HomeMy WebLinkAboutCity of Tamarac Ordinance O-2018-007Temp Ord. No. 2377
June 28, 2018
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CITY OF TAMARAC, FLORIDA
ORDINANCE NO. 2018 - 07
AN ORDINANCE OF THE CITY OF TAMARAC,
FLORIDA, ADOPTING AN AMENDMENT TO THE CITY
OF TAMARAC COMPREHENSIVE PLAN, BY AND
THROUGH PROCEDURES REQUIRED FOR THE
EXPEDITED STATE REVIEW PROCESS PURSUANT
TO AUTHORITY UNDER STATE STATUTES SECTION
163.3184, SPECIFICALLY CREATING A NEW
ECONOMIC DEVELOPMENT ELEMENT OF THE
COMPREHENSIVE PLAN ENTITLED "ECONOMIC
DEVELOPMENT STRATEGIC PLAN" ATTACHED
HERETO AS EXHIBIT "A"; AUTHORIZING
TRANSMITTAL OF THE ADOPTED ECONOMIC
DEVELOPMENT STRATEGIC PLAN
COMPREHENSIVE PLAN AMENDMENT TO THE
DEPARTMENT OF ECONOMIC OPPORTUNITY,
BROWARD COUNTY PLANNING COUNCIL AND
OTHER AGENCIES AS REQUIRED BY FLORIDA
STATUTES 163.3184(3) PROVIDING FOR INCLUSION
IN THE COMPREHENSIVE PLAN; PROVIDING FOR
CONFLICT; PROVIDING FOR SEVERABILITY; AND,
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, Section 163.3167 requires local governments to adopt and maintain a
comprehensive plan and prepare amendments to its existing comprehensive plan to
conform it to the requirements of the Section; and
WHEREAS, the City of Tamarac Comprehensive Plan was last adopted by
Ordinance Number 2008-08, as amended, pursuant to State law in 2008; and
WHEREAS, Section 163.3177 provides for required and optional Elements to be
included in a local government's comprehensive plan; and
WHEREAS, the City of Tamarac has elected to include an optional Economic
Development Element to its Comprehensive Plan to provide the principles, guidelines,
Temp Ord. No. 2377
May 9, 2018
Page 2 of 4
standards, and strategies for the orderly and balanced future economic and fiscal
development of the City; and
WHEREAS, in accordance with the requirements of Florida Statutes and the City
of Tamarac Code of Ordinances, notice to the public of public hearings to be held on
May 23, 2018 and July 11, 2018 were provided; and
WHEREAS, the Director of Community Development has reviewed the item and
determines that the adoption of the Economic Development Element attached hereto as
exhibit "A" is consistent with the goals, objectives and policies of the City of Tamarac
Comprehensive Plan as amended; and
WHEREAS, the Economic Development Element amendment to the
Comprehensive Plan is being adopted conditionally upon the Broward County Planning
Council recertification of same; and
WHEREAS, the City Commission finds it appropriate to amend the City of Tamarac
Comprehensive Plan to insert a new Economic Development Strategic Plan as an
optional Element to the Comprehensive Plan.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COMMISISON OF THE
CITY OF TAMARAC, FLORIDA:
SECTION 1: That the foregoing "WHEREAS" clauses are hereby ratified and
confirmed as being true and correct and are hereby made a specific part of this
Ordinance. All exhibits attached hereto and referenced herein are hereby incorporated
by this reference.
Temp Ord. No. 2377
May 9, 2018
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SECTION 2: That the City of Tamarac's Comprehensive Plan is hereby
amended to incorporate a new Economic Development Element entitled "Economic
Development Strategic Plan", as shown in Exhibit "A" attached hereto.
SECTION 3: That the Director of Community Development is further authorized
and directed to make the necessary textual changes to the City's Comprehensive Plan
in order to reflect the above -stated changes and transmit same to the reviewing
agencies.
SECTION 4: All Ordinances or parts of Ordinances, and all Resolutions or parts
of Resolutions in conflict herewith are hereby repealed to the extent of such conflict.
SECTION 5: If any provision of this Ordinance or the application thereof to
any person or circumstance is held invalid, such invalidity shall not affect other
provisions or applications of this Ordinance that can be given affect without the invalid
provision or application, and to this end the provisions of this Ordinance are declared to
be severable.
SECTION 6: The effective date of this plan amendment, if the amendment
is not timely challenged, shall be 31 days after the state land planning agency notifies
the City that the plan amendment package is complete. If the amendment is timely
challenged, this amendment shall become effective on the date the state land planning
agency or the Administration Commission enters a final order determining this adopted
amendment to be in compliance. No development orders, development permits, or
Temp Ord. No. 2377
May 9, 2018
Page 4 of 4
development dependent on this amendment may be issued or commence before it has
become effective.
PASSED, FIRST READING this
PASSED, SECOND READING this
ATTEST:
PATRICIA TEUFEL, CMC
CITY CLERK
I HEREBY CERTIFY that
I have approved this
ORDINANCE as to form
14� 7 z
S MUEL S. GOR N lie
CITY ATTORNEY
day of 2018.
�( day of 12018.
4HAR*DRESSLER,
MAYOR
RECORD OF COMMISSION VOTE: 1st Reading
MAYOR DRESSLER
DIST 1- COMM. BOLTON
DIST 2: V/M GOMEZ
DIST 3- COMM. FISHMAN
DIST 4 COMM. PLACKO ;f:
RECORD OF COMMISSION VOTE- 2nd Reading
MAYOR DRESSLER
DIST 1:
COMM. BOLTON
DIST 2:
V/M GOMEZ
DIST 3:
COMM. FISHMAN
DIST 4
COMM. PLACKO
I
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EXHIBIT "A"
City of Tamarac
Economic Development Element Amendment to the
Comprehensive Plan
Principles, Guidelines, Goals, & Recommendations
0 Data, Inventory & Analysis
First Reading: May 23, 2018
Adoption Hearing: June 11, 2018
Prepared by:
City of Tamarac
Community Planning & Development Department
7525 N.W. 88th Avenue, Room 206
The following lists the Principles, Guidelines, Goals, and Strategies and the supported Data, Inventory and
Analysis which shall be included in the City's new Economic Development Element of the adopted
Comprehensive Plan. The Element is meant to serve as a short-term plan to implement the strategies outline •
in the Five (5) year Economic Development Strategic Plan.
The following revisions to the Comprehensive Plan to incorporate this new Element are hereby adopted.
Adopted additions are denoted by underline; deletions by stpiketh.-.,wg .
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TABLE OF CONTENTS
Introduction............................................................................................................i
Statement of Legislative Intent............................................................................ii
A Vision of Tamarac's Future...............................................................................iii
Volume I: Goals, Objectives & Policies
I. Future Land Use Element
II. Transportation Element
III. Housing Element
IV. Infrastructure Element
V. Conservation Element
VI. Recreation & Open Space Element
VII. Intergovernmental Coordination Element
VIII. Capital Improvements Element
IX. Public School Facilities Element
X Economic Development Element (Optional)
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CITY OF TAMARAC COMPREHENSIVE PLAN
INTRODUCTION
The Tamarac Comprehensive Plan is prepared in accordance with Chapter 163, Florida Statutes, as
amended, and Administrative Rule 9J-5. Each Element is composed of goals, objectives and policies
contained in Part 1 which is adopted by the City Commission, and support components which are contained
in Part 2 including background data and analysis, inventories of existing conditions, methodologies,
projections and other estimates of future conditions. Part 2 of this Comprehensive Plan is not adopted by
the Tamarac City Commission pursuant to Chapter 163, Florida Statutes.
This Comprehensive Plan is organized into ten eight (10,B) Plan Elements preceded by the Plan's adopted
Statement of Legislative Intent which applies to all Elements and a Future City Vision. Each adopted
Element includes Goals, Objectives and Policies. The Future Land Use Map (FLUM) contained in the Future
Land Use Element is the only map in this Plan which is adopted. The Capital Improvements Element
contains Goals, Objectives and Policies, a Five -Year Schedule of Capital Improvements, and a Monitoring
and Evaluation Section all of which are adopted. The Economic Development Element is an optional
Element formatted and composed as an implementation plan containing the City's five (5)year Economic
Development Strategic Plan.
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STATEMENT OF LEGISLATIVE INTENT
This Statement expresses the legislative intent of the City Commission of the City of Tamarac with regard
Vto the Comprehensive Plan. This Statement is applicable to the Tamarac Comprehensive Plan in its entirety
nd is declared to be incorporated by reference in each element thereof.
1. Nothing in this Plan shall be construed or applied to constitute a temporary or permanent taking of private
property or the abrogation of vested rights as determined to exist by the City of Tamarac Code of
Ordinances.
2. This Comprehensive Plan is intended to set general guidelines and principles concerning its purposes
and contents. The Plan is not a substitute for specific implementation mechanisms such as land
development regulations.
3. The City Commission recognizes that a particular application may bring into conflict, and necessitate a
choice between, different goals, objectives, policies, priorities, and provisions of the Plan. While it is the
intent of the City Commission that the Future Land Use Element be afforded a high priority, other
elements must be taken into consideration given the City Commission's responsibility to provide for the
multitude of needs of the city's diverse community. Recognizing that the City Commission and city
agencies will be required to balance competing goals, objectives and policies of the Plan, it is the
intention of the City Commission that such City Commission and city agencies consider the overall
intention of the Plan as well as portions particularly applicable to a matter under consideration in order
to ensure that the Plan, as applied, will protect the public health, safety and welfare.
The terms "shall" and "will" are to be construed as mandatory in this Plan, subject, however, to this
Statement of Legislative Intent. The term "should" is construed as directory. Wherever implementation
responsibility is not explicitly stated within a particular objective or policy in this Plan, that responsibility
lies with the City of Tamarac to the extent that the objective or policy specifies implementation and the
City has jurisdiction over the subject matter.
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A VISION OF TAMARAC'S FUTURE
The residents of Tamarac have created a high -quality living and working environment in the heart of
Broward County. This unique urban city has been built through a strong and dedicated community spirit, •
good land use planning and prudent management of municipal resources.
The future holds great promise for the enhancement of Tamarac. The new Tamarac Commerce Park has
the potential to become a World Class Business Center, providing diversified employment opportunities
while strengthening the tax base. The development of quality, affordable residential development, both
single family and multiple family, will continue well into the future. With available public lands and selected
acquisitions, the City plans to continue development of varied recreational facilities for residents of all ages.
The new millennium holds unique challenges and opportunities for this city. While Tamarac is still growing,
it is also a maturing urban community. The amount of vacant land available to further develop the tax base
is decreasing and traffic on our roadways, which largely originates in other places, is increasing. However,
these challenging trends also provide opportunities for enhanced redevelopment of older commercial areas,
and for the development of a "friendlier" transportation system which is safer and more attuned to the travel
needs of city residents. Redevelopment and infill development may also give us the exciting opportunity to
plan and create vibrant commercial and community centers using public and private resources.
A solid groundwork has been laid to -date by the founders and residents of Tamarac. With this great promise
of local human, monetary and land resources at its disposal, Tamarac has the unmatched potential to attain
its place as one of south Florida's premier communities in the 21st century.
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CITY OF TAMARAC
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Acknowledgements
City of Tamarac
Mayor Harry Dressler (At Large)
Commissioner Marlon D. Bolton (District 1)
Vice Mayor Michelle J. Gomez (District 2)
Commissioner Julie Fishman (District3)
Commissioner Debra Placko (District 4)
Michael Cernech, City Manager
Kathleen Gunn, Assistant City Manager
Maxine A. Calloway, AICP, Director, Community
Development Department
• Frank Zickar, Assistant Director, Community
Development Department
Ann Johnson, Associate Planner, Community
Development Department
Laura Karpaviciute, Management Analyst I
Prepared by:
................ _ ....... .......... .,.... _ ........
W I LLDAN
FINANCIAL SERVICES
James Edison, Managing Principal
Molly McKay, Principal
Adrienne Teleki, Project Director
200 South Orange Avenue, Suite 1550
City of Tamarac Department of Community Development
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Page I i
Table of Contents
Acknowledgements ...............
Table of Contents ..................
Index of Tables .......................
Index of Figures............................................................................................iii
I. Introduction and Background................................................................
1
Tamarac Economic Development Strategic Plan Mission Statement...........
1
Policy Statement/Purpose............................................................................
1
Economic Planning Context..........................................................................
2
ExistingConditions.......................................................................................
4
Economic Development Strategy: Implementation Recommendations
(2018-2022)..................................................................................................
5
IL Implementation Framework..................................................................8
Policies, Programs and Services....................................................................
8
Recommended Actions.................................................................................
8
Implementation Plan Timeline.....................................................................8
Key Staff and Strategic Partners...................................................................
8
EstimatedCost..............................................................................................
9
FundingSources............................................................................................
9
III. Implementation Recommendations....................................................
13
1.1: Adopt Form Based Code to Attract Mixed -Use Urban Infill
Revitalization Activity.................................................................................
13
Economic Development Plan Goal #4: Foster Commercial &
Redevelopment Activity.............................................................................
13
Background.................................................................................................
13
Implementation Recommendations...........................................................
13
1.2: Adopt City Land Bank Policy................................................................14
Economic Development Plan Goal #4: Foster Commercial &
RedevelopmentActivity..............................................................................14
Background.................................................................................................14
Implementation Recommendations...........................................................15
1.3: Expand City Pride/City Beautiful Initiatives.........................................15
Economic Development Plan Goal #4: Foster Commercial &
Redevelopment Activity..............................................................................15
Background.................................................................................................15
Implementation Recommendations...........................................................15
1.4: Adopt Pro -Growth, Development Friendly Business Programs ...........
16
Economic Development Plan Goal #4: Foster Commercial &
Redevelopment Activity..............................................................................16
Background.................................................................................................16
Implementation Recommendations...........................................................16
1.5: Implement Placemaking Pilot Projects in Targeted Retail Revitalization
„Focus Areas"..............................................................................................18
ED Plan Goal # 1: Create a Marketing and Communications Campaign:....18
Background.................................................................................................18
Implementation Recommendations...........................................................18
Mid -Term Implementation Recommendations (Year 3 to Year 5) .............20
2.1: Expand Developer Incentives...............................................................20
Economic Development Plan Goal #5: Diversify the Economic Base..........
20
Background.................................................................................................
20
Implementation Recommendations...........................................................20
2.2: Promote the Expansion of the Hospital Campus as an Economic
DevelopmentAnchor..................................................................................20
City of Tamarac Department of Community Development
Page I ii
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Economic Development Plan Goal #4: University Medical Mile —
Redevelopment Focus Area 2.....................................................................
20
Background.................................................................................................
20
Implementation Recommendations...........................................................
21
2.3: Implement Business Retention & Expansion Program ........................
22
Economic Development Plan Goal #2: Focus on the Needs of Existing
Businesses/Industry Background................................................................
22
Background.................................................................................................
22
Implementation Recommendations...........................................................
22
2.4: Partner with Broward County/Workforce One Business Incubation
ProgramNetworks......................................................................................
24
Economic Development Plan Goal #3: Create Entrepreneurial & Innovative
Opportunities..............................................................................................
24
Background.................................................................................................
24
Implementation Recommendations...........................................................
25
2.5: Actively Engage in Targeted Regional Partnerships .............................
28
Comprehensive Plan Goal 1#: Foster an Inclusive Community ..................
28
Background.................................................................................................
28
Implementation Recommendations...........................................................
30
Implementation Plan Monitoring and Reporting .......................................
32
Appendix 1: Data & Analysis Report ........................................................A1-1
Appendix 2: Case Study Examples...........................................................A2-1
Retail Revitalization Case Study Examples..............................................A2-2
City of Washington, DC Vibrant Streets Retail Toolkit.............................A2-2
City of Baltimore, Maryland Site Assemblage Assistance ........................A2-3
City of Baltimore Retail Corridor Capital Improvement Program ............
A2-3
Land Bank Policy Case Study Example.....................................................A2-4
City of Lancaster, Texas Land Bank Policy................................................A2-4
Placemaking Case Study Examples..........................................................A2-5
Project for Public Spaces— Lighter, Quicker, Cheaper Model..................A2-5
Index of Tables
................................................................................................................................................................
Table 1: City of Tamarac Retail Revitalization Focus Areas, FY2018-FY2022 5
Table 2: Economic Development Strategic Plan Implementation Plan
Recommendations, FY2018-2022.................................................................7
Table 3: Tamarac Economic Development Strategic Plan Implementation
Recommendations —Estimated Total General Fund Expenditures ............10
Table 4: Tamarac Economic Development Strategic Plan Implementation
Recommendations — Estimated Near -Term General Fund Expenditures ... 11
Table 5: Tamarac Economic Development Strategic Plan Implementation
Recommendations — Estimated Mid -Term General Fund Expenditures ....12
Table 6: Southeast Florida Business Incubators..........................................27
Table 7: City of Tamarac Public Schools Performance, 2017...................... 29
Table 8: Economic Development Scorecard/Tracker Example...................33
Index of Figures
.................................................................................................................................................................
Figure 1: City of Tamarac, Florida Jurisdictional Boundary ...........................2
Figure 2: City of Tamarac Economic Development Opportunity Map .......... 6
Figure 3: Model Sign Ordinance Examples.................................................17
Figure 4: San Diego, CA City Heights Community Development Corporation
ACT (Art+Com mu nity+Tran sit) Placemaking Popup Event: The Boulevard
(2015)..........................................................................................................19
Figure 5: Career5ource Broward Business Incubator Partners...................25
Figure A2- 1: Case Study Example: Grey's Ferry, Triangle, Philadelphia, PA
(Before & After Activation)......................................................................A2-7
City of Tamarac Department of Community Development Page I III
I. Introduction and Background
The City of Tamarac is located in western Broward County in the State of
Florida, and provides access to highways, railways, airports and
waterways as well as a wealth of cultural and sports activities. The City
covers a 12-square mile area and is home to more than 63,000 residents
and approximately 2,000 businesses.
In October 2017, the Florida Department of Economic Opportunity
awarded a Community Planning Technical Assistance Grant to the City of
Tamarac to develop an Economic Development Element for
incorporation into the City's Comprehensive Plan.
The purpose of the Economic Development Element is to define the City
of Tamarac's goals and objectives as they relate to expanding the City's
tax base and improving the quality of life for the community.
The Community Planning Technical Assistance Grant is structured to
fund the following tasks:
■ Two (2) public workshops to facilitate community outreach.
■ Collection and analysis of data relative to commercial, industrial,
residential, recreational, and transportation land uses.
■ Formulation of economic development policies and programs that
serve to retain, enhance, and expand the City's economic assets.
• Five Year -Priorities and Action Plan which will place an emphasis on
policiesthat are conducive to the short-term realization of economic
development growth and establish a program to monitor and
evaluate the achievement of benchmarks which will operate as
direct indicators of economic growth performance.
■ Compilation of a consolidated Economic Development Element that
clearly defines and articulates innovative strategies to enhance
economic development growth.
To guide the execution of the Economic Development Element (the
"Economic Development Strategic Plan", or "EDSP"), this
Implementation Plan builds upon the Data and Analysis Report
completed in first phase of this planning process. The following
implementation framework is a direct result of the findings related to
current trends and projections for the City's housing, demographic,
transportation, real estate, employment, retail, educational, and socio-
economic data and to analyze its impact on current and future market
performance.
The Data and Analysis Report located in Appendix I enabled the City to
reevaluate and prioritize economic resources according to current
market conditions, demographic shifts, and emerging redevelopment
activity.
Policy Statement/Purpose
Tamarac Economic
Development Strategic Plan
Mission Statement
To foster the economic
resilience, sustainability and
comprehensive revitalization of
the City of Tamarac through
effective pro -growth, business
friendly development policies
and programs.
City of Tamarac Department of Community Development Page I 1
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The studies and plans that have been instrumental in shaping the City's
Economic Development Strategic Plan include:
■ City of Tamarac Comprehensive Plan, 2007 (as amended)
■ City of Tamarac Economic Development Plan, FY2014-2019
■ City of Tamarac Commercial Arterial Redevelopment Study, June
2014
As a result, the research, analysis and policy directives contained in these
planning documents provided the initial framework for setting the City
of Tamarac's economic development goals and objectives for the next
five years. More than just a test of progress against goals over the last
five years, this Economic Development Strategic Plan is specifically
intended to concentrate the City's financial and institutional resources
on achieving mixed -use retail revitalization and redevelopment in
targeted opportunity site "Focus Areas" through the formulation of an
implementation plan.
Figure 1: City of Tamarac, Florida Jurisdictional Boundary
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Economic Planning Context
The City of Tamarac's Economic Development Division (TEDD) adopted
a 5-year Economic Development Plan in 2014 to identify targeted
business opportunities to focus its economic development efforts, as
well as defining ways to accomplish its strategic goals. The formulation
of this Economic Development Strategic Plan ("EDSP") as part of the
City's Comprehensive Plan is intended to 1) retain and grow successful
local businesses; 2) further integrate the 2014 plan into the City's
ongoing policy initiatives; and, 3) to promote Tamarac as an ideal
business location for companies considering relocation or expanding
their business.
The City of Tamarac is strategically
located in the center of Broward County,
between Miami -Dade and Palm Beach
Counties in South Florida.
Located within minutes of several major
highways, the R. Lauderdale Airport,
Port Everglades and railway stations,
Tamarac businesses and residents have
easy access to the Sawgrass
Expressway and the Florida Turnpike.
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City of Tamarac Department of Community Development Page l 2
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This EDSP is structured to serve as a foundational blueprint for the
community's future economic development activities. The City of
Tamarac places strong value on its strategic goals and its customer
focused approach. A biennial survey is conducted in which residents and
businesses have an opportunity to identify and prioritize strengths and
opportunities for improvement to the City's strategic planning
initiatives. Since, the City is constantly looking for ways to increase,
enhance, and improve economic development programs, the Economic
Development Strategic Planning process provides the City with an
opportunity to revisit economic development goals and objectives
within the context of prevailing demographic trends and real estate
market conditions.
