Amended Ordinance - Corpus Christi Downtown Area Development Plan
Amended Ordinance - Corpus Christi Downtown Area Development Plan
Amended Ordinance - Corpus Christi Downtown Area Development 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, 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.
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ordinance #029842 on May 28, 2013 is hereby rescinded.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 II roadway improvements (Cooper's
Alley to I-37—3,250 lf); convert 2 lanes to parking and/or public space” Infrastructure
initiative from pages 48 and 49, including: vision themes, priority policy initiatives and
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 ordinance was read for the first time and passed to its second
reading on this the _____ day of ___________, 2018, by the following vote:
That the foregoing ordinance was read for the second time and passed finally on this
the _______ day of _______________, 2018, by the following vote:
ATTEST:
________________________________ _________________________
Rebecca Huerta Joe McComb
City Secretary Mayor
DRAFT
downtown
area development plan
CORPUS CHRISTI
EXHIBIT A
DRAFT
Acknowledgements
ADVISORY COMMITTEE MEMBERS
EXHIBIT A
DRAFT
EXHIBIT A
DRAFT
CONTENTS
1
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..................................................................................................................................... 12
2
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
3
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
4
SEA District...............................................................................................................................................78
North Beach...............................................................................................................................................84
5. Transportation.....................................................................................................................................97
Harbor Bridge opportunities...............................................................................................................98
5
Downtown area access improvements.......................................................................................... 100
Transit alternatives............................................................................................................................. 102
Parking management........................................................................................................................... 104
Appendix
A. Real estate market analysis documents for housing, office, hotel and retail
[available separately]
Introduction
A new era of opportunity in Corpus Christi
T
he 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.
and explore accessible, welcoming waterfront major driver of downtown development nation- DOWNTOWN AREA DEVELOPMENT OFFERS
activities that all support each other. The Down- ally) is beginning to take root downtown, there CITY-WIDE BENEFITS
town Area has always been and remains a key is significant work to do to tap the full potential Downtown Area destinations matter signifi-
driver of Corpus Christi’s identity. It has the that downtown offers as a housing location. This cantly to the local and regional economies—par-
greatest opportunity in a generation to become a plan, therefore, focuses on the actions that can ticularly visitor attractions located within the
much deeper source of community life and pride. most effectively diminish the challenges posed SEA District and North Beach. In 2014, approx-
by the Downtown Area and open up invest- imately 2,750,000 people flocked to the Texas
CHALLENGES TO OVERCOME ment—particularly private investment—that is State Aquarium, USS Lexington, Convention
The Downtown Area has notable strengths but naturally attracted by the downtown’s assets. Center, Art Museum, Museum of Science and
it continues to struggle to attract development Downtowns are inherently complex places, History, Whataburger Field, and Hurricane Alley,
and businesses due to low foot traffic, a phys- and a plan helps organize the actions of many an increase of 47% in just three years. These
ical environment designed more for cars than people around common purposes to draw great attractions, together with the Downtown Area’s
people, rent levels too low to justify redevel- value from a downtown’s intensity of activity. nearly 40% share of Corpus Christi hotel rooms,
opment costs, unpredictable status of various Downtown Corpus Christi already has many anchor citywide visitor destination spending
infrastructure and development projects, some stakeholders who are taking important actions that exceeded $1.2 billion and provided an
challenging adjacencies to industrial activity, toward well-conceived goals, but who also could overall economic impact of over $1.5 billion for
perceived lack of safety or cleanliness in places, achieve more, sooner, through increased coordi- each fiscal year 2012 and 2013. This infusion of
and a traditional office-dominated identity that nation of these actions. Thus the Downtown Area outside spending continues to grow. The tour-
does not reflect the much more diverse activity Development Plan emphasizes “how” to get things ism industry supported almost 29,000 local jobs
and market opportunities available today. While done, as much as “what” gets done. either directly or indirectly in 2013.1
there are signs that residential development (a
1 Source: Email correspondence with Corpus Christi Convention and
Visitors Bureau, March 12, 2015
Uptown ST
Marina Arts
I-37 HUA
N.T
AN
CA
District
N. CARANCAHUA
BR
Opportunity to change streets OA
and roadways to improve Existing Harbor Bridge approach DW
Downtown Area connections to be removed and replaced with AY
and development areas traditional streets and blocks
ST
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).
The Downtown Area offers broader quality of life A MARKET-DRIVEN PLAN: SETTING THE growth in downtown housing has been a key
benefits to Corpus Christi as well. Besides the STAGE FOR PRIVATE SECTOR INVESTMENT driver of downtown revitalization efforts across
signature visitor destinations highlighted above, A key foundation of the DADP planning process the country, and the potential for Corpus Chris-
the area’s beaches, parks, marina, restaurants, art has been an assessment of the downtown’s mar- ti to benefit from this trend is very strong. The
centers, churches and other amenities enrich life ket potential to attract new private sector invest- Downtown Area already attracts existing Corpus
for residents on a daily basis. As the Downtown ment. These analyses have identified significant Christi residents as well as people living outside
Area gains a stronger dimension as a neighbor- opportunities for downtown growth and devel- the city (and region) who are looking to relocate
hood—while continuing to be a hub of business opment, provided that some key barriers can be to a downtown setting with high quality of life
and tourism—the added residential character eliminated. The DAPD outlines the opportunities and walkable destinations. This interest comes
will raise the value of the Downtown Area not and presents strategies to remove the barriers to from a wide spectrum of household income lev-
just as a place to live, but also to work, learn and capturing this growth. els. Yet today there are relatively few good quality
play. Downtown can offer housing options and a options for living in the Downtown Area, wheth-
type of neighborhood environment not currently Analyses of Downtown Area’s residential, office, er at market-rate or more affordable rent levels.
available in other Corpus Christi neighborhoods, hotel, and retail real estate market potential—
helping the city attract and retain a more diverse conducted as part of citywide market analysis for • There is market potential in the Downtown
workforce with a broad range of skills. This will Plan CC—shape the DADP’s plan of action. New Area for 1,850 market-rate apartment and
further enhance quality of life and economic housing offers by far the strongest invest- townhouse housing units over the next
opportunity for the whole city. ment opportunity. This is significant because five to seven years—primarily multi-family
such as the South Padre Island Drive (SH 358) community there, downtown offers students an
and other auto-oriented locations, the Down- attractive location for studying and living, and
town Area offers Corpus Christi’s strongest the program operates independently of the main
concentration of dining and nightlife des- campus. The university has explored potential
tinations. Numerous choices for live music to place the arts program downtown in reno-
and unique, locally-owned venues set the Down- vated or leased space in the past, but has not
town Area apart as a destination for locals and yet acted on this goal due to cost challenges. A
visitors alike. Growth opportunities include: collaborative effort between the university, city
>> Small (100-person) and mid-sized and/or downtown property owners to overcome
(1,000-person) live music venues; these challenges is encouraged, as the program’s
>> Nightlife with an added “twist” such as bowl- presence downtown would yield value not only
ing, dueling pianos or an arcade; to for the university and its students, but also
>> Destination dining, especially restaurants for downtown as an additional arts partner and
North Beach daytime center of activity.
that are regionally-based or have just one
Corpus Christi location; and
>> Mobile retail, such as food trucks Downtown investment in development, programs
• A growing residential population will also help and infrastructure is happening at its highest level
diversify Downtown Area retail to include new in decades and sets the stage for a substantially
choices—appealing to residential, worker and higher level of investment capitalizing on the mar-
visitor markets alike—such as a drugstore, ket opportunities described above. Demonstrating
limited-assortment grocer, family restaurant/ Corpus Christi’s Downtown Area housing market
diner, discount variety store, coffee house, potential, ongoing or recently completed down-
and other specialized services. There is also town housing development has added 615 new
untapped market potential for several poten- market-rate units, between the Cosmopolitan,
North Beach Gateway tial destinations that could serve as valuable Atlantic Lofts, Nueces Lofts, Bay Vista, and Bay
daytime anchors: an outdoor outfitter, a fami- Vista Pointe. Other initiatives in the Downtown
besides these proposed projects is not antic- ly-themed amusement destination (in addition Area that reflect market interest include new boat
ipated in the near term. However, additional to Hurricane Alley Waterpark), and an art slips at the marina, Bayfront Inn redevelopment
hotel development proposals in the Downtown supply store (if Texas A&M-Corpus Christi’s and a new hotel on Shoreline Boulevard, addition-
Area should be welcomed if market demand Master of Fine Arts program locates down- al hotel development planned in the SEA district,
for them can be demonstrated. A convention town; see below). the new Corpus Christi Regional Transportation
hotel supporting the American Bank Center is • Relocating the Master of Fine Arts program Authority transportation center in Uptown, Texas
desired as a strategic resource to expand the of Texas A&M-Corpus Christi downtown State Aquarium’s $60 million expansion in North
visitor economy. represents another valuable development or Beach, and community enthusiasm for park im-
• Downtown Area retail and entertainment tenanting opportunity. This graduate-level provements along the former Shoreline Boulevard
offerings have a distinct and deepening market program would be particularly well suited right-of-way and Sherrill and McCaughan Parks.
niche. While shopping in Corpus Christi is pri- to a downtown location because faculty and
marily driven by areas outside the downtown, students can connect with the established arts
THE DADP ALIGNS CLOSELY WITH PLAN CC VISION ELEMENT THE DADP SUPPORTS THE VISION BY:
CORPUS CHRISTI’S CITYWIDE PLAN
Our broadly diversified • Supporting Downtown Area business growth with more attractive,
economy provides walkable settings for tourism, dining, office-inclined industries, and
The Downtown Area Development Plan
opportunity for all. other business activities.
(DADP) was created in parallel with the Plan
• Helping attract and retain skilled workforce by substantially
CC Comprehensive Plan for all of Corpus
expanding the number and variety of Downtown Area housing
Christi, so that both plans, and the com- options—featuring qualities and amenities not available in other
munity conversations that informed them, portions of the City.
shared a common base of information,
ideas, priorities and initiatives. The table at Modernized city services • Identifying priority infrastructure investments that can be cost-
right highlights key elements of the Plan and systems support effectively paced with market-driven real estate development.
growth and vitality in all
CC Vision in the left column, and how the • Applying updated TIRZ incentive policy to help fund infrastructure
parts of the city.
DADP supports these in the right column. investments.
• Getting more out of existing streets and parking through new man
agement partnerships and better public information.
Stewardship of our • Improving access to, and appreciation of, the bayfront and destina
natural heritage and tion parks by filling gaps in the Downtown Area’s remarkable park
green-space networks and pathway network
strengthens our unique
• Encouraging sustainable building design and preservation
character and supports
techniques through downtown area development incentives.
resilience.
T
he DADP comes out of a City-led, the foundation of understanding regarding the Bridge relocation opportunities and challenges,
8-month process of comprehensive challenges and opportunities in Corpus Christi. and met regularly with the local R/UDAT ad-
and intensive public outreach. Early Relevant input from meetings conducted for visory group on an ongoing basis to integrate
interviews with City leaders and key the broader Plan CC Comprehensive Plan was its goals and ideas with the DADP. A series of
Downtown Area community stakeholders, studied. The downtown planning team partic- open public meetings were held in November
neighborhood associations, business owners, ipated in the Regional/Urban Design Assis- 2014, February 2015, and April 2015 along with
land owners, developers, and citizens provided tance Team (R/UDAT) event exploring Harbor a diversity of walking tours and open houses
in which public input and discussions were
facilitated and recorded around key topics such
KEY INPUT FROM
as Vision and Strategies, Market and Econom-
CITIZENS OF CORPUS ics, and Transportation. Information about the
CHRISTI DURING THE meetings was advertised through print and
DADP PROCESS social media outlets as well as the Plan CC
• The Downtown website. A Steering Committee and Advisory
Area should be NOVEMBER 2014—Presentation of purpose and goals of the study with analysis Committee were formed at the outset to guide
safe, vibrant, and of opportunities and challenges for the Downtown Areas as well as presentation of the City and its consultants towards the rec-
connected residential market potential, followed by breakout groups and report backs on DADP ommendations in this report.
districts, themes, and priorities.
• Distinctive
portions of the A number of ongoing or earlier plan documents
Downtown Area provided a strong foundation for the Down-
should have their town Area Development Plan. The DADP builds
own character and on these plans while incorporating new think-
identity ing around specific implementation actions
that will create transformative change.
