Abacoa Town Center

Transcription

Abacoa Town Center

Retail Analysis & Implementation Plan
Abacoa Town Center
Prepared For:
Abacoa Property Owners' Assembly
26 March 2013
Table of Contents
1.0
Executive Summary
2.0
Background
3.0
Retail Market Demand
4.0
Internal Location Observations
5.0
Master Plan Observations & Recommendations
6.0
Buildings & Signage
7.0
Store Planning
8.0
Streetscape & Management
9.0
Parking
10.0
Merchandising Plan
11.0
Special Events & Amphitheater on the Green
12.0
Florida Atlantic University
13.0
Scripps Research & Max Planck Institute
14.0
Roger Dean Stadium
15.0
Proposed Marriott Hotel
16.0
Phase IV Development
17.0
Management
18.0
Focus Group Summary
19.0
Residents On-Line Survey
20.0
Limits of Study
Figure 1: Abacoa Town Center, Phases I – IV looking west towards Roger Dean Stadium. All four phases total 70 acres.
1.0 Executive Summary
Opened in 2000, Abacoa was one of the pioneering New Urban developments in the United States. Its walkable neighborhoods,
generous parks, compact mixed land use and mixture of housing types continue to serve as a model for sustainable
communities. Home sales and construction have been brisk for many of its neighborhoods, even during the recent recession.
However, Abacoa’s commercial town center’s four phases have not been as successful or fully developed. Its primary
commercial center, Phase I, has underperformed its market potential and is generally not meeting the needs and desires of its
community. Many of the businesses, especially the restaurants and bars, draw from outside of the Jupiter region, while the
nearby residents travel elsewhere for dining and shopping. The town center has become a hangout for some troublemakers and
according to police, the town’s leading location for nuisance and criminal incidents.
Abacoa Town Center Retail Analysis
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1.
The commercial of Phase I is approximately 50 percent vacant and many of its businesses have reported sharp downturns in
sales since the 2008 recession. The town center has had multiple owners since its opening, has experienced frequent turnovers
of its businesses, and is presently owned by a bank.
Much of the center’s decline was apparently also precipitated with the closing (and razing) of one of its primary anchors, a
popular multi-screen cinema, originally located in Phase II. A proposed hotel for Phase II hasn’t yet broken ground and Phase IV
is entirely vacant and primarily used as a parking lot for the stadium. Phase II and IV are keystone links between the businesses
of Phase I and the majority of Abacoa’s residents. The balance of Phase II is occupied by a parking structure and a professional
office. The combined 30-acre area of the mostly vacant Phase II and IV creates a gaping hole in the town center’s fabric and a
one-third-mile of disconnect along Main Street.
Phase III, Antigua, is located at the north edge of the study area and fully developed with multiple family residential and some
live-work commercial. The 16.5-acre neighborhood and its homes are well designed and contribute to the town center as well as
to the overall community. This study has not found any significant planning or design factors for its real estate underperformance,
indicating other factors such as the great recession’s impact on housing. Additional parking and signage for its live-work units
could improve their sustainability, but generally, this experimental business model has also not proven viable in other locations.
Abacoa’s remaining anchors - Florida Atlantic University (FAU), Roger Dean Baseball Stadium, Abacoa Golf Club and the
Scripps Research and Max Planck Florida Institute for Neuroscience - contribute to the center’s commerce. Surprisingly, the
Town of Jupiter does not have any civic buildings in the town center, except for a part-time police sub-station. A town hall, library
or community center could provide the community with a needed center and help with Abacoa’s commerce. In addition, this
study concludes that the town center’s general layout, limited signage, location, management, marketing, parking design, size
and lack of conventional retail anchors are fundamentally responsible for its economic challenges. For the most part, these
shortcomings can technically be corrected. Albeit, many of the necessary changes will require tremendous public policy shifts
and community support.
This study concludes the overwhelming causes of Abacoa’s commercial challenges are its lack of commercial and civic anchors
as well as its remote location away from Donald Ross Road. Unless these factors are mitigated, the commercial will not likely
meet the needs and desires of its community or generate a market rate of return for many of its retailers and restaurants. The
improvement of the center’s aesthetics, vehicular circulation, streetscape, walkability and overall “synergy” alone, will not be
enough.
Please find below a summary of this study’s key recommendations and implementation proposals:
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1.1
1.2
1.3
Critical Recommendations
The following are essential for Phase I and II to be competitive with surrounding commercial centers and for the
sustainability of many of its retail and restaurants. Professional and medical offices as well as bars, clubs and service
businesses are for the most part supportable in the town center without these modifications:

Emergency Redevelopment Authority: Establish an emergency redevelopment authority with expansive and
temporary (5 years) oversight and authority to modify underlining codes, master plans, management practices,
regulations and zoning codes (see implementation below). Local, regional, county and state approval will be
required.

Signage: Install multiple commercial monument signage along Donald Ross Road and Military Trail at Parkside
Drive, Central Boulevard and University Boulevard.

Entertainment-Night Activity: Implement additional and appropriate police enforcement, property management
and public policy actions to reduce conflicts between residential and entertainment businesses and special
events.

Expansion-Infill Development: Consider expanding the town center’s commercial onto the FAU campus and the
existing east surface parking lots. Recruit anchors such as a cinema, hotels, junior department store and
specialty groceries. (Beyond the scope of this study).
Key Recommendations
The following recommendations, if properly implemented, should improve the sales of many of the existing businesses
and create a town center that better meets the needs and desires for the Abacoa and Jupiter community:

BID: Implement a Business Improvement District or similar strategy for improved business retention, new
business recruitment, higher design standards, expanded marketing, central management and special events.

Merchandise Mix: Seek additional businesses with appeal to the Abacoa and Jupiter community including:
apparel, baked goods, books, coffee, dance-yoga, dry cleaning, family restaurants, financial services, gifts,
groceries, hardware, health and beauty, medical and neighborhood shops.

Parking: Permit 24/7 free parking in existing decks for residents. Implement a beta test of 30-40 parking meters
along Town Center Drive and Main Street to measure the effectiveness of improved shopper parking in relation
to retail sales.
Contributing Recommendations
The following enhancements, if properly implemented, could boost the commerce in Phase I and Phase III, Antigua:

Theater Green & Special Events: Retain stage, redesign the Green to accommodate multiple events, and install
a children’s play fountain and café.
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
Signage: Upgrade way-finding and commercial building signage to meet industry standards.

Storefronts & Interiors: Upgrade design standards for storefronts and interiors to meet the expectations of the
Abacoa and Jupiter community and generally accepted shopping center industry standards. Implement with a
BID and during lease negotiations.

