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LAUDERDALE LAKES CRA PLAN2 CITY OF LAUDERDALE LAKES STAKEHOLDERS CITY COMMISSION Mayor Veronica Edwards Phillips Vice Mayor Tycie Causwell Commissioner Easton Harrison Commissioner Karlene Maxwell-Williams Commissioner Sharon Thomas CRA BOARD OF COMMISSIONERS Chairperson Sharon Thomas Vice Chairperson Easton Harrison Commissioner Tycie Causwell Commissioner Karlene Maxwell-Williams Commissioner Veronica Edwards Phillips CITY MANAGER / CRA ADMINISTRATOR Treasa Brown Stubbs CITY OF LAUDERDALE LAKES STAFF ACKNOWLEDGMENTS
LAUDERDALE LAKES CRA PLAN3 EXECUTIVE SUMMARY 4 BACKGROUND INTRODUCTION 6 ADMINISTRATION & GOVERNANCE 8 PREVIOUS STUDIES AND PLANS 10 EXISTING CONDITIONS 14 RECENT ACCOMPLISHMENTS 18 OPPORTUNITY PUBLIC ENGAGEMENT 20 MARKET AND ECONOMIC DEVELOPMENT ANALYSIS 22 TRANSPORTATION AND TRAFFIC ANALYSIS 23 STRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT) 24 VISION GUIDING PRINCIPLES: TOWN CENTER 27 GUIDING PRINCIPLES AND PROGRAM ELEMENTS 28 REDEVELOPMENT APPROACH 29 IMPLEMENTATION IMPLEMENTATION 40 IMPLEMENTATION ACTIONS (CAPITAL IMPROVEMENT PROJECTS) 42 IMPLEMENTATION INITIATIVES 43 CRA OPERATIONS 44 REDEVELOPMENT PROGRAMS 45 FINANCIAL ANALYSIS 46 APPENDIX TABLE OF CONTENTS NEIGHBORHOOD IMPACT ELEMENT A:2 CRA ARCHITECTURAL DESIGN STANDARDS A:4 STATUTORY CRITERIA A:6 TECHNICAL MEMO - CRA PLAN ASSESSMENT A:10 ECONOMIC & MARKET ANALYSIS A:21 TRANSPORTATION AND TRAFFIC ANALYSIS A:44 PUBLIC ENGAGEMENT RECORDS A:106 CRA LEGAL DESCRIPTION A:112
LAUDERDALE LAKES CRA PLAN4 EXECUTIVE SUMMARY The Lauderdale Lakes Community Redevelopment Agency (CRA) was established in 2000 and has been pivotal in the City’s growth. The CRA has been instrumental in generating employment, enhancing the tax base, elevating property values, and supporting businesses. It has also attracted new enterprises, revitalized commercial areas, modernized infrastructure, preserved parks, and improved the aesthetic appeal of residential neighborhoods. Over two decades later, as the CRA approaches its 30-year sunset date, the 2025 Community Redevelopment Plan Update aims to refine and update redevelopment strategies to meet the community’s changing needs. This revision is informed by an updated analysis of demographic, economic, and real estate market trends. The Plan Update’s strategic initiatives are designed to ensure the area’s long-term prosperity by focusing on sustainable development, economic vitality, and community engagement. At the heart of the community’s concerns is the need for enhancements to the Town Center, incorporating diverse housing options, a broad mix of uses, and improvements to the public spaces. Key priorities include the integration of human-scale elements like shade trees, street furniture, public art, lighting, and signage. There was also a clear preference for mixed-use developments that include cultural and recreational facilities. Amenities such as museums, restaurants, and an indoor recreation complex were specifically mentioned to increase entertainment options and enhance the City’s attractiveness. The Lauderdale Lakes Town Center aims to be the dynamic core of Broward County, transforming the area into a lively hub for civic, business, and entertainment activities. The goal is to revitalize the Town Center, creating an engaging and economically thriving space. Further strategies involve improving connectivity, promoting mixed-use development to enhance functionality, ensuring architectural excellence to define the Town Center’s identity, and integrating plazas and greens for public enjoyment. These efforts are designed to activate the Town Center and enhance public areas, fostering a sense of community and growth. In alignment with the CRA’s objectives and the remaining duration of its mandate, a suite of projects has been formulated to direct its final years and the allocation of tax increments. These projects, alongside a set of initiatives, are designed to further the CRA’s goals over the coming years. While some initial projects have secured budgeting for the near future, the execution of subsequent projects will depend on available funding, private sector investment, and collaboration with the City’s capital projects. The proposed projects encompass a variety of infrastructure and beautification efforts, including comprehensive gateway and wayfinding signage, streetscape enhancements across several avenues and streets, decorative lighting improvements, and median landscape upgrades. Notable among these are the Vincent Torres Memorial Park Improvement Project and enhancements around the Lakes Mall, which aim to improve circulation and aesthetics. These projects are strategically planned to enhance the urban landscape and facilitate better navigation throughout the area. The redevelopment initiatives are action-oriented steps crucial for the successful implementation of the Lauderdale Lakes CRA Redevelopment Plan Update Goals. These initiatives require a concerted effort and partnership with the City, private stakeholders, and the Florida Department of Transportation. Effective coordination is key to creating economical annual budgets and work programs that support the CRA’s activities, ensuring fiscal responsibility and alignment with community redevelopment goals. The CRA administration is responsible for the careful oversight and coordination of the Plan’s execution, managing various projects and programs to meet established guidelines and desired results. The CRA Board receives regular updates on projects and programming, maintaining transparency and enabling informed decision-making on the redevelopment processes outlined in the Plan Update. Lastly, the 2025 Plan Update addresses the current CRA administration, operations, and the possibility of extending the operational timeframe, all while complying with the Special District requirements set by Florida Statutes. CRA PLAN UPDATE 2025 “Varied housing options” “Street lighting“ “Museums” “Mixed-use” “Shade trees and benches” “Indoor recreation” “New Restaurants” “Public art” “Community gateways” Public Engagement Feedback
01 BACKGROUND
LAUDERDALE LAKES CRA PLAN6BACKGROUNDINTRODUCTION HISTORY The City derived its name from its neighbor, Fort Lauderdale, and was incorporated on June 22, 1961, when its population numbered just 300 residents. The area was predominantly rural, with extensive agriculture and grazing lands. State Road 7, a two-lane undivided road, served as the primary route through the City during this period. In time, it would become a sought-after suburban retirement destination for individuals relocating from colder climates, particularly from New York and other Northeastern states. A more expansive roadway network was developed by the Florida Department of Transportation (FDOT), Broward County, and the young city. Much of the City was developed with modest single-family housing, and commercial uses clustered along the primary roadways, State Road 7, and later Oakland Park Boulevard. As the decades passed, the City became nearly built out. Local corridors became major thoroughfares supporting the broader transportation needs of Broward County, and commercial uses aged and showed signs of distress. Like many communities of its era, the high percentage of single-family development and lack of major employment or commercial centers restricted the growth of the City’s tax base and opportunities for employment for residents. In response to this, the City established the Lauderdale Lakes Community Redevelopment Agency (CRA) in September 2000, with specific goals of formulating a strategy for community and economic revitalization. Reflecting the area of greatest potential opportunity and change, the CRA generally encompasses the State Road 7 corridor, Oakland Park Boulevard corridor, and NW 31st Avenue. Shortly thereafter, the City and CRA, through a robust public engagement process and with input from city officials, urban planners, design professionals, and business owners, created and formally adopted the Citizen’s Master Plan in 2003. This plan detailed the vision for the future of Lauderdale Lakes’ development and laid out a blueprint for public and private investments. Since the establishment and development of the first guiding plan, the CRA has worked to further its original goals of revitalization and has played a significant role in rejuvenating the City’s commercial corridors. Aerial photo of Lauderdale Lakes in 1999
LAUDERDALE LAKES CRA PLAN7BACKGROUNDSTUDY AREA The City of Lauderdale Lakes is situated in central Broward County. Spanning an area of approximately 4 square miles, the City is located at the intersection of two major roadways, State Road 7/U.S. 441 and Oakland Park Boulevard, and generally bounded by the cities of Tamarac to the northwest, Oakland Park to the east, Lauderhill to the southwest and Fort Lauderdale to the southeast. Fort Lauderdale Executive Airport is 6.4 miles and Fort Lauderdale-Hollywood International Airport is approximately 13 miles away from the City. Contextually, the City of Lauderdale Lakes is a component of the Miami metropolitan area in South Florida. The City is the 19th largest of the County’s 31+ municipalities and/or census designated places (CDP). CRA PLAN UPDATE Since its inception in December 2000, the Lauderdale Lakes Community Redevelopment Agency has worked to support the City’s strategic initiatives of: • Generating employment opportunities • Enhancing the tax base • Elevating property values • Promoting small businesses • Attracting new enterprises • Revitalizing commercial areas • Modernizing infrastructure • Preserving parks • Enhancing the aesthetic appeal of the residential neighborhoods More than two decades later, and nearing its 30- year sunset date, the purpose of the Plan Update is to refine and update the existing redevelopment strategies to align with the evolving needs of the community. These are, in part, informed by an updated analysis of the demographic, economic, and real estate market trends, both residential and commercial. The Plan Update is a strategic initiative designed to ensure the long-term prosperity of the area. By focusing on sustainable development, economic vitality, and community engagement, the plan aims to create a robust framework that will continue to guide positive growth and development even after the Community Redevelopment Agency sunsets in five years. GOAL OF SELF SUFFICIENCY Central to the Plan’s objective is the establishment of a self-sustaining economic environment that can thrive independently of the Agency’s oversight. This involves the creation of a diverse economic base, support for local businesses, and the attraction of new investments. The Plan Update is intended to lay down a solid foundation for economic resilience, ensuring that the community can continue to flourish and adapt to future challenges and opportunities. It seeks to empower residents and stakeholders to take an active role in the ongoing development process, fostering a sense of ownership and commitment to the community’s future. The goal is to leave behind the legacy of a vibrant, connected, and prosperous Lauderdale Lakes that continues to flourish and succeed well into the future. INTRODUCTION Context map of City
LAUDERDALE LAKES CRA PLAN8BACKGROUNDADMINISTRATION & GOVERNANCE POWER & AUTHORITY OF THE COMMUNITY REDEVELOPMENT AGENCY Under Florida Statute (Chapter 163, Part III), local governments can establish Community Redevelopment Agencies to address conditions of “slum” and “blight” within an area. Community Redevelopment Agencies are dependent special districts that utilize Tax Increment Financing (TIF) to fund projects undertaken within the district. The increase in property values within the designated Community Redevelopment Area generates the TIF revenue. The CRA is governed by the CRA Board of Commissioners, who are the five elected City Commissioners. They act independently in their capacity and in support of the CRA. The management of the CRA is carried out by the CRA Administrator. Redevelopment Plans must be consistent with the local government’s Comprehensive Plan and outline all projects which may be employed to support redevelopment activities and initiatives. Each year, the CRA will prepare an Annual Budget to be adopted by the CRA Board of Commissioners and shall include all projects and initiatives anticipated to be undertaken for the fiscal year. The CRA aims to generate employment opportunities, enhance the tax base, elevate property values, promote small business growth, attract new enterprises, revitalize commercial areas, modernize infrastructure, preserve parks, and enhance the aesthetic appeal of the residential neighborhoods within the redevelopment area. The purpose of this Plan Update is to better align existing strategies and identify additional strategies with the evolving needs of the community. Additionally, demographic data has been updated, real estate and market trends for commercial and economic demands have been evaluated, and economic forecasts were completed. Central to the plan’s objectives is the growth of a self-sustaining economic environment that can thrive independently of the Agency’s oversight. This involves the growth of a diverse economic base, support for local businesses, and the attraction of new investments. Preparing for the sunset of the Lauderdale Lakes Community Redevelopment Agency, the plan update includes a comprehensive approach to community redevelopment that encompasses not just economic factors, but also social and environmental considerations. The goal is to leave behind the legacy of a vibrant, connected, and prosperous Lauderdale Lakes that continues to progress and succeed well into the future following the termination of the CRA. FLORIDA STATUTE CHAPTER 163; PART III The Lauderdale Lakes Community Redevelopment Agency will carry out the work of this Redevelopment Plan. The redevelopment process has been established and is consistent with Chapter 163, Part III., Community Redevelopment of the Florida Statutes (FS). It is the intent of the CRA to continue operating in accordance with all requirements in FS Chapter 163, Part III. Among those most relevant to this Plan Update include: Powers; Counties and Municipalities; Community Redevelopment Agencies Florida Statute 163.370 provides broad power to CRAs to eliminate slum or blight within the redevelopment area. Among the powers provided to carry out the Plan, and further detailed in statute, include acquisition and disposition of property, demolition of buildings and improvements, construction of capital projects providing public benefit, building rehabilitation, community policing, borrow money, and apply for grants or other contributions. Redevelopment Trust Fund The Redevelopment Trust, FS 163.387 shall only be utilized to fund the administration, overhead, and undertakings of the CRA and its Plan. Each participating taxing authority shall appropriate tax increment to the redevelopment trust fund no later than January 1st each year. Any funds remaining in the trust fund at the end of the last day of the fiscal year must be: • Returned to each taxing authority • Used to reduce the amount of any indebtedness to which revenues are pledged • Deposited into an escrow account for the purpose of later reducing any indebtedness; or • Appropriated to a specific redevelopment project included within the Plan and accounted for in the annual budget Agencies with revenues or expenditures greater than $100,000 shall provide for a financial audit each year by an independent certified public accountant. At the termination of the CRA, any unencumbered funds in the redevelopment trust fund shall be returned proportionately to the taxing authorities that contributed to it.
LAUDERDALE LAKES CRA PLAN9BACKGROUNDADMINISTRATION & GOVERNANCE Reporting Requirements CRAs must comply with reporting requirements identified in FS 163.371 which includes publicly posting on its website mapping of the redevelopment area and total acreage, annual budgets, and an annual report. Annual reports are required to be publicly posted by March 31st each year, or within 45 days following the completion of the audit.. The annual report must include performance metrics completed from January 1 through December 31st of the reporting year. The report must include: • Total number of projects started, completed, and estimated cost for each • Total expenditures from the redevelopment trust fund • Original assessed real property values within the area • Total assessed real property values within the area as of January 1 of the reporting year • Total amount expended for affordable housing for low-income and middle-income residents • A summary indicating to what extent the CRA has achieved the goals established in the Plan Bonds as Legal Investments FS 163.390 allows for a municipality, county, or any community redevelopment agency vested with community redevelopment powers to issue bonds for the purposes of implementing the Plan. CRAs may also seek and accept assistance by State Agencies under FS 163.445 for technical and advisory assistance. This may include preparation of a workable program, relocation planning, special statistical and other studies and compilations, technical evaluation and information, training activities, professional services, surveys, reports, documents, and any other similar service functions, and may be provided without charge if sufficient funds and personnel are available. SERVICE AGREEMENT WITH THE CITY OF LAUDERDALE LAKES The CRA shall operate in conformance with the Services Agreement, Resolution No. 2012-72, dated June 19, 2012. This agreement provides for the City to perform functions and duties in accordance with the CRA By-laws and, to be reimbursed for these functions and duties by the CRA, including for: • Administrative services for the management and operation of day-to- day affairs of the CRA • Financial services including, but not limited to, management of CRA fiscal accounts, payroll, accounting, monthly and annual reporting, federal income and social security tax reporting, sales tax reporting, and other fiscal needs • Personnel services which may include staff recruitment, record retention, and others as may be needed • Legal, engineering, planning, purchasing, and construction project management services • Public officials’ liability insurance and other forms of insurances deemed necessary by the City • The CRA may request the city provide other special services, such as special policing innovations and corridor maintenance services COMPLIANCE This provision of the Lauderdale Lakes Community Redevelopment Plan will be satisfied on a case-by-case basis as each project is carried out through final documentation and approval by the Governing Board of the Lauderdale Lakes CRA. Administration of the CRA shall be in accordance with FS Chapter 163, Part III, applicable City of Lauderdale Lakes Code of Ordinance and Land Development Codes, and in compliance with the City of Lauderdale Lakes Service Agreement. It is the intent of the City of Lauderdale Lakes to continue to operate in accordance with the Florida Statute requirements and to comply with those requirements as established in Chapter 163, Part III., of the Florida Statutes as amended. OPERATIONAL TIMEFRAME EXTENSION Established in 2000, the Lauderdale Lakes CRA operates under the mandate of FS 363 Part III, which stipulates a maximum operational period of 60 years for such entities. This legislative framework ensures that CRAs are periodically reviewed and renewed to meet evolving community needs and development goals. As the current term is set to expire in 2030, it is prudent for the Lauderdale Lakes CRA to evaluate the possibility of extending its operational timeframe. This consideration is not only a matter of regulatory compliance but also an opportunity to reassess and realign the Agency’s strategic objectives with the long-term vision for community revitalization. In anticipation of the approaching term expiration, the Agency may initiate a formal process to request an extension. This process would involve collaboration with Broward County, a comprehensive review of past achievements, current initiatives, and future plans. The outcome of this review would inform the decision-making process, ensuring that the CRA continues to serve as a catalyst for sustainable urban development in Lauderdale Lakes.
LAUDERDALE LAKES CRA PLAN10BACKGROUNDPREVIOUS STUDIES AND PLANS Like many cities throughout the South Florida region, there is diminishing readily available land for development and growth. The City is undertaking strategic initiatives to meet community goals through various studies, plans, and initiatives. The studies and plans from the past serve as a foundation and guide for future planning efforts. Reviewing and considering previous efforts is a key step in our analysis process, to ensure harmony and consistency in the approach to meeting community goals. CRA COMMUNITY REDEVELOPMENT PLAN Since inception in 2000, the Community Redevelopment Agency has been a pivotal force in the City of Lauderdale Lakes. Working in close collaboration with the City, the Agency has been instrumental in involving the community to forge a shared vision for the future. This partnership has fostered a dynamic dialogue between the city officials, the Agency, and the residents. Together, they have embarked on a journey to revitalize the City, ensuring that the collective aspirations of the community are at the forefront of development plans. The result of this engagement is a synthesis of the opportunities, concerns, and vision the community has in its future robust blueprint for progress that reflects the hopes and dreams of the people it serves. The City of Lauderdale Lakes and the Community Redevelopment Agency continue to work hand in hand, committed to implementing these plans towards a prosperous future. Updates derived from comprehensive public outreach efforts were conducted in 2003, 2009, 2013, and 2014 and have widely focused on the revitalization of the City’s economic activity center. These Plan updates have led to numerous building renovations and new developments. Many capital improvement projects focused on improving connectivity, pedestrian activity, and safety, have been successfully implemented and have attracted investments, national retailers, and revitalized commercial activity. The most recent Lauderdale Lakes CRA 2014 Master Plan Update identifies areas of investment, design principles, and proposed implementation strategies within the following categories to further the community’s vision: • Streets and Corridors • Gateways • Community Amenities • Redevelopment Opportunities • Industrial Park • Residential Preservation and Enhancement • CRA Commerce Park CC ITYITY OO FF LL AAUDERDUDERDALEALE LL AKESAKES UU.S.S.. 441 C441 C ORRIDORORRIDOR AA NDND CRA CCRA C HARRETTEHARRETTE T R E A S U R E C O A S T R E G I O N A L P L A N N I N G C O U N C I L I N D I A N R I V E R • S T . L U C I E • M A R T I N • P A L M B E A C H City of Lauderdale Lakes Community Redevelopment Plan Adopted: November 2009 Amended: September 2013 1 2014 Plan Update Community Redevelopment Plan City of Lauderdale Lakes Submitted to City of Lauderdale Lakes Community Redevelopment Agency by IBI Group, Inc. with Dickey Consulting Services, Inc. Adopted November 2009
LAUDERDALE LAKES CRA PLAN11BACKGROUNDCOMPREHENSIVE PLAN In conjunction with the CRA Master Plan, the City’s Comprehensive Plan outlines a strategic framework aimed at revitalizing the community and enhancing its quality of life, focusing on revitalization, economic growth, and sustainable development. The Comprehensive Plan serves as a vital blueprint for guiding public and private investments, ensuring sustainable growth and a thriving community. Prioritizing central areas of the City, consistent with CRA boundaries, key Comprehensive Plan components include: • Revitalization Initiatives: The Plan focuses on transforming the City’s core through building renovations, infill development, commercial and residential development, and infrastructure improvements, particularly along major corridors like State Road 7. • Community Engagement: Continuous outreach efforts have validated community aspirations, identified unfulfilled projects, and introduced new ideas for future development. • Connectivity and Accessibility: The plan includes constructing new roads and implementing traffic calming measures to enhance connectivity and promote pedestrian activity. • Economic Development: By fostering investment and attracting national retailers, the Plan aims to stimulate commercial activity and create a vibrant economic environment. Projects and initiatives included in this Plan Update are consistent with the Comprehensive Plan, and the adopted Future Land Use Map, shown to the right. The Local Activity Center and Town Center policies are a part of the Comprehensive Plan that build the framework for the Plan Update. PREVIOUS STUDIES AND PLANS Lauderdale Lakes Comprehensive Plan: Future Land Use Map
LAUDERDALE LAKES CRA PLAN12BACKGROUNDLOCAL ACTIVITY CENTER (LAC) The Local Activity Center was adopted in 2010 as a distinct land use category, to be supplemented by the zoning overlay district, the Town Center category. The relevant Local Activity Center and Town Center policies are highlighted below and are addressed as a part of this Plan Update. These designations set out criteria for each parcel under the “Local Activity Center” (LAC) designation in the Comprehensive Plan Future Land Use Element as follows: Policy 1.1.11 1. Shall support a balanced mix of land use characterized by compactness, pedestrian friendly design, neighborhood-scale and framed by architecture and landscape design appropriate to local history and ecology 2. Shall have a development pattern that generally reflects planning and design principles such as walkable neighborhoods oriented around the five-minute walk, primary orientation toward public transit systems, a centrally located community serving land use or land uses, and greater integration of housing, employment, shopping and recreation at the neighborhood level 3. Shall not cause the Local Activity Center to exceed the maximum permitted density and intensity values shown below: a. 1,500 Residential high-rise dwelling units b. 500 garden apartments c. 1,000 townhomes d. Commercial – 500,000 square feet e. Hotel – 300 rooms f. Community Facilities – 5 acres (minimum) g. Recreation and Open Space – 5 acres (minimum); ill defined areas such as buffers and berms, for purposes of this criteria, shall not be considered park land or open space. 4. Shall encourage rehabilitation or reuse of historic buildings on site, whenever feasible Policy 1.1.12 The Intensities of all land uses shall be further restricted by enforcing Lauderdale Lakes’ zoning map and the specific requirements of each zoning district, the City’s code of ordinances and the City and County platting and subdivision regulations. Policy 1.1.13 Vertical mixing of land uses along main thoroughfares shall be encouraged. In the Comprehensive Plan Transportation Element, policies applicable to the Local Activity Center are as follows: Policy 1.2.9 The City shall construct well-designed transit shelters in the Local Activity Center to encourage transit usage. In the Comprehensive Plan Conservation Element, policies applicable to the Local Activity Center are as follows: Policy 1.1.7 The City shall promote federal commuter tax incentives that are available to local employers who provide public transit assistance to employees through services such as Van pools, Ride share, free Bus Passes or free Tri- rail Passes. Federal law allows employers to deduct the cost of providing transit assistance as a business expense. The City should focus its marketing of these incentives in the City’s Local Activity Center (LAC) area. The Town Center zoning district and action strategies were adopted to further support the Goals of the Local Activity Center. The Town Center Action Strategies include: • Concentrate a mix integrated land uses within walking distance of transit • Provide high density and intensity uses including residential, office, retail and civic uses that are transit supportive. • Concentrate highest densities closer to transit; transition to lower densities towards existing single-family neighborhoods. • Implement architectural design guidelines • Prioritize walkability and balanced mobility; provide bicycle facilities. • Shield off-street parking and minimize large surface parking lots; encourage shared parking facilities; reduce parking requirements in town center area • Establish public open spaces that act as development catalysts and serve as focal points • Design open spaces to be centers of activity that include items such as benches, fountains, and public art, and orient surrounding buildings onto the open spaces. • Provide physical and visual connectivity to adjacent neighborhoods. • Incorporate sustainable site design and innovative runoff treatment strategies In the Comprehensive Plan Economic Development Element, policies applicable to the Town Center zoning district are as follows: Policy 1.3.1 The City should continue to market the Town Center and promote a mix of business and residential uses, and encourage residents to frequent the area, making it a livable, workable and enjoyable environment. The Town Center zoning district policies are found in the Land Development Regulations, Section 705. The Lauderdale Lakes CRA Redevelopment Plan Update is set to be a comprehensive revision that builds upon the foundation established by previous CRA Redevelopment Plans. It integrates insights and objectives from the City’s Comprehensive Plan, ensuring alignment with long-term goals and policy directions. This holistic approach also incorporates the City’s Strategic Plan, reflecting the community’s vision and strategic priorities. The modification process further supports the existing Regulatory Framework, including the
LAUDERDALE LAKES CRA PLAN13BACKGROUNDSTRATEGIC PLAN The City of Lauderdale Lakes current Strategic Plan is designed to meet the needs of residents and business owners while fostering economic growth. Guided by the Mayor and Commission’s priorities, the Community Redevelopment Plan aligns with the City’s overall goals. The Plan’s functional areas, developed to guide the City’s strategic planning process, include: • Infrastructure: Significant funding is allocated for infrastructure projects, including a new community center, drainage improvements, and ongoing facility maintenance. • Public Safety: Goals include innovative policing techniques, increased sheriff presence, and investment in surveillance equipment. • Growth Management: The City aims to enhance its commercial corridors and engage in public-private partnerships to support growth and financial literacy among residents and business owners. • Culture and Recreation: Initiatives aimed at enhancing culture and recreation include, increased outreach and advertisement of programs and events to foster community involvement; expanded community shuttle services, enhancing access to recreational facilities and events for residents; organizing events that promote community identity, vibrancy, and connection among residents; continued investment in local parks, including upgrades to Otis Gray Park, Willie Webb Park, and Cypress Preserve Park; encouraging residents to engage with the City through volunteer opportunities to strengthen community ties; and promoting the use of environmentally friendly practices and raising awareness about sustainability efforts among residents. • Management Services: outlines several key initiatives under Management Services aimed at improving city operations and enhancing public engagement, including enhanced communication strategies, technological enhancements for better accessibility, employee development, financial management, and encouraging community involvement. For each functional area, a perspective, measurable goals, annual initiatives, and performance measures have been implemented to ensure the success of the transformational service delivery and to evaluate its effectiveness. PREVIOUS STUDIES AND PLANS Lauderdale Lakes Gateway Sign Vision: “The City of Lauderdale Lakes is a Vibrant, Connected, Diverse and Safe Community.” Mission: “City of Lauderdale Lakes provides Innovative and Excellent Municipal Services in an Effective and Efficient Manner.” Values: Integrity, Respect, Trust, Transparency
LAUDERDALE LAKES CRA PLAN14BACKGROUNDEXISTING CONDITIONS This section encompasses a detailed examination of existing conditions and key components of the CRA, including demographics, current and future zoning regulations, tax base and property ownership, vacant parcel data, and the transportation network. This data provides an understanding of the current state and future needs of the community, which will be essential for guiding effective urban development and policy planning. DEMOGRAPHICS Lauderdale Lakes, a culturally diverse city in Broward County, is home to approximately 36,000 residents. Nearly fifty percent (50%), are foreign- born, with approximately 95% of these residents coming from the Caribbean. The origins are almost equally divided between Haiti and Jamaica. The City’s population trends slightly younger compared to Broward County, with a median age of 36.5 compared to the county’s average age of 41. To that end, over 50 % of household units are one or two person households. Racially, the City is predominantly Black or African American, accounting for over eighty percent (80%) of the population. Those identifying as Hispanic, Latino, White, or Asian make up less than twenty percent (20%). The median household income in the City is around $41,700. The per capita income in the City is at $19,747, compared to the County’s at $36,451. Owner-occupied housing in the City is approximately 49%, and significantly lower than Broward County’s owner-occupied housing of approximately 63%. Additional demographic information is located in Section E of the Appendix.COMMUNITY SUMMARY Lauderdale Lakes CRA Area: 0.88 square miles 6,315 Population Total 3.50% Population Growth 2.61 Average HH Size 43.9 Diversity Index 42.3 Median Age $35,704 Median HH Income $328,889 Median Home Value $19,327 Median Net Worth 20.5% Age <18 59.1% Age 18-64 20.4% Age 65+ 30.3% Services 23.5% Blue Collar 46.2% White Collar Mortgage as Percent of Salary <10 10-14 15-19 20-24 25-29 30-34 35-39 40-49 50+ 0% 5% 10% 15% 20% Home Value 0% 10% 20% 30% Household Income 0% 10% 20% 30% Age Profile: 5 Year Increments 7.0 5.5 4.0 2.5 1.0 0.5 2.0 3.5 5.0 6.5 Dots show comparison to Broward County Home Ownership 49.2% 50.8% Own Rent Housing: Year Built <1939 1940-49 1950-59 1960-69 1970-79 1980-89 1990-99 2000-09 2010-19 ≥ 2020 Educational Attainment < 9th Grade No Diploma HS Diploma GED Some College Assoc Degree Bach Degree Grad Degree Commute Time: Minutes < 5 5-9 10-14 15-19 20-24 25-29 30-34 35-39 40-44 45-59 60-89 90+ Source: This infographic contains data provided by Esri (2024), ACS (2018-2022). © 2024 Esri Source: This infographic contains data provided by Esri (2024), ACS (2018-2022). The 2020 Census data includes information on population and housing as well as detailed data on age, sex, race, Hispanic origin, household and family type, relationship to householder, group quarters population, housing occupancy, and tenure. DEMOGRAPHIC OVERVIEW WITHIN THE CRA
LAUDERDALE LAKES CRA PLAN15BACKGROUNDEXISTING CONDITIONS ZONING The City is predominantly comprised of single-family residential zoning districts, followed by multi-family medium and medium- high zoning districts. Within the CRA, the zoning districts largely reflect the commercial characteristics commonly found along primary roadways, specifically Oakland Park Boulevard and State Road 7. These zoning districts vary from community and general business to the Town Center District, which requires a Traditional Neighborhood Development (TND). The latter, being the largest non-residential zoning district, is situated at the intersection of Oakland Park Boulevard and State Road 7 to capitalize on the high traffic demand on these roads. This area also encompasses some of the largest non-residential parcels in the City. As a community that is largely developed, most of the Future Land Use Categories align with the current zoning, particularly within the CRA. TAX BASE AND OWNERSHIP Lauderdale Lakes has experienced robust growth in property values over the last several years, strengthening ad valorem tax revenues. In the past decade taxable values have increased approximately 43%. While the majority of land use in the City are allocated to residential, the City has a strong commercial base, primarily anchored along State Road 7 and Oakland Park Boulevard, and within the CRA. Based on the most recent data from the Broward County Property Appraiser, approximately 37.9% of the CRA land area are commercial uses, generating roughly $368,726,530 in taxable value for the City. Residential uses represent approximately 28.3% of the CRA land area and generate roughly $393,108,590 in taxable value. VACANT PARCEL DATA FOR CRA Generally built-out, there are only four properties identifiable as vacant and of a size that is suitable for future redevelopment. Three of the parcels are in the northern portion of the CRA, east and west of State Road 7, and are privately held. The fourth is a CRA owned property near City Hall. Vacant parcels include: Location Acreage Land Value Zoning NW 44th Street 2.8 $1,706,980 B-2 Community Business District 3900 NW 37th Street 2.7 $1,781,390 B-2 Community Business District 4090 N State Road 7 1.1 $690,470 B-2 Community Business District NW 36th Street 2.6 $224,070 TC Town Center District Zoning map
LAUDERDALE LAKES CRA PLAN16BACKGROUNDEXISTING CONDITIONS EXISTING INFRASTRUCTURE Utilities within the CRA include potable water, reclaimed water, and two types of sanitary sewer infrastructure (gravity and pressurized). Gravity sanitary sewers are more conventional, while pressurized sanitary sewers break down large solids in the pumping station prior to being transported to the collection system. These utilities are provided and maintained by Broward County. At present, reclaimed water is more limited within the CRA and generally follows US 441, connecting to the Broward County water treatment plant at NW 36th Street. This likely assists in the irrigation of parks, landscaping, and single-family residence landscaping. The sanitary sewer infrastructure follows major roads within the CRA (US 441, NW 41st St, NW 36th St, NW 34th St, and portions of Oakland Park Boulevard) and also connects to the County water treatment plant. The comprehensive examination of existing conditions and key components of the City of Lauderdale Lakes— including demographics, zoning regulations, tax base, property ownership, vacant parcels, transportation network, and infrastructure—offers valuable insights into both current realities and future needs. This thorough analysis is crucial for informed decision-making and will serve as a foundational guide for effective urban development and strategic policy planning, ensuring that the City’s growth is well-managed and responsive to the needs of its community. Stormwater management is a critical component of maintaining the CRA’s infrastructure and environmental health. The existing stormwater infrastructure includes efficient collection, routing, and pumping systems designed to protect against flooding and enhance the aesthetic appeal of the City’s waterways by keeping them clear of debris and aquatic vegetation. For future sustainable and resilient growth, it is necessary to continue upgrading the stormwater infrastructure to handle increased runoff due to urbanization and climate change. This includes the installation of advanced drainage pipes and structures, exfiltration trenches, water quality structures, and check valves to fortify neighborhoods against flooding. Additionally, integrating green infrastructure, such as permeable pavements and rain gardens, can enhance the system’s sustainability and resilience. Pedestrian infrastructure need for improvements Stormwater drainage need for improvements
LAUDERDALE LAKES CRA PLAN17BACKGROUNDTRANSPORTATION NETWORK Centrally located within Broward County and divided into quadrants by Oakland Park Boulevard and State Road 7, the City experiences significant traffic volume daily. Both thoroughfares serve as major arteries for the City and County and are owned and maintained by the Florida Department of Transportation. Repeatedly widened over the years, the intersection of Oakland Park Boulevard and State Road 7 includes nine travel lanes in each direction, with two dedicated left turn lanes and one dedicated right turn lane. While sidewalks are present adjacent to the outer travel lanes, the size and speed of the roadways deter pedestrians and bicyclists. Like many major corridors, these roadways are generally lined by large commercial uses. There is limited connectivity between the four primary shopping centers at the Oakland Park Boulevard and State Road 7 intersection and adjacent residential areas. Improving this connectivity would create options for residents to access these services without traveling along either roadway, further congesting the intersection. Residential neighborhoods within the City have a moderate amount of connectivity between them. Additionally, nearly every street in the City includes sidewalks on both sides. There is a distinctive opportunity for the Town Center to fully develop as a vibrant hub of business and entertainment activities for the community, attract visitors from adjacent communities and pass through traffic. In support of this, and the connectivity between the four quadrants, the flow and speed of traffic along these routes require traffic calming, landscaping, and right-of-way improvements. Examples include signaled pedestrian crosswalks, bike lanes, sharrow pavement markings, shade trees, landscaped bump outs, median islands/barriers, sidewalk extensions, parallel parking, and flare-style curb cuts with continuous and level sidewalks. EXISTING CONDITIONS Map of transportation network Town Center
LAUDERDALE LAKES CRA PLAN18BACKGROUNDRECENT ACCOMPLISHMENTS Bus Shelter Project NW 31st Avenue Roadway Improvement Project Cassia Estates Somerset Drive Roundabout Gateway Sign Trailhead ParkResidential Preservation & Enhancement 2021 2023 20242022 For more information about the CRA’s project plan, visit the website at https://www. lauderdalelakes.org/348/CRA- Financial-Reports
02 OPPORTUNITY
LAUDERDALE LAKES CRA PLAN20OPPORTUNITYPUBLIC ENGAGEMENT REDEVELOPMENT AND COMMUNITY-LED PLANNING PROCESS Comprehensive public engagement is essential in establishing transparent, inclusive, and authentic community priorities and implementable strategies. Clear public engagement improve decision- making by establishing the community’s needs, priorities, and vision, while also cultivating a sense of commitment and stake in the neighborhood plan, thus increasing the probability of successful implementation. The Plan update process was launched through a series of engagement activities, including attendance at a community event, a public workshop, a stakeholders survey, and a project website featuring an interactive mapping engagement tool. To promote widespread community awareness, the events were advertised and continuously updated through the City’s website and project website. These engagement initiatives were designed to foster trust and support by ensuring a transparent and inclusive planning process. The following report sections detail engagement activities that helped to formulate the plan. COMMUNITY FEEDBACK: Community Event The Lauderdale Lakes CRA Staff & Inspire project team participated in the City’s 16th Annual Black Excellence Parade and Festival on February 17th, 2024, at Vincent Torres Park. Residents of all ages engaged with the team and shared their ideas for the community’s future ahead of the first public workshop. Amidst the festivities, the Lauderdale Lakes CRA table were able to disperse information about the CRA plan update and collect preliminary feedback regarding local needs, such as “great multi- functional living spaces,” “safe parks with walking paths,” and “better infrastructure.” Public Workshops The Inspire project team worked alongside the Lauderdale Lakes CRA to organize two evening workshops held on Friday, March 8th, 2024, and Thursday, May 9th, 2024, at the City Hall Complex. Community residents and business leaders were notified of both events through advertisements posted on the City’s website and the City’s SM. Approximately 140 people attended both events. The project team invited attendees to share their vision for an improved town center, thoughts on new development and priorities for the community, future development and mobility in breakout groups and through engagement boards. On the first engagement board, the project team asked participants to pick the top five features they would like to see in a redeveloped town center across four categories: public realm, buildings, uses and housing. The top results for each were: • Public realm: shade trees • Buildings: indoor/outdoor spaces • Uses: community center • Housing: single-family homes The second board followed a similar format and attempted to assess what residents and business owners citizens most wanted their CRA to address across community, development, and mobility and connectivity themes. The top results for each were: • Community: Encourage community building by programming and animating public spaces. • Development: Encourage a variety of uses (commercial, office, hotel) to promote a vibrant environment that is active during the day and evening. • Mobility and Connectivity: Define the public realm with features such as landscaping, street furniture, public art, pedestrian scale lighting and signage. Participants desire recreational amenities for all ages and socioeconomic profiles. On the “Share Your Thoughts” board, residents supported permanent facilities, such as housing, parks and playgrounds, and social and entertainment events. There are also concerns about the overall safety, sanitation, and attractiveness of the community. Mixed-use development with more cultural institutions and recreational facilities also proved popular during the group mapping activity, with residents requesting museums, restaurants, and an indoor recreation complex, amongst others.
