CRA MAster Plan

INLET HARBOR

CITY OF RIVIERA BEACH

REDEVELOPMENT PLAN

MODIFICATION

2001

MAYOR Michael D. Brown

City of Riviera Beach



COMMUNITY REDEVELOPMENT AGENCY

AGENCY STAFF

CRA CHAIRPERSON

Edward Rodgers EXECUTIVE DIRECTOR

James E. Baugh, Ph.D.

CRA VICE-CHAIRPERSON

David G. Schnyer ASSISTANT EXECUTIVE DIRECTOR

Rockfeler P. Herisse , Ph.D.

CRA COMMISSIONER

Donald R. Wilson PLANNER

Gregory V. Buckle

CRA COMMISSIONER

Sylvia Lee Blue ADMINISTRATIVE ASSISTANT

Sonza Bullard

CRA COMMISSIONER

Elizabeth Wade EXECUTIVE SECRETARY

Shirl Tampkins



CITY of RIVIERA BEACH STAFF AGENCY COUNSEL

Samuel A. Thomas Esq.

CITY MANAGER

William E. Wilkins

CONSULTANTS

DIRECTOR of COMMUNITY DEVELOPMENT

Mary McKinney Kimley-Horn & Associates

Siskind/Carlson & Partners

PLANNING and ZONING ADMINISTRATOR Ben DeVries Real Estate Counselors

Judith Thomas Economics Research Associates

Edward D. Stone, Jr. & Associates

(EDSA)

Geographic Planning Collaborative, Inc

Greenberg Traurig

Hammer, Siler, George Associates

Jackson Securities, Inc.

M.H. Kisner

PSA Constructors, Inc.

R.C.T. Engineering, Inc.

Simpson-Wray Associates

Urban Resource Group

RIVIERA BEACH COMMUNITY REDEVELOPMENT PLAN

MODIFICATION 2001



TABLE OF CONTENTS

Page



I. OVERVIEW OF THE COMMUNITY REDEVELOPMENT I-1 thru I-19

PLAN 2001



1.1 The Need for and Purpose of the Plan Modification I-1

1.1.1 Introduction I-1

1.1.2 Location of Expanded Community Redevelopment I-1

Agency

1.1.3 Redevelopment Legal Authority I-2

1.1.4 The Need for the Redevelopment Plan Modification I-2

1.1.5 Powers of the Community Redevelopment Agency I-3

1.1.6 Redevelopment Goals & Objectives I-4

1.1.7 Existing Utility Conditions & Redevelopment Summary I-10

1.1.8 Environmental Permitting I-11

1.1.9 Market Summary I-11

1.1.10 The Redevelopment Plan Concept I-16



II THE ELEMENTS OF THE COMMUNITY REDEVELOPMENT II-1 thru II-5

PLAN



2.1 Land Use Elements II-1

2.1.1. Working Waterfront District II-1

2.1.2. Marine Commercial District II-1

2.1.3. Mixed Use Waterfront District II-2

2.1.4. Commercial Town Center District II-2

2.1.5. Residential Hotel/Timeshare District II-2

2.1.6. Residential Neighborhoods II-2

2.1.7. Commercial Office, Technical Park District II-3

2.2 Circulation & Public Parking II-3

2.2.1. Transportation II-3

2.2.2. Pedestrian/Bikeway Circulation II-3

2.2.3. Tram/Water Taxi Services II-3

2.3 Open Spaces & Parks II-4

2.4 Phasing Plan II-4

2.5 Regulatory Elements II-4



III. IMPLEMENTATION PROGRAM III-1 thru III-56



3.1 Financial Plan III-1

3.1.1 Financial Analysis III-8

3.1.2 Fiscal Impact III-12

3.1.3 Development Strategy III-12





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3.2 General Controls & Limitations III-19

3.2.1 Standards for Development III-19

3.2.2 Development Guidelines III-19

3.2.3 Rehabilitation III-20

3.2.4 Open Space & Landscape III-20

3.2.5 Sign Requirements III-20

3.2.6 Utilities III-21

3.2.7 Parcelization III-21

3.2.8 Works of Art III-21

3.2.9 Property Management III-21

3.2.10 Residential & Business Relocation Plan III-21

3.2.10.1 Relocation Policy III-22

3.2.10.2 Coordination with Other Public III-23

Agencies

3.2.10.3 Methods of Assuring Availability III-23

of Housing

3.2.10.4 Administrative Organization III-23

3.2.10.5 Phasing III-23

3.2.10.6 Relocation Standards III-24

3.2.10.7 Relocation Services III-24

3.2.10.8 Residential & Business Relocation III-26

Qualifications & Benefits

Owner Participation III-33

3.2.10.9 Residential Relocation Workload III-36

3.2.10.10 Business Relocation Workload III-36

3.2.10.11 Temporary Moves III-36

3.2.10.12 Eviction from Agency-Owned III-37

Properties

3.2.10.13 Grievance Procedure III-37

3.2.10.14 Relocation Payments Budget III-38

3.2.10.15 Final Relocation Rules & Regulations III-42

3.2.11 Property Acquisition III-42

3.2.12 Property Disposition III-42

3.2.13 Developer Offering Procedure III-42

3.2.14 Developer Obligations III-47

3.2.15 Variations III-47

3.2.16 Demolition, Clearance, Public Improvements, Building III-48

& Site Preparation

3.2.17 Actions by the City III-48

3.2.18 Enforcement III-49

3.2.19 Duration of this Plan III-49

3.2.20 Severability III-49

3.2.21 Procedure for Changes in Approved Plan III-50

3.3 Redevelopment Agency Management Strategy III-50

3.3.1 Process Overview III-50

3.3.2 Strategy/Approach III-50







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3.3.3 Management Process III-51

3.4 Implementation Program III-51

3.4.1 Overview III-51

3.4.2 Description of Phase I Implementation Activities III-51



IV APPENDIX TABLES, DRAWINGS & DOCUMENTS

Appendix Tables

Table 1 - Community Redevelopment Area Boundary

Table 2 - Phasing Schedule

Table 3 - Uses & Sources of Funds Project Feasibility Summary

Table 4 - Uses & Sources of Funds Phase I & IA Summary

Table 5 - Private Development & Land Sales Values

Table 6 - Overall Tax Increment Bond Proceeds (by Parcel)

Table 7 - Projected Assessment Base & Corresponding Bond Proceeds

Table 8 - Standards for Development Tables

Table 8.1 - Parcel Control Plans

Table 8.2 - Parcel Control Data Tables

Table 8.3 - Parcel Programs

Table 8.4 - Parcel Development Values

Appendix Drawings

CRA 1 - Aerial Boundary Plan

CRA 2 - Planimetric Boundary Plan

CRA 3 - Land Use Plan

CRA 4 - Parcel Plan

CRA 5 - Public Parking and Circulation

CRA 6 - Open Space, Parks and Greenways

CRA 7 - Phasing Plan

CRA 8 - Phase I, I-A Plan

CRA 9 - Existing Buildings Proposed to Remain

CRA 10- Acquisition Plan

CRA 11- Dredging Plan

Illustrative Drawings

Overall Riviera Beach CRA Illustrative Plan

Downtown Riviera Beach Illustrative Plan

Illustrative Sections

Harbor Village Parcel 1-C

Beach Village

Residential Neighborhood/ & Bicentennial Park

3-D Illustrative Drawings

Appendix Documents

Volume I Finance Analysis and Development Strategy

Volume II Acquisition Relocation and Demolition Costs (ARD).

Volume III Detailed Data Appendix









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SECTION I

Overview of the Community Redevelopment Plan 2001

I. OVERVIEW OF THE REDEVELOPMENT PLAN MODIFICATION 2001



1.1 THE NEED FOR AND PURPOSE OF THE PLAN MODIFICATION



1.1.1 Introduction



Since the formation of the Riviera Beach Community Redevelopment Agency (CRA) in

1974, and subsequent Redevelopment Plan approvals and modifications, the “downtown”,

central lake front areas of residential and commercial properties have continued to decline

and the blighted conditions within the “original” redevelopment boundary, a largely

depressed area, have continued to migrate to the west.



Except for a few successful businesses, the years of redevelopment planning, mainly oriented

to land use changes, have failed to stimulate the magnitude of public and private investment

necessary to eliminate the “blighted’ physical, social, and economic conditions within the

CRA.



In June, 2000, the Community Redevelopment Agency retained a multi-disciplinary team of

national and local firms to create an amended Redevelopment Plan that would provide the

concept, methods and direction to achieve the city’s redevelopment goals. The team was

charged with preparing a comprehensive plan, evaluation of boundaries and creation of an

implementation program that, when approved, would reverse the current conditions and

transform Riviera Beach into a city with residential and business vitality. The plan would

create a City respected for its community pride and purpose and reshape it into a most

desirable urban place to live, work, shop, and relax for its residents, businesses and visitors.



The adoption of this Community Redevelopment Plan Modification, “RPM 2001", is the

culmination of a planning process which has included extensive analysis of existing physical

and functional conditions, resident and business surveys and market/financial projections.

In addition, numerous public hearings, workshop sessions and meetings with governmental

agencies have been held during the planning process for the purpose of providing

opportunities for input by citizens, property owners, and civic interests.



1.1.2 Location of the Expanded Community Redevelopment Area



The original Riviera Beach Community Redevelopment Area was designated by the City

“Council” or “Commission” in 1982 and modified in 1985. The area was further extended

in 1999 to include a portion of Singer Island. The “2001" total expanded area comprises 858

acres and includes 188 acres of the Port of Palm Beach as shown on the “Aerial Boundary

Plan” Drawing CRA-1, “Planimetric Boundary Plan” Drawing CRA-2 and as described in

the Community Redevelopment Area Boundary description (Table 1) in Section IV,

Appendix Tables and Drawings.







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The area is generally bounded on the south by the City of Riviera Beach boundary; on the

east by the Atlantic ocean; on the north by the centerline of Silver Beach Blvd; and to the

west by Australian Avenue.



1.1.3 Redevelopment Legal Authority



The Community Redevelopment Act; [Part III, Chapter 163, Florida Statutes], (hereinafter

“The Act”) confers upon municipalities the authority and powers necessary to carry out

redevelopment activity in recognition of the need to eliminate and prevent conditions of slum

and blight. The City Council created the Riviera Beach Community Redevelopment Agency

in 1974 by the passage of Ordinance No. 1017. This “Redevelopment Plan Modification

2001” has been approved by the City and the Community Redevelopment Agency pursuant

to the Redevelopment Act.



The “Act” requires a Finding of Necessity prior to establishing the boundaries of a

Community Redevelopment Area, or modifying existing boundaries. The first Finding of

Necessity was approved in 1984 by the adoption of Resolution No.130-84. A supplemental

blight study was approved in 1985 by the adoption of Resolution No.191-85. The

Redevelopment Plan was officially approved shortly thereafter in 1985.(by the adoption of

Ordinance No.2296).



In 1999 the CRA’s boundaries were extended, pursuant to a Finding of Necessity to portions

of Singer Island in by the adoption of Resolution 187-99. The boundaries were further

expanded on June 6, 2001, all in preparation for modifying the Redevelopment Plan.



1.1.4 The Need for the Redevelopment Plan Modification



The City Council approved “Findings of Necessity” in resolutions, 130-84, 191-85 , 187-99

and _______ 2001(collectively referred to as the “ Findings”).



The “Findings’ documented the high concentration of blight in the Redevelopment Area.

These blighted conditions are concentrated in the core of the City’s central downtown

district. They exert a blighting influence on the immediate surrounding areas and have a

negative economic impact on the entire City. Evidence presented to the City Council

supporting the “ Findings” documented blighting influences such as poor building

conditions, large numbers of blocks with faulty lot layouts, diversity of ownership,

underutilized land, low improvement value to land value ratios, criminal habitat associated

with the physical deterioration of portions of the Redevelopment Area, undersized and over-

aged utility systems, untreated raw storm water drainage flowing directly into the Lake

Worth Lagoon, and a shortage of decent, safe, and sound low and moderate income housing

(including housing for the elderly). These blighted conditions required action on the part of

the Community Redevelopment Agency to eliminate and prevent their spread. The

Redevelopment Plan is intended to achieve this goal and provide a catalyst for new





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development throughout the Central City area. (Refer to Aerial Boundary Plan Drawing

CRA-1 and the CRA Illustrative Plan, in Section IV Appendix of Tables & Drawings)



The “Expanded Boundary” was chosen as the most appropriate area in which to exercise

community redevelopment powers to arrest and permanently eliminate blight within the City.



Therefore this Redevelopment Plan Modification was needed to remove existing constraints

on redevelopment, to demonstrate to the residents, businesses, private investors and

developers the public commitment to the redevelopment of Riviera Beach, and to plan an

orderly and fiscally sound process to accomplish the Plan.



This Plan Modification also changes the strategy of the “Plan” implementation. The

emphasis of the previous plans was that zoning changes coupled with limited public funds

and financial assistance mechanisms, would provide the incentive for “major private

redevelopment” efforts.



The redevelopment strategy incorporated in this “Plan Modification” addresses these issues

and goes on to add a comprehensive development program, a financial plan, and an

implementation plan that concentrates on “packaged”, profitable, parcel offerings with an

expedited acquisition and permit process. The implementation plan, when complete, will

include all zoning and environmental approvals, and will be supported by a newly created

infrastructure concept of parks and parkways, community structures, recreation centers,

parking structures, beach improvements, transportation, cultural elements, and marinas.



1.1.5 Powers of the Community Redevelopment Agency



The Community Redevelopment Act confers a wide array of powers upon City of Riviera

Beach to carry out redevelopment activities. Most of these powers may be delegated to a

Community Redevelopment Agency, with the exception of the following:



A. The power to determine an area to be a slum or blighted area and to designate

such an area as appropriate for community redevelopment.



B. The power to grant final approval to community redevelopment plans and

modifications thereof.



C. The power to zone or re-zone any part of the City or make exceptions from

building regulations other than those approved as part of the Plan.



The powers which the City Council has chosen to delegate to the Riviera Beach Community

Redevelopment Agency include the following:



A. The power to authorize the issuance of revenue bonds.



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B. The power to acquire property deemed necessary for community

redevelopment, including the use of eminent domain.



C. The power to dispose of property acquired within the Redevelopment Area

for uses in accordance with the plan.



D. The power to construct improvements necessary to carry out redevelopment

objectives.



E. The power to carry out programs for repair and rehabilitation.



F. The power to plan for and assist in the relocation of persons and businesses

displaced by redevelopment activities.



G. The power to receive and utilize tax increment revenues to fund

redevelopment activities.



H. The power to make such expenditures as are necessary to carry out the

purposes of the Community Redevelopment Plan.



I. The power to close, vacate, plan, or re-plan streets, roads, sidewalks, ways or

other places and to plan or re-plan any part of the Redevelopment Area.



1.1.6 Redevelopment Goals and Objectives



The following Redevelopment Goals and Objectives, with provisions for regular review,

addition, and/or modifications , should be used to guide the successful redevelopment of the

CRA Area over the duration of the implementation of the Plan, and should be taken into

consideration in all decisions. The goals will be achieved through a successful execution of

the listed objectives.



Goal No.1:

To eliminate the conditions of blight currently found in the City of Riviera Beach.



Objective:

1. To expand the Redevelopment Area to include all practical and economically feasible

blighted areas not presently included in the existing Redevelopment Area.



2. To begin the physical demolition of all blighted parcels located in Phase I of the first

blighted parcels within 6 months of Plan adoption.









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3. To expedite the phasing out of all dilapidated and structurally unsafe buildings within

the Redevelopment Area, and to complete the removal or rehabilitation of these

buildings by 2006.



4. To target CRA “catalyst” activities, City services, private redevelopment and

relocation resource development in any blighted areas within the City of Riviera

Beach whether inside or outside of the Redevelopment Area.



Goal No.2:

To adopt a comprehensive redevelopment plan and program which will promote a continuing

process where every individual is taken into consideration and stress the balance of human

values with economic, environmental, and aesthetic elements. The Plan will be powerful

enough to assure implementation but flexible enough to respond to future changes.



Objective:

1. To adopt a plan and program to change the image of the Riviera Beach Community

Redevelopment Area within a 10 year period. The Plan shall provide the methods and

means to reshape the Area into a desirable place to live, work, shop, enjoy recreation,

relax and visit, with special places, events, and experiences, not available anywhere

else in the Lake Palm Beach County area.



2. To approve a process that simplifies and expedites the ability to implement the Plan

for residents, existing businesses, investors and developers alike.



3. To adopt a plan that accomplishes the Redevelopment Goals, is economically feasible,

can be implemented in a series of phases and has elements which can start

immediately upon the approval of the Plan. The approved Plan shall provide a step

by step process and program to initiate Plan implementation.



4. To approve a market supported mix of land uses that will create investor/developer

opportunities to provide unique, ideal opportunities and settings for the use and

enjoyment of residents and visitors alike.



5. To approve a land use plan that is effectively divided into manageable and marketable

parcels that will provide a zoned plan with uses and individual “Parcel” programs (and

prices) that will be offered to pre-qualified developers for competitive selection.



6. To devise and execute a marketing program within six months of “Plan” approval that

identifies qualified developer interest for early implementation projects.



7. To establish and approve procedures for developer selection and implementation that

awards development rights to highly qualified investors, developers, managers and

professionals.



8. To include an element in the Plan for the “Ocean Mall” area of Singer Island which





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will improve public access, beach visibility, promote family, resident and visitor

attractions in a “tropical village setting” and to begin development within 1 year of

Plan approval.



9. To approve controls and guidelines for all public and private development within the

Redevelopment Area . The controls will include the requirements for Development

Plan Submissions and guideline compliance, such as image and character, setbacks,

height, density, parking, architectural features, landscaping, colors and materials,

construction timing and procedures that assure design excellence and quality in the

final development of all projects.



10. To provide an active, attractive, pedestrian environment throughout the

Redevelopment Area, a circulation plan for bicycles and pedestrians, and cause

private developers to integrate parcel development with the public circulation system.



11. To identify and approve funding for public (or private contract) transportation systems

(tram and water taxi) capable of serving all of the neighborhoods and providing

convenient access to all parks, beaches, schools and commercial activities prior to the

completion of the 1st Phase (I & I-A) projects.



12. To enhance the image of Riviera Beach as a place for tourists and visitors. To approve

a Plan that maximizes the number of “transient oriented” units (hotel, condo hotel or

timeshare) on the “Beach” properties, managed by “4 star quality” Flag” operators.



13. To support elements of the Plan that contribute to making Riviera Beach into the most

desirable, urban place to live in Palm Beach County.



14. To create outstanding community facilities for all of the residents of Riviera Beach.



15. To approve a Plan that rebuilds Riviera Beach into a City of parks, beaches and

gardens and to begin the development of the first element of the park system within

the first phase of the development..



Goal No. 3:

To make Riviera Beach a model environmentally conscious and responsive City, among the

cities surrounding the Lake Worth Lagoon.



Objective:

1. To obtain the approval by the appropriate environmental permitting agencies for a

Conceptual Stormwater Master Plan that specifies what improvements must be in

place to obtain construction permits for the various improvements proposed in the

Redevelopment Plan.

2. Coordinate with Palm Beach County and other agencies, to finalize a manatee

protection plan.

3. Implement programs and policies to protect manatees.





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4. Replace existing City owned water and sewer systems as needed to satisfy user

demands consistent with the Redevelopment Plan.

5. Develop and implement vegetation replacement strategies that will enhance the Lake

Worth Lagoon eco-system.

6. Develop and promote transportation strategies that reduce the reliance on fossil fuel

and will promote environmentally sensitive means of transportation such as bicycles,

walking and mass transit.

7. Implement a plan that would encourage shared resources to reduce environmental

waste.

8. Develop and promote strategies to educate the public on sound environmental

principles.



Goal No. 4:

Every “qualified” (1)(2) resident in the community will have a chance to participate in the

opportunities evolving from the redevelopment process.



Objective:

1. To approve a Relocation Plan (and benefits) that assures that no resident will be

displaced unless housing is available and adequately sized to meet their needs, and

that equals or improves their quality of life.

2. To approve a Relocation Plan (and benefits) that allows every “qualified” resident to

relocate into decent, safe and sanitary housing within their means.

3. To assure that every “qualified”(1) resident desiring to improve their skills or

vocational education (with automatic requirements for residents accepting rental

relocation benefits) will be able to take advantage of the programs established by the

CRA for job opportunities or training.

4. To approve a plan and program (for areas, or specific projects, where the Agency

believes it is in the best interest of implementing the Plan) that provides a mechanism,

for owners to participate in the economic opportunities created by the Redevelopment

Plan. Such mechanisms include:

a. Developing a “Block Marketing” co-op program for owners to share in a portion

of the potential land appreciation.

b. Approving a “Qualified Owner Participation Opportunity” for land owners, who

own more land within a “Parcel” to be developed than any other landowner

within that parcel, but not enough land to complete the parcel without CRA

cooperation. This would provide the opportunity for the Qualified Owner

Participant to negotiate with the CRA to develop the parcel to the extent, and

within a process that the law allows, and where the Agency believes it is in the

best interest of implementing the Plan.

5. To approve opportunities, and priorities, and define specific guidelines for

“qualified”(1) businesses currently conducting business in the Redevelopment Area to

relocate (or expand) within the City of Riviera Beach.

6. To approve a program, and funding, to provide loans or grants to eligible businesses

qualifying for priority treatment where the Agency believes it is in the best interest

of implementing the Plan.





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7. To approve a plan requiring developers pursuing business opportunities, or development,

within the Redevelopment Area to conform to the “business opportunity” strategy by:

a. Following defined guidelines to include businesses within their projects that have

been qualified and submitted by the Agency, where feasible and applicable.

b. Following purchasing procedures developed by the Agency for redevelopment

activities that demonstrate the consideration of local resources.

c. Employing and creating job training opportunities for residents of the Redevelopment

Area to the greatest extent possible and practical.

d. Following the CRA’s purchasing and employment guidelines.



(1) A “qualified ” resident, landowner or business is one who has been relocated into the

Redevelopment Area by another public body, or has resided in the Redevelopment Area for

a minimum period as set by the guidelines of the CRA.

(2) A “qualified” Owner Participant is one who meets the requirements of the Owner

Participation Program as set by the Redevelopment Agency CRA.





Goal No.5:

To expand and use CRA technical and staff capabilities to act as a “catalyst” to focus

community services and support mechanisms to reinforce the sense of community pride and

purpose, and develop ongoing methods of creating community growth.



Objective:

1. To work with the City, in identifying (within 6 months of the approval of the Plan,)

concentrations, of negative socio-economic conditions that concern existing residents and

businesses and threaten the City’s abilities to attract new residents and businesses, and

develop programs to address the problems.



2. To establish a task force of CRA, City, community leaders and selected other agencies

to integrate the redevelopment implementation strategies (higher standards of service,

zero tolerance strategies, etc.) with public safety strategies, social services support

mechanisms, and more stringent code enforcement, to achieve a rapid improvement in

the quality of life for the residents within the Redevelopment Area.



Goal No.6:

To optimize the economic opportunities of Riviera Beach’s unique historic waterfront

location through the planning and development of the “Working Waterfront and Marine

Facilities.” This will create opportunities for uses such as high quality boat building and

repair; and marine industry uses requiring easy access to the ocean; encourage support

businesses for the marine industry, boat sales and related businesses; wet boat storage and dry

storage requiring “in & out” services; and for businesses which depend on the proximity to

deep water.









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Objective:

1. To identify, select, and encourage the highest quality, proven marine related

businesses to remain, or locate, in Riviera Beach .



2. To support, and expedite, the opening or expansion of high quality marine-oriented

businesses by approving land use techniques, joint marketing and advertising

strategies, land acquisition and disposition strategies, overall environmental studies

and permit applications; and by creating incentives for these high quality marine-

oriented businesses.



3. To approve policies that require owners and operators of businesses in the “Working

Waterfront” to implement the CRA’s training and employment programs, and assist

with economic programs that expand the “high-skilled” employment opportunities of

Riviera Beach residents.



4. To use the CRA/City auspices to initiate and consolidate city-wide dredging, shore-

edge construction, environmental studies, design, permitting, funding, and lobbying

to expedite the redevelopment and expansion of the waterfront facilities.



5. To appoint, within 3 months of the approval of the Redevelopment Plan, a permanent

Waterfront Advisory Committee that will advise the CRA on Marine Industry, and

marketing and boating facility issues; and establish rules and policies.



6. To expedite, the review together with the City of the existing Riviera Beach marina

facilities (and economics) and recommend alternatives available to optimize the

programs, and economic return and the disposition of the facilities, and to enhance

the boating and tourism opportunities as well as the marketability of the onshore

development parcels.



7. Upon completions of the facilities review outlined above, within 6 months after the

approval of the Redevelopment Plan complete to, a city-wide marina and marine

facilities plan. Based on the facilities review as outlined in objective #6 above.



Goal No.7:

To integrate the public oriented port activities with the goals of the Redevelopment Plan for

the mutual benefit of the City and the Port.



Objective:

1. To identify both the positive and negative influences of the Port within (and upon) the

Redevelopment Area and to adopt guidelines and schedules to resolve these

influences.



2. Analyze and integrate the Port’s master plan, and improvement plans, including access

and long range projects with the Redevelopment Plan, within 6 months of Plan

approval, and propose strategies to mitigate potential negative impacts on the

surrounding neighborhoods.



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3. Prepare recommendations to the Port, within 6 months of Plan approval, for

landscaping guidelines for “screen buffer” areas on the Port perimeter.



4. To evaluate and propose specific development projects that mutually benefit the Port

and the CRA such as: joint parking facilities, synergistic uses, and joint financing

techniques.



5. To continue, regular, planning sessions with the City, CRA and Port, staff and

consultants, to exchange the information necessary to resolve conflicts and to merge

the master plans and schedules to bring the Port and the CRA into parallel

implementation strategies.



1.1.7 Existing Utility Conditions and Redevelopment Summary



The City of Riviera Beach existing Potable Water, Sanitary Sewer System and Stormwater

System were evaluated to determine their condition and capacity relative to providing services

for the area contained within the boundaries of the Redevelopment Area.



The evaluation revealed that while the existing potable Water System has the capacity to

provide for the redevelopment area, the water transmission and distribution lines are old and

under-sized. In order to handle the water demand for the Redevelopment Area, particularly

to meet current fire protection demand, all of the existing potable water transmission and

distribution lines will have to be replaced and upsized.



The existing sanitary sewer system within the Redevelopment Area is vitrified clay pipe and

is in need of replacement. Additionally, anticipating that population density and commercial

development within the Redevelopment Area will increase demand, the flow will increase

requiring the replacement and upsizing of the sanitary system. The Redevelopment Plan

includes the complete replacement of the existing sanitary system.



The existing stormwater system consists of a an old drainage system of inlets and pipes.

Little or no water quality treatment is provided and untreated stormwater discharges directly

into the Lake Worth Lagoon. This condition degrades the water quality of the lagoon and

contributes to deterioration of the environment. The Plan includes the complete replacement

of the stormwater system through the implementation of the South Florida Water

Management District’s regulations that require that stormwater treatment be provided.



The existence of inadequacies within the water and sewer distribution systems in terms of

material, type, age and size of system components, impairs and arrests sound growth by

limiting redevelopment potential. These three systems (i.e. water, sewer and stormwater) will

be completely replaced in order that the full potential for redevelopment within the

Redevelopment Area is realized.



The Implementation Plan includes close coordination with the City of Riviera Beach Utilities

Department in the development of the water, sewer, and storm water drainage systems for the

Redevelopment Plan Area to avoid duplication of efforts and assure continuity within the

City’s overall improvement to its Potable Water Transmission and Distribution and Sanitary

Sewer Collection System.



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1.1.8 Environmental Permitting



The Riviera Beach Redevelopment Plan will include a wide range of public and private

construction activities that will require environmental permits from state and federal agencies.

The City of Riviera Beach will obtain a Conceptual Environmental Resource Permit which

will include a Stormwater Master Plan. All aspects of the improvements for the

Redevelopment Area and all impacts to the environment will be included. This will include:

the identification of all existing seagrasses; archeologic and historic sites; submerged lands;

and threatened and endangered species; etc. within the Redevelopment Area. The Conceptual

Environmental Resource Permit will identify all measures that must be undertaken to facilitate

the construction of the proposed improvements.



Prior to the actual construction, those environmental permits necessary for the specific

improvement, such as a Dredge and Fill Permit, or an Environmental Resource Permit, will

be applied for. The permit application and accompanying construction plans will include the

material required in the Conceptual Environmental Resource Permit as necessary for the

permits to be issued. For example, in order to obtain a permit for a redevelopment project

such as a housing project, a portion of the stormwater system including pipes, inlets and

water retention, to achieve water quality requirements, must either be complete or will be

completed as part of the construction for the housing project.



This permitting approach has been successfully used for similar large municipal projects. It

allows the City to understand all of the infrastructure improvements that must be made,

including any mitigation to the environment that is required. It also allows the City to budget

and schedule these improvements to meet their development phasing strategy and to pace the

private development. This approach is also advantageous to developers because

environmental issues, which are sometimes difficult to deal with in a timely and cost effective

manner, are known up front. In many cases these major improvements will have been

constructed by the CRA.



The Conceptual Environmental Resource Permit process typically requires about a year to

complete. However, for those projects such as the relocation of US-1, the CRA will

accelerate the commencement of construction through a second approach which is obtaining

the Environmental Resource Permit. This will allow construction to commence on a faster

schedule.



