David Hebert, City Manager, City of Oakland Park

May 2026 — Invest: sat down with David Hebert, Oakland Park city manager, to discuss how the city is balancing redevelopment with its small-town character, strengthening infrastructure resilience, and expanding opportunity through strategic partnerships. “A city’s success is reflected in how it feels to experience it. Safety, beauty, convenience, and vibrancy all matter,” Hebert said.

What changes have you seen in city management or development over the past year, and how are those shaping how Oakland Park is moving forward?

Oakland Park operates with both a micro and a macro reality. On the micro side, we are a compact city of about eight square miles and roughly 47,000 residents. We have a strong small-town atmosphere, despite sitting in the middle of a rapidly growing urban region. Our responsibility is to protect that character while managing development in a way that feels consistent and thoughtful.

On the macro side, city management has become more complex. We depend on partnerships and external conditions more than ever. Broader economic uncertainty affects financing, construction timelines, and long-term planning. We also rely on other governmental agencies for support and guidance, which makes coordination critical. Shifts at the federal level, particularly in Washington, D.C., can influence priorities and the availability of grants, especially for infrastructure. When those conditions change, local governments have to be flexible and creative in how they solve problems.

Locally, we have been focused on delivering major public projects through a facilities bond program approved by voters in 2018. Since then, construction costs have risen, interest rates have become more challenging, and the overall environment has been unpredictable. Despite those headwinds, our staff has been able to complete nearly all of our projects on time and on budget. That includes building and renovating fire stations, constructing a new public works facility, and relocating City Hall. We are also in the final stages of preparing a permanent home for the city’s library.

As these projects wrap up, we are also repurposing former public facilities into community assets. Some older sites will be converted into parkland, which supports quality of life and long-term sustainability. At the same time, we are advancing redevelopment of the former City Hall and library site in partnership with Falcone Group. That public-private collaboration is a significant part of Oakland Park’s future and reflects how we align public priorities with private investment.

We also pay close attention to regional projects that could influence long-term development. The FEC rail corridor is a prime example. Brightline currently operates there, and Oakland Park is identified as a preferred location for a future commuter rail stop, potentially the first north of Fort Lauderdale. The challenge is timing. Without certainty on when that expansion might happen, it is difficult to make definitive plans. That said, when the project moves forward, we intend to be ready, because it represents an important opportunity for the city.

With so much focus on redevelopment, what impacts are you seeing from investments in downtown and the Culinary Arts District?

Our downtown strategy is centered on authenticity and support for small businesses. Oakland Park’s economic roots are tied to mom-and-pop operations and service-oriented enterprises, and redevelopment is meant to strengthen that foundation, not replace it.

That approach is one of the reasons the South Florida Sun Sentinel has called Oakland Park the “Brooklyn of Broward.” The phrase reflects the organic, grassroots energy taking hold in the city — creative, entrepreneurial, and community-driven rather than formulaic or cookie-cutter.

The Culinary Arts District has been a key part of that approach. We have encouraged young entrepreneurs, supported first-time restaurant owners, and worked to create a walkable environment where visitors can park once and explore. That atmosphere has helped attract creative businesses, including a gallery that relocated from Wynwood, adding cultural depth and energy to the district.

We also recognize that the nature of work is changing. While some South Florida markets are seeing large corporate relocations, cities like ours often thrive by supporting smaller-scale innovation and do-it-yourself entrepreneurs. People are blending work and life in new ways, and our development strategy reflects ways to accommodate those changes.

That is why projects like the Sky Building include live-work units. They are designed to support modern work patterns and entrepreneurial activity while contributing to the vitality of downtown.

How are you approaching infrastructure needs such as mobility, stormwater, and utilities as the city continues to grow?

Infrastructure is the foundation of everything cities do. Before anything else, people need basic needs met, and in South Florida, we must also address climate and topography. Oakland Park is a low-lying city. With rising sea levels and more intense rain events, stormwater management has become a critical priority.

We are investing in stormwater infrastructure and doing so in partnership with Broward County and other agencies. New county guidelines related to sea level rise, including higher seawall standards, shape how we plan. With tidal canals and frequent heavy rain, resilience requires both long-term capital investment and strong operational readiness.

Emergency response is another essential component. We have a long-standing partnership with the Broward Sheriff’s Office for law enforcement and operate our own fire rescue department. Our public works and city sanitation teams also play a vital role, particularly after major weather events, when rapid cleanup and restoration are critical. Having those services in-house allows us to respond quickly and efficiently.

Utility partnerships matter as well. Water service comes from the city of Fort Lauderdale and the county. Coordination with those providers helps ensure reliability and supports long-term planning as the city grows.

What role do incentives and partnerships play in supporting local businesses?

Because Oakland Park’s CRA is a non-TIF CRA, we do not have the same built-in financial resources as some neighboring cities. That reality requires creativity. One of our most effective tools has been public-private partnerships, particularly when the city can contribute value beyond cash.

Land has been a key asset. By leveraging city-owned property, we have been able to support development that advances public goals. Projects like the Sky Building and Horizon add public parking, residential units, and commercial space, all of which strengthen downtown by increasing accessibility and customer base.

We also operate small grant programs that help businesses improve their physical spaces. Even modest assistance can make a meaningful difference for small operators. 

How do placemaking and public spaces shape Oakland Park’s identity?

A city’s success is reflected in how it feels to experience it. Safety, beauty, convenience, and vibrancy all matter. We have invested heavily in parks and public spaces and worked with developers to integrate public amenities into private projects.

One example is a former golf course site that had been dormant for years. Working with a developer, we added a perimeter walking trail that now serves both new residents and surrounding neighborhoods. Another is the redevelopment of a former Kmart site, which includes a public promenade along the canal. These spaces create shared value and enhance livability.

We believe in win-win outcomes. We want homeowners, small businesses, and developers to succeed here. That balance is essential in a market-based economy where jobs, opportunity, and quality of life are deeply connected.

How does affordability factor into Oakland Park’s redevelopment strategy?

Affordability is a real concern, and we take it seriously. Oakland Park’s median income is lower than the county average, and many residents are feeling pressure from rising costs. Our goal is balance.

Major projects like Sky and Horizon include components designed to support long-term affordability, and we have adopted policies that reinforce our commitment to housing accessibility. We are also working with partners such as the Urban League of Broward on projects that will deliver meaningful, affordable rental and ownership opportunities.

We want Oakland Park to remain open and accessible, not just to those with significant resources, but to families, seniors, and young professionals building their futures.

Looking ahead, what are your top priorities for the next few years?

Our immediate priorities include completing the library relocation to the center of our city and advancing the Horizon of Oakland Park project, a public-private partnership mixed-use development that will add residential and commercial space, public parking and a park. Significant infrastructure work is underway to support that redevelopment, including stormwater improvements and enhanced pedestrian connectivity. These investments are designed to ensure long-term viability and economic strength.

We are also transforming the area surrounding the new library into a central community hub. We relocated the Public Works facility that was on site to a new location, which will enable us to convert five acres where the facility used to be into parkland with recreational amenities. That space will serve residents of all ages and reinforce Oakland Park’s sense of place.

Looking further ahead, 2029 will mark Oakland Park’s centennial. Our long-term facilities plan is called ”Building Our Second Century,” and that vision guides our work today. The goal is to enter that milestone having strengthened our infrastructure, revitalized our downtown, and positioned the city for a confident, inclusive future.