LAUDERDALE LAKES CRA PLAN21OPPORTUNITYVirtual Commercial Property Owners’ Meeting As part of Inspire’s effort to facilitate economic development, the project team invited property owners within the CRA to a virtual roundtable on May 2nd. Guided by open-ended survey questions tailored to the needs of the business community, attendees provided firsthand insight into local prospects for local development. The feedback received was consistent with the community members’ vision for Lauderdale Lakes. The business owners believe that the proximity to key transportation systems, Interstate 95, Florida Turnpike, and Port Everglades, make it a desirable destination for businesses to attract people into the area. Business owners commented that they envision Lauderdale Lakes as having potential for more multi-family housing, restaurants and entertainment areas. Project Website From December 2023 to June 2024, the Inspire project team created a dedicated engagement website to inform residents of the project, goals and timeline for completion, and expand participation opportunities to those who may not have been able to attend the in-person events. The website includes a project progress timeline, outlining project phases and providing dates and location for community engagement events, as well as a survey and interactive map feature that enables residents to share what improvements are needed and what they would like to see more of in their community. Interactive Map The Interactive Map received three comments between December 2023 and May 2024 in which site visitors made suggestions for specific locations within the Agency’s boundaries. The project team invited residents to provide their input on six areas of improvement, including infrastructure (i.e., sidewalks, streets, drainage improvements, roundabouts), commercial (new businesses, existing business development, workforce), housing (new construction, residential property improvement), transportation (pedestrian, vehicular, bicycle, community bus services), redevelopment (downtown/mid-town, mixed use development, commercial property improvement) and park amenities (expanded recreational opportunities, community center). Ultimately, the project team received feedback on the infrastructure, commercial and housing categories. Respondents commented that they would like to see more housing, more development and better lighting around the Lauderdale Lakes Marketplace and adjacent plazas (potentially including a grocery store), and an updated sign and a new business on vacant lot in Oriole Estates. SUMMARY Central to the community’s concerns were the need for improvements to the town center, such as including a variety of housing options, a horizontal mix of uses, and enhancements to the public realm. The priorities highlighted were the addition of humanscale features such as shade trees, street furniture, public art, lighting, and signage. Residents also expressed concerns about safety, cleanliness, and the overall attractiveness of the community. During group mapping activities, there was strong support for mixed-use development featuring cultural institutions and recreational facilities. Residents specifically requested amenities such as museums, restaurants, and an indoor recreation complex to boost entertainment and the City’s appeal. PUBLIC ENGAGEMENT “Varied housing options” “Street lighting“ “Museums” “Mixed-use” “Shade trees and benches” “Indoor recreation” “New Restaurants” “Public art” “Community gateways”
LAUDERDALE LAKES CRA PLAN22OPPORTUNITYMARKET AND ECONOMIC DEVELOPMENT ANALYSIS ECONOMIC DEVELOPMENT, MARKET, AND REAL ESTATE ANALYSIS The economic and market supply/demand analysis both at regional, Trade Area, and City level indicates significant opportunity to plan for larger-scale redevelopment in the CRA. However, there are also notable challenges, and among which includes the fact that the CRA (and/or other public entity) has very limited control with regard to property ownership and it is incumbent upon the private sector to make the investment – and, in turn, take the correlating risk – and to capture the demand for residential and commercial development that is occurring throughout the surrounding market area. It is in this light that the City/CRA understands the need to create and implement a modified CRA planning initiatives aimed at encouraging and supporting the private sector to participate in this effort. Key Takeaways from Broader Economic and Market Factors A summary of headline takeaways from the economic market assessment for the CRA include: • Broward County continually approaches build-out in regard to large swaths of buildable land to accommodate development of critical mass. With this continued diminution, infill development will be needed to accommodate future growth. While the City of Lauderdale Lakes and its CRA will certainly be competing with numerous communities to attract redevelopment, the City/CRA is practically at the epicenter of the County from a geographic perspective. • Considering this, there is no reason not to believe that, in time, the City and its CRA can position itself to effectively capture demand from the on-going growth that envelopes this community. Perhaps this is in part what the County/MPO foresees as the City’s population is forecast to outpace the County and Trade Area during the next several years. • The City and Trade Area’s cultural diversity and broad mix of household types (in terms of age and ethnicity) portends well for redevelopment as young households/families continue to grow and enhance expenditure potential, while its elderly population creates demand for quality senior housing and services. • Though the focus of redevelopment planning in the CRA is longer- term in nature, it is noteworthy to recognize the City’s Caribbean culture and further leverage it to provide additional unique offerings that will help gain a competitive advantage in strengthening the availability of commercial goods and services. These are the near- term opportunities that the City and CRA can focus on together with property owners to provide some of these needs. • Based upon discussions with industry representatives such as brokers, developers and/or property managers, there is far more focus on the challenges associated with redevelopment in town center area as opposed to opportunities. The CRA’s planning modification should be a very useful tool in improving and broadening investment over time. As noted above, and as it relates to demand for residential, office and retail opportunities guiding the CRA planning modification process, the focus of redevelopment planning is defined within a relatively foreseeable timeframe; or, within a 10-year period. Accordingly, the objective at this stage is to define estimates of market-driven demand by use at the City level; noting, however, that the CRA is in a very strong position to capture the lion’s share of this demand given the fact that it encompasses a vast majority of the major corridor and among which have several larger under-utilized properties that may be well positioned for mixed- use development of critical mass. Furthermore, an understanding of redevelopment potential within the CRA will help to identify needed capital improvements (roadway, utility, sustainability) that may be necessary to support redevelopment. ECONOMIC AND DEMOGRAPHIC REGIONAL (MSA) AND LOCAL SETTING Lauderdale Lakes is situated within the Miami-Fort Lauderdale-West Palm Beach Metropolitan Statistical Area (MSA), which includes Miami- Dade, Broward, and Palm Beach. This MSA represents a population of approximately 6.14 million residents, making it the largest MSA in Florida. In 2022, the median household income in the Miami-Fort Lauderdale- West Palm Beach metropolitan area reached $69,085, reflecting a 10% increase from the previous year. The region is characterized by a diverse demographic composition and is at the center of economic and cultural centers of Miami and Fort Lauderdale. The five largest ethnic groups are: White (Non-Hispanic) at 28.8%, White (Hispanic) at 21.9%, Black or African American (Non-Hispanic) at 19.7%, Two or More Races (Hispanic) at 18.1%, and Other (Hispanic) at 4.94%. EMPLOYMENT TRENDS AND PROJECTIONS For the City, Health Care and Social Assistance and Retail Trade dominate employment and these are traditionally more moderate wage sectors. However, it is also observed that there is a relatively notable presence within
LAUDERDALE LAKES CRA PLAN23OPPORTUNITYTRANSPORTATION AND TRAFFIC ANALYSIS The Transportation and Traffic Analysis portion of the Lauderdale Lakes CRA Plan Update study was conducted by Traf Tech Engineering, Inc. The analysis provides a comprehensive inventory of transportation systems, detailing future cost-feasible improvements and existing traffic data. The analysis also presents a traffic circulation plan and assesses potential impacts on traffic and parking for the redevelopment sites. EXISTING TRAFFIC DATA According to traffic volume-capacity data from Broward County and FDOT, State Road 7 has surplus roadway capacity from north of Oakland Park Boulevard to south Commercial Boulevard that allows future redevelopment. Improved local road connectivity could help better manage traffic impacts. NW 31st Avenue also has substantial surplus capacity. However, despite the current surplus on West Oakland Park Boulevard, past data suggests future capacity issues. This emphasizes the need for enhanced local roadway connectivity and extensions to support traffic flow and development. TRAFFIC CIRCULATION PLAN Major redevelopment projects in the Town Center area will require effective access and traffic circulation. Among the areas with strongest redevelopment potential are Reef Plaza in the northeast quadrant of Oakland Park Boulevard and State Road 7, the Lauderdale Marketplace in the southeast quadrant, and the Lakes Mall in the northwest quadrant. It is important to note that any major redevelopment will require coordination and long-term planning with the Florida Department of Transportation. This may require additional turn lanes, signalized intersections, or relocation of signalized intersections. Based on the current conditions, as much effort as possible should be focused on internal circulation and that to adjacent neighborhood. TRAFFIC IMPACTS ON SCENARIOS The following outlines a few conceptual redevelopment scenarios based on existing square footages. These scenarios could include alteration to existing structures, infill within the existing parking lots, redevelopment of portions of existing buildings, or any combination thereof. Reef Plaza Site Two potential redevelopment scenarios were evaluated for the Reef Plaza site. These are: • In addition to the existing 105,365 square feet of commercial use add a) 150 mid-rise residential units + 15,000 square feet of restaurant use + 35,000 square feet of retail use, or b) 200 mid-rise residential units + 15,000 square feet of restaurant use + 75,000 square feet of retail use. Both scenarios (a and b) result in approximately 20 new PM peak hour trips, which is minimal. The transportation system will be able to accommodate the 20 additional peak hour trips. Even though scenario b includes more residential units than scenario a, more internal trips occur with additional residential units and therefore, no new external trips are generated by the more intense scenario b. Lauderdale Marketplace Two potential redevelopment scenarios were evaluated for the Marketplace site. These are: In addition to the existing 288,689 square feet of commercial use add a) 300 mid-rise residential units + 120,000 square feet of office use + 145,000 square feet of commercial use (including restaurants), or b) 350 mid-rise residential units + 120,000 square feet of office use + 175,000 square feet of commercial use (including restaurants). Both scenarios (a and b) result in approximately 112 new PM peak hour trips, which is minimal. The transportation system will be able to accommodate the 112 additional peak hour trips. Even though scenario b includes more residential units than scenario a, additional internal trips occur with more residential units and therefore, no new external trips are generated by the more intense scenario b. Lakes Mall Two potential redevelopment scenarios were evaluated for the Lakes Mall site. These are: • In addition to the existing 276,630 square feet of commercial use add a) 200 mid-rise residential units + 80,000 square feet of office use, or b) 350 mid-rise residential units + 120,000 square feet of office use. Scenario a) results in approximately 80 new PM peak hour trips. However, the additional trips can be accommodated with the existing surplus capacity on SR 7 and on Oakland Park Boulevard. Scenario b) results in an increase in PM peak hour trips by approximately 114 trips. However, the transportation system will be able to accommodate these additional trips. In conclusion, the transportation and traffic analysis above provide an inventory of the transportation system, traffic circulation, and potential traffic and parking impacts.
LAUDERDALE LAKES CRA PLAN24OPPORTUNITYSTRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT) SWOT DIAGRAM As a well-developed community, many of the opportunities and challenges within Lauderdale Lakes are centered around it’s commercial corridors and large shopping centers. The following tables identify the most apparent strengths, weaknesses, opportunities and threats, followed by a summary of potential market demand to support private redevelopment. S O W T STRENGTHS • Established businesses along Oakland Park Boulevard and State Road 7 that cater to the local population • Central location within Broward County and ability to attract residents from adjacent communities and pass-by traffic • Well developed sidewalk network within the residential neighborhoods and connectivity to primary roadways • Development of the St. Croix Apartments, a mixed-use redevelopment project on NW 34th Street and State Road 7 • Reinvestment in the building facades at Lakes Mall • Large commercial property owners with interest in reinvestment WEAKNESSES • Aging commercial shopping centers with underutilized parking lots • Limited pedestrian features beyond sidewalks (shade trees, lighting, furnishings, etc.) • Traditional thoroughfare design prioritizes the automobile and fragments land uses and connectivity • Oakland Park Boulevard and State Road 7 are deterrents for safe pedestrian and bicycle use • Limited amount of public realm investment in features such as landscape, furnishings, public art, signage, and wayfinding • Lack of traffic calming features OPPORTUNITIES • Infill redevelopment of aging commercial shopping centers and underutilized parking areas can create greater commercial activity, integrate a range of housing affordability and types, and elevate property values • The large Caribbean population presents local development and entrepreneurship opportunities for restaurants and retail that better reflect the character and culture of the City’s residents and attract others to it • Reinvestment in the Vincent Torres Memorial Park, integration of public and recreational space in redevelopment projects, and creation of a more vibrant public realm can help generate more activity and spending within the area • Current right-of-way width, anticipated investment by the City, CRA, and potential redevelopment of large commercial parcel provides an opportunity for improved pedestrian and bicycle use, including improved crosswalks, lighting, shade, furnishings, and other features THREATS • Continued aging of commercial shopping centers without reinvestment can lead to higher vacancy rates create lower foot traffic, consumer spending, and property values • Potential future widening Oakland Park Boulevard or State Road 7 • Continued increase in housing costs • Redevelopment activities in adjacent communities that may draw investment potential
LAUDERDALE LAKES CRA PLAN25OPPORTUNITYSTRENGTHS, WEAKNESSES, OPPORTUNITIES, AND THREATS (SWOT) REDEVELOPMENT MARKET OPPORTUNITIES RESIDENTIAL RETAIL OFFICE HIGHLIGHTS • 125 townhome units were built in the City in the last 10 years. The average pricing of each unit is currently $370,000. • 315 multi-family rental units were supplied in the City in the last 10 years. • Multi-family vacancy rates were less than 2 percent in the City following the pandemic. • The potential to attract existing workers who currently commute but prefer to live closer to their jobs could boost the annual demand for new multifamily housing by approximately 200 units citywide. PROJECTIONS • The estimated demand is approximately 500 to 700 market rate multifamily rental units in the City within the next 10-years. HIGHLIGHTS • The City has 1.5 million square feet of retail space currently. • The City added a total of 32,000 square feet of retail space in the past 10 year. • The City’s retail lease rates fluctuated between $15 and $18 per square foot (NNN) from 2014 to 2021, before a spike to nearly $25 per square foot between 2021 and 2022. • The City’s current lease rates moderated to the low-$20 per square foot range currently which is 25 percent lower than the County and a level that challenges support for new construction. PROJECTIONS • Based upon projected resident, worker and visitor growth, there is forecast to be upwards of 150,000 square feet of retail space in the City during the next 10 years. HIGHLIGHTS • The City’s office vacancy reached as high as 33 percent in 2016, before steadily lowering to around 15 percent at this time. • In the last 10 years, there has been 150,000 gross square feet of leasing activity in the medical office sector. PROJECTIONS • Demand for 50,000 to 100,000 square feet of office space should be planned during the next 10 years.
03 VISION
LAUDERDALE LAKES CRA PLAN27VISIONThe Conceptual Land Use plan serves as a blueprint that illustrates a land use pattern to encourage a sustainable, mixed-use, and vibrant environment. Thoughtfully allocating land uses that are harmoniously integrated will optimize the use of limited available land and upholds the “Green Principles” of sustainability in Lauderdale Lakes. This also creates a balanced distribution of uses that meet the needs of current and future residents while building opportunities for increased economic activity. The Town Center should focus on high-density mixed-use zoning, which aligns with community, CRA, and Comprehensive Plan goals of providing a more affordable and diversified housing stock. Commercial uses within the CRA should be flexible to accommodate a range of businesses, from local startups to expanding businesses. This flexibility, as seen in the City’s land development regulations, can lead to a dynamic economic landscape, driving job creation and innovation. The introduction of urban design guidelines, as part of the Future Land Use Element, aims to enhance the physical appearance of the City, establishing a cohesive image and identity that bolster a sense of place and attract residents & visitors alike . Additionally, integration of the “Green Principles” into design regulations will ensure the City’s and community’s goals in being more resilient and environmentally-conscious are met. Beyond architectural design standards, development design standards such as streetscapes, density and setbacks, and parking solutions will further transform this into a resilient, thriving neighborhood. The Town Center has been a focal point for revitalization and economic growth in the CRA. The circulation plan within the Town Center and adjacent areas is designed to improve multi-modal connectivity and ultimately, to become a pedestrian-friendly zone. A key component to enhancing the circulation within the Town Center and beyond is the strategic improvements to the existing street networks to better accommodate pedestrians and bicyclists, to improve functionality for motorists, and to ensure a safe, accessible and enjoyable experience. Several of these improvements aim to reduce vehicular congestion and wait travel times through the congested State Road 7 / US 441 and Oakland Park Boulevard intersection. This includes the potential creation of secondary streets in two key locations to GUIDING PRINCIPLES: TOWN CENTER MOBILITY & CONNECTIVITY LAND USE The Lauderdale Lakes CRA’s guiding principles and program elements of urban development encompass Land Use, Mobility & Connectivity, Redevelopment Opportunities, Public Realm & Programming, and Gateways & Public Art. Land Use involves the strategic allocation of space for various functions, ensuring a balanced mix that supports the community’s needs and vision for the Town Center. Mobility & Connectivity focus on creating a seamless and efficient transportation network that promotes accessibility. Redevelopment Opportunities seek to revitalize underused areas, turning them into vibrant, functional spaces. Public Realm & Programming are about enhancing public spaces with activities and amenities that encourage community engagement and recreational opportunities. Lastly, Gateways and Public Art serve as visual anchors that enhance the City’s identity and foster a sense of place. Together, these elements work in harmony to create a cohesive and dynamic urban environment. provide more efficient access to adjacent neighborhoods and subsequently reduce the reliance on State Road 7 / 441 and Oakland Park Boulevard. As the Town Center continues to grow and evolve into a multi-modal community center, the City may want to consider integration of innovation mobility solutions such as e-scooters, e-bikes, or shuttles. Additionally, programmatic improvements may include an increase in transit route services, revised service times, strategic transit stop placements, and strategic marketing of public transportation services. Infrastructure improvements that ensure a safe, accessible, and enjoyable experience will also be necessary. Parking solutions are an important aspect of the Mobility and Connectivity plan. With the implementation of smart parking systems, design of the Town Center can focus on providing economy-boosting services rather than dedicated valuable land to an unproductive use such as parking. On-street parking and parking garages with smart technology, as well as providing walkability and transit options, are promising strategies in achieving smooth circulation and the overarching goals for the Town Center. Further, adopting parking reductions within mixed-use development aids in reducing development costs that can support integration of housing units within the overall development. Providing a strong pedestrian network is important because it not only promotes a healthier lifestyle, but also an increased foot traffic which has positive impacts
LAUDERDALE LAKES CRA PLAN28VISIONThe implementation of gateways and public art into the Lauderdale Lakes community is an initial project that can provide lasting benefits. Gateways communicate to passer-byers the character of the community and establish the area as a destination in and of itself, rather than just a place to pass through. As part of the CRA’s original “Citizen’s Master Plan,” gateways play a crucial role in the activation of the Town Center by creating a sense of arrival and a lasting first impression. Thoughtful design and placement of the gateways is crucial to communicating the area as a place with business, retail, and entertainment. Ultimately, gateways help to facilitate easy navigation and communication opportunities for entertainment, retail, and public spaces within the Town Center. Public art can serve to bolster the character of the community not only by visually celebrating the community, but by involving them as well. Several art programs exist with the intent to showcase local talent and embolden the sense of pride that is so crucial to building a strong, resilient, and connected community. Additionally, public art does not need to be static, but can bring a functional element that serves a purpose beyond aesthetics. Street furniture such as benches, bike racks, lighting fixtures, that are designed by artists contribute to both the function and form of the public realm. Art can also present a dynamic element that allows for interaction with digital art, water, light, and other innovation installations. Ultimately, art can be a powerful tool in engaging, celebrating, and serving the community that it is located in. The Lauderdale Lakes CRA presents a wealth of redevelopment opportunities, with approximately 551 acres of prime development land and over $600 million invested in new projects. These new developments not only transform character of the built environment but providing lasting impact on the quality of life for the community. Infill redevelopment within the CRA presents a significant opportunity for urban renewal and economic growth. Housing availability in the Lauderdale Lakes CRA is bolstered by infill redevelopment initiatives. When given the opportunity to redevelop, it should be done with careful consideration, taking into account demographics, community needs and preferences, and the desired outcome- all of which are rooted in public input. A key component to successful redevelopment is to move away from typical land development patterns of the past that have historically not benefited the community, and integrating innovative, yet contextually appropriate development methods. This approach not only optimizes land use but also brings a steady stream of activity to the town center. The CRA is collaborating with local stakeholders to ensure that the redevelopment projects align with the community’s needs and aspirations. This collaborative approach ensures that the Town Center’s evolution is both inclusive and representative of the community it serves. Enhancements to the public realm include plazas, pocket parks, and open green space, safe and inclusive streetscapes, tree canopy and street furniture, and public yet programmed spaces where people can gather. Programming in public spaces may include playgrounds for children, outdoor gym features for intergenerational and inclusive recreation, or community gardens, or sports facilities. Ensuring a safe and accessible environment through integration of Crime Prevention Through Environmental Design (CPTED) principles and meeting American Disabilities Act (ADA) design requirements, are key in successfully enhancing the public realm. A goal of the CRA is to build community through programming. The value of developing a comfortable third place for people to enjoy outside of work and home enhances quality of life and increases desirability. GUIDING PRINCIPLES AND PROGRAM ELEMENTS REDEVELOPMENT OPPORTUNITIES PUBLIC REALM & PROGRAMMING GATEWAYS AND PUBLIC ART
LAUDERDALE LAKES CRA PLAN29VISIONREDEVELOPMENT APPROACH VISION The Vision for the Lauderdale Lakes CRA is to become a cultural hub that is a lively Downtown destination for visitors and residents of all ages; that celebrates its identity and geographic center of Broward County; that grows local businesses to provide job opportunities for residents; and that encourages quality infill residential and non-residential development. GOALS: GOAL 1 Activate the Town Center and Enhance Public Areas (Town Center / Public Areas) GOAL 3 Increase Housing Availability (Housing) GOAL 2 Improve Connectivity and Micro-mobility (Connectivity / Micro-mobility)
LAUDERDALE LAKES CRA PLAN30VISIONREDEVELOPMENT APPROACH Objective: The Lauderdale Lakes Town Center is poised to become the vibrant heart of Broward County, transforming the intersection of State Road 7 and Oakland Park Boulevard into a bustling hub of civic, business, and entertainment activities. The objective of activating the Town Center is to revitalize this area, creating a beautiful and memorable space that encourages community engagement and economic growth. To achieve this, nine Action Strategies have been identified. 1. Traffic Calming and Pedestrianization: Implement measures to slow down traffic and create a more pedestrian-friendly environment that will make the Town Center more inviting, accessible, and safe. 2. Public Greens and Complete Streets: Establish public greens, social or recreational areas, and connected Complete Streets that will serve as the focal points for community gatherings and events. 3. Housing: Infill housing plays a pivotal role in the Town Center by utilizing underused or vacant lots to create additional living spaces, thereby maximizing land use and contributing to the density needed for a lively urban environment. 4. Mixed-Use Development: Encourage the development of mixed-use buildings with retail, office, and residential spaces that will enhance the area’s functionality and appeal. 5. Architectural Excellence: Ensure that all new buildings exhibit architectural inspiration will contribute to the Town Center’s distinct identity. Establish gateways to the City demonstrating this commitment. 6. Plazas and Smaller Greens: Integrate smaller greens, recreation areas, and plazas throughout the district that will provide special addresses and views, as well as spaces for public art and fountains. 7. Diverse Retail and Entertainment Options: Attract a variety of retail and family entertainment venues that cater to a wide range of interests and support local economies. 8. Effective Parking Solutions: Create on-street parking and hidden parking structures to support the increased visitor traffic without detracting from the area’s aesthetics. 9. Community Engagement: Involve the community in the planning process to ensure that the Town Center reflects the needs and desires of its residents. Specific initiatives to support these strategies include: the construction of architecturally inspiring mixed-use buildings, the creation of complete streets to connect public greens, and the incorporation of art and cultural elements to enrich the public spaces. The goal is to create a Town Center that not only acts as a hub for shopping and entertainment but also evolves into a space where people enjoy living, working, and playing. GOAL 1: ACTIVATE THE TOWN CENTER AND ENHANCE THE PUBLIC AREAS (TOWN CENTER / PUBLIC AREAS)
LAUDERDALE LAKES CRA PLAN31VISIONREDEVELOPMENT APPROACH Objective: Improving connectivity and micromobility within the Lauderdale Lakes Community Redevelopment Area is a strategic goal aimed at fostering a more interconnected and accessible urban environment. To support this objective, 11 Action Strategies are proposed. 1. Develop a Comprehensive Micromobility Network: Create a detailed plan for a network of bike lanes, pedestrian paths, and small electric vehicle routes that interlink key areas within the community. 2. Improve Comfort and Functionality: Enhance urban streets to improve comfort and functionality can be achieved by focusing on elements such as street furniture, shade, and lighting. Incorporate EV charging stations for public use to support increasing demand. 3. Implement Smart Traffic Management Systems: Utilize advanced traffic management technology to optimize flow and reduce congestion, thereby improving the efficiency of existing transportation infrastructure on the commercial corridors. 4. Expand Public Transit Options: Increase the frequency and routes of public transit to provide reliable and convenient alternatives to personal vehicle use. 5. Promote Transit-Oriented Development: Encourage development near transit hubs to increase accessibility and reduce the need for long-distance travel. 6. Enhance Digital Connectivity: Improve the digital infrastructure to support mobile applications and services that facilitate micromobility options. 7. Integrate Payment Systems: Develop a unified payment system for all modes of transport to simplify user experience and encourage the use of multiple forms of transportation. 8. Invest in Sustainable Infrastructure: Focus on eco-friendly materials and technologies in the construction of new transportation infrastructure. 9. Collaborate with Local Businesses: Partner with local businesses to enhance incentives for employees and customers to use micromobility options. The strategic goal to improve connectivity and micro-mobility encompasses several specific initiatives aimed at enhancing transportation within the community by offering efficient, sustainable, and easily accessible transportation options. GOAL 2: IMPROVE CONNECTIVITY AND MICRO-MOBILITY (CONNECTIVITY / MICRO-MOBILITY)
LAUDERDALE LAKES CRA PLAN32VISIONREDEVELOPMENT APPROACH Objective: Increase housing availability in the CRA through a multifaceted strategic approach by diversifying housing options, collaborating with developers to provide workforce and affordable housing and creating a balanced, inclusive community where residents from various income levels have access to quality housing. To support this objective, 9 Actions Strategies are proposed. 1. Expand Incentive Programs: Implement Incentive Programs for developers to build housing units, such as tax credits or density bonuses. 2. Streamline Approval Processes: Simplify the approval process for housing developments that include affordable units to encourage more developers to participate in these projects. 3. Promote Public-Private Partnerships: Foster partnerships between the CRA and private developers to finance and develop housing projects. 4. Utilize Vacant Land: Identify and repurpose vacant or underutilized land within the redevelopment area for new housing developments. 5. Renovate Existing Structures: Offer grants or loans for the renovation of existing buildings into housing units. 6. Enhance Infrastructure: Invest in infrastructure improvements that support new housing developments, such as roads, utilities, and public transportation. 7. Educate Potential Homeowners: Conduct homeownership education programs to prepare residents for buying and maintaining a home. Specific Incentive Program includes the Residential Preservation and Enhancement Program, aimed at revitalizing multi-family homes within the Northwest 31 Avenue Overlay District. This program, along with strategic partnerships and policy implementations, will collectively support the overarching goal of increasing housing availability in Lauderdale Lakes. GOAL 3: INCREASE HOUSING AVAILABILITY
LAUDERDALE LAKES CRA PLAN33VISIONREDEVELOPMENT APPROACHREDEVELOPMENT APPROACH 1 4 7 6 3 5 2 8 9 10 11 12 13 REDEVELOPMENT PROJECTS Based upon the project goals and lifespan remaining for the CRA, a series of projects have been developed in conjunction with the CRA to guide its remaining years and expenditure of tax increment. Additionally, a series of initiatives (following page) have been developed that can be implemented throughout the years to help further advance the CRA goals. Several of the early projects are budgeted for the upcoming years, whereas later projects may vary based on funding, active private investment, and coordination with the City’s capital projects. PROPOSED PROJECTS 1. Comprehensive Gateway and Wayfinding Signage Project 2. NW 31st Avenue Buffer Wall 3. Westgate South Streetscape Project 4. State Road 7 Decorative Lighting Improvements Project 5. NW 30th Terrace Roadway Improvement Project 6. State Road 7 / Oakland Park Boulevard Median Landscape Improvement Project 7. Vincent Torres Memorial Park Improvement Project 8. NW 34th Street Streetscape Enhancements from NW 36th Street to the Lakes Mall 9. Circulation and beautification enhancements at the Lakes Mall 10. NW 38th Avenue Streetscape Enhancements from Oakland Park Boulevard to NW 29th Street 11. NW 30th Place Streetscape Enhancements from NW 38th Avenue to NW 36th Lane 12. Intersection Improvements at NW 36th Terrace and Oakland Park Boulevard 13. Intersection Improvements at NW 34th Street and State Road 7 Proposed redevelopment projects
LAUDERDALE LAKES CRA PLAN34VISIONREDEVELOPMENT APPROACH REDEVELOPMENT INITIATIVES The Redevelopment Initiatives focus more on actions that may be necessary or will assist in implementation of the Lauderdale Lakes CRA Redevelopment Plan Update Goals. Several of these will require coordination and partnership with the City, private investors, developers, or the Florida Department of Transportation. The redevelopment approach is structured around three core areas within the Community Redevelopment Agency (CRA), guiding the prioritization of proposed projects and initiatives. These areas are the focal points where redevelopment initiatives will be concentrated, ensuring a targeted and effective strategy for urban renewal. The initiatives are designed to support actions that are essential or will facilitate the execution of the Lauderdale Lakes CRA Redevelopment Plan Update Goals. Many of these initiatives will necessitate collaboration and partnerships with the City, private investors, developers, and the Florida Department of Transportation to achieve the desired outcomes INITIATIVES I-1 Implement innovative community policing strategies to enhance traditional methods by supporting partnerships and problem-solving techniques to proactively tackle public safety concerns. Community policing initiatives improve police visibility, strengthen community-law enforcement relationships, and boost community engagement. I-2 Pursue the acquisition of property or an easement to extend the existing street from NW 34th Street south to the Reef Plaza shopping center. This new road would eliminate the need for vehicular traffic making short trips from adjacent residential neighborhoods to travel on Oakland Park Boulevard. I-3 Coordinate and identify opportunity to facilitate site rehabilitation for infill redevelopment, including acquisition, within the Lauderdale Marketplace, Reef Plaza, and Lakes Mall, and specifically uses that advance community needs such as small use commercial spaces, food hall, or maker spaces to support local business creation and development. I-4 Invest in enhanced site improvements or other investments within the Town Center designated area to enhance the public realm, improve circulation, and advance community desire to increase entertainment, restaurant, and retail uses within this area. I-5 Support the installation of public art (murals specifically) that reflect the unique culture of Lauderdale Lakes. Develop a consistent branding, signage, and wayfinding program. I-6 Support opportunities to create mixed-use / mixed-income housing. Rendering depicting infill redevelopment and streetscape improvements
LAUDERDALE LAKES CRA PLAN35VISIONREDEVELOPMENT APPROACH: OVERALL MIDDLE RIVER NW 44TH ST W OAKLAND PARK BLVD N STATE RD 7 1. 2. 3.