1.1.9 Market Summary



The Market Analysis is an essential component of the overall Redevelopment Planning

Process as it tests the broad level of potential market support for the master planned uses and

identifies the issues and directions necessary for the evolution of the Plan. More detailed site

specific market reports will be completed for each use in the implementation stage to coincide

with the timing of the marketing of the parcels to developers.



From the outset of the market analysis support for the planning process, several of the uses

were limited by physical conditions, not market demand. Two of these are the marine

elements, and the housing elements.



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For example: the regulatory complexity, and scarcity of desirable land in South Florida for

yacht repair, wet and dry slip marinas, and in-water yacht sales locations has created a backlog

of unmet demand for space. The continued growth of Florida’s $10 billion per year boating

industry, together with no available zoned sites in Palm Beach County with deep water,

intracoastal access and a safe entry from the ocean; made it unnecessary to quantify the

demand. The constraint to development of a larger marine component in the Plan, therefore,

was the physical limitation of the water frontage.



A second example is the housing demand. The first real estate “market conditions” analysis

indicated a demand for over 40,000 new housing units in Palm Beach County by the year

2005. It was determined that with reasonable (low and mid-rise housing) densities the land

within the Redevelopment Area could hold only 3400 new housing units. With the

requirement for relocation resource housing set aside, it was apparent that Riviera Beach

would only have to capture 5% of the demand for 8,000 residential units per year, during the

next four years, to accomplish its entire program.



One element of the City’s “priority” projects, was the investigation of the market potential of

Riviera Beach to attract a community shopping center. The market demand for the “Town

Center” community retail project, was based on traditional income (and spending) levels

within “ring” distances, (0 - 5 miles), and showed a capture of over 360,000 square feet of

retail space, - 110,000 square feet more than the plan recommended. The reason, in the past,

for the inability to attract a retail investor to Riviera Beach, is that the “downtown” Blue

Heron/Broadway location, though ideally suited from a traffic standpoint for community

retail, grocery, convenience and service uses, could not attract development without a major

public investment policy. The “Plan’s” major public investment will reinforce the entire area

as a viable address in the regional marketplace.



The market, demographic and regional growth studies indicated, that the Redevelopment Plan

and the public commitment to eliminate all of the depressed areas was required to increase

the City’s market share and attract investment to Riviera Beach. What was needed was an

entirely new “product” and “place” with accessible recreational activities, parks,

transportation, new housing, retail/entertainment with waterfront locations and water related

uses, rather than a urban renewal concept of implementation through rehabilitation.



As the planning program evolved, it was determined that the market potential for hotels and

“for sale” transient accommodations, such as condo-hotels, specialty retail; and

restaurant/entertainment would depend on, and be evaluated, in the context of the “new”

Riviera Beach created from the “Plan”.



The testing would assume the demand analysis would be based on completion of the phased

improvements and change in environment, i.e.; the demand for “Harbor Village”, the mixed

use waterfront project, could not reach its potential until U.S.1 was rebuilt; the new marina

was operational; 700-1000 new housing units were occupied; the central park, the

neighborhood recreational parks, the waterfront, marinas and marine commercial areas

(rebuilding Broadway) were completed, and the new Cruise Port reached its stabilized rate

of 750,000 visitors per year was in place.



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Possibly the largest impact on the market (and absorption) for the uses in the “Plan” is not

quantifiable with traditional methodology. The regional “growth” forecasts for employment,

airport emplanement, etc. that are the basis for many market analyses could not factor the

combined economic impact on the market of a project in one location, with a public

investment of $350,000,000, and a private investment of over $800,000,000 over 10 years.

The probability that the market conditions after the first 3 or 4 years of development,

although not measurable today, will ultimately be based on the effect that the magnitude of

this public commitment will have on the attractiveness of Riviera Beach, its 6500 new

permanent jobs, amenities, and services as it becomes one of the most desirable locations in

Florida.



1.1.9.1 Summary of the Market Support over the 10-Year Period



1.1.9.1.1 Multi-Tenant Office Space



The strategic public investment in infrastructure, new state of the art utilities, open space and

amenities will make Riviera Beach’s overall position in the market place very competitive,

with the ability to capture a greater amount of space for commercial office than its normal

“fair share”. Employment growth in Palm Beach County, for office use sectors, indicates a

demand of over 10,000,000 square feet of total office space through 2010, or an average of

1 million square feet per year. Riviera Beach (a sub-market of West Palm Beach) could

expect to capture approximately double its fair share, or 26% of West Palm Beach’s 937,000

to 1.7 million square feet of future office demand. This induced analysis presumes that these

improvements would allow the City to double (at a minimum) its fair share capture of 250,000

to 450,000 square feet of multi-tenant office space in the Redevelopment Area over a 10 year

period.



1.1.9.2 Office/Service and High-Tech Space



Annual demand for this space in Palm Beach County for 2001 - 2010 can be expected to range

from a minimum of 324,000 square feet to as much as 1.5 million square feet. Similarly to

the multi-tenant office space, an induced analysis presumes improvements to allow the City

to almost double its fair share capture for “office/service and high-tech space”. Assuming

continuing market strength, the analysis produces an estimate for up to 290,000 square feet,

with additional demand generated beyond the ten year period.



1.1.9.3 Hotel/Lodging



The market analysis recognizes that the majority of Riviera Beach’s existing hotel supply is

predominately non-competitive and the rates and occupancy levels reflect their functional

obsolescence. The analysis estimates support for approximately 1000 additional hotel rooms

that may be in new or replacement units.



The “Plan” envisions a 250 room hotel at the marina and adjacent to the Cruise Port in

“Harbor Village”, with an attached conference facility (funded by the CRA and leased to the

hotel developer as an incentive). The conference facility is planned for 33,000 sq.ft. and

would be the only new facility of this size in the City.



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There is a 100 room “specialty hotel” planned for the Singer Island “Beach Village” and the

balance of the transient program is a mix of hotel, and condo-hotel facilities. The complex

has 500 rooms and suites on the beach adjacent to the “Village”.



The study clearly shows the effect of both “new” facilities and “for sale” product. The

Marriot in Palm Beach Shores, contiguous with the proposed “Beach Village”, has been

operating at 90% occupancy, at a $245 average daily rate. The newly refurbished Radisson

property is also operating at 90%. Both of these properties are time-share (for sale) transient

products.



1.1.9.4 Community Retail



The market analysis retail demand for a grocery anchored, community retail center, assuming

a well marketed attractive project with high amenity levels such as landscaping, convenient

parking, etc., is 360,000 square feet.



The model for this evaluation uses the number of households, household growth and average

household incomes in the primary trade area (0-5 mile ring) to provide an estimate of retail

expenditure potentials. In turn, these sales potentials are converted into supportable retail

space.



The model uses industry standards to estimate the amount of disposable household income

and to factor the amount spent on retail “soft-goods and groceries”. This results in

approximately $155 million in potential retail sales captured by the Town Center in 2004, the

expected opening year. The next factor is sales at $400 per square foot for retail soft goods,

and $550 per square foot in grocery sales. This results in the above estimate of supportable

space. The Town Center is currently sized at 250,000 square feet and the balance of the

110,000 square feet demand uses are applied to other Town Center sites and to “Harbor

Village”.



1.1.9.5 Harbor Village Mixed-Use/Retail/Entertainment



The market study assumes several critical assumptions that form the basis for the analysis of

the specialty entertainment, retail and restaurant concept at “Harbor Village”.



1.1.9.6.1 Assumptions



First, the project’s overall marketability will be enhanced with a multi-anchor strategy that

includes entertainment (e.g. multi-plex or specialty cinema complex) cultural (e.g., aquarium)

and destination commercial uses designed to drive repeat visitation from both resident and

visitor (e.g. cruise ship passengers) markets. Second, the project will continually expand or

adapt its entertainment offering to sustain tourism growth by drawing new visitors as well as

driving repeat business. Third, educating consumers that buying a high quality leisure

experience in a single destination is as valuable as a selection of experiences in different

locations. Fourth, the success of Harbor Village will be due to a high level of marketing, and

education of potential markets, as well as the quality of the product, the experience, and the

location on the City’s lakefront.



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1.1.9.6.2 The Concept



This specialty retail, restaurant element of “Harbor Village” should differ from other shopping

complexes as well as other “specialty centers”. This can be accomplished by: 1) A unifying

theme should be employed in architectural design which is carried out in the shops; 2) The

retail, restaurant, entertainment segment should be anchored by restaurants and entertainment

facilities rather than “larger” anchor retail stores; 3) The center appeals equally to the sightseer

or tourist as well as the shopper; and 4) Unique, or out of the ordinary merchandise is

typically available.



The primary characteristic of the “Harbor Village” theme, is the water and boating orientation

that serves to provide a focal point of interest. A second important characteristic is the ability

of “Harbor Village” to attract people who are not necessarily interested in shopping. The

physical surroundings will provide an attractiveness which is augmented by the availability

of some form of entertainment, interest, or recreational experience and the inclusion of a

broad variety of high quality restaurant offerings. Even some of the customary kinds of shops

(apparel, shoes, books) should include unusual items of inventory which may not readily be

available elsewhere. This kind of merchandise should be offered in addition to more

conventional products. This “specialty” element draws its market from shoppers interested

in unique and unusual items.



Harbor Village should create an interest in browsing among the intriguing shops, enjoying a

leisurely meal, strolling through the village plazas or along the waterfront and possibly seeing

a movie. It is therefore essentially non-competitive with the “Town Center” which will

provide the everyday needs of local area residents. This appeal is to those seeking special

merchandise, unique ambiance and/or entertainment.



The excess market demand for apparel, shoes and other soft goods previously demonstrated

in the “Community Retail” section would complete this mixed-use experience. The

combination of novel surroundings for Palm Beach County, and longer and repeated customer

visits will have a favorable effect on sales values. This attraction, combined with the three

anchors: cruise ship port, (750,000 passengers per year), the aquarium (an estimated

attendance of 750,000 visitors per year), and the entertainment elements which would include:

movie theaters, night clubs/jazz clubs, and the adjacent Community Center “Playhouse”,

together with the pedestrian emphasis and lakefront location, gives “Harbor Village” an

advantage over other Palm Beach County attractions.



Lastly, the overall atmosphere and ambiance of the “Village” created by the architecture,

decor, landscaping, the waterscape, lighting, and above all - people, is expected to be a

primary attraction. The “entertainment experience” of this setting and the continuous and

changing program of activities will significantly increase its market impact beyond other Palm

Beach County locations.



Based on industry sales productivity, the market study calculated the amount of supportable

space at 108,000 to 120,000 square feet (net of cinema space), at an average productivity of

$330 to $368 per square foot, combined with the apparel, soft goods excess (Town Center)

space assigned to “Harbor Village” which creates a total retail, restaurant, and non-theater

entertainment component of 228,000 square feet of supportable space.



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Some projects are inherently private real estate projects that need some targeted public

investment to “close the gap” that is, to become feasible in the current market. The Financial

Plan has allocated an incentive contribution to attract the movie theater in recognition of the

larger economic benefit, and contribution to the entire “Harbor Village” experience.



1.l.10 Redevelopment Plan Concept



The Redevelopment Area, is comprised of 858 acres of land including portions of Singer

Island and the Port of Palm Beach’s 188 acres. There are approximately 1700 households and

a population of over 5100 residents within the Redevelopment Area.



The Redevelopment Program replaces most of the city’s distressed residences with over 3400

new, market rate and “mixed income” residential sale and rental units, in low rise

neighborhoods with parks, and high rise waterfront housing, with boat slips and urban

amenities.



The Relocation Plan provides for existing eligible residents to be rehoused, both within and

outside of the Community Redevelopment Area, in attractive housing (existing, remodeled

or new), with homeowners differential payments and rental assistance to allow them to remain

in Riviera Beach. The program will be phased over a period of ten (10) years and will also

create “aging in place” housing for elderly residents, some currently living in unsafe trailers.

In addition, the residential demand projections for Palm Beach County for the next five (5)

year period show a very strong housing market need of over 40,000 new households. Riviera

Beach’s Redevelopment Area, with it’s well located residential neighborhoods, is ideally

positioned to capture more than its share of the market.



The Redevelopment Plan provides for the development of 500 hotel, condo-hotel, or

timeshare units on Singer Island, adjacent to the transformation of an obsolete ocean front

mall into “Tropical Beach Village”, a Caribbean character village and tropical beach park

including shops, restaurants, and hotel with all of the amenities of an island resort. Also,

located at the intersection of Blue Heron Boulevard and the relocated “New” US-1, will be

a new 250,000 sq.ft. community retail “Town Center” serving the residential areas of the

mainland and Singer Island.



The “Working Waterfront” will be completely rebuilt with the expansion of existing, well

capitalized boat repair yards, yacht sales and marine industry businesses. These businesses

will train and employ local residents for high-skilled jobs, and Lockheed/Martin’s high-tech

marine engineering and construction facility will expand to allow additional on-site

engineering staff. A new “Marine Commercial” zone adjacent to the boatyards and fronting

on Broadway, will consolidate the successful marine sales businesses and newly attracted

consumer businesses of boat sales, equipment and marine services, all jointly marketed as the

most concentrated and comprehensive marine trade area in Florida (and all with the ability

to demonstrate their products in the ocean less than 10 minutes away). Additionally, 1,500

wet and dry slips will be rebuilt over time, with the assistance of City sponsored overall

dredging permits, to accommodate larger yachts visiting Riviera Beach’s ideal boating

location and services.





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The ability to expand the size of the City’s existing waterfront properties and the marine

commercial district is due in large part to the Plan’s major infrastructure project, the

relocation of US-1. The creation of a new US-1 “Parkway”, 600 feet to the west, (away from

Lake Worth), expands the almost one and one-half miles of waterfront by 70 acres.



The “Parkway” over 170 feet wide, with generous “Gateway” traffic circles, and containing

pedestrian and bikeways becomes the connecting “Spine” of Riviera Beach’s commitment to

a City of gardens and parks, linking the residential neighborhoods, recreation areas, beaches,

schools, shopping and businesses, through a city-wide system of “Greenways”, bikeways,

trams, and water taxis.



The center piece of the park system will be the new, “converted,” “Bicentennial Park”.

Closer, and connected to, the residential neighborhoods with an underpass at US-1, it will be

the City’s gathering place. The active 10 acre central park will include a community center/

theater, amphitheater and “Inlet Harbor”, a 900 foot long waterfront pedestrian way

connecting to “Harbor Village”.



The relocation of US-1 also provides the space to create “Harbor Village”, Riviera Beach’s

highest priority “signature” project. “Harbor Village”: With 3,000 feet of water frontage

anchored by the new Port of Palm Beach cruise port terminal (opening in the summer of

2001), and the City’s new “Inlet Harbor” central park community center and amphitheater;

and the proposed unique “Gold Coast” Aquarium; featuring the changing character of the

Gulfstream and its inhabitants, ecology, and environments as it travels the oceans and shores

in an interactive marine environment that surrounds the visitor with the displays.



The “Village” will have retail shops on pedestrian streets, waterfront restaurants along the

Lake Worth Lagoon and a new larger yacht marina with a section for deep sea fishing and

dive boats to take advantage of the nearby Gulfstream. It will have entertainment uses such

as night clubs, theaters and musical events; unique office space; a 250 room hotel and

conference center adjacent to the cruise port; 450 units of dramatic “lakefront” residences

situated above the “Village” streets; a health and tennis club, and an “International” village,

adjacent to the boardwalk and lakefront, with day trip “windjammer” sailing excursions will

complete the waterfront.









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SECTION II

The Elements of the Community Redevelopment Plan

II THE ELEMENTS OF THE COMMUNITY REDEVELOPMENT PLAN



Overview



The following elements of the “Plan Modification” are the direct result of the study of

existing conditions within the Redevelopment Area, the evolution of the “opportunities and

constraints” synthesis, and the adherence to the redevelopment goals and objectives in the

creation of the overall comprehensive plan modification.



2.1 THE LAND USE ELEMENT (Reference Drawing CRA-3, “Land Use Plan” in

Section IV Appendix Tables & Drawings)



Overview



Central to the comprehensive redevelopment approach was the creation of “Parcels”,

which are “marketable” sizes of land derived from street closures and land

assemblages. Groups of “Parcels” were defined as neighborhoods (or “Districts”) and

were assigned land uses, densities and intensities. Several of the “Districts” were

created primarily to enhance existing land uses. (Reference Drawing CRA-4, “Parcel

Plan” in Section IV Appendix Tables & Drawings)



An example of this process is the “Districting” of the City’s existing boatyard, boat

storage, marine industrial, and yacht sales area on the waterfront. This area of the City

is an historic land use that had been restrained from expansion by existing street

patterns and zoning. The creation of the “Working Waterfront” District met several

of the Redevelopment goals to allow expansion of these uses.



The following is a description of the major land uses and districts:



2.1.1 Working Waterfront District



The creation of six modified and expanded “parcels” with access to deep water shall

be used for boat building and repairs, marine industrial uses, boat storage, yacht sales,

ship services, and installations.



2.1.2 Marine Commercial District



This “district” was created as a commercial mixed land use, to consolidate the City’s

existing marine consumer retail, supply and installation businesses, and display areas

for smaller boat dealerships in one location. The area will be marketed to attract

additional dealers, vendors and retailers to the multi-block exterior “exposition mall”

setting. The establishment of this District will be synergistic with the adjacent

“Working Waterfront”. These uses, coupled with the new boat storage and launching

facilities, will create a “magnate” to attract the boating public to Riviera Beach, and

supply all of their regional needs.







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This land use will encourage marine related professional service offices and other retail

uses, and will permit uses such as residential lofts above business and office

establishments.



2.1.3 Mixed Use Waterfront District



This land use was created to optimize the City’s location on the Lake Worth Lagoon.

These synergistic mixed uses, such as restaurants, retail, entertainment, residential,

office, hotels, and conferencing are enhanced by the unique environment of being on

the water. With the marina activities and Intracoastal setting, these uses are ideal to

attract residents and tourists alike. This land use fronting on Lake Worth Lagoon

requires boardwalks, plazas or other means of relating to the water.



“Harbor Village”, Riviera Beach’s retail, restaurant, entertainment, and cultural

“Signature” project is located within this land use “District”.



2.1.4 Commercial Town Center District



The City of Riviera Beach does not currently have a centrally located, quality,

community shopping facility to accommodate its resident needs. Many of the residents

now travel out of the City for their daily shopping. The establishment of this “Town

Center” District is at the intersection of new US-1 and Blue Heron, the two busiest

arterial roads within the City. The documented market demand for over 250,000

square feet of commercial space will also help Riviera Beach attract new residents to

its revitalized residential neighborhoods.



2.1.5 Residential Hotel/Timeshare District



Located on Singer Island, this is a single “Parcel” land use. This ideal beachfront

redevelopment site will be adjacent to the City’s new “Beach Village” which is

comprised of shops, restaurants, and enhanced tropical beachfront settings. This land

use is designed to attract new hotel, condo hotel, and/or timeshare uses, and to

reestablish “Riviera Beach” as a high quality, desirable tourist area. The majority of

the uses on this site should be transient.



2.1.6 Residential



The Residential “neighborhoods”, i.e. : Harbor Village West, Old Dixie Highway,

Northeast and Northwest, primarily have distinctions as to location and density. These

neighborhoods shall have one or more of the following: single family, single family

cluster, attached and detached “O” lot line, low and mid-rise residential sale, rental and

specialty housing. All of the residential neighborhoods will have limited, mixed use,

neighborhood retail and offices.









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2.1.7 Commercial Office, Technical Park District



This land use provides for campus style, low rise (maximum 4 stories) office park,

corporate headquarters, satellite hi-tech educational facilities and other similar uses.

The location takes advantage of the data communication availability, and proximity to

the Riviera Beach Bellsouth facility.



2.2 CIRCULATION & PUBLIC PARKING (Reference Drawing CRA-5 “Public

Parking and Circulation”, in Section IV Appendix Tables & Drawings)



2.2.1 Transportation Network



The Circulation Plan is dominated by changes to the four major linkages to the City’s

north-south and east-west arterial connectors:



1. The relocation (600 feet to the west), and character change of US-1, from a

commuter road impacting downtown Riviera Beach, to a “Parkway” with

“Gateway” identification entrances to Riviera Beach from Lake Park to the north

and from the Skypass Bridge to the South;

2. The beautification and widening of Blue Heron Blvd. from the Dixie Highway

to New US-1 to a six-lane, landscaped, median-divided road;

3. Te future widening of Highway 710, (Martin Luther King Blvd.), and the

requirement, through berms, grade changes, and landscaping, to buffer this

roadway from the adjacent residential neighborhoods.

4. The widening and improvement of 13th Street from Dixie Highway to US-1 and

into “Harbor Village”, and the creation of the permanent boulevard entrance to

the new Palm Beach Cruise Port.



Through an extensive elimination of many of the intermediate streets within the

existing “grid” street patterns, the Circulation Plan creates larger parcels and more

efficient land use.



2.2.2 Pedestrian/Bikeway Circulation



In accordance with the Goals and Objectives of the Redevelopment Plan, the entire

“Downtown” is to be served by a continuous linkage of pedestrian ways and bicycle

paths to allow the connection from all of the Residential neighborhoods to schools,

parks, recreation areas, waterfront, beach, shopping and businesses. The relocated US-

1 “Parkway Spine” will act as a pedestrian and bikeway collector, and a connection to

the adjacent cities to the north and south.



2.2.3 Tram/Water Taxi Service



A rubber-tired tram system, operating on fixed routes and schedules, would access the

same destinations as the pedestrian ways and bikeways, but will also include some of

the adjacent neighborhoods contiguous to the Redevelopment Area including Singer



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Island. A water taxi system connecting to the tram stops, shall allow access to

waterfront destinations including Bicentennial Park, the Marine Exposition area,

Harbor Village, the Town Center area, Peanut Island and Singer Island. Efforts will

be made to include the participation with and connections to other Lake Worth

communities.



2.3 OPEN SPACE & PARKS (Reference Drawing CRA-6 “Open Space, Parks and

Greenways” in Section IV Appendix Tables & Drawings)



The Riviera Beach goal of becoming a “City of Parks and Gardens” is achieved though

the Open Space Plan. Every major neighborhood will have a park with connection to,

or frontage on, a linear park. The pedestrian “Greenway” system will link the parks to

the City and CRA recreation centers, the lakefront pedestrian linear park, and the

central park (New Bicentennial Park).



The relocated US-1 right-of-way will also act as a linear park and “Greenway”.

The Singer Island “Beach Village” and Oceanfront Park will have pedestrian, bike and

tram connections.



It is proposed that each of the parks will have different landscape features and activities

including: a tennis center and community activities center (including day care) in

Harbor Village West; family beachfront activities at the “Beach Village Oceanfront

Park”; passive strolling, dining, boat watching and shopping at the “Harbor Village

Linear Park and Plazas”; and family activities, junior yacht club, field activities (kite

flying, frisbee, etc.), community theater, auditorium activities (including small

concerts, arts and crafts activities), outdoor plays and music in the park amphitheater,

and special events in the Bicentennial Park.



2.4 PHASING PLAN (Reference Drawing CRA-7 “Phasing Plan” in Section IV

Appendix Tables & Drawings)



The Redevelopment implementation is planned to be completed over 10 years in 6

major overlapping phases of 2 to 3 years each. Each of the private development phases

has a corresponding public development phase, the primary purpose of which is to pace

the completion and opening of the private development projects with the necessary

infrastructure and public amenities.



Even though the Agency’s financial analysis demonstrates the overall financial

feasibility of the Plan, the schedule of marketing and development of each of the

parcels was matched to the individual phases to assure availability of the tax-increment

funds to pace the public projects cash flow requirements.



2.5 REGULATORY ELEMENTS



In accordance with Part III, Florida Statute 163, this Redevelopment Plan Modification

is in conformity with the City of Riviera Beach Comprehensive Plan Update as well

as the Zoning Code of the City.



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SECTION III

Implementation Program

III. IMPLEMENTATION PROGRAM



3.1 FINANCIAL PLAN



Ultimately, the economic success of the redevelopment plan for Riviera Beach rests on the

marketability and financial feasibility of the development proposals. The market support for

new hotels, restaurants, shops, entertainment, office space and residential units has been

demonstrated in the preliminary market analysis report, and will be updated through detailed

site specific market reports at the time of the parcel offerings.



3.1.1 Financial Analysis



In this section, the assumptions underlying the financial analysis are enunciated, project

phasing is explained, development costs which will be incurred by the Agency are detailed,

and the sources of funds to the Agency quantified. Pro forma statements of each planned

phase are presented for the overall project as well as by phase for the next ten years of

Agency operations.



3.1.1.1 Pro Forma Analysis



Detailed financial analyses, including CRA costs for acquisition, relocation, demolition, and

all infrastructure improvement/development; and revenues from land sales, tax increment

bonds and grants have been developed for each of the six overall phases and for the ultimate,

complete Redevelopment Plan. The financial pro formas, presented as “Uses and Sources of

Funds”, of each of the phases are illustrative of the types and magnitudes of revenues which

can be expected. The end result is a demonstration of the financial feasibility of the

Redevelopment Plan from the perspective of the CRA. It is recognized that construction

costs, sales and rental levels, the magnitude of relocation payments, availability of

investment capital, and institutional/developer expectations of return-on-investment may

fluctuate between now and the actual time of development of the project’s numerous

components. Furthermore, the recommended phased development elements and financial

arrangements are likely to be more complex than shown in the simplified pro formas.

Nevertheless, the pro formas present the most representative and reasonable data available

at this time, and are based on clearly defined assumptions. These pro formas serve to indicate

the financial feasibility of the Redevelopment Plan.



3.1.1.2 Assumptions



Several important assumptions have been made in the course of determining the financial

feasibility of implementing the Redevelopment Plan. First, it was assumed that the public

sector, i.e., the CRA, will be responsible for acquiring all parcels necessary for the

development of the plan, relocating and subsidizing all displaced eligible residents and

businesses, and constructing all requisite infrastructure items including the new “Riviera

Beach and Oceanfront Park”, the “Harbor Inlet”, the new Regional Central Park and

Lakefront pedestrian walkway systems, a realigned US-1 roadway, neighborhood parks and



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recreation areas, and replacement utility system development. Secondly, it is assumed that

revenue bonds will be issued by the Agency, consistent with its authorized powers delineated

in Chapter 163.385 of the Florida Community Redevelopment Act, together with land sales,

grants and loans, to finance the Agency’s responsibilities identified above.



A. Land Acquisition Cost



The acquisition cost of the privately held parcels required in each phase has been derived by

multiplying the current Palm Beach County Assessor’s market value (2000 Tax Roll) of the

properties by a multiplier factor which considers appraisal fees, limited legal fees, and an

allowance for court settlements. Actual Purchases will be based on appraisals at the time of

acquisition. The Agency’s “Qualified Owner” program of paying fair market value for the

acquired residence together with a differential payment to replace the residence (equal to or

better than existing and at no additional cost to the owner) is anticipated to result in lower

ancillary land acquisition costs for the “purchased residential properties”.



B. Relocation Cost



The Agency will, based on a specific adopted and published policy of Rules and Regulations,

pay all appropriate residential and commercial moving expenses. In addition, rental

assistance payments will be paid to eligible residents who are residing in the defined Riviera

Beach Redevelopment Area at the time of acquisition and who have been residents of that

area during the full year prior to plan adoption. Commercial enterprises which do not

relocate but choose to go out of business will be compensated by the Agency based on a

fixed formula (refer to the Relocation Plan, section 3.2.10).



C. Infrastructure Cost



The design and engineering fees and the actual construction costs of all infrastructure

components of the Plan, including the pedestrian walkways, utility replacements, and the

realigned US1 roadway and feeder roads, will be the financial responsibility of the Agency.



D. Parking



The structured, metered, or attendant parking will be constructed and financed for all public

projects such as the “Beach Village”, “Neighborhood and Recreational Parks”, and “New

Bicentennial Park”, by the Redevelopment Agency. In addition, parking for projects such as

retail, entertainment, hotel, office, and marinas, etc., may be financed and developed by the

Agency. Such parking would be open to the public, but the project developers would

contract with the Agency for a fixed number of spaces with a guaranteed lease or deficiency

guarantee per space to the Agency. This concept has successfully been utilized in several

redevelopment projects. Parking for residential projects is assumed to be the responsibility

of the developer.









III-2

E. Redevelopment Agency Expenses



The initial start up costs and operating expenses of the Agency, will be financed through the

first tax increment bond funds (Bond Anticipation Notes, “BANS”) which will be based on

the incremental tax revenues generated from assessed value increases since the 1984 “base

year”.



F. Financing



In addition to land sales and grants, permanent financing for a portion of Agency costs

incurred in each phase of the Project will be provided from tax increment revenues and from

other bond sales based on parking and specialty lease revenues. Tax Increment Financing,

a technique provided under F.S.163, will enable the Redevelopment Agency to capture the

value anticipated to be added to the tax base in the Redevelopment Area through

redevelopment. The “increment” is the difference between the new gross tax revenue flow

(from the City of Riviera Beach and Palm Beach County) and the frozen, previously existing

flow, less the statutory 5% discount for collections. This “increment” is then utilized to

amortize bonds issued to finance public improvements in the Redevelopment Area, or tax

increment district. An interest rate of 5.5 % for the T.I.F. Bonds (25-year period) is assumed

to be reasonable and appropriate. Where bond financing is used in this analysis, a revenue

to debt service coverage ratio of 1.20 is assumed. Bonds will not be issued until firm tax

assessments have been established.



