Annual Report to Downtown Property Owners

Annual Report to
Downtown Property
Owners 2015
Downtown Boca
May 15, 2015
Boca Raton
Community Redevelopment Agency
201 W. Palmetto Park Rd, Boca Raton, FL 33432
561-367-7070
LIST OF PRINCIPAL OFFICIALS
Chairman
Scott Singer
Vice-Chair
Jeremy Rodgers
Board Commissioner
Susan Haynie
Board Commissioner
Michael Mullaugh
Board Commissioner
Robert S. Weinroth
Executive Director/City Manager
Leif J.Ahnell
Deputy City Manager LIST OF PRINCIPALGeorge
S. Brown
OFFICIALS
Assistant City Manager
Michael Woika
City Attorney
Diana Grub Frieser
City Clerk
Susan S. Saxton
Financial Services Director
Linda C. Davidson
Downtown Manager
Ruby L. Childers
Special Projects Manager
Stephen Timberlake
TABLE OF CONTENTS
Page
Introduction……………………………………………………………………………………………......1
The Last 12 Months……………………………………………………………………………………..2
Approved Projects Yet to be Constructed…………………………………………………….3
Activities and Accomplishments…………………………………………………………………..5
Transportation Demand Management…………………………………………….…………..7
Parking……….………………………………………………………………………………………..….....9
Development Order Status………………………………………………………………………...11
Amendments to the Development Order……………………………………………….....17
Status of Infrastructure Improvements……………………………………………….....….18
The Next 12 Months……………………………………………………………………………….….19
Summary……………………………………………………………………………………………………20
INTRODUCTION
The Rules of the Boca Raton Community Redevelopment Agency (Agency) provide that an annual
report be prepared for all Downtown property owners. The purpose of the report is to convey to
Downtown property owners information concerning Downtown Redevelopment and the status of the
Amended Downtown Development of Regional Impact Development Order (Development Order),
Ordinance No. 4035.
The Development Order is the controlling land use document in Downtown Boca Raton. Understanding
the Development Order and the status of the Development Order is fundamental to understanding the
rights of Downtown property owners and the protections afforded the general public with respect to
the impact of Downtown development. Compliance with the requirements of the Development Order
enables the City of Boca Raton (City) to continue to issue building permits and Certificates of Occupancy
for new development in the Downtown.
This report is the fourteenth Annual Report prepared for Downtown property owners. It is primarily
based upon the information contained in the Downtown Development of Regional Impact (DDRI)
Monitoring Report filed with the Treasure Coast Regional Planning Council in March 2014. The DDRI
Monitoring Report reflects development activity in the prior 2 year period and the status of the
infrastructure facilities necessary to support the development contemplated by the Development
Order. (Effective March 2012, the DDRI report is filed on a biennial basis rather than annually.) The
activity reported to Downtown property owners was changed to March 1, 2014 through December 31,
2014 for a calendar year reporting period. (This resulted in a reporting period of 9 months.)
In addition, the annual report to property owners provides an opportunity to bring important events
affecting the Community Redevelopment Area (as shown on Map# 1) to the attention of all property
owners. Also included are activities and accomplishments such as marketing and special events and the
continued research and analysis of funding opportunities from a Business Improvement District (BID)
for the Downtown.
Two major and two minor development approvals and four revisions to previously approved projects
were issued in the Downtown within the reporting period. Four projects are under construction and we
anticipate that two may apply soon for a building permit, both expected to be under construction in 6
to 12 months. Major construction activity is expected to continue over the next 12 months.
Of the more than 8 million square feet authorized development in the Development Order, only 18
percent remains to be approved. (Over the past 9 months, a reduction in office and retail office
equivalent square feet and an increase in residential units approved resulted in an increase in
available office equivalent square feet of development to be approved.) Property owners should be
aware that depending upon the rate of project approvals and construction, this inventory of yet to be
approved development could be exhausted within a few years.
Several additional documents are available to assist Downtown property owners and the general public
in understanding the Development Order, the history of the Agency, and the Downtown Special
Assessment. These documents are located on the City’s web site at www.myboca.us/cra.
1
THE LAST 12 MONTHS*
INDIVIDUAL DEVELOPMENT APPROVALS
Individual Development Approvals are the basic development approvals under which Downtown
projects can then apply for and receive building permits. Some Individual Development Approvals are
small and involve only a single building, which is completed within a year, while others are large multibuilding projects which may take five to ten years to complete, such as Mizner Park or Royal Palm
Place.
During the period, March 1, 2014 through December 31, 2014*, the Agency granted one (1) additional
Individual Development Approval as follows:

CRP-08-03 Hyatt Place to a hotel with 200 rooms and 8,000 sq. ft. retail high (restaurant) at
120 E Palmetto Park Road.
The outstanding amount of development in approved Individual Development Approvals, yet to be
constructed, is itemized in Chart #1 and depicted graphically on Map #1 in the next two pages. During
the period, March 1, 2014 through December 31, 2014, four (4) building permits and two (2)
certificates of occupancy were issued. Based upon the rate of construction activity for the past year,
this inventory may not be sufficient for continued construction activity in the Downtown in the
upcoming years.
* NOTE: Reporting period was changed to calendar year period ending December 31.
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APPROVED PROJECTS YET TO BE CONSTRUCTED
CHART #1
Individual Development
Approvals
Tower 155
Descriptions
 192 Residential Units
133-199 E Boca Raton Rd
Archstone
(Palmetto Promenade)
349-425 E Palmetto Park Rd
Hyatt Place
120 E Palmetto Park Rd
Boca Lofts
30-40 SE 7th St/33 SE 8th St
 13,448 Sq. Ft. Retail
 378 Residential Units
(currently under construction)
 8,000 Sq. Ft. Retail High
 200 Hotel Rooms
 229 Residential Units
(currently under construction)
PHASE 1
Via Mizner
700-998 S Federal Hwy
TOTALS
3
PHASE 2 & 3
 41,706 Sq. Ft. Retail
 5,499 Sq. Ft. Office
 13,593 Sq. Ft. Retail High  118 Hotel Rooms
 84 Residential Units
 366 Residential Units
(currently under construction)