The 2018 EDSP will leverage prior planning efforts and provide detailed
tactical recommendations. The City of Tamarac is currently recruiting a
new Economic Development Manager who will be responsible for
implementing the Economic Development Strategic Plan over the next
five years according to short-term tactical and long-term strategic goals
along with specific actionable items and budgetary requirements. The
Economic Development Strategic Plan scorecard tracker will be
reviewed and updated each month by the Economic Development
Manager to ensure that implementation is on task and on target. An
annual report will be provided to the city administration, businesses and
other key stakeholders.
To provide context regarding existing conditions, the following is a
summary of the City of Tamarac's FY2014-2019 Economic Development
Plan's goals and objectives. These goals are structured to encourage
business development, diversify the tax base, retain an attractive quality
of life deserved by our residents, and foster a safe environment.
The implementation recommendations set forth in the FY2018-2022
EDSP are directly tied to these FY2014-2019 goals and objectives
according to current market conditions and the community's priorities
as detailed in the Data and Analysis Report. As noted above, the ongoing
monitoring and evaluation of economic development efforts are a
required function of any successful Implementation Plan.
City of Tamarac Economic Development Plan Goals & Objectives
(FY2018-2022)
1) Create a Marketing and Communications Campaign
• Create an Economic Development Message with "The City for
Your Life"
• Create a web presence
• Keep an Audience
2) Focus on the Needs of Existing Businesses/Industry
• Create a business retention and expansion program
• Support small business development
3) Create Entrepreneurial & Innovative Opportunities
• Develop partnerships with existing business incubators
• Support Entrepreneurs
4) Foster Commercial and Retail Development
• Identify appropriate retail prospects
• Build awareness among corporate site selectors
• Attract commercial, retailers and restaurants
5) Diversify the Economic Base
• Create a Targeted Industry Strategy
• Attract Corporate Site Selectors
• Formalize the Incentives Policy
• Incorporate the Redevelopment Strategy
City of Tamarac Department of Community Development Page 13
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Existing Conditions
Tamarac is a diverse community with unique character, charm and
opportunity for growth. Once a bedroom community, Tamarac is now
emerging as a center for business. Tamarac seeks to deliver an excellent
quality of life for residents and a supportive environment for business
and industry. To this end, Tamarac seeks to improve the quality of retail
within its boundaries and to accelerate its business recruitment and
retention activities to expand its tax base.
The City of Tamarac has a Commission -Manager form of government.
The five -member City Commission includes four Commissioners, elected
by their respective Districts, and a Mayor elected citywide. The
Commission passes legislation and sets policy for the City. They also
appoint a City Manager who oversees the day-to-day operations of the
City, while at the same time carrying out the initiatives and directives of
the Commission. The Commission also appoints a City Attorney to
represent the City in legal matters.
The City of Tamarac is committed to be a business -friendly community
that provides its residents and businesses attractive and safe
neighborhoods while encouraging a vibrant economy. The Community
Development Department is in the forefront of ensuring that happens.
The Department aids local business through its divisions of Economic
Development, Planning and Zoning, Business Revenue, Housing and
Code Compliance. Additional staff assigned to support the Office of the
City Manager support other business and economic development efforts
targeted by this Implementation Plan.
The function of the Economic Development Division is to make the City
an ideal location for local businesses to succeed and prosper, and to
encourage other companies considering relocation or consolidation. The
Planning and Zoning Division ensure the quality of life of the built
environment through innovative revitalization efforts and land use
planning. The Business Revenue Division is committed to providing and
maintaining quality customer service to the business community. The
Housing Division aids residents to correct health and safety issues, as
well as supporting those seeking adequate, affordable housing. The
Code Enforcement Division ensures high community standards.
Accelerating Tamarac's economic prosperity centers on the City's
capacity to leverage key economic development assets of location, a
skilled workforce, attractive business incentives and a government
committed to prosperous, high quality and balanced growth.
To achieve the desired outcome of meaningful improvement to the
City's retail corridors, the City's Implementation Plan is specifically
targeted to reposition or redevelop five key obsolete and/or blighted
retail centers. These sites were identified following a thorough process
conducted by City staff.
Staff inventoried the stock of underperforming retail centers based on
the following key parameters:
■ Building condition (blight);
■ Vacancy rate, retail mix and compatibility of uses;
■ Site capacity (parcel size and redevelopment potential); and
■ Location relative to gateways and key anchor uses.
The targeted list of retail redevelopment "Focus Areas" was narrowed
down to five priority sites and five alternative sites based on blight level
and near -term reuse potential. The alternative sites were included in
the market assessment as mid- to long-term redevelopment
opportunities.
City of Tamarac Department of Community Development Page 14
Economic Development Strategy: Implementation
Recommendations (2018-2022)
The Tamarac Community Development Department in consideration of
extensive public input will focus short-term economic development
policies and programs on the City's most disinvested retail centers to
improve quality of life indicators in the City and to better position the
City for growth.
One of the most challenging issues facing the City of Tamarac is deciding
where to focus limited public resources to yield the maximum return on
public investment. The following Table 1 provides a summary
assessment of the retail revitalization opportunity focus areas including
the location, parcel size and property condition. Figure 2 provides an
Economic Development Opportunity Map with specific reference to the
location of the associated revitalization strategies identified in this
Implementation Plan.
Table 1: City of Tamarac Retail Revitalization Focus Areas, FY2018-FY2022
Taken together, redevelopment or repositioning of these centers would
have a significant impact on improvingthe perception ofTamarac's retail
corridors, increasing multifamily housing stock and improving retail
offerings for Tamarac residents.
The City's decision to focus on mixed -use retail revitalization and
redevelopment is entirely consistent with the City's overarching
economic development goals and objectives adopted in 2014,
repositioned to capitalize on the community's evolving demographics,
real estate market conditions, and emerging redevelopment activity.
The goals and objectives detailed in the following Table 2: Economic
Development Strategic Plan Implementation Plan Recommendations,
FY2018-2022Tamarac Economic Development Strategic Plan
Implementation Recommendations — Estimated Total General Fund
Expenditures will position the City to capture new opportunities for
valuable regional strategic partnerships for real estate investment,
transportation, infrastructure, workforce development and
education/poverty alleviation that will serve to achieve the City of
Tamarac's vision to be a Community of Choice in the 211 century.
1
Wal-Mart Neighborhood Market Plaza
6921-7251 NW 88th Avenue
15.59
FAIR
50%
2
Shoppes at Tamarac
8501-8601 W McNab Road
3.5
POOR
95%
3
Highlander & Presidential Plaza
4699-4989 N. State Road 7
3.37
POOR
50%
4
Tamarac Marketplace
10000-10098 W McNab Road
14.9
FAIR
30%
5
Applebee's Plaza
6005-6045 N University Drive
1.5
GOOD
85%
1Willdan
estimate based on primary site visit data, March 2018.
Source: City of Tamarac; Willdan, 2018
City of Tamarac Department of Community Development Page 1 5
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Figure 2: City of Tamarac Economic Development Opportunity Map
a. Fa-t awa sw nn a
Tamarac Marketplace
' a Wal-Mart Neighborhood Market Plaza y m North
F.
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City of Tamarac Department of Community Development Page 16
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Table 2: Economic Development Strategic Plan Implementation Plan Recommendations, FY2018-2022
2018-2022 Economic Development
Near -Term (1-3 Years)
1.1: Adopt Comprehensive Plan Land Use Amendments and Hybrid Form
Integration with City of Tamarac Comprehensive Plan & Economic
D•(FY2014-2018)
ED Plan - Goal # 4: Foster Commercial and Retail Development:
Based Code to Attract Mixed -Use Urban Infill Revitalization Activity
Identify appropriate retail prospects
Build awareness among corporate site selectors
1.2: Implement Land Bank Policy
Attract commercial, retailers and restaurants
1.3: Expand City Pride/City Beautiful Programs
1.4: Adopt Pro -Growth, Development Friendly Business Program
1.5: Implement 1-3 Pilot Placemaking Projects
ED Plan Goal # 1: Create a Marketing and Communications Campaign:
• Campaign Create a Targeted Industry Strategy
• Attract Corporate Site Selectors
• Formalize the Incentives Policy
Mid -Term (3-5 Years)
2.1: Expand Developer Incentives
ED Plan Goal #5: Diversify the Economic Base
2.2: Promote the Expansion of Hospital Campus as an Economic
ED Plan - Goal #4: University Medical Mile - Redevelopment Focus Area 2
Development Anchor
Commercial Arterial Redevelopment Study, 2014
2.3: Implement Formal Recruitment & Expansion Program
ED Plan - Goal #2: Focus on the Needs of Existing Businesses/Industry
2.4: Partner with Broward County/Workforce One Business Incubation
ED Plan -Goal #3: Create Entrepreneurial & Innovative Opportunities:
Program Networks
Develop partnerships with existing business incubators
Support entrepreneurs
2.5: Actively Engage in Targeted Regional Partnerships (Poverty Alleviation,
Comprehensive Plan - Goal 1#: Foster an Inclusive Community
Public Schools Performance, and Public Transit Linkages)
..—.._.y-- ---1Pm u.. 11. wun...-Ly uevewpmem; vvuwen,[uia
- - City of Tamarac Department of Community Development Page 1 7
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I. Implementation Framework
The City of Tamarac Economic Development Strategic Plan (EDSP)
Implementation Strategy is structured to provide a framework for
achieving the City of Tamarac's key economic development goals and
objectives over the next five years. The following provides: a description
of the recommended policies, programs and services; recommended
actions; estimated costs; targeted funding sources (City of Tamarac,
Broward County, private sector, State/Federal grants, and
philanthropic/foundation support); key staff and strategic partners
responsible for executing the recommended actions; retail target areas
and target year (Year 1 through Year 5 of implementation).
Policies, Programs and Services
The recommended policies, programs and services were designed with
the perspective of role/function of the Economic Development Manager
and the Office of the City Manager in mind. Most of the proposed
• interventions are intended to be led by the City of Tamarac with existing
resources. Each policy, program or service is based on industry best
practices (ULI-the Urban Land Institute, IEDC-International Economic
Development County, APA-American Planning Association), or case
study research of successful economic development interventions in
communities of a similar scale or context.
Recommended Actions
40
The recommended actions are the specific steps to be undertaken by the
Tamarac Community Development Department or strategic partners to
achieve the goals and objectives. Each action is supported by the
required staff or financial resources, the target area(s) to benefit from
the intervention, and a targeted timeframe for executing the
intervention over the next five years.
Implementation Plan Timeline
Each of the recommended implementation tactics are targeted to
achieve the community's economic development goals and objectives.
While most of the proposed interventions would benefit the entire City
of Tamarac, there are certain policies and programs that are structured
to achieve strategic objectives within the retail redevelopment focus
areas.
Each of these proposed initiatives are expected to be executed between
Year 1 and Year 5 of the EDSP (with these timeframes subject to further
refinement as the EDSP continues to evolve and priorities are evaluated
over the life of the Action Plan).
Key Staff and Strategic Partners
Currently, twelve full-time and two part-time Tamarac Community
Development Department employees provide targeted customer
service to residents, businesses, and the development community. The
Department offers services and programs to facilitate land
development, environmental sustainability, building regulations and
permits, housing rehabilitation, business development, commercial
rehabilitation and neighborhood revitalization. In addition, The City of
Tamarac is actively recruiting to fill the staff position of full-time
Economic Development Manager. The Economic Development Manager
is to be housed in the City Manager's Office to facilitate coordination
with citywide activities. The Community Development Department
currently provides the following programs:
■ Business Revenue: Administration and Business Licensing
■ Code Enforcement
• Economic Development: Business Development Services
■ Planning and Zoning
• Housing Administration
The proposed goals, objectives and actions are structured to be planned
and implemented by existing City of Tamarac Community Development
Department staff and by the Economic Development Manager housed
City of Tamarac Department of Community Development Page 1 8
in the City Manager's Office, with external support provided by strategic
partners including:
■ CareerSource Broward
• Broward County Metropolitan Planning Organization (MPO)
• Broward Workshop
■ Greater Fort Lauderdale Alliance
■ Tamarac/North Lauderdale Chamber of Commerce (COC)
■ Others, to be determined
Estimated Cost
A cost estimate to implement each recommended action is provided for
planning purposes. It is anticipated that the cost estimates will be further
refined on a bi-annual basis throughout the life of the EDSP as the
Implementation Plan is further refined by the Economic Development
Manager and staff through the monitoring and reporting tracker.
The total estimated five-year cost to implement the proposed EDSP is
$4.65 million, with most of the estimated costs associated with the
capital expenditures required to implement the Land Bank Policy and to
establish a Public Realm Improvements Incentives Fund.
The remainder of costs are related to operating funds (marketing and
event promotion, data licenses, and participation in conferences and
trade shows) and nominal staff/contract labor. It may be necessary to
either hire one new full-time staff person in the Office of the City
Manager or to rely on part-time contract labor to fully support the new
Business Retention and Expansion Program, business incubation and
retail recruitment programming efforts proposed by the EDSP (this
recommendation is subject to further evaluation by staff and subject to
prioritization of staff resources). Tables 3, 4, and 5 shown below provide
a summary of the projected costs associated with the aforementioned
recommended action.
Funding Sources
The City of Tamarac administration purposely structured the EDSP to
rely upon existing funding streams for implementation of the plan.
Several of the proposed policies, programs and services are expected to
rely on existing staff or "in kind" departmental support. It is
recommended that the City of Tamarac establish a new dedicated
incentives fund to attract strategic private investment to partner in
implementing the redevelopment/revitalization plan proposed for the
five retail redevelopment focus areas (such as a Public Realm
Improvement Incentives Fund).
The City of Tamarac should also explore new ways to utilize targeted
marketing, branding and placemaking investments to increase
Tamarac's brand recognition in the Southeast Florida regional market
and attract a diverse array of private developers to invest in the City.
i y ot Tamarac Department of Community Development
Page 19
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Table 3: Tamarac Economic Development Strategic Plan Implementation Recommendations - Estimated Total General Fund Expenditures
Capital
Operating
Staff/Contract Labor
Total
Year 1 Year 2 Year 3 Year 4 Year 5 Total
$1,100,000 $1,600,000 $600,000 $500,000 $- 73,800,000
$56,500 $56,500 $71,500 $70,000 $70,000 $324,500
$75,000 $80,000 $195,000 $101,500 $71,500 $523,000
$1,231,500 $1,736,500 $866,500 $671,500 $141,500 $4,647,500
Source: City of Tamarac; Willdan, 2018
These new public/private partnerships will leverage the City's substantial
public investment in infrastructure and community assets. It is also
. recommended that the City of Tamarac enhance its existing partnerships
with regional organizations such as Broward County, the Greater Fort
Lauderdale Alliance, WorkforceOne, and the Broward Workshop.
Finally, the City of Tamarac should explore supplementing its existing
organizational capacity to launch a formal Business Retention and Expansion
Program through part-time or contracted support. For example, the Retail
Coach " provides a wide range of retail recruitment services in similar
suburban markets with challenging retail vacancies.
The City of Tamarac should also identify a staff resource to take the lead in
State and Federal grant writing efforts to pursue a wide range of
infrastructure and cultural arts funding opportunities. As the City's grant
writing capacity is strengthened, it is recommended that the City allocate
internal resources to focus on grant funding sources that would serve to
implement the EDSP (i.e., Arts in America or Kresge Foundation placemaking
grants, US Department of Transportation TIGER grant funding for transit and
roadway improvements, etc.).
0
.: -------------------------------------------------------------
The total estimated five-year General
Fund cost to implement the
proposed EDSP is $4.65 million.
The majority of costs are associated
with capital expenditures needed to
implement the Land Bank Policy and
to establish a Public Realm
Improvements Incentives Fund.
City of Tamarac Department of Community Development Page 1 10
U
Table 4: Tamarac Economic Development Strategic Plan Implementation Recommendations - Estimated Near -Term General Fund Expenditures
Capital
$ _
$ _
$ _
$ _
$ _
-$ - - Form -Based Code Underway
Operating
$ _
$ _
$ _
$ _
$ _
$ _
Staff/Contract Labor
$ -
$
$
$
$
$
Subtotal
$ -
$ -
$ -
$ -
$
11.2: Implement Land Bank
Policy
Capital
$1,000,000
$1,000,000
$ -
$2,000,000 Strategic Property Acquisition/Assemblage
Operating
$ _
$ _
$ _
$ _
$ _
$ _
Staff/Contract Labor
$ -
$
$
$
$
$
Subtotal
$1,000,000
$1,000,000
$ -
$ -
$ -
$ 2,000,000
1.3: Expand City Pride/City
Capital
Beautiful Programs
$ 100,000
$ 100,000
$100,000
$ -
$ -
$ 300,000 Retail Development Toolkit, Wayfinding&Signage Program
Operating
$ 25,000
$ 25,000
$ 25,000
$25,000
$25,000
$ 125,000 Code Enforcement, Small Business Assistance
Staff/Contract Labor
$ 30,000
$ 30,000
$30,000
$ -
$ 90,000 Contract Labor: Retail Coach Recruitment
Subtotal
$ 125,000
$ 155,000
$155,000
$ 55,000
$ 25,000
$ 515,000
,...
•
Development
Program
•
Capital
$-
S -
S -
S -
$ -
S -
Operating
$ 10,000
$ 10,000
$ 10,000
$10,000
$10,000
$ 50,000 Deve I oper Consorti u m Eve nt Ma rketi ng & Ma na geme nt
Staff/Contract Labor
$ -
$ -
$ _
$ _
$ -
$ - Chamber of Commerce Staff Support
Subtotal
$ 10,000
$ 10,000
$ 10,000
$10,000
$ 10,000
$ 50,000
1.5: Implement 1-3 pilot
Capital
Placemaking Projects
$ -
$ -
$ -
$ -
$ -
$ -
Operating
$ 15,000
$ 15,000
$ 15,000
$15,000
$15,000
$ 75,000 Placemaking Event Marketing & Management
Staff/Contract Labor
$ 50,000
$ 50,000
$ 50,000
$ -
$ -
$ 150000 Contract Support - Design&Implementation
Subtotal
$ 65,000
$ 65,000
$ 65,000
$15,000
$15,000
$ 225,000
DevelopmentEconomic
Capital
$1,100,000
$1,100,000
$100,000 Costs
$ -
$ -
$ 2,300,000
Operating
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 50,000
$ 250,000
Staff/Contract Labor
$ 50,000
$ 80,000
$ 80,000
$30,000
$
$ 240,000
Total
$1,200,000
$1,230,000
$ 230,000
$ 80,000
$ 50,000
$ 2,790,000
wurce: uryor Tamarac; vviiiaan, zui8
City of Tamarac Department of Community Development Page 1 11
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Table 5: Tamarac Economic Development Strategic Plan Implementation Recommendations -Estimated Mid -Term General Fund Expenditures
,2,1: Expand DeveloperYear
I
Year 2
$ 500,000
Year 3
$500,000
Year 4
$500,000
Year S
Total Use of Funding
$1,500,000 Public Realm Improvement Incentives Fund
Capital
Operating
$
-
$ -
$ -
$ -
$
Staff/Contract Labor
$
-
$ -
$ -
$
$ -
$
Subtotal
$
-
$ 500,000
$ 500,000
$ 500,000
$ -
$1,500,000
2.2: Promote the Expansion
of
Hospital
Campus as an
Economic
Development
Anchor
$ -
$ - Strategic Property Acquisition/Assemblage (See Land Bank)
Capital
$
-
$ -
$ -
$ -
Operating
$
1,500
$ 1,500
$ 1,500
$ -
$ -
$ 4,500 Staff Participation in Revista Med.com Conference Programs
Staff/Con tract Labor
$
25,000
$ -
$ 50,000
$ -
$ -
$ 75,000 UniversityDrive Corridor Plan-ULI TAP& Implementation Plan
Subtotal
$
26,500
$ 1,500
$ 51,500
$ -
$ -
$ 79,500
Implement Formal
Capital
Recruitment
$
&
-
Expansion
Program2.3:
$
$ -
$ -
$ -
$ -
Operating
$
-
$ -
$ 15,000
$ 15,000
$ 15,000
$ 45,000 BRE Event Marketing&Management
Staff/Con tract Labor
$
-
$ -
$ 65,000
$ 71,500
$ 71,500
$ 208,000 1 FTE - BRE Program Manager
Subtotal
$
-
$ -
$ 80,000
$ 86,500
$ 86,500
$ 253,000
•
ZA: Partner with Broward
County/Workforce
ne Business
•-
Incubation
gram
$ - Networks
$ -
$
Capital
$
-
$
$ -
-•
Operating
$
5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 25,000 Business Incubation Memberships
Staff/Con tract Labor
$
-
$ -
$ -
$ -
$ -
$ -
Subtotal
$
5,000
$ 5,000
$ 5,000
$ 5,000
$ 5,000
$ 25,000
2.5: Actively Engage in
Capital
eted Regional
lic Schools
•$ - (In Kind- Regional Partnerships)
$.
-
$ -
$ -
$ -
$• -
Operating
$
-
$ -
$ -
$ -
$ -
$ -
Staff/Contract Labor
$
-
$ -
$ -
$
$ -
$ -
Subtotal
$
-
$ -
$ -
$ -
$ -
$ -
Capital
$ 500,000•
$ 500,000
$ -
$1,500,000
$
-
$ 500,000
Operating
$
6,500
$ 6,500
$ 21,500
$ 20,000
$ 20,000
$ 74,500
Staff/Contract Labor
$
25,000
$ -
$115,000
$ 71,500
$ 71,500
$ 283,000
Total
$
31,500
$ 506,500
$ 636,500
$ 591,500
$ 91,500
$1,857,500
Source: City of Tamarac; WiI Ida n, 2018
City of Tamarac Department of Community Development
is
II. Implementation Recommendations
The Economic Development Strategic Plan identified the "top ten"
implementation recommendations on which to focus Tamarac's
resources to achieve citywide economic growth, with targeted attention
on the redevelopment and revitalization of five retail plaza Focus Areas
identified in the Economic Development Element Data and Analysis
Report.
The following discussion provides the rationale for each of the Economic
Development Strategic Plan's implementation recommendations
including background, existing conditions, recommended actions, and
organizational/institutional capacity requirements.