The public sector front-end costs, including acquisition, relocation, demolition, and

infrastructure improvements will be financed on a short-term basis with Bond Anticipation

Notes to be retired out of the proceeds of the Bond issues. Based on consultation with the

CRA’s Senior Managing Underwriter, the Bond Anticipation Notes (BANS) could be

instructed to have “interest only” payments. The initial BANS and Bonds may require the

City of Riviera Beach to stand behind the financing with “covenants to budget and

appropriate” but, if utilized, this enhancement would not tie-up specific revenue streams.

The interest rate will be influenced by conditions in the bond market at the time of issue.



3.1.1.3 Project Phasing



The Redevelopment Program components will allow for realistically staged implementation

and development generally of the type and scale of projects identified in the market analysis.

The scope of the work planned for these projects is realistic and supportable, allowing both

the public and private projects to be accomplished within a specified time.



Once the Phase I - IA projects are completed, they will act as catalysts generating other

projects in subsequent phases throughout the Riviera Beach area.



The components of the Redevelopment Plan have been distributed over six overall phases

capable of being developed as independently supportable entities. Phase I acquisitions will

begin in early 2002 with the first improvement projects opening in early 2003. Phase I-A

activities would begin in 2002 with the project openings anticipated in 2004-2005. Other





III-3

phases, could commence concurrently with the activities of the earlier phases. For the

illustrative purposes of this Plan, it is assumed that the balance of the phased activities

would commence and complete within specific time frames. Refer to Table 2, in the Section

IV Appendix Tables, for the proposed schedule for the total project.



The development components included in each of the phases were determined on the basis

of: market support; critical mass; practicality – the time and effort actually needed for

accomplishing a given project; the logical sequence of optimizing marketability early in the

redevelopment process; and making certain improvements and land acquisitions that are

prerequisites for the success of later project phases.





3.1.1.4 Redevelopment Plan Costs



The summary of the costs for the components of each phase of the Riviera Beach

Redevelopment Plan, has been estimated and is indicated in Table 3 of Section IV, Appendix

Tables. This Table shows the distribution between acquisition, relocation, infrastructure, and

public project development costs. These direct development costs total $ 295,500,000.



The total development cost of the plan to the Agency including Agency operating and

financing expenses, is $347,200,000.



The total development costs required for the recommended initial, catalytic Phase I and 1-A

projects will represent an expenditure of $109,000,000 for Phase I, and $121,000,000

million for Phase I-A. The development costs for both Phases of the project are as indicated

in Table 4 of Section IV, Appendix Tables.



3.1.1.5 Agency Revenue Sources



The principal sources of capital to the Redevelopment Agency will be derived from the

project area land sales, tax increment revenue bonds, and grants.



A. Development and Land Sales Values



The estimate of the development values of the projected private development costs, and

accompanying residual land values, were based on typical developer investment criteria. The

market analysis, and selective developer interviews, were used as the basis for the sales and

rental values for each of the different, planned development types: i.e., residential, office,

commercial, hotel, etc. Additional considerations were applied in creating these values,

including location, comparable projects, density, amenities, views, consideration of parking

and site development costs, and the requirement for the creation of relocation resources for

both commercial and residential units.



Table 5, in the Section IV Appendix Tables, shows the development and land sales values

by parcel for the entire development. The results of the private development models are

shown in Volume III, Appendix, - Section II .



III-4

B. Bond Values



A bond proceeds analysis model was used as the methodology for evaluating the potential

Tax Increment Revenue Bond proceeds produced by implementation of the Redevelopment

Plan. The model required: (1) projecting the new fair market value of each of the completed

private parcel developments; (2) subtracting the existing assessed value for each parcel of

land, which results in the new net assessed value for the tax increment trust fund; (3)

applying the millage from the two contributing taxing authorities, the City of Riviera Beach

and Palm Beach County to the net new assessed value; (4) subtracting the statutory reduction

factor of 5% to the taxing authorities; (5) factoring the debt service “coverage” required by

the underwriter issuing the Bonds, (or BANS); and (6) subtracting the cost of the issuance

of the BANS/Bonds. By utilizing the Development Values and the Palm Beach County Tax

Assessor’s existing “assessed values”, the “Bond Proceeds” were prepared for each phase

as well as the overall Redevelopment Project. Table 6, in Section IV Appendix Tables,

represents the overall anticipated bond proceeds presented in current dollars.



Table 7, in Section IV Appendix Tables, represents the analysis and result of a 3% average

annual increase in assessed value and the corresponding potential maximum bond proceeds

for illustrative purposes only.



C. Grants



The third major source of Agency funding is grants. At the beginning of the implementation

program, the Agency (and City) will start an active, accelerated, coordinated grant

identification and application process, matching the CRA’s needs to the appropriate sources.

The Agency has already identified sources for portions of the major public works projects.

Other grants that could realistically be expected to be received, could be matching funds for

the parks, beaches, and greenways from the Department of Environmental Protection, funds

for tram and water taxi transportation, environmental cleanup projects, residential and

business relocation, and numerous specific target programs that Riviera Beach is in an ideal

position to capture.



Grants used in the financial plan are made up of two components; (1) funds that have already

been “identified” for projects within the CRA boundaries, or; (2) are realistically expected

to be applied for and granted within the development period. An example of “identified”

grants might be: $15 million for the relocation of US-1, $8 million to $11 million for

engineering, acquisition, and construction of roads and utilities within the area of 13th Street

and “Harbor Village”; $9 million for Blue Heron Boulevard, from Dixie Highway to the

Intracoastal; $l0 million for a storm water drainage system; and funds for the construction

of SR 710 (8th Street, Martin Luther King Boulevard) from Australian to the Port. Volume

III, Appendix - Section VII contains summaries of some of the available programs.





III-5

D. Total Revenue Sources



Table 3 , in Section IV Appendix Tables, represents the general Sources of Funds for the

entire 10 year Redevelopment Program which totals in excess of $354,000,000.



3.1.1.6 Project Feasibility



The financial feasibility of the Redevelopment Plan is demonstrated by the collective results

contained herein and in the complete “Financial Analysis and Development Strategy”

Volume I, Acquisition Relocation and Demolition Costs Volume II, and the detailed Data

Appendix Volume III.



Through the use of the economic models developed for this analysis, several financing

techniques, variations of interest rates, changes in development uses, intensities and

densities, and land sales pricing have been tested and the most reasonable result is shown in

Table 3. The numbers represented are shown in current dollars.



The “models” will allow potential changes in the Plan to be evaluated as the project moves

forward and implementation decisions are made when future market and economic

conditions are taken into account.



A. Project Feasibility by Phase



As the redevelopment process will be accomplished through a phased sequence of projects

to be developed over many years, pro forma analyses have been completed for each phase.

The first catalytic phase (and sub-phase) is described below.



3.1.1.7 Phase I and IA



Phase I (and I-A) as shown on Drawing CRA - 8 “Phase I, I-A Plan”, are the two phases

that define the strategy of the entire Redevelopment Plan by establishing: the credibility of

the CRA financing plan and management structure; the developer offering and selection

process; master permitting for the entire redevelopment; and the business and residential

relocation procedures also, the clearing of large areas of downtown; starting and completing

1/3 of the new US-1 parkway; starting 700 mixed income, cluster, low-rise and mid-rise

housing units; establishing the expanded quality and capacity of boat storage and services,

of the “working waterfront” and marine commercial district; the location to Riviera Beach

of high profile yacht dealerships; the establishment of the “Beach Village” and oceanfront

park; and the first new oceanfront Hotel built in Riviera Beach in 20 years, with a tropical

resort character of shops and restaurants are all scheduled to be completed by 2004/2005.



Phase 1-A, which capitalizes on the major infrastructure, character, and momentum changes

underway in the Phase I projects, contains Harbor Village, the high impact, waterfront

development that will establish the City of Riviera Beach as the most desirable urban



III-6

location in Palm Beach County. This phase will contain a series of restaurants, specialty

shops, unique office space, waterfront condominium and rental projects, a hotel and

conference center surrounded by the City’s new Marina and “Harbor Inlet”, and Riviera

Beach’s new regional waterfront park, which includes a 4000' long lakefront pedestrian way

connected to the Port of Palm Beach’s new cruiseport.



Phase I-A starts one-year after Phase I, and is scheduled to be complete late in 2004-2005.

The largest cost incurred by the Redevelopment Agency in these two phases is land

acquisition, estimated at $37,000,000 and $26,600,000 respectively. It is recommended that

at the outset of Phase I, the Agency will begin to acquire all of the required Phase I

development land but would also begin to buy 16.4 acres of Phase I-A land in order to clear

part of the “Harbor Village” area around the marina (not already owned by the City). This

will allow the start of a portion of the land preparation for the new marina; the infrastructure

areas for the “Harbor Village” parcels, and new entrance to the cruiseport.



As an independent project in Phase I-A, the Agency will start coordinating the design, market

analysis, promotion and financing for the City’s “Gold Coast Aquarium”, Riviera Beach’s

signature contribution to the “Lake Worth Communities” growing cultural amenities and

activities.



As shown in Table 4, in Section IV Appendix Tables, the two initial phases produce an

excess of $17,000,000 in capital over costs, and is consistent with the Agency’s objective of

producing a substantial fund for investment in subsequent phases.









III-7

3.1.2 FISCAL IMPACT



The financial implications of the Redevelopment Plan are not the only factors by which the

merits of the Plan should be judged, but they are among the most important factors in the

total framework. This section, presents an overview of the fiscal impact which the

development period and completion of the Redevelopment Plan will have on the City of

Riviera Beach. The fiscal impact of the Plan is expressed as a cost-benefit ratio, that is, the

annual fiscal costs to the City for providing services to the area during the bond retirement

period as compared to the annual revenues, or benefits, derived from the new tax base and

commercial activities proposed for the Riviera Beach area.



The fiscal analysis presented is not a precise detailed analysis. The final cost benefit analysis

will be included during the implementation stage in the Development of Regional Impact

Statement required by the State of Florida for projects of this magnitude. The cost-benefit

ratio presented in this report is an illustrative expression of the magnitude of the fiscal impact

anticipated.



3.1.2.1 Public Costs



There are two types of costs which the City might incur: capital costs, or “first costs”; and

continuing costs, or “service costs”.



3.1.2.2 Capital Costs



Capital costs are defined as the monetary cost to the City for providing service infrastructure

elements such as street improvements or realignments, larger capacity water/sewer mains, and

such public facilities as fire stations, or police precinct headquarters. The Financial Plan

assumes that the Redevelopment Agency will incur all infrastructure system costs. Space for

“public safety” satellite facilities will initially be contributed through developer negotiations.

Thus, it is assumed that the City will not incur any known capital costs in implementing the

Redevelopment Plan.



It is anticipated that the City might be required to stand behind the CRA’s early financial

offerings with “covenants to budget and appropriate”, or other deficiency guarantees, to cover

short term liabilities during gaps in CRA committed versus collected funds.



3.1.2.3 Operating Service Costs



The cost of providing a given level of services to the people and property within a city varies

with the type of development within it, and with the density of those land uses. Scattered

development is more expensive to serve than a concentrated, high-density project; and the

service costs to residential properties, and the households occupying them, differ from the

service costs to non-residential uses and the employees working there.





III-8

A. Approach



In order to provide a reasonable basis for the projection of annual service costs to the Riviera

Beach Redevelopment Project, the assumption that the City’s cost of providing services to the

Redevelopment Area will be equal to the average cost of providing services to the present

resident population and employment base. The basis for determining the costs of operating

services was the “City of Riviera Beach’s Adopted Budget for the Fiscal Year 2000 - 2001".

The expenditure levels indicated in this budget, expressed in constant 2001 dollars, are

considered representative of future service levels and costs.



3.1.2.4 Current Fund Expenditures



The revenues used to finance municipal services are disbursed from the City’s General Fund.

The budgeted disbursement of the 2000-2001 General Fund is $74,952,342. This budget

includes existing debt service of $ 2,996,857 which will not be affected by CRA activities.

Therefore for the purposes of this presentation, the Plan uses $71,955, 485 as the effective

City “Cost of Services”.



3.1.2.5 Total Average Cost



The Current Fund Expenditures for providing municipal services have been allocated on the

basis of the percentage of land use and full-time equivalent population that is present in the

community. Based on these total costs, costs per acre and per capita (full-time equivalent

population) were derived.



3.1.2.6 Budget Allocation



Riviera Beach contains 8 square miles of land area, or a total of 5186 acres. Therefore the

average cost of services per acre would be $71,955,485 divided by 5186 or $13,875/acre.



The full-time equivalent population (FTE) of Riviera Beach is derived by adding the estimated

current population, 29,693 people, to the hotel guest FTE population. This figure is

determined by multiplying 963 viable hotel rooms by a 65 % occupancy factor, times an

average of 2.0 people per room, for a FTE population of 1252 people. The per capita service

cost is therefore $71,955,485 divided by 30,945 people, or $2,325/person.



The cost to the City in meeting service demands resulting from implementation of the Project,

is expected to be $3,778,200.00 during the ten year period.









III-9

3.1.2.7 Fiscal Benefits



The City of Riviera Beach will be the recipient of substantial revenues generated by the

implementation of the Redevelopment Plan, including four distinct major sources of revenue.

These include:

1. Real Property Taxes;

2. Sales Taxes;

3. Licenses; permits and miscellaneous fees

4. Franchise and Utility Taxes.



In addition to these, there will be other one time costs of less substantial revenues which will

benefit the City. These will not be quantified for the purposes of this analysis.



A. Real Property Taxes



The City currently receives, after Homestead Exemptions, a total of $1,050,000 per year in

real property taxes from those areas in Riviera Beach planned for redevelopment. At project

buildout and retirement of the bonds, the projected real property taxes the City will receive

is estimated to be $8,193,500 per year (in current dollars).



During the bond repayment period, the City’s share of the above taxes, is estimated to be an

average of $450,000 per year due to the Tax Increment Trust Fund Contribution. Over a

seventeen year repayment period, the total the City would receive is $7,650,000 in additional

taxes from the new development.



B. Sales Taxes



Based on the Development Program’s build out of commercial uses the major sources of

yearly taxable sales revenue and the corresponding City’s share of the anticipated increased

Sales Tax amount is expected to be $2,900,000 per year.



C. Licenses & Permits



The business license revenue flow and permit fees to the City are estimated at

$1,085,000 annually.



D. Franchise and Utility Taxes



Based on estimates of average monthly electric, telephone and gas bills for condominiums,

apartments, hotel rooms and commercial establishments, it is estimated that the City will

receive $3,696,000 annually from franchise and utility taxes generated in the Redevelopment

Area.



III-10

3.1.2.8 Summary of Major Fiscal Revenues



The revenue sources analyzed are not intended to be a comprehensive representation of all

potential sources, but rather serve to highlight those major areas where the City can anticipate

sizeable benefits. Upon implementation of the Redevelopment Plan, an annual increased

revenue stream of $8,132,700 is expected to be received by the City.



3.1.2.9 Cost - Benefit Synthesis



The resultant net annual cash flow during the redevelopment period to the City, as shown

in the following table, will be $4,354,000. This can be expressed as a cost - benefit ratio of

1:2.15, which means that for each $1 expended by the City in the completed Riviera Beach

Redevelopment Project Area, it is receiving $2.15 in return.







NET ANNUAL CASH FLOW TO THE CITY OF RIVIERA BEACH FROM RIVIERA

BEACH REDEVELOPMENT PROJECTS



Average Revenues $ 8, 132, 700

Average Service Cost - 3, 778, 200



Net Revenue Flow to the City $ 4, 354, 500



Cost - Benefit Ratio 2.15





(Reference: Table 14 of the Financial Analysis and Development Strategy Report-Volume I)









III-11

3.1.3 Development Strategy



The strategy for implementing the Redevelopment Plan shall, in the initial implementation

activities, focus only upon Phase I and Phase I-A. The elements of the Phase I & I-A

programs add up to a very large project of sufficient size and scope to generate major investor

and developer interest. The approach to subsequent phases may be very different from that

called for in Phases I and I-A. It will depend upon the momentum and success of the initial

phases, the state of consumer and money markets, the continuity of managing and delivering

the public commitments, and other factors which can be anticipated but not necessarily

controlled. The pieces that go into an effective Phase I-IA development strategy, however,

can be put together immediately.



Successful negotiations for Phase I and I-A private investment will provide the basis for

obtaining spinoff public funds, over and above what is needed for Phase I, I-A commitments,

that can be applied to Phase II redevelopment and beyond (i.e., land acquisition prior to the

completion of Phase I-A).



There are several key factors in the Phase I strategy, but the most important is the existence

of several large land holdings and businesses and well capitalized landowners interested in

expansion and new investment. With the Redevelopment Plan, and the ability of the CRA

to consolidate land and provide new infrastructure to support the developments, these

properties will rapidly move to expand. Early clearing of large areas of blight will enable the

Agency to deliver developable land for the first residential projects and to begin the clearing

and development of the “new” US-1, the major “gateway” arrival into Riviera Beach.



The investment values represented by the “Working Waterfront” improvements, together with

existing marine commercial expansion on Broadway; the beginning of the “Inlet Harbor”

marina development on Blue Heron; and the anticipated development of the Singer Island

beachfront properties; are the essential components in the mathematics of the first, large

economic commitments. These projects, together with the sale of the first tax increment

bonds will begin the establishment of the Redevelopment Area as a marketable investment

to other outside developer/investors.



Phase I-A, the sub-phase resultant of the Phase I catalatic effort, has the largest existing

advantage of any other single phase in the program. The key factor in the Phase I-A

development strategy is the City/CRA ownership of over 22 acres of prime waterfront land

in the project area east of Broadway.



In effect, the availability of this land, nearly two-thirds of the total “Harbor Village” land,

(which represents an earlier investment on the part of the City) is the equivalent of the type

of front-end financing that makes redevelopment projects work. The values represented by

this land ownership are an essential component in the Phase I, I-A project economics.



III-12

The sale of this public land, in this stage of the Redevelopment Plan, provides a significant

portion of the funds needed to finance the front-end improvements. In addition, and of equal

importance, the public ownership of the marina makes it possible to develop the “new”

marina, and to provide an amenity that greatly enhances the project’s attractiveness to private

interests. The sale of the “Harbor Village” land alone, without the Marina, is projected to be

in excess of $35,000,000.



Furthermore, the favorable economics resulting from the land sale and private investments

in the Phase I, I-A projects, with these built-in, front-end public improvements, will make it

possible to spin off positive cash flow in excess of $17 million for use in land assembly and

acceleration of contract negotiations for the Phase II development of the “Town Center”

Project.



The importance of this point is stressed because, in the absence of other funds, not

identifiable or committed at this time, front-end funds from another source would have been

necessary to accelerate the major Phase II redevelopment project. In the Phase II “Town

Center” project, these funds are needed to provide the commitments to land acquisition and

other improvements costs which form the basis with which the prime developable, retail, land

can be offered and delivered to a investor/developer.



3.1.3.1 Premises of the Development Strategy



There are several basic premises that are the foundation for the Phase I - Phase I-A

development strategy. These premises are:



• Credibility of the Community Redevelopment Agency;

• Design and Permitting of Public Projects;

• Existing Business Expansion and Marketable Projects; and

• “Harbor Village” Development Packaging and Marketing Strategy



A. First Premise - Credibility



1. The CRA, when it seeks out and negotiates with prospective investors/developers,

should be in a position to make firm commitments that the fully improved land will

be delivered for the prescribed reuse purposes by a specific near term date. There

should be no delay in initiating the improvements involved in these commitments.



2. The Agency shall establish itself at the outset of the implementation, through a

combination of Staff and Consultant Management support, as an entity completely

capable of immediately and efficiently managing this large and complex, multi-

faceted program.



III-13

The CRA shall issue its first $3.5 million to $7.5 million in BANS or Bonds, which

can be supported by the existing Tax Increment Trust Fund, to establish the CRA’s

validity to borrow money. It should move quickly to complete the financial

relationships that insure availability of funds to implement all of the 1st Phase

Programs.



B. Second Premise - Complete all design and permitting of Public Projects.



1. Set the stage for the smooth, sequential, flow of all of the public improvements and

private development so that any project, public or private, will not be held up due to

design or permitting lead times.



2. Obtain the public infrastructure improvements and public projects design and

permitting, (i.e., roads, stormwater permits, marine project approvals, and the private

development overall approvals, i.e., the Development of Regional Impact).

Simultaneously, the existing landowner/developer preliminary discussions should be

concluded and the offering, selection , and negotiations with investor/developers

should be initiated.



C. Third Premise - Focus on existing business expansion and immediate marketable projects



1. Capitalize on the existing landowner/developer projects and match them with any

missing development expertise and financing if necessary.



2. Initiate and conclude development agreements with the “Working Waterfront”,

“Marine Commercial”, Singer Island, and “Inlet Harbor Marina” (Town Center)

Owner/Developers. Immediate steps should be taken to augment the capabilities of

the existing landowners through Requests for Qualification’s (R.F.Q.’s) to move all

of the Phase I projects into a pre-development mode within 6 months of Plan

approval. R.F.Q.’s should be prepared at the same time for all the 1st Phase Housing

Projects. With thirty (30%) percent of the housing units programmed for “relocation

resource”, the 700 units in Phase I could start providing relocation resources during

the multiphase construction of US-1.



D. Fourth Premise -Harbor Village Development Packaging & Marketing Strategy



1. Package and initiate the marketing and development of “Harbor Village”. “Harbor

Village” is planned as seven discrete parcels which will be offered as seven individual

development “packages”. Simultaneously with these offerings, the entire “Village”

should be offered as a single package to investor/developers, which should also

include an arrangement for the operation of the marina as an integral element of the

offering. The resulting advantage to the CRA could be substantial. These

opportunities could include acceleration of the development time- table, simplification

of land ownership for the multi-use parcels, potential efficiencies of a single source

for negotiations and control and potentially optimizing the economic returns.





III-14

2. As a single Phase I-A, “Harbor Village” development package, it has already been

noted that the proposed package is large enough to attract major investor/developer

interest, but it is not too large to be undertaken as a single fast-track project. The

Phase I-A site, should be offered at the time that the Phase I projects are designed and

funded, (approximately one year after the start of Phase I). The CRA should accept

a total development proposition from a major investor/developer with qualified sub-

developers. The CRA’s objective should be to realize the maximum return on the

land holdings that it has in the Phase I-A tract, consistent with the standards

established in the Redevelopment Plan. Bringing the development/operation of the

“new” marina, either sold or under lease, into the development package should

definitely increase the overall project’s attractiveness and hence the CRA’s return

from it. It will also bring the marina onto the tax roles.



3. The marketing approach for this strategy would also be directed to large-scale

investors. It should be tempered by pre-marketing and identifying “qualified”

developers for each of the individual uses. For a large investor/institution with an eye

to both long-term and short-term investment returns, the Harbor Village project offers

a unique opportunity. Total private investment in the Harbor Village reuses could

exceed $275,000,000, including the value of the land.



4. The multiple marketing strategy, and all related marketing materials; including finite

target market reports, a broker qualification program and notification process,

redevelopment information and offering packages, establishment of an effective web

site , brochures, public relations and advertising material, models, other visual aids,

and all controls and guidelines, shall be created, completed, approved and

implemented as part of the 1st Phase of the implementation program.



3.1.3.2 Development Approach



A realistic extension of the marketing approach for the Phase I, I-A development is for a

major investor/developer to undertake the entire “Harbor Village” project which, as an

incentive to the investor for an early commitment, could also include the first 700 residential

units. A large scale institutional investor, such as a diversified bank, could purchase the

majority of the Phase I-A land from the Agency and act as the landowner to lease portions of

the land and/or provide project financing and long term mortgages to the pre-qualified sub-

developers.



There are immediate markets for many of the indicated reuses and the current status of the

competitive waterfront land market is such that the area offers the kind of investment

opportunity that is being sought by some major financial institutions.

The reuse package offered to the investor/developer should also include the marina, as noted

earlier. Not only is this a potentially very profitable element in the total waterfront

development package, but the marina also needs to be fully integrated into the waterfront

operations (hotel, restaurants, housing) as a marketing attraction under a unified development

approach.





III-15

The proposal submitted to the investor could also be treated as a long term ground lease on

large portions of the developable property in Phase I, I-A; however, this would exclude those

parcels that the City would want to withhold for other purposes.



The structure of the financing and the development process will involve three parties in

addition to the landowners, investors and developers.



A. The Agency’s senior managing underwriter/consortium of banks will provide front-end

capital through the purchase of the CRA short-term Bond Anticipation Notes (BANS)

issued by the Redevelopment Agency.



B. The Redevelopment Agency will have the primary responsibility for managing,

coordinating and monitoring the entire public and private development. This would also

include delivering the developable land and developing the necessary approvals and

improvements.



C. The City of Riviera Beach government will deliver City-owned land and existing

operational elements, such as the marina and water rights, to the Redevelopment Agency.

The City of Riviera Beach will also provide all possible financial support, including

deficiency guarantees in the start-up financing stages, and provide other operational and

policy supports to the Agency.



3.1.1.3 Steps in the Development Scenario



The Redevelopment Agency will take the lead in getting the development process underway

upon completion of the pre-project planning activities. A comprehensive development

package will be prepared and marketed to “qualified” developers/investor prospects, spelling

out: a) the reuse schedule, with market analysis back up; b) the terms of the development

agreements; c) the land sale pricing; d) the public commitments; e) the development

timetables; and f) the specific deadlines for all contractual obligations.



The subsequent development scenario will involve the following recommended actions:



A. The developer will sign a Disposition & Development Agreement (“D&D” Agreement)

with the Agency committing him to: purchase (or lease) the prescribed developable

parcels according to the detailed reuse plan; provide the minimum development cost

requirements; adherence to the architectural controls and guidelines, “standards for

development” and the development timetable. The conclusion of the sale (or lease) would

be contingent on successful financing and the provision of construction and completion

bonds or other guarantees. The execution of the D&D Agreement would also be

contingent upon representations by the Agency that all committed improvements would

be made within the project area on prescribed schedules.



B. The Agency will issue short-term, tax-exempt Bond Anticipation Notes (“BANS”),

through its Senior Managing Underwriter, to finance it’s necessary front-end capital costs.





III-16

These costs would include the acquisition of additional land, the necessary demolition and

relocation expenses involved in land clearance, the construction of the Phase I public

improvements, and the operating costs of the Agency for a one year period. Interest on the

BANS would be repaid from the existing T.I.F income. The amount of the “BANS”

would cover only those front-end expenses involved prior to the availability of funds from

long-term bonds which would be issued against the future (collected) T.I.F. funds in the

Phase I private development improvements. The City of Riviera Beach might be required

to stand behind the financing with “covenants to budget and appropriate”.



C. The Agency shall undertake the necessary land acquisition, demolition, relocation and

physical improvements. After negotiating the necessary “D&D” Agreements, the CRA

will request title to the city-owned land. Upon the subsequent issuance of long-term

bonds based on the increased, matured, tax-increment funds, the Agency will repay the

short-term bonds and proceed to finish the land acquisition and improvement program for

Phase I and I-A.



D. The City Government will transfer to the Agency the title to city-owned property and

water rights in the Phase I and IA project areas. The CRA would remove the existing

municipal facilities within the project area, and would begin the construction of the new

marina bulkhead and related improvements. The coordination with the City, (and other

agencies) for the necessary permits, environmental clearances, and other public support

for the development, in connection with the front-end activities, will be organized within

the CRA’s overall program of project management and scheduling. Every possibility of

delay should be eliminated by all relevant City departments once the development process

has begun.



It is anticipated that some of the basic activities listed above would be parallel, rather than

sequential.



3.1.3.4 Alternate Scenario



It is possible that the investor/developers brought in to undertake these Phase I-IA projects

would be willing to provide the front-end funds by purchasing the short-term bonds from the

Agency. From the investor/developer’s standpoint, it may provide a more certain guarantee

that the necessary improvements are made.



It is also possible that the investor /developers would be interested in leasing rather than

purchasing the land. This option would require the Agency to sell long-term “lease revenue”

bonds based on land leases. Over time, the returns to the City would be greater, but the cost

of the funds might be higher, depending on the credit of the investor/developers.

Alternatives are suggested to indicate that serious negotiations with an investor/developer

could provide different ways of successfully implementing the Project. Undoubtedly, the final

transactions will involve some modifications of the basic approaches suggested above.









III-17

3.1.3.5 Funding of Subsequent Phases



The financial pro-formas presented earlier indicate that the economic feasibility of the Plan

is favorable on an overall basis, as well as through sequential phases. It is quite probable that

the overall appreciation of sales values and the strengthening of the market due to the success

of early phase activities, could also provide a more favorable cash flow than shown. In any

event, the Agency should continually evaluate its development strategies from the perspective

of the early phase developments.



The Agency may consider accelerating strategic property acquisitions by deploying the

“spinoff” funds from Phase 1A if market conditions are favorable.



The feasibility of these and other alternatives for leveraging the Phase I-A spinoff dollars for

maximum impact on Phase II and other phases will be largely determined by progress in the

Phase I and I-A development and other conditions prevailing at the time.



It should be recognized that the material in this Redevelopment Financial Plan has been

developed from “Master Plan” level budgets and assumptions. Development costs, income

levels, availability of investment capital, and interest rates may fluctuate between now and the

time of actual development of the numerous phases. However, the methodology and data base

established for the Redevelopment Plan and for this Financial Plan, and the practicality of the

“parcelization” concept will allow future market and economic influences on the uses,

intensities, sizes and programs, and permit the Agency to evaluate and change, as necessary,

the elements to assure the successful completion of this major restructuring of Riviera Beach.









