HomeMy WebLinkAbout11-00959 10-24-2011 Overtown Neighborhood Redevelopment PlanOctober 15, 2006
Overtown Neighborhood
Redevelopment Plan
City of Miami, Miami -Dade County, Florida
Commissioned by:
Local Initiatives Support Corporation
150 SE 2nd Avenue
Miami, Florida
Conducted by:
CMA Enterprise Incorporated
207 Laurel Oak Lane
Davie, Florida 33325
Office: (954) 476-3525
Project Team: Dr. Mohamed G. Alkadry; Ms. Gail Birks, Project Manager
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
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TABLE OF CONTENTS
Executive Summary 1
Introduction 3
Background and Boundaries 5
Geography Explanations 5
Existing Land Use 5
Current Situation 5
Population Facts 5
Population Trend 6
Race and Ethnic Composition of Population 6
Households and Household Income Facts 7
Households by Household Income 7
Educational Attainment and Marital Status 13
Households by Number of Vehicles 13
Overtown Families 14
Employment Information 14
Population Age 16 and Over by Employment 14
Housing Stock, Values, and Distribution 14
Tenure of Occupied Housing Units 15
All Owner -Occupied Housing Units by Value 16
Rented Housing Units: Rents 18
Effective Buying Income 19
Consumer Buying Power 20
Retail Market Power 23
Retail Market Power Opportunity Gap Report By Merchandise Line Items 24
Retail Market Power Opportunity Gap Report By Retail Store Types 27
Retail Market Power Demand Growth Report By Retail Store Types 34
Current Situation Conclusions .,..... 38
Community Vision & Stakeholder Consultations 41
Stakeholder Consultations in September 2006 41
Previous Studies, Charrettes, and Community Visioning Sessions 42
INITIAL MARKET ANALYSIS FOR A MIXED -USE SMART GROWTH DEMONSTRATION PROJECT 42
Master Plan for Historic Overtown Folklife Village, Miami, Florida 43
Overtown: A Look Back, Connections to the Future, Prepared by Urban Design Associates 44
Overtown - City of Miami, REDEVELOPMENT AREA DESIGN CHARRETTE REPORT 44
SEOPW CRA Economic Programming Study by ZHA 2003 44
Proposed Projects 46 .0 c ;
Third Avenue Commons (BAME Projects) 46 6 '3
Mt. Zion Historic Village Complex 48 a
Lofty Ideas (Block 25) 49 .0
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Black Archives — Historical Overtown Folklife Village 50 2 = o t""
Lyric Theater 51
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Lyric Promenade 5152 .° of
Crosswinds '� 'O - L
New Providence Lodge #365 55 4 °
Overtown Ninth Street Pedestrian Mall Error! Bookmark not defined,
Ward Rooming House 55
Conclusion and Recommendations 58
2
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Appendix I. Housing and demographic Data, Charts and Maps 63
Population Facts 63
Population Trend 63
2005 Estimated Total Population by Age 63
Race and Ethnic Composition of Population 69
Households and Household Income Facts 70
Household Trend 70
Household Income Comparisons 71
Households by Household Income 71
Households by Household Size 77
Households by Type and Presence of Own Children 81
Household Composition 82
Educational Attainment and Marital Status 82
Population Age 15 and Over by Marital Status ,. 83
Population Age 25 and Over by Educational Attainment 83
Households by Number of Vehicles 85
Workers Age 16 and Overby Transportation To Work 85
Workers Age 16 and Over by Travel Time to Work 86
Overtown Families 87
Family Households 87
Families by Poverty Status 88
Employment Information 89
Population Age 16 and Over by Employment 90
Civilian Employed Population Age 16 and Over by Class of Worker 90
Employed Population Age 16 and Over by Occupation 91
Civilian Employed Population Age 16 and Over by Occupation Classification 92
Housing Stock, Values, and Distribution 93
Tenure of Occupied Housing Units 93
All Owner -Occupied Housing Units by Value 96
Housing Units by Units in Structure 97
Housing Units by Year Structure Built 98
Renter Occupied Housing: Renters 100
Rented Housing Characteristics 105
Rented Housing Units: Rents 110
Pop Facts: Household Trend 112
Household Trend 112
2005 Estimated Household Income by Age of Householder , 113
Household Income by Age,,.. 113
Effective Buying Income 114
2005 Effective Buying Income 115
2010 Effective Buying Income Projections 116
Appendix II: Consumer Buying Power 118
Overtown Consumer Buying Power Summary Report 118
Consumer Buying Power Summary Report for the area within 5-minutes from Folklife Village 123
Consumer Buying Power Yellow Page Heading, Report 126
Overtown Consumer Buying Power Yellow Page Headings Report 126
Five -Minute Radius Consumer Buyi t Power Yellow Page Headings Report 130
Consumer Buying Power Retail Store Type 131
Business Facts: Businesses by Major Sectors ,. 138
Submitted into the public
3 record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Overtown Business Facts: Businesses by Major Sectors 138
Five -Minute Drive: Business Facts — Businesses by Major Sectors 140
Business Facts: Businesses by 2-digit SIC Code 141
Overtown Businesses by 2-Digit SIC Code,.. 141
Five Minute Radius Business Facts: Businesses by 2-digit SIC Code 144
Overtown 146
Consumer Buying Power Retail Store Type 146
Business Facts: Businesses by Major Sectors 149
Business Facts: Businesses by 2-digit SIC Code 151
Overtown 157
Overtown Business Facts: Businesses by 2-digit SC Code 157
5-Min Drive 160
Business Facts: Businesses by 2-digit SIC Code 160
Appendix III. Retail Market Opportunities 163
Retail Market Power Opportunity Gap Report By Merchandise Line Items 163
Retail Market Power Demand Growth Report By Merchandise Line Items 165
Retail Market Power Opportunity Gap Report By Retail Store Types 168
Retail Market Power Demand Growth Report By Retail Store Types 173
Overtown 177
Retail Market Power Opportunity Gap Report By Merchandise Line Items 178
Retail Market Power Demand Growth Report By Merchandise Line Items 179
Retail Market Power Opportunity Gan Report By Retail Store Types 181
Retail Market Power Demand Growth Report By Retail Store Types 184
Folklife Village 5-Minute 188
Retail Market Power Opportunity Gap Report By Merchandise Line Items 189
Retail Market Power Demand Growth Report By Merchandise Line Items 189
Retail Market Power Opportunity Gap Report By Retail Store Types 190
Retail Market Power Demand Growth Report By Retail Store Types 191
Appendix IV. Design Guidelines 194
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Executive Summary
Current Situation
The average household income in Overtown is $19,298 compared to $39,439 in the 5-minute radius, and $44,321
in the City of Miami. The median income of households in Overtown is $12,468 compared to $23,107 in the 5-
minute radius, and $26,269 in the City of Miami. The per capita income of Overtown residents is less than half of
that of the residents in the 5-minute radius and the City of Miami.
Income statistics for the area reflect a very grim picture where 60% of Overtown households make less than
$15,000. This compares to 36% of households in the 5-minute radius and 32% of households in the City of Miami
who eam less than $15,000. 80% of Overtown households make less than $25,000. This compares to 53% of
households in the 5-minute radius and 48% of households in the City of Miami who earn less than $25,000.
Almost 60% if Overtown residents have less than a high school diploma compared to about 50% of people in the
5-minute radius and 47% of residents in the City of Miami. Only 4% of Overtown residents have some kind of
college degree, compared to 19% of residents of the 5-minute radius, and 21 % of residents in the City of Miami
who hold a college degree.
Of the 1,200 residents who are in the labor market in Overtown, 31 % are unemployed compared to 13% and 12%
in the 5-minute radius and the City of Miami respectively.
Of the 833 residents of Overtown who are employed and less than 2% work in management, business and
financial operations. In the 5-minute radius, 11 % of workers worked in this field and in the City of Miami,13% did.
The percentage of individuals employed in service occupations in Overtown is almost double that of the 2
benchmark areas.
Currently in Overtown, 61 % of residents pay less than $400 per month for rent. Much of the existing housing stock
is aging (90% of the 1,257 existing rental units are more than 25 years old, and 70% are more than 35 years old)
and/or is subject to removal to allow for new development.
Home ownership in Overtown is lagging behind the two benchmark areas. The percentage of home owners in
Overtown is 10%, while it is 27% in the 5-minute drive and 35% in the City of Miami.
The median household income in the Miami -Dade County is $37,148. Affordable housing determination can go
up to 120% of the median household income in the County — or $44,578. At least 90% of residents of Overtown
would not qualify for even 100% of the median income.
Effective buying Income helps us determine consumer power and affordability of goods, services and housing.
More than 62% of Overtown households have an effective buying income of less than $15,000, compared to 39%
and 34% of the 5-minute drive area and the City of Miami respectively.
Community Vision
Community vision used in this study is based on the consultations with citizens as articulated in previous studies
and meetings with key community leaders and land owners in the Overtown community.
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
There are two recurrent theme in community consultations: the need to involve current residents of Overtown in
any housing or economic opportunities that come to Overtown, and the need to revive the cultural and historic
significance of Overtown as embodied in the development of the Historic Overtown Folklife Village.
Project Assessments
Given the analysis of different projects that are proposed for the Overtown area, the Consultants recommend a 2-
tier process for getting projects off the ground. It is important to reiterate that it appears that the biggest challenge
to development in the short term is land assembly and financing. There is also a need for an organized effort to
move development in Historic Overtown Folklife Village forward in a systemic and sustained manner including
recruitment of investors and acquisition of land. CRA and City of Miami leadership could trigger such sustained
development by helping create a community expeditor/ombudsperson to mentor and assist stakeholders and
developers with permitting, land acquisition and attracting investment. This Ombudsperson could also serve as a
watchdog for an implementation plan.
Immediate Priority: These projects need to be placed on a fast track to trigger economic development in the
immediate future. These projects are ready to go and would revitalize the area to encourage private investment
and economic development.
1. New Providence Lodge #365: This rehabilitation project will be beneficial especially if first floor is leased
to an organization that would provide housing and economic development assistance to Overtown
residents.
2. Ward Rooming House: This project needs CRA leadership to find tenants who would be beneficial to the
development in Historic Overtown Folklife Village,
3. Crosswinds: This development could be the essential anchor for redeveloping Overtown.
4. Lyric Promenade: This devekpment is at a stage where it could need little assistance in terms of
attracting business and hotel operators. No apparent need for additional funding except in providing
subsidies for low-income housing. Project should be expedited by CRA staff.
5. Immediate establishment of a development consortium that would attract retail and restaurant developers
using current and projected market data. This could be linked to a Business Improvement District
program that builds upon the existing Main Street program in coordination with the Historic Overtown
Folklife District Property Owners Association.
6. Establishing Design Guidelines for Historic Overtown Folklife Village: Currently, most stakeholders agree
to design guidelines as suggested by Black Archives' Village Master Plan with a disagreement on
density. There might be a middle ground to reach some consensus on density guidelines. Such
guidelines are important to preserve and protect the idea of a Folklife Village. See Appendix IV.
Short Term Priority (0-36 months)
1. Third Avenue Commons: This project could be one of the initial development projects in Folklife Village.
BAME might need some assistance in expediting the development of a master plan and market analysis
and marketing plans for this project.
2. Mt. Zion Project: This project could be another one of the expedited projects to lay the foundation of the
Folklife Village District.
3. Jazz Village: This project also needs to move forward with project analysis and recommendation to the
CRA Board.
General Recommendation
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Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
As we look ahead to the development of first phase of Crosswinds (catalytic project), it is important for local
officials to recognize the opportunity that this development will generate in terms of tax revenue and the
redevelopment of Overtown. This could be a missed opportunity whereby the ccmmunity will miss the bus and
Crosswinds will become burdened by extreme poverty and economic blight. It is even more important to reinvest
this revenue in the short term in Overtown to stimulate more development that would be driven by local
community developers and that more directly addresses employment and housin; reeds of Overtown residents.
The tax increment financing monies may be dedicated over the next 7 yearf to finance a comprehensive
community redevelopment effort in Overtown, and spec ` ally in Historic Overtown Folklife Village. In the long r '1,
this investment would generate more tax revenues, but also would help sustain property values and quality of life
in the Overtown district. By reinvesting TIF monies, everyone wins — the commer ty achieves its vision of a
historic folklife village, housing and economic development needs are et, private developers in Uvertown
develop in a revitalized neighborhood, and government gets increased tax rever.,.
Housing Recommendations:
1. Currently in Overtown, 61% of residents pay le : than $400 per month for rent. Much of the existing
housing stock is aging (90% of the 1,257 existing rental units are more than 25 years old, and 70% are
more than 35 years old) and/or is subject to removal to allow for new development. Although the
proposed projects provide thousands of additional housing units in Overtown, it is likely that many of
these projects will not address the housing neeue of the current residents of Overtown — currently
estimated by the Collins Center for Public Policy at 1,152 units. The proposed projects' invited amount of
affordable housing addresses the needs of households that eam between 80 and 100% of the median
household income in the County. More than half of the current households in Overtown earn less than
35% of the median household income in Miami -Dade County. At least 90% of residents of Overtown
would not qualry for even 100% of the median income. It is not reasonable to e\ act private for -profit
developers to meet all thr affordable and low-income housing need, although some have addressed part
of this need as part or site control deals. Therefore, there needs to be some intervention on the part of
public agencies and community organizations to tend to this unmet and serious affordable housing need.
2. Based on project analysis, the County could set aside $44 million of the TIF reieeue generated from new
development in Overtown to address the housing needs of Overtown residents. There is a need for
1,000 housing units that are needed after Crosswinds s completed (1,152 units estimated by Collins
Center and corroborated by Census data presented in earlier parts of this report minus Crosswinds
affordable units). Almost 70% of needed units are 1 bedroom apartments, 22% are 2-bedroom units and
10% are 3-bedroom units. As earlier reports have shown, current and future development it Overtown
promise to meet all of this need. However, these projects neec to be subsidized in order to provide the
low income and affordable housing that is needed. It is very important that these subs dies be conditional
on addressing the needs of the very low income (<50% of AMI) households — a category that captures
the vast majority of Overtown residents.
3. Given the comparably very low home ownership rate in Overto\°:., The City could designate an Overtown
Homeownership Zone to deliver subsidies and housing supports for Overtown residents. The City could
financially support community efforts to improve home ownership within the Overtown community
through aggressive home ownership programming. Such programs requ both financial resources and
community involvement. With a $15 million investment such program, home ownership programs
could provide subsidies o help in excess of 200 families (assuming a $250,000 sale price). This would
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item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
make a substantial contribution to changing the home ownership situation in Overtown. Such subsidies
should be limited to Overtown residents.
Connect with potential partners: MDCPS, Miami Dade TransitlMDX, MDC, Miami Airport to strengthen employer
assisted housing programs (layer existing City of Miami program with additional CRA i icentives).
Economic Development Recommendations:
Some 60% of Overtown households make less than $15,000. Almost 60% of Overtown residents have less than
a high school diploma and only 4% have college education. Of the 1,200 residents who are in the labor market in
Overtown, 31% are unemployed. There is no doubt that proposed development will bring with some great
economic opportunities embodieJ in a dramatic increase in aggregate consumer spending (primarily through
injection of middle class households into the area), and an increase in the number of job opportunities that arc
available locally. However, th ie is no assurance that these newly created job opportunities and the ncrease
aggregate consumer spending would benefit the existing Overtown community. Job market growth has bypassed
the Overtown community and new opportunities could well do the same if the community is not prepared for them.
There are several recommendations that could help the local community achieve take advantage of i lose new
economic opportunity:
1. There has to be a mechanism for current residents of Overtown to take advantage of new employment
opportunities generated by proposed development. However, there has be some investment in the
development of skills of these residents to meet the n ees of incoming opportunities. Developers could
work together to advise community organizations of the employment needs of inccming businesses and
these community organizations could work to prepare individuals for these joes through proactive
education and job training. An investment of $2 million is suggested to call for a workforce intermediary
to connect existing Overtown residents with an array of job readiness, workforce training opportunities
that link residents to job centers.
2. Historic Overtown Folklife Village District might be t: e mecha' sm for the c: r ent Overtown community to
take economic advantage of the development going on around this Village. The increased spending
power could be an asset for the community only if community businesses are ab:: to cater to the eew
residents of Overtown. Shops, entertainment outlets, anr:' restaurants Histo c Overtown Folklife Vil ge
District could become a prime destination to the thousands of new residents living around the block.
Folklife Village would also meet the Overlown community's long standing vision of emphasizing the
cultural and historic significance of Overtown and rnaking it a destination of choice for children and
grandchildren of ex-Overtown residents, but also for millions of tourists and local residents in Miami.
Restaurant and entertainment outlets will be the easiest to attract Initir lly especially with several new
office buildings and 2.222 new housing units. Given the ::tail market power analysis provided this
report, LISC could work aggressively to attract retail businesses to the area. Some initial investment is
required to help provide incentives and additional feasibility data fc lecoming businesses.
3. This plan calls for a 3-year plan to exp.;.: is) planning and development of Folklife Village District parcels
in a way that would capitalize on economic opportunity gE ^ eeted by proposed developm_.:, provide
some needed subsidized hous' ie, and operate in coordination with all stakeholders in Overtown. During
this 3-year period, a Folklife Village District developers consortium will focus on conceptualizing,
designing, and funding development in cooperation with the City of Miami for the Folklife Village District
properties. An investment of $2 million for the consortium to have dedicated staff that would place
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item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
projects on a fast track that is to say, housing and retail development may take 1-2 years to be initiated
and perhaps 3-5 years to be completed.
Historic and Design Recommendations:
There seems to be a consensus among community stakeholders around the design guidelines as envisioned by
the 1997 DPZ Master Plan (see attachment to this report). Also see 1982 City of Miami CRA resolution.
Support Black Archives efforts to designate key historic properties in Overtown. See Appendix IV.
infrastructure Recommendations:
Analysis of infrastructure needs in Overtown need to be established through commissioning a survey of
underground utility conditions including water and sewer.
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item #10on 1010
Priscilla A. Thompson
City Clerk
Overtown Folklife Village and the 5-Minute Drivetime Area
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record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Overtown Folklife Village and the 5-Minute Drivetime Area Boundaries
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Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Introduction
This study was commissioned to provide a comprehensive outlook on the future of Overtown, historically one of the most
vibrant African American communities in the South and currently a community with extreme poverty and poor economic
conditions. Overtown was a vibrant organic community in the 1960s. Urban planning and transportation engineering
decisions in the 1960s and 1970s meant that two major highways would intersect in this neighborhood resulting in splitting
the community geographically into four communities. The highways were accompanied by acquisition of many private
properties for this project. At the same time, many middle income residents were migrating into suburbs that were then
open to Slack residents.
The community's population dwindled frorn a 40,000 population in 1960 to less than 6,000 in 2005. As a result, the
Overtown of 2006 looks nothing like Overtown of the 1960s. Today, Overtown is home to the poorest of the poor in the
Miami area. The project of redeveloping started in the 1980s and since then a number of studies identified several steps
that would revive this neighborhood's great history and culture. However, most of these studies never materialized for
several reasons. Given the history of this community, it is important to allow redevelopment efforts to stem from two forces
or two need areas:
1. Current Situation: The needs of the current community: the methodology used to determine the needs of the
community is the study of census data, current year estimates, and 2010 projections as produced by a premier
data firm (Claritas Corporation). Two benchmark communities are used for this data analysis: the 5-minute drive
radius from the center of Folklife Village and the City of Miami. Population, household, family, housing, and market
needs are discussed in separate sections and each section identifies community needs based on comparability to
the two benchmarks.
