AN ADVISORY SERVICES PANEL REPORT Main Street Daytona...

A N A D V I S O R Y S E R V I C E S P A N E L R E P O R T

Main StreetDaytona Beach, Florida

Urban LandInstitute$

Daytona BeachFloridaRevitalizing the Main Street Redevelopment Area

October 10–15, 2004An Advisory Services Panel Report

ULI–the Urban Land Institute1025 Thomas Jefferson Street, N.W.Suite 500 WestWashington, D.C. 20007-5201

An Advisory Services Panel Report2

ULI–the Urban Land Institute is a non-profit research and education organiza-tion that promotes responsible leadership in the use of land in order to enhance

the total environment.

The Institute maintains a membership represent-ing a broad spectrum of interests and sponsors awide variety of educational programs and forumsto encourage an open exchange of ideas and shar-ing of experience. ULI initiates research thatanticipates emerging land use trends and issuesand proposes creative solutions based on thatresearch; provides advisory services; and pub-lishes a wide variety of materials to disseminateinformation on land use and development.

Established in 1936, the Institute today has 24,000members and associates from 80 countries, repre-senting the entire spectrum of the land use anddevelopment disciplines. Professionals represented

include developers, builders, property owners,investors, architects, public officials, planners,real estate brokers, appraisers, attorneys, engi-neers, financiers, academics, students, and librari-ans. ULI relies heavily on the experience of itsmembers. It is through member involvement andinformation resources that ULI has been ableto set standards of excellence in developmentpractice. The Institute has long been recognizedas one of America’s most respected and widelyquoted sources of objective information on urbanplanning, growth, and development.

This Advisory Services panel report is intendedto further the objectives of the Institute and tomake authoritative information generally avail-able to those seeking knowledge in the field ofurban land use.

Richard M. RosanPresident

About ULI–the Urban Land Institute

©2005 by ULI–the Urban Land Institute1025 Thomas Jefferson Street, N.W. Suite 500 WestWashington, D.C. 20007-5201

All rights reserved. Reproduction or use of the whole or anypart of the contents without written permission of the copy-right holder is prohibited.

ULI Catalog Number: ASD082

Cover photo: S2 Advertising/Tony Giese

Daytona Beach, Florida, Oct 10–15, 2004 3

The goal of ULI’s Advisory Services Programis to bring the finest expertise in the realestate field to bear on complex land use plan-ning and development projects, programs,

and policies. Since 1947, this program has assem-bled well over 400 ULI-member teams to helpsponsors find creative, practical solutions forissues such as downtown redevelopment, landmanagement strategies, evaluation of develop-ment potential, growth management, communityrevitalization, brownfields redevelopment, militarybase reuse, provision of low-cost and affordablehousing, and asset management strategies, amongother matters. A wide variety of public, private,and nonprofit organizations have contracted forULI’s Advisory Services.

Each panel team is composed of highly qualifiedprofessionals who volunteer their time to ULI.They are chosen for their knowledge of the paneltopic and screened to ensure their objectivity.ULI panel teams are interdisciplinary and typi-cally include several developers, a landscapearchitect, a planner, a market analyst, a financeexpert, and others with the niche expertiseneeded to address a given project. ULI teamsprovide a holistic look at development problems.Each panel is chaired by a respected ULI mem-ber with previous panel experience.

The agenda for a five-day panel assignment is in-tensive. It includes an in-depth briefing day com-posed of a tour of the site and meetings with spon-sor representatives; a day of hour-long interviewsof typically 50 to 75 key community representa-tives; and two days of formulating recommenda-tions. Many long nights of discussion precede thepanel’s conclusions. On the final day on site, thepanel makes an oral presentation of its findingsand conclusions to the sponsor. A written reportis prepared and published.

Because the sponsoring entities are responsiblefor significant preparation before the panel’s visit,including sending extensive briefing materials toeach member and arranging for the panel to meetwith key local community members and stake-holders in the project under consideration, partic-

ipants in ULI’s five-day panel assignments areable to make accurate assessments of a sponsor’sissues and to provide recommendations in a com-pressed amount of time.

A major strength of the program is ULI’s uniqueability to draw on the knowledge and expertise ofits members, including land developers and own-ers, public officials, academicians, representativesof financial institutions, and others. In fulfillmentof the mission of the Urban Land Institute, thisAdvisory Services panel report is intended to pro-vide objective advice that will promote the re-sponsible use of land to enhance the environment.

ULI Program StaffRachelle L. LevittExecutive Vice President, Policy and Practice

Mary Beth CorriganVice President, Advisory Services and Policy Programs

Nancy Zivitz SussmanSenior Associate, Advisory Services

Nicholas GabelAssociate, Advisory Services

Jason BellPanel Coordinator, Advisory Services

Yvonne StantonAdministrative Assistant

Nancy H. StewartDirector, Book Program

Julie D. Stern/JDS CommunicationsManuscript Editor

Betsy VanBuskirkArt Director

Martha LoomisDesktop Publishing Specialist/Graphics

Kim RuschGraphics

Diann Stanley-AustinDirector, Publishing Operations

About ULI Advisory Services


Both personally and on behalf of ULI, thepanel members would like to express theirappreciation to the city of Daytona Beach.The help and support of the local govern-

ment officials were critical to the panel’s work. In particular, the panel thanks Mayor YvonneScarlett-Golden for her vision and insight. PeterAluotto and Suzanne Kuehn in the city’s plan-ning division provided much-needed maps andresearch data.

The cooperation and perspectives of the city com-missioners also were greatly appreciated. SharonMock, executive director of the Daytona Beach

Area Convention and Visitors Bureau, also waskey to providing essential information and reportsabout Daytona Beach. In addition, the panel’s workcould not have been done without the support ofthe Friends of Main Street Steering Committee.

Finally, the panel is grateful to the many public of-ficials, business leaders, representatives of organi-zations and interest groups, and citizens of Day-tona Beach who took the time to be interviewed aspart of the panel’s research.

Acknowledgments


ULI Panel and Project Staff 6

Foreword: The Panel’s Assignment and Summary of Recommendations 7

Market Potential 11

Development Strategies 16

Planning and Design 19

A Comprehensive Parking Strategy 24

Implementation 27

Conclusion 34

About the Panel 35

Contents


Panel ChairFrank J. SparicioPrincipalCRES–Corporate Real Estate StrategiesRumford, Rhode Island

Panel MembersMorey BeanPartnerColorado Architecture Partnership, LLPColorado Springs, Colorado

Chris BennishReal Estate AnalystDesign WorkshopDenver, Colorado

James H. (Jim) CallardPresidentAmerican Apartment CommunitiesAlexandria, Virginia

Mary Beth CorriganVice President, Advisory Services and Policy Programs

ULI–the Urban Land InstituteWashington, D.C.

Scott HallSenior Business Development ManagerDepartment of Economic Development

City of ChesapeakeChesapeake, Virginia

Christian R. LuzPrincipalLansing Melbourne Group, LLCEast Lansing, Michigan

Kerri RogersPresident/CEOHarlem Commonwealth Council, Inc.New York, New York

Michael T. SchuelerPresident/CEOHenkle Schueler and AssociatesLebanon, Ohio

ULI Project DirectorsMary Beth CorriganVice President, Advisory Services and Policy Programs

Jason ScullySenior Associate, Policy and Practice

ULI On-Site CoordinatorJason BellPanel Coordinator, Advisory Services

ULI Panel and Project Staff


Daytona Beach has long been affixed in theAmerican imagination as the home ofNASCAR (the National Association forStock Car Auto Racing) and the Daytona

500. Yet there is much more to this relativelysmall city in Volusia County on Florida’s Atlanticcoast. Today, Daytona Beach is known among mo-torcycle enthusiasts as the home of Bike Week andBiketoberfest, annual events that take place inMarch and October, respectively. The immensepopularity of these two events has had a major im-pact on Daytona Beach’s Main Street. The cityalso hosts many other events. From NASCARraces to the Black College Reunion—a largespring break festival aimed primarily at AfricanAmericans—these annual events result in shortsurges of high activity and heavy commerce, fol-lowed by longer periods of low activity. Thetourists who come for these events do not staylong; their average visit is about 2.5 days.

Daytona Beach’s moderately priced vacation ac-commodations also have made it a regional desti-nation. According to statistics from the DaytonaBeach Area Convention and Visitors Bureau, 32percent of Daytona Beach’s tourists come fromwithin Florida and 20 percent come from nearbysouthern states.

Daytona Beach is in a state of transition. In-creased development pressures and increasingland values are reshaping the region. Their effecton Daytona Beach will be profound. Change, how-ever, is nothing new to Daytona Beach. From the1930s to the 1940s, the area was a major destina-tion for winter visitors. Billed as “Cool Florida,”the region made the most of its trade winds, whichkept the temperature moderate and were a majorattraction for visitors who wanted to avoid thehotter parts of the state.

With the 1950s came a boom in hotel and motelconstruction, which helped position the area as aregional destination. However, the widespread

adoption of air conditioning, combined with newerfacilities elsewhere, lured more visitors farthersouth, to places like Miami and Fort Lauderdale.With Disney World and Orlando’s other attrac-tions just an hour’s drive away, Daytona Beachslowly fell into a state of decline.

The late 1970s and early 1980s saw Daytona Beachbecome the leading city for college students onspring break. The city’s spring break celebrationscrested in 1989 and 1990. Although it remains apopular spring break destination, other U.S. andMexican locales have become equally—if not more—appealing to college students.

Throughout these changes, very little has beendone to improve the quality and increase the num-ber of vacation lodgings for tourists in DaytonaBeach. Although some new development and con-struction have taken place in the area—includingthe Ocean Walk Village complex, the Ocean Cen-

Location map.

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Foreword: The Panel’s Assignment andSummary of Recommendations


ter convention and entertainment complex, andthe refurbished historic Oceanfront Bandshell—much more work needs to be done.

Years of economic decline and the boom and bustcycles of Bike Week and Biketoberfest have hada disproportionate impact on the area. Tensionshave mounted among residents, developers, andcity officials as they have tried to chart a coursefor Daytona Beach’s future. The annual events arehighly lucrative for Main Street retailers, yet manyresidents find them to be quite noisy and problem-atic. And all stakeholders are concerned about therole tourism plays in the local economy, as well ashow the city can best provide for tourists withoutneglecting its year-round residents.

To address these issues, the Main Street Redevel-opment Board, under the guidance of the DaytonaBeach City Commission and the Main Street Com-munity Redevelopment Agency, is drafting a newcommunity redevelopment plan for the Main StreetRedevelopment Area. The panel recognizes theimportance of this plan in reshaping Main Street,and refers to it throughout this report.

The Panel’s AssignmentThe Friends of Main Street invited a ULI Advi-sory Services panel to explore means of redevel-oping the Main Street Redevelopment Area, asproposed by the city and the draft community re-development plan. The Main Street Redevelop-ment Area, as defined in the plan, consists of thearea around Main Street that is bounded by Oak-ridge Boulevard on the north and InternationalSpeedway Boulevard on the south, and lies be-tween the Halifax River (the Intracoastal Water-way) and the Atlantic Ocean. It also encompassesmost of the beachfront area for which DaytonaBeach is named.

Specifically, the panel was asked to provide rec-ommendations on how to balance the needs of res-idents with the sometimes disruptive yet highlylucrative annual events, while also assessing thedesirability of bringing in more year-roundtourists, visitors, and residents.

