Item H5BOARD OF COUNTY COMMISSIONERS
AGENDA ITEM SUMMARY
Meeting Date: July 20, 2011 Division: Growth Management
Bulk Item: Yes X No _ Department: Planning and Environmental Resources
Staff Contact Person/Phone #: Jane Tallman, 509-0998
AGENDA ITEM WORDING: Approval of the Southeast Florida Regional Partnership Sustainable
Communities Grant Consortium Agreement.
ITEM BACKGROUND: The Southeast Florida Regional Partnership has applied for a HUD grant of
$5,000,000 to create and implement the 2060 Regional Vision and Blueprint for livability and
economic prosperity. The total of $136,086,809.00 in in -kind match contributions, including a wide
array of federal funds, have been leveraged by public and private partners. Key consortium members
include two regional planning councils, the region's major transportation planning organizations,
institutions of higher education, numerous counties and major cities, as well as non-profit partners.
Through the Agreement, the South Florida Regional Planning Council can leverage resources from
Monroe County sustainability projects for the match to a HUD grant to create and implement the 2060
Regional Vision and Blueprint for livability and economic prosperity.
With approval of the Sustainable Communities Grant Consortium Agreement, Monroe County will
become a Consortium Member, pledging in -kind support valued at $10,000 over three (3) years
including professional time and services, participation in meetings and on committees, research and
evaluation support, and technical assistance related to the Grant Consortium. In addition, anticipated
resources valued at $25,925,000, from a number of sustainability projects in which Monroe County is
engaged (see attached list), will be leveraged as part of the match to the HUD grant.
Partnership benefits to Monroe County include participating in regional planning, continuing regional
coordination, enhanced collaboration and integration of activities, and improved methods, tools and
capabilities for decision -making.
PREVIOUS RELEVANT BOCC ACTION:
N/A
CONTRACT/AGREEMENT CHANGES:
N/A
STAFF RECOMMENDATIONS:
Approval
TOTAL COST: 0 INDIRECT COST: 0 BUDGETED: Yes No
DIFFERENTIAL OF LOCAL PREFERENCE:
COST TO COUNTY: 0 SOURCE OF FUNDS: N/A
REVENUE PRODUCING: Yes _ No X AMOUNT PER MONTH Year
APPROVED BY: County Atty OMB/Purchasing Risk Management
DOCUMENTATION: Included X Not Required
DISPOSITION
AGENDA ITEM #
Revised 7/09
Anticipated Monroe County Leveraged Resources for
Sustainable Communities Grant Consortium
Source
Amount I
Project
Energy
$1 Million
Audit and retrofit four county facilities (for
Efficiency
$700K),purchase five hybrid vehicles (for $150K), install
Conservation
solar water heaters in affordable homes, and develop
Block Grant
_ . ....-
-- _.
the energy conservation strategy.
-- ---- .......
Community
$2.48
Help eligible home owners with their waste water hook -
Development
Million
up costs ($1.5M), and restore damage to public housing
Block Grant
properties and eligible private residences damaged
Disaster
from recent storms ($0.98M).
Recovery
Grant
ARRA Grant $1.4 Million)
Bridge repairs
Mixed
--- _
$16 Million
.. ,.. ..... .........
Duck Key Wastewater System ($1.5M Federal)
_ __...._ .
Non-Federal
$5 Million
_. _........... ..
Cudjoe Expanded Regional Wastewater System design
Non -Federal-
$25K
SE FL Regional Climate Compact
Non -Federal
i $20K
�_._. __..... �. ._
Green house gas inventory and Climate Action Plan
development ....
Total $25.925 M
6/ 17/2011
Southeast Florida
Regional Partnership
Indian River St. Lucie -Martin
Palm Reach - Rroward - Miami -Dade - Monroe
Sustainable Communities Grant Consortium
Consortium Agreement
WHEREAS, In June 2009, the U.S. Departments of Housing and Urban Development (HUD),
Transportation, and the Environmental Protection Agency announced the creation of an interagency partnership
and Sustainable Communities Regional Planning Grant Program that would support regions who committed to
work collaboratively across jurisdictional boundaries to create "Regional Plans for Sustainable Development";
WHEREAS, the South Florida Regional Planning Council (SFRPC), working in partnership with the
Treasure Coast Regional Planning Council (TCRPC), entered into memoranda of understanding (MOU) with 130
organizations, with an additional 70 organizations providing letters and resolutions of support, to create the
Southeast Florida Regional Partnership (Partnership);
WHEREAS on behalf of the Partnership, the South Florida Regional Planning Council (SFRPC), as lead
applicant, submitted an application to the U.S. Department of Housing and Urban Development and was
subsequently selected as one of 45 recipients of the first round of Sustainable Communities grants in 2010;
WHEREAS, as part of the application process a subset of Partnership members were organized to form
the nucleus of a strong leadership consortium called the "Sustainable Communities Grant Consortium" that
would be expanded over time to include additional Partnership members;
WHEREAS, initial Consortium participants include approximately 45 local governments, metropolitan
and transportation planning organizations, nonprofit community -based organizations, professional associations,
public and private sector organizations, and educational institutions; and
WHEREAS, at the time of the application the Consortium participants agreed to enter into formal
Consortium Agreements (Agreement) with the SFRPC within 120 days (June 21, 2011) of the formal Cooperative
Agreement entered into with HUD on February 21, 2011.
