.289,530 Automotive $95,533 000 $104 898,000 $114 681 000 $143,267 000 New/Used Vehicles 33,436,550 36,714,300 40,138,350 50,143,450 Tires, Batt., Prts. 42,130,053 46,260,018 50,574,321 63,180,747 Marine Sales/Rentals 5,063,249 5,559,594 6,078,093 7,593,151 Auto/Truck Rentals 14,903,148 16,364,088 17,890,236 22,349,652 Dru store $24,428,000 $26,823,000 $29,324,000 $27,491,000 Apparel $16,936,000 $18,597,000 $20,331,000 $32,546,000 Men's and Bo s 2,218,616 2,436,207 2,663,361 4,263,526 Women's and Girl's 5,622,752 6,174,204 6,749,892 10,805,272 Infants 355.656 390,537 426.951 683,466 Family 4,708,208 5,169,966 5.652.018 9,047,788 Shoes 3,539,624 3,886,773 4,249,179 6,802,114 Furriers 67,744 74,388 81,324 130,184 Tailors/Uniforms 304,848 334,746 365,958 585,828 Others 118,552 130,179 142.317 227,822 Hardware $30,422,000 $33,404.000 $36,519,000 $29,134 000 Hardware 14,724,248 16,167,536 17,675,196 14,100,856 Lawn/Seed/Fertil. 578,018 634,676 693,861 553,546 Others 15,119,734 16,601,788 18,149,943 14,479,598 Auto Service $26,517,000 $29,116,000 $31.832,000 $43,543,000 Gasoline 9,899,440 10,822,880 14,804,620 Garage, Repairs _9,015,780 17,501,220 19,216,560 21.009,120 28,738,380 Miscellaneous $37,505,000 $41,182,000 $45,022,000 $59,721,000 Advert. Signs, etc. 600,080 658,912 720.352 955,536 Barber/Beauty shop 2,287,805 2,512,102 2,746,342 3,642,981 Book Stores 1,725,230 1,894,372 2,071,012 2,747,166 Bow4ing 862,615 947.186 1,035,506 1,373,583 Ci .!Tobacco Dealer 262,535 288,274 315,154 418,047 Dent./Physician Lab 1,500.200 1,647,280 1,800,880 2.388,840 Florist/Nurseries 2,812,875 3.088,650 3,376.650 4,479,075 Laundry, Dry Clean 1,275,170 1,400,188 1,530,748 2,030,514 Optical Goods/O t. 900.120 988,368 1,080,528 1,433,304 Photo Su ./Phot . 2,587,845 2,841,558 3,106,518 4.120.749 Printin 3,037:905 3,335,742 3,646,782 4,837,401 Paper/Paper Prod. 1,612.715 1.770,826 1,935,946 2.568,003 Gifts/Cards/Novel. 5,363,215 5.889.026 6,438,146 8,540,103 Newsstands 75,010 82,364 90,044 119,442 Video Rent/Sales 4.875,650 5,353,660 5,852,860 7,763,730 Others 7,726,0301 8,483,492 9,274,532 12,302,526 TOTAL $454,054,060-1 $498,566,0001 $545,061,000 $631,968,000 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. ��p 23 e�1J- `itUJ THE CHESA- EAKE GROUP, INC. Information on supportable local space trends for selected categories is illustrated in the graphic below. SUPPORTABLE SPACE - LOCAL MARKET 300000 260000 `r 200000 t` SQ. 160000 ar FT. 100000 50000 0LLI Y OIr Z W W N_ W ❑ 1997 E3 2000 ■ 2005 Table 48, found on the page that follows, contains the breakdown of supportable space generated by the local market for 1997, 2000, 2005, and 2010 for sub -categories as well as categories. The following are implications associated with potential demand estimates generated by the local market. • The amount of space currently located in the study area, if dependent upon only the local market, is greater than that supportable by local generated demand. This is one of the reasons that the vacancy and other patterns associated with disinvestment exists. • Growth in demand, irrespective of the current supply, is sufficient to support an additional sizable supermarket in the area by 2010. Because the dependence would be only on growth, the sales attracted to the operation would not necessarily come from any existing operation. • Local demand for food services establishments will grow sufficiently to support between 10 to 20 additional operations through 2010. Furthermore, growth over the next three years will afford the opportunity for three to six additional operations alone. • Growth in the automotive category will be substantial, providing the opportunity for additional retail outlets. Auto service supportable space also will grow significantly. Auto activity will account for 37% of the space supported by the market in 2010. • Growth in sub -categories within the miscellaneous category will be strong enough to support additional space for the following types of operations: advertising signs, printing and photography; florist and nursery; independent book store, possibly combined with food service establishment; and cards, gifts, novelties, and paper It is important to note that because there is demand, does not mean that the associated activity is appropriately located in a given commercial area. On the other hand, where demand does not exist or competitive disadvantages are great, a business cannot exist. 24 29-- 4(j"9 THE CHES/ 1AKE GROUP, INC. TABLE 48 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR £ THE LOCAL MARKET FOR THE BISCAYNE BOULEVARD STUDY AREA (in sq. ft.)* :.. Food 248,4T5 272.834 2005.201.0 318,122 Supermarkets 190,380 209,044 243 744 Independents 25,536 28,039 M22.991 32,694 Bakeries 8,427 9,263 10,789 Dairies 4,980 5,468 6,375 Others 19152 21,030 24,520 Eat/Drink 161 807 177.669 194,240 219,465 General Merchandise 245,075 269,100 294.196 380,927 Dept. Stores 92,975 102,089 111,610 144,513 Variety Stores 28,216 30,982 33.871 43,856 Jewelry 11.717 12,866 14,066 18,213 Sporting Goods/Toys 22,212 24,389 26,664 34,525 Discount Dept. 84,291 92,554 101,185 131,015 Antiques, etc. 1,959 2,152 2,352 3,046 Others 3,705 4,068 4,448 5,759 Furniture 137 355 150,821 164,887 148,754 Furniture 35,412 38,884 42,510 38,351 Household Appliances 43,863 48 163 52.655 47,503 Store/Office Equip. 36,155 39,699 43,402 39,155 Music Instr./Su I. 7,970 8,752 9,568 8,632 Radios,TV, etc. 13,955 15,323 16,752 15,113 Automotive 466,645 512,389 560175 699 808 New/Used Vehicles 111,828 122,790 134,242 167,704 Tires, Batt., Prts. 280,867 308,400 337.162 421,205 Marine Sales/Rentals 18,753 20,591 22,511 28,123 Auto/truck Rentals 55,197 60,608 66,260 82,776 Dru store 74 024 81.282 88,861 83,306 Apparel 68,656 75,390 82,420 131938 Men's and Bo 's 13,866 15,226 16,646 26,647 Women's and Girl's 20,825 22,867 25,000 40,020 Infants 1,694 1,860 2,033 3.255 Family 15,694 17,233 18,840 30,159 Shoes 14,748 16,195 17,705 28,342 Furriers 85 93 102 163 Tailors/Uniforms 1,270 11395 1,525 2,441 Others 474 521 569 911 Hardware 164,434 180,551 197,389 157,471 Hardware 101,547 111,500 121,898 97,247 Lawn/Seed/Fertil. 2,408 2,644 2,891 2,306 Others 60.479 66.407 72.600 57,918 Auto Service 191,186 209,924 229,506 313,941 Gasoline 74,511 81,814 89,4451 122,352 Garage, Repairs 116,675 128,110 140,061 191,589 Miscellaneous 194,000 213,020 232,879 308,914 Advert. Signs, etc. 3,158 3,468 3,791 5,029 Barber/Beauty shop 13,073 14,355 15,693 20,817 Book Stores 6,343 6,965 7,614 10,100 Bowling 17,252 18,944 20,710 27,472 Ci ./Tobacco Dealer 710 779 852 1,130 Dent./Physician Lab 4,616 5,069 5,541 7,350 Florist/Nursedes 12,786 14.039 15,348 20,359 Laund , Dry Clean 6,893 7.569 8.274 10,976 Optical Goods/Opt. 3,397 3,730 4,077 5,409 Photo Sup./Photog. 15,223 16,715 18,274 24,240 Printing 15,989 17,557 19,194 25,460 Paper/Paper Prod. 8,960 9.838 10,755 14,267 Gifts/Cards/Novel. 30,130 33,084 36,169 47,978 Newsstands 500 549 600 796 Video Rent/Sales 27,861 30,592 33,445 44,364 Others 27,109 29.767 32,542 43,167 TOTAL 1,951,6571 2.142,980 2,342,830 2,762,646 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 25 29- 469 la THE CHESA. CAKE GROUP, INC. While the commercial corridor is unlikely to reestablish itself as a significant generator of visitor based transient accommodations and related activity in the short-term, or the next ten to fifteen years; pursuit of regional serving activity may be an option. Thus, regional demand for retail and related goods and services was examined. Table 49 and the illustration that follows contain estimates of total or gross retail and related services sales associated with the larger Miami -Dade market for 1997, 2000, 2005, and 2010. Over the next twelve or thirteen years, total sales are expected to increase by about $6.4 billion, or about 31%. TABLE 49 - ESTIMATED REGIONAL RETAIL AND RELATED SERVICES SALES ; FOR THE REGIONAL MARKET FOR SELECTED YEARS FROM 1997 TO 2010* i $20,999,181,000 1 $22,502,433,000 1 $24,600,340,000 1 $27,423,750,000 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. RETAIL AND RELATED SERVICES SALES $30,000,000,000 $25,000,000,000 $20,000,000,000 $16,000,000,000 REGIONAL $10,000,000,000 $6,000,0000000 LOCAL $o 1997 2000 2006 2010 As can be determined by the figures, the size of the regional market is substantial relative to the local market. In fact, it can be said that it dwarfs the local market. Table 50 contains the breakdown of the regional sales by major category for 1997, 2000, 2005, and 2010. 26 �J- THE CHESS._ FAKE GROUP, INC. TABLE 50 - ESTIMATED REGIONAL RETAIL AND RELATED SERVICES SALES BY MAJOR CATEGORY FOR THE REGIONAL MARKET FOR SELECTED YEARS FROM 1997 TO 2010* -Cat6gdry. Food .1997eee $3,128,878,000 $3,352,863,000 ee $3,665,451,0001 e e $4,086,139,000 Eat/Drink 2,057,920,000 2,205,238,000 2,410,833,000 2,687,528,000 General Merchandise 2,356,108,000 2,524,773,000 2.760,158,000 3,076,945,000 2,177,446'000 Furniture 1,667,335,000 1,786,693,000 1,953,267,000 Automotive 5,048,203,000 5,409,585,000 5,913,922,000 6,592,670,000 Drugstore 1,129,756,000 1,210,631,000 1,323,498,000 1,475,398,000 Apparel 783,269,000 839,341,000 917,593,000 1,022,906,000 Hardware 1,656,835,000 1,775,442,000 1,940,967,000 2,163,734,000 Auto Service 1,226,352,000 1,314,142,000 1,436,660,000 1,601,547,000 Miscellaneous 1,944,524,000 2,083,725,000 2,277,991,000 2,539,439,000 TOTAL $20,999,181,000 $22,502,433,000 $24,600,340,000 $27,423,750,000 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Table 51 on the next page contains the estimated sales by sub -category. Table 52 contains the estimated supportable space for each of the categories. This table is based on the sub -category estimates found in Table 53. TABLE 52 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LARGER MIAMI MARKET* - -...-1997.-.eee Food 10,570,6481 11,327,361 2005.2010 12,383,4131 13,804,673 Eat/Drink 7,292,444 7,814,480 8,543,025 9,523,520 General Merchandise 12,657,585 13,563,697 14,828,243 16,530,096 Furniture 4,942,888 5,296,727 5,790,543 6,455,133 Automotive 23,253,409 24,918,038 27,241,148 30,367,648 Drugstore 2,768,073 2,966,230 3,242,773 3,614,948 Apparel 4,384,101 4,697,941 5,135,934 5,725,387 Hardware 5,232,469 5,607,043 6,129,791 6,833,313 Auto Service 10,431,626 11,178,385 12,220,543 13,623,110 Miscellaneous 10,264,646 10,999,452 12,024,932 13,405,045 TOTAL 91,797,889 98,369,3541 107,540,345 119,882,873 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Information on growth in selected categories is also illustrated in the following. 27 �— 'Ik� THE CHESS :AKE GROUP, INC. TABLE 51 - RETAIL AND RELATED SERVICES SALES ESTIMATES FOR THE LARGER MIAMI MARKET* Sub eoo 2005 2017 -category Food $4,073,841,000 $4,365,472,000 f $4,772,466,000 $5,320,208,000 Supermarkets 3,401,657,235 3,645,169,120 3,985.009,110 4,442,373,680 Independents 325,907,280 349,237,760 381,797,280 425,616,640 Bakeries 89,624,502 96,040,384 104,994,252 117,044,576 Dairies 52,959,933 56,751,136 62.042,058 69,162.704 Others 203,692,050 218,273,600 238.623.300 266,010,400 EaUDdnk $2,005.422,000 $2,148,982 000 $2,349 332 000 $2,618 968 000 General Merchandise $2,631 197 000 $2 819.555.000 $3 082 423.000 $3.436.196 000 De t. Stores 960,386.905 1,029.137,575 1,125,084.395 1,254,211,540 Variety Stores 189.446,184 203,007,960 221,934,456 247,406,112 Jewelry _ 181,552,593 194,549.295 212,687,187 237,097,524 Sporting GoodsRo s 286,800.473 307,331,495 335,984,107 374,545.364 Discount Dept. 957,755,708 1.026,318,020 1,122,001.972 1,250,775,344 Antiques, etc. 13,155,985 14,097,775 15,412.115 17,180,980 Others 42,099,152 45.112,880 49,318,768 54,979,136 Furniture $1,133,956 000 $1,215,131 000 $1,328.418,000 $1,480,883,000 Furniture 267,613,616 286,770,916 313,506.648 349,488,388 Household Appliances 394,616,688 422,865,588 462,289,464 515,347,284 Store/Office Equip. 247,202,408 264,898,558 289,595,124 322,832,494 Music Instr./Su I. 48,760,108 52,250.633 57,121,974 63.677,969 Radios,TV, etc. 175,763,180 188,345.305 205,904,790 229,536,865 Automotive $4.760,514 000 $5,101 302,000 $5,576,897 000 $6,216,964 000 New/Used Vehicles 1,666,179,900 1,785,455,700 1,951,9131950 2,175,937,400 Tires, Batt., Prts. 2,099,386,674 2,249.674,182 2,459,411,577 2,741,681,124 Marine Sales/Rentals 252.307,242 270,369,006 295,575,541 329,499,092 Auto/Truck Rentals 742,640,184 795,803.112 869,995,932 969,846,384 Drugstore $913,464,000 $978,856,000 $1,070,115.000 $1,192,933,000 Apparel $1,081.458,000 $1,158,875.000 $1,266.918 000 $1,412,323,000 Men's and Bo 's 141,670,998 151,812,625 165,966.258 185,014,313 Women's and Girl's 359,044,056 384.746,500 420.616,776 468,891,236 Infants 22,710,618 24,336,375 26,605,278 29,658,783 Family 300,645,324 322.167,250 352,203,204 392,625,794 Shoes 226,024,722 242,204,875 264,785,862 295,175,507 Furriers 4,325,832 4,635,500 5,067,672 5,649,292 Tailors/Uniforms 19,466,244 20.859,750 22,804,524 25,421,814 Others 7,570,206 8,112,125 8,868,426 9,886,261 Hardware $968,062,000 $1,037,362,000 $1,134,076.000 $1,264,235,000 Hardware 468,542,008 502,083.208 548,892,784 1 611,889,740 Lawn/Seed/Fertil. 18,393,178 19,709,878 21,547.444 24,020,465 Others 481,126,814 515,568,914 563,635,772 628,324,795 Auto Service $1,446.844,000 $1,550,418,000 $1,694,963,000 $1.889,496.000 Gasoline 491.926,960 527,142,120 576,287,420 642,428,640 Garage, Repairs 954,917,040 1,023,275,880 1,118.675,580 1,247,067,360 Miscellaneous $1,984,423,000 $2,126,480,000 $2,324,732,000 $2,591,544,000 Advert. Signs, etc. 31,750,768 34,023,680 37,195,712 41.464,704 Barber/Beauty shop 121,049,803 129,715,280 141,808,652 158,084,184 Book Stores 91,283,458 97,818,080 106,937,672 119,211,024 Bowling 45,641,729 48,909,040 53,468,836 59,605,512 Cig./Tobacco Dealer 13.890,961 14.885,360 16,273,124 18,140,808 Dent./Physician Lab 79,376.920 85,059,200 92,989,280 103.661,760 Florist/Nurseries 148.831,725 159,486,000 174, 354,900 194.365.800 Laundry, Dry Clean 67,470,382 72,300,320 79,040,888 98,112,496 Optical Goods/Opt. Photo Su ./Photo . 47,626,152 136,925,187 51,035,520 146,727,120 55.793,568 160,406.508 62,197,056 178,816,536 Printing 160.738.263 172,244,880 188,303,292 209,915,064 Paper/Paper Prod. 85,330.189 91.438,640 99,963,476 111,436,392 Gifts/Cards/Novel. 283.772,489 304,086,640 332,436,676 370,590.792 Newsstands 3.968,846 4.252.960 4,649,464 5,183,088 Video Rent/Sales 257,974,990 1 276.442,400 302,215.160 336.900.720 Others 408,791.138 438,054,880 478,894,792 533,858,064 TOTAL $20,999,181,000 $22,502,433,000 $24,600,340,000 $27,423,750,000 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 28 SJ-v THE CHEF! =AKE GROUP, INC. TABLE 53 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LARGER MIAMI MARKET (in sq. f4.)* Sub7category 1 R97 2000 2005 Food 10,570,648 11,327,361 12,383,413 13,804,673 Supermarkets 8,099,184 8.678,974 9,488,117 101577080 Independents 1,086,358 1,164.126 1,272.,658 1,418,722 Bakeries 358,498 384,162 419.977 468,178 Dairies 211,840 227,005 248,168 276,651 Others 814,768 873,094 954,493 1,064,042 EaUDrink 7 292 444 7,814,480 8,543 025 9,523 520 General Merchandise 12,657,585 13,563,697 14,828 243 16,630.096 Dept. Stores 4,801 935 5,145,688 5,625.422 6,271,058 Variety Stores 1,457,278 1,561,600 1,707188 1,903.124 Jewel 605,175 648,498 708,957 790,325 Sporting Goods/Toys 1,147,202 1,229,326 1,343,936 1,498,181 Discount Dept. 4,353,435 4,665,082 5,100,009 5,685.342 Antiques, etc. 101,200 108,444 118,555 132,161 Others 191,360 205,059 224,176 249,905 Furniture 4,942 888 5,298,727 5.790,643 6 455 133 Fumiture 1,274,351 1.365,676 1,492,889 1,664,230 Household Appliances 1,578,467 1,691,462 1,849,158 2,061,389 StorelOffice Equip. 1,301,065 1,394,203 1,524.185 1,699,118 Music Instir./Suppl. 286,824 307,357 336,012 374,576 Radios,TV, etc. 502,181 538,129 588,299 655,820 Automotive 23,253,409 24,918 038 27,241 148 30,367,648 New/Used Vehicles 5,572,508 5,971,424 6,528,140 7,277,383 Tires, Batt., Prts. 13.995.911 14,997,828 16,396,077 18,277,874 Marine Sales/Rentals 934,471 1.001,367 1,094,724 1,220,367 AutotTruck Rentals 2,750,519 2,947,419 3,222,207 3,592,024 Dru store 2,768 073 2,966.230 3.242 773 3,614 948 Apparel 101 4,364,101 4,97 941 6 5,135.934 5,725387 Men's and Bo s 885.444 948,829 1,037,289 1,156,339 Women's and Girl's 1,329,793 1,424,987 1,557,840 1,736,634 Infants 108,146 115,888 126,692 141,232 Family 1.002,151 1,073,891 1,174.011 1,308,753 Shoes 941,770 1,009,187 1,103,274 1,229,898 Furriers 5,407 5,794 6,335 7,062 Tailors/Uniforms 81,109 86.916 95,019 105,924 Others 30,281 32,449 35,474 39,545 Hardware 5,232,469 5,607,043 6,129,791 6.833 313 Hardware 3,231,324 3,462.643 3.785,467 4,219,929 Lawn/Seed/Fertil. 76,638 82,124 89,781 100,085 Others 1,924,507 2,062,276 2,254.543 2,513,299 Auto Service 10,431,626 11,178,385 12.220.543 13.623,110 Gasoline 4,065,512 4,356,546 4,762,7061 5,309,328 Garage, Repairs 6,366,114 6,821,839 7,457,837 8,313,782 Miscellaneous 10,264,646 10,999,452 12,024,932 13,405,045 Advert. Signs, etc. 167,109 179,072 195,767 218.235 Barber/Beauty shop 691,713 741.230 810,335 903,338 Book Stores 335,601 359,625 393,153 438,276 Bowling 912,835 978.181 1,069,377 1,192,110 Ci ./Tobacco Dealer 37,543 40,231 43,981 49,029 Dent./Physician Lab 244,237 261,721 286,121 318.959 Florist/Nurseries 676,508 724,536 792,522 883,481 Laundrv, Dry Clean 364,705 390,813 427,248 476,284 O ticaI Goods/Opt. 179,721 192,587 210,542 234,706 Photo Su ./Photo . 805.442 863,101 943,568 1,051,862 Printing 845,991 906,552 991,070 1,104,816 Paper/Paper Prod. 474,057 507,992 555,353 619,091 Gifts/Cards/Novel. 1.594,227 1,708,352 1,867,622 2,081,971 Newsstands 26,459 28.353 30.996 34,554 Video Rent/Sales 1.474,143 1,579.671 1,726,944 1.925,147 Others 1,434, 355 1,537,035 1.680,333 1,873,186 TOTAL 91,797,889 98,369,354 107,540.345 119,882,873 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 29 THE CHESe ... -AKE GROUP, INC. Office In addition to retail and related services, demand for potential office and selected industrial -service space N was also evaluated because of the: noted employment information generated through the telephone survey; the relatively high traffic volumes along the street; the existence of office space along the corridor; and the proximity to industrial activity and rail lines to the immediate west. As is the case with retail and related services, demand for office space is a function of a community's needs, including for both the receipt of services and employment opportunities. Current office space situated in the study area, particularly that at the southern end and around 79"' Street, are regional in nature. Thus, the regional market is assessed first, with the local market placed in the context of the regional market. As the population in Dade County expanded, total employment in Dade expanded. As found in Table 54, total employment expanded from about 526,000 in 1970, to 954,000 in 1995. The total civilian employment expanded by about 81 % over the 25 year period. As also found in the table, the number of people unemployed expanded from about 22,200 to about 69,500, or by about 213%. Based on the telephone survey findings, there are roughly 1,400 people in the area seeking full-time employment and roughly an additional 2,800 to 4,000 people seeking other employment than that which they have at present. TABLE 54 - ESTIMATED TOTAL CIVILIAN EMPLOYMENT IN DADE COUNTY FROM 1970 THROUGH 1995° 1970 • • 526,198 • 22,192 1971 537,888 29,501 1972 572,279 37,004 1973 604,621 25,678 1974 635,613 40,201 1975 615,632 88,669 1976 639,640 71,658 1977 655,536 65,963 1978 687,749 54,388 1979 720,257 48,122 1980 749,890 65,928 1981 768,580 79,666 1982 772,076 85,611 1983 774,747 83,906 1984 797,116 67,008 1985 806,831 65,417 1986 828,702 59,374 1987 861,850 52,962 1988 884,522 50,036 1989 881,691 60,203 1990 942,596 70,731 1991 920,978 89,233 1992 910,738 101,461 1993 941,103 78,734 1994 956,1981 82,988 1995 954,3031 69,497 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. 30 W THE CHESS....AKE GROUP, INC. ' Total civilian employment trends in Dade County are also illustrated in the following graphic. As is illustrated, while the overall trend is upward, there have been cycles in overall employment with actual decreases in specific years between 1985 and 1995. Further significant increases in civilian employment in Dade County are anticipated. By the year 2000, total civilian employment is expected to reach 1.03 million. Further growth is anticipated through 2010, when total civilian employment in Dade County is expected to reach 1.18 million. Table 55 contains the projected total civilian employment for Dade County for the years 2000, 2005, and 2010. TABLE 55 - ESTIMATED TOTAL FUTURE CIVILIAN EMPLOYMENT FOR YEARS 2000, 2005, AND 2010 FOR DADE COUNTY* • • 2000 1,029,850 f 2005 1,109, 500 0010 1.179,320 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. Information on total civilian employment for five year periods from 1990 through 2010 is illustrated in the <y following graphic. 31 J.l'- 4 9 THE CHESAir-"AKE GROUP, INC. Much office space is associated with several economic functions. These are generally: Finance, Insurance, and Real Estate (F.I.R.E.); and the service sector. For the former, virtually all of the employment can be found in either office space in office buildings or space in other buildings being used as office space. Both F.I.R.E. employment and services employment for each year from 1970 to 1995 in Dade County can be found in the table that follows. Since 1970, F.I.R.E. employment has grown by roughly 97%, expanding from about 33,750 to roughly 66,400. It is noted, however, that F.I.R.E. employment actually peaked in the latter 1980's. The peak during that period, while impacted by local factors, is not uncommon throughout the entire country. The advent of technology, mergers, and changes in management practices that result in "downsizing" had a significant impact on this employment area in particular. Assuming an average of 250 square feet per employee, the amount of office space in Dade County associated with this type of employment is estimated at about 16.6 million square feet. Service employment has grown at a greater pace than F.I.R.E. employment. From roughly 393,000 employees in 1970 to 818,000 in 1995, the amount of service employment grew by about 108%. While service employment dipped immediately after 1990, it quickly recovered and has continued to expand, thus, exceeding the 1990 level by 1993. Based on the composition of the Dade economy, it is estimated that only about 10% of the service employment is associated with traditional office space. Based on the average of 250 square feet per employee, the total office space associated with this segment of the service employment base is „ estimated at 15.7 million square feet. A 32 THE CHESA, _AKE GROUP, INC. TABLE 56 - ESTIMATED TOTAL CIVILIAN, F.I.R.E., AND SERVICES EMPLOYMENT AND UNEMPLOYMENT FROM 1970 THROUGH 1995 FOR DADE COUNTY* 1970 • Wolul 526.198 33,750 392,581 • • 22,192 1971 537,888 36,708 409,213 29,501 1972 572,279 40,983 437,475 37,004 1973 604,621 43,400 460,429 25,678 1974 635,613 44,533 473,171 40,201 1975 615,632 43,000 470,567 88,669 1976 639,640 43,383 486,131 71,658 1977 655,536 44,917 500,009 65,963 1978 687,749 47,017 526,611 54,388 1979 720,257 48,983 555,535 48,122 1980 749,890 53,642 590,455 65,928 1981 768,580 58,450 604,747 79,666 1982 772,076 59,733 602,396 85,611 1983 774,747 60,075 610,091 83,906 1984 797,116 62,200 633,042 67,008 1985 806,831 64,775 648,425 65,417 1986 828,702 66,325 664,483 59,374 1987 861,850 68,525 692,191 52,962 1988 884,522 71,058 719,600 50,036 1989 881,691 71,308 739,949 60,203 1990 942,596 69,775 754,308 70,731 1991 920,978 64,692 738,700 89,233 1992 910,738 63,250 742,141 101,461 1993 941,103 63,667 771,150 78,734 1994 956,198 66,400 794,116 82,988 1995 954,303 66,365 817,942 69,497 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. F.I.R.E. employment trends from 1980 through 1995 are also illustrated in the graphic that follows. F.I.R.E. EMPLOYMENT ' Y ; 1 r� dxt~ '� `i �f �'.�""' X Cry •-a v:--;-. Y tt to r. '� kLr`%eL P .. ft� '. - 5'• 60,000 60,000 O co r N 6"f V m m 00 M tp r pp 4 m m m O r N A 4 N aOD i aa)i m m r r w M r r a°fi w r r m m r r .J.j 0 .�j /,. a 1 iJ Lit �j 9 THE CHESM -AKE GROUP, INC. Both F.I.R.E. and service employment expansion, including that associated with office space, is expected to continue. With this growth, F.I.R.E. employment is expected to increase sufficiently to surpass the latter 1980's level by the year 2005. Table 57 includes the estimates of F.I.R.E. and service employment for Dade County for the years 2000, 2005, and 2010. TABLE 57 - ESTIMATED FUTURE CIVILIAN, F.I.R.E., AND SERVICES EMPLOYMENT FOR DADE COUNTY FOR 2000, 2005, AND 2010" .. i . . 2000 1,029,850 70,494 892,482 2005 1,109,500 75,290 971,004 2010 1,179,320 78,796 1,025,550 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. The graphic that follows illustrates the F.I.R.E. employment in Dade County for five year periods from 1985 through 2010. off It. 1 1 The combined F.I.R.E. and office based service employment was expected to generate about 32.3 million square feet of office space in 1995 to 1996. Based on the expected increases in en'iployment, this is expected to grow to about 1.964 million square feet by 2000, and by an additional 2.181 million square feet between 2000 and 2005. The following is a further breakdown of the growth information in terms of space generated by the anticipated employment growth. • Between 1995 and 2000, F.I.R.E. employment is expected to grow by 4,129, resulting in an additional 1.023 million square feet of office space. Office service employment during that period is expected to grow by a minimum of slightly less than 3,800, resulting in the addition of 932,000 square feet. • Between 2000 and 2005, F.I.R.E. employment is expected to grow by 4,796, resulting in an additional 1.199 million square feet of office space. Office service employment during that period is expected to grow by a minimum of just more than 3,900, resulting in the addition of 982,000 square feet. • Between 1995 and 2000, F.I.R.E. employment is expected to grow by 3,506, resulting in an additional 877,000 square feet of office space. Office service employment during that period is expected to grow by a minimum of 2,725, resulting in the addition of 682,000 square feet. 34 THE CHESAi —AKE GROUP, INC. Based on the number of people searching for other jobs or seeking employment in the defined market area for the Biscayne Boulevard study area and the type of employment defined as that for which they are deemed most qualified, 500,000 square feet of office space is needed to satisfy that employment based demand. There are certain areas within Dade County that have large concentrations of office space, both class "A" and lesser classes. Six of those, or the most prominent concentrations are listed in Table 58. The combined amount of office space in these areas exceeds 20 million square feet. About 3.1 million square feet of vacant space exists in these six areas. This space alone would be sufficient to meet demand for future office activity through the year 2000, based on the employment trends in the major areas that generate office space. TABLE 58 - OFFICE SPACE IN SELECTED AREAS OF DADE COUNTY* BRICKELL AVENUE SQUARE 3,500,000 VACANT 21.2 742,000 DOWNTOWN MIAMI 5,000,000 19.4 970,000 CORAL GABLES 3,500,000 15.2 532,000 AIRPORT/W. DADE 4,800,000 11.3 542,000 MIAMI BEACH 1,100,000 11 121,000 KENDALUS. DADE 21300,0001 8.51 195,500 SUBTOTAL 1 20,200,0001 15.41 3,102 500 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA TREND, APRIL, 1997. Industrial Immediately to the west of the Biscayne Boulevard study area is an established, if not somewhat deteriorated industrial center and rail lines. Since this is in such close proximity and impacts the market area in a significant way, because certain "light" industrial functions are often interspersed with and in commercial areas, and because of the described employment needs in segments of the community, limited "light" industrial activity was examined. Specifically wholesales trade and service related industrial employment trends were examined. Wholesale trade employment, as a result of the growing regional population and the increased function of Dade County in the international market, has expanded significantly. Wholesale trade employment has grown from about 33,800 to 77,200 from 1970 to 1995. This represents an increase of about 128%, thus more than doubling over the twenty-five year period. In 1995, wholesale trade employment was at the highest level ever in Dade County. Based on average per employee square footage of between 500 and 1,000, the amount of "light" industrial space related to this component of the employment market is estimated to be at least 38.62 million square feet and could be as high as 77.2 million square feet. As previously noted service employment is increasing. Based on the proportion of service jobs associated with this sector and a per employee square footage slightly smaller than that for the office market (resulting from the relatively high proportion of independent operations in the Dade County area in this category), the amount of associated space is estimated at 14.7 million square feet. Table 59 contains the employment estimates for the "light" industrial service sector and wholesale trade in Dade County. 35 o j- 409 T THE CHESAb _AKE GROUP, INC. TABLE 59 - ESTIMATED TOTAL, SERVICES, AND WHOLESALE TRADE EMPLOYMENT IN DADE COUNTY FROM 1970 THROUGH 1995* ARTHIIIIIIIIIIIIII• 1970 • 526,198 392,581 • -r 33,842 1971 537,888 409,213 35,608 1972 572,279 437,475 38,775 1973 604,621 460,429 43,533 1974 635,613 473,171 46,675 1975 615,632 470,567 "M 683 1976 639,640 486,131 46,008 1977 655,536 500,009 47,750 1978 687,749 526,611 51,300 1979 720,257 555,535 55,892 1980 749,890 590,455 60,417 1981 768,580 604,747 62,508 1982 772,076 602,396 60,333 1983 774,747 610,091 59,125 1984 797,116 633,042 61,375 1985 806,831 648,425 63,592 1986 828,702 664,483 64,067 1987 861,850 692,191 67,583 1988 884,522 719,600 70,383 1989 881,691 739,949 73,067 1990 942,596 754,308 74,583 1991 920,978 738,700 72,625 1992 910,738 742,141 72,442 1993 941,103 771,150 73,208 1994 956,1981 794,1161 74,417 1995 954,3031 817,942 77,249 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. Wholesale trade employment from 1985 to 1995 is illustrated in the graphic that follows. WHOLESALE TRADE EMPLOYMENT 80,000 76,000 # 70,000 65,000 60,000 1988 1986 1987 1988 1989 1990 1991 1992 1993 1994 1996 Jb THE CHESA, .:AKE GROUP, INC. As previously noted service sector employment is expected to increase in the future, including employment associated with "light" industry. Wholesale trade employment between 1995 and 2010 Is expected to increase from roughly 77,200 to 98,000, or by about 20,800 or 27%. The additional employment will generate, at a minimum, additional demand for 10.4 million square feet of space. The additional "light" industrial service employment is expected to generate about 5 million square feet. (These estimates do not take into consideration space needed to replace any existing space as a result of obsolescence or other factors.) Table 60 contains the expected increases in Dade County in civilian, services, and wholesale trade employment. TABLE 60 - ESTIMATED FUTURE TOTAL CIVILIAN, SERVICES, AND WHOLESALE TRADE EMPLOYMENT IN DADE COUNTY FOR 2000, 2005, AND 2010- 2000 1,029,850 892,482 84,656 2005 1,109,500 971,004 92,361 2010 1,179,320 1,025,550 97,988 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. Wholesale trade employment for 5 year periods from 1970 through 2010 is illustrated in the graphic that follows. None of the preceding estimates have considered the need to employ those technically unemployed at this time. As contained in Table 61 and as previously defined, the number of technically unemployed individuals has generally grown even as the economy grew in Dade County. The numbers grew as a result of the growth in the population. 37 THE CHESk..:AKE GROUP, INC. It is estimated that, in 1995, there were 69,500 people technically unemployed in Dade County. While this number is well above those associated with the early 1970's, the figure is consistent with the numbers for much of the 1980's. It is noted that the numbers represent only those "technically" unemployed and not others that may be part of the "system". Thus, assuming that seeking "full -employment" would indicate lowering the number of technically unemployed by one-half and that the proportion of those associated with office space and light industrial space is equal to that in the employed population, the additional space associated with these potential employees is estimated as follows: • 1.2 million square feet of office space for F.I.R.E. and 1.5 million in service related office space. • 2.8 million square feet of industrial space for wholesale activity and 1.1 million in service related "light` industrial space Table 61 contains a synopsis of total civilian, F.I.R.E., services, and wholesale trade employment and unemployment for Dade County from 1970 through 1995. TABLE 61 - ESTIMATED TOTAL CIVILIAN, SERVICES, AND WHOLESALE TRADE EMPLOYMENT AND UNEMPLOYMEN IN DADE COUNTY FROM 1970 THROUGH 1995' YEAR 1970 TOT: CIVILIAN - • 526,198 33,750 SERVICES 30,581 WHOLESALE TRADE 33,842 - • e 22,192 1971 537,888 36,708 409,213 35,608 29,501 1972 572,279 40,983 437,475 38,775 37,004 1973 604,621 43,400 460,429 43,533 25,678 1974 635,613 44,533 473,171 46,675 40,201 1975 615,632 43,000 470,567 44,683 88,669 1976 639,640 43,383 486,131 46,008 71,658 1977 655,536 44,917 500,009 47,750 65,963 1978 687,749 47,017 526,611 51,300 54,388 1979 720,257 48,983 555,535 55,892 48,122 1980 749,890 53,642 590,455 60,417 65,928 1981 768,580 58,450 604,747 62,508 79,666 1982 772,076 59,733 602,396 60,333 85,611 1983 774,747 60,075 610,091 59,125 83,906 1984 797,116 62,200 633,042 61,375 67,008 1985 806,831 64,775 648,425 63,592 65,417 1986 828,702 66,325 664,483 64,067 59,374 1987 861,850 68,525 692,191 67,583 52,962 1988 884,522 71,058 719,600 70,383 50,036 1989 881,691 71,308 739,949 73,067 60,203 1990 942,596 69,775 754,308 74,583 70,731 1991 920,978 64,692 738,700 72,625 89,233 1992 910,738 63,250 742,141 72,442 101,461 1993 941,103 63,667 771,150 73,208 78,734 1994 956.198 66,400 794,1161 74,417 82,988 1995 954.303 66,365 817,942 77,249 69,497 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997, BASED ON INFORRMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. 38 aJr NE 82nd St THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA CURRENT CONDITIONS N *not drawn to scale SJ- 469 THE CHEST, BAKE GROUP, INC. There are also numerous circumstances and conditions that impact the potential for activity within the study area. The following is a synopsis of those that either create or impact opportunity for at least the short-term or impact either strategic implementation of suggestions or the ability to generate change along the corridor. These conditions were defined through a review of previous reports, recent community based meetings, interviews with critical actors, and area reconnaissance. The following provides a synopsis of those conditions and circumstances. • The actual study area is very lengthy, composed of two very different commercial strips. Biscayne Boulevard and the 79"' Street area are different in form and character at present. Based on the structures, most likely they differed significantly in the past as well. • Both commercial corridors, however, share commonalties that impact potential in the future. Perhaps most important of these are: the linear nature of each; the history of each linked more towards the automobile than the pedestrian; and the lack of depth of property. The auto-orlented linear nature impacted the initial design and the current availability of right-of-way to encourage a more pedestrian friendly "place." The lack of property depth or commercial property abutting residential makes redevelopment for many modem tenants difficult if not impossible. • In many ways, both commercial corridors act as a boundary between communities east and west and north and south. The division and differences in those communities make marketing, merchandising, and business in general difficult. • The study area's history cannot be isolated from the history of Route 1 that runs from essentially Maine to the tip of Florida. Being at one time the primary vehicular route along the East Coast, Route 1 throughout is often depicted as "one long linear commercial strip." • While recognizing the historical perspective as a piece of Route 1, it is difficult to describe the Biscayne Boulevard section of the study area as one corridor. The physical character of it does change from one end to the other. Today, the most southern end is dominated by larger structures, often containing single and multi -tenant office uses. The more northern end appears to closer resemble strip development typical of commuter routes. If there is a "100% corner" within the Biscayne Boulevard portion of the study area, it is the intersection of 79"' and Biscayne. In the middle sections of the study area through 79'" Street, motels represent a significant share of the past and current land use. These motels are generally in close proximity to traditional strip development. The corridor contains essentially only two neighborhood scale shopping centers. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410.265-1784/(FAX)410.521-0480 39 40 39- 9 THE CHESS . -AKE GROUP, INC. There are people that perceive Biscayne Boulevard as a singular area in "deplorable" condition. While signs of disinvestment are apparent, there is much positive investment from a commercial perspective and physical appearance. Substantial modern office structures, well maintained eating establishments, certain essential service auto uses, and others show both the range of commercial activity and investment. There is a tendency to overlook the dollars that have and continue to flow into the commercial fabric, The "100% corner" or the intersection of 79'" and Biscayne is anchored by an established shopping center and a major office structure. The latter houses, among other tenants, immigration services. Many of the other tenants in the structure and area have located in either the structure or area to be near or in close proximity to the immigration services offered. is well known to be an anchor for other tenants in the building and area, but it is also seen by others as being part of the problem in the particular study area section. Immigration has long been rumored to be leaving and moving to another location. Many believe that such a move is actually impending at this time. ago, another significant sign. However, there continue merchandising and tenant mix, to a large extent, app patron base (lower and lower -middle). • The shopping center at 79°i and Biscayne has a higher occupancy level at this time than a few years ago. The center has undergone renovations a few years back that helped to stimulate reinvestment. The tenant mix contains a greater number of national and regional chains than a few years to be pockets of vacant space. The ears geared to a specific income range Based on a review of available information and current uses, much of the commercial development along Biscayne Boulevard never served, to a great extent, the surrounding neighborhoods. Significant proportion of the space is associated with motels that serve now and served in the past a transient market. Other space is also associated with that transient market. As previously noted, other space is typically associated with commuter routes, while other space is in major office structures intended for a larger market. There is a reasonable probability that historically a local market represented a secondary or even tertiary market for the study area section of Biscayne Boulevard. • Public transportation is of particular importance to the corridor. It is critical from an employment perspective, with additional opportunities as identified through the telephone survey. The bus dominates the vehicular landscape along Biscayne. It has influenced tenant mix and can influence physical form and development patterns in the future. 40 THE CHEbj 1 AKE GROUP, INC. The visitor base market has changed significantly. Irrespective of the current role of the motels, reestablishment as a primary destination for out of state tourists is highly unlikely in the future. Also, the existence of 1-95 has altered Route 1's role in the transportation system. While still of major importance, its dominance as "the" commuter route cannot be reestablished even if the traffic volume is not diminished. Unlike some other visitor and regional serving commercial activity, the linkage of Biscayne Boulevard to water, which is of critical importance to success of areas such as Miami Beach and South Beach, is minimal to say the least. The distance to the waterfront is several blocks at the shortest point. The perceived distance is increasing as communities to the east have taken steps to improve their viability by buffering themselves from through traffic and from Biscayne Boulevard itself. The Biscayne Boulevard commercial corridors only real connection to water at this time is via the Little River. Properties in closest proximity to the Little River seem to take little to no advantage at present to this physical feature. • Convenience commercial activity, serving surround- ing neighborhoods, is im- portant if not dominant. 79t' Street, exclusive of activity in the immediate vicinity of the intersection with Biscayne, suffers from a greater vacancy rate. Parts of the street, from an appearance perspective, are almost totally void of business activity at present. The proportion of vacancies is extremely high. • The structures along 7e Street differ significantly than those generally found along Biscayne. While serving as a commuter route between Miami Beach and the "mainland," parts of the street take on a more traditional "main street" feel. Buildings were not built as self -standing structures. They are often connected in many places and not separated by parking lots. The scale and building form are most likely reflective of the role once played by the commercial activity, the difference in traffic patterns and role in the transportation network played by the street, as well as other factors. The depth of commercial activity along 791" Street is less than that associated with Biscayne. This makes redevelopment even more difficult as an option for a different form of commercial activity. 41 9 9 - 4.69 7V NE 82nd St St THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale CONCLUSIONS AND SUGGESTIONS 99- 469 N THE GHES. :AKE GROUP, INC. The following conclusions are drawn from market analysis projections, with consideration of the existing conditions and to enhance activity in the short-term, over the next couple of years. Demand based on projected growth or based upon sales which can be held in the area that are not now (recaptured sales) • Food, in all forms and associated with two of the major retail categories, is and will continue to be a major component of the local market spending. The spending level of residents is not fully reflected in the current tenant mix along Biscayne nor the immediate surroundings. Thus, food purchases are, by definition, often made at locations not as convenient as should be. Supermarket supportable space is quite high at present and will grow at a sufficient rate that an additional large scale supermarket would be supportable over the next few years. Thus, there is sufficient demand from recapturable dollars or sales as well as growth to indicate the potential for an additional supermarket along Biscayne. There is also sufficient growth to support several new food service or preparation establishments in the next three years and there is additional potential for current sales to be recaptured. As identified, the largest categories, in terms of supportable space, are associated with auto activity. Demand is strong and has growth potential. Investment in the area, whether or not the form that it has taken has been as advantageous as it could be, is reflecting the market situation. Opportunity exists to consolidate auto activity that exists or additional expansion through the development of an "auto park". This essentially would like, act like, and be a standard "strip" shopping center, composed of primarily, if not exclusively, auto service activity such as windshield repair, those specializing in mufflers or breaks, tire stores, etc. • There are other retail activity where growth is significant or current demand is high and the amount of space in the category is sufficiently low that demand for additional retail is clearly supportable. One such example is the general merchandise category. However, the nature and scale of the primary business operations or store types in this category is such that it is essentially impossible to locate them within the study area. General merchandise is dominated by large "box" operations and traditional department stores. On the other hand, there is sufficient demand for an additional drugstore operation. While there are several in the area, the range differs from market trends in this category. In general trends in this category of store are toward very large operations or very small pharmacies, ranging between 1,000 and 1,500 square feet, offering a high level of service including home delivery. • Either the nature of a commercial strip or the current or future supportable space generated by the current dominant market — local trade --- limits the opportunity for retail in many of the other categories, such as hardware, apparel, and furniture. The exception is miscellaneous, where a limited number of specialty stores could be intermingled with "anchor" activity, such as a supermarket or a collection of food preparation establishments. • There is every indication of strong demand for training activity, particularly oriented toward changing technology, in the communities that surround the study area. The training activity could be coupled with entrepreneurial development activity and be the partial focus of a future economic development program for the corridor and targeted communities. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 42 S 9 - 469 THE CHEb. FAKE GROUP, INC. • There is currently in existence an abundance of vacant office space within the study area. It is not probable that "Class A" space would be built or marketable in the study area at this time or in the next five years. There are other areas that are dominant in attracting such space at present. Given current market conditions, growing demand for space is more likely to be attracted to those areas in the dominant position or where current strong developer interest exists. The City of Miami has limited land resources for light industrial development activity. As noted in the demand forecasts, there is an area just west of the study corridor that has a significant amount of existing underutilized or vacant industrial structures and rail access. These are assets that cannot be easily duplicated in Miami. With the anticipated growth in employment in Dade County and current employment and needs in the surrounding neighborhoods, as described in the telephone survey and demand forecasts, demand is not likely to be the primary cause of the negative current conditions in the industrial corridor to the west. Available And Preferred Developmeint Options There are development options that could be pursued immediately, developed over the next six months to two years, and, if property developed, managed, and marketing, should have a high probability of success. The following are the four short-term development options, meeting the above criteria, that are indicated by the demand estimates and current conditions i. An•entrepreneurlaUand skill training facility, providing the Opportunity for conversion of two or more motel facilitieslocated in close proximity to each other. " 2. A convenience shopping. center, strategically located in the northern half of the study area along Biscayne and anchored by a supermarket and drugstore. 3. A small collection of. restaurants (initially three to six units) in a food court setting. or close proximity to each other. (shared geography and parking opportunities. 4. A clean, efficient auto park or auto service activity in a shopping center format (as described on the previous page) From the presented short-term options, the following are the three for which development should be pursued at present: 1. THE TRAINING FACILITY 2. CONVENIENCE SHOPPING CENTER 3. RESTAURANT COLLECTION Of these efforts, based on a number of pragmatic, yet subjective as well as objective factors, development of the training facility probably involves the lowest degree of difficulty. The restaurant collection is likely to be somewhat more difficult; while the convenience shopping center, because of the scale, is likely to be the most difficult to implement. Keys To inclusion Of The Catalytic Development It is believed that the three proposed developments, in the proper circumstances, can plaX an important role in changing the character and investment direction for Biscayne Boulevard and 79 Street. The "keys" to inclusion of the catalytic development and enhancement of the study areas are: • MOTEL REUSE: The motel facilities are a significant physical and psychological factor. They are an important part of the history of the area, but are an ever present reminder of the past that is not as critical part of the economic future of the area. Some of the facilities are well maintained, but many are not. Reuse of two to three of l the motels in close proximity to each other would represent an economic boast as well as important to reversal of the overall investment psychology. 43 S9- 469 THE CHEb. FAKE GROUP, INC. DESIGN CONTROLS: As noted, there has been substantial new investment in the Biscayne Boulevard area. However, much of that investment has been made without) serious consideration to impact on adjacent properties, the Image of the overall commercial corridor, or to efficient land use patterns. Design controls coupled with increased consistent, coordinated code enforcement would be of substantial help In" directing investment in a manner that could lead to rejuvenation of the commercial corridors. • WATERFRONT USE: All areas have a limited number of assets upon which to build. Water resources are potentially important assets. The Little River is not now used In such a manner. However, development in the future in the area of the Little River could related to the water in manner superior from both a structure and use standpoint than that which has come before. • THEMED DEVELOPMENT: Biscayne Boulevard must establish its own unique,place in the market in the future. Doing so will be at least partially dependent upon creating; developments that seem to relate to each other through themes as well as design: • LIMITED AREA: The study area Is extensive. Implementation of the suggested opportunities will return the greatest benefit to the area of physically focused,within close proximity to each other and not dispersed. • PUBLIC TRANSIT: Public transit has been identified as a generator of trade as well as a factor in current and potential employment. Thus, it is important to the overall development pattern at present and the future. Consideration of enhancing public transit should be considered in the redesign of the corridor. • ECONOMIC INTEGRATION: Developments in the area at present seem to serve limited segments of the surrounding market and population base. Through tenant recrutiment activity, economic integration can be enhanced. This economic integration as well as economic development activity in selected neighborhoods will be essential to the long-term area economic viability. • RECAPTURE DEMAND: Many of the sales dollars generated by area residents leave Biscayne Boulevard and 79 h Street for a variety of reasons. Recapturing of these lost dollars, more than even the anticipated growth in sales could result in dramatic increases in sales for existing and future businesses. • REVERSAL OF ROLE OF THREE MARKETS AND REPOSITION IN REGION: In the past Biscayne Boulevard served primarily a regional retail function either for visitors or non-residents of the surrounding neighborhoods. Other than pass through commuter traffic, the visitor and regional retail focus and market has been reduced to very low levels. Thus, the area is largely dependent upon local trade for retail trade. While enhancing local commercial trade, the magnitude of space in the study area dictates that the regional market must be reestablished. The reestablishment will, in all probability, come from reestablishment of activity serving the larger Dade County On the following three maps sites are defined for further review as possible options for : the training facility; restaurant collection; and the convenience shopping center. In addition to those shown on the maps, the training facility could also be accommodated along the east side of Biscayne in two or more of the motel facilities situated between 51st Street and 55t' Terrace. Further investigation as to the potential of each of the sites should be made, inclusive of conceptual and schematic design and redesign. 44 �9- 4"9 S9- 469 NE 87 day` NE 82nd St Little River Pk a C1 THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale STRATEGIC IMPLEMENTATION I'D - 469 THE CHEbf. FAKE GROUP, INC. The following proposed implementation of the proposals and other activity necessary to achieve a strategic reversal of investment patterns and enhancement of the economic conditions in the Upper Eastside is based on two critical assumptions. These are: (1) there will be no new local public fiscal resources available or allocated to the projects; and (2) any proposed activity can be accomplished over a six month to two year period. In addition to these two assumptions, while not viewed as "long-term", the suggestions, if implemented, would be catalytic and impact the long-term prospects for Biscayne Boulevard and 79"' Street. There are five component parts to the strategic implementation program. These are: .1. Neighborhood econorble. development 2. The: creationof a linear urban business park for the nearby industrial area, 3. Organizational Development 4. Creation of.the et1(ted rnarketabie apportunit!es $; Merki3ting'and ra`cif►fmoni OuNsIness'.'an. development interests The following summarizes activities that need to occur to alter economic conditions within the study area. Neighborhood Economic Development The commercial corridors that compose the study area are impacted by what happens around them or the various neighborhoods. Physical and economic deterioration in those neighborhoods causes similar problems along the commercial corridor. There has been and continues to be significant physical and economic conditions in some of the surrounding neighborhoods, particularly those to the east, that create problems. While significant and productive attempts at enhancement have been done through a host of community development efforts, fundamental economic change for the population bases in those areas is the only type of "intervention" that will succeed. A successful neighborhood economic development program for the communities encompasses at least four areas. These are: • Career training coupled with immediate job placement. • Entrepreneurial development. • Homeownership stimulation. • Fiscal program development. Fundamental problems in the communities are the type of job held by many of the residents and the associated compensation. Other individuals, as defined through the survey effort, are not employed at present. Some of these are receiving public assistance in one form or another that will lose benefits due to the recently enacted federal "welfare to work" program. Enhanced career training, oriented toward upgrading skill levels, and job placement are the mechanisms that must be brought to bear to alter the communities' problems largely created by current income levels. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 48 SJ- 469 THE CHESti_ EAKE GROUP, INC. Creation of economic opportunity is, however, much more than enhanced employment opportunity. It involves the stimulation of entrepreneurial development activity. Within the lower income communities, having a "stake" in the commercial area and in the economic future will rest on stimulating entrepreneurial activity. An entrepreneurial program should be established providing for: (a) identification of those that have the desire to enter the business world and assume the associated risks; (b) support with developing a quality and realistic business plan; (c) technical assistance with management and marketing Issues; (d) possible "on the job" experience or training; (e) assistance with obtaining capital and financing; and (f) technical assistance, either, through a "buddy" or mentor system or other means, for the first two years of operation_ Coupled with the employment and entrepreneurial activity should be aggressive pursuit of homeownership efforts for existing renters. By itself, without the means to maintain the housing unit, homeownership is unlikely to be successful. But with increased household incomes, homeownership becomes the critical tool in reversing physical conditions. Homeownership can be stimulated through developing "no down payment" agreements with financial institutions, creation of special incentive or structured savings accounts for tax refunds, etc. that operate much like former "Christmas club" accounts, and other such efforts that do not require any public sector financing. Enhancement of fiscal resources to accomplish the above is important. The following are sources of funds that can be tapped or can more fully be utilized than they are at the present time to accomplish the creation of one or more of the four components of the essential neighborhood economic development activities: CDBG funds for any or all of the four aforementioned program components. New funds available from and channeled through the Federal and State government associated the "welfare to work" program for career training and entrepreneurial development. Local universities or community college for entrepreneurial program development assistance and co-sponsorship with private foundations or corporations for those that cannot afford to cover the costs of such program "registration" and participation. Linear Urban Business Park For The Nearby Industrial Area An additional potentially important element of the development strategy is the enhancement of the industrial corridor to the west of Biscayne and the neighborhoods that abut Biscayne. The area is important for the following reasons: 1. The City does not have a surplus of industrial land. 2. Many of the buildings, whether or not occupied at present, appear sound based on preliminary reconnaissance work. 3. There is vacant land that could support new industrial activity. 4. The community, as noted, needs expanded and enhanced employment opportunity that could be addressed by a rebirth of this corridor. 5. In the most southern end, the industrial properties and associated tracks virtually abut Biscayne. In fact, an entrance from Biscayne at the southern end would both diminish a problem in that area and potentially create a main entrance. 49 THE CHESS, FAKE GROUP, INC. As stated, the area is currently predominantly industrial in character. However, much space is vacant, and there is virtually no cohesion. Previous attempts at revitalization of this corridor were tried in some form. However, they did not meet with success. In all probability, no collective, consistent marketing and leasing was done over time; few infrastructure improvements were made; and crime or the perception of it remained unabated. In essence, the area has never been "operated" as a modern business park. It is suggested that the opportunities that the extended linear area creates are too great to continue to leave in the declined state that it now represents. Thus, a concept of a linear industrial business park should be pursued for the corridor. Included in the development and implementation of the concept would be the following (not listed in order of priority): A. collective management and leasing; B. aggressive marketing; C. creation of a major "gateway" entranceway off of.Biscayne,�at.the southern end; D. designstandards for signs; screening, etc. on, prnrate property; E. Infrastructure, including but not limited to road beds, curbs and drainage, public landscaping, signage, and lighting; and F. modem security: systems Installation throughout the area, includin4' but not limited to visual mi of streets, parking areas, etc. Funding for infrastructure could be sought from Federal sources. Organizational Development One of the most significant problems and major needs in the study area is for an organization that can: 1. adequately represent the diverse interests in the community; 2. effectively "educate' local public officials and government representatives as to the! areas needs; 3. take on responsibility for facilitating development of the various programs; 4. recruit business and developer activity; 5. facilitate community involvement; 5. develop programs of benefit to the business community; 6. Assist with development of small site specific area plans; and 7. coordinate marketing efforts. Neither the existing Chamber of Commerce or any other current organization in the area seems to be in a position to take on even a small share of these responsibilities at present. The City cannot perform such services for a host of reasons. Furthermore, organizations that are citywide, countywide, or region -wide may be of benefit in the process, but will have other agendas that may conflict from either a policy or time perspective. Thus, it would appear that the evolution of an existing entity is essential, or a new entity needs to be created. 50 39-- 469 THE CHEbH.. FAKE GROUP, INC. One existing option that should be explored is to create a permanence for the current task force. That task force seems to reflect a host of residential community interests, those that have been active in the community over the long-term, and a limited number of business interests. If this group decides to take on the task of rebuilding a viable commercial core, it is suggested that: active representation from communities east of Biscayne be expanded; and that the number and diversity of business interests (business or commercial property owners) be expanded. The latter is often, and particularly given the history of activity in this area, more difficult than the former. It Is suggested that to avoid past problems: • business interests are informed of but not be asked to attend planning sessions; • only attendance at meetings when an issue is "pocketbook" oriented be pushed; • the time of the meetings be limited to one hour; careful attention is paid to sticking with a set agenda; and • leadership is respected if not representative of all segments of the community. In other words, the organization needs to be run in a professional manner. While volunteerism should be the backbone of the entity, whether evolving from the task force or another group, professional staff would be beneficial to long-term success. Funds for such staff could come from a combination of CDBG funds and private financial institution and other corporate interests. However, before seeking such funding, the entity should establish a track record through volunteerism. Kreation of Defined Marketable Opportunities Several key projects were identified through the analysis of the market potential. These include but are not limited to: an entrepreneurial and skill training center; a convenience shopping center, anchored by a supermarket and drugstore; and a small collection of restaurants. Each of these projects individually and collectively, with proper merchandising and product differentiation, has the ability to foster economic integration in the area that does not now exist in a significant manner. An important part of the implementation focuses upon marketing and recruitment that will follow. However, there are some key additional elements to be considered. First, clustering in a small section of the study area will assist in stimulating synergy as well as create a nucleus from which future investment can grow. The selection of the identified sites on the three previously presented maps took this into consideration Second, design guidelines for new development should reflect a quality and character different from the indistinguishable current character of the area. Design standards should be applied to existing and new development, with non -conforming character given a reasonable time to comply (five to seven years). Third, there must be widespread, consistent code enforcement throughout the commercial core and the proposed linear business park. Fourth, technical assistance with respect to development of site specific plan concepts and marketing materials will be essential. Pianning, inclusive of site specific design proposals, can be catalytic. These site specific concepts should be either provided by or facilitated through the City. Fifth, City control of property is not essential to foster the redevelopment or support the marketing of the sites for redevelopment. The development and marketing of more definitive site specific concept plans. Sixth, City acquisition of property to create the development is not essential. However, the City can facilitate redevelopment through the institution of design standards, consistent code enforcement, and other actions that eliminate the "incentive" to hold property in a deteriorated state or below "highest and best use". 51 99- 469 THE CHESS _.1EAKE GROUP, INC. Several sites were identified as possible options for development of the concepts. With the exception of those at the most southern sections of the study area, the sites are shown on the maps found in this document. With clustering of catalytic activity is important; site in close proximity to each other that meet the conditions of the specific intended use should be given priority for possible development. The following contains the specifics of the projects and quantifiable or available information on the priority sites. The convenience center is presented first because of the limited number of sites that were found to be even options. CONVENIENCE CENTER The projected development would consist of a supermarket, ranging from 35,000 to 50,000 square feet, and additional retail and service activity noted in the analysis, consisting of between 7,500 and 12,500 square feet. Thus, the scale of the convenience center is expected to be in the range of 42,500 square feet to 62,500 square feet. With a parking ratio of 5 spaces per 1,000 square feet of space (a figure believed to excessive for the area), the total site development needs for a development consisting of a series of operations on one level with surface parking is estimated at be between 120,000 square feet and about 175,000 square feet. This represents a range of between about 2.7 acres and 4 acres of land. The preferred site for development of the convenience center is situated on the west side of Biscayne Boulevard between 76t' and 70 Streets. The following is specific information on that site: Site development assumes portions of 75"' Street can be incorporated into the project, closing access west of Biscayne on 75t'to through traffic. • Total acreage is estimated at about 2.82 acres. This is more than sufficient for the smaller development and less than needed for the larger. The additional parking for the larger scale development could be incorporated through the provision of a deck or smaller amounts of parking. The etsimated space, based upon files furnished by the City are roughly: 1. 46,700 square feet for 7500 Biscayne 4. 36,200 square feet for 7444-7460 Biscayne (Owner: Community Cable Corp.) (Owner: Harte Enterprises Corp.) 2. 4,750 square feet for 580 NE 76"' (Owner: 5. 6,750 square feet for street Melba Quintero) 6. 17,970 square feet for 7422 Biscayne 3. 10,700 square feet for 560 NE 75°i (Owner: (Owner: Janos Nezo & W. Erzsebet) Harte Enterprises Corp.) • The site contains several properties, only one of which has a substantial structure (7422 Biscayne). Thus, acquisition should be reasonably easy. Furthermore, the project could potentially be done without the acquisition of 7422, which is a motel facility. However, there could be significant advantageous to acquisition of the property. The estimated acquisition price of 7422 would be between $400,000 and $500,000, based on listed prices of property for sale in the area and assessments. Estimated cost of the land for the other parcels, excluding 7422, is $600,000. TRAINING CENTER Training centers such as that desired for the area range in scale from between 5,000 square feet to 35,000 square feet. However, most of those that were built for the specific purpose are around 10,000 square feet. (This 10,00 square feet of space does not include entrepreneurial building and storefront space should that become part of the project.) There are a number of sites that are appropriate for the training facility that would include combine two motel facilities into the complex. Many would have room for incorporation of entrepreneurial activity as well. 52 ti `3t tij THE CHESp ..'EAKE GROUP, INC. The following is a list of the motels in the northern sections of the study area, but south of 70"' Street, (as of September 1, 1996) as fumished by the City. Included are the names, addresses, and numbers of units: Vagabond Sunshine ADD --#.OF 7301 Biscayne UNITS. 50 Gold Dust 7700 Biscayne 60 Davis 6500-6580 Biscayne 45 Paraclete 7350 Biscayne 22 Executive Inn 7422 Biscayne 13 Economy Suites 6320 Biscayne 22 South Pacific 6300 Biscayne 25 Shalimar 6200 Biscayne 50 Sinbad 6150 Biscayne 28 Royal 7411 Biscayne 25 Seven Seas 5920 Biscayne 45 Star Dust 6730 Biscayne 55 I(ing 7150 Biscay2e 19 Camelot Inn 7126 Biscayne 19 Saturn 6999 Biscay2e 18 Manson 1 6789 Bscayne 22 Carl's El Padre 1 5950 Biscayne 10 The facilities ranging from 18 to 25 units are likely to sell for around $350,000 to $450,000. The larger facilities, having as many as 60 units could sell for $1 million to $1.5 million. RESTAURANT ACTIVITY The third proposed project includes a collection of restaurants. The initial configuration, previously defined in the market analysis, is for a maximum of six units. The anticipated range in scale is from about 12,000 square feet to a maximum of 25,000 square feet. It is noted that establishment of the collection does not require site acquisition. The following are additional considerations for the site. individual spaces would appear to be easily defined buildings have character that can be enhanced some parking can be accommodated on site or relatively nearby, either on or off street. A number of potential sites for the restaurant activity is noted as well on the maps. To maximize the impact of redevelopment, a location as close to the convenience center, as is possible, is most desirable. Thus, one of the priority sites would include the properties immediately south of the priority convenience center site. The sites just south of 7422 Biscayne consist of a land area of about 20,000 square feet to but not including 74t' Streets or properties to the south of 74d' Street. The following is also relevant to the particular site: 1. Ownership contacts are Beach End, Inc. and Auerbach Associates. 2. Total combined value is estimated at about $225,000 to $275,000. 3. The site is expandable to include properties immediately south of 74"' Street that would also be compatible with the concept. Expansion could include parking on the block between 74'" and 73rd Streets. Sites west of Biscayne on the map associated with 76 h Street and 77"h Street should also be given priority consideration. 53 THE CHES.. SAKE CROUP, INC. Marketing And Recruitment Of Business And Development Interests The marketing plans for Biscayne Boulevard must take into account many factors including: community diversity, both from an ethnic and economic perspective; older buildings and properties; the location on a major commercial thoroughfare; etc. The marketing plan's goals include: energizing an older area through the attraction of new businesses and ventures; targeting several different audiences; and providing new business opportunities to an under -employed residential population base. 1. Distinguishing The Area, For Today and Tomorrow The first part of the marketing program is to distinguish the study area (initially one section of the study area) for today and tomorrow. Much public sector investment is being made in the area. Florida Department of Transportation is supporting the design of new streetscape efforts. That landscaping and related efforts can be reinforced with a new identity created and incorporated into the developments, bringing awareness that new businesses and new ventures have entered the community and high traffic area. Creating the "District's" identity, by giving personality to the effort, allows everyone involved to take ownership and embrace it. Positioning the project with a name, a symbol, and an explanation of the "ne%%O' and exciting developments facilitates the process. This can be reinforced immediately with flags and signs in the targeted sections of the study area using the name and symbol. The identity name and symbol will assist with providing the designated area with ambiance, allowing potential users to associate the name with activity and created energy. It also allows the residents to take "possession" and have pride in the changes. Importantly, the economic development recruitment effort thus has a real concept to sell rather than a blank, non-descript blueprint. Two name and design options are included for consideration. Both of them: achieve a friendly atmosphere; are generic in nature to include all possible business entities; and are reminiscent of the "Fabulous '50s" era. The two are: Bel Air Tropics and Biscayne Images. The use of an identification logo, coupled the economic forecasts and suggested site specific concept plans, will be persuasive determinants in the recruitment process if properly packaged. Both names and designs are specifically created: • To identify the locale, both on Biscayne Boulevard or in the Tropics. • Use Modernistic "retro" designs, harkening back to the halcyon days of the 50's. • Borrow Bel Air, one of the most recognized name for automobiles in the 50's, and the association with the formative heyday years of fancy hotels and rich suburbs. [It is an adaptation of Belle Aire (French for good air) and can be used in partnership with Biscayne Boulevard's Bel Air Tropics or Bel Air Tropics on Biscayne Boulevard.] 54 S� �C9 0 THE CHEt,...,EAKE GROUP, INC. l� C� The image for Bel Air Tropics employees an interpretation of the "famous fins" of the Chevrolet. T. r o p i c s Biscayne Images utilizes a collage of South Florida symbols, combined and contained in a definitive 50's modem shape. The 3-point palm frond and the energy force of breezes and sunshine in the blue sky is interpretive, reflecting a new "excitement". Introducing Bel Air Tropics/Biscayne Images to the community can be done with a minimum of funds. A public relation's campaign could account for the largest portion of the initial marketing effort, gamering media coverage to introduce the new image and logo and announce the opening of recruitment for new business investment. This media campaign can be directed to business, community and educational editorial entities, including local and regional business newspapers, magazines and TV stations, consumer publications and neighborhood and community publications, including but not limited to: Print Publications: Business Daily Business Review Miami Today South Florida Business Journal Florida Trend Wall Street Joumal/Florida Edition Print Publications: Consumer 15CAYNE Miami Herald Viva Miami Herald/Neighbors Exito Miami Herald El Nuevo Fashion Spectrum Diario Las Americas New Times Print Publications: Community Community News Sun Post Group TV Stations: WFOR-Channel 4 WLTV-Channel 23 WTVJ-Channel 6 WJAN-Channel 41 WPLG-Channel 10 Local Cable Stations WSCV-Channel 51 55 SJ- 469 THE CHEF. .'FAKE GROUP, INC. In addition to the public relations media campaign, a volunteer community outreach presentation can be simply outlined with copies of the physcial design illustrations, logos, market conclusions and site concepts. Five minute "trade talks" could follow at local civic and professional organizations, community groups and government meetings, including but not limited to: PROFEssibNAL COMMUNITY Rotary Chambers of Condo "Town" Meetings Commerce Associations Kiwanis Industry Associations Neighborhood Commission Groups Meetings Knights of Realtor Groups PTA's County Meetings Columbus The following are the materials needed for the Public Relations campaign: 1. Press release written, preferably on stationery printed with the new identity's logo; 2. Graphics for inclusion with press release of logo, streetscape design, concept plans, etc.; 3. Written PSAs (public service announcements) to send to electronic media; and 4. Script and display boards for volunteer community outreach "trade talk" presentations. It is also suggested that consideration be given to an additional public relations tool: Biscayne's GREAT NEWS. This would be a four -page printed newspaper (tabloid size), printed by several possible entities, including the Community News or Sun Post Group, and could be inserted in their publication and "over- run" to use for marketing purposes, including but not limited to: potential investors and developers; potential tenants; the media; and consumer groups. Additionally, this publication can be distributed by all current merchants and new tenants to their customers. The Biscayne's GREAT NEWS can highlight the streetscape effort, new development potential, other design issues, City's commitment to the area, as well as introduce the implementing community organization, leaders, and programs. This and the other public relations efforts should be a strategic component of a program to promote the proposed Florida DOT changes; thus, potentially being funded by that program. The production budget could also be created by selling sponsorship advertising to current retail and other business, corporate, and community entities in the neighborhood. The selling of advertising can be done by a publishing company, thereby creating a profit making venture for them. Recognizing there is not at present a group or organization to produce a "full fledged" marketing campaign, the initial public relations effort will get the ball rolling. The volunteers "community outreach" presentations will bring it to the attention of people, press, and the neighborhoods, reserving the limited and valuable resources of both time and money for the recruitment and marketing of new business investment, development, and ventures. 2. Recruiting Business Entities for the Training Facility There are basically two approaches that can be used to develop the proposed training facilities, preferably through the reuse of several of the motel facilities in very close proximity to each other. (The conversion of such space to classrooms, start-up entrepreneurial business, and incubator space is ideal. Furthermore, the transition of these structures would be an important psychological boost for the area.) One approach is through the recruitment of one entity, public or private, to provide the range of services. The second alternative would be to recruit one entity to coordinate and manage a consortium of entities and services. 56 ��� 4 THE CHE;...1EAKE GROUP, INC. In either case, one-on-one direct solicitation of parties is the necessary approach. There are basically three critical steps to this recruitment process. These are: • identification of possible operators or management entities; • preparation of marketing materials; and • one-on-one solicitation. There are a number of possible operators that can be identified through trade information, national education groups, and contact with other communities. Some of those that are easily identified locally, since already active in the market, include public entities, such as DCPS Dade County Public Schools and MDCC Miami Dade Community College, and private entities such as: 1. TCI (Technical Career Institute); 2. ITT Technical Institute; and 3. ATI Career Training Centers. Working with the Greater Miami Chamber could provide several opportunities to use their influence and resources to recruit the school programs and build support within the business community. Developing a partnership with the Greater Miami Chambers "One Community One Goal" programs, the following seven identified industries could also be targeted. film & entertainment visitor industry bio-medical financial services information technology international commerce telecommunications Secondary educational targets, combining the benefits of both school and retail business experience, can also be recruited. These are generally smaller, industry specific training programs which have the capability to provide education, jobs, and services to the neighborhood all in one package. They include, but are not necessarily limited to: barber/beauty/cosmetology; bar tending; massage therapy; fitness; travel services; and child care. As noted the second step is to create marketing materials much like those associated with the promotion of the aforementioned theme and physical enhancement program. Essential to the marketing materials for these institutions as well as other business developers will be the economic forecast, customer demand, and space availability. Convenient commuting should be emphasized, developing a traffic flow "Positioning Map" as part of the graphics. Using Biscayne Boulevard as the focal point, 1-95, 1-195, 1- 395/36th Street, 79"' Street Causeway, N. Miami Ave., and other major connectors and bus routes should be highlighted. Recognizing a limited or non-existent budget situation, tools and materials can be generated simply on a desktop publishing program by the City staff, outlining the advantages including but not limited to: economic forecast; consumer demand; special taxing district or other incentives ( if it can be made applicable); available land; business environment; City contacts; permitting/licensing procedures programs; convenient commuting routes; physical enhancement program; and business support entities and programs. Producing a bound document with the new logo and "Positioning Map" in color as front and back covers, including a contents page; the individual information sheets; contact lists for further information; and a cover letter with specific information directed to the targeted entities, is an inexpensive option to printing brochures. Completing the package with the four page Biscayne's GREAT NEWS will provide the editorial perspective and presentation normally in a standard brochure. 57 SJ� Llri9 THE CHE;:. .'FAKE GROUP, INC. One-on-one solicitation could be done through a team of "ambassador" volunteers, supported by professional staff time from the City or such entities as the Dade Employment & Economic Development Corporation, Inc. Creating a tax advantage or other "investment" opportunity for educational/entrepreneurial development in a designated BID/Enterprise area can further encourage a training center's investment and the business community's support for the venture. Marketing to potential student groups may differ depending upon the evolution of the training facility or facilities. For example, the larger training centers have established marketing programs in effect and will view this as adding a location with possibly some specially developed new programs. The professional school/retail outlets will have established marketing programs that sell both student recruitment and the consumer awareness of the services provided. Yet, there are potentially 5,000 area residents having interest for training in the immediate area. The survey, conducted as part of this effort, indicated a significant percentage of the population, both unemployed and dissatisfied employed, seeking re-training for the next century's jobs with a focus on computer, business math, accounting, business management, entrepreneurial programs, and technical skills training . These people, daily commuters along the Biscayne corridor, as well as other demographic groups make up the bulk of potential local students that must be tapped. Alternative class schedules, creating a 16 hour day', is likely to assist with attracting clientele from these markets. The following is intended to be simply an example of a possible scheduling. e retrainin mp to ed unem to ed and "welfare to work" retraining employe continuing ed credits elder education continuing ed work improvement skills entrepreneurial dev. work improvement skills entre reneurial dev. technical linked to other ed. entities entrepreneurial dev. There are also a number of funding options that may be available. For example, portions of the outreach and ultimate programs associated with "welfare to work", unemployed and, retraining might be "underwritten" by the Greater Miami business support sponsorships developed as part of "One Community One Goal", "WAGES", and other public/private community programs in place. Developing public/private co-operative partnerships to the ultimate potential, a trade training program, incorporating entrepreneur development and the establishment of "incubator" businesses, might be developed as a proto-type program, providing economic independence and professional development. Recruiting corporate sponsors from within the industry ranks might be possible from among such entities as: Ryder/Truck Driving Schools Home Depot/Licensing Contractors Trane/Air Conditioning Repair Shell Oil/Auto Repair Mechanics etc. Potential financing, underwriting, and cooperative partners in this programs' development could include: • Small Business Administration • Women's Business Development Center at FIU • SCORE Beacon Council • Local Banks • Florida International University - Entrepreneurial Institute • Florida Business Development Council 58 • Florida Venture Forum • Industrial Development Authority • Metro -Dade County Department of Business & Economic Development • Minority Business Development Center • South Atlantic Venture Fund • Small Business Development Center at FIU • Tools for Change THE GHE%J. 'FAKE GROUP, INC. 3. Restaurant Business Recruitment There are two approaches to the propsed development of the suggested cluster of restaurants. The first is to attract existing operations. The second is new business development, contributing to the entrepreneurial base. For existing operations, the ideal candidates to be targeted are restaurateurs in other parts of Dade, Broward, Palm Beach, Lee, and Collier Counties. Specifically sought would be those being in existence for at least 3-5 years. Accepting that start-up restaurants have a 50% failure rate, the established businesses seeking expansion into a new market area provide the best potential. Targeted would be middle income, full -service restaurants, fulfilling the market demand as detailed in the economic survey and forecast. Marketing materials and presentation would be similar to that already defined for the training center. Using public relations as the primary marketing method, editorials and press releases can be specifically targeted to restaurant industry publications. The National Restaurant Association's (NRA) membership list is available through an "allied membership", $140 annual dues for a not -for -profit entity, and entitles this member to rent mailing lists of members for $100 per thousand. Identifying potential established restaurants through the NRA membership could provide meaningful information (800-424-5156). A second altemaitve would be to research the Retail Tenant Directory, published by Trade Dimensions. As noted, the second approach is to solicit entrepreneurs. Beyond identifying individuals from within the immediate community or linked to the proposed training facilities, successful candidates can be identified from existing educational programs, including but not limited to: • Universities and Colleges • Florida Atlantic University - Small Business Development Center • Florida International University - Entrepren- eurial Institute • Small Business Administration • Women's Business Development Center at FIU Miami Dade Community College - Dade South Campus 1996 Nova University - Business & Entrepren- eurship Center University of West Florida - Florida Small Business Development Center Network Successful candidates could also be solicited from national and international culinary arts schools using the types of materials already described. Targeting the most likely potential "customers" will provide the greatest results with the least amount of time invested. Qualified candidates, pre-screened to a developed profile (dealing primarily with desire, personality, and related factors) will streamline the process. Presenting specific benefits that will allow potential customers to make their decision easily based upon facts directly impacting their business uses everyone's resources wisely. 4. Convenience Center Business Recruitment Business Recruitment will need to be a focused attack upon a designated merchant mix. Many of the larger chains, Albertsons, Eckerds, Walgreens, and Winn Dixie have symbiotic partnerships already established. The same or a similar package developed for the training facilities and restaurants, exhibiting the economic advantages and forecasts, etc., will provide the primary information needed to begin discussions. 59 09- 469 THE CHEa..'EAKE GROUP, INC. Creating awareness within the industry, professional venues, and community will synergize efforts and help to identify available resources and partnerships to encourage further development and investment. Public relations is a powerful tool and can be highly successful. it is also the least expensive of all marketing methods, requiring more time than money to produce results. However, once again, direct one- on-one contact should be established through the suggested "ambassadors." 5. Future Planning Building a budget for future marketing should be a priority that becomes part of the business recruitment commitment. Each business should be solicited to contribute to the marketing of the area's businesses for the success of all participants. Similar to retail mail marketing programs, this provides the foundation for an on -going marketing plan and adapts and changes as the participants grow and change. Volunteer contribution systems have at times been productive, but are often difficult to maintain. Many communities have instituted collective programs through business and other such fee systems. Furthermore, immediate commercial activity is focused on Biscayne. A change along 79"' Street is most likely to be facilitated by restoration of former traffic patterns. Al 00 9 - 11C9 u1pp 1poIEIFt IEIS_rrs��� T%4As7W7JEft, IPILJ'AL 1%� Prepared By: CITY OF MIAMI PLANNING DEPARTMENT February 1999 (Final Draft) EXHIBIT _A _. 9 9- 4 6 9 I UPPER EASTSIDE MASTER PLAN Prepared By: CITY OF MIAMI PLANNING DEPARTMENT February 1999 (Planning, Advisory Board Workshop Edition) 99- 469 I THE UPPER EASTSIDE MASTER PLAN JOE CAROLLO, MAYOR J.L. PLUMMER, CHAIRMAN/COMMISSIONER ARTHUR E. TEEL£, COMMISSIONER WILFREDO "WILLY" GORT, COMMISSIONER TOMAS REGALADO, COMMISSIONER IOE SANCHEZ, COMMISSIONER DONALD WARSHAW, CITY MANAGER PREPARED BY: City of Miami Planning Department Dena Bianchino, Assistant City Manager Ana Gelabert-Sanchez, Director Lourdes Slazyk, Assistant Director Clark Turner, Section Chief -Community Planning Gregory Gay, Community Planner -Project Manager Sarah Eaton, Historic Preservation Officer Gary Leuschner, Real Estate Specialist Francisco Garcia, Land Development Specialist Olga Garcia, Computer Graphics Specialist z i zi TABLE OF CONTENTS EXECUTIVESUMMARY.........................................................................................................................................4 EASTWARDHO!........................................................................................................................................................6 I. What is Eastward Flo'? '_. Why Eastward Ho? 3. Eastward Ho! Study Area INTRODUCTION TO THE UPPER EASTSIDE....................................................................................................9 1. Introduction 2. Plan Objectives 3. Upper Eastside Master Plan Process THE UPPER EASTSIDE: EXISTING CONDITIONS..........................................................................................I I I. Regional Viewpoint 2. Community Viewpoint 3. From Regional to the Next Door Neighbor 4. Brief History of the Upper Eastside 5. Description of the Upper Eastside 6. Issues of the Upper Eastside/Biscayne Boulevard THE UPPER EASTSIDE: MASTER PLAN...........................................................................................................20 THE UPPER EASTSIDE: CHARRETTE PHASE................................................................................................20 1. THE PROCESS......................................................................................................................................................................20 2. HISTORIC/PRESERVATION...............................................................................................................................................23 Historic Districts Preservation Incentives 3. HOUSING/NEIGHBORHOOD ENHANCEMENT...............................................................................................................27 Residential Guidelines/Maintenance Standards Multifamily Development 4. COMMUNITY IMAGE/URBAN DESIGN............................................................................................................................30 Design Guidelines Goals & Objectives Site Design Standards 5. COMMERCIAL REVITALIZATION....................................................................................................................................36 Commercial Revitalization Recommendations 6. TRAFFICITRANSPORTATION............................................................................................................................................45 Biscayne Boulevard Enhancement Study Traffic Calming 7. BOULEVARDS & PARKWAYS...........................................................................................................................................47 Streetscape Major Corridors 8. PARKS/OPEN SPACE...........................................................................................................................................................53 Parks & Recreation THE UPPER EASTSIDE: PLANIMPLEMENTATION......................................................................................56 1. UPPER EASTSIDE ACTION PLAN.....................................................................................................................................56 2. COMPREHENSIVE ECONOMIC & MARKET STRATEGY PLAN...................................................................................64 3. FLORIDA DEPARTMENT OF TRANSPORTATION PROJECTS......................................................................................64 THE UPPER EASTSIDE CHARRETTE TEAM & ACKNOWLEDGMENTS.................................................65 APPENDIX 99- 469 EXECUTIVE SUMMARY Since the late 1980's, the residents and property owners of the Upper Eastside area have been trying to capture the attention of local ,overnment officials, private enterprise, and investors to recognize this community as an area of revitalization and redevelopment opportunities. On March 28. 1996. Mr. Jack Lutt, former director of the City of Miami's Department of Community Planning & Revitalization (CPR), convened the residents and property owners of the Upper Eastside to initiate developing a master plan for the future development of Biscayne Boulevard and the adjacent communities. After numerous neighborhood meetings, a community charrette was held in August 1996. The entire Upper Eastside community was invited to participate and give their input. This study is the result of the charrette and supplemental community and neighborhood meetings. Numerous studies have been conducted prior to this latest initiative, and the past advancements toward revitalizing the Upper Eastside are encouraging. • Two historic districts have been established, and numerous homes have been restored to their original condition. Areas east of Biscayne Boulevard are being re -populated by individuals looking to take advantage of purchasing a medium or large home close to downtown Miami and Miami Beach at low, affordable prices. • The Design District is experience a resurgence of activities with the numerous investment made by Craig and Scott Robbins of Dacra Realty. Dacra is most known for their involvement in the revitalization of the Art Deco District of South Miami Beach (South Beach). • The Florida Department of Transportation (FDOT) has recently focused their highway rebuilding efforts on the southern end of Biscayne Boulevard, from NE 38' Street to NE 121" Street. The area of critical concern is within the Miami city limits. • There are a number of old motels along Biscayne Boulevard, which offers a great opportunities for new construction and adaptive reuse for residential, commercial, and mixed use structures. • The Biscayne Plaza, a 12+ acre, shopping/service center built in 1954, presents an opportunity to develop an urban activity center with region implications similar to Cocowalk, combined with neighborhood services for local residents and workers. It is within this context that the City of Miami, along with numerous agencies and organizations interested in the redevelopment of the area, begin to create a working master plan and action program that identifies the priorities and the visions of the area so that by the year 2005, "...Miami's Upper Eastside area will once again become the gateway to the City, a vibrant, cultural, and historic significant community with an identity that reflects the pride of the residents and property owners, and host to a variety of amenities including, arts, history, entertainment, and shopping/service facilities for visitors and residents." 99- 469 N The Upper Eastside Master Plan is a compilation of recommendations and action plans set forth by the residents and property owners focused on: enhancing retail opportunities: attracting and retaining businesses and jobs: continuing existing housing revitalization and new development: improving the Upper Eastside Biscayne Boulevard's image. streamlining planning, preservation. zoning and design procedures: and improving transportation and parkins; and work to establish/develop 'Bisccn•nc 's Littler River {Valk,' a premier urban entertainment center. Among the many issues cited by the residents and property owners of this community, six recurring subjects emerged. Traffic/Transportation: The traffic along Biscayne Boulevard can be a bear at times, especially during morning and evening rush hour. This highway has been forced to handle traffic volumes for which it was not designed for. The lanes are narrow and the turning lanes don't meet the required widths. Some of the adjacent neighborhoods have closed many of their street which had access to Biscayne Boulevard. 'This has resulted in dead end street off of the boulevard. There is not enough parking in the right locations. Historic Preservation: Historic designation has been key to the stabilization of the neighborhoods east of the boulevard. Further promotion of this can have a positive impact on the residential areas of the Upper Eastside. Commercial Revitalization: During the post World War 11 era, Biscayne Boulevard was one of Miami's mainstreet. Numerous motels lined the boulevard which provided affordable rooming facilities along a main access route to the City. As the area has evolved, the future outlook on these motels became blink because they did not provide necessary services to the adjacent neighborhoods. Some of the motels are unique in architecture and style, and could be revitalized under an adaptive reuse program. Housing/Neighborhood Enhancements: Affordable single and multifamily housing has become a major issue in the areas west of the boulevard. The creation of housing design revitalization standards and maintenance guidelines can help to bring stability to this area. Community Image/Urban Design: Miami's Upper Eastside present day image is one of rundown motels, drug trafficking, and prostitution. From Biscayne Boulevard, visitors get a distorted view of a community which rivals Miami Shores, but lacks a true identity. Urban design guidelines, which include neighborhood gateways and uniform commercial facade designs, can help to provide a positive image of the boulevard and its adjacent neighborhoods. Parks/Open Space: The maintenance and supervision of the Upper Eastside parks have become lax due to repeated cutbacks in the City park's budget. Other cities have began instituting neighborhood groups to monitor to maintenance and supervision of public parks. The west and north areas are in great need of park facilities. Funds from the Metro -Dade County's newly initiated parks bond can be used to address these and other improvements for City parks. EASTWARD HO! What Is Eashvard Ho? Historical Backeround First there were the oceanfront developments along AIA and the ocean -access neighborhoods to the west. Dixie Highway was a two-lane ribbon alongside Henry Flagler's railroad. The frequent trains brought the conveniences of the northern seaboard cities to South Florida's mostly seasonal residents. Condominiums, hotels and motels sprang from the sandy soil almost overnight. A growing service trades industry beckoned farm and industrial workers everywhere to a fresh start and a lucrative lifestyle in Florida's subtropical paradise. In the 1950s, newcomers enjoyed the proximity of the beach from the mile -or -so wide corridor running between Miami and West Palm Beach roughly bounded by what is now the Florida East Coast (FEC) and Chesapeake Seaboard Coast (CSX) rail lines. Then, its frame or concrete and stucco houses on small lots were affordable and attractive to median income families. As tourism grew, along with successive waves of US retirees and immigrants from the Caribbean and Latin America, the service trades expanded greatly in the 1960s. Through the '70s and '80s an upwardly mobile and automobile -owning population abandoned the closeness of the urban core neighborhoods for modem, more spacious developments further west. For the most part, the core neighborhoods left behind have struggled to sustain a viable tax base and minimal quality of life. Present and Future Approaching the millennium, western suburban sprawl and economic downturns have worsened conditions in the eastern urban corridor. By 2020, the population in South Florida is forecast to grow to nearly 6 million people will be competing for the space and resources now claimed by 4.3 million. The 42 member Governor's Commission for a Sustainable South Florida made it clear in their October 1995 report that the key issues relating to urban sprawl are no longer debatable. The playing field that is now slanted toward growth in western suburbs must be leveled by providing incentives and removing disincentives in the east. What is left of the Everglades must be preserved and rehabilitated. The eastern urban core must be redeveloped without disrupting the existing quality of life in the region. Thus, the birth of the initiative: Eastward Ho! The Florida Department of Community Affairs (DCA) is serving as the lead agency for Eastward Ho! It has contracted with the South Florida Regional Planning Council (SFRPC) and the Treasure Coast Regional Planning Council (TCRPC) to quickly gather existing records and generate an inventory of housing, businesses, infrastructure, public services, available land parcels and their permitted uses within the eastern corridor under current zoning and land use regulations. The database will be made available to developers and financiers. The Phase One study -- including the proposed boundaries of the Eastward Ho! corridor -- was completed in June, 1996. Planners examined successful redevelopment projects in the region and, most important, obstacles to redevelopment, They have also offered a blueprint for a new form of intergovernmental coordination and partnerships that could cut through red tape, end run bureaucratic blockages and make approvals happen in record time. Eastward Ho! is intended to be the engine to promote mixed -use development, help governments fund new and expanded infrastructure, stimulate infill development/ redevelopment, encourage moderately higher urban densities, increase varieties of housing and improve housing affordability in the tri-county region. 99- 469 (here is a "Let's make it happen!" spirit surrounding Eastward Ho! The S1-RPC staff has solicited comments and support from elected officials, general public, other public agencies, and private sector development and financial communities. Council staff has surveyed and met with planning directors and others at 50 affected Eastward Ho! corridor local uovernments in the tri-county region. Next, an educational campaign is being launched to help inform the business community. local governments, neighborhoods, media and nonprofit organizations about the initiative. Also completed is a series of regional forums on Eastward Ho! to bring about acommunity-based consensus on actions for incentives and an intil{ strateey. Included in the Phase One study is an overview of things that have been done to encourage the revitalization of the urban corridor. Council staff has highlighted recent redevelopment projects such as Mizner Park in Boca Raton, Old School Square in Delray Beach, Harrison Street in Hollywood and Regal Trace in Fort Lauderdale, and Bayside and St. Hugh Oak Village in Miami among many others. An assessment of other efforts and initiatives that could be coordinated with and possibly complement the Eastward Ho! Initiative are also included, such as the Governor's Commission for a Sustainable South Florida, the Council's Southeast Florida Vision 2025 Project, the Army Corps of Engineers Restudy of the Central and South Florida Flood Control District, local government evaluation and appraisal efforts, the high occupancy vehicle lane project on 1-95 and the South Dade Corridor Study. Why Eastward Ho? Congestion and other urban pressures have created a westward movement of population which has over time resulted in what we know today as the suburbs. Over the past eighty years public policy and market conditions have encouraged this westward movement, often to the detriment of the older eastern urban core. Given the tremendous population growth that is projected for the next decade it is unrealistic to presume that westward movement in Southeast Florida can be completely halted or reversed. Rather, the objective of eastern urban restoration should be to capture a greater percentage of that projected growth than is now anticipated. The cost of inefficient, sprawling development has an impact on all taxpayers, businesses, suburban and urban residents, agriculture and the natural environment. It uses up vacant land more quickly, limiting the ability to preserve environmentally sensitive lands, prime agricultural land, and water resources. Other effects of development that are not well connected to our existing urban core include: -more miles of road to be built and maintained; -more miles of water, wastewater, and stormwater pipes to be laid and maintained; -more miles of telephone, electric, gas, and cable lines; -longer journeys to reach school, work, and shopping; and -longer routes for school buses and garbage trucks. Every public dollar spent is a decision made. Meeting the needs of expanding growth areas rather than encouraging growth in developed areas uses money that could be spent on maintaining and upgrading existing public facilities and services such as schools, parks, libraries, public landscaping, sidewalks, public transit, or public art. In order to manage growth well, it is necessary to provide a diverse array of housing and land development options for current and future regional populations. Building housing that is well -located, safe, attractive, and convenient to public transit, schools and stores can go a long way toward improving the quality of life throughout Southeast Florida. Western growth has an impact on lands that recharge our underground aquifers and affects the region's ability to sustain an affordable and high quality water supply. Suburban development consumes water in locations where it could be used for agriculture or for the Everglades, Florida Bay and existing wetland and upland habitats. The destruction of habitats for endangered species has an adverse effect on the quality of life in the region. 99 - 469 The ultimate goal of Eastward Ho! is to create sustainable communities in Southeast Florida that use resources to meet current needs while ensuring that adequate resources are available for future generations. Sustainable communities seek improved public health and a better quality of life for all residents by limiting waste, preventing pollution, maximizing conservation, promoting efficiency, and developing local resources to enhance the local economy. (Govemor's Commission, 1995) Eastward Ho! Study Area The Eastward Ho! study area is divided into two parts -- a corridor of land between Southeast Florida's two railroads, the FEC and the CSX, beginning in southem Miami -Dade County and extending north into St. Lucie County, including major seaports, airports, and downtowns. The second part of the study area is a larger study area just outside this corridor. The Eastward Ho! study area includes the lands lying east to US l and west to the Palmetto Expressway, the Florida Turnpike, State Road 7 and Military Trail. In order to facilitate data collection efforts, the Eastward Ho! study area boundaries were drawn along US Census Bureau boundaries. These boundaries provide statistical data related to our population and economy. Census tracts can also be subdivided into census block groups, making it possible to identify, and then include or exclude, portions of selected census tracts from the study area on the basis of demographic and socio-economic factors. Census block group analysis may be useful in local area analysis and development strategies. This page and all contents prepared by the South Florida Regional Planning Council. 