YEAR 3 IMPLEMENTATION OF

FY 2022-FY 2026 5 YEAR STRATEGIC PLAN

FY 2023-2024
SERVICE PLAN

CORPUS CHRISTI
DOWNTOWN
MANAGEMENT DISTRICT
 INTRO
The CCDMD is a professional municipal management district, established in 1992, representing property owners in the
Downtown Corpus Christi neighborhood known as the Marina Arts District. Through interlocal relationship with the City of
Corpus Christi and Downtown Tax Increment Reinvestment Zone, we facilitate development through the Greater Downtown
Area. With the support of our corporate partners on the Downtown Advisory Council and our 501 (C)3 the Downtown Revital-
ization Alliance, we move revitalization further forward with a focus on economic development, arts and culture.

Vision & Mission Statement Values

The vision of the CCDMD is to create the most vibrant Values define what an organization stands for. The
downtown on the Gulf of Mexico by: following values communicate how we function as
an organization.
-instituting a clean, safe, and beautiful environment
-creating a welcoming, well-designed, and accessible waterfront
DEPENDABLE
-developing a robust, sustainable, and desirable neighborhood
We want you to know you can count on us!
-promoting remarkable and prismatic cultural experiences
OPTIMISTIC
-growing our team mentality and capacity to accomplish the vision
We have a realistic and positive outlook on the future of downtown!

CREATIVE
We value outside the box thinking, new solutions, new perspectives!

PASSIONATE
We are resolved to accomplishing our vision!

COLLABORATIVE
We make an impact with partnerships!

C O R P U S C H R I S T I D O W N T O W N M A N AG E M E N T D I S T R I C T
CO R P US CHR IST I D OW N TOW N M AN AGE M E N T D IST R I C T
INCLUSIVE
A D O W N T O W N R E I N V E S T M E N T Z O N E A F F I L I AT E A G E N C Y
A D O W N T O W N R E I N V E S T M E N T Z O N E A F F I L I AT E A G E N C Y
We believe Downtown is a place for everyone!

PLANNING FRAMEWORK
This document is an annual statement of work, supplemental to the Downtown Corpus Christi in the 3rd Year of implementation
of the 5 Year Strategic Plan. It is proposed by DMD Staff and accepted by the DMD Board, TIRZ Board, City Council & Staff.

Item What is it? What does it look like? Where is it?

Goal Mission Element Develop a robust and sustainable Five Year Strategic Plan
neighborhood.

Strategy Approach to Activate vacant properties and land Five Year Strategic Plan
Accomplish a Goal parcels with adaptive reuse.

Objective Measurables, short term Facilitate rehabilitation process for Annual Service Plans
(Programs steps to achieve strategy. three vacant properties in partnership
& Projects) with willing property owners

FY23 Downtown Corpus Christi

1 INTEGRATED SERVICE PLAN
 Y
NDAR
3 BOU
TIRZ #

DMD Boundary
& Levy District

TIRZ #3 BOUNDARY:

2
 DISTRICT OPERATIONS
Instituting a clean, safe, and beautiful environment.
A. Improve cleanliness and perceptions of cleanliness by 5% annually.
• Provide an 8-member Clean Team to maintain the • Implement plan for expanding trash receptacles
Greater Downtown Area at a consistently high level of across Downtown Marina Arts District & Seawall. *
cleanliness (track personnel, duties and hours).

• Conduct audit of service levels to identify

additional capacity and resource needs for FY ‘25
and district expansion.

B. Elevate standard of care for landscaping and right of way fixtures to create best looking appearance.
• Conduct three planter change outs & two seasonal • Maintain in-house skillset and landscaping
park change outs per year. capacity with Master Gardener Program certification.

• Foster partnership with Botanical Garden, Native Plant • Establish schedule for regular curb painting to
Society & Master Gardner Society for garden approach present best face in high volume season. *
to Artesian Park.