Right: Development with-in the Main Street Rede-velopment Area has largelyoccurred along the board-walk and near the historicOceanfront Bandshell. Farright, top: The Main StreetRedevelopment Area—extending from the AtlanticOcean to the Halifax Riverand bordered by Interna-tional Speedway Boule-vard to the south andOakridge Boulevard to thenorth—will undergo manychanges in the near future.Far right, bottom: The panelbelieves a wide range ofhousing types—from single-family homes to res-idential and resort towers—can coexist within theredevelopment area.


Summary of RecommendationsEverything the panel heard, saw, and read indi-cates that the city is poised for change. While someincremental change has occurred in the last fewyears, more significant changes probably will takeplace in the next five years and beyond. Many peo-ple do not welcome change, since the form thatchange will take often is unknown. The panelbelieves, however, that an enormous opportu-nity exists for the city and its residents to benefitfrom change.

The biggest obstacle to fostering positive changesand moving forward is the lack of cooperationamong the area’s constituents, who include resi-dents, the business community, governmental en-tities, and elected boards and commissions. Yetthe panel believes that all of these constituentswant a successful, thriving Daytona Beach.

Understanding the MarketMuch data will be needed to make long-term deci-sions about the future of the redevelopment area.Although the panel believes the market can bear amixture of different housing types along with ho-tels and that it can support year-round commercialbusiness, it is unclear what products will be bestsuited to the area. And many questions remainabout the annual events’ impacts on the commu-nity, in terms of economics, community relations,and long-term viability.

The panel recommends conducting both retail andresidential market studies to determine how tobest serve the needs of visitors and residents. Al-though supporting data are needed, the panelfeels that Main Street eventually will be able tosupport an entertainment-themed tourist destina-tion at one end and a resident-serving commercialdestination at the other.

The panel believes that the redevelopment areacan support a mix of residential types rangingfrom single-family homes and townhouses toapartment buildings and condominiums, as wellas resort condominiums and hotels. Each of theseuses has a function and a role in the redevelop-ment area’s future. Finally, appropriate housingshould be available for people with a wide rangeof income levels. Currently, much of the housing in

the area consists of market-rate rental units. As itis redeveloped, the area must maintain workforceand affordable housing options while also provid-ing market-rate and more expensive dwellings.

Bike Week and BiketoberfestThe city of Daytona Beach is very fortunate tohost Bike Week and Biketoberfest. While the ex-act economic impact of these events is not known,estimates are very high. As Main Street and therest of the region change, however, so will theseevents. Market forces already are causing eventactivities to disperse away from Main Street. Thecity must better understand the role these eventsplay in the redevelopment area. It must workproactively to continue their benefits and mini-mize their negative impacts.

Planning, Design, and ParkingDaytona Beach has a rich architectural heritageand a walkable grid of narrow streets. Effortsmust be taken to preserve this heritage andbring a wide range of people back to Main Street.Future urban design plans should include meansof buffering residents from the activities alongMain Street while also creating a rich fabric ofpedestrian-friendly storefronts and capitalizing on the area’s natural amenities, especially the At-lantic Ocean and the Halifax River. Future water-front developments must take into account viewcorridors and street vistas as well as provide pub-lic access to the beach.

The history of Daytona Beach, from NASCAR toHarley Davidson and beyond, needs to be incorpo-rated into the design of the proposed Main Streetentertainment retail and restaurant district as arecurring theme. This district would provide a lo-cation for one or more upscale restaurants, shops,and activities that could cater to both tourists andresidents.

As Main Street redevelops, parking will becomean important issue. The panel recommends thecreation of a management structure—most likelya parking authority—to guide and manage pub-licly owned parking in the area. The consolidationof parking assets, combined with a clear vision ofthe future, will be a necessary tool in controllingand managing the area’s growth.


The Need for LeadershipAs the city stands poised for change, the atmos-phere surrounding redevelopment is marked bytension among stakeholders. A lack of knowledgeand data surrounds the issues, and the politicalprocess is characterized by reactive responses.The community redevelopment plan and a forth-coming visioning process are steps in the right di-rection. Yet leadership will be needed to guide anddirect the goals and visions outlined in such docu-ments. The city must take on this leadership role,because it has the most to gain—as well as themost to lose—from successful (or unsuccessful) re-development efforts.


Market Potential

The panel believes that the development po-tential for the Main Street RedevelopmentArea is very strong. Its land values are in-creasing and it has an excellent location.

This potential brings with it development oppor-tunities for all stakeholders as well as for specialinterests wanting to build a better economic en-vironment within the redevelopment area. Withthis relatively unlimited potential, however, comeschange, and with change comes the obligationand responsibility to manage that redevelopmentresponsibly.

The area’s redevelopment potential will be achievedonly to the extent that the various stakeholderscan come together and competing interests canfind common ground. Daytona Beach can be proudof its place in Florida’s coastal development. Itsbeach is as beautiful and usable as any developedlocation on the Atlanticcoast. It has long beennationally recognizedfor its association withautomobile racing, itsinstitutions of higherlearning, the LadiesProfessional Golf Asso-ciation (LPGA), BikeWeek, Biketoberfest,and many other popu-lar events.

In the recent past, thearea has become run-down, and little or no new investment has beenmade. Today, the area contains substandard hous-ing and an underutilized Main Street along whichreal estate is worth more vacant than developedand even the cemetery needs improvement. Rec-ognizing this deterioration, local residents, mer-chants, and the city commissioners designated thearea a community redevelopment area and put inplace tax increment financing (TIF) to stimulateinvestment there. The success of these efforts to

date is visible along the beach, where the OceanWalk Resort, the Adam’s Mark Daytona BeachResort, and parking facilities have been built withmoney provided through TIF funds and additionalprivate investment. More than $1 million is ex-pected to be returned for reinvestment and addi-tional development in the urban renewal area thisyear, with increasing amounts available in futureyears. This initial investment can indeed serve asa catalyst for the development of the rest of theredevelopment area.

The panel believes that the area’s developmentpotential can be maximized by creating a strategicplan and establishing within the redevelopmentarea a project administrator and staff to imple-ment that plan. In addition, the panel recommendsthat the area feature an entertainment or festivalmarket theme that builds on Daytona Beach’s

existing character andheritage.

To better understandthe market forces andpressures that areguiding the redevelop-ment area into the fu-ture, it is important toexamine the area’s dem-ographics and how theyrelate to the conflictingresidential, commer-cial, and retail develop-ment visions held by

different citizens, entrepreneurs, developers, andcity officials.

Demographic OverviewDemographic information can be used to create a profile of the characteristics of the people whowill provide the demand and dictate the land useneeds for the revitalization and redevelopment ofthe Main Street Redevelopment Area. Because

With the exception ofBikeweek and Biketober-fest, Main Street is a quietplace with many vacantstorefronts.


Daytona Beach’s economy is tourist dependent, italso is important to understand the demographicsof those who visit the city. Although specific demo-graphic data for the redevelopment area are notavailable, data from the city of Daytona Beach,census tract 812, and the area within a one-mileradius of Ocean Walk Village can be used to buildsome assumptions.

Regional PopulationWith an estimated current population of around72,000, Daytona Beach’s population increased byapproximately 8,000 persons between 2000 and2004. The population of Volusia County is increas-ing by approximately 25 new residents a day. Themedian age of Daytona Beach’s residents—37—has remained steady for the past four years. Thisis quite similar to the state as a whole, where themedian age is 38.7 years. The median age of resi-dents within the redevelopment area, however, isa slightly higher 44 years.

Housing Needs The transience of many residents is illustrated bythe fact that only a small number of the residentialparcels within the redevelopment area are owneroccupied. A 2004 study by Colliers Arnold real es-tate services in Orlando, Florida, indicates thatthe average household size within a one-mile ra-dius of Ocean Walk is 1.8 people, thus demonstrat-ing the demand for single-person housing.

Employment and Income According to an October 2004 ESRI Business In-formation Solutions market profile, the city ofDaytona Beach has a workforce of 29,208 persons.Service-related industries account for 25 percentof the city’s jobs. Within the redevelopment area,this amount increases to an estimated 50 percent.

The city’s 2004 median income is approximately$28,318, an increase of $3,000 since 2000. The me-dian income near the redevelopment area is high-er; according to Colliers Arnold, the 2004 medianannual income within a one-mile radius of theOcean Walk Resort is approximately $31,164, rep-resenting an increase of about 3 percent annuallysince 2000.

CrimeCurrent crime data show significant criminal ac-tivity within the redevelopment area. In fact, thecity of Daytona Beach has a higher crime ratethan the city of Jacksonville, Florida, which has apopulation eight times larger. Major criminal ac-tivity within the redevelopment area includes bur-glary, robbery, narcotics use, and prostitution, andappears to be concentrated within the area’s resi-dential neighborhoods.

Visitors Daytona Beach is primarily a regional destina-tion. Most visitors come from the states of Florida,Georgia, North Carolina, and South Carolina. A2004 survey of 600 randomly selected participantsfrom across the state of Florida—with the excep-tion of Daytona Beach—found that Floridians take3.16 vacations a year. Fifty-five percent of the 600survey participants chose Daytona Beach as theirvacation destination. They reported that their pri-mary reasons for vacationing in Daytona Beachwere to visit family, a nearby destination, and alocal attraction. While visiting Daytona Beach,77 percent of the respondents dined out at localrestaurants and eateries, 74 percent spent timerelaxing on the beach, 62 percent went sightsee-ing, and 60 percent engaged in other activities.Fourteen percent of the respondents participatedin the area’s many local festivals.

Although 67 percent of the survey respondents be-lieved that the area provided a good choice of ac-commodations and 75 percent felt that there wasa good choice of restaurants, stakeholders inter-viewed by the panelists believe that the area needsnew restaurants, additional retail shops, and higher-end accommodations. The stakeholders did, how-ever, agree with the survey respondents about theactivities available. Seventy-three percent of therespondents stated that there were not enough ac-tivities aimed at adults, and 55 percent stated thatthere were not enough activities for children.

Development Goals and UsesDemographic information and the illustratedgrowth of Daytona Beach indicate that a plan for growth and redevelopment must be estab-lished. The panel believes that the following uses


should be considered for the Main Street Redevel-opment Area.

ResidentialThe neighborhoods in the redevelopment area con-tain single-family homes, condominiums, and mul-tifamily rental units. Most of the area’s existing resi-dential neighborhoods need some improvement.From November 2003 to April 2004, 166 proper-ties were cited for code violations. Only 48 percentof these properties have rectified the violations.When renovation occurs, values will increase.

Given the high number of properties with codeviolations, many dwellings will need to be demol-ished or renovated. This demolition or renovation,however, should not be allowed to force tenantswho need below-market-rate housing out of theredevelopment area. High-quality replacementworkforce housing must be made available. Overthe long term, the replacement of substandardhousing will increase the number of permanentresidents in the area.

The panel believes that there are both room anddemand for many more residential units— encompassing market-rate, workforce, and afford-able options—within the redevelopment area. Theapproximately 5,000 residents in the redevelop-ment area live in approximately 2,700 households.The panel’s best estimate is that members of ap-proximately 1,400 of these households are em-ployed in the service industry, further strengthen-ing the demographic argument that the demandfor workforce housing is high. Since service indus-try jobs pay between $15,000 and $20,000 a year,monthly rents of $375 to $500 are attainable bythis workforce. The number of new workforcehousing units will be dictated by the market andby the number of existing units that are displacedthrough redevelopment. The number of units mustnot fall below the current level, although the units’locations and sizes will change to meet demand.

