08-23-05 Workshop Budget
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DELRAY BEACH
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CITY COMMISSION AlI-AllølaClty
CITY OF DELRAY BEACH, FLORIDA l' III!
WORKSHOP - TUESDAY. AUGUST 23, 2005
6:00 P.M. FIRST FLOOR CONFERENCE ROOM 1993
2001
The City will furnish appropriate auxiliary aids and services where necessary to afford an individual
with a disability an equal opportunity to participate in and enjoy the benefits of a service, program,
or activity conducted by the City. Contact Doug Randolph at 243-7127, 24 hours prior to the
program or activity ill order for the City to reasonably accommodate your request. Adaptive
listening devices are available for meetings ill the Commission Chambers.
WORKSHOP AGENDA
1. Discussion of Performing Arts Center Proposal
2. Presentation of the Cluster Study - Blount Hunter
3. Discussion regarding proposed budget for FY 2006
4. Comnussion Comments
...............................................................................
Please be advised that if a person decides to appeal any decision made by the City Commission with
respect to any matter considered at this meeting, such person will need to ensure that a verbatim
record includes the testimony and evidence upon wruch the appeal is based. The City neither
provides nor prepares such record.
CITY COMMISSION
CITY OF DELRAY BEACH. FLORIDA
WORKSHOP - TUESDAY. AUGUST 23. 2005
6:00 P.M. - FIRST FLOOR CONFERENCE ROOM
AGENDA ADDENDUM
THE AGENDA IS AMENDED BY ADDING THE FOLLOWING AS A SPECIAL MEETING
ITEM:
SPECIAL MEETING AGENDA
Pursuant to Section 3.12 of the Charter of the City of Delray Beach, Mayor Jeff Perlman has instructed
me to announce a Special Meeting of the City Commission to be held for the following purposes:
1. APPROVAL OF NOMINATION FOR THE ANNUAL FLORIDA LEAGUE OF CITIES
EXCELLENCE AWARDS PROGRAM: Consider approval of the nomination of David T.
Harden in the Category of City Manager of the Year for the Florida League of Cities Excellence
A wards Program. This approval is a new requirement this year. All nomination packets must be
received by the League by Friday, August 26, 2005.
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Please be advised that if a person decides to appeal any decision made by the City Commission with
respect to any matter considered at this meeting, such person will need to ensure that a verbatim
record includes the testimony and evidence upon which the appeal is based. The City neither
provides nor prepares such record.
City of Delray Beach
Memo
To: City Commission
From: City Manager ~~
cc:
Date: August 17, 2005
Re: Performing Arts Center Proposal
I believe that all Commissioners have previously received a hard bound copy of the attached
proposal.
As was mentioned under Commission Comments at a previous meeting, in faimess to Mr.
Matza, he needs to know whether there is interest in having a performing arts center of the
size he proposes in Delray Beach. If there is interest, is the site adjacent to Old School
Square acceptable or should he look for another site?
With regard to the site adjacent to Old School Square, we have recently received notice that
we have been awarded a grant of $2,006,000 form the Florida Communities Trust for
acquisition of this property based on our plan to develop this as a park site. If a performing
arts center were put on this property I believe we would loose this grant.
Also, you will recall that at the August 2 meeting the Board of Old School Square presented a
resolution opposing use of this site for anything other than a park and parking garage.
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Delray Beach
Performing Arts Center
At
Old School Square
Charles Matza
Post Office Box 970693
Boca Raton, FL 33497-0693
Phone: 561-487-8174
Fax: 561-939-2413
E-mail: marcharm@yahoo.com
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TABLE OF CONTENTS
Proponent contact information Cover
Performing Arts Center at Old School Square - Outside Sketch -
,
Performing Arts Center at Old School Square - Inside Sketch --
Architect -
Project Advisory Board -
Introduction ili-iv
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Presentation
Proposal 1
Location 1
Scheduling and Type of Events 2
Preliminary Technical Specifications 3
Projected Cost of Construction 7
Anticipated Operating Expenses 8
Sample Competition 9
Economic Impact 10
Funding, Ownership & Management 11
Summary Statement 13
Narrative Extrapolation 13
Products & Services 16
Sales Forecast - Performing Arts Center 17
Sales Forecast - Recording Studio 20
Theatres and-Performing Arts Centers 21
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I. Introduction
This Performing Arts .Center shall be constructed to house a 1,500-1700 seat
auditorium (plus parking garagel> offering the highest level of entertainment, to the
broadest range of audiences, at the most affordable prices. The architectural design
of the facility is such that the complex shall become an international landmark. The
area's businesses shall reap the benefits of millions of new dollars each year while the
general populace shall cement their already growing reputation of being a forward
tbinkiJ' "inclusive" community. The newly formed OLD SCHOOL SQUARE
ARE (such "area" expands the boundaries of the previously named "Old School
Square District" for purposes of the cited improvements) will obtain greatness via an
international center, with ample parking to accommodate the needs of the
community and by permanently becoming the hub of all cultural activities in the
City.
The multi-billion dollar Performing Arts entertainment industry, is growing
exponentially nationally and expanding to our nearby communities, shall, for the
South Florida area have as its flagship the Delray Beach Performing Arts Center at
Old School Square. This City shall have a cultural showcase housed in a design
masterpiece.
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CRITICAL FOOTNOTES
II] The parking facility is a perfect adjunct to the Performing Arts Center and a
superb supplement to the public parking already available throughout downtown
Delray Beach. Our research has determined that there may not be sufficient funds
available from Resolution 72-03 to build the physical structure. Therefore, we
propose to include the construction of a parking garage, adding the cost of
construction to our construction budget, and making the presentation to the citizens
of Delray Beach such that they would gain a world class Performing Arts Center and
parking garage, housed in a well lighted, conveniently located state-of-the-art
facility; safe and secure and inviting to all. The costs of construction would be added
to the budget outlined here and are separately listed to allow for all city-wide
interests to be accommodated.
1& Resolution of the City Commission of the City of Delray Beach, "Resolution No.
72-03" Passed and adopted 21"t October 2003.
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The Delray Beach
Performing Arts Center at
Old School Square
The Proposal
The purpose of this presentation is to outline a proposed 1,500 to 1,700 seat
performing arts venue to be constructed along with a parking garage (which
garage shall be built as part of and attached to the Performing Arts Center but
have its "street" entrance on NE 1"1 Street and NE 2nd Avenue). This structure
will be approximately 70,000 square feet (Plus the parking garage) and stand,
with a full fly system, at a maximum height of 55 feet high from street level. It is
also intended that this facility will have a sprung-wooden floor, an orchestra pit
for up to 45 musicians and a state-of-the-art sound, recording, and light system.
In addition, the lobby and second floor will be constructed to museum-quality
standards to facilitate the displaying of art collections.
Location
As previously noted, the location of this facility would be at NE 1st Street and NE
2nd Avenue situated between Ocean City Lumber Properties and Old School
Square Amphitheater, in the heart of the OLD SCHOOL SQUARE AREA.
Entrance to the venue would be facing 2nd Avenue. The proposed hall would have
a backstage entrance located on NE 151 Avenue, as well as a recessed area for
technical, staging, and show production trailers behind the existing Crest
Theater loading docks.
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The reasons for selecting this location are quite simple:
1) The City of Delray Beach and the County of Palm Beach, as well as the State of
Florida, recognize Old School Square as the "Cultural Center" of Downtown Delray
Beach and,
2) A Performing Arts Center would help strengthen the connection of the "Main Street
Program Area" with Old School Square and thus trumpet the completion of
Pineapple Grove as an area of artistic presentations and,
3) Delray Beach, because of its own vision and careful planning, has allowed itself to
become a community of "human scale". The proposed location would be on par with
the theater district in New York. Here too, individuals would park their cars and
walk to downtown Delray's superb restaurants and eclectic shopping: before and
after performances. It is also quite evident that this is a secure walking area due to
the close proximities of the residential and commercial communities.
Scheduling and Type of Events
Scheduling: After much research and review of many similar venues, (listed
elsewhere for your information) presenters, producers and promoters, we have recognized
and accepted that until now, we have been a seasonal community. The time-frame for most
successful national and international presentations is from October 1st through May 30th.
Based upon the identified time-frame, it is projected that there should be a minimum of 100
to 120 performances at this venue during a season.
However, knowing our "seasonal" limitations allows us to encourage local cultural arts
groups to develop programming that will motivate the community to support the arts year
'round. It must be recognized that one of the biggest reasons that local cultural arts groups
have not been able to expand and grow is their lack of an affordable venue that would allow
a positive return for their expenditures. This Performing Arts Center greatly reduces that
limitation.
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Entertainment Type: We have already had preliminary discussions with presenters and
cultural arts groups, who have verbally committed to use this facility. There have been
commitments to bring in International Ballet Companies, Miami City Ballet, International
Opera Companies, Full Orchestra Classical Presentations, and nationally recognized
performers of the following caliber: Burt Bacharach, Marvin Hamlisch, Frankie Valli, Y 0- Yo
Ma, Yitzhak Pearlman, BB King, Jose Feliciano, and Linda Ronstadt. This is an exciting
prospect already on its way'to fruition.
No project such as is proposed here could possibly succeed without a complete game plan.
It will not suffice to merely isolate the various construction costs only to have us end up with
a beautiful but under-used work of architectural art. Effectively, therefore, this proposal will
have to be presented in two phases: the first will detail for you the many costs involved in
and necessary for construction. The second phase of this presentation will address the cost
of operations on a continuing basis, thus eliminating any surprises from the business model.
Preliminary Technical Specs
The following information is being provided so that individuals reviewing this proposal may
develop an understanding of the caliber of equipment and staging capabilities of this venue.
House:
Hall seating capacity: 1,456*
Orchestra: 914
Balcony: 508
Wheelchair: 14 Orchestra / 4 Balcony
Companion: 16 Orchestra
*Subject to change / estimate based upon drawings.
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Projected Cost of Construction
The numbers provided in this category are based upon the "present day" costs of supplies,
materials, equipment and l~bor. It would be safe to say that for every 12 months a 3 to 5%
inflationary increase should be considered.
Shell Construction (exterior and interior finishes) $15,750,000
Furniture and Equipment $ 2,983,000
Seating $675,000
Sound System $670,000
Recording Equipment $790,000
Lighting $485,000
Soft Goods / Curtains $278,500
Office Furniture / Computers $237,500
Stage Sound Board $377,000
Video/Projection $178,000
Architect & Engineering:
(Architectural Drawings, Civil Engineer, Structural Engineers, Mechanical Engineers,
Acoustical Consultations, Construction Engineering, Landscape Engineer.)
$ 945,000
Landscaping $ 472,500
Project & Finance Consultant Fees $ 1,600,000
Projected Total: $22,457,500*
. NOTO BENE: These projections are based on the listed square footage, the number of seats listed
and the quality and type of "build-out" products used. Cost of Parking Garage separately listed, see
footnote #tsll,pra
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Anticipated Operating Expenses
The figures provided in this category have been based upon existing performing venues
presently functioning in South Florida with similar staffing and internal maintenance
(water, sewer, electric, interior facility cleaning, etc.).
Staffing $780,000/ annually
Maintenance $567,500 / annually
Projected Total $1,341,500 / annually
As stated, operational budgets have been based on theaters owned by municipalities and
staffed either by city employees or management firms. Also, the selected theaters possess
comparative populations to Delray Beach.
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Sample Competition
(Detail- for review purposes)
Coral Springs City Center * 1,500 Seats
The Coral Springs Center for the Arts
In the center of the burgeoning South Florida cultural community lies the Coral Springs Center for the
Arts, offering a variety of entertainment and artistic events for all ages and interests. From the best of
Broadway, to top comedians, jazz and pop concerts, the Gold Coast Opera, the Sy Sugar Pops
Symphony Orchestra, and a diverse selection of family productions. The Center is the cultural lifeblood
of the community, with approximately 200,000 people visiting the facility yearly.
In
addition
,
to the CORAt~.
theatre,
the
Center
houses a ~UIþ.1Ur
dramatic
dance ,.y ~.
studio, a . ;
variety of 'rù~
meeting
rooms
for
corporate
and
pnvate
events,
and the
elegant
Coral
Springs
Museum
of Art. *
Originally designed to serve the local community as both a municipal auditorium and a gymnasium, the
Coral Springs Center for the Arts opened in 1990. In January of 1996, construction began on a four
million dollar renovation, transforming it into a fIrst class performing and visual arts venue by the
architectural fIrm, Zeidler Roberts Partnership. Known for their design of the Raymond F. Kravis
Center for the Performing Arts in West Palm Beach, they created an intimate 1458 seat theatre with a
fully enclosed balcony to envelope the audience chamber producing a kinship between the stage and
seating areas.
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The Coral Springs Center for the Arts is truly unique in all that it offers as a cultural Mecca for North
Broward and South Palm Beach Counties. Easily accessible from the Sample Road exits offI-95, the
Florida Turnpike and the Sawgrass Expressway, the Center draws audiences preferring an intimate
theatre experience and museum visit closer to home.
* NOTE the "bold type" at the end of the Coral Springs photo caption. We added our
emphasis so that the reader can conceive ofthe DELRAY BEACH PERFORMING ARTS
CENTER AT OLD SCHOOL SQUARE being re-drafted to include a Museum Exhibition
Hall in the lobby area. These costs would be in addition to those costs depicted here, save
that the currendy envisioned lobby is being constructed of Museum quality material.. . only a
square footage expansion would have to be calibrated.
Hollywood Performing Arts 1,200 Seats
North Miami Beach Auditorium 1,270 Seats
Vero Beach Theater 700 Seats
Barbara B. Mann Performing Arts Hall, Ft. Myers 1,765 Seats
Gusman Theater - Miami 1,710 Seats
*Other area Theatres are highlighted later in this presentation.
Economic Impact
Ongoing performance schedules will create a source of traffic for the local hotels,
restaurants and merchants. According to the Arts & Economic Prosperi~ Calculator for the
Arts Institution. the impact of expenditures will exceed over $8,152,000 per season, creating
275 new positions and generating more than $242,000 in revenues for local government.
It should also be taken into consideration that dedicated advertising for 100 to 120 events
seasonally in newsprint, radio and television commercials will exceed over $840,000 in
marketing dollars which would include the name Delray Beach Performing Arts Center at
Old School Square. Early projections in just local newsprint (Sun-Sentinel, Palm Beach
Post, and Boca News) will exceed twenty-five million impressions per season.
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Funding, O"rnership & Management of the Performing Arts Center
It is recommended that funding ofthis project be planned through a bond referendum and
finances controJled by the city with a possible three (3) to five (5) year buyout in which the
city will own and maintain the structure.
The bond referendum would include not only the construction of the facility (with or
without the parking garage), but also a capital maintenance fund of no less than 10% of the
projected cost of the facility in which only the interest would be used for physical repair or
upgrade of the facility or its equipment. Additionally, a permanent one-time reserve fund of
no less than 5% of the projected cost of the facility would be established with the annual
interest dedicated to underwrite programming done by the venue and its extended use by
local cultural arts groups and special events as requested by the city, thus making this
facility virtually self-reliant. A management succession plan, now being generated shall
make the facility self-sustaining. It is planned that there shaH be no future financial burden
on the citizens of Delray Beach.
With a letter of intent from the city to support a bond (effectively: to purchase the facility),
we would be enabled to negotiate all of the construction dollars necessary and to assure the
construction lender of repayment ,,,,ithin 3-5 years from the construction start-date.
I t is also recommended that a non-profit Board be created of no less than nine (9) members
each willing to contribute a minimum of $5,000.00 cash donation or a $10,000.00 in-kind
services donation, annually. Appointments to this Board would be for a minimum of a three
(3) year term not to exceed six (6) years with one permanent member being the City
Manager or the City Manager's Representative.
A reasonable alternative to the above and one which is also recommended is:
A twofold plan: the first phase is the construction phase wherein and at the outset the
private sector shall build the entire facility. The construction of course, shall be such that
the ultimate owner, the city of Delray Beach, shall have design and construction control.
The builder however will underwrite the entire financial responsibility until such time as
construction IS undertaken or complete (depending upon financing). During the
construction phase (first phase) the City of Delray Beach would propose to its voting
citizenry a bond referendum (similar to the first listed recommendation)in an amount
sufficient to pay for all of the construction, the interest that would be paid during the
construction period, a reserve contingency for the maintenance of the facility and the
reserve contingen~ for the securing of a constant flow of talent (this contingency fund will
never be depleted, rather it will be used strictly as proof to the various performing artists
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that required deposits are on hand before they commit to a contract.). This ownership
structure, which is not unlike many of the other similar facilities around the nation,
guarantees the citizens of this City a facility that perpetuates its own existence regardless of
political influence, economic vagaries and changing tastes.
Once the private sector construction is complete and the second phase ("operations" phase)
of the Performing Arts Center is begun the City has two choices: The first is to hire (or have
formed) a "not-for-profit" corporation to run the facility which corporation shall be
comprised of a cross-section of city officials, private sector experts and general citizenry.
That group would likely hire an "expert" to oversee the day-to-day operations and answer to
the not-for-profit board (which would itself, ans'\ver to the City). The second choice is to hire
a private sector management firm to run the facility on a several year contract, thus allowing
the City Manager or a city committee to have more direct control of the ultimate operations.
This management firm shall have the job of implementing the will of the City and
overseeing the day-to-day operations. The City would have direct control over the budget,
which though, would actually be prepared by the management firm and submitted for
approval to the City and then, when approved, returned to the management firm for
fulfillment. The first choice is more insular and politically safe. The second is more hands-
on for the City and by its very nature more politically risky. Each, if created carefully and
supervised correctly would be adequate.
We recommend a structure similar to the Old School Square model with the following single
modification: the board membership be comprised of an equal number of two-year rotating
members, so that one third of the Board is "new" every two years (no Board member may
serve more frequently than one two year term every six years), with the City Manager being
the permanent Board seat and the only voting power reserved for the City Manager
manifesting in case of a tie. This would allow for fresh voices periodically and protect
against a status quo situation or deadlock situation with the City Manager having the tie-
breaking vote. Initially a Board would be appointed by the Mayor with an even number
initially appointed for two years, an even number initially appointed for four years and an
even number initially appointed for six years. Thereafter appointments shall be made every
two years for the appointees whose terms are expiring, by the sitting Mayor, 'with the
appointment date being the first Tuesday following the mayoral election date, thus assuring
that an incoming Mayor shall have the power of appointment.
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AL TERNA TIVE PROPOSAL
After close and careful deliberation and negotiation with city officials
several conclusions were reached:
1. The City officials feel that because the taxpayers might balk at
underwriting 100% of the cost of construction this proponent should
participate financially, and
2. Though this proponent feels that it is not in the city's best interest
for the City to only be a partner in the ownership of this magnificent
Center (and therefore not fully in management control), this
proponent also feels and is sensitive to, cognizant of and
appreciative of the taxpayers concerns and therefore:
This Proponent offers to underwrite or have underwritten up to twelve
million ($12,000,000.00) dollars of the construction and contingency
costs with the City contributing the balance of the funding either
through a Bond Referendum or any other means available to the City
and the land necessary to accommodate the facility. Please note under
each Proposal the land the City furnishes remains the property of the
City's and is merely provided to the Center by way of rental, lease or
any other legally permissible relationship.
Summary Statement
Delray Beach is an internationally known city with a reputation for expending millions on
world-class beaches, superior tennis and golf facilities, exceptional parks and recreational
activities along with the red<evelopment of its cultural class and its business "human scale"
downtown.
Throughout history both people and civilizations are long remembered for their architecture
and their preservation of the arts. That is why communities all over America support the
Arts through ballots as well as funding. Our community has an opportunity to enhance its
redevelopment for all its citizens by supporting the Delray Beach Perfonning Arts Center at
Old School Square.
NARRATIVE EXTRAPOLATION
When all is said and done, Delray Beach and the surrounding areas will be home to a world-
class cultural arts center. It will feature artistic performances as well as community theater
presentations allowing for the showcasing of local artists' talents. This masterpiece will also
house a state of the art record production studio, unsurpassed anywhere in the United
States. The performing arts center and the record studio are each revenue sources that will
significantly offset their annual cost of operating.
Mission Statement:
I t is the mission of all the people concerned with the success of this project to deliver to the
citizens of Delray Beach and to the citizens of the surrounding areas and to all of our valued
guests and friends a world class venue offering the highest quality of cultural arts
entertainment and a state-of-the-art record production studio. The Delray Beach
Performing Arts Center at Old School Square, from its inception, shall have as part and
parcel of its existence a staging area for local artists and their arts. There shall be display
areas both indoors and outdoors showing off the many talents of our community; from the
elementary school level through the highest caliber of professional. No group, no person,
no organization, no art and no artists who display a quality which is beneficial to humanity
shall be omitted (subject to time and space limitations).
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Objectives:
There are two main objectives that the Performing Arts Center shall achieve: the first is to
bring a wide selection of the various cultural arts to as wide an audience as possible,
centered in this geographical area. The next objective, which is equally important, is to
make Delray Beach a "universal" City. A Universal City is one that has a wide array of
economic and social services and benefits and which embraces not only a tourist population
but its seasonal and year-round populations as well. It must include entertainment that is
considered to be light (such as movie theaters and swimming pools, outdoor concerts and
benefit picnics and promotions) and continue upward to the more sophisticated cultural arts
productions. Delray Beach can no longer compete in an international marketplace if it is
looked at as merely a beach resort; nor will it succeed as a quaint Florida town with
interesting architecture and customer friendly stores. Cleady, the beach resort reputation
and the sma]) town feel are critical for the survival of this wonderful city. But, with diverse
neighboring cities turning themselves into small metropolises by including Zoos,
Philharmonic or Symphonic Orchestras, Ballets, Operas, Repertory Companies, Theater
Companies, Theme Parks, and Factory Discount Malls, and various other tourist
attractions, Delray Beach must separate itself from the ordinary and become an inclusive or
"universal" City.
There are likely many people who would wish to "realize" this project. Anyone in a decision
making position would do well to ask why one individual or group is preferable over
another. In this instance, and with as much modesty as reality allows, let us assume that
among the several "business" qualified people or groups, there are fewer still of the
financially qualified and fewer still of the experientially qualified. Even assuming there are
two or more people or groups who meet the obvious criteria there remains a single
distinguishing factor that should propel you into allowing us the privilege of leading the
development and operating of this project. We have already set our marks in our various
fields of endeavor. We've accomplished our goals beyond our projected expectations and
have enjoyed the fruits of our labor for many years. Yet, the thought of creating a downtown
masterpiece that is destined to become a woddwide attraction in a City that is renowned for
its forward thinking and embracing attitude would truly be the highlight of our careers.
Money is never a true reflection of success. A lasting legacy is. We and this City share
similar philosophies. An openness and inclusiveness in building and operating every City
owned, run or regulated enterprise; combined with a passionate desire to show the world
that people of every ethnic, economic, religious and social background can cooperate and
thrive in a productive and harmonious way. For those of you who say it's too Utopian, we
say, "Nonsense!" It's only "too much" of anything if we fail.. .and we won't!
Of all the possible investments business people can make in a local community, an
investment in the cultural arts would be low on the priority list if the sole purpose of making
the investment was to turn a monetary profit at the specific business site. The financial
benefits that shall be reaped shall be for all the area businesses and professionals, as well as
the area residents who benefit from the result of the millions of dollars that shall be spent
here and at all the surrounding eateries, shops and hotels/motels. What we are proposing is
not that this City invest in a "business", so much as we are proposing that this City invest in
a better way of life for its citizens and its visitors; not only for today and the immediate
future, but for many, many years to come. This project anticipates the future and prepares
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for it now. The technology being included in the project is state-of-the-art and cutting edge.
Twenty years from today this building will still be "new".
It would likely make all of us who are promoting this project look far smarter than we
actually are if we were to take credit for knowing that a cultural arts center which includes
the performing arts was something that no one else has yet thought of. The truth is that city
planners from around this Nation have been using this type of "anchor" to which to fix
their cities in the turbulent sea of tourist traffic for the last several years. In our surrounding
areas the several existing theaters are frantically trying to modernize, upgrade and take the
lead in their creative bids to woo the public and, of course, to woo the "talent". In West
Palm Beach, the Kravis Center for the Performing Arts is beginning to seek a modification
to its current business model by attempting to incorporate a 1,500 to 2,000 seat auditorium
into its existing facility. There is talk of a Cultural Arts Center in Boynton Beach and as we
all know, Boca Raton has long been talking about a Performing Arts Center. Regardless of
their success they are still saddled with the older, less cost-effective monoliths they so
hastily built without having done nearly the planning we have already done or they face the
prospect of "starting" (where we are years ahead in planning). Our demographic research
indicates that what is proposed here is exactly what will be most financially and artistically
beneficial for the audience and for the surrounding merchants and community. The size we
are seeking to build is just large enough to accommodate virtually all of the wonderful
artists and arts from around the world that we seek to attract, yet, not so large as to be
impossible to fill on a consistent basis. All the reports that we read today indicate that
municipalities from around the country that have the foresight to undertake a project similar
to this are seeking to create establishments of similar size. None, as yet, have managed to
encapsulate in their designs the same "living and vibrant" personality that we are proposing
here. Yes, it's obvious that we are partial to this plan. But more than just our egos are
involved. As said previously, if we create a masterpiece that remains empty and unused or
underused we have all failed. This plan describes a Performing Arts Center that is not only
architecturally breathtaking and functionally sound and economical, but is as well,
financially economical and mathematically predictable. There are only professionals
involved in this project. The participants are savvy to the world of construction, to the world
of promotion, to the world of business management, to the world of business operations and
to the world of municipal management. We have assembled the highest quality of
professional on every level from concept through creation through day-to-day management
and maintenance. Having taken into consideration every contingency, the prospects of a
successful future for this project are so highly likely and logically attainable that failure is
barely a "footnote" potentiality. This is a safe, predictable and controllable undertaking the
"upside" of which is vast and the "downside" of which is negligible.
~.
15
------ - -
Products and Services
The Delray Beach Performing Arts Center at Old School Square shall offer a broad menu of
services to the general public. Unlike our competition which offers "only" upscale
productions we shall also include affordable theater, opera, ballet, repertory company
performances and locally cr~ated artistic displays; and become a centralized meeting place
for the arts community to interact with both our residents and our visitors.
