Town of Howey-in-the-Hills, Florida

Central Avenue Development Plan

Summary Report

May, 2015

Submitted by:

Funded by: Florida Department of Economic Opportunity

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TOWN OF HOWEY-IN-THE-HILLS, FLORIDA CENTRAL AVENUE DEVELOPMENT PLAN SUMMARY REPORT TOWN COUNCIL CHRIS SEARS, MAYOR JOSEPH MABRY, SEAT 2 ED CONROY, SEAT 3 DAVID NEBEL, SEAT 4 JOHN ERNEST, MAYOR PRO-TEM BRENDA BRASHER, TOWN CLERK PREPARED BY: TMH CONSULTING INC. FUNDED BY: FLORIDA DEPARTMENT OF ECONOMIC OPPORTUNITY MAY, 2015

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INTRODUCTION The Town of Howey-in-the-Hills comprehensive plan identifies the development of a mixed use town center based on Central Avenue and Palm Avenue (SR 19) as one of the key elements in its long-term economic development strategy. In 2013, the Town sought funding through a technical assistance program offered by the State of Florida to assist in doing essential planning which will lead to the implementation of the desired mixed use center. In 2014 the Town was successful in obtaining funding from the Florida Department of Economic Opportunity to allow the Town to move forward with its planning effort. The planning program includes three primary activities which are:

• Preparation of a conceptual sewer plan for Central Avenue • Identification and understanding of the market available to support

business • Preparation of a design plan for both public and private property in the

study area The study results were presented in a series of three technical reports, with Technical Report #1 covering the conceptual wastewater collection system, Technical Report #2 presenting the market analysis, and Technical Report #3 offering the conceptual streetscape design. This report summarizes the findings and recommendations from each of the technical reports. While the primary themes and recommendations are presented in this final report, each of the technical reports should be reviewed in detail as there is additional information and analysis that is not repeated here.

In this final report, the recommended actions are presented as three strategies for approaching the Town’s economic development goals. These strategies include:

• Physical Improvement Plan: capital improvements necessary to

create a pleasant and effective business environment • Marketing Plan: identification of strategies to strengthen existing

businesses and attract new business to the Town • Merchant Development Plan: programs and strategies that can help

current businesses get better at what they do and to serve as an additional incentive for new businesses to choose Howey-in-the-Hills as business location

This report will provide a description of the study area, a summary of the recommended development strategies and a description of the recommendations proposed to implement each strategy. For specific recommendations, the report identifies the key agents for implementation and potential funding sources where appropriate.

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STUDY AREA The core study area extends along the length of Central Avenue from Florida Avenue on the west to Lakeshore Drive on the east. This is a distance of about 2,400 linear feet and includes the blocks fronting on both sides of Central Avenue. The area is anchored by Griffin Park as its eastern terminus and the Howey-in-the-Hills Post Office on Florida Avenue at the western end of the study area. The intersection of Central Avenue and Palm Avenue (SR 19) is the physical and practical center of the study area. The northeast quadrant of this intersection includes the local government center including Town Hall, the library, the Police Station and Central Park. The other three corners of the intersection are occupied by private commercial development including several recent business additions to the community.

Except for the local government center block and some single-family residential development at the western end of the study area, each of the key town center blocks includes a significant amount of vacant land. Some of this land area is devoted to septic system use and the remaining area has languished due to limited demand for goods and services and the lack of supporting infrastructure. While the current development pattern gives the town center something of a gap-toothed appearance, it also offers a relatively clean palette on which to plan future development.

The grant study area includes a slightly larger area to the north and south.

This expanded area is bounded by Holly Street on the south and Oak Street on the north. Without exception the properties within the study area that front on Holly Street and on Oak Street are single-family homes. The western end of Central Avenue on the north side between Dixie Drive and Florida Avenue is also developed with single-family homes, a church and a telephone utility building. From the outset of the proposed study, the focus of the sewer program and the streetscape program was on the commercial core along Central Avenue. Given the total volume of commercial development anticipated within the Central Avenue Corridor and the likely absorption rate for new commercial development, the likelihood of converting any of the current single-family residential areas to non-residential use is remote.