Streetscape: Complete missing sidewalk links between FAU and Scripps. Improve level of landscape
maintenance and coordinate lawn cutting around peak dining and business hours.
Figure 2: This study recommends a temporary emergency redevelopment authority be commissioned to implement the necessary policy, planning,
design, management and policy actions for its long-term sustainability.
Key Implementation Recommendation
Given Abacoa Town Center’s economic stress and its overlapping regulations, land ownership, governing organizations
and special interests, this study recommends the Town of Abacoa establish a temporary emergency overlay
redevelopment authority and zoning district to allow for necessary planning, design and development modifications to its
master plan and zoning entitlements. This authority should be led by a qualified third party real estate professional with
experience in turning around mixed-use town centers. Members of the authority should include a representative body of
residents, businesses, property owners and Town of Jupiter officials or staff and the Treasure Coast Regional Planning
Council. This authority should be funded by public and private sectors including Abacoa’s commercial property owners.
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2.0 Background
This study is designed to provide the A-POA with specific short- and long-term management, marketing and planning policy and
implementation items that can improve the town center’s commerce. A review of general land use, parking, business mix,
signage and the recommended Phase IV development has also been completed. In addition to its contracted scope of services,
this study conducted a preliminary retail market study for the town center area to establish a general baseline for its growth
potential.
As a part of the process, this study conducted interviews with the Abacoa Golf Club, businesses and property owners, Town of
Jupiter staff, elected officials, Florida Atlantic University, Jupiter police, the A-POA, residents and the Treasure Coast Regional
Planning Authority. The A-POA also completed an informal (self-selected) online survey with residents. Further market research
should be conducted prior to implementing any of this report’s findings.
3.0 Retail Market Demand
This study finds that Abacoa’s present town center has an existing demand for 74,600 sf of additional retail development
producing up to $30.1 million in additional sales. By 2017, this demand will likely generate up to $31.6 million in gross sales. This
new retail would be absorbed by existing businesses and/or with the opening of 24-36 new retailers and restaurants including:
three to four apparel, jewelry, and shoe stores, a book store, an electronics store, a junior department store, a furniture and home
goods store, an office supply store, a full-service restaurant, two to three limited-service restaurants, and a specialty food service
store. The Jupiter market could potentially support a significantly larger retail town center, including grocery and department
store anchors, if expanded along Donald Ross Road. Please find below a summary of the statistically supportable retail in 2012*:
20,300 sf
7,400 sf
6,500 sf
6,300 sf
5,300 sf
5,100 sf
4,800 sf
3,600 sf
3,100 sf
2,500 sf
2,400 sf
2,200 sf
74,600 sf
Apparel, Shoes, & Jewelry
Junior Department Store
Gifts & Office Supplies
Limited-Service Restaurants
Full-Service Restaurants
Special Food Services
Hardware Supplies
Furniture & Home Furnishings
Electronics
Health & Personal Care
Books & Music
General Merchandise
Total Supportable Retail
* Note that all figures for 2012 assume that the economy returns to normal levels for employment, growth and GNP, and that there is presently little
financing available to build new shopping centers.
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Figure 3: This study estimates Abacoa’s primary trade area boundary to extend approximately two miles north, east and south, as shown above inside
the blue line. The above orange line represents Abacoa’s approximate area. The orange circle is the town center.
3.1
Trade Area Boundaries
This study estimates that Abacoa has an approximate eleven-square-mile primary trade area, extending east along
Donald Ross Road and north along Highway A1A, which could account for approximately 80-90 percent of the new
retail’s households (shown in blue in Figure 3). Indian Creek Parkway forms the northern boundary, the Intracoastal
Waterway bounds the east, 1-95 the west, and Hood and Flamingo Roads serve as the limits in the south to incorporate
the communities that have entrances along Donald Ross Road and are near enough for short trips to Abacoa Town
Center.
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Due to its geographic location, Abacoa and the primary trade area can be accessed via three main points: Donald Ross
Road connects Abacoa to I-95 in the west and extends to U.S. 1 in the east; Highway Alt. A1A runs north and south
through the central portion of the trade area leading to Jupiter in the north and Palm Beach Gardens in the south; and
Military Trail, located just west of Alt. A1A and following the same route. The geography of the primary trade area allows
a five-minute drive to Abacoa Town Center for nearly all of the residents. However, the town center doesn’t provide
enough of the goods and services that residents demand, so they are willing to travel a longer distance to shopping
areas in Jupiter along Indiantown Road and to Palm Beach Gardens.
Research from the Palm Beach County Office of Public Affairs indicates that over seven million tourists visit Palm Beach
County each year, with Jupiter and Abacoa drawing many of these visitors. Jupiter is renowned as one of the top golf
destinations in the U.S. In addition, Roger Dean Stadium, located adjacent to the Abacoa Town Center, hosts spring
training for the Miami Marlins and the St. Louis Cardinals, which attracts many sports fans who come to watch their
teams practice. Data from the Bureau of Labor Statistics shows that over 7,100 employees work within the primary trade
area every day, and thus contribute to the retail market base as well.
Among the primary trade area’s employment base are the 430 faculty, staff, and students at the Scripps Research
Institute directly across from Abacoa Town Center. These workers potentially have an approximate $241,500 yearly
retail impact on Abacoa Town Center, which directly supports nearly 600 sf of retail and restaurant space. The Florida
campus of the Scripps Research Institute operates a 350,000 sf biomedical research facility focusing on neuroscience,
cancer biology, medicinal chemistry, drug discovery, biotechnology, and alternative energy development.
In addition to office workers, the 1,200 students at the 130-acre John D. MacArthur campus of Florida Atlantic University,
directly adjacent to Abacoa Town Center and the Scripps Research Institute, contribute to the retail and restaurant sales
in the town center. FAU students potentially account for $584,600 in sales a year, and support over 1,600 sf of retail and
restaurant space. The Jupiter FAU campus houses the Harriet L. Wiles Honors College for FAU honors students, works
in conjunction with the Scripps Research Institute on biomedical research, and also houses the Max Planck Florida
Institute for Neuroscience, a noted German research institution with over 80 campuses worldwide. The Max Planck
Florida Institute for Neuroscience is the first U.S. institute established by the Max Planck Society, and will focus research
on brain function and neural circuits.
Existing concentrations of retail within the trade area include the 92,000 sf Abacoa Town Center; Donald Ross Village, a
196,000 sf neighborhood center located one mile east of I-95 at the southwest corner of Military Trail and Donald Ross
Road; and Abacoa Plaza. The latter is a neighborhood shopping center anchored by Publix, and includes 87,000 sf of
inline retail focused on neighborhood services and restaurants.
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3.2
Trade Area Demographics
The Abacoa primary trade area includes 24,400 people and is expected to grow to 25,400 by 2016, at an annual rate of
0.82 percent. Current 2011 households include 9,800 growing to 10,100 by 2016, at an annual rate of 0.73 percent. The
primary trade area’s 2011 average household income is $118,200 and is estimated to increase to $138,600 by 2016.
Median household income in the trade area in 2011 is $91,600, and is estimated to increase to $100,300 by 2016.
Moreover, 58 percent of the households earn above $75,000 per year. The average household size of 2.46 persons in
2011 is expected to increase to 2.48 by 2016; the 2011 median age is 40 years old.
Demographic Characteristics
Demographic Characteristic
Primary Trade Area
Jupiter, Florida
2011 Population
24,400
55,500
2011 Households
9,800
24,000
Average Household Size
2.46
2.29
Median Age
40.4
44.8
Households with Incomes $75,000 or Higher
5,700
10,300
2011 Average Household Income
$118,200
$91,300
2011 Median Household Income
$91,600
$63,700
% Bachelor’s Degree
30.1
34.7
% Graduate or Professional Degree
18.1
12.3
Figure 4: Key demographic characteristics of the Abacoa Primary Trade Area and Jupiter, Florida.
The total trade area includes 127,400 people and 52,100 households. The former is projected to grow at an annual rate
of 0.6 percent, and the latter is projected to grow at an annual rate of 0.7 percent by 2016, when the total trade area’s
projected population will be 131,200 with 53,900 households. Average household income in 2011 for this trade area is
$56,500, estimated to grow to $63,600 by 2016; median household income in 2011 is $39,400, estimated to grow to
$48,800 by 2016. Twenty-three percent of the total trade area’s population earned more than $75,000 annually in 2011.
Average household size is 2.38 persons, projected to hold steady through 2016; the 2011 median age is 40 years old.
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Figure 5: Estimated Additional Supportable Retail Table - Abacoa Primary Trade Area
Business Type
Apparel
Gross 2012 Demand
Est. 2012 Sales
Est. Sales/sf
Est. Support/sf
No. of Stores
$14,695,953
$4,004,765
$385/sf
10,402 sf
3-4
$2,859,452
$714,863
$288/sf
2,482 sf
1-2
Department Store
$15,695,982
$2,314,851
$310/sf
7,467 sf
1
Electronics
$11,558,369
$2,000,405
$644/sf
3,106 sf
1-2
$436,164
$449,996
$385/sf
1,169 sf
1
$6,688,972
$530,978
$310/sf
1,713 sf
1
$31,669,982
$613,325
$275/sf
2,230 sf
1-2
$4,898,369
$2,301,557
$350/sf
6,576 sf
2-3
Grocery
$52,128,199
$681,870
$410/sf
1,663 sf
1
Hardware Supplies
$12,162,221
$1,757,392
$365/sf
4,815 sf
1-2
Health & Personal Care
$12,841,064
$1,383,665
$545/sf
2,539 sf
1-2
Home Furnishings
$4,325,778
$746,598
$385/sf
1,939 sf
1
Jewelry
$2,447,032
$1,695,878
$635/sf
2,671 sf
1-2
Lawn & Garden Supplies
$1,361,107
$266,554
$364/sf
732 sf
Shoe Stores
$2,770,806
$3,786,462
$525/sf
7,212 sf
2-3
Specialty Food
$2,397,427
$394,322
$325/sf
1,213 sf
1
Retailer Totals
$178,936,642
$23,643,483
$406/sf
57,930 sf
20-29
Full Service Restaurant
$31,670,857
$2,752,761
$520/sf
5,294 sf
1-2
Limited-Service Restaurant
$24,670,802
$2,148,083
$340/sf
6,318 sf
2-3
$4,874,752
$1,587,490
$310/sf
5,121 sf
1-2
$61,216,411
$6,488,334
$390/sf
16,733 sf
4-7
$240,153,053
$30,131,817
$398/sf
74,663 sf
24-36
Books & Music
Florists
Furniture
General Merchandise
Gifts
Special Food Service
Restaurant Totals
Retail & Restaurant Totals
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9.
Figure 6: The above chart illustrates the results of the informal Abacoa residents’ online survey responses to: “I wear clothing purchased at?”
Note: 60% Macy’s, 42% TJ Max, 32% Gap, 28% Kohl’s and 25% Target. This study completed the retail market study prior to the survey, and
was not influenced by its results.
Retail Market Assumptions
The projections of this study are based on the following assumptions:
 No other major retail centers are planned or proposed at this time and, as such, no other retail is assumed in our
sales forecasts.
 No other major retail will be developed within the trade area of the subject site until 2017.
 The region’s economy will stabilize at normal or above normal ranges of employment, inflation, retail demand
and growth.
 The new retail development will be planned, designed, built, leased and managed as a walkable town center, to
the best shopping industry center practices of the American Planning Association, the Congress for the New
Urbanism, the International Council of Shopping Centers and The Urban Land Institute.
 Parking for the area is assumed to meet industry standards and is generally adequate for the proposed uses,
with easy access to the retailers in the development.
 Visibility of the shopping center or retail is assumed to meet industry standards, with signage as required to
assure good visibility of the retailers.
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Figure 7: The town center’s retail shops and restaurants are located within the community and hidden from Donald Ross Road, Military Trail and even Central
Boulevard traffic. Most small independent businesses rely on views from major roadways for their commerce and the town center’s remote location places its
stores at a considerable disadvantage relative to other centers in the area.
4.0 Internal Location
One of the town center’s primary challenges is its internal location and lack of visibility from the surrounding primary highways:
Donald Ross Road, I-95, Florida Turnpike, Military Trail and Indian Creek Parkway. Most retailers, especially small
independents, depend on views from large amounts of vehicular traffic to offset expensive advertising expenses. As a rule of
thumb, retailers require at least 10,000 to 20,000 cars per day unless they are located within a well-anchored center of 200,000
sf or larger.
At the time of Abacoa’s design, some planners believed this conventional practice could be ignored if the commercial center was
built in a walkable compact community. It is understood that the original master plan proposed Central Boulevard to traverse
Abacoa diagonally from Donald Ross Road/Military Trail to Indiantown/I-95, to provide the commercial with its necessary
vehicular traffic. Although beyond the scope of this study, it’s plausible that had this occurred, the commercial could have been
more sustainable.
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Figure 8: Abacoa Town Center’s primary entry offers no commercial signage or any indication of its selection of shops and restaurants. (Donald Ross Road
looking west at the Central Boulevard entry).
The northwest corner of Donald Ross and Military Trail would have been the best location for a small- to medium-sized town
center, as is self-evident by the apparently successful existing Publix neighborhood center. The existing Abacoa Golf Club,
located at the northeast corner of Donald Ross and I-95/Florida Turnpike, would have been ideal for a medium- to large-sized
town center and could have likely attracted numerous popular retailers, hotels, offices and residential developments.
Abacoa’s northwest area, adjacent to the Indiantown Road and I-95 interchange, would also have been ideal for a medium- to
large-sized mixed-use town center including retail, hotels, office and residential. Recently, a proposed 300,000 sf large open-air
lifestyle center anchored with a Target Department store was denied by the town near north Abacoa at the Indiantown Road-I-95
interchange.
Of all of Abacoa’s potential sites for a commercial center, its present location in the south central area
is the least desirable.
In addition, over 500,000 sf of new retail is presently proposed south of Abacoa along Donald Ross Road. These surrounding
existing and proposed retail centers suggest that Abacoa is in the middle of a considerable unmet commercial demand. The town
center’s commercial underperformance is therefore likely due to non-market factors such as design and management.
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12.
The location’s negatives are further compounded by the lack of commercial signage along Donald Ross Road, a confusing
internal road network and the lack of popular retailers and anchor stores such as a supermarket.
Figure 9: The above commercial monument signs are proposed by an Abacoa property owner for the Donald Ross Road frontage. The signs are approximately
9’ high x 14’ wide. Such signs are necessary for Abacoa’s businesses to compete with other centers and for it to attract leading businesses and anchor retailers.
Note: this study is not endorsing the proposed sign design or materials.
Internal Location Recommendations
 Signage: Improve signage along Donald Ross Road, Military Trail and Indian Creek Parkway to identify the town center’s
businesses. Consider approving signs proposed by Abacoa Town Center’s property management group.
a. Signage should be properly scaled and large enough to be effective for their location.
b. Signage should include the names and logos of key Abacoa businesses.
c. Signage should be designed and implemented to meet or exceed Abacoa’s and the town’s design standards.
 Improve internal roads and signage to enhance access to the town center.
 Work with proposed signage (shown in Figures 9, 32, 33, 36 and 37) to implement new way-finding signage.
 Consider installing compatible retail and restaurants on underutilized FAU and Scripps property along Donald Ross
Road, to give the town center a needed presence along its edge.
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Internal Location Implementation Actions
1. Form a task force to study this section’s recommendations. The group should include Abacoa residents, businesses,
commercial property owners, city staff, design-planning boards and elected officials.
a. Discuss the recommendations with the author as appropriate.
b. Build a consensus of the recommendations and actions to implement.
c. Begin implementation plan as outlined below.
2. Establish an emergency redevelopment authority with expansive and temporary (5 years) oversight and authority to
modify underlining codes, master plans, management practices, regulations and zoning codes as needed to mitigate
location challenges.
3. Retain a qualified architect to design conceptual commercial monument signage along Donald Ross Road, Military Trail
and Indian Creek Parkway. The designs should include scaled drawings, materials, cost estimates and perspective
sketches of installation at the subject locations.
4. Obtain a consensus to install new commercial monument signage along Donald Ross Road, Military Trail and Indian
Creek Parkway from appropriate stakeholders.
5. Amend underlying Abacoa development entitlements and town signage ordinances as necessary to install new signage.
6. Establish a budget, phasing and funding plan with Abacoa Town Center owner or other private sector group to fund and
install signage.
5.0 Master Plan Observations & Recommendations – Phase I
Abacoa’s Phase I commercial town center is based on a triangular grid with its apex centered on an outside amphitheater. Retail
shops are located along three converging streets: Main Street, Town Center Drive and University Boulevard. The center consists
of seven total blocks with the retail primarily located on the two most western blocks. The center includes 92,000 sf of first level
retail space and is approximately 50 percent vacant. Parking is divided between surface lots located to the east, on-street
parking and two decks. The decks are located in the eastern two blocks of the commercial.
Abacoa’s 92,000 sf of small shops and restaurants will likely always continue to
face economic challenges unless it is anchored with a leading retailer or grocery store.
Commercial is focused along the middle (Town Center Drive) and south streets (Main Street). The multiple commercial streets
fan away from each other, and do not form a complete shopping loop. In effect, they are each anchorless dead end shopping
streets that compete, rather than reinforce each other. As a rule of thumb, commercial centers over 30,000 sf need anchors such
as grocery stores, cinemas, junior department stores or business clusters.
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Figure 10: Proposed short- and long-term improvements for Abacoa Town Center: A, B and C represent potential long-range expansion areas for anchors,
commercial, mixed-use development; stars represent locations for new monument and wayfinding signage; and arrows indicate street extensions and
realignments.
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Figure 11: Town Center Drive is lined with mixed-use buildings along both sides between the Green and Chancellor Street.
5.1
Town Center Drive
The middle of the three streets was apparently, at one time, the most desirable for retailers. Town Center Drive recently
included a Starbucks coffee house and several restaurants and retailers. Both sides of the street are lined with four - to
five-story mixed-use buildings and it represents Abacoa’s most traditionally scaled urban street. Most of its retail is
clustered along its west block, and the east block is almost exclusively residential.
Strangely, Town Center Drive is only two blocks (800 feet) long, and is generally disjointed from Abacoa’s primary
internal network. Extending the drive east to Central Boulevard would improve its traffic and commerce considerably.
The easternmost portion of Town Center Drive could transition to live/work dwellings as it approaches Central