5,499 Sq. Ft. Office
76,747 Sq. Ft. Retail
318 Hotel Rooms
1,249 Residential Units
LOCATIONS OF PROJECTS
MAP #1
4
ACTIVITIES AND ACCOMPLISHMENTS
With the help of City staff, marketing and related programs have remained constant to assist tenants,
improve input to the Agency, and continue implementation of the marketing program, and special
events by the hiring of a full time Downtown Marketing Coordinator. Department activities and
programs completed in the last year include:
5
1.
Continued oversight of the Downtown Boca Raton Advisory Committee of ongoing issues,
including the design regulations and parking.
2.
Continued support and facilitation of the Business Improvement District (BID) Steering
Committee research funding alternatives for enhancing downtown, including:
marketing/promotion, transportation/shuttle and parking options in a possible downtown BID.
The committee coordinated with South Florida Regional Transit Authority for a grant to update
the shuttle feasibility study for downtown.
3.
Continued implementation of strategic initiatives for branding and marketing Downtown Boca as
a destination including updates to the Downtown Boca dedicated website.
4.
Continued to provide after-hours updates to the Downtown website and related social media
(Facebook and Twitter) for business and event activities relating to creating a sense of place in
Downtown Boca and ensured timely and accurate information.
5.
Processed a Notice of Proposed Change (NOPC) to amend the Downtown Development Order to
modify a transportation related condition and improvement by the removal of the requirements
for improvements at the intersection of Camino Real and South Dixie Highway.
6.
In July, 2014, staff prepared and presented to the CRA options for Development Process
Improvement inside the Downtown. In February, 2015, staff presented an update to the Agency
and was directed to obtain additional input from the P&Z and CAB boards regarding a new
“Consent Agenda” process for minor modifications to previously approved IDA’s within 10% of
building envelope or a maximum of 10,000 sf. The new consent agenda process will expedite
processing by no longer requiring P&Z and CAB review, only CRA approval for minor
modifications within this threshold. In March, 2015, staff presented an update from the P&Z and
CAB boards general consensus. Staff was then directed to proceed with the implementation of
documents for Development Process Improvements within the Downtown, anticipated for City
Council consideration in Summer/Fall 2015.
7.
Staff assisted with processing an amendment to the DDRI/DDO to modify Downtown Quality
Development Regulations by deleting the minimum parcel size (2.0 acres). In January 2015, the
Agency recommended approval and the City Council approved the amendment as modified to 1.2
acres.
ACTIVITIES AND ACCOMPLISHMENTS
8.
Staff presented short term, intermediate and long term options for Downtown parking in July
2014. Staff was directed to continue short term and certain intermediate efforts including
additional staffing, signage and automated systems. Overall, customer parking has improved,
mostly in the Sanborn Square area. However, other areas (Royal Palm Plaza and Trader Joe’s
areas) remain constrained during peak hours (lunch and evenings).
9.
Completed Downtown Reports: the Annual Report under 163.356(3)(c) Florida Statutes; and the
13th Annual Report to Downtown Property Owners to ensure the Agency and the City remain in
compliance with statutory requirements.
10.
Continued to assist the City in the implementation of the Traffic Demand Management Ordinance
in the Downtown.
11.
Held the 4th Annual “Meet Me On The Promenade”, a Downtown Boca signature event, with
over 10,000 attendees in celebration of the “Promenade”—the link and connector of the
downtown from north to south.
12.
Held the 3rd Annual “Brazilian Beat”, honoring Brazilian Independence, in partnership with the
Brazilian Consulate, PBC Convention & Visitors’ Bureau and community partners, bringing
thousands of attendees from Boca and beyond.
13.
Continued weekly Fitness Programming, Saturday’s@ Sanborn that offers “Free” fitness classes
from Yoga to Capoeira dancing every Saturday morning in Sanborn Square Park. The size of
classes continues to grow, and participants tend to stay and enjoy the Downtown after their
classes.
14.
Administered the terms of the Mizner Park Publicly Owned Area (POA) maintenance contract.
15.
Coordinated with Mizner Park on the completion of an as-built survey of the current structures
and lease lines.
16.
Initiated a redesign of the DowntownBoca.org website which launched in summer 2014.
17.
Finalization of Agreement with UF for facilitator and data analysis services for the Business
Improvement District (BID) process and obtained the Agency’s approval of contract.
Many of the benefits of these activities and programs are visible in the Downtown.
6
TRANSPORTATION DEMAND MANAGEMENT (TDM)
Sections 23-243 through 23-250 of the City Code of Ordinances requires Downtown locations which
employ more than 50 employees and residential developments with more than 30 residential units and
properties that contain two or more uses with shared common parking facilities to implement a
Transportation Demand Management (TDM) Plan. This plan should include, but not be limited to, flex
time, compressed work weeks, telecommuting, carpooling and van pooling, use of transit, and walking
and bike riding to name a few. Additional information on the TDM requirements may be found by
visiting www.bocatmi.com.
All existing downtown locations that meet the above threshold should have the following:
1. A designated individual that acts as the Development TDM Program Coordinator. This person is
the contact person between the Development and the City and monitors all TDM Program