99- 469 INTRODUCTION TO THE UPPER EA,STSIDE Miami City limits N E 31 , introduction The Upper Eastside is one of the best-known of' Miami's developed coastal communities. It is a community comprised of several distinct residential neighborhoods which includes Momingside, Bay Point, Belle Meade and Belle Meade Island, Shorecrest, Bayside, and others. The boundaries of the area are Biscayne Bay on the east, the FEC Railroad on the west. Interstate Route195 (approx. N.E. 38th Street) on the south, and the City Limits (approx. N.E. 87th Street) on the north. The district is bisected by the Biscayne Boulevard (U.S.- l ) and N.E. 79th Street strip commercial corridors. Biscayne Boulevard was once the major gateway to Miami for travelers from the north, and was viewed by tourists as an affordable alternative to the more expensive accommodations on Miami Beach. Some Art Deco, Streamline Modem, and 1950's-styled motels still line the Boulevard, decades after 1-95 replaced U.S. I as the major route of travel for visitors. Over the years, a number of "would have been historic" motels have been demolished, converted to transient rooming houses or apartments, or used as one night stands for prostitutes and their customers who now frequent the area. Drug trafficking and other criminal activities are perceived to be prevalent, and other businesses such as Club Madonna, also known as the "Pussycat Theater" and the numerous liquor stores along the Boulevard are also perceived to be contributors to the decline of legitimate business in the area. The Momingside and Bayside neighborhoods have been designated as historic districts by the City of Miami. Some of the homes and commercial buildings outside of these historic districts might also qualify for historic designation. There are over 200 businesses in the Upper Eastside area. Of that there are approximately 120 businesses along Biscayne Boulevard. About 20% of these businesses along the boulevard are the hotels and motels which date back to the late 1930's through the mid-1950's. Most of these have outlived their usefulness as tourist destinations because of the 1-95 bypass and the development of other tourist destinations in South Beach, Coconut Grove, and downtown Miami. The Upper Eastside is an area ideally suited for redevelopment. The existing character of the community is one that can be redesigned tt) create an urban environment similar to other noteworthy roadways such as, Los Olas Boulevard in Ft. Lauderdale or Miami's very own Coral Way (Southwest 22nd Street), if redevelopment is carefully fitted to market. However, there are some significant obstacles to the revitalization of the area, which must be overcome if a viable plan is to be developed and implemented. 99- 469 Plan Objectives This study, and the Plan that will arise from it, is aimed at improving the overall health and livability of the Upper Eastside area in the followinu, zeneral ways: 1. Reduce the le%eI of crime. drug activity, and prostitution in the area. 7.. Reduce volumes and/or speeds of vehicular traffic on Biscayne Boule\ and and adjacent streets, and return the streets to a more pedestrian - friendly environment. 3. Establish pedestrian -oriented commercial areas along Biscayne Boulevard kith small retail businesses such as antique shops. health food stores. sidewalk cales and the like. q. Expand the commercial viability of Biscayne Shopping Plaza while taking steps to reduce its negative impact on the surrounding community. �. Expand and improve the supply ormixed-use development along Biscayne Boulevard. 6. Review public policies, zoning ordinance. historic preservation regulations. and develop guidelines for housing. especially with regard to the areas west or Biscayne Boulevard. - - 7. Establish an appearance and maintenance code for commercial and residential properties. S. Improve the means for landscape enhancement for both private properties and public parks and transportation right-of-ways. 9. Encouragement of preservation and increase the number of parks, green space. and recreational facilities I'or youth and adults The Lipper Eastside Master Plan Process The Upper Eastside Master Plan (UPESMP) was initiated by the City of Miami's Department of Community Planning and Revitalization (CPR) assisted by the City's Upper Eastside NET Office, at the request of the Greater Biscayne Chamber of Commerce and several homeowner associations of the Upper Eastside The Greater Biscayne Chamber of Commerce and the Upper Eastside NET Office provided oversight and organizational assistance. The preliminary work for the charrette involved research by the neighborhood planner, meetings with members of the Greater Biscayne Chamber of Commerce and with the presidents/representatives of the homeowner associations, and numerous discussions with individual community leaders and property owners. In August 1996, a group of concerned residents, community leaders and business owners gathered at the American Legion Post with the City of Miami's Department of Community Planning and Revitalization charrette team to sketch the outlines of the Upper Eastside Master Plan. The charrette was an interactive process with public participation addressing historical perspectives, problems and issues, opportunities, and plan objectives. The charrette initiated the first phase in development of the UPESMP and this report summarizes that phase. Subsequent work will include: (1) preparation of a draft final report on proposed recommendations/actions for presentation to the Upper Eastside community; (2) preparation of the Comprehensive Economic and Market Strategy Plan by the Chesapeake Group, (3) a final presentation of the plan and recommendations to the Upper Eastside community for review and approval, and (4) presentations to the City of Miami Planning Advisory Board and City Commission for official approval. The Upper Eastside Charrette was a three day, intense planning exercise involving the charrette team together with neighborhood residents, property owners, and business owners/operators. The first day was spent on historical and existing conditions perspectives, and public input on the most pressing issues of the Upper Eastside community. Day two involved hands-on participation by members of the community in identifying problems and seeking solutions. Several groups made field trips by van to different parts of the community as the sketch -planning progressed. All ideas were put on paper, the drawings, ideas, and suggestion were organized into a legible summary presentation. The third day, the community members were presented with a summation of the charrette, with ideas, proposals, and recommendations. The Chesapeake Group, Inc., an economic consulting firm, was engaged to conduct a comprehensive economic and strategy plan. as a part of the UPESMP. The objective of the study is to address commercial revitalization strategies, infrastructure improvements and quality of life issues that can be achieved while maintaining and enhancing the character of the Upper Eastside. Some topics of primary concern include, but are not limited to, Commercial Revitalization/Hotel-Motel Adaptive Reuse Strategies along Biscayne Boulevard, Parking and Traffic Circulation, Housing Opportunities in Eaton Park/Biscayne West area, and overall community character and design. This study is estimated to take approximately three to six months to complete. 10 99- 469 THE UPPER EASTSIDE: EXISTING CONDITIONS Regional Viewpoint The Upper Eastside community has long been known as "The Gateway to the City of Miami." with Biscavne Boulevard as its Main Street. But the Boulevard was supplanted by Interstate-95, a high volume superhighway, built in the late 19-50's through the early 1960's. As more travelers used this superhighway, Biscayne Boulevard became an alternative transportation corridor from North Dade to downtown Miami, and the community has suffered because of it. The commercial, office, and hotel/motel functions have declined over the past thirty -plus years, bypassed by potential customers and tourists. Biscayne Boulevard is now a Main Street only for local traffic and for commuters avoiding congestion on the Interstate between downtown Miami and North Dade Countv. The Upper Eastside community seeks development of an urban destination activity center. While some areas of Miami have been inundated with daily visitors, the Upper Eastside is considered as ripe for potential revitalization and future redevelopment. The residents and property owners of the area would like the Upper Eastside to become one of the urban region's destinations, with restaurants, a cinema and franchise retail and, at the same time, maintaining or improving the level of neighborhood commercial, retail and services. The Florida Department of Transportation (FDOT) has recently focused its effort on the rebuilding of Biscayne Boulevard from NE 20th Street to NE 123rd Street. A number of studies have been done on the Boulevard with numerous suggestions on how to make it better. In addition to detailed studies of Boulevard reconstruction through the Upper Eastside, this highway master plan will include traffic reconfiguration of NE 79th Street and NE 82nd Street (Little River Parkway) from Biscayne Boulevard to Biscayne Bay. Community Viewpoint The Upper Eastside is a well known and developed community. The area evolved as an upscale neighborhood during the 1920's and 1930's, and included one the first "subdivisions" platted in Dade County with all the infrastructure amenities including street lighting, water, and sewer. The neighborhood was home to many of the area's most prominent citizens. The best known neighborhoods of the Upper Eastside community are the Morningside and Bayside Historic Districts. These neighborhoods feature well landscaped vehicular parkways as an added amenity. The other neighborhoods include: Shorecrest, Biscayne Harbor/Haynesworth Village, Biscayne Plaza, Belle Meade and Belle Meade Island, Palm Bay, Legion Park, Biscayne West/Palm Grove, Eaton Park, Bay Point, and Magnolia Park. Other areas also include several spoil islands which are located in Biscayne Bay, Legion and Morningside Parks which are located along the bayfront. The houses within the entire Upper Eastside area exhibit a full range of architectural designs including Mediterranean Revival, Art Deco, Mission and other vernacular structures. Young professionals are purchasing property and moving to the Upper Eastside area for numerous reasons. Some are relocating from South Beach; others desire the close proximity to the downtown and beach areas, bayfront location, residential stability, and overall exclusive ambiance. With the presence of crime prevention groups, law enforcement activities along the Boulevard, and rigorous code enforcement, the Upper Eastside area is becoming an even more desirable place to live. The area west of Biscayne Boulevard has become problematic over the past several years. It is perceived that the people involved in crime, drugs, and prostitution activities originate from this area. Many of the area's single family homes have been rented out, or converted into multifamily housing. A majority of the houses west of the Boulevard mirror the houses east of the Boulevard from an architectural perspective. 99- 469 From Regional to the Next Door Neighbor This master plan attempts to treat all topics �%ith an understanding of all three scales of concern, from regional, to communit%. to the street. For example. cut -through traffic is addressed with traffic calming sugzestions which mith,ate cut -through traffic on it _ %en street %kithout relegating the problem to a neighboring_ street. The CEMSP %kill address commercial revitalization strategies. infrastructure improvements and quality of life issues while enhancing the character of the Upper Eastside. The plan proposes identifying the needs of residents by improving the neighborhood level commercial retail and services, while creating and developing an urban destination or activity center to stimulate the visitation of a new customer base and/or possible tourist attraction. The character of public space and private property received the greatest concern from property owners in close proximity: the control of regional traffic on one's street• the control of building scale and quality on adjacent lots to one's own. are examples of issues that offer daily quality of life and long term investment value. This is the scale at which a community's character is established. It is at this scale that most of this master planas recommendations are made, with specific design proposals as well as regulatory refinements which include building and landscape detail. The ultimate goal of this master plan is to help establish a mixed use and mixed income, beautiful, historical and valuable community viewed throu`;hout the region as "the Gateway to the City of Miami." This should be seen as a goal to serve the residents and business owners of the Upper Eastside, and also as an absolute necessity for the quality of life in this part of South Florida. The future of the Upper Eastside can and should viewed as approaching the ideals of a livable urban community. 16 w. 1., R..1. Mr ATE roaAY .In :. +.ww• .w.w.w ., Vision offfiture set Cor B_ iscayne_'s `Upper.east side' •4wr.[t1r�l N.rw.r.d.Y �r ►.,a.:....Y.ru.{..w � WiA wMn wormy W !ee M i i. r tr '{� 'iM Lhr 4f� YfOfa•I4 vM•• �.. nv .r. • •.1AO A—h"kW— -dllrn{18— Jwn e[ rsny/ r.a n[wry 4 L 1 •..I{. w • ` f p f ' A wr,.•d a Ilkr R rtr rry ro/riry �I[Wt Nary u, « + fM Jhu.�cY �a .1.� aar[AfV M!'Mxwi. � Mliwr a4 . Luc. ..o .- aYrp{ /d 4ut// /wyfr.M Aarr werre 11•n{YC rd • •H+rW f rr/Anrlr 4[(u!/ r •..Mu1rA Mr{,W W I, >. -4 J , IJ.M. rrrr{w11 �W{{Y rw'9r1r. Y`rW rr I • ur �• .... •.I ri«•I`Iw •.�u r4[- 1 v Sv N ..; .v �w •'rlrlrMrm{I .yJ«{ rM.`Mwi {I.r :Yi• ,r.l....� w': • .!{ ..... _r i. �J`a yrw �• a Y � + w +r.l w•.rn.Lw •. u .w 4... ..I ..' _ ��ww .w JW).lµy w.....Wy ',,•,.{'.II. �.. a.ly u Ylll.�•.rJIY�4.W •. ..I.,,�.p wJ{•,W ut syn. Y.lrl, 4'.ra� rw Mr..q rriner yr/ •,J wai'4: •.... �illrw .r •, e:... w.Nw J. rw� L. n.y s..t[wa M{{{{�fm.0 ...l✓ �rWl{[ Ir>.T I:.WJr url . •br •I �Pr•�{ \MiJ:rr ^y,.J nnrr r..1.r rM. aalrnbrr i�., ' �wN r.s�`i1.r�.w M1Ir ..✓•. Wlyww 11..,.I.N .J .r ar ,.. .. !'Alai(iu,J WywWWv{ir• r•..er ♦n.{ Iw. ww..•r[ .N• Yr�uM.4uw1•yP;� uh' . •riWlru yay vIWYWJ r{r-S.iJ4.W �Mul.w.. 4a'nI P,'w a{ 1••M {b W.r.Yr.o�INc ••.fyY •wwn rn:u.Trl� Ja1/M rr J14u. {/.r4Y , rnuJ• •.r{a •� W H{I. ruwRrw.. l.i��y, {. wT,n J • { Jw{ w i�•lul lwi {+1>. u J1 J w {. � •.M4 W I V [ .•.c«W ,,. 13 99-- 469 Brief History Of The Upper Eastside The heart of today's Upper Eastside encompassed the earl pioneer settlement of Lemon City. Established around 1889, Lemon City was the first pioneer community in North Dade. and for a time, was as important as Coconut Grove in early Miami history. Lemon City developed around today's N.E. 61st Street, then known as Lemon Avenue, on Biscayne Bay, where a small commercial dock was located. The community soon boasted a post office, a dry goods store, a two story hotel, and approximately 80 residences in the surrounding area. The arrival of the railroad to Miami in 1896 marked the end of an era for this pioneer settlement. Before the railroad arrived, the community's importance to the Miami area was marked by its docks. Now the train would bring much needed supplies to Miami. The train also drew people away from Lemon City to Miami, and the new Lemon City Depot drew business further west toward N,E. 2nd Avenue. The residential areas around Lemon City continued to develop, however, as entrepreneurs platted small parcels of land along Biscayne Bay. The Elmira neighborhood was subdivided in 1909 on today's N.E. 68th Street by migrants from Elmira, New York. This was soon followed by Magnolia Park just north of N.E. 36th Street in 1914, and the Acadia subdivision in 1915. The Upper Eastside was also home to a number of bayfront estates including the Tee House Plantation in today's Legion Park, the Fred Miller estate on the site of the Palm Bay Club, the Prescott Estate on N.E. 71st Street, Villa Florence, and Rockland. In 1925, Lemon City and the surrounding communities were engulfed by Miami as the city expanded northward during the land speculation boom. This period witnessed the development of Bay Shore (now known as Morningside), one of Miami's best planned subdivisions. Bay Shore spanned both sides of Biscayne Boulevard between N.E. 55th Terrace and N.E. 60th Street and was envisioned as an exclusive residential community. At the same time the Washington Place subdivision was created on N.E. 71st and N.E. 72nd Streets in 1925. The area north of N.E. 79th Street known as Shorecrest and Biscayne Heights also witnessed their early development at this time. Although much of the Upper Eastside was first developed during the boom years of the mid 1920's, the greatest building expansion did not occur until the period between the mid 1930's and World War 11. This new building activity resulted in the construction of new houses within existing subdivisions, as well as the creation of new ones, such as Belle Meade. The architectural development of the Upper Eastside parallels that which occurred throughout Miami. The houses constructed here reflect the diversity, direction, and taste of individual residents, as well as the architectural eclecticism prevalent in the early twentieth century. The earlier buildings in the area are primarily Frame Vernacular, with many examples of early bungalows and other frame construction. Houses built in the 1920's are generally Mediterranean Revival in style, while structures built in the 1930's and 1940's are frequently Art Deco. The area also features a number of excellent examples of other architectural styles, including Mission, Streamline Modeme, as well as Masonry Vernacular. The most ambitions. individual development project in Miami's early history had a dramatic impact on the shape of the Upper Eastside, namely the creation of Biscayne Boulevard. Biscayne Boulevard was conceived during the Boom and was completed in a post -bust depression. Built at a cost exceeding $16,000,000, the development cut a wide, new highway through the city's oldest residential neighborhoods to create a new "main street" for Miami. This "Fifth Avenue of the South" was envisioned as a complete shopping center for Miami with careful provisions made for design, beauty, and comfort. In 1925, there was no major highway to connect downtown Miami with developments to the north. Miami's bayfront street terminated at N.E. 13th Street. Narrow N.E. 2nd Avenue was the only direct route between the 13 99-- 469 downtown and N.F. 55th Street, where the Federal Highway began. Federal Highway was the major north -south route that connected South Florida with Jacksonville and points to the north. Hugh Anderson conceived the vision of magnificent Boulevard linking downtown Miami with his new community in Miami Shores. This Boulevard would extend north From the Roval Palm Hotel eardens and would connect with the Federal Hiehway. By Juh 1425, one of the greatest buying sprees in the history of American real estate be -an. Anderson purchased not only the riulit-of-wav for the Boulevard, but also the property on both sides. Only by controlling these additional lots could the cost of construction be recovered and a profit made. Construction of the new thoroughfare was started in December 1925, the dedication took place on Armistice Day 1926. The Boulevard was opened for through traffic from downtown Miami to N.E. 55th Street in March 1927. The construction of Biscayne Boulevard was the last major development project of the Boom. Although the southern part of the Boulevard would contain the major commercial development, the part within today's Upper Eastside was envisioned for a different type of development, known as Miami Plaza. The area between N.E. 40th and N.E. 50th Street had been owned by Charles Deering and was the largest remaining undeveloped tracts fronting on Biscayne Bay. This estate contained one of the largest stands of tropical growth in the country and was an almost impenetrable tropical jungle. Miami Plaza was envisioned as an exclusive residential, apartment, and hotel community. While the majority of Biscayne Boulevard would be 100 feet in width, the section through Miami Plaza contained a 180 foot stretch with landscaped medians in the center. Miami Plaza became a victim of the Hurricane of 1926, however, and the resulting economic collapse. Development did not resume until 1940, when Bay Point was created. Description of the Upper Eastside NE87Sr Miami cay Im II As MEMM BI BI NE79Sr IfNE HARBOR/ (WORTH VILLAGE ISLAND The boundaries for the Upper Eastside area are as follow: BAY • City Limits (NE 87`h Street) to the north • Interstate 195 (NE 381" Street) to the south • Biscayne Bay (including the spoil islands) to the east N E 61 Sr • FEC Railroad right-of-way to the west c 0 s' b� For this study, the description for the Upper Eastside has N. E 54 Sr been divided into three sections; North, Central, and South. LPPER EASMDE NEIGHBORHOODS -� North PARK —' Central -- 9,3uth 14 99- 469 BISiCAYNE North SHORECREST BISCAYNE HARBOR/ SWORTH VILLAGE The north section of the Upper Eastside is bounded by the Little River Inlet east of the Boulevard, NE 77th Street west of the Boulevard, the FEC Right -of Way, the city limits at NE 87th Street, and Biscayne Bay, this area is primarily commercial, with some multifamily residential in the area west of Biscayne Boulevard, and mainly single family residential from Biscayne Boulevard to the bay. There are some pockets of multifamily residential east of Biscayne Boulevard. The Boulevard and NE 79th Street are the primary commercial corridors. Institutions such as the Immigration and Naturalization Service offices and the Biscayne Plaza Shopping Center are regional destinations within the community. Low-rise, multifamily residences along the waterfront, marine sales and service center, and a major office building are also in the north section of the Upper Eastside. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard • Need for traffic reconfiguration on NE 79th Street and NE 82nd Street (Little River Parkway) from the Boulevard to the bay • Need for traffic calming techniques (other than street closures) • Beautification of its public places, including its roads and parks. • Need for additional trees and landscaping on public and private properties • The lack of park and recreational facilities for children and adolescents 15 9 i J - 469 BELLE MEADE B LLE EADE ISLAND PALV GROiI BAY SIDE BIS AYNE I RK Central Z LEGI BAY The central section of the Upper Eastside is bounded by the Little River Inlet, FEC Right -of Way, Biscayne Bay, NE 61st Street east of the Boulevard, and NE 55 Terrace west of the Boulevard. It is characterized as a residential area with a struggling commercial corridor through the center and an decayed industrial district to the west. The area east of the Boulevard is mostly single-family residences with a concentrated area of multifamily residences. This area also includes the Bayside Historic district and the Cushman School. The area west of the Boulevard is mostly duplexes and low rise multifamily residences. Because of the residential zoning for the west area, it is unfortunate that a number houses that were built for single family and duplexes residential uses have been converted to rooming houses and multi -room efficiencies. The west area needs a uniform physical character, by way of establishing design guidelines or obtaining a historic district designation. The numerous hotels/motels along the Boulevard are considered a liability to the community. Some of these liabilities can be made as asset by converting some of the hotels/motels structures to other neighborhood oriented commercial/retail uses, e.g. storefronts, restaurants, office space, arts and antiques showrooms, etc. The Legion Park and the American Legion Post are two under-utilized facilities within this area. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard • Improvement of its corridors to accommodate pedestrians and bicycles without widening for vehicles • Additional street tree planting and landscaping • Concentration orcommercial uses at or near major crossroads • Hotel/motel use, adaptive reuse, conversion, and/or demolition • Need for a community center, activities for Legion Park • Need for traffic calming techniques, other than street closures • Need for mixed use/multifamily residences along Biscayne Boulevard, rentals or condos • Need for traffic reconfiguration of NE 61st Street and NE 62nd Street (M. L. King Boulevard), from NE 4th Court to Biscayne Boulevard • Identification of uses for the warehouse district on NE 4th Court, between NE 61st Street and NE 78th Street 16 99- 469 'r, MORNINGSIDE 13" POINT MAGN&�,IA PARK South The south section of the Upper Eastside is bounded by NE 61st Street east Boulevard, NE 55th Terrace west of the Boulevard, the FEC Right -of Way, Biscayne Bay, and Interstate- 195/SR- 112, and is widely considered the most desirable area of the community. This area is mainly commercial/offices in character west of the Boulevard, and residential in character east of the Boulevard, with single family residences on medium and large lots. There is a small concentration of low rise multifamily residences near the waterfront. The south section is known for a number of significant institutions e.g. WPLG Channel 10, IVAX Corporation, the Police Museum, Bay Point Residences, the Bay Shore Lutheran Church, and the Momingside Historical District. The southern end of this area abuts the Miami Design District, an area which is making a comeback. As in the other areas of the Upper Eastside, regionally based traffic between downtown Miami and North Dade cause stress not only for Biscayne Boulevard but also for local streets used as shortcuts. Because of this, the Momingside neighborhood has constructed a number of temporary and permanent street closures, and are presently seeking approval for guard -gates. The Bay Point Residences is a private, gated community. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard. • Traffic reconfiguration of Biscayne Boulevard and Federal Highway, between NE 54th Street and NE 55th Terrace • Concentration of commercial uses at or near major crossroads • Hotel/motel use, adaptive reuse, conversion, and/or demolition • Need for traffic calming techniques, other than street closures • Preservation of historic trees, landscape, and structures Issue ( FF11e Vpper Eastsitle On the tint d,n of the cliarr•ene. concerned residents, community leaders and business owners were given an opportunity to %entilaie their concerns about the future of the Upper Eastside. Their issues were written on tablets and displa%ed during, the entire ch,n-rette. The following is the information recorded from the first session: On is Commercial Revitalization ar. • • e i� Need stores along blvd. Grocery - another Publix or Winn Dixie Bakery Small bookstore Restaurants - family type Farmers market Mixed use - apts. over retail (Biscayne Chamber bldg.) Biscayne Shopping Plaza - landscaping Landscape vacant lots on Blvd. Make green space usable Cultural festivals Americans with Disabilities Act - permit process is difficult Community Design • 50's theme - hotels/motels • River as amenity • Community centers • Watertower - (art by Romero Britto?) • Banners - art • Rails w/trails • Eastward Ho! - eastward development • Art in Public Places - traditional • 4th Court warehouse district • Metrorail station Environmental Design • The Little River as amenity • IMAGE • Nature trails (urban) Housing • Security west of Blvd. • Lofts - creative living spaces Historic Preservation • Laurel Motel - adaptive re -use • Homes west of Blvd. 18 39- 469 Traffic, Transportation • Traffic is too fast • Landscaping of Blvd. - medians • Traffic cahnina - Bayfront area • Narrowing the Blvd. • Encourage walking-"bicyclin-_ • Mass transit • Too many buses - pollution • Easement along 79 St. (North side) • Biscayne Blvd. (West side) • Westbound 79/82 St. Make 82 like it used to be. • Bicycle lanes on Blvd. • Street closures west of Blvd. • Metrorail north - FEC • Nature trail - pedestrian Infrastructure • Garbage - illegal dumps • Designated dumpsites • Curbside trash pickup Biscayne Boulevard Issues • Primary anchor is 79th street shopping center. • Theme is "Welcome to Miami" - this is "Miami grown up". • Keep (Little) River in mind as development potential (from the bridge west). • Undesirable: old motels. If you have mixed use, sustainable development —shops on ground, residential above will help displace motels. • NE 50-55 Street. tvax, Bay Point, good image. Stops at Bay Point wall. Wall of motels. Change to residential/office use. Convert dead-end stubs to plazas, parking to augment adjacent commercial uses. • NE 55-63 Street. Zone of opportunity. Lots of evil pockets there. The Cushman school is a big green spot. Big- time redevelopment needed. What we'd like is mixed -use —mostly residential but with some low -impact commercial. Need basic neighborhood services. Lots are too shallow to allow economic development. 61 St. is Lemon (City) Avenue • NE 63-67 Street. More motels. Drugs. Banyan Bay, Legion Park & Hall. Historic Lemon City. Need farmers market on Saturdays. This is the social center of the neighborhood. Legion Hall should be renovated as community center if can be worked out with owners. • NE 67-72 Street. Stardust (bad). Jenny's Flowers (good). Only worthwhile restaurant on Blvd. (Rita's). Amoco station. Need restaurant/entertainment (restaurant as singular doesn't work). Need critical mass of dining, entertainment, nightlife ---cluster. 71 St. is problematic through connection - leads us into industrial zone, close it. • NE 72-77 Street. Beginning of Belle Meade. Vagabond Motel. Photo shop @ 75th Street. Do away with all chain -link fences. Need the lights installed on new bridge. • Over bridge to 79th Street. Need to restore 79 and 81 Streets to the way they were. • Roads in 79 Street shopping center are owned by City. Make narrower, landscape, keep parallel parking. 19 Q'9-- 469 THE UPPER EASTSIDE: MASTER PLAN The Master Plan illustrates the conclusions reached during the charrette, including input from the local chamber of commerce and the numerous homeowner associations. The overall goal is the enhancement of a mixed use, mixed income, beautiful and valuable community located at the heart of metropolitan Miami. A series of recommendations, including the following topics, is described in the report sections that follow; • Regulations • Infrastructure Improvements • Design projects • Provide detailed urban design plans for specifically for Biscayne Boulevard, the 79th/83nd Street corridor, and the area west of the Boulevard. • Develop specific designs for park improvements in the Upper Eastside. • Prepare plans streetscape designs and engineering for each of the corridors, following the recommendations of this report. • Implement recommended neighborhood street improvements, including traffic calming designs for specific locations in the neighborhoods, landscape plans for augmented street planting, and the addition of a bicycle path network on designated street. • Study the replacement of the overhead utilities underground. • Develop specific design for landscape improvement of public parks , recreational areas, spoil islands, and open space. THE UPPER EASTSIDE: CHARRETTE PHASE THE PROCESS A charrette is an intense, planning forum and exercise which involves community leaders, residents and property owners, community planners, architects, realtors, and others providing technical assistance and input for an area in treed of new or ideals of improvement. These ideals will be evaluated and recommendations made for short term and long term area revitalization and development. The Upper Eastside Charrette was a three day, intense planning exercise with several residents, property owners, and a few business owners of the community. The first day was the introduction of City CPR staff, a historical perspective, existing conditions perspective, and the overall issues of the Upper Eastside community. Day two involved the a hands-on participation by members of the community in identifying problems and seeking solutions. Several groups made trips to different parts of the community. All ideas were put on paper, and the charrette team stayed at the post to reduce the drawings, ideas, and suggestion to a more legible presentation. The third day, the community returned to the post and were presented an oral summation of the charrette, with ideas, proposals, and recommendations. 20 99- 469 UPPER EASTSIDE NET, DEPARTMENT OF COMMUNITY / y PLANNING & REVITALIZATION (CPR) •?/,- ••�• and lho GREATER BISCAYNE •l%' CHAMBER OF COMMERCE w h ', `. THE UPPER EASTSIDEIBISCAYNE BOULEVARD CHARRETTE J�{v AUGUST 2 . 4, 1996 THE AMERICAN LEGION POST LOCATED AT 6445 N.E. 7 AVENUE For additional information, call (3051 795.2330 or (305) 416.1435 r C... AIra I Pp 1, 4n \LTMr— ME I PPI.R L \Snlvl 1,11 lAR Lm.. IwM..N u of fun 1 F IYW.1 FRIO 51'. Il CA v I\n I— ..'%, I.", RLU11M 5TI11\ II IAra.A.I'PR 5'PR CAurnN Faun 11•STPRI' I1r TIIL l PPLx L UTSIUE ClAnit \m' Iirw.rc \n{Ab.R.da SrM/um II�.A.w Ravn u..nICPR n.<... Israa.,+ 51wLW SN.anFI. \ wa 411C C' Lm al 0.u.,w nwY.N l'wa{un U l:n. C.nmwn• nuwr{PR PRI Rni\I IDI: TIM SrilL\ Mr.- I— C..mwn.. a CPR CAu,1a F1.n n,., w\aw`r.4N0.. rlun.{. r+.�{a.1INaabPu.,x SITI RDII 111. ITOD, ISM. 9x05\4. uUP51 5Y11MI\m 1151.153 Craw SW{n.y. lW.11 Ai T34., LNr.f us l rR I I,ur1N I. a rinlp.ulr•.TM:C..r.4n C�..NnW Ra..alvww�.a ('vnava4laa�in +nu.a A.�.n K.i ,I..r.,wW A51u4un{ARu.{ea MnAAaM.JSlasluuw 14w.L C�mn�... Danis liWaNn. SIrJr4, IIN{d w4,..a M1 1 4J,.a P�dNma I N..Iy 5 uA6 <W na. yt \CII IRi ••u .... W u•arwan 1.{..I sus 5\Dumrcncrs INI.M RM.nhln � 'iR IAw�.0 .. u. �4Au ••.'PI"`• nJa .' NAu.a. b.• 4A...+1.M.•1 IAa C...nu... tlu Cn '.NJ. C•n.n FM SN+a ..l 1A.Ja .I \u I1 a of 5nm, r....'.,nl• mrw nD. xru nlw \n lnn•n a M1,.p. 5.mnw.� . � I N, 4 e•. n, t. un IJruI�I. u.... n..rN 1w.{...•a. unl a .Iu\5 l\D rin I uN � r IT T�4T� lt� i� I � -7t' 99- 469 CHARRETTE PARTICIPANTS Name Group Name 1. William Jones NET Office NRO 2. Barbara Case Belle Meade Home Owner 3. Michael C. Alexander. V.P. Greater Biscayne Chamber of Commerce 4. Ann Carlton Greater Biscayne Chamber of Commerce & Shorecrest Homeowner 5. Margaret R. Tynan BMHOA 6. Sal Patronaggio San Remo Apartments 7. Peggy Richard Momingside Resident 8. Joseph Hyatt Dade Central Community Mental Health 9. Charles A. Jones Belie Meade Homeowner 10. William E. Hopper Morningside Civic Association 11. Gerald Armstrong GTR Biscayne 12. Pedro H. Ordenes MK Centennial 13. Robert A. Flanders Palm Bay Property Owners Assoc. 14. Jennifer Bell Achiri Eastern Video Corporation 15. Rose LeGette Biscayne West American Legion 16. Bob Grill Greater Biscayne Chamber 17. Helen Grill Belle Meade Resident 18. Vi Jacobson Shorecrest 19. F. Perrotti Biscayne Boulevard Restaurant Owner 20. Nick W. Stieglitz, Jr. Law &. Economics Center 21. Gloria N. Romero DEEDCO 22. William Robertson Greater Biscayne Chamber of Commerce 23. Patrick Slattery Belle Meade HOA 24. Lazaro Barreiro Bayside Resident's Assoc. 25. Peggy Richard Momingside Resident 26. William Jones NRO 27. Charles Jones Belle Meade 28. Stanley Prevost Biscayne West 29. Elena B. Dapena Belle Meade Island 30. Carol Thomas Biscayne West 31. Angelina C. Mathis Opa Locka / Biscayne West 32. Brent Pickard Bay Point 33. Ethel Johnson 9190 Biscayne Blvd. 34. Officer Richard Gentry NET Office 35. Bear Smirnoff Big Bear Intl. 36. Kim Cohen Bay Point 37. Christopher Morson Shorecrest HOA 38. Christine Cabral Shorecrest Resident 39. Monique "Taylor Haynesworth Village 40. Ulrich Michel Palm Grove 41. Carolyn Incitier Representative Beryl Roberts -Burke Office 42. Oscar Resek Shorecrest HOA 43. Jack Press Bay point 44. Corinne Duroure Palm Bay 45. Rod Pickard Bay Point 22 99- 469 HISTORIC PRESERVATION M C NE VST 79 SZ In 1982. the City of Miami adopted an ordinance to encourage the preservation of Miami historic and architectural heritage. The ordinance provides art orderly and equitable way to balance and defend both private property rights and the community's right to protect its architectural and cultural heritage. The ordinance provides a mechanism to designate historic site, historic districts, and archeological zones. It also serves to regulate proposed future changes to designated properties. The Historic Preservation Ordinance is currently the mot effective means of encouraging the preservation of historic sites and districts within the City. The Historic Preservation Ordinance provides a process by which architecturally or historically significant buildings and neighborhoods can be officially designated as important elements in Miami's heritage. Designation may be initiated by the Historic and Environmental Preservation Board or requested by a property owner or neighborhood association. The Board evaluates the property to determine its conformance to the established criteria for designation and is responsible for approving or denying historic designation. 7777 The ordinance establishes a systematic design review process to ensure that proposed physical changes to designated properties are appropriate and sensitive to their HGORCP�noN historic character This review process is designed to inform owners of available benefits and to assist them in Pr sorvaton Ara developing appropriate plans and designs. Properties " W. FLANDERS ice"- s�ouaE Ewsang Kstoric designated under the ordinance cannot be altered, added to, "694-! Rasarva rion District or demolished without prior approval by the Historic and e sting Kstoric sites E 3B F.ldEnvironmental Preservation Board or Preservation Officer. Review is triggered by the building permit process and insures that proposed changes to a property are in keeping with its historic character. The Board does not have the authority to deny the demolition of historic sites, however, but can delay the action for up to six months. The Upper Eastside has been in the forefront of historic preservation activities within the City of Miami, and contains more designated properties than any other neighborhood. Morningside, Miami's first historic district, was designated in 1984, and Bayside was designated in 1991. Two individual properties have also been designated as historic sites: the Cushman School and the Walter Flanders House at 452 N.E. 39th Street. 23 99-- 469 HISTORIC DISTRICTS There are numerous structures and residences which qualify for historic preservation status. The Morningside Historic District is one of the best known historic districts in South Florida. The district is located between NE 55th Street to NE 60th Street, and from Biscayne Bay to Biscayne Boulevard. The neighborhood area features well landscaped vehicular parkways as an added amenity. The area also includes several spoil islands which are located in Biscayne Bay, and Legion and Morningside Parks which is located along the bayfront . The houses within the entire Upper Eastside area express a full range of architectural designs including Mediterranean Revival, Art Deco, Mission and other vernacular strictures. Another best known historic district is Bayside. Just a few blocks north of Morningside, Bayside has similar architectural styles and amenities. Although Morningside and Bayside are best known and most highlighted historical districts, there are other pockets of houses and commercial building which may qualify as future historical districts. The Upper Eastside can be known as the "N.E.T. Area of Historical Districts." Preservation Incentives Ad Valorem Tax Exemption Historic Preservation property tax exemption. The purpose of this legislation is to encourage preservation by "freezing" ad valorem taxes at the rate they were assessed before improvements are made. This "freezing" is accomplished by removing from the assessment the incremental value added by the authorized improvements. The City of Miami has and will continue to study the feasibility of implementation of this program through the Historic and Environmental Preservation Office. The Historic Home Ownership Assistance Act This Federal legislation provides an incentive to individuals to restore and preserve historic homes by providing an income tax credit for qualified rehabilitation expenditures to historic homes. Approval of this legislation is pending. Community Development Block Grant (CDBG) Program This federally funded program provides funds for local activities which improve the quality of life in blighted neighborhoods, and provides expansion of economic opportunities for persons of low to moderate income. The City of Miami's CDBG Program is required to be implemented within the physical. boundaries of eight neighborhood target areas identified as needing economic development, revitalization, housing and infrastructure improvements. To be eligible for CDBG funding, federal policies require that each activity (1) benefit low or moderate income persons, (2) aid in the prevention of slum or blight, and (3) meet other community development needs having a threat to the health and welfare of the community. Funds can be used for acquiring real property, interim assistance activities, economic development activities, assisting private for profit entities, historic preservation, the finance or subsidizing of construction of new permanent residences, rehabilitation of public or private property, and code enforcement. This program is available through the City of Miami Community Development Office, and is only available in the West Biscayne/Palm Grove community, which is within the Edison/Little River Community Development Target Area. 24 99- 469 Florida Enterprise Zone Program The Community Contribution Tax Credit Program (CCTCP) provides an incentive (50No tax credit) to encourage Florida corporations to make donations toward community development and low income housing projects. The tax credit is easy for a business to receive. Corporations located anywhere in Florida that make donations to approved community development projects may receive a tax credit equal to 50 percent of the value of the donation. This program is conducted through the Florida Department of Commerce in Tallahassee, Florida: (850) 488-9357. Historic Preservation Grants - In - Aid Locally designated historic properties may be eligible for Historic Preservation Grants -In -Aid. Eligibility of these properties increase if they are listed on the National Register of Historic Places. This program is available to not -for - profit organizations, units of the county or units of local governments, and departments or agencies of the state including State Universities. This program is available through the Department of State, Bureau of Historic Preservation in the Division of Historical Resources, Tallahassee, Florida: (850) 487-2333.Investment Tax Credit For Low Income Housing This legislation provides for an investment tax credit for acquisition, construction, or rehabilitation of qualifying units of low income housing. There is a 9% tax credit per year for 10 years for each unit of low income housing acquired, constructed, or rehabilitated without other Federal subsidies and a 4% tax credit for 10 years for units involving Federal subsidies or tax-exempt bonds. This program is available through the Department of State, Bureau of Historic Preservation in the Division of Historical Resources, Tallahassee, Florida: (850) 487-2333 Easement Programs An easement is a partial interest in real property, through donation or purchase, recorded in the deed, protecting the identifying elements of the interior/exterior or space around the property deemed important to be preserved. An easement program enables a tax-exempt, charitable organization -or public agency to protect buildings or land against potential adverse development or changes by acquiring partial interests in such properties. This program protects a property without burdening an organization with the costs associated with full ownership. The property becomes in a real sense a public/private partnership. Types of easements vary from Scenic or Open Space Easements to Exterior or Facade Easements, to Interior Easements. Easements can also restrict uses of a property, preventing a residential site from becoming commercial, or undeveloped land from incompatible intensive uses. Easements ultimately have federal tax incentives allowing owners to take a charitable contribution deduction for federal income, estate and gift tax purposes for the value of the easement. State easement programs vary and one should consult with a lawyer before setting up any easement program. Revolving Fund A revolving fund, normally administered by a non-profit or government agency, establishes a monetary basis on which property can be bought, improved, maintained, and sold outright. Revolving fund monies are subsequently returned and reused. The funds act to create a new economic and social force in the community. 25 99- 469 Potential Historic Residential District -there are several pockets of houses and structures which presently qualify for historic designation throughout the entire Upper Eastside area. There are also some area which are adjacent to existing historic districts where future expansion of the district maybe recommended. These areas need to be researched for architectural and historical significance. A report should be submitted to the Historical 3 Environmental Preservation Board for review. approval and/or designation. The map below illustrates an area known as Biscayne West. This area is bounded by NE 61" Street, NE 71" Street, NE 4" Court, and Biscayne Boulevard. This area contains a large number of single and multifamily homes that were built prior to 1950. The photo is an example of a housing style in the area. With the proper guidance and an organized homeowners/tenant association, this area could qualify to be one of the next historic neighborhood of the Upper Eastside. The area called Palm Grove, just north of NE 71" Street, may also qualify in the near future. FTInrrrrrrrrrn a ANN }MAN=1,.3� _ ®® ISM EEg�' Other areas of potential historic districts are located in the Shorecrest, Belle Meade, Eaton Park area, and the area south of Morningsi.de. The maps below illustrate these areas. Mumi {(pry,J33i:i r l7 )f- �. - --•�' ,� CAy WIIti are 0 rNi.5.% p°SERI �- SHORECREST BELLE MEADE MORNINGSIDE SOUTH 26 99— 469 HOUSING/NEIGHBORHOOD ENHANCEMENT Introduction There are eleven distinct neighborhoods that comprise the Upper Eastside area. While they all share common ties, they each have distinct characteristics and individual concerns. The southern three neighborhoods of Magnolia Park, Bay Point and Morningside tend to have higher incomes, higher assessed property values, and are predominately white. The zoning in these neighborhoods, with the exception of Magnolia Park, is uniformly single family. The central neighborhoods of Bayside, Biscayne West/Palm Grove, Legion Park, Eaton Park and Belle Meade, are not as homogeneous as their neighbors to the south and are very diverse ethnically and racially. The properties in this part of the Upper Eastside are also very diverse, ranging from high density multi -family buildings to single family structures. Concentrations of high income exist along the bayfront and riverfront. The northern neighborhoods of Biscayne Harbor, Shorecrest, and Biscayne Plaza are similar in composition to the central neighborhoods but lack the significant presence of upper income concentrations along the waterfront. The northwest area is mostly medium -to -high density and commercial zoning (approximately 45% of the land use within the northern neighborhoods} —one of the highest concentration of medium -to -high density all the Upper Eastside neighborhoods. It should be noted that the Upper Eastside of the City of Miami has made enormous strides to improve the quality of life in the area. The goals of this planning charrette will include providing a course for future strides in the area of quality of life issues. This means that many of the root causes of neighborhood blight will need to be addressed over a long period of time to see substantial and sustainable improvements. This element of the Master Plan will examine the issues surrounding the general conditions of housing and their impacts on neighborhood enhancement. The issues surrounding housing are not evenly distributed throughout the area. The most significant concentrations of need for housing improvements and neighborhood enhancements exist in the northwest area of Shorecrest, south area of Biscayne West, and the area adjacent to Eaton Park. 27 99-- 469 General Conditions City Inv%, DESIGN = =0&9% ,' N. N. E. 87 Sr. The boundaries for the Upper Eastside neighborhood are; Biscayne Bay to the east, the FEC Tract to the west. 1-195 (approx. N.E. 38th Street) to the south, and the city limits (approximately N.E. 87th Street) to the north. ,,_VN. E. 79 ST. RESTAURANTI Ci ENTERTAINMENT MIItTORIC DISTRICTS .Ab m 61 ST. N. E. 54 ST. HOUSING/ NEIGHBORHOOD ENHANCEMENT ■ Dlstrk;ts New thru Sheet Proposed specialty shops/ supermarket/ restaurant site In fill opportunity Park way The land use characteristics east of Biscayne Boulevard are; single family homes with some high density multifamily housing and a small band of moderate density housing abutting the Boulevard. The area east of the Boulevard in the Upper Eastside has little commercial intrusion from the Boulevard, with the exception of 79th street. West of Biscayne the dominant housing structure is single family; however, many of these structures have been converted to duplex and medium density multifamily housing. Apartment and converted transient housing (motels) are more common occurrences west of Biscayne, and commercial intrusion is more common with the light industrial use along NE 4th Court. The structural conditions of the residences and commercial buildings range from very good to good for structures east of the Boulevard, and good to poor for structures west of the Boulevard. The infrastructure conditions are good to fair throughout the neighborhood. There are numerous infrastructure improvements which have recently been made by Miami -Dade Water and Sewer Authority, Florida Power and Light, and Florida Department of Transportation. Major street improvements are being planned for Biscayne Blvd. with preliminary planning for these already in process. Biscayne Boulevard's future as a major arterial roadway will need to consider the impacts on the adjacent neighborhoods and the businesses along the corridor. The increasing volume of traffic, the high speeds of traffic during off peak hours, street closures and narrow turning lanes are but a few of the issues requiring immediate attention. There are numerous social problems throughout the neighborhood, especially along Biscayne Boulevard and the area west of the Boulevard. These social problems range from prostitution, robberies and muggings, to drug trafficking and drug use The only significant area of inconsistent land use is the industrial area along NE 4th Court which is directly across from an area with duplex/multifamily housing as its land use. This industrial area also acts as a buffer to the railroad tracks directly behind the warehouses. The area west of the Boulevard has experienced the greatest decline in population; it has the largest percentage of deteriorated structures; the greatest number of low income residents; and the highest level of unemployment in the neighborhood. 28 99- 469 Housing Issues • Affordable Housing (an unresolved issue is what level or affordability is being addressed). • Less renters and transients housing. More home ownership • Overcrowding (an acute problem in the area west of Biscayne Boulevard). See City of Miami code housing section. • Lack of a neighborhood appearance code. See next section on design standards and guidelines. • Absentee landlord/ownership (an acute problem in the area west of Biscayne Boulevard). • Upgrading of substandard multifamily housing. Restoration of historically significant multifamily housing. • New multifamily housing for low and moderate, working professionals. • Stringent code enforcement. • Promotional programs to attract individuals to the community. • Incentive programs for developers to bring in new multifamily housings and mixed use projects to the area. • Increased home ownership including condominium and cooperatives; new housing subsidies for low and moderate income individuals and families. 29 99- 469 91 COMMUNITY IMAGE/URBAN DESIGN Plan of action The Upper Eastside area encompasses approximately 71.000,000 square feet, or 1.630 acres of land The area is made up of distinct districts varying greatly in the character of their development, as well as their physical condition. The uneven development undergone thus far by the diverse districts has resulted in a loosely arrattged tapestry of insular enclaves. Some residential districts have recently been invigorated by a strong current of gentrification; others, however have failed to capitalize from this occurrence, largely due to the fragmentation created by existing infrastructure limitations and the absence of strong linking elements. The significant revitalization thus far experienced by some residential districts coupled with the forthcoming enhancement of the Biscayne Boulevard corridor currently being planned by the Florida Department of Transportation (FDOT) as well as the presence of organized community support in the area make for an auspicious set of circumstances for implementation of this development master plan. The planning charrette and public concerns generated a clear consensus setting forth the urban design issues to be addressed by this document. Three salient points emerged: The status quo of miscommunication and factionalism must be challenged and substituted by a well orchestrated grassroots effort toward the revitalization of the Upper Eastside community. 2. A reorganization of land -use regulations in the area is necessary in order to replace the existing patchwork of complicated zoning and land use designations with an integrated, organic and holistic set of regulations. 3. Creation of design guidelines and standards that will direct future development in the area safety, security and strengthening the quality of life for the Upper Eastside. Statement of Intent The Upper Eastside will be transformed into a healthy, cohesive community, the proud gateway to the city from the north. It will become this through: • Encouraging redevelopment of strategic properties with building types and uses that will improve the visual quality and security of open spaces for the enjoyment of all. • Encouraging the improvement of existing structures with building features and uses that better capitalize on the strategic opportunities offered to the community by its privileged regional location. • Develop special zoning district (SD) regulations to supplement existing zoning with a more precise and coherent set of site -design guidelines and architectural standards designed to bring about specific results including the desired shape to public spaces and visual harmony among buildings. • Providing linking elements to eliminate gaps in the fabric of the community and endow it with unity and cohesion. • Eliminating physical barriers to pedestrian circulation, facilitating traffic flow. • Reducing crime through the invigoration of community pride and vigilance. 