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Gateway to Opportunities for a New View of the CRA

Crestview Community Redevelopment Agency Strategic Plan 2020

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Vision

“To encourage redevelopment within the district that will enhance the quality of life of the community, while

maintaining historical significance” The following features are essential for the City of Crestview Community Redevelopment Agency to be a preferred place to live work and play.

• To promote smart growth throughout the district; • To work toward enhancing the quality of life for all through promoting

new business and activities for the citizens of Crestview and the surrounding area;

• To promote connectivity throughout the district allowing citizens and visitors to safely experience all the district has to offer;

• Promote and maintain an attractive and authentic atmosphere through good planning, proactive maintenance programs and clear codes.

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Strategic Plan 2020 A New View The Community Redevelopment Agency Plan is an extension of the City of Crestview Strategic Plan 2020. The goals found in this plan, though specific to the district, are consistent with the overall strategic plan for the City of Crestview. They address issues at the foundational and experiential level.

Culture

Play

Opportunity

Mobility

Safety

Community Character

Financial SustainabilityOrganizational

Capacity, Effectiveness & Efficiency

Infrastructure Communication

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Mission

“To enhance the quality of life through redevelopment”

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CRA Focus Areas

Goal 1: To revitalize the district capitalizing on current resources and recognized opportunities

Master Plan Objective A7- Establish a revitalization task force to address economic and physical revitalization.

• Utilize the Main Street Association, Historic Preservation Board and Chamber of Commerce to aid in revitalization

Master Plan Objective A10- Maintain and strengthen the Façade Grant Program.

• Review current grant programs to determine validity and adjust as necessary

Master Plan Objective A15- Develop green space, open space parks, and public plaza programs and promote connectivity within the community.

• Review the area for appropriate locations for parks and green spaces within the District

• Current plans include partnering with Okaloosa County to develop parking to include green space. (Fiscal 2020)

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CRA Focus Areas

Goal 2: To Provide Infrastructure for current and future needs

Master Plan Objective A1- Develop and enforce building and site maintenance codes.

• Currently under review by Planning division

Master Plan Objective A4- Eliminate the informality in enforcement of regulations.

• Currently under review by Planning division • Budget seed money to work to eliminate blight in the District

(2020)

Master Plan Objective A5- Develop a sidewalk restoration and maintenance program.

• Develop a Streetscape Master Plan for the district

Master Plan Objective A6- Review a realign downtown streets for efficiency/eliminate dangerous intersections.

• Develop a Streetscape Master Plan for the district

Master Plan Objective A16-17- Develop a parking and enforcement strategy.

• This project may be addressed at a later date

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CRA Focus Areas

Goal 3: Market the District

Master Plan Objective A11- Build and develop an active marketing and branding program.

• In the current year this will be a partnership with the Mainstreet Association

Master Plan Objective A12- Promote CRA district on Website and all social Media platforms.

• This is ongoing with the use of the City’s Public Information Officers

Master Plan Objective B21- Clearly identify “Historic Downtown Crestview” and direct visitors and locals to the district (new gateway signs).

• Enhanced partnerships with the Historic Preservation Board

Master Plan Objective B23- Develop “Gateways to Crestview.” • Gateway signs construction in the 2019-2020 budget

Master Plan Objective B26- Develop a cohesive “family” of wayfinding signs for the downtown/CRA District.

• Individual signage will be developed as areas of the district are completed

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CRA Focus Areas

Goal 4: Enhance Public and Private Partnerships

Master Plan Objective A8- Re-emphasize and incentivize the Crestview Main Street Program.

• Currently have an agreement with Main Street which will be expanded in the 2019-2020 Budget

Master Plan Objective A9- Refocus the Historic Preservation Board. • Working with Main Street and the Historic Board for

revitalization of the Bush House on Wilson Street. This project will be continued to be funded in the 2019-2020 budget

• Implement a Historic Building Identification plan in conjunction with the Historic Preservation Board (2019-2020)

Master Plan Objectives B24/25- Enhance the SR 85 Bridge. • No Action in the current year • Combine with Twin Hills Segue Project

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CRA Focus Areas

Goal 5: Enhance the Aesthetics of the District

Master Plan Objective A3- Develop design guidelines for Facades, signage, landscaping, access and parking.