C. Create a consistent sense of security for all downtown users at all times.
• Continue partnership with City & Downtown Bars for • Work with Police Department to re-establish
Off Duty Police Patrol, growing the number of officers a Downtown Patrol with visible, around the clock
and clarifying operational requirements. presence on key corridors and public spaces.

D. Collaborate with the community to mitigate adverse environmental & safety perception impacts of homelessness.
• Connect City Staff with downtown business and • Coordinate with newly created City department
property owners in Safety Partnership and to establish processes that solve mental health
Merchant Association monthly. and dependency issues versus criminalizing
people experiencing homelessness.
• Support plans for low barrier drop in shelter for
homeless.

E. Install and maintain lighting throughout downtown to increase safety at night.

• Continue monthly streetlight audit and expand to • Identify additional locations to deploy lights
include other lighting fixtures. throughout the district, on buildings, alleys, etc.

• Standardize lighting levels along right of way to the • Continue to maintain “guerilla” lighting features,
Illuminating Engineering Society standards in the identify operational and maintenance costs,
City’s Streetscape Overlay Ordinance.* with Illuminando Phase 2 on Downtown Buildings.

TIRZ Related Items are indicated with a *.

TIRZ Funds are expended only as allowed by state law.

FY24 Downtown Corpus Christi

3 INTEGRATED SERVICE PLAN
 PLACEMAKING
Creating a welcoming, well-designed, and accessible waterfront.
F. Advocate for and support implementation of catalytic infrastructure improvements – especially on the waterfront.
• Work with City to implement the pedestrian • Coordinate with City for design of Lower, Middle and
improvements along Shoreline at John Sartain. * Upper Broadway Bluff Rehabilitation to ensure connectivity
between districts and historic features.*
• Coordinate with City to design Water Street Reimagined
with streetscape features with funding of construction • Develop connectivity options for Agnes-Laredo entryway. *
identified for Bond 2024.*

G. Create beautiful streetscapes and interactive public spaces through urban design.
• Continue implementation of parklets & sidewalk cafes.* • Assess current Urban Design Standards and analyze
proposed UDC Amendments. *
• Leverage $200,000 of TIRZ #3 Streetscape
and Safety funding to produce • Collaborate with city staff on the Wayfinding Plan to
façade upgrades valued at $400,000.* ensure brand alignment. Manage seasonal Small
Business Wayfinding programs.*

H. Ensure all downtown users have a connected, convenient, and safe route to and through downtown.

• Develop relationship with RTA, identifying bus stop • Advocate and coordinate with TxDOT for reconfiguration
upgrades and partnering to implement upgrades. of the Chaparral, Kinney, Agnes intersection to extend
pedestrian connectivity across Chaparral Street.*
• Partner with the City for implementation of the
ADA Accessibility Report (Scooter Fund). *

I. Enhance the parking system so that public and private parking is available for diverse users when needed.

• Continue to advocate for implementation of Parking Action Plan.*

• Work with City to move forward with Parking Meter Updates.*
• Work with City to move forward with off-street lot improvements for privately owned
blighted lots that support operating businesses and pilot pervious parking surfaces. *

J. Implement family and tourist oriented placemaking initiatives that make parks and places inviting
for all ages through design.
• Develop and deploy high quality holiday installations • Partner with Art Center, Marina, and Visit Corpus Christi to
throughout the Marina Arts District and into Waters develop and deploy installations along vacated roadway
Edge, focusing on right of way, park activations, and adjacent to the Seawall and other key enhancements
vacant building activations.* at waterfront locations, like destination marquee sign and
concrete replacement at Norma Urban Park. *
• Develop a plan for dog-friendly spaces in downtown.*
• Support the development of public art murals throughout
• Deploy park improvements and develop plans for downtown to expand the Downtown Public Art Program.
special use parks. *

FY24 Downtown Corpus Christi

INTEGRATED SERVICE PLAN 4
 ECONOMIC DEVELOPMENT
Developing a robust, sustainable, and desirable neighborhood.
K. Increase the supply, density, and variety of residential options.
• Support 60-units (North Water) in construction to ensure • Support 250-units (the 600 Building, Sea Gulf Villa) to
completion in FY ‘24. * begin construction in FY ‘24. *

• Actively seek to get 150-units (Office Building Conversions) • Foster partnerships with 3 local bank institutions to
committed for development in FY ’24. * activate institutional investment for development. *

• Conduct Annual Multifamily Occupancy Survey.*

L. Develop a robust food & beverage ecosystem with diverse offerings.

• Develop targeted incentives for chef-led or proven • Increase mixed beverage sales tax collection
operator’s secondary locations. * by 5% over previous FY.