It is anticipated that artists such as, and for an for example, Yitzhak Perlman, Little
Anthony and the Imperials, The Temptations, Linda Ronstadt, Judy Collins, Chuck
Mangione and Yo-Yo Ma will perform in our auditorium. It is also anticipated that such
Broadway show's as are touring at any given time, and those shows that are historically well
received year in a year out will be presented. The facility itself 'will be fully equipped to
handle shows by great comedians. Locally and internationally famous Philharmonic and
Symphonic orchestras can be fully accommodated as well as internationally reputed dance
companies, such as the Bolshoi Ballet. The Palm Beach Opera as well as the Florida
Classical Orchestra are two more examples of the highest quality entertainment that will be
featured. National and local Pops Orchestras will be invited to play and ultimately we will
be inviting international competition among up-and-coming performers in all of the arts;
with an eye toward Delray Beach becoming a center for discovering tomorrow's superstars;
much like Cannes in France has become the bellwether for film success and the Sundance
Film Festival has become the bellwether for up-and-coming Actors, Screenwriters and
Directors. Because of our many year relationships with this nation's largest talent booking
agencies, managers and public relations firms, TV and video production companies, and
international distribution companies, the acquiring of such a high level of entertainment is
not only realistic but has beert awaiting a proper venue for many years. Now is the time and
Delray Beach is the place.
Clearly the caliber of performer and entertainment we've listed doesn't come cheap and
ticket prices will be forced to reflect that certainty. Still, there shall always be performances
that are quite affordable and programs designed to meet the financial abilities of our entire
cross-economic community. We shall have school and group discounts and senior citizen
prices (when we are not otherwise restricted). When possible, matinee performances will be
offered at discount prices as well as "dress rehearsal" performances at discount and
sometimes free (with those tickets distributed to schools and local charitable and fraternal
organizations). The Delray Beach Performing Arts Center at Old School Square shall ignore
no one and be affordable by all within sound business practices balanced against
community needs. The entire tri-County performing arts community, for all intent and
purpose is an "exclusive" group. The Delray Beach Performing Arts Center at Old School
Square shall be, from its creation, an "inclusive" facility and a roll model for all future such
establishments, as well as a "wake-up" messenger for existing facilities. Dekay Beach shall
be today what our competition wants to be tomorrow.
"
16
DOWNTOWN DELRAY BEACH
2004 PATRON PROFILE,
CLUSTER ANALYSIS
~
RETAIL DEVELOPMENT STRATEGY
UPDATE
Prepared for
Delray Beach Downtown Development Authority
July, 2005
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REAI~ ESTATE
RESEl\I~CH
512 Colonial Avenue Norfolk, VA 23507 757.626.0757 www.hbhresearch.com
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---- ---
FOREWORD
This report was prepared for the Defray Beach Downtown Development Authority. The
overall objective of this market analysis was to generate recommendations to guide the on-
going retail revitalization of Downtown Delray Beach. The goal of the cluster analysis was
to match the most appropriate uses with sources of consumer support within clusters and to
identifY instances where the vitality of market support for individual clusters can be spread
to adjacent clusters to create greater economic opportunities.
This is a subjective analysis based largely upon data supplied by The Defray Beach
Downtown Development Authority. There is no warranty as to the validity of the data. The
recommendations herein are based upon analogous urban revitalization experiences,
multiple site visits to Defray Beach, a review of planning documents and
economic/demographic data, and interviews with community leaders and Downtown
stakeholders. The author acknowledges the contributions made by the following
individuals:
Matjorie Ferrer Delray Beach Joint Venture/Downtown Development Authority
Randy Welker Business Recruitment Director
Bill Wood Delray Beach Chamber of Commerce
Allan Franklin Florida Department of Revenue
Enid Atwater Palm Beach County Convention and Visitors Bureau
Nguyen Tran City of Del ray Beach
Scott Aronson City ofDelray Beach
Ron Hoggard City of Defray Beach
Nancy Stewart A venue Creative Group
Lamar Shuler West Atlantic Redevelopment Coalition
Rosalyn Murray West Atlantic Redevelopment Coalition
Diane Colonna Community Redevelopment Agency
Ingrid Kennemer Coastal Commercial Group, LLC
AnnJara Coastal Commercial Group, LLC
Rita Ellis Downtown Development Authority
Butch Johnson 32 East Restaurant
Paul Dorling City of Defray Beach
Kathy S. Aguirre Defray Beach Chamber of Commerce
Howard Ellingsworth Ellingsworth, Smith. Graham, Ellingsworth & Assoc.
Peggy Murphy Old School Square
Melissa Carter Old School Square
Bob Barcinski City ofDelray Beach
Perry Don Francisco Boston's on the Beach
From a planning perspective, Downtown Delray Beach has been defined as the area several
blocks to the north and south of Atlantic A venue as it extends fÌ'om Interstate 95 to the
Atlantic Ocean. For analytical purposes, the Downtown Development Authority and the
City of Defray Beach have sub-divided Downtown Delray Beach into a series of eight
"clusters" that reflect physical boundaries and functional differences. In fact, these planning
clusters have little in common except close physical proximity. The Beach zone east of the
Intracoastal Waterway is dramatically different in fOrnI, content, and function fÌ'om the
1
blocks of West Atlantic located between Interstate 95 and Swinton Avenue. Similarly, the
core blocks of Atlantic Avenue fÌ'om the Intracoastal Waterway to Swinton Avenue have
unique challenges and opportunities fÌ'om those facing adjacent planning clusters.
From a pragmatic perspective, Downtown Delray Beach consists of contiguous sub-areas
that have vastly different "reasons for being" and different sources of consumer support that
must be considered when fonnulating mercantile recommendations for each cluster. The
West Atlantic sub-area is the site of many neighborhood-dependent businesses while the
businesses in the Atlantic A venue core are heavily dependent upon a broad regional
consumer market plus seasonal residents and tourists. The Beach zone is almost completely
dependent upon resort tourists. The core area of Downtown Delray Beach is the most
appropriate setting for a general retail transfonnation. The Beach zone and West Atlantic
area are specialized enclaves that must respond primarily to their unique constituencies
although failing to capitalize upon the diversity of customer segments available in
Downtown Delray Beach via mercantile/restaurant content with some appeal to other
customer segments would be counter-productive and self-limiting.
Downtown Delray Beach can continue is a vibrant multi-faceted urban center that draws
patrons for a variety of activities. Thousands of new residents are seeking the lifestyle of
urban living in Downtown Delray Beach. The community has much to offer tourists and
local residents through arts/cultural activities and community events. Downtown's retail
base can evolve in such a way that "'comparison goods" shopping is a primary trip
generator. There are significant redevelopment opportunities throughout the Downtown
area that can be addressed with sensitive urban design and transportation planning, strategic
public and private infi'astructure investment, and retail-focused economic development
policies. The end result of public sector and private investor collaboration will be an
attractive, unique, livable Downtown that generates economic opportunity for a broad cross-
section ofthe community.
Blount Hunter
H. Blount Hunter Retail & Real Estate Research Co.
July, 2005
2
---
NOTES ON THE NATURE OF A "STRATEGY"
The formal defInition of "strategy:"
A plan, method or series of maneuvers
for obtaining a specific goal or result
Random House Collegiate Dictionary
Several functional defmitions of "strategy:"
Strategy: noun I a well-reasoned action plan that matches
knowledge of present market conditions (opportunities) with appropriate
practices and procedures (tactics) to achieve desired results
Strategy: noun / a flexible action plan that enables its implementers to respond
to changing circumstances
Strategy: noun / a plan so clear that new participants easily understand its
intentions; a plan so clear that deviations become readily apparent; a plan so clear that
its fmal achievement becomes widely recognizable
Promoting Downtown De/ray Beach as a "Village by the Sea"
is an example of a positioning strategy that has implications
on patrons' expectations of the Downtown experience and content.
o _
delray:heacb
1IfUlqle b~
tlte Sea .1',...
3
EXECUTIVE SUMMARY
From many goals emerged one vision for Downtown Delray Beach: a
sustainable mixed-use district with unique characteristics that are
pertinent to many diverse constituents.
From the public sector perspective, Downtown revitalization efforts positively affect the
economic structure of a community and maximize the fiscal return on investment in
municipal infrastructure. From the private sector perspective, Downtown revitalization
maximizes the economic performance of businesses and generates long-term asset value
for investors.
Reviving the retail sector of any Downtown is challenging for a variety of reasons.
Some of the issues facing Downtown Delray Beach are unique while others reflect the
dynamics of American retailing. The general obstacles to revitalizing the retail function
of a Downtown district include the strength of suburban competition and the lack of
understanding of urban site opportunities within the retail industry. Shifts in the
economics of American retailing have made it difficult for small independent merchants
to succeed. The physical barriers to retail rejuvenation of many Downtown areas
include inadequate and/or costly parking, one-way streets that confuse patrons,
tTagmented property ownership, inconsistent operating hours and standards, and narrow,
deep buildings that are functionally obsolete in the perspective of contemporary chain
retailers. Downtown areas with many independent property owners are at a natural
disadvantage to planned retail areas under single ownership as economic reality forces
independent owners to make leasing decisions that are in the best interest of their
individual needs rather than decisions that fulfill a comprehensive merchandising plan
for the bettennent of the entire district.
In the past, Downtown Delray Beach had a broad mercantile base with department store
retailing and a comprehensive assortment of comparison goods merchants. There was
no competitive suburban retailing. Established local retailers predominated. In recent
decades, apparel retailing has concentrated in nodes with multiple department store
anchors. An onslaught of chain retailers in suburban locations provided overwhelming
competition that gradually caused the downfall of Downtown has the primary regional
shopping destination. Across the country, malls and chains have caused independent
local retailers to become an endangered species.
In addition, highway widening removed some neighborhood-oriented businesses &om
the West Atlantic corridor. Automobile-oriented businesses such as service stations
located here without recreating a mercantile base for the adjacent residential community.
Community event programming initiated interest in the core of Downtown Defray Beach
and generated periodic visits to Downtown by a broad cross-section of the community.
Pioneering merchants gradually created a unique market niche for Downtown Delray
4
Beach by using inexpensive spaces for art galleries, design studios, specialty shops and
restaurants. Patrons included tourists and seasonal residents plus year-round residents
ITom nearby areas of Palm Beach and Broward counties.
As suburban retailing becomes increasingly mundane and devoted to ''task-oriented''
chore shopping, the core of Downtown Delray Beach is well-positioned to serve as a
regional destination for ''recreational shopping" for unique specialty goods in an
environment that offers dining and entertainment as important elements of drawing
power. Chains entering the Delray Beach retail market have strong site options that
meet their criteria for accessibility and co-tenancy. Downtown Delray Beach is a viable
site option for some---but not all--national merchants. Downtown's promoters and
property owners can pursue an alternative merchandising strategy that acknowledges
Downtown's existing strengths as a specialty retailing zone comprised of local
merchants thereby sustaining its unique regional market position. This is a time tested
model that offers a great possibility of on-going success in Downtown Delray Beach in
light of Downtown's current stature as a ''place'' defined by arts, entertainment, and
specialty shopping.
The western end of Atlantic Avenue can be physically enhanced to become an attractive
"gateway" to Downtown Delray Beach while continuing to serve nearby residential
neighborhoods. Providing everyday goods and services in a mixed-use environment that
also includes residential and office uses can create economic opportunity for
entrepreneurs. Gentrification need not overtake the Western Atlantic Avenue corridor;
redevelopment programs and economic development policy can focus upon building
capital and wealth for residents of the community.
Independent and chain merchants seek out retail nodes that generate strong sales with
occupancy costs that allow for operating profits. The most effective way to sustain
Downtown Defray Beach's retai1 revitalization is to undertake actions that enhance the
profitability of current merchants and restaurants while preserving the entrepreneurial
environment of Downtown Delray Beach so that it can attract a greater variety of
retailers.
The Community Redevelopment Agency (CRA) can serve as the catalyst for change in
Downtown Delray Beach by playing an active role in causing ,the strategic
redevelopment of Cluster 1 and a critical parcel known as the "library site."
Developments in these locations can alter the course of Downtown Delray Beach's retail
revitalization. Without these significant interventions. Downtown's mercantile offering
may not live up to the full potential as descnòed in this report. T ogetber, the CRA, the
Downtown Development Authority (DDA). the Joint Venture. and the City of Delray
Beach represent a formidable team that can guide the evolution of Downtown Delray
Beach.
5
CONCLUSIONS
Downtown Delray Beach faces multiple challenges in its mercantile evolution. The
foremost barñer is the overwhelming shift away from independent merchants to chain
retail conglomerates. A second major inhibitor is the shift from neighborhood retail
settings to regional retail nodes. The contemporary American retail economic model
increasingly favors fewer and larger stores sustained by greater aggregations of
consumers in order to focus upon volume and price. As with most Downtowns,
attracting new businesses is inhibited by fragmented property ownership that makes it
difficult to create effective co-tenancy and by high rents that reflect prevailing property
values. Attracting "catalyst tenants" with leasing coattails of sufficient strength to draw
other quality merchants typically requires deals that are financially onerous for
individual building owners who lack the ability to recoup the costs of such lease terms
on adjacent space in the way that is standard operating procedure for a shopping center
owner.
Despite these factors, Downtown Delray Beach is a vibrant mixed-use district with a
substantial offering of restaurants and specialty retail goods. Downtown's appeal as a
shopping destination is secondary to its appeal as a restaurant setting and
entertainment venue. Conditions favor the addition of more "comparison goods"
merchandise to enhance Downtown's appeal as a destination for purposeful shopping.
Regional malls are distant; new housing is bolstering Downtown's residential base;
tourists and seasonal residents bring a constant flow of dollars to the market; and a
growing segment of the population is eager for a return to personalized shopping in the
type of unique setting available in Downtown Delray Beach.
Downtown Delray Beach's stakeholders should feel optimistic about the potential facing
Downtown. Existing restaurants and retailers form a strong base for an initiative to
intensify Downtown's retail offering and move its merchandising direction toward
"comparison goods." This evolution can result in Downtown emerging as a destination
for shopping trips that are now oriented to regional malls.
Downtown Delray BelIch's retail evoIlIIiD" does "ot require Ihat iJs unique charm and
pedestrian chfITllCler be compromised in ftlVOr of an "open air mall" or a faux Main
Stred "lifestyle center." Downtown's transformation into a destination for "comparison
goods" can occur "ithout a preponderance of chain merchants. Some new retail square
footage can be created through mixed-use developments that contribute to the Village
streetscape.
Not all of the eight Downtown planning clusters are equally suitable for retail
development or as the site of "comparison goods" retailers. Cluster 1 is a
neighborhood retail node requiring public investment to improve the quality of the
physical enviromnent and nurture the entlepleneurial capacity. Cluster 3' s Pineapple
Grove Way is a secondary retail setting that can achieve greater success by being
promoted as a specialized "destination within a destination." Cluster 8 is a sub-district
6
with unique consumer support that may be difficult to integrate with other portions of
Downtown because of the bridge that forms a physical and psychological barrier.
Clusters 4 and 6 are truly the core of the Downtown shopping district and the most
appropriate setting for additional "comparison goods" retailers. Several large
redevelopment opportunities within these three clusters can add significant amount of
retail space.
The foremost challenge to building the retail base of Downtown Delray Beach is
demonstrating its sustained destination drawing power as a shopping district. In
response to prevailing challenges and opportunities, Downtown's promoters should
continue to market Downtown Delray Beach as the center of the region's arts and
cultural activities and a growing mixed-use district for entertainment, dining, and
specialty shopping. The evolving retail base will most likely consist of local
entrepreneurial merchants with links to the arts/cultural activities occurring in
Downtown as well as specialty retailers with cross-over appeal among local residents,
part-year residents, and tourists. Chain retailers are seldom pioneers. If they opt to enter
a Downtown district it is because they are convinced that existing sales volumes in
appropriate retail categories present low-risk opportunities.
The Downtown Development Authority and other stakeholders should optimally focus
on encouraging/guiding retail recruitment where market conditions are favorable but
not widely recognized rather than encourøging or accommodating additional
restaurant development since """*et conditiollS for foodservice uses are favorable
and well-known. The public sector no longer needs to "prime the pump" for
restaurants; Downtown's restaurant/night club momentum IS market-driven.
Conversely, The Downtown Development Authority and the public sector should
concentrate its efforts on Downtown's retail mix if it is to become a more robust
"comparison goods shopping destination." Focusing on retail recruitment may lead to
an environment in which retail stores assume greater importance in Downtown's
drawing power among a broader cross-section of the local resident population. The
ultimate goal is to create a retail assortment that attracts purposeful comparison
shopping trips rather than drawing recreational outings in which casual browsing is
secondary to dining or strolling.
Much has been accomplished in returning Downtown Dekay Beach to a place of
importance within the region. Armed with the proper economic development tools and
leasing messages, public and private sector promoters can stimulate additional retailer
interest in Downtown Delray Beach.
7
RECOMMENDATIONS
Today, patronage of Downtown Delray Beach is primarily driven by dining and
entertainment. Shopping is secondary to these trip generators. Circumstances are
favorable for increasing the importance of shopping as a primary trip motivator. This
can be achieved through the addition of more "comparison goods" rather than more
restaurants or impulse merchandise such as gifts and souvenirs.
1. The Downtown Development Authority and other public agencies should
concentrate their efforts on retail recruitment rather than continued restaurant
development. Retail recruitment should focus upon targeted merchandise
categories including appareVshoes, jewelry, home furnishings, books/music, and
antiques/art galleries. By adding depth of merchandise in these lines, Downtown
Delray Beach can evolve into a competitive "comparison goods" shopping
destination with regional drawing power.
2. The Downtown Development Authority and other public sector agencies may
have their greatest impact on Downtown retailing through efforts to stimulate
new developments containing high-quality contemporary retail space. Existing
buildings have physical limitations in their ability to accommodate contemporary
retailers. It is difficult to obtain increments of 3,000 to 5,000 square feet with
appropriate depth and fTontage m key blocks on Atlantic Avenue.
Accommodating some larger retailers may be predicated upon development of
new retail space.
3. Adequacy and location of public parking are critical determinants of continued
success of Downtown and its ability to attract interest Horn experienced retailers.
Clusters 4,6, and 8 lack sufficient parking for retail customers. Parking should
be viewed as a powerful economic development tool that can be used to
influence private investment activity.
4. The City of Delray Beach stimulated pioneering restaurant development by
granting leniency in parking requirements for restaurants in Downtown. The
City ofDelray Beach should re-evaluate the desirability of continuing the in-lieu
fee provision of Ordinance 35-04 now that Downtown is a successful dining
destination.
5. Cluster I should be prioritized for public sector investment. This cluster is best
viewed as a neighborltood-oriented commercial district featuring basic consumer
goods and services. The physical format of development within Cluster 1 should
be designed in full recognition of the area's role as the "gateway" to the larger
Downtown area. There is a substantial opportunity to generate wealth and
business opportunities within the West Atlantic community.
8
6. Marketing messages should assume greater emphasis on the retail content of
Downtown Delray Beach. Marketing would optimally lead consumers' to
perceive Downtown as a unique niche retail destination. Downtown's marketing
activities must be comprehensive and coordinated. The public and private
sectors must address the need for a steady stream of marketing funds.
7. Event programming is responsible for much of the current vibrancy of
Downtown Delray Beach. The importance of event marketing and community
events in generating publicity, patrons, and sales cannot be understated. Events
staged in Downtown Delray Beach are successfully appealing to diverse
customer segments (local residents, seasonal residents, tourists). The Joint
Venture should evaluate the adequacy of funding and staffing in light of the
importance of this function.
8. Specific retail-oriented economic development incentives should be considered
as public policy to encourage the broadening of the retail base in Downtown
Delray Beach. In some cases, such incentives can facilitate leasing and
contribute to survival of fledgling entrepreneurs. No economic development
tools can compensate for excessive rent demands, and there is some evidence of
unreasonable rental expectations by property owners in Downtown Defray
Beach.
9. The City of Delray Beach may consider an ordinance that requires mercantile
activity at street level as a means of preventing offices and other businesses ITom
usurping prime retail space. Similar ordinances are in force in many cities
including Daytona Beach, Florida.
10. The City of Delray Beach should seek opportunities to add new activity
generators as anchors within Downtown. A multiplex cinema and entertainment
venues would reinforce Downtown's regional drawing power and generate spin-
off business for restaurants and retailers. Activating additional performance
spaces within Downtown would provide new concentrations of activity for the
benefit of nearby businesses.
9
------
INTRODUCTION
This retail merchandising strategy is predicated upon understanding
Downtown Delray Beach's current role as a regional destination for
dining, entertainment and shopping.
An analysis of event patronage generated a geographic depiction of
Downtown's current drawing power and established Downtown Delray
Beach's retail trade area. A random regional telephone survey of adult
residents of the trade area provided a baseline measurement of
Downtown's market penetration and frequency of use by primary
motivation.
Sales estimates were prepared for the eight clusters in Downtown
Delray Beach. The composition of each cluster was evaluated for
vacancy, amount of "comparison goods" retail space, and restaurant
square footage. The current allocation of space was then compared to
the general space allocation of a Downtown functioning as a "shopping
destination" for "comparison goods." This comparison served as the
basis for general merchandising recommendations for Downtown
Delray Beach. Each of the eight planning clusters has been addressed
for its future content within the overall merchandising
recommendations.
The analysis is accompanied by a series of observations and
recommendations based upon analog experience in Downtown areas
facing comparable challenges and opportunities.
10
EVENT PATRON SURVEYS
Much of the renaissance of Downtown Delray Beach is attributable to event
programming with concurrent appeal to residents and tourists. The Joint Venture's
tradition of hosting a variety of community events and celebrations has attracted positive
attention to Downtown while generating sustained crowds of patrons. Family-mendly
events provided reasons for residents and visitors to venture into Downtown Delray
Beach long before specialty shops, galleries, and restaurants lined Atlantic A venue.
The Joint Venture conducted random intercept interviews of patrons at three events in
I-. 2003/2004 as a means of understanding the drawing power of events held in Downtown
Delray Beach and to evaluate the spending impact of event patrons on retail goods and
foodlbeverage items. The surveys also facilitated the creation of demographic profiles
of event patrons.
A total of 882 surveys have been included in this analysis covering "Art and Jazz on the
Avenue" (October, 2003), "Holiday Tree Lighting" (November, 2003) and "Art and Jazz
on the Avenue/Foto Fusion" (January, 2004).
Two of the three surveys were conducted during South Florida's winter tourist season,
with the January event occurring a time that coincides with high season. The impact of
seasonal residents and tourists is exaggerated as a result of the timing of this event
research. Despite this seasonal bias, the event research provides several valuable
insights:
~ The geographic drawing power of events held in Downtown Delray Beach
allows for the definition of a "retail trade area" for Downtown businesses.
~ The demographic composition of local residents and tourists attracted to
Downtown Delray Beach supports marketing efforts and will be useful in the
solicitation of new retailers and restaurants.
~ A perspective on the magnitude of the "daytrip" market currently drawn to
Downtown Delray Beach will facilitate discussion about a strategy to develop
the regional market as an adjunct to Downtown's "retail trade area" and out-of-
town tourists/seasonal residents.
~ The relationship between event attendance and sales of retail goods and
foodlbeverages clearly illustrates the economic value of the Joint Venture's
community events.
~ Satisfaction ratings by event patrons provide critical feed-back regarding the ease
and convenience of parking within Downtown Defray Beach.
11
DELINEATION OF DOWNTOWN'S "RETAIL TRADE AREA"
Zip codes of local event patrons have been plotted on a map to fonn the functional
"retail trade area" for Downtown Delray Beach.
Downtown Delray Beach draws patrons &om a broad area extending from central Palm
Beach County in the north to Pompano Beach in the south.
-+ Zip code 33445 generates one-quarter of all event traffic. Seven other Zip codes
collectively generate 49 percent of all Downtown event patrons.
ST A TEGIC CONCLUSIONS:
Downtown Delray Beach's event programming and its mercantile/restaurant content
provide a unique niche within this geographic market.
./ This Zip code analysis provides a clear focus for on-going event marketing
efforts. Zip codes at the fringes of the trade area can be targeted for increased
visitation as one strategy for stimulating event patronage in Downtown Delray
Beach.
12
DOWNTOWN'S "RETAIL TRADE AREA"
Event patron home Zip code tracking allowed for the delineation of Downtown Delray
Beach's functional "retail trade area." The trade area as shown on the accompanying
map extends approximately 15 miles to the north and south of Downtown and 9 miles to
the west. Downtown's trade area generally confonns to a 20-minute drive radius.
Downtown Delray Beach's retail trade area had a year-round population of 803,300 in
2003. By 2008, the population is projected to reach 877,200. Growth over the five-year
period is expected to add 74,000 new residents.
-+ There are more than 347,200 households in Downtown's "retail trade area." The
estimated count of housing units is larger at 403,560. Vacant housing (awaiting
sale or occupied seasonally) accounts for 55,940 units-l 4 percent ofthe total.
-+ The average household income of residents of the "retail trade area" was
approximately $68,250 in 2003.
~- ,--~-_.- - íoö3 SUMMARY OF Klfy'~" ,~-~.
-
;:.__ TR4Pj:~~ÇH~C'(~~~
Population 803,300
Housing Units 403,560
Households 347,200
Average Household Income $68,250
SOURCE: Scanus
STRATEGIC CONCLUSIONS:
Downtown Delray Beach has a relatively populous retail trade area. While there is
economic diversity within the retail trade area, almost one-third of all households have
annual incomes between $40,000 and $100,000.
A trade area with this combination of population density and affluence has significant
consumer spending capacity:
./ The pennanent residents of Downtown Delray Beach's retail trade area generate
more than $3.5 billion annually in expenditure potential for "comparison goods"
such as apparel, household furnishings, jewelry and other "mall-type goods."
./ The residents of the retail trade area spend approximately $600 million annually
on restaurant meals.
13
DOWNTOWN DELRAY BEACH'S "RETAIL TRADE AREA"
Legend
.-........-
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Dno_eaI2GIIT
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-
.
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14
----~--
CONSUMER SEGMENTS
It stands to reason that the composition of event traffic varies by customer segment
according to the timing ofthe event.
-+ Pennanent residents are defined as year-round South Florida residents; most
reside within Downtown Delray Beach's "retail trade area." They range from 28
to 82 percent of Downtown event traffic.
-+ Seasonal residents are defined as those non-pennanent South Florida residents
who stay for 1 + months in the Delray Beach area. Seasonal residents vary from
9 to 37 percent of Downtown patron traffic.
-+ Short stay visitors are defined as those non-pennanent South Florida residents
who visit the Delray Beach area for less than 1 month. Short stay visitors vary
from 9 to 22 percent of Downtown event traffic.
