HomeMy WebLinkAboutAgenda Packet City Council - 10/24/2019 (JW)City of Corpus Christi
Meeting Agenda
City Council Workshop Session
1201 Leopard Street
Corpus Christi, TX 78401
cctexas.com
Thursday, October 24, 2019
8:30 AM 1901 N. Shoreline Blvd., American Bank Center,
Selena Rotunda
JOINT CITY COUNCIL AND NUECES COUNTY WORKSHOP
A. Mayor Joe McComb to call the meeting to order.
B. Assistant City Secretary Paul Pierce to call the roll of the required Charter
Officers.
C. BRIEFINGS TO CITY COUNCIL:
The following items are for Council's informational purposes only. No public comment will
be solicited.
1. 19-1471 Joint City Council and Nueces County Workshop on Proposed North
Beach Tax Increment Reinvestment Zone Preliminary Project Plan
D. ADJOURNMENT
City of Corpus Christi
Page 1 Printed on 10/23/2019
AGENDA MEMORANDUM
Presentation Item for the Joint Workshop of October 24, 2019
DATE: October 16, 2019
TO: Mayor, City Council, Nueces County Judge and County Commissioners
THROUGH: Peter Zanoni, City Manager
FROM:
Arlene Medrano, Business Liaison
ArleneM@cctexas.com
(361) 826 - 3356
Presentation
Joint City Council and Nueces County Workshop on the Proposed North Beach
Tax Increment Reinvestment Zone Preliminary Project Plan
STAFF PRESENTER(S):
Name Title/Position
1. Peter Zanoni City Manager
2. Arlene Medrano Business Liaison
3. Dan McGinn Director of Planning
Department
City Manager's Office
Finance & Business Analysis
Planning Department
ISSUE:
The City Council and Nueces County Commissioners will provide input on the staff proposed
Preliminary Project Plan for the proposed North Beach Tax Increment Reinvestment Zone.
On Tuesday, October 15, 2019, the City Council received a briefing on the draft Preliminary
Project and Financing Plan for the proposed Tax Increment Reinvestment Zone (TIRZ) Number
Four at North Beach. City Council members and Nueces County Commissioners will meet in a
workshop to discuss the Project Plan. No action will be taken at this meeting.
Chapter 311.011 of the Tax Code provides:
Sec. 311.011. PROJECT AND FINANCING PLANS. (a) The board of directors of a
reinvestment zone shall prepare and adopt a project plan and a reinvestment zone financing plan
for the zone and submit the plans to the governing body of the municipality or county that
designated the zone.
The Zone is anticipated to engage in projects that will support the types of development and
economic activity projected in the Downtown Area Development Residential Market Analysis
(Attached) as well as contribute to the image and attractiveness of North Beach Corpus Christi
on a local, regional, and national level. In addition, the Zone will pay the costs of Zone creation
and ongoing administration.
The City Council and the Nueces County Commissioners will meet to review and discuss the
following list of projects that currently are contained in the Preliminary Project Plan for the
proposed North Beach TIRZ:
1. Wayfinding Infrastructure
2. Park Improvements
3. Demolition of Blights Structures
4. Public Safety
5. North Beach Public Spaces Beautification & Revitalization Program & Services
6. North Beach Parking Structure Initiative
7. Project Specific Development Agreement
8. North Beach Property Improvement Program
9. North Beach Living Initiative
10. Residential Streets
11. Creation Costs
12. Administration Costs
RECOMMENDATION:
Staff recommends that a briefing be presented to City Council and the Nueces County
Commissioners on the proposed North Beach TIRZ Project Plan and that the City Council and
the Nueces County Commissioners provide feedback on the staff recommendation's contained
within the Project Plan.
LIST OF SUPPORTING DOCUMENTS:
1. PowerPoint — (Not Included)
2. Preliminary Project & Financing Plan
Additional Supporting Documents Available Online:
3. North Beach Development Plan (November 2011)
4. North Beach Redevelopment Area Specific Plan (February 2018)
5. Downtown Area Development Plan with Appendix (DADP) (March 2018)
0
T F
H 1 TI
PRELIMINARY PROJECT PLAN AND
REINVESTMENT ZONE FINANCING PLAN
Tax Increment Reinvestment Zone #4
1500
NORTH BEACH, CORPUS CHRISTI, TEXAS
3000
GRAPHIC SCALE
1"=1500'
t
' . 42
ti
N0. 43
1tr l.ltr �.
October 2019
✓ No. 59
TABLE OF CONTENTS
TABLE OF CONTENTS
INTRODUCTION 1
Criteria for Zone Creation 1
Vision for North Beach 2
Anticipated Zone Role in North Beach Improvements 2
PROJECT PLAN 3
3
3
4
5
Exhibit 8.3 - Existing City Limits, City Owned, Port Owned & Propos: TIRZ Parcels 6
Exhibit C - Legal Description of the Zone 7
Municipal Ordinances §311.011(b)(2) 10
City Planned Improvements (Non -Project Costs) §311.011 3) 11
Relocation §311.011(b)(4) 12
REINVESTMENT ZONE FINANCING PLAN .. 13
Estimated Project Cost Description §311.011(c and Kin mber, and Location of TIRZ
Improvements §311.011(c)(2) 13
Economic Feasibility Study §311.011(c)(3) 16
Estimate of Bonded Indebtedness §3 c)(4) 16
Timing of Incurring Costs or Mon y Obl tion § .011(c)(5) 16
Method of Financing and Sourc- Re - 1(c)(6) 16
Sources of Revenue 16
Current Appraised Valu- . . c) 19
Estimated Captured 4.raised Va §31 ..I11(c)(8) 19
Duration of the Zone • 011(c)(9 19
Appendices .. 20
AppendixA — Economic Fea ability Study §311.011(c)(3)
Existing Uses and Conditions / Boundaries §311.011(b)(1)
Exhibit A - Zone Boundaries and Land Use
Exhibit 8.1 - Existing Land Use
Exhibit 8.2 - Existing Property Designation
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
INTRODUCTION
The City of Corpus Christi is proposing to create a Tax Increment Reinvestment Zone or TIRZ (hereafter
referred to as the "Zone") over a portion of the city that includes the city's North Beach area along the
Bayfront from the Rincon Channel at the north end, south to the USS Lexington, adjacent to the Texas
State Aquarium, and west to the Port of Corpus Christi.
Criteria for Zone Creation
The area within the Zone qualifies for a TIRZ because it suffers from economic stagnation, inadequate
infrastructure, and deteriorating properties. Without intervention by the public sector, private market
forces will not be sufficient to generate significant development and redevelopment. Conditions meeting
the criteria of the Tax Code of the State of Texas, Chapter 311, Se tion 005 for reinvestment zone
designation include:
• A substantial number of substandard, slum, deteriorated,
• The predominance of defective or inadequate sidewalk
• Unsanitary or unsafe conditions;
• The deterioration of site or other improvements; an
• Conditions that endanger life or property b - or othe' se.
ting structures;
According to the language of Chapter 311, these c di ' s "substantially arrest or impair the sound
growth of the municipality or county the z, retard the provision of housing accommodations,
or constitute an economic or social ' . ility a be a ace to the public health, safety, morals, or welfare
in its present condition and use." ' exis s in the North Beach area of Corpus Christi hamper
investment in residential, retail and h. ality-related property improvements, as outlined in the portions
of the Downtown Area D •. •t P . DAPD) Residential Market Analysis relevant to North Beach,
included in Appendix The con. 'ons tlined above will not be overcome or corrected without
significant intervention . assistanc rom the public sector, therefore satisfying the general criteria for
creation of the Zone.
11 Page
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Vision for North Beach
Over 800,000 people visit the Texas State Aquarium and USS Lexington on North Beach each year. Each of
those visitors drives through areas with frequent flooding and many blighted as well as vacant properties.
Corpus Christi's first impression to over 800,000 people each year is largely a pathway of deferred
maintenance, disrepair, and unimproved properties on the way to the beautifully maintained and exciting
Texas State Aquarium and USS Lexington. This is not the first impression of Corpus Christi we want nearly
1 million visitors each year taking back home.
In recent years, the new Harbor Bridge construction has changed the entrance and exit ramps to and from
North Beach. These changes will have an enormous impact on access to and from North Beach and its
ability to remain the most visited location in all of the Coastal Bend area. The completion of the Harbor
Bridge, and demolition of the old bridge, will spur new opportunities for North Beach revitalization. The
proposed Zone can directly aid in the realization of this vision while addressing the deficiencies and
challenges outlined above.
Anticipated Zone Role in North Beach Impr e - nts
The DAPD Analysis of Residential Market Potential (a
Development Plan and 2018 North Beach Redevelopm-
this document, indicate the nature of the intervention
different areas of the Zone. Flooding, vacant properties,
public infrastructure and facilities together dep
in North Beach. However, continued investme
new Harbor Bridge, new multi -family con tructio
to solving the stormwater flooding, ctur 'nd
reversal of fortune is possible.
ed as Adix A) 2011 North Beach
ecific Pla ncluded as Appendices to
ce needed to spur economic growth in
ging of existing development, inadequate
viabili new development and redevelopment
to Aquarium, changes brought by the
ing - amily homes, and the City's commitment
public amenity improvements indicate that a
The primary functions of the
• Roads and wayfindi
• Parks and commu
• Public restroom imp
• Drainage improvement
• Demolition of blighted stru. es
• Parking Structure
The zone is expected to be one of a variety of planned funding sources and programs that will be acting in
concert to accomplish a transformed public environment in North Beach. By improving and maintaining
public spaces with a high level of service, plus increasing density through parking structure, the zone and
the other programs will encourage the development of new land uses and the redevelopment or
rehabilitation of existing uses. The intended result is that North Beach will become a vibrant and
economically vital urban waterfront district with a variety of tourist, entertainment, residential, retail, and
lodging uses, sending a strong first impression to nearly 1 million annual visitors to Corpus Christi.
21 Page
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
PROJECT PLAN
Existing Uses and Conditions / Boundaries §311.011(b)(1)
The Zone includes approximately 435.3
acres wholly within the City of Corpus
Christi. Its boundaries encompass all of
the North Beach area east of the Port of
Corpus Christi land, as shown in Exhibit A.
A variety of land uses, shown in maps in
Exhibit B and described generally below,
are present within the proposed TIRZ. A
legal description of the Zone is given in
Exhibit C.
The Texas State Aquarium and the USS
Lexington, in the southern area of North
Beach, draw more than 800,000 tourists
and visitors annually, combined.
Removing the Burleson exit leaves only
one northbound exit from the new
Harbor Bridge, impacting accessibility to
these two heavily visited attractions.
To the north, the zone transitions to
area of tourist retail, restaurants, h
vacant buildings and unimprov
The beach runs along the eastern p
of the zone. Further no
beach are multi -story c
owned Surfside Park,
single-family homes, and
TIRZ and City Council choos
breakwater barriers.
Exhibit A - Zone Boundaries
Legend
North Beach TIRZ
ity
park, Dolphin Park. If funding is determined to be appropriate and
d them, the off shore area allows for the potential inclusion of
.u. edn-nk
-air ,Osgene,ekv®n
Central North Beach has a linear right of way, formerly a rail easement, owned by the City of Corpus Christi.
Timon and Surfside Boulevards run along its edges, acting as a main thoroughfare through North Beach.
This right of way is the location of a proposed drainage solution, a canal to mitigate extensive flooding
that occurs with even light rain. This North Beach drainage solution will improve stormwater flow, thereby
bringing public safety response times within an adequate range and allowing travel during rain events.
Residents in the northwest portion of North Beach often experience difficulty making the turnaround at
the north end of North Beach under the causeway due to flooding.
The new Harbor Bridge, TxDOT and the Port of Corpus Christi border the zone to the west.
31 Page
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Exhibit B.1: Existing Uses Throughout the Zone
0.125 X025
Proposed TIRZ #4
Current Land Use
Water
Cons/Pres
Drainage Corridor
-TT- Railroad Right -of -Way
Vacant
Estate Res
Low Density Res
Medium Density Res
High Density Res
Mobile Home
Park
PublicfSemi-Pubiic
Professional Office
Commercial
Light industrial
Heavy Industrial
0-5x �rNrd,.
Miles [uitiaaaealUFF-Vit
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Exhibit B.2
Proposed TIRZ #4
Properties
Designation
EVERYTHING ELSE
EXCLUDED
RESIDENTIAL
11,F, [al mg9o[ 0
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Exhibit B.3
■ ■
M. ■
Legend
tty Ltrnl#s
City Owned Properties
Port Properties
'Proposed TIRZ #4 Parcels
Source: City of Corpus Christi Planning Department, June 12. �'
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Exhibit C - Legal Description of the Zone
IIURBAN
ENGINEERING
1
Exhibit A
1 423 Acre
North Beach l'ax increment. ]Reinvestment Zone RZ)
STATE OF TEXAS
COUNTY OF MAC ,
Fiel.dnotes, fora 1,423 Acre Tract of Land (Not based
Carpus Christi Shipping Channel and Nueces Bay, over
North Beach, Corpus Christi Ray, Nueces Bay, " incon
Nueces County, Texas; the said 1,423 Acre Tr
Beginning, at 5 point with a Northing of 17188
This Tract and the point of Beginmin--
Thence, with distances and b
Job No. 43201.B9,08
August 26, 20E9
ur]d Survey), situated between the
a portion of land commonly known as
n d Corpus Christi Shipping Channel in
scribed as follows:
sting of 1342004,769, for a comer of
• North 58+1. Wes , stat 807.37 Feet to a point fora comer of this Tract;
+ North 3 27" East. a nee o 519.93 Feet to a point fora comer of this Tract;
■ North 12' 11Vest a d ce of 298.84 Feet to a point fora corner of this Tract;
• North 5813'0 est, . ane of 151.19 Feet to a point for a carrier of this Tract;
+ North 37'22'07" distance of 225.64 Feet to a point for a corner of this Traci and the
beginning of a circu[ curve to the Right, having a delta of 7I°42'O l", a radius of 527.86 Feet, an
arc length of 660,56 Feet. and a chord which bears North 02'51'44" East a distance of 618.29 Feet;
• With said circular curve to the Right, a distance of 660.56 Feet fora corner of this Tract;
• North 47'24'213" Eas4 a distance of 1'19,01 Feet to a point for a point at the intersection of the
Northeast Right -of -Way line of Burleson Street and the Southeast Right -of -Way line of Rincan
Road and for a corner of this Tract;
▪ South 5$°19'55" East, with said Northeast Right -of -Way line of Burleson Street. a distance of
679.38 Feet to a point for a corner of this Tract;
• North 31'47'42" East, a distance of 659.79 Feet to a point for a corner of this Tract;
S:lSurveyin04324LI1190810FFICE\MET1 S AND ROUNDS\FN04320]B9Ot_EDIT.Lwcx
Page 1 of 3
OFFICE: (361)8154-3141
2725 SWANTNER bR- • CORPUS CHRISTI, TEXAS 16404
www.urbanen2.com
TBFE Firm 4145 • TBPLS Firm 4 1IX}37400
FAX (361)854-6001
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
• South 5n1'36" East, a distance of 139,27 Feel to a point for a corner of this Tract;
• North 31'34'36 Fast, generally with the centerline of Rincon Channel, a distance of 6006,31 Feet
to a point in the State Submerged [ands parcel 788 for a corner of this Tract;
• South 56°27'08" East, over and across State Submerged Lands parcels 788, 59, 42 and 43 a
distance of 6,377.15 Feet to a point in State Submerged Lands parcel 43 with a Northing of
7192577.892 and an Easting of .1350901.872, for a corner of this Tract;
• South 32°40'25" West, over and across State Submerged Lands parcels 43. 58. 59, and 59A a
distance of 8,610.67 Feet to a point in State Submerged Lands parcel 59A, for a currier of this
Traci;
• North 8518'07" West, over and across Submerged Lands, a distance of 4,572,50 Feet to a point
for a corner of this Tract;
• North 74902'44" West, over and atioss Submerged Lands, a distance of 376.53 Feet to a point for
a corner of this Tract;
• North 28"15' 59" East, over and across Submerged Lands to Lands, a distance of 491,15 Feet
to a point for a corner of this Tract;
• North 36°52'49" West, a distance of 75],{58 Feet
beginning of a circular curve to the Left, having
arc length of 314.22 Foci, and a chord which
Feet,
• With said circular curve to the Left, a d c of 314
• South 88°43'24" West, a distance of 13
a corner of this Thiel-,
• North 44°55'02" East, with s
corner of this Tract and th
a radius of 220.19 Feet,
a distance of 7233 Feet;
• With said oircu
72.6t Feet t
• North 26'48'
point for a conte
• North 31°04'49" E
int for Cr of this Traci and the
to of 56'58'45", ius of 315,97 Feet, an
°04'42" West a distance of 301.43
to a point Fora corner of this Tract.,
Inc centerline of Avenue F and for
venue F, a distance of 276.83 f=eet, to a point for a
ar curve to the Right, having a delta of 18°54'21",
et, and a chord which bears North 19'07'11" East
1, Continuing with said centerline of Avenue F a distance of
is Tract;
ng with said centerline of Avenue F, a distance of 71.31 Feet to a
tnuing with said centerline of Avenue F, a distance of 433.56 Feet to a
point for a corner of thi Tract and the beginning of a circular curve to the Left, having a delta of
48°21'30", a radius of 207.41 Feet, an arc length of 175.05 Fact, and a chord which bears North
14°22'37" East a distance of 169.90 Feet;
• With said circular curve to the Left, continuing with said centerline of Avenue F, s distance of
17505 Feet 10 a point for a corner of this Tract;
SASuiveying043201'1190810F1-10E1ME E5 AND bOl NI].S I M1432t]1139U8_EDTF.Doc
Ngs1of3
OFFICE: {361 ]$54-3101
2725 SWAN[NER DR • CORPUS CHRISTI, TEXAS 773404
'ww.urbuncnig.com
TBI'£., Firm 4 145 •7131 L5 Firm # 10032400
FAX (361)854-6001
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
North 03°04'08" West, continuing with said centerline of Avenue F. a distance of 223.76 Feet to
a point, for the centerline inteYxcction of said Avenue F and West Causeway Boulevard and for a
corner of this Tract and the beginning of a circular curve to the Left, having a delta of 52°.5f'41",
a radius of 1269.76 Feet, an arc length of 1173.33 Feet, and a chard which hears North 58'43'14"
East a distance of 1132.03 Feet;
Thence, with said circular curve to the Lc]'t and said centerline of said West Causeway Boulevard, a
distance Of 1173.33 Feet to the point of Beginning, containing 1,423 Acres 051,984,(}40 Sq.Ft.1 of Land
more or less;
Grid Bearings and Distances shown hereon are referenced to the Texas Coordinate System of 1983, Texas
South Zone 4205, and arc baked on the North American Datum of 1983( 1 1) Epoch 2010.00.
Unless this fieldnotes description, including preamble, seal and s'
original form, surveyor assumes no responsibility for its accura
rrf tract described herein.
This document was- prepared limier 22 TAC 663.21 r doe.
aid is trot la he used to convey or establish trtrer-ests
implied or estrrbfished by the creation or reconf igr1mtiori
which it was prepared. TJRZ boundary provide Surve
re, appears in its entirety, in. its
ererace accompanying sketch
e results r n on the ground survey,
ply except those rrghrs and interests
meaty of the political subdivision for
the City {}1 Corpus Christi,
SASureeyingW320111BAMOFFICEVyLETES AND BOUND..S P { 43201 13908_EDIT,E1ocx
Page 3 of 3
OFFICE: (361)1854-310i
URBAN ENGINEERING
2725 SWANTNER DR. • CORPUS CHRISTI, TEXAS 78404
11'SYk4'. urtiAnCn '. C{}rF�
TBPn, Finn #1145 • TFWLS F=inn # 101032.400
Dan L. Urban, R-P.E.S.
License No. 4710
FAX (361)854.6001
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
T F
H 1 TI
1500 3000 4500 neeaxa air
GRAPHIC SCALE
1"=1500'
2h
L13
No. 59.
- LE TH
Line Table
11 F
Curve Table
ELT- - LEI H •E- I
1 LE Tit
Exhibit B
Sketch to Accompany
Deldnotes, for a 1,423 Acre Tract of Land situated
between the Corpus Christi Shipping Channel and Nueces
Boy, beer
and ac a portion of land commonly
known as North Beach, Corpus Christi Boy. Noeoes Boy,
Rincon Channel and Corpus Christi Shipping Channel in
Nueces County, Te000,
ENGINEERING
DATE: Aug 26, 2019
SCALE- 1'=1500'
JOB NO.: 43201.B9.08
SHEET, 1 OF 1
DRAM BY: BDL
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02019 by Urban Engineering
Municipal Ordinances §311.011(b)(2)
The City is not contemplating any specific changes to municipal ordinances as part of any projects to be
undertaken by the Zone.
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
City Planned Improvements (Non -Project Costs) §311.011(b)(3)
It is expected that the City, Nueces County, TxDOT, and other public agencies will participate in the
rehabilitation of existing and development of new public facilities and infrastructure within the Zone. In
addition, various nonprofit organizations, private citizens and developers may also consider efforts to
remediate environmental and safety deficiencies on existing private properties.
The City of Corpus Christi has identified about $11,882,989 million in projects planned for locations partly
or wholly within the Zone intended to rehabilitate and improve existing public facilities and
infrastructure. TIRZ funds may be used to assist these projects; however, the bulk of funding is
anticipated to come from other sources. The table below lists some of these projects.
Note: Amounts may not add perfectly due to rounding
Current City Planned Improvements (Non -Project Costs)
Project
Gas
Sot' _
1 Status
Projected Cost
US 181 at Burleson
Due to conflicts with the new bridge construction there will be 860
feet of 6" steel gas line replacement located in the Burleson St.
and US181 intersection.
Rev B•
Complete
$557,788
Breakwater Ave.. at W Causeway Blvd.
Due to conflicts with the new bridge construction there wil 4
feet of 2" steel gas line replacement located i t Caus
Blvd. and Plum St. area.
Bo •
Complete
$202,883
Streets
North Beach Area Road Improvements & autification
Includes pavement restoration ore oulevard, new
wastewater and water lines north She ard, and
cleaning existing stormw- nd wastewa .ipes nd manholes
on Breakwater Avenue and . tal Avenue.
Bond 2012
Streets
Storm Water
Wastewater
Water
Substantially
Complete
$801,500
North Beach Breakwater Plaza, th Sh• ne Repair and
Enhancement
Includes new curb and gutter, sidewa ., ADA ramps, markings,
signage, seating, on -street parking enhancements and illumination
improvements to North Shoreline Boulevard. Improvements also
include a paved surface to Breakwater Plaza and cleaning existing
stormwater pipes and manholes on North Shoreline Boulevard.
Bond 2012
Substantially
Complete
$1,623,900
Beach Avenue (E. Causeway Blvd. to Dead End at Gulfbreeze
Blvd.)
Reconstruction of existing 2 -lane roadway with new pavement,
curb & gutter, sidewalks, ADA compliant curb ramps, signage,
pavement markings and illumination. Includes bike mobility
improvements per the adopted MPO bicycle mobility plan and
approved in North Beach Area Plan.
Bond 2018
In planning
phase
$1,000,000
N. Beach Area Primary Access (Beach & Timon/Surfside
Intersection)
Design and construction of a new curved access road from E.
Causeway Blvd. onto Timon Blvd. with a new traffic circle at
intersection of Timon/Surfside and Beach roads. Provides a new
Bond 2018
In planning
phase
$1,250,000
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
route for the single access road into North Beach from the new
Harbor Bridge. Traffic circle connects Timon/Surfside and Beach
and converts Beach Avenue to one-way from Surfside to E.
Causeway Blvd. New Traffic circle also allows development of new
gateway feature for the entry into North Beach approved in the
North Beach Area Plan.
N. Beach Gulfspray Ave. Pedestrian/Bike Access (Beach Access to
E. Causeway Blvd.)
Pedestrian and bicycle infrastructure improvements to create a
new train for improved access from Harbor Bridge and the beach
approved in the North Beach Area Plan.
Bond 2018
In planning
phase
$300,000
N. Beach Coastal Protection (Breakwater Barrier)
Preliminary engineering and permitting with USACE, GLO, Port of
Corpus Christi and other agencies for the design and construction
of new breakwater barriers to mitigate beach erosion and coastal
flooding as approved in the North Beach Area Plan.
Bond 2018
In planning
phase
$250,000
Water
US 181 -Beach Ave to Elm St
Due to conflicts with the new bridge construction there will be
3000 feet of 12" waterline replacement, 600 feet of 16" waterline
replacement and 800 feet of 6" waterline replacement to maintain
water quality. The work is concentrated on the east side of US181
between Reef Ave. and Burleson St.
Rev Bon
90%
complete by
OT
$3,715,322
Breakwater- W. Causeway Blvd
Due to conflicts with the new bridge construction there 500
feet of 12" waterline replacement to maintain water qua
work is located on Breakwater Ave. between Avenue F an.
Causeway Blvd.
and
90%
complete by
TxDOT
$1,021,191
Wastewater
Due to conflicts with the new bridge con tion th will be 1 feet of 4" wastewater force main replacement and
abandonment of a total of 1000 feet o d 8" - in. This work is located west side of the existing US181
between Burleson St. and Avenue F.
US 181 at Plum St.
Rev Bond
90%
complete by
TxDOT
$201,649
US 181 at E Walnut St
Rev Bond
90%
complete by
TxDOT
$446,815
Burleson St from US 181 SBFR to Sea I
Rev Bond
90%
complete by
TxDOT
$411,941
Parks and Recreation
North Beach Historic Plaza
Placement and installation of a series of historical panels in North
Beach plaza currently being constructed as part of Bond 2012.
Hotel
Occupancy Tax
Dec 2019
$100,000
Total
$11,882,989
Relocation §311.011(b)(4)
No relocation of existing residents is anticipated to be required as a result of the Zone's projects.
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
REINVESTMENT ZONE FINANCING PLAN
Estimated Project Cost Description §311.011(c)(1) and Kind, Number,
and Location of TIRZ Improvements §311.011(c)(2)
The Zone is anticipated to engage in projects that will support the types of development and economic
activity projected in the DAPD Residential Market Analysis (Appendix A) as well as contribute to the image
and attractiveness of North Beach Corpus Christi on a local, regional, and national level. In addition, the
Zone will pay the costs of Zone creation and ongoing administration.
The following project cost estimates are derived from similar types of projects and should not be construed
as definitive costs for the listed projects.
PUBLIC IMPROVEMENTS, FACILITIES, AND INFRASTRUCTURE (n- isted in priority order)
1. Wayfinding Infrastructure — $3,000,000
The Zone may participate in proposed construction of a ga ay - re with wayfinding throughout
North Beach. It may also build multi -use paths to major rists desti . ns.
2. Park Improvements — $4,000,000
The Zone may contribute to enhancements to Dolphin , Surfside Park, and Kiwanis and construct
a North Beach birding park (Eco Park).
3. Demolition of Blighted Structures — $2,000,000
Many older vacant or underutiliz .. ngs in the Zone are not economically feasible to reuse
because they contain enviro tally desira, or unsafe elements that present a public safety
hazard. The Zone may provid- ist- -rty owners and developers who must remediate or
demolish such structure '- • de :evelop or redevelop.
4. Public Safety — $2,500,000
With the purpose o easings. ty and security within the Zone, the Zone will provide support for
security cameras and a iate' .sts.
5. North Beach Public Spaces Beautification & Revitalization Programs & Services - $1,735,556
The Zone may contribute five percent of the total incremental ad valorem taxes collected per year in
the Zone to beautification projects including the creation of or enhancements to common areas,
roadway & median streetscapes, pedestrian landscapes, beach beautification, public fountains,
wayfinding signage, lighting, public facilities and any services relating to such program.
In addition, any City funding currently and annually appropriated to maintain North Beach, could be
used by the Zone for this intended use pending a full and thorough evaluation via a Request for
Proposal process.
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
6. North Beach Parking Structure Initiative— $10,000,000
With the purpose of increasing density and maximizing land availability on North Beach, the Zone will
provide support for parking structure(s) in key location(s) where parking is undersupplied or
inadequately distributed.
In order to encourage the building of public access off street and concealed parking infrastructure
ahead of the economic growth generated by New Developments, the Zone will establish a grant that
will provide up to a $25,000 per built parking space reimbursement for any New Developments
containing a concealed or enclosed parking structure comprising at least 20 parking spaces, with at
least 22% of such spaces, on property, accessible to the public. The maximum value of this grant will
be $10,000,000. Each applicant will have preference to receive reimbursement equal to ninety-five
(95) percent of the cumulative, incremental ad valorem taxes generated by all new projects on North
Beach at least 75% commonly owned by applicant(s) and served by the parking structure.
Reimbursements will be paid to recipients annually until the total incentive amount is met or up to the
end date of the tax increment collection.
7. Project Specific Development Agreement- pending availab
In situations where higher development costs create a f.
to property owners or developers through a Develop
tax increment on new developments. The total rei
the total project cost. A pro -forma is required to quail
for 10 years if a development is 5,000 sq. ft • eating 2
exists, staff will undertake additional third -p
95% of the qualifying tax increment, based on
this Program include:
ncing ga• RZ #4 can provide assistance
Agreement eimbursement of net new
by the TIRZ #4 will not exceed 20% of
to 75% reimbursement of the new taxes
ore new residential units. If further gap
y any additional reimbursement up to
rinciple. The qualifying cost elements for
•
•
•
•
•
Environmental Rem
Historic Preservation
Structured Par
Urban Desi
Public Im
ce
vailability for public parking
8. North Beach Property I v- - nt Program — $4,000,000
This grant will support ancourage private investment in the existing structures and facilities
already built on North Beach. The Zone will match approved property improvements funded by the
property owners. The Zone will consider a match of 50/50 (Property Owner / Zone), depending upon
the extent to which the scope of the project meets the priorities of the Zone. The maximum amount
of Grants to be paid to property owners under this program will be $200,000 annually.
9. North Beach Living Initiative— $4,000,000
In order to stimulate the development of North Beach and quickly build residential density in the area,
the Zone will establish a grant that will provide a $10,000 per unit reimbursement for multi -family
developments of over 10 units.
Any applicant awarded a grant must obtain a Building Permit for the entirety of such project(s) within
six (6) months of award of such grant. If a Building Permit is not obtained within the six-month time
period, then the grant will be forfeited.
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
10. Residential Streets -
$797,431
In November 2016, the voters approved a Charter Revision to Article VIII. Taxation and Bonds, Section
1. Taxation of the City's Charter which authorized the City Council to levy, assess and collect a property
tax not to exceed six cents per $100 valuation for residential street reconstruction to be gradually
implemented at a rate not to exceed two cents per $100 valuation per year (ie. 2+2+2 = 6 cents). The
City Council exercised that authority in FY 2018 and in FY 2019. The additional four cents must be used
for residential streets as approved by the residents of Corpus Christi on November 8, 2016.
City Charter Art. VIII, Sec. 1(c):
(c) A dedicated fund to be used solely for residential street reconstruction is established, and the
city council is authorized each year to levy, assess and collect a property tax not to exceed six cents
($0.06) per one hundred dollars ($100.00) of assessed value he purpose of residential street
reconstruction to be deposited in such fund. Said taxes sbe used solely for the purpose of
residential street reconstruction, including associated a ' teal, engineering and utility costs,
and shall be implemented gradually at a rate not t' xceed t nts ($0.02) per one hundred
dollars ($100.00) of assessed value per year. the purposes this provision, the term
"reconstruction" is defined as removing all or • •nificr portion of the pavement material and
replacing it with new or recycled materials. The .. ed fund established by this subsection (c)
may not be used for payment of debt s
ADMINISTRATIVE COSTS
11. Creation —� $250,000
The Zone may reimburse the Ci pense -fated to the costs of creating the Zone.
12. Administration — $2,000,000
Zone funds may p. r the City' .sts of ongoing administration of the Zone, including but not
limited to accounting, ' .I cervi' ., document production and maintenance, and other
administrative costs. Th- . . are estimated at $100,000 per year for the 20 -year life of the Zone.
The Project Costs are estimated as follows:
Public improvements, facilities, and infrastructure $32,282,987
Administrative costs $2,000,000
TOTAL $ 34,282,987
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Economic Feasibility Study §311.011(c)(3)
Several market and economic feasibility studies for the Zone have been completed. The MJB Consulting
"Retail Market Analysis and Strategy" and the Zimmerman/Volk Associates "Office, Retail, and Hotel
Market Assessment" are provided under separate cover. In addition, a feasibility analysis by Landmark
Renewal was completed in August 2019, which is also included in Appendix A to this Plan.
Estimate of Bonded Indebtedness §311.011(c)(4)
It is not initially anticipated that the Zone will issue bonded debt; instead the Zone's projects will be funded
on a pay-as-you-go basis or utilize other financing methods. However, if the annual Zone revenue and
available non -bonded debt financing are insufficient to address the needs of the Zone, the Zone may issue
bonded debt commensurate with the specific project costs under consideration and anticipated annual
Zone revenues to support debt service payments.
Timing of Incurring Costs or Monetary Ob ':.tio 11.011(c)(5)
Costs will be incurred over the life of the Zone based on
activities and projects, opportunities for implementati
go project expenditure approach or a bonded debt issua
oard of Dire
' identification of priority
ble revenues to sustain a pay -as -you -
Method of Financing and Sources - e §311.011(c)(6)
Methods of financing. The Zone wil
could utilize the following method
pay-as-you-go approach to financing projects that
• Cash funds generated from exis T .per e increment,
• Short term anticipati
property tax incre
debt issuance, and
ebt issued by private financial institutions based on projected
aterom taxable development under construction at the time of
• Developer cash reimbu ' - agreements where the revenues from the Zone's property tax
increment compensate a de, oper for fronting eligible expenditures in a specific taxable project after
the project is completed.
If future Zone revenues to support debt service payments are anticipated, the Zone may also issue bonded
debt, the term of which will not extend past the expected life of the Zone.
Sources of revenue. The primary source of revenue for the Zone will be funds from the contributed
property tax collections of the City of Corpus Christi and Nueces County on the taxable property value
increment within the Zone. It is currently projected that the County will agree to participate in funding
the Zone with 100% of the incremental property taxes collected over the life of the Zone and that the City
will participate in the funding of the Zone based on the table below. If the City reaches or exceeds $25
million, then the City shall cease contributions to the increment.
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
TABLE- TIRZ Contributions
Taxing Entity
Maximum Dollar Contribution
Increment Percentage
Tax Year(s)
City of Corpus Christi
$20,000,000
100%
2019 through 2028
75%
2029 through 2038
Nueces County
None
100%
2019 through 2038
The assessed value base year for the City of Corpus Christi is 2019; the base year for Nueces County is also
projected to be 2019. Based upon 2018 tax rates for each jurisdiction, the projection of incremental
property tax revenue contributed to the Zone is as follows:
Certified Appraised Values
Base value is from 2019 (January 1, 2019) taxable appraised value,
current development projections.
es in future years are based on
Net Taxable Values from ted Roll 2019
(*with esti ted devpnent)
Year
3%
Tar
Tax Increment
Total
Fiscal Year
Tax Year
Values
y
Total
City Scaled
County
County 100%
City Scaled
FY 20
2019
60, 689, 500
392
581, 316
FY21
2020
62,510,185
+ ,•81
4,774
598,755
11,766
5,673
17,439
FY 22
2021
64,385
100
200,617
616,718
23,886
11,516
35,402
FY23
2022*
140 ,055
90., •
437,211
1,344,030
514,604
248,110
762,714
FY 24
2023
144, • 567
:34,023
450,327
1,384,351
541,809
261,226
803,035
FY 25
2024*
187,3.- 4
10,856
583,799
1,794,654
818,641
394,697
1,213,339
FY 26
2025
200,708,2
1,297,105
625,383
1,922,488
904,891
436,282
1,341,172
FY 27
2026
214,686,232
1,387,440
668,937
2,056,376
995,225
479,835
1,475,061
FY 28
2027
229,322,271
1,482,027
714,541
2,196,568
1,089,813
525,439
1,615,252
FY 29
2028
244,643,256
1,581,041
762,279
2,343,320
1,188,827
573,178
1,762,005
FY 30
2029
260,677,109
1,684,662
812,239
2,496,901
969,336
623,137
1,592,473
FY 31
2030
277,452,814
1,793,078
864,510
2,657,587
1,050,647
675,408
1,726,056
FY 32
2031
295,000,453
1,906,482
919,186
2,825,668
1,135,701
730,085
1,865,785
FY 33
2032
313,351,242
2,025,076
976,365
3,001,441
1,224,646
787,264
2,011,910
FY 34
2033
332, 537, 578
2,149, 071
1,036,147
3,185, 218
1,317,642
847,046
2,164, 688
FY 35
2034
352,593,078
2,278,682
1,098,638
3,377,320
1,414,851
909,537
2,324,387
FY 36
2035
373,552,625
2,414,136
1,163,945
3,578,081
1,516,441
974,844
2,491,285
FY 37
2036
395,452,410
2,555,667
1,232,182
3,787,849
1,622,589
1,043,081
2,665,670
FY 38
2037
418,329,985
2,703,516
1,303,466
4,006,982
1,733,476
1,114,365
2,847,841
FY 39
2038
442,224,308
2,857,936
1,377,918
4,235,854
1,849,292
1,188,817
3,038,108
TOTALS
32, 379, 912
15, 611, 564
47, 991, 477
19, 924, 084
11, 829, 540
31, 753, 624
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
According to these projections, 63% of the tax increment revenues will come from the City of Corpus Christi
and 37% will come from Nueces County. Revenue estimates will be monitored and adjusted annually.
The 2019 tax rate applicable to the reinvestment zone is $0.957852 (or approximately $0.96) per $100 of
assessed valuation, broken down as follows:
City of Corpus Christi
Nueces County
Total
0.646264
0.311588
0.957852
Applying the 2019 tax rate of $0.957852 per $100 assessed valuation to the 2019 total certified roll taxable
value of properties within the zone, property taxes of $581,316 are generated. This amount produced from
the tax increment base (or the "frozen base") will continue to be allocated and paid to the taxing entities
levying taxes in the zone area, based on their respective tax rates.
Zone property tax contributions from the participating tax jurisdictio ould be supplemented with other
sources of revenue as available. These could include but are not ' to:
• Grants from other local, state, and federal agencies;
• Grants from private entities such as foundations; an
• Joint implementation and funding agreements wit
civic associations for specific projects.
Current Appraised Value §3
According to the Nueces County App
as of July 26, 2019 is $64,724,132
Due to differences in policies rega
among the two jurisdictio
taxable value for the Z
for Nueces County.
is agencies or private entities such as
2019 certified roll total assessed value for the Zone
xemptiand tax abatements, the net taxable values differ
e Nueces County Appraisal District, the 2019 certified roll net
s $60,689,500 for the City of Corpus Christi and $59,657,026
Estimated Captured A • praised Value §311.011(c)(8)
The table above provides the projected schedule of taxable value increment captured by the Zone over its
proposed 20 -year duration. There is a column shown for each entity. Captured value projections assume
a 3.0% annual value appreciation rate for existing development.
In year 2022, the development currently underway on North Beach, LaVista Pointe Apartments, will be
complete with an estimated future property value increase of $24 million. Additionally, there are other
developments planned throughout the zone with a combined projected increase in value of $105 million.
Based on calculations in the TIRZ # 4 Feasibility Analysis, beginning in 2024 and continuing throughout the
remaining life of the Zone, 22 apartment units valued at $150,000 each and 12 condominium or townhome
units valued at $300,000 each, are projected to be added to the tax rolls each year. The per unit amounts
are adjusted for inflation at 3% per year.
The tax increment is the amount of property taxes produced yearly during the term of the reinvestment
zone on the captured appraised value. This value is the appraised value of taxable real property within
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
the reinvestment zone which exceeds the tax increment base. The table above shows estimated TIRZ
revenues over the 20 life of the zone to be as follows:
City of Corpus Christi: $19,924,084
Nueces County: $12,351,108
Total $31,753,624
Duration of the Zone §311.011(c)(9)
The proposed duration of the Zone is twenty years from the time of its creation. Assuming creation in
2019, the Zone would expire after 2038.
City Council may, by ordinance, extend the length of the TIRZ to allow additional time to expend funds.
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Appendices
Appendix A — Economic Feasibility Study §311.011(c)(3)
Feasibility Analysis
Tax Increment Reinvestment Zone # 4
North Beach Are
City of Corpus C exas
ug 019
cs
Jim Johnson, PhD
Landmark Renewal
Appendix A — Economic Feasibility Analysis
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
I. Introduction
The North Beach area of Corpus Christi, Texas, already a leading tourist destination with 800,000 visitors
annually, is primed for accelerated redevelopment upon completion of the new Harbor Bridge and
demolition of the old bridge. A number of planning processes have focused on the area, producing a
wealth of reports including:
• North Beach Development Plan (November 2011) - NBDP
• Zimmerman Volk Associates: Residential Market Potential (October 2014) - ZVA
• North Beach Redevelopment Area Specific Plan (February 2018) - NBRA
• Downtown Area Development Plan, Corpus Christi (March 201: - DADP
In addition, the Market and Economic Feasibility Study Update 1' 2 (July 2019), contains a
detailed residential, retail and hotel development analysis of,►e Corpus 'sti metropolitan statistical
area (MSA) applicable in part to North Beach.
The feasibility of a tax increment reinvestment
stimulated by TIRZ improvements will cover the
jurisdictions better off at termination of the TIRZ
development would occur regardless
improvements that can spur addi
ds on whether tax increment
ovements, leaving local tax
y . • d be without a TIRZ. While some new
zone provides a revenue source for public
ive development than would otherwise occur.
The year in which a TIR
tax revenues pledged
contribute up to 100% o
es its base year, with each succeeding year's incremental
ed by the zone's board of directors. Local taxing jurisdictions may
ment. TIRZ revenues depend on:
• Overall changes in property valuations;
• Timing and value of new development; and
• Loss of value from demolition of existing improvements.
Once the zone has sufficient revenue, infrastructure improvements should coincide with and enable
associated private investment (DADP, p. 26). This analysis assumes that TIRZ spending will be based on
articulated stakeholder and planning priorities, such as the February 2018 North Beach Redevelopment
Initiative Near -Term Projects and Mid- and Long -Term Projects lists.
Appendix A- Economic Feasibility Analysis
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
II. TIRZ Revenue Projection
City of Corpus Christi is expected to participate at 100% for the first ten years and at 75% for the last ten
years. Nueces County is expected to participate with 100% of tax increment for the full length of the
TIRZ.
Base year taxable values vary slightly between jurisdictions, primarily due to differing property tax
exemptions offered. Exemptions on owner -occupied residential property include homestead and the
over -65 tax freeze. For purposes of these projections, we assume the effect of these exemptions will be
small since most existing and new development will be commercial, including multifamily, that is
ineligible for these residential exemptions. The aggregate value of sing) family residential property tax
exemptions changes slowly over time. We assume no effect from c ercial property tax abatements
that could be offered by participating jurisdictions.
The following projections of TIRZ revenue are based o
• 3% annual growth in taxable property v
• Completion of a $24 million apartment c• • - Pointe, in 2022
• New residential development ' Bea, quivalent to 22 new apartment units and 12 new
condominium or townhom its p: ear b inning in 2024
g assumptions:
Prudence requires a conser •ias -venue assumptions so that TIRZ spending can be reasonably
planned. There is no as ption . .de. able value from retail/commercial or
hotel/hospitality/tour related ne 'eve opment, despite a reasonable possibility of such
investments.
According to ZVA (p. 42), the residential "market is constrained in North Beach due to the additional cost
of development incurred by flooding issues." In the five years since the ZVA report, no multifamily
residential development has been completed. The TIRZ revenue forecast assumes that a flooding
mitigation solution, such as the proposed canal (NBRI Alternative 2), is devised and implemented by the
City of Corpus Christi within the next five years. While drainage improvements are unlikely to erase the
additional costs of development in North Beach, it should substantially ease that market constraint,
making the ZVA residential projections for North Beach realizable in the future.
LaVista Pointe, a 150 -unit apartment complex, is planned for completion around 2022. ZVA projects
North Beach annual residential absorption over a 10 -year period of 44-53 apartment units and 26-31
condominium and townhome units. Taking a middle point of those projections, or 48 apartment units
Appendix A- Economic Feasibility Analysis
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
and 28 condo/townhome units, times 10 years, and subtracting the 150 completed apartment units,
results in a projection of 330 additional apartment units and 280 new condo/townhome units after 2024.
This analysis assumes that tax revenue from these units is, conservatively, spread over a 15 -year period
beginning in 2024, after LaVista Pointe has likely reached stabilized occupancy. Apartments are
estimated at $150,000 per unit and condos and townhomes at $350,000 at the beginning of the 15 -year
period, with 3% inflation for new construction in each succeeding year. The 2024 per unit values
discounted back to 2019 values at 3% per year equal about $129,000 per apartment unit and $300,000
per condo/townhome unit.
While the TIRZ revenue forecast involves no additional retail or hotel
should make high intensity tourism -oriented development appealin
TIRZ infrastructure, a canal or other drainage solution, and right
the Harbor Bridge ramps, together should enable the transfor• ive
development and structured parking near existing tourist . ctions
(DADP, p. 87). "Opportunities here could include hotel er t• is
serving the beach and other visitor destinations." (DAD',
III. TIRZ Projects, Costs and Timing
The proposed TIRZ project list is
input. Project costs are estimes
construed as definitive c
in categories of spend'
change conceptually an
d- elopment, TIRZ infrastructure
the private sector. In particular,
opened up by demolition of old
p• tial of high-density mixed-use
and . iated parking needs
m -relate• uses, and surface parking
ing documents listed above and stakeholder
from simi ar types of projects, and therefore should not be
ojects. The TIRZ Project Plan should contain cost estimates
r spific projects, which over the 20 -year life of the zone may
pe and extent.
Among recommendations of the DADP are the following:
• Restore street connections where old Harbor Bridge is removed, and provide "convenient,
attractive access at Beach Ave. connecting to Surfside and Timon Blvd." (p. 32)
• Build a "new multi -use path extending along Beach Ave. to the Beachwalk, and along Timon and
Surfside Blvd. to the Texas State Aquarium ferry dock." (p. 36)
• "Complete North Beach birding park and Timon/Surfside path within 5 years." (p. 36)
• "Create a welcoming Beach Ave. gateway at the new point of entry to North Beach off the
Harbor Bridge." (p. 86)
Appendix A- Economic Feasibility Analysis
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
• "A new 'North Beach Blvd.' should also be created through the redesign of existing Timon and
Surfside Blvd. with street upgrades, a new wide multi-purpose path for pedestrians and
bicyclists...and planting the center median with a rich palette of native, coastal plant species." (p.
86)
The North Beach TIRZ should include the following project categories:
Roads and wayfinding
• Beach Ave. roadway/pedestrian improvements and area beautification
• Construction of Traffic Circle at the intersection of Beach Ave. with Surfside Blvd. and Timon
Blvd. including gateway feature with wayfinding
Parks
• Dolphin Park improvements
• Surfside Park improvements
• Kiwanis Park and Community Center improvemen
Other infrastructure
Demolition of blighted structure
Structured parking
Appendix A- Economic Feasibility Analysis
TIFTIRZ #4 - Preliminary Project Plan and Reinvestment Zone Financing Plan Corpus Christi, Texas
Cumulative revenue is projected as follows:
Year
Revenue
Fiscal Year
Tax Year
Annual
Cumulative
FY 20
2019
FY 21
2020
17,439
17,439
FY 22
2021
35,402
52,842
FY 23
2022
762,714
815,556
FY 24
2023
803,035
1,618,591
FY 25
2024
1,213,339
2,831,929
FY 26
2025
1,341,172
4,173,102
FY 27
2026
1,475,061
5,648,162
FY 28
2027
1,615,252
7,263,415
FY 29
2028
1,762,005
9,025,419
FY 30
2029
1,592,473
10,617,893
FY 31
2030
1,726,056
12,343,949
FY 32
2031
1,865,785
14,209,734
FY 33
2032
2,011,910
16,221,644
FY 34
2033
2,164,688
18,386,
FY 35
2034
2,324,387
20,710,7
FY 36
2035
2,491,285
2 02,00
FY 37
2036
2,665,671
,. 675
FY 38
2037
2,847 • 28,7 - 516
FY39
2038
3,038,1► ,.
's
(<
TIRZ spending could be; .s early as ►22 on modest improvements, but assuming a pay-as-you-go
structure, major infrastru - spen' g would have to wait at least until approximately $2.8 million had
been accumulated in 2024. g structure would have to wait until near the end of the TIRZ
lifetime, unless a private develo.er could be induced to build a garage in a public-private partnership
earlier than that. With the opportunity of vacated ROW from the demolished Harbor Bridge ramps, such
a partnership is feasible, perhaps in conjunction with an on -street meter parking policy as envisioned by
the DADP (p. 28).
Appendix A- Economic Feasibility Analysis
Transportation Plan Proposed
RP Er
Future Land Use
•
RV
North Beach Development Plan
1
Adopt a Specific Implementation
Plan for Dolphin Park
Include several visitor and family
oriented recreational themes
including an ADA Adventure Park
for those with special needs, a
beach theme, and an ecotourism
theme. Each of these themes
should include active and passive
recreational uses.
RV Park and Bait Stand
The RV Park and the Bait
Shop / boat ramp are in
need of redevelopment.
The City should work
with the operators to
encourage improvement
of both properties.
•1
North
't;. -. 1.
Birding
Educational
Trail
Create a birding
educational trail
with information
on birds, plants,
and the "must
see" birding sites
throughout the
region. Pursue
designation as a
State Birding
Center.
1
North Beach Fishing Piers and Lighthouse
The existing and proposed breakwater facilities will
reduce erosion and capture sand for a new beach.
The two breakwater facilities will also create a
protected water area for kayaking, sailing classes,
snorkeling, etc. Each facility should contain an ADA
accessible sidewalk, safety railing and lighting.
Pelican Beach Market Pavilion
Food concession, water craft rental, and beach
weekend market.
Financing and Implementation
Grants, bond programs and innovative public
private partnerships to achieve development of
the park should be aggressively pursued.
Beachside Neighborhood
Cozy walkable residential neighborhood to include single/multi
-family, cottages, townhomes, row houses and bed / breakfast
businesses. Architectural and design incentives to create an
intimate, resort -inspired, tourist/residential community.
Surfside Park Create a
recreational beach theme for
family events such as
weddings and reunions. Add
a modern attractive shelter,
lush landscaping, new
restrooms, and participatory
water feature.