The absence of sewers is a limiting factor for economic development along

Central Avenue while it is not a limiting factor for residential uses. That said, the system that is proposed in this report is expandable to residential neighborhoods to the north and south to include the entire study area and extend beyond the limits of the grant study area. Additional gravity lines will be required to service residential neighborhoods, but the force main and lift station wet well are capable of serving a much broader area than Central Avenue. Likewise the streetscape conceptual design concentrates on the Central Avenue Corridor, the intersection of Central Avenue with SR 19, and the linkage with ongoing complete streets planning along SR 19.

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Existing Conditions

The physical development within the study area is characterized by a mix of residential and non-residential uses in generally older buildings. East of SR 19 the Central Avenue development is characterized by commercial buildings located close to the street, with most of the development on the south side of the road. The southeast corner of Central and Lakeshore is occupied by a four-unit residential building. West of SR 19, the block between SR 19 and Dixie Drive houses the municipal complex including the Town Hall, the police department, the library and Central Park. Opposite the municipal complex is a doctor’s office and the Howey Market. The balance of the development in the study area is residential along with one church west of Dixie Drive. Properties fronting on Oak Street and Holly Street are developed with single-family homes as is most of the north side of Central Avenue west of Dixie Drive.

The Central Avenue corridor, which is the focus of the streetscape concept

design, is an 80 foot wide right-of-way. East of SR 19, the right-of-way is developed with a 30 foot paved carriageway which accommodates two traffic lanes and is also used for parallel parking on the south side. There is a five-foot sidewalk which runs the length of the block on the south side. There is no sidewalk on the north side. Within the right-of-way each side of the road has a row of mature live oak trees planted on approximately 40-foot centers.

West of SR 19, the block between SR-19 and Dixie Drive includes two travel

lanes and 90-degree parking on both sides. The north side has sidewalk along the full length of the block, while the south side has sidewalk for only a portion of the block length. From Dixie Drive to Florida Avenue, Central Avenue is developed with just the two travel lanes. There is no sidewalk or on-street parking. Two fifteen foot platted alleys parallel Central Avenue on the north and south. The alleys separate development fronting on Central Avenue from the single-family residential uses fronting on Oak Street and Holly Street. With the sole exception of the alley south of Central Avenue and east of SR 19, these alleys are not opened to traffic.

As described in Technical Report #2, the existing commercial development in

the Central Avenue corridor consists of ten businesses and two multi-family uses. (Technical Report #2, page 4.) The existing commercial sites, including current vacant space, occupy 21,245 square feet of building area per the Lake County Property Appraiser records. Projected infill commercial development is estimated to generate up to another 28,700 square feet of retail and office space within the Central Avenue corridor. (Technical Report #2, page 10) Should all of the forecasted development occur, the Floor Area Ratio for the net commercial area within the TC-C will be about 0.12 FAR. The streetscape design applied these numbers in developing a recommended design concept. Total FAR could rise somewhat if new buildings incorporate second floor residential units.

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The Town is also involved in a planning program for SR 19, Palm Avenue, from Florida Avenue on the south to North Citrus Avenue on the north. This program is considering modification of an earlier concept involving a center median on SR 19 to include a “complete streets” plan which replaces the median concept with expanded bicycle and pedestrian facilities, traffic lane improvements and landscaping upgrades. The key element of the SR 19 plan with regard to this study is the maintenance of on-street parking for the four block stretch from Myrtle Avenue on the south to Pine Street on the north. The SR 19 planning program also includes a wayfinding signage proposal that needs to be coordinated with the Central Avenue commercial and civic use locations. Planning and Regulatory Environment

The Howey-in-the-Hills comprehensive plan was updated in June 2010 to include among other revisions the inclusion of a Town Center Mixed Use classification on the future land use map. This land use is:

Primarily intended for mixed-use development in the historical downtown area. The historical downtown area is an economic, cultural, social, historic and architectural anchor of the Town. In order to sustain these qualities, new development and redevelopment within the Town Center Mixed Use District shall be reflective of the architectural styles and fabric of the area. Consistency and compatibility with the existing built environment shall be considered in the review and issuance of development permits within the Town Center Mixed Use District. In order to preserve the quaint character of downtown Howey-in-the-Hills, size limitations will also be placed on individual businesses. Redevelopment will focus on orienting buildings and roadways to a pedestrian scale. (Policy 1.1.2)

