CRA Resolution 2022-84CRA RESOLUTION NO. 2022- 84
A RESOLUTION OF THE BOARD OF COUNTY
COMMISSIONERS OF COLLIER COUNTY, FLORIDA, ACTING
EX-OFFICIO AS THE GOVERNING BOARD OF THE COLLIER
COUNTY COMMUNITY REDEVELOPMENT AGENCY,
RECOMMENDING APPROVAL OF AN AMENDMENT TO THE
COLLIER COUNTY COMMUNITY REDEVELOPMENT PLAN
PURSUANT TO THE COMMUNITY REDEVELOPMENT ACT OF
1969, CHAPTER 163, PART III, FLORIDA STATUTES; AND
PROVIDING FOR AN EFFECTIVE DATE.
WHEREAS, the Legislature of the State of Florida enacted the Community
Redevelopment Act of 1969, which is presently codified in Part III of Chapter 163, Florida
Statutes (the "Act"); and
WHEREAS, Resolution No. 2000-82 declared the need for a Community
Redevelopment Agency and authorized the preparation of a Redevelopment Plan for the
Bayshore Gateway Triangle and Immokalee study area; and
WHEREAS, the Board, by its approval of Resolution No. 2000-83 established the
Board of County Commissioners as the Community Redevelopment Agency (CRA) to carry
out redevelopment activities; and
WHEREAS, the Board, by its approval of Resolution No. 2000-181 adopted the
Community Redevelopment Plan; and
WHEREAS, the Board, by its approval of Resolution No. 2019-75 adopted the first
amendment to the Community Redevelopment Plan primarily pertaining to the Bayshore
Gateway Triangle Community Redevelopment Area; and
WHEREAS, the Board now desires to further modify portions of the Community
Redevelopment Plan primarily pertaining to the Immokalee Community Redevelopment
Area; and
WHEREAS, Section 163.361 of Florida Statutes authorizes and provides the
procedure for modification of community redevelopment plans; and
WHEREAS, The Community Redevelopment Agency hereby provides
recommendation that it is desirable and necessary to amend the Community Redevelopment
Plan as contemplated herein to further the community redevelopment purposes;and
WHEREAS, the Collier County Planning Commission ("Local Planning Agency")
conducted a formal review at a public hearing on April 7, 2022, and submitted its
recommendations to the Community Redevelopment Agency; and
WHEREAS, on May 10, 2022, pursuant to Section 163.361, Florida Statutes, the
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Community Redevelopment Agency provided notice and conducted a public meeting to
receive comment on the proposed modification; and
WHEREAS, having received public comment during the meeting as required by
Section 163. 361, the Community Redevelopment Agency recommends that the Board
approve and adopt the amendment to the Community Redevelopment Plan as provided
herein.
NOW, THEREFORE, IN REGULAR SESSION DULY ASSEMBLED ON THIS 10TH
DAY OF MAY, 2022, BE IT RESOLVED BY THE COLLIER COUNTY COMMUNITY
REDEVELOPMENT AGENCY THAT:
L The Collier County Community Redevelopment Plan (Attachment "A") meets
the requirements of Section 163.360, Florida Statutes.
IL That the Community Redevelopment Agency recommends that the Board of
County Commissioners approve and adopt the amendment to the Collier
County Community Redevelopment Area Plan as provided herein.
II. This Resolution shall become effective immediately upon its adoption.
PASSED AND DULY ADOPTED by the Board of County Commissioners of Collier
County, Florida, acting ex-officio as the governing board of the Collier County Redevelopment
Agency,this 10th day of May,2022, after motion, second and majority vote favoring same.
ATTEST: COLLIER COUNTY COMMUNITY
REDEVELOPMENT AGENCY
CRYSTAL K. KINZEL, CLERK COLLIER COUNTY,FLORIDA
Ce)",
By By:
yam e Clerk j illiam L. McDaniel, Jr.
Attest a to C atn " Co - Chairman
Signature only.
Approved as to form and legality:
CSL-
H idi Ashton-Cicko Ow
Managing Assistant County Attorney
Attachment A: CRA Plan
22-CRA-00537/10
4-15-22
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Collier County Community Redevelopment Plan
TABLE OF CONTENTS PAGE
SECTION 1 PLAN OVERVIEW
1.1 INTRODUCTION 1
1.2 FINDINGS AND CONDITIONS OF BLIGHT 3
1.3 CONSISTENCY WITH THE COLLIER COUNTY GROWTH MANAGEMENT PLAN 4
1.4 CONFORMANCE WITH STATUTORY REQUIREMENTS 5
1.5 THE COMMUNITY REDEVELOPMENT AGENCY 7
1.6 DURATION, MODIFICATION AND SEVERABILITY OF PLAN 9
SECTION 2 FINANCIAL PLAN
2.1 FUNDING SOURCES 10
2.2 OTHER FUNDING SOURCES 11
SECTION 3 NEIGHBORHOOD IMPACT ELEMENT 12
SECTION 4 IMMOKALEE COMMUNITY REDEVELOPMENT AREA
4.1 INTRODUCTION 4-1
4.2 GOALS 4-2
4.3 BACKGROUND AND BASELINE DATA 4-13
4.4 REDEVELOPMENT PROGRAM 4-28
4.5 GENERAL REQUIREMENTS 4-41
4.6 EXHIBITS 4-49
SECTION 5 BAYSHORE/GATEWAY REDEVELOPMENT AREA PLAN
5.0 EXECUTIVE SUMMARY 5-E-1
5.01 EXECUTIVE SUMMARY 5-E-1
5.02 GOALS 5-E-1
5.03 CONCEPTUAL PLAN DIAGRAM 5-E-4
5.04 CHARACTER AREAS 5-E-7
5.05 FOCUS OF REDEVELOPMENT 5-E-9
5.06 FUNDING, PROJECTS & INITIATIVES 5-E-10
5.07 2000 & 2019 PLAN COMPARISON 5-E-14
5.1 INTRODUCTION 5-1-1
5.1.1 VISION 5-1-1
5.1.2 PROCESS 5-1-1
5.1.3 PLAN ORGANIZATION 5-1-1
5.2 BACKGROUND 5-2-1
5.2.1 CREATION OF A CRA AREA 5-2-1
5.2.2 2000 REDEVELOPMENT PLAN GOALS AND PROJECTS 5-2-1
5.2.3 BAYSHORE/GATEWAY TRIANGLE CRA 2018 PERSPECTIVE 5-2-9
5.3 PLANNING FRAMEWORK & ELEMENTS 5-3-1
5.3.1 CONCEPTUAL PLAN DIAGRAM 5-3-2
5.3.2 LAND USE & URBAN DESIGN 5-3-7
5.3.3 PUBLIC SPACE, PARKS, & OPEN SPACE 5-3-26
5.3.4 DEVELOPMENT 5-3-31
5.3.5 TRANSPORTATION, CONNECTIVITY, & WALKABILITY 5-3-42
5.3.6 INFRASTRUCTURE 5-3-59
5.3.7 PROCESS 5-3-66
5.3.8 CHARACTER AREAS 5-3-67
5.4 PRIORITIZATION PLAN 5-4-1
5.4.1 PRIORITIZATION OF PROJECTS & INITIATIVES 5-4-1
5.4.2 FINANCING PLANNING 5-4-1
5.4.3 PROJECTS & INITIATIVES PRIORITIZATION 5-4-5
5.4.4 COORDINATION & PARTNERSHIPS 5-4-17
5.5 GENERAL REQUIREMENTS 5-5-1
5.5.1 OVERVIEW OF RELEVANT STATUTES 5-5-1
5.5.2 CONSISTENCY WITH THE COUNTY’S COMPREHENSIVE PLAN 5-5-1
5.5.3 ACQUISITION, DEMOLITION/CLEARANCE, & IMPROVEMENT 5-5-1
5.5.4 ZONING & COMPREHENSIVE PLAN CHANGES 5-5-1
5.5.5 LAND USE, DENSITIES & BUILDING REQUIREMENTS 5-5-1
5.5.6 NEIGHBORHOOD IMPACT 5-5-5
5.5.7 SAFEGUARDS, CONTROLS, RESTRICTIONS & ASSURANCES 5-5-5
5.6 TAX INCREMENT & MSTU ESTIMATES 5-6-1
5.6.1 TAX INCREMENT FINANCING 5-6-1
5.6.2 MUNICIPAL SERVICE TAXING UNITS (MSTUs) 5-6-2
5.6.3 UNDERLYING ASSUMPTIONS 5-6-12
SECTION 6 RELOCATION PROCEDURES 102
FIGURES
FIGURES 1 COLLIER COUNTY MAP 2
APPENDIX
APPENDIX A RESOLUTIONS AND TRUST FUND ORDINANCE
I. RES. 2000-82 – ESTABLISHMENT OF CRA AREA AND FINDING OF NECESSITY AND
BLIGHTED CONDITIONS REPORT
II. RES. 2000-83 - ESTABLISHING THE COMMUNITY REDEVELOPMENT AGENCY
III. RES. 2000-181- ADOPTION OF 2000 CRA PLAN
IV. RES. 2004-179 - EXPANDING IMMOKALEE REDEVELOPMENT AREA BOUNDARY
V. RES. 2004-384 - EXPANDING IMMOKALEE REDEVELOPMENT AREA BOUNDARY
VI. ORD. 2000-42 – ESTABLISHMENT OF CRA TRUST FUND
VII. RES. 2019-75 – FIRST AMENDMENT TO UPDATE SECTION 5 BAYSHORE GATEWAY
TRIANGLE REDEVELOPMENT AREA PLAN
APPENDIX B IMMOKALEE EXISTING CONDITIONS MAP - 2000
APPENDIX C BAYSHORE/GATEWAY EXISTING CONDITIONS MAPS -2000
APPENDIX D GATEWAY TRIANGLE STORMWATER MASTER PLAN TECHNICAL MEMORANDUM -2000
APPENDIX E BAYSHORE/GATEWAY ESTIMATED FUTURE DEVELOPMENT VALUE -2000
APPENDIX F 2012-2025 FUTURE LAND USE MAP - 2018
Section 1
PLAN OVERVIEW
Section 1.1
Introduction
The Collier County Redevelopment Plan (CRA Plan) is a guide for the physical and economic
revitalization and enhancement of the designated redevelopment areas. This plan, with its specific
components, has been formulated in close cooperation with the members of each community and
is based on the objectives identified by community members in a series of public workshops.
The Collier County Community Redevelopment Agency consists of two areas designated by the
Collier County Board of County commissioners as redevelopment areas under the authority of
Florida Statutes, Chapter 163, Part III, Community Redevelopment Act. The two areas depicted
on Figure 1 as amended, were identified by the presence of one or more conditions of blight as
defined in the statutes. These findings are contained in Section 1.2 and further specified in the
Appendix A and component section for each area.
The redevelopment program in Collier County provides the authority granted by the statutes, the
means to achieve growth management objectives, by redirecting growth to areas where urban
services currently are provided or are needed but currently inadequate, encourages revitalization
of once viable neighborhoods and business districts and encourages the provision of affordable,
good quality housing within centers of urban concentration.
The Collier County Growth Management Plan policies provide the rationale for the establishment
of redevelopment areas in the county and recognizes the redevelopment plan adopted for each
component area. In addition, each community has formulated their own specific objectives. Each
component section describes the history and process of community involvement in each
respective community.
The Collier County Community Redevelopment Agency approved an expansion to the Immokalee
Community Redevelopment Area boundary in 2004 (Resolution 2004-179 and Resolution 2004-
384).
In 2018, the Collier County Community Redevelopment Agency approved a contract with Tindale
Oliver Design to gathered data, perform technological analysis and seek public and agency input
in order to draft an amendment to this redevelopment plan that would lay out a framework of
goals, objectives, and strategies to continue the redevelopment efforts in the Bayshore Gateway
Triangle Community Redevelopment Area. On April 23, 2019, the Board of County
Commissioners adopted Resolution 2019-75 approving the first amendment to the Community
Redevelopment Plan.
In 2019, the Collier County Community Redevelopment Agency directed staff to gather data,
perform analysis and seek public input to draft an amendment to layout the framework of goals,
objectives and strategies to continue the redevelopment efforts in the Immokalee Community
Redevelopment Area (ICRA), which resulted in the 2022 Immokalee Redevelopment Plan.
In 1969, the Florida State Legislature established Chapter 163, Part III, enabling local units of
government to designate certain areas as Community Redevelopment Agencies (CRA). The
overall goal of the legislature was to encourage local initiative in downtown and neighborhood
revitalization. The Florida Legislature has made amendments to the enabling legislation over the
years. This Plan recognizes those amendments.
Figure 1 Updated Map
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Section 1.2
Findings and Conditions of Blight
In 1969, the Florida State Legislature established Statue 163.00 enabling local units of
government to set up Community Redevelopment Agencies (CRA). To assist in redevelopment
efforts, these local agencies were mandated to establish Redevelopment Trust Funds, which
would serve as the depository for tax increment revenues.
The overall goal of the legislature was to encourage local initiative in downtown and
neighborhood revitalization. In 1984, the Florida Legislature amended Section 163.335 to
include five primary objectives:
1.To address the physical, social, and economic problems associated with slum and blighted
areas (F.S. 163.335 (1));
2.To encourage local units of government to improve the physical environment (i.e. buildings,
streets, utilities, parks, etc.) by means of rehabilitation, conservation or clearance
/redevelopment (F.S. 163.335(2));
3.To convey to local community redevelopment agencies the powers of eminent domain,
expenditure of public funds, and all other general police powers as a means by which slum
and blighted areas can be improved (F.S. 163.335 (3));
4.To enhance the tax base in the redevelopment area by encouraging private reinvestment in
the area and by channeling tax increment revenues into public improvements within the area
(F.S. 163.335 (4));
5.To eliminate substandard housing conditions and to provide adequate amounts of housing
in good condition to residents of low or moderate income, particularly to the elderly (F.S.
163.335(5)).
To be designated as a redevelopment area, the area must meet the criteria outlined in Chapter
163.340 of the Florida Statute. The area in Collier county were designated as Blighted” which is
defined as the following:
“Blighted Area” means either:
(a)An area in which there a substantial number of slum, deteriorated, or deteriorating
structures and conditions which endanger life or property by fire or other causes or
one or more of the following factors which substantially impairs or arrests the sound
growth of a county or municipality and is a menace to the public health, safety,
morals, or welfare in its present condition and use:
1.Predominance of defective or inadequate street layout;
2.Faulty lot layout in relation to size, adequacy, accessibility, or usefulness;
3.Unsanitary or unsafe conditions;
4.Deterioration of site or other improvements
5.Tax or special assessment delinquency exceeding the fair value of the land; and
6.Diversity of ownership or defective or unusual conditions of title which prevent
the free alienability of land within the deteriorated or hazardous area; or
(b)An area in which there exists faulty or inadequate street layout; inadequate parking
facilities; or roadways, bridges, or public transportation facilities incapable of
handling the volume of traffic flow into or through the area, either at present or
following proposed construction.
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On March 14, 2000, the Collier County Board of County Commissioners made finding of
conditions of blight and adopted Resolution 2000-82 and adopted Resolution 2000-83
establishing the Community Redevelopment Agency. Both of these resolutions are contained in
Appendix A.
Section 1.3
CONSISTENCY WITH THE COLLIER COUNTY GROWTH MANAGEMENT PLAN
The Collier County Growth Management Plan provides land use designations, which describe
the intent and allowable density and intensity of appropriate uses for future development. The
Growth Management Plan was adopted by the Board of County Commissioners in 1989 and
has been amended several times since the original adoption.
This section identifies the goals, objectives and policies that apply to both redevelopment areas.
The goals, objectives and policies that apply to each area specifically are included in Section 4
–Immokalee Redevelopment Area Plan and Section 5 – Bayshore/Gateway Triangle
Redevelopment Area Plan. This amendment recognizes that the Immokalee Redevelopment
Area Plan will be amended following the adoption of the updated Immokalee Area Master Plan
currently going through the public hearing process.
Both the Bayshore/Gateway Triangle Redevelopment Area and the Immokalee Redevelopment
Area are located in the Urban Designation as identified on the Collier County Future Land Use
Map Appendix F. As stated in the Future Land Use Element of the Growth Management Plan:
Urban Designated Areas on the Future Land Use Map include two general portions
of Collier County: areas with the greatest residential densities, and areas in close
proximity, which have or are projected to receive future urban support facilities and
services. It is intended that Urban Designated Areas accommodate the majority of
population growth and that new intensive land uses be located within them.
Accordingly, the Urban Area will accommodate residential uses and a variety of non-
residential uses. The Urban Designated Area, which includes Immokalee ,
Copeland, Plantation Island, Chok oloskee, Port of the Islands, and Goodland, in
addition to the greater Naples area, represents less than 10% of Collier County’s
land area.
The redevelopment plan allows for detailed planning that will encourage the coordination of
activities as outlined in Objective 4 of the Growth Management Plan.
OBJECTIVE 4:
Continually refine the Future Land Use Element through detailed planning in order to improve
coordination of land uses with natural and historic resources, public facilities, economic development,
housing and urban design.
Policy 4.8 recognizes the adoption of the redevelopment plans for each component area:
Policy 4.8:
The Board of County Commissioners may consider whether to adopt redevelopment plans for existing
commercial and residential areas. Such plans may include alternative land uses, modifications to
development standards, and incentives that may be necessary to encourage red evelopment. Such
redevelopment plans may only be prepared by the County or its agent unless otherwise authorized by the
Board of County Commissioners. The Bayshore/Gateway Triangle Redevelopment Plan was adopted by
the Board on June 13, 2000; it encompasses the Bayshore Drive corridor and the triangle area formed by
US41 East, Davis Boulevard an Airport-Pulling Road. The Immokalee Redevelopment Plan was adopted
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by the Board on June 13, 2000. Other specific areas that may be considered by the Board of Count y
Commissioners for redevelopment include, but are not necessarily limited to:
a.Pine Ridge, between US41 North and Goodlette-Frank Road;
b.US 41 North in Naples Park; and
c.Bonita Beach Road between Vanderbilt Drive and the west end of Little Hickory Shores
#1 Subdivision.
The Immokalee Community is governed by the entire Growth Management Plan which includes the
Immokalee Area Master Plan (reference FLUE Policy 4.3), a separate element of the Growth
Management Plan adopted in 1991 and significantly revised in 1997 and 2007. The Master Plan
contains land use designations and policies applicable to the Immokalee area. Significant amendments to
the Immokalee Area Master Plan are under review.
A review of the land use designation and policies that apply for each area is contained in the
individual component section of this document: Section 4 – Immokalee Redevelopment Area
Plan and Section 5 – Bayshore/Gateway Triangle Redevelopment Area Plan.
Section 1.4
CONFORMANCE WITH STATUTORY REQUIREMENTS
Chapter 163, Part III of the Florida Statutes authorizes the creation of Community
Redevelopment Agencies and the development of Community Redevelopment Plans. The
legislation focuses primarily on the creation of Community Redevelopment Agencies, the
powers granted to them and specific criteria of the development of Community Redevelopment
Plans. As part of a Community Redevelopment Agency’s formation, a Community
Redevelopment Plan is created which provides the framework for effective redevelopment of the
Community Redevelopment Area.
The Community Redevelopment Plan is a comprehensive document that provides the details for
redevelopment of the area, including an extensive analysis required by Florida Statutes. In
accordance with Florida Statues, the governing body, in this case the Board of County
Commissioners, may make subsequent changes, amendments or updates to the Community
Redevelopment Plan upon recommendations of the Community Redevelopment Agency.
Modifications to the plan require a public hearing process and appropriate public notification.
The Community Redevelopment Act requires redevelopment plans to be consistent with the
comprehensive growth management plan. This plan is as a whole consistent with the Collier
County Growth Management Plan.
This plan establishes a vision for the community as a whole, the component areas and its
neighborhoods. The CRA’s vision will not be achieved overnight or even in the next five years.
This plan is intended to provide a framework for policy decisions and public improvements over
the next thirty years.
For the purposes of this plan, “encourage” means to support, recommend, endorse or seek
approval of any project, action, program or activity and can also mean to provide incentives and
allocate funds, assets and resources, including participation by staff, employees, contractors,
consultants or others if approved by the Collier County Agency (CRA) and allocated through the
standard operating and procurement guidelines adopted by the Collier County Board of
Commissioners.
5
This plan contains provisions that contemplate actions to be taken by the Board of County
Commissioners (BCC), including various agencies, departments or boards of the County. While
the BCC has adopted this Plan, any recommendations requiring further BCC action will be taken
separately to the BCC to approve and authorize implementation of any such actions.
The Private Sector
The Redevelopment Plan cannot be implemented without the predominant participation of the
private sector. The role of the private sector is to evaluate the effectiveness of an investment
risk in the Redevelopment Area and to pursue development opportunity consistent with the
Redevelopment Plan.
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Section 1.5
The Community Redevelopment Agency
The management structure established to undertake formal redevelopment activities within the
Redevelopment Area is the Community Redevelopment Agency (CRA). Pursuant to the
Community Redevelopment Act, the Collier County Board of County Commissioners declared
itself the CRA. The CRA is a legal entity, separate and distinct from the Board of County
Commissioners.
The Community Redevelopment Agency will use any and all methods of implementing the plan
as authorized by law. The CRA will exercise the powers conferred by statute to take action
within the Redevelopment Area such as will result in economic revitalization consistent with the
Plan. The Board of County Commissioners has the following powers:
•The power to determine an area to be slum or blighted or a combination thereof; to
designate such area as appropriate for a community redevelopment project; and to hold any
public hearings required with respect thereto.
•The power to grant final approval to Community Redevelopment Plans and modifications
thereof.
•The power to authorize the issuance of revenue bonds as set forth in Section 163.385,
Florida Statutes.
•The power to approve the acquisition, demolition, removal or disposal of property and the
power to assume the responsibility to bear loss as provided in Section 163.370, Florida
Statutes.
Community Redevelopment Agency Authority
This Plan will be undertaken in accordance with the provisions of the Community
Redevelopment Act of 1969. The County and the CRA may use any and all methods of
achieving revitalization of the Redevelopment Area as authorized by law. The following
sections generally describe the available development actions.
Property Acquisition
The Act authorizes the County and the Redevelopment Agency to acquire real property in the
redevelopment area by purchase, condemnation, gift, exchange or other lawful means in
accordance with this Plan. The County and CRA may acquire real property within the
redevelopment area as may be necessary for public improvements. These acquisitions will
provide sites for public facilities, eliminate unsafe conditions, removing non-conforming uses, or
overcome diversity of ownership and faulty lot layout which prevent redevelopment and
contribute to the perpetuation of blight in the area.
Whenever possible, the designated property will be acquired through negotiation with current
owners. The property will be acquired through standard Community Redevelopment Agency
procedures. In those instances where negotiation does not result in a mutually satisfactory
agreement, the properties may be acquired by eminent domain proceedings and just
compensation awarded in accordance with Chapter 170, Florida Statutes.
Areas for potential land acquisition and relocation (if necessary) are indicated in the component
sections of this plan. When necessary, as plans are further specified in Phase I (2001-2005)
particular parcels will be identified for acquisition where applicable. Such plans will be subject
to approval by the CRA Board. The following provides the policies which would govern
acquisition, disposition, or relocation activities.
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Land Acquisition Plan and Program
A land acquisition program will be designed to meet the goals and objectives of the
redevelopment plan, while minimizing disruption of the neighborhood fabric to be retained and
reinforced and minimizing acquisition costs.
A land acquisition program could consist of the following components:
•Right of Way Acquisition
•Commercial Project Acquisitions
•Residential Acquisitions for Major Projects
•Residential Acquisitions for Infill
Demolition, Site Preparation and Public Improvement
The County and the CRA may each demolish, clear or move buildings, structures and other
improvements from real property in the redevelopment area which it has acquired and as may
be necessary to carry out the purpose of this plan. In addition, the County and /or the CRA may
construct or cause to be constructed streets, sidewalks, curbs, utilities, lighting, open space,
plazas, landscaping, water elements, and other amenities deemed necessary to implement this
plan.
The County and CRA may change portions of the redevelopment area to be devoted to public
uses, public improvements, and infrastructure.
Disposition Policy
The CRA is authorized under the Act to sell, lease, exchange, subdivide, transfer, assign,
pledge encumber by mortgage or deed of trust, or otherwise dispose of any interest in real
property. To the extent permitted by law, the CRA is authorized to dispose of Real Property by
negotiated sale or lease. All real property acquired by the CRA in the redevelopment area shall
be sold or leased for development for the fair value to further the purpose of this plan and as
determined pursuant to 163.380 (2), Florida Statute ( 2018).
The CRA may reserve such powers and controls through disposition and development
document with the purchasers or lessees of real property from the CRA as may be necessary to
ensure that development begins within a reasonable period of time and that such development
is carried out pursuant to the purpose of this plan.
Interested developers will submit proposals in accordance with Section 163.380, Florida
Statues. Selected developers will be required to execute binding disposition agreements with
the CRA which will safeguard that the provisions of this plan be implemented. The property
may be transferred for fair value subject to the disposition agreement and other conditions or
covenants necessary to ensure that the purpose of redevelopment will be effectuated.
The disposition of all publicly owned or assembled land will be subject to objective and clearly
defined standards and procedures which will assure timely re-uses and improvements to
property in accordance with the plan and its development controls. Guidelines may include but
are not limited the following activities:
•Site Re-Use Guidelines
•Preferred Redeveloper Designation
•Competitive Private Developer Selection
•Terms of Property Conveyance
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• Development Controls and Design Review
• Residential Relocation
• Commercial Relocation
The CRA’s Relocation Procedures are described in Section 6 of this Plan.
Section 1.6
Duration, Modification and Severability of the Plan
The 2000 plan was approved with a 30-year time frame. The 2022 amendment will extend the
term of the Immokalee Redevelopment Area to 2052 as allowed by Section 163.387(2)(a),
Florida Statues. From time to time during the term of this plan, the CRA may amend or modify
this Plan.
The provisions of this Plan are severable, and it is the intention of the County and the CRA to
confer the whole or any part of the powers, goals, objectives and actions herein provided for
and if any of the provisions of this Plan or any action implementing any provisions of this Plan
shall be held unconstitutional, invalid or void by any court of competent jurisdiction, the
decisions of said court shall not affect or impair any of the remaining provisions of this Plan. It is
hereby declared to be the intent of the County and the CRA that this Plan would have been
adopted and implemented had such unconstitutional, invalid or void provision or action not been
included herein.
Section 2
FINANCIAL PLAN
A viable financing program for redevelopment requires a strong commitment from the public and
private sector. The key to implementation the public actions called for in this plan is attracting
private market investment and the additional ad valorem tax revenue it produces. To carry out
redevelopment, the CRA will use all available sources of funding from local, state and federal
government and the private sector.
It should be noted that the following Financial Plan is intended as a guide for funding
redevelopment activities in the Redevelopment Area. Flexibility is essential. The timing, cost
and tax revenue impact of private investment is, at best, a projection based upon existing
knowledge. Interest rates, construction costs, and national economic conditions will vary and
cause revisions in investment decisions.
Section 2.1
Funding Sources
Tax Increment Financing
Redevelopment of the Redevelopment Area will require a substantial financial investment on the
part of the Community Redevelopment Agency. As provided for under the Community
Redevelopment Act of 1969, the principal source of funding for the Redevelopment Agency will
be through the mechanism of Tax Increment Financing.
Tax Increment Financing (TIF) realizes the incremental increase in property tax revenues
resulting from redevelopment and uses it to pay for public improvements needed to support and
encourage new development. TIF is designed to allow local government to finance, over a term
of years, front-end costs involved in the redevelopment of blighted areas. By using this tool a
local government can develop and adopt a redevelopment plan, repave or reroute streets,
provide other public improvements and open space, provide housing, provide redevelopment
assistance or incentives and acquire property within the redevelopment area for redevelopment.
Eligible activities, under current law, include but are not limited to, the acquisition of land and
improvements, relocation of displaced residents, demolition of deteriorated structures, site
preparation, infrastructure improvements plus housing and commercial development and other
activities implementing this plan.
Use of Tax Increment Revenues
Under Florida legislation, increment revenues can be used for the following purposes when
directly related to redevelopment:
$Administrative and overhead expenses incidental to a redevelopment plan.
$Redevelopment planning and analysis.
$Acquisition of real property in the redevelopment area.
$Clearance and preparation of redevelopment sites, and relocation costs.
$Repayment of indebtedness and payment of expenses incidental to indebtedness.
$Development of affordable housing within the redevelopment area.
$Development of community policing innovations.
$Construction streets, utilities, parks, public areas, parking garages, and other improvements
necessary to carrying out the redevelopment plan.
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The greatest single source of funding for the Community Redevelopment Agency will come from
tax increment revenues determined by growth in certain real property tax revenues within the
Redevelopment Area. For the purpose of calculating the amount of tax increment revenues the
frozen tax base is the final 1999 tax roll.
Projected tax increment revenues for each component area is included in the Component
sections of this Plan.
Section 2.2
Other Funding Sources
To make the most effective use of Tax Increment Revenues, the CRA and the County will use
other County, State and Federal funding sources as appropriate and available to carry out the
provisions of this plan. The Financial Plan assume that funds for the public expenditures
identified in the Redevelopment Plan will be obtained from several sources in addition to Tax
Increment Financing.
Advances and Loans
The Community Redevelopment Agency shall have the power to borrow money and accept
advances from any source, public or private, including the County for any lawful purpose in
connection with the redevelopment program. Tax Increment Revenues or any other funds
deposited into the Redevelopment Trust Fund, which are not otherwise obligated shall be
available for repayment of such loans or advances.
Tax Increment Revenue Bonds
When authorized by the Board of County Commissioners, the CRA may issue redevelopment
revenue bonds, notes or other obligations to finance the undertaking of any community
redevelopment project activity, including the payment of principal and interest upon any loans
and retirement of bonds or other obligations previously issued. The security for such bonds
may be based upon the anticipated tax increment revenues and such other revenues as may be
legally available.
Grants
The Community Redevelopment Agency may apply for local, state or federal grants that may be
applicable to implementation of the redevelopment goals outlined in this Plan. Tax Increment
revenues may be used to match grant dollars if necessary.
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Section 3
NEIGHBORHOOD IMPACT ELEMENT
Since the redevelopment area contains low- and moderate-income housing, Section 163.362(3)
Florida Statutes requires that the redevelopment plan contain a neighborhood impact element
which…
describe in detail the impact of the redevelopment upon the residents of the
redevelopment area and the surrounding area in terms of relocation, traffic
circulation, environmental quality, availability of community facilities and services,
effect on school population, and other matters affecting the physical and social
quality of the neighborhood.
The structure of the Redevelopment Plan was specifically organized to minimize housing and
residential neighborhood impacts while emphasizing neighborhood enhancement, particularly in
those areas containing affordable housing stock. The intensive redevelopment activities
recommended in the plan concentrate on existing commercial and semi-industrial areas. Each
component section contains a Neighborhood Impact Element.
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SECTION 4
Immokalee Redevelopment Area Plan
Second Amendment
April 2022
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Section 4 Immokalee Community Redevelopment Area 4.1 Introduction
The 2022 Immokalee Redevelopment Plan provides an updated vision and approach to redevelopment of
the Immokalee Community Redevelopment Area (ICRA), depicted in Figure 4-1 below.
Figure 4-1 - Immokalee Community Redevelopment Area Boundary Map
The Plan is based on data and analysis and community input, serving as a framework to guide future
redevelopment activities to eliminate blighted conditions that were identified in 2000 and continue today.
It includes a list of potential capital projects and programs that could be funded by tax increment revenues
generated within the ICRA. Leveraging the tax increment revenues with other funding sources will be a
priority in order for major capital projects to be completed. The Plan should be reviewed every five years
to adjust to market and community needs. As part of the ongoing plan review, this 2022 Immokalee
Redevelopment Plan has been prepared for the Board of County Commissioners (BCC) to adopt as an
amendment to the Community Redevelopment Plan with a timeframe extension applicable to the ICRA
through 2052.
While the ICRA is separate and unique from the Bayshore Gateway Triangle Community Redevelopment
Area (BGTCRA), the two areas are consistent with approaches to identifying project prioritization and
general requirements required by Florida Statutes. Several subsections within each area plan are similar
by design.
This Plan outlines five goals for future redevelopment efforts based on community input: Celebrating
Culture, Economic Development, Housing, Infrastructure, and Implementation/Administration.
Within this 2022 Immokalee Redevelopment Plan, the acronym ICRA is used to refer to the Immokalee
Community Redevelopment Area, and the acronym CRA is used to refer to the Community
Redevelopment Agency or staff of the Community Redevelopment Agency. Use of the acronym BCC in
this document refers to the Board of County Commissioners.
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4.2 Goals
This Redevelopment Plan recognizes that goals are interconnected, and together they will move the
community forward to achieve this over-arching vision for the Immokalee Community Redevelopment
Area: Vision for Immokalee – A rural community that provides safe and affordable multigenerational living opportunities, interconnected pedestrian and transportation connections, a pristine environment, and a thriving economy that celebrates a diverse culture.
Goal 4.2.1 Celebrating Culture: Create a Cultural Destination Preserve and enhance the rich mix of cultures and heritage in Immokalee and embrace new ones as they are identified. Objective 4.2.1.1 Educate residents and visitors on the cultures in Immokalee.
Strategy 1 Partner with the Collier County Museum and Parks and Recreation and other
organizations to develop and expand signature events such as the Cattle Drive.
Strategy 2 Use architectural features and colors to distinguish cultural identities.
Strategy 3 Use public art to educate the community on the cultures and history of Immokalee.
Strategy 4 Support the expansion of culinary experiences in the community, celebrating the rich
diversity of food and the fresh produce that are available in Immokalee.
Strategy 5 Investigate the development of a “Cultural Trail” connecting key landmarks and points of
interest that reflect historic and culturally significant places throughout the community.
The Trail can educate both residents and visitors while promoting ecotourism. Objective 4.2.1.2 Create the Immokalee brand.
Strategy 1 Develop a new logo and tag line that celebrates the cultures of Immokalee including its
legendary athletes, farming, cattle ranching, and multi-ethnic population. Include input
from the Seminole Tribe of Immokalee.
Strategy 2 Develop an Immokalee Ambassador program that involves educating local residents on
the Immokalee brand so they become spokespersons for Immokalee.
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Strategy 3 Develop a marketing campaign to educate the residents of Collier County, Lee County,
and the region on the Immokalee brand.
Strategy 4 Enhance gateways and corridors to showcase the Immokalee brand.
Strategy 5 Encourage investment in the public realm to reinforce the Immokalee brand through
incentives and regulatory changes. Collaborate with both public and private developers
to enhance the character of the community.
Strategy 6 Engage the business owners and organizations to coordinate branding efforts.
Strategy 7 Coordinate with the Seminole Tribe of Immokalee to showcase the Immokalee brand. Objective 4.2.1.3 Immokalee Cultural Center
Strategy 1 Coordinate with other Collier County Divisions, such as the Museum, Library, Parks and
Recreation, and Tourism, to incorporate the Immokalee brand into their facilities during
renovations and new construction.
Strategy 2 Define the concept of a “Cultural Center” and evaluate existing community facilities to
determine feasibility of incorporating the Cultural Center into an existing or renovated
center or the development of a new Cultural Center.
Goal 4.2.2 Economic Development Strengthen the economic health of Immokalee. Objective 4.2.2.1 Collaborations and Partnerships
Strategy 1 Support the local Chamber of Commerce to become a one-stop shop for business
development, promotions, and event hosting.
Strategy 2 Support and participate in the State of Florida Rural Area of Opportunity designation for
the Immokalee Community.
Strategy 3 Support local career fairs to assist with local company hiring and employee training.
Strategy 4 Support the enhancement of the Federal Opportunity Zone program in rural areas to
expand incentives.
Strategy 5 Collaborate with the Collier County Airport Authority to market economic development
opportunities at the Immokalee Regional Airport.
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Objective 4.2.2.2 Immokalee Regional Airport
Strategy 1 Support development at the Immokalee Regional Airport as an economic development
catalyst for the community.
Strategy 2 Develop a “shovel ready” site at the Airport with an approved set of building plans to
encourage new business development at the Airport.
Strategy 3 Highlight the establishment of the Immokalee Readiness Center – U.S. National Guard and
Collier County Mosquito Control facilities at the Airport.
Strategy 4 Support efforts by the Immokalee Regional Airport to expand industrial development
opportunities including the development of an industrial park.
Strategy 5 Coordinate with the State of Florida Economic Development Agencies to market the
Immokalee Regional Airport.
Strategy 6 Support efforts by the Immokalee Regional Airport to seek grant funds to improve
infrastructure and building square footage at the Airport.
Strategy 7 Collaborate with Collier County to promote the County’s Certified Site Program (CSP) to
attract and retain industrial development at the Airport. Objective 4.2.2.3 Establish Immokalee as a regional opportunity for manufacturing and distribution.
Strategy 1 Support the expansion of existing and new transportation corridors serving the region
including the State Road 29 Bypass or loop road.
Strategy 2 Establish quarterly meeting updates with Hendry and Glades County to exchange
information on opportunities and challenges for the region.
Strategy 3 Develop partnerships with new towns developing in Eastern Collier County to encourage
a regional approach to economic development that will include the Immokalee
Community as an option to consider for business development.
Strategy 4 Collaborate with Collier County to promote the County’s Certified Site Program (CSP)
within the community to attract new commercial and industrial development. Provide
incentives to encourage private sector participation in the program.
Strategy 5 Develop incentives to encourage business development and expansion.
Strategy 6 Coordinate with Collier County to provide and maintain an accurate database of available
properties and assist with marketing those properties to end users.
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Objective 4.2.2.4 Expand commercial opportunities in Immokalee to reduce gaps of retail industry groups.
Strategy 1 Support the development of a Business Retention and Expansion Program for existing
retail establishments. The program should include site visits, education on existing
programs, and incentives.
Strategy 2 Use retail demand assessments to prepare and maintain a target list of retail industry
groups.
Strategy 3 Develop incentive programs, including but not limited to Tax Increment Incentives, to
attract the targeted groups.
Strategy 4 Develop incentive programs to attract the development of new retail space that can
provide lease opportunities to small businesses to provide a mix of products and services
in Immokalee.
Strategy 5 Partner with the Collier County Economic Development Office, Chamber of Commerce
and other economic development organizations to market available properties and
incentives to target industries.
Strategy 6 Develop incentives to eliminate any “food deserts” identified in the community in
coordination with community partners such as the Interagency Council.
Strategy 7 Develop the Main Street Initiative to improve appearance, mix of uses, infill development
to reflect the “center” of commercial activity for Immokalee.
Strategy 8 Continue to fund the Commercial Façade Improvement Program which provides design
services and financial assistance to encourage building renovations that will enhance the
community. Review the program periodically and revise as needed. Objective 4.2.2.5 Support the expansion of medical services, both not‐for‐profit and private sector services, to provide quality health care including but not limited to 24‐hour urgent care, 24‐hour pharmacies, testing laboratories, mental health services, assisted‐living, and memory and palliative care.
Strategy 1 Participate in the Immokalee Inter-Agency and Immokalee Unmet Needs Coalition to
identify needs and develop potential incentives to assist with recruitment of services.
Strategy 2 Partner with other agencies to recruit and/or expand services in Immokalee.
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Objective 4.2.2.6 Support local business startups and expansions.
Strategy 1 Support the development of an Entrepreneurial Support Organization to collaborate on
training and services for small business development and expansion. Members may
include Goodwill, SCORE, Small Business Development Association and microloan
providers.
Strategy 2 Provide incentives for small business start-up and expansion. Objective 4.2.2.7 Expand educational and training opportunities.
Strategy 1 Coordinate with Collier County School Board to maintain and expand training programs
within the Immokalee Community.
Strategy 2 Support alternative transportation options to facilitate attendance at training classes
outside the community. Objective 4.2.2.8 Expand tourism as a component of the Immokalee economic base.
Strategy 1 Support the further development and maintenance of destination hubs in Immokalee
including: Roberts Ranch, Peppers Preserve, and Lake Trafford. Support services that help
the expansion of these destination hubs.
Strategy 2 Develop a marketing program to highlight the destinations.
Strategy 3 Coordinate with other Collier County Divisions to promote the Immokalee Community as
a tourist destination.
Strategy 4 Identify sites as potential corporate retreats and coordinate the steps necessary to bring
those sites forward for future consideration for the conference and corporate travel
sector. Objective 4.2.2.9 Develop Immokalee as a food destination.
Strategy 1 Develop and maintain a database of food venues and food manufacturers.
Strategy 2 Develop culinary events that highlight the diverse food options.
Strategy 3 Coordinate with and support the Immokalee Culinary Accelerator to promote and expand
businesses.
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Strategy 4 Develop incentives to create opportunities for graduates of the Culinary Accelerator to
stay in the Immokalee Community.
Strategy 5 Partner with agricultural businesses to evaluate and support opportunities for
agrotourism. Objective 4.2.2.10 Expand the availability and quality of internet service, broadband, and beyond.
Strategy 1 Prepare and maintain an inventory of available computer and internet service providers
in Immokalee.
Strategy 2 Support rural broadband internet access initiatives and evaluate the potential to initiate
a broadband program for the Immokalee Community.
Goal 4.2.3: Housing Provide a mix of housing types and price points to allow for safe, high‐quality dwelling unit options in Immokalee. Objective 4.2.3.1 Support multigenerational housing opportunities in Immokalee.
Strategy 1 Update the 2011 Immokalee Housing Condition Inventory every five years to identify
current conditions and evaluate progress on housing improvements.
Strategy 2 Coordinate with Collier County to evaluate Land Development Code regulations to
support the development of accessory dwelling units.
Strategy 3 Collaborate with housing providers to leverage funds and seek additional funding to
expand housing options in Immokalee.
Strategy 4 Partner with housing providers to create incentives for housing rehabilitation and
replacement, including the replacement of mobile/manufactured homes built prior to
1994 as identified in Collier County SHIP guidelines.
Strategy 5 Coordinate with housing agencies and providers to promote strategies to maintain and
improve the affordable housing inventory and add housing to serve a mix of income
levels.
Strategy 6 Partner with Collier County to develop or expand programs to improve affordable housing
options (no more than 30% of gross income is spent on housing costs, including utilities)
for both housing renovations and new construction.
Strategy 7 Collaborate with housing providers to establish transitional housing options for the
homeless population in the community.
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Objective 4.2.3.2 Neighborhood Initiative: Create a holistic approach to neighborhood revitalization to improve infrastructure, housing, and safety.
Strategy 1 Support the Immokalee Area Master Plan Neighborhood Planning Initiative to develop
neighborhood improvement plans based on the Neighborhood Map (Exhibit A).
Strategy 2 Improve vacant and nuisance properties to restore community appearance and safety.
Strategy 3 Partner with Code Enforcement, Collier County Sheriff’s Office, and Community Task
Force to bring properties into Code compliance.
Strategy 4 Support Community Policing initiatives where identified as a need during neighborhood
planning efforts.
Strategy 5 Develop incentives to facilitate the development and redevelopment of residential
properties to enhance neighborhoods with housing, recreational amenities, or
community gardens.
Strategy 6 Evaluate a land acquisition program to acquire properties that have Code violations, tax
liens, or other blighted conditions so they may be redeveloped.
Strategy 7 Coordinate with Collier County housing staff, regulators, and housing providers to review
and consider incentives to improve the types, quantity, and quality of housing in the ICRA.
Goal 4.2.4: Infrastructure Maintain a high quality of life for all residents and visitors of Immokalee. Objective 4.2.4.1 Improve water quality by partnering and supporting stormwater improvements.
Strategy 1 Coordinate with County Divisions to ensure stormwater improvements are implemented
at the time of other infrastructure projects.
Strategy 2 Support the implementation of the Immokalee Stormwater Master Plan through
partnerships with Collier County in efforts to construct improvements and pursue grants
and funding opportunities. Objective 4.2.4.2 Promote and improve walking as a safe and inviting mode of travel through a comprehensive network of pedestrian facilities.
Strategy 1 Evaluate any new development project and identify the opportunity to incorporate the
principles of complete streets when feasible to increase the safety of commuters walking
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or using transit to get to work through design and construction of sidewalks, stormwater
improvements, streetlighting, road resurfacing and striping, broadband, and shade trees.
Strategy 2 Collaborate with other County Departments to efficiently use resources to complete the
Sidewalk Master Plan. (See Exhibit B for Sidewalk Master Plan)
Strategy 3 Coordinate with partners to implement the Sidewalk Master Plan. (See Exhibit B for
Sidewalk Master Plan)
Strategy 4 Complete improvements identified in Sidewalk Master Plan Focus Area 1 and Focus Area
2 as funds become available.
Focus Area 1 – Lake Trafford Road Area (see Exhibit B-Map 2)
Focus Area 2 -South Immokalee (see Exhibit B-Map 3)
Strategy 5 Distribute public awareness notices or materials about the rights and responsibilities of
pedestrians.
Strategy 6 Support walking as a recreational activity and evaluate the feasibility of a walking trail
around the South 9th Street and West Eustis Avenue stormwater pond.
Strategy 7 Coordinate with County and State agencies and non-profit organizations to plan and
implement local and regional trail and pathway connections. Objective 4.2.4.3 Promote mobility through interconnected street patterns and improved roadway conditions.
Strategy 1 Support Collier County initiatives to bring all public roads up to County standards.
Strategy 2 Assist Collier County in the implementation of a program to bring private roads up to
County acceptance standards. Objective 4.2.4.4 Improve and maintain water quality standards and waste management services.
Strategy 1 Support and coordinate with Collier County Waste Management Division to educate
commercial and residential customers on the benefits, policies, and procedures to
provide a clean environment and improve the aesthetic appearance of the community.
Strategy 2 Develop initiatives and incentives that facilitate the proper disposal of trash and
recyclables by businesses and residents.
Strategy 3 Coordinate with Collier County to support the Collier County Adopt the Road program to
educate the community on the program and encourage participation.
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Objective 4.2.4.5 Maintain a high quality of life for all residents and visitors of Immokalee through recreational opportunities.
Strategy 1 Partner and coordinate with Collier County Parks and Recreation to provide high quality
recreational opportunities in the community. (See Exhibit C for Parks and Open Space
Map)
Strategy 2 Support the enhancement and maintenance of recreational facilities that serve a multi-
generational and culturally diverse population through partnerships with Collier County
Parks and Recreation, private donors, and nonprofit organizations.
Strategy 3 Support the addition of amenities that will increase visitor use at tourist destination
locations including Lake Trafford, Roberts Ranch, and Pepper Ranch.
Strategy 4 Continue to support Zocalo Park as a Main Street amenity and a safe and well-maintained
community gathering place. Objective 4.2.4.6 Improve transit services in Immokalee.
Strategy 1 Support expanded transit services and choices in Immokalee.
Strategy 2 Partner with Collier Area Transit (CAT) to complete transit amenities at bus stops. (See
Exhibit D for Transit Stop Improvements Map)
Strategy 3 Support efforts that improve the interconnectivity of the street network to expand transit
opportunities.
Strategy 4 Evaluate options to provide on-demand shuttle service (micro-transit) between homes
and transit stops and support, if feasible.
Strategy 5 Partner with CAT to improve access, frequency, and expanded times of transit service. Objective 4.2.4.7 Maintain and improve coordination with private and independent service and utility providers such as Immokalee Water and Sewer, Immokalee Fire Control District, Lee County Electric Cooperative (LCEC) and others.
Strategy 1 Invite partners to participate in ICRA goal setting workshops and preliminary project kick-
off meetings to discuss the development of conceptual designs.
Strategy 2 Partner with service providers to ensure adequate services are available to meet future
demand.
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Strategy 3 Inform utility agencies and service providers of redevelopment goals and objectives, and
work with them toward aligning their planning of service level improvements.
Goal 4.2.5 Implementation/Administration Maximize resources through collaboration between County, State, and Federal agencies to achieve the CRA goals and objectives. Objective 4.2.5.1 Comply with fiscal, legal, and ethical standards as required by Federal, State, and local mandates.
Strategy 1 Provide opportunities for training on redevelopment laws, ethics, and plan
implementation for the CRA Board, Advisory Board members, and staff.
Strategy 2 Comply with State reporting requirements. Objective 4.2.5.2 Where applicable, seek funding partners and grants to implement the Redevelopment Plan and leverage resources.
Strategy 1 Provide administrative support consistent with Florida Statutes to implement the plan.
Strategy 2 Actively participate in organizations that are aligned with the goals and objectives of the
Plan to identify potential partnerships to leverage resources.
Strategy 3 Develop a project evaluation checklist to verify projects are in alignment with Plan goals.
Strategy 4 Conduct a quarterly review of Plan implementation and a five-year Plan review to
evaluate and recommend necessary amendments to align the goals, objectives, and
strategies and funding with conditions of the community at the time of review. Objective 4.2.5.3 Coordinate with the Immokalee Beautification Municipal Service Taxing Unit (MSTU).
Strategy 1 Incorporate the Immokalee Beautification MSTU into planning and implementation
processes for ICRA improvements.
Strategy 2 Coordinate and partner with the Immokalee Beautification MSTU to leverage funding for
project implementation.
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Objective 4.2.5.4 Ensure a targeted and balanced distribution of CRA planning and implementation efforts.
Strategy 1 Account for both need-based and geographic considerations in the distribution of
planning and implementation efforts.
Strategy 2 Identify street blocks or neighborhoods for targeted comprehensive improvements with
a focus on blocks or neighborhoods that have already received some improvements.
Strategy 3 Provide education and support to help ensure that improvements are properly
maintained.
Strategy 4 The CRA will coordinate with Collier County Growth Management Department for
updates to the Land Development Code to support redevelopment in Immokalee.
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4.3 Background and Baseline Data
On March 14, 2000, the Board of County Commissioners (BCC) made a determination that a blighted area
existed in the area now known as the Immokalee Community Redevelopment Area and there was a need
for a redevelopment agency to implement the revitalization of this blighted area. Based on this
determination, the BCC adopted Resolution 2000-82 and Resolution 2000-83 establishing the Collier
County Community Redevelopment Agency (CRA) pursuant to Chapter 163, Part III, Florida Statutes.