Paradise Landing and
Observation Platform
In the early 20th century a
major feature of North
Beach was Paradise Fishing
Pier. Placing the landing
opposite Surfside Park
creates a dramatic
destination for residents and
visitors. Attractions could
include a ferris wheel,
saltwater pool, educational
signage for bay fishing, and
restaurant.
Water Taxi Dock Opportunity
The Water Taxi dock should be placed as near to
shore as is practical to reduce walk time to the taxi.
FEMA flood elevation requirements to
elevate structures to at least 13 feet
MSL create a need for elevated public
walkways. Elevated walkways to
connect commercial areas with parking
and public plazas at ground level
would provide a wonderful backstop to
Corpus Christi Bay, the USS Lexington
and the Texas State Aquarium.
Harbor Market and
Plaza
Small shops with an
attractive pedestrian
walkway between each
city block. An ideal
location for public
plazas, public art, music
stage and outdoor
seating and eating
areas. A participatory
public water feature to
wash of the beach sand
for beach goers would
complete the area.
Potential Site for
Cruise Ship Dock
- improvements to the
breakwater structure
North Shoreline
Redesign to make more
efficient use of the right-of-
way to allow for wider
sidewalks, landscaping,
outdoor seating and more
on street parking.
Establish plaza areas at
the entrance to the
Aquarium and the
Lexington. Remove
parking from the
Breakwater dead-end
street and create an
attractive entrance to a
seaside walk on the
breakwater structure.
Water Taxi Docking
Connectivity is vital to
both sides of the ship
channel entertainment
and convention center
complex.
Pedestrian
Plazas
Parking
Public walkways of the highest caliber creates its own destination.
High Density Tourist Oriented Development
High density hotel / condominium uses and / or large tourist commercial and retail uses. The ideal
complement to the existing destinations would be a Casino Resort use if allowed by State Law.
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High Impact Tourist Uses / Service Uses
Great location for a casino, major theme park, or some
other high impact tourist oriented use. Also a location for
service commercial uses that benefit the overall destination
theme of the area. Services uses could include off-site
parking facilities, parking garage, bars, restaurants, rental
shops, or other uses.
Potential New Harbor Bridge Location
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25+ Acre Redevelopment Site
This site occupies a strategic
location for potential high impact
tourist oriented uses and is one
of the few properties on North
Beach with significant acreage
under one ownership. High
impact uses could include a
theme park, casino, etc.
1101111001.
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1.
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Resort/Marina/Hotel/Condominium
Protected water area with great views. Other uses
could include docks and boat ramps, boat storage,
fueling for boaters and restaurants.
Timon / 181 Corridor
Incremental development with commercial uses
gradually reducing intensity away from the
highway. However, if a large tract could be
acquired, the area could be the site of a large
master planned development. Potential uses
could be:
• Mixed use commercial and residential
development;
Theme park;
Regional multi -field soccer complex;
High quality RV site for 200 to 400 RV pads to
attract a large visitor community;
Casino development, if permitted by State
Law.
blr
•
•
Per Texas Local Government Code, Chapter § 219.005:
"A comprehensive plan shall not constitute zoning
regulations or establish zoning district boundaries.”
0.25
Miles
r
•
November 2011
RBP
Gal
Beach
Estate Residential—ER
Beachside Residential—BR
Includes B & B*
Med Density Res.—MDR
High Density Res.—HDR
Recreational Vehicle Park - RV
Research/Business Park -RBP
Mixed Use
Hotel, Motel, B & B
(Neighborhood Business & Residential)
Commercial—COM
*Bed & Breakfast
Li
au
General
LEGEND
Light Industrial—LI
Heavy Industrial—HI
Public Semi-Public—PSP
Park
Public Open Space
Drainage Corridor—DC
Dredge Placement—DP
Conservation Preservation—CP
Wetlands
Water
Shoreline
1.
Exhibit C
Pedestrian
Plazas
Parking
Public walkways of the highest caliber creates its own destination.
High Density Tourist Oriented Development
High density hotel / condominium uses and / or large tourist commercial and retail uses. The ideal
complement to the existing destinations would be a Casino Resort use if allowed by State Law.
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A unique_opportunity for birding
trails-antt wetlands_enhancement
Offsite Beach
Parking Overflow
& Staging Area
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9 ui;IL-Esci N
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High Impact Tourist Uses / Service Uses
Great location for a casino, major theme park, or some
other high impact tourist oriented use. Also a location for
service commercial uses that benefit the overall destination
theme of the area. Services uses could include off-site
parking facilities, parking garage, bars, restaurants, rental
shops, or other uses.
Potential New Harbor Bridge Location
I ISP.:
:1
r f • Y�'zh� IJ.R t1
._ aaam-1-11
25+ Acre Redevelopment Site
This site occupies a strategic
location for potential high impact
tourist oriented uses and is one
of the few properties on North
Beach with significant acreage
under one ownership. High
impact uses could include a
theme park, casino, etc.
1101111001.
•
*111;: •
•
.1%
1.
•
Resort/Marina/Hotel/Condominium
Protected water area with great views. Other uses
could include docks and boat ramps, boat storage,
fueling for boaters and restaurants.
Timon / 181 Corridor
Incremental development with commercial uses
gradually reducing intensity away from the
highway. However, if a large tract could be
acquired, the area could be the site of a large
master planned development. Potential uses
could be:
• Mixed use commercial and residential
development;
Theme park;
Regional multi -field soccer complex;
High quality RV site for 200 to 400 RV pads to
attract a large visitor community;
Casino development, if permitted by State
Law.
blr
•
•
Per Texas Local Government Code, Chapter § 219.005:
"A comprehensive plan shall not constitute zoning
regulations or establish zoning district boundaries.”
0.25
Miles
r
•
November 2011
RBP
Gal
Beach
Estate Residential—ER
Beachside Residential—BR
Includes B & B*
Med Density Res.—MDR
High Density Res.—HDR
Recreational Vehicle Park - RV
Research/Business Park -RBP
Mixed Use
Hotel, Motel, B & B
(Neighborhood Business & Residential)
Commercial—COM
*Bed & Breakfast
Li
au
General
LEGEND
Light Industrial—LI
Heavy Industrial—HI
Public Semi-Public—PSP
Park
Public Open Space
Drainage Corridor—DC
Dredge Placement—DP
Conservation Preservation—CP
Wetlands
Water
Shoreline
1.
Exhibit C
NORTH BEACH
DEVELOPMENT PLAN
INTRODUCTION
The North Beach Development Plan is an element of the Comprehensive Plan and a more specific
supplement to the City's adopted Future Land Use Plan. This plan replaces the North Central Area
Development adopted in 1990 and later amended in 1995. The purpose of the Corpus Christi
Development Plan is to provide a vision for City Council decisions concerning rezoning, capital
improvement projects, legislative goals, and funding strategies. The plan is intended to send a clear
message to residents, property owners, potential property owners, the Port of Corpus Christi, the
County and any other agencies with an interest in North Beach regarding the City's high priority for
development of North Beach. The land uses displayed in the plan are adopted as required by the City's
Charter. The inset pictures, text explanations and map annotations on the Future Land Use Plan Map
are provided as examples or concepts of potential development and to assist in communicating a
desirable "Vision" for the future.
STATE ENABLING AUTHORITY
Chapter §219 of the Texas Local Government Code authorizes a municipality to create a
Comprehensive Plan ".... for the purpose of promoting sound development of municipalities and
promoting public health, safety, and welfare." Chapter §219 authorizes a municipality, without limitation,
to address future land, transportation, public facilities or other topics in the Comprehensive Plan.
Before the governing body of a municipality may adopt a Comprehensive Plan, the City Planning
Commission must conduct at least one public hearing, provide comments and a recommendation to
City Council. The City Council must also conduct at least one public hearing for citizen comments
before adopting the plan.
HISTORY
North Beach has had a colorful history from the mid -1800s during the Mexican -American War to
modern day as a key destination for visitors to Corpus Christi. On August 1, 1845, Zachary Taylor set
up camp for 4,000 soldiers, half of the US Army at the time, on North Beach. After the war, North
Beach became a point of departure for Forty-niners headed for the California gold rush. During the
early 1900s North Beach was connected to the downtown by a small street car line. In 1913, the North
Beach Hotel was purchased by the government for use as a convalescent hospital for World War
soldiers. The hospital survived the 1919 hurricane and was later sold in 1927 and once again became
a hotel, this time named "The Breakers". In 1939, the City was
chosen as the site of a new naval air station and many of the
transient workers for constructing the naval base set up camp
on North Beach. From the 1900s through the end of WWII
North Beach had become a thriving tourist destination
complete with Paradise Pier, a roller coaster and a ferris
wheel. However, repeated hurricane impacts, especially the
hurricanes of 1919 and a series of hurricanes from 1961 to
1970 (Carla, 1961; Beulah, 1967 and Celia, 1970) either
destroyed the tourist facilities or put them in a severe state of
decline. In the 1980s the City took action to stem the decline
by establishing North Beach as the site for the Texas State
Aquarium. In 1990, the Texas State Aquarium opened with over 400,000 visitors in its first year. Two
years later the USS Lexington opened with over 350,000 visitors. The Beach, The Aquarium and the
USS Lexington continue to be three of the premier destinations for visitors to the area.
PLAN AREA DESCRIPTION
Approximately 453 acres of land and water bounded on the north by the Corpus Christi City limits/
Nueces Bay, on the east by Corpus Christi Bay, on the south by the north side of Corpus Christi Ship
Channel, and on the west by the Port of Corpus Christi Herbie A. Maurer Material Placement Area and
the existing city limits.
EXISTING CONDITIONS
POPULATION AND HOUSING CHARACTERISTICS
Right-of-way
Vacant
Park
Commercial
Water
Conservation...
High Density... 16
Public Semi-... 11
Medium... 9
Low Density... 8
Mobile Home 4
Light Industrial 0
Existing Land Use
30
26
26
70
111
125
0.00 50.00 100.00 150.00
Acres
Census 2000
Population
Housing
Households
Household Size
Owner Occupied Housing
Median Age
Median Household Income
Households with individuals under 18
Households with individuals 65 years and over
Corpus Christi Beach is located in Census Tract 1
CC Beach
440
392
253
1.74
38.7%
48.1
32,045
9.9
25.3
Corpus Christi
277,454
107,831
98,791
2.75
59.6%
33.2
36,414
41.4
22.3
EXISTING LAND USE
With a total area of 436 acres, the North Beach area is the smallest by far of all of the City's planning
areas. The amount of right-of-way at 29% of all the land is not so much different then most fully
developed areas where right-of-way is usually about 25% of the total. Still, the amount of right-of-
way, suggests that the City should be receptive to requests for right-of-way closure on a case by case
basis, especially where a closure may allow for economic or park development and where there is not
a significant impact on beach access. Closure of any of the roadways the direct traffic to the City's on
beach parking should be construed as having a significant impact on beach access.
Very little industrial uses such as warehousing and manufacturing exist on North Beach and wherever
possible industrial uses should be discouraged or prohibited. The City's Zoning Ordinance defines out-
door amusements as industrial uses but such uses should not be prohibited from North Beach and,
except for the City's Zoning Ordinance, are generally not considered "industrial uses".
ZONING
The North Beach Area zoning is primarily intended to promote tourist oriented development with some
permanent residential uses. The zoning districts in the area include:
CG -2 General Commercial District;
CR -1 Resort Commercial District;
CR -2 Resort Commercial District;
CR -3 Resort Commercial District;
RM -AT Multifamily AT; and
CN -1 Neighborhood Commercial District.
The vast majority of property on North Beach is zoned a CR -1, CR -3, or RM -AT District. Several of
these districts have a tourist or visitor orientation with higher amenities and higher density then most
districts used throughout the city. In general, the Resort Commercial Districts are used in the area
south of Burleson Avenue. The Resort Commercial Districts allows a wide range of tourist oriented
uses with a required 20 foot landscape strip along street frontages. The Resort Commercial Districts
provide a selection of tourist retail oriented uses and a provision for providing parking off-site within
2,000 feet of the use. Given the limited space available near the Aquarium, the intent is to allow
parking to be provided off-site to assure the highest possible retail space density and to prevent the
area from turning into a parking lot.
As an aid to redevelopment and to promote pedestrian oriented development, the Resort Commercial
District allowance for parking to be placed within 2,000 feet should be considered for other areas near
the beach located east of Surfside Boulevard. In addition, consideration should be given to creation of
an architectural overlay district to promote the beach / waterfront theme in the area.
PLATTING
The City Charter requires a property be platted before a building permit can be issued and essentially
the entire North Beach area is platted. The entire area was part of the Brooklyn Subdivision recorded
in Nueces County Court House on November 8, 1890. The plat contained two piers, including
"Paradise Pier", Mirimar Hotel site (the Aquarium site) and a proposed County Fair Grounds between
Causeway Boulevard and Surfside Boulevard and south of Surfside Park. A number of replats have
occurred since the initial Brooklyn Subdivision, such as the Texas State Aquarium Subdivision,
recorded on April 15, 1988 and the North Beach Park Subdivision (22.361 acres of city land at the
north end of North Beach), recorded February 18, 1988.
The only areas not platted are those lands on both sides of Rincon Channels A and B. There are also
some properties that have replatted only a portion of an original lot, thereby leaving a remainder
portion that is not now part of a whole platted lot.
BUILDING
There are three FEMA Velocity Zone designations on North Beach which have had and will continue to
have a dramatic effect on the nature of construction in the area. The Velocity Zone requires to have a
finished floor elevation of 15, 13 or 12 feet depending on the North Beach location. These
designations require that the first habitable floor of any structure be protected by building up, which
results in single family stilt structures and commercial structures with parking located underneath the
structure.
BEACH MANAGEMENT
North Beach is approximately one -mile long with a sandy area of about 30 acres making it the area's
single most important asset. The entire beach is open to the public with nine access points with public
parking. Several of the access points have restrooms, outdoor showers and covered picnicking areas.
Motorized vehicles are not allowed on the beach and a 10 foot wide concrete promenade runs the
entire length of the beach from the Texas State Aquarium to the terminal groin structure at the north
end of the beach. North Beach has smaller waves and very little undertow which minimizes hazards to
swimmers, especially children.
The one major concern with the beach is erosion. Since General Zachary camped on the beach in the
1840s, "the beach" has been known to be an eroding
beach. It has been estimated that the beach, in the
1800s extended beyond where the USS Lexington is
located. Currently the city has a shoreline monitoring
program to monitor erosion as periodic beach re -
nourishment will be needed. The terminal groin,
constructed in the 1970s as part of a major beach
renourishment project by the City and the State, does
successfully trap some of the sand for redistribution. The
last beach redistribution of sand / beach re -nourishment
occurred in the early 2000s.
DEVELOPMENT ISSUES
• Lack of multiple destinations
• Lack of a large permanent residential community - A
small vocal residential population does exist but a larger permanent residential population would
support a greater range of commercial businesses and add vitality to the area during the workweek
and off-season time periods.
• Lack of a detailed City Master Site Plan for Surfside and Dolphin Parks
• Lack of agreement between the City and the Port of Corpus Christi—An agreement is needed to
assure the land in the industrial district next to Rincon Channel A is developed in a manner
compatible with the vision for North Beach. Heavy industrial uses and the associated noise, light,
dust, and visual effects could have a negative impact on the area
• Beach renourishment—A plan is needed for continued maintenance and restoration.
• A continuous Police presence on North Beach is beneficial and essential to continued
investment in the area.
• Quality of life crimes such as littering and graffiti are on going problems on Corpus Beach.
• Flooding of streets and park areas after heavy rains
• Dead-end water lines - Where elimination of dead-end water lines is not feasible, consideration
should be given to flushing the lines by using the water for irrigation or potentially a water feature on
the beach or at on the parks.
• Lack of water / wastewater infrastructure to
support proposed development
• Protection of public visual access to the
bay along streets accessing public parking
areas
• Excess street right-of-way
• Eroding city land north of the terminal groin
• Protection and enhancement of existing
wetlands at the north end of North Beach.
• Fragmented land ownership — Poses a
challenge to redevelopment and
destination projects. There are only three
sites either on North Beach or immediately
abutting the area which contain 20 or more
acres of contiguously owned property by
a single entity.
Ark
Copyright: Texas State Aquarium
DEVELOPMENT GOALS
• Create a uniquely attractive atmosphere for small and large scale visitor destination attractions
• Promote birding, ecotourism and ADA accessibility
• Design public spaces to create destinations with uniquely attractive public facilities. Target the
southern half of North Beach as a location for "high impact" destinations with the north half of North
Beach as a destination for "low impact" destinations. High impact destinations may have visual and
noise impacts, such as a Ferris wheels, roller coaster, etc.. .
• Generate community pride by creating public destinations available to the citizens of Corpus Christi.
• Create a detailed master plan for Surfside and Dolphin Parks. These two potential assets could be
the catalyst for renewed growth on North Beach.
• City commitment to maintaining the North Beach to the highest standard of cleanliness for public
beaches.
• City commitment to target the area for redevelopment.
PLAN POLICIES
ENVIRONMENTAL
Policy Statement 1: Prepare for beach renourishment. For the last 200 years, North Beach has
and will continue to be an eroding beach area. The City should anticipate the future need for beach
renourishment, either by gradual erosion or following a storm surge. In order to prepare for North
Beach renourishment, annual beach
erosion monitoring should take place.
Additionally, a beach fund should be
created to match state or federal
grants.
LAND USE AND ECONOMIC
DEVELOPMENT
Policy Statement 2: Promote and
develop a host of community and
tourist destinations for North
Beach. Currently, North Beach has
three major destinations including the
beach, the Texas State Aquarium and
the USS Lexington. Three
destinations are not adequate for
tourism and economic development. Proposed destinations could include:
• Water features
• Public plazas
• Exhibitions of public art
• Development:
New Pier
"Birding Base Camp" Pavilion/Tourist Information Center
Casino Style Gambling
Soccer Tournament Center
Grand Beach Pavilion
Beachwalk Expansion
Upscale City Recreational Vehicle Park
Each of these can be found on the proposed plan map.
Policy Statement 3: Develop a master site plans for Dolphin and Surfside Parks consistent with
the recommendations of this Area Plan. A birding/ecotourism theme should be a primary theme for
Dolphin Park, while Surfside Park should be themed for beach -bound social events and water sport
theme activities. A secondary theme for both parks could be Americans with Disabilities Act (ADA)
compliant destinations.
Policy Statement 4: The City should pursue State designation as a "Texas State Birding and
Ecotourism Center." The State designation should be for the City park at the north end of the beach.
The City should then consider development of a headquarters for ecotourism activities, especially
birding.
Policy Statement 5: The City should rezone the North Beach area consistent with the plan,
remove barriers to development and to create a tourist oriented theme. The zoning district or
overlay should require new development to follow common coastal architectural themes and remove
barriers to development. Residential and commercial requirements should include architectural
features such as the inclusion of at least one coastal architectural element. These elements could
include balconies, cupolas, or widow's walks, etc. Commercial requirements should provide incentives
for creation of plazas, outdoor seating areas, fountains, public art, shade structures or other features
that build on the coastal design theme. Pedestrian oriented uses should be emphasized. Parking
requirements should be altered to encourage development of buildings / destinations on beachfront
property.
TRANSPORTATION
Policy Statement 6: TRANSIT: The City and Regional Transit Authority (RTA) should provide a
seamless transit system between the north and south sides of the ship channel. Fundamental
objectives are to provide transit services between the American Bank Center and North Beach to the
citizens of Corpus Christi and visitors to the community. The RTA should provide the operational
infrastructure for transit while the City or its public and private partners should encourage transit
development by allowing development of RTA funded infrastructure were city land is available.
Enhanced transit services should consist of high quality boarding and drop off facilities and include a
combination of land and water transit choices.
Policy Statement 7: The City should consider alternative street designs for the North Beach
area. In coastal locations, standard curb and gutter designs for public streets may not be
feasible due to drainage and high water table issues. However, ADA compliant sidewalks on all
public streets on North Beach should continue to be one of the City's highest priorities.
Copyright: Texas State Aquarium
INFRASTRUCTURE / PUBLIC SERVICES
Policy Statement 8: RECREATION:
Establish the highest possible standard
of public beach maintenance. North
Beach is a destination for visitors to the
community. Therefore, maintenance
services should be held to a higher standard
than maintenance services for other areas of
the City. In this area, Parks and Recreation
services have the potential to add to
"economic development." Until the City can
afford to implement a higher standard of
maintenance, volunteer support in the form
of park clean-ups should be integral or even
an essential aspect of providing the service.
Enhanced clean-up should be conducted
prior to, during and following peak tourist
holidays and vacation season.
Policy Statement 9: PUBLIC EDUCATION:
Initiate a public education program
focusing on community pride including the elimination of quality of life crimes such as littering
and graffiti. A "Crime Stoppers" style program should be implemented encouraging citizens to report
littering violations. The installation of video cameras should also be considered as a littering determent
method and public signage should indicate the penalties for littering. The City should continue to
aggressively prosecute these crimes.
Policy Statement 10: POLICE / SECURITY: Continue the neighborhood patrol program for North
Beach. Police service in the North Beach area is integral to the economic success of the area.
Without enhances police protection services, destinations in any community cannot thrive.
Coordination between the Police, private security and the City's Parks and Recreation Department on
litter control and enforcement of vagrancy laws is critical to the success of the North Beach destination.
Policy Statement 11: STORM DRAINAGE: Develop a specific Drainage Master Plan for North
Beach. Evaluation of the existing system is needed to identify problem areas for drainage and
recommendations for solutions. However, the only practical solutions may be to reduce or mitigate
drainage problems
FINANCING
Policy Statement 12: BOND PROGRAMS: Obtain bond project monies for the North Beach area.
The City is currently on a four year bond program cycle and scheduled for bond programs in 2012,
2016, and 2020. The North Beach Association, the Texas State Aquarium and the USS Lexington
should present a united front to obtain these monies.
Policy Statement 13: The City should create a Tax Increment Reinvestment Zone (TIRZ). After
commitment from a major development, ranging from $25 to $50 million, the TIRD should be created.
The revenues should be used for funding public improvements.
Policy Statement 14: The City should consider creating a Public Improvement District (PID) or a
Municipal Management District (MMD). A PID or MMD should be formed for upgrading substandard
or non-existent public improvements. A Districts provide a city with an avenue to pay for public
improvements. If 50% of the property owners serviced agree to an increase in city property taxes, the
revenues can pay for public improvements. While the increase in taxes is not usually popular, typically
the property owner pays only a portion of the total cost of the project with the city covering the
remaining portion of the project.
Policy Statement 15: The City should aggressively pursue grant funding for North Beach
projects.
NORTH BEACH DEVELOPMENT PLAN
Existing Land Use
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Plan Project Priorities
1) Develop Paradise Landing and Observation Platform. Paradise Pier was once a major attraction
on North Beach and a new landing and observation platform would provide an enhancement to
existing beach activities and a potential new destination.
2) Reduce street flooding by cleaning out clogged underground drainage lines. Determine what
additional drainage improvements are needed.
3) Improve streets with sidewalks next to existing high density residential developments, next to
Surfside Park and to beach access parking lots. Eliminate dead-end water lines serving existing
high density residential development.
4) Adopt a specific implementation site plan for Surfside Park and Dolphin Parks. Consider
participatory water features, pavilions and public art as potential destinations.
5) Replace the public bathrooms at Surfside and Dolphin Parks in a location consistent with a
specific park master plan.
6) Develop a public pedestrian plaza at
the entrance to the Breakwater Structure
between the Lexington and the
Aquarium, enhance the Breakwater
Structure with safety railing, lighting and
a wider sidewalk and widen sidewalks
and add on street parking on North
Shoreline Boulevard between Pearl
Street and Coastal Avenue.
7) Develop an ADA accessible sidewalk
with lighting and a fishing platform on top
of the Terminal Groin next to Dolphin
Park.
8) Construct a new groin at the north
end of North Beach to reduce erosion,
capture sand and to create a new beach
with a protected water sports area.
9) Create a regional Birding and
Ecotourism headquarters at Dolphin
Park.
A. Enhance the three major wetlands
at Dolphin Park
B. Create trails and looks outs for
birding
C. Seek designation as the Texas
State Birding Center
10) Create large, attractive shelter areas at Dolphin and Surfside Parks.
11) Encourage private mobile vendors for beach necessities, food, surfboard rentals, etc. along the
beach walk and in Dolphin Park.
12) Pursue state law changes to permit Las Vegas style gambling on North Beach.
13) Once a major development (25 to 50 million) commits to development, create a Tax Increment
Reinvestment Zone to "capture" the increase tax value (the tax increment) for funding public
improvements.
14) Update the CR -3 Resort Commercial District and then rezone the area south of Surfside Park to
the CR -3 District. Create an architectural zoning overlay district to promote a consistent coastal
architectural theme for commercial and residential properties.
15) Preserve physical and visual access to the beach along streets which terminate in public beach
parking areas. All other streets not on the City's Transportation Plan maybe be considered for
closure on a case by case basis at the request of the abutting property owners.
Adopted by City Council Ordinance #029272 on November 8, 2011. H.U.D. Community Development
Block Grant monies were used to partially fund preparation of this plan. For more detailed map
information refer to www.cctexas.com under the heading of Planning / Area Development Plans. On
July 17, 2012, City Council adopted Ordinance #029564 which changed the name of Corpus Christi
Beach to North Beach.
NORTH BEACH
DEVELOPMENT PLAN
November 2011
Photographs Donated: by Third Coast Photo & The Texas State Aquarium
A special thanks to the members of the North Beach Task force for their hard work and
dedication in development of this plan.
Juan Perales
Billy Delgado
Joann Gilbertson
Eddie Ortega
Carrie Robertson
Jorge Cruz-Aedo
Stacie Talbert
Marilyn Jordan
Pete Anaya
Rich Tuttle
F.W. Rocco Montesano
Ronald Arispe
Tom Schmidt
ri City of
Corpus
Christi
The Planning Department
Project Planner: Robert Payne, AICP, Senior City Planner
Technical Planning Support: Elena Juarez Buentello, Planning Technician
Exhibit C
Ordinance adopting North Beach Redevelopment Initiative
Specific Plan; and amending the Comprehensive Plan.
WHEREAS, the Planning Commission has forwarded to City Council its reports
and recommendations concerning the adoption of the North Beach Redevelopment
Initiative.
WHEREAS, with proper notice to the public, public hearings were held on
Wednesday, February 21, 2018, during a meeting of the Planning Commission, and
on Tuesday, March 20, 2018, during a meeting of the City Council, in the Council
Chambers, at City Hall, in the City of Corpus Christi, during which all interested
persons were allowed to appear and be heard;
WHEREAS, City Staff invited the public to workshops and public meetings that
were held on February 9, 2017, April 19, 2017, April 20, 2017, and February 15, 2018 to
give input to help develop a Redevelopment Initiative for North Beach, and to receive
public feedback.
WHEREAS, City staff coordinated with various community agencies and
organization throughout the process of developing the North Beach Redevelopment
Initiative.
WHEREAS, the city shall use the North Beach Redevelopment Initiative as a
guideline to facilitate other plans that the city considers necessary for systematic growth
and development.
WHEREAS, the City Council has determined that these amendments would
best serve public health, safety, necessity, convenience, and general welfare of the
City of Corpus Christi and its citizens.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF CORPUS CHRISTI, TEXAS:
SECTION 1. That the North Beach Redevelopment Initiative, including: Alternative 1,
Alternative 2, Capital Improvement Projects Map, and Proposed Capital Improvement
Projects List, are adopted by this ordinance to read shown as exhibits attached and
incorporated by reference:
A. North Beach Redevelopment initiative
SECTION 2. To the extent that the amendment made by this ordinance represents a
deviation from the Comprehensive Plan, the Comprehensive Plan is amended to
conform to the amendment made by this ordinance. The Comprehensive Plan, as
amended from time to time and except as changed by this ordinance, remains in full
force and effect.
03139'9
INDEXED
SECTION 3. The City Council intends that every section, paragraph, subdivision,
clause, phrase, word or provision hereof shall be given full force and effect for its
purpose. Therefore, if any section, paragraph, subdivision, clause, phrase, word or
provision of this ordinance is held invalid or unconstitutional by final judgment of a
court of competent jurisdiction, that judgment shall not affect any other section,
paragraph, subdivision, clause, phrase, word or provision of this ordinance.
SECTION 4. Publication shall be made in the official publication of the City of
Corpus Christi as required by the City Charter of the City of Corpus Christi.
That the foregoing ordina ce was read for the first time and passed to its second
reading on this the �tfay ti 2018, by the following vote:
Joe McComb
Rudy Garza
Paulette Guajardo
Michael Hunter
Debbie Lindsey -Opel
Ben Molina
Lucy Rubio
Greg Smith
That the foTs oing ordinance was read for the second time and passed finally on this
the ! "d_ay of (�--? 2018, by the following vote:
Joe McComb
Rudy Garza
Paulette Guajardo
Michael Hunter
Debbie Lindsey -Opel
PASSED AND APPROVED on this the
ATTEST:
Reb-cca Huerta
City Secretary
Ben Molina
Lucy Rubio
Greg Smith
l day of
v0.
4KCO—ir C:L 2018.
a
03139i
1
2
3
4
5
6
7
8
9
10
11
12
13
14
15
Legend
Single Family Detached
Multi -Family
Single Family Attached
Retail/Office
Hotel/Hospitality
Mixed -Use
Restaurant/Destination
Eco -Destination
(a) Dolphin Viewing
(b) Bird Watching
(c) Wetland/Water Amenity
Texas State Aquarium
USS Lexington
Bioswale and Trail
Harbor Bridge
City Park Entry
Potential Tourism Destination
Parking Structure
North Beach Redevelopment Initiative I Alternative 1
Corpus Christi, Texas
June 26, 2017
•
2
3
4
5
6
7
9
10
11
12
13
14
15
16
17
Legend
Single Family Detached
Multi•Family
Single Family Attached
Retalsalfce
Waal/Hospitality
Mixed•Use
Restauran&Deslination
Eco-Deslination
la} Dolphin Viewing
iby Bird Walshing
(c)WetlandlWater Amenity
Texas State Aquarium
U55 Lexington
Canal and Trail
Harbor Bridge
City Park Entry
Potential Tourism De linaliion
Panting Structure
Boal Docks
Breakwaters
North Beach Redevelopment Initiative - Alternative 2
Corpus Christi, Texas
February 8, 2018
North Beach Redevelopment Initiative
Capital Improvement Projects (CIP)
Propsed CIP List
(1) Surfside Blvd. Overlay (completed)
(2) Timon Blvd. Overlay (completed)
(3) North Beach access improvements
(4) Beach Ave. Improvements
(5) Traffic Circle
(6) Land Aquisition
(7) Wetlands Identification
(8) Gulfspray Ave. Pedestrian and Bike
Improvements
(9) Seagull Blvd. Extension
(10) Timon Blvd. Realignment
(11) Connect Walnut St. and Paul PI.
(12) Connect Elm St. to Surfside Blvd.
(13) Connect Coastal Ave.
(14) Storm Water Management
(15) Pedestrian and Bike Trail
(16) Pedestrian Improvements
(17) Close Portion of Reef Ave.
(18) Close Portion of Seagull Blvd.
(19) Close Portion of Timon Blvd.
(20) Close Portion of Gulfbreeze Blvd.
(21) Close Sandbar Ave.
(22) Bring Seagull Blvd. to collector
standards
(23) Bring streets up to adopted street
standards
(24) Remove W. Surfside Blvd.
(25) Remove current Seagull Blvd.
(26) Eco -Destination
(27) Dolphin Park
(28) Surfside Park
(29) Kiwanis Park
(30) Potential Cruise Ship Tourism
Infrastructure
(31) Canal/ Cove/ Jetties -
Private/ Public Opportunity
(32) Breakwater Islands -
Private/ Public Opportunity
(33) TxDOT street projects
t
LEGEND
Road Closures
Street Realignment
Bike/Pedestrian Projects
New Road Construction Projects
f i I Mees A
0.125 0.25 a.5
February 12, 2018
North Beach Redevelopment Initiative
Proposed Capital Improvement Projects List jim
1 Surfside Blvd. Overlay from Coastal Ave. to Reef Ave. (5,400 If) (completed)
2 Timon Blvd. Overlay from Coastal Ave. to Beach Ave, and from Sandbar Ave. to East Causeway Blvd. (6,350 If) (completed)
3 North Beach access improvements from E. Causeway to Surfside Blvd.: explore curved loop road (1,000 If) or free right turn options (400 If), requires a detailed
engineering, cost -comparison, and design process
4 Beach Ave. roadway/ pedestrian improvements and area beautification from East Causeway to Beach Parking. Dead end at Beach Parking (1,350 If)
5 Construction of Traffic Circle at the intersection of Beach Ave. with Surfside Blvd. and Timon Blvd. including gateway feature with wayfinding (500 If)
6 Land acquisition for roads under current Harbor Bridge from Burleson St. to Breakwater Ave.
7 U.S. Army Corps of Engineers Wetlands Identification for City owned land, right of way, and easements on North Beach
8 Gulfspray Pedestrian and Bicycle infrastructure Improvements from E. Causeway Blvd. to Beach Access. (1,400 If)
9 Extend Seagull Blvd. from Plum St. to Burleson St. (1,100 If)
10 Realign Timon Blvd. from Bushick PI. to Breakwater Ave. (3,000 If)
11 Connect Walnut St. and Paul PI. from E. Causeway Blvd. to New Timon Blvd. alignment (8O0 If)
12 Connect Elm St. from the New Timon Blvd. alignment (current W. Surfside Blvd.) to Surfside Blvd. (230 If)
13 Connect Coastal Ave. from Seagull Blvd. to Surfside Blvd. (39O If)
14 Storm Water Management in median between Surfside Blvd. and Timon Blvd. running north/south from Coastal Ave. to Beach Ave. (18.5 acres)
15 Pedestrian and bicycle trail along Surfside Blvd. and Timon Blvd. median running north/south from Coastal Ave. to Beach Ave. (10,200 If)
16 Pedestrian improvements from East Causeway Blvd. at Timon Blvd. under Causeway to West Causeway Blvd. and Beach Ave. (2,800 If)
17 Close Reef Ave. from Seagull Blvd. to Timon Blvd. (2O0 If) (in conjunction with new development)
18 Close Seagull Blvd. north of Beach Ave. (350 If) (in conjunction with new development)
19 Close portion of Timon Blvd. north of Beach Ave. (2,000 If) (in conjunction with Eco Park development)
20 Close Gulfbreeze Blvd. north of Gulden St. (400 If) (in conjunction with Dolphin Park development)
21 Close Sandbar Ave. (700 If) (in conjunction with Eco Park development)
22 Bring Seagull Blvd. to collector standards from Breakwater Ave. to Gulfspray Blvd. (4,700 If)
23 Bring streets up to adopted City standards with ADA sidewalks and drainage (in conjunction with new development)
24 Remove West Surfside Blvd. from Burleson 5t. to Elm St. (1,600 If)
25 Remove Seagull Blvd. from Burleson St. to Elm St. (1,500 If)
26 Public -Private Partnership Opportunity - Eco -Destination to integrate more open space and serve as wetland mitigation opportunity (35 acres)
27 Dolphin Park Improvements
28 Surfside Park Improvements
29 Kiwanis Park and Community Center Improvements
30 Public -Private Partnership Opportunity - Potential Cruise Ship Tourism Infrastructure
31 Canal, Cove, and Jetties - Private/ Public Opportunity
32 Breakwater Islands - Private/ Public Opportunity
33 TxDOT projects associated with Harbor Bridge Relocation: street projects under the current bridge - projects TBD
.All measurements are approximate
February 12, 2018
Ordinance adopting Downtown Area Development Plan;
rescinding Central Business Development Plan; and amending
comprehensive plan.
WHEREAS, the Planning Commission has forwarded to City Council its reports
and recommendations concerning the adoption of the Downtown Area Development
Plan.
WHEREAS, with proper notice to the public, public hearings were held on
Wednesday, August 23, 2017, during a meeting of the Planning Commission, on
Tuesday, September 26, 2017, during a meeting of the City Council, and on
Tuesday, March 20, 2018, during a meeting of the City Council, in the Council
Chambers, at City Hall, in the City of Corpus Christi, during which all interested
persons were allowed to appear and be heard;
WHEREAS, City Staff invited the public to workshops and public meetings that
were held on November 18-20, 2014, February 24, 2015, and May 21, 2015 to give
input to help develop a Downtown Area Development Plan for Corpus Christi, and to
receive public feedback, City Staff held an Open House regarding the Downtown Area
Development Plan on July 24, 2017.
WHEREAS, a Community Advisory Committee provided guidance and
assistance throughout the process and staff coordinated with various community
agencies.
WHEREAS, the city shall use the Downtown Area Development Plan as a
guideline to facilitate other plans that the city considers necessary for systematic
growth and development.
WHEREAS, the City Council has determined that these amendments would
best serve public health, safety, necessity, convenience, and general welfare of the
City of Corpus Christi and its citizens.
NOW, THEREFORE, BE IT ORDAINED BY THE CITY COUNCIL OF THE CITY
OF CORPUS CHRISTI, TEXAS:
SECTION 1. That the Corpus Christi Central Business Development Plan, previously
named the Corpus Christi South Central Area Development Plan, adopted by City
Council ordinance #025658 on February 17, 2004 and amended by City Council
ordinance #029842 on May 28, 2013 is hereby rescinded.
SECTION 2. That the Downtown Area Development Plan amended to remove -R5
Road diet -6 to 4 lanes -Shoreline Blvd Phase 11 roadway improvements (Cooper's
Alley to 1-37- 3,250 If); convert 2 lanes to parking and/or public space' Infrastructure
initiative from pages 48 and 49, including: vision themes, priority policy initiatives and
031400
implementation plans, infrastructure initiatives, district framework, framework for
development guideline's within TIRZ #3, transportation initiatives, and all other
components of the Downtown Area Development Plan, are adopted by this ordinance
to read shown as exhibits attached and incorporated by reference:
A. Downtown Area Development Plan as amended,
B. Appendix A, Real estate market analysis documents for housing, office,
hotel, and retail.
SECTION 3. To the extent that the amendment made by this ordinance represents a
deviation from the Comprehensive Plan, the Comprehensive Plan is amended to
conform to the amendment made by this ordinance. The Comprehensive Plan, as
amended from time to time and except as changed by this ordinance, remains in full
force and effect.
SECTION 4. The City Council intends that every section, paragraph, subdivision,
clause, phrase, word or provision hereof shall be given full force and effect for its
purpose. Therefore, if any section, paragraph, subdivision, clause, phrase, word or
provision of this ordinance is held invalid or unconstitutional by final judgment of a
court of competent jurisdiction, that judgment shall not affect any other section,
paragraph, subdivision, clause, phrase, word or provision of this ordinance.
SECTION 5. Publication shall be made in the official publication of the City of Corpus
Christi as required by the City Charter of the City of Corpus Christi.
That the foregoing oiinagce was read for the first time and passed to its second
reading on this the O ay of grykayC2018, by the following vote:
Joe McComb
Rudy Garza
Paulette Guajardo
Michael Hunter
Debbie Lindsey -Opel
Ben Molina
Lucy Rubio
Greg Smith
CCa2.4L-
That the for gging ordi4YLOJ(
nce was reed for the second time and passed finally on this
the ' ` 'ay of Civ, 2018, by the following vote:
Joe McComb
Rudy Garza
Paulette Guajardo
Michael Hunter
Debbie Lindsey -Opel
PASSED AND APPROVED on this the
ATTEST:
Rebecca Huerta
City Secretary
Ben Molina
Lucy Rubio
Greg Smith
\lax &id.
05 11 day of ` I AC , lf72018.
314(.1(
1vvnt
areaSsevelopment plan
MARCH 27, 2018
[CDowntown
AREA DEVELOPMENT PLAN
Acknowledgements
ADVISORY COMMITTEE MEMBERS
Ms. Maureen Brooks
Treasurer
Hillcrest-A.L. Leathers -Solomon Coles Neighborhood
Council, Nueces County Community Action Agency
Mr. Jim Charnquist
President
Sage Properties Corporation,
Bay Vista Developer
Mr. Brian Connor
President of Memorial and Shoreline Hospitals
CHRISTUS Spohn
Mr. Peter Davidson
Marina Superintendent/ Director
City Marina
Mr. Bill Durrill
Durrill Properties, SEA District
Ms. Brigida Gonzalez
Assistant Transportation Planning Director
CC Metropolitan Planning Organization
Ms. Darlene Gregory
President
Uptown Neighborhood Initiative
Mr. Gabriel Guerra
President -CC Market
Kleberg Bank, Type A Board
Mr. Casey Lain
House of Rock,
Downtown Management District Board
Mr. Brett Loeffler
General Manager
LAZ Parking Central Texas
Mr. Omar Lopez
Corporate Communications Manager
Texas AEP,
Dia de los Muertos, Homeless Advocate
Mr. Rueben C. Medina
Director of Business Development
Port of Corpus Christi Authority
Mr. Rocco Montesano
Executive Director
U.S.S. Lexington Museum on the Bay
Ms. Jaime Nodarse
Assistant Vice President of Development
Texas A&M University -Corpus Christi
Dr. Gilda Ramirez
Westside Business Association,
United Corpus Christi Chamber of Commerce
Ms. Carrie Robertson Meyer
President
North Beach Community Association
Mr. Gordon Robinson
Director of Planning
CC Regional Transit Authority
Mr. Terry Sweeney
Executive Director
CC Downtown Management District
Mr. Victor Vourcos
Advance Project Development Engineer
Texas Department of Transportation
Mr. Henry Williams
President
Hillcrest Residents Association
Ordinanpe adopting Oowntown Aran Development Plan;
rescinding Central Business Dewalepnhent P#on; and amending
compmrieris.,ro plan.
WHEREAS. rhe 19enning Commisslan has forwarded la City Council its reports
and recommendations concerning the adoption of the OOwr.WWti Area Devereprasint
Plan.
WHEREAS. with ptoper natice 1n the public, public hearings wyer acid on
Wednesday, August 23, 2417, durini� 8 meeting of the Planning Gpmmi$s113r1. On
Tuesday, September 2E, 2017, during a meeting of the City Council, and on
Fuotday, ftilarch 20, 2416. during a meeting of the COY Caundi, M the Co it!
Chambers, aR Clly Hall, Its the City of Corpus Christi. during which oil inlereeJed
pyr3alws 'h8ne a1raWed ha appear and be heard:
VIM EREAS, S, City Stall invited the public 10 workshops and public mee'ings that
,Vera hard on Nooernber 18-20, 2014, February 24, 2015, end May 21, 20'5 to give
Iriarki
lo help deVelop a Downtown Area Development Plan for CorpUs Chnsir, and to
receive pubHr. Ieedbacli, City Staff held an Open Hauge regarding the Downtown Area
Development Plan on July 24.2017.
WHEREAS. a Community Adyrsory Committee provided guidance and
assisiarice throughout the process and staff coordinated with various community
agencies.
44H EftEAS, the city shall use the Downtown Area Dewelopm env Ian as a
LILA:Penne to fddlitate other plana ilial the city considers necessary for systern:410
arolalh arid. development.
WHEREAS. the City Council has dairrrrrimed Vial those amendments would
IDe#k seely pub1 health, gafefy, ner_g1atty, WrIvenienco. and 12:20eral welleru 6r We
CIly of Corpus Christi and IIs talixone,
NOW THEREFORE, BE R ORDAJNED BY TI4E CITY COUNCIL OF THE CITY
Of CORPUS CHRISTI, TEXAS:
SECTION 1. That the Corpus Christi Central $ualnesa Development Plan, prr7w rnely
named the Corpus Christi South Central Ansa {1eve1 privni Plan, adobted by City
Cocoa ordinance $025658 rm February 1 T. 2004 find amended by City Council
ixdrnr3rbCe 11i424542 on May 28, 2013 Is hereby rescinded.
SECTION 2. Thai Ina Davin town Aree'Devetpptrient Pier' Ern ter-JtiJ to Tarns„t • R i
Riled #lplAlo 4 Ianpa 'hnreione Blvd Phase 11 PQdOw, Y .mo.UVe(rirr,L ! Co,7per'ri
Alien Io I-. 7 _.2 _ l i 2j! 1 5 pa=klria a,dior public space- Intraalrl,r�urn
lithl'ti; iraaN4 $ r i 4g• Includirra Yisicn trhems. priority aches Ildliepvee arra
implt?rnentallen pians- inrrasinteture rra Newhart fur
tlavnlsrpnhenl gtiideline'i within TIIZ ie3, krnsporlarion nit tritiaaVeS. ar d ail other
components of the Downtown Area Development Plan, are adopted by tier: orilnanaa
to read grown. 05 e'diIL is attached er}d Hlourrraraled by referxncCe.
A. downtown Area Dewalopmar,t Paan _j _nidi. ¢,
B. Appendix A, Real e.,tQte rrrarket ariAlygiS documents for haustng. afflict,
hpiel and retail
SECTION 3. To the extent that the amend men I made by thid drdInen4 rapresenls d
deeialson frmrri the Comprehensive Plan, the Comprehensive Plan is arnarld d to
cnnrorm to the antengrrlent made by Lilts ordnance. The Comprehensive Ran, as
amended front Limy Ro lime and ekoWil 25 ahangtr;d by bin srdinarme, remains in full
torte add effect.
SECTION 4- The Cily Coijndt Ir,lerlds dial every section, paragraph, 5;rbdt461on,
dauSEJ, phrase. word or provision hereof *hall be given lull Inrw and effect for Lis
purpose. Therelure, if any skatiri, peraprl>rph, subdivision, diose. phrase. word or
pmwialon of INS artlhienre id held fhVWIrd pr tripod slrIuilorial by Final Judgment of a
net of ixrepetent Jur!sdldion, the' judpmenl steed ri it erred any cine r laterad,
paragraph, autidiuisiv,,, clause, phrase. ward Or previahyn nil this o,dinanee.
SECTION 5, PubllraUan snail be mode Ft Ute official publication of tin C IIs pr CorpL
Chile =5 required by the City Charter or the City 4f Corpus Chrism.
Thai the foregoing o rye rx was read far the first Erne and passed Lo Its second
'tasting on this she y of `_4.04..iftI) 2018. by the following Tulp:
io a WGamb
Rudy
' uulette Guatarda
Michael Hunter
Oe1 I ie Lindsey -Opel
Ban Moir
Lucy Ruble
Greg Smith
f?tie1inpg ordin eco was roodlor the second line anti passed Molly Gt► Ihk
{lam A I
'Way of CIA YO Y0. by lie fBlraV,+ng vete.
'ue McComb
Rudy Garza
�auielte Gua+!+cite
Michael Hunte
Iktyble Lindsay-OI)4a1
Ben Mohnvs
Lucy Ruble
Greg, Smith
PASSED AND APPROVED an this the tJiay of Male -11101g.
ATTEST:
�tLr.
R ecce Huerta
City Secretary
11 40(
CONTENTS
1. Introduction: A new era of opportunity 1
in Corpus Christi
Shaping the Downtown Area's future: A unique moment 2
The DADP aligns closely with Corpus Christi's citywide plan 7
Downtown vision themes 8
A community -driven process 10
Taking initiative to seize the opportunity 12
Working together 14
2. Priority Policy Initiatives and Implementation: 17
How to build the Downtown Area vision
Vision themes and policy initiatives 19
Framework diagrams 40
Infrastructure initiatives 48
ii 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
3. District Framework and Reinvestment Priorities: 51
= Targeted priorities for a vibrant and connected
Corpus Christi
Marina Arts District 54
Bayshore Neighborhood 62
Uptown and Surrounding Neighborhoods 66
Washington -Coles 70
Hillcrest 74
SEA District 78
North Beach 84
4. Development Guidelines for TIRZ #3 89
Guidelines by street corridor 92
General guidelines 95
5. Transportation 97
Harbor Bridge opportunities 98
Downtown area access improvements 100
Transit alternatives 102
Parking management 104
Abbreviations used in this document 106
Appendix
A. Real estate market analysis documents for housing, office, hotel and retail
[available separately]
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 iii
Introduction
A new era of opportunity in Corpus Christi
The Downtown Area Development Plan (DADP) is an action -oriented, market-driven strategy
to generate economic growth and quality of life in Corpus Christi over the next 20 years. The DADP
builds on past planning efforts and current investment in the city, and is part of the Plan CC
Comprehensive Plan initiative. At its heart, the DADP aims to establish Corpus Christi as a premier 21st
Century waterfront city in Texas, with safe, vibrant, walkable, and connected districts in which to live, work,
learn, and play.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 1
INTRODUCTION 1 A new era of opportunity for Corpus Christi
SHAPING THE DOWNTOWN AREA'S
FUTURE: A UNIQUE MOMENT
This is an exciting time for Corpus Christi. At
a moment when people of all ages across the
country are seeking out great urban places to
live, work, learn, and play, the Downtown Area is
primed to capitalize on its unique strengths—its
spectacular and
accessible wa-
terfront, unique
destination attrac-
tions, people and
neighborhoods,
and proximity to
jobs and transpor-
tation options.
The Downtown
Area Development
Plan emphasizes
"how" to get
things get done,
as much as
"what" gets done.
The Downtown Area addressed by this plan is
large and encompasses several related areas:
• The Traditional Downtown core—now brand-
ed the Marina Arts District—and Uptown
• The SEA (Sports, Entertainment, Arts) District
• Washington -Coles and Hillcrest neighbor-
hoods (note that Hillcrest is in Corpus Chris-
ti's Westside Planning Area)
• North Beach
Today, each area has its strengths and weak-
nesses. But taken together the Downtown Area's
districts include many of the ingredients that
provide the foundation for successful and vibrant
downtowns:
• An attractive waterfront setting that combines
beaches, parks and marinas
• An active, walkable district centered along
Chaparral Street
• Restaurants and entertainment venues
wr�ll.txa�s
• Arts and cultural attractions
• Major destination attractions, including the
USS Lexington, Texas State Aquarium, Art Mu-
seum of South Texas, Corpus Christi Museum
of Science & History and several others
• Major convention and meeting facilities at
American Bank Center
• Minor League baseball at Whataburger Field
Because of its large size, the overall Downtown
Area will continue to develop as a number of
distinct areas with their own unique identities,
offering complementary attractions and expe-
riences. Over the longer term, these areas will
become more strongly connected, while retain-
ing unique identity and character.