-+ Regional daytrippers are pennanent South Florida residents who generally reside
beyond Downtown Delray Beach's "retail trade area." Depending upon time of
year and event, daytrippers account for I to 14 percent of Downtown Delray
Beach's event traffic.
~ "e'" "-~ "ï(EYCUSTOMER -SEGMENTIfÄT D6WNiõw~rn-ELRAY~~----- ='1
, ,
~._-. . .,,,., "." BEACBEVENTS - - "' ,-. .J
~..:..:,~...~~__~...::.~~~.......,._...,. _"'_,_~_"-~~~"""'~~ 6 ~.....~ --'-~...~~_ ~'--,,~.......>..~~~~~.J
ART & JAZZ TREE LIGHTING JAZZlFOTO FUSION
OCT. 2003 NOV. 2003 JAN. 2004
Permanent Residents 82 reent 56 reent 28
Seasonal Residents 9 reent 14 reent 37
Short Sta Visitors 9 reent 16 reent 22
Re ¡onal Da . 1 reent 14 reent 13
rs
STRATEGIC CONCLUSIONS:
Downtown Delray Beach benefits from multiple customer segments that reflect several
factors including the seasonality of South Florida and the uniqueness of events held in
the Downtown area. Seasonal residents, tourist visitors, and daytrippers augment the
consumer spending power of the pennanent residents in Downtown Delray Beach's
"retail trade area." The extent of the impact of these segments varies over the course of
the year.
../ Penn anent residents of Downtown Delray Beach's "retail trade area" are
estimated to represent 50-60 percent of the sales potential of Downtown Delray
Beach. Daytrippers are estimated to account for 10-15 percent of annual sales
potential of Downtown Delray Beach with seasonal residents/tourists accounting
for 25-40 percent of Downtown's sales potential.
15
AGE AND INCOME OF EVENT PATRONS
Event programming influences the age and income character of event patrons.
-+ The Holiday Tree Lighting has broad community appeal while Jazz on the
Avenue and Foto Fusion target sophisticated, affluent patrons.
:~~=~"---~_::=-'::ÃRT&~~AZ~~crºªE~.==~=~~
SEASONAL REGIONAL
RESIDENTS DA YTRIP
Under 18 *
18 to 34 *
35 to 44 *
45 to 54 *
55 to 64 *
65+ *
U to $49,999 N/A
$50,000-$99,999 N/A
$100,000-$199,999 N/A
$200.000+ N/A
· insufficient data
~__.,-~ _-..".-___ -r~- -.... ~-~_...-...- ~~-~ ~~______ --~, _~, - -~ ...."..,..,-- ~."C"-~~_..~-,-,.... -~~~~~~- ---,-~ ~.~
~~~ . HOLIDAY T.Illi.ßRG1JTIN.G '!~tºV~1!JEª4IlQJ_~...:_~.~,~
Under 18
18 to 34
35 to 44
45 to 54
55 to 64
65+
U to $49,999
$50,000-$99,999
$100,000-$199,999
$200.000+-
===~=:= ~'_~KI!T ,~~-º)~ºTOF[~Iº~.J~~J~1i¥~öõr~~-7-:-~.~
SHORT STAY
VISITORS
Under 18
18 to 34
35 to 44
45 to 54
55 to 64
65+
U to $49,999
$50,000-$99,999
$100,000-$199,999
$200.000+
STRATEGIC CONCLUSIONS:
A broad spectrum of events can be used to engage all sectors of the community.
16
PURCHASING BEHAVIOR OF EVENT PATRONS
Patrons of the three monitored events tended to mix retail and food spending with event
attendance at a level that should be noticeable to merchants and restaurateurs.
~ Many-if not most~vent patrons appear to make some type of retail purchase
while in Downtown Delray Beach. An additional 15-20 percent of event patrons
plan to return to Downtown Delray Beach after the event to make a retail
purchase.
~ The vast majority of event patrons appear to make some type of foodlbeverage
purchase when attending events in Downtown Delray Beach.
t .
ART & JAZZ TREE LIGHTING JAZZlFOTO FUSION
OCT. 2003 NOV. 2003 JAN. 2004
Already purchased 14 percent 29 percent 27 percent
retail oods
Plan to purchase 33 percent 24 percent 32 percent
retail oods
No intention to 40 percent 41 percent 27 percent
urchase retail oods
Plan to return to 15 percent 15 percent 22 percent
urchase retail oods
I . .
ART & JAZZ TREE LIGHTING JAZZlFOTO FUSION
OCT. 2003 NOV. 2003 JAN. 2004
Already purchased 41 percent 35 percent 63 percent
foodlbeve e.
Plan to purchase 45 percent 49 percent 28 percent
foodlbevera e
No intention to purchase 15 percent 19 percent 11 percent
foodlbevera e
STRATEGIC CONCLUSIONS:
Events, festivals, and community celebrations are not merely generating traffic; they are
generating successfully generating sales of retail goods, restaurant meals, and other
types of foodlbeverages in Downtown Delray Beach.
./ Purchasing proclivity is generally similar across all customer segments. This
indicates that all patrons are prospective purchasers.
17
PERCEPTIONS OF DOWNTOWN PARKING
AMONG EVENT PATRONS
Event patrons give"average" scores for ease of finding parking and convenience of
parking locations in Downtown Delray Beach.
-+ Trade area residents and regional daytrip visitors are somewhat more negative in
their perceptions of ease and convenience of Downtown parking than seasonal
residents or short stay visitors. An hypothesis for the greater tolerance among
the two categories of visitors is the likelihood that they live in larger urban areas
where parking is more difficult to find and less conveniently located.
~-:- - ~_-".-..__"" - ~~JQß2LEA~,scE O.F""jYf.N~IN:(fi'\.~G-" -_-~ -=-.:=~~~
TREE LIGHTING JAZZlFOTO FUSION
NOV. 2003 JAN. 2004
7 7
3 3
4 6
7 7
10 10
6 7
12 15
14 14
9 16
28 16 cent
7.0 6.7
f ==:'~--=~~~:::;:-'-RA~ÇJ¡'O:[~ON~~~gj;jF"tAmg~G;j- _~:~:-~:- _=-~=-=-":--=:=1
TREE LIGHTING
NOV. 2003
6
2
5
5
11
9
10
14
12
26
7.0
STRATEGIC CONCLUSIONS:
The way in which parking is "managed" during events affects the general impression of
parking conditions in Downtown Delray Beach.
,/' Enhancing the parking experience during events will improve the image of
Downtown parking.
18
FIRST TIME VISITS TO DOWNTOWN
AND OVERALL SATISFACTION WITH DOWNTOWN
AMONG EVENT PATRONS
Community events draw new users to Downtown Defray Beach.
~ Generally 20-30 percent of event patrons are fIrst-time visitors to Downtown
Delray Beach.
~ --.-....,.,.~ -..,,-~--- ~"',....,~~--- '" ~"'-~~ ~-,- ~~~ ""-~ ~.,..-..............-.--..,,,,~-....~,-.,- - ~~-,._>,....... -- -;--~-~-~~ ,. .~~~.~~~~ ~-""'-~-""l
~ " -, ,', ': FIRST VISIT TO-DOWNTOWN DELRAY BEACH, ; ~. - : ,. J
~~~~......,'-".J,c::._~"""",",--,~:;;",-,,""","_._~~~='L.~li2òo"''''''''''~C_~~~~",,,~~~~_~
ART & JAZZ TREE LIGHTING JAZZ/FOTO FUSION
OCT. 2003 NOV. 2003 JAN. 2004
First visit 21 reent 29 ercent 19 ercent
Event patrons were asked to rate their "overall satisfaction" with Downtown Defray
Beach using a 1 to 10 scale. Higher scores are preferable.
~ Event patrons have highly favorable levels of "overall satisfaction" with
Downtown Delray Beach.
.
ART & JAZZ TREE LIGHTING
OCT. 2003 NOV. 2003
Low N/A 1 rcent
N/A
N/A 1
N/A 1
N/A 3
N/A 3
N/A 4
N/A 15
N/A 12
N/A 61 ercent
N/A 9.0
STRATEGIC CONCLUSIONS:
Event programming is a viable means of introducing new patrons to Downtown Delray
Beach. Event programming is also demonstrating its effectiveness in reinforcing
positive impressions of Downtown.
-/ Event programming should remain the centerpiece in Downtown marketing.
19
---
TELEPBONERESEARCB
WITHIN DOWNTOWN'S REGIONAL RETAIL TRADE AREA
Proprietary consumer research was conducted during mid-September, 2004 to generate
insight for this analysis. The research included a random sample of approximately 400
households within Zip codes that were identified as key sources of attendees for
community events sponsored by the Joint Venture in 2003 and 2004. The telephone
survey probed residents' discretionary usage of Downtown Delray Beach over the
preceding six months and the preceding year. Reasons for non-use were probed, and
key trip generators were identified. This 2004 research serves as a benchmark
measurement of Downtown Delray Beach's ''reach'' and "ftequency of use." Periodic
repetition of this research can provide assessments of change as Downtown Delray
Beach gains new mercantile content or activity generators.
The ability to define a "retail trade area" for Downtown Delray Beach:
a provides a focused target for marketing
a helps to refine a merchandising/leasing strategy
a establishes sales volume/productivity expectations
"'
20
DOWNTOWN'S MARKET PENETRATION
The first dimension of Downtown usage is market penetration or "reach." The most
important factor in calculating market penetration is establishing the proper geographic
basis for measurement.
Fully 54 percent of all adults residing in Downtown Delray Beach's "retail trade
area" had been to Downtown Delray Beach at least once in the past 12 nwnths for
non-work reasons.
-+ Downtown Delray Beach's "reach" is highest than average among 35 to 64 year
olds and among residents with household incomes over $60,000. This skew in
drawing power is a reflection of the type of restaurants and specialty retailers in
business today in Downtown Delray Beach.
~.._---~ --~,-- '~~OOWNTOWNDELRAY BEACI:C'-'-- ~~--~-'.--~
:.~~ ':':'~ðCß." BX~º!1~EIϺ~D .lliÇ9M!!L~
PERCENT VISITING
DOWNTOWN DELRAY BEACH
IN PAST YEAR
18 to 24 45
25 to 34 51
35 to 44 60
45 to 54 61
55 to 64 64
65+ 48
U to $20,000 47
$20,000 to $39,999 47
$40,000 to $59,999 51
$60,000 to $79,999 75
$80,000 to $99,999 79
$100,000 + 83
All Trade Area Adults 18 + 54
STRATEGIC CONCLUSIONS:
Downtown Delray Beach has a viable "retail trade area" with a population of 803,200
year-round residents. The population of the trade area is growing at a rate of
approximately 1.5 percent per year. The average annual income of trade area
households is $68,250.
./ Annual market penetration or "reach" of 54 percent provides reassurance that
Downtown Delray Beach is well beyond the initial stages of urban revitalization.
./ The profile of Downtown users shows skews in age and household income that
should be of interest to existing and prospective retailers and restaurateurs.
21
DOWNTOWN'S USAGE FREQUENCY
The second dimension of Downtown usage is "frequency of visits." Frequency of use is
a critical element of knowledge for all involved in promoting Downtown Delray Beach.
In 2004, the average frequency of visits by those who had been to Downtown was 17
non-work visits per year or the equivalent of once every three weeks.
-+ Frequency of use is highest among very young adults (18 to 24 year olds) and 35
to 54 year oIds. Frequency of use is lowest among trade area residents over age
65. This is typical in Downtown areas that are successfully functioning as
destinations for dining, specialty shopping, and entertainment.
-+ "Frequency of use" of Downtown Delray Beach for non-work purposes
correlates well with higher incomes. The most frequent patrons are those in
households with incomes over $60,000.
~-._- - - --- - - -~-- -- - _e_._ -" - - ----- -.- 0--. - ------ -- --~-~.1
:, FREQUENCYOFDOWNTOWNDEL~Y .1
~~~-=~~~-~---,-~=~._~
A VG. NUMBER OF
VISITS PER YEAR
18 to 24 25X
25 to 34 19X
35 to 44 21X
45 to 54 24X
55 to 64 16X
65 + llX
Un to $20,000 12X
$20,000 to $39,999 8X
$40,000 to $59,999 21X
$60,000 to $79,999 22X
$80,000 to $99,999 27X
$100,000 + 35X
AU Trade Area Adults (18 +) 17X
STRATEGIC CONCLUSIONS:
The current level of Downtown use is not inconsequential. While not all Downtown
visits involve shopping, Downtown's current patrons are visiting at an average annual
rate that is similar to the frequency of average visits to a regional shopping mall (1 visit
per 10 days).
./ It is important to discuss this pattern of frequent use with prospective merchants
as most retailers and restaurateurs are interested in business locations that offer
access to ''repeat'' customers.
22
KEY DOWNTOWN DELRAY BEACHTRIP GENERATORS
Downtown districts succeed when they function as mixed-use destinations with many
distinct trip generators. The table below presents details of "reach" and average
ffequency of visitation by purpose of trip.
Downtown Delray Beach's most important trip generator is patronizing
restaurants/bars/clubs. The second and third most important trip generators are
events at Old School Square and community celebrations.
-+ "Dining/clubbing" and "shopping" are activities with relatively high reach and
high ffequency. In contrast, visiting galleries/studios is a relatively low reach
and low ffequency activity.
-+ Taken together, attending events (either at Old School Square or elsewhere in
Downtown) are activities with modest levels of reach and ffequency. The role of
community entertainment and events is critical for establishing a broad base of
users. Family-oriented events such as those sponsored by the Joint Venture are
an excellent means of establishing positive impressions of Downtown and
generating sustained patronage. Both are essential for changing the perception of
a Downtown.
-+ Many of Downtown Delray Beach's "anchor uses" attract low visit ffequency.
One would expect local residents to make few visits annually to many of these
destinations. Transacting business with Downtown professionals (attorneys,
doctors, travel agents) and visiting government offices are typically low
ffequency activities.
,~~ -- ------~~---~ -- ._----~.- - -- _.._---------~- --~ - ~---- ~--~- ~
: KEY DOWNTOWN DELRAY BEACHTRlP GENERATORS - - -. - î
~:~..:..~__~:AS~ME4~URE1HJ..Y:'H~~~ AN!t!:S["-ºYE~CY:..ºF 1J~îL_~__:~~:~-.J
FREQUENCY
6.7X
7AX
lAX
4.2 X
1.2 X
2.5 X
0.6 X
2.0 X
0.5 X
0.7 X
2.9 X
104 X
23
STRATEGIC CONCLUSIONS:
Downtown Delray Beach is functioning as a mixed-use destination. Downtown has a
wide variety of trip generators. Each can be used in consumer marketing messages
about Downtown; each can be harnessed for the strategic purpose of stimulating retail
and restaurant sales.
./ For all of the merits of Downtown event programming, the research suggests that
the account for 10 percent of Downtown visits by permanent residents of the
"retail trade area."
Downtown is not universally perceived and utilized as a "shopping destination." This is
an important distinction between a Downtown district and a regional shopping mall; the
mall is perceived almost entirely as a place for shopping. This strong "single purpose"
image as a "shopping destination" is very different ttom the "multi-purpose" image of
Downtown Delray Beach.
./ The challenge to increasing sales is to link shopping and dining to all Downtown
visits regardless of primary visit intention.
./ The opportunity, over the long term, is to create a sufficient critical mass of retail
goods that Downtown Delray Beach becomes a more viable retail destination.
24
PROFILE OF DOWNTOWN DELRA Y BEACHP ATRONS
The table on the facing page presents age and household income comparisons for
"users" and "non-users" of Downtown Delray Beach with an index of comparative
strength.
Downtown's "users" are younger and more affluent than "non-users."
~ Almost half (41 percent) of "non-users" are age 65 +.
~ "Non-users" are disproportionately concentrated in households with incomes
below $60,000.
.':~-~ >-~-~~----~'~-----ÖEMÕGRAPHìC CÖMPAlfIsò~':OF--~ ~~-- ~---~~--~-=-~--;
f. ~ " '. .,.., t - [ ~ - -:\.. . - ~
~',' . '. " " ,DOWTNO:WNnU~ERSn.VERS~" ..- .~ ':.;; ','.;,.;j
~.""~~"-""'~...-~........... _...........'""""-~ ~~~~
DOWNTOWN DOWTNOWN
USERS NON-USERS
18 to 24 4 rcent 6
25 to 34 9 reent 10
35 to 44 17 reent 13
45 to 54 20 reent 15
55 to 64 17 reent 12
65 + 32 rcent 41
U to $20,000 10 rcent 16
$20,000 to $39,999 20 reent 35
$40,000 to $59,999 19 rcent 27
$60,000 to $79,999 21 rcent II
$80,000 to $99,999 13 rcent 5
$100,000 + 18 reent 5
STRATEGIC CONCLUSIONS:
Downtown Delray Beach is not the exclusive domain of any single age or income group;
no age or income group has been excluded although some age and income groups are
more likely to have patronized Downtown than others.
./ The current skew toward younger, more aftluent residents is a positive factor for
continued urban revitalization.
./ Some "non-users" may be prospects for future visits to Downtown Delray Beach
based upon their age or household income. Setting a goal fot 100 percent
"reach" would be unrealistic.
25
PERCEPTIONS OF DOWNTOWN DELRA Y BEACH
The 2004 research included perceptual assessments of key attributes of Downtown in
anticipation of efforts to invite more local residents to visit Downtown Delray Beach.
Only those trade area residents who had visited Downtown Delray Beach were subjected
to the battery of perceptual questions.
Current "users" have highly favorable perceptions of Downtown Delray Beach except
as related to the adequacy of parking near the places they want to go within
Downtown.
~ On an equal basis, males and females perceive Downtown to be safe during the
daytime and night.
~ Patrons give a high rating on the cleanliness of Downtown's sidewalks and
public areas.
~ Past initiatives to install directional signage have resulted in high scores for
adequacy of signs directing motorists to Downtown as well as directional signs
within Downtown and signs indicating parking lots.
~ Patrons give the lowest score to Downtown for having enough parking spaces
located near key destinations. The cost of parking is not an issue to current
users.
:-- <PERCEPTUAL RATINGS<OF DOWN-toWN DELRAV BËÄCH - -~:~
~~~~__~_~~Ji~~ÀS~~:!I~~~____~~';'"->~,~~:_~- ~]
AVERAGE SCORE
ON 1 TO 5 SCALE
4.7
4.2
4.4
4.6
2.9
3.4
3.5
4.3
4.0
4.3
~ The cost of parking is not a major deterrent to most current Downtown patrons.
This reflects the prevalence of fÌ'ee parking within Downtown.
26
Parkin cost is a MAJOR factor in decision 24
Parkin cost is a MINOR factor in decision 23
Parkin cost is NOT REALL Y a factor in decision 53
STRATEGIC CONCLUSIONS:
Downtown Delray Beach does not suffer from negative perceptions of "crime and
grime" that plague many older urban areas.
Downtown does suffer from negative perceptions of parking convenience and
availability.
./' The evolution of several concentrated "clusters" of restaurants within Downtown
Delray Beach has lead to perceived and real shortages of parking in several
blocks. Local regulations originally enacted to stimulate restaurant development
by liberalizing parking requirements may have had the unintended detrimental
consequence of mismatched parking demand and parking inventory.
./' Providing adequate public parking-or mandating a sufficient quantity of private
parking-is basic to creating an atmosphere where businesses can thrive.
27
EXAMINATION OF DOWNTOWN'S "NON-USERS"
Understanding the "non-user" segment may provide the basis for converting them into
future "users" of Downtown Delray Beach.
One-third of the residents of the trade area who have not visited Downtown Delray
Beach in the past 12 months have visited Downtown within the last 1-2 years.
Conversely, one-quarter of "non-users" have never visited Downtown Delray Beach.
-+ Most of the "non-users" have been to Downtown Delray Beach in the past 1-4
years; they are familiar with its location even though they might not have a
current understanding of its mercantile content.
-+ Explanations for lack of more recent use of Downtown Delray tend to focus
upon "no interest" or "lack of reasons to go."
F~-'~~ñMîNG OF MÖST RECENTVïsTT<Úm\VNToWNfiELRAY BEÄC~-~~
¡;'/, ':t ' _ _ ~ :' _ <^ ,~ ~',.....' -' ~' ~ . :, 0- ~ ~ ,~ ,1
.: ,''-::C'~': ,,_~AMONG~~~'PASTYEAR, '-,"" ,,-,S,',
~-----'---~=~~~""-_................~""""" --.......'"'-~~-~~-~
PERCENT OF "NON-USERS"
34 rcent
21 ercent
10 ercent
7 ercent
27 cent
;- "--~-~-REAS(fNS- FOR NOT .VjS¡íÏNGljÖWNTOW'i~f DJtLRAYBEACÜ-- -. __.m.._,",:
~ .:---' .'" " MORE,RECEmV,', ' , , , ..,' ,-.' J
......""~""'~~~_,....~~~""""'".............~"'" ~-'-oL..""'~~'-="""""""'~~_",,,"____""".__~~"":<:~
Beach
STRATEGIC CONCLUSIONS:
It is realistic to target a portion of "non-users" as prospects for future visits to
Downtown Delray Beach.
./ A reasonable expectation would be attracting half of those who have visited
Downtown within the past 4 years using messages that highlight the variety of
activities and opportunities for dining, shopping, and entertainment available
within Downtown Delray Beach.
28
MARKETING OPPORTUNITIES
The research suggests that Downtown's overall market share and frequency can be
improved.
./' A clearly stated marketing challenge is to "expand the share of adults in the
MSA who visit Downtown Delray Beach for discretionary purposes. "
The emerging demographic patterns are generally supportive of retail/restaurant
development activity in Downtown. The greatest incidence of use and the highest
frequency of use are both concentrated in relatively young and aftluent patrons who are
strong prospects for discretionary spending.
./' Downtown's specialty retail merchandising strategy can target these patrons
although these are also groups being targeted by existing retailers and
restaurants throughout the region.
Downtown has emerged as the center of the region's arts community. Unrelated groups
and organizations have the opportunity to collaborate to reinforce this unique aspect of
Downtown.
./' The arts can become a strong merchandising opportunity for Downtown as
well as a traffic generator.
It is important to incorporate "shopping" in marketing messages about Downtown
Delray Beach.
A retail marketing message can speak to Downtown's strength as a dining
destination and its unique specialty retail niche by promoting "Taste
Delray/Delray Taste."
29
PREVAILING CONDITIONS
Here are observations about prevailing conditions in Downtown Delray Beach:
./' Most storeftonts are attractive and well-maintained. The range of architectural
styles is interesting.
./' The stretch of Atlantic Avenue ftom SE 4th A venue to Swinton A venue has the
intimate feel of a pedestrian place. The street is narrow, the traffic is calm, and
the building heights generally conform to a human scale. This section of
Downtown has the feel of a comfortable "outdoor room." The same cannot be
said of the blocks of Atlantic A venue west of Swinton A venue or the blocks of
Atlantic Avenue east ofSE 4th Avenue.
./' Some commercial buildings occupying strategically important locations were not
designed to include street-level retail spaces.
./' In some areas, non-retail uses are occupying prime street-level retail spaces.
This creates "dead zones" that do not encourage pedestrian activity.
./' Overall street-level storeftont occupancy is high; vacancies are generally found
in secondary locations.
./' Elements of public infrastructure (sidewalks, curbs and gutters, plantscaping,
park areas) are in good condition. Downtown is clean and litter free.
./' Lighting is adequate for nighttime comfort.
./' There is an effective system of wayfmding signs and Downtown maps oriented
to pedestrians. The wayfmding signage system oriented to motorists is attractive
and effective. Parking areas are well-identified.
./' Free public parking is the norm except in areas near the beach.
./' Merchandise offered in stores generally appears to be of good quality.
Merchants demonstrate restraint when placing merchandise in ftont of their
stores. Displays are tasteful and engage the attention of window shoppers and
browsers.
./' The Downtown retail/restaurant corridor is long; few patrons would be willing to
walk more than 4-5 blocks especially during the summer or in inclement
weather. There is no transit system providing shuttle service within Downtown.
30
./' There is limited overhead cover in Downtown to provide shade and protection
from rain.
./' There are few benches or resting areas within Downtown. These amenities
would be appreciated by many patrons including the elderly, mothers with young
children, and those with limited mobility.
./' The Atlantic A venue corridor has several significant barriers to pedestrians
including railroad tracks, the wide dual pairing of Federal Highway with its high
volume of fast traffic, and the Intracoastal Waterway drawbridge.
./' Prevailing rents reflect property values and may be higher than the retail market
can sustain.
./' Commercial suites in some new residential developments are not well-linked
with the pedestrian activity of Downtown and are best suited for uses related to
their immediate environs.
./' There are few stores of 3,000 to 5,000 square feet in the heart of Downtown
Delray Beach.
./' The Pineapple Grove district is not highly visible from Atlantic Avenue.
./' There is not adequate convenient public parking to serve the retail zone
surrounding the intersection of Atlantic A venue and SE 4th Street.
./' While the gateway to Downtown may be the junction of Atlantic A venue and
Interstate 95, the sense of "arrival" in Downtown occurs at the narrowing of
Atlantic A venue at Old School Square.
Community pride is evident throughout Downtown Delray Beach. Public and
private investments are evident in Downtown. On the continuum of revitalization,
Downtown Delray Beach has advanced well beyond the pioneering stage.
Conditions are favorable for retail intensification amidst the current residential
renaissance. The public sector can create conditions for additional development
by providing additional parking and by encouraging redevelopment of strategic
parcels. The public sector can also guide the retail evolution of Downtown Delray
Beach by devising and employing retaü-oriented economic development incentives
that address the specific challenges faced by entrepreneurial merchants.
31
PRIORITIZING REVIT ALIZA TION EFFORTS
Public sector revitalization efforts fit one of the following descriptions:
Q Inducing development where market conditions are uncertain
Q Accommodating development where market conditions are favorable and well-
known
Q Encouraging/guiding development where market conditions are favorable but not
widely recognized
The citizens of Delray Beach have enumerated a series of general and specific requests
as part of the Downtown Master Plan. I This recommended hierarchy of priority
revitalization actions reflects the specific opportunities that would have the greatest
transformative impact on the physical landscape and functional role of Downtown
Delray Beach.
1. Redevelop northern and southern sides of West Atlantic A venue to include
mixed-use structures offering upper level residential uses and ground level
commercial space targeted for use by neighborhood-oriented businesses. This
initiative involves inducing development where the private sector is uncertain
about market demand or concerned about the potential for reasonable return on
investment.
