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BB&T Center, Broward County, FL
June 5 - 10, 2016
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About the Urban Land Institute• The mission of the Urban Land Institute is to provide leadership
in the responsible use of land and in creating and sustaining
thriving communities worldwide.
• ULI is a membership organization with over 38,000 members,
worldwide representing the spectrum of real estate
development, land use planning and financial disciplines,
working in private enterprise and public service.
• What the Urban Land Institute does:
– Conducts Research
– Provides a forum for sharing of best practices
– Writes, edits and publishes books and magazines
– Organizes and conducts meetings
– Directs outreach programs
– Conducts Advisory Services Panels
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• Since 1947
• 15 - 20 panels a year on a variety of land use
subjects
• Provides independent, objective candid advice
on important land use and real estate issues
• Process
• Review background materials
• Receive a sponsor presentation & tour
• Conduct stakeholder interviews
• Consider data, frame issues and write
recommendations
• Make presentation
• Produce a final report
The Advisory Services Program
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Thank You to Our Sponsors
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Panelists
• Richard Gollis, Panel Chair – The Concord Group
LLC; Newport Beach, CA
• Pat Hawley, R.A. Smith National, Inc.; Brookfield, WI
• Matt Hopkins, Streetsense; Bethesda, MD
• Donna Lewis, Former Mercer County NJ Planning
Department; Fernandina Beach, FL
• Rameez Munawar, Columbia Property Trust;
Washington DC
• Amber Richane, CallisonRTKL; Los Angeles, CA
• Dean Schwanke, ULI–The Urban Land Institute;
Washington DC
• Rives Taylor, Gensler; Houston, TX
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Panel Assignment
“Broward County seeks a comprehensive development vision
for transforming the site into a dynamic destination that is
complementary to the existing sports and entertainment facility,
surrounding neighborhoods, businesses, and developments
that are both planned and underway. Development of the site
should generate positive economic returns to the cities and the
County.”
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Panel Assignment
Development and economic potential
Short- and long-range development scenarios and challenges given current
and projected market conditions
Design and sustainability principles
Potential approaches in an overall development concept
Connectivity
How to better connect the site and maximize its proximity to surrounding areas
Implementation
How to phase development and allow for flexibility to accommodate varying market demands
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Methodology
• General assignment and preliminary research
• Public kick-off meeting
• Briefing and Tour + Public Reception
• 40+ Stakeholder Interviews
• Panel Analysis and Deliberations
• Report and Presentation Preparation
• Presentation of the Panel’s Findings
• Report Following
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Outline
• Introduction – Richard Gollis
• Development Potential – Rameez Munawar
• Sustainability and Site Scenarios – Rives Taylor, Amber Richane
• Connectivity – Pat Hawley
• Development Strategies – Matt Hopkins
• Implementation – Donna Lewis, Dean Schwanke
• Summary – Richard Gollis
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5 Big Moves
1.0 Recognize the “District Beyond the Site” Planning to encompass broad areaIdentity for “Downtown West Broward”
2.0 Plan for long term flexibility across the entire site (2040+)
Future-proof for ResilienceArena optionality post-2028Gaming is imminentOffice and Tech employment center needed
3.0 Capture immediate opportunities (2021-2028) Entertainment Mixed-Use (including Boutique Hotel and Housing)Plaza for Civic benefitLimit cross-competition in the market
4.0 Utilize all available tools to kick-start community and economic benefits
Land value deferred in Public/Private PartnershipLong term cash flow stream from tax base and participating ground lease (NOI share)
5.0 “Champion” the site “Downtown West Broward Leadership Council”Private Sector and Public Official Co-ChairsManage the processAdvocate for the District overallFocus on the site development
Strategy Implications
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Regional Context
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Study Area and District Context
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Site Concept: Current….Opening 2021-2028
• Entertainment Core