1.1: Adopt Form Based Code to Attract
Mixed -Use Urban Infill Revitalization Activity
Economic Development Plan Goal #4: Foster
Commercial & Redevelopment Activity
Background
The City anticipates that the code update and Comprehensive Plan
amendment projects will be completed and approved by the City
Commission in Summer or early Fall of FY2018.
The rewrite of the City's Land Development Code will 1) Ensure the
regulations are user friendly; 2) Update zoning districts and uses; 3)
Improve development quality standards; and 4) Streamline the
development review process. The reorganization of the current zoning
districts will add mixed -use flexibility within current commercial zoning
districts to spur future economic development.
To ensure that these important changes will succeed in attracting
developers and investors to revitalize target areas in Tamarac, the City
must prove that it offers a clear, fair, predictable development approvals
process from the inception of the initial development proposal.
Implementation Recommendations
There are several policies that the City's elected officials and staff can
adopt internally:
Development Partner Mindset: Developers understand that the
City's elected officials and staff must ensure compliance with City
goals and ordinances as well as consider appropriate mitigation for
the impacts of new projects. Developers generally expect to work
with the city to adapt their projects to achieve the community's
vision, comply with the ordinances and mitigate the impacts.
High -quality, experienced developers evaluate development
opportunities largely based on the professionalism of the
jurisdiction in which they work to get their projects approved. All
governmental authorities are effectively development partners
because poorly managed regulatory processes can cost developers
their profit margin. If all representatives of the City view the
developer as a potential investment partner —with the clear
understanding that the developer expects to be regulated through
the zoning/permitting experience —the development process may
evolve to be increasingly efficient and ultimately more successful. In
the most successful examples in other markets, the "Development
Partner Mindset" is established as a policy objective from the top
down from the Mayor and City Manager and through to all staff.
Clear, Predictable, Development Process: How well a City lays out
and adheres to its development process and how fairly and
consistently the City staff and elected officials treat developers will
directly impact the competitive position of the City within the
regional market in terms of the capacity to attract development
activity.
The established professional development community is small, and
experiences are shared widely by word of mouth (both positive and
negative). A fair process is respected by all. When a developer
experiences an unpredictable regulatory culture where there are
endless "bites at the apple," (that is, requests for additional site plan
changes/developer contributions out of synch with the approvals
,,ity uT i amarac uepartment of t;ommunity Development Page 1 13
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process), multiple missed review deadlines, and unfounded hostility
to development proposals, the development community can be
turned away.
It is important to benchmark the City's development review
processes against other jurisdictions that have attracted the type of
development Tamarac seeks. This is the best way to understand
whether Tamarac is offering a professional and reasonable review
process consistent with the region.
On -call Development Advisor. City staff cannot be experts on all
land use and market conditions that investors face. Especially for
large, transformative urban infill redevelopment projects, it is
advisable to have a trusted development advisor on call for City staff
to consult. This is an efficient way for City staff to analyze developer
requests to resolve issues and move the approvals process forward
in a timely manner.
Expedited Permitting for Priority "Focus Area" Projects. The City
should outline a clear, expedited process and execute on its
commitment. Clear processes build trust, even if the answers are
not always what the developer wants to hear. The development
community is small and close-knit and word of positive or negative
experiences with a City staff and Commission travels quickly. A
developer with a fair and positive experience can be the best
advertisement to attract further investment.
Widely Market Adoption of Form Based Code: Upon approval of the
City ofTamarac's new Form Based Code, increase the visibility of the
opportunities presented by Tamarac's new zoning code in the
greater Fort Lauderdale -Miami market. Marketing
channels/methods could include:
Sponsor a Developer's forum to educate the retail and
multifamily residential development community
(developers, architects, land use attorneys) about the
zoning changes (local ULI-the Urban Land Institute or
International Council of Shopping Centers district
council/chapters).
City of Tamarac Department of Community Development
Seek placement of general media stories in major
newspapers, and association publications (ULI-Urban Land
Institute, American Planning Association, American
Institute of Architects, real estate brokers/agents
organization, or other outlets).
Deliver presentations/participate in think tank panels at
regional chapter events of targeted organizations that
reach the developer community and/or their consultants
and brokers (ULI-Urban Land Institute, American Planning
Association, American Institute of Architects, real estate
brokerage/agents organization, or other).
1.2: Adopt City Land Bank Policy
Economic Development Plan Goal #4: Foster
Commercial & Redevelopment Activity
Background
As developable land continues to diminish throughout Southeast Florida
and land values rise, the City of Tamarac would benefit from strategic
land assemblage initiatives to foster large-scale redevelopment activity.
Key real estate market indicators in Tamarac are positive. The South
Florida / Ft Lauderdale / Miami -Dade markets were named the 6th and
11th for investment and real estate development for "best bet markets
to watch" in the country according to a joint publication from Price
Waterhouse Coopers and ULI-the Urban Land Institute (2018 Emerging
Real Estate Trends).
The creation of a formal City of Tamarac Land Bank Policy would enable
the City to strategically acquire and/or maintain problem properties and
then transfer them back to responsible ownership and productive use in
accordance with local land use goals and priorities, creating a more
efficient and effective system to eliminate blight. In Tamarac land
banking may be useful for spurring infill development.
a6c I
Implementation Recommendations
■ Evaluate Legal and Regulatory Requirements
■ Conduct Best Practices Case Study Research
■ Adopt Land Bank Policy (Including Establishing Target Budget and
Funding Source)
■ Identify Target Properties for Assemblage
• Acquire Properties for Assemblage
■ Issue Master Developer RFP for Priority "Focus Area" Sites
1.3: Expand City Pride/City Beautiful
Initiatives
Economic Development Plan Goal #4: Foster
Commercial & Redevelopment Activity
Background
The City of Tamarac has identified five retail redevelopment Focus Areas
as the priority sites due to their location or condition. These properties
are characterized by a concentration of disinvested and under -managed
properties with high vacancy or incompatible uses.
The immediate issues in these corridors are visual blight created by high
vacancy and deferred maintenance in a handful of larger shopping
centers. These properties detract from Tamarac's competitive position
in the regional retail market where surrounding communities offer a
greater variety of neighborhood serving eating, drinking, and community
gathering places well managed by a mix of local, regional and national
chain operators.
These conditions tend to exacerbate disinvestment and consumer
confidence in the community.
Implementation Recommendations
■ Implement Near -Term, Visible Public Realm Improvements:
Expand City wayfinding, street scape improvements, landscaping,
and other visible public realm investments. Improvement in curb
appeal is an important step to improving community image and
accelerating both redevelopment interest in investing in the city.
• Adopt the District of Columbia's "Vibrant Streets Retail Toolbox":
Tamarac should consider sponsoring retail corridor or focus area
"Districts" participation in a "Vibrant Retail Streets" initiative with
city funding.
Upon implementation of the Vibrant Street Initiative, the District of
Columbia achieved a 30%decrease in vacancy rates in the Anacostia
neighborhood over a three-year period. Anacostia is one of the
most challenging low-income neighborhoods in Washington, DC.
The Office of the Deputy Mayor for Planning and Economic
Development determined that retailers seeking urban locations are
increasingly relying on transit and pedestrian counts as a measure
of how accessible and visible a potential location is to customers. A
critical element of a successful vibrant retail street is an active
merchants' or business association, community group, or non-profit
organization to offer clear leadership and to unify the disparate
interests of individual tenants. The presence of a civic or cultural use
(i.e., a post office, park, church, or school) makes a significant
contribution, as it creates a "non-commercial" reason to participate
in the activity of a vibrant street. Extremely high residential density,
income or workforce population can convince a retailer to overlook
other factors or shortcomings. Vibrant streets have a perception of
safety through pedestrian -oriented lighting, residential units on the
upper floors, continuous storefronts, and sidewalks that are litter
and graffiti -free.
• Apply for Public Realm Improvement Grants: The City should
dedicate a staff resource (such as the Economic Development
Manager) to actively seek grants for strategic neighborhood
stabilization and organize structured community improvement days
City of Tamarac Department of Community Development Page 1 15
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(e.g., Habitat for Humanity neighborhood events) and programs for
removal of appliances, tires and other nuisance items as identified
by code enforcement officers. https://planning.dc.gov/page/dc-
vibrant-retail-streets-tool kit
Expand Recognition of the City Public Art Program: The City should
continue the successful city-wide community murals and public art
program to further enhance the city's image. The City should
contribute "best practices" collateral to national non-profit
organizations (ArtPlace America, etc.) to tell the Tamarac story and
attract national attention to the program.
Aggressively Market City Pride/City Beautiful Successes: Changing
community perceptions requires not only strategic public
investments in visible improvements, but also sustained positive
messaging throughout the community. The Economic Development
Manager should routinely coordinate with the Tamarac Public
Information Officer to ensure that successful programs/ policies are
marketed through City media channels.
Continue to Implement Tamar es 2014 Redevelopment Strategy:
The retail plazas all share the characteristic of location along primary
transit corridors. Each could benefit from corridor revitalization
tactics which requires a range of interventions as identified in the
2014 Redevelopment Strategy. Some are low-cost quick wins;
others require a longer -term sustained strategy to relocate
incompatible uses or spur redevelopment of key large sites. If
resources from city departments and other grant resources are
carefully leveraged into a well-defined geographic area, the corridor
can realize noticeable improvement in a compressed timeframe.
■ Continue to Promote Dynamic Art and Cultural Events: With the
anticipated construction of the Tamarac Village project, the City
should utilize the newly constructed amphitheater to promote a
variety of dynamic art and cultural programsto attractvisitors in and
around the region creating additional opportunities for Placemaking
and community gathering spaces.
1.4: Adopt Pro -Growth, Development
Friendly Business Programs
Economic Development Plan Goal #4: Foster
Commercial & Redevelopment Activity
Background
Improve the business climate for all businesses (from small business
owners to large institutional developers/investors) by establishing a pro -
growth, development friendly administrative culture. Because small
business owners' primary contact with the City is often relating to code
enforcement violations, code enforcement may be perceived as working
against economic development, where good communication with
business owners is required to assist with expansion and retention
activities. This also relates to any developer's experience with the
regulatory/permitting process in the City.
Implementation Recommendations
Increase Dedicated Staff Resources: it is recommended that the City
assign a dedicated "Commercial Development Manager" to assist
cooperative business owners with complying with the City's
established code regulations and incentivize essential property
upgrades. This role could be assumed by the City of Tamarac's
Economic Development Manager.
Create a Customer Relationship Management ("CRM") Tracking
Tool: With assistance from administrative staff, the Commercial
Development Manager should develop and maintain a formal
Customer Relationship Management ("CRM") tool in Microsoft
Excel. The CRM function is a critical element of any formal Business
Retention and Expansion Program to identify businesses/properties
in crisis and at risk of failure. Small business owners are often
unaware of mentoring, assistance and training opportunities
available to them.
City of Tamarac Department of Community Development Page 1 16
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Coordinate Joint Code Enforcement/Economic Development
Outreach: Coordinate joint outreach efforts with various City
departments, reaching out to landowners to build relationships,
explain code violations and discuss facade grant programs.
Establishing communication between the City and landowners in a
cooperative spirit is critical to building relationships with and
understanding the goals and capabilities of each landowner. The
City of Tamarac could expand its existing code enforcement
activities to include a "carrot and stick" policy where blighted
properties could be targeted for specialized assistance prior to the
issuance of formal code enforcement infractions/fines.
Using a carrot and stick approach, coupled with the citations and
penalties available through Code Enforcement, is a proactive
approach to incentivizing and assisting owners to maintain and/or
upgrade properties. Rather than a diffuse citywide approach to code
enforcement, a holistic approach targeted to a clearly defined area
will yield the greatest impact in the community.
Seek Federal/State/Philanthropic Grants for Blighted Property
Improvements: The City of Tamarac could seek Community
Development Block Grants to expand the funding available for
property -related enhancements. These programs, coupled with
increased communication between Code Enforcement and the
City's small business services, would be positive for enhancing the
City's perceived business climate, and for business attraction and
retention. The City should seek funding/grants for strategic
commercial area or neighborhood stabilization for key sites and
organize structured community improvement days (e.g., Habitat for
Humanity neighborhood events) and programs for removal of
appliances, tires and other nuisance items as identified by code
enforcement officers.
■ Update Signage Ordinance: Revise sign ordinance to allow for
branded signs to be hung with higher visibility on storefronts. The
self-expression/individuality of independent retailers and dining
establishments must be more visible in the City's retail centers. High
quality, visible, competitive signage would help animate existing
centers and attract retailers to Tamarac.
Figure 3: Model Sign Ordinance Examples
Source: Midtown Doral, Florida; Willdan, 2018
■ Reduce Permitting Cost for Pop -Up Community Events:
Stakeholder interviews revealed an expensive and cumbersome
process to permit tents and events in underutilized parking lots. The
City should investigate what it would take to streamline the process
for holding the types of events that are critical to placemaking and
expression of community character.
■ Provide Relocation Assistance for Incompatible Uses in Target
Revitalization Areas. To achieve an optimal tenant mix of
compatible uses in an improving center, the City's Economic
Development Manager should routinely work with property
managersto assist promoting a relocation strategy for incompatible
retailers. Services could include a property search to find a new
City of Tamarac Department of Community Development Page 1 17
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location, funding some or all moving expenses, and providing
referrals to small business development resources through Broward
County. Appropriate tenant mix is critical to maximizing retail sales
and to improving the viability of key centers.
Provide Mentoring Services for Small Businesses. City outreach to
small businesses in the area, including general assistance and
targeted business retention and expansion services to increase
sophistication of area business owners. The City could prioritize
outreach to successful businesses as well as encourage general small
business mentoring for diverse issues from financial management to
presenting attractive shop windows and curb appeal. It may be
appropriate to direct small businesses to area services as well or
connect them with Community College programs or other business
mentoring resources.
1.5: Implement Placemaking Pilot Projects
in Targeted Retail Revitalization "Focus
• Areas"
ED Plan Goal # 1: Create a Marketing and
Communications Campaign:
Background
Placemaking is a multi -faceted approach to the planning, design and
management of public spaces. Placemaking capitalizes on a local
community's assets, inspiration, and potential, with the intention of
creating public spaces that promote people's health, quality of life, and
community engagement. Placemaking is both a community process and
a revitalization tool that makes use of smart growth urban design
principles. It can be either official and government led, or community
driven grass roots tactical urbanism, such as extending sidewalks with
chalk, paint, and planters, or open streets events such as the Little
' https:Hurbaniand.uli.org/planning-design/10-best-practices-creative-
placemaking/
City of Tamarac Department of Community Development
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Haiti/Wynwood neighborhood's Art Basel event. Good placemaking
makes use of underutilized space to enhance the urban experience at
the pedestrian scale and create a sense of place within the community.
According to ULI-the Urban Land Institute, Creative Placemaking is
increasingly at the center of competitive, food -oriented experiential
retail redevelopment projects and is considered highly supportive of
mixed -use urban infill activity.'
Implementation Recommendations
■ Apply for Placemaking Grants: There are multiple national sources
for Placemaking grants. For example:
o ArtPlace America awarded $8.7 million for 23 creative
placemaking projects in communities of all sizes across 18
states and one US territory in 2017. In these projects, arts
and culture strategies play an integral role in strengthening
the social, physical, and economic fabric of communities
(https://www.a rtpla cea merica.org)
o The National Endowment for the Arts and The Kresge
Foundation awarded $1.36 million to help the Local
Initiatives Support Corporation, together with PolicyLink,
lead technical assistance for community groups injecting
arts and culture into neighborhood change. LISC's creative
placemaking initiative will launch the pilot program in seven
cities, supporting residents, artists, community developers
and policy makers who want to integrate the arts into
equitable development in their communities.
■ Partner with National Non -Profit to Implement Pilot Projects: The
City of Tamarac should explore partnering with national non-profit
organizations engaged in Placemaking to implement one to three
pilot projects. These organizations could include the Project for
Public Places (www.pps.org). The City could use the PPS "Lighter,
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Quicker, Cheaper" tactical urbanism model in Tamarac to jump start
redevelopment and reuse of disinvested retail centers in Tamarac.
Seek to create more gathering places for residents of Tamarac by
targeting under -performing disinvested centers with available open
space or under-utilized parking. Relatively small investments in such
interventions that create gathering spaces such as outdoor dining
areas, fountains, or small performance spaces for musicians have
been proven to have large return in placemaking, repeat visitation
and increased sales (e.g., expand recreational amenities).
The Project for Public Spaces is a leading consultant in this field, that
has developed a process called "Lighter, Quicker, Cheaper" which
maximizes the improved sense of place to the community while
creatively containing costs. Examples of projects may include
animating spaces with farmers' markets, food truck rally facilities,
and seating for food truck rally areas.
In conjunction with an expert placemaking consultant and
community stakeholders, City staff should identify one to three
locations where near -term, low-cost and impactful Placemaking
projects could be executed. These projects may be programmed for
currently underutilized shopping centers, office building plazas, or
city -owned land.
Figure 4: San Diego, CA City Heights Community Development Corporation ACT
(Art+Community+Transit) Placemaking Popup Event: The Boulevard (2015)
Source: Transportation for America(http://creativeplacemakinx.t4america.oig);
Willdan, 2018
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Mid -Term Implementation
Recommendations (Year 3 to Year 5)
2.1: Expand Developer Incentives
...............................................................................................................................................................
Economic Development Plan Goal #5: Diversify the
Economic Base
Background
As part of the 2014-2018 Economic Development Plan, the City of
Tamarac proposed the creation of three new incentive programs to
retain and attract businesses and create high quality jobs for the
residents of the City. The City did not proceed with formal adoption of
the programs. To strengthen the City's "toolbox" of developer
incentives, business retention, expansion, and urban revitalization
programs, it is recommended that the City formally adopt the following
programs.
Implementation Recommendations
■ Development Density Bonus: Expand incentives to qualified real
estate developers to include density bonuses in exchange for
investment/development in priority redevelopment areas (either
provided on site or paid in lieu).
• Public Realm Improvement Incentive Fund: Additional models the
City should investigate in conjunction with soliciting development
proposals would include the provision of developer incentives
related to public realm improvements (landscaping or Placemaking
investments).
• The Facade Grant Program: The Facade Grant program would be
available to businesses in high priority, targeted and viable retail
centers for aesthetic improvements to the exterior of a commercial
building and site. Painting of the building, installation of awnings,
new doors/windows, landscaping, and brick pavers are typical
improvements covered by the Facade Grant Program.
City of Tamarac Department of Community Development
■ The Merchant Assistance Incentive: The Merchant Assistance
incentive would be designed to assist merchants in increasing sales
through design, merchandising and marketing techniques. The
Program would be available only to restaurants or retail businesses.
The incentive is limited to the following activities: re -design and re -
merchandise an occupied space, advice in restaurant/retail
operation in advertising, marketing, promotion, sales and service
techniques. This incentive program would be managed by the
Economic Development Manager or through contracted support.
■ Impact Fee Deferral Program. The City should consider an Impact
Fee Deferral program for Light Industrial and Medical
developments. Impact fees would be deferred until the issuance of
Certificate of Occupancy or upon sale or purchase of the developed
property whichever occurs first.
2.2: Promote the Expansion of the Hospital
Campus as an Economic Development
Anchor
. ......................... .
Economic Development Plan Goal #4: University
Medical Mile - Redevelopment Focus Area 2
Background
The Tamarac "Medical Mile" is a key City target area for revitalization.
Explore opportunities to facilitate expansion of ancillary and related
development driven by the anchor hospital in the Medical Mile district.
Use city tools such as assistance with property assemblage and
streamlined approvals to encourage the hospital to expand in the area
or to help the City attract related health and wellness business activity.
To address current market conditions, this area requires a phased, multi -
pronged, mixed -use redevelopment approach. However, it is
recommended that redevelopment planning for the Medical Mile area
should be evaluated in the context of a large-scale, long-term University
Drive Corridor Master Plan and through aggressive collaboration with
regional business incubation programs and networks. The following
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implementation recommendations focus on tactics for each specific land
use as there are varying strengths and opportunities.
Implementation Recommendations
• Retail Development: As a provisional measure, the Medical Mile is
recommended to be included in the short-term retail corridor
revitalization strategy to meet the City's immediate
beautification/improvement goals. The process for corridor
revitalization and establishment of a retailer and property owner
stakeholder group will further clarify the mid- and longer -term
priorities of the retailers and landlords in the area.
■ Multifamily Development: Multifamily residential demand
continues to be strong in Broward County. Multifamily developers
report challenges finding sites for new apartment construction
throughout the region. The area surrounding University Hospital is
comprised of single-family residential development. A new
multifamily development would be compatible and appropriate
facing a major arterial such as University or McNab and stepping
down to single-family neighborhoods behind it. The area's
recreational amenities including Woodmont Natural Area and
Hampton Pines Park are attractive to apartment residents.
Additional rooftops would provide more support for area retail,
which already includes grocery stores, an amenity sought by
multifamily residents. The City could consider land banking in this
area to expedite the assembly of sites for reuse as multifamily or
mixed use consistent with the 2014 Redevelopment Study.
• Office Development: The medical office market in the Tamarac
submarket area is currently weak. The hospital's operations are not
currently generating new spin-off demand in the immediate area for
physician medical office space or for related medical services. There
are high vacancies in existing area office buildings, including on the
hospital campus itself.
Real estate brokers report that lower -value supporting medical uses
such as labs, blood centers, dialysis and the like have located in the
vacant retail center space in the area and is priced well below
medical office space.
Medical office space faces strong regional competition, especially
from the Broward Health Medical Center system and from recently
upgraded and/or new state -of -the art medical office space in
Coconut Creek offered at similar rent levels.
In general, there is significant regional competition for physician
offices from stronger hospital anchors within 15 miles of Tamarac.
Many medical office landlords in the area are unable to rent their
properties to cover cost and generate profit; therefore, the high
medical office vacancy rates in the area may present an opportunity
for business recruitment focused on other growth sectors.