30 99- 469 • Designing the anticipated development along Biscayne Boulevard in a configuration that provides a proper transition between communities to the south and to the north as well as to serve as the needed shared corridor to link neighborhoods to the east and to the west. • Correcting the physical relationship between commercial buildings and the streets on which they are located and achieving better integration between commercial and residential districts. Urban Design Guidelines PALM GROVE BISCAYNE WEST EATON PARK N E. 5151 SHORECREST BELLE MEADE a BELLE MEADE 13LAND COMMUNITY DESIGN .: Improved -Reserve O Stable-Reintorce Irregdar-Improve Unsteady-Staboize ...e wholesale-InausMc0 Hstonc District • Major intersections Community Assets The physical appearance of the residential and commercial areas is part of the neighborhood aesthetic and urban design. Among the aesthetic and urban design problems and needs are the visual confusion due to competing design elements including signage, building materials, colors. awnings, unsightly facades, and the generally poor appearance of some buildings in the area. • Need to improve the appearance of building facades within commercial and residential areas. • Need to provide visual amenities such as murals and ceramic tile plaques, decorative iron and woodwork, stained glass, tile and pavers. • Improvement of the quality of signage along commercial corridors. • Gateways to the neighborhood at key locations. • Lack of sufficient pedestrian amenities including street furniture and inadequate weather protection for pedestrians. Need street beautification and improvements projects. • Lack of sufficient landscaping along major corridors and within private property. 7_ MAGNOLIA PARK • The need to improve neighborhood O CommwOy Gateways maintenance including commercial facade ziF-- 969�s N E b sF — maintenance, pickup of trash and litter in commercial and -residential areas; improvement right-of-way and swale area maintenance, and for vacant lot clearance. Organize commerce around "critical Mass" commercial areas, i.e.; N.E. 54th Street, Pubiix/Eckerd Drugs, N.E. 61 st-62nd Streets, Biscayne Shopping Plaza. 31 99- 469 F DISTRICT i DISTRICT I CONDITION I ZONING SPECIAL. COMIviUI�1)4i'X' BOUNDARIES iDESIGNATION 1 AMMENITIBS 5...........::......:..::...........P...................:..............:.::.. V........ VARIED ............................. MIXED N. 6 l st Street E. Biscayne Bay Very good R-1 Historic Biscayne Bay S. Lake Road (50) to PR I Designation :Morningside I FEC tracks very poor C-1 SD-9 Park O SD-9 Biscayne Boulevard FEC Tracks .................................................................................:..VARIED.......... Bay Point ........... .............................. MIXED N. Lake Road (50) Sabal Lake I E. Biscayne Bay Very good R-1 :Biscayne Bay S. 40th Street to C-1 SD-9 Morningside FEC tracks very poor Park Biscayne Boulevard FEC Tracks Magnolia Park :.............................................:..................................:. VARIED MIXED .............................. ,... .................................... N. 40th Street Sabal Lake E. Biscayne Bay i Marginally •. R-1 Biscayne Bay S. 36th Street good to R-3 SD-9 :Morningside FEC tracks marginally PR Park poor C-1 Biscayne Boulevard FEC Tracks ..... ......... .................. ......... Y ...:........................•.............................................................................................. Eaton Park VARIED MIXED N. 64th Street Eaton Park E. Biscayne Blvd. I Marginally I PR Biscayne I S. 55th Terrace poor to very R-1 :Boulevard I FEC tracks poor R-3 SD-12 FEC Tracks O SD-9 C-1 SD-9 C-2 .................................................................................................................................................................... Biscayne West VARIED MIXED ........, ... I N. 77th Street I Eaton Park I E. Biscayne Blvd. I Marginally R-2 I Biscayne I S. 64th Street poor to very R-3 Boulevard FEC tracks I poor O I FEC Tracks - C-1 SD-9 Morningside i C-2 .................................... I Elem. ................................... ...................... ................... :................................. ............t..................p Biscayne Plaza ........ VARIE MIXED .............................. N. 83RD Street i Little River E. Biscayne Blvd. I Marginally R-3 Biscayne S. 77th Street poor to very I O I Boulevard •. FEC tracks poor I C-1 I SD-9 I FEC Tracks C-2 32 99- 469 Goals, Objectives And Policies Make Area Safe • Correct security difficulties and resolve related image issues. • Correct zoning and land use errors. • Generate pride of neighborhood and encourage surveillance of neighborhood streets. • Discourage visitors from exposing themselves to risk. • Architecturally define clear edges between public and private realms. Direct Redevelopment • Control scale, intensity and appearance of new development. • Improve the visual character and increase utility of public spaces. • Maintain and reinforce stable neighborhoods. • Stabilize and improve unstable areas. • Encourage long term ownership and owner -occupancy of buildings. Revitalize commercial areas • Promote infill development and encourage mixed use. • Establish design standards for pedestrian oriented storefronts. • Provide enhanced street furniture and fixtures. • Discourage high speed traffic through implementation of calming devices. • Clearly mark pedestrian crossings. • Implement unified signage program throughout the community. • Implement effective parking strategy. Design Vision In the effort to restructure and revitalize the Upper Eastside community, it is proposed that integration and coherence can be accomplished through a unified design vision. This vision shall be translated into a set of design and development standards and guidelines which will make up a community appearance code. Existing Conditions The Upper Eastside has, at present, a building stock of considerable age and character and an infrastructure configuration which, although partially altered, remains clearly linear in layout and maintains a discernible hierarchy. These are the anchoring points which new development must observe and be designed to reinforce. Linking Strategies As mentioned previously the greatest challenge to overcome in order to achieve the integration of the community, is the present lack of interaction between its component neighborhoods and particularly between the neighborhoods and the commercial -corridor. The success of the planned commercial revitalization of Biscayne Boulevard will depend largely on the support of the abutting neighborhoods. For this reason it is imperative that the interaction of neighborhoods and the corridor be facilitated and reinforced through linking strategies. 33 4 i ill 4 C 0. Prototypes Commercial and residential prototypes of different scales and intensities should be designed and developed so as to integrate well with the existing fabric while reinforcing it. A coherent palette of architectural details, sensitive massing and scaling and connecting features to be used throughout the project area will accomplish the desired strengthening of character and result in the emergence ot'a new identity based on existing structures. Site Design Standards • Zoning Designations Although the current zoning regulations define a set of development rights for property owners that must be largely accepted, through overlays and special districts it is possible to ensure that such development is of desirable quality and is compatible with the vision of the master plan as well as beneficial to the community. • Permitted Uses A careful analysis of the uses presently allowed, their interaction and their effect on the community in general and neighboring areas in particular will yield a clear picture of what combinations prove successful and which uses should be promoted. These different combinations can be encouraged and facilitated through special districts and zoning overlays and will yield different nodes of commercial activity ranging from local to regional appeal throughout the Boulevard. • Design Standards A study will be conducted to study and catalogue the salient architectural features of the buildings in the different neighborhoods in order to sift out those elements that endow each area with a unique character and scale. These elements will then be used as guides when composing the code standards which will regulate future development. Below are listed a proposed set of categories for which criteria will be established that will guide the planning, building and zoning reviewers in their evaluation of future proposals. Architectural Standards • General Standards • Building Walls • Garden Walls And Fences • Characteristic Design Features • Roofs And Gutters • Openings, Articulations • Gateway Structure Details • Illustrated Building Examples ;•� y� i a ri x Street Standards • Fixtures • Furniture • Pavers • Special Conditions 34 99- 469 7- Areas / Sub -Districts i '.+ 'P 'MXVT-i 4 & -I rl w d (� S l 1Ja.a,�ld4 U 1S-tK w'r • Linkages 15/Te14YNE Ml/LS7XIW +, rMai- i i5 �5- 465 COMMERCIAL REVITALIZATION During the charrette there were a number of issues expressed by the residents and property owners of the Upper Eastside that they considered to be key to the redevelopment of the entire Upper Eastside community. One of the main issues centered around commercial revitalization. It is no secret that the residents and property owners of the Upper Eastside would like to enjoy similar goods, services, and quality of life that other areas of Miami and Miami Beach presently enjoy. The intent of this plan is to develop a character for the commercial areas along Biscayne Boulevard. Based upon the following analysis, the Upper Eastside community presently has five shopping areas: 1. Area l - Biscayne Boulevard, from NE 37th Street to NE 55th Terrace. This area is a mixture high density and low -density office buildings, a television news studio, discount clothing stores, a grocery store and a drug store, a gas station, a few motels, and a fe%v specialty shops. 2. Area 2 - Biscayne Boulevard, from NE 60th Street to NE 77th Street. This area is mostly small to medium motels, two gas stations, a few specialty shops and restaurants, and some small offices. 3. Area 3 - Northeast 79th Street, from the F.E.C. railroad right-of-way to Biscayne Bay. This area is a mixture of small offices and retail storefronts, a few specialty shops, a marine sales and services center, one prominent restaurant and several fast-food restaurants. 4. Area 4 - Biscayne Boulevard, from NE 80th Street to NE 87th Street. This area is a mixture of auto service stores, a gas station, a mid -rise office building, a few small offices, a few motels, one prominent restaurant and a few fast-food restaurants, and a few specialty shops. 5. Area 5 - Northeast 4" Court, from NE 61" Street to NE 79`h Street. This area is on the east edge of the Lemon City Industrial Park. While the east side of NE 4" Court is residential, the west side is warehouses of light industrial shops, small manufacturing shops, and other liberal commercial uses. Though the FEC Railroad right-of-way is to the rear of these properties, there is no function between the two exist at the present. 6. The Biscayne Shopping Plaza, at NE 79th Street and Biscayne Boulevard. This center serves as a regional discount retail center with office facilities. The offices are presently occupied by law and immigration firms which desire a location adjacent to the Immigration and Naturalization Services Building across NE 79th Street. From a local perspective, areas 1 and 2 tend to serve the neighborhoods that are adjacent to them, whereas areas 3 and 4 seem to attract a more regional clientele. There is an area outside of the master plan's study area, Biscayne Boulevard, north of NE 87th Street, which should be considered during the development and implementation of this plan. While this master plan may not address this area specifically, there exist commercial retail centers that have had and will continue to play a major role in the commercial revitalization of Area 4 along Biscayne Boulevard. The commercial warehousing district along NE 4th Court is an area in great need of revitalization. There are numerous vacant structures and properties in this area. Although the area is not located on a major traffic corridor, and presently possesses a more industrial image, it is zoned liberal commercial. This area can be suitable for commercial establishments desiring a location near Biscayne Boulevard, without the numerous zoning restrictions. Some parts of the Upper Eastside community are seen as dangerous, drug infested, "prostitutes -on parade" -types of area. That image is reinforced by the Pussycat Theater (now Club Madonna) and the numerous hotels/motels along the Boulevard. The Upper Eastside community lacks a range of strong local stores, and is weak in the quality of supermarkets. Regionally, there is a probably sufficient demand for one more quality market in this area of Miami. The region is also lacking in moderate -priced shopping and entertainment. 36 99- 469 Commercial Revitalization Ntap N.E 87 Sr Miami Anchor/ Uba n Activity City limits 79 a 9iopping Center Fedevelopment along t Uttle RverCanaI (view) _ N.E79Sr Fbstaurantsf Entertainment Facade Improvements { .. 1 - Multifamily Fesdential/ Commercial r Adaptive reuse into Molesale/ Factory-Fbme Sip ply/ Famishing/Designers Siowroom _JP FarmerMadcet `T'• _ Community Center N. E 81 Sr Multifamily Flesdential/ Office .:.::. N.E54Sr Motel Re -us? COMMB:r,L4L F;EM-RJZkUON AND BC SWG COMM B:r,L4LAFFAS ■ Felstricted Commercial Liberal Commercial O ffic e 37 Area I - Biscayne Boi.ilevard, from NE 37th Street to NI: 55th Terrace Existing ConditionsiReconimendations I. The NE 38th Street intersection lacks a destination. (�sateway to the Design District) 2. The office vacancy level is moderately high. New IVAX Corporate Headquarters 3. Good streetscape from NE 38th Street to NE 50th Terrace, weak streetscape from NE 50th Terrace to NE 55th Terrace. 4. The hotels/motels on the east side of the Boulevard have been perceptually linked to the negative image of the community. (adaptive reuse) 5. A new freestanding Eckerd's Drugstore. 6. A small, heavily utilized Publix Grocery. Buildin,; is dated, although a relatively new facade was built in the late 1980's. Former Eckerd's site is vacant, possible Publix expansion. 7. Dated commercial and office storefronts with limited or no access to rear parking. 8. Gas station needs to be redesigned to improve vehicular accessibility. 9. A few multifamily residences, small offices, and a private school north of NE 55th Terrace 10. One motel on the west side of the Boulevard. (possible reuse as a bed & breakfast) Area 2 - Biscayne Boulevard, from NE 60th Street to NE 77th Street Existing Conditions/Recommendations I. There are too many hotels/motels for the legitimate market in this area. The number of dated hotels/motels on both sides of the Boulevard have been perceptually linked to the negative image of the community. (possible adaptive reuse or redevelopment sites) 2. Several small and dated commercial and office storefronts. (facade improvements) 3. Two fairly new/remodeled gas stations. 4. Lack of parking to support existing businesses. (parking pockets on barricaded streets) 5. A number of vacant properties. 6. Lack of family oriented eating establishments. 7. Lack of family oriented entertainment establishments. 8. Lack of retail organization. 9. Lack of waterfront commercial activities. (Little River inlet) 10. Lack of weekend cultural festivals/flea market in Legion Park. 11. Lack of pedestrian oriented streetscape. Area 3 - Northeast 79th Street, from the F.E.C. railroad right-of-way to Biscayne Bay Existing Conditions/Recommendations 1. A number of vacant properties. 2. Several small and dated commercial and office storefronts. (facade improvements) 3. Lack of parking to support existing businesses. (parking pockets on barricaded streets) 4. Lack of retail organization. 5. Lack of pedestrian oriented streetscape. Area 4 - Biscayne Boulevard, from NE 80th Street to NE 87th Street Existing Conditions/Recommendations 1. A number of vacant structures and properties 2. Lack of retail organization. 3. Lack of parking to support existing businesses. (parking pockets on barricaded streets) 4. Several small .and dated commercial and office storefronts with limited or no access to rear parking. (facade improvements) 5. Several automotive service stores. 6. Lack of pedestrian oriented streetscape. 38 99_. 469 Area 5 - Northeast 4"' Court, from NE 61" Street to Nl: 71)" Street Existing ConditionsiReconunendations 1. The area, althoun:h resularly used by commuters it: a bypass to traffic congestion on Biscayne Boulevard and other local north-soutli traffic corridors, is poorly u,rd. 2. A number of vacant structures and properties 3. The area lacks a ne\\ identity, specialty niches. 4. The area lacks pedestrian oriented streetscape. 5. Several dated commercial and industrial storefronts with limited or no access to parking. (facade improvements) 6. Because of its proximity to an industrial park and a residential community, this area can be used as a storage center for local businesses, and or light manufactttring shops, antique repair shops, or retail store for historic home furnishing and refurbishing. The Biscayne Shopping; Plaza Existing Conditions/Recommendations 1. The center serves a small area of less than 2 miles, providing some local neighborhood and regional conveniences. There is a relatively high rate of commercial business turnover. 2. The center has a very old facade, dated storefronts. (major commercial facade improvement) 3. The center is conveniently accessible from Biscayne Boulevard and Northeast 79th Street. Ample parking and good interior traffic circulation. 4. The center lacks streetscape amenities, which includes lighting, signage, security systems, trees and landscaping. 5. The center lacks an anchor. (A major retailer and a movie theater/entertainment/activity center) 6. The center needs a new identity, specialty niches. 7. The center needs to service a larger regional based as well as the local neighborhoods. Commercial Revitalization Recommendations t. Redevelopment of the Biscayne Shopping Plaza, including retail reorganization, establishment of an anchor store - major moderate retailer (Ross or Marshall) and a movie theater/entertainment/activity center (similar to Cocowalk, but on a smaller scale) and retention of local neighborhood services. Suggest motel on adjacent site as a proposed conversion to a fitness center. (Bally's or Living Well) 2. Redevelopment of the two properties along Biscayne Boulevard, on the south side of the Little River: the Little River Public Market (next to the Discount Auto store), and a riverside restaurant along north terrace which will be a part of the adaptive reuse conversion of the Gold Dust Motel to the Biscayne Boulevard Business Assistance Center. 3. A proposed adaptive reuse of the hotels/motels on the Boulevard. There are numerous older, yet significant hotels and motels along the Boulevard which can be converted from their present use to other commercial uses which would promote a positive community identity and a pedestrian friendly environment. 4. The proposed establishment of the Commercial Redevelopment Zones (CRZ). These zones are an effort to concentrate commercial, restaurant, and entertainment related activities into small pocket areas along the Boulevard. These zones are strategically planned to center around three major intersections which serve as major access route to tine zones. The three CRZ proposed in areas along the Boulevard are • CRZ-1 centers ;hound N.L•. 54th Street and spans from N.1:. 50th Street to N.E. 55th Terrace. • CRZ-2 centers :wound N.E. 62nd Street (Martin L. King. Jr BOUIevard.) and spans from N.E. 60th Street to N.E. 64th Street. • CRZ-3 centers around N.E. 71st Street and spans from NT 091h Street to N.E. 74th Street. 39 5. A proposed mixed use commercial/multifamily development or multifamily housing development. This area along the Boulevard, from N.E. 64th Street to N.G. olth Street, and from N.E. 74th Street to N.E. 77th Street, is presently zoned C-I Restricted Commercial which allows residential uses up to R-4 high -density multifamily residential. This area should be analyzed and evaluated for possible mixed use or multifamily residential use. A special zoning overlay can be proposed to provide guidelines as to the type of residential development allowed. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area, allowing 10-25 units per net acre, with a maximum height of 30 feet for the area east of the Boulevard, and 50 feet for the area west of the Boulevard. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. 6. A proposed mixed use office/multifamily development or multifamily housing development. This area along the Boulevard, from N.E. 55th Terrace to N.E. 00th Street, is presently zoned O - Office which allows residential use up to R-4 high -density multifamily residential. This area should be analyzed and evaluated for possible mixed use or multifamily residential use. A special zoning overlay can be proposed to provide guidelines as to the type of residential development allowed. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. 7. A proposed adaptive reuse of the 4th Court warehousing district into a wholesale/factory home supplies and furnishing center with designer showrooms. This will complement and enhance the existing and proposed historic districts and will serve as a supplier to the present and future residences and property owners in need of items to restore/maintain their homes. 8. Proposed weekend festivals and flea markets at Legion Park. This will encourage park utilization. 9. Maintain the American Legion Post as a community center for the Upper Eastside. 10. Promotion of the City's Commercial Facade Improvement Program throughout the Upper Eastside. The methods of addressing commercial revitalization and other commercial development and redevelopment strategies will be addressed in detail in the Comprehensive Economic and Marketing Strategy Plan (CEMSP) section of this master plan. 0 99- 469 BISCAYNE BOULEVARD HOTELS AND MOTELS (as of September 1. 1998) NAME ADDRESS 1 UNITS 1, Vagabond Sunshine Motel 7301 Biscayne Boulevard 50 2. Gold Dust Motel 7700 Biscayne Boulevard 60 3. Davis Motel 6500-6580 Biscayne Boulevard 45 4. Paraclete Motel 7350 Biscayne Boulevard 22 5. Executive Inn Motel 7422 Biscayne Boulevard 13 6. Economy Suites Motel 6320 Biscayne Boulevard 22 7. South Pacific Motel 6300 Biscayne Boulevard 25 8. Shalimar Motel 6200 Biscayne Boulevard 50 9. Sinbad Motel 6150 Biscayne Boulevard 28 10. Royal Motel 7411 Biscayne Boulevard 25 11. Bayside Motel 5101-5125 Biscayne Boulevard 45-51 12. New Deal Motel 5061-5075 Biscayne Boulevard 32 13. Best Value Motel 5255 Biscayne Boulevard 68 14. Budget Inn Motel 5201-5215 Biscayne Boulevard 41 15. Travelers Motel 5501 Biscayne Boulevard 12 16. Laurel Motel 5445 Biscayne Boulevard 23 17. Waldorf Motel 5305 Biscayne Boulevard 21 18. Seven Seas Motel 5920 Biscayne Boulevard 45 19. Star Dust Motel 6730 Biscayne Boulevard 55 20. King Motel 7150 Biscayne Boulevard 19 21. Miami Regency Inn 8425 Biscayne Boulevard 18 22. Camelot Inn 7126 Biscayne Boulevard 19 23. Saturn Motel 6999 Biscayne Boulevard 18 24. Manson Hotel 6789 Biscayne Boulevard 22 25. Carl's El Padre Motel 5950 Biscayne Boulevard 10 Total # Units 788 TOP FIVE MOTELS The area planner recommends these motels remain as is, or under new lodging operations. 1. Bayside Motel Maintain Existing Operations 2. Vagabond Motel Maintain Existing Operations 3. Seven Seas Motel Bed & Breakfast Operation 4. Davis Motel Bed & Breakfast Operation 5. King Motel Bed & Breakfast Operation 41 V SUGGESTED HOTELMOTEL FRANCHISES The area planner recommends these hotel/motel franchises for the Biscayne Boulevard Hotel/Motel market. Days Inn Hampton Inn Best Western Comfort Inn Howard Johnson Econo Lodge Quality Inn La Quinta Inn Courtyard Marroitt Motel 6 Ramada Inn SUGGESTED CONVERSION PROJECTS The area planner recommends these motels should be converted to an alternative commercial/residential use. 1. Gold Dust Motel Business Assistance Center 2. Laurel Motel Retail/Office Space 3. Waldorf Motel Retail/Office Space 4. Economy Suites Motel Mixed Use Commercial/Multifamily 5. Shalimar Motel Mixed Use Commercial/Multifamily 6. South Pacific Motel Mixed Use Commercial/Multifamily �Z 1 MCTn . 42 Q( LIST OF OCCUPIED STORE SPACE AT T14E BISCAYNE SHOPPING PLAZA (as ofSeptember 1,1998) Name Type of Business I. Smart & Final Food/Supplies/Business/Home 2. Perfumania Fragrance and Scents 3. Radio Shack Electronics 4. Payless Shoesource Shoes 5. Payless Kids Children's Shoes 6. Mac Frugal's Bargains and Closeout Items 7. Three Sisters Women's Clothes 8. Eagles Fashion Club Men's and Women's Clothes 9. Everything in Store Women's Clothes 10. Baskin Robbins Ice Cream Shop 11. Biscayne Plaza Beauty Supply Beauty Supply Shop 12. Romi Men's Clothes 13. Only a $1.00 Bargains and Closeout Items 14. Lafer Jewelers Jewelry Store 15. J & C Bags Accessories 16. Hour Photo Photo Development 17. Sizes Unlimited Women's Clothes 18. - 5 Discount Bargains and Closeout Items 19. Sneaker Outlet Shoes 20, Cool J's Sport Center Sport Apparel 21. Subway Fast Food Restaurant 22. Biscayne Plaza Cafeteria Restaurant 23. Dunkin Donuts Fast Food Restaurant 24. McDonalds Fast Food Restaurant 25. Biscayne Plaza Cleaners Cleaners 26. Biscayne Plaza Wash Bowl Laundry Laundry Mat LIST OF OCCUPIED OFFICE SPACE AT THE BISCAYNE SHOPPING PLAZA �__- 1. Weiner & Steingold Law Office/Immigration 2. Virgio Travel Travel Agency 3. Lawyer Abogado Law Office 4. David Novda Law Office/Immigration 5. Biscayne Haircutters Hairstylist 6. ABC Services Immigration 7. International Legal Services Immigration 8. Tomas Rodriguez Immigration 9. Officina De Immigracion Immigration The Biscayne Boulevard Shopping Plaza, managed by Terranova Management, is a regional commercial center on approximately 12.5 acres. A site this large can and should service two clienteles at the same time: • The commercial and service center needs of the Upper Eastside/Greater Biscayne area which includes Little Haiti, North Bay Village, El Portal, and Miami Shores. • An entertainmentiactivity center for the entire northeast region of Dade County, (from 36th Street to 135th Street, and from 1-95 to Biscayne Bay) and other areas of Dade County. 43 99_ 469 t LIST OF BUSINESSES ACROSS FROM BISCAYNE SHOPPING PLAZA N.E. 79TH STREET (as of September I, 1998) Name Type of Business 1. Dollar Bills Bargains and Closeout Items 2. Rent -A -Center Furniture and Electronics 3. One Price $7.00 Clothing Store 4. USA Mini Mart 24 Hour Store/Gas Station 5. Home Mart Furniture Furniture 6. Goodwill Store Secondhand Merchandise LIST OF BUSINESSES ACROSS FROM BISCAYNE SHOPPING PLAZA BISCAYNE BOULEVARD (as of September 1, 1998) Name Pawn Shop China Palace Cafe Chin Fung Pearle Vision Center Biscayne Law & Medical Center 44 Type of Business Bargains and Trade Restaurant Restaurant Optical Center Professional Services 99- 469 TRAFFICMIA\SPORTATION DQSi1NG 1RAFRC CONDITIONS �--+ Tra ffic Tra ffic Pro b le m Are a As a part of the master plan, traffic and transportation has become and will continue to be one of the major ke\ elements of the revitalization and redevelopment of the Upper Eastside community. Traffic and transportation, as with other elements of planning in urban areas, is closely related to other issues. The traffic and transportation elements of this plan must address not only traffic and safety issues, but must also coordinate with and support other elements of the plan, such as. security and preservation of neighborhoods, development of community commercial zones, revitalization of regional commercial districts, and should include landscaping on a human scale. The master plan elements for traffic and transportation take an integrated approach to guiding the future of traffic configurations and transportation efforts in the Upper Eastside by supporting the other elements of this plan. The overall goal of the traffic and transportation element of the plan is to create a small town, urban village -like character, and development a future vision of the Upper Eastside, as it relates to local and regional functions of transportation, for example: As a component of the commercial revitalization element, circulation and parking are critical tools to redirect commercial development and define the scale, pattern, and character of the commercial district. As a component to the housing and neighborhood enhancement element, the volume and speed of vehicular traffic, the ability to use non -motorized modes of transportation, and the pedestrian character of the street are used to: • redefine residential areas, • maintain an integrated urban form of neighborhoods connected by multiple streets, • help redirect traffic to support the revitalization and redevelopment of other neighborhoods. As a component to the community image/urban design element, the structure/street relationship and the organization of biller elements related to the street (lighting, furniture, signage, etc.) is instrumental to the development of the overall character of the Upper Eastside area. 4. As a component of the parks/open space element, the streets provide one of the most significant opportunities for landscaping as the street are the primary system of public transportation for the entire Upper Eastside. 45 99- 469 I Traffic/Transportation Map 77 � N. E. 36 ST. 46 N. E. 87 Si. TRAFFIC/ TRANSPORTATION — Major Arterial -4 Neighborhood Access Local Traffic Zones Existing Traffic Barriers ♦ Proposed Traffic Barriers — Proposed Bikeway Routes • • Future Light Rail Transit ■ Eliminate Arterial Transit 99- 469 BOULEVARDS & PARKWAYS Streetscape The Streetscape, usually defined by the public right-of-way, is a major factor in shaping our urban landscape. Streetscapes - and the manner in which architecture and open space are used with them - define what we call the public realm. Codes and ordinances do not address the public Streetscape beyond the right-of-way line, but can strongly influence the character of the public realm. This master plan will address the following aspects of streetscape improvements: 1. 'Ways to improve the visual quality of streetscape through planting. 2. Alternatives for street configuration to create a pedestrian -friendly environment while facilitating vehicular, pedestrian, and bikeway circulation. 3. Enhancement of view corridors and scenic corridors. MAW Iowa General Recommendations Nr4MrrMMAr Prepare a Streetscape Master Plan which identifies a palette of street trees and palms to be planted in various r oars neighborhoods based on existing plants, maintenance requirements, and feedback from neighborhood representatives/City staff. The plan would analyze: EVM° 1. Coordination of private development street tree requirements with proposed planting in the right-of- ways. 2. Thematic plant communities, such as tropical fruit and flowering trees, to war create a system of neighborhood identification, historical significance and cultural image of the Upper Eastside. & PARKWAYS 47 3. Establishment of a hierarchy to prioritize streetscape/street tree planting for the Upper Eastside and each neighborhood. 4. Feasibility of relocating overhead electric lines underground. 5. Recommendations for bike paths, streetscape furniture, and signage. 99- 469 ;. Proposed Traffic/Transportation Streetscape Projects l . Biscayne Boulevard Streetscape Project (a part of FDOT's rebuilding of Biscayne Boulevard, from NE 20th Street to NE 123rd Street). 2. Little River Parkway Streetscape Project 3. Northeast 79th Street (proposed Shorecrest Parkway) Streetscape Project. Major Corridors Miami City limits. N. E. 82 ST.b'>........ u, N. E. 79 ST.............._, Based on the findings of this planning process, - P �_ e ST. nine major corridors were identified as potential streetscape sites. These were defined as the corridors having the greatest need, and t - potentially having the most beneficial impacts for streetscape improvements. -- -- N. E. 81 ST. N. E. 54 ST.;• =:_.... ........ �a � x s E. 38 ST. ^4 _ 48 1. Biscayne Boulevard 2. Federal Highway 3. Northeast 38th Street 4. Northeast 54th Street 5. Northeast 61 st Street 6. Northeast 62nd Street (M.L. King, Jr. Boulevard) 7. Northeast 79th Street 8. Northeast 82nd Street (Little River Parkway) 9. Northeast 10th Avenue 9 469 Biscayne Boulevard Existim, Conditions I. The primary north -south corridor with major impacts throughout the Upper EaNtSide community. 2. Overhead utility lines create an unsightly image. and limit potential plantine in the swale areas. 3. Identified as a major commercial/office district for the community. 4. Not pedestrian- friend l . Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. 5. Major intersections: NE 5-Ith Street. NE 61st-62nd Street. NE 79th Street. and NE 82nd Street. Recommendations I. Reconstruct street to allow for expanded sidewalk, bikeway, additional planting in the swale areas, and paver design for sidewalk cafes where feasible. 2. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 3. Reconstruct street to allow• for new center medians from NE 50th Terrace to NE 87th Street, with turning lanes at major intersections only. 4. Ylake extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 5. Define major intersections with planting islands, new signage, a gateway feature for the Design District at NE 38th Street, and a gateway feature for the various neighborhoods along the Boulevard. Federal Highway Existing Conditions 1. A secondary north -south corridor with minor impact to the community. 2. Service road for businesses along Biscayne Boulevard between NE 38th Street and NE 54th Street. 3. Serves as a bypass for Biscayne Boulevard traffic overflow. 4. Runs parallel to the Florida East Coast railroad right-of-way. 5. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 6. Little or no streetscape. 7. Little or no pedestrian sidewalk/amenities. 8. No bikeway/path. 9. Major intersection: NE 54th Street and NE 39th Street Recommendations 1. Reconfigure street to allow for sidewalk, bikeway, planting improvements, and future Metrorail line. 2 Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 3. Define major intersections with planting islands, new signage, and a gateway feature for the Design District at NE 39th Street. Northeast 38`h Street Existing Conditions I . Serves as an east bound exit ramp for 1-195 to Biscayne Boulevard. 2. The entrance to the Design District from Biscayne Boulevard. 3. There is a mixture of land uses ranging from multifamily residential along the exit ramp, to commercial along the Boulevard and into the Design District. 4. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 5. No bikeway/path. 6. Major intersections Biscayne Boulevard and Federal Highway. 49 99 469 Recommendations I. Co -designation of Nli 38th Street as Designer's Way. 2. Define major intersections %%ith planting islands, new signage. and a gateway feature fir the Design District from NE 38th Street and Biscayne Boulevard to NE 39th Street and Fcdcral IIi0ma\. 3. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 4. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect %%ith concrete paver crosswalks. Northeast 54th Street Existing Conditions 1. A secondary east -west corridor with minor impacts to the community 2. Allows access to and from 1-95 expressway, the Little Haiti. and Model City communities to the west. 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. d. No bikeway/path. 5. Major commercial district 6. Major intersections: Biscayne Boulevard and Federal Highway. Recommendations 1. Reconfigure street to allow improved vehicular access to NE 4th Court(Federal Highway, Biscayne Boulevard, and NE 55th Terrace.(A streetscape traffic circle) 2. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 3. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. 4. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 5. Define major intersections with planting islands and new signage. Northeast 61 st-62nd Street Existing Conditions 1. A primary east -west corridor with major impacts to the community. 2. Major access to and from 1-95 expressway, the Little Haiti, and Model City communities to the west 3. Northeast 61st Street is one way eastbound from NE 2nd Avenue to Biscayne Boulevard. 4. Northeast 62nd Street is one way westbound from Biscayne Boulevard to NE 2nd Avenue. 5. There is a mixture of land uses ranging from multifamily residential and light industrial along Northeast 61st and 62nd Street, to commercial along the Boulevard. 6. Major intersection: Biscayne Boulevard Recommendations I. Co -designation of NE 61st Street as "Historic Lemon City Parkway". (N.E. 62nd Street will remain MLK Boulevard) 2. Reconfigure street to allow for expanded sidewalk, bikeway, addition planting in the swale areas, and paver designs for sidewalk cafes where feasible. 3. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. 4. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 5. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 6. Define major intersections with planting islands and new signage. 50 99- 469 Northeast 79th StrecuJohn F. Kennedy (.IFK) Causeway CExistine Conditions I . A prhnary eastbound corridor w ith major impacts to the COMM Lill it%. 2. Major access to and Isom 1-95 express +e'a%. the Little I Iaiti. and Model City communities to the %eest. and J F K Causeway to the beaches 3. Overhead utility lines create an unsightly image. and limits potential planting in the swale areas. 4. Identified as a major commercial/office district tier the community. 5. Not pedestrian friendly. Minimum sidewalks and no bikew-ay/paths. Bus stops within driving lanes. 6. Little or no streetscape 7. Three lanes eastbound and one lane westbound with on -street parking and turning lanes where feasible. S. Major intersection: Biscayne: Boulevard and N.E. 1 Oth Avenue Recommendations I. Publicize the co -designation of NE 79th Street as "John F. Kennedy Causeway". 2. Reconfigure street to allow for expanded sidewalk, bikeway, addition planting in the swale areas, and paver designs for sidewalk cafes where feasible. 3. Reconfigure street to allow for ne%v median improvements from the Boulevard to the bay. 4. Expand sidewalk at opposite sides of the street to create mini -plazas with planting and kiosks. Connect with concrete paver crosswalks. 5. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 6. Make extensive streetscape improvements in commercial districts including expanded sidewalks, parking reconfiguration and planting improvements. 7. Define major intersections with planting islands. new signage, and a gateway feature for the Shorecrest and Biscayne Harbor neighborhoods at NE I Oth Avenue. 8. Re -engineer street from high volume, three lanes eastbound/one lane westbound, transit corridor to a two-way, five lane (center turn lane) commercial street. with no on -street parking. Northeast 82nd Street Existing Conditions I. A primary westbound cotTidor with major impacts to the community. 2. Major access to 1-95 expressway, the Little Haiti, and Model City communities to the west 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 4. Identified as a single and multifamily residential district with a commercial district along the Boulevard and major cross streets. (NE 2nd Avenue and Miami Avenue) 5. Not pedestrian friendly. Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. A vehicular speedway. 6. Little or no streetscape. 7. Two and three lanes westbound with on -street parking and turning lanes where feasible. 8. Major intersection: Biscayne Boulevard Recommendations I. Reconfigure street to allow for expanded sidewalk, bikeway, addition planting in the swale areas. 2 Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 3. Make extensive streetscape improvements in residential districts including expanded sidewalks and planting improvements. 4. Detinc major intersections with planting islands, new signage, and a gateway feature for the Shorecrest neighborhood. 5. Re -engineer street from high volume transit corridor to a two-way residential street. 51 99- 469 r., Northeast 10th Avenue Existing Conditions I. A neighborhood north -south corridor used as a primary connector with major impacts to the community. 2. Maior access to Biscayne Boulevard via N.E. 82nd Street connector. N.E. 79th Street (!EK) Causeway to the beaches. only north -south connector east of Biscayne Boulevard between the Miami Shores and Shorecrest communities. 3. Overhead utility lines create an unsightly image, and limits potential planting in the swale areas. 4. Identified as a single residential district with a commercial district along N.E. 79th Street. 5. Not pedestrian friendly. Minimum sidewalks and no bikeway/paths. Bus stops within driving lanes. A vehicular speedway. 6. Little or no streetscape. 7. Major intersection: Biscayne Boulevard and N.E. 79th Street. Recommendations 1. Co -designation of N.E. loth Avenue as Shorecrest Drive. 2. Reconstruct street to allow for expanded sidewalk, bikeway, addition planting in the swale areas. 3. Relocate overhead utility lines underground to improve visual character and allow for large canopy tree planting. 4. Make extensive streetscape improvements in residential districts including expanded sidewalks and planting improvements. S. Define major intersections with planting islands, new signage, and a gateway feature for the Shorecrest neighborhood. 6. Re -engineer street from high volume transit corridor by adding neighborhood traffic circle to slow down local traffic and deter cut -through traffic. 52 99- 469 PARKS/OPEN SPACE Parks And Recreation Parks and open spaces, like streetscapes. are an integral component of our urban fabric. As such, they are a direct reflection of our social and cultural well-being. They provide an essential need in community building bringing us together to play, and to know each other. A successful park system offers a diverse set of recreational opportunities allowing for various kinds of recreation which serve all members of the community. Many municipalities advocate well -programmed parks that provide activities to encourage young people to get off the street and thereby reduce neighborhood crime. As heard often during the charrette, crime, drugs and prostitution are the major concerns of the Upper Eastside community. With a combined effort of community and city agencies, parks and recreational programs can be utilized to reduce many of these community problems. Given the ever -tightening squeeze on municipal budgets, it is vital that neighborhoods residents become active in 'taking back' their parks. In fact, neighborhood associations should be encouraged to plan and program activities, and to assist in monitoring and maintaining their parks. The City cannot do it alone; there need to be closer public/private partnerships in the care of neighborhood parks and open spaces. The Parks Bond Issue A county -wide bond issue for parks, called Safe Neighborhoods Parks Act of 1996, was passed during the November 1996 election. The Parks and Recreation Departments throughout Dade County and its municipalities are formulating proposals for critical park needs (staffing, new facilities and playgrounds, park furniture, programs). Presently, the City of Miami Parks and Recreation Department has prepared a budget proposal for roughly $20 million for its park program. There are many recommendations made in this proposal for the Upper Eastside parks. Parks and Recreation Recommendations Park Design Certain design principles are important in park design: They should be well -lit, with emphasis on installing vandal bullet-proof fixtures. Dense foliage should be removed from the perimeter to facilitate easier visual monitoring without eliminating shaded areas. High walls or barriers should be removed or made transparent. Areas should be designed for use of children of different age groups. Seating areas should be designed close to tot -lots for comfortable parental monitoring. Use of playground play structures which incorporate the principle of "integrated play" (as opposed to the old playground concept of spreading playground equipment helter-skelter throughout the park.) Equipment should be designed with long-term maintenance, safety and handicapped accessibility in mind (an important factor given shrinking parks budgets and potential for litigation.) 53 99- 469 7, Parks Maintenance I. Native, drought -tolerant vegetation should be planted to reduce maintenance and conserve resources. 2. Allow some areas to become more "naturalized." 3. Plant design should utilize "xeriscape" principles, which reduce demand on municipal water supplies, 4. Irrigation systems can be designed in accordance with "xcriscape" principles, and provided with rain/ground moisture sensors to eliminate over -watering. 5. All parks should have a maintenance specification prepared for their specific needs. Special Park Districts A relatively old concept in regional park management, known as Special Park Districts (SPD), is also gaining momentum. These are independent districts which have their own tax base, elected boards of directors, and considerable public involvement. These districts are created out of citizens desire to control the delivery of park and recreation services apart from other services. SPD's have shown they can reduce overhead costs while improving the overall efficiency, response time, and economics for park and recreation services. Some distinct advantages are: 1. Their independence allows SPD's to act "more boldly" than park and recreation departments in legislative matters. 2. They can focus full attention on fulfilling public recreational needs. 3. They can move into the private community for private funding drives. 4. They enjoy more active community involvement. In 1988, a $225 million park bond issue for the East Bay Regional District, created in 1934, was passed (a 2/3 majority was required) indicating substantial approval for the SPD and its program and services. In 1996, a similar bond issue was passed in Dade County. Approximately $20 million from the bond issue have been earmarked for the City of Miami Parks Department for redevelopment and expansion of park lands in the City limits. The creation of SPD should be studied to effectively allow the public to assist master plan and manage the City-wide park system based on successful model around the country. 54 09- 469 71 Proposed Parks/Open Space Public Projects ==FOR North Area r General �r:� r�rrt war p�— .�.,�....�.. 1. The Upper Eastside Banner Project (sponsored by the Upper Eastside Neighborhood Associations, and local corporations. F ror 2. Upper Eastside Neighborhood Gateway Project (a design her! rLL! s�� MY�IsIr MW r. pw"arealN+rwr¢sin competition of entry ways for the neighborhoods abutting Biscayne Boulevard. 3. Rails with Trails bikeway project. 4. City of Miami Gateway Project (landscape entry features from Miami Shores, and the beach areas) �1 �d .ra�.rr Mai L'MMY..� �owMrrrw i..6—.4ti WI' Prw�n.� r PARKS & OPEN SPACES 1. Identify property to be acquired for use as a park and recreation site in the Shorecrest neighborhood. 2. Biscayne Shopping Plaza landscape improvements 3. Little River park designation. Central Area 1. Belle Meade Riverside park designation. 2. Identify property to be acquired for use as a park and recreation site in the Biscayne West neighborhood. 3. Little River Public Market (a proposed open air market at Biscayne Boulevard, on the southeast side of the river). 4. Pedestrian gateway for Legion Park from Biscayne Boulevard. 5. Canoe, kayak, paddle boat, jetskiing, and picnic activities on picnic islands between Legion and Morningside Parks 6. Old Pump House restoration (Bikeway Headquarters). 7. Eaton Park improvements South Area I. Mural project on Biscayne Boulevard at the 1-195 overpass (a ceramic mural depicting the evolution of Biscayne Boulevard, or something related to Miami history). 2. Design District Gateway Project (a gateway design competition for the Design District entry from Biscayne Boulevard. 55 469 99- THE UPPER EASTSIDE: PLAN IMPLEMENTATION The implementation of this master plan is probably the most critical element of this entire process. Organization will be the key component to achieve the level of development this master plan can provide. So far, the homeowner associations and neighborhood organizations have been the most active in providing guidance and assistance in the development of the plan. The commercial property owners and business owners have not been as involved in this planning process, which is unfortunate due to this plan has a greater impact on the properties along and adjacent to Biscayne Boulevard. UPPER EASTSIDE ACTION PLAN The Upper Eastside Action Plan is a list of proposed initiatives to assist in the potential redevelopment and future development of the community. These initiatives have been divided into three phases: Phase One Reconstruction of Biscayne Boulevard w/center medians Lighting (pedestrian and utilitarian) Street Furniture in commercial zones Landscaping, Decorative Pavers, etc. Other Streets Improvements Phase Two Facade Improvements/Cleanup & Sanitation Project Rezoning Small Business Development Districts Designation Security Program for Commercial Areas/Neighborhood Crimewatch Creation/Recreation of the Biscayne Boulevard Chamber of Commerce Phase Three Commercial Redevelopment Zones Hotel/Motel Adaptive Reuse Residential Development along the Boulevard Residential Redevelopment west of the Boulevard Other Community Projects 56 99- 469 ConimuluIN assessment Map Miami U!lll/ui IiIRnHINt �Itnllllllgtll II1/ : g1IG C4nintllllltl ltlnl/tlninn I I n . u I Inn unw. nu II• u� =nw n�I i ulnnunwu nrou I tt 1 N.E MSC— N. E. 79 Sr� UPPER EASTSDE C O MM UN ITl ASSESSMENT * City of Miami Gateways 0 Neighborhood Gateways /- Traffic Traffic Roblem Area Fbtential Hstoric Reservation Area Areasof Fbtential Boulevard Muftifamily F?adev. or Adaptive Fesidential Buse ® Areasof Boulevard Commercial Fbdev. Or Adaptive Commercial Fuse 57 99- 469 Phase One - Traffic Improvements The following project activities should be initiated and completed within a three to five year span. • Phase One will involve the implementation and construction of the new Biscayne Boulevard, to be completed in phases over a three to five year period. This involves the widening of Biscayne Boulevard from its present sixty-six (66) right-of-way to a minimum of seventy-five (75) right-of-way and the introduction of landscaped medians with turning lanes at various streets. Other features should include: additional landscaping, brick paver crossings at major intersections, decorative lighting, and decorative street furniture in the CRZ areas. • Phase One will also involve the adaptive reuse and restoration of all commercial structures within the CRZ areas. This part of the project should be coordinated with the improvements along Biscayne Boulevard for minimal business disruption. Additionally, new parking lots should be in place to support the transportation improvements on Biscayne Boulevard and the new business being developed along the Boulevard. • With the prospects of new businesses coming to this revitalized community, residential redevelopment, historic preservation, and restoration will hopefully become a reality during the three to five year time span and complete the improvements for the community. Other Traffic Improvement Projects Vehicular traffic along N.E. 79th Street and N.E. 82nd Street, from the bay to the F.E.C. right-of-way has become a nuisance to the residents, property owners, and pedestrians who travel through the area. For the residents, N.E. 82nd Street (Little River Parkway) has become a speedway for commuters coming from Miami Beach and North Bay Village. This has split the neighborhood of Shorecrest into two separate areas, resulting in decrease in property value, decrease in home ownership, and an increase in vacancies along the street. Additionally, this parkway raises several safety issues for pedestrians who may walkfride along this high speed trafiicway. • Northeast 79th Street should be re -engineered, from Biscayne Bay to Biscayne Boulevard, as a five lane, two- way major commercial corridor with two lanes each for east and westbound traffic, with a center turn lane. A parking study must also be conducted to provide adequate off-street parking for the businesses along N.E. 79th Street. Temporary street closures along the north side of N.E. 79th Street should be made pennanent. • Northeast 82nd Street (Little River Parkway) also should be re -engineered, from N.E. 79th Street to Biscayne Boulevard, as a two lane, two-way residential street with one lane going east and one west and street side parking available to the residents of the neighborhood. The temporary street closure at N.E. I Ith Avenue and 82nd Street should be relocated permanently to N.E. 1 Ith Avenue and 79th Street. This will create a cul-de-sac with a small neighborhood park for residents. 58 99-- 469 Phase Two - Community Image Improvement Initiatives The rollowim- activities should occur in tandem with traffic improvements along Biscayne Boulevard. mo- Cey roes �Gry el Me1n OeYwN V lLpropneee 6erwye ✓ae.e�m+r 6eYwYbce bnl .4ecthetic Improvements - The .Miami Gatewm, Project. A Chamber of Commerce -like organization, along with other civic or neighborhood organizations and associations, should be responsible for the identification of funding sources for community improvements, via the Upper Eastside NET office. These organizations will be responsible for developing an identity for the community as the 'northeast gateway' to the City of Miami. Funding sources may also be identified for the upkeep, cleaning, and maintenance of commercial and residential properties within the community. Biscavne Boulevard Small Business Development District A Chamber of Commerce -like organization, a community development corporation (CDC), or community redevelopment agency (CPA) should be the lead organization in establishing the Small Business Development District (SBDD). The purpose of the SBDD is to redefine the type of commercial activities conducted on the Boulevard and to take advantage of the existing hotels and motels which can be readapted for commercial and retail use within the commercial redevelopment zones. Hotel/motel property owners should be encouraged to provide retail, showroom, and office space at a rate equal to or lower than the suburban warehousing districts of north, west and south Dade County. This will help attract new entrepreneurs to the community. • Security The City of Miami Police Department should be encouraged to increase its visibility and effectiveness within the commercial and residential areas of the community. • Parking - Programming & Development Along with the new businesses that will be moving into the community, there will be a need for better parking. Parking for the existing commercial establishment is already at a premium. There will need to be a coordinated effort between the community and the Miami Parking System to provide areas for metered off-street parking. Additionally, there will need to be a coordinated effort between the neighborhood crimewatch groups and the City of Miami Police Department concerning automobile towing and the removal illegally parked vehicles in the residential fringe areas adjacent to the business districts. 59 99-- 469 I • ( ullll!