• Civic Plaza
• Boutique Hotel
• Rental Apartments
• Parking
• Sports Fields with
Stormwater Storage
• Edu-tainment
Wetland
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Site Concept: Future…..to 2040
• Arena in place
• Family Entertainment
Hotel
• Executive Hotel
• Office Tech Campus
• Additional Residential
• Parking
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Site Concept: Future Alternative… to 2040
• Arena Redevelopment
• Office Tech Campus
• Additional Residential
• Casino Resort
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Development Potential
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Demographic Profile
Year Sunrise Broward
2010 85,000 1,750,000
2016 93,000 1,895,000
2021 (Proj.) 99,000 2,015,000
Growth 1.2% 1.2%
Income Sunrise Broward
Under $50K 50% 49%
$50k - $75k 18% 17%
$75 - $100k 12% 12%
Over $100k 20% 22%
Age Sunrise Broward
25-34 16% 16%
35-54 38% 38%
55+ 46% 46%
Population Growth
Household Income
Head of Household Age Profile
Source: Claritas, American Fact Finder
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Renter Profile
Income Total Households Sunrise Broward
Under $50k 17,772 36% 44%
$50 - $75k 6,282 27% 34%
$75 - $100k 4,490 30% 28%
$100- $150k 4,876 22% 20%
Size % of Total
1 Person 25%
2 Person 31%
3 Person 18%
4+ People 26%
Age Sunrise Broward
25-34 33% 31%
35-44 25% 22%
45-54 16% 20%
55+ 26% 27%
Percentage of Renters of Total Household
Household Size of Renters Age of Renters
Source: Claritas, American Fact Finder
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Employment and Commute
Sunrise Broward
Jobs 76,471 712,137
Employed Labor 38,694 736,828
Ratio 2:1 1:1
Distance % of Total
Under 10 Miles 53%
10-24 Miles 31%
25+ Miles 16%
Sunrise Residents
Location of Work
Sunrise 14%
Ft. Lauderdale 13%
Plantation 6%
Percentage of Renters of Total Household
Commuters into Sunrise
Source: Center for Economic Studies, U.S. Census
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Office
Strength: Vacancy 10-12%, rent growth steady, pending pre-leasing activity; core
existing international and regional firm presences; emerging technology sector
Weaknesses: Lack of leasing velocity or market depth to justify speculative
construction at large scale; rent levels support conventional surface-parked suburban
space
Source: Claritas
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Retail
Strength: International tourist magnet at Sawgrass Mills drives retail performance. Expansion of Mills, and new development at Metropica add to destination environment.
Weaknesses: American Dream Mall presents significant regional competition (although “theme park” focused)
Source: Claritas
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Rental Apartments
Strength: Vacancy declining, rent growth steady and positive, market has yet to tap into millennial demand with state of the art product. New employment sectors are leading edge for long term success.
Weaknesses: Population weighted towards 55+, strong tendency towards home ownership, desire to be close to employment centers near Miami and Ft. Lauderdale. Rents not yet hitting threshold for higher density, structured parking solutions.
Source: Claritas
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For-Sale Housing
Strength: Median sales price steadily growing, aging demographic prefers home
ownership and lower-maintenance lifestyle.
Weaknesses: Pipeline of units in Metropica and Artesia represent significant local
inventory. Latin American economic volatility impacts higher end sales prices.
Source: Claritas
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Sustainability
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Panel Sustainability Focus
• The types of design principles and sustainability practices (including
density thresholds, streetscape designs, building placement, and
landscape and green infrastructure) that should be used to ensure
that high-quality development occurs on the site;
• The feasibility of using existing natural resources, particularly the
wetlands area, to create additional open space as a community
amenity;
• The potential of future development to better connect the site and
maximize its proximity to surrounding developments, the Everglades
and the region through improved walkability and with various forms of
transportation (vehicular, transit, and bicycles);
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apartments
Site Influences• Viewsheds
In & Out
• Natural
• Transit
• Edges
• Connections
• Neighbors
RetailN
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Site Assessment: Water story• Stormwater Detention
• Wetlands
• Bioswales
• Freshwater Pumps/Aquifer
• Water Flow
Future?