This strategy should be further evaluated in conjunction with the
Business Retention and Expansion Program and the Business
Incubation Program recommendations (ongoing regional to local
cluster analysis, focus groups, quarterly meetings with area property
owners/brokers in the medical/biotech sectors).
Medical Campus Strategy: If the hospital has plans for growth that
would underpin the need for up-to-date medical office space,
business recruitment of medical providers may require grants or tax
incentives to assist owners to make the spaces regionally
competitive for medical office. Absent major expansion or
investment by the hospital, there may be a strategy to reposition
office space in the area to capture demand from smaller startups,
reported by brokers to be a more common category in the market,
generally looking for 300 to 500 square feet initially or to focus on
other growth sectors.
In coordination with Economic Development outreach activities,
pop-up events related to targeted industries or start-ups may be
appropriate as part of a rebranding to stabilize the medical office
sector. Given the reported demand for small spaces, co -working
space and/or outdoor workspace with wi-fi in the hospital district
may makes sense to capitalize on existing office space inventory and
fully position the area as a live -work -play area if there is not an
apparent sector to attract to the area.
City of Tamarac Department of Community Development Page 1 21
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2.3: Implement Business Retention &
Expansion Program
-..................................................................................................................................................
Economic Development Plan Goal #2: Focus on
the Needs of Existing Businesses/Industry
Background
Business retention, and fostering the expansion of existing businesses, is
the foundation of any competitive economic development program.
According to the International Economic Development Council, changes
in global marketplace have put increased pressure on firms to become
more efficient and more mobile to seek out and take advantage of
upstream and downstream industry cluster opportunities.
The purpose of a formal Business Retention and Expansion ('BRE")
program is to retain the existing economic base by making businesses
and the communities that house them more competitive. A successful
BRE program requires dedicated City staff resources, tools, and
techniques to support local businesses.
A BRE program can identify problems that need correction thereby
preventing business failures. A BRE program also provides important
financing and technical assistance tools in demand by all types of
businesses.
A BRE program can help the City to market economic development tools
such as:
■ Financial assistance
■ Technical assistance
• Access to technical resources
■ Workforce training and retraining
• Marketing
• Permitting/licensing
• Energy compliance
• Assistance with land and buildings
■ Export assistance
• infrastructure
■ financing and non -financial incentive
Implementation Recommendations
Establish the BRE Organization: First, it is recommended that the
City establish a BRE steering committee comprised of key members
of the business community including:
o City Staff and Elected Officials
o Tamarac/North Lauderdale Chamber of Commerce
o CareerSource Broward (Workforce Development Board)
o Universities/Community Colleges/ResearchInstitutions
o Utilities (Florida Power & Light)
o Neighborhood Organizations/Homeowners Associations
o Regional Strategic Partners (Broward MPO, other)
o Philanthropic Organizations
o Regional Business Incubators
The steering committee should conduct a Strength, Weakness,
Opportunity and Threat (SWOT) analysis assessment prior to formalizing
the BRE program. Once the needs assessment is completed, the BRE
steering committee should formalize the program by preparing an
Action Plan detailing goals and objectives of the program and decide
upon an organizational structure for future business outreach efforts
(either entirely in-house, managed by a consultant team, or a hybrid of
the two). The benefits of in-house management include better direct
accessto elective officials and political support, lower up -front costs and
greater ability to ensure quality control in the interview process and
follow-up by other city staff (public works, zoning, etc.).
The benefits of contracting with a BRE consultant are shorter -upfront
lead time, lower demand on staff time/resources and better credibility
with local businesses than a government employee. Once the
organizational structure is determined, the BRE program manager
City of Tamarac Department of Community Development Page 122
should prepare to undertake the BRE survey and design/implement a
monitoring and evaluation tool.
■ Conduct Business Climate SWOT Assessment: To ensure program
effectiveness, the Economic Development Manager should
coordinate with the City of Tamarac's ongoing community and
business survey. The ETC Institute who administers Tamarac's
regular community, business and employee surveys expects to
release the 2018 Business and Resident Surveys by Q3 2018. To
ensure that results are statistically valid, surveys will be sent out to
a random sample of 300 businesses and 1,200 residents to achieve
a statistically valid sampling of business and residential
communities. Each Commission district will be randomly mailed 300
surveys for a total of 1,200 surveys Citywide. Tamarac achieved
twice the level of participation from FY2016 to FY2017 in the survey.
The Economic Development Manager should work closely with the
Assistant to the City Manager to continue monitoring and tracking
of the business climate survey results of strengths, weaknesses,
opportunities and threats of the local market ("SWOT").
According to the International Economic Development Council, the
Business Climate Survey should be concise and structured to
evaluate the strengths/opportunities associated with labor force,
infrastructure, access to markets, education, transportation and the
overall business climate. Threats and opportunities associated with
the economic outlook, technology, legal and regulatory
environment, health of major large employers, and other exogenous
factors that should be monitored for impact at the local level.
• Business Climate Survey Process:
o Survey Prep: The BRE program manager should recruit for
the BRE survey. It is important to invest sufficient time in
recruiting and training the BRE survey volunteers. It is
recommended that the BRE manager hold a minimum of
two to three recruitment/training lunches. At the third
lunch, those volunteers remaining are the ones you can
count on to successfully implement the BRE Survey.
o Survey Implementation: Within two days of implementing
the survey, the BRE program manager should review each
survey response and red flag any urgent issues for
immediate response. Within two weeks, the BRE program
manager should send a thank you letter, tabulate
responses, and open a file for each survey completed.
Within four weeks, the BRE program manager should
confirm that the survey respondent has received any
needed services identified in the survey process. Within
four months, the BRE program manager should check in
again with the business to ensure that the services provided
addressed the area of concern. Additionally, the BRE
program manager should send a status update to all
participating businesses regarding community -wide
policies/programs that have been implemented to address
overarching issues identified in the SWOT (i.e., community
policing or establishing of a Revolving Loan Fund to expand
access to capital at the local level).
■ Monitoring, Reporting and Marketing: The BRE Program
Manager should ensure that each step of the survey
implementation schedule is followed and tracked in a simple
excel spreadsheet orother Customer Relationship Management
(CRM) tool such as Salesforce. This will enable the City to
evaluate the relationship between the number of businesses
assisted against the return on public investment in the program
(i.e., resulting new jobs and businesses, tax revenues and other
economic benefits). The program should be marketed through
all avenues of social media, press releases, web, print and
events (industry lunches or quarterly developer consortium
lectures).
Successful BRE programs require strong relationships with local and
regional strategic partners to be successful. The incoming Economic
Development Manger will require a sustained focus on establishing and
fostering these relationships as a core job function. As an initial step, it
is critical that the City clearly define its role, responsibilities, and
relationship with the Tamarac/North Lauderdale Chamber of Commerce
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to effectively coordinate City economic development activities with the
Chamber membership stakeholders.
According to ChamberOrganizer.com, a Chamber of Commerce (also
referred to in some circles as a board of trade) is a form of business
network, e.g., a local organization of businesses whose goal is to further
the interests of businesses. The Chamber of Commerce is comprised of
local businesses members that elect a board of directors and/or
executive council to set policy for the Chamber.
There are two primary functions of a Chamber of Commerce: first, it acts
as a political representative for the business and professional
community and translates the group thinking of its members into action;
secondly, it renders a specific product or services type that can most
effectively be beneficial to a community organization and its members
as a whole.
The Chamber's "Business Plan" is directed by the composition of its
member business and future business targets. A Chamber's focus could
include promoting affordable housing opportunities to attract workers
to area businesses, education/workforce development to fill workforce
gaps, tourism promotion, small business assistance, and other forms of
public policy advocacy that intersect with a City's Economic
Development Department functions. Successful economic development
marketing (AKA: the location/retention of businesses) cannot occur
without a sound quality of life, solid education system (K-12 and life),
solid workforce development opportunities and leadership
development.
Accordingly, the City of Tamarac's incoming Economic Development
Manager should include routine interface with the Tamarac/North
Lauderdale Chamber of Commerce as a core job function to successfully
implement the proposed BRE Program.
Currently, the City of Tamarac provides $15,000 in annual funding to the
Tamarac/North Lauderdale Chamber of Commerce. It is recommended
that the City of Tamarac refocus its working relationship with the
Chamber of Commerce by collaborating on the preparation of a formal
Chamber business plan with quarterly progress milestone targets. The
business plan and quarterly updates should be presented to the City
Commission as a condition of future financial support.
2A Partner with Broward County/Workforce
One Business Incubation Program Networks
.........................................................................................
Economic Development Plan Goal #3: Create
Entrepreneurial & Innovative Opportunities
Background
Business incubation programs are often sponsored by private companies
or municipal entities and public institutions, such as colleges and
universities. Their goal is to help create and grow young businesses by
providing the necessary financial and technical tools to enhance their
ability to obtain sustainable success beyond the startup phase. Tamarac
is currently experiencing strong growth in its industrial sector with very
low vacancies.
According to CBRE, Broward County continues to enjoy robust industrial
activity. As of Q1 2018, total warehouse vacancy rate is 3.8% (trending
downward) while average lease rates per square foot are $7.50 (trending
upward). A total of 1.6 million square feet of new industrial space is
under construction. As industrial lease rates continue to trend upward,
and vacancy rates decline, opportunities for repositioning of existing
underutilized space or other urban infill tactics become more financially
advantageous.
The 2014 Economic Development Plan and 2017 Economic Development
Element stakeholder interview process identified expanding Tamarac's
industrial base through business incubation activities as a near -term
strength and opportunity.
The question for Tamarac is how to allocate limited staff and capital
resources to establish and grow the business incubation function within
the market. Business incubation is complex because it requires a
combination of ongoing market research, strong strategic partnerships
with regional stakeholders across multiple business sectors, and
effective follow-up to connect emerging businesses with high quality
City services (permitting, licensing, marketing) and property
opportunities in Tamarac.
City of Tamarac Department of Community Development Page 124
Implementation Recommendations
■ Partner with CareerSource Broward's Start -Up Now Business
Incubator:
The incoming City of Tamarac Economic Development Manager should
establish a close working relationship with CareerSource Broward's
existing business incubation program to leverage existing regional
networks.
The Economic Development Manager should concurrently work to
establish effective relationships with area industrial brokers/property
owners to attract emerging business operations to existing vacant space
in Tamarac.
Initially, the Economic Development Manager should focus efforts on
CareerSource Broward's primary business incubator program, Start -Up
Now. This program promotes entrepreneur skills and is presented by
CareerSource Broward in partnership with the Innovation Hub @
Broward College using Federal funds from the Economic Development
Administration of the U.S. Department of Commerce.
Start -Up Now is a unique entrepreneurship training program in South
Florida that helps people "bring their ideas to life". This program
partners with Broward County's premiere incubator to provide advice
and mentoring of experienced entrepreneurs, investors and C-level
professionals. Start -Up Now offers a four -stage program that challenges
entrepreneurs to test ideas and launch it if product -market fit is proven
through Boot Camp and other activities. In Boot Camp, emerging
entrepreneurs learn key concepts about entrepreneurship in addition to
marketing and finance principles that are necessary for successfully
negotiating with potential investors and other business partners. The
organizations listed in Figure 5 are current resources for business
incubation programs and other entrepreneurial startups.
The "Lean Launchpad", developed by entrepreneur Steve Blank, is
taught within a framework of accountability and support. By the end of
this phase, the entrepreneur will know if there is a product -market fit or
not.
Figure 5: CareerSource Broward Business Incubator Partners
CareerSource
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This "Go/No Go" phase allows entrepreneurs to determine if they are
ready for the next phase. The ''Start -Up" phase provides entrepreneurs
with mentoring in developing a business plan and the pitch. The business
plan and pitch are judged separately by entrepreneurs and investors,
with written feedback provided at the end of the process. The final
"Launch" stage is where the entrepreneur is held accountable to an
advisory team. Participants must be a resident of Broward County and
male applicants must be registered with Selective Service. Businesses
must be based in Broward County.
CareerSource Broward StartUp Now Contact:
Mason C. Jackson, President/CEO
CareerSource Broward
2610 W. Oakland Park Blvd.
Oakland Park, FL 33311
954-677-5555
http://www.fbiaonline.org/incubators/south.htm
City of Tamarac Department of Community Development Page 1 25
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Become a Member of the Florida Business Incubation Association
(FBIA): FBIA provides support to business incubators throughout
Florida through several key initiatives including:
o Statewide Peer -to -Peer Meetings: The FBIA hosts numerous
meetings for its members throughout the year plus the Annual
Conference. These gatherings present great opportunities for
the incubator employees to network and share ideas.
o Program Development: The FBIA plays an integral role in
identifying and developing programs that help provide greater
service to incubator clients.
As a member of the FBIA, the City of Tamarac will have access to
networking and incubator management training workshops to identify a
pipeline of potential second stage companies seeking new space. The
following table provides a summary snapshot of FBIA business incubator
members located in the Broward/Miami market.'
•
' http://www.fbiaonline.org/incubators/south.htm
City of Tamarac Department of Community Development
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Table 6: Southeast Florida Business Incubators
ARCED
Florida Women's Business Center
Lauderhill International Trade Incubator
South Florida Tech Accelerator
3606 Enterprise Avenue, Suite 200
401 W. Atlantic Avenue, Suite 09
3800 Inverrary Boulevard
225 E Las Olas Boulevard
Naples, FL 34104
Delray Beach, FL 33444
Lauderhill, FL 33319
Fort Lauderdale, FL 33301
(239) 260-4332 1 arceo.us
(561) 265-3790 1 flwbc.org
(954) 730-3041 1 la uderhill-fl.gov/economic-
tsfa.co
development/international-trade-incubator
EcoTech Visions
GBDC Entrepreneurship Institute
670 NW 112th Street
3200 South Congress Avenue, Suite 104
Metro Broward Small Business Success Center
StartHub Miami
Miami, FL 33168
Boynton Beach, FL 33426
1033 N.W. Sistrunk Boulevard, Suite 208
66 West Flagler Street, Suite 900
(305) 399-5556
(561) 894-4510 1 gbdcei.com
Fort Lauderdale, FL 33311
Miami, FL 33130
(786)888-2491
ecotechvisions.com
(954) 587-3755 1 metrobroward.org
starthubcenters.com
Hialeah Technology Center
Endeavor Miami
601 W 20th Street
Naples Accelerator
121 Alhambra Plaza, Suite 1605
Hialeah, FL 33010
3510 Kraft Road, Suite 200
Startup Miami
Coral Gables, FL 33134
(305) 925-1260 1 www.hiatec.org
Naples, FL 34105
200 South Biscayne Boulevard,
Suite 2790
(786) 953 7541
(239) 249-5911 1 naplesaccelerator.com
Miami, FL 33131
endeavormiami.org
Indian River State College Pioneer Incubator
(305) 782-7887
3209 Virginia Avenue
Proton Enterprises
www.startupmiami.com
Englewood Incubation Center
Fort Pierce, FL 34981
1150 Central Avenue
1141 Arbroid Drive
(772) 462-7630 1 cctiirsc.com
Naples, FL 34102
The Rocket Lounge
Englewood, FL 34223
(412) 370-6726 1 protonenterprises.com
1422 Hendry Street, 3rd Floor
(317) 796-7617
Innovation Hub at Broward College
Fort Myers, FL 33901
englewoodincubationcenter.org
6400 NW 6th Way
Research Park of Florida Atlantic University
(239) 236-8650
Fort Lauderdale, FL 33309
3651 FAU Boulevard, Suite 400
therocketlounge.com
FAU Tech Runway
(954) 201-7981
Boca Raton, FL 33431
901 NW 35th Street
broward.edu/academics/ce/Pages/innovationhub.aspx
(561) 416-6092 1 Research-Park.org
The TED Center —Delray Beach
Boca Raton, FL 33431
401 W. Atlantic Avenue, Suite 09
(561) 297-8000 TechRunway.fau.edu
Southwest Florida Enterprise Center
Rokk3r labs
Delray Beach, FL 33444
3903 Dr. Martin Luther King Jr. Boulevard
2121 NW 2nd Avenue
(561) 265-3790 1 TEDcenter.org
Ft. Myers, FL 33916
Miami, FL 33127
Source:
(239) 321-7085 1 swflenterprisecenter.com
(305) 259-6637 1 rokk3rlabs.com
City of Tamarac Department of Community Development
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2.5: Actively Engage in Targeted Regional
Partnerships
Comprehensive Plan Goal 1#: Foster an Inclusive
Community
Background
The City of Tamarac is encouraged to fully leverage regional economic
development resources available to achieve some of the more
challenging and capital -intensive community goals including:
■ Poverty Alleviation
Improving Public Schools Performance
■ Accelerating Tamarac's access to regional Public Transit Linkages
To improve schools, the first step is to understand how Broward County
School Board ("BCSB") is performing currently and where it aspires to go.
With more than 272,000 students (175,000 adult students) and 235
public schools and 93 public charter schools, the BCSB is the sixth largest
district in the county. Tamarac's challenge will be to focus on
improvement within the BCSB schools that serve its residents.
Nationwide, the local rank and reputation of a city's schools (through the
proxy of test scores) directly correlate to home prices and appreciation
in its neighborhoods or in the city as a whole.
To understand what information homebuyers and the local real estate
professionals use to form their impressions about Tamarac's area
schools, the following Table 7 provides a comparison of school
performance published by Greatschools.org.
As of September 2017, GreatSchools' ratings incorporate additional
information, such as college readiness, academic progress, advanced
courses, equity, discipline and attendance data. Therefore, the
GreatSchools ratings are more nuanced than looking at straight scores
which do not take into the account the trajectory of the school's
performance.
City of Tamarac Department of Community Development
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In general, school rating websites are linked to realtor pages and to
individual home listings for use by consumers shopping for homes.
These ratings, in combination with local anecdotes and local and
regional press, form the opinions in the marketplace. Greatschools.org
is the school rating system used by the major for -sale listing real estate
websites Zillow.com, Trulia.com and Realtor.com. Niche.com is another
private service the provides school data to apartments.com, a leading
search engine for rental housing.
Supportive educational pathways that extended from strong attendance
in Voluntary Pre -Kindergarten ("VPK") to support for enrollment and
completion of higher education are critical. Partnerships from the BCSB
to Community College to ensure that students have the support
(financial aid and remedial learning) to succeed are required to help
economically disadvantaged students overcome the myriad hurdles they
face. The percentage of the City's population in VPK, on grade reading
level by third grade and algebra are all competitiveness factors.
Regional strategic partnerships are the cornerstone of any successful
Economic Development Strategic Plan as they position the City's
economic development programs/policies and staff resources to benefit
from existing knowledge and networks, connecting the City to an
existing critical mass of economic development activity. Establishing and
fostering these regional strategic partnerships should be considered a
core job function of the incoming Economic Development Manager.
•
Table 7: City of Tamarac Public Schools Performance, 2017
High Schools Performance
High School
Marjory Stoneman Douglas (Parkland)
JP Taravella High School (Coral Springs)
Piper High School, Sunrise (Lauderhill)
Middle and Elementary Schools Performance
Grades
Served
9to 12
9 to 12
9to 12
Performance vs
State
Above Ave
Average
Below Ave
Enrollment
2,972
3,104
2,406
Great
Schools
Ratin
8
5
3
School Type
Public
Public
Public
Scores
1595
1450
1294
AP course
Partici potion
42%
22%
2091
Graduation
Rare
9791
91%
90%
%Econ
Disadvantaged
21%
54%
67%
Middle School
Grades
Served
Performance vs
State
Enrollment
Great
Schools
Rating
School Type
Local School
Test
Performance
State Average
Lowl School
Test
Performance
State Average
%Econ
Disadvantaged
Millennium
6to8
Above Average
7
Public District
English
48%
English
53%
Math
52%
Math
50%
72%
Elementary Schools
Renaissance Charter Kto8 Above Average 1,425
Challenger Elementary PK to Above Average 949
Tamarac Elementary PK to 5 Below Average 845
Excelsior Charter of Broward K to 5 Below Average 176
West Broward Academy at Excelsior K to 8 Below Average 53
Everest Charter Kto8 Below Average 65
Charter School of Excellence Kto5 Below Average 423
Note: Averages for performance on state tests may or may not be grade level
7
7
4
4
2
3
3
Public Charter
Public District
Public District
Public Charter
Public Charter
Public Charter
Public Charter
61%
62%
42%
63%
38%
41%
41%
54%
56%
5691
57%
54%
53%
5691
63%
67%
45%
64%
40%
42%
44%
56%
61%
61%
63%
57%
54%
61%
57%
70^/ •
74%
1491
2%
48%
87%
Source: GreatSchools.org; Willdan, 2018
urmy uevelopment _-- Page ( 29
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Implementation Recommendations
Improving Public Schools Performance
The City of Tamarac should explore possibilities of further enhancing
critical educational pathway programs for City residents, including:
Poverty Alleviation: Create an Education Improvement Stakeholder
Group. Poverty alleviation programs have been documented to
improve K-12 school performance'. The key is to determine the
most appropriate role for the City of Tamarac in promoting poverty
alleviation programs in the community. It is recommended that the
City establish a "School Readiness Advisory Council" focused on
nutrition including a parental involvement partnership with the
School Board of Broward County to support the following:
o Whole Child Tamarac Initiative (Children Services Council)
o Headstart
o Healthy Start
o Voluntary Pre-K (subject to municipal approvals)
Leverage Community College Educational Pathways: Coordinate
with the area's community college network to ensure high school
graduates are well prepared to complete degrees and have access
to financing and scholarship opportunities.
Implement National Best Practices: The National Education
Association (NEA) has created the Community Schools Institute to
share best practices from community school efforts across the
country and has published "The Six Pillars of Community Schools
Toolkit: A Resource Guide for educators, families, and
communities." The process outlined is based on school
improvement science pioneered through the Carnegie Foundation.
According to the Coalition for Community Schools, a community
school is "both a place and a set of partnerships between the school
and other community resources" with an integrated focus on
3 (Center for the Study of Social Policy, https://www.cssp.org/policy/2014/Results-
Based-Public-Policy-Strategies-for-Reducing-Child-Poverty. pdf)
City of Tamarac Department of Community Development
academics, health and social services, leadership, and community
engagement.