2 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Infrastructure and development initiatives that
are already completed or in the works open a
wealth of possibilities for further investment
that will improve Corpus Christi's near- and
long-term future. The planned Harbor Bridge
relocation creates a once-in-a-lifetime opportu-
nity for the City to work closely with the Texas
Department of Transportation (TxDOT), commu-
nity leaders, and private developers to transform
the SEA District, Washington -Coles, Uptown,
Downtown and North Beach into more walkable
and connected places. Streetscape improvements
have made Downtown segments of Chaparral
Street and Shoreline Boulevard delightful places
to walk. As such, they also invite people to live
and work, to enjoy entertainment and tourism,
and explore accessible, welcoming waterfront
activities that all support each other. The Down-
town Area has always been and remains a key
driver of Corpus Christi's identity. It has the
greatest opportunity in a generation to become a
much deeper source of community life and pride.
CHALLENGES TO OVERCOME
The Downtown Area has notable strengths but
it continues to struggle to attract development
and businesses due to low foot traffic, a phys-
ical environment designed more for cars than
people, rent levels too low to justify redevel-
opment costs, unpredictable status of various
infrastructure and development projects, some
challenging adjacencies to industrial activity,
perceived lack of safety or cleanliness in places,
and a traditional office -dominated identity that
does not reflect the much more diverse activity
and market opportunities available today. While
there are signs that residential development (a
major driver of downtown development nation-
ally) is beginning to take root downtown, there
is significant work to do to tap the full potential
that downtown offers as a housing location. This
plan, therefore, focuses on the actions that can
most effectively diminish the challenges posed
by the Downtown Area and open up invest-
ment—particularly private investment—that is
naturally attracted by the downtown's assets.
Downtowns are inherently complex places,
and a plan helps organize the actions of many
people around common purposes to draw great
value from a downtown's intensity of activity.
Downtown Corpus Christi already has many
stakeholders who are taking important actions
toward well -conceived goals, but who also could
achieve more, sooner, through increased coordi-
nation of these actions. Thus the Downtown Area
Development Plan emphasizes "how" to get things
done, as much as "what"gets done.
INTRODUCTION 1 A new era of opportunity for Corpus Christi
DOWNTOWN AREA DEVELOPMENT OFFERS
CITY-WIDE BENEFITS
Downtown Area destinations matter signifi-
cantly to the local and regional economies—par-
ticularly visitor attractions located within the
SEA District and North Beach. In 2014, approx-
imately 2,750,000 people flocked to the Texas
State Aquarium, USS Lexington, Convention
Center, Art Museum, Museum of Science and
History, Whataburger Field, and Hurricane Alley,
an increase of 47% in just three years. These
attractions, together with the Downtown Area's
nearly 40% share of Corpus Christi hotel rooms,
anchor citywide visitor destination spending
that exceeded $1.2 billion and provided an
overall economic impact of over $1.5 billion for
each fiscal year 2012 and 2013. This infusion of
outside spending continues to grow. The tour-
ism industry supported almost 29,000 local jobs
either directly or indirectly in 2013.'
1 Source: Email correspondence with Corpus Christi Convention and
Visitors Bureau, March 12, 2015
North. Beach
Existing
Harbor Bridge
to be removed
Approximate location
and profile of New
Harbor Bridge
Opportunity to change streets
and roadways to improve
Downtown Area connections
and development areas
XX
ED
IR
•
Existing Harbor Bridge approach
to be removed and replaced with
traditional streets and blocks
•
Marina Arts
-- District
The planned replacement of the existing Harbor Bridge with a New Harbor Bridge creates opportunities for significant change, including new connections
and development opportunities amidst several Downtown Area districts (panoramic view looking north from the Frost Bank Tower).
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 3
INTRODUCTION 1 A new era of opportunity for Corpus Christi
The Downtown Area offers broader quality of life
benefits to Corpus Christi as well. Besides the
signature visitor destinations highlighted above,
the area's beaches, parks, marina, restaurants, art
centers, churches and other amenities enrich life
for residents on a daily basis. As the Downtown
Area gains a stronger dimension as a neighbor-
hood—while continuing to be a hub of business
and tourism—the added residential character
will raise the value of the Downtown Area not
just as a place to live, but also to work, learn and
play. Downtown can offer housing options and a
type of neighborhood environment not currently
available in other Corpus Christi neighborhoods,
helping the city attract and retain a more diverse
workforce with a broad range of skills. This will
further enhance quality of life and economic
opportunity for the whole city.
A MARKET-DRIVEN PLAN: SETTING THE
STAGE FOR PRIVATE SECTOR INVESTMENT
A key foundation of the DADP planning process
has been an assessment of the downtown's mar-
ket potential to attract new private sector invest-
ment. These analyses have identified significant
opportunities for downtown growth and devel-
opment, provided that some key barriers can be
eliminated. The DAPD outlines the opportunities
and presents strategies to remove the barriers to
capturing this growth.
Analyses of Downtown Area's residential, office,
hotel, and retail real estate market potential—
conducted as part of citywide market analysis for
Plan CC—shape the DADP's plan of action. New
housing offers by far the strongest invest-
ment opportunity. This is significant because
Shoreline promenade
4 1 PLAN CC )OWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
growth in downtown housing has been a key
driver of downtown revitalization efforts across
the country, and the potential for Corpus Chris-
ti to benefit from this trend is very strong. The
Downtown Area already attracts existing Corpus
Christi residents as well as people living outside
the city (and region) who are looking to relocate
to a downtown setting with high quality of life
and walkable destinations. This interest comes
from a wide spectrum of household income lev-
els. Yet today there are relatively few good quality
options for living in the Downtown Area, wheth-
er at market -rate or more affordable rent levels.
• There is market potential in the Downtown
Area for 1,850 market -rate apartment and
townhouse housing units over the next
five to seven years—primarily multi -family
New grocery on Chaparral Street
Farmer's market at the Art Center of
Corpus Christi
units focused in the Marina Arts, Bayshore
Neighborhood and SEA District with poten-
tial for additional mixed -income housing in
Washington -Coles, Uptown and North Beach.
This market demand responds to the Down-
town Area's unique appeal as a center
of walkability, amenities and character
unequaled in the region.
> For those 1,850 units, market potential by
unit type translates to approximately 1,000
rental lofts or apartments, 500 for -sale lofts
or apartments, and 400 for -sale townhous-
es. These unit types are especially suited to
reinforcing a walkable, active character in
the Downtown Area; no other part of the city
would attract such a strong concentration of
multi -family and attached units.
> Additional demand for single-family de-
tached ownership units may also be present;
approximately 20% of households interested
in living in the Downtown Area would prefer
a single-family unit. Single-family units
do not offer sufficient economic value or
benefits to walkability to be appropriate in
much of the Downtown Area. However, those
portions of the area where single-family
detached dwellings are traditionally present
would be appropriate places to develop new
single-family detached ownership housing
on compact parcels. These areas principally
include portions of Uptown west of Staples
and south of Agnes, Washington -Coles west
of Staples, and northern portions of North
Beach.
> Younger singles and couples (millennials)
make up the primary target markets to fill
that new housing (68%), with empty nest-
ers and retirees (19%), and traditional and
non-traditional families (13%) comprising
Downtown Area visitor
attractions, together
with the Downtown
Area's nearly 40%
share of Corpus
Christi hotel rooms,
anchor citywide visitor
destination spending
that exceeded $1.2
billion and provided
an overall economic
impact of over $1.5
billion for each fiscal
year 2012 and 2013.
INTRODUCTION 1 A new era of opportunity for Corpus Christi
IMAGE SOURCE: CORPUS CHRISTI CALLER -TIMES
The 2017Fiesta de la Flor attracted 55,000 people to the SEA District, with an estimated economic
impact of $15 million.
the rest. Total Downtown Area population
growth over 15-20 years could exceed 8,000
people, assuming each household contains
an average of approximately 1.5 people.
> This market potential does not always
equate to immediate development feasibili-
ty. As in many downtowns, public incentive
policies will be needed to catalyze new real
estate development, providing near-term
financial assistance that unlocks strong
longer-term returns to the city in terms of
tax revenue, Downtown Area vitality and
attraction of additional private investment.
• Downtown office growth has more modest
prospects, as regional office growth is project-
ed mainly in administrative and support indus-
tries that are not typically downtown tenants.
Up to 100,000 square feet of Downtown
office demand in the next 10 years is antici-
pated, and could be accommodated by existing
vacant space. Downtown's emergence as a live-
ly residential neighborhood will, however, help
stimulate Downtown Area business growth by
creating a more active, appealing and ameni-
ty -rich setting for business, and attracting and
retaining valuable workforce.
• The hotel economy in Corpus Christi is
healthy, particularly in the Downtown Area
where tourism and destination visitors are
dominant markets. The market has grown by
2.4% per year in the last 10 years. Market anal-
ysis conducted in 2015 indicated healthy de-
mand for hotel rooms in the Downtown Area.
This outlook was validated by subsequent
development proposals for nearly 500 rooms
in five new hotels in the Downtown Area, split
between the SEA District and Bayshore Neigh-
borhood. Demand for additional hotel rooms
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 5
INTRODUCTION 1 A new era of opportunity for Corpus Christi
North Beach
North Beach Gateway
besides these proposed projects is not antic-
ipated in the near term. However, additional
hotel development proposals in the Downtown
Area should be welcomed if market demand
for them can be demonstrated. A convention
hotel supporting the American Bank Center is
desired as a strategic resource to expand the
visitor economy.
• Downtown Area retail and entertainment
offerings have a distinct and deepening market
niche. While shopping in Corpus Christi is pri-
marily driven by areas outside the downtown,
such as the South Padre Island Drive (SH 358)
and other auto -oriented locations, the Down-
town Area offers Corpus Christi's strongest
concentration of dining and nightlife des-
tinations. Numerous choices for live music
and unique, locally -owned venues set the Down-
town Area apart as a destination for locals and
visitors alike. Growth opportunities include:
> Small (100 -person) and mid-sized
(1,000 -person) live music venues;
> Nightlife with an added "twist" such as bowl-
ing, dueling pianos or an arcade;
> Destination dining, especially restaurants
that are regionally -based or have just one
Corpus Christi location; and
> Mobile retail, such as food trucks
• A growing residential population will also help
diversify Downtown Area retail to include new
choices—appealing to residential, worker and
visitor markets alike—such as a drugstore,
limited -assortment grocer, family restaurant/
diner, discount variety store, coffee house,
and other specialized services. There is also
untapped market potential for several poten-
tial destinations that could serve as valuable
daytime anchors: an outdoor outfitter, a fami-
ly -themed amusement destination (in addition
to Hurricane Alley Waterpark), and an art
supply store (if Texas A&M -Corpus Christi's
Master of Fine Arts program locates down-
town; see below).
• Relocating the Master of Fine Arts program
of Texas A&M -Corpus Christi downtown
represents another valuable development or
tenanting opportunity. This graduate -level
program would be particularly well suited
to a downtown location because faculty and
students can connect with the established arts
6 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
community there, downtown offers students an
attractive location for studying and living, and
the program operates independently of the main
campus. The university has explored potential
to place the arts program downtown in reno-
vated or leased space in the past, but has not
yet acted on this goal due to cost challenges. A
collaborative effort between the university, city
and/or downtown property owners to overcome
these challenges is encouraged, as the program's
presence downtown would yield value not only
to for the university and its students, but also
for downtown as an additional arts partner and
daytime center of activity.
Downtown investment in development, programs
and infrastructure is happening at its highest level
in decades and sets the stage for a substantially
higher level of investment capitalizing on the mar-
ket opportunities described above. Demonstrating
Corpus Christi's Downtown Area housing market
potential, ongoing or recently completed down-
town housing development has added 615 new
market -rate units, between the Cosmopolitan,
Atlantic Lofts, Nueces Lofts, Bay Vista, and Bay
Vista Pointe. Other initiatives in the Downtown
Area that reflect market interest include new boat
slips at the marina, Bayfront Inn redevelopment
and a new hotel on Shoreline Boulevard, addition-
al hotel development planned in the SEA district,
the new Corpus Christi Regional Transportation
Authority transportation center in Uptown, Texas
State Aquarium's $60 million expansion in North
Beach, and community enthusiasm for park im-
provements along the former Shoreline Boulevard
right-of-way and Sherrill and McCaughan Parks.
THE DADP ALIGNS CLOSELY WITH
CORPUS CHRISTI'S CITYWIDE PLAN
The Downtown Area Development Plan
(DADP) was created in parallel with the Plan
CC Comprehensive Plan for all of Corpus
Christi, so that both plans, and the com-
munity conversations that informed them,
shared a common base of information,
ideas, priorities and initiatives. The table at
right highlights key elements of the Plan
CC Vision in the left column, and how the
DADP supports these in the right column.
PLAN CC VISION ELEMENT
Our broadly diversified
economy provides
opportunity for all.
Modernized city services
and systems support
growth and vitality in all
parts of the city.
High-quality, safe,
connected, and diverse
neighborhoods provide a
variety of living choices.
Stewardship of our
natural heritage and
green -space networks
strengthens our unique
character and supports
resilience.
INTRODUCTION 1 A new era of opportunity for Corpus Christi
THE DADP SUPPORTS THE VISION BY:
• Supporting Downtown Area business growth with more attractive,
walkable settings for tourism, dining, office -inclined industries, and
other business activities.
• Helping attract and retain skilled workforce by substantially
expanding the number and variety of Downtown Area housing
options—featuring qualities and amenities not available in other
portions of the City.
• Identifying priority infrastructure investments that can be cost-
effectively paced with market-driven real estate development.
• Applying updated TIRZ incentive policy to help fund infrastructure
investments.
• Reconnecting districts and opening up attractive development
sites, by restoring the street grid after removal of the old Harbor
Bridge from the SEA District and North Beach.
• Getting more out of existing streets and parking through new man-
agement partnerships and better public information.
• Leveraging market opportunity for downtown housing and
supportive retail, through cost-effective TIRZ #3 and other
development incentives.
• Applying building design guidelines to enhancing the quality of
properties and public spaces, putting more doors, windows, people
and plantings people on the streets.
• Creating a more complete set of quality transportation choices—
emphasizing walkable sidewalks, safe bike routes, convenient bus
services, and improved options for driving routes and parking—to
connect the Downtown Area better with other parts of Corpus
Christi.
•
•
Improving access to, and appreciation of, the bayfront and destina-
tion parks by filling gaps in the Downtown Area's remarkable park
and pathway network
Encouraging sustainable building design and preservation
techniques through downtown area development incentives.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 7
INTRODUCTION 1 A new era of opportunity for Corpus Christi
DOWNTOWN VISION THEMES
Five major themes, responding to priority goals voiced by community members, guide Downtown Area Development Plan initiatives:
Encourage market-
driven development.
The established Tax Increment Reinvestment
Zone (TIRZ) is a powerful and underutilized
tool that can make new development possible
by funding street and utility improvements
and short-term tax rebates using the new tax
revenue it creates. This well -conceived pro-
gram can help a wide variety of development
projects take advantage of the strong market
interest in living in and around Downtown.
8 I PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Create more
housing choices.
While much of the demand for downtown liv-
ing can be accommodated by the private de-
velopment industry, assisted in some cases by
the TIRZ, proactive effort is needed to expand
options for all residents. Households of more
limited means will particularly benefit from
living amidst the Downtown Area's concentra-
tion of jobs, services, transportation choices,
and established neighborhood communities.
Complete a
waterfront park
and trail network.
The Bayfront is the Downtown Area's signa-
ture amenity, enhancing quality of life for all
city residents and attracting residents and
visitors to the region. The Marina, Sea Wall,
Shoreline Boulevard, Beachwalk, and other es-
tablished parks and pathways already provide
an impressive level of access to the Bayfront,
but would join into a more memorable and
convenient network, attracting more residents
and visitors, with the completion of a few
missing pieces. The New Harbor Bridge project
and other planned improvements will make
• major progress toward this goal.
INTRODUCTION 1 A new era of opportunity for Corpus Christi
Reconnect
neighborhoods.
Removal of the existing Harbor Bridge creates
an unprecedented opportunity to reconnect
Uptown, Washington -Coles, the SEA Dis-
trict, Marina Arts District, and North Beach
with walkable streets lined with high-quali-
ty development. Attractive landscapes and
architecture scaled to people will transform
the experience of arrival in North Beach, the
Downtown Area Bayfront and surrounding
districts.
Celebrate this unique
place to live, work,
learn and play.
An extensive array of visual and performing
arts already infuses much of the Downtown
Area, and will become a stronger core of
Corpus Christi culture as more residents and
visitors come to experience them. Corpus
Christi's highly successful Marina and down-
town will grow together around streets that
are active day and night with people living,
visiting, learning and working.
The ideas and strategies documented here arose
from a collaborative and community -driven
eight-month process of stakeholder interviews,
open houses, walking tours and public work-
shops in which Corpus Christi citizens and
business owners played a central role. Diverse
stakeholders have come together to champion an
inspiring revitalization of the Downtown Area,
investing significant time and offering a wealth of
input and insights into the actions that will un-
lock the city's great potential. See the following
pages for more on this community conversation.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 9
INTRODUCTION 1 A new era of opportunity for Corpus Christi
A Community Driven Process that Builds on Planning Efforts
he DADP comes out of a City -led,
8 -month process of comprehensive
and intensive public outreach. Early
interviews with City leaders and key
Downtown Area community stakeholders,
neighborhood associations, business owners,
land owners, developers, and citizens provided
KEY INPUT FROM
CITIZENS OF CORPUS
CHRISTI DURING THE
DADP PROCESS
• The Downtown
Area should be
safe, vibrant, and
connected
• Distinctive
portions of the
Downtown Area
should have their
own character and
identity
• The Downtown
Area should be
walkable and
inviting, and
represent the heart
of Corpus Christi
• The Downtown
Area Development
Plan should focus
on enabling real,
visible investment.
the foundation of understanding regarding the
challenges and opportunities in Corpus Christi.
Relevant input from meetings conducted for
the broader Plan CC Comprehensive Plan was
studied. The downtown planning team partic-
ipated in the Regional/Urban Design Assis-
tance Team (R/UDAT) event exploring Harbor
NOVEMBER 2014—Presentation of purpose and goals of the study with analysis
of opportunities and challenges for the Downtown Areas as well as presentation of
residential market potential, followed by breakout groups and report backs on DADP
districts, themes, and priorities.
FEBRUARY 2015—Presentation of Draft Vision and Strategies, Office and Hotel
Market, Development Economics, and Transportation findings, followed by discussion
groups around the presentation topics.
Min Ili
MAY 2015—Presentation of draft DADP recommendations derived from public dis-
cussions and stakeholder input to receive final comments in anticipation of creating
the final DADP for Corpus Christi City Council review and approval.
10 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Bridge relocation opportunities and challenges,
and met regularly with the local R/UDAT ad-
visory group on an ongoing basis to integrate
its goals and ideas with the DADP. A series of
open public meetings were held in November
2014, February 2015, and April 2015 along with
a diversity of walking tours and open houses
in which public input and discussions were
facilitated and recorded around key topics such
as Vision and Strategies, Market and Econom-
ics, and Transportation. Information about the
meetings was advertised through print and
social media outlets as well as the Plan CC
website. A Steering Committee and Advisory
Committee were formed at the outset to guide
the City and its consultants towards the rec-
ommendations in this report.
A number of ongoing or earlier plan documents
provided a strong foundation for the Down-
town Area Development Plan. The DADP builds
on these plans while incorporating new think-
ing around specific implementation actions
that will create transformative change.
• HARBOR BRIDGE RELOCATION (ongoing)—The
Harbor Bridge relocation is a long-term
plan to replace the Harbor Bridge and
reconstruction of portions of US 181, 1-37,
and the Crosstown Expressway to address
safety and structural deficiencies as well
as navigational limitations for the Port. The
redesign will change access routes to/from
North Beach, SEA District, the Northside, and
Downtown and transform downtown Corpus
Christi. This project is one of the key cata-
lysts that drives the need for the DADP.
• NORTHSIDE LIVABILITY PLAN (2014 -Ongoing) -The
Northside Livability Plan is an ongoing initia-
tive being led by TxDOT and supporting Fed-
eral agencies HUD and DOT, to ensure that the
Harbor Bridge project incorporates mitigation
measures for impacted neighborhoods. To -date,
a number of public meetings have been held for
community input.
• R/UDAT STUDY FOR THE SEA DISTRICT (2014) -The
Regional/Urban Design Assistance Team [R/
UDAT) was an initiation of the American Institute
of Architects [AIA) and continues through the
work of the local R/UDAT Steering Committee.
Recommendations for reconnecting district and
streets, adding new street segments, streets -
cape improvements and walkable infill develop-
ment were promoted in the R/UDAT plan and are
similarly reinforced in the DADP study.
• UNIFIED DEVELOPMENT CODE (2011) -Approved in
2011, the UDC is a comprehensive planning and
zoning document with overlay districts that
replaced the City's older zoning code and other
standards to ensure that growth and develop-
ment meets certain land use and architectural
standards in Corpus Christi. The UDC will play an
important role in the rational implementation of
development as recommended in the DADP as
well as Plan CC.
• CENTRAL BUSINESS DEVELOPMENT PLAN (2013) -
This work promoted a walkable, mixed-use
range of development in the downtown, with an
expanded range of accessible affordable housing
options. A recreational path and water access
network was proposed, similar to updated ideas
included in the DADP.
• MOBILITYCC (2013, updated 2016)-MobilityCC is
the transportation component of Corpus Christi's
comprehensive plan and provides a framework
for the interrelated transportation elements of
the plan in terms of design, standards, opera-
tions, and maintenance. A tool box of features
and techniques is presented as well as perfor-
mance measures and implementation priorities
for certain areas of the City. In 2016, the City
adopted the Corpus Christi Metropolitan Planning
Organization (CCMPO) Strategic Plan for Active
Mobility, Phase 1: Bicycle Mobility Plan as a com-
ponent of Mobility CC to provide an integral plan
for the community intended to foster cycling as a
meaningful transportation alternative for riders
of diverse abilities.
• CITY'S CAPITAL BOND PROGRAM (2012 -2016) -The
City's capital bond program continues to provide
tangible improvements to streets and utilities
throughout the city. With over 40 projects in de-
sign, bidding, or construction, the Bond program
is a visible, voter approved program that has
shown results both within the DADP focus area
and beyond. The DADP suggests future recom-
mendations and priorities to focus public dollars
and aims to leverage these public investments
to catalyze private development initiatives wher-
ever possible.
• NORTH BEACH DEVELOPMENT PLAN (2011) -Major
themes in the North Beach plan included a beach
walk and restoration of natural areas, including a
native, water receiving landscape for the Surf-
side/Timon Boulevard median, all themes that
are reflected in the DADP. A focus of the DADP is
to ensure integration and connectivity between
North Beach, the SEA District, and Downtown
with the future Harbor Bridge relocation project.
• TAX INCREMENT REINVESTMENT ZONE (TIRZ)
(2008 -Ongoing) -The TIRZ district #3 specifically
geared to Downtown was established in 2008 as
part of a broader range of Tax Increment Financ-
ing Districts (TIF). The zone includes approxi-
mately 856 acres and captures the SEA District
and Downtown as far west as Tancahua Street
and as far south as Morgan Avenue. The pri-
mary revenue source for the zone will be funds
contributed from property tax collections of the
INTRODUCTION 1 A new era of opportunity for Corpus Christi
City, County, and Del Mar College on the taxable
property value increment within the zone.
• CORPUS CHRISTI DOWNTOWN VISION PLAN (2008) -
The Downtown Vision Plan focused on housing
and retail along walkable streets along Chapar-
ral, Peoples and Schatzel. Chaparral, marina, and
hotel connectivity was emphasized. The DADP
promotes a similar approach to the Downtown
district, with specific priority development par-
cels and public policy incentive approaches to
implement the recommendations.
• CORPUS CHRISTI DOWNTOWN MANAGEMENT DIS-
TRICT (DMD) THREE-YEAR STRATEGIC PLAN (2015) -
This plan leverages new leadership and part-
nerships to expand the DMD's success in making
Downtown a better place to visit, do business
and live. It charts clear priorities and initiatives
supporting cleanliness, business recruitment
and support, development, community events,
and other elements critical to making the most
of all Downtown has to offer.
• IMPLEMENTATION PLAN FOR THE HILLCREST/WASH-
INGTON-COLES REDEVELOPMENT PLAN (2009) -This
plan illustrates vision goals expressed by the
Hillcrest community.
• TRANSIT PLAN 20/20-CCRTA's Five -Year Transit
Plan, was completed in October 2016 for the
dual-purpose of evaluating current bus ser-
vice performance and formulating bus service
improvements through year 2020. The plan in-
cludes prioritized short-term bus service recom-
mendations to increase ridership while meeting
the needs of the Coastal Bend region. Phase 1
recommendations, which included six new bus
routes, 12 modified routes, and one discontinued
route, was implemented in January 2017. Ad-
ditionally, an in-depth analysis of CCRTA fares
under five phased scenarios was completed to
further increase public transportation options
and sustainability.
DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 11
INTRODUCTION 1 A new era of opportunity for Corpus Christi
CURRENT PLANNING EFFORTS
Influenced by the development of the Down-
town ADP the City has engaged in several
follow-through studies:
• The DOWNTOWN PARKING MANAGEMENT
STUDY AND STRATEGIC PLAN will guide im-
plementation strategies for the next three
years (2017).
• The NORTH BEACH REDEVELOPMENT INITIA-
TIVE engaged the North Beach community
for input to outline redevelopment con-
cepts. The plan details capital improvement
projects and programs that will catalyze
economic development and promote infill
opportunities while capturing momentum
from the realignment of the Harbor Bridge
(underway).
• The TIRZ #3 INTEGRATED TRAFFIC AND
PLANNING STUDY will respond to the Harbor
Bridge replacement project creating an ur-
gent need to enhance connectivity between
downtown and the new freeway and an
opportunity to establish synergy between
the TIRZ #3 districts and nearby neigh-
borhoods. This planning effort will identify
opportunities to develop linkages and con-
nectivity of destinations within and among
the SEA District, the Marina Arts District,
and other surrounding neighborhoods and
districts. This findings from this study will
guide public investment and incentives for
the next decade (underway).
TAKING INITIATIVE TO SEIZE
THE OPPORTUNITY
The Corpus Christi community has clearly defined its goals for the Downtown Area. Ten initiatives
utilize available leadership and resources to achieve those goals:
REAL ESTATE REINVESTMENT
O Utilize TIRZ #3 to unlock mar-
ket-driven development with
flexible, effective options serving
the different incentive needs of different
projects. Take advantage of the flexibility of
TIRZ funds by offering projects the incentives
that suit them best. For some projects this could
be a tax rebate; for others this could be street and
utility improvements; and still others could use a
combination of such investments. Projects
seeking higher levels of incentive should demon-
strate how they would be financially infeasible
without it.
O Target tax abatement and other
incentives to reinforce neighbor-
hoods with new job and mixed -in-
come housing development. Focus tax abate-
ment along major corridors like Staples, Agnes,
Laredo, and Leopard Streets where new busi-
nesses and development will be most likely to
succeed and have the most visible impact. Use
Type A/B funds to support multifamily,
mixed -income housing development serving
Corpus Christi's workforce.
12 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
0 Proactively encourage redevelop-
ment of well -located underutilized
properties. Make owners of promi-
nent vacant properties aware of available market
interest, incentives and plan guidelines that all
encourage reinvestment. The City and partners
like Nueces County and the Port of Corpus
Christi can set an example by selling their
underutilized parcels for projects that advance
DADP goals. Focus on sites that are in marketable
locations, encourage private investment in
nearby sites by enhancing their market position,
and/or are large enough to support a significant
critical mass of development.
INFRASTRUCTURE
Focus infrastructure investments
to maximize leverage of private
sector investment. Coordinate
improvements closely with known development
projects—when and where necessary. Corpus
Christi has invested in high-quality street and
park infrastructure along Shoreline Boulevard
and Chaparral Street. Before undertaking other
large infrastructure projects, focus on enabling
the development that has been attracted by past
investments.
0 Organize parking at district scale to
increase convenience and efficien-
cy. The Downtown Area needs enough
conveniently located parking to satisfy market
demand, but not so much that the land and
funding needs of parking get in the way of
high-value development. Make the most of every
parking space through parking management that
lets an office worker's daytime parking space
serve a resident, hotel guest or concertgoer in the
evening or weekend.
Actively manage event traffic.
During major events, some streets are
clogged with traffic while others are
underutilized. Provide audiences more
information on access route options, and add
reasons to come early and stay late, to spread out
traffic over more area and time, ensuring conve-
nient access for all.
0 Transform old Harbor Bridge
infrastructure to connect districts
and the bay with walkable develop-
ment and access. Removal of obsolete highway
infrastructure will enable new streets and
development to connect Uptown, Washing-
ton -Coles, SEA District and Marina Arts District
in ways that create more cohesive sense of place,
greater market opportunity and a more connect-
ed community. Install street trees, pathways and
signage to create much more welcoming ap-
proaches to North Beach.
INTRODUCTION 1 A new era of opportunity for Corpus Christi
GREAT PLACES FOR PEOPLE
Intensify destination arts and retail
programming. The Downtown Area is
the heart of Corpus Christi's cultural
and culinary scene. Raise the profile of this
amenity with additional, and more visible,
programming of arts, music, food, recreation and
other activities serving the city and its visitors.
Fill missing links in Corpus Chris-
ti's signature waterfront park and
path network. Take advantage of the
New Harbor Bridge project and several smaller,
near-term opportunities to knit together Corpus
Christi's Bayfront Marina, parks and paths into a
highly accessible system serving residents,
workers and visitors.
Create clean, safe, welcoming
places. Maintain streets, parks and
other public places to be consistently
clean and attractive. Expand partnership
between the City, property and business owners,
residents, and district management to encourage
good stewardship of downtown's public places.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 13
INTRODUCTION 1 A new era of opportunity for Corpus Christi
WORKING TOGETHER
Corpus Christi's Downtown Area is building
momentum, seeing new vibrancy and activity
emerging from market opportunity, existing as-
sets, and the dedicated efforts of a wide variety of
residents, business owners, institutions, public
officials and other stakeholders. The following
chapters of this document provide stakeholders
and partners direction, tools and guidance to
work together toward shared goals. This coordi-
nation of effort around mutual goals will do the
most to unlock greater levels of opportunity in
Corpus Christi.
• CHAPTER 2 focuses on the key priority policy
initiatives and implementation strategies
that will make the five vision themes tangible
and visible in the Downtown Areas. The down-
town plan's relationship to Plan CC vision,
goals and strategies is described, as well as
its roots in thoughtful past planning.
• CHAPTER 3 is devoted to a detailed look at
each of the six Downtown Area districts—the
Marina Arts District, Bayshore Neighbor-
hood, Uptown & Surrounding Neighborhoods,
Washington -Coles, SEA District, and North
Beach—as well as Hillcrest—through a series
of reinvestment priorities. (See diagram on
facing page.)
• CHAPTER 4 provides a set of development
guidelines that will achieve high-quality,
people -scaled design for buildings, streets and
landscapes.
• CHAPTER 5 explores key transportation topics
that shape improved ways that residents and
visitors can move about the city. Analysis and
recommendations for IH -37, for SEA District
access, for public transit, and for parking are
included.
14 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Downtown Study Area and Districts
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PLAN CC DOWNTOWN AREA DEVELOPMENT PLA I MARCH 27, 2018 I 15
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INTRODU1 ION 1 A new er tunity for Cors C
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1 MARCH 27 201
Ongoing housing and retail development, together with pedestrian -friendly paving, trees and
signage recently installed at the corner of Chaparral and Lawrence Streets, provide strong
momentum to spur additional actions that willfurther enhance the Downtown Area.
Priority Policy Initiatives
and Implementation
How to build the Downtown Area vision
J
owntowns, more so than other development patterns, enable many different people to engage in
many different activities that support each other, creating a place that is greater than the sum of its
parts. Achieving compelling results from a downtown plan requires a structure to ensure stakehold-
er actions are indeed mutually supportive. Without this, efforts and resources may be dispersed in ways that
lack synergy. The ten priority initiatives in this chapter provide such a structure. The initiatives emphasize
themes that appeal to a broad range of stakeholders, and actions that do the most to catalyze further actions
and investments that build toward big results. Maps following these initiatives indicate key places they should
influence in the study area.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 17
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
The Downtown Management District, one of the Downtown Area's major community organizations, held this open house in November 2014 to highlight its
priority goals and actions for the next three years. Events like this help achieve the Downtown Area vision by publicizing and coordinating opportunities
for the area's many stakeholders to work together toward common goals.
18 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
VISION THEMES AND POLICY INITIATIVES
To achieve DADP plan goals, the City and partner stakeholders should focus on 10 main initiatives that will produce results serving the five vision themes.
1►1gRII11:1119111N
INITIATIVES
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Utilize TIRZ #3 to unlock market-driven development with flexible, effective
options serving the different incentive needs of different projects.
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0 Target tax abatement and other incentives to reinforce neighborhoods with
new job and mixed -income housing development.
O Proactively encourage redevelopment of well -located underutilized
properties.
O Focus infrastructure investments to maximize leverage of private
sector investment.
Organize parking at district scale to increase convenience and efficiency.
Actively manage event traffic.
O Transform old Harbor Bridge infrastructure to connect districts and the
bay with walkable development and access.
0
Intensify destination arts and retail programming.
O Fill missing links in Corpus Christi's signature waterfront park and
path network.
Q Create clean, safe, welcoming places.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 19
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
REAL ESTATE REINVESTMENT
i iILIr:II I'La
KEY ELEMENTS
Utilize TIRZ #3 to unlock market-driven development with
flexible, effective options serving the different incentive needs
of different projects.
• Complete and apply a project plan for TIRZ #3
that requires applicants to demonstrate finan-
cial need and consistency with DADP goals,
and offers incentives in several forms that can
be tailored to specific project needs. These
different forms should include tax rebates of
variable duration, and infrastructure including
utilities and street improvements. See also
TIRZ #3 funding priorities under Initiative 4.
• Assess project financial need through third
party professional evaluators. Establish a
means for discussing project financial need
and appropriate incentive packages with appli-
cants in confidence (using real estate finance
professionals not on city staff or the TIRZ
board), and then providing recommendations
to the TIRZ board for review and approval.
• Develop and adopt design guidelines for new
projects in TIRZ #3. Examples of such guide-
lines are included in Chapter 4 of the Down-
town Area Development Plan. These reason-
able design standards provide investors a
predictable context for project review, and help
ensure continued design quality across the
TIRZ area as additional projects are developed.
This helps to maintain and increase value of all
properties.
• Once an efficient, effective means of managing
TIRZ #3 is in place, consider creating addi-
tional TIRZ area in the downtown study area
in places where redevelopment is especially
desired. As a first priority, consider extend-
ing TIRZ #3 to include the Agnes and Laredo
Street corridors, to promote reinvestment
along these important downtown gateways.
Establishing a North Beach TIRZ should also
be considered.
• Suspend use of the city's established tax abate-
ment program in the TIRZ #3 area, where it
undermines TIRZ resources. Instead, focus
the tax abatement program in areas outside
TIRZ #3, where it will offer greater value (see
Initiative 2). Inside TIRZ #3, TIRZ-funded
tax rebates can offer equal or greater value to
development projects than the tax abatement
program.
20 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN I MARCH 27, 2018
RESPONSIBILITY
City Business Liaison, TIRZ #3 board
RESOURCES
Established City operations, TIRZ revenues
TIMEFRAME
Policy updates were completed within one year.
Implementation ongoing
MOMENTUM
> TIRZ #3 Project Plan updated and
implemented
> Nine projects have advanced in 18
months thanks to TIRZ #3 incentives.
TIRZ #3 Boundary
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
I MARCH 27, 2018 I 21
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
REAL ESTATE REINVESTMENT
EIULIr:1�lv1a'
KEY ELEMENTS
Target tax abatement and other incentives to reinforce
neighborhoods with new jobs and mixed -income housing.
• Explicitly expand tax abatement eligibility to
non -convention center hotels, multi -tenant of-
fice buildings, and full tax abatement levels for
small businesses with as few as 20 employees.
• Focus tax abatement and other non-TIRZ
incentives (such as fee waivers, Type A/B
funds, Affordable Housing Trust funds, or
sale of surplus public land at reduced cost) on
areas outside of TIRZ #3, to avoid redundancy
or conflicts. (TIRZ #3 can independently fund
tax rebates—equivalent in effect to tax abate-
ment—and targeted infrastructure improve-
ments to support eligible development within
its boundary.)
• To leverage the greater impacts possible with
revitalization projects that are concentrated
within compact areas, prioritize provision
of tax abatement to projects in areas that are
highly visible, accessible, and include a num-
ber of large parcels with revitalization poten-
tial and multiple owners.
• A base level of tax abatement may be offered
to any proposed project consistent with DADP
goals, but higher levels of tax abatement
should be offered only to applicants demon-
strating financial need for it. Determine finan-
cial need through the approach recommended
for TIRZ #3.
• Consider applying the Downtown Area Devel-
opment Plan's Design Guidelines to any project
receiving tax abatement incentives. As for
the TIRZ #3 area, applying design guidelines
will make the project approval process more
predictable, and will encourage quality develop-
ment throughout the study area, help maintain
and increase property value over time.
• Utilize additional resources to help make
possible the development, renovation and
preservation of affordable/workforce housing
serving a broad spectrum of incomes. Current
and potential resources include:
> Type A/B funds. Continue to utilize Type
A/B funding to help create new multifamily
housing options at below-market rates to
address demand from households. As one
potential use, consider funding property
acquisition for new housing construction, in
coordination with Initiative 3.
> Corpus Christi Affordable Housing Trust.
This new lending entity would utilize Cor-
pus Christi Finance Corporation Bonds to
provide low-interest financing and permit
fee waivers to affordable/workforce housing
development projects.
> Neighborhood Empowerment Zones.
These zones may be created as priority areas
to offer tax abatement, fee waivers and/or
other development incentives.
22 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
City manager's office, with support from EDC and
Type A/B board
RESOURCES
Established City operations
TIMEFRAME
Apply updated policy within one year
• Update and consolidate information on devel-
opment incentives, to make the full range of
policies and choices clear to developers, prop-
erty owners and others interested in making
investments. This should begin with a collab-
orative effort between the City and the Corpus
Christi Regional Economic Development
Corporation to update information available
online, and to designate a single, consistent
point of contact for comprehensive informa-
tion. It should also extend to partnerships with
local community organizations (such as the
Uptown Neighborhood Initiative and Down-
town Management District) and other entities
who can help connect potential developers
with these resources.
Priority incentive areas outside of TIRZ #3
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
CM' RTYPNI.1 _
Priority areas for
tax abatement and
other non-TIRZ
incentives. As stated
in Initiative #1, consider
adding the Agnes and
Laredo corridors into
the TIRZ #3 area to
increase their potential
access to incentives.
I MARCH 27, 2018 23
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
REAL ESTATE REINVESTMENT
KEY ELEMENTS
Proactively encourage redevelopment of well -located
underutilized properties.
Target privately -owned property by proactive-
ly contacting property and business owners to
highlight market potential, incentive policies, re-
cent and planned public infrastructure improve-
ments, and other DADP elements that establish
a more predictable and beneficial setting for
investment. To the extent possible, task DMD,
UNI or other locally -focused agents to conduct
this outreach to maximize impact.
• Target underutilized publicly -owned property
by offering it for sale to private developers for
development of specific projects that support
DADP goals. Time these sales to when devel-
opment is favorable due to market conditions,
completed infrastructure improvements, or
other factors.
• Encourage reinvestment in privately -owned
vacant buildings or lots in prominent areas.
Inform owners of real estate market analysis
findings, TIRZ #3 incentives, and the predict-
able framework provided this plan and its
guidelines. Encourage property sale or part-
nering to tap developer expertise with new
market opportunities.
• Establish Vacant Building Registry to assist
with identifying opportunities for investment.
• Where extended vacancy is anticipated, seek
opportunity for temporary "pop-up" program-
ming of vacant lots and storefronts, by arts or
recreation organizations or other entities.
• Explore opportunities to expand Heritage Park
and other areas as an opportunity to improve
our Convention market reach with outdoor
programming space and to protect the viability
of existing public facilities and investments.
24 I PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
City Business Liaison, with support from DMD, UNI
and/or other area improvement entities for outreach
to private property owners, and from REDC, city -af-
filiated housing corporations or other appropriate
entities for strategic land acquisition, holding and
sale.
RESOURCES
Operations through established funding streams for
City staff and area improvement entities; property
acquisition through Type A/B funds or other strate-
gic economic development sources (and ultimately
revolving funds through sale of parcels).
TIMEFRAME
Apply updated policy within 1 year.
MOMENTUM
Nueces County has attracted a
development proposal for restoration
and adaptive reuse of the former Nueces
County Courthouse. Bringing this
prominent vacant building back to life
with an appropriate use would benefit the
entire Downtown Area, as a demonstration
of smart real estate reinvestment at an
important gateway.
Potential Redevelopment Sites
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
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PLAN CC
N AREA DEVELOPMENT 1 MARCH 27, 2018 1 25
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION How to build the Downtown Area vision
INFRASTRUCTURE
KEY ELEMENTS
Support new development with infrastructure investments
that are timed and located together with private investment.
• Pace City investment in streets, parks, utilities,
parking and other infrastructure in parallel
with private development projects. See pages
48-49 for priority infrastructure invest-
ments in the downtown study area. Integrate
appropriate priorities and concepts developed
by stakeholders such as the Downtown Man-
agement District. Include North Beach water
service upgrades where needed. Unless there
is clear immediate need or benefit for improve-
ment, begin infrastructure project investment
only when private development that will benefit
from the infrastructure improvement is moving
forward.
• Top priority use of TIRZ #3 funding should be
for investments that directly enable develop-
ment projects, such as gap financing, utility con-
nections, sidewalk or street tree improvements,
or other general street improvements/upgrades
directly related to the project. Remaining
TIRZ funds may then be invested in broader
improvements serving the district. Larger
scale infrastructure like street extensions and
parking structures may require funding from
other sources such as the City's biannual capital
funding bonds paid through its general budget,
or grants such as have been used to improve
Downtown Area street lighting.
• Continue to work closely with the Texas De-
partment of Transportation to confirm design
and funding for new bridge, street, multi -use
path and park infrastructure (associated
with the New Harbor Bridge and areas where
the existing Harbor Bridge and its approach
streets will be removed) to ensure these in-
vestments fully support DADP goals. See also
Initiative 7.
• Minimize any adverse impact on area prop-
erties and businesses from infrastructure
construction by:
> Designing and phasing projects to reduce
time and area of impact,
> Enforcing performance criteria for contrac-
tors (such as incentives for timely project
completion),
> Investing in "we're open for business" cam-
paigns that highlight operations and access
during construction through supplementary
signage or other publicity, and
> Involving local stakeholder organizations
such as DMD, UNI, SEA District and NBCA in
planning and applying these impact mitiga-
tion strategies.
Given the large scale of work anticipated with
construction of the New Harbor Bridge and
removal of the Existing Harbor Bridge, work
closely with the Texas Department of Transpor-
tation, its contractors, and community stake-
holders to avoid adverse impacts.
26 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
City Business Liaison, TIRZ #3 board, City Engi-
neering Department, and City Planning staff with
support from area stakeholder organizations such
as DMD, and community organizations; and from
partner agencies building and using infrastructure
including the Texas Department of Transportation,
CCRTA and Port of Corpus Christi.
RESOURCES
TIRZ #3 funds; City and grant -sourced capital im-
provement funds; Federal and state transportation
funding associated with the New Harbor Bridge,
port improvements and other projects; Type A/B
funds and/or Marina revenues for appropriate
waterfront projects.
TIMEFRAME
Confirm conceptual design and funding of New
Harbor Bridge -related projects. Build development
project -related infrastructure in parallel with de-
velopment. Complete a construction management
plan with affected stakeholders at least two months
before starting any infrastructure project.
MOMENTUM
> Reconstruction and relocation of Shoreline
Boulevard in the Bayshore Neighborhood,
enhancing access to the Downtown Area
and creating improved waterfront park area.
> Comprehensive reconstruction of Staples
Street, encouraging business and property
investment in this important corridor
linking the Downtown Area with Southside.
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
Capital investments have enhanced the Downtown Area as a place to invest and visit. Recent initiatives include Shoreline Boulevard reconstruction (left), a new
playground at the Corpus Christi Museum of Science & History (center), and extension of Chaparral Street streetscape and utility improvements to Taylor Street
(right). See pages 48-49 for recommended future improvements.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 27
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
KEY ELEMENTS
Organize parking at district scale to
increase convenience and efficiency.
Encourage sharing of parking spaces by uses
with different demand peaks (such as daytime
office worker demand and evening/weekend res-
ident demand) through private agreements and/
or district parking policy. This will help mini-
mize cost and land area needed for new parking,
while providing new revenue to existing property
owners. Contact current owners of underutilized
parking to confirm potential interest in leasing
spaces to others. Connect development appli-
cants to these parking owners.
• Over the longer term, directly and/or indirectly
create public parking shared by multiple users
to enable additional development projects. A
direct approach would involve proactive acqui-
sition of land suitable for structured parking,
in areas of known development interest. An
indirect approach would encourage develop-
ment applicants to incorporate shared parking
in their projects by committing to fund some
or all of a parking structure with City capital
funds, TIRZ revenues and/or other appropriate,
available sources. See Development Guide-
lines chapter for design guidelines explaining
how structured and surface parking should be
designed to enhance walkability and safety.
• Design and install clear, consistent signage for
parking facilities open to the public. Coor-
dinate pricing of publicly accessible on -and
off-street parking, with prime on -street spaces
priced higher to encourage more frequent
turnover.
• Rationalize public on -street parking by estab-
lishing a consistent meter policy in the Marina
Arts District, Uptown, North Beach and any
future areas designated for metered parking.
The policy should determine appropriate
meter pricing and time allowances for meters
on each street, calibrated to characteristics of
nearby destinations. Conduct an inventory of
supply and demand to inform policy approach.
Coordinate with planned relocation of some
on -street parking spaces as part of Chaparral
Street improvements.
• Enhance the Parking Advisory Committee
with additional professional parking expertise,
through its membership and/or staff resources.
• Reinvest parking proceeds into maintaining
and building additional parking, maintaining
or improving sidewalk facilities, and/or other
priority needs in the parking districts.
• In North Beach, ensure adequate parking for
visitors to the beach and other attractions.
28 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
CCPD Parking Control Division, with support from
Parking Advisory Committee, City Business Liaison,
DMD, and other appropriate stakeholders. Coordi-
nate with street operations and capital projects.
RESOURCES
Fund management through current parking meter
revenues. Fund new parking structures through the
City's capital improvement program or other avail-
able sources, with possible supplemental funding
from TIRZ #3.
TIMEFRAME
Update Marina/Downtown/Uptown parking policy
within 1 year. As developers apply for development
projects, discuss with them the potential for inclu-
sion of public parking on their sites, and connect
them with owners of available parking. As part of
Action 3, contact owners of sites suitable for poten-
tial longer-term public parking structures within 2-5
years to determine interest.
MOMENTUM
> TIRZ #3 Downtown Parking Study led
to adoption of the Downtown Parking
Study Action Plan that will guide
implementation strategies for the next
three years, including an improved
parking pricing and management
approach
Off Street Parking Concentrations
in Downtown and Uptown
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION How to build they)
town Area vision
MARINA
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District -scale parking management
can help utilize existing, underutilized
structured parking spaces to support
new development, and enable
redevelopment of surface parking lots
for higher -value uses.
I MARCH 22%18
ti .s
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
INFRASTRUCTURE
KEY ELEMENTS
Actively manage event traffic.
• Establish a working group responsible for
planning and implementing traffic and parking
management in the Downtown Area. Include
participation by Corpus Christi Convention
and Visitor's Bureau, Corpus Christi Street
Operations Department, Corpus Christi Police
Department, CCRTA, DMD, and other stake-
holders as appropriate, under leadership of the
CCCVB. Determine typical levels of manage-
ment intervention needed depending on size/
attendance of events.
• Consider these strategies, among others, to
improve access to and from large events in the
SEA District and other portions of the Down-
town Area:
> Provide people driving to events directions,
via real time street signage and through
advance notice, that disperse traffic to and
from different events across multiple routes
such as Port Avenue.
> Use signage and consistent pricing to direct
drivers to parking efficiently, preventing
drivers from having to travel additional
blocks seeking parking.
> Minimize pedestrian/vehicle movement
conflicts near venues by temporarily limiting
vehicular access within one block or other
appropriate distance from venue.
> For events large enough to merit park-and-
ride shuttles, temporarily designate dedicat-
ed lanes to serve shuttles to ensure efficient
movement. Offer ferry service in addition to
buses.
> Provide additional programming, dining or
other activities before and after major events
to spread driving trips over a longer period of
time and reduce traffic peaks.
• Help advance supportive infrastructure
investments like improved walks between
Shoreline Boulevard, Chaparral and Brewster
Streets, Port Avenue and area parking facili-
ties, and potential vehicular traffic connection
from Shoreline Boulevard at the Art Museum
of South Texas to Port Avenue.
• To manage event -related traffic and parking in
other portions of the study area, set up similar
working groups and apply successful coordina-
tion techniques used in the SEA District.
30 I PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN I MARCH 27, 2018
RESPONSIBILITY
CCCVB, DMD, with support from Corpus Christi
Street Operations Department, Parks & Recreation
Department, and Police Department, CCRTA and
other stakeholders as appropriate.
RESOURCES
Shared support from SEA District, City departments,
CCRTA and/or other involved stakeholders.
TIMEFRAME
Establish working group within 3 months.
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
Concept for walking path and street alongside the Water Garden, connecting Shoreline Boulevard
and Chaparral Street and creating additional arts and event programming opportunities.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 31
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
KEY ELEMENTS
Transform old Harbor Bridge infrastructure to connect districts
and the bay with walkable development and access.
• Study and confirm preferred street network
connections to replace the current interchange
at IH 37 and the US 181/Harbor Bridge ap-
proach at Broadway Street.
• Rebuild IH 37 from the Crosstown Expressway
to Mesquite Street as a boulevard with lower
traffic speeds, a landscaped median, sidewalks
east of Staples Street, and opportunity for
development adjacent to the right of way.
> Consider restoring the original street name
for this corridor, Aubrey.
> Create street connections that maximize
development opportunity on adjacent sites,
create safe walking and biking conditions,
distribute traffic via multiple routes across a
gridded street network, and have moderate
maintenance costs.
> Consider a roundabout at the intersection of
Aubrey and Broadway as a signature gateway
to Corpus Christi and the bayfront.
> Consider one or more additional intersec-
tions between Carancahua and Waco Streets
offering improved vehicular, pedestrian and
bike connections between Uptown, Wash-
ington -Coles, SEA District and regional
highways.
> Maintain communication and keep up to
date on the Harbor Bridge Project construc-
tion process with Texas Department of
Transportation (TxDOT).