(llllilt i 1,". I'�l11 ,(!l. l,'(; I I k i1 11,101101, Ilk C N1.01,411\i\ IU Cll,llrc Cimil 11.mcc 1,\ Illilirc \le\Clopei',. propCl'1\ OWICII. I\lI,t11C„ uNI1Ci',, alld the residents of' the contlnunir\. eonununit\ dC,r_n nildclincs '.hould hC de\Cloped and l)rCWIIted to tilt conulurllit\ fur input and adoption tiu• .ill nc\\ IC\Cllq\nlenls. and t'tlturc nn,dltication restoration project~. Additionalk. maintenance standards should be de\ eloped .Ind ul,tituted for ail conlIII k.•rc1,11 .Ind residential properties. • (irllwl.\'r,tllag" ,ill transportation signa_e should he _moped together to reduce the amount 01';isna_e \\ithin the ri,ht-of-way. Several \cars ago, the palm Ba\ condominiums located on N.E. 61)"' Street. east of Biscayne Boulevard, decided to do a landscaping project oil the Boulc\ ard. This project served several purposes: (I) a landmark to the commuters tra%elins the Boulevard. (2) advertisement tir the condominium. and (3) beautification of a vacant parcel of property. It also indirectl\ serves as a eate\\ay to one of the Upper Eastside historical neighborhood called Ba\side. ;mother neighborhood \which has a well landscaped gateway is Bay Point. After viewing these projects. and responding to the community's request for more landscaping and green space along the Boulevard. a Neighborhood Gateway Project should be instituted as a way to beautify the Boulevard and assist in creating identities for each neighborhood in the Upper Eastside NET area. 00 99- 469 Phase Three- Commercial Redevelopment Initiatives The following activities should occur within a one to three year time span. • Phase Two involves the establishment of the Commercial Redevelopment Zones (CRZ.). These zones are an effort to concentrate commercial related activities into small pocket areas along the Boulevard. There are also numerous older, vet significant hotel and motel alon`; the Boulevard which can be converted from their presence use to other commercial uses which would promote a positive community identity and a pedestrian friendly environment. • Three CRZ's are proposed in areas along the Boulevard. These zones are strategically planned to center around three major intersections which will serve as major access route to the zones. CRZ One centers around N.E. 62"d Street (Martin L. King, Jr. Boulevard.) and spans from N.E. 60" Street to N.E. 64" Street. CRZ Two centers around N.E. 71" Street and spans from N.E. 671h Street to N.E. 74" Street. CRZ Three centers around N.E. 54" Street and spans from N.E. 501h Street to N.E. 55'h Terrace. • The areas along the Boulevard, from N.E. 64`h Street to N.E. 67" Street and N.E. 73`d Street to N.E. 77" Street, should be analyzed and evaluated for possible rezoning for multifamily residential use. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area, allowing 10-25 units per net acre, with a maximum height of 30 feet for the area east of the Boulevard, and 50 feet for the area west of the Boulevard. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. • The area west of Biscayne Boulevard has been perceived for numerous years to be the problem area of the Upper Eastside. This area is bounded by N.E. 591h Street to the south, N.E. 77`h Street to the north, N.E. 4`h Court to the west, and Biscayne Boulevard to the east. This area is divided into two sub -areas called Biscayne West and Eaton Park. Biscayne West has been in a major decline for several years due to high immigration and lack of home ownership. The zoning is suitable for future infill development, with the exception of some properties zoned O - Office located west of the SD-9 zoning district along Biscayne Boulevard, from N.E. 64' Street to N.E. 69" Street. This area is in great need of a major redevelopment project and restoration of several homes that reflect a significant architectural period. A historic preservation district is proposed for the area from N.E. 69`h Street to N.E. 77" Street. This will hopefully encourage restoration of some of the older and architecturally significant homes in the district. A redevelopment district is proposed for the Eaton Park area, from N.E. 59`h Street to N.E. 63`d Street. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area which is zoned R-3 residential, allowing 10-25 units per net acre with a maximum height of 30 feet. Mixed use development is a preferred option in the area along N.E. 6 1 " Street and N.E. 62"d Street, between the Boulevard and the F.E.C. right-of-way. • Phase Three also involves the identification and proposed methods of acquisition of properties, along Biscayne Boulevard for the Neighborhood Gateway Project. The neighborhoods identified for this project are: Shorecrest, Biscayne Harbor, Belle Meade and Belle Meade Island, Biscayne West, Morningside, and Eaton Park. • Phase Three will also involve additional planning, implementation, and identification of financing for other physical improvements. 61 99- 469 z Miami City limits - - - - - — N. E. 54 Sr N. E. 87 Sr 7s Sr ! ®Areasof Baulevard Commercial Redevelopment orAdaptive Commercial Feuse Yx Areas of Fbtential Boulevard Multifamily ffl (bvitaiiation orAdaptive Fesidential Reuse N. E. 36 Sr 62 99-- 469 IN Potential Develop men t/Redevelopment Some arras of Potential Development Redevelopment of the _ N E 97ST Upper Eastside are: Miami City limits " - • Bisc•uti•ne Boulevard ComnurciuliHotcl,';1/otel District. This is an area which should be designated as commercial ..::':`. redevelopment zones for adaptive reuse of the old hotels and N E. 79R motels for small business development centers. _ - -- • Vacant properties along Biscayne Boulevard. These areas - - should be designated for multifamily residential housing — = and/or commercial redevelopment within the CRZ areas. __ • Biscayne Bou/evard/79th Street Intersection. Prime location _ for an Urban Entertainment Activity Center. 4 • 79th Street Shopping Plaza. The shopping center is in need --_ --- of a major facade improvement, retail reorganization, '- ^_ landscaping, and traffic circulation improvements. N. E. 61 51 - _—. • Little River Inlet. This area is best suited for riverfront restaurants, cafes, other similar water related commercial activities in the area adjacent to Biscayne Boulevard. _ -- N.E.5457 • The Pussycat Theater,'Club Madonna. This entertainment center has been reengineered to provide tasteful adult --_=- entertainment. The community has not fully accepted this -= -_- _- activity occurring in their neighborhood and still feels that it should be a family oriented entertainment center. POIENIAL • The American Legion Post Site. This site is presently for sale = FEDEVIpPMENT and is a prime location for high -density multifamily — ■ commercial residential housing, or can be retained as a community .2 {�ydential -- center. --- - -'--" N. E. 36 Sr • Legion Park Redevelopment. This park, which is located at the center of the community , should be considered the civic community center for the Upper Eastside. The park needs a gateway entry feature for pedestrian access. A weekend flea market and other types of community festivals should be held here. • Eaton Park Neighborhood. This is an area which is in great need of total residential redevelopment and/or historic preservation. This area adjacent to the historic Morningside residential district. A redevelopment district designation is recommended. • Warehouse district along N.E. -lth Court. This area, although partially occupied, provides very little service to the Upper Eastside neighborhood. Because of its proximity to the F.E.C. railway, an alternative land use is not known at this time. There have been suggestion of developing this area as a storage center and/or a commerce center for historic preservation/restoration wholesalers and distributors. • Palm Grove/Biscayne West Neighborhood. There are a few houses west of Biscayne Boulevard that are similar in architectural design and significance to those houses east of Biscayne Boulevard which have been designated historic. A historic district is recommended for this area. 63 99- 1169 COMPREHENSIVE ECONOMIC & MARKET STRATEGY PLAN The City of Miami engaged the professional services of a qualified and experienced economic planning Firm for the planning, and preparation of studies for the Comprehensive Economic and Marketing Strategy Plan for the Upper Eastside Neighborhood. The Upper Eastside Comprehensive Economic and Marketing Strategy Plan (CEMSP) is a part of the Upper Eastside Master Plan. The primary objective of the study is to address commercial revitalization strategies, infrastructure improvements and quality of life issues while maintaining and enhancing the character of the Upper Eastside. Some topics of primary concern include, but are not limited to, Commercial Revitalization/Hotel-Motel Adaptive Reuse Strategies along Biscayne Boulevard, Parking and Traffic Circulation, Housing Opportunities in Eaton Park/Biscayne West area, and overall community character and design. The professional services agreement scope of services focus on economic development initiatives to include innovative financing strategies as well as implementation strategies for recommendations in the UPESMP. In addition, the consultant engaged in significant citizen participation which involve focus groups for the discussion of goals and objectives of the Plan. End products includes the CEMSP document which will be included in the UPESMP. The UPESMP is intended to be adopted in concept by the Miami City Commission. There is also interest in publication of a popularized illustrative executive summary intended for wide distribution. The economic planning firm selected for the execution of the CEMSP is The Chesapeake Group, Howard S. Kohn, President. See the Comprehensive Economic and Marketing Strategy Plan presented by Howard Kohn of the Chesapeake Group and Susan Ackley of Ackley Advertisement. FLORIDA DEPARTMENT OF TRANSPORTATION The Florida Department of Transportation (FDOT) has conducted a SR-5/Biscayne Boulevard Enhancement Study Project Concept Summary Report on the rebuilding and enhancement of Biscayne Boulevard, the primary traffic corridor of the Upper Eastside community. This draft study, conducted by MK Centennial Engineering, Inc. - an engineering firm, provided the information necessary to determine the type, design and location of improvements, information to improve capacity with minimal right-of-way acquisition, enhance multimodal connections, improve safety, access management and upgrade aesthetic and pedestrian features. It is assumed that the roadway and pedestrian enhancement will have a positive impact on the abutting businesses and residential neighborhoods providing a catalyst for much needed economic improvement. This approach will also be used to develop a project approach and to expedite the FDOT PD&E Study for Biscayne Boulevard. Another opportunity to improve the image and significance of Biscayne Boulevard is to have the corridor designated a Florida Scenic Highway. This is a program developed to preserve, maintain, protect, and enhance Florida's outstanding cultural, historical, archaeological, recreational, natural and scenic resources. The designation of a scenic highway can benefit a community in several areas: (1) Community Recognition, (2) Community Vision, (3) Economic Development/Tourism, and (4) Partnering. Regardless of the desired benefits, a Florida Scenic Highway designation recognizes the significance of a corridor's intrinsic resources and protects these resources for future generations to enjoy. The community expects the Biscayne Boulevard project to be a high priority. Other highway projects expected to follow are the re -engineering of NE 79' Street from I-95 to Biscayne Bay, and NE 82"d Street (Little River Parkway) from Biscayne Bay to the FEC Railroad right-of-way. 64 99_ 469 THE CITY OF MIAMI'S DEPARTMENT OF PLANNING & DEVELOPMENT UPPER EASTSIDE CHARRETTE TEAM Jack Luft, Former Director Urban Design/Land Development Clark Turner, Chief -Community Planning Division Transportation Gregory Gay, Project Manager Community Development Gary Leuschner Housing & Development Francisco Garcia Urban Design/Land Development Sarah Eaton Historic Preservation Jose Casanova, R.A. Commercial Revitalization Susan Cambridge Quality of Life Neyda Galvez, Upper Eastside N.E.T. Code Enforcement Joan Schultz, Upper Eastside N.E.T. Community Relations ADDITIONAL CITY STAFF SUPPORT Anna Gelabert-Sanchez, Neyda Galvez, Fred Fernandez Administrators, Upper Eastside N.E.T. Office City of Miami Enrique Nutlez, A.S.L.A. Landscape Architecture/Urban Design City of Miami Van Woods. City Photographer City of Miami ACKNOWLEDGMENTS Michael Alexander, Herb Harper, Gregg Adams Rosalyn Brunson, Steve Hagen Harlan Woodard, R.A. Gloria Moreno Rosa, Bernice Butler Frank Zeinali, Jose Munos, Pedro Ordenes Jose Abreu, Maria Porrata Nick Stieglitz, Jr., P.A. Howard Kohn, President The Greater Biscayne Chamber of Commerce Prizm Architects, Inc. DEEDCO, Inc. M.K. Centennial, Inc. Florida Department of Transportation, District Six The Bay Point Homeowners Association The Bayside Homeowners Association The Belle Meade Homeowners Association The Belle Meade Island Homeowners Association The Biscayne Harbor Homeowners Association The Biscayne West Homeowners Association The Haynesworth Village Homeowners Association The Morningside Civic Association The Palm Bay Towers & Condominiums The Palm Grove Homeowners Association The Shorecrest Homeowners Association The American Legion Post No. 29 Law & Economics Center University of Miami The Chesapeake Group, Inc. 65 9 9_ 469 T APPENDIX The Miami City Code. Chapter 23. I, Historic Preservation The Miami City Code, Chapter 26, Housing Standard Biscayne Boulevard Transportation Enhancement Study. Section 4 A Toolbox of Traffic Calming Techniques Greater Biscayne Chamber of Commerce meetings Homeowner Association Presidents meeting Charrette Agenda List of Participants for Charrette The Charrette Team/Acknowledgment 66 99 - 469 NE 82nd St. NE 37th St. NE 8iti. Little River Pk St THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAIN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N 'not drawn to scale 99-- 469 THE CHES..PEAKE GROUP, INC. CONTENTS Subject Page Preface Survey Findings Commercial Utilization Demographic Composition Spending Demand Forecast Office Industrial Current Conditions Conclusions And Suggestions Strategic Implementation Neighborhood Economic Development Linear Urban Business Park Organizational Development Creation Of Defined Market Opportunities Marketing And Recruitment Of Business And Development Interests 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 1 1 4 11 20 30 35 39 42 48 48 49 50 51 54 99- 469 NE 871 NE 82nd St L THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC - MARKETING STRATEGIC PLA FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale PREFACE 99- 469 THE CHE...,PEAKE GROUP, INC. PREFACE The following market analysis and implementation program for the Upper Eastside area of the City of Miami that includes Biscayne Boulevard from about NE 37"' Street to 87'" Street and NE 79t' Street was prepared by The Chesapeake Group, Inc. The document was prepared by The Chesapeake Group under contract to the City of Miami. The document focuses on demand estimates for various economic functions as well as strategic implementation of marketable concepts and neighborhood economic development. The demand estimates put forth in this document are conservative in nature, tending to understate supportable or potential space. The estimates are based on household surveys of residents of the surrounding communities as well as a number of secondary sources. The analysis defines several opportunities that blend together well along Biscayne Boulevard and targeted areas that surround the commercial core. Quality of building and infrastructure design and conditions are essential to the success of the opportunities as is cooperation from business and public sector interests. It is believed that the following is marketable at present on in the foreseeable future along Biscayne Boulevard: 1. An entrepreneurial and skill training facility, providing the opportunity for conversion of two or more motel facilities located in close proximity to each other. 2. A convenience shopping center, strategically located in the northern half of the study area along Biscayne and anchored by a supermarket and drugstore. 3. A small collection of restaurants (initially three to six units) in a food court setting or close proximity to each other (shared geography and parking opportunities). There are development options that could be pursued immediately, developed over the next six months to two years, and, if properly developed, managed, and marketing, should have a high probability of success. The following other activity is marketable as well, either along 79'" Street or the nearby industrial corridor: 1. A clean, efficient auto park or auto service activity in a shopping center format. 2. A modem linear industrial business park west of Biscayne. The "keys" to inclusion of the catalytic development and enhancement of the study areas are: • Motel Reuse: The motel facilities are a significant physical and psychological factor. They are an important part of the history of the area, but are an ever present reminder of the past that is not as critical part of the economic future of the area. • Design Controls: Design controls coupled with increased consistent, coordinated code enforcement would be of substantial help in directing investment in a manner that could lead to rejuvenation of the commercial corridors. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784!(FAX)410-521-0480 - U THE CHEL..PEAKE GROUP, INC. • Therned Development: Biscayne Boulevard must establish its own unique place in the market in the future. Doing so will be at least partially dependent upon creating developments that seem to relate to each other through themes as well as design. • Limited Area: Implementation of the suggested opportunities will return the greatest benefit to the area if physically focused within close proximity to each other and not dispersed. • Economic Integration: Developments in the area at present seem to serve limited segments of the surrounding market and population base. Economic integration as well as economic development activity in selected neighborhoods will be essential to the long-term area economic viability. • Recapture Demand: Many of the sales dollars generated by area residents leave Biscayne Boulevard and 7e Street for a variety of reasons. Recapturing of these lost dollars could result in dramatic increases in sales for existing and future businesses. • Reversal Of Role Of Three Markets And Repositioning In Region: While enhancing local commercial trade, the magnitude of space in the study area dictates that the regional market must be reestablished. This will, in all probability, come from reestablishment of activity serving the larger Dade County population. The estimates presented represent The Chesapeake Group, Inc.'s opinion based on the data presented and the organization's experiences. The economic activity suggested is deemed to be marketable at present or over the next few years. However, it is cautioned that the success of any individual or collective development or industrial, commercial, and other business or activity is dependent on numerous other factors as well as marketability. Those factors include, but are not necessarily limited to: management; financing; financial feasibility; and marketing and promotional practices. Furthermore, the mentioned of any specific business by name should not be construed as an endorsement by The Chesapeake Group of the business, service, or product. 99- 469 NE 82nd St THE CHESAPEAKE- GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAN FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale SURVEY FINDINGS 99- 469 THE CHES.,PEAKE GROUP, INC. SURVEY FINDINGS A large sample telephone survey of neighborhoods east, west, and north of the Biscayne Boulevard study area was conducted during the spring and early summer of 1997. Representatives of about 300 households were interviewed in the process. Information was generated on how the study areas of Biscayne Boulevard and 79"' Street are utilized, attitudes and opinions, demographic characteristics of the market, and spending. It is noted that all surveys have inherent biases based on methodology. Telephone surveys have a tendency to include a larger proportion of seniors than reflected in the general population in an area since they are more likely to be at home and often have more time available. Telephone surveys often are unable to solicit responses form the very lowest and highest income residents, since higher proportions of these residents either do not have telephones or have unlisted numbers. However, the difficulties in the income levels generally counterbalance one another. The following is a synopsis of the findings associated with the survey of area residents. CoMmerciai Utilization The survey indicates that irrespective of the amounts spent, the purpose of the trip, the frequency, or other factors, about seven out of every ten respondents or households go to and make purchases or conduct other business along Biscayne Boulevard at least occasionally. Table 1 contains the information on the current, at least occasional use. TABLE 1 - WHETHER RESPONDENT GOES TO, MAKES PURCHASES, OR CONDUCTS BUSINESS ALONG BISCAYNE BOULEVARD OR 79TH STREET* MAKE PURCHASES OR CONDUCT BUSINESS % YES 71 UNCERTAIN 2 NO Z7 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Importantly, market penetration is a factor of the frequency of the trip as well. As found in Table 2 and the graphic that follows, about 60% of the respondents that ever come to Biscayne Boulevard or 79"' Street do so at least once a week. Another 11 % come to the area a few times a month. TABLE 2 - FREQUENCY OF THE TRIP TO THE AREA - FREQUENCY MORE THAN ONCE/WEEK 40 ABOUT ONCE/WEEK 20 FEW TIMES/MONTH 11 TWICE/MONTH g ONCE/MONTH 12 LESS OFTEN g TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-17841(FAX}410-521-0480 1 99- 469 THE CHES,,PEAKE GROUP, INC. FREQUENCY OF TRIPS ONCE A MONTH LESS OFTEN 2 TO 3 PER 12% 8% MONTH 20% ONCE A WEEK OR + 60% Based on the combined proportions from the first two tables, it is estimated that the current market penetration level is about 50%. The following is important with respect to understanding this figure and its implications. • The minimum proportion of patrons within a defined geographic area considered to be part of a market is between 20% and 25%. • There are three fundamental ways of attracting additional revenue to a commercial area. The first is to increase the dollar flow from the existing patronage. The second is to increase the proportion of households in a given area that utilize the commercial activity regularly, thus, increasing market penetration. The third is to expand the market. The latter two, and in all probability the first, are plausible alternative approaches for the study area. When coming to the study area, irrespective of whether or not a minimal or large amount of money is spent on any individual trip or collective trips throughout the year; majority come to shop. Almost nine out of every ten defined shopping as the primary purpose of the trips to the study area. Additional purposes include: using public transit; obtaining financial institution services; and obtaining personal services. TABLE 3 - PRIMARY PURPOSE OF THE TRIPS TO THE AREA` PRIMARY TRIP PURPOSE % SHOP OR BUY MERCHANDISE 88 GO TO BANK 13 OBTAIN PERSONAL SERVICE 8 VISIT FRIENDS 3 WORK 1 CATCH OR TRANSFER BUS & OTHERS 23 TOTAL I 100 'DEVELOPED BY THE CHESAPEAKE GROUP. INC., 1997, The table above and the illustration that follows contain information on the purpose of the patron trips to the study area. 2 99-6 469 THE CHE,,.-+PEAKE GROUP, INC. PRIMARY PURPOSE OF TRIP SHOP BANK PERSONAL BUS 8, SERVICE OTHERS Success of commercial activity over an extended time period is built upon the concept of synergism, or the sharing of patronage. Synergism is inherent in the operation of the shopping center concept as well as traditional "main street areas. Fortunately, as presented in Table 4, people do generally frequent more than one establishment when they come to the study area. TABLE 4 - WHETHER FREQUENT MORE THAN ONE AREA" WHETHER FREQUENT MORE THAN ONE BUSINESS % YES 7s NO 21 TOTAL .100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Furthermore, the patrons have a tendency to go to establishments in more than one block, providing the opportunity for further linkages. More than eight of every ten respondents generally frequent businesses in more than one block. Table 5 contains the information on the proportion of respondents typically frequenting more than one block when coming to the study area. TABLE 5-- WHETHER BUSINESSES ARE TYPICALLY IN MORE THAN ONE BLOCK' FREQUENT BUSINESS IN MORE THAN ONE BLOCK % YES 88 NO 12 TOTAL 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 3 99- 469 IN THE CHE& ..-'EAKE GROUP, INC. The automobile and other personal vehicles are the primary means of transportation to and from the commercial activity and the area. Roughly 82% of the respondents use personal vehicles to get to and from the study area. On the other hand, public transit is significant as more than 10% come by public transit to the commercial core. Table 6 and the illustration that follows contain information on the method of transportation used to come to the study area for those that come. TABLE 6 - PRIMARY MEANS OF TRANSPORTATION TO THE AREA* MEANS OF TRANSPORTATION' Jo AUTO/DRIVE 82 PUBLIC TRANSIT & OBTAIN RIDE 15 WALK 3 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. MEANS OF TRANSPORTATION PUBLIC TRANS OR RIDE 15% WALK 3% .V AUTO -DRIVE 82% Demographic Composition A host of demographic factors impact demand for goods and services. One factor is household size. Many respondent households are small. While likely to understate the household size of the general surrounding population, undoubtedly many of the households contain less than three people. In the sample, more than one-half (53%) of the households contain one or two people, with about two-thirds of these containing two people. While many of the households are small, there are also a sizable proportion that are very large. Roughly 7% of the households contain six or more members. An additional 17% contain 4 or 5 people. Table 7 contains the information on household size in the sample. 4 0. 99- 469 V THE CHEb,%PEAKE GROUP, INC. TABLE 7 - NUMBER OF HOUSEHOLD MEMBERS* NUMBER IN HOUSEHOLD 0/0 1 19 2 34 3 23 4 13 5 4 6 OR MORE 7 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. A second factor is pre-school age children. Pre-school age children often impact everything from the ability to shop or conduct other business to income and employment levels. As would be anficipated by the number of one and two person households, many households do not contain children who are of pre- school age. While eight out of ten do not, about 43% of the households that contain pre-school age children have at least two. Table 8 contains the information on household size in the survey sample. TABLE 8 - NUMBER OF PEOPLE IN HOUSEHOLD PRE-SCHOOL AGE FOR THOSE HOUSEHOLDS HAVING MORE THAN ONE PERSON* NUMBER YOUNGER THAN SIX % 0 79 1 12 2 8 3 OR MORE 1 TOTAL 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. A third factor is the number of adults. About one-fourth of the households have one adult member who is not a full-time student. On the other hand, the vast majority (72%) have at least two adult household members. TABLE 9 - NUMBER OF PEOPLE OVER THE AGE OF 21, NOT FULL-TIME STUDENTS* NUMBER 18 OR OLDER:: _;ok 0 1 1 27 2 47 3 19 4 OR MORE 6 TOTAL 1 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Employment most often impacts income and the ability to purchase goods and services as well as a host of other factors, such as the frequency of shopping trips, times of trips, and days. While the number of adults is relatively high per household, the number of those employed on a full-time basis is not necessarily high. As contained in the table that follows, about one-third of the households have no one employed full-time and roughly one-third have one person employed full-time. 5 99- 469 r THE CHES,-,tJEAKE GROUP, INC. TABLE 10 - NUMBER OF HOUSEHOLD MEMBERS EMPLOYED FULL-TIME* NUMBER FULL-TIME % 0 35 1 36 2 20 3 OR MORE 9 TOTAL I 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Few households have anyone employed on a part-time basis. Only 3% of the households have two or more members employed part-time. An additional 13% have one person employed part-time. As found in Table 11, 84% of the households have no one employed part-time. TABLE 11 - NUMBER OF HOUSEHOLD MEMBERS EMPLOYED PART-TIME* NUMBER PART-TIME 0/0 0 84 1 13 2 OR MORE 3 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. As noted, a sizable proportion of the households have no one employed full-time and few have anyone employed part-time. Of those employed part-time and those not now employed, about one in ten would like to be employed on a full-time basis. TABLE 12 - WHETHER ANYONE WORKING PART-TIME OR UNEMPLOYED THAT WOULD LIKE TO WORK FULL-TIME* ANYONE WANTING FULL-TIME 0/0 YES 10 NO 90 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Age is a major factor in the reason for not working full-time for those that would like to be employed full- time. Children, lack of skills, and transportation are additional factors "preventing" full-time employment. Table 13 contains the primary reasons identified by those that would like to be working full-time but are not now. TABLE 13 - PRIMARY REASON FOR NOT WORKING FULL-TIME* REASON FOR NOT WORKING FULL-TIME % CHILDREN 14 TRANSPORTATION 9 CANNOT FIND .JOB 5 AGE 46 LACK OF SKILL 14 OTHER 12 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 6 99- 469 THE CHEL .PEAKE CROUP, INC. Many of those that would like to work full-time, but are not now have completed at least some college or technical training. As found in the table that follows, more than one-half have either some college or technical training beyond high school. In addition, more than one-third have completed high school. TABLE 14 - EDUCATION LEVEL OF THE PARTY DESIRING FULL-TIME EMPLOYMENT* EDUCATION LEVEL % DID NOT COMPLETE HIGH SCHOOL 10 COMPLETED HIGH SCHOOL 37 SOME COLLEGE 29 TECH TRAINING AFTER H.S. 5 EARNED BACHELORS 14 ADVANCED DEGREE 5 TOTAL, 'lp0 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. As would be anticipated by the education level, majority feel that they are best qualified for professional, managerial, or technical positions. On the other hand, about one-fourth defined themselves as being qualified for clerical positions, and 15% defined unskilled labor positions as those for which they are best qualified. TABLE 15 - POSITION FOR WHICH PERSON BEST QUALIFIED* POSITION. % MANAGERIAL 20 PROFESSIONAL 30 CLERICAL 25 SALES 5 UNSKILLED LABOR 15 TECHNICAL 5 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. While majority of those not now employed and employed part-time are not seeking full-time employment, many of those that now work full-time are seeking better positions. As contained in Table 16, almost one- fourth are currently searching for a different or better job. TABLE 16 - WHETHER SOMEONE CURRENTLY SEARCHING FOR A DIFFERENT OR BETTER JOB OR POSITION* WHETHER SOMEONE SEARCHING % YES 23 NO 76 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Information on the significant proportion seeking different or better jobs is illustrated in the following graphic. 7 99- 469 THE CHEL- .PEAKE GROUP, INC. WHETHER SEARCHING FOR BETTER JOB OR POSITION YES 23°% NO 77% Importantly, the single most identified reason for not finding a different or better job given by the significant proportion seeking other work is transportation. About one-third defined this as the primary factor. Child care and pay were also identified as significant factors along with lack of skill. TABLE 17 - PRIMARY REASON FOR NOT FINDING JOB OR POSITION* REASON % CHILD CARE 12 TRANSPORTATION 23 LACK OF SKILL 8 PAY 12 OTHER 45 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Whether seeking better positions or full-time employment or simply for purposes of self or job enhancement, almost one-half of the respondents consider certain training as essential either for themselves or another member of their household. Most notably, computer related training is identified by more than 60% of those that believe training to be beneficial. Table 18 contains information on the training believed beneficial by the respondents. TABLE 18 - TYPE OF TRAINING BELIEVED TO BE BENEFICIAL* TRAINING GENERAL COMPUTER LITERACY 31 COMPUTER SOFTWARE APPLICATIONS 14 READING & COMPREHENSION 7 MATH 15 SMALL BUSINESS MANAGEMENT 8 BOOKKEEPING/ACCOUNTING 3 VERBAL & WRITTEN COMMUNICATIONS 3 SALES & CUSTOMER SERVICE 1 SUPERVISION SKILLS 2 JOB SEARCH SKILLS 2 NONE 52 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 8 99- 469 THE CHE:...,3EAKE GROUP, INC. If training were available or if it were to be taken, weekends are preferred by about one-third of the respondents or other household members. As found in the table that follows, two-thirds would prefer weekdays. TABLE 19 - DAY TRAINING OR COURSE WORK WOULD BE PREFERRED* PREFERRED DAYS % WEEKEND 32 WEEKDAYS 68 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Importantly, about one-half would be likely to take such training if available at a location convenient to their homes as found in Table 20. TABLE 20 - LIKELIHOOD OF TAKING CONVENIENTLY LOCATED TRAINING OR COURSE WORK* LIKELIHOOD VERY 27 SOMEWHAT 29 NOT SURE 15 UNLIKELY 29 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Blending with the preference for weekdays is the time of the day course work is preferred. About four in ten prefer the evenings. Roughly the same proportion would prefer momings. Table 21 contains the information with respect to the preferred time of the day for possible training and related course work. TABLE 21 - TIME OF THE DAY PREFERRED FOR TRAINING OR COURSES* TIME.OFDAY % MORNING 39 AFTERNOON 20 EVENING 41 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. About one-third of all households have a male as the primary income earner, and about another one-third have a female as the primary income earner. For about one-fourth of the households, as found in Table 22, two people of the opposite sex have roughly the same incomes. TABLE 22 - SEX OF THE PRIMARY INCOME EARNERS* SEX % MALE 37 FEMALE 30 BOTH 27 UNCERTAIN 6 TOTAL. 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. N 99 - 469 THE CHESS.. -IEAKE GROUP, INC. As has been noted at numerous times, the proportion of seniors in telephone sample surveys has a tendency to be higher than in the population in the area surveyed in general. Table 23 reflects the breakdown of the age information generated on the primary income earners. It is noted that about one- third of the primary income earners are at least 60 years of age. An additional 16% are between the ages of 50 and 59, while 18% are between the ages of 40 and 49. Only 15% of the primary income earners in the households are less than 29 years old. TABLE 23 - AGE OF THE PRIMARY INCOME EARNERS' AGE %. UNDER 21 3 21 TO 29 12 30 TO 39 19 40 TO 49 18 50 TO 59 16 60 TO 69 24 70 OR MORE 13 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Reflecting the diversity in the community, Table 24 contains in formation on whether the household rents or owns the housing unit in which they reside. About six in ten own the unit in which they reside. TABLE 24 - WHETHER HOUSEHOLD RENTS OR OWNS UNIT* OWN OR RENT % OWN 59 RENT 41 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Again reflecting the diversity, there is a range of income levels in the respondent population base. About 5% of the households have total annual incomes of more than $100,000, and an additional 7% have incomes between $80,000 and $100,000 annually. On the other hand, many households have income levels.below $20,000. The unadjusted average household has an annual income of roughly $35,000. Table 25 and the illustration that follows contain income estimates for households surveyed. TABLE 25 - TOTAL ANNUAL HOUSEHOLD INCOME* INCOMES % LESS THAN $10,000 16 $10,000 TO $19,999 29 $20,000 TO $39,999 28 $40,000 TO $59,999 14 $60,000 TO $79,999 1 $80,000 TO $99,999 7 $100,000 TO $119,999 1 $120,000 TO $139,999 3 $140,000 OR MORE 1 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 10 009— 469 THE CHEL..:'EAKE GROUP, INC. HOUSEHOLD INCOME LEVELS 45 40 35 30 2b % 20 15 10 NQs? CL00 o(yw q aO1i R C c� UJ O !- CD fq N � 1- a! a Im N N G 0 *A VW 40 �! p� N Information on spending was obtained for use in computer modeling to estimate current and future demand for goods and services. Information was obtained on current spending for three basic commodities, specific retail items, and a host of different activities. The three basic commodities for which information was obtained are: food; housing; and transportation. Most households, irrespective of income, spend the majority of their incomes and resources on these three commodities. Food purchases are generally made at supermarkets, markets, convenience stores, and other operations that focus, to a large extent although not exclusively, on non -prepared food for home preparation and consumption. Prepared foods are generally, but not exclusively purchased at establishments centered on prepared food services. A significant share of all retail and related services sales are associated with food purchases. The average sampled household spends just over $71 a week on groceries and related merchandise purchased at supermarkets and other operations, or an average of more than $3,400 a year. While the average is roughly $71, about one-third spend less than $50 a week. On the other hand, about one-fourth spend at least $100 per week. Table 26 and the illustration that follows contain breakdowns of household spending at supermarkets and other operations on groceries and related merchandise. TABLE 26 - AMOUNT OF WEEKLY SPENDING ON GROCERIES AND RELATED MERCHANDISE* GROCERY SPENDING % LESS THAN $30 10 $30 TO $49.99 24 $50 TO $74.99 30 $75 TO $99.99 14 $100 TO $124.99 13 $125 TO $149.99 5 $150 OR MORE 4 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 11 99- 469 THE CHES 'FAKE GROUP, INC. As defined, food is also purchased prepared from food service establishments. (From the frequency of trips and the types of establishments frequented, estimates of actual spending can be made.) The proportion of people eating or purchasing lunch at food preparation establishments is quite high. About one-third of the respondents generally purchase lunch at food preparation establishments several times a week. About one-half purchase lunch at such establishments at least once a week as found in the table that follows. TABLE 27 - FREQUENCY OF LUNCH TRIP TO A FOOD PREPARATION ESTABLISHMENT' FREQUENCY OF LUNCH % A FEW TIMES/WEEK 32 ONCE/WEEK 16 TWICEIMONTH 17 ONCEIMONTH 12 4 TO 9/YEAR 2 FEW/YEAR 3 ONCE/YEAR 2 LESS OFTEN 2 NEVER 14 TOTAL 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Importantly, few of the lunch trips are associated with work. Thus, there is a higher probability that they could be purchased near their residences. About eight out of every ten respondents that purchase lunch at food service establishments do not generally do so in association with a work trip. TABLE 28 - WHETHER LUNCH TRIP IS GENERALLY ASSOCIATED WITH WORK* ASSOCIATED WITH WORK % YES 21 NO 79 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 12 99- 469 THE CHE ePEAKE GROUP, INC. Comparative information is also illustrated in the graphic that follows. FREQUENCY OF LUNCH rt< DINNER TRIPS 35 30 2S Z. r ' OLUNCH , x 10 `;' - N DINNER Y W W W O O j �3 0x N x N W Full -service restaurants are the food preparation establishments of choice when going out for dinner. About three -fourths of all respondents favor this type of establishment as identified in the table that follows. TABLE 32 - TYPE OF ESTABLISHMENT FREQUENTED FOR DINNER' TYPE OF ESTABLISHMENT % FULL SERVICE RESTAURANT 77 FAST FOOD OPERATION 11 BUFFET 5 CAFETERIA 3 OTHER 4 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Table 33 contains the information on the types of establishments generally frequented for both lunch and dinner. Altematives to full -service restaurants are relatively insignificant for the dinner trips when compared to lunch trips, particularly because of the lower frequency of trips to fast food operations. TABLE 33 - TYPE OF ESTABLISHMENT FREQUENTED FOR LUNCH AND DINNER* TYPE OF ESTABLISHMENT LUNCH DINNER FULL -SERVICE RESTAURANT 53 77 FAST FOOD OPERATION 35 11 BUFFET 6 5 CAFETERIA 5 3 OTHER 1 4 TOTAL 1001 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997, 14 99- 469 I THE CHE: PEAKE GROUP, INC. Comparative information on the types of establishments frequented is also illustrated in the graphic that follows. TYPE OF ESTABLISHMENT FREQUENTED SO so- ;04 ,.t.'m..V+...,v'�..'eak;, O LUNCH ■DINNER 20 0 J U p W W FS- U. W N m ;L LL Food, entertainment, and commercial recreation are often closely linked. All are increasingly important to the viability of commercial areas. Table 34 contains information on the frequency of trips by respondents to hear live music or to go dancing at clubs and other establishments, the frequency of going to the movies, and the frequency respondents see live artistic performances at concerts, theater, ballet, symphony, and others. It is noted that significant proportions of the population do attend such activity at least once per month. The patterns are as follows: • About one-fourth go to dancing or hear live music at least once a month. Of these, almost 60% go at least twice a month. • 43% go to the movies at least once a month. Of these, almost one-third go once a week or more often. • As would be expected, a lesser proportion go to the symphony, live theater, etc. at least once per month than go to the other noted activities. About 17% go to these latter entertainment activities at least once per month. Of these, about one-third go at least write a month. In addition, about one-fourth generally go a few or more times per year, but less often than once a month. 15 99-- 469 THE CHE. .PEAKE GROUP, INC. TABLE 34 - FREQUENCY OF ATTENDANCE AT SELECTED ACTIVITIES* FREQUENCY LIVE MUSICIDANCING MOVIES LIVE PERFORMANCES FEW TIMES=EEK 1 1 2 ONCE/WEEK 6 12 0 TWICE/MONTH 8 14 4 ONCEIMONTH 11 16 11 4 TO 9/YEAR 2 9 10 FEW/YEAR 2 7 15 ONCE/YEAR 0 5 6 LESS OFTEN 1 3 1 NEVER 69 33 51 TOTAL _:100 100 100, *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Information on the entertainment activity is also illustrated in the following graphic. FREQUENCY OF TRIPS FOR SELECTED ENTERTAINMENT ACTIVITY 30 2S 20 % 15 t rti 10 s 0 4 0 00 `� N lu t LL } J 0 3 N [] LIVE MUSIC 17 MOVIES W LIVE PERFORM As noted, the second of the three major products on which a household typically spends a sizable proportion of their resources is housing. Generally impacting the "cost" of housing or payment is the tenure at an address. It is noted that there has been a significant amount of turnover in housing as documented through the survey. About one-fourth of the survey respondents have lived in their current units for less than five years. About 15%, as found in the table that follows, have lived at their current address for less than two years. On the other hand, 21 % have lived at their current address for a minimum of twenty years, and more than one-fourth have lived there for 10 to 20 years. 16 99m- 469 THE CHES 'EAKE GROUP, INC. TABLE 35 - TENURE AT CURRENT ADDRESS` TENURE AT ADDRESS % 2 YEARS OR LESS 15 3 TO 4 YEARS 11 5 TO 9 YEARS 26 10 TO 19 YEARS 27 20 OR MORE YEARS 21 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. With many of the people living in the area at the current address for at least twenty years, it is not surprising that many bf the respondents no longer have monthly payments for housing. As found in Table 36, one-fourth do not have regular monthly payments. Also, about one-third pay less than $500 a month. On the other hand, about one in ten pays more than $1,000 a month. For those that have payments, the estimated average monthly payment is $654. The average for all respondent households, including those that do not have any regular monthly payment, is estimated at $482. TABLE 36 - MONTHLY PAYMENTS FOR MORTGAGE OR RENT' MONTHLY HOUSING. PAYMENTS NONE 2 LESS THAN $250 4 $250 TO $499 31 $500 TO $749 24 $750 TO $999 7 $1,000 TO $1,499 5 $1,500 TO $1,999 2 $2,000 TO $2,499 1 $2,500 OR MORE 1 TOTAL 100 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. The third major area of household spending is transportation. As already indicated, public transit is a significant factor in employment options for households in the surrounding areas and patronage in the study area. (The obtained information on public transit use, coupled with information on auto or other personal vehicle ownership, provide the needed information to estimate spending on transportation) As would be expected from the previously reported information, 17% of the respondent households do not own or lease a private vehicle. While some of these inevitably have vehicles available for any and all purposes through employers or other business ventures, many do not. Furthermore and as contained in Table 37, about one in four own or lease only one vehicle. TABLE 37 - NUMBER OF PERSONAL VEHICLES OWNED OR LEASED" NUMBER OF VEHICLES % 0 17 1 40 2 32 3 7 4 OR MORE 4 TOTAL 100 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 17 29- 469 THE CHE..,PEAKE GROUP, INC. Table 41 contains sports watched on television or for which household members go to appropriate facilities where they are played. It is noted that the sport "drawing the largest audience" is basketball, with about 59%. Baseball and football each "attract" over 40%. TABLE 41 - INTEREST IN NON -PARTICIPATORY SPORTS' NON -PARTICIPATORY SPORT BASEBALL 41 FOOTBALL 47 BASKETBALL 59 GOLF 20 SOCCER 13 AUTO RACING 8 HORSE RACING 2 BOWLING 3 OTHERS 28 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Very few respondents or their household members frequent such commercial facilities as batting cages, miniature golf, or driving ranges and putting greens. Table 42 contains the information on the frequency respondents or other household members use such facilities. TABLE 42 - FREQUENCY OF USE FOR SELECTED COMMERCIAL RECREATION ACTIVITIES AND FACILITIES* FREQUENCY BATTING CAGES: MIN. GOLF DRIVE RANGEIGREENS FEW/WEEK 0 0 2 ONCEIWEEK 0 0 1 TWICE/MONTH 3 3 1 ONCE/MONTH 0 3 2 4 TO 9/YEAR 1 1 1 FEW/YEAR 0 1 3 ONCE/YEAR 0 3 0 LESS OFTEN 0 1 1 NEVER 98 88 89. TOTAL 100 ._-._'_::. 100 `DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Location or "deprivation' as a result of location is not the primary factor in the participation rates with respect to the aforementioned activities as discerned in Table 43. TABLE 43 - PRIMARY REASONS FOR NOT USING WITH GREATER FREQUENCY - REASONS COST 3 NOT NEAR HOME g NOT THAT INTERESTED 88 NOT PHYSICALLY ABLE 17 OTHER 6 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997, 19 900_ 469 NE 87' e� c� day NE 82nd St. Little River Pk THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAID FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale DEMAND FORECAST 99- 469 THE CHE...,PEAKE GROUP, INC. DEMAND FORECAST As noted, the telephone survey was conducted in residential areas east, west, and north of the study area. In total, this area is defined as the local market. It consists of roughly 28,000 households. While portions of this market may be in transition as documented in the conducted survey, the actual number of households is not expected to increase significantly, nor is the population expected to increase. Local market demand figures defined in this survey are based on these factors. From a retail and related services perspective, the ability to purchase goods and services is what drives demand. The primary market for Biscayne Boulevard is the defined local market. This market is particularly important to defining the potential for traditional convenience oriented retail and related services, such as supermarkets, drugstores, dry cleaning establishments, and certain food preparation establishments. However, most commercial areas, irrespective of a location, often serve secondary markets or sources of demand. In some cases, employees in an area, such as downtown, are a secondary source of demand for merchants. In other cases, larger population bases become secondary sources of demand. (It can legitimately be argued that, from an historical perspective, secondary sources of demand were those that were most prominent in creating the character of Biscayne Boulevard. As the former major entrance to the entire city, this section of Route 1 attracted many visitors for overnight stays and longer periods. The route was also the primary commuter route into downtown Miami and continues to be a primary commuter route.) Nonetheless, since the opening of 1-95 and the emergence of other changes in the region; the primary market is of greater importance today to the Biscayne Boulevard commercial corridor than it was in the past. It is likely to continue to be of great importance in the future as its past position, at least from a visitor base perspective, is not likely to be duplicated in the future. Table 44 contains the total or gross retail and related services sales estimates for 1997, 2000, 2005, and 2010. As a result of rising incomes as transition in communities occurs as well as implementation of a strategic community development program in given targeted areas, retail and related services sales are expected to increase in the local market. For 1997, the residents of the local market are expected to spend roughly $455 million on the purchase of retail goods and services. A roughly $90 million increase is expected by the year 2005. This estimated increase as well as all other estimates put forth of sales in the future exclude inflation. TABLE 44 - TOTAL ESTIMATED RETAIL AND RELATED SERVICES FOR THE LOCAL MARKET FOR SELECTED YEARS FROM 1997 THROUGH 2O10* $454,054,0001 $498,566,0001 $545,060,0001 $631,967,000 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997, The sales estimates generated by the local market are also illustrated in the graphic that follows. In addition, no one area would be expected to capture all of these sales. People spend money on goods and services at work, on vacations, and in commercial areas other than those near home. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 20 00 9 - 41S9 THE CHE, .PEAKE GROUP, INC. LOCAL MARKET RETAIL SALES ESTIMATES 't $700,000,000 3 $600,000,000 '. fir • `� : $600,000,000 $400,000,000 �r $300,000,000 $200,000,000 1997 2000 2005 2010 There are ten major categories of retail and related services. Those categories are: food, such as groceries and related merchandise generally purchased for home consumption; eating and drinking, consisting of prepared food and beverage; general merchandise, including department stores, variety stores, discount department stores, and many of the so called "box' stores; furniture and accessories, including appliances and home furnishings; automotive dealers, including all types of new and used vehicles and parts; drugstores, including health and beauty aids operations and small and large pharmacies; apparel and accessories; hardware and building materials, including home improvement centers and lumber yards; gasoline and related vehicular services; and miscellaneous that includes a plethora of businesses, ranging from florist to optical goods. Table 45 contains the estimated retail and related services sales by major category generated by the local market for 1997, 2000, 2005, and 2010. It is noted that about 31 % of all sales are in the food services categories. An additional 27% are in the combined automotive and other related vehicle sales and services categories. Thus, effectively almost 60% of all retail spending by the residents in a given year are for either food or ownership and maintenance of vehicles. It is also noted that the food category is the largest in terms of sales. Furthermore, not all categories of sales are expected to increase annually. In some categories there will be expected declines due to the noted changes in population and other circumstances, while others that are increasing are doing so at different rates. 21 99- 469 a THE CHE,.,PEAKE GROUP, INC. TABLE 45 - ESTIMATED RETAIL AND RELATED SERVICES SALES BY MAJOR CATEGORY FOR THE LOCAL MARKET FOR SELECTED YEARS FROM 1997 THROUGH 2O10 Category•• eee 2010 Food $65,760,000 $105,148,000 $114,953,000 $122,602,000 Eat/Drink 44,497,000 48,859,000 53,416,000 60,353,000 General Merchandise 50,945,000 55,939,000 61,156,000 79,185,000 Furniture 31,511,000 34,600,000 37,827,000 34,126,000 Automotive 95,533,000 104, 898, 000 114, 681, 000 143,267, 000 Dru store 24,428,000 26,823,000 29,324,000 27,491,000 Apparel 16,936.000 18,597,000 20,331,000 32,546,000 Hardware 30,422,000 33,404,000 36,519,000 29,134,000 Auto Service 26,517,000 29,116,000 31,832,000 43,543,000 Miscellaneous 37,505,000 41,182,000 45,022,000 59,721,000 TOTAL I $454,054,000 $498,566,000 $545,060,0001 631,967,000 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. The estimates of market generated demand can be separated into sub -categories. Sub -categories basically correspond to various types of businesses or stores. The number of sub -categories or store types vary within each major category, with the miscellaneous category having the largest number of sub- categories. Table 46, found on the page that follows, contains the estimates of retail and related services sales generated by the primary or local market for 1997, 2000, 2005, and 2010. Retail and related services sales can be converted to supportable space. From a development perspective, supportable space is of greater significance than actual sales. Supportable space is derived by dividing the amount of sales by retail sales productivity levels. A retail sales productivity level is the level of sales at which it is assumed that the business will generate sufficient revenue to cover all costs of operation as well as provide a reasonable return on investment. Productivity levels applied in this analysis are achievable in suburban and outer urban settings. In some cases, achieved levels of sales in the Biscayne Boulevard study area and specific facilities or operations may be above or below those applied. Table 47 contains the estimates of supportable space generated by the local market by major category. it is noted that while the largest category in terms of sales was food, the largest category in terms of space is the automotive category (as a result of different productivity levels). In all cases, except hardware, supportable space in 2010 will exceed supportable space in, 1997. On the other hand, supportable space in several categories will diminish over portions of the next decade. TABLE 47 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LOCAL MARKET FOR THE BSICAYNE BOULEVARD STUDY AREA* -.. Food •• 248,475 eee 272,834 2005 298,277 2010 318,122 Eat/Drink 161,807 177,669 194,240 219,465 General Merchandise 245,075 269,100 294,196 380,927 Furniture - 137,355 150,821 164,887 148,754 Automotive 466,645 512,389 560,175 699,808 Drugstore 74,024 81,282 88,861 83,306 Apparel 68,656 75,390 82.420 131,938 Hardware 164,434 180,551 197,389 157,471 Auto Service 191,186 209,924 229,506 313,941 Miscellaneous 1 194,0001 213,0201 232,8791 308,914 TOTAL 1 1,951,6571 2,142,9801 2,342,830 2,762,646 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 22 99- 469 THE CHE PEAKE GROUP, INC. TABLE 46 - RETAIL AND RELATED SERVICES SALES ESTIMATES FOR THE LOCAL MARKET FOR THE BISCAYNE BOULEVARD STUDY AREA' .. 