Boulevard, and the A-POA should allow architectural façade improvements to support a higher degree of retail within the
live/work building format.
The Drive is attractive and well landscaped. However, its maintenance is generally lacking and has room for
improvement to equal other shopping areas in the market.
Recommendations
 Transition the easternmost portion of Town Center Drive to live/work dwellings as it approaches Central
Boulevard. Allow architectural façade improvements to support a higher degree of retail.
 Improve maintenance of the Drive to equal other shopping areas in the market.
 Extend Edna Hibel Way to link Town Center Drive with Main Street.
 Maintain the street for vehicles and retain the parallel parking. Avoid diagonal parking or a pedestrian mall.
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5.2
Main Street – Phase I
Located along the south edge of the center, Main Street is the primary connection between Abacoa’s southeast quadrant
(Military Trail and Donald Ross Road) and the town center. Inbound traffic must navigate a large and confusing
roundabout at Central Boulevard. Generally, retail with Main Street’s vehicular traffic exposure and large amounts of
diagonal parking would be the center’s best performing.
The street includes two of Abacoa’s most popular restaurants and a number of small service businesses. However, the
commerce along the street is generally challenged by its single side of shops and the cul-de-sac nature of its central
block. Shoppers looking east from the amphitheater will likely not walk its entire length since it would result in a dead end
retail walk. The most eastern storefront space (Chancellor Drive and Main Street) has apparently never been occupied,
and still has its dirt floor and an unfinished interior. The building’s thick arcades, minimal signage, dead end alignment
and lack of an anchor likely contribute to its high vacancies and general economic underperformance.
Figure 12: Main Street looking west. The Florida Atlantic University campus is located left and the town center’s mixed-use residential and retail are
located right.The diagional parking was addeded several years ago, but many of Main Street’s business owners complained about a parking shortage
for their customers. Note: the tree canopies and building columns block views of the storefronts, window displays and signage.
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17.
The street name itself is misleading. Main Street is instead a wide boulevard with buildings only along its north side. The
south side faces FAU, Scripps, a 1.5-acre crescent shaped park and nearly 10 acres of open fields. Two blocks of the
street have been developed with four- to five-level mixed-use buildings along its western two blocks. Its east block is a
1.5-acre surface parking lot. Main Street’s primary challenge is the large roundabout at the Central Boulevard
intersection. This heavily wooded circle confuses anyone approaching the town center.
Recommendations
 Consider replacing the Main Street-Central roundabout with a four-way signaled intersection to allow incoming
traffic to have a direct approach (and view) to the town center (See Figures 10 and 26).
 Develop a master plan to in-fill the adjacent crescent park to the south of Main Street with mixed-use
development. It is acknowledged that building on open space and state land is challenging.
 Install way-finding signage at Chancellor Drive to parking decks.
 Consider extending Edna Hibel Way south to Main Street to improve access to Town Center Drive, University
Boulevard and the parking decks. This may require removing some existing buildings.
Implementation Actions
1. A-POA to determine which recommendations to implement.
2. Form a task force to study this section’s recommendations. The group should include Abacoa residents,
businesses, commercial property owners, Town staff, design-planning boards and elected officials.
a. Discuss the recommendations with author as appropriate.
c. Present consensus to A-POA Board and appropriate Abacoa homeowners associations.
d. Begin implementation plan as outlined below.
3. Retain a qualified architect, civil engineer or landscape architect to design consensus of task force
recommendations.
4. Establish a budget, phasing and funding plan with Abacoa Town Center owner or public sectors to fund and
install improvements.
5. Turn over desired improvements to the Emergency Redevelopment Authority
6. Install consensus improvements.
5.3
Main Street - Phase II
Main Street between University Boulevard and Avenue A is a three- to five-lane street flanked by Roger Dean Stadium
on the east and vacant Phase II land on the west. The northwest corner of A Avenue and Main Street originally housed a
multi-plex cinema, now razed. A parking structure is also located in the middle of the west block. A Courtyard Marriott
Hotel is planned for the southwest corner of Main and University. The street is divided by a landscaped island and is
lined with sidewalks and large palm trees along both sides.
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Figure 13: Main Street looking south towards University Boulevard (above left) and Main Street lookng north towards A Avenue (above right).
Images source: Google Earth.
The street is walkable and serves as the primary link between Abacoa’s north neighborhoods and the town center. The
University Avenue-Main Street intersection (the proposed hotel location) is five lanes wide and un-signalized, limiting
easy pedestrian crossing. The landscaped island at this point is only three feet wide and not paved for a pedestrian
refuge. Only part of the street contains on-street parking.
Recommendations
 Add on-street parking as appropriate.
 Install a pedestrian-controlled signal at University and Main when traffic conditions warrant.
 Install way-finding signage as described in Section 12.0.
 Install new pedestrian lighting as described in Section 14.0.
5.4
Main Street Phase IV
Located north of Phase II, Phase IV is presently undeveloped and Main Street is reduced to a two-lane street with some
parallel parking. The landscaped island found in Phase II ends at Avenue A. Main Street’s narrow width and canopy
trees makes it walkable, and the future residential, offfice and retail will contribute to linking the north neighborhoods with
Phase I and II.
Recommendations
 Add on-street parking as appropriate
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Figure 14: Main Street looking north towards Cades Bay Avenue and Antigua (Phase III). The street is narrowed to two lanes and lined with street
trees. Mixed-use development is proposed along both sides of the street. Images source: Google Earth.
5.4
Main Street Phase III - Antigua
Main Street splits into two one-way streets north of Cades Bay Avenue (Phase IV) to accommodate a small park and
community center. The street’s slight jog to the east and west calms the traffic and makes Antigua one of the town
center’s most walkable areas. Main Street is well landscaped, and lined with street trees, sidewalks and on-street
parking along one side. Antigua includes residential and live-work commercial structures. However, the neighborhood
has a distinctive residential character, making it easy to miss the stores and offices. This study found the on-street
parking to be filled most times, likely by residential users.
Figure 15: Main Street looking north towards Phase III – Antigua (above left). Proposed crosswalk realignment at Main Street and Cades Bay Avenue
(above right) looking northeast, towards Cades Bay Avenue and Antigua (Phase III). Images source: Google Earth and MSN Bing Maps.
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Recommendations
 Add on-street parking along Cades Bay Avenue, Corbinson Point Place and Fredrick Small Road, where feasible.
 Realign pedestrian crosswalks at Main Street and Cades Bay Avenue as shown in Figure 15.
’
Figure 16: University Boulevard looking east, towards Roger Dean Stadium. Altough a primary entry into the town center, there is no indication of its
restaurants or retailers.
.5.5
University Boulevard – Phase I & II
The town center’s only true through street is also the least commercial. University Boulevard travels east to west linking Abacoa
Golf Club with Military Trail and the eastern neighborhoods. The boulevard’s adjacent uses include the baseball stadium,
practice fields, office and residential.
Many of Abacoa’s residents and all town center visitors arriving from I-95 are likely to approach from the Parkside Drive-Donald
Ross entry and turn east at the University Boulevard intersection. The boulevard is lined with parallel parking, street trees and
three- to four-story buildings. Although it is part of Abacoa’s vehicular network, with a steady stream of traffic, its relative remote
location, limited commercial space and single sided building frontage limits its potential for significant amounts of additional retail
development.
University Boulevard is only two lanes wide for most of Phase I, expanding to three to four lanes wide in Phase II. The street also
contains a bike lane along its south side and is lined with street trees and some on-street parking. The University and Main
Street intersection is both the town center’s main-main, but also the least walkable. University is four lanes wide along Phase II
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(west of Main) and three lanes wide in Phase I (east of Main). In addition, the intersection’s corners have a wide radius that
lengthens the cross- walking distance and encourages higher traffic speed. This intersection has decorative pavers that have
faded. Given the intersection’s importance, its urbanism and streetscape is underwhelming.
Figure 17: University Boulevard and Main Street looking southeast towards Florida Atlantic University. The proposed hotel site is shown on the right.
Image source: MSN Bing Maps.
5.6
University Boulevard – Phase I & II: Recommendations
 Consider additional office or retail in-fill into underutilized parcels (see Figure 26).
 Improve way-finding signage for businesses and parking (see Section 12.0).
 Replace existing pedestrian – street lighting with updated fixtures (see Section14.0).
 Install commercial and way-finding signage as described in Section 12.0.
 Investigate the feasibility of removing lane widths along University and Main.
 Install new benches in existing plazas.
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5.7
University Boulevard – Phase I & II: Implementation Actions
businesses, commercial property owners, Town staff, design-planning boards and elected officials.
a. Build a consensus of the recommendations and actions to implement.
b. Present consensus to A-POA Board and appropriate Abacoa homeowners associations.
c. Secure approvals from Town of Jupiter and other appropriate agencies.
2. Retain a qualified architect, engineer or landscape architect to plan/design consensus of task force
recommendations.
3. Utilize Emergency Redevelopment Authority to secure appropriate approvals and consensus.
4. Establish a budget, phasing and funding plan with private and public sectors to fund and install improvements.
5. Install subject improvements.
Figure 18: Many of Abacoa’s stores are hidden behind large arcades. This study proposes permitting the stores to expand to the edge of the arcade and
installing sign bands and individually designed storefronts.
6.0
Commercial Building Design Issues
Abacoa is noted for its attractively designed and quality constructed buildings. They are generally nicely maintained, and have
aged well during the past decade. That being said, some of the town center’s building details are counterproductive for
successful retail practices. Their deeply recessed arcades and thick columns severely restrict storefront views. The buildings’
storefronts have strip center window designs that do not reinforce the center’s specialty character. Many storefronts are bland or
tattered, and in some cases entire windows are covered with promotional signage.
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Figure 19: Abacoa’s large arcades cause its businesses to be at a disadvantage to other Florida shopping centers and districts. Modern centers
expose the storefront to the street and install readable signage and awnings to highlight the businesses’ goods and services. Shown: Abacoa Town
Center Drive business (above left), Coconut Point (above center) and Naples Third Street shown (above right).
6.1
Commercial Building Design Recommendations
 Permit businesses to design unique storefronts that reinforce their goods and services.
 Upgrade commercial signage standards as outlined in Section 12.0.
 Move retail storefronts to the edge of the arcades along Main Street and at least one block of Town Center
Drive.
 Replace landscaped beds and widen sidewalks as necessary.
Figure 20: Some existing town center storefronts (upper left) have covered most of their display windows with signage, limiting walkability. This study
recommends that all street-level businesses (including office) maintain clear display windows and attractive storefronts.
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Figure 21: This study recommends that Abacoa’s businesses be permitted to custom design their storefronts to reinforce their brands, goods and
services. Most of the town center’s storefronts are similar to plain strip centers and should be upgraded to industry standards (as shown above middle)
for quality businesses. Center image source: infogroup.
6.2
Commercial Building Design Implementation Actions
businesses, commercial property owners, town staff, design-planning boards and elected officials.
a. Build a consensus of the recommendations and actions to implement.
b. Present consensus to A-POA Board and appropriate Abacoa homeowners associations.
c. Secure appropriate approvals from Town of Jupiter and other appropriate agencies.
2. Retain a qualified architect or store planner design consensus of task force recommendations.
3. Permit innovative and quality storefront designs to reflect individual businesses.
4. Town of Jupiter to implement strict code enforcement for building interior and exterior maintenance.
5. Limit window signage to 10 percent of glass area
6. A-POA to meet with property and business owners to encourage higher standards.
7. Homeowner A-POA groups and community organizations to insist on higher storefront and interior standards
from business owners.
8. Utilize an Emergency Redevelopment Authority to secure appropriate approvals and consensus.
9. Incorporate a façade improvement program in collaboration with the Town of Jupiter and the A-POA/BID (low
interest loans, special financing, time commitments, etc.).
10. Establish a budget, phasing and funding plan with private and public sectors to fund and install improvements.
11. Install subject improvements.
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6.3
Phase III – Antigua Live-Work Commercial
The live-work commercial and residential units located in Antigua are attractive and well maintained. However, their
common building and trim colors combined with the small windows give the appearance of a residential complex instead
of a business. The signage is limited to small blade sides, frequently designed with hard to read graphics.
Figure 22: Antigua live-work homes located along Main Street. The building’s common colors and design minimizes the commercial; flexibility should
be permitted. Image source: Google Earth.
Recommendations
 Expand the permitted individual colors of trim and doors within an acceptable palette range.
 Permit custom doors and hardware.
 Improve commercial signage graphics to improve readability.
 Permit outside displays on porches of up to four square feet.
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Figure 23: Abacoa’s town center businesses offer mixed levels of interior finishes and maintenance. The popular Abacoa restaurant shown above, left, is
attractive and represents commonly accepted industry standards.
7.0
Store Planning & Design
Much of Abacoa’s retail and restaurant interior design, lighting, fixtures and levels of maintenance do not equal their level of
food, service or merchandise. While unique, the finishes of these businesses do not meet generally accepted industry standards
and are far below those located in surrounding centers.
Abacoa homeowners and Jupiter residents must lower their expectations when visiting many of the town
center’s existing businesses.
This observation has been confirmed with informal interviews from local residents and stakeholders. Some of Abacoa’s residents
reluctantly shop and dine outside of the town center. Many Abacoa residents purchased their homes because of the town
center’s vision for a vibrant commercial district of shops and restaurants. Many residents stated in focus groups that they would
prefer to shop and dine more regularly in their own business district, and have even expressed a desire to see its size
significantly expanded (see survey in sections 18-19).
Store Planning Recommendations & Implementation Actions
1. Visual Merchandising:
Below is a summary of generally accepted modern visual merchandising principles:
 Window displays should be simple and easy to understand within a few seconds; do not attempt to load the
display area with a sample of the store’s entire stock.
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Create a “front-and-center” display table or fixture that is visible from the sidewalk and promotes holiday and
seasonal goods; many national retailers generate 15 percent of their daily sales from this type of display.
Change window displays weekly; borrow display props from other businesses (antiques, bicycles, barbeques,
wheelbarrows, etc.).
Allow for movement toward the outer walls of the store; avoid dead-end cul-de-sac-type aisles; shoppers
generally do not want to walk past the same merchandise twice.
Locate the point of purchase in the middle of the store, preferably on the right-hand side.
Locate larger merchandise on the back wall; paint the wall surface dark and brightly illuminate the merchandise.
Offer sales and promotions for a select few items year-round; keep in-season and prime goods on a limited sale
of 10 to 20 percent, which will reinforce the value of the store.
Avoid handmade and taped signage; place signs in frames and utilize published advertisements for featured
merchandise and services.
Promote leading brands and list the nameplates in the store window and throughout the store.
Broadcast aromas and music both inside and outside the store that reinforce the brand and the theme.
Offer educational sessions to explain the store’s special goods and services; many shoppers are seeking to
continue their education and enjoy learning about new things.
Constantly update the store: change finishes, colors, and fixtures as often as possible. Replace all interior
surfaces (carpets, wall coverings, countertops) every three to five years.
Display a small sample of store merchandise or theme (such as a holiday, sports team, or historical event)
outside the store adjacent to the storefront.
2. Storefront Design:
Below is a summary of generally accepted storefront design standards:
 At least 60 percent of small to medium-sized retailers’ first-level elevations facing primary sidewalks should be
transparent glass, even if the first level is an office or nonretail use.
 Department stores and major anchors should maintain 25 percent minimum clear glazing and window displays
along the primary sidewalks. Window boxes and glass doors can be included in this percentage calculation.
 A horizontal break between the first level and upper levels will help focus attention on the retailer.
 The storefront’s signage, awnings, and materials should remain in character with the historic framework of the
building; this does not suggest that all buildings should attempt to recreate nineteenth-century styles.
 Awnings should project no more than six feet and be at least eight feet above the walk; to allow for more light,
awnings should be a single plane rather than a curve and have no side panels; plastic and internally illuminated
awnings should be prohibited.
 Doors facing the street should be recessed into the building façade when practical.
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3. Store Lighting:
Appropriate and effective interior lighting is the single most important factor for enhancing the overall appeal of retailers
and restaurants, as well as for improving their sales. Good lighting creates an atmosphere that reinforces the store’s
unique niche, highlights the quality of the merchandise, and even directs the movement of the shopper. Unfortunately,
many retailers are inexperienced with modern store-planning and lighting techniques or do not have the capital to invest
in necessary lighting and fixtures.
 Business owners need to install the best lighting they can afford. A coordinated public-private program to offer
low-interest loans or grants for store lighting and other store enhancements could potentially allow preferred independent retailers to remain sustainable.
 Prime merchandise should be illuminated with effective, quality fixtures.
 Display windows should be brightly illuminated to compensate for direct sun and attract attention in the evening.
 Restaurants generally need three light sources: ceiling, wall, and tabletop; ceiling lighting should be soft and