• The design of design standards may be budgeted in a future year’s budget. No action in the 2019-2020 budget

Master Plan Objective B22- Develop area around new courthouse/add public amenities.

• Continued maintenance of memorial/gazebo • Upgrade as necessary

Master Plan Objective A4- Eliminate informality of enforcement of regulations.

• In the 2019-2020-year policy changes will be made to increase Code Enforcement

• A fund will be established to seed the removal of blight for properties that do not comply

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CRA Focus Areas

Goal 6: Expand Activity in the District

Master Plan Objective A13- Promote Arts in the downtown and entire CRA District.

• Develop survey to determine citizen requests for the district • Art features on government property • Work with Main Street Association to expand events • Expand the capabilities of Twin Hills for vendor events

(water/electric)

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CRA Focus Areas

Goal 7: Economic Development in the District

Master Plan Objective A2- Amend Comprehensive Plan to mixed use for downtown district.

• Completed for downtown area. Plans are in place to expand to other areas of the CRA district

Master Plan Objective A19- Develop a commercial incentive program to encourage new development, economic activities, and job creation.

• Completed in part by the grant programs in place. Review and amend grant program (2020) and research more incentives (year 2+)

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CRA Focus Areas

Goal 8: Connectivity

Master Plan Objective B31- Develop an access road from Industrial Drive to Twin Hills Park.

• Construct pedestrian, bike and vehicle segue to Twin Hills Park from downtown (2020)

Master Plan Objective B32- Develop a bike path/pedestrian trail link between downtown and Twin Hills Park.

• Construct pedestrian, bike and vehicle segue to Twin Hills Park from downtown (2020)

Master Plan Objective B33- Connect Industrial Drive to Twin hills park with new entrance.

• Construct pedestrian, bike and vehicle segue to Twin Hills Park from downtown (2020)

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Draft 2019-2020 Budget

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District Maps

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SWOT Analysis STRENGTHS

• Historical Perspective • Distinct Downtown (off main thoroughfare) • Varity of Restaurants • Gateway to Community • Authenticity (experience) • Opportunity (buildings) • Different types of Businesses • Untapped Recourses • Twin Hills Park • District Layout • FAMU • County Courthouse • Connectivity • People • Strong Main Street Association • Current CRA Plan • Center of City • Business Owners • Railroad • People

WEAKNESSES

• Parking • Businesses not open later (variety) • Pedestrian Connectivity (walkability, Handicap accessibility) • Building Appearance • Communication (what is happening in the District) • Infrastructure • Shade (lack of) • Entrenched Ownership • Rent too high for Quality • Blight • Attracting Investors • Cost of opening doors • Use of Resources • Signage • Traffic Enforcement • Gathering Area (non-profit)

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OPPORTUNITY • Quality of Life • Train Depot • Generate Revenue (TIF) • Connectivity to all areas (Park Priority) • Productive Mixed use • Promote the District (Tell the Story) • Underutilized Buildings • Growth Opportunity • Missed Partnerships (Historic Preservation Board) • Beautification (Wow factor) • Parking • Tap into Tourist Dollars • Missed Markets (youth, seniors)

THREATS

• Ourselves (focuses, differences) • Economy of Scale • Age of Buildings • Infrastructure • Failure to Communicate • Citizen Buy-in • Owner Buy-in • State Legislature • Use of funds (efficiency) • Lack of focus • Public Safety (real or perceived) • Shortage of funds • Graffiti • Follow Through • Unplanned Growth • Unrealistic expectations • Failed partnerships • Vagrancy • Time Limit • Speeding/Stop signs (Traffic Calming) • Handicap Accessibility • Draw to other areas