LAUDERDALE LAKES CRA PLAN36VISIONREDEVELOPMENT APPROACH: AREA 1 W OAKLAND PARK BLVD NW 29TH ST N STATE RD 7 MIDDLE RIVER Landscaping improvements Mixed-use infill redevelopment opportunity sites Enhanced pedestrian connectivity to existing residential Intersection improvements
LAUDERDALE LAKES CRA PLAN37VISIONREDEVELOPMENT APPROACH: AREA 2 N STATE RD 7 MIDDLE RIVER NW 34TH ST W OAKLAND PARK BLVD Landscaping improvements Mixed-use infill redevelopment opportunity sites Enhanced pedestrian connectivity Municipal recreational campus Parking lot improvements Improved park and parking Intersection improvements
LAUDERDALE LAKES CRA PLAN38VISIONREDEVELOPMENT APPROACH: AREA 3 N STATE RD 7 NW 44TH ST MIDDLE RIVER Mixed-use infill redevelopment opportunity sites Enhanced pedestrian connectivity to existing residential Parking lot improvements Landscaping improvements
04 IMPLEMENTATION
IMPLEMENTATION PHASED APPROACH TO IMPLEMENTATION The CRA is set to embark on a phased implementation of the CRA Redevelopment Plan Update, with a strategic focus on revitalizing the heart of the community, enhancing mobility, and expanding housing options. In Phase One, the CRA will aim to improve connectivity and micro-mobility. This will include the introduction of pedestrian-friendly pathways, bike lanes, and other small-scale transportation options to ensure that all areas of the CRA are accessible and interconnected. Phase Two will concentrate on activating the Town Center and enhancing public areas. This will involve the development of mixed-use spaces that encourage social interaction and economic activity, alongside the beautification of parks and communal spaces to foster a sense of community pride. The Lauderdale Lakes Town Center presents a unique opportunity to enhance housing options, including mixed-use and live-work spaces. The Town Center is particularly accommodating to a variety of infill and redevelopment opportunities, promoting a blend of retail, office, and residential spaces. Architecturally-inspiring mixed-use buildings with ground-floor retail and upper-level offices and residences are envisioned to create a dynamic urban environment. The activation plan not only supports the local economy but also provides residents with the convenience of living close to their workplaces, therefore reducing commute times and enhancing quality of life. Phase Three will address the increasing demand for housing. The CRA Redevelopment Plan Update incentivizes the development of a range of housing options, from affordable units to market-rate apartments, ensuring that Lauderdale Lakes can accommodate its growing population. Throughout the implementation process, the CRA will engage with residents, business owners, and stakeholders to gather feedback and ensure that the redevelopment efforts align with the community’s vision. This collaborative approach is key to creating a vibrant, sustainable, and inclusive future for Lauderdale Lakes.LAUDERDALE LAKES CRA PLAN40IMPLEMENTATION Reimagined NW 38th Terrace entering Lauderdale Market Place
IMPLEMENTATIONLAUDERDALE LAKES CRA PLAN41IMPLEMENTATION Improved NW 34th Street connecting Vincent Torres Memorial Park to Lakes MallMixed-use integrated within existing commercial parking fields
IMPLEMENTATION ACTIONS # PROJECT GUIDING PRINCIPLE(S) GOALS SUPPORTED FISCAL YEAR BUDGET ALLOCATION P-1 Comprehensive Gateway and Wayfinding Signage Project Gateways & Public Art Connectivity/Micro-mobility 2024 / 2025 $475,000 P-2 NW 31 Avenue Buffer Wall Project Public Realm and Programming Connectivity/Micro-mobility/ 2024 / 2025 $2,130,000 P-3 Westgate South Streetscape Project Public Realm & Programming Connectivity/Micro-mobility; Town Center /Public Areas 2024 / 2025 $1,130,000 P-4 State Road 7 Decorative Lighting Improvement Project Public Realm & Programming Town Center /Public Areas 2024 / 2025 $200,000 P-5 NW 30 Terrace Roadway Improvement Project Mobility & Connectivity, Public Realm & Programming Connectivity/Micro-mobility 2024 / 2025 $1,725,000 P-6 State Road 7/Oakland Park Boulevard Median Landscape Improvements Public Realm & Programming Town Center /Public Areas 2024 / 2025 $625,000 P-7 Vincent Torres Memorial Park Improvement Project Public Realm & Programming Town Center /Public Areas 2026/2030 $2,000,000 (5 years for $10,000,000 cost) P-8 NW 34th Street streetscape enhancements from NW 36th Street to the Lakes Mall to create an interior “Main Street” which may include sidewalks, bike lanes, shade trees, and lighting. Mobility & Connectivity, Redevelopment Opportunities, Public Realm & Programming Connectivity / Micro-mobility; Town Center / Public Areas 2026 / 2027 $2,150,000 P-9 Parking lot improvements within the Lakes Mall to align with an interior “Main Street” along NW 34th Street to help increase connectivity between commercial, residential, and civic uses Mobility & Connectivity, Redevelopment Opportunities, Public Realm & Programming Connectivity / Micro-mobility; Town Center / Public Areas 2026 / 2027 $2,500,000 P-10 NW 38th Avenue streetscape enhancements from Oakland Park Boulevard to NW 29th Street to create an interior “Main Street” Mobility & Connectivity, Public Realm & Programming Town Center / Public Area 2026 / 2027 $1,525,000 P-11 NW 30th Place streetscape enhancements from NW 38th Avenue to NW 36th Lane to create an interior “Main Street” Mobility & Connectivity, Public Realm & Programming Connectivity / Micro-mobility; Town Center / Public Areas 2026 / 2027 $1,000,000 P-12 Intersection improvements at NW 36th Terrace and Oakland Park Boulevard Mobility & Connectivity Connectivity / Micro-mobility 2029 / 2030 $2,000,000 P-13 Intersection improvements at NW 34th Street and State Road 7 Mobility & Connectivity Connectivity / Micro-mobility 2029 / 2030 $4,000,000 P-14 Promote multiple modes of transportation in the CRA area Mobility & Connectivity Connectivity / Micro-mobility 2025 / 2030 $250,000 CAPITAL IMPROVEMENT PROJECTS The following table further details the capital improvement projects identified through the CRA Update process and correlate to the guiding principles, the goal(s) they support, the anticipated fiscal year of implementation, followed by the total cost or the amount / amount range to be budgeted annually towards implementation. With the intent of providing the CRA flexibility, some ranges have been included and will need to be evaluated annually. In addition to carry over funds, the CRA is projected to generate an estimated $43 million in the remaining years. Much of this should be leveraged to attract and support development of the Town Center through incentives and partnerships.LAUDERDALE LAKES CRA PLAN42IMPLEMENTATION
IMPLEMENTATION INITIATIVES # INITIATIVE GUIDING PRINCIPLE(S) GOALS SUPPORTED FISCAL YEAR BUDGET ALLOCATION I-1 Implement innovative community policing strategies to enhance traditional methods by supporting partnerships and problem-solving techniques to proactively tackle public safety concerns. Community policing initiatives improve police visibility, strengthen community-law enforcement relationships, and boost community engagement. Public Realm & Programming Town Center / Public Areas 2026 / 2030 $700,000 EST I-2 Pursue an easement to extend the existing street from NW 34th Street south to the Reef Plaza shopping center to enable vehicular and pedestrian traffic from the adjacent residential neighborhoods to eliminate need for travel on State Road 7 Mobility & Connectivity Connectivity / Micro-mobility; Town Center / Public Areas 2028 / 2029 $1,000,000 lump sum I-3 Coordinate and identify opportunity to facilitate site rehabilitation for infill redevelopment, including acquisition, within the commercial district, and specifically uses that advance community needs such as mixed-income and mixed-use housing, small use commercial spaces, food hall, or maker spaces to support local business creation and development Land Use, Redevelopment Opportunities Town Center / Public Area / Housing 2030 $10,000,000 estimated cap I-4 Invest in enhanced site improvements or other investments within the Town Center designated area to enhance the public realm, improve circulation, and advance community desire to increase entertainment, restaurant, and retail uses within this area Mobility & Connectivity, Redevelopment Opportunities, Public Realm & Programming Town Center / Public Areas 2030 $5,000,000 estimated cap I-5 Support the installation of public art (murals specifically) in residential and commercial developments. Develop a consistent branding, signage, and wayfinding program. Gateways & Public Art Connectivity / Micro-mobility Ongoing $250,000 lump sum I-6 Pursue opportunities to support mixed-use / mixed-income housing and commercial development. Land Use, Redevelopment Opportunities Public Areas Ongoing $4,500,000 estimated cap REDEVELOPMENT INITIATIVES The redevelopment initiatives focus more on actions that may be necessary or will assist in implementation of the CRA Goals. Several of these initiatives will necessitate collaborative efforts and strategic partnerships with the City, private investors/developers, and the Florida Department of Transportation. As such, some of these initiatives can be short term while others may be ongoing. Similar to the projects, each initiative correlates to the guiding principles and the goal(s) they support. Projects, improvements or goals not specifically described or amended remain valid as depicted in the Plan update.LAUDERDALE LAKES CRA PLAN43IMPLEMENTATION
LAUDERDALE LAKES CRA PLAN44IMPLEMENTATIONCRA OPERATIONS The Lauderdale Lakes Community Redevelopment Agency is committed to maintaining cost-effective operations in alignment with the Florida Statutes. The primary goal is to effectively utilize tax increment financing (TIF) revenues and other sources to fund capital improvements and activities as outlined in the updated CRA Redevelopment Plan. This financial strategy ensures the operational longevity of the CRA. The CRA will continue to use TIF revenue generated within the district as a primary funding source for both administrative costs and the execution of capital projects and redevelopment programs. This approach not only supports the agency’s initiatives but also fosters sustainable urban development. Coordination is crucial for developing cost-effective annual budgets and work programs. These collaborative efforts are designed to provide the necessary administrative and operational support for the CRA’s activities, ensuring that all undertakings are both fiscally responsible and aligned with the community’s redevelopment objectives. The administration of the CRA is tasked with the diligent oversight and coordination of the CRA Redevelopment Plan’s implementation. This involves a hands-on approach to managing the various projects and programs under the CRA’s purview, ensuring they adhere to the established guidelines and achieve the intended outcomes. Regular updates on projects and programming within the Community Redevelopment Agency are provided to the CRA Board during scheduled meetings. This ensures transparency and allows for the board’s informed decision-making regarding the direction and progress of redevelopment efforts. In adherence to Special District requirements as mandated by the Florida Statutes, the CRA will maintain an up-to-date digital map of the Community Redevelopment Area, made accessible to the public via the CRA’s webpage. The Agency’s operations undergo an annual review through the Annual Report and Audit, a process that ensures accountability and provides insights into the CRA’s performance and financial health. The Annual Budget and Report are also published on the CRA website, offering stakeholders and community members a transparent view of the Agency’s fiscal planning and achievements. Information regarding the CRA Board and the Agency’s meeting schedule is readily available on the webpage. This promotes community engagement and allows residents to stay informed about the redevelopment activities and opportunities for participation. The publication of the Annual Report and Budget is a key action strategy, providing a comprehensive overview of the Agency’s financial status and strategic direction. This document serves as a testament to the Agency’s commitment to fiscal responsibility and strategic planning. The CRA’s proactive approach to communication ensures that all pertinent information about its operations, including ongoing and upcoming projects, is readily available to the public. This level of transparency is essential for building trust and fostering a collaborative relationship with the community. The Lauderdale Lakes Community Redevelopment Agency’s operations are structured around a framework of strategic goals, policies, and action strategies that prioritize cost-effectiveness, transparency, and community engagement. Through diligent planning, coordination, and execution, the CRA strives to enhance the quality of life and economic vitality of the Lauderdale Lakes community. Projects, improvements or goals not specifically described or amended remain valid as depicted in the Redevelopment Plan. CRA PERFORMANCE METRICS Effective December 1, 2025, CRA Annual Reports must include a description of the goals and objectives achieved by the CRA as well as the performance measures and standards used by the CRA to make this determination. The following performance measures may be considered for annual reporting purposes: • Increase in taxable value of properties participating in CRA programs. • The increase in taxable value of those properties that have participated in CRA programs compared to the amount of funds contributed to those properties. • The number of (and amount provided to) businesses that have received grants and/or loans, and the number of those businesses that were able to open and stay in business for a set period, or to expand their businesses. • Number (dollar) of projects completed on time or on budget. • Reduced vacancy rates in commercial and industrial properties. OPERATIONAL TIMEFRAME - EXTENSION Established in 2000, the Lauderdale Lakes Community Redevelopment Agency (CRA) operates under the mandate of F.S.S. 363 Part III, which stipulates a maximum operational period of 60 years for such entities. This legislative framework ensures that CRAs are periodically reviewed and renewed to meet evolving community needs and development goals. As the current term is set to expire in 2030, it is prudent for
LAUDERDALE LAKES CRA PLAN45IMPLEMENTATIONREDEVELOPMENT PROGRAMS COMMERCIAL FAÇADE IMPROVEMENT PROGRAM The Lauderdale Lakes Commercial Facade Improvement Program aims to enhance commercial properties within the designated CRA target area. Applicants are required to demonstrate how their proposed improvements align with the objectives set forth in the Redevelopment Plan and comply with the City of Lauderdale Lakes’ Land Development Regulations. These enhancements are expected to play a crucial role in revitalizing the CRA district by fostering investment, boosting occupancy rates, and positively influencing property values. Eligible improvements include enhancements to the exterior/façade visible from the public right-of-way, painting, windows, doors, awnings, lighting, landscape improvements and irrigation, parking lot, and signage. DEVELOPMENT ASSISTANCE PROGRAM The Lauderdale Lakes Development Assistance Program is tailored to incentivize new development within the CRA area. This program targets eligible residential, commercial, or mixed-use projects primarily along the Oakland Park Boulevard and State Road 7 corridor. Applicants are required to demonstrate how their proposed development aligns with the objectives outlined in the CRA Redevelopment Plan, City of Lauderdale Lakes Comprehensive Plan, and City of Lauderdale Lakes Land Development Regulations. These initiatives aim to catalyze urban renewal efforts by addressing blight, enhancing the tax base, and revitalizing the CRA. Eligible improvements include construction of a residential development, commercial development or combination thereof and must be visible from the public right-of-way, as well as Infrastructure (underground improvements) associated with a pre-approved construction project on a case-by-case basis. RESIDENTIAL PRESERVATION AND ENHANCEMENT PROGRAM The Residential Preservation and Enhancement Program is an innovative initiative aimed at rejuvenating the CRA district, with particular emphasis on residential units within the proposed NW 31 Avenue Overlay District. To promote redevelopment, the Lauderdale Lakes CRA will allocate funds specifically concentrated on enhancing facades and related exterior features throughout residential areas within the CRA. Eligible improvements include painting, roof replacement, driveway, windows, doors, lighting, exterior improvements (at the discretion of the CRA Board). HOMEBUYER PURCHASE ASSISTANCE PROGRAM The Lauderdale Lakes CRA has initiated the Homebuyer Purchase Assistance Program, aimed at fostering attainable housing by providing eligible first-time homebuyers with a deferred mortgage. This interest-free loan does not require repayment if the recipient adheres to the program’s terms. The funds can be applied to down payments, closing costs, or mortgage rate buy-downs and may bridge the gap between the approved loan amount and the property’s sale price. The program is restricted to the CRA District, and recipients must use the property as their primary residence for a set period. INNOVATIVE COMMUNITY POLICING The Lauderdale Lakes CRA has implemented innovative community policing strategies, funded by the CRA to enhance traditional methods in accordance with F.S.S. 163, Part III. This approach, defined by the U.S. Department of Justice, involves partnerships and problem-solving techniques to proactively tackle public safety concerns. Community policing initiatives improve police visibility, strengthen community- law enforcement relationships, and boost community engagement. Collaboration among the community, law enforcement, and the City is vital for reducing crime. The CRA further supports the “CRA District Directed Security Patrol Project,” which aims to provide security and reduce crime through targeted patrols, benefiting local vendors, shoppers, and visitors within the CRA area. EXISTING TOOLS Since its creation, the Lauderdale Lakes Community Redevelopment Agency has established a variety of tools and incentive programs to help fulfill the CRA goals. Each of these have purpose and can be utilized in further advancing the goals, projects, and initiatives included in this CRA Plan Update.
LAUDERDALE LAKES CRA PLAN46IMPLEMENTATIONFINANCIAL ANALYSIS LAUDERDALE LAKES CRA – ESTIMATED TIF REVENUE FROM EXISTING PROPERTIES(6 YEAR PROJECTION PERIOD) Key Inputs and Findings: • Year 2024 Taxable Value is estimated based upon 2023 actual value • Average annual taxable value growth is estimated based upon historical trends • Total estimated TIF for 6-year projection totals $51.5 million Taxable Value Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total 2019 Est. 2024 2025 2026 2027 2028 2029 2030 Existing Property - TIF Sensitivity Growth Analysis Total Taxable Value (added annually) 7.50% $325,758,160 $512,722,589 $551,176,783 $592,515,042 $636,953,670 $684,725,196 $736,079,585 $791,285,554 Base Year Taxable Value $127,159,990 $127,159,990 $127,159,990 $127,159,990 $127,159,990 $127,159,990 $127,159,990 $127,159,990 Cumulative Incremental Growth (over Base Year) $198,598,170 $385,562,599 $424,016,793 $465,355,052 $509,793,680 $557,565,206 $608,919,595 $664,125,564 Eligible Tax Revenue (Estimated 2024 Millage) County Ops 5.54920 95% $2,235,306 $2,453,231 $2,687,500 $2,939,339 $3,210,066 $3,501,097 $17,026,539 City Operating 8.60000 95% $3,464,217 $3,801,951 $4,165,014 $4,555,308 $4,974,873 $5,425,906 $26,387,269 Hospital District 1.36210 95% $548,676 $602,167 $659,670 $721,487 $787,939 $859,375 $4,179,314 Children Services 0.45000 95% $181,267 $198,939 $217,937 $238,359 $260,313 $283,914 $1,380,729 Total Tax Increment over Base: $6,429,466 $7,056,288 $7,730,121 $8,454,492 $9,233,191 $10,070,292 $48,973,851
LAUDERDALE LAKES CRA PLAN47IMPLEMENTATIONFINANCIAL ANALYSIS LAUDERDALE LAKES CRA – ESTIMATED TIF REVENUE FROM NEW CONCEPTUAL DEVELOPMENT(6 YEAR PROJECTION PERIOD) Key Inputs and Findings: • New development represents collective density among multiple projects and completed by 2028 • Taxable value by use is estimated based cursory assessment of market • Total estimated TIF for 6-year projection totals $6.9 million Year 1 Year 2 Year 3 Year 4 Year 5 Year 6 Total 2025 2026 2027 2028 2029 2030 New Development by Use Absorption Total Units/SF Multifamily 350 350 350 350 Retail - Sq. Ft. 100,000 100,000 100,000 100,000 Office - Sq. Ft. 30,000 30,000 30,000 30,000 Est. Taxable Taxable Value Value/Unit, SF Growth Rate: 3.0% Multifamily $300,000 $105,000,000 $108,150,000 $111,394,500 Retail - Sq. Ft. $325 $32,500,000 $33,475,000 $34,479,250 Office - Sq. Ft. $300 $9,000,000 $9,270,000 $9,548,100 Total Taxable Value - New Development $146,500,000 $150,895,000 $155,421,850 Eligible Tax Revenue (Estimated 2024 Millage) County Ops Mills 5.63890 95% $784,794 $808,338 $832,588 $2,425,719 City Operating Mills 8.60000 95% $1,196,905 $1,232,812 $1,269,797 $3,699,514 Hospital District 1.36210 95% $189,570 $195,257 $201,115 $585,943 Children Services 0.45000 95% $62,629 $64,508 $66,443 $193,579 Total Tax Increment over Base: $2,233,898 $2,300,915 $2,369,942 $6,904,755
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A:The following neighborhood impact element describes the potential impact of the redevelopment upon residents of the redevelopment area and the surrounding area. The neighborhood impact element describes potential impacts upon housing relocation, traffic circulation, environmental quality, availability of community facilities and services and the effect on school population. While specific impacts cannot be determined until concrete redevelopment proposals are submitted for review, this section attempts to quantify the range of impacts that could be expected in the areas of housing relocation, traffic circulation, environmental quality, the availability of community facilities, and the effect upon the school population. HOUSING RELOCATION The implementation of the Lauderdale Lakes Community Redevelopment Plan does not anticipate the displacement or potential relocation of residents living within the Community Redevelopment Area boundaries. However, if as a result of implementation of projects contained in this Lauderdale Lakes Community Redevelopment Plan, relocation of persons becomes necessary on either a temporary or permanent basis, the Lauderdale Lakes Community Redevelopment Agency will be responsible for the timely provision of replacement housing for those affected persons. TRAFFIC CIRCULATION The implementation of the Lauderdale Lakes Community Redevelopment Plan does not propose to change or modify any of the existing traffic patterns within the Community Redevelopment Area. The implementation of the Redevelopment Plan does propose certain “complete-street” improvements to existing roadways and corridors to improve public safety, accessibility and to safely accommodate additional modes of transportation (bicycle and pedestrian modes). ENVIRONMENTAL QUALITY The implementation of the Lauderdale Lakes Community Redevelopment Plan proposed infrastructure improvements will strive to improve the environmental quality of the Community Redevelopment Area. Specific infrastructure improvements that will have a positive effect upon the environmental quality of the Lauderdale Lakes Community Redevelopment Area include stormwater system improvements (reduce flooding and water-borne diseases) and roadway improvements to encourage non-automobile modes of transportation (reduce traffic levels, reduce automobile emissions, and improve air quality). The implementation of the Redevelopment Plan also seeks to increase the amount and availability of green spaces and open spaces within the community redevelopment Area, effectively improving the quality of the environment by adding green spaces and open spaces. AVAILABILITY OF COMMUNITY FACILITIES The implementation of the Lauderdale Lakes Community Redevelopment Plan seeks to consolidate the provision of public services at community facilities within the Community Redevelopment Area through revitalization of the Town Center. This area is anchored by several community facilities and public agencies, including but not limited to: City Hall, the Library; and Public Parks and Recreational facilities. The implementation of the Lauderdale Lakes Community Redevelopment Plan will increase the accessibility and availability of community facilities within the Community Redevelopment Area. EFFECT ON SCHOOL POPULATION The implementation of the Lauderdale Lakes Community Redevelopment Plan proposes the potential increase in residential densities in appropriate areas and the commensurate population increase within the Community Redevelopment Area. Currently the effects on School Population within Lauderdale Lakes and the Community Redevelopment Area associated with development and population growth are accommodated on a case- by-case basis through the Future Land Use Element and Public School Facilities Element in the City’s Comprehensive Plan. Additionally, the City coordinates with the Broward County School Board and Broward County Government through joint-planning agreements and public school Interlocal Agreements to ensure adequate provision of public school facilities within the Lauderdale Lakes Community Redevelopment Area and throughout the City. Through the use of these administrative mechanisms, future development or redevelopment within the Lauderdale Lakes Community Redevelopment Area must demonstrate accommodation of school facility level of service standards before development or redevelopment may occur.LAUDERDALE LAKES CRA PLAN3APPENDIX NEIGHBORHOOD IMPACT ELEMENT
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A:The Lauderdale Lakes CRA has crafted an Architectural Design Standards Manual to serve as a visionary guide for the district’s architectural evolution. This manual is designed to stimulate modernization and revitalize the commercial corridor with a fresh, contemporary theme. It deliberately avoids mandating a specific architectural style, instead encouraging a novel lexicon of forms, finishes, colors, and textures to elevate the district’s visual identity. Within the commercial, mixed-use, and residential zones, architectural design is anticipated to make a positive contribution to the district’s aesthetic appeal. Designers are encouraged to thoughtfully consider the massing and placement of buildings to strategically shield service areas from public view and mitigate the visual impact of expansive parking areas. The manual advocates for architectural variety, suggesting varied building heights, inventive parapet wall designs, and the integration of contemporary elements such as towers, wedges, and arcs to disrupt the monotony of large edifices and soften the rigidity of straight lines. The manual takes a stance against superfluous decoration, promoting the use of architectural offsets, a blend of materials like stone and tile, and a spectrum of contrasting colors to foster an ambiance of sophistication. The Lauderdale Lakes CRA is dedicated to enriching the urban landscape with a broad palette of color choices for both new constructions and existing structures, ensuring that all designs adhere to the manual’s criteria for architectural distinction. The manual also emphasizes the importance of sustainability and environmental responsibility in building design. It encourages the incorporation of green spaces, energy-efficient systems, and materials that reduce the carbon footprint. The goal is to create buildings that are not only aesthetically pleasing but also environmentally conscious, contributing to a healthier, more sustainable community. In addition, the manual addresses the pedestrian experience, advocating for designs that prioritize walkability and accessibility. It suggests the creation of inviting public spaces, wide sidewalks, and transparent ground-floor activities that engage passersby. This approach aims to foster a vibrant street life and encourage community interaction within the CRA district. The manual further recommends the preservation and enhancement of the district’s unique character. It suggests that new developments should complement and draw inspiration from the area’s historical context, cultural heritage, and existing architectural landmarks. This approach ensures that growth and modernization proceed without eroding the district’s established identity. Finally, the manual outlines a review process for proposed developments, ensuring that all projects are evaluated for their adherence to these standards. This process involves collaboration between developers, architects, and the CRA to achieve the best possible outcomes for the community. The manual serves as a dynamic framework, adaptable to the evolving needs of the Lauderdale Lakes district, while maintaining a steadfast commitment to architectural excellence.LAUDERDALE LAKES CRA PLAN5APPENDIX CRA ARCHITECTURAL DESIGN STANDARDS
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A:LAUDERDALE LAKES CRA PLAN7APPENDIXSTATUTORY CRITERIA CONSISTENCY WITH THE COMPREHENSIVE PLAN FS 163.362 requires certain contents in a Community Redevelopment Plan. The Lauderdale Lakes Community Redevelopment Plan update (2025) satisfies the Florida Statute requirements for the contents of a community redevelopment plan. The following pages list the Florida Statute requirements (BOLD) and outline the items within the Lauderdale Lakes Community Redevelopment Plan that specifically addresses these requirements. 1. Contain a legal description of the boundaries of the community redevelopment area and the reasons for establishing such boundaries shown in the plan. The boundaries of the Lauderdale Lakes Community Redevelopment Area are shown on Figure 1 (pg. 6). A legal description of the Lauderdale Lakes Community Redevelopment Area is attached in the Appendix. 2. Show by diagram and in general terms: (a) The approximate amount of open space to be provided and the street layout. The approximate amount of open space is approximately 53 acres and is shown in the Appendix (pg. 51). The street layout is shown in the Appendix (pg. 51). (b) Limitations on the type, size, height, number, and proposed use of buildings. The limitations on type, size, height, number, and proposed use of buildings is regulated by the City of Lauderdale Lakes Comprehensive Plan and Land Development Code. (c) The approximate number of dwelling units. There are approximately 2,447 dwelling units within the Lauderdale Lakes Community Redevelopment Area. (pg. 13) (d) Such property as is intended for use as public parks, recreation areas, streets, public utilities, and public improvements of any nature. Public parks, recreation areas, streets, public utilities and other proposed public improvements are shown on the Redevelopment Approach Master Plan (pg. 34-37). 3. If the redevelopment area contains low or moderate income housing, contain a neighborhood impact element which describes in detail the impact of the redevelopment upon the residents of the redevelopment area and the surrounding areas in terms of relocation, traffic circulation, environmental quality, availability of community facilities and services, effect on school population, and other matters affecting the physical and social quality of the neighborhood. No negative impact on low or moderate income housing is anticipated as a result of this Plan. The Neighborhood Impact Element is included in the Appendix (pg. 48) 4. Identify specifically any publicly funded capital projects to be undertaken within the community redevelopment area. Publicly funded capital projects proposed within the Lauderdale Lakes Community Redevelopment Area are identified within the Proposed Capital Projects list (pg. 41). 5. Contain adequate safeguards that the work of redevelopment will be carried out pursuant to the plan. The Lauderdale Lakes Community Redevelopment Agency will carry out the work of this Community Redevelopment Plan. The redevelopment process has been established and is consistent with Chapter 163, Part III., Community Redevelopment of the Florida Statutes. It is the intent of the City of Lauderdale Lakes to continue to operate in accordance with the Florida Statute requirements and to comply with those requirements as established in Chapter 163, Part III., of the Florida Statutes as amended. 6. Provide for the retention of controls and the establishment of any restrictions or covenants running with land sold or leased for private use for such periods of time and under such conditions as the governing body deems necessary to effectuate the purposes of this part. This provision of the Lauderdale Lakes Community Redevelopment Plan will be satisfied on a case-by-case basis as each project is carried out through final documentation and approval by the Governing Board of the Lauderdale Lakes Community Redevelopment Agency. Control of land, covenants, and any restrictions on land sold or leased by the Lauderdale Lakes Community Redevelopment Agency shall be in accordance with Chapter 163, Part III., Community Redevelopment of the Florida Statutes, and applicable City of Lauderdale Lakes Code of Ordinance and Land Development Code requirements. 7. Provide assurances that there will be replacement housing for the relocation of persons temporarily or permanently displaced from housing facilities within the community redevelopment area. The implementation of the Lauderdale Lakes Community Redevelopment Plan does not anticipate the displacement or potential relocation of residents living within the Community Redevelopment Area boundaries. However, if as a result of implementation of projects contained in this Lauderdale Lakes Community Redevelopment Plan, relocation of persons becomes necessary on either a temporary or permanent basis, the Lauderdale Lakes Community Redevelopment Agency will be responsible for the timely provision of replacement housing for those affected persons.
A:LAUDERDALE LAKES CRA PLAN8APPENDIX8. Provide an element of residential use in the redevelopment area if such use exists in the area prior to the adoption of the plan or if the plan is intended to remedy a shortage of housing affordable to residents of low or moderate income, including the elderly, or if the plan is not intended to remedy such shortage, the reasons therefor. The Lauderdale Lakes Community Redevelopment Plan is not intended to remedy a shortage of housing for residents of low or moderate income. The residential uses will generally exist in their current locations and will be minimally impacted by the proposed improvements. The Lauderdale Lakes Community Redevelopment Plan does encourage the development of additional housing stock that may provide additional residential options for residents of low to moderate incomes. 9. Contain a detailed statement of the projected costs of the redevelopment, including the amount to be expended on publicly funded capital projects in the community redevelopment area and any indebtedness of the community redevelopment agency, the county, or the municipality proposed to be incurred for such redevelopment if such indebtedness is to be repaid with increment revenues. A detailed statement of project costs is presented within the Proposed 6-Year Annual Budget (pg. 45-46). Detailed project costs for each project, program, and activity will be specified each year in the Lauderdale Lakes Community Redevelopment Agency’s annual budget and work program. Funding for projects may include some form of indebtedness by the Community Redevelopment Agency and/or the City of Lauderdale Lakes. STATUTORY CRITERIA 10. Provide a time certain for completing all redevelopment financed by increment revenues. Such time certain shall occur no later than 30 years after the fiscal year in which the plan is approved, adopted, or amended pursuant to s. 163.361(1). However, for any agency created after July 1, 2002, the time certain for completing all redevelopment financed by increment revenues must occur within 40 years after the fiscal year in which the plan is approved or adopted. The Lauderdale Lakes Community Redevelopment Agency was created in 2000 and its operational time frame expires in 2030.
A:LAUDERDALE LAKES CRA PLAN9APPENDIXSTATUTORY CRITERIA Parks & Open Space Street Layout Public Utilities
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Inspire Placemaking Collective | 4767 New Broad Street, Orlando, FL 32814 To: Celestine Dunmore, MPA, FRA-RA, CRA Executive Director From: Laura Canary, Project Manager, Inspire Placemaking Collective Date: February 9, 2024 Subject: Technical Memorandum #1- City of Lauderdale Lakes Community Redevelopment Plan Assessment Purpose The purpose of this memorandum is to review the Goals and Objectives of the 2001, 2009, and 2014 Community Redevelopment Plans. This memorandum will provide an assessment of the Plans’ accomplishments, efficacy, and impacts upon the conditions identified in the Finding of Necessity Study. Individual CRA projects and programs were assessed for their impact upon the attainment of the Plans’ stated Goals and Objectives. The Plans were also evaluated for consistency with the current applicable Florida Statutes, Florida Administrative Code, and Attorney General (AG) determinations. Table 1 identifies full and partial achievements, along with recommendations for goal and objective continuation and revisions (if necessary) to be utilized in the Community Redevelopment Plan update. This memorandum will also summarize the 2003 Citizen’s Master Plan and its vision. 2001 Community Redevelopment Plan Assessment 2001 Community Redevelopment Plan Goals/Objectives Status Continued to 2024 Update Redevelopment Administration Goal 1: Establish the administrative structure and financial mechanisms necessary to achieve the goals and objectives of the Lauderdale Lakes Redevelopment Plan Completed Objective 1.1: Provide funding for staff and operational support for agency activities, reserving tax increment revenues for funding capital improvements and other programs Completed Objective 1.2: Select a representative Redevelopment Agency Board to oversee the Redevelopment Planning process and develop the appropriate strategies and policies Completed Objective 1.3: Promote effective communication and cooperation among the public and private leaders using the talents of existing civic organizations and committees Completed2 Objective 1.4: Utilize existing civic organizations to initiate desirable special event activities to develop and implement sound marketing and promotion strategies Completed Objective 1.5: Ensure the provision of suitable public information services concerning all aspects of the redevelopment program Completed Objective 1.6: Ensure that the public has a community communication system and remains involved in the development of CRA policy in a regularly scheduled series of ongoing public workshops. Completed Redevelopment Policy Goal 1: Eliminate slum and blight conditions, as defined by Florida Statute 163, in the Redevelopment Area, which constitute an economic and social liability Ongoing Objective 1.1: Eliminate dilapidated and unsafe structures through the continuation of the City’s Demolition Program. Completed Objective 1.2: Encourage the upgrade of existing substandard structures through enforcement of the City’s Housing and Building Codes and provide financial incentives for rehabilitation if possible. Completed Objective 1.3: In cooperation with property owners, encourage the consolidation of small parcels of land into parcels of adequate size to accommodate new construction Ongoing Objective 1.4: Increase the tax base through successful implementation of projects and programs to generate additional revenue for municipal services Ongoing Goal 2: Prevent the future occurrence of slum and blight Ongoing Objective 2.1: To work with the planning staff, Planning and Zoning Board, residents of the City, and the City Commission to upgrade the zoning classifications and revise the land the City Commission to upgrade the zoning classifications and revise the land development regulations within the redevelopment district. Completed Objective 2.2: To work with the City’s Community Development Department to formulate economic development strategies for the district that will ensure future economic stability and incorporate those strategies into this plan OngoingA:11