directed toward interior architectural features and tabletops.
 Retailers should highlight promotional and seasonal merchandise with focused, directed halogen-type lighting
that orients the shopper from the street or upon entering the store.
Recommendations
 The A-POA to form a task force of residents, business owners, retail real estate brokers and store planning
professionals to establish minimal store design and management standards.
o Review each Phase I – IV commercial property; conduct a review of their businesses’ existing conditions.
o Meet with competing shopping center management groups to gain an understanding of their businesses’
store planning and management standards.
o Tour surrounding shopping centers’ stores and restaurants to gain an understanding of the region’s
generally accepted standards. The tour should be led by a store planning professional.
o Prepare a written and illustrated summary of each business’s interior and signage conditions.
o Prepare a written and illustrated list of specific recommendations for improving each existing business’s
interior and exterior.
o Meet quarterly with each Abacoa Phase I - VI business to review their operations and interior quality.
 Provide professional store planning and visual merchandising assistance for existing businesses. Seek possible
town, county, state and federal funding sources for grant and low interest business improvement funding.
 Provide funding to assist with necessary store interior and exterior improvements.
 Coordinate with property owners and real estate brokers to establish design, finish, lighting, fixturing and
management standards common for competitive commercial centers located in the market. Institute standards in
new leases as appropriate.
 A-POA director to visit each Phase I - IV business monthly to review its interior quality and management.
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Figure 24: Abacoa has adequate levels of streetscape and maintenance for a low-moderate level commercial center, but does not meet the levels of most of the
Jupiter community’s expectations. Note: The view of Town Center Drive (above left) and exposed and leaking trash containers in the service alleys north of Town
Center Drive (above center).
8.0
Streetscape Design & Maintenance
The town center’s Phases I - IV generally have an adequate landscape framework. Streets are lined with mature trees and lawns
are maintained. The paved walks and drives are functional and meet generally accepted industry standards for low - to mid-level
mixed-use communities and shopping centers. Phase II, Antigua, has the highest level of streetscape and maintenance. Phase I
town center’s streetscape, site furnishings, signage, flower beds and shrubs do not equal the standards for competing
commercial centers or residential communities in the greater Jupiter area. Phases II, III and IV have minimal streetscape
furnishings and lack benches, decorative lighting, way-finding signage or trash containers. Their light fixtures are a tall semicolonial design and dated. Phase I has semi-traditional decorative but tired benches, lighting, paving, trash containers and wayfinding signage. Common streetscape design, lighting and furnishings would contribute to unifying the town center’s four phases
into a perceived larger mixed-use development. However, this study is not aware of any empirical evidence demonstrating that
streetscape furnishings alone generate higher shopper traffic or business sales.
Abacoa residents experience a lower level of landscaping in the town center than they are accustomed to in their
homes and neighborhoods, or other nearby shopping areas.
This study also noted that lawn cutting, sidewalk power-washing and other loud maintenance occurred during peak dining times,
limiting outside dining enjoyment and likely sales. In addition, this study found a number of places where greasy trash containers
and stained drives were unscreened in the public realm. Some areas of Phase I have trash bins leaking grease located in clear
sight of residents and shoppers.
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This study also noted missing linkages within the FAU campus and Scripps Research properties to Phase I. A fitness trail
connection through the town center area would help connect the properties and become more of a destination center for
neighborhood residents. Designate an “Abacoa Exercise Course” route and place exercise options at stops along the way within
the public spaces of the town center, as well as several stops in a renovated/reconfigured town green. The fitness trail should be
supported by town center restaurants and area fitness clubs and incorporate events as part of the training regimen. The exercise
course could be promoted by the University to connect the students to the town center area, and could also utilize public portions
of the baseball area’s training grounds to better engage those facilities.
Recommendations
 Enhance existing landscape beds and planning areas to meet commonly accepted standards in the Jupiter area: more
mulching, flowers, trimming and sidewalk cleaning.
 Screen trash containers and clean dirty surfaces.
 Install new benches in all four phases.
 Develop a long-term plan to upgrade street fixtures with contemporary energy efficient systems in Phases I –IV (See
Section 14.0).
 Manage maintenance schedules around prime dining and shopping periods.
 Install improved way-finding signage for retailers (Section 12.0).
 Update outside banners to promote businesses and special events.
 Route an “Abacoa Exercise Course” through the town center and place exercise options within the public spaces of the
town center.
 Remove dead trees, bushes, etc. that obscure views.
Implementation Actions
1. The proposed streetscape improvements, while nice, are not considered essential for the town center’s renovation and
should be implemented after the critical actions have been attempted.
2. Form a representative task force to study this section’s recommendations. The group should include Abacoa residents,
businesses, commercial property owners, town staff, design-planning boards and elected officials.
a. Discuss the recommendations with the author as appropriate.
c. Present consensus to A-POA Board and appropriate Abacoa homeowner’s associations.
d. Secure appropriate approvals from Town of Jupiter and other appropriate agencies.
3. Review the existing streetscape, dumpster containers and service alley conditions with a qualified landscape architect to
gain an understanding of its strengths and weaknesses.
4. Begin implementation plan as outlined below.
5. Retain a qualified landscape architect to plan/design consensus of task force recommendations.
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6. Establish a budget, phasing and funding plan with Abacoa Town Center owner or public sectors to fund and install
improvements.
7. Develop a private – public funding plan with appropriate parties.
8. Install subject streetscape improvements and management upgrades.
Figure 25: Parking management is the root cause of many of the town center’s economic challenges. Commercial customers must compete with long-term
residential, employee and special event visitors for prime parking spots. There is little enforcement of parking standards, except when residents have commercial
visitors towed and fined. The signage for the parking structure above left is too small and difficult to read for many visitors.
9.0
Parking
Parking is one of the most important but misunderstood components of commercial centers. Unlike other activities such as work
or school, shopping is an elective activity. Shoppers frequently do not need to shop, and expect the experience to be as easy as
possible. Poorly planned parking systems can lead to underperforming retailers and failed shopping districts. Abacoa’s business
owners cited parking as one of their most significant challenges and the most frequent complaint from many of their customers.
The peak five-week spring baseball training season was reported as especially problematic for businesses. The training period
overlaps with one of the region’s primary tourism seasons, further compounding business losses.
9.1
Phase I Parking
Abacoa’s commercial center has approximately 1,440 parking stalls - statistically enough for its 92,000 sf of commercial
space. However, 30 percent of these spaces are located in parking structures, and many of the 155 prized on-street
parking spaces are occupied with long-term users including residents, employees and even the business owners
themselves. The on-street parking spaces should be adequate for 38,750 to 51,100 sf of retail space (155 x 250/sf –
333/sf per space). The balance of parking space needed for the retailer’s employees can be absorbed in the two existing
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structures or surface lots. Although well maintained and easy to use, the parking structures are mostly vacant. As a
result, the town center’s on-street and surface parking is frequently unavailable for shoppers.
Parking is further hampered by poor signage and a confusing arrangement of residential and shopper parking areas.
While residents can (and do) park almost anywhere, for almost any length of time, Abacoa’s shoppers cannot park in
designated residential lots. Shoppers who park in residential areas are towed, resulting in an insurmountable amount of
bad-will and poor public relations.
One may ask why shoppers don’t just park in the underutilized structures and walk a couple of blocks to their
destination? Research has shown a direct correlation between the shopping visit and the amount of time needed to park.
Abacoa simply does not have enough critical mass of shopping and dining to justify the perceived inconvenience of
parking in remote structures for the average visitor. In addition, all of the surrounding competing shopping centers have
plenty of surface parking lots where the store is easily visible from the parking space. Even major regional shopping
center destinations such as Legacy, The Gardens Mall and Downtown Gardens offer surface parking lots.
This study concludes that Abacoa’s dependency on parking decks is a fundamental policy and
planning flaw that must be overcome in order for the center’s businesses to be competitive. It is
unrealistic to assume that the average Jupiter resident can be re-educated to accept structured
parking.
Phase I Parking Recommendations
 Allow residents to park in the upper levels and remote areas of parking structures 24 hours, seven days a week.
 Reserve some prime parking deck spaces for shoppers, by limiting parking until 10:00 am.
 Improve signage for parking decks, and restricted residential-only spaces.
 Beta testing 20-40 temporary parking meters along the prime two block areas of Town Center Drive and Main
Street. Meters should allow for credit card or phone use and limit parking to two hours.
 Install short-term, 10-minute loading zones for convenience retailers and service businesses.
 Reduce the parking requirements for the proposed Building 27 (Main Street & Chancellor Drive) to allow for full
use of existing street, lot and deck parking areas. Do not install diagonal parking along Town Center Drive or
reduce the building size to meet the town parking code. This report’s proposed parking management plan
should address most code parking shortages.
9.2
Phase II Parking
Parking for the 9.5-acre Phase II site is located in a parking deck, with on-street parallel parking along Main Street and
Avenue A. There is no on-street parking along University Boulevard or Parkside Drive. A small surface lot is located
along University, adjacent to the G4S office building. Phase II is approved and apparently planned to accommodate
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6,000 sf of retail, a 4,000-seat cinema, 96,730 sf of office and a 160-room hotel/conference center. The block once
included a multi-screen cinema that has since been razed. The parking deck is easy to locate and user-friendly, with
access along Parkside Drive and University Boulevard.
Phase II presently only contains the one office building, and has more than adequate parking for its existing uses. The
parking deck’s extra capacity and the daytime office use should allow for land uses requiring evening and weekend
parking, such as performing arts theatres, libraries, restaurants and possibly some residential. The proposed Courtyard
Marriott Hotel will share the parking deck.
Recommendations
 Add signage to the parking deck, reinforcing its availability for public use.
 Add on-street parallel parking along University Boulevard and Parkside Drive where possible.
 Avoid additional surface parking lots in Phase II.
9.3
Phase III – Antigua Parking
The 16.5-acre Phase III site is presently used as overflow parking for Roger Dean Stadium and is completely developed
with the Antigua mixed-use community. Parking is located in small surface lots behind the residential and along the
streets. This study noted most on-street parking was fully occupied during the daytime, indicating a possible shortage for
the live-work businesses.
Recommendations
 Add on-street parking along Fredrick Small Road, Corbinson Point Place and Cades Bay Avenue where practical.
 Consider a permit parking program along Main Street, or installing four to five parking meters at the prime
locations on each block to free up parking for live-work customers. The meters could be programed only for peak
business hours: 9:00 – 5:00 Monday through Saturday.
9.4
Phase IV Parking
Phase IV is presently vacant and used as overflow parking for Roger Dean Stadium. The area is ringed with on-street
parking along Main, Stadium, Parkside, Cades Bay and Avenue A. The site has a pending mixed-use development plan
and its developers or their representatives did not meet with this study during the focus group interviews, or have not
been available for communication during the research of this study.
Recommendations
 This study has not conducted a review of the proposed Phase IV parking plan.
 This study recommends as much on-street parking be maintained as possible.
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10.0
Merchandise Plan
The Abacoa commercial town center (Phases I – IV) is a collection of office, retail, restaurants and residential land uses located
among a grid of streets.
Figure 26: Proposed general merchandising plan for Abacoa Town Center Phases I – IV.
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35.
10.1
Phase I Merchandising Program
The 92,000 sf Phase I building area is presently an entertainment district, with some supporting retailers. Its
approximately 45,000 sf of occupied space includes six restaurants, several specialty retailers, a real estate office and
some small service companies. The center lacks most shopping center categories such as apparel, baked goods, cards,
children’s, coffee, quick service food, gifts, hardware, jewelry, groceries, pharmacies, toys and shoes.
All of the restaurants serve liquor and have reported to this study that their bar sales are an important part of their
business plan. Many of the retailers claimed they do not rely on walk-by traffic and that the Abacoa location, while nice,
is not essential for their operations. One retailer unsuccessfully attempted to expand his business with a liquor license.
The restaurants are scattered along Main Street, the Green and Town Center Drive, and are interspersed in the center.
As a result, the center lacks a critical mass strong enough to offer enough shopping variety to become a destination.
Each business must attract their customers, one by one. Few visitors drive to Abacoa for an afternoon of shopping.
Phase I Merchandising Recommendations
 Seek retailers and restaurants that match the needs and desires of Abacoa and Jupiter residents and visitors.
o Family restaurants selling breakfast, lunch and dinners.
o Specialty food selling baked goods, bagels, coffee, ice cream, yogurt, etc.
 Expand neighborhood goods and services such as a bakery, coffee, deli, convenience market, dry cleaning,
financial services, florist, ice cream, personal care, mail center and medical.
 Seek family-orientated restaurants and retailers with appeal to Abacoa’s residents such as apparel, arts and
crafts, day care, electronics, games, shoes, sporting goods, toys and games as well as moderate family
restaurants serving breakfast, lunch or snacks.
 Install retailers with a college student focus such as casual apparel, an outfitter, surf shop, specialty foods, and
carry out restaurants.
 Maintain existing retailers and restaurants and reintroduce fashion, shoes and cafés along Town Center Drive.
 Add neighborhood services and retailers such as cleaners, florists, mail center, quick service foods and personal
care along Main Street (both sides) and seek an anchor retailer or green grocery along the east end of Main
Street
 Consider expanding the town center to include a retail anchor such as a green grocery, a junior department
store or a large format specialty retailer such as an apparel, office, pet or hardware store on the parking lot
located at the northwest corner of Main Street and Central Boulevard.
 Expand retailers and restaurants towards Donald Ross Road in underutilized FAU property.
 Consider expansion of Main Street’s businesses along its south side, including on FAU and Scripps land. This
will require coordination with FAU, the state and other organizations.
 Continue professional office use for the two-story office building located along University and Hibel Way.
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10.2
Phase II Merchandising Program
The 9.65-acre Phase II block is located adjacent to the north edge of the restaurants and shops of Phase I and is a
primary link between Abacoa’s neighborhoods and commercial. The site’s original cinema was a major anchor for the
town center’s shops and restaurants, and its closing, along with the 2008 recession, resulted in significant declines in
shopper traffic and sales. Assuming the proposed Marriott Hotel will be implemented, two vacant sites remain for
development: the former cinema land and the vacant parcel labeled Site A in Figure 27.
Figure 27: Phase II site.
This study has been asked by the A-POA to recommend the highest and best use for the site, in terms of an economic
contributor to the town center, Phase I. The 0.4-acre Site A and the 1.5-acre cinema property are approximately 800 feet
to the closest edge of the town center’s Phase I shops, and over a quarter mile to its furthest edge. The four- to five-lane
Main Street and University Boulevard further isolate Phases I and II from each other. The site’s internal location, away
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from Donald Ross Road, along with its dependence on decked parking, further restricts its potential for an anchor
business such as a grocery store or junior anchor. While a Target, Whole Foods or Trader Joe’s would be nice uses for
Phase II, the site does not meet their basic selection criteria, and they will not likely locate there. On the other hand, other
locations including the surface parking lot at Chancellor Drive and Main Street, as well as FAU-Donald Ross Road
locations may be suitable for leading retail anchors. Even if a strong retail anchor were to deploy in Phase II, its impact on
Phase I commercial would be minimal as compared to the Main and Chancellor location adjacent to the existing shops.
Hotel, office, residential or retail market studies were not authorized by the A-POA for this study and this study cannot
comment on the location’s potential to economically support specific land uses. That being said, medium- to high-density for
sale and/ or for rent residential or an important civic use such as a new city hall, library or performing arts center would attract
residents and visitors to the edge of the town center on a regular basis, and provide for increased shopper traffic and sales.
Phase II is also ideal for a variety of senior housing types including assisted living, where the residents can walk to shops.
Proposed Marriott Hotel
A Marriott Courtyard Hotel is proposed at the northwest intersection of University Boulevard and Main
Street. The location is at the town center’s ‘main and main’ crossroads and will help to complete the master
plan. The 128-room hotel will also meet an apparent demand for lodging in the town center as well as
provide customers for its stores and restaurants. The hotel will reportedly rely on the town center’s restaurants to provide
dining for its visitors and is to offer only limited dining services. Some of Abacoa’s business owners estimated up to 20
percent in sales gains when the hotel opens.
Generally, hotel chains prefer to locate in groups of two to four, to offer a variety of room styles and rates. Recently,
many hotel operators have been actively seeking commercial town centers with a variety of dining and shopping
opportunities. These hotels tend to have higher occupancy levels and room rates than conventional standalone
locations. Phillips Place in Charlotte, North Carolina and Easton Town Center in Columbus, Ohio are two early built town
centers with hotels.
Phase II Merchandise Plan Recommendations
 Promote the implementation of the proposed hotel as quickly as possible.
 Modify the town center plan to allow for additional hotel development in Phase II or elsewhere
 Explore important community civic and community uses such as a new city hall, library or performing arts center.