NOW THEREFORE, the Parties hereto agree as follows:
I. Consortium Participants: This Agreement is entered into by members of the Southeast Florida Regional
Partnership's Sustainable Communities Grant Consortium (Consortium).
II. Goal: The Consortium will work together to successfully carry out the activities outlined in the Southeast
Florida Regional Partnership's work plan to create a "Regional Vision and Blueprint for Economic Prosperity,"
(Regional Vision and Blueprint) approved by the U.S. Department of Housing and Urban Development (HUD) on
May 11, 2011. The work plan, milestones, and schedules will be more fully developed by the Partnership's
Executive Committee, the chief governing board for the Partnership and the Consortium; Partnership and
Consortium participants; and work groups. Please see Attachment A — Abstract and Work Plan Summary. The
Partnership and Consortium will take the following six steps to achieve and sustain the Regional Vision and
Blueprint:
■ Build long term collaborative partnerships;
■ Build and support the region's leadership capacity;
■ Measure where the region currently is and where it will likely be if trends continue;
■ Identify a vision of the future with better outcomes than identified in the current conditions and trend
analysis;
■ Engage communities in developing plans to achieve the Regional Vision and Blueprint with emphasis on
equitable and achievable outcomes; and
■ Develop strategies to implement the Regional Vision and Blueprint and measure progress towards the
Regional Vision and Blueprint outcomes.
III. Purpose of the Agreement: The purpose of this Agreement is to formalize the roles and commitments of the
Consortium participants as they are known today. The Partnership and Consortium will work over the next three
years to create and lay the foundation for implementation of the Regional Vision and Blueprint.
IV. Roles / Commitments: Please see Attachment B for specific commitments of in -kind, cash, or additional
leverage fund contribution.
Partnership and Consortium participants, as regional leaders, commit to develop and implement the Regional
Vision and Blueprint unless it is detrimental to their organization and/or the region. Specifically Consortium
participants agree to:
■ Assist and participate in the development of strategies, plans and tools;
■ Assist in engaging stakeholders, particularly local and hard -to -reach populations;
■ Help assess, analyze, and evaluate plans, strategies, tools, and projects;
■ Play specific roles in implementing local projects providing leadership, staff support, research, oversight,
or financial support;
■ Participate in educational and outreach opportunities through classes, meetings, conferences, and
workshops; and
■ Assist in developing and refining the visions and plans that constitute the elements of a sustainable
region and integrating these visions.
Furthermore, Consortium participants reaffirm:
■ The SFRPC will act in the representative capacity with HUD on behalf of all members of the Consortium
and the SFRPC agrees to assume administrative responsibility for ensuring the Consortium's program is
carried out in compliance with HUD requirements and the Federal Funding Accountability and
Transparency Act of 2006;
■ To work cooperatively with the SFRPC (lead applicant), the TCRPC, and other Partnership and
Consortium participants to develop the Regional Vision and Blueprint;
■ To work with the Executive Committee established as the overall governing body for the Partnership to
ensure full participation by Partnership and Consortium participants in developing and implementing
the Regional Vision and Blueprint, and to involve additional committees, organizations, and groups as
part of the community engagement work that is integral to this effort; and
■ To commit leveraged resources in terms of staff, financial investment, or other resources in support of
carrying out the work program to the best of their ability.
Consortium participants will designate a primary delegate and a backup delegate to serve as points of contact
for the participating organization and to participate in meetings of the Consortium. The Consortium delegates
or their designees will meet at least three times a year to receive reports on the work of the Consortium and the
Partnership and will function as an advisory board for the development of the Regional Vision and Blueprint and
related work plan activities. The SFRPC, as lead fiscal agent, will maintain a list of all Consortium delegates and
their primary designees.