The members of the BCC are also the members of the Collier County CRA. The Collier County CRA covers
two redevelopment areas: the Bayshore Gateway Triangle Community Redevelopment Area and the
Immokalee Community Redevelopment Area. The redevelopment efforts are guided by the Community
Redevelopment Plan. The Community Redevelopment Plan was originally adopted in 2000 (Resolution
2000-181) for a thirty-year timeframe with expiration in 2030. The Community Redevelopment Plan is
made up of three components: matters relating to the Collier County CRA, the Redevelopment Plan
initiatives for the Immokalee area, and the Redevelopment Plan initiatives for the Bayshore Gateway
Triangle area. This Section 4, including the exhibit series in Section 4.6, contains Redevelopment Plan
initiatives specific to the Immokalee area. In 2019, the BCC adopted an amendment to the Community
Redevelopment Plan which updated the map for the ICRA boundaries (Resolution 2019-75).
Redevelopment efforts are primarily funded using tax increment revenues as outlined in Ordinance 2000-
042 which established the CRA Trust Fund. About Immokalee
Immokalee means “my home” in the Mikasuki language. Located in eastern Collier County, Immokalee
started as a cattle ranch town in the 1800s and has grown into a culturally diverse rural agriculture
community, rich in history. The community is known as the prime producer of winter vegetables for the
eastern United States. The Immokalee Urban designated area is a community of approximately 30 square
miles, or ±17,116 acres; the Redevelopment Area boundary extends beyond the urban area boundary and
contains a total of +24,386 acres, including Lake Trafford and lands designated as Rural Land Stewardship
Areas on the Collier County Future Land Use Map. Located approximately 40 miles from the award-
winning Naples Paradise Coast, there are significant differences in housing stock, income levels, and
education attainment between Immokalee and coastal Collier County.
The Seminole Tribe of Florida owns approximately 600 acres of land in the southern part of Immokalee.
As of 2021, there were 161 members of the Tribe living on the Immokalee Seminole Tribe Reservation.
The Seminole Tribe owns and operates the Immokalee Casino which is a major destination for visitors and
residents in Collier County. The Immokalee Casino, which opened in 1994, is one of seven casinos the
Tribe owns. The Casino has expanded over the years and now includes a 99-room hotel and 10,000 square
foot event space. The Tribe is currently building a Trading Post on Immokalee Road and a new Medical
Clinic and Public Safety Building to serve the Tribal members on ten acres of Tribal land along Seminole
Crossing Trail. Future plans include adding additional housing, a Multiuse Sports Complex, swimming pool,
and Senior Center.
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Vision Statement: Immokalee Area Master Plan (2019)
In 2018, the Collier County Growth Management Department began a restudy of the Immokalee Area
Master Plan (IAMP), a separate element of Collier County’s Comprehensive Plan. The IAMP includes two
main parts: The Goals, Objectives, and Policies (GOPs) and the Land Use Designation sections. The
Immokalee Local Redevelopment Planning Board (Advisory Board) and CRA staff were involved in the
process of engaging the public and putting forth updates to the IAMP. In December 2019, the BCC adopted
the new IAMP, which explains the Immokalee community’s vision as follows:
The 2019 Plan focuses on redefining its future, revitalizing its community and developing
a new mission that focuses on strengthening and diversifying its economy, embracing
cultural diversity, and welcoming visitors to “this place we call home.” The community
defined its vision as:
Immokalee is a family‐oriented community that supports a healthy lifestyle. It is attractive,
environmentally sustainable and offers a full range of housing, recreation and education
opportunities to meet all residents’ needs. Immokalee has a safe, well‐ connected network
to walk and bicycle about town, as well as a roadway network needed to support the
transport of goods and services. Business and job opportunities flourish in trade and
distribution, agri‐business, and ecotourism.
The GOPs of the Immokalee Area Master Plan set forth the strategies to achieve this vision. This 2022
Immokalee Redevelopment Plan builds on and is consistent with the 2019 Immokalee Area Master Plan. Redevelopment Plan Update Process
At the start of preparation of this 2022 Redevelopment Plan, the goals, objectives, policies and status of
implementation of the existing 2000 Redevelopment Plan and the 2019 Immokalee Area Master Plan were
reviewed. To further understand current conditions and projected conditions going forward, data
collection and spatial and quantitative analysis was conducted beginning in December 2020. The findings
of this review and analysis were then presented to the community in March 2021 to validate goals and
objectives and gather input. Community outreach included hybrid (in-person and virtual) community
presentations to the Advisory Board and other community organizations, online surveys, small group
sessions and one-on-one interviews. Eight primary themes were initially identified and discussed as areas
of focus for the community: culture; recreation; economic development; community facilities; housing;
transportation; ecotourism and agrotourism; and stormwater. Generally, the themes and goals identified
in the 2019 Immokalee Area Master Plan were validated, and the breadth of community input
demonstrated that there is high level of engagement and a significant number of needs in Immokalee.
Through the community engagement process, the focus areas for the 2022 Redevelopment Plan were
identified as: celebrating culture, economic development, housing, and infrastructure. See Exhibit E for a
summary of the input received.
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2000 Immokalee Redevelopment Plan & Implementation Review
The 2000 Immokalee Redevelopment Plan included the following three goals:
Economic Development Goal: Diversify the economic base of the community by focusing
on agricultural production, processing and research; industrial development including
manufacturing, distribution and aviation services; and nature tourism.
Housing Goal: To provide safe, affordable housing to all zone residents.
Community Image Goal: To enhance the image and the perception of the Community as
a safe, friendly; family-oriented small town.
The redevelopment efforts over the past nineteen years can be witnessed throughout the community.
Improvements to stormwater systems, pedestrian safety, public realm, and the development of quality
affordable housing has resulted in increased property values and quality of life.
The tax increment revenues generated over the past 21 years totals $10,309,035. Some key projects over
the past 19 years were achieved using tax increment financing (TIF) funds or by leveraging TIF funds with
grant funds as listed below:
2007 Allocation of $250,000 in TIF funds to assist with the establishment of a Florida State
University (FSU) School of Medicine rural health training center in Immokalee.
2008 Allocation of $600,000 in TIF funds for the infrastructure development of Esperanza Place
located on Immokalee Drive, which includes 62 affordable housing owner-occupied units
and 176 affordable housing rental units.
2010 The CRA was awarded $3.5 million in Disaster Recovery Initiative (DRI) funds from Collier
County Community & Human Services for Phase I of the Downtown Immokalee
Stormwater Improvement Project. The project was completed in 2012 which consisted of
approximately 17,000 linear feet of new concrete drainage pipe, 200 drainage structures,
110 square yards of asphalt restoration, 52,000 square yards of sod and a 6.5-acre
stormwater retention pond.
2012 The CRA was awarded $994,000 Community Development Block Grant (CDBG) for the
land acquisition of two parcels (0.58 acres) and the construction design build activities for
properties located at the corner of 1st Street and Main Street to establish a “gateway”
public plaza (now known as Zocalo Public Plaza) into the Immokalee Community. The
construction of First Street Zocalo Public Plaza was completed. Creating a public gathering
place for community activities and host of the annual Holiday Tree lighting event.
2014/2015 Two projects were completed to implement the Immokalee Stormwater Master Plan.
Immokalee Drive & North 16th Street Project and Colorado Avenue from South First to
South Ninth Streets. Funding sources included TIF funds, South Florida Water
Management District, and Florida Department of Economic Opportunity grant funds
totaling approximately $3,500,000.
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2016 The CRA was awarded $600,000 in CDBG funds to construct Phase 1 Sidewalk
improvements in the South Immokalee area. An additional $141,498 in TIF funds and
MSTU funds were used to complete the project. Construction was completed in March
2018.
2018 The CRA was awarded $676,365 in CDBG funds to construct Phase 2 Sidewalk
improvements in the South Immokalee area. The project was achieved using TIF funds of
$220,070 and MSTU funds of $94,679. The project was completed in 2021.
2018 The CRA awarded a $30,000 grant to Residential Options of Florida (ROOF) for renovations
to a single family home to establish Independence Place located in Immokalee, providing
affordable housing to individuals with special needs.
Additionally, TIF funds have been used for the Immokalee Commercial Façade Improvement Grant
Program. Since the program’s inception in 2008, the CRA has awarded approximately $295,000 to 17
businesses to improve the façades of existing buildings.
The CRA has successfully partnered with other Collier County Divisions including Parks and Recreation,
Collier Area Transit, and Stormwater to leverage funding to improve Immokalee. Ongoing dialogue with
Collier County Code Enforcement and the Collier County Sheriff’s Department has resulted in safer
neighborhoods and improved the general quality of life in Immokalee.
Non-profit organizations in Immokalee have established a network of high-quality community services
and well-designed facilities including a charter school, day care facilities, and student learning and after-
school centers. The overall quality of the housing stock has improved over the years as non-profit housing
developers have constructed both farmworker rental housing and fee simple single family affordable
housing units. Initiatives of the 2000 Immokalee Redevelopment Plan
The CRA was created to facilitate the physical and economic revitalization and enhancement of the
community. CRAs cannot exercise authority until a finding of necessity is determined by county or
municipality, as required by Section 163.355, Florida Statutes. This determination must be adopted and
supported by data and analysis finding that the conditions in the area meets specific criteria described in
Section 163.340, Florida Statutes. The main conditions of blight identified as part of the 2000 planning
process remain valid and part of the CRA’s purpose going forward. Figure 4-2 provides an overview of
these findings and identifies the Goals, Objectives, Strategies and actions and projects in the 2022
Redevelopment Plan that work toward continuing to address these conditions.
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Figure 4-2 –2022 Plan Goals & Initiatives that Address 2000 Plan Issues
Findings of Blight
Conditions in 2000 Plan Sub-Issues in 2000 Plan 2022 Redevelopment
Plan
Predominance of
defective or
inadequate street
layout
• Inadequate street layout and design
• Lack of shoulders and guardrails along
streets adjacent to deep and wide
drainage swales
• Poor access to commercial and industrial
parking and access problems
• Few sidewalks available for a
predominately pedestrian population
• A general lack of neighborhood
connections to each other
Goal 4.2.4
Infrastructure
Exhibit B Sidewalk
Master Plan
Exhibit Q Framework
Map
Section 4.4.1 Action
Plan - Neighborhood
Revitalization Initiative
Faulty lot layout in
relation to size,
adequacy, accessibility,
or usefulness
• Many C-4 and C-5 lots do not meet
minimum lot size and lot width
• Existing buildings are frequently non-
conforming (lot width, size, setbacks, and
buffers)
• Majority of RMF-6 lots are non-
conforming, and rebuilding would require
variance
• 50% of platted lots in South Immokalee
are non-conforming
• Majority of mobile home parks do not
meet minimum standards and permitted
densities
Goal 4.2.3 Housing
Objective 4.2.5.4
Section 4.4.1 Action
Plan - Neighborhood
Revitalization Initiative
Unsanitary or unsafe
conditions
• Many households lack complete plumbing
for exclusive use
• Renter occupied units are overcrowded
• Lack of sidewalks
• Lack of street lighting in residential
neighborhoods
• Inefficient wide, deep open swales in
South Immokalee
• Lack of adequate dumpsters
Goal 4.2.3 Housing
Goal 4.2.4
Infrastructure
Exhibit B Sidewalk
Master Plan
Exhibit Q Framework
Map
Section 4.4.1 Action
Plan - Neighborhood
Revitalization Initiative
Deterioration of site or
other improvements
• Surface water management problems
(flooding on local roads)
Goal 4.2.4
Infrastructure
Section 4.4.1 Action
Plan
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Findings of Blight
Conditions in 2000 Plan Sub-Issues in 2000 Plan 2022 Redevelopment
Plan
Tax or special
assessment
delinquency exceeding
the fair value of the
land
N / A Objective 4.2.3.2
Neighborhood Initiative
Diversity of ownership
or defective or unusual
conditions of title
which prevent the free
alienability of land
within the
deteriorated or
hazardous area
N / A
Objective 4.2.3.2
Neighborhood Initiative
Baseline Data
The following information provides a general overview of the current conditions in Immokalee that helped
guide the development of goals, objectives, and strategies of this 2022 Immokalee Redevelopment Plan.
Population Data
Population data was collected from 2019 U.S. Census data in the Census Designated Place (CDP) of
Immokalee, as indicated within the boundary outlined on the map below. The Immokalee CDP had a total
population of 25,855. The following tables provide additional population data on the Immokalee CDP.
The Immokalee CDP boundary is smaller than the Immokalee CRA boundary but represents the best
available data dataset for analysis.
GEOGRAPHY
POPULATION PER SQUARE MILE 1,064
LAND AREA IN SQUARE MILES 22.7
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FAMILY & LIVING ARRANGEMENTS
HOUSEHOLDS 5,985
PERSONS PER HOUSEHOLD 4.32
LIVING IN SAME HOUSE 1 YEAR AGO 80.8%
LANGUAGE OTHER THAN ENGLISH SPOKEN AT HOME 80.0%
Since the Collier County Property Appraiser also collects housing information, additional data was
obtained specifically for the Immokalee CRA. Based on January 2020 Collier County Property Appraiser
information, there are a total of 6,870 housing units in the ICRA. Of the total units, 47% or 3,237 are
classified as Single Family; 2,313 are classified as Multi-Family; and 1,320 are classified as mobile homes.
See Exhibit F for a map of these housing types within the ICRA.
HOUSING UNITS
OWNER-OCCUPIED HOuSING 37.8%
MEDIAN VALUE OWNER-OCCUPIED $121,200
MEDIAN MONTHLY OWNER MORTGAGE COST $978
MEDIAN GROSS RENT $798
LABOR FORCE
PERCENT OF POPULATION 16 YEARS AND
OLDER IN LABOR FORCE 68.2%
FEMALE PERCENT OF POPULATION 16 YEARS
AND OLDER IN LABOR FORCE 57.4%
INCOME & POVERTY
MEDIAN HOUSEHOLD INCOME $30,885
PER CAPITA INCOME $12,149
PERSONS IN POVERTY 37.4%
COMPUTER & INTERNET USE
HOUSEHOLD WITH A COMPUTER 76%
HOUSEHOLDS WITH BROADBAND 54.9%
For comparison, the 2019 American Survey Reports from the U.S. Census Bureau reported
for Collier County as a whole, 95% of households had a computer and 88.8% of individuals
had broadband internet subscriptions.
Over 95% of the students at Immokalee High School are classified as economically needy. However, the
graduation rate of Immokalee High School increased from 67% to 90% in 2016 (Source: 2017 TIGER grant
application).
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EDUCATION
HIGH SCHOOL GRAD OR HIGHER 40.1%
BACHELOR’S DEGREE OR HIGHER 5.2%
Land Use Data
Based on 2020 Zoning designations, 69% of the property within the CRA is zoned agricultural. Two percent
(2%) is zoned commercial and only 3% is zoned industrial. While agriculture is the primary industry in
Immokalee, the limited amount of property currently zoned for commercial and industrial uses limits the
opportunity for expansion of those sectors (see Exhibit G for a Zoning Map). The Immokalee Future Land
Use Map does designate 7% of the land as Industrial and 4% as commercial (see Exhibit H for a Future
Land Use Map). Properties that fall within the Future Land Use Map designations of industrial and
commercial will be able to seek rezoning without a need for a Growth Management Plan amendment,
which will expediate the development review process.
Housing Data
In 2011, the CRA and the Immokalee Housing Collaboration commissioned the Immokalee Housing
Condition Inventory which updated the 2004 study completed by the Collier County Development and
Environmental Services Division (CDES). The Immokalee Housing Collaboration is comprised of the Collier
County Housing Authority, The Empowerment Alliance of Southwest Florida, I HOPE, and Immokalee
Housing and Family Services. The 2011 report evaluated both exterior structural and property conditions
through a “windshield survey.” The 2011 survey included a total of 6,268 units. The survey found 86% of
all units were in standard condition based on their exterior, while 701 units needed maintenance in one
or more categories (roof, the siding, windows, and doors); 133 units were considered substandard and in
need of repair in several areas; 63 units were deteriorated; and 19 units were considered dilapidated.
In 2017, the Richard M. Shultz Family Foundation (RMSFF) funded the Collier County: Community Needs
and Asset Assessment. RMSFF and its Community Assessment Advisory Committee guided the
development of the report.
The report noted the following:
About 40% of Collier County residents qualify as “housing‐cost burdened” – paying more
than 30% of their income on rent or mortgages.
High housing costs can lead to poor housing conditions which can result in substandard housing, a concern
in the Immokalee area. The report states that “housing and property conditions in the Immokalee
Community have been significantly poorer than the conditions in the county as a whole.”
The report acknowledges improvements in housing over the years due to better code enforcement and
due to major efforts by nonprofit organizations to build new structures and repair existing units. During
focus group meetings in Immokalee, participants noted rent abuse and overcrowding conditions as
prevalent in the community.
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The report recognizes income inequality as a cause of concern and notes that to improve happiness and
the quality of life of county residents a focus on training programs and educational opportunities that
align with occupation growth in high paying occupations is needed.
Farmworker Housing is prevalent and an important asset to the economic base of Immokalee. In
September 2021, the Department of Health, Bureau of Environmental Health reported a total sleeping
capacity for 3,356 farmworkers among the following facilities: 42 H2A Migrant Camps; 1 HUD Housing
(Horizon Village); 10 Migrant Labor Camps; and 49 Residential Migrant Housing accommodations. The
same square footage is used for all types of housing to calculate capacity in terms of sleeping area
capacity, which is 50 square feet per person, and common area capacity, which is 100 square feet per
person. Other factors can limit the sleeping capacity, such as number of toilets, refrigerators, stoves, and
sinks. These units are regulated and inspected by the Department of Health. The influx of annual
farmworkers typically exceeds the capacity. The additional demand is often handled by structures that
are not regulated.
On September 10, 2017, Hurricane Irma made landfall in the coast of Collier County and severely impacted
the Immokalee Community. Early damage reports conducted by Collier County reported 16 units
destroyed and 67 with major damage. Irma brought the community together, and the Immokalee Unmet
Needs Coalition (IUNC) was formed to assist with rebuilding the area.
In 2018, the IUNC and the CRA developed a Disaster Recovery and Resiliency Plan focusing on housing and
infrastructure needs in the community following Hurricane Irma’s impact. As part of the recovery efforts
after Hurricane Irma, 170 housing units were rehabilitated through December 2019. It is updated annually
and provides a two-phase approach to project priorities. Updated in October 2020, the Disaster Recovery
and Resiliency Plan identifies the following Phase 1 priorities:
- Land Acquisition for Housing Development
- Rental Housing Development
- Homeownership Development
- Owner-Occupied Rehabilitation Assistance and Hardening Program
- Replacement or Acquisition Program
- Demolition of substandard units
Phase 2 priorities include:
- Rental Repair Program – limited to four units or less with restrictions to maintain affordability
- GAP Insurance - a pool of funds created to help individuals who face shortages in covering repair
costs due to either high insurance deductibles or depreciation expenses
IUNC partners include Florida Rural Neighborhoods, Mennonite Disaster Service, The Salvation Army,
Florida Conference of the United Methodist Church, Guadalupe Center, Community Foundation of Collier
County, American Red Cross, and Habitat for Humanity. Collier County Community Services also assisted
with providing local funding for rehabilitation to qualifying participants. The IUNC Housing Committee
consists of local non-profit housing providers and meets periodically to maintain communication and
progress on housing development in Immokalee.
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The Immokalee Community is known for supporting the needs of extended family members.
Multigenerational Living is defined by the Collier County Consolidated Plan (2021-2026) as a home with
three or more generations. The 2010 US Census reported 118,258 households in Collier County and 2.6%
or 3,022 household were in multigenerational households.
There are three Senior Housing complexes in Immokalee with a total of 115 units. There are no assisted
living or memory care facilities in Immokalee.
Immokalee Friendship House was founded in 1987 to provide emergency shelter in the community and
continues today under the management of the non-profit organization St. Matthew’s House. The facility
currently provides 44 beds. Services have expanded to include addictions counseling, transitional housing,
and job training. The organization coordinates with the Collier County Homeless Coalition to assist with
providing services to the homeless population.
Mobility & Walkable Community Data
The 2000 Immokalee Redevelopment Plan identified the need for additional sidewalks for Immokalee’s
predominantly pedestrian population. During the past 20 years, staff has coordinated with transportation
partners to identify needs and to implement improvements. The CRA and the Immokalee Beautification
Municipal Service Taxing Unit (MSTU) have applied for and received funds to construct sidewalks
throughout the community in locations where the highest concentrations of pedestrians exist and where
the lack of a sidewalks poses the greatest threat to the pedestrian. Projects also include the removal and
replacement of existing deteriorating and/or unsafe features from within the County right-of-way. In
2011, the Collier County Metropolitan Planning Organization (MPO) prepared the Immokalee Walkability
Study. According to the study, a “walkable” neighborhood is “defined as a neighborhood that has compact
residential development, a mix of land uses, and a well-connected street network.” The CRA and MSTU
have completed two sidewalk projects in the South Immokalee Area in the timeframe of 2017-2021. See
Exhibit B-Map 2, Sidewalk Master Plan Focus Area 2 for a depiction of this area. Both sidewalk projects
improved pedestrian and vehicular safety, and connected recreational, educational, and commercial
destinations. The construction of the new sidewalks also included improvements to the local drainage
systems.
In 2017, Collier County applied for the TIGER IX Grant to implement the Immokalee Complete Streets
Project. The application reported that 47% of the population of Immokalee use public transit or bicycle to
get to work or walk to work and 23% of residents do not have access to a vehicle. The application further
reported that between 2005 and 2017, there were 147 pedestrian-involved collisions and 93 bicycle-
involved collisions in Immokalee and 63% of the streets have no sidewalks.
The County was awarded the $13 million TIGER (Transportation Investment Generating Economic
Recovery) Grant to fund the Immokalee Complete Streets project. The total project was estimated at
$16,415,864. Funding sources are FHWA grant funds, which equate to 80% or $13,132,691, with Collier
County matching funds equal to 20% or $3,283,173. The project includes design and construction of 20
miles of concrete sidewalks, a bike boulevard network, a shared-use path, street lighting, bus shelters, a
new transit center, landscaping, drainage improvements, and intersection and traffic calming treatments.
The design/build contract, in the amount of $22,869,280, was awarded in December 2021. Collier County
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contributed an additional $6,453,416 to implement the project. The project is set to start in 2022 and
construction is tentatively scheduled to be completed in 2024.
The Immokalee Complete Streets project will transform the neighborhoods within the project area by
connecting key community destinations including educational, recreational and employment services. See
Exhibit I for the Project Area Map for the Immokalee Complete Streets Project.
The bicycle boulevard network will enhance first/last mile transit access via bike, and the new transit
transfer station will improve access within the community as well as travel to coastal Collier County.
Regional Transportation Data
There are several state roadways that intersect in the Immokalee Community. This puts Immokalee in
position to become a logistics center for the region. The Florida Department of Transportation (FDOT) is
investing hundreds of millions of dollars in regional roadway improvements to improve the connections
through Immokalee to the economic centers of Miami, Orlando, Tampa and beyond via connections to
the Interstate Highway system. FDOT schedules for an estimated $25 million improvement along 3.5 miles
of SR 82 and a roundabout at the intersection of SR 82 and SR 29 to be completed in 2022. See Exhibit J
for a Regional Transportation Map.
Economic Development Data
The Immokalee Community has several economic development incentive programs available to spur
private sector investment into the community. In 2017, three census tracts in Immokalee were designated
as Qualified Opportunity Zone (QOZ), including one that covers the Immokalee Regional Airport. Created
by the Jobs Act of 2017, a QOZ allows private investors the opportunity to defer capital gain taxes by
investing in targeted communities. In addition, a portion of the community was designated in 2016 as a
Promise Zone. The Promise Zone designation provides preference for certain competitive federal grant
programs and technical assistance and potential tax incentives if enacted by Congress. A map of the
incentive program areas is included in Exhibit K.
Immokalee QOZ Census Tracts
CENSUS TRACT POPULATION HOUSEHOLDS MEDIAN HH
INCOME
POPULATION
GROWTH
112.05 2,778 676 $22,337 13.5%
113.01 4,768 1,012 $30,508 28.7%
114 (AIRPORT) 5,310 916 $46,711 24.4%
Source: U.S. Census American Community Survey
In 2001, the Immokalee Community received designation from the State as a Rural Area of Economic
Concern. The program has evolved over the years, but the primary mission has remained the same – to
market, facilitate and advocate for regional economic development in the rural communities in the state
of Florida. As of 2016, Immokalee is included in the South Central Rural Area of Opportunity (RAO) and is
a member of the Florida Heartland Economic Region of Opportunity (FHERO). FHERO partners include six
counties Desoto, Glades, Hardee, Hendry, Highlands, Okeechobee, the Cities of Belle Glade, Pahokee and
South Bay in Palm Beach County and the Community of Immokalee. The benefits of being a designated
RAO include additional points for grant scoring, State approved economic development incentives for
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rural communities including the Governor’s ability to waive criteria for any economic development
incentive.
FHERO is a 501(c) 6 nonprofit organization that provides grant opportunities to implement marketing and
strategic planning for the partners. As a member of FHERO, the Immokalee Community collaborates with
the other South Central Florida RAO members to market and advocacy for economic development
incentives and opportunities in rural Central Florida. Through this partnership, the Immokalee Community
receives marketing and technical assistance to advance economic development opportunities in
Immokalee.
FHERO has provided funding to complete a retail demand assessment and marketing materials. In
addition, a preliminary site development analysis for a 2.8-acre parcel at the Immokalee Regional Airport
was completed in 2021.
According to the April 2021 Immokalee Retail Demand Assessment, Immokalee has a relatively low
median age (29.3) due largely to a high percentage of children. Median household income ranges from
$23,500 to $32,000. Local incomes in Immokalee are likely underreported given the amount of cash
employment available to residents, which makes it challenging when recruiting new commercial
establishments. Some of the key findings of the Report include:
1. Lack of new supply added
2. Existing inventory is dated and insufficient from a functionality/sustainability standpoint
3. Existing Inventory is small in size. Nearly 70% is under 5,000 square feet.
4. Lack of lease options available
5. Current deficits in numerous retail industry groups
6. Current need for an additional 111,515 square feet of retail space
The report identified only three tapestry segments for the 10-mile radius from the center of Immokalee –
and 70% of the households fall into two categories: Valley Growers and American Dreamers – both a
subset of the Ethnic Enclave Life Mode. “Tapestry segmentation” according to the April 2021 Immokalee
Retail Demand Assessment, is a market segmentation system designed to identify consumer markets in
the United States. Residual households fall into the “Down the Road” subset of the Rustic Outpost Life
Mode. This information is helpful when targeting commercial establishment evaluating the consumer
base. Below is a brief overview of the two primary Tapestry Segments.
Valley Growers are typically young Hispanic families with children and frequently multi-
generations living in the same house. “This market is all about spending time with family,
taking care of family and home, and following Hispanic heritage.”
American Dreamers typically own their homes, further from city center where housing is
more affordable. “The majority of the households include younger married-couple
families with children and frequently grandparents. Diversity is high; many residents are
foreign born, of Hispanic origin. Hard work and sacrifice have improved their economic
circumstances. Spending is focused more on the members of the household than the
home. This market is adept on accessing what they want on the Internet.”
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Exhibit L provides the Key Findings section of the report.
According to the August 2021 Greater Naples Chamber - Chamber Connect Economic Indicators Report:
“Collier County is at risk of increasing gaps in jobs and talent. In order to fulfill the demand
for goods and services of our growing population, the Florida Chamber estimates we will
need an increase of 44K net new jobs by 2030. The 2020 Census put Collier County's
population at 393K with an estimated increase of 10% by 2025. While the population
continues to grow, Collier County has 1.5 times the national average of potential retirees
and 30% fewer millennials than the national average to fill the gap.”
Immokalee Regional Airport is located on 1,300 acres within the Immokalee Community Redevelopment
Area and is approximately 35 miles from coastal Naples, 10 miles from the new town of Ave Maria, and
110 miles northwest of the Port of Miami. Originally used as an Army Air Corps training base during World
War II, the base was later abandoned. The Federal Surplus Act turned the airport over to Collier County in
the 1960s. In 1993, the Collier County Airport Authority was created to oversee the development and
management of three publicly owned general aviation airports in the County: Immokalee, Marco Island
and Everglade City. Over the years, grants have been awarded to improve the Immokalee Regional Airport
and develop it as a catalyst for economic development.
In 2019 the Immokalee Regional Airport Airport Layout Plan (ALP) was completed and approved by the
Federal Aviation Administration (FAA). The Immokalee Regional Airport ALP is included as Exhibit M and
depicts the airport boundaries, existing infrastructure, and identifies proposed airport development over
a 20-year period. The planning period for the ALP is 2017-2037. It forecasted an average annual growth
rate of aircraft operations at 1.35% resulting in a total of 48,400 forecasted aircraft operations by 2037,
an increase of 11,900 above its current rate of 36,500. Total development costs to achieve the planned
improvements are estimated at $47 million from a variety of federal, state, local, and private funding
sources.
The ALP includes a number of capital improvements based on future demand. Below is the list of projects
and current status.
Runway 18-36 Rehabilitation: Rehabilitation of Runway 18-36 will be complete in May 2022. The
improvements were upgraded to include additional lighting and taxiway alignment.
Taxiway C Extension: Project completed August 2021.
Additional Hangar Capacity: Global Flight Training School was approved to build a three-hangar
development. With construction anticipated to commence during the final quarter of 2022. An
Invitation to Negotiate process has commenced for additional development and will continue into
FY22.
Security Upgrades: Anticipated completion December 2022.
Full Perimeter Access Road: Environmental Assessment for Airpark Boulevard is anticipated for
2024. Design for airside perimeter road is pending Airport Improvement Program (AIP) funding
eligibility with the FAA.
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Runway 9-27 Extension: Extend 7,000 feet anticipated for 2029, if justified.
The Immokalee Airport Land Use Development Plan identifies the following:
Non-Aeronautical (233 Acres): Targeted for Business, Manufacturing, Shipping, and Storage
Aeronautical (276 Acres): Targeted for T-Hangars, conventional Hangars, Maintenance Repair
Overhaul (MRO); Air Traffic Control Tower (ATCT) and Cargo
The Immokalee Regional Airport provides an opportunity for business development at low land lease rates
(based on current rate, the first year rate is $.1533 per square foot). However, the ownership of the land
must remain with the Collier County Airport Authority as mandated by the FAA per AIP grant assurances
which can be a challenge for business recruitment. The FAA will consider approving a 40-year land lease
with an option to renew; however, those terms often are not satisfactory to a new business seeking to
make a substantial financial investment.
The Collier County Airport Authority markets the available industrial parcels suitable for a wide variety of
permissible industrial uses with access to onsite Foreign Trade Zone (FTZ) with very affordable lease rates.
Collier County Mosquito Control and the U.S. National Guard Training Center (Immokalee Readiness
Center) are expected to be new tenants at the Airport in the next few years per final lease agreements
negotiated in 2022. The development of these governmental facilities is expected to increase consumer
retail demand within the community and generate more development opportunity at the Airport.
Located within the Immokalee Regional Airport is The Florida Culinary Accelerator @ Immokalee,
providing a state-of-the-art commercial kitchen open to a membership base. As noted on the website,
depending on the membership level, members may select from a range of customized hours and plans to
prepare, cook and package their culinary creations for distribution. The culinary accelerator’s goal is to
support area chefs, farmers, and small food businesses achieve their dreams of growing their food
businesses and entering the competitive retail marketplace. One of the challenges that chefs, farmers,
and small food business face is finding a suitable space for start-up businesses once they reach capacity
at the accelerator.
The Immokalee Technical College (iTECH) is a state-of-the art technical training center, providing career
and technical education programs for high school students and adults. In addition to the post-secondary
adult career and technical training programs, iTECH also offers ABE/GED and adult literacy programs. All
programs have active business partners who function beyond the traditional advisory capacity found in
most technical schools. Under their model, local businesses and associations adopt programs and serve
as foundations for curriculum development, financial assistance, connection activities (internships, job
shadowing opportunities, professional in residence, etc.), and job placement assistance for graduates.
Programs range from Computer Systems and Information Technology to Heavy Equipment Service
Technician training. Other Infrastructure & Service Providers
The Immokalee Water and Sewer District provides service throughout the ICRA. A service map of
Immokalee and the Five Year Estimated Capital Improvements Plan is provided in Exhibit N. This
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independent district oversees the five-year Capital Improvement Plan (2022-2026) includes approximately
$34.3 million in wastewater system improvements and $6.6 million in water system improvements plus
$11 million in general project improvements. Approximately, 32.2% percent of Immokalee Urban Area
has centralized water and sewer services. Approximately 3.2% is developed without sewer and is privately
owned.
The Immokalee Fire Control District is an Independent Special Taxing District established by an act of the
Florida Legislature in 1955 (Chapter 55-30666 Laws of Florida) and revised in 2000. The legislation created
a fire control and rescue district covering 234 square miles of Collier County, Florida. The purpose of the
District is to provide fire protection and prevention services, establish and maintain emergency medical
and rescue response services, and acquire and maintain firefighting, rescue, medical, transport, and other
emergency equipment. The district currently has two stations (Station 30 and 31) within the ICRA
boundaries. A replacement for Station 30 is currently under construction and is tentatively scheduled to
be completed in December 2022. See Exhibit O for the district map and operational details.
Within the boundaries of Immokalee Community Redevelopment Area, Collier County Public Schools
(CCPS) currently operates five elementary schools, one middle school, one high school, one alternative
center and one charter school. As of February 2022, there are 6,988 students enrolled in these CCPS
facilities. See Exhibit P for additional information.
Immokalee Beautification Municipal Service Taxing Unit (MSTU)
The BCC created the Immokalee Beautification MSTU in 1977 for the purpose of providing streetlights and
beautification within the designated boundary. In 1986, the BCC adopted Collier County Ordinance No.
86-65, creating the MSTU Advisory Committee. Over the years, the boundary, purpose and advisory board
membership have been revised. A Municipal Service Taxing Unit (MSTU) is a funding mechanism where
community members, with BCC approval, assess themselves to make improvements to their
neighborhood and/or community area and provide additional services based on community desires. The
MSTU’s ordinance establishes the maximum millage rate that can be levied to implement the mission of
the MSTU. Annually, the BCC approves the millage rate and budget to implement the yearly work plan.
To improve coordination between CRA and the MSTU, the BCC moved the management of the MSTU
under the CRA in 2011. This organizational structure has improved coordination of capital projects as well
as enhanced maintenance of capital assets. The MSTU also receives a contribution from Collier County
Fund 111 to assist with the general maintenance of right of way within the MSTU boundary. Over the
years the CRA and the MSTU have collaborated on several projects to improve the conditions within the
MSTU boundary, which is slightly smaller than the CRA boundary (See Exhibit K for a map depicting the
boundaries).
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4.4 Redevelopment Program
The following section provides a redevelopment program for the ICRA, including the methodology for
prioritizing and phasing redevelopment projects that are included in the Redevelopment Program and
potential opportunities for improvement and investment in the area, as well as outlines Funding
Strategies to implement the Program. The Redevelopment Program for the ICRA includes projects and
activities that may be funded by the CRA or by other public agencies, non-governmental organizations, or
the private sector.
4.4.1 Action Plan
The following Action Plan describes the three phases of Plan implementation, outlines the criteria the CRA
shall consider when prioritizing projects and initiatives, summarizes the key redevelopment opportunities
to be completed in the short and mid-term, and depicts the 2022 Redevelopment Plan Projects and
Programs. Prioritization and Phasing
This plan recognizes three phases of initial implementation.
- Phase 1: Short-term (five-year planning horizon consistent with other agencies capital
project planning approach).
- Phase 2: Mid-term (next 10 years)
- Phase 3: Long-term (15 years through the existence of the CRA)
Projects and community priorities should be evaluated every five years at a minimum to confirm
consistency with the community’s goals and priorities. Annual reporting of project status and adjustments
in tax increment revenues will also confirm that community goals and objectives are being met. Since
these projects and initiatives cannot be evaluated and carried out all at once, this section presents a
prioritization plan in terms of amount of funds programmed and project/initiative timing. A key
consideration for prioritization is the amount of funding available for these projects and initiatives,
discussed more in Section 4.4.2.
Prioritization criteria to consider include:
• Funding availability from dedicated or outside sources (aside from CRA funds)
• Magnitude of anticipated impact and multiplier effects
• Whether planning/design has already been undertaken or completed
• Project timing considerations independent of prioritization (e.g., TIGER grant improvements
should be completed prior to Neighborhood Initiative commences)
• Ability to address health/safety concerns
• Degree of need
• Geographic distribution of projects in the ICRA area
• Priorities identified during annual work plan and five-year plan review
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Opportunities for Redevelopment
Since the adoption of the 2000 Immokalee Community Redevelopment Plan, the CRA has completed
several capital projects to improve the public realm, and redevelopment efforts have been accomplished
through private investment (see Section 4.3, Background and Baseline Data). Building on the success of
these advancements, the CRA is ready to move forward with new and innovative proposals to continue
to improve and enhance the area. As shown in Figure 4-3, the Framework Map (also see Exhibit Q)
highlights opportunities and priorities the CRA will be focusing on over the next five to 11 years.
Figure 4-3- Immokalee Framework Map
The Framework Map identifies eleven locations for potential redevelopment projects and improvements:
1. TIGER Grant – This area in the heart of the community will be transformed with sidewalk and lighting
improvements funded through the Federal TIGER grant program. Once the project is completed there
will be an opportunity to leverage these improvements by targeting housing initiatives in this area.
2. Civic Space/Community Facility – The CRA owns a 1.96-acre site located at the corner of Main Street
and South Ninth Street. Originally purchased to create a public plaza similar to the Zocalo Park at the
corner of First and Main, the site has remained vacant. Recent discussions have identified several
approaches to developing the site to maximize public benefit including selling the property for
commercial development; selling the property to develop a community service campus; or entering
into a partnership with other public or private agencies to create a community center or community
open space.
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3. Lake Trafford Economic and Mobility Opportunity – Lake Trafford and Ann Olesky Park are considered
a recreational jewel in the community. Lake Trafford Road that leads into the park is programed for
sidewalk improvements except for the last 0.34 miles into the park. Environmental assessment is
needed to determine if the pedestrian connection into the park can be completed. Coordination with
the property owners surrounding the park also provides an opportunity to expand transit into the
area and to expand commercial opportunities to expand eco-tourism in the area.
4. Pepper Ranch Recreational and Eco-Tourism – Pepper Ranch provides low impact recreational
amenities to the public. Expansion of services and marketing the property for corporate retreats
provides an opportunity to expand the eco-tourism into the area.
5. Housing & Medical Facilities Expansion – The Heritage Planned Unit Development approved in 1991
provides an opportunity to expand services and residential development in this northern section of
Immokalee. The 346-acre site allows for a mix of commercial and residential units. Programmed
improvements to State Road 29 will enhance this location’s viability for development, offering
improved access for the local community, as well as Hendry and Lee Counties.
6. Roberts Ranch – A part of the Collier County Museum system, this historic 13-acre site is in the heart
of Immokalee with easy access to Main Street. Originally home to cattleman Robert Roberts and his
family, this historic site and museum (the longest running ranch in South Florida) provides visitors
with a rare opportunity to experience daily working life on a Southwest Florida pioneer homestead
and citrus grove from the early 1900s. This site provides an opportunity to host events that can attract
tourists and residents. The site also provides an opportunity to link the agricultural sector to tourism
by developing a farm to table venue.
7. Culinary Accelerator Expansion – Located within the Immokalee Regional Airport is The Florida
Culinary Accelerator @ Immokalee, providing a state-of-the-art commercial kitchen open to a
membership base. Depending on the membership level, members may select from a range of
customized hours and plans to prepare, cook, and package their culinary creations for distribution.
The culinary accelerator’s goal is to support area chefs, farmers, and small food businesses to achieve
their dreams of growing their food businesses and entering the competitive retail marketplace. One
of the challenges that chefs, famers, and small food business face is finding a suitable space for start-
up businesses once they reach capacity at the accelerator. There is opportunity to expand this
successful facility or expand services to address the next level of business expansion.
8. First Street Corridor – Main entrance into Immokalee from coastal Collier, the roadway provides an
opportunity to create an entrance into the community and to partner with the landowners along the
street to provide needed commercial, residential, and recreational opportunities. The entrance to
the ICRA is an opportunity for gateway branding. Additionally, there is an opportunity to connect
Immokalee to surrounding areas within and beyond Collier County with the Paradise Coast Trail (PCT).
The PCT is a Shared-Use Non-motorized (SUN) Trail.
9. Main Street – At the center of Immokalee, Main Street is a State roadway that has recently been
improved for pedestrian access in 2021. A future “loop road” may eliminate the freight traffic that
currently hinders the corridor from being designed and treated like a pedestrian oriented downtown
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corridor, and this could open the door for a transformation that allows more outdoor dining and
neighborhood retail. Main Street also has opportunities as a central focal point for community
branding efforts.
10. Neighborhood Revitalization Initiative – As outlined in Objective 4.2.3.2, this initiative focuses on
creating a wholistic approach to neighborhood revitalization by including strategies for infrastructure,
housing, and safety improvements. There are 12 neighborhoods identified on the Neighborhood Map
(Exhibit A). Two areas have emerged as opportunities based on current or budgeted public investment
and partners: Eden Park and South Immokalee. Each neighborhood will have unique constraints and
opportunities. Initiatives for South Immokalee will include Dreamland Park improvements. In addition
to this opportunity, improvements to park amenities throughout the community’s neighborhoods will
be pursued through public private partnerships to create a comprehensive park network to be
implemented as funds are available. The Neighborhood Revitalization Initiative also addresses
housing needs through identifying and pursuing replacement, renovation, and new construction
opportunities. Community Policing and Code Enforcement may also be identified within the strategic
revitalization plan for each neighborhood.
11. Immokalee Regional Airport – The Airport provides a strategic location for manufacturing and
distribution. Through coordination with the Collier County Airport Authority, the CRA has an
opportunity to advance economic development goals through marketing the available land,
considering the creation of a “shovel ready” site, and supporting the improvement of infrastructure
at the Airport.
In addition to those opportunities identified on the Framework Map, the CRA will also leverage resources
and funds to further projects and plans led by other agencies and organizations, including:
- Cultural Trail Opportunity
- Affordable Housing Opportunities
- Housing Replacement and Rehabilitation
- School Board Coordination/Education and Training Expansion
- Stormwater Master Plan
- Sidewalk Master Plan
- Recreational Expansion Projects and Programs
Florida Statutes Sections 163.362(9) and (10) require that CRA Plans contain a detailed statement of the
projected costs of the redevelopment projects and a time certain for completing redevelopment financed
by increment revenues. Figure 4-4 below is a list of CRA capital projects and programs anticipated within
the ICRA and associated timeframes (short-term, mid to long-term, and ongoing). It is anticipated that
these projects and programs may utilize Tax Increment Financing (TIF) funding and other potential funding
sources are also listed which may offset some of the projected costs.
Short-term projects are primarily those that are currently underway and moving toward completion. For
the mid to long-term projects, the CRA efforts will focus on positioning these projects for grants,
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appropriations, and other funding opportunities. The recently approved Federal Infrastructure Bill (the
Infrastructure Investment and Jobs Act) is one such potential funding stream.
For projects and programs with known or estimated costs, those costs are listed in Figure 4-4 below, and
those that are partially funded in the Fiscal Year 2021-22 ICRA Capital Budget are noted with an asterisk.
For projects or programs that are still preliminary in concept, the costs are indicated as “to be determined”
(TBD), subject to more detailed planning, design, and coordination with other agencies.
The proposed projects and programs identified in Figure 4-4 provide general guidance based on public
input on project priorities to implement the overall vision of Immokalee. The Redevelopment Plan also
allows for flexibility to move into mid-term and long-term projects if funding and partnerships are
identified with private sector, non-profit entities, or other government agencies. The majority of the
items identified will require assistance from additional funding sources including the MSTU when
applicable and grant funds as well as partnering with other governmental agencies, non-profit entities,
and County Departments. It is assumed that projects and programs will be further defined and articulated
during the five year updates of this Redevelopment Plan.
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Figure 4-4 - Capital Projects & Programs
Tax Increment Financing (TIF) is proposed to assist with financing the following projects and programs.
Projects/Programs Anticipated
Costs
Other Potential
Funding Sources Timeframe
Cultivating Culture
Cultural Center $3,740,000**
Grants, Non-profit
entities, other
government agencies
Mid/Long-Term
Public Art Cultural Trail TBD MSTU, Grants, other
government agencies Mid/Long-Term
Economic Development
Land Acquisition TBD
Grants, Private Sector,
other government
agencies
On-going
Shovel Ready Program TBD Grants, Private Sector On-going
Branding and Marketing TBD
Grants, Non-profit
entities, other
government agencies
On-going
Site Improvements TBD
Grants, Private Sector,
other government
agencies
On-going
TIF Incentive Program TBD N/A On-going
Industrial Park Development TBD
Grants, Private Sector,
other government
agencies
On-going
Airport Economic
Opportunity $5,210,000**
Grants, Private Sector,
other government
agencies
Short-Term &
Mid/Long-Term
Culinary Accelerator
Expansion TBD
Grants, Private Sector,
other government
agencies
Short-Term &
Mid/Long-Term
Airport Park Recreational
Opportunity TBD Grants, other
government agencies
Short-Term &
Mid/Long-Term
Retail Incentive Program TBD Grants, Private Sector On-going
Main Street Initiative TBD
Grants, Private Sector,
other government
agencies
Short-Term &
Mid/Long-Term
Commercial Improvement
Grants $100,000* Grants, Private Sector On-going
Business Expansion and
Retention TBD
Grants, Private Sector,
other government
agencies
On-going
Broadband Initiatives TBD
Grants, Private Sector,
other government
agencies
On-going
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Projects/Programs Anticipated
Costs
Other Potential
Funding Sources Timeframe
Housing
Land Acquisition TBD
Grants, Private Sector,
Non-profit entities,
other government
agencies
On-going
Infrastructure
Improvements TBD
Grants, Private Sector,
Non-profit entities,
other government
agencies
On-going
Mobile Home Replacement
Initiative TBD
Grants, Private Sector,
Non-profit entities,
other government
agencies
On-going
Housing Renovation
Incentives TBD
Grants, Private Sector,
Non-profit entities,
other government
agencies
On-going
New Construction Incentives TBD
Grants, Private Sector,
Non-profit entities,
other government
agencies
On-going
Neighborhood Revitalization
Initiative $183,600* Grants On-going
Costs for lighting, street trees, benches, waste receptables, bike racks, signage (both sides of street)
• South Immokalee
Planning/Design $1,500,000** MSTU, Grants, other
government agencies Short-Term
• South Immokalee
Construction $9,900,000** MSTU, Grants, other
government agencies Long-Term
• Eden Park
Planning/Design $1,500,000** MSTU, Grants, other
government agencies Short-Term
• Eden Park
Construction $9,900,000** MSTU, Grants, other
government agencies Long-Term
Enhanced Public Safety TBD MSTU, Grants, other
government agencies On-going
Community Policing TBD Grants, other
government agencies On-going
Community Land Trust -
special needs housing TBD
Grants, Private Sector,
Non-profit entities,
other government
agencies
On-going
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Projects/Programs Anticipated
Costs
Other Potential
Funding Sources Timeframe
Infrastructure
Immokalee Sidewalk Master
Plan
Cost for upgrades to have sidewalks on both sides of streets with drainage and utility improvements
Focus Area 2 - South Immokalee Sidewalk Plan
• Delaware Ave &
Eustis Ave $1,115,000* MSTU, Grants, other
government agencies Short-Term
• Other Focus Area 2
gaps $11,560,000** MSTU, Grants, other
government agencies Mid/Long-Term
Focus Area 1 – Lake Trafford Road Area
• All Focus Area 1 $18,810,000** MSTU, Grants, other
government agencies Mid/Long-Term
Outside Focus Areas $6,525,000** MSTU, Grants, other
government agencies Mid/Long-Term
Stormwater $278,000* MSTU, Grants, other
government agencies On-going
General Public Road
Improvements TBD MSTU, Grants, other
government agencies On-going
Land Acquisition TBD Grants, other
government agencies On-going
Waste Management
Initiatives TBD
MSTU, Grants, Private
Sector, other
government agencies
On-going
Parks and Recreation
Partnerships
Park Amenities $70,000*
MSTU, Grants, Private
Sector, other
government agencies
On-going
Zocalo TBD
MSTU, Grants, Private
Sector, other
government agencies
Short-Term
Dreamland TBD
MSTU, Grants, Private
Sector, other
government agencies
Short-Term
Land Acquisition TBD
Grants, Private Sector,
other government
agencies
Mid/Long-Term
Mobility
Transit Amenities TBD MSTU, Grants, other
government agencies On-going
Streetscape Improvements TBD MSTU, Grants, other
government agencies On-going
Main Steet Streetscape $1,500,000** MSTU, Grants, other
government agencies Short-Term
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Projects/Programs Anticipated
Costs
Other Potential
Funding Sources Timeframe
First Street Corridor $250,000* MSTU, Grants, other
government agencies Short-Term
Lake Trafford Road Corridor TBD MSTU, Grants, other
government agencies
Short-Term &
Mid/Long-Term
New Market Road Corridor TBD MSTU, Grants, other
government agencies Mid/Long-Term
On-demand Transit Service TBD Grants, other
government agencies Mid/Long-Term
Pedestrian Safety
Improvements TBD MSTU, Grants, other
government agencies On-going
* Partially funded in the FY 2021-22 ICRA Capital Budget
** Costs are conceptual only, final costs and projects to be determined per the outcomes of the planning
efforts.
In addition to capital projects, the Redevelopment Plan includes several non-capital projects and
programs. These on-going soft costs provide for the operations and administration of the CRA offices, as
well as implementation of the Goal to “Create a Cultural Destination” through branding and marketing,
public art, and special events. It is anticipated that administration of the CRA will continue to be financed
through TIF funding allocations while non-capital initiatives to support Cultivating Culture may be funded
through a combination of TIF funds, grant sources, and/or partnerships with private sector, non-profit
entities, or other government agencies.
Additional redevelopment opportunities in the area may arise in conjunction with capital projects planned
and administered by other agencies and organizations. The CRA should seek to enhance or augment these
efforts through coordination and partnerships when initiatives support the goals and objects of the
Immokalee Redevelopment Plan. In accordance with §163.362(4), Florida Statutes, any publicly funded
capital projects to be undertaken within the Immokalee Community Redevelopment Area as of 2022 are
listed in Exhibit R. The Redevelopment Plan also recognizes and allows for partnerships with other County
Departments to facilitate the implementation of projects included in the Collier County Annual Update
and Inventory Report (AUIR) that may be eligible for Tax Increment Funding, as permitted by Florida
Statue.