2. Construct municipal parking garage adjacent to Old School Square. Adding
parking will accommodate existing development by supporting existing private
sector activity.
3. Encourage development of mixed-use structure with 1-2 floors of
retail/commercial space, public parking, and additional use (offices, hotel or
residential) on a site to be identified in vicinity of public library. This initiative
will highlight an opportunity that warrants private sector investment in a place
where market demand has been demonstrated.
4. Encourage greater density of retail development at Atlantic Plaza shopping
center to capitalize upon park overlooking Intracoastal Waterway. This initiative
will highlight an opportunity that warrants private sector investment in a place
where market demand is obvious but where the current property owner may not
have envisioned a development opportunity.
5. Encourage greater density of retail/commercial development at the site of the
existing gas station at the comer of northbound Federal Highway and Atlantic
Avenue at the heart of the Downtown retail core. This initiative will highlight an
I "Downtown Delray Beach Master Plan" 2002, p. 1-2.
32
opportunity that the private sector can readily perceive at a site where market
demand currently exists.
6. Encourage private mixed-use redevelopment of the Waterway East commercial
structure situated on southern side of Atlantic Avenue from Venetian Drive to
the Intracoastal Waterway to provide more effective linkage of resort zone to
Downtown retail core. The public sector can take the lead in highlighting an
opportunity for additional private sector investment in a place where market
demand has been demonstrated but where the current property owner may not
perceive an immediate development opportunity.
Priority #1:
The "West Atlantic Avenue Redevelopment Plan" (1995)2 provides a community-
endorsed vision for the physical redevelopment of Cluster I. The general principles
contained within the plan will contribute to the functionality and attractiveness of the
district through the use of traditional neighborhood planning values. The following
planning principles are intended to counter the natural inclination for businesses in this
corridor to address transient automobile traffic to exclusion of residents of nearby
neighborhoods.
Q Create a pedestrian-friendly corridor
Q Encourage mixed-use structures with ground floor retail/services
Q Provide buffered parking
Q Restrict drive-in/drive-through uses
Q Construct buildings with no setback (or minimal setback) from sidewalks
Q Establish specific parking requirements and open space requirements compatible
with the creation of an urban village
The Community Redevelopment Agency should issue an RFQIRFP for master
development plans ITom experienced developers from within the local community as
well as non-local developers that can readily establish relationships with the local
community. Additional land acquisition by the CRA may be necessary to assemble
parcels for development on both sides of West Atlantic Avenue in the blocks between 8th
Avenue and 12th Avenue. Public/private partnerships should be considered as economic
empowerment and self-determination are important goals.
Existing buildings do not appeal to contemporary users and serve as an impediment to
realizing the full economic potential of this area. In most cases, buildings of marginal
quality attract tenants of marginal quality and questionable viability. The opportunity to
add modem, new retail space will appeal to some current tenants while making the area
more attractive to new businesses. Building ownership opportunities should be sought
2 "West Atlantic Avenue Redevelopment Plan" 1995, amended 2000, pages xi to xvii
33
out for existing businesses. New retail uses brought to this cluster would solidify the
adjacent Southwest Area Neighborhood by making it a more desirable place to live.
Mixed-use development would include residential units as well as commercial space.
New multi-family housing (rental apartments and/or town homes and ownership
condominium units) can augment nearby single-family houses thereby providing
residential format diversity that permits residents to live in the West Atlantic area
through every life stage.
Businesses located in the West Atlantic corridor would be primarily oriented to the
needs of 7,800 nearby residents3. A variety of tenant types would be interested in
serving these residents despite the limited scale of the consumer market. Businesses
such as restaurants and services located in the West Atlantic corridor can furnish the
products and services of everyday life as requested by community residents while
enjoying economic spin-off fÌ"om civic amenities such as the Tennis Stadium and the
new central public library (currently under construction). The fire station and Fire
Department Headquarters, Police Department Headquarters, and South County Court
House are activity generators with spin-off economic benefits to businesses in this
cluster.
A small-scale grocery store would be a critical element of neighborhood retail
redevelopment. This use may require substantial public subsidy given the proximity of
existing large-format grocery stores. Securing a grocery store may be a key to
leveraging other retail tenants. The annual market demand for retail and office square
footage in the West Atlantic Avenue Area generated by Marketek, Inc. has become part
of the redevelopment plan adopted by City Counci1.4 A total of 30,000 to 50,000 square
feet of retail space was anticipated for 1996 through 2015.
The urban design principles evident in a new mixed-use development in this cluster
should be applied to future development in the West Atlantic corridor. In some
instances, existing buildin~s can be retained predicated upon receiving façade treatments
and landscaping elements.
Priority #2:
Providing adequate parking to support existing businesses is the greatest contribution the
public sector can make to the success of those businesses. While beyond the scope of
this report to assess parking needs, plans to add a parking structure to the vicinity of Old
School Square should be expedited in light of the existing pattern of commercial
development in Cluster 2.
3 "Southwest Area Neighborhood Redevelopment Plan" May, 2003 p. 2.
4 "West Atlantic Avenue Redevelopment Plan" 1995. p. 49.
5 "Southwest Area Neighborhood Redevelopment Plan" May, 2003 p. 73.
34
The three blocks of Atlantic Avenue from Swinton Avenue to the railroad tracks contain
the highest concentration of restaurants in Downtown Delray Beach; in addition, events
at Old School Square generate demand for parking that often coincides with peak
demand for restaurant parking. Valet parking is not an adequate substitut~ for adequate
self-parking. Providing additional parking is critical to the success of approximately
twelve existing restaurants.
While the mix of restaurants and retailers may shift over time, parking will continue to
be an important element of infrastructure that makes these blocks of Atlantic Avenue
attractive to a variety of commercial users. Increasingly sophisticated retailers will
demand parking in close proximity to stores in quantities approaching those available in
suburban shopping centers.
Priority #3:
The relocation of the public library ftom its current site creates a significant mixed-use
development opportunity at the heart of Downtown Delray Beach's central business
district. The public sector can facilitate private sector investment through land assembly
of the library site and adjacent surface parking lot.
A mixed-use project at this location would naturally offer retail space and additional
public parking. Upper floors could contain offices, a hotel, or residential units to reflect
market demand. A small-format multiplex cinema may be evaluated as an anchor
opportunity to provide Downtown with a needed entertainment destination that would
complement the existing base of restaurants. Establishing a physical connection to
Atlantic A venue is critical to the success of retailers and will require a sensitive
architectural solution as well as cooperation by owners of buildings that currently face
the street.
A development at this location would reinforce the intersection of Atlantic A venue and
NE 5th A venue (US I) as the "center" of the commercial core and may also provide
momentum for achieving Priorities 4 and 5 involving nearby sites.
Priority #4:
The retail portion of Atlantic Plaza is well-suited for expansion. The current setback
with front parking contradicts the urban design principle of bringing development to the
sidewalk to encourage pedestrian activity. Additional development on this site could
result in additional retail space in a more appropriate urban format. There may be an
opportunity to incorporate Veterans Park and its connection to the Intracoastal
Waterway as an amenity; there may also be an opportunity to take greater advantage of
the existing Veterans Lot parking spaces.
35
Priority #5:
The parcel at the northeastern comer of Atlantic A venue and NE 6th A venue (US 1) may
be under consideration for re-use by its owner. The existing gas station is not an
appropriate use for this comer at the heart of the Atlantic A venue pedestrian corridor.
Replacing an auto-oriented use with a street-friendly development would also enhance
the pedestrian character of Cluster 6.
The public sector should proactively encourage and guide the redevelopment of this
property in conjunction with adjacent parcels. A mixed-use building of2-4 floors would
retain a human scale while offering additional development density. Any structure
erected on this site has the potential to serve as a defining landmark for Downtown
Delray Beach for motorists traversing Route 1.
Priority #6:
The existing two-level commercial structure located immediately east of the Intracoastal
Waterway lacks the urban form and massing that is desired in a pedestrian corridor.
Although its landscaping is attractive, the building's set-back exceeds current guidelines,
and its predominance of office uses at ground level fails to provide the same level of
street activity that would occur if more of the spaces were dedicated to retailers and
restaurants.
The site benefits from exposure to the Intracoastal Waterway yet the building does not
capitalize upon the view. The pending redevelopment of Atlantic Plaza with ground
level commercial space and upper floor residential units provides a model for re-use of
this site.
The present property owner may be satisfied with the performance of this asset in its
current configuration. The public sector role is to encourage a long-term assessment of
development capacity while guiding the urban form of any new structure on this site.
36
TARGET TENANT PROFILE
AND MERCHANDISING STRATEGY
The absence of anchor department stores and strong competition fÌ'om traditional
suburban shopping centers within Downtown Delray Beach's retail trade area make it
unlikely that Downtown can develop a full complement of apparel retailers to rival the
region's major malls. Downtown Delray Beach can evolve into a stronger destination
for unique specialty goods including a greater assortment of apparel than currently
offered.
Target Tenant Profile
This analysis endorses the conclusions fÌ'om the National Main Street Center with
respect to national chains, department stores, and mall-type stores as being the least
likely candidates for Downtown Delray Beach at this time. This analysis concludes that
the most desirable prospects for Downtown Delray Beach's on-going retail revitalization
include local entrepreneurs and successful businesses fÌ'om neighboring communities.
National chain retailers are not necessary for the successful revitalization of
Downtown Delray Beach. Independent retailers can sustain Downtown's current image
and strategic advantage as an alternative to the "sameness" of suburban shopping
centers.
Current Downtown Delray retailers share important common denominators of
specialized merchandise and exceptional product knowledge or levels of service.
Optimally, tenant prospects will share these attributes of specialized offerings and
customer care for these are the key ingredients that make them "destination" businesses
and that enable them to succeed in the face of extensive competition ITom chain retailers.
It is best if Downtown merchants are dominant within their merchandise categories so
that they are not dependent upon mass co-tenancy especially in the early phases of retail
revitalization.
Chico's and Patchington's at Atlantic Plaza are the first "mall type" chain apparel
retailers in Downtown Delray Beach. Patchington's is a regional tenant that seeks
upscale locations in a variety of settings. Chico's is a national chain operator with a
willingness to be a pioneer in emerging Downtown retail districts. Chico's management
perceived a sufficient number of their prototypical shoppers to be present within the
patron base of Downtown Delray Beach to justifY a store. Chico's was willing to open a
store absent department stores and the contingent of specialty merchants that provide
reassurance that a "retail critical mass" has been established. While the number of
national chains willing to consider non-shopping center locations is increasing, most are
unwilling to open without strong co-tenancy of compatible merchants.
37
There are several inhibitors of chain retailer interest in Downtown Delray Beach:
[J There are no department stores to act as magnets for specialty apparel retailers.
[J There are few large blocks of single-owner space that can be merchandised and
leased to compatible co-tenants.
[J The predominance of independent property owners in Downtown Delray Beach
means that retailers are unfamiliar with the skills and sophistication of potential.
landlords.
[J Chain retailers do not perceive Downtown Delray Beach trade area as a stand-
alone consumer market (independent of the trade areas of nearby regional malls)
capable of supporting their stores.
[J Chain retailers do not understand the magnitude of retail sales being generated in
Downtown Delray Beach.
[J Most existing retail space would be deemed unacceptable by chain retailers as
store dimensions do not match prototype store formats. It is difficult to create
blocks of 3,000 to 5,000 square feet in key blocks along Atlantic Avenue. Most
chain retailers will accept spaces that are 80-100 feet in depth, but in many
instances, spaces are too shallow or deep. Many storefronts are narrow
compared to the desired 40 foot widths generally sought by retailers.
One of the goals of this research was to generate a compelling site strategy message for
Downtown Delray Beach; however, even after a compelling message has been crafted,
the inability of individual property owners to assemble a block of contiguous space to
present to a group of merchants hinders chain tenant solicitation in Downtown Delray
Beach.
The best merchant prospects fit two descriptions:
,/ Independent entrepreneurs and start-up businesses
,/ Chain retailers with locations in similar Downtown settings with voids in store
coverage in market between West Palm Beach and Boca Raton
Parties responsible for retail tenant solicitation for Downtown Delray Beach must have
realistic expectations. Downtown Delray Beach is unlikely to attract the first Florida
location of any national chain retailer. Downtown is equally unlikely to attract a chain
retailer that does not operate any non-shopping center stores. On the other hand,
Downtown Delray Beach has an excellent chance at attracting retailers that need to
increase their store coverage of affluent areas in Broward/Palm Beach counties as well
as merchants who seek to serve an upscale mix of tourists/seasonal residents and
permanent residents.
38
Merchandising Strategy
Business clusters that customers tend seek out with less regard to convenience of
location or prevalence of competition fall into three basic groups:
1. Restaurants
2. Entertainment venues
3. Retailers with specialized products and services
Based on the retail market visit conducted as part of this assignment, appropriate
merchandise categories for merchant recruitment in Downtown Delray Beach are:
,/ Eating and drinking places (casual and fine dining; ethnic dining; bistros and
pubs; outdoor cafés, coffeehouse/tea salon)
,/ Services (personal service establishments such as day spas and salons)
,/ Entertainment venues (independent cinema, upscale billiards, jazz club, comedy
club, "living room" gathering place with open microphone)
,/ Comestibles (candy, bakery, ice cream/yogurt, artisan breads)
./ Retailers (oriented to impulse purchasing and comparison shopping):
New and used books
Art and craft galleries; handcrafted goods Gewelry, clothing, furniture,
soaps and body lotions, home furnishings, toys)
Home décor items
Greeting cards and gifts
Specialized men's and women's apparel
Women's special occasion clothing
Quality resort apparel and swimwear
Salon shoes
Specialty shoes (e.g. Birkenstock)
"Grandparent's shop" (upscale apparel and gifts for children)
Social papers and stationery
Kitchen shop (with cooking school)
Upscale consignment shops (apparel, home décor)
Sports equipment (new and exchange shop)
Runner's specialty shoe/apparel store
Leather goods/accessories
Lotions/Skin Care
CD/tape exchange shop
Garden/patio shop
Optical store (upscale specialty products)
Perfume/cosmetics (e.g. organic products)
"Florida store"
Cigar store
Gourmet wine/cheese shop
Musical instrument specialty store
39
The Downtown Development Authority and other economic development groups should
optimally focus on encouraging/guiding retail recruitment where market conditions are
favorable but not widely recognized rather than encouraging or accommodating
additional restaurant development since market conditions for foodservice uses are
favorable and well-known. The public sector no longer needs to "prime the pump" for
restaurants; Downtown's restaurant/night club momentum IS market-driven.
Conversely, The Downtown Development Authority and the public sector should
concentrate its efforts on Downtown's retail mix if it is to become a more robust
"comparison goods shopping destination." Focusing on retail recruitment may lead to
an environment in which retail stores assume greater importance in Downtown's
drawing power among a broader cross-section of the local resident population. The
ultimate goal is to create a retail assortment that attracts purposeful comparison
shopping trips rather than drawing recreational outings in which casual browsing is
secondary to dining or strolling.
40
CLUSTER ANALYSIS
In multiple comprehensive planning sessions, the citizens of Delray Beach distinguish
three "zones" within the boundaries of Downtown Delray Beach:
1. West Atlantic Neighborhood (between Interstate 95 and Swinton Avenue)
2. The Central Core (between Swinton A venue and Intracoastal Waterway)
3. Beach District (between Intracoastal Waterway and Atlantic Ocean)
Three sub-areas have emerged because of variations in physical fonn and function as
well as differences in sources of predominant consumer support. It would not serve the
urban planning process to deny the existence of these sub-areas or the eight "clusters"
that have been created as analytical tools for the planning process.
The Downtown master planning process engaged the community and provided an
opportunity for residents to create a vision to guide the redevelopment of Downtown
Delray Beach. The community's desire for a general sense of unity translates into the
goal of having a seamless urban environment that reflects continuity to pedestrians and
motorists. Pride in community and desire to elevate Downtown to a place of
prominence in the eyes of residents and visitors lead to a desire for establish appropriate
"gateways" at the western and eastern ends of Atlantic Avenue. Recognition of the
City's diverse neighborhoods and districts was accompanied by a public mandate to
allow each to remain true to its own character while providing the requisite support for
each to prosper.
The Delray Beach DDA has sub-divided Downtown Delray Beach into eight clusters for
analysis. These clusters fonn the basis ofthis study.
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41
CLUSTER 1
Cluster 1 extends along West Atlantic Avenue from Interstate 95 to NW 6th Avenue.
The predominant mercantile uses are corridor commercial and neighborhood retail. Most
of the neighborhood businesses derive their support &om residents of the traditionally
A&ican-American residential areas immediately to the north and south of West Atlantic
A venue. These neighborhoods contain approximately 3,540 households with average
household income of $40,179.
The modest scale of the consumer base limits the sales capacity of commercial uses in
this corridor. To illustrate the limited consumer demand generates by 3,540 households,
annual expenditure potential for key merchandise categories has been calculated using
data &om the most recent Consumer Expenditure Survey.6
~ Grocery spending is estimated at $10.7 million annually. This volume of
spending-if captured in its entirety by one grocery store---would support a
28,500 square foot supennarket assuming that food sales account for 80 percent
of store revenue. Sales productivity of $500 per square foot would support rent
of$4 to $8 per square foot.
~ Annual restaurant spending is estimated at $7.5 million. This would support
approximately 12,500 square feet of restaurant space at sales productivity of
$300 per square foot if restaurants in Cluster 1 were able to capture half of this
annual spending. Sales inflow from outside sources would allow for more
restaurant square footage and/or higher sales productivity. These restaurants can
sustain maximum rent of$15 per square foot at a 5 percent rent-to-sales ratio.
~ The estimated annual expenditure on apparel and shoes is $6.5 million. At an
extraordinary capture of 20 percent by stores in this corridor, there would be
adequate support for 8, 100 square feet of apparel/shoe retaiters with sales
productivity of $160 per square foot. These retailers could withstand rent not
higher than of$16 per square foot assuming a 10 percent rent-to-sales ratio
,-- . - _m 'WtST ATLANtÍ(fNEIGiIBÖiiliOòDCÕNSUMËirDENí.MWF'"~--.-,--7
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Households 3,539
Average Household Income $40,179
Total Personal Income $142,193,481
"Comparison Goods" Potential $21,329,022
Apparel/Shoe Potential $6,568,384
Restaurant Potential $7,562,843
Grocery Store Potential $10,691,319
SOURCE 2002 Consumer ExpendIture Survey, ScanUS, H Blount Hunter Retatl & Real Estate Research Co
6 2002 Consumer Expenditure Survey, Bureau of Labor Statistics
42
Targeted future retail uses would optimally include a community-sized grocery store,
restaurants, 1-2 specialty apparel stores, and non-retail services such as video rental,
salon/barber, and nail salon. Accommodating greater retail density (if desired by the
community) will reqmre servmg customers other than residents of nearby
neighborhoods.
,- ------ --' --. ,--. --- _ ---- -'-' ..- --.--- .-,..,-. .---. .-- --~-- -..--..---=---=.--- ...._~----~-~-~
~,-~~__~~~~Ç!i..{l.§IltR 1.CO~T~~AItY~~~~~:.~
TYPE OF USE SQ. FT. PERCENT
General retail 23,123 51
Non-retail commercial 11,281 25
Miscellaneous non-retail 7,009 16
RestaurantslNi t Clubs 3,767 8
TotalOccu ied 45,180
Estimated Vacanc 7,150 14 ercent
Retail Strategy:
../ Generate contemporary retail space with a mixed-use redevelopment plan;
allow existing businesses to upgrade their store spaces before encouraging
outside businesses to enter the neighborhood.
../ Focus on providing basic consumer goods and services for adjacent
neighborhoods; target a small-format community grocery store (28,000 SF)
with 25,000 SF of small tenant space; target up to 12,500 square feet for
foodservice uses.
../ Seek entrepreneurial services and retailers offering general merchandise,
specialty apparel, cards/gifts, arts/crafts, and sporting goods targeting
immediate residential neighborhoods.
../ Retain corridor commercial uses that are appropriate for this "gateway"
location near Interstate 95.
CLUSTER 2
Cluster 2 corresponds to the corridor along West Atlantic Avenue from NW 6th Avenue
to Swinton A venue. This cluster contains many community institutions and facilities
including a community center, city government offices, a world-class tennis stadium,
police station, fire station, courthouse, and new central public library. New residential
units have been well-received as have street-level commercial spaces. This cluster has
the lowest prevailing vacancy rate of the eight clusters.
Cluster 2 has a significant daytime employee count and patrons attracted to government
offices and recreational facilities. Soon, the new central public library will draw
additional patrons to this area. As consumers, these patrons are oriented to convenience
food and services rather than comparison goods retail items such as apparel, home
furnishings, and gifts.
43
Future uses in Cluster 2 will most likely include non-retail commercial tenants such as
salon/barber, fast food and limited service restaurants, and professional offices.
[~~~~~-.~~~~-~~_=.-_~~~~ç¡¿~] CPNjENT~Y~~=~=' ',~~
TYPE OF USE SQ. FT. PERCENT
General retail 28,414 28 ercent
Non-retail commercial 7,905 8 ercent
Miscellaneous non-retail 36,078 36 ercent
Restaurants/Ni t Clubs 28,299 28 ercent
TotalOccu ied 100,696
Estimated Vacancy 4,337 4 ercent
Retail Strategy:
./ Continue adding services and food uses in mixed-use buildings to serve
nearby residents, employees, and patrons of institutions in this cluster.
With minimal vacancy, any new mercantile activity will require new
construction.
./ Anticipate additional demand for take-out food, coffee/j uice, ice
creamlbakery goods, and casual cafes generated by office workers and
patrons of nearby government buildings.
CLUSTER 3
Cluster 3 consists of a residential neighborhood and busy commercial corridor on N.
Swinton A venue. Many small homes have been converted into offices. Some retailers
have located along NE 1st Street although this is a secondary retail location. Pineapple
Grove Main Street is located within this cluster.
Future retail uses in Cluster 3 will likely include restaurants and a variety of small-
format comparison goods retailers. The home décor/design center merchandising theme
that was attempted in this cluster may have suffered from poor execution rather than
inappropriateness of concept.
Residential development underway near Pineapple Grove will enhance the desirability
of this area for retailers. Access to parking is favorable in promoting Pineapple Grove as
a destination.
Improving the visibility of Pineapple Grove by motorists and pedestrians on Atlantic
A venue and increasing foot traffic on Pineapple Grove are critical to the success of
boutiques in this area.
44
=~":=" --~_~"~ "-- =~-_- ~Çjlif§TEiLlC(j~~~--"-~-IALJ~~~~
TYPE OF USE SQ. Fr. PERCENT
General retail 105,037 39
Non-retail commercial 100,454 37
Miscellaneous non-retail 30,330 11
Restaurants/Ni t Clubs 33,870 13
TotalOccu ied 269,691
Estimated Vacanc 59,779 18 ercent
Retail Strategy:
./' Additional service retailing can be anticipated within in-fill mixed-use
housing developments.
./' Pineapple Grove can be promoted as a high-profile address and a
"destination within a destination." Enhancing the identification of
Pineapple Grove at its intersection with Atlantic Avenue needs would give
the street greater visibility.
./' Pineapple Grove is an appropriate setting for additional specialty boutiques
and restaurants as parking is readily available on NE 2nd Avenue.
./' A strong merchandise theme can help establish Pineapple Grove as a
"destination. " Home décor/interior design is appropriate as a predominant
theme despite difficulties with a large-format design center.
./' For the near term, consider office uses on the ground floor of the new
municipal parking garage planned for the area near Old School Square.
./' Consider requiring partial ground floor retail coverage in new residential
buildings. Creating storefronts at strategic locations (corners, opposite
parking lots/garages, near entrances to buildings) is preferable to creating a
glut of marginal retail space by requiring all ground floor frontages to be
devoted to storefronts.
./ Encourage service tenant occupancy of ground floor spaces within
residential buildings. Dry cleaners, packing/shipping centers, video rentals,
pet grooming, spas, medical offices, and salons are more appropriate for
secondary or tertiary retail spaces (i.e. removed from the sustained
pedestrian activity of Atlantic Avenue).
./ Encourage residential redevelopment of the former Pubüx site on Pineapple
Grove.
CLUSTER 4
Cluster 4 corresponds to the commercial corridor along East Atlantic Avenue ftom
Swinton Avenue to NE 5th Avenue (Federal Highway). Cluster 4 comprises a double-
loaded corridor of restaurants, galleries, and retailers; it contains the highest
concentration of restaurants/night clubs in Downtown Delray Beach. This cluster
benefits from proximity to Old School Square as an activity generator and from a
45
municipal parking lot located to the east of Old School Square. The community has
whole-heartedly embraced this museum and perfonning arts complex; its grounds serve
as a ceremonial gathering place and the site of numerous events such as the annual
installation of the World's Largest Christmas Tree. This cluster will benefit fÌ'om the
construction of a municipal parking deck that will add new parking capacity over the
next 2-3 years.
Future retail intensification of Cluster 4 would optimally include apparel retailers, more
art galleries, craft studios, and gift retailers without the addition of new restaurants.
~-~'~_.~ q-:- . -' .-" ~-'--CÎ..XJSTER .i"CONTEÑT.ANALYSIS - .~ u - -~-~~~-~~:-:-_~:;
~~-=~-"-~. --~-"'~~---'~--'-"'--"'-''''''''''''~-='"'-~~'''''''''''''~---''-''''_-'''*-'''''-'-'''""""""",,~~,,,~
TYPE OF USE SQ. FT. PERCENT
General retail 90,682 41
Non-retail commercial 31,096 14
Miscellaneous non-retail 20,176 9
RestaurantslNi t Clubs 79,299 36
TotalOccu ied 221,253
Estimated Vacancy 15,392 7 ercent
Retail Strategy:
./' Cluster 4 should become part of Downtown Delray Beach's "high priority
urban retail zone" as a signal that the City wishes to attract additional
"comparison goods" retailers to this portion of Downtown. Defining this
zone may trigger specific retail-oriented economic development benefits for
building owners leasing space to targeted retail categories.
./' Continue the theme of art and galleries without adding new restaurants.
./' Broaden the mix of retail uses with hard goods and apparel.
./' Target the addition of at least 10,000 SF of women's apparel to supplement
several existing women's clothing stores. .Jewelrylluggage, books/periodicals
and other hard goods would be appropriate in this cluster.
./' Cluster 4 should have ground floor uses restricted to dining and active
retailing; offices at street level will impede the evolution of Downtown into a
destination shopping district.
./' Consider an "arts walk" to emphasize the theme of galleries/studios.