2. Community Vision: The community vision as articulated in several past and recent studies — mostly around the
creation of Folklife Village and the needs of repopulating the community in a manner consistent with the
sustainability of this Village. The community vision is also reiterated in stakeholder consultations conducted in the
course of preparation for this report.
After establishing community needs through the above two sets of needs, the report examines proposed projects for this
neighborhood one project at a time. Each report will be evaluated on a set of standards focusing on the stage of progress,
feasibility and the extent to which each project addresses community needs as identified earlier. At the conclusion of this
section, the study provides a summary chart for projects' progress toward completion as well as a chart that outlines the
amount of housing, retail and office space that is provided by each of the projects.
The feedback obtained from the stakeholder interviews facilitators by the consulting fine of CMA Enterprise Incorporate
(CMA) indicated a variety of solutions. The planners also invited discussion on what the future vision of the area as seen
by the interested parties. The process also included input from the City Community Reinvestment Staff and
representatives from the commission office of District 5.
Components of this document will be divided into three (3) sections.
1. The Current Situation: The needs of the current community based on...
4- census data,
4- current year estimates, and
4- 2010 projections as produced by a premier data firm (Claritas Corporation).
4- two benchmark communities are used for this data analysis — 5-minute Drive Radius and the
City of Miami
4- the 5-minute drive radius from the center of Folklife Village and the City of Miami,
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
3
4- Population by household, family, housing, and market needs are discussed in separate
sections (each section identifies community needs based on comparability to the two
benchmarks.)
4- Market power in the current Overtown community, and the 5-minute radius
4 Retail Market Potential in the current Overtown community, and the 5-minute radius
2. The Community Vision: The intended vision as articulated in several past and recent studies
4- Summary of stakeholder consultations conducted in September 2006
4- Studies reviewed focused on the creation of Folklife Village/ Entertainment District and the
needs of repopulating the community in a manner consistent with the sustainability of this
targeted area.
Project Feasibility: The feasibility of the projects provided by the participating stakeholders in comparison to
market data analysis in reference to sustainability will also be examined.
4. Consultant Recommendations: Based on the above three sections, there will be a set of recommendations on
several key issues.
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
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Background and Boundaries
Overtown has been called the heart of Historic Black Miami and is considered the traditional center of African -American
culture and achievement in South Florida. It is one of Miami's oldest Black communities. From the 1920's through the
1940's, during the Harlem Renaissance, Overtown had a national role in art, culture and music. However, major policy
decisions such as the construction of Interstate 95 and 395 as welt as the Metrorail have had the effect of dividing
Overtown into fragments and displacing residents. Other factors such as the exodus of the Black Middle class during the
70 are as well as the Liberty City riots in the early 80's have collectively had a negative impact on the area. Poverty,
unemployment, crime and gang violence grew during the 1980's and there appears to have been little improvements in the
1990's. The number of persons below the poverty level is over 50%. Overtown has a strategic advantage in acquiring
new growth and investment due to its dose proximity to downtown businesses, the Civic Center Medical Complex, Miami
Arena and the Performing Arts Center as well as the Port of Miami. There are currently various planning efforts to
revitalize the Overtown area, largely focused on the Empowerment Zone neighborhood. In an effort to embrace its
heritage and foster economic prosperity, Overtown is in the process of developing the Overtown Historic Folklife Village
which will showcase not only African -American history, culture and entertainment but also that of all Black people from the
Caribbean and Africa who now call Miami home. Partnerships are also being formed with community -based organizations
to help build Overtowns' future.
Not unlike many African American neighborhoods in the United States, Overtown was a vibrant organic community in the
1960s. Urban planning and transportation engineering decisions in the 1960s and 1970s meant that two major highways
would intersect in this neighborhood resulting in splitting the community geographically into four communities. The
highways were accompanied by acquisition of many private properties for this project. At the same time, many middle
income residents were migrating into suburbs that were then open to Black residents.
The community's population dwindled from a 40,000 population in 1960 to less than 6,000 in 2005. Overtown of 2006
looks nothing like Overtown of the 1960s. Today, Overtown is home to the poorest of the poor in the Miami area. The
project of redeveloping started in the 1980s and since then a number of si Jules identified several steps that would revive
this neighborhood's great history and culture. However, most of these studies never materialized for several reasons such
as lack of funding, site control, collapsed negotiations, etc.
Geography Explanations
Overtown Study Area:
This study area has been historically referred to as Downtown Overtu It is all included in the boundaries of the
Southeast Overtown Park West Community Redevelopment Area (SEOPW CRA). The area has s veral blocks art is
bordered on the west by 1-95, on the north by 1-395, on the east by NW 5th Street, and on the east by NW 1st Avenue.
Existing Land Use
There are about 306 parcels in Downtown Overtown. The area has about 34 acres of IE. d —10 of Dui ch are designated as
park land or plaza space. Most of the vacant land (20 acres) is located on Sawyer's Wain blocks. Currently, 13 5 acres of
land is used for multi -family housing and 10.8 acres are used for parking. AboUT "3.5 acres are used for corn rcial or retail
purposes. In May 2003, the property appraiser office assessed the land as $29 per square foot.
Current Situation
Population Facts
In 2005, it is estimated that the Overtown area had 4,172 residents. The 2000 Census counted a population of 3,975 —
which is a decrease of 6.23% from the 1990 Census. Current estimates and 2010 projection reflect an increase in
population due to current and future development in the area.
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record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Population Trend
Population
Overtown
Folklife Village
5 Min. Drive
City of Miami
2010 Projection
4,379
210,384
406,398
2005 Estimate
4,172
196,766
383,668
2000 Census
3,975
183,526
362,470
1990 Census
4,239
179,305
358,843
Growth 2005-2010
4.96%
6.92%
5.92%
Growth 2000-2005
4.96%
7.21 %
5 85%
Growth 1990-2000
-6.23%
2.35%
1.01%
Of the 4,172 Overtown residents, 30% are below `he age of 16, compared to about 20% of residents in the 5-minute radius
of Overtown and in the City of Miami. This figure is reflected in the median age and how it compares to that of benchmark
areas. The median age in Overtown is 27. The meal _- age in the 5-minute radius is 38 while that in the City of Miami is 39.
Overtown
3.000
1.4°
1.000
X .9 e 9 33 8 b $ $ b
1G iC 5± C, Fd R S 2
1 T 2' 1" Y' -7' 2' Y Y' T? Y �_
2006 Estimated Total Population by Age* T Q' F T
The overwhelming majority, or 80%, of residents in Overtown are Black, compared to 21% of fe&ldents in the 5-minute
radius and in the City of Miami. Only 18% of Overtown residents are Hispanic while 70% of population in the 5-minute
radius and 68% of the City of Miami residents are of Hispanic origin.
Race and Ethnic Composition of Population
2005 Estimated Population by Single Race Classification
White Alone
Black or African American Alone
American Indian and Alaska Native Alone
Asian Alone
Native Hawaiian and Other Pacific Islander Alone
Some Other Race Alone
Two or More Races
2005 Estimated Population Hispanic or Latino
Hispanic or Latino
Not Hispanic or Latino
Overtown Folklife Village Miami
5 Min. Drive
4,17 196,7 383,
62 14.96% 130,15 66.15/. 260,71:67.95%
3,32179.60% 40,95 20.81% 78,821.20.54%
0.100/. 531 0.27% 87 ' 023%
2 0.48% 1,28 0.65% 2,31 0.60%
0.02% 10 0.05% 170 0.05%
6 1.58°/. 14,20 7.22% 21, ..: 5.65%
13 3.26°/ 9,52 4.84% 19,09 4.98%
4,17 196,7 383,66:
76 18.22°/ 137,91 70.09%261,48 68.15%
3,41 81.78°/ 58,85129.91 % 122,18131.85%
6
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Households and Household Income Facts
The decline in Overtown population between 1990 and 2000 is consistent with an even greater decline in the number of
households during the same time period from 1,541 households in 1990 to 1,385 households in 2000. The demographic
data has pointed to a decline in population and decline in the number of households between 1990 and 2000 in a manner
that is inconsistent with growth in the 5-minute radius of Overtown and the City of Miami. Household income statistics in
the area reveal an even greater discrepancy. The average household income in Overtown is $19,298 compared to
$39,439 in the 5-minute radius, and $44,321 in the City of Miami. The median income of households in Overtown is
$12,468 compared to $23,107 in the 5-minute radius, and $26,269 in the City of Miami. The per capita income of
Overtown residents is less than half of that of the residents in the 5-minute radius and the City of Miami.
$50,000
$45,000
$40,000
$35,000
$30,000
$25,000
$20,000
$15,000
$10,000
$5,000
$0
Income Comparisons
N
v
N
N
fV N
w
w
rn
a)
m
.-
Average Household Median Household Income Per Capita Income
Income
❑Overtown ■5-Min Drive ❑Miami
Income statistics for the area reflect a very grim picture where 60% of Overtown households make less than $15,000. This
compares to 36% of households in the 5-minute radius and 32% of households in the City of Miami who earn less than
$15,000.80% of Overtown households make less than $25,000. This compares to 53% of households in the 5-minute
radius and 48% of households in the City of Miami who earn less than $25,000.
Households by Household Income
2005 Estimated Households by Household Inco
Less than $15,000
$15,000 to $24,999
$25,000 to $34,999
$35,000 to $49,999
$50,000 to $74.999
$75,000 to $99,999
$100,000 to $149,999
$150,000 to $249,999
$250,000 to $499,999
$500,000 or more
Overtown Folklrfe ViIlag Miami
5 Min. Drive
1,44 74,11 142,561
60.15% 27,04 36.49% 45,77
2: 19.68% 12,34: 16.66°%•, 23,231
13. 9.15% 9,08 12.26% 17,90
3.74% 8,89 12.00% 18,8
4 3.12°/ 7,50.10.12% 16,30
2 2.01°/ 3,49 4.71% 7,82
1 1.25% 3,31 4.47% 7,08
1 0.90% 1,551 2.09% 3,251
0.00% 62 0.84% 1,371
0.00% 25 0.34%
7
32.11
16.30%
12.56%
13.21%
11.44%
5.49%
4.97%
2.28%
0.96%
0.68%
Submitted into the public
record in connection with
item # 10 on 10-24-1 t
Priscilla A. Thompson
City Clerk
BO
ouo
1:Zei iil?'klct i vi+':Ir rt = CMIMPAIL ASTO ° Q ¶ tt VMS Mtn'
V`
dve rtown
Boo
40
ie.
215
1,1
0
MI a
2005 ffstimeted Households by Household &coma
8
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
9
Per Capita Household Income 215
Oue down Block Groups
▪ Loco to lox
® i i.CCii o 1:too .-a,
❑ 1_Joco o 14.000 1941
❑ 1400 t+ r.000 141$
el 17,030 r 19A00 .99.
▪ 19020 t. 2iJ600 .193.
▪ 24LO t 11:me , .
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
rrill111111
1111111111111111111Mia
10
Aggregate Income (Million')
Ouedown Block Groups
• It, 10 .1SC3
0 iot I/ .1321.
O lit 23 dal,
El Mt
• b 33 .100,
331) 53 e5e0
CI 13 353
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Average Household Income 2OQ5
Ouertown Block Groups
O 50:0 t WOO i 19_
I � ▪ 33.000 t ?xAW .171,
L ❑ Y3400 t 1.10W .131.
❑ 1uA00 t 3..AO) . 031.
1 D COm0 t A WAD.1.i6.
O .31M0 t 7 ..c' 1.3,
7th Ter "WO L 33t.px iditillillILV.
looki4
egiraile, ,,,
Tun -)T
NipIlE
're,
NE
sags
timmili
11
Submitted into the public
record in connection with
item #10on 10-24-11.
Priscilla A. Thompson
City Clerk
Aim
mod
sma
IIIl?
r
stfow-
RISO
111116
l �MOM
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11111111
Households with Income > $50,000
Ouertown Block Groups
• of
• •50t 110
❑ Ho t
O !mt. MD
o pt
■t as
330 t 1.110
.141.
IL.
.110.
lOtilehrgr IN=
IVOR& MEI
rzia_Limr-
1111 I.r
12
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
There are very few couple families in Overtown (13% of households) compared to the 5-minute drive area (33%) and the
City of Miami (36%). Also, the percentage of female householders in Overtown (37%) is double that in the 5-minute area
(18%) and that in the City of Miami (19.34%). The percentage of women householders with children is almost three times
that of the two benchmark areas.
Educational Attainment and Marital Status
Almost half of the residents in Overtown were never married, compared to Tess than a third of the
population in the 5-mile radius and the City of Miami.
Almost 60% if Overtown residents have less than a high school diplr ,ia compared to about 50% of people in the 5-minute
radius and 47% of residents in the City of Miami. Only 4% of Overtown residents have some kind of college degree,
compared to 19% of residents of the 5-minute radius, and 21 % of residents in the City of Miami who hoi a college degree.
70% -
60%
50%
40%
30%
20%
10%
0%
Educational Attainment Comparisons
rn
High School Diploma
High School
Diploma/GED
College or Universi y
Degree
0 Overtown ■ 5-Minute Radius ❑Miami
Ownership of a vehicle is a sign of household wealth, but is also a sign of a mobility and access to work. In Overtown, 63%
of households do not own a vehicle compared to 31% of households in the 5-minute radius and 27% of households in the
City of Miami that do not own a vehicle. The average number of vehicles among Overtown households is 0.47 while
households in the 5-minute radius and the City of Miami own an average of 1.04 vehicles and 1,16 vehicles respectively.
Households by Number of Vehicles
2005 Estimated Households by Number of Vehicles'
No Vehicles
1 Vehide
2 Vehides
3 Vehicles
4 Vehicles
5 or more Vehides
2005 Estimated Average Number of Vehicles'
Overtown Folklife Villag= Miami
5 Min. Drive
1,44 ' 74,11 142,561
91 •63.34% 22,79. 30.75% 37,89 26.58%
41128.41 % 32,01. 43.188/0 60,01: 42.10%
9 6.72% 15,15 20.45°/. 33,48123.48%
1 0.90% 3,074.15% 7,91 5.55%
0.55% 66 0.90% 2,221 1.56°/
1 0.07% 42r 0.57% 1,031 0.72%
0.4 1.I 1.1
13
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
ilAnetG.J pAgooRq._ il/Ymerp.,,.
Overtown Families
62% of families in Overtown eam less than the poverty level. Of those, almost two-thirds are wo nen householders with
children. By comparison, 27% of families in the 5-minute area and 24% of the City of Miami families are below the poverty
level.
600
500
400
300
200
100
0
Overtown
Income above poverty level
E
WeI
No
• E _
e o o = o 0
15,
2005 Estimated Families La/ Poverty Status"
Female
Employment Infom cation
Of the 1,200 residents who are in the labor market in Overtown, 31 % are unemployed compared to 13% and 12% in the 5-
minute radius and the City of Miami respectively.
Population Age 16 and Over by Empbyment
2005 Estimated Population Age 16 and Over by Employment"
In Armed Forces
Civilian — Employed
Civilian — Unemployed
Not in Labor Force
Overtown
2,91
83
36
1,71
0.00%
28.58%
12.59%
58.83%
Folklife Village Miami
5 Min. Drive
158,35 310,13
8 0.05% 17 0.06%
66,33 41.89% 137,68 44.39%
10,0 6.35% 18,15 5.85%
81,87 51.70°/ 154,12 49.70%
Of the 833 residents of Overtown who are employed and less than 2% work in management, business and financial
operations. In the 5-minute radius, 11 % of workers worked in this field and in the City of Miami, 13% did. The percentage
of individuals employed in service occupations in Overtown is almost double that of the 2 benchmark areas.
Housing Stock, Values, and Distribution
Home ownership in Overtown is lagging behind the two benchmark areas. The percentage of home owners in Overtowr
10%, while it is 27% in the 5-minute drive and 35% in the City of Miami. Submitted into the public
14 record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Tenure of Occupied Housing Units
Overtown Folklife ViIlag Miami
5 Min. Drive
2005 Estimated Tenure of Occupied Housing Units 1,44 74,11 142,561
Owner Occupied 1 9.98°/ 20,20 27.26°/ 49,72234.88%
Renter Occupied 1,29_ 90.02% 53,90 72.74°/ 92,83 65.12°/q
2005 Owner Occupied Housing - Average Length of Residen
BOO
10
Ove rtow n
III
IIa- 0a�.• ��a�
i.
Renter occupied units by cash rent: (excludes single
fat rnIly units an 1 0 or more
Ova rtown
fZ
Ft an cupic d tenets by Grass Rent as a 1 ere a nt a QQJe of
l nco me
Submitted into the public
record in connection with
15 item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
All Owner -Occupied Housing Units by Value
2005 Estimated All Owner -Occupied Housing Units by Value
Less than $20,000
$20,000 to $39,999
$40,000 to $59,999
$60,000 to $79,999
$80,000 to $99,999
$100,000 to $149,999
$150.000 to $199,999
$200,000 to $299,999
$300,000 to $399,999
$400,000 to $499,999
$500,000 to $749,999
$750,000 to $999,999
$1,000,000 or more
2005 Estimated Median Owner Occupied Housing Value
Overtown
Overtown
144
0 0.00%
14 9.72%
12 8.33%
5 3.47%
1611.11%
7350.69%
1812.50%
0 0.00%
0 0,00%
0 0.00%
6 4.17%
0 0.00%
0 0.00%
117,123
Folklife Village
5 Min. drive
20,207
125 0.62%
274 1.36%
496 2.46%
1,062 5.25%
1,301 6.44%
4,48022.17%
3,32916.48%
4,78623.69%
1,956 9.68%
1,018 5.04%
692 3.43%
291 1.44%
395 1.96%
185,520
Miami
49,722
646 1.30%
589 1.18%
902 1.81%
2,004 4.03%
2,540 5.11%
9,06918.24%
8,67517.45%
14,36328.89%
4,550 9.15%
2,222 4.47%
1,964 3.95%
964 1.94%
1,234 2.48%
203,036
t7 m In
at m atce
as as M
ae o o 0 0 0 0 0 0 o to o 0 0
O O O o O O O O O O O o
Q O O O OQ 00 Q OO OOQ p 4 Q
J N N CO O in 0 0 Cs 0 0
2005 EstiM mated Ali Owiser-6ccud Hlbusii3g Wits b$
Value
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Most of the housing structures in Overtown were built prior to 1970. More than half of the Units were built earlier than 1965.
16
1,590
1.000
nr-
Ovartown
•00
24)0S Estimated Housing Units by Year Structure Built
1,23E
A
31
Ovartown
1.1
Bi t a:11iin M
0
1
a
Renter Occupied Units by Race
A
`0
Householder
Submitted into the public
record in connection with
item # 10 on 10-24-11.