This policy guided the comprehensive plan in developing additional policies that presented the details for regulating development and redevelopment that are suggested in the general statement of intent. In addition to this policy, Policy 1.1.1 and the supporting policies to Objective 1.4 Commercial Planning Activities provide the most significant land use guidance. In the land development code the implementation of the comprehensive plan policies is expressed as a Town Center Overlay. The overlay includes three sub-categories including Town Center Residential (TC-R), Town Center Flex (TC-F) and Town Center Commercial (TC-C). The TC-R zoning allows for continued residential development within the historic core area. The TC-F zoning allows for continued residential use, but expands the range of uses to allow for professional offices and professional services as stand-alone commercial sites or as live/work opportunities. The TC-C district is the more traditional commercial core with emphasis on the design guidelines described in the comprehensive plan policy. The following map shows categories laid out within the overlay boundaries.

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The Town Center Commercial area has received the bulk of the attention in this study as promotion of commercial development is the primary goal of the project. The TC-R and TC-F areas are now residentially developed, and the expectation is that these will continue as residential areas for the foreseeable future. While some in-fill residential development is expected, the general character of the residential section of the Town Center Overlay will remain substantially unchanged. The proposed marketing and development programs for the Central Avenue corridor primarily impact the TC-C areas, and as part of this planning process both the comprehensive plan and the land development regulations were reviewed for their support for the marketing and design programs that have emerged. Technical Report #2 presented an analysis of the current land development code relative to the most probable target businesses. The current zoning map for the Central Avenue Corridor and the TC-C zoning regulations are included in Attachment A. Technical Report #3 articulated basic land use concepts for the full study area; guidelines for development of the commercial blocks within the larger study area; and basic concepts for the streetscape design. Attachment B includes the graphic presentations of the land use allocations, commercial block development, and streetscape concepts. DEVELOPMENT STRATEGIES

The plan and recommendations for the Central Avenue corridor have been organized into three strategies as follows:

• Physical Improvement Plan: capital improvements necessary to encourage and support new development and redevelopment by creating a pleasant and attractive place to do business

• Marketing Plan: creation of a marketing plan to promote existing business

and to identify and recruit new business to Central Avenue

• Merchant Development Plan: programs and strategies that can help the existing merchant base and new arrivals to maximize their business potential

Each of these strategies includes recommended actions that will require active involvement of the public sector and the private sector to effect a result and maximize the benefit of the proposed program. The following sections provide more detail on each strategy. Physical Improvement Plan

The proposed program of physical improvements is the larger and more expensive component of the core area development plan. While big ticket items such as the sanitary sewer program and the streetscape improvements are the show piece projects, there is also work required to modify the comprehensive plan and the land development regulations to set the pre-conditions to support private

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sector development. The recommended action program is responding to the following trends and findings:

• The core commercial area along Central Avenue contains under-utilized land due to reservation of private site area for septic tanks and drain fields.

• The lack of central sewer limits the ability to establish some uses such as

restaurants that would fit well into the proposed business mix.

• There is a market gap in the Howey-in-the-Hills trade area that could be served in part from the area along Central Avenue.

• The projected square footage that could reasonably be accommodated within

the Central Avenue corridor is 28,700 square feet.

• The comprehensive plan and land development regulations include provisions which will inhibit private sector commercial development that can reasonably be supported by the market in the Central Avenue corridor. The most significant of these provisions are restrictions on drive-through facilities; requirements for two story buildings; and inclusion of some key permitted uses in the TC-C zoning classification.

• The proposed streetscape design needs to take maximum advantage of the area’s tree cover as a key natural asset

These trends and findings have directed an action program that includes a

combination of construction activities, regulatory modifications and associated programs to support the development of private land holdings within the study area. The key initial step is the installation of the sanitary sewer system. Along with the sewer, the recommendation is to upgrade water lines and storm drainage along Central Avenue and to install conduit for electric, CATV and telephone while the street is under construction. Technical Report #1 provides a concept plan and cost estimate for the proposed construction.

Until the sewer program can be undertaken, development of the streetscape improvements should be deferred. Otherwise, streetscape construction is likely to be impacted by the sewer and other utility construction. However, the Town can undertake other projects including:

1. Amendments to the comprehensive plan objectives and policies as described in Technical Report #3.

2. Amendments to the land development regulations as recommended in

Technical Report #2 and Technical Report #3.