• Develop trash mitigation and management plan • Develop strategy to attract locally owned
for associated waste from increased food establishments to downtown. *
and beverage establishments.*
M. Recruit an attractive and authentic retail mix for resident and tourist audiences.
• Recruit targeted retail, local brands with strong • Continue development and implementation of multi-
online followings or existing operations to vacant phased Retail Incubation Strategy, with specific sites
brick & mortar locations.* targeted for activation.*

N. Leverage adaptive reuse and proactive marketing strategies (DowntownTx.org) to activate vacant properties
and land parcels.

• Partner with CCAR and Commercial Brokers, and • Conduct monthly updates to DowntownTX.org with
host annual workshop.* available properties.*

• Facilitate the rehabilitation process for key historic • Continue to administer TIRZ #3 incentives to activate
properties like the Ritz Theater, Ward Building, vacant properties throughout the zone, streamlining
222 N. Chaparral, and Hotel Aria. * online submittal process. *

• Facilitate communications during the development • Support City update of the Downtown Vacant
process to support existing businesses.* Building Ordinance. *

O. Increase economic strength of the “South Texas Diamond” by leveraging our competitive assets of affordable,
existing, waterfront real estate with knowledge and technology economy (Lonestar UAS Center of Excellence and
Innovation, Port of Corpus Christi), and entrepreneurship.
• Build regional coalition with institutional and • Partner CCREDC to implement Target Industry
entrepreneurial ecosystem leaders, conduct Analysis & Quality of Place Studies.
feasibility study and secure programming and
physical expansion plans. • Establish grant program in partnership with Mayor,
CCREDC and City’s Type B Program for qualified
• Partner with City to fund and launch companies relocating to Downtown Corpus Christi.
Coworking Space.

FY24 Downtown Corpus Christi

5 INTEGRATED SERVICE PLAN
 PROMOTIONS
Promoting remarkable and prismatic cultural experiences.
P. Strengthen communication channels to educate the public on downtown’s unique offerings.
• Continue post quality content daily, growing Instagram • Prepare and distribute 52 e-newsletters,
and Facebook by 100 followers per month. maintain 35% open rate, establish baseline
click rate.
• Conduct monthly updates to website with three
priorities: establishing lifestyle content, sharing • Continue to produce original video content to
information on development projects* and promoting upload to YouTube and social media quarterly
businesses. and create an Annual Report video.
Q. Elevate downtown’s market position by proactively defining the brand through proactive narrative development
using a psychographic strategy.
• Proactively prepare press releases for story • Complete Bi-Annual Perception Survey,
development to increase exposure with one or more utilize results to craft recruitment, communications
story per month on local media channels. and marketing strategies.

• Identify Downtown’s market position as a weekend • Integrate momentum created at State of Downtown
destination and establish strategy for into ongoing marketing campaign, including
growing specific psychographic segments. annual report “Road Show.”

R. Facilitate micro-communities (like Business Association, Neighborhood Association, Downtown Run Club) of
downtown interest groups to maximize collaboration amongst co-creators and businesses.
• Maintain Business Association meeting participation of 30 attendees, increase engagement on seasonal
promotions, establish on seasonal promotions, improve access to business support resources.

• Continue to grow Run Club as a health focused programming activation, expand fitness and health.

• Identify quarterly opportunities to drive business or benefit downtown with the momentum of a
coordinated neighborhood group.