3 Objective 2.3: Eliminate conditions that decrease property values and reduce the tax base. Ongoing Objective 2.4: Create programs for financial or other economic incentives to facilitate new investment in the redevelopment district, thereby increasing the tax base. Completed Goal 3: Encourage the acquisition, demolition, and reuse of those properties which, by virtue of their location, condition, or value, no longer function at their highest potential economic use and are currently depressing the value and viability of the uses in their new vicinity. Ongoing Objective 3.1: Identify and cooperate with those property owners within potential Redevelopment Areas to encourage their willingness to participate in those projects. Ongoing Objective 3.2: Encourage partnerships among the property owners, the private sector, and the public sector in order to implement proposed redevelopment projects that will achieve public goals. Ongoing Objective 3.3: Work creatively to provide incentives for private sector participation in redevelopment projects and programs. Completed Economic Development Goal 1: Maintain the unique and positive character of the neighborhoods while promoting their economic vitality Ongoing Objective 1.1: Establish a partnership between the public sector and private sector for the purpose of understanding the mutual benefits of proposed redevelopment projects. Ongoing Objective 1.2: Identify existing opportunities for all sectors of the economy and work toward successful implementation of projects and programs while considering the needs of those currently located within the redevelopment district Ongoing Objective 1.3: Improve the investment image of the Redevelopment Area and utilize selected public actions to stimulate private investment Ongoing4 Objective 1.4: Make the Redevelopment Area competitive with major activity centers in Broward County by creating a unique character or city image. Ongoing Objective 1.5: Expand the economic base of the district by retaining existing jobs and creating new, diverse employment opportunities. Ongoing Objective 1.6: Create investment opportunities that, by increasing the tax base and generating additional revenues to finance actions, support public goals. Ongoing Objective 1.7: Encourage the development of businesses that are competitive in the region, thus retaining City of Lauderdale Lakes consumer dollars in the City. Ongoing Goal 2: Market the redevelopment district as a major destination point in the Central Broward County Region. Ongoing Objective 2.1: Promote the redevelopment district as the center of the City’s unique economic activities and market its assets. Ongoing Objective 2.2: Work with existing business groups to ensure sufficient funding for marketing that may include national campaigns, as well as local and regional promotional efforts. Completed Objective 2.3: Project the image of the Redevelopment Area as a safe an exciting place to go while encouraging both business and family oriented patronage. Ongoing Objective 2.4: Promote the Redevelopment Area as a unique center of activities that includes a full range of commercial, office, institutional, community, residential, and neighborhood service facilities as well as arts and entertainment Ongoing Public Facilities and Services Goal 1: Provide necessary public facilities at acceptable levels of service to accommodate existing needs and new demands as proposed development occurs within the redevelopment district. Ongoing Goal 2: Create a safe and efficient multi-modal circulation system between activity centers within the Redevelopment Area and the balance of the community. Ongoing A:12
5 Objective 2.1: Create a parking system to support existing activities as well as the increased development demands in the redevelopment district. Ongoing Objective 2.2: Minimize the impacts of increased traffic and activity levels on residential areas. Ongoing Objective 2.3: Work with area mass transit providers including bus, taxi services, and shuttles to encourage the expansion of an efficient mass transportation system. Completed Objective 2.4: Create a safe, secure, appealing, and efficient pedestrian system linking all major activity centers, neighborhoods, community facilities, parking facilities, and other interchange points. Ongoing Objective 2.5: Encourage pedestrian and bicycle pathways through the district that are appropriately designed and protected from auto circulation. Ongoing Goal 3: Establish parks, recreation, open space, and beautification efforts to create an identifiable character for the Redevelopment Area that will reflect a pleasant and appealing atmosphere for working, shopping, touring, and residing in the district. Ongoing Objective 3.1: Pursue park and recreational opportunities as a means to leverage private sector development plans, when deemed appropriate. Ongoing Objective 3.2: Prepare landscaping, streetscaping, and lighting plans for public spaces to create a positive character for the Redevelopment Area; encourage the use of these features when negotiating private sector development plans. Ongoing Objective 3.3: Develop sign regulations and standard design guidelines for store frontages. Establish programs that provide incentives for voluntary compliance with new construction and retrofitting of existing signs and structures. Completed Objective 3.4: Utilize a variety of beautification techniques to provide comfortable, pleasing, and healthful work, leisure, residential, and shopping environments. Ongoing6 Objective 3.5: Develop urban site, landscape, and architectural design guidelines for new and redevelopment projects. Completed Goal 4: Continue to provide for the public health, safety, morals, and welfare of the community. Ongoing Objective 4.1: Work with the Lauderdale Lakes Police Department and other benevolent organizations to implement neighborhood based police and safety programs. Ongoing Objective 4.2: Incorporate accredited safe neighborhood design techniques for all public places and for proposed public/private co- venture redevelopment projects. Ongoing Land Use Goal 1: Establish a land use pattern that reflects the Redevelopment Areas as a total community of diversified interests and activities while promoting compatible and harmonious land use relationships. Ongoing Objective 1.1: Promote and locate strategic land use activities of regional importance, such as public facilities, shopping centers, entertainment centers, hospitality centers and corporate offices within the Redevelopment Area to attract activity and investment to the area. Ongoing Objective 1.2: Develop land use patterns that compliment and strengthen existing activity centers such as the office park and shopping centers. Provide linkages between these areas and proposed redevelopment projects. Ongoing Objective 1.3: Formulate future land use strategies on the premise of sound market analysis and demographic research Ongoing Goal 2: Encourage innovation in land use planning and site development techniques. Ongoing Objective 2.1: Work with the Planning and Zoning Board to include Mixed-Use Developments within the City’s Zoning Ordinance in locations where appropriate. Completed Objective 2.2: Work with the Planning and Zoning Staff on the development of performance standards to be used within the OngoingA:13
7 Redevelopment Area that will provide incentives and/or bonuses for developer proposals that provide for creative design and amenities. Objective 2.3: Achieve the on site mixing of residential and commercial uses in appropriate locations as determined by the community. Ongoing Housing Goal 1: Develop and market new and existing housing opportunities within the Redevelopment Area. Ongoing Objective 1.1: Identify and market land areas where private interests can develop in-fill housing in the Redevelopment Area and adjacent neighborhoods. Ongoing Objective 1.2: Encourage private efforts toward building new housing in the Redevelopment Area and adjacent neighborhoods. Ongoing Objective 1.3: Encourage and promote owner occupation of housing in all areas. OngoingInspire Placemaking Collective | 4767 New Broad Street, Orlando, FL 32814 2001 Community Redevelopment Plan Projects Major Redevelopment Project (Public Realm) Status $15 Million General Obligation Bond Public Realm improvements including new parks, roadway improvements, traffic calming, beautification projects Completed State Road 7 Streetscape Improvements Completed Transportation Improvements of NW 44th Street Completed Neighborhood Improvements (roadway improvements, landscaping, pedestrian improvements) Completed Neighborhood landscaping, community gateways, traffic calming Ongoing Community Facilities Improvements (Parks, Greenways, Lauderdale Lakes Library, Community Educational and Cultural Center) Completed Major Redevelopment Project (Private Realm) Status Bella Vista Mixed Use Center Completed Carriage Homes at Bentley Park Completed St. Croix Mixed Use Project Completed World Executive Center Façade Improvement Completed Retail/Restaurant Improvements Completed Lauderdale Lakes Industrial Park Completed 2003 Lauderdale Lakes “A Citizens’ Master Plan” In 2003, the CRA held a week-long charrette to gather the vision of citizens for the Redevelopment Area. The charette focused on the Redevelopment Area, the surrounding neighborhoods, and the State Road 7 corridor. The overarching goals of the resulting master plan were to create an identity for the City, to build gateways, parks, and a town center, to redevelop several sites, to improve landscaping and streetscaping, and to improve roadway connectivity. The ideas and vision discussed in the Citizens’ Master Plan were carried forward into the 2014 Community Redevelopment Plan Update.A:14
9 2009 Community Redevelopment Plan Assessment 2009 Community Redevelopment Plan Goals/Objectives Status Continued to 2024 Update Corridors Objective: Integrate existing commercial development into the functional and aesthetic framework of the redevelopment vision retaining the economic benefits of these uses, while improving their visual impact and market appeal. Establish an identity for the corridor and encourage private sector investment that addresses the needs of the neighborhoods and the region. Ongoing Action Strategy 1: Advocate and plan for premium transit services on State Road 7 including Bus Rapid Transit and/or Light Rail. Ongoing Action Strategy 2: Initiate physical improvements to enhance the overall visual appearance of the commercial corridor such as redesigning and improving the corridor’s existing right-of-way conditions, especially for Oakland Park Boulevard and NW 31st Avenue. This includes constructing elements such as a center median, sidewalks, landscaping, lighting, bus shelters, and shared access to adjacent uses. Completed Action Strategy 3: Utilize Tax Increment Fund (TIF) funds to finance site preparation, building rehabilitation and public realm improvements. Ongoing Action Strategy 4: Continue the Commercial Façade Improvement Program as an incentive for property owners to improve the overall market appeal and value of the commercial establishments in compliance with adopted design standards. Ongoing Action Strategy 5: Provide business owners and developers with incentives to upgrade existing retail services and to maintain control of the character of infill development. Completed Action Strategy 6: Identify and partner with key business owners and new investors that support redevelopment efforts along the corridor. Ongoing10 Action Strategy 7: Adopt architectural and site design standards to ensure desired redevelopment outcome and a sense of identity for major corridors. Completed Action Strategy 8: Provide adequate buffering between different uses, especially between commercial and residential uses. Ongoing Objective: Transform the functional and visual character of NW 31st Avenue as a corridor that stimulates quality in-fill development in the Redevelopment Area and integrates with the Redevelopment Area at a scale that is pedestrian friendly and compatible with the residential neighborhoods. Ongoing Action Strategy 1: Initiate discussions to pursue joint improvement projects with the City of Oakland Park, to create a unified streetscape character for NW 31st Avenue. Completed Action Strategy 2: Incorporate streetscape and landscape improvements, such as decorative street lighting, wider sidewalks, street trees, landscaped medians, bus shelters and neighborhood signage to create a pedestrian environment in support of neighborhood activity. Ongoing Action Strategy 3: Enhance pedestrian safety through traffic calming techniques including enhance crosswalks and bulb-outs, better directional signage and improved sidewalk treatments. Ongoing Action Strategy 4: Encourage restoration of deteriorating structures and aesthetic improvements through use of funds available for façade improvements. Ongoing Action Strategy 5: Use a combination of funding sources both public and private to promote redevelopment activities including land acquisition, clean-up of derelict properties, streetscape improvements, and construction of new community facilities, such as neighborhood parks. Ongoing Action Strategy 6: Coordinate the land assembly efforts to facilitate vehicular and pedestrian safety measures, future roadway realignment and school campus expansion proposed herein. Ongoing GatewaysA:15
11 Objective: Establish entrance gateways at critical intersections to create a distinct sense of arrival and to promote neighborhood and community identity for the Redevelopment Area. Ongoing Action Strategy 1: Install high quality and distinct gateway features at identified prime locations announcing the entrance to the City of Lauderdale Lakes. For the gateways to be effective, they shall be iconic, memorable, and inviting. Ongoing Action Strategy 2: Prioritize construction of gateway improvements in conjunction with other planned improvements. Ongoing Action Strategy 3: Establish neighborhood identification and directional signage programs announcing the entrance to the neighborhood at prime entry points. Ongoing Action Strategy 4: Ensure a coherent design for all the proposed gateways with integrated landscaping, urban design, and unified signage theme. Ongoing Community Amenities Objective: Strengthen and enhance the system of parks, trails and open space in the Redevelopment Area by providing recreational opportunities for all residents of the City of Lauderdale Lakes. Such amenities should be readily accessible and serve to improve the quality of life for residents. Ongoing Action Strategy 1: Pursue improvements to Vincent Torres Memorial Park to include more recreational uses, such as a new senior citizen center and additional programs that serve residents of all ages and the development of the adjacent City-owned “Ireland Property.” Completed Action Strategy 2: Identify neighborhood pocket park opportunities sites for the acquisition of privately owned vacant, dilapidated or uninhabitable structures, especially for the multi-family residential neighborhood along NW 31st Avenue. Construct a kiddy play park on the three CRA owned lots at the southwest corner of NW 31st Avenue and NW 40th Street. Ongoing Action Strategy 3: Provide a trailhead park for the C-13 Greenway that will include parking for service vehicles and bicycles, as well as other desired amenities such as retail kiosk for special events including: bike rental, canoe/kayak rental, food vending, etc. Completed12 Redevelopment Opportunities Objective: Create a vibrant transit oriented mixed-use district designed as a compact and walkable town center that provides the social, cultural and commercial focus for existing and future residents in the entire City. Ongoing Action Strategy 1: Concentrate a mix of complementary, well- integrated land uses within walking distance of transit services. Provide a range of higher intensity uses including residential, office, service-oriented retail and civic uses that are transit supportive. Such a mix of land uses increases the economic strength and overall attractiveness of the area and increase trip options for transit uses. Ongoing Action Strategy 2: Encourage higher densities for new development, concentrating the highest densities closest to transit services and transitioning to lower densities adjacent to existing single family neighborhoods. Ongoing Action Strategy 3: Establish architecture, urban design and streetscape standards to ensure desired redevelopment outcome. For example, buildings shall front on public streets or on open spaces, with minimal setbacks and with windows and doors at street level. Completed Action Strategy 4: Encourage the provision of bicycle amenities, especially secure bicycle parking facilities. Ongoing Action Strategy 5: Within the town center district, design streets to be multi-modal, with an emphasis on pedestrian and bicycle circulation and set vehicular levels of service to reflect an emphasis on pedestrians and bicyclists. Ongoing Action Strategy 6: Locate parking, with the exception of one-street parking, to the rear of buildings. Minimize large surface parking lots for private redevelopment, especially within ¼ mile of the station. Instead of surface lots, well-designed parking decks are preferred. Encourage shared parking facilities. Ongoing Action Strategy 7: Establish public open spaces that act as development catalysts and serve as focal points around transit services. CompletedA:16
13 Action Strategy 8: Design open spaces to be centers of activity that include items such as benches, fountains, and public art, and orient surrounding buildings onto the open spaces. Ongoing Action Strategy 9: Provide physical and visual connectivity to adjacent neighborhoods and development employing a combination of strategies such as forming connections to the existing sidewalk network, parks and trails system, and surrounding commercial development, placing well-defined public access points along existing public streets, etc. Ongoing Industrial Park Objective: Enhance and clean up the industrial district to minimize the conflicts between industrial use and residential use and better integrated into the community. Ongoing Action Strategy 1: Enhance the visual appeal of the industrial park and create a more distinct identity. Completed Action Strategy 2: Partner with developers and property owners to explore reuse alternatives for vacant industrial properties. Completed Action Strategy 3: Utilize TIF funds to finance site preparation, building rehabilitation, and public realm improvements Completed Action Strategy 4: Promote green industries and training programs for green-collar jobs; Seek grants for green-collar job training. Completed Action Strategy 5: Encourage transition of existing manufacturing jobs to green industries Ongoing Action Strategy 6: Strengthen links between industry and community in areas of job training, apprenticeship, local employment programs, etc. Completed Residential Preservation & Enhancement Objective: Preserve and enhance the residential character of the neighborhood through investment in public infrastructure and by establishing or promoting programs that support investment in residential renovations and redevelopment of existing housing stock. Ongoing 14 Action Strategy 1: Work with private property owners to devise strategies for the redevelopment or replacement of underutilized and vacant buildings. Identify appropriate redevelopment alternatives that address the needs of the neighborhood. Ongoing Action Strategy 2: Design and install landscape and streetscape improvements to enhance property values and for community beautification. Ongoing Action Strategy 3: Establish residential design standards for building renovations and infill development. Completed Action Strategy 4: Acquire lots or building sites or execute land exchanges for infill development. Ongoing Action Strategy 5: Actively pursue code enforcement including demolition of dilapidated structures. Parcels that become available as a result of the demolition may be used for infill housing development or neighborhood parks. Ongoing Action Strategy 6: Enhance pedestrian safety by employing a combination of traffic calming measures such as reduced speed limits, better signage, and the use of elevated decorative crosswalks at primary intersections and the installation of sidewalks where none exists presently. Ongoing Action Strategy 7: Initiate community-based activities involving the youth and public safety staff to generate support and participation in local anti-crime programs and improve public relations with the staff. Ongoing Action Strategy 8: Continue to work with the City and neighborhood associations to conduct neighborhood planning exercises on a periodic basis to determine the specific needs of each neighborhood within the Redevelopment Area. Ongoing Action Strategy 9: Establishment of a Residential Façade Improvement Program as an incentive for property owners to paint, landscape and to improve the overall market appeal and value of the homes in the immediate area. Completed Action Strategy 10: Installation of Oriole Estates Neighborhood and school facility gateway features. OngoingA:17
15 2014 Community Redevelopment Plan Assessment 2014 Community Redevelopment Plan Goals/Objectives Status Continued to 2024 Update Streets & Corridors Objective: Integrate existing, viable commercial development into the redevelopment vision. Protect and expand the economic benefits of existing users while improving the corridor’s visual impact and market appeal. A strong identity of all corridors will encourage private sector investment that addresses the needs of the neighborhoods, the City, and the region Ongoing Action Strategy 1: Support expanded premium transit services on Oakland Park Blvd. and on State Route (SR) 7 including Bus Rapid Transit and/or Light Rail Ongoing Action Strategy 2: Continue physical improvements to enhance the overall visual appearance of commercial corridors such as redesigning and improving the corridor’s existing right-of-way conditions, especially for Oakland Park Boulevard and NW 31st Avenue. This includes constructing elements such as center median, sidewalks, landscaping, lighting, bus shelters, community gateway features and shared access to adjacent uses Ongoing Action Strategy 3: Utilize Tax Increment Fund (TIF) funds secured through County and other sources to finance site preparation, building rehabilitation, and public realm improvements. Ongoing Action Strategy 4: Continue the Commercial Façade Improvement Program as an incentive for property owners to improve the overall appeal and value of the commercial establishments in compliance with adopted design standards. Ongoing Action Strategy 5: Provide business owners and developers with incentives to upgrade existing commercial services and to partner in shaping the character of infill development. Ongoing16 Action Strategy 6: Identify and partner with key business owners and investors to support redevelopment efforts along the corridor. Ongoing Gateways Objective: Establish entrance gateways at critical intersections to create a distinct sense of arrival and to promote neighborhood and community identity for the Redevelopment Area. Ongoing Action Strategy 1: Install high quality and distinct gateway features at identified prime locations announcing the entrance to the City of Lauderdale Lakes. For the gateways to be effective, they shall be iconic, memorable, and inviting. Ongoing Action Strategy 2: Prioritize construction of gateway improvements in conjunction with other planned improvements. Ongoing Action Strategy 3: Establish neighborhood identification and directional signage programs announcing the entrance to the neighborhood at prime entry points. Ongoing Action Strategy 4: Ensure a coherent design for all the proposed gateways with integrated landscaping, urban design, and unified signage theme. Ongoing Action Strategy 5: Focus on the design of the elements of the street such as bus shelters and messaging board. These should serve a dual purpose: the one they are designed for and act as gateways and iconic features as well. Ongoing Redevelopment/Town Center Objective: Create a vibrant transit oriented mixed-use district designed as a compact and walkable town center that provides the social, cultural, and commercial focus for existing and future residents in the entire City. Ongoing Action Strategy 1: Concentrate a mix of integrated land uses within walking distance of transit. Ongoing Action Strategy 2: Provide high density and intensity of uses including residential, office, retail, and civic uses that are transit supportive. OngoingA:18
17 Action Strategy 3: Concentrate highest densities closer to transit; transition to lower densities towards existing single family neighborhoods. Ongoing Action Strategy 4: Implement architectural design guidelines. Completed Action Strategy 5: Prioritize walkability and balanced mobility. Provide bicycle facilities Ongoing Action Strategy 6: Design open spaces to be centers of activity that include items such as benches, fountains, and public art, and orient surrounding buildings onto the open spaces. Ongoing Action Strategy 7: Provide physical and visual connectivity to adjacent neighborhoods. Ongoing Action Strategy 8: Incorporate sustainable site design and innovative runoff treatment strategies. Ongoing Industrial Park Objective: Enhance and clean up the industrial district to minimize the conflicts between industrial use and residential use and better integrated into the community. Ongoing Action Strategy 1: Redevelop, market, and promote the Industrial Park as a green, sustainable Industrial Park. Completed Action Strategy 2: Enhance the physical appearance of the industrial park and create a distinct identity. Completed Action Strategy 3: Partner with developers and property owners to explore reuse alternatives for vacant industrial properties. Completed Action Strategy 4: Utilize TIF funds to finance site preparation, building rehabilitation, and public realm improvements Completed Action Strategy 5: Promote green industries and training programs for green-collar jobs; Seek grants for green-collar job training. Completed Action Strategy 6: Encourage transition of existing manufacturing jobs to green industries Ongoing18 Action Strategy 7: Strengthen links between industry and community in areas of job training, apprenticeship, local employment programs, etc. Completed Residential/Community Investment Objective: Preserve and enhance the residential character of the neighborhood through investment in public infrastructure and by establishing or promoting programs that support investment in residential renovations and redevelopment of existing housing stock. Ongoing Action Strategy 1: Work with private property owners to devise strategies for the redevelopment or replacement of underutilized and vacant buildings. Identify appropriate redevelopment alternatives that address the needs of the neighborhoods. Ongoing Action Strategy 2: Design and install landscape and streetscape improvements to enhance property values and for community beautification. Ongoing Action Strategy 3: Establish residential design standards for building renovation and infill development. Ongoing Action Strategy 4: Acquire lots or building sites or execute land exchanges for infill development. Ongoing Action Strategy 5: Actively pursue code enforcement including demolition of dilapidated structures. Parcels that become available as a result of the demolition may be used for infill housing development or neighborhood parks. Ongoing Action Strategy 6: Enhance pedestrian safety by employing a combination of traffic calming measures such as reduced speed limits, better signage, and the use of elevated decorative crosswalks at primary intersections and the installation of sidewalks where none exists presently. Ongoing Action Strategy 7: Initiate community-based activities involving the youth and public safety staff to generate support and participation in local anti-crime programs and improve public relations with the staff. Ongoing Action Strategy 8: Continue to work with the City and neighborhood associations to conduct neighborhood planning exercises on a periodic OngoingA:19
19 basis to determine the specific needs of each neighborhood within the Redevelopment Area. Action Strategy 9: Establishment of a Residential Façade Improvement Program as an incentive for property owners to paint, landscape and to improve the overall market appeal and value of the homes in the immediate area. Completed Action Strategy 10: Installation of Oriole Estates Neighborhood and school facility gateway features Ongoing CRA Commerce District Market the CRA-owned vacant site (known as Tarragon Site and Commerce Park) as a shovel-ready development site. This site should have maximum flexibility to allow for a variety of types of developments which would assist in driving job and economic growth within the CRA and City. Completed Summary Many of the Goals and Objectives within the 2001 Plan included general strategies for improving the public and private realm in the Community Redevelopment Area, and because the Goals and Objectives were general, they are ongoing. The 2009 and 2014 Plan had a more focused and specific set of Objectives and Action Strategies, many of which relate to current and past projects. Many of the projects and programs have been addressed in partnership with the City of Lauderdale Lakes, Broward County, and other organizations for implementation and funding sources. There are no specific redevelopment initiatives outlined in the 2014 Plan deemed to be inconsistent with current statutory requirements. The redevelopment programs and projects that have not been started or completed to date are likely due to capacity or resources. The 2024 Plan Update will enhance and build upon the existing priorities while continuing to concentrate on the following focus areas: Community Identity, Utility Infrastructure and Services, Multi-modal Transportation, Property Enhancements, Economic Development, and Recreation.A:20
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Ɖ ƌ ŝ ů Ϯ Ϭ Ϯ ϰ /dzK&>h Z> >< ^ KEKD/ΘDZ< d^^ ^^D Ed &KZZW>EDK/&/d/KE ϭͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ TABLE OF CONTENTS Executive Summary 2 i. Introduction 2 ii. Economic/Demographic Market Headlines 3 iii. Real Estate Market Headlines 3 iv. Headline Findings and Strategic Insight (Nodal Discussion) 6 Section 1: Geographic and Data Context 10 Section 2: Economic & Demographic Overview 13 2.A Population & Households 13 2.B Employment Trends 19 2.C Tapestry Segmentation 23 Section 3: Residential Market Overview 26 3.A For-Sale Housing Market 26 3.B Multifamily Rental Market 27 3.C Residential Market Outlook 30 Section 4: Office Market Overview 33 4.A Summary of Office Market Supply 33 4.B Office Market Outlook 36 Section 5: Retail Market Overview 37 5.A Summary of Retail Market Supply 37 5.B Retail Market Outlook 41A:22
Ϯͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ EXECUTIVE SUMMARY i. Introduction Lambert Advisory has completed the Economic and Market Assessment (Market Assessment) for Inspire Placemaking in association with the City of Lauderdale CRA Plan Modification being completed for the City of Lauderdale Lakes and its Community Redevelopment Agency (CRA). The objective of the Market Assessment is to establish a roadmap for redevelopment to revitalize the CRA and stimulate positive change. Specific to the economic and market analysis, the analysis is intended to: 1. Identify the City and CRA’s existing economic base; 2. Identify the market potential for future redevelopment within the City and CRA; and, 3. Assist in the preparation of conceptual redevelopment opportunities within the foreseeable future (defined to be within 10-years) aimed at redeveloping and revitalizing the subject area through various physical planning and regulatory initiatives. In all, the Market Assessment is a document that serves as a source of information and a statement of policy to help residents, businesses, community stakeholders, and City/CRA officials in making recommendations or decisions on matters relating to economic and redevelopment components of the CRA Modification Plan. The market research and analysis supporting this analysis was completed in February 2024. The body of this report includes an assessment of market conditions and trends impacting redevelopment and investment in the City, estimates of market potential of future redevelopment in the CRA, and findings as to initiatives that can help make the CRA Plan Modification implementable. It is important to note at the outset that the findings of estimated demand (by use) herein is based upon traditional methodologies for calculating demand and, therefore, provided as an envelope of opportunity for redevelopment planning. The ability to successfully build to this level of demand is dependent upon external variable such as availability of sites to accommodate this demand, the capacity of private owners to undertake large-scale development, and/or the existing infrastructure (ie. roadway, utility) for any particular redevelopment site that adequately supports near-term development without the need for excessive investment. At the same time, the opportunity for the City and CRA to exceed these demand levels is also possible if the City/CRA (or other public agency) provide incentives/subsidies that can help give the CRA a competitive advantage within respect to the surrounding competitive marketplace. The Executive Summary herein provides an overview of the major conclusions and findings which are detailed in the body of this report, as well as providing preliminary insight into key redevelopment sites/nodes that will be the subject of subsequent conceptual planning (note: the assessment of site/nodal redevelopment planning will be further evaluated in subsequent phases of the Modification Plan that will be led by Inspire). ϯͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ ii. Geographic, Economic and Demographic Headlines o The market assessment for the CRA Modification Plan is based upon the analysis of varying geographic areas (detailed in Section 1 of this report) and key among which include: Broward County; Trade Area (defined within a 10+ minute drive time from the center); City of Lauderdale Lakes; and, CRA. o The Trade Area has for the past decade outpaced the County and City in terms of population growth rate, though the rate of growth in all geographies has been steadily declining since 2000. Nonetheless, the City’s population is forecast to outpace both County and Trade Area population during the next several years. o The Trade Area and City have higher proportion of young children (under 19) compared to the County. However, they also have a higher proportion of adults 35 to 54 which is positive with respect to expenditure potential on goods and services. The City does have comparatively higher elderly population and it’s important that redevelopment focus on the needs of these residents. o The City is very ethnically and culturally diverse and unique compared to the County. Nearly 50 percent of the City’s population is foreign-born and of that population, nearly 95 percent is Caribbean born and largely dominated evenly between Haiti and Jamaica. This overall diversity provides a dynamic attribute for the community and its ability to not only support a diverse range of goods and services, but a potentially distinctive identity that can be leveraged to enhance its capture of Trade Area demand and area beyond. o The Trade Area ($48,900) and City ($41,700) household income levels are notably lower than the County ($65,800) which poses certain challenges to redevelopment. o The Trade Area and City have a large share of moderate wage sectors including retail an
ϰͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ of Oakland Park Blvd) and a lot of which is auto related. In terms of redevelopment within the CRA, industrial is not considered to be the highest and best use. First, large tracts of land would be needed to to build any industrial of scale. Furthermore, while new industrial may create added property value to the CRA, it wouldn’t create nearly the level of jobs as office, the consumer expenditure potential that would come with residential, and/or the jobs and street-front presence that would come with retail. Residential o The for-sale housing market (single-family and townhome) has seen significant increase post- pandemic, and in-line with the broader region. Specific to townhomes, there have been approximately 125 units built in the past 10 years (and in 2018 and 2019), with average pricing increasing from under $250,000 pre-pandemic to nearly $370,000 currently. o The Trade Area has averaged 150 units of new multifamily rental supply per year for the past 10 years while the City has added 315 units (Bella Vista) during this timeframe. o Following the Pandemic, multifamily vacancy rates in the Trade Area dipped below 4 percent, while the City had vacancy of less than 2 percent, even with the addition of new supply. Vacancy ticked up to 3 percent in the City and nearly 7 percent in the Trade Area, the vacancy should remain relatively low for the foreseeable timeframe given a modest slowdown in development. o The Trade Area’s average monthly rental rate for new development (within 10 years) is approximately $2,200, compared to nearly $ 2,800 for the County. Bella Vista is reporting average rents in the $2,100 to $2,200 range. o There is one 300-unit market rate multifamily development currently under construction in the entire Trade Area. o Based upon household growth projections and demand capture, there is estimated demand for approximately 500 to 700 market rate multifamily rental units in the City within the next 10- years and the CRA should be in a position to capture a large portion of this demand. There is estimated demand for 125+ townhome units which would likely be positioned within infill development site – or existing residential and/or commercial sites that may be repurposed. o It is critical to point out that the assessment of residential supply and demand associated with the Modification Plan does not specifically include affordable and workforce housing. The intent is not to dismiss this sector and the reason is that affordable/workforce housing is (and has been for a long time) a publicized crisis on a national scale; and, particularly, throughout the South Florida region. Unfortunately, the demand for affordable/workforce housing far exceeds supply and the funding available to significantly close this gap is far too limited. That said, we strongly believe that that planning for additional affordable/workforce housing units within the City and CRA is a necessity. Moreover, the opportunity to promote mixed-income development is recommended as it correlates with US HUD’s mission to advocate upward mobility for lower and moderate income ϱͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ families; as well as, potentially provide measurable amounts of public funding supporting financial viability for both market rate and affordable/workforce development. Office o The entire Trade Area has seen less than 50,000 square feet of office space built in the past 10 years, and none in the City for more than 20 years. o The County’s office market overall has been fairly robust for the past 10 years averaging net absorption of approximately 600,000 square feet per year. The Trade Area averaged approximately 40,000 square feet per year, which brought vacancy down from 16 percent in 2014 to 10 percent in 2023. o The City’s office vacancy is approximately 15 percent, which is notably lower than its more than 30 percent vacancy in 2016. Furthermore, there has been over 150,000 gross square feet of leasing activity in the medical office sector, which portends well for potential future development. o Lease rates in the Trade Area and City overall, though, are lagging at nearly 30 percent below that of the County and at levels that make support for new development challenging from a financial perspective. There is currently no office space under construction in the entire Trade Area. o In spite of the fact that there has been very limited new office development in the Trade Area and City, the medical office sector in the City has been relatively active. In light of the City’s elderly population, the opportunity to plan for new medical office, with additional support for professional services, is warranted. In this regard, demand for 50,000 to 100,000 square feet of office space should be planned during the next 10 years and the majority of which can be capt
ϲͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ o Although the City has 1.5 million square feet of retail, it represents 41 square feet of retail per resident compared to 58 square feet Countywide, and between 50 and 70 square feet for several municipalities with a similar population base (Hallandale Beach, Oakland Park and Margate). Moreover, while the City is seemingly well served by grocery and food stores, there is anticipated to be an opportunity to add a branded grocer (ie. Publix); particularly, as investment occurs within the CRA and new multifamily residential is potentially expanded. o Based upon projected resident, worker and visitor growth, there is forecast to be upwards of 150,000 square feet of retail space in the City during the next 10 years. However, some of this demand will likely be absorbed within repositioned existing properties that are in serious disrepair and functionally obsolete. Nonetheless, as redevelopment occurs and namely new residential, the CRA should be in a strong position to capture much of this potential demand within the next 10 years, including larger format grocer. More so, is the opportunity to leverage the City’s cultural diversity to expand upon unique shopping and dining experiences. iv. Headline Findings and Strategic Insights The economic and market supply/demand analysis both at regional, Trade Area, and City level indicates significant opportunity to plan for larger-scale redevelopment in the CRA. However, there are also notable challenges, and among which includes the fact that the City (and/or other public entity) has very limited control with regard to property ownership; therefore, it is incumbent upon the private sector to make the investment – and, in turn, take the correlating risk – and to capture the demand for residential and commercial development that is occurring throughout the surrounding market area. The City/CRA understands the need to create and implement a modified CRA planning initiatives aimed at encouraging and supporting the private sector to participate in this effort. Key Takeaways from Broader Economic and Market Factors A summary of headline takeaways from the economic market assessment for the City and CRA include: ✓ Broward County continually approaches build-out in regard to large swaths of buildable land to accommodate development of critical mass. With this continued diminution, infill development will be needed to accommodate future growth. While the City of Lauderdale Lakes and its CRA will certainly be competing with numerous communities to attract redevelopment, the City/CRA is practically at the epicenter of the County from a geographic perspective. ✓ There is no reason not to believe that, in time, the City and its CRA can position itself to effectively capture demand from the on-going growth that envelopes this community. Presumably, this is in part what the County/MPO foresees as the City’s population is forecast to outpace the County and Trade Area during the next several years. ✓ The City and Trade Area’s cultural diversity and broad mix of household types (in terms of age and ethnicity) portends well for redevelopment as young households/families continue to grow and ϳͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ enhance expenditure potential, while its elderly population creates demand for quality senior housing and services. ✓ Though the focus of redevelopment planning in the CRA is longer-term in nature, it is noteworthy to recognize the City’s Caribbean culture and further leverage it to provide additional unique offerings that will help gain a competitive advantage in strengthening the availability of commercial goods and services. These are the near-term opportunities that the City/CRA can focus on together with property owners to provide some of these needs. ✓ Based upon discussions with industry representatives such as brokers, developers and/or property managers, there is far more focus on the challenges associated with redevelopment in Lauderdale Lakes as opposed to opportunities. The CRA’s planning modification should be a very useful tool in improving and broadening investment over time. As noted above, and as it relates to demand for residential, office and retail opportunities guiding the CRA planning modification process, the focus of redevelopment planning is defined within a relatively foreseeable timeframe; or, within a 10-year period. Accordingly, the objective at this stage is to define estimates of market-driven demand by use at the City level; noting, however, that the CRA is in a very strong position to capture the lion’s share of this demand given the fact that it encompasses a vast majority of the major corridor’s and among which have several larger under-utilized properties that may be well positioned for mixed-use development of critical mass. Furthermore, an understanding of red
ϴͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ At the outset, Inspire prepared a cursory assessment of under-utilized properties within the CRA that may be strong candidates for large-scale redevelopment. The analysis compares building value to land value of the properties with a building on it and based solely on the Building Square Foot field from the Broward County Property Appraiser (BCPA) database. By dividing Building Value by Land Value, if a parcel has a number less than 1, then the parcel is generally considered to be underutilized. Based upon this initial assessment, there are effectively only four singularly-owned parcels comprising more than 5 acres – which we consider to be an absolute minimum to accommodate mixed-use development of critical mass that does not require costly structured parking. Again, this does not limit the redevelopment planning to these specific sites, it is simply a first step to subsequent planning efforts. As identified in the map below these include: 1.) A 20+ acre parcel at the intersection of N.W. 31st Avenue/N.W. 39th Street which actually has several existing single-family homes on the property and the building value is likely based on one structure; 2.) A roughly 10-acre property on the north side of Oakland Park Boulevard and N.W. 33rd Street that is owned/occupied by a religious institution and preparatory school; and, 3.) The nearly 8-acre parcel on the north side of Oakland Park Boulevard (just east of SR7) and owned by FP&L; and, 4.) A 9+ acre parcel fronting SR7/N.W. 44th Street with a large commercial building and surface parking. Lauderdale Lakes CRA – Assessment of Under-Utilized Properties (Source: BCPA; Inspire) ϵͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Although the assessment of under-utilized properties above yields limited potential for larger-scale and/or mixed-use redevelopment, we view it as a jumping-off-point in the scheme of longer-term redevelopment planning. The reason being that while the property (and the structure on it) may be fully functional and provide measurable value to its owner, an alternative use (or uses) providing for significantly greater density than what currently exists can potentially create measurably more value to the owner – of course, provided redevelopment is financially viable. Nonetheless, the regulatory and physical planning associated with the CRA modification is intended to spur redevelopment and maximize market potential; but, most importantly, completing the process with input and support from residents and stakeholders. As a result, the plan is a mechanism for encouraging existing property owners to invest/redevelop or encourage the professional development community to aggregate smaller underutilized properties to accommodate a more prolific redevelopment concept. Therefore, the longer-term conceptual planning process should also consider location and/or certain property characteristics irrespective of its value and/or functionality today. In light of this, we believe that among the highest priorities for redevelopment is the focus on the intersection of Oakland Park Boulevard and SR7, inclusive of its four-corners. It is the confluence of two major roadways and serves as a “gateway” property for the CRA. Whereby historically these major intersections throughout the County were solely focused on commercial development, they are increasingly becoming anchor properties for mixed-use development, including but not limited to more suburban areas such as Plantation, Sunrise, Miramar among others. Additionally, it is important to conceptualize opportunities for infill and or other properties along major roadways and, particularly, larger parcels that can accommodate retail along the frontage with potentially an integrated mix of multifamily residential and office (and even hotel in select cases) such as the intersection of Oakland Park Boulevard and N.W. 31st Avenue. The following sections of this report provide detailed research, analysis and applicable documentation supporting the findings herein. A:26
ϭϬͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ SECTION 1: GEOGRAPHIC AND DATA CONTEXT As the basis for evaluating the market potential and opportunities for redevelopment guiding the Lauderdale Lakes CRA Update Plan (CRA Plan), the study herein examines demographic, economic, and real estate market trends and forecasts (both residential and commercial) for various geographic areas. The assessment of varying geographies is based upon certain economic, demographic, real estate trend and conditions that provide historical, current and prospective context at both a regional and local level and for which certain supply and demand factors may differ by property type/use. Historic data, estimates, and projections for the broad range of information in a market study – demographics, income, residential and commercial real estate, among others – are available based on varying geographies. Demographic information, for instance, is most widely available for the set hierarchy of US Census geographies. Residential and commercial real estate data, on the other hand, is available for specifically defined boundaries by integrating our GIS with resources with Broward County Property Appraiser (BCPA) data, as well as Costar (a leading global real estate data and analytics company) and/or other sources. At the broadest level, the analysis herein observes key economic and market trends for Broward County and, namely, the historical and forecasting data that is produced by sources including but not limited to US Census, Broward County, and Broward Metropolitan Planning Organization (MPO). The consideration of regional activity provides economic context for the narrower City and CRA. This profiling applies to an area’s existing and potential “capture” of economic activity that occurs at the broader geographic levels – that is, for example, the proportion of office space demand in Broward County, based on County employment projections that can be leased in a district’s office space. Another key geographic area used for this analysis includes what is commonly referred to as Primary Trade Area (Trade Area), or the geographic boundary that generally produces upwards 50 to 80 percent of demand for goods and services. This is mostly associated with retail and commercial uses, though the underlying economic and demographic characteristics helps to understand opportunities associated with other uses such as housing and office. The map below identifies the boundaries for the Trade Area and largely defined by a 10+ minute drive-time; or, roughly a 3+ mile radius from the City’s center. As a base, the analysis herein utilizes Costar to understand long-term development and performance trends among multiple asset classes. Notably, though, we conduct in-field discussions with industry representatives to support the information. The following is a map of the City of Lauderdale Lakes Trade Area: ϭϭͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ City of Lauderdale Lakes CRA Trade Area While the focus of the economic and market data collection is evaluated these larger geographic boundaries, it is important to understand the focus of this study is the on the City and more narrowly on the CRA – as shown below.A:27
ϭϮͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ City of Lauderdale Lake CRA Boundary Map ϭϯͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ SECTION 2: ECONOMIC AND DEMOGRAHIC OVERVEW The economic and demographic overview completed for the economic and market assessment herein focuses intently on the key trends and conditions that have occurred within the City of Lauderdale Lakes, and surrounding Broward County region during the past several years. However, the analysis herein provides a more concentrated focus on trends and conditions that have occurred both inside and outside of the CRA and, particularly, during the past the recent past (within 10 years). The core objective of the economic and demographic profile is to understand the variables that not only “drive” economic development uses but also highlights areas the City should focus on for future economic development plans and goals. 2A: Population and Households Overview Presently, the City of Lauderdale, with a current population of approximately 35,900, is 19th largest of the County’s 35+ municipalities and/or census designated places (CDP). Like many cities throughout the region, there is diminishing readily available land for development and growth; however, the City’s and CRA’s continued effort to encouraging redevelopment and repositioning of under-utilized properties citywide is the basis for the economic/market assessment and strategic planning effort herein. From 2010 to 2020, the City’s population increase from 32,293 to 35,954, or an average annual growth rate of 0.98 percent. Comparatively, the County’s population increased by 1.1 percent during this timeframe. The Trade Area increased from 207,798 to 237,000 during this period, or 1.3 percent average annually and represents roughly 12 percent of the County’s population. Trade Area, City and County: Demographic Snapshot, 2010-2022 (Source: US Census) The growth rate of the population in the Trade Area has outpaced that of the County and City since 2000 and is forecast to continue through the next two decades. However, the growth rate, while still robust in both the Trade Area and the County, is projected to decline, while the City is actually forecast to remain nearly in-line with the historical trends and outpace the County and Trade Area. Trade Area City of Lauderdale Lakes Broward County Total Population ACS 2021 237,390 35,898 1,930,983 2010 ACS Population 207,874 32,547 1,734,139 2010 Census Population 207,798 32,593 1,748,066 Households ACS 2021 85,912 13,041 747,715 Avg. HH Size ACS 2021 2.81 2.73 2.62 Median Household Income ACS 2021 $48,870 $41,644 $65,747 Per Capita Income ACS 2021 $23,814 $19,747 $36,451 % Above $50K ACS 2021 48.0% 41.7% 60.8% Owner Occupied Households % ACS 2021 56.0% 48.8% 62.7% Renter Occupied Households % ACS 2021 44.0% 51.2% 37.3%A:28
ϭϰͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Regional, Trade Area Population Growth Trend: 2000-2010, 2010-2022, Forecast 2045 (Source: US Census) Population projections from the Broward County MPO, from 2021 to 2045, indicate the strongest population growth in the City, and effectively the Trade Area. is projected to occur in the core. Population Growth Projections: 2015-2045 (by TAZ) (Source: Broward County MPO) 0.48% 1.22% 0.81% 0.88% 0.50% 0.91% 0.00% 0.20% 0.40% 0.60% 0.80% 1.00% 1.20% 1.40% 2021-20452010-2021 Trade Area City of Lauderdale Lakes Broward County ϭϱͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ The median age of the population in the City is 36.5, and relatively young, when compared to the County at 41. City and Trade Area have modestly higher proportion of families with children compared with the County which is indicative of higher average household sizes - Trade Area (2.8), City (2.73) and County (2.62). The City does have a notably higher proportion of elderly population. Demographic Snapshot – Age: 2022 – C i t y , Trade Area & County (Source: US Census) In terms of race and ethnicity, the County has a higher share of “White alone” residents (34%) compared to the Trade Area (12%) and City (6%), while the Trade Area and City have a higher share of “Black or African American alone” (68% and 82%, respectively) compared to the County at 28% percent. Demographic Snapshot - Ethnicity: 2022 - City, Trade Area and County (Source: US Census) However, it is critical to highlight the City’s ethnic and cultural diversity and uniqueness. As shown in the table below, the City’s foreign-born population is just under 50 percent of total population and 90 percent of which is from Latin America. 0.0% 5.0% 10.0% 15.0% 20.0% 25.0% 30.0% Under 19 20-34 35-54 55 – 65 65+ Trade Area City of Lauderdale Lakes Broward County 0.0% 10.0% 20.0% 30.0% 40.0% 50.0% 60.0% 70.0% 80.0% 90.0% 100.0% Hispanic or Latino (of any race) Not Hispanic or Latino White alone Black or African American alone American Indian and Alaska Native alone Asian alone Native Hawaiian and Other Pacific Islander alone Some other race alone Two or more races Trade Area City of Lauderdale Lakes Broward CountyA:29
ϭϲͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ City of Lauderdale Lakes – Foreign Born Population Origin (2010 and 2022) (Source: US Census) For the majority Latin American foreign-born population, almost 95 percent is Caribbean born and dominated evenly between Haiti and Jamaica. This overall diversity provides a dynamic attribute for the community and its ability to not only support a diverse range of goods and services, but a potentially distinctive identity that can be leveraged to enhance its capture of Trade Area demand and area beyond. City of Lauderdale Lakes – Latin American Population Origin (2010 and 2022) (Source: US Census) Trade Area has significantly higher proportion of renter households at 57 percent compared to 40 percent for the County, while less than half, 43 percent, of the households in the Trade Area are owner occupied, compared to 60 percent in the County. While higher renter household levels tend to indicate less household investment (compared to homeownership), it bodes well for opportunities to expand and enhance rental product in the area. 2010 2022 Total Foreign Born Population 15,022 17,528 Percent Total Population 46.2% 48.8% Europe 4.5% 2.3% Asia 1.7% 3.8% Africa 1.4% 0.4% Oceania 0.0% 0.0% Latin America 87.8% 89.3% Northern America 4.6% 4.1% Percent of Foreign Born Population Percentage from Latin America 2010 2022 Latin America: 13,189 15,197 Caribbean: 93.6% 94.3% Bahamas 2.7% 0.7% Barbados 0.3% 0.0% Cuba 1.3% 1.6% Dominica 0.8% 0.3% Dominican Republic 1.1% 0.5% Grenada 0 0 Haiti 37.0% 42.0% Jamaica 46.2% 44.3% St. Lucia 0.0% 0.0% St. Vincent and the Grenadines 0.0% 0.2% Trinidad and Tobago 2.0% 3.7% West Indies 0.9% 0.4% Other Caribbean 0 0 ϭϳͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ City, Trade Area and County Housing Tenure, 2021 (Source: ACS) The City’s median household income is notably lower than that of the County at $41,700. Though the Trade Area is stronger at nearly $49,000, it too trails the City by a considerable margin. City, Trade Area and County Median Household Income (Source: ACS) It is worth noting that in spite of the relatively modest income levels in the City and Trade Area, there are pockets of upper-income households in the core of the City including relatively large areas with household incomes above $65,000. $48,870 $41,644 $65,747 $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 $70,000 2021 Trade Area City of Lauderdale Lakes Broward CountyA:30
ϭϴͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Median Household Income, by Block Group 2022 (Source: ACS) The City’s per capita income is slightly below $20,000, which is 45 percent below the County. This is a slightly larger gap than the household income differential which is in part attributed to the slightly higher average household size. The opportunity to increase the income levels over the long-term through economic growth and redevelopment in the City will have significant implications on the expansion of goods and services supporting its residents. City, Trade Area and County - 2021 (Source: ACS) $23,814 $19,747 $36,451 $0 $10,000 $20,000 $30,000 $40,000 2021 Trade Area Lauderdale Lakes Broward County ϭϵͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ With regard to commercial goods and services for the City and CRA, both Oakland Park Boulevard and State Road 7 (US441) are the most prominent and active transit artery serving the City and CRA, with Average Annual Daily Traffic (ADT) exceeding 40,000 cars and supportive of commercial/retail activity. Trade Area Traffic Volume (Source: FDOT) 2B: Employment Trends From a regional perspective, Broward County’s total employment increased from 695,625 to 816,836 between 2010 and 2020, or an average annual growth rate of 1.6 percent. The County is dominated by Retail Trade and Health Care and Social Assistance sectors. The following chart illustrates the industries with the highest growth rates, as well as average annual wages for each sector.A:31
ϮϬͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Broward County Employment Growth Rate Between (2010 and 2020) and Wage by Sector Source: FDEO Looking ahead, the County’s employment is forecast to increase by approximately 63,000 total jobs between 2022 and 2030, with the strongest growth anticipated in the Education and Health Services and Professional and Business Services sectors. This signifies positive opportunities for the region and, especially, for higher wage job opportunities. Broward County Employment Projections by Sector (2022 and 2030) Source: FDEO Ϯϭͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ For the City, Health Care and Social Assistance and Retail Trade dominate employment and these are traditionally more moderate wage sectors. However, it is also observed that there is a relatively notable presence within the Finance, Insurance, and Real Estate (FIRE) sectors at 12.5 percent of employment, which is encouraging and an opportunity to leverage future employment growth within these higher wage sectors. In contrast, there is a fairly small presence of Professional Business Services and Tech/Scientific which is an area to focus on in the future given their strength in wages. City of Lauderdale Lakes – Top 10 Employment Sectors (Source: Census OnTheMap) For the Trade Area, Educational Services, Health Care and Social Assistance, and Retail Trade sectors dominate. FIRE comprises only 5.7 percent of the employment, while Professional Business and Tech and other related sectors combined comprise 4.5 percent. Trade Area – Top 10 Employment Sectors (Source: Census OnTheMap) 0 500 1,000 1,500 2,000 2,500 3,000 3,500 Health Care and Social Assistance Retail Trade FIRE Administration & Support, Waste Management and Remediation Accommodation and Food Services Wholesale Trade Public Administration Management of Companies and Enterprises Construction Manufacturing 0 5,000 10,000 15,000 20,000 25,000 30,000 35,000 40,000 2021 Educational Services Health Care and Social Assistance Retail Trade Administration & Support, Waste Management and Remediation FIRE. Construction Accommodation and Food Services Professional, Scientific, and Technical Services Wholesale Trade ManufacturingA:32
ϮϮͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Employment density in the Trade Area and, particularly in core that is defined by the CRA, is somewhat sparse, with the largest concentrations on the west side of the Trade Area in Lauderhill (Manufacturing) and east in Oakland Park. Trade Area Employment Density (Source: US Census OnTheMap) According to US Census on the Map in 2021, which is the most recent available data for the Trade Area, there are 15,037 people employed in the Trade Area. Of this total, 15,037 Trade Area workers live outside the Trade Area. Although there is no real standardized benchmark for this metric, larger and more economically diverse geography should have higher ratio closer to 20 percent (or more). Therefore, the ability for the City and CRA to capture a greater share of this existing employment base should be attainable and presents a strong opportunity to develop more housing in the area. Ϯϯͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Trade Area Jobs Inflow/Outflow 2021 (Source: US Census-On the Map) 2C: City of Lauderdale Lakes - Demographic Tapestry The economic and demographic overview set forth above provides the foundation for guiding redevelopment planning for the City and, specifically, the CRA. There are notable strengths in the City’s forecasted growth along with its diversity and culture, and there are also some challenges as it pertains to overall income levels. Moreover, the redevelopment prospects for the City and CRA are not just defined to its own geography, but a large sphere of influence (Trade Area) from which to focus planning efforts to capture at the very least its fair share of Trade Area growth and with an eye on capturing more than its fair share. In the effort to drill down further into the demographic and socioeconomic characteristics of a community, a Tapestry Segmentation analysis is often conducted to better understand a community’s or neighborhood’s distinct lifestyle and consumption behavior pattern. This is primarily geared toward the retail sector, though its application can translate to housing and industry. The Tapestry Segmentation is based upon data and findings from ESRI, a leading global GIS software, location intelligence and mapping company. According to ESRI, the Tapestry Segmentation classified US neighborhoods into more than 60 unique segments based upon demographic and socioeconomic characteristics. For the City of Lauderdale Lakes, a Tapestry Segmentation analysis was performed and illustrated below. It is important to note that the boundaries conform to Census Block Groups and, therefore, a small portion of the City’s boundary is not accounted for since they bifurcate Block Groups.A:33
Ϯϰͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ City of Lauderdale Lakes – Tapestry Segmentation (Source: ESRI) As shown above, there are 5 dominant “lifemodes” for the City. The table below identifies these segments and provides a summary of key characteristics for each. Ϯϱͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ City of Lauderdale Lakes – Tapestry Segmentation (Source: ESRI) Category Sample Characteristics Hometown • Growing up and staying close to home; single householders. • Close-knit urban communities of young singles (many with children). • Owners of old, single-family houses, or renters in small multiunit buildings. • Religion is the cornerstone of many of these communities. Middle Ground • Lifestyles of thirty somethings, Millennials in the middle • Single/married, renters/homeowners, middle class/working class. • Majority of residents attended college or attained a college degree. Online all the time • Leisure includes nightlife (clubbing, movies), going to the beach, some travel and hiking. Midtown Singles • Millennials on the move—single, urban. • Millennials seeking affordable rents in apartment buildings. • Work in service and unskilled positions, usually close to home • Single parents with very young children. Senior Styles • Senior lifestyles reveal the effects of saving for retirement • Households are commonly married empty nesters or singles living alone; homes are single family (including seasonal getaways), retirement communities, or high-rise apartments. • More affluent seniors travel and relocate to warmer climates; less affluent, settled seniors are still working toward retirement. Sprouting Explorer • Young homeowners with families. • Multilingual and multigenerational households with children who represent second- , third-, or fourth-generation • Hardworking and optimistic, most residents aged 25 years or older have a high school diploma or some college education. • Shopping and leisure also focus on their children For the most part, the “lifemodes” as ESRI defines them correlate to the demographic findings in preceding sections. However, there are three “lifemodes” that stand out and define the community today and are key focal points for future growth, including: Hometown – which are generally young households staying close to home with strong values. These are the households upon which to retain and seek to provide quality housing as their careers continue to evolve and families expand; Middle Ground – categorized as educated Millennials that provide a strong resource for new quality housing, as well as retail/entertainment that accommodates their leisure interests; and, Senior Styles – which ties to the higher proportion of elder households compared the Trade Area and County, and are still active and supportive of retail/entertainment and cultural experiences. A:34
Ϯϲͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ SECTION 3: RESIDENTIAL MARKET OVERVIEW This section provides an overview of the residential market trends and conditions within the County, City and Trade Area. Notably, it includes an assessment of key comparable/competitive property trends that will be instrumental in assessing performance for potential residential redevelopment. 3A: For-sale Housing Market Snapshot The for-sale housing market snapshot is intended to provide an understanding of general development and value trends in the single family and townhome markets; though, the focus is more intent on the townhome since this is the more likely ownership product that would be envisioned for redevelopment given limited land availability for single family product. In that regard, Townhome development has fluctuated yearly during the past 10 years but averaging 90 units per year during that timeframe. City and Trade Area Townhome Development Trends – 2014 to 2023 (Source: BCPA) The City had 124 total townhome built in the past 10 years and all of which was delivered in 2018 and 2019. In terms of value trends for the Trade Area, the average single-family home jumped more than 70 percent from 2019 to 2023, while the City increased more than 60 percent. which is in large part attributed to historic low mortgage rates and post-pandemic activity that flourished from unprecedented investment in South Florida from not only the Northeast US, but California and Texas. Trade Area Single-Family Average Sale Price Trends (Source: BCPA) 0 50 100 150 200 2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 Trade Area City $0 $100,000 $200,000 $300,000 $400,000 $500,000 0 500 1,000 1,500 2,000 2018 2019 2020 2021 2022 2023 Price Volume $266/SF Ϯϳͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ This trend generally applies to the Trade Area and City’s townhome markets, with the Trade Area average pricing increasing from $226,000 in 2019 to $368,000 in 2023, with a peak in sales volume in 2021 and 2022. Trade Area Townhome Average Sale Price Trends Source: BCPA 3B: Multifamily Rental Market Snapshot While insight into the single-family housing market provides a benchmark assessment of housing activity and pricing trends within the City and surrounding market area, land constraints dictate that the future of housing development will be dominated by multifamily housing; and, the primary driver will be in the rental sector. It is widely acknowledged by local officials, real estate market analyst and developers, that the multifamily apartment market in major communities throughout Florida has surged in recent years, with significant growth in inventory, relatively strong and stable occupancy rates and unprecedented increases in rental rates. County, Trade Area and City Multifamily Rental Inventory – 2023 (Source: Costar) $0 $100,000 $200,000 $300,000 $400,000 0 100 200 300 400 500 2018 2019 2020 2021 2022 2023 Price Volume $255/SFA:35
Ϯϴͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ The inventory of multifamily units in Broward County was at 132,513 in 2011, increasing by 38,343 to more than 177,000 units in 2023. In the Trade Area, the inventory of multifamily units is at 18,119, and has increased 1,500 units during the past 10 years and currently represents 11 percent of the total inventory in the County. The inventory of multifamily units in the City of Lauderdale Lakes totals 3,632 units, or 20 percent of the Trade Area, with Bella Vista (315 units) being the only new multifamily development in nearly 20 years. County, Trade Area and City Multifamily Rental Development – 2014 to 2023 (Source: Costar) The vacancy rate for multifamily in all three market areas is comparable and has been stable. In Broward County the vacancy rate was 6.0 percent at year-end 2023 but was as low as 3.8 percent in 2021. In the Trade Area, the vacancy rate was 5.8 percent at year-end 2023, and was less than 3 percent in 2021. In the City of Lauderdale Lakes, the vacancy rate at year-end 2023 was at 3.0 percent which is near its historical low in 2021. The City did see vacancy increase to over 7 percent in 2020 with the introduction of Bella Vista, however, the market stabilized quite quickly and is in a strong position to absorb new demand. County, Trade Area and City Multifamily Rental Vacancy Trend (2014-2023) (Source: Costar) Ϯϵͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Post-pandemic multifamily rental activity and performance follows much the same pattern as the for-sale market – tremendous growth in rental rates. The average asking base rent for multifamily in Broward County increased from $1,435 ($1.50/sq. ft.) in 2014 to $2,125 in 2023, or an average annual growth rate of 4.0 percent; however, from 2020 to 2023 the average annual growth rate was nearly 8 percent. In the Trade Area, the average asking base rent was $1,088 ($1.14/sq. ft.) in 2014, increasing by an annual average of 4.5 percent to $1,688 ($1.82/sq. ft.) in 2023 but with an average 8 percent growth rate from 2020 to 2023. In the City, the average asking base rent increased from $991 ($1.12/sq. ft.) in 2014 to $1,615 ($1.82/sq. ft.) in 2023, equal to an annual average increase of 5 percent and an average 9 percent growth rate from 2020 to 2023. County, Trade Area and City Multifamily Avg. Asking Rental Rate Trend (2014-2023) (Source: Costar) Over the past 10 years, the Trade Area had net absorption of 1,500 units, which is directly in line with the trend in new supply delivery. This bodes well for the market area’s ability to maintain balance and support a steady addition of new multifamily rental housing. As noted, the City has had only 315 units added in the past 20 years – discussed further below. County, Trade Area and City Multifamily Net Absorption Trend (2014-2023) (Source: Costar)A:36
ϯϬͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Bella Vista is a 315-unit rental property located south of West Oakland Park Boulevard between N.W. 35th Avenue and N.W. 36 Avenue. The development comprises approximately 50 percent one-bedroom units, 32 percent two-bedroom units and 18 percent 3-bedroom units. The following is a summary of unit mix, average unit size and rental performance according to Costar: One Bedroom Units: the one bedroom units average 650 square feet with an average monthly rent of $1,764 ($2.21 per square foot); two-bedroom units are an average 945 square feet with an average monthly rent of $2,260 ($2.39 per square foot); and, three- bedroom units are 1,107 square feet with an average monthly rent of 42,684 ($2.41 per square foot). The overall average monthly rent is $2,087 ($2.52 per square foot) which is notably higher than both the City and Trade Area averages. The property reportedly leased up to a stabilized 95+ percent occupancy within 24 months of opening (in 1st quarter 2023), however, current data indicates occupancy is now just below 90 percent. Presently, there is one multifamily development under-construction in the entire Trade Area, which is a 300- unit complex (called PIXL) located on Sunrise Boulevard just west of SR7 and slated for completion mid- 2024. 3C: Residential Market Outlook Assessing the demand and opportunity for residential redevelopment within the City and CRA focuses on the population/household growth and comparable/competitive housing market within the Trade Area. Given the relatively limited land availability in the Trade Area, including the City and CRA, residential growth will continue to be largely infill higher density multifamily development, as well as moderate density townhome. From a housing demand perspective, historical population growth trends (as discussed in preceding sections), coupled with recent housing development trends, provides the foundation for the residential outlook in the foreseeable future. In terms of market-rate multifamily rental demand forecasting, there are a number of factors to consider. First, is natural population and household growth. As summarized in the following table, and based upon the MPO’s population/household projections, the Trade Area is forecast to increase population at 0.48 percent per annum for the next several years, which would generally add 255 new renter households on average per year during the next 10 years. In accordance with Census data, there are 14 percent of renter households in the Trade Area with incomes greater than $75,000 which is estimated to be the minimum threshold needed to support new market-rate multifamily housing with average monthly rents above $2,000), this yields slightly less than 40 units of demand per year upon which new development in the CRA will compete in the future. While this demand promotes new multifamily housing development, it alone does not support large scale development. Trade Area – Qualified Renter Household Demand from Net New Household Growth (Source: US Census, MPO, Lambert) 2,543 Total New Renter HH's/Avg. Annually 254 Avg. TotalHH Per Year 14% Renter HH's > $75K HH Income 36 Qualified Renter HH's ϯϭͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ The fact is, multifamily demand for new development is heavily driven by capturing market “turnover” of existing tenants in Trade Area, and accounts for inflow and outflow migration. As set forth below, there are more than 18,000 multifamily units in the Trade Area; though, and as noted above, 14 percent would be income eligible for new rental housing. Based upon data from Statistica, 44 percent of multifamily housing turns-over annually on average. If the City continues to capture its 15 percent proportionate share of Trae Area households, there is estimated to be more than 170 units of demand generated within the City yearly. Add to this, potential capture of existing workers in the area that do not currently live in the area but would likely have a preference to live near work, this would increase the annual demand for new multifamily housing to roughly 200 units Citywide and upon which the CRA will capture a large portion of this demand. It is important to recognize, though, that this is considered an “envelope” of demand potential and multifamily development at any given is subject to a number of variables such as broader economic cycles, availability of readily buildable sites accommodating development of critical mass, capital markets among others. Nonetheless, the analysis herein indicates that within a 5- to 10-year period, demand for new market-rate multifamily housing within the City should be in the 500 to 700 units, with the CRA having the potential to capture a large share of this demand. Multifamily Rental Demand, Trade Area and City (Source: Costar, US Census, Lambert) Importantly, th
ϯϮͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ • This demand does not include affordable/workforce households which is in abundance throughout the County. The opportunity to consider mixed-income housing would only increase the redevelopment capacity and provide much needed support to low- and moderate-income families; • Multifamily development occurs within mid-density development (20-25+ units per acre); and within 2 to 3 individual developments with surface parking; and, • Financial viability is not a given and, particularly, as it relates to land cost and construction costs. In addition to the assumptions above, the opportunity to build townhome (for-sale) product is also recommended. Based upon historical development trends, planning for upwards of 125 townhomes in the City during the next five years is supportable. It is envisioned that townhomes would be built within infill development sites and in phases. ϯϯͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ SECTION 4: OFFICE MARKET OVERVIEW 4A: Summary Of Office Market Supply Trends From a broader regional perspective, Broward County’s office space grew from 69.8 million in 2013 to 75.1 million square feet in 2023, a total of 5.3 million square feet; or, an average annual increase of 530,000+ square feet (or a modest 0.8 percent average annually). As a point of reference, for the decade prior to this, the County’s office market added nearly 750,000 square feet per year, indicating a measurable decline in the region’s office demand. County, Trade Area & City Office Market Development Trend (2013-2023) (Source: Costar) The trade area added less than 60,000 square feet of office during the past 10 years (or, <5,000 square feet per year), while the City had no new office construction in more than 20 years. In terms of vacancy, the County generally ranged between 8 and 11 percent during the past decade while the trade area largely achieved steady vacancy decline from 16 percent in 2016 to 7 percent in 2022; and, currently stands at 8 percent. For the City, office vacancy reached as high as 33 percent in 2016, before steadily lowering to around 15 percent currently. It’s been observed that a measurable portion of this demand has come from medical uses.A:38
ϯϰͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ County, Trade Area & City Office Market Vacancy Trend (2013-2023) (Source: Costar) The table below highlights the four largest properties in the City and only one of which is reporting vacancy of less than 10 percent, with the other three at 20 percent or lower. Select Office Properties in Lauderdale Lakes (Source: Costar) As it pertains to lease rates, the County experienced relatively steady growth during the past 10 years, with a notable bump post-pandemic to reach $37 per square foot (Full-Service). The trade area office lease rates bounced around during the past several years, before seeing strong growth post-Pandemic and currently is in the mid-to upper $20 per square foot range. The City experienced the same pattern of growth though current average lease rates are in the low- to mid-$20 per square foot range. ϯϱͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ County, Trade Area & City Office Market Full-Service Rental Rate Trend (2013 to 2023) (Source: Costar) At the County level, net absorption as a percent of total inventory generally fluctuates between 0 and 2 percent. For the Trade Area, the fluctuations were more pronounced and seem to correlate with office lease rates. For instance, when Trade Area rents remained flat in 2017 and 2018, net absorption spiked. In contrast, rents grew by 13 percent from 2022 to 2023 with net negative absorption of almost 150,000 square feet. County, Trade Area & City Office Net Absorption Trend (2013 to 2023) (Source: Costar) There is currently no new office development occurring in the Trade Area at this time.A:39
ϯϲͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ 4B: Office Market Outlook In the several years prior to the Pandemic, the County’s office market achieved steady development growth while occupancy remained in the 90+ percent range and lease rates grew moderately. Any measurable repercussions from the Pandemic within this sector have been somewhat modest, in spite of the fact that utilization characteristics within the office sector have been seriously disrupted with the work-from-home movement. However, according to Costar/Oxford Economics, the County’s office employment growth is forecast to moderate considerably from historical levels. In the 5 years leading up to the Pandemic (2014 to 2019) the County’s office employment grew at more than 2 percent average annually. Based upon the most recent forecast data, the County’s office employment growth rate is anticipated to be 0.7 percent from 2024 to 2029. Accordingly, with nearly 3 million square feet of office delivered in the five-year period prior to the pandemic (or an average of 600,000 square feet per annum), Costar forecasts slightly less than 1.5 million square feet to be delivered during the next five-years (or 300,000 square feet per annum). There has been effectively no measurable office development in the Trade Area and/or City during the past 10+ years. And, most likely, office will not be a leading development sector in the foreseeable future. However, growth in healthcare sector and City’s elderly base provides opportunity for medical space over long-term which leverages off of more recent leasing activity. As a matter of fact, there should be an opportunity to provide office as a supporting use within larger-scale mixed use development. Considering this, planning for 50,000 to 100,000 square feet of medical and limited professional office space should be considered during the 5-to 10-year timeframe. Noting, however, that financial feasibility at this point is challenging given current lease rate environment but should strengthen over time. ϯϳͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ SECTION 5: RETAIL MARKET OVERVIEW 5A: Summary Of Retail Market Supply Trends The focus of the retail analysis is to review and summarize retail market trends in Broward County, the Trade Area and the City of Lauderdale Lakes, including the CRA. According to CoStar, the inventory of retail space in Broward County in 2013 was at 106 million square feet increasing by more than 6 million square feet by 2023, or an average of 600,000 square feet per year. This represents a slowdown in development based upon the fact that more than 8 million square feet was built in the six year period from 2006 to 2013. The Trade Area’s inventory is currently 7.5 million square feet, which is 6.6 percent of the County, and averaged 100,000 square feet of new supply during the past decade. Trade Area & City Retail Market Development Trend (2013-2023) (Source: Costar) The inventory of retail of retail space in the City of Lauderdale Lakes was 1.49 million square feet in 2013 and adding only 35,000 square feet since to reach 1.53 million square feet. This represents roughly 20 percent of the inventory of the Trade Area. In terms of vacancy, the County generally remained below 5 percent during most of the past decade while the trade area largely achieved steady vacancy decline from 7.5 percent in 2016 to roughly 4 percent in 2023.. For the City, retail vacancy fluctuated between 4 and 7 percent during the past decade and is now 4.9 percent. Similar to the office market, vacancy in the City’s retail tends to fluctuate with lease rates – discussed further below. County, Trade Area & City Retail Market Vacancy Trend (2013-2023) (Source: Costar)A:40
ϯϴͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ The table below highlights select larger properties in the City and only one of which is reporting vacancy of less than 10 percent, with the other two at approximately 20 percent. Select Retail Properties in Lauderdale Lakes (Source: Costar) As it pertains to lease rates, the County experienced relatively steady growth during the past 10 years, increasing roughly 2.5 percent average annually from 2013 to 2021 before achieving a strong 10 percent bump between 2021 and 2022 to reach just under $30 per square foot (NNN). The trade area lease rates fluctuated during the past several years between $15 to $20 per square foot (NNN), before seeing a 10 percent bump post-Pandemic and currently is at $22.50 per square foot range (NNN). The City experienced relatively the same pattern of growth as the Trade Area, however, it achieved an unprecedented 40 percent increase between 2021 and 2022 and is now above $24 per square foot (NNN). County, Trade Area & City Retail Market NNN Rental Rate Trend (2013 to 2023) (Source: Costar) ϯϵͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ At the County level, net absorption averaged more than 1.0 million square feet per year for the past 10 years which correlates to the steady decline in vacancy as previously noted. For both the Trade Area and City, net absorption cycled for much of the past decade and totaled 360,000 square feet and 55,000 square feet, respectively, for the entire period. County, Trade Area & City Retail Net Absorption Trend (2013 to 2023) (Source: Costar) There are two small strip centers currently under construction in the Trade Area at a combined 30,000 square feet. The Trade Area and City has seen limited new retail development during the past several years. From a broader perspective, the City and its immediate surroundings is fairly well supplied with grocery and food stores. However, within the City itself, Walmart and Aldi are the only major (branded) grocers as Publix, Winn Dixie and Bravo are actually outside of the City boundaries. The other grocery/food stores in the City are smaller in size and more aligned as convenience with a more limited product offering – and, namely, fresh produce.A:41
ϰϬͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Map of Grocery/Food Stores in and immediately around the City (Source: Lambert) 5B: Retail Market Outlook While the Trade Area’s retail market overall is considered quite healthy, there has been limited new development and there is a relatively large presence of discount stores, and a relative dearth of quality dining. It is evident that the City is somewhat underserved from a retail perspective. As a matter of fact, when looking at the level of retail-to-residents ratios, the City of Lauderdale Lakes has approximately 41 square feet of retail space per resident. Comparatively, the County has 59 square feet of retail-per-resident, while other cities of somewhat similar size such as Hallandale Beach, Margate, Oakland Park and Dania Beach have measurably higher ratios between roughly 50 to 70 square feet of retail per person. Retail-to-Residential Ratio for County, City of Lauderdale Lakes and Select Geographies (Source: Census; Costar) ϰϭͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ The City’s retail market overall is relatively strong in terms of occupancy; however, lease rates are fairly modest compared to the County overall. In the effort to understand the prospective demand for retail over the next several years, a comprehensive retail demand model has been built with key inputs including: estimate resident growth at 0.8 percent average annually per the MPO projections; derivation of total personal income based upon estimated 2024 per capita income of $19,800; non-automobile retail expenditure for the City of 26.5 percent of total personal income from the Department of Commerce Consumer Expenditure Survey; non-auto expenditure by store type based upon the US Census of Retail Trade (2017); sales per square foot by type of goods based upon market data. Importantly, the model recognizes not only growth in demand from the expanding population within the Trade Area but considers that not all resident expenditure is retained in the area and that there is expenditure within City stores from residents outside of the area – commonly referred to as inflow and outflow factors. City of Lauderdale Lakes - Retail Demand (10 Years) (Source: MPO; Census; BLS; ULI; CES 2017; Lambert)A:42
ϰϮͮ W Ă Ő Ğ ŝƚLJŽĨ>ĂƵĚĞƌĚĂůĞ>ĂŬĞƐͲ ĐŽŶŽŵŝĐΘDĂƌŬĞƚƐƐĞƐƐŵĞŶƚĨŽƌZWůĂŶDŽĚŝĨŝĐĂƚŝŽŶ Based upon the retail trade model outlined above, there is an estimated demand for 125,000 to 150,000 square feet of retail during the next ten years. This equates to roughly 15,000 square feet of space on average per year, which is above historical development trends. However, it is important to recognize that not all of this demand translates into net new supply as some of this demand will be absorbed in existing and under-utilized retail space that is being repositioned. As it pertains to the CRA, it is conceivable that the area should be in a position to capture a large share of this demand, particularly with new housing and investment. To that, an additional larger-format chain grocer (such as Publix’s) should be viable in this timeframe, along with enhanced dining options. New retail development will need to be oriented to main thoroughfares – Oakland Park Boulevard and US441. Furthermore, much of this retail may be positioned within a larger mixed-use redevelopment. 2024 2034 Change Estimated Population 36,475 39,500 3,025 Per Capita Income $19,747 $21,174 $1,427 Total Retail Expenditure Potential $190,870,283 $221,635,000 $30,764,717 Expenditure Potential by Category Food Services & Drinking Places $46,275,930 $53,734,744 $7,458,814 Shoppers Goods $130,496,888 $151,530,543 $21,033,656 Convenience Goods $86,866,359 $100,867,590 $14,001,231 Sales per Square Foot by Category Food Services & Drinking Places $380 $390 $10 Shoppers Goods $310 $320 $10 Convenience Goods $354 $364 $10 Supportable Square Footage by Category Food Services & Drinking Places 121,779 137,781 16,003 Shoppers Goods 420,591 473,079 52,488 Convenience Goods 254,673 287,281 32,608 plus: Building Material & Garden Equipment 89,016 103,429 14,413 plus: Non-Retail Space (Services) 132,909 150,236 17,327 Total Supportable Retail Space 1,018,969 1,151,807 132,838 Sources: Broward County; US Census; BLS; ULI; Lambert AdvisoryA:43
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Lauderdale Lakes CRA Plan Modification Lauderdale Lakes, Florida 33319 Transportation and Traffic Analysis prepared for: Inspire Placemaking Collective, Inc. September 2024 September 10, 2024 Ms. Laura Canary - Project Manager Inspire Placemaking Collective, Inc. 4767 New Broad Street Orlando, Florida 32814 Re: Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis Dear Laura: Traf Tech Engineering, Inc. is pleased to provide you with the results of the Transportation and Traffic Analysis section in connection with the Lauderdale Lakes CRA Plan Modification study on behalf of the City of Lauderdale Lakes, Broward County, Florida. It has been a pleasure working with Inspire Placemaking Collective, Inc. on this project. Sincerely, TRAF TECH ENGINEERING, INC. Joaquin E. Vargas, P.E. Senior Transportation EngineerA:45
i Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis TABLE OF CONTENTS INTRODUCTION ................................................................................................................ 1 INVENTORY OF TRANSPORTATION SYSTEMS .................................................................. 2 Future Cost-Feasible Improvements .................................................................. 2 Existing Traffic Data .............................................................................................. 4 TRAFFIC CIRCULATION PLAN .......................................................................................... 7 POTENTIAL TRAFFIC IMPACTS .......................................................................................... 9 Traffic Impacts ...................................................................................................... 9 Parking Impacts .................................................................................................. 12 SUMMARY ..................................................................................................................... 9 List of Tables TABLE 1 – Roadway Segment Analysis ......................................................................... 5 1 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis INTRODUCTION The City of Lauderdale Lakes is located in north-central Broward County with an estimated 2020 population of over 35,000 residents. The city retained the services of Inspire Placemaking Collective, Inc. to develop and modify the Existing Lauderdale Lakes CRA Redevelopment Plan. As part of the Inspire Placemaking Collective, Inc. team, Traf Tech Engineering, Inc. prepared the transportation and traffic analysis section associated with the City of Lauderdale Lakes CRA Plan Modification study. The transportation and traffic analysis section is divided into four (4) sections, as listed below: 1. Inventory of Transportation System 2. Traffic Circulation Plan for the CRA 3. Potential Traffic ImpactsA:46
2 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis INVENTORY OF TRANSPORTATION SYSTEM As part of the inventory of the transportation system, a review of FDOT, City of Lauderdale Lakes and Broward County Long Range and Cost Feasible Transportation plans and existing traffic data was undertaken. Additional documents provided by the city were also reviewed, such as the City of Lauderdale Lakes CIP Master Plan prepared by Kimley-Horn and Associates, Inc. (dated October 2021), and the NW 31st Avenue Mobility Plan by Broward MPO dated December 2022. Future Cost-Feasible Improvements Based on Broward MPO’s Commitment 2045 Metropolitan Transportation Plan (adopted December 12, 2019), the following major roadway improvements are planned within the City of Lauderdale Lakes CRA: o The construction of center turn-lane overpass (flyover) at the intersection of W. Oakland Park Boulevard and SR 7. This project has funding and is planned to be implemented between 2026 and 2030 (FDOT project sponsored by the Broward MPO). This improvement is expected to provide significant roadway capacity to both West Oakland Park Boulevard and State Road 7. Moreover, this improvement will benefit future redevelopment potential to the four quadrants of this intersection (NW-Lake Mall, NE-Reef Plaza, SE- Market Place, and SW-Walmart). 3 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis Additionally, future safety evaluations for the intersections located on West Oakland Park Boulevard at SR7 and at NW 31st Avenue are planned by the FDOT. The section of West Oakland Park Boulevard and NW 31st Avenue, within the CRA, are scheduled by FDOT/Broward MPO for safety evaluations. These safety studies are focused on reducing crashes at these two major signalized intersections and roadway segments located with the City of Lauderdale Lakes CRA. Existing Traffic Data Traf Tech Engineering, Inc. has evaluated the existing traffic conditions within the municipal boundaries of the City of Lauderdale Lakes in connection with the CRA Plan Modification project. For this evaluation, we obtained readily available traffic volume-capacity information from Broward County and the Florida Department of Transportation (FDOT). The following documents were reviewed: o 2019 / 2040 Roadway Capacity and Level of Service Analysis o 2020 / 2045 Roadway Capacity and Level of Service Analysis o 2023 Traffic Volumes The pertinent sections (within the City of Lauderdale Lakes) of the above documents are contained in Attachments A through C. Table 1 on Page 5 summarizes the information contained in the subject traffic documents. From the information provided in Table 1, the following conclusions can be reached: o Surplus roadway capacity is available along State Road 7 from north of Oakland Park Boulevard to south of Commercial Boulevard.A:47
4 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis This surplus roadway capacity will allow future redevelopment, both east and west of State Road 7. However, additional local roadways connectivity, and local roadways extensions are likely to be beneficial for traffic circulation and access purposes to minimize the traffic impacts associated with future developments to the signalized intersection of Oakland Park Boulevard and State Road 7. Roadway access is addressed in the traffic circulation plan section of this report. o Significant surplus roadway capacity is also available along NW 31st Avenue within the City Limits of Lauderdale Lakes (between NW 39th Street and NW 44th Street). o Even though the 2023 traffic counts show surplus capacity along West Oakland Park Boulevard, east and west of State Road 7, capacity deficiencies were reported in the years 2019 and therefore, this major east-west roadway near State Road 7 is likely to become deficient in the near future. This further supports additional local roadways connectivity, and local roadways extensions within the CRA.A:48
2019 2020 2023 Available Number Roadway Existing Background Total Capacity Roadway Location of Lanes Capacity (1) Count (1) Volume (1) Volume (2) veh/hr NW 49th Avenue North of NW 19 Street 2 1,197 1,900 1,900 n/a -703 North of NW 26 Street 2 1,197 1,900 1,900 n/a -703 SR 7 North of NW 19 Street 6 5,390 4,750 4,465 3,621 1,769 North of Oakland Park 6 5,390 5,415 5,130 4,860 530 NW 31st Avenue North of NW 19 Street 6 4,851 4,323 3,088 3,418 1,433 North of Oakland Park 6 4,851 2,945 2,328 n/a 1,906 NW 19th Street East of SR 7 4 2,628 2,850 1,891 n/a -222 Oakland Park Blvd East of Inverrary Blvd 6 5,390 5,890 5,558 3,704 1,686 East of SR 7 6 5,390 5,700 5,320 4,301 1,089 NW 44th Street East of NW 31 Ave 4 2,628 n/a n/a 1,158 1,470 NW 39th Street East of NW 31 Ave 2 1,197 n/a n/a 1,305 -108 Source: Produced by Traf Tech Engineering, Inc. NOTES: (1) Source Broward County (2) Source FDOT TABLE 1 Lauderdale Lakes CRA Plan Modification Roadway Segment AnalysisA:49
6 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis TRAFFIC CIRCULATION PLAN One of the main factors for the success of redevelopment projects is access and traffic circulation. Most of the City of Lauderdale Lakes CRA is located adjacent to West Oakland Park Boulevard and State Road 7. Therefore, the CRA relies on safe and adequate access off of these two State facilities. The FDOT classifies State roadways between the numbers 2 and 7 (from more restrictive to less restrictive from an access standpoint). Both West Oakland Park Boulevard and State Road 7 are classified as Access Class 5 roadways. As such, the minimum driveway spacings is 245 feet (220 feet as an absolute minimum without requiring a variance from FDOT). The spacing is measured from the two closest driveway points (not centerline to centerline). It is very important to note that driveways associated with existing developments are not grandfathered by FDOT. Proposed re- developments are required to apply for a pre-application meeting with the State to review proposed access driveways. In reviewing the existing conditions at and near the intersection of West Oakland Park Boulevard and State Road, the two areas with good access potential includes the NE quadrant-Reef Plaza and SE quadrant-Market Place. The Reef Plaza area has and can maintain northbound and southbound access off of State Road 7. Even though it currently has two driveways on State Road 7, the FDOT’s spacing criteria allows for this area to enjoy up to three access driveways (two as right-turns in/right-turns out driveways and one with right-turns in/out plus a left-turn in for southbound State Road 7. Based on the potential access that can be provided for the 7 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis Reef Plaza re-development area, internal circulation should be provided from these future access points. Additionally, the State requires adequate throat dimensions (the distance between the property line and the first internal conflict point within the development) for all access driveways connecting to a state highway system. Typical throat dimensions range between 50 and 100 feet. The Market Place area has two internal roadways that provide good east- west and north-south mobility within the SE quadrant. Any re-development of the Market Place should maintain these internal circulation roadways. A signalized intersection at State Road 7 and NW 29th Street also provides safe and adequate access to the Market Place area. From access and internal circulation standpoints, the Market Place area provides the most potential for re-development. The NW quadrant – Lakes Mall has some challenges from access and circulation standpoints. Access currently consists of right-turns in and right- turns out from State Road 7. The FDOT access standards do not allow for left-turn movements into or out of the Lakes Mall area. Northbound State Road 7 traffic is required to execute a north-to-south U-turn at NW 34th Street. This movement is only allowed during the traffic signal’s left-turn movement (left-turn green arrow) and therefore, minimal vehicles are allowed to either turn left (to access the Shoppes of St Croix) or make a U- turn to access the Lakes Mall. This low-capacity movement is not likely to change.A:50
8 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis Along West Oakland Park Boulevard, two driveways are provided between State Road 7 and NW 43rd Avenue for the Lakes Mall area. These driveways do not meet FDOT spacing criteria, and therefore will be subject to modification with any re-development plans for this area. However, the number of driveways can be maintained due to the amount of frontage provided. Additionally, indirect left-turn access is provided to the Lakes Mall area via the existing signalized intersection of West Oakland Park Boulevard and NW 43rd Avenue. This access is critical and should be maintained. Moreover, the existing eastbound left-turn lane at this intersection can be lengthened if needed. The lengthening of this turn lane is likely to be required with the future re-development of the Lakes Mall area. Finally, the existing north-south circulation aisle provided between West Oakland Park Boulevard and the Shoppes at St Croix should be maintained with future re-development of the Lakes Mall. The Walmart site (SW quadrant) currently has one right-turn in/right-turn out driveway on State Road 7 and a signalized access at NW 29th Street. The FDOT access management standards allow for another right-turn in/right-turn out driveway on State Road 7. The driveway providing access to the Walmart site from West Oakland Park Boulevard is in violation with FDOT access standards. This condition is critical since the State may not allow this driveway to remain. Further discussions and analyses with FDOT will be required with any re- development plans for the SW Quadrant – Walmart site. 9 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis POTENTIAL TRAFFIC IMPACTS The potential traffic impacts with future developments within the City of Lauderdale Lakes CRA focused on the four quadrants located at the intersection of West Oakland Park Boulevard and SR 7. Traffic and parking impacts were evaluated. These four quadrants are: o Northwest – Lakes Mall (existing 276,630 square feet, per BCPA) o Northeast – Reef Plaza (existing 105,365 square feet, per BCPA) o Southeast – Market Place (existing 288,680 square feet, per BCPA) o Southwest – Walmart (existing 227,350 square feet, per BCPA) TRAFFIC IMPACTS Each of the above areas was evaluated for potential re-development programs as mixed-use projects and the resulting traffic impacts. The results of this effort are summarized below: LAKES MALL SITE Two potential redevelopment scenarios were evaluated for the Lakes Mall site. These are: o In addition to the existing 276,630 square feet of commercial use add a) 200 mid-rise residential units + 80,000 square feet of office use, or b) 350 mid-rise residential units + 120,000 square feet of office use.A:51
10 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis Scenario a) results in approximately 80 new PM peak hour trips. However, the additional trips can be accommodated with the existing surplus capacity on SR 7 and on Oakland Park Boulevard. Scenario b) results in an increase in PM peak hour trips by approximately 114 trips. However, the transportation system will be able to accommodate these additional trips. REEF PLAZA SITE Two potential redevelopment scenarios were evaluated for the Reef Plaza site. These are: o In addition to the existing 105,365 square feet of commercial use add a) 150 mid-rise residential units + 15,000 square feet of restaurant use + 35,000 square feet of retail use, or b) 200 mid-rise residential units + 15,000 square feet of restaurant use + 75,000 square feet of retail use. Both scenarios (a and b) result in approximately 20 new PM peak hour trips, which is minimal. The transportation system will be able to accommodate the 20 additional peak hour trips. Even though scenario b includes more residential units than scenario a, more internal trips occur with additional residential units and therefore, no new external trips are generated by the more intense scenario b. 11 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis MARKET PLACE SITE Two potential redevelopment scenarios were evaluated for the Market Place site. These are: o In addition to the existing 288,689 square feet of commercial use add a) 300 mid-rise residential units + 120,000 square feet of office use + 145,000 square feet of commercial use (including restaurants), or b) 350 mid-rise residential units + 120,000 square feet of office use + 175,000 square feet of commercial use (including restaurants). Both scenarios (a and b) result in approximately 112 new PM peak hour trips, which is minimal. The transportation system will be able to accommodate the 112 additional peak hour trips. Even though scenario b includes more residential units than scenario a, additional internal trips occur with more residential units and therefore, no new external trips are generated by the more intense scenario b. WALMART SITE Two potential redevelopment scenarios were evaluated for the Walmart site. These are: o In addition to the existing 227,359 square feet of a superstore (Walmart) add a) 200 mid-rise residential units + 145,000 square feet of commercial use (including restaurants), or b) 300 mid-rise residential units + 175,000 square feet of commercial use (including restaurants).A:52
12 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis Scenario a) results in fewer daily, fewer AM peak hour, and fewer PM peak hour trips than Walmart generates. Both scenarios (a and b) result in approximately 10 new PM peak hour trips, which is minimal. The transportation system will be able to accommodate the 10 additional peak hour trips. The potential traffic impacts calculations, as summarized above, are contained in Attachment D. PARKING IMPACTS In addition to the potential traffic impacts documented above, the benefits of redevelopment of mixed-use projects (2 or more different uses) from a parking standpoint were evaluated. As presented in the detailed calculations contained in Attachments E and F, the following parking needs were calculated for the following four potential development programs: LAKES MALL SITE A development consisting of 350 mid-rise residential units + 120,000 square feet of office use + 276,630 square feet of existing commercial use (including restaurants) requires 22% less parking than what Code requires (refer to Attachments D and E). This is due to shared parking principles (different uses having their parking peaks occurring at different times of the day) and internal capture (walking trips that occur internally and do not require an additional parking space). 13 Lauderdale Lakes CRA Plan Modification Transportation and Traffic Analysis REEF PLAZA SITE A development consisting of 200 mid-rise residential units + 15,000 square feet of restaurant use + 105,365 square feet of existing retail use requires 19% less parking than what Code requires (refer to Attachments D and E). MARKET PLACE SITE A development consisting of 350 mid-rise residential units + 120,000 square feet of office use + 288,689 square feet of existing commercial use (including restaurants) requires 22% less parking than what Code requires (refer to Attachments D and E). WALMART SITE A development consisting of 300 mid-rise residential units + 227,359 square feet of existing commercial use (including restaurants) requires 14% less parking than what Code requires (refer to Attachments D and E).A:53
ATTACHMENT A 2019 / 2040 Traffic Conditions (Source: Broward County)A:54
Broward County Broward County Roadway Capacity and Level of Service Analysis acity and Level of Service Analysis Design Design N/SRoadway Segment Code V/C LOS V/C LOS Code Volume V/C LOS Volume V/C LOS Daily Conditions Peak Hour Conditions Daily Conditions Peak Hour Conditions AADT Capacity Volume Capacity Capacity Capacity APPENDIX C: North / South Roadways Capacity and Level of Service Analysis 2019 & 2040 2019 2019 2040 2040 Florida's Turnpike N of Sawgrass Xway 611 112800 116600 0.97 D 10716 10060 1.07 E 611 152200 116600 1.31 F 14459 10060 1.44 F NW 49 Ave N of NW 19 St 264 20000 13320 1.50 F 1900 1197 1.59 F 464 18700 29160 0.64 D 1777 2628 0.68 D NW 49 Ave N of NW 26 St 264 20000 13320 1.50 F 1900 1197 1.59 F 264 16300 13320 1.22 F 1549 1197 1.29 F NW 47 Ave N of Sunrise Blvd 264 21500 13320 1.61 F 2043 1197 1.71 F 264 20500 13320 1.54 F 1948 1197 1.63 F Turtle Creek Dr/62 Ave N of NW 31 St 464 16200 29160 0.56 D 1539 2628 0.59 D 464 27500 29160 0.94 D 2613 2628 0.99 D Cullum Rd/54 Ave N of NW 31 St 464 6100 29160 0.21 C 580 2628 0.22 C 464 7700 29160 0.26 C 732 2628 0.28 C SR 7 N of Dade C L 422 45500 39800 1.14 F 4323 3580 1.21 F 622 49400 59900 0.82 C 4693 5390 0.87 C SR 7 N of Hndle Bch Blvd 422 35000 39800 0.88 C 3325 3580 0.93 C 622 61100 59900 1.02 F 5805 5390 1.08 F SR 7 N of Pembroke Rd 422 35000 39800 0.88 C 3325 3580 0.93 C 622 64600 59900 1.08 F 6137 5390 1.14 F SR 7 N of Hollywood Blvd 422 35500 39800 0.89 C 3373 3580 0.94 C 622 66300 59900 1.11 F 6299 5390 1.17 F SR 7 N of Sheridan St 422 42500 39800 1.07 F 4038 3580 1.13 F 622 64800 59900 1.08 F 6156 5390 1.14 F SR 7 N of Stirling Rd 622 57000 59900 0.95 C 5415 5390 1.00 F 622 81900 59900 1.37 F 7781 5390 1.44 F SR 7 N of Griffin Rd 622 54000 59900 0.90 C 5130 5390 0.95 C 622 72400 59900 1.21 F 6878 5390 1.28 F SR 7 N of Orange Dr 622 52500 59900 0.88 C 4988 5390 0.93 C 622 72400 59900 1.21 F 6878 5390 1.28 F SR 7 N of SR 84 622 50500 59900 0.84 C 4798 5390 0.89 C 622 72100 59900 1.20 F 6850 5390 1.27 F SR 7 N of Riverland Rd 622 50500 59900 0.84 C 4798 5390 0.89 C 622 81600 59900 1.36 F 7752 5390 1.44 F SR 7 N of Davie Blvd 622 46000 59900 0.77 C 4370 5390 0.81 C 622 66900 59900 1.12 F 6356 5390 1.18 F SR 7 N of Broward Blvd 622 47500 59900 0.79 C 4513 5390 0.84 C 622 70200 59900 1.17 F 6669 5390 1.24 F SR 7 N of Sunrise Blvd 622 53000 59900 0.88 C 5035 5390 0.93 C 622 69800 59900 1.17 F 6631 5390 1.23 F SR 7 N of NW 19 St 622 50000 59900 0.83 C 4750 5390 0.88 C 622 67800 59900 1.13 F 6441 5390 1.19 F SR 7 N of Oakland Pk Blvd 622 57000 59900 0.95 C 5415 5390 1.00 F 622 63400 59900 1.06 F 6023 5390 1.12 F SR 7 N of Commercial Blvd 622 47000 59900 0.78 C 4465 5390 0.83 C 622 58800 59900 0.98 D 5586 5390 1.04 F SR 7 N of Bailey Rd 622 46500 59900 0.78 C 4418 5390 0.82 C 622 67500 59900 1.13 F 6413 5390 1.19 F SR 7 N of NW 62 St 622 46500 59900 0.78 C 4418 5390 0.82 C 622 68100 59900 1.14 F 6470 5390 1.20 F SR 7 N of Kimberly Blvd 622 43500 59900 0.73 C 4133 5390 0.77 C 622 55100 59900 0.92 C 5235 5390 0.97 C SR 7 N of Southgate Blvd 622 54000 59900 0.90 C 5130 5390 0.95 C 622 76600 59900 1.28 F 7277 5390 1.35 F SR 7 N of Atlantic Blvd 632 53500 50000 1.07 F 5083 4500 1.13 F 632 76600 50000 1.53 F 7277 4500 1.62 F SR 7 N of Margate Blvd 622 53500 59900 0.89 C 5083 5390 0.94 C 622 69000 59900 1.15 F 6555 5390 1.22 F SR 7 N of Royal Palm Blvd 622 52500 59900 0.88 C 4988 5390 0.93 C 622 56000 59900 0.93 C 5320 5390 0.99 D SR 7 N of Sample Rd 622 43500 59900 0.73 C 4133 5390 0.77 C 622 48800 59900 0.81 C 4636 5390 0.86 C SR 7 N of Wiles Rd 622 57000 59900 0.95 C 5415 5390 1.00 F 622 72100 59900 1.20 F 6850 5390 1.27 F SR 7 N of Sawgrass Xway 622 58000 59900 0.97 C 5510 5390 1.02 F 622 79300 59900 1.32 F 7534 5390 1.40 F SR 7 N of Holmberg Rd 622 58000 59900 0.97 C 5510 5390 1.02 F 622 71000 59900 1.19 F 6745 5390 1.25 F SR 7 N of Hillsboro Blvd 622 51000 59900 0.85 C 4845 5390 0.90 C 622 71500 59900 1.19 F 6793 5390 1.26 F Banks Rd N of Atlantic Blvd 464 15300 29160 0.52 D 1454 2628 0.55 D 464 20800 29160 0.71 D 1976 2628 0.75 D Banks Rd N of Copans Rd 464 5900 29160 0.20 C 561 2628 0.21 C 464 20700 29160 0.71 D 1967 2628 0.75 D Banks Rd N of Sample Rd 264 1000 e 13320 0.08 C 95 1197 0.08 C 464 37600 29160 1.29 F 3572 2628 1.36 F Banks Rd N of NW 40 St N/A N/A N/A N/A N/A N/A N/A N/A N/A 464 26200 29160 0.90 D 2489 2628 0.95 D SW 56 Ave N of Dade C L 264 9000 13320 0.68 D 855 1197 0.71 D 264 12100 13320 0.91 D 1150 1197 0.96 D SW 56 Ave N of Hndle Bch Blvd 264 14400 13320 1.08 F 1368 1197 1.14 F 264 7400 13320 0.56 D 703 1197 0.59 D S 56 Ave N of Pembroke Rd 264 14200 13320 1.07 F 1349 1197 1.13 F 264 8600 13320 0.65 D 817 1197 0.68 D e - estimated traffic volumes; capacity - maximum LOS "D" service volume, not actual capacity; r - maximum LOS "D" service volume reduced by 5% C - 1A:55
Broward County Broward County Roadway Capacity and Level of Service Analysis acity and Level of Service Analysis Design Design N/SRoadway Segment Code V/C LOS V/C LOS Code Volume V/C LOS Volume V/C LOS Daily Conditions Peak Hour Conditions Daily Conditions Peak Hour Conditions AADT Capacity Volume Capacity Capacity Capacity APPENDIX C: North / South Roadways Capacity and Level of Service Analysis 2019 & 2040 2019 2019 2040 2040 N 56 Ave N of Hollywood Blvd 264 14000 13320 1.05 E 1330 1197 1.11 F 264 7600 13320 0.57 D 722 1197 0.60 D N 56 Ave N of Sheridan St 264 15500 13320 1.16 F 1473 1197 1.23 F 264 11800 13320 0.89 D 1121 1197 0.94 D SW 40 Ave N of Stirling Rd 264 6600 13320 0.50 D 627 1197 0.52 D 264 12800 13320 0.96 D 1216 1197 1.02 E SW 52 Ave N of County Line Rd 264 6800 13320 0.51 D 646 1197 0.54 D 264 6700 13320 0.50 D 637 1197 0.53 D SW 48 Ave N of County Line Rd 264 6800 13320 0.51 D 646 1197 0.54 D 264 11100 13320 0.83 D 1055 1197 0.88 D S 46 Ave N of Washington St 264 11900 13320 0.89 D 1131 1197 0.94 D 264 5900 13320 0.44 C 561 1197 0.47 C N 46 Ave N of Hollywood Blvd 464 11900 29160 0.41 C 1131 2628 0.43 C 464 18500 29160 0.63 D 1758 2628 0.67 D N 46 Ave N of Sheridan St 464 14200 29160 0.49 D 1349 2628 0.51 D 464 33300 29160 1.14 F 3164 2628 1.20 F SW 40 Ave N of Dade C L 264 10200 13320 0.77 D 969 1197 0.81 D 264 9600 13320 0.72 D 912 1197 0.76 D SW 40 Ave N of Hndle Bch Blvd 264 9300 13320 0.70 D 884 1197 0.74 D 264 9400 13320 0.71 D 893 1197 0.75 D S 35 Ave N of Washington St 264 20200 13320 1.52 F 1919 1197 1.60 F 264 6600 13320 0.50 D 627 1197 0.52 D N Park Rd N of Pembroke Rd 464 20500 29160 0.70 D 1948 2628 0.74 D 464 24400 29160 0.84 D 2318 2628 0.88 D N Park Rd N of Hollywood Blvd 464 18100 29160 0.62 D 1720 2628 0.65 D 464 26700 29160 0.92 D 2537 2628 0.96 D N Park Rd N of W Park Rd 264 14900 13320 1.12 F 1416 1197 1.18 F 264 21000 13320 1.58 F 1995 1197 1.67 F N Park Rd N of Sheridan St 264 14200 13320 1.07 F 1349 1197 1.13 F 264 11400 13320 0.86 D 1083 1197 0.90 D S Park Rd N of Hallandale Bch Blvd 264 7700 13320 0.58 D 732 1197 0.61 D 264 11000 13320 0.83 D 1045 1197 0.87 D SW 31 Ave N of Riverland Rd 264 4100 13320 0.31 C 390 1197 0.32 C 264 10200 13320 0.77 D 969 1197 0.81 D SW 31 Ave N of Davie Blvd 264 9900 13320 0.74 D 941 1197 0.79 D 264 17200 13320 1.29 F 1634 1197 1.36 F NW 31 Ave N of Broward Blvd 464 28500 29160 0.98 D 2708 2628 1.03 E 464 39400 29160 1.35 F 3743 2628 1.42 F NW 31 Ave N of NW 6 St 674 28500 53910 0.53 C 2708 4851 0.56 C 674 47200 53910 0.88 C 4484 4851 0.92 C NW 31 Ave N of Sunrise Blvd 674 40500 53910 0.75 C 3848 4851 0.79 C 674 67200 53910 1.25 F 6384 4851 1.32 F NW 31 Ave N of NW 19 St 674 45500 53910 0.84 C 4323 4851 0.89 C 674 72700 53910 1.35 F 6907 4851 1.42 F NW 31 Ave N of Oakland Pk Blvd 674 31000 53910 0.58 C 2945 4851 0.61 C 674 60600 53910 1.12 F 5757 4851 1.19 F NW 31 Ave N of Commercial Blvd 674 31000 53910 0.58 C 2945 4851 0.61 C 674 63300 53910 1.17 F 6014 4851 1.24 F e - estimated traffic volumes; capacity - maximum LOS "D" service volume, not actual capacity; r - maximum LOS "D" service volume reduced by 5% C - 2A:56