• The Downtown
Area should be FEBRUARY 2015—Presentation of Draft Vision and Strategies, Office and Hotel • HARBOR BRIDGE RELOCATION (ongoing)—The
walkable and Market, Development Economics, and Transportation findings, followed by discussion Harbor Bridge relocation is a long-term
inviting, and groups around the presentation topics.
represent the heart plan to replace the Harbor Bridge and
of Corpus Christi reconstruction of portions of US 181, I-37,
and the Crosstown Expressway to address
• The Downtown safety and structural deficiencies as well
Area Development as navigational limitations for the Port. The
Plan should focus redesign will change access routes to/from
on enabling real, North Beach, SEA District, the Northside, and
visible investment.
Downtown and transform downtown Corpus
MAY 2015—Presentation of draft DADP recommendations derived from public dis- Christi. This project is one of the key cata-
cussions and stakeholder input to receive final comments in anticipation of creating lysts that drives the need for the DADP.
the final DADP for Corpus Christi City Council review and approval.
• NORTHSIDE LIVABILITY PLAN (2014–Ongoing)—The and techniques is presented as well as perfor- City, County, and Del Mar College on the taxable
Northside Livability Plan is an ongoing initia- mance measures and implementation priorities property value increment within the zone.
tive being led by TxDOT and supporting Fed- for certain areas of the City. In 2016, the City • CORPUS CHRISTI DOWNTOWN VISION PLAN (2008)—
eral agencies HUD and DOT, to ensure that the adopted the Corpus Christi Metropolitan Planning The Downtown Vision Plan focused on housing
Harbor Bridge project incorporates mitigation Organization (CCMPO) Strategic Plan for Active and retail along walkable streets along Chapar-
measures for impacted neighborhoods. To-date, Mobility, Phase 1: Bicycle Mobility Plan as a com- ral, Peoples and Schatzel. Chaparral, marina, and
a number of public meetings have been held for ponent of Mobility CC to provide an integral plan hotel connectivity was emphasized. The DADP
community input. for the community intended to foster cycling as a promotes a similar approach to the Downtown
• R/UDAT STUDY FOR THE SEA DISTRICT (2014)—The meaningful transportation alternative for riders district, with specific priority development par-
Regional/Urban Design Assistance Team (R/ of diverse abilities. cels and public policy incentive approaches to
UDAT) was an initiation of the American Institute • CITY’S CAPITAL BOND PROGRAM (2012–2016)—The implement the recommendations.
of Architects (AIA) and continues through the City’s capital bond program continues to provide • CORPUS CHRISTI DOWNTOWN MANAGEMENT DIS-
work of the local R/UDAT Steering Committee. tangible improvements to streets and utilities TRICT (DMD) THREE-YEAR STRATEGIC PLAN (2015)—
Recommendations for reconnecting district and throughout the city. With over 40 projects in de- This plan leverages new leadership and part-
streets, adding new street segments, streets- sign, bidding, or construction, the Bond program nerships to expand the DMD’s success in making
cape improvements and walkable infill develop- is a visible, voter approved program that has Downtown a better place to visit, do business
ment were promoted in the R/UDAT plan and are shown results both within the DADP focus area and live. It charts clear priorities and initiatives
similarly reinforced in the DADP study. and beyond. The DADP suggests future recom- supporting cleanliness, business recruitment
• UNIFIED DEVELOPMENT CODE (2011)—Approved in mendations and priorities to focus public dollars and support, development, community events,
2011, the UDC is a comprehensive planning and and aims to leverage these public investments and other elements critical to making the most
zoning document with overlay districts that to catalyze private development initiatives wher- of all Downtown has to offer.
replaced the City’s older zoning code and other ever possible. • IMPLEMENTATION PLAN FOR THE HILLCREST/WASH-
standards to ensure that growth and develop- • NORTH BEACH DEVELOPMENT PLAN (2011)—Major INGTON-COLES REDEVELOPMENT PLAN (2009)—This
ment meets certain land use and architectural themes in the North Beach plan included a beach plan illustrates vision goals expressed by the
standards in Corpus Christi. The UDC will play an walk and restoration of natural areas, including a Hillcrest community.
important role in the rational implementation of native, water receiving landscape for the Surf- • TRANSIT PLAN 20/20—CCRTA’s Five-Year Transit
development as recommended in the DADP as side/Timon Boulevard median, all themes that Plan, was completed in October 2016 for the
well as Plan CC. are reflected in the DADP. A focus of the DADP is dual-purpose of evaluating current bus ser-
• CENTRAL BUSINESS DEVELOPMENT PLAN (2013)— to ensure integration and connectivity between vice performance and formulating bus service
This work promoted a walkable, mixed-use North Beach, the SEA District, and Downtown improvements through year 2020. The plan in-
range of development in the downtown, with an with the future Harbor Bridge relocation project. cludes prioritized short-term bus service recom-
expanded range of accessible affordable housing • TAX INCREMENT REINVESTMENT ZONE (TIRZ) mendations to increase ridership while meeting
options. A recreational path and water access (2008–Ongoing)—The TIRZ district #3 specifically the needs of the Coastal Bend region. Phase 1
network was proposed, similar to updated ideas geared to Downtown was established in 2008 as recommendations, which included six new bus
included in the DADP. part of a broader range of Tax Increment Financ- routes, 12 modified routes, and one discontinued
• MOBILITYCC (2013, updated 2016)—MobilityCC is ing Districts (TIF). The zone includes approxi- route, was implemented in January 2017. Ad-
the transportation component of Corpus Christi’s mately 856 acres and captures the SEA District ditionally, an in-depth analysis of CCRTA fares
comprehensive plan and provides a framework and Downtown as far west as Tancahua Street under five phased scenarios was completed to
for the interrelated transportation elements of and as far south as Morgan Avenue. The pri- further increase public transportation options
the plan in terms of design, standards, opera- mary revenue source for the zone will be funds and sustainability.
tions, and maintenance. A tool box of features contributed from property tax collections of the
Focus infrastructure investments Actively manage event traffic. Intensify destination arts and retail
4 to maximize leverage of private
sector investment. Coordinate
6 During major events, some streets are
clogged with traffic while others are
8 programming. The Downtown Area is
the heart of Corpus Christi’s cultural
improvements closely with known development underutilized. Provide audiences more and culinary scene. Raise the profile of this
projects—when and where necessary. Corpus information on access route options, and add amenity with additional, and more visible,
Christi has invested in high-quality street and reasons to come early and stay late, to spread out programming of arts, music, food, recreation and
park infrastructure along Shoreline Boulevard traffic over more area and time, ensuring conve- other activities serving the city and its visitors.
and Chaparral Street. Before undertaking other nient access for all.
large infrastructure projects, focus on enabling
the development that has been attracted by past Fill missing links in Corpus Chris-
investments.
7
Transform old Harbor Bridge
infrastructure to connect districts 9 ti’s signature waterfront park and
path network. Take advantage of the
and the bay with walkable develop- New Harbor Bridge project and several smaller,
Organize parking at district scale to ment and access. Removal of obsolete highway near-term opportunities to knit together Corpus
5 increase convenience and efficien-
cy. The Downtown Area needs enough
infrastructure will enable new streets and
development to connect Uptown, Washing-
Christi’s Bayfront Marina, parks and paths into a
highly accessible system serving residents,
conveniently located parking to satisfy market ton-Coles, SEA District and Marina Arts District workers and visitors.
demand, but not so much that the land and in ways that create more cohesive sense of place,
funding needs of parking get in the way of greater market opportunity and a more connect-
high-value development. Make the most of every ed community. Install street trees, pathways and Create clean, safe, welcoming
parking space through parking management that
lets an office worker’s daytime parking space
signage to create much more welcoming ap-
proaches to North Beach. 10 places. Maintain streets, parks and
other public places to be consistently
serve a resident, hotel guest or concertgoer in the clean and attractive. Expand partnership
evening or weekend. between the City, property and business owners,
residents, and district management to encourage
good stewardship of downtown’s public places.
WORKING TOGETHER
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
16 | P L A N CC D OW N TOWN AREA DEV ELO PMEN T PL AN | O CTO B ER 1 7, 2 01 7 EXHIBIT
momentum Aadditional actions that will further enhance the Downtown Area.
to spur
2
DRAFT
D
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.
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.
Enc
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VIS rke
t-d m ple onn , w ate
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ect
n
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INITIATIVES S nt. ice
s. o r p
k. rk a o d s. y. to
initiative
1
flexible, effective options serving the different incentive needs
of different projects.
RESPONSIBILITY
KEY ELEMENTS
City Business Liaison, TIRZ #3 board
• Complete and apply a project plan for TIRZ #3 TIRZ area as additional projects are developed. RESOURCES
that requires applicants to demonstrate finan- This helps to maintain and increase value of all
Established City operations, TIRZ revenues
cial need and consistency with DADP goals, properties.
and offers incentives in several forms that can • Once an efficient, effective means of managing TIMEFRAME
be tailored to specific project needs. These TIRZ #3 is in place, consider creating addi- Policy updates were completed within one year.
different forms should include tax rebates of tional TIRZ area in the downtown study area Implementation ongoing
variable duration, and infrastructure including in places where redevelopment is especially
utilities and street improvements. See also desired. As a first priority, consider extend-
TIRZ #3 funding priorities under Initiative 4. ing TIRZ #3 to include the Agnes and Laredo
• Assess project financial need through third Street corridors, to promote reinvestment MOMENTUM
> TIRZ #3 Project Plan updated and
party professional evaluators. Establish a along these important downtown gateways.
implemented
means for discussing project financial need Establishing a North Beach TIRZ should also
and appropriate incentive packages with appli- be considered. > Nine projects have advanced in 18
months thanks to TIRZ #3 incentives.
cants in confidence (using real estate finance • Suspend use of the city’s established tax abate-
professionals not on city staff or the TIRZ ment program in the TIRZ #3 area, where it
board), and then providing recommendations undermines TIRZ resources. Instead, focus
to the TIRZ board for review and approval. the tax abatement program in areas outside
• Develop and adopt design guidelines for new TIRZ #3, where it will offer greater value (see
projects in TIRZ #3. Examples of such guide- Initiative 2). Inside TIRZ #3, TIRZ-funded
lines are included in Chapter 4 of the Down- tax rebates can offer equal or greater value to
town Area Development Plan. These reason- development projects than the tax abatement
able design standards provide investors a program.
predictable context for project review, and help
ensure continued design quality across the
TIRZ #3
initiative
2
neighborhoods with new jobs and mixed-income housing.
RESPONSIBILITY
KEY ELEMENTS
City manager’s office, with support from EDC and
• Explicitly expand tax abatement eligibility to • Consider applying the Downtown Area Devel- Type A/B board
non-convention center hotels, multi-tenant of- opment Plan’s Design Guidelines to any project RESOURCES
fice buildings, and full tax abatement levels for receiving tax abatement incentives. As for
Established City operations
small businesses with as few as 20 employees. the TIRZ #3 area, applying design guidelines
• Focus tax abatement and other non-TIRZ will make the project approval process more TIMEFRAME
incentives (such as fee waivers, Type A/B predictable, and will encourage quality develop- Apply updated policy within one year
funds, Affordable Housing Trust funds, or ment throughout the study area, help maintain
sale of surplus public land at reduced cost) on and increase property value over time. • Update and consolidate information on devel-
areas outside of TIRZ #3, to avoid redundancy • Utilize additional resources to help make opment incentives, to make the full range of
or conflicts. (TIRZ #3 can independently fund possible the development, renovation and policies and choices clear to developers, prop-
tax rebates—equivalent in effect to tax abate- preservation of affordable/workforce housing erty owners and others interested in making
ment—and targeted infrastructure improve- serving a broad spectrum of incomes. Current investments. This should begin with a collab-
ments to support eligible development within and potential resources include: orative effort between the City and the Corpus
its boundary.) >> Type A/B funds. Continue to utilize Type Christi Regional Economic Development
• To leverage the greater impacts possible with A/B funding to help create new multifamily Corporation to update information available
revitalization projects that are concentrated housing options at below-market rates to online, and to designate a single, consistent
within compact areas, prioritize provision address demand from households. As one point of contact for comprehensive informa-
of tax abatement to projects in areas that are potential use, consider funding property tion. It should also extend to partnerships with
highly visible, accessible, and include a num- acquisition for new housing construction, in local community organizations (such as the
ber of large parcels with revitalization poten- coordination with Initiative 3. Uptown Neighborhood Initiative and Down-
tial and multiple owners. >> Corpus Christi Affordable Housing Trust. town Management District) and other entities
• A base level of tax abatement may be offered This new lending entity would utilize Cor- who can help connect potential developers
to any proposed project consistent with DADP pus Christi Finance Corporation Bonds to with these resources.
goals, but higher levels of tax abatement provide low-interest financing and permit
should be offered only to applicants demon- fee waivers to affordable/workforce housing
strating financial need for it. Determine finan- development projects.
cial need through the approach recommended >> Neighborhood Empowerment Zones.
for TIRZ #3. These zones may be created as priority areas
to offer tax abatement, fee waivers and/or
other development incentives.