Overall, the community schools process is typically not expensive
but requires changingthe waythe BCSD has analyzed challenges and
steps up the wider community's participation and stake in the
success of the BCSD. As the NEA outlines, the community schools
concept involves and requires the participation of the greater
community to address the myriad of small obstacles that create
achievement gaps. The obstacles often come from issues that are
well outside education and beyond the scope and budget of a school
system to address. The Community Schools strategy rests on the
idea that there are no single easy solutions to complex problems.
Each issue (ex: tardiness, low 3rd grade reading levels, etc.) has
many root causes that must be ferreted out. Root causes must be
addressed methodically, one by one, to see positive outcomes
across a wide range of issues from relatively easy fixes to systemic
challenges.
The process for determining if this methodology can be successful
for a given BCSD can begin with joint stakeholder leadership (BCSD,
City, Community, County, etc.) outreach to NEA's Community
Schools Institute; and visiting and connecting with high performing
community school models.
Collaborate with the Broward Independent School District to apply
for Innovative Educational Pilot Programs/Grants: Explore
philanthropic grant opportunities to incorporate a more diverse
range of innovative and challenging high school curricula. For
example, work with the community and school district to designate
a magnet high school in the district that provides customized
programs or other STEM/pathways opportunities for residents. For
example, Texas Instruments awarded $5.4 million in corporate and
foundation grants to improve kindergarten through 12th grade
science, technology, engineering and math (STEM) education in
2016.
■ Promote School District/Local Schools Marketing: In conjunction
with and in advance of implementing new strategies for school
improvement, the impact of effective marketing and market
research cannot be underestimated. For example, there may be
immediate marketing opportunities for the BCSD to capture families
choosing other schools.
The local schools or BCSD could hold focus groups with prospective
families from various market segments (race/ethnicity and income
groups, professions, etc.), to get feedback on how the schools/
BCSD's current pitch resonates. This can be a very compelling
exercise that helps to identify the concerns of each market segment.
Once parents' concerns are understood, it is possible to more
effectively market the programs that are currently in place.
For instance, it may make sense to market the International
Baccalaureate program's performance if it is competitive in the area.
A listening tour to solicit honest feedback from the community can
also help to define new programs and more effectively market to
niche audiences. In some cases, school systems have decided to
institute a dedicated language magnet school, honors programs or
other offerings that are stated requirements of target market
segments or even build new schools to attract families.
Regional Transportation Connection Improvements
The Broward Metropolitan Planning Organization's ("MPO") Mobility
program serves as the implementation arm of the Complete Streets
Initiative and focuses on implementing projects and improvements that
provide additional transportation options other than the automobile.
Projects under this program include bicycle and pedestrian facilities that
seek to complement the goals and vision of the Broward MPO's
Complete Streets initiative. Additionally, these projects fill vital gaps in
Broward's bicycle and pedestrian network. The Broward MPO continues
to fund new improvements under the Mobility Program on an annual
basis. Regional transit investments are made by committees with
advocacy from local stakeholders. It is critical for the City of Tamarac to
actively engage with the Broward MPO to ensure that future regional
transit investments are aligned with Tamarac's local investments in
priority redevelopment focus areas.
■ Actively Engage in Broward Metropolitan Planning Organization's
Transit Initiatives: Designate a City of Tamarac Representative to
participate in one or more of the following Broward MPO's
committees to ensure that the Tamarac community's interests are
leveraged within the regional transit network:
o Citizens' Advisory Committee (CAC)
o Complete Streets Advisory Committee (CSAC)
o Executive Committee
o Evaluation Committee
o Freight Transportation Advisory Committee (FTAC)
o Governance Committee
o Transportation Disadvantaged Local Coordinating Board (LCB)
o Technical Advisory Committee (TAC)
There are currently several transit routes servingthe City of Tamarac and
are provided by Broward County Transit and City of Tamarac Transit. It
should be noted that the City of Tamarac Transit Yellow and Red lines
are designed to work in conjunction with the connections to the Broward
County Transit routes.
The City of Tamarac should actively pursue achieving transit service for
targeted priority redevelopment areas as a form of developer incentives
assistance.
L - -111111u,my veveiopmen[ Page 1 31
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Implementation Plan Monitoring and
Reporting
The City of Tamarac Economic Development Plan Implementation
Recommendations are tied to the community's long-term goals to
attract citywide mixed -use revitalization. These recommendations build
upon more than 10 years of prior planning and redevelopment efforts,
updated and refocused to capture near -term opportunities based on
current market conditions and competitive context of Southeast Florida
commercial development trends.
For Economic Development Strategic Plans to be successful, Economic
Development Managers need metrics. Tracking economic development
metrics will:
■ Challenge the status quo by raising the profile and awareness of the
Tamarac community.
• Build a culture of transparency and accountability by linking clear
metrics to funding sources, programs and performance.
■ Generate new community connections and conversations by
producing data to be shared with the community, existing and new
businesses, and peers.
■ Formalize a commitment to the plan by City staff and elected
officials through defining and agreeing upon measurable targets.
Based on data reported by the International Economic Development
Council (IEDC) and Atlas Advertising, tracking economic development
metrics clearly influences location decisions and increases the economic
vitality of a community. If it takes an average of 120 website visits to
equal one business development conversation, it is clear that outbound
(external) networking tools are more effective to retain and attract
business activity. Essentially, tracking economic development metrics
can serve as a roadmap for implementation of the EDSP. The four areas
of accountability focus and their key metrics are:
1. Deals: Creation of jobs and wealth from outside of the City of
Tamarac (inbound growth). Key Metrics: Deals closed, deals in the
pipeline.
2. Promotions: Generation of awareness and inquiry into what the
City of Tamarac has to offer for businesses and residents. Key
Metrics: Awareness, inquiries per month.
3. Retention/Entrepreneurship: Creation of jobs and wealth from
within the City of Tamarac (internal growth). Key Metrics:
Meetings, issues resolved, new policies.
4. Infrastructure: Improvement of the business community through
policy, transportation, infrastructure and workforce development.
Key Metrics: Projects built, legislation passed, value of new funding
secured for program implementation.
Table 8 shown on the following page provides a template/example
framework as a starting point for the future Tamarac Economic
Development Manager to build and track the metrics that measure the
effectiveness of the City's Economic Development Function. The
following table provides an illustrative example of a variety of
"prosperity" metrics that can be tracked in a simple Microsoft Excel
spreadsheet and incorporated in the proposed bi-annual Economic
Development Update. Strong working partnerships with academia, local
and regional economic development organizations, trade associations,
and the Chamber of Commerce are critical for successful
implementation of the EDSP and regional recognition of the priority
Tamarac is placing on economic development within the City. This
content should be incorporated into the redesigned City of Tamarac
website and disseminated to the Developer workshops, the Chamber of
Commerce, and other peer organizations to further raise the profile of
Tamarac as a highly competitive place to invest and develop property.
Tracking these metrics is also an important ingredient in creating a sense
of place in Tamarac. Relocated employees and executives want to know
that they are moving to a great place for families with a strong economy.
The Economic Development Scorecard/Tracker will enable City staff and
elected officials to better represent the community's value proposition
and the vision of what the community wants to become.
City of Tamarac Department of Community Development Page 1 32
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Table 8: Economic Development Scorecard/Tracker Example
Building Permits and New Applications for Development
25
10%
# & $ Value of New Development Applications Submitted
$250 M
10%
$ Value of Building Permits
$250K
10%
# & $ Value of Projects Approved by Commission
1.2: Implement Land Bank Policy
15 / $350M
10%
$ Value of Land Acquired
$1.5 M
N/A
Acres Assembled
25
N/A
Number of Code Violations Resolved
Retail Vacancy Rates
Retail Rents
Office Vacancy Rates
Office Rents
15
10%
10
10%
0.05
-2%
$7 / sq. ft.
10%
0.07
-2%
$23 / sq. ft
1%
Number of Wayfinding/Retail Plaza Signs Installed 5 10%
Acres of Public Space Converted from Passive to Active 10 10%
Developer2.1: Expand $ Value of Incentives Awarded $1.5 M N/A
Miles/Acres of Public Realm Improvements 2 1 Ar NiA
12 10%
# of Corporate Outreach Visits 25 10%
# & $ Value of Corporate Incentives (company name, committed hires, & capital investment approved) $1.2 M 10%
Number of Events attended/Hosted (Bi-annual Developer Consortium, MRO Miami, etc.) 4 10%
Number of Businesses Attracted to New Businesses Incubation Space 0 10%
Number of Public School Children Served 100 10%
$ Value of Innovative Education Grants Awarded (e.g., Texas Instruments) $50,000
1/ Hypothetical values for illustrative purposes only and subject to change.
Source: City of Tamarac; Willdan, 2018
City of Tamarac Department of Community Development Page 133
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Appendix 1: Data & Analysis Report
City of Tamarac Department of Community Development
Final Drag
Economic Development
Data & Analysis Report
Submitted Janualy 229 22018
Table of Contents
Table of Contents
Index of Tables._
Index of Figures_
Introduction and Background..............................................................
1
Existing Conditions.........................................................
2
The City of Tamarac's Economic Development Plan (FY 2014-2019).................
2
Economic Development Plan Goals & Objectives (2014-2019) .........................3
Economic Development Element Update 2018.................................................3
Economic Profile Analysis.............................................................
4
Existing Conditions: Constraints and Opportunities..........................................4
Existing Economic Development Incentives.....................................................10
Demographic & Economic Overview.........
12
Retail Spending Characteristics— Psychographic Profile..................................16
Education and Employment Characteristics....................................................19
Real Estate Market Overview....
23
Development Constraints Matrix.. ................
28
Focus Area 1: Wal-Mart Neighborhood Market Plaza .....................................
28
Focus Area 2: Shoppes At Tamarac.. ................... 4 .......... 4444a ........
29
Focus Area 3: Highlander and Presidential Plaza.................................a...........30
Focus Area 4: Tamarac Marketplace ................... .............................a ...............
31
Focus Area 5: Applebee's Plaza..............................................................
32
Economic Development Opportunity Map......................................................33
Proposed Economic Development Policies and Programs...... 4........................35
Index of Tables
Table 1: Population & Household Growth Trends, 2017-2022................................12
Table 2: City of Tamarac Housing Units by Tenure, 2010-2022 & Net Change........14
Table 3 City of Tamarac Population by ESRI Tapestry Segment, 2017.....................16
Table 4: Broward County Office Market Trends ...................................................... 25
Index of Fi ures
Figure 1: City of Tamarac Traffic Counts, 2017 (Source: ESRI)...................................6
Figure 2: Broward County Mobility Projects (2016-2021).........................................7
Figure 3: City of Tamarac Households, Income and Projected Retail Spending Power
.....................................................
13
Figure 4: City of Tamarac Housing Units by Value, 2017-2022 & Net Change.........14
Figure 5: City Tamarac & Broward County Age Segmentation, 2017.......................15
Figure 6: City of Tamarac Demographic Trends — Net Change in Race, 2010-2022.15
Figure 7: Retirement Communities Socioeconomic Traits.
.17
Figure 8: The Elders ....................................................
17
Figure 9: American Dreamers Socioeconomic Traits...............................................18
Figure 10: Golden Years..........................................................
18
Figure 11: Old and New Comers Socioeconomic Traits ..........................................
19
Figure 12: City of Tamarac Unemployment.....................................................
19
Figure 13: City of Tamarac Demographic Snapshot, 2017.......................................
20
Figure 14: City of Tamarac Business Segmentation (Number of Businesses by
Industry, 2017)....................................................
21
Figure 15: City of Tamarac Employed Population by Industry .................................
21
Figure 16 CBRE Office, Industrial & Retail Submarkets in Broward County.............24
Figure 17: City of Tamarac Retail Submarket —Shopping Centers ...........................
27
Figure 18: Wal-Mart Neighborhood Market Plaza, 6921-7251 NW 88t1 Avenue .....
28
Figure 19: Shoppes at Tamarac, 8501-8601 W MCNab Road ...................................
29
Figure 20: Highlander and Presidential Plaza ......................................................
30
Figure 21: Tamarac Marketplace,10000-10098 W McNab Road ............................31
Figure 22: Applebee's Plaza, 6005-6045 N University Drive....................................32
Figure 23: City of Tamarac Economic Development Opportunity Map ...................33
Figure 24: City of Tamarac Development Map & City Commission District Map..._34
City of Tamarac Department of Community Development Page JA1 - 2
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C7
Introduction and Background
The City of Tamarac is located in western Broward County in the State of
Florida and provides access to highways railways, airports and
waterways as well as a wealth of cultural and sports activities. The City
covers a 12-square mile area and is home to more than 63,000 residents
and approximately 2,000 businesses.
In October 2017 the Florida Department of Economic Opportunity
awarded the City of Tamarac Community Planning Technical Assistance
grant funding to incorporate an Economic Development Element into
the Citv's Comprehensive Plan.
The purpose of the Economic Development Element is to define the City
of Tamarac's goals and objectives as they relate to expanding the City's
tax base and improving the quality of life for the community.
The Community Planning Technical Assistance Grant is structured to
fund the following tasks:
■ Two (2) public workshops to facilitate community outreach.
■ Collection and analysis of data relative to commercial, industrial,
residential recreational and transportation land uses.
■ Formulation of economic development policies and programs that
serve to retain enhance and expand the City s economic assets.
• Five Year Priorities and Action Plan which will place an emphasis on
policiesthat are conducive to the short-term realization of economic
development growth and establish a program to monitor and
evaluate the achievement of benchmarks which will operate as
direct indicators of economic growth performance.
■ Compilation of a consolidated Economic Development Element that
clearly defines and articulates innovative strategies to enhance
economic development growth.
To inform the formulation of the Economic Development Element, this
Data and Analysis Report provides an overview of current trends and
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
projections related to the City s housing demographic, transportation,
real estate employment retail educational, and socio-economic data
and analyze its impact on current and future market performance.
In addition the Data and Analysis Report provides a Development
Constraints Matrix and an accompanying Economic Development
Opportunity Map which highlights areas of economic degradatwn,
development constraints that prevent economic revitalization, and
provides initial policy recommendations to increase economic
development opportunities in targeted locations.
Page IAt - 3
Existing Conditions
Tamarac is a diverse and emergent community with unique character,
charm and opportunity for growth Once a bedroom community
Tamarac is now emerging as a thriving center for businesses An
excellent quality of life and a supportive environment for business and
industry has made Tamarac The City for Your Life
The City of Tamarac has a Commission -Manager form of government
The five -member City Commission includes four Commissioners elected
by their respective Districts and a Mayor elected citywide The
Commission passes legislation and sets policy for the City. They also
appoint a City Manager who oversees the day-to-day operations of the
City, while at the same time carrying out the initiatives and directives of
the Commission. The Commission also appoints a City Attorney to
represent the City in legal matters
The City of Tamarac is committed to be a business -friendly community
that provides its residents and businesses attractive and safe
neighborhoods all while encouraging a vibrant economy. Our
Community Development Department is in the forefront of ensuring
that happens. The Department provides assistance to local business
through its divisions of Economic Development Planning and Zoning
Business Revenue. Housing and Code Compliance
The Economic Development Division of the City pursues its primary goal
as it continues to make the city an ideal location for local businesses to
succeed and prosper, and for other companies considering relocation or
consolidation. The Planning and Zoning Division ensure the quality of life
of the built environment through innovative revitalization efforts and
land use planning. The Business Revenue Division is committed to
providing and maintaining quality customer service to the business
community. The Housing Division provides assistance to residents to
correct health and safety issues as well as supporting those seeking
adequate, affordable housing Code Enforcement Division ensures high
community standards.
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Acceleratine Tamarac's economic prosperity centers on the City's
capacity to leverage key economic development assets of location a
skilled workforce, attractive business incentives and a government
committed to prosperous high quality and balanced growth
The City of Tamarac's Economic Development Plan
(FY 2014-2019)
The City of Tamarac's Economic Development Division (TEDD) adopted
a 5-year Economic Development Plan in 2014 to identify targeted
business opportunities to focus its economic development efforts as
well as defining ways to accomplish its strategic goals The formulation
of this Economic Development Element as part of the City's
Comprehensive Plan is intended to further integrate the 2014 plan into
the City's policy initiatives to promote Tamarac as an ideal business
location for companies considering relocation or expanding their
business along with retaining and growing successful local businesses
This Economic Development Plan was structured to serve as a fluid
blueprint for the community's future economic development activities
The City of Tamarac places strong value on its strategic goals and its
customer focused approach There is a biennial survey conducted
residents and businesses have an opportunity to identify and prioritize
strengths and opportunities for improvement Since the City is always
looking to improve, the development of the Economic Development
Element provides the City with the opportunity to revisit economic
development goals and objectives within the context of prevailing
demographic trends and real estate market conditions
The Economic Development Element will leverage the prior planning
efforts and provide detailed tactical recommendations to further
implement the City's Economic Development Plan over the next five
years. The Economic Development Element's Implementation Plan will
be updated recommendations regarding short-term tactical and long-
term strategic goals along with specific actionable items and budgetary
requirements. The plan will be reviewed and updated each month to
City of Tamarac Department of Community Development Page JA1 - 4
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ensure that we are on task and on target. An annual report will be
provided to the city administration businesses and other key
stakeholders.
To provide context regarding existing conditions following is a summary
of the City of Tamarac's existing Economic Development Plan's goals and
obiectives These goals from an economic development perspective are
to encourage business development to a level consistent with providing
a diverse and adequate tax base; keeping the attractive quality of life
deserved by the city residents and producing an environment that is
safe.
Economic Development Plan Goals & Obiectives
(2014-2019)
• fflwmm
• • •.
■ Create an Economic Development Message with "The City for Your
Life"
■ Create a web presence
Keep an Audience
. .. •- R��.ii�ia'Ti'J���IIL=i.'i-Y:I.'�IItiUUk.-f•��
■ Create a business retention and expansion program
■ Support small business development
• Develop partnerships with existing business incubators
■ Support Entrepreneurs
• Identify appropriate retail prospects
• Build awareness among corporate site selectors
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
■ Attract commercial retailers and restaurants
Nversifv the Econc
■ Create a Targeted Industry Strategy
■ Attract Corporate Site Selectors
■ Formalize the Incentives Policy
• Incorporate the Redevelopment Strategy
Economic Development Element Update 2018
The question for the City of Tamarac is where to focus limited public
resources to yield the maximum return on public investment. The
Tamarac Community Development Department has undertaken a
decision to focus short-term economic development policies and
programs on the City's most disinvested retail centers. This retail
revitalization and redevelopment strategy is entirely consistent with the
City s overarching economic development goals and objectives adopted
in 2014.
The following Economic Profile Analysis provides important data
regarding the City of Tamarac's existing conditions related to:
■ Market Constraints
■ Positive Market Indicators
■ Target Opportunities
■ Existing Economic Development Incentives
Following the Economic Profile Analysis is a demographic and real estate
market analysis overview to provide further context regarding the
feasibility of redevelopment and reuse opportunities.
Page lA1 - 5
Economic Profile Analvsis
To identify areas of economic deficiency and highlight competitive
market advantages unique to the City of Tamarac•
Existing Conditions: Constraints and Opportunities
To inform the evaluation of existing conditions and related constraints
and opportunities related to economic development in the City of
Tamarac, the Department of Community Development conducted a
series of stakeholder interviews in December of 2017 and January 2018
The results of this community input from elected officials real estate
developers and brokers property owners and managers and other
stakeholders is summarized in the following overview positive market
indicators, market constraints and resulting target opportunities
Land Use Regulatory Conditions
The City of Tamarac is actively seeking to provide land uses which will
encourage the orderly growth of the community maximize economic
benefits; conserve and protect the natural environment; and minimize
any threats to health, safety, and welfare
The City of Tamarac intends to promote orderly growth and
development through the adoption maintenance and implementation
of effective zoning and land development regulations Tamarac's current
Land Development Code adopted in the 1950s is a conventional city
code that uses specified density, floor -area ratios building set backs
parking requirements and maximum building height
As evidenced by patterns of suburban disinvestment in auto oriented
suburbs nationwide, conventional zoning and land use patterns from the
1950's are not supportive of competitive mixed use urban infill
redevelopment that the City seeks to foster today. In particular, the City
has been struggling to attract developers and incentivize redevelopment
of large (10-20 acre) and medium -scale (4-6 acre) obsolete retail centers
located along some of the Cites most important arterials
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
To address the regulatory hurdles created by the existing land use code
the City is in the process of drafting new land use code regulations to
allow for a hybrid Code which meshes Form -Based Code elements with
traditional zoning in targeted areas In addition to support the new
Code, the City is also in the process of amending its Comprehensive Plan
specifically the Land Use Element in order to create new mixed use land
use designations for a series of new underlying zoning districts that will
be established . The anticipated reorganization of the current zoning
districts will add mixed -use flexibility within current commercial zoning
districts to spur future economic development The Form Based Code
elements that will be incorporated into the Code reflects the current
state-of-the-art thinking in land regulation to spur high -quality urbanism
in inflll redevelopment areas
The Congress for New Urbanism a non-profit research and advocacy
organization dedicated to promoting Form -Based Code reports that
Form -Based regulations removes regulatory hurdles of conventional
code fosters more predictable built results and encourages a higher
quality public realm by using physical form (rather than separation of
uses of traditional code) as the organizing principle The City's new form
based code will include:
■ a regulating plan that will identify where the new regulations will
apply in the city:
• public realm standards for such elements as sidewalk travel lanes
on -street parking, street trees and furniture;
■ building standards that regulate the features configurations and
functions of buildings that define and shape the public realm- and
■ administration guidelines for a streamlined application and proiect
review process.
Both the Code re -write and the Comprehensive Plan amendment are
currently being reviewed by the City's consultants Clarion Associates
Iler Planning Group and City staff. The City anticipates that the code
City of Tamarac Department of Community Development Page IA1 - 6
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update and Comprehensive Plan amendment projects will be completed
and approved by the City Commission in Summer or early Fall of FY2018.