17 Priscilla A. Thompson
City Clerk
C") rtcry n
Renter Occuplea unaa by Nun,pvr at Roamc
Rented Housing Units: Rents
Rented Housing Units:
Rents
Renter occupied units by cash rent (excludes single family units on 10 or more acre property;
With monthly cash rent
Less than $100
$100 to $149
$150 to $199
$200 to $249
$250 to $299
$300 to $349
$350 to $399
$400 to $449
$450 to $499
$500 to $549
$550 to $599
$600 to $649
$650 to $699
$700 to $749
$750 to $799
$800 to $899
$900 to $999
$1,000 to $1,249
$1,250 to $1,499
$1,500 to $1,999
$2,000 or more
No cash rent
Average monthly gross rent for those paying cash rent
Meals included in rent
No meals included in rent
With meals induded in rent
Paying extra for utilities
Renter occupied units by Gross Rent as a Percentage of Income
Less than 20 percent
20 to 29 percent
Over 30 percent
Not computed
18
Overtown
1,25 %bas
1,24• 99%
3 3%
2 2%
5 4%
11 9%
18A 14%
221 18%
1311%
1 10%
9 8%
6• 5%
5• 5%
3. 3%
1: 1%
12 1 °/
3 3%
$39
$39
1,17
1,25
2
11
75
9
0%
93%
% bas
23%
9%
60%
8%
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
Effective Buying Income
Effective buying Income helps us determine consumer power and affordability of goods, services and housing. More than
62% of Overtown households have an effective buying income of less than $15,000, compared to 39% and 34% of the 5-
minute drive area and the City of Miami respectively. Another 21 % of households have an effective income of $15,000 to
$24,999.
o ye rtow n
g�t
2006 Estimated Households by Etfectiv BuyI Incra-ne
Ove mown
001.1
•06
A
S
1.
2010 Protected Hauseholds by
E3 5i �l
EffectivF Buylein Inc At e
19
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
ConsumerBuying Pow
Ova rtown
0 I ' ‘.., 0, cs, 7, I 70 I : 0 ..-. o'll :,) ..1:3 ii. ,..z., L,. . _0 . iffr, ..,,...._,..... ...
c 0-
05
U
-oa[np o C!7 Aoin`n ` COG.=oa"rn -�p
,L, I 7) : i
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CC
ao o acs U'� c,
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cc cu cu CO rn d 0 0 c
aOIw -_ca'� - CO 31. 0o -0 a._
CC
n> m
E a cmca S Q 10
=Q to c
c W o c0
f� Q ''.'C. 0
L_ == 0 o
a COU7 uim
0
Total Businesses (Total Establishments) Q OD
0 o m
1-
20
8
CD
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
25,000,000
20,000,000
1 5.000,000
10,000.000
5,000.000
(Due rtciuvn
147.
0
CD
0
0
L.n 0
r--_
M-
[Q a OO a
CC. CO 0 a 0
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a �ti 0 0
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_a O p 000 00 CI] �v rV apO OOOM 0 000000 00 ��O tO.4�
Op 000 C'-) u-3r-.._.--O- OO `=-O`'1r'-_oO O as a- - ClO
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rrii,_
a] QJ a] as O, a] au. ..:Ti O] aJ N . , aJ a? C a1 a_1 • a] a] a] as a> .— a] a a] aJ 1--1 Q as Cn aJ a] O> OJ a1 a] aJ
o a o o -- - a c c iy, o o co 0 0 0 0 0 0 o CO o o, r. o 0 0 0 0,, 0 0 o O
Cf) CFJ CJ7 CF) a' VJ 0 a., a. _G7 C) = 1 7 CID co Cf) Cf] Cf] CF] C!] CYO 0 CFJ Cf7 C17 — n. CJ] CFJ a' Ifl C, CfJ
�, a� as 0 C+J CU O a� U U O a) as 0 - a, a., =a a> CO as }. L. a a� o, ` = a1 cn O _ ,tn cn 0 a� a 0 C6
n c� c c cn o c cn cn o cn c c c _c� a a-� o— c o o. o
a� c'.— .- - d `� a� . as .- a� .� o c c m c0i� c L as a, CO 0 o 0 0 -- i— c =
a.a co U 0 — -o = Co:: co = o . ca o o cn a CF] - o On a a o w
fir-- _o - W _ cv , , ▪ Q S m 024 m W - ` ��__„ o Cf7 c�� as a� o C_> L'� [� `� «� - c' c
} O o • V] _ CFI � �'-' �"' ` `a'-' li w Cf7 .'— `--' (/3 «-CU a a� a } _ c
co c.> c o8 a� a' a� S W o_ a'q 0 0� ,, CD L o :_,'=''='--
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c.
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0
to
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TOTAL SPI IFIELF.CONSUMER EXPENDITURES
(2005.gkggreg ite Expenditure Estimate )
21
a'
o cnc_
ca o
CD to
ca
Submitted into the public
record in connection with
item # 10 on 10-24-11.
Priscilla A. Thompson
City Clerk
50
40
30
20
10
0
COCO
CO
_ o
Home Improvement Store
C3v rtc)w n
CO
9l 0., C OS O' O] OS DJ s. dl C d = O} Rl O] U O O
C16 SO COO COi
CO
o'erCO
0 0
CO0 a� -c c+2C o � yu Cls .33 m �� 0
N _ _ Yn
d _ m - ' o W c,zS
c o p IAA _ U d C. _
ces
Total Fusin es (Th tal Estal� ish��ients> '
22
00
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Retail Market Power
To establish retail market opportunity, one may use two measures:
1. The gap between demand for certain goods and supply of goods in a given area
2. Projected growth in demand in future years
Another important parameter is delineating the market. In this case, the main question is whether to
use Overtown's demand and supply or that of another area. One would expect that not all goods
consumed in Overtown are supplied within the limits of the neighborhood. Similarly, Overtown could
supply services and goods that are consumed by individuals living in its vicinity. For instance, one is
willing to drive 5 minutes to get groceries, eat dinner or buy apparels. For purposes of this report,
the market is defined as the area within 5 minutes drive from Overtown. This area is defined in
earlier parts of this report.
Retail investment is driven by current opportunity gap and/or projections for future demand. Simply
put, retailers invest their money to either meet current or projected demand for goods and services.
The retail market power is presented in the following two table: first for Overtown and second for
the 5-minute drive area. It is important to note here that both market areas are important for
different reasons and for different types of merchandize. For instance, drug stores are more of a
neighborhood business that demand in the immediate area might be the best driver of retail market
potential. The immediate market area is always more significant if demand for goods and services
is present. People are willing to drive to obtain apparel, but location of apparel in the immediate
community where there is demand is also useful. Highlighted merchandize items are items where
there is a dear retail opportunity. These two tables are followed by another two tables that list
opportunity gap by retail store type.
23
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
C.. Teh., Odor Powered i...
Awe,re... F.
uti...e 6 .:
Children
tamale Hods sde.r..d &scion
Cryae. Cprdae ,,a.om .,d &samosa
Td.rmcm. Vei.o Recorders, V:.o Canvass
Spcmp Goads
Amid , .
WO Ha.wdd /mwam
to HU,? Good' old camp
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Retail Opportunity Gap
in the Immediate Overiown Market Area
9 59,000
f - Q1,71,000
$1,835,000
$244,000
$210,000
$202,000
$189,000
$172,000
$145,000
$94,000
$90,000
$65,000
$80,000
$64,000
$56,000
$43,000
I $1,001,000
$906,000
$608,000
$546,000
$488,000
$0 $500,000
$1,000,000 $1,500,000
Gap Size
Retail Market Power Opportunity Gap Report By Merchandise Line Items
$2,000,000
$2,500000
Retail Market Power
Opportunity Gap Report
By Merchandise Line Items
Overtown
Total Retail Sales Including Eating and Drinking Places
Groceries and Other Foods
Meals and Snacks
Alcoholic Drinks
Packaged Liquor/Wine/Beer
r ,c_lars, Cigarettes, Tobacco and Accessories
L s, Health Aids and Beauty Aids
Soaps, Detergents and Household Cleaners
Paper it Related Products
Men's Wear
Women's, Juniors' and Misses' Wear
Children's Wear
Footwear
Sewing, Knitting and Needlework Goods
Curtains, Draperies, Blinds, Slipcovers etc.
Major Household Appliances
Small Electric Appliances
Televisions, Video Recorders, Video Cameras
Audio Equipment, Musical Instruments
Furniture and Sleep Equipment
Flooring and Floor Coverings
Computer Hardware, Software and Supplies
Demand Supply Opportunity
(Consumer (Retail Gap/Surplus
Expenditures) Sales)
$24,440,000 $30,652,000
$5,780,000
$2 897,000
$264,000
$443,000
$596,000
$3,008,000
$251,000
$200,000
$703,000
$1,125,000
$608,000
$-544.000
$19,000
$149,000
$141,000
$50.000
$222,000-II
$139,000
$254,00t
$66,000
$263,000,
24
$9,149,000
$1,991,000
$54,000
$840,000
$394,000
$1,037,000
$384,000
$417,000
$95,000
$124,000
$62,000
$56,000
$14,000
$59,000
$77,000
$49,000
$50,000
$54,000
$65,000
$120,000
$19,000
$906,00
$210,00
($397 000
$202,00
$1,971,00
($133.000
($217.000
$608,00
$1,001,0
$546,00
$488,00
$5,00
$90,00
$64,00
$1,00
$172,00
$85,
$189,00
$244,00
Retail Market Power
Opportunity Gap Report
By Merchandise Line Items
Overtown
Kitchenware and Home Furnishings
$132,000
$269,000
Jewelry
$137,000
$128,000
$9.000
Books
$109,000
$29,000
$80,000
Photographic Equipment and Supplies
$38,000
$32,000
$6.000
Toys. Hobby Goods and Games
$157,000
$114,000
$43,000
Optical Goods
$59,000
$3,000
$56,000
Sporting Goods
$180.000
$86.000
$94,000
Hardware, Tools, Plumbing. Electrical
$826,000
$4,993,000
($4.167,000)
Lumber and Building Materials
$326,000
$8,863,000
($8,537,000)
Paint and Sundries
$57,000
$145,000
($88,000y
Cars, Trucks, Other Powered Transportation
$2,060,000
$1,000
$2,059,000
Automotive Fuels
$1,917,000
$82,000
$1,835,000
Automotive Lubricants
$497.000
$352,000
$145,000
Pets, Pet Foods and Pet Supplies
$89,000
$139,000
All Other Merchandise
$252,000
$403,000
Claritas' RMP data is derived from two major sources of information. The demand data is
derived from the Consumer Expenditure Survey (CE Survey), which is fielded by the U.S
Bureau of Labor Statistics (BLS)The supply data is derived from the Census of Retail
Trade (CRT), which is made available by the U.S. Census.
The difference between demand and supply represents the opportunity gap or surplus
available for each merchandise fine In the specified reporting geography. When the demand
is greater than (less than) the supply. there Is an opportunity gap (surplus)for that
merchandise line. For example, a positive value signifies an opportunity gap, while a
negative value signifies a surplus.
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
25
Retail Market Power
Opportunity Gap Report
By Merchandise Line Items
Folklife Village 5-Minutes
0 min - 5 min
Demand
Supply
Opportunity
(Consumer
(Retail
Gap/Surplus
Expenditures)
Sales)
Total Retail Sales Including Eating and Drinking Places
$1,882,667,000
$2,941,740,000
c;;t;,u (1::
Groceries and Other Foods
$327,138,000
$526,914,000
; $199,776,00( ,
Meals and Snacks
$218,982,000
$223,198,000
($4,216,00t
Alcoholic Drinks
$27,366,000
$18,696,000
$8,670,000
Packaged Liquor/Wine/Beer
$36,148,000
$39,172,000
($3,02,:
Cigars, Cigarettes, Tobacco and Accessories
$25,619,000
$32,005,000
($6,386.000)
Drugs, Health Aids and Beauty Aids
$207,903,000
$285,588,000
($77,685,000)
Soaps, Detergents and Household Cleaners
$15,154,000
$27,471,000
($12.317,000)
Paper and Related Products
$13,166,000
$23,919,000
($10,753,000)
Men's Wear
$48,414,000
$78,825,000
($30,411,000)
Women's, Juniors' and Misses' Wear
$74,790,000
$149,379,000
(874,589,000;
Children's Wear
$23,990,000
$34,003,000
($10.013.000)
Footwear
$30,022,000
$54,707,000
($24.685,000)
Sewing, Knitting and Needlework Goods
$2,487,000
$8,965,000
($6.478,000;
Curtains, Draperies, Blinds, Slipcovers etc.
$13,040,000
$21,000,000
($7.960.0Ol'
Major Household Appliances
$12,164,000
$20,187,000
($8,021i ,
Small Electric Appliances
$4,788,000
$8,420,000
($3,632,006i
Televisions, Video Recorders, Video Cameras
$14,678,000
$25,893,000
($11.215.000)
Audio Equipment, Musical Instruments
$18,525,000
$37,718,000
($19,193,000)
Furniture and Sleep Equipment
$28,587,000
$52,909,000
($24,322,000)
Flooring and Floor Coverings
$8,969,000
$13,385,000
($4,416.000)
Computer Hardware, Software and Supplies
$33,011,000
$85,206,000
($52.195.000)
Kitchenware and Home Fumishings
$18,733,000
$36,444,000
($17.711.000)
Jewelry
$19,346,000
$130,747,000
($111,401.000)
Books
$6,560,000
$10,438,000
($3,878,000)
Photographic Equipment and Supplies
$3,180,000
$7,186,000
($4.006,000)
Toys, Hobby Goods and Games
$12,109,000
$23,309,000
($11,200.000)
Optical Goods
$5,691,000
$15,486,000
($9,795,000)
Sporting Goods
$17,817,000
$33,031,000
($15.214.000)
Hardware, Tools, Plumbing, Electrical
$81,476,000
$137,140,000
($55,664,000)
Lumber and Building Materials
$49,167,000
$100,281,000
($51,114,000)
Paint and Sundries
$7,988,000
$18,213,000
($10,225,000)
Cars, Trucks, Other Powered Transportation
$223,757,000
$389,221,000
($165,464.000)
Automotive Fuels
$141,571.000
$73,815,000
$67,756,000
Automotive Lubricants
$63,729,000
$90,777,000
($27.048,000)
Pets, Pet Foods and Pet Supplies
$6,641,000
$14,305,000
($7,664,000)
All Other Merchandise
$42,541,000
$96,198,000
($53.657,000)
Ciaritas' E f,iP. liar, i; ci raved from two major sources of Information. The demand
data is derived from the Consumer Expenditure Survey (CE Survey), which Is
fielded by the U.S Bureau of Labor Statistics (BLS). The supply data is derived from
the Census of Retail Trade (CRT). which is made available by the U.S Census.
The difference between demand and supply represents the opportunity gap or
surplus available for each merchandise line in thespecified reporting geography_
When the demand is greater than (less than) the supply, there is an opportunity gap
(surplus)for that merchandise line. For example, a positive value signifies an
opportunity gap, while a negative value signifies a surplus.
Submitted into the public
26
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Retail Market Power Opportunity Gap Report By Retail Store Types
The following chart lists the retail potential or retail market power by retail store type.
Arelmdwe Clearers4411
Clrprtrnad Sivas F: deslnq Lewd b -45 ,
Ca sohne Sums aelh Commerce Stores -MTh
Ptwenws and rabb Stow-fi r'
General itercnwise SI:s-.
Clothing ate CIo g Amassers* Sion,: ...,.
Fee-SenseResta rants-7221
Crating Mores44e 1
WrdwaeCIA: and &bee Stores-4E0 1
OMrGAsotreaScre6447H.
tmthad Sawa Eating Rana-7222
£ue5o:nc ShoRmg, Mat Order Het ses 454:
Specify Fad Sloress452
Family peering Sh a-144314
Flow 'ardera444 I,
Elecoacs and AppAarce Slaes.4&3
Ennead and Hone Ft/awnings Sluesst.
Sealing Godes. Hobby Boo Muse Orr -
Auld parls/Ac asa»s Tee Store:.. .f
Woolen's C othng Steres4481
Ap4iarca, T6aisiens, Eiacsmcn Staes441I
Sloa Stoes448:
Ogler Hotta vehicle Dealers441?
Ratio Terrnvm, Ebdmeems Seres44311:
Spatng Gorda. Hobby, Musical runnrant Slara4511
cuMure Staes4421
Ogle Mrscallawus Store R ta1xs4539
Dunking Races AIWA cWyerages-7724
Olher 1-laa1h and Perrend Cara SEne -4461g
l.marrK,aden Equipment Sorbet c Stoe6444.
Nursery and Garden Cawtes44422
Florae Rending S4am442:
Book. Peeortrat and Mesa Staee4512
Offu SSpptea %worry GAI Sb ea453.
Dike &robins. Gafinery, G+II St1es4532
Sprang Goods Slcew-4 m I
Ades Clotting Stores448I 1
Compute. and &Aram Sbes4431)
Overtown Retail_Mar et Pote_ntiai by Store Type (>$100,000)
r $2,484,00
$2.372, 000
$1,745,000
$1,718,000
$1, 398,000
$1 332,000
$1 "W6,000
$1,014,000
$900,000
$88 000
'z775,00(
I$70',000
$566,000
'157,000
nnn
$383,000
$336,000
$335,000
$296,000
$281,000
$278,000
$246,000
l $238,000
i $223,000
$213,000
i $207,000
1 $195,000
4 $178,000
$168,000
l $152,000
i= $133,000
I $132,000
i= $123,000
$122,000
P $122,000
1 $121,000
= $114,000
$100,000
$0
$500,000
$1,000,000 Suppiyia9
27
ortunity $2,000,000
$2,500,000 $3,000,000
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
f itv (lnrlr
Wm .,.r.,a...
Noonan Sims.anon L V Urowmznlo4S7
Gozolne Satins alm i rratra K. Sigers.447, l
ammo. sod Dug sara.+u
Caroni Woo .M.. Slaw+52
Clotting .m cloeara Acoomotos s1.w.e`
Milan Flr.r,
Wolohan. CM. ad Woo
Mho Groh. Sammari.