4.4.2 Funding Strategies
In order to facilitate redevelopment in the Immokalee Redevelopment Area, the County will need to use
various sources of funding from local, state, and federal government and the private sector. This section
examines funding methods and strategies to finance redevelopment activities that will implement the
Redevelopment Plan, including TIF, Municipal Services Taxing Units (MSTUs), grants, coordination and
partnerships, and other funding mechanisms. Funds deposited into the Redevelopment Trust Fund may
be expended only in the redevelopment area pursuant to the adopted Redevelopment Plan and in
conformance with the requirements of Section 163.387(6), Florida Statutes.
Certain incentives may need to be offered to developers to attract new development, redevelopment,
and rehabilitation of existing buildings within the ICRA. Some of these programs may include:
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• Tax increment rebates
• Rent subsidies
• Loan or grant programs
• Tenant improvement subsidies
• Land assembly assistance and acquisition of easements
• Impact fee waivers or credits
This Redevelopment Plan does not obligate any funding to any projects listed. It provides a guide and list
of both capital and non-capital projects that require approval by the CRA and/or the Board of County
Commissioners (BCC) depending on the funding source. The Local Redevelopment Advisory Board will also
review projects and make recommendations to the CRA Board for consideration. The CRA will follow the
standard operating and procurement guidelines adopted by the BCC for all expenditures. The CRA will
follow Collier County standard operating procedures when partnering with other County Departments
and will follow state and federal grant guidelines as required for other funding sources outside of TIF.
Projects may require additional vetting and piloting to better understand technical feasibility, impacts,
and broader County implementation priorities prior to approval for implementation. To this end, planned
projects include technical feasibility studies and pilot projects. As a result, this capital and non-capital
funding plan is subject to change as it is re-evaluated. Additionally, the Redevelopment Plan sets a
framework based on current conditions but also allows for flexibility in the phasing of projects based on
funding opportunities and community priorities identified in annual work plans and capital improvement
project lists.
Regarding maintenance costs, maintenance of standard capital improvements is anticipated to be
provided and funded by relevant County agencies, while maintenance for capital improvements above
and beyond County standards are anticipated to be funded by the CRA. For a full list of non-CRA budgeted
capital projects within the Immokalee Community Redevelopment Plan per Florida Statute, see Exhibit R. Tax Increment Financing (TIF)
As detailed in Section 2.1 of the Collier County Redevelopment Plan, TIF is a primary mechanism for
funding public improvements needed to support and encourage new development in the ICRA. TIF funds
are generated within Community Redevelopment Areas by capping (or freezing) the property values at
the assessed value for an established base year. Thereafter, any tax revenues generated due to increases
in property values in excess of the base values are dedicated to fund improvements and activities within
the redevelopment area. The generated revenue is known as tax increment financing or TIF and is used in
the CRA to leverage its redevelopment efforts. This revenue source provides Collier County with a means
to finance front-end costs that facilitate redevelopment of the area through the existence of the CRA,
consistent with the Redevelopment Plan goals and objectives. The CRA is able to use county ad valorem
tax revenues generated above the base-year amount (the increment) to apply to projects and initiatives
identified in this Redevelopment Plan per Florida Statute.
Figure 4-5 shows the amount of tax increment revenues received since Fiscal Year 2000. The recession in
2009 had a major impact on tax increment revenues through 2012; however, TIF revenues have steadily
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increased each year since 2013. By the end of Fiscal Year 2022, it is anticipated that revenues will exceed
$900,000.
Figure 4-5 - Annual TIF Revenues, FY 2000 – FY 2021
The projected revenues through Fiscal Year 2052 based on a conservative growth scenario with a 3%
assumed average annual growth rate yield a total of $62,082,900. Historically, the ICRA has experienced
a 5.3% growth rate. A medium growth scenario that assumes a 5% average annual growth rate yields a
total of $95,799,700 through Fiscal Year 2052. For more information on the 3% and 5% growth projections,
see Exhibit S. All scenarios assume the millage rates remain constant throughout the span of the CRA. Municipal Service Taxing Units (MSTUs)
A Municipal Service Taxing Unit (MSTU) is a special taxing district and funding mechanism to make capital
improvements to the community or provide additional services based on identified objectives. The MSTU
provides an additional ad valorem tax for specific purposes to fund streetscape and right of way
improvements (including right-of-way maintenance in the MSTU area). Since 2011, the CRA and the
Immokalee MSTU have collaborated on several capital projects. CRA staff will continue to evaluate the
opportunity to coordinate with the Immokalee MSTU to fund eligible projects proposed in this CRA plan.
A conservative (3%) growth scenario yields $23,040,500 and a medium growth scenario (5%) yields
$32,605,000 for the MSTU fund over the next 30 years (FY2052). For more information on the 3% and 5%
growth rate projections, see Exhibit S. Note that the MSTU does not have a sunset date and will likely
continue when the CRA established for Immokalee sunsets. Grant Opportunities
Grant funding can benefit Plan implementation, especially in the short-term as capital project costs
exceed projected tax increment revenues. Review of appropriate grant opportunities that meet the
objectives within the Redevelopment Plan should be vetted through Collier County grant review process
and brought to the BCC for consideration when the cost benefit is positive. Tax Increment revenues can
be used as matching funds in grant applications when the grant project implements the redevelopment
plan. There is currently an advantage in applying for some federal and state grant programs based on the
rural character and economic need of the community. When grants are used to subsidize improvements
to code required infrastructure such as building facades, landscaping, signage, parking and pedestrian
0
100,000
200,000
300,000
400,000
500,000
600,000
700,000
800,000
900,000
1,000,000
FY01FY02FY03FY04FY05FY06FY07FY08FY09FY10FY11FY12FY13FY14FY15FY16FY17FY18FY19FY20FY21Dollar AmountFiscal Year
TIF Amount
Linear (TIF Amount)
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amenities, it not only improves the appearance of the property but may also serve as a catalyst for
neighboring property owners to invest in their properties, further enhancing the aesthetic of the corridor
while positively impacting the tax base. Coordination and Partnerships
Many of the projects listed in Section 4.4.1 require the CRA to seek approval from and coordinate with
other agencies and entities, which may include planning and process approval and/or coordination.
Leveraging funds with other departments or agencies will be needed to implement projects especially in
the short-term. Coordination also includes instances in which another agency or entity oversees a project
or initiative directly with the CRA assisting with funding or public outreach.
The projects identified in this 2022 Redevelopment Plan are suggestions to be further vetted prior to
approval for implementation. This includes review and approval from relevant County staff and elected
officials. Planning and implementation may also include broader coordination with other agencies.
Examples include coordination with the Collier MPO to share local needs that might inform a state
roadway improvement, as well as coordinating with other Collier County agencies on topics such as Land
Development Code changes, park access, community safety, transit and transportation, and stormwater.
The CRA also has opportunities to coordinate with the Lee and Hendry Counties on transportation
planning and economic development initiatives. Coordination with Immokalee Water and Sewer District
and Lee County Electric Cooperative (LCEC) will be important to ensure adequate infrastructure is
available for housing and economic development initiatives. This type of coordination might involve
design review for projects led by the CRA and setting up meetings coinciding with regular planning and
project cycles prior to finalized design phases. Key planning cycles for coordination include the
Transportation Improvement Program planning by the MPO and capital improvement planning for Collier
County. When working with agencies to identify shared funding opportunities as a part of these planning
and implementation processes, it is important to recognize existing funding commitments, as well as
limitations on the use of funds. For example, road impact fees in Collier County must be used for capacity
expansion, such as adding a new road or new lanes to an existing road.
Aside from government agencies, the CRA may also have opportunities to partner with local entities such
as private firms and non-profits to realize some of its strategies and projects, as well as seek private
sponsorships. For a successful public/private partnership, the developer must understand and accept the
goals of the ICRA while government has to recognize the return-on-investment requirements of the
private sector. Examples include potentially partnering with FHERO, the Culinary Accelerator and/or the
Chamber of Commerce to expand business opportunities in the community. Coordination and funding
opportunities may also be identified as part of private development projects.
Lastly, CRA staff should look for opportunities to coordinate with the MSTU operating in the area to
implement capital improvements. Several projects identified in Figure 4-4 would be consistent with the
mission of the MSTU including South Immokalee Sidewalk Project, First Street Corridor and Lake Trafford
Streetlighting. Immokalee MSTU is projected to have approximately $23 million in total revenues over
the next 30 years that can assist in implementing this plan. Note that the MSTU Advisory Board would
need to approve any process or funding coordination.
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Other Funding Mechanisms
Other redevelopment funding opportunities may be available through loans, bonds, and federal or state
programs that offer financing options. To make the most effective use of tax increment revenues, other
funding sources should be sought as appropriate to carry out the provisions of the Redevelopment Plan.
Community Redevelopment Agencies have the ability to borrow money and accept advances from both
public and private financial institutions, including the County, for any lawful purpose in connection with
the redevelopment program. Funds deposited into the Redevelopment Trust Fund, including TIF, which
are not otherwise obligated, may be used for repayment of such loans or advances.
The CRA may issue redevelopment revenue bonds, notes or other obligations to finance community
redevelopment projects when authorized to do so by the BCC and in accordance with §163.385, Florida
Statues. As noted in Section 2.2 of the Collier County Redevelopment Plan, security for such bonds may
be based upon the anticipated tax increment revenues and other such revenues as may be legally
available. The program offers tax-exempt, low interest industrial revenue bond financing to qualified
manufacturing and 501(c)(3) non-profit organizations through Florida Development Finance Corporation
(FDFC). This program is designed to improve low-cost capital availability to Florida’s growing and
expanding businesses that qualify for tax exempt finance under IRS rules, to allow them to be more
competitive in the global and domestic marketplace.
As noted in Section 4.3, the Immokalee Community has several economic development incentive
programs available to spur private sector investment into the community. The following designated
Incentive Program Areas (see Exhibit K) in Immokalee provide opportunity for grant programs, technical
assistance, tax incentives, and/or other economic development incentives:
• Quality Opportunity Zone (QOZ)
• Southwest Florida Promise Zone (SFPZ)
• Rural Area of Economic Concern/South Central Rural Area of Opportunity (RAO) and member of
Florida Heartland Economic Region of Opportunity (FHERO)
• Foreign Trade Zone (FTZ)
• Promise Zone
In additional to the aforementioned incentives, a number of economic development resources are
available through federal or state programs. The following are examples of other federal or state financing
programs that may offer financial assistance for redevelopment efforts within CRAs throughout the state
of Florida:
• Community Contribution Tax Credit Program (Corporate Income Tax or Sales Tax Refund)
• Qualified Target Industry Tax Refund Program (QTI)
• Quick Response Training Program (QRT)
• Economic Development Transportation Fund (Road Fund)
• Capital Investment Tax Credit (CITC)
• Voluntary Cleanup Tax Credit (VCTC)
• Brownfields Revolving Loan Fund Grants (RLF) Brownfields Redevelopment Bonus Program
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4.5 General Requirements
This Redevelopment Plan has been prepared in accordance with the Community Redevelopment Act of
1969, Chapter 163, Part III, Florida Statutes, which authorizes the creation of Community Redevelopment
Agencies (CRAs) by counties and municipalities on the basis of a finding of blight or slum conditions and
the development of Community Redevelopment Plans. The legislation focuses primarily on the creation
of Community Redevelopment Agencies, the powers granted to them and specific criteria applicable to
Community Redevelopment Plans.
The Community Redevelopment Plan is a comprehensive document that provides the goals and
implementation strategies to reduce the probability or elimination of slum and blight. It includes potential
capital projects and programs considering different funding sources to accomplish redevelopment goals.
The preparation of the Redevelopment Plan includes analysis of existing and future conditions and public
involvement, as required by Florida Statutes.
The Redevelopment Plan for the Immokalee Community Redevelopment Area was originally adopted in
2000 (Resolution 2000-181). In 2019, the BCC adopted an amendment to the Community Redevelopment
Plan to update the map for the Immokalee area (Resolution 2019-75). The 2022 Immokalee
Redevelopment Plan is an update to reflect a revised vision and approach to redevelopment of the
Immokalee Community Redevelopment Area, building on the recently amended Immokalee Area Master
Plan in December 2019. Section 4.3 of this Plan explains the update process including data, analysis, and
public engagement (see Exhibit E for a summary of input received).
Florida Statutes require redevelopment plans to be consistent with the local jurisdiction comprehensive
plan, which is referred to as the Growth Management Plan in Collier County. See Section 4.5.2 below for
an explanation of this Plan’s consistency with the GMP.
4.5.1 Overview of Relevant Statutes
Figure 4-6 provides an overview of the requirements for community redevelopment plans per Florida
Statute and the location in this Redevelopment Plan where the relevant information can be found to
satisfy these requirements.
Figure 4-6 –CRA Plan Consistency with Section 163.362, F.S. Requirements
Section 163.362, F.S. Requirements Relevant Redevelopment Area Plan
Legal description of CRA area boundaries
and reason behind establishing such
boundaries
- Collier County Community Redevelopment Plan
Appendix A: Ordinance No. 2000-42, Resolution 2000-
82, Resolution 2004-179, Resolution 2004-384,
Resolution No. 2019-75
Approximate amount of open space to be
provided
- Objective 4.2.4.5
- Exhibit C Parks and Open Space Opportunities Map
Street layout and property intended for
streets
- Objective 4.2.4.2
- Objective 4.2.4.3
- Objective 4.2.4.6
- Exhibit J Regional Transportation Map
- Exhibit T Street Layout Map
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Section 163.362, F.S. Requirements Relevant Redevelopment Area Plan
Limitations on the type, size, height,
number, and proposed use of buildings
- Section 4.5.2 Consistency with the County’s
Comprehensive Plan
- Section 4.5.5 Land Use, Densities, & Building
Requirements
- Exhibit G Zoning Districts and Overlays Map
- Exhibit H Future Land Use Map
The approximate number of dwelling units - Section 4.3 Background and Baseline Data
- Exhibit F Residential Dwelling Units Exhibit
Property intended for use as public parks,
recreation areas, streets, public utilities, and
public improvements of any nature
- Goal 4.3.4 Infrastructure
- Section 4.4.1 Action Plan
- Exhibit B Sidewalk Master Plan
- Exhibit C Parks and Open Space Opportunities Map
- Exhibit Q Framework Map
Neighborhood impact element describing
impact to residents in terms of relocation,
traffic circulation, environmental quality,
availability of community facilities and
services, effect on school population, and
other matters affecting the physical and
social quality of the neighborhood
- Goal 4.2.3 Housing
- Goal 4.3.4 Infrastructure
- Section 4.5.6 Neighborhood Impact
- Exhibit A Neighborhood Map
- Exhibit B Sidewalk Master Plan
- Exhibit C Parks and Open Space Opportunities Map
- Exhibit Q Framework Map
- Exhibit T - Street Layout Map
- Section 6 Relocation Procedures
Publicly funded capital improvements to be
undertaken in the CRA area
- Section 4.4.1 Action Plan
- Section 4.4.1 Funding Strategies
- Exhibit R Non-CRA Projects within the ICRA
Safeguards, controls, restrictions/covenants
to ensure implementation of the plan
- Section 4.5.7 Safeguards, Controls, Restrictions, &
Assurances
Assurances there will be replacement
housing for relocation of persons temporary
or permanently displaced
- Section 4.5.6 Neighborhood Impact
- Section 4.5.7 Safeguards, Controls, Restrictions, &
Assurances
- Objective 4.2.3.1
- Section 6 Relocation Procedures
Provide element of residential use, including
any intent to remedy housing affordability - 4.3.3 - Housing
Projected costs of redevelopment
- Section 4.4.1 Action Plan
- Section 4.4.1 Funding Strategies
- Exhibit R Non-CRA Projects within the ICRA
Redevelopment Area Plan duration and
time certain for redevelopment financed by
increment revenues
- Section 4.4.1 Action Plan
- Section 4.4.1 Funding Strategies
- Exhibit R Non-CRA Projects within the ICRA
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4.5.2 Consistency with the County’s Comprehensive Plan
The Collier County Growth Management Plan (GMP) is the local government comprehensive plan,
providing goals, objectives and policies to direct future land uses and allowable density and intensity of
appropriate uses for future development. The GMP was adopted by the Board of County Commissioners
(BCC) in 1989 and has been amended several times since the original adoption.
The Immokalee Redevelopment Plan is consistent with the GMP and specifically the Immokalee Area
Master Plan per Florida Statute, which is recognized in Policy 4.3 of the Future Land Use (FLU) Element of
the GMP as a detailed planning effort to “improve coordination of land uses with natural and historic
resources, public facilities, economic development, housing and urban design” (Objective 4).
The Immokalee Urban Area delineated in the Immokalee Area Master Plan constitutes much of the
Redevelopment Area, however the Redevelopment Area is larger and also encompasses Rural Land
Stewardship Area/Agricultural designated lands outside the Urban Area.
The Immokalee Redevelopment Plan is consistent with FLU Policy 4.8 which establishes that
redevelopment plans may be adopted.
Policy 4.8: The Board of County Commissioners may consider whether to adopt redevelopment
plans for existing commercial and residential areas. Such plans may include alternative land uses,
modifications to development standards, and incentives that may be necessary to encourage
redevelopment. Such redevelopment plans may only be prepared by the County or its agent unless
otherwise authorized by the Board of County Commissioners… The Immokalee Redevelopment
Plan was adopted by the Board on June 13, 2000…
With the exception that the Seminole Reservation comprising approximately 600 acres that is not
controlled or regulated by the Collier County GMP, the Immokalee Community Redevelopment Area is
governed by the GMP and subsequently the Immokalee Area Master Plan. The goals, objectives, and
strategies herein are consistent with the GMP. Figure 4-7 below includes Redevelopment Plan references
that align with and further the seven priorities of the Immokalee Area Master Plan (December 2019).
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Figure 4-7 – CRA Plan Consistency with the Immokalee Area Master Plan
Immokalee Area Master
Plan (2019) Priorities 2022 Redevelopment Plan
Economic Development Goal 4.2.2 Economic Development
Quality Neighborhoods
Goal 4.2.3 Housing
Section 4.4.1 Action Plan - Neighborhood Revitalization Initiative
Exhibit A Neighborhood Map
Infrastructure & Public
Services
Parks & Recreation
Transportation
Goal 4.2.4 Infrastructure
Exhibit B Sidewalk Master Plan
Exhibit C Parks and Open Space Opportunities Map
Exhibit J Regional Transportation Map
Exhibit T Street Layout Map
Natural Resources &
Ecotourism
Goal 4.2.2 Economic Development
Exhibit Q Framework Map
Section 4.4.1 Action Plan - Pepper Ranch Recreational and Eco-Tourism
Land Uses
Goal 4.2.1 Celebrating Culture
Goal 4.2.2 Economic Development
Goal 4.2.3 Housing
Goal 4.2.4 Infrastructure
Goal 4.2.5 Implementation/Administration
Section 4.4.1 Action Plan
Urban Form
Goal 4.2.1 Celebrating Culture
Goal 4.2.2 Economic Development
Goal 4.2.3 Housing
Goal 4.2.4 Infrastructure
Goal 4.2.5 Implementation/Administration
Section 4.4.1 Action Plan
Interlocal &
Intergovernmental
Coordination
Goal 4.2.1 Celebrating Culture
Goal 4.2.2 Economic Development
Goal 4.2.3 Housing
Goal 4.2.4 Infrastructure
Goal 4.2.5 Implementation/Administration
Section 4.4.2 Funding Strategies
4.5.3 Acquisition, Demolition/Clearance & Improvements
In the future, the Community Redevelopment Agency may choose to pursue a program of property
acquisition and/or consolidation to realize the redevelopment objectives. These objectives might relate
to facilitating the elimination or prevention of blight and providing identified public uses. If a property is
designated for acquisition, the process must comply with County requirements and/or State statutes.
The Community Redevelopment Agency is authorized to demolish, clear, or move buildings, structures,
and other improvements from any real property acquired in the redevelopment project area, subject to
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obtaining necessary permits. The CRA may partner with other agencies to assist in demolition of unsafe
structures as authorized and approved by the BCC.
The CRA may also engage in or assist in site preparation improvements on properties it already owns or
properties it acquires in the future to facilitate development. Other improvements include general
infrastructure and streetscape improvements that indirectly support development. All of these
improvements are subject to obtaining necessary permits.
4.5.4 Zoning and Comprehensive Plan Changes
No Land Development Code or Growth Management Plan changes are being adopted with the adoption
of this Redevelopment Plan. Consequently, the Immokalee Redevelopment Plan is intended to maintain
consistency with the land uses, densities, and building requirements provided in the Growth Management
Plan and the LDC. For an explanation of those requirement see Section 4.5.5 below and for an explanation
of the Redevelopment Plan’s Consistency with the Growth Management Plan, see Section 4.5.2.
4.5.5 Land Use, Densities, & Building Requirements
The Collier County Growth Management Plan and Land Development Code (LDC) establish the policies
and standards for land use and urban design, which have a direct impact on the built environment of the
Redevelopment Area, with the exception that the Seminole Reservation comprising approximately 600
acres is not controlled or regulated by the Collier County Growth Management Plan or LDC. For all other
property, building heights, setbacks, sizes, and other standards are regulated by the zoning districts and
overlays per the LDC.
The Immokalee Urban Area delineated in the Immokalee Area Master Plan of the Growth Management
Plan constitutes much of the Redevelopment Area, however the Redevelopment Area is larger and also
encompasses Rural Land Stewardship Area/Agricultural designated lands outside the Urban Area. Below
are the land use designations within the Redevelopment Area per the Future Land Use (FLU) categories
on the Immokalee Area Master Plan Future Land Use Map, as well as the County Future Land Use Map for
land outside the urban designated area.
Immokalee Area Master Plan Future Land Use
Recreation Tourism 1.9%
Low Residential Subdistrict 37.6%
Medium Residential Subdistrict 4.5%
High Residential Subdistrict 6.4%
Commercial Mixed Use Subdistrict 4.5%
Industrial Subdistrict 3.0%
Industrial Mixed Use Subdistrict 3.6%
Immokalee Regional Airport Subdistrict 5.7%
Seminole Reservation 2.4%
Collier County Future Land Use
Agriculture/Rural Mixed Use District/RLSA
(including Lake Trafford) 30.3%
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Below are the zoning designations within the Redevelopment Area per the Collier County Zoning Atlas.
Over 69% of the Redevelopment Area is currently within an Agricultural Zoning District. The zoning
districts set the standards for building heights, site development standards, and specific uses.
Residential Zoning Districts
RSF-3
11.9%
RSF-4
RSF-5
RSF-6
RMF-6
RMF-12
RMF-16
RPUD
MH
PUD
VR
RT
Mixed Use MPUD 1.2%
Commercial Zoning Districts
C-1
2.1%
C-3
C-4
C-5
CPUD
Industrial Zoning Districts I 2.4%
Airport AOPUD 6.1%
Agricultural Districts A 69.3% E
Civic and Institutional Zoning Districts P 0.3% CF
Lake Trafford - 6.5%
The following Overlay Zoning districts are adopted to apply particular standards or relief from standards
to target development results desired for specific geographic areas of the community:
Main Street Overlay Subdistrict (MSOSD)
Agribusiness Overlay Subdistrict (AOSD)
Farm Market Overlay Subdistrict (FMOSD)
Jefferson Avenue Commercial Overlay Subdistrict (JACOSD)
State Road 29 Commercial Overlay Subdistrict (SR29COSD)
Central Business Overlay Subdistrict
Allowable densities (dwelling units per acre) vary from four (4) to twenty (20) dwelling units per acre as
identified in the Immokalee Area Master Plan for the corresponding to Future Land Use designations listed
below.
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Immokalee Future Land Use Densities
URBAN MIXED USE DISTRICT
Recreation Tourist Subdistrict
Base Density: Four (4) dwelling units per gross acre.
Maximum Density: Four (4) dwelling units per gross acre. Density
bonuses do not apply in this subdistrict.
Transient lodging is permitted at a maximum density of twenty-six
(26) units per gross acre.
Low Residential Subdistrict
Base Density: Four (4) dwelling units per gross acre.
Maximum Density: Eight (8) dwelling units per gross acre, inclusive
of all density bonuses. Densities above the base density can only
be achieved through available density bonuses.
Medium Residential Subdistrict
Base Density: Six (6) dwellings units per gross acre.
Maximum Density: Fourteen (14) dwelling units per gross acre,
inclusive of all density bonuses. Densities above the base density
can only be achieved through available density bonuses.
High Residential Subdistrict
Base Density: Eight (8) dwelling units per gross acre.
Maximum Density: Sixteen (16) dwelling units per gross acre,
inclusive of all density bonuses. Densities above the base density
can only be achieved through available density bonuses.
Commercial Mixed Use Subdistrict
Base Density: Sixteen (16) dwelling units per gross acre.
Maximum Density: Twenty (20) dwelling units per gross acre,
inclusive of all density bonuses. Densities above the base density
can only be achieved through available density bonuses.
Transient lodging is allowed at a maximum density of thirty-two
(32) units per gross acre.
4.5.6 Neighborhood Impact
The structure of the Immokalee Redevelopment Plan was specifically organized to have a positive impact
on housing and residential neighborhoods. The intensive redevelopment activities recommended in the
Redevelopment Plan concentrate on existing commercial and semi-industrial areas including the
Immokalee Regional Airport/Industrial Park and other opportunities identified in the Framework Map (see
Exhibit Q).
Since the provision of supportive services to existing residents and ensuring maintenance of low- and
moderate-income housing in the area are primary objectives of the plan, the overall impacts of the
proposed redevelopment program are expected to be positive, with few negative impacts anticipated.
The Redevelopment Plan also proposes a comprehensive approach to redevelopment through
neighborhood initiatives identified in Objective 4.2.3.2 as required by §163.362(3), Florida Statues.
The Immokalee Redevelopment Plan identifies partnering with housing providers to create incentives for
housing rehabilitation and replacement in Strategy 4 of Objective 4.2.3.1. Consistent with §163.362(7),
Florida Statues, the 2022 Redevelopment Plan provides assurances of replacement housing for relocation
of persons temporary or permanently displaced are established in Section 4.5.7, Safeguards, Controls,
Restrictions, & Assurances. For relocation procedures refer to Section 6 of the Collier County Community
Redevelopment Plan.
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Proposed development is subject to the Collier County development review process to assess and mitigate
for Level of Service impacts to public facilities, including roadways, schools, drainage, and utilities.
Regarding environmental quality, water quality is a key consideration for stormwater management
improvements. Water quality impacts can be evaluated through existing Collier County processes.
4.5.7 Safeguards, Controls, Restrictions, & Assurances
Redevelopment activities identified in this Redevelopment Plan will not be initiated until they are found
to be consistent with the Collier County Growth Management Plan and applicable land development
regulations. For an explanation of the Redevelopment Plan’s consistency with the Growth Management
Plan, see Section 4.5.2. The Community Redevelopment Agency, working collaboratively with County
agencies, may propose amendments to the Growth Management Plan and the Land Development Code,
including design criteria, building heights, land coverage, setback requirements, special exceptions, traffic
circulation, traffic access, and other development and design controls necessary for proper development
of public and private projects.
To leverage tax increment revenues, Collier County may consider non-ad valorem assessments. The
imposition of special assessments for capital improvements and essential services is covered by well
settled case law and specific statutory provisions authorizing collection of non-ad valorem assessments
on the same bill as ad valorem taxes. Such provisions require extraordinary notice to all affected property
owners.
Issues concerning restrictions on any property acquired for community redevelopment purposes and then
returned to use by the private sector will be addressed on a case-by-case basis to ensure all activities
necessary to perpetuate the redevelopment initiative are advanced in a manner consistent with this
Redevelopment Plan and any amendment to it. Such restrictions or controls would be expected in the
form of covenants on any land sold or leased for private use as provided for in the Community
Redevelopment Act, Section 163.380, F.S.
To ensure that redevelopment will take place in conformance with the projects, objectives and strategies
expressed in this Redevelopment Plan, the Community Redevelopment Agency will utilize the regulatory
mechanisms used by the County to permit development and redevelopment within its jurisdiction. These
mechanisms include but are not limited to the Growth Management Plan; the Land Development Code;
adopted design guidelines; performance standards; and County-authorized development review,
permitting, and approval processes and any other adopted codes, standards, and policies.
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4.6 Exhibits
A. Neighborhood Map
B. Sidewalk Master Plan (Overall, Focus Area 1, & Focus Area 2)
C. Parks & Open Space Map
D. Funded & Unfunded Collier Area Transit (CAT) Stop Improvements
E. Public Meeting Presentation & Focus Group Meeting Summaries
F. Housing Types & Residential Dwelling Units
G. Zoning Map
H. Immokalee Future Land Use Map
I. TIGER Grant 2017 Project Area Map
J. Regional Transportation Map
K. Immokalee Incentive Program Areas
L. Immokalee Retail Demand Assessment
M. Immokalee Regional Airport Master Plan Layout
N. Immokalee Water and Sewer Service Map and Five Year CIP (2022-2026)
O. Immokalee Fire Control District
P. Collier County Public Schools Data Sheet
Q. Framework Map
R. Budgeted Capital Projects (Non-CRA)
S. TIF & MSTU Revenue Projections with 3% and 5% Growth Rates
T. Street Layout Map
Exhibit A
Neighborhood Map
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IMMOKALEE RDBETHUNE RDHeritageKaicasaN 11TH STROBERTS AVE WN 18TH ST2ND AVEEDEN AVECARSON RDS 5TH STBOSTON AVEESCAMBIA STCOLORADO AVEIMMOKALEE DRCARVER STLINCOLN BLVDLITTLE LEAGUE RDALLEGIANCE WAYOAK STLakeTraffordTriangleTheVillageCarsonArrowHeadDowntownBusinessParkSeminoleReservationEdenParkEsperanzaPlaceSouthSideHopeCirclePEPPER RDTAYLOR TERLAKE SHORE DRMIRAHAM TERN 9TH STCARSON RDS 9TH STN 1ST STSR 29CR 846 ES 1ST STN 15TH STLAKE TRAFFORD RDSR 29 NE MAIN STNEW MARKET RD
W W MAIN STIMMOKALEE RD Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunityFEB 202120203067-007 AS SHOWN1Residential Neighborhood MapImmokalee Community Redevelopment Plan UpdateCollier County, Florida0 1500 3000750FeetW:\2020\20203067-007\ArcGIS\021921 11x17 ResidentialNeighborhoodMap.mxd Date: 2/25/2021 Time: 1:12:28 PM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO.SCALE SHEETLegendImmokalee CRA BoundaryArrow HeadBusiness ParkCarsonDowntownEden ParkEsperanza PlaceHope CircleLake TraffordSeminole ReservationSouth SideThe VillageTriangleEmerging NeighborhoodsTrails and PathsParksBoatingMuseumsLibrariesCivic AssociationsEducational FacilitiesPolice StationsFire StationsEMS/ClinicNotes:1. Immokalee CRA boundary provided by Collier County Growth Management Department, January 2020.2. Community facilities from Collier County GIS Hub, December 2020.3. Proposed neighborhoods provided by Collier County Growth Management Department, January 2021, and updated per CRA direction. Proposed neighborhood boundaries are subject to change. Lake Trafford FOR DISCUSSION
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Exhibit B
Sidewalk Master Plan
(Overall, Focus Area 1, & Focus Area 2)
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N 11TH STROBERTS AVE WN 18TH ST2ND AVEEDEN AVEW MAIN STCARSON RDS 5TH STBOSTON AVEESCAMBIA STCOLORADO AVEIMMOKALEE DRCARVER STLINCOLN BLVDLITTLE LEAGUE RDALLEGIANCE WAYOAK STN 9TH STCARSON RDS 9TH STS 1ST STN 1ST STLITTLE LEAGUE RDSR 29CR 846 ES 1ST STN 15TH STLAKE TRAFFORD RDWESTCLOX STSR 29 NE MAIN STNEW MARKET RD
W
W MAIN STNEW MARKET RD EIMMOKALEE RD Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunitySEPT 202120203067-007 AS SHOWN1Sidewalk Master PlanImmokalee Community Redevelopment Plan UpdateCollier County, Florida0 1500 3000750FeetW:\2020\20203067-007\ArcGIS\Sidewalk Exhibit\092121 11x17 Sidewalks.mxd Date: 9/23/2021 Time: 1:59:15 PM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO.SCALESHEETLegendNo sidewalk on either side (proposed unfunded)Concrete sidewalk on one sideConcrete sidewalk on both sidesAsphalt on one or both sidesProgrammed improvementsTIGER Grant FundedRoadImmokalee CRA BoundaryNotes:1. Immokalee CRA boundary source: Collier County Growth Management Department, January 2020.2. Existing sidewalks is composed of: 2018 aerial interpretation; Immokalee Street Map, December 2010; Immokalee Projects Map, January 2016; and Collier County MPO existing facilities linework, December 2020. Existing sidewalks verified through ground truthing by CRA Staff, September 2021. 3. TIGER Funded sidewalks per Immokalee Complete Streets TIGER Project Grant, awarded May 2018.4. Programmed improvements per Immokalee CRA 2019 Annual Report and Collier MPO March 2019 Bicycle/Pedestrian Master Plan.5. Proposed unfunded per Collier MPO March 2019 Bicycle/Pedestrian Master Plan, Collier MPO December 2011 Immokalee Walkability Study, and CRA Staff. Lake Trafford FOCUS AREA 1FOCUS AREA 2
Lake Trafford RDWestclox STN 15th STCarson RDN 11th STN 9th ST8th AVELee STLincoln BLVDEden AVEMonroe STJefferson AVE WMadison AVE W
New Market RD W
6th AVEPalm DRNassau STDurso CTN 18th ST7th AVE5th AVEN 10th STPear STBush ST EPlum STN 29th STDilsa LNSR 29 NPeach STApple STPalm AVEN 17th STClifton RDRingo LNCurry RDPine STAllegiance WAYOrange STManatee STN 19th STHamilton STBush ST WWarden LNArthur STTangerine STLaurel STLiberty WAYClifton STBaker STPeace WAYAsh LNFranklin CTJackson CTTara STCrestview DRWells STTitus LNImmokalee DRSanta Rosa AVELeed AVEKristy LNTaylor STJustice CIRC AVEMarianna WAYOrchid AVEGladiola STCuster AVEEl Paso TRLFriendship DRPinellas STAshley LNMax DRLincoln AVEAmerica WAYAmigo WAYMadison CTLincoln CTBoxwood DRPoinsettia STAlamo DRDimar LNSerenity DRCharlie CTMarjorie STCarson Lakes CIRLauren LNKissimmee STHarvest DRCrews CT
Proverbs LNGrant AVEHickock LNRoy WAY Wilton CTTrafford Isles CIRThomas LNAdams CTTyler AVEOkeechobee STMcBlack STGarden Lake CIREsperanza WAYLancewood LNPatriot CT Seacrest AVEN 18th TERIronwood LNMimosa AVEForrester AVECamellia AVEWalking Stick LNMarion LNBetty LNReflections WAYEsperanza CTBryant ST
Summer Glen BLVDPine CTSerenity WAYLuna CTPhyllis LNPapaya STKrystal LN
6th Avenue CIR
Sanders Pine CIRReflections AVEAvocado STN 19th TER Monroe CTCambridge CTJumper LNN 18th STN 19th ST Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunitySEPT 202120203067-007 AS SHOWN1Sidewalk Master PlanFocus Area 1Immokalee Community Redevelopment Plan UpdateCollier County, Florida05001000250FeetW:\2020\20203067-007\ArcGIS\Sidewalk Exhibit\092121 11x17 Sidewalks Focus Area 1.mxd Date: 9/23/2021 Time: 1:32:16 PM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO.SCALE SHEETLegendNo sidewalk on either side (proposed unfunded)Concrete sidewalk on one sideConcrete sidewalk on both sidesAsphalt on one or both sidesProgrammed improvementsTIGER Grant FundedRoadImmokalee CRA BoundaryNotes:1. Immokalee CRA boundary source: Collier County Growth Management Department, January 2020.2. Existing sidewalks is composed of: 2018 aerial interpretation; Immokalee Street Map, December 2010; Immokalee Projects Map, January 2016; and Collier County MPO existing facilities linework, December 2020. Existing sidewalks verified through ground truthing by CRA Staff, September 2021. 3. TIGER Funded sidewalks per Immokalee Complete Streets TIGER Project Grant, awarded May 2018.4. Programmed improvements per Immokalee CRA 2019 Annual Report and Collier MPO March 2019 Bicycle/Pedestrian Master Plan.5. Proposed unfunded per Collier MPO March 2019 Bicycle/Pedestrian Master Plan, Collier MPO December 2011 Immokalee Walkability Study, and CRA Staff.
W Main STRoberts AVE WS 9th STE Main STS 5th ST2nd AVES 1st STS 3rd STBoston AVES 2nd STEustis AVEN 9th STN 1st STS 4th STN 11th STColorado AVESanitation RDSeminole Crossing TRLN 15th STCR 846 EJerome DRS 7th STN 5th STN 6th STN 4th STN 7th STN 3rd STAirport RD
Immokalee RDN 2nd STDoak AVECarver STKoowa
c
h
o
b
e
e
T
R
L
School DRNew Market RD ERose AVE13th ST SEOak ST2nd STWhite WAYPalmetto AVEW Delaware AVEYouth Ranch RDIndian Camp RDBooker BLVDJones STGaunt STE Delaware AVEAlachua STPrice AVES 6th STN 8th STMaple DRGross AVERoberts AVE EN 18th STS 6th CTSchool RDS 8th STFahrney STJefferson AVE EEustis AVE ENixon DR11th ST15th ST SE16th ST SE11th ST SEStokes AVE14th ST SEHancock STWeeks TER12th ST SEBrown WAY12th STPiper LN13th ST15th STAnhinga CIR14th STJump ST Oakhaven CIRVeronica LNCatalina TER10th CT SJenny LNSeminole STAndres LNRoberto LNRamano LNS 8th ST
S 7th STEustis AVE E Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunitySEPT 202120203067-007 AS SHOWN1Sidewalk Master PlanFocus Area 2Immokalee Community Redevelopment Plan UpdateCollier County, Florida0 500 1000250FeetW:\2020\20203067-007\ArcGIS\Sidewalk Exhibit\092121 11x17 Sidewalks Focus Area 2.mxd Date: 9/23/2021 Time: 1:42:35 PM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO.SCALE SHEETLegendNo sidewalk on either side (proposed unfunded)Concrete sidewalk on one sideConcrete sidewalk on both sidesAsphalt on one or both sidesProgrammed improvementsTIGER Grant FundedRoadImmokalee CRA BoundaryNotes:1. Immokalee CRA boundary source: Collier County Growth Management Department, January 2020.2. Existing sidewalks is composed of: 2018 aerial interpretation; Immokalee Street Map, December 2010; Immokalee Projects Map, January 2016; and Collier County MPO existing facilities linework, December 2020. Existing sidewalks verified through ground truthing by CRA Staff, September 2021. 3. TIGER Funded sidewalks per Immokalee Complete Streets TIGER Project Grant, awarded May 2018.4. Programmed improvements per Immokalee CRA 2019 Annual Report and Collier MPO March 2019 Bicycle/Pedestrian Master Plan.5. Proposed unfunded per Collier MPO March 2019 Bicycle/Pedestrian Master Plan, Collier MPO December 2011 Immokalee Walkability Study, and CRA Staff.
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Exhibit C
Parks & Open Space
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N 11TH STROBERTS AVE WN 18TH ST2ND AVEEDEN AVEW MAIN STCARSON RDS 5TH STBOSTON AVEESCAMBIA STCOLORADO AVEIMMOKALEE DRCARVER STLINCOLN BLVDLITTLE LEAGUE RDALLEGIANCE WAYOAK ST212019181715161314N 9TH STCARSON RDS 9TH STS 1ST STN 1ST STSR 29CR 846 ES 1ST STN 15TH STLAKE TRAFFORD RDWESTCLOX STE MAIN STNEW MARKET RD
W
SR 29 NIMMOKALEE RD876549321101211 Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunityFEB 202120203067-007 AS SHOWN1Parks & Open SpaceImmokalee Community Redevelopment Plan UpdateCollier County, Florida0 1500 3000750FeetW:\2020\20203067-007\ArcGIS\022321 11x17 ParksandOpenSpace_Updated.mxd Date: 2/25/2021 Time: 1:46:55 AM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO.SCALE SHEETLegendImmokalee CRA BoundaryParksNotes:1. Immokalee CRA boundary source: Collier County Growth Management Department, January 2020.2. Parks information was reviewed and compiled using parks data from The 2016 Collier County Economic, Demographic & Community Profile; Collier County GIS Hub (December 2020); Collier County Parks & Recreation Master plan (May 2018); Conservation Collier Aquired Lands (October, 2018); Florida Department of Enviornmental Protection State Park Boundaries (August 2019); Park and Recreation Areas from the Florida Department of Agriculture and Consumer Services (August 2019); Florida Conservation Lands from the Florida Natural Areas Inventory (September 2020); and direction from CRA staff. Lake Trafford Acreage1Immokalee Community Park 23.02Immokalee Sports Complex 14.03Dreamland Neighborhood Park 0.54Immokalee South Park 3.25Tony Rosbough Park 7.06Ann Olesky/Lake Trafford Park 2.37Roberts Ranch 12.98Immokalee Zocalo 0.29Airport Park Viewing Area 19.010Eden Park Elementary 2.811Immokalee High School 1.012Pepper Ranch 50.0Facility13CRA Property Civic Center & Public Plaza14Immokalee Fair Housing Neighborhood Park15Lake Trafford (County Owned) Neighborhood Park16Williams Neighborhood Park17Barron Collier Neighborhood Park18Pepper Rd Linear Park19Airport Park Viewing Area Expansion Viewing Area20CRA Property Neighborhood Park21Kaicasa Pocket ParksExisting Parks & Open SpaceParks & Open Space Opportunities
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Exhibit D
Funded & Unfunded
Collier Area Transit (CAT)
Stop Improvements
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Exhibit E
Public Meeting Presentation &
Focus Group Meeting Summaries
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Immokalee CRA Redevelopment Plan UpdateMARCH 31, 20215:30 PM
Community Goals
Common ThemesxCelebrate CulturexPrioritize Recreation FacilitiesxPromote Economic DevelopmentxImprove Community FacilitiesxImprove Housing Conditions and Expand Housing OptionsxProvide Safe and Convenient Mobility OptionsxPromote Ecotourism and AgrotourismxImprove Drainage and Lake Trafford Water QualityRecreationEconomicDevelopmentCommunityFacilitiesHousingDrainage & Lake TraffordEcotourism & AgrotourismHousingMobilityCulture
What we’ve heard…SURVEY LINK https://immokaleecra.com/The CRA has an online survey to gather your feedback on goals and issues to address in the Redevelopment Plan UpdateSurvey is available: https://immokaleecra.com/
What we’ve heard…SURVEY LINK https://immokaleecra.com/Culture◦255 survey participants◦Very positive response to funding events & celebrating culture- 68% support a look and feel to celebrate different styles & cultures◦What is your culture: Mexican (56%), Immokalee native (14%)◦Most needed services: Housing related services (20%) & education/training (16%) ◦Immokalee is safe but could use improvements (79%)◦60% do not perceive Immokalee as a place of opportunity◦74% support a public use on the CRA property @ W Main St and S 9thSt
What we’ve heard…Housing◦140 survey participants◦60% live in satisfactory housing◦45% indicate their home needs significant repair◦86% feel safe in their neighborhood◦Lighting would help neighborhood feel safer (44%)◦Most needed housing options: Rentals, single family & low income housing choices SURVEY LINK https://immokaleecra.com/
What we’ve heard…Economic Development◦89% have shopped, dined, or received services at a business on Main Street within the last 12 months◦73% of respondents are interested in training or higher education opportunities◦Biggest barriers for training & education: - Day/time of available classes (39%) - Tuition costs (33%) SURVEY LINK https://immokaleecra.com/
What we’ve heard…Transportation & Infrastructure ◦16 survey participants◦Preferred improvements: - High frequency bus service (bus come more often) - Expanded bus service hours (earlier and later service hours) ◦82% prefer sidewalks on both sides of the street (vs sidewalks on one side)◦73% are willing to donate an easement for sidewalk or drainage improvements◦Flooding occurs often (80%) (New Market Road identified by majority)SURVEY LINK https://immokaleecra.com/
Next Steps – Focus GroupsApril 13, 2021@ 6:00 p.m.EconomicDevelopmentRecreationEconomicDevelopmentCommunityFacilitiesDrainage & Lake TraffordHousingMobilityCultureEcotourism & AgrotourismSURVEY Link https://immokaleecra.com/April 27, 2021@ 6:00 p.m.April 20, 2021@ 6:00 p.m.May 6, 2021@ 6:00 p.m.
