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2017-2022 CRA Presentation2017 - 2022 CRA STRATEGIC ACTION PLAN CRA HISTORY CRA Plan approved by the City and County 2005 2007 The County Interlocal Agreement, to fund CRA activities using the Redevelopment Capital Program is executed 2011 CRA Board adopts the CRA 2012 -2017 Strategic Action Plan Redevelopment Planning Team is established to comprehensively implement a multifaceted approach to redevelopment 2015 2016 Oakland Park initiates a CRA Planning Year in preparation for the 2017 action plan 2017 Board considers 2017-2022 Strategic Action Plan 2045 CRA will sunset •Despite the fact that the CRA was launched the same year as the worst economic recession in the United States since the Great Depression, 10 of the 27 capital improvement projects were completed. •This includes the advancement of 8 projects not slated for completion until 2020. CAPITAL PROJECTS 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016 CRA 35.1%23.4%16.9%-1.0%-8.4%-20.4%-10.6%-5.2%5.1%6.5%6.3%9.0% County 15.5%19.2%12.0%-5.6%-11.2%-12.8%-2.7%0.8%4.0%6.6%7.1%8.1% -25.0% -15.0% -5.0% 5.0% 15.0% 25.0% 35.0% Tax Base Growth Rate - County and Oakland Park CRA (2005 to 2016) CRA County $254 Million in Taxable Value The policies and programs proposed in Phase I and Phase II of the Plan were primarily centered around land use changes and the implementation of quality of life programs. POLICIES & PROGRAMS The CRA successfully implemented community appearance and public art programs, such as: •The Landscape Beautification Initiative •Public Art Program •Commercial Facade •Relocation Assistance •Strategic Investment Program •Marketing and Branding Campaign Based on the housing market decline… the CRA placed programs aimed at affordable housing and land-use policy changes on hold The Public-Private Partnership Projects were anticipated to be completed within Phase I of Redevelopment. However, due in large part to the state of the economy from 2007 – 2012 the CRA was unable to move forward with plans to develop mixed use facilities or find a viable partner to have the financing to construct during the economic decline. PUBLIC-PRIVATE PARTNERSHIPS 8 Private investment projects completed on CRA target sites Private redevelopment projects generated an additional $5.2 M in taxable value The CRA has seen a 136% return on investment from these partnerships 2017-2022 CRA STRATEGIC ACTION PLAN 2017-2022 CRA GOALS Redevelopment of the Downtown Connections to Downtown Strengthen Neighborhoods Increase Green Space *Revisions recommended Increase Attainable Housing Options *Revisions Recommended Increase Availability of Well-planned Housing Increasing and Replenishing Green Space 2017-2022 CRA GUIDING PRINCIPLES Make the distinction between “growth” and “investment” 1 Be tactical and strategic 2 Be focused 3 Communicate and coordinate 6 6 GUIDING PRINCIPLES for CRA Redevelopment Strategy 4 Start where there is already momentum Find the right partners for specific goals 5 The Hectic Planning Year 2017-2022 CRA STRATEGIC ACTION PLAN In keeping with the CRA Plan, the 2017- 2022 Strategic Action Plan Activities are separated into three categories: CAPITAL PROJECTS PUBLIC-PRIVATE PARTNERSHIPS •Including Land Acquisition POLICIES & PROGRAMS CRA STRATEGY REVIEW FOCUSING ON DOWNTOWN OPPORTUNITIES FOR THE FUTURE Since the inception of the CRA concept in Oakland Park, the downtown has been the “Linchpin” of the redevelopment efforts. This continues to be the recommended way forward for the CRA. WHY FOCUS ON DOWNTOWN “ Start where there is already momentum.” The Downtown has seen the largest growth in private investment in the CRA. We must leverage that growth to attract the right partners for new impactful mixed use development. “Be focused, tactical, and strategic.” A focused and visible improvement in a target area will spur investment in the expanded area, thereby maximizing the CRA return on investment. Our Downtown is the