Future?
Future?
N
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Site Assessment: Climate Analysis
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Site Assessment: Climate AnalysisDesign priorities:
• Address hot summer day comfort.
• Address hot summer night comfort.
• Minimize radiant heat risk (via solar conduction).
• Maximize effective natural cross ventilation - day and night.
• Use solar energy potential (renewables).
• Minimize storm risks (flood, downpours, wind). If
• an issue prevent insect access whilst permitting ventilation.
- micro-climate
• Top of slope (wind exposure).
• East facing (lower solar exposure in afternoons).
• Open spacing for breezes, but protect from cold/hot wind (use planting).
- urban street pattern:
• Buildings/streets 20-30 degrees oblique to prevailing wind, respond to secondary wind.
• Respond to times of low wind speed, often at night; orientate to utilize such wind in
worst case situations (low wind, peak heat/humidity).
• Loose urban patterns, orientated to prevailing winds promote breezes - avenues,
connect to perimeter green belt, more open spaces.
• Buildings - parallel to prevailing winds, taller variable height blocks force wind down to
• street level
• Urban heat island reduced by height, vegetation, color, high albedo (esp. roofs,
parking).
• Street shading - reduces surfaces heating up, shades pedestrians (in humid climates it
should not block breezes)
N
Annual WindRange
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Goals/Alignment with local
Sustainability/Resilience Opportunities –
Best Practices
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Broward County Climate Action Plan
There are two overarching goals for this
plan:
1. Mitigate the effects of climate
change by reducing greenhouse gas
emissions by 2% per year by 2020,
ultimately leading to a total 80%
reduction by 2050, and
2. Increase the resilience of our
community to the effects of climate
change.
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On site strategies:
• Develop habitat buffer zones
• Encourage urban reforestation
• Natural systems utilization
• Increase tree canopy (target 40%)
• Continue local water conservation programs
• Protect wellfields
• Develop alternative water supply strategies
• Evaluate reuse water interaction with and impacts to the natural systems
• Increase percentage of pervious areas
• Install LED streetlights and garage lighting
• Integrate bike share program with Complete Streets
• Reduce urban heat island effect
• Apply models to develop resilient design standards
• Engage private sector to develop strategies for adapting energy infrastructure
Broward County Climate Action Plan
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Green Infrastructure:
• Broward County is committed to protecting and
enhancing local and regional ecosystems,
optimizing the co-benefits of habitat restoration,
coastal buffers, wetland mitigation, urban
reforestation, and expanded green infrastructure, in
order to create a healthy, enjoyable, and climate
resilient environment.
• Green infrastructure is an interconnected system of
natural areas and natural services that conserves
ecosystem values, helps sustain clean air and
water, and provides benefits to people and wildlife.
Broward County
Green Infrastructure Goals
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Aquifer Water – “Regional Water
Supply Protection”
County-wide:
Climate change presents serious challenges for water
managers with impacts on the quality and abundance of water
supplies, water and wastewater infrastructure, and drainage
and flood control operations.
On site Strategy:
• Ensure existing water resources are protected and remain
available through conservation and sustainable
management.
• Preserve capacity by diversifying source alternatives.
• Balance the water needs of public consumers and natural
systems.
• Consider location of hazardous materials and on-site power
generation
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Everglades Stewardship and Opportunity
County-wide:
Everglades provide values that no other ecosystem
can.