III-18

3.2 GENERAL CONDITIONS AND LIMITATIONS



All real property in the project area is hereby made subject to the controls and requirements

of this Plan.



No real property shall be developed, rehabilitated, or otherwise changed after the date of the

adoption of this Plan except in conformance with the provisions of this Plan and all applicable

State and local laws.



3.2.1 Standards for Development



The “Standards for Development” for new construction and rehabilitation applicable to each

Development Parcel are set forth in Table 8, in Section IV, Appendix Tables.



The “Standards for Development” relate to both private and public work within the project

area. No new development shall be constructed and no existing improvements shall be

substantially modified, altered, repaired, or rehabilitated except in accordance with the

“Standards for Development”. The Agency shall not approve plans for new construction or

rehabilitation which do not comply with the “Standards for Development”.



3.2.2 Development Guidelines



The Agency is authorized to establish Architectural Guidelines defining: architectural and

landscape character; standards for graphics and signing; traffic circulation and ingress-egress

requirements; and any other design and development objectives and controls necessary to

implement this Plan. These Guidelines shall be established within the limits, restrictions, and

controls in this Plan.



The Agency will prepare and adopt the Architectural Guidelines and once adopted, shall use

said Guidelines, along with this Plan and the “Standards for Development” as the basis for

public or private development within the Project.



Attached hereto in Section IV, Appendix Tables & Drawings are the Illustrative Drawings,

Table 8, “Standards for Development; Table 8.1 “Parcel Control Plans”; Table 8.2

“Parcel Control Data Tables” Table 8.3, Development Program; and Table 5,

Development Values. The Tables indicate the use, size, bulk, density and intensity, and

economic value of permissible development within the Project.



It should be understood that the illustrative drawings are conceptual only, and that

development need not conform to these Drawings. The Agency may approve plans for

development which vary from these illustrative drawings, provided that said plans are in

conformity with this Plan, the Development Program, the Standards for Development,

Development Values and the Architectural Guidelines.









III-19

All new construction shall comply with all applicable State and local laws in effect, except

as inconsistent with this Plan or agreements entered into by the Agency under the authority

of this Plan.



All setback areas shall be landscaped and maintained by the owners with the exception of any

portion necessary for access which shall be paved in accordance with the landscaping concept

established by this Plan. Parking facilities shall be provided in accordance with the criteria

set forth in the Plan at the ratio, if any, set by this Plan. All parking shall be paved and

drained so that storm and surface waters draining from parcels will not cross public sidewalks,

and all parking spaces visible from the street shall be landscaped as necessary to prevent

unsightly barren appearances.



Off-street loading facilities, trash areas, and any outdoor storage of materials shall be

approved by the Agency shall be adequately enclosed or screened by walls, landscaping, or

other such enclosure consistent with Agency guidelines.



3.2.3 Rehabilitation



The Redevelopment Agency may rehabilitate, or may as a condition of sale, lease, or owner

participation, require a developer or an owner participant to rehabilitate, remodel, alter,

restore, repair, or otherwise improve the property that is the subject of the sale, lease, or

Owner Participation Agreement, in a manner prescribed by the Agency.



As necessary in carrying out this Plan, the Agency is authorized to move or to cause to be

moved any building or other structure to a location within or outside the project area. Any

structure within the project area which will be retained as part of this Plan shall not be

repaired, altered, reconstructed, or rehabilitated unless it is done so in conformance with this

Plan and the Architectural Guidelines adopted by the Agency to assist in the implementation

of this Plan.



3.2.4 Open Spaces and Landscaping



The approximate amount of open space to be provided within the project area is set forth in

Table 8, “Standards for Development” in Section IV, Appendix Table, and is included as part

of the Goals and Objectives of this Plan. These areas include, but are not limited to, the total

of all areas which will be in public rights-of-way, open spaces, the space around buildings,

and all other outdoor areas not permitted through applicable limits of land area to be covered

by buildings. Landscaping plans shall be required to be submitted to the Agency for review

and approval.



3.2.5 Sign Requirements



Exterior signs necessary for the identification of buildings and premises shall be permitted

provided that they comply with the Signage Guidelines established for the project area.



Private sector signage should be considered an integral component of the urban environment



III-20

and designed/located accordingly. Signage should be restrained in character and no larger

than necessary for adequate identification. Wherever possible, signage should be integrated

with the building architecture, arcades or canopies. Private signage that improves the

pedestrian and vehicular circulation systems should be encouraged.



Building signage should be discouraged above the building’s second floor elevation except

on hotels, which may be permitted to display a single discrete sign on two faces of the main

building mass. Roof signs and billboards are expressly prohibited. Freestanding signs should

be located and sized so they do not obstruct views to/from adjoining parcels or impede clear

views of pedestrian and vehicular traffic and traffic control devices.



The intensity and type of signage illumination should not be offensive to surrounding parcels

or the uses therein. Signage style and character should enhance the visual and functional

quality of the adjoining public corridor. Signage design, materials and maintenance should

be compatible with public sector site elements.



3.2.6 Utilities



The Agency shall require that all utilities be placed underground including, but not limited

to, the following: electric service, water meters and valves, telephone service including pull

boxes, manhole inlets and drain facilities, and cable TV.



3.2.7 Re-subdivision of Parcels



After rehabilitation and/or development pursuant to this Plan, no parcel in the project area,

including any parcel retained by a conforming owner or participant, shall be re-subdivided

without the approval of the Agency.



3.2.8 Works of Art



The Agency will require public and private developers to supply and incorporate into each

development works of art or special features for public view and appreciation. The Agency

shall establish rules and regulations governing the provision of said works of art, including

cost, placement, and timing. The Agency may allow the art or special feature to be placed

offsite of certain parcels.



3.2.9 Property Management



During such time as property in the project area is owned by the Agency, such property shall

be under the management and control of the Agency. Such property may be rented or leased

by the Agency pending its disposition for redevelopment.





3.2.10 RESIDENTIAL AND BUSINESS RELOCATION PLAN



The following is a summary of the general provisions of the Relocation Plan including the

qualifications (eligibility) and benefits. The final plan, and "Rules and Regulations”, will

contain sections with details of: the policies; explicit definitions of terms used in this

document; eligibility requirements; methods of assuring availability of housing; (and the



III-21

standards of the replacement housing); the services that the Agency will provide to displaced

residents and businesses; the treatment that will be applied to people with special needs, such

as: fixed income elderly residents, residents with incomes below the economic capability to

find other housing resources within their means, programs to move together residents with

dependence on neighbors, (extended families); and locational priorities to the extent that the

plan is capable of supporting the program.



As part of the Implementation Program, the Relocation Plan "Rules and Regulations" will be

prepared and adopted. Benefits will be afforded to all qualified residents and businesses

displaced by the CRA. The proposed qualifications and nature of the proposed benefits are

described within this section.



3.2.10.1 Relocation Policy



It is the policy of the Agency that residents and businesses displaced as a result of the

redevelopment projects shall be provided with benefits and services that will minimize the

inconvenience caused by their relocation.



In implementing this Plan, the Agency will provide fair and equitable treatment to those who

are displaced. The objectives shall be to:



A. Provide residents to be displaced with the opportunity to occupy comparable

replacement housing equal to or better than their existing residence and is within their

ability to pay; such housing shall be adequate for their needs, meet all requirements

for decent, safe, and sound housing, and to the extent reasonably possible, satisfies

their preference with regard to location, and other considerations;



B. Carry out project activities in a manner that minimizes hardship to those to be

displaced;



C. Provide maximum choices within the available housing supply;



D. Provide relocation assistance in accordance with the needs of those to be displaced.

Through referrals to other agencies, including the appropriate social services, provide

assistance to those who are chronically ill, homebound and in need of support

services, counseling and follow-up services;



E. Make an effort to provide residents to be displaced with the opportunity to remain in

the project area.



F. Make an effort to minimize the financial burden, or other hardship, of those displaced

through any action by the Agency in carrying out the Redevelopment Plan;



G. Provide business concerns and nonprofit organizations with assistance in establishing

new locations with minimum delay and loss of earnings;



H. Provide residents who are accepting relocation benefits with the opportunity to take

part in the Agency's training and employment programs.







III-22

3.2.10.2 Coordination with Other Public Agencies



A. Social Agencies



The Redevelopment Agency, or its relocation specialist staff, in working with families

and individuals to be displaced, will make use of services offered by existing public and

private social service agencies or other non-profit agencies in the community. The

relocation staff will provide the follow-up referrals to provide continuity to those

relocated (and eligible) to receive the assistance available through these agencies.



B. Housing Authority



The relocation specialist staff will work closely with the City’s Housing Coordinator to

the Housing Authority for the purpose of utilizing available public housing units for

those people to be relocated and who are eligible for such housing.



C. Community Development



A liaison will be maintained with the housing coordinator of The Community

Development Office to coordinate housing and other development programs.



3.2.10.3 Methods of Assuring Availability of Housing



A current inventory of standard housing, both public and private, will be maintained by the

Redevelopment Agency or their contractor, to be used as resources by persons displaced and

to provide up-to-date information with regard to the availability of housing of all types.



Contacts will be maintained with local real estate brokers, property management firms, etc.,

to assist in maintaining current information. Various sources of information will be utilized

for the purpose of determining vacancy rates and general increases in housing costs.



During the course of the multi-phased project implementation, the Agency shall take steps to

acquire, develop, or to assist in the development of, the necessary housing. As part of the

proposed new residential units to be constructed within the CRA boundary, the Agency may

require of the housing developers (developing parcels that are scheduled for mixed income

housing), that 30% of these units will be relocation resource housing.)



3.2.10.4 Administrative Organization



It is the Agency's responsibility to provide relocation services as specified in the Rules &

Regulations, to those displaced. The Agency may execute this responsibility by contracting

with a professional services company which has the required expertise and experience to

implement the policies.



3.2.10.5 Phasing of Relocation Activities



Relocation will be phased in accordance with the planned project activities and relocation

workload.





III-23

3.2.10.6 Relocation Standards



A. Physical Standards



Relocation housing shall be decent, safe, and sound housing shall be equal to or better

than the resident’s existing dwelling, and meets all of the following minimum

requirements :



1. Conforms with all applicable provisions under State or local building, plumbing,

electrical, housing and occupancy codes and applicable ordinances and regulations.



2. Is in sound, clean condition, in good repair and adequately maintained. Each non-

housekeeping unit, if required, shall be in conformance with local code standards for

boarding, and other dwellings for congregate living.



B. Occupancy Standards



The Agency will approve occupancy standards in the "Relocation Rules and Regulations"

that will be used as a guide in determining the number of bedrooms required; however,

any special needs of a family to be relocated will be considered for purposes of locating

a unit of appropriate size.



C. Environmental Standards



Persons to be displaced shall be referred to housing units in suitable locations which, to

the extent reasonably possible, are: (1) equal to/or better than the location of the

displaced person's former dwelling with respect to public utilities and services, churches,

schools, recreation, transportation, and other public and commercial facilities; and (2)

reasonably accessible to the individual’s present or potential place of employment.



If, by choice, a displaced person self-relocates into a dwelling unit which does not meet

environmental standards, but which is in all other respects standard housing, eligibility

for relocation payments shall not be affected.



D. Equal Opportunity Standards



All housing listed and offered for referral as replacement housing shall be open to all

without discrimination and available without discrimination based on income.



3.2.10.7 Relocation Services



A. "Needs Assessments" Surveys



"Needs Assessment" surveys will be conducted for all residents and businesses to be

affected in order to determine housing and other requirements. Services will be designed

to fit the needs of those expected to be displaced.









III-24

B. Information Program for Persons to be Displaced



The Agency shall prepare and distribute informational materials including eligibility,

benefits, services and potential formal notification procedures to all families, individuals,

business concerns and nonprofit organizations to be displaced or otherwise affected by

the Project. Separate detailed informational packets will be prepared for residential and

nonresidential displacees.



Brochures, letters, etc., providing general information about the Relocation Benefits shall

be distributed at meetings and by regular mail. The official “Minimum Notification of

Displacement”, (as established in the "Rules & Regulations"), containing information

about benefits and payments, shall be hand-delivered or sent by certified or registered

mail.



Informational materials will include:



1. Identification of the areas which may involve displacement;



2. A description of the relocation services available;



3. Information on relocation payments, including types of payments, general eligibility

criteria and caution against early moves which may result in ineligibility for benefits;



4. A brief description of standards for housing;



5. Assurance that families and individuals will not be required to move before they have

an opportunity to obtain decent, safe and sound housing within their financial means;



6. A summary of the Agency's eviction policy;



7. A description of the Agency's grievance procedure;



8. The address, telephone number, and business hours of the relocation office.



C. Assistance in Obtaining Housing in Publicly Assisted Housing



1. The Agency will refer all families and individuals who appear to be eligible to the

Housing Authority for the purpose of filing an application for admission to

publicly-assisted housing. When necessary, assistance will be provided in filing

applications.



2. Private Housing



Vacancy listings, consisting only of vacancies which comply with established standards,

will be provided to families and individuals who expect to relocate into private housing.

Displacees will be assisted in making arrangements to inspect available units and, if

necessary, transportation will be provided.



Contacts will be maintained with real estate agencies, brokers, landlords and others for



III-25

the purpose of obtaining listings of standard relocation housing. Units will be inspected

prior to referral to determine whether they are decent, safe, and sound.



Prospective purchasers will be offered assistance in obtaining mortgage financing and,

for this purpose, contacts will be established with lending institutions. Information on

sizes, rental and sales prices of units will be recorded and made available to those

seeking housing referrals.



3. Self-Relocation and Inspections



All dwellings of families and individuals who self-relocate will be inspected by

relocation staff. If the dwelling under consideration is substandard, the family or

individual will be so advised and assistance will be offered in finding standard housing.

If, however, a family or individual relocates into structurally substandard housing and

declines a reasonable number of referrals to standard housing, the matter will be referred

to the appropriate CRA department for applicable code enforcement activity.



D. Special Services



Families and individuals who need assistance with special problems will be provided with

access to social services, referrals to appropriate public and private resources, and counseling

prior to, during, and subsequent to relocation. Necessary advisory services will also be

available to those who are not required to move from the project area, or who are in adjacent

areas, whenever the need exists.



3.2.10.8 Residential and Business Relocation Qualifications & Benefits



3.2.10.8.1 Residential Relocation



A. Tenant's Relocation Qualifications and Proposed Benefits



1. Tenants are qualified for relocation assistance if they resided within the Redevelopment

Area not less than 90 days prior to the notification of relocation.

a. Benefits the Agency will pay:

• Payments for moving expenses. The Agency will provide several methods for

calculating payment.



2. "Stakeholder" Tenants, are qualified if: (i) they reside within the Redevelopment Area

at the time of notification of relocation, (ii) they have resided in the Redevelopment Area

at least 360 days prior to adoption of the Redevelopment Plan and (iii) they occupy a

replacement dwelling within one year after the date of moving from the acquired unit.

a. Benefits the Agency will pay:

• Moving Expenses. The Agency will provide several methods for calculating

payment.

• Utility Connection Fees.

• Rental Assistance Payments based on the difference between: what the monthly

rental charges are in the Agency offered choices of decent, safe and sound

housing, equal to or better than the replaced dwelling; and at a size adequate for



III-26

their needs; and 30% of the "Stakeholder's" household income available for rent,

for a period of 36 months, plus security deposit with a maximum payment of

$10,000,

• The tenant may opt to request a lump sum payment calculated on the above

method, but not to exceed $5,000.

• If a tenant benefit calculation is in excess of $5,000, and the tenant is capable of

working (not disabled or over 62 years of age and/or on a fixed income) the

Agency may require the tenant (if they are accepting payments) to enroll in the

Agency's training and employment program.



The tenant also may opt to accept the moving and utility connection payments and apply

the calculated amount of the rental assistance payments (not to exceed $,5000) to a down

payment on the purchase of a replacement dwelling. The payment will be disbursed at

the closing of the new housing unit.



B. Relocation Qualifications and Proposed Benefits For Elderly Tenants or Tenants With Special

Needs.

1. Elderly tenants are qualified if (i) they have been permanent residents within the

Redevelopment Area for 360 days or more prior to the adoption of the Redevelopment

Plan, (ii) they occupy a replacement dwelling within one year after the date of moving

from the acquired unit; (iii) they are 62 years of age or older at plan adoption; (iv) they

are solely on fixed incomes (based on a "needs assessment" and "means test") indicating

an income level less than $25,000 per year; and (v) they are not already enrolled in an

existing rental assistance program.

2. Tenants with special needs are qualified if : (i) they have been permanent residents

within the CRA boundary for 360 days or more prior to the adoption of the

Redevelopment Plan, (ii) they occupy a replacement dwelling within one year after the

date of moving from the acquired unit; (iii) they are permanently unable to work due to

health or disabilities, (based on a "needs assessment" and "means test") indicating a

household income level less than $25,000 per year; and (iv) they are not already enrolled

in an existing rental assistance program.

3. Benefits the Agency will pay:

(Elderly and Special Needs Tenants)

• Moving expenses. The Agency will provide several methods for calculating payment.

• Utility Connection Fees.

• Rental assistance payments based on the difference between the amount of household

income the tenant has available for rent (based on a sliding scale of a minimum of

18% to a maximum of 30% of the household income totaling a maximum of $25,000

per year), and the monthly rental charge for the Agency offered replacement dwelling.

Example: With a household income of $15,000.00, the sliding scale of household

income available for rent payments would be 22% ($3,300.00 per year or $275.00 per

month). With an Agency offered replacement dwelling renting for $500.00 per

month, the amount of rental assistance payments would be (the difference between

$500.00/month and $275.00/month) or an assistance contribution of $225.00 per

month.

• The replacement dwelling will be at a size adequate for the household's needs.

• Rental assistance payments will be available, for the life of qualified tenants, through

the Agency's maximum contribution of $10,000.00 per household and funds from

other programs.



III-27

• In lieu of the benefits listed above, the tenant may opt to receive: (i) a lump sum

payment of $ 5,000 or (ii) the moving and utility connection payments and apply the

calculated amount of the rental assistance payments (not to exceed $5,000) to a down

payment on the purchase of a replacement dwelling. The payment will be disbursed

at the closing of the new housing unit.



The Agency, at its sole discretion, may utilize any Federal or local funds available from other

programs, including Public housing to implement this program.



C. Owner/Occupant's Qualifications and Proposed Benefits

1. Owner/Occupants are qualified if they have resided within the Redevelopment Area not

less than 90 days prior to the Notification of Acquisition and Relocation.

a. Benefits the Agency will pay:

• Relocation Payments for moving expenses. The Agency will offer several

methods for calculating payment.

• Fair Market Value for the property.

2. "Stakeholder" Owner/Occupants are qualified if: (i) they have resided in the

Redevelopment Area for 360 days prior to the adoption of the Redevelopment Plan, (ii)

they reside within the Redevelopment Area at the time of Notification of Acquisition and

Relocation (iii) and they occupy a replacement dwelling within one year after the date of

moving from the acquired unit.

a. Benefits the Agency will pay:

• Fair Market Value for the property.

• Moving Expenses. The Agency will provide several methods for calculating

payment.

• Utility Connection Fees.

• A home price differential payment based on the difference between what the

Agency pays for Fair Market Value of the residence and the Replacement Value

of Agency offered choices of decent, safe, and sound housing, equal to or better

than the replaced housing, but not to exceed $25,000. The Agency will provide

services (if there is an existing mortgage on the existing dwelling) that will

include mortgage replacement assistance to attempt to maintain similar

payment schedules in the replacement residence.



3.2.10.8.2 Business Relocation



A. Business Tenant Relocation Qualifications and Benefits.



1. A Business Tenant is qualified if: (i) all its operations are lawful and permitted activities;

(ii) it has been a licensed business within the Redevelopment Area at least 180 days prior

to the Notice of Relocation; and (iii) it must move as a result of rehabilitation or

demolition of a structure, or are required to move as a result of acquisition by the CRA.

a. Benefits

An estimate of moving costs will be obtained and relocation benefits will be limited

to the moving cost only for the business.



2. Business "Stakeholder" Tenants (three year eligibility basis).

A Business “Stakeholder” tenant is qualified if (i) all of its operations are lawful and

permitted activities; they are licensed businesses within the CRA boundaries, or it had



III-28

previously operated its businesses within the City of Riviera Beach, prior to moving into

the Redevelopment Area; and (ii) it has been in operation a minimum of 3 years prior to

the adoption of the Redevelopment Plan and are located within the Redevelopment Area

at the time of Notification of Relocation; and (iii) it relocates to another location within

1 year of the acquisition of the building.

a.. Benefits

A business required to relocate will be eligible for the moving cost and

reestablishment of the business. The Agency will offer several methods for

calculating payments as the Agency determines to be reasonable and necessary and

which may include one or more of the following elements:



(i) Moving Costs

A business will be eligible to receive moving cost expenses associated with the

relocation of personal property from the acquired site. This includes but is not

limited to:

• Transportation, packing, crating, unpacking, storage, re-lettering signs and

replacement stationary, dismantling and reinstalling machinery, equipment and

personal property and insurance associated with the move;

• Disconnecting and reconnecting equipment from one location to another;

• Depreciated cost of substitute equipment which cannot be moved;

• Possible benefits for temporary moves not to exceed a schedule of values to be

established by the Redevelopment Agency;

• Agency assistance to minimize business interruption;

• Replacement value of property lost, damaged or stolen during the move

process.



(ii)Reestablishment

A business required to move will also be eligible to receive expenses incurred in

relocating including, but not limited to:

• Construction and installation costs for exterior signs;

• Advertisement of new locations;

• Modification to the replacement site to accommodate the business;

• Utilities hook-ups;

• Professional services to assist in the purchase or lease of a replacement site.



(iii)Relocation Advisory Services

• Any business required to move as a result of the CRA Project will be

provided relocation advisory services by relocation staff. Each displaced

business will be addressed independently and the relocation needs and

preferences of each will be determined by means of personal interviews and

inspection of the site.

• The Relocation Specialist will explain the relocation eligibility requirements,

and other assistance offered by the Agency. Each displaced business will be

provided a booklet which will provide detailed information regarding the

benefits and the relocation program. The Relocation Specialist will provide

counseling and advice as to the potential programs that offer assistance.

• The Relocation Specialist will also provide continuing information as to the

availability of appropriate replacement sites, and assist the displaced business

in coordinating their move. The displaced businesses will be provided

specific sites for consideration as replacement locations.



III-29

b. Notices

Any notices given to displaced businesses will be provided in written format. If it is

determined that translation is necessary, the appropriate notices will be translated in

the language understandable to the business being displaced. Notices will be

personally delivered where possible, or mailed by certified mail with a return receipt

requested in all other instances.



c. The Moving Process

(i) Moving Specification

The Relocation Specialist will develop detailed move cost specifications for each

business. The specifications will be a detailed plan of the needs and requirements

of the business to enable it to relocate effectively. The preparation of the

specification is a joint effort, which includes vendors, the business owner,

commercial movers, specialty movers and the relocation Specialist. All moving

specifications will be provided to movers and vendors to assist them in preparing

estimates.



(ii) Estimates

Qualified licensed movers will prepare estimates. Specialty movers will be

utilized as required.



(iii) Inventories

A detailed inventory will be prepared and supported by video, if appropriate,

of all personal property to be moved to the relocation site. The inventory will

be certified by the relocated business owner/tenant. All inventories will be

provided to movers and vendors to assist them in preparing estimates.



(iv) Scope of Services

A detailed scope of services will be prepared for each business to be moved.

The scope will include the following information:

• Monitoring plan

• Date and time

• Equipment to be utilized

• Special services required such as plumbing, electrical or construction

• Location of move

• Specific information relative to replacement equipment

• Labor needs



d) Hazardous Waste / Contamination

Removal of contaminated substances will be provided if such contamination

disposal is a normal part of operations of the displaced business, and is not the

result of a deliberate violation of applicable disposal procedures. Claims for actual

costs will not exceed a limit set by the Agency. Remediation of deliberate site

contamination shall be the responsibility of the displaced business.





B. Business Owner Relocation Qualifications and Relocation Benefits



1. Business Owners are qualified if (i) all of its operations are lawful and permitted



III-30

activities and it has been a licensed business within the CRA Area not less than 180

days prior to the time of the Notice of Acquisition and Relocation and (ii) it acquires a

new building or relocate to another location as a tenant within one year from the date

of the acquisition.

a. Benefits

• Any business the Agency determines to be affected by the acquisition will be

offered the Fair Market Value for the real property.



2. “Stakeholder" Business Owners are qualified if (i) their operations are lawful and

permitted activities and they are licensed businesses that are owned and operated within

the CRA Area, or had previously owned and operated their businesses within the City

of Riviera Beach prior to moving into the Redevelopment Area, for a minimum of 3

years prior to the adoption of the Redevelopment Plan, and (ii) are located within the

Redevelopment Area at the time of Notice of Acquisition and Relocation; and (iii) they

acquire a new building or relocate to another location as a tenant within one year from

the acquisition.

a. Benefits

• Any business the Agency determines to be affected by the acquisition will be

offered the Fair market Value for the real property.

• A business required to relocate will be eligible for the moving cost and re-

establishment of the business.

• The Agency will offer several methods for calculating payments as the Agency

determines to be reasonable and necessary and which may include one or more

of the following:



1) Relocation Advisory Services

Any business required to move as a result of the CRA Project will be provided

relocation advisory services by relocation staff. Each displaced business will

be addressed independently and the relocation needs and preferences of each

will be determined by means of personal interviews and inspection of the site.

The Relocation Specialist will explain all the relocation eligibility

requirements and other assistance offered by the Agency. Each displaced

business will be provided a booklet, which will contain detailed information

regarding the benefits and the relocation program. The Relocation Specialist

will provide counseling and advice as to the potential programs that offer

assistance.



The Relocation Specialist will provide continuing information as to the

availability of appropriate replacement sites, and assist the displaced business

in coordinating their move. The displaced businesses will be provided specific

sites for consideration as replacement locations.



2) Notices

Any notices given to displaced businesses will be provided in written format.

If it is determined that translation is necessary, the appropriate notices will be

translated in the language understandable to the business being displaced.



Notices will be personally delivered where possible or mailed by certified mail

with return receipt requested in all other instances.



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3) Moving Costs

A business will be eligible to receive moving costs associated with the

relocation of personal property form the acquired site. These costs may include

but not limited to:

• Transportation, packing, crating, unpacking, storage, re-lettering signs

and replacement stationary , dismantling and reinstalling machinery,

equipment and personal property and insurance associated with the

move.

• Disconnecting and reconnecting equipment from one location to another

• The depreciated cost of substituting equipment which cannot be moved

• Possible benefits for temporary moves, not to exceed a schedule of

values to be set by the Redevelopment Agency.

• Agency assistance to minimize the interruption of the business

• The replacement value of property lost, damaged, or stolen during the

moving process



4) Reestablishment

A business required to move will also be eligible to receive expenses incurred

in relocating and reestablishment including but not limited to:

• Construction or installation costs for exterior signs

• Advertisement of the new location

• Modification to the replacement site to accommodate the business

• Utility hook-ups

• Professional services to assist in the purchase or lease of a replacement

site



b. The Moving Process

1) Moving Specification

The Relocation Specialist will develop detailed moving cost specifications for

each business. The specification will be a detailed plan of the needs and

requirements of the business to enable it to relocate effectively. The preparation

of the specification is a joint effort, which includes vendors, the business

owner, commercial movers, specialty movers and the Relocation Specialist. All

moving specifications will be provided to movers and vendors to assist them

in preparing estimates.



2) Estimates

Qualified licensed movers will prepare estimates. Specialty movers will be

utilized as required.



3) Inventories

A detailed inventory will be prepared and supported by video, if appropriate,

of all personal property to be moved to the relocation site. The inventory will

be certified by the relocated business owner. All inventories will be provided

to movers and vendors to assist them in preparing estimates.



4) Scope of Services

A detailed scope of services will be prepared for each business to be moved.



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The scope will include the following:

• The monitoring plan

• The date and time

• The equipment to be utilized

• The special services required, such as plumbing, electrical, or

construction requirements

• The location of move

• The specific information relative to replacement equipment

• The labor needs



5) Hazardous Waste I Contamination

Removal of contaminated substances will be provided, if such contamination

disposal is a normal part of operations of the displaced business, and is not

the result of a deliberate violation of applicable disposal procedures. Claims

for actual costs will not exceed a limit set by the Agency. Remediation of

deliberate site contamination shall be the responsibility of the displaced

business.



C. Stakeholder Business Tenant and Owner Preferences



Business “stakeholders”, whether tenants or owners, may participate in the redevelopment

of the project area in accordance with the “Rules for Business Preference” to be adopted as

part of the Implementation Plan by the Agency. In general, these rules will provide that

existing business owners and business tenants within the project area be given an

opportunity for re-entry into business within the redeveloped project area. The business

must be compatible with the uses and quality of development in the redeveloped area, and

the business owner or tenant must have the financial ability to so re-enter and operate its

business.