Any Consortium member may terminate its membership in the Partnership upon written notice from the
organization's Executive Director or Chief Executive Officer, with hard copy by U.S. Mail, to the Executive
Director of the SFRPC. Termination efember statim R"a" not relieve a member- of aRY
2
V. Governance Structure and Decision -making:
The following principles guide the Partnership's organization:
o Build an enduring consensus and constituency for the Regional Vision and Blueprint;
o Develop a clear organizational structure and decision -making protocols for the Partnership;
o Create multiple, meaningful opportunities for engagement, input and decision -making from the full
range of public, private, and civic/nonprofit partners in the region, including traditionally
underrepresented stakeholders;
o Enable "joinability" so that the Partnership and Consortium can continue to grow over time;
o Build on the strengths of existing institutions in the region;
o Engage and build ownership among implementing agencies and stakeholders early and throughout the
process;
o Ensure transparency and clear lines of accountability and reporting; and
o Adapt the Partnership's organizational model over time as the project shifts from visioning to
implementation.
Southeast Florida Regional Partnership
Organization
The core elements of the organization include the following:
Mission Statement
The Southeast Florida Regional
Partnership will create and implement
a "Regional Vision and Blueprint for
Economic Prosperity" to support the
creation of a vibrant and resilient
economy; socially inclusive,
sustainable, and equitable
communities; and environmental
sustainability.
Southeast Florida Regional Partnership: Provides a regional forum for discussion and consensus building on
issues of importance to Southeast Florida. The Partnership will develop and approve the Regional Vision and
Blueprint, and support long-term implementation of Regional Vision and Blueprint through individual and
collective action. During the visioning process the Partnership will primarily conduct its work through issue -
specific Work Groups, augmented by at least four summits of the entire Partnership during the visioning
process. In parallel with the visioning process, the Partnership will explore options for a long-term optimal
structure to assist with implementation, progress review, and future updates. The intent is for the Partnership
to develop a long-term structure for its ongoing operations by the conclusion of the visioning process.
To join the Partnership, organizations must sign an MOU and commit to work collaboratively to advance the
region's livability and sustainability through implementation of the work program developed by the Partnership
with support of the Sustainable Communities Planning Grant Program. Partnership members who are not
currently Consortium participants and have pledged leverage and in -kind support, or other interested
Partnership members, may wish to become Consortium participants with additional responsibilities in the
development and implementation of the work plan.
3
Partnership Work Groups: Serve as regional subject matter experts in identified issue areas, and develop
technical and policy recommendations and draft products for review by the Partnership. Work Group
membership will be open to Partnership members (individuals and organizations) interested in the subject
matter. The Partnership Executive Committee will ensure the membership of each Work Group reflects a mix of
perspectives among the public, private, and civic sectors; among subareas and types of communities in the
region (coastal, urban, suburban, and rural); and among socioeconomic/ethnic groups including traditionally
underrepresented groups. The chair and vice chair of each Work Group will be identified by the Partnership's
Executive Committee.
Sustainable Communities Grant Consortium: Serve as the core team within the Partnership for meeting HUD
requirements and carrying out activities to develop the Regional Vision and Blueprint. Consortium participants
will support key activities as defined in this Agreement under IV. Roles and Commitments.
Consortium participants agree to the basic commitments and responsibilities outlined for Partnership members,
as well as the additional commitment of leveraged resources in terms of staff, financial investment, or other
resources.
Certain Consortium participants will be identified as Subgrantees with a commitment to provide specific
program assistance funded through grant funds. All Subgrantees will have a contract with the SFRPC that
specifies specific deliverables and time frames and passes through all HUD grant requirements. These contracts
will be more clearly defined following appointment of the Project Director and Program Manager.
Executive Committee: Serve as the overall governing board for Partnership. The Executive Committee will
oversee the Sustainable Communities Regional Planning Grant administration; establish the project
organization; approve the overall work plan; recommend the selection of staff and consultants to the Regional
Planning Council boards for action; provide guidance to the Project Director and Program Manager; provide
policy direction for the Regional Vision and Blueprint; ensure all constituencies have meaningful opportunities to
engage and shape the process; identify and resolve significant issues arising during the process; recommend the
final Regional Vision, Blueprint, and implementation plan; and recommend the long-term structure for
Southeast Florida Regional Partnership. The Executive Committee has 17 initial members as identified in the
grant application. The Committee is designed to expand as needed to ensure representation of segments of the
region as needed to make the Executive Committee more responsive to the needs of all residents and
businesses. The Executive Committee has established two subcommittees to guide its initial work: an Operations
Subcommittee and an Organization and Equity Subcommittee.