On site Strategy:
• Elevate/restore western wetland to Everglade
Edu-tainment piece, with family boardwalk and
envir-science center
Sometimes called the "River of Grass," the Florida Everglades is one of the most extensive, complex, and renowned wetland ecosystems in the world
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Storm water Mitigation, including Low Impact
design, bioswale, wetland, canal and lake focus
FRESHWATER APPROACH
• Water management resources currently on site: 18 acres
• Basin 8 –2,400 acres
• Typical commercial development acreages for remaining 50
acres
• 35% to 40% building area
• 15% water management areas
Strategy:
• Combined collection for local reuse (rooftops) with recharge
via ground green spaces
• Parking lot water quality mitigation
• Bioswales threaded throughout
• 40 acre feet compensatory storage under playing fields
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Green Space Expansion – Sustainable
Sites/Green string of active pearls for the
community
On Site Strategies
• Protect site habitat - Site building to preserve areas of high
biodiversity, create “exclusion zones”;
• Active and passive recreation – extend City approach and
resources
• Walking and biking linear trails as water retention,
biodiversity
• Compensatory storage under playing fields
• Green screens frame public space, activated/inhabited ,
green roofs
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Resource Stewardship in Site and
Building Design: water use
optimization and reuseOn site strategy:
Water demand by scale for urban office building, some amenity and retail:
• Cooling Towers
• Fixture loads- restrooms, showers
• Process loads such as kitchens
• Irrigation of green roof, ground green space
Water demand reduction (in all cases/any water supply)
Fixtures (aim for 50% low flow reduction strategy) low flow/drip irrigation with rain gage and cooling tower make up strategies
Supply:
Collection of rain water from roofs, condensation, garage perimeter drains
Treatment:
Base filtration, perhaps some chemical
Storage
Concrete or pre-fab Cisterns in garage levels, corners and under ramps and part of public space
Use:
Cooling towers, toilets, purple pipe irrigation (external to building)
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Resource Stewardship: energy
use optimization and generations
• On Site strategy
Step 1 Design for Best Orientation and Envelope
Design:
Step 2: Design for Passive systems – moving air,
water capture and storage, employing daylight etc.
Step 3: Design for Systems effectiveness
Step 4: Operator and Inhabitant Behavior Alignment
Step 5: Chose the right energy for the right use
Step 6: On site renewable energy
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Sustainability Financial
Incentives
35 programs applicable to Broward County
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Site Scenarios
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Existing• Arena
• Park n Ride
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Site Programming Scenarios
Flexible scenarios allow for optionality of major land uses. Development pads
are phased over time to meet market absorption potential.
Initial
Land Uses Introduction Programming Scenarios (Range)
Rental Apartments 2021 1,000 - 1,400 Units
Entertainment Core 2021 80,000 - 180,000 Sq Ft.
Hotel - Boutique 2021 120 Keys
Hotel - Executive 2030 320 Keys
Family Resort 2025 400 Keys
Office (Mid and High) 2030 1,120,000 - 1,620,000 Sq Ft.
Casino Resort 2025 - 500 Keys
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Bubble Diagram
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Site Concept: Phase 1 (Opening 2021)• Entertainment Core 40k
• Rental Apartments 200 d.u.
• South Parking Deck
• Sports Fields w. Sub-surface
Compensatory Stormwater
Storage (40 ac.ft)
• Edu-tainment Wetland /
Everglade
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Site Concept: Phase 2 (2021-2028)• Family Entertainment Hotel
400 keys
• Rental Apartments +200
d.u.