• Restore east -west street connections across
the old Harbor Bridge approach in the SEA Dis-
trict, and create a new grade -level street along
the approach, utilizing new Harbor Bridge
project funding. Similarly, in North Beach,
extend Timon Boulevard and cross streets
where the existing bridge will be removed. De-
sign streets to be safe and inviting for walking.
Discuss new street alignment and design with
area property owners to ensure new streets
support development opportunity.
• Ensure convenient use of multiple access
routes to the SEA District, including Port
Avenue and the potential future Staples Street
extension to Fitzgerald, as well as Broadway
and existing streets to the east of the current
bridge.
• Ensure the project enhances Downtown and
Uptown connections at key intersections
along I-37 between Port Avenue and Shoreline
Boulevard, and via Agnes and Laredo Streets.
Ensure the project enhances North Beach
access with convenient, attractive access at
Beach Avenue connecting to Surfside and
Timon Boulevards.
• Ensure that all major highway approaches
have programmable signage that can be used
to provide access instructions for events and
tourist destinations.
32 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
City Planning & ESI Department, City Engineering
Department, with support from TxDOT
RESOURCES
New Harbor Bridge funding for specific projects.
Supplemental city capital funding for areas beyond
the scope of the Harbor Bridge project.
TIMEFRAME
Timed with the Harbor Bridge Project.
Transforming obsolete Harbor Bridge approach
highways into walkable city streets
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
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MARCH 27, 2018 1 33
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
GREAT PLACES FOR PEOPLE
KEY ELEMENTS
Intensify destination arts and retail programming.
• Develop and apply a coordinated approach
to Downtown and Marina branding, building
on branding efforts by the DMD and Corpus
Christi Marina.
• Coordinate branding and marketing efforts to
visitors among the DMD, Marina, SEA District,
CCCVB, American Bank Center, Texas State
Aquarium, USS Lexington, hotels and other
visitor industry stakeholders
• Add regular dining, recreation and/or other
destination activities along Shoreline Boule-
vard to highlight and expand synergies be-
tween the Marina, Bayfront, Downtown and
adjacent areas. Enable expansion of the Art
Center of Corpus Christi's restaurant/cafe
space with outdoor dining as part of transfor-
mation of former Shoreline Boulevard right
of way into park space. Program Shoreline
Boulevard median space near Lawrence and/
or Peoples Street with dining, starting with
mobile vendors and exploring potential for
more permanent restaurant facilities. Require
building development and major renovation
projects in this area to include active ground
floor uses facing Shoreline Boulevard, prefera-
bly including restaurants or shopping.
• Create a working inventory of available
downtown retail space to assist marketing to
potential retail business tenants. To the extent
possible, focus retail uses within one block of
Chaparral Street to create synergy.
• Create a stronger presence of the arts along or
within one block of Chaparral Street. Replace
prominent vacancies with galleries, studio
space and/or other arts -related programming.
Install public art (preferably on a rotating
basis) along improved sections of Chaparral,
La Retama Park and/or other key public spac-
es. Engage the Art Gallery of Corpus Christi,
TAMU Department of Art, Art Museum of
South Texas, gallery owners and/or other arts
stakeholders in programming and publicity.
• Relocate graduate programs in the Department
of Art of Texas A&M University Corpus Christi
(TAMU-CC) to Downtown.
34 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
DMD and Corpus Christi Marina for Downtown/Ma-
rina branding and marketing; CCCVB with support
from other stakeholders noted above for broader
branding and marketing; DMD, Marina and Art
Center for Shoreline Boulevard programming; DMD,
Art Center and other arts organizations and stake-
holders for arts programming; Corpus Christi City
Council, TAMU-CC and DMD for downtown graduate
arts facility.
RESOURCES
DMD funding from public improvement district and
City; contributions from stakeholder organizations;
potential TIRZ #3 funding; TAMU-CC.
TIMEFRAME
Update branding and marketing for the Downtown/
Marina and broader Downtown Area by end of 2017.
Expand Shoreline Boulevard programming during
summer 2018; add more permanent dining opportu-
nity by 2019. Fill at least five vacant downtown retail
spaces by end of 2019. Open downtown TAMU-CC
graduate arts facility within 5 years.
MOMENTUM
> Marina Arts District branding conceived
and launched
> Broader downtown area branding
initiative under way
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
Concept for expanded outdoor dining, walking, seating andMarina/bay
observation areas occupying former roadway between the Art Center and the
Shoreline promenade.
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PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
GREAT PLACES FOR PEOPLE
ilii r:LgILi
KEY ELEMENTS
Fill missing links in Corpus Christi's
signature waterfront park and path network.
• Complete reconstruction of the Marina's boat
slips south of Coopers Alley.
• Complete design and construction of Shoreline
Boulevard park improvements between Fur-
man Avenue and Coopers Alley, using funding
previously dedicated.
• Design, fund and implement Phase II Shore-
line Boulevard walkability and streetscape
improvements between I-37 and Lawrence
Street. Add crosswalks across Shoreline Boule-
vard at any cross streets where they are absent,
such as Schatzell, People's (north side), Starr,
Taylor and Twigg Streets. Include curb bump -
outs, signage or other devices to promote
traffic speeds at or below 25 mph.
• Complete design and construction of North
Shoreline Boulevard promenade from the
Texas State Aquarium ferry dock to Bridge-
port Avenue and the Beachwalk, using funding
previously dedicated.
• Connect the new Harbor Bridge multi -use
path to neighborhoods and the bay with a new
multi -use path extending west to Hillcrest,
East to Shoreline Boulevard via Washing-
ton -Coles and the SEA District, and south to
Uptown. Include the Solomon Coles Recre-
ation center and historic Old Bayview Ceme-
tery as part of the route.
• Connect the new Harbor Bridge multi -use path
to North Beach and the bay with a new multi-
use path extending along Beach Avenue to the
Beachwalk, and along Timon and Surfside
Boulevard to the Texas State Aquarium ferry
dock.
• Build the planned birding park in North Beach
north of Beach Avenue, utilizing new Harbor
Bridge required wetlands mitigation.
• Connect Uptown to the bay with improved
pedestrian lighting and walks along Leopard,
Peoples and Lawrence Streets, Cooper's Alley,
and along Park Avenue from South Bluff Park
to McGee Beach. Include bike infrastructure
as prescribed in the adopted Bicycle Mobility
Plan. Include sidewalk, crosswalk and acces-
sible ramp improvements at the bluff along
Broadway to enhance Uptown -Downtown
connections.
• Explore opportunities for pedestrian -only
corridors throughout the Downtown planning
district.
• Recruit ferry service provider or similar
service with stops at the SEA District (at Ortiz
Center dock) and increased service frequency
(30 minutes) by replacing the previous model
of a single ferry with multiple smaller boats.
Explore private and public-private models.
36 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
City Planning & ESI Department, Engineering Ser-
vices Department, Parks & Recreation Department,
CCRTA bus service
RESOURCES
Dedicated and future capital project allocations;
CCRTA for bus service, TxDOT mitigation require-
ments
TIMEFRAME
Complete Shoreline Boulevard crosswalk improve-
ments,Leopard/Peoples Street lighting improve-
ments and marina boat slips within 3 years. Com-
plete park and path improvements along Shoreline
Boulevard and Park Ave. within 4 years. Complete
North Beach birding park and Timon/Surfside path
within 5 years. Complete new Harbor bridge path
connections in conjunction with the bridge comple-
tion.
• Inaugurate a Bayfront shuttle service along
the Shoreline Boulevard corridor between the
SEA District and downtown. Brand the service
differently from standard public transporta-
tion services, and proactively market service to
visitors (as well as the Corpus Christi commu-
nity).
• Consider opportunity to connect waterfront
paths to Westside neighborhoods with multi-
use trails along former rail corridors.
Bayfront Park & Path Network
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PLAN CC DOWNTOWN AREA DEVELOPMENT PLAT 1 MARCH 27, 2018 1 37
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
GREAT PLACES FOR PEOPLE
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KEY ELEMENTS
Create clean, safe, welcoming places.
• Continue and expand the highly successful
public/private partnership and volunteer
efforts led by the Downtown Management
District (DMD) promoting cleanliness, safety,
and a welcoming environment in the Marina
Arts District. These efforts include presence
of uniformed "Clean Team" staff who perform
dual roles: 1) maintaining downtown public
places, and 2) serving as tourism ambassadors
providing people information and assistance.
They also include periodic volunteer events for
cleaning, painting and other maintenance of
public streets and parks.
• Consider applying similar initiatives in other
portions of the Downtown Area.
• Continue the DMD's partnership with the City
to manage the bike patrol program, which con-
tracts off-duty police officers to ride downtown
streets, providing additional security.
• Encourage regular use of parks, include the
recently rebuilt park spaces at La Retama
Park and along Shoreline Boulevard, through
regular maintenance. Maintain facilities sup-
porting daily use, and program periodic events,
to leverage the parks' amenity value and to
promote safety.
• Address issues associated with public nui-
sance complaints and transient populations.
This includes ongoing efforts by the DMD, and
other stakeholders as applicable, to communi-
cate with social service providers.
• Continue the mural painting programs that
have been applied in the Marina Arts Dis-
trict and SEA District for buildings as well
as electrical boxes and other infrastructure.
Engage local arts and business organizations
to provide artwork that celebrates distinctive
qualities of the Downtown Area.
• In coordination with Initiative 8, develop a
plan for signature architectural lighting and
signage in the Marina Arts District and/or
other areas.
38 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
RESPONSIBILITY
DMD, other area service organizations, City Busi-
ness Liaison, Parks & Recreation Department, Police
Department.
RESOURCES
City and private -sector funding.
TIMEFRAME
Ongoing.
MOMENTUM
> Implementation of new street cleaning
equipment
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
Downtown Management District staff and volunteers help maintain curb markings. New murals include one covering the Corpus Christi Caller Times building.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLM 1 MARCH 27, 2018 1 39
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
44%.,
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DOWNTOWN AREA FRAMEWORK:
BAYFRONT PARK & TRAIL NETWORK ;''•
This comprehensive park and recreation trail system links the waterfront, public #'*.
parks, neighborhoods, and Downtown Area districts of Corpus Christi through new
multi -use paths and walkable, bikable recreation loops. A newly marked path along
Shoreline Boulevard and the waterfront connects to interior paths at Park Avenue, Peo-
ples Street, I-37 (transformed into a green Boulevard after the Harbor Bridge relocation)
and Port Street. The trail network extends to North Beach via a reinstated and expanded
water ferry service from the marina and SEA District, connecting to the existing North
Beach "beachwalk" and new pathways on Beach Avenue, Surfside and Timon, and along
the proposed Harbor Bridge. The path from the new Harbor Bridge would link through
the Hillcrest and Washington -Coles neighborhoods connecting both to the SEA District
and the bay. The recreation trail would be comprised of wider sidewalks, dedicated bike
lanes, and/or shared bike lanes along existing streets, with beach trails and bridge treat-
ments to complete the network.
40 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
LEGEND
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PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
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PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 41
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
DOWNTOWN AREA FRAMEWORK:
POTENTIAL REDEVELOPMENT SITES
Significant development opportunities exist in Corpus Christi based on an analysis
of publicly- and privately -owned land parcels that appear vacant or underutilized. Cri-
teria for noting these parcels—color coded according to ownership by the Port, TxDOT,
City, or County—include large, open surface parking lots, vacant or underperforming
buildings where redevelopment value exceeds current value, and reclaimed land that
will be made available with the relocation of the Harbor Bridge. The diagram does not
suggest a proposal for specific development on specific sites. Instead it is meant to
focus discussion on the possibility of redeveloping key parcels through public/private
partnerships, that would have significant positive impacts on their related districts
and neighborhoods. Note that the majority of City owned sites are located in the SEA
District, while privately owned sites are distributed throughout the Downtown Area
districts.
42 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
LEGEND
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of tlewelapmerlt
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PLAN CC 1 MARCH 27, 2018 1 43
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
DOWNTOWN AREA FRAMEWORK:
STREET CHARACTER
This diagram highlights the network of streets of different types that serve the Down-
town, SEA District, Bayshore Neighborhood, and Uptown and surrounding neighbor-
hoods. Taken together, this street character framework defines appropriate design
approaches for development on each type of street. Chaparral Street between William
and Taylor is logically a primary walking street and priority retail location given its
recent streetscape improvement program. This model could also be followed on Leopard
Street between Broadway and Tancahua and eventually in the SEA District as well on
Chaparral between Fitzgerald and Port Street. Shoreline Boulevard and Broadway Street
are emphasized as primary walking streets, while Water and Mesquite Streets are de-
noted as flexible access streets, meaning they primarily serve a transportation function
although integration of commercial and/or residential uses is possible. Gateway Streets
and Boulevards complete the network and feature additional attention to landscape and
pedestrian facilities, combined with convenient vehicle access.
44 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
LEGEND'
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fleas I auras street 41 �zni
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PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
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PLAN CC
MARCH 27, 2018 45
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
DOWNTOWN AREA FRAMEWORK:
ARTS & CULTURE FRAMEWORK
The arts play a significant role in the life and activity of Corpus Christi's Downtown
Areas. Bracketed by the Art Museum of South Texas to the north and the Corpus Christi
Art Center on Shoreline Boulevard to the south, a diversity of arts offerings and pro-
grams are already available to residents and visitors alike. A variety of other facilities
expand available cultural experiences to include festivals, community history, marine
science, architecture, and more—all close to a spectrum of culinary experiences. The
Arts & Culture Framework diagram ties these locations and programs together to
create a connected and clear network of arts related facilities that can promote syner-
gies and other complementary arts offerings. These can range from outdoor, temporary
programs along the waterfront—particularly on the former Shoreline Boulevard right-
of-way at the Art Center and farther south near McGee Beach—as well as more potential
permanent locations for galleries or a "school for the arts" in the Marina Arts District.
The framework suggest ways that area organizations such as the Art Museum of South
Texas, Art Center, Harbor Playhouse, Corpus Christi Museum of Science & History
Museum, Instituto de Cultura Hispanica de Corpus Christi, Texas State Museum of
Asian Cultures, TAMU-CC, the Downtown Management District (DMD), and others can
promote an integrated arts and culture fabric as a key driver of downtown activity and
identity.
46 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
LEGEND
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PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
ME =WM
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PLAN CC
1 MARCH 27, 2018 1 47
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
INFRASTRUCTURE INITIATIVES
G8b
G8c
G9a
G9b
G10a
G10b
Gila
G11b
G12
G13
PARKS AND PATHS
Landscape & paving improvements -
La Retama Park. COMPLETED
Park improvements -Water's Edge Park.
COMPLETED
Artesian Park -upgrade irrigation, land
scaping, gazebo. COMPLETED
Park improvements -H. J. Williams Park
Shading, streetscape, food truck plaza -
Shoreline Boulevard at Arts Center
and/or Lawrence
Park improvements -South Bluff Park.
Bike/ped improvements -Antelope from
Staples to Broadway; Peoples from
Broadway to Shoreline (3,920 If)
Mesquite St bike boulevard (Cooper's
Alley to 1-37-3,330 If)
Waterfront bike/ped improvements -
Art Museum to Art Center (6,930 If)
Bike/ped improvements -waterfront
between Art Museum and ferry dock/
Ortiz Center (1,500 If)
Bike boulevard -Ortiz Center to 1-37 on
Mesquite (3,700 If)
Cycle track & transitional bike bou-
levard -Hillcrest Park to Mesquite
via Winnebago, Sam Rankin, N Sam
Rankin, Resaca (11,000 If)
Bike boulevard -Port Ave from Mes-
quite, W Broadway, Lexington, Minton,
Kennedy, Koepke, Van Loan, Noakes to
Nueces Bay Blvd (7,730 If)
Cycle track -Winnebago, Staples,
Comanche, Alameda
Cycle track, bike boulevard, Blucher
Park path -Comanche from Culbertson,
Blucher Park, Cooper's Alley
South Chaparral and Coleman bike
boulevards (4,920 If); Park Ave cycle
track [930 If]
Buford and 3rd St Cycle tracks (3,850
If]; 6th St Bike boulevard to Morgan
[1,000 If]
Recreation Trail -Aquarium to Dolphin
Park along existing Beachwalk to New
Harbor Bridge; along Timon and Surf-
side median [8,000 If]
Birding and wetland park
PARKING
Parking supply/demand, placement
and pricing study
Parking structure A (assumed north,
1-37 or other appropriate SEA District
location]; 600± space structure, with
occupied space along any adjacent
street edges
Parking structure B (assumed south
of Lawrence, or other appropriate
location]; 600± space structure, with
occupied space along any adjacent
street edges
STREETSCAPE
S1
S2
S3
S4
S5
S6
S7
S8
Streetscape improvements
Streetscape improvements
Streetscape improvements
Pedestrian improvements -Leop-
ard Street at Broadway: stop signs,
crosswalks
ROADWAY CHANGES AND/OR
OTHER MA OR STREET IMPROVEMENTS
Pedestrian improvements -Accessible
ramps from Upper to Lower Broadway
Light Up CC -Peoples Street
Uptown Neighborhood Initiative light-
ing -Leopard Street
Phase 1: Brewster from Tancahua to
Chaparral; sidewalks/shared ped/
vehicle street
Phase 2: Brewster/Mesquite/Chapar-
ral/Hirsch
Phase 3: Chaparral to Whataburger
Field and Brewster
Street/ped improvements -Shoreline
Boulevard
Street/ped improvements -Coopers
Alley -Shoreline Blvd to Broadway
Street/ped improvements -Lawrence
Street -Shoreline Blvd to Broadway
Street/ped improvements -Hill-
crest -Kennedy Ave., Peabody Ave.,
Van Loan Ave., Hulbirt St., Minton St.,
Neuces St., John St.
48 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
R9
R10a
R10b
R11
Leopard Street Phase 1: Broadway to
Tancahua completed
Leopard Street Phase 2: Tancahua to
Josephine completed
Staples Street from Morgan to 1-37
[Bond 2012]. COMPLETED
Street extension -Shoreline Boulevard
extension
Staples Street pedestrian and bike im-
provements/safety, traffic calming -I-37
to West Broadway (2,000 If]
Roadway and sidewalk improvements -
miscellaneous streets [3,000 If]
Study and confirm street plan replacing
37/Harbor Bridge/Broadway inter-
change
1-37 Traffic Circle at Broadway
Street extensions -Power, Palo Alto,
Fitzgerald, Resace & Hughes from
Tancahua to Mesquite replacing Harbor
Bridge approach [5 ® 720 If = 3,600 If];
Rebuild Broadway [3,600 If)
Street extension -Staples to Fitzgerald/
Tancahua connector [1,500 If)
Water Street pedestrian and bike
improvements/safety, traffic calming -
Kinney to Furman [2,500 If]
Park Avenue pedestrian and bike
improvements/safety, traffic calming-
Tancahua to Shoreline Blvd (1,600 If)
Timon overlay -Coastal Ave. to Sandbar
Ave. (6,000 If)
Surfside overlay -Coastal Ave. to Reef
Ave. [5,400 If]
Beach Avenue from Bridge to Beach
access [1,300 If)
UTILITY/INFRASTRUCTURE
IIUtility upgrades -Water main line
upgrade/extension. ONGOING
TRANSIT
New marina docks. COMPLETED
Recruit ferry service/station
Bus rapid transit -Staples Street
1
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PLAN CC MARCH 27, 2018 1 49
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION 1 How to build the Downtown Area vision
50 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
District Framework
and Reinvestment Priorities
Targeted priorities for a vibrant and connected Corpus Christi
INTRODUCTION
r 1 he District Framework and Reinvestment Priorities chapter begins with an overview of the Down-
town Area districts, highlighting their unique qualities alongside opportunities for targeted reinvest-
ment. The analysis of market-based development potential described in Chapter 1 sets the foundation
for these recommendations, as do recent infrastructure initiatives taking place in the Downtown Area—most
importantly the Harbor Bridge relocation, recent Chaparral streetscape implementation, and Shoreline Boule-
vard reconfiguration.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 51
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES Targeted priorities for a vibrant and connect Corpus Christi
For each of the districts, a list of reinvestment
priorities is presented that identifies where the
most proactive efforts promise the most trans-
formative, catalytic, and cost-effective impacts—
development of priority land parcels, improved
streets for pedestrians and bicyclists, and/or new
programs for parks, for example. District recom-
mendations are also provided for land use, urban
design, transportation and streets/public realm
which present a range of specific public and pri-
vate actions that would bring both near-term and
long-term improvements.
52 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Marina Arts District
"Leveraging infrastructure investment and filling
the gaps with live/work/learn/play"
Bayshore Neighborhood
"Connecting neighborhoods and people to the Bay
and destination parks"
Uptown and Surrounding Neighborhoods
"Expanding choices for housing, jobs, and
transportation"
Washington -Coles
"Strengthening an established neighborhood with
connected streets and housing"
Hillcrest
"Providing housing options and opportunities for
current residents"
SEA District
"Promoting vibrant and accessible destinations
within a walkable setting"
North Beach
"Beach and attractions"
Downtown Study Area and Districts
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
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WN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 53
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DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES Targeted priorities for a vibrant and connect Corpus Christi
Marina Arts District
IDENTITY
"Leveraging infrastructure investment
and filling the gaps with live/work/
learn/play
reat strides have been made in recent years to
promote vibrancy in the Marina Arts District.
The City has made important investments in the
primary transportation corridors of Chaparral
Street and Shoreline Boulevard. Work by the
Downtown Management District (DMD) con-
tinues to spur action through focused efforts on
district operations and cleanliness, development
initiatives and filling vacant storefronts, market-
ing and events, and organizational management.
The Marina has upgraded boating facilities and
collaborated with the DMD on branding. There
are several important and immediate oppor-
tunities to further leverage and sustain these
efforts, capturing the powerful potential of the
Downtown Area's core as a strong generator of
economic growth and community identity.
• Downtown and the waterfront are inex-
tricably linked and deserve strategic invest-
ment to be better connected. The ongoing
Marina Arts District branding initiative and
anticipated programming, public space and
development improvements along Shoreline
Boulevard will help the Downtown, Marina
and shoreline parkland all succeed better as
interconnected places.
• Downtown's compact, connected, walk-
able environment is a core asset. This
character can be reinforced by encouraging
KEY THEMES
> Branding and walks that connect the Marina and traditional downtown
> Buildings that benefit from, and help create, walkable streets
> New housing that makes the district a lively, cohesive neighborhood
> Great dining, arts, waterfront, and other attractions drawing people from near and far
MARINA ARTS DISTRICT
54 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
redevelopment of large surface parking lots
and other underutilized land parcels with oc-
cupied, active, high-value buildings and public
spaces.
• Housing development offers the strongest
opportunity by far to capture market-driven
investment opportunity and produce a wide
variety of visible, transformative benefits. New
housing can take advantage of the dramatic
ongoing improvements to Chaparral Street,
joining the Cosmopolitan, the Atlantic Lofts,
the Buena Vista and other recent downtown
housing development to create a true neigh-
borhood.
• Downtown should continue to be a place
where visitors gather to experience Corpus
Christi's stunning waterfront and marina as
well as inviting destinations for the arts, dining
and shopping. Additional events programming,
public art, retail recruitment, and shuttle
services will help Corpus Christi draw greater
benefit from its strongest concentration of
hotel rooms and destinations that appeal to
residents and visitors alike.
LAND USE AND URBAN DESIGN
The priority goal for land use in the Downtown
should be to attract a permanent residential
population through new housing construc-
tion on available sites. This recommendation
is supported by a detailed DADP residential mar-
ket analysis that anticipates potential demand for
up to 1,850 new housing units in the next 5 years.
Simply put, this means that Downtown could
absorb approximately ten new developments the
size of the 165 -unit Cosmopolitan by 2020.
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
POTENTIAL
Outdoor dining Shade trees Drive lane and parking for
and public art and canopies promenade and Art Center
Shoreline Boulevard in front of the Art Center
looking north with new food offerings, arts, and
activities.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 55
M. DEVELOPMENT PROGRAI
MARINA ARTS DISTRICT
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Development should be targeted to sites near or
on Chaparral Street with vacant, single -story
buildings, large underperforming parcels with
single ownership, and/or other underutilized
sites such as large surface parking lots. With over
11,000 existing off-street parking spaces in the
Downtown, there is ample opportunity to use
existing parking—particularly structured park-
ing—more efficiently among uses like housing
and office that have peak demands at different
times. This would enable redevelopment of
Building Type/Density Multifamily residential with
structured parking, office,
hotel
Typical Height Range 3-5+ stories
Range of Development 1,000,000 sf
Quantity (in SF)
Unit Counts 1,500-2,000 residential
units, 150,000-200,000 sf
office space
existing surface parking lots with housing or
other higher -value uses, while minimizing the
significant costs of providing parking for new de-
velopment. Rehabilitation of existing structures
can also play a role in new housing—potentially
leveraging historic tax credits as an important
funding mechanism—with vacant multi -story
and well-designed buildings like the former
Montgomery Ward structure at the corner of
Chaparral and Peoples as prime candidates.
Future residents will in turn increase demand for
existing retail and help support additional retail,
dining and cultural offerings.
The retail market analysis shows that the Mari-
na Arts District possesses the Downtown Area's
best established cluster of destination retail and
entertainment destinations, and some of its best
opportunities to reinforce this cluster with more
and larger venues. Live music and unique dining
destinations are prime strengths, with opportu-
nity to grow their share of market demand. The
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56 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
district's established role in tourism and emerg-
ing role as a neighborhood will strongly benefit
from and contribute to a stronger retail and
entertainment presence.
The Marina Arts District is well known for its
array of hotels along Shoreline Boulevard facing
the waterfront which welcome tourists and
visitors. The hotel market is performing well
and continues to deserve a major presence in the
Downtown. Active hotel proposals have focused
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
on the SEA District (two hotels) and Bayshore
Neighborhood (one hotel), but the Marina Arts
District remains an appropriate place for poten-
tial additional hotels and upgrades to existing
hotels.
Prospects for office space growth are less strong,
as the office -inclined financial services, informa-
tion and professional & business services sectors
play only about half as much a role in Corpus
Christi's underlying economy as they do in the
average Texas city. That said, demand for up
to 100,000 square feet of additional downtown
space for administrative and support industries
is projected over the next 10 years. There is
enough existing vacant office space in Downtown
Corpus Christi to accommodate this. Trends
in other downtowns like Corpus Christi's that
are seeing an influx of residents indicate that
mixed-use downtowns particularly support the
establishment and growth of small businesses,
I
Chaparral: wider sidewalks, Artesian Park , =
compact lanes, two-way activated
Chaparral Street at Artesian Park, looking south with new residential development and streetscape.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLA1 1 MARCH 27, 2018 1 57
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
which together contribute more to job growth
than large businesses.
Having a variety of uses present on or near all
blocks—keeping streets active day and night,
weekday and weekend—will help expand market
potential for development. Improved walking
connections between the concentration of office
uses on the bluff west of Broadway, and the
greater mix of retail, office, hotel and housing
activities east of Broadway, could effectively
improve the integration of land uses. This would
enhance the emerging residential character
present on parts of the bluff, and reinforce
Chaparral Street retail by harnessing demand
from more daytime workers.
Urban design in the Marina Arts District
should be geared towards creating an invit-
ing, memorable, and walkable street and
block pattern. Downtown already offers the
city's best environment for walkable mixed -use
development—owing to its frequently spaced
streets, human -scaled streets and sidewalks,
and variety of established, interdependent land
uses, These qualities are principally responsible
for the recent attractiveness of downtown as a
place to invest in new housing. To maintain and
expand these qualities, and the investment that
comes with them, any development incentives
offered through TIRZ #3 or other means should
be conditioned on building design that supports
these goals. With each development project, this
approach will enhance the quality and value not
only of one parcel but of the streets and prop-
erties around it as well. See chapter 4 for more
detail on appropriate development guidelines.
To leverage its traditional walkable charac-
ter, the Marina Arts District deserves special
emphasis on providing active ground floor uses
like retail wherever possible, and particularly
along established retail corridors. Active ground
floor uses also deserve priority along Shoreline
Boulevard, which lacks retail today but offers
important opportunity for it with signature
walks attracting tourists, workers and residents
alike, and connections to the Marina.
TRANSPORTATION AND PARKING
The existing street grid has inherent advantages
that enhance access capacity and convenience:
walkable, bikeable scale; a density of destina-
tions that makes walking, transit and biking
access convenient; and multiple driving routes
that prevent bottlenecks. Moving forward,
transportation policy for the district should
maintain and enhance this set of qualities, with
particular emphasis on prioritizing walkability
amidst the balance of transportation modes.
Inviting people to walk or bike instead of drive
through safe, convenient sidewalks, transit
service and bike routes in Downtown will calm
traffic, ease parking demand, and create still
safer streets for pedestrians and bicyclists. Spe-
cifically, transit improvements should take the
form of a branded circulator for visitors (and
others) that would run between the Art Center
and the SEA District on Shoreline Boulevard
linking the two districts. Similarly, recruiting
a water ferry or similar service between the
Marina, the SEA District (with re-established
service) and North Beach would link all three
districts efficiently while highlighting Corpus
Christi's signature bayfront. Established bus
routes serving workers, residents and the gen-
eral public should be improved with simplified
58 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
routes and improved information. Continued
linkage to the new RTA center on Leopard Street
is essential and could be integrated within an
improved Leopard Street (see Streets and Pub-
lic Realm below). Convenient service to North
Beach is also essential and must be integrated
with street pattern changes associated with the
new Harbor Bridge.
With over 11,000 parking spaces in private
garages and surface lots in the Downtown
(including the two blocks west of Upper Broad-
way to Tancahua Street), there is an abundant
supply of parking that can be leveraged as an
asset for future development. Focus on in-
creasing utilization of existing parking by
establishing district -scale parking man-
agement that enables uses with different
demand peaks to share spaces during
the course of a day or week. In the near-
term, surface lots can potentially serve new
development nearby, while large surface lots
themselves—particularly between Shoreline
Boulevard and Water Street and along Chap-
arral—may be prime candidates for redevelop-
ment. In those instances, new parking could be
contained on site within the new development
(as in the Cosmopolitan) or be accommodated
in nearby garages if applicable. Over time and
with development momentum, additional
structured parking utilizing public funds or
through public-private partnerships might be
considered in strategic locations. For further
detail, see the Transportation Chapter on page
101 and the map of potential shared parking
opportunities on page 59.
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
PARKING
Office space, hotels, housing and retail can share use
of some of the Marina Arts District's many off-street
parking spaces at different hours of the day, freeing
parking lots for redevelopment and reducing need to
build parking to serve new development.
nib
womparigt
•
ART CENTER
4,115 spec
1,550 spaces
5;.
LEGEND
11,395 parking spaces available
Existing surface parking spaces
Total 4294
BROADWAY STREET
— Existing structured parking spaces
Total 8,917
Throughout area
Organize management +
placement of on street parking:
pricing, time limits,and investment
of proceeds
Sample "parking sheds" with
opportunity for land uses with
different demand peaks to share
spaces
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PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 59
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
STREETS AND PUBLIC REALM
While there should be current focus on lever-
aging private investment and incentivizing
housing, this development should be supported
with targeted public investments in specific
street and public realm improvements. For
instance, the former northbound Shoreline
Boulevard right-of-way between William
Street and Furman Avenue offers a unique and
timely opportunity to focus new arts, dining,
and recreation programming tied to nearby uses
(Art Center, YMCA) that will promote vibrancy
on the waterfront. New or improved Shoreline
Boulevard crosswalks at every intersection
between Lawrence and Mann Streets should
be implemented through wide paint striping,
pedestrian controlled walk signals, ADA accessi-
ble curb cuts, and landscape treatments to calm
traffic and create a seamless integration between
interior streets and the waterfront. In addition,
"pedestrian and bicycle -only" days might be
considered through the closing of Shoreline
Boulevard northbound and southbound lanes
to traffic on summer Sundays from sunrise to
sunset. Phase 2 Chaparral Street improve-
ments will be supported through dedicated City
funding, but based on the Phase 1 precedent it is
critical that construction processes emphasize
unimpeded pedestrian and vehicular access to
existing businesses, to minimize disruptions to
these establishments. This can be accomplished
through sequenced construction staging, public
media alerts, and other forms of public informa-
tion sharing. Improvements to Leopard Street
and Upper and Lower Broadway are recommend -
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Proposed pedestrian improvements connecting Upper and Lower Broadway
60 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN MARCH 27, 2018
ed, including improved landscape, paving, and
lighting in the near term and pedestrian ramps
in the long term to strongly connect Uptown and
Downtown (see diagram on page 60).
DMD programming of La Retama Park and
Artesian Park should be continued to contrib-
ute to a lively, community -building atmosphere.
Both of these public spaces could be connected
to the waterfront through a new multi-purpose
recreational trail for pedestrians and bicyclists
that ties into a larger network and links a variety
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
of Corpus Christi public spaces and districts.
The recreation trail could be extended into the
marina T -heads at Peoples and Lawrence as a
clear wayfinding route that welcomes people into
the marina environment and provides access to
the easternmost edge facing the bay. The trail
should be defined by clear, consistently designed
signage, shade, water fountains, benches and
lighting, as well as opportunities for public art.
Potential promenade replacing former roadway at
the Art Center of Corpus Christi
As in these examples of
rides led by Ride Texas
and the Downtown
Management District,
portions of Shoreline
Boulevard or other
roadways could be closed
to traffic on weekends
or at other times of low
traffic demand, to allow
biking, walking and in-
line skating.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 61
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Bayshore Neighborhood
IDENTITY
"Connecting neighborhoods and people
to the Bay and destination parks"
The Bayshore Neighborhood is defined
by two main features—the parks along
the waterfront and Corpus Christi Bay
itself. Recent reconstruction of Shore-
line Boulevard, Sherrill Park, Water's Edge Park
(formerly known as Bayshore or McCaughan
Park), and the McGee Beach bathroom/conces-
sion pavilion have dramatically enhanced the
area's appearance and opportunity for enjoyable
activities near the water. Between this signature
public space and established neighborhoods on
the bluff to the west, there is an attractive oppor-
tunity to transform vacant lots into a mixed-use
district that celebrates its connections to the
waterfront, to the Marina Arts District, and to
other neighborhoods. Water and Park Streets
are well -located to play important roles as
principal streets in the district. Water Street is
a wide, vehicle dominated corridor with narrow
sidewalks and few street trees. New residences
would create an inviting, active street with the
potential for focused retail activity. Park Avenue
is currently an auto -oriented street with narrow
sidewalks. A new approach would recognize this
street's potential as a gateway to the Bay from
Uptown, with exceptional views to the water
along the top of the bluff. Together, these changes
will make the Bayshore Neighborhood a gracious,
KEY THEMES
> The attractive, welcoming southern gateway to the Downtown Area
> Signature waterfront parks
> An established place to live that can grow into a waterfront neighborhood
> Active hotels, churches, and neighborhood services
WATER STREET
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62 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
MIEVELOPMENTD
AYSHORE NEIGHBORHOOD
connected, visitor- and family-oriented commu-
nity steps from the Bay. An opportunity exists
for the City to initiate a stakeholder process to
develop an identity for the neighborhood.
LAND USE AND URBAN DESIGN
Current land use in the Bayshore Neighbor-
hood is characterized by a mix of multifamily
residential, small office, and retail in the vicinity
of Water Street. Other residential and institu-
tional uses, including the YMCA and a number
of churches, some with associated schools, are
found farther to the south and west along the cor-
ridors of Broadway, Chaparral, Carancahua, and
Tancahua—eventually connecting with Uptown
to the west and the Spohn Shoreline hospital
area to the south. New privately -led development
on underutilized land along Water Street will
add two hotels and a health care facility. Other
parcels offer excellent potential for new housing,
with easy access and views to Water's Edge and
Sherrill Parks and the Bay to the east. This would
complement and create a critical mass with new
Water Street looking toward Downtown
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Bay Vista Apartments from Carancahua Street
Building Type/Density Multifamily residential with
surface parking, multifamily
residential with structured
parking, hotel
Typical Height Range 3-5 stories
Range of Development 860,000 sf
Quantity [in SFI
Unit Counts 1,000-1,500 residential units
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN I MARCH 27, 2018 1 63
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
residential land uses already taking shape at
Bay Vista apartments (169 units) and Bay Vista
Pointe apartments (181 units). There are also
opportunities to strengthen land use connections
with infill development between Bay Vista and
the Spohn Shoreline Hospital, including housing,
medical and other professional offices, and/or
improved streets.
In terms of urban design, view corridors are
particularly important in the district, with long
views to the Bay from the upper bluff. These
views can be strengthened through improved
streetscape and trees that define sidewalk edges
and promote wayfinding. New buildings should
front onto Water Street with limited setbacks to
create a more intimate walkable environment
that still allows generous sidewalks, on -street
parking, and vehicle traffic lanes (see potential
street section diagram). At the same time, those
buildings should have facades that address
Shoreline Boulevard, Sherrill and Water's Edge
Parks, and the water to the east through key pri-
mary entries, balconies, and window treatments.
Development should be at a scale that creates a
comfortable walking environment with engaging
ground floor uses (possibly retail, small office,
and/or transparent residential entries) while
integrating building forms that highlight the
intersection of Park Avenue and Water Street as
a memorable district center.
TRANSPORTATION
Public transit connectivity between the
Bayshore Neighborhood, the Marina Arts Dis-
trict, Uptown, and the SEA District, as well as
points to the south should be clear, efficient, and
accessible. This can logically take the form of
improved public bus routes along primary north/
south corridors such as Tancahua, Carancahua,
Chaparral, Water, and Shoreline Boulevard. Fu-
ture connectivity should be considered through
the dedicated Shoreline Boulevard circulator
route that is being analyzed by the RTA and is one
of the key recommendations in the DADP. The
Shoreline circulator could ultimately connect to
Spohn Hospital as well as Cole Park to link these
destinations to the Marina Arts and the SEA
Districts.
STREETS AND PUBLIC REALM
Improving Park Avenue and Water Street to
make them inviting to pedestrians and bicyclists
and to promote ongoing and future develop-
ment deserves priority, as does repurposing the
former Shoreline Boulevard right-of-way into an
active, public space destination. The Shoreline
Boulevard paving could be simply re -painted to
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Proposed street section for Water Street, featuring shade trees and ground level plantings
separating pedestrians from traffic, and narrower lanes to reduce vehicle speed
64 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
indicate places to exercise or sit, with new shade
structures or other play -related elements. A ded-
icated bike lane as part of the larger recreation
trail network for the Downtown Area could be in-
cluded at low cost, connecting to the Art Center
and points farther north in the Marina Arts and
SEA Districts. Improved food concessions—par-
ticularly at the terminus of Park Avenue and the
water—should be integrated as well as landscape
zones for shade trees or palms that would tie
in directly with adjacent Sherrill and Water's
Edge Parks. Dedicated funding and improve-
ment plans by the City Department of Parks and
Recreation already in place for these two family
parks are critical and should be implemented as a
priority initiative as soon as possible.
A view on Park Avenue looking east toward the
bayfront with new streetscape and infill housing.
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Conceptual Plan of re -striping and programming of abandoned Shoreline Boulevard at McGee Beach.
POTENTIAL
Improved park and
beach destination
Growing neighborhood
along Park Ave.
:4 viddivrii
Walkable, bikable, tree -lined
street with views to Bay
VIM 1,
Safe, generous, and
attractive crosswalks
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 65
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES Targeted priorities for a vibrant and connect Corpus Christi
Uptown and Surrounding Neighborhoods
IDENTITY
"Expanding choices for housing, jobs,
and transportation"
' ptown is the focus of municipal
life in the city with City Hall posi-
tioned strategically at the corner of
Leopard and Staples Streets, and
the Nueces County Courthouse complex nearby.
Uptown is also a place of offices, small busi-
nesses and the new RTA transit hub for the city,
at Staples and Leopard Streets. Established
residential neighborhoods are arrayed to the
west and south, and additional housing is present
just to the east, including the Trinity Towers
senior housing at Carancahua Street and Coo-
pers Alley, and Atlantic Lofts at Carancahua and
Winnebago Streets. At the same time, Uptown
lacks sufficient cohesiveness to feel like a place
of consistent identity and quality. As in the Ma-
rina Arts District and Bayshore Neighborhood,
however,housing can be a catalyst. There is
potential to bring new market -rate and af-
fordable housing to selected areas of Uptown
and the surrounding neighborhoods, building
neighborhood cohesion and leveraging the pres-
ence of jobs and transportation. The Leopard,
Staples, Agnes and Laredo Street corridors offer
particular need and opportunity for this invest-
ment. The significant visibility, accessibility and
development gaps of these corridors enhance
development opportunity, and the high visibility
of potential new development would in turn have
KEY THEMES
> The attractive, welcoming western gateway to the Downtown Area
> Safe, vibrant, walkable corridors for living, working, and shopping along Staples, Leopard, Laredo, Agnes
> New mixed -income housing opportunities
> Variety of excellent transportation options
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UPTOWN AND SURRIUN0INB NEIGHHORHEEIOS
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66 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
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an outsized impact benefiting the area's image
and market position. Ongoing reconstruction of
Staples Street will help provide a better climate
for investment in all these corridors. The private
sector, City, Uptown Neighborhood Initiative and
other stakeholders can produce visible change
for the better in a variety of different ways.
LAND USE AND URBAN DESIGN
Market -rate development opportunities
exist along the eastern edge of Uptown closer
to the Marina Arts District, particularly in the
vicinity of the Atlantic Lofts condominium
building. New development here would create a
concentration of residential units at the top of
the bluff which might leverage existing parking
structures while creating more pedestrian vi-
brancy in Uptown. To complement this poten-
tial, key parcels on Leopard Street between
Broadway and the new RTA center should be
redevelopment priorities. Several underuti-
lized sites or large surface parking areas have
the potential to be redeveloped in this location to
bring vitality to Leopard Street. As an example,
portions of the City's own parking lots serving
City Hall should be considered as potential de-
- DEVELOPM TOOW PROGRAM ME
UPN
Building Type/Density
Typical Height Range
Range of Development
Quantity (in SF)
Unit Counts
Single-family residential.
Multifamily residential with
surface parking, hotel, office
2-5 stories
1,250,000 sf
500-1,000 residential units,
25,000-75,000 sf, office space
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Public/private partnerships and incentives
for business development and affordable and
workforce housing in Uptown south of Leopard
Street are needed. Focusing established tax
abatement tools, along major corridors like Agnes,
Laredo, Staples, and Leopard, and expanding
eligibility for small businesses can help.
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PLAN CC DOWNTOWN AREA DEVELOPMENT PLA 1 MARCH 27, 2018 1 67
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
velopment sites. Making arrangements to accom-
modate infrequent peak city hall parking needs
on nearby blocks could free up enough space for
new housing at the corner of Leopard and Staples
Streets, extending south along Staples to comple-
ment the new RTA building, making a powerful
statement about new housing and development
opportunities in Uptown. Staples Street still re-
tains the character of a mixed-use corridor with
potential for housing, retail, and small business-
es. South of Lipan Street, the historic corridors
CCRTA headquarters at --`
Leopard and Staples Streets -
CCRTA's Staples Street
Center provides
extensive transit
options to Uptown
and surrounding
neighborhoods.
of Agnes and Laredo need particular attention
as prominent entrance and exit points from
the Marina Arts District (becoming more so
with the coming of the new Harbor Bridge), and
could provide a focus for affordable housing and
diverse businesses. Public spaces such as South
Bluff Park and Blucher Park provide important
public space options for existing neighborhoods
and potential new housing.
TRANSPORTATION
The CCRTA Staples Street Center at the inter-
section of Leopard Street is a new Uptown land-
mark. The $22 million facility provides a strong
center of activity and use in the heart of Uptown,
helping create a more marketable setting for real
estate investment on surrounding blocks. This
location allows efficient access and connectivi-
ty to Uptown and the Marina Arts District east
along Leopard and Lipan Streets and north along
Staples Street to Washington -Coles. The DADP
recommends extending Staples Street into
the SEA District thereby creating even greater
connectivity and access opportunities between
Uptown and the waterfront.
Uptown also presents important opportunities to
create a network of convenient, safe bike routes
serving the Downtown Area. Bike lanes parallel
to Leopard on Antelope Street, and parallel to
Staples on Alameda Street, deserve priority to
serve major Uptown destinations and connect
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68 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
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to Westside and Downtown. Connection to the
new Harbor Bridge's planned recreational path
will open a direct off-street biking connection
to North Beach. From the southern end of the
New Harbor Bridge, east -west bike routes should
connect with Park Avenue to access Shoreline
Boulevard parks and trails.
STREETS AND PUBLIC REALM
Beyond the Staples Street improvements already
underway, Leopard Street improvements
deserve first priority to improve walkability
and bikability in Uptown. Possibilities include
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
reducing the number of vehicle lanes from four
to three, expanding space for sidewalks, street
trees, and occasional landscaped medians. A
lighting initiative for increased pedestrian
lighting—focusing on public safety for intensive-
ly used pedestrian zones along Leopard Street
(extending into the Marina Arts District along
Peoples Street)—is already underway and should
be fully coordinated and integrated with Leopard
Street redesign (see potential street section, page
68). These improvements can complement new
development to make Leopard Street an attrac-
tive and economically strong gateway to the city.
Critical improvements are also needed to make
Staples Street, Agnes Street, and Laredo Street
more walkable and inviting. Future infill devel-
opment will help fully reinforce these corridors
as active mixed-use destinations for residential,
retail, and businesses.
POTENTIAL
Visible businesses Expanded sidewalks
on side street and landscape areas
New housing using ,
existing parking ;
New housing using iii
existing parking
Leopard Street looking east towards Downtown with improved streetscape and infill development.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAT 1 MARCH 27, 2018 1 69
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Washington -Coles
IDENTITY
"Strengthening an established
neighborhood with connected streets
and housing"
Washington -Coles is an estab-
lished, historic neighborhood
in Corpus Christi, defined by
modest single-family homes, res-
idential streets and blocks, historic churches and
landmarks such as the Old Bayview Cemetery
and Coles High School and Educational Center.
Historically confined by the West Broadway rail
tracks and Harbor Bridge to the east and I-37
to the south, Washington -Coles has long felt
disconnected from the Marina Arts District, the
SEA District and the waterfront. Largely as a re-
sult of these barriers, the neighborhood has seen
little market-driven investment in decades, and
contains numerous vacant properties.
The Harbor Bridge relocation project will
dramatically lessen those barriers, opening
new opportunities for connectivity and
reinvestment in the neighborhood. Principal
new street connection opportunities include the
extension of Staples Street to the SEA District,
a rebuilt "Nuevo Aubrey Street" to the Bayfront
in the place of I-37, more direct connections to
Tancahua and Carancahua streets, and ramp
access to the new Harbor Bridge. Improved ac-
cess and ample underdeveloped land present
many opportunities for new residential and
commercial development that can reinforce
KEY THEMES
> Transformative reconnection to the waterfront and Uptown along new streets and recreational paths
> Expression of a long, strong community history
> New mixed -income housing opportunities
BM:W STREET
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WA HINGTG -COLE
70 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN I MARCH 27, 2018
CITY HA1t
neighborhood qualities and open up economic
development. Several opportunities are present
to rebuild Washington -Coles with development
of mixed -income workforce housing:
• aggregating vacant and underutilized proper-
ties for redevelopment,
• designating the neighborhood a priority area
for tax abatement incentive,
• re -using vacant city land such as the former
Booker T. Washington School site (and eventu-
ally, possibly highway right of way vacated by
TxDOT) for housing, and
• partnering with workforce housing providers.
Affordable multi -family housing and affordable
single-family ownership housing on compact
lots could be focused within a couple blocks
of Staples Street and on vacant parcels near
West Broadway, Tancahua, and Carancahua
Streets. These areas will open up as the closure
of the Harbor Bridge link here will allow I-37 to
be redesigned from a highway to a boulevard east
of Carancahua Street. With focused attention
and dedication over time, Washington -Coles can
be repositioned as an attractive neighborhood
once again, close to amenities in the Marina Arts
District, SEA District and Uptown, and offering
flexibility for job -intensive development as well.
LAND USE AND URBAN DESIGN
Current land use in Washington -Coles includes
housing, three churches—St. Matthew, Holy
Cross, and St. Paul—the Solomon -Coles commu-
nity center, and several light industrial proper-
ties near I-37. These uses are largely dispersed,
with many vacant or underutilized properties
between them, leaving no strong perception of
a neighborhood or district. With future land use
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
EVELOPMENT PROGRAM
WASHINGTON-COLES
Building Type/Density
Multifamily residential with surface
parking
Typical Height Range 2-5 stories
Range of Development
Quantity (in SF)
1,680,000 sf
Unit Counts
1,000-1,500 residential units
Washington -Coles could contain a variety of
housing types such as these single -and multi-
family housing examples.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 71
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Staples Street has the opportunity to become a focus of affordable, workforce housing to strengthen
the established Washington -Coles neighborhood.
emphasis an open question, renewing housing
as the neighborhood's primary land use de-
serves special emphasis for several reasons.
It will leverage market opportunity, leverage
city -owned and other vacant land with redevel-
opment potential, fit with the existing neighbor-
hood -scale street network, and revive a neigh-
borhood with important history, particularly as
a center of Corpus Christi's African-American
community. Portions of the neighborhood along
I-37 can also be appropriate for office or other
72 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
job -intensive uses benefiting from visibility
and accessibility. Staples Street can be extend-
ed through to the SEA District across disused
portions of the Broadway sewage treatment
plant, making this a more visible and attractive
corridor for business investment. One block to
the west, the former Northside Manor prop-
erty has been closed following relocation of its
affordable housing units to the Palms at Leopard,
and the property is up for sale. Depending on the
purchaser, this too might provide possibilities for
new workforce housing in a band of development
near Staples Street. East of Washington -Coles,
the I-37 and Harbor Bridge interchange will be
transformed, enabling an at -grade intersection
at Broadway that will improve connection to the
Marina Arts District. With these changes new
development opportunities will emerge be-
tween the Old Bayview Cemetery, I-37 and West
Broadway facing the bayfront and well connected
to the Marina Arts, Uptown and SEA Districts.
Repurposing the former train depot building
in this area, alongside new development, could
bring activity and some amount of retail or din-
ing options to serve the community.