S. Program and support signature experiences that amplify our unique culture and assets.
• Support 21 signature cultural events as • Continue to improve and expand holiday event
sponsor, co-promoter or co-producer and track series to generate activity and business in the months
attendance utilizing PlacerAI.* of November and December.

• Increase ArtWalk attendance by 5% per month, curate • Partner with corporations and media groups
partnership opportunities that enhance programming, to establish coordinated communications
secure sponsorships to fund growth. strategies or sponsorships.

T. Foster opportunities for the creative class to shine.

• Produce 3rd Annual Mural Fest, providing artist • Submit three Texas Commission for the Arts
hospitality and collaboration opportunities for selected applications to gain funding for the creative
national and local artists. class installations throughout the district.

• Maintain Cultural District designation and seek financial • Continue and expand plan for performance art and
support for music and art related programming. live music promotion throughout the district.

FY24 Downtown Corpus Christi

INTEGRATED SERVICE PLAN 6
 ORGANIZATIONAL
MANAGEMENT
Growing our team mentality and capacity to accomplish the vision.
U. Provide effective administration of complex governance structure while optimizing entities and programs.
• Continue monthly Board Management, daily financial operations, annual reporting and annual
service plan development.

• Complete implementation of Phase 1 Expansion, Conduct Phase 2 of DMD Expansion for deployment in FY ‘25.

• Update bylaws to reflect current, professional operational structure.

V. Collaborate with partners to diversify funding and foster “teamwork” mentality towards revitalization.
• Manage interlocal agreements, provide clear value to • Continue to grow and expanding funding partners
TIRZ #3 for service contact.* through Downtown Advisory Council, identify
opportunities to partner in additional manners.
• Expand recognition for stakeholders, businesses, and
volunteers to extend “team” mentality beyond the office.

W. Recruit, retain, and develop motivated, dedicated staff to implement vision and expand organizational capacity.
• Expand awareness of industry best practices and • Continue pursuit of professional certifications as needed
professional networks by sending team to annual to increase team’s capacity by requiring one professional
International Downtown Association Conference.* development milestone for each team member.

• Maintain and expand membership with professional • Conduct familiarization trips with comparative set
and industry trade organizations, (International cities to ensure team is operating from firsthand
Downtown Association, Texas Downtown Association, experience and bringing inspiration and new ideas
International Economic Development Council and back to the community.*
Urban Land Institute).*

X. Evolve software, technology, and facilities to provide professional best in class working environment.
• Maintain functional office space and capacity to work • Upgrade hardware and software as needed
remotely as needed in the new normal. to conduct business and manage information,
including a new website. *
Y. Establish a culture in which information is readily shared.
• Maintain record of business inquiries, identify customer relationship management software.
• Respond within one business day to email requests.
• Serve as one-stop resource for information pertaining to current and prospective businesses,
property owners, developer, and other stakeholders.

FY24 Downtown Corpus Christi

7 INTEGRATED SERVICE PLAN
 FY 2024 BUDGET
Revenues by Source
Revenues by Source TOTAL Revenues by Source

DMD District Levy $269,268 DMD Levy

Fundraising, Memberships, $306,000 Fundraising, Memberships,
Sponsorships, Events & Grants Sponsorships, Events & Grants
City Interlocal Agreement $369,268 Advisory Council
Tax Increment Reinvestment $1,075,000 TIRZ Downtown Reinvestment
Zone Agreement
Zone Interlocal Agreement
Advisory Council $225,000 City Interlocal Agreement
TOTAL $2,244,536

Expenses by Mission Element and Source

Mission Element Total Expense DMD & CITY TIRZ
Private Sector
Expenses by Goal
District Operations $ 656,366 $ 12,100 $ 375,754 $ 268,512
District Operations
Placemaking $ 142,607 $ 40,000 $ 102,607

Economic
Placemaking
$ 21,000 $ 21,000
Development Economic Development
Promotions $ 305,700 $ 248,600 $ 57,100
Promotions
Organizational $ 1,118,863 $ 493,082 $ 625,781
Management Organizational Management