3.2.10.8.3 Owner Participation



A. Owner Participant Qualification and Benefits



To the extent compatible with the purposes of this Plan, and in accordance with all

applicable laws, including Part Ill, Florida Statute 163, and implementation of the CRA' s

Redevelopment Program and Plan, owners of property may, subject to the Owner

Participation Rules and Regulations and the “Standards for Rehabilitation” developed by

the Agency, be accorded the opportunity, at the sole determination of the Agency, to

participate in the redevelopment of the Project. The participation will be contingent upon

the Owner’s execution of a binding agreement, called the "Owner Participant Disposition

and Development Agreement" (also referred to as the “D & D Agreement”), by which the

property retained and/or acquired will be developed and used in conformity with the

approved Redevelopment Plan, and the "Owner Participation Rules and Regulations," which

will be adopted as part of the Implementation Plan





B. Owner Participation for Properties or Structures Proposed to Remain or for Rehabilitation



To the extent compatible with the purposes of this Plan, and the appropriate redevelopment

of the Project, owners of real property designated on Drawing CRA - 9, “Existing

Buildings Proposed to Remain” (in section IV Appendix Tables and Drawings) may, subject



III-33

to the Owner Participation Rules and Regulations, and the Standards for Rehabilitation, be

accorded the opportunity to participate in the redevelopment of the Project. Such

participation shall be contingent upon the owner’s execution of a binding “Owner

Participant Disposition and Development Agreement” (“D&D Agreement”) by which the

property retained or acquired will be remodeled, rehabilitated, or developed, and used in

conformity with this Plan, and the Owner Participation Rules and Regulations.



Owner participation will be subject to and limited by such factors as: the nature, condition

and use of the existing improvement; the reduction of the total number of individual parcels

in the project; the elimination of certain land uses; the realignment of streets; the

construction of new public facilities and improvements; and the owner’s ability to finance

the acquisition, rehabilitation, and/or redevelopment in accordance with such controls as

may be found necessary to ensure that redevelopment is carried out pursuant to the

development standards of this Plan.



The Agency may, in accordance with the law and prior to the execution of a “D&D

Agreement”, determine at its sole discretion that it is in the best interest of the purposes of

the Plan to acquire properties designated as “Properties With Structures Proposed for

Rehabilitation”. Upon such determination, the property will not be eligible for owner

rehabilitation and the Agency shall acquire the property from the owner as permitted by law.





The Agency will not acquire real property which is retained by an owner under a concluded

“D&D Agreement” unless said owner fails, refuses, or neglects to perform his obligations

under said Agreement. In the event of failure of an owner to participate pursuant to, and in

full compliance with, the terms of an “Owner Participation D&D Agreement”, the Agency

may, at its option, seek specific performance of said Agreement or acquire the property of

such owner participant in accordance with this Plan.



The Agency may also determine, at its sole discretion, that it is in the best interest of the

Agency to allow “Properties Proposed for Acquisition” to be retained and rehabilitated

pursuant to a “D&D Agreement” and the Owner Participation Rules and Regulations.



C. Owner Participation for Owners of Partial Parcels as Developer/Operator



A property owner within the CRA, who owns more land within a "Parcel to be Developed”

than any other landowner within that parcel, (but not enough land to complete the parcel

without CRA cooperation) and agrees to incorporate it's land within a designated

Redevelopment Parcel, and is qualified by having owned the property more than 360 days

prior to adoption of the Redevelopment Plan, and meets the CRA criteria for experience,

management, and financial eligibility as the developer/operator of the proposed land use,

may have an opportunity (in the Agency’s sole determination) to develop the property

through negotiations with the Agency for the development rights, subject to Owner

Participation Rules and Regulations, which will include compliance with F.S. 163.380,

disposal of property in community redevelopment areas, and an executed "Owner

Participant Disposition and Development Agreement" ("D&D Agreement").



The "D&D Agreement" would contain among other details, a commitment by the owner to



III-34

a proposed Capital Improvement Plan and the understanding that the owner may not sell the

Parcel until the development is completed in accordance with the "D&D Agreement."



The "Owner Participant" shall recognize that the Agency's Financial Plan anticipates the

acquisition and resale of property as a method of accomplishing the implementation of the

Plan and therefore the Agency reserves the right to sell the land necessary to complete a

Parcel in excess of the acquisition and development costs.



D. Owner Participant as a Joint Venturer (or Partner)-Qualifications and Benefits



A property owner within the CRA, who owns more land within a "Parcel to be Developed”

than any other landowner within that parcel, (but not enough land to complete the parcel

without CRA cooperation) and agrees to incorporate it's land within a designated

Redevelopment Parcel, and is qualified by having owned the property more than 360 days

prior to adoption of the Redevelopment Plan, may have an opportunity to develop the

property through negotiations with the Agency for the development rights, subject to the

Owner Participation Rules and Regulations and an executed "Owner Participant Disposition

and Development Agreement" ("D&D Agreement") if he retains an interest in the

development (the percentage interest will be set by the Agency), and enters into and

agreement with a Developer/Financial Partner qualified (by the Agency) to develop and

manage the property.



The "Owner Participant" shall recognize that the Agency's Financial Plan anticipates the

acquisition and resale of property as a method of accomplishing the implementation of the

Plan and therefore the Agency reserves the right to sell the land necessary to complete a

Parcel in excess of the acquisition and development costs.

E. Co-operative Owner Participant Qualifications and Benefits



Multiple property owners, organized as a legal entity, may act (if the CRA determines it to

be in the best interest of implementing the plan) in the same capacity, and with the same

criteria and benefits, and subject to the same conditions as an "Owner/ Joint Venturer"

(above) if the participant members have owned their land a minimum of 360 days prior to

the adoption of the Redevelopment Plan. The "Cooperative Owner/ Joint Venturer" may not

sell their interests in the property until the Development is completed in accordance with the

"D&D Agreement."



The "Co-operative Owner" shall recognize that the Agency's Financial Plan anticipates the

acquisition and resale of property as a method of accomplishing the implementation of the

Plan. The Agency therefore reserves the right to sell the land necessary to complete a Parcel

in excess of the acquisition cost and development costs.



3.2.10.8.4 Negotiated Sales



A. Incentives for Business Owners to Negotiate the Sale of Their Properties and Relocate

Within the Community Relocation Area



B. Business Owners are qualified if:(i) they are “Stakeholder Business Owners” and agree to

enter into an agreement to sell the property on a negotiated basis to the Agency without the

necessity of the CRA exercising its power of Eminent Domain, and (ii) that the Business



III-35

shall relocate to another location, within the Community Redevelopment Area.

1. Benefits

• All benefits entitled for “Stakeholder Business Owners”

• Compensation by an additional payment may be made based on a formula to be

developed within the Implementation Rules and Regulations, by the Agency, in

addition to the fair market value.



C. Incentives for Business Owners to Negotiate the Sale of Their Properties But Do Not

Relocate Within the Community Redevelopment Area



1. Business Owners are qualified if: They are “Stakeholder Business Owners”, and agree

to enter into an agreement to sell the property on a negotiated basis to the Agency

without the necessity of the CRA exercising its power of Eminent Domain.

• All benefits entitled for “Stakeholder Business Owners”

• Compensation by an additional payment may be made based on a formula of

relocation costs to be developed within the Implementation Rules and

Regulations, by the Agency.



3.2.10.9 Residential Relocation Workload



The total estimated residential workload, is based on the preliminary estimation of the

“Acquisition, Relocation and Demolition", (Refer to the Acquisition Relocation and

Demolition (ARD) Costs Report detailed in Volume II) and Exhibit A - in section 3.2.10.14.



If additional information indicates that there is inadequate housing available, the Agency will

take steps to provide additional housing units to be developed as part of the Project.



All data collected by the Agency in regard to housing resources will be available for inspection

at the Redevelopment Agency Office.



3.2.10.10 Business Relocation Workload



The total estimated business workload based on existing business licenses and partial field

surveys is approximately 317 businesses.



As with residential occupants, a complete "needs" survey will be conducted of all

nonresidential establishments in the area prior to relocation notification. Preliminary contacts

will be made with all of the businesses to determine special needs, sizes, locations desired, and

to identify possible solutions to specific problems which may be encountered in their

displacement. The Redevelopment Plan has a business "preference" goal for displaced

businesses to relocate into the new developments.



3.2.10.11 Temporary Moves



If emergency situations arise, or adequate permanent resources are not available at the time of

displacement, temporary relocation may be required. Such moves will be kept to an absolute

minimum.







III-36

Temporary relocation will not diminish the Agency’s responsibility for offering services

designed to achieve permanent relocation into adequate facilities.



Costs of both the required temporary move and the permanent move shall be part of the cost

of the Project.



A. Residential Moves



Families or individuals may be moved temporarily if:

1. It is necessary because of an emergency;

2. The residents are subject to conditions hazardous to their health;

3. Permanent housing is not available;

4. The move will help accomplish project objectives



B. Commercial Moves

Businesses or other nonresidential organizations may be moved temporarily if:

1. It is necessary because of an emergency;

2. The employees of the business or organization are subjected to hazardous conditions;

3. The move will accomplish project objectives.



3.2.10.12 Eviction from Agency-Owned Properties



Every effort will be made to keep evictions at a minimum and no premature or ill-considered

action to evict individuals, families or businesses from a program or project area will be

undertaken. Occupants will be evicted only as a last resort and only under the following

circumstances:

A. Failure to recognize an obligation to pay rent;

B. Maintenance of a nuisance or the use of the premises for illegal purposes;

C. A material breach of the rental agreement;

D. Refusal to accept one of a number of offers of accommodations meeting relocation

standards; or

E. Situations requiring eviction under state or local laws.



Eviction will not cancel relocation payments for which an individual, family or business is

eligible.



3.2.10.13 Grievance Procedure



Any person dissatisfied with a determination of eligibility, the amount of a relocation

payment, or with services rendered in the process of relocation, may have their case reviewed.

The claimant's first appeal shall be submitted in writing to the Executive Director of the

Redevelopment Agency within ninety (90) days following the move from the project area, or

the agency's decision on a claim, whichever is later. The Executive Director shall issue a

decision within thirty (30) days of receipt of the appeal.



The claimant may appeal further to the Community Redevelopment Agency Board of

Commissioners within thirty (30) days of receipt of the decision by the Executive Director. A

hearing will be conducted by the Board within fifteen ( 15) days upon receipt of the appeal and





III-37

a recommendation will be forwarded to the CRA staff within fifteen (15) days following

completion of the hearing.



A determination will then be made by the CRA staff with regard to the case, within fifteen

(15) days following receipt of the Board's recommendation.



3.2.10.14 Relocation Payments Budget



A. Residential Relocation Budget



The relocation budget is included herein as Exhibit A. The budget indicates the results of

the methodology utilized in arriving at the estimated residential relocation cost including

all relevant assumptions considered. As acquisition of property will be phased over a period

of years, the actual relocation costs will vary based on housing market conditions at the time

of relocation, and in some instances the cost of acquisition and construction of property.

Refer to the Acquisition Relocation Demolition (ARD) Costs Report detailed in Volume

II.



It is presently estimated that the total cost of residential relocation, as more specifically set

forth in Exhibit A, will be $14,337,000.



B. Business Relocation Budget



It is presently estimated that the cost of business relocation will be $8,900,000. This

preliminary budget will be adjusted from time to time after complete needs assessments of

each business to be relocated have been undertaken.



C. Overall Budget



The CRA " Residential and Business Relocation Plan" above was used as the basis for the

qualifications and benefit assumptions. Rent and housing cost levels, population

characteristics, income levels, housing values, etc. were provided by identifiable block areas

from a nationally recognized market and demographic service database. A ten percent cost

of administration and a ten percent contingency were used to complete the Relocation

Budget.



There are three main components to calculate benefits:



• Number of total housing units, (including market value and replacement home

values.)



• Number of renter occupied units, (including income levels of tenants and

replacement market rents.)



• Moving costs.







III-38

1. Demographics

The Development Plan proposed consists of multiple phases. The "blocks" included

within each Phase have been identified and then analyzed for demographic information.

This information was utilized to calculate the Acquisition and Relocation costs. Refer to

the “Acquisition Relocation and Demolition” (ARD) Costs Report detailed in Volume

II.

The data points that were utilized are:

• Current Number of Households

• Median Household Income

• Number of Housing Units

• Owner-Occupied Units

• Tenant-Occupied Units

• Vacant Units

• Median Housing Unit Value



2. Acquisition, Relocation and Demolition (ARD) Model



This model follows sequentially to conclude with the estimated costs.



• Average fee simple ownership replacement value - $77,500

• Average market rents for replacement units - $700 ( exception to this is for

mobile home households, where the market rents for replacement units are $500

for residents over 62 years of age )

• 30% of Income available for rent.

• Elderly resident households maximum CRA rental assistance contribution

of$10,000.

• 36 months rental subsidy plus 2 months security deposit and first month's rent

• $700 moving expenses (one rate was used for both owners and tenants to simplify

the model)

• $300 utility hook-ups



3. Example

Applying this methodology, a typical example for a “Block” is as shown below.









III-39

Typical Example









Riviera Beach Development

Acquisition, Relocation, Demolition MODEL (ARD MODEL)

Phase 0

Block 0

1 DATA

2 Current Housing Units 32

3 Owner-Occupied 14

4 Renter Occupied 14

5 Vacant 4

6 COSTS TO REPLACE OWNERS

7 Estimated Actual Market Value $51,860

8 Estimated Replacement Market Value $77,500

9 Difference $25,640

10 HOUSING STOCK

11 Current Improvements

12 Square Footage 1,000

13 Total SF 32,000

14 Vacancy 12.50%

15 COSTS TO REPLACE RENTERS

16 # of HH 28

17 Renters 14

18 Median HH Income $48,542

19 Monthly Housing at 30% $1,214

20 Current Street Rent $700

21 Difference for 38 months $0

22 TOTAL RELOCATION COSTS INCLUDING MOVING COSTS $386,960

23 Estimated Non Owner Actual Market Value $44,820

24 Total Non Owner Housing Units 18

25 Total Owner Housing Units 14

26 TOTAL ACQUISITION COSTS $1,532,800

27 SUB-TOTAL ACQUISITION + RELOCATION COSTS $1,919,760

28 DEMOLITION COSTS

29 Square Foot Demolition Costs $1.50

30 TOTAL DEMOLITION COSTS $48,000

31 TOTAL ACQUISITION/DEMOLITION $1,967,760







III-40

Conclusion

The final step in the calculation was to summarize the findings for each Phase into the

overall costs shown below:





EX H IB IT A

T a b l e 1 . S u m m a r y o f R e l o c a ti o n C o sts ( A l l P h a se s )



TOTALS R E L O C A T IO N

H O U S IN G U N IT S b y: M o b ile H o m e COSTS

O w n e rs R e n te r s V a c a n t E l d e r l y 6 2 +

PHAS E 1 76 322 79 0 2,799,148

PHAS E 1A 56 227 53 0 1,953,298

PHAS E 2 15 124 0 59 1,198,318

PHAS E 2A 20 58 5 0 629,612

PHAS E 3 58 46 6 54 1,598,220

PHAS E 3A 11 16 0 0 287,700

PHAS E 4 1 14 0 26 181,000

PHAS E 5 39 122 23 0 1,556,989

PHAS E 6 51 101 18 0 584,766

TOTAL 327 1,030 184 139 10,789,050

TOTAL H U 's 1 , 6 8 0 (i n c l u d i n g M o b i l e H o m e 6 2 + )



P L U S 10% C O N T IN G EN C Y F EE $1,078,905

P L U S 10% R EL O C A T IO N A D M IN IS T R A T IV E F EE $1,078,905

P L U S S P EC IA L 6 2 + Eld e rly @ $ 1 0 K $1,390,000



TOTAL COSTS $14,336,860









III-41

3.2.10.15 Final Relocation Rules and Regulations



The Agency shall adopt an Acquisition, Displacement, and Relocation Policy Manual, and

“Relocation Rules and Regulations” detailing all aspects of the residential and business

acquisition and relocation methodology procedure, which will be prepared as part of the

Community Redevelopment Agency’s Implementation Plan. These Rules and Regulations shall

the eligibility criteria for relocation benefits, as well as establishing the amount of relocation

payments to be made.



These rules and regulations may be amended from time to time.



3.2.11 Property Acquisition



The Agency shall acquire real property by purchase, condemnation, gift, exchange or other

lawful means in accordance with, and as necessary to implement this Community

Redevelopment Plan. (Refer to Drawing CRA-10 “Acquisition Plan”, Section IV Appendix

Tables and Drawings.)



Acquisition shall be as provided in Part III, Chapter 163, Florida Statutes, based on Fair Market

Value as determined by appraisals performed at the time of Notice of Acquisition and

Relocation.



3.2.12 Property Disposition



The Agency may sell, lease, exchange, assign, pledge, encumber by mortgage or deed of trust,

or otherwise dispose of real property, in accordance with the intent of this Community

Redevelopment Plan, and with all applicable Federal, State and local laws.



Disposal by sale, lease or exchange of real property shall be based on Fair Market Value in

accordance with the development proposed by the Community Redevelopment Plan. The

Agency will provide opportunities for present owners to participate in the redevelopment effort

by assisting in assembling or entering into agreement to sell, additional land subject to all

applicable laws, Agency rules and regulations, and satisfactory negotiations between the

landowners and the Agency.



3.2.13 Developer Offering Procedure



All property, will be disposed of by an offering procedure whereby the parcels will be sold or

leased through a competitive selection and disposition process, (including owner participation

considerations in accordance with Section 3.2.10.8.3), that is designed to bring the City of

Riviera Beach the highest quality design and development, and the best return to the City on its’

investment. The selection and disposition process to be detailed in the implementation program

is summarized as follows:

A. Pre-Selection Screening - The CRA will offer individual parcels, or groups of parcels by





III-42

marketing and advertising for developers. The offering will request a statement of

qualifications,, summary of previous experience, evidence of financial capacity,

responsibility and resource availability, description of the company’s in-house professional

expertise, bank references, demonstrated organizational experience and other pertinent

information. Based on an evaluation of the material submitted, the Agency will select the

three best qualified Developer Candidates per offering.



B. The Agency will issue invitations to the three Developer Candidates to submit formal letters

of intent that will include the following information, data, and material provided as the basis

for selection of the Designated Developer.



1. A firm written commitment to purchase or lease the property at or above the minimum

offering price.

2. Evidence that the developer is financially responsible and has the resources necessary

to carry out the project.

3. Evidence that the developer has the legal authority, adequate staff resources, and

extensive experience in undertaking projects of comparable magnitude and complexity.

4. Evidence of the developer's ability to meet the Agency's policy of design excellence

and quality as outlined in the Architectural Guidelines and Design Review.

5. A written commitment guaranteeing a minimum project construction cost figure, to

assure project quality.

6. A description of the developer’s approach to facility operation and management,

including specific identification of the facility operators and/or management team.

7. Such other project specific material, information, and data as the Agency may require.



3.2.13.1 Designation of a Developer



Following the evaluation of the above Developer Candidates’ Letters of Intent by Agency Staff

and the Selection Committee, and through a weighted rating system, the Agency will select the

Designated Developer and require a deposit specified at the time of the offering.



3.2.13.2 Execution of the Disposition and Development Agreement



Concurrent with the Agency’s selection of the Designated Developer, a formal Letter of Intent

shall be prepared.



Although the specific terms of the letter of intent will be negotiated by the Agency and the

Designated Developer, it will include, but will not be limited to, the following information,

material, and conditions:



A. Within a designated time period from the date of signing, the formal identification of

architects, engineers, landscape architects and other planning members of the developer's

team shall be submitted to the Agency for approval.

B. A formal Development Program containing the following material, data, and information

shall be submitted to the Agency for approval within a prescribed period of time depending



III-43

on the product:

1. General. A firm commitment to develop this property in accordance with the approved

Redevelopment Plan; the Standards for Development and the Illustrative Development

Data contained therein; and other requirements of the Agency all to be prepared in the

Implementation Stage. Any variation from these requirements shall be identified,

explained, and fully justified in the developer's proposal and be subject to modifications

and procedures contained in the Redevelopment Plan and zoning ordinance.

2. Financial. A demonstration of the financial feasibility of the development proposal and

a comprehensive program for financing the project. Such feasibility should include

evidence satisfactory to the Agency that the developer is capable of securing equity and

long term financing sufficient to develop the contemplated improvements.



C. Conceptual Documents Shall Include The Following Design:

1. Conceptual architectural plans for all buildings and open spaces prepared in

accordance with the Agency's policy of Architectural Guidelines and Plan Review.

2. Conceptual landscape plans.

3. A detailed description (size, location, uses) of the proposed development.

4. A description of structural and mechanical systems, and identification of principal

building materials to be employed in the construction of all elements of the project.

5. A complete time schedule covering all private development from the acceptance of

schematic design through commencement of construction to project completion and

occupancy.

6. A commitment to use construction management and scheduling systems compatible

with the systems used by the Agency.

7. A description of energy conservation techniques to be used in the construction and

operation of the project as per Agency architectural guidelines.



D. Miscellaneous

1. Specific identification of finance specialists, construction managers, and other members

of the developer's team.

2. A commitment to contribute an agreed amount to the Agency (or the Agency's

designated representative) for overall redevelopment marketing for a designated period

of time.

3. A commitment to contribute one percent of the total construction cost for works of art

or special features available for enjoyment by the general public, and a statement

agreeing to the joint selection of these works by the developer and the Agency.



Upon successful completion of the above process, in the Agency’s sole determination, the

CRA and the developer will execute a “D&D” Agreement, and the developer shall submit a

non-refundable deposit in an amount equal to a percentage of the Parcel Price to be specified

in the offering. The deposit previously submitted to the Agency may be applied to said

deposit.



In the event the Agency determines that the process is unsuccessful, it reserves the right to

cancel the negotiations, refund the original deposit, and proceed to the next best developer.







III-44

3.2.13.3 Property Conveyance



The D&D Agreement will outline the necessary contractual requirements and time tables for

both the developer and the CRA to conclude the conveyance of the property. The following

generally outlines the elements:



A. Completion by the Developer of:

1. The plans and permits.

2. The conclusion of the General Contractor bid, award and construction/opening

schedule.

3. The Management contract, major leases or other items necessary to market or operate

the property.

4. The completion of the construction and permanent financing of the project (ready to

record the loan(s).

5. The obtaining and delivery of Performance and completion bonds.

6. Other necessary requirements of the “D & D”Agreement- permits, acquisitions.



B. Completion by the Agency of:

1. A commitment to complete the negotiated infrastructure or other necessary elements

of the Agency’s Program required by the D&D Agreement by a date certain.



C. Simultaneous Closing:

1. Upon the completion of all of the above items, the Agency will simultaneously transfer

the property to the developer with the recordation of the Development Mortgages (and

appropriate completion bonds) and covenants running with the land assuring

completion of the development.



3.2.13. 4 General Conditions of Disposition



Architectural Design Review and Approval

The development parcels are marketed for development subject to architectural design review

exercised by the Agency. Instructions for the submission of plans for the Agency’s review (after

developer selection) shall be provided in the Statement on Architectural Design Review,

developed in the Implementation Plan.



Affirmative Action/Employment Requirements

In marketing land for redevelopment, the Agency policy requires that each developer, the

developer's contractors, and the principal subcontractors prepare a strong affirmative action

program to insure equal employment opportunities during design and construction of the

Project.





Energy Conservation

Developers are encouraged to utilize the latest energy conservation techniques and

waste-handling methodology in the design of buildings to be built. Developer proposals which

fail to give proper attention to these considerations will be subject to rejection.





III-45

Business Preference

In accordance with the Agency's “Rules for Business Preference”, preference to reenter in

business and to purchase project lands will be extended to eligible businessmen who have

registered. Developers will be required to agree to make efforts to contact and consider as

potential tenants those qualified businesses who have registered with the Agency for preferential

consideration in business reentry and whose names appear on the list of registrants for reentry.



Non-speculation by Developers

Land or interest in land purchased from the Agency, or where a “D & D” Agreement has been

signed by the developer, cannot be transferred or conveyed to a third party without prior

approval in writing from the Agency, or until satisfactory completion of construction is

evidenced by the issuance of a Certificate of Occupancy.



Governmental Approval

The Redevelopment Plan has been approved by the Community Redevelopment Agency. At

the time of the offerings certain other governmental approvals and/or permits may not have been

obtained. The Agency will assure the developer of the granting of such approvals and/or

permits, or make provisions to adjust the agreement to allow for these delays. eventualities.



Land Acquisition and Public Financing

The Agency may not own all of the property that is the subject of the offerings, but it will

commit to purchase the property and to undertake all public improvements contemplated by the

Plan within a negotiated time frame.



Amendments to the Offering

The Agency reserves the right to accept, amend and/or require modifications to any offerings.



Requirement for Private Security (or security contribution)

The Agency may require on site security, or a contribution for security, to be in effect during

and after the development of the property in accordance with the D&D Agreement.



Reservations and Powers

The Agency shall reserve such powers and controls through disposition and development

documents with purchasers or lessees of property as may be necessary to prevent transfer,

retention, or use of property for speculative purposes and to insure that development begins

within a period of time which the Agency fixes as reasonable and is carried out pursuant to the

purposes of this Plan.



Purchase and Development Documents

To provide adequate safeguards to insure that the provisions of this Plan will be carried out and

to prevent the recurrence of blight; all real property sold, leased, or conveyed by the Agency,

as well as all property subject to participation agreements, shall be made subject to the

provisions of this Plan by leases, deeds, contracts, agreements, declarations of restrictions, or

other means.







III-46

The leases, deeds, contracts, agreements, and declarations of restrictions may contain

restrictions, and/or covenants running with the land, rights of reverter, conditions subsequent,

equitable servitude, or any other provision necessary to carry out this Plan.



3.2.14 Developer Obligations



All property in the Project area is hereby subject to the restriction that there shall be no

discrimination or segregation based upon race, religion, sex or national origin, in the sale, lease,

sublease, transfer, use, occupancy, tenure, or enjoyment of property.



Purchasers, lessees, and Owner Participants of land within the Project Area shall be required

to develop such land in accordance with the provisions of this Plan. The Agency shall have the

right to withhold transfer of title to purchasers, lessees or developers of land in order to ensure

fulfillment of said requirement. No building, sign structure or surface treatment shall be

constructed upon any part of such land unless plans and specifications, have been submitted to,

reviewed and approved in writing by the Agency. These plans shall show the nature of such

construction, parking, loading, surface treatment and landscaping, location and orientation of

the structure(s) on the building site and, when requested, the grading plans for the building site.

The Agency shall have the right to refuse approval of any such uses or plans when in the

opinion of the Agency, such uses or plans and specifications, do not conform with the

conditions and objectives of this Plan.



Purchasers, lessees, users, Owner Participants, or developers of land within the Project Area

must commence the erection of any building, diligently prosecute the work thereon and

complete it within such reasonable period of time as agreed upon by the Agency.



No purchaser, lessee, Owner Participant or developer shall resell, lease, sublease, or otherwise

dispose of land in the Project Area until the construction, approved by the Agency, has been

completed, or with the prior written consent of the Agency.



3.2.15 Variations



Under certain circumstances, the Agency is authorized to permit variations from the limits,

restrictions, and controls established by this Plan. In order to permit such a variation, the

Agency must determine that one or more of the following exceptions is applicable:



A. The application of one or more of the provisions of this Plan would result in unnecessary

hardship to the property owner;



B. There are exceptional circumstances or conditions applicable to the property or to the

intended development of the property which do not apply generally to other properties

having the same standards, restrictions, and controls;



C. Permitting a variation from the limits, restrictions, or controls of this Plan will not be

materially detrimental to the public welfare or injurious to property or improvements in the

area; or



III-47

D. Permitting a variation will not be contrary to the objectives of this Plan.



No such variation shall be granted which changes the intent of the land use pursuant to this Plan

or which permits other than a minor departure from the provisions of this Plan. In permitting

any such variation, the Agency shall impose such conditions as are necessary to protect the

public health, safety, and welfare, and to assure compliance with the objectives of this Plan.



3.2.16 Demolition, Clearance, Public Improvements, Building and Site Preparation



A. Demolition and Clearance



The Agency is authorized to demolish, clear or move buildings, structures, and other

improvements from any real property in the Project Area as necessary to carry out the

purposes of this Plan.



B. Public Improvements



The Agency is authorized to install and construct or to cause to be installed or constructed

the public improvements and public utilities necessary to carry out this Plan. Such public

improvements include, but are not limited to, over or underpasses, streets, curbs, gutters,

sidewalks, street lights, sewers, water distribution, storm drains, traffic signals, electrical

distribution systems, buildings, parks, parking, plazas, playgrounds, landscaped areas,

waterways, marinas and marine facilities.



C. Preparation of Building and Development Sites



The Agency is authorized to prepare or cause to be prepared as building and development

sites, any real property in the Project Area owned or acquired by the Agency.



3.2.17 Actions by the City



The City shall aid and cooperate with the Agency in carrying out this Plan and shall take all

actions necessary to ensure the continued fulfillment of the purposes of this Plan and to prevent

the recurrence or spread of conditions causing blight. In the area action by the City shall include

all those actions authorized by law which include, but shall not be limited to, the following:



A. Initiation and completion of proceedings for opening, closing, vacating, widening, or

changing the grades of streets, alleys, and other public rights-of-ways, and for other

necessary modifications of the streets, the street layout, and other public rights-of-ways

adjacent to the Project Area.



B. Initiation and completion of proceedings necessary for changes and improvements in

publicly-owned public utilities within or affecting the Project.



C. Initiation and implementation of zoning changes and/or the formation of a Planned District,

all in a manner consistent with this Plan and to the extent necessary to permit the land uses

and development authorized by this Plan.



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D. Initiation and implementation of such actions as are necessary to delegate to the Agency the

responsibility for administering all aspects of this Plan.