• Mid-rise Office 320k
• Parking Deck South
Extension
• North Parking Deck
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Site Concept: Phase 3a (2028-2040)With Additional Office
• Additional Office
• +200 d.u. Multi-family
Residential
• North Parking Deck
Extension
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Site Concept: Phase 3b (2028-2040)With Casino Resort
• Casino Resort
• +200 d.u. Multi-family
Residential
• North Parking Deck
Extension
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Arena
Redevelopment
• High-rise Office
• Residential
• Additional Parking
Site Concept: Phase 3c (2028-2040)
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LA Live
Block Sizes
Mizner Park
Mardi Gras CasinoGreat Wolf Lodge
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Site Concept 3a
• Apartment: 12 ac
• Entertainment Core: 2 ac
• Hospitality: 14.5 ac
• Office: 4 ac
• Casino: 0 ac
Site Concept Summary
Site Concept 3b
• Apartment: 17 ac
• Entertainment Core: 4.5 ac
• Hospitality: 14.5 ac
• Office: 8 ac
• Casino: 16 ac
Site Concept 3c
• Apartment: 17 ac
• Entertainment Core: 3 ac
• Hospitality: 14.5 ac
• Office: 8 ac
• Casino: 16 ac
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Connectivity
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Vehicular Connectivity Realities
Existing Traffic Issues
– Sawgrass Expressway interchanges
with Sunrise and Oakland Park
– Hockey game and concert releases,
particularly northern intersections
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Vehicular Connectivity Recommendations
• Support Sawgrass Expressway
improvements
– Mainline expansion
– New interchange at NW 8th
– Interchange upgrades at
Sunrise and Oakland Park
• Continue to pursue northern
ramps for Pat Salerno interchange
– Improves site marketability
– Improves traffic flow, but not
critical from traffic operations
perspective
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Vehicular Connectivity Recommendations
• Narrow Panther Parkway to
4-lane divided roadway for
quarter-mile middle segment
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Vehicular Connectivity Recommendations
Narrowed roadway example
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Vehicular Connectivity Recommendations
• Enhance wayfinding signage on
streets and expressway into
branded district plan
• Require comprehensive traffic
study as part of BB&T
development approval to identify
improvement plan
• Support and promote a
transportation sales tax
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Transit Connectivity Realities
• Immediate area served by four local
routes and two express routes
• Broward County’s 10-year plan
includes Bus Rapid Transit (BRT) for
three of the local routes
• Existing ridership is transit dependent
– 0 to1 vehicle ownership
– Lower income
– Different demographics than
proposed area developments
• Projected ridership numbers do not
support light rail
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Transit Connectivity Recommendations
• Support Bus Rapid Transit
• Continue to evaluate Light Rail IF
projected ridership numbers
increase significantly
• Pursue circulation system(s) as
developments come on-line
– Sawgrass Mills
– BB&T Site
– Sawgrass Corporate Park
• Incorporate transit center in BB&T
site
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Pedestrian Connectivity Realities
• Limited pedestrian activity
on BB&T site to date
• Good external connectivity
with sidewalks along streets
• Limited accommodations to
bring the pedestrians from
the street to the internal
sites of BB&T and
Sawgrass Mills
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Pedestrian Connectivity Recommendations
• Recreational trail on site
perimeter
• Enhance pedestrian
crossings along NW 136th
Avenue/Panther Parkway
– Signalized intersections
– Midblock pedestrian
crossing
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Pedestrian Connectivity Recommendations
Raised pedestrian crossing examples (for speeds under 35 mph)
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Pedestrian Connectivity Recommendations
Pedestrian overpass example
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Pedestrian Connectivity Recommendations
Pedestrian overpass example
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Bicycle Connectivity Realities
• Minimal bike
accommodations in
immediate vicinity
– No bike lanes
– High speed, higher
volume roads
• Early stages of complete
streets initiatives
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Bicycle Connectivity Recommendations
Continue to implement City’s Bike
Plan, including bike lanes along NW
136th Avenue/Panther Parkway
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Bicycle Connectivity Recommendations
Follow Broward County’s
Complete Streets
initiative
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Bicycle Connectivity Recommendations
Complete Streets example
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Bicycle Connectivity Recommendations
Complete Streets example
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Bicycle Connectivity Recommendations
Evaluate bike share
program (Broward B-cycle)
as potential long term
strategy
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Development Strategies
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Development StrategyThe development potential discussed in the earlier analysis suggests that there is a conservative initial demand for new
development on the site, but over time there will be an increasing opportunity for developing a variety of uses on the site at varying densities. This strategy is focused on a development approach that will allow for a realistic organically
grown residential, entertainment and office environment with a strong potential for large entertainment uses.