CLUSTER 5
Cluster 5 is predominantly a residential area extending fÌ'om an alley south of Atlantic
Avenue to SE 4th Street between Swinton Avenue and the Intracoastal Waterway.
Cluster 5 is the largest of the eight clusters in tenns of total square footage and it also
has the most non-retail commercial space including many medical and professional
offices and institutional uses. This cluster has the lowest percentage of its occupied
space devoted to restaurants.
46
C:~~"~~~=_~_·~jiLtrSL~l!ágiNfïE~~·..> -~>¥Sls,,~:~
TYPE OF USE SQ. FT. PERCENT
General retail 96,314 24
Non-retail commercial 200,440 50
Miscellaneous non-retail 93,504 23
Restaurants/Ni t Clubs 10,560 3
Total Occu anc 400,818
Estimated Vacanc 47,907 11 ercent
Retail Strategy:
./ The public sector can capitalize upon opportunity to redevelop the former
library site by soliciting a developer for a mixed-use project that adds retail
store spaces of 3,000 to 5,000 SF per store to accommodate contemporary
retailers and offers additional parking. The developer chosen for this
project should have strong ties to the retail community for the benefit of
tenant solicitation.
./ Top retail use categories are women's and men's apparel, shoes, children's
apparel, and jewelry.
./ Seek an entertainment venue such as cinemas or live music venue as traffic
generators.
CLUSTER 6
Cluster 6 corresponds to the commercial corridor along East Atlantic A venue from 5th
Avenue to the Intracoastal Waterway. Cluster 6 is at the heart of Downtown De1ray
Beach and the epicenter of what can become a critical mass of apparel and other
"comparison goods."
Cluster 6 is a critical pedestrian link betweén the resort district and the heart of
Downtown. Redevelopment of a site occupied by a gas station offers the opportunity to
add continuous storefronts on a portion of the northern frontage of Atlantic Avenue.
Atlantic Plaza's setback from the street presents a challenge to maintaining continuity of
pedestrian activity. Conversion of non-retail uses into retail spaces on the south side of
Atlantic A venue can increase pedestrian activity.
This cluster contains several destination "comparison goods" retailers as well as prime
street-level retail space devoted to non-retail uses such as offices. Several restaur.ants
offer seating overlooking the Intracoastal Waterway. Veterans Park, with its waterfront
backdrop, has potential for enhanced programming.
Atlantic Plaza is a privately owned shopping center with significant redevelopment
potential.
47
r~~'--_-, ~=:~_~~-CLUS]jflÍÎ{CºÑÏij~ÃX1~-~,_~=~~
TYPE OF USE SQ. FT.
General retail 67,567
Non-retail commercial 35,894
Miscellaneous non-retail 6,276
Restaurants/Ni t Clubs 18,972
TotalOccu ied 135,450
Estimated Vacanc 14,792 10 rcent
Retail Strategy:
./' Cluster 6 should be the heart of the "high priority urban retail zone." This
is the place to establish a critical mass of apparel retailing.
./' Continue this cluster's emphasis on retailing as opposed to restaurants.
./' Add up to 20,000 SF of apparel/shoes in this cluster to create a destination
node that builds upon the presence of existing apparel merchants.
./' Restrict ground floor uses to dining and active retailing.
./' The private owner of Atlantic Plaza has an opportunity to re-organize the
shopping center to support the "comparison goods" merchandising strategy
based upon the presence of Chico's and Patchington's as lead tenants.
./' Seek redevelopment opportunity of existing gas station at corner of Atlantic
Avenue and U.S. 1. Add public parking to this cluster if possible.
CLUSTER 7
Cluster 7 corresponds to the alley north of Atlantic Avenue to 4th Street with the railroad
tracks as its western boundary and NE 7th A venue as its eastern boundary. The new
Publix, with ancillary stores, is included in Cluster 7. Federal Highway bisects Cluster 7
bringing challenges and opportunities. Traffic calming techniques are being evaluated
to minimize the negative impact of these broad, high traffic arteries as they cross the
smaller scale Atlantic Avenue. This cluster has low vacancy with a relatively large
component of residential and non-retail commercial uses. Cluster 7 is a highly visible
setting for automobile-oriented businesses that require drive-through facilities.
Neighborhood-oriented convenience retailers and services are the most likely uses for
this cluster.
_._'''_._.____ .-,', .-- - --., --,.' .-",,--_. ,~-.,,-- . -- ~r'~"~~ ,-.-~- .-', ._-~".~---" --~-'----- ~
~, CLUSTER 7 CONTENT ?ANALYSIS ' :- " " ,,'.
.:::....'-=-~---~~--~.......... --~.~~~~~~~'"'-"~~~=.:"''"'--'~~''''--~..............~'-"'-~~~~
TYPE OF USE SQ. Fr. PERCENT
General retail 80,798 29
Non-retail commercial 146,665 53
Miscellaneous non-retail 35,254 13
Restaurants/Ni t Clubs 11,848 4
TotalOccu ied 274,565
Estimated Vacancy 27,082 9 ercent
48
Retail Strategy:
./ Concentrate on neighborhood retailing and services as well as auto-oriented
corridor uses. Encourage large-format retail uses, automobile
products/services, and drive-through uses
./ Continue transportation planning/traffic calming program. Understand the
role of this highway as an important "gateway" to Downtown Delray Beach.
CLUSTER 8
Cluster 8 extends along Atlantic Avenue úom the Intracoastal Waterway to Route AlA.
Cluster 8 is the resort-oriented portion of Downtown Delray Beach. Hotels, seasonal
and year-round residences, and businesses targeting beach-goers are interspersed among
banking offices, real estate brokerages, and [mancial advisory firms. There are several
well-established jewelry stores and fashion retailers serving aflluent customers. A row
of restaurants facing the beach is a popular destination for local residents and visitors.
Waterway East is oriented to the south with entrances facing its parking field. Its
northern elevation (facing Atlantic Avenue) serves as the rear of the building. As a
consequence, it has token representation of retail tenants in prime street-level retail
space facing Atlantic A venue. The building is set back úom the sidewalk albeit with
attractive landscaping. Reconfiguration or redevelopment could result in better retail
space that more effectively engages pedestrians.
Atlantic Place is a single-level shopping center with surface parking that is being
redeveloped as a mixed-use property to include street-level retail space and Seagate
Hotel on upper floors. Plans call for retail storeúonts along the sidewalk but a grade
change may make it necessary for pedestrians to access stores via steps. This could
negatively impact performance of shops in a location that could be a strong retail site.
f;~- ~~~~--,~~~...,...,..-~-- -"...- - ~- '-~~-~--"""""""'-;:--"""""- ~--".".......--~~-~~-~~--~~ --~~-~ ~ "....,., ~~ ---..,.~~~=
~.:.~ ~_~~~:..._~<_~~,~_~~_USTEI!-EO~Æ_~A!hY~IS_~__o~~~~
TYPE OF USE SQ. FT. PERCENT
General retail 79,172 44
Non-retail commercial 67,726 38
Miscellaneous non-retail 2,400 1
Restaurants/Ni t Clubs 29,998 17
TotalOccu ied 179,296
Estimated Vacanc 16,221 8 ercent
Retail Strategy:
./ Add additional retail (apparel and hard goods) with cross-over appeal among
tourists and local residents. This area lends itself to the theme of outdoor
sports retailing.
49
./ Attempt to enhance the pedestrian character of this cluster and its connectivity
with Cluster 6.
./ Exercise influence to limit the proliferation of "beach convenience shops" and
ground floor office uses.
TOTAL DOWNTOWN DELRAY BEACH
Downtown Delray Beach has 571,100 square feet of general retail uses and 216,600
square feet of restaurants/night clubs. A closer examination of "general retail" uses
within Downtown reveals an estimate of25 1,400 square feet devoted to the type of retail
establishments that sell goods directly to consumers. Downtown's restaurants/night
clubs occupy approximately 216,600 square feet.
=~=-==T~j}OWNîow~{cº'~~'~I'~!!!Ñ~'.œ ~AL'X§f~~--~--'~ =---,~~~
TYPE OF USE SQ. Fr.
General retail 571,107 rcent
Non-retail commercial 601,461 rcent
Miscellaneous non-retail 231,027 ercent
Restaurants/Ni t Clubs 216,613 ercent
TotalOccu ied 1,626,949
Estimated Vacanc 192,700 II ercent
The eight planning clusters contain 468,000 square feet of "consumer goods retailers
and restaurants" selling goods directly to consumers. ("CGRR" space is an
approximation of "comparison goods".) Excluded from CGRR are several categories of
Downtown tenants including service providers (spas, hair salonslbarber shops, pet
grooming, massage/yoga/exercise studios, doctors, lawyers), retailers of used goods,
auto-related businesses (gas stations, repair shops, auto supplies), and business-to-
business enterprises.
./' Downtown Delray Beach's CGRR square footage is divided almost equally
among retailers (54 percent) and restaurants/night clubs (46 percent). The
retail/restaurant balance must be shifted to 60-70 percent retailers if Downtown
is to become a shopping destination for "comparison goods." This can be
accomplished by filling vacancies and newly constructed space with retailers
rather than restaurants.
./' Although apparel is the single largest category of retail use, it accounts for only
15 percent of total CGRR space in Downtown Delray Beach. The share of
CGRR space dedicated to apparel should be at least 30 percent in order for
Downtown to become a competitive apparel shopping destination.
50
r--~~êÎlÁÑÖÎSÈALtòÇÄT)OÑ QI(,éõNstfMEï(GooñsRET~ ~ ~ j
:_;:_~-~ _ ':~':_: -l-_,~_~"""_,=.o;S~~~4NDM~X~~TS~ - ~~~~~~~~
CURRENT PERCENT OF
SQ.FT CGRR*TOTAL
69,526 15 ercent
16,240 3 ercent
2,496 1 ercent
11,880 3 ercent
39,645 8 ercent
8,268 2 ercent
38,174 8 ercent
39,543 8 rcent
5,044 1 rcent
1,740 --
18.500 4
251,416 54
t Clubs 216.613 46
468,029 100
The modest amount 0/ ~~comparison goods" retailing in Downtown Delray Beach
explains why Downtown is not yet directly competitive with suburban shopping
destinations. A large percentage 0/ Downtown's tenancy consists 0/ restaurants,
business-to-business commercial establishments, convenience goods/services, or
"impulse goods" as opposed to "comparison goods" that can generate destination
shopping trips.
51
RANGE OF DOWNTOWN MERCANTILE OFFERINGS
Most Downtown areas undergoing revitalization are initially driven by
dining/entertainment with specialty retailing succeeding as a later phase. If they proceed
into retail-driven destinations, Downtowns typically function as specialty retail districts.
Exceptions include those few Downtown areas that have successfully retained or
attracted anchor department stores and districts that have added massive developments
such as West Palm Beach's CityPlace to create a "critical mass" of comparison goods
retailers.
-t Dining-driven Downtowns have more space allocated to restaurants and
entertainment venues than to retail establishments. "Hard goods" retail
establishments selling items such as gifts, antiques, art galleries, and books tend
to be more prevalent than apparel retailers in dining/entertainment-driven
Downtowns.
-t Some Downtown areas serve as destinations for a full array of "comparison
goods" or department store type merchandise ("DS1M"). These areas are
heavily oriented to soft goods (apparel and shoes) and home furnishings. Most
Downtowns serving this niche have one or more department store anchors as the
nucleus for their apparel offerings.
"~~e __e~___e_e,e_____________._e- ,.e___ _______~-_-__- ~____--__.. __.._ _ __e. ___.-. -__ e_ - 'g
L~~~AL~~T9.c~~~I~K~~~IlONS,-~~~
DININGIEVENT SPECIALTY
-DRIVEN RETAIL-DRIVEN
DOWNTOWN DOWNTOWN
15 ereent 20 ereent
5 reent 10 cent
5 cent 5 reent
arel 5 reent 5 reent
0 rcent o ercent
o ercent 5 rcent
40 reent 30 ereent
5 ereent 10 ercent
10 ereent 10 ercent
10 reent 10 ercent
5 ercent 5 ereent
10 ereent 5 ereent
5 ercent 10 ereent
100 reent 100 ercent
SOURCE H. Blount Hunter Retail & Real Estate Research Co
A comparison of Downtown's current CGRR merchandise mix with a general mix in
Downtown districts that have become "comparison goods shopping destinations" reveals
the following:
52
./ Downtown Delray Beach has sub-average representation in apparel, jewelry, and
books/music/electronics.
./ Downtown Delray Beach has ample offerings of restaurants, cards/gifts/home
décor, galleries/crafts/antiques, and miscellaneous retail.
----- ~---CURRENT-jjOWNTOWN -DELRAYBEAêáMERCIIANDìS~(f ~--~-~
, : < VERSlJS _ ,'-, ~"" -' --1
~~AlY~~J2PS-DÍUVE~~JOWNa~'!I_~!M~~~
CURRENT COMœMUSONGOOD~D~N
DOWNTOWN DOWNTOWN
MERCHANDISE MIX MERCHANDISE MIX
Apparel/Shoes 19 percent 30 percent
RestaurantslFast Food 46 percent 25 percent
Jewelry 3 percent 10 percent
Books/MusicÆlectronics --- 5 percent
Cards/Gifts/Home Décor 16 percent 10 percent
Miscellaneous Retail 8 percent 5 percent
Entertainment/Cinemas -- 5 percent
Galleries/Crafts/Antiques 8 nercent 5 Dercent
100 percent 100 percent
Downtown Delray Beach's merchandise mix reflects its current role as a "dining-
driven Downtown." With the addition of apparel and key categories of hard goods,
Downtown will nwve toward becoming a "comparison goods retail-driven Downtown"
although it is important to understand that the absence of department stores will
preclude Downtown from usurping the role of regional shopping centers.
53
CURRENT SALES IN DOWNTOWN DELRA Y BEACH
"Comparison goods" retailers and restaurants within the eight clusters of Downtown
Delray Beach generated actual sales of $102 million in 2003 according to the Florida
Department of Revenue. 7
./' Clusters 4, 6, and 8 are the most productive retail areas.
./' Clusters 4 and 8 are the most productive restaurant areas.
t:··-·~· '-~~~~',"" "·-iÕÕ3ESTAäLísHMEmëoüN.fAN.OsÁÎÆs-·~~~~:~~ ,~
~_,:",c_ - '",lŒ~RESl1i\,~TS,: :,...:;.:..'~
~~~
RETAILERS RESTAURANTS
CLUSTER COUNT SALES COUNT SALES
1 6 $ 829,654 4 $308,847
2 16 $ 1,909,127 7 $ 2,991,022
3 51 $ 4,858,479 13 $ 7,102,675
4 50 $ 9,326,556 21 $21,583,777
5 32 $ 2,751,597 11 $ 2,209,943
6 36 $ 5,513,891 12 $ 8,620,259
7 23 $ 2,885,250 6 $ 2,604,816
8 31 $12930901 11 $16.027.172
TOTAL 245 $69,261,419 85 $61,448,511
SOURCE: Florida Department of Revenue
~.~ -~ ~2003--AîX~OCATION OF ESTABLISHMENTS'ANïfSALEs--:-:-:--"l
", ,,~" . BYCLUSTER .< :"", ',';
~L..~...s:.:::.:J--...~_......~~_~""-,_~_~~.~~_"-,-,"",~~~~,,,,,~~_~____~~_~~~~_~~
RETAILERS RESTAURANTS
CLUSTER COUNT SALES COUNT SALES
I 2.4% 2.0% 4.7% 0.5%
2 6.5% 4.7% 8.2% 4.9%
3 20.8% 11.8% 15.3% 11.6%
4 20.4% 22.7% 24.7% 35.1%
5 13.1% 6.7% 12.9% 3.6%
6 14.7% 13.7% 14.1% 14.0%
7 9.4% 7.0% 7.5% 4.2%
8 12.7% 31.5% 12.9% 26.1%
TOTAL 1 00.0% 1 00.0% 100.0% 1 00.0%
SOURCE: Florida Department of Revenue
7"Retailers" includes Florida Department of Revenue Kind Codes 1,2,3,4,5,7,10,
11,18,20,21,22,29,30,32,36,42,43,44,55,56; "Restaurants" includes Kind Codes 6,8,9. In order to
approximate GAFO sales or "shoppers goods" sales, certain retail categories were excluded ttom the data
(gasoline stations, auto parts, lumberlbuilding materials, yacht dealers and personal services).
54
DOWNTOWN SALES GROWTH 1998 TO 2003
The Florida Department of Revenue reviewed tax receipts for the eight
clusters in 1998 and 2003. Food service sales grew substantially faster
than consumer-oriented retail sales. This demonstrates the imbalanced
success of Downtown as a dining and entertainment destination
compared to its performance as a "shopping destination."
The tables on the next four pages present sales changes from 1998
through 2003:
Retail sales (excluding gasoline, auto parts, hotels, and business-to-
business sales) grew 38 percent from $29.8 million in 1998 to $41.0
million in 2003.
Restaurant/bar sales increased 106.1 percent from $29.8 million in 1998
to $61.4 million in 2003.
The escalation of restaurant sales is a reflection of the strategy to encourage
restaurants, cafes, and bars to open in Downtown Delray Beach. Going forward, an
appropriate goal will be increasing retail sales of comparison goods by focusing upon
retail tenant solicitation and broadening the range of merchandise so that Downtown
Delray Beach can become a destination for shopping.
55
CLUSTER ANALYSIS
DOWNTOWN DELRAY BEACH ~-,f-)t
1998 SALES BY PLANNING CLUSTER
RETAILER RETAIL RESTAURANT RESTAURANT
CLUSTER COUNT SALES COUNT SALES
1 9 5745.3037 5 51.::47417
:: 10 51,JC~_267 S 51 fge~JC
3 3ð 5<5.3~5 43~ ~ S3 190 :?57
.!.. - 54.375 !l3~ ~ 511 e9D C17
f 33 54.11 S eõ~ , S~ IQ3 4JC
e 19 5',seS 7ðC IJ ~5 ~2,LSS7
~ "J~ 5ð.2C4,03:? 11 S1027,717
, ""'-
9 33 5<5,Je4.L17 ., ~,1.g27ß17
SU8ïOTALS S~9.77d 753 S2<1,9,3,1JC
TOTAL: 559.692.883
SOIJ~::;E: Flc.,C3 tÆo.rtmentot Re'.enue
56
CLUSTER ANALYSIS
DOWNTOWN DELRA Y BEACH 3- 1 ~-Jf
2003 SALES BY PLANNING CLUSTER
RETAILER RETAIL RESTAURANT RESTAURANT
CLUSTER COUNT SALES COUNT SALES
1 6 S91;¡.654 4 $309 E47
::'. 16 S'.X;¡ 117 7 ::Zgl~1 C~:
3 E--: 54,3f9 ¿¡;¡ 11 S7 1Ü~ eiE
.!. :ü 59,32' e5~ :1 s: 1 ~';3 ¡;-¡
e J2 S2.7fl.e97 1~ s:: :!Q9 .~4~
6 36 55.513 fig 1 ;¡ 59.620 :5Ç
;- ~3 52.~5 ::'.53 fj :S~6C":',<'!1e
9 3- $12,;¡~a 347 1~ ~lfjCZ7,17:
Sl;STOTAL..S 2¿5 ~l,JC4-,¡QI ç~ $e 1..!.4!! E11
TOTAL: S 102..153.412
SOIJR::E Flc'1ca De~a~.,t of ¡:¡e-~'~e
57
CLUSTER ANALYSIS
DOWNTOWN DELRAY BEACH 6-15-05
1998 - 2003 RESTAURANT SALES GROWTH
1998 1998 21tC3 2003 CHANGE CHANGE
RESTAURANT RESTAURNIT RESTAURANT RESTAURANT REST.6.uRANT RESTAURANT
ClUSTS ~ ~ ~ ~ ~ ~
1 = S 1.2.t7,4-' 4 ~~: Sot; -1 -7= 2-.
:: - s 1.~~e.~:c . S2~~" .O~~ -1 :"73°.
~ - 55. i~C. ~.e7 ~1 S7. t':l,6;S 1:: "':"¡ eo.
4 22 51 j.eIiG.~-' ~1 $21.=,::3.T:7 -, :46'.
5 , S:::.1C3.4X 1:: S~lC'~ p.t3 ~ : to.
6 -, 5M21i.::e' 9 ss.el':.::59 -1 430'.
; S' .G27.'" 6 s~eC4.816 -5 ~ ~~ 5~.
8 , S::,g27,4 -, 1:: 516.':2' 1.::: 5 44~ 5-.
;U6T::TALS - s:~.a 13. 'G. 9:: S61.442.511 13 ~·:-:.1".
-AL G¡:¡O',',TH S31.m.409 106.1%
SOURCE. F œ-d.1 Dep.1r.nent of RoY.æmJ,.
58
CLUSTER ANALYSIS
DOWNTOWN DELRA Y BEACH ~-1:1-C~
1998·2003 RETAIL SALES GROWTH
199B 1~B 2003 2003 CHAHGE CHANGE
RETAILER RETAIL RETAILER RETAIL RETAILER RETAIL
CLUSTER cm!liI 1ALES. .c.mJ.HI 1AI..E1 tIDmI. ..5AL.E.i
1 - Sï.!.5.3ç7 ~ 58:!~,e~4 -2 113~
~ 1·: 51 OC¿.2~7 1¿ SU¡C~,127 - Sg 3~'.,
3 3~ 56_3G::.~~.3 ~"! 5~.8::=.,,7p 1~ _~Dl,~
4 ,,- 54 37e 8~·" ~.: S~ .32~ .5: 6 -;+ 1131%
:I 3:! 54.118,e2·3 32 S2.ï~1.:~7 -, -33 .~%
6 1~ 51 see 7~·: 3~ 55 .512.8~ 1 17 19:.4%
-;- 2: 55 2G~.C ~·3 22 52,sa~,2~~ .¿¿ .6~{;
S ~3 56 De¿ .1.'7 3' 512.93:::.347 -'" 113:!%
;U6TOTALS ~2 S~ 77~.72::', :!¿: S41.DC4,gC 1 ¿~ 377%
TOTAL GROWTH: $11.22$.116 37.7~
SOUR:: "lere3 :)e~¡¡rtMænt o' ::¡e-.en'.1?
59
ESTIMATING FUTURE SALES CAPACITY FOR
DOWNTOWN DELRA Y BEACH
The Utilization Rate tables on the facing page are a proprietary tool used by H. Blount
Hunter Retail & Real Estate Research Co. to quantify sales capacity in mixed-use
districts based upon the size of key consumer segments (population of the retail trade
area, office worker count, number of tourists/seasonal residents) and trip counts
(calculated from the reach and frequency data from the regional telephone research
described earlier in this report). Expenditure factor for each customer segment are
analogs derived in Downtowns with comparable mercantile content to Defray Beach.
BASELINE ESTIMATE: 2004
Based upon actual customer segment sizes and local resident usage patterns identified
in the regional telephone research, the Utilization Rate model projected sales of
$129.8 million in Downtown Delray Beach in 2004.
./ Sales projections for 2004 are approximately 27 percent higher than the actual
sales of $102 million provided by the Florida Department of Revenue. This
differential suggests that Downtown is slightly under-achieving relative to the
sources of market support (i.e. customer segments) available to it.
./ The model focuses attention upon local residents as the source of 62 percent of
Downtown's sales. Tourists and seasonal residents generate 37 percent of sales.
The Utilization Rate model can be used as a tool to project future sales. Assumptions
can be made regarding the following inputs:
· Changes in segment sizes
· Changes in annual trip count (i.e. changes in reach and frequency of visits
among residents ofthe retail trade area)
· Changes in level of expenditure to reflect shifts in merchandising toward
greater retail intensity
ILLUSTRATIVE CAPACITY: 2004
If Downtown Delray Beach had a more comprehensive retail offering, the average
spending levels by current users would be higher than those in the Baseline model. The
second Utilization Rate model was created to illustrate the sales capacity of Downtown
presuming a somewhat broader mercantile mix similar but with no changes in segment
sizes or usage dynamics.
It is realistic to expect that existing customer segments would be capable of generating
sales of $182.4 million--approximately $52.5 million more than the estimated sales
60
volume in 2004. This represents a 40 percent increase over 2004 sales ad capacity for
supporting 210,000 square feet of additional space at $250 PSF productivity.
ILLUSTRATIVE POTENTIAL: FUTURE GROWTH
Over a time period as short as five years, it is reasonable to expect each of the user
segments to increase in size (count) and that to assume that positive changes will be
induced in reach and ftequency of use dynamics by local residents. These changes, in
combination with an increase in retailers offering "comparison goods" merchandise, can
result in increased in sales in Downtown Delray Beach.
Assuming 10 percent growth in all segment sizes, the Utilization Rate nwdel projects
future sales volume of $220.1 million-approximately $100 million nwre than
estimated 2004 sales. This anwunt of incremental sales can support an additional
400,000 square feet at average productivity of$250 PSF.
-/ To realize an increase of this magnitude will require a substantial shift toward
"comparison goods" merchandise offered in Downtown and/or an increase in the
amount of space allocated to retailers. Some of the increase in retail square
footage will be the result of new construction while some of the increase could
be accomplished by converting service/office uses into retail storefronts.
Pending construction projects as of April, 2005 contain an aggregation of
approximately 118,000 square feet of retail space. The ability to expand the
retail square footage of Downtown without a significant amount of new
development will depend upon the willingness of property owners to resist
leasing prime retail storefronts to non-retail tenants as well as substitution of
retail tenants for non-retail uses.