The City is confident that the rewrite of the Land Development Code and
the update to the Comprehensive Plan will 1) Remove regulatory
barriers to redevelopment 21 Update zoning districts and uses to reflect
today's reuse potential 3) Improve development quality standards m
general; and 4) Streamline the development review process.
Transportation Characteristics
The City of Tamarac is located at the center of South Florida's primary
interstate highway networks — east of the Sawgrass Parkway, west of I-
95 and with direct access to the Florida Turnpike from Commercial
Boulevard Tamarac's interior arterial roadways report traffic counts of
50 000+vehicles per day (typically the minimum threshold for attracting
national chain retailers) Tamarac also benefits from proximity to the
Fort Lauderdale Executive Airport and Free Trade Zone, Fort Lauderdale -
Hollywood International Airport Fort Lauderdale's Port Everglades, and
the Port of Miami.'
While Tamarac is still growing it is also a maturing urban community.
The amount of vacant land available to further develop the tax base is
decreasing and traffic on the cites roadways which largely originates in
other places is increasing However, these challenging trends also
provide opportunities for enhanced redevelopment of older commercial
areas and for the development of a comprehensive public
transportation sVstem connected to regional investments in mobility
(e.g., Broward Mobility Plan and Broward MPO Complete Streets
programs).
Pedestrian mobility continues to be a targeted priority of the City of
Tamarac The City promotes opportunities to connect redevelopment
activity to improvements in pedestrian ways and existing or planned
' FTZ No. 241 City of Fort Lauderdale Executive Airport (FXE).
http://www.broward.org/Econ Dev/Doi ngBusin ess/Pages/SpecialZones. aspx#foreig
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
alternative public transportation modes including bicycle and transit.
The City actively coordinates transportation planning activities with land
use decisions to ensure that the regional roadway network levels of
service standards are met.
The Broward Metropolitan Planning Organization (MPO)'s Mobility
program serves as the implementation arm of the Complete Streets
Initiative and focuses on implementing projects and improvements that
provide additional transportation options other than the automobile.
Proiects under this program include bicycle and pedestrian facilities that
seek to complement the goals and vision of the Broward MPO's
Complete Streets initiative Additionally, these projects fill vital gaps in
Broward's bicycle and pedestrian network and facilitate street designs
that are walkable and bicycle friendly neighborhoods and communities
which are conducive for transit use thereby creating livable
communities.
ommunities The Broward MPO continues to fund new improvements
under the Mobility Program on an annual basis The City of Tamarac has
an opportunity to actively engage the MPO in future regional mobility
investments better connecting Tamarac to the regional public transit
network while addressing congestion on some of the Cites major
roadways.
The following figures provide a visual snapshot of the City of Tamarac's
transportation volumes and regional transit linkages.
Page IA1 - 7
Figure 1: City of Tamarac Traffic Counts. 2017 (Source- ESRn
lw
Mb
.. w db ._. �.
�!�
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a
o-° Ply
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
b
79,700
a.00fi '35,066
50,500
3s.96o
n,ofio
msofi
50,965 f6,500
a,s0o
eu,afi0
6 i,500 08,OQ7 77,400
25,300
w c .�50,902
c m
25,000
32,50D
M360
19,900
21,000 20,000 45,000
8a,200 50,000 /6,�
�27,06D M,500 59,000 55,000
M,O60 V,500 17200
18
52,000
15,500
�000 3D,000 AQOW 53,000
60,500 551,500 70,
2s.500
35,000 64300 20.000
--'2,800 42,W0 56000
-J
Tan
Solrha =
Uere a s
City of Tamarac Department of Community Development
Average Dairy it m. volume
t. UP to 6,000 vehicles Per day
♦Q001 . 15,000
A 15,001. 30,000
♦30,001 . 50.000
A50,001 . 100,000
AN- than 100,000 per day
-r
100,200
88.400
1D,800
43,060
39,5M
00 J
53,000
29,500
a2,soo sa,5ao ss,w0
i
(si)
I EFO
1
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Figure 2� Broward County Mobility Projects (2016-2021)
Legend
Project Phase
Phase i
Phase 2
a�a Phase 3
saw P1,.a9e 4
Other
Existing Bike Fadhtty
The Uh an Boundary
City of Tamarac
•
City of Tamarac Department of Community Development
is
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Page lA1 - 9
Market Constraints
• Undesirable retail uses Underutilized Applebee's Plaza is struggling
with 50% vacancy rate due to site configuration and lack of
competitive retail tenant mix
• Redevelopment of the maiority of Tamarac's disinvested retail
commercial centers is challenged by small parcel ownership
Patterns (e.g., Denny's site is a separate parcel and assemblage of
the entire retail center is viewed as long-term challenge)
• Fragmented property ownership (Example: Pine Island and McNab
Road
■ Relatively lower median household incomes as compared to
Broward County due to a predominance of retired residents living
on fixed incomes (social security pensions other retirement
income) equates to constrained discretionary spending for
retail/dining/entertainment uses
■ Tamarac's working-class population continues to experience wage
stagnation consistent with income inequality trends nationwide
■ Public school performance is not competitive for upscale family
homebuver: while the City of Tamarac has little direct control over
the school district, the City's elected officials are working as change
agents to improve school performance through new programs in
collaborating with the Broward County School Board
■ City is attracting mostly working force families with limited spending
power
• Even in disinvested commercial centers with high vacancies
prevailing rents and land values are too high to support the financial
feasibility of property acquisition and redevelopment into higher
density or alternative uses
■ Lack of a champion for redevelopment for Medical Corridor
■ "I don't go to Tamarac because that's for old people"
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
■ Proximity of "intentional" higher quality adjacent retail (Coral
Springs, Sawgrass Mills Sunrise Coconut Creek Promenade
Plantation, Fort Lauderdale)
• Disinvested housing stock and retail - HOA matching grant
Positive Market Indicators
■ Woodmont Project: Pulte 152 Units at $400-$SOOK
• Central Parc, Manor Parc Hidden Trails Proiects• 696 Units at $290
400K
■ New Clubhouse and Hotel at Colony West Golf Course
■ Tamarac Village — 401 Units and commercial with opportunity to
become good gathering place through programming at
Amphitheatre: eating at outdoor space
• Millennials choosing proximity of home work and leisure within
Public transit distance
■ Park and recreation system public arts highest caliber of city staff,
city leadership and municipal management
• Long-term strategic planning related to city financing AA Moody's
Rating
■ Stable tax millage rate (8 years)
■ Property appreciation - values increased 8%-9% (2016 2017); good
for resales, equity in homes
■ 11'^ safest city in Florida (crime stats)
• Firefighter & Paramedics Tier 1 (elite); outstanding Law
Enforcement - emergency services
■ Competitive critical mass of affordable starter housing stock (2 BR/2
BA - $185K)
• Expand Land Bank Program: Opportunitvfor City to buy land
• Own Colony West - Leverage Hotel and Clubhouse to drive
maximum ancillary commercial/residential redevelopment
City of Tamarac Department of Community Development Page JA1 -10
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• High quality of life (despite relatively lower median household
incomes
• Redevelop Prospect Bend - large parcel of prime industrial space
adjacent to airport
• Commerce Park 2.3%- Light Industrial
■ City is proactive redevelopment partner for Tamarac and Colony
West (land infrastructure and cash)
■ Planning zoning entitlements process Excellent access - proximity
to everything else; Tamarac is central
■ 5t' busiest Library in the State of Florida - eligible for Arts Grants
• Successful Public Arts Program
• Taste of Tamarac
Target Opportunities
■ Act as joint development partner through land banking or other
incentives tools to spur redevelopment activity and spur economic
growth
■ Tamarac is challenged by a substantial amount of vacant retail space
and redevelopment and reuse is necessary to diversify and expand
the tax base
■ Targeting better gualitV retailers
• Retail spending leakage from residents spending outside the market
■ Retail spending leakage from missed capture from drive -through
traffic
■ Use large sites for optimal commercial advantage
• Improve school performance through partnership with the School
Board of Br ward County.
• Create School Readiness Advisory Council - nutrition and parental
involvement
• Expand industrial base (Example create a second Commerce Park)
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
■ Adopt a Formal Land Bank Policy
• Medical Corridor Anchored by Hospital with ancillary
retail/commercial development;
■ Enhance regional economic development partnerships (e.g.,
Broward Alliance Workforce One Tamarac Chamber of Commerce)
■ Enhance City's proactive friendly business climate (planning,
zoning, entitlements) with New Business Expositions (monthly,
quarterly) dedicated permitting coach.
• Adopt Density Bonus Policy to Fund Economic Development
Initiatives
• Promote the Tamarac Farmer's Market as a backbone for Healthy
Living / Hospital District / Building Health & Wellness Community
• Attract more and higher quality restaurants and gathering places
(e.g., Irish Bar Metro Diner Cheddars Trader Joe's, Sports Bar,
Bonefish dog friendly outside dining destinations)
■ Promote the redevelopment of existing disinvested commercial
centers with a target to create at least one central community
anchor providing competitive community gathering places with high
quality public art
■ Adopt formal development guidelines to create more community
spaces
■ Actively advocate to improve the City of Tamarac's public transit
connections to attract Millennials
• Expand bike path usage through marketing/programming
■ Achieve target residential population 60,000 to 75,000 residents to
further support retail redevelopment.
• Expand City resources to fully implement Economic Development
Plan (hire City of Tamarac Economic Development Manager in FY
2018-2019
Page IA1 - 11
■ Attract new rental housing development at a variety of price points
(pent-up demand at 97% occupancy) - but depends on location and
quality)
• Leverage opportunity for ethnic/authentic culinary arts/food
incubator
■ Launch "Tamarac Talks" - build on literacy Wolf Blitzerat the Library
Existing Economic Development Incentives
The City of Tamarac's current development incentives are structured to
attract more commercial and retail development while concurrently
supporting existing struggling businesses Following is a summary profile
of existing City of Tamarac Development Incentives
Qualified Target Industry Tax Refund (QTI)
The Qualified Target Industry Tax Refund incentive is available for
companies that create high wage jobs in targeted high value-added
industries. This incentive includes refunds on corporate income sales
ad valorem, intangible personal property, insurance premium, and
certain other taxes. Pre -approved applicants who create jobs in Florida
receive tax refunds of $3 000 per net for each new Florida full-time
equivalent iob created; $6 000 in an Enterprise Zone or rural county. For
businesses paving 150 percent of the average annual wage add $1000
Per job; for businesses paving 200 percent of the average annual salary,
add $2,000 per job. The local community where the company locates
contributes 20 percent of the total tax refund There is a cap of $5 million
per single qualified applicant in all vears and no more than 25 percent
of the total refund approved may be taken in any single fiscal year. New
or expanding businesses in selected targeted industries or corporate
headquarters are eligible.
Qualified Defense and Space Contractor Tax Refund (QDSC)
Florida is committed to preserving and growing its high technology
employment base by giving Florida defense homeland security, and
space business contractors a competitive edge in consolidating contracts
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
or subcontracts, acquiring new contracts or converting contracts to
commercial production. Pre -approved applicants creating or retaining
jobs in Florida may receive tax refunds of $3 000 per net new Florida full-
time equivalent lob created or retained; $6 000 in an Enterprise Zone or
rural county. For businesses paving 150 percent of the average annual
wage, add $1 000 per job, for businesses paving 200 percent of the
average annual salary, add $2 000 per iob
Capital Investment Tax Credit (CITC)
The Capital Investment Tax Credit is used to attract and grow capital
intensive industries in Florida. It is an annual credit provided for up to
twenty Years, against the corporate income tax Eligible projects are
those in designated high -impact portions of the following sectors- clean
energy, biomedical technology, financial services information
technology, silicon technology, transportation equipment
manufacturing or be a corporate headquarters facility. Projects must
also create a minimum of 100 Jobs and invest at least $25 million in
eligible capital costs. Eligible capital costs include all expenses incurred
in the acquisition, construction, installation, and equipping of a project
from the beginning of construction to the commencement of
operations. The level of investment and the project's Florida corporate
income tax liability for the 20-years following commencement of
operations determines the amount of the annual credit
High Impact Performance Investment Grant (HIP[)
The High Impact Performance Incentive is a negotiated grant used to
attract and grow maior high impact facilities in Florida Grants are
provided to pre -approved applicants in certain high impact sectors
designated by the Florida Department of Economic Opportunity (DLO)
In order to participate in the program the Proiect must• operate within
designated high -impact portions of the following sectors clean energy,
corporate headquarters financial services life sciences
semiconductors, and transportation equipment manufacturing; create
at least 50 new full-time equivalent iobs (if a R&D facility, create at least
25 new full-time equivalent iobs) in Florida in a three-year Period, and
City of Tamarac Department of Community Development Page (A1 -12
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make a cumulative investment in the state of at least $50 million (if a
R&D facility, make a cumulative investment of at least $25 million) in a
three-year period Once recommended by Enterprise Florida, Inc. (EFI)
and approved by DEO the high impact business is awarded 50 percent
of the eligible grant upon commencement of operations and the balance
of the awarded grant once full employment and capital investment goals
are met.
Quick Response Training Incentives (QRT)
Quick Response Training is a customer -driven training program designed
to assist new value-added businesses and provide existing Florida
businesses the necessary training for expansion. A local training
provider —community college area technical center or university —is
available to assist with application and program development or
delivery. If the company has a training program a state training provider
will manage the training program and serve as the fiscal agent for the
grant funds.
Incumbent Worker Training (IWT) Program
This program is funded by the Federal Workforce Investment Act and is
administered by Workforce Florida Inc This program provides a grant
to train currently employed workers with the goal of keeping the
company's employees competitive by providingthem with new skills and
retaining existing businesses Training services can be provided through
community colleges state universities vocational -technical centers,
consultants or trainers from the business.
Foreign Trade Zone (FTZ)
FTZ is a designatedithin the United States, in or near a U.S.
Customs port of entry where foreign and domestic merchandise is
considered to be outside of U.S. Customs territory. Customs duties on
products admitted through the zone can be deferred, reduced or
eliminated Becoming an FTZ company can improve a business' bottom
line.
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Economic_ Development Transportation Fund (Road Fund
The Economic Development Transportation Fund (Road Fund) is
intended to solve transportation problems as an inducement for an
eligible company's expansion retention/location decision. The award
amount is based on the number of new and retained iobs and the eligible
transportation proiect costs up to $3 million. The award is made to the
local government on behalf of a specific business for public
transportation improvements.
As part of the Economic Development SWOT Workshops to be
conducted as part of the grant requirements the efficacy of these
incentives will be evaluated to determine if further refinements to
regulations or guidelines are needed to expand the use and impact of
these programs.
Page IA1 - 13
Demographic & Economic Overview
The Data & Analysis Report includes the collection of housing
demographic, transportation real estate employment retail
educational, and socio-economic data to analyze its impact on current
and future market performance.
The following demographic and economic overview provides
preliminary data regarding trends and projections in the Tamarac
submarket.
The demographic and economic analysis will be further expanded
throughout the preparation of the Economic Development Element to
incorporate primary market research from the upcoming SWOT
Workshop and ongoing stakeholder interviews with real estate
developers brokers property owners and operators
Table is Population ,,& Hous hold •r wth Trends 2017-2022
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Population
Tamarac is not only growing but attracting higher value new housing
construction. Population is forecast to grow by 5,900 to 69,230
residents
Household Income
One of the most positive economic indicators supporting the City of
Tamarac's focus on retail revitalization is the proiected growth in
households, household income and new residential development target
sales prices (S350,000 to $650 000 per unit) by 2022•
■ Average household incomes are forecast to experience an 18%
increase (+$7,815) to $64 838
■ The proportion of households with income greater than $60 000 is
projected to increase by 22% to 47% of all households
Population
60,427
65,389
69,230
3,841
Households
28,415
30,177
31,726
1,549
Average Household Income
N/A
$57,023
$64,838
7 815
Median Household Income
N/A
$42,373
$47,594
5 221
Source: ESRI Business Analyst; U.S. census Bureau; Willdan 2018
City of Tamarac Department of Community Development Page IA1 - 14
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Figure 3 City of Tamarac Households Income and Projected Retail Spending. Power
Households 254,951 268,959 14,008
Average Household Income $69,191 $78,008 $8,817
Total Household Income ($Billions) $1.76 $2.10
Disposable Income 22.0% 22.0%
Retail Spending Power ($Millions) $388.09 $461.58 $73.49
1 US Consumer Expenditure Survey 2016 reports 22% of average household income spent on retail, dining and
entertainment expenditures.
Source ESRI Business Analyst US Consumer Expenditure Survey; Willdan, 2018
Retail Spending Power - 20-Minute Drive Time
The City of Tamarac is located within a highly competitive retail submarket with nearly 6,000,000 square
feet of existing retail space within a 20-minute drive time. Concurrently, existing conditions of retail
located within Tamarac are challenged by with high vacancy rates and marginal tenant mix.
However, household and income growth projections supportthe demand for more and higher quality retail
redevelopment over the next five years. Within the 20-minute drive -time retail submarket, households
are expected to grow by 8,817 units to a total population of 268,959 persons. Concurrently, average
household incomes are projected to grow by $8,817 by 2022, generating net new retail spending power of
approximately $74 million.
Assuming investment -grade retail sales productivity rates for new construction of $400 per square foot,
this net new retail spending power could be expected to support approximately 175,000 square feet of
new development — or, alternatively— reuse and redevelopment of existing disinvested retail space within
the Tamarac submarket. The key to attracting this retail spending to the City of Tamara will be to
aggressively focus City resources on building strong and productive business relationships with property
owners, manager, and real estate developers in the regional through innovative public -private partnerships
focused on urban infill redevelopment.
City of Tamarac Department of Community Development
The City of Tamarac is
projected to grow by
1,549 households to
69,230 residents over
the next five years.
Median household
incomes are also
projected to grow by
$7, 815 to $64,838
by 2022.
This positive
household and
income growth will
generate stronger
demand for retail,
dining, and
entertainment uses in
the City of Tamarac.
Page JAI -15
Housing Units by Value and Tenure
Table 2City of Tamarac Housing Units by Tenure 2010 2022 &Net Change
Total Housing Units 32,794 34,289 35,633
Housing Units - Owner Occupied 22,154 22,187 23,094
Housing Units - Renter Occupied 6,261 7,990 8,632
Total Vacant Housing Units 4,379 4,112 3,907
Figure 4• City of Tamarac Housing Units by Value 2017 2022 & Net Change
5,000
4,000
3,000
D 2,000
'z;; 1,000 -_� ..._. ..
0 0
# -1,000 t-`��?�'>r�'vo- o-
4111 �ti�o� �oo� �aoo�
-z,000
-3,000
102017 ■ 2022 a Net Change (2010-2022)
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
......................................................................................................
Housing units are projected to
grow by 1,549 dwellings with a
2,839
shift to relatively higher value
940
housing units through a
2,371
combination of real property
472
appreciation and the
construction of new, higher
value stock
Housing valued $200K or
higher is increasing and units
s valued between $50,000 and
$199,000 is forecast to
decrease
The segment with the greatest
projected net change over the
next five years are units valued
$300,000 to $399,000 (1,798
units)
Housing occupancy is
projected to increase by 1.5%
to 93% of total housing units
with a net decrease of 472
vacant housing units
Page lA1 - 16
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Age Segmentation
Tamarac is getting younger as a city. Over the past 16 years:
• Median age decreased from 67 to 48
■ Percentage of retirees (65+) has decreased from 38% to 26%
■ Percentage of working age (20-64) residents has increased from 47
% to 55%
• Percentage of children (0-19) has grown from 15%to 19%
F City Tamarac & Broward County Age Segmentation 2017
36.00%
14.00%
1L00%
10.00%
BAD%
6.00%
4.00%
i00%
0.00%
Od 5.9 101a 15.24 2134 3SM 4S54 55r64 6S74 ]5.8a B5+
■ City of Tamarac • Broward County
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Race Trends
The City of Tamarac is growing more culturally diverse:
• Percentage of residents identifying as white alone has decreased
from 82% to 65%
■ Percentage of residents identifying as Black/African American alone
has grown from 11% to 28%
■ The largest growth projected within Hispanic population (+3 000, to
21,479 residents or 28% of the total population)
■ Tamarac will remain a diverse and vibrant community
Fgure 6 City of Tamarac Demographic Trends - Net Change in Race 2010-
inre
45,000 .. ..... .. _. _.
40,000
35,000
30,000
-
. _...
N 25,000
u
0 20,000
.,.. ..
15,000
10,000
-
5,000
_.
....
.. _.
-
ago
White Black American Asian Pacific Some
Twoor Hispanic
Alone Alone Indian Alone Islander Other
More Origin
Alone Alone Race
Paces
Alone
■ 2010 ■ 2017 ■ 2022
Source: ESRI Business Analyst; Willdan• 2017
Page lAII-17
Retail Spending Characteristics - Psychographic
Profile
To further explore the potential market demand for more and better
retail, dining and entertainment uses in the City of Tamarac a
Psychographic profile of Tamarac residents was acquired from ESRI
Business Analyst a software tool for mapping of demographic and
economic data related to real estate and economic development
Planning. ESRI collects and analyzes current Census and other data to
Provide custom data related to markets customers competitors and
business patterns for market planning and site selection
Tapestry segmentation provides an accurate detailed description of
America's neighborhoods at the block group level U.S. residential areas
are divided into 67 distinctive segments based on their socioeconomic
and demographic composition (psych ographics)
Psvchographics can be defined as a quantitative methodology used to
describe consumers based on psychological demograDhic and
socioeconomic attributes. Psychographics has been applied to the study
of personality, values opinions attitudes interests and lifestyles —
especially as they relate to consumer expenditure behaviors and
Preferences.
The 67 distinct markets reported by ESRI Business Analyst Tapestry detail
the diversity of the American population within a specific community.
Grouping the segments can simplify these differences by summarizing
markets that share similar traits
The following Table 1 provides a summary snapshot of the City of
Tamarac's too 10 ESRI Tapestry Segments along with the corresponding
number of residents (and the number of residents as a percentage of
total Tamarac residents.
The following pages provide a summary snapshot of key socioeconomic
traits and spending behaviors for each segment
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Detailed Profiles for each segment are also available at
https://doc.a rcgis-com/en/esri-demographics/data/ta pestry
segmentation.htmi.