Live/Work/Play
Mixed-Use
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Development Strategy
• Phase 1 – The Primer
Starts the Development; Leverages BB&T
and the Mall; Begins Urbanization
• Phase 2a – The Anchor(s)
Large attraction; Family Oriented
• Phase 2b – The Neighborhood
Completes the Urban Fabric Over Time
• Phase 3 – The Arena OR The Campus
If they stay or if they go
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Site Values – Entertainment Retail
• Connection
• Placemaking
• BB&T
• Visibility
• Access
• Activity
• Density
• 18 hours
A
B
C
F
F
C
C
B+
B
B+
C B+
B+
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Site Values - Anchors
• Gaming
• Family Resort
• Music
• Pavilion
• Separation
• Security
• Large
• Street Wall
• Noise
A
A
B+
B
C
CA
A
B
A
A
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Site Values - Residential
• Ped Connection
• Noise
• BB&T
• Views
• Resi Neighbors
• Amenities
• Security
• Self-contained
B
C
A
A
A
A
A
C B
B
C
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Site Values - Office
• Visibility
• Access
• Separation
• Limited Activity
• Off hours Dark
• Shared Parking
A+
B
C
C
A
A
B
B
BA
B+
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Development Strategy – The Primer
• Phase 1
Immersive Vibrant Dense
A Public Plaza Flanked by 4-5 Story Buildings
Pedestrian Focused Entertainment Core
Needs Supportive Uses for Viability
Residential Urban Environment
Boutique Hotel with Event Space
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Development Strategy – The Primer
• Plaza
Connect to BB&T and the Mall
Placemaking for Public & Private Programming
decorative fountains, zero depth fountain play
areas, flexible public seating, as well as,
programmed fixed seating and other
landscape features that would create a
pedestrian-friendly atmosphere, including
outdoor dining areas
Raised Plaza or not
Rear Structured Parking
Must Allow Car Access the Plaza
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Development Strategy – The Primer
• Connection
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Development Strategy – The Anchor(s)
• Phase 2a
Modern Tech Business Complex
Large Fitness Destination
Family Resort
Music Venue Retail Concept
Gaming Resort
Large Outdoor Pavilion
Sports Entertainment Concepts
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Development Strategy – The Neighborhood
• Phase 2b
As the Market Increases…
Residential in Standalone Development Blocks
Create Passive and Active Green Space
Stage Replacement of Parking in Central Decks
Office Should Pursue Innovation Tenants
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Development Strategy – The Arena or The Campus
• Phase 3
Great Site for Dense Campus
Single User or Single Use or Multi-Tenant
Office – Tech/Bio-Tech/Innovation
Medical – Research/Tourism/Health
Educational – Tech/Med
Residential – Towers with Neighborhood Retail
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Development Strategy – The Brand
Town Centers Demand a Strong Brand
Partnering
(Sports, Fanatics, Fitness, Environment…)
Become a Casual Destination
Hip Fun Vibrant Bright Healthy
Programming
Wayfinding
Marketing
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Development Strategy – The Street
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Development Strategy – The Street
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Development Strategy – The Street
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Development Strategy – The Events
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Development Strategy – The Events
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Development Strategy – The Primer• Local Programming
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Development Strategy – The Primer• The Plaza
50’-120’
130’-200’
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Implementation
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Implementation
• Expectations
• Organizational Structure
• Public Participation
• Due Diligence
• RFQ for Master Developer
• Timeline
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Implementation- Expectations
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Implementation-Organizational Structure• Create Downtown West Broward
Leadership Council
• Serve as champion for development of
the site
• Co-chaired by public official and a private
sector representative
• Advocate, shape, market and lobby for
development
• Actively seek and engage stakeholders
• Agree on measureable goals for the
development
• Streamline approval process through
“greentape” task force
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Implementation-Public Participation• Public participation is more than the “usual suspects”
attending a public meeting
• Process not a single event
• Involves a wide range of stakeholders
• Opportunity to inform stakeholders
• Opportunity to ensure that stakeholders understand
opportunities and constraints as well as proposals
• Opportunity for 2 way feedback
• Use social media and computer applications to
expand the reach of the Public Participation program
• Consider engaging a Certified Professional
Facilitator to help design and implement the process.