activities for the Development, disseminates information and acts as a resource of information
for employees and/or residents.
2. Reserved priority employee parking (car pool) spaces for qualifying multiple occupant vehicles.
3. Facilities for the posting of Transportation Management Demand (TDM) Program Information in a
location that is readily visible to employees. This is an area that is used to supply employees
and/or residents information about bus and train schedules, South Florida Commuter Services,
name and phone number of the Development TDM Program Coordinator and information on flex
time and compressed work weeks.
4. Sheltered, secure facilities for storage of bicycles in accordance with the numerical requirements
of Section 28-1655, Code of Ordinances. Sheltered, secure facilities for the storage of bicycles
shall mean an area that is covered and provides security by means of a locked gate or door or
provides an area that is monitored to assure no theft or damage occurs to the bicycles.
5. The availability of meaningful incentives to the employees in the existing development who make
work trips by modes of transportation other than single occupant automobiles.
6. Provide or cause to provide on-site availability of public transit tickets for one or more of the
existing public transit providers.
7. Provide an Annual TDM Report to the City on January 15th of each year, describing in detail the
TDM program implemented for the development.
Approximately 60 sites in the Downtown have more than 50 employees, 30 residential units or mixed
uses with common parking areas. While a number of these sites have provided the necessary
information, some existing sites have yet to submit an Annual TDM Report. As part of the site’s TDM
Program, the property must submit an annual report and include a narrative/summary as an
attachment to the report. The report should outline the elements, strategies, and incentives of the
property’s TDM program during the previous year. In addition, the Annual Report is used to identify
the property’s TDM elements, strategies, and incentives proposed for the next year. Owners of these
sites are urged to contact Andrew Meyer, City of Boca Raton TMI Administrator, at 561-416-3375,
email [email protected] or contact Joy Puerta, City of Boca Raton Transportation Analyst, at 561415-3410 or email [email protected] for guidance and direction.
7
TRANSPORTATION DEMAND MANAGEMENT (TDM)
In an effort to assist the site in accurately completing the required Annual TDM Report and
narrative/summary, the following outlines some key elements that should be included:
1.
Identify any campaigns, promotions, programs established, marketing initiatives, and events that
were performed during the year and provide supporting materials that were distributed to
promote these items.
2.
Include information on existing carpool parking and bicycle registration at the property; including
the management and promotions of these facilities.
3.
Include information on the meaningful incentives provided, such as financial incentives and
subsidies offered to employees/patrons/residents that encourages alternatives to driving alone
and/or using alternative modes of transportation.
Compliance with the TDM Ordinance is necessary to avoid code enforcement action and is fundamental
to the continued development of the Community Redevelopment Area and the benefits that continued
development provides Downtown property owners and businesses.
8
PARKING
Valet parking service and the towing of vehicles in the Community Redevelopment Area continue to be
a problem. In many cases, valet services, the installation of parking gates and the reservation of spaces
continues to occur without required approvals and are inconsistent with underlying development
approvals, requiring appropriate code enforcement action. Valet service, the installation of parking
gates and the reservation of parking spaces must all be pursuant to a comprehensive plan reviewed by
the City to ensure compliance.
In addition, towing signs are posted throughout the Downtown that limit parking certain hours
throughout the day. This limitation can adversely affect the overall Community Redevelopment Area
and force adoption of additional parking regulations and/or force the construction of hundreds of
unnecessary parking spaces. The Agency and all property owners need to work towards implementing
shared parking downtown. This will improve the parking experience for Downtown visitors and
residents.
As downtown construction is extremely active with five (5) large scale residential and mixed use
projects and the elimination of a parking lot open to adjacent businesses and the public, combined with
the restriction of mixed use parking garages to the public, some on-street parking became unavailable
for the public. Multiple complaints were received from Downtown business and property owners,
asking for enforcement of construction employee parking and time limits for on-street spaces to ensure
customer parking.
City staff continued efforts to monitor downtown parking, in collaboration with businesses and
property owners regarding performance of time-limited parking signs to encourage turnover of
available on-street public parking spaces. A third area (SE 8th and SE 9 streets around Trader Joe’s
grocery store) was added to the previous high priority areas, (Sanborn Square and Royal Palm
Place/South areas). Implementation of the short term 90-day plan yielded success in providing onstreet customer parking. Ticketing of timed violations resulted in over 200 citations with violations
remaining steady. Implementation of updated, consistent signage and an automated enforcement
program are expected by the end of the September 2015.
Under the Development Order, all property owners have benefited from reduced parking requirements. In