TRANSPORTATION AND PUBLIC
REALM
The extension of Staples Street to the SEA
District will transform the street network of
Washington -Coles, making Staples a focus of
pedestrian and bike improvements in concert
with future development. Extension of Belden
Street to intersect West Broadway should also be
considered to add a third route connecting the
neighborhood with the SEA District; this would
require truncating the existing railroad spur to
the former railroad station. Contingent on avail-
able funding, rerouted public transit should take
advantage of these new connections. A new east -
west pedestrian and bicycle route, located along
neighborhood streets and park space where
available, would provide another important new
spine in Washington -Coles. Portions of this
have been proposed as part of the Harbor Bridge
project; to be fully effective, the route should
extend east to Shoreline Boulevard and west to
Hillcrest, with connections to the Harbor Bridge
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
PROPOSED PEDESTRIAN AND BICYCLE NETWORK
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The proposed pedestrian and bicycle network would be routed through Washington -Coles along Lake
Street connecting west to Hillcrest, east to the waterfront and south to Uptown.
and Uptown. The proposed route would tie into
the larger DADP pedestrian and bicycle network
and greenway recommendation connecting to
the Bay, Uptown, Hillcrest, and North Beach via
the new Harbor Bridge.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 73
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Hillcrest
IDENTITY
"Providing housing options and
opportunities for current residents"
IIillcrest has been a cherished residen-
tial neighborhood in Corpus Christi
for generations. Hillcrest now faces
a number of challenges that com-
promise its long-term future. The new Harbor
Bridge will create a significant barrier to the east,
while surrounding port and industrial facilities
to the north and west have long had negative im-
pacts on the neighborhood. Over the past two to
three decades, industrial entities have followed
a consistent pattern of acquiring residential
properties and removing any buildings on them,
generally west of Palm Drive. Some light indus-
trial uses are present on blocks adjacent to the
oil refinery to the west, while blocks adjoining
remaining residential properties are generally
vacant. Blocks to the east that remain residential
have a mixture of occupied and vacant proper-
ties. Houses vary in their state of repair; some are
in good condition, while others need repair or are
abandoned. Of the 700 parcels in the neighbor-
hood, there are approximately 400 housing units.
Approximately 235 units are inhabited. Some are
owner -occupied, while others are rental proper-
ties. Blocks at the center of the neighborhood are
occupied by Hillcrest Park, Bayview Cemetery
and the abandoned, fire -damaged Crossley Ele-
mentary School.
KEY THEMES
> Improved neighborhood streets and parks
> New recreational path connections to the New Harbor Bridge, waterfront and other neighborhoods
> Options for living in or out of the district
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74 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Current residents and property owners have var-
ied opinions on the best future for the communi-
ty. Some desire to continue to inhabit Hillcrest,
due to their long term connection to the place
and its people. Other residents and property
owners acknowledge the neighborhood's signifi-
cant challenges, and envision an ongoing transi-
tion whereby residents move to other sustainable
neighborhoods, and residential properties are
sold to capture their value as industrial or com-
mercial real estate.
A 2009 City -sponsored design charrette with
Hillcrest residents resulted in a vision plan for
neighborhood revitalization supported by some
current residents. The plan maintains existing
vacant, industrially -owned properties west of
Palm Drive as a buffer from industrial uses, while
reinforcing residential blocks to the east with
rehabilitation of existing homes and construc-
tion of new ones on vacant lots amidst them.
New multi -family housing replacing the school
and around the park would restore a neighbor-
hood center. To date, no action has been taken on
implementing the plan.
There are two ongoing initiatives focusing on the
Hillcrest neighborhood. The Livability Plan, an
initiative led by the Texas Department of Trans-
portation to mitigate impacts of the new Harbor
Bridge, will identify strategies to enhance quality
of life for residents who remain in Hillcrest. City
Planning staff is actively participating in this
Livability Planning Process with the community
and remain committed to working on capturing
the vision for the neighborhood. The Voluntary
Acquisition & Relocation Program, managed by
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Del Richardson and Associates, Inc. and current-
ly under way, offers current residents opportuni-
ty to sell their property, or receive rental assis-
tance, and move to an alternative neighborhood,
if they wish to do so.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 75
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
Hillcrest is home to more than 200 families
Industrial uses serve as a backdrop to the
Hillcrest neighborhood
Consolidated Comments from public Warkshop
The former Crossley Elementary School
building, damaged by a 2013 fire
Hillcrest Revitalization
Charrette concept and illustration of Hillcrest redevelopment vision from 2009 community charrette. To -date, implementation has not occurred of the
plan envisioned.
76 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
THIS PAGE INTENTIONALLY LEFT BLANK.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 77
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
SEA District
IDENTITY
"Promoting vibrant and accessible
destinations within a walkable setting"
The SEA District is Corpus Christi's pre-
mier sports, entertainment, and arts
destination serving an ever-growing
local and regional population. Plan-
ning for the SEA District's future in light of the
forthcoming Harbor Bridge relocation has been
an intensive, ongoing process, driven by the 2014
Regional Urban Design Assistance Team (R/
UDAT) study. With the relocation of the Harbor
Bridge, the SEA District stands to evolve from
an auto -oriented destination area, separated
from the Marina Arts District by I-37, to a more
connected, accessible, and walkable setting. Key
street and sidewalk improvements within the
district, and pedestrian street improvements and
public transit to and from the area are critical
and should be implemented as soon as possible.
In addition, there are significant development
opportunities between the Convention Center
and Federal Courthouse which would add needed
housing in areas facing Shoreline Boulevard and
the waterfront and bring added vitality to both.
KEY THEMES
> Corpus Christi's premier sports, entertainment and arts destination
> Exciting new places to play, work, and live
> Attractive, walkable public streets, waterfront, and gathering places
> New street and recreational path connections to the Marina Arts District, Washington -Coles and North Beach
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78 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
LAND USE AND URBAN DESIGN
Current land use in the SEA District is focused
on entertainment uses to the north along the
Bay and shipping channel. Opportunity exists
to tie these destinations together through clear
walkable connections particularly between
Whataburger Field, Brewster Street Ice House,
the Museum of Science and History, Harbor
Playhouse, the Art Museum and Convention
Center. Excellent expansion opportunities for
the Convention Center exist on surface parking
parcels to the west of the facility (following a R/
UDAT recommendation), while more residential
mixed-use opportunities are possible on un-
derutilized or vacant lots between the Conven-
tion Center and I-37. This is especially important
in creating an active built environment of streets
and buildings internally along Chaparral and Wa-
ter Streets, as well as having a formal built edge
along Shoreline Boulevard with ground floor
entries and other active uses that take advan-
tage of the new Shoreline Boulevard park zone
and waterfront. Similarly, available land parcels
could be developed north of I-37 between the
old and new Courthouse buildings adding much
needed vitality along this street segment. Land
uses along North Broadway (old US 181 right-
of-way) figure prominently for future parking
and will be a focus of arrivals with walking and
transit connections to facilities for events.
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
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SEA DISTRICT
Building Type/Density Multifamily residential with structured
parking, office, hotel
Typical Height Range 3-5+ stories
Range of Development 1,590,000 sf
Quantity (in SFJ
Unit Counts
2,500-3,000 residential units,
50,000-100,000 sf office space,
Convention Center hotel desirable
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAT 1 MARCH 27, 2018 1 79
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
TRANSPORTATION
Three key enhancements are recommended in
the SEA District to improve the transportation
and pedestrian network:
• Adding an extension of Shoreline Boule-
vard between the Convention Center and Art
Museum past the Water Gardens and connect-
ing to Port Street will complete the Shoreline
loop and tie the SEA District to the Marina Arts
District and waterfront. A generous pedestrian
promenade should be included along the new
street segment, which could be closed during
special events such as Ride -In movie nights.
• Extending Staples Street past West Broad-
way through Washington -Coles to Fitzger-
ald Street is recommended. Promoting this
important access link from the west once the
Harbor Bridge is relocated would relieve traffic
during events and connect Uptown, Washing-
ton -Coles, and the SEA District.
Stronger connections
among districts
• The current I-37 and old Harbor Bridge
highway interchange can be transformed
once the bridge is relocated. A new gateway
and traffic circle have the potential to allow for
more clear and efficient wayfinding to the SEA
District, the Marina Arts District, and Uptown
while offering better pedestrian connectivity
across the I-37 corridor. The current south
approach to the bridge can be rebuilt as North
Broadway Street, which existed here prior to
bridge construction, and cross -streets linking
A roundabout concept replaces the highway interchange where 1-37 today meets the current Harbor
Bridge—this would create efficient traffic flow and a new gateway to Corpus Christi.
80 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAT 1 MARCH 27, 2018
Tancahua to Mesquite and other north/south
streets. Broadway can connect directly into the
south leg of the traffic circle, improving links to
Uptown and the Marina Arts District.
Port Street can also take on added significance as
a way to enter the SEA District from the west—
the street has already been improved to accom-
modate high traffic volumes generated by events
and industry. The primary north/south local
streets of Chaparral and Mesquite should incor-
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
porate pedestrian and bike improvements across
the I-37 corridor to improve access and wayfind-
ing from the Marina Arts District. Programmati-
cally, an "event traffic management" plan should
be put into place that coordinates the work of the
City, TxDOT, RTA, and event hosts, along with
event signage and other directional assistance to
parking and event facilities. Public transit in the
form of a dedicated Shoreline Boulevard circula-
tor and recruiting a water ferry or similar service
with a station at the Solomon Ortiz Center com-
plete the SEA District access network.
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PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 81
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
STREETS AND PUBLIC REALM
Street and walkability improvements should
be an immediate priority in the SEA District.
Making the district more walkable and con-
nected through good streets and shaded, well -lit
sidewalks will improve the identity of the SEA
District as a place to stroll and circulate between
attractions, creating dynamic synergies between
uses as opposed to a series of stand-alone facili-
ties. Streetscape work should focus first on both
sides of Brewster Street between the Ice House
and the Convention Center (Tancahua to Chap-
arral), followed by both sides of Chaparral to
Hirsch, and finally Hirsch and Mesquite Streets.
The recreation trail concept in the DADP should
be integrated with recent park improvements
along Shoreline Boulevard between I-37 and Re-
saca Street. A new promenade around the Con-
vention Center and Art Museum and reaching
to a new ferry stop at the Solomon Ortiz Center
extends the trail and is recommended to allow for
ferry transit connectivity and a place for visitors
to get close to the water (leveraging exception-
al views to the USS Lexington and Texas State
Aquarium across the channel). Mesquite Street
becomes part of the recreational trail network as
well between Heritage Park and the Marina Arts
District, with a dedicated bike lane or shared bike
lane as space allows, alongside enhanced land-
scape, lighting, and signage. I-37 should become
a unique landscaped gateway to the Bay, tying
into a new traffic circle at the former I-37 and old
Harbor Bridge interchange, while the recreation
trail would be integrated along Belden Street
between Washington -Coles and the waterfront.
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82 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
The area between the Convention Center and Art Museum of South Texas, looking towards the new
Harbor Bridge and showing an activated space with arts and Shoreline Boulevard connection to
Port Street.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 83
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES Targeted priorities for a vibrant and connect Corpus Christi
North Beach
IDENTITY
"Beach and attractions"
North Beach is a tourist destina-
tion and beachfront residential
community with a mixture of single
family homes, condominiums, and
hotels extending north from the Texas State
Aquarium and USS Lexington along Corpus
Christi Bay. Distinct from the SEA District and
Marina Arts District, yet still connected to them
by the Harbor Bridge, North Beach is a unique
place in the City to experience long, uninterrupt-
ed expanses of sand, the distant horizon line of
the Bay, the open sky, and the water's edge. Re-
cent renovations to waterfront hotels and restau-
rants, new single family residential construction
to the north—with raised first floors and other
flood prevention design elements—and projects
such as the Aquarium expansion and improve-
ments to North Shoreline Boulevard in front of
the Lexington are changing the face of North
Beach. The biggest change will come through
the relocation of the Harbor Bridge which
will transform the circulation patterns between
North Beach and the Downtown area. Reloca-
tion of on/off ramps will free up land previously
occupied by highway infrastructure that can be
re -purposed or possibly redeveloped. Recogniz-
ing the previous planning efforts and extensive
community input embedded in the North Beach
Development Plan (2011) and the North Beach
KEY THEMES
> Easy access to spectacular beachfront
> Exciting opportunities to explore nature and history
> A unique dining, shopping, and hotel destination
> A connected neighborhood community
84 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Redevelopment Initiative (2017), strategic initia-
tives are recommended to promote continued
connectivity and to reinforce the identity of
North Beach as a livable, inviting, "can't -
miss" local and regional destination. Both
North Beach Plans, available separately, should
be used to help guide these initiatives.
LAND USE AND URBAN DESIGN
North Beach development along and off the
waterfront is a reflection of the land's proximity
to the bay and vulnerability to flooding and storm
events. Raised first floors, parking underneath,
and other flood mitigation approaches are a
common sight, and future development should
carefully -follow City zoning, standards, and
guidelines. Development opportunities exist in
the northern area of North Beach near Beach
Avenue, where recent single-family cottage
development can expand further. Additional
sites in the central and southern portions of
the district will become available for potential
development when the current Harbor Bridge
infrastructure is removed. Opportunities here
could include hotels, other tourism -related uses,
and surface parking serving the beach and other
visitor destinations. The DADP does not recom-
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
DEVELOPMENT PROGRAM
NORTH BEACH
Building Type/Density
Typical Height Range
Range of Development
Quantity (in SF)
Unit Counts
Multifamily residential units
and hotels with surface parking
(some below buildings)
2-5 stories
1,860,000 sf
1,000-1,500 residential units
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 85
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
POTENTIAL DEVELOPMENT SITES
mend future development in sensitive lands west
of the Harbor Bridge along the interior canal in
order to encourage natural landscape and water
retention areas, and to focus any development in
areas with existing structures and infrastructure.
Portions of that infrastructure have been upgrad-
ed, and additional improvements will be needed
to accommodate growth.
TRANSPORTATION, STREETS, AND
PUBLIC REALM
First among these will be the creation of a
welcoming Beach Avenue gateway at the new
point of entry to North Beach off the Harbor
Bridge. Beach Avenue should be improved with
new pathways, destination signage, plantings,
and lighting to ensure a bold and recognizable
entrance point. Sculptural elements that reflect
the Texas State Aquarium and Lexington could
also be located here within the median of Timon
and Surfside Boulevard for wayfinding. A new
"North Beach Boulevard" should also be cre-
ated, through the redesign of existing Timon and
Surfside Boulevards with street upgrades, a new
wide multi-purpose path for pedestrians and
bicyclists (as part of the larger city-wide pedes-
trian and bicycle trail network), and planting
the center median with a rich palette of native,
coastal plant species. The Harbor Bridge recre-
ational trail can tie into this greenway at Gulf -
spray Avenue. A ferry or similar service should
be established to connect North Beach to the
SEA District and downtown marina. Pedestrian
86 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Native coastal plantings in the median of Timon
and Surfside Boulevard can help to create a new
"North Beach Boulevard" with other pedestrian
and bike improvements.
improvements are planned along North Shore-
line Boulevard to link the existing North Beach
Beachwalk to the ferry dock, USS Lexington,
Texas State Aquarium and other visitor destina-
tions. This in turn will link to the Beach Avenue
improvements, extending to new wetlands, bird
watching park, and beach access in the northern
portion of North Beach and to the recreation trail
along the new Harbor Bridge. As funding allows,
public transit bus service from North Beach
to Downtown and other employment centers
should be maintained and upgraded as part of the
Harbor Bridge construction.
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
PROPOSED PEDESTRIAN AND BICYCLE NETWORK
0'
4
: a4 aai
P••••• at
4.4
Y i
•
A new `Beach Avenue Gateway" would welcome
visitors from the proposed Harbor Bridge on/off
ramp and provide an exciting orientation point
as well as a recreational link to the beach.
EXISTING BEACHWALX
.4.4%41
rm
NEW PEBESTRIA !*r \,4+•''
•, ' AND BICYCLES """"""
POTENTIAL
Additional North Multi -use path to
Beach gateway sign beach and bridge
Signage and landscaping
introducing visitor destinations
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 87
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES 1 Targeted priorities for a vibrant and connect Corpus Christi
88 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Development Guidelines
for TIRZ #3
& Connecting Corridors
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 89
DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
This chapter provides a framework for future design guidelines
for new development focused in TIRZ #3, but expanding to other
high -traffic areas. The design concepts are intended to promote
high-quality new development that promotes a walkable, attractive, mixed-
use environment and maximizes value for new projects and properties
around them. These concepts build off guidelines adopted by the TIRZ #3
Board as part of incentive requirements and emphasize walkability and hu-
man scale. The guidelines vary according to three distinct types of streets
that occur in the TIRZ, that have different implications for program, design
and vehicular access for properties that face them. The diagram at right
indicates street type, and the following pages explain the design concepts
for each type, with visual examples.
90 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Vine
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DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
PLAN CC DOWNTOWN AREA DEVELOPMENT F.
1 MARCH 27, 2018 1 91
DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
Primary Walking Street
priority location for retail, other active ground floor uses,
and a safe and inviting walking environment; vehicular
access and parking should be discouraged
DESIGN CHARACTER CONCEPT: PEOPLES STREET
KEY STREETS & SEGMENTS
• Chaparral from Kinney to Hirsch
• Leopard from Staples to Upper Broadway
• Shoreline from Park to Hirsch
• Starr, Peoples, Schatzell, and Lawrence
FACADE IMPROVEMENT CONCEPT: CHAPARRAL STREET
92 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Flexible Access Street
desirable location for occupied commercial and/or
residential buildings featuring a regular occurrence
of windows and doors, with flexibility to include some
vehicular access for parking or service
DESIGN CHARACTER CONCEPT: KINNEY STREET
DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
KEY STREETS & SEGMENTS
• Most east -west streets downtown
• Chaparral from Kinney to Park
• Water Street from Resaca to Kinney
• Mesquite from Brewster to Cooper's Alley
• Tancahua from Port to Padre, then from Buffalo to Furman
FACADE IMPROVEMENT CONCEPT: WILLIAM STREET
114 i ra w inrrr; i• 115 II 4' VW IE51
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 93
DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
Gateway Street or Boulevard
desirable location for occupied commercial and/or
residential buildings featuring a regular occurrence of
windows and doors, enhanced by prominent landscape
plantings; vehicular access absent or minimal
DESIGN CHARACTER CONCEPT: SHORELINE BOULEVARD &I-37
94 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAt 1 MARCH 27, 2018
KEY STREETS & SEGMENTS
• New Aubrey (former IH 37) east of Carrizo
• Agnes and Laredo
GENERAL GUIDELINES
BUILDING FACADE PLACEMENT
Building facades—especially facades with prima-
ry building entrances—should be located near the
sidewalk of ad -joining streets. The facade should
generally be located at or within ten feet—or
other dimension typical of adjacent traditional
buildings—of the back of sidewalk or property
line for most of its length (up to fifteen feet may
be appropriate along a Gateway Street or Bou-
levard). Facades at or close to the sidewalk are
generally preferred where retail or other active,
publicly accessible uses occur at ground level.
Deeper setbacks of up to ten feet are appropriate
where housing occurs at ground level. Site area
between the facade and the sidewalk should be
landscaped with plantings and/or paved walk-
ing/seating areas as appropriate to building use.
Parking should not be located between the facade
and the street, particularly along Primary Walk-
ing Streets.
BUILDING FACADE TREATMENT
Ensure that all facades are attractive and well
proportioned through the placement and detail -
DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
ing of all elements, including bays, fenestration,
and materials, and any patterns created by their
arrangements.
Avoid large blank walls along visible facades
wherever possible. Where expanses of blank
walls, retaining walls, or garage facades are
unavoidable, include uses or design treatments
at the street level that have human scale and are
designed for pedestrians. These may include fea-
tures like landscaped areas or display windows.
Building materials should be able to withstand
the salt and moisture that is present in the air
due to downtown's Bayfront location.
OFF-STREET PARKING AND VEHICULAR
ACCESS
Off-street parking should be located and de-
signed to have minimal presence, if any, along
streets and other public spaces. Where a parcel
abuts two or more streets of different types,
vehicular access and parking should preferably
be located on a Flexible Access Street or Gate-
way Street or Boulevard, rather than a Primary
Walking Street.
TREES AND ENVIRONMENT
Incorporate on-site natural habitats and land-
scape elements such as: existing trees, native
plant species or other vegetation into project
design. Consider relocating older trees and veg-
etation if retention is not feasible. The planting
of native shade trees throughout the district is
encouraged and will create a comfortable public
realm.
SIDEWALKS
Sidewalks along Primary Pedestrian Streets
should aim to include at least 8 feet of clear width
available for walking, in addition to street trees,
planting strips and paved access to on -street
parking. Additional paved area along building
facades may be used for outdoor dining, retail
sales or other use related to adjacent buildings.
PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018 1 95
DEVELOPMENT GUIDELINES FOR TIRZ #3 & CONNECTING CORRIDORS
96 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
Transportation
PLAN CC DOWNTOWN AREA DEVELOPMENT PLA 1 MARCH 27, 2018 1 97
TRANSPORTATION
HARBOR BRIDGE OPPORTUNITIES
The Harbor Bridge Relocation Project opens up significant opportunities to reconnect
streets, add new streets, and promote better bicycle and pedestrian connectivity be-
tween districts and neighborhoods. In particular, I-37 between the Crosstown Express-
way (SH 286)and the waterfront can be reimagined as a landscape city arterial street,
given that previous traffic volumes will be greatly reduced along this corridor. Similarly
the previous I-37/Old Harbor Bridge interchange will no longer be needed. This old in-
terchange has the potential to become a new roundabout and gateway that links together
Downtown, Uptown, Washington -Coles, and the SEA District. In this scenario, North
Broadway connects the roundabout and Whataburger Field along the old Harbor Bridge
corridor with local linkages (Belden, Power, Resaca) being made across the former
right-of-way. An extension of Staples to meet Fitzgerald Street would open up another
important new connection to and from the SEA District. Finally, a recreation trail can
also be accommodated on the new bridge, linking Downtown areas to North Beach.
98 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
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1 99
TRANSPORTATION
DOWNTOWN AREA ACCESS IMPROVEMENTS
Access to the SEA District , Downtown, Uptown, North Beach, Washington -Coles, Hill-
crest, and other areas can be greatly improved with the relocation of the Harbor Bridge
and other complementary strategies. Port Avenue could take on added significance as a
way to enter the SEA District from the west. This street has already been improved to ac-
commodate high traffic volumes generated by special events and industry. Staples Street
could be extended past West Broadway and into the SEA District connecting to Fitzger-
ald Street once the former sewage treatment facility is completely vacated. Agnes Street
(as a entrance route) and Laredo Street (as a departure route) deserve special emphasis
as important gateways to Uptown, Downtown and adjacent areas today and, more so
when the new Harbor Bridge is in operation. Streetscape and signage improvements, as
well as incentives for reinvestment in adjacent real estate, are warranted to enhance the
transportation and land use functions of this gateway corridor.
Chaparral and Mesquite should work together as extensions of Agnes and Laredo, to
connect the Crosstown Expressway with both the Marina Arts District and the SEA
District. Chaparral and Mesquite should also function as welcoming walking and biking
connections between the Marina Arts and SEA Districts. Critical pedestrian and bike fa-
cility improvements within the SEA District itself would greatly enhance circulation be-
tween these activity centers. Priority streets include Brewster Street, Chaparral, Hirsch,
and Mesquite. North Beach will lose its Burleson Street bridge access with Harbor
Bridge relocation, and connect to the bridge solely at Beach Avenue. Thus improvements
are needed to Beach Avenue, and Timon and Surfside Boulevards from Beach Avenue to
Breakwater Avenue, for vehicles as well as pedestrians and cyclists.
Programmatically, an "event traffic management" plan should be put into place that co-
ordinates the work of the City, TxDOT, CCRTA, and event hosts, along with event signage
and other directional guidance to parking and event facilities. Strategies to complete the
SEA District access network include public transit in the form of a dedicated Shoreline
Boulevard circulator, and establishing a public or public-private water ferry or similar
service.
100 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
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TRANSPORTATION
TRANSIT ALTERNATIVES • ,
Public transit in Corpus Christi will play a key part in enhancing the Downtown areas.
A dedicated circulator shuttle along Shoreline Boulevard should be added to link hotels
and visitor destinations. Existing north/south and east/west bus routing should be en-
hanced to be more clear and efficient. In addition, a water ferry or similar service should
be established between the Marina, SEA District, and North Beach to improve connec-
tivity. The diagram at right indicates where these networks might intersect and where
stations can be located for access and transfers. The corridors of Chaparral, Tancahua,
Carancahua, and Staples are the primary north/south routes, while Leopard and Lipan
provide the primary east/west routes between Uptown and the Marina Arts District.
The new Harbor Bridge alignment also accommodates an important bus route linking
North Beach and Downtown area destinations. As funding permits, bus operation hours
should be extended to accommodate workers and visitors traveling to and from hospital-
ity and dining destinations.
102 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
LEGEND
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PLAN CC 1 MARCH 27, 2018 1 103
TRANSPORTATION
PARKING MANAGEMENT
With nearly 16,800 parking spaces—including 4,337 on -street spaces and 12,642 off-
street spaces in private garages and surface lots in the Uptown District, Marina Arts Dis-
trict, Bayshore Neighborhood, and SEA District—there is an abundant supply of parking
that can be leveraged as an asset for future development. In the near-term, some surface
lots can potentially serve new development nearby, while others may be prime candi-
dates for redevelopment. In those instances, new parking could be contained on site
within the new development (as in the Cosmopolitan Apartments) or be accommodated
in nearby garages. Other key strategies include:
• Sharing of parking by uses with different demand peaks (such as daytime office work-
er demand and evening/weekend resident demand) through private agreements and/
or district parking policy
• Rationalizing the public on -street parking system by establishing a consistent meter-
ing policy
• Enhancing the Parking Advisory Committee with additional professional parking
expertise
• Reinvesting parking proceeds into maintaining and building additional parking as
needed
On North Beach, enhance the visitor experience with improved parking options serving
the beach and other attractions.
104 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
•4' LEGEND
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Abbreviations used in this document
CCCVB Corpus Christi Convention & Visitors Bureau
CCRTA Corpus Christi Regional Transportation Authority
DADP Downtown Area Development Plan
DMD Downtown Management District
NBCA North Beach Community Association
REDC Corpus Christi Regional Economic Development Corporation
SEA District Sports/Entertainment/Arts District
TAMU-CC Texas A&M University-Corpus Christi
TIRZ Tax Increment Reinvestment Zone
TxDOT Texas Department of Transportation
UNI Uptown Neighborhood Initiative
106 1 PLAN CC DOWNTOWN AREA DEVELOPMENT PLAN 1 MARCH 27, 2018
• 1� ' • tom,
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APPENDIX: REAL ESTATE MARKET ANALYSIS DOCUMENTS FOR HOUSING,
OFFICE, HOTEL AND RETAIL
MARCH 27, 2018
Downtown
AREA DEVELOPMENT PLAN
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL
The Downtown Corpus Christi Study Area
City of Corpus Christi
Nueces County, Texas
October, 2014
Conducted by
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
908 735-6336
www.ZVA.cc • info@ZVA.cc
Research & Strategic Analysis
STUDY CONTENTS
An Analysis of Residential Market Potential
Introduction
Citywide Market Potential
Market Potential for the Downtown Corpus Christi Study Area
Table 1: Annual Market Potential
Target Market Analysis
Table 2: Downtown Residential Mix By Household Type
1
1
3
4
6
7
10
The Current Context 11
—Multi -Family For -Rent— 11
Table 3: Summary of Selected Rental Properties 15
—Multi -Family and Single -Family Attached For -Sale— 21
Table 4: Summary of Selected For -Sale Multi -Family and Single -Family Attached
Properties and Listings: Units Priced at $200,000 or More 22
— Single -Family Detached For -Sale— 25
Table 5: Summary of Selected For -Sale Single -Family Detached Properties 26
Market -Rate Rent and Price Ranges: The Downtown Corpus Christi Study Area 29
— Rental Distribution— 29
Table 6: Target Groups For New Multi -Family For -Rent 30
—For -Sale Distribution— 31
Table 7: Target Groups For New Multi -Family For -Sale Units 32
Table 8: Target Groups For New Single -Family Attached For -Sale Units 33
Table 9: Optimum Market Position: 1,850 New Market -Rate Dwelling Units 38
Downtown Study Area Absorption Projections
Study Area Building and Unit Types
Methodology
Assumptions and Limitations
Rights and Study Ownership
41
43
55
66
67
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
908 735-6336
www.ZVA.cc • info@ZVA.cc
Research & Strategic Analysis
AN ANALYSIS OF
RESIDENTIAL MARKET POTENTIAL
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
INTRODUCTION
The purpose of this study is to identify the market potential for newly -introduced market -rate multi-
family and single-family attached housing units that could be leased or sold in the Downtown
Corpus Christi Study Area. The Study Area includes the Corpus Christi zip codes of 78401 and
78402, encompassing the traditional downtown and the SEA district, as well as Washington Coles,
Uptown, and North Beach.
The depth and breadth of the potential market have been determined using Zimmerman/Volk
Associates' proprietary target market methodology. The target market methodology is particularly
effective in defining housing potential because it encompasses not only basic demographic
characteristics, such as income qualification and age, but also less -frequently analyzed attributes such
as mobility rates, lifestyle patterns and household compatibility issues.
The remarkable transformation of American households (particularly the emerging predominance of
one- and two -person households) over the past decade, combined with steadily increasing traffic
congestion and unstable gasoline prices, has resulted in significant changes in neighborhood and
housing preferences, with major shifts from predominantly single-family detached houses in lower -
density, auto -oriented suburbs to a diverse mix of detached houses, attached houses and higher -
density apartments in downtowns and walkable, mixed-use traditional neighborhoods. This
fundamental transformation of American households is likely to continue for at least the next
decade, representing an unprecedented demographic foundation on which cities can re -build their
downtowns and in -town neighborhoods.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 2
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
For this analysis, Zimmerman/Volk Associates examined the following:
• Where the potential renters and buyers for new and existing housing units in the
City of Corpus Christi and the Downtown Study Area are likely to move from (the
draw areas);
• How many have the potential to move to the Downtown Study Area if appropriate
housing units were to be made available (depth and breadth of the market);
• What their housing preferences are in aggregate (rental or ownership, multi -family or
single-family);
• Who is the potential market for new housing in the Downtown Study Area (the
target markets);
• What their alternatives are (new construction or adaptive re -use of existing buildings
in the Corpus Christi market area);
• What they will pay to live in the Downtown Study Area (market -rate rents and
prices); and
• How quickly they will rent or purchase the new units (market capture/absorption
forecasts over the next five years).
The target market methodology is described in detail in the METHODOLOGY section at the end of
this study.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 3
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
CITY-WIDE MARKET POTENTIAL
Analysis of migration, mobility, socio-economic and lifestyle characteristics of households currently
living within defined draw areas is integral to the determination of the depth and breadth of the
potential market for new and existing housing units within the City of Corpus Christi.
Historically, American households, more than any other nation's, have been extraordinarily mobile.
In general, household mobility is higher in urban areas; a greater percentage of renters move than
owners; and a greater percentage of younger households move than older households. Nationally,
one result of the Great Recession has been a considerable reduction in household mobility.
However, the City of Corpus Christi, where an average 18 percent of households moved every year
in recent years, has a considerably higher mobility rate than the national average.
An understanding of these mobility trends, as well as analysis of the socio-economic and lifestyle
characteristics of households currently living within defined draw areas, is integral to the
determination of the depth and breadth of the potential market for housing units within a given
area. The draw areas are derived primarily through migration analysis (using the latest data provided
by the Internal Revenue Service, and supplemented by the most recent American Community
Survey data), but also incorporate information obtained from real estate brokers, sales and leasing
agents and other knowledgeable sources, as well as from field investigation.
As derived from migration analysis then—based on the most recent taxpayer records from the
Internal Revenue Service—the draw area distribution of the potential housing market (those
households likely to move both within and to the City of Corpus Christi) would be as follows (see
also the METHODOLOGY section at the end of this document):
Market Potential by Draw Area
City of Corpus Christi, Nueces County, Texas
City of Corpus Christi: 61.2%
Balance of Nueces County: 5.6%
San Patricio, Bexar, Harris, Kleberg,
and Jim Wells Counties: 8.3%
Balance of US: 24.9%
Total: 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 4
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
MARKET POTENTIAL FOR THE DOWNTOWN CORPUS CHRISTI STUDY AREA
The target market methodology also identifies those households that prefer living in downtowns and
other urban neighborhoods. After discounting for those segments of the city's potential market that
typically choose more suburban, exurban and/or rural locations, and including only households in
target market groups with annual incomes above $70,000 (those households with the ability to rent
or purchase new market -rate dwelling units), the distribution of draw area market potential for
newly -created housing units within the Downtown Study Area would be as follows (see also
Appendix One, Table 9):
Market Potential by Draw Area
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
City of Corpus Christi: 60.8%
Balance of Nueces County: 1.0%
San Patricio, Bexar, Harris, Kleberg,
and Jim Wells Counties: 6.6%
Balance of US: 31.6%
Total: 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
As determined by the target market methodology, an annual average of over 3,400 younger singles
and couples, empty nesters and retirees and compact families, represent the potential market for new
housing units within the Downtown Corpus Christi Study Area (see again Appendix One, Table 9).
To create the appropriate densities in the Downtown, residential development in the Study Area
should concentrate on the development of higher -density housing types including:
• Rental lofts and apartments (multi -family for -rent);
• For -sale lofts and apartments (multi -family for -sale); and
• Townhouses, rowhouses, live -work or flex units (single-family attached for -sale).
Excluding households with preferences for single-family detached units, then, an annual average of
2,785 households currently living in the defined draw areas represent the pool of potential
renters/buyers of new housing within the Downtown Study Area each year over the next five years
(see Table 1). This number represents less than 12 percent of the city-wide annual market potential
of 23,745 households.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 5
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Based on the tenure and housing preferences of those 2,785 draw area households, the distribution
of rental and for -sale multi -family and for -sale single-family attached housing types would be as
shown on the following table:
Annual Potential Market for New Housing Units
Higher -Density Housing Units
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
NUMBER OF PERCENT
HOUSING TYPE HOUSEHOLDS OF TOTAL
Rental Multi -Family 1,480 53.1%
(lofts/apartments, leaseholder)
For -Sale Multi -Family 715 25.7%
(lofts/apartments, condo/co-op ownership)
For -Sale Single -Family Attached 590 21.2%
(townhouses/rowhouses, fee -simple ownership)
Total 2,785 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 1
Annual Market Potential
Derived From New Unit Purchase And Rental Propensities Of Draw Area Households
With The Potential To Move To The Downtown Corpus Christi Study Area Each Year Over The Next Five Years
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
City of Corpus Christi, Balance of Nueces County, Regional Draw Area, Balance of the U.S.
Draw Areas
Total Target Market Households
With Potential To Rent / Purchase In The
City of Corpus Christi, Nueces County, Texas 23,645
Total Target Market Households
With Potential To Rent / Purchase In The
Downtown Corpus Christi Study Area
2,785
Annual Market Potential
Multi- Single -
Family ... Family .. .
.. Attached . .
For -Rent For -Sale All Ranges Total
Total Households: 1,480 715 590 2,785
(Mix Distribution): 53.1% 25.7% 21.2% 100.0%
NOTE: Reference Appendix One, Tables 1 Through 11.
SOURCE: The Nielsen Company;
Zimmerman/Volk Associates, Inc.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 7
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
TARGET MARKET ANALYSIS
As determined by the target market analysis, the annual potential market—represented by lifestage—
for new housing units in the Downtown Corpus Christi Study Area can be characterized by general
unit type as shown on the following table (see also Table 2):
Downtown Residential Mix By Household Type
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
PERCENT RENTAL FOR -SALE FOR -SALE
HOUSEHOLD TYPE OF TOTAL MULTI -FAM. MULTI -FAM. SF ATT.
Empty -Nesters & Retirees 19% 13% 29% 22%
Traditional &
Non -Traditional Families 13% 11% 7% 23%
Younger Singles & Couples 68% 76% 64% 55%
Total 100% 100% 100% 100%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
At 68 percent, younger singles and couples make up by far the largest share of the market for new
housing in the Downtown Study Area. Among the principal factors in the larger share of the
market held by younger households are:
• Their higher mobility rates—young people tend to move much more
frequently than older people;
• Their strong preference for urban living, particularly lofts;
• Their preference for rental units, resulting from their negative experiences
during the recent housing recession;
• The reduced mobility of older singles and couples because of their inability,
or reluctance, to sell their existing units; and
• The fact that, outside of cities like New York, Chicago, or San Francisco,
downtown dwelling units are rarely the choice of traditional families, in large
part because of concerns about school quality and the lack of private outdoor
space in which their children can play unsupervised.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 8
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
This younger market includes a variety of white-collar professionals—the VIPs, Upscale Suburban
Couples and Fast -Track Professionals; young entrepreneurs, artists, and "knowledge workers"—the
Entrepreneurs, e -Types, and New Bohemians; as well as recent college graduates— Twentysomethings;.
Approximately half of the younger single and two -person households would be moving to the
Downtown Study Area from elsewhere in the city, 10 percent from the regional draw area, and the
remaining 40 percent from elsewhere in Texas or the country.
Older singles and couples (empty nesters and retirees) comprise 19 percent of the potential market
for new Downtown Study Area housing units, approximately 52 percent of whom are currently
living in other Corpus Christi neighborhoods.
Empty nesters and retirees—ranging from the most affluent Old Money and Urban Establishment
households, to the upper -middle-income Small -Town Establishment, Cosmopolitan Elite, Suburban
Establishment, Affluent Empty Nesters, New Empty Nesters, and Cosmopolitan Couples, to the middle-
income Middle -Class Move -Downs, Mainstream Retirees, and No -Nest Suburbanites—represent a
smaller than typical potential market for new housing units in the Study Area; the collapse of the
ownership housing market in 2007-2008 has had a significant impact on this market segment, as a
larger number of older households are choosing not to move.
At 13 percent, the third general market segment—family-oriented households (traditional and non-
traditional families)—includes just three target household groups: Unibox Transferees, Full -Nest
Suburbanites, and Full -Nest Urbanites. More than 30 percent of the traditional and non-traditional
family households that represent the potential market for new housing units in the Downtown
Study Area will be moving from outside Corpus Christi or Nueces County.
Depending on housing type, family-oriented households, many of whom are compact families or
single parents with one or two children, will comprise between seven percent (for -sale multi -family
units) and 23 percent (for -sale single-family attached units) of the market for new housing units
within the Downtown Study Area.
In 2014, the primary target groups, their estimated median incomes, and estimated median home
values, if owned, are:
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 9
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Primary Target Groups
(In Order of Median Income)
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
HOUSEHOLD MEDIAN MEDIAN HOME
TYPE INCOME VALUE (IF OWNED)
Empty Nesters & Retirees
Old Money $155,100 $306,200
Urban Establishment $124,000 $301,000
Small -Town Establishment $111,700 $195,800
Cosmopolitan Elite $110,200 $174,500
Suburban Establishment $100,500 $163,100
Affluent Empty Nesters $99,100 $173,400
New Empty Nesters $98,000 $135,800
Cosmopolitan Couples $81,000 $168,400
Middle -Class Move -Downs $73,000 $109,200
Mainstream Retirees $72,400 $127,400
No -Nest Suburbanites $70,500 $101,900
Traditional & Non -Traditional Families
Unibox Transferees $118,800 $161,100
Full -Nest Suburbanites $100,100 $131,800
Full -Nest Urbanites $79,800 $158,500
Younger Singles & Couples
The Entrepreneurs $143,400 $241,400
e -Types $125,600 $289,800
The VIPs $104,200 $166,000
Fast -Track Professionals $103,800 $183,200
Upscale Suburban Couples $94,600 $140,700
New Bohemians $78,600 $244,700
Twentysomethings $72,400 $117,600
NOTE: The names and descriptions of the market groups summarize each group's tendencies -as
determined through geo-demographic cluster analysis -rather than their absolute composition.
Hence, every group could contain "anomalous" households, such as empty -nester households
within a "full -nest" category.
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 2
Downtown Residential Mix By Household Type
Derived From New Unit Purchase And Rental Propensities Of Draw Area Households
With The Potential To Move To The Downtown Corpus Christi Study Area Each Year Over The Next Five Years
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
Total
Multi- Single -
Family ... Family .. .
.. Attached . .
For -Rent For -Sale All Ranges
Number of
Households: 2,785 1,480 715 590
Empty Nesters
& Retirees
Traditional &
Non -Traditional Families
Younger
Singles & Couples
19% 13% 29% 22%
13% 11% 7% 23%
68% 76% 64% 55%
100% 100% 100% 100%
SOURCE: The Nielsen Company;
Zimmerman/Volk Associates, Inc.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 11
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
THE CURRENT CONTEXT
—Multi -Family For-Rent—
Thirty-four rental properties located within the Corpus Christi city limits have been included in the
rental survey. (See also Table 3 at the end of this section.) Five of the 34 properties are located in the
Downtown Study Area.
Phase One of Bay Vista Apartments, a 169 -unit property located on the southern edge of the Study
Area, is leasing one-bedroom/one-bath units from $1,035 to $1,535 per month for 697 to 940
square feet of living space ($1.48 to $1.63 per square foot); and two-bedroom/two-bath apartments
containing 1,059 to 1,270 square feet ranging between $1,410 and $2,185 per month ($1.33 to
$1.72 per square foot). Amenities at Bay Vista include clubhouse, business center, conference
center, fitness center, and pool.
Phase Two, the 164 -unit Bay Vista Pointe Apartments, the newest community in the Downtown
Study Area, is now leasing, with rents at $1,035 to $1,340 per month for 616- to 905 -square -foot
one -bedroom, one -bath apartments ($1.48 to $1.68 per square foot) and with two-bedroom, two -
bath units leasing for $1,475 to $2,135 per month for 1,057 to 1,247 square feet of living space
($1.40 to $1.71 per square foot). In addition to a fitness center, conference center, and business
center, property amenities include an internet cafe, a swimming pool, and waterfall.
Nueces Lofts, the redevelopment of the former Sherman building, is leasing 64 studios, one- and
two-bedroom loft apartments. Rents for 556- to 786 -square -foot studios range between $790 to
$1,025 per month (between $1.30 and $1.42 per square foot); one-bedroom/one-bath lofts lease for
$950 to $1,200 per month for 663 to 763 square feet of living space ($1.43 to $1.57 per square
foot) and two-bedroom/two-bath 916- to 1,161 -square -foot units rent for $1,300 to $1,650 per
month ($1.42 per square foot). Nueces Lofts provides a fitness center for its residents.
Retama Vista Apartments is currently the smallest Downtown property, with just 16 units. Rents
start at $710 per month for a 592 -square -foot one-bedroom/one-bath apartment and go as high as
$1,220 per month for a two-bedroom/one-bath unit containing 1,023 square feet of living space
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 12
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
($1.19 to $1.43 per square foot). Property amenities include a rooftop balcony and basketball
courts.
The oldest property is the Princess Apartments, which contains 59 studios and one- and two-
bedroom units. Monthly rents range between $600 for a 375 -square -foot studio to $775 per month
for an 825 -square -foot two-bedroom unit with one bath. One-bedroom/one-bath apartments
contain 500 square feet and lease for $650 per month. The property -wide rent per square foot
ranges between $0.94 and $1.60. A swimming pool is available for the use of the tenants.
Site work and building construction has already begun on the Cosmopolitan, a redevelopment of the
site of the former Lichtenstein building. The five -story building will contain 165 apartments on the
upper four floors with retail spaces on the ground floor. The property is expected to begin leasing at
the end of the year, with occupancies scheduled for the spring of 2015.
Outside of Downtown, most of the other rental properties are located in the South Side. Six
properties included in the survey are located in Central City/Bayside, one of which, Aspen Heights,
is income -restricted.
— One -Bedroom Units—
• Rents for one -bedroom units start at $645 per month at Alameda Apartments,
located on South Alameda Street.
• The highest one -bedroom rent is $1,650 per month at The Villas of Ocean Drive, a
new property that recently opened and is still in lease -up.
• One -bedroom units range in size from 504 square feet to just over 900 square feet.
• One -bedroom rents per square foot fall between $1.00 and $2.19.
— Two -Bedroom Units—
• Rents for two-bedroom units start at $805 per month at Alameda Apartments.
• The highest two-bedroom rent is $3,000 per month at The Villas of Ocean Drive.
• Two-bedroom units range in size from 909 square feet to 1,383 square feet.
• Two-bedroom rents per square foot fall between $0.77 and $2.34.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 13
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
— Three -Bedroom Units—
• Rents for three-bedroom units start at $975 per month at Alameda Apartments.
• The highest three-bedroom rent is $1,889 per month at Camden South Bay on
Ennis Joslin Road.
• Three-bedroom units range in size from 1,100 square feet to 1,827 square feet.
• Three-bedroom rents per square foot fall between $0.89 and $1.45.
Eighteen properties included in the survey are located in the South Side, one of which, South Pointe
Apartments, is income -restricted. Only two of the 18 Valhalla Apartments, built in 1978 on
Everhart Road, and the newly -constructed Springs at Corpus Christi on Timbergate—lease studio
apartments. The Valhalla studios rent for $550 to $575 per month for 550 to 575 square feet
($1.00 to $1.04), and those at the Springs are renting for $885 to $914 per month for 525 to 623
square feet ($1.47 to $1.69).
— One -Bedroom Units—
• Rents for one -bedroom units start at $650 per month at Lipes Apartments, located
on Cimarron Boulevard, and Candlewood Apartments on Airline Road.
• The highest one -bedroom rent is $1,260 per month at San Marin on South Staples
Street.
• One -bedroom units range in size from 501 square feet to 921 square feet.
• One -bedroom rents per square foot fall between $0.98 and $1.74.
— Two -Bedroom Units—
• Rents for two-bedroom units start at $765 per month at Candlewood Apartments.
• The highest two-bedroom rent is $2,363 per month at San Marin.
• Two-bedroom units range in size from 795 square feet to 1,186 square feet.
• Two-bedroom rents per square foot fall between $0.87 and $2.54.
— Three -Bedroom Units—
• Rents for three-bedroom units start at $1,089 per month at Walnut Ridge on South
Staples Street.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 14
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
• The highest three-bedroom rent is $1,843 per month at The Springs at Corpus
Christi.
• Three-bedroom units range in size from 1,088 square feet to 1,399 square feet.
• Three-bedroom rents per square foot fall between $0.84 and $1.49.
Three properties included in the survey are located in Flour Bluff/Padre Island. Only one—Water's
Edge on South Padre Island Drive—leases three-bedroom apartments. These units have rents of
$1,095 per month for 1,038 square feet ($1.05 per square foot).
— One -Bedroom Units—
• Rents for one -bedroom units start at $690 per month at Bay Club, located on South
Padre Island Drive.
• The highest one -bedroom rent is $1,080 per month at Compass Bay Apartments on
Compass Street.
• One -bedroom units range in size from 667 square feet to 836 square feet.
• One -bedroom rents per square foot fall between $1.00 and $1.51.
— Two -Bedroom Units—
• Rents for two-bedroom units start at $810 per month at Bay Club.
• The highest two-bedroom rent is $1,405 per month at Compass Bay.
• Two-bedroom units range in size from 856 square feet to 1,062 square feet.
• Two-bedroom rents per square foot fall between $0.93 and $1.32.
Two properties included in the survey are located in the West Side—Peachtree Apartments, built in
the 1970s on Peachtree Street, and Christy Estates on Holly Road. Peachtree rents range between
$525 to $1,000 per month for 394 -square -foot studios to 1,122 -square -foot two-bedroom
townhouses ($0.86 to $1.33). Units at Christy Estates are renting for $665 to $1,270 per month for
740 -square -foot one -bedrooms to 1,500 -square -foot three-bedroom townhouses ($0.73 to $0.95).
Excluding those properties which have recently opened and are still in the lease -up phase, nearly all
of the rental communities in the survey are at functional full occupancy (occupancy rates at 95
percent or higher).
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 3 Page 1 of 6
Summary Of Selected Rental Properties
The City of Corpus Christi, Nueces County, Texas
August 2014
Property (Date Opened)
Address
The Princess Apartments
1001 N. Water Street
Retama Vista Apts (2004)
425 Schatzell Street
Nueces Lofts (2009)
(formerly the Sherman Building)
317 Peoples Street
Bay Vista Pointe (2014)
802 S. Carancahua
Bay Vista (2008)
522 Hancock
Number Unit Reported Reported Rent per
of Units Type Base Rent Unit Size Sq. Ft.
Downtown
59 Studio / 1ba
lbr/lba
2br/lba
16 lbr/lba
2br/lba
64 Studio / lba
1br/1ba
2br/2ba
164 lbr/lba
2br/2ba
169 lbr/lba
2br/2ba
SOURCE: Zimmerman/Volk Associates, Inc.
$600
$650
$775
$710 to
$1,225
$1,210 to
$1,220
$790 to
$1,025
$950 to
$1,200
$1,300 to
$1,650
$1,035 to
$1,340
$1,475 to
$2,135
$1,035 to
$1,535
$1,410 to
$2,185
375 $1.60
500 $1.30
825 $0.94
592 to $1.20 to
856 $1.43
1,010 to $1.19 to
1,023 $1.20
556 to $1.30 to
786 $1.42
663 to $1.43 to
763 $1.57
916 to $1.42 to
1,161 $1.42
616 to $1.48 to
905 $1.68
1,057 to $1.40 to
1,247 $1.71
697 to $1.48 to
940 $1.63
1,059 to $1.33 to
1,270 $1.72
Amenities
Pool,
laundry facility.
Rooftop balcony,
basketball courts,
laundry facility.
Fitness center,
laundry facility.
Pool, waterfall,
fitness center,
conference center,
internet cafe,
business center.
Clubhouse,
business center,
conference room,
fitness center, pool.
Table 3 Page 2 of 6
Summary Of Selected Rental Properties
The City of Corpus Christi, Nueces County, Texas
August 2014
Number Unit Reported Reported Rent per
Property (Date Opened) of Units Type Base Rent Unit Size Sq. Ft. Amenities
Address
Central City/Bay Area
Alameda Apts (2005) 62 1br/1ba $645 to 504 to $1.00 to Swimming pool,
4422 South Alameda Street $725 726 $1.28 BBQ grills &
2br/1ba $805 936 $0.86 laundry facility.
2br / 2ba $845 1,100 $0.77
3br / 2ba $975 1,100 $0.89
Aspen Heights (2014) 153 2br/2.5ba $779 to 1,468 to $0.53 to Fitness center,
4855 South Alameda Street TH $814 1,490 $0.55 pool,
Income -Restricted 3br/3.5ba $699 to 1,827 $0.38 to computer lab, volleyball,
TH $734 $0.40 movie theater,
4br/4.5ba $689 to 1,967 to $0.35 to study lounge &
SFD $714 1,969 $0.36 tanning beds.