Catalyst for Oakland Park. REASON 1 It is in line with smart growth practices. WHY FOCUS ON DOWNTOWN Mixed use development is the trend for millennials who are looking for the urban experience and a sense of community and empty nesters who want to rid themselves of home maintenance and lawn care. This favorable market brings: • Interest and investment • Greater tax base • Jobs • Transit oriented development • Ultimately prosperity REASON 2 There is a market for this kind of development and the downtown needs a customer base. WHY FOCUS ON DOWNTOWN The Culinary Arts District and careful curation of the small town downtown vision creates a sense of place for Oakland Park, that was not well defined in the past. REASON 3 It creates a central core and an identity for Oakland Park. BEFORE 2017-2022 CRA STRATEGIC ACTION PLAN RFP for Development of West Dixie Lots •Hire consultant to conduct massing study and design plan •Select private partner to develop mixed-use project with retail, residential, and parking Estimated CRA Contribution: $2,500,000 *Contribution may be in the form of land value, fee waivers, etc 2017-2022 CRA STRATEGIC ACTION PLAN L-SHAPED BUILDING •Hire consultant to evaluate feasibility of culinary market •Select partner to develop Culinary Marketplace Land Acquisition for Market: $1,500,000 Market Redevelopment: $3,269,000 2017-2022 CRA STRATEGIC ACTION PLAN Mobility Land acquisition opportunities for mobility improvements downtown Land Acquisition for Mobility Improvements: $2,500,000 2017-2022 CRA STRATEGIC ACTION PLAN City Properties Potential relocation of City facilities to provide And opportunity for Highest and best use of these key properties in central downtown Land Acquisition to support redevelopment: $6,800,000 2017-2022 CRA STRATEGIC ACTION PLAN POST OFFICE Relocated and lot transformed into mixed -use project Post Office Acquisition: $10,000,000 2017-2022 CRA STRATEGIC ACTION PLAN Project Title Phase I Planning and Design Improvements to NE 12 Terrace (South of OPB)- including Arts District Feasibility Plan $ 100,000 Mobility - Development of Surface lots $ 1,800,000 Mobility - Parking Management System Design $ 10,000 Mobility – Phase I Planning and Design for Vehicular Circulation Improvements NE 12 Ave $ 30,000 Mobility - Phase I Planning and Design for Pedestrian Improvements throughout Downtown $ 984,000 Mobility - Phase I Planning and Design for Streetscape Improvements throughout Downtown $ 30,000 Mobility - Expanded Bike Share Partnerships and Station Installation $ 215,000 Mobility - Micro Transit Downtown Circular Plan $ 80,000 Total Capital Projects $ 2,894,000 2017-2022 CRA CAPITAL PROJECTS Project Title East Harlem McBride Land Use Change H and S Subdivision Land Use Change NE 12th Terrace Land Use Change Central Park Industrial Center Land Use Change Floranada Design District Midtown Commercial Regulations Future Prospect Gardens Pocket Park Land Use Change Commercial Façade Public Art Program Relocation Assistance Strategic Investment Program Attainable Housing Marketing/ Branding Campaign New Business Development Assistance and Training Program New Oakland Park Downtown Development District Feasibility Study 2017-2022 CRA POLICIES AND PROGRAMS •Continue to set the foundation in the emerging areas of the CRA. •Investment in infrastructure and community improvements in these areas will ensure they are ready for the next phase of redevelopment. •Neighborhood entryway features and other quality of life enhancements to brand and market the larger CRA footprint. FOUNDATIONAL WORK IN EMERGING AREAS NEXT STEPS •Hire consultants to evaluate feasibility of Culinary Market and to establish aesthetic design for West Side Lots •Continue efforts to evaluate and find the right partners for public-private partnership opportunities •Establish concrete plans for City owned facilities •Create budget and financing strategy •Continue negotiations with the County for new Redevelopment Capital Program agreement