 If a civic use is not feasible in the near future, modify the Abacoa master plan to allow for medium- to highdensity residential market rate or senior housing.
 Residential land uses should have retail space along the Main Street frontage.
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10.3
Phase III Antigua Merchandise Program
Phase III is fully developed with residential and live-work dwellings. The live-works should be permitted for small office
and retail business that do not interfere with the quality of life for the surrounding residential. Professional office, service
businesses, art galleries, collectibles, specialty apparel, shoes, children’s, home furnishings, etc. should be encouraged.
Restaurants, hair care and other businesses that generate strong smells or heavy traffic should be prohibited.
Exceptions should be permitted as warranted.
Figure 28: The proposed Phase IV mixed-use development site is shown above and inside the yellow dashed lines.
10.4
Phase IV Merchandise Program
As a part of this study, the A-POA has requested a review of the potential impact of the proposed mixed-use Phase IV
development on the Abacoa town center. As stated above, developers or their representatives did not participate in this
study’s stakeholder interviews and the review is based on this study’s interpretation of the development’s public
submittal project package and plans (prepared by others).
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The 14-acre site is located on Main Street approximately 1,000 feet north of the western edge of the town center’s
commercial area. The four-block property is square and bounded by Parkside Drive, Cades Bay Avenue, Stadium Drive
and Avenue A. This site is surrounded by multiple-family residential to the north and west, and baseball practice fields,
Roger Dean Stadium and the former cinema site to the south. The site is presently used for overflow baseball stadium
parking and special events. While this study acknowledges the development will result in a loss of parking, it is beyond
the scope of this study to program and plan for the replacement parking.
The proposed Phase IV development includes: 259 apartments, 28 two-story townhouse units, 17 loft units, 66,250 sf of
office and 22,930 sf of office and/or retail. This study estimates the combined 304 residential dwellings will average
approximately 530 residents generating up to $4 million in annual gross (non-automotive) retail sales. The proposed
89,180 sf combined office-retail’s employees and visitors will produce approximately $2 million in total gross annual retail
sales. This study projects the Phase IV residential and commercial will have a positive impact on the town center’s
commerce and directly support an additional 1,900 sf of total new retail and dining businesses. Alternatively, Phase IV
could increase the sales of the town center’s existing 45,000 sf of business by approximately five percent on average.
These are estimated sales and demand amounts and the actual results could vary widely depending on numerous
factors including the subject business brand, management, operations, and quality, as well as the economy and
competition.
The Phase IV site is isolated and located too far from Phase I, FAU, employment centers and Donald Ross Road to meet
generally accepted location standards for most commercial users including: cinemas, grocery stores, hotels, offices,
retailers and restaurants. While it is acknowledged that a cinema was originally located adjacent to Phase IV (in Phase
II), such a use would not be likely in the post-recession economy. This study does not have access to the site’s business
model or land values and cannot accurately assess alternative supportable models for the location. In addition, the APOA did not authorize this study to conduct a hotel, office, retail or retail market analysis, and therefore we cannot
forecast the viability of alternative land uses for any of the town centers (Phases I – IV).
However, if development costs, ownership, market realities, zoning and rates of return were not a factor, then a 300,000
to 350,000 sf Whole Foods, cinema and Target-anchored mixed-use lifestyle center with medium- to high-density
residential designed in a walkable urban format would make a significant boost for the Phase I businesses. Civic uses
such as a city hall, performing arts center or a library would also serve as an anchor and bring people to the town center
on a regular basis. A second hotel, high density residential (over 30 per acre) or a major employment center would also
contribute to Phases I – IV.
The proposed Phase IV development plans will also make direct contributions to the town center commercial and
provide for a necessary link with the surrounding neighborhoods and town center phases. The proposed 23,000 sf of
retail or office is too small for a grocery anchor, but suitable for small neighborhood retailers, restaurants and service
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businesses such as baked goods, carry-out food, coffee, a financial services, a florist, laundry, personal care, a mail
center, medical and real estate offices.
Phase IV Recommendations & Implementation Strategy
 This study has estimated the potential economic impacts of the proposed Phase IV development on the town
center’s businesses and is not making specific recommendations regarding the merits of its land use, plan,
design or potential implementation.
 This study recommends the A-POA:
o Retain a qualified third party architect, landscape architect or planner to review the proposed Phase IV
development plans and approve or make recommendations for modifications as appropriate.
o Meet with the proposed Phase IV developer to discuss concerns and possible modifications.
o Coordinate an alternative parking location, new garage or remote parking locations to replace the lost Roger
Dean Stadium baseball/special event overflow parking presently utilizing the Phase IV site.
o Explore the feasibility and funding of an alternative anchor such as public library, performing arts center,
cinema, employment center or hotel.
11.0
Special Events & Theater Green
Figure 29: The Theater Green is designed for the single use as a seating area for the stage. This study recommends the lawn area be re-graded and
designed to accommodate multiple uses and events. Many focus group participants requested an interactive play fountain for children in the Green.
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11.1
Special Events
The A-POA and other groups host a number of popular special events and festivals including art fairs and car shows in
the town center. An outdoor movie night, held monthly, was listed as one of the most popular events with families.
Surprisingly, the Town of Jupiter does not hold festivals in the town center or directly sponsor any of Abacoa’s events.
Town-wide events would reinforce Abacoa as the community’s town center.
Restaurants have reported significant sales increases during the events, but many retailers stated their businesses
suffer losses in customer traffic, and sometimes close during most events. This outcome is common with most special
events held in cities and shopping centers. Research indicates that event attendees tend to prefer quick service food and
beverages and make few retail purchases. Regular customers will tend to stay away from a town center during events
due to limited parking, crowded walks and street closures.
Figure 30: The Theater Green is a purpose-built landscape that limits other uses. This study recommends redesigning the park to allow for multiple
activities and including a small café (shown above, center: a café in a Scotland park). Many special events restrict on-street parking and negatively
impact some business sales.
11.2
Theater Green
Many of the events are held in the amphitheater at Theater Green or along Town Center Drive and Crescent Street. The
one-acre park has been purpose-built with fixed benches and sloping seating berms orientated towards the stage. The
slopes and seating areas restrict the park for other uses, resulting in a large empty space at most times. Given its
prominent location, the mostly vacant park creates a void in the town center and does not contribute to its placemaking
as much as it could.
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The park includes a large stage and surrounding structure, flanked with twin towers. The structure, while attractive and
functional for the stage, blocks views of the town center’s businesses from approaching (eastbound) Parkside Drive and
University Boulevard traffic. Many stakeholders and residents requested a children’s play fountain be installed in the
park. The fountain, combined with a regrading and design, would allow for multiple events and activities, extending its
use and contribution to the town center.
Theater Green Recommendations
 Maintain existing street patterns and avoid closures as much as possible during special events.
 Consider locating special events closer to restaurants, and away from retailers.
 Provide flexible rates for existing businesses to exhibit at events and festivals.
 Expand holiday festivals and special events to attract visitors and residents from the entire Town of Jupiter;
consider hosting city and community events in the town center.
 Provide businesses with adequate notice and input about event schedules.
 Install a child’s play fountain in the Green.
 Redesign and grade the Green with a flatter and more open lawn area to allow for multiple uses and events.
 Explore the redesign of the stage towers and backdrop to improve visibility of the town center’s businesses from
eastbound University Boulevard traffic.
 Consider installing a coffeehouse or café in the Green.
Figure 31: View along Town Center Drive looking west towards the Green. Retailers are not visible to pedestrians or drivers at the Green.
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12.0
Signage
One of Abacoa’s critical challenges is its general lack of commercial signage. Businesses, especially small independent owners,
rely on roadway, way-finding and building signage to advertise their store and assist shoppers in finding parking and circulation.
All four of Abacoa’s town center phases and their parking areas lack the minimal signage amounts and quality that is generally
acknowledged as normal for the industry. This study recommends three primary signage groups: roadside monuments,
pedestrian scaled and building-storefront signage.
12.1
Large Commercial Monument Signage
Figure 32: Abacoa’s primary retailers and future anchors need large monument signage along the surrounding primary roadways. Signs should be
designed to match Abacoa’s architectural character. The above center sign is proposed by the town center’s property owner.
This signage is designed to compensate for the Abacoa commercial’s isolated location away from surrounding primary
roadways. The signage should include the names and logos of the town center’s primary businesses and hotel, designed
large enough to be clearly visible from vehicular traffic. Signs should be internally illuminated and designed to complement
Abacoa’s architectural character. See Fig. 34 for proposed locations (Indiantown Rd., Donald Ross Road and Miltary Trail).
12.2
Medium Commercial Monument Signage
Figure 33: Medium commercial monument signs should be eight feet tall or less and readable from slowly moving vehicular traffic. The diagram at the
far left is proposed by the Abacoa Phase I town center property owner.
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Figure 34: Proposed medium and large commercial monument sign locations.
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Medium size signs are intended to provide way-finding direction for vehicular traffic within or near Abacoa’s Phases I –
IV. The signs should only include Abacoa Town Center’s name and up to two prime businesses, such as a hotel or
grocery store. The signs are proposed along Parkside Drive, Central Boulevard, Indian Creek Parkway, Frederick Small
Road and Main Street (see Figure 33).
Figure 35: Vehicular way-finding signage should be located to assist approaching visitors with finding shops and parking. The existing signage should
be refreshed or replaced with a contemporary design and graphics. Above center: proposed sign from Abacoa town center property owner. Photo
above right: existing signage in Phase IV – III.
12.3
Vehicular Way-finding Signage
Located across all four Phases, vehicular way-finding signs are designed to provide directional guidence for motor
vehicle traffic as it approaches businessses and parking. The signs should be free standing, not illuminated and
approximately four to five feet high. Their information should be basic, such as “Shops” or “Parking”, but could also
include the brand name and logo of two to three primary civic or commerical destinations. See Figures 36 and 37 for
locations of these signs in Phases I – IV.
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Figure 36: Phase I proposed way-finding signage diagram. Stars represent proposed vehicular way-finding sign locations and + illustrates proposed pedestrian
sign locations.
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Figure 37: Phase III and IV proposed way-finding signage diagram. Stars represent proposed vehicular way-finding sign locations and + illustrates
proposed pedestrian sign locations.
12.4
Pedestrian Way-finding Signage
This study recommends numerous pedestrian-scaled directional signs across all four of Abacoa Town Center’s
commercial phases. These signs should be easily readable and provide simple guidance for business locations. The
signs should be artistically designed to complement the center’s businesses, but not be illuminated. Each commercial
phase/district should have its own unique sign design and color theme to reinforce its own character and collection of
shops. The signs could share the official Abacoa brand seal if desired. All sign content should be updated on a regular
basis. The signs can be up to 12 to 15 feet high if attached to a post, or smaller if on a sculptural element.
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Figure 38: Pedestrian-scaled signs should be artistically designed and include business names and logos. Abacoa’s signs should be upgraded to
industry standards. Shown above left: Rosemary Beach, Florida; above left-center: Naples, Florida; above center-right: Auckland, New Zealand and
above right: The Glen, Glenview, Ill.
Figure 39: Blade or projecting signs should be permitted and installed for most of Abacoa’s businesses and live-work dwellings. Shown above right
and right-center are sign proposals from the town center property owner.
12.5
Business Blade Signage
Business signage tells the shopper about the levels of service and quality of a store’s goods and services. In general,
most of Abacoa’s business signage does not meet industry standards. Abacoa’s businesses are generally undersigned
and can benefit from additional and higher grades of commercial signage. The signage throughout Phases I – IV should
be hand crafted, externally illuminated per side and uniquely designed. Avoid requiring all signs to have uniform sizes or
colors. Phase III and IV live-work commercial signage should be 24 square inches or less (per side) and Phase I and II
commercial signage should be up to 48 square inches (per side).
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Figure 40: The Antigua – Phase III live-work businesses appear as residential home and should have more pronounced signage and distinctive door
and trim colors. Limited outside displays should be allowed with special permits. Image source: Google Earth.
12.6
A-frame Signage, Banners and Outside Displays
Free standing A-frame signage is necessary for most businesses and should be permitted in Phases I – IV of Abacoa’s
town Center. The signs should be hand crafted, of qualty materials and representative of the businesses’ brand, service
and merchandise. Signs should be allowed up to 36 square inches (per side) and located safely outside pedestrian
walkways. Signs should be permitted along curbsides if not a hazzard. Plastic A-frame signs should not be permitted in
the town center. Businesses should also be permited to have outside displays of goods of services as long as they do
not block pedestrian movement. Generally, displays within 24 inches of the storefront should be permitted with a special
license. Banners advertising special events and individual businesses should also be permitted.
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Figure 41: Businesses need banners, outside displays and A-frame signage to attract shoppers. Shown: Rosemary Beach, Florida; above right, and
proposed banners for Phase I by its property owner.
12.7
Building Signage
All of Abacoa’s businesses could benefit from improved and expanded commercial signage. This study recommends
sign bands be extended above the store window (see figure 41), and finished to match the color of the business brand.
Each storefront should be encouraged to have individual colors and sign design. The sign letters should be of high
quality, individually fabricated and pinned onto the sign board. Signs should be integral to the storefronts’ overall design
and not appear as if tacked on. Painted, or internal sign boxes should be prohibited. Individual letters with small halo
light beads should be permitted, when of high quality and minimal light spillage into adjacent residential dwellings. Neon
signs should be permitted with special review and when necessary to reinforce the business brand and theme.
Phase I, II and Phase IV retail or office letters and sign bands should be limited to eight inches height and no larger than
one square foot for each linear foot of store frontage. Phase III and IV live-work signage letters should be limited to four
inches in height or less and sign bands equal to 0.75 square feet per each lineal foot for live-work building frontage.
Live-work signage should not be illuminated. Exceptions for these guidelines should be permitted for special instances.
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Figure 42: Businesses storefront signs should be of high quality, pinned on to the surface and integral to the building’s architecture.
12.8
13.0
Signage Implementation Policy
1. A-POA Board to review this report’s proposed sign recommendations with residents, business and property
owners.
2. A-POA to determine policy of desired sign improvements and expansion.
3. A-POA and/or Emergency Redevelopment Authority to meet with Abacoa Phase I property owner to reach a
consensus on signage system expansion.
4. Phase I owner to implement design, permit and pay for approved signage.
5. Emergency Redevelopment Authority or Town approves remaining sign design standards.
6. Private property owners fund new signage, permit fees should be collected for A-frame and banner signs.
Trolley System
The A-POA has asked this study to consider a rubber wheeled trolley system to link Abacoa’s neighborhoods with the town
center. Several focus group and survey participants also expressed interest in the return of a trolley line that had closed earlier.
Without fully understanding the operations and economics of the proposed trolley system, this study has found that they
generally serve as a novelty or fun experience for families and tourists, rather than directly translate into tangible retail sales
revenue. Today’s households are simply too busy to ride a trolley for a purpose-driven shopping experience. Instead, store visits
are generally combined with other tasks such as driving to work, a sporting event or school.
Recommendations:
 Postpone implementing a trolley system until the town center is fully revitalized.
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Figure 43: Abacoa’s town center Phases I – IV is generally adequate for its purpose. New commonly designed and scaled pedestrian and street lights would
contirubte to a unified district, but are not critical relative to its other challenges. The wall globes (above left) generate a bright glare that causes shoppers to
squint. The tall semi-colonial fixtures are boring and not representative of Abacoa.
14.0
Lighting
Generally, the lighting fixtures and levels are adequate in all four phases for pedestrian and vehicular circulation. The parking
decks also have sufficient lighting for their use. The fixtures are generally in good repair and contribute to the town center’s
overall character. This study does not find that additional lighting is warranted to create a synergy between Phases I – IV or the
town center and the surrounding neighborhoods. Instead, resources should be channeled towards signage, marketing and
anchor business recruitment. However, should lighting be desired by the A-POA or others, this study recommends energy
efficient matching contemporary fixtures for Phases I – IV. The fixtures should be scaled for the appropriate residential or
commercial application.
Recommendations
This study recommends the following improvements for Phase I and for future new development in the town center:
 Add additional lighting in garage stairwells.
 Replace Phase I globe fixtures (see Figure 44 above) with fixtures that hide the light source.
 Add additional illumination under commercial building overhangs.
 Illuminate landmark building features with exterior lighting.
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