Table 3 Ciri of Tamarac Population by ESRI Tapestry Segment. 2017
1 Retirement Communities (9E)
28.7%
18,767
18,767
2 The Elders (9C)
15.1%
9,874
28,640
3 American Dreamers (7C)
14.9%
9,743
38,383
4 Golden Years (9B)
8.7%
5,689
44,072
5 Old and Newcomers (8F)
7.1%
4,643
48,715
6 Midlife Constant (5E)
6.3%
4,120
52,834
7 Rustbelt Traditions(5 D)
3.6%
2,354
55,188
8 Middleburg (4C)
3.2%
2,092
57,281
9 Traditional Living (128)
2.9%
1,896
59,177
10 Front Porches (8El
') �w_
, —
1 1
Source: ESRI Business Analyst wil Id-, 2018
City of Tamarac Department of Community Development Page IA1 -18
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Retirement Communities
■ Income & net worth below national average
• Residents enjoy going to the theater, golfing. & taking vacations
• More than 50% multifamily unit renters
■ Many prefer dining out
■ Brand loyal will spend more for favorite brands
• Frugal spenders who use coupons/points/promotions
■ Health conscious prefer name brand drugs spend on personal care
products
Femur 7 Retirement Communities 5ocloeconomic Traits
# of Tamarac Residents: 18,767
% of Tamarac Residents: 28.7%
Average Household Size: 1.86
Median Age: 52
Median Household Income: $35,000
............................................................................................
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
The Elders
■ Labor force participation low: 21.3%
• Primarily retired semi -retired, self-employed
• Majority of wages from Social Security, retirement investments
■ Frugal spenders but willing to spend on quality
■ Use coupons and buy American/ environmentally safe products
■ Use cell phones primarily for making/receiving calls
Figure 8: The Elders
Page IA1 - 19
American Dreamers
• College Degree: 16%
• High School Diploma/Some College, 63%
• Unemployment relatively high: 10 7%= Index 124
• Labor force participation relatively high: 67%
■ Majority of income from wages/salaries
• Relatively higher Poverty rate: Poverty Index = 126
■ Frugal spenders focused on necessities quick service dining family
outings
■ Captivated by new technology (smartphones)
• Connected to internet for socializing and convenience
Figure 9: American Dreamers Socioeconomic Traits
........................ ..................... ............... — ..................... 1
# of Tamarac Residents: 9,743
% of Tamarac Residents: 14.9%
Average Household Size: 3.16
Median Age: 31.8
€ Median Household Income: $48,000
............................................................................................••.
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Golden Years
■ Independent, active seniors soon to retire/retired
• Well educated: College/Graduate Degree: 46%
■ Labor force Participation relatively high: 67%
• Primarily single households/empty nesters: 40%
■ Eniovs healthy leisure time (tennis golf, boating and fishing
walking, hiking
• Active social lives include travel especially abroad plus going to
concerts and museums
Figure 10 Golden Years
# of Tamarac. Residents: 5,689
% of Tamarac Residents: 8.7%
Average Household Size: 2.01
Median Age: 51.0
Median Household Income: $61,000
Page IA1 - 20
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Old and New Comers Retirement Communities
Unemployment relatively low: 7.8%= Index 91
Labor force participation rate = 62.6%
■ 30% of households are currently receiving Social Security.
• Some college/college degree = 61% (Index 99)
• Still enrolled in college =10% (Index 1261
• 54% renter occupied, avg rent = $800 (Index 88)
■ Consumers are price aware and coupon clippers but open to
impulse buys
■ Food features convenience, frozen and fast food
lure 11Old and New Comers Socioeconomic Traits
# of Tamarac Residents: 4,643
% of Tamarac Residents: 7.1%
Average Household Size: 2.11
Median Age: 38.5
Median Household Income: $39,000
:............................................................................................
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Education and Employment Characteristics
The following Figure 12provides a summary snapshot of current
education and employment characteristics in the City of Tamarac (2017).
The City of Tamarac is relatively less educated when compared to the
Broward County and the United States Approximately 31%of residents
are high school graduates 30% have some college and 30% hold a
Bachelor's or Graduate/Professional Degree.
In comparison Broward County as a whole reports approximately 27%
of residents are high school graduates 20% have some college, and
42 6% hold a Bachelor's or Graduate/Professional Degree.
The majority of employment located in the City of Tamarac is white collar
in nature (64%) with 17% blue collar sectors and 18% in the service
sector.
The current unemployment rate is 6 2% down from the ten-year peak
of nearly 12% in 2010.
FFpurr 12: r•ity of Tamarac Ungmull_oyment
Source: CivicDashboards.com: Willdan, 2018
Page IA1 - 21
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Figure 13: City of Tamarac Demographic 5napshot 2017
- -- ----- - ---- -------
KEY FACTS
.................................. .....................
--- --- ---" .......
. . ..........................
- -- - ------------ - - ------- -- - -------- I ------
EDUCATION
.......
65,389
Population
0
.................. ........................•..........................................
0
Melh%. Age
$42,373
No s.School High 30%
Diploma
31% Smccollcge
30%
Average
Household Sm.
Mad!- Household
Income
High $6-1
Graduate
Degree
BUSINESS
................................. .......... .......
.................
--------------- - --------
t EMPLOYMENT
..............
.............. — ............. .................. — ..............
Ab 4A Ab #A 46 64%
White Collar
...... ..............
1,911
18,011
Total businesses
Total Fnipby—
IL IL 18%
-t
UnemploymentRmc
se"i—
INCOME
j Households By Income
.............. ............. .................... ...............•.............
.....•.
Th:1-19�9..P:SSO,000 574,999(19.5%)
Th 9,..p: V00000. (i A%)
Inds b. %6b. Dill —it
$42,373 $26,363
Wd— H.U."buld Pet Capita hicunte
Income
.......... ................. ---------
City of Tamarac Department of Community Development
$109,192
Wdicin Net W. it.
415.000
12.4%
'12%
$15,000424,9W
M5%
+4 .1%
S25,000 - $34,9"
N
S3 -$4919"
73%
13"A%
'9
4
15�,000-SZ,4,999
:-
I -
17�wa - S99,999
112%
.0,7'4
S100.000 $149,"9
1,9,:1
S200.000,
83%
A'SIA
Zl%
IA%
-3.4%
41
Ban ahov deviatia, Loin
U—d C—ly
Page JAI - 22
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Employment by Industry& Employed Population by
Indust
There are 1,911 businesses and 18,011 employees located in the city of
Tamarac Based on an employee to resident ratio of XX. Tamarac is
characterized as a bedroom community with the maiority of city
revenues generated residential over commercial sales and
property tax generating sources.
The following figure provides a summary snapshot of the City of
Tamarac's current business segmentation by industry.
The maiority of businesses are associated with retail trade, health care
and social assistance professional/scientific/technical services, other
services and real estate/rental/leasing services.
Figure 14 City of Tamarac Business Segmentation INumber of Businesses by
Industry, 2017)
Management of Companes&Enterprises I
Unifies I
Educadanal Send- gas
'.. Arts, Entertainment&Recreation
public Admnistratlon
Transportation &Warehousing
Manufacom,%
infamation
WholesaleTrade
Undassified Estabinhments
Acmmmodativn&Food Services
constmctian
Waste Mngt& Remedation Services
finance &Insurance
Heal Estate, Rental & leasing
Other Ser—s (e#ept Pubic Admmistranon)
Professional, Soent'dic&Tech SerNces
Health Care & Social Assistance
Rated Trade
0 so 100 M 200 250
Nvmber of Businesses
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
The following Figure 15 provides a summary of City of Tamarac
employed population by industry. Similar to Tamarac's business
segmentation characteristics the maiority of employment resides in the
healthcare and social assistance retail trade waste management and
remediation services accommodation and food services and other
services.
Figure 15 City of Tamarac EmnlQyed Population by Industry
Management of Companies & Enterprises
Utilities -.
Unclassified Establishments I
Transportation & Warehousing
Wholesale Trade
Manufacturing
Arts, Ente rtairenent & Recreation
Construction
Information
Educational Services
finance & Insurance
Public Administration
Real Estate, Rental & teasing
Professional, 5ciemific&Tech Services
Other Se"ms (except Public Administration)
Accommodation & Food 5e11ces
Waste Mngt & itemediation Services
Retail Trade
Health Care& 5oc1a1 Assistance
0 500 1,000 1,500 2,000 2,500 3,000 3500
■ Number of Employees
Page IAt - 23
Growing Industry Sectors
According to Broward.Org and the Broward County Economic and Small
Business Development program the Broward County Board of County
Commissioners_ has identified 10 sectors as its primary focus for
attraction, relocation and expansion efforts
These industries were selected based on multiple factors including
existing businesses, workforce availability, environmental concerns and
industry trends.
Broward County's industry targets are summarized in the following
overview. These sectors should be considered as potential targets for
the City of Tamarac in future business expansion and recruitment
efforts, especially if evaluating tactics to expand the City of Tamarac's
robust industrial base.
A vital component of the state's economic engine this industry includes
nearly 18,000 manufacturers who employ over 311000 statewide
according to Enterprise Florida. Broward County is uniquely positioned
to provide excellent opportunities for success to local manufacturers
Alternative Energy and. Renewable Resources
Solar energy and developing alternative energy sources is an
international thrust. Broward County is a major advocate of green
initiatives and technologies to preserve natural resources while
Powering our lives.
Aviation Z Aerospace
The aviation industry is well established in Broward County. With
existing aerospace firms and world class facilities like the Greater Fort
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Lauderdale -Hollywood International Airport the regional infrastructure
to support growth in this industry is secure
Global
According to Enterprise Florida nearly 90%of the state's gross economic
output is generated by over 122,000 financial and professional services
companies. South Florida is home to many regional banking and finance
institutions.
�Global Media and Production
With Broward County's wide range of cultural diversity, this focus area
is devoted to a universal application of information and entertainment
media. Included in this sector are local production offices and sound
stages, software design firms and digital media providers
OperationsHeadquartersanO Management
Establishing corporate headquarters in Florida is vital to the state's
economy. With an estimated 150 corporate headquarters Broward
County serves as the epicenter of South Florida the largest metropolitan
region in southeastern United States
Human Resources and Higher Education M
This focus area is centered around entities that educate train and
prepare the workforce Home to the sixth largest and largest fully
accredited K-12 and adult school system in the country, Broward County
also hosts several institutions of higher learning including Nova
Southeastern University and Broward College
City of Tamarac Department of Community Development Page IA1 - 24
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According to Enterprise Florida nearly 90%ofthe state's gross economic
output is generated by over 122,000 financial and professional services
companies South Florida is home to many regional banking and finance
institutions.
Loi4istics
Combining several areas such as warehousing distribution and
transportation this focus area provides support for the export and
import of goods and services Businesses based in Broward County enjoy
the benefits of both Port Everglades and Fort Lauderdale -Hollywood
International Airport as well as close connections with the Caribbean
basin and Latin America.
South Florida is a stronghold of the life sciences industry and Broward
County has a solid base which includes medical device, pharmaceuticals
and medical supply firms.
Marine Industries_ m�
This sector is comprised of all the businesses that support recreational
boating and the yachting lifestyle With the Greater Fort Lauderdale area
having ear earned the moniker "Yachting Capital of the World." Broward
County eniovs a robust marine industry.
City of Tamarac Department of Community Development
0
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Real Estate Market Overview
The following preliminary real estate market overview provides a
summary snapshot of current real estate conditions and trends. The real
estate market analysis will continue to be expanded and refined based
on pending stakeholder interviews with real estate brokers and
developers in the Fort Lauderdale/Miami regional market.
Residential
The existing inventory of homes in Tamarac has a median home value of
$168 000 Tamarac home values have increased by 9.9% over the past
year (2016 to 2017).
The median list price per square foot in Tamarac is $136, which is lower
than the Miami -Fort Lauderdale Metro average of $218.
The median price of homes currently listed in Tamarac is $174,900 while
the median price of homes that sold is $183,200.
The East End of Tamarac has experienced significant new home
construction with homes valued from $350 000 to more than $650,000
in the construction pipeline (proposed planned or under construction).
According to Zillow, the median residential rent price in Tamarac is
$1400 per unit which is lower than the Miami -Fort Lauderdale Metro
median of $2 000 Based on input from area real estate developers and
brokers the Tamarac submarket shows evidence of pent up demand
based on prevailing very low occupancy rates and continued price
pressures upwards on rental product.
Office
According to CBRE the City of Tamarac is located in the Coral
Springs/Sunrise office submarket Overall office space is in demand in
the Broward metro As of Q3 2017 lease rates continue to rise as
demand outpaces supply. In the submarket overall office vacancy rates
for Class A-B-C is 5 7% with rents ranging from $12.00 to $48.00
suggesting a level of pent-up demand for office uses.
Page IA1 - 25
According to the University of Florida Consumer Sentiment Index (CSI)
September 2017 release Floridians are optimistic regarding the
expectations of U.S. economic conditions over the next five years
Although the short-term expectations for the month of September
slightly decreased and caused the overall CSI to take a slight dip the
long-term expectations create a positive outlook for the future of the
market.
At the close of the third quarter, the growth of key indicators in the
Broward County office market prove the county is currently in a healthy
state and will remain that way. Fallingvacancy rates strong employment
figures, and steady leasing and investment sale activity are anticipated
to continue to bolster the Broward County office market Overall
Broward will continue to be an attractive market as steady growth in
employment creates demand for office space Tamarac has the
opportunity to capture this office demand through innovative business
incubation partnerships with regional owner/operators seeking to
expand in a relatively lower cost submarket through
reuse/redevelopment of existing space
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Figure 16 CBRE Office, Industrial & Retail
Submarkets in Broward County
City of Tamarac Department of Community Development Page JAI - 26
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Table 4 Broward Countv Office Market Trends
Commercial 1,904,497 28.1 29.8 (141,904) (130,bU8)
Cypress Creek 4,091,962 11.5 12.6 36,720 143,255 - 16.33
Deerfield Beach 924,224 8.0 8.4 5,997 14,921 87,068 16.74
nnwntown/CBD 5,146,578 11.9 12.1 42,895 46,628 - 27.16
Ft. Lauderdale
2,668,224
11.7
11.7
48,032
79,556
-
17.19
Hollywood
2,250,225
6.4
7.4
13,284
3,227
40,000
23.10
Northwest Broward
1,295,746
16.4
16.5
33,266
67,117
-
18.18
Plantation
3,893,103
8.8
10.6
31,047
7,096
19.27
Pompano Beach
732,536
18.7
18.7
24,457
38,797
18.77
Sawgrass
2,482,597
5.1
6.4
468
93,562
20.22
Southwest Broward
3,071,006
7.6
8.0
86,785
106,725
-
21.70
Total Suburban
23,314,120
11.1
12.0
76,058
409,456
127,068
18.27
Total Broward
28,460,698
11.2
12.0
118,953
456,084
127,068
20.11
Class A
13,865,385
10.4
11.0
63,835
258,022
-
22.90
Class B
11,270,390
11.6
12.9
49,927
201,870
127,068
16.10
Class C
3,324,923
13.5
13.5
5,191
(3,808)
0
16.79
DT High -Rise Buildin
3,663,327
13.9
14.1
(8,225)
39,624
0
27.53
DT Las Olas Building:
1,287,600
8.4
8.4
(18,391)
(6,136)
0
35.11
Source: CBRE; Willdan, 2017
City of Tamarac Department of Community Development
Prevailing office rents
of between $15 to $22
for suburban locations
do not support the cost
of new construction.
Vacancies in some
locations are high
(greater than 10%),
suggesting marginal,
disinvested conditions
that would benefit
from targeted
economic
development, urban
infill, and revitalization
initiatives.
Page lA1 - 27
Industrial
According to CBRE, Broward County continues to eniov robust industrial
activity. As of Q3 2017, total warehouse vacancy rate is 3 8% (trending
downward) while average lease rates Perscivare foot are $8 14 (trending
upward). A total of 807,000 square feet of new industrial space is under
construction.
In the West Sunrise submarket (comprising Tamarac) The average
asking sales price per square foot for industrial space is among the
highest in the Broward market at $135 per square foot
Limited future supply due to the lack of developable land competition
among tenants for well positioned properties with excellent distribution
route access, and positive economic factors such as iob and population
growth are expected to carry into continued demand in 2018 and
beyond.
Retail Supply and Demand — Gap Analysis
As discussed in the analysis of household growth and associated retail
spending power, the City of Tamarac is located within a highly
competitive retail submarket with nearly 6,000,000 square feet of
existing retail space within a 20-minute drive time (see following Figure
17). Concurrently, existing conditions of retail located within Tamarac
are challenged by with high vacancv rates and marginal tenant mix
According to CBRE, the City of Tamarac is located in the Coral
Springs/Sunrise retail submarket Despite marginal conditions and
relatively high vacancy rates in some centers average triple net retail
rents remain high at between $10 00 and $18 00 per square foot (triple
net). Broker interviews indicated that the intrinsic land values for retail
centers are too high to support property acquisition demolition and
redevelopment into uses will similar density as the existing stock To
4ustifv the cost of property acquisition and new construction would
require property assemblage strategies and relatively higher density and
higher value mixed -use product
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
ESRI Business Analyst data reported for the 20-minute drive time of
Tamarac further supports the perception of an over -supply of marginal
and disinvested retail.
(Supply (retail sales) estimates sales to consumers by establishments
Sales to businesses are excluded Demand (retail potential) estimates
the expected amount spent by consumers at retail establishments
Supply and demand estimates are in current dollars
The Leakage/Surplus Factor presents a snapshot of retail opportunity.
This is a measure of the relationship between supply and demand that
ranges from +100 (total leakage) to -100 (total surplus) A positive value
represents 'leakage' of retail opportunity outside the trade area A
negative value represents a surplus of retail sales a market where
customers are drawn in from outside the trade area. The Retail gap
represents the difference between Retail Potential and Retail Sales Esri
uses the North American Industry Classification System (NAICS) to
classify businesses by their primary type of economic activity. Retail
establishments are classified into 27 industry groups in the Retail Trade
sector, as well as four industry groups within the Food Services &
Drinking Establishments subsector.
According to ESRI. the Tamarac retail submarket indicates retail leakage
(supply less than demand) in the following categories:
• Lawn & Garden Equipment and Supply Stores
■ Food and Beverage Stores
■ Florists
■ Used Merchandise Stores
• Specialty Food Service and Drinking Places
These findings will continue to be refined through the Economic
Development SWOT Workshops and stakeholder research with real
estate owners, operators and developers to identify the retail uses with
the highest probability of success in the Tamarac submarket
City of Tamarac Department of Community Development Page IA1 - 28
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Fi�,ure.17: Citv_of Tamarac Retail Submarket _5hopoing Centers
Atlanb Crassinge _
303 6a0 GLA h1mgal
w.♦eafat L kewood Shoppin9Canus ib
.,-. 396607 GLA
_.. ... , ,North °>
Lauderdale t7 _
- Tamarac � x , •' �,n x ,n
Lauderdale
-
��____•_��
- -��
G OAS 0.9 '
•
Lauderhill
Mlles_—''.''w'"=
[
Gross Leasable Area 4 1
—y 6 "' • Less than 200,000 sq it ff
C�200,001-300,OD0 ; °$
:� 300,001 - 500,000 a-, .� s
() 500,001 - 800,000 :f r
t a " alk - a
Source: ESRI Business Analyst; Directory of Major Malls, Inc., Willdan, 2018
City of Tamarac Department of Community Development
Square Feet %
of Total
Property Name
coconut Creek Plaza
Location
Coconut Creek, FL
265,671
7.4%
Atlantic Crossings
Coral Springs, FL
303,680
8.5%
Coral Square
Coral Springs, FL
941,000
26.4%
Lauderdale Marketplace
Fort Lauderdale, FL
260,617
7.3%
Ft Lauderdale Plaza
Lauderhill, FL
181,576
5.1%
Lakewood Shopping Plaza
Margate, FL
396,607
11.1%
Cypress Lakes Town Center
North Lauderdale, FL
250,209
7.0%
Pembroke Lakes Mall
Pembroke Pines, FL
274,635
7.7%
Pine Plaza
Sunrise, FL
223,692
6.3%
Midway Plaza
Tamarac, FL
228,518
6.4%
Sunshine Plaza
Tamarac, FL
243,113
6.8%
Subtotal - Square Feet
3,569,318
100.0%
Regional Outlet Mall
Sawgrass Mills'
Sunrise, FL
2,400,000
Total Square Feet
5,969,318
'Sawgrass Mills is located 7.2 miles or a 15-minute drive from the City of Tamarac City Hall
and is therefore included in the retail trade area but is excluded from the Major Shopping
Centers map.
Source: ESRI Business Analyst; Willdan, 2018
Page IA1 - 29
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Development Constraints Matrix
The City of Tamarac prepared a Development Constraints Matrix containing an inventory of properties located within economically constrained areas
and provide specific policy recommendations to encourage economic stability and revitalization
Focus Area 1: Wal-Mart Neighborhood Market Plaza
_P_arcel Address/Folio Number
6921-7251 NW 88th Avenue / 494105010160
Parcel Size
679.434 SF (15.59 ACRES)
Land Use Designation
Commercial
Zoning Designation
R-3
Infrastructure Investment Needed
N/A; Capacity Available
Condition of Property
FAIR
Existing Tenant Vacancies
50% Vacant
Notes/Redevelopment Potential
Property would benefit from an upgraded facade and uniform signage program
Center may be overparked for retail use Site capacity (10+acres) provides optimal
Opportunity for higher density mixed -use infill development Candidate for
potential future Citv of Tamarac land bank
Figure 18: Wal-MartNeighborhood Market Plaza 6921-7251. NW 88m Avenue
City of Tamarac Department of Community Development Page IA1 - 30
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City of Tamarac Comprehensive Plan
Economic Development Element
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c A3. ¢hnnnnc At Tamarac
Parcel Address/Folio Number
8501 8601 W McNab Road / 494104220020
Parcel Size
154,789 SF (3.5 ACRES)
Land Use Designation
Commercial
Zoning Designation
B-1
Infrastructure Investment Needed
N/A- Capacity Available
Condition of Property
POOR
Existing Tenant Vacancies
950. Vacant
Notes/Redevelopment Potential
Candidate for substantive repositioning redevelopment and/or demolition for higher
density mixed -use development on a major corridor.