Some multifamily housing currently is located on the west side of the redevelopment area. Thepanel feels that the market could support addi-tional units in this area. Rents for existing unitsare now $500 to $600 per month. Higher rentscould be realized as the existing product and thesurrounding neighborhood are renovated.

Additional residential goals for the area must beredefined. If dwellings for higher-income and/oryear-round residents are desired, locations on ei-ther end of Main Street could accommodate theseuses. The panel believes the area along the Hali-fax River currently is underused. A permanentresident base could be established by incorporat-ing low- to mid-rise condominium/townhouse de-velopment along the Halifax riverfront with indi-vidual or marina dockage options. In addition, thepanel feels that the beachfront condominium mar-ket is underserved. The successes of Ocean Walkand other projects in adjacent areas have indi-cated demand for moderate- and high-priced con-dominium units. The demand for condominiums inthe redevelopment area is dependent upon theirspecific location, access, views, and amenity pro-grams. Prices could range between $350,000 and$700,000. If planned carefully, new residential de-velopment can coexist with hotels.

Sales prices for existing single-family residentialunits in the redevelopment area have ranged be-tween $80,000 and $200,000. With renovation ac-tivity and strict code enforcement, the panel be-lieves that values for this housing stock couldincrease over time to $300,000 and higher. In addi-tion, with renovations and improvements to exist-ing stock and the introduction of new product, de-mand for housing in the area will grow and will befollowed by an increased demand for service-oriented retail uses. With the implementation of astrategic plan and appropriate investment in theredevelopment area, an opportunity exists forsome new construction and for substantial reno-vation of existing housing.

The market is ripe for re-envisioning the rede-velopment area as an urban village. As will be dis-cussed in the Planning and Design section of thisreport, creating an urban village by centering theexisting residential neighborhoods on a focal pointsuch as a park, fountain, open space, or gatheringspace could greatly benefit the redevelopmentarea. The panel further believes that the urbandesign technique of crime prevention through en-vironmental design (CPTED) should be utilized inall improvements to the redevelopment area. TheCPTED approach involves designing an area toenhance the sense of safety by adding “eyes on the


street” through the use of windows, front doors, andporches that overlook the street. This approach canaid the redevelopment area by helping to foster asense of community in its residential neighborhoods.

HospitalityOvernight visitors drive the economy of DaytonaBeach. Prior to 2004’s devastating hurricane sea-son, the area within a ten-mile radius of DaytonaBeach contained 119 hotels and motels with morethan 50 units each. This accounts for a total of16,358 hotel rooms. In 2003, the annual averagedaily rate for hotels in Daytona Beach was $89, anincrease of $2 from 2002, with the highest pricesbeing achieved in February, March, and July. The2003 occupancy rate was approximately 56 per-cent, compared to 54 percent in 2002, with themonths of February, March, and July again expe-riencing the highest rates. In 2003, this accountedfor approximately 8 million hotel visitors.

Although it is too early to quantify the impactcaused by the hurricanes of 2004, they appear tohave destroyed at least half of the existing, agingsupply of hotel rooms. It further appears that ap-proximately 50 percent of the stock built prior tothe 1980s will not reopen. This situation presentsample opportunities for the development of new,modern condominiums, hotels, and timeshare units.

New hospitality products clearly will provide bet-ter alternatives for increased occupancy at higheraverage daily rates. Today, the average daily ratefor new product in the redevelopment area is ap-proximately $130 per night, with occupancy ratesof 60 to 70 percent. Over time, increased conven-tion center activity and the planned enlargement

of the Ocean Center convention hall may generatedemand for lodging that caters primarily to con-vention center visitors.

The panel believes that the market will supportthe development of additional hotels, timeshareunits, and condominiums along the beachfront.With careful planning and the guidance of marketstudies, a mixture of such uses within the redevel-opment area will be possible. Mixing these differ-ent visitor lodging options will increase the num-ber of tourists and help support nearby retail uses.

CommercialThere currently are 71 stores along Main Street.The total taxable value of the Main Street Rede-velopment Area has more than doubled since2000. Complicating any assessment of commercialdemand is the fact that the Main Street corridorsurvives on revenues earned in only a few shortweeks. Perhaps 80 percent of the corridor’s totalannual revenue is generated in large part by BikeWeek and Biketoberfest. Main Street’s retailspaces—bars and stores selling leather goods, ap-parel, and motorcycle parts—focus primarily onthe needs and desires of motorcycle-oriented visi-tors. The year-round shops are joined by approxi-mately 200 temporary merchants from around thecountry whose presence on Main Street is limitedonly to Bike Week and Biketoberfest. Althoughthey are commonly referred to as “itinerant ven-dors,” the panel prefers the less-biased term “fes-tival merchants.”

The high profit margins during Bike Week andBiketoberfest create very little incentive for manyof the retailers to maintain a year-round presenceon Main Street. The panel believes, however, thatas the number of residents and visitors to the areaincreases, the demand for year-round retail onMain Street also will increase. But the market forMain Street commercial properties will remainundefined until a retail market study is conducted.

An underlying theme throughout the panel’s inter-view sessions was stakeholders’ perceptions of alack of restaurants, activities, and service-orientedretail in the redevelopment area. Such commercialuses help to create a sense of community, and stake-holders’ calls for more restaurants may representa desire for a stronger sense of community.

The predominance ofmotorcycle-orientedshops and taverns alongMain Street signifies itsrole in Bikeweek andBiketoberfest.

Daytona Beach, Florida, Oct 10–15, 2004

Creating incentives for redevelopment along MainStreet and Atlantic Avenue that encompasses amix of retail and residential uses can help estab-lish a more defined community. To promote tour-ism and provide activities for tourists, the citymust create a destination with an entertainment-driven development theme that takes into consid-eration special events and corporate events, anddraws on existing attractions such as NASCAR,the LPGA, and Bike Week. Additional events canbe developed that will draw and support these dif-ferent groups.

The city can balance the needs of residents andvisitors by focusing year-round entertainment-themed commercial uses at the east end of MainStreet and offering more year-round retail for res-idents at the west end. Once a year-round atmos-phere is created, the need for more retail spacewill present itself, thus removing the incentive toleave parcels along Main Street vacant. The addi-tion of attractions like a satellite NASCAR orHarley Davidson museum, or possibly a surfinghall of fame, could add to this year-round enter-tainment element. A visitor kiosk in conjunctionwith one or more such museums also would bene-fit tourists.

In addition, Daytona Beach needs to embrace its existing entertainment venues. The pier andboardwalk, both underutilized assets, are obviouschoices as catalysts for redevelopment. These ex-isting amenities need to be expanded and betterutilized. The commercial uses here should appealto tourists and focus on water-related activities.

Daytona Beach’s natural amenities are anotherunderappreciated asset. Main Street’s proximityto both the beach and the Halifax River water-front has the potential to attract tourists andresidents alike. New residential, commercial, andmixed-use developments should take advantage of the area’s natural beauty by offering tenant andvisitor amenities such as views, outdoor seating,balconies, and so forth. The panel believes thatmixed-use projects with residential units aboveground-floor retail space probably would workbest in these settings.

The eventual redevelopment of Main Street, to-gether with increased demand resulting from in-

creased activity and improving visitor demo-graphics, will create significant potential for newdevelopment in the redevelopment area. Differenttypes of retail and commercial uses will be needed.The Daytona Beach market will have to adjust toaccommodate these visitors with new restaurant,retail, and entertainment choices. Social gather-ings around programmed events and casual en-counters also can help create a sense of commu-nity. Programmed events and a range of retail anddining choices, combined with careful planningand design, can complement the beachfront andhelp integrate it with Main Street.

Market ConclusionsThe panel believes that a market exists within theredevelopment area for mixed-use developmentthat includes retail, hotel, condominium, and time-share uses. Property values on Main Street havetripled in the last five years, and—with the reno-vation of existing neighborhoods, the introductionof new condominiums, higher average daily hotelrates, and new civic projects such as the expan-sion of the convention center—these values willcontinue to rise if the area’s image is updated. Theproposed new uses also can help lower crime ratesin the redevelopment area which, in turn, can leadto further increases in property values.

15

The panel believes thatthe Daytona Beach Board-walk should be part of alarger entertainment dis-trict that attracts bothtourists and residents.


Recognizing that the Main Street Redevel-opment Area is a microcosm of DaytonaBeach, the panel believes that developmentstrategies for this area must embrace a di-

verse population of both residents and tourists, athriving business community of both store ownersand festival merchants, and contiguous neighbor-hoods containing apartments, owner-occupieddwellings, and accommodations for visitors.

The Community Redevelopment PlanStrategies for the area’s redevelopment must in-corporate the goals and objectives of the draftcommunity redevelopment plan. This plan, whichhas been put together by the Main Street Rede-velopment Area Board under the guidance of theDaytona Beach City Commission and the MainStreet Community Redevelopment Agency (CRA),seeks to mesh the divergent interests and needsof all community stakeholders

The strategies proposed for the redevelopment of the Main Street area must be comprehensive.They need to link the outlying neighborhoods toMain Street, create a distinctive convention andentertainment zone, embrace the special eventsfor which Daytona Beach is known both nationallyand internationally, and enable business owners tomaximize their revenues and profits while fullyrealizing the potential of their prime locations.

Redevelopment must include the creation of newresidential and commercial space as well as thepreservation and rehabilitation of existing struc-tures. New development also must present aninherent message to the community and its resi-dents that the development will benefit them bycreating jobs as well as opportunities for localbusinesses—especially minority- and/or women-owned businesses—to provide goods and services,both during construction and when the projectsare operational.

Getting Projects UnderwayThe CRA should take the lead by facilitating aproject that will serve as both a catalyst and amodel for the desired type of redevelopment. Thiswill require identifying and acquiring specific sitesfor development and making public improvements.For instance, some sites within the redevelopmentarea may have become available as a result of thedevastation caused by the hurricanes or the finan-cial distress of existing owners. One of these sitesmay be appropriate for a CRA-led redevelop-ment project.

Phasing the redevelopment along Main Street willensure a comprehensive and successful process.Initially, the CRA should identify projects thatcan be accomplished in a relatively short periodof time—about six to 12 months—in order tojump-start development and quickly demonstratethe city’s commitment to redevelopment. To en-courage developers to participate in the redevel-opment of the Main Street area, the CRA mustfirst gain consensus among decision makers. Itthen must reach out to potential developers andclearly communicate its goals to them, as well asto the general public.

Principles for RedevelopmentThe redevelopment of the Main Street areashould be based upon several principles that planfor growth while also valuing the region’s naturalamenities and creating equity among residentsand tourists so that everyone can enjoy DaytonaBeach’s waterfronts, including the Halifax river-front. Most importantly, tourists and residentsboth should have easy, unencumbered access tothe beach and river via public parks and otheropen spaces along the waterfront. Future devel-opment must not build barriers or encroachmentsthat prevent easy access to the waterfront. Devel-opments like the recent construction of the stair-

Development Strategies

Daytona Beach, Florida, Oct 10–15, 2004

well at the Ocean Walk Shoppes, located adjacentto the Ocean Walk Resort—which hinders accessto both the beach and the historic OceanfrontBandshell, and also blocks a view corridor to theocean—must be avoided.