TIRZ #3
initiative
3
underutilized properties.
RESPONSIBILITY
KEY ELEMENTS
City Business Liaison, with support from DMD, UNI
Target privately-owned property by proactive- • Encourage reinvestment in privately-owned and/or other area improvement entities for outreach
ly contacting property and business owners to vacant buildings or lots in prominent areas. to private property owners, and from REDC, city-af-
highlight market potential, incentive policies, re- Inform owners of real estate market analysis filiated housing corporations or other appropriate
cent and planned public infrastructure improve- findings, TIRZ #3 incentives, and the predict- entities for strategic land acquisition, holding and
ments, and other DADP elements that establish able framework provided this plan and its sale.
a more predictable and beneficial setting for guidelines. Encourage property sale or part- RESOURCES
investment. To the extent possible, task DMD, nering to tap developer expertise with new
Operations through established funding streams for
UNI or other locally-focused agents to conduct market opportunities.
City staff and area improvement entities; property
this outreach to maximize impact. • Establish Vacant Building Registry to assist
acquisition through Type A/B funds or other strate-
• Target underutilized publicly-owned property with identifying opportunities for investment.
gic economic development sources (and ultimately
by offering it for sale to private developers for • Where extended vacancy is anticipated, seek
revolving funds through sale of parcels).
development of specific projects that support opportunity for temporary “pop-up” program-
DADP goals. Time these sales to when devel- ming of vacant lots and storefronts, by arts or TIMEFRAME
opment is favorable due to market conditions, recreation organizations or other entities. Apply updated policy within 1 year.
completed infrastructure improvements, or • Explore opportunities to expand Heritage Park
other factors. and other areas as an opportunity to improve
our Convention market reach with outdoor
programming space and to protect the viability MOMENTUM
Nueces County has attracted a
of existing public facilities and investments. 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.
24 | P L A N CC D OW N TOWN AREA DEV ELO PMEN T PL AN | O CTO B ER 1 7, 201 7 EXHIBIT A
Potential Redevelopment Sites DRAFT
PRIORITY POLICY INITIATIVES AND IMPLEMENTATION | How to build the Downtown Area vision
Existing
Harbor Bridge
Future
Harbor Bridge
alignment
initiative
4
that are timed and located together with private investment.
RESPONSIBILITY
KEY ELEMENTS
City Business Liaison, TIRZ #3 board, City Engi-
• Pace City investment in streets, parks, utilities, and funding for new bridge, street, multi-use neering Department, and City Planning staff with
parking and other infrastructure in parallel path and park infrastructure (associated support from area stakeholder organizations such
with private development projects. See pages with the New Harbor Bridge and areas where as DMD, and community organizations; and from
48–49 for priority infrastructure invest- the existing Harbor Bridge and its approach partner agencies building and using infrastructure
ments in the downtown study area. Integrate streets will be removed) to ensure these in- including the Texas Department of Transportation,
appropriate priorities and concepts developed vestments fully support DADP goals. See also CCRTA and Port of Corpus Christi.
by stakeholders such as the Downtown Man- Initiative 7. RESOURCES
agement District. Include North Beach water • Minimize any adverse impact on area prop- TIRZ #3 funds; City and grant-sourced capital im-
service upgrades where needed. Unless there erties and businesses from infrastructure provement funds; Federal and state transportation
is clear immediate need or benefit for improve- construction by: funding associated with the New Harbor Bridge,
ment, begin infrastructure project investment >> Designing and phasing projects to reduce port improvements and other projects; Type A/B
only when private development that will benefit time and area of impact, funds and/or Marina revenues for appropriate
from the infrastructure improvement is moving >> Enforcing performance criteria for contrac- waterfront projects.
forward. tors (such as incentives for timely project
TIMEFRAME
• Top priority use of TIRZ #3 funding should be completion),
for investments that directly enable develop- >> Investing in “we’re open for business” cam- Confirm conceptual design and funding of New
Harbor Bridge-related projects. Build development
ment projects, such as gap financing, utility con- paigns that highlight operations and access
project-related infrastructure in parallel with de-
nections, sidewalk or street tree improvements, during construction through supplementary
velopment. Complete a construction management
or other general street improvements/upgrades signage or other publicity, and
plan with affected stakeholders at least two months
directly related to the project. Remaining >> Involving local stakeholder organizations
before starting any infrastructure project.
TIRZ funds may then be invested in broader such as DMD, UNI, SEA District and NBCA in
improvements serving the district. Larger planning and applying these impact mitiga-
scale infrastructure like street extensions and tion strategies. MOMENTUM
parking structures may require funding from > Reconstruction and relocation of Shoreline
other sources such as the City’s biannual capital Given the large scale of work anticipated with Boulevard in the Bayshore Neighborhood,
funding bonds paid through its general budget, construction of the New Harbor Bridge and enhancing access to the Downtown Area
or grants such as have been used to improve removal of the Existing Harbor Bridge, work and creating improved waterfront park area.
Downtown Area street lighting. closely with the Texas Department of Transpor- > Comprehensive reconstruction of Staples
• Continue to work closely with the Texas De- tation, its contractors, and community stake- Street, encouraging business and property
partment of Transportation to confirm design holders to avoid adverse impacts. investment in this important corridor
linking the Downtown Area with Southside.
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.
initiative
5
increase convenience and efficiency.
RESPONSIBILITY
KEY ELEMENTS
CCPD Parking Control Division, with support from
Encourage sharing of parking spaces by uses dinate pricing of publicly accessible on-and Parking Advisory Committee, City Business Liaison,
with different demand peaks (such as daytime off-street parking, with prime on-street spaces DMD, and other appropriate stakeholders. Coordi-
office worker demand and evening/weekend res- priced higher to encourage more frequent nate with street operations and capital projects.
ident demand) through private agreements and/ turnover. RESOURCES
or district parking policy. This will help mini- • Rationalize public on-street parking by estab-
Fund management through current parking meter
mize cost and land area needed for new parking, lishing a consistent meter policy in the Marina
revenues. Fund new parking structures through the
while providing new revenue to existing property Arts District, Uptown, North Beach and any
City’s capital improvement program or other avail-
owners. Contact current owners of underutilized future areas designated for metered parking.
able sources, with possible supplemental funding
parking to confirm potential interest in leasing The policy should determine appropriate
from TIRZ #3.
spaces to others. Connect development appli- meter pricing and time allowances for meters
cants to these parking owners. on each street, calibrated to characteristics of TIMEFRAME
• Over the longer term, directly and/or indirectly nearby destinations. Conduct an inventory of Update Marina/Downtown/Uptown parking policy
create public parking shared by multiple users supply and demand to inform policy approach. within 1 year. As developers apply for development
to enable additional development projects. A Coordinate with planned relocation of some projects, discuss with them the potential for inclu-
direct approach would involve proactive acqui- on-street parking spaces as part of Chaparral sion of public parking on their sites, and connect
sition of land suitable for structured parking, Street improvements. them with owners of available parking. As part of
in areas of known development interest. An • Enhance the Parking Advisory Committee Action 3, contact owners of sites suitable for poten-
indirect approach would encourage develop- with additional professional parking expertise, tial longer-term public parking structures within 2-5
ment applicants to incorporate shared parking through its membership and/or staff resources. years to determine interest.
in their projects by committing to fund some • Reinvest parking proceeds into maintaining
or all of a parking structure with City capital and building additional parking, maintaining
funds, TIRZ revenues and/or other appropriate, or improving sidewalk facilities, and/or other
available sources. See Development Guide- priority needs in the parking districts. MOMENTUM
> TIRZ #3 Downtown Parking Study led
lines chapter for design guidelines explaining • In North Beach, ensure adequate parking for
to adoption of the Downtown Parking
how structured and surface parking should be visitors to the beach and other attractions. Study Action Plan that will guide
designed to enhance walkability and safety. implementation strategies for the next
• Design and install clear, consistent signage for three years, including an improved
parking facilities open to the public. Coor- parking pricing and management
approach
MARINA
ART CENTER
185
341 917
500
124
WATER STREET
111 71 131
346
950 53
60 53 207
4,115 spaces 50
53
1,550 spaces
170
300 CHAP
15 ARRAL
300 STREE
T 325
Marina Arts 58
80
District
126 239 164
61
BROADWAY STREET
143
51
196
239
196 302
LIPAN STREET
266 282
initiative
6
RESPONSIBILITY
KEY ELEMENTS
CCCVB, DMD, with support from Corpus Christi
• Establish a working group responsible for >> Minimize pedestrian/vehicle movement Street Operations Department, Parks & Recreation
planning and implementing traffic and parking conflicts near venues by temporarily limiting Department, and Police Department, CCRTA and
management in the Downtown Area. Include vehicular access within one block or other other stakeholders as appropriate.
participation by Corpus Christi Convention appropriate distance from venue. RESOURCES
and Visitor’s Bureau, Corpus Christi Street >> For events large enough to merit park-and-
Shared support from SEA District, City departments,
Operations Department, Corpus Christi Police ride shuttles, temporarily designate dedicat-
CCRTA and/or other involved stakeholders.
Department, CCRTA, DMD, and other stake- ed lanes to serve shuttles to ensure efficient
holders as appropriate, under leadership of the movement. Offer ferry service in addition to TIMEFRAME
CCCVB. Determine typical levels of manage- buses. Establish working group within 3 months.
ment intervention needed depending on size/ >> Provide additional programming, dining or
attendance of events. other activities before and after major events
• Consider these strategies, among others, to to spread driving trips over a longer period of
improve access to and from large events in the time and reduce traffic peaks.
SEA District and other portions of the Down- • Help advance supportive infrastructure
town Area: investments like improved walks between
>> Provide people driving to events directions, Shoreline Boulevard, Chaparral and Brewster
via real time street signage and through Streets, Port Avenue and area parking facili-
advance notice, that disperse traffic to and ties, and potential vehicular traffic connection
from different events across multiple routes from Shoreline Boulevard at the Art Museum
such as Port Avenue. of South Texas to Port Avenue.
>> Use signage and consistent pricing to direct • To manage event-related traffic and parking in
drivers to parking efficiently, preventing other portions of the study area, set up similar
drivers from having to travel additional working groups and apply successful coordina-
blocks seeking parking. tion techniques used in the SEA District.
Concept for walking path and street alongside the Water Garden, connecting Shoreline Boulevard
and Chaparral Street and creating additional arts and event programming opportunities.
initiative
7
and the bay with walkable development and access.
RESPONSIBILITY
KEY ELEMENTS
City Planning & ESI Department, City Engineering
• Study and confirm preferred street network • Restore east-west street connections across Department, with support from TxDOT
connections to replace the current interchange the old Harbor Bridge approach in the SEA Dis- RESOURCES
at IH 37 and the US 181/Harbor Bridge ap- trict, and create a new grade-level street along
New Harbor Bridge funding for specific projects.
proach at Broadway Street. the approach, utilizing new Harbor Bridge
Supplemental city capital funding for areas beyond
• Rebuild IH 37 from the Crosstown Expressway project funding. Similarly, in North Beach,
the scope of the Harbor Bridge project.
to Mesquite Street as a boulevard with lower extend Timon Boulevard and cross streets
traffic speeds, a landscaped median, sidewalks where the existing bridge will be removed. De- TIMEFRAME
east of Staples Street, and opportunity for sign streets to be safe and inviting for walking. Timed with the Harbor Bridge Project.
development adjacent to the right of way. Discuss new street alignment and design with
>> Consider restoring the original street name area property owners to ensure new streets
for this corridor, Aubrey. support development opportunity.
>> Create street connections that maximize • Ensure convenient use of multiple access
development opportunity on adjacent sites, routes to the SEA District, including Port
create safe walking and biking conditions, Avenue and the potential future Staples Street
distribute traffic via multiple routes across a extension to Fitzgerald, as well as Broadway
gridded street network, and have moderate and existing streets to the east of the current
maintenance costs. bridge.