61
DOWNTOWN DELRAY BEACH, FlORIDA 1-5-<::
UTILIZATION RATE MODEL
BASELINE ESTIMATE: 2004
;'l.iUAL IMPLIEC A;I:~E AG-3=<:3.:'TE
CJS-ctJ:~ SEG/J:NT Uï¡UZA - ON ;'li\:UAl SPEliQ N3 At"'~UAL ~.:.t=S
":'-;Mi:::NT ~ ~ ~ ~ ~ER SE~t.~NT
LCc..:.~ RËSljENTS i 18-65· +11.558 9.1. ¿ D-:2.5~ 5~.CO S8 I.C7C.':4~
DO\i'.'NTOWN '.'.0.=<1<:"'.$ 2000 4::i£C ':I:.D:JJ 5S.œ se~.c~(
TOURIS-S.'/JEET f+3 :a.EGATES
O.rem¡¡h: T oun5t5 4.~.i'i!0 O'~ 5:>:,894 S40.~ S~I..31~.744
.~
.se:~:)na R:síd:-,.':s 111,880 6£C 6{1.~:J S40JJC S~6.a51.l·:-C
TO-Al 5 1~{!.~7e ¿~~
DOWNTOWN DELRAY BEACH, FlORIDA 1-5.1:-:-
UTIUZA TION RATE MODEL
ILLUSTRATIVE CAPACITY: 2004
;'lil'l JAL ..."'PUEC :'V:~GE AG3:¡:3.:'TE
cus-ot.!~ SEGI.!3'i'T UTJUz.~- ON AtiMJAL SP8£oIN3 ANNUAL.s :'L:S
" :'3ME'>Iï .s!ZE. &IE. ~ P:::Pf SIT "'ER SEGMENT
LOC.';~ P.2Si!JEHTS , 18-65- 441,558 9.1. ¿J):3.5J~ S30.CC 51~I,eCe.07~
DO\i'o'I'ITOWtI WO"'J(:~ 2IlOO 4O.CC ':J:.J~~ SS.CC se~.cc¡J
TOURIS-S:tJEET 1+3 ÐElEGA.ïES
Overm¡¡rn T cun~ts 4,~,:i!O 0'2 5;Q 894 550..:C S~II.~" e¿·:
~~3'ã~ii RSS;~1S 111,880 6.œ 67!.2SJ 550 CC S33.~è'::'.:~:
T07Al 518~4~3.7::~
DOWNTOWN DELRAY BEACH, FlORIDA 1-5-<::-
UTILIZATION RATE MODEL
ILLUSTRATIVE POTENTIAL: 2009
A/o/N¡JAL IMPuec AV:~E -'OO~3:'TE
CUS7C.ti:!'! SEGtJ9iT UïIUZA-.ON ;'lil'JLIAL SPEfolJIN3 ANNUAL ~:.t=S
~ ~ ~ ~ p=~ V SIT ~ER SEGMENï
LOC:'!.. P":S¡OOiTS I 18-65: 455,714 1:J.0 ¿.5.."7,135 530.CO SI45.71~.t4:
DO\'o'I'ITO'.'1I1'1 WC::;¡K:~ Z.~D 4J.& BQJQ SIO.CO Saac.c.:·:
TOllRIS-S:/JEET f+3 DElEGATES
Oo>eml¡¡h: Tcun~ts 4.884.a~ 02 7;Q.~? 55D..:!:: S36.~3e.4~.~
ES3Sona RðlÓS'1:S 12:;.C~ 6.C no .4:i5 550.CC S36.nC.4:tJ
TO"'~l 3~. ~ec";!:
62
MERCHANDISING TARGETS
The following table presents approximate square footage of retail space by merchandise
line in 2005 with suggested targets for future allocation of space by merchandise line.
These targeted space allocations are appropriate for a five-year planning horizon. While
not definitive, these targets highlight merchandising priorities in women's apparel/shoes,
family apparel, jewelry/luggage, home furnishings, antiques/art galleries, and
books/periodicals.
~~- "----~----"- ~--~cuRifEN-~fÁND TAAGETED- ---- --~--~~--_----- ~'j
I; ~ .-"
~_L:"....~.;~.=c~~T~ SºU;A~~90T~GE _~:...~~_~~~~
CURRENT SQ. Ff TARGETED SQ. FT.
69,526 120,000
16,240 25,000
2,496 5,000
11,880 20,000
39,645 45,000
8,268 9,000
38,174 50,000
39,543 75,000
5,044 5,000
1,740 10,000
18.500 20.000
251,416 384,000
Comparison goods retailers currently occupy approximately 251,000 square feet in
Downtown Delray Beach. Downtown has ample physical capacity to accommodate
additional retail space by filling vacancies, replacing non-retail uses with retailers, and
through the addition of new retail space. No attempt has been made to allocate specific
amounts of space by merchandise line to specific clusters.
; ~- --~OPTÎMUMMERCäANDfSECONCENTRATîÒNSBYŒU-š--tER~ --- ---..
j¡, -=--_""~_....................~ L$.__ ~_ ~~'-'--'-'-_ ,,-,,--",~~~ ~~_~~~~~L.,-,---,,-=...c;~~~~ £_~~_~"--'-'__~_.~__~_~..:-__~~
Clusters 4, 6
Clusters 4, 6, 8
Clusters 4, 6
Clusters 4, 6
Clusters 4, 6
Clusters 3, 7
Cluster 3
Clusters 3, 4
Cluster 3
Clusters 4, 6
Clusters 4,6
63
Defming a retail recruitment strategy for Downtown Delray Beach reflects balancing
that must be considered:
~ Retailers versus restaurants
~ Local residents versus tourists
~ Chain operators versus independent entrepreneurs
~ Basic needs versus discretionary purchases
~ Comparison goods versus impulse merchandise
Retailers versus Restaurants
This analysis concludes that additional retail establishments attracting would be
preferable to additional restaurants as a means of increasing the likelihood that
Downtown Delray Beach can compete more directly with suburban shopping centers by
transition toward a destination for purposeful shopping trips for comparison goods. The
public sector effort to enhance Downtown's function within the region can be best
served by focusing upon expanding its retail offering. Additional restaurant
development should be encouraged in locations where adequate parking is available and
where late evening noise will not disturb residents. The City of Delray Beach should
examine its policy of stimulating restaurant development by allowing lenient parking
requirements for restaurants. Instead, a set of economic incentives may be initiated to
stimulate targeted retail development.
Local Residents versus Tourists
Many existing retailers appear to be dependent upon tourists and seasonal residents to a
greater degree than is advisable. Downtown's restaurants seem to have more fully
penetrated the 10caVregional resident base than Downtown's retailers. The future retail
mix should directly target the permanent population as well as tourists and seasonal
residents. This can be accomplished with decreased emphasis on gifts and greater
emphasis upon appareVshoes, home furnishings, and goods such as books and jewelry.
Chain Operators versus Independent Entrepreneurs
A mercantile base built upon unique independent entrepreneurs will distinguish
Downtown Delray Beach within the competitive South Florida retail landscape.
Generally, local independent merchants understand the potential of a Downtown market
long before chain operators understand the dynamics of a local market. Attracting a few
chain operators may stabilize the retail offering and provide familiar names to
consumers; however, the goal of attracting chains must be tempered with the
understanding that chains do not necessarily signify "success" nor does the absence of
chains indicate "failure" by Downtown.
64
Basic Needs versus Discretionary Purchases
Downtown Delray Beach is a specialized niche market offering primarily discretionary
goods. Cluster 1 warrants special consideration given the community's claim of unmet
basic consumer needs. With the exception of Cluster 1, additional retail content should
consist of discretionary goods since most Downtown residents have easy access to a
wide variety of basic consumer goods and services are offered on the immediate
outskirts of the cluster study area.
../' Publix operates a new supennarket on Federal Highway between NE 4th Street
and NE 5th Street. Adjacent uses include Walgreen's Drugs and Blockbuster
Video.
../' Publix operates a second supennarket near Downtown in Plaza del Ray at the
intersection of Old Dixie Highway and Linton. Other retailers in this shopping
center or nearby include Books-A-Million, Linens n Things, Office Depot,
Target, and a multi-screen cinema.
Comparison Goods versus Impulse Merchandise
Much of the retail offering in Downtown Delray Beach is "impulse merchandise"
oriented to unplanned purchasing. Gifts, inexpensive art items, and novelty apparel are
ftequently purchased by diners drawn to Downtown Delray Beach by its large restaurant
base. Downtown's greater role as a destination for purposeful "comparison goods"
shopping trips requires a greater assortment of apparel retailers. Additional merchandise
depth in home furnishings, books, music, and jewelry are desirable to enable Downtown
to compete more directly with suburban shopping centers.
TARGETED MERCHANDISE PRIORITIES
Over the next three to five years, retail recruitment efforts should initially concentrate on
three key merchandise categories:
../' Women's apparel/shoes stores are the predominant retail use although this
category lacks visibility because merchants are widely dispersed and the
merchandise offering ranges ftom novelty items to evening wear. This category
can be bolstered with casual (non-resort) clothing for broader age/size ranges.
Expanding this category to a minimum of 100,000 square feet can contribute to
Downtown's appeal as a "comparison goods shopping destination" at greater
parity with regional malls.
../' It is desirable to exploit Downtown's current strength as a niche market for home
furnishings and antiques/art galleries with increased square footage in these
merchandise lines. Significant increases in the square footage devoted to these
uses will fortifY Downtown's competitive strategic advantage in these categories.
65
,/ Books and music are currently under-represented in Downtown. These retail
items appeal to patrons visiting Downtown for dining and entertainment and can
become destination businesses based upon product specialization and level of
servIce.
Apparel and shoes will optimally be concentrated in Clusters 4 and 6 for maximum
impact. Books and music can be located on the fiinges of Cluster 4 or in Cluster 2 to
tie-in with arts and restaurants. Home furnishings would optimally be concentrated in
Cluster 3 and in Cluster 7. Art galleries/antiques naturally fit into Cluster 2.
Recognizing that it can influence but not control site decisions, the public sector can
guide the clustering and location of retail masses using economic incentives.
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DOWNTOWN RESIDENTIAL RENAISSANCE
New housing in Downtown provides an impetus for additional retail development in
Downtown. Downtown Delray Beach is enjoying a robust residential renaissance with
approximately 800 units under construction or in the development pipeline. An
estimated 1,200 new residents can be expected as a result of these projects.
Residents in the immediate vicinity of Atlantic Avenue's commercial core provide an
important consumer base for retail shops, restaurants, and services. Spending patterns of
households with annual incomes in excess of $70,000 spend an average of $20,476
annually on the kinds of goods and services that are currently well-represented in
Downtown Delray Beach.8
I
.
$ 4,524
$ 4,350
$ 780
$ 3,469
$ 4,457
$ 915
$ 262
$ 302
$ 1.417
$20,476
For every 50 new Downtown residents, an additional $1 million in annual spending
potential is available to Downtown businesses. Of this total, approximately 85 percent
is non-grocery spending on restaurant meals, apparel, books, entertainment, and other
goods and services that are well represented in the expanding mix of Downtown
businesses. The addition of 1,200 new residents suggests increased Downtown spending
potential of $24 million. The share of spending that Downtown businesses actually
"capture" is determined by many factors including the merchandise assortment available
in Downtown and the strength of competitive businesses located outside of Downtown.
On a comparative basis, an office worker typically spends $2,000 annually in Downtown
with three-quarters of spending devoted to meals. New Downtown residents are
significantly more lucrative potential consumers than new office workers. This is not to
suggest that Delray Beach should not attempt to add to Downtown's base of office
workers; in fact, adding more employees to create a "live-work-shop-dine-play" mixed-
use environment is highly desirable.
S "Consumer Expenditure Survey," Bureau of Labor Statistics, 2002
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RETAIL RECRUITMENT IMPLEMENTATION STRATEGY
A retail recruitment implementation strategy is neither complex nor mysterious, but it
does require organizational capacity matched with responsibility and accountability.
The organization that is the "champion" of Downtown retail revitalization lacks the
requisite mandate, capacity, and tools to succeed in this mission.
The Joint Venture has primarily served as a community event marketing agency and
advocacy group for existing businesses with secondary emphasis upon new business
recruitment The Business Recruitment Director is poised to undertake the role of
retail recruitment vehicle for Downtown Delray Beach.
The nine steps to establishing an effective retail recruitment program start with
establishing a target tenant profile and lead up to cold-calling and selling:
1) Establish a Profile of Target Merchant Types and Merchandise Categories
2) Create a Business Fact Base
3) Prepare an Inventory of Economic Development Tools
4) Assemble a Database of Downtown Space Inventory and Lease/Purchase
Terms
5) Establish a Merchant Retail Development Committee
6) Hold Broker Roundtables and Periodic Update Meetings
7) Initiate a Series ofLocallRegional Prospecting Trips
8) Make Sales Calls on Qualified Prospects
9) Establish a Follow-Up ContactJReminder Program
These nine steps reflect the four-step general business recruitment process as delineated
by the National Main Street Center:
I. RESEARCH PHASE: identify and qualify a list of prospects
II. SALES VISITS: meet with prospects to begin the process of generating interest
III. PROSPECT TOUR: show sites in Downtown to prospects who indicate
interest
IV. GRAND OPENING: welcome the new business
The Main Street Center's "Workbook for Downtown Business Development"
emphasizes the following:
"A business recruitment packet is never a substitute for the recruitment process.
Recruitment requires a solid strategy and human contact: A successful recruitment team
must know the market for future investment, understand the existing commercial
environment, ferret out potential recruits, contact them and follow up on that contact. A
package of facts and figures cannot replace the need for personal communication and
follow up.....An effective business recruitment package reflects the spirit and direction
of the community."
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ProfUe of Tal1!et Tenant Types and Merchandise Cateeories
Optimally, tenant prospects will share the attributes of specialized offerings and
customer care because these are the key ingredients of "destination" businesses. It is
best if Downtown merchants "own their categories" so they are not dependent upon co-
tenancy especially in the early phases of retail revitalization.
The initial retail and restaurant prospects for Downtown Delray Beach are unlikely to be
national chains because the current environment of Downtown Delray Beach leaves
many of their site selection criteria unfulfilled. This analysis endorses the conclusions
fÌ'om the National Main Street Center with respect to national chains, department stores,
and mall-type stores as being the least likely candidates for Downtown Delray Beach.
This analysis echoes the conclusions that the most likely prospects for Downtown
Delray Beach's initial retail revitalization include successful businesses fÌ'om
neighboring communities and local entrepreneurs.
Create a Business Fact Base
A business fact base will be required to explain the merits of a Downtown Delray Beach
location. This information will help sell prospects on the merits of Downtown Delray
Beach and explains why investments in Downtown are likely to be rewarding.
./ Reach/frequency of Downtown use (fÌ'om retail market analysis)
./ Demographic profile of Downtown patrons (from retail market analysis)
./ Sales performance of key categories in Downtown Delray Beach
./ Downtown De1ray Beach annual retail trends
./ Traffic counts on Downtown Delray streets
./ Event/festival schedule with attendance estimates
./ Housing unit inventory/current count of Downtown residents
./ Current count of Downtown workforce (full- and part-time employment)
./ Detailed statistical profile of tourists (annual count, length of stay, primary
activities, spending on retail/food)
./ Downtown Delray Beach "retail trade area" map and demographics; 1-3-5 mile
population summaries
./ Comprehensive Downtown Delray Beach Plan with details of key development
initiatives
./ Summary of projects underway with costs, opening dates, statements of
anticipated impact on consumer spending in Downtown
Perhaps the most valuable tool for demonstrating the growing vitality of Downtown
Delray Beach is an annual summary of retail and restaurant sales within the Downtown
area. It is strongly recommended that the Downtown Development Authority
collaborate with local and state revenue officials to establish a process for tracking
Downtown sales by cross-referencing business licenses and sales tax revenue data. A
69
summary of annual sales perfonnance by category can be compiled without
compromising the privacy of individual businesses. The single most effective leasing
tool used by shopping center landlords is their ability to cite sales volume, sales
productivity (sales per square foot), and sales trends; providing comparable data for the
Downtown district is critical in the ability to initiate interest by new merchants.
Assemble a Database of Downtown Space
The Downtown Development Authority's cluster delineations facilitate analysis -of
Downtown retail space inventory. The initial database should be prepared through
collaborative effort of the Downtown Development Authority, City of Delray Beach
Planning Department, the Business Recruitment Director, and the Community
Redevelopment Agency. The Downtown Development Authority should maintain a
comprehensive inventory of existing space in Downtown Delray Beach using
standardized fact sheets. Updates should be made at least twice per year or more
rrequently if possible. The database should be in digital format for easy electronic
transfer. Many Downtown organizations post their building inventory files on their
websites with links to local economic development agency websites. The inventory
should be updated annually and when changes occur to specific buildings.
The computerized database must be fully accessible using multiple criteria:
· Organized by individual blocks within Downtown Delray Beach
· Classified by "or sale" or "for lease"
· Classified by size range and by rent per square foot
The database should include:
~ Ground floor dimensions and square footage of every building (total leasable
space using BOMA standards)
~ Current zoning
~ Total square footage of every building (total leasable space)
~ Floor plan showing columns, exits, stairways, and other major features (as
possible)
~ Photos of all exterior elevations
~ Name and contact address/phone number of building owner
~ Sales price/rental rates
~ Lease terms (triple net rent; availability oftenant allowance; services or utilities
included in rent)
~ Availability of on-site parking
~ Standardized assessment of condition of ground floor space
~ Name/business category of current occupants
~ Future availability of space (expiration date of current tenant lease)
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Establish a Merchant Retail Development Task Force
Existing Downtown merchants have a stake in the future development of Downtown.
Their input into desired co-tenancy is valuable as are their suggestions for specific
tenants for solicitation; their participation as "ambassadors" helping to spread the word
about business opportunities in Downtown is also valuable.
In some cases, established merchants may feel threatened by the prospect of new
businesses that might be partially or directly competitive. Merchants must be reminded
of the general vision of creating a strong destination for shopping as well as the principle
of "concentrated merchandising" that is the premise of shopping center development and
which increases consumer convenience.
Hold Broker Roundtables and Periodic Update MeetinS!s
It is important to include the local retail broker community in the tenant solicitation
process. The Business Recruitment director must be proactive in communicating
Downtown Delray Beach's strengths and its site opportunities to local commercial
brokers. While not all of the tenant prospects will have brokers, it is important to
establish good working relationships with the broker community. In some cases, the
greatest skeptics of Downtowns are brokers who have built their reputations making
retail deals in the suburbs.
The Business Recruitment director should create a retail broker mailing list to use as a
means of disseminating positive news and business updates about Downtown. This list
should also be used by the Business Recruitment director to notifY brokers of new
leasing/sale opportunities as they arise.
An initial broker roundtable should be convened when The Business Recruitment
director has completed a business fact inventory and property inventory database.
Members of the Merchant Retail Development Task Force can be introduced to brokers
along with a list of targeted merchant categories and tenant profile.
Periodic updates should be held at least on an annual basis. The Business Recruitment
director may wish to use these sessions to recognize the efforts of brokers who have
contributed to the success of Downtown as well as a means of providing updated
information about Downtown business conditions.
If deemed appropriate, the Business Recruitment director may wish to launch the
concept of a "broker bonus" program with cash awards paid to brokers who make deals
with tenants in targeted merchandise categories. Kalamazoo, MI, Memphis, 1N and
Hampton, V A have had successful broker bonus programs.
Initiate a Series of LocallRelrlonal "Reconnaissance Trips" to AnaloS! Communities
71
The Business Recruitment director will need to make local and regional reconnaissance
trips to seek strong independent and regional retail candidates for Downtown Delray
Beach. Adequate budget should be allocated for tenant identification visits. This role
must be viewed as being of equal or greater importance than daily contact with existing
merchants. Initial visits should be made to Michigan cities that have made progress in
their local Downtown retail revitalization efforts.
Reconnaissance site visits are for the purpose of identifying prospective tenants for
solicitation and recruitment. The Business Recruitment Director should complete a
checklist for every merchant visited on each site visit. The checklist includes facts that
will assist in qualifying the merchant as a prospect for Downtown Delray Beach while
gathering information that will assist in understanding the merchant's business needs.
The checklist should be held in confidence by the:
./ Name of business owner
./ Address and phone number of business owner
,¡' Manager's name
,¡' Estimated size of business
,¡' Primary category of business
./ Key merchandise lines, brands
,¡' Number of employees per unit (full-time and part-time)
./ Number of units and locations of units (if multi-unit operation)
,¡' Average sales per unit
./ Description of target customer (age, income, buying patterns, lifestyles)
,¡' Typical rent/lease terms (if business leases space)
./ Current expansion plans
,¡' Familiarity with/connection to Delray Beach
Sales Calls on Qualified Prospects
Once a merchant has been qualified as a prospect for Downtown Delray Beach using the
targeting criteria established in this analysis, the Business Recruitment Director should
schedule a meeting with the owner( s) at a mutually convenient time. This meeting
should be held at a time when attention will not be diverted by operating the store.
The goal of this meeting is to explain why the targeted merchant fits the desired criteria
for tenant solicitation and why the merchant would succeed in Downtown Delray Beach.
In preparation for this visit, the Business Recruitment Director should create a "Case
for..," presentation that succinctly states "why" the merchant belongs in Downtown
Delray Beach and "how" Downtown Delray Beach meets their needs. The "Case for..."
presentation blends the knowledge gained ttom the checklist conversation with the
Business Recruitment Director's Downtown business fact base to demonstrate the
probability of success in Downtown Delray Beach.
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General perceptions of Downtown Delray Beach can be assessed at this time.
Economic incentives should be discussed as deal facilitators rather than the main
rationale for locating in Delray Beach as even the most unsophisticated merchant will
resist opportunities that appear to be driven purely by financial incentives.
A secondary goal of the meeting is to obtain additional information about the
prospective business. Desired knowledge includes sales volume and deal terms in
existing locations. This will enable the Business Recruitment Director to calculate rent-
to-sales ratios to guide the site selection process.
The National Main Street Center's workbook states candidly "...the team should be
prepared to contact many prospects to get a few who will actually open a new business.
The key is to keep the word out and be ready to respond when opportunity knocks."
Establish a Follow-Up ContactIReminder Proeram
The Business Recruitment Director should send a written "thank you" letter to the
business owner(s) to express appreciation for providing insight into the operation of
their business and to affirm the possibility of a business opportunity in Downtown
Delray Beach. It is more important to convey the existence of a business opportunity at
this time than to suggest specific site options as it is the potential of the market rather
than the real estate that will drive the merchant's interest in Downtown Delray Beach.
The goal of the "thank you" letter is to continue the rapport established in the personal
visit. The "thank you" note should include a specific invitation for the business owner
to visit Downtown Delray Beach. Trips would optimally occur when there is a
favorable level of activity in Downtown such as a community event or during the
lunchtime peak when the sidewalks are active with pedestrians. At this time, members
of the Merchant Retail Development Committee can fulfill their role as "ambassadors"
and spokespersons for Downtown Delray Beach. The prospective tenant can be
introduced to these merchants individually or as a group with the caveat that the
potential tenant may not wish to divulge much information about their business at this
time. A casual showing of site options is advisable as is an overview of economic
development tools that may be financially advantageous to the prospective business
owner.
On-going contact following the visit to Delray Beach should address questions or
concerns that surface during the visit to Downtown Delray Beach. A more detailed
discussion of economic development incentives can now occur with the prospective
tenant.
Since the time required to complete a deal may be extensive, the Business Recruitment
Director should add prospective merchants to a mailing list for positive news and
articles about Downtown Delray Beach. The Business Recruitment Director should not
introduce a broker into the relationship unless requested by the prospective business.
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Prepare an Inventory of Retail-Oriented Economic Development Tools
The Business Recruitment Director should prepare a summary of retail-oriented
economic incentives to share with prospective retailers. If voids are identified in the
tool chest of retail-oriented economic development tools, the Business Recruitment
Director should advocate for the creation of appropriate programs.
The Business Recruitment Director's core mission is retail recruitment as opposed to
operations of current businesses. This is a sales-oriented function that would be
undertaken with full recognition of the time and fmancial resources that will be
needed to travel throughout the region on prospecting visits, cold calls, and follow-up
appointments.
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UNDERSTANDING THE FUNDAMENTALS OF RETAILING
Retail development--in urban environments as well as suburban settings--is driven by
business fundamentals that must be acknowledged and considered when creating a
recruitment strategy or merchandising plan:
Retailing follows consumers; it leads customers with rare exceptions. Retailers look
for established markets as signified by sustained traffic; they are reluctant to be pioneers.
Ironically, retailers seek levels of traffic, which they themselves tend to generate. By
far, most retailers are "convenience retailers" dependent upon being near their best
customer prospects. They must see a steady stream of their customer type to be
comfortable with a potential site. Some merchants can be classified as "destination
retailers" because their customer fumchise is so strong or their offering is so unique that
they can draw patrons to any site they select. One effective strategy is to establish the
retail legitimacy of an urban location with "convenience retailers" followed by adding
"destination retailers" to the mix.
Consistent traffic is a prerequisite for most retailers. The level of rent that retailers are
willing to pay is in direct proportion to traffic and sales opportunity they perceive.
Inconsistent traffic is perceived to be risky, and in fact, inconsistent traffic makes it
difficult for retailers to plan inventory purchasing and staffing. In urban settings, chain
retailers are often willing to wait to commit to a lease until local entrepreneurs have
established the legitimacy of a retail site. Increased rent is an acceptable trade-off for
diminished risk and higher probability of immediate profit.
Consumer traffic must demonstrate sufficient "buying power" to be of interest to
retailers. Retailers have preconceived notions of their customers' demographic
characteristics and economic capacity. This insight is used to guide the site selection
process. Retailers have too many viable site alternatives to take speculative risks; they
must perceive their customer to be present or probable as the basis for leasing store
locations.
Chain retailers have a limited number of prototypical store formats that they are
willing to operate; deviating from these established formats is done only as a last
resort in circumstances when demand for a location by the merchant is high.
Retailers have created preferred floor plans for maximum profitability. Departing ffom
established store formats or merchandise assortments is a dollars-and-cents issue that
conflicts with the efficiencies of multiple unit operations.
q the general key to real estate is "location, location, location," the key to strong
urban retailing is creating and enhancing a "crossroads location" both in the literal
sense of accessibility and in the figurative sense as a place where multiple customer
segments can comfortably and conveniently interact. Automobile and pedestrian
accessibility, adequate parking, and street (or mall) visibility are site prerequisites for all
retailing; to compete successfully with suburban retailing alternatives, urban retailing
75
districts must draw multiple customer segments' including daytime employees, nearby
residents, tourists, and residents fÌ'Om throughout the region.
Most retailers have established criteria for site selection. In its most basic sense, a
retail site is nothing more than a place from which to have direct access to shopper
traffic with certain characteristics. In the early stages of retail development, it is
important to deliver consistent demographics while traffic grows. Prospective retailers
must "see" their targeted customer demographics in the flow of traffic available to them
at a proposed site.
"High traffIC vs. the right traffic" can be a fundamental trade off for retailers. In
general, an area that delivers a high level of traffic will be preferred by more retail
tenants than an alternative site with more favorable rental economics but less traffic.
The American retailing model of mass merchandising is predicated upon low
margin/high traffic. Some specialty retailers are capable of generating high profitability
on low traffic if their margins are high. In other cases, retailers can survive in low
traffic conditions if there is minimal competition or when consumers have highly
desirable demographics; these are the circumstances that pennit retailing to flourish in
resort settings.