Llmll.d Soma EmgPlo-i7:
Dalton Sheopop uN-order Mn...d54,
Shea*. Food Stam-1452
Cash CNd.q Slop.<a'
Hare Gswaee+F.1 • 1
Dogma ad norimeo Sk/reo-4n
F1m ont and /km. Faro/mg. Soma r
span g Goode. Hobby. B. Moo Slam,' 1
AdoPMr/Axe..ow[ The Stores-4413
Wmurai.Clmkm S.,rre-- k12
Arpb,.ei. Nimmons FMckm.a claei+e f l r
Shoo Slaek-J,2
otl.. Moto MOM. I1.eMo-1112
F.do. Td.drim, nod—, S1a.443/ 12
Spall.g Geed. HMay. Moral v...aaa Sbr.:411
Furman Skm+.4421
-1,9,116PVY
Overtown Retail Market Potential by Store Type (>$100,000)
$1 398,000
$1 332i000
$1 196,000
I $1 014,000
$900,000
$888,000
$775,000
1 $701,000
$566,000
I -1 000
$395,000
I $388.000
I $336,000
1 $335,000
1 $296,00C
F $281,000
1 $278,000
$246,000
1 $238,000
■ I $223,000
• I $213,000
a I $207,000
! $1 745,000
l $1 718,000
$0 $500,000 $1,000,000
$2,31
$1,500,000 $2,000 000
Supply Gap/Opportunity
28
$2,484,000
2.000
$2,500,000
$3,000,000
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Retail Market Power
Opportunity Gap Report
By Retail Store Types
Overtown
Demand
Supply
Opportunity
Gap
Consumer
Retail
Surplus/
Expenditures
Sales
Shortage
Total Retail Sales Including Eating and Drinking Places
$24,440,000
$30,652,000
($6,212,000)
Motor Vehicle and Parts Dealers-441
$3,012,000
$0
$3,012,000
Automotive Dealers-4411
$2,484,000
$0
$2,484,000
Other Motor Vehide Dealers-4412
$238,000
$0
$238,000
Auto Parts/Accessories, Tire Stores-4413
$296,000
$0
$296,000
Furniture and Home Fumishings Stores-442
$336,000
$0
$336,000
Furniture Stores-4421
$207,000
$0
$207,000
Home Furnishing Stores-4422
$132,000
$0
$132,000
Electronics and Appliances Stores-443
$388,000
$0
$388,000
Appliances, Televisions, Electronics Stores-44311
$278,000
$0
$278,000
Household Appliances Stores-443111
$57,000
$0
$57,000
Radio, Television, Electronics Stores-443112
$223,000
$0
$223,000
Computer and Software Stores-44312
$100,000
$0
$100,000
Camera and Photographic Equipment Stores-44313
$19,000
$0
$19,000
Building Material and Garden Equipment Stores-444
$1,107,000
$13,868,000
I$12.761.000)
Building Material and Supply Dealers-4441
$959,000$13,868,000
1$12,909,0ff?i
Home Centers-44411
$395,000
$0
$395,000
Paint and Wallpaper Stores-44412
$20,000
$0
$20,000
Hardware Stores-44413
$89,000
$0
$89,000
Other Building Materials Dealers-44419
$466,000
$13,868,000
($13.402,000)
Building Materials, Lumberyards 111191
$132,000
$4,729,000
($4,597.000)
Lawn/Garden Equipment, Supplies Stores-4442
$152,000
$0
$152,000
Outdoor Power Equipment Stores-44421
$20,000
$0
$20,000
Nursery and Garden Centers 11422
$133,000
$0
$133,000
Food and Beverage Stores-445
$5,098,000
$11,972,000
($6,874.000)
Grocery Stores-4451
$4,258,000
$11,389,000
($7.131.000)
Supermarket, Grocery Excluding Convenience Stores-44511
$4,086,000
$11,092,000
($7.006.000)
Convenience Stores-44512
$175,000
$298,000
($123.0001
Specialty Food Stores-4452
$656,000
$90,000
$566,000
Beer, Wine and Liquor Stores-4453
$192,000
$494,000
Health and Personal Care Stores-446
$2,024,000
$0
$2,024,000
Pharmacies and Drug Stores-44611
$1,718,000
$0
$1,718,000
Cosmetics, Beauty Supplies, Perfume Stores-44612
$92,000
$0
$92,000
Optical Goods Stores-44613
$56,000
$0
$56,000
Other Health and Personal Care Stores-44619
$168,000
$0
$168,000
Gasoline Stations-447
$2,631,000
$0
$2,631,000
Gasoline Stations with Convenience Stores-44711
$1,745,000
$0
$1,745,000
Other Gasoline Stations-44719
$888,000
$0
$888,000
Clothing & Clothing Accessories Stores-448
$1,332,000
$0
$1,332,000
Clothing Stores 1181
$1,014,000
$0
$1,014,000
Men's Clothing Stores- 4811
$114,000
$0
$114,000
Women's Clothing Stores-44812
$281,000
$0
$281,000
Children's, Infants' Clothing Stores-44813
$84,000
$0
$84,000
Family Clothing Stores-44814
$457,000
$0
$457,000
Clothing Accessories Stores-44815
$20,000
$0
$20,000
29
Retail Market Power
Opportunity Gap Report
By Retail Store Types
Overtown
Other Clothing Stores-44819
$76,000
$0
$76,000
Shoe Stores-4482
$246,000
$0
$246,000
Jewelry, Luggage. Leather Goods Stores-4483
$78,000
$0
$78,000
Jewelry Stores-44831
$75,000
$0
$75,000
Luggage and Leather Goods Stores-44832
$7,000
$0
$7,000
Sporting Goods, Hobby, Book, Music Stores-451
$335,000
$0
$335,000
Sporting Goods, Hobby, Musical Instrument Stores-4511
$213,000
$0
$213,000
Sporting Goods Stores-45111
$121,000
$0
$121,000
Hobby, Toys & Games Stores-45112
$71,000
$0
$71,000
Sew/Needlework/Piece Goods Stores-45113
$13,000
$0
$13,000
Musical Instrument and Supplies Stores-45114
$17,000
$0
$17,000
Book, Periodical and Music Stores-4512
$123,000
$0
$123,000
Book Stores and News Dealers-45121
$74,000
$0
$74,000
Book Stores-451211
$69,000
$0
$69,000
News Dealers & Newsstands-451212
$9,000
$0
$9,000
Prerecorded Tapes, CDs, Record Stores-45122
$51,000
$0
$51,000
General Merchandise Stores-452
$3,606,000
$2,208,000
$1,398,000
Department Stores Excluding Leased Departments-4521
$2,372,000
$0
$2.372,000
Other General Merchandise Stores-4529
$1,238,000
$2,208,000
Warehouse Clubs and Super Stores-45291
$900,000
$0
$900,000
All Other General Merchandise Stores-45299
$340,000
$2,208,000
Miscellaneous Store Retailers-453
$414,000
$0
$414,000
Florists-4531
$56,000
$0
$56,000
Office Supplies, Stationery, Gift Stores-4532
$122,000
$0
$122,000
Office Supplies, Stationery Stores-45321
$47,000
$0
$47,000
Gift, Novelty and Souvenir Stores-45322
$78,000
$0
$78,000
Used Merchandise Stores-4533
$51,000
$0
$51,000
Other Miscellaneous Store Retailers-4539
$195,000
$0
$195,000
Non -Store Retailers-454
$1,274,000
$652,000
$622,000
Electronic Shoppng, Mail -Order Houses-4541
$701,000
$0
$701,000
Vending Machine Operators-4542
$200,000
$130,000
$70,000
Direct Selling Establishments-4543
$379,000
$522,000
($143,0001
Foodservice and Drinking Places-722
$2,918,000
$1,955,000
$963,000
Full -Service Restaurants-7221
$1,196,000
$0
$1,196,000
Limited Service Eating Places-7222
$1,319,000
$544,000
$775,000
Special Foodservices-7223
$231,000
$1,411,000
,i ei.r1,
Drinking Places Alcoholic Beverages-7224
$178,000
$0
$178,000
GAFO*
$6,103,000
$2,208,000
$3,895,000
General Merchandise Stores-452
$3,606,000
$2,208,000
$1,398,000
Clothing and Clothing Accessories Stores-448
$1,332,000
$0
$1,332,000
Fumiture and Home Fumishings Stores-442
$336,000
$0
$336,000
Electronics and Appliance Stores-443
$388,000
$0
$388,000
Sporting Goods, Hobby, Book, Music Stores-451
$335,000
$0
$335,000
Office Supplies, Stationery, Gift Stores-4532
$122,000
$0
$122,000
• GAFO (General merchandise, Apparel, Fumiture and Other) represents sales at stores
that sell merchandise normally sold in department stores. This category is not included in
Total Retail Sales Including Eating and Drinking Places.
Claritas' RMP data is denved from two major sources of information. The demand data is
derived from the Consumer Expenditure Survey (CE Survey), which is fielded by the U.S.
Bureau of Labor Statistics (BLS). The supply data is denved from the Census of Retail
Trade (CRT), which is made available by the U.S Census.
The difference between demand and supply represents the opportunity gap or surplus
available for each merchandise line in thespecified reporting geography When the demand
is greater than (less than) the supply, there is an opportunity gap (surplus)for that
merchandise line. For example, a positive value signifies an opportunity gap, while a
negative value signifies a surplus.
30
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
ldttileitet t f e 044seiffroza iF Ytlt — t1 '' ?ni0!
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Gas nine Stations with Convenience 5tores4471 1
Warehouse Otitis and Suter Skdree45291
Other General Alercnar,o se Stores-4529
Specialty Food Stores4452
Full -Service Restaurant✓-7221
LawivGarden Equipment SuppSen Stares4442
5-Minute Drive Retail Opportunity
/ ;.39.127,COG
-tea > 17.700.000
$16,,151.CDC
514.17j4, 000
Nursery and Garden Centers- 4422 $12,455
Omki g Places Alcoho4c Beverages-7224 I=IMED a10,138,OO
Ferrety Clothing Stores44814 as,359,000
Other Gasoline Stations-44719 0,712,000
Vending Machine Operators-4542
Office Supples Slaaonery Stores-45321
Other Abto, Ve!hide l:ealet&4412
Other Health arid Per aortal Care Mones44619
Hoag:Anal Appirwnc 8lnnes14311I
Cu/char Power Equymerd Sixes-14421
Beer Wine and Liquor Stores-4453
Boon Stores451211
Hardware Stores-4441a
Pant and Walpape( Stores-44412
s 467,000
$4, ,000
$3.583.
$2,831
81,854.
$1,790.000
51,314.00
$980,000
5712,000
$661,000
l 157,0C4 COO
QS
a
225 5Qk
Q5
25 § ti5
Demand Gap/Opportunity
Retail Market Power
Opportunity Gap Report
By Retail Store Types
,102.000
25
Folklife Village 5-Minutes
0min -5min
Total Retail Sales Including Eating and Drinking Places
Motor Vehicle and Parts Dealers-441
Automotive Dealers-4411
Other Motor Vehicle Dealers-4412
Auto Parts/Accessories, Tire Stores-4413
Furniture and Home Furnishings Stores-442
Furniture Stores-4421
Home Fumishing Stores-4422
Electronics and Appliances Stores-443
Appliances, Televisions, Electronics Stores-44311
Household Appliancpc Stores-443111
Radio, Television, Electronics Stores-443112
Computer and Software Stores-44312
Camera and Photographic Equipment Stores-44313
(Building Material and Garden Equipment Stores-444
Building Matenal and Supply Dealers-4441
Demand Supply Opportunity
Gap
Consumer Retail Surplus/
Expenditures Sales Shortage
$1,882,667,000 $2,941,740,000 (51,059,073,000)
$312,567,000 $478,125,000 '$165,558.000)
$255,051,000 $414,789,000 000)
$20,422,000 $16,839,000 $3,583,000
$37,238,000 $46,516,000 ($9,278
$38,249,000 $58,809,000 $20,560,000
$22,791,000 $43,071,000 1$20,280,000
$15,525,000 $15,743,000 ($218,000
$39,613,000 $83,444,000 (543,831,000)
$26,829,000 $54,788,000 ($27,959,000)
$4,590,000q $2,736,000 $1,854,000
$22,302,000 $52,052,000 i$29,750,000)
$11,625,000 $26,163,000 (514,538,000)
$1,305,000 $2,495,000 ($1,190,000)
$125,278,000 $225,899,000 ($100,621,000)
$110,559,000 $225,289,000 (ti114,730,000)
31
submitted into the public
ecord in connection with
tem # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Retail Market Power
Folklife
$45,191,001
$2,071,00t
$8,769.001
$54,737,001
$17,846,001
$14,785,004
$2,058,1/1
$12,798,001
$302,662,001
$250,417,001
$240,295,001
$10,192,001
$37,573,001
$14,811,000
$142,211,004
$119,607,001
$6,273,001
$5,195,000
$11,339,000
Village 5-M
$152,643,000
$1,410,000
$8,057,000
$63,182,000
$21,554,000
$611,000
$268,000
$343,000
$630,872,000
$597,523,000
$585,435,000
$12,109,000
$19,873,000
S13.497,000
$234,018,000
$200,054,000
$11,174,000
$14,300,000
$8,508,000
nutes
$661,000
$712,000
$14,174,000
$1,790,000
$12,455,000
%$328,210,000)
(S347,106,000)
($345,140,000)
($1.917,000)
$17,700,000
$1,314,000
($91,807,000)
(S80,447,000)
($4,901,000)
$.'.r I, 1. ,000
Home Centers-44411
Paint and Wallpaper Stores-44412
Hardware Stones-44413
Other Building Materials Dealers-44419
Building Materials, Lumberyards-444191
Lawn/Garden Equipment, Supplies Stores-4442
Outdoor Power Equipment Stores-44421
Nursery and Garden Centers-44422
Food and Beverage Stores-445
Grocery Stores-4451
Supermarket, Grocery Excluding Convenience Stores-44511
ConvenienceStores-44512
Specialty Food Stores-4452
Beer, Wine and Liquor Stores-4453
Health and Personal Care Stores-446
Pharmacies and Drug Stores-44611
Cosmetics, Beauty Supplies, Perfume Stores-44612
Optical Goods Stores-44613
Other Health and Personal Care Stores-44619
Gasoline Stations-447
$183,286,000
$96,759,000
$86,527,000
Gasoline Stations with Convenience Stores-44711
$117,924,000
$28,822,000
$89,102,000
Other Gasoline Stations-44719
$65,417,000
$57,705,000
$7,712,000
Clothing 8 Clothing Accessories Stores-448
$89,948,000
$281,740,000
i S191,792,000)
Clothing Stores-4481
$65,503,000
$128,565,000
($63,062,000)
Men's Clothing Stores-44811
$7,645,000
$25,144,000
($17.499,000)
Women's Clothing Stores-44812
$18,658,000
$55,436,000
($36,778,000)
Children's, Infants' Clothing Stores-44813
$3,519,000
$7,265,000
(3.710 000)
Family Clothing Stores-44814
$29,628,000
$20,269,000
$9,359,000
Clothing Accessories Stores-44815
$1,489,000
$4,488,000
( .uu,uu0)
Other Clothing Stores-44819
$4,905,000
$15,992,000
($11,087,000)
Shoe Stores-4482
$13,854,000
$35,042,000
($21,188,000)
Jewelry, Luggage, Leather Goods Stores-4483
$10,733,000
$118,157,000
($107,424,000)
Jewelry Stores-44831
$10948,000
$113,733,000
($103,685,000)
Luggage and Leather Goods Stores-44832
$755,000
$4,428,000
($3,673,000)
Sporting Goods, Hobby, Book, Music Stores-451
$27,558,000
$49,252,000
($21,694,00(,a
Sporting Goods, Hobby, Musical Instrument Stores-4511
$19,180,000
$35,007,000
($15,827,000)
Sporting Goods Stores-45111
$9,677,000
$16,386,000
($6,709,000)
Hobby, Toys & Games Stores-45112
$6,021,000
$7,308,000
($1,287,000'r
Sew/Needlework/Piece Goods Stores-45113
$1,650,000
$7,854,000
($6,204,000)
Musical Instrument and Supplies Stores-45114
$2,036,000
$3,461,000
($1,425,000)
Book, Periodical and Music Stores-4512
$8,441,000
$14,249,000
($5,808,000)
Book Stores and News Dealers-45121
$5,158,000
$8,157,000
($2,999,000)
Book Stores-451211
$4,720,000
$3,740,000
$980,000
News Dealers & Newsstands-451212
$510,000
$4,417,000
($3.907,000)
Prerecorded Tapes, CDs, Record Stores-45122
$3,346,000
$6,093,000
($2.747,000)
General Merchandise Stores-452
$250,385,000
$331,784,000
($81.399,000)
Department Stores Excluding Leased Departments-4521
$166,426,000
$286,891,000
i ^120.465.000)
Other General Merchandise Stores-4529
$84,022,000
$44,895,000
$39,127,000
Warehouse Clubs and Super Stores-45291
$57,004,000
$0
$57,004,00q
All Other General Merchandise Stores-45299
$27,091,000
$44,895,000
($17.804.000)
Miscellaneous Store Retailers-453
$40,490,000
$57,623,000
($17,133,000
Florists-4531
$5,040,000
$6,285,000
($1,245.000)
Office Supplies, Stationery, Gift Stores-4532
$15,809,000
$15,969,000
($160.000)
Office Supplies, Stationery Stores-45321
$6,793,000
$1,829,000
$4,964,000
Gift, Novelty and Souvenir Stores-45322
$9,084,000
$14,141,000
($5,057,000)
Retail Market Power
Used Merchandise Stores-4533
Other Miscellaneous Store Retailers-4539
Folklife
$4,306,000
$15,561,000
Village 5-Minutes
$7,992,000
$27,422,000
t1,i..)66,uuu,
($11,861,000)
Non -Store Retailers-454
$103,448,000
$195,704,000
($92256 00(
Electronic Shoppng, Mail -Order Houses-4541
$60,983,000
$155,165,000
($9.1
Vending Machine Operators-4542
$12,008,000
$4,541,000
$7,467,00-
Direct Selling Establishments-4543
$30,595,000
$35,999,000
Foodservice and Drinking Places-722
$227,804,000
$228,255,000
Full -Service Restaurants-7221
$93,774,000
$77,623,000
$16,151,00
Limited Service Eating Places-7222
$99,735,000
$115,660,000
$15,925,000
Special Foodservices-7223
$17,591,000
$28,220,000
i $10.629 00Cf
Drinking Places Alcoholic Beverages-7224
$16,913,000
$6,775,000
$10,138,00
GAFO"
$461,213,000
$820,923,000
$359,710
General Merchandise Stores-452
$250,385,000
$331,784,000
($81,399
Clothing and Clothing Accessories Stores-448
$89,948,000
$281,740,000
S191,79,,
Fumiture and Home Furnishings Stores-442
$38,249,000
$58,809,000
($20,56(
Electronics and Appliance Stores-443
$39,613,000
$83,444,000
($43,831,0U.
Sporting Goods, Hobby, Book, Music Stores-451
$27,558,000
$49,252,000
($21,694,000,
Office Supplies, Stationery, Gift Stores-4532
$15,809,000
$15,969,000
($160,000;
- GAFO (General merchandise, Apparel, Furniture and Other) represents sales at
stores that sell merchandise normally sold in department stores. This category is not
included in Total Retail Sales Including Eating and Drinking Places.
Claritas' RMP data is denved from two major sources of information. The demand
data is derived from. the Consumer Expenditure Survey (CE Survey), which is fielded
by the U.S Bureau of Labor Statistics (BLS). The supply data is derived from the
Census of Retail Trade (CRT), which is made available by the U.S Census.
The difference between demand and supply represents the opportunity gap or
surplus available for each merchandise line in thespedfied reporting geography.
When the demand is greater than (less than) the supply, there is an opportunity gap
(surplus)far that merchandise line. For example, a positive value signifies an
opportunity gap, while a negative value signifies a surplus.