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Exhibit F
Housing Types & Residential Dwelling Units
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Exhibit G
Zoning Map
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Exhibit H
Immokalee Future Land Use Map
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Exhibit I
TIGER Grant 2017 Project Area Map
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Exhibit J
Regional Transportation Map
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AVE MARIA SRAHYDE PARK VILLAGE SRARIVERGRASS VILLAGE SRASR 29OIL WELL RDSR 82CR 846 EIMMOKALEE RDSR 29 NCAMP KEAIS RDCORKSCREW RDS 1ST STN 15TH ST Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunityFEB 202120203067-007 AS SHOWN1Regional Transportation MapImmokalee Community Redevelopment Plan UpdateCollier County, Florida0241MilesW:\2020\20203067-007\ArcGIS\021121 11x17 Regional Transportation Map.mxd Date: 2/25/2021 Time: 2:54:35 AM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO. SCALESHEETLegend10 Mile BufferImmokalee CRA BoundaryCollier MPO 2045 LRTP Cost Feasible Plan ProjectsSR 29/New Market Rd W (New 4-lane road)Little League Rd Extension(New 2-lane road)Westclox St Extension(New 2-lane road)SR 29(Widen from 2-lanes to 4-lanes with center turn lane)SR 29(Widen from 2-lanes to 4-lanes)Immokalee Rd (CR 846)(Widen from 2-lanes to 4-lanes)Immokalee Rd (CR 846)(Further Study Required)Florida M-CORES Southwest-Central Florida Connector (Tentative)Existing North/South Roads for Potential Co-Location Existing East/West Roads for Enhancement and ConnectivityStewardship Recieving Areas (SRA)Proposed Bellmar SRA (06-04-20)Proposed Longwater (02-13-20)Stewardship Sending Areas (SSA)Proposed SSA 17 (07-08-20)Proposed SSA 18 (06-01-20)Notes:1. Immokalee CRA boundary source: Collier County Growth Management Department, January 2020.2. Roadways linework and approced SSA linework from Collier GIS Hub, December 2020.3. Proposed SSA and SRA linework source: Collier County Growth Management Department, January 2021.Florida M-CORES Southwest-Central Florida Connector continues through surrounding countiesState Road 80 is not identified with improvements in the2045 MPO LRTP. It is listed as a joint Collier/Lee County MPO Mainline SIS Priority from SR 31 to Buckingham Rd in Lee County (Adopted by Collier and Lee County MPO in June 2018 per Collier MPO Transportation Improvement Program FY2021-FY2025 adopted June 2020). HENDRY COUNTYLEE COUNTYWestclox Street Ext.:New 2-lane rdLittle League Rd Ext.:New 2-lane rdSR 82:Widen from 2-lanes to 4-lanesSR29:Widen from 2-lanes to 4-lanes with center turn laneState Road 29 Bypass (SR 29/New Market Rd W):New 4-lane rdImmokalee Rd (CR 846):Widen from 2-lanes to 4-lanes SR29:Widen from 2-lanes to 4-lanes Immokalee Rd (CR 846):Further Study Required(Immokalee Rd Planning Study)Florida M-CORES Southwest-Central Florida Connector continues through surrounding countiesFlorida M-CORES Southwest-Central Florida Connector continues through surrounding countiesLEHIGH ACRES
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Exhibit K
Immokalee Incentive Program Areas
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6512349588679195418237971342554681433921423212567789386671133103511361134121115281412131312261416281618302418212527112217312928111210212023271530362111201629173235122516151427193413172521271921223228142333262713101634291022221513232912282126172430261723301525362433242515192329202525241018322614331913262622161435222829272024232418202023313022122710173010311936351819183213313436143534331532343635313233313635344916212833CR 846SR 29SR 82IMMOKALEE RDSR 29 NCORKSCREW RDS 1ST STN 15TH STEVERGLADES BLVD NINCENTIVE PROGRAM AREASIMMOKALEE, FLORIDA.01230.5MilesNEW MARKETRDGIS MAPPING: BETH YANG, AICPGROWTH MANAGEMENT DEPARTMENTIMMOKALEE, FLORIDAComunity Redevelopment AreaRural Areas of Opportunity BoundaryImmokalee Urban / Immokalee Beautification MSTU BoundaryPromise Zone (Not official and subject to change)Foreign Free Trade ZoneOpportunity Zone
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Exhibit L
Immokalee Retail Demand Assessment
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IMMOKALEE RETAIL DEMAND ASSESSMENTFlorida Heartland Economic Region of OpportunityApril 2021
2Immokalee Retail – Florida Heartland Economic Region of OpportunityBackground/Objectives, Key Contacts & Limiting ConditionsBACKGROUND & OBJECTIVESFlorida Heartland Economic Region of Opportunity (“FHERO” or “Client”) isanalyzing the potential retail development (or redevelopment) opportunitywithin the Immokalee Community. The objective of this assignment is toanalyze relevant economic and demographic trends in the ImmokaleeCommunity to identify the need (if any) for additional retail establishments.Key elements to define and address in this research:Demographic profile: Immokalee CommunityDemographic comparison benchmark profile: Lehigh AcresCurrent Retail concentration and health of the retail marketAbility of current Retail concentration to satisfy future demandNeed/opportunity for supplemental retail establishmentsNote: This report was completed during the ongoing global health crisiscreated by the COVID-19 (coronavirus) outbreak, the duration andconsequences of which are still largely unknown. Our research andconclusions are based upon the best information available to us at the timeof publication.Client is responsible for representations about the development plans,marketing expectations and for disclosure of any significant information thatmight affect the ultimate realization of the projected results. There willusually be differences between projected and actual results because eventsand circumstances frequently do not occur as expected, and the differencemay be material. We have no responsibility to update our report for eventsand circumstances occurring after the date of our report. Payment of anyand all of our fees and expenses is not in any way contingent upon anyfactor other than our providing services related to this report.LIMITING CONDITIONSThe following key team members participated on this analysis:Tim Sullivan, Senior Managing Principal, oversees our Advisorypractice. With over 38 years of experience, Mr. Sullivan is an expert inresidential and mixed use feasibility studies, strategic planning andproduct development, and regularly conducts market analyses aroundthe United States and internationally.Kristine Smale, Senior Vice President, managed the assignment. Ms.Smale has 16 years of experience in real estate strategy and marketanalysis. She has worked for two public home builders and performedmarket and financial analyses on commercial projects throughout theU.S., including apartments, retail, industrial and office buildings.Nicole Ernst, Senior Manager, has over 25 years of strategic market research experience in both the residential and commercial real estate arenas. Nicole’s feasibility expertise includes extensive work for large-scale master-planned amenity-rich communities in Florida and the Southern region of the U.S. Nicole also brings more than 10 years of commercial real estate valuation with a concentration in tactical value-add, exit/disposition strategies for investment grade assets.KEY CONTACTS
Key Findings4Primary Methodology8Existing Retail Landscape14Retail Demand Model32Economic & Demographic Overview42Appendix49
Immokalee Retail – Florida Heartland Economic Region of Opportunity4Key Findings
Immokalee Retail – Florida Heartland Economic Region of Opportunity5Opportunity:Our research and analysis within the Immokalee area and surrounding market supports an opportunity for additional new retail tosatisfy current, near-term, and future demand.Several factors play an integral role in this conclusion specifically:9Current retail occupancy in Immokalee is the highest reported in the past five years:Occupancy of retail space is Immokalee iscurrently 96%--the highest reported since2016 showing both post-recessionary resiliency and high demand for retail in the market. Avacancy rate of only 4% is a distinct indicator of the need for more retail inventory.9Lack of new supply added consistent with population:Despite an increase in population of approximately 2.0% annually in theImmokalee market area, the total retail SF of inventory (721,000 sf) has seen no change since 2015 when that threshold was reached. Incontrast, the competitive and benchmark market areas have experienced growth of 5.0% to over 7.0% in the same timeframe, adding 16,000– 30,000 square feet to their retail inventory.9Existing inventory is dated and insufficient from a functionality/sustainability standpoint:Much of the existing retail inventory isolder and may possess deferred maintenance and lack of functionality to support current and future retail demand.9Existing inventory is small in size:Nearly 70% of Immokalee’s current retail inventory is under 5,000 sqft in size, due to an unbalanceddistribution of retail center types which in part, hinders the ability for larger-well capitalized national brands to enter the market if theycannot operate inside such a condensed footprint.9Distribution of retail center type is highly unbalanced in Immokalee:Traditionally, retail square footage configured in communitycenters, neighborhood centers, storefront retail and strip malls allows for synergistic co-tenancy—a proven revenue-enhancing businessadvantage. Immokalee’s allocation in these retail center types isapproximately 50% deficient when compared to the surrounding andbenchmark market areas. This significantly hinders Immokalee’s ability to attract national retailers. It also impacts the success of local andregional retailers who require this synergy.9Reconfiguring existing retail inventory is economically infeasible:A fair percentage of the retail inventory in the ImmokaleeCommunity is single-tenant and configured for a specific retail use. Reconfiguring these structures to allow for multi-tenancy and a moregeneral retail use may be cost prohibitive; therefore, while currently functional as-is, this inventory is not considered a usable part of thetrade area’s “retail universe” for future use.9Lack of for lease options available:At the time of this report, there were only two retail assets with space available for lease: LakeTrafford Center 28,051 sf available in three suites, and one freestanding retail structure of 1,450 sf on S 1stSt.9Available space for lease is overpriced:The space available for lease is nearly all priced above market—thus not affordable retail supplyfor new business entrants who may otherwise consider the retail arena in the trade area.Summary of Key FindingsKey Findings
Immokalee Retail – Florida Heartland Economic Region of Opportunity6RetailDemand Model Key Findings: Deficit & OversupplyCurrent deficits in numerous retail industry groups in Immokalee were identified during our analysis.9Our proprietary retail demand model identified support for approximately 111,515 square feet of retailtoday.Without the addition ofsupplemental retail, this gap/deficit will be nearly 125,000 square feet of retail by 2025 based on corresponding population and incomeprojections.9The Retail GAP analysis shows a “leakage” (opportunity where demand exceeds supply) in the following retail industry groups sub-groups.Note: These categories may not necessarily align with retailer’s requirements for traffic counts, rooftop counts and income targets—thusnot all are considered feasible for the Immokalee market.PrimaryGAPS: (More than 50% of Primary Market Area Expenditures)9Sporting Goods/Hobby/Books/Music9Furniture and Home Furnishings9Entertainment/Electronics/Appliances9Department StoreSecondaryGAPS: (More than 20% - 50% of Primary Market Area Expenditures)9Office Supplies/Gifts/Used Merchandise9Clothing and Accessories Stores9Gaps of less than 20% in the market are generally not high enough to consider additional supply warranted; however, in the case of theImmokalee market area, the economic, demographic and workforce profile may align well with the category of Building Materials, GardenSupplies, and General Supply Stores. These categories post an 11.3% gap (equating to a deficit of approximately $850,000 in annualexpenditures).9The Retail GAP analysis shows a “surplus” (where supply exceeds demand) in the following retail industry groups sub-groups including Foodand Beverage Stores, Grocery Stores/Specialty Food Stores, and Gas Stations;however, given the high ratio of cash businesses in theImmokalee market area, demand may not be accurately captured and reflected. In this circumstance, the actual spending (supply) may bea more accurate indication of actual demand, which could be underreported for the local population.Summary of Key FindingsKey Findings
Immokalee Retail – Florida Heartland Economic Region of Opportunity7Challenges:The primary market area has some challenges which include:9Lower income base than elsewhere in the county:This may be impactful to the success of certain community-supported retail. Incentives,including rent subsidies, may be required to spur a new wave of growth in the retail arena. However, it is acknowledged and consideredthroughout this analysis that reportedincomes for both incomes and business revenues maynot be all-inclusive given the abundance of all-cashbusiness in the trade area. As such, statistical incomes and business revenues included herein may be understated.An income inflatorof 20% was applied to the retail demand model used in this report to account mitigate this factor.9Current underutilization of existing retail base:The Immokalee market area has a higher-than-average inventory of existing retail structuresthat are not optimized and/or utilizing current space and lot allocation to the highest and best use. As new retail is built and added to themarket’s inventory, an opportunity exists to ensure efficient space utilization/coverage ratios to optimize the area’s retail concentration andavoid furthering this inefficiency.9No retail options for sale:Further limiting new, community-supportive retail establishments is the lack of availableretailinventory forsale—hindering business owners who wish to invest into the community with longevity of ownership. At the time of this research, there wasonly one vacant property for sale for an owner/user to consider. This asset is also on the market for lease. Both the for lease and for saleprice are unaligned with market supportable comparables and considered overpriced. This factor provides further support the need for newretail development to augment and diversify Immokalee’s current retail inventory.9Data Disclaimer:Due to the size and localized nature of the Immokalee community, a certain amount of “shadow inventory” exists which is not publiclyadvertised. This may include both for sale and for lease assets as well as properties which may have leased and/or sold which may not be reported in thirdparty data sources used herein.9Costar, the foremost a third party data supplier was used as the primary source for data relating to existing retail inventory, distribution of inventory byproperty type, and all leasing and sales activity including properties forlease and for sale. Identified submarkets and retail inventory in the market maydiffer from Costar definitions.Summary of Key FindingsKey Findings
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Exhibit M
Immokalee Regional Airport Master Plan Layout
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/$1'86(0$3581:$<3527(&7,21=21(581:$<2%67$&/()5(($5($3523(57</,1($,5),(/'121$(521$87,&$/$(521$87,&$/ON AIRPORT LAND USEEXISTING CLEARANCESFUTURE CLEARANCES581:$<3527(&7,21=21(581:$<2%67$&/()5(($5($)8785(3523(57</,1(3/53= 53= 52)$)3/ 52)$ $*5,&8/785()8785($9,$7,21&200(5&(&(17(5&200(5&(&(17(5,1'8675,$//2:'(16,7<5(6,'(17,$/+,*+'(16,7<5(6,'(17,$/,1'8675,$/$*5,&8/785(OFF AIRPORT LAND USE$35,/$118$/5$7(2)&+$1*(
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Exhibit N
Immokalee Water and Sewer Service Map
and Five Year CIP (2022-2026)
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IMMOKALEE CRA SERVICE MAPLEGEND:IMMOKALEE URBAN AREA: 17,047 ACRESUNDEVELOPED AREA (NO WATER OR SEWER): 10,491 ACRES (61.5%)AREA OUTSIDE IWSD SERVICE AREA BOUNDARYBUT INSIDE THE IMMOKALEE URBAN AREA: 441 ACRES (2.6%)DEVELOPED AREA WITH WATER AND SEWER: 5,481 ACRES (32.2%)DEVELOPED WITHOUT SEWER:(PRIVATELY OWNED AREAS)546 ACRES (3.2%)OTHER DEVELOPED : (IFAS)88 ACRES (0.5%)IWSD SERVICE AREA BOUNDARYIMMOKALEE URBANAREA BOUNDARY10/19/2021
Immokalee Water and Sewer District
Water and Wastewater Utility Rate Study
Five Year Estimated Capital Improvements
Project No. Project Description Funding Source Budgeted Budgeted Budgeted Budgeted Budgeted Five Year Total Beyond
FY2021-2022 FY2022-2023 FY2023-2024 FY2024-2025 FY2025-2026 FY2025-2026
Wastewater System
WW-01 Rehab Three Existing Clarifiers
WW-01 Design Engineering RRS $0.00
WW-01 Construction USDA - B2 $944,000.00 $944,000.00
WW-01 Construction USDA - G2 $765,000.00 $765,000.00
WW-01 Construction RRS $250,000.00 $250,000.00
WW-01 Construction Engineering RRS $62,000.00 $62,000.00
$2,021,000.00
WW-02 Line 8" & 18" Clay Pipe Sewers
WW-02 Design Engineering DEO $0.00 $0.00
WW-02 Design Engineering RRS $42,500.00 $42,500.00 $42,500.00 $42,500.00 $170,000.00
WW-02 Construction DEO $0.00 $0.00
WW-02 Construction RRS $652,650.00 $652,650.00 $652,650.00 $652,650.00 $2,610,600.00
WW-02 Construction Engineering DEO $0.00 $0.00
WW-02 Construction Engineering RRS $35,100.00 $35,100.00 $35,100.00 $35,100.00 $140,400.00
$2,921,000.00
WW-03 Lift Station P&O Upgrades and 10" FM Extension
WW-03 Design Engineering RRS $65,200.00 $65,200.00
WW-03 Construction RRS $496,000.00 $496,000.00
WW-03 Construction Engineering RRS $34,400.00 $34,400.00
$595,600.00
WW-04 6" Plug Valve Replacement at Arrowhead
WW-04 Design Engineering RRS $5,000.00 $5,000.00
WW-04 Construction RRS $25,000.00 $25,000.00
WW-04 Construction Engineering RRS $5,000.00 $5,000.00
$35,000.00
WW-05 Line Key Manholes Throughout System (annual program 6-7 manholes per year; 48 manholes remain to be lined as of 7/22/2020)
WW-05 Design Engineering RRS $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $25,000.00 $15,000.00
WW-05 Construction RRS $101,000.00 $100,000.00 $100,000.00 $100,000.00 $100,000.00 $501,000.00 $300,000.00
WW-05 Construction Engineering RRS $5,000.00 $5,000.00 $5,000.00 $5,000.00 $5,000.00 $25,000.00 $15,000.00
$551,000.00 $330,000.00
WW-06 Oxidation Ditch Bridges (4 Bridges - Ditches #1 & #2)
WW-06 Design Engineering RRS $0.00
WW-06 Construction RRS $285,000.00 $285,000.00
WW-06 Construction Engineering RRS $8,000.00 $8,000.00
$293,000.00
WW-07 Lake Trafford Road/Carson Road Area Lift Stations & Force Main Improvements
WW-07 Design Engineering - Modeling RRS $69,200.00 $69,200.00
WW-07 Design Engineering CSA $100,000.00 $100,000.00
WW-07 Construction RRS $500,000.00 $500,000.00
WW-07 Construction CSA $500,000.00 $500,000.00
WW-07 Construction Engineering RRS $85,000.00 $85,000.00
WW-07 Construction Engineering CSA $85,000.00 $85,000.00
$1,339,200.00
WW-08 Oxidation Ditch Bridges (2 Bridges - Ditch #3)
WW-08 Design Engineering RRS $8,000.00 $8,000.00
WW-08 Construction RRS $145,000.00 $145,000.00
WW-08 Construction Engineering RRS $10,000.00 $10,000.00
$163,000.00
WW-09 Deep Injection Well #2
WW-09 Design Engineering TBD $46,040.00 $250,000.00 $296,040.00
WW-09 Construction TBD $7,320,000.00 $7,320,000.00 $14,640,000.00
WW-09 Construction Engineering TBD $425,000.00 $425,000.00 $850,000.00
Immokalee Water and Sewer District
Water and Wastewater Utility Rate Study
Five Year Estimated Capital Improvements
Project No. Project Description Funding Source Budgeted Budgeted Budgeted Budgeted Budgeted Five Year Total Beyond
FY2021-2022 FY2022-2023 FY2023-2024 FY2024-2025 FY2025-2026 FY2025-2026
$15,786,040.00
WW-10 Agricultural Public Access Re-Use Water System
WW-10 Design Engineering TBD $100,000.00 $100,000.00
WW-10 Construction TBD $1,500,000.00 $1,500,000.00 $3,000,000.00
WW-10 Construction Engineering TBD $80,000.00 $80,000.00 $160,000.00
$3,260,000.00
WW-11 Unsewered Areas/Septic Tank Replacement Program (20 unsewered areas, Complete 2 or 3 areas per year)
WW-11 Design Engineering TBD $150,000.00 $150,000.00 $150,000.00 $150,000.00 $150,000.00 $750,000.00 $300,000.00
WW-11 Construction TBD $1,500,000.00 $1,500,000.00 $1,500,000.00 $1,500,000.00 $6,000,000.00 $4,500,000.00
WW-11 Construction Engineering TBD $150,000.00 $150,000.00 $150,000.00 $150,000.00 $600,000.00 $450,000.00
$7,350,000.00 $5,250,000.00
Wastewater System Totals $4,151,090.00 $12,378,250.00 $11,965,250.00 $3,910,250.00 $1,910,000.00 $34,314,840.00 $5,580,000.00
Water System
W-01 Replacement of AC Water Mains and Undersized Water Mains throughout the System
W-01 Construction USDA - B1 $0.00
W-01 Construction USDA - G1 $464,088.00 $464,088.00
W-01 Construction RRW $250,000.00 $250,000.00
W-01 Construction Engineering USDA - B1 $0.00
W-01 Construction Engineering USDA - G1 $0.00
$714,088.00
W-02 Fuel Storage Tank at Airport WTP
W-02 Design Engineering RRW $5,000.00 $5,000.00
W-02 Construction RRW $80,000.00 $80,000.00
W-02 Construction Engineering RRW $5,000.00 $5,000.00
$90,000.00
W-03 Legacy Lots & Water Main Looping
W-03 Design Engineering RRW $75,000.00 $75,000.00 $75,000.00 $75,000.00 $300,000.00
W-03 Construction RRW $637,500.00 $637,500.00 $637,500.00 $637,500.00 $2,550,000.00
W-03 Construction Engineering RRW $90,000.00 $90,000.00 $90,000.00 $90,000.00 $360,000.00
$3,210,000.00
W-04 IFAS Tank & Booster Station
W-04 Design Engineering TBD $80,000.00 $80,000.00
W-04 Construction TBD $2,000,000.00 $2,000,000.00
W-04 Construction Engineering TBD $120,000.00 $120,000.00
$2,200,000.00
W-05 New 2.5 MGD Reverse Osmosis Water Treatment Plant
W-05 Design Engineering TBD $400,000.00 $400,000.00 $400,000.00
W-05 Construction TBD $0.00 $10,000,000.00
W-05 Construction Engineering TBD $0.00 $600,000.00
$400,000.00 $11,000,000.00
Water System Totals $1,266,588.00 $1,142,500.00 $3,002,500.00 $802,500.00 $400,000.00 $6,614,088.00 $11,000,000.00
General Projects
GP-01 New Maintenance Building
GP-01 Design Engineering RRS $10,000.00 $10,000.00
GP-01 Design Engineering RRW $10,000.00 $10,000.00
GP-01 Construction RRS $800,000.00 $800,000.00
GP-01 Construction RRW $800,000.00 $800,000.00
GP-01 Construction Engineering RRS $20,000.00 $20,000.00
GP-01 Construction Engineering RRW $20,000.00 $20,000.00
$1,660,000.00
GP-02 Fuel Storage Tanks at JVW WTP & WWTP
GP-02 Design Engineering RRS $20,000.00 $20,000.00
GP-02 Design Engineering RRW $20,000.00 $20,000.00
Immokalee Water and Sewer District
Water and Wastewater Utility Rate Study
Five Year Estimated Capital Improvements
Project No. Project Description Funding Source Budgeted Budgeted Budgeted Budgeted Budgeted Five Year Total Beyond
FY2021-2022 FY2022-2023 FY2023-2024 FY2024-2025 FY2025-2026 FY2025-2026
GP-02 Construction RRS $80,000.00 $80,000.00
GP-02 Construction RRW $80,000.00 $80,000.00
GP-02 Construction Engineering RRS $10,000.00 $10,000.00
GP-02 Construction Engineering RRW $10,000.00 $10,000.00
$220,000.00
GP-03 Utility Relocation for SR29 Widening from CR846 to Agriculture Way
GP-03 Design Engineering FDOT $50,000.00 $50,000.00 $100,000.00
GP-03 Construction FDOT $1,600,000.00 $1,600,000.00
GP-03 Construction Engineering FDOT $80,000.00 $80,000.00
$1,780,000.00
GP-04 Utilities for SR29 By-Pass from CR846 to north of New Market Road
GP-04 Design Engineering TBD $180,000.00 $100,000.00 $280,000.00
GP-04 Construction TBD $4,000,000.00 $4,000,000.00
GP-04 Construction Engineering TBD $230,000.00 $230,000.00
$4,510,000.00
GP-05 District Wide Water and Sewer Expansion
GP-05 Design Engineering TBD $100,000.00 $100,000.00 $300,000.00
GP-05 Construction TBD $0.00 $6,000,000.00
GP-05 Construction Engineering TBD $0.00 $200,000.00
$100,000.00 $6,500,000.00
GP-06 SR29 Bypass/Master Plan Update
GP-06 Design Engineering - Study RRS $100,000.00 $100,000.00
GP-06 Design Engineering - Study RRW $100,000.00 $100,000.00
$200,000.00
GP-07 New Administration Building
GP-07 Design Engineering/Architectural TBD $250,000.00 $140,000.00 $390,000.00
GP-07 Construction TBD $2,000,000.00 $2,000,000.00
GP-07 Construction Engineering/Architectural TBD $125,000.00 $125,000.00
$2,515,000.00
General Projects Totals $450,000.00 $4,195,000.00 $50,000.00 $1,860,000.00 $4,430,000.00 $10,985,000.00 $6,500,000.00
System Totals $5,867,678.00 $17,715,750.00 $15,017,750.00 $6,572,750.00 $6,740,000.00 $51,913,928.00 $23,080,000.00
Source of Funds
USDA Water Grant Funds USDA - G1 $464,088.00 $0.00 $0.00 $0.00 $0.00 $464,088.00 $0.00
USDA Water Loan Funds USDA - B1 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
USDA Wastewater Grant USDA - G2 $765,000.00 $0.00 $0.00 $0.00 $0.00 $765,000.00 $0.00
USDA Wastewater Loan USDA - B2 $944,000.00 $0.00 $0.00 $0.00 $0.00 $944,000.00 $0.00
Rate Revenue - Sewer RRS $2,246,050.00 $1,943,250.00 $840,250.00 $1,425,250.00 $110,000.00 $6,564,800.00 $330,000.00
Rate Revenue - Water RRW $902,500.00 $2,082,500.00 $802,500.00 $802,500.00 $0.00 $4,590,000.00 $0.00
Cost Share Agreement CSA $0.00 $0.00 $0.00 $685,000.00 $0.00 $685,000.00 $0.00
Florida Department of Transportation FDOT $0.00 $50,000.00 $50,000.00 $1,680,000.00 $0.00 $1,780,000.00 $0.00
Florida Department of Economic Opportunity DEO $0.00 $0.00 $0.00 $0.00 $0.00 $0.00 $0.00
To Be Determined at a later date TBD $546,040.00 $13,640,000.00 $13,325,000.00 $1,980,000.00 $6,630,000.00 $36,121,040.00 $22,750,000.00
$5,867,678.00 $17,715,750.00 $15,017,750.00 $6,572,750.00 $6,740,000.00 $51,913,928.00 $23,080,000.00
Exhibit O
Immokalee Fire Control District
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Exhibit O - Immokalee Fire Control District
The Immokalee Fire Control District is in the process of updating their strategic plan. The proposed plan
will focus on the following items: Personnel, Facilities, Insurance Services Office (ISO), and Sustainability.
The following information is based on the draft strategic plan update.
Personnel
In 2018-19 fiscal year the District added two new part time administrative staff positions, Deputy Chief of
Administration and Chief Financial Officer positions were created. The District has not increased the
number of on duty firefighters since 2015. Currently staff is 30 Combat, 4 Admin, and 2 Part Time. Due
to our current call volumes and the potential of growth of our district, the personnel needs will need to
be adjusted to fit service and district operational needs. The following are the projected needs with-in
this 5-year period.
•2021-22 Hire three firefighter / paramedics
•2022-23 Hire one EMS training chief and three firefighter / paramedics
•2023-24 Hire three firefighter / paramedics
•2024-25 Hire three Firefighter/ paramedics
Facilities
The District operates three stations for emergency response to calls throughout the 234 square miles of
the District as well as mutual aid to the surrounding areas.
•Station 30 – located at 502 New Market Rd. East
Current demands – Fire, medical, rescue, prevention, Community/departmental conference
and training room. Building has 4 bay spaces for apparatus and no additional storage space.
Multiple apparatus are exposed to the elements. This station will be replaced with a new
state of the art facility located at 510 New Market Rd. East. The state-of-the-art firehouse
will feature three apparatus bays and be equipped with bunker gear storage and a shop area.
Construction started December 2021, with a projected completion date of December 2022.
The District plans to sell the 502 New Market Road facility once the new station is opened.
•Station 31 – located at 1107 Carson Road, closed in November 2018 for Fire Operations and is
anticipated to reopen in October 2022 with engine company.
•Station 32 – located at 5368 Useppa Dr., Ave Maria, Florida. Opened in 2022
Current demands – Fire, medical, rescue, prevention and administrative headquarters. The
Districts Emergency Command Center, community/ departmental conference and training
room, also where the monthly Board meetings are held. This is a joint facility shared by
Immokalee Fire , Collier County EMS, and Collier County Sheriff’s Office.
The District is proactively moving forward with facility project projection goals and is strategically planning
to secure properties for future stations located in areas of the District that will see future growth.
Insurance Services Office (ISO)
The District strives to comply with the Insurance Services Office (ISO) requirements in an effort to provide
better insurance rates to the community. The District’s current ISO rating is a 4/9. The District plans to
continue to improve the rating by a using an enhanced record keeping management program with regard
to training, hydrant maintenance and proper apparatus purchases and vehicle maintenance.
Exhibit O - Immokalee Fire Control District
Sustainability
The District recognizes the importance of providing adequate fire protection, rescue services and
prevention to the community. In order to ensure adequate funds are available to meet organizational
needs both now, and in the future for capital improvement, fire prevention, emergency services, training
and education.
The District will continue to review the impact fee structure and consult with the Board to make impact
fees fair and equitable for all. The District continues to develop investment policies, as well as inventory
control policies, accounting policies, and capitalization procedures to maintain accurate records and
manage the District’s resources. The District is constantly pursuing grants to fund special projects,
equipment and manpower and will continue to do so.
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Exhibit P
Collier County Public Schools Data Sheet
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Exhibit P – Collier County Public Schools
Over the last eight years capacity (2014-2022) has been added to the Immokalee schools to
accommodate growth. Prior to the 2014-15 school year all 6th grade classes were housed at the
elementary schools. Once an addition was opened at the middle school all 6th grade classes were
moved to the middle school. As a result, there was additional space at the elementary level and
no additional capacity improvements were needed at the elementary. Finally, the current Capital
Improvement Plan includes a 500 seat addition at the high school scheduled to open August
2022.
With the completion of the high school addition in August 2022, there will be adequate
permanent capacity for all CCPS schools in Immokalee. Future school capacity needs for
Immokalee schools are reevaluated every year. This process is part of the annual update of
CCPS’s five year Capital Improvement Plan. The plan addresses future capacity needs resulting
from changes in enrollment over time so that adequate space is available to meet projected
enrollments.
Elementary Schools Grades
Eden Park Elementary (0631) PK-5th
Lake Trafford Elementary (0191) PK-5th
Pinecrest Elementary (0161) PK-5th
Village Oaks Elementary School (0341) PK-5th
Highlands Elementary School (0181) PK-5th
Middle Schools
Immokalee Middle School (0361) 6th-8th
High School
Immokalee High School (0271) 9th-12th
Charter
RCMA Immokalee Community Academy (9021) PK-8th
Alternative Programs
Bethune Education Center PK-12th
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Exhibit Q
Framework Map
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Exhibit R
Budgeted Capital Projects (Non-CRA)
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Source Agency Project Name Cost Schedule/Timeframe Notes
FDOT FDOT State Route 82 from Gator Slough Lane to State Route 29 $29,000,000 On‐going, estimated
completion FY2022
Expansion to four‐lanes with bike
lanes and 10‐foot multi‐use path
and roundabout at SR82/29
intersection
AUIR/FDOT 2021‐26 Work
Program FDOT State Route 82 from Hendry County Line to Gator Slough Lane $38,640,141 FY2023‐24 Expansion to four‐lanes with bike
lanes and 10‐foot multi‐use path
FDOT 2021‐26 Work
Program FDOT SR 29 FROM CR 846 E TO N OF NEW MARKET W (New Bypass
Road)$56,730,000 FY2023‐2025 ‐Environmental
& Right‐Of‐Way $6,820,000
Construction $49,910,000 Years
2036‐45
FDOT 2021‐26 Work
Program & 2045 LRTP FDOT SR 29 FROM N OF NEW MARKET RD TO SR 82 $31,801,703 FY2022‐24 ‐ Environmental &
Right‐Of‐Way $1,441,703
Construction $30,360,000 Years
2026‐30
FDOT 2021‐26 Work
Program FDOT SR 29 FROM AGRICULTRAL WAY TO CR 846 E $28,980,000 FY2024‐25 ‐ Pre‐Engineering
$30,000
Right‐of‐Way $5,630,000 Years
2031‐2035 Construction
$23,320,000 Years 2036‐45
2045 LRTP Collier MPO Little League Road Extension from Westclox to SR82 $15,810,000 FY2036‐45
Right‐of‐Way $8,480,000
Pre‐Engineering $7,330,000
Years 2036‐45
2045 LRTP Collier MPO Immokalee Road (CR 846) from SR29 to Airpark Blvd $7,200,000 FY2036‐45
Right‐of‐Way $550,000
Pre‐Engineering $770,000
Construction $5,880,000
Years 2036‐45
2045 LRTP Collier MPO Westclox Street Extension from Little League Road to West of
Carson Road $5,510,000 FY2031‐35 ‐ Pre‐Engineering
$510,000
Right‐of Way $550,000
Construction $4,450,000
Years 2036‐45
FY 2021 Paving Plan Transportation TIPPENS TER
from Lake Trafford Rd to Deer Run Rd
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation BASS RD
from Tippens Ter to Taylor Ter
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation PERCH PL
from Tippens Ter to Taylor Ter
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation QUAIL ROOST RD
from Tippens Ter to Taylor Ter
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation DEER RUN RD
from Tippens Ter to Taylor Ter
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation GLADIOLA ST
from Immokalee Dr to Santa Rosa Ave
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation FORRESTER AVE
from N 11th ST to end
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation JEFFERSON AVE W
from N 15th St to Charlotte St
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation JEFFERSON AVE E
from Charlotte St to Nixon Dr
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation LEE ST
from N 15th St to Madison Ave W
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation KISSIMMEE ST
from Jefferson Ave W to Madison Ave W
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation JACKSON ST
from Jefferson Ave W to Madison Ave W
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation GLADES ST
from N 9thh St to Madison Ave W
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation FLAGLER ST
from Washington Ave to Calle Amistad
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation ESCAMBIA ST
from Immokalee to Calle Amistad
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation DADE ST
from Immokalee to Dixie Ave
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation JEROME DR
from Main St to New Market Rd
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation JEFFERSON AVE E
from Main St to 10th Ct S
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation PEAR ST
from End (Eden Ave) to End
Provided per Road & Bridge
adopted paving plan
FY 2021 Paving Plan Transportation DIMAR LN
from Carson Rd to End
Provided per Road & Bridge
adopted paving plan
Transit Stop Improvements Collier Area Transit 7 Stops ADA Pads TIGER Construction 2022 TIGER Complete Streets Grant
Transit Stop Improvements Collier Area Transit 1 Stop Bench TIGER Construction 2022 TIGER Complete Streets Grant
Transit Stop Improvements Collier Area Transit 3 stops Shelters TIGER Construction 2022 TIGER Complete Streets Grant
Transit Stop Improvements Collier Area Transit 7 stops Recommended ADA Pad NA Construction TBD Bus Stop Improvement Plan ‐
11/16/2020
Transit Stop Improvements Collier Area Transit 5 stops Recommended Benches NA Construction TBD Bus Stop Improvement Plan ‐
11/16/2020
Transit Stop Improvements Collier Area Transit 8 Stops Recommended Shelters NA Construction TBD Bus Stop Improvement Plan ‐
11/16/2020
Transit Stop Improvements Collier Area Transit 42 Stops No Improvement Recommended or Identified NA NA Bus Stop Improvement Plan ‐
11/16/2020
Budgetted Capital Projects wtihin ICRA ‐ Non‐CRA Funded
Page 1 of 4
Immokalee Complete
Streets Transportation
Investment Generation
Economic Recovery (TIGER)
Grant/AUIR
Sidewalks
‐20 miles of concrete sidewalks
‐1 mile of shared‐use path
‐20 miles of upgraded drainage/ditch and swales
‐32 intersection enhancing treatments at priority intersections
‐Enhanced bus stop amenities/shelters
‐Construction of a Bus Transfer Station at the Collier County
Health Department in Immokalee
‐5 miles of street lights and 106 lit intersections
‐5 mile neighborhood bike boulevard network with traffic
calming and wayfinding
$16,415,864 Start construction 2022
Waiting on design builder selection
to determine extent of the project
based on cost and available
funding
2019 CRA Annual Report
Lake Trafford Road Projects MSTU Stormwater Little League Road to Laurel Street
‐ Add sidewalk to south side of Street $799,460 Construction FY 2020‐21
2019 CRA Annual Report
Lake Trafford Road Projects MSTU Stormwater Carson Road to Laurel Street
‐ Add bike lanes $642,884 Construction FY 2020‐22
2019 CRA Annual Report
Lake Trafford Road Projects MSTU Stormwater Little League Road to Tippins Terrace
‐ Stormwater project and pathway TBD Design FY 2020
Construction timing TBD
AUIR/FDOT 2021‐26 Work
Program FDOT/MPO Eden Park Elementary School Sidewalks
‐ Add sidewalk on south and west side of road Estimated $633,000 Construction FY 2021‐22
FDOT 2021‐26 Work
Program FDOT Immokalee City Sidewalks ‐ Various Locations $719,046 FY2023/24
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management $12,500,000 total project
cost*
Right‐of‐Way, Design and
Permitting, and Construction
starting in 2021
*Immokalee Stormwater
Improvements (P/N 60143)
This project includes an update to
the Immokalee Stormwater Master
Plan, future stormwater treatment
pond sighting feasibility analysis,
coordination with the Lake Trafford
Management Group, and the
Immokalee Water and Sewer
District. Future stormwater
management improvement
projects, as prioritized by the
master plan update, will be fully
coordinated and vetted with the
Immokalee Community
Redevelopment Agency.
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management
Lake Trafford Road Area: Phase 1 ‐Arrowhead Tract 3; Phase 2 ‐
Lake Trafford Rd. pathway and drainage improvements from
Little League Rd. to Tippins Terrace; Phase 3 ‐ ; Phase 4 ‐ TBD
Estimated $10,300,000
Phase 1 ‐ Construction late
Fall 2021; Phase 2 ‐
Construction late Fall 2022;
Phase 3 ‐TBD; Phase 4 ‐ TBD
Need specifics of Phase 3 & 4
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management Madison Avenue Channel Project Estimated $5,100,000
FY21/22 ‐ Design and Property
Acquisition; Construction ‐
TBD
Staff is working with FDOT's design
firms to coordinate the alignment
of the SR‐29 bypass loop so they
can avoid having to route the
stormwater from the Madison
Avenue channel all the way around
the north and east sides of the
airport.
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management Fish Branch Creek Project Estimated $5,000,000 TBD Prioritization TBD
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management East Delaware Avenue Area Project Estimated $1,000,000 TBD Prioritization TBD
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management Immokalee Slough Flow Capacity Project Estimated $300,000 TBD Prioritization TBD
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management Roberts Avenue West water Quality Project Estimated $500,000 TBD Prioritization TBD
Immokalee Stormwater
Improvement Project/AUIR Stormwater Management Seminole Reservation Pump Station(s) Project Estimated ‐ NA TBD Prioritization TBD
2019 CRA Annual Report MSTU Stormwater North 3rd Street Drainage Project Estimated $600,000 FY‐21/22 ‐ Design Construction proposed Summer
2021
2019 CRA Annual Report MSTU Stormwater Eden Garden Bypass Drainage Improvement Project Estimated $600,001 FY21/22 ‐ Design Construction proposed late Fall
2021
AUIR School District Immokalee High School Additions/Renovations
Estimated $2,000,000
Estimated $16,500,000
FY‐2019‐20
FY‐2020‐21
IW&SD 5‐Year CIP Immokalee Water & Sewer
District (IWSD)Line 8" Clay Pipe Sewers in "I" Section $814,736 FY2021‐22 Wastewater System
IW&SD 5‐Year CIP IWSD Line 8" Clay Pipe Sewers in Farm Worker's Village "A" Section $721,493 FY2022‐23 Wastewater System
IW&SD 5‐Year CIP IWSD Line Key Manholes Throughout System $350,000 FY2021‐25 Wastewater System
IW&SD 5‐Year CIP IWSD Oxidation Ditch Bridges $163,000 FY2021‐22 Wastewater System
IW&SD 5‐Year CIP IWSD Deep Injection Well #2 $8,300,000 FY2021‐23 Wastewater System
IW&SD 5‐Year CIP IWSD New 3.0 MGD Public Access Re‐Use Water System $3,060,000 FY2022‐25 Wastewater System
IW&SD 5‐Year CIP IWSD Fuel Storage Tank at Airport WTP $90,000 FY2021‐22 Water System
IW&SD 5‐Year CIP IWSD Legacy Lots & Water Main Looping $3,210,000 FY2021‐23 Water System
IW&SD 5‐Year CIP IWSD IFAS Tank & Booster Station $2,200,000 FY2022‐23 Water System
IW&SD 5‐Year CIP IWSD New 2.5 MGD Reverse Osmosis Water Treatment Plant $400,000 FY2024‐25 Water System ‐ Design Engineering
Only
IW&SD 5‐Year CIP IWSD New Maintenance Building $1,660,000 FY2021‐22 General Project
IW&SD 5‐Year CIP IWSD Fuel Storage Tanks at JVW WTP & WWTP $220,000 FY2022‐23 General Project
IW&SD 5‐Year CIP IWSD Utility Relocation for SR29 Widening from CR846 to
Agriculture Way $1,780,000 FY2022‐25 General Project
Page 2 of 4
IW&SD 5‐Year CIP IWSD Utilities for SR29 By‐Pass from CR846 to north of New Market
Road $180,000 FY2024‐25 General Project ‐ Design
Engineering Only
IW&SD 5‐Year CIP IWSD District Wide Water and Sewer Expansion $100,000 FY2024‐25 General Project ‐ Design
Engineering Only
AUIR Jails Immokalee Jail Expansion 64 bed expansion Estimated $5,957,376 FY 2026‐27
FDOT 21‐26 Work Program Immokalee Regional Airport Environmental Assessment Airpark Extension $166,700 FY2023‐24 Environmental Assessment
FDOT 21‐26 Work Program Immokalee Regional Airport Runway18/36 Rehabilitate $500,000 FY2021‐22 Construction
FDOT 21‐26 Work Program Immokalee Regional Airport Runway 9/27 Extension $200,000 FY25‐26 Environmental Assessment
FDOT 21‐26 Work Program Immokalee Regional Airport Airpark Blvd Extension $500,000 FY25‐26 Construction
FDOT 21‐26 Work Program Immokalee Regional Airport Perimeter Road/Taxiway A Modification $1,263,700 FY‐21‐23 Construction
FDOT 21‐26 Work Program Immokalee Regional Airport Fuel Farm $375,000 FY2023‐24 Construction
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Generators Funded 2021
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Parking Lot Resurface &
Restriping w/ curbing Priority Funding 2022
Priority funding indicates project
has been included in FY22 Budget
Request
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee South Park ‐ Playground Replacement Priority Funding 2022
Priority funding indicates project
has been included in FY22 Budget
Request
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Replacement of competition
Pool Funded 2022
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Interactive Water Feature Splash
Pad Resurfaced Funded 2022
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Parking Lot Assessment for
Underground Tanks Priority Funding 2022
Priority funding indicates project
has been included in FY22 Budget
Request
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Pump House Improvements Funded 2022
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Funded 2022
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Add Concession Building w/
Bathrooms TBD 2022 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Area ‐ Add Soccer Field, Fence and Access security Priority Funding 2022 Location has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Dreamland Neighborhood Park ‐ Add Open Space Athletic
Field TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Dreamland Neighborhood Park ‐ Playground Lighting TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Dreamland Neighborhood Park ‐ Playground Shade Structure TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Airport Park ‐ Fence Renovation TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Airport Park ‐ Pavilion Assessment TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Airport Park ‐ Playground Replacement TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Pathway Renovation TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Skatepark Rehab TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Replace Wall Partitions TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee South Park ‐ Add Irrigation System to Open Space TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Additional ADA Renovations and
Improvements TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Multi‐Purpose Fields LED Lighting
Conversion TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Ventilation system Remediation
at Fitness Center & Gym TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Parking lot Renovation TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ CDBG Building Hardening TBD 2023 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Dreamland Neighborhood Park ‐ Add LED Sports Lighting to
Field TBD 2024 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Parking Lot Renovation TBD 2024 TBD indicates planned but funding
has not been determined
Page 3 of 4
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Softball Field Irrigation TBD 2024 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Walking Path Extension and Add
Lighting TBD 2024 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Soccer field
Repair/Replace/Upgrade TBD 2024 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Area ‐ Land Purchase for Additional Park TBD 2024 Location Undetermined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Irrigation Pumpsystem
Renovation TBD 2025 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Community Park ‐ Softball Field Dugout TBD 2025 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee South Park ‐ Emergency Exit Door VPK Room TBD 2025 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Fence Renovation TBD 2025 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Lighting Assessment TBD 2025 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Sports Complex ‐ Sidewalk Repairs TBD 2025 TBD indicates planned but funding
has not been determined
Immokalee Area 5‐Year
Capital Priorities Parks & Recreation Immokalee Area ‐ additional Recreation Facilities in
Immokalee TBD 2026 TBD indicates planned but funding
has not been determined
Page 4 of 4
Exhibit S
TIF & MSTU Projections with
3% and 5% Growth Rates
THIS PAGE IS INTENTIONALLY LEFT BLANK
TIF Increment Total
Fiscal Tax Taxable Tax $ Change TIF
Year Year Value Base Increment per Year Provided
FY22 2021 391,123,283 148,645,590 242,477,693 - 1,007,000
FY23 2022 402,856,981 148,645,590 254,211,391 11,733,698 1,055,700
FY24 2023 414,942,690 148,645,590 266,297,100 12,085,709 1,105,900
FY25 2024 427,390,971 148,645,590 278,745,381 12,448,281 1,157,600
FY26 2025 440,212,700 148,645,590 291,567,110 12,821,729 1,210,900
FY27 2026 453,419,081 148,645,590 304,773,491 13,206,381 1,265,700
FY28 2027 467,021,653 148,645,590 318,376,063 13,602,572 1,322,200
FY29 2028 481,032,303 148,645,590 332,386,713 14,010,650 1,380,400
FY30 2029 495,463,272 148,645,590 346,817,682 14,430,969 1,440,300
FY31 2030 510,327,170 148,645,590 361,681,580 14,863,898 1,502,100
FY32 2031 525,636,985 148,645,590 376,991,395 15,309,815 1,565,600
FY33 2032 541,406,095 148,645,590 392,760,505 15,769,110 1,631,100
FY34 2033 557,648,278 148,645,590 409,002,688 16,242,183 1,698,600
FY35 2034 574,377,726 148,645,590 425,732,136 16,729,448 1,768,000
FY36 2035 591,609,058 148,645,590 442,963,468 17,231,332 1,839,600
FY37 2036 609,357,330 148,645,590 460,711,740 17,748,272 1,913,300
FY38 2037 627,638,050 148,645,590 478,992,460 18,280,720 1,989,200
FY39 2038 646,467,192 148,645,590 497,821,602 18,829,142 2,067,400
FY40 2039 665,861,208 148,645,590 517,215,618 19,394,016 2,148,000
FY41 2040 685,837,044 148,645,590 537,191,454 19,975,836 2,230,900
FY42 2041 706,412,155 148,645,590 557,766,565 20,575,111 2,316,400
FY43 2042 727,604,520 148,645,590 578,958,930 21,192,365 2,404,400
FY44 2043 749,432,656 148,645,590 600,787,066 21,828,136 2,495,000
FY45 2044 771,915,636 148,645,590 623,270,046 22,482,980 2,588,400
FY46 2045 795,073,105 148,645,590 646,427,515 23,157,469 2,684,600
FY47 2046 818,925,298 148,645,590 670,279,708 23,852,193 2,783,600
FY48 2047 843,493,057 148,645,590 694,847,467 24,567,759 2,885,600
FY49 2048 868,797,849 148,645,590 720,152,259 25,304,792 2,990,700
FY50 2049 894,861,784 148,645,590 746,216,194 26,063,935 3,099,000
FY51 2050 921,707,638 148,645,590 773,062,048 26,845,854 3,210,400
FY52 2051 949,358,867 148,645,590 800,713,277 27,651,229 3,325,300
Grand Total 62,082,900
Figure 4-4-4 TIF Projects Based on 3% Growth
Immokalee Community Redevelopment Area
TIF Increment Total
Fiscal Tax Taxable Tax $ Change TIF
Year Year Value Base Increment per Year Provided
FY22 2021 391,123,283 148,645,590 242,477,693 - 1,007,000
FY23 2022 410,679,447 148,645,590 262,033,857 19,556,164 1,088,200
FY24 2023 431,213,419 148,645,590 282,567,829 20,533,972 1,173,500
FY25 2024 452,774,090 148,645,590 304,128,500 21,560,671 1,263,000
FY26 2025 475,412,795 148,645,590 326,767,205 22,638,705 1,357,100
FY27 2026 499,183,435 148,645,590 350,537,845 23,770,640 1,455,800
FY28 2027 524,142,607 148,645,590 375,497,017 24,959,172 1,559,400
FY29 2028 550,349,737 148,645,590 401,704,147 26,207,130 1,668,300
FY30 2029 577,867,224 148,645,590 429,221,634 27,517,487 1,782,500
FY31 2030 606,760,585 148,645,590 458,114,995 28,893,361 1,902,500
FY32 2031 637,098,614 148,645,590 488,453,024 30,338,029 2,028,500
FY33 2032 668,953,545 148,645,590 520,307,955 31,854,931 2,160,800
FY34 2033 702,401,222 148,645,590 553,755,632 33,447,677 2,299,700
FY35 2034 737,521,283 148,645,590 588,875,693 35,120,061 2,445,600
FY36 2035 774,397,347 148,645,590 625,751,757 36,876,064 2,598,700
FY37 2036 813,117,214 148,645,590 664,471,624 38,719,867 2,759,500
FY38 2037 853,773,075 148,645,590 705,127,485 40,655,861 2,928,300
FY39 2038 896,461,729 148,645,590 747,816,139 42,688,654 3,105,600
FY40 2039 941,284,815 148,645,590 792,639,225 44,823,086 3,291,700
FY41 2040 988,349,056 148,645,590 839,703,466 47,064,241 3,487,200
FY42 2041 1,037,766,509 148,645,590 889,120,919 49,417,453 3,692,400
FY43 2042 1,089,654,834 148,645,590 941,009,244 51,888,325 3,907,900
FY44 2043 1,144,137,576 148,645,590 995,491,986 54,482,742 4,134,200
FY45 2044 1,201,344,455 148,645,590 1,052,698,865 57,206,879 4,371,700
FY46 2045 1,261,411,678 148,645,590 1,112,766,088 60,067,223 4,621,200
FY47 2046 1,324,482,262 148,645,590 1,175,836,672 63,070,584 4,883,100
FY48 2047 1,390,706,375 148,645,590 1,242,060,785 66,224,113 5,158,100
FY49 2048 1,460,241,694 148,645,590 1,311,596,104 69,535,319 5,446,900
FY50 2049 1,533,253,779 148,645,590 1,384,608,189 73,012,085 5,750,100
FY51 2050 1,609,916,468 148,645,590 1,461,270,878 76,662,689 6,068,500
FY52 2050 1,690,412,291 148,645,590 1,541,766,701 80,495,823 6,402,700
Grand Total 95,799,700
Figure 4-4-5 TIF Projects Based on 5% Growth
Immokalee Community Redevelopment Area
Total
Fiscal Tax Taxable Ad Valorem
Year Year Value Millage Taxes Levied
FY22 2021 460,757,386 1.0000 460,800
FY23 2022 474,580,108 1.0000 474,600
FY24 2023 488,817,511 1.0000 488,900
FY25 2024 503,482,036 1.0000 503,500
FY26 2025 518,586,497 1.0000 518,600
FY27 2026 534,144,092 1.0000 534,200
FY28 2027 550,168,415 1.0000 550,200
FY29 2028 566,673,467 1.0000 566,700
FY30 2029 583,673,671 1.0000 583,700
FY31 2030 601,183,881 1.0000 601,200
FY32 2031 619,219,397 1.0000 619,300
FY33 2032 637,795,979 1.0000 637,800
FY34 2033 656,929,858 1.0000 657,000
FY35 2034 676,637,754 1.0000 676,700
FY36 2035 696,936,887 1.0000 697,000
FY37 2036 717,844,994 1.0000 717,900
FY38 2037 739,380,344 1.0000 739,400
FY39 2038 761,561,754 1.0000 761,600
FY40 2039 784,408,607 1.0000 784,500
FY41 2040 807,940,865 1.0000 808,000
FY42 2041 832,179,091 1.0000 832,200
FY43 2042 857,144,464 1.0000 857,200
FY44 2043 882,858,798 1.0000 882,900
FY45 2044 909,344,562 1.0000 909,400
FY46 2045 936,624,899 1.0000 936,700
FY47 2046 964,723,646 1.0000 964,800
FY48 2047 993,665,355 1.0000 993,700
FY49 2048 1,023,475,316 1.0000 1,023,500
FY50 2049 1,054,179,575 1.0000 1,054,200
FY51 2050 1,085,804,962 1.0000 1,085,900
FY52 2051 1,118,379,111 1.0000 1,118,400
Grand Total 23,040,500
Immokalee Beautification MSTU
Figure 4-4-6 Three Percent Annual Growth Rate
Total
Fiscal Tax Taxable Ad Valorem
Year Year Value Taxes Levied
FY22 2021 460,757,386 460,800
FY23 2022 483,795,255 483,800
FY24 2023 507,985,018 508,000
FY25 2024 533,384,269 533,400
FY26 2025 560,053,482 560,100
FY27 2026 588,056,156 588,100
FY28 2027 617,458,964 617,500
FY29 2028 648,331,912 648,400
FY30 2029 680,748,508 680,800
FY31 2030 714,785,933 714,800
FY32 2031 750,525,230 750,600
FY33 2032 788,051,492 788,100
FY34 2033 827,454,067 827,500
FY35 2034 868,826,770 868,900
FY36 2035 912,268,109 912,300
FY37 2036 957,881,514 957,900
FY38 2037 1,005,775,590 1,005,800
FY39 2038 1,056,064,370 1,056,100
FY40 2039 1,108,867,589 1,108,900
FY41 2040 1,164,310,968 1,164,400
FY42 2041 1,222,526,516 1,222,600
FY43 2042 1,283,652,842 1,283,700
FY44 2043 1,347,835,484 1,347,900
FY45 2044 1,415,227,258 1,415,300
FY46 2045 1,485,988,621 1,486,000
FY47 2046 1,560,288,052 1,560,300
FY48 2047 1,638,302,455 1,638,400
FY49 2048 1,720,217,578 1,720,300
FY50 2049 1,806,228,457 1,806,300
FY51 2050 1,896,539,880 1,896,600
FY52 2051 1,991,366,874 1,991,400
Grand Total 32,605,000
Immokalee Beautification MSTU
Figure 4-4-7 Five Percent Annual Growth Rate
Exhibit T
Street Layout Map
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N 11TH STROBERTS AVE WN 18TH ST2ND AVEEDEN AVEW MAIN STCARSON RDS 5TH STBOSTON AVEESCAMBIA STCOLORADO AVEIMMOKALEE DRCARVER STLINCOLN BLVDLITTLE LEAGUE RDALLEGIANCE WAYOAK STPEPPER RDTAYLOR TERBASS RDLAKE SHORE DRMIRAHAM TERN 9TH STCARSON RDS 9TH STN 1ST STLITTLE LEAGUE RDSR 29CR 846 ES 1ST STN 15TH STLAKE TRAFFORD RDSR 29 NWESTCLOX STE MAIN STNEW MARKET RD
W
W MAIN STIMMOKALEE RDNEW MARKET RD E Source: Esri, DigitalGlobe, GeoEye, Earthstar Geographics, CNES/Airbus DS, USDA, USGS, AeroGRID, IGN, and the GIS User CommunityFEB 202120203067-007 AS SHOWN1Street LayoutImmokalee Community Redevelopment Plan UpdateCollier County, Florida0 1500 3000750FeetW:\2020\20203067-007\ArcGIS\021221 11x17 StreetLayout.mxd Date: 2/24/2021 Time: 8:21:38 AM User: MAGJOHNSON ENGINEERING, INC.2122 JOHNSON STREETP.O. BOX 1550FORT MYERS, FLORIDA 33902-1550PHONE (239) 334-0046FAX (239) 334-3661E.B. #642 & L.B. #642DATEPROJECT NO. FILE NO.SCALESHEETLegendImmokalee CRA BoundaryCollier MPO 2045 LRTP Cost Feasible Plan ProjectsSR 29/New Market Rd W (New 4-lane road)Westclox St Extension(New 2-lane road)Little League Rd Extension(New 2-lane road)SR29(Widen from 2-lanes to 4-lanes with center turn lane)SR 29(Widen from 2-lanes to 4-lanes)Immokalee Rd (CR 846)(Widen from 2-lanes to 4-lanes)Immokalee Rd (CR 846)(Further Study Required)Road Classification Major ArterialMinor ArterialCollectorIndian ReservationLocalNotes:1. Immokalee CRA boundary source: Collier County Growth Management Department, January 2020.2. Road classifications linework source: Collier County GIS Hub, updated May 2020.Lake Trafford SR29:Widen from 2-lanes to 4-lanes with center turn laneSR 29/New Market Rd W:New 4-lane rdSR29:Widen from 2-lanes to 4-lanes Immokalee Rd (CR 846):Further Study Required(Immokalee Rd Planning Study)Immokalee Rd (CR 846):Widen from 2-lanes to 4-lanes Westclox Street Ext.:New 2-lane rdLittle League Rd Ext.:New 2-lane rd
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Section 5
Bayshore Gateway Triangle Redevelopment Area Plan
First Amendment
May 2019
Prepared for
Prepared by
May 2019
Cover Photo Sources: Zyscovich Architects;
Google.com ‐ Marys Palacios
i
TABLE OF CONTENTS
5.0 ExecuƟve Summary ............................................................................................ 5‐E‐1
5.0.1 ExecuƟve Summary ................................................................................. 5‐E‐1
5.0.2 Goals ........................................................................................................ 5‐E‐1
5.0.3 Conceptual Plan Diagram ........................................................................ 5‐E‐4
5.0.4 Character Areas ....................................................................................... 5‐E‐7
5.0.5 Focus of Redevelopment ......................................................................... 5‐E‐9
5.0.6 PrioriƟzaƟon & Funding ........................................................................ 5‐E‐10
5.0.7 2000 & 2019 Plan Comparison.............................................................. 5‐E‐14
5.1 IntroducƟon ....................................................................................................... 5‐1‐1
5.1.1 Vision ....................................................................................................... 5‐1‐1
5.1.2 Process ..................................................................................................... 5‐1‐1
5.1.3 Plan OrganizaƟon .................................................................................... 5‐1‐1
5.2 Background......................................................................................................... 5‐2‐1
5.2.1 CreaƟon of the CRA Area ........................................................................ 5‐2‐1
5.2.2 2000 Redevelopment Plan Goals and Projects ....................................... 5‐2‐1
5.2.3 Bayshore/Gateway Triangle CRA 2019 PerspecƟve ................................ 5‐2‐9
5.3 Planning Framework & Elements ....................................................................... 5‐3‐1
5.3.1 Conceptual Plan Diagram ........................................................................ 5‐3‐2
5.3.2 Land Use & Urban Design ........................................................................ 5‐3‐7
5.3.3 Public Space, Parks, & Open Space ....................................................... 5‐3‐26
5.3.4 Development ......................................................................................... 5‐3‐31
5.3.5 TransportaƟon, ConnecƟvity, & Walkability ......................................... 5‐3‐42
5.3.6 Infrastructure ........................................................................................ 5‐3‐59
5.3.7 Process ................................................................................................... 5‐3‐66
5.3.8 Character Areas ..................................................................................... 5‐3‐67
5.4 PrioriƟzaƟon Plan ............................................................................................... 5‐4‐1
5.4.1 PrioriƟzaƟon of Projects & IniƟaƟves...................................................... 5‐4‐1
5.4.2 Financing Planning ................................................................................... 5‐4‐1
5.4.3 Projects & IniƟaƟves PrioriƟzaƟon ......................................................... 5‐4‐5
5.4.4 CoordinaƟon & Partnerships ................................................................. 5‐4‐17
5.5 General Requirements ....................................................................................... 5‐5‐1
5.5.1 Overview of Relevant Statutes ................................................................ 5‐5‐1
5.5.2 Consistency with the County’s Comprehensive Plan .............................. 5‐5‐1
5.5.3 AcquisiƟon, DemoliƟon/Clearance, & Improvement .............................. 5‐5‐1
5.5.4 Zoning & Comprehensive Plan Changes ................................................. 5‐5‐1
5.5.5 Land Use, DensiƟes, & Building Requirements ....................................... 5‐5‐1
5.5.6 Neighborhood Impact ............................................................................. 5‐5‐5
5.5.7 Safeguards, Controls, RestricƟons, & Assurances................................... 5‐5‐5
5.6 Tax Increment & MSTU EsƟmates ...................................................................... 5‐6‐1
5.6.1 Tax Increment Financing ......................................................................... 5‐6‐1
5.6.2 Municipal Service Taxing Units (MSTUs) ................................................. 5‐6‐2
5.6.3 Underlying AssumpƟons ....................................................................... 5‐6‐12
Bayshore Gateway Triangle CRA Area Plan—May 2019 ii
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EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-1
5.0
5.0.1 Executive Summary
The Bayshore Gateway Triangle Redevelopment Area
Plan amendment provides an updated long-term
vision and approach for the redevelopment of this
component area (see Map 5-ES-1).