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3. Preparation of plans and

specifications for a pilot design project at the SR 19 and Central Avenue intersection. (See sketch at right.)

4. Preparation of plans and

specification for construction of a public parking lot on Town owned land south of the Howey Market.

5. Implementation of a complete

streets program for SR 19 through Town to link to the Central Avenue commercial corridor and including improved pedestrian and bicycle facilities, on-street parking in the commercial core area, wayfinding signage, and complementary landscaping.

6. Cooperative site planning by the Town and private property owners to

prepare a master development plan for three or four key commercial blocks to include parking, access controls, stormwater management, and proposed building pads. The block master plans may be permitted through St. Johns River Water Management District and pre-approved locally to allow rapid site development.

Once the utility program funding has been identified, the Town should undertake

the streetscape design. The detailed design should be done in cooperation with the merchants group and active Town advisory boards including the Planning Board, Library Board and Parks & Recreation Board. The goal should be to have a completed streetscape design in place before utility construction commences so that restoration work from the utility project including curb replacement, sidewalks and paving implements the desired streetscape outcome. The streetscape concept includes the following elements:

• Two through traffic lanes • Angled Parking throughout • On-street parking on SR 19 • Minimum 8-foot wide and preferably 10-foot wide sidewalks • Commerce zone extending onto the sidewalk • Retention of the existing tree canopy • Extension of the tree planting to the west • High durability, low maintenance landscaping

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• Specialty paving at key locations • Business support signage • Durable street furnishings

The Town has already begun to make some of the necessary decisions about street design elements with the selection of a streetlight design for the library expansion project and the selection of items such as benches, trash receptacles and similar items with the Central Park improvement project. These elements should be carried over into the detailed streetscape design to maximize continuity throughout the Central Avenue corridor. Marketing Plan

The marketing plan for the Central Avenue corridor is detailed in Technical Report #2. The study examines the current market size and characteristics, identifying the potential demand and any unmet demand. The study looks at the types of businesses that might be successful if located within the Central Avenue Corridor given the size and characteristics of the market place. Once the potential businesses have been identified, these uses were compared to the land development regulations to determine if any changes needed to be made to encourage future business development. In addition to seeking out new businesses, the marketing strategy also looks at growing opportunities for current

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businesses. Implementation of the marketing program is necessarily a joint effort of the Town and the existing private sector businesses.

The following tables are reprinted from Technical Report #2 and provide a

thumbnail description of the current businesses and market profile along with supplementary businesses that could fit well in the target area.

CURRENT BUSINESSES BY CATEGORY

Site Based Businesses Home Based Businesses Category Number Category Number

General Retail 3 Construction 5 Medical 2 Professional 5 Real Estate 2 Personal Service 2 Salon 2 Other 11 Resort/Accommodations 2 Restaurant 1 Professional Office 1 Apartments 1

CURRENT MARKET PROFILE

Data Item Trade Area Limit Town Limits 3 Mile Radius 5 Mile

Radius Population (2013) 1,191 5,897 11,487Households 520 2,510 4,625Median Household Income $55,805 $52,297 $51,996Median Disposable Income $44,056 Owner occupied Housing 75% Median Home Value $164,250 Median Age (years) 53.4

Market Sector Demand/ Potential

Sales Gap Dollars

Gap Percent

Total Retail Trade Food and Drink

$15,354,483 $1,366,918 $13,987,565 83.7

Total Retail Trade $12,679,036 $1,232,194 $12,679,036 83.7Total Food and Drink $ 1,443,253 $ 134,724 $ 1,308,529 82.9

Based on this qualitative analysis, the study finds that the area lacks enough retail to service its share of the population base. This study also finds that there

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are not enough restaurants that offer a diverse variety of menus to satisfy the local populace. Based on the data above, 83% of the total retail trade, food and drink sales occur outside Howey. The data suggests there is additional opportunity within the Howey-in-the-Hills market area. As an example, the Howey Market provides grocery staples, a large selection of local produce, sliced meats and cheeses, made-to-order sandwiches, hand-dipped ice cream, fresh brewed coffee, fine wine and over 100 different cold craft beers. This relatively new business has demonstrated that the residents will support this type of operation. These needed goods provide local residents with convenience and quality of goods.