E. Provision for administrative enforcement of this Plan by the City after development. The

City and the Agency shall develop and provide for enforcement of a program for continued

maintenance by owners of all real property, both public and private, within the Project Area

throughout the duration of this Plan.



F. The City shall authorize, immediately following approval of this Redevelopment Plan, the

conveyance to the Agency of City-owned land to an extent sufficient to carry out the

objectives of this Plan. Each said conveyance by the City to the Agency shall be made in a

timely manner in accordance with schedules approved by the Agency and shall be upon

terms mutually acceptable to both the City and the Agency.



G. Performance of the above, and of all other functions and services relating to public health,

safety, and physical development normally rendered in accordance with a schedule which

will permit the redevelopment of the Project Area, shall be commenced and carried to

completion without unnecessary delay.



3.2.18 Enforcement



After completion of the development, the administrative enforcement of this Plan, or other

documents implementing this Plan, shall be performed by the City or the Agency.



The provisions of this Plan, or other documents entered into pursuant to this Plan, may also be

enforced by court litigation instituted by either the Agency or the City. Such remedies may

include, but are not limited to, specific performance, damages, re-entry, injunctions, or any other

remedies appropriate to the purposes of this Plan. In addition, any recorded provision which is

expressly for the benefit of owners of property in the Project Area, may be enforced by such

owners.



3.2.19 Duration of this Plan



Except for the nondiscrimination and nonsegregation provisions, which shall run in perpetuity,

the provisions of this Plan shall be effective and the provisions of other documents formulated

pursuant to this Plan may be made effective for 30 years from the date of adoption of this Plan

by the City Council.



3.2.20 Severability



If any provision, section, subsection, sentence, clause or phrase of this Plan is for any reason

held to be invalid or unconstitutional, such decision shall not affect the validity of the remaining

portion or portions of this Plan.



3.2.21 Procedure for Changes in Approved Plan



The Plan may be amended or modified in any manner as is now or hereafter permitted by law.



III-49

3.3 REDEVELOPMENT AGENCY MANAGEMENT STRATEGY



3.3.1 Process Overview



The Adoption of the Redevelopment Plan 2001 “Redevelopment Plan Modification 2001 will

immediately change the activity levels, demands, responsibilities, services, scope of work, skill

levels and credibility of the Agency. There will also be an immediate expansion in the number

of people and organizations that the Agency will receive input from, and will also have to

coordinate.



In order to optimize the implementation program, the Agency must establish direct

communications (coordination and scheduling) with the City of Riviera Beach and its multiple

departments; utility companies; public and private financial institutions; other city, county, tri-

county, state and federal agencies; the port; public development contractors; private

development companies and contractors; job-training and educational institutions; the media

and others who’s cooperation is required to smoothly implement the Plan.



3.3.2 The Strategy/Approach



The composition, structure and scope of work for the initial Phase I activities as noted in

Section 3.4.2, requires the provision of necessary implementation disciplines and services. To

begin immediately.



Therefore, the strategy is to use the original consulting team under the leadership and direction

of the Agency’s Executive Director, to provide the initial management support to the CRA staff

through experienced professionals, skilled in providing the implementation and execution of

program management services.



This approach would provide personnel to perform these services but also simultaneously assist

and guide the evolution of a permanent, fully qualified staff. This approach is also ideal from

the standpoint of immediate strengthening of the Agency services and credibility as well as

providing continuity of the “Master Plan” efforts.



Additionally, the office space adjacent to the Agency would allow the immediate occupancy

of the “resident management consulting staff” interacting with the Agency and establishing an

easy transition from consultant skills to staff skill services.



Some specialist skills will need to be provided through direct contracts with the Agency, such

as turn-key relocation services as well as turn-key acquisition and legal services. These

disciplines will still be coordinated within the overall agency management system



3.3.3 Management Process



Under the supervision and direction of the Executive Director and acting initially as part of the

staff, the CRA “Program Management Team” (staff and consultants) will provide the expertise

and resources to administer and direct all aspects of the implementation of the Plan through the

following primary services:



III-50

• Project Management: coordination, administration, and communication of the tasks

and activities of all of the project participants.



• Financial and Cost Management: compiling, tracking, forecasting, and

communication of viable project funding and cost information for decision making,

status reporting and cost monitoring/control.



• Time Management: planning, scheduling, and expediting the project activities,

status reporting for time monitoring and management of time constraints.



• Information Management: control, coordination, processing, and retrieval of

pertinent project information and reporting of the status of appropriate project

information to meet the communication requirements



• Quality Management: monitoring and reporting of performance and work of project

participants (developers, contractors, etc.) acceptability under the established

standards and proposed corrective actions as necessary.



The prime objective and overall philosophy of the combined leadership, and “program

management team” is to achieve the implementation of the Plan while gaining the credibility

and support of the residents, businesses, developers, investors, financial institutions, and the

City, to assure the successful implementation of the Plan.



3.4 IMPLEMENTATION PROGRAM



3.4.1 Overview



As stated previously in the Development Strategy, the implementation program should focus

primarily on the Phase I, I-A activities. This would not preclude, as a parallel effort, building

market interest in future phase projects, but clearly, as demonstrated in the Financial Plan, the

Phase I premises laid out the critical elements that once put in place successfully (including

excess capital spin-off) assure the long term implementation of the Plan.



The following section describes a summary of the initial project activities for supporting Phase

I, I-A.



3.4.2 Description of Phase I Implementation Activities



A. As an overall implementation element, the Agency will continue to work with the City’s

Community Development Staff and DCA to conclude the Comprehensive Plan and

Redevelopment Plan conformity. When the final DCA recommendations and Plan and the

Comprehensive Plan adjustments are made, the Planning & Zoning, CRA and City Council

adoption procedure will be concluded. Until that time, the original Redevelopment Plan is

still operational within the original boundaries. However, the majority of the goals,

objectives, procedures, and intent of the “2001 Redevelopment Plan Modification” are

implementable at any time, and other material can be prepared for implementation subject



III-51

to final approval. The preliminary start-up implementation program activities described

would be carried out over a 12-month period starting in January, 2002. These activities will

be expanded and defined as part of the early “Program Management Team” mobilization.



B. The Agency shall implement the proposed management strategy as follows: 1) initiate,

negotiate, and conclude the necessary implementation contracts; 2) prepare RFQ’s for

turnkey relocation services and turnkey acquisition services; 3) initiate, negotiate, and

conclude relocation and acquisition contracts; 4) mobilize the initial staffing / management

/ relocation / acquisition team; 5) begin grant identification and preparation (together with

the City); and, 6) select job training providers/consultants.



C. The Agency shall develop the operational plans for the Agency Implementation Plan

including: scheduling, marketing, budgeting, financing, staffing, construction management

procedures; coordination procedures with all affected governmental, institutional and utility

agencies; preparation of developer and professional credential review procedures; staffing

the architectural review committee and specialty advisory committees such as, the

marine/waterfront, the residential areas to remain, the Broadway businesses, etc.; and

mobilizing the Operational Plan.



D. The Agency shall prepare all legal and governmental documents, cost analysis, and financial

materials necessary for underwriting the initial CRA “BAN” offering, and approve any

necessary ordinances, financing resolutions, etc.,



E. The Agency shall prepare and approve all City/Agency interlocal agreements on loans,

financial assistance, property transfers, and other governmental matters necessary to perfect

Agency powers and responsibilities.



F. The Agency shall prepare and approve all rules and regulations and final documents for:

relocation, acquisition, development offering and selection procedures; “development and

disposition agreements”; review and submission procedures; and architectural guidelines.



G. The Agency shall prepare the overall market strategy, and all final marketing material for

information and parcel disposition, including: specific “Parcel” market demand reports;

brochures; graphics; models; packages, advertising, etc. to sell the initial parcels.



H. The Agency shall prepare all necessary environmental analysis and reports including:

cultural resource assessments; hydrogeological investigation and monitoring wells; flushing

study; contamination screening; asbestos surveying; geotechnical survey and report;

rectified aerial (digital photography); traffic and transportation analysis; seagrass surveying;

wellfield impact study; threatened and endangered species, etc.; and submit a Conceptual

Environmental Resource Permit (including a stormwater master plan), an individual

Environmental Resource Permit for US-1 and a dredge and fill permit for Bicentennial Park

Lagoon. (Refer to the “Dredging Plan” on Drawing CRA-11 in Section IV Appendix

Tables and Drawings for Conceptual Scope of Work).



I. The Agency shall initiate first phase “Parcel” marketing plans; prepare “requests for

qualifications” for single and multiple parcels, and investor/developer offerings; initiate



III-52

RFQ advertising; complete qualification review and short list; select the

developer/investors and begin “Letter of Intent/Disposition procedures”.



J. The Agency shall prepare documents for all first phase public improvements, including

program and design for:

1) Relocating US-1 from Skypass Bridge to Blue Heron

2) 13th Street from Dixie to Broadway (monitoring and design guidelines for Port

Engineers). The Blue Heron beautification program from the bridge to the

beach, and the Singer Island “Gateway”

3) The Infrastructure and relocation of the roads within the “Working

Waterfront” District

4) The realignment of Lakeshore Drive to accommodate Parcel TC-1

5) Road configuration changes along the “East of Dixie District” to prepare for

relocation resource development

6) The first phase Park system including “Beach Village Park”; “Lakefront”

linear park; new Bicentennial park; and “Harbor Village East neighborhood

recreation park

7) The dry boat storage building on Parcel “CP-2" and the “new” Riviera

Beach Marina.



K. The Agency shall initiate, negotiate and conclude development agreements with landowner

/developers in the Marine Commercial, Working Waterfront, Blue Heron Inlet Marina, and

Singer Island “Days Inn” property areas.



L. The Agency shall begin the appraisal and acquisition process for:

1) Finalizing the reassembly and consolidation of parcels within the Working

Waterfront, Marine Commercial, and Blue Heron Inlet Marina to create the

approved parcels.

2) “Early start” voluntary negotiated land acquisitions, including setting the

priorities and strategy for selection.

3) Appraising land for all “active” projects that require acquisitions.

4) Concluding the “Moroso Park” land trade/acquisition

5) The consolidation of land for the “East of Dixie” redevelopment district for

business relocation resources



M.. The Agency shall begin the Relocation Needs and Resources Program including but not

limited to:

1) Start a program (design guidelines, assistance, loan/grants) to encourage

businesses on Blue Heron (in the Redevelopment areas) to rehabilitate

buildings and provide business relocation resources.

2) Identify “super block” locations for relocation sites for existing larger

“qualified” businesses.

3) Start residential relocation implementation concepts

4) Start “Needs Assessment” surveys of all first phase residents and businesses.

5) Identify any special assistance requirements and start developing the response

program.

6) Identify/inventory all available housing (single family and multifamily) in and

out of the CRA area including specialty replacement (locational preference



III-53

issues).

7) Start the early acquisition program for relocation resource availability.

8) Start rehabilitation programs for residential relocation resources.

9) Initiate business relocation “needs” and matches with development projects.

10) Identify and prepare RFQ’s for potential job training providers.

11) Develop job placement programs, and procedures for all Agency activities.



N. Prepare all final cost estimates and parcel pricing for Phase I & I-A projects. Cost

estimates of the overall public improvement program should be updated as the “design”

process increases the level of information.



O. Bid, award and construct the following infrastructure projects:

1) US-1 from “Skypass Bridge” to Blue Heron

2) Blue Heron (Singer Island) roadways

3) Lakeshore Drive relocation

4) “East of Dixie” roadway

5) Working Waterfront road reconfigurations

6) Monitor 13th Street construction



P. The Agency shall begin liaison and strategy discussions with the Community

Development and Public Safety Departments of the City to identify target joint “catalyst”

activities for “zero tolerance” crime and code enforcement programs.



Q. The Agency shall initiate meetings and seek input from City resources, businesses, and

other public agencies to create a purchasing and employment program and practical

guidelines for the use of businesses, developers, consultants, etc., that will participate in

the redevelopment of Riviera Beach.



R. The Agency shall create and operate a clear, productive, community relations and

information program to assure the care and assistance from the CRA that is indicated in

the “Goals and Objectives”, including: regular “Town Meeting” updates; meetings with

civic organizations and religious groups; individual businesses; establishment of a

continuing contact and tracking system for each affected resident and business; and a

“quick-response” procedure for immediate assistance in the case of problems.



S. The Agency shall begin the identification and selection of the Aquarium “concept” by

initiating a search and input from professionals and businesses involved in the Aquarium

design, construction, finance and management businesses. After synthesizing the concept

and methodology to proceed, begin concept design, budgeting and market analysis.









III-54

SECTION IV

Appendix Tables and Drawings

Table 1

City of Riviera Beach

Boundary Description

Proposed Community Redevelopment Area Boundary





The proposed City of Riviera Beach Community Redevelopment Agency (CRA) consists of two

areas; (1) mainland, and (2) Singer Island and the portion adjacent to the Blue Heron Bridge. The

following is a description of each area.



Mainland

For the purpose of this description the starting point is the southern boundary of the CRA

mainland which is located along the south property line of the FPL property adjacent to the FPL

transmission lines. The description that follows is in a counter clockwise direction from this

starting location. The eastern boundary of the mainland portion is the centerline of the

Intracoastal Waterway within the Lake Worth Lagoon running northerly. About 800 feet north of

the Blue Heron Bridge the boundary heads westward crossing the southern property line of

parcels to the south of Wilma Circle. The CRA boundary then proceeds northward along the

eastern right-of-way line of Lake Shore Drive, then turns west along the centerline of Silver

Beach Drive. The CRA boundary then turns southward along the western right-of-way line of

Avenue F. It then turns west following the northern right-of-way line of West 34th Street. The

CRA boundary proceeds south along the western right-of-way line of Avenue F. It then turns

west along the north property line of the parcels north of Blue Heron Boulevard. The CRA

boundary turns south 30 feet along the west right-of-way line of Avenue H East and proceeds

westerly along the northern property line of the parcel to the north of Blue Heron Boulevard. It

crosses at the canal between Avenue H West and Avenue H East, and turns south at the property

line adjacent to the canal. It turns west 60 feet to the north of the centerline of Blue Heron

Boulevard. At the intersection of Blue Heron Boulevard and Old Dixie Highway the CRA

boundary heads south along the eastern right-of-way line of Old Dixie Highway. It then turns

east 60 feet to the south of the centerline of Blue Heron Boulevard. It turns south at the western

right-of-way line of Avenue H West and then turns east along the south property line of the

second property from Blue Heron Boulevard. At the canal between Avenue H West and Avenue

H East, the CRA boundary moves northward for about 100 feet and turns east along the south

property line of the first row of parcels to the south of Blue Heron Boulevard. The CRA

boundary then turns south following the western right-of-way line of Avenue F. The CRA

boundary turns west following the northern right-of-way line of 14th Street. It crosses over Old

Dixie Highway and proceeds south along the western right-of-way line of Old Dixie Highway.

Approximately 500 feet south of 13th Street the CRA boundary follows the west property line of

the row of parcels to the west of Old Dixie Highway. The CRA boundary proceeds west along

the north property line of the parcels to the north of West 10th Street. The CRA boundary turns

south at the western right-of-way line of Australian Avenue. It then turns east following the

northern property line of the parcels to the north of West 4th Street for approximately 1100 feet.

The CRA boundary jogs north (about 100 feet) and then east following the south right-of-way

line of West 5th Street until it reaches the parcel at the at the intersection of West 5th Street, and

Old Dixie Highway. The CRA boundary then proceeds south following the west property line of

the first row of parcels to the west of Old Dixie Highway, at West 1st the CRA boundary passes

to the west of the second parcel to the west of Old Dixie Highway. The CRA boundary turns east

along the south property line of the parcels to the south of West 1st Street. The boundary

proceeds east and ties to the begin point which is the south property line of the FPL property

where the FPL transmission lines are located.



Singer Island and Blue Heron Bridge

Starting at the northern side of the Blue Heron Bridge, the description of this portion of the CRA

boundary proceeds eastward in a clockwise direction. The CRA boundary crosses Lake Worth

Lagoon to the north of the Blue Heron Bridge and the CRA boundary is located along the south

property line of Phil Foster Park. At about the eastern end of causeway about 250 feet west of

Singer Island, the CRA boundary jogs about 50 feet northward and proceeds east along the north

property line of the first row of parcels to the north of Blue Heron Boulevard (SR A-1-A). At the

western right-of-way line of Park Avenue the CRA boundary moves south and proceeds east

along the north right-of-way line of SR A-1-A. The boundary continues along this right-of-way

line as SR A-1-A turns northward. The CRA boundary crosses SR A-1-A at the point of tangent

(i.e., where the curved portion of SR A-1-A meets the tangent portion of SR A-1-A). The CRA

boundary continues east, following the north property line of the contiguous lots adjacent and

approximately 370 feet to the north of the City owned Riviera Municipal Beach. The CRA

boundary proceeds south following the shoreline and turns west along the south property line of

Riviera Municipal Beach. The CRA boundary crosses Ocean Avenue continuing west along the

south property line of the parcel to the south of Beach Road. The CRA boundary jogs north

along the west right-of-way line of North Beach Road, and then turns west along the south right-

of-way line on Beach Road, then north along the west property line of the row of parcels to the

west of Beach Court. The CRA boundary proceeds west along the south right-of-way line of

Island Road. It turns north following the east right-of-way line of Park Avenue, and turns west

along the south property line of the row of parcels to the south of SR A-1-A. At Lake Drive, the

CRA boundary heads south along the east right-of-way line of Lake Drive, then turns west along

the south property line of the parcel to the south of SR A-1-A. This parcel also fronts the Lake

Worth Lagoon. From this point, the CRA boundary heads west across the Lake Worth Lagoon

connecting to the mainland portion of the CRA. This completes the Singer Island and Blue

Heron Bridge portion of the CRA boundary.

Table 2

RIVIERA BEACH CRA FINANCIAL ANALYSIS

PHASING SCHEDULE



2002 2003 2004 2005 2006 2007 2008 2009 2010 2011



Phase 1



Phase 1a



Phase 2



Phase 2a



Phase 3



Phase 3a



Phase 4



Phase 5



Phase 6









Tables.xls / Table2 11/14/01

Table 3

RIVIERA BEACH CRA FINANCIAL ANALYSIS

USES AND SOURCES OF FUNDS ( in present $)

PROJECT FEASIBILITY SUMMARY ( 10 Year Period ) TOTAL

COST

I. USES OF FUNDS 10 YEARS



A. Land Acquisition ( Reference: Volume II [ARD] and Appendix Section V ) 117,683,000

B. Demolition/Land Preparation ( Reference: Volume II [ARD] ) 2,303,800

C. Infrastructure, Road Construction/Upgrade, Utilities, Street Lighting, 57,576,400

Sidewalks, Landscape, etc. ( Reference: Appendix Section III )

D. Public Projects ( Reference: Appendix Section IV ) 25,698,700

E. Conference Center ( Estimate ) 6,489,000

F. Marine Projects ( Reference: Appendix Section IV ) 10,384,200

G. Low Interest Rate Loans, Grants to Existing Owners ( Allowance ) 4,000,000

H. Relocation Costs ( Reference: Volume II [ARD] and Appendix Section IV and VII ) 27,607,900

I. Engineering/Design/Planning/Permits ( Reference: Appendix Section IV ) 16,874,000



Sub-Total 268,617,000

Contingency @ 10% 26,861,700

SUB-TOTAL USES OF FUNDS 295,478,700



J. Finance Cost (Net of Arbitrage) 15,922,400

K. Developer Incentives ( Allowance ) 3,500,000

L. Implementation Planning and Permitting (Cultural Resource Assessment, 1,523,800

Environmental Planning & Permitting and Rectified Aerial Digital Photography Allowance)

M. CRA Operations, Marketing & Start-up Costs ( 10 Yr Allowance ) 12,670,000

N. Program, Implementation & Construction Management ( 10 Yr. Allowance at 5.5% ) 18,200,000



TOTAL USES OF FUNDS 347,294,900





II. SOURCES OF FUNDS



A. Land Sales ( Reference: Appendix Section II ) 138,604,600

B. Tax Increment Bond (BAN) Sales Proceeds ( Reference: Appendix Section III ) 125,200,700

C. Parking Bond Proceeds (maximum supportable) ( Reference: Appendix Section III ) 3,108,200

D. Developer Recapture for Infrastructure, Marine Projects and Special Features 16,713,000

( Reference: Appendix Section IV )

E. Conference Center ( Lease Income Bond Estimate ) 8,364,300

F. Grants ( 70% Identified at this Time ) 50,000,000

G. Funds for Operations and Management ( Offsets from Excess Coverage ) 13,000,000



TOTAL SOURCES OF FUNDS 354,990,800



EXCESS / (DEFICIT) 7,695,900

Table 4

RIVIERA BEACH CRA FINANCIAL ANALYSIS

USES AND SOURCES OF FUNDS ( in present $)

PHASE 1 & 1A SUMMARY ( 3 1/2 Year Period ) PHASE 1 PHASE 1A

COST COST

I. USES OF FUNDS 3 YEARS 3 YEARS



A. Land Acquisition ( Reference: Volume II [ARD] and Appendix Section V ) 37,110,800 26,580,300

B. Demolition/Land Preparation ( Reference: Volume II [ARD] ) 732,000 504,000

C. Infrastructure, Road Construction/Upgrade, Utilities, Street Lighting, 23,618,800 22,072,100

Sidewalks, Landscape, etc. ( Reference: Appendix Section III )

D. Public Projects ( Reference: Appendix Section IV ) 8,602,100 13,824,700

E. Conference Center ( Estimate ) - 6,489,000

F. Marine Projects ( Reference: Appendix Section IV ) - 10,384,200

G. Low Interest Rate Loans, Grants to Existing Owners ( Allowance ) 1,000,000 1,000,000

H. Relocation Costs ( Reference: Volume II [ARD] and Appendix Section IV and VII ) 7,179,100 4,648,600

I. Engineering/Design/Planning/Permits ( Reference: Appendix Section IV ) 5,850,300 7,638,700



Sub-Total 84,093,100 93,141,600

Contingency @ 10% 8,409,300 9,314,200

SUB-TOTAL USES OF FUNDS 92,502,400 102,455,800



J. Finance Cost (Net of Arbitrage) 5,011,700 6,993,800

K. Developer Incentives ( Allowance ) 1,000,000 2,500,000

L. Implementation Planning and Permitting (Cultural Resource Assessment, 1,266,500 257,300

Environmental Planning & Permitting and Rectified Aerial Digital Photography Allowance)

M. CRA Operations, Marketing & Start-up Costs ( 10 Yr Allowance ) 1,990,000 1,640,000

N. Program, Implementation & Construction Management ( 10 Yr. Allowance at 5.5% ) 7,385,000 7,185,000



TOTAL USES OF FUNDS 109,155,600 121,031,900





II. SOURCES OF FUNDS



A. Land Sales ( Reference: Appendix Section II ) 46,542,800 52,619,300

B. Tax Increment Bond (BAN) Sales Proceeds ( Reference: Appendix Section III ) 39,408,000 54,993,700

C. Parking Bond Proceeds (maximum supportable) ( Reference: Appendix Section III ) 3,108,200 -

D. Developer Recapture for Infrastructure, Marine Projects and Special Features - 16,713,000

( Reference: Appendix Section IV )

E. Conference Center ( Lease Income Bond Estimate ) - 8,364,300

F. Grants ( 70% Identified at this Time ) 17,860,000 6,590,000

G. Funds for Operations and Management ( Offsets from Excess Coverage ) 600,000 1,000,000



TOTAL SOURCES OF FUNDS 107,519,000 140,280,300



EXCESS / (DEFICIT) (1,636,600) 19,248,400

Table 5

RIVIERA BEACH CRA FINANCIAL ANALYSIS

PRIVATE DEVELOPMENT AND LAND SALES VALUES

Development Parcels Total Private Proposed

Area Development Values Land Sales

Designation Parcel Acres Sq. Ft. Use ( with Land Values included ) Value





Harbor HV1a 4.23 184,221 Mixed Use, Hotel/Restaurant 50,376,400 7,147,600

Village Convention Center & Straw Market Retail

East HV1b 4.13 180,011 Mixed Use, Condominium & Retail 83,278,100 10,136,000

HV1c 3.77 164,360 Mixed Use, Rental Units, 43,497,375 6,887,000

Office, Retail &Restaurants

HV1d 4.44 193,400 Mixed Use, Rental Units, 47,809,750 7,523,000

Office, Retail &Restaurants

HV1e 9.36 407,865 Mixed Use, Entertainment, Retail 29,200,500 3,844,500

Theatre, Health Club and Parking

HV2 1.92 83,744 Office

HV3 5.37 233,927 Aquarium/Interactive Cultural 21,115,000 4,080,000



SUB-TOTAL 33.23 1,447,528 275,277,125 39,618,100



Harbor HV4 3.30 143,649 Spanish Courts Relocation

Village HV5 10.18 443,437 Residential 24,795,125 3,466,250

West HV6 10.40 452,946 Residential 25,627,250 3,708,000

HV7 0.60 26,170 Park

HV8 6.35 276,713 Residential 15,678,250 2,338,000

HV9 8.40 365,910 Residential 20,695,250 2,852,500

HV10 5.49 239,293 Park,Community Center

HV11 6.49 282,802 Park,Community Center

Neighborhood Retail

HV12 8.66 377,107 Residential 12,813,625 1,766,250

HV13 6.91 301,096 Residential 10,214,750 1,407,500

HV14 & 15 6.36 277,020 Relocation/Commercial

SUB-TOTAL 73.14 3,186,143 109,824,250 15,538,500



Working WW1 3.21 139,821 Marine Industrial/Repair 5,737,500 1,200,000

Waterfront WW2 5.83 254,172 Existing Marine/Redevelopment 4,250,000 800,000

WW3 7.67 334,123 Marine Industrial/Repair 9,960,000 5,010,000

WW4 6.48 282,179 Existing Marine/Redevelopment 7,846,000 1,435,000

WW5 4.38 190,899 Existing Marine/Redevelopment 677,500 1,400,000

WW6 2.64 115,034 Marine Related Industrial/Commercial 4,278,000 1,058,000

SUB-TOTAL 30.22 1,316,228 32,749,000 10,903,000



Marine MC1 1.61 70,260 Marine Related Commercial 1,249,000 0

Commercial / MC2 4.48 195,153 (boat sales/trade center/support 6,921,000 3,250,000

Exposition MC3 3.07 133,526 services/marine retail 4,845,000 2,275,000

MC4 1.36 59,404 " 2,077,000 975,000

MC5 2.77 120,497 " 5,814,000 1,380,000

MC6 2.90 126,339 " 6,492,000 1,541,000

MC7 5.42 236,204 " w/ Existing 66,000 SF Bldg. 6,168,000 1,403,000

MC8 2.34 101,925 " 5,039,000 1,196,000

SUB-TOTAL 23.95 1,043,308 38,605,000 12,020,000



Central Park CP1 9.43 410,729 Park & Community Center

CP2 3.15 137,422 Dryboat Storage/Launching 4,563,000 1,500,000

SUB-TOTAL 12.58 548,151 4,563,000 1,500,000



Religious REL1 2.99 130,255 Church/School

REL2 3.05 132,665 Church

REL2 2.95 128,421 Church

SUB-TOTAL 8.98 391,341 0 0



Blue Heron BH1 10.44 454,862 Existing Residential to Remain

South BH2 0.96 41,837 Marine Commercial Redevelopment 1,001,000

BH3 1.20 52,300 Commercial Redevelopment

BH4 4.15 180,559 Commercial/Office Redevelopment

BH5 8.29 360,925 Existing Residential to Remain

BH6 0.65 28,165 Commercial Redevelopment

BH7 2.74 119,406 Commercial Redevelopment

BH8 4.98 216,934 Mixed Use 10,302,000 1,080,000

BH9 5.61 244,322 Residential 8,665,000 1,210,000

SUB-TOTAL 39.01 1,699,310 19,968,000 2,290,000



PAGE SUB-TOTAL 221.12 9,632,009 480,986,375 81,869,600

Table 5 ( Cont. )