The Plan brings together information gathered from
technical analysis, fieldwork observation, and public
and agency outreach (documented in further detail in
a separate Assessment Memo). From these efforts and
the resulting themes identified, an overarching vision
emerged for the future of the Community
Redevelopment Agency (CRA) and this component
area:
The Redevelopment Area Plan lays out a framework of
goals, objectives, and strategies organized thematically
in support of this overall vision, along with a list of
projects to carry out the framework. This plan is meant
to provide a palette of options, generated by the
technical analysis, fieldwork observations, and public
and agency outreach, that the CRA can further
explore. Consequently, not all of these suggestions will
necessarily be carried through to full implementation.
Full implementation of approaches and projects will be
based on further study of capacity, technical
feasibility, and public priorities.
5.0.2 Goals
The main goals of the Plan include:
Land Use & Urban Design
Promote a defined, harmonious, and urban visual and
land use character tailored to the CRA area, cultivating
its unique artistic and cultural identity.
Public Space, Parks, & Open Space
Ensure accessible, activated, and well-maintained
public spaces, parks, and open space.
Development
Foster and guide private development to enhance
community character and provide increased stability
and prosperity for community members.
Transportation, Connectivity, & Walkability
Ensure safety, comfort, and convenience for various
methods of transportation within and connecting with
the CRA area.
Infrastructure
Provide effective infrastructure that preserves
environmental and neighborhood design quality
through coordinated improvement planning and
funding.
Process
Carry out CRA area planning and implementation
efforts to engage and serve the various communities
within the CRA area.
Figure 5-ES-1 provides a Concept Diagram focused on
location-specific capital improvement projects,
followed by a list of non-location-specific capital
improvements projects and a description of non-
capital projects (e.g., plans, studies, grant programs).
Promote quality of life and economic vitality with a
mixed-income, urban,
multi-modal community that welcomes visitors,
cultivates the area’s artistic and cultural identity,
uplifts unique local destinations, and finds balance
with the natural environment.
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐E‐2
5.0
Map 5‐ES‐1: Bayshore Gateway Triangle CRA Study Area
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 20195‐E‐3
5.0
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EXECUTIVE SUMMARY Bayshore Gateway Triangle CRA Area Plan—May 20195‐E‐4 5.0 Figure 5‐ES‐1: Redevelopment Concept THOMASSON DR BAYSHORE DR DAVIS BLVD N Complete Streets & Trail (Neighborhood) Jeepers Dr. Complete Streets (Major) Bayshore Dr. ‐ US 41 to Thomasson Dr. Complete Streets (Major) Linwood Ave Public Space, Parks, & Open Space Triangle RetenƟon Pond Improvements Monument Sign for Gateway IntersecƟon US 41 and Bayshore Dr. AIRPORT PULLING RD 5.0.3 Conceptual Plan Diagram Figure 5‐ES‐1 provides a Concept Plan illustraƟng future land use and capital improvements with associated goals of Land Use & Design; Public Space Parks, & Open Space; Development; TransportaƟon, ConnecƟvity, & Walkability; and Infrastructure. See the map legend on the following page for project descripƟons and addiƟonal capital improvements without specified locaƟons at this Ɵme. Note that “Major Corridors” are based on highways, minor arterials, and major arterials in the CRA area.Concept Map Major Corridor Land Use & Design Public Space, Parks, & Open Focus Corridor TransportaƟon, ConnecƟvity, & Walkability Infrastructure Development 5F 5E 5G 3A 5a 4c 4E 5B 5D 1C 6A 6b 6c 7d 7b 7A 7c4b 4d 7E 4F 4a 1B 4G 5C 1A 1F 1D 1E 8A 8B 2A
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-6
5.0
Non-Capital Projects
Projects and initiatives that are not capital
investments include a variety of plans, studies, and
grant programs in support of redevelopment or capital
project planning throughout the CRA area. These non-
capital projects and initiatives include:
CRA operating expenditures and administrative
updates
Land Development Code updates
Development support for catalyst development sites
Master planning for:
• Stormwater improvements
• Arts and culture-oriented development and
redevelopment efforts
• Implementation of Complete Streets projects
• Community safety and clean-up
• Branding
• Marketing and communications
• Water and fire infrastructure improvements
Feasibility studies, including:
• General market study/economic profile
• Bayshore Drive Complete Street technical
feasibility
• Bayshore Drive Complete Streets pilot project
• Triangle retention pond improvements
• Micro-enterprise and arts incubator
Grants and funding programs, including:
• Residential improvements grants/loans
• Commercial façade improvements
• Wall and fence funding for areas with
incompatible uses
• Public art funding
• Economic development incentives
• Mobile home replacements
• Community Land Trust housing construction
• Other affordable/workforce housing investments
Other non-capital expenditures that may arise in the
future and are not yet identified
Non-Location Specific Capital Projects
Project Type Project Name
Public Space, Parks, & Open Space
A. Pocket Park Land Acquisition & Development
B. General Parks Improvements
C. Community Safety/Clean-Up and Neighborhood Initiatives General Improvements
Development A. Land Acquisition for Community Land Trust
Transportation, Connectivity, &
Walkability
A. Sidewalk Gap Improvements
B. Bicycle Infrastructure
C. Street Sign/Wayfinding Improvements
D. General Multi-Modal Improvements
Infrastructure A. Water Main and Fire Suppression Upgrades
B. Stormwater Improvements
C. Upgrade Sanitary Sewer Lines
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 20195-E-7
5.0
Focus Corridor
Focus Development Node/Intersectfon
Mini Triangle/Davis
•The Mini Triangle, including CRA-owned
parcel, is a major commercial redevelopment
opportunity and Focus Development Node
•Corridor commercial along Davis
•Linwood Avenue another potentfal area for
redevelopment.
Shadowlawn
•Primarily a residentfal neighborhood with mix
of apartments/duplexes and single-family
homes around Shadowlawn Elementary
•Borders US 41/Bayshore Drive Focus
Intersectfon (asterisk), a gateway between
north and south sectfons of CRA area
Airport Pulling
•Mix of corridor commercial, larger big-box
style retail, and County Center
•Part of area currently designated as an
Actfvity Center in Future Land Use Map
Tamiami
•Corridor commercial and residences,
including two major malls, Gulfgate Plaza and
Courthouse Shadows)
•Borders US 41/Bayshore Drive Focus
Intersectfon (asterisk), a gateway between
north and south sectfons of CRA area
Windstar
•Residentfal is primarily condos and single-
family homes in gated communitfes
•Includes golf course designated as a
commercial use
North Bayshore
•Focus Corridor along Bayshore Drive with
neighborhood commercial (including
Haldeman Creek Entertainment Center near
Creek)
•Mix of multf- and single-family residentfal
•Focus Intersectfon at Bayshore/Thomasson
with planned roundabout
•CRA-owned Focus Development Node (17-
Acre Site)
South Bayshore
•Primarily single-family residentfal
neighborhood with Naples Botanical Garden
•Wetland consideratfons for development
5.0.4 Character Areas
The Redevelopment Area Plan framework can be tailored to different sub-areas depending on their specific
character, needs, and opportunitfes. Map 5-ES-2 lays out these different sub-areas, or “Character Areas” with
accompanying descriptfons.
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-8
5.0
Map 5-ES-2: Character Areas
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 20195-E-9
5.0
5.0.5 Focus of Redevelopment
The following provides a focus of redevelopment for
each Character Area based on the specific
characteristfcs described in Map 5-ES-2 and the most
relevant redevelopment strategies.
1. Mini Triangle/Davis
•Urban-style mixed use commercial
redevelopment, including capitalizatfon on the
Mini Triangle as a catalyst development site and
urban-style parking solutfons
•Park development at retentfon pond site
•Complete Streets design and commercial
redevelopment along Linwood Ave and other
nearby commercial roadways; pedestrian scale
street design between Mini Triangle, Linwood
Ave, and the proposed retentfon pond park
•Improved access to Mini Triangle development
from US 41, Davis Blvd, and Linwood Ave
•Multf-modal connectfvity:
•Across Davis Blvd
•Between Mini Triangle, Linwood Ave,
proposed retentfon pond park, and
eastern Triangle neighborhood
•To Downtown Naples potentfally via Davis
Blvd, US 41, and Gordon River Bridge
improvements
•Additfonal infrastructure improvements: sanitary
sewers, electrical, stormwater
2. Shadowlawn
•Residentfal structural enhancement and upgrades
•Avoidance of incompatfble uses
•Transitfonal elements between different uses
•Infill development on vacant residentfal lots
•Flooding and drainage on neighborhood streets
•Complete Street improvements along
Shadowlawn Drive
3. Airport Pulling
•Transitfons between residentfal neighborhoods
and commercial development
•Eventual street enhancements, partfcularly
connectfvity across Airport Pulling Rd
•Commercial façade improvements
4. Tamiami
•Connectfvity to Downtown Naples via US 41
•Redevelopment of Courthouse Shadows
•Tenant opportunity and site improvements for
walkable design at Gulfgate Plaza
5. Windstar
•Complete Streets and MSTU improvements along
major community roadways, including Bayshore
Drive, Thomasson Drive, and Hamilton Avenue
•Access to Bayview Park
6. North Bayshore
•Corridor commercial development along Bayshore
Drive, including Haldeman Creek Entertainment
Center near Creek and creatfve parking solutfons
•Larger redevelopment opportunitfes of 17-Acre
Site and Del’s 24 property
•Arts and culture-oriented development
•Transitfonal elements between corridor
commercial and residentfal areas along Bayshore
Drive and Thomasson Drive
•Development of vacant residentfal lots
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-10
5.0
• Neighborhood Complete Streets and trails
• Connections between Sugden Regional Park and
CRA area
• Water main and fire suppression upgrades
• Flooding and drainage on neighborhood streets
7. South Bayshore
• Mobile home and single-family home residential
improvements, upgrades, affordability
• Development of vacant residential lots
• Access to Bayview Park
• Connections between CRA and uses to the east,
including East Naples Community Park
• Wetland, flooding, and site preparation
considerations for development
• Roadway improvements to meet County
engineering standards
• Neighborhood Complete Streets
5.0.6 Prioritization & Funding
The Redevelopment Area Plan includes a prioritization
plan recommending projects for the period through
2030 (11 years after the adoption of the amended
Plan), the period for which tax increment financing
(TIF) funding will be available. The remaining project
recommendations are included for longer term
implementation post-2030 and will require alternative
funding sources aside from TIF. The Plan provides an
overview of potential alternative funding sources.
Table 5-ES-1 summarizes projected revenues through
2030 for various funding sources currently operating
in the CRA area, including Municipal Service Taxing
Units (MSTUs) that are potential funding sources
independent of TIF (dependent on coordination with
and approval from the respective MSTU advisory
boards). Note that the MSTUs do not have a sunset
date and will likely continue past 2030. However, for
the purposes of the capital and non-capital planning
effort, no projections have been made for years after
2030.
This Plan does not obligate any funding to any projects
listed. It provides a guide and list of both
capital and non-capital projects that require approval
by the CRA Advisory Board within the initial 11-year
programming period and allocation through the
standard operating and procurement guidelines
adopted by the Collier County Board of Commissioners
if TIF revenues are to be used for funding. Approval by
relevant decision-making bodies is required for other
funding sources outside of TIF.
Projects may also require additional vetting and
piloting to better understand technical feasibility,
impacts, and broader County implementation
priorities prior to approval for implementation. To this
end, planned projects include technical feasibility
studies and pilot projects. As a result, this capital and
non-capital funding plan is subject to change as it is re-
evaluated. Additionally, the Plan sets a framework
based on current conditions but allows for flexibility in
phasing of projects based on funding opportunities
and community priorities identified in annual work
plans and capital improvement project lists.
Figures 5-ES-2 and 5-ES-3 summarize the expenditure
breakdown by timeframe and type of project/
initiative. Note that non-capital projects include
studies, plans, and grant programs. Table 5-ES-2
compares projected TIF revenues and costs (note that
some projects are programmed at a deficit because
other funding partners or sources are anticipated,
including after 2030 when TIF revenues will cease).
Table 5-ES-3 shows CRA project costs that may also be
eligible for Bayshore Beautification MSTU funds,
indicating the potential benefit from MSTU
coordination.
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-11
5.0
Total Short-Term Costs (1-11 Years):
$34.4 million
Figure 5-ES-2: Short-term costs by project type
Table 5-ES-1: Revenue Projection Summary
Note:
1The TIF funding will sunset in 2030, so no TIF revenues are shown after 11 years. The MSTUs do not have a sun-
set date and will likely continue past 2030. However, for the purposes of this planning effort, no projections
have been made for years after 2030.
Fund Revenue Short-Term Total Long-Term
(1-11 Years) (After 11 Years)1
Tax Increment Financing (TIF) $33,790,000 $0
Bayshore Beautification MSTU $20,193,000 TBD
Haldeman Creek MSTU $1,762,000 TBD
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-12
5.0
Figure 5-ES-3: Long-term project costs by type
Total Long-Term Costs (After 11 Years):
$85.1 million
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-13
5.0
Table 5-ES-2: Summary of CRA Project Costs and Projected TIF Revenues
Table 5-ES-3: Summary of MSTU-Eligible Costs and Projected MSTU Revenues
Notes: revenues rounded to thousands
1Overall costs increased by 25% to account for annual increases. The TIF funding will sunset in 2030, so no TIF revenues are shown after 11
years.
Note: Projects are considered MSTU-eligible based on those that align with accepted uses of Bayshore Beautification MSTU funds accord-
ing to Ordinance No. 2013-68; revenues rounded to thousands
1Overall costs increased by 25% to account for annual increases
2The MSTUs do not have a sunset date and will likely continue past 2030. However, for the purposes of this planning effort, no projec-
tions have been made for years after 2030.
TIF Funding Summary Total Overall Short-Term
(1-11 Years)
Long-Term
(After 11 Years)1
Total Capital Costs - North of US 41 (Triangle) $44,945,859 $4,709,998 $40,235,861
Total Capital Costs - South of US 41 (Bayshore) $45,878,936 $7,790,481 $38,088,455
Total Capital Costs $90,824,795 $12,500,480 $78,324,316
Total Non-Capital Costs $28,616,116 $21,881,116 $6,735,000
Total TIF Revenue $33,790,000 $33,790,000 $0
Difference -$85,650,911 -$591,595 -$85,059,316
MSTU Funding Summary Total Overall Short-Term
(1-11 Years)
Long-Term
(After 11 Years)1
Total Capital Costs - MSTU-Eligible Projects $14,261,958 $4,121,297 $10,140,660
Total Right-of-Way MSTU Revenue2 $20,193,000 $20,193,000 TBD
Difference $5,931,042 $16,071,703 -$10,140,660
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-14
5.0
2000 Plan Projects Status 2019 Redevelopment Area Plan Update Response
Catalyst Redevelopment Projects
Triangle- Hotel/
Restaurant/
Office
Parcel at apex currently vacant; CRA-owned
property under contract for sale and
received PUD zoning for Mixed-Use project.
Specific planning tasks included for Mini Triangle and
larger Triangle area with associated improvements
(primarily roadway, infrastructure, and land use
transitfons) and incentfves identffied that are generally
supported by the Redevelopment Area Plan (see
Sectfons 5.3.2, 5.3.4, 5.3.5, and 5.3.6); general
development support is also funded in the non-capital
projects (see Sectfon 5.4)
Triangle – Flex
Office/
Warehouse
Current mix of commercial and industrial
uses.
Specific planning tasks included for Mini Triangle and
larger Triangle area with associated improvements
(primarily roadway, infrastructure, and land use
transitfons) and incentfves identffied that are generally
supported by the Redevelopment Area Plan (see
Sectfons 5.3.2, 5.3.4, 5.3.5, and 5.3.6); general
development support is also funded in the non-capital
projects (see Sectfon 5.4)
Table 5-ES-4: Status of Key Land Use Areas and Initiatives of the 2000 Plan
5.0.7 2000 & 2019 Plan Comparison
Table 5-ES-4 assists in comparing the 2000 Plan to the amended Redevelopment Area Plan, showing a status
update for the various areas and initfatfves identffied for Tax Increment Finance (TIF) funding in the 2000 Plan, as
well as how the Redevelopment Area Plan update responds to the identffied initfatfves. Note that two additfonal
redevelopment sites, Naples Plaza and Naples Steel, were identffied for private redevelopment without TIF
assistance (now Naples Bay Club/Cottages at Naples Bay Resort and Woodspring Suites, respectfvely). While the
2000 Plan has a strong orientatfon around these sites and initfatfves, the updated Redevelopment Area Plan is
oriented around general themes of: Land Use and Urban Design; Public Space, Parks, & Open Space;
Development; Transportatfon, Connectfvity, & Walkability; Infrastructure; and Process. As a result, the amended
Redevelopment Plan contains additfonal consideratfons that may not stem directly from the 2000 Plan, including
but not limited to:
•A focus on the CRA-owned 17-Acre Site west of Sugden Regional Park for catalyst redevelopment
•A focus on arts and culture in the CRA area redevelopment vision
•Connectfons to nearby parks
•Land use transitfons between incompatfble uses and densitfes/intensitfes
•More comprehensive infrastructure improvements
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 20195-E-15
5.0
2000 Plan Projects Status 2019 Redevelopment Area Plan Update Response
Catalyst Redevelopment Projects (Contfnued)
Town Center
(Gulfgate Plaza)
Gulfgate Plaza currently has tenants; consideratfon
needs to be given to type of establishments
desired for this space. A small business incubator
might be a good use for vacant office on second
floor.
Identffied as an opportunity for new tenancy in
second floor space and to incentfvize optfmal
tenant mix and walkable design; Courthouse
Shadows is another large commercial space
providing a redevelopment opportunity (Sectfon
5.3.4)
Entertainment
Center
(Haldeman
Creek)
Three60 Market has been established west of
bridge and south of creek; food truck park recently
opened on north side of creek under same
ownership as Three60 Market. Need for
commercial parking has emerged as an issue in
this area.
Recommendatfons made to evaluate LDC
changes to facilitate commercial development
such as that in the Bayshore area (Sectfon
5.3.4); commercial parking solutfons explored
(Sectfon 5.3.5, Sectfon 5.4)
Neighborhood Focus Initfatfves
Shadowlawn
The 2000 Plan initfatfve included the following:
•New general housing and affordable housing
•Rehabilitatfon of affordable housing
•Neighborhood gateway features
•Traffic calming by closing part of Linwood
•Extension of Pelton Ave to Linwood for
improved internal circulatfon
Current status:
The Shadowlawn improvements delayed due to
recession, warrantfng prioritfzatfon of current
study and improvement implementatfon approach
for area. However, some stormwater planning and
improvements completed for area (see General
Infrastructure Improvements sectfon below).
CRA will generally aim to contfnue these
Neighborhood Focus Initfatfves. Neighborhood
enhancement focused on structural upgrades,
limitfng uses incompatfble with the
redevelopment vision, transitfons between
uses/intensitfes, infill development on vacant
lots, addressing flooding/drainage, and
complete streets/transportatfon improvements
that will address streetscape elements such as
lightfng and traffic calming. These
improvements will likely require strategic
property acquisitfon and demolitfon of
structures for redevelopment. Other relevant
initfatfves include gateway design and
coordinatfon with County sheriff, code
enforcement, and housing agencies to address
quality and supply of housing and streetlightfng.
See sectfon 5.3 for more informatfon.
Table 5-ES-4 (continued): Status of Key Land Use Areas and Initiatives of the 2000 Plan
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-E-16
5.0
2000 Plan
Projects Status 2019 Redevelopment Area Plan Update Response
Neighborhood Focus Initfatfves (Contfnued)
Bayshore
The 2000 Plan initfatfve included the following:
•Landscaping and beautfficatfon along
Bayshore Drive
•New affordable housing
•Rehabilitatfon of market-rate and
affordable housing
•Botanical Gardens relocatfon
•Design of new neighborhood park and
connectfon to Sugden Park site
•Sabal Bay development (pending legal
actfons)
Current related efforts include:
•Beautfficatfon and roadway
improvements planned for Hamilton Ave
and Thomasson Dr, funded by the
Bayshore Beautfficatfon MSTU.
•Additfonal stormwater planning and
improvements completed for area (see
General Infrastructure Improvements
sectfon below).
•Residentfal units have been built;
substandard housing has been
demolished.
CRA will generally aim to contfnue these Neighborhood
Focus Initfatfves. Redevelopment focus for this
neighborhood split into North and South. North focus:
commercial/catalyst site development, parking, arts
and culture, transitfon between residentfal and
commercial, residentfal infill, comprehensive street
improvements that will address elements such as
streetlightfng and traffic calming, park connectfons
(Sugden Regional Park). South focus: residentfal
upgrades and affordability, residentfal infill, park access
(East Naples Community Park, Bayview Park), wetlands/
flooding consideratfons, roadway standards. These
improvements will likely require strategic property
acquisitfon and demolitfon of structures for
redevelopment. Other relevant initfatfves include
additfonal street/transportatfon improvements to
address elements such as lightfng and traffic calming,
as well as coordinatfon with County sheriff, code
enforcement, and housing agencies to address quality
and supply of housing and streetlightfng. See Sectfon
5.3 for more informatfon.
Table 5-ES-4: Status of Key Land Use Areas and Initiatives of the 2000 Plan
EXECUTIVE SUMMARY
Bayshore Gateway Triangle CRA Area Plan—May 20195-E-17
5.0
Table 5-ES-4 (continued): Status of Key Land Use Areas and Initiatives of the 2000 Plan
2000 Plan
Projects Status 2019 Redevelopment Area Plan Update Response
General Infrastructure Improvements
Triangle
Stormwater
Management
Plan
Need for stormwater improvements identffied
for entfre CRA area, so planning and
improvement efforts have included both
Triangle and Bayshore neighborhoods,
including the following:
•Stormwater plan created for Gateway
Triangle residentfal area in 2009 and for
Bayshore MSTU area in 2011.
•Karen Dr stormwater improvements
completed in 2017.
•Pineland Ave stormwater improvements
completed.
Recommendatfon made to update stormwater
management plan for the entfre CRA area (Sectfon
5.3.6)
Haldeman
Creek and
Canal System
Dredging Plan
Last major dredging project was in 2006.
Depth assessment will be conducted for creek,
and capital reserves currently being
accumulated for future maintenance or
dredge efforts. Advisory Board voted to
increase millage rate to create dredging plan
when major dredge will be needed; the
millage increase to 1 mil was approved at the
final budget hearing on September 20, 2018.
Recommendatfon made to coordinate the capital
improvements of the MSTUs, including that used to
maintain Haldeman Creek, in a Capital Improvements
Plan (Sectfon 5.3.7).
Roadway Improvements
US 41 Zoning
Overlay and
Landscaping
Resurfacing and certain safety improvements
currently programmed in FDOT Transportatfon
Improvement Program.
Recommendatfon to coordinate on future
improvements with FDOT to develop and incorporate a
community vision for comprehensive Complete Streets
improvements along this corridor (see Sectfon 5.3.5).
Davis
Boulevard
Streetlightfng
and Zoning
Overlay
Resurfacing project beginning as part of FDOT
Transportatfon Improvement Program
projects.
Recommendatfon to coordinate on future
improvements with FDOT to develop and incorporate a
community vision for comprehensive Complete Streets
improvements along this corridor (see Sectfon 5.3.5).
Bayshore Drive
Landscaping
•Roundabout will be put in at Bayshore
and Thomasson as a Bayshore
Beautfficatfon MSTU project.
•Bayshore Dr needs to be considered for
streetscape and roadway updates via the
Bayshore Beautfficatfon MSTU.
Recommendatfon included to make Complete Streets
comprehensive roadway improvements along Bayshore
Drive and evaluate opportunity to underground
overhead utflitfes (see Sectfon 5.3.5, Sectfon 5.3.6, and
capital funding in Sectfon 5.4).
Other TIF-Funded Projects
Botanical
Gardens
Support
Botanical Gardens is now located southwest
of the Bayshore Drive/Thomasson Drive
intersectfon. The CRA currently owns the
17.89-acre site (“17-Acre Site”) west of
Sugden Regional Park; the site is targeted for
catalyst development.
Specific planning tasks included for the 17-Acre Site
that highlight in partfcular connectfons to Sugden
Regional Park and a performance space (see Sectfon
5.3.4 and capital and non-capital improvements in
Sectfon 5.4).
INTRODUCTION
Bayshore Gateway Triangle CRA Area Plan–May 20195‐1‐1
5.1
5.1.1 Vision
The 2019 Redevelopment Area Plan provides an
updated vision and approach for the redevelopment of
the Bayshore Gateway Triangle CRA area in Collier
County (see Map 5‐1‐1). The Plan brings together
informaƟon gathered from technical analysis,
fieldwork observaƟon, and public and agency outreach
(documented in further detail in a separate
Assessment Memo). From these efforts and the
resulƟng themes idenƟfied, an overarching vision
emerged for the future of the CRA area:
This vision provides the guidance for the overall
framework and projects laid out in this
Redevelopment Area Plan for furthering the
revitalizaƟon of the CRA area. This Plan is meant to
provide a paleƩe of opƟons, generated by the
technical analysis, fieldwork observaƟons, and public
and agency outreach, that the CRA can further
explore. Consequently, not all of these suggesƟons will
necessarily be carried through to full implementaƟon.
Full implementaƟon of framework strategies and
projects will be based on further study of capacity,
technical feasibility, and public prioriƟes.
5.1.2 Process
The technical analysis involved in the Redevelopment
Area Plan process included a review of the exisƟng
plans related to the CRA area, as well as spaƟal and
quanƟtaƟve analysis of data related to the CRA area.
The study team also conducted fieldwork to collect
addiƟonal informaƟon and “ground‐truth” findings in
the data. The public and agency outreach consisted of
stakeholder and agency meeƟngs and calls, two public
workshops, and a boat tour of Haldeman Creek and
adjacent canal areas. Figure 5‐1‐1 illustrates the
complete planning process.
5.1.3 Plan Organization
The remaining secƟons of this Plan cover the following
topics:
SecƟon 5.2: Background – historical overview of
the CRA area, including the original 2000 CRA Plan
and status update
SecƟon 5.3: Plan Framework & Elements –
framework of goals, objecƟves, and strategies
related to redevelopment in the CRA area, with
supporƟng informaƟon on exisƟng condiƟons,
opportuniƟes, and approaches for carrying out
strategies
SecƟon 5.4: PrioriƟzaƟon Plan – informaƟon on
revenues; capital project funding and phasing; and
planning, administraƟve, and regulatory iniƟaƟves
SecƟon 5.5: General Requirements – informaƟon
on addiƟonal regulatory requirements for the CRA
Plan and conclusion
SecƟon 5.6: Tax Increment & MSTU EsƟmates—
provides methodology and underlying
assumpƟons for tax increment and Municipal
Service Taxing Unit (MSTU) revenues.
Promote quality of life and economic vitality with a
mixed-income, urban,
multi-modal community that welcomes visitors,
cultivates the area’s artistic and cultural identity,
uplifts unique local destinations, and finds balance
with the natural environment.
INTRODUCTION
Bayshore Gateway Triangle CRA Are Plan—May 2019 5‐1‐2
5.1
Map 5‐1‐1: Bayshore Gateway Triangle CRA Study Area
INTRODUCTION
Bayshore Gateway Triangle CRA Area Plan–May 20195‐1‐3
5.1
Figure 5‐1‐1: Planning Process
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐2‐1
5.2
5.2.1 Creation of the CRA
Area
The Bayshore Gateway Triangle CRA area is located
primarily in unincorporated Collier County to the
southeast of the city of Naples (a small porƟon of the
area is in the city of Naples; see Map 5‐1‐1). It is near
the popular desƟnaƟons of Downtown Naples and
coastal beaches and is bisected by US 41, a major
regional thoroughfare. This corridor defines two major
sub‐areas within the larger CRA boundary–—the
Gateway Triangle community north of US 41 and the
Bayshore community south of US 41 (see Map 5‐1‐1
for CRA area and ResoluƟon 2000‐82, Exhibit A at end
of this document for a legal descripƟon of the CRA
boundary).
The CRA was created in 2000 under the jurisdicƟon of
Collier County to facilitate the physical and economic
revitalizaƟon and enhancement of the community. Its
creaƟon was based on documenƟng condiƟons of
blight in a Finding of Necessity study, as required by
Florida Statute 163.340. Table 5‐2‐1 provides an
overview of the findings.
5.2.2 2000 Plan Goals and
Projects
The 2000 Plan laid out visual concept goals and
corresponding redevelopment projects to improve
condiƟons in the CRA area. The projects were planned
out in phases over a 20‐year Ɵme span. Map 5‐2‐1
shows the overall Land Use Plan illustraƟng general
land uses and significant acƟvity centers. The Land Use
Plan suggested a basic regulatory framework that
would guide Future Land Use Map and zoning
amendments to support the redevelopment of the
CRA area.
In addiƟon to the Land Use Plan, the 2000 Plan
provided an Urban Design Framework to illustrate the
following:
1. Primary areas anƟcipated to undergo significant
change via redevelopment or infill development,
receive improvements via neighborhood
improvement strategies, or remain as stable and
planned development areas
2. Basic site design condiƟons recommended to
implement the vision defined in the public
outreach process
3. Primary corridors and areas recommended for
landscape/streetscape improvements in support
of the vision defined in the public outreach
The primary areas anƟcipated to undergo significant
change included:
Triangle area approximately defined by US 41,
Davis Blvd, and a line based on the projected
alignment of Pine St to the north of US 41
Naples Plaza (southwest of Davis Blvd and US 41
intersecƟon) and adjacent properƟes
Gulfgate Plaza as a Town Center
Commercial uses on Naples Steel properƟes
(along US 41) and other properƟes on Gulfgate
ResidenƟal uses south and west of Gulfgate
Infill:
MulƟ‐ and single‐family residenƟal in
Shadowlawn neighborhood
Commercial uses for Haldeman Creek
entertainment center
Mixed mulƟ‐family and commercial uses
along Bayshore Drive north of Lake View
(Lakeview) Dr
ResidenƟal and commercial at Bay Center
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐2‐2
5.2
Main Issue Sub‐Issue Specific LocaƟons MenƟoned
Predominance of defecƟve or
inadequate street layout
Inadequate street layout and
design (including sub‐standard
street widths)
Shadowlawn Dr
Thomasson Dr
Most local streets
Commercial parking problems
Davis Blvd
Airport Rd
Bayshore Rd
US 41
Lack of streetlights along major
arterial and most local streets
Major arterials
Most local streets
Davis Blvd
Lack of sidewalks
Shadowlawn Dr
Bayshore Rd south of
Thomasson Rd
Most local streets
Lack of neighborhood connecƟons ResidenƟal neighborhoods
Faulty lot layout in relaƟon to size,
adequacy, accessibility, or
usefulness
Commercial lots
US 41
Davis Blvd
Between Pine St and US 41
Built density far below approved
density
RMF‐6 residences in Gateway
Triangle area
Not meeƟng lot standards in at
least one respect
RMF‐6 residenƟal properƟes
Bayshore area residences
Unsanitary or unsafe condiƟons
DisproporƟonate lack of plumbing
DisproporƟonate overcrowding
2 unsafe structures
Lack of sidewalks and streetlights
DeterioraƟon of site or other
improvements
Poor drainage of local roads,
surface water management
problems
Other problems
Lack of right‐of‐way for
improvements along Shadowlawn
Dr
No public transportaƟon provided
in CRA area
Housing affordability noted as an
issue in the county and as an issue
that could get worse in the CRA
area
Table 5‐2‐1: Findings of Blighted CondiƟons in CRA Area
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐2‐3
5.2
area (Bayshore and Thomasson)
Other opportuniƟes in the Medium
Intensity residenƟal area of Land Use Plan
The public outreach of the 2000 Plan defined the
establishment of a Neighborhood Focus IniƟaƟve as a
programmaƟc objecƟve. The aim of such a program
was “to coordinate the direcƟon of a variety of public
and quasi‐public services to enhance major residenƟal
porƟons of the project area.” The primary
neighborhoods for improvements specified in the
2000 Plan included:
Bayshore
Shadowlawn
The primary areas for stability and planned
development with low‐intensity residenƟal included:
Windstar
Sabal Bay (Hamilton Bay) development
Site design standards included:
Roof paƩerns reflecƟve of Old Florida
architectural style
Placement of buildings close to street to support
pedestrian acƟvity
Use of recƟlinear block paƩern to strengthen
predominant established character of area
Placement of parking to rear of development sites
The following lays out items covered by the visual
preference statement from the public outreach effort
of the 2000 Plan, which supported the design
standards:
Buildings – represenƟng an “Old Florida” or
“Cracker” style with covered porches, metal roof,
and dormers
Signage – represenƟng low, monument‐style sign
with business logogram (representaƟve sign or
character) suppressed to design of sign’s
background and surrounding landscape planƟng
Pathways – represenƟng sidewalk set back from
curb by distance greater than width of walk and
with planƟng materials and low pedestrian
lighƟng provided between walk and curb
On‐Street Parking – represenƟng street with
narrow planted median and use of angle parking
interspersed with planƟng areas on both sides of
street
Landscaping – represenƟng street with
landscaped median and landscaping and
decoraƟve lighƟng fixtures on edges
Public Spaces – represenƟng pedestrian area with
palms and large pool with water jet fountain
In terms of landscape and streetscape improvements,
the design framework focused on:
Treatments for major roadways, including:
Davis Blvd
Airport Pulling Rd
US 41
Bayshore Dr
Thomasson Dr
Significant gateway intersecƟon designs at
intersecƟons of the above streets as well as:
Shadowlawn Dr south of Davis and North of US 41
Linwood Ave at Airport Pulling Rd
Pelton Ave north of US 41
IntersecƟon proposed at Ɵme of Sabal Bay’s main
east/west street with Bayshore Dr
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐2‐4
5.2
Map 5‐2‐1: Land Use Plan from 2000 CRA Plan
Note: AddiƟonal labels have been added to clarify locaƟon of certain sites and neighborhoods.
Shadowlawn
Neighborhood
Bayshore
Neighborhood
Bayshore
Neighborhood
Windstar
Sabal Bay
Naples
Steel Site
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 20195‐2‐5
5.2
2000 Plan Projects Status 2019 Redevelopment Area Plan Update Response
Catalyst Redevelopment Projects
Triangle‐ Hotel/
Restaurant/
Office
Parcel at apex currently vacant; CRA‐owned
property under contract for sale and
received PUD zoning for Mixed‐Use project.
Specific planning tasks included for Mini Triangle and
larger Triangle area with associated improvements
(primarily roadway, infrastructure, and land use
transiƟons) and incenƟves idenƟfied that are generally
supported by the Redevelopment Area Plan (see
SecƟons 5.3.2, 5.3.4, 5.3.5, and 5.3.6); general
development support is also funded in the non‐capital
projects (see SecƟon 5.4)
Triangle – Flex
Office/
Warehouse
Current mix of commercial and industrial
uses.
Specific planning tasks included for Mini Triangle and
larger Triangle area with associated improvements
(primarily roadway, infrastructure, and land use
transiƟons) and incenƟves idenƟfied that are generally
supported by the Redevelopment Area Plan (see
SecƟons 5.3.2, 5.3.4, 5.3.5, and 5.3.6); general
development support is also funded in the non‐capital
projects (see SecƟon 5.4)
Town Center
(Gulfgate Plaza)
Gulfgate Plaza currently has tenants;
consideraƟon needs to be given to type of
establishments desired for this space. A
small business incubator might be a good
use for vacant office on second floor.
IdenƟfied as an opportunity for new tenancy in second
floor space and to incenƟvize opƟmal tenant mix and
walkable design; Courthouse Shadows is another large
commercial space providing a redevelopment
opportunity (SecƟon 5.3.4)
Table 5‐2‐2: Status of Key Land Use Areas and IniƟaƟves of the 2000 Plan
Table 5‐2‐2 provides a status update for the various areas and iniƟaƟves idenƟfied for Tax Increment Finance
(TIF) funding in the 2000 Plan, as well as how the Redevelopment Area Plan update responds to the idenƟfied
iniƟaƟves. Note that two addiƟonal redevelopment sites, Naples Plaza and Naples Steel, were idenƟfied for
private redevelopment without TIF assistance (now Naples Bay Club/CoƩages at Naples Bay Resort and
Woodspring Suites, respecƟvely). While the 2000 Plan has a strong orientaƟon around these sites and iniƟaƟves,
the updated Redevelopment Area Plan is oriented around general themes of: Land Use and Urban Design;
Public Space, Parks, & Open Space; Development; TransportaƟon, ConnecƟvity, & Walkability; Infrastructure;
and Process. As a result, the updated Redevelopment Plan contains addiƟonal consideraƟons that may not stem
directly from the 2000 Plan, including but not limited to:
A focus on the CRA‐owned 17‐Acre Site west of Sugden Regional Park for catalyst redevelopment
A focus on arts and culture in the CRA redevelopment vision
ConnecƟons to nearby parks
Land use transiƟons between incompaƟble uses and densiƟes/intensiƟes
More comprehensive infrastructure improvements
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐2‐6
5.2
2000 Plan Projects Status 2019 Redevelopment Area Plan Update Response
Catalyst Redevelopment Projects (ConƟnued)
Entertainment
Center
(Haldeman
Creek)
Three60 Market has been established west of
bridge and south of creek; food truck park recently
opened on north side of creek under same
ownership as Three60 Market. Need for
commercial parking has emerged as an issue in
this area.
RecommendaƟons made to evaluate LDC
changes to facilitate commercial development
such as that in the Bayshore area (SecƟon
5.3.4); commercial parking soluƟons explored
(SecƟon 5.3.5, SecƟon 5.4)
Neighborhood Focus IniƟaƟve
Shadowlawn
The 2000 Plan iniƟaƟve included the following:
New general housing and affordable housing
RehabilitaƟon of affordable housing
Neighborhood gateway features
Traffic calming by closing part of Linwood
Extension of Pelton Ave to Linwood for
improved internal circulaƟon
Current status:
The Shadowlawn improvements delayed due to
recession, warranƟng prioriƟzaƟon of current
study and improvement implementaƟon approach
for area. However, some stormwater planning and
improvements completed for area (see General
Infrastructure Improvements secƟon below).
CRA will generally aim to conƟnue these
Neighborhood Focus IniƟaƟves. Neighborhood
enhancement focused on structural upgrades,
limiƟng uses incompaƟble with the
redevelopment vision, transiƟons between
uses/intensiƟes, infill development on vacant
lots, addressing flooding/drainage, and
complete streets/transportaƟon improvements
that will address streetscape elements such as
lighƟng and traffic calming. These
improvements will likely require strategic
property acquisiƟon and demoliƟon of
structures for redevelopment. Other relevant
iniƟaƟves include gateway design and
coordinaƟon with County sheriff, code
enforcement, and housing agencies to address
quality and supply of housing and streetlighƟng.
See secƟon 5.3 for more informaƟon.
Table 5‐2‐2 (conƟnued): Status of Key Land Use Areas and IniƟaƟves of the 2000 Plan
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 20195‐2‐7
5.2
2000 Plan
Projects Status 2019 Redevelopment Area Plan Update Response
Neighborhood Focus IniƟaƟves (ConƟnued)
Bayshore
The 2000 Plan iniƟaƟve included the following:
Landscaping and beauƟficaƟon along
Bayshore Drive
New affordable housing
RehabilitaƟon of market‐rate and
affordable housing
Botanical Gardens relocaƟon
Design of new neighborhood park and
connecƟon to Sugden Park site
Sabal Bay development (pending legal
acƟons)
Current related efforts include:
BeauƟficaƟon and roadway
improvements planned for Hamilton Ave
and Thomasson Dr, funded by the
Bayshore BeauƟficaƟon MSTU.
AddiƟonal stormwater planning and
improvements completed for area (see
General Infrastructure Improvements
secƟon below).
ResidenƟal units have been built;
substandard housing has been
demolished.
CRA will generally aim to conƟnue these Neighborhood
Focus IniƟaƟves. Redevelopment focus for this
neighborhood split into North and South. North focus:
commercial/catalyst site development, parking, arts
and culture, transiƟon between residenƟal and
commercial, residenƟal infill, comprehensive street
improvements that will address elements such as
streetlighƟng and traffic calming, park connecƟons
(Sugden Regional Park). South focus: residenƟal
upgrades and affordability, residenƟal infill, park access
(East Naples Community Park, Bayview Park), wetlands/
flooding consideraƟons, roadway standards. These
improvements will likely require strategic property
acquisiƟon and demoliƟon of structures for
redevelopment. Other relevant iniƟaƟves include
addiƟonal street/transportaƟon improvements to
address elements such as lighƟng and traffic calming,
as well as coordinaƟon with County sheriff, code
enforcement, and housing agencies to address quality
and supply of housing and streetlighƟng. See SecƟon
5.3 for more informaƟon.
Table 5‐2‐2 (conƟnued): Status of Key Land Use Areas and IniƟaƟves of the 2000 Plan
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐2‐8
5.2
2000 Plan
Projects Status 2019 Redevelopment Area Plan Update Response
General Infrastructure Improvements
Triangle
Stormwater
Management
Plan
Need for stormwater improvements
idenƟfied for enƟre CRA area, so planning and
improvement efforts have included both
Triangle and Bayshore neighborhoods,
including the following:
Stormwater plan created for Gateway
Triangle residenƟal area in 2009 and for
Bayshore MSTU area in 2011.
Karen Dr stormwater improvements
completed in 2017.
Pineland Ave stormwater improvements
completed.
RecommendaƟon made to update stormwater
management plan for the enƟre CRA area (SecƟon
5.3.6)
Haldeman
Creek and
Canal System
Dredging Plan
Last major dredging project was in 2006.
Depth assessment will be conducted for
creek, and capital reserves currently being
accumulated for future maintenance or
dredge efforts. Advisory Board voted to
increase millage rate to create dredging plan
when major dredge will be needed; the
millage increase to 1 mil was approved at the
final budget hearing on September 20, 2018.
RecommendaƟon made to coordinate the capital
improvements of the MSTUs, including that used to
maintain Haldeman Creek, in a Capital Improvements
Plan (SecƟon 5.3.7).
Roadway Improvements
US 41 Zoning
Overlay and
Landscaping
Resurfacing and certain safety improvements
currently programmed in FDOT
TransportaƟon Improvement Program.
RecommendaƟon to coordinate on future
improvements with FDOT to develop and incorporate a
community vision for comprehensive Complete Streets
improvements along this corridor (see SecƟon 5.3.5).
Davis
Boulevard
StreetlighƟng
and Zoning
Overlay
Resurfacing project beginning as part of FDOT
TransportaƟon Improvement Program
projects.
RecommendaƟon to coordinate on future
improvements with FDOT to develop and incorporate a
community vision for comprehensive Complete Streets
improvements along this corridor (see SecƟon 5.3.5).
Bayshore Drive
Landscaping
Roundabout will be put in at Bayshore
and Thomasson as a Bayshore
BeauƟficaƟon MSTU project.
Bayshore Dr needs to be considered for
streetscape and roadway updates via the
Bayshore BeauƟficaƟon MSTU.
RecommendaƟon included to make Complete Streets
comprehensive roadway improvements along Bayshore
Drive and evaluate opportunity to underground
overhead uƟliƟes (see SecƟon 5.3.5, SecƟon 5.3.6, and
capital funding in SecƟon 5.4).
Botanical
Gardens
Support
Botanical Gardens is now located southwest
of the Bayshore Drive/Thomasson Drive
intersecƟon. The CRA currently owns the
17.89‐acre site (“17‐Acre Site”) west of
Sugden Regional Park; the site is targeted for
catalyst development.
Specific planning tasks included for the 17‐Acre Site
that highlight in parƟcular connecƟons to Sugden
Regional Park and a performance space (see SecƟon
5.3.4 and capital and non‐capital improvements in
SecƟon 5.4).
Other TIF‐Funded Projects
Table 5‐2‐2 (conƟnued): Status of Key Land Use Areas and IniƟaƟves of the 2000 Plan
BACKGROUND
Bayshore Gateway Triangle CRA Area Plan—May 20195‐2‐9
5.2
SƟmulaƟng investment and capitalizing on
development opportuniƟes while also providing
support and protecƟons for exisƟng residents
NavigaƟng various percepƟons of and visions for the
area and incorporaƟng arts and culture into the
vision; markeƟng this vision
TransiƟon between higher‐density mulƟ‐family housing and
lower‐density single‐family housing
ArƟsƟc and cultural elements of the CRA area include murals
SecƟon 5.2.3 and SecƟons 5.3 and 5.4 provide more
informaƟon on these addiƟonal consideraƟons and their
basis.