000 2005 Food $95,760,000 $105,148,000 $114,953,000 $122,602,000 Supermarkets 79,959.600 87,798,580 95.985,755 102,372,670 Independents 7.660,800 8,411.840 9.196.240 9.808.160 Bakeries 2.106.720 2.313,256 2,528,966 2.697,244 Dairies 1,244,880 1.366, 924 1.494, 389 1,593,826 Others 4.788,000 5.257,400 5,747,650 6.130,100 Eat/Drink $44.497,000 $48,859,000 $53,416,000 $60,353,000 General Merchandise $50,945,000 $55.939,000 $61,156,000 $79,185,000 Dept. Stores 18,594,925 20,417,735 22,321,940 28.902,525 Variety Stores 3,668,040 4.027.608 4.403,232 5,701,320 Jewelry 3,515.205 3.859.791 4,219,764 5,463,765 Sporting Goods/Toys 5,553,005 6,097.351 6,666,004 8,631,165 Discount Dept. 18,543.980 20.361,796 22,260,784 28.823,340 Antiques, etc. 254,725 279,695 305,780 395,925 Others 815,120 895,024 978,496 1,266,960 Furniture $31.511,000 $34.600,000 $37,827.000 $34.126,000 Furniture 7,436.596 8,165,600 8,927,172 8.053.736 Household Appliances 10,965,828 12.040.800 13.163,796 11,875.848 Store/Office Equip. 6.869,39E 7.542.800 8.246,286 7,439,468 Music Instr./Su I. 1,354,973 1.487,800 1.626,561 1,467,418 Radios,TV, etc. 4,884,205 5,363,000 5,863,185 5.289,530 Automotive $96,533,000 $104,898.000 $114,681,000 $143,267,000 New/Used Vehicles 33,436,550 36,714,300 40,138,350 50,143.450 Tires, Batt., Prts. 42,130,053 46,260,018 50,574,321 63,180,747 Marine Sales/Rentals 5,063.249 5,559,594 6,078,093 7,593,151 Auto/Truck Rentals 14,903,148 16.364,088 17,890,236 22.349,652 Drugstore $24.428,000 $26,823,000 $29.324.000 $27.491,000 Apparel $16,936,000 $18,597.000 $20,331,000 $32.546,000 Men's and Bo s 2,218.616 2.436,207 2.663.361 4.263,526 Women's and Girl's 5.622.752 6.174.204 6.749.892 10,805,272 Infants 355,656 390,537 426,951 683.466 Family 4.708,208 5,169,966 5,652,018 9.047,788 Shoes 3,539,624 3,886,773 4,249,179 6,802,114 Furriers 67,744 74.388 81,324 130,184 Tailors/Uniforms 304,848 334,746 365,958 585.828 Others 118,552 130,179 142.317 227,822 Hardware $30.422,000 $33,404,000 $36,519.000 $29,134,000 Hardware 14.724,248 16,167,536 17.675,196 14.100.856 Lawn/Seed/Fertil. 578,018 634,676 693.861 553,546 Others 15.119,734 16,601.788 18,149, 943 14.479.598 Auto Service $26,517,000 $29,116,000 $31,832,000 $43,543,tx?0 Gasoline 9,015.780 9,899,440 10.822.880 14,804.620 Garage, Repairs 17.501,220 19,216,560 21.009.120 28.738,380 Miscellaneous $3T505,000 $41,182.000 $45,022,000 $59,721,000 Advert. Signs etc. 600,080 658,912 720,352 955,536 Barber[Beauty shop 2.287.805 2.512.102 2.746.342 3.642,981 Book Stores 1,725,230 1,894,372 2.071,012 2.747,166 BovAing 862,615 947.186 1.035.506 1.373,583 Ci .rrobacco Dealer 262,535 288.274 315,154 418,047 Dent./Physician Lab 1,500,200 1.647,280 1,800,880 2.388,840 Florist/Nurseries 2,812.875 3,088,650 3.376.650 4.479,075 Laundry, Dry Clean 1,275,170 1,400,188 1.530,748 2,030,514 Optical Goods/Opt. 900,120 988,368 1.080.528 1.433.304 Photo Su ./Phot . 2,587.845 2.841,558 3,106.518 4,120,749 Printing 3,037.905 3.335.742 3,646,782 4.837,401 PaRer/Paper Prod. 1.612,715 1.770,826 1,935,946 2,568,003 Gifts/Cards/Navel. 5,363,215 5,889.026 6,438.146 8.540,103 Newsstands 75,010 82,364 90.044 119,442 Video Rent/Sales 4,875,650 5.353.660 5,852,860 7.763,730 Others 7,726,030 8,483,492 9,274,532 12.302,526 TOTAL $454,054,000 $498,566,000 $545,061,000 $631,968,000 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 23 59_ 469 THE CHE:._ .PEAKS GROUP, INC. Information on supportable local space trends for selected categories is illustrated in the graphic below. SUPPORTABLE SPACE - LOCAL MARKET 300000 250000 200000 FTa 150000 100000 50000 il 0 O W = V', K lL _N t0i. t9 W A IL a a W ❑ 1997 ❑ 2000 ■ 2005 Table 48, found on the page that follows, contains the breakdown of supportable space generated by the local market for 1997, 2000, 2005, and 2010 for sub -categories as well as categories. The following are implications associated with potential demand estimates generated by the local market. • The amount of space currently located in the study area, if dependent upon only the local market, is greater than that supportable by local generated demand. This is one of the reasons that the vacancy and other patterns associated with disinvestment' exists. • Growth in demand, irrespective of the current supply, is sufficient to support an additional sizable supermarket in the area by 2010. Because the dependence would be only on growth, the sales attracted to the operation would not necessarily come from any existing operation. • Local demand for food services establishments will grow sufficiently to support between 10 to 20 additional operations through 2010. Furthermore, growth over the next three years will afford the opportunity for three to sic additional operations alone. • Growth in the automotive category will be substantial, providing the opportunity for additional retail outlets. Auto service supportable space also will grow significantly. Auto activity will account for 37% of the space supported by the market in 2010. • Growth in subcategories within the miscellaneous category will be strong enough to support additional space for the following types of operations: advertising signs, printing and photography; florist and nursery; independent book store, possibly combined with food service establishment; and cards, gifts, novelties, and paper, It is important to note that because there is demand, does not mean that the associated activity is appropriately located in a given commercial area. On the other hand, where demand does not exist or competitive disadvantages are great, a business cannot exist. 24 99- 469 THE CHE PE/AKE GROUP, INC. TABLE 48 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LOCAL MARKET FOR THE BISCAYNE BOULEVARD STUDY AREA (in sq. ft.)* .. 000 00 Food 248,475 272,834 298,277 318,122 Supermarkets 190,380 209.044 228,538 243,744 lnde endents 25.536 28.039 30.654 32,694 Bakeries 8,427 9.253 10,116 10,789 Dairies 4.980 5,468 5.978 6,375 Others 19,152 21,030 22,991 24,520 Eat/Drink 161,807 177,669 194,240 219,465 General Merchandise 245,075 _ 269,100 294.196 380,927 Dept. Stores 92.975 102,089 111.610 144.513 Variety Stores 28,216 30,982 33.871 43.856 Jewelry 11,717 12,866 14,066 18,213 Sporting Goods/Toys 22,212 24,389 26.664 34,525 Discount Dept. 64.291 92.554 101,185 131,015 Antiques, etc. 1,959 2,152 2,352 3,046 Others 3,705 4,068 4.448 5.759 Furniture 137,355 150,821 164,887 •148,754 Furniture 35,412 38,884 42,510 38,351 Household liances 43.863 48,163 52,655 47,503 Store/Office Equip. 36,155 39,699 43,402 39,155 Music Instr./Su I. 7,970 8,752 9,568 8.632 Radios,TV, etc. 13,955 15,323 16,752 15.113 Automotive 466,645 512.389 560,175 699.808 New/Used Vehicles 111,828 122,790 134,242 167,704 Tires, Batt., Prts. 280,867 308,400 337.162 421.205 Marine Sales/Rentals 18,753 20.591 22,511 28,123 AutolTruck Rentals 55,197 60,608 66,260 82,776 Drugstore 74.024 81,282 88,861 83.306 ApILaMl 68,656 75.390 82.420 131.938 Men's and Bo s 13,866 15,226 16,646 26,647 Women's and Girl's 20,825 22.867 25,000 40,020 Infants 1,694 1,860 2,033 3,255 Family 15,694 17.233 18,840 30,159 Shoes 14,748 16,195 17,705 28,342 Furriers 85 93 102 153 Tailors/Uniforms 1,270 1.395 1,525 2,441 Others 474 521 569 911 Hardware 164,434 180,551 197,389 157,471 Hardware 101,547 111,500 121,898 97.247 Lawn/Seed/Fertil. 2,408 2,644 2,891 2,306 Others 60,479 66,407 72,600 57,918 Auto Service 191,186 209,924 229,506 313,941 Gasoline 74,511 81,814 89,445 122,352 Garage, Repairs 116,675 128,110 140,061 191.589 Miscellaneous 194.000 213,020 232.879 308,914 Advert. Signs, etc. 3,158 3,468 3,791 5,029 Barber/Beauty shop 13.073 14,355 15.693 20.817 Book Stores 6,343 6,965 7,614 10,100 Bowling 17,252 18,944 20,710 27,472 Ci ./Tobacco Dealer 710 779 852 1,130 Dent./Physician Lab 4,616 5,069 5,541 7,350 Florist/Nursenes 12.786 14,039 15,348 20,359 Laundry, Dry Clean 6.893 7,569 8.274 10,976 Optical Goods/Opt. 3,397 3.730 4,077 5.409 Su ./Phot . 15,223 715Photo 16,4 18,274 24.240 Printing15.989 17. 19.194 25.460 Paper/Paper Prod. 8.960 9,8 10,755 14,267 Gifts/Cards/Novel. 30,130 33,0 36.169 47.978 Newsstands 500 549 600 796 Video Rent/Sales 27.861 30,592 33,445 44,364 Others 27,109 29.767 32,54T, 43,167 TOTAL 1,951,657 2,142,980 2,342,830 2,762,646 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 25 99- 469 i THE GHE, .PEAKE GROUP, INC. While the commercial corridor is unlikely to reestablish itself as a significant generator of visitor based transient accommodations and related activity in the short-term, or the next ten to fifteen years; pursuit of regional serving activity may be an option. Thus, regional demand for retail and related goods and services was examined. Table 49 and the illustration that follows contain estimates of total or gross retail and related services sales associated with the larger Miami -Dade market for 1997, 2000, 2005, and 2010. Over the next twelve or thirteen years, total sales are expected to increase by about $6.4 billion, or about 31 %. TABLE 49 - ESTIMATED REGIONAL RETAIL AND RELATED SERVICES SALES FOR THE REGIONAL MARKET FOR SELECTED YEARS FROM 1997 TO 2010* CategQry 1997: 2000, '2QO5 .2010 TOTAL $20,999,181,000 $22,502,433,000 $24,600,340,000 $27,423,750,000 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. RETAIL AND RELATED SERVICES SALES $30,000,000,000 $26,000,000,000 $20,000,000,000 $16,000,000,000 $10,000,000,000 REGIONAL $6100010001000 LOCAL $o 1997 2000 2005 2010 As can be determined by the figures, the size of the regional market is substantial relative to the local market. In fact, it can be said that it dwarfs the local market. Table 50 contains the breakdown of the regional sales by major category for 1997, 2000, 2005, and 2010. 26 99- 469 THE CHE PEAKE GROUP, INC. TABLE 50 - ESTIMATED REGIONAL RETAIL AND RELATED SERVICES SALES BY MAJOR CATEGORY FOR THE REGIONAL MARKET FOR SELECTED YEARS FROM 1997 TO 2010• Ca'tegbry Food .1997 $3,128,878,000 2000 $3,352.863,0001 .2065 451,000 201.0 $4,086,139,000 Eat/Drink 2,057,920,000 2,205,238,000 2,410,833,000 2,687,528,000 General Merchandise 2,356,108,000 2,524.773,000 2,760,158,000 3,076,945,000 Furniture 1,667,335.000 1.786,693,000 1.953,267,000 2,177,446,000 Automotive 5,048,203,000 5,409,585,000 5,913,922,000 6,592,670,000 Dru store 1,129,756,000 1,210,631,000 1,323,498,000 1,475,398,000 Apparel 783,269,000 839,341,000 917,593,000 1,022,906,000 Hardware 1,656,835,000 1,775,442,000 1,940,967,000 2,163,734,000 Auto Service 1,226,352,000 1,314,142,000 1,436,660,000 1,601,547,000 Miscellaneous 1,944,524,000 2,083,725,000 2,277,991,000 2,539,439,000 TOTAL $20,999,181,000 $22,502,433,000 $24,600,340,000 $27,423,750,000 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Table 51 on the next page contains the estimated sales by sub -category. Table 52 contains the estimated supportable space for each of the categories. This table is based on the sub -category estimates found in Table 53. TABLE 52 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LARGER MIAMI MARKET" - -.,ry Food 10,570,6481 11,327,3611 �005 12,383,413 2.61.0 13,804,673 Eat/Drink 7,292,444 7,814,480 8,543,025 9,523,520 General Merchandise 12,657,585 13,563,697 14,828,243 16,530,096 Furniture 4,942,888 5,296,727 5,790,543 6,455,133 Automotive 23,253,409 24,918,038 27,241,148 30,367,648 Drugstore 2,768,073 2,966,230 3,242,773 3,614,948 Apparel 4,384,101 4,697,941 5.135,934 5,725,387 Hardware 5,232,469 5,607,043 6,129,791 6,833,313 Auto Service 10,431,626 11,178,385 12,220,543 13,623,110 Miscellaneous 10,264,646 10,999,452 12,024,932 13,405,045 TOTAL 91,797,889 98,369,354 107,540,345 119,882,873 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. Information on growth in selected categories is also illustrated in the following. 27 99- 469 pm THE CHEF DEAKE GROUP, INC. TABLE 51 - RETAIL AND RELATED SERVICES SALES ESTIMATES FOR THE LARGER MIAMI MARKET' •2000 00 Food $4,073,841,000 $4.365,472.000 $4,772,466,000 $5,320,208,000 Supermarkets 3,401,657,235 3.645.169,120 3,985,009.110 4,442,373.680 Independents 325,907.280 349.237.760 381.797,280 425.616.640 Bakeries 89,624.502 96,040.384 104,994.252 117.044,576 Dairies 52.959.933 56.751,136 62.042,058 69.162,704 Others 203,692.050 218,273,600 238,623.300 266.010.400 Eat/Drink $2,005.422,000 $2.148,982.000 $2.349,332,000 $2,618,968,000 General Merchandise $2,631197,000 $2,819,555,000 $3,082,423,000 $3,436.196,000 Dept. Stores 960,386.905 1,029,137.575 1,125,084,395 1.254.211,540 Variety Stores 189,446.184 203,007,960 221,934.456 247,406.112 Jewelry 181,552,593 194.549,295 212.687,187 237,097,524 Sporting Goods/Toys 286.800,473 307,331.495 335.984.107 374,545,364 Discount Dept. 957,755,708 1,026,318.020 1.122.001,972 1,250.775,344 Antiques, etc. 13.155.985 14.097.775 15,412,115 17,180.980 Others 42.099,152 45,112,880 49,318,768 54.979.136 Furniture $1,133,956,000 $1,215.131.000 $1.328,418.000 $1,480,883,000 Furniture 267.613,616 286,770,916 313.506,648 349,488,388 Household Appliances 394,616,688 422,865,588 462,289,464 515,347,284 Store/Office Equip. 247,202,408 264,898,558 289,595,124 1 322.832,494 Music Instr./Su I. 48,760,108 52,250,633 57.121,9741 63,677.969 Radios,TV, etc. 175,763,180 188,345,305 205,904,7901 229,536.865 Automotive $4,760,514,000 $5,101.302.000 $5,576,897,000 $6.216,964,000 New/Used Vehicles 1.666,179,900 1,785,455,700 1,951,913,950 2.175.937.400 Tires, Batt., Prts. 2,099,386,674 2,249.674,182 2,459,411,577 2,741,681,124 Marine Sales/Rentals 252,307,242 270,369,006 295,575.541 329,499,092 Auto/Truck Rentals 742,640.184 795,803.112 869,995,932 969,846.384 Drugstore $913,464,000 $978,856,000 $1,070.115.000 $1,192,933,000 Apparel $1.081.458.000 $1,158,875,000• $1.266,918.000 $1,412.323,000 Men's and Bo s 141,670,998 151,812,625 165.966,258 185,014,313 Women's and Girl's 359,044.056 384,746,500 420,616,776 468,891,236 Infants 22,710,618 24,336.375 26,605,278 29.658,783 Family 300,645,324 322.167,250 352,203,204 392,625,794 Shoes 226,024,722 242.204.875 264,785,862 295,175,507 Furriers 4,325,832 4,635,500 5,067.672 5,649,292 Tailors/Uniforms 19,466.244 20,859,750 22,804,524 25,421,814 Others 7,570,206 8,112.125 8,868,426 9.886,261 Hardware $968,062,000 $1,037.362.000 $1,134.076.000 $1,264,235,000 Hardware 468.542.008 502,083,208 548,892,784 611,889,740 Lawn/Seed/Fertil. 18,393,178 19,709,878 21,547,444 24,020,465 Others 481.126.814 515,568.914 563,635,772 628.324,795 Auto Service $1,446,844,000 $1.550,418,000 $1,694,963,000 $1,889,496,000 Gasoline 491,926,960 527.142,120 576,287,420 642.428,640 Garage, Repairs 954,917.040 1,023.275,880 1,118,675.580 1,247,067.360 Miscellaneous $1,984,423,000 $2.126.480.000 $2.324,732,000 $2,591,544,000 Advert. Signs, etc. 31,750,768 34,023,680 37,195,712 41.464,704 Barber/Bea shop 121,049,803 129,715,280 141,808.652 158.084,184 Book Stores 91.283,458 97.818,080 106,937,672 119,211,024 Bowfin 45.641,729 48,909.040 53.468,836 59,605,512 Ci ./Tobacco Dealer 13.890,961 14,885,360 16.273,124 18.140,808 Dent./Physician Lab 79,376.920 85.059,200 92.989,280 103,661,760 Florist/Nurseries 148,831,7251 159,486,000 174, 354.900 194,365.800 Laundry, Dry Clean 67,470,382 72,300.320 79,040,888 88.112,496 Optical Goods/Opt. 47,626,152 51,035,520 55.793,568 62.197.056 Photo Sup./Photo. 136.925,187 146,727.120 160.406,508 178,816,536 Printing 160,738,263 172,244,880 188.303,292 209,915.064 Paper/Paper Prod. 85,330,189 91,438.640 99.963,476 111,436,392 Gifts/Cards/Novel. 283,772,489 304,086,640 332,436.676 370.590.792 Newsstands 3.968,846 4.252.960 4.649,464 5,183.088 Video Rent/Sales 257,974,990 276.442.400 302.215,160 336,900.720 Others 408,791,138 438,054,880 478,894,792 533.858,064 TOTAL $20,999,181,000 $22,502,433,000 $24.600,340,000 $27,423,750,000 "DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 28 09- 4G,9 THE CHE ' PEAKE GROUP, INC. TABLE 53 - RETAIL AND RELATED SERVICES SUPPORTABLE SPACE ESTIMATES FOR THE LARGER MIAMI MARKET (in sq. ft.)* Suh-caleg6ty600 00 Food 10,570,648 11,327,361 12,383,413 13,804,673' Supermarkets 8,099,184 8,678,974 9.488.117 10,577,080 Independents 1,086.358 1,164.126 1,272.658 1,418,722 Bakeries 358,498 384,162 419,977 468,178 Dairies 211,840 227,005 248,168 276,651 Others 814.768 873,094 954,493 1,064,042 Eat/Drink 7,292,444 7,814,480 8,543,025 9,523,520 General Merchandise 12,657,585 13,563,697 14,828,243 16,530,096 Dept. Stores 4.801,935 5,145,688 5,625,422 6,271,058 Variety Stores 1,457,278 1,561,600 1.707.188 1.903,124 Jewelry 605,175 648,498 708,957 790.325 Sporting Goods/Toys 1.147,202 1,229,326 1,343,9361 1,498,181 Discount Dept. 4,353,435 4,665,082 5.100,009 5,685,342 Antiques, etc. 101,200 108,444 118,555 132,161 Others 191,360 205,059 224,176 249,905 Furniture 4,942,888 5,296,727 5.790.543 6,455,133 Furniture 1.274,351 1,365,576 1.492,889 1.664,230 Household Appliances 1,578,467 1,691.462 1,849,158 2,061,389 Store/Office Equip. 1,301,065 1,394,203 1,524,185 1,699,118 Music InstrdSuppl. 286,824 307,357 336,012 374.576 Radios,TV, etc. 502,181 538,129 588,299 655,820 Automotive 23.253,409 24,918,038 27.241.148 30,367,648 New/Used Vehicles 5,572,508 5,971.424 6.528.140 7,277,383 Tires, Batt., Prts. 13,995,911 14,997,828 16,396,077 18,277,874 Marine Sales/Rentals 934,471 1,001.367 1,094,724 1 1,220,367 Auto/Truck Rentals 2,750,519 2,947,419 3.222,207 3.592,024 Drugstore 2,768,073 2,966,230 3,242,773 3,614,948 Apparel 4,384,101 4,697.941 5,135,934 5,725,387 Men's and Bo s 885,444 948,829 1,037,289 1,156,339 Women's and Girl's 1,329,793 1,424,987 1,557.840 1.736,634 Infants 108,146 115,888 126,692 141,232 Family 1,002,151 1.073,891 1,174,011 1,308,753 Shoes 941,7701 1,009,187 1,103,274 1,229,898 Furriers 5,407 5,794 6,335 7,062 Tailors/Uniforms 81.109 86,916 95.019 105,924 Others 30,281 32,449 35,474 39,545 Hardware 5,232,469 5,607.043 6,129,791 6,833,313 Hardware 3,231,324 3,462.643 3.785,467 4,219.929 Lawn/Seed/Fertil. 76.638 82,124 89,781 100,085 Others 1,924,507 2,062,276 2,254,543 2.513,299 Auto Service 10,431,626 11,178.385 12,220.543 13,623.110 Gasoline 4,065,512 4,356,546 4.762.706 5,309,328 Garage, Repairs 6,366.114 6,821,839 7,457,837 8,313,782 Miscellaneous 10,264,646 10,999.452 12,024.932 13,405.045 Advert. Signs, etc. 167,109 179.072 195,767 218,235 Barber/Beauty shop 691,713 741,230 810,335 903,338 Book Stores 335,601 359.625 393,153 438.276 Bowling 912,835 978.181 1,069.377 1.192,110 Ci ./Tobacco Dealer 37,543 40,231 43,981 49.029 Dent./Physician Lab 244.237 261.721 286,121 318,959 Florist/Nurseries 676,508 724,936 792,522 883,481 Laundry, Dry Clean 364,705 390,813 427.248 476,284 Optical Goods/Opt. 179,721 192,587 210.542 234,706 Photo Sup.tPhotog. 805,442 863,101 943,568 1,051,862 Printing 845,991 906,552 991,070 1,104,816 Paper/Paper Prod. 474,057 507,992 555.353 619,091 Gifts/Cards/Novel. 1.594.227 1,708,352 1.867.622 2,081,971 Newsstands 26,459 28,353 30,996 34,554 Video Rent/Sales 1,474.143 1,579,671 1,726,944 1,925,147 Others 1,434,355 1,537,035 1,680,333 1,873,186 TOTAL 91,797,889 98,369,354 107,540,345 119,882,873 `DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. 29 99- 469 am THE CHE. .PEAKE CROUP, INC. Office-� In addition to retail and related services, demand for potential office and selected industrial -service space was also evaluated because of the: noted employment information generated through the telephone survey; the relatively high traffic volumes along the street; the existence of office space along the corridor; and the proximity to industrial activity and rail lines to the immediate west. As is the case with retail and related services, demand for office space is a function of a community's needs, including for both the receipt of services and employment opportunities. Current office space situated in the study area, particularly that at the southern end and around 79`" Street, are regional in nature. Thus, the regional market is assessed first, with the local market placed in the context of the regional market. As the population in Dade County expanded, total employment in Dade expanded. As found in Table 54, total employment expanded from about 526,000 in 1970, to 954,000 in 1995. The total civilian employment expanded by about 81% over the 25 year period. As also found in the table, the number of people unemployed expanded from about 22,200 to about 69,500, or by about 213%. Based on the telephone survey findings, there are roughly 1,400 people in the area seeking full-time employment and roughly an additional 2,800 to 4,000 people seeking other employment than that which they have at present. TABLE 54 - ESTIMATED TOTAL CIVILIAN EMPLOYMENT IN DADE COUNTY FROM 1970 THROUGH 1995* I.YEAR 1970 JOT.•':#.ONEMPLOYED 526,198 22,192 1971 537,888 29,501 1972 572,279 37,004 1973 604,621 25,678 1974 635,613 40,201 1975 615,632 88,669 1976 639,640 71,658 1977 655,536 65,963 1978 687,749 54,388 1979 720,257 48,122 1980 749,890 65,928 1981 768,580 79,666 1982 772,076 85,611 1983 774,747 83,906 1984 797,116 67,008 1985 806,831 65,417 1986 828,702 59,374 1987 861,850 52,962 1988 884,522 50,036 1989 881,691 60,203 1990 942,596 70,731 1991 920,978 89,233 1992 910,738 101,461 1993 941,103 78,734 1994 956,198 82,988 1995 954,3031 69,497 "DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. 9 99- 469 I THE CHE. ,PEAKE CROUP, INC. Total civilian employment trends in Dade County are also illustrated in the following graphic. As is illustrated, while the overall trend is upward, there have been cycles in overall employment with actual decreases in specific years between 1985 and 1995. TOTAL CIVILIAN EMPLOYMENT 1,000,000 sso,oao,.. . " 900,000 x .Y # 860,000 800,000. 7601000 700,000 1985 1986 1987 1988 1989 1990 1991 1992 1993 1s94 1995 Further significant increases in civilian employment in Dade County are anticipated. By the year 2000, total civilian employment is expected to reach 1.03 million. Further growth is anticipated through 2010, when total civilian employment in Dade County is expected to reach 1.18 million. Table 55 contains the projected total civilian employment for Dade County for the years 2000, 2005, and 2010. TABLE 55 - ESTIMATED TOTAL FUTURE CIVILIAN EMPLOYMENT FOR YEARS 2000, 2005, AND 2010 FOR DADE COUNTY* YEAR TOT. CIVILIAN EMPLOYMENT *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. Information on total civilian employment for five year periods from 1990 through 2010 is illustrated in the following graphic. 31 29- 469 THE CHE:._ ,PEAKS GROUP, INC. PROJECTED TOTAL. EMPLOYMENT 1,200,000 1,100,000 # _ 1,000,000 1990 1995 2000 2005 2010 Much office space is associated with several economic functions. These are generally: Finance, Insurance, and Real Estate (F.I.R.E.); and the service sector. For the former, virtually all of the employment can be found in either office space in office buildings or space in other buildings being used as office space. Both F.I.R.E. employment and services employment for each year from 1970 to 1995 in Dade County can be found in the table that follows. Since 1970, F.I.R.E. employment has grown by roughly 97%, expanding from about 33,750 to roughly 66,400. It is noted, however, that F.I.R.E. employment actually peaked in the latter 1980's. The peak during that period, while impacted by local factors, is not uncommon throughout the entire country. The advent of technology, mergers, and changes in management practices that result in "downsizing* had a significant impact on this employment area in particular. Assuming an average of 250 square feet per employee, the amount of office space in Dade County associated with this type of employment is estimated at about 16.6 million square feet. Service employment has grown at a greater pace than F.I.R.E. employment. From roughly 393,000 employees in 1970 to 818,000 in 1995, the amount of service employment grew by about 108%. While service employment dipped immediately after 1990, it quickly recovered and has continued to expand, thus, exceeding the 1990 level by 1993. Based on the composition of the Dade economy, it is estimated that only about 10% of the service employment is associated with traditional office space. Based on the average of 250 square feet per employee, the total office space associated with this segment of the service employment base is estimated at 15.7 million square feet. 32 99- 469 THE CHE_.APEAKE GROUP, INC. TABLE 56 - ESTIMATED TOTAL CIVILIAN, F.I.R.E., AND SERVICES EMPLOYMENT AND UNEMPLOYMENT FROM 1970 THROUGH 1995 FOR DADE COUNTY" 1970 526,198 33,7507---46 22,192 1971 537,888 36,708 29,501 1972 572,279 40,983 37,004 1973 604,621 43,400 25,678 1974 635,613 44,533 473,171 40,201 1975 615,632 43,000 470,567 88,669 1976 639,640 43,383 486,131 71,658 1977 655,536 44,917 500,009 65,963 1978 687,749 47,017 526,611 54,388 1979 720,257 48,983 555,535 48,122 1980 749,890 53,642 590,455 65,928 1981 768,580 58,450 604,747 79,666 1982 772,076 59,733 602,396 85,611 1983 774,747 60,075 610,091 83,906 1984 797,116 62,200 633,042 67,008 1985 806,831 64,775 648,425 65,417 1986 828,702 66,325 664,483 59,374 1987 861,850 68,525 692,191 52,962 1988 884,522 71,058 719,600 50,036 1989 881,691 71,308 739,949 60,203 1990 942,596 69,775 754,308 70,731 1991 920,978 64,692 738,700 89,233 1992 910,738 63,250 742,141 101,461 1993 941,103 63,667 771,150 78,734 1994 956,1981 66,400 794,1161 82,988 1995 1 954,3031 66,3651 817,9421 69,497 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. F.I.R.E. employment trends from 1980 through 1995 are also illustrated in the graphic that follows. F.I.R.E. EMPLOYMENT 80,000 70,000 60,000-';� 1 .1 T 60,000 O P N M ♦ �D /0 ►. CD Ol O P N Nf yy 10 co CO CO CO CO CU M OD O 00 m OI Q/ Ul im 01 Of CDO! Ql Of OI 0W 07 01 41 CDOI Of OI P P P Y P P P P P P !' P P P P P VV 99- 469 to THE CHE. PEAKE GROUP, INC. Both F.I.R.E. and service employment expansion, including that associated with office space, is expected to continue. With this growth, F.I.R.E. employment is expected to increase sufficiently to surpass the latter 1980's level by the year 2005. Table 57 includes the estimates of F.I.R.E. and service employment for Dade County for the years 2000, 2005, and 2010. TABLE 57 - ESTIMATED FUTURE CIVILIAN, F.I.R.E., AND SERVICES EMPLOYMENT FOR DADE COUNTY FOR 2000, 2005, AND 2010* EMPLOYMENTYEAR 'TOT. CIVILIAN 2000 1,029,8501 70,494 892,482 2005 1,109,5001 75,290 971,004 2010 1,179,3201 78,796 1,025,550 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. The graphic that follows illustrates the F.I.R.E. employment in Dade County for five year periods from 1985 through 2010. PROJECTED F.I.R.E. EMPLOYMENT 80,000 75,000 # 70,000 65,000 '" r 60,000 1986 1990 1995 2005 2010 The combined F.I.R.E. and office based service employment was expected to generate about 32.3 million square feet of office space in 1995 to 1996. Based on the expected increases in employment, this is expected to grow to about 1.964 million square feet by 2000, and by an additional 2.181 million square feet between 2000 and 2005. The following is a further breakdown of the growth information in terms of space generated by the anticipated employment growth. • Between 1995 and 2000, F.I.R.E. employment is expected to grow by 4,129, resulting in an gdditional 1.023 million square feet of office space. Office service employment during that period is expected to grow by a minimum of slightly less than 3,800, resulting in the addition of 932,000 square feet. • Between 2000 and 2005, F.I.R.E. employment is expected to grow by 4,796, resulting in an additional 1.199 million square feet of office space. Office service employment during that period is expected to grow by a minimum of just more than 3,900, resulting in the addition of 982,000 square feet. • Between 1995 and 2000, F.I.R.E. employment is expected to grow by 3,506, resulting in an additional 877,000 square feet of office space. Office service employment during that period is expected to grow by a minimum of 2,725, resulting in the addition of 682,000 square feet. 99- 469 THE CHE, PEAKE GROUP, INC. Based on the number of people searching for other jobs or seeking employment in the defined market area for the Biscayne Boulevard study area and the type of employment defined as that for which they are deemed most qualified, 500,000 square feet of office space is needed to satisfy that employment based demand. There are certain areas within Dade County that have large concentrations of office space, both class "A" and lesser classes. Six of those, or the most prominent concentrations are listed in Table 58. The combined amount of office space in these areas exceeds 20 million square feet. About 3.1 million square feet of vacant space exists in these six areas. This space alone would be sufficient to meet demand for future office activity through the year 2000, based on the employment trends in the major areas that generate office space. TABLE 58 - OFFICE SPACE IN SELECTED AREAS OF DADE COUNTY* ♦ ♦ BRICKELL AVENUE S�QUAR'E'FEET. 3,5UU,000 %VACANT 21.2 ! FT.'VACANT 742,000 DOWNTOWN MIAMI 5,000,000 19.4 970,000 CORAL GABLES 3,500,000 15.2 532,000 AIRPORT/W. DADE 4,800,000 11.3 542,000 MIAMI BEACH 1,100,000 11 121,000 KENDALL/S. DADE 2,300,0001 8.51 195,500 SUBTOTAL 1 20,200,0001 15.41 3,102,500 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA TREND, APRIL, 1997. Industrial Immediately to the west of the Biscayne Boulevard study area is an established, if not somewhat deteriorated industrial center and rail lines. Since this is in such close proximity and impacts the market area in a significant way, because certain "light" industrial functions are often interspersed with and in commercial areas, and because of the described employment needs in segments of the community, limited "light" industrial activity was examined. Specifically wholesales trade and service related industrial employment trends were examined. Wholesale trade employment, as a result of the growing regional population and the increased function of Dade County in the international market, has expanded significantly. Wholesale trade employment has grown from about 33,800 to 77,200 from 1970 to 1995. This represents an increase of about 128%, thus more than doubling over the twenty-five year period. In 1995, wholesale trade employment was at the highest level ever in Dade County. Based on average per employee square footage of between 500 and 1,000, the amount of "light" industrial space related to this component of the employment market is estimated to be at least 38.62 million square feet and could be as high as 77.2 million square feet. As previously noted service employment is increasing. Based on the proportion of service jobs associated with this sector and a per employee square footage slightly smaller than that for the office market (resulting from the relatively high proportion of independent operations in the Dade County area in this category), the amount of associated space is estimated at 14.7 million square feet. Table 59 contains the emplcyment estimates for the "light" industrial service sector and wholesale trade in Dade County. 35 99- 469 I THE CHE: PEA,KE GROUP, INC. TABLE 59 - ESTIMATED TOTAL, SERVICES, AND WHOLESALE TRADE EMPLOYMENT IN DADE COUNTY FROM 1970 THROUGH 1995• N-SUM 1970 W Eel 526,198 SUNNI• 392,581 •� 33,842 1971 537,888 409,213 35,608 1972 572,279 437,475 38,775 1973 = 604,621 460,429 43,533 1974 635,613 473,171 46,675 1975 615,632 470,567 44,683 1976 639,640 486,131 46,008 1977 655,536 500,009 47,750 1978 687,749 526,611 51,300 1979 720,257 555,535 55,892 1980 749,890 590,455 60,417 1981 768,580 604,747 62,508. 1982 772,076 602,396 60,333 1983 774,747 610,091 59,125 1984 797,116 633,042 61,375 1985 806,831 648,425 63,592 1986 828,702 664,483 64,067 1987 861,850 692,191 67,583 1988 884,522 719,600 70,383 1989 881,691 739,949 73,067 1990 942,596 754,308 74,583 1991 920,978 738,700 72,625 1992 910,738 742,141 72,442 1993 941,1031 771,150 73, 208 1994 956,1981 794,116 74,417 1995 954,3031 817,942 77,249 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. Wholesale trade employment from 1985 to 1995 is illustrated in the graphic that follows. WHOLESALE TRADE EMPLOYMENT 80,000 76,000 # 70,00(� 6b,000 60,000 1985 1986 1987 1988 1989 1990 1991 1992 1993 1994 1996 it) 99-G9 i THE CHE, PEAKE GROUP, INC. As previously noted service sector employment is expected to increase in the future, including employment associated with "light" industry. Wholesale trade employment between 1995 and 2010 is expected to increase from roughly 77,200 to 98,000, or by about 20,800 or 27%. The additional employment will generate, at a minimum, additional demand for 10.4 million square feet of space. The additional "light" industrial service employment is expected to generate about 5 million square feet. (These estimates do not take into consideration space needed to replace any existing space as a result of obsolescence or other factors.) Table 60 contains the expected increases in Dade County in civilian, services, and wholesale trade employment. TABLE 60 - ESTIMATED FUTURE TOTAL CIVILIAN, SERVICES, AND WHOLESALE TRADE EMPLOYMENT IN DADE COUNTY FOR 2000, 2005, AND 2010' .0 2000 1,029,850 892,482 84,656 2005 1,109,500 971,004 92,361 2010 1,179,320 1,025,550 97,988 'DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. Wholesale trade employment for 5 year periods from 1970 through 2010 is illustrated in the graphic that follows. PROJECTED WHOLESALE TRADE EMPLOYMENT 106,000 95,000 i 85,000 o 76,000 # 65,000 55,000 45,000 w 35,000 ®� I - - - - - 25,000 - 1970 1975 1980 1986 1990 1995 2000 2006 2010 None of the preceding estimates have considered the need to employ those technically unemployed at this time. As contained in Table 61 and as previously defined, the number of technically unemployed individuals has generally grown even as the economy grew in Dade County. The numbers grew as a result of the growth in the population. 37 99- 469 THE CHE; 'EAKE GROUP, INC. It is estimated that, in 1995, there were 69,500 people technically unemployed in Dade County. While this number is well above those associated with the early 1970's, the figure is consistent with the numbers for much of the 1980's. It is noted that the numbers represent only those "technically" unemployed and not others that may be part of the "system". Thus, assuming that seeking "full -employment" would indicate lowering the number of technically unemployed by one-half and that the proportion of those associated with office space and light industrial space is equal to that in the employed population, the additional space associated with these potential employees is estimated as follows: 1.2 million square feet of office space for F.I.R.E. and 1.5 million in service related office space. • 2.8 million square feet of industrial space for wholesale activity and 1.1 million in service related 'light" industrial space Table 61 contains a synopsis of total civilian, F.I.R.E., services, and wholesale trade employment and unemployment for Dade County from 1970 through 1995. TABLE 61 - ESTIMATED TOTAL CIVILIAN, SERVICES, AND WHOLESALE TRADE EMPLOYMENT AND UNEMPLOYMEN IN DADE COUNTY FROM 1970 THROUGH 1995• .. 1970 • EMPLOYMENT 526,195 33,750 392,581 • TRADE 33,842 • 22,192 1971 537,888 36,708 409,213 35,608 29,501 1972 572,279 40,983 437,475 38,775 37,004 1973 604,621 43,400 460,429 43,533 25,678 1974 635,613 44,533 473,171 46,675 40,201 1975 615,632 43,000 470,567 44,683 88,669 1976 639,640 43,383 486,131 46,008 71,658 1977 655,536 44,917 500,009 47,750 65,963 1978 687,749 47,017 526,611 51,300 54,388 1979 720,257 48,983 555,535 55,892 48,122 1980 749,890 53,642 590,455 60,417 65,928 1981 768,580 58,450 604,747 62,508 79,666 1982 772,076 59,733 602,396 60,333 85,611 1983 774,747 60,075 610,091 59,125 83,906 1984 797,116 62,200 633,042 61,375 67,008 1985 806,831 64,775 648,425 63.592 65,417 1986 828,702 66,325 664,483 64,067 59,374 1987 861,850 68,525 692,191 67,583 52,962 1988 884,522 71,058 719,600 70,383 50,036 1989 - 881,691 71,308 739,949 73,067 60,203 1990 942,596 69,775 754,308 74,583 70,731 1991 920,978 64,692 738,700 72,625 89,233 1992 910,738 63,250 742,141 72,442 101,461 1993 941,103 63,667 771,150 73,208 78,734 1994 956,198 66,4001 794,116 74,417 82,988 1995 954,3031 66,3651 817,9421 77,249 69,497 *DEVELOPED BY THE CHESAPEAKE GROUP, INC., 1997. BASED ON INFORRMATION OBTAINED FROM THE FLORIDA LONG-TERM ECONOMIC FORECAST 1996, PREPARED BY THE UNIVERSITY OF FLORIDA. 38 99- 469 d o 5� �a NE 82nd St Little River Fk THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLA( FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA CURRENT CONDITIONS N 'not drawn to scale 99- 469 � (3 , 4k THE CHE, .PEAKE GROUP, INC. CURRENT CONDITIONS There are also numerous circumstances and conditions that impact the potential for activity within the study area. The following is a synopsis of those that either create or impact opportunity for at least the short-term or impact either strategic implementation of suggestions or the ability to generate change along the corridor. These conditions were defined through a review of previous reports, recent community based meetings, interviews with critical actors, and area reconnaissance. The following provides a synopsis of those conditions and circumstances. • The actual study area is very lengthy, composed of two very different commercial strips. Biscayne Boulevard and the 79t' Street area are different in form and character at present. Based on the structures, most likely they differed significantly in the past as well. • Both commercial corridors, however, share commonalties that impact potential in the future. Perhaps most important of these are: the linear nature of each; the history of each linked more towards the automobile than the pedestrian; and the lack of depth of property. The auto -oriented linear nature impacted the initial design and the current availability of right-of-way to encourage a more pedestrian friendly "place." The lack of property depth or commercial property abutting residential makes redevelopment for many modern tenants difficult if not impossible. • In many ways, both commercial corridors act as a boundary between communities east and west and north and south. The division and differences in those communities make marketing, merchandising, and business in general difficult. • The study area's history cannot be isolated from the history of Route 1 that runs from essentially Maine to the tip of Florida. Being at one time the primary vehicular route along the East Coast, Route 1 throughout is often depicted as "one long linear commercial strip." • While recognizing the historical perspective as a piece of Route 1, it is difficult to describe the Biscayne Boulevard section of the study area as one corridor. The physical character of it does change from one end to the other. Today, the most southern end is dominated by larger structures, often containing single and multi -tenant office uses. The more northern end appears to closer resemble strip development typical of commuter routes. If there is a "100% comer" within the Biscayne Boulevard portion of the study area, it is the intersection of 790 and Biscayne. In the middle sections of the study area through 79'" Street, motels represent a significant share of the past and current land use. These motels are generally in close proximity to traditional strip development. The corridor contains essentially only two neighborhood scale shopping centers. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 39 99- 469 s THE CHE PEAKE GROUP, INC. There are people that perceive Biscayne Boulevard as a singular area in "deplorable" condition. While signs of disinvestment are apparent, there is much positive investment from a commercial perspective and physical appearance. Substantial modern office structures, well maintained eating establishments, certain essential service auto uses, and others show both the range of commercial activity and investment. There is a tendency to overlook the dollars that have and continue to flow into the commercial fabric. The "100% comer" or the intersection of 79t' and Biscayne is anchored by an established shopping center and a major office structure. The latter houses, among other tenants, immigration services. Many of the other tenants in the structure and area have located in either the structure or area to be near or in close proximity to the immigration services offered. Immigration has been to many a "double-edged" sword. It is well known to be an anchor for other tenants in the building and area, but it is also seen by others as being part of the problem in the particular study area section. Immigration has long been rumored to be leaving and moving to another location. Many believe that such a move is actually impending at this time. ago, another significant sign. However, there continue to merchandising and tenant mix, to a large extent, appears patron base (lower and lower -middle). The shopping center at 790 and Biscayne has a higher occupancy level at this time than a few years ago. The center has undergone renovations a few years back that helped to stimulate reinvestment. The tenant mix contains a greater number of national and regional chains than a few years be pockets of vacant space. The geared to a specific income range Based on a review of available information and current uses, much of the commercial development along Biscayne Boulevard never served, to a great extent, the surrounding neighborhoods. Significant proportion of the space is associated with motels that serve now and served in the past a transient market. Other space is also associated with that transient market. As previously noted, other space is typically associated with commuter routes, while other space is in major office structures intended for a larger market. There is a reasonable probability that historically a local market represented a secondary or even tertiary market for the study area section of Biscayne Boulevard. • Public transportation is of particular importance to the corridor. It is critical from an employment perspective, with additional opportunities as identified through the telephone survey. The bus dominates the vehicular landscape along Biscayne. It has influenced tenant mix and can influence physical form and development patterns in the future. 40 99- 469 THE CHE: ?EAKE GROUP, INC. The visitor base market has changed significantly. Irrespective of the current role of the motels, reestablishment as a primary destination for out of state tourists is highly unlikely in the future. Also, the existence of 1-95 has altered Route 1's role in the transportation system. While still of major importance, its dominance as "the" commuter route cannot be reestablished even if the traffic volume is not diminished. Unlike some other visitor and regional serving commercial activity, the linkage of Biscayne Boulevard to water, which is of critical importance to success of areas such as Miami Beach and South Beach, is minimal to say the least. The distance to the waterfront is several blocks at the shortest point. The perceived distance is increasing as communities to the east have taken steps to improve their viability by buffering themselves from through traffic and from Biscayne Boulevard itself. The Biscayne Boulevard commercial corridors only real connection to water at this time is via the Little River. Properties in closest proximity to the Little River seem to take little to no advantage at present to this physical feature. • Convenience commercial activity, serving surround- ing neighborhoods, is im- portant if not dominant. 791' Street, exclusive of activity in the immediate vicinity of the intersection with Biscayne, suffers from a greater vacancy rate. Parts of the street, from an appearance perspective, are almost totally void of business activity at present. The proportion of vacancies is extremely high. • The structures along 79"' Street differ significantly than those generally found along Biscayne. While serving as a commuter route between Miami Beach and the "mainland," parts of the street take on a more traditional "main street" feel. Buildings were not built as self -standing structures. They are often connected in many places and not separated by parking lots. The scale and building form are most likely reflective of the role once played by the commercial activity, the difference in traffic patterns and role in the transportation network played by the street, as well as other factors. s The depth of commercial activity along 79'" Street is less than that associated with Biscayne. This makes redevelopment even more difficult as an option for a different form of commercial activity. 41 99- 469 NE 87 NE 82nd SL THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC a MARKETING STRATEGIC PLAT FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA N *not drawn to scale CONCLUSIONS AND SUGGESTIONS 99- 469 THE CHE; PEAKE GROUP, INC. CONCLUSIONS AND'SUGGESTIONS The following conclusions are drawn from market analysis projections, with consideration of the existing conditions and to enhance activity in the short-term, over the next couple of years. Demand based on projected growth or based upon sales which can be held in the area that are not now (recaptured sales) • Food, in all forms and associated with two of the major retail categories, is and will continue to be a major component of the local market spending. The spending level of residents is not fully reflected in the current tenant mix along Biscayne nor the immediate surroundings. Thus, food purchases are, by definition, often made at locations not as convenient as should be. Supermarket supportable space is quite high at present and will grow at a sufficient rate that an additional large scale supermarket would be supportable over the next few years. Thus, there is sufficient demand from recapturable dollars or sales as well as growth to indicate the potential for an additional supermarket along Biscayne. There is also sufficient growth to support several new food service or preparation establishments in the next three years and there is additional potential for current sales to be recaptured. As identified, the largest categories, in terms of supportable space, are associated with auto activity. Demand is strong and has growth potential. Investment in the area, whether or not the form that it has taken has been as advantageous as it could be, is reflecting the market situation. Opportunity exists to consolidate auto activity that exists or additional expansion through the development of an "auto park". This essentially would like, act like, and be a standard "strip" shopping center, composed of primarily, if not exclusively, auto service activity such as windshield repair, those specializing in mufflers or breaks, fire stores, etc. • There are other retail activity where growth is significant or current demand is high and the amount of space in the category is sufficiently low that demand for additional retail is clearly supportable. One such example is the general merchandise category. However, the nature and scale of the primary business operations or store types in this category is, such that it is essentially impossible to locate them within the study area. General merchandise is dominated by large "box" operations and traditional department stores. On the other hand, there is sufficient demand for an additional drugstore operation. While there are several in the area, the range differs from market trends in this category. In general trends in this category of store are toward very large operations or very small pharmacies, ranging between 1,000 and 1,500 square feet, offering a high level of service including home delivery. • Either the nature of a commercial strip or the current or future supportable space generated by the current dominant market — local trade -- limits the opportunity for retail in many of the other categories, such as hardware, apparel, and furniture. The exception is miscellaneous, where a limited number of specialty stores could be intermingled with "anchor" activity, such as a supermarket or a collection of food preparation establishments. • There is every indication of strong demand for training activity, particularly oriented toward changing technology, in the communities that surround the study area. The training activity could be coupled with entrepreneurial development activity and be the partial focus of a future economic development program for the corridor and targeted communities. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 42 99- 469 THE CHES. .'EAKE GROUP, INC. There is currently in existence an abundance of vacant office space within the study area. It is not probable that "Class A" space would be built or marketable in the study area at this time or in the next five years. There are other areas that are dominant in attracting such space at present. Given current market conditions, growing demand for space is more likely to be attracted to those areas in the dominant position or where current strong developer interest exists. The City of Miami has limited land resources for light industrial development activity. As noted in the demand forecasts, there is an area just west of the study corridor that has a significant amount of existing underutilized or vacant industrial structures and rail access. These are assets that cannot be easily duplicated in Miami. With the anticipated growth in employment in Dade County and current employment and needs in the surrounding neighborhoods, as described in the telephone survey and demand forecasts, demand is not likely to be the primary cause of the negative current conditions in the industrial corridor to the west. Available And preferred Development Options There are development options that could be pursued immediately, developed over the next six months to two years, and, if property developed, managed, and marketing, should have a high probability of success. The following are the four short-term development options, meeting the above criteria, that are indicated by the demand estimates and current conditions 1. An entrepreneurial and skill training facility, providing the opportunity for conversion of two or more motel facilities located in close proximity to each other. 2. A convenience shopping center, strategically located in the northern half of the study area along Biscayne and anchored by a supermarket and drugstore. 3. A small collection of restaurants (initially three to six units) in a food court setting or close proximity to each other (shared geography and parking opportunities. 4. A clean, efficient auto park or auto service activity in a shopping center format (as described on the previous page) From the presented short-term options, the following are the three for which development should be pursued at present: 1. THE TRAINING FACILITY 2. CONVENIENCE SHOPPING CENTER 3. RESTAURANT COLLECTION Of these efforts, based on a number of pragmatic, yet subjective as well as objective factors, development of the training facility probably involves the lowest degree of difficulty. The restaurant collection is likely to be somewhat more difficult; while the convenience shopping center, because of the scale, is likely to be the most difficult to implement. Keys To Inclusion Of The Catalytic Development It is believed that ttie three proposed developments, in the proper circumstances, can play an important role in changing the character and investment direction for Biscayne Boulevard and 79 Street. The "keys" to inclusion of the catalytic development and enhancement of the study areas are: • MOTEL REUSE: The motel facilities are a significant physical and psychological factor. They are an important part of the history of the area, but are an ever present reminder of the past that is not as critical part of the economic future of the area. Some of the facilities are well maintained, but many are not. Reuse of two to three of the motels in close proximity to each other would represent an economic boast as well as important to reversal of the overall investment psychology. 43 99- 469 THE CHE; PEAKE GROUP, INC. DESIGN CONTROLS: As noted, there has been substantial new investment in the Biscayne Boulevard area. However, much of that investment has been made without serious consideration to impact on adjacent properties, the image of the overall commercial corridor, or to efficient land use patterns. Design controls coupled with increased consistent, coordinated code enforcement would be of substantial help in directing investment in a manner that could lead to rejuvenation of the commercial corridors. • WATERFRONT USE: All areas have a limited number of assets upon which to build. Water resources are potentially important assets. The Little River is not now used in such a manner. However, development in the future in the area of the Little River could related to the water in manner superior from both a structure and use standpoint than that which has come before. • THEMED DEVELOPMENT: Biscayne Boulevard must establish its own unique place in the market in the future. Doing so will be at least partially dependent upon creating developments that seem to relate to each other through themes as well as design. • LIMITED AREA: The study area is extensive. Implementation of the suggested opportunities will return the greatest benefit to the area of physically focused within close proximity to each other and not dispersed. • PUBLIC TRANSIT: Public transit has been identified as a.generator of trade as well as a factor in current and potential employment. Thus, it is important to the overall development pattern at present and the future. Consideration of enhancing public transit should be considered in the redesign of the corridor. • ECONOMIC INTEGRATION: Developments in the area at present seem to serve limited segments of the surrounding market and population base. Through tenant recrutiment activity, economic integration can be enhanced. This economic integration as well as economic development activity in selected neighborhoods will be essential to the long-term area economic viability. • RECAPTURE DEMAND: Many of the sales dollars generated by area residents leave Biscayne Boulevard and 79t' Street for a variety of reasons. Recapturing of these lost dollars, more than even the anticipated growth in sales could result in dramatic increases in sales for existing and future businesses. • REVERSAL OF ROLE OF THREE MARKETS AND REPOSITION IN REGION: In the past Biscayne Boulevard served primarily a regional retail function either for visitors or non-residents of the surrounding neighborhoods. Other than pass through commuter traffic, the visitor and regional retail focus and market has been reduced to very low levels. Thus, the area is largely dependent upon local trade for retail trade. While enhancing local commercial trade, the magnitude of space in the study area dictates that the regional market must be reestablished. The reestablishment will, in all probability, come from reestablishment of activity serving the larger Dade County On the following three maps sites are defined for further review as possible options for : the training facility; restaurant collection; and the convenience shopping center. In addition to those shown on the maps, the training facility could also be accommodated along the east side of Biscayne in two or more of the motel facilities situated between 515' Street and 55h Terrace. Further investigation as to the potential of each of the sites should be made, inclusive of conceptual and schematic design and redesign. 