RIVIERA BEACH CRA FINANCIAL ANALYSIS

PRIVATE DEVELOPMENT AND LAND SALES VALUES

Development Parcels Total Private Proposed

Area Development Values Land Sales

Designation Parcel Acres Sq. Ft. Use ( with Land Values included ) Value



Town Center TC1 12.59 548,484 Mixed Use/Waterfront 106,560,000 6,141,000

TC2 2.03 88,477 Boat Launch Facility

TC3 6.87 299,136 Existing Residential

TC4 2.63 114,576 Commercial Redevelopment

TC5 24.75 1,078,303 Community Commercial 21,875,000 2,500,000

TC6 7.21 314,253 Mixed Use 14,492,000 2,075,000

SUB-TOTAL 56.09 2,443,229 142,927,000 10,716,000



Northwest NW1 8.61 375,224 Residential 7,296,000 1,200,000

NW2 0.92 40,000 Open Space / Park

NW3 12.48 543,582 Residential 13,680,000 2,250,000

NW4 9.63 419,546 Commercial Office/Technical Park 27,720,000 4,400,000

SUB-TOTAL 31.64 1,378,352 48,696,000 7,850,000



Northeast NE1 17.77 773,986 Residential 49,478,125 6,745,000

NE2 19.68 857,216 Commercial Office/Technical Park 46,640,000 8,800,000

SUB-TOTAL 37.45 1,631,202 96,118,125 15,545,000



Old Dixie OD1 3.05 132,938 Commercial Redevelopment

OD2 2.76 120,297 Commercial Redevelopment

OD3 3.04 132,425 Commercial Redevelopment

OD4 12.53 545,596 Residential 13,875,000 1,800,000

OD5 13.87 604,269 Residential 15,359,000 1,992,500

OD6 1.26 55,034 Residential 1,413,000 180,000

OD7 2.07 90,056 Existing Residential to Remain

OD8 2.38 103,564 Existing Residential to Remain

OD9 5.58 243,202 Residential 6,205,500 805,000

OD10 8.99 391,433 Residential 9,982,000 1,295,000

OD11 4.50 195,866 Park/Community Center/Retail

OD12 4.50 195,902 Residential 4,991,000 647,500

OD13 9.75 424,527 Residential 10,830,500 1,405,000

OD14 2.18 95,060 Residential 2,451,500 312,500

OD15 1.28 55,672 Residential 1,413,000 180,000

OD16 1.29 56,293 Residential 1,413,000 180,000

OD17 1.29 56,292 Residential 1,413,000 180,000

OD18 1.41 61,580 Residential 1,606,000 205,000

OD19 8.48 369,492 Existing School

OD20,21, 5.04 219,574 Existing Houses to Remain

22,23, & 24

SUB-TOTAL 95.25 4,149,072 70,952,500 9,182,500



Blue Heron BHW1 3.68 160,141 Existing Residential to Remain

West BHW2 0.23 9,950 Existing Residential to Remain

BHW3 0.14 6,137 Parkway

BHW4 0.40 17,303 Existing Residential to Remain

SUB-TOTAL 4.44 193,531 0 0



Singer Island S1 19.36 843,270 Cultural/(Amphitheatre & Beach Uses)

S2a & S2b 8.54 371,807 Hotel / Condo Hotel 135,000,000 10,000,000

S3a & S3b 7.14 311,195 Mixed Use / Cultural / Inn 24,600,000 3,884,000

S4 & S5 1.72 74,808 Commercial Redevelopment

S6,S7&S8 2.32 100,931 Commercial Redevelopment

S9 & S10 1.80 78,395 Residential Redevelopment

SUB-TOTAL 40.87 1,780,406 159,600,000 13,884,000



PREVIOUS

PAGE SUB-TOTAL 221.12 9,632,009 480,986,375 81,869,600



THIS

PAGE SUB-TOTAL 265.74 11,575,792 518,293,625 57,177,500





PROJECT GRAND TOTAL 486.86 21,207,801 999,280,000 139,047,100

Table 6

RIVIERA BEACH CRA FINANCIAL ANALYSIS

OVERALL TAX INCREMENT BOND PROCEEDS ( By Parcel )

Total Exist'g Total Exist'g

Asses'd Val. to Asses'd Val. to Pre-Discount

Existing New Fair Remain + New Remain + New Less Exist. Less Exist. Net Assessed Millage Less Net Available Supportable Less 4.5% Net

to Remain Market Commercial Dev. Residential Dev. Base New Bndry Value Available @ 14.1/1000 Discount of SUB TOTAL Less Bond for Bond Rev. Bond Cost of Bond

Areas Parcel Ass. Value Value Value @ 100% Value @ 85% Ass.Value Ass.Value for T.I.F. Contribution 0.705 mills TO TIF Coverage (1) Debt at 5.5% (2) Issuance Proceeds

Harbor Village HV1a 0 50,376,400 50,376,400 0 1,619,700 0 48,756,700 687,470 34,370 653,100 108,850 544,250 7,384,700 332,300 7,052,400

HV1b 0 83,278,100 83,278,100 0 332,200 0 82,945,900 1,169,540 58,480 1,111,060 185,180 925,880 12,562,800 565,300 11,997,500

HV1c 0 43,497,400 43,497,400 0 80,000 0 43,417,400 612,190 30,610 581,580 96,930 484,650 6,576,000 295,900 6,280,100

HV1d 0 47,809,800 47,809,800 0 1,269,700 0 46,540,100 656,220 32,810 623,410 103,900 519,510 7,049,000 317,200 6,731,800

HV1e 0 29,200,500 29,200,500 0 1,682,900 0 27,517,600 388,000 19,400 368,600 61,430 307,170 4,167,800 187,600 3,980,200

HV2 0 0 0 0 806,600 0 (806,600) (11,370) (570) (10,800) (1,800) (9,000) (122,100) (5,500) (116,600)

HV3 0 21,115,000 21,115,000 0 1,170,600 0 19,944,400 281,220 14,060 267,160 44,530 222,630 3,020,800 135,900 2,884,900

CORE SUB-TOTAL 0 275,277,200 275,277,200 0 6,961,700 0 268,315,500 3,783,270 189,160 3,594,110 599,020 2,995,090 40,639,000 1,828,700 38,810,300



HV4 0 0 0 0 786,600 0 (786,600) (11,090) (550) (10,540) (1,760) (8,780) (119,100) (5,400) (113,700)

HV5 0 24,795,100 0 21,075,800 632,200 417,600 20,026,000 282,370 14,120 268,250 44,710 223,540 3,033,100 136,500 2,896,600

HV6 0 26,405,800 0 22,444,900 506,300 2,166,200 19,772,400 278,790 13,940 264,850 44,140 220,710 2,994,700 134,800 2,859,900

HV7 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

HV8 0 16,456,750 0 13,988,200 281,500 1,440,600 12,266,100 172,950 8,650 164,300 27,380 136,920 1,857,800 83,600 1,774,200

HV9 0 20,695,300 0 17,591,000 596,200 846,100 16,148,700 227,700 11,380 216,320 36,050 180,270 2,446,000 110,100 2,335,900

HV10 0 0 0 0 675,200 0 (675,200) (9,520) (480) (9,040) (1,510) (7,530) (102,200) (4,600) (97,600)

HV11 0 0 0 0 0 58,900 (58,900) (830) (40) (790) (130) (660) (9,000) (400) (8,600)

HV12 0 12,813,600 0 10,891,600 0 1,150,900 9,740,700 137,340 6,870 130,470 21,750 108,720 1,475,200 66,400 1,408,800

HV13 0 10,214,750 0 8,682,500 0 936,700 7,745,800 109,220 5,460 103,760 17,290 86,470 1,173,300 52,800 1,120,500

HV14 & 15 0 0 0 0 0 1,156,500 (1,156,500) (16,310) (820) (15,490) (2,580) (12,910) (175,200) (7,900) (167,300)

RESIDENTIAL SUB 0 111,381,300 0 94,674,000 3,478,000 8,173,500 83,022,500 1,170,620 58,530 1,112,090 185,340 926,750 12,574,600 565,900 12,008,700



SUB-TOTAL 0 386,658,500 275,277,200 94,674,000 10,439,700 8,173,500 351,338,000 4,953,890 247,690 4,706,200 784,360 3,921,840 53,213,600 2,394,600 50,819,000



Working Waterfront WW1 604,500 5,737,500 6,342,000 0 1,308,500 0 5,033,500 70,970 3,550 67,420 11,240 56,180 762,300 34,300 728,000

WW2 3,142,800 4,250,000 7,392,800 0 3,201,900 0 4,190,900 59,090 2,950 56,140 9,360 46,780 634,700 28,600 606,100

WW3 0 9,960,000 9,960,000 0 0 0 9,960,000 140,440 7,020 133,420 22,240 111,180 1,508,500 67,900 1,440,600

WW4 1,586,340 5,410,000 6,996,300 0 2,306,500 0 4,689,800 66,130 3,310 62,820 10,470 52,350 710,300 32,000 678,300

WW5 2,274,640 3,113,500 5,388,100 0 2,697,100 0 2,691,000 37,940 1,900 36,040 6,010 30,030 407,500 18,300 389,200

WW6 0 4,278,000 4,278,000 0 444,100 0 3,833,900 54,060 2,700 51,360 8,560 42,800 580,700 26,100 554,600

SUB-TOTAL 7,608,280 32,749,000 40,357,200 0 9,958,100 0 30,399,100 428,630 21,430 407,200 67,880 339,320 4,604,000 207,200 4,396,800



Marine Commercial/ MC1 0 1,249,000 1,249,000 0 214,100 0 1,034,900 14,590 730 13,860 2,310 11,550 156,700 7,100 149,600

Exposition MC2 0 6,921,000 6,921,000 0 1,421,600 0 5,499,400 77,540 3,880 73,660 12,280 61,380 832,800 37,500 795,300

MC3 0 4,845,000 4,845,000 0 978,800 0 3,866,200 54,510 2,730 51,780 8,630 43,150 585,500 26,300 559,200

MC4 0 2,077,000 2,077,000 0 413,200 0 1,663,800 23,460 1,170 22,290 3,720 18,570 252,000 11,300 240,700

MC5 0 5,814,000 5,814,000 0 638,200 0 5,175,800 72,980 3,650 69,330 11,560 57,770 783,900 35,300 748,600

MC6 0 6,492,000 6,492,000 0 856,900 0 5,635,100 79,450 3,970 75,480 12,580 62,900 853,500 38,400 815,100

MC7 1,336,453 6,168,002 7,504,500 0 2,109,400 0 5,395,100 76,070 3,800 72,270 12,050 60,220 817,100 36,800 780,300

MC8 0 5,039,000 5,039,000 0 948,700 0 4,090,300 57,670 2,880 54,790 9,130 45,660 619,500 27,900 591,600

SUB-TOTAL 1,336,453 38,605,002 39,941,500 0 7,580,900 0 32,360,600 456,270 22,810 433,460 72,260 361,200 4,901,000 220,600 4,680,400



Central Park CP1 0 0 0 0 2,535,500 0 (2,535,500) (35,750) (1,790) (33,960) (5,660) (28,300) (384,000) (17,300) (366,700)

CP2 0 4,563,000 4,563,000 0 884,700 0 3,678,300 51,860 2,590 49,270 8,210 41,060 557,100 25,100 532,000

SUB-TOTAL 0 4,563,000 4,563,000 0 3,420,200 0 1,142,800 16,110 800 15,310 2,550 12,760 173,100 7,800 165,300



Religious REL1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

REL2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

REL2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SUB-TOTAL 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0



Blue Heron South BH1 4,195,100 0 0 4,195,100 4,419,700 0 (224,600) (3,170) (160) (3,010) (500) (2,510) (34,100) (1,500) (32,600)

BH2 332,500 1,001,000 1,333,500 0 332,500 0 1,001,000 14,110 710 13,400 2,230 11,170 151,600 6,800 144,800

BH3 937,700 0 937,700 0 937,700 0 0 0 0 0 0 0 0 0 0

BH4 1,602,000 150,000 1,752,000 0 1,743,800 0 8,200 120 10 110 20 90 1,200 100 1,100

BH5 2,188,300 0 2,188,300 0 2,188,300 0 0 0 0 0 0 0 0 0 0

BH6 466,500 0 466,500 0 466,500 0 0 0 0 0 0 0 0 0 0

BH7 1,604,700 250,000 1,854,700 0 1,997,000 0 (142,300) (2,010) (100) (1,910) (320) (1,590) (21,600) (1,000) (20,600)

BH8 0 10,302,000 10,302,000 0 0 1,072,500 9,229,500 130,140 6,510 123,630 20,610 103,020 1,397,800 62,900 1,334,900

BH9 0 8,665,000 0 7,365,300 44,600 889,600 6,431,100 90,680 4,530 86,150 14,360 71,790 974,100 43,800 930,300

SUB-TOTAL 11,326,800 20,368,000 18,834,700 11,560,400 12,130,100 1,962,100 16,302,900 229,870 11,500 218,370 36,400 181,970 2,469,000 111,100 2,357,900



PAGE SUB-TOTAL 20,271,533 482,943,502 378,973,600 106,234,400 43,529,000 10,135,600 431,543,400 6,084,770 304,230 5,780,540 963,450 4,817,090 65,360,700 2,941,300 62,419,400



(1) Coverage at 120% of Debt Service

(2) 4.5000% Constant for 25 years

Table 6 ( Cont. )

RIVIERA BEACH CRA FINANCIAL ANALYSIS

OVERALL TAX INCREMENT BOND PROCEEDS ( By Parcel )



Total Exist'g Total Exist'g

Asses'd Val. to Asses'd Val. to Pre-Discount

Existing New Fair Remain + New Remain + New Less Exist. Less Exist. Net Assessed Millage Less Net Available Supportable Less 4.5% Net

to Remain Market Residential Dev. Commercial Dev. Base New Bndry Value Available @ 14.1/1000 Discount of SUB TOTAL Less Bond for Bond Rev. Bond Cost of Bond

Areas Parcel Ass. Value Value Value @ 100% Value @ 85% Ass.Value Ass.Value for T.I.F. Contribution 0.705 mills TO TIF Coverage (1) Debt at 5.5% (2) Issuance Proceeds

Town Center TC1 0 109,951,000 22,101,000 74,672,500 4,885,300 0 91,888,200 1,295,620 64,780 1,230,840 205,140 1,025,700 13,917,200 626,300 13,290,900

TC2 0 0 0 0 520,400 0 (520,400) (7,340) (370) (6,970) (1,160) (5,810) (78,800) (3,500) (75,300)

TC3 1,796,000 0 1,796,000 0 1,854,700 0 (58,700) (830) (40) (790) (130) (660) (9,000) (400) (8,600)

TC4 538,500 500,000 1,038,500 0 958,800 0 79,700 1,120 60 1,060 180 880 11,900 500 11,400

TC5 1,067,800 21,875,000 22,942,800 0 8,087,600 706,800 14,148,400 199,490 9,970 189,520 31,590 157,930 2,142,900 96,400 2,046,500

TC6 0 14,492,000 14,492,000 0 0 1,744,300 12,747,700 179,740 8,990 170,750 28,460 142,290 1,930,700 86,900 1,843,800

SUB-TOTAL 3,402,300 146,818,000 62,370,300 74,672,500 16,306,800 2,451,100 118,284,900 1,667,800 83,390 1,584,410 264,080 1,320,330 17,914,900 806,200 17,108,700



Northwest NW1 0 7,296,000 0 6,201,600 0 1,119,300 5,082,300 71,660 3,580 68,080 11,350 56,730 769,700 34,600 735,100

NW2 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

NW3 0 13,680,000 0 11,628,000 2,401,700 0 9,226,300 130,090 6,500 123,590 20,600 102,990 1,397,400 62,900 1,334,500

NW4 1,761,300 27,720,000 29,481,300 0 3,066,000 0 26,415,300 372,460 18,620 353,840 58,970 294,870 4,000,900 180,000 3,820,900

SUB-TOTAL 1,761,300 48,696,000 29,481,300 17,829,600 5,467,700 1,119,300 40,723,900 574,210 28,700 545,510 90,920 454,590 6,168,000 277,500 5,890,500



Northeast NE1 0 49,478,100 0 42,056,400 3,294,100 50,200 38,712,100 545,840 27,290 518,550 86,430 432,120 5,863,200 263,800 5,599,400

NE2 1,300,000 46,640,000 47,940,000 0 4,108,700 2,860,300 40,971,000 577,690 28,880 548,810 91,470 457,340 6,205,400 279,200 5,926,200

SUB-TOTAL 1,300,000 96,118,100 47,940,000 42,056,400 7,402,800 2,910,500 79,683,100 1,123,530 56,170 1,067,360 177,900 889,460 12,068,600 543,000 11,525,600



Old Dixie OD1 1,228,900 0 1,228,900 0 1,228,900 0 0 0 0 0 0 0 0 0 0

OD2 976,400 0 976,400 0 976,400 0 0 0 0 0 0 0 0 0 0

OD3 644,400 0 644,400 0 644,400 0 0 0 0 0 0 0 0 0 0

OD4 0 13,875,000 0 11,793,800 2,067,300 0 9,726,500 137,140 6,860 130,280 21,710 108,570 1,473,100 66,300 1,406,800

OD5 0 15,359,000 0 13,055,200 0 1,779,400 11,275,800 158,990 7,950 151,040 25,170 125,870 1,707,900 76,900 1,631,000

OD6 0 1,413,000 0 1,201,100 0 189,500 1,011,600 14,260 710 13,550 2,260 11,290 153,200 6,900 146,300

OD7 237,800 0 0 237,800 0 237,800 0 0 0 0 0 0 0 0 0

OD8 131,600 0 0 131,600 0 131,600 0 0 0 0 0 0 0 0 0

OD9 0 6,205,500 0 5,274,700 0 692,100 4,582,600 64,610 3,230 61,380 10,230 51,150 694,000 31,200 662,800

OD10 0 9,982,000 0 8,484,700 0 1,525,700 6,959,000 98,120 4,910 93,210 15,540 77,670 1,053,900 47,400 1,006,500

OD11 0 0 0 0 0 866,100 (866,100) (12,210) (610) (11,600) (1,930) (9,670) (131,200) (5,900) (125,300)

OD12 0 4,991,000 0 4,242,400 0 1,031,200 3,211,200 45,280 2,260 43,020 7,170 35,850 486,400 21,900 464,500

OD13 0 10,830,500 0 9,205,900 1,655,500 0 7,550,400 106,460 5,320 101,140 16,860 84,280 1,143,600 51,500 1,092,100

OD14 0 2,451,500 0 2,083,800 276,400 101,900 1,705,500 24,050 1,200 22,850 3,810 19,040 258,300 11,600 246,700

OD15 0 1,413,000 0 1,201,100 0 257,300 943,800 13,310 670 12,640 2,110 10,530 142,900 6,400 136,500

OD16 0 1,413,000 0 1,201,100 0 272,400 928,700 13,090 650 12,440 2,070 10,370 140,700 6,300 134,400

OD17 0 1,413,000 0 1,201,100 0 406,800 794,300 11,200 560 10,640 1,770 8,870 120,400 5,400 115,000

OD18 0 1,606,000 0 1,365,100 0 86,200 1,278,900 18,030 900 17,130 2,860 14,270 193,600 8,700 184,900

OD19 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

OD20,21, 659,700 0 0 659,700 0 659,700 0 0 0 0 0 0 0 0 0

SUB-TOTAL 3,878,800 70,952,500 2,849,700 61,339,100 6,848,900 8,237,700 49,102,200 692,330 34,610 657,720 109,630 548,090 7,436,800 334,600 7,102,200



Blu Heron West BHW1 1,115,700 0 0 1,115,700 0 1,115,700 0 0 0 0 0 0 0 0 0

BHW2 97,800 0 0 97,800 0 97,800 0 0 0 0 0 0 0 0 0

BHW3 0 0 0 0 0 1,713,600 (1,713,600) (24,160) (1,210) (22,950) (3,830) (19,120) (259,400) (11,700) (247,700)

BHW4 62,000 0 0 62,000 0 62,000 0 0 0 0 0 0 0 0 0

SUB-TOTAL 1,275,500 0 0 1,275,500 0 2,989,100 (1,713,600) (24,160) (1,210) (22,950) (3,830) (19,120) (259,400) (11,700) (247,700)



Singer Island S1 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

S2a & S2b 0 135,000,000 135,000,000 0 0 5,000,000 130,000,000 1,833,000 91,650 1,741,350 290,230 1,451,120 19,689,600 886,000 18,803,600

S3a & S3b 0 24,600,000 24,600,000 0 0 5,522,100 19,077,900 269,000 13,450 255,550 42,590 212,960 2,889,600 130,000 2,759,600

S4 565,800 0 565,800 0 0 565,800 0 0 0 0 0 0 0 0 0

S5,S6,S7 2,520,900 0 2,520,900 0 0 2,520,900 0 0 0 0 0 0 0 0 0

&S8 0

S9 & S10 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

SUB-TOTAL 3,086,700 159,600,000 162,686,700 0 0 13,608,800 149,077,900 2,102,000 105,100 1,996,900 332,820 1,664,080 22,579,200 1,016,000 21,563,200



PAGE SUB-TOTAL 14,704,600 522,184,600 305,328,000 197,173,100 36,026,200 31,316,500 435,158,400 6,135,710 306,760 5,828,950 971,520 4,857,430 65,908,100 2,965,600 62,942,500

PREVIOUS PAGE SUB-TOTAL 20,271,533 482,943,502 378,973,600 106,234,400 43,529,000 10,135,600 431,543,400 6,084,770 304,230 5,780,540 963,450 4,817,090 65,360,700 2,941,300 62,419,400



GRAND TOTAL 34,976,133 1,005,128,102 684,301,600 303,407,500 79,555,200 41,452,100 866,701,800 12,220,480 610,990 11,609,490 1,934,970 9,674,520 131,268,800 5,906,900 125,361,900



(1) Coverage at 120% of Debt Service

(2) 7.3700% Constant for 25 years

Table 7

RIVIERA BEACH CRA FINANCIAL ANALYSIS

PROJECTED ASSESSMENT AND CORRESPONDING BOND PROCEEDS

AT A 3% AVERAGE ANNUAL ASSESSED VALUE ESCALATION



Cumulative Annual

Year's Expanded Appreciation Less Assessed Value Total Incremental Incremental Incremental

TAX Assessment CRA Area in Existing Assessment of New Assessed Assessed Value Net Bond/Note

14 16 26

YEAR Base Assessment Base Removed Development Value Value Available Proceeds



1 15

1984 81,200,263 41,452,259 22,968,789 0 0 145,621,311 22,968,789

2

2000 145,621,311 4,368,639 0 0 149,989,950 27,337,428

3 27

2001 149,989,950 4,499,699 6,873,953 0 147,615,696 24,963,174 24,963,174 3,610,700

4

2002 147,615,696 4,428,471 26,672,060 0 125,372,107 2,719,585 (22,243,589) 0

5 17 28

2003 125,372,107 3,761,163 14,887,796 94,484,350 208,729,824 86,077,302 61,114,128 8,839,600

6 18 28

2004 208,729,824 6,261,895 5,905,673 332,418,665 541,504,711 418,852,189 332,774,887 48,133,400

7 19 28

2005 541,504,711 16,245,141 1,287,274 286,114,999 842,577,577 719,925,055 301,072,866 43,547,900

8 20 28

2006 842,577,577 25,277,327 4,175,569 170,169,300 1,033,848,636 911,196,114 191,271,059 27,665,900

9 21 28

2007 1,033,848,636 31,015,459 2,345,553 28,067,617 1,090,586,159 967,933,637 56,737,523 8,206,700

10 22 28

2008 1,090,586,159 32,717,585 2,415,919 13,065,682 1,133,953,507 1,011,300,985 43,367,347 6,272,800

11 23 28

2009 1,133,953,507 34,018,605 2,789,015 13,027,792 1,178,210,890 1,055,558,368 44,257,383 6,401,500

12 24 28

2010 1,178,210,890 35,346,327 2,872,685 16,263,751 1,226,948,283 1,104,295,761 48,737,393 7,049,500

13 25 29

2011 1,226,948,283 36,808,448 16,218,698 1,279,975,430 1,157,322,908 53,027,147 7,670,000

13

2012 1,279,975,430 38,399,263 0 1,318,374,692 1,195,722,170 38,399,263

13

2013 1,318,374,692 39,551,241 0 1,357,925,933 1,235,273,411 39,551,241

13

2014 1,357,925,933 40,737,778 0 1,398,663,711 1,276,011,189 40,737,778

13

2015 1,398,663,711 41,959,911 0 1,440,623,623 1,317,971,101 41,959,911

13

2016 1,440,623,623 43,218,709 0 1,483,842,331 1,361,189,809 43,218,709

13

2017 1,483,842,331 44,515,270 0 1,528,357,601 1,405,705,079 44,515,270

TOTAL 248,382,172 167,398,000



1. Original (1984) Assessed Value of Existing CRA Boundary (Frozen Base)

2. Current (2000) Existing CRA Boundary Plus Proposed Additional Area Assessed Value

3. Previous Years Assessed Value Less 1/3 Phase 1 Properties to be Demolished and a 3% Annual Appreciation

4. Previous Years Assessed Value Less 2/3 Phase 1 + 1/2 Phase 1A & 2 Properties to be Demolished and a 3%

Annual Appreciation

5. Previous Years Assessed Value Less 1/2 Phase 1A & 2 + Phase 2A Properties to be Demolished and a 3%

Annual Appreciation

6. Previous Years Assessed Value Less Phase 3 Properties to be Demolished and a 3% Annual Appreciation

7. Previous Years Assessed Value Less Phase 3A Properties to be Demolished and a 3% Annual Appreciation

8. Previous Years Assessed Value Less Phase 4 Properties to be Demolished and a 3% Annual Appreciation

9. Previous Years Assessed Value Less 1/2 Phase 5 Properties to be Demolished and a 3% Annual Appreciation

10. Previous Years Assessed Value Less 1/2 Phase 5 Properties to be Demolished and a 3% Annual Appreciation

11. Previous Years Assessed Value Less 1/2 Phase 6 Properties to be Demolished and a 3% Annual Appreciation

12. Previous Years Assessed Value Less 1/2 Phase 6 Properties to be Demolished and a 3% Annual Appreciation

13. Previous Assessed Value and a 3% Annual Appreciation

14. Assessed Value Projected to Increase by 3% Annually

15. Actual Appreciation per December 1, 2000 Assessment

16. Based on Development Value Lagged by One Palm Beach County Fiscal Year (Unescalated)

17. 30% of Phase 1 Development

18. 70% of Phase 1 + 25% Phase 1A + 25% Phase 2 Development

19. 50% Phase 1A + 50% Phase 2 + Phase 2A + 50%Phase 3 Development

20. 25% Phase 1A + 25% Phase 2 + 50%Phase 3 + Phase 3A Development

21. Phase 4 Development

22. 50% of Phase 5 Development

23. 50% of Phase 5 Development

24. 50% of Phase 6 Development

25. 50% of Phase 6 Development

26. Bond Proceeds with Bond Coverage at 1.20% of Debt Service Based on a 5.5% Interest Rate and a 4.5% Cost of Issuance

27. Bond Proceeds on the Previous Years to Date Appreciation Less the Demolished Properties

28. Bond Proceeds on the Previous Year's Appreciation + New Development Assesment Less the Demolished Properties

29. Bond Proceeds on the Previous Year's Appreciation + New Development Assesment

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-01

Development Parcels Proposed Development

Floor Max. Office/

Area Parcel Area Density Area Site Bldg. Res. Rental Retail Technical Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Area (SF) Area (SF) Parking

(1) (3) (2)



Religious REL3 2.95 128,421 Church 0.35 35% 45'



Town Center TC5c 4.69 204,293 Community Commercial 0.25 25% 45' 250,000 1250

TC5d 6.56 285,722 Community Commercial

TC6 7.21 314,253 Mixed Use 12 0.50 35% 25' 69 17 15,000 15,000 280

Northwest NW1 8.61 375,224 Residential 14 0.50 35% 45' 96 24 300

NW2 0.92 40,000 Open Space / Park

NW3 12.48 543,582 Residential 18 0.60 35% 45' 180 45 563

NW4 9.63 419,546 Commercial Office/Technical Park 0.55 25% 45' 220,000 880



Northeast NE2 19.68 857,216 Commercial Office/Technical Park 0.30 25% 45' 440,000 1760





TOTALS 72.73 3,168,257 345 86 265,000 675,000 5033





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-01.xls / ProgPC01 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-02

Development Parcels Proposed Development

Floor Max. Office/ Boat

Area Parcel Area Density Area Site Bldg. Res. Rental Retail Restaurant Technical Slips/ Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Area (SF) Area (SF) Area (SF) Storage Units Parking

(1) (3) (2)



BH1 10.44 454,862 Existing Residential to Remain 20'

South BH2 0.96 41,837 Marine Commercial Redevelopment 25' 28 Slips 14

BH3 1.20 52,300 Commercial Redevelopment 25'

BH4 4.15 180,559 Commercial/Office Redevelopment 25'

BH5 8.29 360,925 Existing Residential to Remain 20'

BH6 0.65 28,165 Commercial Redevelopment 25'



Town Center TC1 12.59 548,484 Mixed Use/Waterfront 35 2.03 35% 165' 200 240 40,000 15,000 25,000 300 Slips 1300

TC2 2.03 88,477 Boat Launch Facility 0.05 5% 25'

TC3 6.87 299,136 Existing Residential 20'

TC4 2.63 114,576 Commercial Redevelopment 25'

TC5a 24.75 1,078,303 Community Commercial 0.25 25% 25' 250,000 1250

TC5b 1.15 50,121



Northeast NE1 17.77 773,986 Residential 20 0.70 25% 45' 284 71 888



TOTALS 83.03 3,616,869 484 311 290,000 15,000 25000 328 Slips 3452





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-01.xls / ProgPC02 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-03

Development Parcels Proposed Development

Floor Max. Max. Office/

Area Parcel Area Density Area Site Bldg. Res. Rental Retail Technical Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Area (SF) Area (SF) Parking

(1) (3) (2)



Marine MC5 2.77 120,497 Marine Related Commercial 0.50 25% 45' 60,000 240

Commercial / MC6 2.90 126,339 (trade center/retail sales/offices) 0.50 25% 45' 67,000 268

Exposition MC7 5.42 236,204 " (MC7 Prog Includes Exist'g 66,000 sf Bldg.) 0.50 25% 65' 127,000 508

MC8 2.34 101,925 " 0.50 25% 45' 52,000 208



Religious REL1 2.99 130,255 Church/School 35% 45'

REL2 3.05 132,665 Church 35% 45'



Blue Heron BH7 2.74 119,406 Comercial Redevelopment 50% 25'

South BH8 4.98 216,934 Mixed Use 12 0.50 50% 25' 48 12 30,000 228

BH9 5.61 244,322 Residential 12 0.30 35% 25' 54 13 168



TOTALS 32.80 1,428,547 102 25 306,000 30000 1620





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-01.xls / ProgPC03 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-04

Development Parcels Proposed Development

Floor Max. Office/ Boats

Area Parcel Area Density Area Site Bldg. Retail Technical Slips/ Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Area (SF) Area (SF) Storage Units Parking

(1) (3) (2)



Working WW1 3.21 139,821 Marine Industrial/Repair 1.00 70% 45' 55 Slips

Waterfront 1,050 LF Side Slips

WW2 5.83 254,172 Existing Marine/Redevlopment 1.00 70% 65' 40,000 35 Slips

900 LF Side Slips

WW3 7.67 334,123 Marine Industrial/Repair 1.00 70% 65'

WW4 6.48 282,179 Existing Marine/Redevlopment 1.00 70% 65' 34 Slips

1,400 LF Side Slips

WW5 4.38 190,899 Existing Marine/Redevlopment 1.00 60% 65' 14 Slips

750 LF Side Slips

WW6 2.64 115,034 Marine Related Industrial/Commercial 0.40 60% 45'



Marine MC1 1.61 70,260 Marine Related Commercial 0.24 25% 25' 17,000 60

Commercial / MC2 4.48 195,153 (boat sales/trade center/support service) 0.26 26% 25' 50,000 175

Exposition MC3 3.07 133,526 " 0.26 26% 25' 35,000 123

MC4 1.36 59,404 " 0.25 26% 25' 15,000 53



Blue Heron BH1 10.44 454,862 Existing Residential to Remain 20'

South BH2 0.96 41,837 Marine Commercial Redevelopment 25'



TOTALS 52.13 2,271,270 117,000 40,000 220 Slips 411





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-01.xls / ProgPC04 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-05

Development Parcels Proposed Development

Office/ Boat

Area Parcel Area Density Floor Area Site Max. Bldg. Res. Rental Hotel Conference Retail Restaurant Entertainment Theater Health Club Technical Slips/ Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Units Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Storage Units Parking

(1) (3) (2)



Harbor Village HV1a 4.23 184,221 Mixed Use, Hotel/Restaurant 2.0 50% 145' 300 33,000 13,000 4,000 4 Slips 300

East Covention Center & Straw

Market Retail

HV1b 4.13 180,011 Mixed Use, Condominium & 2.7 60% 165' 250 14,000 167 Slips 705

Retail

HV1c 3.77 164,360 Mixed Use, Rental Units, 2.0 60% 125' 85 60,000 20,000 68,000 12 Slips 723

Office, Retail &Restaurants

HV1d 4.44 193,400 Mixed Use, Rental Units, 2.0 60% 125' 110 55,000 18,000 80,000 18 Slips 777

Office, Retail &Restaurants

HV1e 9.36 407,865 Mixed Use, Entertainment, 0.3 60% 65' 24,000 20,000 46,500 33,000 2160

Retail, Theatre, Health Club

and Parking



HV2 1.92 83,744 Office 1.5 25% 105' 120,000 70

HV3 5.37 233,927 Aquarium/Interactive Cultural 0.5 50% 65' *





Central Park CP1 9.43 410,729 Park & Community Center 25' *

CP2 3.15 137,422 Dryboat Storage/Launching 0.6 60% 65' 250 Slips 125



TOTALS 45.81 1,995,679 250 195 300 33,000 166,000 42,000 20,000 46,500 33,000 268,000 451 Slips 4860





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.