Regional Planning Councils / Project Management Team: The SFRPC will act as the fiscal agent for the grant.
The SFRPC will work with the TCRPC to manage the work program, including hiring the Project Director, Program
Manager, and other staff and consultants; developing consultant scopes of work and budgets; and providing
technical and consensus -building assistance to Consortium and Partnership members.
The intent for these committees and work groups is to use a consensus decision -making process. This entails
substantial engagement of all parties, full transparency, extensive dialog, and ultimately crafting policies and
decisions that are acceptable to all parties. The process takes longer, but produces results that when embraced,
will provide the foundation for continuing work. If full consensus cannot be reached then the Executive
Committee will be in a position to take a majority vote on a specific issue as well as a super -majority vote to
approve the final Regional Vision and Blueprint.
VI. Partner Roles / Commitments: The members of the Southeast Florida Regional Partnership will belong to
one of three tiers.
TIER 1 — Partnership Member. Basic tier of participation. All Partnership members have signed a MOU and
committed to work collaboratively to advance regional livability principles through implementation of the work
program developed by the Partnership with support from the Sustainable Communities Grant Program.
N
TIER 2 — Sustainable Communities Grant Consortium Member. This includes the basic commitments and
responsibilities outlined for Partnership members, but also includes additional commitment of leveraged resources in
terms of staff, financial investment, or other resources. To be a Consortium member, a Partnership member must
execute a consortium agreement to formalize their greater level of commitment and direct involvement in the
development and implementation of the Regional Vision and Blueprint for Economic Prosperity.
TIER 3 — Consortium Subgrantees. In addition to general Consortium participant commitments and responsibilities, a
subset of Consortium participants may be asked to perform specific work program tasks. In addition to this
Agreement, Consortium Subgrantees will be required to enter into a contract with specific deliverables and time
frames, and meet all HUD requirements.
As the Regional Vision and Blueprint for Economic Prosperity initiative unfolds, work groups meet, and the
Executive Committee makes decisions on process and content, new roles and responsibilities may emerge.
These new roles and responsibilities will be captured in project scopes and new agreements.
VII. Accountability: To ensure successful completion of the project activities, Consortium participants will
designate a primary delegate and a backup delegate to serve as points of contact for the participating
organization with the SFRPC and participate in meetings of the Consortium. Consortium participants shall
participate in meetings and provide leverage and in -kind reporting forms to the SFRPC as requested to meet all
HUD requirements. Guidance regarding general reporting for leverage and in -kind funds will be provided once it
is received from HUD. Subgrantee contracts will contain specific deliverables, time frames, and reporting
requirements.
Overall initiative accountability will be managed by a three level project management system.
Level I - The highest level is reporting periodically on individual project progress and how that relates to the overall
initiative progress. This will be done through the website and quarterly status reports.
Level II - Project management of specific work tasks or projects will include identified tasks and timelines which will
be captured and monitored. The Project Director and Program Manager will be responsible for ensuring that work
tasks undertaken by Consortium participants, who may also be subgrantees, are tracked, recorded, and incorporated
into an overall project management system to ensure timely completion of delegated tasks.
Level III - The third level of project accountability will be the oversight of the Executive Committee, which will meet at
least once per quarter to review progress on individual projects as well as the overall initiative.
Vill. Joinability: The Southeast Florida Regional Partnership and the Sustainable Communities Grant Consortium
will continue to grow over time. An ongoing task will be to reach out to potential new partners and seek their
membership and active involvement. New partners will be asked to sign the Partnership MOU or Consortium
Agreement as appropriate. Interested stakeholders who have not joined the Partnership will be able to
participate in appropriate work groups and the regional summits and community workshops, and will be
encouraged to join the Partnership as members.
VIIII. Public Engagement: All meetings of the Southeast Florida Regional Partnership and the Consortium are
publicly noticed. On most occasions, interested persons can participate by phone, webinar, or in person. The
Consortium will implement a wide ranging public engagement process throughout the region that prioritizes the
engagement of all community residents and stakeholders, particularly groups traditionally underrepresented in
public planning processes. This process will include community outreach, written and visual materials and
information accessible to disabled populations. The public involvement component will ensure the participation
of a wide range of stakeholders to ensure a diversity of population, viewpoints, and issues.