33
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
submitted into the public
ecord in connection with
tern # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Retail Market Power Demand Growth Report By Retail Store Types
ii'tyaosQr4 ovenem Ir — WI OBEN 1 0:\r•
Retail Market Power
Demand Growth Report
By Retail Store Types
Overtown
Current
Five Year
Percent
Year
Demand
Demand
Demand
Growth
Total Retail Sales Including Eating and Drinking Places
$24,440,000$29,858,000
22.17%
Motor Vehicle and Parts Dealers-441
$3,012,000
$3,486,000
15.74%
Automotive Dealers-4411
$2,484,000
$2,875,000
15.74%
Other Motor Vehicle Dealers-4412
$238,000
$283,000
18.91%
Auto Parts/Accessories, Tire Stores-4413
$296,000
$333,000
12.50%
Fumiture and Home Fumishings Stores-442
$336,000
$378,000
12.50%
Furniture Stores-4421
$207,000
$231,000
1 1,59%
Home Furnishing Stores-4422
$132,000
$151,000
14.39%
Electronics and Appliances Stores-443
$388,000
$440,000
13.40%
Appliances, Televisions, Electronics Stores-44311
$278,000
$312,000
12.23%
Household Appliances Stores-443111
$57,000
$60,000
5.26%
Radio, Television, Electronics Stores-443112
$223,000
$254,000
13.90%
Computer & Software Stores-44312
$100,000
$116,000
16.00%
Camera and Photographic Equipment Stores-44313
$19,000
$21,000
10.53%
Building Material and Garden Equipment Stores-444
$1,107,000
$1,191,000
7.59%
Building Material and Supply Dealers-4441
$959,000
$1,021,000
6.47%
Home Centers-44411
$395,000
$416,000
5.32%
Paint and Wallpaper Stores 11412
$20,000
$20,000
0.00%
Hardware Stores-44413
$89,000
$98,000
10.11%
Other Building Materials Dealers-11119
$466,000
$497,000
6.65%
Building Materials, Lumberyards-444191
$132,000
$143,000
8.33%
Lawn/Garden Equipment, Supplies Stores-4442
$152,000
$171,000
12.50%
Outdoor Power Equipment Stores-44421
$20,000
$22,000
10.00%
Nursery and Garden Centers-44422
$133,000
$151,000
13.53%
Food and Beverage Stores-445
$5,098,000
$5,918,000
16.08%
Grocery Stores-4451
$4,258,000
$4,967,000
16.65%
Supermarket, Grocery Exdiuding Convenience Stores-44511
$4,086,000
$4,772,000
16.79%
Convenience Stores-44512
$175,000
$198,000
13.14%
Specialty Food Stores-4452
$656,000
$740,000
12.80%
Beer, Wine and Liquor Stores-4453
$192,000
$215,000
11.98%
Health and Personal Care Stores-446
$2,024,000
$3,124,000
54.35%
Pharmacies and Drug Stores-44611
$1,718,000
$2,659,000
54.77%
Cosmetics, Beauty Supplies, Perfume Stores-44612
$92,000
$145,000
57.61
Optical Goods Stores-44613
$56,000
$71,000
26.79%
Other Health and Personal Care Stores-44619
$168,000
$260,000
54.76%
Gasoline Stations-447
$2,631,000
$3,496,000
32.88%
Gasoline Stations with Convenience Stores-44711
$1,745,000
$2,275,000
30.37%
Other Gasoline Stations-44719
$888,000
$1,226,000
38.06%
Clothing & Clothing Accessories Stores-448
$1,332,000
$1,522,000
14.26%
Clothing Stores-4481
$1,014,000
$1,159,000
14.30%
Men's Clothing Stores-44811
$114,000
$125,000
9.65%
Women's Clothing Stores-44812
$281,000
$325,000
15.66%
Children's, Infants' Clothing Slores-44813
$84,000
$93,000
10.71%
Family Clothing Stores-44814
$457,000
$523,000
14.44%
Clothing Accessories Stores-44815
$20,000
$22,000
10.00%
Other Clothing Stores-44819
$76,000
$87,000
14.47%
Retail Market Power
Demand Growth Report
By Retail Store Types
Overtown
Shoe Stores-4482
$246,000
$277,000
12.60%
Jewelry, Luggage, Leather Goods Stores-4483
$78,000
$92,000
17,95%
Jewelry Stores-44831
$75,000
$88,000
17.33%
Luggage and Leather Goods Stores-44832
$7,000
$7,000
0.00%
Sporting Goods, Hobby, Book, Music Stores-451
$335,000
$393,000
17.31%
Sporting Goods, Hobby, Musical Instrument Stores-4511
$213,000
$250,000
17.37%
Sporting Goods Stores-45111
$121,000
$138,000
14.05%
Hobby, Toys & Games Stores-45112
$71,000
$84,000
18.31 %
Sew/Needlework/Piece Goods Stores-45113
$13,000
$15,000
15.38%
Musical Instrument and Supplies Stores-45114
$17,000
$21,000
23.53%
Book, Periodical and Music Stores-4512
$123,000
$147,000
19.51%
Book Stores and News Dealers-45121
$74,000
$87,000
17.57%
Book Stores-451211
$69,000
$82,000
18.84%
News Dealers & Newsstands-451212
$9,000
$9,000
0.00%
Prerecorded Tapes, CDs, Record Stores-45122
$51,000
$61,000
19.61%
General Merchandise Stores-452
$3,606,000
$4,364,000
21.02%
Department Stores Excluding Leased Departments-4521
$2,372,000
$2,886,000
21.67%
Other General Merchandise Stores-4529
$1,238,000
$1,478,000
19.39%
Warehouse Clubs and Super Stores-45291
$900,000
$1,065,000
18.33%
All Other General Merchandise Stores-45299
$340,000
$418,000
22.94%
Miscellaneous Store Retailers-453
$414,000
$499,000
20.53%
Florists-4531
$56,000
$64,000
14.29%
Office Supplies, Stationery, Gift Stores-4532
$122,000
$149,000
22.13%
Office Supplies, Stationery Stores-45321
$47,000
$59,000
25.53%
Gift, Novelty and Souvenir Stores-45322
$78,000
$94,000
20.51%
Used Merchandise Stores-4533
$51,000
$59,000
15.69%
Other Miscellaneous Store Retailers-4539
$195,000
$235,000
20.51%
Non -Store Retallers-454
$1,274,000
$1,573,000
23.47%
Electronic Shoppng, Mail -Order Houses-4541
$701,000
$906,000
29.24%
Vending Machine Operators-4542
$200,000
$229,000
14.50%
Direct Selling Establishments-4543
$379,000
$445,000
17.41 %
Foodservice and Drinking Places-722
$2,918,000
$3,510,000
20.29%
Full -Service Restaurants-7221
$1,196,000
$1,439,000
20.32%
Limited Service Eating Places-7222
$1,319,000
$1,590,000
20.55%
Special Foodservices-7223
$231,000
$282,000
22.08%
Drinking Places Alcoholic Beverages-7224
$178,000
$211,000
18.54%
GAFO
$6,103,000
$7,233,000
18.52%
General Merchandise Stores-452
$3,606,000
$4,364,000
21.02%
Clothing and Clothing Accessories Stores-448
$1,332,000
$1,522,000
14.26%
Fumiture and Home Furnishings Stores-442
$336,000
$378,000
12.50%
Electronics and Appliance Stores-443
$388,000
$440,000
13.40%
Sporting Goods, Hobby, Book, Music Stores-451
$335,000
$393,000
17.31 %
Office Supplies, Stationery, Gift Stores-4532
$122,000
$149,000
22.13%
" GAFO (General merchandise, Apparel, Furniture and Other) represents sales at stores that sell
merchandise normally sold in department stores. This category is not included in Total Retail Sales
Including Eating and Drinking Places.
35
Submitted into the public
record in connection with
item #10on 1D_ 20_
Priscilla A. Thompson
City Clerk
Retail Market Power
Demand Growth Report
By Retail Store Types
Folklife Village 5-Minutes
0 min - 5 min
Current Year
Five Year
Percent
Demand
Demand
Demand
Growth
Total Retail Sales Including Eating and Drinking Places
$1,882,667,000$2,383,922,000
26.62%
Motor Vehicle and Parts Dealers-441
$312,567,000
$373,074,000
19.36%
Automotive Dealers-4411
$255,051,000
$304,579,000
19.42%
Other Motor Vehicle Dealers-4412
$20,422,000
$25,702,000
25.85%
Auto Parts/Accessories, Tire Stores-4413
$37,238,000
$42,938,000
15.31%
Furniture and Home Fumishings Stores-442
$38,249,000
$46,315,000
21.09%
Fumiture Stores-4421
$22,791,000
$27,308,000
19.82%
Home Fumishing Stores-4422
$15,525,000
$19,085,000
22.93%
Electronics and Appliances Stores-443
$39,613,000
$48,138,000
21.52%
Appliances, Televisions, Electronics Stores-44311
$26,829,000
$31,910.000
18.94%
Household Appliances Stores-443111
$4,590,000
$5,098,000
11.07%
Radio, Television, Electronics Stores-443112
$22,302,000
$26,876,000
20.51
Computer & Software Stores-44312
$11,625,000
$14,743,000
26.82%
Camera and Photographic Equipment Stores-44313
$1,305,000
$1,623,000
24.37%
Building Material and Garden Equipment Stores-444
$125,278,000
$141,355,000
12.83%
Building Material and Supply Dealers 1141
$110,559,000
$123,522,000
11.72%
Home Centers-44411
$45,191,000
$50,264,000
11.23%
Paint and Wallpaper Stores 44412
$2,071,000
$2,223,000
7.34%
Hardware Stores 14413
$8,769,000
$10,301,000
17.47%
Other Building Materials Dealers-44419
$54,737,000
$60,957,000
11.36%
Building Materials, Lumberyards-444191
$17,846,000
$20,212,000
13.26%
Lawn/Garden Equipment, Supplies Stores-4442
$14,785,000
$17,901,000
21.08%
Outdoor Power Equipment Stores-44421
$2,058,000
$2,342,000
13.80%
Nursery and Garden Centers-44422
$12,798,000
$15,628,000
22.11 %
Food and Beverage Stores 445
$302,662,000
$364,819,000
20.54%
Grocery Stores-4451
$250,417,000
$304,200,000
21.48%
Supermarket, Grocery Excliuding Convenience Stores-44511
$240,295,000
$292,222,000
21.61 %
Convenience Stores-44512
$10,192,000
$12,046,000
18.19%
Specialty Food Stores-4452
$37,573,000
$43,806,000
16.59%
Beer, Wine and Liquor Stores-4453
$14,811,000
$16,949,000
14.44%
Health and Personal Care Stores-446
$142,211,000
$229,750,000
61.56%
Pharmacies and Drug Stores-44611
$119,607,000
$193,830,000
62.06%
Cosmetics, Beauty Supplies, Perfume Stores 14612
$6,273,000
$10,441,000
66.44%
Optical Goods Stores-44613
$5,195,000
$7,257,000,
39.69%,
Other Health and Personal Care Stores-44619
$11,339,000
$18,422,000
62.47°/0
Gasoline Stations-447
$183,286,000
$252,624,000
37.83%
Gasoline Stations with Convenience Stores-44711
$117,924,000
$159,793,000
35.51
Other Gasoline Stations-44719
$65,417,000
$92,896,000
42.01%
Clothing & Clothing Accessories Stores-448
$89,948,000
$108,447,000
20.57%
Clothing Stores-4481
$65,503,000
$78,561,000
19.93%
Men's Clothing Stores-44811
$7,645,000
$8,789,000
14.96%
Women's Clothing Stores-44812
$18,658,000
$22,431,000
20.22%
Children's, Infants' Clothing Stores-44813
$3,519,000
$4,370,000
24.18%
Family Clothing Stores-44814
$29,628,000
$35,674,000
20.41%
Clothing Acr. ssories Stores-44815
$1,489,000
$1,824,000
22.50%
Other Clothing Stores-44819
$4,905,000
$5,804,000
18.33%
Shoe Stores-4482
$13,854,000
$16,295,000
17.62%
36
Retail Market Power
Folklife
$10,733,000
$10,048,000
$755,000
$27,558,000
$19,180,000
$9,677,000
$6,021,000
$1,650,000
$2,036,000
$8,441,000
$5,158,000
$4,720,000
$510,000
$3,346,000
$250,385,000
$166,426,000
$84,022,000
$57,004,000
$27,091,000
$40,490,000
$5,040,000
$15,809,000
$6,793,000
$9,084,000
$4,306,000
$15,561,000
Village 5-Minutes
$13,729,000
$12,828,000
$970,000
$35,038,000
$24,470,000
$11,984,000
$8,149,000
$1,940,000
$2,589,000
$10,639,000
$6,405,000
$5,877,000
$598,000
$4,302,000
$319,797,000
$214,384,000
$105,478,000
$70,662,000
$34,892,000
$51,351,000
$6,274,000
$20,238,000
$8,698,000
$11,604,000
$5,295,000
$19,752,000
27.91%
27.67%
28.48%
27.14%
27.58%
23.84%
35.34%
17.58%
27.16%
26.04%
24.18%
24.51%
17.25%
28.57%
27.72%
28.82%
25.54%
23.96%
28.80%
26.82%
24.48%
28.02%
28.04%
27.74%
22-97%
26.93%
Jewelry, Luggage, Leather Goods Stores-4483
Jewelry Stores-44831
Luggage and Leather Goods Stores-44832
Sporting Goods, Hobby, Book, Music Stores-451
Sporting Goods, Hobby, Musical Instrument Stores-4511
Sporting Goods Stores-45111
Hobby, Toys & Games Stores-45112
Sew/Needlework/Piece Goods Stores-45113
Musical Instrument and Supplies Stores-45114
Book, Periodical and Music Stores-4512
Book Stores and News Dealers-45121
Book Stores-451211
News Dealers & Newsstands-451212
Prerecorded Tapes, CDs, Record Stores-45122
General Merchandise Stores-452
Department Stores Excluding Leased Departments-4521
Other General Merchandise Stores-4529
Warehouse Clubs and Super Stores-45291
All Other General Merchandise Stores-45299
Miscellaneous Store Retailers-453
Flonsts-4531
Office Supplies, Stationery, Gift Stores-4532
Office Supplies, Stationery Stores-45321
Gift, Novelty and Souvenir Stores-45322
Used Merchandise Stores-4533
Other Miscellaneous Store Retailers-4539
Non -Store Retailers-454
$103,448,000
$133,234,000
28.79%
Electronic Shoppng, Mail -Order Houses-4541
$60,983,000
$82,046,000
34.54%
Vending Machine Operators-4542
$12,008,000
$14,104,000
17.46%
Direct Selling Establishments-4543
$30,595,000
$37,219,000
21.65%
Foodservice and Drinking Places-722
$227,804,000
$280,816,000
23.27%
Full -Service Restaurants-7221
$93,774,000
$115,575,000
23.25%
Limited Service Eating Places-7222
$99,735,000
$122,948,000
23.27%
Special Foodservices-7223
$17,591,000
$21,707,000
23.40%
Drinking Places Alcoholic Beverages-7224
$16,913,000
$20,794,000
22.95%
GAFO
$461,213,000
$577,631,000
25.24%
General Merchandise Stores-452
$250,385,000
$319,797,000
27.72%
Clothing and Clothing Accessories Stores-448
$89,948,000
$108,447,000
20.57%
Furniture and Home Fumishings Stores-442
$38,249,000
$46,315,000
21.09%
Electronics and Appliance Stores-443
$39,613,000
$48,138,000
21.52%
Sporting Goods, Hobby, Book, Music Stores-451
$27,558,000
$35,038,000
27.14%
Office Supplies, Stationery, Gift Stores-4532
$15,809,000
$20,238,000
28.02%
' GAFO (General merchandise, Apparel, Furniture and Other) represents sales at stores that
sell merchandise normally sold in department stores. This category is not included in Total
Retail Sales Including Eating and Dnnking Places.
37
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Current Situation Conclusions
In examining the current situation in comparison to the two benchmark communities (5-minute drive area and the City of
Miami), it is important to provide a summary of the socio-economic and housing areas where there is a great discrepancy
between Overtown and these communities.
It is important to remind the readers of this report that many of these issues are interconnected. Education influences job
marketability, and job type influences income, and income influences home ownership, etc.,.
Income Situation
The average household income in Overtown is $19,298 compared to $39,439 in the 5-minute radius, and $44,321 in the
City of Miami. The median income of households in Overtown is $12,468 compared to $23,107 in the 5-minute radius, and
$26,269 in the City of Miami. The per capita income of Overtown residents is less than half of that of the residents in the 5-
minute radius and the City of Miami.
Income statistics for the area reflect a very grim picture where 60% of Overtown households make less than $15,000. This
compares to 36% of households in the 5-minute radius and 32% of households in the City of Miami who earn less than
$15,000.80% of Overtown households make less than $25,000. This cornpares to 53% of households in the 5-minute
radius and 48% of households in the City of Miami who eam less than $25,000.
Conclusion: Any discussion of affordability of housing has to take into consideration the fact that what is
affordable to people in the City of Miami or the 5-mite drive area is not necessarily affordable to residents of the
Overtown community
Education Situation
Almost 60% if Overtown residents have less than a high school diploma compared to about 50% of people in the 5-minute
radius and 47% of residents in the City of Miami. Only 4% of Overtown residents have some kind of college degree,
compared to 19% of residents of the 5-minute radius, and 21% of residents in the City of Miami who hold a college degree.
Conclusion: Some outreach programs might be able to assist members of this community in attaining education
that would make them more comparable to the 2 benchmark communities
Vehicle Ownership Situation
Ownership of a vehicle is a sign of household wealth, but is also a sign of a mobility and access to work. In Overtown, 63%
of households do not own a vehicle compared to 31 % of households in the 5-minute radius and 27% of households in the
City of Miami that do not own a vehicle. The average number of vehicles among Overtown households is 0,47 while
households in the 5-minute radius and the City of Miami own an average of 1.04 vehicles and 1.16 vehicles respectively.
Conclusion: The availability of jobs in the immediate area of Overtown will be useful to the many residents who
do not own a mode of transportation.
Unemployment Situation
Of the 1,200 residents who are in the labor market in Overtown, 31 % are unemployed compared to 13% and 12% in the 5-
minute radius and the City of Miami respectively.
Conclusion: Unemployment is driven by many factors — such as education, transportation, and skills. While the
availability of jobs is important, the fundamental reason behind the higher unemployment rates in Overtown are
Submitted into the public
38 record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
not a result of lack of job opportunities in the downtown Miami area, but rather a result of lack of preparedness of
Overtown residents for the job market. Attention needs to be given to this area.
Occupation Segregation Situation
Of the 833 residents of Overtown who are employed and Tess than 2% work in management, business and financial
operations. In the 5-minute radius, 11 % of workers worked in this field and in the City of Miami, 13% did. The percentage
of individuals employed in service occupations in Overtown is almost double that of the 2 benchmark areas.
Conclusion: The concentration of Overtown residents in low -paying service professions might provide an
explanation of the discrepancy in eamings. Economic development could bring about a better diversification of
job opportunities.
Home Ownership Situation
Home ownership in Overtown is lagging behind the two benchmark areas. The percentage of home owners in Overtown is
10%, while it is 27% in the 5-minute drive and 35% in the City of Miami.
Conclusion: Home ownership programs have been used in many communities and have had positive impact on
improving home ownership. There are many such programs in Miami -Dade. A proactive approach to bringing
residents to these programs could improve the home ownership rates in Overtown.
Affordable Housing Situation
The median household income in the Miami -Dade County is $37,148. Affordable housing determination can go up to
120% of the median household income in the County — or $44,578. At least 90% of residents of Overtown would not
qualify for even 100% of the median income.
Conclusion: What is affordable to the County might not be affordable to Overtown. Any affordable housing
proposal that is geared toward members of the Overtown community has to clarify how they intend to reach out
to members of the community to ensure that what is being proposed as affordable housing is affordable to them.
Market Situation
Effective buying Income helps us determine consumer power and affordability of goods, services and housing. More than
62% of Overtown households have an effective buying income of less than $15,000, compared to 39% and 34% of the 5-
minute drive area and the City of Miami respectively.
39
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
13'K40'3' N _r3ilP.O.7tl-`''�51
Overtown Retail Market Potential by Store Type (>$100,000)
Depatm4w Stares Er.,iudhg teased Ceparlmeols-452'
Phan -wadies and Drug 51a'eo4461 1
Clothing act Clothing Accessories Saues44n
Ckeling Shoes4491 —..
Otter Gasoline S74Pwea447.
EleceanO Shrpprq Yar1.0 der Hanes-4541
Frosty gating Staes44814
Elector.= and Appllerxa blo s44
Sporting Goods. Hobby, Book, Music Stures-451
Women's Clothing S1aas44812
Shoe Staes4482
4111111C-1-3 . LOP
J iGm.�}:r:.