the Downtown, the retail requirement of four (4) spaces per 1,000 sq. ft. of building is 30 percent lower than
the rest of the City and most other requirements are 10 percent less than the rest of the City. In addition,
most sites have further reduced their parking requirements through the use of the shared parking analysis
available in the Downtown.
To a large extent these reduced parking requirements are justified based upon occupants of a car parked at
one location visiting several uses at that site and other sites. Literally every business in Downtown has
benefited from this behavior. The unnecessary towing of vehicles in the Downtown discourages this
behavior.
9
PARKING
As a general practice, the usage of 24-hour blanket signage regarding the towing of vehicles should be
avoided. Ideally, towing should be reserved for vehicles which are abandoned or represent a hazard.
Individuals who visit Downtown to spend money, visit several shops and businesses or enjoy concerts
should be treated as invited guests.
It is the goal of the Community Redevelopment Agency, and hopefully all property owners and
businesses, to do everything they can to ensure that every visitor to the Downtown has a safe,
enjoyable experience. Taking a reasoned, common sense approach toward valet parking, reserved
parking and the towing of vehicles parked on your property, as well as eliminating the construction of
gates is fundamental to achieving this goal. Valet parking, the construction of gates, and the
reservation of parking spaces, when they do occur, must be done pursuant to plans reviewed by the
City and approved by the Agency.
10
DEVELOPMENT ORDER STATUS
Since adoption of the original Downtown Development Order in March 1988, 113 projects have been
granted some type of development approval. Completed developments include both mixed-use and
single-use projects with retail uses, cinemas, restaurants, office uses, residential apartments and
condominiums. These projects have established the viability of a wide range of development types and
uses in the Redevelopment Area. The status of the Redevelopment Area in terms of approved, under
construction and built development is shown on Map #2 on the following page.
11
DEVELOPMENT ORDER STATUS
MAP #2
12
DEVELOPMENT ORDER STATUS
CHART #2
Currently, there is an inventory of 578,161 square feet office, 472,177 square feet of retail, 365 hotel
rooms, and 3,383 residential units which have been granted Individual Development Approval and are
yet to be constructed (including those currently under construction). Yet to be approved is
approximately 1.5 million square feet. This inventory should be sufficient for continued construction
activity in the Downtown for the next few years. The inventory of redevelopment yet to be approved
under the Development Order could also be exhausted within the next few years.
Total development under the Amended Development Order is controlled in terms of office equivalent
development. Office equivalent development is the number of square feet of office development
necessary to generate the same number of peak hour vehicle trips as the proposed development.
Using this definition, it is possible to convert all development into office equivalent development. The
status of the Amended Development Order in terms of office equivalent development in Chart #2 is as
follows:
A total of 8,043,440 square feet of office equivalent development was authorized in the Amended
Development Order. Of this total amount, 2,681,453 square feet of office equivalent development
remains of the development that existed at the time of the Amended Development Order in 1992.
13
DEVELOPMENT ORDER STATUS
CHART #3
Since approval of the Development Order, 2,739,688 square feet of net office equivalent development
has been built. An additional 1,173,286 square feet of office equivalent development has been
approved and is yet to be built. This leaves 1,449,012 square feet of office equivalent development yet
to receive some type of approval. The amount of remaining development increased from last year’s
report due to the expiration of a large scale project (Royal Palm Place) approved in Subarea D. Once a
project expires, the development rights return back to the subarea.
Due to an increase in residential units and a reduction in office and retail use approvals, the 1,378,078
square feet of office equivalent development yet to be approved reflects an increase over last year
(which was 1,348,170 square feet). This remaining amount of square feet of office equivalent
development in the Downtown is depicted graphically in Subarea Status Chart #3 below and shown on
Map #3 on the following page:
As indicated previously, this inventory of available office equivalent development yet to be approved
could be exhausted within the next few years. As the Downtown continues to develop, the approval of
additional projects in subareas that do not have sufficient office equivalent development remaining to
grant the approval will increase. Approval of these projects will require transfer(s) of authorized
development from another subarea(s). Lack of sufficient development remaining to approve new
redevelopment projects is currently an issue in Subareas C, E and F. This will become an issue in most
other subareas in the near future. The transfer process, used to overcome this issue in the past,
requires a detailed impact analysis. This analysis must determine the extent to which the transfer
between subareas alters the public facility needs established in the Development Order.
14
SUB AREA MAP
MAP #3
YET TO BE APPROVED
OFFICE EQUIVALENT
15
SUBAREA
SQUARE FEET
A
B
C
D
E
F
G
350,644
117,154
88,104
502,044
91,616
708
295,291
DEVELOPMENT ORDER STATUS
In addition, the Rules of the Agency provide a more extensive review process and additional
considerations in reviewing projects with transfers. Included in these considerations are:

The need for redevelopment of the proposed property;

The impact of the transfer of development on the subarea from which the transfer is made and
the subarea receiving the transfer in terms of the need for redevelopment of that subarea;

The impact of the design of the project;

The impact of the transfer of authorized development on required infrastructure in the
Downtown and any mitigation proposed by the applicant; and

The economic and financial impacts of the Individual Development Approval and transfer of
authorized development.
Projects requiring transfers affect both the subarea receiving the transfer and the subarea from which
the transfer is coming. Prior to approving a transfer, a notice concerning the transfer is posted on the
property, published in the newspaper and mailed to property owners in both the subarea receiving the
transfer and the subarea from which the transfer is being made.
16
AMENDMENTS TO THE DEVELOPMENT ORDER
On January 13, 2015, Ordinance 5289 amended the Amended Development Order by modifying the 2.0
minimum acre requirement to 1.2 acres for projects building under the Interim Design Guidelines (IDG).
On February 10, 2015, Ordinance 5295 amended the Amended Development Order by eliminating a
transportation condition for unnecessary traffic improvements at the intersection of Dixie Highway and
Camino Real. The amendments did not constitute a substantial deviation requiring further Development
of Regional Impact review nor did they require a notice of proposed change in compliance with Section
380.06 Florida Statutes. No other amendments were made during the past year.
17
STATUS OF INFASTRUCTURE IMPROVEMENTS
Under the Development Order, the ability of the City of Boca Raton to continue to issue building permits
and Certificates of Occupancy in the Downtown is tied to the approval contracts for infrastructure
facilities, the substantial completion of infrastructure facilities or other actions. The infrastructure
facilities were broken down into 25 specific projects and organized into a comprehensive infrastructure
program known as the Visions 90 Capital Improvements Program. Each of those projects provided a
portion of the roadway, water, sewer, drainage and/or beautification facilities necessary to support
Downtown Redevelopment.
All of those projects including the infrastructure facilities were completed as necessary to issue building
permits and Certificates of Occupancy for up to 4,000,000 square feet of office equivalent development.
As of December 31, 2014, 3,000,982 square feet of net office equivalent permits have been issued and
2,426,877 square feet of net office equivalent have been granted Certificates of Occupancy.
The completion of all Visions 90 projects finalized the public portion of the Capital Improvements
Program. Improvements south of Palmetto Park Road have been approved and will be implemented as
part of private development projects. As described in the Master Plan Update future Downtown
infrastructure improvements will primarily be enhancements to the public realm creating an inviting
pedestrian oriented, walkable and cohesive Downtown.
These improvements will likely include
improvements to slowdown and tame traffic, to enhance open space between buildings and streets, to
link areas with inviting pedestrian streetscapes and crossings, and to enhance parks and other open
spaces. The intended result of these improvements will be the creation of a pedestrian friendly,
walkable and cohesive Downtown.
In order for the public and private sector to build these enhancements, changes need to be made in the
Florida Department of Transportation (FDOT) design guidelines for Federal Highway and in the
Downtown transportation design guidelines in the City. FDOT Guidelines can be modified through the
FDOT Transportation Design for Livable Communities (TDLC) Program. Through the TDLC Program a
community can modify FDOT Guidelines so as to better fit the needs of the community. In the case of
the Downtown this means changes which will lower the speeds on Federal Highway, improve
landscaping, provide for buffering of sidewalks and pedestrians from traffic, less pavement, fewer turn
lanes, and better pedestrian crossings.
In 2011, the Agency determined the TDLC Approach with four lanes as the preferred approach for
Federal Highway and downtown. A draft design standards manual was completed and presented to the
Agency in October 2012. Upon the Agency’s review of these guidelines, it was determined that
pedestrian-friendly features for new redevelopment projects will include: wider sidewalks, design speed
reduction, elimination of selective right turn lanes, typical street cross-sections; intersection or
pedestrian crossing treatments; bus bays, bus stops and bikeway treatments; street furnishings and
street tree options.
18
THE NEXT 12 MONTHS
The next 12 months may be just as active in terms of development and possibly continue to be more
active than in this reporting period in terms of major development construction. During the next
reporting period the following activities and events are expected:

Continuation of monitoring the status of the DDRI for compliance;

Issuance of permits and certificates of occupancy for additional major development in the
Downtown;

Continuation of enforcement and monitoring of public on-street parking spaces and coordination
with downtown businesses regarding effectiveness of short-term enforcement measures, and City
Council direction on long-term options, including a parking facility(s);

Continuation of best use of resources in partnership with the City Special Events team for
community and Downtown special events comprehensive and collaborative program, including the
City’s amphitheater at Mizner Park;

Completion of redesigned DowntownBoca.Org website enhancements, including advertising
opportunities;

Continuation of marketing strategic initiatives and business outreach through signature events
(Brazilian Beat and Meet Me On The Promenade), DowntownBoca.org website and social media
opportunities;

Continuation of Downtown Marketing Forums assisting Downtown businesses and encouraging the
creation of a Downtown Business Association;

Continuation of research and facilitation of the Steering Committee towards completion of an
Action Plan with recommendations on pursuing a Business Improvement District (BID) for
Downtown as a funding alternative for Downtown improvements including: Promotion and
Marketing, Transportation/Shuttle system, and Parking options;

Completion and adoption of a Pattern Book for making a distinctive, interconnected and pedestrian
friendly place in Downtown Boca pending City Council direction; and

Approval by FDOT of application for the TDLC program on Federal Highway to tame traffic and
create a unique pedestrian environment along Federal Highway pending City Council direction.
These activities and events can only be fully achieved with the support and participation of the City,
Downtown property owners, stakeholders, tenants and the general public.
19
SUMMARY
The overall development activity in Downtown Boca Raton has remained steady during the past year*.
Of the more than 8 million square feet authorized in the Development Order, only 18 percent have yet
to be approved as part of a specific project. Property owners should be aware that depending upon the
rate of project approvals, this inventory of yet to be approved development could be exhausted within
the next few years.
The Agency continues to be in compliance with the provisions of the Development Order. The next
Biennial Status Report is due March 2016. Under the Development Order, all of the infrastructure
improvements necessary to issue permits and Certificates of Occupancy to the 4,000,000 square foot
level of office equivalent development were completed. While construction activity and project
approvals have reached the 3,000,000 square foot office equivalent threshold, issuance of building
permits for new construction and Individual Development Approvals will continue subject to availability
of capacity within the next threshold of 4,500,000.
The Agency and the City continue to provide programming of activities and events over the next 12
months to encourage a vibrant and active Downtown. These programs need the support and
participation of property owners, tenants, stakeholders and the general public to continue to be
successful.
(*NOTE: The reporting period was changed to a calendar year ending December 31. The timeframe for
this report includes 3/1/14 to 12/31/14.)
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