61
X. Other Considerations: As indicated above, Subgrantees (Tier 3) will have individual contractual instruments
specific to their circumstances, responsibilities, and commitments. Special circumstances requiring governance
changes, representation, changes or other alterations to agreements or process will be reviewed by the
Executive Committee and final action taken by SFRPC, the lead fiscal agent.
Benefits for participation in the Partnership and Consortium are the enhanced ability of the region and
Individual communities to develop and implement the Regional Vision and Blueprint for Economic Prosperity. By
participating in the Partnership and Consortium, work partners will be able to influence the development of
plans, strategies, and tools and access those tools for their own use. In addition, partners will have the potential
opportunity to access additional federal and other funds to advance their own prosperity, livability, and
sustainability goals as long as they also further the regional priorities.
By my signature below, my organization / agency reaffirms its commitment to serve as a member of the
Sustainable Communities Grant Consortium in accordance with the terms outlined in this Agreement. I
understand that this Agreement will be executed in one or more counterparts, each of which will be deemed an
original, but all of which will constitute one and the same instrument. The executed Agreement will be kept on
file at the South Florida Regional Planning Council.
This Agreement will become effective upon signature by any two parties and may be terminated upon written
notice to the South Florida Regional Planning Council. The provisions of this Agreement will be reviewed
periodically and amended or supplemented, as appropriate, as may be mutually agreed upon.
IN WITNESS WHEREOF, each party caused this Agreement to be executed by its duly authorized representative
on the day and year first above written.
(SEAL) BOARD OF COUNTY COMMISSIONERS
Attest: DANNY L. KOLHAGE, Clerk OF MONROE COUNTY, FLORIDA
By:
Mayor/Chairman
Signature
Jack Osterholt, Interim Executive Director
South Florida Regional Planning Council
Date:
MONRO
COUNTY' r
RNEY
aFORM:
A..,,, s
AS T
0
STATE OF FLORIDA
COUNTY OF
The foregoing instrument was acknowledged before me this
day of , 2011 by , as President of and for Experience
Design who is
[ ] personally known to me, or who [ ] has produced a
identification.
SEAL
Please return executed agreement to:
Mr. Jack Osterholt
Interim Executive Director
South Florida Regional Planning Council
3440 Hollywood Boulevard, Suite 140
Hollywood, Florida 33021
drivers license as
Notary Public
My commission expires
7
Attachment A
U.S. Department of Housing and Urban Development
Sustainable Communities Planning Grant Program
"Regional Vision and Blueprint for Economic Prosperity"
Submitted By the South Florida Regional Planning Council
on behalf of the
Iutheast=��1 "r�da
sle% '�'nal Partnershi��1i'M�P
Indian River - St. Lucie -Martin
Patin Reach - Rrnvdard - Miami -Dade - Monroe
May 2011
Abstract and Work Plan Summary
Southeast Florida Regional Vision and Blueprint for Economic Development
Southeast Florida is home to 6.2 million people (one-third of Florida's total population) that, combined, create
the fifth largest metropolitan region in the country. It is also a region in rapid transition. Regional issues that go
beyond traditional local boundaries, such as international migration, global trade, and tourism, including
expansion of the Panama Canal, Everglades restoration, transportation, water management, the housing and
unemployment crisis, and climate change are reshaping the region. How we address those issues could very
well determine Southeast Florida's long-term success.
With substantial in -kind and leveraged support from the Southeast Florida Regional Partnership (Partnership),
and funding pursuant to U.S. Department of Housing and Urban Development's Sustainable Communities
Regional Planning Grant Program, the Partnership will develop Southeast Florida's Regional Vision and Blueprint
for Economic Prosperity to ensure that planning and investment decisions yield a more prosperous, inclusive,
and sustainable region. The process will be the first comprehensive effort to develop a regional plan that spans
the existing jurisdictions of two regional planning councils, multiple state agency sub -districts, 6 metropolitan
and transportation planning organizations, numerous special districts, seven counties, over 100 municipalities,
and a diverse mix of business, social and ethnic organizations.
Because Southeast Florida is on the cutting edge of global issues such as international immigration, trade,
communication, and climate change, regional solutions developed in Southeast Florida will provide a model for
other regions. As those issues have become dominant, traditional regional planning and development processes
will have to recreate themselves in order to stay competitive for domestic public funding, reflect demographic
changes, and provide the framework for successful private investment and the creation of jobs. The regions that
successfully manage that transition will create the models for future sustainable, regional planning.