5br/5.5ba$679 to 2,299 to $0.30 to
SFD $714 2,343 $0.30
Baypoint Resort Apartments 350 1br/1ba $871 to 675 to $1.29 to Yoga, massage therapy,
(1998; 2004) $1,126 822 $1.37 fitness center,
1802 Ennis Joslin Road 2br/1ba $1,061 to 909 $1.17 to clubhouse, pools,
$1,161 $1.28 hot tub, BBQ pit,
2br/2ba $1,181 to 928 to $1.26 to cappuccino machine,
$1,741 1,383 $1.27 walking trail, pet park,
3br/2ba $1,571 to 1,385 $1.13 to putting green &
$1,821 $1.31 multi -sport court.
The Villas of Ocean Drive 180 1br/1ba $875 to 580 to $1.51 to Clubhouse,
(2014) $1,650 753 $2.19 fitness center,
4657 Ocean Drive 2br/2ba $1,570 to 1,069 to $1.47 to playground,
$3,000 1,282 $2.34 waterfall &
3br/2ba $1,655 to 1,247 $1.33 to pool.
$1,805 $1.45
Camden South Bay (2007) 270 1br/1ba $959 to 642 to $1.13 to Basketball court,
1701 Ennis Joslin Road $1,019 902 $1.49 billiards, sand volleyball,
2br/2ba $1,339 to 1,170 to $1.06 to business & fitness
$1,379 1,297 $1.14 centers, pool,
3br/2ba $1,689 to 1,428 to $1.18 to BBQ/Picnic area.
$1,889 1,570 $1.20
La Joya Bay Resort
1514 Ennis Joslin Road
336 1br/1ba $1,070 to 712 to $1.50 to Basketball courts,
$1,485 878 $1.69 business center,
2br/2ba $1,290 to 1,119 to $1.15 to clubhouse, pool,
$1,730 1,226 $1.41 fitness center, pet park.
SOURCE: Zimmerman/Volk Associates, Inc.
Table 3 Page 3 of 6
Summary Of Selected Rental Properties
The City of Corpus Christi, Nueces County, Texas
August 2014
Number Unit Reported Reported Rent per
Property (Date Opened) of Units Type Base Rent Unit Size Sq. Ft.
Address
South Pointe Apts (1999)
5725 Curtis Clark Drive
Income -Restricted
Valhalla Apts (1978)
6730 Everhart Road
Lipes Apts (2003)
3701 Cimarron Boulevard
Candlewood
2002 Airline Road
Walnut Ridge
(1981; 2000)
5757 South Staples Street
Chandler's Mill Apts.
6350 Meadowvista Drive
South Side
n/a 2br/2ba $539 to 990 $0.54 to
$662 $0.67
3br/2ba $625 to 1,189 $0.53 to
$727 $0.61
165 Studio / 1ba $550 to 550 to $1.00 to
$575 555 $1.04
1br/1ba $675 721 $0.94
2br/1ba $790 910 $0.87
2br/2ba $825 855 $0.96
170 1br/1ba $650 to 650 $1.00 to
$700 $1.08
2br/1ba $800 to 820 $0.98 to
$850 $1.04
3br/2ba $1,150 to 1,334 $0.86 to
$1,200 $0.90
288 1br/1ba $650 to 501 $1.30 to
$775 $1.55
1br/1ba TH $700 to 714 $0.98 to
$830 $1.16
2br/1ba $765 to 795 $0.96 to
$910 $1.14
2br/2ba $824 to 907 $0.91 to
$964 $1.06
3br/2ba $1,210 to 1,088 $1.11 to
$1,425 $1.31
704 1br/1ba $679 to 580 to $1.08 to
$759 700 $1.17
2br/1.5ba $819 to 830 to $0.99 to
$839 855 $1.01
2br/2ba $839 to 874 to $0.96 to
$899 939 $1.03
3br / 2ba $1,089 1,133 $0.96
248 1br/1ba $687 to 524 to $1.28 to
$975 763 $1.31
2br/2ba $1,028 to 935 to $1.10 to
$1,308 1,035 $1.26
SOURCE: Zimmerman/Volk Associates, Inc.
Amenities
Children's play area,
swimming pool,
clubhouse, laundry
facility.
Clubhouse, fitness
center, hot tub, pool,
& tennis court.
Clubhouse,
swimming pool &
laundry facility.
2 pools,
tennis,
basketball courts,
clothing care centers,
BBQ/Picnic area.
Fitness center,
6 swimming pools,
tennis courts,
laundry facilities,
racquetball courts,
& free tanning salon
Residents' lounge,
pool, whirlpool,
fitness center.
Table 3 Page 4 of 6
Summary Of Selected Rental Properties
The City of Corpus Christi, Nueces County, Texas
August 2014
Number Unit Reported Reported Rent per
Property (Date Opened) of Units Type Base Rent Unit Size Sq. Ft. Amenities
Address
Crosswinds (1999)
6617 Weber Road
South Side (continued)
176 1br/1ba $725 580 $1.25 Fitness center,
2br/1ba $895 813 $1.10 swimming pool &
2br/2ba $985 to 914 to $1.02 to laundry facility.
$995 977 $1.08
3br/2ba $1,225 1,103 to $1.08 to
1,139 $1.11
Towne Oaks 185 1br/1ba $734 to 746 $0.98 to Pool, sundeck.
6310 South Padre Island Drive $809 $1.08
2br/1ba $879 to 996 $0.88 to
$959 $0.96
2br/2ba $909 to 1,050 to $0.87 to
$1,129 1,094 $1.03
3br/2ba $1,094 to 1,297 $0.84 to
$1,219 $0.94
Camden Copper Ridge (1986: 344 1br / 1ba $739 to 543 to $1.11 to Pool, sand
6635 South Staples Street $859 773 $1.36 volleyball,
2br/2ba $1,109 to 998 to $1.11 to laundry facility,
$1,149 1,034 $1.11 BBQ/Picnic area.
Stoneleigh Corpus Christi 348 1br/1ba $765 to 482 to $1.25 to Business center,
(2005) $950 760 $1.59 grill & picnic area,
5750 Curtis Clark Drive 2br/2ba $1,086 to 916 to $1.13 to fitness center, pool,
$1,162 1,030 $1.19 laundry facilities.
San Marin (1997)
7221 South Staples Street
Arbors on Saratoga
6225 Saratoga Boulevard
220 1br/1ba $800 to 724 $1.10 to Clothes care center,
$1,260 $1.74 internet cafe,
2br/2ba $900 to 931 $0.97 to pool & sundeck.
$2,363 $2.54
3br/2ba $1,305 to 1,156 $1.13 to
$1,720 $1.49
252 1br/1ba $878 to 760 to $1.14 to Residents lounge,
$920 808 $1.16 pool, sundeck,
2br/2ba $1,012 to 955 to $0.95 to fitness center,
$1,098 1,161 $1.06 business center,
3br/2ba $1,243 to 1,151 to $1.00 to basketball courts.
$1,385 1,382 $1.08
SOURCE: Zimmerman/Volk Associates, Inc.
Table 3 Page 5 of 6
Summary Of Selected Rental Properties
The City of Corpus Christi, Nueces County, Texas
August 2014
Number Unit Reported Reported Rent per
Property (Date Opened) of Units Type Base Rent Unit Size Sq. Ft. Amenities
Address
South Side (continued)
Springs at Corpus Christi 284 Studio /1ba $885 to 525 to $1.47 to Clubhouse, pool,
(2014) $914 623 $1.69 fitness center,
5702 Timbergate 1br/1ba $1,129 to 857 to $1.32 to coffee bar,
$1,211 909 $1.33 car care area,
2br/2ba $1,429 to 1,062 to $1.28 to dog park.
$1,519 1,186 $1.35
3br/2ba $1,801 to 1,302 to $1.32 to
$1,843 1,399 $1.38
Gulf Breeze Apts.
6533 Patti Drive
200 1br/1ba $900 706 $1.27 Business center,
2br/1ba $1,035 to 899 $1.15 to fitness center,
$1,085 $1.21 playground,
2br/2ba $1,118 to 954 to $1.16 to pool.
$1,174 1,011 $1.17
3br/2ba $1,317 to 1,168 to $1.10 to
$1,349 1,229 $1.13
Island Villa Apartments n/a 1br/1ba $900 to 842 to $1.07 to Clubhouse,
1641 Nile Drive $1,040 921 $1.13 business center,
2br/2ba $1,100 to 1,025 to $1.07 to fitness center, pool,
$1,340 1,181 $1.13 gazebo/grilling area.
3br/2ba $1,400 to 1,293 $1.08 to
$1,440 $1.11
Encore Crossings (2009) 200 1br/1ba $909 to 824 to $1.10 to Pool wlaquatic lounge,
2133 Nodding Pines $1,025 853 $1.24 poolside grilling station,
2br/2ba $1,124 to 1,033 to $1.09 to conference/study center,
$1,254 1,060 $1.21 cyber cafe, fitness center.
Tuscana Bay (2014) 228 1br/1ba $929 to 789 to $1.13 to BBQ/Picnic area,
2921 Airline Road $969 856 $1.18 business center,
1br/1ba w/attached garage $1,109 860 $1.29 clubhouse, dog park,
2br/2ba $1,199 to 1,050 to $1.13 to fitness center,
$1,249 1,108 $1.14 pool & sundeck.
2br/2ba w/attached garage $1,401 1,176 $1.19
Camden Breakers (1995) 288 1br/1ba $979 to 651 to $1.49 to Basketball court,
4901 Saratoga Boulevard $1,129 757 $1.50 business center,
2br/2ba $1,179 to 876 to $1.22 to fitness center,
$1,269 1,037 $1.35 pool,
3br/2ba $1,739 1,226 $1.42 BBQ/Picnic area.
SOURCE: Zimmerman/Volk Associates, Inc.
Table 3 Page 6 of 6
Summary Of Selected Rental Properties
The City of Corpus Christi, Nueces County, Texas
August 2014
Number Unit
Property (Date Opened) of Units Type
Address
Bay Club
9350 S. Padre Island Drive
Water's Edge
9320 S. Padre Island Drive
Reported Reported Rent per
Base Rent Unit Size Sq. Ft.
Flour Bluff/Padre Island
248 1br/1ba
2br/lba
2br/2ba
250 1br/1ba
1br/1.5ba TH
2br/1ba
2br/2ba
3br/2ba
Compass Bay Apts (2004) 82 1br/1ba
14501 Compass Street
Peachtree (1970s)
3150 Peachtree Street
Christy Estates
3942 Holly Road
2br/2ba
$690 to
$800
$810 to
$970
$840 to
$1,000
$714
$760
$865
$925
$1,095
$1,005 to
$1,080
$1,295 to
$1,405
West Side
230 Studio / 1ba
1br/1ba
2br/2ba
2br/2.5ba TH
3br/2ba
262 1br/1ba
2br/1ba
2br/1.5ba TH
3br/2ba
3br/2.5ba TH
SOURCE: Zimmerman/Volk Associates, Inc.
$525
$695 to
$750
$835 to
$895
$1,000
$975
$665 to
$745
$765 to
$905
$880 to
$905
$1,085 to
$1,135
$1,245 to
$1,270
667 $1.03 to
$1.20
856 $0.95 to
$1.13
900 $0.93 to
$1.11
714 $1.00
714 $1.06
860 $1.01
924 $1.00
1,038 $1.05
667 to $1.29 to
836 $1.51
1,018 to $1.27 to
1,062 $1.32
394 $1.33
623 to $1.12
672 $1.12
885 to $0.86 to
1,042 $0.94
1,122 $0.89
1,059 $0.92
740 to $0.90 to
820 $0.91
900 to $0.85 to
1,000 $0.91
1,200 $0.73 to
$0.75
1,200 $0.90 to
$0.95
1,500 $0.83 to
$0.85
Amenities
Pool,
tennis courts,
playground,
basketball courts.
Two pools,
fitness center,
tennis courts.
Fitness center,
picnic area, pool,
sundeck BBQ grills,
heated pool, boat slips.
Clubhouse, pool.
Pool.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 21
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
—Multi -Family and Single -Family Attached For-Sale—
Two newly -constructed townhouse properties are currently being marketed in the Corpus Christi
market area. Padre Beach View is a 30 -unit property located on Beach View Drive. The 1,300 -
square -foot three bedroom townhouses are priced at $249,900 ($192 per square foot). The Cottage
House at Padre Beach on Granada Drive is marketing four-bedroom townhouses priced between
$284,900 and $529,000 for 1,852 and 2,475 square feet of living space ($154 to $214 per square
foot). (See also Table 4 at the end of this section.)
All of the non -water -oriented condominiums and townhouses on the market at the time of the
survey in September 2014 are resales at three properties: Cliff House and Atlantic Lofts in
Downtown Corpus Christi, and Country Club Townhouses, in close proximity to the Corpus
Christi Country Club. The weighted average price of the non -water -oriented units on the market is
$302,369 for an average unit size of just over 2,000 square feet ($151 per square foot).
Two units are for sale at the high-rise Cliff House on South Upper Broadway Street—a 2,300 -
square -foot two-bedroom condominium listed for $799,900 ($346 per square foot) and a 1,400 -
square -foot two-bedroom on a lower floor for $279,000 ($201 per square foot). At Atlantic Lofts,
on North Upper Broadway Street, four units are listed ranging in price from $275,000 to $349,500.
All but one are two-bedroom units, ranging in size from approximately 1,800 to over 2,000 square
feet ($161 to $178 per square foot); the one -bedroom unit contains 1,550 square feet ($177 per
square foot).
Seven two- and three-bedroom units are on the market at the Country Club townhouses. The
asking prices range from $205,000 to $242,000, with units ranging in size from just under 1,900 to
2,550 square feet. The resale price per square foot ranges between $89 and $127.
Multiple water -oriented condominiums and townhouses priced above $200,000 were listed in
September, 2014. A 1,552 -square -foot three-bedroom condominium at Admirals Court is priced at
$203,900; the highest price is $745,200 for a 1,983 -square -foot two-bedroom unit at Twin
Dolphins ($131 to $376 per square foot). The weighted average price of all water -oriented units on
the market is $288,166 for an average unit size of just under 1,500 square feet ($193 per square
foot).
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 4 Page 1 of 3
Summary Of Selected For -Sale Multi -Family
And Single -Family Attached Properties and Listings
Units Priced at $200,000 or More
City of Corpus Christi, Neuces County, Texas
September, 2014
Housing Unit Price Per Year
Development Type Type Unit Price Unit Size Sq. Ft. Built
Address
Padre Beach View TH 3br/2.5ba $249,900 1,300 $192 2014
15000 Beach View Drive 30 du
The Cottage House
at Padre Beach TH 4br/2.5ba $284,900 1,852 $154 2013
14890 Granada Drive 20 du $529,000 2,475 $214
Non -Water -Oriented Resales
Cliff House CO 2br/2.5ba $799,900 2,309 $346 1965
Cliff House CO 2br/2.5ba $279,000 1,391 $201 1965
Atlantic Lofts CO 2br/2ba $349,500 2,013 $174 2009
Atlantic Lofts CO 2br/2ba $338,000 1,902 $178 2009
Atlantic Lofts CO 2br/2ba $290,000 1,799 $161 2009
Atlantic Lofts CO 1br/2ba $275,000 1,551 $177 2009
Country Club TH 2br/2ba $242,000 2,301 $105 1978
Country Club TH 2br/2ba $239,900 1,889 $127 1978
Country Club TH 3br/2.5ba $235,000 2,552 $92 1978
Country Club TH 3br/3ba $234,000 2,034 $115 1978
Country Club TH 3br/3ba $224,500 1,940 $116 1978
Country Club TH 3br/3ba $219,000 2,062 $106 1978
Country Club TH 3br/2.5ba $205,000 2,296 $89 1978
Weighted Averages: $302,369 2,003 $151
Water -Oriented Resales
Twin Dolphins CO 2br/2.5ba $745,200 1,983 $376 1983
Twin Dolphins CO 2br/2ba $699,900 1983
Twin Dolphins CO 3br/2.5ba $379,900 1,988 $191 1983
Twin Dolphins CO 3br/2.5ba $299,900 1,988 $151 1983
Sea Gull CO 3br/2.5ba $509,900 1,678 $304 1982
Landmark CO 2br/2ba $460,000 1,811 $254 1983
Las Palmas TH 3br/3.5ba $389,900 2,422 $161 2007
Las Palmas TH 3br/3.5ba $340,000 2,358 $144 2007
Marina del Sol CO 3br/2ba $379,000 1,573 $241 1981
Marina del Sol CO 3br/2ba $279,900 1,730 $162 1981
Marina del Sol CO 3br/2ba $240,000 1,108 $217 1981
Marina del Sol CO 3br/2ba $225,000 1,700 $132 1981
Marina del Sol CO 3br/2ba $209,500 1,573 $133 1981
SOURCE: Multiple Listing Service;
Zimmerman/Volk Associates, Inc.
Table 4 Page 2 of 3
Summary Of Selected For -Sale Multi -Family
And Single -Family Attached Properties and Listings
Units Priced at $200,000 or More
City of Corpus Christi, Neuces County, Texas
September, 2014
Housing Unit Price Per Year
Development Type Type Unit Price Unit Size Sq. Ft. Built
Address
Water -Oriented Resales (continued)
Grande Vistas Duplex 3br/2.5ba $365,000 4,392 $83 2003
Gulfstream CO 2br/2ba $349,000 949 $368 1970
Gulfstream CO 2br/2ba $310,000 949 $327 1970
Gulfstream CO 2br/2ba $299,900 949 $316 1970
Gulfstream CO 2br/2ba $279,000 949 $294 1970
Gulfstream CO 2br/2ba $275,000 949 $290 1970
Gulfstream CO 2br/2ba $259,000 949 $273 1970
Gulfstream CO 2br/2ba $239,000 949 $252 1970
Gulfstream CO 2br/2ba $230,000 949 $242 1970
Gulfstream CO 2br/2ba $229,900 949 $242 1970
Gulfstream CO 2br/2ba $225,000 949 $237 1970
Gulfstream CO 2br/2ba $219,900 949 $232 1970
Padre Island TH 4br/4.5ba $330,000 2,479 $133 2008
Padre Island TH 4br/4.5ba $312,000 1,765 $177 2014
Ports o Call TH 4br/2.5ba $315,000 2,027 $155 2002
Point Tesoro TH 3br/3.5ba $309,900 2,041 $152 2005
Seamount Cay TH 3br/2.5ba $307,223 1,831 $168 2007
Nautica TH 3br/2.5ba $299,000 1,627 $184 2007
Portofino CO 3br/3ba $289,000 1,392 $208 1974
Portofino CO 2br/2ba $250,000 1,127 $222 1974
Portofino CO 2br/2ba $240,000 1,127 $213 1974
Portofino CO 1br / 1ba $230,000 834 $276 1974
Portofino CO 2br/2ba $214,900 1,406 $153 1974
Casa Viento TH 3br/2.5ba $275,000 1,948 $141 2005
Casa Viento TH 4br/2.5ba $209,500 1,948 $108 2005
El Constante CO 2br/2ba $269,900 1,060 $255 1985
El Constante CO 2br/2ba $249,900 1,060 $236 1985
El Constante CO 2br/2.5ba $249,900 1,060 $236 1985
El Constante CO 2br/2.5ba $214,900 1,060 $203 1985
Gun Cay Bay TH 3br/2.5ba $250,500 2,031 $123 2004
Gun Cay Bay TH 3br/2.5ba $242,000 1,800 $134 2004
Gun Cay Bay TH 3br/2.5ba $215,000 1,253 $172 2004
Palm Bay Village TH 3br/2.5ba $249,900 1,648 $152 2006
Vista del Rey TH 3br/3ba $249,500 1,557 $160 1999
Compass CO 3br/2ba $249,900 1,403 $178 2003
Compass CO 3br/2ba $224,500 1,403 $160 2003
SOURCE: Multiple Listing Service;
Zimmerman/Volk Associates, Inc.
Table 4 Page 3 of 3
Summary Of Selected For -Sale Multi -Family
And Single -Family Attached Properties and Listings
Units Priced at $200,000 or More
City of Corpus Christi, Neuces County, Texas
September, 2014
Development
Address
Housing Unit Price Per Year
Type Type Unit Price Unit Size Sq. Ft. Built
Water -Oriented Resales {continued)
Mayan Princess CO 2br/2ba $239,000 1,160 $206 1984
Mariner Cay Marina CO 3br/2ba $227,700 1,193 $191 1982
Mariner Cay Marina CO 3br/2ba $220,000 1,193 $184 1982
Salt Cay TH 3br/2.5ba $225,000 1,603 $140 1999
Beach Breezes CO 3br/2.5ba $215,000 1,732 $124 2004
Cayo Linda TH 3br/2.5ba $204,750 1,539 $133 2000
Cayo Linda TH 3br/2.5ba $203,900 1,505 $135 2000
Admirals Court CO 3br/2.5ba $203,900 1,552 $131 1985
Weighted Averages: $288,166 1,493 $193
SOURCE: Multiple Listing Service;
Zimmerman/Volk Associates, Inc.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 25
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
—Single -Family Detached For-Sale—
The majority of the new single-family detached houses being built in Corpus Christi are located in
the South Side or just outside the city limits in the south. Multiple properties in the area have
recently completed new houses, which are now on the market, or have several under construction.
(See also Table 5 at the end of this section.)
The least expensive new houses being marketed in the South Side are Braselton Homes' Cottages at
South Lake, where the base prices for the 1,100- to 1,500 -square -foot cottages range between
$129,900 and $179,900 ($118 to $120 per square foot). Several of the cottages are alley -loaded,
although most are more conventional models.
Terra Mar is a large master -planned community being developed by Hogan Homes, with several
subdivisions of varying lot and house sizes and base prices. The least expensive houses are being
constructed at Los Vientos at Terra Mar; these houses range in price between $199,415 and
$227,625 for between 1,750 and 1,780 square feet of living space ($112 to $130 per square foot).
The most expensive houses are being built at San Cristobal at Terra Mar, where a spec house is
priced at $504,700 for 3,144 square feet, and another, containing 3,578 square feet, is priced at
$551,900 ($154 to $161 per square foot).
There are multiple smaller subdivisions in the South Side that are also building and selling spec
houses, ranging from Manhattan Estates, where base prices start at $242,900, to The Coves at Lago
Vista, where the most expensive house on the market is priced at $585,000. Nearly all of the spec
houses contain between 2,300 and 3,000 square feet, with a general price per square foot range
between $104 and $140.
New single-family development is also occurring in Flour Bluff and Padre Island, and on the West
Side. The most significant new residential development is being planned adjacent to the
Schlitterbahn Waterpark and Resort, where a mix of single-family detached houses, multi -family
units, and waterfront properties is being planned.
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 5 Page 1 of 3
Summary Of Selected For -Sale Single -Family Detached Properties
City of Corpus Christi, Neuces County, Texas
September, 2014
Lot Size/ Unit Price Unit Size Price Per Total
Property (Date Opened) Price Range Range Range Sq. Ft. Lots
DeveloperlBuilder
.... South Side ... .
Cottages at South Lake (2013) $129,900 to 1,100 to $118 to 105
Braselton Homes 3,200 sf $179,900 1,500 $120
Terra Mar (2008)
Hogan Homes
Los Vientos at Terra Mar $199,415 to 1,781 to $112 to
$227,625 1,749 $130
Los Arboles at Terra Mar 5,000 sf $192,490 to 1,686 to $104 to
$238,490 2,300 $114
Monte Verde at Terra Mar 6,600 sf $267,990 to 2,192 $122
8,550 sf $367,990
Entrada Del Sol 6,000 to $315,490 2,458 to $128 to 18
(Villas) 12,000 sf $369,900 2,500 $148
San Cristobal at Terra Mar 0.25 to $504,700 t 3,144 to $154 to
3+ acres $551,900 3,578 $161
San Sebastian at Terra Msar
Rancho Vista
Braselton Homes
1.75 to
3+ acres/
$240,000
$213,900 t 2,001 $107 396
8,614 sf $229,900 t 1,801 $128
$245,430 t 2,160 $114
$289,900 t 2,369 $122
0.38 acre $319,900 t 2,655 $120
Manhattan Estates (2000) $242,900 to 2,343 to $104 to 6 listings
Multiple Builders 6,720 sf $270,648 t 2,500 $108
0.17 acre $255,900 t 2,395 $107
Ranch Lake
Multiple Builders
King's Point
Several Builders
$249,000 to 2,377 to $105 to 8 listings
$310,000 t 2,860 $108
$259,000 to 2,487 to $104 to 6 listings
$299,000 t 2,860 $105
t Spec or model home.
SOURCE: Zimmerman/Volk Associates, Inc.
Table 5 Page 2 of 3
Summary Of Selected For -Sale Single -Family Detached Properties
City of Corpus Christi, Neuces County, Texas
September, 2014
Property (Date Opened)
DeveloperlBuilder
Graford Place
Multiple Builders
Barataria Bay
K & M Homes
Graceland
Multiple Builders
Kings Crossing
Multiple Builders
The Coves at Lago Vista
Multiple Builders
Pine Hollow
Fox Home Builders
Blue Grass Estates
Flour Bluff Pine Hollow LLC
Point Tesoro
Multiple Builders
Commodore's Pointe
Multiple Builders
Lot Size/
Price Range
Unit Price Unit Size
Range Range
.... South Side (continued} ... .
$264,900 to
$327,900 t
Price Per
Sq. Ft.
2,525 $105
2,921 $112
0.15 acre/ $269,900 to 2,443 $110
$39,900 to $348,500 t 2,898 $120
$54,900
8,000 sf $271,900 t 2,423 $112
0.5 acre $499,000 t
$720,116 t
0.5 to $539,000 t
1 acre $574,900 t
$585,000 t
3,652 $137
4,300 $167
Total
Lots
5 listings
3 specs listings
17 lots listed
80
4,045 $133 160
3,242 $177
4,175 $140
. Flour Bluff and Padre Island ... .
$179,900 to
$229,900 t
$229,500 to
$299,900 t
$229,900 to
6,200 sf $519,900 t
1,505 to $120 to 127
1,090 $211
2,125 to $108 to 9 listings
2,427 $124
1,966 to $117 to 5 listings
2,149 $242
8,032 sf $650,000 t 2,300 $283
t Spec or model home.
SOURCE: Zimmerman/Volk Associates, Inc.
Table 5 Page 3 of 3
Summary Of Selected For -Sale Single -Family Detached Properties
City of Corpus Christi, Neuces County, Texas
September, 2014
Property (Date Opened)
DeveloperlBuilder
Unit Type
Lot Size Unit Price Unit Size Price Per Total
Range Range Range Sq. Ft. Lots
.... West Side ... .
Wood Oaks on the River 6,700 sf $247,000 t 2,137 $116 39
Multiple Builders {Phase II}
London Club Estates
Multiple Builders
1+ acre/
67,500 $354,900 t 2,635 $135
$448,116 t 3,125 $143
t Spec or model home.
SOURCE: Zimmerman/Volk Associates, Inc.
7 listings
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 29
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
MARKET -RATE RENT AND PRICE RANGES: THE DOWNTOWN CORPUS CHRISTI STUDY AREA
—Rental Distribution—
Based on the incomes and financial capabilities of the 1,480 households that represent the target
markets for new market -rate rental units (hard and soft lofts and upscale apartments) each year over
the next five years, the distribution of annual market potential by rent range would be summarized
as follows (see also Table 6):
Annual Market Potential For Rental Lofts/Apartments
Distributed By Rent Range
Households In Target Groups With Median Incomes
At Or Above $70,000
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
MONTHLY HOUSEHOLDS
RENT RANGE PER YEAR PERCENTAGE
$750—$1,000 135 9.1%
$1,000—$1,250 150 10.1%
$1,250—$1,500 260 17.6%
$1,500—$1,750 325 22.0%
$1,750—$2,000 245 16.6%
$2,000—$2,250 210 14.2%
$2,250 and up 155 10.4%
Total: 1,480 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
Note: The number of households by rent range was determined by applying the calculation of a
monthly rental payment, excluding utilities, totalling no more than 25 percent of the target
households' annual gross incomes.
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 6
Target Groups For New Multi -Family For -Rent
Households In Target Groups With Median Incomes At Or Above $70,000
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
Empty Nesters
& Retirees
1
Number of
Households
Percent
Urban Establishment 55 3.7%
Small -Town Establishment 10 0.7%
Cosmopolitan Elite 5 0.3%
Suburban Establishment 5 0.3%
Affluent Empty Nesters 5 0.3%
New Empty Nesters 20 1.4%
Cosmopolitan Couples 25 1.7%
Middle -Class Move -Downs 30 2.0%
Mainstream Retirees 5 0.3%
No -Nest Suburbanites 25 1.7%
Subtotal:
Traditional &
Non -Traditional Families
185 12.5%
Unibox Transferees 15 1.0%
Late -Nest Suburbanites 5 0.3%
Full -Nest Suburbanites 40 2.7%
Full -Nest Urbanites 110 7.4%
Subtotal:
170 11.5%
Younger
Singles & Couples
The Entrepreneurs 25 1.7%
e -Types 325 22.0%
The VIPs 50 3.4%
Fast -Track Professionals 25 1.7%
Upscale Suburban Couples 110 7.4%
New Bohemians 495 33.4%
Twentysomethings 95 6.4%
Subtotal: 1,125 76.0%
Total Households:
SOURCE: The Nielsen Company;
Zimmerman / Volk Associates, Inc.
1,480 100.0%
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 31
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
—For -Sale Distribution—
Based on the incomes and financial capabilities of the 715 households that represent the target
markets for new market -rate for -sale multi -family units (condominium soft lofts and luxury
apartments) each year over the next five years, the distribution of annual market potential by price
range would be summarized as follows (see also Table 7):
Annual Market Potential For For -Sale Lofts/Apartments
Distributed By Price Range
Households In Target Groups With Median Incomes
At Or Above $70,000
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
PRICE HOUSEHOLDS
RANGE PER YEAR
PERCENTAGE
$150,000—$200,000 70 9.8%
$200,000—$250,000 105 14.7%
$250,000—$300,000 140 19.6%
$300,000—$350,000 135 18.9%
$350,000—$400,000 125 17.5%
$400,000—$450,000 85 11.9%
$450,000 and up 55 7.6%
Total:
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
715 100.0%
Note: For the for -sale distribution of both condominiums and townhouses, the number of
households by price range was determined by assuming a down payment of 20 percent and then
calculating monthly mortgage payments, including taxes and utilities, totalling no more than 30
percent of the annual gross income of the target households.
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 7
Target Groups For New Multi -Family For -Sale
Households In Target Groups With Median Incomes At Or Above $70,000
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
Empty Nesters Number of
& Retirees Households
Percentage
Old Money 5 0.7%
Urban Establishment 60 8.4%
Small -Town Establishment 15 2.1%
Cosmopolitan Elite 25 3.5%
Suburban Establishment 15 2.1%
Affluent Empty Nesters 10 1.4%
New Empty Nesters 5 0.7%
Cosmopolitan Couples 35 4.9%
Middle -Class Move -Downs 15 2.1%
Mainstream Retirees 5 0.7%
No -Nest Suburbanites 15 2.1%
Subtotal:
205 28.7%
Traditional &
Non -Traditional Families
Unibox Transferees 5 0.7%
Late -Nest Suburbanites 5 0.7%
Full -Nest Suburbanites 10 1.4%
Full -Nest Urbanites 30 4.2%
Younger
Singles & Couples
Subtotal:
a
50 7.0%
The Entrepreneuers 50 7.0%
e -Types 125 17.5%
The VIPs 50 7.0%
Fast -Track Professionals 25 3.5%
Upscale Suburban Couples 75 10.5%
New Bohemians 95 13.3%
Twentysomethings 40 5.6%
Subtotal:
Total Households:
SOURCE: The Nielsen Company;
Zimmerman / Volk Associates, Inc.
460 64.3%
715 100.0%
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 33
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Based on the incomes and financial capabilities of the 590 households that represent the target
markets for new market -rate for -sale single-family attached units (townhouses/live-work units) each
year over the next five years, the distribution of annual market potential by price range would be
summarized as follows (see also Table 8):
Annual Market Potential For For -Sale Townhouses/Rowhouses/Live-Work Units
Distributed By Price Range
Households In Target Groups With Median Incomes
At Or Above $70,000
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
PRICE HOUSEHOLDS
RANGE PER YEAR PERCENTAGE
$150,000—$250,000 60 10.2%
$200,000—$250,000 80 13.6%
$250,000—$300,000 100 16.9%
$300,000—$350,000 115 19.4%
$350,000—$400,000 90 15.3%
$400,000—$450,000 80 13.6%
$450,000 and up 65 11.0%
Total: 590 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
ZIMMERMAN/VOLK ASSOCIATES, INC.
1
Younger
Singles & Couples III
Table 8
Target Groups For New Single-FamilyAttached For -Sale
Households In Target Groups With Median Incomes At Or Above $70,000
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
Empty Nesters
& Retirees
Number of
Households
Percentage
Old Money 5 0.8%
Urban Establishment 35 5.9%
Small -Town Establishment 5 0.8%
Cosmopolitan Elite 10 1.7%
Suburban Establishment 10 1.7%
Affluent Empty Nesters 5 0.8%
New Empty Nesters 10 1.7%
Cosmopolitan Couples 20 3.4%
Middle -Class Move -Downs 15 2.5%
No -Nest Suburbanites 15 2.5%
Subtotal:
Traditional &
Non -Traditional Families
130 22.0%
Unibox Transferees 25 4.2%
Late -Nest Suburbanites 10 1.7%
Full -Nest Suburbanites 25 4.2%
Full -Nest Urbanites 75 12.7%
Subtotal:
135 22.9%
The Entrepreneuers 35 5.9%
e -Types 85 14.4%
The VIPs 30 5.1%
Fast -Track Professionals 20 3.4%
Upscale Suburban Couples 65 11.0%
New Bohemians 70 11.9%
Twentysomethings 20 3.4%
Subtotal:
Total Households:
SOURCE: The Nielsen Company;
Zimmerman / Volk Associates, Inc.
325 55.1%
590 100.0%
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 35
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
For purposes of this analysis, the target residential mix and optimum market position for the
Downtown Study Area have been established for a total of 1,850 higher -density dwelling units, a
number which could have a significant impact on the establishment of Downtown as a
neighborhood. The target residential mix of 1,850 units would be derived from market preferences,
as follows:
Target Residential Mix -1,850 Units
Higher -Density Housing Units
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
PERCENT NUMBER
HOUSING TYPE OF TOTAL OF UNITS
Multi -family for -rent 53.1% 983
Multi -family for -sale 25.7% 475
Single-family attached for -sale 21.2% 392
Total 100.0% 1,850
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
Based on projected market capture rates (see DOWNTOWN STUDY AREA ABSORPTION PROJECTIONS
below), a total of 1,850 new market -rate dwelling units developed within the Downtown Study
Area—in a mix of 983 rental lofts and apartments, 475 for -sale lofts and condominiums, and 392
townhouses and live -work units—could be absorbed in five to seven years.
Therefore, established according to the housing preferences and the socio-economic and lifestyle
characteristics of the target households, and the relevant residential context in the Corpus Christi
market area, the general range of rents and prices for newly -developed market -rate residential units
in the Downtown Study Area that could currently be sustained by the market is shown on the
following page (see also Table 9 for greater detail):
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 36
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Rent, Price and Size Ranges
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
RENT/PRICE SIZE RENT/PRICE
HOUSING TYPE RANGE RANGE PER SQ. FT.
MULTI -FAMILY FOR-RENT—
Hard Lofts $800—$1,500/month 500-1,100 sf $1.36—$1.60 psf
Soft Lofts $750—$2,000/month 400-1,250 sf $1.60—$1.88 psf
Upscale Apartments $1,350—$2,500/month 700-1,500 sf $1.67—$1.93 psf
MULTI -FAMILY FOR-SALE—
Hard Lofts $150,000—$225,000 800-1,300 sf $173—$188 psf
Soft Lofts $185,000—$285,000 900-1,450 sf $197—$206 psf
Upscale Condominiums $295,000—$425,000 1,250-1,850 sf $230—$236 psf
SINGLE-FAMILY ATTACHED FOR-SALE—
Townhouses/Rowhouses $250,000—$335,000 1,300-1,850 sf $181—$192 psf
Live -Work $315,000—$365,000 1,350-1,600 sf $228—$233 psf
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
The realization of the full market potential for ownership units, condominiums in particular, could
be challenging, given the availability of development financing and mortgage underwriting by
financial institutions, the disinterest on the part of large numbers of younger households in
becoming owners, and the fact that many otherwise -qualified households, particularly current
renters, lack the funds for a down payment.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Page 37
Based on the unit types, sizes, configurations, and mix outlined in the optimum market position on
Table 9, the weighted average rents and prices for each of the housing types is as follows:
Weighted Average Base Rent and Prices
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
HOUSING
TYPE
Multi -family for -rent
Hard lofts
Soft lofts
Upscale apts.
Multi -family for -sale
Hard lofts
Soft lofts
Upscale condos.
Single-family attached for -sale
Townhouses/rowhouses
Live -work
WEIGHTED AVERAGE
BASE RENT/PRICES
$1,374 per month
$1,093 per month
$1,275 per month
$1,890 per month
$263,316
$184,500
$226,000
$351,000
$304,022
$298,250
$343,500
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
WEIGHTED AVERAGE
UNIT SIZE
842 sf
753 sf
780 sf
1,070 sf
1,238
1,015
1,115
1,505
1,597
1,613
1,493
WEIGHTED AVERAGE
BASE RENT/PRICES
PER SQ. FT.
$1.63
$1.45
$1.63
$1.77
$213
$182
$203
$233
$190
$185
$230
Proposed rents and prices are in year 2014 dollars, are exclusive of consumer options and upgrades,
floor and/or location premiums, and cover the broad range of rents and prices that could be
sustained by the market in the Downtown Corpus Christi Study Area.
Location will have a significant impact on rents and prices; projects situated within a short walking
distance of high-value amenities, such as locations with views of the bay, the restaurants and shops
on Chaparral Street, or one of the parks, will likely command rents and prices at the upper end of
values. Those projects in less desirable locations, such as adjacent to the Interstate, are likely to
command rents and prices at the lower end of values.
ZIMMERMAN/VOLK ASSOCIATES, INC.
Table 9 Page 1 of 3
Optimum Market Position --1,850 New Market -Rate Dwelling Units
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Percent
Number
Annual
Unit Unit Base Unit Rent/Price Market
Housing Type Configuration Mix Rent/Price Size Per Sq. Ft. Capture
53.1% Multi -Family For -Rent 222 to 266 units
250 Hard Lofts Loft/1ba 25% $800 500 $1.60
Loft /1ba 30% $975 650 $1.50
Loft /1ba 25% $1,200 850 $1.41
Loft /1ba 20% $1,500 1,100 $1.36
Weighted averages: $1,093 753 $1.45
500 Soft Lofts Microloft/1ba 15% $750 400 $1.88
Studio / 1ba 20% $900 550 $1.64
1br/1ba 25% $1,300 800 $1.63
2br/1ba 15% $1,450 900 $1.61
2br/2ba 15% $1,600 1,000 $1.60
2br/2ba/den 10% $2,000 1,250 $1.60
Weighted averages: $1,275 780 $1.63
233 Upscale Apartments 1br/1.5ba 25% $1,350 700 $1.93
1br/1.5ba/den 25% $1,750 950 $1.84
2br/2ba 20% $1,975 1,150 $1.72
2br/2.5ba/den 15% $2,300 1,350 $1.70
3br/2.5ba PH 15% $2,500 1,500 $1.67
Weighted averages: $1,890 1,070 $1.77
983 units Overall Weighted Averages: $1,374 842 $1.63
NOTE: Base rents/prices in year 2014 dollars and exclude floor and view premiums,
options and upgrades.
SOURCE: Zimmerman/Volk Associates, Inc.
Table 9 Page 2 of 3
Optimum Market Position --1,850 New Market -Rate Dwelling Units
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Percent
Number
Annual
Unit Unit Base Unit Rent/Price Market
Housing Type Configuration Mix Rent/Price Size Per Sq. Ft. Capture
25.7% Multi -Family For -Sale 72 to 86 units
100 Hard Lofts Loft/1ba 30% $150,000 800 $188
Loft /1ba 30% $175,000 950 $184
Loft /1ba 20% $210,000 1,150 $183
Loft/1ba 20% $225,000 1,300 $173
Weighted averages: $184,500 1,015 $182
200 Soft Lofts 1br/ 1ba 25% $185,000 900 $206
Mr/Ma/den 30% $205,000 1,000 $205
2br/2ba 25% $245,000 1,200 $204
2br/2ba/den 20% $285,000 1,450 $197
Weighted averages: $226,000 1,115 $203
175 Upscale Condominiums 2br/2ba 35% $295,000 1,250 $236
2br/2.5ba 30% $350,000 1,500 $233
3br/2ba 20% $395,000 1,700 $232
3br/2.5ba 15% $425,000 1,850 $230
475 units
Weighted averages: $351,000 1,505 $233
Overall Weighted Averages: $263,316 1,238 $213
NOTE: Base rents/prices in year 2014 dollars and exclude floor and view premiums,
options and upgrades.
SOURCE: Zimmerman/Volk Associates, Inc.
Table 9 Page 3 of 3
Optimum Market Position --1,850 New Market -Rate Dwelling Units
Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Percent
Number
Annual
Unit Unit Base Unit Rent/Price Market
Housing Type Configuration Mix Rent/Price Size Per Sq. Ft. Capture
21.2% Single-FamilyAttached For -Sale 59 to 71 units
342 Townhouses / Rowhouses 2br / 1.5ba 20% $250,000 1,300 $192
2br/2.5ba 30% $290,000 1,550 $187
2br/2.5ba 25% $310,000 1,700 $182
3br/2.5ba 25% $335,000 1,850 $181
Weighted averages: $298,250 1,613 $185
50 Live -Work Units 1br/1.5.5ba 25% $315,000 1,350 $233
500 sf work space 1br/1.5.5ba 45% $345,000 1,500 $230
on ground floor 2br/1.5.5ba 30% $365,000 1,600 $228
392 units
1,850 Total Units
Weighted averages: $343,500 1,493 $230
Overall Weighted Averages: $304,022 1,597 $190
NOTE: Base rents/prices in year 2014 dollars and exclude floor and view premiums,
options and upgrades.
SOURCE: Zimmerman/Volk Associates, Inc.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 41
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
DOWNTOWN STUDY AREA ABSORPTION PROJECTIONS
After more than two decades' experience in scores of cities across the country, and in the context of
the target market methodology, Zimmerman/Volk Associates has determined that, over the near
term, those households that prefer new construction, rather than previously -occupied units,
currently represent between 15 and 18 percent of the potential Downtown Corpus Christi rental
market, and between 10 and 12 percent of the potential Downtown Corpus Christi for -sale market,
assuming the production of appropriately -positioned new housing. (Until the collapse of the
housing market in the fall of 2008, newly -constructed dwelling units comprised approximately 15
percent of all units sold in the nation; in 2011, that percentage had dropped to just 8.5 percent of all
units sold, but has now risen to over 9.5 percent of all units sold.)
Based on a 15 to 18 percent capture of the potential market for new rental housing, and a 10 to 12
percent capture of the potential market for new for -sale housing units, the Downtown Corpus
Christi Study Area should be able to absorb between 353 to 423 new market -rate housing units per
year over the next five years as follows:
Annual Capture of Market Potential
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
NUMBER OF CAPTURE NUMBER OF
HOUSING TYPE HOUSEHOLDS RATE NEW UNITS
Rental Multi -Family 1,480 15% to 18% 222 to 266
(lofts/apartments, leaseholder)
For -Sale Multi -Family 715 10% to 12% 72 to 86
(lofts/apartments, condo/co-op ownership)
For -Sale Single -Family Attached 590 10% to 12% 59 to 71
(townhouses/rowhouses, fee -simple ownership)
Total 2,785 353 to 423
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
These capture rates support the creation of between 1,765 and 2,115 new dwelling units within the
Downtown Corpus Christi Study Area over the next five to seven years. Over the longer term
(beyond five to seven years), these capture rates are likely to increase as the Downtown
neighborhood is established. Depending on whether there is a sufficient number of developable
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 42
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
sites, over 10 to 14 years, the market could likely support up to 5,000 new rental and for -sale
housing units in the Downtown Study Area.
Approximately 80 percent of the annual market capture of new units—or 178 to 213 new rental
units, 58 to 69 new condominiums, and 47 to 57 new townhouse/live-work units, a total of 283 to
339 new market -rate units per year over the next five years—would be located in the area
encompassed by zip code 78401; the remaining 20 percent of units—or 44 to 53 new rental units,
14 to 17 new condominiums, and 12 to 14 new townhouse/live-work units, a total of 70 to 84 new
market -rate units—would be located in North Beach, the residential area included in zip code
78402. The market is constrained in North Beach due to the additional cost of development
incurred by flooding issues.
The impact of the substantial number of new units in the Downtown Study Area will be significant,
by making the Study Area a much more desirable location for retailers and small businesses, by
increasing the number of young people living in Downtown, and by providing greater housing and
income diversity.
NOTE: Target market capture rates are a unique and highly -refined measure of feasibility.
Target market capture rates are not equivalent to—and should not be confused
with—penetration rates or traffic conversion rates.
The target market capture rate is derived by dividing the annual forecast
absorption—in aggregate and by housing type—by the number of households that
have the potential to purchase or rent new housing within a specified area in a given
year.
The penetration rate is derived by dividing the total number of dwelling units
planned for a property by the total number of draw area households, sometimes
qualified by income.
The traffic conversion rate is derived by dividing the total number of buyers or
renters by the total number of prospects that have visited a site.
Because the prospective market for a location is more precisely defined, target market
capture rates are higher than the more grossly -derived penetration rates. However,
the resulting higher capture rates are well within the range of prudent feasibility.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 43
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
STUDY AREA BUILDING AND UNIT TYPES
Building and unit types most appropriate for the Downtown Study Area include:
• Courtyard Apartment Building: In new construction, an urban, pedestrian -oriented
equivalent to conventional garden apartments. An urban courtyard building is three or more
stories, often combined with non-residential uses on the ground floor. The building should
be built to the sidewalk edge and, to provide privacy and a sense of security, the first floor
should be elevated significantly above the sidewalk.
Courtyard apartment building
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 44
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
• Loft Apartment Building: Either adaptive re -use of older warehouse or manufacturing
buildings or a new -construction building type inspired by those buildings. The new -
construction version usually has double -loaded corridors.
Microlofts: Several cities across the country are changing minimum unit size requirements
as part of a strategy to attract young knowledge workers. Millennial knowledge workers have
responded positively to efficiency units as small as 220 square feet, often leasing out new
micro loft projects within a matter of days.
The City of Boston reduced the city's 450 -square -foot unit minimum to 350 square feet in a
pilot program currently limited to the South Boston "Innovation District." As of February,
2014, 353 micro -units have been approved. The first property to market micro -units, the
38 -unit Factory 63, was completely leased within a week, reportedly all to renters who
worked within a 10 -block radius of the property. Initial rents were between $1,200 a month
for 337 square feet to $2,450 for 597 square feet; fully -leased. There is a waiting list for
vacancies in the property where rents now start at $1,699.
10 FEET
F9CJ.9RY 63
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INNOVATION LOFT A
617.426 7100
Factory 63.
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AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 45
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
San Francisco has reduced allowable minimum from 290 square feet to 220 square feet, but
limited the change to 375 units until market impact has been assessed by the City's planning
department; the concern is that the higher -profit micro units could reduce housing
opportunities for households with children. The first completed project, SoMa Studios with
23 295 -square -foot units, was bulk leased for five years to the California College of the Arts.
The same developer, Panoramic Interests, has a 160 -unit building planned with 220 -square -
foot units slated when announced in 2012 with monthly rents between $1,300 and $1,500
($5.90 to $6.80 per square foot); at the time the average San Francisco studio rent was
$2,075 for 493 square feet, or $4.21 per square foot. The building will include substantial
common space and parking for 240 bicycles but, other than a single car -share spot, no
automobile parking.
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ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 46
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
In New York City a pilot program accommodates units smaller than the current 400 -square -
foot minimum. The first project, the 55 -unit My Micro NY, won the City's "adapt NYC"
micro -unit competition. Units in the modular building range from 250 to 370 square feet;
40 percent will be affordable. Every floor will have a common area, and the building will
include an attic garden, a ground -floor porch, a lounge and a fitness deck.
APT. #3A - DAY
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wall, kitchen cqunterB.down and ready for sccftbe.
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APT. #34 - NIGHT
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folded up; coffee MIDIeanwhcclsrclacalcd tow.'' I
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ZIMMERMAN/VOLK ASSOCIATES, INC.
i
I
APT. #3A - DAY
9'111:1 tlIgiiHAW Surto I1Cnliid COUCHUSN! 2Sl1f!'-urp
wall, kitchen cqunterB.down and ready for sccftbe.
V
APT. #34 - NIGHT
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folded up; coffee MIDIeanwhcclsrclacalcd tow.'' I
My Micro NY.
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 47
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Because of their small size and intricate layouts, small units are challenging to develop within
existing buildings. A U.S. example of creating micro -units through the adaptive re -use of a
non-residential building is the redevelopment of the historic, 1828 Arcade building in
Providence, Rhode Island. The oldest surviving indoor mall in the nation, the Arcade closed
when its three-story interior retail format was no longer economically viable. It re -opened in
2014 with ground -level retail and its two upper levels converted into 48 dwellings, including
38 micro units ranging from 225 to 450 square feet furnished with built-in beds, storage,
banquette seating. In February, 2014, when half the units were completed and occupied,
there was a 2,000 -name waiting list for the remaining units. Units are now fully leased at
rents starting at $550 a month, $2.44 per square foot.
Arcade Building.
pr, --4•001"
71/$11,'
ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 48
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Hard Lofts: Unit interiors typically have high ceilings and commercial windows and are
minimally finished (with minimal room delineations such as columns and fin walls), or
unfinished (with no interior partitions except those for bathrooms).
Soft Lofts: Unit interiors typically have high ceilings, are fully finished and partitioned into
individual rooms. Units may also contain architectural elements reminiscent of "hard lofts,"
such as exposed ceiling beams and ductwork, concrete floors and industrial finishes,
particularly if the building is an adaptive re -use of an existing industrial structure.
Hard loft
Soft loft
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AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Page 49
Luxury Apartment: A more conventionally -finished apartment unit, typically with
completely -partitioned rooms.—trim, interior doors, kitchens and baths are fitted out with
higher -end finishes and fixtures.