Broward County Broward County Roadway Capacity and Level of Service Analysisacity and Level of Service Analysis Design E/W Roadway Segment Code V/C LOS V/C LOS Code Volume V/C LOS Volume V/C LOS Daily Conditions Peak Hour Conditions Daily Conditions Peak Hour Conditions AADT Capacity Volume Capacity Capacity Capacity APPENDIX B: East / West Roadways Capacity and Level of Service Analysis 2019 & 2040 2019 2019 2040 2040 NW 19 St E of NW 49 Ave 264 4600 13320 0.35 C 437 1197 0.36 C 264 13000 13320 0.98 D 1235 1197 1.03 E NW 19 St E of SR 7 464 30000 29160 1.03 E 2850 2628 1.08 F 464 29900 29160 1.03 E 2841 2628 1.08 F NW 19 St E of NW 31 Ave 464 25000 29160 0.86 D 2375 2628 0.90 D 464 26200 29160 0.90 D 2489 2628 0.95 D NW 26 St E of NW 47 Ave 264 12400 13320 0.93 D 1178 1197 0.98 D 264 11000 13320 0.83 D 1045 1197 0.87 D NW 26 St E of NW 31 Ave 264 4500 13320 0.34 C 428 1197 0.36 C 264 5700 13320 0.43 C 542 1197 0.45 C NE 26 St E of Andrews Ave 264 24000 13320 1.80 F 2280 1197 1.90 F 264 11300 13320 0.85 D 1074 1197 0.90 D NE 26 St E of Dixie Hwy 464 17500 29160 0.60 D 1663 2628 0.63 D 464 21000 29160 0.72 D 1995 2628 0.76 D NE 26 St E of US 1 264 12400 13320 0.93 D 1178 1197 0.98 D 264 18300 13320 1.37 F 1739 1197 1.45 F Sunrise Lks Blvd E of NW 115 Ter 264 6100 13320 0.46 C 580 1197 0.48 C 264 8600 13320 0.65 D 817 1197 0.68 D Sunrise Lks Blvd E of Nob Hill Rd 464 4900 29160 0.17 C 466 2628 0.18 C 464 14000 29160 0.48 D 1330 2628 0.51 D Sunrise Lks Blvd E of Pine Island Rd 464 3900 29160 0.13 C 371 2628 0.14 C 464 3700 29160 0.13 C 352 2628 0.13 C Oakland Pk Blvd E of Sawgrass Xway 622 18300 59900 0.31 C 1739 5390 0.32 C 622 39700 59900 0.66 C 3772 5390 0.70 C Oakland Pk Blvd E of NW 120 Way 622 48000 59900 0.80 C 4560 5390 0.85 C 622 52700 59900 0.88 C 5007 5390 0.93 C Oakland Pk Blvd E of Hiatus Rd 622 43000 59900 0.72 C 4085 5390 0.76 C 622 48700 59900 0.81 C 4627 5390 0.86 C Oakland Pk Blvd E of Nob Hill Rd 622 43500 59900 0.73 C 4133 5390 0.77 C 622 39400 59900 0.66 C 3743 5390 0.69 C Oakland Pk Blvd E of Pine Island Rd 622 41000 59900 0.68 C 3895 5390 0.72 C 622 55500 59900 0.93 C 5273 5390 0.98 D Oakland Pk Blvd E of University Dr 622 37500 59900 0.63 C 3563 5390 0.66 C 622 57900 59900 0.97 C 5501 5390 1.02 F Oakland Pk Blvd E of Inverrary Blvd 622 62000 59900 1.04 F 5890 5390 1.09 F 622 74700 59900 1.25 F 7097 5390 1.32 F Oakland Pk Blvd E of SR 7 622 60000 59900 1.00 F 5700 5390 1.06 F 622 69400 59900 1.16 F 6593 5390 1.22 F Oakland Pk Blvd E of SW 31 Ave 622 57000 59900 0.95 C 5415 5390 1.00 F 622 68000 59900 1.14 F 6460 5390 1.20 F e - estimated traffic volumes; capacity - maximum LOS "D" service volume, not actual capacity; r - maximum LOS "D" service volume reduced by 5% B- 1A:57
ATTACHMENT B 2020 / 2045 Traffic Conditions (Source: Broward County)A:58
Broward County Broward County Roadway Capacity and Level of Service Analysis acity and Level of Service Analysis Design Design N/SRoadway Segment Code V/C LOS V/C LOS Code Volume V/C LOS Volume V/C LOS 2045 Peak Hour Conditions Capacity 2045 APPENDIX C: North / South Roadways Capacity and Level of Service Analysis 2020 & 2045 AADT Capacity Volume Capacity Daily Conditions Daily Conditions 2020 2020 Peak Hour Conditions Capacity Florida's Turnpike N of Sawgrass Xway 611 97900 123600 0.79 D 9301 10220 0.91 D 611 152200 123600 1.23 F 14459 10220 1.41 F NW 49 Ave N of NW 19 St 264 20000 13320 1.50 F 1900 1197 1.59 F 464 18700 29160 0.64 D 1777 2628 0.68 D NW 49 Ave N of NW 26 St 264 20000 13320 1.50 F 1900 1197 1.59 F 264 16300 13320 1.22 F 1549 1197 1.29 F NW 47 Ave N of Sunrise Blvd 264 21500 13320 1.61 F 2043 1197 1.71 F 264 20500 13320 1.54 F 1948 1197 1.63 F Turtle Creek Dr/62 Ave N of NW 31 St 464 15400 29160 0.53 D 1463 2628 0.56 D 464 27500 29160 0.94 D 2613 2628 0.99 D Cullum Rd/54 Ave N of NW 31 St 464 7300 29160 0.25 C 694 2628 0.26 C 464 7700 29160 0.26 C 732 2628 0.28 C SR 7 N of Dade C L 622 43000 59900 0.72 C 4085 5390 0.76 C 622 49400 59900 0.82 C 4693 5390 0.87 C SR 7 N of Hndle Bch Blvd 622 39000 59900 0.65 C 3705 5390 0.69 C 622 61100 59900 1.02 F 5805 5390 1.08 F SR 7 N of Pembroke Rd 622 39000 59900 0.65 C 3705 5390 0.69 C 622 64600 59900 1.08 F 6137 5390 1.14 F SR 7 N of Hollywood Blvd 622 37000 59900 0.62 C 3515 5390 0.65 C 622 66300 59900 1.11 F 6299 5390 1.17 F SR 7 N of Sheridan St 622 40500 59900 0.68 C 3848 5390 0.71 C 622 64800 59900 1.08 F 6156 5390 1.14 F SR 7 N of Stirling Rd 622 52000 59900 0.87 C 4940 5390 0.92 C 622 81900 59900 1.37 F 7781 5390 1.44 F SR 7 N of Griffin Rd 622 51000 59900 0.85 C 4845 5390 0.90 C 622 72400 59900 1.21 F 6878 5390 1.28 F SR 7 N of Orange Dr 622 53000 59900 0.88 C 5035 5390 0.93 C 622 72400 59900 1.21 F 6878 5390 1.28 F SR 7 N of SR 84 622 56000 59900 0.93 C 5320 5390 0.99 D 622 72100 59900 1.20 F 6850 5390 1.27 F SR 7 N of Riverland Rd 622 56000 59900 0.93 C 5320 5390 0.99 D 622 81600 59900 1.36 F 7752 5390 1.44 F SR 7 N of Davie Blvd 622 44000 59900 0.73 C 4180 5390 0.78 C 622 66900 59900 1.12 F 6356 5390 1.18 F SR 7 N of Broward Blvd 622 45000 59900 0.75 C 4275 5390 0.79 C 622 70200 59900 1.17 F 6669 5390 1.24 F SR 7 N of Sunrise Blvd 622 50500 59900 0.84 C 4798 5390 0.89 C 622 69800 59900 1.17 F 6631 5390 1.23 F SR 7 N of NW 19 St 622 47000 59900 0.78 C 4465 5390 0.83 C 622 67800 59900 1.13 F 6441 5390 1.19 F SR 7 N of Oakland Pk Blvd 622 54000 59900 0.90 C 5130 5390 0.95 C 622 63400 59900 1.06 F 6023 5390 1.12 F SR 7 N of Commercial Blvd 622 45500 59900 0.76 C 4323 5390 0.80 C 622 58800 59900 0.98 D 5586 5390 1.04 F SR 7 N of Bailey Rd 622 44000 59900 0.73 C 4180 5390 0.78 C 622 67500 59900 1.13 F 6413 5390 1.19 F SR 7 N of NW 62 St 622 44000 59900 0.73 C 4180 5390 0.78 C 622 68100 59900 1.14 F 6470 5390 1.20 F SR 7 N of Kimberly Blvd 622 55000 59900 0.92 C 5225 5390 0.97 C 622 55100 59900 0.92 C 5235 5390 0.97 C SR 7 N of Southgate Blvd 622 51000 59900 0.85 C 4845 5390 0.90 C 622 76600 59900 1.28 F 7277 5390 1.35 F SR 7 N of Atlantic Blvd 632 50500 50000 1.01 E 4798 4500 1.07 F 632 76600 50000 1.53 F 7277 4500 1.62 F SR 7 N of Margate Blvd 622 50500 59900 0.84 C 4798 5390 0.89 C 622 69000 59900 1.15 F 6555 5390 1.22 F SR 7 N of Royal Palm Blvd 622 49500 59900 0.83 C 4703 5390 0.87 C 622 56000 59900 0.93 C 5320 5390 0.99 D SR 7 N of Sample Rd 622 41500 59900 0.69 C 3943 5390 0.73 C 622 48800 59900 0.81 C 4636 5390 0.86 C SR 7 N of Wiles Rd 622 54000 59900 0.90 C 5130 5390 0.95 C 622 72100 59900 1.20 F 6850 5390 1.27 F SR 7 N of Sawgrass Xway 622 60500 59900 1.01 F 5748 5390 1.07 F 622 79300 59900 1.32 F 7534 5390 1.40 F SR 7 N of Holmberg Rd 622 60500 59900 1.01 F 5748 5390 1.07 F 622 71000 59900 1.19 F 6745 5390 1.25 F SR 7 N of Hillsboro Blvd 622 56500 59900 0.94 C 5368 5390 1.00 D 622 71500 59900 1.19 F 6793 5390 1.26 F Banks Rd N of Atlantic Blvd 464 10400 29160 0.36 C 988 2628 0.38 C 464 20800 29160 0.71 D 1976 2628 0.75 D Banks Rd N of Copans Rd 464 3800 29160 0.13 C 361 2628 0.14 C 464 20700 29160 0.71 D 1967 2628 0.75 D Banks Rd N of Sample Rd 264 800 e 13320 0.06 C 76 1197 0.06 C 464 37600 29160 1.29 F 3572 2628 1.36 F Banks Rd N of NW 40 St N/A N/A N/A N/A N/A N/A N/A N/A N/A 464 26200 29160 0.90 D 2489 2628 0.95 D SW 56 Ave N of Dade C L 264 6900 13320 0.52 D 656 1197 0.55 D 264 12100 13320 0.91 D 1150 1197 0.96 D SW 56 Ave N of Hndle Bch Blvd 264 10800 13320 0.81 D 1026 1197 0.86 D 264 7400 13320 0.56 D 703 1197 0.59 D S 56 Ave N of Pembroke Rd 264 9800 13320 0.74 D 931 1197 0.78 D 264 8600 13320 0.65 D 817 1197 0.68 D e - estimated traffic volumes; capacity - maximum LOS "D" service volume, not actual capacity; r - maximum LOS "D" service volume reduced by 5% C - 1A:59
Broward County Broward County Roadway Capacity and Level of Service Analysis acity and Level of Service Analysis Design Design N/SRoadway Segment Code V/C LOS V/C LOS Code Volume V/C LOS Volume V/C LOS 2045 Peak Hour Conditions Capacity 2045 APPENDIX C: North / South Roadways Capacity and Level of Service Analysis 2020 & 2045 AADT Capacity Volume Capacity Daily Conditions Daily Conditions 2020 2020 Peak Hour Conditions Capacity N 56 Ave N of Hollywood Blvd 264 7900 13320 0.59 D 751 1197 0.63 D 264 7600 13320 0.57 D 722 1197 0.60 D N 56 Ave N of Sheridan St 264 10100 13320 0.76 D 960 1197 0.80 D 264 11800 13320 0.89 D 1121 1197 0.94 D SW 40 Ave N of Stirling Rd 264 6900 13320 0.52 D 656 1197 0.55 D 264 12800 13320 0.96 D 1216 1197 1.02 E SW 52 Ave N of County Line Rd 264 5500 13320 0.41 C 523 1197 0.44 C 264 6700 13320 0.50 D 637 1197 0.53 D SW 48 Ave N of County Line Rd 264 5500 13320 0.41 C 523 1197 0.44 C 264 11100 13320 0.83 D 1055 1197 0.88 D S 46 Ave N of Washington St 264 9200 13320 0.69 D 874 1197 0.73 D 264 5900 13320 0.44 C 561 1197 0.47 C N 46 Ave N of Hollywood Blvd 464 9200 29160 0.32 C 874 2628 0.33 C 464 18500 29160 0.63 D 1758 2628 0.67 D N 46 Ave N of Sheridan St 464 7700 29160 0.26 C 732 2628 0.28 C 464 33300 29160 1.14 F 3164 2628 1.20 F SW 40 Ave N of Dade C L 264 5500 13320 0.41 C 523 1197 0.44 C 264 9600 13320 0.72 D 912 1197 0.76 D SW 40 Ave N of Hndle Bch Blvd 264 8500 13320 0.64 D 808 1197 0.67 D 264 9400 13320 0.71 D 893 1197 0.75 D S 35 Ave N of Washington St 264 2100 13320 0.16 C 200 1197 0.17 C 264 6600 13320 0.50 D 627 1197 0.52 D N Park Rd N of Pembroke Rd 464 15300 29160 0.52 D 1454 2628 0.55 D 464 24400 29160 0.84 D 2318 2628 0.88 D N Park Rd N of Hollywood Blvd 464 12500 29160 0.43 C 1188 2628 0.45 D 464 26700 29160 0.92 D 2537 2628 0.96 D N Park Rd N of W Park Rd 264 12300 13320 0.92 D 1169 1197 0.98 D 264 21000 13320 1.58 F 1995 1197 1.67 F N Park Rd N of Sheridan St 264 12300 13320 0.92 D 1169 1197 0.98 D 264 11400 13320 0.86 D 1083 1197 0.90 D S Park Rd N of Hallandale Bch Blvd 264 5300 13320 0.40 C 504 1197 0.42 C 264 11000 13320 0.83 D 1045 1197 0.87 D SW 31 Ave N of Riverland Rd 264 3100 13320 0.23 C 295 1197 0.25 C 264 10200 13320 0.77 D 969 1197 0.81 D SW 31 Ave N of Davie Blvd 264 8400 13320 0.63 D 798 1197 0.67 D 264 17200 13320 1.29 F 1634 1197 1.36 F NW 31 Ave N of Broward Blvd 464 23000 29160 0.79 D 2185 2628 0.83 D 464 39400 29160 1.35 F 3743 2628 1.42 F NW 31 Ave N of NW 6 St 674 23000 53910 0.43 C 2185 4851 0.45 C 674 47200 53910 0.88 C 4484 4851 0.92 C NW 31 Ave N of Sunrise Blvd 674 32000 53910 0.59 C 3040 4851 0.63 C 674 48200 53910 0.89 C 4579 4851 0.94 C NW 31 Ave N of NW 19 St 674 32500 53910 0.60 C 3088 4851 0.64 C 674 37600 53910 0.70 C 3572 4851 0.74 C NW 31 Ave N of Oakland Pk Blvd 674 24500 53910 0.45 C 2328 4851 0.48 C 674 35800 53910 0.66 C 3401 4851 0.70 C NW 31 Ave N of Commercial Blvd 674 24500 53910 0.45 C 2328 4851 0.48 C 674 35800 53910 0.66 C 3401 4851 0.70 C e - estimated traffic volumes; capacity - maximum LOS "D" service volume, not actual capacity; r - maximum LOS "D" service volume reduced by 5% C - 2A:60
Broward County Broward County Roadway Capacity and Level of Service Analysis acity and Level of Service Analysis Design E/W Roadway Segment Code V/C LOS V/C LOS Code Volume V/C LOS Volume V/C LOSCapacity APPENDIX B: East / West Roadways Capacity and Level of Service Analysis 2020 & 2045 2020 2020 2045 2045 Daily Conditions Peak Hour Conditions Daily Conditions Peak Hour Conditions AADT Capacity Volume Capacity Capacity NW 19 St E of NW 49 Ave 264 11100 13320 0.83 D 1055 1197 0.88 D 264 13000 13320 0.98 D 1235 1197 1.03 E NW 19 St E of SR 7 464 19900 29160 0.68 D 1891 2628 0.72 D 464 29900 29160 1.03 E 2841 2628 1.08 F NW 19 St E of NW 31 Ave 464 18000 29160 0.62 D 1710 2628 0.65 D 464 26200 29160 0.90 D 2489 2628 0.95 D NW 26 St E of NW 47 Ave 264 9600 13320 0.72 D 912 1197 0.76 D 264 11000 13320 0.83 D 1045 1197 0.87 D NW 26 St E of NW 31 Ave 264 4300 13320 0.32 C 409 1197 0.34 C 264 5700 13320 0.43 C 542 1197 0.45 C NE 26 St E of Andrews Ave 264 14500 13320 1.09 F 1378 1197 1.15 F 264 11300 13320 0.85 D 1074 1197 0.90 D NE 26 St E of Dixie Hwy 464 12200 29160 0.42 C 1159 2628 0.44 C 464 21000 29160 0.72 D 1995 2628 0.76 D NE 26 St E of US 1 264 3800 13320 0.29 C 361 1197 0.30 C 264 18300 13320 1.37 F 1739 1197 1.45 F Sunrise Lks Blvd E of NW 115 Ter 264 4000 13320 0.30 C 380 1197 0.32 C 264 8600 13320 0.65 D 817 1197 0.68 D Sunrise Lks Blvd E of Nob Hill Rd 464 3300 29160 0.11 C 314 2628 0.12 C 464 14000 29160 0.48 D 1330 2628 0.51 D Sunrise Lks Blvd E of Pine Island Rd 464 3300 29160 0.11 C 314 2628 0.12 C 464 3700 29160 0.13 C 352 2628 0.13 C Oakland Pk Blvd E of Sawgrass Xway 622 13100 59900 0.22 C 1245 5390 0.23 C 622 39700 59900 0.66 C 3772 5390 0.70 C Oakland Pk Blvd E of NW 120 Way 622 31000 59900 0.52 C 2945 5390 0.55 C 622 52700 59900 0.88 C 5007 5390 0.93 C Oakland Pk Blvd E of Hiatus Rd 622 30000 59900 0.50 C 2850 5390 0.53 C 622 48700 59900 0.81 C 4627 5390 0.86 C Oakland Pk Blvd E of Nob Hill Rd 622 29500 59900 0.49 C 2803 5390 0.52 C 622 39400 59900 0.66 C 3743 5390 0.69 C Oakland Pk Blvd E of Pine Island Rd 622 31500 59900 0.53 C 2993 5390 0.56 C 622 55500 59900 0.93 C 5273 5390 0.98 D Oakland Pk Blvd E of University Dr 622 33500 59900 0.56 C 3183 5390 0.59 C 622 57900 59900 0.97 C 5501 5390 1.02 F Oakland Pk Blvd E of Inverrary Blvd 622 58500 59900 0.98 D 5558 5390 1.03 F 622 74700 59900 1.25 F 7097 5390 1.32 F Oakland Pk Blvd E of SR 7 622 56000 59900 0.93 C 5320 5390 0.99 D 622 69400 59900 1.16 F 6593 5390 1.22 F Oakland Pk Blvd E of SW 31 Ave 622 54000 59900 0.90 C 5130 5390 0.95 C 622 68000 59900 1.14 F 6460 5390 1.20 F e - estimated traffic volumes; capacity - maximum LOS "D" service volume, not actual capacity; r - maximum LOS "D" service volume reduced by 5% B- 1A:61
ATTACHMENT C 2023 Traffic Volumes and Historical Traffic Data (Source: FDOT)A:62
COUNTY: 86 STATION: 0204 DESCRIPTION: SR 816 / OAKLAND PARK BLVD - E OF NW 31 AVE START DATE: 04/18/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: E DIRECTION: W COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 68 62 54 49 233 | 127 112 88 72 399 | 632 0100 57 41 31 40 169 | 64 70 71 48 253 | 422 0200 39 28 40 38 145 | 47 45 42 43 177 | 322 0300 34 40 55 41 170 | 34 39 24 36 133 | 303 0400 51 60 76 130 317 | 36 33 37 34 140 | 457 0500 101 142 203 233 679 | 42 50 75 57 224 | 903 0600 254 315 393 497 1459 | 96 103 118 168 485 | 1944 0700 457 489 535 503 1984 | 184 244 289 301 1018 | 3002 0800 506 524 491 476 1997 | 299 293 333 305 1230 | 3227 0900 344 399 396 430 1569 | 279 248 310 334 1171 | 2740 1000 390 397 333 350 1470 | 296 311 312 334 1253 | 2723 1100 333 347 382 370 1432 | 299 376 380 372 1427 | 2859 1200 348 370 375 404 1497 | 342 445 375 392 1554 | 3051 1300 366 363 387 373 1489 | 414 366 419 379 1578 | 3067 1400 357 415 393 378 1543 | 350 377 433 400 1560 | 3103 1500 317 356 372 364 1409 | 391 504 479 426 1800 | 3209 1600 358 330 332 357 1377 | 447 444 457 473 1821 | 3198 1700 335 339 354 367 1395 | 446 479 487 457 1869 | 3264 1800 349 354 340 368 1411 | 439 483 487 405 1814 | 3225 1900 314 302 309 310 1235 | 377 369 299 301 1346 | 2581 2000 280 270 260 240 1050 | 274 273 256 250 1053 | 2103 2100 228 215 225 176 844 | 215 212 205 223 855 | 1699 2200 185 194 156 142 677 | 206 209 188 171 774 | 1451 2300 120 123 101 95 439 | 195 208 164 147 714 | 1153 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 25990 24648 50638 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: E DIRECTION: W COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 730 2068 800 1230 730 3250 P.M. 1400 1543 1645 1885 1515 3306 DAILY 730 2068 1645 1885 1515 3306 GENERATED BY SPS 5.0.0.61A:63
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 0204 - SR 816 / OAKLAND PARK BLVD - E OF NW 31 AVE YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 50000 C E 25500 W 24500 9.00 57.90 3.50 2022 53500 C E 26500 W 27000 9.00 57.00 3.50 2021 51000 C E 25500 W 25500 9.00 53.80 3.10 2020 54000 F E 27500 W 26500 9.00 53.90 3.10 2019 57000 C E 29000 W 28000 9.00 54.60 3.10 2018 50500 C E 24500 W 26000 9.00 54.50 3.40 2017 54500 C E 28000 W 26500 9.00 51.90 3.40 2016 52500 C E 26500 W 26000 9.00 54.10 3.40 2015 47500 C E 25500 W 22000 9.00 54.00 4.60 2014 52000 C E 26000 W 26000 9.00 54.20 3.90 2013 50500 C E 24000 W 26500 9.00 53.60 3.90 2012 51500 C E 25500 W 26000 9.00 52.20 4.70 2011 51000 C E 26000 W 25000 9.00 52.50 4.70 2010 59500 C E 29500 W 30000 8.35 52.69 4.70 2009 53000 C E 26500 W 26500 8.53 53.89 4.00 2008 55500 C E 27500 W 28000 8.81 54.16 4.00 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:64
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 0478 - SR 7 / US 441 - S OF SR 870/COMMERCIAL BLVD YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 54000 F N 28500 S 25500 9.00 57.90 2.50 2022 52000 C N 27500 S 24500 9.00 57.00 2.50 2021 49000 C N 25000 S 24000 9.00 53.80 3.70 2020 54000 F N 27500 S 26500 9.00 53.90 3.70 2019 57000 C N 29000 S 28000 9.00 54.60 3.70 2018 54500 C N 28500 S 26000 9.00 54.50 3.50 2017 51000 C N 26500 S 24500 9.00 51.90 3.50 2016 48500 C N 25500 S 23000 9.00 54.10 3.50 2015 50000 C N 26500 S 23500 9.00 54.00 4.10 2014 50000 C N 26000 S 24000 9.00 54.20 1.20 2013 46000 C N 24500 S 21500 9.00 53.60 1.00 2012 49500 C N 24500 S 25000 9.00 52.20 2.10 2011 48500 C N 25000 S 23500 9.00 52.50 2.10 2010 50500 C N 24500 S 26000 8.35 52.69 2.10 2009 52000 C N 27000 S 25000 8.53 53.89 3.70 2008 49000 C N 26500 S 22500 8.81 54.16 3.70 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:65
COUNTY: 86 STATION: 0479 DESCRIPTION: SR 816/OAKLAND PARK BLVD - W OF NW 31 AVE START DATE: 03/15/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: E DIRECTION: W COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 117 81 81 70 349 | 158 155 121 112 546 | 895 0100 59 54 45 33 191 | 73 71 78 52 274 | 465 0200 50 30 44 29 153 | 74 59 51 51 235 | 388 0300 45 44 53 47 189 | 56 30 35 41 162 | 351 0400 55 62 95 96 308 | 43 36 51 53 183 | 491 0500 110 145 218 239 712 | 49 65 63 79 256 | 968 0600 226 353 403 482 1464 | 113 161 168 241 683 | 2147 0700 483 521 562 573 2139 | 276 347 425 458 1506 | 3645 0800 506 571 516 499 2092 | 402 418 399 396 1615 | 3707 0900 393 403 421 429 1646 | 395 336 345 354 1430 | 3076 1000 341 408 374 414 1537 | 327 373 370 342 1412 | 2949 1100 379 433 408 403 1623 | 388 377 379 397 1541 | 3164 1200 439 417 444 415 1715 | 388 418 403 435 1644 | 3359 1300 431 407 453 431 1722 | 394 440 480 459 1773 | 3495 1400 478 460 432 424 1794 | 443 459 514 522 1938 | 3732 1500 447 440 416 409 1712 | 528 602 676 651 2457 | 4169 1600 443 436 462 467 1808 | 620 650 591 596 2457 | 4265 1700 453 476 473 383 1785 | 590 585 619 616 2410 | 4195 1800 432 407 372 364 1575 | 654 616 463 638 2371 | 3946 1900 349 395 379 300 1423 | 450 492 471 434 1847 | 3270 2000 302 351 290 292 1235 | 353 412 307 333 1405 | 2640 2100 261 309 264 232 1066 | 343 305 278 239 1165 | 2231 2200 216 230 200 182 828 | 267 214 192 212 885 | 1713 2300 146 155 150 112 563 | 191 199 194 159 743 | 1306 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 29629 30938 60567 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: E DIRECTION: W COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 730 2212 730 1703 730 3915 P.M. 1645 1869 1530 2597 1530 4301 DAILY 730 2212 1530 2597 1530 4301 TRUCK PERCENTAGE 1.53 6.30 3.96 ---------------------------------------------------------------------------------------------------------- CLASSIFICATION SUMMARY DATABASE DIR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 TOTTRK TOTVOL E 68 26618 2491 126 242 20 5 36 22 1 0 0 0 0 0 452 29629 W 76 25233 3680 147 573 202 71 706 212 34 0 0 4 0 0 1949 30938 ---------------------------------------------------------------------------------------------------------- GENERATED BY SPS 5.0.0.61A:66
COUNTY: 86 STATION: 0479 DESCRIPTION: SR 816/OAKLAND PARK BLVD - W OF NW 31 AVE START DATE: 03/16/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: E DIRECTION: W COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 118 89 95 78 380 | 143 124 107 92 466 | 846 0100 63 60 49 40 212 | 88 72 66 56 282 | 494 0200 34 41 45 33 153 | 45 64 39 39 187 | 340 0300 39 63 60 51 213 | 40 38 34 44 156 | 369 0400 59 46 80 96 281 | 34 48 44 66 192 | 473 0500 117 144 215 244 720 | 52 71 78 94 295 | 1015 0600 264 307 389 455 1415 | 98 139 187 230 654 | 2069 0700 512 595 534 506 2147 | 272 383 382 438 1475 | 3622 0800 480 523 459 428 1890 | 411 419 406 386 1622 | 3512 0900 357 406 397 422 1582 | 365 379 380 334 1458 | 3040 1000 377 368 381 412 1538 | 388 349 363 405 1505 | 3043 1100 382 385 404 373 1544 | 342 392 388 365 1487 | 3031 1200 422 429 480 448 1779 | 394 437 441 451 1723 | 3502 1300 427 474 461 437 1799 | 408 435 445 423 1711 | 3510 1400 420 446 453 407 1726 | 428 474 561 550 2013 | 3739 1500 424 460 435 411 1730 | 530 559 545 539 2173 | 3903 1600 402 384 454 436 1676 | 586 558 582 591 2317 | 3993 1700 472 454 422 421 1769 | 617 619 620 628 2484 | 4253 1800 404 402 414 410 1630 | 626 623 567 533 2349 | 3979 1900 393 423 402 387 1605 | 525 490 460 404 1879 | 3484 2000 337 344 305 312 1298 | 371 384 320 348 1423 | 2721 2100 239 298 314 219 1070 | 332 328 324 275 1259 | 2329 2200 287 253 248 214 1002 | 266 251 220 245 982 | 1984 2300 214 159 151 120 644 | 229 235 197 197 858 | 1502 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 29803 30950 60753 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: E DIRECTION: W COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 700 2147 745 1674 715 3729 P.M. 1230 1829 1730 2497 1700 4253 DAILY 700 2147 1730 2497 1700 4253 TRUCK PERCENTAGE 1.56 6.04 3.84 ---------------------------------------------------------------------------------------------------------- CLASSIFICATION SUMMARY DATABASE DIR 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 TOTTRK TOTVOL E 81 26724 2532 108 258 32 4 33 28 2 0 0 1 0 0 466 29803 W 51 25413 3618 149 577 181 80 652 192 32 0 0 5 0 0 1868 30950 ---------------------------------------------------------------------------------------------------------- GENERATED BY SPS 5.0.0.61A:67
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 0479 - SR 816/OAKLAND PARK BLVD - W OF NW 31 AVE YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 58000 C E 28500 W 29500 9.00 57.90 3.90 2022 52500 C E 28000 W 24500 9.00 57.00 4.30 2021 57500 C E 28000 W 29500 9.00 53.80 4.30 2020 56000 C E 29500 W 26500 9.00 53.90 4.30 2019 60000 C E 31000 W 29000 9.00 54.60 3.80 2018 61500 C E 30000 W 31500 9.00 54.50 3.80 2017 58500 C E 29500 W 29000 9.00 51.90 3.80 2016 61000 C E 30000 W 31000 9.00 54.10 6.90 2015 58000 C E 30000 W 28000 9.00 54.00 6.90 2014 59000 C E 29500 W 29500 9.00 54.20 3.70 2013 56500 C E 28500 W 28000 9.00 53.60 6.30 2012 66500 C E 33000 W 33500 9.00 52.20 3.60 2011 63500 C E 33500 W 30000 9.00 52.50 4.60 2010 60500 C E 29500 W 31000 8.35 52.69 4.30 2009 58500 C E 28000 W 30500 8.53 53.89 4.40 2008 55000 C E 28000 W 27000 8.81 54.16 3.10 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:68
COUNTY: 86 STATION: 5207 DESCRIPTION: SR 7 - S OF SR 816/OAKLAND PARK BLVD START DATE: 04/06/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: N DIRECTION: S COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 144 125 119 99 487 | 136 109 90 87 422 | 909 0100 85 64 70 58 277 | 74 57 60 52 243 | 520 0200 61 36 41 47 185 | 46 38 36 45 165 | 350 0300 40 33 34 37 144 | 42 35 35 45 157 | 301 0400 41 49 51 77 218 | 46 49 54 71 220 | 438 0500 90 85 161 135 471 | 62 85 118 147 412 | 883 0600 153 228 230 233 844 | 149 193 223 251 816 | 1660 0700 262 320 316 342 1240 | 288 373 370 403 1434 | 2674 0800 321 363 318 295 1297 | 322 409 419 370 1520 | 2817 0900 265 272 280 279 1096 | 384 331 365 385 1465 | 2561 1000 269 276 304 284 1133 | 380 378 409 392 1559 | 2692 1100 293 331 273 296 1193 | 377 389 403 400 1569 | 2762 1200 272 296 338 280 1186 | 452 441 482 408 1783 | 2969 1300 323 312 314 327 1276 | 410 470 411 414 1705 | 2981 1400 310 352 307 329 1298 | 430 439 454 446 1769 | 3067 1500 331 371 360 329 1391 | 436 446 427 460 1769 | 3160 1600 347 338 323 320 1328 | 492 475 510 522 1999 | 3327 1700 359 345 322 359 1385 | 478 506 488 472 1944 | 3329 1800 362 346 315 305 1328 | 444 522 455 400 1821 | 3149 1900 295 253 277 275 1100 | 428 369 434 442 1673 | 2773 2000 251 285 277 252 1065 | 404 395 394 328 1521 | 2586 2100 233 236 223 228 920 | 327 298 306 255 1186 | 2106 2200 185 176 165 180 706 | 306 303 250 246 1105 | 1811 2300 186 180 152 143 661 | 214 201 181 159 755 | 1416 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 22229 29012 51241 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: N DIRECTION: S COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 745 1344 815 1582 745 2897 P.M. 1515 1407 1630 2016 1630 3363 DAILY 1515 1407 1630 2016 1630 3363 GENERATED BY SPS 5.0.0.61 COUNTY: 86 STATION: 5207 DESCRIPTION: SR 7 - S OF SR 816/OAKLAND PARK BLVD START DATE: 04/06/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: N DIRECTION: S COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 144 125 119 99 487 | 136 109 90 87 422 | 909 0100 85 64 70 58 277 | 74 57 60 52 243 | 520 0200 61 36 41 47 185 | 46 38 36 45 165 | 350 0300 40 33 34 37 144 | 42 35 35 45 157 | 301 0400 41 49 51 77 218 | 46 49 54 71 220 | 438 0500 90 85 161 135 471 | 62 85 118 147 412 | 883 0600 153 228 230 233 844 | 149 193 223 251 816 | 1660 0700 262 320 316 342 1240 | 288 373 370 403 1434 | 2674 0800 321 363 318 295 1297 | 322 409 419 370 1520 | 2817 0900 265 272 280 279 1096 | 384 331 365 385 1465 | 2561 1000 269 276 304 284 1133 | 380 378 409 392 1559 | 2692 1100 293 331 273 296 1193 | 377 389 403 400 1569 | 2762 1200 272 296 338 280 1186 | 452 441 482 408 1783 | 2969 1300 323 312 314 327 1276 | 410 470 411 414 1705 | 2981 1400 310 352 307 329 1298 | 430 439 454 446 1769 | 3067 1500 331 371 360 329 1391 | 436 446 427 460 1769 | 3160 1600 347 338 323 320 1328 | 492 475 510 522 1999 | 3327 1700 359 345 322 359 1385 | 478 506 488 472 1944 | 3329 1800 362 346 315 305 1328 | 444 522 455 400 1821 | 3149 1900 295 253 277 275 1100 | 428 369 434 442 1673 | 2773 2000 251 285 277 252 1065 | 404 395 394 328 1521 | 2586 2100 233 236 223 228 920 | 327 298 306 255 1186 | 2106 2200 185 176 165 180 706 | 306 303 250 246 1105 | 1811 2300 186 180 152 143 661 | 214 201 181 159 755 | 1416 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 22229 29012 51241 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: N DIRECTION: S COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 745 1344 815 1582 745 2897 P.M. 1515 1407 1630 2016 1630 3363 DAILY 1515 1407 1630 2016 1630 3363 GENERATED BY SPS 5.0.0.61A:69
COUNTY: 86 STATION: 5207 DESCRIPTION: SR 7 - S OF SR 816/OAKLAND PARK BLVD START DATE: 04/07/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: N DIRECTION: S COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 126 114 123 118 481 | 170 140 99 89 498 | 979 0100 90 91 69 70 320 | 83 74 64 49 270 | 590 0200 63 69 73 49 254 | 58 61 46 32 197 | 451 0300 71 58 22 49 200 | 41 41 36 50 168 | 368 0400 40 57 54 56 207 | 30 40 44 64 178 | 385 0500 87 107 134 120 448 | 83 102 104 110 399 | 847 0600 148 169 197 221 735 | 117 137 195 180 629 | 1364 0700 233 273 281 310 1097 | 200 236 291 306 1033 | 2130 0800 282 287 270 280 1119 | 311 303 319 358 1291 | 2410 0900 281 313 328 335 1257 | 352 365 388 405 1510 | 2767 1000 325 342 353 334 1354 | 370 436 385 454 1645 | 2999 1100 340 365 369 359 1433 | 421 601 547 554 2123 | 3556 1200 359 345 377 378 1459 | 467 459 448 462 1836 | 3295 1300 368 385 358 348 1459 | 421 461 504 469 1855 | 3314 1400 361 335 373 382 1451 | 474 459 475 513 1921 | 3372 1500 396 361 366 366 1489 | 498 452 503 502 1955 | 3444 1600 378 361 332 390 1461 | 463 497 516 496 1972 | 3433 1700 368 330 388 357 1443 | 542 509 500 498 2049 | 3492 1800 334 356 362 335 1387 | 412 503 437 475 1827 | 3214 1900 337 361 321 364 1383 | 438 410 399 394 1641 | 3024 2000 307 310 318 278 1213 | 404 351 411 426 1592 | 2805 2100 312 267 217 226 1022 | 379 379 320 303 1381 | 2403 2200 243 206 220 195 864 | 305 281 267 254 1107 | 1971 2300 190 189 182 166 727 | 245 244 234 188 911 | 1638 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 24263 29988 54251 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: N DIRECTION: S COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 845 1202 845 1463 845 2665 P.M. 1430 1512 1630 2063 1645 3523 DAILY 1430 1512 1115 2169 1115 3621 GENERATED BY SPS 5.0.0.61A:70
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 5207 - SR 7 - S OF SR 816/OAKLAND PARK BLVD YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 52000 C N 23000 S 29000 9.00 57.90 5.10 2022 54500 C N 28000 S 26500 9.00 57.00 5.10 2021 55000 C N 26500 S 28500 9.00 53.80 5.10 2020 47000 F N 24000 S 23000 9.00 53.90 3.50 2019 50000 C N 25500 S 24500 9.00 54.60 3.50 2018 46000 C N 23000 S 23000 9.00 54.50 3.50 2017 54500 C N 27000 S 27500 9.00 51.90 5.80 2016 55500 C N 27500 S 28000 9.00 54.10 5.80 2015 52000 C N 26500 S 25500 9.00 54.00 5.80 2014 54000 C N 27500 S 26500 9.00 54.20 5.40 2013 52000 C N 26500 S 25500 9.00 53.60 5.00 2012 63000 C N 32000 S 31000 9.00 52.20 5.00 2011 53000 C N 26500 S 26500 9.00 52.50 3.00 2010 55500 C N 28000 S 27500 8.35 52.69 3.00 2009 58500 C N 29500 S 29000 8.53 53.89 3.00 2008 61000 C N 30000 S 31000 8.81 54.16 2.70 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:71
COUNTY: 86 STATION: 5302 DESCRIPTION: SR 816 / OAKLAND PARK BLVD - W OF SR 7/US 441 START DATE: 04/24/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: E DIRECTION: W COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 107 81 78 66 332 | 116 122 97 90 425 | 757 0100 66 47 48 37 198 | 76 67 57 54 254 | 452 0200 33 36 38 38 145 | 51 48 42 31 172 | 317 0300 33 30 28 55 146 | 33 34 44 50 161 | 307 0400 37 46 72 76 231 | 39 39 42 42 162 | 393 0500 91 124 166 190 571 | 47 41 79 100 267 | 838 0600 201 233 352 422 1208 | 81 139 148 233 601 | 1809 0700 430 545 567 562 2104 | 236 310 355 376 1277 | 3381 0800 539 574 563 478 2154 | 359 356 359 376 1450 | 3604 0900 441 382 334 361 1518 | 309 301 320 325 1255 | 2773 1000 346 370 347 333 1396 | 263 265 295 296 1119 | 2515 1100 309 352 295 375 1331 | 286 304 326 319 1235 | 2566 1200 343 356 366 292 1357 | 310 334 331 338 1313 | 2670 1300 333 342 342 364 1381 | 394 313 362 364 1433 | 2814 1400 341 407 359 404 1511 | 362 381 389 412 1544 | 3055 1500 393 377 464 417 1651 | 411 378 372 502 1663 | 3314 1600 420 379 423 411 1633 | 503 471 459 453 1886 | 3519 1700 383 375 425 341 1524 | 464 542 527 525 2058 | 3582 1800 370 322 356 346 1394 | 599 456 391 373 1819 | 3213 1900 293 345 306 284 1228 | 397 353 373 333 1456 | 2684 2000 253 317 274 246 1090 | 342 321 290 321 1274 | 2364 2100 254 219 248 224 945 | 249 289 289 223 1050 | 1995 2200 128 155 188 149 620 | 235 224 192 213 864 | 1484 2300 129 120 113 117 479 | 155 141 161 126 583 | 1062 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 26147 25321 51468 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: E DIRECTION: W COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 730 2242 745 1450 730 3688 P.M. 1530 1680 1715 2193 1715 3704 DAILY 730 2242 1715 2193 1715 3704 GENERATED BY SPS 5.0.0.61A:72
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 5302 - SR 816 / OAKLAND PARK BLVD - W OF SR 7/US 441 YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 51000 C E 26000 W 25000 9.00 54.20 5.10 2022 50000 C E 26000 W 24000 9.00 53.80 5.10 2021 56000 C E 28500 W 27500 9.00 54.00 5.10 2020 49000 F E 25000 W 24000 9.00 55.10 2.50 2019 52000 C E 26500 W 25500 9.00 56.00 2.50 2018 58500 C E 29500 W 29000 9.00 56.30 2.50 2017 55000 C E 28000 W 27000 9.00 57.10 5.60 2016 57500 C E 29000 W 28500 9.00 56.10 5.60 2015 53000 C E 26000 W 27000 9.00 56.20 5.60 2014 62500 C E 32000 W 30500 9.00 56.80 3.60 2013 57500 C E 29000 W 28500 9.00 56.20 2.60 2012 65500 C E 33500 W 32000 9.00 57.00 2.60 2011 58500 C E 30000 W 28500 9.00 59.10 4.60 2010 57500 C E 29500 W 28000 9.60 57.92 4.60 2009 56500 C E 29000 W 27500 9.71 58.42 4.60 2008 62500 C E 32000 W 30500 9.67 56.67 2.90 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:73
COUNTY: 86 STATION: 7068 DESCRIPTION: NW 31 AVE, S OF OAKLAND PARK BLVD START DATE: 10/04/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: N DIRECTION: S COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 121 115 81 91 408 | 101 69 58 43 271 | 679 0100 57 57 60 63 237 | 46 38 43 30 157 | 394 0200 42 45 54 30 171 | 41 29 37 26 133 | 304 0300 41 44 38 53 176 | 30 34 22 27 113 | 289 0400 46 56 54 65 221 | 19 37 38 44 138 | 359 0500 67 73 87 119 346 | 51 72 83 117 323 | 669 0600 116 149 198 190 653 | 118 158 203 258 737 | 1390 0700 256 336 415 488 1495 | 300 349 394 412 1455 | 2950 0800 433 431 380 363 1607 | 401 444 419 402 1666 | 3273 0900 413 322 364 276 1375 | 360 355 301 321 1337 | 2712 1000 266 211 244 265 986 | 271 240 241 253 1005 | 1991 1100 261 251 253 247 1012 | 244 247 258 261 1010 | 2022 1200 252 261 264 266 1043 | 247 265 261 279 1052 | 2095 1300 268 283 277 285 1113 | 289 304 284 315 1192 | 2305 1400 259 328 329 357 1273 | 261 301 140 129 831 | 2104 1500 349 391 390 362 1492 | 441 393 378 434 1646 | 3138 1600 390 412 419 399 1620 | 425 430 409 408 1672 | 3292 1700 433 422 375 460 1690 | 413 428 397 400 1638 | 3328 1800 383 458 404 321 1566 | 396 396 375 348 1515 | 3081 1900 302 347 277 279 1205 | 318 334 327 300 1279 | 2484 2000 283 259 249 231 1022 | 265 300 230 210 1005 | 2027 2100 209 250 208 190 857 | 221 186 198 152 757 | 1614 2200 221 163 156 159 699 | 169 139 133 136 577 | 1276 2300 185 153 170 151 659 | 108 97 118 85 408 | 1067 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 22926 21917 44843 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: N DIRECTION: S COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 730 1767 745 1676 730 3418 P.M. 1745 1705 1545 1698 1630 3331 DAILY 730 1767 1545 1698 730 3418 GENERATED BY SPS 5.0.0.61A:74
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 7068 - NW 31 AVE, S OF OAKLAND PARK BLVD YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 45000 C N 23000 S 22000 9.00 57.90 3.00 2022 32500 S N 16000 S 16500 9.00 57.00 5.40 2021 32500 F N 16000 S 16500 9.00 53.80 14.30 2020 32500 C N 16000 S 16500 9.00 53.90 8.80 2019 45500 T N 22500 S 23000 9.00 54.60 5.50 2018 45500 S N 22500 S 23000 9.00 54.50 6.00 2017 45500 F N 22500 S 23000 9.00 51.90 6.20 2016 45500 C N 22500 S 23000 9.00 54.10 2.90 2015 36000 V 0 0 9.00 54.00 3.40 2014 35500 R 9.00 54.20 7.40 2013 35000 T 0 0 9.00 53.60 7.60 2012 35000 S 0 0 9.00 52.20 5.90 2011 35000 F 0 0 9.00 52.50 6.30 2010 35000 C N 18000 S 17000 8.35 52.69 9.30 2009 36500 F N 18000 S 18500 8.53 53.89 5.30 2008 37500 C N 18500 S 19000 8.81 54.16 6.50 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:75
COUNTY: 86 STATION: 7087 DESCRIPTION: NW 38 ST, E OF NW 31 AVE START DATE: 10/04/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: E DIRECTION: W COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 9 9 4 8 30 | 7 2 5 6 20 | 50 0100 4 3 2 4 13 | 5 2 0 2 9 | 22 0200 1 1 2 4 8 | 1 3 2 0 6 | 14 0300 2 4 2 2 10 | 4 1 2 0 7 | 17 0400 3 1 7 14 25 | 2 1 3 2 8 | 33 0500 7 12 19 14 52 | 2 8 6 3 19 | 71 0600 19 27 48 68 162 | 5 12 12 28 57 | 219 0700 84 125 188 177 574 | 46 102 164 207 519 | 1093 0800 150 85 75 52 362 | 192 53 43 18 306 | 668 0900 54 36 42 33 165 | 39 16 26 20 101 | 266 1000 44 35 29 31 139 | 35 22 25 17 99 | 238 1100 33 22 33 26 114 | 29 23 25 22 99 | 213 1200 26 32 42 59 159 | 28 35 29 2 94 | 253 1300 55 76 66 27 224 | 0 0 74 23 97 | 321 1400 135 75 70 91 371 | 136 68 54 181 439 | 810 1500 60 61 45 31 197 | 164 58 53 28 303 | 500 1600 43 59 73 82 257 | 51 45 65 85 246 | 503 1700 96 78 74 81 329 | 103 85 87 73 348 | 677 1800 60 50 54 50 214 | 75 42 52 43 212 | 426 1900 43 29 37 35 144 | 37 33 39 21 130 | 274 2000 30 23 35 24 112 | 27 20 21 23 91 | 203 2100 43 25 22 20 110 | 30 18 32 17 97 | 207 2200 16 21 13 19 69 | 8 16 12 13 49 | 118 2300 10 9 9 10 38 | 8 9 6 3 26 | 64 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 3878 3382 7260 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: E DIRECTION: W COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 715 640 715 665 715 1305 P.M. 1400 371 1415 467 1400 810 DAILY 715 640 715 665 715 1305 GENERATED BY SPS 5.0.0.61A:76
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 7087 - NW 38 ST, E OF NW 31 AVE YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 7300 C E 3900 W 3400 9.00 57.90 3.00 2022 3500 S E 1900 W 1600 9.00 57.00 5.40 2021 3500 F E 1900 W 1600 9.00 53.80 14.30 2020 3500 C E 1900 W 1600 9.00 53.90 8.80 2019 6800 T E 3600 W 3200 9.00 54.60 5.50 2018 6800 S E 3600 W 3200 9.00 54.50 6.00 2017 6800 F E 3600 W 3200 9.00 51.90 6.20 2016 6800 C E 3600 W 3200 9.00 54.10 2.90 2015 4400 V 0 0 9.00 54.00 3.40 2014 4300 R 9.00 54.20 7.40 2013 4300 T 0 0 9.00 53.60 7.60 2012 4300 S 0 0 9.00 52.20 5.90 2011 4300 F 0 0 9.00 52.50 6.30 2010 4300 C E 0 W 0 8.35 52.69 9.30 2009 5100 F 0 0 8.53 53.89 5.30 2008 5200 C E 0 W 0 8.81 54.16 6.50 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:77
COUNTY: 86 STATION: 9711 DESCRIPTION: NW 44 STREET, E OF NW 31 AVENUE START DATE: 10/31/2023 START TIME: 0000 --------------------------------------------------------------------------------------- DIRECTION: E DIRECTION: W COMBINED TIME 1ST 2ND 3RD 4TH TOTAL 1ST 2ND 3RD 4TH TOTAL TOTAL --------------------------------------------------------------------------------------- 0000 11 7 7 8 33 | 14 9 6 12 41 | 74 0100 9 5 3 4 21 | 5 7 5 1 18 | 39 0200 8 5 1 1 15 | 2 4 5 2 13 | 28 0300 3 1 2 1 7 | 2 5 8 1 16 | 23 0400 1 5 5 7 18 | 2 3 4 7 16 | 34 0500 11 13 21 22 67 | 10 5 9 19 43 | 110 0600 18 20 39 71 148 | 18 20 29 46 113 | 261 0700 107 161 210 202 680 | 47 83 108 113 351 | 1031 0800 159 104 109 62 434 | 122 81 73 74 350 | 784 0900 80 62 49 58 249 | 43 59 42 48 192 | 441 1000 52 52 40 41 185 | 46 46 43 38 173 | 358 1100 42 38 35 39 154 | 33 29 34 52 148 | 302 1200 42 43 50 50 185 | 33 43 42 40 158 | 343 1300 73 58 65 52 248 | 58 62 47 56 223 | 471 1400 61 75 88 103 327 | 54 66 74 133 327 | 654 1500 104 23 24 2 153 | 118 87 64 82 351 | 504 1600 2 1 2 51 56 | 64 71 72 93 300 | 356 1700 136 108 93 94 431 | 151 181 129 146 607 | 1038 1800 97 71 80 67 315 | 101 81 85 59 326 | 641 1900 55 51 41 44 191 | 48 53 41 46 188 | 379 2000 45 32 31 49 157 | 44 40 38 28 150 | 307 2100 43 36 36 27 142 | 39 33 32 21 125 | 267 2200 29 27 21 20 97 | 29 13 20 14 76 | 173 2300 23 13 17 10 63 | 17 18 6 12 53 | 116 --------------------------------------------------------------------------------------- 24-HOUR TOTALS: 4376 4358 8734 --------------------------------------------------------------------------------------- PEAK VOLUME INFORMATION DIRECTION: E DIRECTION: W COMBINED DIRECTIONS HOUR VOLUME HOUR VOLUME HOUR VOLUME A.M. 715 732 715 426 715 1158 P.M. 1700 431 1700 607 1700 1038 DAILY 715 732 1700 607 715 1158 GENERATED BY SPS 5.0.0.61A:78
FLORIDA DEPARTMENT OF TRANSPORTATION TRANSPORTATION STATISTICS OFFICE 2023 HISTORICAL AADT REPORT COUNTY: 86 - BROWARD SITE: 9711 - NW 44 STREET, E OF NW 31 AVENUE YEAR AADT DIRECTION 1 DIRECTION 2 *K FACTOR D FACTOR T FACTOR ---- ---------- ------------ ------------ --------- -------- -------- 2023 8800 C E 4400 W 4400 9.00 57.90 3.00 2022 6300 S E 3200 W 3100 9.00 57.00 5.40 2021 6300 F E 3200 W 3100 9.00 53.80 14.30 2020 6300 C E 3200 W 3100 9.00 53.90 8.80 2019 9200 T E 4800 W 4400 9.00 54.60 5.50 2018 9200 S E 4800 W 4400 9.00 54.50 6.00 2017 9200 F E 4800 W 4400 9.00 51.90 6.20 2016 9200 C E 4800 W 4400 9.00 54.10 2.90 2015 5400 V 0 0 9.00 54.00 3.40 2014 5300 R 9.00 54.20 7.40 2013 5300 T 0 0 9.00 53.60 7.60 2012 5300 S 0 0 9.00 52.20 5.90 2011 5300 F 0 0 9.00 52.50 6.30 2010 5300 C E 0 W 0 8.35 52.69 9.30 2009 5900 F 0 0 8.53 53.89 5.30 2008 6100 C E 0 W 0 8.81 54.16 6.50 AADT FLAGS: C = COMPUTED; E = MANUAL ESTIMATE; F = FIRST YEAR ESTIMATE S = SECOND YEAR ESTIMATE; T = THIRD YEAR ESTIMATE; R = FOURTH YEAR ESTIMATE V = FIFTH YEAR ESTIMATE; 6 = SIXTH YEAR ESTIMATE; X = UNKNOWN *K FACTOR: STARTING WITH YEAR 2011 IS STANDARDK, PRIOR YEARS ARE K30 VALUESA:79
ATTACHMENT D Potential Re-Development Traffic Impacts (Trip Generation) Lakes MallA:80
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Retail (LUC 820 - >150k) 276,630 13,087 297 184 113 1,174 564 610 Gross/Driveway Trips 13,087 297 184 113 1,174 564 610 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 200 908 76 17 59 78 48 30 Office (LUC 710) 80,000 956 138 122 16 138 23 115 Retail (LUC 820 - >150k) 276,630 13,087 297 184 113 1,174 564 610 Gross Trips 14,951 511 323 188 1,390 635 755 Internal Trips -1,463 -22 -11 -11 -136 -68 -68 Driveway Trips 13,488 489 312 177 1,254 567 687 Source: ITE Trip Generation Manual (11th Edition). Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 401 192 128 64 80 3 77 AM Peak Hour PM Peak Hour Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-1b Trip Generation Summary (Potential Re-Development for Lakes Mall) TABLE D-1a Trip Generation Summary (Existing Lakes Mall) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak HourA:81
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Retail (LUC 820 - >150k) 276,630 13,087 297 184 113 1,174 564 610 Gross/Driveway Trips 13,087 297 184 113 1,174 564 610 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 350 1,623 142 33 109 137 84 53 Office (LUC 710) 120,000 1,360 196 172 24 193 33 160 Retail (LUC 820 - >150k) 276,630 13,087 297 184 113 1,174 564 610 Gross Trips 16,070 635 389 246 1,504 681 823 Internal Trips -2,310 -36 -18 -18 -216 -108 -108 Driveway Trips 13,760 599 371 228 1,288 573 715 Source: ITE Trip Generation Manual (11th Edition). Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 673 302 187 115 114 9 105 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Lakes Mall) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-1c Trip Generation Summary (Existing Lakes Mall) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-1dA:82