Southeast Florida is well -positioned to create such a model. The Sustainable Communities Initiative provides
Southeast Florida with a unique and exceptionally well-timed opportunity to build on its local and regional plans,
capitalize on its past successes, learn from its past failures, and forge a real regional alliance for the future.
Funds will be used to:
• Develop and begin implementation of the long-term Regional Vision and Blueprint for Economic Prosperity
including specific implementation strategies, assignments, and timelines to ensure accountability and
follow-through.
• Create integrated data, tools, and models to assess the region today, understand the region's future, and
track progress toward the Vision and Regional Blueprint. A monitoring plan will focus on measuring
progress toward specific regional outcomes aligned with all six livability principles, plus a seventh climate
change principle because of Southeast Florida's extreme vulnerability.
• Build and sustain inclusive leadership and partnerships to strengthen regional collaboration and
stewardship, providing a foundation for the region's future long-term success. That the Southeast Florida
Regional Partnership already has 200 public, private, and non-profit member and supporting organizations,
and can leverage substantial federal, state and local funds toward development and implementation of the
Regional Vision and Blueprint provides a strong testimony to the region's commitment to creating a region
that is economically competitive and prosperous, socially inclusive, and environmentally sustainable.
The intersection of major federal investments in the region's infrastructure for trade, transportation, housing,
and the environment with a comprehensive and strategic regional vision and plan promises dividends in new
2
jobs, vibrant equitable communities, an enhanced and sustainable environment and a region prepared to be
successful in the global economy.
Work Plan Summary
The work plan presented below defines the process for addressing the issues and working towards the goals
highlighted above, culminating in the Southeast Florida Regional Vision and Blueprint for Economic Prosperity.
A full copy of the work plan and supporting materials can be found at: p:11 vwwsfr c.or f To download a
copy to your computer, right click on the file and "save as" to save it locally.
Objectives
The Southeast Florida Regional Partnership is embarking on a regional visioning, strategic planning, and
consensus building initiative to enhance economic, environmental, and social sustainability in the region for the
next 50 years and beyond. The resulting Regional Vision and Blueprint will be the result of partnerships among
the region's many separate jurisdictions and public, private, and civic stakeholders. It is those partnerships that
will engender cooperation in guiding growth and development on a local level that will, at the same time,
produce better benefits to the region as a whole.
The fundamental objectives for the process are to:
• Develop a unifying vision for the Southeast Florida region that will result in a vibrant, resilient economy;
livable communities; and sustainable development over the next 50 years. The vision will include
implementation steps for local governments as well as recommendations for private and civic
stakeholders;
• Initiate a broad educational effort to increase understanding of shared regional assets; issues,
challenges and opportunities facing the region; and the necessity for cooperation to sustain the
economy, environment, and quality of life as the region moves into the future;
• Achieve regional public participation and engagement in the planning process to engender community
champions and supporters of the process who will translate the vision into reality;
• Expand the capacity of local governments and regional and community leaders from the public, private,
and civic sectors to develop and implement the Regional Vision and Blueprint;
• Improve communication and build bridges to ensure participation in ongoing planning and decision -
making in the region; and
• Ensure that all segments of the population are involved and engaged in the decision -making process,
with particular emphasis on traditionally under -represented residents.
Principles
The Southeast Florida Regional Partnership recognizes the value of working together to envision an achievable
future that improves economic prosperity, respects the environment, and supports livable, unique communities.
Therefore, the work plan will be built on and incorporate the six Livability Principles established by the federal
interagency partnership as well a seventh principle related to climate change resiliency.
C
The work plan will ensure that:
• All residents in the region have the opportunity to participate in the educational and decision -making
process of defining a vision for the region.
• Inequities within the region will be addressed in both decision -making and outcomes of the visioning
and strategic planning process.
• The Regional Vision and Blueprint and associated policies will be clear and understandable, will address
the deeply held values in the region, and will include specific actions for implementation by public,
private, and civic partners, including integration into existing regional and local government planning
processes.
Planning Process Summary
The planning phase for the Southeast Florida Regional Vision and Regional Blueprint for Economic Prosperity is
designed to be substantially complete within 30 months of its approval, with implementation measures
extending for the full 36 months of the Sustainable Communities Regional Planning Grant and beyond.
The work plan identifies seven activity areas which are not necessarily sequential activities. Many will be
continuous throughout the project and some will extend beyond the project horizon.
1— Build Collaborative Partnerships.