5.2.3 Bayshore Gateway
Triangle CRA 2019
Perspective
Many of the challenges and efforts idenƟfied in the
2000 Plan are sƟll relevant today. The following are
some of the major ideas emerging from the
Redevelopment Area Plan update process, which
provided the basis for the goals, objecƟves, and
strategies underlying the framework (see SecƟon 5.3)
for this Redevelopment Area Plan:
Improving the compaƟbility of uses and appearance
of the public realm
TransiƟoning between suburban and urban
development style
Balancing regional vs. local transportaƟon needs
and related transportaƟon safety concerns along
major roadways; incorporaƟng a focus on mulƟ‐
modal transportaƟon
Developing in the context of natural condiƟons and
hazards (wetlands, Coastal High Hazard Area,
flooding), including how to address increased
density/intensity
Capitalizing on the valuable assets of the area or
nearby, including parks, natural areas such as the
canal system and Naples beaches, proximity to
Downtown Naples, and tourism while also creaƟng
public spaces that can be claimed by the community
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐1
5.3
This page is intenƟonally leŌ blank.
PLANNING FRAMEWORK & ELEMENTS 5.3 Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐2 Figure 5‐3‐1: Redevelopment Concept Public Space, Parks, & Open Space Triangle RetenƟon Pond Improvements THOMASSON DR BAYSHORE DR N Complete Streets & Trail (Neighborhood) Jeepers Dr. Complete Streets (Major) Bayshore Dr. ‐ US 41 to Thomasson Dr. Complete Streets (Major) Linwood Ave Monument Sign for Gateway IntersecƟon US 41 and Bayshore Dr. DAVIS BLVD AIRPORT PULLING RD Major Corridor Land Use & Design Public Space, Parks, & Open Focus Corridor TransportaƟon, ConnecƟvity, & Walkability Infrastructure Development Concept Map 5.3.1 Conceptual Plan Diagram The planning framework and elements cover a broad range of themes that make up the overall redevelopment approach. Figure 5‐3‐1 provides a Concept Plan illustraƟng aspects of the framework through future land use and capital improvements with associated goals that are more capital intensive, including Land Use & Design; Public Space Parks, & Open Space; Development; TransportaƟon, ConnecƟvity, & Walkability; and Infrastructure. See the map legend on the following page for project descripƟons, addiƟonal capital improvements without specified locaƟons at this Ɵme, and future land use details. The reminder of this chapter provides lays out the framework in more detail by goal. Note that “Major Corridors” are based on highways, minor arterials, and major arterials in the CRA area. 5F 5E 5G 3A 5a 4c 4E 5B 5D 1C 6A 6b 6c 7d 7b 7A 7c4b 4d 7E 4F 4a 1B 4G 5C 1A 1F 1D 1E 8A 8B 2A
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐5
5.3
Project Type Project Name
Development A. Land AcquisiƟon for Community Land Trust
TransportaƟon, ConnecƟvity, &
Walkability
A. Sidewalk Gap Improvements
B. Bicycle Infrastructure
C. Street Sign/Wayfinding Improvements
D. General MulƟ‐Modal Improvements
Infrastructure A. Water Main and Fire Suppression Upgrades
B. Stormwater Improvements
C. Upgrade Sanitary Sewer Lines
Public Space, Parks, & Open Space
A. Pocket Park Land AcquisiƟon & Development
B. General Parks Improvements
C. Community Safety/Clean‐Up and Neighborhood IniƟaƟves General Improvements
Non-Location Specific Capital Projects
Non-Capital Projects
Projects and iniƟaƟves that are not capital
investments include a variety of plans, studies, and
grant programs in support of redevelopment or
capital project planning throughout the CRA area.
These non‐capital projects and iniƟaƟves include:
CRA operaƟng expenditures and administraƟve
updates
Land Development Code updates
Development support for catalyst development sites
Master planning for:
Stormwater improvements
Arts– and culture‐oriented development and
redevelopment efforts
ImplementaƟon of Complete Streets projects
Community safety and clean‐up
Branding
MarkeƟng and communicaƟons
Water and fire infrastructure improvements
Feasibility studies, including:
General market study/economic profile
Bayshore Drive Complete Street technical
feasibility
Bayshore Drive Complete Streets pilot project
Triangle retenƟon pond improvements
Micro‐enterprise and arts incubator
Grants and funding programs, including:
ResidenƟal improvements grants/loans
Commercial façade improvements
Wall and fence funding for areas with
incompaƟble uses
Public art funding
Economic development incenƟves
Mobile home replacements
Community Land Trust housing construcƟon
Other affordable/workforce housing investments
Other non‐capital expenditures that may arise in the
future and are not yet idenƟfied
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐6
5.3
Future Land Use DensiƟes
Mixed Use AcƟvity Center
A.Mixed Use—Bayshore/Gateway Triangle Overlay
B. ResidenƟal—Bayshore/Gateway Triangle Overlay; 16 UPGA for area outside of
overlay
Redevelopment Overlay—
ProperƟes with access to US 41
East/Bayshore Dr/Davis Blvd (84)/
west side of Airport‐Pulling Rd1
12 UPA via density pool units (with cap of 97 density pool units per project); limits apply
for projects that do not comply with the requirements for this density increase. The Mini
Triangle Catalyst Site is an excepƟon with a maximum of 12 UPA and is not subject to the
density pool unit requirements. Within this site, there is a Mini‐Triangle Subdistrict that
was approved through Ordinance No. 2018‐23 which amended the Growth
Management Plan and Ordinance No. 2018‐25 which amended the Land Development
Code creaƟng the Mini‐Triangle MPUD to allow for construcƟon of up to, with a mix to
be determined by maximum allowable traffic generaƟon, the following development
plan:
377 mulƟ‐family dwelling units
228 hotel suites
150 assisted living units
200,000 square feet of commercial uses inclusive of 60,000 square feet of self‐
storage and 30,000 square feet of car dealership
Redevelopment Overlay—
ProperƟes having frontage on
one or more of Bayshore Drive,
Davis Boulevard, Airport‐ Pulling
Road (west side only) or US 41
East2
ResidenƟal only: 8 UPA via use of density bonus pool (with cap of 97 density pool units
per project). Eligibility requires that the project:
1.shall be a Planned Unit Development (PUD)
2.shall be a minimum of 3 acres
3.shall be redevelopment of a site
4. consist of all market‐rate units
Limits apply for projects that do not comply with the requirements for this density
increase.
Urban ResidenƟal Subdistrict
(outside Redevelopment Overlay)
Maximum residenƟal density determined through Collier County’s Density RaƟng
System, but shall not exceed 16 UPA except in accordance with Transfers of
Development Rights in the Land Development Code.
Urban Coastal Fringe Subdistrict
(outside of Redevelopment
Overlay)
To facilitate hurricane evacuaƟon and protect the adjacent environmentally sensiƟve
ConservaƟon designated area, residenƟal densiƟes within the Subdistrict shall not
exceed a maximum of 4 UPA, except as allowed in the Density RaƟng System to exceed 4
UPA through provision of Affordable Housing and Transfers of Development Rights, and
except as allowed by certain Future Land Use Element Policies under ObjecƟve 5 in the
Growth Management Plan. New rezones to permit mobile home development within
this Subdistrict are prohibited. Rezones are recommended to be in the form of a PUD.
Future Land Use Densities
The following table shows Future Land Use densiƟes corresponding to designaƟons on the Concept Map (Figure
5‐3‐1). Note that certain projects in the Redevelopment Overlay are eligible for addiƟonal units from a pool of
388; these units are referred to as “density pool units” below. Also note that the enƟre CRA area lies in the
Coastal High Hazard Area, which deducts one unit per gross acre (UPGA) from the eligible base density of four
units per acre (UPA) and does not permit rezones for mobile home development.
1This definiƟon is interpreted broadly to mean properƟes that can gain access to the road(s), whether directly (access point on the road) or via one or more
other roads; it is not viewed narrowly to mean have an access point onto the road(s). As a result, this definiƟon encompasses all properƟes in the Bayshore
Gateway Triangle Redevelopment Overlay except those on east side of Airport Road.
2According to Collier County Growth Management staff, such properƟes must literally have frontage on (abut) one or more of the specified roads.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐7
5.3
5.3.2 Land Use & Urban Design
The Growth Management Plan and Land Development
Code (LDC) provide tools to shape land use and urban
design, which have a direct impact on the built
environment of an area. This secƟon highlights exisƟng
condiƟons related to various land use types, as well as
ways to promote a defined, harmonious, and urban
visual and land use character tailored to the CRA area,
culƟvaƟng its unique arƟsƟc and cultural idenƟty.
Promote a defined, harmonious, and urban visual
and land use character tailored to the CRA area,
cultivating its unique artistic and cultural identity.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐8
5.3
Mobile home
Small single‐family near large new single‐family with guest house
Small mulƟ‐family housing
Single‐family housing
Gated community housing
MulƟ‐family housing
Existing Residential Land Use Characteristics
The CRA area has 3,814, dwelling units according to Florida Department of Revenue 2017 data. These units include a
range of housing types from mobile to larger single‐family to mulƟ‐family homes (see Map 5‐3‐2 and corresponding
images). This diversity of types, when coupled with a range of price points, can accommodate a diversity of residents
living in the community. Currently, streets such as Jeepers Drive (picture 3 below) show areas of transiƟon between
larger residenƟal and smaller residenƟal, as well as between smaller single‐family residenƟal and mulƟ‐family on
nearby streets. The vision set forth in the Redevelopment Area Plan aims to guide these transiƟons towards the desired
built environment character laid out for different sub‐areas (see SecƟon 5.3.8).
1 2
3 4
5 6
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐9
5.3
1
4
3
6
5
2
Map 5‐3‐2: ExisƟng ResidenƟal Land Use CharacterisƟcs; Data source: 2017 Florida Department of Revenue
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐10
5.3
Existing Commercial & Industrial Land Use Characteristics
As with housing types, there are a range of commercial types in the CRA area (see Map 5‐3‐3 and corresponding
images). Many commercial sites include on‐site, street‐facing surface parking. The area contains two major mall‐style
commercial spaces, Gulfgate Plaza and Courthouse Shadows. Uses range from restaurants and retail stores to heavier
uses such as auto services. Industrial uses are also present in the Triangle area and northwest of Sugden Park.
New neighborhood commercial on Bayshore Drive— Three60 Market
Mall commercial—Courthouse Shadows
MulƟ‐story strip commercial
Mall commercial—Gulfgate Plaza
Linwood Avenue commercial
VerƟcal mixed‐use
1 2
3 4
5 6
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐11
5.3
1
2
3
5
6
LINWOOD AVE BAYSHORE DR 4
Map 5‐3‐3: Commercial & Industrial Land Use CharacterisƟcs with Non‐ResidenƟal ExisƟng Land Use; Data source: 2017 Florida Department of Reve‐
nue
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐12
5.3
Existing Community-Oriented Uses
Community‐oriented uses support community‐building and provide services via government, faith‐based, non‐profit,
and other enƟƟes. The Redevelopment Area Plan aims to preserve and enhance these uses. Government
establishments in the area include the Bayshore Gateway Triangle CRA Area office, a Naples Fire Rescue staƟon, and
the County Center (see Map 5‐3‐4 and corresponding images). Schools in and near the area include Avalon Elementary,
Shadowlawn Elementary, and The Garden School of Naples (a Montessori school). There are also various arts‐oriented
spaces, places of worship, and non‐profit service providers. EvaluaƟng locaƟons for a library or other public meeƟng
space can also facilitate the addiƟon of community services and spaces.
Bayshore Gateway Triangle CRA Area Office
1
Avalon Elementary School
2
Opera Naples
3
East Naples BapƟst Church
4
Greater Naples Fire Rescue—StaƟon #22
5
Catholic ChariƟes
6
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐13
5.3
1
2
3
4
5
6
Map 5‐3‐4: Community Oriented Land Use CharacterisƟcs with Non‐ResidenƟal ExisƟng Land Use; Data source: 2017 Florida Department of Revenue
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐14
5.3
Objective 1: Promote urban-style
development.
Strategy 1: Coordinate with Collier County Growth
Management and Zoning Divisions to pilot
innovaƟve land use and zoning approaches to
promote more urban‐style development in the
LDC. These approaches might include:
Increasing mixed use designaƟons
Focus increased densiƟes/intensiƟes
along improved roadways (with
consideraƟon of Coastal High Hazard Area
restricƟons)
Roadway design standards to support
mulƟ‐modal transportaƟon (see SecƟon
5.3.5)
Reduced building setbacks
Zoning for live/work spaces
Zoning and incenƟves for accessory
dwelling units
Flexible parking regulaƟons
Strategy 2: In awarding density pool units,
establish eligibility requirements and/or
performance metrics that promote these urban
approaches.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐15
5.3
Local Mix Use
Promote use of guest houses (shown here in back of main house) as a
way to provide addiƟonal density and potenƟally address
affordability
Local mulƟ‐family housing styles
Character Images
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐16
5.3
Objective 2: Achieve consistent land uses in the CRA
area and sub-areas.
Strategy 1: Use sub‐area (“Character Area”) characterisƟcs
(see SecƟon 5.3.8) to guide land use vision in the CRA area.
Strategy 2: Amend the LDC to limit heavy commercial and
manufacturing/warehouse/storage uses throughout the CRA
area; evaluate incenƟves to encourage transiƟons away from
heavy commercial and manufacturing/warehouse/storage
uses.
Strategy 3: IdenƟfy elements in the LDC to create clear
transiƟonal areas and land use buffers between uses that are
incompaƟble (see Figure 5‐3‐2); coordinate buffers with
related improvements, such as landscaping improvements
via the Bayshore BeauƟficaƟon MSTU.
Strategy 4: Provide funding through CRA‐funded grant
programs for transiƟonal structures (e.g., walls and fences)
between incompaƟble uses. Provide guidance in the
program guidelines to coordinate with related elements,
such as design standards and Bayshore BeauƟficaƟon MSTU
improvements.
Strategy 5: Provide clear guidance in the LDC for new and
emerging uses to ensure consistency with the respecƟve
Character Areas.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐17
5.3
Land Use Transition Types
There are four main types of land use strategies to transiƟon between differing land use types (Figure 5‐3‐2).
Factors affecƟng use of any given type might include characterisƟcs of the parƟcular site or the general Character Area.
Figure 5‐3‐2: Land Use TransiƟon Types
Building
Parking Lot/Landscape
Intensity of Use
Green/Open Space
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐18
5.3
Focus: transiƟon from interior residenƟal area of Triangle to the major commercial corridors
surrounding it
Strategies:
Put in place land use transiƟon areas of lighter commercial or mulƟ‐family residenƟal near single‐
family residenƟal areas
Promote use of physical barriers/buffers between heavier commercial uses and residenƟal uses
Limit heavier industrial and commercial uses in the Triangle area
Focus: transiƟon from commercial to residenƟal and between different residenƟal densiƟes
Strategies:
Establish land use transiƟon areas to transiƟon from commercial and denser mulƟ‐family along
Bayshore Drive to moderately dense mulƟ‐family residenƟal to single‐family residenƟal
Focus: put in place transiƟon strategies to mesh new development coming online with exisƟng uses
Strategies:
Establish land use transiƟon areas
Needed Land Use Transitions: Uses
Elements to facilitate transiƟons can be helpful where there are dissimilar uses, built forms, or development styles.
Strategies range from land use buffers (e.g., gradual transiƟon in density/intensity, open space buffers; see Figure 5‐3‐2),
physical barriers (e.g, walls, fences, landscaping), or limitaƟons placed on uses incompaƟble with the area’s land use vision.
Map 5‐3‐5 shows the generalized base zoning districts, highlighƟng areas with use boundaries that might benefit from
transiƟon strategies. The highlighted areas are described further below.
1
2
3
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐19
5.3
1
2
3
Map 5‐3‐5: Needed Land Use TransiƟons with Base Zoning
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐20
5.3
Needed Land Use Transitions: Building Heights
IdenƟfying boundaries between different exisƟng zoned building heights can indicate areas where land use transiƟon
approaches may be helpful. Map 5‐3‐6 shows the applicable Mixed Use Overlay Districts that provide more detailed
design standards for the CRA area with highlighted transiƟon areas from Map 5‐3‐4 and maximum zoned heights of
buildings in the table below. Note that there are excepƟons for certain structures in the code (e.g., church spires,
antenna). PUD sites are governed by zoning in their respecƟve ordinances.
Maximum Zoned Height of Building in Feet
House Rowhouse Apartment Mixed‐Use Commercial Civic &
insƟtuƟonal
BMUD‐NC 42 42 42 56 56 42
BMUD‐W 42 42 42 56 56 42
BMUD‐R1 35 35 35 35
BMUD‐R2 35 35 35 35
BMUD‐R3 35 35 35 35
Mixed Use
Overlay
DesignaƟon Mobile
Home
30
BMUD‐R4 35 35
GTMUD‐MXD 42 42 42 56 56 42
GTMUD‐R 35 35 35 35
Needed TransiƟon Area
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐21
5.3
Map 5‐3‐6: Mixed Use Overlay Districts in the CRA Area
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐22
5.3
Strategy 6: Evaluate opportuniƟes for arts‐oriented
code flexibility that will incorporate exisƟng arts
acƟvity such as gallery space.
Objective 3: Achieve a consistent design
character in the CRA area and sub-areas
that cultivates the area’s unique artistic and
cultural identity.
Strategy 1: As part of a CRA‐specific Arts and
Culture Plan (see SecƟon 5.3.4, ObjecƟve 1,
Strategy 5), develop a comprehensive design
approach for the public realm with reference to
specific Character Areas. The approach might
consider:
Architectural styles, including resilient
designs that beƩer manage natural
hazards such as flooding
TransiƟonal elements between Character
Area designs, building mass types, etc.
(see SecƟon 5.3.8)
Design consideraƟons for gateway/focus
intersecƟons
Design consideraƟons for public art
IdenƟficaƟon of public art opportuniƟes
and incenƟves
Design consideraƟons for streetscape
improvements in coordinaƟon with the
Bayshore BeauƟficaƟon MSTU Master Plan
Design consideraƟons for CRA‐funded
grants for façade and other exterior
improvements
IncorporaƟon of urban‐style development
design standards (see SecƟon 5.3.2,
ObjecƟve 1)
Airport Zone height restricƟons
Strategy 2: Fund a commercial façade grant
program for exterior improvements to commercial
buildings not targeted for major redevelopment.
Character Images for Design Style
A number of buildings in the CRA establish a modern
architectural style that the CRA can promote in public
realm design; there are a number of residences with a
more tradiƟonal Florida style that the CRA can also
promote. Art that is incorporated into private
development, but visible in the public realm, can also
contribute to the community character conveyed in
the physical environment (see the character photos on
the facing page). In addiƟon to architectural style, sign
styles can be considered as part of public realm design.
Figure 5‐3‐3 provides potenƟal sign design opƟons for
the Bayshore neighborhood of the CRA area, reflecƟng
the style of exisƟng infrastructure. The CRA can
promote a more modern design for the Triangle area
in the commercial areas targeted for redevelopment.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐23
5.3
Local residence with modern design style
Opera Naples with modern design style
Modern design of Ankrolab Brewing Co. (Source: Hlevel
Architects, hƩp://hlevel.info/project/ankrolab_bre)
wing_co/)
Local residenƟal design
Local residenƟal design Local residenƟal design
Modern design of The Garden School (Source: Corban
Architecture/Planning/Sustainability, hƩp://
www.davidcorban.com/the‐garden‐school/)
Figure 5‐3‐3: Sign Design Examples
Local residenƟal design
Art in the public realm on Bayshore Dr
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐24
5.3
ExisƟng gateway design near US 41 and Bayshore Drive
Bayshore Drive/Thomasson Drive roundabout rendering
Bayshore Drive flag, lighƟng, bike lane, landscaping, pavement
treatments
Design Treatments & Attributes
Public realm design in the area is important given the emphasis on arts‐oriented development and input from public
outreach efforts indicaƟng architectural style as a way of building a sense of place and community. The Bayshore
BeauƟficaƟon MSTU has contributed significantly to the design of the southern porƟon of the CRA area with streetscape
improvements including lighƟng, flags, landscaping, and the design of the Bayshore/Thomasson roundabout. The CRA
should coordinate with the MSTU for further improvements, including the design of major gateway intersecƟons that can
include signs and public art (see Map 5‐3‐7 for opportuniƟes). Note that gateway intersecƟon opportuniƟes north of US 41
would not qualify for Bayshore BeauƟficaƟon MSTU funds, yet the northern Triangle area can explore the creaƟon of its own
MSTU to fund these and other types of improvements (see SecƟon 5.3.7, ObjecƟve 3, Strategy 2).
MSTU Improvements
Gateway Design OpportuniƟes
1
2
3
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐25
5.3
3
1 BAYSHORE DR HAMILTON AVE THOMASSON DR
2
Map 5‐3‐7: Design Treatments & AƩributes
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐26
5.3
5.3.3 Public Space, Parks,
& Open Space
Public space, parks, and open space types of land use
that serve an important community‐building purpose
with parƟcular design consideraƟons given the variety
of acƟvity they can support. This secƟon focuses on
how to ensure accessible, acƟvated, and well‐
maintained public spaces, parks, and open space.
Ensure accessible, activated, and well-maintained
public spaces, parks, and open space.
Objective 1: Increase access to parks and
public gathering places in the CRA area.
Strategy 1: Coordinate with Collier County Road
Maintenance Division and Parks & RecreaƟon
Division to increase the number and quality of
bicycle and pedestrian connecƟons 1) between
the Bayshore Dr area and neighboring County
parks, including Bayview Park, East Naples
Community Park, and Sugden Regional Park and 2)
running north/south from neighboring County
parks to increase accessibility to the Triangle area
(see SecƟon 5.3.5, ObjecƟve 1, Strategy 6).
Strategy 2: Coordinate with Collier County Road
Maintenance Division and Parks & RecreaƟon
Division in conjuncƟon with Thomasson Ave and
Hamilton Ave MSTU improvements to evaluate
opportuniƟes for 1) maintaining car and boat
parking at Bayview Park and 2) operaƟonal
maintenance at Bayview Park.
Strategy 3: Coordinate with Collier County Public
Services Department to evaluate opportuniƟes for
a park and/or public meeƟng space (e.g., library)
in the CRA area.
Strategy 4: Create a site‐specific park plan for the
exisƟng retenƟon pond in the Triangle area.
Strategy 5: Evaluate opportuniƟes for “pocket
parks” (very small neighborhood park spaces).
Strategy 6: Coordinate with Collier County Parks &
RecreaƟon Division on any general parks
improvements related to CRA development/
redevelopment sites and efforts, including the 17‐
Acre Site (see SecƟon 5.3.4).
Objective 2: Support events in park spaces
geared towards the CRA community.
Strategy 1: Coordinate with Collier County Parks &
RecreaƟon Division to promote park spaces as
venues for CRA community events.
Pedestrian connecƟon between Bayshore neighborhood and Sugden
Regional Park that can serve as an example for addiƟonal connecƟons
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐27
5.3
Park and Connectivity Design
Concepts
The potenƟal park design concept
shown in Figure 5‐3‐4 for the Triangle
stormwater retenƟon pond is based on
previous planning and design efforts for
the pond, with more consideraƟon
given to increasing visibility to enhance
safety in the pond area (a concern
menƟoned during public outreach).
The rendering includes a consideraƟon
for idenƟfying sites for consolidated
public parking, which may take the form
of a garage.
Figure 5‐3‐4: PotenƟal Triangle Stormwater Pond Design Concept
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐28
5.3
Sugden Regional Park: County park that provides inland water access
and water recreaƟon programming. Image source: Collier County
Parks & RecreaƟon Division
Bayview Park: County park that provides access to Haldeman Creek,
the local canals, and the Gulf of Mexico.
Park Opportunity at Stormwater Pond: potenƟal for design, traffic
flow, safety, and flood management improvements.
East Naples Community Park: County park that houses 38 pickleball courts for
sports tourism and local recreaƟonal use; hosts the annual US Open Pickleball
Championship and other pickleball tournaments. Image source: Collier
County Parks & RecreaƟon Division
Naples Botanical Garden: a non‐profit 170‐acre botanical garden with
over 220,000 visitors per year. Also includes meeƟng spaces.
Parks & Open Space
The Redevelopment Area Plan update process idenƟfied parks and open spaces as important community assets,
providing event spaces and opportuniƟes to build a sense of place and community. Park access can be improved by
providing beƩer connecƟons to parks and capitalizing on opportuniƟes for new parks (such as at the Triangle retenƟon
pond and small pocket parks). Expansion of the CRA area to include the parks to the east should also be evaluated since
it may facilitate making connecƟons and other improvements. See Map 5‐3‐8 for exisƟng parks and opportuniƟes.
1 2
3 4
6
Haldeman Creek and Canals: provide access to the Bayshore Drive
commercial area and the Gulf of Mexico. The Haldeman Creek MSTU
funds periodic dredging and maintenance.
5
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐29
5.3
1
2
3
4
6
5
Map 5‐3‐8: Parks & Open Space
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐30
5.3
Objective 3: Ensure a clean and well maintained public realm.
Strategy 1: Coordinate with the Collier County Sheriff’s Office, Collier County Code Enforcement Division,
service providers in the CRA area, and residents and business owners in the CRA area to develop a proacƟve
community safety and clean‐up strategy (inclusive of private property along the canal network) with an aim
at reducing reliance on case‐by‐case enforcement. This effort should focus on residenƟal properƟes and
coordinate with the Community Standards Liaison pilot program of the Collier County Community & Human
Services Division.
Strategy 2: IdenƟfy and document a strategy for canal maintenance in the right‐of way, including seawalls
and mangroves, in coordinaƟon with the Haldeman Creek MSTU Advisory Board.
Table 5‐3‐1 indicates the amount of parks and open space that are in and bordering the CRA area.
DesignaƟon LocaƟon Acreage EsƟmate
Total publicly‐owned
open space within CRA
area
RetenƟon pond site
(northern Triangle area)
6.48
(includes pond)
AddiƟonal open space or
green space in the CRA
area
Botanical Garden
(non‐profit owned) 168
Total open space/green
space in CRA area 174.48
Park space adjacent to
CRA area
Bayview Park
East Naples Community Park
Sugden Regional Park
6.27
120
173.27
Total park, open, or
green space within or
adjacent to CRA area
347.75
Table 5‐3‐1: Amount of Parks and Open Space.
Source: 2017 Florida Department of Revenue and Google Earth calculaƟon
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐31
5.3
5.3.4 Development
Development and redevelopment can improve the
quality and aestheƟcs of the built environment, as well
as generate tax revenue and benefits to property
owners through increased property values. This
development and redevelopment acƟvity also needs to
include protecƟons for exisƟng community members
who may face burdens from the increase in property
values, such as increased costs for renters. This secƟon
provides an approach to foster and guide private
development to enhance community character and
provide increased stability and prosperity for community
members. Also documented are more specific planning
and visioning efforts for two key development
opportuniƟes, at the Mini Triangle and 17‐Acre sites.
Foster and guide private development to enhance
community character and provide increased
stability and prosperity for community members.
Mini Triangle site rendering excerpt; Source: Zyscovich Architects
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐32
5.3
Objective 1: Improve the marketing,
branding, and communication approach for
the CRA area.
Strategy 1: Create a branding strategy for the CRA
area to establish a community vision and
character. This strategy should coordinate with
the Arts and Culture Plan and the Market Study
for the CRA (see SecƟon 5.3.4, ObjecƟve 1,
Strategy 5 and SecƟon 5.3.4, ObjecƟve 3, Strategy
1).
Strategy 2: Create a markeƟng and
communicaƟon strategy for the CRA area to
communicate vision and character with effecƟve
tools (e.g., website, social media, branding
materials). This strategy should coordinate with
the comprehensive design approach developed
for the CRA area (see SecƟon 5.3.2, ObjecƟve 3,
Strategy 1), as well as improved communicaƟon
efforts between the CRA and the community (see
SecƟon 5.3.7, ObjecƟve 1).
Strategy 3: Provide CRA administraƟve materials
(e.g., Advisory Board agendas, budgets, annual
reports) in an accessible and easy‐to‐understand
way.
Strategy 4: Coordinate with the Collier County
Tourist Development Council, Collier County Parks
& RecreaƟon Division, and other jurisdicƟons to
promote the CRA area and its local business and
commercial establishments as part of tourism
development efforts in the area. This should
include coordinaƟon with Collier County Parks &
RecreaƟon related to East Naples Community Park
master planning and pickleball sports tourism.
Strategy 5: Create an Arts and Culture Plan for the
CRA area to incorporate into the overall CRA area
vision. This effort should:
Consider prior arts and culture planning efforts,
such as those related to the Bayshore Cultural
District (ResoluƟon No 2008‐60).
Incorporate an inventory of exisƟng arƟsƟc and
cultural features of the community to elevate.
Include a comprehensive public realm design
approach for the CRA area and sub‐areas (see
SecƟon 5.3.2, ObjecƟve 3, Strategy 1).
Consider housing needs and economic incenƟves
related to arts and culture‐oriented development
(see SecƟon 5.3.4, ObjecƟves 3 and 5).
Include administraƟve needs of implemenƟng the
plan (e.g., an arts commiƩee, addiƟonal staff).
Coordinate with countywide arts and culture
strategic planning efforts.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐33
5.3
Objective 2: Streamline and clarify the
development process
Strategy 1: Coordinate with Collier County Zoning
Division to clarify LDC requirements related to
development in the CRA area, parƟcularly related
to:
RelaƟonship of overlay zoning to base
zoning
RelaƟonship of various applicable codes to
each other (e.g., LDC, fire code, building
code)
Allowable uses
Strategy 2: Coordinate with Collier County Zoning
Division to evaluate approaches to streamline and
shorten the development review process.
Approaches might include:
DedicaƟng County staff to review projects
within the CRA area and expedite them
through the development process.
Improving coordinaƟon and communicaƟon
between enƟƟes overseeing applicable
codes (e.g., Zoning, Fire Marshall).
IdenƟfying opportuniƟes to increase
reliance on defined criteria for development
approval (as opposed to discreƟonary
approval)
Encouraging design‐build approaches.
Strategy 3: Establish a formal role for the CRA in the
development review process to facilitate
development of projects in the CRA area.
Clearer LDC guidance would help new uses such as microbreweries
US Open Pickleball Championships at East Naples Community Park.
Source: Collier County Parks & RecreaƟon Division, hƩps://
www.facebook.com/CollierParks/photos/
a.852037184807466.1073741827.118036328207559/19606389606
13944/?type=3&theater
ExisƟng arƟsƟc features, such as murals, should be considered in the
Arts and Culture Plan
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐34
5.3
Objective 3: Incentivize desired types of
development.
Strategy 1: Conduct a market study, including
informaƟon on owners of second homes, which is
not captured in typical data sets, to determine
what development will be supported in the CRA
area.
Strategy 2: IdenƟfy incenƟves and targeted
assistance (see Development Assistance and
IncenƟves Examples) for a range of development
and redevelopment, including consideraƟon of
the following types of development and addiƟonal
desirable development supported by the market
study:
Local neighborhood commercial
establishments
Social enterprises and business
opportuniƟes for those with tenuous
livelihoods
Larger catalyst development projects
Arts‐oriented development
Strategy 3: Evaluate and amend as needed current
grant program offerings to reflect new incenƟves
and assistance approaches from SecƟon 5.3.4,
ObjecƟve 3, Strategy 2.
Objective 4: Capitalize on current and
potential real estate and development
opportunities.
Strategy 1: Facilitate tenancy, development, and
redevelopment, parƟcularly for opportuniƟes
along US 41, Linwood Ave and neighboring non‐
residenƟal areas, and Bayshore Dr, through
incenƟves and communicaƟon efforts (see
Development Assistance and IncenƟves
Examples).
Strategy 2: ConƟnue to facilitate exisƟng catalyst
project opportuniƟes on the Mini Triangle and 17‐
Acre sites (see Map 5‐3‐10) to strengthen and
solidify development interest in the CRA area.
Efforts might include assisƟng with coordinaƟon
of property owners in target areas, negoƟaƟng
desired ameniƟes to be incorporated into
proposed development, and providing incenƟves
(see Development Assistance and IncenƟves
Examples).
Strategy 3: Evaluate alternaƟve funding
opportuniƟes, such as private funding and
donaƟons, for capital projects.
Strategy 4: Assess development opportuniƟes for
the AcƟvity Center area, including the Courthouse
Shadows site.
Strategy 5: Evaluate concepts to expand the CRA
boundaries . ConsideraƟons might include the
incorporaƟon of new development opportuniƟes,
such as areas along Thomasson Drive, and the
incorporaƟon of County parks.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐35
5.3
Development Assistance and Incentives Examples
Density/intensity increases
Impact fee offsets or payment over Ɵme
TIF rebates and TIF money for infrastructure
Land acquisiƟon through CRA for targeted needs,
such as parking and stormwater infrastructure, and
to facilitate redevelopment
Tenant aƩracƟon and relocaƟon support
Micro‐enterprise incubator and technical assistance
support in partnership with other local enƟƟes
PotenƟal Partnership OpportuniƟes for
Micro‐Enterprise Incubator
Incubators can provide workspace and assistance to
micro‐enterprises, parƟcularly small businesses, looking
to get their start in the CRA area. The CRA could
potenƟally partner with exisƟng efforts or collaborate
on new efforts to support the work of incubators. For
example, the Naples Accelerator
(hƩps://naplesaccelerator.com/) provides office space
and ameniƟes and connecƟons to local economic
resources to assist its member businesses. There may
also be interest from other local enƟƟes, such as St.
MaƩhew’s House, in partnering to start a new
incubator. Such partnerships can bring together
organizaƟons to pool capacity and funding to carry out
incubator efforts and can also be used to support arƟsts
and arts‐oriented development, a key aspect of the
CRA’s vision.
Other Partnership OpportuniƟes: Business AssociaƟons
The CRA encourages businesses operaƟng in the area to
form associaƟons and business districts to coordinate
development efforts and potenƟal funding tools such as
MSTUs. Such associaƟons can also serve as important
partners to the CRA in its implementaƟon of
development assistance and incenƟves. Areas where
these associaƟons might be parƟcularly beneficial are
among the Bayshore Drive businesses, the Mini
Triangle are property owners, and the property
owners along Linwood Avenue and Kirkwood
Avenue.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐36
5.3
Development and Redevelopment Potential
Figure 5‐3‐5 provides a general indicaƟon of the development opportuniƟes in the CRA area, showing vacant land
acreage and the corresponding number of vacant parcels by land use type that could potenƟally be developed
and indicaƟng that most of the vacant acreage is residenƟal. Map 5‐3‐9 indicates where these parcels are located.
As the map indicates, the parcel sizes can run fairly small, so assembly may be a consideraƟon for developers. The
background analysis for the Redevelopment Area Plan also indicates a sizable number of parcels with structures,
parƟcularly single‐family and mobile homes, that might benefit from upgrades to improve their structural
condiƟon. These efforts should take into account any potenƟal increases in prices and costs when units are
upgraded to avoid pricing out residents who find the new price and cost points unaffordable.
Total Vacant Acreage: 186
Figure 5‐3‐5: Vacant Land Acreage DistribuƟon by Land Use Type .
*Note: A 32.5‐acre parcel northwest of the Bayshore/Thomasson intersecƟon is coded as Vacant InsƟtuƟonal but is owned by MaƩamy Naples LLC. (Source:
2017 Florida Department of Revenue)
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐37
5.3
Map 5‐3‐9: Vacant Land Parcels in CRA Area . Note: Vacant insƟtuƟonal land northwest of Bayshore Dr/Thomasson Dr intersecƟon is coded as Va-
cant InsƟtuƟonal but it owned by MaƩamy Naples LLC. (Source: 2017 Florida Department of Revenue)
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐38
5.3
Development & Real Estate Opportunities
The CRA can facilitate development, redevelopment, and tenancy of vacant spaces through incenƟves and
improvements to the surrounding areas. Map 5‐3‐10 and corresponding images show some of the key
opportuniƟes in the CRA area; note that the Mini Triangle site and the 17‐Acre Site contain parcels currently
owned by the CRA.
Linwood Avenue commercial corridor redevelopment
Gulfgate Plaza office tenant opportunity
Del’s 24 redevelopment opportunity
Bayshore Drive commercial corridor redevelopment (including Halde‐
man Creek Entertainment District near Creek)
Courthouse Shadows redevelopment
1
4 3
2
5
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐39
5.3
3
2
Map 5‐3‐10: Development & Real Estate OpportuniƟes with Non‐ResidenƟal ExisƟng Land Use; Data source: 2017 Florida Department of Revenue
LINWOOD AVE BAYSHORE DR 4
5
1
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐40
5.3
Collier County Mobile Home Upgrade Program
Collier County Community & Human Services Division
currently oversees a program that uses State Housing
IniƟaƟves Partnership (SHIP) program funds to replace
mobile homes with more sturdy single‐family modular
homes in response to hurricane damage. In Everglades
City, these homes are elevated on sƟlts. The Bayshore
Gateway Triangle CRA may be able to refine this pro‐
gram to meet the needs of the community to encour‐
age replacement with a more suitable building type for
the area.
Residential Renovation & the FEMA 50% Rule
The FEMA 50% Rule requires that any exisƟng building
within an idenƟfied FEMA Flood Zone will have to be
upgraded to meet current flood standards if improve‐
ments are made that are in excess of 50% of the struc‐
ture value. When determining structure value, only the
value of the improvement itself (exclusive of land value)
is considered. During the building permit review pro‐
cess, the County will require anyone located within a
flood zone to go through a review process to ensure
that proposed improvements are not worth in excess of
50% of the building value. The CRA may consider devel‐
oping partnerships/grants to assist in replacing struc‐
tures to encourage bringing exisƟng buildings up to
code and maintain affordability.
Impact Fee Deferral for Income-Restricted Units
Several ciƟes and counƟes in Florida, including Collier
County, offer impact fee incenƟves for affordable and/
or workforce housing. In Collier County, for‐purchase
and rental units for households with incomes less than
120% of median income in the county qualify for impact
fee deferrals. Deferrals are equivalent to up to 3% of
the prior year’s total impact fee collecƟons, a cap insƟ‐
tuted to minimize revenue lost through the program.
Objective 5: Incorporate protections in de-
velopment efforts to enhance existing
community character and support existing
CRA area residents.
Strategy 1: Establish assistance programs and
incenƟves to protect and enhance exisƟng com‐
munity‐oriented uses and local neighborhood
commercial and single‐family neighborhoods off
the main corridors. Assistance and incenƟve dis‐
tribuƟon might account for building age, struc‐
tural quality, and means of property owners.
Strategy 2: In coordinaƟon with the Collier Coun‐
ty Affordable Housing Advisory CommiƩee, pro‐
mote strategies to maintain current affordable
housing availability in the CRA while improving
baseline quality condiƟons. Strategies to consider
include:
Community land trust
CoordinaƟng with Collier County Com‐
munity & Human Services Division for
mobile home upgrades and replace‐
ments with alternaƟve unit types (see
Housing Assistance and IncenƟves Exam‐
ples)
ResidenƟal renovaƟon loan/grant pro‐
gram
Encouraging use of Collier County’s im‐
pact fee deferral program for income‐
restricted units (see Housing Assistance
and IncenƟves Examples)
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐41
5.3
The County also limits to 225 the number of rental units
receiving deferrals. Impact fees are deferred for owner‐
occupied units unƟl the owner sells, refinances, or
moves out of the home, at which Ɵme fees are due with
interest. Rental unit fees are deferred for a 10‐year pe‐
riod. Historically, this level of deferral has allowed the
program to defer impact fees on approximately 100
homes per year. A pilot program for payment of impact
fees by installments collected through property tax bills
(as an alternaƟve to making the enƟre payment up‐
front) was also planned for the Immokalee CRA area.
The Bayshore Gateway Triangle CRA could support or
replicate the County’s program to defer fees in the
Bayshore Gateway Triangle CRA area; this approach
could also be used to incenƟvize other types of desired
development, as well.
Case InformaƟon Source: Tindale Oliver (August 2017), Impact Fee Incen‐
Ɵves for Affordable/Workforce Housing.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐42
5.3
5.3.5 Transportation,
Connectivity, & Walkability
Having a variety of transportaƟon opƟons that are
easy and desirable to use are important for all who
live and work in the CRA area. TransportaƟon systems
not only cater to local needs between the CRA area
and places such as Downtown Naples and local work‐
places, but also to more regional traffic moving
through the CRA area on major roadways. In light of
the various needs, this secƟon aims to ensure safety,
comfort, and convenience for various modes within
and connecƟng with the CRA area.
Ensure safety, comfort, and convenience for various
modes within and connecting with the CRA area.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐43
5.3
Objective 1: Increase safety, comfort, and
connectivity for active transportation modes
(e.g., walking and biking).
Strategy 1: Create a strategy to implement discrete
transportaƟon improvements and more
comprehensive Complete Streets corridor
improvements.
Strategy 2: The effort undertaken for Strategy 1
should include development of a sidewalk master
plan with inclusion of the following:
Visibility assessment related to landscaping
ConsideraƟon of connecƟons to
neighboring parks (see SecƟon 5.3.3,
ObjecƟve 1, Strategy 1 and Strategy 6 in
this secƟon)
CoordinaƟon with roadway and
infrastructure improvements planned and/
or approved for implementaƟon, including
those that may stem from this
Redevelopment Area Planning process or
other agency planning and implementaƟon
efforts (e.g., County and CRA stormwater
master planning).
Strategy 3: IdenƟfy opportuniƟes to coordinate
transportaƟon capital improvements with County/
MPO improvements along major arterials.
Strategy 4: Pilot transportaƟon improvements, such
as elements of Complete Streets corridor
improvements, elements of Bayshore Dr road diet
(traffic lane consolidaƟon), reduced turning radii at
intersecƟons to slow traffic, and addiƟonal
pedestrian crossings, with temporary installaƟons.
These efforts should incorporate community input
and feedback to gauge response to more urban‐
style development and any parƟcular concerns to
address or opportuniƟes on which to capitalize.
These installaƟons can be incorporated into
community events that include educaƟonal
elements on, for example, Complete Streets, the
Vision Zero effort to eliminate bicycle and
pedestrian fataliƟes, and roundabouts.
Strategy 5: Based on input from temporary
installaƟons from Strategy 4, move forward with
veƫng of Bayshore Dr road diet concept scenarios
and traffic analysis.
Strategy 6: Evaluate opportuniƟes for a north/
south bicycle and pedestrian connector in the
eastern Bayshore area with connecƟons to Sugden
Park and East Naples Community Park (see SecƟon
5.3.3, ObjecƟve 1, Strategy 1).
What are Complete Streets?
Streets that “serve the transportaƟon needs of
transportaƟon system users of all ages and abiliƟes,
including pedestrians, bicyclists, transit riders,
motorists, and freight handlers. A transportaƟon
system based on Complete Streets principles can help
to promote safety, quality of life, and economic
development.” ‐ FDOT, CompleƟng Florida’s Streets,
hƩp://www.flcompletestreets.com/files/FDOT‐
CompleteStreets‐Brochure.pdf.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐44
5.3
Existing Transportation Conditions
Map 5‐3‐11 highlights exisƟng transportaƟon condiƟons idenƟfied by fieldwork. Roadways in the CRA area range from large
arterials carrying regional traffic to small neighborhood streets, many of which dead‐end throughout the CRA area. During
fieldwork, cyclists were noted on the sidewalks of larger arterials such as Davis Boulevard and Airport Pulling Road, and
many bikes were parked at Gulfgate Plaza off of US 41. The MPO and FDOT also idenƟfied Airport Pulling Road and US 41 as
high bike/pedestrian crash corridors. RelaƟve to other streets, Bayshore Drive has a number of improvements, including
bike lanes, sidewalks, and transit shelters, yet it sƟll experiences a lack of parking. There are limited pedestrian connecƟons
to parks from streets off Bayshore Drive; one connecƟon is at Republic Drive. Note that these exisƟng condiƟons are a
general, preliminary assessment, with more detailed measures of exisƟng condiƟons such as trip counts and traffic
modeling anƟcipated as part of follow‐up strategy– and project‐specific evaluaƟon prior to a decision to implement.
Divided arterial with street‐fronƟng parking
Bayshore Drive with sidewalks and bike lanes
Dead‐end neighborhood street
Cyclist on sidewalk of arterial
Bus shelter at Bayshore Drive and Thomasson Drive
Pedestrian bridge to East Naples Community Park
1
3
2
4
5 6
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐45
5.3
1
2
3
4
5
6
Map 5‐3‐11: ExisƟng TransportaƟon CondiƟons with Roadway ClassificaƟons
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐46
5.3
Bicycle & Pedestrian
Curb extensions
General bike accessibility
Pedestrian crossing(s)
Bike lanes
General connecƟvity, walkability
North/south connecƟvity
East/west connecƟvity
Sidewalk(s)
Wayfinding
LighƟng
Road diet (lane reducƟon)
Traffic
Traffic circulaƟon along corridor, including
intersecƟons
Traffic calming
Connect street
Parking
Commercial parking
Parking including boat parking
Specific Transportation Needs & Considerations
Fieldwork, discussions with CRA staff, public outreach, and specific project recommendaƟons from the 2018 Blue
Zones Project/Dan Burden East Naples Discovery Report informed locaƟon‐specific, discrete transportaƟon needs and
consideraƟons in the CRA area (Map 5‐3‐12). Many of these needs and consideraƟons will be addressed through
Complete Streets projects recommended in this Redevelopment Area Plan. Other transportaƟon improvements such as
addressing sidewalk and bike infrastructure gaps, providing parking infrastructure, and providing wayfinding signs will
be addressed through separate project recommendaƟons. Note that “Major Corridors” are designated based on
highways, minor arterials, and major arterials in the area. “Needs Corridors” are designated where needs idenƟfied are
generalized along the length of a roadway segment (related needs are those where labels intersect the corridor on
Map 5‐3‐12).
1
2
3
1
2
Major Corridor Needs Corridor
1
2
3
4
5
6
7
8
9
10
11
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐47
5.3
4 8
3
2
2
8
DAVIS BLVD BAYSHORE DR 7
THOMASSON DR HAMILTON AVE 2
1
1
1
1
1
3
1
3
1
2
1
2
1 10
2
7
7
7
6
7
6
9
5
2
1
11
10 AIRPORT RD S Map 5‐3‐12: TransportaƟon Needs & ConsideraƟons
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐48
5.3
Regional & County Transportation Projects
The projects shown in Map 5‐3‐13 are those idenƟfied in the Collier Metropolitan Planning OrganizaƟon’s Fiscal Year
2017/18 to 2021/22 TransportaƟon Improvement Program (which also features the Collier County five‐year program)
and the trail recommendaƟons from the Comprehensive Pathways Plan update process. These projects will thus be
overseen by regional and county transportaƟon agencies. The full set of recommendaƟons from the Comprehensive
Pathways Plan, once finalized, should also be considered in conjuncƟon with transportaƟon planning and
improvements led by the CRA.
Major Corridor
FDOT TIP Projects
US 41 resurfacing
US 41 signal Ɵming improvements
Davis Boulevard resurfacing
1
3 MPO Pathways Plan Proposed Trail Improvements
Naples Bay Greenway (Sun Trail)
2 County TIP Projects
Davis Boulevard/Airport Pulling Road
intersecƟon improvement
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐49
5.3
DAVIS BLVD BAYSHORE DR THOMASSON DR NAPLES BAY GREENWAY (SUN TRAIL) 3
1 2 AIRPORT PULLING RD Map 5‐3‐13: Regional & County TransportaƟon Projects
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐50
5.3
Potential CRA Complete Streets Projects & Trails
Complete Streets is an approach to comprehensive corridor improvements tailored to the size and land use context of the
corridor. This approach can address many of the major needs and consideraƟons idenƟfied in Map 5‐3‐13, including traffic
calming, sidewalks, bike lanes, lighƟng, wayfinding, on‐street parking, and landscaping. Complete streets improvements can
also be coordinated with other infrastructure improvements, such as water main, fire suppression, and drainage upgrades.
The CRA can take the lead on Complete Streets projects, focusing on the streets listed below categorized. Fieldwork, staff
discussions, public outreach, and prior planning efforts informed which streets were targeted for these improvements.
Map 5‐3‐14 shows recommended projects for neighborhood streets and busier corridors (“Major Complete Streets”).
Suggested improvements for Major Complete Streets corridors may include changes to the roadway for vehicles (such as
the addiƟon of on‐street parking). Neighborhood Complete Streets & Trails recommendaƟons focus primarily on
improvements for pedestrians, cyclists, and other acƟve transportaƟon (see the remainder of SecƟon 5.3.5 for examples of
suggested improvements). ConnecƟvity in terms of desƟnaƟons and network connecƟons was a key consideraƟon in
selecƟon and prioriƟzaƟon of these projects. Note that the length of the bicycle and pedestrian trail will depend on
consideraƟons such as available right‐of‐way; the SecƟon 5.4 capital planning provides an esƟmate for a secƟon between
East Naples Community Park and Sugden Regional park. Also note that the Kirkwood Avenue “connecƟon” between Pine
Street and Shadowlawn and the Pine Street “connecƟon” between Davis and Linwood refer to proposed roadway
extensions that that do not have exisƟng right‐of‐way.
Major Corridor
Major Complete Streets
Linwood Avenue—Phase I
Shadowlawn Drive
Bayshore Drive (north of Thomasson Drive)
Thomasson Drive
Commercial Drive
Kirkwood Ave/Kirkwood Ave ConnecƟon to
Shadowlawn Drive
Pine Street ConnecƟon
2 Neighborhood Complete Streets & Trails
Bay Street
Linwood—Phase II
Danford Street
Hamilton Avenue
Jeepers Drive
Republic Drive
Bayshore Drive (south of Thomasson Drive)
Bicycle/Pedestrian Trail
1
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐51
5.3 HAMILTON BAY ST
JEEPERS
LINWOOD AVE SHADOWLAWN DR 1
DAVIS BLVD
2 BAYSHORE DR THOMASSON DR
2 COMMERCIAL DR 2 BICYCLE & PEDESTRIAN 1 AIRPORT PULLING RD DANFORD
REPUBLIC DR
KIRKWOOD AVE PINE ST 2
Map 5‐3‐14: PotenƟal Complete Streets Projects
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐52
5.3
Character Images for Complete Streets Improvements and Connections
The following images illustrate Complete Streets elements from prior planning efforts for Bayshore Dr and Complete Streets
improvements elsewhere.