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Implementation-Due Diligence
• Risk can be minimized by
conducting due diligence
• Assemble and organize all
existing information related to
the site
• Identify gaps in information
• Fill in the gaps
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Implementation-Master Developer
• County and City, in consultation with the Council, to jointly Issue a Request
for Qualifications (RFQ) to designate a Master Developer for the site.
• RFQ to include a clearly articulated vision and goals that have been jointly
developed by the County, City and Council ensuring that the development is
complimentary to existing surrounding land uses
• Master Developer to refine concept plans to facilitate site development
consistent with the articulated vision and goals.
• Master Developer must demonstrate the financial, technical and relational
capacity to implement the program
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Programming and Civic Engagement
• Downtown districts and town centers work best when the community embraces the
development and views it as there own.
• The Leadership Council should reserve the right to bring civic events to the town
center plaza on a regular basis.
• Community groups should be encouraged to schedule events in the plaza such as fun
runs, fitness classes, art fairs, farmers markets, holiday markets, moonlight movies, or
high school band performances.
• The master developer should be encouraged to program and manage the space to
maximize the number and quality of events.
• These events will bring people to the development and establish it as an important
civic realm.
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Implementation Timeline
• Long-term 20+ year development timeframe.
• County/City Predevelopment: 2016-2018
• Phase 1: 2018-2021
• Phase 2: 2021-2028
• Phase 3: 2028-2040
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County/City Predevelopment Timeline
• 2016: County and city works to assemble a core group from the county, city, property owners, and business leaders to establish the “Downtown West Broward Leadership Council”.
• 2016: Leadership Council begins managing development of this project and also works as a champion for the project, including developing new brand for the district.
• 2016: County/city contracts with a consultant with expertise in public-private development and land leases, to assist with the RFQ process and in negotiating an agreement with the master developer.
• 2017: Determine what kind of public entity, such as a downtown development authority or a special district entity, could or should be established to oversee the development.
• 2017: Undertake development of studies needed to assess the potential, constraints, and feasibility of the plan.
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County/City Predevelopment Timeline
• 2017: Develop and issue an RFQ that outlines the nature of the proposed
development.
• 2017: Begin streamlining the approval process for development on the arena site.
Proceed with the DRI process if required.
• 2018: Select a short list of master developers from RFQs for RFP submittals.
• 2018: Negotiate final agreement with one of these entities.
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Phase 1 Development Timeline
• 2018: Master developer begins development planning, including hiring brokers to seek out appropriate restaurant and hotel options for the initial phase.
• 2018: Begin planning road and pedestrian improvements along Panther Parkway and at the highway interchange, and other infrastructure improvements.
• 2018: Developer and county/city work to attract a family entertainment hotel and casino resort for the eastern district.
• 2019: Begin construction of core mixed-use district, including restaurants, main street entertainment plaza, boutique hotel, rental apartments, park/civic area, and parking.
• 2021: Phase 1 core district is completed and opened. Leadership Council works with developer and community to program events and activities in the plaza.
• 2021: Property begins generating property tax revenues.
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Phase 2 Development Timeline
• 2021: Begin construction of family entertainment hotel, perhaps with waterpark, if/when feasible.
• 2022: Begin construction of a casino resort, or other major commercial facility, if/when feasible.
• 2024: Begin construction of additional multifamily rental properties as demand allows, together with soccer field retention/detention facility.
• 2024: Completion of family entertainment hotel and soccer fields facility.
• 2025: Completion of casino resort project and multifamily rental properties.
• 2024: Hockey team affirms, extends, or terminates lease.
• 2028: Original lease expires if not extended.