"Strong retailing requires a "critical mass" of merchants in order to be visible in the
context of the larger, competitive retail landscape. The destination drawing power of a
retail area is dependent on its size ("critical mass"), content, and location relative to its
market and competition. Most retailers prefer to cluster with compatible merchants in a
critical mass so that they are not solely dependent upon their own drawing power for
traffic. Merchants have a herding mentality; often their preference is for an established
critical mass rather than betting on the eventual evolution of a critical mass with
destination drawing power.
Clustering of compatible retailers has become the norm in American retailing. "Birds
of a feather flocking together" is the basis for successful shopping center development
and applies no less to urban areas. Merchants seeking compatible customers will
gravitate to ''nodes'' where multiple merchants have greater probability of drawing
sufficient traffic than any single retailer could draw on its own merits. Stated in a
neutral fashion, few retailers are willing to be "pioneers." Stated in a judgmental
fashion, retailers are "lemmings." Some retailers view clustering as increased
I competition while most view clustering as a way of reducing risk and creating
incremental business through synergy. Restaurateurs fear the competition inherent in
clustering in the early stages of the evolution of a dining node. Restaurateurs generally
perceive the benefits of a functional critical mass of dining options when a restaurant
district achieves destination drawing power.
Control over environmental factors is important to retailers so they can focus their
energy on "minding the shop." The competitive advantage that shopping centers have
over Downtown districts is tight control over environment placed in the hands of a
76
single developer or landlord. By comparison, Downtown areas typically offer more
complex environments with fragmented property ownership often compounded by the
problems of absentee ownership. The key environmental factors include a safe setting
that is clean and well maintained with business spaces that are correctly sized and
configured. Perception of safety is as important as actual statistical safety. Downtown
areas require creative procedures for assuring property maintenance and cleanliness as
opposed to malls and shopping centers where the developer provides centralized
services in these areas. Establishing design criteria and enforcing the rules require
special effort in non-centrally operated settings such as Downtown districts.
Independent, entrepreneurial retailers are the first wave of new Downtown merchants
yet they are an endangered species in American retailing. Mom-and pop retailers suffer
in a world of increasingly large chain merchandisers due to small scale of operations,
personality-dependence, and pricing constraints. Local merchants succeed by
maintaining specialty niches and with admirable persistence. Expanding is often
difficult for entrepreneurial retailers because they are fragile--often under-capitalized
and without extensive management depth. Coaxing successful entrepreneurs into
pioneering locations or expecting them to have capacity to expand to new stores
challenges their capacity to survive. Chain retailers tend to ignore Downtown sites
unless and until local independent merchants prove the viability of retailing by
successfully "establishing a market." Until a viable retail market has been
demonstrated, chain retailers will not show interest even at low rental rates. When
sustainable market support has been demonstrat~d, chain retailers will pay a rental
premium for reduced risk.
Fragile entrepreneurs often lack rudimentary retail skills. Many people have romantic
notions of opening a store or restaurant, yet these business sectors are seldom kind to
inexperienced operators who lack basic retail skills. Unrealistic business plans and a
lack of sales skills result in many business failures. Other entrepreneurs are predestined
for failure when their creative passions are not backed by an in-depth understanding of
the financial aspects of retailing. While some businesses fail due to poor customer
service, many more fail because they are under-capitalized. Many start-up retail
businesses never recover from the burden of excessive expenses incurred prior to
opening day. Other traps include too much inventory or too little inventory. Finally,
reliance upon "sales" to stimulate business hastens the decline of many retailers. A
retailer who operates at "keystone" (100 percent mark-up over cost) gives away virtually
all of his profit when taking a 20 percent price reduction. Novice merchants who reduce
prices at the first sign of trouble are actually hastening their own demise.
Retailers cannot generally survive rent-to-sales ratios in excess of 15 percent.
Retailers operating at "keystone" mark-up (selling cost is twice the cost of goods sold)
cannot generate a profit if rent exceeds 12-15 percent of sales. Despite the importance
of the rent-to-sales ratio, the vast majority of entrepreneurial merchants are unfamiliar
with the concept and unaware of the immutability of the concept. Naive merchants with
overly optimistic projections of sales may agree to unsustainable levels of rent, thereby
77
playing into the hands of unscrupulous landlords who are comfortable churning tenants.
Pragmatic merchants seek rent-to-sales ratios of3 to 7 percent and are often amenable to
paying progressively higher rents as warranted by sales. The single greatest cause of
retail failure is rents (and other expenses) that are not commensurate with sales.
78
RETA~ORmNTEDECONONUCDEVELOPMENTTOOLS
Some of the planning clusters suffer because the City of Delray Beach lacks effective
retail-oriented economic development incentives to use in its Downtown revitalization
effort. While this is not a unique circumstance, communities across the nation have
determined that stimulating retailing within their urban cores has a legitimate place in
their on-going economic development activities.
Reliance upon independent merchants and start-up entrepreneurs demands programs
tailored to businesses needing up-front working capital. Retail revitalization may
proceed without retail development incentives, but at a slower pace than may be
expected in appropriate incentives were applied. In addition, the absence of
rehabilitation of interior spaces, marginal buildings will attract only marginal quality
tenants.
Downtown's promoters must identify whether any existing state and local economic
development tools are applicable to retailers. This report suggests that there are few-if
any-fmancial incentives that apply to retailers or building owners preparing space for
retail use.
In general, Downtown Delray Beach has progressed beyond the need for traditional
retail incentive programs such as façade grants. The City of Delray Beach should
consider creating economic development incentives to apply to specific categories of
retailers within defined geographic boundaries. The creation of an overlay district
identifying a "high priority urban retail zone" would serve as the basis for making
incentives available for building owners leasing space to retailers in targeted
merchandise categories.
There are two distinct issues that any new retail-oriented economic development
incentives must attempt to mitigate:
1. High prevailing rental rates/occupancy costs
2. Unwillingness or inability of property owners to make capital improvements to
accommodate new tenants
Local participants in this analysis cited rents of $20 to $40 per square foot within
Downtown Delray Beach. Rents at this level are a reflection of landlords seeking
reasonable returns on high property values; however, rents at this level place a serious
economic burden on all but the best retailers. To put this level of rent into perspective,
creditworthy retailers can lease space in established shopping centers and regional malls
at approximately this same level of rent and be reasonably certain of immediate and
sustained sales. For many merchants, the rational choice is locating in a shopping center
with a proven retail track record rather than take the risk of opening in a Downtown with
demonstrated strength among restaurants and non-apparel "impulse" merchandise. High
rent limits retailer interest in Downtown Delray Beach and places enormous pressure on
79
retailers to perform or perish. Under-capitalized entrepreneurs will quickly fail under
this pressure even if their concept might be viable over the long term. Providing
working capital is the key to sustaining some retailers during start-up and initial
occupancy.
Experience demonstrates that retailers fail when total occupancy cost exceeds 15 percent
of sales. An independent retailer facing gross rent of $30 to $40 per square foot must
therefore immediately achieve sales productivity of $200 to $267 PSF in order generate
a profit while containing occupancy cost at 15 percent of sales. Optimally, a retailer's
total occupancy cost would be 10 percent or less. This results in the need for sales
productivity to be $400 PSF if gross rent is $40 PSF. Pressure to immediately generate
sales at this level is intense; retailers must be certain of adequate consumer support.
Experienced retailers understand this dynamic all too well; inexperienced retailers
typically have no understanding of this rule of thumb.
Preparing space for a new tenant often requires capital investment which some landlords
are unable or unwilling to make. They often wait for tenants who require fewer capital
improvements or who are willing to fund their own leasehold improvements. Worse yet,
some landlords rent to office tenants rather than retailers because capital improvement
costs are lower and occupancy is less risky. Savvy tenants are (rightfully) unwilling to
make capital investment to improve space as these improvements ultimately benefit the
property owner.
Local economic development organizations may be able to create a revolving loan
package targeting buildings where a capital investment "stand off' is preventing
occupancy. Similarly, the City may target properties where significant reconfigurations
are necessary to create one space from several smaller spaces. The City may also
consider waiving municipal fees such as building permit fees when property owners
renovate or retrofit a building to accommodate a retailer offering targeted merchandise
as identified in this analysis.
The City of Delray Beach must determine whether any retail-oriented economic
development policies will be intended to benefit property owners, tenants, or both.
Some cities are reluctant to provide cash incentives or other benefits directly to retailers
as business failures jeopardize the ability to recoup municipal investments; most cities
take greater comfort in programs that generate incremental real estate taxes by
stimulating new development or by improving existing properties; both of these
approaches result in permanent increases to the real estate tax base that transcend the
performance of individual businesses.
A review of current conditions and opportunities leads to the recommendations that the
CRA and the City of Delray Beach participate in the retail evolution of Downtown
Defray Beach by soliciting developers for the library mixed-use development site and
the West Atlantic redevelopment area. The winning bidders should be selected for their
80
ability to deliver high quality developments with the specific types of retailers that are
targeted for the clusters in which these developments are located.
Some cities have established retail development grant programs and revolving loan
funds to address the economics of Downtown retail development. Some communities
make outright grants to support property renovation; typically these grants are expressed
in terms of subsidy dollars per square foot of renovated space (i.e. $3.00 per foot in the
Kalamazoo, MI Building Revitalization Program). Many revolving loan programs have
shared characteristics worthy of evaluation by the City of Del ray Beach:
./ Defined geographic district for concentrated development activity and strategic
impact
./ Inclusion of buildings over certain age without respect to historic certification
./ Interior leasehold improvements included in addition to façade improvements
./ Applicability to targeted merchandise categories only (following
recommendations from retail market studies)
./ Selectively applied to businesses that can serve as "catalysts" to act as a draw for
Downtown while reaching out to a new customer base
./ Below-market interest rates
./ Loan forgiveness provisions for meeting established criteria related to duration
of tenancy and "catalyst" quality of tenant
The three most widely used forms of financial incentives for retailers are programs that
are not connected to building ownership:
1. Catalyst tenant grants
2. Perfonnance grants (tax increment financing)
3. Revolving loan funds
Catalyst Tenant Grants are cash inducements for specific types of retailers to locate in
defined, high-priority zones. Communities establish stringent criteria defining the
nature of "catalyst tenants" in order to provide incentives only those retailers that will
have unusually profound impact on the direction or pace of retail revitalization.
"Catalyst tenants" are "anchors" without necessarily being large format stores. These
tenants can be expected to generate substantial retailer interest as a result of their
decision to locate in a Downtown area. Communities that employ this process are
careful to provide narrow defmitions of "catalysts" and to include specific geographic
references to applicable site locations. An effective program could require funding of
$500,000 to $2 million.
Performance Grants utilize tax increment financing to return incremental revenues to
the retailer as long as performance benchmarks are reached. These grants are less
attractive to retailers because they are paid in arrears and are not guaranteed. Bankers
do not view these grants as collateral for borrowing, and they do not address the problem
81
of up-front capital shortfalls. Municipalities use these grants when it is not feasible to
fund other programs or when they wish to share the risk with pioneering merchants.
Revolving Loan Funds are low interest lending programs that provide small business
loans to people who have no credit history or access to commercial bank loans.
Revolving Loan Funds provide the initial loans for business start-up and expansion. The
ultimate goal is for these entrepreneurs to become financially independent and eligible
for loans from commercial banks. Payments are generally returned directly to the fund
and used to make new loans - hence, the term revolving loan fund.
"Best cases" include San Jose, CA, Memphis, TN, Kalamazoo, MI, Lansing, MI,
Long Beach, CA, Oakland, CA, Eau Claire, WI, Monroe, MI, Dallas, T.X, Hampton,
V A, Norfolk, V A, and Orlando, FL.
82
APPENDIX
83
RESPONSES TO PERCEPTUAL QUESTIONS
RANKED 1 TO 5
(LOW = 1 = DOES NOT FIT PERCEPTION OF DOWNTOWN DELRAY BEACH;
ffiGH = 5= FITS PERCEPTION OF DOWNTOWN DELRAY BEACH)
1 2 3 4 5 MEAN
Feeline: safe durine: the day 1% - 4% 16% 78% 4.7
Feelin!! safe at ni!!ht 4% 5% 22% 27% 41% 4.0
Clean Public Areas 1% 1% 8% 30% 59% 4.4
More shops/restaurants now than 2-3 years ae:o 2% 4% 12% 20% 63% 4.4
Directional si!!ns aooroachin!! Downtown 3% 5% 17% 24% 51% 4.2
Parkin!! near places I want to !!o 17% 27% 24% 15% 17% 2.9
Reasonably priced parkine: 8% 10% 36% 25% 20% 3.4
Directional sims to oarkin!! 6% 17% 27% 18% 32% 3.5
Directional si2DS while drivine: within Downtown 3°/. 8% 23% 22% 44% 4.0
Downtown is an important part of the community 3% 4% 11% 27% 56% 4.3
NOTE: High scores are prererable.
84
PERCEPTUAL RATING CHARTS
SAFE: DAYTIME
100%
80% .5
60% 04
03
40% .2
20% I .1
0% I
2004
SAFE: WEEKEND DAYS
100%
80% .5
04
60% I 03
40% I .2
.1
20%
0% I
2004
SAFE: NIGHTS
100%
80% .5
60% 04
03
40% .2
20% .1
0%
2004
85
PERCEPTUAL RATING CHARTS (Continued)
CLEAN PUBLIC AREAS .
100%
80% .5
60% 04
03
40% .2
20% .1
0%
2004
MORE SHOPS/RESTAURANTS NOW
THAN 2-3 YEARS AGO
100%
80% .5
60% 04
40% 03
.2
20% .1
0%
2004
SIGNS APPROACHING DOWNTOWN
100%
80% .5
60% 04
03
40% .2
20% .1
0%
2004
86
PERCEPTUAL RATING CHARTS (Continued)
ADEQUATE DIRECTIONAL SIGNS
WHEN APPROACHING BY CAR
100%
80% .5
60% 04
40% 03
I .2
20%
.1
0%
2004
87
REASONABLY PRICED PARKING
100%
80% .5
60% 04
03
40% .2
20% .1
0%
2004
ENOUGH DIRECTIONAL SIGNS TO
PARKING
100%
80% .5
60% 04
03
40% .2
20% 111
0%
2004
ENOUGH PARKING NEAR PLACES
YOU WANT TO GO
100%
80% .5
60% 04
03
40% .2
20% 1111
0%
2004
88
ENOUGH DIRECTIONAL SIGNAGE
WITHIN DOWNTOWN
100%
80% I .5
60% 04
03
40% .2
20% .1
0%
2004
DOWNTOWN IS AN IMPORT ANT PART
OF THE COMMUNITY
100%
80% .5
60% 04
03
40% .2
20% I .1
0%
2004
89
SUPERMARKET OPERATORS' PERSPECTIVE
OF DOWNTOWN DELRAY BEACH
\
'--
1 Legend
, _L .-
\ ---- - ~~ DL_S
! .---
0-.-
.-" .-
~,
·V.._-- .--
-¡-. ......-
¡-1 , ,
~.'
J:~ -- ..-------.....--
1 i
, ¡
i J
1 r- ---}-- t
L..r ¡
~L\lr-:' i'
~ +-\ r11:L
r=-:..... - ',"'--'i
I i L I~
_____-.1 ;\: -?~-~ -'
J-:i:0 i -{"P,
----¡~ '-----.::}
r - -'
--'
T~
-
This map of major supermarkets illustrates the operators' perspective of market
coverage of Downtown Delray Beach. A community-sized grocery store may be
appropriate for the West Atlantic area; however, finding an operator may be difficult as
the grocery industry has tended toward larger stores in recent years.
90
DOWNTOWN DELRAY BEACH USAGE AND
PERCEPTION STUDY, SEPTEMBER 2004
CCpyIIght 2004. It. BIIUIt HunII!r REtaI & RIiaI E&taIe Re&ælth CD_
HELLO, my name is _ with Phone Base Resean:b, and we're doing a brief survey today related to
visits you may have made to Downtown Delray Beach. Are you age 18 or older? [IF "YES" CONTINUE.
IF -NO" ASK TO SPEAK TO PERSON IN HOUSEHOLD WHO IS AGE 18 OR OLDER.)
Q1 What is your home Zip code?
33064_____._____.___________.________.__ - --------- -_________·___________r______·_____ []o1
334a5____._._._.___._.______________._.______.____·_·____----.--.------ -..-------------- 002
334ttG.______._.____._ - ---------.-.---------....---------------------...---.----- []o3
33415_.___________ -.-.-------.--.------..-.-.--.-----.--.-------.--------.---- [Jo4
33426___..__________.__________________.._.__._.______. -.-.-.--..-------.-.----.-.---- 005
33428_.__.___________._.__ -----...-----------.--.---.--.- --..-.-----..-.-.-.---.-.--..- 006
33431___._______________. --------.-.------..-------.--.- -...----..-.-.--.----.--- []o7
33432 ----.-------...---..-.-----.---.-.----------.----.--.--....-.--.--.--...--..--- 008
33433 .--.---.-.---.----------.-.--.-.---------.-.----..--------..-----.-- -----.-- [Jo9
33434 ---.-- -----.-----.------.--.----------------------.-..------..-----.-- 0'0
33435 ___._._____.________._______.______.________________..----...--.-.--.-.-.--- 0'1
33436 _.__________.__._..__________.____________..___________--.--.- ----.----.-.-- 0'2
33437 .___.______________________.____ .-.--.--------.----..----.-----.----- 013
33441__._._______._______.._______________._._____. --.-------.--.-..-.-.-.--.--- 0'4
33442 -- -.-----------.----------------------.-----.-.--.--.-----.-----.--.--.- --- 0'5
33444._..__..______ --.--______._.__.__._____._._ -.--------------.-- ---.--.------ 016
33445 ___________._____.______ -.--...---..-.-.-------.--.---.----.---..-----.--- 0'7
33446 -.--.------------- --------.-- ...-.---.---.-.--.------.---.- ...------.-----.------- 018
3346tJ -.---.------.---..------.-- -.-....----------------.--.------..------------- 0'9
33461_______________.._____._____ -.----..------.----------------- ----.--..--- 02D
33462._________________.____._______..___._.______·_____··----------.--.--.---- 021
33463 .-----------.-.-.-.---.------.-------.--.--.------.-- --.-----.- -.----.-.--- 022
33483__.___._____.___________________..____.___..______._-..--..-.---..-- [J23
33484.____________________.__.______._._ - -----..-.-.--.-..--.---..-------- [J24
33486_._________.__._____________.______._·._ -------.----.-.-----..----.---.----- [J25
334I1l_________.___________.__.____..__._._____________._ .--.-.--------.--.-- [J26
33496______________________.__..___ -------.--..----.--.-.- .--...-.-..--.---- [J27
33498 ._.__.______.______________._._ -_________.____.____._._.._____.__._._______ 028
Other [1ERNINA7E.J-------.-----.-.- ---.---.---.--.----.-----.----.-.--.-------- 029
91
Downtown Delray Beach is defined as Ute portion of Delray Beach located West of Interstate
95 to the Atlantic Ocean along the Atlantic Avenue comdor. For the purposes of this survey,
Downtown's boundaries extend 4 to 5 blocks to the north and south of Atlantic Avenue.
Q2 In tbe past 12 months, ha-ve you personally visited Downtown Deå"ay Beach for any reason other than
your work?
ye:s_________.__________.____.____._.____._._.___.______..---..--.------.-- 01
No__________________._____________.________·____ ------------.-- 02
Q3 About how long ago was your last NON-WORK visit to Downtown Delray Beach?
Mote thãn 1 )'I'M ago but Ju ; than 2 yeat3 ago -.-----.-----....--.------..----.--.-.---.------ 01
2 o 4 yeat:5 ago.._.__.__n_._._______._._._.____________.__ ------.-.----..--.--...---.- 02
4 o 10 year.¡ ago---.-...- -.-----------.--------.---------.--..---------.------ 03
Maæ thãn 10 year.s ago ------------.-.-.- - -------.-..--------..- - ...-.-------.---.-.---..--00 0
Have IIE¥eT bEEn__________ ----.- --...-..------.-.-.--.----.-.--.--.---.-.-.---.-..-.---- 05
Q4 Can you teU me why you have not ¥isited Downtown Delray 8each-RESPONSE 11 [DO NOT READ
UST_ ACCEPT UP TO THREE RESPONSE.. SKIP TO Q_ 24.]
No infleÆst in DoMIIDMI DebyBeacfJ______________ - ---- _.____n__ - -.-.----..---.---------- []o1
~11oÐDwwhat's IheÆ ------ -..----------.-.-.......--......---.-.--.-..--.--.---.----.. 002
No reason ID go 1heÆ_____________._._____._._____._____._____.._____._ -.-...---. 003
Not entJIJ!1IlD do in Do¥mIIO'II/.Q --.-----------.-----.--- ---------- -..----..--.--.-- 004
Health Iimita!ions Idan'tdlM!____._____._.__._._________.__ -----.---.----------..----- 005
Pñœs!Do expf!MWe --------------..------------------ -.-.---.----..-.----.---..-.006
Too ~tEd 1/fJo mucfJ!raIfic ------...-- ----..-------------.-------- -...----..- --- 007
Hot enough parfang/~ Iøcalad parlång __._.____.__._.__oo_._.___n__________.______ [Jo8
Not enough ~ .__________ ______..___.________._.__.___._ _n._____._._________ []oil
SfrJÆ merchandi:se is not for me______ __._____._____________.__..____ __._ ___________.__._n__ - 01D
Not enough ~ur.mt.:s____.___.___..__.___._._____.___.________.__._._.___-.-- --.------..011
TOQ fat" I inoorwenient Ioca!ion__ --------.-------.-.---..------..-.----.--.------... 0 12
Not .safe_..____.______.__________.________._.__._._.__.._..____------------.----.---- 013
Too manytouñ:sl:l/loo r:nJIIMded _.____.._____.______.__.__._..____.__..._._________._.--.-.- 014
Use ~ I m:Raur.mts cIo6er lID home._..____._.______._._.__._.____ .....----..-..----.-...-.-.-..-...--- 015
~ aÆa_.________.___.__________...______.___._____..______·____·--.-.---.-. --..--- 016
Other (SPECIFY IN Q. S) .._________.______. ----------.-..---- -------.----.-------- 017
ConUmalll'fReMed __._..._________ - ___._."..____ -.-.-.----------.--------00-----.---.-. 018
92
Q5 Can you tell me why you have not visiti!d Downtown Delr..y Beach-RESPONSE 2? {DO NOT READ
UST. ACCEPT UP TO THREE RESPONSE SKIP TO Q_ 24 )
No ÏI1Iete.st in DowniDMr DeItay 8each__._.__________.____ -------. --- .-------..--.-------- D0 t
D!Jnt tnow BfJ¡ f.s IheÆ ------....--------.----------.-.--- .----...--.--.-----.--- -.-------.- 002
No R!ason to go 1fIeÆ__.._________.__.._____...________·_._·__ -..--.-----..---.. 003
Not enough to do in fJ'owmflDwn --.------.---.-..---.-.-----..--------.-..------- .-.----- [J04
HeaIIh Ainita!ian:s I 401ff dñw___._______________.._____.._..._._________________ 005
Priœ.s!Do expenswe .-.------------.---------.-------.-.--------.. .---.006
Too oonge.sIed I /I¡o ß1II'Ch !r.II1ic ._.___n_._ -.-.-.-----.-.----.---.----..------- - ----..----- 007
Not enough parldng I ~ Ioca!ed padcing ____..__._._.. --------.-.-------. -. --.------- 008
Notenough~-----.-- __._ ______..__._ ------.-- -.- -.-----.-..--.------.-.- ----.-----.. 009
SIIcÆ ~ is not for RlIL______._.._.._ ._____.__._ .---------.-------.- - ---- ---- 01D
Not enough R!ètRnts.___._____________ -.-.----.-.---- ------ ..-- --.---.-.-.--.--------.011
Too far I in-ment 1øc:atIon.___.______.______._.________.____._.__......___.__ - -..----- 012
Not .safe_.._____________.______._._...______.n_._________ -.-- ....- -. --.-.-----...-...-.--- 013
Too many touJis s I foe ctDIA1ded -.---- -----..--------.-...---..-----.--- --..-------.-.-- --.- 0 14
U.se shops lte&¡¡uranf.s crosertobome._...._ -.-.-------.---------.----------.-.- --.----- 015
IJnattr.IctNe ----------..-.----- . --..---.--.---.------..-.---------.---....--- 016
other (SPECIFY IN Q. 5) u_.___.___________.·______._.___·__·_____________n_.__-.------ 0 17
Dont IrnowIRi!Med ---.----- ---.-----.----.--.--.----.-----..---.-.- ---.------ 018
Q6 Can you tea me why you have not visited Downtown Delr..y Beach~ESPONSE 3? [DO NOT READ
UST_ ACCEPT UP TO THREE RESPONSE. SKIP TO Q_ 24.)
No int&Æ.st in DoMlllDwn DEfily Beach _____.______......___.______n_.. - --.-----.-.- -.------- []o1
DonI /InowwfJaf.s Iheæ ---------.-..--.-----.----------.-.-.-- -----.----.-.------.. [Jo2
No JeasorJ to go DIen!_______.___ .-.-------..--.--------....--.-.-..----.----.-..---.. [J03
Not enough b do .n DawnIIDwn --.---.-----..-------.-------..-.---...-------.----- ----- 004
HeaIIh Iimita6on:J I don'fdñw____.______._.__._______.__._______._.._._._________--------- 005
Pñœ.s mo e.rpensNe .____ ________..._._ -__._____. -.---.----.---.------.-.----.-----..0°6
Too conge.slEd lIDo ß1II'Ch hnic _._u______ . -.--------.--.-..------.-.-.--.-------.-----.----- []o7
Not enough parldng I inCOfM!lJÎeR!fy Ioca!ed parmg -------- .--..--.- -----.----..--.--.-..--- 008
Notenoogh~--_-.--.---.-----.---.-..------.-...--..-----. -.-...-.-------.-.---..---- 009
SIIcÆ metehandí:se is not for 1ße._____._.. ---.-------....-.-..------.---.-.------.----.----- 01 D
Not enofJ!iJ reRãruranl:i___________._____..____._._.________.________._____-..---..01 t
Too far linI:onvenieJJt JocatiorL.._.____.__..____..________._____._._.._______....__.__ 012
Not &IIë_._________._._._.______.__.________.._______________.-----.--.-----.------ 013
Too ØIiir!Y b.øist:s lIDo r:mwded ----------.----------..------- -.---.-----.---- 0 14
U.se.shDps I~ dœErbbome___._______._._.________.._____.________ --.. - ------ 015
~ àÆà_____.__._..___.___.____.__.__.___._____.________..·.---...-.------- 016
0Ihet- (SPECIFY IN Q. 5) u___________ -- --------.- -------.------ ---.--..-----.017
D!Jnt lrnowIReAøed .----------------.---.--.---.------.--..-----... --.-.------.018
93
Q7 SPECIFY -other" VERBAl1M: {SKIP TO Q. 24.]