The existing businesses would likely experience significant increased traffic and sales with the addition of another restaurant, entertainment and special events. Small local shops (apparel, gifts and other retail) are also needed to add to the existing businesses and provide a variety of goods and services for residents and visitors. Other prospective businesses that the study has identified include:

• Hardware store • Medical services • Personal services • Fitness studio • Specialty retail including antiques • Co-op Gallery

For the primary business targets, one suggested source for prospective business recruits is to look at similar businesses in the immediate Lake County area. Businesses with a local presence, as opposed to national or regional chains, will be familiar with the local market and they will have a local reputation which will assist in drawing customers to a new location. This type of business recruitment is best done by local merchants who can make initial contacts and discuss in detail the market and business conditions in Town. The local merchants’ committee should take the lead role in this effort supported by the Town. The merchants and the Town can jointly develop supporting marketing materials such as a one page flyer with key data on the Town and the local market, and publication on the Town web site of the full package of market data developed by this study. The merchants association should also create a merchant-to-merchant committee where existing business owners can meet in small groups or in one-on-one meetings with prospective new businesses.

Efforts to promote existing and potential business by expanding the awareness of the local business community and by expanding the number of available customers is also important. One available tool to promote the area generally is through the use of special events. The Town Christmas Parade is an example of a continuing special event that brings people to Town and brings current residents to the Central Avenue area. Attracting crowds for special events may result in some short term sales increases, but as importantly, it exposes area businesses to potential customers who might not otherwise be aware of their presence. The Town and business community should look to develop a special

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events calendar that offers one event per quarter. Special events should look to take advantage of some key aspects of the market profile such as health related activities based on walking, running and cycling. Some groups such as runners can offer a pre-packaged event that reduces the need for staff and volunteer time to stage the event. The Town can use its web site to help promote these activities and will likely need to support the special events with police and public works resources.

Other promotional activities that the Town and merchants’ association can pursue include the following:

1. Development of a “shop local” campaign that encourages current residents to patronize current businesses. This can be an activity on the Town’s web site and be included as a catch phrase on Town communications such as utility bills.

2. Create a section on the Town’s website that lists local businesses and

provides a link to the individual business web sites. If some businesses do not have web sites, the Town could ask its web site manager to offer a basic web site education program for local businesses. Sometimes the local SCORE chapter will do these as free events.

3. The Town could use its web site to feature a “business of the month”

promotional opportunity. Local businesses could be featured on a rotating basis where information about the business is offered on the web site. The special display could be linked by the business to a special offer for new customers.

4. The Town and the local business association can prepare a welcome packet

with information on businesses in Town. The packet can be given to new residents when they open a water account or at some other contact point with Town Hall or perhaps the library. The welcome packet can be linked to the “shop local” campaign.

5. The local business association should look for opportunities to do cooperative

marketing and other cooperative activities with the Mission Inn.

6. The merchants should consider implementing a social media campaign to promote local events and individual business sales and events. There are groups who offer this service so that the technical needs can be handled by others.

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Merchant Development Plan

The first strategy for Central Avenue focused on the necessary physical improvements to create an attractive and welcoming business environment and actions essential to maximizing the development potential of the private property holdings within the Central Avenue corridor. The second strategy focused on expanding the number and scope of businesses within the Central Avenue corridor and expanding the customers available to both current and new businesses. This strategy focuses on opportunities to improve the knowledge and skill of the merchant and business community. This strategy is based on a recognition that the better the skills of the local merchant and business community, the more effective they will be in capturing business generated by the efforts in implementing the other two strategies. The primary responsibility for implementing this strategy necessarily falls to the business community itself, but the Town should look for opportunities to supplement the local private sector efforts. This support may take the form of offering meeting space, helping to arrange speakers and programs, and occasionally offering financial support.

There are a number of resources for training programs in both individual and group settings. SCORE is one resource that offers both individual and group training, but often needs meeting space for consultations and presentations. The local business association could ask SCORE to offer a session on services they have available, and the Town could offer space at Town Hall or the library for consultations and larger meeting space. There are also for profit businesses that will offer free training in exchange for an opportunity to promote their services. Constant Contact is one of these firms that provides education on the benefits of social networking in developing and maximizing business opportunities. There are other firms of this type that can be tapped for cost effective training opportunities. Programs which focus on marketing techniques, interior store layout, store window design and similar topics can produce immediate benefits in improved sales as a result of helping local business people become better at what they do.