* 750 Offsite parking spaces available in Parcel HV-1e









PCP-05.xls / Program 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-06

Development Parcels Proposed Development



Area Parcel Area Density Floor Area Site Max. Bldg. Res. Rental Retail Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Area (SF) Parking

(1) (3) (2)



Harbor Village HV4 3.30 143,649 Spanish Courts Relocation 25'

West HV5 10.18 443,437 Residential 20 0.7 20% 85' 163 41 408

HV6 10.40 452,946 Residential/Neighborhood Retail 20 0.7 25% 85' 166 42 4,500 416

HV7 0.60 26,170 Park

HV8 6.35 276,713 Residential/Neighborhood Retail 20 0.7 25% 85' 102 25 4,500 254

HV9 8.40 365,910 Residential 20 0.7 20% 85' 134 34 336

HV10 5.49 239,293 Park,Community Center 25' 60



PROJECT GRAND TOTAL 44.72 1,948,118 565 141 9,000 1474





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-06.xls / Program 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-07

Development Parcels Prop. Development



Area Parcel Area Density Floor Area Site Max. Bldg. Res. Rental Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Parking

(1) (3) (2)



Harbor Village HV12 8.66 377,107 Residential 12 0.35 35% 20' 83 21 208

West HV13 6.91 301,096 Residential 12 0.35 35% 20' 66 17 166

HV14 & 15 6.36 277,020 Relocation/Commercial 25'



Old Dixie OD1 3.05 132,938 Commerical Redevelopment 25' Existing

OD2 2.76 120,297 Commerical Redevelopment 25' Existing

OD3 3.04 132,425 Commerical Redevelopment 25' Existing

OD4 12.53 545,596 Residential 12 0.35 35% 20' 120 30 375

OD13 9.75 424,527 Residential 12 0.35 35% 20' 94 23 293

OD14 2.18 95,060 Residential 12 0.35 35% 20' 21 5 65

OD15 1.28 55,672 Residential 12 0.35 35% 20' 12 3 38

OD16 1.29 56,293 Residential 12 0.35 35% 20' 12 3 38

OD22,23,24 5.04 219,574 Existing Houses to Remain



TOTALS 62.85 2,737,605 409 102 1183





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-07.xls / Program 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-08

Development Parcels Prop. Development



Area Parcel Area Density Floor Area Site Max. Bldg. Res. Rental Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Retail Parking

(1) (3) (2)



Old Dixie OD5 13.87 604,269 Residential 12 0.35 35% 20' 133 33 415

OD6 1.26 55,034 Residential 12 0.35 35% 20' 12 3 38

OD7 2.07 90,056 Existing Residential to Remain 20'

OD8 2.38 103,564 Existing Residential to Remain 20'

OD9 5.58 243,202 Residential 12 0.35 35% 20' 54 13 168

OD10 8.99 391,433 Residential 12 0.35 35% 20' 86 22 270

OD11 4.50 195,866 Park/Community Center/Retail 0.15 15% 25' 6000 SF

OD12 4.50 195,902 Residential 12 0.35 35% 25' 43 11 135

OD13 9.75 424,527 Residential 12 0.35 35% 20' 94 23 293

OD14 2.18 95,060 Residential 12 0.35 35% 20' 21 5 65

OD15 1.28 55,672 Residential 12 0.35 35% 20' 12 3 38

OD16 1.29 56,293 Residential 12 0.35 35% 20' 12 3 38

OD17 1.29 56,292 Residential 12 0.35 35% 20' 12 3 38

OD18 1.41 61,580 Residential 12 0.35 35% 20' 14 3 43

OD19 8.48 369,492 Existing School 45'

OD20,21, 5.04 219,574 Existing Houses to Remain 20'



TOTALS 73.87 3,217,816 494 123 6000 SF 1541





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-08.xls / Program 11/14/01

Table 8.2

RIVIERA BEACH CRA STANDARDS FOR DEVELOPMENT

PARCEL CONTROL DATA SHEET PC-09

Development Parcels

Condo

Area Parcel Area Density Floor Area Site Max. Bldg. Timeshare Hotel Hotel Retail Restaurant Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Coverage Height Units Units Units Area (SF) Area (SF) Parking

(1) (3) (2)



Singer Island S1 19.36 843,270 Cultural/(Amphitheatre & Beach Uses) 45'

S2a 3.41 148,645 Hotel / Condo Hotel 2.40 30% 165' 250 250 700

S2b 5.12 223,162 Beach Use

S3a 1.98 86,211 Mixed Use / Cultural / Hotel 0.8 25% 105' 100 28,000 22,000 330

S3b 5.46 237,625 Beach Use

S4 & S5 1.72 74,808 Commerical Redevelopment 25' Existing

S6,S7&S8 2.32 100,931 Commerical Redevelopment 25' Existing

S9 & S10 1.80 78,395 Resdential Redevelopment 25' Existing



TOTALS 41.16 1,793,047 250 250 100 28,000 22,000 1030





(1)

Parking structures shall not be included in Gross Floor Area.

(2)

Max. Building Heights, per Zone, are as noted in Building Height Zones section.

(3)

Rooftop terraces over parking structures shall not be considered part of building site coverage.









PCP-09.xls / Program 11/14/01

Table 8.3

RIVIERA BEACH CRA FINANCIAL ANALYSIS

REDEVELOPMENT PARCEL PROGRAM PROJECT SUMMARY

Development Parcels Proposed Development

Condo Office/ Marine Boat

Area Parcel Area Density Floor Area Res. Rental Timeshare Hotel Hotel Conference Retail Restaurant Entertainment Theater Health Club Technical Industrial Slips/ Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Units Units Units Units Units Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Storage Units Parking





Harbor Village HV1a 4.23 184,221 Mixed Use, Hotel/Restaurant 2.1 300 33,000 13,000 4,000 4 Slips 300

East Covention Center & Straw

Market Retail

HV1b 4.13 180,011 Mixed Use, Condominium & 4.4 250 14,000 167 Slips 705

Retail

HV1c 3.77 164,360 Mixed Use, Rental Units, 3.1 85 60,000 20,000 68,000 12 Slips 723

Office, Retail &Restaurants

HV1d 4.44 193,400 Mixed Use, Rental Units, 2.9 110 55,000 18,000 80,000 18 Slips 777

Office, Retail &Restaurants

HV1e 9.36 407,865 Mixed Use, Entertainment, 2.2 24,000 20,000 46,500 33,000 2160

Retail, Theatre, Health Club

and Parking

HV2 1.92 83,744 Office 1.4 120,000 70

HV3 5.37 233,927 Aquarium/Interactive Cultural

SUB-TOTAL 33.22 1,447,528 250 195 0 0 300 33,000 166,000 42,000 20,000 46,500 33,000 268,000 0 201 Slips 4735



Harbor Village HV4 3.30 143,649 Spanish Courts Relocation

West HV5 10.18 443,437 Residential/Neighborhood Retail 20 0.6 163 41 408

HV6 10.40 452,946 Residential/Neighborhood Retail 20 0.6 166 42 4,500 416

HV7 0.60 26,170 Park

HV8 6.35 276,713 Residential 20 0.6 102 25 4,500 254

HV9 8.40 365,910 Residential 20 0.6 134 34 336

HV10 5.49 239,293 Park,Community Center

HV11 6.49 282,802 Park,Community Center

Neighborhood Retail

HV12 8.66 377,107 Residential 12 0.34 83 21 208

HV13 6.91 301,096 Residential 12 0.34 66 17 166

HV14 & 15 6.36 277,020 Relocation/Commercial

SUB-TOTAL 73.14 3,186,143 714 180 0 0 0 0 9,000 0 0 0 0 0 0 0 Slips 1788



Working WW1 3.21 139,821 Marine Industrial/Repair 55 Slips

Waterfront 1,050 LF Side Slips

WW2 5.83 254,172 Existing Marine/Redevlopment 40,000 35 Slips

900 LF Side Slips

WW3 7.67 334,123 Marine Industrial/Repair

WW4 6.48 282,179 Existing Marine/Redevlopment 34 Slips

1,400 LF Side Slips

WW5 4.38 190,899 Existing Marine/Redevlopment 14 Slips

750 LF Side Slips

WW6 2.64 115,034 Marine Related Industrial/Commercial 0.4 46,000

SUB-TOTAL 30.21 1,316,228 0 0 0 0 0 0 0 0 0 0 0 40,000 46,000 220 Slips 0

Marine MC1 1.61 70,260 Marine Related Commercial 0.24 17,000 60

Commercial / MC2 4.48 195,153 (boat sales/trade center/support service) 0.26 50,000 175

Exposition MC3 3.07 133,526 " 0.26 35,000 123

MC4 1.36 59,404 " 0.25 15,000 53

MC5 2.77 120,497 Marine Related Commercial 0.5 60,000 240

MC6 2.90 126,339 (trade center/retail sales/offices) 0.5 67,000 268

MC7 5.42 236,204 " (MC7 Prog Includes Exist'g 66,000 sf Bldg.) 0.5 127,000 508

MC8 2.34 101,925 " 0.5 52,000 208

SUB-TOTAL 23.95 1,043,308 0 0 0 0 0 0 423,000 0 0 0 0 0 0 0 1635



Central Park CP1 9.43 410,729 Park & Community Center

CP2 3.15 137,422 Dryboat Storage/Launching 250 Slips 125

SUB-TOTAL 12.58 548,151 0 0 0 0 0 0 0 0 0 0 0 0 0 250 Slips 125

Religious REL1 2.99 130,255 Church/School

REL2 3.05 132,665 Church

REL2 2.95 128,421 Church

SUB-TOTAL 8.99 391,341 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Slips 0



PAGE SUB-TOTAL 182.09 7,932,699 964 375 0 0 300 33,000 598,000 42,000 20,000 46,500 33,000 308,000 46,000 671 Slips 8283





RedevPlanParVals.xls / Table10.3 11/14/01

Table 8.3 (Cont.)

RIVIERA BEACH CRA FINANCIAL ANALYSIS

REDEVELOPMENT PARCEL PROGRAM PROJECT SUMMARY

Development Parcels Proposed Development

Condo Office/ Marine Boat

Area Parcel Area Density Floor Area Res. Rental Timeshare Hotel Hotel Conference Retail Restaurant Entertainment Theater Health Club Technical Industrial Slips/ Proposed

Designation Parcel Acres Sq. Ft. Use (Units/Acre) Ratio Units Units Units Units Units Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Area (SF) Storage Units Parking



Blue Heron BH1 10.44 454,862 Existing Residential to Remain

South BH2 0.96 41,837 Marine Commercial Redevelopment 28 Slips 14

BH3 1.20 52,300 Comercial Redevelopment

BH4 4.15 180,559 Commercial/Office Redevelopment

BH5 8.29 360,925 Existing Residential to Remain

BH6 0.65 28,165 Comercial Redevelopment

BH7 2.74 119,406 Comercial Redevelopment

BH8 4.98 216,934 Mixed Use 12 0.5 48 12 30,000 228

BH9 5.61 244,322 Residential 12 0.3 54 13 168

SUB-TOTAL 39.02 1,699,310 102 25 0 0 0 0 0 0 0 0 0 30,000 0 28 Slips 410



Town Center TC1 12.59 548,484 Mixed Use/Waterfront 35 2.03 200 240 40,000 15,000 25,000 300 Slips 1300

TC2 2.03 88,477 Boat Launch Facility

TC3 6.87 299,136 Existing Residential

TC4 2.63 114,576 Commercial Redevelopment

TC5 24.75 1,078,303 Community Commercial 0.23 250,000 1250

TC6 7.21 314,253 Mixed Use 12 0.44 69 17 15,000 15,000 280

SUB-TOTAL 56.08 2,443,229 269 257 0 0 0 0 305,000 15,000 0 0 0 40,000 0 300 Slips 2830

Northwest NW1 8.61 375,224 Residential 14 0.4 96 24 300

NW2 0.92 40,000 Open Space / Park

NW3 12.48 543,582 Residential 18 0.52 180 45 563

NW4 9.63 419,546 Comercial Office/Technical Park 0.52 220,000 880

SUB-TOTAL 31.64 1,378,352 276 69 0 0 0 0 0 0 0 0 0 220,000 0 0 1743



Northeast NE1 17.77 773,986 Residential 20 0.7 284 71 888

NE2 19.68 857,216 Comercial Office/Technical Park 0.5 440,000 1760

SUB-TOTAL 37.45 1,631,202 284 71 0 0 0 0 0 0 0 0 0 440,000 0 0 2648

Old Dixie OD1 3.05 132,938 Commerical Redevelopment

OD2 2.76 120,297 Commerical Redevelopment

OD3 3.04 132,425 Commerical Redevelopment

OD4 12.53 545,596 Residential 12 0.34 120 30 375

OD5 13.87 604,269 Residential 12 0.34 133 33 415

OD6 1.26 55,034 Residential 12 0.34 12 3 38

OD7 2.07 90,056 Existing Residential to Remain

OD8 2.38 103,564 Existing Residential to Remain

OD9 5.58 243,202 Residential 12 0.34 54 13 168

OD10 8.99 391,433 Residential 12 0.34 86 22 270

OD11 4.50 195,866 Park/Community Center/Retail

OD12 4.50 195,902 Residential 12 0.34 43 11 135

OD13 9.75 424,527 Residential 12 0.34 94 23 293

OD14 2.18 95,060 Residential 12 0.34 21 5 65

OD15 1.28 55,672 Residential 12 0.34 12 3 38

OD16 1.29 56,293 Residential 12 0.33 12 3 38

OD17 1.29 56,292 Residential 12 0.33 12 3 38

OD18 1.41 61,580 Residential 12 0.35 14 3 43

OD19 8.48 369,492 Existing School

OD20,21, 5.04 219,574 Existing Houses to Remain

22,23, & 24

SUB-TOTAL 95.25 4,149,072 613 152 0 0 0 0 0 0 0 0 0 0 0 0 Slips 1916

Blue Heron BHW1 3.68 160,141 Existing Residential to Remain

West BHW2 0.23 9,950 Existing Residential to Remain

BHW3 0.14 6,137 Parkway

BHW4 0.40 17,303 Existing Residential to Remain

SUB-TOTAL 4.45 193,531 0 0 0 0 0 0 0 0 0 0 0 0 0 0 Slips 0

Singer Island S1 19.36 843,270 Cultural/(Amphitheatre & Beach Uses)

S2a & S2b 8.54 371,807 Hotel / Condo Hotel 2.33 250 250 700

S3a & S3b 7.14 311,195 Mixed Use / Cultural / Inn 0.8 100 28,000 22,000 330

S4 & S5 1.72 74,808 Commerical Redevelopment

S6,S7&S8 2.32 100,931 Commerical Redevelopment

S9 & S10 1.80 78,395 Resdential Redevelopment

SUB-TOTAL 40.88 1,780,406 0 0 250 250 100 0 28,000 22,000 0 0 0 0 0 0 Slips 1030



PROJECT GRAND TOTAL 427.50 16,574,177 2,508 949 250 250 400 33,000 931,000 79,000 20,000 46,500 33,000 1,038,000 46,000 999 Slips 18860

RedevPlanParVals.xls / Table10.3 (Cont) 11/14/01

Table 8.4

RIVIERA BEACH CRA FINANCIAL ANALYSIS

REDEVELOPMENT PARCELS DEVELOPMENT VALUE SUMMARY

Development Parcels Proposed Development Values (with Land Values Included)

Area Condo Office/ Marine Boat Total

Designation Parcel Acres Sq. Ft. Use Res. Rental Timeshare Hotel Hotel Conference Retail Restaurant Entertainment Theater Health Club Technical Industrial Slips Parking Development



Harbor Village HV1a 4.23 184,221 Mixed Use, Hotel/Restaurant 39,000,000 6,435,000 1,813,500 876,000 4,400 2,247,500 50,376,400

East Covention Center & Straw

Market Retail

HV1b 4.13 180,011 Mixed Use, Condominium & 68,750,000 2,422,000 11,406,100 700,000 83,278,100

Retail

HV1c 3.77 164,360 Mixed Use, Rental Units, 11,634,375 10,380,000 4,380,000 10,472,000 660,000 5,971,000 43,497,375

Office, Retail &Restaurants

HV1d 4.44 193,400 Mixed Use, Rental Units, 15,056,250 9,515,000 3,942,000 12,320,000 990,000 5,986,500 47,809,750

Office, Retail &Restaurants

HV1e 9.36 407,865 Mixed Use, Entertainment, 4,152,000 4,200,000 10,183,500 4,620,000 6,045,000 29,200,500

Retail, Theatre, Health Club

and Parking

HV2 5.37 233,927 Aquarium/Interactive Cultural

HV3 1.92 83,744 Office 18,480,000 2,635,000 21,115,000

SUB-TOTAL 33.23 1,447,528 68,750,000 26,690,625 0 0 39,000,000 6,435,000 28,282,500 9,198,000 4,200,000 10,183,500 4,620,000 22,792,000 0 13,060,500 20,950,000 275,277,125



Harbor Village HV4 3.30 143,649 Spanish Courts Relocation

West HV5 10.18 443,437 Residential 21,658,625 3,136,500 24,795,125

HV6 10.40 452,946 Residential 22,057,250 3,570,000 25,627,250

HV7 0.60 26,170 Park

HV8 6.35 276,713 Residential 13,553,250 2,125,000 15,678,250

HV9 8.40 365,910 Residential 17,805,250 2,890,000 20,695,250

HV10 5.49 239,293 Park,Community Center

HV11 6.49 282,802 Park,Community Center

Neighborhood Retail

HV12 8.66 377,107 Residential 11,028,625 1,785,000 12,813,625

HV13 6.91 301,096 Residential 8,769,750 1,445,000 10,214,750

HV14 & 15 6.36 277,020 Relocation/Commercial

SUB-TOTAL 73.14 3,186,143 94,872,750 14,951,500 0 0 0 0 0 0 0 0 0 0 0 0 0 109,824,250

Working WW1 3.21 139,821 Marine Industrial/Repair 3,200,000 1,925,000 5,125,000

Waterfront 612,500 612,500

WW2 5.83 254,172 Existing Marine/Redevlopment 2,800,000 1,225,000 4,025,000

225,000 225,000

WW3 4.84 210,639 Marine Industrial/Repair 9,960,000 9,960,000

WW4 7.58 330,386 Existing Marine/Redevlopment 3,870,000 1,190,000 5,060,000

2,436,000 350,000 2,786,000

WW5 6.11 266,176 Existing Marine/Redevlopment 490,000 490,000

187,500 187,500

WW6 2.64 115,034 Marine Related Industrial/Commercial 4,278,000 4,278,000

SUB-TOTAL 30.22 1,316,228 0 0 0 0 0 0 0 0 0 0 0 22,266,000 4,278,000 4,857,500 0 32,749,000

Marine MC1 1.73 75,554 Marine Related Commercial 1,190,000 59,000 1,249,000

Commercial / MC2 4.96 216,208 (boat sales/trade center/support 6,750,000 171,000 6,921,000

Exposition MC3 3.45 150,402 services/marine retail 4,725,000 120,000 4,845,000

MC4 1.46 63,411 " 2,025,000 52,000 2,077,000

MC5 2.80 122,075 " 5,580,000 234,000 5,814,000

MC6 3.16 137,516 " 6,231,000 261,000 6,492,000

MC7 5.72 249,134 " w/ Existing 66,000 SF Bldg. 5,673,000 495,000 6,168,000

MC8 2.36 102,859 " 4,836,000 203,000 5,039,000

SUB-TOTAL 25.65 1,117,159 0 0 0 0 0 0 37,010,000 0 0 0 0 0 0 0 38,605,000



Central Park CP1 9.43 410,729 Park & Community Center

CP2 3.15 137,422 Dryboat Storage/Launching 4,375,000 188,000 4,563,000

SUB-TOTAL 12.58 548,151 0 0 0 0 0 0 0 0 0 0 0 0 0 4,375,000 4,563,000



Religious REL1 2.99 130,255 Church/School

REL2 3.05 132,665 Church

REL2 2.95 128,421 Church

SUB-TOTAL 8.98 391,341 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

PAGE SUB-TOTAL 183.81 8,006,550 163,622,750 41,642,125 0 0 39,000,000 6,435,000 65,292,500 9,198,000 4,200,000 10,183,500 4,620,000 45,058,000 4,278,000 22,293,000 461,018,375









Tables.xls 11/14/01

Table 8.4 (Cont.)

RIVIERA BEACH CRA FINANCIAL ANALYSIS

REDEVELOPMENT PARCELS DEVELOPMENT VALUE SUMMARY

Development Parcels Proposed Development

Area Condo Office/ Marine Total

Designation Parcel Acres Sq. Ft. Use Res. Rental Timeshare Hotel Hotel Conference Retail Restaurant Entertainment Theater Health Club Technical Industrial Boat Parking Development





Blue Heron BH1 10.44 454,862 Existing Residential to Remain

South BH2 0.96 41,837 Marine Commercial Redevelopment 980,000 21,000 1,001,000

BH3 1.20 52,300 Comercial Redevelopment

BH4 4.15 180,559 Commercial/Office Redevelopment

BH5 8.29 360,925 Existing Residential to Remain

BH6 0.65 28,165 Comercial Redevelopment

BH7 2.74 119,406 Comercial Redevelopment

BH8 4.98 216,934 Mixed Use 6,720,000 1,020,000 2,400,000 162,000 10,302,000

BH9 5.61 244,322 Residential 7,560,000 1,105,000 8,665,000

SUB-TOTAL 39.01 1,699,310 14,280,000 2,125,000 0 0 0 0 0 0 0 0 0 2,400,000 0 980,000 19,968,000

Town Center TC1 12.59 548,484 Mixed Use/Waterfront 55,000,000 32,850,000 6,920,000 3,285,000 5,250,000 3,255,000 106,560,000

TC2 2.03 88,477 Boat Launch Facility

TC3 6.87 299,136 Existing Residential

TC4 2.63 114,576 Commercial Redevelopment

TC5 24.75 1,078,303 Community Commercial 20,000,000 1,875,000 21,875,000

TC6 7.21 314,253 Mixed Use 9,660,000 1,445,000 1,725,000 1,500,000 162,000 14,492,000

SUB-TOTAL 56.09 2,443,229 64,660,000 34,295,000 0 0 0 0 28,645,000 3,285,000 0 0 0 1,500,000 0 5,250,000 142,927,000

Northwest NW1 8.61 375,224 Residential 5,664,000 1,632,000 7,296,000

NW2 0.92 40,000 Open Space / Park

NW3 12.48 543,582 Residential 10,620,000 3,060,000 13,680,000

NW4 9.63 419,546 Comercial Office/Technical Park 26,400,000 1,320,000 27,720,000

SUB-TOTAL 31.64 1,378,352 16,284,000 4,692,000 0 0 0 0 0 0 0 0 0 26,400,000 0 0 1,320,000 48,696,000

Northeast NE1 17.77 773,986 Residential 39,760,000 9,718,125 49,478,125

NE2 19.68 857,216 Comercial Office/Technical Park 44,000,000 2,640,000 46,640,000

SUB-TOTAL 37.45 1,631,202 39,760,000 9,718,125 0 0 0 0 0 0 0 0 0 44,000,000 0 0 2,640,000 96,118,125

Old Dixie OD1 3.05 132,938 Commerical Redevelopment

OD2 2.76 120,297 Commerical Redevelopment

OD3 3.04 132,425 Commerical Redevelopment

OD4 12.53 545,596 Residential 11,580,000 2,295,000 13,875,000

OD5 13.87 604,269 Residential 12,834,500 2,524,500 15,359,000

OD6 1.26 55,034 Residential 1,158,000 255,000 1,413,000

OD7 2.07 90,056 Existing Residential to Remain

OD8 2.38 103,564 Existing Residential to Remain

OD9 5.58 243,202 Residential 5,211,000 994,500 6,205,500

OD10 8.99 391,433 Residential 8,299,000 1,683,000 9,982,000

OD11 4.50 195,866 Park/Community Center/Retail

OD12 4.50 195,902 Residential 4,149,500 841,500 4,991,000

OD13 9.75 424,527 Residential 9,071,000 1,759,500 10,830,500

OD14 2.18 95,060 Residential 2,026,500 425,000 2,451,500

OD15 1.28 55,672 Residential 1,158,000 255,000 1,413,000

OD16 1.29 56,293 Residential 1,158,000 255,000 1,413,000

OD17 1.29 56,292 Residential 1,158,000 255,000 1,413,000

OD18 1.41 61,580 Residential 1,351,000 255,000 1,606,000

OD19 8.48 369,492 Existing School

OD20,21, 5.04 219,574 Existing Houses to Remain

22,23, & 24

SUB-TOTAL 95.25 4,149,072 59,154,500 11,798,000 0 0 0 0 0 0 0 0 0 0 0 0 0 70,952,500

Blue Heron BHW1 3.68 160,141 Existing Residential to Remain

West BHW2 0.23 9,950 Existing Residential to Remain

BHW3 0.14 6,137 Parkway

BHW4 0.40 17,303 Existing Residential to Remain

SUB-TOTAL 4.44 193,531 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0 0

Singer Island S1 19.36 843,270 Cultural/(Amphitheatre & Beach Uses)

S2a & S2b 8.54 371,807 Hotel / Condo Hotel 67,500,000 67,500,000 135,000,000

S3a & S3b 7.14 311,195 Mixed Use / Cultural / Inn 13,000,000 4,844,000 4,818,000 1,938,000 24,600,000

S4 & S5 1.72 74,808 Commerical Redevelopment

S6,S7&S8 2.32 100,931 Commerical Redevelopment

S9 & S10 1.80 78,395 Resdential Redevelopment

SUB-TOTAL 40.87 1,780,406 0 0 67,500,000 67,500,000 13,000,000 0 4,844,000 4,818,000 0 0 0 0 0 0 1,938,000 159,600,000

PROJECT GRAND TOTAL 488.56 21,281,652 357,761,250 104,270,250 67,500,000 67,500,000 52,000,000 6,435,000 98,781,500 17,301,000 4,200,000 10,183,500 4,620,000 119,358,000 4,278,000 28,523,000 5,898,000 999,280,000







Tables.xls 11/14/01