Daytona Beach’s residents and visitors should beable to enjoy its dramatic sunsets and aquatic vis-tas. The city’s development strategy should en-courage new buildings that take advantage of thebeautiful vistas created by spectacular sunsets onthe Halifax River. Ironically, the existing low-risestructures on the beach can obstruct views of theocean just as much as some of the mid-rise build-ings and towers. Given the hurricanes’ destructionof many beachfront buildings, view-obstructinglow- and mid-rise structures can and should bereplaced with higher-capacity towers that createbetter sight lines and community access. The de-velopment of hotels and condominium towersalong the beach and river can cater to a growingand diverse buyer’s market. High-end buyers ableto afford luxury two-bedroom units priced be-tween $600,000 and $700,000 should have the op-tion of prime locations along the beach and river.

Following the Florida State Housing InitiativePartnership, Daytona Beach encourages the de-velopment of affordable and workforce housing.Housing for service workers and low-incomeresidents should be built on infill sites assembledthroughout the redevelopment area. Funds forthe development of new housing stock can be gar-nered from sources such as the U.S. Departmentof Housing and Urban Development (HUD) andtax credits.

Bicycle trails running along and between thebeach and river would enable visitors to explorethe city and provide residents with an alternatemeans of transportation. Pedestrian-friendlystreets with wider sidewalks would make it easierfor residents and tourists to travel on foot, andalso should be a priority for redevelopment.

Bike Week and BiketoberfestBike Week and Biketoberfest are among both themost successful events drawing visitors to MainStreet and the most contentious issues for Day-tona Beach citizens. Much of the annual revenue

generated by Main Street retailers is earned dur-ing these events. According to the Daytona BeachChamber of Commerce, 500,000 visitors spendabout $600 million a year at the motorcycle events,a significant share of which is spent on MainStreet. Further, many Main Street merchantsearn additional income by renting parts of theirvacant land and parking lots—for as much as $100per square foot—to festival merchants duringthese events.

While there has been some discussion about cur-tailing the motorcycle-related events, the panelbelieves that the market will police itself as otherareas compete for festival merchants, thus movingsome of them to other geographic areas. Notableamong these areas is the U.S. Route 1/Interstate95 interchange. As activities disperse from MainStreet, more retail spaces there will become avail-able for year-round, permanent retail uses.

While the market slowly works to disperse manyof the motorcycle-related activities throughoutVolusia County, design elements can be put inplace to help accommodate both motorcycle enthu-siasts and residents. Well-planned designs also canhelp the redevelopment area to better accommo-date the numerous other festivals and events thattake place in Daytona Beach.

As described on the Bike Week Web site, “the Loop”is a motorcycle route designed to allow motorcy-clists to enjoy what Volusia County has to offer.The panel recommends encouraging the diffusionof Bike Week and Biketoberfest activities alongthe Loop. In fact, such encouragement might notbe necessary, as the market already is diffusing

17

The proximity of theOcean Walk Shoppes tothe historic OceanfrontBandshell blocks viewcorridors in addition tohindering access to theocean.

many activities. As this diffusion occurs, the cityshould take this opportunity to guide which activi-ties and events remain along Main Street by en-couraging the highest-quality events—and theircorresponding responsible, upscale participants—to remain. Market segmentation to attract onlythose Biketoberfest events that are most compati-ble with the entire redevelopment district canbenefit redevelopment by setting a design stan-dard based on the entertainment attributes ofhigh-end and fine design motorcycling, and its at-tendant lifestyle.

The panel believes that it is important to look be-yond the motorcycle events. The Main Street cor-ridor needs to be enhanced to attract a broaderrange of visitors and to be viable for more than afew short weeks of the year. The area’s enhance-ment will attract more diverse stores and invest-ment into new and remodeled buildings.

Public Improvement PrioritiesAs mentioned earlier, new development in the re-development area must be phased. As a first phase,public improvements should be implemented tosignify that the city is taking the initial stepsneeded to encourage the area’s redevelopment.Many of these priorities, as described below, havebeen sited and scheduled in the draft communityredevelopment plan.

• Create buffers. Creating buffers between MainStreet and the adjacent residential neighbor-hoods will ameliorate the animosity betweenbusiness owners and residents. The buffers willlimit access to the surrounding neighborhoodsand thus control the overflow of crowds and ve-hicular traffic into residential areas during spe-cial events. Ideas for and concepts of how suchbuffers can be incorporated into the fabric ofMain Street are discussed in the Planning andDesign section.

• Add parking. The first improvement the corri-dor needs is additional parking in lots behindbuildings that can accommodate the overflow of


traffic on Main Street during normal businesshours and handle the new activities generatedin the redevelopment area. This strategy is dis-cussed in greater detail in the Planning and De-sign section.

• Add lighting. Both merchants and residentshave expressed concerns about the need formore lighting, which could serve as an amenityas well as create a better sense of security forresidents and tourists.

• Upgrade signage. Main Street is Daytona Beach’sprimary business corridor. Branding its identitywith unique signage that reminds residentsand tourists of its unique amenities and theirproximity to other locations in the redevelop-ment area will help promote the entire area.

• Amend Article 17. This article of the DaytonaBeach land use code requires a city commissionresolution in order for the city of DaytonaBeach to authorize temporary outdoor activitiesin distressed or blighted areas in connectionwith a festival or outdoor event. To ensure thatpermanent businesses in the area can have con-fidence that outdoor activities will be permitted,the city should eliminate certain provisions inthis article or amend the article to permanentlypermit businesses to conduct such activitiesduring appropriate times.

• Increase city services. Community policing inDaytona Beach has been recognized as a suc-cessful approach to improving overall securityand reducing crime. Expanding or increasingthe community policing efforts, as well as in-creasing the sanitation services along MainStreet and elsewhere in the redevelopmentarea, will produce an immediately visible im-provement in the quality of life in the district.The recognition of this improvement, in turn,will further encourage new development in the area.


Planning and Design

The urban fabric within the redevelopmentarea faces significant design issues. Manyof the buildings suffer from serious physicaland structural deterioration and are in need

of improvement. This widespread deterioration—whether the result of the recent hurricanes or yearsof neglect—jeopardizes the historic character ofthe redeveltopment area and raises worrisomequestions about what will replace the buildingsthat cannot be rehabilitated.

These issues are exacerbated by the existing in-compatibility of land uses found throughout theredevelopment area. A variety of uses and proj-ects are jumbled together with historic sites in away that creates a sense of disorder. In spite ofthis disorder, it is clear that the city is engaged inefforts to improve the situation. While diverse usesin the area can create a vital mixed-use district,careful planning will be needed to ensure that in-conveniences and undue congestion—particularlybetween the residential and commercial neighbor-hoods—are managed in ways that meet the needsof both uses and allow them to grow and thrive.The streetscape improvements along Main Streetare a good first step, and help to create a sense ofrhythm and a pleasant sense of place for pedes-trians. However, these improvements, along withcarefully thought out design criteria, need to ex-tend beyond Main Street.

Maintain Daytona Beach’s NaturalAmenitiesThe region’s natural amenities offer ample inspira-tion for urban design themes. The creation of newparks, public spaces, and view corridors that pro-vide access to the river, the ocean, and the board-walk can enable people to more fully appreciateDaytona Beach’s natural beauty. To this end, beach-front developments should be oriented on an east/west axis to prevent new construction from creat-ing barriers, both visual and physical, to the ocean.

Preserve and Enhance the Area’sHistoric CharacterOne of the hidden jewels of the redevelopment areais its historic architecture. The mix of styles amongthe area’s bungalows and cottages is similar to thatfound in Seaside, Florida. Indeed, Seaside’s rela-tively new buildings pay homage to the authenticand historic examples of regional vernacular ar-chitecture from beachfront communities through-out Florida. The fine-grained residential fabric andidiosyncratic nature of the houses within the rede-velopment area should be preserved and improved.

A number of things can be done to maintain andimprove the quality of the historic buildings in theredevelopment area. Matching grants are avail-able from many state and federal agencies. Al-though time and effort must be spent locating andapplying for these grants, the payoff can be enor-mous in terms of helping people to recognize andrestore the area’s architectural treasures. Prop-erty owners must be made aware of the richnessof their buildings and be given design guidance tohelp them uncover and enhance their buildings’historic character, as well as to prevent renova-tions and remodeling efforts that could destroythis character.

The region’s naturalamenities, such as theHalifax River, offer inspi-ration for urban designthemes. New develop-ment should take advan-tage of the river by pre-serving views, creatingparks, and providingriverfront access.


Orie

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ast/

Wes

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Atlantic Avenue

Coates Street

Fern LaneConvention

CenterHotel Tower

Atlant ic Ocean

His

toric

Pie

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Daytona Beach Boardwalk

Retail

DAYTONA BEACH Main Street Redevelopment Area Concept Map

Key:

Single-Family Home

Condominium

Mixed Use 1: Retail/Residential/ Commercial/Hotel

Mixed Use 2: Hotel/Resort/ Condominiums/Retail

Townhouses

Entertainment/Restaurant

Parking Garage

Green Space/Open Space

Main Street Gateway

Pedestrian Path

Traffic Circle

Boardwalk

Trees/Vegetation

Phase IIConvention

CenterHotel Tower

Ocean CenterConvention Hall

PeabodyAuditorium

FarmersMarket

Auditorium District

Grandview Avenue

Noble Street

Aud

itor

ium

Bou

leva

rd

Mai

n S

tree

t

Mai

n S

tree

t M

ews

Wild Olive Avenue

Har

vey

Aven

ue

Pinewood Cemetery

Oleander Avenue

Hollywood Avenue

Peninsula Drive

Halifax Avenue

Nature Trails

Hal i fax R iver

N

PublicParking Garage

Concept plan for the MainStreet RedevelopmentArea.


Develop the Main Street MewsThe small-scale, high-density, fine-grained place-ment of blocks, streets, buildings, and houses cre-ates an excellent infrastructure for pedestrians.To preserve this pedestrian-supportive infrastruc-ture, new development should find ways to bal-ance the needs of cars and pedestrians. The MainStreet Mews is an illustrative example of howurban design can be used to balance these needswhile maintaining Main Street as a lively and fes-tive gathering place.

The idea behind the Main Street Mews is to createa parking area that is separated from the pedes-trian realm and acts as a noise buffer between MainStreet and the residences on either side of it. Themews could be created by moving the surface park-ing lots from the front of Main Street to behind thebuildings. Service alleys running parallel to MainStreet would provide access to these parking lots.Moveable barriers could be put in place during an-nual festivals such as Bike Week to keep cars andmotorcycles from driving down the residentialside streets.

With residential uses safely buffered by the mews,Main Street should strive to become a lively retail,festival event, restaurant, and entertainment des-tination for both tourists and residents. Open-style buildings with upper-level balconies thatoverlook the street can provide numerous vantagepoints where customers can view the activitiesalong the street below, as well as cooling breezesfor those enjoying a meal or a drink. Such build-ings are common in the historic districts of othercities with similar climates, such as Charleston,South Carolina, and New Orleans.