Coordinate internal storefront lighting to remain on until 11:00 pm or as mutually agreed between commercial and
residential parties.
Install festival lighting on trees and across streets to celebrate special holidays and events. Remove such lighting at
other times.
If desired, install energy efficient matching contemporary fixtures for Phases I – IV. The fixtures should be scaled for the
appropriate residential or commercial application.
Figure 44: This study recommends that Abacoa upgrade existing site lighting fixtures with quality energy efficient contenporty styles, after implemrnting critical
signage, parking and anchor challenges. Shown, Selux Corp., NY lighting. Image source: Selux lighitng web site
Implementation
 Lighting improvements will generally be the responsibility of the property owner.
15.0
Management
Modern commercial centers rely on careful management to remain competitive and to meet the needs and desires of their
community. Individual storeowners by themselves generally cannot afford necessary advertising, maintenance and operations to
earn a market rate of return or even a living wage. Although Abacoa has been well planned and designed, it must implement
proven management practices to be economically sustainable. This study has outlined numerous needed improvements in
leasing, store design standards, streetscape maintenance, business owner relations, marketing, parking and special events.
Many successful urban commercial districts, including Naples, Florida, have recently implemented Business Improvement
Districts to address operations and management challenges.
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Figure 45: The “For Lease” sign (above left) is misplaced directly in front of one of Abacoa’s restauarnts and is visible from Roger Dean Stadium.Its
location mistakenly misleads potential customers of the business’ demise. The business owner reported that his numerous complaints about its location
have been ignored by the real estate company. The exposed and leaky trash container was located between Town Center Drive and University
Boulevard in the residential parking area along the walkway.
Recommendations
 Establish a business improvement district for the commercial town center properties. The BID should include a
representative board of commercial businesses, residents, Town officials, the A-POA and property owners.
 Fund the BID with a minimal assessment of commercial properties based on square footage.
Figure 46: FAU is one of the town center’s primary anchors, but businesses report minimal sales from its students and facility. Apparently, many of the
campus community frequent its dining hall (shown above left). Some of the walks between FAU and the town center are incomplete and should be extended
(above right). Center image is from the FAU Abacoa web site.
16.0
Florida Atlantic University
The John D. MacArthur campus of Florida Atlantic University is outside Abaco town center’s Phases I – IV and beyond
the scope of this study. However, during this study’s research and focus group interviews, a number of critical issues
became apparent. The following observations and general recommendations are given as a professional courtesy to the A-POA:
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Located directly south of the town center along Donald Ross Road at the Parkside Drive intersection, the campus is also the
home of FAU’s Harriet L. Wiles Honors College and the Hibel Art Museum. FAU officials reported that many of its honors
students selected FAU over leading Ivy League universities because of its academic excellence, to be close to family, or for its
generous scholarship programs.
The campus is comprised of 1,200 undergraduate and graduate students as well as nearly 8,000 adult lifelong learning, noncredit participants. Approximately 300 students live in dormitories on the campus, but most commute to classes from outside of
Abacoa. The school offers degrees in design, education, liberal arts and science. Surprisingly, many of the town center’s
businesses reported little spending from FAU students, facility and staff.
Although the school is located adjacent to the town center, some of its sidewalks are incomplete, resulting in a disconnect
between students and businesses. The campus is further removed from the town center by a 1.5-acre, crescent-shaped park
located along the south side of Main Street. This park is apparently redundant to other parks, quads and squares located within
the town center and campus and could be ideal for mixed-use in-fill development.
Some FAU officials thought the campus cafeteria meets the general needs, desires and budget for dining and entertainment of
the student body and didn’t believe students would find much need to visit the town center. Many students also apparently utilize
a debit card system allowing them to use the on-campus cafeteria as part of a prepaid meal plan. Most of Abacoa’s businesses
expressed an interest in expanding FAU’s prepaid debit card system to include their restaurants or stores.
According to school officials, FAU will not likely fully develop its 45-acre Abacoa campus due to state budget cuts. Given its
prime Donald Ross frontage, the property is ideally suited for expansion of the town center’s commercial and residential. Hotels,
office, residential, restaurants and retail could infill on underutilized FAU land.
General Recommendations
 Expand the FAU student meal card program to include town center businesses.
 Complete missing walkways between FAU and the town center.
 Develop a master plan and appropriate entitlements for infill mixed-use development along Main Street and Donald Ross
Road.
 Work with the Town of Jupiter, State of Florida, FAU, Scripps Research, Max Planck Florida Institute of Neuroscience
and other agencies to develop a strategy to prioritize and implement the above recommendations as appropriate.
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Figure 47: The Scripps Research Institute and Max Planck Florida Institute for Neuroscience are located south of the town center and represent potentially
significant anchors to its commercial.
17.0
Scripps Research & Max Planck Florida Institute for Neuroscience
The Scripps Research & Max Planck Florida Institute for Neuroscience are outside of the Abaco Town Center’s Phases I – IV
and beyond the scope of this study. However, during the research and focus group interviews, a number of critical issues were
noted, and the following observations and general recommendations are given as a professional courtesy to the A-POA:
Abacoa contains several prestigious employment centers including the Scripps Research Institute and the Max Planck Florida
Institute for Neuroscience. This study estimates that the combined 600 facultyy and staff of the two Institutes potentially spend up
to $500,000 in Abacoa’s businesses. However, there is room for town center businesses to better service the dining and
shopping needs of the two Institutes’ community. The walk between the Scripps – Max Planck campus and the town center is
indirect and can be over a half mile (each way) for some employees. Some walkways are incomplete and there is little wayfinding signage to the town center.
Focus group interviews indicated that many facility and staff prefer dining in their own cafeterias and that Abacoa’s restaurants
generally cannot provide adequate service for group outings. Most town center businesses reported minimal sales from the
Institutes. Even a small sundries shop recently closed along Main Street and the closest retail space to Scripps hasn’t been
occupied since the building’s 2000 opening.
Located on 40 acres at the southeast corner of the town center, directly along Donald Ross Road and Central Boulevard, these
Institutes also occupy one of Abacoa’s primary points of entry, and create its key identifying landmark to the community. In
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hindsight, it would have been more economically sustainable for Abacoa’s retail if the Institutes and the town centers’
commercial had switched sites. The Donald Ross Road and Central Boulevard frontage is more suitable for retailers, restaurants
and hotels that require direct views from primary roadways.
Recommendations
 Improve pedestrian walkways and signage between the Scripps/Planck campus and the town center.
 Coordinate the dining and shopping needs of the Institutes’ employees and visitors with the town center’s businesses.
 Implement special events, promotions and activities for Institute employees.
 Develop a strategy to prioritize and implement the above recommendations as appropriate.
Figure 48: Roger Dean Stadium is one of the town center’s key anchors. It holds numerous events and direcly supports many of the town center’s restaurants
and bars. (Stadium and logo source: Cardinals and Marlin’s web sites)
18.0
Roger Dean Baseball Stadium
Roger Dean Baseball Stadium is outside of the Abaco town center’s Phases I – IV and beyond the scope of this study. However,
during research and focus group interviews, a number of critical issues were noted, and this study offers the following
observations and general recommendations as a professional courtesy to the A-POA:
Located adjacent to the north edge of the town center, Roger Dean Baseball Stadium is the spring training home of the St. Louis
Cardinals, the Miami Marlins and two minor league teams. The 7,000-seat venue also hosts numerous tournaments and special
events and is a major anchor for the town center’s restaurants. The stadium is well planned and integrated into the town center,
allowing for an easy walk to its restaurants and shops. Stadium management expressed a need for additional conference and
hotel facilities in the town center.
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While most restaurants reported the stadium traffic was essential for their operations, other town center businesses were neutral
or negative about the impact of its events. Apparently there is little direct communication between the stadium’s events
management and the town center, as many businesses complained they received minimal advance notice of its activities. The
stadium’s events also create considerable traffic and parking demands in the town center, frequently tying up most retailer and
residential parking spaces. Some residents also complained about the late night noise generated by some of the stadium’s fans
at the town center’s restaurants and bars.
Recommendations
 Improve communication between stadium management, the A-POA and downtown businesses to coordinate special
events.
 Allow town center businesses to advertise inside the stadium at special rates.
 Implement cross-promotional events and activities between town center businesses and stadium events.
 Develop a parking policy to immunize disruptions to town center businesses during stadium special events:
a. Consider parking meters in prime on-street stalls during special events/ cover meters at other times.
b. Enforcement of one- to two-hour on-street parking rules.
c. Installation of additional parking lots or decks for special events
d. Implement a remote parking lot – bus transportation system to use underutilized parking lots.
 Develop a strategy to prioritize and implement the above recommendations as appropriate.
19.0
Focus Groups Summary
During the on-site analysis, interviews and focus group sessions were conducted with many of Abacoa’s business owners, town
staff, A-POA, policy makers, property owners, residential homeowners associations and stakeholders. Please find a summary of
these interviews in sections 18 – 19 below. Note, this study has not independently verified the interview statements; the survey
respondents were self-selected and its findings are not necessarily statistically representative of the community’s views.
19.1
Parking
 It is difficult for shoppers to find parking because of poor signage, with students, shop owners and residents
taking up crucial spots; three-hour parking promotes low turnover.