On a more general basis the local community college can be a source of training for topics such as personnel issues, accounting, marketing and tax strategies. These schools typically have a strong base of adjunct professors drawn from local professionals who can provide high quality instruction at reasonable rates. These types of courses can be done as single topic sessions or as a series of programs. FUNDING OPTIONS

The major capital improvements projects identified by the study are expensive projects that will necessarily involve some long range financial planning. Technical Report # 1 provides detail on options for the utility funding including grants, borrowing and user fees. The utility projects have been structured so that

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the Town has the choice of doing water replacement and/or storm water replacements with the basic sewer program depending on the funding that can be assembled. Technical Report #3 also suggests timing the streetscape design so that restoration elements required by the sewer project such as new paving, new curbs and sidewalks can be installed as an implementation phase of streetscape. The Town can then follow up with landscaping, signage, street furnishings and other streetscape elements in subsequent phases if necessary. Both Technical Report #2 and Technical Report #3 provide suggestions for funding other aspects of the proposed program. For other program activities such as market development, a strong effort has been made to identify programs and projects that can be done with limited resources and which draw on sources other than public funding. The proposed block level site plans are proposed as a joint private-public effort with private sector funding forming a major component of the funding package. Skills development projects are identified as private sector funding through admission fees and support from the local merchants’ association. Private sector companies can also be tapped to provide training programs in return for an opportunity to market their specific services. Volunteer resources are identified for programs such as special events and some of the business recruitment activities.

The Town has looked at FDOT funding for the complete streets program for SR 19, and there is an opportunity to include some of the planned streetscape elements and signage elements in the US 19 program so that there will be a collateral benefit for Central Avenue. The Town has already budgeted general funds for a pilot program for the SR 19 and Central Avenue intersection and for some of the desired signage. One additional small scale project, the off-street parking lot is proposed as a general fund activity as well. Some basic investigation has been done into the establishment of a community redevelopment district. The Town can meet the requirements for establishment of a district, but the potential for a redevelopment district to produce significant short term funding is not strong. Nevertheless, a potential CRA should remain in the funding tool box. A FINAL WORD

The Central Avenue Corridor planning effort has examined a program for installing sanitary sewer along Central Avenue as a precursor to more extensive development of the area’s commercial potential. The program has looked at the initial streetscape design and suggested modifications to the design created some years ago that makes better use of the existing aesthetic resources while still striving to create a quality environment in the central commercial area of the community. While the streetscape program must necessarily follow the utility improvements, the plan has identified several smaller scale projects including landscaping, parking and detailed site planning that can be done in the short term to begin the longer phase development process. The plan offers some ideas on where and how business recruitment can be undertaken and how the local market

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and capacity of the current business community can be augmented. Each of these areas of improvement work together to create a more effective long term outcome.

Attachment C provides a summary table of the recommendations offered in the three technical reports. The summary table identifies the specific recommended action; who should be the lead agent and who should fill supporting roles in implementation; and potential funding sources that may be considered. The table is intended to serve as a general guide to the plan’s recommendations, so the table also identifies which technical report can be consulted for more detailed information.

As with any successful plan, the ability to implement the plan

recommendations is the most important element. A periodic review of progress should be done on a regular basis to help encourage implementation. The Town’s annual budget preparation may be a good opportunity to review the plan implementation and the Town’s accomplishments and expected contributions for the coming year. Keep in mind that a plan is not a script that must be rigidly followed. Over time some of the assumptions and inputs upon which this plan is based will change and the plan may need to be revised in response to these changes. The Town and the local business community need to be alert to opportunities to implement program elements, even if the program timing or specific content needs to be modified to take advantage of a specific opportunity. The plan provides an end point for the Town to seek and a general pathway toward that end. The journey towards that end begins now.

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ATTACHMENT A

CURRENT ZONING MAP AND TOWN CENTRAL COMMERCIAL ZONING

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2.02.16 Town Center Commercial (TC-C) A. Purpose. The purpose of the Town Center Commercial (TC-C) zoning district is to allow

for development or redevelopment of individual parcels identified on the Town Center Overlay Map for commercial core. This includes the ability to have residential uses on the second floor.