>> Consider a roundabout at the intersection of • Ensure the project enhances Downtown and
Aubrey and Broadway as a signature gateway Uptown connections at key intersections
to Corpus Christi and the bayfront. along I-37 between Port Avenue and Shoreline
>> Consider one or more additional intersec- Boulevard, and via Agnes and Laredo Streets.
tions between Carancahua and Waco Streets Ensure the project enhances North Beach
offering improved vehicular, pedestrian and access with convenient, attractive access at
bike connections between Uptown, Wash- Beach Avenue connecting to Surfside and
ington-Coles, SEA District and regional Timon Boulevards.
highways. • Ensure that all major highway approaches
>> Maintain communication and keep up to have programmable signage that can be used
date on the Harbor Bridge Project construc- to provide access instructions for events and
tion process with Texas Department of tourist destinations.
Transportation (TxDOT).
initiative
8
RESPONSIBILITY
KEY ELEMENTS
DMD and Corpus Christi Marina for Downtown/Ma-
• Develop and apply a coordinated approach projects in this area to include active ground rina branding and marketing; CCCVB with support
to Downtown and Marina branding, building floor uses facing Shoreline Boulevard, prefera- from other stakeholders noted above for broader
on branding efforts by the DMD and Corpus bly including restaurants or shopping. branding and marketing; DMD, Marina and Art
Christi Marina. • Create a working inventory of available Center for Shoreline Boulevard programming; DMD,
• Coordinate branding and marketing efforts to downtown retail space to assist marketing to Art Center and other arts organizations and stake-
visitors among the DMD, Marina, SEA District, potential retail business tenants. To the extent holders for arts programming; Corpus Christi City
CCCVB, American Bank Center, Texas State possible, focus retail uses within one block of Council, TAMU-CC and DMD for downtown graduate
Aquarium, USS Lexington, hotels and other Chaparral Street to create synergy. arts facility.
visitor industry stakeholders • Create a stronger presence of the arts along or RESOURCES
• Add regular dining, recreation and/or other within one block of Chaparral Street. Replace
DMD funding from public improvement district and
destination activities along Shoreline Boule- prominent vacancies with galleries, studio
City; contributions from stakeholder organizations;
vard to highlight and expand synergies be- space and/or other arts-related programming.
potential TIRZ #3 funding; TAMU-CC.
tween the Marina, Bayfront, Downtown and Install public art (preferably on a rotating
adjacent areas. Enable expansion of the Art basis) along improved sections of Chaparral, TIMEFRAME
Center of Corpus Christi’s restaurant/café La Retama Park and/or other key public spac- Update branding and marketing for the Downtown/
space with outdoor dining as part of transfor- es. Engage the Art Gallery of Corpus Christi, Marina and broader Downtown Area by end of 2017.
mation of former Shoreline Boulevard right TAMU Department of Art, Art Museum of Expand Shoreline Boulevard programming during
of way into park space. Program Shoreline South Texas, gallery owners and/or other arts summer 2018; add more permanent dining opportu-
Boulevard median space near Lawrence and/ stakeholders in programming and publicity. nity by 2019. Fill at least five vacant downtown retail
or Peoples Street with dining, starting with • Relocate graduate programs in the Department spaces by end of 2019. Open downtown TAMU-CC
mobile vendors and exploring potential for of Art of Texas A&M University Corpus Christi graduate arts facility within 5 years.
more permanent restaurant facilities. Require (TAMU-CC) to Downtown.
building development and major renovation
MOMENTUM
> Marina Arts District branding conceived
and launched
> Broader downtown area branding
initiative under way
initiative
9
signature waterfront park and path network.
RESPONSIBILITY
KEY ELEMENTS
City Planning & ESI Department, Engineering Ser-
• Complete reconstruction of the Marina’s boat • Connect the new Harbor Bridge multi-use path vices Department, Parks & Recreation Department,
slips south of Coopers Alley. to North Beach and the bay with a new multi- CCRTA bus service
• Complete design and construction of Shoreline use path extending along Beach Avenue to the RESOURCES
Boulevard park improvements between Fur- Beachwalk, and along Timon and Surfside
Dedicated and future capital project allocations;
man Avenue and Coopers Alley, using funding Boulevard to the Texas State Aquarium ferry
CCRTA for bus service, TxDOT mitigation require-
previously dedicated. dock.
ments
• Design, fund and implement Phase II Shore- • Build the planned birding park in North Beach
line Boulevard walkability and streetscape north of Beach Avenue, utilizing new Harbor TIMEFRAME
improvements between I-37 and Lawrence Bridge required wetlands mitigation. Complete Shoreline Boulevard crosswalk improve-
Street. Add crosswalks across Shoreline Boule- • Connect Uptown to the bay with improved ments,Leopard/Peoples Street lighting improve-
vard at any cross streets where they are absent, pedestrian lighting and walks along Leopard, ments and marina boat slips within 3 years. Com-
such as Schatzell, People’s (north side), Starr, Peoples and Lawrence Streets, Cooper’s Alley, plete park and path improvements along Shoreline
Taylor and Twigg Streets. Include curb bump- and along Park Avenue from South Bluff Park Boulevard and Park Ave. within 4 years. Complete
outs, signage or other devices to promote to McGee Beach. Include bike infrastructure North Beach birding park and Timon/Surfside path
traffic speeds at or below 25 mph. as prescribed in the adopted Bicycle Mobility within 5 years. Complete new Harbor bridge path
• Complete design and construction of North Plan. Include sidewalk, crosswalk and acces- connections in conjunction with the bridge comple-
Shoreline Boulevard promenade from the sible ramp improvements at the bluff along tion.
Texas State Aquarium ferry dock to Bridge- Broadway to enhance Uptown-Downtown
port Avenue and the Beachwalk, using funding connections. • Inaugurate a Bayfront shuttle service along
previously dedicated. • Explore opportunities for pedestrian-only the Shoreline Boulevard corridor between the
• Connect the new Harbor Bridge multi-use corridors throughout the Downtown planning SEA District and downtown. Brand the service
path to neighborhoods and the bay with a new district. differently from standard public transporta-
multi-use path extending west to Hillcrest, • Recruit ferry service provider or similar tion services, and proactively market service to
East to Shoreline Boulevard via Washing- service with stops at the SEA District (at Ortiz visitors (as well as the Corpus Christi commu-
ton-Coles and the SEA District, and south to Center dock) and increased service frequency nity).
Uptown. Include the Solomon Coles Recre- (30 minutes) by replacing the previous model • Consider opportunity to connect waterfront
ation center and historic Old Bayview Ceme- of a single ferry with multiple smaller boats. paths to Westside neighborhoods with multi-
tery as part of the route. Explore private and public-private models. use trails along former rail corridors.
initiative
10
RESPONSIBILITY
KEY ELEMENTS
DMD, other area service organizations, City Busi-
• Continue and expand the highly successful regular maintenance. Maintain facilities sup- ness Liaison, Parks & Recreation Department, Police
public/private partnership and volunteer porting daily use, and program periodic events, Department.
efforts led by the Downtown Management to leverage the parks’ amenity value and to RESOURCES
District (DMD) promoting cleanliness, safety, promote safety.
City and private-sector funding.
and a welcoming environment in the Marina • Address issues associated with public nui-
Arts District. These efforts include presence sance complaints and transient populations. TIMEFRAME
of uniformed “Clean Team” staff who perform This includes ongoing efforts by the DMD, and Ongoing.
dual roles: 1) maintaining downtown public other stakeholders as applicable, to communi-
places, and 2) serving as tourism ambassadors cate with social service providers.
providing people information and assistance. • Continue the mural painting programs that
They also include periodic volunteer events for have been applied in the Marina Arts Dis- MOMENTUM
> Implementation of new street cleaning
cleaning, painting and other maintenance of trict and SEA District for buildings as well
equipment
public streets and parks. as electrical boxes and other infrastructure.
• Consider applying similar initiatives in other Engage local arts and business organizations
portions of the Downtown Area. to provide artwork that celebrates distinctive
• Continue the DMD’s partnership with the City qualities of the Downtown Area.
to manage the bike patrol program, which con- • In coordination with Initiative 8, develop a
tracts off-duty police officers to ride downtown plan for signature architectural lighting and
streets, providing additional security. signage in the Marina Arts District and/or
• Encourage regular use of parks, include the other areas.
recently rebuilt park spaces at La Retama
Park and along Shoreline Boulevard, through
Downtown Management District staff and volunteers help maintain curb markings. New murals include one covering the Corpus Christi Caller Times building.
INFRASTRUCTURE INITIATIVES
PARKS AND PATHS PARKING ROADWAY CHANGES AND/OR
Landscape & paving improvements— Parking supply/demand, placement OTHER MAJOR STREET IMPROVEMENTS
G1 P1
La Retama Park. COMPLETED and pricing study Leopard Street Phase 1: Broadway to
R1a
Park improvements—Water’s Edge Park. Parking structure A (assumed north, Tancahua completed
G2
COMPLETED I-37 or other appropriate SEA District Leopard Street Phase 2: Tancahua to
R1b
Artesian Park—upgrade irrigation, land- P2 location); 600± space structure, with Josephine completed
G3 occupied space along any adjacent
scaping, gazebo. COMPLETED Staples Street from Morgan to I-37
street edges R2
G4 Park improvements—H. J. Williams Park (Bond 2012). COMPLETED
Parking structure B (assumed south Street extension—Shoreline Boulevard
Shading, streetscape, food truck plaza— R3
of Lawrence, or other appropriate extension
G5 Shoreline Boulevard at Arts Center
P3 location); 600± space structure, with
and/or Lawrence Staples Street pedestrian and bike im-
occupied space along any adjacent
G6 Park improvements—South Bluff Park. street edges R4a provements/safety, traffic calming—I-37
to West Broadway (2,000 lf)
Bike/ped improvements—Antelope from STREETSCAPE
G7a Staples to Broadway; Peoples from Roadway and sidewalk improvements—
S1 Streetscape improvements R4b
Broadway to Shoreline (3,920 lf) miscellaneous streets (3,000 lf)
S2 Streetscape improvements
Mesquite St bike boulevard (Cooper's
G7b S3 Streetscape improvements
Alley to I-37—3,330 lf)
Pedestrian improvements—Leop-
Waterfront bike/ped improvements—
G8a S4 ard Street at Broadway: stop signs,
Art Museum to Art Center (6,930 lf)
crosswalks Study and confirm street plan replacing
Bike/ped improvements—waterfront
Pedestrian improvements—Accessible R6a 37/Harbor Bridge/Broadway inter-
G8b between Art Museum and ferry dock/ S5
ramps from Upper to Lower Broadway change
Ortiz Center (1,500 lf)
S6 Light Up CC—Peoples Street R6b I-37 Traffic Circle at Broadway
Bike boulevard—Ortiz Center to I-37 on
G8c Uptown Neighborhood Initiative light- Street extensions—Power, Palo Alto,
Mesquite (3,700 lf) S7
ing—Leopard Street Fitzgerald, Resace & Hughes from
Cycle track & transitional bike bou-
Phase 1: Brewster from Tancahua to R7 Tancahua to Mesquite replacing Harbor
levard—Hillcrest Park to Mesquite
G9a S8 Chaparral; sidewalks/shared ped/ Bridge approach (5 @ 720 lf = 3,600 lf);
via Winnebago, Sam Rankin, N Sam
vehicle street Rebuild Broadway (3,600 lf)
Rankin, Resaca (11,000 lf)
Phase 2: Brewster/Mesquite/Chapar- Street extension—Staples to Fitzgerald/
Bike boulevard—Port Ave from Mes- S9 R8
ral/Hirsch Tancahua connector (1,500 lf)
quite, W Broadway, Lexington, Minton,
G9b Water Street pedestrian and bike
Kennedy, Koepke, Van Loan, Noakes to Phase 3: Chaparral to Whataburger
S10 R9 improvements/safety, traffic calming—
Nueces Bay Blvd (7,730 lf) Field and Brewster
Kinney to Furman (2,500 lf)
Cycle track—Winnebago, Staples, Street/ped improvements—Shoreline
G10a S11 Park Avenue pedestrian and bike
Comanche, Alameda Boulevard
R10 improvements/safety, traffic calming—
Cycle track, bike boulevard, Blucher Street/ped improvements—Coopers
S12 Tancahua to Shoreline Blvd (1,600 lf)
G10b Park path—Comanche from Culbertson, Alley–Shoreline Blvd to Broadway
Blucher Park, Cooper's Alley Timon overlay—Coastal Ave. to Sandbar
Street/ped improvements—Lawrence R11a
S13 Ave. (6,000 lf)
South Chaparral and Coleman bike Street–Shoreline Blvd to Broadway
G11a boulevards (4,920 lf); Park Ave cycle Surfside overlay—Coastal Ave. to Reef
Street/ped improvements—Hill- R11b
track (930 lf) Ave. (5,400 lf)
crest-Kennedy Ave., Peabody Ave.,
Buford and 3rd St Cycle tracks (3,850 S14 Van Loan Ave., Hulbirt St., Minton St., Beach Avenue from Bridge to Beach
R12 access (1,300 lf)
G11b lf); 6th St Bike boulevard to Morgan Neuces St., John St.