Total Expenses $ 2,244,536 $ 793,782 $ 375,754 $1,075,000

METRICS & BENCHMARKS METRICS

- Biannual Downtown Perception
Benchmark: DMD will track our services benchmarks and achievements designed to impact Survey
the Downtown metrics and make a successful Downtown: - Crime statistics
District Operations - Number of Bags of Debris Collected - Number of Unique Activity - Per Hour - Business Sales Tax Collected
- Number of Bio Hazard Removal - Street Team - Hours
- Downtown Population Traffic
- Number of Trashcan Maintenance - Number of Police Reports
- Number of Planter Maintenance - Tourist Visitorship
- Number of Plants Planted - Number of Meetings with City to Improve - New Business Openings by District
- Number of Façades Remodeled Pedestrian Streetscape
- Items of Parking Action Plan Implemented - Street Level Vacancy

Economic - Number of New Residential Units - Conversion of Meetings to Applications - Building Vacancy
(Opened/Constructed/Commitment) (Incentive or permit applications)
Development - Office Vacancy
- Number of New Business - Number of Properties Listed on DowntownTx.org
Concept Meetings - Private Sector Investment
Promotions - Social Media Stats - Event Attendance - Public Sector Infrastructure
- Traditional Media Stats - Number of Public Art Projects
- Associations Participation - Grant Project Secured Investment

- Number of Board Meetings Held - Number of Professional Development Completed - Parking Occupancy
- Number of Downtown Advisory - Number of Familiarization Trips - Residential Occupancy
Council Members - Number of Metrics and Benchmarks Collected

FY24 Downtown Corpus Christi

INTEGRATED SERVICE PLAN 8
 INVEST IN DOWNTOWN
Downtown Advisory Council

Our Downtown Advisory Council is made up of visionary

leaders across industry sectors that play a unique role in the
growth and development of our neighborhood. With your
support, downtown will be positioned to make significant
strides into the future.

Ready to Sign On?

Become a Downtown Leader and learn more
by contacting ALYSSA B MASON.

361-882-2363

Alyssa@cctexasdmd.com

ADVISORY COUNCIL SPONSORSHIP LEVELS CURRENT MEMBERS

Downtown Pioneer $50,000

Downtown Partner $25,000
Downtown Pillar $15,000
Downtown Promoter $5,000
And many more!

FY24 Downtown Corpus Christi

9 INTEGRATED SERVICE PLAN
 Downtown Business Association
The Downtown Business Association, locally known as the
DBA, is a collective of over 30 downtown shops,
restaurants, entertainment venues, and partners who work
to keep our community vibrant and lively. The purpose of
the DBA is to connect, engage, and promote downtown
•
•
•

businesses, its amenities, seasonal specials, and events.

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•

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DBA Membership
•
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•

Annual Investment: $295/year •

•

Benefits:
- Invitation to monthly DBA meetings •
•

- Monthly emails with meeting notes •

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- Listed on DBA partner webpage on godowntowncc.com

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- Access to DBA Headshot opportunity up to one •

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individual headshot ($150 value) •

DBA Marketing Boost

Annual Investment: $1,275/year
Benefits:
- Unlimited social media post and story reshares
($5,000+ value)
- Mention in at least two weekly newsletters per month
- Event promotion support via all social media channels
- One 1-hour professional photography headshot
opportunity ($450 value)

Ready to Join?
- New Business support with Marketing Consultant
- Many more Marketing benefits

Become a DBA member and learn more

by contacting EMILY BEARDMORE.
ArtWalk Partner
Annual Investment: $585/year
361-882-2363
Benefits:
- Included on ArtWalk maps and event list
- Sharable ArtWalk graphics Emily@cctexasdmd.com
- Mention in select ArtWalk marketing (social media,
newsletter, print and webpage)
- Two 10’x10’ booth spaces for your business within
your designated block party

FY24 Downtown Corpus Christi

INTEGRATED SERVICE PLAN 10
@godowntowncc godowntowncc.com

@downtowncorpuschristi Downtown Corpus Christi

Corpus Christi Downtown

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