B. Principal, Accessory, and Conditional Uses 1. Permitted Principal Uses and Structures

a. Retail Shops (i.e., Book and Stationery stores; Gift Shops; Clothing; Sporting Goods)

b. Professional Offices c. Professional Services d. Restaurants e. Banks and Credit Unions f. Pharmacies g. Cultural facilities (museums, community theaters) h. Bed and Breakfast Inn i. Music, Dance, Photography, or Art Studio j. Small Equipment and Appliance Repair Shops (repair done indoors) k. Specialty Food Stores (i.e., Bakery) l. Convenience Stores

m. Residential (second floor only) 2. Permitted Accessory Uses and Structures

a. Parks and Plazas b. Dumpsters c. Fences d. Signs e. Parking Lots

3. Conditional Uses and Structures a. Parking Lots b. Religious facilities

C. Prohibited Uses 1. Any use or structure not listed above as permitted or conditional.

D. Dimensional Criteria 1. Maximum FAR of 2.0 is permitted is parking and stormwater requirements can be

met. 2. Maximum building height of two (2) stories and 35 feet. Building-mounted

appurtenances such as belfries, chimneys, cupolas, and antennas used for domestic purposes, or other appurtenances usually placed above roof level and not used for human occupancy, may exceed the maximum building height by 10 feet.

E. Other Standards 1. There shall be no drive-through establishments in the Town Center 2. All new buildings in the Town Center Commercial district shall be two stories

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CURRENT ZONING MAP

TC-C Town Center Commercial TC-R Town Center Residential TC-F Town Center Flex PUB Public MDR-1 Medium Density Residential 1 NDR-2 Medium Density Residential 2 INS-1 Institutional

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ATTACHMENT B

RECOMMENDED LAND USE COMMERCIAL DEVELOPMENT AND

STREETSCAPE GRAPHICS

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STUDY AREA LAND USE CONCEPT

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PLAN VIEW EAST OF SR 19

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PLAN VIEW WEST OF SR 19

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STREETSCAPE CROSS-SECTIONAL VIEW

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ATTACHMENT C SUMMARY OF PROGRAM

RECOMMENDATIONS

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SUMMARY OF RECOMMENDATIONS

RECOMMENDATION

LEAD ROLE SUPPORT ROLE FUNDING SOURCE

Install Central Avenue Sewer Town Borrowing Grants User Fees Impact Fees

TR 1

Replace Central Ave. Water Line

Town Same TR 1

Replace Central Ave. Storm Water

Town Same TR 1

Update Comprehensive Plan Town Planning Board Merchants’ Association

General Fund TR 2 TR 3

Update Land Development Regulations

Town Planning Board Merchants’ Association

General Fund TR 2 TR 3

Prepare Streetscape Design Town Planning Board Merchants’ Association Parks Board Library Board

General Fund FDOT Utility Projects Other

TR 3

Implement Streetscape Construction

Town Planning Board Merchants’ Association Parks Board Library Board

General Fund FDOT Utility Projects Other

TR 3

SR 19 and Central Ave. Pilot Design Project

Town

Planning Board Merchants’ Association Parks Board Library Board

General Fund FDOT

TR 3

Construct Public Parking Lot Town General Fund Private Sector

TR 3

Commercial Block Site Plans Town Property Owners

Planning Board Merchants’ Association Parks Board Library Board

General Fund Private Sector

TR 3

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SUMMARY OF RECOMMENDATIONS

RECOMMENDATION

LEAD ROLE SUPPORT ROLE FUNDING SOURCE

Wayfinding Signage Town Planning Board Merchants’ Association Parks Board Library Board

FDOT General Fund Other

TR 2 TR 3

Business Recruitment Promo Literature Merchant to Merchant Market Data

Merchant Association Town Private Sector General Fund

TR 2

Special Events Merchant Association Town Staff

Other Community Private Sector TR 2

Shop Local Campaign Merchant Association Local Business

Town Private Sector Town (web site)

TR 2

Promotional Packet Merchant Association Local Business

Town Private Sector Town (distribution)

TR 2

Cooperative Marketing Merchant Association Local Business

Private Sector TR 2

Social Media Marketing Merchant Association Local Business

Private Sector TR 2

Business Training Merchant Association Local Business

Town Private Sector Town (Meeting Site)

TR 2