See*A00
5 .70
'140,0X
SaaS Coo
. e• 1338,WP
$335,
$2050
52e1099
emsenew S278,000
S 49000
5 39009
RadioTelevisor., Etechmics Stares-4431'2 -
Furrytue Stores442'
Denting Rags rlrnrnllc Baversge07224
owauCienforl Egrapner4. Supplies S1a,e -444
Rune Funiehng St res4422
O0he Supplies, Sl4eurery, Glfl Stores4532
Sporting Goads Skrea45111
Computer sot Software Stores44312
Gasoline Stations w11h Coneen.enue Stores-44711
Waehouse Clubs and Super 5tores45291
Other Genrrai Merchandise Scores-4529
Specialty Food Slores4452
Full -Service Reetau ants-7221
Laa.OGarden Equipment Supplies Slues-4442
Nursary and Garden Comers44422
Omkirg Places Aloohoko Beverages-7224
Famlty Clothing Stcres44814
Other Gasokne Stabens44719
Vending Machine Operah:ec,1542
Once Supplies. Stationery Stores45321
Other Motor Vehicle Dealers-4412
Other Health and Personal Care Stores44610
HousehoN Appliances Stores 443111
Outdoor Power Equipment Shares.1r 421
Beer Anne and Lgwr Stores-4403
BOW Skves451211
Ha4rae Stores44413
Paint awl 'Wallpaper Stores44412
50
13 000
SS07,000
5' tt 000
5178,000
3158,020
5152 000
5133,000
5132.000
5123,000
5122000
5122,000
5121 000
3114.000
3100 000
5500 000
S.. a1a. WO
45 D00
1e,t
11 000000 51,500.00 $2.COO 0W
Supply Gap/Opportunity
5-Minute Drive Retail Opportunity
S2.500.000
S3000,000
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
j- --
:1.102,000
$5
004
000
1
--- — I
r.;a.'' 27,000
I $ 17,700.000
161,000
000
316
4 514 1
MMISIBIF.-_.--
612.455,
310,138,000
$9,359,000
,712,000
467,000
000
..;....gal
tomes=- ,
—"Wl $
I $
$a
$3,5t33,
t�7. 32.831.
O $1854
in $i.790,0017
a 51,314,00
e $980,000
8 5712,000
$661,000
4
§ § F § §
i §
§ C § 25
d � �
Demand Gap/Opportunity
40
t uni &Mt DOML tiosiotwru fur: — `li;kr!&MN
Community Vision & Stakeholder Consultations
The community vision is very important to the redevelopment of Overtown. Over the past 2 decades, there were several
community visioning exercises involving Overtown residents and community leaders. Some of these studies included
charrettes and most of them came up with a clear vision that Overtown redevelopment, housing and economic
development, has to include current Overtown residents, and has to revive Overtown's cultural and historic significance to
the Miami -Dade region. The Consultants conducting this study, therefore, decided to not conduct their own visioning
sessions with members of the community, and instead meet with key stakeholders in the community and take into account
the vision that enjoyed a consistent community consensus. In this section, we would like to summarize some of the
previous studies and conclude with the vision that came out of these studies.
Stakeholder Consultations in September 2006
As part of this Feasibility Assessment for the Overtown Folk life District, the CMA Consulting Team interviewed a cross
section of for -profit and non-profit developers, trade association representatives and interested parties (in September,
2006).
Participants invited to the interviews all presented projects for inclusion in the proposed historical district Topics discussed
included but were not limited to:
■ Project composition and phase of development
■ Project funding sources
! Development partnerships
■ Perceived priority development opportunities
■ Timelines for site development and project implementation
II Architectural design regulations
▪ Area capacity for projects
Interviews were conducted base done on scheduled appointments so that discussions would be dedicated to
specific projects.
During the sessions, participants provided information based on criteria that offered a foundation to assist the
Consultants in prioritizing the projects. The criteria are as follows.
■ Development Experience: Most of the stakeholders had some development experience or were teamed with
professionals in the development arena.
• Project Composition and Phase of Development: the majority of the projects presented were mixed use
facilities. The exceptions to the latter were the Lodge and Longshoremen's facilities and a neighborhood
restaurant. All projects proposed are in the conceptual phase as of this report.
/ Funding Sources: Sources of funding for the proposed projects had not been confirmed as of the time of this
report. Stakeholders were seeking funding from a number of avenues. For example the Bond issue that is
driving the need for this report, was on of the primary sources mentioned in each stakeholder presentation. The
Consultants also queried the interviewees on their progress in securing private sector and institutional type
financing for their projects, especially the larger ones.
41
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
tl ih7&11treAi !AIWA—IN1
t Affordable Housing: Community stakeholders proposing mixed use projects identified a small allocation for
affordable housing to accommodate current residents in the Overtown area. The majority of the residential units
proposed however were priced at market rates.
t Folk life District Marketing Strategies: Interviewees were queried about their strategies for the revitalized
District. This is an area that will require additional visioning for the eventual occupants of the District, At the time
of the reporting, there was minimal feedback regarding the marketing strategies from the participants. This should
be done as a subsequent phase to this reporting.
f Real Estate Projects in the surrounding area: Extensive discussions were facilitated with regards to the other
projects in the immediate area. Along NE 2nd Avenue, high end mixed use projects are being constructed. As well
as along Biscayne Boulevard. All of these projects are centered on the Sports and Entertainment District that
has become the northern end of the downtown business district.
t Development Incentives: At the time of this reporting, the primary incentives proposed by the community
stakeholders on their projects consisted of units set aside for affordable housing applicants. Other incentives
noted in the interviews were job opportunities for area residents (entry level).
t Other Comments: Other discussions pertaining to the district included but were not limited to: 1) The
consistency of the architecture, 2) Uniform signage, 3) Streetscapes that compliment the architecture of the
District, 4) Historical Markings on designated sites for example. Attendees also made mention of seeking the Folk
life District as a special planning area.
Details from the respective projects proposed by the Community Stakeholders follow this section.
Previous Studies, Charrettes, and Community 1.4sioning Sessions
INFIIAL MARKET ANALYSIS FOR A MIXED -USE SMART GROWTH DEMONSTRATION PROJECT IN THE OVERTOWN
NEIGHBORHOOD, MIAM I, FLORIDA, Prepared by Robert Charles Lesser & Co. for 11- E coLLNS mum FOR PUBUC POucY,
October 3, Z001
This market analysis was conducted by Robert Charles Lesser and Co. for the Collins Center for Public Policy in 2001.
The goal is to study the feasibility of building a pedestrian -friendly live -work -play environment in Overtown. This proposed
project would be located on 20 acres in Overtown and would provide 600 residential units — 500 condominiums and 100
rental units, 150,000 square feet of commercial space, and 200,000 square feet of office space.
The primary market area identified by this study is the entire downtown Miami. The main conclusions of this study ( parts of
the following are excerpts from the 2001 report) were:
1. Creating a sense of physical predictability in the neighborhood is essential to drawing for -sale residents to this
location. Any success of this project will depend on the institution of a plan for the entire Overtwon area — to
assure buyers that redevelopment is on the way.
2. Creating a sense of location is critical to establishing the project beyond an affordable infill housing community.
This requires:
a. Proactive involvement by the City of Miami in providing support to address physical infrastructure and
social issues.
b. Addressing homeless issues and the negative perceptions the current situation creates.
c, Providng a strong, unique and detailed project design including development on both sides of the street
and on four comers to establish a sense of quality for the project.
42
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
112i'+1' tli :m P V utrAsgiroirrii itite =tat it#9
d. Encouraging a street orientation for the project, including on -street parking and an inviting street
presence. This can also be provided by limiting the amount of visibyL. fencing and security, creating a
sense of, and not a need for, safety.
3. Providing maximum project flexibility is essential to changing market trends and reducing project risk. i.e. the
ability to convert rental units to for -sale units if market supports such a move.
4. Retail product should largely cater to the local market audiences (area residents and employees), yet should also
provide opportunities for entertainment -oriented tenants including restaurants that s pport the Folklife Village,
Lyric Theater and nearby arenas,
5. Residential product should be unique and urban in character (lofts, high ceilings, large windows, concrete floors).
Master Plan for Historic Overtown Folklife Village, Miami, Florida, May 1997, The Black Archives History and Research
Foundation sponsors, prepared by Duany Plater,Zuberk & Company
This plan was commissioned by the Black Archives. It is the most comprehensive planning document that refers to rid
articulates the concept and feasibility of Historic Overtown Folklife Village. Although it dates back to 1997, it provides for a
Village vision that has repeated itself in many of prior and later Overtown studies.
Representatives of the Black Archives spent a significant amount of time with the CMA Consulting Team. This
organization appears to be the nucleus for the District's evolution based on the project detail that was provided. A major
project is the developing of the Historic Overtown Folklife Village, as a cultural business and entertainment district that
would bring back some of the historic significance of Overtown/Colored Town. The Black Archives has had the Village
designated as a Main Street Community by the National Trust for Historic Preservation. There are several projects that are
entailed in this Village including: The Lyric Theater, The Lyric Promenade, and other projects that continue to be under
development.
The Village is a conceptualization of the results of many visioning sessions which produced a vision that redeveloping
Overtown must take into consideration Overtown's historic significance as a work/live/entertainment district in the Miami
area. This Village would attract many of the 10 million visitors who come to Miami each year, but also would be a
destination of choice for the local residents of the Miami area. The Village is anchored by The Lyric Theater and the two
historic churches: Mt. Zion Church and the Bethel AME Church. In 1996, a full Master plan was developed for the Village
and it includes such things as a feasibility study, a development plan and a set of design guidelines. Following are some of
the details of this Village:
• The Village boundaries are NW 8th Street from the South, , NW 2nd Avenue from the East, NW 3rd Court from the
West and NW 10th Street from the north
• There are three types of buildings that would line the streets of this Village: a one and one and a half story front
porch shotgun house type, a two or three story from porch large unit type and a two or three story commercial
building that could house retail and entertainment .
• Close to the street buildings
• A total space of 213,500 square feet and 443 parking spaces
• NW 91h Street will be the heart of the Village. The plan would restore the Dorsey House and the Cola -Nip Building
which are historic structures with cultural significance. The Ward Rooming House was already renovated,
• NW 2"d Court would become a pedestrian walkway that connects 8th and 9h streets.
• The Village would be designated as a historic overlay district, as allowed by the City of Miami ordinance, to allow
for not only restoration of existing structures, but also for new development.
See street -by -street design guidelines in Appendix. It is important to note that these guidelines are the subject of
consensus among key stakeholders with the exception of density guidelines
43
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Overtown: A Look Back, Connections to the Future, Prepared by Urban Design Associates, Prepared for The Collins Center for
Public Policy, Inc„ 2 December 2002
This study involved most of the key community stakeholders in Overtown and was conducted by Urban Design
Associates. The study recommended several initiatives — one of which is the development of what is known as the Historic
Folklife Village:
1. Downtown Overtown: around the Lyric Theater there are a series of potential development sites which both
establish a human -scale core and create bridges to the larger community. Large scale towers along the railroad
tracks create a public space around the Overtown Metrorail station. Smaller scale development should occur in the
heart of the community, especially in the immediate vicinity of the Dorsey House. Mixed use development in the
form of 4 story structures would line 2nd and 3d Avenues as a means of bringing back a range of retail and
entertainment uses with residential on the upper floors.
Overtown - City of Muni, REDEVELOPMENT AREA DESIGN CHARRETTE REPORT, prepared by TREASURE COAST
REGIONAL PLANNING COUNCIL wrMNAOFOR fa►t2E+rsOFOVERMAN March 31, 2000
This study was initiated in 1998. The charrette was conducted during week of July 16 (16-23) 1999. The study was
sponsored by the Treasure Coast Regional Planning Council (Eastward HO! initiative) and involved many community
members. This is the most comprehensive study in terms of articulating a community vision by Overtown residents and
community and business leaders. The vision can be summarized by the following conclusions of the study:
1. Attracting business and entertainment development
2. Provide housing for existing residents
3. School improvement
4. create new jobs for community members
5. reconcile zoning
6. emphasize community identity
7. develop community parks (none are available in Overtown as of 2006)
8. Articulate entrances to Overtown
9. Leave a worthy legacy
SEOPW CRA Econornic Programming Study by 7J-I0.2003
This study was commissioned by the CRA. It included a larger area than the study area of this current report. The major
recommendations for commercial development were:
1. Opportunities for minority ownership and tenancies
2. Commercial entertainment uses possessing market niches difficult to duplicate
3. Potential to reach sales per square foot at standard productivity or better by the date of stabilized operations (3rd
year of operations)
4. Compatibility and not competitive to the adult 'after -hour entertainment developed along the Promenade corridor
in Park West.
The study also reported citizen feedback which is summarized as follows:
1. Support for the re-establishment of NW 2rd and NW 3rd Avenues and the establishment of a historical Overtown
Folklife Village.
2. Introduction into the area of more for —sale units. Submitted into the public
record in connection with
item # 10 on 10-24-11
44
Priscilla A. Thompson
City Clerk
1 J�irb''3g3 �U lAspptect c ! tit �ifli r
3. New Housing must be affordable — no displacing of current residents
4. Community supporting ;;tail is needed
5. More employers and employment in the area
6. Need for beautification propeLis in the area
This study also included a recommendation that NW 2nd Avenue should include musical outlets that feature African
American traditions.
Finally the report recommended the establishment of a Tax Increment Financing (TIF) district.
Submitted into the public
record in connection with
item # 10 on 10-24-11
45 Priscilla A. Thompson
City Clerk
Proposed Projects
The following projects are presented in the order in which we received them. After briefly summarizing each one of these
proposed projects, there will be a brief assessment of these projects along the following lines:
a) Uses Residential (Affordable or Market), Retail and Office
b) progress of the project or stage of project:
1. Conceptual Stage
2. Development Team in Place
3. Site Plan
4. CRA Proposal (If applicable)
5. Site Control
6. Master Plan Submitted
7. Market Analysis and/or Marketing Plan
8. Financing
c) Community Vision Compatibility as discussed in an earlier section
d) Effect on Current Situation of Community
e) Consultant Recommendation
Third Avenue Commons (BAME Projects)
Information presented by representatives for BAME and Mt. Zion presented their priorities that these organizations deem
feasible for the area. Details of the projects are below. The project is located northeast quad of 3rd Avenue NW 8th Street
and northeast of 9th Street and 3rd Avenue. It is centrally located at gateway of Overtown and the FolkLife District.
This project is still in the predevelopment phase. A master plan and a market analysis were not available. However, the
executive director of BAME was able to give us some information about the composition of the project:
1. 120 condominium units
2. 20,000 commercial retail with parking
3, The project is located on 6 lots totaling 45000 sq. ft. and is zoned as Cl —which allows over 150 units per acre
4. There will be three stones of commercial, retail and office space. These three stories will topped by a residential
tower which will occupy the 4th to the ninth stories of the building with a clubhouse on the third level.
i. 18, floor retail
- Proposed Commercial tenants include urban coffee, bakery, deli, banking, cell phone, beauty supply,
barber /beautician, book store, sports theme bar and grill
- Representatives confirmed that some establishments were not recommended and should be avoided.
These include: check cashing store, westem unions, cash America, liquor stores,
ii. 2nd and 3rd floors
Proposed office and fitness center as well as satellite business center, financial planning services,
law offices, community development offices, govemment agencies, medical/ dental office, insurance
agency, or real estate and mortgage companies
4-9th floors will be residential units
iv. The design and color scheme of the structure will be Floribian.
v. Auxiliary site (Gateway): Landscaped project to be introduced as the gateway to the Folklife
District. The proposed location is 3rd between 8th and 9th streets
4- Target: mixed income for sale (allocation for affordable housing)
1 Pnce ranges: $200k - $325,000 condos
46
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
$20.00 per sq ft pro forma (most likely $25-30 per sq ft) for office space)
Project Summary and Evaluation
1) Uses: 120 Residential for -sale units to be sold at market price ($200,000-$325,000), 8,990 square feet of Retail on 8th
Street and 3rd Avenue and 10,520 square feet of office space
2) Progress of the project or stage of project:
i) Conceptual Stage: The project is still at the conceptual stage. BAME representative shared some schematic
drawing with this team, but these were still to be finalized
ii) Development Team: None
iii) Site Plan: None
iv) CRA Proposal (If applicable): None. Most property is owned by various stakeholders
v) Site Control: Partial
vi) Master Plan Submitted: No
vii) Market Analysis and/or Marketing Plan: None. Although BAME representative shared ideas about types of
businesses that could locate in this development, this information was not based on a comprehensive market
analysis or any market plan
viii) Financing: None
3) Community Vision Compatibility: This development is located on the gateway of Historic Overtown Folklife Village.
BAME representative thought that this project would comply with the design guidelines foreseen by the Black Archives
for this Village with the one exception of density. The tower would rise higher than originally intended for the Village.
However, BAME representative argued that the tower would be set back from the street front starting from the third
floor. The existence of a club house on the third floor supports the theme of green rooftops along 8th street.
4) Effect on Current Situation of Community: Although this project does little to address the current situation in the
Overtown neighborhood, it has the potential to result in a great benefit to the community. The fact is that the developer
is a community development corporation, which could work within the community to help residents anticipate job
opportunities, get trained for them, and obtain them as they become available.
5) Consultant Recommendations: This project is at the heart of Folklife Village and needs to be synchronized with the
rest of the projects in the Historic Overtown Folklife Village so that the overall Village is developed in a manner
consistent with the wishes of the Overtown community. This is an important project for the Village, but without
coordination with other stakeholders, could become another market project at 3rd Avenue and 8th Street. The idea of a
tower that is set back from the main street, while the first three stones are closer to the street might work well for both
BAME and the vision of a Historic Overtown Folklife Village.
Project Evaluation
1) Uses: 65 units of affordable housing units in a midrise setting
2) Progress of the project or stage of project: We have little information on this project's progress. It appeared that this
project has yet to be conceptualized.
i) Conceptual Stage: No
ii) Development Team in Place: No
iii) Site Plan: No
iv) CRA Proposal (If applicable): No
v) Site Control: Partial
vi) Master Plan Submitted: No
vii) Market Analysis and/or Marketing Plan: No
viii) Financing: No
3) Community Vision Compatibility as discussed in an earlier section: This development is also located on the gateway of
Historic Overtown Folklife Village. We had little information on this project to be able to make a determination on its
compatibility with the Village concept. It is too early to say, but it seems that this project clashes with the idea of store
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
47
fronts and entertainment district on this block. It could be incorporated in these guidelines if some retail was added to
the affordable housing low rises,
4) Effect on Current Situation of Community: This project has the potential of meeting some housing needs in this
community. However, given our earlier discussion of the housing that would be affordable in Overtown, the developer
needs to clarify the affordability of this house and a strategy to qualify Overtown residents for this housing
5) Consultant Recommendation: This is prime property that is important for the development of a Historic Village in
Overtown, Therefore, consultation with other community stakeholders is essential before this project proceeds to be
conceptualized.
Mt Lion Historic Village Complex
This project is also in the pre -development phases. Pricing is also being reviewed with regard to the estimated square
footage costs. Details available at the time of this study are provided are below for this proposed structure.
4 65 apartments atop commercial mixed use space
4- 30,000 sq. ft
.. Mixed use —10 stories
4- 9th Street and 3rd Avenue
4- The location is to be between the Dorsey House and the proposed 65 BAME units
Note: The project will encompass the entire block which is roughly 15 lots with the exception of the Dorsey House. The
representative for BAME suggested that 2nd Court needs to be vacated as a street and be used a pedestrian alley way.