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Phase 3 Development Timeline and Completion
• 2028: Determine future of arena if lease expires.
• 2028: Solidify plans for additional office and apartment development based on
outcome of the arena lease.
• 2030: Begin construction of phase 3 rental apartment development.
• 2033: Begin construction of phase 3 office development.
• 2040: Project is fully built out, probably sooner if hockey team and arena remain on
site.
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Implementation- Don’t Wait!• Keep the momentum
• Start today by scheduling staff to staff meetings
for Monday
• City and County schedule joint workshop
meetings for purpose of discussing the Panel
findings and beginning to engage the public AS
SOON AS POSSIBLE
• If necessary, engage a Certified Professional
Facilitator, with experience in complex land use
issues to help guide effective communication
processes.
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Summary
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Site Concept: Future…..to 2040
• Arena in place
• Entertainment Core
• Family Entertainment
Hotel
• Executive Hotel
• Casino Resort
• Office Tech Campus
• Residential
• Parking
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Site Programming Scenarios
Flexible scenarios allow for optionality of major land uses. Development pads
are phased over time to meet market absorption potential.
Initial
Land Uses Introduction Programming Scenarios (Range)
Rental Apartments 2021 1,000 - 1,400 Units
Entertainment Core 2021 80,000 - 180,000 Sq Ft.
Hotel - Boutique 2021 120 Keys
Hotel - Executive 2030 320 Keys
Family Resort 2025 400 Keys
Office (Mid and High) 2030 1,120,000 - 1,620,000 Sq Ft.
Casino Resort 2025 - 500 Keys
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Economic Results to 2040
Scenarios and Key Variations
A: Arena and Casino Resort
B: Arena, with Office Technology Campus in place of Casino
C: Arena redeveloped, Office Campus and Casino
* Revenues are not allocated amongst public agencies** Scenarios exclude tax on prospective gaming revenues*** Discounted Revenues at 6%/year from 2040 to 2016
A B C
Capitalized Valuation Tax (1.38%) $ 67,359,000 $ 64,852,000 $ 72,861,000
Retail Sales Tax (6%) 38,539,000 39,094,000 38,539,000
Tourist Development Tax (5%) 149,916,000 105,882,000 149,916,000
Subtotal 255,814,000 209,828,000 261,316,000
NOI Participation (2%) 6,535,000 7,471,000 7,415,000
Totals $ 262,349,000 $ 217,299,000 $ 268,731,000
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5 Big Moves
1.0 Recognize the “District Beyond the Site” Planning to encompass broad areaIdentity for “Downtown West Broward”
2.0 Plan for long term flexibility across the entire site (2040+)
Future-proof for ResilienceArena optionality post-2028Gaming is imminentOffice and Tech employment center needed
3.0 Capture immediate opportunities (2021-2028) Entertainment Mixed-Use (including Boutique Hotel and Housing)Plaza for Civic benefitLimit cross-competition in the market
4.0 Utilize all available tools to kick-start community and economic benefits
Land value deferred in Public/Private PartnershipLong term cash flow stream from tax base and participating ground lease (NOI share)
5.0 “Champion” the site “Downtown West Broward Leadership Council”Private Sector and Public Official Co-ChairsManage the processAdvocate for the District overallFocus on the site development
Strategy Implications
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The residents of Broward County, all the people engaged in its development,
and the participating interviewees.
Thanks in particular to Broward County Mayor Marty Kiar, and all County
Commissioners; the City of Sunrise Mayor Michael J. Ryan, and the City
Commission; Miami Dade Planning Division Chief Mark Woerner; The Mills,
and Simon Property Group; Metropica and The Trillist Companies; Peter
Luukko, Executive Chairman Florida Panthers, and the BB&T Center staff.
Special recognition to Rob Hernandez Deputy County Administrator Broward
County; the Broward County staff; Lou Sandora, Economic Development
Director for the City of Sunrise and City Staff for their coordination and
support through the entire process.
Thank You!
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Questions?
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