Above Main Street’s restaurants and shops, thereis room for apartments and condominiums thatoverlook the street. While many of the redevelop-

ment area’s current residents complain that it isnoisy, a lively and attractive Main Street will at-tract people who wish to live “in the middle of itall.” These residences would appeal to touristswho come to Main Street specifically for the fes-tivities and would be willing to pay a premium fornearby lodging. Units with balconies that overlookMain Street also will provide more eyes on thestreet, thus encouraging informal surveillanceamong residents and thereby reducing crime.

Create an Auditorium DistrictLike the historical character of the redevelopmentarea, the Peabody Auditorium is another jewel inthe city of Daytona Beach’s crown. This audito-rium has been and continues to be the venue formany cultural events. To highlight this buildingand its history, the panel recommends the creationof an auditorium district. The district could pro-vide extra space and land for various outdoorevents, such as a festival marketplace for tempo-rary festival merchants. At other times of theyear, the district could be an appropriate place foroutdoor activities such as a farmers market orcrafts fair.

Connect Main Street to the Ocean andthe RiverMain Street is bordered at either end by spectacu-lar waterfronts. New development should enhancewaterfront views and access to the Atlantic Oceanand the Halifax River, not obstruct them. Towardthis end, the buildings and parks at both ends ofthe street should be viewed as bookends that con-tain the activities along Main Street and createenticing transition zones leading to the waterfrontactivities along the beach and the river.

Cross-section drawing ofMain Street.

Bedroom Bath Kitchen Living Room

Conference Room

Kitchen

FLEX SPACE

RETAIL/RESTAURANT

APARTMENT

Balcony

Third Floor

Commercial BuildingMain StreetPromenadeServicesAlley LandscapedParking

LandscapedBarricades

Commercial “Bourbon Street” Building

Second Floor

First Floor

Main Street Mews


Improve the Intersection of AtlanticAvenue and Main StreetThe intersection of Atlantic Avenue (A1A) andMain Street marks a point of arrival and transitionfor the redevelopment area and for Main Street.This busy corner could be improved by more at-tractive architecture and through design featuressuch as arches or columns that highlight its role asan entryway and the area’s “100 percent corner.”

Design for Workforce and AffordableHousingAs discussed earlier, there is a strong need for work-force and affordable housing within the redevelop-ment area. Such housing can take many differentforms. Townhouses, rowhouses, and apartmentsprovide especially pedestrian-friendly options forhousing people at higher densities while conform-ing to the existing scale of development.

Integrate Well-Designed ParkingAs the redevelopment area attracts more residentsand visitors, the need for parking will increase. Al-though methods of managing parking and prepar-ing for higher levels of parking are discussed in thefollowing section, it is important to note here thatmany architectural and design techniques can beused to accommodate large numbers of parked carswithout alienating pedestrians or disrupting theurban fabric. Parking structures can be surroundedby retail shops that hide the parking from view,and townhomes and multifamily units can be builtover structured parking.

Utilize Star PowerTo jump-start the design process for the redevel-opment area, the panel recommends that the cityhire a nationally recognized, star architect—a“starchitect”—to assess the area and present hisor her ideas about how Daytona Beach can besttake advantage of its existing design features.Bringing in this kind of star power also would helpthe city improve its diminished reputation.

Establish Design CriteriaIn addition to all of these “big ideas” for Main Street,the city still needs to establish some smaller ideasin the form of design criteria. While the establish-ment of design criteria should involve a careful,long-term assessment of the redevelopment area,the panel suggests that the city begin by consider-ing the following:

• Maintain a solid storefront along Main Street.A continuous stretch of open and inviting retailspace will provide pedestrians with a variedand interesting walk. Breaks in the continuityof storefronts such as vacant lots, surfaceparking, and buildings with large setbacks canmake urban environments feel less safe andless inviting.

• Provide Main Street entryways. To help giveMain Street a sense of place, entryways in theform of gates or arches should be installed tomark the fact that one has arrived at a desti-nation. These gates should be located at theintersection of Halifax Avenue and Main Street,and at the intersection of Main Street and At-lantic Avenue.

• Hide exposed utilities. Telephone poles andelectrical wiring can obscure views and detractfrom scenery. The panel suggests placing theseutilities underground or otherwise hiding them.

• Continue improvements along the river. TheHalifax River can be an exciting recreationaland natural amenity, yet it presently is under-utilized. The city must consider ways to link theriverfront to the rest of the redevelopment areaand increase public access to it, such as parks,piers, and boardwalks.

The panel suggests usingdesign features such ascolumns or arches tohighlight the intersectionof Atlantic Avenue andMain Street as a gatewayto Main Street. Such gate-ways can facilitate place-making efforts by creatinga sense of arrival.


• Limit Main Street building heights. Limitingthe building heights along Main Street to threefloors or 40 feet will help give the streetscapean “outdoor room” feeling. This height limit isproportional to the width of the street and helpsto balance the feeling of enclosure with a feelingof openness. Taller buildings could create aclaustrophobic sensation.

• Do not allow garages to be the primary streetfacade for single-family homes. Garages at thefront of houses take up space where balconies

and front doors used to be located. The blank fa-cade of a garage takes eyes off the street andcan present an element of sterilizing conformity.As an alternative, the panel proposes the devel-opment of community garage courts, whichwould have the duel effect of maintaining car-and garage-free front facades for most of theolder buildings while also providing a place forprivate, informal socialization with neighbors.


The Main Street Redevelopment Area needsa comprehensive parking strategy to sup-port a successful redevelopment program.An understanding of parking resources and

the use of parking as an economic developmenttool is vital to entice and support new develop-ment. The development and finance communitiesmust understand how parking is provided, whoprovides it, where it should be located, and underwhat conditions additional parking facilitiesshould be developed.

The city, recognizing the importance of this issue,has commissioned a comprehensive, citywide park-ing study that specifically addresses the redevel-opment area’s parking needs. The study’s prelim-inary findings indicate that the current parkingsupply, although fragmented and disjointed, isadequate for current levels of use, but suggestthat an expansion program is necessary to sup-port new development. The following summaryof the panel’s recommendations is consistent withthe preliminary recommendations proposed by therecent parking study:

• The city should identify and construct surfaceparking lots in key locations to support theOcean Center expansion as well as PeabodyAuditorium and Main Street redevelopmentneeds.

• In the future—as funding becomes availableor as redevelopment increases demand—oneor more of these surface parking lots should beimproved to provide four to five levels of struc-tured parking.

• The current public parking supply should becombined under a single management entity.While the panel recommends the creation of aparking authority, other management modelsalso could work.

• The parking authority’s role should be to man-age, promote, and support parking needs withinthe redevelopment area.

• The parking authority would be responsible formonitoring the private and public parking sys-tem over time, to proactively ensure a sufficientsupply of parking.

Many more recommendations are being developedas part of the city’s parking study, which was tohave been finalized by year-end 2004.

Many of the beachfront’s parking needs should beself contained. Residential condominiums, hotels,and timeshare projects typically provide enoughparking to meet the majority of their own needs.This parking supply should remain privately fi-nanced and managed, but public/private partner-ships to provide parking for these types of projectsmay be appropriate if this parking serves publicneeds as well as those of private development.

Parking System PoliciesThe real challenge facing Daytona Beach is to de-fine how its parking needs can be met, over time,as redevelopment occurs along the Main Streetcorridor. Parking resources—both public and pri-vate—must be maximized so that parking doesnot continue to be a barrier—either real or per-ceived—to redevelopment. The parking systemcurrently is highly fragmented in terms of owner-ship, location, use, and management. More thanhalf of the redevelopment area’s on- and off-streetparking spaces are controlled by the public sector.This is a critical economic development tool, sincethe city already is the primary provider of parkingand can continue to guide the way parking is pro-vided and managed in the future. Parking supplyand parking management are the two main policyareas through which the city can effect the provi-sion of parking.

A Comprehensive Parking Strategy


Parking SupplyThe parking supply has two components, on-streetparking and off-street parking. The guidelinesprovided below recognize that the Main StreetRedevelopment Area will change dramaticallyover the near term and the long term. The cityshould constantly monitor opportunities to imple-ment these guidelines, and should act upon themwhen appropriate.

On-Street ParkingThe majority of the redevelopment area’s on-streetparking spaces are located in the residential neigh-borhoods off Main Street. These spaces best meetthe short-term parking needs of residents. Longer-term, overnight parking should be accommodatedin off-street parking within the residential neigh-borhoods. The CRA can easily control how this oc-curs in conjunction with redevelopment activity.

On-street parking in commercial areas should beexpanded wherever possible and solar-powered,multispace pay stations should be installed. Charg-ing for on-street parking will accomplish at leastthree critical objectives. It will:

• Create more rapid turnover in the commercialareas, so that the closest, most sought-afterparking is available for patrons and customersof destinations along Main Street;

• Allow parking revenue to be reinvested backinto the parking system, to provide more park-ing, structured parking, better accessibility,and/or amenities such as transit and shuttleloops, wayfinding and other signage, and down-town marketing and promotion efforts; and

• Provide an opportunity to create a parking ratestructure that will allow the proposed parkingauthority to manage parking behavior throughincentives and disincentives—such as subsidiz-ing lower rates for less convenient parkingand/or providing shuttle service from free park-ing facilities—and through enforcement (fines).

Off-Street ParkingThe large pools of off-street surface and struc-tured parking located west of the beach currentlyare owned and controlled by the county or thecity. As mentioned above, the panel recommends

that these parking assets be combined with theon-street parking, and that the entire parking sys-tem be owned and managed by a single entity, re-ferred to here as a parking authority.

The Parking AuthorityThe organization of all parking assets under oneumbrella will enable the proposed parking author-ity to develop and implement strategies that meetthe needs of many users rather than just one spe-cific user. Such strategies include shared parking,mixed-use parking projects, and parking for spe-cial events.

As an example, a public parking structure con-structed by the parking authority between MainStreet and the Ocean Center could serve theOcean Center and the Peabody Auditorium aswell as the Main Street area’s day-to-day cus-tomer and employee needs. This type of parkingproject will not be viable until the economic re-turn justifies the risk for the private sector or apublic/private venture is created. Working withinand organizing public/private ventures is one ofthe strengths of a parking authority; in this re-spect, it is quite similar to a CRA. The parking au-thority is a common model for managing parkingthat is being used in cities across the United States,including Columbia, South Carolina, and BatonRouge, Louisiana.

As another example of its potential, the parkingauthority could help a private development proj-ect that does not have sufficient on-site parking to meet its parking needs. The parking authoritycould do this by allowing the developer to pay afee in lieu of providing parking. This fee then wouldbe pooled with parking revenue and other pay-ments, and used to build public parking facilitiesthat would meet not only the needs of the projectat hand, but also those of other developments.

Such an approach initially may need to be sup-ported by the TIF program until it can becomeself sustaining. The following description offers anapproach that the CRA can implement immedi-ately. This approach would allow the parking sys-tem to begin to coalesce sooner rather than later,so that parking concerns can be removed as a bar-rier to redevelopment as rapidly as possible.


First StepsThe initial strategy outlined below represents thebeginning of a framework for creating a parkingsystem:

• Use eminent domain to assemble parcels in therear lots of each block on Main Street and cre-ate pockets of parking to support developmentthere;

• Acquire surface parking lots along Main Streetthrough the use of eminent domain, as neces-sary, and relocate the off-street parking supplyto the rear lots; and

• Redeploy the value of the acquired surfaceparking lots on Main Street as an incentive tosupport and control development.