Luxury apartment
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AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 50
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
• Mansion Apartment Building: A two- to three-story flexible -use structure with a street
facade resembling a large detached or attached house (hence, "mansion"). The attached
version of the mansion, typically built to a sidewalk on the front lot line, is most appropriate
for downtown locations. The building can accommodate a variety of uses—from rental or
for -sale apartments, professional offices, any of these uses over ground -floor retail, a bed and
breakfast inn, or a large single-family detached house—and its physical structure
complements other buildings within a neighborhood.
Parking behind the mansion buildings can be either alley -loaded, or front -loaded served by
shared drives
Mansion buildings should be strictly regulated in form, but flexible in use. However,
flexibility in use is somewhat constrained by the handicapped accessibility regulations in both
the Fair Housing Act and the Americans with Disabilities Act.
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ZIMMERMAN/VOLK ASSOCIATES, INC.
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Page 51
• Mixed -Use Building: A pedestrian -oriented building, either attached or free-standing, with
apartments and/or offices over flexible ground floor uses that can range from retail to office
to residential.
Mixed-use buildings
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AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 52
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
—SINGLE-FAMILY ATTACHED—
• Townhouse: Similar in form to a conventional suburban townhouse except that the
garage—either attached or detached—is located to the rear of the unit and accessed from an
alley or auto court. Unlike conventional townhouses, urban townhouses conform to the
pattern of streets, typically with shallow front -yard setbacks.
Townhouses
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AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 53
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
• Live -work is a unit or building type that accommodates non-residential uses in addition to,
or combined with living quarters. The typical live -work unit is a building, either attached or
detached, with a principal dwelling unit that includes space that can be used as office, retail,
or studio space, or as an accessory dwelling unit. Regardless of the form they take, live -work
units should be flexible in order to respond to economic, social and technological changes
over time and to accommodate as wide as possible a range of potential uses. The unit
configuration must also comply with the requirements of the Fair Housing Amendments Act
and the Americans with Disabilities Act.
Some of the most effective neighborhood revitalization efforts have incorporated live -work
housing for artists and artisans. Perhaps the best example of arts -led revitalization has taken
place on two nearly -adjacent blocks in downtown Providence, Rhode Island. In over decade
an artists' non-profit, AS220, has re -developed a series of buildings with a mix of uses
including eating and drinking establishments, retail uses, gallery and performance spaces,
shared technical equipment, and work and residential studios.
AS220
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October, 2014
The second redevelopment was the restoration of The Dreyfus, an historic hotel building
and former dormitory that now includes a bar and restaurant and 14 residential studios, 11
of which rent to income -qualified artists. The most recent redevelopment is called the
Mercantile Block, which includes ground floor market -rate retail, the group's shared print
shop, a floor of office space, and two floors with 22 apartments.
The Dreyfus
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October, 2014
METHODOLOGY
The technical analysis of market potential for Downtown Corpus Christi included determination of
the draw areas—based on the most recent migration data for Nueces County, and incorporating
additional data from the 2012 American Community Survey for Nueces County and the City of
Corpus Christi—as well as compilation of current residential rental and for -sale activity in the
Corpus Christi market area.
The evaluation of the city's market potential was derived from the target market analysis of
households in the draw areas, and yielded:
• The depth and breadth of the potential housing market by tenure (rental and
ownership) and by type (apartments, attached and detached houses); and
• The composition of the potential housing market (empty-nesters/retirees, traditional
and non-traditional families, younger singles/couples).
NOTE: The Appendix Tables referenced here are provided in a separate document.
DELINEATION OF THE DRAW AREAS (MIGRATIONANALYSIS)—
Taxpayer migration data provide the framework for the delineation of the draw areas—the principal
counties of origin for households that are likely to move to Nueces County and the City of Corpus
Christi. These data are maintained at the county and "county equivalent" level by the Internal
Revenue Service and provide a clear representation of mobility patterns. The migration data for the
county has been supplemented by mobility data from the 2012 American Community Survey for
the City of Corpus Christi.
Appendix One, Table 1.
Migration Trends
Analysis of the most recent Nueces County migration data available from the Internal Revenue
Service—from 2005 through 2009—shows that the county consistently lost households over the
study period. (See Appendix One, Table 1.)
Annual in -migration into the county rose from 7,015 households in 2006 (the lowest in -migrating
total over the five years) to 7,575 households in 2008 (the highest in -migrating total), but falling
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October, 2014
again to 7,155 households in 2009. Nearly 30 percent of the county's in -migration is from just five
counties: the adjacent counties of San Patricio, Kleberg, and Jim Wells, as well as Bexar County
(City of San Antonio) and Harris County (City of Houston).
It is likely that migration data from 2010 and ensuing years will show increasing in -migration due
both to the lessening of the impact of the Great Recession (household mobility typically drops
during recessions) and the recent oil boom resulting from the development of the Eagle Ford Shale
formation. Historically, although the numbers of households that move are likely to vary from year
to year, migration patterns (the counties from which households are moving) typically remain
consistent.
Between 2005 and 2009, the number of households moving out of the county each year generally
ranged between 7,685 out -migrating households in 2005 to 7,545 out -migrating households in
2009, with a study period peak of 7,730 out -migrating households in 2006.
Net migration—the difference between the number of households that move into a given area and
the number that move out—in the county ranged from a peak net loss of 715 households in 2006,
to a net loss of only 60 households in 2008. In 2009, the net loss rose again to 390 households.
Each year, the county loses households to Bexar and Harris Counties, but gains a small number of
households adjacent San Patricio, Kleberg, and Jim Wells Counties.
NOTE: Even though net migration provides insights into a county's historical ability to
attract or retain households compared to other locations, it is those households likely
to move into an area (gross in -migration) that represent that area's external market
potential.
Based on the migration data, then, the draw areas for Nueces County and the City of Corpus Christi
have been delineated as follows:
• The local (internal) draw area, covering households currently living within the
Corpus Christi city limits;
• The county (external) draw area, covering households currently living in the balance
of Nueces County;
• The regional (external) draw area, covering households with the potential to move to
the City of Corpus Christi from the adjacent San Patricio, Kleberg, and Jim Wells
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October, 2014
Counties as well as Bexar County (City of San Antonio) and Harris County (City of
Houston); and
• The national (external) draw area, covering households with the potential to move to
the City of Corpus Christi from all other U.S. counties.
Migration Methodology:
County -to -county migration is based on the year-to-year changes in the addresses shown on the
population of returns from the Internal Revenue Service Individual Master File system. Data on
migration patterns by county, or county equivalent, for the entire United States, include inflows and
outflows. The data include the number of returns (which can be used to approximate the number of
households), and the median and average incomes reported on the returns.
2014 TARGET MARKET CLASSIFICATION OF CITY AND COUNTY HOUSEHOLDS—
Geo-demographic data obtained from The Nielsen Company provide the framework for the
categorization of households, not only by demographic characteristics, but also by lifestyle
preferences and socio-economic factors. An appendix containing detailed descriptions of each of
these target market groups is provided along with the study.
The three main lifestages are:
• Younger singles and couples, largely one- and two -person households with the head of
household typically aged between 20 and 40, encompassing the leading edge of the
Millennial generation, who were born between 1977 and 1996;
• Families, comprising both "traditional" families (married couples with one or more children)
and "non-traditional" families (a wide range of family households, from a single parent with
one or more children, an adult caring for younger siblings, a grandparent with custody of
grandchildren, to an unrelated, same-sex couple with children), primarily Generation X,
born between 1965 and 1976; and
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October, 2014
• Empty nesters and retirees, largely one- and two -person households with the head of
household typically aged over 50, primarily encompassing the Baby Boom generation, born
between 1946 and 1964, as well as earlier generations.
Appendix One, Tables 2 and 3.
Target Market Classifications
An estimated 118,660 households live in the City of Corpus Christi in 2014. (Reference Appendix
One, Table 2.) Over 46 percent of the city's households can be characterized as empty nesters and
retirees, 35.1 percent can be characterized as traditional and non-traditional families, and the
remaining 18.5 percent can be characterized as younger singles and couples.
Median income within the city is estimated at $45,400, 12 percent lower than the national median
of $51,600. Median value of owner -occupied dwellings within the city is estimated at $119,700,
over 34 percent less than the national median of $182,100.
Nueces County is estimated to comprise 130,735 households in 2014. (See Appendix One, Table
3.) Approximately 47.6 percent of county households can be characterized as empty nesters and
retirees, 35.4 percent can be characterized as traditional and non-traditional families, and the
remaining 17.1 percent can be characterized as younger singles and couples.
County median income is estimated at $45,000, $400 less than the city median. Median value of
owner -occupied dwellings within the county is estimated at $116,300, $3,400 below the city
median.
Target Market Methodology:
The proprietary target market methodology developed by Zimmerman/Volk Associates is an
analytical technique, using the PRIZM NE household clustering system, that establishes the optimum
market position for residential development of any property—from a specific site to an entire
political jurisdiction—through cluster analysis of households living within designated draw areas. In
contrast to conventional supply/demand analysis—which is based on supply-side dynamics and
baseline demographic projections—target market analysis establishes the optimum market position
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October, 2014
derived from the housing and lifestyle preferences of households in the draw area and within the
framework of the local housing market context, even in locations where no close comparables exist.
Clusters of households (usually between 10 and 15) are grouped according to a variety of significant
"predictable variables," ranging from basic demographic characteristics, such as income qualification
and age, to less -frequently considered attributes known as "behaviors," such as mobility rates,
lifestage, and lifestyle patterns.
Mobility rates detail how frequently a household moves from one dwelling unit to another.
Lifestage denotes what stage of life the household is in, from initial household formation (typically
when a young person moves out of his or her parents' household into his or her own dwelling unit),
through family formation (typically, marriage and children) to retirement (typically, no longer
employed).
Lifestyle patterns reflect the ways households choose to live, e.g., an urban lifestyle includes residing
in a dwelling unit in a city, most likely high-density, and implies the ability to walk to more
locations than a suburban lifestyle, which is most likely lower -density and typically requires
automobile ownership to get to non-residential locations.
Zimmerman/Volk Associates has refined the analysis of these household clusters through the
correlation of more than 500 data points related to housing preferences and consumer and lifestyle
characteristics.
As a result of this process, Zimmerman/Volk Associates has identified 41 target market groups with
median incomes that enable most of the households within each group to qualify for market -rate
housing. The most affluent of the 41 groups can afford the most expensive new ownership units;
the least prosperous are candidates for the least expensive existing rental apartments. Another 25
groups have median incomes such that most of the households require housing finance assistance.
Once the draw areas for a property have been defined, then—through field investigation, analysis of
historic migration and development trends, and employment and commutation patterns—the
households within those areas are quantified using the target market methodology. The potential
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October, 2014
market for new dwelling units is then determined by the correlation of a number of factors—
including, but not limited to: household mobility rates; median incomes; lifestyle characteristics and
housing preferences; the location of the study area; and the current supply-side context.
DETERMINATION OF MARKET POTENTIAL FOR THE CITY OF CORPUS CHRISTI
(MOBILITY ANALYSIS)—
The mobility tables, individually and in summaries, indicate the number and type of households that
have the potential to move within or to the City of Corpus Christi over the next five years. The total
number from each county is derived from historic migration trends; the number of households from
each group is based on each group's mobility rate.
Appendix One, Table 4.
Internal Mobility (Households Moving Within the City of Corpus Christi)—
Zimmerman/Volk Associates uses U.S. Bureau of the Census data from the American Community
Survey, combined with data from the Nielsen Company, to determine the number of households in
each target market group that will move from one residence to another within a specific jurisdiction
in a given year (internal mobility).
Using these data, Zimmerman/Volk Associates has determined that an average of 14,475 households
currently living in the City of Corpus Christi have the potential to move from one residence to
another—rental or ownership, new or resale—within the city each year over the next five years.
Approximately 47.7 percent of these households are likely to be traditional and non-traditional
families (in all market groups); 38.9 percent are younger singles and couples (in all but one group);
and the remaining 13.4 percent are empty nesters and retirees (in all groups).
Appendix One, Table 5.
External Mobility (Households Moving to the City of Corpus Christi from the Balance of
Nueces County)—
The same sources of data are used to determine the number of households in each target market
group that will move from one area to another within the same county.
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October, 2014
The data shows that an average of 1,315 households, currently living in the balance of Nueces
County, have the potential to move from a residence in the county to a residence in the City of
Corpus Christi each year over the next five years.
More than 58 percent of these households are likely to be traditional and non-traditional families (in
six market groups); 33.5 percent are empty nesters and retirees (in 12 groups); and the remaining 8.4
percent are younger singles and couples (in one group).
Appendix One, Tables 6 and 7; Appendix Two, Tables 1 through 5.
External Mobility (Households Moving to the City of Corpus Christi from Outside Nueces
County)—
These tables determine the number of households in each target market group living in each draw
area county and the balance of the United States that are likely to move to the City of Corpus
Christi each year over the next five years (through a correlation of Nielsen data, U.S. Bureau of the
Census data, and the Internal Revenue Service migration data).
Appendix One, Table 8.
Annual Market Potential for the City of Corpus Christi—
This table summarizes Appendix One, Tables 4 through 7. The numbers in the Total column on
page one indicate the depth and breadth of the potential market for new and existing dwelling units
in the City of Corpus Christi annually over the next five years originating from households currently
living in the draw areas. An average of 23,645 households have the potential to move within or to
the City of Corpus Christi each year over the next five years.
Traditional and non-traditional families are likely to account for 45.4 percent of these households
(in all of Zimmerman/Volk Associates' target market family groups); 38.5 percent are likely to be
younger singles and couples (in all of the younger target market groups); and the remaining 16.1
percent are likely to be empty nesters and retirees (in all of the empty nest/retiree groups).
As derived from the migration and mobility analyses, then, the distribution of the draw areas as a
percentage of the potential market for new or existing dwelling units in the City of Corpus Christi is
outlined on the following page (see again Appendix One, Table 8):
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City of Corpus Christi, Nueces County, Texas
October, 2014
Potential Housing Market by Draw Area
City of Corpus Christi, Nueces County, Texas
City of Corpus Christi: 61.2%
Balance of Nueces County: 5.6%
San Patricio, Bexar, Harris, Kleberg,
and Jim Wells Counties: 8.3%
Balance of US: 24.9%
Total: 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
DETERMINATION OF THE POTENTIAL MARKET FOR THE DOWNTOWN CORPUS CHRISTI STUDY
AREA—
The total potential market for new market -rate housing units within the Downtown Corpus Christi
Study Area includes the same draw areas. Zimmerman/Volk Associates uses U.S. Bureau of the
Census data, combined with Nielsen data, to determine which target market groups, as well as how
many households within each group, are likely to move to the Downtown over a five-year period.
Appendix One, Tables 9 through 11.
Market Potential for the Downtown Corpus Christi Study Area—
As derived by the target market methodology, an average of 3,405 households have the potential to
rent or purchase new market -rate housing units in the Downtown Corpus Christi Study Area each
year over the next five years. (Reference Appendix One, Table 09.) Over 60 percent of these
households are likely to be younger singles and couples (in seven market groups); another 23.3
percent are likely to be empty nesters and retirees (in 11 groups); and 16.4 percent are likely to be
traditional and non-traditional families (in four groups).
The distribution of the draw areas as a percentage of the market for the Downtown Study Area is
shown on the following page:
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October, 2014
Market Potential by Draw Area
DOWNTOWN CORPUS CHRISTI STUDY AREA
City of Corpus Christi, Nueces County, Texas
City of Corpus Christi: 60.8%
Balance of Nueces County: 1.0%
San Patricio, Bexar, Harris, Kleberg,
and Jim Wells Counties: 6.6%
Balance of US: 31.6%
Total: 100.0%
SOURCE: Zimmerman/Volk Associates, Inc., 2014.
The 3,405 draw area households that have the potential to move to the Downtown Study Area each
year over the next five years have been categorized by tenure propensities to determine renter/owner
ratios. Approximately 43.5 percent of these households (1,480 households) comprise the potential
market for new market -rate rentals. The remaining 56.5 percent (or 1,925 households) comprise the
market for new market -rate for -sale (ownership) housing units. (Reference Appendix One, Table
10.)
Of these 1,925 households, 37.2 percent (or 715 households) comprise the market for new multi-
family for -sale units (condominium apartments and lofts). Another 30.6 percent (620 households)
comprise the market for new attached single-family (townhouse/rowhouse/live-work) for -sale units.
The remaining 32.2 percent (or 620 households) comprise the market for all ranges and densities of
new single-family detached houses. (Reference Appendix One, Table 11.)
—Target Market Data—
Target market data are based on the Nielsen (formerly Claritas) PRIZM geo-demographic system,
modified and augmented by Zimmerman/Volk Associates as the basis for its proprietary target
market methodology. Target market data provides number of households by cluster aggregated into
the three main demographic categories—empty nesters and retirees; traditional and non-traditional
families; and younger singles and couples.
Zimmerman/Volk Associates' target market classifications are updated periodically to reflect the
slow, but relentless change in the composition of American households. Because of the nature of
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October, 2014
geo-demographic segmentation, a change in household classification is directly correlated with a
change in geography, i.e.—a move from one neighborhood condition to another.
However, these changes of classification can also reflect an alteration in one of three additional basic
characteristics:
• Age;
• Household composition; or
• Economic status.
Age, of course, is the most predictable, and easily -defined of these changes. Household composition
has also been relatively easy to define; recently, with the growth of non-traditional households,
however, definitions of a family have had to be expanded and parsed into more highly -refined
segments. Economic status remains clearly defined through measures of annual income and
household wealth.
A change in classification is rarely induced by a change in just one of the four basic characteristics.
This is one reason that the target household categories are so highly refined: they take in multiple
characteristics. Even so, there are some rough equivalents in household types as they move from one
neighborhood condition to another. There is, for example, a strong correlation between the
Suburban Achievers and the Urban Achievers; a move by the Suburban Achievers to the urban core can
make them Urban Achievers, if the move is accompanied by an upward move in socio-economic
status. In contrast, Suburban Achievers who move up socio -economically, but remain within the
metropolitan suburbs may become Fast -Track Professionals or The VIPs.
Household Classification Methodology:
Household classifications were originally based on the Claritas PRIZM geo-demographic segmentation
system that was established in 1974 and then replaced by PRIZM NE in 2005. The revised household
classifications are based on PRIZM NE which was developed through unique classification and
regression trees delineating 66 specific clusters of American households. The system is now accurate
to the individual household level, adding self-reported and list -based household data to geo-
demographic information. The process applies hundreds of demographic variables to nearly 10,000
"behaviors."
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October, 2014
Over the past 26 years, Zimmerman/Volk Associates has augmented the PRIZM cluster systems for
use within the company's proprietary target market methodology specific to housing and
neighborhood preferences, with additional algorithms, correlation with geo-coded consumer data,
aggregation of clusters by broad household definition, and unique cluster names. For purposes of
this study, only those households in groups with median incomes of $50,000 or more are included
in the tables.
ZIMMERMAN/VOLK ASSOCIATES, INC.
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
908-735-6336
info@ZVA.cc • www.ZVA.cc
Research & Strategic Analysis
ASSUMPTIONS AND LIMITATIONS—
Every effort has been made to insure the accuracy of the data contained within this analysis.
Demographic and economic estimates and projections have been obtained from government
agencies at the national, state, and county levels. Market information has been obtained from
sources presumed to be reliable, including developers, owners, and/or sales agents. However,
this information cannot be warranted by Zimmerman/Volk Associates, Inc. While the
methodology employed in this analysis allows for a margin of error in base data, it is assumed
that the market data and government estimates and projections are substantially accurate.
Absorption scenarios are based upon the assumption that a normal economic environment will
prevail in a relatively steady state during development of the subject property. Absorption
paces are likely to be slower during recessionary periods and faster during periods of recovery
and high growth. Absorption scenarios are also predicated on the assumption that the product
recommendations will be implemented generally as outlined in this report and that the
developer will apply high-caliber design, construction, marketing, and management techniques
to the development of the property.
Recommendations are subject to compliance with all applicable regulations. Relevant
accounting, tax, and legal matters should be substantiated by appropriate counsel.
v
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
908 735-6336
www.ZVA.cc • info@ZVA.cc
Research & Strategic Analysis
RIGHTS AND STUDY OWNERSHIP—
Zimmerman/Volk Associates, Inc. retains all rights, title and interest in the methodology and
target market descriptions contained within this study. The specific findings of the analysis are
the property of the client and can be distributed at the client's discretion.
f
ZIMMERMAN/VOLK ASSOCIATES, INC., 2014
W-ZHA.
LLC
OFFICE, RETAIL, AND HOTEL MARKET ASSESSMENT
CORPUS CHRISTI, TEXAS
Submitted By:
W-ZHA, LLC
September, 2014
VV-ZHA, LLC
INTRODUCTION
This report provides a baseline analysis of current conditions and recent trends in the Corpus Christi
marketplace. Key market indicators and trends are presented for the office, retail and hotel markets.
Market opportunities are identified, on a preliminary basis, given 10 -year population and employment
projections.
EXECUTIVE SUMMARY
• The City of Corpus Christi's population has grown rapidly recently with over 40,000 more
residents and approximately 20,000 more households today than there were in 2010.
• With 80 percent of the region's job, City of Corpus Christi is the employment hub of the Coastal
Bend region.
• Like the population, employment has grown in Corpus Christi and the City continues to enjoy an
unemployment rate below the state and national average.
• Corpus Christi's office market is quite weak with relatively high vacancy and low rents. Growth
in the regional economy has had relatively little impact on the office market. Future
employment growth among industries that typically occupy office space will likely reduce
vacancy over the next decade. The prospects for new general office construction are
constrained average rents that are not sufficient to cover construction costs.
• Corpus Christi is a shopping destination for the region. It does not appear, however, that
tourists are contributing signficantly to retail sales. The data do indicate that the tourisst market
greatly contributes to eating and drinking sales in the City. Population growth over the next
decade will result in demand for approximately one million square feet of new retail and eating
and drinking development in the City.
• With an overall occupancy rate of 65 percent and average revenue per available room over
$70.00, the midscale and upscale hotel market is healthy. The hotel market benefits from a
robust business and tourist market. Employment growth alone over the next decade will
generate demand for an additional 300 to 500 rooms in Corpus Christi.
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ECONOMIC FRAMEWORK
Demographics
The Corpus Christi Metropolitan Area consists of Nueces, Aransas and San Patricio counties.
Most Populous Metropolitan Areas
State of Texas
2010
Metro Area
Dallas -Fort Worth - Arlington
Houston - Sugar Land - Baytown
San Antonio - New Braunfels
Austin -Round Rock- San Marcos
El Paso - Las Cruces
McAllen - Edinburg - Mission
Corpus Christi
Brownsville - Harlingen
Killeen - Temple - Fort Hood
Beaumont - Port Arthur
TX Rank
1
2
3
4
5
6
7
8
9
10
US Rank
Source: US Census; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]Sheet4
4
5
25
35
58
68
114
126
127
132
2010
Population
6,526,548
6,086,538
2,142,508
1,716,289
1,045,180
774,769
428,185
406,220
405,300
388,745
The Corpus Christi Metro Area is the 7th most populous Metro Area in Texas. In terms of total
population the Metro Area ranked 114th in the Country.
Population and Households
Select Areas
2014
Coastal Bend
Corpus Christi Metro
Nueces County
Corpus Christi City
Population
City
Share
590,567
444,428
353,424
318,033
54%
72%
90%
100%
Source: Claritas, Inc.; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]exist
Households
City Share
214,141
164,746
130,736
118,651
55%
72%
91%
100%
The Coastal Bend region consists of Aransas, Bee, Brooks, Duval, Jim Wells, Kenedy, Kieberg, Live Oak,
McMullen, Nueces, Refugio, and San Patricio counties. The Coastal Bend region contains approximately
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444,000 people. Nueces County is the largest county in the region - it accounts for 60 percent of
Coastal Bend's population.
Most Populous Cities
State of Texas
2013
City
Houston
San Antonio - New Braunfels
Dallas
Austin
Fort Worth
El Paso
Arlington
Corpus Christi
Plano
Laredo
TX Rank
1
2
3
4
5
6
7
8
9
10
Source: US Census; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]city r
2013 Est.
Population
2,195,914
1,409,019
1,257,676
885,400
792,727
674,433
379,577
316,381
274,409
248,142
Corpus Christi is the 8th largest city in Texas. The U.S. Census estimated the City's population to be
approximately 316,400 in 2013. Claritas, Inc. estimates that the City's current population is
approximately 318,000.
Population and Household Trends
Texas, Coastal Bend, Corpus Christi Metro, Nueces County, Corpus Christi City
2000, 2010, 2014
I
Population
Change
2000-2010
2010-2014
2000-2014
2000
2010
2014
# I Avg Ann
# I Avg Ann
# I Avg Ann
Texas
1.9%
1.5%
1.8%
Coastal Bend
549,082
571,987
590,567
22,905 0.4%
18,580 0.8%
41,485 0.5%
Corpus Christi Metro
403,279
428,185
444,428
24,906 0.6%
16,243 0.9%
41,149 0.7%
Nueces County
313,641
340,223
353,424
26,582 0.8%
13,201 1.0%
39,783 0.9%
Corpus Christi City
277,552
305,215
318,033
27,663 1.0%
12,818 1.0%
40,481 1.0%
Households
Texas
Coastal Bend
Corpus Christi Metro
Nueces County
Corpus Christi City
2000
189,303
141,591
110,364
98,922
2010
205,406
157,019
124,587
112,843
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]pop trend
2014
214,141
164,746
130,736
118,651
Change
2000-2010
2010-2014
2000-2014
# I Avg Ann
1 Avg Ann
# 1 Avg Ann
16,103
15,428
14,223
13,921
1.9%
0.8%
1.0%
1.2%
1.3%
8,735
7,727
6,149
5,808
1.5%
1.0%
1.2%
1.2%
1.3%
24,838
23,155
20,372
19,729
1.8%
0.9%
1.1%
1.2%
1.3%
-4-
ZHA#, LLC
The City of Corpus Christi has grown faster than its region over the last fourteen years. The City's
households grew at an average rate of 1.3 percent per year between 2000 and 2014.
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
Households by Lifestage
Corpus Christi Metropolitan Area and Corpus Christi City
2014
Younger Years
Family Life Mature Years
■ Metro Area City
Source: Claritas; W-ZHA
As compared to the Metro Area, the City of Corpus Christi contains a higher share of households that are
young and childless. Like the Metro Area, almost half of the City's households are in their "mature
years" (older households without children at home).
One- and Two -Person Households
Coastal Bend, CC MSA, Nueces County, CC City
2014
Coastal Bend
Corpus Christi Metro
Nueces County
Corpus Christi City
Total
121,181
93,698
73,841
67,666
Share
57%
57%
56%
57%
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]proj by hshld type
Over half of the City's households are one- and two -person households. This is the case throughout the
Coastal Bend region.
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ZHA#, LLC
Population Projections
Texas, Coastal Bend, Nueces County, Corpus Christi City
2014, 2020, 2024, 2030
Texas
Coastal Bend
Nueces County
Corpus Christi City
2014
26,668,922
590,567
353,424
318,033
Population
2020
29,510,184
614,790
374,157
335,657
Source: Texas Water Development Board; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]pop proj
Extrapolated
2024
29,510,184
633,185
387,167
347,328
2030
33,628,653
661,815
407,534
365,599
2014-2024 Change
2,841,262
42,618
33,743
29,295
0.7%
0.5%
0.7%
0.6%
According to projections from the Texas Water Development Board, the population growth rate will be
slower in the next decade than it was from 2000 to 2014. The State's population is projected to grow
0.7 percent per year over the next ten years. The City's growth rate is projected to be 0.6 percent per
year over this same time period.
Median Income
Select Areas
2014
Texas
Coastal Bend
Corpus Christi Metro
Nueces County
Corpus Christi City
2014
$50,464
$44,285
$45,749
$44,979
$45,408
Source: Claritas, Inc.; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[household
trend.xlsx]median income
The region's median household income is below the Texas average. The median income among City
households is $45,400.
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WZHA, LLC
Median Household Income by Census Tract
Corpus Christi City
2014
—Z�yCOlPUS Christi
LEGENb
Lr-nsus Tract
[Median Income]
is00 m 35399
35.00 u, 39>99
3980) W 43999
{� ,Mtm to 99999
▪ 50000 m 56999
▪ 57000 b 63999
ea99n aw coca
Omer
Maim
3 9.5
Source: Claritas, Inc.; W-ZHA
The map illustrates median household income by census tract. Incomes are high on Padre Island and in
the South Side neighborhood.
-7-
ZHA#, LLC
Employment
As of 2013, there were 187,770 jobs in the Corpus Christi Metropolitan Area.
City Share of Metropolitan Area Employment
Corpus Christi Metropolitan Area and Corpus Christi City
2011
Metropolitan
Area, 21%
Source: US Census; W-ZHA
Corpus Christi
City, 79%
Almost 80 percent of these jobs are located in the City of Corpus Christi.
Top Ten Employers
Corpus Christi Metro Area
2012
Business
Corpus Christi Army Depot
Corpus Christi ISD
CHRISTUS Spohn Health System
H.E.B
City of Corpus Christi
Naval Air Station - Corpus Christi
Kiewit Offshore Services
Bay, LTD
Driscoll Children's Hospital
Del Mar College
Type of Product - Service
Helicopter Repair
School District
Hospital
Grocery
City Government
Flight Training
Offshore Rig Manufacturer
Industrial Construction
Hospital
Junior College
Source: Corpus Christi Regional Economic Development Corporation; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[economy emp.xls]employers
Civilian
Employment
6,500
5,178
5,144
5,000
3,171
2,822
2,200
2,100
1,800
1,542
-8-
ZHA, LLC
There are large public sector and private sector employers in the Corpus Christi Metro Area. Health,
energy and the military play a major role in the Corpus Christi economy.
Share of Total Jobs
Employment by Industry
Texas and the Corpus Christi Metropolitan Area
2013
20.0%
18.0%
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
oo
a , s a• a �� a a a
Jto `c1 dao a\e �a\ °4, <, ,Q
Qy °� a� o5Q he e��
e`'° �o ao- o\e, QS' a�y� \c'� • 'Zi Reye gab 6 Bret �0
c
4a:� Cam•
�z
Texas Metro Area
Source: Texas Workforce Commission; W-ZHA
Compared to Texas, the Corpus Christi Metropolitan Area has a higher share of its employment in the
mining, construction, health, and tourism industries. According to the Convention and Visitors Bureau,
Corpus Christi is the 5th most popular tourist destination in Texas. An estimated 7.1 million visitors spent
over 18 million days in the Corpus Christi area in 2011. Approximately 43 percent of Corpus Christi's
tourism is nature tourism.
-9-
ZHA, LLC
130
125
120
x
-aa 115
c
110
105
100
Relative Employment Performance (1995 = 100)
United States and Corpus Christi Metropolitan Area
1995 — 2013
L./) LC) N. 00 at O N CO Ct Ln lD r\ CO al 0 N M
Cr) Ol CTI CT) CT) 0 0 0 0 0 0 0 0 0 0
CA Ol al al CT) 0 0 0 0 0 0 0 0 0 0 0 0 0 0
-1 -1 ri ri ri N N N N N N N N N N N N N N
US Corpus Christi
Source: Moody's Analytics; W-ZHA
The Corpus Christi Metroplitan economy is expanding at a rapid pace and employment is at an all time
high. Growth is being driven by drilling in the Eagle Ford Shale and rising exports from the Port of
Corpus Christi.
Unemployment Rate
US, Texas, Corpus Christi Metro, Corpus Christi City
April, 2014
United States
Texas
Corpus Christi Metro
Corpus Christi City
Unemployment
Rate
5.9%
4.7%
4.6%
4.2%
Source: Texas Workforce Commission; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[economy emp.xls]current
unemployment
The City's unemployment rate is well below the State and National average. Corpus Christi has
maintained a low unemployment rate, while it's labor force has been expanding rapidly.
-10-
ZHA#, LLC
Unemployment Rate
Texas, Corpus Christi Metropolitan Area and Corpus Christi City
2000-2013
9.0%
8.0%
O 4.0%
a
0.0%
0 r -I N rfl • L.n LD N 00 61 0 N m
o o 0 0 0 0 0 0 0 0 r -I rl r I rl
o o 0 0 0 0 0 0 0 0 0 0 0 0
N N N N N N N N N N N N N N
Texas
Corpus Christi Metro Corpus Christi City
Source: Texas Workforce Commission; W-ZHA
As illustrated in the graph above, the City's unemployment rate has been consistently below the
Metropolitan Area's and Texas' unemployment rate.
Employment Trends by Major Industry
Corpus Christi Metropolitan Area
2003, 2008, 2013
Industry
Natural Resources and Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation, Warehousing, and Utilities
Information
Financial Activities
Professional and Business Services
Education
2003
2.85
14.35
11.87
5.03
19.01
5.34
2.73
7.77
16.02
0.60
Jobs (000's)
2008
4.88
17.69
11.08
5.90
21.13
5.55
2.47
8.18
16.61
0.74
000's
Chng 2003-08
2013 #
7.48
16.40
9.77
5.90
20.77
7.01
2.08
7.77
15.69
0.86
2.0
3.3
(0.8)
0.9
2.1
0.2
(0.3)
0.4
0.6
0.1
21.3%
2.7%
-3.8%
3.2%
1.8%
5.6%
-5.4%
0.0%
-0.4%
7.3%
Chng 2008-13 Chng 2003-13
2.6
(1.3)
(1.3)
0.0
(0.4)
1.5
(0.4)
(0.4)
(0.9)
0.1
8.9%
-1.5%
0.0%
4.8%
-3.4%
-1.0%
-1.1%
3.1%
4.6
2.0
(2.1)
0.9
1.8
1.7
(0.7)
0.0
(0.3)
0.3
Avg Ann
10.1%
1.3%
-1.9%
1.6%
0.9%
2.8%
-2.7%
0.0%
-0.2%
3.6%
Health
23.86
Leisure and Hospitality 18.61
26.83 28.95
20.78 24.14
3.0 3.9%
2.2 5.3%
2.1 1.5%
3.4 3.0%
5.1 2.0%
5.5 2.6%
Other Services
Total Government
Total Non -Agricultural Employment
6.70 7.15 7.73 0.5 2.9% 0.6 1.6% 1.0 1.4%
31.90 33.54 33.24 1.6 0.8% (0.3) -0.2% 1.3 0.4%
166.65 182.52 187.77 15.9 2.4% 5.3 0.6% 21.1 1.2%
Source: Moody's Analytics; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[economy emp.xls]Sheetl
The greatest job gains since 2003 have occurred in the leisure and hospitality, health and mining
industries. Employment the natural resources and mining industry grew by an average of 10 percent per
year from 2003 to 2013. This was growth was driven by Eagle Ford Shale.
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ZHA, LLC
Between 2003 and 2013 jobs were lost in industries that typically occupy office space (information,
financial activities, and professional and business service industries). Approximately, 1,000 jobs were
lost in these industries during this timeframe.
Relative Employment Performance Projection (1995 = 100)
United States and Corpus Christi Metropolitan Area
1995 — 2023
v
c
150
145
140
135
130
125
120
115
110
105
100
oil °�A 0) 0,' O'3 Oh 01 0O yti 3 tih tiA yoi
y� ti� ,LO ,yO ,LO ,yO ,LO ,LO ,LO ,LO ,LO ,LO ,LO ,LO
US CorpusChristi
Source: Moody's Analytics; W-ZHA
According to projections from Moody's Analytics, a national economics firm, the Corpus Christi
Metropolitan Area will continue to outperform the United States in employment growth. Moody's
outlook for Corpis Christi is optimistic as a result of output growth from Eagle Ford Shale and port
infrastrucure expansion. These drivers are also expected to spur jobs gains in construction and
professional services. Associated income growth is also expected to drive other industries such as retail
and leisure and hospitality.
-12-
ZHA#, LLC
Employment Trends by Major Industry
Corpus Christi Metropolitan Area
2013, 2018, 2023
Industry
Natural Resources and Mining
Construction
Manufacturing
Wholesale Trade
Retail Trade
Transportation, Warehousing, and Utilities
Information
Financial Activities
Professional and Business Services
Education
Health
Leisure and Hospitality
Other Services
Total Government
Total Non -Ag Employment
Office -Inclined Employment
000's
Source: Moody's Analytics; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[economy emp.xls]proj
Ann
7.48 9.66 10.50 2.2 7.0% 0.8 1.7% 3.0 3.4%
16.40 20.17 19.35 3.8 3.4% (0.8) -0.8% 2.9 1.7%
9.77 9.81 9.48 0.0 -0.6% (0.3) -0.7% (0.3) -0.3%
5.90 6.27 6.18 0.4 0.9% (0.1) -0.3% 0.3 0.5%
20.77 21.63 22.24 0.9 1.4% 0.6 0.6% 1.5 0.7%
7.01 7.76 7.68 0.7 1.8% (0.1) -0.2% 0.7 0.9%
2.08 2.12 2.12 0.0 0.5% 0.0 0.1% 0.0 0.2%
7.77 8.55 8.77 0.8 2.5% 0.2 0.5% 1.0 1.2%
15.69 16.89 17.93 1.2 2.7% 1.0 1.2% 2.2 1.3%
0.86 0.98 1.07 0.1 4.5% 0.1 1.6% 0.2 2.2%
28.95 34.03 38.41 5.1 5.8% 4.4 2.4% 9.5 2.9%
24.14 29.38 32.56 5.2 6.2% 3.2 2.1% 8.4 3.0%
7.73 8.74 9.26 1.0 3.7% 0.5 1.2% 1.5 1.8%
33.24 35.37 36.67 2.1 2.0% 1.3 0.7% 3.4 1.0%
187.77 211.37 222.21 23.6 3.4% 10.8 1.0% 34.4 1.7%
27.31 29.54 30.91 2.2 2.5% 1.4 0.9% 3.6 1.2%
The industries forecasted to experience the greatest job gains are the health industry and leisure and
hospitality.
OFFICE MARKET
Existing Conditions and Trends
Office Market Supply
Corpus Christi Office Market
4th Quarter 2013
Building Class
Class A
Class B
Class C
Total
Sq. Ft.
938,000
6,579,000
2,210,000
9,727,000
Source: CoStar Group and Burbach
Associates; Texas Real Estate Center at
Texas A & M University, "2013 Texas
Metro Market Overview data"; W-ZHA
According to data provided by the CoStar Group and Burbach & Associates, there are currently 9.7
million square feet of office space in the Corpus Christie market.
-13-
ZHA, LLC
Class C, 23%
Office Supply
Corpus Christi Market
4th Quarter 2013
Class A, 10%
111111111
Class B, 68%
Only 10 percent of the office supply is classified as Class A office space. Almost 70 percent of the office
supply is classified as Class B office space.
Office Sub -Market Statistics
Corpus Christi Office Market
4th Quarter 2013
Sub -Market
Central Business District
South Side
Mid -City
West Side
Other*
Total
Sq. Ft.
4,497,000 46%
2,213,000 23%
1,486,000 15%
658,000 7%
873,000 9%
9,727,000 100%
* The data from the "2013 Texas Metro Market
Overview" is not consistent. The "Other" category
was created to compensate for total supply
discrepancies.
Source: CoStar Group and Burbach Associates; Texas Real Estate
Center at Texas A & M University, "2013 Texas Metro Market
Overview Data"; W-ZHA
-14-
ZHA, LLC
The Central Business District (CBD) is the largest sub -market containing slightly less than half of all of the
office space in the Corpus Christi market. The South Side is the second largest sub -market with 2.2
million square feet.
The largest office buildings are located in the Uptown and Central Business District. Many of these
buildings are struggling — they have a lot of available space. The three Class A buildings listing space for -
lease on Loopnet, a commercial property listing service, have a combined vacancy rate of 24 percent —
over 230,000 square feet of Class A space is available for -lease.
Office Space For -Lease
Corpus Christi Downtown and Uptown Market
Fall, 2014
Building Name
One Shoreline Plaza
Frost Bank Plaza
Tower II
Address
800 N Shoreline Blvd
802 N Carancahua St
555 N Carancahua St
Class
Size (SF)
A 363,300
A 310,858
A 289,462
Available
SF
86,465
58,925
86,090
24%
19%
30%
Bank of America Building 500 North Shoreline B 350,000 50,000 14%
Bayview Tower 400 Mann St B 120,000 10,000 8%
Furman Plaza 418 Peoples St B 25,428 8,530 34%
AEP Building 539 N Carancahua St B 280,744 11,393 4%
American Bank Building 711 & 811 N. Carancahua St B 234,270 31,530 13%
Park Tower 710 Buffalo St B 79,070 22,642 29%
Source: Loopnet; W-ZHA
f:\8000s, misc\82326 Corpus Christi\[office.xlsx]Sheet3
The table above summarizes the office space listed for -lease by Loopnet in Corpus Christi's Downtown
and Uptown areas as of fall, 2014.
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ZHA#, LLC
Select Buildings Asking Rent
Corpus Christi Office Market
June, 2014
Building Name
One Shoreline Plaza
Frost Bank Plaza
Tower 11
Address
Class
Uptown and Downtown Area
800 N Shoreline Blvd A
802 N Carancahua St A
555 N Carancahua St A
Asking Rent
$20.00
$17.21
$14.75
$24.00
Bank of America Building 500 North Shoreline B $15.00
Bayview Tower 400 Mann St B $13.25
Furman Plaza 418 Peoples St B $14.00 $16.50
AEP Building 539 N Carancahua St B $14.50
American Bank Building 711 & 811 N. Carancahua St B $13.00
Park Tower 710 Buffalo St B $8.40 $10.49
South Side
Sun Plaza 5656 S. Staples St A $17.00
Century South 400 South Padre Island Drive B $15.00
New York Life 5350 S. Staples St B $15.50
Congressional Plaza 6262 Weber Rd B $15.00
Source: Loopnet; W-ZHA
f:\8000s, misc\82326 Corpus Christi\[office.xlsx]Sheetl
Office Market Rents
Corpus Christi Office Market
2011
Low
Downtown Office
Class A $17.00
Class B $9.00
Suburban Office
Class A $13.00
Class B $9.00
High
Effective Avg
Rent
$22.00 $19.50
$13.00 $11.00
$17.00 $15.00
$13.00 $11.00
Source: NAI Cravey Real Estate Services; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[office.xlsx]Sheet6
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ZHA, LLC
Rents are quite low in Corpus Christi. The average rent for Class A office in the CBD is less than $20 per
square foot. It is hard to develop new office product with such low rents.
Office Rent
Corpus Christi Market
2006 - 2014
:7110
i
$14.00
r7-------
61OM-
2006
,00-
2006 2007 2005 2009 2010 2011 2012 2013 2014
— Skil* PAclro — County • C ilv 3
Source: Loopnet; W-ZHA
As the chart above illustrates average rents have increased within the last year. Even with this increase,
however, average office rent is still very low in Corpus Christi. Low rents will deter office investment as
tenants are reluctant to pay the premium necessary to support new construction.
The more recent office development has occurred in the South Side office sub -market. With its access
and its residential growth and retail offerings, South Side is a desirable office location. There has not
been an office building developed in the Central Business District or Downtown for 20 years.
-17-
ZHA, LLC
Office Prospects
General Office
The primary market for general office space are businesses in the information, financial activities,
professional and business services industries as well as religious, grantmaking, civic and professional
organizations. In the Corpus Christi Metro Area, office -inclined industries are projected to grow by
approximately 2,200 jobs by 2018 and another 1,400 jobs between 2018 and 2023.
Employment Trends by Major Industry
Corpus Christi Metropolitan Area
2013, 2018, 2023
Office -Inclined Industry
Information
Finance and Insurance
Real Estate
Prof, Sci, Tech Services & Mgmt of Companies
Administrative, Support, Waste Management, &
Remediation Services
Religious, Grantmaking, Civic, & Professional
Organizations
Total
Jobs
MEE Wail
Source: Moody's Analytics; W-ZHA
f:\8000s, mist\82326 Corpus Christi\[economy emp (Recovered).xls]Sheet3
2,075
4,633
3,134
6,943
2,117
5,275
3,280
6,921
2023
2,125
5,509
3,262
7,031
Chng 2013-18
101�9�
42
642
146
(22)
0.5%
3.5%
0.8%
0.3%
Chng 2018-2023
7
234
(18)
110
0.1%
0.9%
-0.1%
0.3%
Chng 2003-13
10IU9IEZI
49
876
128
88
0.2%
1.7%
0.4%
0.1%
8,743 9,972 10,898 1,230 4.5% 926 1.8% 2,155 2.2%
1,783 1,972 2,081 189 3.1% 109 1.1% 297 1.6%
27,312 29,538 30,906 2,226 2.5% 1,368 0.9% 3,594 1.2%
Most of this growth is projected to occur in administrative, support, waste management and
remediation services industry sector. Administrative and support services account for 92 percent of the
jobs in the administrative, support, waste management and remediation industry sector. Examples of
firm -types in the administrative and support services industry include temporary employment services,
business support services like telephone call centers, and office administrative services.
-18-
ZHA, LLC
Jobs by Office -Inclined Industry
Corpus Christi Metro Area
2003, 2008, 2013, 2018, 2023
12,000
10,000
8,000
6,000
4,000
2,000
0
a -Atm
Information
Finance and
N
s-
c
Real Estate
v
roc
CO_
C
O
U
■ 2003 ■ 2008 ❑ 2013 ■ 2018 2023
Source: Moody's Analytics; W-ZHA
As the graph illustrates, some of the employment growth projected from 2013 to 2023 will compensate
for job losses that occurred between 2003 and 2013. This is true for the administrative, support, waste
management and remediation industry sector. Where jobs in this industry are projected to grow by
2,155 jobs between 2013 and 2023, 865 of these jobs (or 40 percent) compensate for job losses since
2003. Therefore, a portion of new job growth in this industry sector will likely occupy existing leased, but
under-utilized office space.
To quantify likely office demand over the next ten years, this analysis assumes that growth that
compensates for job losses does not demand new office space. Instead, it is assumed that these new
employees will likely occupy a business' existing (under-utilized) office space.
Because firms in the administrative and support industries can occupy telephone call center -type space,
it was assumed that the average square feet of space per employee is lower for this industry than the
professional office average. An average of 125 square feet per employee was assumed. (Call centers
range from 90 to 140 square feet per employee.)
-19-
ZHA#, LLC
Administrative and Support Services Office Demand
Corpus Christi Office Market
2013-2023
Administrative & Support /1
Less: Job Losses Since 2003
Net New
Office Sq Ft /Job
2013-2018
1,128
(865)
2018-2023
263
125
849
0
849
125
Total
1,978
(865)
1,112
125
Sub -Total
32,860 106,170 139,030
1. New jobs multiplied by 92 percent to account for non -office employment in waste
management and remediation services.
Source: NAIOP "Changes in Average Square Feet per Worker"; Moody's Analytics; W-ZHA
f:\8000s, misc\82326 Corpus Christi\[economy emp (Recovered).xls]Sheetl4
The administrative and support services industries will demand 139,000 square feet of office space.
These industries may occupy existing vacant office space. They may also occupy vacant retail space
where parking is plentiful.
Real employment growth is projected for the finance and insurance industry sector. Over the next ten
years, this industry sector is projected to gain eight hundred and seventy six jobs. Jobs in religious,
grant, civic, and professional organizations are also projected to grow slightly.
Professional businesses are using less office space per employee today than they were but five years
ago. According to the CoreNet Global Corporate Real Estate 2020 survey of 500 corporate real estate
executives, the metric has changed from 225 square feet in 2010 to 176 square feet in 2012, and is
projected to reach 151 square feet in 2017.
Other Office -Inclined Industry Office Demand
Corpus Christi Office Market
2013-2023
Other Office -Inclined Industry
Sq Ft /Job
Sub -Total
2013-2018
996
175
174,360
2018-2023
442
150
66,320
Total
1,438
167
240,680
Source: NAIOP "Changes in Average Square Feet per Worker"; Moody's Analytics; W-ZHA
f:\8000s, misc\82326 Corpus Christi\[economy emp (Recovered).xls]gen off
Using these survey findings as a guideline, for the "other office -inclined" industries, 175 square feet per
employee was assumed for new jobs generated between 2013 and 2018 and 150 square feet per
employee between 2018 and 2023. Other office -inclined industries will demand approximately 241,000
square feet of office space between now and 2023.
-20-
ZHA#, LLC
The U.S. Census collects data on the number of jobs at the City level. The most recent data is from 2011.
In 2011, 85 percent of all of the office -inclined jobs in the Metro Area were in the City of Corpus Christi.
Most of the office supply is in the City.
General Office Demand
Corpus Christi City
2013-2023
Administrative and Support Services
Other Office -Inclined
Total Demand: Metro Area (Sq Ft)
City Capture
2013-2018
32,860
174,360
207,220
80%
2018-2023
106,170
66,320
172,490
80%
Total
139,030
240,680
379,710
80%
City General Office Demand
165,800
Source: W-ZHA
f:\8000s, misc\82326 Corpus Christi\[economy emp (Recovered).xls]Sheetl3
138,000
303,800
For purposes of planning, it as assumed that the City would capture 80 percent of the general office
demand. This translates into demand for 303,800 square feet of office space in the City by 2023. This
demand will likely be satisfied with existing office supply as there is excess vacancy and the average rent
is so low that new construction will be challenging from a financial feasibility standpoint.
Medical Office
Medical office space will also be in demand with the projected growth in the health and social service
industries. Medical office space demand is generated from doctors' offices or "ambulatory care"
providers. From 2002 to 2012, 40 percent of health and social services employment growth occurred in
ambulatory care businesses. From 2007 to 2012, 27 percent of job growth in the the health and social
services industry occurred in ambulatory care businesses. Ambulatory care businesses include doctor's
offices, diagnostic laboratories, and clinics.
Medical Office Demand
Corpus Christi Office Market
2013-2023
New Jobs in Health and Social Service Industry
Percent Ambulatory Care
Medical Office Jobs
2013-2018
Source: Moody's Analytics; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[economy emp.xls]Sheet8
5,082
30%
1,525
2018-2023
4,375
30%
1,310
Total
9,457
30%
2,835
The health care and social service industry is projected to grow significantly in the Metro Area between
now and 2023. Given trends from 2002, it was assumed that 30 percent of the new job growth would
occur in the ambulatory care industries. Therefore, it is estimated that there will be 2,835 new jobs in
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health-related businesses that typically occupy general office (for example, psychiatrists) or medical
office space (for example, dentists and general practitioners) by the year 2023.
Medical Office: New Establishment Demand
Corpus Christi Office Market
2013-2023
Medical Office Jobs
Share New Establishments
New Medical Establishment Jobs
2013-2018
Source: Moody's Analytics; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[economy emp.xls]Sheetl0
1,525
50%
760
2018-2023
1,310
50%
660
Total
2,835
50%
1,420
A portion of the employment growth will likely be absorbed by existing practitioners. While some of the
employment growth will result in new businesses. Employment and establishment data from 2002
through 2012 indicates that roughly half of the new jobs generated in ambulatory care located in new
firms. The other half of the new jobs located in existing businesses.