Project Evaluation
1) Uses: 65 residential apartments (market priced) atop a commercial mixed use space, 30,000 square feet of retail and
Office space. The tower will be 10 stories with a step -back above the first three/five stories
2) progress of the project or stage of project:
i) Conceptual Stage: This project is at a conceptual stage
ii) Development Team in Place: No
iii) Site Plan: No
iv) CRA Proposal (If applicable): No
v) Site Control: Partial
vi) Master Plan Submitted: No
vii) Market Analysis and/or Marketing Plan: None
viii) Financing: Mr. Bacon suggested that some private financing was available, but no additional information was
shared with consultants
3) Community Vision Compatibility as discussed in an earlier section: This development is located on the northwest
gateway of Historic Overtown Folklife Village. It has the potential to blend in with the rest of the Village if some design
guidelines were adhered to by the stakeholders in the Village.
4) Effect on Current Situation of Community: This project has the potential of meeting some employment needs in this
community. It has the potential to result in a great benefit to the community. The fact is that the developer is a
community stakeholder with a historic attachment to this community and a great deal of connection to the vision of the
Folklife Village is an asset for this developer. This developer could work within the community to help residents
anticipate job opportunities, get trained for them, and obtain them as they become available.
5) Consultant Recommendation: This is prime property that is important for the development of a Historic Village in
Overtown. Therefore, consultation with other community stakeholders is essential before this project proceeds to be
conceptualized.
48
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
Lofty Ideas (Block 25)
The project is proposed on 2 acres on block 25. The prospectus presented by the project representatives was very
thorough and gave an indication that it will provide not only quality housing, but jobs for current residents in the area.
Details of the proposed project are below.
,I. 325 loft units. 1500 sq. ft each
4 52- section 8 lofts; 100+ affordable; remainder open market $400,000
4 180,000 square feet of retail space (applicant is courting PUBLIX)
Project representatives estimated that this project would generate an estimated (base on size of project) 500 jobs. The
residential section would be designed as entrepreneurial lofts for individuals who desire to maintain home/work
businesses.
It was estimated by the proposal that this proposed mixed use project would cost $172,000,000 if constructed as
presented or roughly $172 per square foot.
Discussions also yielded that project representatives are in dialogue with Northern Trust Bank on the project (CRA area).
Discussions were also underway with Publix to occupy the retail space in this project. Publix has replied that proposal did
not include site control — which is a precondition of Publix considering the offer.
Proposed project team goals:
1. obtain site control on the specified lot (25) — 3 years
2. approval for site by commission - 60 to 90 days
Proposed Project Expectations: Project representatives stated that their expectations are as follows:
"To be a catalyst in Overtown that will revive it from an economic development perspective. "
Next steps for Lofty Ideas as stated by their presentation:
In an effort to obtain a clear position on where this project is in terms of the pre -development stages, representatives
shared their next steps.
4, Looking for Site Control Approval
4. Obtain Soft Funding for the Project
Proiect Evaluation
1) Uses: 325 Residential work/live units (100 Affordable units and 225 Market units), 180,000 Retail and Office
2) progress of the project or stage of project:
i) Conceptual Stage: This projects conceptual stage is completed
ii) Development Team in Place: There is no development team in place for this project
iii) Site Plan: Completed
iv) CRA Proposal (If applicable): Completed and presented to CRA.
v) Site Control: No
vi) Master Plan Submitted: No
vii) Market Analysis and/or Marketing Plan: Yes. but not shared with Consultants
viii) Financing: Not yet
3) Community Vision Compatibility as discussed in an earlier section: It is outside the limits of the proposed historic
vision.
Submitted into the public
record in connection with
49 item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
4) Effect on Current Situation of Community: This project has the potential to include Overtown community residents in
the housing and in the employment sections. Employment opportunities could be available irnmediately to some
residents especially if Publix or another major grocery store accepts the developers proposal. Section 8 housing will
meet immediate housing demand in the area.
5) Consultant Recommendation: This project has a great deal of potential. It lacks some partnerships with experienced
developers. The current proposal suggests a need for more than $170 million, which is a lot of risk for financial
institutions given the lack of experience in the current team that conceptualized this project. A market analysis is
needed to clearly establish a need in the Miami area for 225 work/live lofts in the proposed price range ($400,000 per
unit) and a marketing plan is needed to show that the presence of affordable housing will not affect the marketability
and sale of 225 units within the same high-rise.
BlackArchives — Historical Overtown Fdldife Village
Representatives of the Black Archives spent a significant amount of time with the CMA Consulting Team. This
organization appears to be the nucleus for the District's evolution based on the project detail that was provided. A major
project is the developing of the Historic Overtown Folklife Village, as a cultural business and entertainment district that
would bring back some of the historic significance of Overtown/Colored Town. The Black Archives has had the Village
designated as a Main Street Community by the National Trust for Historic Preservation. There are several projects that are
entailed in this Village including: The Lyric Theater, The Lyric Promenade, and other projects that continue to be under
development.
The Village is a conceptualization of the results of many visioning sessions which produced a vision that redeveloping
Overtown must take into consideration Overtown's historic significance as a work/live/entertainment district in th. Miami
area. This Village would attract many of the 10 million visitors who come to Miami each year, but also would be a
destination of choice for the local residents of the Miami area. The Village is anchc! d by The Lyric Theater and the two
historic churches: Mt. Zion Church and the Bethel AME Church. In 1996, a full Master plan was developed for the Village
and it includes such things as a feasibility study, a development plan and a set of design gu defines. Following are some of
the details of this Village:
• The Village boundaries are NW 8th Street from the South, , NW 2nd Avenue from the East, NW 3rd Court from the
West and NW 10th Street from the north
• There are three types of buildings that would line the streets of this Village: a one and one and a half story front
porch shotgun house type, a two or three story from porch large unit type and a two or three story commercial
building that could house retail and entertainment .
• Close to the street buildings
• A total space of 213,500 square feet and 443 parking spaces
• NW 91, Street will be the heart of the Village. The plan would restore the Dorsey House and the Cola -Nip Building
which are historic structures with cultural significance. The Ward Rooming House was already renovated.
• NW 2nd Court would become a pedestrian walkway that connects 8th and 9th streets.
• The Village would be designated as a historic overlay district, as allowed by the City of Miami ordinance, to allow
for not only restoration of existing structures, but also for new development.
• See street -by -street design guidelines in Appendix It is important to note that these guidelines are the subject of
consensus among key stakeholders with the exception of density guidelines.
Project Evaluation
1) Uses: Residential (Affordable or Market), Retail and Office
2) Progress of the project or stage of project:
i) Conceptual Stage: This project was conceptualized in 1997. However no concrete steps were taken to move
forward on this project.
50
Submitted into the public
record in connection with
item # 10 on 10-24-1 !
Priscilla A. Thompson
City Clerk
�6f9fitlA�A 11 A istaci rn Pipet-1i9
ii) Development Team in Place: No, however, the major players in this team are very obvious and a
development team could be formed to include the two operating CDCs, the Black Archives, and the Collins
Center for Public Policy, in addition to other property owners and some private developers.
iii) Site Plan: Yes, but dates back to 1997. Somewhat not feasible due to other proposed projects on the subject
street fronts.
iv) CRA Proposal (If applicable): Not yet
v) Site Control: Partial, but site control is not possible with the cooperation of stakeholders mentioned in (ii)
above
vi) Master Plan Submitted: in 1997, a comprehensive master plan was formulated. This master plan needs to be
updated.
vii) Market Analysis and/or Marketing Plan: Partial in 1997, needs to be updated/redone to reflect very drastic
changes in the Miami area market.
viii) Financing: Not yet
3) Community Vision Compatibility as discussed in an earlier section: This project reflects what the community had
envisioned in many previous studies in terms of historic value
4) Effect on Current Situation of Community: It is not clear how the Historic Village will address the needs of the local
community. There are no proposals for affordable housing that would be affordable enough in this community. There
are no proposals to bring people into jobs created by this community. However, such a project, developed by
community stakeholders or in partnership with them, has to potential of addressing needs of the local community.
There needs to be a clear strategy to do so.
5) Consultant Recommendation: This project addresses a very important component of the community vision in terms of
historic and cultural value of bringing the village back to Overtown. However, much work needs to be done. In the
immediate future, a development team may be formed from the major land owners and community players in the
Village. This team could take concrete steps to update the master plan, incorporate projects like those proposed by
Mount Zion and Bethel churches' community development corporations, seek private sector development partners,
conduct feasibility studies, and seek funding. In addition this development team should develop a strategy to ensure
that members of the Overtown community qualify and occupy positions created in the Village, and that some of the
new Village housing units are occupied by current members of the Overtown community. This might involve capacity
building work, and some job training programming, but in the long this might be the only strategy to bring back to
Overtown its heritage and to preserve this heritage.
Lyric Theater
The Lyric Theater was acquired by the Black Archives History and Research Foundation and was renovated and is
currently operated by the same non-profit organization. Plans for expanding the Theater's stage are well under way.
Funding was provided by the County and the State. The Lyric Theater will undoubtedly benefit from development around it.
Lyric Promenade
On March 3rd, 2006, the Overtown Folklife Village Development Corporation (a subsidiary of Black Archives History and
Research Foundation entered into an agreement with Brickell Ventures, LLC, and Carlisle Development Group, LLC, to
form Lyric Promenade Associates, LLC. This comes 18 months after the three organizations submitted a proposal to the
Southeast Overtown Parkwest Redevelopmenmt Agency to redevelop Block 36. The project entails the following
components:
• Elderly Rental Development: 9-stories 110 Affordable rental apartments for elderly residents to be developed in
partnership with all parties
• Workforce Tower: 15 stories 106-unit condominium tower to be developed in partnership with all parties
51
Submitted into the public
record in connection with
item # 10 on 10-24-11
Priscilla A. Thompson
City Clerk
fib+] t i ' A`f � 6A ''l PJ--lettdi'"�t D '.° .
• Initial Retail Space: 15,000 square feet of retail space to be developed by Carlisle Development Group and the
lead developer
• Entertainment Retail Development: 16,000 square feet of retail space to be developed by Black Archives and
Brickell Ventures, LLC
• Garage: 6-level 550 parking spaces
• Hotel: 12-stories 149 hotel rooms and 2,500 square feet of meeting space
• This development will be on the same Block as the Lyric Theater.
A marketing company is already marketing this site to specific hotel chains. A full feasibility study of this hotel has been
done and presented to at least one hotel chain.
Project Evaluation
1) Uses: 106 units of market -priced housing units and 110 affordable rental units, 15,000 square feet of general retail
space and 16,000 square feet of entertainment retail space, 149 room commercial hotel, and 550-space parking
garage
2) Progress of the project or stage of project:
i) Conceptual Stage: Completed
ii) Development Team in Place: Completed
iii) Site Plan: Completed
iv) CRA Proposal (If applicable): Approved
v) Site Control: Pending
vi) Master Plan Submitted: No
vii) Market Analysis and/or Marketing Plan: Available for Hotel
viii) Financing: No
Submitted into the public
record in connection with
item # 10 on lO '-i-i1 .
Priscilla A. Thompson
City Clerk
3) Community Vision Compatibility as discussed in an earlier section: Although this development is on the outskirts of the
proposed Folklife Village, the proposal seems to be consistent with the Lyric Theater concept and would complement
the theater on Block 36.
4) Effect on Current Situation of Community: The affordable housing has the potential to meet housing need in the
community if affordability guidelines were based on Overtown median incomes and not those of the entire County, or if
the development is associated with some capacity building and job training efforts that would synchronize the filling of
created jobs with newly trained residents of Overtown and the filling of the affordable housing units with the new
residents.
5) Consultant Recommendation: This project's development team could serve as a model development team for
stakeholders in the Folklife Village. A similar team could be designed to take on the development and marketing of the
Village. This project needs to address the needs of the existing Overtown community by taking some concrete steps
to ensure that created jobs are accessible to existing residents and that affordable housing is affordable to these very
same residents.
Crosswinds
This project is by far the most advanced of all other projects. Project proposal was submitted as part of a settlement that
would vacate Sawyer's Walk block from any legal constraints.
Following are some excerpts from the Crosswinds Communities, Inc. documents:
Crosswinds Communities, Inc., one of America's leading independent builders and developers, has acquired controlling
interest in Sawyers Walk Limited previously selected by the City of Miami to develop three and a half blocks in Overtown.
Crosswinds' initiative will result in a settlement of the long- standing lawsuits between the City of Miami and Sawyers Walk
52
s NWT ' ti [Nowt —MX*
Limited. The Sawyer Family, longtime Overtown residents and property owners will retain partial ownership. Proposed
public incentives for this project include the lease/sale of the property at a fair market value, based on the proposed
development plan and the allocation to the project of Tax Increment Funds generated exclusively from this development
through 2013 for parking and infrastructure improvements.
• The Overtown Village Project entails the construction of 1,050 residential units for home ownership and
75,000 square feet of commercial space on currently vacant land bounded by N.W. 6th Street, N.W. 8th
Street, N.W. 1st Court, and N.W. 3rd Avenue.
• The proposed 1,050 residential units will be comprised of a mixture of housing types in four structures,
including live/work townhomes and mid -rise structures (twelve to fourteen). The development will include a
mixture of live/work, studio, one and two bedroom units and will have an array of amenities, including
structured parking, swimming pools, and recreational areas. Approximately ninety percent of the units will be
two bedroom/ two bath. The residential component also includes 74 unique live/work units.
• The project's overall focus will be on creating affordable and workforce homeownership housing opportunities
for individuals and families whose respective incomes will generally range from $40,000 to $95,000, The
anticipated initial price of these units (exclusive of live/work townhomes) will range from $185,000 to
$350,000. Sale price of the units will be adjusted during the anticipated four-year development program to
reflect changes in market conditions, construction, and labor costs.
• Twenty percent (20%) of the units excluding live/work townhomes will be set aside as affordable housing
restricted to families and individuals whose respective incomes range from 80% to 120% of the Miami -Dade
County median family income (in the range of $44,700 - $67,800 for a family of four). These units will be
reasonably interspersed throughout the overall project and be reflective of the unit mix of the project. The
developer will be restricted to a maximum selling price for these units regardless of the availability of
mortgage assistance through publicly sponsored programs and restrictive covenants will be placed on units
not sold to existing or former Overtown residents for ten (10) years); these restrictions will limit the resale price
and purchaser income to ensure that these units remain affordable. The anticipated selling price of these
units will generally be in the $185,000 - $275,000 range.
• Fifty completed housing units will be conveyed by Crosswinds (Sawyers Walk) to the CRA or its designee
(approxirnately 25% 0f the designated affordable units) and will be set aside exclusively for sale to existing
Overtown residents whose incomes range between 50% to 80% of the Miami -Dade County median family
income. Overtown residents to qualify for these units will be in the income range of $27,950 - $44,700 for a
family of four. It is anticipated that a subsidy for potential homeowners will be provided by a combination of
public and private sources. These units will be reasonably interspersed throughout the overall project and
reflect the unit mix of the project.
C .A
Gn
c
v V
.`
8 �; = E� v • Sawyer's Walk will enter into a "First Source Hiring Agreement' with the City, giving priority consideration for
• o ° Q employment to Overtown residents for new jobs created.
7 '.eola
• -a ' f • Sawyer's Walk will participate in job training programs for construction and property management (15% of the
zi E E a. workforce). Participation in these programs will be offered first to Overtown residents. It is anticipated these
• Sawyer's Walk shall utilize its best efforts to sell at least 20% of the housing units to existing, former Overtown
residents and their family members. Incentives are provided to meet this objective.
53
i"P�iJr' nreaelatem Asipare liMitit_
programs will be operated by The South Florida Workforce, labor unions, and other existing, qualified
providers.
• Sawyer's Walk will hire an employment and housing recruiter from the Overtown Community, who will work
directly with Overtown residents to assist in linking jobs and housing opportunities for area residents. It is
anticipated this office will be established in the fall of 2006.
• Minority contracting, construction, and property management requirements have been established with
penalties for non-compliance. It is the intent of Sawyer's Walk to exceed these requirements:
1. Construction — 28% Black, 8% Female, 15% Hispanic participation
2. Design — 10% Black, 5% Female, 10% Hispanic participation
3. Sales and Marketing — 20% Black participation
4. Property Management — 28% Black, 8% Female, 15% Hispanic
Crosswind Communities, Inc. estimates that this project will generate over $250 million in private investment and will serve
as a catalyst to create job opportunities for Overtown residents both directly and indirectly. Upon completion the
development will contribute over $6,000,000 annually to the Southeast Overtown/ Park West Tax Increment District which
is being proposed for an extension beyond the 2013, the current termination date. These proceeds could be available for
community revitalization efforts after 2013 if the Distract is extended which is currently under review by Miami -Dade County.
Project Evaluation
1) Uses: 1050 residential for -sale units. 210 (including 50 units given to the CRA) affordable housing units available to
folks who earn between 80% and 120% of the median housing income in the Miami area, 75,000 square feet of Retail
and Office space
2) progress of the project or stage of project:
i) Conceptual Stage: completed
ii) Development Team in Place: completed
iii) Site Plan: completed
iv) CRA Proposal (If applicable): completed
v) Site Control: Pending
vi) Master Plan Submitted: completed
vii) Market Analysis and/or Marketing Plan: completed
viii) Financing: Pending
3) Community Vision Compatibility as discussed in an earlier section: This project is on the outskirts of the Historic
Folklife Village. It has the potential of providing much of the pedestrian traffic needed for the economic sustainability of
the Village.
4) Effect on Current Situation of Community: The housing and employment opportunities that would be potentially
created by this community are very important for Overtown. However, like any other proposed project, these new
housing units and jobs could be more accessible to the working poor outside Overtown unless some concrete steps
were taken to train individuals within Overtown for these potential jobs and to ensure that Overtown residents' income
is improved to qualify for affordable housing units being offered to them.
5) Consultant Recommendation: This is by far the most comprehensive and advanced project that will have real-time
implications for the current residents of the Overtown community and the proposed Folklife Village. However, if certain
steps are not taken to change the conditions within the Overtown neighborhood, i.e. to train people for incoming jobs
and to help them qualify for incoming housing, then the Overtown residents could sit by and watch yet another
housing development and hundreds of jobs miss them. Local and regional officials, community developers and private
developers need to work together to achieve the goal of qualifying people for incoming housing and employment
opportunities.
Submitted into the public
54 record in connection with
item # 10 on to "1I
Priscilla A. Thompson
City Clerk
New Providence Lodge #365
The New Providence Lodge #365 is in the process of being designated as a historic structure, The Lodge was awarded
$275,000 to renovate the building but conditional on the tenancy of a City of Miami department. As the deal for a City
department to occupy parts of the renovated Lodge fell through, the money was no longer available to the Lodge. This
money is ear -marked and set -aside for this project. Currently, the Lodge is undergoing some renovations. However,
without securing the original CRA commitment, the Lodge is not likely to be able to raise all $582,762 needed for this
renovation.
The Lodge performs an important community function that serves current residents of Overtown. Upon renovation, the
lodge will be able to lease some of the ground floor space. In conjunction with other development opportunities, such as
the rehabilitation of Jackson's Soul Food, could reinvigorate that comer. In addition the Lodge might provide a good
location to house a developer's consortium or some of the housing assistance programs.