These first steps will begin to put a parking systemin place proactively and provide the initial frame-work for a more extensive system. As developmentintensity and density increase, the parking author-ity may expand the surface parking lots to providestructured parking in facilities with between 400and 650 spaces and/or with a footprint—the build-ing size, edge to edge—of around 120 to 180 feetwide by 240 to 280 feet long. This type of develop-ment would create an excellent opportunity to de-velop buffers between Main Street developmentand residential neighborhoods. Wrapping parkingstructures with market-rate residential units orlocating residential units above the parking are twoways to create this buffer zone and allow a varietyof users to share the same parking supply.

Financing StrategiesThere are several ways to finance this parkingstrategy, including the following:

• Support the initial acquisition of parcels andconstruction of new surface parking lots withTIF funds;

• Create a parking rate structure for monthlypermit parking, visitor parking, and specialevent parking that can be increased over timeas redevelopment activity and demand for park-ing increase;

• Create one or more parking assessment dis-tricts along Main Street to generate revenueto support the cost of implementing the park-ing strategy;

• Allocate a portion of the revenue from the re-sale of the existing parking lots along MainStreet that were acquired as part of develop-ment deals negotiated by the CRA;

• Create a parking fund into which developersmay make payments in lieu of providing park-ing in appropriate areas;

• Install pay stations on Main Street as develop-ment activity and intensity increase;

• Manage the on- and off-street parking systemwith parking authority personnel or by a man-agement contract, and direct revenues fromfines to the parking fund rather than the gen-eral fund;

• Pursue federal and state financial participationfor mixed-use, mixed-income residential/park-ing facilities; and

• Pursue federal and state financial participationfor multimodal parking structures, which couldbe developed in support of an expansion of thetransit line/trolley system or a beachside shut-tle serving the beach areas.

At some point in the redevelopment timeline, ahistory of revenue and costs must be establishedthat will allow the parking authority to perpetuateitself through the sale of parking revenue bonds.

Although the currentparking supply is ade-quate for the Main StreetRedevelopment Area’sneeds, growth in the areawill greatly increase thedemand for parking. Thepanel recommends thecreation of a parkingauthority to manage thisfuture demand.


The panel was impressed with what has beendone to date in Daytona Beach. The streetimprovements along Main Street help makeit more pedestrian friendly and pleasant to

walk along. The restoration of the historic Ocean-front Bandshell demonstrates a commitment tothe beachfront and provides a focal point for activ-ity. The programmed streetscape improvementsto Atlantic Avenue will make it more welcoming.The new bridge on International Speedway Boule-vard is a model for what can be done with thistype of infrastructure. The goal of this section is tohelp the city build on these efforts and to showhow it can use the plans and strategies discussedearlier to provide a road map for improving Day-tona Beach.

Redevelopment CoordinationThe city of Daytona Beach faces many significantredevelopment challenges. The city’s diverseamenities, neighborhoods, people, and opportuni-ties require a comprehensive and coordinated ap-proach that is focused on achieving positive out-comes. City staff has worked closely with thecitizens and community leaders within the rede-velopment area to create a comprehensive rede-velopment plan for that part of the city.

Currently, the city commission also acts as a com-munity redevelopment agency (CRA) for the en-tire city. The panel recommends that this functionbe separated from the commission’s duties and as-signed to a commission-appointed redevelopmentauthority. The commission’s responsibilities ex-tend to the entire city of Daytona Beach, and suc-cessful implementation of the city’s redevelop-ment goals for the Main Street RedevelopmentArea—as well as the city’s other redevelopmentareas—demand the attention of a dedicated rede-velopment agency for the entire city. The citycommission’s responsibilities already are exceed-ingly daunting, and could prevent it from provid-

ing the management required to effectively imple-ment redevelopment. The city commission shouldprovide policy direction and budgetary approvalto the redevelopment authority.

The members of the redevelopment authorityshould be appointed by the city commission. Thecommission also should appoint one or two of itsmembers to the redevelopment authority, to serveas nonvoting liaisons, maintain effective communi-cation, and ensure that the city’s redevelopmentgoals are identified and accomplished. The rede-velopment authority should be headed by a full-time executive director, who will work throughthe city manager’s office to coordinate and admin-istrate all redevelopment efforts within the city of Daytona Beach. The executive director alsoshould serve as the liaison to the various redevel-opment boards for the specific redevelopmentareas and identify opportunities to combine initia-tives and programming within these areas.

The redevelopment authority should be empow-ered with management functions and administra-tive tools similar to those of the existing CRAs, in-cluding the use of powers of eminent domain; theidentification of, application for, and distribution ofgrants; and the ability to buy, sell, and land bankreal property to reach the city’s redevelopmentgoals. This ability to assemble property is a partic-ularly important tool for the authority to use inthe implementation of the redevelopment plan,and the city must be willing to allow the redevel-opment authority to judiciously exercise thepower of eminent domain for the acquisition ofproperties along both the Main Street and At-lantic Avenue (A1A) corridors.

Tax Increment Financing ProgramThe city of Daytona Beach currently has five com-bination tax increment financing districts/redevel-opment areas. Each redevelopment area is served

Implementation


by an advisory redevelopment board, whichmakes recommendations to the city commissionvia the planning board for the identification of re-development projects and the implementation ofredevelopment plans. The city commission main-tains responsibility for allocating TIF monies on aproject-by-project basis. The city currently ispreparing to adopt a community redevelopmentplan for the redevelopment area that identifiesTIF as the principal source of funding for redevel-opment. The panel makes the following recom-mendations regarding the city’s TIF program:

• Administration of the various TIF programsshould be assigned to a TIF administrator. Thisadministrator should be a dedicated staff per-son, possibly the redevelopment authority’s ex-ecutive director or the economic developmentdirector.

• In creating the budget estimates for proposedTIF projects, the redevelopment authority alsoshould identify a list of anticipated new revenuegenerators within the TIF district. While it isdifficult to estimate the precise timing of futureprivate projects, the community should be ableto reasonably identify parcels that could be de-veloped, what types of new projects will be de-veloped, and estimated tax increment revenuesfrom those projects. This will result in a muchmore realistic TIF planning process.

• The timeline for the completion of TIF projectsshould be condensed from 30 years to no morethan 20 years; all projects should be completedby 2025. The Main Street TIF district was es-tablished in the early 1980s, and it is reasonableto expect that, given current economic condi-tions, new projects will be completed and TIFrevenues generated much more quickly thanoriginally anticipated, allowing the redevelop-ment timeline to be condensed.

• There should not be a hard cap restricting theamount of TIF funding available for privateprojects within the district. While the publicsector should not be expected to provide 100percent TIF financing for private projects,flexibility should be permitted for certain high-impact private projects that may require moreassistance than proposed in the redevelopment

plan. Such a commitment of TIF funds shouldnot be made on a routine basis, however. Addi-tionally, every effort should be made to aug-ment TIF funds with other financing structures.

Other Financing ToolsA variety of other tools can be used by the cityand the proposed redevelopment authority to im-plement redevelopment plans, not only for theMain Street Redevelopment Area but also for thecity’s other redevelopment areas.

Create Community Development CorporationsThe city should examine opportunities to partnerwith the various redevelopment communities tocreate community development corporations(CDCs) to gain wider access to federal redevelop-ment funding. A CDC is organized as a not-for-profit 501(c)3 corporation and governed by a bodyof vested community stakeholders. The objectivesof a CDC should be to facilitate redevelopment bypartnering with for-profit developers, thereby ac-cessing and deploying public capital—primarilyfrom federal grants—into redevelopment projects.

Obtain State and Federal GrantsThe city should work with a grant consultant tohelp its grant coordinator maximize grant oppor-tunities for redevelopment projects. The grant co-ordinator also should work closely with the officesof state and federal elected officials to identifygrant opportunities.

Attract Commercial Lending InstitutionsThe Community Reinvestment Act of 1977 re-quires commercial lending institutions to invest,make loans, and provide community service in thecommunities they serve. Additionally, both FannieMae and Freddie Mac sponsor revitalization initia-tives that assist local communities and communityinstitutions by providing financial incentives andassistance as well as technical assistance. The cityshould work to attract support from such commer-cial lending institutions.

Leverage Federal Public CapitalThe city should utilize a tiered approach to lever-aging public capital that can act as an incentive toentice private equity and debt into the redevelop-


ment area. Federal sources of capital include thefollowing:

• HUD community development block grants;

• HUD’s Section 108 loan guarantee program;

• HUD Economic Development Initiative grants;

• Transportation Equity Act for the 21st Century(TEA-21) funds;

• The National Park Service’s Urban Park andRecreation Recovery Program;

• The U.S. Forest Service’s Urban and Commu-nity Forestry Assistance Program;

• U.S. Department of Commerce Economic De-velopment Administration grants for publicworks and the development of facilities; and

• The Corporation for Enterprise Development’sNational Fund for Enterprise Development.

Leverage Private EquityPublic equity resources can be used in aggregateas an inducement to attract the private equitycommunity to invest capital into the city’s redevel-opment areas. The following additional tools areavailable to help mitigate some of the financialrisks faced by investors:

• The federal New Markets Tax Credit Program;

• Low-income housing tax credits; and

• Federal historic preservation tax incentives.

Create a Small Business Development CenterThe city should create a small business develop-ment center to support local business entrepre-neurs, in cooperation with the chamber of com-merce and local colleges.

Establish a Community Housing DevelopmentOrganization Community housing development organizations(CHDOs) are private, nonprofit, community-basedservice organizations whose chief objective is toprovide and develop affordable housing for thecommunities they serve. A CHDO must receivecertification from a participating jurisdiction indi-cating that it meets certain HUD HOME Invest-

ment Partnerships Program requirements. TheCHDO should be charged with providing decent,affordable housing to low-income households.

Code Enforcement/Derelict StructureRemoval ProgramThe city, in its proposed Main Street CommunityRedevelopment Plan, authorizes the CRA to de-molish, clear, or move buildings, structures, andother improvements from any real property ac-quired in the redevelopment area, subject to ap-proval by the city commission. It is imperativethat the city’s code enforcement program be au-thorized to establish and enforce a derelict struc-ture removal program to protect the investmentsmade by responsible homeowners and businessowners.

Code enforcement within the redevelopment areashould be fair, strict, and consistent. The code en-forcement program also should be sensitive toprotecting the integrity of the city’s historic struc-tures. Both the code enforcement and derelictstructure removal programs may be eligible forfunding through certain community developmentblock grants.

The city also should seek opportunities to expandincentive and/or financial assistance programsthrough the code enforcement program to helpproperty owners improve their properties, suchas facade improvement loans and grants, and realproperty improvement tax credits for both resi-dential and small commercial properties. As anexample, the current Main Street CRA budgetappropriates $45,000 for commercial facade im-provement grants and $35,000 for residential fa-cade improvement grants. The panel feels thatthese line items are too small to encourage thedesired significant improvements. Augmentationof these line items with other sources of state orfederal funding will create a revenue pool largeenough to substantially increase the effectivenessof these programs.

Retail PotentialRetail development is a key component to the suc-cess of the city’s redevelopment plan, especially

along the Main Street and A1A corridors. Whatforms this retail development will take—neigh-borhood-serving, tourist-oriented, event-driven,restaurants, themed—is an important factor. Thepanel recommends that a retail market study becommissioned to identify the realistic retail mar-ket potential for the city as a whole and for the re-development area.