Reef PlazaA:83
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Retail (LUC 821 - 40-150k) 105,365 7,114 182 113 69 547 268 279 Gross/Driveway Trips 7,114 182 113 69 547 268 279 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 150 669 54 12 42 59 36 23 Restaurant (LUC 931) 15,000 1,258 11 6 5 117 78 39 Retail (LUC 821 - 40-150k) 105,365 7,114 182 113 69 547 268 279 Gross Trips 9,041 247 131 116 723 382 341 Internal Trips -1,926 -10 -5 -5 -154 -77 -77 Driveway Trips 7,115 237 126 111 569 305 264 Source: ITE Trip Generation Manual (11th Edition). Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 1 55 13 42 22 37 -15 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Reef Plaza) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-2a Trip Generation Summary (Reef Plaza) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-2bA:84
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Retail (LUC 821 - 40-150k) 105,365 7,114 182 113 69 547 268 279 Gross/Driveway Trips 7,114 182 113 69 547 268 279 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 200 908 76 17 59 78 48 30 Restaurant (LUC 931) 15,000 1,258 11 6 5 117 78 39 Retail (LUC 821 - 40-150k) 105,365 7,114 182 113 69 547 268 279 Gross Trips 9,280 269 136 133 742 394 348 Internal Trips -2,176 -12 -6 -6 -174 -87 -87 Driveway Trips 7,104 257 130 127 568 307 261 Source: ITE Trip Generation Manual (11th Edition). Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing -10 75 17 58 21 39 -18 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Reef Plaza) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-2c Trip Generation Summary (Reef Plaza) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-2dA:85
Market PlaceA:86
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Retail (LUC 820 - >150k) 288,689 13,401 304 188 116 1,211 581 630 Gross/Driveway Trips 13,401 304 188 116 1,211 581 630 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 300 1,385 120 28 92 117 71 46 Office (LUC 710) 120,000 1,360 196 172 24 193 33 160 Retail (LUC 820 - >150k) 288,689 13,401 304 188 116 1,211 581 630 Gross Trips 16,146 620 388 232 1,521 685 836 Internal Trips -2,103 -36 -18 -18 -198 -99 -99 Driveway Trips 14,043 584 370 214 1,323 586 737 Source: ITE Trip Generation Manual (11th Edition). Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 642 280 182 98 112 5 107 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Market Place) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-3a Trip Generation Summary (Existing Market Place) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-3bA:87
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Retail (LUC 820 - >150k) 288,689 13,401 304 188 116 1,211 581 630 Gross/Driveway Trips 13,401 304 188 116 1,211 581 630 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 350 1,623 142 33 109 137 84 53 Office (LUC 710) 120,000 1,360 196 172 24 193 33 160 Retail (LUC 820 - >150k) 288,689 13,401 304 188 116 1,211 581 630 Gross Trips 16,384 642 393 249 1,541 698 843 Internal Trips -2,298 -36 -18 -18 -216 -108 -108 Driveway Trips 14,086 606 375 231 1,325 590 735 Source: ITE Trip Generation Manual (11th Edition). Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 685 302 187 115 114 9 105 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Market Place) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-3c Trip Generation Summary (Existing Market Place) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-3dA:88
WalmartA:89
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Free-Standing Superstore (LUC 813) 227,359 11,486 423 237 186 984 482 502 Gross/Driveway Trips 11,486 423 237 186 984 482 502 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 200 908 76 17 59 78 48 30 Free-Standing Superstore (LUC 813) 227,359 11,486 423 237 186 984 482 502 Gross Trips 12,394 499 254 245 1,062 530 532 Internal Trips -817 -2 -1 -1 -70 -35 -35 Driveway Trips 11,577 497 253 244 992 495 497 Source: ITE Trip Generation Manual (11th Edition). ] Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 91 74 16 58 8 13 -5 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Walmart) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-4a Trip Generation Summary (Existing Walmart) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-4bA:90
Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Free-Standing Superstore (LUC 813) 227,359 11,486 423 237 186 984 482 502 Gross/Driveway Trips 11,486 423 237 186 984 482 502 Source: ITE Trip Generation Manual (11th Edition). Land Use Size Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Residential Mid-Rise (LUC 221) 300 1,385 120 28 92 117 71 46 Free-Standing Superstore (LUC 813) 227,359 11,486 423 237 186 984 482 502 Gross Trips 12,871 543 265 278 1,101 553 548 Internal Trips -1,216 -4 -2 -2 -104 -52 -52 Driveway Trips 11,655 539 263 276 997 501 496 Source: ITE Trip Generation Manual (11th Edition). ] Difference in Trips Daily Trips Total Trips Inbound Outbound Total Trips Inbound Outbound Potential Redevelopment - Existing 169 116 26 90 13 19 -6 AM Peak Hour PM Peak Hour Trip Generation Summary (Potential Re-Development for Walmart) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-4c Trip Generation Summary (Existing Walmart) Lauderdale Lakes CRA Plan Modification AM Peak Hour PM Peak Hour TABLE D-4dA:91
ATTACHMENT E Potential Re-Development (Parking Reduction)A:92
Spaces = 538 Spaces = 126 Spaces = 0 Spaces = 0 Spaces = 265 Spaces = 23 Spaces = 482 Spaces = 78 Hour of Day Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces 6:00 AM 1% 5 10% 13 0% 0 0% 0 3% 8 0% 0 100% 482 0% 0 7:00 AM 5% 27 15% 19 0% 0 20% 0 30% 80 1% 0 90% 434 10% 8 8:00 AM 15% 81 25% 32 0% 0 50% 0 75% 199 20% 5 85% 410 20% 16 9:00 AM 35% 188 45% 57 0% 0 75% 0 95% 252 60% 14 80% 386 20% 16 10:00 AM 60% 323 75% 95 15% 0 90% 0 100% 265 100% 23 75% 362 20% 16 11:00 AM 75% 404 95% 120 40% 0 90% 0 100% 265 45% 10 70% 337 20% 16 12:00 PM 100% 538 100% 126 75% 0 90% 0 90% 239 15% 3 65% 313 20% 16 1:00 PM 100% 538 100% 126 75% 0 90% 0 90% 239 45% 10 70% 337 20% 16 2:00 PM 95% 511 100% 126 65% 0 90% 0 100% 265 100% 23 70% 337 20% 16 3:00 PM 85% 457 100% 126 40% 0 75% 0 100% 265 45% 10 70% 337 20% 16 4:00 PM 85% 457 100% 126 50% 0 75% 0 90% 239 15% 3 75% 362 20% 16 5:00 PM 85% 457 100% 126 75% 0 100% 0 50% 133 10% 2 85% 410 40% 31 6:00 PM 90% 484 100% 126 95% 0 100% 0 25% 66 5% 1 90% 434 60% 47 7:00 PM 80% 430 100% 126 100% 0 100% 0 10% 27 2% 0 97% 468 100% 78 8:00 PM 65% 350 90% 113 100% 0 100% 0 7% 19 1% 0 98% 472 100% 78 9:00 PM 45% 242 60% 76 100% 0 100% 0 3% 8 0% 0 99% 477 100% 78 10:00 PM 15% 81 40% 50 95% 0 100% 0 1% 3 0% 0 100% 482 100% 78 11:00 PM 5% 27 20% 25 75% 0 85% 0 0% 0 0% 0 100% 482 80% 62 12:00 AM 0% 0 0% 0 25% 0 35% 0 0% 0 0% 0 100% 482 50% 39 Source: Institute of Transportation Engineers and Urban Land Institute's Shared Parking Shared Spaces = 1,278 Internal (2) = -89 Land Use % (1) Spaces % (1) Spaces Multimodal (3) = -13 Retail 276,630 sq. ft. 1.00 /250 sf 664.00 Spaces 19% 126 81% 538 Parking Required = 1,176 Parkg Reduction = -336 Restaurant 0 sq. ft. 1.00 /100 sf 0.00 Spaces 15% 0 85% 0 % Reduction = -22% Office 120,000 sq. ft. 1 /250 sf 288 Spaces 92% 265 8% 23 Residential 350 units 1.6 /unit 560 Spaces 86% 482 14% 78 Total 1,512.00 Spaces (1) Per ULI (2) Internal Trip Capture 7% (3) Multimodal Trips 1% TABLE 5 Lauderdale Lakes CRA Plan Modification (Lakes Mall Site) Shared Parking Analysis (Using City/ITE Parking Requirements and ULI Shared Parking + ITE for Internal Trips) 1,512 Retail (Customers) Retail (Employees) Restaurant (Customer) Restaurant (Employee) Office (Employees) Office (Visitors) Residential (Residents) Residential (Guests) Total 508 567 741 912 1,082 1,152 1,235 1,266 1,278 1,212 1,202 1,159 1,158 1,129 1,032 881 694 597 521 Employee/Resident Customer/Visitor Size Pkg Rate Total Parking SpacesA:93
Spaces = 205 Spaces = 48 Spaces = 76 Spaces = 14 Spaces = 0 Spaces = 0 Spaces = 275 Spaces = 45 Hour of Day Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces 6:00 AM 1% 2 10% 5 0% 0 0% 0 3% 0 0% 0 100% 275 0% 0 7:00 AM 5% 10 15% 7 0% 0 20% 3 30% 0 1% 0 90% 248 10% 5 8:00 AM 15% 31 25% 12 0% 0 50% 7 75% 0 20% 0 85% 234 20% 9 9:00 AM 35% 72 45% 22 0% 0 75% 11 95% 0 60% 0 80% 220 20% 9 10:00 AM 60% 123 75% 36 15% 11 90% 13 100% 0 100% 0 75% 206 20% 9 11:00 AM 75% 154 95% 46 40% 30 90% 13 100% 0 45% 0 70% 193 20% 9 12:00 PM 100% 205 100% 48 75% 57 90% 13 90% 0 15% 0 65% 179 20% 9 1:00 PM 100% 205 100% 48 75% 57 90% 13 90% 0 45% 0 70% 193 20% 9 2:00 PM 95% 195 100% 48 65% 49 90% 13 100% 0 100% 0 70% 193 20% 9 3:00 PM 85% 174 100% 48 40% 30 75% 11 100% 0 45% 0 70% 193 20% 9 4:00 PM 85% 174 100% 48 50% 38 75% 11 90% 0 15% 0 75% 206 20% 9 5:00 PM 85% 174 100% 48 75% 57 100% 14 50% 0 10% 0 85% 234 40% 18 6:00 PM 90% 185 100% 48 95% 72 100% 14 25% 0 5% 0 90% 248 60% 27 7:00 PM 80% 164 100% 48 100% 76 100% 14 10% 0 2% 0 97% 267 100% 45 8:00 PM 65% 133 90% 43 100% 76 100% 14 7% 0 1% 0 98% 270 100% 45 9:00 PM 45% 92 60% 29 100% 76 100% 14 3% 0 0% 0 99% 272 100% 45 10:00 PM 15% 31 40% 19 95% 72 100% 14 1% 0 0% 0 100% 275 100% 45 11:00 PM 5% 10 20% 10 75% 57 85% 12 0% 0 0% 0 100% 275 80% 36 12:00 AM 0% 0 0% 0 25% 19 35% 5 0% 0 0% 0 100% 275 50% 23 Source: Institute of Transportation Engineers and Urban Land Institute's Shared Parking Shared Spaces = 614 Internal (2) = -68 Land Use % (1) Spaces % (1) Spaces Multimodal (3) = -6 Retail 105,365 sq. ft. 1.00 /250 sf 253.00 Spaces 19% 48 81% 205 Parking Required = 540 Parkg Reduction = -123 Restaurant 15,000 sq. ft. 1.00 /100 sf 90.00 Spaces 15% 14 85% 76 % Reduction = -19% Office 0 sq. ft. 1 /250 sf 0 Spaces 92% 0 8% 0 Residential 200 units 1.6 /unit 320 Spaces 86% 275 14% 45 Total 663.00 Spaces (1) Per ULI (2) Internal Trip Capture 11% (3) Multimodal Trips 1% 321 Employee/Resident Customer/Visitor Size Pkg Rate Total Parking Spaces 528 456 400 593 614 581 465 486 545 510 524 506 333 398 444 282 272 293 Office (Visitors) Residential (Residents) Residential (Guests) Total TABLE 6 Lauderdale Lakes CRA Plan Modification (Reef Plaza Site) Shared Parking Analysis (Using City/ITE Parking Requirements and ULI Shared Parking + ITE for Internal Trips) 663 Retail (Customers) Retail (Employees) Restaurant (Customer) Restaurant (Employee) Office (Employees)A:94
Spaces = 561 Spaces = 132 Spaces = 0 Spaces = 0 Spaces = 265 Spaces = 23 Spaces = 482 Spaces = 78 Hour of Day Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces 6:00 AM 1% 6 10% 13 0% 0 0% 0 3% 8 0% 0 100% 482 0% 0 7:00 AM 5% 28 15% 20 0% 0 20% 0 30% 80 1% 0 90% 434 10% 8 8:00 AM 15% 84 25% 33 0% 0 50% 0 75% 199 20% 5 85% 410 20% 16 9:00 AM 35% 196 45% 59 0% 0 75% 0 95% 252 60% 14 80% 386 20% 16 10:00 AM 60% 337 75% 99 15% 0 90% 0 100% 265 100% 23 75% 362 20% 16 11:00 AM 75% 421 95% 125 40% 0 90% 0 100% 265 45% 10 70% 337 20% 16 12:00 PM 100% 561 100% 132 75% 0 90% 0 90% 239 15% 3 65% 313 20% 16 1:00 PM 100% 561 100% 132 75% 0 90% 0 90% 239 45% 10 70% 337 20% 16 2:00 PM 95% 533 100% 132 65% 0 90% 0 100% 265 100% 23 70% 337 20% 16 3:00 PM 85% 477 100% 132 40% 0 75% 0 100% 265 45% 10 70% 337 20% 16 4:00 PM 85% 477 100% 132 50% 0 75% 0 90% 239 15% 3 75% 362 20% 16 5:00 PM 85% 477 100% 132 75% 0 100% 0 50% 133 10% 2 85% 410 40% 31 6:00 PM 90% 505 100% 132 95% 0 100% 0 25% 66 5% 1 90% 434 60% 47 7:00 PM 80% 449 100% 132 100% 0 100% 0 10% 27 2% 0 97% 468 100% 78 8:00 PM 65% 365 90% 119 100% 0 100% 0 7% 19 1% 0 98% 472 100% 78 9:00 PM 45% 252 60% 79 100% 0 100% 0 3% 8 0% 0 99% 477 100% 78 10:00 PM 15% 84 40% 53 95% 0 100% 0 1% 3 0% 0 100% 482 100% 78 11:00 PM 5% 28 20% 26 75% 0 85% 0 0% 0 0% 0 100% 482 80% 62 12:00 AM 0% 0 0% 0 25% 0 35% 0 0% 0 0% 0 100% 482 50% 39 Source: Institute of Transportation Engineers and Urban Land Institute's Shared Parking Shared Spaces = 1,306 Internal (2) = -91 Land Use % (1) Spaces % (1) Spaces Multimodal (3) = -13 Retail 288,689 sq. ft. 1.00 /250 sf 693.00 Spaces 19% 132 81% 561 Parking Required = 1,201 Parkg Reduction = -340 Restaurant sq. ft. 1.00 /100 sf 0.00 Spaces 15% 0 85% 0 % Reduction = -22% Office 120,000 sq. ft. 1 /250 sf 288 Spaces 92% 265 8% 23 Residential 350 units 1.6 /unit 560 Spaces 86% 482 14% 78 Total 1,541.00 Spaces (1) Per ULI (2) Internal Trip Capture 7% (3) Multimodal Trips 1% 521 Employee/Resident Customer/Visitor Size Pkg Rate Total Parking Spaces 895 700 599 1,185 1,153 1,053 1,237 1,228 1,185 1,264 1,295 1,306 923 1,101 1,175 509 569 746 Office (Visitors) Residential (Residents) Residential (Guests) Total TABLE 7 Lauderdale Lakes CRA Plan Modification (Market Place Site) Shared Parking Analysis (Using City/ITE Parking Requirements and ULI Shared Parking + ITE for Internal Trips) 1,541 Retail (Customers) Retail (Employees) Restaurant (Customer) Restaurant (Employee) Office (Employees)A:95
Spaces = 442 Spaces = 104 Spaces = 0 Spaces = 0 Spaces = 0 Spaces = 0 Spaces = 413 Spaces = 67 Hour of Day Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces Utilization Spaces 6:00 AM 1% 4 10% 10 0% 0 0% 0 3% 0 0% 0 100% 413 0% 0 7:00 AM 5% 22 15% 16 0% 0 20% 0 30% 0 1% 0 90% 372 10% 7 8:00 AM 15% 66 25% 26 0% 0 50% 0 75% 0 20% 0 85% 351 20% 13 9:00 AM 35% 155 45% 47 0% 0 75% 0 95% 0 60% 0 80% 330 20% 13 10:00 AM 60% 265 75% 78 15% 0 90% 0 100% 0 100% 0 75% 310 20% 13 11:00 AM 75% 332 95% 99 40% 0 90% 0 100% 0 45% 0 70% 289 20% 13 12:00 PM 100% 442 100% 104 75% 0 90% 0 90% 0 15% 0 65% 268 20% 13 1:00 PM 100% 442 100% 104 75% 0 90% 0 90% 0 45% 0 70% 289 20% 13 2:00 PM 95% 420 100% 104 65% 0 90% 0 100% 0 100% 0 70% 289 20% 13 3:00 PM 85% 376 100% 104 40% 0 75% 0 100% 0 45% 0 70% 289 20% 13 4:00 PM 85% 376 100% 104 50% 0 75% 0 90% 0 15% 0 75% 310 20% 13 5:00 PM 85% 376 100% 104 75% 0 100% 0 50% 0 10% 0 85% 351 40% 27 6:00 PM 90% 398 100% 104 95% 0 100% 0 25% 0 5% 0 90% 372 60% 40 7:00 PM 80% 354 100% 104 100% 0 100% 0 10% 0 2% 0 97% 401 100% 67 8:00 PM 65% 287 90% 94 100% 0 100% 0 7% 0 1% 0 98% 405 100% 67 9:00 PM 45% 199 60% 62 100% 0 100% 0 3% 0 0% 0 99% 409 100% 67 10:00 PM 15% 66 40% 42 95% 0 100% 0 1% 0 0% 0 100% 413 100% 67 11:00 PM 5% 22 20% 21 75% 0 85% 0 0% 0 0% 0 100% 413 80% 54 12:00 AM 0% 0 0% 0 25% 0 35% 0 0% 0 0% 0 100% 413 50% 34 Source: Institute of Transportation Engineers and Urban Land Institute's Shared Parking Shared Spaces = 925 Internal (2) = -37 Land Use % (1) Spaces % (1) Spaces Multimodal (3) = -9 Retail 227,359 sq. ft. 1.00 /250 sf 546.00 Spaces 19% 104 81% 442 Parking Required = 879 Parkg Reduction = -147 Restaurant sq. ft. 1.00 /100 sf 0.00 Spaces 15% 0 85% 0 % Reduction = -14% Office sq. ft. 1 /250 sf 0 Spaces 92% 0 8% 0 Residential 300 units 1.6 /unit 480 Spaces 86% 413 14% 67 Total 1,026.00 Spaces (1) Per ULI (2) Internal Trip Capture 4% (3) Multimodal Trips 1% 447 Employee/Resident Customer/Visitor Size Pkg Rate Total Parking Spaces 737 588 510 914 925 853 782 803 858 828 849 826 545 666 733 428 416 457 Office (Visitors) Residential (Residents) Residential (Guests) Total TABLE 7 Lauderdale Lakes CRA Plan Modification (Walmart Site) Shared Parking Analysis (Using City/ITE Parking Requirements and ULI Shared Parking + ITE for Internal Trips) 1,026 Retail (Customers) Retail (Employees) Restaurant (Customer) Restaurant (Employee) Office (Employees)A:96
ATTACHMENT F Potential Re-Development (Internal Capture) Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 80,000 sq.ft. 138 122 16 Retail 820 276,630 sq.ft 297 184 113 Restaurant 0 Cinema/Entertainment 0 Residential 221 200 units 76 17 59 Hotel 0 All Other Land Uses2 0 Total 511 323 188 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 4 0 0 0 Retail 5 0 0 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 1 1 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 511 323 188 Office 5% 25% Internal Capture Percentage 4% 3% 6% Retail 3% 4% Restaurant N/A N/A External Vehicle-Trips3 489 312 177 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 0% 3% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan Modification Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Lakes Mall Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030A:97
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 80,000 sq.ft. 138 23 115 Retail 820 276,630 sq.ft 1174 564 610 Restaurant 0 Cinema/Entertainment 0 Residential 221 200 units 78 48 30 Hotel 0 All Other Land Uses2 0 Total 1390 635 755 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 23 0 2 0 Retail 7 0 22 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 1 13 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 1,390 635 755 Office 35% 22% Internal Capture Percentage 10% 11% 9% Retail 6% 5% Restaurant N/A N/A External Vehicle-Trips3 1,254 567 687 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 50% 47% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Lakes Mall Site J. Vargas 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) Origin (From) Destination (To) Cinema/Entertainment Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment 0 0 0 0 0 Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 821 105,365 sq.ft 182 113 69 Restaurant 931 15,000 sq.ft. 11 6 5 Cinema/Entertainment 0 Residential 221 150 units 54 12 42 Hotel 0 All Other Land Uses2 0 Total 247 131 116 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 3 0 0 Restaurant 0 1 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 0 1 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 247 131 116 Office N/A N/A Internal Capture Percentage 4% 4% 4% Retail 1% 4% Restaurant 67% 20% External Vehicle-Trips3 237 126 111 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 0% 2% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan Modification Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Reef Plaza Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030A:98
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 821 105,365 sq.ft 547 268 279 Restaurant 931 15,000 sq.ft. 117 78 39 Cinema/Entertainment 0 Residential 221 150 units 59 36 23 Hotel 0 All Other Land Uses2 0 Total 723 382 341 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 23 17 0 Restaurant 0 16 6 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 10 5 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 723 382 341 Office N/A N/A Internal Capture Percentage 21% 20% 23% Retail 10% 14% Restaurant 36% 56% External Vehicle-Trips3 569 305 264 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 64% 65% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Reef Plaza Site J. Vargas 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) Origin (From) Destination (To) Cinema/Entertainment Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment 0 0 0 0 0 Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 120,000 sq.ft. 196 172 24 Retail 820 288,689 sq.ft 304 188 116 Restaurant 0 Cinema/Entertainment 0 Residential 221 300 units 120 28 92 Hotel 0 All Other Land Uses2 0 Total 620 388 232 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 7 0 0 0 Retail 7 0 1 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 2 1 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 620 388 232 Office 5% 29% Internal Capture Percentage 6% 5% 8% Retail 4% 7% Restaurant N/A N/A External Vehicle-Trips3 584 370 214 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 4% 3% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A Market Place Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030 Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan ModificationA:99
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 120,000 sq.ft. 193 33 160 Retail 820 288,689 sq.ft 1211 581 630 Restaurant 0 Cinema/Entertainment 0 Residential 221 300 units 117 71 46 Hotel 0 All Other Land Uses2 0 Total 1521 685 836 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 32 0 3 0 Retail 10 0 33 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 2 19 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 1,521 685 836 Office 36% 22% Internal Capture Percentage 13% 14% 12% Retail 9% 7% Restaurant N/A N/A External Vehicle-Trips3 1,323 586 737 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 51% 46% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 0 0 0 Origin (From) Destination (To) Cinema/Entertainment 0 0 Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Market Place Site J. Vargas Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 820 227,359 sq.ft 423 237 186 Restaurant 0 Cinema/Entertainment 0 Residential 221 200 units 76 17 59 Hotel 0 All Other Land Uses2 0 Total 499 254 245 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 0 0 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 1 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 499 254 245 Office N/A N/A Internal Capture Percentage 0% 0% 0% Retail 0% 0% Restaurant N/A N/A External Vehicle-Trips3 497 253 244 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 0% 2% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan Modification Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Walmart Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030A:100
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 820 227,359 sq.ft 984 482 502 Restaurant 0 Cinema/Entertainment 0 Residential 221 200 units 78 48 30 Hotel 0 All Other Land Uses2 0 Total 1062 530 532 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 0 22 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 13 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 1,062 530 532 Office N/A N/A Internal Capture Percentage 7% 7% 7% Retail 3% 4% Restaurant N/A N/A External Vehicle-Trips3 992 495 497 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 46% 43% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Walmart Site J. Vargas 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) Origin (From) Destination (To) Cinema/Entertainment Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment 0 0 0 0 0 Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 120,000 sq.ft. 196 172 24 Retail 820 276,630 sq.ft 297 184 113 Restaurant 0 Cinema/Entertainment 0 Residential 221 350 units 142 33 109 Hotel 0 All Other Land Uses2 0 Total 635 389 246 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 7 0 0 0 Retail 7 0 1 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 2 1 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 635 389 246 Office 5% 29% Internal Capture Percentage 6% 5% 7% Retail 4% 7% Restaurant N/A N/A External Vehicle-Trips3 599 371 228 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 3% 3% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A Lakes Mall Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030 Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan ModificationA:101
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 120,000 sq.ft. 193 33 160 Retail 820 276,630 sq.ft 1174 564 610 Restaurant 0 Cinema/Entertainment 0 Residential 221 350 units 137 84 53 Hotel 0 All Other Land Uses2 0 Total 1504 681 823 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 32 0 3 0 Retail 10 0 39 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 2 22 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 1,504 681 823 Office 36% 22% Internal Capture Percentage 14% 16% 13% Retail 10% 8% Restaurant N/A N/A External Vehicle-Trips3 1,288 573 715 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 50% 45% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 0 0 0 Origin (From) Destination (To) Cinema/Entertainment 0 0 Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Lakes Mall Site J. Vargas Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 821 105,365 sq.ft 182 113 69 Restaurant 931 15,000 sq.ft. 11 6 5 Cinema/Entertainment 0 Residential 221 200 units 76 17 59 Hotel 0 All Other Land Uses2 0 Total 269 136 133 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 3 0 0 Restaurant 0 1 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 1 1 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 269 136 133 Office N/A N/A Internal Capture Percentage 4% 4% 5% Retail 2% 4% Restaurant 67% 20% External Vehicle-Trips3 257 130 127 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 0% 3% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A Reef Plaza Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030 Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan ModificationA:102
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 821 105,365 sq.ft 547 268 279 Restaurant 931 15,000 sq.ft. 117 78 39 Cinema/Entertainment 0 Residential 221 200 units 78 48 30 Hotel 0 All Other Land Uses2 0 Total 742 394 348 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 23 22 0 Restaurant 0 16 7 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 13 6 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 742 394 348 Office N/A N/A Internal Capture Percentage 23% 22% 25% Retail 11% 16% Restaurant 37% 59% External Vehicle-Trips3 568 307 261 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 60% 63% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 0 0 0 Origin (From) Destination (To) Cinema/Entertainment 0 0 Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Reef Plaza Site J. Vargas Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 120,000 sq.ft. 196 172 24 Retail 820 288,689 sq.ft 304 188 116 Restaurant 0 Cinema/Entertainment 0 Residential 221 350 units 142 33 109 Hotel 0 All Other Land Uses2 0 Total 642 393 249 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 7 0 0 0 Retail 7 0 1 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 2 1 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 642 393 249 Office 5% 29% Internal Capture Percentage 6% 5% 7% Retail 4% 7% Restaurant N/A N/A External Vehicle-Trips3 606 375 231 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 3% 3% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan Modification Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Market Place Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030A:103
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 710 120,000 sq.ft. 193 33 160 Retail 820 288,689 sq.ft 1211 581 630 Restaurant 0 Cinema/Entertainment 0 Residential 221 350 units 137 84 53 Hotel 0 All Other Land Uses2 0 Total 1541 698 843 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 32 0 3 0 Retail 10 0 39 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 2 22 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 1,541 698 843 Office 36% 22% Internal Capture Percentage 14% 15% 13% Retail 9% 8% Restaurant N/A N/A External Vehicle-Trips3 1,325 590 735 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 50% 45% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Market Place Site J. Vargas 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) Origin (From) Destination (To) Cinema/Entertainment Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment 0 0 0 0 0 Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Project Name: Organization: Project Location: Performed By: Scenario Description: AM Peak Hour Date: 10-Sep Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 820 227,359 sq.ft 423 237 186 Restaurant 0 Cinema/Entertainment 0 Residential 221 300 units 120 28 92 Hotel 0 All Other Land Uses2 0 Total 543 265 278 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 0 1 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 1 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 543 265 278 Office N/A N/A Internal Capture Percentage 1% 1% 1% Retail 0% 1% Restaurant N/A N/A External Vehicle-Trips3 539 263 276 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 4% 1% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A Walmart Site AM Street Peak Hour Traf Tech Engineering, Inc. J. Vargas 2030 Estimation Tool Developed by the Texas Transportation Institute Table 5-A: Computations Summary Table 6-A: Internal Trip Capture Percentages by Land Use 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 4Person-Trips *Indicates computation that has been rounded to the nearest whole number. Table 2-A: Mode Split and Vehicle Occupancy Estimates Table 4-A: Internal Person-Trip Origin-Destination Matrix* Destination (To) Origin (From) Origin (From) Destination (To) Cinema/Entertainment Land Use Entering Trips Exiting Trips Table 3-A: Average Land Use Interchange Distances (Feet Walking Distance) NCHRP 8-51 Internal Trip Capture Estimation Tool Table 1-A: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) 0 0 Cinema/Entertainment Development Data (For Information Only ) 0 0 0 Estimated Vehicle-Trips Land Use Lauderdale Lakes CRA Plan ModificationA:104
Project Name: Organization: Project Location: Performed By: Scenario Description: PM Peak Hour Date: 9/10/2024 Analysis Year: Checked By: Analysis Period: Date: ITE LUCs1 Quantity Units Total Entering Exiting Office 0 Retail 820 227,359 sq.ft 984 482 502 Restaurant 0 Cinema/Entertainment 0 Residential 221 300 units 117 71 46 Hotel 0 All Other Land Uses2 0 Total 1101 553 548 Veh. Occ. % Transit % Non-Motorized Veh. Occ. % Transit % Non-Motorized Office Retail Restaurant Cinema/Entertainment Residential Hotel All Other Land Uses2 Office Retail Restaurant Residential Hotel Office Retail Restaurant Cinema/Entertainment Residential Hotel Office Retail Restaurant Residential Hotel Office 0 0 0 0 Retail 0 0 33 0 Restaurant 0 0 0 0 Cinema/Entertainment 0 0 0 0 0 Residential 0 19 0 0 Hotel 0 0 0 0 Total Entering Exiting Land Use Entering Trips Exiting Trips All Person-Trips 1,101 553 548 Office N/A N/A Internal Capture Percentage 9% 9% 9% Retail 4% 7% Restaurant N/A N/A External Vehicle-Trips3 997 501 496 Cinema/Entertainment N/A N/A External Transit-Trips4 0 0 0 Residential 46% 41% External Non-Motorized Trips4 0 0 0 Hotel N/A N/A 1Land Use Codes (LUCs) from Trip Generation Informational Report , published by the Institute of Transportation Engineers. 2Total estimate for all other land uses at mixed-use development site-not subject to internal trip capture computations in this estimator 3Vehicle-trips computed using the mode split and vehicle occupancy values provided in Table 2-P *Indicates computation that has been rounded to the nearest whole number. Table 5-P: Computations Summary Table 6-P: Internal Trip Capture Percentages by Land Use 4Person-Trips Estimation Tool Developed by the Texas Transportation Institute 0 0 0 Origin (From) Destination (To) Cinema/Entertainment 0 0 Table 4-P: Internal Person-Trip Origin-Destination Matrix* Origin (From) Destination (To) Cinema/Entertainment Table 2-P: Mode Split and Vehicle Occupancy Estimates Land Use Entering Trips Exiting Trips Table 3-P: Average Land Use Interchange Distances (Feet Walking Distance) 2030 PM Street Peak Hour Table 1-P: Base Vehicle-Trip Generation Estimates (Single-Use Site Estimate) Land Use Development Data (For Information Only ) Estimated Vehicle-Trips NCHRP 8-51 Internal Trip Capture Estimation Tool Lauderdale Lakes CRA Plan Modification Traf Tech Engineering, Inc. Walmart Site J. VargasA:105
A:106
Lauderdale Lakes CRA Plan Update Public Engagement Summary Black Excellence Fest February 17th, 2024, 10:30 A.M. Vincent Torres Park 4331 NW 36th St Lauderdale Lakes, FL 33319 Description: The Lauderdale Lakes CRA tabled at the City’s 16th annual Black Excellence Parade and Festival on February 17th, 2024, at Vincent Torres Park. Residents of all ages engaged with the team and shared their ideas for the community’s future ahead of the first public workshop. Amidst the festivities, we were able to spread the word about the CRA plan update and collect preliminary feedback regarding local needs, such as “great multi- functional living spaces,” “safe parks with walking paths,” and better infrastructure. Community Events March 8 & May 9th, 2024, 6:00 P.M.-7:30 P.M. Multipurpose Building (City Hall Complex) 4340 NW 36th St Lauderdale Lakes, FL 33319 Description: The Inspire project team worked alongside the Lauderdale Lakes CRA to organize two evening workshops on Friday, March 8th, and Thursday, May 9th, at the City Hall Complex. Community residents and business leaders were notified of both events through advertisements posted on the City’s website and alerted through the City’s app, and turnout was about 60 people per event. We invited attendees to share their vision for an improved town center, thoughts on new development and priorities for the community, future development and mobility in breakout groups and through engagement boards. On the first engagement board, we asked participants to pick the top five features they’d like to see in a refurbished town center across four categories: public realm, buildings, uses and housing. The top results for each were • Public realm: shade trees • Buildings: indoor/outdoor spaces • Uses: community center • Housing: single-family homes. The second board followed a similar format, and attempted to gauge what priorities citizens most wanted their CRA to address across community, development and mobility and connectivity themes. • Community: Encourage community building by programming and animating public spaces. • Development: Encourage a variety of uses (commercial, office, hotel) to promote a vibrant environment that is active during the day and evening. • Mobility and Connectivity: Define the public realm with features such as landscaping, street furniture, public art, pedestrian scale lighting and signage. Additional recreational for all ages and economic opportunities are desired; on the “share your thoughts” board, residents requested both permanent facilities, such as parks, playgrounds and housing, as well as social and entertainment events. There are also concerns about the overall safety, attractiveness and sanitation of the community. Mixed- use development with more cultural institutions and recreational facilities also proved popular during the group mapping activity, with residents requesting museums, restaurants and an indoor recreation complex to name a few. Project Website December-May 2023 Description: Inspire created a dedicated engagement website to inform residents of the project, our goals and timeline for completion, and expand participation opportunities to those who may not have been able to attend our in-person or live events. The website includes a project progress timeline, outlining project phases and providing dates and location for community engagement events, as well as a survey and interactive map feature that enables residents to share what improvements are needed and what they’d like to see more of in their community. As of May 20th, we had 85 survey responses and three contributions to the map. Survey Results: We ultimately received 95 completed surveys (both online and in-person), 70 of whom call the Lauderdale Lakes CRA home. The following graphics summarize the survey results.A:107
Question 1: Select the option that best describes you: Question 2: What brings you to the Lauderdale Lakes CRA Area? Why do you visit this area? Question 3: What types of new development would you like to see within the Lauderdale Lakes CRA? In terms of future development, respondents indicated that they would most like to see youth and family entertainment options (56.84%), followed by parks and open space(49.47%), restaurants (47.37%), housing and retail shops with service organizations being of the lowest priority (31.58%). Question 4: If the Lauderdale Lakes CRA were to promote economic development should it: In terms of strategies for promoting economic development, most respondents (71 out of 93) believe that the CRA should both recruit new businesses to the City and work with existing ones to retain/expand and nurture their operations. Question 5: Rank from 1 through 7 (1 being the most important) if the Lauderdale Lakes CRA does pursue recruiting new businesses, what type should they be: If the CRA does pursue recruiting new businesses, residents think they should primarily target restaurants and cafes followed by healthcare related businesses and tourism/hospitality. Manufacturing and construction, meanwhile, are of the lowest priority.A:108
Question 6: Should the Lauderdale Lakes CRA provide financial incentives for Residential Preservation and Enhancement? When asked whether the CRA should provide financial incentives for residential preservation and enhancement, 87.50% of respondents answered in the affirmative and 11.36% indicated that they would maybe support these. Question 7: Rank the current Lauderdale Lakes CRA infrastructure (roads, sidewalks, drainage, etc.) from 1 to 5 (5 being the highest)? Overall, participants ranked CRA infrastructure (encompassing roads, sidewalks, drainage, etc.) 3.2 out of 5. Question 8: What is your PRIMARY mode of transportation within the Lauderdale Lakes CRA?Question 9: What is your PREFERRED mode of transportation within the Lauderdale Lakes CRA? Most respondents (84.21%) indicated that vehicles (including cars, trucks and motorcycles) were their primary mode of transportation, followed by public transportation (10.53%). 69.47% (66 people) prefer vehicular travel, but 27.36% would prefer walking or public transportation instead. - Primary mode of transportation: - Preferred mode of transportation: Question 10: How would you prioritize the following categories if the CRA were to re- evaluate the zoning?A:109
If the CRA were to re-evaluate zoning, most would prioritize multi-use development followed by residential development over commercial and industrial development. Question 11: If the Lauderdale Lakes CRA were to improve upon its streetscaping it should focus on, select all that apply: In terms of streetscaping, respondents would most like to see sidewalks (71.58%) followed by lighting (70.53%) and street planting. Question 12: If the Lauderdale Lakes CRA were to improve upon its streets should it (select all that apply): If the CRA improves upon its streets, respondents think it should most focus on streetscaping (lighting, street furniture, trees & plantings) to improve appearance (70.53%) followed by creating pedestrian and/or bike paths (55.79%) and improving traffic circulation (54.74%). Question 13: I would support the dedication of more time and resources to: Most respondents (75.82%) strongly agree that more time and resources should be dedicated to improving parks, followed by investing in infrastructure (73.33%) and enhancing streetscapes and greenways (69.32%).A:110
Interactive map: The Lauderdale Lakes CRA Interactive Map received 3 comments between December 2023 and May 2024 in which site visitors made suggestions for specific locations within the Agency’s boundaries. We invited residents to provide their input on six areas of improvement, including infrastructure (i.e., sidewalks, streets, drainage improvements, roundabouts), commercial (new businesses, existing business development, workforce), housing (new construction, residential property improvement), transportation (pedestrian, vehicular, bicycle, community bus services), redevelopment (downtown/mid-town, mixed use development, commercial property improvement) and park amenities (expanded recreational opportunities, community center). Ultimately, we received feedback on the infrastructure, commercial and housing categories. Respondents commented that they would like to see more housing, more development and better lighting around the Lauderdale Lakes Marketplace and adjacent plazas (potentially including a grocery store), and an updated sign and a new business or gas station at Oriole Estates. Virtual Commercial Property Owners’ Meeting May 2, 2024 6:30-7:30 P.M.Description: As part of our efforts to facilitate economic development, we invited local business and property owners within the CRA to a virtual roundtable on May 2nd. Guided by open-ended survey questions tailored to the particular needs of the business community, attendees provided firsthand insight into local prospects for local development. The feedback we received was consistent with the community member’s vision of Lauderdale Lakes. The business owners believe that the proximity to key transportation system, Interstate 95, Florida Turnpike, and the port, make it a desirable destination if businesses were able to attract people into the area. Business owners commented that they see Lauderdale Lakes having potential to have more multi-family housing and needing to attract restaurants and entertainment areas to attract people to remain in the city.A:111
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