Residents have qualms with parking in garages, even though they are in good condition and completely empty
during the day.

Parking during spring training is a major issue for businesses and hurts sales. The former cinema site is heavily
relied upon for parking during this time. A parking area/garage to accommodate baseball patrons and tailgaters
is necessary.
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59.

19.2
The proposed Phase IV future development site is crucial to the parking issue and many were concerned about
its development. Some recommended a new parking structure.
Access
 Need to engage Central Boulevard, Donald Ross Road, and possibly nearby I-95 (the town may have problems
with this). Additional and improved signage or possible new entry monuments are necessary to improve
business.

It is difficult to find the town center because of the confusing roundabout, poor or non-existent signage, and no
sign of shops on main roads.

Many groups feel the town center is not part of/doesn’t feel like part of the Abacoa community (“It’s over there”).
The community is extremely important to residents and they want to go on a regular basis. Better feeling of
access would help.
Figure 49: On-line survey results.
19.3
Community Desires for Abacoa’s Town Center
 Resounding agreement that a daily use/patronage for the town center is lacking and necessary to improve
business. In addition, almost all agree that the town center needs to be family/community-oriented and more
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60.
upscale to reflect Abacoa. Residents want a more local entertainment space than Downtown at the Gardens.
The town center has an identity crisis and there needs to be a clear consensus on what the target usage should
be.

Eliminate late night bar scene and craziness. Families leave around 9/9:30 because the town center begins to
feel uninviting for children and slightly unsafe.

Most groups are very supportive of baseball and want to do whatever it takes to continue the relationship.

Boutique grocer (Trader Joe’s was main request), boutique movie theater (most groups agree this is necessary),
science center, department store (Target was main request), Walgreen’s or another pharmacy, FedEx type
store, Cheesecake Factory, more upscale restaurants like Le Metro (example: Yard House), Apple Store, skate
shop, play fountain, TGIFridays, ice cream shop, Dave & Buster’s, Town Welcome Center, Town Hall, Starbucks
or other boutique coffee shop (very popular response), dry cleaner, mini golf, children’s birthday location.
Figure 45: On-line survey: Forty-five percent of residents visit the town center with guests for dining.

Need more FAU- & Scripps-oriented retail/restaurants (they could provide a daily patronage) such as Chipotle or
Quiznos. FAU isn’t sure if their students would dine or shop in the town center due to the quality of their oncampus café.
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19.4

Desirable Models: Downtown at the Garden was the most popular response (family-oriented with kid’s activities
as well as desirable restaurants/casual bars), Naples, Boca Raton, smaller scale City Place in West Palm
Beach, Charleston, St. Augustine, Lincoln Road in Miami, Coconut Grove.

Combine the image of the town center with the golf club, baseball, restaurants, and retail to create a collectively
strong entertainment draw.

Need advertising. There currently is none, and the community is largely unaware of any changes that take place
at the town center, and therefore avoid it.

Need exterior upgrade (most popular response was paint scheme, most agreed it looked cheap, cheesy, or
dingy). Some would like to see European plaza type of feel.
Miscellaneous
 Groups agree that Jupiter is over-regulatory. However, the town has made major exceptions for the new
development at Harborside, so the town center may be able to elicit the same advantages.

The trolley was a popular topic, but with polar opinions. Many believed bringing it back would help, and it was
popular while it existed. Others believe no one used it except teens that caused trouble. All can agree that easier
access into the town center, especially without a car, would be helpful for business.

Property management is neglectful and not mindful of businesses. Some business owners reported they are
ready to cash out and give up. Need a better commitment from the town center owner, A-POA and city.

Coordination between Roger Dean Stadium and the town center needs to happen so that businesses can take
advantage of baseball patrons.

FAU wants to develop its site further with science-related industries, but as a whole is struggling financially.
University has faced numerous budget cuts recently. Its long-term viability is uncertain.

Police staffing of the town center is a challenge because Jupiter is limited in personnel. Police department wants
to get bar situation under control so the town center can be more family-oriented. Currently a fiscal and staffing
burden for the police department.
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
Police report the town center is the town’s primary location of police calls.

Everyone wants the proposed hotel to be developed as soon as possible

Most support new apartments at Phase IV development in the hope this will bring more patrons to the town
center.

Events are very popular with the community and all support them.

Restaurants see an increase in sales during special events, while some retailers see a severe decline during
events.

Most groups don’t want the town center dialed down. They hope for a reinvigorated town center that reflects an
Abacoa they can patronize as well as bring visitors to. Many said they moved to Abacoa because of New
Urbanism and the town center, so they would really like to see an improvement. Extreme community loyalty is a
major positive.
20.0 Residents’ On-line Survey
The A-POA conducted an informal survey based on questions prepared by this study. Over 90 individuals responded to the online survey. Note: the findings of the survey were for a general snapshot of how Abacoa residents felt about the town center and
potential alternatives. The respondents were self-selected and the findings are not statistically valid.
26 March 2013
63.
Figure 51: On-line survey: nine percent of residents would like to see the town center expand shopping opportuntiies.
20.1
Abacoa Town Center Revitalization Survey Comments
Although beyond the scope of its contracted services, this study felt such a survey was necessary to gain a general
understanding of the Abacoa’s concerns and desires for the town center.
Recommendation & Implementation Strategy
 This study recommends the A-POA retail a qualified independent third party to accurately survey Abaco’s
residents, businesses and property owners to reliably determine community values and desires.
Survey Results as submitted by respondents:
 I was taken by how dirty the FAU grounds look when driving by. The lawn is overgrown and palm fronds have
been lying around for a long time. We used to bring our guests to town center but no longer do except for ball
games.

The town center might thrive if we closed Main Street auto traffic to allow more street walkers; made
restaurants the town center's overwhelming attraction by adding more restaurants of various types that can
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64.
compete at the same level with similar restaurants anywhere; add a theatre for ADULTS and install some type
of civic facility. Young teenagers without parental control were poison to the business community during the life
of the Crown Theatre, and they added little revenue. Trader Joe's- even by itself- would be a huge draw, but
competition to recruit Trader Joe's is so strong the odds of attracting them are slim.

Thanks for taking our input! What a great opportunity. I think it's great that you are trying to reinvent. Since this
is a family town, kid’s places would be great and we definitely need one main attraction to bring people in.

More and larger anchor stores are needed. Maybe even a Barnes and Noble.

What about small outlet-type stores?

I really would love to see a Whole Foods or Trader Joe's, a boutique movie theater, more restaurants, and more
shopping in the town center. I want nice stores, not stores that would attract low-income crowds.
You are thinking along the right track! Stores and restaurants need to be practical. Think about a CR Chicks in
the town center! Thank you.


I see that you are thinking in the right direction. An anchor or two should bring in commerce. I suspect that you
need to sell the demographics of the Abacoa community, and not the college, since more disposable income
lies in the community demographic.

I think the town center needs more variety for restaurants/bars. The choice of Jumby/JJ Muggs and Rooneys'
gets a little old. And definitely a good breakfast/brunch place that serves Mimosa's/Bloody Mary's! I would also
like a nail salon for mani's, pedi's, eyebrows, that would be nice. A movie theater would be nice or also small
novelty/specialty stores.

Let's get town center booming! It is the best kept secret!

None.

I would love to see some small-scale grocery store, drug store, diner, or post office in the village. Perhaps a
bakery on a small scale or there will be no parking.

Please get more stores, restaurants and bars into the town center. Expansion may not work, as the existing
storefronts are mostly empty. There is no Target between Northlake and Stuart - so that would be a very good
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addition. More community events would be nice too. I'm a single young professional - less interested in family
events and more interested in social events for adults.

PLEASE PUT IN A TRADER JOE'S!!!! It would do sooo well!
Figure 52: 54 percent of respondents would like to see more shops in the town center.

Trader Joe's would be terrific. A scaled-down version of a department store would be fine; just don't want a
large one. Not enough space or parking.

The only time I visit town center is to dine at le Metro Bistro. The town is depressing with its empty storefronts,
noisy sports bars. I would like to see a green grocer, some upscale boutiques, a coffee shop with outdoor
seating, perhaps a gelateria. The physical appearance could be improved. The proposed hotel will help. My
preference: avoid loud and pretentious (i.e. City Place), try for upscale, discreet, sophisticated.

I really hope you all can revive the town center. Abacoa is a family neighborhood and this was supposed to be
the place where all families come together. We need it back. Bring back things that bring families.
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66.

Entertainment opportunities would be nice (indoor laser tag?), something for both kids and adults. There are
enough bars and restaurants in my opinion. A specialty grocer is a good idea as that would attract general
traffic that would benefit surrounding businesses (assuming they could make a profit and survive).

Town center needs more diverse dining.

Would like to see more bike-parking available.

I would love to see the town center include a large water fountain area for mothers to bring small children
during the warmer months like other similar communities. Moms will get coffee, lunch, etc. while children play :)
The town center should also include entertainment opportunities for teens as well, such as a putt-putt golf
complex, laser tag or game room type place. Perhaps you should solicit a business like Congo River Golf.


Based on what I understand of the history of town center, I would not want to see it repeated. Very important
that this project is thoroughly vetted.

Need to expand with small specialty shops, boutiques, gift stores, spas, bar/restaurants.

Poor visibility from Donald Ross and lack of anchor are hurting downtown area. Block parties can help drive
traffic to the area on occasion, but rents likely need to fall further to attract more shops. A market niche might be
to focus towards art district-like businesses (bookstore, art/antiques) in the near term, since most other retail
uses require high traffic.

You got a huge job in front of you; concept was excellent never implemented successfully.

Art galleries, gift shops, and coffee shops would be great. It needs to be a destination where people can stroll
and hang out at a cafe. Keep the noise to a minimum. Rooney's and the motorcycles can be a distraction and a
deterrent. The tattoo shop and the smoke shop are the death of the town center. You might as well forget about
any healthy future by allowing such places. Tacky!

The residential above the commercial should be turned into office or residential owned by the commercial
below. Much of the TC decline can be blamed on the continual complaints of the residents above, resulting in
more and more regulations from the town.

Love to see a great Italian, Mexican or Chinese restaurant. Maybe a Bonefish Grill.
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67.

We would like to see specialty shops, like a Hallmark card store, etc. When we first moved here nine years ago
there were nice specialty shops but they had to leave because of lack of traffic and high rent. An appealing
anchor of some sort, but not too large, needs to move to the town center in order to draw people there.