(1,000 lf)
UTILITY/INFRASTRUCTURE
Recreation Trail—Aquarium to Dolphin Utility upgrades—Water main line
Park along existing Beachwalk to New U1 upgrade/extension. ONGOING
G12
Harbor Bridge; along Timon and Surf-
side median (8,000 lf) TRANSIT
Birding and wetland park T1 New marina docks. COMPLETED
G13
T2 Recruit ferry service/station
T3 Bus rapid transit—Staples Street
District Framework
and Reinvestment Priorities
Targeted priorities for a vibrant and connected Corpus Christi
INTRODUCTION
T
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.
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”
LAND USE AND URBAN DESIGN EXISTING Shoreline Boulevard in front of the Art Center
looking north with new food offerings, arts, and
The priority goal for land use in the Downtown
activities.
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.
Development should be targeted to sites near or existing surface parking lots with housing or existing retail and help support additional retail,
on Chaparral Street with vacant, single-story other higher-value uses, while minimizing the dining and cultural offerings.
buildings, large underperforming parcels with significant costs of providing parking for new de-
single ownership, and/or other underutilized velopment. Rehabilitation of existing structures The retail market analysis shows that the Mari-
sites such as large surface parking lots. With over can also play a role in new housing—potentially na Arts District possesses the Downtown Area’s
11,000 existing off-street parking spaces in the leveraging historic tax credits as an important best established cluster of destination retail and
Downtown, there is ample opportunity to use funding mechanism—with vacant multi-story entertainment destinations, and some of its best
existing parking—particularly structured park- and well-designed buildings like the former opportunities to reinforce this cluster with more
ing—more efficiently among uses like housing Montgomery Ward structure at the corner of and larger venues. Live music and unique dining
and office that have peak demands at different Chaparral and Peoples as prime candidates. destinations are prime strengths, with opportu-
times. This would enable redevelopment of Future residents will in turn increase demand for nity to grow their share of market demand. The
DEVELOPMENT PROGRAM
MARINA ARTS DISTRICT
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
See page
60 for more
detailed
information.
district’s established role in tourism and emerg- on the SEA District (two hotels) and Bayshore average Texas city. That said, demand for up
ing role as a neighborhood will strongly benefit Neighborhood (one hotel), but the Marina Arts to 100,000 square feet of additional downtown
from and contribute to a stronger retail and District remains an appropriate place for poten- space for administrative and support industries
entertainment presence. tial additional hotels and upgrades to existing is projected over the next 10 years. There is
hotels. enough existing vacant office space in Downtown
The Marina Arts District is well known for its Corpus Christi to accommodate this. Trends
array of hotels along Shoreline Boulevard facing Prospects for office space growth are less strong, in other downtowns like Corpus Christi’s that
the waterfront which welcome tourists and as the office-inclined financial services, informa- are seeing an influx of residents indicate that
visitors. The hotel market is performing well tion and professional & business services sectors mixed-use downtowns particularly support the
and continues to deserve a major presence in the play only about half as much a role in Corpus establishment and growth of small businesses,
Downtown. Active hotel proposals have focused Christi’s underlying economy as they do in the
POTENTIAL
New Restored New Chaparral: wider sidewalks, Artesian Park
housing Ritz Theater housing compact lanes, two-way activated
EXISTING
Chaparral Street at Artesian Park, looking south with new residential development and streetscape.
which together contribute more to job growth emphasis on providing active ground floor uses routes and improved information. Continued
than large businesses. like retail wherever possible, and particularly linkage to the new RTA center on Leopard Street
Having a variety of uses present on or near all along established retail corridors. Active ground is essential and could be integrated within an
blocks—keeping streets active day and night, floor uses also deserve priority along Shoreline improved Leopard Street (see Streets and Pub-
weekday and weekend—will help expand market Boulevard, which lacks retail today but offers lic Realm below). Convenient service to North
potential for development. Improved walking important opportunity for it with signature Beach is also essential and must be integrated
connections between the concentration of office walks attracting tourists, workers and residents with street pattern changes associated with the
uses on the bluff west of Broadway, and the alike, and connections to the Marina. new Harbor Bridge.
greater mix of retail, office, hotel and housing
activities east of Broadway, could effectively With over 11,000 parking spaces in private
improve the integration of land uses. This would TRANSPORTATION AND PARKING garages and surface lots in the Downtown
enhance the emerging residential character (including the two blocks west of Upper Broad-
The existing street grid has inherent advantages
present on parts of the bluff, and reinforce way to Tancahua Street), there is an abundant
that enhance access capacity and convenience:
Chaparral Street retail by harnessing demand supply of parking that can be leveraged as an
walkable, bikeable scale; a density of destina-
from more daytime workers. asset for future development. Focus on in-
tions that makes walking, transit and biking
access convenient; and multiple driving routes creasing utilization of existing parking by
Urban design in the Marina Arts District establishing district-scale parking man-
that prevent bottlenecks. Moving forward,
should be geared towards creating an invit- transportation policy for the district should agement that enables uses with different
ing, memorable, and walkable street and maintain and enhance this set of qualities, with demand peaks to share spaces during
block pattern. Downtown already offers the particular emphasis on prioritizing walkability the course of a day or week. In the near-
city’s best environment for walkable mixed -use amidst the balance of transportation modes. term, surface lots can potentially serve new
development—owing to its frequently spaced Inviting people to walk or bike instead of drive development nearby, while large surface lots
streets, human-scaled streets and sidewalks, through safe, convenient sidewalks, transit themselves—particularly between Shoreline
and variety of established, interdependent land service and bike routes in Downtown will calm Boulevard and Water Street and along Chap-
uses, These qualities are principally responsible traffic, ease parking demand, and create still arral—may be prime candidates for redevelop-
for the recent attractiveness of downtown as a safer streets for pedestrians and bicyclists. Spe- ment. In those instances, new parking could be
place to invest in new housing. To maintain and cifically, transit improvements should take the contained on site within the new development
expand these qualities, and the investment that form of a branded circulator for visitors (and (as in the Cosmopolitan) or be accommodated
comes with them, any development incentives others) that would run between the Art Center in nearby garages if applicable. Over time and
offered through TIRZ #3 or other means should and the SEA District on Shoreline Boulevard with development momentum, additional
be conditioned on building design that supports linking the two districts. Similarly, recruiting structured parking utilizing public funds or
these goals. With each development project, this a water ferry or similar service between the through public-private partnerships might be
approach will enhance the quality and value not Marina, the SEA District (with re-established considered in strategic locations. For further
only of one parcel but of the streets and prop- service) and North Beach would link all three detail, see the Transportation Chapter on page
erties around it as well. See chapter 4 for more districts efficiently while highlighting Corpus 101 and the map of potential shared parking
detail on appropriate development guidelines. Christi’s signature bayfront. Established bus opportunities on page 59.
To leverage its traditional walkable charac- routes serving workers, residents and the gen-
ter, the Marina Arts District deserves special eral public should be improved with simplified
PARKING
ANK
ART CENTER
185
341 917
500
124
WATER STREET
111 71 131
346
950 53
60 53 207
4,115 spaces 50
53
1,550 spaces
170
300 CHAP
15 ARRAL
300 STREE
T 325
Marina Arts 58
80
District
126 239 164
61
BROADWAY STREET
LEGEND
143
11,395 parking spaces available
Existing surface parking spaces
305 412 2,047 spaces
Total 4,294 2,309 spaces
305
1075
Existing structured parking spaces 277
69
300
Total 6,917 550
Throughout area 51
196
239
196 302
Organize management +
placement of on street parking:
pricing, time limits,and investment
of proceeds
LIPAN STREET
266 282
Sample “parking sheds” with
opportunity for land uses with
different demand peaks to share
Uptown
spaces
266
(Art Center, YMCA) that will promote vibrancy to traffic on summer Sundays from sunrise to
STREETS AND PUBLIC REALM on the waterfront. New or improved Shoreline sunset. Phase 2 Chaparral Street improve-
Boulevard crosswalks at every intersection ments will be supported through dedicated City
While there should be current focus on lever-
between Lawrence and Mann Streets should funding, but based on the Phase 1 precedent it is
aging private investment and incentivizing
be implemented through wide paint striping, critical that construction processes emphasize
housing, this development should be supported
pedestrian controlled walk signals, ADA accessi- unimpeded pedestrian and vehicular access to
with targeted public investments in specific
ble curb cuts, and landscape treatments to calm existing businesses, to minimize disruptions to
street and public realm improvements. For
traffic and create a seamless integration between these establishments. This can be accomplished
instance, the former northbound Shoreline
interior streets and the waterfront. In addition, through sequenced construction staging, public
Boulevard right-of-way between William
“pedestrian and bicycle-only” days might be media alerts, and other forms of public informa-
Street and Furman Avenue offers a unique and
considered through the closing of Shoreline tion sharing. Improvements to Leopard Street
timely opportunity to focus new arts, dining,
Boulevard northbound and southbound lanes and Upper and Lower Broadway are recommend-
and recreation programming tied to nearby uses
ed, including improved landscape, paving, and of Corpus Christi public spaces and districts.
lighting in the near term and pedestrian ramps The recreation trail could be extended into the
in the long term to strongly connect Uptown and marina T-heads at Peoples and Lawrence as a
Downtown (see diagram on page 60). clear wayfinding route that welcomes people into
the marina environment and provides access to
DMD programming of La Retama Park and the easternmost edge facing the bay. The trail
Artesian Park should be continued to contrib- should be defined by clear, consistently designed
ute to a lively, community-building atmosphere. signage, shade, water fountains, benches and
Both of these public spaces could be connected lighting, as well as opportunities for public art.
to the waterfront through a new multi-purpose
recreational trail for pedestrians and bicyclists
that ties into a larger network and links a variety
Bayshore Neighborhood
IDENTITY KEY THEMES
“Connecting neighborhoods and people > The attractive, welcoming southern gateway to the Downtown Area
to the Bay and destination parks” > Signature waterfront parks
> An established place to live that can grow into a waterfront neighborhood
> Active hotels, churches, and neighborhood services
T
he 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,
Water Street looking toward Downtown Bay Vista Apartments from Carancahua Street
residential land uses already taking shape at Shoreline circulator could ultimately connect to
Bay Vista apartments (169 units) and Bay Vista TRANSPORTATION Spohn Hospital as well as Cole Park to link these
Pointe apartments (181 units). There are also destinations to the Marina Arts and the SEA
Public transit connectivity between the
opportunities to strengthen land use connections Districts.
Bayshore Neighborhood, the Marina Arts Dis-
with infill development between Bay Vista and
trict, Uptown, and the SEA District, as well as
the Spohn Shoreline Hospital, including housing,
points to the south should be clear, efficient, and STREETS AND PUBLIC REALM
medical and other professional offices, and/or
accessible. This can logically take the form of
improved streets.
improved public bus routes along primary north/ Improving Park Avenue and Water Street to
south corridors such as Tancahua, Carancahua, make them inviting to pedestrians and bicyclists
In terms of urban design, view corridors are and to promote ongoing and future develop-
Chaparral, Water, and Shoreline Boulevard. Fu-
particularly important in the district, with long ment deserves priority, as does repurposing the
ture connectivity should be considered through
views to the Bay from the upper bluff. These former Shoreline Boulevard right-of-way into an
the dedicated Shoreline Boulevard circulator
views can be strengthened through improved active, public space destination. The Shoreline
route that is being analyzed by the RTA and is one
streetscape and trees that define sidewalk edges Boulevard paving could be simply re-painted to
of the key recommendations in the DADP. The
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 façades 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.