I . 11
Q8 Have V'OU per.¡onally visited Downtown Deny Beach during the past 6 mon4hs for any f1!.ason other
than your work?
yes._____._._______ -----------....----.-.---.--------.-..- -----.----.----.-.--- 01
No____________.___.._.___·________·____ -----------.-.---------.--- .-.--- a
The next questions are about non-work visits you have made to Downtown DeIray Beach in the past 12
months. In the past 12 months, how many times have you personally visited Downtown Delray Beach
with any of the following non-work activities as the primary tñp motivator......
Q9 To shop or browse at any retail shop
I t
Q10 To visit any restaurant, bar, or club
I P
Q11 To visit any art gallefY or studio
I It
Q13 To go to the public swimming beach at Delray Beach
I P
QU To visit the public libr.uy
I P
Q12 For any p4trfonnance or event at Otd School Square or to visit the museum .__
I It
Q15 For any community entertainment or outdoor events such as Jazz on 1he Awnue, Photo FusIon,
Holiday and concerts, festivals, parades, art shows, or other celelN'ations
I p
Q16 For any ml!dical or professional appointments wiih lawyers, stockbrokers, realtors, or bankers
I It
Q11 For any religious serYÍCe at a Downtown church
I I'
94
Q18 For transacting an)' business at City Hall or an)' other government offices
I It
Q19 To visit anyfñends or relatives who live in Downtown
I P
Q2D For all)' otber reasons not mentioned
I 1
Q21 Thinking of ;aß Ole kinds of NON-WORK visits you've made to Downtown Delray Beach in ~ p3St 6
months, when did most of these visits occur.._.? [READ UST I TO 5.. SELECT ONE RESPONSE.]
Monday It.ougb Ftiday BEFORE 5.00 Jffl..-...-..------..-.---..------..--....------. ...------- 01
Mondaytbrough Ftiday AFTER 5:00pm__ -------------.--.--- '---'--'--'- ...----..--.....--.---- 02
SaløåayOf" Sunday BEFORE 5:00 Jffl_....__.______.__..___..___n..___ ...--....----.. --...-.--- 03
Saturæy Of" Sunday AFTER 5:00 pm.--- -----------------------.---- ------.---- -.-- --------- [)4
Varies____ ___ .._______m____..________._____.____..__.· .___________..____n·__.__n__ - - ---- 05
DonI 1mDw...___.______._..__________u . .----...-.-------....---..-.--.--...--.- ...-..- 06
Q22 On a I to 5 scale, how do you rate Downtown Delray Beach for.._..
1 2 ;J l S OK
Feeing safe duriog !he daytime 0 0 0 0 D D
1 2 3 l S OK
feeling safe ill: night 0 0 0 0 D D
1 2 3 l S DK
HiMng clean sic!ew3Iks, stÆeIS. pJIác 0 0 0 0 0 0
-
1 2 3 l S OK
HõM1g mere shops and ~ new 0 0 0 0 0 0
than sewraI}'!i!IS age
1 2 3 l S DK
H;Mog enough 4redlonal signs ID help D D 0 0 D D
you find )'DOl" way w!æI ilpproaching by
car
1 2 ;J l S OK
HiMIQ enDUQb parking Iccirted _Ihe 0 0 0 0 D 0
piaces )00 want III go
1 2 ;J l S DK
HMI ¡ I1!aSonably priced ParÜIg 0 0 0 0 0 D
1 2 3 t S OK
HiMng enough signs iID direct )'DIU ID D D 0 0 0 D
pañing lots
1 2 3 t S OK
Ham¡g enough ciredimaI signs ID help 0 0 0 0 0 0
you IiDd )'DOl" way when driWIg wiihin
Dow1IÞwn
1 2 3 l S OK
SEnring as an ~ part Dfihe 0 0 0 0 0 0
CDIm1III1Ît)'
95
Q23 What is the ONE MOST IMPORTANT imprvvement or addition that should be made to Downtown
DelrõIy Beach to make you want to visit Downtown more often for shopping, dining, and
entertainment? [DO NOT READ LIST_ PROBE AND FIT ANSWER TO PRE-CODES WHEN POSSIBLE.]
Reduce!rallic conge.stion/~____._. --....--- ---.----..---. -.-.-.-.-._-----.-.- -.-- ...--- 001
Increaæ safetyl œduce crime ----.------ --.-.-------.--.- - -------.-.- -.--.-----.-.--.----- 002
Add IIIOÆ parlòngl maIœ padång mllÆ corwenient ---.-.----,---.-.----.----. ..----...----- 003
Add Úl!e parlòng I Don't want to pay for parIdng I p;uI<ing ~ too expemiw! ---.--------------.- ---.- [Jo4
Add ßIOR! .sign;f 10 I.JeIp tind Wily õIIUWJIi____ -.-.------.-.-.---.-------.-.----------.-.-- ------ 005
Clean it III!IJIWafe the vacarrtGf" 11BHfown ~.---.--- -...-----.-----.-----...-.--.-.---- 006
Change the kind of people who hangout ltJeÆ / get lid of1øiÆringpeapte____..______..__ -.-.--- 007
Change one _y:ilÆet:s Ie Iwo way.meet:! ------------.---.------.-- ------------.- ----- OOs
HaW! Ie.s:s 2ict patting enIbR:ement -----.-.---------.-----.-----.-.-.-.-------.--.- -- .----- 009
Add IIIOÆ or betleT sfIcÆ.s___.___.________._ --.---------.------- -.- -.--------.--- -.-- -------- 0 10
Add ßIOR! or betær~_____________.___________.___ -------.- -.---.--- ------ -- .-----.- 011
Add IIIOÆ or betæren!ertaMment 1IEfIIII!.5, dubs, bani ----.---.- -..----..-----------....-.-...-.---- 0 12
Arid more !o do at night Dr en weelœnds I add more e¥!!flt.s, pa¡ades, feWvafos. family a.,~__.___ 0 13
~W! the access 6mn /mer.I;!¡;¡fe or major lOad:¡ ----------.-.------ --.---. ----.-.-.-- -..-..- 014
Don? Know -- ----------.---------..---.- ---------..----------.-------------..-.---.-.--. D 15
Other (SPECIFY IN Q- 21) -----------------.-----.--- ------ --.-.------.-----.-.------ 016
QU SPECIFY ·01l1er" VERBA 11M:
I r
Q25 When making your decision to go to Downtown DeIr.Jy Beach for purposes such as dining,
entertainment, and festivals, how much does the issue of finding a convenient place to park impact
your decision to go? [READ LIST WITH EMPHASIS AS SHOWN. SELECT ONE.)
AliaiIabiilyd padIing is an IMPORTANT FACTOR in the deasion 10 go.-.-----------..-----.----- 01
AwIiIabifilyofpasting is iI UfNOR FACTOR in the decidåJgfD ~----.-----.---------.----.--- 02
AwIiIabifily d pasting is NOT REAU. Y A FACTOR in tile deœioo 10 go.-.---------.---- ---- 03
fm going to r-ead a series of desaiptions. Please use a scale of 1 to 5 where 1 means that the
description does NOT AT ALL desaibe Downtown DeIr"ay Beach and 5 means the description
describes Downtown Dell"ay Beach VERY WELL You can use any number in between 1 and 5.
Q26 Assume that a friend Of" relative told you that a delicious new restaurant has opened in Downtown
DeIr.Iy Beach. Assume the restaurant has menu prices of $15-$25 per person. How willing would you
be to try this new ÆStiIurant? {READ LIST. DO NOT VOLUNTEER "'DON'T KNOW_ ")
Very IIM1'rng ----------------.------------------.------------.-.-._- 01
SoInewfJaf MIIing.-------------------.----------.---------.------------ [J2
Somew.rIat UfM'IiI'ng--------------.--------.-----..-.-------.-..--.. 03
Very UIJIMÏIÎ'Ig ----------------.---------------------.-.------ 04
DanII1now__________________________________.______________._------ 05
96
Q2l Arê you a year round resident of South ROOda?
yes______.______._______.__._______..___________._ -.---.----..----.--.- -.--- 01
No____.____ --.----- -------------.-.-------.------.----------.- _.__n______________.__._.___ 02
Q2B Please stop IlK! when I say your age group_ (READ UST SLOWL Y_ DO NOT VOLUNTEER
"REFUSED_ '".I
18 to 24 ------------.-----------.-.----------..----.------- -.-.-.---------.-------- -.----- 01
25 to 34 --------------..-----------.-.------ ----.------------.-.-----------.--.-.---.-.---- 02
3S to 44 --------_..-------------------.--------------.---.----------------------- -.---.---- - ----- 03
45 to Sf _.._..________....._..______.______________._______.__._._._..______._ -_..___ _._._.___ Q4
5S 10 64 ------------.- -.-..---------.-.---.------.-.------------.--....-------.-.--------..--- [J5
65+ ----------.-------- ----.---.----.--.-----------.----.------- -- ---- --.-- ---------- -..-- 06
ReIu2d_____________.___...____________.....________._ -.-.---------.-.--..--..-..--.-.-.. -.------ ----- 07
Q29 What is your ethnic background_..MI! YOU_no? [READ CHOICES DO NOT VOLUNTEER -REFUSED_"]
~ -.-.....-------------.--- ----.-.-----------.- - -------.-..------- -----.---------.-- 01
Amcan American_._________._.__ -------------.---..-------.-.- --------.-.-.--------.--.- .---- 02
fNspanir; orLatino___________..________________.__.__._____.____._.___----.-.--... ----- 03
Asian arPacific Miiander -----.-----.--.---- ----.- - -.----------.--...- --------- - -------- G
Anolhet" ethnic or racial group not medioned -------------.-.--------.-.-.-.------------.---.----- 05
Refused______ .----.-----..---------- ----...---.---------.---------.---.- ------.--- 06
Q30 Lastly, pleasE stop me when I read the group that includes your household's TOTAL income per year
BEFORE TAXES. [READ CHOICES_ DO NOT VOLUNTEER "'REFUSED_]
t+l1D $20,000-.-.-.-------- ----------.-- - --.-..------.----------.-.-- -.--------.- - - -.--.- .-.01
UotI! than $2'0,000 1.\D 10 J4Q,000 .--------.-.---- -------- --------- --.-_.--.----.- --.------- 02
More!han $40,000 up to f60,ooo ------.- -..-----.---...--.-------.-- --.----- - -.--.-.------ 03
More than $60,000 LP to $9O,tJI'JO u__________._____._._.__________._._.__._.___._ - ---...-----.- 04
UotI!!han $80,000 LP to ,1100,000 ----.- _._._._______.___.__h______ ---..-----.-.------- 05
More than $1ao..OOO« mDR! ------------.-.--------- -------...-.-..- --.. -----------.--------- 06
Refused_____.___________.._____.__ --------.-.-.--.---.---.-- ---.- --._--.-.-- - --.-- --- 07
Q31 RECORD gender of respondent:
Male -----.--.------------------.---.------.---------.--.------..---------------.--- 0 1
FEmale ------------.--.------------.-.--------.---.-----.---____n - -----.- --- ---.--.--- 02
THANK YOU FOR YOUR TIME!
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City of Delray Beach
Administrative Services Memorandum
TO: David T. Harden, City Manager
FROM: ~obert A. Barcinski, Assistant City Manager
SUBJECT: Recommendations for Funding Special Events and Miscellaneous
Grants FY 06 Budget
DATE: August 16,2005
A committee composed of Rex Taylor, Lula Butler, Joe Safford, Doug Randolph and myself
reviewed funding requests in the FY 06 budget from the City Commission Special Event
account and the Miscellaneous Grant Division.
A total of $58,700 in requests were received for funding from the Special Event account with
a budget of $39,000. A total of $711,030 in requests were received for funding from the
Miscellaneous Grant Division with a budget of $387,000.
Past policy has been to limit the funding from the Special Event account to no more than
$50,000 and the Miscellaneous Grant Division to no more than I % of operating millage
($451,030). The budgeted amount is $387,000 after deducting the amount requested from
the Drug Abuse Foundation. Although we have not adopted a specific policy or criteria for
funding these requests, the committee used the attached set of non-binding criteria as a guide
as well as back up received in reviewing the requests this year.
Staff recommendations for funding are attached as Exhibit "A" and "B". Also attached is
Exhibit "C" which provides additional information for requests in the Miscellaneous Grant
Division.
A summary of staff review comments is as follows:
A) Special Events
1. Holiday Parade: This event is co-sponsored by our Parks and Recreation
Department with the Chamber of Commerce. The funding is used to pay bands, for
mailings and applications and prizes. This event does have a positive economic
impact on the City. The Committee recommends $1,500 funding as requested.
2. Fotofusion: Funding is requested by Palm Beach Photographic to offset costs for
rental fees and free exhibit costs for the tech center. Palm Beach Photographic has
1
\r\j S43
·
been approved for funding by the TDC in the amount of $165,065. The Committee
does feel that this event has a positive marketing impact and economic impact on the
City. The Committee recommends $2,200 funding to cover budgeted rental costs for
the Colony Hotel.
3. Martin Luther King Celebration: Funding requested is used to purchase trophies,
certificates and other items needed for youth participants in this birthday celebration.
The event meets the goal of "Community Unity". The Committee recommends $500
funding.
4. Sister Cities Committee: Funding requested will be used to offset costs for gifts
for visitors, the Art Contest and administrative costs. The total budget for Sister
Cities for FY 05-06 is $29,000. This is a City supported committee. The Committee
recommends $2,500 funding as requested.
5. First Night: This is a City sponsored event. The Joint Venture provides assistance
in planning, fund-raising, marketing, program planning and volunteers. This event
does have marketing and economic value to the City. These funds would be
transferred to the Cities First Night account. The Committee recommends $5,000
funding as requested.
6. Contingency: Based on the above recommendation a balance of $2,300 is available
for unexpected requests during the year.
B) Miscellaneous Grants
1. Economic Development Director: This is the City's share for the Economic
Development Director position as per our new agreement approved in August. This
item does meet the goal of Expanded/Diversified Downtown and was funded last year
as part of our agreement with the Chamber of Commerce. The Committee
recommends $65,000 for funding.
2. Economic Development (Chamber of Commerce): Funds are used for
economic development purposes and marketing of the City. This is part of our
commitment to utilize occupational license revenue for this purpose, This request
also supports Goal 3 "Expanded Diversified Local Economy". This expense is based
on reimbursement requests from the Chamber of Commerce which has averaged
under $15,000 the last two years. The Committee is recommending $15,000 funding.
3. Economic Incentive ABC Carpet: The City, by agreement, has a commitment to
fund this item. This is the last payment. The Committee recommends $35,700
funding.
4. Aid to Victims of Domestic Assault (A VDA): This agency is a United Way
funded agency that provides services which are not duplicated by another agency.
They are a 501c(3) organization that provides services utilized by our Police
Department. Funding will assist in costs associated with the emergency shelter
located in Delray Beach, 24 hour crisis line and counseling services. The Committee
recommends $25,000 funding.
5. The Association of Retarded Citizens (ARC): This is a United Way funded
organization whose services are not provided by another organization. Funding is
requested to provide in-home respite services for Delray Beach children with
profound disabilities. The Committee recommends $3,000 funding.
6. Boys and Girls Club of Palm Beach County: This is a United Way funded
organization. Additional funding is requested to provide for operating costs
associated with the new 21,000 square foot building. Approximately 80% of their
2
clients are Delray Beach residents. Programs being provided include homework
assistance, computer education, sports and fitness, arts and crafts, leadership
programs and drug and alcohol prevention programs. Services are provided to youth
6-18 years of age from 2:00 p.m. until 8:00 p.m. CDBG funding in the amount of
approximately $75,000 will be provided from existing fund balance to offset
equipment costs. Service levels remain fairly constant from the previous fiscal year.
The Committee recommends $35,000 funding.
7. Carver Estates Youth Program: This is a first time request and funding is being
requested to fund the instructor and materials for the photo club. The Committee felt
that this was not a top priority in view of other needs and felt that the Housing
Authority should fund this program. The Committee did not recommend funding.
8. Community Child Care Center of Delray Beach: This is a United Way funded
agency. Approximately $75,000 will be provided from the CDBG Program for the
Beacon Program. Funding is requested for operating costs for preschool and after-
school care, extended daycare at the Community Child Care Center. Almost all of
their clients are Delray Beach residents. The Committee recommends $25,000
funding.
9. Deaf Service Center: This is a United Way funded agency whose services are not
duplicated by another agency. Funding is requested for telephone equipment
distribution, client assistance, client education, and resource connection infonnation.
The Committee recommends $2,000 funding.
10. Delray Beach Historical Society: Funds are being requested to cover the costs of
an outdoor message and infonnation sign. The Committee felt this was a low priority
request and recommends no funding.
I L Drug Abuse Foundation of Palm Beach County: This is a United Way funded
organization. Funding is requested to supplement funding for the Adult and
Adolescent Outpatient Program as well as Residential Treatment Programs.
Approximately 18% of their beneficiaries are Delray Beach residents. Funding in the
amount of $40,000 would be distributed via the Chris Evert Charities which is funded
in the stadium budget. The Committee felt this organization provides a valuable
service to the City. The Committee recommends $40,000 funding from the Tennis
Stadium budget.
12. Early Learning Coalition of Palm Beach County: This organization took
over the programs and responsibilities previously administered by the Palm Beach
County School District. Funding is requested to subsidize care for children of the
working poor. Most of their funding comes from Federal Funds, but requires a 6%
local match. They also however receive funding from Palm Beach County and
Children's Services Council which accounts for approximately two thirds of the local
match requirement. They propose to assist 201 Delray Beach children and based on
the match have requested $46,480. However because other County organizations
account for two thirds of the local match the Committee is only recommending
funding to offset the other third of the match. The Committee recommends $16,000
funding.
13. Elizabeth K. Faulk Foundation: This is a new request and funding is requested
for salaries for the in-school preventive counseling program. After careful review by
the Committee it was detennined that we are actually funding a portion of this
program through the Community Child Care Center with the Beacon programs and
3
other assistance. This group also receives funding ITom CSC. The Committee did
not recommend funding for this program.
14. Epoch: Funding is being requested to support operations of the museum to
include exhibit production, museum redesign, costs of rotating exhibits, overhead,
and a portion of the Executive Directors salary. The proposed budget for FY 05-06 is
approximately $90,000 higher than the previous year's budget. The increase in
budget reflects recommendations contained in the Strategic Plan prepared for the
organization this year by ASK Associates. A focal point of this study is to increase
capacity to meet their mission by hiring consultants and increased funding for
exhibits. Funding has also been requested ITom the CRA and it is anticipated that
their contribution will be around $150,000. Based on the fact that the organization
has been working with a consultant and has developed a strategic plan the committee
felt a slight increase is warranted. However based on the proposed CRA contribution
the Committee is recommending $35,000 funding.
15. Friends of Sandoway House: This organization operates their programs on
property the City leases from the County and provides unique programming geared to
youth. They reported approximately 10,000 visitors to the site in the last year. Of
this total approximately 75% are Delray Beach residents. The operating budget is
$123,255 and they will be loosing funding from private foundations this year. Staff
recommendation exceeds the 15% guideline but we felt due to their small budget and
funding sources that our contribution should exceed this limit. The Committee
recommends $25,000 funding.
16. Joint Venture (Fireworks): Funding is requested to offset the costs ofthe fireworks
display on the 4th of July. By agreement with the Joint Venture the City is committed
to this level of funding through 2008. The Joint Venture is responsible for
contracting with the fireworks company, fund-raising and promoting the event.
Actual costs for the show, barrage and docking fees are about $70,000. The
Committee recommends $40,000 funding as requested.
17. Mae Volen Senior Center: This organization is funded by United Way as well as
Boca Raton and other governmental agencies. They service approximately 2,300
Delray Beach residents out of a total of 18,400 beneficiaries. Funding is requested to
offset costs for the transportation program. They do not have a specific stipend for
Delray Beach. Approximately 35% of their budget is spent in Delray Beach. The
City of Boca Raton also contributes approximately $30,000 per year to this group.
The Committee recommends $6,000 funding.
18. Museum of Lifestyle and Fashion History: Funding is being requested to
pay for an air conditioned handicap accessible trolley. The Committee did not feel
this was a high priority item in view of other requests. We also felt that for this
amount of funding a trolley at once per month rental could be leased for many years.
The Committee recommends $-0- funding.
19. Non-Profit Academy: Funding has been requested to cover the cost of the
basic program and funding for one (1) organization for the advanced program versus
three (3). The Committee recommends $30,000 funding.
20. The Omega Joshua Generation Counseling Services, Inc.: The request was
to fund the purchase of seven (7) tower computer stations and two (2) laptops for
administrative use. The computers are proposed to be used for educational support
for youth. In reviewing this request the Committee felt services provided were
duplicative since these type services are also offered at Pompey Park and the Beacon
4
'. .
Center at the Village Academy. This request was also reviewed through the CDBG
program and was denied. The Committee therefore recommends $-0- funding.
21. Urban League: This organization is funded by United Way and will receive
$15,000 from the City's CDBG Program which was increased in 2004. This is
considered sufficient based on the number of persons being served. Funding is
requested to augment the costs of a Housing Counselor. They provide assistance to
approximately 47 Delray Beach residents. Since CDBG funding has been increased
and service levels have not increased, the Committee felt that grant funding from this
source could remain the same. The Committee is recommending $3,000- funding.
22. Wayside House: This is a United Way funded organization. Funds are
requested to offset costs for long tenn substance abuse for indigent females primarily
for medical and psychiatrist services. Approximately 85% of their clients are Delray
Beach residents. The Committee recommends $5,000 funding.
23. Contingency: The proposed contingency is $20,300 which could be used for
other unexpected requests throughout the year.
File.u:sweeney/asmemos
Doc.Memo to DTH re Recommendations for Funding FY 06 Budget
5
, ., ~ ," .'
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EXHIBIT A
SPECIAL EVENTS FUNDING REQUEST
FISCAL YEAR 2005-06
Organization FY 2003 FY 2004 FY 2005 Requested Recommended
Funding Funding Funding FY 2006 FY 2006
Atlantic High School Athletic Insurance 568 0 3,000 0 0
Boy Scouts of America 500 0 125 0 0
Holiday Parade 2,500 2,250 1,500 1,500 1,500
Fotofusion 8,000 8,000 0 24,200 2,200
Joint Venture Christmas Tree 25,000 25,000 25,000 25,000 25,000
Martin Luther KinQ Celebration 500 500 500 500 500
Old School Square A1A Project 0 300 0 0 0
Old School Square Goal Setting 0 300 0 0 0
Palm Beach County Caucasus of Black 0 1,500 0 0 0
Elected Officials Sponsorships
Palm Beach County Caucasus of Black 0 250 0 0 0
Elected Officials AD1 Gala Book
Palm Beach County School (Carver 0 0 1,000 0 0
Middle School)
Palm Beach County Teen Sponsorships 100 0 0 0 0
Radio - Haiti 0 175 0 0 0
Sister Cities Committee 2,500 2,500 2,500 2,500 2,500
First Night 10,000 7,500 5,000 5,000 5,000
Contingency -- - 3,375 0 2,300
I TOTAL I $49,668 48,825 I 43,000 I 58,700 I 39,000 I
,. ,r" ,-'
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·
EXHIBIT B
GRANTS
FISCAL YEAR 2005-2006
Organization FY 2003 FY 2004 FY 2005 FY 2006 Amount
Funding Funding Funding Amount Recommended
Requested FY 2006
Economic Development
Economic Development Director 4,167 50,000 50,000 65,000 65,000
Economic Development 24,654 11,000 25,000 25,000 15,000
Promotion
Econ. Incentive - ABC Carpet 22,135 21,262 26,410 35,700 35,700
SUB-TOTAL $50,956 $82,262 $101,410 $125,700 $115,700
Other Grants
Aid to Victims of Domestic Assault
(A VDA) 20,000 22,000 25,000 30,000 25,000
The Association of Retarded
Citizens (ARC) 3,000 3,000 3,000 5,000 3,000
Boy's & Girl's Club of Palm Beach
County 32,000 32,000 35,000 50,000 35,000 (1)
Carver Estates Youth Program 0 0 0 5,000 0
Community Child Care Center of
Delray Beach 25,000 25,000 25,000 30,000 25,000 (2)
Deaf Service Center 5,000 2,000 2,000 5,000
3,000
Delray Beach Historical Society 0 0 0 2,000 0
Drug Abuse Foundation 0 0 5,000 40,000 0(3)
Early Learning Coalition of Palm 18,000 20,000 16,000 46,480 16,000
Beach County
Elizabeth K. Faulk Foundation 0 0 0 5,000 0
EPOCH 35,000 45,000 30,000 60,000 35,000
Florida Trust -- 5,000 -- -- 0
Friends of Sandoway House 30,350 25,000 20,000 35,000 25,000
Joint Venture (Fireworks) 40,000 40,000 40,000 40,000 40,000
Mae Volen Senior Center 0 5,000 6,000 10,000 6,000
Museum of Lifestyle & Fashion 0 0 0 165,850 0
Non-Profit Academy 0 0 32,500 35,000 30,000
Non-Profit Old School Square 0 0 1,345 0 0
Room Rental
Omega Joshua Generation 0 0 0 8,000 0
CounselinQ
Roots Cultural Festival, Inc. 0 11,993 15,000 0 0
Pineapple Grove Main Street 30,000 0 0 0 0
Spady Chorus CarneQie Hall 0 2,500 0 0 0
Urban League 4,000 4,000 3,000 5,000 3,000 (4)
Wayside House 6,000 6,000 5,000 8,000 5,000
Contingency 0 0 0 0 20,300
SUB-TOTAL $248,000 $248,493 $263,845 $585,330 $271,300
I TOTAL I $299,306 I $330,7551 $365,2651 $711,030 I $387,000 I
(I) Receivmg approximately $75,000 from COSO fund balance
(2) Receiving $75,000 ti-om FY 05-06 COBO fundmg
(3) Funding in Tenms Stadium budget $40,000
(4) Receivmg $15,000 from FY 05-06 COBO funding
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