44 99- 469 87l NE 82nd SL THE CHESAPEAKE GROUP COMPREHENSIVE ECONOMIC MARKETING STRATEGIC PLAT' FOR THE UPPER EASTSIDE IN MIAMI, FLORIDA /111 N *not drawn to scale STRATEGIC IMPLEMENTATION 99- 469 THE CHE;. ?FAKE GROUP, INC. The following proposed implementation of the proposals and other activity necessary to achieve a strategic reversal of investment patterns and enhancement of the economic conditions in the Upper Eastside is based on two critical assumptions. These are: (1) there will be no new local public fiscal resources available or allocated to the projects; and (2) any proposed activity can be accomplished over a six month to two year period. In addition to these two assumptions, while not viewed as 'long-term', the suggestions, if implemented, would be catalytic and impact the long-term prospects for Biscayne Boulevard and 79h Street. There are five component parts to the strategic implementation program. These are: 1. Neighborhood economic development 2. The creation of a linear urban business park for the nearby industrial area 3. Organizational Development 4. Creation of the defined marketable opportunities 5. Marketing and recruitment of business and development interests The following summarizes activities that need to occur to alter economic conditions within the study area. Neighborhood Economic Development The commercial corridors that compose the study area are impacted by what happens around them or the various neighborhoods. Physical and economic deterioration in those neighborhoods causes similar problems along the commercial corridor. There has been and continues to be significant physical and economic conditions in some of the surrounding neighborhoods, particularly those to the east, that create problems. While significant and productive attempts at enhancement have been done through a host of community development efforts, fundamental economic change for the population bases in those areas is the only type of'intervenbon' that will succeed. A successful neighborhood economic development program for the communities encompasses at least four areas. These are: • Career training coupled with immediate job placement. • Entrepreneurial development. • Homeownership stimulation. • Fiscal program development. Fundamental problems in the communities are the type of job held by many of the residents and the associated compensation. Other individuals, as defined through the survey effort, are not employed at present. Some of these are receiving public assistance in one form or another that will lose benefits due to the recently enacted federal "welfare to work' program. Enhanced career training, oriented toward upgrading skill levels, and job placement are the mechanisms that must be brought to bear to alter the communities' problems largely created by current income levels. 8516 GREEN LANE, BALTIMORE, MARYLAND 21244 410-265-1784/(FAX)410-521-0480 48 99- 469 THE CHEF. .a-)EAKE GROUP, INC. Creation of economic opportunity is, however, much more than enhanced employment opportunity. It involves the stimulation of entrepreneurial development activity. Within the lower income communities, having a "stake" in the commercial area and in the economic future will rest on stimulating entrepreneurial activity. An entrepreneurial program should be established providing for: (a) identification of those that have the desire to enter the business world and assume the associated risks; (b) support with developing a quality and realistic business plan; (c) technical assistance with management and marketing issues; (d) possible "on the job" experience or training; (e) assistance with obtaining capital and financing; and (f) technical assistance, either through a "buddy" or mentor system or other means, for the first two years of operation. Coupled with the employment and entrepreneurial activity should be aggressive pursuit of homeownership efforts for existing renters. By itself, without the means to maintain the housing unit, homeownership is unlikely to be successful. But with increased household incomes, homeownership becomes the critical tool in reversing physical conditions. Homeownership can be stimulated through developing "no down payment" agreements with financial institutions, creation of special incentive or structured savings accounts for tax refunds, etc. that operate much like former "Christmas club" accounts, and other such efforts that do not require any public sector financing. Enhancement of fiscal resources to accomplish the above is important. The following are sources of funds that can be tapped or can more fully be utilized than they are at the present time to accomplish the creation of one or more of the four components of the essential neighborhood economic development activities: CDBG funds for any or all of the four aforementioned program components. New funds available from and channeled through the Federal and State government associated the "welfare to work" program for career training and entrepreneurial development. Local universities or community college for entrepreneurial program development assistance and co-sponsorship with private foundations or corporations for those that cannot afford to cover the costs of such program "registration" and participation. Linear Urban Business Park For The Nearby Industrial Area An additional potentially important element of the development strategy is the enhancement of the industrial corridor to the west of Biscayne and the neighborhoods that abut Biscayne. The area is important for the following reasons: 1. The Ciiy does not have a surplus of industrial land. 2. Many of the buildings, whether or not occupied at present, appear sound based on preliminary reconnaissance work. 3. There is vacant land that could support new industrial activity. 4. The community, as noted, needs expanded and enhanced employment opportunity that could be addressed by a rebirth of this corridor. 5. in the most southern end, the industrial properties and associated tracks virtually abut Biscayne. In fact, an entrance from Biscayne at the southern end would both diminish a problem in that area and potentially create a main entrance. 49 99- 469 THE CHE;. .'EAKE GROUP, INC. As stated, the area is currently predominantly industrial in character. However, much space is vacant, and there is virtually no cohesion. Previous attempts at revitalization of this corridor were tried in some form. However, they did not meet with success. In all probability, no collective, consistent marketing and leasing was done over time; few infrastructure improvements were made; and crime or the perception of it remained unabated. In essence, the area has never been "operated" as a modem business park. It is suggested that the opportunities that the extended linear area creates are too great to continue to leave in the declined state that it now represents. Thus, a concept of a linear industrial business park should be pursued for the corridor. Included in the development and implementation of the concept would be the following (not listed in order of priority): couective management anc leasing; aggressive marketing; creation of a major 'gateway entranceway off of Biscayne at the southern end; design standards for signs, screening, etc. on private property, Infrastructure, including but not limited to road beds, curbs and drainage, public landscaping, signage, and lighting; and modem security systems installation throughout the area, including but not limited to visual mi of streets, parking areas, etc. Funding for infrastructure could be sought from Federal sources. Organizational Development One of the most significant problems and major needs in the study area is for an organization that can: 1. adequately represent the diverse interests in the community, 2. effectively "educate' local public officials and government representatives as to the areas needs; 3. take on responsibility for facilitating development of the various programs; 4. recruit business and developer activity; 5. facilitate community involvement; 5. develop programs of benefit to the business community; 6. Assist with development of small site specific area plans; and 7. coordinate marketing efforts. Neither the existing Chamber of Commerce or any other current organization in the area seems to be in a position to take on even a small share of these responsibilities at present. The City cannot perform such services for a host of reasons. Furthermore, organizations that are citywide, countywide, or region -wide may be of benefit in the process, but will have other agendas that may conflict from either a policy or time perspective. Thus, it would appear that the evolution of an existing entity is essential, or a new entity needs to be created. 50 09- 469 THE CHEL ?EAKE GROUP, INC. One existing option that should be explored is to create a permanence for the current task force. That task force seems to reflect a host of residential community interests, those that have been active in the community over the long-term, and a limited number of business interests. If this group decides to take on the task of rebuilding a viable commercial core, it is suggested that: active representation from communities east of Biscayne be expanded; and that the number and diversity of business interests (business or commercial property owners) be expanded. The latter is often, and particularly given the history of activity in this area, more difficult than the former. It is suggested that to avoid past problems: • business interests are informed of but not be asked to attend planning sessions; • only attendance at meetings when an issue is "pocketbook" oriented be pushed; • the time of the meetings be limited to one hour; careful attention is paid to sticking with a set agenda; and • leadership is respected if not representative of all segments of the community. In other words, the organization needs to be run in a professional manner. While volunteerism should be the backbone of the entity, whether evolving from the task force or another group, professional staff would be beneficial to long-term success. Funds for such staff could come from a combination of CDBG funds and private financial institution and other corporate interests. However, before seeking such funding, the entity should establish a track record through volunteerism. Creation I Defines! Marketable OppQrtunitles Several key projects were identified through the analysis of the market potential. These include but are not limited to: an entrepreneurial and skill training center, a convenience shopping center, anchored by a supermarket and drugstore; and a small collection of restaurants. Each of these projects individually and collectively, with proper merchandising and product differentiation, has the ability to foster economic integration in the area that does not now exist in a significant manner. An important part of the implementation focuses upon marketing and recruitment that will follow. However, there are some key additional elements to be considered. First, clustering in a small section of the study area will assist in stimulating synergy as i well as create a nucleus from which future investment can grow. The selection of the identified sites on the three previously presented maps took this into consideration Second, design guidelines for new development should reflect a quality and character different from the indistinguishable current character of the area. Design standards should be applied to existing and new development, with non -conforming character given a reasonable time to comply (five to seven years). Third, there must be widespread, consistent code enforcement throughout the commercial core and the proposed linear business park. Fourth, technical assistance with respect to development of site specific plan concepts and marketing materials will be essential. Planning, inclusive of site specific design proposals, can be catalytic. These site specific concepts should be either provided by or facilitated through the City. Fifth, City control of property is not essential to foster the redevelopment or support the marketing of the sites for redevelopment. The development and marketing of more definitive site specific concept plans. Sixth, City acquisition of property to create the development is not essential. However, the City can facilitate redevelopment through the institution of design standards, consistent code enforcement, and other actions that eliminate the "incentive' to hold property in a deteriorated state or below "highest and best use". 51 99- 469 THE CHES. 'EAKE GROUP, INC. Several sites were identified as possible options for development of the concepts. With the exception of those at the most southern sections of the study area, the sites are shown on the maps found in this document. With clustering of catalytic activity is important; site in close proximity to each other that meet the conditions of the specific intended use should be given priority for possible development. The following contains the specifics of the projects and quantifiable or available information on the priority sites. The convenience center is presented first because of the limited number of sites that were found to be even options. CONVENIENCE CENTER The projected development would consist of a supermarket, ranging from 35,000 to 50,000 square feet, and additional retail and service activity noted in the analysis, consisting of between 7,500 and 12,500 square feet. Thus, the scale of the convenience center is expected to be in the range of 42,500 square feet to 62,500 square feet. With a parking ratio of 5 spaces per 1,000 square feet of space (a figure believed to excessive for the area), the total site development needs for a development consisting of a series of operations on one level with surface parking is estimated at be between 120,000 square feet and about 175,000 square feet. This represents a range of between about 2.7 acres and 4 acres of land. The preferred site for development of the convenience center is situated on the west side of Biscayne Boulevard between 76'" and 74�h Streets. The following is specific information on that site: Site development assumes portions of 7e Street can be incorporated into the project, closing access west of Biscayne on 75 h to through traffic. • Total acreage is estimated at about 2.82 acres. This is more than sufficient for the smaller development and less than needed for the larger. The additional parking for the larger scale development could be incorporated through the provision of a deck or smaller amounts of parking. The etsimated space, based upon files furnished by the City are roughly: 1. 46,700 square feet for 7500 Biscayne 4. 36,200 square feet for 7444-7460 Biscayne (Owner. Community Cable Corp.) (Owner. Harte Enterprises Corp.) 2. 4,750 square feet for 580 NE 7e (Owner. 5. 6,750 square feet for street Melba Quintero) 6. 17,970 square feet for 7422 Biscayne 3. 10,700 square feet for 560 NE 75'" (Owner. (Owner: Janos Nezo & W. Erzsebet) Harte Enterprises Corp.) • The site contains several properties, only one of which has a substantial structure (7422 Biscayne). Thus, acquisition should be reasonably easy. Furthermore, the project could potentially be done without the acquisition of 7422, which is a motel facility. However, there could be significant advantageous to acquisition of the property. The estimated acquisition price of 7422 would be between $400,000 and $500,000, based on listed prices of property for sale in the area and assessments. Estimated cost of the land for the other parcels, excluding 7422, is $600,000. TRAINING CENTER Training centers such as that desired for the area range in scale from between 5,000 square feet to 35,000 square feet. However, most of those that were built for the specific purpose are around 10,000 square feet. (This 10,00 square feet of space does not include entrepreneurial building and storefront space should that become pant of the project.) There are a number of sites that are appropriate for the training facility that would include combine two motel facilities into the complex. Many would have room for incorporation of entrepreneurial activity as well. 52 99- 469 THE CHES....'EAKE GROUP, INC. The following is a list of the motels in the northern sections of the study area, but south of 70'h Street, (as of September 1, 1996) as furnished by the City. Included are the names, addresses, and numbers of units: Vagabond Sunshine A.D.DRES5 7301 ffi—scayne 0 OF 50 Gold Dust 7700 Biscayne 60 Davis 6500-6580 Biscayne 45 Paraclete 7350 Biscayge 22 Executive Inn 7422 Biscayne 13 Economy Suites 6320 Biscayne 22 South Pacific 6300 Biscayne 25 Shalimar 6200 Biscayne 50 Sinbad 6150 Biscayne 28 Royal 7411 Biscayne 25 Seven Seas 5920 Biscayne 45 Star Dust 6730 Biscayne 55 I(ing 7150 Biscayne 19 Camelot Inn 7126 Biscayne 19 Saturn 6999 Biscayne 18 Manson 16789 Biscavne 22 Carl's El Padre 1 5950 Biscayne 10 The facilities ranging from 18 to 25 units are likely to sell for around $350,000 to $450,000. The larger facilities, having as many as 60 units could sell for $1 million to $1.5 million. RESTAURANT ACTIVITY The third proposed project includes a collection of restaurants. The initial configuration, previously defined in the market analysis, is for a maximum of six units. The anticipated range in scale is from about 12,000 square feet to a maximum of 25,000 square feet. It is noted that establishment of the collection does not require site acquisition. The following are additional considerations for the site. • individual spaces would appear to be easily defined • buildings have character that can be enhanced • some parking can be accommodated on site or relatively nearby, either on or off street. A number of potential sites for the restaurant activity is noted as well on the maps. To maximize the impact of redevelopment, a location as close to the convenience center, as is possible, is most desirable. Thus, one of the priority sites would include the properties immediately south of the priority convenience center site. The sites just south of 7422 Biscayne consist of a land area of about 20,000 square feet to but not including 74_0 Streets or properties to the south of 74'" Street. The following is also relevant to the particular site: 1. Ownership contacts are Beach End, Inc. and Auerbach Associates. 2. Total combined value is estimated at about $225,000 to $275,000. 3. The site is expandable to include properties immediately south of 74'" Street that would also be compatible with the concept. Expansion could include parking on the block between 74t' and 73'd Streets. Sites west of Biscayne on the map associated with 76'" Street and 77h Street should also be given priority consideration. 53 99- 469 THE CHEF .?EAKE GROUP, INC. Marketing And Recruitment Of Business And development Interests The marketing plans for Biscayne Boulevard must take into account many factors including: community diversity, both from an ethnic and economic perspective; older buildings and properties; the location on a major commercial thoroughfare; etc. The marketing plan's goals include: energizing an older area through the attraction of new businesses and ventures; targeting several different audiences; and providing new business opportunities to an under -employed residential population base. 1. Distinguishing The Area, For Today and Tomorrow The first part of the marketing program is to distinguish the study area (initially one section of the study area) for today and tomorrow. Much public sector investment is being made in the area. Florida Department of Transportation is supporting the design of new streetscape efforts. That landscaping and related efforts can be reinforced with a new identity created and incorporated into the developments, bringing awareness that new businesses and new ventures have entered the community and high traffic area. Creating the "District's" identity, by giving personality to the effort, allows everyone involved to take dwnership and embrace it. Positioning the project with a name, a symbol, and an explanation of the "new" and exciting developments facilitates the process. This can be reinforced immediately with flags and signs in the targeted sections of the study area using the name and symbol. The identity name and symbol will assist with providing the designated area with ambiance, allowing potential users to associate the name with activity and created energy. It also allows the residents to take "possession' and have pride in the changes. Importantly, the economic development recruitment effort thus has a real concept to sell rather than a blank, non-descript blueprint. Two name and design options are included for consideration. Both of them: achieve a friendly atmosphere; are generic in nature to include all possible business entities; and are reminiscent of the "Fabulous'50s" era. The two are: Bel Air Tropics and Biscayne Images. The use of an identification logo, coupled the economic forecasts and suggested site specific concept plans, will be persuasive determinants in the recruitment process if properly packaged. Both names and designs are specifically created: • To identify the locale, both on Biscayne Boulevard or in the Tropics. • Use Modemistic "retro" designs, harkening back to the halcyon days of the 50's. • Borrow Bel Air, one of the most recognized name for automobiles in the 50's, and the association with the formative heyday years of fancy hotels and rich suburbs. [It is an adaptation of Belle Aire (French for good air) and can be used in partnership with Biscayne Boulevard's Bel Air Tropics or Bel Air Tropics on Biscayne Boulevard.] 54 99- 469 THE CHEF .11EAKE GROUP, INC. EThe image for Bel Air Tropics employees an interpretation of the "famous fins" of the Chevrolet. T. r c p 1 c s Biscayne Images utilizes a collage of South Florida symbols, combined and contained in a definitive 50's modem shape. The 3-point palm frond and the energy force of breezes and sunshine in the blue sky is interpretive, reflecting a new "excitement". Introducing Bel Air Tropics/Biscayne Images to the community can be done with a minimum of funds. A public relation's campaign could account for the largest portion of the initial marketing effort, gamering media coverage to introduce the new image and logo and announce the opening of recruitment for new business investment. This media campaign can be directed to business, community and educational editorial entities, including local and regional business newspapers, magazines and TV stations, consumer publications and neighborhood and community publications, including but not limited to: Print Publications: Business Daily Business Review Miami Today South Florida Business Journal Florida Trend Wall Street Joumal/Florida Edition Print Publications: Consumer 15CAYNE Miami Herald Viva Miami Herald/Neighbors Exito Miami Herald El Nuevo Fashion Spectrum Diario Las Americas New Times Print Publications: Community Community News Sun Post Group TV Stations: WFOR-Channel 4 WLTV-Channel 23 WTVJ-Channel 6 WJAN-Channel 41 WPLG-Channel 10 Local Cable Stations WSCV-Channel 51 55 99-- 469 THE CHE +PEAKS GROUP, INC. In addition to the public relations media campaign, a volunteer community outreach presentation can be simply outlined with copies of the physcial design illustrations, logos, market conclusions and site concepts. Five minute "trade talks" could follow at local civic and professional organizations, community groups and government meetings, including but not limited to: •-• • • Rotary Chambers of Condo 'Town" Meetings Commerce Associations Kiwanis Industry Associations Neighborhood Commission Groups Meetings Knights of Realtor Groups PTA's County Meetings Columbus The following are the materials needed for the Public Relations campaign: 1. Press release written, preferably on stationery printed with the new identity's logo; 2. Graphics for inclusion with press release of logo, streetscape design, concept plans, etc.; 3. Written PSAs (public service announcements) to send to electronic media; and 4. Script and display boards for volunteer community outreach "trade talk" presentations. It is also suggested that consideration be given to an additional public relations tool: Biscayne's GREAT NEWS. This would be a four -page printed newspaper (tabloid size), printed by several possible entities, including the Community News or Sun Post Group, and could be inserted in their publication and "over- run" to use for marketing purposes, including but not limited to: potential investors and developers; potential tenants; the media; and consumer groups. Additionally, this publication can be distributed by all current merchants and new tenants to their customers. The Biscayne's GREAT NEWS can highlight the streetscape effort, new development potential, other design issues, City's commitment to the area, as well as introduce the implementing community organization, leaders, and programs. This and the other public relations efforts should be a strategic component of a program to promote the proposed Florida DOT changes; thus, potentially being funded by that program. The production budget could also be created by selling sponsorship advertising to current retail and other business, corporate, and community .entities in the neighborhood. The selling of advertising can be done by a publishing company, thereby creating a profit making venture for them. Recognizing there is not at present a group or organization to produce a "full fledged' marketing campaign, the initial public relations effort will get the ball rolling. The volunteers "community outreach" presentations will bring it to the attention of people, press, and the neighborhoods, reserving the limited and valuable resources of both time and money for the recruitment and marketing of new business investment, development, and ventures. 2_Recruiting Business Entities for the Traininq Facility There are basically two approaches that can be used to develop the proposed training facilities, preferably through the reuse of several of the motel facilities in very close proximity to each other. (The conversion of such space to classrooms, start-up entrepreneurial business, and incubator space is ideal. Furthermore, the transition of these structures would be an important psychological boost for the area.) One approach is through the recruitment of one entity, public or private, to provide the range of services. The second alternative would be to recruit one entity to coordinate and manage a consortium of entities and services. 56 59- 469 THE CHE: .PEAKE GROUP, INC. In either case, one-on-one direct solicitation of parties is the necessary approach. There are basically three critical steps to this recruitment process. These are: • identification of possible operators or management entities; + preparation of marketing materials; and • one-on-one solicitation. There are a number of possible operators that can be identified through trade information, national education groups, and contact with other communities. Some of those that are easily identified locally, since already active in the market, include public entities, such as DCPS Dade County Public Schools and MDCC Miami Dade Community College, and private entities such as: 1. TCI (Technical Career Institute); 2. ITT Technical Institute; and 3. ATI Career Training Centers. Working with the Greater Miami Chamber could provide several opportunities to use their influence and resources to recruit the school programs and build support within the business community. Developing a partnership with the Greater Miami Chamber's "One Community One Goal" programs, the following seven identified industries could also be targeted. film & entertainment visitor industry bio-medical financial services information technology international commerce telecommunications Secondary educational targets, combining the benefits of both school and retail business experience, can also be recruited. These are generally smaller, industry specific training programs which have the capability to provide education, jobs, and services to the neighborhood all in one package. They include, but are not necessarily limited to: barber/beauty/cosmetology: bar tending; massage therapy; fitness; travel services; and child care. As noted the second step is to create marketing materials much like those associated with the promotion of the aforementioned theme and physical enhancement program. Essential to the marketing materials for these institutions as well as other business developers will be the economic forecast, customer demand, and space availability. Convenient commuting should be emphasized, developing a traffic flow Positioning Map as part of the graphics. Using Biscayne Boulevard as the focal point, 1-95, 1-195, 1- 395/36th Street, 791h Street Causeway, N. Miami Ave., and other major connectors and bus routes should be highlighted. Recognizing a limited or non-existent budget situation, tools and materials can be generated simply on a desktop publishing program by the City staff, outlining the advantages including but not limited to: economic forecast; consumer demand; special taxing district or other incentives ( if it can be made applicable); availAble land; business environment; City contacts; permitting/licensing procedures programs; convenient commuting routes; physical enhancement program; and business support entities and programs. Producing a bound document with the new logo and "Positioning Map" in color as front and back covers, including a contents page; the individual information sheets; contact lists for further information; and a cover letter with specific information directed to the targeted entities, is an inexpensive option to printing brochures. Completing the package with the four page Biscayne's GREAT NEWS will provide the editorial perspective and presentation normally in a standard brochure. 57 99- 469 THE CHE; PEAKE GROUP, INC. One-on-one solicitation could be done through a team of "ambassador" volunteers, supported by professional staff time from the City or such entities as the Dade Employment & Economic Development Corporation, Inc. Creating a tax advantage or other "investment" opportunity for educational/entrepreneurial development in a designated BID/Enterprise area can further encourage a training center's investment and the business community's support for the venture. Marketing to potential student groups may differ depending upon the evolution of the training facility or facilities. For example, the larger training centers have established marketing programs in effect and will view this as adding a location with possibly some specially developed new programs. The professional school/retail outlets will have established marketing programs that sell both student recruitment and the consumer awareness of the services provided, Yet, there are potentially 5,000 area residents having interest for training in the immediate area. The survey, conducted as part of this effort, indicated a significant percentage of the population, both unemployed and dissatisfied employed, seeking re-training for the next century's jobs with a focus on computer, business math, accounting, business management, entrepreneurial programs, and technical skills training . These people, daily commuters along the Biscayne corridor, as well as other demographic groups make up the bulk of potential local students that must be tapped. Aftemative Gass schedules, creating a 16 hour dad', is likely to assist with attracting clientele from these markets. The following is intended to be simply an example of a possible scheduling. retraining employed i unemployed and "welfare to work" retraining employed continuing ed credits elder education continuinq ed work improvement skills entrepreneurial dev, work improvement skills entrepreneurial dev. technical linked to other ed. entities entrepreneurial dev. There are also a number of funding options that may be available. For example, portions of the outreach and ultimate programs associated with "welfare to work", unemployed and, retraining might be "underwritten" by the Greater Miami business support sponsorships developed as part of "One Community One Goal", "WAGES", and other public/private community programs in place. Developing public/private co-operative partnerships to the ultimate potential, a trade training program, incorporating entrepreneur development and the establishment of "incubator" businesses, might be developed as a proto-type program, providing economic independence and professional development. Recruiting corporate sponsors from within the industry ranks might be possible from among such entities as: Ryder/Truck Driving Schools Home Depot[Ucensing Contractors Trane/Air Conditioning Repair Shell Oil/Auto Repair Mechanics etc. Potential financing, underwriting, and cooperative partners in this programs' development could include: • Small Business Administration • Women's Business Development Center at FIU • SCORE • Beacon Council • Local Banks • Florida International University - Entrepreneurial Institute • Florida Business Development Council 58 • Florida Venture Forum • Industrial Development Authority • Metro -Dade County Department of Business & Economic Development • Minority Business Development Center • South Atlantic Venture Fund • Small Business Development Center at FIU • Tools for Change 99- 469 THE CHEF ,-1EAKE GROUP, INC, 3. Restaurant Business Recruitment There are two approaches to the propsed development of the suggested cluster of restaurants. The first is to attract existing operations. . The second is new business development, contributing to the entrepreneurial base. For existing operations, the ideal candidates to be targeted are restaurateurs in other parts of Dade, Broward, Palm Beach, Lee, and Collier Counties. Specifically sought would be those being in existence for at least 3-5 years. Accepting that start-up restaurants have a 50% failure rate, the established businesses seeking expansion into a new market area provide the best potential. Targeted would be middle income, full -service restaurants, fulfilling the market demand as detailed in the economic survey and forecast. Marketing materials and presentation would be similar to that already defined for the training center. Using public relations as the primary marketing method, editorials and press releases can be specifically targeted to restaurant industry publications. The National Restaurant Association's (NRA) membership list is available through an "allied membership", $140 annual dues for a not -for -profit entity, and entities this member to rent mailing lists of members for $100 per thousand. identifying potential established restaurants through the NRA membership could provide meaningful information (800-424-5156). A second altemaitve would be to research the Retail Tenant Directory, published by Trade Dimensions. As noted, the second approach is to solicit entrepreneurs. Beyond identifying individuals from within the immediate community or linked to the proposed training facilities, successful candidates can be identified from existing educational programs, including but not limited to: • Universities and Colleges • Florida Atlantic University - Small Business Development Center • Florida Intemational University - Entrepren- eurial Institute • Small Business Administration • Women's Business Development Center at FIU Miami Dade Community College - Dade South Campus 1996 Nova University - Business R Entrepren- eurship Center University of West Florida - Florida Small Business Development Center Network Successful candidates could also be solicited from national and international culinary arts schools using the types of materials already described. Targeting the most likely potential "customers' will provide the greatest results with the least amount of time invested. Qualified candidates, pre-screened to a developed profile (dealing primarily with desire, personality, and related factors) will streamline the process. Presenting specific benefits that will allow potential customers to make their decision easily based upon facts directly impacting their business uses everyone's resources wisely. 4. Convenience Center Business Recruitment Business Recruitment will need to be a focused attack upon a designated merchant mix. Many of the larger chains, Albertsons, Eckerds, Walgreens, and Winn Dixie have symbiotic partnerships already established. The same or a similar package developed for the training facilities and restaurants, exhibiting the economic advantages and forecasts, etc., will provide the primary information needed to begin discussions. :I] SO9- 469 r THE CHES 'EAKE GROUP, INC. Creating awareness within the industry, professional venues, and community will synergize efforts and help to identify available resources and partnerships to encourage further development and investment. Public relations is a powerful tool and can be highly successful. It is also the least expensive of all marketing methods, requiring more time than money to produce results. However, once again, direct one- on-one contact should be established through the suggested 'ambassadors.' 5. Future Planning Building a budget for future marketing should be a priority that becomes part of the business recruitment commitment. Each business should be solicited to contribute to the marketing of the area's businesses for the success of all participants. Similar to retail mall marketing programs, this provides the foundation for an on -going marketing plan and adapts and changes as the participants grow and change. Volunteer contribution systems have at times been productive, but are often difficult to maintain. Many communities have instituted collective programs through business and other such fee systems. Furthermore, immediate commercial activity is focused on Biscayne. A change along 79t' Street is most likely to be facilitated by restoration of former traffic patterns. m 99-- 469 PZ`l4 PLANNING FACT SHEET APPLICANT City of Miami Department of Planning and Development. HEARING DATE June 16, 1999. REQUEST/LOCATION Consideration of the Upper Eastside Master Plan as a tool for guiding the City of Miami in planning for the future development and preservation of the Upper Eastside area. LEGAL DESCRIPTION N/A PETITION Consideration of recommending approval of the Upper Eastside Master Plan as a tool for guiding the City of Miami in planning for the future development and preservation of the Upper Eastside area. PLANNING Approval. RECOMMENDATION BACKGROUND AND The Upper Eastside Master Plan is the result of an unprecedented ANALYSIS cooperation between the public and private sector through the services of the City of Miami Planning Department, economic consultants services of the Chesapeake Group, Inc., and voluntary participation of individual citizens and civic associations, and the active participation of municipal officials and staff. It is the intended goal of this document to provide a frame of reference so that the drafting of future regulations or revisions to existing regulations will more accurately reflect the will and vision of the community as set forth by the participants in the study. Further it is intended that the approach to the resolution of existing and future issues faced by the community be informed by the tenets herein articulated and thus guided more accurately toward an outcome favorable to all. PLANNING ADVISORY BOARD Pending action from PAB meeting of June 16, 1999 CITY COMMISSION N/A APPLICATION NUMBER 99-024 VOTE: N/A Item #7 ......................................................................................................................................................................................................................................... CITY OF MIAMI . DEPARTMENT OF PLANNING AND DEVELOPMENT 444 SW 2ND AVENUE, 3RD FLOOR • MIAMI, FLORIDA, 33130 PHONE (305) 416-1435 :...................................................................................................................................................................................................................................... : Date: 06/11/99 Page 1 t � y> y y-fir--a �; �.. �.> E '�E y� t i 1� C 1/j �1 rt r��i�1�L/ 'I � 4" R �� � �� ; �- r+ n THE UPPER EASTSIDIE MASTER PLAN (Executive Introduction & Summary) JOE CAROLLO, MAYOR J.L. PLUMMER, JR. CHAIRMAN/COMMISSIONER WIFREDO GORT, VICE CHAIRMAN/COMMISSIONER TOMAS REGALADO, COMMISSIONER JOE SANCHEZ, COMMISSIONER ARTHUR E. TEELE, JR. COMMISSIONER DONALD H. WARSHAW, CITY MANAGER PREPARED BY: City of Miami Planning Department Dena Bianchino, Assistant City Manager Ana Ge I abert- Sanchez, Director Lourdes Slazyk, Assistant Director Clark Turner, Section Chief -Community Planning Gregory Gay, Community Planner -Project Manager Sarah Eaton, Historic Preservation Officer Gary Leuschner, Real Estate Specialist Francisco Garcia, Land Development Specialist Olga Garcia, Computer Graphics 99- 469 TABLE OF CONTENTS EXECUTIVE INTRODUCTION TO THE UPPER EASTSIDE EXECUTIVE SUMMARY: GOALS & OBJECTIVES THE UPPER EASTSIDE: EXISTING CONDITIONS DESCRIPTION OF THE UPPER EASTSIDE BRIEF HISTORY OF THE UPPER EASTSIDE TILE UPPER EASTSIDE: AREA ISSUES THE UPPER EASTSIDE: OPPORTUNITIES & CONSTRAINTS HISTORY/PRESERVATION Historic Districts Preservation Incentives HOUSING/NEIGHBORHOOD ENHANCEMENT COMMUNITY IMAGE/URBAN DESIGN Design Guidelines Goals & Objectives Site Design Standards COMMERCIAL REVITALIZATION TRAFFIC/'IRANSPORTATION BOULEVARDS & PARKWAYS Streetscape Major Corridors PARKS/OPEN SPACE Parks & Recreation Special Park Districts Page 7 9 10 10 12 14 15 15 17 19 23 27 29 31 THE UPPER EASTSIDE: SUMMARY OF IMPORTANT CONCLUSIONS 32 UPPER EASTSIDE ACTION PLAN 32 COMPREHENSIVE ECONOMIC & MARKET STRATEGY PLAN 37 FLORIDA DEPARTMENT OF TRANSPORTATION PROJECTS 37 CHARRETTE TEANUACKNOWLEDGMENTS 38 99- 469 EXECUTIVE INTRODUCTION TO THE UPPER EASTSIDE Since the late 1980's, the residents and property owners of the Upper Eastside area have been trying to capture the attention of local government officials, private enterprise, and investors to recognize this community as an area of revitalization and redevelopment opportunities. On March 28, 1996, Mr. Jack Luft, Director of the City of Miami's Department of Community Planning & Revitalization (CPR) convened the residents and property owners of the Upper Eastside to initiate developing a master plan for the future development of Biscayne Boulevard and the adjacent communities. Numerous studies have been conducted prior to this latest initiative, and the past advancements toward revitalizing the Upper Eastside are encouraging. • Two historic districts have been established, and numerous homes have been restored to their original condition. Areas east of Biscayne Boulevard are being re -populated by individuals looking to take advantage of purchasing a medium or large home close to downtown Miami and Miami Beach at affordable prices. • The Design District, a home and furniture specialty center located near the I-195Biscayne Boulevard interchange, is experiencing a resurgence of activities with the numerous investment made by Craig and Scott Robbins of Dacra Realty. Dacra is most noted for their involvement in the revitalization of the Art Deco District of Miami Beach (South Beach). • The Florida Department of Transportation (FDOT) has recently focused their highway rebuilding efforts on the central area of Biscayne Boulevard, from NE 38th Street to NE 121 St Street. The area of critical concern is within the Miami city limits. • There are a number of old motels along Biscayne Boulevard, which offer a great opportunity for new construction and adaptive reuse for residential, commercial, and mixed use projects. • The Biscayne Plaza, a 12+ acre, shopping/service center built in 1954, presents an opportunity to develop an urban activity center with regional implications, similar to Coconut Grove's Cocowalk, combined with neighborhood services for local residents and workers. It is within this context that the City of Miami, along with numerous agencies and organizations interested in the redevelopment of the area, begin to create a working master plan and action program that identifies the priorities and the vision of the area so that by the year 2005, "...Miami's Upper Eastside area will be on its' way to once again become the gateway to the City, a vibrant, cultural, and historically significant community with an identity that reflects the pride of the residents and property owners, and host to a variety of amenities including, arts, history, entertainment, and shopping/service facilities for visitors and residents." 59,E The Upper Eastside Master Plan is a compilation of recommendations and action plans set forth by the residents and property owners focused on: enhancing retail opportunities; attracting and retaining businesses and jobs; continuing existing housing revitalization and new development; improving the Upper Eastside/Biscayne Boulevard's image; streamlining planning, preservation, zoning and design procedures; improving transportation and parking; and the establishment of a premier urban entertainment center. Among the many issues cited by the residents and property owners of this community, six recurring subjects emerged. • Traffic/Transportation: The traffic along Biscayne Boulevard can be intense at times, especially during morning and evening rush hours. This highway has been forced to handle traffic volumes for which it was not designed. The lanes are narrow and the turning lanes don't meet the standard required widths. Some of the adjacent neighborhoods have closed many of their streets which had access to Biscayne Boulevard. This has resulted in dead end streets off the boulevard. There is not enough parking in the right locations. • Historic Preservation: Historic designation has been key to the stabilization of the neighborhoods east of the boulevard. Further promotion of historic districts can have a positive impact on the residential areas of the Upper Eastside. • Commercial Revitalization: During the post World War II era, Biscayne Boulevard was one of Miami's mainstreets. Numerous motels lined the boulevard which provided affordable rooming facilities along a main access route to the City. As the area evolved, the future outlook of many of these motels became bleak because they did not provide necessary services to the adjacent neighborhoods. Some of the motels are unique in architecture and style, and could be revitalized under an adaptive reuse program. • Housing/Neighborhood Enhancements: Affordable single and multifamily housing has become a major issue in the areas west of the boulevard. The creation of housing design revitalization standards and maintenance guidelines can help to bring stability to this area. • Community Image/Urban Design: Miami Upper Eastside's present image is one of rundown motels, drug trafficking, and prostitution. From Biscayne Boulevard, visitors get a distorted view of a community which rivals Miami Shores, but lacks a true identity. Urban design guidelines, which include neighborhood gateways and uniform commercial facade designs, can help to provide a positive image of the boulevard and its adjacent neighborhoods. • Parks/Open Space: The maintenance and supervision of the Upper Eastside parks has been diminished due to repeated cutbacks in the City park's budget. Other cities have began instituting neighborhood groups to monitor to maintenance and supervision of public parks. The west and north areas are in great need of park facilities. Funds from the Metro -Dade County's newly initiated parks bond can be used to address these and other improvements for City parks. S9- 469 EXECUTIVE SUMMARY: GOALS & OBJECTIVES This study, and the plans derived from it, are aimed at improving the overall welfare, health and viability of the Upper Eastside area. Goals 1. Reduce the level of crime, drug activity, and prostitution in the area. 2. Reduce volumes and/or speeds of vehicular traffic on Biscayne Boulevard and adjacent streets, and return the street to a more pedestrian -friendly environment. 3. Expand the commercial viability of Biscayne Shopping Plaza while taking steps to reduce its negative impact on the surrounding community. Objectives 1. Establish pedestrian -oriented commercial areas along Biscayne Boulevard with small retail businesses such as antique shops, health food stores, sidewalk cafes, etc. 2. Expand the supply of multi -family housing along Biscayne Boulevard. 3. Review public policies, zoning ordinances, historic preservation regulations, and develop guidelines for housing, especially with regard to the areas west of Biscayne Boulevard. 4. Establish an appearance and maintenance code for commercial and residential properties. 5. Improve landscape enhancements for both private properties, public parks and transportation right -of --ways. THE UPPER EASTSIDE: EXISTING CONDITIONS N. F. 87 Sr NE78sr ME HARBOR/ {WORTH VILLAGE ISLAND DESCRIPTION OF THE UPPER EASTSIDE The Upper Eastside is one of the best-known of Miami's developed coastal communities. It is a district comprised of several distinct residential neighborhoods including Morningside, Bay Point, Belle Meade and Belle Meade Island, Shorecrest, Bayside, and others. The boundaries of the area are Biscayne Bay on the east, the FEC Railroad on the west, Interstate Route (approx. N.E. 38th Street) on the south, and the city limits (approx. N.E. 87th Street) on the north. The district is bisected by the Biscayne Boulevard (U.S.-1) and N.E. 79th Street commercial corridors. Biscayne Boulevard was once the major gateway to Miami for travelers from the north, and was viewed by tourists as an affordable alternative to the more expensive accommodations on Miami Beach. Some Art Deco, Streamline Modern, and 1950's-styled motels still line the Boulevard, decades after I-95 replaced U.S. 1 as the -major route of travel for visitors. Over the years, a number of "would have been historic" motels have been demolished, converted to transient rooming houses or apartments, or used as one night stands for prostitutes and their customers who now frequent the area. Drug trafficking and other criminal activities are perceived to be prevalent, and other businesses such as the "Pussycat Theater" (now Club Madonna) and the numerous liquor stores along the Boulevard are also perceived to be contributors to the decline of legitimate business in the area. The Morningside and Bayside neighborhoods have been designated as historic districts by the City of Miami. Some of the homes and commercial buildings outside of these historic districts may also qualify for historic designation. There are approximately 130 businesses along Biscayne Boulevard. Of that, about 20% are the hotels and motels which date back to the late 1930's through the mid-1950's. Most of these have outlived their usefulness as tourist destinations because of the I-95 bypass and the development of other tourist destinations in South Beach, Coconut Grove, and downtown Miami. The Upper Eastside is an area ideally suited for redevelopment. The existing character of the community is one that can be redesigned to create an urban environment similar to memorable roadways such as Los Olas Boulevard in Ft. Lauderdale or Miami's very own Coral Way (Southwest 22nd Street), if redevelopment is carefully crafted to fit market realities. However, there are some significant obstacles to revitalization of the area which must be overcome if a viable plan is to be developed and carried out. For this study, the description of Upper Eastside has been divided into three sections; North, Central, and South. 10 S09— 4G9 SHORECREST North HARBOR/ "H VILLAGE The north section of the Upper Eastside is bounded by the Little River Inlet east of the Boulevard, NE 77th Street west of the Boulevard, the FEC Right -of Way, the city limits at NE 87th Street, and Biscayne Bay. This area is primarily commercial, with some multifamily residential in the area west of Biscayne Boulevard and mainly single family residential from Biscayne Boulevard to the bay. There are some pockets of multifamily residential east of Biscayne Boulevard. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard • Need for traffic reconfiguration on NE 79th Street and NE 82nd Street (Little River Parkway) from the Boulevard to the bay • Need for traffic calming techniques (other than street closures) • Beautification of its public places, including its roads and parks. • Need for additional trees and landscaping on public and private properties • The lack of park and recreational facilities for children and adolescents ISLAND Central The central section of the Upper Eastside is bounded by the Little River Inlet, FEC Right -of Way, Biscayne Bay, NE 61st Street east of the Boulevard, and NE 55 Terrace west of the Boulevard. It is characterized as a residential area with a struggling commercial corridor through the center and an decayed industrial district to the west. The area east of the Boulevard is mostly single-family residences with a concentrated area of multifamily residences. This area also includes the Bayside Historic district and the Cushman School. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard • Improvement of its corridors to accommodate pedestrians and bicycles without widening for vehicles • Additional street tree planting and landscaping • Concentration of commercial uses at or near major crossroads • Hotel/motel use, adaptive reuse, conversion, and/or demolition • Need for a community center, activities for Legion Park • Need for traffic calming techniques, other than street closures • Need for mixed use/multifamily residences along Biscayne Boulevard, rentals or condos • Need for traffic reconfiguration of NE 61st Street and NE 62nd Street (M. L. King Boulevard), from NE 4th Court to Biscayne Boulevard • Identification of uses for the warehouse district on NE 4th Court, between NE 61st Street and NE 78th Street 99- 469 MORNINOSIDS MAY POINT PARK South The south section of the Upper Eastside is bounded by NE 61st Street east Boulevard, NE 55th Terrace west of the Boulevard, the FEC Right -of Way, Biscayne Bay, and Interstate-195/SR-112, and is widely considered the most desirable area of the community. This area is mainly commercial/office in character west of the Boulevard, and residential in character east of the Boulevard, with single family residences on medium and large lots. There is a small concentration of low rise multifamily residences near the waterfront. The south section is known for a number of significant institutions e.g. WPLG Channel 10, IVAX Corporation, the Police Museum, Bay Point Residences, the Bay Shore Lutheran Church, and the Morningside Historic District. The southern end of this area abuts the Miami Design District, an area which is making a comeback. The concerns articulated for this area include: • Rebuilding of Biscayne Boulevard. • Traffic reconfiguration of Biscayne Boulevard and Federal Highway, between NE 54th Street and NE 55th Terrace • Concentration of commercial uses at or near major crossroads • Hotel/motel use, adaptive reuse, conversion, and/or demolition • Need for traffic calming techniques, other than street closures • Preservation of historic trees, landscape, and structures BRIEF HISTORY OF THE UPPER EASTSIDE The heart of today's Upper Eastside encompassed the early pioneer settlement of Lemon City. Established around 1889, Lemon City was the first pioneer community in North Dade, and for a time, was as important as Coconut Grove in early Miami history. Lemon City developed around today's N.E. 61st Street, then known as Lemon Avenue, on Biscayne Bay, where a small commercial dock was located. The community soon boasted a post office, a dry goods store, a two story hotel and approximately 80 residences in the surrounding area. The arrival of the railroad to Miami in 1896 marked the end of an era for this pioneer settlement. Before the railroad arrived, the community's importance to the Miami area was marked by its docks. Now the train would bring much needed supplies to Miami. The train also drew people away from Lemon City to Miami and the new Lemon City Depot drew business further west toward N.E. 2nd Avenue. The residential areas around Lemon City continued to develop, however, as entrepreneurs platted small parcels of land along Biscayne Bay. The Elmira neighborhood was subdivided in 1909 on today's N.E. 68th Street by migrants from Elmira, New York. This was soon followed by Magnolia Park just north of N.E. 36th Street in 1914, and the Acadia subdivision in 1915. The Upper Eastside was also home to a number of bayfront estates including the Tee House Plantation in today's Legion Park, the Fred Miller estate on the site of the Palm Bay Club, the Prescott Estate on N.E. 71st Street, Villa Florence, and Rockland. 