These efforts and examples inspired the renderings of possible transformaƟons for Linwood Ave, Bayshore Dr, and Jeepers
Dr (shown in Figures 5‐3‐6 through 5‐3‐9) suggested as part of this Redevelopment Area Plan update effort. As corridors for
potenƟal commercial redevelopment, the Linwood Ave and Bayshore Dr renderings highlight an emphasis on ample
sidewalk space along the landscaping and storefronts. Linwood Ave might promote a more modern design style for lighƟng
and streetscape features as shown in Figure 5‐3‐6 and potenƟally further inspired by the modern style images on page 5‐3‐
22. Bayshore Dr might retain the exisƟng style of streetscape elements in the lighƟng and signs. These renderings can
provide a starƟng point for Complete Streets designs of other busier corridors (see “Major Complete Streets” on Map 5‐3‐
49), with the Linwood Ave design parƟcularly suited as a basis for the suggested re‐designs of Commercial Dr and Kirkwood
Ave.
As a less traveled residenƟal street type, Jeepers Dr shows how people biking, walking, and playing can share the street
space with cars accessing residences. Given that many streets dead‐end and do not allow for through traffic, more
simplified pedestrian infrastructure may be promoted over formal sidewalks. For example, the pedestrian space in the
PotenƟal cross secƟon for Bayshore Dr road diet, as proposed in Trebilcock’s 2017 Parking Needs Analysis. ExisƟng cross secƟon is four‐lane
road with bike lanes and sidewalks
Complete Streets improvement
examples (LeŌ image source:
Wikimedia Commons)
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐53
5.3
Figure 5‐3‐6: PotenƟal Cross SecƟon of Linwood Ave
rendering might be indicated with road paint. The swales have also been retained for water quality consideraƟons, but
incorporate vegetaƟon to improve the visual appearance of swales. Porous pavement may also be an opƟon for the areas
where swales are represented, which might require different maintenance costs (an aspect that would be addressed with a
more detailed follow‐up design evaluaƟon as noted below). LighƟng in provided on one side given the limited road space,
similar to improvements made on Lunar St in the CRA area. This type of design might serve as a starƟng point for the re‐
design of other neighborhood Complete Streets projects (see Map 5‐3‐49).
Note that these proposed cross secƟons are only intended for general, iniƟal illustraƟve purposes; final designs would need
to account for a more detailed study and analysis of factors including engineering consideraƟons, impacts, miƟgaƟon
needs, and potenƟally the increase of alternaƟve transportaƟon methods (see ObjecƟve 2, Strategy 1 of this secƟon for
examples). For example, a follow‐up analysis of a lane reducƟon proposal on Bayshore Drive would need to account for
impacts to Level of Service standards on the roadway and on connecƟng roadways such as US 41, air quality, freight and
evacuaƟon routes, and a variety of other factors. It would also study whether addiƟonal easements would be needed or
desired for a re‐design. PiloƟng temporary versions of these improvements also provides a way to vet the design. This plan
accounts for this follow‐up analysis need and piloƟng with budgeted items for a Bayshore Drive technical feasibility study, a
Complete Streets ImplementaƟon Plan that would provide a next‐level feasibility analysis for these projects, and a Bayshore
Drive pilot project with opportuniƟes for addiƟonal pilots as part of the “other” non‐capital projects budget item (see
SecƟon 5.4 for more informaƟon).
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐54
5.3
Figure 5‐3‐8: PotenƟal Cross SecƟon for Jeepers Dr
Figure 5‐3‐7: PotenƟal Cross SecƟon for Bayshore Dr
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐55
5.3
Figure 5‐3‐9: PotenƟal Aerial Rendering for Jeepers Dr
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐56
5.3
Objective 2: Increase and enhance
alternative vehicle mode options within and
connecting with the CRA area.
Strategy 1: Evaluate opportuniƟes for alternaƟve
transportaƟon methods (e.g., golf carts, electric
shuƩles, other neighborhood/electric vehicles,
shared and/or autonomous vehicles, bikeshare,
water‐borne transportaƟon), including
consideraƟons for partnerships with neighboring
communiƟes.
Strategy 2: Coordinate with Collier County Public
Transit & Neighborhood Enhancement
Department for transit service and faciliƟes
improvements (e.g., more frequent service and
transit stop shelters).
Strategy 3: Evaluate opƟon to expand
TransportaƟon Concurrency ExcepƟon Area
(TCEA) to include enƟre CRA area.
Objective 3: Improve parking options in
commercial areas.
Strategy 1: Evaluate parking concepts for the
Bayshore Dr and Mini Triangle/Linwood Ave
commercial areas, which may include:
Shared parking with shuƩle service,
parƟcularly to meet peak‐season demand
Reduced design requirements for parking
On‐street parking as part of the Bayshore
Dr road diet
Parking garages
Parking miƟgaƟon fee (development pays
for construcƟon of public parking in lieu
of providing parking spaces)
ConsideraƟons for changes in alternaƟve
transportaƟon methods such as those
noted in ObjecƟve 2, Strategy 1 of this
secƟon.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐57
5.3
Transportation Concurrency Exception Area (TCEA)
Policy 5.4 of the TransportaƟon Element in the Growth Management Plan created the South US 41 TCEA. This
designaƟon allows commercial and residenƟal developments an excepƟon to meeƟng transportaƟon
concurrency standards, which relate to the Ɵming and programming of necessary transportaƟon faciliƟes to
ensure they are generally provided in a Ɵmeframe comparable to the development. (see Policy 5.3 of the Capital
Improvement Element for more details). The strategies developers can use to obtain the excepƟon are intended
to reduce trips or miles traveled in single‐occupancy vehicles, such as incenƟves and ameniƟes to promote
transit, carpooling, telecommuƟng, walking, and biking. This Redevelopment Area Plan reinforces these strategies
by promoƟng mixed‐used and urban land use types that support alternaƟve transportaƟon (see SecƟon 5.3.2).
ObjecƟves 1 and 2 of this secƟon also promote improved faciliƟes for walking, bilking, and transit use. A potenƟal
opƟon to further align the redevelopment efforts of the CRA and the goals of the TCEA is to expand the TCEA to
include all of the CRA area, expanding the excepƟon applicability to further encourage alternaƟve transportaƟon.
South US 41 TCEA (Source: Collier County Growth Management Plan, TransportaƟon Element, Map TR-4)
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐58
5.3
Downtown Naples Mobility and Connectivity Study
This study, completed in 2017, included a recommendaƟon for an improved bicycle and pedestrian pathway on the Gordon
River Bridge (5th Avenue/US 41) that connects Downtown Naples and the Triangle area. The proposed design calls for
narrower travel lanes and removal of the road shoulder to increase the bicycle and pedestrian pathway to 14 feet on either
side of the bridge. If implemented, the responsibility for carrying out the project would be FDOT.
Proposed typical secƟon for Gordon River Bridge bicycle and pedestrian improvement from 2017 Downtown Naples Mobility and ConnecƟvity Study
(Source: City of Naples, hƩps://www.naplesgov.com/sites/default/files/fileaƩachments/streets_amp_stormwater/project/3351
city_council_presentaƟon_201710_final_revisions.pdf)
Objective 4: Improve transportation connections with Downtown Naples.
Strategy 1: Coordinate with the City of Naples to explore and partner on transportaƟon improvements and
approaches serving both Downtown Naples and the CRA area noted in ObjecƟve 2, Strategy 1 of this secƟon.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐59
5.3
5.3.6 Infrastructure
Infrastructure can be key to facilitaƟng development,
providing the services communiƟes need to funcƟon.
Certain infrastructure, such as for stormwater
management, is parƟcularly important in the CRA
area, which grapples with natural environmental
factors including storms and flooding but also
benefits from a healthy natural environment due to
quality of life factors and tourism. As a result, the
framework for this secƟon aims to provide effecƟve
infrastructure that preserves environmental and
neighborhood design quality through coordinated
improvement planning and funding.
Provide effective infrastructure that preserves
environmental and neighborhood design quality
through coordinated improvement planning and
funding.
Objective 1: Ensure that infrastructure
provided will effectively achieve its primary
purpose without significantly compromising
environmental and neighborhood design
quality.
Strategy 1: Develop a stormwater master plan for
comprehensive infrastructure improvements that
incorporates consideraƟon for the following:
Flood plain designaƟons, including FEMA
flood designaƟons and Coastal High
Hazard requirements
Building and site plan design to respond
to flooding
Primary, secondary, and terƟary
infrastructure improvements (both short‐
and long‐term)
PotenƟal for a bicycle and pedestrian
pathway in easement of north/south
drainage ditch along Sugden Regional Park
Shared maintenance and maintenance
funding between County and CRA
Water quality
Use/design of right‐of‐way areas on local
streets, including an evaluaƟon of turf
block (see page 5‐3‐58)
InnovaƟve techniques to pilot in CRA area,
including green infrastructure
Strategy 2: Coordinate stormwater infrastructure
planning with design of new parks (see SecƟon
5.3.3, ObjecƟve 1).
Strategy 3: Integrate green infrastructure
improvements into landscaping and drainage
improvements, including those funded by the
Bayshore BeauƟficaƟon MSTU.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐60
5.3
Green Infrastructure Examples
Green infrastructure aims to reduce stormwater runoff and
treat it closer to its source while providing environmental,
social, and economic benefits. The following examples create
surfaces or collecƟon structures that allow stormwater to
infiltrate the underlying or surrounding ground. They also can
help manage stormwater flows and improve water quality of
runoff and oŌen can be combined with vegetaƟon and
landscaping.
InfiltraƟon basin/retenƟon pond – shallow basins or
ponds that collect stormwater and can allow it to
infiltrate the underlying ground
Permeable pavement – pavement that allows water to
flow through and infiltrate the underlying ground
Rain garden – shallow planted basins that allow water to
infiltrate the ground
Bioswales – vegetated or soŌ‐lined channels that collect
and convey, slow, and clean water and let it infiltrate into
the ground
Vegetated planter boxes and bulb‐outs– infiltraƟon areas
with raised edges that can be incorporated into roadway
design features
Tree planƟngs
Vegetated infiltraƟon area in roadway bulb-out in PalmeƩo, FL at
10th Ave W and 5th St W (Source: Google Maps, hƩps://
www.google.com/maps/@27.5151522,-
82.575633,3a,60y,118.29h,75.57t/data=!3m6!1e1!3m4!
1slahgGjvzSzLDetQ43h5HQg!2e0!7i13312!8i6656)
Kissimmee Lakefront Park rain gardens (Source: City of Kissimmee,
hƩps://www.kissimmee.org/Home/Components/News/
News/2208/263?backlist=%2F)
RetenƟon pond ameniƟes in Tampa at E Dr MarƟn Luther King Jr. Blvd and N 19th St (Source: Google Maps, hƩps://www.google.com/maps/@27.9815571,
-82.4391844,3a,60y,90t/data=!3m6!1e1!3m4!1sQJ3uI3LDTatc2Vr7pkfflg!2e0!7i13312!8i6656)
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐61
5.3
Objective 2: Coordinate with other
jurisdictions and government entities for
infrastructure planning and funding.
Strategy 1: IdenƟfy addiƟonal funding
opportuniƟes to supplement capital
improvements funds (e.g., grants).
Strategy 2: Document the project prioriƟzaƟon
strategy to upgrade water lines and fire
suppression systems in coordinaƟon with the City
of Naples.
Strategy 3: As part of the stormwater master plan
(ObjecƟve 1, Strategy 1 of this secƟon),
coordinate with Collier County Stormwater
Management to integrate CRA stormwater
infrastructure planning with County stormwater
planning efforts.
Strategy 4: As part of the stormwater master plan
effort (ObjecƟve 1, Strategy 1 of this secƟon),
coordinate with Collier County Zoning Division to
create right‐of‐way design guidelines for
development that coordinate with Complete
Streets concepts for neighborhood streets.
Strategy 5: Coordinate with Collier County
agencies and uƟlity providers to idenƟfy and
improve other infrastructure including sanitary
sewer lines, roadways that fail to meet minimum
standards, and electrical uƟliƟes idenƟfied to be
placed underground or relocated.
Turf block, shown in the right-of-way area immediately bordering the
street in the photo above, has been used in certain developments in the
Bayshore neighborhood to allow for use of right-of-way space for park-
ing. This opƟon should be evaluated as part of the right-of-way design
consideraƟons in the stormwater master plan update.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐62
5.3
Need for culverts for flooding,
RetenƟon pond area improvements needed—lighƟng, security, barriers/gates to direct car traffic,
pump improvements for flooding issues
Flooding issues and need for drainage
Flooding issues and need for drainage on side streets off of Bayshore Drive. Note that Pine Tree
Drive, Andrews Avenue, and Woodside Avenue have been idenƟfied as below County standards
(involving for example sufficient right‐of‐way, drainage, paving, or similar elements) in ResoluƟon
2011‐097. These streets should be a focus in stormwater and infrastructure planning to bring
them up to standards.
Flooding issues and need for drainage on Holly Avenue. Holly Avenue also idenƟfied as below
County standards and in need of road engineering improvements (see Item 4 above).
PalmeƩo Court idenƟfied as below County standards and in need of road engineering
improvements (see item 4 above).
Upgrades needed to sanitary sewer capacity in the Triangle area to support new development.
OpportuniƟes to place overhead electric uƟliƟes on Linwood Avenue and Commercial Drive
underground or relocate them.
Infrastructure—Stormwater, Roadway Engineering, Sanitary Sewer, Electric
Stormwater and flooding are major challenges in the CRA area, requiring special aƩenƟon be paid to stormwater
management projects. The CRA has already overseen a successful drainage improvement project on Karen Drive, and
moving forward, will coordinate with the County Stormwater Management SecƟon. Map 5‐3‐15 shows where further
stormwater management improvements are needed based on public outreach. AddiƟonal needs should be idenƟfied
through an updated stormwater master plan for the area. Other idenƟfied infrastructure needs on the map include
upgrading certain roads to meet County standards, upgrading capacity of sanitary sewer infrastructure in certain areas,
and placing underground or relocaƟng overhead electric uƟliƟes in certain areas.
1
2
3
4
5
6
7
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐63
5.3
6
7
9
1
2
3
4
5
6
7
Map 5‐3‐15: Infrastructure Needs—Stormwater, Roadway Engineering, Sanitary Sewer, Electric
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐64
5.3
Water Infrastructure
The City of Naples provides water and water infrastructure for the CRA area, which also supports fire suppression
systems such as fire hydrants. The fire suppression infrastructure can influence the insurance raƟngs for an area. On a
scale of 1 to 10 (with 1 being the best), the CRA area currently has an Insurance Service Office (ISO) raƟng of 4.
according to the Greater Naples Fire Rescue District. In pracƟce, the District typically assigns raƟngs of 4, 9, or 10.
The City is currently in the process of upgrading neighborhood water lines to support hydrants for fire suppression.
Areas highlighted in red on Map 5‐3‐16 indicate water mains that do not meet the standard fire flow requirements
determined by the City of Naples’ potable water model. These mains have potenƟal for replacement to upgrade for fire
flow improvements. However, note that other secƟons of the water mains in the CRA area are older and will need to be
replaced eventually.
There is conƟnued interest on the part of the CRA to idenƟfy and obtain grants to complete this work in partnership
with the City of Naples.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐65
5.3
Map 5‐3‐16: Water Infrastructure
Areas highlighted in red
indicate water mains that
do not meet the standard
fire flow requirements
determined by the City of
Naples’ potable water
model. These mains have
potenƟal for replacement
to upgrade for fire flow
improvements. However,
note that other secƟons of
the water mains in the CRA
area are older and will
need to be replaced even‐
tually.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐66
5.3
5.3.7 Process
The substance of the CRA’s planning and
implementaƟon is important, as is the way it carries
out this planning and implementaƟon. In view of the
diversity of communiƟes living and working in the CRA
area, this secƟon lays out a framework to carry out
CRA area planning and implementaƟon efforts to
engage and serve the various communiƟes within the
CRA area.
Carry out CRA area planning and implementation
efforts to engage and serve the various
communities within the CRA area.
Objective 1: Improve approaches and tools
for communicating with communities in the
CRA area and the general public.
Strategy 1: As part of the markeƟng and
communicaƟon strategy (see SecƟon 5.3.4,
ObjecƟve 1, Strategy 2), evaluate communicaƟon
mechanisms and tools that will most effecƟvely
communicate with the various communiƟes in
the CRA area.
Strategy 2: Coordinate with schools and other
community partners to improve outreach and
communicaƟon between the CRA and harder‐to‐
reach populaƟons.
Strategy 3: Provide mulƟ‐lingual communicaƟons
and materials.
Strategy 4: Create a CRA‐specific Capital
Improvement Plan to idenƟfy, prioriƟze, and
effecƟvely communicaƟon near‐term capital
improvements . Coordinate with MSTUs
operaƟng in the CRA area for relevant capital
improvement projects.
Objective 2: Ensure a targeted and
balanced distribution of CRA planning and
implementation efforts.
Strategy 1: Account for both need‐based and
geographic consideraƟons in the distribuƟon of
planning and implementaƟon efforts.
Strategy 2: IdenƟfy street blocks for targeted
comprehensive improvements, with a focus on
blocks that have already received some
improvements and consideraƟon for balanced
distribuƟon of these targeted blocks throughout
the enƟre CRA area.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐67
5.3
Strategy 3: Update rules and procedures for the CRA
Advisory Board for legal consistency and with
consideraƟon given to a balanced distribuƟon of
planning/implementaƟon efforts and diverse
representaƟon.
Objective 3: Coordinate with MSTUs in the
area and explore opportunities for new
MSTUs.
Strategy 1: Incorporate Haldeman Creek and
Bayshore BeauƟficaƟon MSTU Advisory Boards into
planning and implementaƟon processes for CRA
improvements.
Strategy 2: Explore the opƟon of creaƟng an MSTU
for capital improvements in the Triangle area north
of US 41.
5.3.8 Character Areas
In addiƟon to a diversity of communiƟes in the CRA
area, there is also a diversity of built character.
This secƟon tailors the themaƟc goals, objecƟves, and
strategies of the previous secƟons to specific character
areas within the CRA area as a whole.
The character areas numbered on the Map 5‐3‐17 are
defined by the land use characterisƟcs discussed in the
preceding maps. Key focus nodes, intersecƟons, and
corridors within the character areas that have potenƟal
for redevelopment are noted on the map with the
asterisks and doƩed lines.
For each Character Area, a brief descripƟon is provided
as well as a focus for redevelopment efforts to prioriƟze
framework elements for each area.
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐68
5.3
1 2
3 4
5 6
7
Focus Corridor
Focus Development Node/IntersecƟon
Mini Triangle/Davis
The Mini Triangle, including CRA‐owned
parcel, is a major commercial redevelopment
opportunity and Focus Development Node
Corridor commercial along Davis
Linwood Avenue another potenƟal area for
redevelopment.
Shadowlawn
Primarily a residenƟal neighborhood with mix
of apartments/duplexes and single‐family
homes around Shadowlawn Elementary
Borders US 41/Bayshore Drive Focus
IntersecƟon (asterisk), a gateway between
north and south secƟons of CRA area
Airport Pulling
Mix of corridor commercial, larger big‐box
style retail, and County Center
Part of area currently designated as an
AcƟvity Center in Future Land Use Map
Tamiami
Corridor commercial and residences,
including two major malls, Gulfgate Plaza and
Courthouse Shadows)
Borders US 41/Bayshore Drive Focus
IntersecƟon (asterisk), a gateway between
north and south secƟons of CRA area
Windstar
ResidenƟal is primarily condos and single‐
family homes in gated communiƟes
Includes golf course designated as a
commercial use
North Bayshore
Focus Corridor along Bayshore Drive with
neighborhood commercial (including
Haldeman Creek Entertainment District near
Creek)
Mix of mulƟ‐ and single‐family residenƟal
Focus IntersecƟon at Bayshore/Thomasson
with planned roundabout
CRA‐owned Focus Development Node (17‐
Acre Site)
South Bayshore
Primarily single‐family residenƟal
neighborhood with Naples Botanical Garden
Wetland consideraƟons for development
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐69
5.3
2
3
4
5
6
7 BAYSHORE DR LINWOOD AVE 1
Map 5‐3‐17: Character Areas
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐70
5.3
Focus of Redevelopment
The following provides a focus of redevelopment for
each Character Area based on the specific characteris‐
Ɵcs described for Map 5‐3‐17 and the most relevant
strategies.
1. Mini Triangle/Davis
Urban‐style mixed use commercial redevelop‐
ment, including capitalizaƟon on the Mini Triangle
as a catalyst development site and urban‐style
parking soluƟons
Park development at retenƟon pond site
Complete Streets design and commercial redevel‐
opment along Linwood Ave and other nearby
commercial roadways; pedestrian scale street de‐
sign between Mini Triangle, Linwood Ave, and the
proposed retenƟon pond park
Improved access to Mini Triangle development
from US 41, Davis Blvd, and Linwood Ave
MulƟ‐modal connecƟvity:
Across Davis Blvd
Between Mini Triangle, Linwood Ave, pro‐
posed retenƟon pond park, and eastern
Triangle neighborhood
To Downtown Naples potenƟally via Davis
Blvd, US 41, and Gordon River Bridge im‐
provements
AddiƟonal infrastructure improvements: sanitary
sewers, electrical, stormwater
2. Shadowlawn
ResidenƟal structural enhancement and upgrades
Avoidance of incompaƟble uses
TransiƟonal elements between different uses
Infill development on vacant residenƟal lots
Flooding and drainage on neighborhood streets
Complete Street improvements along Shadow‐
lawn Drive
3. Airport Pulling
TransiƟons between residenƟal neighborhoods
and commercial development
Eventual street enhancements, parƟcularly con‐
necƟvity across Airport Pulling Rd
Commercial façade improvements
4. Tamiami
ConnecƟvity to Downtown Naples via US 41
Redevelopment of Courthouse Shadows
Tenant opportunity at Gulfgate Plaza
5. Windstar
Complete Streets and MSTU improvements along
major community roadways, including Bayshore
Drive, Thomasson Drive, and Hamilton Avenue
Access to Bayview Park
6. North Bayshore
Corridor commercial development along Bayshore
Drive, including Haldeman Creek Entertainment
District near Creek and creaƟve parking soluƟons
Larger redevelopment opportuniƟes of 17‐Acre
Site and Del’s 24 property
Arts and culture‐oriented development
TransiƟonal elements between corridor commer‐
cial and residenƟal areas in along Bayshore Drive
and Thomasson Drive
Development of vacant residenƟal lots
Complete Street design along Bayshore Drive and
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐3‐71
5.3
Thomasson Drive, including Bayshore Drive/
Thomasson Drive roundabout
Neighborhood Complete Streets and trails
ConnecƟons between Sugden Regional Park and
CRA area
Water main and fire suppression upgrades
Flooding and drainage on neighborhood streets
7. South Bayshore
Mobile home and single‐family home residenƟal
improvements, upgrades, affordability
Development of vacant residenƟal lots
Access to Bayview Park
ConnecƟons between CRA and uses to the east,
including East Naples Community Park
Wetland, flooding, and site preparaƟon considera‐
Ɵons for development
Roadway improvements to meet County engineer‐
ing standards
Neighborhood Complete Streets
PLANNING FRAMEWORK & ELEMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐3‐72
5.3
This page is intenƟonally leŌ blank.
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-1
5.4
5.4.1 Prioritization of Projects
& Initiatives
The CRA will need to evaluate and implement or
coordinate on a number of capital improvement
projects and planning, administratfve, and regulatory
initfatfves to carry out the framework of goals,
objectfves, and strategies presented in Sectfon 5.3.
Since these projects and initfatfves cannot be
evaluated and carried out all at once, this sectfon
presents a prioritfzatfon plan in terms of amount of
funds programmed and project/initfatfve tfming. A key
consideratfon for prioritfzatfon is the amount of
funding available for these projects and initfatfves,
discussed more in Sectfon 5.4.2. Other prioritfzatfon
criteria to consider that were primarily highlighted in
the public outreach process include:
• Funding availability from dedicated or outside
sources (aside from CRA funds)
• Magnitude of antfcipated impact and multfplier
effects
• Whether planning has already been undertaken or
completed
Other consideratfons that received sizable positfve
responses during the public outreach process
included:
• Project tfming consideratfons independent of
prioritfzatfon (e.g., Haldeman Creek dredging
should account for tfmeframe of sediment build-
up, a stormwater master plan should be
completed before stormwater improvement
projects)
• Ability to address health/safety concerns
Additfonal consideratfons recommended by the
project team based on the Redevelopment Area Plan
update process include:
• Degree of need
• Geographic distributfon of projects in the CRA
area
• Prioritfes identffied during public outreach for the
Redevelopment Area Plan
5.4.2 Financing Plan
An important revenue source over the next 11 years
following plan approval is tax increment financing (TIF)
revenue generated by the property within the CRA
area. The Bayshore Gateway Triangle CRA area is able
to use county ad valorem tax revenues generated
above the base-year amount (the increment) to apply
to projects and initfatfves identffied in this
Redevelopment Area Plan.
Figure 5-4-1 shows the historic revenue trends and
projected revenues through 2030 based on a low
growth scenario that follows the County’s historic
growth trends with a 5.2% assumed average annual
growth rate, a medium growth scenario that assumes
a 5.6% average annual growth rate, and a high growth
scenario that assumes a 6.0% average annual growth
rate. For more informatfon on the development of
growth scenarios, methods of revenue calculatfon,
and detailed revenue tables, see Sectfon 5.6.
Certain parts of the CRA area are also designated as
Municipal Service Taxing Units (MSTUs), which utflize
an additfonal ad valorem tax for specific purposes.
The CRA can evaluate the opportunity to coordinate
with the MSTUs to provide eligible projects proposed
in this CRA plan.
The Bayshore Beautfficatfon MSTU, created in 1997,
applies to most of the CRA area south of US 41 (see
Map 5-4-1); revenues from this tax are focused on
streetscape and right-of-way improvements (including
right-of-way maintenance), with some additfonal
provisions for use of funds on other public realm
improvements in the MSTU area. Figure 5-4-2 shows
projected revenues through 2030 using the following
average annual taxable value growth rate scenarios
(see Sectfon 5.6 for more informatfon and detailed
revenue tables):
• Low: 3.98%
• Medium: 4.18%
• High: 4.52%
A Haldeman Creek MSTU (see Map 5-4-2) was created
in 2006 for maintenance dredging and navigatfonal
marker maintenance within the MSTU boundary.
Figure 5-4-3 shows projected revenues through 2030
using the following average annual taxable value
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-2
5.4
Map 5-4-1: Bayshore Beautification MSTU Area
Note: includes a boundary extension on Thomasson east of the CRA boundary that was pending approval during the development of this Redevelop-
ment Area Plan.
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-3
5.4
Figure 5-4-1: CRA TIF Revenue Scenarios
Note: The TIF funding will sunset in 2030, so no TIF revenues are shown after 11 years.
Figure 5-4-2: Bayshore Beautification MSTU Revenue Scenarios
Note: The MSTUs do not have a sunset date and will likely continue past 2030. However, for the purposes of this
planning effort, no projections have been made for years after 2030.
Figure 5-4-3: Haldeman Creek MSTU Revenue Scenarios
Note: The MSTUs do not have a sunset date and will likely continue past 2030. However, for the purposes of this
planning effort, no projections have been made for years after 2030.
$3,927,000
$4,128,000
$4,361,000
$0
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
$3,500,000
$4,000,000
$4,500,000
$5,000,000
2005 2007 2009 2011 2013 2015 2017 2019 2021 2023 2025 2027 2029
Low Medium High
2018:
Base
Year
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-4
5.4
Map 5-4-2: Haldeman Creek MSTU Area
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-5
5.4
growth rate scenarios (see Sectfon 5.6 for more
informatfon and detailed revenue tables):
• Low: 4.01%
• Medium: 4.21%
• High: 4.55%
Note that the MSTUs do not have a sunset date and
will likely contfnue past 2030. However, for the
purposes of the capital and non-capital planning
effort, no projectfons have been made for years after
2030.
Other potentfal funding sources that may be identffied
to supplement the funds above include grants and
funding from partnerships (other agencies and private
funders). There may also be opportunitfes in the
future to take on additfonal debt to pay for capital
projects with a plan for repayment; note however that
no debt will be taken on for the purposes of future
property acquisitfon, based on directfon from the
Board of County Commissioners. More informatfon on
coordinatfon and partnerships, including those for
funding opportunitfes, is discussed in Sectfon 5.4.4.
5.4.3 Projects & Initiatives
Prioritization
Based on available funding and prioritfzatfon
consideratfons, this sectfon sets out a prioritfzatfon
plan recommending projects for the period through
2030 (11 years after the adoptfon of the amended
Plan), the period for which tax increment financing
(TIF) funding will be available. The remaining project
recommendatfons are included for longer term
implementatfon post-2030 and will require alternatfve
funding sources aside from TIF. The Plan provides an
overview of potentfal alternatfve funding sources.
This Plan does not obligate any funding to any projects
listed. It provides a guide and list of both capital and
non-capital projects that require approval by the CRA
Advisory Board within the initfal 11-year programming
period and allocatfon through the standard operatfng
and procurement guidelines adopted by the Collier
County Board of Commissioners if TIF revenues are to
be used for funding. Approval by relevant decision-
making bodies is required for other funding sources
outside of TIF.
Projects may require additfonal vetting and pilotfng to
better understand technical feasibility, impacts, and
broader County implementatfon prioritfes prior to
approval for implementatfon. To this end, planned
projects include technical feasibility studies and pilot
projects. As a result, this capital and non-capital
funding plan is subject to change as it is re-evaluated.
Additfonally, the Plan sets a framework based on
current conditfons but also allows for flexibility in the
phasing of projects based on funding opportunitfes
and community prioritfes identffied in annual work
plans and capital improvement project lists.
Table 5-4-1 summarizes total projected revenues for
various funds operatfng in the CRA area (including
MSTUs) through 2030. Note that following the
successful sale of the Mini Triangle property
antfcipated in the first five years, it is expected that
the CRA will have additfonal funds of $350,000
available that are currently being held in reserve due
to loan requirements.
Figures 5-4-4 and 5-4-5 summarize capital and non-
capital project costs broken down by tfmeframe and
type of project/initfatfve, followed by Tables 5-4-2
through 5-4-4 which provide a detailed list of projects
and initfatfves. Table 5-4-5 compares projected TIF
revenues and costs. Note that the planning includes a
built-in deficit to indicate where other agencies would
likely help fund projects or other revenue sources
might be sought, including once the TIF revenues
cease in 2030. Regarding maintenance costs,
maintenance of standard capital improvements is
antfcipated to be provided and funded by relevant
County agencies, while maintenance for capital
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-6
5.4
improvements above and beyond County standards are
antfcipated to be funded by the CRA.
Short Term (1-5 Years)
Capital Projects
• Linwood Ave Complete Street Phase I – major
Complete Street improvement between
Commercial Dr and Wild Pines Ln including on-
street parking, lightfng, sidewalk widening, and any
additfonal needed infrastructure improvements
• Thomasson Dr and Hamilton Ave Improvements –
Bayshore Beautfficatfon MSTU antfcipated to fund
project, but any shortiall could trigger partnership
with CRA funding portfon
• Republic Dr Complete Streets Improvements –
neighborhood-level Complete Streets
improvements between Bayshore Dr and East
Naples Community Park, including lightfng, possible
sidewalk expansion, any necessary drainage
improvements, and an improved pedestrian bridge
connectfon to East Naples Community Park
• Danford St Complete Streets Improvements –
neighborhood-level Complete Streets
improvements between the end of the roadway
and Hamilton Ave
• General Parks Improvements in Bayshore Area—
general item to address connectfons to parks and
amenitfes, including any associated with the 17-
Acre Site and Sugden Regional Park
• Community Safety/Clean-Up and Neighborhood
Initfatfves General Improvements—general item to
address capital improvements from Community
Safety & Clean-Up Strategy and Neighborhood
Focus Initfatfves; may include projects identffied
based on neighborhood interest to coordinate with
the Sheriff’s Department and Code Enforcement to
educate and provide small capital improvements
• Land Acquisitfon for a Community Land Trust—may
support maintenance of current affordable housing
availability in the CRA area while improving
baseline quality conditfons; may also support
housing for artfsts
• Bay St Complete Street Improvements –
neighborhood-level Complete Streets
improvements between Hamilton Ave and the end
of the roadway
• Surface Parking Lot in Bayshore Area – to increase
available commercial parking
• General Road Engineering Improvements on Pine
Tree Dr and Andrews Dr – to bring these roadways
up to minimum County standards
• Jeepers Dr Complete Street Improvements –
neighborhood Complete Streets improvements
between Bayshore Dr and Sugden Regional Park,
including walk lane striping, upgraded bioswales,
lightfng, and a pedestrian connectfon to Sugden
Regional Park
• Gateway Intersectfon Design Improvements:
• Davis Blvd/Airport-Pulling Rd
• Davis Blvd/Shadowlawn Dr
• Davis Blvd/US 41
• US 41/Shadowlawn Dr/Bayshore Dr – sign
improvements in the right-of-way and
median areas with an opportunity to
showcase public art
• Street Sign/Wayfinding Improvements in CRA area
– signs to address branding and bicycle/pedestrian
movement
• Sidewalk/Bicycle Infrastructure Program – program
to address gaps in the pedestrian and bicycle
infrastructure networks that are not addressed
through Complete Streets improvements
• Other General Multf-Modal Improvements—for
additfonal multf-modal amenitfes (e.g., bus
shelters)
• Stormwater Infrastructure Upgrades/
Improvements
• Sanitary Sewer Line Upgrades in Triangle Area – to
increase capacity
• Water Line and Fire Suppression Upgrades—to
address infrastructure age and flow requirements
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-7
5.4
Non-Capital Expenditures
• Ongoing Operatfng Expenses for CRA, including
staff and administratfon costs
• Process Improvements – updated bylaws for CRA
Advisory Board
• Land Development Code Updates- based on
recommendatfons from CRA Plan Update
• Mini Triangle Development – funding for incentfves
and other needed support for the development of
the Mini Triangle
• 17-Are Development—funding for incentfves and
other needed support for the development of the
17-Acre Site.
• Gateway Property Development – funding for
potentfal incentfve in support of the project at the
apex of Davis Boulevard and Us 41.
• Stormwater Master Plan Update – identffy primary,
secondary, and tertfary improvements needed in
the CRA area with a prioritfzatfon plan
• Arts and Culture Plan for CRA Area
• Complete Streets Implementatfon Plan
• Bayview Parking Study – concepts and outreach in
coordinatfon with Parks & Recreatfon Division
• Community Safety & Cleanup Strategy – strategy to
address code enforcement issues and community
safety
• Branding Strategy
• Marketfng and Communicatfon Strategy –
strategies to communicate outcomes from the
branding effort and connect with the various
communitfes in the CRA area (including hard-to-
reach groups) with updated tools including the
website, e-blast templates, marketfng materials,
etc.
• Market Study/Economic Profile
• Bayshore Dr Pilot project – for Complete Street
implementatfon
• Water & Fire Update Strategy – documentatfon of
what mains and hydrants will be updated and
phasing
• Triangle Retentfon Pond Feasibility Study – finalized
design and engineering for passive park
improvements
• Other Non-Capital Operatfons and Study
Expenditures—may include a study to expand the
CRA boundary, non-capital costs associated with
Community Safety & Clean-Up Plan, non-capital
costs from Neighborhood Focus Initfatfves, or other
expenditures that may arise in the future and are
not yet identffied.
• Grants and Programs
• Residentfal Grant/Loan Programs – for
structural improvements to single-family
homes
• Commercial Façade Program – for areas
that are not a major focus for commercial
redevelopment but that can be enhanced
with exterior façade and structural
improvements
• Wall & Fence Funding – for transitfonal
structures between incompatfble uses
• Public Art Funding –for public art pieces and events
• Economic Development Incentfves Program – for
economic development incentfves related to
Sectfon 5.3.4 of the Redevelopment Area Plan
• Bayshore Bicycle/Pedestrian Feasibility Study
• Mobile Home Replacement Fund - for transitfon of
mobile homes to modular homes or other
appropriate structures
• Community Land Trust Housing Constructfon
• Other Affordable/Workforce Housing Investments
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-8
5.4
Long-Term (After 11 Years)
Capital Projects
• Triangle Retentfon Pond Improvements -
implementatfon of passive park improvements at
the pond site with any necessary drainage and
connectfvity improvements
• Land Acquisitfon and Development for Six Pocket
Parks (small neighborhood parks)
• Community Safety/Clean-Up and Neighborhood
Initfatfves General Improvements
• Land Acquisitfon for a Community Land Trust
• Surface Parking Lot in the Mini Triangle area to
support commercial uses
• Development of Multf-Purpose Facility/Structure—
may occur on currently CRA-owned 17-Acre Site;
potentfal uses of the facility/structure may include
a CRA office and/or arts/incubator space
• Bicycle and Pedestrian Trail - along Sugden
Regional Park Drainage Ditch to provide north/
south connectfvity
• Commercial Parking Garage on Bayshore Dr -
possibly on surface lot included in short-term
capital projects for commercial parking
• Bayshore Dr Complete Street – major Complete
Street improvement between US 41 and
Thomasson Dr, including possible lane reductfon,
on-street parking, and any additfonal needed
infrastructure improvements
• Kirkwood Ave Complete Street—Complete Street
improvement potentfally similar to Linwood Ave
Phase I with potentfal Shadowlawn Dr connectfon
• Commercial Dr Complete Street—Complete Street
improvement potentfally similar to Linwood Ave
Phase I
• Linwood Ave Complete Street Phase II—
neighborhood Complete Street improvements
between Wild Pines Ln and Airport-Pulling Rd
• Shadowlawn Dr Complete Street – major roadway
Complete Street improvement between Davis Blvd
and US 41, including lightfng and any additfonal
needed infrastructure improvements
• Gateway Intersectfon Design Improvements –
signage and potentfal public art opportunitfes for:
• Thomasson Dr/Dominion Dr
• US 41/Osceola Ave
• General Road Engineering Improvements – to bring
the following roads up to minimum County
standards:
• Woodside Ave
• Holly Ave
• Palmetto Ct
• Sidewalk/Bicycle Infrastructure Program
• Other General Multf-Modal Improvements
• Water Line and Fire Suppression Upgrades—to
address age and flow requirements
• Stormwater Infrastructure Upgrades/
Improvements
• Undergrounding Utflitfes—along Bayshore Dr
between US 41 and Holly Ave, coordinated with
the Complete Streets project and Bayshore
Beautfficatfon MSTU; Linwood Ave; and
Commercial Dr
• Bayshore Dr Complete Street Improvement
between Thomasson Dr and Holly Ave –
neighborhood-level Complete Street, including any
drainage improvements and connectfons to
potentfal Naples Bay Greenway Sun Trail
improvements
• Commercial Parking Garage in Mini Triangle Area
possibly on Surface Lot included in Mid-Term
Capital Projects– to address commercial parking
needs
• Pine Street Connectfon—between Davis Blvd and
Linwood Ave
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-9
5.4
Non-Capital Expenditures
• Land Development Code Updates
• Bayshore Dr Technical Feasibility Study – for
Complete Street implementatfon
• Microenterprise and Arts Incubator Study—for
concepts and implementatfon, which could include
an arts focus and/or arts space
• Other Non-Capital Operatfons and Study
Expenditures—other expenditures that may arise
in the future and are not yet identffied
• Grants and Programs
• Residentfal Grant/Loan Programs – for
structural improvements to single-family
homes
• Commercial Façade Program – for areas
that are not a major focus for commercial
redevelopment but that can be enhanced
with exterior façade and structural
improvements
• Wall & Fence Funding – for transitfonal
structures between incompatfble uses
• Public Art Funding –for public art pieces
and events
• Economic Development Incentfves
Program –for economic development
incentfves related to Sectfon 5.3.4 of the
Redevelopment Area Plan
• Mobile Home Replacement Fund - for
transitfon of mobile homes to modular
homes or other appropriate structures
• Community Land Trust Housing
Constructfon
• Other Affordable/Workforce Housing
Investments
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-10
5.4
Table 5-4-1: Summary of Projected Revenue Estimates
Note: rounded to thousands
1The TIF funding will sunset in 2030, so no TIF revenues are shown after 11 years. The MSTUs do not have a sunset date and will likely
continue past 2030. However, for the purposes of this planning effort, no projections have been made for years after 2030.
Figure 5-4-4: Short-term costs by project type
Total Short-Term Costs
(1-11 Years):
$34.4 million
Figure 5-4-5: Long-term costs by project type
Total Long-Term Costs
(After 11 Years):
$85.1 million
Fund Revenue Short-Term Total Long-Term
(1-11 Years) (After 11 Years)1
Tax Increment Financing (TIF) $33,790,000 $0
Bayshore Beautfficatfon MSTU $20,193,000 TBD
Haldeman Creek MSTU $1,762,000 TBD
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-11
5.4
Table 5-4-2: Capital Improvements Project Matrix—North of US 41 (Triangle)
Land Use & Urban Design Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Gateway Intersection Design Improvements
Gateway Sign - Davis Blvd/Airport Pulling Rd $15,000 $15,000
Gateway Sign - Davis Blvd/ Shadowlawn Dr $15,000 $15,000
Gateway Sign - Davis Blvd/US 41 $15,000 $15,000
Street Sign/Wayfinding Improvements
Wayfinding Sign Improvements $52,500 $52,500
$97,500 $97,500 $0
Public Space, Parks, & Open Space Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Park Improvements
Triangle Retention Pond Improvements $818,049 $818,049
Land Acquisition for Pocket Parks (2 parks)$937,500 $937,500
Development of Pocket Parks (2 parks)$163,178 $163,178
Public Space Improvements
Community Safety/Clean-Up and Neighborhood
Initiatives General Improvements $87,500 $25,000 $62,500
$2,006,227 $25,000 $1,981,227
Development Projects Total Short Term (1-5 Years)Long-Term
(After 11 Years)1
Land Acquisition for Community Land Trust $1,125,000 $500,000 $625,000
$1,125,000 $500,000 $625,000
Sub-Total
Sub-Total
Sub-Total
North of US 41 (Triangle)
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-12
5.4
Table 5-4-2 (continued): Capital Improvements Project Matrix—North of US 41 (Triangle)
Transportation, Connectivity, & Walkability Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Complete Streets - Major
Linwood Ave (Phase I)$1,674,075 $1,674,075
Shadowlawn Dr - Installation of Streetlights $412,500 $412,500
Commercial Dr $1,903,219 $1,903,219
Kirkwood Ave/Kirkwood Ave Connection $2,177,813 $2,177,813
Pine Street Connection $2,210,891 $2,210,891
Complete Streets & Trails - Neighborhood
Linwood Ave (Phase II)$2,224,400 $2,224,400
Parking
Surface Parking Lot - Land Acquisition $937,500 $937,500
Surface Parking Lot – Mini Triangle Area - excludes
land acquisition cost $439,113 $439,113
Commercial Parking Garage (possibly on surface lot)
– Triangle - excludes land acquisition cost $11,898,125 $11,898,125
General Multi-Modal Improvements
General Sidewalk/Bicycle Infrastructure
Improvements $2,775,449 $430,622 $2,344,827
Other General Multi-Modal Improvements $875,000 $250,000 $625,000
$27,528,083 $2,354,697 $25,173,386
Infrastructure Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Other Infrastructure Improvements
Upgrade Sanitary Sewer Lines $1,000,000 $1,000,000
Stormwater Infrastructure Upgrades/Improvements $7,218,750 $250,000 $6,968,750
Underground Utility Lines - Linwood Ave $896,070 $896,070
Underground Utility Lines - Commercial Dr $237,926 $237,926
Water Line and Fire Suppression Upgrades $4,836,303 $482,801 $4,353,502
$14,189,049 $1,732,801 $12,456,248
Total North $44,945,859 $4,709,998 $40,235,861
1 Overall costs increased by 25% to account for annual increases
Sub-Total
Sub-Total
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-13
5.4
Land Use & Urban Design Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Gateway Intersection Design Improvements
Gateway Sign Improvements at US 41 and
Bayshore 3 $15,000 $15,000
Gateway - Thomasson Dr/Dominion Dr 3 $18,750 $18,750
Gateway US 41/Osceola 3 $18,750 $18,750
Street Sign/Wayfinding Improvements
Wayfinding Sign Improvements 3 $52,500 $52,500
$105,000 $67,500 $37,500
Public Space, Parks, & Open Space Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Park Improvements
Land Acquisition for Pocket Parks (2 parks)$937,500 $937,500
Development of Pocket Parks (2 parks)$163,178 $163,178
General Parks Development/Improvements $1,000,000 $1,000,000
Public Space Improvements
Community Safety/Clean-Up and Neighborhood
Initiatives General Improvements $87,500 $25,000 $62,500
$2,188,178 $1,025,000 $1,163,178
Development Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Land Acquisition for Community Land Trust $1,125,000 $500,000 $625,000
Development of Multi-Purpose Facility/Structure $2,812,500 $2,812,500
$3,937,500 $500,000 $3,437,500
South of US 41 (Bayshore)
Sub-Total
Sub-Total
Sub-Total
Table 5-4-3: Capital Improvements South of US 41 (Bayshore)
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-14
5.4
Table 5-4-3 (continued): Capital Improvements South of US 41 (Bayshore)
Transportation, Connectivity, & Walkability Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Complete Streets - Major
Bayshore Dr Complete Street – between US 41 and
Thomasson 2 $3,125,000 $3,125,000
Thomason Dr and Hamilton Improvements 2 $500,000 $500,000
Complete Streets & Trails - Neighborhood
Bicycle and pedestrian trail along Sugden drainage
ditch 2 $428,340 $428,340
Jeepers Dr Complete Street Improvements 2 $491,849 $491,849
Republic Dr Complete Streets improvements 2 $506,849 $506,849
Danford St Complete Streets 2 $689,329 $689,329
Bay St Complete Street Improvements 2 $491,849 $491,849
Bayshore Dr Complete Street - Thomasson Dr/Holly
Ave 2 $2,500,000 $2,500,000
Parking
Surface Parking Lot at Bayshore and Coco $351,290 $351,290
Commercial Parking Garage (possibly on surface lot)
– Bayshore Dr $9,893,500 $9,893,500
General Road Engineering Standard Improvements
General Road Engineering Improvements – Pine Tree
Dr2 $346,649 $346,649
General Road Engineering Improvements - Andrews
Dr2 $346,649 $346,649
General Road Engineering Improvements - Woodside
Ave 2 $433,312 $433,312
General Road Engineering Improvements - Holly
Ave 2 $433,312 $433,312
General Road Engineering Improvements - Palmetto
Ct2 $213,371 $213,371
General Multi-Modal Improvements
General Sidewalk/Bicycle Infrastructure
Improvements 2 $2,775,449 $430,622 $2,344,827
Other General Multi-Modal Improvements 2 $875,000 $250,000 $625,000
$24,401,748 $4,405,088 $19,996,660Sub-Total
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-15
5.4
Infrastructure Projects Total Short Term (1-11 Years)Long-Term
(After 11 Years)1
Other Infrastructure Improvements
Stormwater Infrastructure Upgrades/Improvements 2 $5,250,000 $250,000 $5,000,000
Water Line and Fire Suppression Upgrades $7,221,510 $1,542,894 $5,678,617
Underground Utility Lines - Bayshore Dr 2 $2,775,000 $2,775,000
$15,246,510 $1,792,894 $13,453,617
$45,878,936 $7,790,481 $38,088,455
$90,824,795 $12,500,480 $78,324,316
$28,616,116 $21,881,116 $6,735,000
$119,440,911 $34,381,595 $85,059,316
1 Overall costs increased by 25% to account for annual increases
2 Potentially MSTU-eligible project; requires coordination and approval of Bayshore Beautification MSTU Advisory Board.
Total South
Overall Capital Costs Total
Non-Capital Costs Total
Total Costs
Sub-Total
Table 5-4-3 (continued): Capital Improvements South of US 41 (Bayshore)
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-16
5.4
Table 5-4-4: Non Capital Expenditures
Project Total Short Term
(1-11 Years)
Long-Term
(After 11 Years)1
Process Improvements – updated bylaws for CRA Advisory Board $25,000 $25,000
Staff and Operating (salaries, benefits, rent, etc.)2 $16,626,116 $16,626,116
Land Development Code Updates- based on recommendations from CRA Plan
Update $100,000 $75,000 $25,000
Mini Triangle Development Support $500,000 $500,000
17-Acre Development Support $500,000 $500,000
Gateway Property Support $100,000 $100,000
Stormwater Master Plan Update $200,000 $200,000
Arts and Culture Plan for CRA $75,000 $75,000
Complete Streets Implementation Plan $50,000 $50,000
Bayview Parking Study – concepts and outreach in coordination with Parks
& Recreation Division $25,000 $25,000
Community Safety & Cleanup Strategy to address code enforcement issues
and community safety. $15,000 $15,000
Marketing , Branding and communication strategy – website update , e-blast
templates, marketing materials, etc. $50,000 $50,000
Market Study/Economic Profile $50,000 $50,000
Bayshore Drive Technical Feasibility Study $40,000 $40,000
Bayshore Drive Pilot project $15,000 $15,000
Water & Fire Update Strategy – document what mains and hydrants will be
updated and phasing $50,000 $50,000
Triangle Retention Pond Feasibility Study $25,000 $25,000
Microenterprise and arts incubator Study for concepts and implementation $20,000 $20,000
Other non-capital operations and study expenditures $500,000 $250,000 $250,000
Project Total Short Term
(1-11 Years)
Long Term
(After 11 Years)1
Residential Grant /Loan Programs – for structural improvements to single -
family homes $375,000 $125,000 $250,000
Commercial Façade Program $750,000 $250,000 $500,000
Wall & Fence Funding – for funding transitional structures between
incompatible uses $375,000 $125,000 $250,000
Public Art – funding for public art pieces and events $225,000 $75,000 $150,000
Economic Development – funding for economic development incentives
listed in Development Section $375,000 $125,000 $250,000
Mobile Home Replacement Fund $1,500,000 $500,000 $1,000,000
Community Land Trust Housing Construction $4,800,000 $1,800,000 $3,000,000
Other Affordable/Workforce Housing Investments $1,250,000 $250,000 $1,000,000
Totals $28,616,116 $21,881,116 $6,735,000
1 Assumes a 25% cost increase to account inflation and other potential cost increases
2 Assumes no staff and operating costs after the end of the TIF collection period in 2030
Grants and Programs
Non-Capital Expenditures (Studies, Plans, Other)
Operations and Studies
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-17
5.4
Table 5-4-5: Summary of CRA Project Costs and Projected TIF Revenues
Notes: revenues rounded to thousands
1Overall costs increased by 25% to account for annual increases. The TIF funding will sunset in 2030, so no TIF revenues are shown after
11 years.