Proposed street section for Water Street, featuring shade trees and ground level plantings
separating pedestrians from traffic, and narrower lanes to reduce vehicle speed
EXISTING
U
> Variety of excellent transportation options
velopment sites. Making arrangements to accom- of Agnes and Laredo need particular attention helping create a more marketable setting for real
modate infrequent peak city hall parking needs as prominent entrance and exit points from estate investment on surrounding blocks. This
on nearby blocks could free up enough space for the Marina Arts District (becoming more so location allows efficient access and connectivi-
new housing at the corner of Leopard and Staples with the coming of the new Harbor Bridge), and ty to Uptown and the Marina Arts District east
Streets, extending south along Staples to comple- could provide a focus for affordable housing and along Leopard and Lipan Streets and north along
ment the new RTA building, making a powerful diverse businesses. Public spaces such as South Staples Street to Washington-Coles. The DADP
statement about new housing and development Bluff Park and Blucher Park provide important recommends extending Staples Street into
opportunities in Uptown. Staples Street still re- public space options for existing neighborhoods the SEA District thereby creating even greater
tains the character of a mixed-use corridor with and potential new housing. connectivity and access opportunities between
potential for housing, retail, and small business- Uptown and the waterfront.
es. South of Lipan Street, the historic corridors
TRANSPORTATION Uptown also presents important opportunities to
create a network of convenient, safe bike routes
The CCRTA Staples Street Center at the inter-
serving the Downtown Area. Bike lanes parallel
section of Leopard Street is a new Uptown land-
to Leopard on Antelope Street, and parallel to
mark. The $22 million facility provides a strong
Staples on Alameda Street, deserve priority to
center of activity and use in the heart of Uptown,
serve major Uptown destinations and connect
CCRTA headquarters at
Leopard and Staples Streets
Bus routes
to Westside and Downtown. Connection to the reducing the number of vehicle lanes from four more walkable and inviting. Future infill devel-
new Harbor Bridge’s planned recreational path to three, expanding space for sidewalks, street opment will help fully reinforce these corridors
will open a direct off-street biking connection trees, and occasional landscaped medians. A as active mixed-use destinations for residential,
to North Beach. From the southern end of the lighting initiative for increased pedestrian retail, and businesses.
New Harbor Bridge, east-west bike routes should lighting—focusing on public safety for intensive-
connect with Park Avenue to access Shoreline ly used pedestrian zones along Leopard Street
Boulevard parks and trails. (extending into the Marina Arts District along
Peoples Street)—is already underway and should EXISTING
be fully coordinated and integrated with Leopard
STREETS AND PUBLIC REALM Street redesign (see potential street section, page
68). These improvements can complement new
Beyond the Staples Street improvements already
development to make Leopard Street an attrac-
underway, Leopard Street improvements
tive and economically strong gateway to the city.
deserve first priority to improve walkability
Critical improvements are also needed to make
and bikability in Uptown. Possibilities include
Staples Street, Agnes Street, and Laredo Street
POTENTIAL
Visible businesses Expanded sidewalks New housing using Shade New housing using
on side street and landscape areas existing parking trees existing parking
Leopard Street looking east towards Downtown with improved streetscape and infill development.
Washington-Coles
IDENTITY KEY THEMES
“Strengthening an established > Transformative reconnection to the waterfront and Uptown along new streets and recreational paths
neighborhood with connected streets > Expression of a long, strong community history
> New mixed-income housing opportunities
and housing”
W
ashington-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.
LAND USE AND URBAN DESIGN Building Type/Density Multifamily residential with surface
parking
Current land use in Washington-Coles includes Typical Height Range 2–5 stories
housing, three churches—St. Matthew, Holy
Range of Development 1,680,000 sf
Cross, and St. Paul—the Solomon-Coles commu- Quantity (in SF)
nity center, and several light industrial proper-
ties near I-37. These uses are largely dispersed, Unit Counts 1,000–1,500 residential units
with many vacant or underutilized properties
between them, leaving no strong perception of
a neighborhood or district. With future land use
POTENTIAL
EXISTING 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 job-intensive uses benefiting from visibility
as the neighborhood’s primary land use de- and accessibility. Staples Street can be extend-
serves special emphasis for several reasons. ed through to the SEA District across disused
It will leverage market opportunity, leverage portions of the Broadway sewage treatment
city-owned and other vacant land with redevel- plant, making this a more visible and attractive
opment potential, fit with the existing neighbor- corridor for business investment. One block to
hood-scale street network, and revive a neigh- the west, the former Northside Manor prop-
borhood with important history, particularly as erty has been closed following relocation of its
a center of Corpus Christi’s African-American affordable housing units to the Palms at Leopard,
community. Portions of the neighborhood along and the property is up for sale. Depending on the
I-37 can also be appropriate for office or other purchaser, this too might provide possibilities for
new workforce housing in a band of development PROPOSED PEDESTRIAN AND BICYCLE NETWORK
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.
Hillcrest
IDENTITY KEY THEMES
“Providing housing options and > Improved neighborhood streets and parks
opportunities for current residents” > New recreational path connections to the New Harbor Bridge, waterfront and other neighborhoods
> Options for living in or out of the district
H
illcrest 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
HILLCREST PARK
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
I-37
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.
Hillcrest is home to more than 200 families Industrial uses serve as a backdrop to the The former Crossley Elementary School
Hillcrest neighborhood building, damaged by a 2013 fire
Charrette concept and illustration of Hillcrest redevelopment vision from 2009 community charrette. To-date, implementation has not occurred of the
plan envisioned.
T H I S PA G E I N T E N T I O N A L LY L E F T B L A N K .
SEA District
IDENTITY KEY THEMES
“Promoting vibrant and accessible > Corpus Christi’s premier sports, entertainment and arts destination
destinations within a walkable setting” > 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
T
he 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.
District and waterfront. A generous pedestrian • The current I-37 and old Harbor Bridge
TRANSPORTATION promenade should be included along the new highway interchange can be transformed
street segment, which could be closed during once the bridge is relocated. A new gateway
Three key enhancements are recommended in
special events such as Ride-In movie nights. and traffic circle have the potential to allow for
the SEA District to improve the transportation
• Extending Staples Street past West Broad- more clear and efficient wayfinding to the SEA
and pedestrian network:
way through Washington-Coles to Fitzger- District, the Marina Arts District, and Uptown
• Adding an extension of Shoreline Boule-
ald Street is recommended. Promoting this while offering better pedestrian connectivity
vard between the Convention Center and Art
important access link from the west once the across the I-37 corridor. The current south
Museum past the Water Gardens and connect-
Harbor Bridge is relocated would relieve traffic approach to the bridge can be rebuilt as North
ing to Port Street will complete the Shoreline
during events and connect Uptown, Washing- Broadway Street, which existed here prior to
loop and tie the SEA District to the Marina Arts
ton-Coles, and the SEA District. bridge construction, and cross-streets linking
POTENTIAL
Convenient Stronger connections Enhanced development Expanded
traffic flow among districts address sidewalks
EXISTING
A roundabout concept replaces the highway interchange where I-37 today meets the current Harbor
Bridge—this would create efficient traffic flow and a new gateway to Corpus Christi.
8 0 | P L A N CC D OWN TOWN AREA D EV ELO PMEN T PL AN | O CTO B ER 1 7, 201 7 EXHIBIT A
DRAFT
DISTRICT FRAMEWORK AND REINVESTMENT PRIORITIES | Targeted priorities for a vibrant and connect Corpus Christi
Tancahua to Mesquite and other north/south porate pedestrian and bike improvements across with a station at the Solomon Ortiz Center com-
streets. Broadway can connect directly into the the I-37 corridor to improve access and wayfind- plete the SEA District access network.
south leg of the traffic circle, improving links to ing from the Marina Arts District. Programmati-
Uptown and the Marina Arts District. cally, an “event traffic management” plan should
be put into place that coordinates the work of the
Port Street can also take on added significance as City, TxDOT, RTA, and event hosts, along with
a way to enter the SEA District from the west— event signage and other directional assistance to
the street has already been improved to accom- parking and event facilities. Public transit in the
modate high traffic volumes generated by events form of a dedicated Shoreline Boulevard circula-
and industry. The primary north/south local tor and recruiting a water ferry or similar service
streets of Chaparral and Mesquite should incor-
POTENTIAL
EXISTING 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.
North Beach
IDENTITY KEY THEMES
“Beach and attractions” > Easy access to spectacular beachfront
> Exciting opportunities to explore nature and history
> A unique dining, shopping, and hotel destination
> A connected neighborhood community
N
orth 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
mend future development in sensitive lands west and lighting to ensure a bold and recognizable improvements are planned along North Shore-
of the Harbor Bridge along the interior canal in entrance point. Sculptural elements that reflect line Boulevard to link the existing North Beach
order to encourage natural landscape and water the Texas State Aquarium and Lexington could Beachwalk to the ferry dock, USS Lexington,
retention areas, and to focus any development in also be located here within the median of Timon Texas State Aquarium and other visitor destina-
areas with existing structures and infrastructure. and Surfside Boulevard for wayfinding. A new tions. This in turn will link to the Beach Avenue
Portions of that infrastructure have been upgrad- “North Beach Boulevard” should also be cre- improvements, extending to new wetlands, bird
ed, and additional improvements will be needed ated, through the redesign of existing Timon and watching park, and beach access in the northern
to accommodate growth. Surfside Boulevards with street upgrades, a new portion of North Beach and to the recreation trail
wide multi-purpose path for pedestrians and along the new Harbor Bridge. As funding allows,
bicyclists (as part of the larger city-wide pedes- public transit bus service from North Beach
TRANSPORTATION, STREETS, AND trian and bicycle trail network), and planting to Downtown and other employment centers
PUBLIC REALM the center median with a rich palette of native, should be maintained and upgraded as part of the
coastal plant species. The Harbor Bridge recre- Harbor Bridge construction.
First among these will be the creation of a
ational trail can tie into this greenway at Gulf-
welcoming Beach Avenue gateway at the new
spray Avenue. A ferry or similar service should
point of entry to North Beach off the Harbor
be established to connect North Beach to the
Bridge. Beach Avenue should be improved with
SEA District and downtown marina. Pedestrian
new pathways, destination signage, plantings,
E
H AV
BEAC
NOR EXISTING BEACHWALK
TH B
EACH
BLVD
HAR
BOR
BRID
GE
NEW PEDESTRIAN
AND BICYCLES ROUTES
EXISTING POTENTIAL
Additional North Multi-use path to Signage and landscaping
Beach gateway sign beach and bridge introducing visitor destinations
Development
District Frameworks Guidelines
for
and TIRZ #3
Reinvestment Priorities
&Targeted
Connecting Corridors
priorities for a vibrant and connected Corpus Christi
T
his 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.
and a safe and inviting walking environment; vehicular • Chaparral from Kinney to Hirsch
• Leopard from Staples to Upper Broadway
access and parking should be discouraged • Shoreline from Park to Hirsch
• Starr, Peoples, Schatzell, and Lawrence
DESIGN CHARACTER CONCEPT: PEOPLES STREET FAÇADE IMPROVEMENT CONCEPT: CHAPARRAL STREET
BEFORE AFTER
DESIGN CHARACTER CONCEPT: KINNEY STREET FAÇADE IMPROVEMENT CONCEPT: WILLIAM STREET
BEFORE
AFTER
District Frameworks
and Reinvestment Priorities
Transportation
Targeted priorities for a vibrant and connected Corpus Christi
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.
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.
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.
10 6 | P L A N CC D OWN TOWN AREA DEV ELO PMEN T PL AN | O CTO B ER 1 7, 2 01 7 EXHIBIT A
DRAFT
downtown
area development plan
CORPUS CHRISTI
APPENDIX: REAL ESTATE MARKET ANALYSIS DOCUMENTS FOR HOUSING, OFFICE, HOTEL AND RETAIL
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL
October, 2014
Conducted by
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
EXHIBIT B
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 1
Introduction 1
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
Methodology 55
EXHIBIT B
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.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 2
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
The target market methodology is described in detail in the METHODOLOGY section at the end of
this study.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 3
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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):
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 4
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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):
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.
EXHIBIT B
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:
EXHIBIT B
Table 1
City of Corpus Christi, Balance of Nueces County, Regional Draw Area, Balance of the U.S.
Draw Areas
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 7
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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):
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.
EXHIBIT B
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:
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 9
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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.
EXHIBIT B
Table 2
Multi- Single-
. . . . . . Family . . . . . . . . . Family . . .
. . Attached . .
Total For-Rent For-Sale All Ranges
Number of
Households: 2,785 1,480 715 590
Empty Nesters
& Retirees 19% 13% 29% 22%
Traditional &
Non-Traditional Families 13% 11% 7% 23%
Younger
Singles & Couples 68% 76% 64% 55%
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 11
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
—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 café, 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
EXHIBIT B
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.