Warta Rooming House
A substantial amount of money was spent (almost $1 million) by the CRA to acquire and renovate the Ward Rooming
House. Since the completion of this project, the House has been awaiting new tenants. Black Archives wanted to use the
House for their headquarters and some programming. The CRA has not responded to this request yet.
Recommendation: The Ward House needs CRA leadership to determine future use and compatability with the Historic
Folklife Village Concept. The Ward House can help trigger momentum in Overtown.
Submitted into the public
record in connection with
item # i° on t0-614-11 .
55 Priscilla A. Thompson
City Clerk
Status of Proposed Projects
Project Name
Block
Uses
Concept
Development Team
Site Plan
CRA Proposal
Site Control
Master Plan
Market Analysis & Marketing Plan
Financing
Community Visioning Compatibility
Effect on u,rrent Situation of Community
o
�,
ro
Residential
0
-
=
Affordable
Market
3rd Avenue Commons
J
J
-4
4
BAME Affordable
Housing Project
Mt. Zion Project
.V
\I
Crosswinds
-1
"i
-J
Al
-4
'J
4
4
J
Lofty Ideas
.4
-4
-J
-4
-J
4
J
Historic Overtown
Folklife Village*
-V
-V
-4
J
4
4
4
4
J
Lyric Promenade
\I
-V
j
J
'J
4-
4
4
4
J
*Historic Overtown Folklife Village information dates back to 1997, and is obviously in need to update.
Other Projects that were evaluated, but not included above:
9th Street Pedestrian Mall
Jackson's Soul Food
Ward Rooming House
New Providence Lodge #365
56
Submitted into the public
record in connection with
item # ( 0 on lo-te}-Ij .
Priscilla A. Thompson
City Clerk
Project Name
co
Uses
TIF Generated by
2020
Low Income Subsidy
Needed
Affordable Housing
Subsidy Needed
TIF Request (millions)
Of f ice
Square Feet
c $.
ff 3
c
co-n
—
x
a
.c
r-
Moderate
Income
80-120%AMI
Low -Income
50.80% AMI
Very Low
Income
< 50% AMI
Market
Jazz Village
29
10,000
65
60
15,000
$450,250
$1,920,000
Block27
27
17
50
22
16
0
$735,808
$3,360,000
Block 26
26
14
14
8
8
30,000
$908,204
$1,088,000
Crosswinds
45
60
15
0
228
0
Crosswinds
56
61
15
0
227
0
Crosswinds
25
60
15
0
225
0
Crosswinds
46
29
5
0
110
0
Crosswinds (All)
0
0
0
0
75,000
$48,493,516
NW11"St
30
20
20
12
105
0
$4,828,740
$1,600,000
NW 11m St, NW 2a West
31
20
20
10
105
0
$ 4,828,740
$1,440,000
Lyric Promenade
36
0
55
55
106
23,500
$ 5,297,963
$6,160,000
Third Avenue Commons
10,000
55
38
12
15
7,400
$ 1,003,194
$2,176,000
BAME
37
50
50
20
30
0
$1,379,640
$3,200,000
CRA
25
70
15
0
15
0
$689,820
$ 480,000
New Arena Square (existing)
0
0
120
0
0
Mt Zion (elderly tax credit)
0
30
30
0
0
$3,360,000
Longshoreman
20,000
0
0
0
0
10000
$540,300
Total
521
402
289
1190
160,900
$69,156,175
$24,784,000
*Assumes 800 sauare feet units with 85% of construction and development cost at S200 per sauare foot
*Assumes Sale Price of $250,000 for residential units, $99/square foot for office & retail, and 2.5% annual appreciation, assessed value is 90% of sale price and 14.653
millage. All TIF calculations assume a start date of 2009 and an end date of 2020.
Submitted into the public
record in connection with
item # l0 on ID"ay-11
Priscilla A. Thompson
57
Conclusion and Recommendations
As we look ahead to the development of first phase of a major catalytic project, it is important for local officials to recognize
the opportunity that this development will generate in terms of tax revenue and the redevelopment of Overtown. The tax
increment financing monies generated by Overtown Folklife Village District projects may be dedicated over the next 10-12
years to finance a comprehensive community redevelopment effort in Overtown, and specifically in Historic Overtown
Folklife Village. By reinvesting TIF monies, the community achieves its vision of a historic folklife village, housing and
economic development needs are met, private developers in Overtown develop in a revitalized neighborhood, and
govemment gets increased tax revenues. In the long run, this investment would generate more tax revenues, but also
would help sustain property values and quality of life in the Overtown district.
Housing Recommendations:
1. Currently in Overtown, 61 % of residents pay less than $400 per month for rent. Much of the existing
housing stock is aging (90% of the 1,257 existing rental units are more than 25 years old, and 70% are
more than 35 years old) and/or is subject to removal to allow for new development. Although the
proposed projects provide thousands of additional housing units in Overtown, it is likely that many of
these projects will not address the housing needs of the current residents of Overtown - currently
estimated by the Collins Center for Public Policy at 1,152 units. More than half of the current households
in Overtown eam less than 35% of the median household income in Miami -Dade County. At least 90%
of residents of Overtown would not qualify for even 100% of the median income. It is not reasonable to
expect private for -profit developers to meet all the affordable and low-income housing need, although
some have addressed part of this need as part of site control deals. Therefore, there needs to be some
intervention on the part of public agencies and community organizations to tend to this unmet and
serious affordable housing need.
2. Based on the proposed project analysis, the County could set aside $44 million of the TIF revenue
generated from new development in Overtown Historic Folklife Village District to address the housing
needs of Overtown residents. There is a need for 1,000 housing units that are needed after Crosswinds
is completed (1,152 units estimated by Collins Center and corroborated by Census data presented in
earlier parts of this report minus Crosswinds affordable units). Almost 70% of needed units are 1
bedroom apartments, 22% are 2-bedroom units and 10% are 3-bedroom units. As earlier reports have
shown, current and future development in Overtown promise to meet all of this need. However, these
projects need to be subsidized in order to provide the low income and affordable housing that is needed.
It is very important that these subsidies be conditional on addressing the needs of the very low income
(<50% of AMI) households - a category that captures the vast majority of Overtown residents.
3. Given the comparably very low home ownership rate in Overtown, The City could designate an
Overtown Homeownership Zone to deliver subsidies and housing supports for Overtown residents. The
City could financially support community efforts to improve home ownership within the Overtown
community through aggressive home ownership programming. Such programs require both financial
resources and community involvement. With a $15 million investment in such program, home ownership
programs could provide subsidies to help in excess of 200 families (assuming a $250,000 sale price).
This would make a substantial contribution to changing the home ownership situation in Overtown. Such
subsidies should be limited to Overtown residents.
4, Connect with potential partners: MDCPS, Miami Dade Transit/MDX, MDC, Miami Airport to strengthen
employer assistea housing programs (layer existing City of Miami program with additional CRA
incentives).
Economic Development Recommendations:
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Submitted into the public
record in connection with
item# I0 on jrack-it
Priscilla A. Thompson
City Clerk
':'Qiitedier4M
Some 60% of Overtown households make less than $15,000. Almost 60% of Overtown residents have less than a high
school diploma and only 4% have college education. Of the 1,200 residents who are in the labor market in Overtown, 31 %
are unemployed. There is no doubt that proposed development will bring with some great economic opportunities
embodied in a dramatic increase in aggregate consumer spending (primarily through injection of middle class households
into the area), and an increase in the number of job opportunities that are available locally. However, there is no assurance
that these newly created job opportunities and the increase in aggregate consumer spending would benefit the existing
Overtown community. Job market growth has bypassed the Overtown community and new opportunities could well do the
same if the community is not prepared for them. There are several recommendations that could help the local community
achieve take advantage of these new economic opportunity:
1. There has to be a mechanism for current residents of Overtown to take advantage of new employment
opportunities generated by proposed development. However, there has to be some investment in the
development of skits of these residents to meet the needs of incoming opportunities. Developers could work
together to advise community organizations of the employment needs of incoming businesses and these
community organizations could work to prepare individuals for these jobs through proactive education and job
training, An investment of $2 million is suggested to call for a workforce intermediary to connect existing
Overtown residents with an array of ob readiness, workforce training opportunities that link residents to job
centers.
2. Historic Overtown Folklife Village District might be the mechanism for the current Overtown community to take
economic advantage of the development going on around this Village. The increased spending power could be
an asset for the community only if community businesses are able to cater to the new residents of Overtown.
Shops, entertainment outlets, and restaurants in Historic Overtown Folklife Village District could become a prime
destination to the thousands of new residents living around the block. Folklife Village would also meet the
Overtown community's long standing vision of emphasizing the cultural and historic significance of Overto.,.1 and
making it a destination of choice for children and grandchildren of ex-Overtown residents, but also for millions of
tourists and local residents in Miami. Restaurant and entertainment outlets will be the easiest to attract initially
especially with several new office buildings and 2,222 new housing units. Given the retail market power analysis
provided in this report, LISC could work aggressively to attract retail businesses to the area. Some initial
investment is required to help provide incentives and additional feasibility data for incoming businesses.
3. This plan calls for a 3-year plan to expedite planning and development of Folklife Village District parcels in a way
that would capitalize on economic opportunity generated by proposed development, provide some needed
subsidized housing, and operate in coordination with all stakeholders in Overtown. During this 3-year period, a
Folklife Village District developers consortium will focus on conceptualizing, designing, and funding development
in cooperation with the City of Miami for the Folklife Village District properties. An investment of $2 million for the
consortium to have dedicated staff that would place projects on a fast track that is to say, housing and retail
development may take 1-2 years to be initiated and perhaps 3-5 years to be completed.
Historic and Design Recommendations:
There seems to be a consensus among community stakeholders around the design guidelines as envisioned by the 1997
DPZ Master Plan (see attachment to this report). Also see 1982 City of Miam CRA resolution.
The relocation of Black Archives is not only a great lever for economic development and revitalization within Overtov,r:-: out
also an important contribution to historic and cultural preservation within Overtown. Black Archives is working with several
groups to designate more historic properties and register them. There needs to be local government support for Black
Archives efforts to designate key historic properties in Historic Overtown Folklife Village District.
Submitted into the public
59 record in connection with
item# on30-01•14 .
Priscilla A. Thompson
City Clerk
A fund needs to be established to assist the two historic African American churches in the District in maintaining the
historically designated structures.
See Appendix IV.
Infrastructure Recommendations:
Analysis of infrastructure needs in Overtown need to be established through commissioning a survey of Overtown Folklife
Village District including water and sewer.
Project Prioritizing Recommendations:
Given the analysis of different projects that are proposed for the Overtown area, the Consultants recommend a 2-tier
process for getting projects off the ground. It is important to reiterate that it appears that the biggest challenge to
development in the short term is land assembly and financing. There is also a need for an organized effort to move
development in Historic Overtown Folklife Village forward in a systemic and sustained manner including recruitment of
investors and acquisition of land. CRA and City of Miami leadership could trigger such sustained development by helping
create a community expeditor/ombudsperson to mentor and assist stakeholders and developers with permitting, land
acquisition and attracting investment. This Ombudsperson could also serve as a watchdog for an implementation plan.
See Status of Proposed Projects Matrix for more details.
Immediate Priority: These projects need to be placed on a fast track to trigger economic development in the immediate
future. These projects are ready to go and would revitalize the area to encourage private investment and economic
development.
1. New Providence Lodge #365: This rehabilitation project will be beneficial especially if first floor is leased to an
organization that would provide housing and economic development assistance to Overtown residents.
2. Ward Rooming House: This project needs CRA leadership to find tenants who would be beneficial to the
development in Historic Overtown Folklife Village.
3, Crosswinds: This development could be the essential anchor for redeveloping Overtown.
4. Lyric Promenade: This development is at a stage where it could need little assistance in terms of attracting
business and hotel operators. Project should be expedited by CRA staff.
5. Immediate establishment of a development consortium that would attract retail and restaurant developers using
current and projected market data. This could be linked to a Business Improvement District designations that
builds upon the existing Main Street program in coordination with the Historic Overtown Folklife District Property
Owners Association.
6, Establish Design Guidelines for Historic Overtown Folklife Village: Currently, stakeholders agree to design
guidelines as suggested by Black Archives' Village Master Plan with a minor revision to height restrictions.
Establishing and approving some design guidelines are important to preserve and protect the idea of a Folklife
Village. See Appendix IV.
Short Term Priority (0-36 months)
4. Third Avenue Commons: This project could be one of the initial development projects in Folklife Village. BAME
might need some assistance in expediting the development of a master plan and market analysis and marketing
plans for this project.
5. Mt. Zion Project: This project could be another one of the expedited projects to lay the foundation of the Folklife
Village District.
6. Jazz Village: This project also needs to move forward with project analysis and recommendation to the CRA
Board.
so
Submitted into the public
record in connection with
item # ko on (0 ;.1y. -1)
Priscilla A. Thompson
City Clerk
Submitted into the public
record in connection with
item # f 0 on f 0 -aU - t
61 Priscilla A. Thompson
City Clerk
Submitted into the public
record in connection with
item # i O on VO a t
Priscilla A. Thompson
City Clerk
OVERTOWN FOLK LIFE VILLAGE/DISTRICT DESIGN GUIDELINES
From Miami's earliest beginnings, standing side by side with Henry Flagler's Florida East Coast
Railway workers, African -Americans were an integral part of the population and a key factor in
the successful vote to incorporate the city in 1896. The birth of Miami came just over thirty
years following the bitter contest of the Civil War. In Miami, African -American's were segregated
into their own communities where their culture was celebrated through family, church, school
and home. The area now known as Overtown, originally referred to as "Colored Town", was a
thriving, bustling cultural community of early African -American citizens. Today, little remains of
the original homes and businesses that comprised the area. The intent of the Overtown Folk
Life District (shown in Illustration 1) is to conserve the existing historic buildings, and to rebuild
the area utilizing the style and types of architecture that reflect the origins and culture of
Overtown's original citizens through the use of design guidelines, and to recreate several iconic
buildings that served to characterize the neighborhood.
The guidelines will encourage low to moderate scale mixed use structures to promote Miami's
arts, cultural, education, entertainment, recreation, residential, commercial and tourist
destinations. The Overtown Folk Life District (District) is located in the Southeast Overtown-Park
West just north of the Miami Central Business District, west of Museum Park (formerly known as
Bicentennial Park), south of 1-395, and east of 1-95. More specifically the district described is the
bounded by NW 11th Street to the north, NW 6`h Street to the south, the FEC Railroad ROW to
the east, and 1-95 to the west.
The Historic Overtown Folklife Village Masterplan is a guide for Overtown's core blocks
reflecting its character during its heyday in the second quarter of the 20t century. The core area
called the Historic Overtown Folklife Village (Village) is a two -block area within the District
bounded by NW 3rd Avenue to NW 2nd Avenue, NW 8th Street to NW 10th Street. This is a
redevelopment of the physical environment in spirit and character, based on rehabilitating
existing structures and rebuilding historic building types, including several on the sites they
originally occupied, and once again accommodating the historic range of uses. From small and
large individual residences in wood clapboard or masonry and stucco [exteriors] of a building
type born of cultural tradition, to small apartment buildings, hotels, bed -and -breakfasts, and
commercial buildings built of masonry and stucco reflecting hallmarks of the styles popular
during the 1930s, the Overtown Village Master Plan when built out will provide a setting for a
display and renewal of the entrepreneurial, educational and entertainment activities that
sustained Miami's black community since its inception. To achieve the desired physical
character, the plan requires the use of defined urban design regulations which are more specific
than the City zoning ordinance.
Submitted into the public
record in connection with
item # [ C) on 10-Ay —jl .
Priscilla A. Thompson
City Clerk
Submitted into the public
record in connection with
item # i i on .
Priscilla A. Thompson
City Clerk
These regulations encourage a quality, mixed -use historic living environment with direct
access to shopping, recreation, entertainment, transportation and employment. It is intended
that development within this District be at an appropriate ntensity that will provide a variety of
housing opportunities, historic character, attractive and secure open space, appropriately
located residential recreation space serving residential uses, adequate re' _ a d service
support facilities, and a safe pedestrian movement system.
It is intended that multifamily residential occupancy in this District is to be promoted and
encouraged, either in separate buildings or in combination with office and supporting retail and
service uses, and that such supporting uses shall be scaled and designed to serve the needs of
the districts.
It is intended that the character of the development shall be of an intens 'y that ppivides
an attractive, secure environment for residents and workers with a variety of forms for spatial
interest. Site planning and orientation shall protect :,nd enhance historic view corridors, and
shall take maximum advantage of potential views and prevailing air currents. In general,
maintain continuity between buildings and adjacent blocks, developments shall adhere
applicable yard, setback and landscaping standards.
In consideration of the proposed concentration of nidenr al occupancy and supporti:.,i
commercial and entertainment uses and the availabiii';' of mass transit, these regulations ..-re
intended to promote pedestrian comfort and convenience. Develops nts shaft provide barrier
free movement on pedestrian ways, desirable shade and shelter in pedestrian areas, access
where necessary for the provision of recreation, and solar energy or other purposes.
These design guidelines were created to ensure conformity of the application with the
expressed intent of this district, with the general considerations listed in Miami 21 Table 12,
Design Review Checklist, with all applicable adopted master plans or development guides and
standards for the Southeast Overtown/Park West Community Redevelopment Plan, the Historic
Overtown Folklife Village Masterplan, and with the special considerations listed below:
1. Redevelopment in the Village area shall have a height limitation up to five stories,
primary of residential, small apartment buildings, and bed -and -breakfasts shall include
wood clapboard or masonry and stucco exterior facades of early 20th century Caribbean
architectural style. Commercial buildings and small hotels shall be built of masonry and
stucco in either an Art Deco or Moderne architectural styles.
2. Redevelopment in the District area shall have a height limitation up to five stories along
the building baseline, and then step back twenty (20') feet and be allowed to increase in
height up to 12 stories.
2. Adjacent to the 1-95, 1-395, and Metrorail right-of-ways, no residential building shall be
constructed within fifty (50) feet of any such right-of-way. In addition, the greenspace between
any building and the right-of-way line shall be a minimum depth of ten (10) feet. Further, the
area between a building and the right-of-way line shall be landscaped with a multi -tiered buffer
of trees, palms, shrubs, and other plant material to screen the building from the adjacent right-
of-way.
3. Arcades are encouraged and may be provided at ground level. When so provided, arcades
shall be continuous, accessible to the general public at all times, adjacent to the public right-of-
way and fronting on the public sidewalk, with the floor of the arcade at the same level as the
public sidewalk. Arcades shall have a minimum clear width of twelve (12) feet, a minimum
height of ten (10) feet, and shall be unobstructed by building columns, utilities or other
permanent fixtures.
4. Orientation and design of principal buildings and related site design and improvements shall
be such as to protect historic structures and places of interest, views of Bicentennial Park and
Biscayne Bay from principal public view points and provide visual access appropriate to public
needs and needs of occupants of adjoining or nearby properties.
5. Driveways providing access to parking structures, off-street loading, or lots shall not cross
designated pedestrian ways (arcades or the like) on north -south public rights -of -way if other
access is reasonably feasible (NW 9th Street and NW 2nd Court). Where no other access is
available, measures as will minimize interruption of pedestrian flow shall be required.
6. The location and number of access points to public rights -of -way, separation of vehicular
and pedestrian traffic, and the arrangement of parking area shall be safe, secure, and
convenient.
Submitted into the public
record in connection with
item # 10 on IO-di-i—jl .
Priscilla A. Thompson
City Clerk