Medical Office Demand
Corpus Christi Office Market
2013-2023
New Medical Establishment Jobs
Sq Ft /Job
Total Sq Ft
2013-2018
760
100 - 150
2018-2023
660
Total
1,420
100 - 150 100 - 150
Source: Moody's Analytics; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[economy emp.xls]med office
76,000 - 114,000 66,000 - 99,000 142,000 - 213,000
The average number of square feet per medical employee varies depending upon the type of medical
practice. For purposes of this analysis, a range of 100 square feet to 150 square feet per medical
employee was assumed. Given this assumption, employment growth among new firms has the
potential to demand between 142,000 and 213,000 square feet of medical -related office space over the
next decade.
Medical Office Demand
Corpus Christi City
2013-2023
Total Sq Ft
City Share
City Potential (Sq Ft)
2013-2018
76,000 - 114,000
85%
65,000
2018-2023
Total
66,000 - 99,000 142,000 - 213,000
85% 85%
97,000 56,000 84,000 121,000 181,000
Source: Moody's Analytics; W-ZHA
f:\8000s, misc\82326 Corpus Christi\[economy emp (Recovered).xls]Sheetl2
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In 2011, the City contained 90 percent of the Metropolitan Area's health and social service employment.
For purposes of planning, it is assumed that the City has the potential to capture 85 percent of future
growth. Given this assumption, there will be demand for between 121,000 and 181,000 square feet of
medical office space in the City by 2023.
RETAIL
Retail and Eating and Drinking Sales
Retail Sales
Retail Sales
Coastal Bend, Corpus Christi Metro and Corpus Christi City
2014
Coastal Bend
Corpus Christi Metro
Corpus Christi City
000's
City Share
$9,240,452
$6,683,170
$4,929,767
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet6
53%
74%
100%
2014 retail sales in the City are estimated to total $5 billion. The City of Corpus Christi contains 72
percent of the Metro Area's population and City retail sales are 74 percent of the Metro's retail sales.
The City's share of the region's total retail sales are in-line with the City's share of population.
Comparing the population's retail spending power to estimated sales indicates whether a location is
experiencing market leakage (outflow) or retail spending inflow. Typically, tourist destinations
experience retail spending inflow.
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Total Retail Sales Inflow and Outflow
Select Areas
2014
Retail Expenditure Potential
Retail Sales
Inflow/(Outflow)
% Inflow/(Outflow)
$000's
Coastal
Bend
Corpus Christi
Metro
Corpus Christi
City
$7,545,450
$9,240,452
$1,695,002
22%
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet2
$5,839,097
$6,683,170
$844,074
14%
$4,171,993
$4,929,767
$757,773
18%
There are more retail sales in the City than would be expected if only local residents were shopping.
Eighteen percent of the City's retail sales are inflow sales.
Total Retail Sales Net of Vehicle Sales Inflow and Outflow
Select Areas
2014
Retail Expenditure Potential
Retail Sales
Inflow/(Outflow)
$000's
Coastal
Bend
Corpus Christi
Metro
Corpus Christi
City
$6,092,990
$6,723,793
$630,804
$4,704,098
$4,710,601
$6,503
$3,347,382
$3,419,531
$72,149
Inflow/(Outflow)
10%
0%
2%
Source: Claritas, Inc.; W-ZHA
f:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet3
If vehicle sales are excluded from total retail sales, resident spending power and retail sales are
essentially equal in the Metro Area and the City. Therefore, the retail inflow is mostly from vehicle
sales, not recreational shopping. This is surprising given that Corpus Christi is a tourist destination.
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Percent Retail Sales Inflow or Outflow
Corpus Christi City
2014
100%
80%
O • 60%
40%
o 20%
3 0°%
0
-2096
-40%
-60%
LL
0
LL
Gasoline Stations
:lothing &Accessories
LD
Source: Claritas, Inc.; W-ZHA
It appears that many people come to Corpus Christi to purchase motor vehicles. This is not surprising
given that the City is the region's economic hub. The City is also a destination for building material and
garden equipment sales. These stores benefit from regional population growth. As the regional
healthcare center, the City also experiences a net inflow of health and personal care sales.
The City experiences a net outflow of general merchandise and miscellaneous store sales. It does not
appear that tourists are shopping for general merchandise, specialty goods or clothing when visiting
Corpus Christi.
Eating and Drinking Sales
Eating and drinking sales are distinct from retail sales. Eating and drinking sales are those sales that
occur in restaurants, cafes, clubs, and take-out restaurants. Once again, it is normal for a tourist
economy to experience above average eating and drinking sales due to the visitor market.
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Total Eating and Drinking Sales Inflow and Outflow
Select Areas
2014
Retail Expenditure Potential
Retail Sales
Inflow/(Outflow)
% Inflow/(Outflow)
Coastal
Bend
$807,877
$986,507
$178,630
22%
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet5
$000's
Corpus Christi
Metro
$616,198
$773,661
$157,463
26%
Corpus Christi
City
$444,184
$573,192
$129,007
29%
Where retail has not fully capitalized on the tourist market, it appears that the eating and drinking
industry has benefited from the tourist. The City has almost 30 percent more eating and drinking sales
than would be expected from resident spending. The City has the greatest eating and drinking inflow as
compared to the Metro Area and Coastal Bend.
Eating and Drinking Sales
Coastal Bend, Corpus Christi Metro and Corpus Christi City
2014
Coastal Bend
Corpus Christi Metro
Corpus Christi City
000's
City Share
$986,507
$773,661
$573,192
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet7
58%
74%
100%
The City's population is 54 percent of the Coastal Bend population, but the City's eating and drinking
sales are 58 percent of the region's eating and drinking sales.
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Retail and Eat/Drink Sales Per Capita
Select Areas
2014
Texas
Coastal Bend
Corpus Christi Metro
Corpus Christi City
Total Retail
Sales
$15,053
$15,647
$15,038
$15,501
Source: Claritas, Inc.; W-ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]per cap
Retail Sales (Net of
Vehicle Sales)
$11,331
$11,385
$10,599
$10,752
Eat/Drink Sales
$1,589
$1,670
$1,741
$1,622
On a per capita basis, retail sales (net of vehicle sales) in the City are below the Texas average. Eating
and drinking sales per capita are above the Texas average.
The Retail Supply and Market
According to the "2013 Texas Metro Market Overview Data: Corpus Christi" produced by the Texas Real
Estate Center at Texas A & M University, there are 22 million square feet of retail space in the Corpus
Christi market. Retail space is located in seven sub -markets.
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Retail Inventory
Corpus Christi Market Area
4th Quarter 2013
CBD
Mid -City
South Side
West Side
Northwest
Four Bluff/Padre Is.
Portland/Ingleside
Total /1
Sq Ft
000's
Share of
Total
1,694
5,940
6,228
1,585
1,648
1,628
1,830 9%
20,553 100%
8%
29%
30%
8%
8%
8%
1. The total square feet varies slightly from Commercial Real Estate
Market Report where total square feet is 22.382 million.
Source: CoStar Group and Burbach Associates; Texas Real Estate
Center at Texas A & M University, "2013 Texas Metro Market
Overview Data"; W-ZHA
Retail is concentrated on South Padre Island Drive which carries over 100,000 vehicles per day. South
Padre Island Drive serves both the Mid -City and the South Side sub -markets. Together these sub -
markets contain 12 million square feet of retail space or approximately 60 percent of the market's retail
space.
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Retail Inventory and Vacancy Rate
Corpus Christi Market Area
4th Quarter 2013
Sub -Market
CBD
Mid -City
South Side
West Side
Northwest
Four Bluff/Padre Is.
Portland/Ingleside
Sq Ft
000's
1,694
5,940
6,228
1,585
1,648
1,628
1,830
Vacancy
Rate
6.0%
4.0%
4.7%
6.4%
12.8%
4.7%
6.6%
Source: CoStar Group and Burbach Associates; Texas Real
Estate Center at Texas A & M University, "2013 Texas Metro
Market Overview Data"; W-ZHA
As of the 4th Quarter of 2013, the overall retail vacancy rate in the Corpus Christi market was 5.6
percent. Retail in the Central Business District reported a vacancy rate of 6 percent while Mid -City and
South Side have vacancy rates below 5 percent. The highest vacancy rate was in the Northwest sub-
market.
Aggregate Income Per Square Mile
Corpus Christi Census Tracts
2014
Source: Claritas, Inc.; W-ZHA
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The dominant retail intersection in the Corpus Christi Metropolitan Area is the corner of South Padre
Island Drive and Staples Drive. As the map illustrates this location is convenient to those areas with a
concentration of income. The La Palmera Mall, the Shops at La Palmera, the Staples Center and the
Moore Center are located here.
La Palmera Mall is a regional shopping center with over a million square feet. The mall is anchored by
Dillard's, Macy's and JC Penney. The Shops at La Palmera is an adjacent 230,000 square foot strip
center.
The Staples Center is a strip community center across from La Palmera Mall and adjacent to the
struggling Sunrise Mall. Moore Plaza is a 535,000 square foot regional strip shopping center that is
anchored by HEB, Target and Steinmart.
Retail Inventory and Rental Rates
Corpus Christi Market Area
4th Quarter 2013
Sub -Market
CBD
Mid -City
South Side
West Side
Northwest
Four Bluff/Padre Is.
Portland/Ingleside
Sq Ft
000's
1,694
5,940
6,228
1,585
1,648
1,628
1,830
Rental
Rate
$10.09
$12.88
$17.54
$10.22
$5.43
$14.17
$14.60
Source: CoStar Group and Burbach Associates; Texas Real
Estate Center at Texas A & M University, "2013 Texas Metro
Market Overview Data"; W-ZHA
The South Side sub -market commands the highest retail rents, while Northwest rental rates are the
lowest.
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Retail Prospects
Corpus Christi's strong economy and projected growth should have a positive impact on retail.
Retail (Net of Vehicle Sales) Potential
Corpus Christi Metropolitan Area
2014-2024
New Residents
Spending /Resident
Total
Sq Ft @ $350 Sales/Sq Ft
Source: W-ZHA
29,295
$10,800
$316,382,800
904,000
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]proectin
Population growth over the next ten years should support 904,000 square feet of retail.
Eating and Drinking Potential
Corpus Christi Metropolitan Area
2014-2024
New Residents
Spending /Resident
Total
Sq Ft @ $450 Sales/Sq Ft
Source: W-ZHA
29,295
$1,620
$47,457,400
f:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheetl3
105,500
Population growth over the next ten years should support 105,500 square feet of eating and drinking
space.
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HOTEL MARKET
Hotel Market Trends
The performance of the Corpus Christi hotel market was analyzed from 2008 to 2013. The performance
of the midscale and upscale hotel market was compared to all hotels in the Corpus Christi market. The
hotels included in the midscale and upscale sample were developed with the assistance of a hotel owner
who owns a number of competitive hotels in the Corpus Christi market.
Midscale to Upscale Class Hotels
Corpus Christi Hotel Market
2014
Name
Hampton Inn & Suites Port Aransas
Omni Corpus Christi Hotel
Best Western Marina Grand Hotel
Holiday Inn Corpus Christi Downtown Marina
Quality Inn & Suites On The Beach
Radisson Hotel Corpus Christi Beach
Comfort Suites Central Corpus Christi
La Quinta Inns & Suites Corpus Christi Airport
Holiday Inn Corpus Christi Arprt Conv Ctr
Hampton Inn Suites Corpus Christi 137 Navigation
Holiday Inn Express & Suites Corpus Christi North
Holiday Inn Express Corpus Christi NW Calallen
La Quinta Inns & Suites Corpus Christi West
Hampton Inn Corpus Christi Northwest 137
Comfort Inn & Suites Corpus Christi
Courtyard Corpus Christi
Embassy Suites Corpus Christi
Holiday Inn Express & Suites Corpus Christi
Staybridge Suites Corpus Christi
Springhill Suites Corpus Christi Downtown
Residence Inn Corpus Christi
TownePlace Suites Corpus Christi
Hyatt Place Corpus Christi
Hilton Garden Inn Corpus Christi
Comfort Suites Near Texas A & M Corpus Christi
Candlewood Suites Corpus Christi Spid
Hawthorn Suites by Wyndham Corpus Christi
Homewood Suites Corpus Christi
Comfort Suites North Padre Island Corpus Christi
Holiday Inn Corpus Christi North Padre
Source: W-ZHA; Smith Travel Research
F:\8000s, misc\82326 Corpus Christi\[hotel.xls]Sheetl
Class
Upper Midscale Class
Upper Upscale Class
Midscale Class
Upper Midscale Class
Midscale Class
Upscale Class
Upper Midscale Class
Midscale Class
Upper Midscale Class
Upper Midscale Class
Upper Midscale Class
Upper Midscale Class
Midscale Class
Upper Midscale Class
Upper Midscale Class
Upscale Class
Upper Upscale Class
Upper Midscale Class
Upscale Class
Upscale Class
Upscale Class
Upper Midscale Class
Upscale Class
Upscale Class
Upper Midscale Class
Midscale Class
Midscale Class
Upscale Class
Upper Midscale Class
Upper Midscale Class
Rooms
78
475
173
334
112
139
93
67
237
80
64
71
66
55
61
105
150
88
84
119
66
107
103
119
66
74
62
86
75
149
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The midscale to upscale class hotels analyzed are presented in the table above.
Hotel Room Supply
Midscale to Upscale Class Hotels and All Hotels
Corpus Christi Hotel Market
2008 - 2013
2008
2009
2010
2011
2012
2013
Change '08-'13
Room Night Supply
Mid/Uppermid
Hotels
Total
1,031,675
1,108,425
1,131,135
1,144,831
1,143,769
1,196,466
16%
Source: Smith Travel Research; W-ZHA
F:\8000s, misc\82326 Corpus Christi\[hotel.xls]Sheet2
3,638,505
3,654,306
3,693,806
3,709,684
3,708,989
3,761,262
3%
The supply of midscale to upscale hotels in Corpus Christi has increased since 2008. There are sixteen
percent more midscale to upscale room nights available in Corpus Christi than there were in 2008.
Hotel Occupancy
Midscale to Upscale Hotels
Corpus Christi Hotel Market
2008 - 2013
66%
64%
62%
60%
58%
56%
54%
52%
50%
48%
2008 2009 2010 2011 2012 2013
Source: Smith Travel Research; W-ZHA
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Even with the increase in supply, occupancy among the midscale to upscale hotels has been increasing.
At year-end 2013, room nights available in these hotels were 65 percent occupied.
Revenue Per Available Room
Midscale to Upscale Hotels
Corpus Christi Hotel Market
2008 - 2013
Revenue Per Available Room
$80.00
$ 70.00
$60.00
$ 50.00
$40.00
$ 30.00
$ 20.00
$10.00
$0.00
2008 2009 2010 2011 2012 2013
Source: Smith Travel Research; W-ZHA
The average daily rate for a hotel room in these hotels was $102.34 in 2008. Five years later, the
average daily rate was $113.79 in midscale to upscale hotels. The revenue per available room in
midscale to upscale hotels has increased by 28 percent over five years even as the supply has increased.
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$80.00
$ 70.00
$ 60.00
a)
g $50.00
c$40.00
a $30.00
0
$ 20.00
$10.00
$0.00
Revenue Per Available Room
Midscale to Upscale Hotels and All Hotels
Corpus Christi Hotel Market
2008 - 2013
2008 2009 2010 2011 2012 2013
f Mid/Upper Hotels All Hotels
Source: Smith Travel Research; W-ZHA
Like the midscale to upscale hotels, the entire Corpus Christi hotel market experienced an increase in
revenue per available room since 2008. The new hotel supply does not appear to be cannibalizing the
market by taking market share from older hotels. It appears that growth in the economy is supporting
the overall hotel industry.
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Revenue Per Available Room by Month
Midscale to Upscale Hotels
Corpus Christi Hotel Market
2013
Revenue Per Available Room
$120.00
$100.00
$80.00
$60.00
$40.00
$20.00
$0.00
P
Source: Smith Travel Research; W-ZHA
Both business travel and tourism support the hotel industry in Corpus Christi. Hotels do best during the
summer season when children are out of school and the weather is good. The fall and winter months
are the weakest (September to February).
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Hotel Occupancy by the Day of the Week
Midscale to Upscale Hotels and All Hotels
Corpus Christi Hotel Market
2013
80%
70%
60%
a)
50%
c 40%
ea
a
u 30%
V
8
20%
1O%
0%
72% 72% 72%
67%
69%
62%
1
m
1
Sun Mon Tue Wed Thu Fri Sat
■AII Mid/Upper
Source: Smith Travel Research; W-ZHA
While the tourist is recognized as central to the hotel market, it is important to note that during the
heart of the work week (Tuesday and Wednesday), the midscale to upscale hotels are as occupied as
they are on a Saturday night. According to hotel managers, 70 percent of their occupancy is driven by
the business traveler. The needs of both the business traveler and the tourist are important
considerations from an economic development standpoint.
Hotel Market Prospects
Corpus Christi's hotel market has responded to regional economic growth. With an overall occupancy
rate of 65 percent and the average revenue per available room over $70.00, the midscale and upscale
hotel market is healthy.
Employment is projected to continue to increase over the next decade. This will drive additional hotel
demand in Corpus Christi. Employment growth alone will generate demand for an additional 300 to 500
rooms by 2023.
To:
From:
Cc:
Re:
Date:
CONSULTING
A Retail Real Estate Consulting Firm
2730 Forest Avenue, Suite W
Berkeley, California 94705
85 Fourth Avenue, Suite 6A
New York, New York 10003
Office Phone: 510-356-4956
Mobile Phone: 917-816-8367
info@consultmjb.com
www.consultmjb.com
Memorandum
Ben Carlson
Director of Urban Design, Goody Clancy
Michael J. Berne
President, MJB Consulting
Mitch Glass
Senior Urban Designer, Goody Clancy
Retail Market Analysis and Strategy / Downtown Corpus Christi
Findings and Recommendations
June 19, 2015
In 2014, Goody Clancy was commissioned by the City of Corpus Christi to develop a
Comprehensive Plan for the entire City ("Plan CC") as well as an area plan for its
Downtown ("Downtown Area Development Plan", or DADP).
To ensure that these planning efforts were informed by market realities, Goody Clancy's
team included specialists for each of the primary land uses. For the DADP, the firm asked
MJB Consulting (MJB), a retail planning and real estate consultancy, to undertake an
analysis of Downtown retail and propose a strategy for enhancing it.
1
MJB's due diligence for this assignment consisted of the following:
- Familiarization with past plans and projects, including conversations with City staff as
well as in-depth review of Caller -Times archives
- Guided and self -guided walking and driving tours of the study area and immediate vicinity
as well as other Corpus Christi and Coastal Bend neighborhoods, including (but not
limited to) Westside, Six Points, Southside, Lamar Park, Padre Island, Portland and Port
Aransas
- Observations of existing retail mix and dynamics in Downtown Corpus Christi and each
of its individual sub -districts and corridors (Core, Uptown, SEA District, North Beach,
Hillcrest and Washington -Coles), including review of available spaces and sites, relevant
projects and initiatives, etc.
- Survey and assessment of competing districts and centers, including (but not limited to)
South Padre Island Drive / SR 358 (La Palmera, Shops at La Palmera, Moore Plaza, etc.),
Staples Street, Portland / U.S. 181, Westside, Six Points, Lamar Park, Port Aransas, Padre
Island and Outlets at Corpus Christi Bay (future)
- Interviews with property owners, leasing professionals and key stakeholders, including
Terry Sweeney (DMD), Brad Lomax (Water Street Market), Casey Lain (House of Rock),
Matt Cravey (Cravey Real Estate Services), Wayne Lundquist (Cobb -Lundquist & Atnip)
and Joe Adame (Joe Adame and Co.)
- Presentations to and meetings with two groups of retail stakeholders as well as the
DADP Advisory Committee
- Retrieval and analysis of demographic and sales -leakage data for Downtown Corpus
Christi primary trade area, along with comparisons to the Corpus Christi MSA
- Gathering of available information on non-residential sources of consumer demand in
Downtown Corpus Christi, including (but not limited to) daytime workers, tourism and
"destination" businesses
- Review of and integration with findings from other experts on the consultant team (i.e.
Goody Clancy, Zimmerman/Volk, W-ZHA, etc.)
- Reference to relevant comparables from across Texas and North America, including
Downtown San Antonio (where MJB Consulting is currently working on a retail strategy
and implementation effort)
In undertaking this scope -of -work, MJB's Principal, Michael J. Berne, applied the firm's
unique "total immersion" methodology, visiting Corpus Christi three times and spending
twelve days on site.
2
Detail
The following presents MJB's findings and recommendations, in the format of an
"executive summary" memo as agreed upon in the initial contract.
Identifying the right "positioning" of a retail mix requires an assessment of two discrete
"markets", one in which consumers demand goods and services from businesses, and the
other in which tenants seek street -level space from landlords.
I. Consumer Demand
- For the purposes of quantifying and characterizing those nearby residents who would
be most likely to gravitate to the Downtown core, a "primary trade area" has been
hypothesized (see map below), corresponding to a five-minute drive time from the
intersection of N Chaparral Street and Peoples Street.
Source: Nielsen-Claritas, MJB Consulting
- The demographic profile of this primary trade area is summarized in the table below,
with the numbers for the Corpus Christi metro provided for the sake of comparison:
3
Source: Nielsen-Claritas, MJB Consulting
The primary trade area lags the Corpus Christi metro when measured in terms of
percentages and medians. In absolute numbers, it can point to a modestly sized contingent
of roughly 800 to 1,600 "blue-chip" consumers (i.e. 1,520 college-educated residents;
1,140 creative class workers; 1,150 households with annual incomes of $75,000 or more,
with 350 living in homes valued at $200,000 or more), although, with new projects like
The Cosmopolitan and in Tight of Zimmerman/VoIk's finding that there is potential for
4,400 more residents by the year 2025, this sub -market will continue to grow.
- In addition to those who live in the primary trade area, the Downtown can also draw
on certain non-residential generators of demand, like, for instance, the approximately
20,500 daytime workers. Yet while a significant percentage is employed in higher -paying,
white-collar office positions, these jobs are heavily concentrated in Uptown, just a five-
minute walk from the core but psychologically much further owing to the grade change.
Another non-residential demand generator is tourism. The Coastal Bend attracts 8.1
million visitors per year, and while mid -market families are the core demographic, 38% of
the households earn annual incomes of $75,000 or more, and 23%, $100,000 or more.
However, only 900,000 of the 8.1 million actually spend time in the core, as most of the
popular attractions are located to the north, in the SEA District and North Beach.
11. Competition
- Downtown Corpus Christi must vie for the attention of both consumers and
prospective tenants with other centers and districts across the city and metro. And in
most categories, it struggles to compete and will likely continue doing so, owing to the
strong gravitational pull of much larger rivals with more conventional anchors and
superior co -tenancy. For example, it stands little chance against South Padre Island Drive
(SR 358) as a mass-market shopping destination or retail location.
- The same sort of competitive disadvantage applies within smaller sub -markets and niches
as well, with upscale consumers and brands most likely to gravitate to the Alameda Street
corridor in Lamar Park, antique collectors and dealers to the Avalon Street "Antique
4
Downtown Corpus Christi
Primary Trade Area
Corpus Christi Metro
Population
Population
20,000
449,000
Education and Employment
Percent College -Educated
I I%
19%
Percent Without H.S. Diploma
39%
21
Percent Not In The Labor Force
50%
37%
Income and Wealth
Median Household Income
$28,000
$52,000
Percent Housing Units Owner -Occupied
37%
63%
Median Home Value
$73,000
$123,000
Mobility
Percent Households Without Cars
26%
8%
Source: Nielsen-Claritas, MJB Consulting
The primary trade area lags the Corpus Christi metro when measured in terms of
percentages and medians. In absolute numbers, it can point to a modestly sized contingent
of roughly 800 to 1,600 "blue-chip" consumers (i.e. 1,520 college-educated residents;
1,140 creative class workers; 1,150 households with annual incomes of $75,000 or more,
with 350 living in homes valued at $200,000 or more), although, with new projects like
The Cosmopolitan and in Tight of Zimmerman/VoIk's finding that there is potential for
4,400 more residents by the year 2025, this sub -market will continue to grow.
- In addition to those who live in the primary trade area, the Downtown can also draw
on certain non-residential generators of demand, like, for instance, the approximately
20,500 daytime workers. Yet while a significant percentage is employed in higher -paying,
white-collar office positions, these jobs are heavily concentrated in Uptown, just a five-
minute walk from the core but psychologically much further owing to the grade change.
Another non-residential demand generator is tourism. The Coastal Bend attracts 8.1
million visitors per year, and while mid -market families are the core demographic, 38% of
the households earn annual incomes of $75,000 or more, and 23%, $100,000 or more.
However, only 900,000 of the 8.1 million actually spend time in the core, as most of the
popular attractions are located to the north, in the SEA District and North Beach.
11. Competition
- Downtown Corpus Christi must vie for the attention of both consumers and
prospective tenants with other centers and districts across the city and metro. And in
most categories, it struggles to compete and will likely continue doing so, owing to the
strong gravitational pull of much larger rivals with more conventional anchors and
superior co -tenancy. For example, it stands little chance against South Padre Island Drive
(SR 358) as a mass-market shopping destination or retail location.
- The same sort of competitive disadvantage applies within smaller sub -markets and niches
as well, with upscale consumers and brands most likely to gravitate to the Alameda Street
corridor in Lamar Park, antique collectors and dealers to the Avalon Street "Antique
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Lane" near the intersection of Alameda and Everhart, the "artsy-urban" set to Six Points,
neo -hippies to the Water Street Village complex along South Water Street, etc.
111. Positioning and Tenanting Strategy
- Given that there are no obvious "silver-bullet(s)", that none of the aforementioned
demand segments (i.e. trade area residents, office workers, tourists, etc.) are large enough
to sustain the retail mix on their own, Downtown Corpus Christi will need to be multi-
dimensional, catering to several different sub -markets and day -parts, with the businesses
corresponding to each one clustered together so as to generate cross -traffic for each
other and coalesce into a visible and recognizable niche.
- The most promising of these "mini -opportunities" are ones that build from strength and
that leverage existing anchors and co -tenancies. Downtown, for example, is already well
established as a regional destination for live music, boasting a diverse ecosystem of
performance venues that range in size from the American Bank Center (with a capacity
for 10,000 patrons) to the House of Rock (500), and that can accommodate a wide variety
of acts.
While the subject demands further examination, Downtown's live -music niche might be
capable of supporting additional offerings, including perhaps a mid-sized option like The
Knitting Factory (a famed New York City venue that has since expanded to smaller
markets like Spokane, Boise and Reno) as well as more intimate bars, with capacity for
100 to 200, that can showcase smaller touring bands.
- Downtown used to be more prominent as a drinking destination but has lost some of
its luster in recent years. It might, however, start to fill that void by offering a greater
diversity of evening -oriented concepts that, while still dependent on alcohol as a source
of revenue, also offer the possibility of other sorts of activities and experiences besides
excessive consumption.
Examples might include: 1) a "dueling -piano" bar; 2) a "bar-cade", which combines food
and drink with a selection of vintage arcade games; 3) a bowling alley which, in contrast
to family/league-oriented suburban venues, doubles as a lounge or nightclub; and/or 4) a
true sports bar, designed specifically with the sports fanatic in mind, with large -screen
televisions seemingly in every direction (e.g. Dallas -based, Canadian -born Boston's
Restaurant & Sports Bar).
One especially intriguing possibility is Los Angeles -based Trifecta Management Group,
which develops unique food and entertainment concepts customized to the specifics of
local (often secondary) markets. Venues might include live music, arcade games, bowling
alleys, high-definition TV's as well as various other leisure activities (e.g. billiards, bocce,
etc.), and typically feature local chefs and vendors.
- Downtown missed a golden opportunity to expand its evening economy when Alamo
Drafthouse Cinema decided to develop its first Corpus Christi theater on the Southside.
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Another possibility, however, is a niche concept like Maya Cinemas, the California-based
exhibitor drawn to revitalizing areas with large Latino populations. While its multiplexes
feature first -run movies, it also devotes screens to Spanish-language fare. Its founder and
CEO, Moctesuma Esparza, is an industry veteran who co-produced Selena and The Milagro
Bean field War, among other pictures.
- In stark contrast to the perceived dominance of larger chains on the Southside,
Downtown Corpus Christi also boasts one of the Coastal Bend's largest concentrations
of unique, owner -operated restaurants, several of which — like Water Street Oyster Bar,
Bleu Bistro and the Republic of Texas Bar & Grill, for example -- enjoy a regional draw.
This existing collection could serve as the basis for a marketing campaign that draws new
customers and operators.
In order, however, to preempt cannibalization and complement (rather than undermine)
what already exists, additional offerings should focus on capturing more destination diners
and taking market share from other parts of the region, while at the same time drawing
tourists and workers. Possibilities include small regional chain -lets that typically open just
one location per market, or local restaurateurs already successful elsewhere in the
Coastal Bend and interested in developing a new concept in the Downtown.
As part of this positioning, additional offerings might showcase homegrown dishes and
formats that locals would perceive as uniquely Corpus Christi, perhaps offering new
interpretations of familiar foods and beverages. And while restaurateurs cannot afford to
venture too far from prevailing tastes and sensibilities, there would seem to be room in
the market for at least one or two more elevated (though still moderately -priced)
"foodie" concepts.
- One of the most dynamic areas in the industry today is in non -permanent "mobile"
retailing, like carts, trucks and shipping containers. A chief advantage of these formats is
that they allow businesses to customize their operations to periods of peak demand (e.g.
weekday lunch, weekend nightlife, special events, etc.) and avoid the high fixed costs of a
storefront lease. In so doing, they lower the barriers -to -entry for early-stage
entrepreneurs who have ideas and talent but limited capital.
The result, as anyone who has visited one of Austin's famed food -truck pods will
corroborate, is a flowering of new and innovative concepts, which can help to activate
vacant lots and public spaces, generate buzz and media attention, portray the host district
as hip and contemporary as well as validate an unproven market for other prospects.
Some vendors even ultimately become permanent storefront tenants themselves.
Yet while this movement is most commonly associated with food, it could take many
other forms as well, like, for instance, fashion trucks, which customers can enter via a
collapsible staircase in back and then browse the offerings within, even trying them on in
a cordoned -off dressing room. A similar sort of low-cost setup could also work for other
kinds of comparison goods, like books, or various services and conveniences, such as
haircuts or beauty supplies.
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- So-called "traditional" retail — that is, businesses selling goods and services (as opposed
to food, drink or entertainment) — will be far more difficult to attract and sustain at this
early stage of Downtown's evolution, given the relatively low levels of daytime foot traffic
(when most consumers shop) and close -in residential (generating pedestrian activity on
the weekends) as well as the weak connectivity between its individual districts (limiting
potential spin-off from the few existing pockets of vitality).
- The retail categories that typically receive the most attention in a fledgling Downtown
like Corpus Christi's are the basic conveniences thought to be essential to its emergence
as a residential neighborhood. Yet while the arrival of a grocery store would be an
important symbol and milestone, its absence is by no means a deal -breaker, and certainly
not as detrimental as the failure of one that opened too soon.
Generally speaking, a dedicated population of 10,000 to 15,000 is considered the minimum
threshold for a full-service supermarket. Right now, though, the trade area's 20,000
residents can already shop at one of three H.E.B. stores (on Leopard, Port and Alameda).
Furthermore, the trade area is currently importing expenditures of roughly $2.7 million in
the category, meaning that if anything it is over -supplied.
Roughly the same threshold applies to a large -format drug store. In this case, however,
the trade area is grossly over -supplied, with $21.3 million in imported expenditures, and
contributions from other sub -markets (e.g. workers, visitors, patients, etc.) are not
sufficient to close the gap. Indeed, the CVS that had been located at Six Points closed,
despite its proximity to CHRISTUS Spohn's Shoreline hospital campus.
Additional stores from these operators would most likely cannibalize their existing
locations in or near the trade area: another H -E -B in the Downtown core, even if it were
successful, would be simply taking customers and sales from itself. In other words, it is
only with continued residential growth that such formats will start to become more
attainable and sustainable: the market cannot be forced.
- In terms of comparison retail, the low number of nearby residents can in some instances
be overcome by the presence of anchors that can draw high volumes of foot traffic during
the day (when consumers typically shop for such goods), and particularly on the weekends.
They might live in other parts of the Corpus Christi metro and/or be visiting the Coastal
Bend as tourists.
A clear example of the latter is the Rivercenter Mall in Downtown San Antonio, a 500,000
square foot enclosed center that generates north of $500 per square foot — thereby
qualifying as a "Class A" mall by industry standards — largely on the shoulders of tourists
(who are responsible for 75% of its overall sales) and in the absence of nearby residents.
Of course, Downtown San Antonio contains 14,000 hotel rooms (versus approximately
1,760 in the Downtown Corpus Christi study area), and draws 30 million annual visitors
(8.1 million). Furthermore, the mall there is centrally located with respect to the tourist
7
experience, with connections to the Riverwalk as well as frontage on Alamo Plaza. And
even with such advantages, it still struggles to expand beyond its core teen and 20 -
something customer.
In other words, Downtown Corpus Christi is far from the point when it could hope for
something on this scale. While the Coastal Bend might very well be capable of sustaining
a second regional comparison -oriented shopping center, the more imminent possibility is
in Robstown, at the intersection of U.S. 77 and SR 44, where the 330,000 square foot
Outlets at Corpus Christi Bay would be able to capture expenditures from motorists
driving to and from Mexico, the Rio Grande Valley and South Padre Island.
- The larger point is that retail revitalization in a Downtown setting like Corpus Christi's
must be understood as a kind of evolution: each phase corresponds to certain kinds of
categories and operators, and in the absence of massive and ongoing operating subsidies
from the City and/or the developers, none of these phases can be "skipped" without
risking some sort of "black eye" (i.e. a failed store) and jeopardizing the entire process.
- At this earlier stage in its evolution, there are other formats in some of these categories
that Downtown could support. These include a so-called "limited -assortment" grocer,
like an ALDI, which retails an edited selection of mostly private-label brands in a no-frills
environment at very low prices, or a discount variety store, such as 99 Cents Only, that
also sells groceries and even produce.
Another basic convenience that might be possible at this point is a family restaurant or
"diner", like a Village Inn, which offers an extensive and broadly appealing menu (without
alcohol) in an unpretentious setting at reasonable prices. And finally, a new cafe might
avoid the fate of the closed Coffee Waves location at Water Street Market if it is able to
secure a below-market rent from a landlord, can supplement revenue from other sources
(e.g. as a lunch spot, wine bar, etc.) and/or includes a drive-thru window.
Given the low levels of daytime foot traffic, comparison retail remains high-risk at this
stage -- as is clear from the ongoing churn at Water Street Market, arguably the most
favorable location for such businesses in the Downtown. Exceptions include ones that:
1) are operated by savvy, high-caliber merchants; 2) can draw as destinations while also
enjoying other sources of revenue besides the walk-in trade (e.g. online, wholesale, etc.);
and 3) benefit from low occupancy costs and flexible property owners.
- Generally speaking, the food, drink and entertainment categories discussed above are
the more important ones in the early stages of Downtown revitalization, inasmuch as they
— far more than basic services like grocery and drug stores — help in establishing the
"there, there" that then drives interest in the location as a residential address and creates
value for developers.
Put simply, in a metro like Corpus Christi, where sprawl is not constrained, one lives, or
wants to live, in a Downtown not because it has a supermarket, but rather, because it is
an exciting place to be, with attractions and energy that simply cannot be found elsewhere.
8
In the absence of such "sizzle", even the presence of a new and gleaming H -E -B would not
be enough.
"Retail follows rooftops" is an oft -quoted industry adage, and it is largely true in most
categories. The challenge with Downtown revitalization, however, is that the rooftops
themselves only materialize in response to pioneering retail. Indeed, if one were simply to
wait for the former before even tackling the latter, then the demand might never actually
arrive.
Take, as an example, the Pearl Brewery in San Antonio. When Silver Ventures initially
proceeded with the redevelopment in the early 2000's, there were no rooftops on site
or in the vicinity. Its first move was to entice local celebrity chefs to develop new dining
concepts there, followed by a new campus for the prestigious Culinary Institute of
America (CIA) and then, a weekly Farmers Market.
Today, the Pearl Brewery contains no less than fifteen restaurant and bars, along with
40,000 square feet of retail space, and it has become a premier residential address, with
300+ housing units that command the highest lease rates and sales prices in the entire
metro (in addition to several new mid -rise apartment complexes that others have
developed in the immediate vicinity).
Its success could be attributed to a number of different factors, including its owner -- a
deep -pocketed billionaire intent on developing a "legacy project" and both willing and able
to absorb early losses in the name of a longer-term vision — but there can be little doubt
that retail, food specifically, played a critical role in its evolution and residential appeal.
- In order to sustain a cluster of comparison retailers as well as improve the prospects
for restaurants and cafes, it will be necessary to land one or more daytime anchors capable
of generating large volumes of foot traffic and providing an additional day -part. Such
efforts could point to the well -located vacant land and the consolidated property
ownership, the latter theoretically offering an incentive for subsidizing "loss -leaders".
One possible anchor is a family-oriented amusement park concept, similar to what was
proposed by TRT Holdings for the Memorial Auditorium site in 2006, and far more
extensive than either Hurricane Alley Waterpark or Schlitterbahn. Such an attraction
would align with the psychographics of both visitors and metro -wide residents, and would
draw large numbers to the Downtown — nearly 500,000, in TRT's earlier estimation.
Another possible anchor is the outdoor -recreation "category killer". According to the
Corpus Christi CVB, "nature tourism" was part of nearly half of all visitor trips in 2012/13,
and yet none of the most well known operators -- Bass Pro, Cabela's and Gander
Mountain, for example -- have a presence in the Coastal Bend, leaving just the
(comparatively) limited selections at Wal-Mart, Academy Sports, Dick's Sporting Goods,
etc.
9
While their typical floor -plates of 100,000+ square feet might be too Targe for a
Downtown setting, both Bass Pro and Cabela's have started to open roughly 40,000
square foot "Outpost" stores in smaller markets (e.g. Bass Pro's new 42,000 square foot
unit in Lubbock, an MSA of 306,000 people). They typically do not gravitate to
conventional strips like S.P.I.D., and while The Outlets at Corpus Christi Bay might appeal
to them, they could also be intrigued by Downtown's more central location.
Lastly, a campus for a TAMU-CC School of Art, along with student housing, could have a
transformative impact on Downtown retail: not only would it synergize with the existing
live -music venues and art galleries, but also, it would provide support for an art supply
store (such as a Jerry's Artarama), a coffeehouse, casual eateries and perhaps even one
or two niche -specific comparison retailers (like a vintage clothier, for instance).
And while it might not offer quite the same sex appeal or spin-off potential as a university
arts program, a cosmetology and beauty academy, like the Texas-based Ogle School (with
eight locations statewide), would offer valuable training for possible careers in the salon
industry (as well as affordable haircuts for the general public) and would appeal in
particular to lower-income residents in nearby neighborhoods.
- Finally, just as each of the evolutionary phases in the revitalization process correlates
with specific categories and operators, each also corresponds to a certain quantity and
scale of retail, and disregarding such limits would likely backfire in the form of vacant
storefronts or constant turnover. In the case of Downtown Corpus Christi, there is, at
this point, only enough demand (from consumers and prospective tenants) to support the
equivalent of one walk -able business district.
This current level of demand should be concentrated, to the extent possible, in one place
-- rather than diluted across the several that exist in the study area — so as to take full
advantage of the synergistic potential of co -location. Specifically, adjacent retailers
generate cross -traffic for each other that they would not necessarily be able to attract on
their own, and more easily cohere into something marketable than if they were scattered
across a sprawling, disconnected land mass.
The precedent for retail is strongest, and the catalytic potential seemingly greatest, in the
Downtown core itself, which, with Chaparral Street and the adjoining side streets, can
still point to a compact, walk -able, largely intact storefront fabric with historic and
symbolic resonance. And with its cluster of dining and nightlife draws, its collection of
hotels, its proximity to the Uptown office district and its potential for new housing, it can
also offer a greater level of diversity and consistency in its consumer demand.
Of course, with most of the visitor attractions located to the north, additional food, drink
and entertainment uses might be possible there as well, particularly in the SEA District.
That, however, would first require the creation of new inventory, which would likely
assume a more isolated and disconnected form -- similar to the attractions themselves —
and which would present formidable competition to (and amount to an abandonment of)
the core.
10
- Within the core itself, Chaparral Street should be the top priority: as the most
identifiable street in the Downtown and, with the recent streetscape improvements, also
the most attractive and walk -able, its progress — both real and perceived -- will have the
greatest bearing on Downtown's overall brand. Focusing efforts there would also serve
to reinforce and protect such public investments as well as private ventures like The
Cosmopolitan.
And in terms of the consumer, Chaparral Street is the most central of the core's north -
south thoroughfares, and therefore, the most convenient for its various sub -markets. For
while Shoreline Boulevard can offer the bay -front, and Water Street, visibility and access
to the motorist, a Chaparral location is able to capitalize on proximity to and provide an
added amenity for the daytime workers in Uptown, while, at least on one side, also
enjoying Water Street frontage (a la Water Street Market).
- Again, a strategy of prioritizing the core and Chaparral Street makes sense for
Downtown Corpus Christi in the current stage of its evolution, but as the demand
fundamentals improve, as the residential population grows and new daytime anchors are
added, other districts could become more viable for retail. For now, though, these other
districts are more appropriately designated for other (equally critical) uses and initiatives.
In the meantime, the retail mix in each should be limited to what exists today, and perhaps,
a few other ancillary businesses that would not weaken tenant demand for or reduce
consumer expenditure in the core. For example, the Uptown intersection of Leopard
Street and Staples Street, near the City Hall, the County Courthouse and soon, the RTA's
new Staples Street Center, would be suitable, say, for additional quick -service food and
beverage operators like Subway, Dunkin Donuts or even a Huddle House.
- In terms of specific blocks and sites, the approach should be one of building from existing
strengths, with near-term tenanting should focus on: I) available spaces along the stretch
of Chaparral Street from William to Schatzell, leveraging both the Water Street Market
and The Cosmopolitan; 2) storefronts on intersecting side streets headed towards
Uptown, including William, Schatzell and Peoples, from Chaparral to Mesquite; and 3)
mobile retailing opportunities for La Retama Park.
In the medium term, tenanting efforts would encompass new Chaparral Street inventory
created by the redevelopment of now -vacant building and sites (first initiated in the near
term), including: I) the Ward Building; 2) the Greyhound Bus Station; and 3) the parcels
currently owned by TRT Holdings at the northern end of the existing fabric. The leasing
climate north of Schatzell should start to improve once there is a clear and positive
direction for the future of these last two.
IV. Next Steps
- Retail tenanting in a struggling Downtown requires a fundamentally different mindset.
Unlike most suburban shopping centers, it does not necessarily sell itself. For this reason,
11
simply posting a "For Lease" sign and then waiting for tenants to discover the opportunity
on their own — the sort of reactive approach taken by most developers, landlords and
brokers -- is often not enough, especially if the goal is not just to fill space but also, to
catalyze broader revitalization.
There is a need, then, for a more proactive effort, one that recognizes the true balance -
of -power in this small corner of retail leasing — that the buyer, not the seller, is the one
with all of the leverage — and that it therefore falls to the property owner (or its
representative or advocate) to take the case directly and forcefully to the tenant, offering
a convincing argument for why Downtown should be on its radar screen, with both a
compelling pitch as well as other inducements, financial or otherwise.
- The DMD assumes a pivotal role in this regard. Not only can it point to an energetic
executive director with a background in real estate development — especially important
in light of the relatively weak corporate presence in Downtown -- but also, as a property
and business organization with a place -specific (versus a city- or metro -wide) mandate, it
can more easily sidestep messy political dynamics that could potentially derail such efforts.
Specifically, it is the DMD that should take the lead on the retail strategy outlined here,
advocating on behalf of (or in opposition to) specific tenancies and uses; serving as their
"concierge" or middleman with the City and other stakeholders (when necessary);
lobbying for other broader initiatives and investments that might be necessary; and, more
generally, providing a level of reassurance to prospective tenants and existing merchants
that, like a shopping center manager, someone is "minding the store" and protecting their
interests.
Obviously the DMD does not have much actual leverage in this arena, but it can gain some
clout by partnering closely with the public sector, which might have to remain behind the
scenes for political reasons but which could align its various "carrots" and "sticks" — like,
for instance, modestly sized forgivable loans for build -out assistance (below), expedited
"fast-track" permitting, etc. — with the tenanting strategy outlined here.
The DMD should also look to develop and strengthen relationships with the sub -set of
property owners that are for various reasons incentivized to take a broader approach to
retail leasing and might consider one or more "loss -leaders". These include landlords that
have a larger portfolio and stake in the Downtown, that can appreciate the value of street -
level tenanting in driving premiums on the (more profitable) uses upstairs, and/or that
retain a sentimental attachment to the district and the city.
- The DMD should position itself as an information clearinghouse, offering — with a
separate link on its website as well as in print form (below) -- hard -to -find data points
that retailers and brokers cannot easily obtain on their own, including a comprehensive
inventory of available (and soon -to -be -available) spaces, details on individual sub -markets
(e.g. visitors) and demand generators (e.g. live -music venues), testimonials from existing
merchants, news on future developments and improvements, etc.
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The print format would offer more than just information: a professionally developed and
designed brochure that challenges prevailing assumptions about Downtown retail and
reframes the opportunity through a combination of creative data mining, coherent
narrative and visual flourish, it would serve as a useful tool to landlords and brokers,
particularly those ones educated in the "post -a -sign -and -wait -for -calls" school of retail
leasing.
The DMD is also prepared to take its role one step further by signing master leases for
the ground -floor retail space in new mixed-use project(s), and then proceeding to
"curate" the tenant mixes there by actively pursuing desired tenancies and offering below-
market rents. Yet as much as this might be needed, and although the public / non-profit
sector must be willing at this stage in Downtown's evolution to take high-risk positions
until private interests are ready to do so, it would be breaking new ground for a BID,
especially a fledgling and capacity -challenged one like the DMD.
- Incentivizing retail, it might be argued, amounts to an attempt to "skip" certain stages in
the revitalization process. As already discussed, this typically backfires, at least when the
purpose is to overcome inadequate consumer demand, for the recipient, upon draining
the full amount, will still likely fall victim to the limitations of the market. (And ongoing
operating support is never recommended, given the risk of protecting lousy merchants
and creating the conditions for "moral hazard").
Incentives can play a critical role, however, if the goal is to overcome risk aversion on the
tenant side. Of course, subsidies should not be offered in categories where the consumer
demand simply does not yet exist, but in ones where the findings have revealed nearer -
term potential (above) and where the reluctance is driven by other factors, like perception
or undercapitalization, such assistance actually helps to facilitate latent (yet very real)
market opportunities.
One might argue that certain categories warrant exceptions to this general approach, like,
for instance, art galleries and studios, which, irrespective of their ability to generate sales,
could help in changing perceptions about Downtown. However, while this might be true,
other sources of financial support are presumably available for such uses, particularly if
they are run as non -profits or, for that matter, sponsored by a new TAMU-CC School of
Art (see above).
- There is precedent for Corpus Christi to make use of so-called Chapter 380 agreements
in pursuing catalytic anchors for its Downtown: as just one example, Fort Worth -based
Trademark received $23 million in tax incentives for the renovation and expansion of the
old Padre Staples Mall (now, La Palmera). This practice is well established across Texas:
indeed, one of Corpus Christi's competitors for new development, the City of Robstown,
is providing $38 million to the developers of The Outlets at Corpus Christi Bay.
There is also the need, however, for a separate incentive geared towards early-stage
entrepreneurs, perhaps using "Type A" funds. In addition to the existing Facade
Improvement Grant program, modestly sized forgivable loans should be offered to help
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defray the build -out costs incurred by small businesses, including not just prospects
considering a new location but also, current merchants looking to improve or expand
their operations.
The availability of such funding can be critical: many landlords assume that a period of free
rent is sufficient, but this presupposes that the entrepreneur can still somehow front
amounts in the tens or hundreds of thousands. And while some continue to view an
inability to secure start-up capital as a red flag of sorts, the recent revolution in micro -
scaled retail and food service has shown how undercapitalization is not necessarily an
indication of business acumen or a predictor of success.
Finally, in light of the complicated political dynamics surrounding growth and development
in Corpus Christi, this incentive pool should be funded by the established TIRZ that is
specific to the Downtown, jointly administered by both the City and the DMD but with
the latter as the "front man". And again, such monies should be used as "carrots" to
incentivize businesses and locations that have been prioritized in the tenanting strategy
(above).
- Of course, retail revitalization in a Downtown setting is not only or even primarily a
function of consumer demand and tenant attraction: it requires a far more comprehensive
approach encompassing initiatives and improvements in a broad range of areas, and while
the DMD can and should take a leadership role in championing and coordinating what
needs to happen, much of it will ultimately depend on support from and collaboration
between a host of other entities and stakeholders.
Given, for example, the weak connectivity between Downtown's various districts, it will
be especially important not just to establish and reinforce links to the extent possible —
for pedestrians between the core and Uptown, for motorists negotiating the new Harbor
Bridge, etc. — but also, to ensure and expand direct, relatively fast and frequent transit
alternatives that provide access to key consumer sub -markets, such as out-of-town
tourists.
Another critical piece is personal safety. Even this element, however, is more complicated
than it seems. Of course the DMD will be playing a "clean -and -safe" function, but
perceptions are also influenced by various other factors, including the cosmetics of
building facades, the age of store signage, the condition of basic infrastructure, the design
and programming of public spaces, even the communication protocols in crisis situations.
And while retail can, as explained earlier, play a pivotal role in growing rooftops and
catalyzing revitalization, ultimately its performance will hinge on the markets for these
other uses. Demand, for example, could exist for new housing but if the numbers do not
pencil or the price point is not right, it will not materialize. And on a macro level,
structural forces impacting the larger economy or certain industries (e.g. oil and gas) could
accelerate, slow or halt the process.
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In other words, retail revitalization, especially in a Downtown setting, is a marathon, not
a sprint. Even in the frothiest of markets, there are countless variables and potential
roadblocks, and there will be disappointments and setbacks. Furthermore, the only
constant about retail is that it changes, constantly. Yet while staying the course carries
no guarantee of a successful outcome, refusing to resolve upon one or failing to stick with
it is more likely to result in failure.
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