EXHIBIT B
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.
EXHIBIT B
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).
EXHIBIT B
Table 3 Page 1 of 6
Retama Vista Apts (2004) 16 1br/1ba $710 to 592 to $1.20 to Rooftop balcony,
425 Schatzell Street $1,225 856 $1.43 basketball courts,
2br/1ba $1,210 to 1,010 to $1.19 to laundry facility.
$1,220 1,023 $1.20
Bay Vista Pointe (2014) 164 1br/1ba $1,035 to 616 to $1.48 to Pool, waterfall,
802 S. Carancahua $1,340 905 $1.68 fitness center,
2br/2ba $1,475 to 1,057 to $1.40 to conference center,
$2,135 1,247 $1.71 internet cafe,
business center.
EXHIBIT B
Table 3 Page 2 of 6
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 336 1br/1ba $1,070 to 712 to $1.50 to Basketball courts,
1514 Ennis Joslin Road $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.
EXHIBIT B
Table 3 Page 3 of 6
Valhalla Apts (1978) 165 Studio/1ba $550 to 550 to $1.00 to Clubhouse, fitness
6730 Everhart Road $575 555 $1.04 center, hot tub, pool,
1br/1ba $675 721 $0.94 & tennis court.
2br/1ba $790 910 $0.87
2br/2ba $825 855 $0.96
Chandler's Mill Apts. 248 1br/1ba $687 to 524 to $1.28 to Residents' lounge,
6350 Meadowvista Drive $975 763 $1.31 pool, whirlpool,
2br/2ba $1,028 to 935 to $1.10 to fitness center.
$1,308 1,035 $1.26
EXHIBIT B
Table 3 Page 4 of 6
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) 220 1br/1ba $800 to 724 $1.10 to Clothes care center,
7221 South Staples Street $1,260 $1.74 internet café,
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
EXHIBIT B
Table 3 Page 5 of 6
Gulf Breeze Apts. 200 1br/1ba $900 706 $1.27 Business center,
6533 Patti Drive 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
Encore Crossings (2009) 200 1br/1ba $909 to 824 to $1.10 to Pool w/aquatic 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 café, 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.
EXHIBIT B
Table 3 Page 6 of 6
Compass Bay Apts (2004) 82 1br/1ba $1,005 to 667 to $1.29 to Fitness center,
14501 Compass Street $1,080 836 $1.51 picnic area, pool,
2br/2ba $1,295 to 1,018 to $1.27 to sundeck BBQ grills,
$1,405 1,062 $1.32 heated pool, boat slips.
. . . . . West Side . . . . .
Peachtree (1970s) 230 Studio/1ba $525 394 $1.33 Clubhouse, pool.
3150 Peachtree Street 1br/1ba $695 to 623 to $1.12
$750 672 $1.12
2br/2ba $835 to 885 to $0.86 to
$895 1,042 $0.94
2br/2.5ba TH $1,000 1,122 $0.89
3br/2ba $975 1,059 $0.92
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 21
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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).
EXHIBIT B
Table 4 Page 1 of 3
. . . . . 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
EXHIBIT B
Table 4 Page 2 of 3
EXHIBIT B
Table 4 Page 3 of 3
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 25
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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.
EXHIBIT B
Table 5 Page 1 of 3
EXHIBIT B
Table 5 Page 2 of 3
EXHIBIT B
Table 5 Page 3 of 3
Unit Type
Lot Size Unit Price Unit Size Price Per Total
Property (Date Opened) Range Range Range Sq. Ft. Lots
Developer/Builder
c
. . . . West Side . . . .
Wood Oaks on the River 6,700 sf $247,000 † 2,137 $116 39
Multiple Builders {Phase II}
EXHIBIT B
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):
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.
EXHIBIT B
Table 6
Traditional &
Non-Traditional Families
Unibox Transferees 15 1.0%
Late-Nest Suburbanites 5 0.3%
Full-Nest Suburbanites 40 2.7%
Full-Nest Urbanites 110 7.4%
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%
EXHIBIT B
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):
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.
EXHIBIT B
Table 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%
Subtotal: 50 7.0%
Younger
Singles & Couples
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%
EXHIBIT B
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):
EXHIBIT B
Table 8
Traditional &
Non-Traditional Families
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%
Younger
Singles & Couples
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%
EXHIBIT B
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:
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):
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 36
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 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.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 37
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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:
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.
EXHIBIT B
Table 9 Page 1 of 3
Annual
Unit Unit Base Unit Rent/Price Market
Percent Housing Type Configuration Mix Rent/Price Size Per Sq. Ft. Capture
Number
NOTE: Base rents/prices in year 2014 dollars and exclude floor and view premiums,
options and upgrades.
EXHIBIT B
Table 9 Page 2 of 3
Annual
Unit Unit Base Unit Rent/Price Market
Percent Housing Type Configuration Mix Rent/Price Size Per Sq. Ft. Capture
Number
NOTE: Base rents/prices in year 2014 dollars and exclude floor and view premiums,
options and upgrades.
EXHIBIT B
Table 9 Page 3 of 3
Annual
Unit Unit Base Unit Rent/Price Market
Percent Housing Type Configuration Mix Rent/Price Size Per Sq. Ft. Capture
Number
NOTE: Base rents/prices in year 2014 dollars and exclude floor and view premiums,
options and upgrades.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 41
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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:
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
EXHIBIT B
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.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 43
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Building and unit types most appropriate for the Downtown Study Area include:
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 44
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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
INNOVATION LOFT A
63 MELCHER ST, BOSTON, MA 02210
617.426.7100 FACTORY63.COM
Factory 63.
EXHIBIT B
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.
Panoramic Interests.
EXHIBIT B
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.
My Micro NY.
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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.
EXHIBIT B
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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 49
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Luxury apartment
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The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 51
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
Mixed-use buildings
EXHIBIT B
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—
Townhouses
EXHIBIT B
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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 54
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 55
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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.
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.
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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 56
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 57
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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.
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.
• 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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 58
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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.
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.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 59
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 60
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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.
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.
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).
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.
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 61
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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).
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).
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):
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 62
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 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.
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:
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 63
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 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 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
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 64
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
October, 2014
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 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.”
EXHIBIT B
AN ANALYSIS OF RESIDENTIAL MARKET POTENTIAL Page 65
The Downtown Corpus Christi Study Area
City of Corpus Christi, Nueces County, Texas
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.
EXHIBIT B
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
908-735-6336
info@ZVA.cc • www.ZVA.cc
Research & Strategic Analysis
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.
EXHIBIT B
ZIMMERMAN/VOLK ASSOCIATES, INC.
P.O. Box 4907
Clinton, New Jersey 08809
908 735-6336
www.ZVA.cc • info@ZVA.cc
Research & Strategic Analysis
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.
EXHIBIT B
OFFICE, RETAIL, AND HOTEL MARKET ASSESSMENT
CORPUS CHRISTI, TEXAS
Submitted By:
W‐ZHA, LLC
September, 2014
EXHIBIT B
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.
EXHIBIT B
‐ 2 ‐
ECONOMIC FRAMEWORK
Demographics
The Corpus Christi Metropolitan Area consists of Nueces, Aransas and San Patricio counties.
2010
Metro Area TX Rank US Rank Population
Dallas-Fort Worth - Arlington 1 4 6,526,548
Houston - Sugar Land - Baytown 2 5 6,086,538
San Antonio - New Braunfels 3 25 2,142,508
Austin-Round Rock- San Marcos 4 35 1,716,289
El Paso - Las Cruces 5 58 1,045,180
McAllen - Edinburg - Mission 6 68 774,769
Corpus Christi 7 114 428,185
Brownsville - Harlingen 8 126 406,220
Killeen - Temple - Fort Hood 9 127 405,300
Beaumont - Port Arthur 10 132 388,745
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
Population Households
City
# Share # City Share
Coastal Bend 590,567 54% 214,141 55%
Corpus Christi Metro 444,428 72% 164,746 72%
Nueces County 353,424 90% 130,736 91%
Corpus Christi City 318,033 100% 118,651 100%
Source: Claritas, Inc.; W‐ZHA
f:\8000s, misc\82325 Corpus Christi\[household trend.xlsx]exist
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
EXHIBIT B
‐ 3 ‐
444,000 people. Nueces County is the largest county in the region – it accounts for 60 percent of
Coastal Bend’s population.
2013 Est.
City TX Rank Population
Houston 1 2,195,914
San Antonio - New Braunfels 2 1,409,019
Dallas 3 1,257,676
Austin 4 885,400
Fort Worth 5 792,727
El Paso 6 674,433
Arlington 7 379,577
Corpus Christi 8 316,381
Plano 9 274,409
Laredo 10 248,142
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
Change
2000-2010 2010-2014 2000-2014
2000 2010 2014 # Avg Ann # Avg Ann # 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
Change
2000-2010 2010-2014 2000-2014
2000 2010 2014 # Avg Ann # Avg Ann # Avg Ann
Texas 1.9% 1.5% 1.8%
Coastal Bend 189,303 205,406 214,141 16,103 0.8% 8,735 1.0% 24,838 0.9%
Corpus Christi Metro 141,591 157,019 164,746 15,428 1.0% 7,727 1.2% 23,155 1.1%
Nueces County 110,364 124,587 130,736 14,223 1.2% 6,149 1.2% 20,372 1.2%
Corpus Christi City 98,922 112,843 118,651 13,921 1.3% 5,808 1.3% 19,729 1.3%
EXHIBIT B
‐ 4 ‐
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.
Households by Lifestage
Corpus Christi Metropolitan Area and Corpus Christi City
2014
50%
45%
40%
35%
30%
25%
20%
15%
10%
5%
0%
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).
Total Share
Coastal Bend 121,181 57%
Corpus Christi Metro 93,698 57%
Nueces County 73,841 56%
Corpus Christi City 67,666 57%
EXHIBIT B
‐ 5 ‐
Population Projections
Texas, Coastal Bend, Nueces County, Corpus Christi City
2014, 2020, 2024, 2030
Population
2014-2024 Change
Extrapolated
2014 2020 2024 2030 # Avg Ann.
Texas 26,668,922 29,510,184 29,510,184 33,628,653 2,841,262 0.7%
2014
Texas $50,464
The region’s median household income is below the Texas average. The median income among City
households is $45,400.
EXHIBIT B
‐ 6 ‐
Median Household Income by Census Tract
Corpus Christi City
2014
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.
EXHIBIT B
‐ 7 ‐
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%
Corpus Christi
City, 79%
Source: US Census; W‐ZHA
Almost 80 percent of these jobs are located in the City of Corpus Christi.
Top Ten Employers
Corpus Christi Metro Area
2012
Civilian
Business Type of Product - Service Employment
Corpus Christi Army Depot Helicopter Repair 6,500
Corpus Christi ISD School District 5,178
CHRISTUS Spohn Health System Hospital 5,144
H.E.B Grocery 5,000
City of Corpus Christi City Government 3,171
Naval Air Station - Corpus Christi Flight Training 2,822
Kiewit Offshore Services Offshore Rig Manufacturer 2,200
Bay, LTD Industrial Construction 2,100
Driscoll Children's Hospital Hospital 1,800
Del Mar College Junior College 1,542
EXHIBIT B
‐ 8 ‐
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.
Employment by Industry
Texas and the Corpus Christi Metropolitan Area
2013
20.0%
18.0%
Share of Total Jobs
16.0%
14.0%
12.0%
10.0%
8.0%
6.0%
4.0%
2.0%
0.0%
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.
EXHIBIT B
‐ 9 ‐
Relative Employment Performance (1995 = 100)
United States and Corpus Christi Metropolitan Area
1995 – 2013
130
125
120
Index
115
110
105
100
1995
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
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
Unemployment
Rate
United States 5.9%
Texas 4.7%
Corpus Christi Metro 4.6%
Corpus Christi City 4.2%
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.
EXHIBIT B
‐ 10 ‐
Unemployment Rate
Texas, Corpus Christi Metropolitan Area and Corpus Christi City
2000‐2013
9.0%
8.0%
7.0%
Unemployment Rate
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
2000
2001
2002
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
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.