Residential PotentialResidential growth also is a key component of thecity’s redevelopment strategies. However, there isno consensus within the community as to whattypes of residential products—single-family, mul-tifamily, condominium, or resort condominium—and what amounts of these products the marketwill support. A residential market potential studyshould be commissioned to determine what direc-tion the city should take in expanding its perma-nent and seasonal residential markets.

TransportationThe efficient movement of people within a tourist/entertainment/retail—oriented area is critical tocreating a viable consumer base. In DaytonaBeach, several unique challenges complicate themovement of people: the long, linear dispersion oftourists along the A1A corridor, the physical sepa-ration of the city’s numerous retail and entertain-ment areas, the significant physical separation ofmajor attractions from each other—the speedwayand the LPGA golf courses on the mainland and soforth—and the past reliance on transit systems to“pay their own way.”

The panel endorses the recommendations of themost recent parking and transportation study tocreate a new public transportation system thatconnects the speedway district and college districtwith the Main Street, Beach Street, and A1A cor-ridors. This transit program also should be able tomove people along the beachside to expand neces-sary access to the convention and entertainmentdistricts. Such a system could be financed with acombination of TIF and grant funds so that itssuccess is not reliant on passenger fares.

Technology AmenitiesAs part of its overall policy of striving to become aplace that is known for quality and innovation, thecity should partner with local telecommunicationsproviders and beach-area commercial propertyowners to create a free Wi-Fi (wireless fidelity)district within the redevelopment area as anamenity to residents, tourists, conventioneers,and businesspeople. Consideration also should begiven to eventually expanding the Wi-Fi districtto other areas around the city.

Public Leadership and a Champion forMain StreetThe panel sensed a great deal of passion while itwas in Daytona Beach—passion by business own-ers who want to improve the area so that peoplewill want to return to Main Street and the beach,from residents who live on the peninsula and wantto have a higher quality of life, and from electedofficials, who want to serve all their constituentsand make Daytona Beach a place everyone canproudly call home. Passion, however, should not beconfused with leadership. Passion drives success,but leadership takes that passion and channels itinto change.

The common element in every successful redevel-opment effort is a champion who can lead the ef-fort. That champion usually is a public leader.Washington, D.C.’s Pennsylvania Avenue was re-developed in large part through the efforts of thelate New York Senator Daniel Patrick Moynihan.The efforts of Mayor Joseph Riley were instru-mental in transforming Charleston, South Car-olina, from a derelict, run-down municipality to a world-class city often held up as a model for itspedestrian venues and southern charm. WestPalm Beach, Florida’s CityPlace now stands on a tract of formerly crime-infested land becauseMayor Nancy Graham committed to turning thearea around and making the city a regional andnational destination.

Public leadership can set—and achieve—thesesame types of goals in Daytona Beach, along MainStreet and the oceanfront. Once someone believesin Main Street and the oceanfront and all that itcan be, it will become possible to achieve what the



panel believes can happen there. The city cannotbe afraid to set big goals and then set its mind onachieving them. The goals described in this reporthave been accomplished in other places, and theycan be accomplished in Daytona Beach.

The city needs to lead because it has the most towin from success and the most to lose from failure.It is the keeper of the public interest. The cityneeds to be a leader on special events. It must beproactive, not reactive. Special events should notdrive decisions; decisions should drive specialevents. A recurrent theme noted by panel mem-bers is that the city is starting to take a moreproactive role, and the panel believes the cityshould aggressively continue these efforts.

An important part of leadership involves the es-tablishment of trust. During its interview process,the panel heard that there is a lack of trust amongthe area’s stakeholders. This lack of trust needs tobe overcome. A strong leader and champion forMain Street will be able to restore trust. It is timeto put differences aside and work together for thebenefit of all of Daytona Beach, not just individualinterests.

Establish a Vision and Cooperate on ItsImplementationThe first step in revitalizing Main Street and theoceanfront is establishing a vision. The variousstakeholders each have their own desires for theMain Street area. This is natural, but in order forredevelopment to be truly successful, it needs tobe based on a common vision. Today, the city is re-sponding reactively to development proposals. Avision—and, ultimately, a strategic plan to imple-ment that vision—will enable the city to be proac-tive and dictate the type of development and rede-velopment that will occur in the area.

The panel heard that the city is proposing a vi-sioning process in the very near future, and thepanel strongly supports and encourages this ef-fort. For this process to be successful, everyoneneeds to be willing to come to the table and coop-erate, so that the vision reflects what the citizensof Daytona Beach want. No one will get exactlywhat they want; during the visioning process,compromises will be made, so that the ultimate

outcome will reflect the needs and desires of all el-ements of the community. In addition, top-qualitydevelopers are much more inclined to come to acommunity where visioning has taken place andthe community knows what it wants. In otherwords, the panel recommends that the city makethe vision drive the development, not vice versa.

One of the outcomes of the visioning process willbe cooperation. The panel believes that better ef-forts for cooperation need to be made on severallevels: between residents and business owners,the city and stakeholders, and the city and thecounty. While the panel may be stating the obvi-ous here, it believes that cooperation and trust arekey to implementing the vision.

CommunicationThe panel got the sense that there has been a lackof constructive communication among variousstakeholders and the city. The city needs to takean active role in coordinating this communicationand become the conduit for information. Mixedmessages are being communicated about a varietyof issues, particularly the construction of new con-dominium products and the city’s special events.

Varying views exist on the financial aspects ofresidential, commercial, and retail development.Some people believe that condominium develop-ment will hurt retailers because, unless the beachis nothing but hotels and entertainment venues,the retail space there cannot survive. Others be-lieve that high-rise condominiums will result in aquick infusion of funds into the city coffers, andtherefore should be encouraged. The city must ed-ucate its citizens and business owners on the prosand cons of different types of development, so thatfears can be alleviated and informed opinions made.

There also is a wide range of opinions and viewson the city’s special events, specifically BikeWeek, Black College Reunion, Race Week, andBiketoberfest. While the need for a cost/benefitanalysis of these events is described in more detailbelow, the city clearly needs to do a better job ofexplaining the impact of these events. The cityalso must help residents cope with the events.This will mean increasing and improving lines ofcommunication among all stakeholders. The panel


formed decisions and educate its citizens about itsrole in these events.

Branding and ImageThe panel heard over and over that DaytonaBeach’s image has suffered in the past few dec-ades. The region is seen as lawless, and its resi-dents’ self esteem is low. Residents believe thatpeople in other parts of the country do not thinkvery highly of Daytona Beach and that they do notsee it as a vacation destination. It is time to putthe past behind and look to the future. A brandingcampaign can help the city do just that. Such cam-paigns have worked for numerous communities.Through branding, Las Vegas shifted from a gam-ing image to a family image and back again, whenthe family image did not produce the desired rev-enues. Fort Lauderdale went from being knownnationally as “spring break capital” to a familydestination. Branson, Missouri—a place once un-known by almost everyone—is now an interna-tional entertainment destination.

The visioning process will identify the new “brand”for the city of Daytona Beach. A campaign to mar-ket that brand then can be developed. The panelbelieves that once this brand is established, thecity should hire a consultant to help sell the brandand create a marketing campaign. The panel alsobelieves that this brand should both embrace thecity’s past and present—including car racing andmotorcycles—and look to the future, as will bedescribed in the vision.

This branding and image enhancement will aid inmarketing the area. Daytona Beach is not Orlandoor Disney World, and it should not try to be theseplaces. With the appropriate branding, however, itcould offer an alternative or complementary desti-nation. By working with Orlando tourism inter-ests, Daytona Beach may be able to market itselfas part of the central Florida region. While thepanel realizes that the Walt Disney Companyhas its own beach resort in Brevard County, italso believes that many of the tourists who cometo central Florida are looking for an alternativebeach destination.

was impressed with the neighborhood groups’newsletters and communication efforts, and be-lieves that these should be coordinated with citycommunication efforts.

The City and Special EventsThe panel heard over and over again that peopleeither love or hate the special events. This is un-derstandable. However, the most important ele-ment of these special events is the fact that theyoccur in the city and affect residents, businessowners, and the city government. The panel there-fore believes it is time for the city to become muchmore proactive. The panel recognizes that this al-ready is taking place, but believes that the citycan be even more aggressive in managing theevents. The city needs to be a part of the process,not just another voice of criticism or praise.

One thing that the panel believes is critical to thecity’s role in special events and residents’ accep-tance—or at least tolerance—of them is an under-standing of the impact they have on the city. Somepeople, for example, believe that Bike Week is adrain on the city’s resources and costs the city mil-lions of dollars. Others believe that it generatesmillions of dollars in revenues for the city. Thetruth probably lies somewhere between these twobeliefs but, to the best of the panel’s knowledge,no reports, studies, or data exist on the real eco-nomic impact of special events. Although thepanel received the Colliers Arnold report outlin-ing economic impacts, this did not entirely explainall of the special events’ impacts. Once the city hasthis information, it will be able to make more in-

Residential side streetslack buffers to separatehouses and apartmentsfrom the annual eventsthat take place on MainStreet. As a result, manyresidents complain aboutnoise and other negativeconsequences of thesepopular events.


More than Bikes and CarsThe panel knows that Daytona Beach is muchmore than races and motorcycles. The city has animpressive lineup of programs in addition to BikeWeek, Race Week, Black College Reunion, springbreak, and Biketoberfest. The panel heard aboutprograms such as the summer jazz festival, Wingsand Waves, the symphony, the seaside theater,and concerts and other events at the OceanfrontBandshell. It also heard, however, that these pro-grams could be better promoted regionally. Whilepeople in the community may know about them, itmight help the city’s image to market them re-gionally, throughout east-central Florida. Through

branding and promotion, Daytona Beach can be-come known for much more than bikes and cars.

In addition, more events should be planned todraw residents as well as people from other partsof the region. Hollywood, Florida, for example,has a local musical group playing in its band shellevery Monday evening. Residents come down toHollywood’s broadwalk for dinner or dessert andsit and listen to the music. People of all ages canbe seen dancing up and down the broadwalk,which has become a weekly gathering spot foryear-round and seasonal residents alike.


Daytona Beach is at a major turning point inits history. Change is coming, and how thecity’s citizens, public officials, businessowners, and developers respond will shape

its future for many years. The panel recommendsthat all of the stakeholders seek to understand thecoming changes, so that they can work together toguide these changes for the benefit of all.

The panel believes that the Main Street Redevel-opment Area is an undervalued market that hasthe potential to accommodate much higher num-bers of tourists and residents. Instead of limitingresidential development to one type or another,the city should open the redevelopment area to adiversity of housing types and residents. The areacan and should support a wide range of housingoptions, including resort condominiums, residen-tial condominiums, single-family homes, apart-ments, and affordable and workforce housing.

Bike Week and Biketoberfest are important partsof Daytona Beach’s economy. While these eventsare very disruptive, they also play an importantrole in the area. Market forces currently arechanging the nature of these events and movingsome activities outside of the redevelopment area.Bike Week and Biketoberfest are resources thatmust be understood and managed so that the cityas well as its businesses and residents receivemaximum benefits with minimal disruption.