I would like to be able to purchase my bay. If business owners were able to own their offices or storefronts, they
would have a more vested interest in staying in Abacoa. The rent is very high for anyone starting out,
competing centers offer lower rent.
Figure 53: Over 90 percent of the respondents supported expanding the town center with a green grocery such as
Whole Foods or Trader Joe’s.
 Looking for a larger combination of shops at town center - maybe a Mellow Mushroom, Jersey Mike’s for food
and more local owners at an affordable rent.
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68.

I try to stay away from the regular shops at downtown Abacoa. They tend to be overpriced with mediocre
selection and poor service. The special events are what’s best about downtown Abacoa.

I’m not sure about a large retail shop, it could take away from the local atmosphere that we have here in
Abacoa. A huge retail shop would be more for the town not the Abacoa community. Please no WALMART!!

We need a convenience store again!!!

The survey design does not ask for opinion based upon perceived benefits and drawbacks such as financial
incentives on the expansion of town center. Will more businesses mean lower HOA fees? What is the benefit
of retail development to me as a resident?

There were no geographical definitions of "town center." Is it just Town Center Drive? Abacoa in general?
Certain city blocks?

As a resident, what exactly is town center trying to be? A thriving downtown community with festivals, bars,
and constant pedestrian traffic, or simply a nice residential community in which to live and raise a family?
Years ago, town center was a fun place to visit for drinking and movies, but not a fun place to live because of
constant noise and drunks. Now it is a nice and relatively quiet place to live without as many undesirables
coming through the area. As a resident, I prefer a quieter community to live in over a hopping downtown area.

The most obnoxious part of living on town center is the noise emanating from the outside portion of JJ Muggs
late at night, and the weekend festivals where the amphitheater is used and the sound penetrates the walls
all weekend long.

I also support the development of non-invasive businesses such as a gym or other business that will attract a
good type of person as opposed to drunks, loitering juveniles, and other undesirables.

I would definitely like to see a green grocer (especially Trader Joe's), bakery, meat market, etc. in downtown
Abacoa. Also, I think more child-friendly restaurants, instead of "bars" would attract more people. Currently, I
don't feel the need, as a young family, to go to the town center unless there is a community event.

Abacoa needs a place where you can buy organic fruits and vegetables & meat at reasonable prices. That is
what I would like to see come to town center.
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69.

(Trader Joe's) great idea!

A grocery store would greatly enhance traffic to the town center.

Target was listed twice on Q#12.

Would love to see a Target and Dunkin Donuts or Starbucks in town center.
Figure 54: Forty-three percent of respondents were opposed to a department store opening in the town center, but 55 percent
supported a discount department store such as Kohl’s, Target or even Wal-Mart (6.7%). Thirty percent supported a full service
department store such as Macy’s or Saks 5th Avenue.

I think a movie theatre would also be great.

My wife shops at Kohl’s, Ann Taylor, Chico's & Macy’s.
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
Mostly Nordstrom’s. The town center should not have chains-Just small independent but High Quality shopsunusual things. We loved Gallery 5 but they had to leave too--there weren't enough people then. Or was that
Gallery E? Both are good. TRADER JOE WOULD BE WONDERFUL, but a small gourmet shop would be nice.

We prefer to go to downtown at The Gardens, more people, more exciting experience, a movie theater, shopping,
etc... Also laid out in a fashion that is easy to get around to everything...Abacoa is just one street, with three
restaurants.

I was excited to hear that Marriott will be building a hotel in town center. Bring back a movie theater, add a
Dave & Busters, bring an anchor store. Have an Oktoberfest, have a weekly concert at the amphitheater during
the season. (example: Google Rocking on the River, Cuyahoga Falls, Ohio) Bring back the block parties. Have
a New Year’s Eve party. Revitalize town center! It is very sad to see what town center has become compared to
what it was six to nine years ago!

No comment.

You forgot Bealls, such a nice department store, good luck with making improvements.

I do not like to see two empty streets, town center and Main. While I realize there are not enough small
businesses that could survive there, it would be better to change the small shops on main street to something
else, move the restaurants already to town center and make the Town Center Drive busy, busy, busy, one full
street is better than two empty ones.

The center needs a very strong magnet with better parking. Trader Joe's might be the draw and then develop a
theme around healthy enrichment goods and services. Abacoa is already on track as an eco-friendly
community. Why not try to expand on that into a health-conscious shopping and entertainment center?
Bringing in any of the department stores listed in question 12 would be a bad idea except for a Super target,
most people will just go to the mall, nine West would not last in Abacoa, and neither would the rest.


Need a Brooklyn Bagel or similar place and most certainly a place for mothers with young children to hang out
during the day, or even another venue for JTAA sports to be held like a basketball court.

I do not support the return of a movie theater - it caused many complaints last time with loitering by teens. I also
do not support the addition of any more housing in the immediate vicinity of downtown. It will make a tight
parking problem worse and the additional residents will complain about the commercial activity.
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
Would like to see a bookstore, a barber shop and a drug store at a minimum.

Let’s bring back the town center to the way it was 12 years ago when it was growing and there was an
excitement about it. Now I feel sad when I walk into it. It reminds me of some forgotten place.

I would love to see town center expand as long as the stores can remain occupied with businesses.

Parking I believe is one of the bigger issues with town center; in the past the stores were more pop in and out
places. Also parking for residents was poorly designed. I lived there for five years and still own a condo but
unless the parking is well thought out and planned I don't think it will improve. Also need an anchor that makes
it a place that people of all ages and families will go to any time of day. Also seems like clientele has declined
due to the type of bar scene.

Please stay away from department and/or clothes stores in Abacoa. Focus on entertainment and dining.

I don't go downtown to buy clothes. A good grocer would be interesting.

More independent shops, and bring back Starbucks, or a coffee house.

Would like some type of grocery and/or convenience store. I reside on Town Center Drive, and would love to be
able to just walk a minute or two to get last minute necessities/essentials.

Miss the movie. Theater and plays missing.

Town center needs an anchor store like Trader Joe's or possibly Target, and parking is not good if you don't like
garage parking.

Wish parking was better. Maybe valet parking would help! I see it used at Downtown and it's a huge success. I
don’t mind parking in garage for games or movies. But to have to be challenged to park for dining, is not my
thing. Not worth doing all that. If it weren’t for (losing the) movie theater and a few great bars/restaurantsDowntown would not have made it. They have lots of fun, inexpensive stores to go thru. Never liked the high
end stores in the past. After you walk thru once, never did again. Our community needs moderate or bargain
priced stores like Target/Walmart/Bealls/Swoozies. Was disappointed to learn at town annual meeting that we
don’t get any money to host Arti-Gras. I wonder if we get any money for Italian Fest? It seems like poor
business strategy to have a venue like that and only profit by the restaurants doing a little better. We need
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revenue from those events to help offset costs of keeping our town center going. Big mistake. Hope that is
corrected. That shocked all of my Abacoa neighbors. Very disappointed in that choice by our leaders. Thank
you for all your efforts. Hoping the new hotel and possible movie theater will turn things around. You can’t be a
City Place but you can think and develop plans similar to it. There is nothing wrong with having young
adults/teens socializing- it is controlled at City Place and Downtown. I know it was a problem in the past when
we had the movie theater. Times have changed.

Thank you for doing this.

I also do not like the parking on Town Center Drive and lack of good signage for stores.

Question not relative to objectives of survey. Suffice to say, we have all the above-mentioned shopping stores
available to us within a few miles from us-we don't need more box stores or franchise shopping.

I would love to see the fountains turned into an interactive water feature (Palm Beach Zoo and Clematis are
examples). I have three children and would bring them regularly. While enjoying playing we would also buy
lunch, ice cream, and/or Starbucks. This is a great way to attract children and their parents.

I have lived in Abacoa for three years now and I absolutely love everything that the community has to offer. I'm
lucky to live next door to the town center where I can walk to bars, restaurants, and the stadium whenever I
want to. It's a great place to live with constant buzz and fun activities going on.

Wish the movie theater were still here! :)

Better access to parking garage. Would like to see the city, golf course, & baseball stadium have a unified effort
to the development & promotion of the town center. Would like to see businesses, restaurants offer discounts to
Abacoa residents. This may encourage residents to visit more often. Would like to see music entertainment
during dinner and after dinner either at a specific restaurant, or in a common outdoor area. Would like to see a
"celebrate Abacoa" day. All merchants/restaurants, golf course, baseball stadium, on display and have special
offers, samplings, to promote Abacoa itself to all residents of Abacoa. During this day, community event
information could be shared. I realize most of this is on the web site, but this idea would be more personal &
inviting and an opportunity for the community to come together.

Let’s do this...what a great place to live!
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73.

Town center is a wonderful place to live. My only suggestion would be to provide small startup vendors the
opportunity to rent space at a reduced rate until their business starts to catch on.

I live in New Haven, the "other" Abacoa. I would visit town center often if it were possible to walk across Military
Trail. Drivers do not stop for us older and slower walkers. It is even dangerous to ride a bike to the town center.

The town center needs a Duffy’s or Food shack, Starbucks, a movie theatre. It is a family area, not super high
end boutique like atmosphere. A green market and Starbucks would be nice. Nature’s Way was great when it
was there. Love the outdoor movies and music nights. great idea, great place, safe, but just hasn’t thrived since
inception.
Should be more open ended and multiple answer questions; we have no problem using structures when
parking is tight; need anchor store; no art / gallery shop; inadequate bike racks.


It's a start, let's make a difference and start by buying out the residence units above the stores at town center
and convert them to offices for small business professionals. This will keep flow of professionals in our town
center and promote growth and positivity.

Trader Joe’s or Target would certainly bring shoppers to the town center but I think parking would be a problem.

Please bring back the Movie Theater to the town center.

Delray's Atlantic Avenue is a good mode!

Make town center a destination people would be attracted to like City Place, on a smaller scale.

Need a draw to get people to visit the dining and shops. The theatre was the draw.

Item 12 also Nordstrom and Bloomingdales.

I miss the movie theater!

It seems like an awful lot of businesses come and go quickly. I am assuming the rent must be sky-high. Our
daughter's ballet school, which we chose because of its location, has recently relocated and that was a
disappointment. Losing the movie theater was a huge loss to the downtown area of Abacoa as well. I suppose
my advice would be to value the businesses that they do have more and work on retaining that business... As
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74.
well as bringing back the theater! The Movie Theater had that place so packed with people on the streets every
night and made it into a full night destination. Good luck!

Do whatever needs to be done to get town center going again!!

It is discouraging to enjoy a place like Das Dog, and Suzy's, and then have them move someplace else.
Something is wrong with management of town center when you cannot keep the good things that you have, and
it discourages us who "used" to come to the center more often. Why do some businesses only last a year or so,
and then leave?


Used to visit in town center now all are gone: Gym, ice cream shop, Sam Jon's hair salon.
Bring in quality things, not junk. More choices of eateries. Would love to see shops that carry unique home
goods…

Would ride bike to town center but not any bike racks where there should be some. The center is too far to walk
and shop but is ideal distance for cycling.

Bring back Starbucks and a cafe like Nature's way or Cafe Sole.

A wine bar or Mexican restaurant.

Please bring back a place like Go VAN Gogh where you can do crafts with friends.

We also need more secure bike racks.

A fitness studio or gym would be awesome.

Many of the stores that failed were poor choices for this location.

We love living here, walking down to events at the fountain, etc.

I would LOVE to see a revitalization of the Abacoa Town Center! Bring in some unique restaurants, (ethnic foods, etc.), and
some great shops - a mix of local owners and franchises.

Need a movie theater again or fine arts theater to survive.
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75.

We used to have our monthly book club meetings in the community center room set up in town center. It was
closed because all the spaces were rented. Bring back a community center for adults and children.

It needs a coffee and bagel/pastry shop with some tables, a great bakery specializing in birthday cakes, real
estate office. Movie & hotel should help.

A Trader Joe's would be a draw and maybe a lamp store, sports store and picture store - a variety of shops for
a variety of people.

Open a 7-Eleven, 24 hr. store - it only makes sense especially with the college and research facilities and the
Marriott opening up.
Figure 55: The FAU’s crescent-shaped park located along the south edge of Main Street (above, left) is ideal for in-fill mixed-use development. View of
underutilized FAU campus above, right.
21.0
Limits of Study
No responsibility is assumed for inaccuracies in reporting by the client, its agent and representatives or in any other data source
used in preparing or presenting this study. This report is based on information that was current as of December 15, 2012, and
this study has not undertaken any update of its research effort since such date. This report may contain prospective financial
information, estimates, or opinions that represent this study’s view of reasonable expectations at a particular time, but such
26 March 2013
76.
information, estimates, or opinions are not offered as predictions or assurances that a particular level of income or profit will be
achieved, that particular events will occur, or that a particular price will be offered or accepted. Further research, analysis,
planning and design are recommended prior to implementing any of this study’s observations and recommendations.
Actual results achieved during the period covered by this prospective financial analysis may vary from those described in the
report, and the variations may be material. Therefore, no warranty or representation is made by this study that any of the
projected values or results contained in this study will be achieved.
This study should not be the sole basis for designing, financing, planning, and programming any business, real estate
development, or public planning policy. This study is intended only for the use of the Abacoa Property Owners' Assembly and is
void for other site locations, developers or organizations.
-- END OF ANALYSIS -
26 March 2013
77.
26 March 2013
78.

Abacoa Town Center

Transcription

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