000's
Jobs (000's) Chng 2003-08 Chng 2008-13 Chng 2003-13
Industry 2003 2008 2013 # Avg Ann # Avg Ann # Avg Ann
Natural Resources and Mining 2.85 4.88 7.48 2.0 21.3% 2.6 8.9% 4.6 10.1%
Construction 14.35 17.69 16.40 3.3 2.7% (1.3) -1.5% 2.0 1.3%
Manufacturing 11.87 11.08 9.77 (0.8) -3.8% (1.3) -2.5% (2.1) -1.9%
Wholesale Trade 5.03 5.90 5.90 0.9 3.2% 0.0 0.0% 0.9 1.6%
Retail Trade 19.01 21.13 20.77 2.1 1.8% (0.4) -0.3% 1.8 0.9%
Transportation, Warehousing, and Utilities 5.34 5.55 7.01 0.2 5.6% 1.5 4.8% 1.7 2.8%
Information 2.73 2.47 2.08 (0.3) -5.4% (0.4) -3.4% (0.7) -2.7%
Financial Activities 7.77 8.18 7.77 0.4 0.0% (0.4) -1.0% 0.0 0.0%
Professional and Business Services 16.02 16.61 15.69 0.6 -0.4% (0.9) -1.1% (0.3) -0.2%
Education 0.60 0.74 0.86 0.1 7.3% 0.1 3.1% 0.3 3.6%
Health 23.86 26.83 28.95 3.0 3.9% 2.1 1.5% 5.1 2.0%
Leisure and Hospitality 18.61 20.78 24.14 2.2 5.3% 3.4 3.0% 5.5 2.6%
Other Services 6.70 7.15 7.73 0.5 2.9% 0.6 1.6% 1.0 1.4%
Total Government 31.90 33.54 33.24 1.6 0.8% (0.3) -0.2% 1.3 0.4%
Total Non-Agricultural Employment 166.65 182.52 187.77 15.9 2.4% 5.3 0.6% 21.1 1.2%
EXHIBIT B
‐ 11 ‐
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
150
145
140
135
130
Index
125
120
115
110
105
100
US Corpus Christi
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.
EXHIBIT B
‐ 12 ‐
Employment Trends by Major Industry
Corpus Christi Metropolitan Area
2013, 2018, 2023
000's
Jobs (000's) Chng 2013-18 Chng 2018-2023 Chng 2003-13
Industry 2013 2018 2023 # Avg Ann # Avg Ann # Avg Ann
Natural Resources and Mining 7.48 9.66 10.50 2.2 7.0% 0.8 1.7% 3.0 3.4%
Construction 16.40 20.17 19.35 3.8 3.4% (0.8) -0.8% 2.9 1.7%
Manufacturing 9.77 9.81 9.48 0.0 -0.6% (0.3) -0.7% (0.3) -0.3%
Wholesale Trade 5.90 6.27 6.18 0.4 0.9% (0.1) -0.3% 0.3 0.5%
Retail Trade 20.77 21.63 22.24 0.9 1.4% 0.6 0.6% 1.5 0.7%
Transportation, Warehousing, and Utilities 7.01 7.76 7.68 0.7 1.8% (0.1) -0.2% 0.7 0.9%
Information 2.08 2.12 2.12 0.0 0.5% 0.0 0.1% 0.0 0.2%
Financial Activities 7.77 8.55 8.77 0.8 2.5% 0.2 0.5% 1.0 1.2%
Professional and Business Services 15.69 16.89 17.93 1.2 2.7% 1.0 1.2% 2.2 1.3%
Education 0.86 0.98 1.07 0.1 4.5% 0.1 1.6% 0.2 2.2%
Health 28.95 34.03 38.41 5.1 5.8% 4.4 2.4% 9.5 2.9%
Leisure and Hospitality 24.14 29.38 32.56 5.2 6.2% 3.2 2.1% 8.4 3.0%
Other Services 7.73 8.74 9.26 1.0 3.7% 0.5 1.2% 1.5 1.8%
Total Government 33.24 35.37 36.67 2.1 2.0% 1.3 0.7% 3.4 1.0%
Total Non-Ag Employment 187.77 211.37 222.21 23.6 3.4% 10.8 1.0% 34.4 1.7%
Office-Inclined Employment 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 Sq. Ft.
Class A 938,000
Class B 6,579,000
Class C 2,210,000
Total 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.
EXHIBIT B
‐ 13 ‐
Office Supply
Corpus Christi Market
4th Quarter 2013
Class A, 10%
Class C, 23%
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 Sq. Ft.
Central Business District 4,497,000 46%
South Side 2,213,000 23%
Mid‐City 1,486,000 15%
West Side 658,000 7%
Other* 873,000 9%
Total 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
EXHIBIT B
‐ 14 ‐
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
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.
EXHIBIT B
‐ 15 ‐
Select Buildings Asking Rent
Corpus Christi Office Market
June, 2014
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]Sheet1
Office Market Rents
Corpus Christi Office Market
2011
Effective Avg
Low High Rent
Downtown Office
Class A $17.00 $22.00 $19.50
Class B $9.00 $13.00 $11.00
Suburban Office
Class A $13.00 $17.00 $15.00
Class B $9.00 $13.00 $11.00
Source: NAI Cravey Real Estate Services; W‐ZHA
F:\8000s, misc\82325 Corpus Christi\[office.xlsx]Sheet6
EXHIBIT B
‐ 16 ‐
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
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.
EXHIBIT B
‐ 17 ‐
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
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.
EXHIBIT B
‐ 18 ‐
Jobs by Office‐Inclined Industry
Corpus Christi Metro Area
2003, 2008, 2013, 2018, 2023
12,000
10,000
8,000
Jobs
6,000
4,000
2,000
0
Management, & …
Services & Mgmt of
Support, Waste
Finance and
Administrative,
Relig, Grant, Civic,
Information
Prof Organizations
Real Estate
Insurance
Prof, Sci, Tech
Companies
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.)
EXHIBIT B
‐ 19 ‐
Administrative and Support Services Office Demand
Corpus Christi Office Market
2013-2023
Source: NAIOP "Changes in Average Square Feet per Worker"; Moody's Analytics; W-ZHA
f:\8000s, misc\82326 Corpus Christi\[economy emp (Recovered).xls]Sheet14
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.
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.
EXHIBIT B
‐ 20 ‐
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.
Source: W-ZHA
f:\8000s, misc\82326 Corpus Christi\[economy emp (Recovered).xls]Sheet13
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.
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
EXHIBIT B
‐ 21 ‐
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.
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.
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.
EXHIBIT B
‐ 22 ‐
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
000's City Share
Coastal Bend $9,240,452 53%
Corpus Christi Metro $6,683,170 74%
Corpus Christi City $4,929,767 100%
Source: Claritas, Inc.; W‐ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet6
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.
EXHIBIT B
‐ 23 ‐
Total Retail Sales Inflow and Outflow
Select Areas
2014
$000's
Coastal Corpus Christi Corpus Christi
Bend Metro City
Retail Expenditure Potential $7,545,450 $5,839,097 $4,171,993
Retail Sales $9,240,452 $6,683,170 $4,929,767
Inflow/(Outflow) $1,695,002 $844,074 $757,773
% Inflow/(Outflow) 22% 14% 18%
Source: Claritas, Inc.; W‐ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet2
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
$000's
Coastal Corpus Christi Corpus Christi
Bend Metro City
Retail Expenditure Potential $6,092,990 $4,704,098 $3,347,382
Retail Sales $6,723,793 $4,710,601 $3,419,531
Inflow/(Outflow) $630,804 $6,503 $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.
EXHIBIT B
‐ 24 ‐
Percent Retail Sales Inflow or Outflow
Corpus Christi City
2014
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.
EXHIBIT B
‐ 25 ‐
Total Eating and Drinking Sales Inflow and Outflow
Select Areas
2014
$000's
Coastal Corpus Christi Corpus Christi
Bend Metro City
Retail Expenditure Potential $807,877 $616,198 $444,184
Retail Sales $986,507 $773,661 $573,192
Inflow/(Outflow) $178,630 $157,463 $129,007
% Inflow/(Outflow) 22% 26% 29%
Source: Claritas, Inc.; W‐ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet5
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
000's City Share
Coastal Bend $986,507 58%
Corpus Christi Metro $773,661 74%
Corpus Christi City $573,192 100%
Source: Claritas, Inc.; W‐ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet7
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.
EXHIBIT B
‐ 26 ‐
Retail and Eat/Drink Sales Per Capita
Select Areas
2014
Total Retail Retail Sales (Net of
Sales Vehicle Sales) Eat/Drink Sales
Texas $15,053 $11,331 $1,589
Source: Claritas, Inc.; W‐ZHA
F:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]per cap
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.
EXHIBIT B
‐ 27 ‐
Retail Inventory
Corpus Christi Market Area
4th Quarter 2013
Sq Ft Share of
000's Total
CBD 1,694 8%
Mid‐City 5,940 29%
South Side 6,228 30%
West Side 1,585 8%
Northwest 1,648 8%
Four Bluff/Padre Is. 1,628 8%
Portland/Ingleside 1,830 9%
Total /1 20,553 100%
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.
EXHIBIT B
‐ 28 ‐
Retail Inventory and Vacancy Rate
Corpus Christi Market Area
4th Quarter 2013
Sq Ft Vacancy
Sub‐Market 000's Rate
CBD 1,694 6.0%
Mid‐City 5,940 4.0%
South Side 6,228 4.7%
West Side 1,585 6.4%
Northwest 1,648 12.8%
Four Bluff/Padre Is. 1,628 4.7%
Portland/Ingleside 1,830 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
EXHIBIT B
‐ 29 ‐
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
Sq Ft Rental
Sub‐Market 000's Rate
CBD 1,694 $10.09
Mid‐City 5,940 $12.88
South Side 6,228 $17.54
West Side 1,585 $10.22
Northwest 1,648 $5.43
Four Bluff/Padre Is. 1,628 $14.17
Portland/Ingleside 1,830 $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.
EXHIBIT B
‐ 30 ‐
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 29,295
Spending /Resident $10,800
Total $316,382,800
Sq Ft @ $350 Sales/Sq Ft 904,000
Source: W‐ZHA
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 29,295
Spending /Resident $1,620
Total $47,457,400
Sq Ft @ $450 Sales/Sq Ft 105,500
Source: W‐ZHA
f:\8000s, misc\82325 Corpus Christi\[retail analysis.xlsx]Sheet13
Population growth over the next ten years should support 105,500 square feet of eating and drinking
space.
EXHIBIT B
‐ 31 ‐
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.
EXHIBIT B
‐ 32 ‐
The midscale to upscale class hotels analyzed are presented in the table above.
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
EXHIBIT B
‐ 33 ‐
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
$80.00
$70.00
Revenue Per Available Room
$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.
EXHIBIT B
‐ 34 ‐
Revenue Per Available Room
Midscale to Upscale Hotels and All Hotels
Corpus Christi Hotel Market
2008 ‐ 2013
$80.00
$70.00
$60.00
Occupancy Rate
$50.00
$40.00
$30.00
$20.00
$10.00
$0.00
2008 2009 2010 2011 2012 2013
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.
EXHIBIT B
‐ 35 ‐
Revenue Per Available Room by Month
Midscale to Upscale Hotels
Corpus Christi Hotel Market
2013
$120.00
Revenue Per Available Room
$100.00
$80.00
$60.00
$40.00
$20.00
$0.00
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).
EXHIBIT B
‐ 36 ‐
Hotel Occupancy by the Day of the Week
Midscale to Upscale Hotels and All Hotels
Corpus Christi Hotel Market
2013
80%
72% 72% 72%
67% 69%
70%
62%
60%
Occupancy Rate
50% 45%
40%
30%
20%
10%
0%
Sun Mon Tue Wed Thu Fri Sat
All 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.
EXHIBIT B
2730 Forest Avenue, Suite W
Berkeley, California 94705
Memorandum
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.
EXHIBIT B
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
- 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.
EXHIBIT B
Detail
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.
- 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:
EXHIBIT B
Downtown Corpus Christi
Corpus Christi Metro
Primary Trade Area
Population
Population 20,000 449,000
Education and Employment
Percent College-Educated 11% 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 light of Zimmerman/Volk’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.
II. 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
EXHIBIT B
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.
- 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.
- 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.
EXHIBIT B
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
Beanfield War, among other pictures.
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.
EXHIBIT B
- 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.
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
EXHIBIT B
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 café 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.
EXHIBIT B
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.
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.
EXHIBIT B
While their typical floor-plates of 100,000+ square feet might be too large 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.
EXHIBIT B
- 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: 1) 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: 1) 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.
EXHIBIT B
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.
EXHIBIT B
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.
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 Façade
Improvement Grant program, modestly sized forgivable loans should be offered to help
EXHIBIT B
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).
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.
EXHIBIT B
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.
EXHIBIT B