5.4.4 Coordination & Partnerships
Many of the items listed in the Sectfon 5.3 framework and capital and non-capital projects listed in this sectfon
require the CRA to seek approval from and coordinate with other agencies and entftfes, which may include
planning and process approval and/or coordinatfon and identffying opportunitfes for shared funding.
Coordinatfon also includes instances in which another agency or entfty oversees a project or initfatfve directly
with the CRA assistfng.
As mentfoned in Sectfon 5.4.3, the framework and projects identffied in this plan are suggestfons to be further
vetted prior to approval for implementatfon. This includes review and approval from relevant County staff and
elected officials. Planning and implementatfon may also include broader coordinatfon with agencies. Examples
include coordinatfon with the Collier MPO to share local needs that might inform a state roadway improvement,
as well as coordinatfng with other Collier County agencies on topics such as Land Development Code changes,
park access, community safety, transit and transportatfon, and stormwater. The CRA also has opportunitfes to
coordinate with the City of Naples on transportatfon planning and water main upgrades. This type of
coordinatfon might involve design review for projects led by the CRA and setting up meetfngs coinciding with
regular planning and project cycles prior to finalized design phases. Key planning cycles for coordinatfon include
the Transportatfon Improvement Program planning by the MPO and capital improvement planning for Collier
County. When working with agencies to identffy shared funding opportunitfes as a part of these planning and
implementatfon processes, it is important to recognize existfng funding commitments, as well as limitatfons on
the use of funds. For example, road impact fees in Collier County must be used for capacity expansion, such as
adding a new road or new lanes to an existfng road.
TIF Funding Summary Total Overall Short-Term
(1-11 Years)
Long-Term
(After 11 Years)1
Total Capital Costs - North of US 41 (Triangle) $44,945,859 $4,709,998 $40,235,861
Total Capital Costs - South of US 41 (Bayshore) $45,878,936 $7,790,481 $38,088,455
Total Capital Costs $90,824,795 $12,500,480 $78,324,316
Total Non-Capital Costs $28,616,116 $21,881,116 $6,735,000
Total TIF Revenue $33,790,000 $33,790,000 $0
Difference -$85,650,911 -$591,595 -$85,059,316
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-4-18
5.4
Table 5-4-6: Summary of MSTU-Eligible Costs and Projected MSTU Revenues
Note: Projects are considered MSTU-eligible based on those that align with accepted uses of Bayshore Beautification MSTU funds ac-
cording to Ordinance No. 2013-68; revenues rounded to thousands
1Overall costs increased by 25% to account for annual increases
2The MSTUs do not have a sunset date and will likely continue past 2030. However, for the purposes of this planning effort, no projec-
tions have been made for years after 2030.
Aside from government agencies, the CRA may also have opportunitfes to partner with local entftfes such as
private firms and non-profits to realize some of its strategies and projects, as well as seek private sponsorships
Examples include potentfally partnering with the Naples Accelerator, St. Matthew’s House, and/or the United
Arts Council on a business/art incubator idea. There may also be opportunitfes to partner with companies such
as Slidr for alternatfve vehicle transportatfon in the area. Coordinatfon and funding opportunitfes may also be
identffied as part of private development projects.
Lastly, as mentfoned at the beginning of this sectfon, the CRA should look for opportunitfes to coordinate with
the MSTUs operatfng in the area to implement capital improvements. Table 5-4-6 shows the costs for projects in
the CRA prioritfzatfon plan that may qualify for Bayshore Beautfficatfon MSTU funds and compares them to the
projected revenues for the MSTU through 2030; note that revenues beyond this tfmeframe are considered “to
be determined” depending on when the projects are implemented. The comparison shows that the money
available would cover these project costs with a sizable amount of funds remaining for other MSTU projects.
Note that the MSTU Advisory Board would need to approve any process or funding coordinatfon.
MSTU Funding Summary Total Overall Short-Term
(1-11 Years)
Long-Term
(After 11 Years)1
Total Capital Costs - MSTU-Eligible Projects $14,261,958 $4,121,297 $10,140,660
Total Right-of-Way MSTU Revenue2 $20,193,000 $20,193,000 TBD
Difference $5,931,042 $16,071,703 -$10,140,660
PRIORITIZATION PLAN
Bayshore Gateway Triangle CRA Area Plan—May 20195‐4‐19
5.4
This page is intenƟonally leŌ blank.
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐5‐1
5.5
5.5.1 Overview of Relevant
Statutes
Community redevelopment areas are created on the
basis of a finding of blight or slum condiƟons, as noted
in SecƟon 163.355 of Florida Statute. Table 5‐2‐1
provided detailed blight condiƟons for the Bayshore
Gateway Triangle CRA area, summarizing informaƟon
from the 2000 Plan. Table 5‐5‐1 shows how the
framework in this Redevelopment Area Plan addresses
the main blight factors idenƟfied. Related capital and
non‐capital projects can also be found in SecƟon 5.4.
In addiƟon, secƟons 163.360 and 163.362 of Florida
Statutes contain specific requirements for community
redevelopment plans. Tables 5‐5‐2 and 5‐5‐3 provide
an overview of the requirements from these statutes
and the locaƟon in this Redevelopment Area Plan
where the relevant informaƟon can be found to saƟsfy
these requirements.
5.5.2 Consistency with the
County’s Comprehensive Plan
This Redevelopment Area Plan sets forth a vision for
the CRA area centered on fostering more urban‐style
development, including mulƟ‐modal corridors, mixed
use projects, and building out to allowable densiƟes.
The Collier County Growth Management Plan largely
supports this vision with the Bayshore Gateway
Triangle Redevelopment Overlay provisions and the
AcƟvity Center designaƟon. The Mixed Use overlays
provided in the Land Development Code further
support these efforts. Development and
redevelopment are thus largely intended to be
completed within the provisions of the Growth
Management Plan as they exist now or indicate where
future amendments may be needed in order to carry
out implementaƟon of acƟon items.
5.5.3 Acquisition, Demolition/
Clearance, & Improvement
In the future, the Redevelopment Agency may choose
to pursue a program of property acquisiƟon and/or
consolidaƟon to realize the redevelopment objecƟves.
These objecƟves might relate to facilitaƟng private
development and providing idenƟfied needed public
uses. If a property is designated for acquisiƟon, the
process must comply with County requirements and/
or State statutes.
The Redevelopment Agency is authorized to demolish,
clear, or move buildings, structures, and other
improvements from any real property acquired in the
redevelopment project area, subject to obtaining
necessary permits.
The CRA may also engage in or assist in site
preparaƟon improvements on properƟes it already
owns or properƟes it acquires in the future to
facilitate development. Other improvements include
general infrastructure and streetscape improvements
that indirectly support development. See SecƟon 5.4.3
for those improvements that are planned for the CRA
to fund. All of these improvements are subject to
obtaining necessary permits.
SecƟon 1.5 further outlines the Agency’s authoriƟes
that governs this area.
5.5.4 Zoning & Comprehensive
Plan Changes
No Growth Management Plan or Land Development
Code changes were brought through an approval
process as part of this planning effort, and no Land
Development Code or Comprehensive Plan changes
are being adopted with the adopƟon of this
Redevelopment Area Plan. However, recommended
changes will be brought for iniƟal consistency review
by Collier County staff and the Collier County Planning
Commission following adopƟon of this plan.
5.5.5 Land Use, Densities, &
Building Requirements
As noted in SecƟon 5.5.4, no Land Development Code
or Comprehensive Plan changes are being adopted
with the adopƟon of this Redevelopment Area Plan.
Consequently, the Redevelopment Area Plan will
follow the land uses, densiƟes, and building
requirements provided in the Growth Management
Plan and the Land Development Code for the Ɵme
being. However, recommended changes will be
brought forth for iniƟal consistency review by Collier
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐5‐2
5.5
Main Issue Relevant Plan SecƟon(s)
Predominance of
defecƟve or inadequate
street layout
SecƟon 5.3.5 addresses street design primarily with Complete Streets iniƟaƟves;
there are addiƟonal improvements for addressing bicycle and pedestrian gaps,
commercial parking need, and addiƟonal bicycle and pedestrian connecƟons.
Faulty lot layout in
relaƟon to size,
adequacy, accessibility,
or usefulness
SecƟon 5.3.4 focuses on specifically on facilitaƟng private development. As part of
these efforts, the CRA can acquire property to merge lots and make them more
easily developed. AddiƟonally, SecƟon 5.3.2 lays out examples of mulƟ‐family
residenƟal that provide examples to achieve higher residenƟal densiƟes where
approved densiƟes are not realized.
Unsanitary or unsafe
condiƟons
SecƟons 5.3.3 and 5.3.4 contain strategies to address structural upgrades and public
realm clean‐up and improvements. SecƟons 5.3.2 and 5.3.4 also address residenƟal
types and approaches to affordability that can address overcrowding. SecƟon 5.3.5
highlights lighƟng and other transportaƟon safety improvements, parƟcularly for
cyclists and pedestrians.
DeterioraƟon of site or
other improvements
(drainage and surface
water management)
SecƟon 5.3.6 focuses on infrastructure improvements, including those for
stormwater.
Other problems: Lack of
right‐of‐way for
Shadowlawn Drive
improvements
SecƟon 5.3.5 includes improvements for Shadowlawn Drive.
Other problems: Lack of
public transportaƟon SecƟon 5.3.5 includes a coordinaƟon strategy for public transit in the CRA area.
Other problems: housing
affordability SecƟon 5.3.4 includes example strategies to address housing affordability issues.
Table 5‐5‐1: SecƟons of Redevelopment Area Plan that address blight condiƟons
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐5‐3
5.5
SecƟon 163.360, F.S. Requirements Relevant Redevelopment Area
Plan SecƟon
Conformity to the Growth Management Plan SecƟon 5.5.2
Zoning and planning changes SecƟon 5.5.4
Land uses, maximum densiƟes, and building requirements
SecƟon 5.3.1, Maps 5‐3‐5 and 5‐
3‐6, SecƟon 5.5.5; for general
consideraƟons to guide these
requirements, see SecƟon 5.3.2
Land acquisiƟon, demoliƟon, clearance and site preparaƟon,
redevelopment, improvements, and rehabilitaƟon proposed to carry out
the Redevelopment Area Plan
SecƟons 5.4.3 and 5.5.3
Affordable housing provision SecƟon 5.3.4‐ ObjecƟve 5
Table 5‐5‐2: SecƟon 163.360, F.S. Requirements for Redevelopment Area Plan
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐5‐4
5.5
SecƟon 163.362, F.S. Requirements Relevant Redevelopment Area
Plan SecƟon
Legal descripƟon of CRA area boundaries and reason behind establishing
such boundaries
ResoluƟon 2000‐82, Exhibit A at
end of this document and
ResoluƟon 2000‐83
Approximate amount of open space to be provided shown by diagram and
in general terms
SecƟon 5.3.3‐Table 5‐3‐1 and
Map 5‐3‐8
Property intended for parks and recreaƟon space shown by diagram and in
general terms SecƟon 5.3.3‐Map 5‐3‐8
Street layout and property intended for streets shown by diagram and in
general terms SecƟon 5.3.5‐Map 5‐3‐14
LimitaƟons on the type, size, height, number, and proposed use of
buildings shown by diagram and in general terms
SecƟon 5.3.1, Maps 5‐3‐5 and 5‐
3‐6, SecƟon 5.5.5; for general
consideraƟons to guide these
requirements, see SecƟon 5.3.2
The approximate number of dwelling units shown by diagram and in
general terms SecƟon 5.3.2‐Map 5‐3‐2
Replacement housing and relocaƟon SecƟon 5.3.4, SecƟon 6
Property intended for public uƟliƟes shown by diagram and in general
terms
SecƟon 5.3.6‐Maps 5‐3‐15 and 5
‐3‐16
Property for public improvements of any nature shown by diagram and in
general terms
SecƟon 5.3.1‐Map 5‐3‐1 ,
SecƟon 5.4.2; addiƟonal details
in SecƟon 5.3.2‐Map 5‐3‐7,
SecƟon 5.3.3‐Map 5‐3‐8, SecƟon
5.3.4‐Map 5‐3‐10, SecƟon 5.3.5‐
Maps 5‐3‐12 and 5‐3‐14, SecƟon
5.3.6‐Maps 5‐3‐15 and 5‐3‐16
Neighborhood impact element describing impacts on residents of CRA area
and surrounding areas in terms of relocaƟon, traffic circulaƟon,
environmental quality, availability of community faciliƟes and services,
effect on school populaƟon, and other maƩers affecƟng the physical and
social quality of the neighborhood
SecƟon 5.5.6
Publicly funded capital improvements to be undertaken in the CRA area SecƟon 5.4.2
Safeguards, controls, restricƟons/covenants SecƟon 5.5.7
Replacement housing for relocaƟon of displaced persons from housing
faciliƟes SecƟon 6
ResidenƟal use element SecƟon 5.3.2, SecƟon 5.3.4‐
ObjecƟve 5
Projected costs of redevelopment SecƟon 5.4.3
Redevelopment Area Plan duraƟon and Ɵme certain for redevelopment
financed by increment revenues SecƟon 1.6
Table 5‐5‐3: SecƟon163.362, F.S. Requirements for Redevelopment Area Plan
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐5‐5
5.5
County staff and the Collier County Planning
Commission.
5.5.6 Neighborhood Impact
The Redevelopment Area Plan focuses on improving
structural quality of buildings, compaƟbility of uses,
and urban design, as well as promoƟng more urban‐
style development and mulƟ‐modal transportaƟon. As
of right now, there is housing available at lower income
levels, yet this may be due to lower structural quality
based on findings from the background analysis for the
Redevelopment Area Plan. As improvements are made
in the area, there is a potenƟal risk of property values
rising to make housing substanƟally less affordable.
Consequently, protecƟve measures are being
considered to maintain the affordability of these units
while improving their quality (see SecƟon 5.3.4,
ObjecƟve 5). Temporary relocaƟon of residents in
lower quality units may be required to make building
improvements.
An addiƟonal consideraƟon for lower income
households with improvements to the CRA area is the
availability of community faciliƟes and services. These
uses may also risk displacement if property values
increase rapidly or dramaƟcally. This Redevelopment
Area Plan includes provisions to support community‐
oriented uses that include these faciliƟes and services
so that they can remain a part of the community (see
SecƟon 5.3.4, ObjecƟve 3, Strategy 2).
With more urban‐style development and mulƟ‐modal
improvements, traffic circulaƟon may change. There
may be increased congesƟon on roadways and at major
state road intersecƟons in making them safer for non‐
automobile modes and pursuing catalyst development
opportuniƟes. Any development would need to go
through the exisƟng Collier County process to assess
and miƟgate for Level of Service changes on roadways.
Ensuring low‐cost transportaƟon alternaƟves may also
support affordable mobility for lower income
households and community members.
Regarding impacts on other faciliƟes, such as schools,
any new development would need to go through the
exisƟng Collier County process to assess and miƟgate
for Level of Service changes.
Regarding environmental quality, water quality is a key
consideraƟon for stormwater management
improvements. Water quality impacts can be evaluated
through exisƟng Collier County processes. AddiƟonally,
this Redevelopment Area Plan encourages green
infrastructure techniques that may help provide certain
levels of localized water treatment and ground
infiltraƟon prior to arriving at major collector sites.
5.5.7 Safeguards, Controls,
Restrictions, & Assurances
Redevelopment acƟviƟes idenƟfied in this
Redevelopment Area Plan will not be iniƟated unƟl
they are found to be consistent with the Collier County
Growth Management Plan and applicable land
development regulaƟons. The Community
Redevelopment Agency, working collaboraƟvely with
County agencies, may propose amendments to the
Growth Management Plan and the Land Use
Development Code, including design criteria, building
heights, land coverage, setback requirements, special
excepƟons, traffic circulaƟon, traffic access, and other
development and design controls necessary for proper
development of public and private projects.
To leverage the increment revenues, Collier County
may consider non‐ad valorem assessments. For
example, during the Redevelopment Area Plan update
process, the County was working on a stormwater
uƟlity fee that, if adopted, would apply to the CRA area.
The imposiƟon of special assessments for capital
improvements and essenƟal services is covered by well
seƩled case law and specific statutory provisions
authorizing collecƟon of non‐ad valorem assessments
on the same bill as ad valorem taxes. Such provisions
require extraordinary noƟce to all affected property
owners.
Issues concerning restricƟons on any property acquired
for community redevelopment purposes and then
returned to use by the private sector will be addressed
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 2019 5‐5‐6
5.5
on a case‐by‐case basis to ensure all acƟviƟes
necessary to perpetuate the redevelopment iniƟaƟve
are advanced in a manner consistent with this
Redevelopment Area Plan and any amendment to it.
Such restricƟons or controls would be expected in the
form of covenants on any land sold or leased for
private use as provided for in the Community
Redevelopment Act, SecƟon 163.380, F.S.
To assure that redevelopment will take place in
conformance with the projects, objecƟves and
strategies expressed in this Redevelopment Area Plan,
the Redevelopment Agency will uƟlize the regulatory
mechanisms used by the County to permit
development and redevelopment within its
jurisdicƟon. These mechanisms include but are not
limited to the Growth Management Plan; the Land
Development Code; adopted design guidelines;
performance standards; and County‐authorized
development review, permiƫng, and approval
processes and any other adopted codes, standards,
and policies.
GENERAL REQUIREMENTS
Bayshore Gateway Triangle CRA Area Plan—May 20195‐5‐7
5.5
This page is intenƟonally leŌ blank.
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-1
5.6
5.6.1 Tax Increment Financing
The Redevelopment Area is dependent upon the use
of increment revenue financing for funding. Using this
method, the County froze all taxable values within the
Redevelopment Area at the 2000 rate to establish a
base collection amount. Millages are applied through
the General Fund (001) and the Unincorporated Area
General Fund (111). The future taxes collected
(associated with tax base and property value
increases) are placed into a separate account and
designated for specific uses. The funds can be
dedicated to transportation or general improvements,
or placed in the general fund with the base ad valorem
revenues.
The analysis is based on the historical tax roll data
obtained from the Florida Department of Revenue
(FDOR) and population projections for Collier County
obtained from the Bureau of Economic and Business
Research (BEBR). Specific increases in the tax base are
shown in terms of expected development and its
value. This expected development is based exclusively
on past patterns of activity adjusted for anticipated
community redevelopment activities within the
Redevelopment Area. These programmatic
assumptions offer a baseline for comparison with
future potential development.
For this analysis, the Bayshore CRA’s current millage
rates have been used, and were held constant over
the planning horizon.
As for the structure of the revenues which may
accrue, only the taxable value(s) net of the base year
taxable value is considered in calculating current or
future increment revenues.
The general procedures used to calculate available
revenues are shown in the following calculations:
• Assessed values, including new construction –
Exemptions or exclusions = Current taxable values.
• Current taxable values – Established base year
taxable values = Net valuations subject to
applicable jurisdictional millages.
• Net valuations × by applicable millages =
increment revenues. Pursuant to the Community
Redevelopment Act, Section 163.387, F.S., the
maximum revenue available to the
Redevelopment Trust Fund will be 95 percent of
the calculated increment revenues.
Note that the first five years of projected values are
obtained from Florida’s Office of Economic &
Demographic Research (EDR) Revenue Estimating
Conference. The conference produces detailed
projections of the “County Taxable Value” for each
county in Florida. The values projected by EDR were
used for each CRA tax increment scenario with the
low, medium, high growth scenarios starting in 2025.
For projection purposes past 2025, three different
scenarios were developed that reflect different future
growth rates for taxable values in the Redevelopment
Area. Additional details for each scenario are
presented below and in Tables 5-6-1 through 5-6-3.
Scenario #1
Ad valorem revenues associated with the increment
revenue financing for the Redevelopment Area were
estimated using the projected growth of the taxable
values for residential and non-residential
developments. The average taxable values were
indexed annually based on the positive correlation
between population growth and taxable value
increases discussed previously, along with the
historical growth trends of taxable values in the
Redevelopment Area, by land use. Based on these
projections, if the current millage is held constant
(3.5645 mils for fund 001 and 0.8069 mils for fund
111), the ad valorem taxes used for the
Redevelopment Area fund are estimated to generate
approximately $33.8 million between through 2030.
Additional growth scenarios are presented in this
report that reflects more aggressive growth rates in
taxable values and potential revenues. Although more
aggressive than the growth rates in Scenario #1, these
scenarios still present revenue projections that can
reasonably be obtained. Since 1976, the taxable value
for residential property in Collier County has averaged
a 10 percent annual increase, and commercial
property has averaged a 9 percent annual increase.
Within the CRA, taxable values (all property) have
averaged a 5 percent annual increase.
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-2
5.6
Scenario #2
Scenario #2 reflects increased growth rates that are
consistent with the historical growth rates in taxable
values for the entire CRA area. This scenario estimates
slightly higher taxable value growth than Scenario #1,
with a projected average annual taxable value growth
rate of 5.6 percent (as opposed to Scenario #1 at 5.2
percent). As CRA properties are redeveloped, it is
reasonable to assume that taxable values will increase
at or above historical growth rates. Using these higher
annual growth rates, the Scenario #2 increment
revenue financing option would generate
approximately $34.3 million through 2030.
Scenario #3
Additionally, an optimistic growth rate scenario was
developed. Scenario #3 has increased growth rates that
are more than Scenarios #1 and #2, bringing the
average growth rate for all land uses more in line with
the recent growth rates of the entire county seen over
the last few years. This scenario projects the growth in
taxable values for all property to average
approximately 6.0 percent, annually. Using these rates,
the increment revenue financing option generated
approximately $35.1 million through 2030.
For each of the following scenarios, the following
apply:
• Projected total taxable value of all properties
within Redevelopment Area. Projected growth
rates by land use are consistent with historical
growth rates observed between 2000 and 2018
within Redevelopment Area. All figures rounded to
nearest thousand.
• Difference between total taxable value (Item 1) for
each year and base year (2000).
• For projection purposes, millage rates are assumed
to remain the same through 2030.
• Increment revenue by year (Item 2), divided by
1,000, multiplied by total millage rate, and reduced
by 5 percent for budgeting purposes.
5.6.2 Municipal Service Taxing
Units (MSTUs)
There are two MSTUs that overlap with the CRA area –
the Bayshore Beautification MSTU and the Haldeman
Creek MSTU. The Bayshore Beautification MSTU was
created to provide certain streetscape and right-of-way
improvements in the CRA area generally south of US
41. The Haldeman Creek MSTU was created for
maintenance dredging and navigational marker
maintenance. Projected revenues for these two MSTUs
use a similar approach as described for the TIF
calculations above. Note that revenues stem directly
from millages (as opposed to an increment difference
with a base year as in the case of the TIF revenues).
Additionally, the MSTU growth percentages are based
on projected growth for the land use mix in the area,
resulting in different average annual taxable value
growth rate percentages than those in the TIF
scenarios. The percentages used are:
Bayshore:
• Low: 3.98%
• Medium: 4.18%
• High: 4.52%
Haldeman Creek:
• Low: 4.01%
• Medium: 4.21%
• High: 4.55%
See Tables 5-6-4 through 5-6-6 for Bayshore
Beautification MSTU projected revenues and 5-6-7
through 5-6-9 for Haldeman Creek MSTU projected
revenues. Note that the project planning in Section 5.4
showed revenues only through 2030 since this period
had a given timeframe; the tables in this section show
projected revenues out to 2048 to give a sense of
future revenues, although any long-term post-2030
funding opportunities would need to be determined
based on actual project implementation timing.
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-3
5.6
Table 5-6-1: Scenario #1 Projected TIF Revenues
Notes:
1. Source: Scenario #1 projected taxable values for the Bayshore CRA. Average annual growth at 5.2%. Note that the first five y ears of projected values
are obtained from Florida’s Office of Economic & Demographic Research (EDR) Revenue Estimating Conference. http://edr.state.fl .us/Content/
conferences/advalorem/index.cfm; rounded to thousands
2. Taxable value for each year (Item 1) less the base year taxable value of $288,081,106; rounded to thousands
3. For each fund, the tax increment for the previous year multiplied by the millage, divided by 1,000 and reduced by 5%. Note t hat the revenues for each
year are offset against the tax increment changes due to timing of collections (i.e., the revenue for 2019 is based on the tax increment change from
2017 to 2018); rounded to thousands
Fund 001 Fund 111 Fund 001 Fund 111 Total
2018 $701,076,000 $412,995,000 -----
2019 $742,976,000 $454,895,000 3.5645 0.8069 $1,399,000 $317,000 $1,716,000
2020 $788,668,000 $500,587,000 3.5645 0.8069 $1,540,000 $349,000 $1,889,000
2021 $835,148,000 $547,067,000 3.5645 0.8069 $1,695,000 $384,000 $2,079,000
2022 $887,089,000 $599,008,000 3.5645 0.8069 $1,853,000 $419,000 $2,272,000
2023 $940,889,000 $652,808,000 3.5645 0.8069 $2,028,000 $459,000 $2,487,000
2024 $996,947,000 $708,866,000 3.5645 0.8069 $2,211,000 $500,000 $2,711,000
2025 $1,047,610,000 $759,529,000 3.5645 0.8069 $2,400,000 $543,000 $2,943,000
2026 $1,093,898,000 $805,817,000 3.5645 0.8069 $2,572,000 $582,000 $3,154,000
2027 $1,139,554,000 $851,473,000 3.5645 0.8069 $2,729,000 $618,000 $3,347,000
2028 $1,186,165,000 $898,084,000 3.5645 0.8069 $2,883,000 $653,000 $3,536,000
2029 $1,233,732,000 $945,651,000 3.5645 0.8069 $3,041,000 $688,000 $3,729,000
2030 --3.5645 0.8069 $3,202,000 $725,000 $3,927,000
$27,553,000 $6,237,000 $33,790,000Total
Revenue(3)MillageYearTaxable Value(1)Tax Increment(2)
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-4
5.6
Table 5-6-2: Scenario #2 Projected TIF Revenues
Notes:
1. Source: Scenario #2 projected taxable values for the Bayshore CRA. Average annual growth at 5.6%. Note that the first five years of projected values
are obtained from Florida’s Office of Economic & Demographic Research (EDR) Revenue Estimating Conference. http://edr.state.fl.us/Content/
conferences/advalorem/index.cfm; rounded to thousands
2. Taxable value for each year (Item 1) less the base year taxable value of $288,081,106; rounded to thousands
3. For each fund, the tax increment for the previous year multiplied by the millage, divided by 1,000 and reduced by 5%. Note that the revenues for each
year are offset against the tax increment changes due to timing of collections (i.e., the revenue for 2019 is based on the ta x increment change from
2017 to 2018); rounded to thousands
Fund 001 Fund 111 Fund 001 Fund 111
2018 $701,076,000 $412,995,000 -----
2019 $742,976,000 $454,895,000 3.5645 0.8069 $1,399,000 $317,000 $1,716,000
2020 $788,668,000 $500,587,000 3.5645 0.8069 $1,540,000 $349,000 $1,889,000
2021 $835,148,000 $547,067,000 3.5645 0.8069 $1,695,000 $384,000 $2,079,000
2022 $887,089,000 $599,008,000 3.5645 0.8069 $1,853,000 $419,000 $2,272,000
2023 $940,889,000 $652,808,000 3.5645 0.8069 $2,028,000 $459,000 $2,487,000
2024 $996,947,000 $708,866,000 3.5645 0.8069 $2,211,000 $500,000 $2,711,000
2025 $1,049,405,000 $761,324,000 3.5645 0.8069 $2,400,000 $543,000 $2,943,000
2026 $1,104,810,000 $816,729,000 3.5645 0.8069 $2,578,000 $584,000 $3,162,000
2027 $1,162,466,000 $874,385,000 3.5645 0.8069 $2,766,000 $626,000 $3,392,000
2028 $1,221,578,000 $933,497,000 3.5645 0.8069 $2,961,000 $670,000 $3,631,000
2029 $1,282,147,000 $994,066,000 3.5645 0.8069 $3,161,000 $716,000 $3,877,000
2030 --3.5645 0.8069 $3,366,000 $762,000 $4,128,000
$27,958,000 $6,329,000 $34,287,000Total
TotalMillageRevenue(3)
Year Taxable Value (1)Tax Increment(2)
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-5
5.6
Table 5-6-3: Scenario #3 Projected TIF Revenues
Notes:
1. Source: Scenario #3 projected taxable values for the Bayshore CRA. Average annual growth at 6.0%. Note that the first five y ears of projected values
are obtained from Florida’s Office of Economic & Demographic Research (EDR) Revenue Estimating Conference. http://edr.state.fl .us/Content/
conferences/advalorem/index.cfm; rounded to thousands
2. Taxable value for each year (Item 1) less the base year taxable value of $288,081,106; rounded to thousands
3. For each fund, the tax increment for the previous year multiplied by the millage, divided by 1,000 and reduced by 5%. Note t hat the revenues for each
year are offset against the tax increment changes due to timing of collections (i.e., the revenue for 2019 is based on the tax increment change from
2017 to 2018); rounded to thousands
Fund 001 Fund 111 Fund 001 Fund 111
2018 $701,076,000 $412,995,000 -----
2019 $742,976,000 $454,895,000 3.5645 0.8069 $1,399,000 $317,000 $1,716,000
2020 $788,668,000 $500,587,000 3.5645 0.8069 $1,540,000 $349,000 $1,889,000
2021 $835,148,000 $547,067,000 3.5645 0.8069 $1,695,000 $384,000 $2,079,000
2022 $887,089,000 $599,008,000 3.5645 0.8069 $1,853,000 $419,000 $2,272,000
2023 $940,889,000 $652,808,000 3.5645 0.8069 $2,028,000 $459,000 $2,487,000
2024 $996,947,000 $708,866,000 3.5645 0.8069 $2,211,000 $500,000 $2,711,000
2025 $1,075,710,000 $787,629,000 3.5645 0.8069 $2,400,000 $543,000 $2,943,000
2026 $1,138,185,000 $850,104,000 3.5645 0.8069 $2,667,000 $604,000 $3,271,000
2027 $1,202,734,000 $914,653,000 3.5645 0.8069 $2,879,000 $652,000 $3,531,000
2028 $1,269,358,000 $981,277,000 3.5645 0.8069 $3,097,000 $701,000 $3,798,000
2029 $1,338,058,000 $1,049,977,000 3.5645 0.8069 $3,323,000 $752,000 $4,075,000
2030 --3.5645 0.8069 $3,556,000 $805,000 $4,361,000
$28,648,000 $6,485,000 $35,133,000Total
Tax Increment(2)Revenue (3)
TotalMillageYearTaxable Value(1)
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-6
5.6
Table 5-6-4: Bayshore Beautification MSTU Scenario #1 Projected Revenues
Notes: there is a 5% statutory reduction requirement for counties when projecting for budget; projected revenue collected the year f ollowing the
year on which the valuation is based (e.g., millage applied to 2047 valuation collected in 2048); rounded to thousands
Tax Year (FY)MSTU Valuation Budgeting
Adjustment Millage Projected
Revenue
2018 $556,396,000 ---
2019 $591,115,000 95%2.3604 $1,248,000
2020 $625,527,000 95%2.3604 $1,326,000
2021 $660,035,000 95%2.3604 $1,403,000
2022 $694,831,000 95%2.3604 $1,480,000
2023 $730,024,000 95%2.3604 $1,558,000
2024 $765,675,000 95%2.3604 $1,637,000
2025 $801,820,000 95%2.3604 $1,717,000
2026 $838,479,000 95%2.3604 $1,798,000
2027 $875,663,000 95%2.3604 $1,880,000
2028 $913,376,000 95%2.3604 $1,964,000
2029 $951,615,000 95%2.3604 $2,048,000
2030 $990,376,000 95%2.3604 $2,134,000
2031 $1,029,652,000 95%2.3604 $2,221,000
2032 $1,069,435,000 95%2.3604 $2,309,000
2033 $1,109,713,000 95%2.3604 $2,398,000
2034 $1,150,478,000 95%2.3604 $2,488,000
2035 $1,191,719,000 95%2.3604 $2,580,000
2036 $1,233,426,000 95%2.3604 $2,672,000
2037 $1,275,588,000 95%2.3604 $2,766,000
2038 $1,318,197,000 95%2.3604 $2,860,000
2039 $1,361,244,000 95%2.3604 $2,956,000
2040 $1,404,721,000 95%2.3604 $3,052,000
2041 $1,448,622,000 95%2.3604 $3,150,000
2042 $1,492,942,000 95%2.3604 $3,248,000
2043 $1,537,676,000 95%2.3604 $3,348,000
2044 $1,582,821,000 95%2.3604 $3,448,000
2045 $1,628,376,000 95%2.3604 $3,549,000
2046 $1,674,341,000 95%2.3604 $3,651,000
2047 $1,720,719,000 95%2.3604 $3,755,000
2048 -95%2.3604 $3,859,000
Total -FY 2018-49:$74,503,000
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-7
5.6
Table 5-6-5: Bayshore Beautification MSTU Scenario #2 Projected Revenues
Notes: there is a 5% statutory reduction requirement for counties when projecting for budget; projected revenue collected the year f ollowing the
year on which the valuation is based (e.g., millage applied to 2047 valuation collected in 2048); rounded to thousands
Tax Year (FY)MSTU Valuation Budgeting
Adjustment Millage Projected
Revenue
2018 $564,586,000 ---
2019 $606,550,000 95%2.3604 $1,266,000
2020 $647,829,000 95%2.3604 $1,360,000
2021 $688,974,000 95%2.3604 $1,453,000
2022 $730,243,000 95%2.3604 $1,545,000
2023 $771,769,000 95%2.3604 $1,637,000
2024 $813,623,000 95%2.3604 $1,731,000
2025 $855,838,000 95%2.3604 $1,824,000
2026 $898,424,000 95%2.3604 $1,919,000
2027 $941,378,000 95%2.3604 $2,015,000
2028 $984,686,000 95%2.3604 $2,111,000
2029 $1,028,329,000 95%2.3604 $2,208,000
2030 $1,072,280,000 95%2.3604 $2,306,000
2031 $1,116,512,000 95%2.3604 $2,404,000
2032 $1,160,995,000 95%2.3604 $2,504,000
2033 $1,205,697,000 95%2.3604 $2,603,000
2034 $1,250,586,000 95%2.3604 $2,704,000
2035 $1,295,630,000 95%2.3604 $2,804,000
2036 $1,340,798,000 95%2.3604 $2,905,000
2037 $1,386,060,000 95%2.3604 $3,007,000
2038 $1,431,386,000 95%2.3604 $3,108,000
2039 $1,476,747,000 95%2.3604 $3,210,000
2040 $1,522,118,000 95%2.3604 $3,311,000
2041 $1,567,474,000 95%2.3604 $3,413,000
2042 $1,612,792,000 95%2.3604 $3,515,000
2043 $1,658,052,000 95%2.3604 $3,616,000
2044 $1,703,235,000 95%2.3604 $3,718,000
2045 $1,748,324,000 95%2.3604 $3,819,000
2046 $1,793,307,000 95%2.3604 $3,920,000
2047 $1,838,170,000 95%2.3604 $4,021,000
2048 -95%2.3604 $4,122,000
Total -FY 2018-49:$80,079,000
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-8
5.6
Table 5-6-6: Bayshore Beautification MSTU Scenario #3 Projected Revenues
Notes: there is a 5% statutory reduction requirement for counties when projecting for budget; projected revenue collected the year f ollowing the
year on which the valuation is based (e.g., millage applied to 2047 valuation collected in 2048); rounded to thousands
Tax Year (FY)MSTU Valuation Budgeting
Adjustment Millage Projected
Revenue
2018 $570,658,000 ---
2019 $618,846,000 95%2.3604 $1,280,000
2020 $666,424,000 95%2.3604 $1,388,000
2021 $714,014,000 95%2.3604 $1,494,000
2022 $761,899,000 95%2.3604 $1,601,000
2023 $810,218,000 95%2.3604 $1,708,000
2024 $859,037,000 95%2.3604 $1,817,000
2025 $908,378,000 95%2.3604 $1,926,000
2026 $958,236,000 95%2.3604 $2,037,000
2027 $1,008,590,000 95%2.3604 $2,149,000
2028 $1,059,406,000 95%2.3604 $2,262,000
2029 $1,110,643,000 95%2.3604 $2,376,000
2030 $1,162,251,000 95%2.3604 $2,490,000
2031 $1,214,180,000 95%2.3604 $2,606,000
2032 $1,266,376,000 95%2.3604 $2,723,000
2033 $1,318,783,000 95%2.3604 $2,840,000
2034 $1,371,346,000 95%2.3604 $2,957,000
2035 $1,424,009,000 95%2.3604 $3,075,000
2036 $1,476,717,000 95%2.3604 $3,193,000
2037 $1,529,417,000 95%2.3604 $3,311,000
2038 $1,582,058,000 95%2.3604 $3,430,000
2039 $1,634,591,000 95%2.3604 $3,548,000
2040 $1,686,969,000 95%2.3604 $3,665,000
2041 $1,739,148,000 95%2.3604 $3,783,000
2042 $1,791,089,000 95%2.3604 $3,900,000
2043 $1,842,753,000 95%2.3604 $4,016,000
2044 $1,894,108,000 95%2.3604 $4,132,000
2045 $1,945,121,000 95%2.3604 $4,247,000
2046 $1,995,767,000 95%2.3604 $4,362,000
2047 $2,046,022,000 95%2.3604 $4,475,000
2048 -95%2.3604 $4,588,000
Total -FY 2018-49:$87,379,000
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-9
5.6
Table 5-6-7: Haldeman Creek MSTU Scenario #1 Projected Revenues
Notes: there is a 5% statutory reduction requirement for counties when projecting for budget; projected revenue collected the year f ollowing the
year on which the valuation is based (e.g., millage applied to 2047 valuation collected in 2048); rounded to thousands
Tax Year (FY)MSTU Valuation Budgeting
Adjustment Millage Projected
Revenue
2018 $114,144,000 ---
2019 $121,368,000 95%1.0000 $108,000
2020 $128,527,000 95%1.0000 $115,000
2021 $135,705,000 95%1.0000 $122,000
2022 $142,943,000 95%1.0000 $129,000
2023 $150,263,000 95%1.0000 $136,000
2024 $157,677,000 95%1.0000 $143,000
2025 $165,193,000 95%1.0000 $150,000
2026 $172,815,000 95%1.0000 $157,000
2027 $180,545,000 95%1.0000 $164,000
2028 $188,384,000 95%1.0000 $172,000
2029 $196,330,000 95%1.0000 $179,000
2030 $204,383,000 95%1.0000 $187,000
2031 $212,541,000 95%1.0000 $194,000
2032 $220,801,000 95%1.0000 $202,000
2033 $229,163,000 95%1.0000 $210,000
2034 $237,623,000 95%1.0000 $218,000
2035 $246,178,000 95%1.0000 $226,000
2036 $254,828,000 95%1.0000 $234,000
2037 $263,569,000 95%1.0000 $242,000
2038 $272,399,000 95%1.0000 $250,000
2039 $281,317,000 95%1.0000 $259,000
2040 $290,320,000 95%1.0000 $267,000
2041 $299,407,000 95%1.0000 $276,000
2042 $308,577,000 95%1.0000 $284,000
2043 $317,829,000 95%1.0000 $293,000
2044 $327,161,000 95%1.0000 $302,000
2045 $336,574,000 95%1.0000 $311,000
2046 $346,067,000 95%1.0000 $320,000
2047 $355,641,000 95%1.0000 $329,000
2048 -95%1.0000 $338,000
Total -FY 2018-49:$6,517,000
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-10
5.6
Table 5-6-8: Haldeman Creek MSTU Scenario #2 Projected Revenues
Notes: there is a 5% statutory reduction requirement for counties when projecting for budget; projected revenue collected the year f ollowing the
year on which the valuation is based (e.g., millage applied to 2047 valuation collected in 2048); rounded to thousands
Tax Year (FY)MSTU Valuation Budgeting
Adjustment Millage Projected
Revenue
2018 $115,836,000 ---
2019 $124,558,000 95%1.0000 $110,000
2020 $133,140,000 95%1.0000 $118,000
2021 $141,695,000 95%1.0000 $126,000
2022 $150,278,000 95%1.0000 $135,000
2023 $158,915,000 95%1.0000 $143,000
2024 $167,620,000 95%1.0000 $151,000
2025 $176,401,000 95%1.0000 $159,000
2026 $185,259,000 95%1.0000 $168,000
2027 $194,193,000 95%1.0000 $176,000
2028 $203,200,000 95%1.0000 $184,000
2029 $212,276,000 95%1.0000 $193,000
2030 $221,414,000 95%1.0000 $202,000
2031 $230,610,000 95%1.0000 $210,000
2032 $239,856,000 95%1.0000 $219,000
2033 $249,146,000 95%1.0000 $228,000
2034 $258,472,000 95%1.0000 $237,000
2035 $267,828,000 95%1.0000 $246,000
2036 $277,207,000 95%1.0000 $254,000
2037 $286,603,000 95%1.0000 $263,000
2038 $296,008,000 95%1.0000 $272,000
2039 $305,418,000 95%1.0000 $281,000
2040 $314,825,000 95%1.0000 $290,000
2041 $324,226,000 95%1.0000 $299,000
2042 $333,615,000 95%1.0000 $308,000
2043 $342,987,000 95%1.0000 $317,000
2044 $352,339,000 95%1.0000 $326,000
2045 $361,667,000 95%1.0000 $335,000
2046 $370,967,000 95%1.0000 $344,000
2047 $380,238,000 95%1.0000 $352,000
2048 -95%1.0000 $361,000
Total -FY 2018-49:$7,007,000
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-11
5.6
Table 5-6-9: Haldeman Creek MSTU Scenario #3 Projected Revenues
Notes: there is a 5% statutory reduction requirement for counties when projecting for budget; projected revenue collected the year following the
year on which the valuation is based (e.g., millage applied to 2047 valuation collected in 2048); rounded to thousands
Tax Year (FY)MSTU Valuation Budgeting
Adjustment Millage Projected
Revenue
2018 $117,093,000 ---
2019 $127,106,000 95%1.0000 $111,000
2020 $136,995,000 95%1.0000 $121,000
2021 $146,888,000 95%1.0000 $130,000
2022 $156,844,000 95%1.0000 $140,000
2023 $166,892,000 95%1.0000 $149,000
2024 $177,044,000 95%1.0000 $159,000
2025 $187,305,000 95%1.0000 $168,000
2026 $197,673,000 95%1.0000 $178,000
2027 $208,144,000 95%1.0000 $188,000
2028 $218,710,000 95%1.0000 $198,000
2029 $229,362,000 95%1.0000 $208,000
2030 $240,089,000 95%1.0000 $218,000
2031 $250,880,000 95%1.0000 $228,000
2032 $261,724,000 95%1.0000 $238,000
2033 $272,609,000 95%1.0000 $249,000
2034 $283,523,000 95%1.0000 $259,000
2035 $294,454,000 95%1.0000 $269,000
2036 $305,390,000 95%1.0000 $280,000
2037 $316,321,000 95%1.0000 $290,000
2038 $327,234,000 95%1.0000 $301,000
2039 $338,119,000 95%1.0000 $311,000
2040 $348,967,000 95%1.0000 $321,000
2041 $359,769,000 95%1.0000 $332,000
2042 $370,514,000 95%1.0000 $342,000
2043 $381,197,000 95%1.0000 $352,000
2044 $391,809,000 95%1.0000 $362,000
2045 $402,344,000 95%1.0000 $372,000
2046 $412,795,000 95%1.0000 $382,000
2047 $423,159,000 95%1.0000 $392,000
2048 -95%1.0000 $402,000
Total -FY 2018-49:$7,650,000
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-12
5.6
5.6.3 Underlying Assumptions
The following charts show underlying population and tax value trends that inform and contextualize the revenue
projections calculations presented in this section. Figure 5-6-1 shows that the rate of population growth for
Collier County has decreased sizably since 2002/2003, with a more gradual decrease projected out from
2017/2018 through 2030.
In terms of historic tax value growth rates since 2000, Figure 5-6-2 shows that there was an increase during the
lead up to the recession, followed by a drop during the recession itself. In recent years, the rate has gradually
risen.
Given the sizable changes during the lead-up to the recession and the recession itself, the model used to
generate TIF projections was matched to longer historical trends in County taxable values, from the 1970s
through 2003/2004 historical taxable value for Collier County. Figure 5-6-3 shows the historical trend used for
guidance in blue; this trend is continued for comparison to projection calculations (in this case, for the low
revenue projections, shown by the grey line through 2030). The orange line indicates historic data that was
excluded from the historic trend basis since it was considered an anomaly.
Figure 5-6-1: Population Growth Rate Trends and Projections (2000-2030)
Source: BEBR, Volume 51, Bulletin 180, January 2018
0.00%
0.50%
1.00%
1.50%
2.00%
2.50%
3.00%
3.50%
4.00%
4.50%2000200120022003200420052006200720082009201020112012201320142015201620172018201920202021202220232024202520262027202820292030Annual Population Growth Rate (2000-2030)
Collier County
State of Florida
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-13
5.6
Figure 5-6-2: Trends in Tax Value Growth Rates (2000-2017)
Source: Florida Property Valuations and Tax Databook & EDR Ad Valorem Revenue Estimating Conference
Figure 5-6-3: Historic and Projected TIF Revenue Trend Comparison for Low Revenue Projection
Source: Florida Property Valuations and Tax Databook & EDR Ad Valorem Revenue Estimating Conference
y = 60,174,402.16x2 -447,131,682.73x + 4,078,106,962.70
R² = 0.95
$0
$20,000,000,000
$40,000,000,000
$60,000,000,000
$80,000,000,000
$100,000,000,000
$120,000,000,000
$140,000,000,000
$160,000,000,000
$180,000,000,000
1976197819801982198419861988199019921994199619982000200220042006200820102012201420162018202020222024202620282030
TAX INCREMENT & MSTU ESTIMATES
Bayshore Gateway Triangle CRA Area Plan—May 2019 5-6-14
5.6
Conclusion
With the recovery from the recession of 2008, the CRA
area is poised for revitalization via investment,
development, and redevelopment. With this update,
the CRA will be able to continue the general mission of
redevelopment that it set out when the Bayshore
Gateway Triangle redevelopment area was first created
in 2000.
The CRA can move forward with the more detailed
planning and evaluation for the suggested
implementation items of this Redevelopment Area Plan
with the guidance of the overall vision, allowing for
change and also protecting and enhancing what
defines the area and makes it unique.
RESOLUTION NO. 2019-7 5
A RESOLUTION ADOPTING THE COLLIER COUNTY
COMMUNITY REDEVELOPMENT AGENCY REDEVELOPMENT
PLAN AS AMENDED AND MODIFIED, PURSUANT TO THE
COMMUNITY REDEVELOPMENT ACT OF 1969, CHAPTER 163,
PART III, FLORIDA STATUTES; AND PROVIDING FOR AN
EFFECTIVE DATE.
WHEREAS, the Legislature of the State of Florida enacted the Community
Redevelopment Act of 1969, which is presently codified in Part III of Chapter 163, Florida
Statutes (the "Act"); and
WHEREAS, pursuant to the Act, a redevelopment plan must be adopted by the
governing body to initiate redevelopment activities within the redevelopment area; and
WHEREAS, Resolution No. 2000-82 declared the need for a Community
Redevelopment Agency and authorized the preparation of a Redevelopment Plan for the
Bayshore Gateway study area; and
WHEREAS, the Board, by its approval of Resolution No. 2000-83 established the
Board of County Commissioners as the Community Redevelopment Agency to carry out
redevelopment activities; and
WHEREAS, the Board, by its approval of Resolution No. 2000-181 adopted the
Community Redevelopment Plan; and
WHEREAS,the Board of County Commissioners has not approved an overall update
to amend the Community Redevelopment Plan since the adoption of 2000-181; and
WHEREAS,the Collier County Planning Commission("Local Planning Agency")
conducted a formal review at a public hearing on March 21, 2019 and submitted its
recommendations to the Community Redevelopment Agency; and
WHEREAS, the recommendations from the Local Planning Agency were
considered by the Community Redevelopment Agency at a meeting on March 26, 2019
and reviewed for inclusion into the CRA plan, as appropriate; and
1
Appendix A. VII
WHEREAS, the Community Redevelopment Agency on April 23, 2019 voted to
recommend approval of the amended CRA Plan and transmitted it to the Collier County
Board of County Commissioners for approval.
NOW, THEREFORE, IN REGULAR SESSION DULY ASSEMBLED ON
THIS 23rd DAY OF APRIL 2019 BE IT RESOLVED BY THE BOARD OF
COUNTY COMMISSIONERS OF COLLIER COUNTY, FLORIDA; that:
I.The Collier County Community Redevelopment Plan (Attachment "A")
meets the requirements of Section 163.360, F.S.;
II.The Board hereby finds, determines and declares that the notice
requirements of Section 163.346 and 163.361(3), Florida Statutes and the
public hearing requirements of Section 163.361(2), Florida Statutes have
been met;
III. The Board hereby fines, determines, and declares that the Plan Amendment
conforms to the Collier County Growth Management Plan; and
IV. That the Amendment to Collier County Community Redevelopment Area
Plan is hereby approved and directs the CRA to proceed with
implementation of the Plan.
This Resolution shall become effective immediately upon its adoption.
PASSED AND DULY ADOPTED by the Board of County Commissioners of Collier
County, Florida, this 23 rck day of CA-\-A- A , 2019, after motion, second and majority vote
favoring same.
ATTEST: BOARD OF COUNTY
COMMISSIONERS
CRYSTAL K. KINZEL, CLERK COLLIER COUNTY, FLORIDA
i
BnittiY Y
Attest as to Chair UTY CL '+ W'LIAM L.-
signature only. HAIRMAN
Approved as to form and legality:
Jennifer A. Bel io 0-
51')
i 5 19
Assistant
CountyAttorneyC /'
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2 e