As the numbers of permanent residents andtourists increase, development pressures will beplaced on the redevelopment area and the annualevents that take place there. The design and shapeof new developments in the area should be guided

and planned to accommodate these new pressures.Using parking lots to create a buffer between thesometimes boisterous activities on Main Streetand the surrounding residential areas, as illus-trated by the panel’s proposed Main Street Mewsproject, is one example of how design can be har-nessed to balance the different needs of stakehold-ers. Design also can be a very important economicdevelopment tool. Creating interesting, desirable,and pedestrian-friendly places generates foot traf-fic, and increased foot traffic can mean more salesfor retailers. In addition, design plans for the re-development area must take into account theocean and the river so that new projects do notblock or obscure views.

Redevelopment will occur within the city of Day-tona Beach. The city must decide whether to leadthe process or allow it to happen on its own in anindiscriminate manner. Without the city’s leader-ship, the development of Daytona Beach will con-tinue on the same course it has been on for thepast 20 to 30 years, but at a much more acceler-ated rate. The city’s leadership therefore will becrucial in guiding the development of the MainStreet Redevelopment Area.

Implementing the panel’s recommendations willrequire careful coordination and teamwork amonga wide range of stakeholders. To ensure that thishappens, the city must provide this coordinationand foster an environment of cooperation andcommunication. The city’s active leadership isneeded to ensure that the development of theMain Street Redevelopment Area occurs in amanner beneficial to all parties.

Conclusion


Frank J. SparicioPanel Chair Rumford, Rhode Island

Sparicio is founding principal of CRES–CorporateReal Estate Strategies, a consulting firm that dealsprimarily with the repositioning and dispositionof assets resulting from consolidations within thecorporate sector. He previously served as seniorvice president of Fleet Boston, where he was re-sponsible for the bank’s corporate real estate as-sets, including 10 million square feet of commer-cial space and more than 800 branches, offices, andoperations centers. Before joining Fleet Boston,Sparicio was director of corporate real estate forGTE, where he was responsible for all major realestate transactions. Earlier, he served as an offi-cer of Harco, the Hartford Insurance Company’sreal estate subsidiary.

A member of ULI for more than 30 years, Spari-cio has served as vice chair of the Institute’s Cor-porate Real Estate Council.

Morey BeanColorado Springs, Colorado

Founding partner of the Colorado Springs–basedColorado Architecture Partnership, Bean is anarchitect, urban designer, and city planner withexperience ranging from the design and executionof public art to new urbanist community design.Some of Bean’s notable projects include the visi-tor center expansion for the Great Sand DunesNational Park, Starsmore Discovery Center, ElPomar Community Health Center, Kimballs TwinPeak Theater, Smokebrush Center for the Artsand Theater, the Business of Arts Center Garage,and the Monument Village Community Plan.

Bean has served as a panelist on a ULI MayorsForum dealing with public art as a catalyst for

urban redevelopment. He is a member of the Ameri-can Institute of Architects (AIA) and urban designcommittee chair for the Colorado South Chapterof the AIA. Named Colorado’s Architect of theYear for 1999, Bean also serves on the AIA Col-orado Growth Task Force and is an adviser to themayor and the city of Colorado Springs on urbandesign matters. He is town architect and develop-ment partner for the Lowell Neighborhood, a newurban traditional neighborhood development indowntown Colorado Springs.

Chris BennishDenver, Colorado

Bennish is a real estate analyst at Design Work-shop, where he assists clients in identifying andimplementing solutions that enable their real es-tate assets to better support their core financialand operating strategies. His contributions to siteplanning and analysis include a focus on four mainareas: feasibility analysis, finance, strategy, andvaluation.

Bennish implements market research efforts forall types of real estate—including residential, re-tail/commercial, office, hotel, and resort services—by gathering demographic information, historicalsales, and usage data; analyzing trends; and iden-tifying comparable projects in order to determinewhich features and amenity elements will make aproject successful. He evaluates pricing strategyand product mix, and also generates financial proformas for the evaluation of alternative land useplans. He conducts market analysis and develop-ment pro formas for a wide variety of producttypes in urban, planned community, and resort en-vironments. Bennish has completed market analy-sis and economic feasibility studies for projectsthroughout North America.

Bennish received his MBA and a master’s of realestate and construction management from the

About the Panel


University of Denver. Both degree programs al-lowed him to focus on real estate, finance, and en-trepreneurship in order to enhance his skills instrategic development and financial analysis. Be-fore attending graduate school, Bennish was aproject manager for a civil construction company.He received his BA from the University ofKansas.

James H. (Jim) CallardAlexandria, Virginia

Callard currently serves as president and chief op-erating officer of American Apartment Communi-ties, a private real estate investment trust thatowns and manages more than 11,000 apartmentslocated in nine states. He is responsible for opera-tions and acquisition, investment portfolio man-agement, and disposition and merger activities.

American Apartment Communities was formedfrom the Klingbeil Company, a domestic and inter-national real estate firm recognized as a marketinnovator in all aspects of real estate develop-ment. At Klingbeil, Callard was responsible forthe firm’s international operations as well as itsdomestic operations on the East Coast and in theMidwest. He structured acquisitions, coordinatedlending relationships, and created private andpublic capital market investment vehicles. Callardalso is the principal of the Executive Club Man-agement Company, which operates three all-suiteapartment hotels in Rosslyn, Arlington, andAlexandria, Virginia.

Mary Beth CorriganWashington, D.C.

Corrigan is a planner and policy analyst with morethan 20 years of experience working with localgovernments and private clients in helping ad-dress and resolve land use and development is-sues. As vice president of the Advisory ServicesProgram at ULI–the Urban Land Institute, shehas coordinated more than 100 Advisory Servicespanels for communities throughout the UnitedStates and abroad. Her role involves meeting withpanel sponsors to define issues and questions andprepare for the panel’s site visit, identifying ap-

propriate expertise for the panel and recruitingpanel participants from ULI’s membership, over-seeing logistical arrangements for the panel, join-ing the panel for its site visit, providing technicaland logistical support, and overseeing the produc-tion of the final report.

Prior to joining ULI, Corrigan was with TetraTech, Inc, an environmental consulting firm, whereshe was responsible for developing non–pointsource pollution control guidelines and best man-agement practices manuals. She also worked forthe South Florida Regional Planning Council asan environmental planner and policy analyst,where she was manager of the environmentalsections of the Regional Plan for South Florida,reviewed environmental issues for development of regional impact (DRI) submittals, and man-aged several projects related to environmentaland growth management, including the 1989Southwest Broward/Northwest Dade Subre-gional Study, which looked at development alter-natives for that part of the region.

Corrigan received a BA from Kutztown StateCollege and an MS in coastal zone managementfrom the Florida Institute of Technology.

Scott HallChesapeake, Virginia

Hall is the senior business development managerfor the city of Chesapeake, Virginia, Departmentof Economic Development. His eight years ofwork as an economic development professional in-clude research, small business development, busi-ness assistance, marketing, and planning experi-ence. Hall also has served as research director forthe Virginia Peninsula Economic Development Al-liance, a regional public/private economic develop-ment marketing organization. While with Chesa-peake, a city of 210,000 residents in the HamptonRoads region, Hall has gained experience in inter-national marketing, enterprise zone administra-tion, comprehensive land use planning, and rede-velopment planning.

A native of West Virginia, Hall received his bache-lor of arts degree in political science from MarshallUniversity and his master of urban studies degree


from Old Dominion University. Before enteringthe field of economic development, he served as a commissioned officer in the U.S. Navy. He is amember of the Urban Land Institute, the Interna-tional Economic Development Council, the South-ern Economic Development Council, the Interna-tional Council of Shopping Centers, the Brazilian/American Chamber of Commerce, the Virginia Eco-nomic Developers Association, and ACCRA, anonprofit organization promoting excellence in re-search for economic and community development.

Christian R. Luz East Lansing, Michigan

Before becoming president of Lansing MelbourneGroup, LLC, Luz was a vice president and direc-tor of parking services for the second-largestparking consulting firm in the United States. Hehas extensive experience in conducting all types ofparking feasibility studies and design throughoutthe country. Luz has conducted hundreds of park-ing feasibility studies and has been involved in thedesign of more than 100 parking structures. Hehas provided technical support for more than $1billion in bond documentation for parking struc-ture financing. One of his specialty areas is thedevelopment of financial analyses, including proformas, necessary to support and/or address fi-nancing options for parking and transportation in-frastructure improvements.

Luz’s clients include airports; municipal, institu-tional, and private sector clients; transit agencies;and metropolitan planning organizations, includ-ing dozens of cities, downtown development agen-cies, colleges, universities, parking authorities,shopping center developers, medical campuses,and special event center owners/operators. Hisleadership, experience, and continued involve-ment in professional societies and research keepLuz on top of current state-of-the-art traffic andparking practices.

Luz has a bachelor’s degree in civil and environ-mental engineering from the University of Wis-consin at Madison and a master’s degree in civilengineering from the University of Wisconsinat Milwaukee.

Kerri RogersNew York, New York

Rogers is president and CEO of Harlem Common-wealth Council, Inc. With more than 20 years ofexperience in real estate and economic develop-ment, she has demonstrated her commitment tourban development through the representation ofthe private, public, and nonprofit sectors. Both forpast employers and, most recently, for her ownclients—who have been served through her con-sulting practice, Public Private Partners, Inc.—Rogers has developed and utilized skills that in-clude commercial leasing, financial underwriting,construction coordination, property management,marketing, tax credit development, and projectmanagement for retail, commercial, and residen-tial property.

From the beginning of her real estate career as anowner’s representative for Larry Silverstein, oneof New York’s most prominent real estate devel-opers, into the mid 1990s, when she created theasset management department for the New YorkCity Economic Development Corporation, fol-lowed by the late 1990s, when she became a devel-oper and equity investor in neighborhood shop-ping centers on behalf of nonprofit owners and,most recently, as a consultant for the Apollo The-atre Foundation and Pfizer Corporation, Rogershas facilitated transactions for tenants and land-lords, lenders and borrowers, corporations andcommunity organizations in urban markets suchas New Haven, Dallas, Chicago, and the Bronx aswell as New York City. She is one of the foundersand past presidents of African American Real Es-tate Professionals of New York, Inc.

Rogers holds an MBA from Baruch College, a BSfrom Northwestern University, and a diploma ingraduate studies from New York University’sReal Estate Institute.

Michael T. SchuelerLebanon, Ohio

As president and CEO of Henkle Schueler andAssociates, Schueler has undertaken many suc-cessful projects in southwestern Ohio. These in-


fundraising leader for the College of Mount St.Joseph, as president of the nonprofit organizationLittle Miami, Inc., and as chairman of the WarrenCounty Republican Party Central Committee.

Before he founded Henkle Schueler and Associ-ates, Schueler had a 17-year executive career withAmoco Oil. He earned a BS from NorthwesternUniversity and an MBA from the University ofChicago.

clude the $50 million development, construction,and management package for 460,000 square feetof fitness and medical office space for Mercy Re-gional Wellness Centers in Fairfield and AndersonTownship; the development of the Beach Water-park, owned and managed by Henkle Schueler;and the development of several business parks, in-cluding the 552-acre Lebanon Commerce Center.Schueler has been an Ohio Realtor since 1975 anda broker since 1977.

Schueler serves on the development committee ofhis alma mater, on the board of trustees and as a

$ULI–the Urban Land Institute1025 Thomas Jefferson Street, N.W.Suite 500 WestWashington, D.C. 20007-5201

AN ADVISORY SERVICES PANEL REPORT Main Street Daytona...

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