Over the past year, more than 200 organizations have come together to create the Southeast Florida
Regional Partnership. More than 40 of these organizations have committed to provide technical or financial
support for the development of the Regional Vision and Blueprint for Economic Prosperity as members of
the Sustainable Communities Regional Planning Grant Consortium. This first activity area, which will
continue for the duration of the process, will be to continue to build these collaborative partnerships with
emphasis on the ongoing role of the Partnership and its work groups. The outcome will be a more fully
integrated partnership composed of local, regional, and state partners from the public, private, and civic
sectors with the expertise required to address the full range of the region's challenges and opportunities. By
the end of the 30-month period, the Partnership, under the leadership of its Executive Committee, will
develop a structure for its ongoing operations so it can continue to play a meaningful role in shaping the
region's future.
2 — Develop Regional Resource Library and Scorecard.
Measuring progress is a central component in the long-term success of the Regional Vision. Identification of
key indicators and the methods of measuring progress toward achieving them is the focus of this activity.
That process will begin at the inception of the project with a review of existing indicators and extend beyond
the creation and adoption of the Regional Vision and Blueprint.
An additional outcome will be a Regional Resource Library of documents and comprehensive data and
information about each jurisdiction and subregional area of Southeast Florida. A data warehouse will be
developed as a part of the Regional Resource Library and it will be used to create a "virtual present" and
"trend future" scenario.
3 — Conduct Public Engagement.
Engaging key stakeholders and the public in the decision -making process is central to its ultimate success.
Without broad public support, the vision will not have the momentum to assure its integration into local
plans and implementation.
That effort will be engaged on many levels to reach as wide an audience as possible, and will integrate both
traditional and modern communication techniques. Additional effort will be made to reach traditionally
4
under -represented populations and find ways to engage them in the education and decision -making
process.
4 — Enhance Regional Leadership and Technical Capacity.
Building leadership capacity within the region is essential both during and after the visioning process. A
particular focus will be on helping individual jurisdictions, agencies, and community groups develop a
regional perspective on the issues and opportunities facing Southeast Florida. Civic organizations and the
business community will also be meaningfully involved throughout the process to ensure their input into the
vision and its implementation.
Attention will be given on how to assist local governments, regional leaders, and Partnership members with
expanding their technical and analytical capacities to provide improved information and tackle regional
challenges and opportunities.
5 — Develop Regional Vision.
This phase of work will build on the regional data warehouse, the virtual present, and the trend future
scenario, all of which will establish the baseline for alternative futures scenario development. This 'business -
as -usual' trend future scenario will be modeled and the results widely disseminated to initiate public
discussion, forming a backdrop for the development of scenarios to describe "alternative futures."
These alternative futures scenarios will be purposely designed to articulate consequences relating to the
region's key issues, challenges and opportunities, and major goals. Gathering input from across the region
on these alternative futures will represent the apex of public engagement, and the Partnership will attempt
to reach the broadest possible segment of the region's population through the full range of communication
strategies.
The scenarios will be analyzed and the results disseminated for discussion. Out of those scenarios a
preferred alternative will emerge that crystallizes the best features of the scenarios. That preferred
alternative will be refined into a Regional Vision that reflects the most robust elements of the scenarios.
6 —Develop Regional Blueprint.
The Regional Vision will be further refined through a policy framework that defines the Regional Blueprint.
This framework will establish the goals, objectives, and implementation strategies to be pursued going
forward, including the roles of key Partnership members. The Blueprint will cover the full set of 10 regional
issues identified below, along with others that will emerge during this process.
The Partnership has identified 10 major issues related to the future of Southeast Florida as a region,
including the overarching issues of economic prosperity and inclusive regional leadership. The issues are as
follows:
M
The Partnership intends to create work groups to identify regional opportunities and challenges and
recommend potential goals, objectives, and strategies in each of these 10 areas. It is likely that
some related areas (for example, economic development and education) will be combined into joint
work groups to facilitate cross -cutting conversations. These work groups will serve as the initial
structure for involving regional stakeholders and the public in developing the Regional Vision and
Blueprint for Economic Prosperity. The findings and recommendations of the work groups will be
integrated through the work of the overall Partnership, the Sustainable Communities Grant
Consortium, and the Executive Committee.
7 — Begin Implementation.
This stage of the project will focus on tools for implementation and the initiation of a series of
demonstration projects throughout the region. It will include an Implementation Toolbox consisting
of model ordinances and policies that could be adopted by regional jurisdictions and descriptions of
analytical techniques and strategies for regional coordination.
Progress toward achieving the Regional Vision and Blueprint will be monitored at regular intervals
after adoption to provide feedback on its success far beyond the planning process. The Regional
Vision and Blueprint will be modified and supplemented as new information becomes available or
pertinent conditions change.