12 S 9- 469 In 1925, Lemon City and the surrounding communities were engulfed by Miami as the city expanded northward during the land speculation boom. This period witnessed the development of Bay Shore (now known as Morningside), one of Miami's best planned subdivisions. Bay Shore spanned both sides of Biscayne Boulevard between N.E. 55th Terrace and N.E. 60th Street and was envisioned as an exclusive residential community. At the same time the Washington Place subdivision was created on N.E. 71st and N.E. 72nd Streets in 1925. The area north of N.E. 79th Street known as Shorecrest and Biscayne Heights also witnessed their early development at this time. Although much of the Upper Eastside was first developed during the boom years of the mid 1920's, the greatest building expansion did not occur until the period between the mid 1930's and World War II. This new building activity resulted in the construction of new houses within existing subdivisions, as well as the creation of new ones, such as Belle Meade. The architectural development of the Upper Eastside parallels that which occurred throughout Miami. The houses constructed here reflect the diversity, direction, and taste of individual residents, as well as the architectural eclecticism prevalent in the early twentieth century. The earlier buildings in the area are primarily Frame Vernacular, with many examples of early bungalows and other frame construction. Houses built in the 1920's are generally Mediterranean Revival in style, while structures built in the 1930's and 1940's are frequently Art Deco. The area also features a number of excellent examples of other architectural styles, including Mission, Streamline Moderne, as well as Masonry Vernacular. The most ambitions individual development project in Miami's early history had a dramatic impact on the shape of the Upper Eastside, namely the creation of Biscayne Boulevard. Biscayne Boulevard was conceived during the Boom and was completed in a post -bust depression. Built at a cost exceeding $16,000,000, the development cut a wide, new highway through the city's oldest residential neighborhoods to create a new "main street" for Miami. This "Fifth Avenue of the South" was envisioned as a complete shopping center for Miami with careful provisions made for design, beauty, and comfort. In 1925, there was no major highway to connect downtown Miami with developments to the north. Miami's bayfront street terminated at N.E. 13th Street. Narrow N.E. 2nd Avenue was the only direct route between the downtown and N.E. 55th Street, where the Federal Highway began. Federal Highway was the major north -south route that connected South Florida with Jacksonville and points to the north. Hugh Anderson conceived the vision of a magnificent Boulevard linking downtown Miami with his new community in Miami Shores. This Boulevard would extend north from the Royal Palm Hotel gardens and would connect with the Federal Highway. By July 1925, one of the greatest buying sprees in the history of American real estate began. Anderson purchased not only the right-of-way for the Boulevard, but also the property on both sides. Only by controlling these additional lots could the cost of construction be recovered and a profit made. Construction of the new thoroughfare was started in December 1925; the dedication took place on Armistice Day 1926. The Boulevard was opened for through traffic from downtown Miami to N.E. 55th Street in March 1927. The construction of Biscayne Boulevard was the last major development project of the Boom. Although the southern part of the Boulevard would contain the major commercial development, the part within today's Upper Eastside was envisioned for a different type of development, known as Miami Plaza. The area between N.E. 40th and N.E. 50th Street had been owned by Charles Deering and was the largest remaining undeveloped tract fronting on Biscayne Bay. This estate contained one of the largest stands of tropical growth in the country and was an almost impenetrable tropical jungle. Miami Plaza was envisioned as an exclusive residential, apartment, and hotel community. While the majority of Biscayne Boulevard would be 100 feet in width, the section through Miami Plaza contained a I80 foot stretch with landscaped medians in the center. Miami Plaza became a victim of the Hurricane of 1926, however, and the resulting economic collapse. Development did not resume until 1940, when Bay Point was created. 13 THE UPPER EASTSIDE: AREA ISSUES On the first day of the charrette, concerned residents, community leaders and business owners were given an opportunity to express their concerns about the future of the Upper Eastside. Their issues displayed during the entire charrette. The following is the information recorded from the fast session: • Commercial Revitalization • Community Design • Environmental Design • Housing • Historic Preservation • Traffic/Transportation • Infrastructure • Biscayne Boulevard Issues Miami City lira j.; (J�G' L'PER EASMDE C 0 MMLJY 17Y ASSESSMENT ® City of Miami Gateways 0 Neighborhood Gateways Traffic d Faffic Roblem Area fbtential Hstok Reservation Area Ni Areasof Fbtential Boulevard Multifamily Fedev. or Adaptive flaedential Peuse 11e Areasof Rau ward Commercial Hadev OrAdaptive Commercial Fbuse 14 9 i 4 60 9 THE UPPER EASTSIDE: OPPORTUNITIES & CONSTRAINTS HISTORIC PRESERVATION In 1982, the City of Miami adopted an ordinance to encourage the preservation of Miami's historic and architectural heritage. The ordinance provides an orderly and equitable way to balance and defend both private property rights and the community's right to protect its architectural and cultural heritage. The ordinance provides a mechanism to designate historic site, historic districts, and archeological zones. It also serves to regulate proposed future changes to designated properties. The Historic Preservation Ordinance is currently the most effective means of encouraging the preservation of historic sites and districts within the City. The Historic Preservation Ordinance provides a process by which architecturally or historically significant buildings and neighborhoods can be officially designated as important elements in Miami's heritage. Designation may be initiated by the Historic and Environmental Preservation Board or requested by a property owner or neighborhood association. The Board evaluates the property to determine its conformance to the established criteria for designation and is responsible for approving or denying historic designation. The ordinance establishes a systematic design review process to ensure that proposed physical changes to designated properties are appropriate and sensitive to their historic character This review process is designed to inform owners of available benefits and to assist them in developing appropriate plans and designs. Properties designated under the ordinance cannot be altered, added to, or demolished without prior approval by the Historic and Environmental Preservation Board or Preservation Officer. Review is triggered by the building permit process and insures that proposed changes to a property are in keeping with its historic character. The Board does not have the authority to deny the demolition of historic structures, however, but can delay the action for up to six months. The Upper Eastside has been in the forefront of historic preservation activities within the City of Miami, and contains more designated properties than any other neighborhood. Morningside, Miami's first historic district, was designated in 1984, and Bayside was designated in 1991. Two individual properties have also been designated as historic sites: the Cushman School and the Walter Flanders House at 452 N.E. 39th Street. Historic Districts There are numerous structures and residences which qualify for historic preservation status. The Morningside Historic District is one of the best known historic districts in South Florida. The district is located between NE 55th Street to NE 60th Street, and from Biscayne Bay to Biscayne Boulevard. The neighborhood area features well landscaped vehicular parkways as an added amenity. The area also includes several spoil islands which are located in Biscayne Bay, and Legion and Morningside Parks which are located along the bayfront . The houses within the entire Upper Eastside area express a full range of architectural designs including Mediterranean Revival, Art Deco, Mission and other vernacular structures. Preservation Incentives Ad Valorem Tax Exemption Community Development Block Grant (CDBG) Program Florida Enterprise Zone Program Historic Preservation Grants - In - Aid Investment Tax Credit For Low Income Housing The Historic Home Ownership Assistance Act Easement Programs Revolving Fund IS 99- 469 A Miami city limits, r 77-q N. E. 87 Si N. E. 79 ST BAYSIDE N. E. 61 SE CUSHMAN SCHOOL MORKINSIDE N. E. 54 ST 1p I-LLU W.FLANDERS HOUSE �7 N. E. 36-S'C'� ".� 16 HIS RC R;F-,93WATON Potential Hist:)dc Pre se rva do n Are a Existing Historic Preservation District Existing Historic Stes HOUSING/NEIGHBORHOOD ENHANCEMENT There are eleven distinct neighborhoods that comprise the Upper Eastside area. Some neighborhoods have sub - neighborhoods within them representing a condominium complex or distinct homeowners association. While they all share common ties, they each have distinct characteristics and individual concerns. The southern three neighborhoods of Magnolia Park, Bay Point and Morningside tend to have higher incomes, higher assessed property values, and have a population which is predominately white. The zoning in these neighborhoods, with the exception of Magnolia Park, which is multi -family medium density, is uniformly single family. The central neighborhoods of Bayside, Biscayne West/Palm Grove, Legion Park, Eaton Park and Belle Meade, are not as homogeneous as their neighbors to the south and are very diverse ethnically and racially. The properties in this part of the Upper Eastside are also very diverse. The zoning range from high density multi -family complexes to single family structures. Concentrations of upper income properties exist along the bayfront and riverfront. The northern neighborhoods of Biscayne Harbor, Shorecrest, and Biscayne Plaza are similar in composition to the central neighborhoods but lack the significant presence of upper income concentrations along the waterfront. The northern area is dominated by single family residents with some medium density residential near the commercial streets. The retail commercial areas take up more the 60% of the area --the highest commercial concentration of all the Upper Eastside neighborhoods. It should be noted that the Upper Eastside of the City of Miami has made enormous strides to raise the quality of life in the area. The goals of this planning charrette will include providing a course for future improvements in quality of life issues. This means that many of the causes of neighborhood blight will need to be addressed over a long period of time to provide substantial and sustained improvement. The land use characteristics east of Biscayne Boulevard are: single family homes with some high density multifamily housing and a small band of moderate density housing abutting the Boulevard. The area east of the Boulevard in the Upper Eastside has little commercial intrusion from the Boulevard, with the exception of 79th street. West of Biscayne the dominant housing structure is single family; however, many of these structures have been converted to duplex and medium density multifamily housing. Apartment and converted transient housing (motels) are more common occurrences west of Biscayne, and commercial intrusion is more common with the light industrial use along NE 4th Court. The structural conditions of the residences and commercial buildings range from very good to good for structures east of the Boulevard, and good to poor for structures west of the Boulevard. The infrastructure conditions are good to fair throughout the neighborhood. There are numerous infrastructure improvements which have recently been made by the Miami -Dade Water and Sewer Authority, Florida Power and Light, and the Florida Department of Transportation. Major street improvements are being planned for Biscayne Boulevard with preliminary planning for these already in process. Biscayne Boulevard's future as a major arterial roadway will need to consider the impacts on the adjacent neighborhoods and the businesses along the corridor. The increasing volume of traffic, the high speeds of traffic during off peak hours, street closures and narrow turning lanes are but a few of the issues requiring immediate attention. There are numerous social problems throughout the neighborhood, especially along Biscayne Boulevard and the area west of the Boulevard. These social problems range from prostitution, robberies and muggings, to drug trafficking and drug use. The only significant area of inconsistent land use is the industrial area along NE 4th Court which is directly across from a duplex/multifamily housing area. This industrial area also acts as a buffer to the railroad tracks directly 17 sJ- 469 Miami City lim �I1111►►�Ipp II a: snn nu.�n IIfU11�1 IIIIII, ,�,. i•ai �nurar~ rn�■wig .,,, Qkaa„u„ '=811.1.1111.111, 111111,10 N. E 54 Sl: E79Sr RESTAURANT / ENTERTAINMENT !U/ ' HOUSING/ NEIGHBORHOOD ENHANCEMENT Districts New thru greet 3iperMarket proposed sites N. E 36 SC ® in fill opportunity ... Pa rk wa y 18 SJ- 469 behind the warehouses. The area west of the Boulevard has experienced the greatest decline in population; it has the largest percentage of deteriorated structures; the greatest number of low income residents; and the highest level of unemployment in the neighborhood. COMMUNITY IMAGE(URBAN DESIGN Plan of Action The Upper Eastside area encompasses approximately 71,000,000 square feet, or 1,630 acres of land The area is made up of distinct districts varying greatly in the character of their development, as well as their physical condition. The uneven development undergone thus far by the diverse districts has resulted in a loosely arranged tapestry of insular enclaves. Some residential districts have recently been invigorated by a strong current of gentrification; others, however have failed to capitalize from this occurrence, largely due to the fragmentation created by existing infrastructure limitations and the absence of strong linking elements. The significant revitalization thus far experienced by some residential districts coupled with the forthcoming enhancement of the Biscayne Boulevard corridor currently being planned by the Florida Department of Transportation (FDOT) as well as the presence of organized community support in the area make for an auspicious set of circumstances for implementation of this development master plan. The planning charrette and public concerns generated a clear consensus setting forth the urban design issues to be addressed by this document. Three salient points emerged: The status quo of miscommunication and factionalism must be challenged and substituted by a well orchestrated grassroots effort toward the revitalization of the Upper Eastside community. 2. A reorganization of land -use regulations in the area is necessary in order to replace the existing patchwork of complicated zoning and land use designations with an integrated, organic and holistic set of regulations. 3. Creation of design guidelines and standards that will direct future development in the area safety, security and strengthening the quality of life for the Upper Eastside. Statement of Intent The Upper Eastside will be transformed into a healthy, cohesive community, the proud gateway to the city from the north. It will become this through: • Encouraging redevelopment of strategic properties with building types and uses that will improve the visual quality and security of open spaces for the enjoyment of all. • Encouraging the improvement of existing structures with building features and uses that better capitalize on the strategic opportunities offered to the community by its privileged regional location. • Develop special zoning district (SD) regulations to supplement existing zoning with a more precise and coherent set of site -design guidelines and architectural standards designed to bring about specific results including the desired shape to public spaces and visual harmony among buildings. • Providing linking elements to eliminate gaps in the fabric of the community and endow it with unity and cohesion. • Eliminating physical barriers to pedestrian circulation, facilitating traffic flow, 19 29- 6 `.1f9 • Reducing crime through the invigoration of community pride and vigilance. • Designing the anticipated development along Biscayne Boulevard in a configuration that provides a proper transition between communities to the south and to the north as well as to serve as the needed shared corridor to link neighborhoods to the east and to the west. • Correcting the physical relationship between commercial buildings and the streets on which they are located and achieving better integration between commercial and residential districts. Urban Design Guidelines ® N. E 87 Sr The physical appearance of the residential and Miami commercial areas is part of the neighborhood city iir7,as' SatoREcaEST aesthetic and urban design. Among the aesthetic and urban design problems and needs are the visual confusion due to competing design elements including signage, building materials, colors, awnings, unsightly facades, and the generally poor BELL! MEAD! & appearance of some buildings in the area. BELL! MEAD! " t PALM p®� ISLAND • Need to improve the appearance of building GROVE _® facades within commercial and residential areas. BISCAYN! • Need to provide visual amenities such as murals WEST attd ceramic tile plaques, decorative iron and woodwork, stained glass, tile and pavers. a+' • Improvement of the quality of signage along ". E e, s< +` commercial corridors. EATON . Gateways to the neighborhood at key locations. PARK = MORNINSIDE • Lack of sufficient pedestrian amenities including street furniture and inadequate "•E5.s< C0MMLNriYDE9GN weather protection for pedestrians. Need street beautification and improvements projects. &}�� ;'; Fnproved•i'ieserve P P J �r Q Sable•Peinforce 0 irreg„larli„pove Lack of sufficient landscaping along major P property. ,�,,�`,. .., ,` • . �, lhsteady3abitiae corridors and within private r n BAY P;..; W,olesMe-industrial a i . POI • ®Il�oric oisUict The need to improve neighborhood 4 '(tin Major Intersections maintenance including commercial facade community assets maintenance, pickup of trash and litter in trff MAGNOLIA PARK 0 Community Gateways commercial and residential areas; improvement c uFsFar N E.36 right-of-way and swale area maintenance, and for vacant lot clearance. Organize commerce around "critical Mass" commercial areas, i.e.; N.E. 54th Street, Publix/Eckerd Drugs, N.E. 61st-62nd Streets, Biscayne Shopping Plaza. 20 o9- 469 Goals And Objectives 1. Make Area Safe • Correct security difficulties and resolve related image issues. • Correct zoning and land use errors. • Generate pride of neighborhood and encourage surveillance of neighborhood streets. • Discourage visitors from exposing themselves to risk. • Architecturally define clear edges between public and private realms. 2. Direct Redevelopment • Control scale, intensity and appearance of new development. • Improve the visual character and increase utility of public spaces. • Maintain and reinforce stable neighborhoods. • Stabilize and improve unstable areas. • Encourage long term ownership and owner -occupancy of buildings. 3. Revitalize commercial areas • Promote infrll development and encourage mixed use. • Establish design standards for pedestrian oriented storefronts. • Provide enhanced street furniture and fixtures. • Discourage high speed traffic through implementation of calming devices. • Clearly mark pedestrian crossings. • Implement unified signage program throughout the community. • Implement effective parking strategy. Design Vision In the effort to restructure and revitalize the Upper Eastside community, it is proposed that integration and coherence can be accomplished through a unified design vision. This vision shall be translated into a set of design and development standards and guidelines which will make up a community appearance code. Existing Conditions The Upper Eastside has, at present, a building stock of considerable age and character and an infrastructure configuration which, although partially altered, remains clearly linear in layout and maintains a discernible hierarchy. These are the anchoring points which new development must observe and be designed to reinforce. Linking Strategies As mentioned previously the greatest challenge to overcome in order to achieve the integration of the community, is the present lack of interaction between its component neighborhoods and particularly between the neighborhoods and the commercial corridor. The success of the planned commercial revitalization of Biscayne Boulevard will depend largely on the support of the abutting neighborhoods. For this reason it is imperative that the interaction of neighborhoods and the corridor be facilitated and reinforced through linking strategies. Prototypes Commercial and residential prototypes of different scales and intensities should be designed and developed so as to integrate well with the existing fabric while reinforcing it. A coherent palette of architectural details, sensitive massing and scaling and connecting features to be used throughout the project area will accomplish the desired strengthening of character and result in the emergence of a new identity based on existing structures. 21 99w 469 Site Design Standards Zoning Designations Although the current zoning regulations define a set of development rights for property owners that must be largely accepted, through overlays and special districts it is possible to ensure that such development is of desirable quality and is compatible with the vision of the master plan as well as beneficial to the community. Permitted Uses A careful analysis of the uses presently allowed, their interaction and their effect on the community in general and neighboring areas in particular will yield a clear picture of what combinations prove successful and which uses should be promoted. These different combinations can be encouraged and facilitated through special districts and zoning overlays and will yield different nodes of commercial activity ranging from local to regional appeal throughout the Boulevard. Design Standards A study will be conducted to study and catalogue the salient architectural features of the buildings in the different neighborhoods in order to sift out those elements that endow each area with a unique character and scale. These elements will then be used as guides when composing the code standards which will regulate future development. Below are listed a proposed set of categories for which criteria will be established that will guide the planning, building and zoning reviewers in their evaluation of future proposals. A Architectural Standards • General Standards • Building Walls • Garden Walls And Fences • Characteristic Design Features • Roofs And Gutters • Openings, Articulations • Gateway Structure Details • Fixtures • Furniture • Pavers • Special Conditions 22 99- 469 COMMERCIAL REVITALIZATION During the charrette there were a number of issues expressed by the residents and property owners of the Upper Eastside that they considered to be key to the redevelopment of the entire Upper Eastside community. One of the main issues centered around commercial revitalization. It is no secret that the residents and property owners of the Upper Eastside would like to enjoy similar goods, services, and quality of life that other areas of Miami and Miami Beach presently enjoy. The intent of this plan is to develop a character for the commercial areas along Biscayne Boulevard. Based upon the following analysis, the Upper Eastside community presently has five shopping areas: 1. Area 1 - Biscayne Boulevard, from NE 38th Street to NE 55th Terrace. This area is a mixture high density and low -density office buildings, a television news studio, discount clothing stores, a grocery store and a drug store, a gas station, a few motels, and a few specialty shops. 2. Area 2 - Biscayne Boulevard, from NE 60th Street to NE 77th Street. This area is mostly small to medium motels, two gas stations, a few specialty shops and restaurants, and some small offices. 3. Area 3 - Northeast 79th Street, from the F.E.C. railroad right-of-way to Biscayne Bay. This area is a mixture of small offices and retail storefronts, a few specialty shops, a marine sales and services center, one prominent restaurant and several fast-food restaurants. 4. Area 4 - Biscayne Boulevard, from NE 79th Street to NE 87th Street. This area is a mixture of auto service stores, a gas station, a mid -rise office building, a few small offices, a few motels, one prominent restaurant and a few fast-food restaurants, and a few specialty shops. 5. The Biscayne Shopping Plaza, at NE 79th Street and Biscayne Boulevard. This center serves as a regional discount retail center with office facilities. The offices are presently occupied by law and immigration firms which desire a location adjacent to the Immigration and Naturalization Services Building across NE 79th Street. From a local perspective, areas 1 and 2 tend to serve the neighborhoods that are adjacent to them, whereas areas 3 and 4 seem to attract a more regional clientele. There is an area outside of the master plan's study area, Biscayne Boulevard, north of NE 87th Street, which should be considered during the development and implementation of this plan. While this master plan may not address this area specifically, there exists commercial retail centers that have had and will continue to play a major role in the commercial revitalization of Area 4 along Biscayne Boulevard. The commercial warehousing district along NE 4th Court is an area in great need of revitalization. There are numerous vacant structures and properties in this area. Although the area is not located on a major traffic corridor, and presently possesses a more industrial image, it is zoned liberal commercial. This area can be suitable for commercial establishments desiring a location near Biscayne Boulevard, without the numerous zoning restrictions. Some parts of the Upper Eastside community are seen as dangerous, drug infested, "prostitutes -on parade" -types of area. That image is reinforced by the Pussycat Theater (now Club Madonna) and the numerous hotelstmotels along the Boulevard. The Upper Eastside community lacks a range of strong local stores, and is weak in the quality of supermarkets. Regionally, there is a probably sufficient demand for one more quality market in this area of Miami. The region is also lacking in moderate -priced shopping and entertainment. 23 9 1— 469 � n Iml,q.. .. ■■ ■ �' �11� n d "lllttttr„: ■ n ■il'■ 111 lRiill 11111011PI L.a. mum ntnrnn ovum, uun= unl i,nn, ' =�Il's IIIIIIII =: 11111 �" • - - nn-,rm,uu.It IUIIIIIZII�I tolltit .ttl _ 1 .711n= =191...IIm1................ 1 .11111 1 .,l,1 Fbstaurantsr Entertainment Facade Improvements `r Multifamily Fbsidential/ Commercial Adaptive reuse Into ftolesale/ Factory-Fbme Sippy/ RimM!ng/Designers9lowroom Uro .1y Farmer Market N.E615C Community Center EHE SE2P � Mufti -family tesdentialt Office N. E 54 Sr Motel Fb-use COMMB:ICIAL F;BA7IJZAITON AND EXJSHNG COMMB:U LALAS ■ Restricted Commercial M Liberal Commercial Office 24 09— 4uzj 4 TRAFFIC/TRANSPORTATION As a part of the master plan, traffic and transportation has become and will continue to be one of the major key elements of the revitalization and redevelopment of the Upper Eastside community. Traffic and transportation, as with other elements of planning in urban areas, is closely related to other issues. The traffic and transportation elements of this plan must address not only traffic and safety issues, but must also coordinate with and support other elements of the plan, such as security and preservation of neighborhoods, development of community commercial zones, revitalization of regional commercial districts, and should include landscaping on a human scale. The master plan elements for traffic and transportation take an integrated approach to guiding the future of traffic configurations and transportation efforts in the Upper Eastside by supporting the other elements of this plan. The overall goal of the traffic and transportation element of the plan is to create a small town, urban village -like character, and development a future vision of the Upper Eastside, as it relates to local and regional functions of transportation, for example: • As a component of the commercial revitalization element, circulation and parking are critical tools to redirect commercial development and define the scale, pattern, and character of the commercial district. • As a component to the housing and neighborhood enhancement element, the volume and speed of vehicular traffic, the ability to use non -motorized modes of transportation, and the pedestrian character of the street are used to: • redefine residential areas, • maintain an integrated urban form of neighborhoods connected by multiple streets, • help redirect traffic to support the revitalization and redevelopment of other neighborhoods. • As a component to the community image/urban design element, the structure/street relationship and the organization of other elements related to the street (lighting, furniture, signage, etc.) is instrumental to the development of the overall character of the Upper Eastside area. • As a component of the parks/open space element, the streets provide one of the most significant opportunities for landscaping as the street are the primary system of public transportation for the entire Upper Eastside. 27 9 9- t P Q A �wN�Ifi7x�LL71 it III:I'ig11711111111111111111111111111_IIIif111ifie; 111 � .� A) 3 ii�. 1� ► ,Al �11■11111�' 411t1 � F�Illipm„ d11111■nn•• � ..� .y�/ . 9 BOULEVARDS & PARKWAYS ra 101MCK"T Streetscape TL` ""'En FAR"Ay The streetscape, usually defined by the public right-of- way, is a major factor in shaping our urban landscape. Streetscapes - and the manner in which architecture and UST'""'"'"" open space are used with them - define what we call the public realm. Codes and ordinances do not address the public streetscape beyond the right-of-way line, but can OULEVMO strongly influence the character of the public realm. This master plan will address the following aspects of streetscape improvements: I. Ways to improve the visual quality of streetscape ry"A"`wAT through planting. IDS & PARKWAYS 2. Alternatives for street configuration to create a pedestrian -friendly environment while facilitating vehicular, pedestrian, and bikeway circulation. 3. Enhancement of view corridors and scenic corridors. A Streetscape Master Plan is recommended which identifies a palette of street trees and palms to be planted in various neighborhoods based on existing plants, maintenance requirements, and feedback from neighborhood representatives/City staff. The plan would analyze: 1. Coordination of private development street tree requirements with proposed planting in the right-of-ways. 2. Thematic plant communities, such as tropical fruit and flowering trees, to create a system of neighborhood identification, historical significance and cultural image of the Upper Eastside. 3. Establishment of a hierarchy to prioritize streetscape/street tree planting for the Upper Eastside and each neighborhood. 4. Feasibility of relocating overhead electric lines underground. 5. Recommendations for bike paths, streetscape furniture, and signage. 29 99- 469 Major Corridors Based on the findings of this planning process, eight streetscapes were identified as major corridors. These were defined as the corridors having the greatest need, and potentially having the most beneficial impacts for streetscape improvements. n.� 1. Biscayne Boulevard 2. Federal Highway 3. Northeast 38th Street 4. Northeast 54th Street 5. Northeast 61 st Street 6. Northeast 62nd Street (M.L. ring, Jr. Boulevard) 7. Northeast 79th Street 8. Northeast 82nd Street (Little River Parkway) 30 PARKS/OPEN SPACE ir�r%truer:;: • r'_ .: "...c.9;SY. ■rrr.: �`rni�iU��tnmm�r� Parks And Recreation Parks and open spaces, like streetscapes, are an integral component of our urban fabric. As such, they are a direct reflection of our social and cultural well-being. They provide an essential need in community building bringing us together to play, and to know each other. A successful park system offers a diverse set of recreational opportunities allowing for various kinds of recreation which serve all members of the community. Many municipalities advocate well -programmed parks that provide activities to y41 m encourage young people to get off the street and thereby uten w son reduce neighborhood crime. o ;„ �� pamBea As heard often during the charrette, crime, drugs and "°°" �� ®m prostitution are the major concerns of the Upper Eastside G,®® community. With a combined effort of community and city agencies, parks and recreational programs can be utilized to reduce many of these community problems. Given the ever- MOMNM�.OI�M1M[ tightening squeeze on municipal budgets, it is vital that neighborhoods become active in "taking back" their parks. In fact, neighborhood associations should be encouraged to plan and program activities, and to monitor and maintain their parks. The City cannot do it alone; there need to be closer public/private partnerships in the care of fir- WPM N[MR PAW&& °PM SIAM neighborhood parks and open spaces. The Parks Bond Issue A county -wide bond issue for parks, called Safe Neighborhoods Parks Act of 1996, was passed during the November 1996 election. The Parks and Recreation Departments throughout Dade County and its municipalities are formulating proposals for critical park needs (staffing, new facilities and playgrounds, park furniture, programs). Presently, the City of Miami Parks and Recreation Department has prepared a budget proposal for roughly $20 million for its park program. There are many recommendations made in this proposal for the Upper Eastside parks. Special Park Districts A relatively old concept in regional park management, known as Special Park Districts (SPD), is also gaining momentum. These are independent districts which have their own tax base, elected boards of directors, and considerable public involvement. These districts are created out of citizens desire to control the delivery of park and recreation services apart from other services. SPD's have shown they can reduce overhead costs while improving the overall efficiency, response time, and economics for park and recreation services. Some distinct advantages are: 1. Their independence allows SPD's to act "more boldly" than park and recreation departments in legislative matters. 2. They can focus full attention on fulfilling public recreational needs. 3. They can move into the private community for private funding drives. 4. They enjoy more active community involvement. 31 �7v'" �Cb� THE UPPER EASTSEDE: SUMMARY OF IMPORTANT CONCLUSIONS This plan illustrates the conclusions reached during the charrette, including input from the local chamber of commerce and the numerous homeowners/civic/property owners associations. The overall goal is the enhancement of a mixed use developments for a variety of income individuals, and to redevelopment a beautiful and valuable community which is the gateway of metropolitan Miami. A series of recommendations, including the following topics, is described in the sections that follow: • Design Standards & Regulation • Infrastructure Improvements • Development Proposals • Provide detailed urban design plans specifically for Biscayne Boulevard, the 79'/82"' Street corridor, and the area west of the Boulevard. • Develop designs specific for public park landscape improvements, recreational areas, spoil islands and open spaces in the Upper Eastside. • Prepare streetscape designs for each of the major corridors of the Upper Eastside. • Implementation of neighborhood street improvements, including traffic calming designs for specific locations in the neighborhood, landscape plans for augmented street planting, and the addition of a bicycle path network on designated street. • Study the relocation of the overhead utilities underground. UPPER EASTSIDE ACTION PLAN The Upper Eastside Action Plan is a list of proposed initiatives to assist in the potential redevelopment and future development of the community. These initiatives have been divided into three phases: Phase One Facade Improvements/Cleanup & Sanitation Project Small Business Development Districts Designation Security Program for Commercial Areas/Neighborhood Crimewatch Redefine the Role Biscayne Boulevard Chamber of Commerce Phase Two Commercial Redevelopment Zones Hotel/Motel Adaptive Reuse Rezoning Residential Development along the Boulevard Residential Redevelopment west of the Boulevard Phase Three Widening of Biscayne Boulevard w/center medians Lighting (pedestrian and utilitarian) Landscaping Decorative Pavers Street Furniture in commercial zones Other Community Projects 32 0g_ 469 Phase One - Project Development The following activities should occur within a 6-12 month time span. Aesthetic Improvements - the Miami Gateway Project. The Biscayne Boulevard Chamber of Commerce, along with other civic or neighborhood organizations and associations, should be responsible for the identification of funding sources for community improvements, via the Upper Eastside NET office. These organizations will be responsible for developing an identity for the community as the 'northeast gateway' to the City of Miami. Funding sources may also be identified for the upkeep, cleaning, and maintenance of commercial and residential properties within the community. Neighborhood Gateway Project Several years ago, the Palm Bay condominiums located on N.E. 69th Street, east of Biscayne Boulevard, decided to do a landscaping project on the Boulevard. This project served several purposes; (1) a landmark to the commuters traveling the Boulevard, (2) advertisement for the condominium, and (3) beautification of a vacant parcel of property. It also indirectly serves as a gateway to one of the Upper Eastside historic neighborhoods called Bayside. Another neighborhood which has a well landscaped gateway is Bay Point. After viewing these projects, and responding to the community's request for more landscaping and green space along the Boulevard, a Neighborhood Gateway Project should be instituted as a way to beautify the Boulevard and assist in creating identities for each neighborhood in the Upper Eastside NET area. • Security The City of Miami Police Department should be encouraged to increase its visibility and effectiveness within the commercial and residential areas of the community. teveya i t _ WNerehbomood Gaiev'sys . Parking - Programming & Development :^ S oopmzmate GammyloeaooN Along with the new businesses that will be F �J moving into the community, there will be a need H_EW +R for better parking. Parking for the existing commercial establishment is already at a premium. There will need to be a coordinated effort between the community and the Miami Parking System to provide areas for metered off-street parking. Additionally, there will need to be a coordinated effort between the neighborhood crimewatch groups and the City of Miami Police Department concerning automobile towing and the removal illegally parked vehicles in the residential fringe areas adjacent to the business districts. • Community Design Guidelines & Afaintenance Standards To ensure compliance by future developers. property owners, business owners, and the residents of the community, community design guidelines should be developed and presented to the community for input and adoption for all new 33 09- J developments, and future modification/restoration projects. Additionally, maintenance standards should be developed and instituted for all commercial and residential properties. • Group Signage Program All transportation signage should be grouped together to reduce the amount of signage within the right-of-way. Biscayne Boulevard Small Business Development District The Biscayne Boulevard Chamber of Commerce should be the lead organization in establishing the Small Business Development District (SBDD). The purpose of the SBDD is to redefine the type of commercial activities conducted on the Boulevard and to take advantage of the existing hotels and motels which can be readapted for commercial and retail use within the commercial redevelopment zones. HoteVmotel property owners should be encouraged to provide retail, showroom, and office space at a rate equal to or lower than the suburban warehousing districts of north, west and south Dade County. This will help attract new entrepreneurs to the community. Phase Two - Planning and Financing The following activities should occur within a one to three year time span. • Phase Two involves the establishment of Commercial Redevelopment Zones (CRZ). These zones are an effort to concentrate commercial related activities into small pocket areas along the Boulevard. There are also numerous older, yet significant hotels and motels along the Boulevard which can be converted from their presence use to other commercial uses which would promote a positive community identity and a pedestrian friendly environment. • Tltree CRZ's are proposed in areas along the Boulevard. These zones are strategically planned to center around three major intersections which will serve as major access route to the zones. CRZ-1 centers around N.E. 54th Street and spans from N.E. 50th Street to N.E. 55th Terrace. CRZ-2 centers around N.E. 62nd Street (Martin L. King, Jr. Boulevard.) and spans from N.E. 60th Street to N.E. 64th Street. CRZ-3 centers around N.E. 71st Street and spans from N.E. 68th Street to N.E. 72nd Street. • The areas along the Boulevard, from N.E. 64th Street to N.E. 68th Street and N.E. 72nd Street to N.E. 77th Street, should be analyzed and evaluated for possible rezoning for multifamily residential use. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area, allowing 10-25 units per net acre, with a maximum height of 30 feet for the area east of the Boulevard, and 50 feet for the area west of the Boulevard. Additionally, there have been numerous suggestions and requests for additional landscaping and green space within this area. • The area west of Biscayne Boulevard has been perceived for numerous years to be the problem area of the Upper Eastside. This area is bounded by N.E. 59th Street to the south, N.E. 77th Street to the north, N.E. 4th Court to the west, and Biscayne Boulevard to the east. This area is divided into two sub -areas called Biscayne West/Palm Grove and Eaton Park. Biscayne West/Palm Grove has been in a major decline for several years due to high immigration and lack of home ownership. The zoning is suitable fbr future infill development, with the exception of some properties zoned 0 - Office located west of the SD-9 zoning district along Biscayne Boulevard, from N.E. 64th Street to N.E. 69th Street. This area is in great need of a major redevelopment project and restoration of several homes that reflect a significant architectural period. A historic preservation district is proposed for the area from N.E. 69th Street to N.E. 77th Street. This will hopefully encourage restoration of some of the older and architecturally significant homes in the district. A redevelopment district is proposed for the Eaton Park area, from N.E. 59th Street to N.E. 63rd Street. Low to medium density multifamily (townhouse or PUD type) housing is recommended for this area which is zoned R-3 residential, allowing 10-25 units per net acre with a maximum height of 30 feet. Mixed use development is a preferred option in the area along N.E. 61st Street and N.E. 62nd Street, between the Boulevard and the F.E.C. right-of-way. • Phase Two also involves the identification and proposed methods of acquisition of properties, along Biscayne Boulevard for the Neighborhood Gateway Project. The neighborhoods identified for this project are: Shorecrest, Biscayne Harbor, Bette Meade and Belle Meade Island, Biscayne West, Momingside, and Eaton Park. Phase Two will also involve additional planning, implementation, and identification of financing for the physical improvements to be fulfilled in Phase Three. 34 99- 469 N.L$75t ®Are a a of Boulevard CommercialMclevabpment or Adaptive Commercial Mum Waasof rbrontal Boulevard Wtftmiv Fb AtaWtion orNapM Rssidental Reuse = 1DMW% Other Community Projects Phase Three - Implementation and Construction The following project activities should be initiated and completed within a three to five year span. Phase Three will involve the implementation and construction of the new Biscayne Boulevard, to be completed in phases over a three to five year period. This involves the widening of Biscayne Boulevard from its present sixty-six (66) right-of-way to a minimum of seventy-five (75) right-of-way and the introduction of landscaped medians with turning lanes at various streets. Other features should include: additional landscaping, brick paver crossings at major intersections, decorative lighting, and decorative street furniture in the CRZ areas. Phase Three will also involve the adaptive reuse and restoration of all commercial structures within the CRZ areas. This part of the project should be coordinated with the improvements along Biscayne Boulevard for minimal business disruption. Additionally, new parking lots should be in place to support the transportation improvements on Biscayne Boulevard and the new business being developed along the Boulevard. • With the prospects of new businesses coming to this revitalized community, residential redevelopment, historic preservation, and restoration will hopefully become a reality during the three to five year time span and complete the improvements for the community. Vehicular traffic along N.E. 79th Street and N.E. 82nd Street, from the bay to the F.E.C. right-of-way has become a nuisance to the residents, property owners, and pedestrians who travel through the area. For the residents, N.E. 82nd Street (Little River Parkway) has become a speedway for commuters coming from Miami Beach and North Bay Village. This has split the neighborhood of Shorecrest into two separate areas, resulting in decrease in property value, decrease in home ownership, and an increase in vacancies along the street. Additionally, this parkway raises several safety issues for pedestrians who may walk/ride along this high speed trafficway. • Northeast 79th Street should be re -engineered, from Biscayne Bay to Biscayne Boulevard, as a five lane, two-way major commercial corridor with two lanes cacti for east and westbound traffic, with a center turn lane. A parking study must also be conducted to provide adequate off-street parking for the businesses along N.E. 79th Street. Temporary street closures along the north side of N.E. 79th Street should be made permanent. • Northeast 82nd Street (Little River Parkway) also should be re -engineered, from N.E. 79th Street to Biscayne Boulevard, as a two lane, two-way residential street with one lane going east and one west and street side parking available to the residents of the neighborhood. The temporary street closure at N.E. I Ith Avenue and 82nd Street should be relocated permanently to N.E. I Ith Avenue and 79th Street, This Carl create a cul-de-sac with a small neighborhood park for residents. 35 o9- 469 7 SS Potential Development/Redevelopment Some areas of Potential Development/Redevelopment of the Upper Eastside are: • Biscayne Boulevard CommerciaUNotel/Motel District. This is an area which should be designated as commercial redevelopment zones for adaptive reuse of the old hotels and motels for small business development centers. • Vacant properties along Biscayne Boulevard. These areas should be designated for multifamily residential housing and/or commercial redevelopment within the CRZ areas. • Biscayne Boulevard/79th Street Intersection. Prime location for an Urban Entertainment Activity Center. • 79th Street Shopping Plaza. The shopping center is in need of a major facade improvement, retail reorganization, landscaping, and traffic circulation improvements. • Little River Inlet. This area is best suited for riverfront restaurants, cafes, other similar water related commercial activities in the area adjacent to Biscayne Boulevard. • The Pussycat Theater/Club Madonna. This entertainment center is being reengineered to provide tasteful adult entertainment. The community still feels that it should be a family oriented entertainment center. • The American Legion Post Site. This site is presently for sale and is a prime location for high -density multifamily residential housing, or can be retained as a community center. • Legion Park Redevelopment. This park, which is located at the center of the community , should be considered the civic community center for the Upper Eastside. The park needs a gateway entry feature for pedestrian access. The weekend flea market and other community festivals should be held here. • Eaton Park Neighborhood. This is an area which is in great need of total residential and commercial redevelopment. A redevelopment district designation is recommended. • Warehouse district along N.E. 4th Court. This area, although partially occupied, provides very little service to the Upper Eastside neighborhood. Because of its proximity to the F.E.C. railway, an alternative land use is not known at this time. • Palm Grove/Biscayne West Neighborhood. There are a few houses west of Biscayne Boulevard that are similar in architectural design and significance to those houses east of Biscayne Boulevard which have been designated historic. A historic district is recommended for this area. 36 COMPREHENSIVE ECONOMIC & MARKET STRATEGY PLAN The City of Miami has engaged the professional services of a qualified and experienced economic planning firm for the planning, and preparation of studies for the Comprehensive Economic and Marketing Strategy Plan for the Upper Eastside Neighborhood. The Upper Eastside Comprehensive Economic and Marketing Strategy Plan (CEMSP) is a part of the Upper Eastside Master Plan. The primary objective of the study is to address commercial revitalization strategies, infrastructure improvements and quality of life issues while maintaining and enhancing the character of the Upper Eastside. Some topics of primary concern include, but are not limited to, Commercial Revitalization/Hotel-Motel Adaptive Reuse Strategies along Biscayne Boulevard, Parking and Traffic Circulation, Housing Opportunities in Eaton Park/Biscayne West area, and overall community character and design. The professional services agreement scope of services will focus on economic development initiatives to include innovative financing strategies as well as implementation strategies for recommendations in the UPESMP. In addition, the consultant should expect significant citizen participation which will involve, at minimum, focus groups for the discussion of goals and objectives of the Plan. End products will include the CEMSP document which will be included in the UPESMP. The UPESMP is intended to be adopted in concept by the Miami City Commission. There is also interest in publication of a popularized illustrative executive summary intended for wide distribution. The economic planning firm selected for producing the CEMSP is The Chesapeake Group, Howard S. Kohn, President, with Susan Ackley of Ackley Advertisement. FLORIDA DEPARTMENT OF TRANSPORTATION The Florida Department of Transportation (FDOT) is presently conducting a preliminary design and evaluation study on the rebuilding and enhancement of Biscayne Boulevard, the primary traffic corridor of the Upper Eastside community. State Road 5 (US 1, Biscayne Boulevard) is a principal north -south arterial providing both regional and local access within Northeast Dade County. The project study area extends from NE 39" Street to NE 123d Street. Beginning at the fringes of the Downtown Central Business District, it extends north into the northeast areas of Miami -Dade County. The Biscayne Boulevard corridor is divided into three segments, each having somewhat homogenous land use characteristics. The corridor is approximately 10.5 kilometers (6.5 miles) long, and traverses through the City of Miami, the Village of El Portal, Miami Shores Village, sections of unincorporated Miami -Dade County, and the City of North Miami. This report address Phase 1 (project Concept Summary) of a two phase transportation planning study to develop future transportation improvements for the SR5/Biscayne Boulevard Corridor. This study is being produced by MK Centennial, an engineering firm and consultant to FDOT. 37 Olt THE CITY OF MIAMI'S DEPARTMENT OF PLANNING & DEVELOPMENT UPPER EASTSIDE CHARRETTE TEAM Jack Lufi, Former Director Urban Design/Land Development Clark Turner, Chief -Community Planning Division Transportation Gregory Gay, Project Manager Community Development Gary Leuschner Housing & Development Francisco Garcia Urban Design/Land Development Sarah Eaton Historic Preservation Jose Casanova, R.A. Commercial Revitalization Susan Cambridge Quality of Life Neyda Galvez, Upper Eastside N.E.T. Code Enforcement Joan Schultz, Upper Eastside N.E.T. Community Relations ADDITIONAL CITY STAFF SUPPORT Anna Gelabert-Sanchez, Neyda Galvez, Fred Fernandez Administrators, Upper Eastside N.E.T. Office City of Miami Enrique Nuflez, A.S.L.A. Landscape Architecture/Urban Design City of Miami Van Woods. City Photographer City of Miami ACKNOWLEDGMENTS Michael Alexander, Herb Harper, Gregg Adams Rosalyn Brunson, Steve Hagen Harlan Woodard, R.A. Gloria Moreno Rosa, Bernice Butler Frank Zeinali, Jose Munos, Pedro Ordenes Jose Abreu, Maria Porrata Susan Ackley, Howard Kohn, The Greater Biscayne Chamber of Commerce Prizm Architects, Inc. DEEDCO, Inc. M.K. Centennial, Inc. Florida Department of Transportation, District Six The Bay Point Homeowners Association The Bayside Homeowners Association The Belle Meade Homeowners Association The Belle Meade Island Homeowners Association The Biscayne Harbor Homeowners Association The Biscayne West Homeowners Association The Haynesworth Village Homeowners Association The Momingside Civic Association The Palm Bay Towers & Condominiums The Palm Grove Homeowners Association The Shorecrest Homeowners Association The American Legion Post No. 29 The Chesapeake Group, Inc. 38 J-