Source: City of Tamarac. Willdan, 2018
Figure 19Shoppes at Tamarac 8501-8601 W McNab Road
City of Tamarac Department of Community Development
Page JAI - 31
Focus Area 3: Highlander and Presidential Plaza
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Parcel Address/Folio Number
4699-4989 N. State Road 7 (4 Parcels: 494113010041 494113010046 494113010042
494113010047)
Parcel Size
147,095 SF (3.37 ACRES)
Land Use Designation
Commercial
Zoning Designation
B-1
Infrastructure Investment Needed
N/A; Available
Condition of Property
POOR
Existing Tenant Vacancies
Underutilized
Notes/Redevelopment Potential
Degraded appearance of properties Buildings originally designed as restaurant (IHOP) and
retail, now occupied by small congregation churches Parking lot surfaces and landscaping
are degraded. Site would benefit from partial assemblages commercial or mixed use
residential/retail/office development Excellent location on major arterial
Cni irr—City of T,—,, - %AnII.A-- �n�o
Figure 20 Highlander and Presidential Plaza
City of Tamarac Department of Community Development
Page IA1 - 32
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Fnrirc Aran 4, Tamarac Marketalace
Parcel Address/Folio Number
10000-10098 W McNab Road / 494107020010
Parcel Size
651,469 SF (14.9 ACRES)
Land Use Designation
Commercial
Zoning Designation
62 B3
Infrastructure Investment
N/A
Needed
Condition of Property
FAIR
Existing Tenant Vacancies
30% Vacant
Notes/Redevelopment
Potential
Exterior appearance of the shopping center is dated Although this plaza has a movie
theater, it is underutilized and does not serve as an anchor or generate spin-off
development Plaza has potential synergy with child -related uses including existing
K 5 charter school children's physical therapy, and daycare. Center also has a pizza
restaurant CVS and Krispy Kreme and Char -Hut Property would benefitfrom facade
and signage/canopy upgrades strategic landscaping and place making improvements
(i.e. outdoor dining area fountain) Site capacity (10+ acres) indicates enhanced
density, design and programming could attract patrons shop/dine and linger.
Source, ON of Tamarac. Willdan, 2018
Figure 21 Tamarac Marketplace 10000-10098 W MOab Road
City of Tamarac Department of Community Development
Page lA1 - 33
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Focus Area 5: Applebee's Plaza
Parcel Address/Folio Number
6005-6045 N University Drive/ 494109450010
Parcel Size
84,176 (1.5 ACRES)
Land Use Designation
Commercial
Zoning Designation
B-2
Infrastructure Investment Needed
N/A
Condition of Property
GOOD
Existing Tenant Vacancies
85% Vacant. Applebee's is only current tenant
Notes/Redevelopment Potential
Built in 2006, this center has poor configuration and access Sight lines and signage visibility
for retailers is very limited. Minor cosmetic exterior maintenance required (pressure
wash). Site has potential for substantial repositioning from retail to higher density medical
office village, education or other office uses May require additional adjacent property
assemblage to achieve density required for financial feasibility due to prevailing land
values.
Figure 22: Aoolebee's Plaza 6005-6045 N University Drive
City of Tamarac Department of Community Development Page lA1 - 34
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
Economic Development Opportunity Map
The following Figure 23 depicts areas of development where economic growth has been slow or stagnant.
Figure 23 City of Tamarac Economic Development 0 Dortuni y Mao
City of Tamarac Economic Development Opportunity Map
•
City of Tamarac Department of Community Development
0
Commercial R—I.pment Areas €--_:'7
Industrial Development Areas
Industrial Revelopment Amas ---
Page IA1 - 35
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
The following Figure 24 depicts the Cites targeted redevelopment (focus) areas and the Citv Commission District Mar).
Figure 24• City of Tamarac Development Map & City Commission District Ma
CITY OF TAMARAC, FLORIDA
DEVELOPMENT MAP
a y
CITY COMMISSION DISTRICT MAP
pa 'K�• COMMISSION DISTRICTS
MaYorH arry Dre—. ae large
2 Vice Meyor Michelle
�' i�'
J. Oomaa
: t Commissioner Marfon Bolbn
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City of Tamarac Department of Community Development
Page JA1 - 36
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Proposed Economic Development Policies
and Programs2
The following preliminary profile provides a high-level summary of
potential economic development policies and programs to address areas
of economic decline and disinvestment in the City of Tamarac. These
preliminary recommendations will be further refined through the
upcoming Economic Development SWOT Workshops to be conducted in
February 2018.
1 Expand Developer Incentives
Expand incentives to qualified real estate developers to include density
bonuses in exchange for investment/development in priority
redevelopment areas (either provided on site or paid in lieu). Additional
models the city should investigate in conjunction with soliciting
development proposals would include Tax Increment Financing (TIF) or
Community Development Districts (CDD).
2 Adopt Business -Friendly Community Building
Code Enforcement -Related Programs
Improve business climate for small business owners through programs
that support code compliance Because small business owners' primary
contact with the City is often relating to code enforcement violations,
code enforcement may be perceived as working against economic
development where good communication with business owners is
required to assist with expansion and retention activities.
It is recommended that the City adopt programs to assist cooperative
business owners comply or incentivize needed upgrades. Programs
could include a city match for specific improvements and waiving fees
as appropriate to improve compliance The city could also seek grants
z To be amended, pending Economic Development SWOT Workshop Input.
City of Tamarac Department of Community Development
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
to expand the funding available for property -related enhancements,
especially facade improvement.
These programs coupled with increased communication between Code
Enforcement and the City's small business services would be positive for
enhancing business climate and for business attraction and retention.
Small business owners are often unaware of mentoring, assistance and
training opportunities available to them.
3 Implement Business Recruitment & Expansion
Program
Enhance City's partnership with Tamarac Chamber of Commerce to
effectively coordinate City economic development activities with the
Chamber membership stakeholders Focus specifically on attracting
high value industrial office higher -education and medical research
tenants to key Tamarac sites.
4 Explore Regional Partnerships to Expand Poverty
Alleviation Programs
Explore possibilities of further enhancing critical educational pathway
programs for City residents, including:
■ Address the City's gap in the provision of high school curriculum
within the City's boundaries by offering innovative and challenging
high school curricula Work with community and school district to
locate a high school in the district or provide access to other high
school opportunities for residents.
■ Improve K 12 school performance through a range of programs in
partnership with the School Board of Broward County. Potential
programs may include poverty alleviation programs (e.g., Whole
Child Tamarac Initiative via Children Services Council, Headstart,
Healthy StartVoluntary Pre-K) subject to municipal approvals.
Page IA1 - 37
■ Create School Readiness Advisory Council focused on nutrition and
Parental involvement.
■ Coordinate with the area's community college network to ensure
high school graduates are well prepared to complete degrees and
have access to financing and scholarship opportunities
5. Expand City Pride/City Beautiful Initiatives
Expand City wavfinding street scape improvements landscaping and
other public realm investments and incentive/encourage private
activities to enhance community aesthetics Using a carrot and stick
approach, couple the citation and penalties available thought Code
Enforcement with a proactive approach to inventing and assisting
owners to maintain and/or upgrade properties
The City would seek grants for strategic neighborhood stabilization
Including facade improvement grants and organize structured
community improvementdays(eg Habitat for Humanity neighborhood
events) and programs for removal of appliances tires and other
nuisance items as identified by code enforcement officers The city
would continue the successful city-wide community murals and public
art program to further enhance the city's image
6. Implement 1-3 Placemaking Pilot Projects in 2
3 Years
Work with key area shopping center owners to bring Project for Public
Spaces' "Lighter. Quicker Cheaper" tactical urbanism model to Tamarac
to lump start redevelopment and reuse of disinvested retail centers in
Tamarac. Targeting under -performing disinvested centers with available
open space or under-utilized parking seek to create more gathering
places for residents of Tamarac Relatively small investments in such
interventions that create gathering spaces such as outdoor dining areas
fountains, or small performance spaces for musicians have been proven
to have large return in placemaking repeat visitation and increased sales
(e.g., expand recreational amenities)
City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
7. Co -Sponsor Industrial Business Incubation
Program with Broward County
Working with the Broward Alliance and area industrial brokers/propertv
owners, partner with regional business incubators to attract their
operations to existing vacant space in Tamarac Use incentives such as
Property tax abatements or other incentives to reduce the incubator's
operating costs.
8. Promote the Expansion of Hospital Campus as
an Economic Development Anchor
Explore opportunities to facilitate expansion of ancillary and related
development driven by the anchor hospital in the Medical Mile district
Use city tools such as assistance with property assemblage and
streamlined approvals to encourage the hospital to expand in the area
or to help the city attract related health and wellness business activity.
9. Adopt Form Based Code to Attract Mixed -Use
Urban Infill Revitalization Activity
The Land Development Code re -write is currently being reviewed by the
City's consultant, Clarion Associates and City staff. We anticipate this
protect to be completed and approved by the City Commission in
Summer or early Fall of FY2018 The rewrite of the City's Land
Development Code will 1) Ensure the regulations are user friendly 2)
Update zoning districts and uses; 3) Improve development quality
standards: and 4) Streamline the development review process The
reorganization of the current zoning districts will add mixed use
flexibility within current commercial zoning districts to spur future
economic development
10. Adopt City Land Bank Policy
Investigate the creation of a Tamarac Land Bank The land banks would
be designed to acquire and/or maintain problem properties and then
transfer them back to responsible ownership and productive use in
City of Tamarac Department of Community Development Page IA1 - 38
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City of Tamarac Comprehensive Plan
Economic Development Element
(2018-2022)
accordance with local land use goals and priorities creating a more
efficient and effective system to eliminate blight. In Tamarac land
banking may be useful for spurring infill development.
Other Potential Development Incentives
As part of the 2014 2018 Economic Development Plan the City of
Tamarac proposed the creation of three (3) new incentive programs to
retain and attract businesses and create high quality lobs for the
residents of the city including the Facade Grant Merchant Assistance
Grant and Resident to Work Incentive Note that the City is still in the
process of evaluating adoption of these programs.
The Fagade Grant Program
The Facade Grant program would be available to businesses for
aesthetic improvements to the exterior of a commercial building and
site Painting of the building installation of awnings, new
• doors/windows landscaping and brick pavers are typical improvements
covered by the Facade Grant Program.
The Merchant Assistance Incentive
he Merchant Assistance incentive would be designed to assist merchants
in increasing sales through design merchandising and marketing
techniques The Program would be available only to restaurants or retail
businesses The incentive is limited to the following activities; re -design
and re merchandise an occupied space advice in restaurant/retail
operation in advertising marketing promotion sales and service
techniques.
Page IA1 - 39
City of Tamarac Department of Community Development
Appendix 2: Case Study Examples
City of Tamarac Department of Community Development Page I A2 - 1
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Retail Revitalization Case Study Examples
City of Washington, DC Vibrant Streets Retail
Toolkit
The District of Columbia's Office of the Deputy Mayor for Planning and
Economic Development, in conjunction with consulting services
provided by Streetsense, developed an innovative Vibrant Streets Retail
Toolkit to tackle retail gaps in the District's most challenging
neighborhoods.
The District recognized that the City's evolving retail economy was an
opportunity for the city to grow its tax base and become more fiscally
sound. The Vibrant Retail Streets Toolkit is a guide designed to take
advantage of renewed interest in urban markets by retailers as well as
the District's growing population who choose the City's increasing
number of walkable, bikeable, transit -rich neighborhoods to shop and
access services in the city.
The Toolkit evaluates the essential elements of outstanding retail areas
and offers a customizable toolbox of programs, incentives, and
implementation steps to improve retail streets. The toolkit incorporates
research on best practices and innovative approaches to managing
successful commercial districts, in addition to utilizing retail metrics that
assess the level of retail demand and accessibility while considering
location mix and format. The Toolkit offers guidance on key retail issues
such as retailers' site location considerations and decision -making
processes, as well as how neighborhoods can measure, gauge and spark
retail vibrancy. The analysis and toolkit will equip retailers, landlords,
business and neighborhood associations, nonprofits and government
agencies with the tools needed to support more dynamic retail streets.
The Vibrant Retail Streets Toolkit provides the framework to help
achieve a vision of inclusive retail for all by stimulating greater and more
innovative collaboration among retail stakeholders. This ensures all
retail entrepreneurs are supported, neighborhood shoppers have a
greater selection of products and services, and DC's retail streets thrive.
City of Tamarac Department of Community Development
The Toolkit provides several process flow matrices, demographic and
economic targets, and retail inventory templates to help provide
communities with an action -oriented framework to create a dynamic
retail experience for retail developers, property managers, tenants,
residents, workers and visitors.
The Toolkit is available for any community to access at:
httos•//planning do gov/sites/default/files/dc/sites/op/publication/atta
chments/DC%20Vibra nt%20Retail%20Streets%20TooIkit final l.pdf
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Project Contact:
Sakina Khan, Deputy Director for Citywide Strategy and Analysis at
the DC Office of Planning
sakina.khan@dc.gov
(202) 442-8708
City of Baltimore, Maryland Site Assemblage
Assistance
The City of Baltimore, Maryland has a precedent for working with
institutions, developers, and land owners to assist in assemblage
opportunities. For example, the City collaborated with Baltimore Gas
and Electric (BGE) and Landex Development on a property adjacent to
the Cold Spring Light Rail Station (2001 W. Cold Spring Lane) to enter into
a land swap for city property on the other side of Cold Spring Lane.
In this public/private partnership, BGE built a new substation on city -
owned property north of Cold Spring Lane. In turn, the City of Baltimore
acquired BGE owned property to assemble a parcel sufficient to
accommodate a comprehensive TOD project.
One of the largest impediments to large-scale, catalytic development in
Baltimore's disinvested retail corridors is the dearth of assembled land
available for such transformative projects. The City demonstrated a
targeted willingness to assist developers assemble land and a conduct
land swap to help encourage they type of development that would spur
more private development.
City of Baltimore Retail Corridor Capital
Improvement Program
The City of Baltimore established a $3 million capital improvement
program focused on the Belair Road corridor at Erdman Avenue,
Frankford Avenue and Fleetwood Avenue. The fund was established to
fully implement proposed "Complete streets" plans. Improvements
included:
■ Basic infrastructure and geometric improvements where
needed (Resurfacing, Curb/gutter, etc.)
■ Expanded sidewalks
• ADA compliant curb cuts
■ Lighting (if needed)
• Planted medians
■ Decorative crosswalks
■ Signal upgrades, removal of span wires
■ Bump -outs
• Greening
• Curb cut consolidations
■ High quality bus shelters/real time arrival information
■ Bike parking
■ Way finding
■ Public art
■ Seating/plazas on public right of way
■ Other traffic calming components
■ Other safety improvements based on the BCDOT Belair Road
Corridor Study
Between these nodes, the funding supported the implementation of
linkages include the following features:
■ Bike lanes between Fleetwood and Brendan Ave
■ Neighborhood banners
■ Way finding
■ Crosswalk improvements/additional crosswalks where missing
■ Travel lane restriping to improve safety/calm traffic where
possible
Following the design and public input phase, public meetings,
engineering and construction was completed within 18 months, ending
in mid-2015.
City of Tamarac Department of Community Development Page I A2 - 3
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Land Bank Policy Case Study Example
City of Lancaster, Texas Land Bank Policy
■ Purpose: The primary purpose of the Lancaster Land Bank (LLB) is
to encourage private investment for desired development including
retail, manufacturing, industrial, and housing.
Criteria for Property: Property acquired must be zoned for the use
enumerated in the City's Master Land Use Plan. The primary criteria
will be that the property is in a desirable location. For instance,
retail property must be on roads such as Pleasant Run or IH35E.
Manufacturing and industrial structures must be in locations where
access is easy or amongst other like properties. Housing will be
strictly for in -fill development and will include uses desired in the
hospital district, such as assisted living homes. City Council will take
into consideration if the property is visibly undesirable and in need
of improvements and redevelopment.
Acquisitions and Funding: Properties will be acquired through
various mechanisms. Properties that undergo code enforcement
procedures that result in liens and foreclosure proceedings will be
placed into the LLB if they fit the criteria. Manufacturing and
industrial properties will be purchased through Type -A economic
development funds in accordance to state law. Retail property will
be purchased using Type-B economic development funds or other
City general funds in accordance to state law. Type -A funds may be
used if the agreement is crafted in a manner that promotes
statutory uses. *Note: in Florida, this program would be funded
from General Fund Revenues.
■ As an example, the City of Desoto, Texas set a precedent for a retail
business incubator using Type -A funds. A private developer
purchased a property. The Desoto EDC guaranteed lease payments
for ten years subject to the developer redeveloping the property
and actively seeking tenants. The EDC reserved the right to accept
or deny any business for that location. An agreement like this would
need to be written by the City Attorney to make sure there is no
misuse of Type -A funds.
Housing property that does not create primary jobs in the hospital
district will be obtained onlythrough code enforcement procedures.
If the property is within the hospital district, then it may be
purchased with Type-B funds or City General funds. Note that in
Texas, an Economic Development Corporation may borrow four
times their annual revenue from a State lending fund setup by the
Governor's Economic Development office.
Facilities that will be utilized forthe arts and owned by the City, such
as a Lancaster Art Center or museum may be purchased using hotel
occupancy tax revenue.
There is a precedent to use hotel occupancy tax revenue for the
restoration of downtown buildings owned by private individuals
because downtowns often contribute to tourism. Hotel Occupancy
Tax revenue may be used to land bank a downtown building or lot.
If the City Attorney writes an opinion that the funds noted can be
used or cannot be used for what is ascertained here, the proposed
use of funds will be amended.
If revenue is derived from property in the land bank through a real
estate transaction or rent, the revenue will be returned to the
account from which the purchase derived.
• Use of the Land Bank: The land that is banked will be utilized as an
incentive for sought after development. Applicants will be
considered on a case -by -case scenario by City Council and the board
that governs the funds being used for the purchase. Each case will
be critiqued subjectively to best assure sounds investment.
• Incentives: The availability and location of the property will be
enough of an incentive in some cases. In these cases, land will be
conveyed at market value. The City Council will reserve the option
of discounting the cost of the land by a percentage subjectively
determined based on the desirability of the project and staff
negotiations. City Council may convey the entire property at no cost
to the developer.
City of Tamarac Department of Community Development Page I A2 - 4
Council will reserve the right to lease the property indefinitely to a
developer at a price they determine is required for the success of
the project. They may also apply a lease -to -own option. The goal is
to leave the policy broad and to be interpreted based on the needs
and desires at the time the property is to be used as an incentive.
Conveyance: The City cannot convey property unless it is
determined to be abandoned or there is a public bidding process.
The one exception is that the City can convey property to either of
the two economic development corporations. In turn, those
corporations can convey property to private developers.
Project Contact
Shane Shepard, Director, Economic Development
City of Lancaster, Texas
msshepard@ Lancaster-tx.com
972.218.1303 (Office)
972.218.3609(Fax)
Placemaking Case Study Examples
Project for Public Spaces - Lighter, Quicker,
Cheaper Model
The Project for Public Spaces is a nonprofit planning, design and
educational organization dedicated to helping people create and sustain
public spaces that build stronger communities. PPS provides research,
advocacy, technical assistance.
PPS advocates a "Lighter, Quicker, Cheaper" approach to Placemaking:
• Simple, short-term, and low-cost solutions.
• Remarkable impacts on shaping of neighborhoods and cities.
• Get "back to the basics" of what makes cities thrive.
•
• Proof that expensive and labor-intensive initiatives are not the
only solution.
• Bring energy and life into a community's public spaces — even in
spaces with minimal foot traffic.
This approach requires a "Community -Based Placemaking" approach
such as:
• Community vision
• Cost-effectiveness
• Collaboration
• Citizen -led change
• Guerilla urbanism
• Pop-up projects
• D.I.Y. Urbanism
This model brings life and amenities to previously lifeless public spaces
by breaking down resistance to change in the community. This approach •
serves to empower vulnerable/disinvested communities who may have
lost faith even in the possibility of change. It also generates the interest
of potential investors, both public and private and establishes (or re-
establishes) a neighborhood or region's sense of community.
To be successful, a Community -Based Placemaking project must:
• Encourage community buy -in
• Provide demonstrations for new street designs/traffic flows -
cars, pedestrians, cyclists, transit
• Bring together diverse stakeholders to find solutions/ collective
vision
• Foster a community's sense of pride/ownership of their public
spaces
How Light?
• Seasonal/Pop-Up Events
• Guerilla or DIY activations
City of Tamarac Department of Community Development Page I A2 - 5
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• Integrate Art
• Temporary events can test the potential of a particular public
space
How Quick?
• Employ "LQC as a path to long-term change
• Experiment with short-term pilot projects before permanent
public space investments
• Example: Livable Memphis Placemaking Campaign Broad
Avenue
• Initial three block streetscape, bike lanes, pedestrian
improvements, pop-up retail, single-day/festive programming
How Cheap?
• Goal: Secure Diverse and Creative Funding Sources - <$100K
• Crowdsourcing campaigns
• Community grant programs, institutions and foundations
• Private businesses near site improvements
Project Contact:
Philip Winn, Vice President
Project for Public Spaces, Inc.
419 Lafayette Street, 7th Floor
New York, NY 10003
www.pps.org
212 620-5660 x329 (o)
917 685-1623 (c)
@philipwinn
pwinn@pps.org
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Community I
Placemaking
Pilot Project
Results
Area businesses
i report 15%-20%
1
increase in sales
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City of Tamarac Department of Community Development Page I A2 - 6
Figure A2- 1: Case Study Example: Grey's Ferry, Triangle, Philadelphia, PA (Before & After Activation)
Source: Project for Public Spaces (www.pps.org)
City of Tamarac Department of Community Development Page I A2 - 7
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