Since the Vision and Blueprint will take many years to fully realize, and will likely adjust to changing
conditions, we anticipate the process initiated during the planning phase will be refined and
modified to respond to new information. Maintaining a focus on the region's major issues,
challenges, and opportunities will occur throughout the process. Table 1 on the following page
summarizes how the focus is achieved.
N.
Link to information about the Southeast Florida Regional Partnership:
•111 1 - r M#
For additional information, please contact:
South Florida Regional Planning Council 954.985.4416
B. Jack Osterholt
Interim Executive Director
]oserolt sfrc.co
Isabel Cosio Carballo
Director, Public Affairs
isabelc@sfrpc.com
srpc.c
Cell 954.240.3012
Treasure Coast Regional Planning Council 772.221.4060
Michael Busha
Executive Director
busha tcrpc.or
Kim Delaney
Growth Management Coordinator
kdelaney@tcrpL.org
Greg Vaday
Economic Development Coordinator
gvaday@lgpc.org
n
o^
�
y
o
s
�
d
n�Am
'"an
a A •2' a �' �' o mw
3ER
Gtol
q3'@F:mn
c.
So
3
g2
_
Gov moo
S.
C
qo
m
;
sAl
^
3a;
v
as
^ p
a9
-
tn-
e
_
�(
N
A
F
f
O
g
O
t
G
l
8
8
0
0
0
=09
_ m
g $ -
2 0
c
o
_n
n
�
�
R
3.
A
"s
a
a
^° s
a
F,
o`
c a
u c
o
a�
F ^
dam ^ a. o e m
o
3 'So 80 'q°3 m
�6
a �p•e
�330
oam3om ng3
�.
�3�c
el=a.Q=
�q
=a�
=d��s<�Q�
�6Qo
"Add°aid
way=
s�;Q
dar9=do
NQ
^ o a a a
;eA9 ah s
gg d
9�
a;
57oe na=.9s
3
o o
d QQo`2.20
°3°a
QA <,°^.
a3°
9^
. H
o
a°,� ag
..
w
s1 a
o o
°n
o �
3
o
3
3 c
3
k
o
�
3 3
ii
ro �
a
e � m
w
N
,
3p' m
-
7
� p C
3
o
d - B
o
c d
m
^
^
1-
Er F.
o
_m^
6N.w
Ro4A_
o.�_"
°e
6
°o .�, B
A
ol
-
o'
A
�
°
3
\ ;e
9
0
v
a
lo
0
�
w
e �
o e E
o
g
o
o
g
§
Yn
NO M,
0
0
o
S
8
8
,
22
o
eve m3.Sc�aA
A'3w<"�
m2.S
o m
3-__ `�'m3�a
o. A
-
N
o m o e e
gg. dAm�d�ac
g 3 �. " a
BF
a E.w '- q o
a.»��¢so
c_ >>
c'
2wv�
`-
a�q9
va S`
—a
�
;."s.
o
A �m
m as
}
'nac.o
3mSoe4��--
o.
^dye„
°o
° S
y
m 6 d 6 ao
o
e n
m
-
y-., 9¢a
c ^_
n
-7
0 3
3
4
3
o oRo
e
-
v
o.
'
°
ffi
o
w
_ � O
o
o
o
;, 3
a
3
m
3
3
vx
NZ
=
9
'J
Oq
c
2
a
m o
F
�
�wz
q
cr,
�n�cmp,nd
n
S>>
6 o.-
TA
c1
A
E 5A
m
o
ma
ago�=c q
c
NR
12
m
�s
n
o � d = e
W �
t
m
i
R G G
a
A
y
c
s
o
lo
3
a
c
E
c o
--_ - -
po
c'a�cao
� y �. � v � p
c _
= O
6
n
•p °
�' '� � 6 C .v �
- - -
- -
9 y
t'n
q
q
� � 3
o
y a 5 N T n
o v
m_ o.
° a
So
v
= _
3
-
a0A4S-
d
w o
v
A�
-
A
a
�Be a'
'
--
�
� �
s
1
o
n
v
o
d
Ell-
3
3
y;13
r
Ay�d
e
�
c
0
4
p
Q�i
QNQn
G v
h3 0
0.
-
3
.
3 -7 y •-�
to 9 r = oN =
«c So
v�-�� e3'"e saa g�ao psar-3 0� o3m ooH-
gp.o= = el.
o < <c $4 �.S " n 3. Z.
"A N n° a� a �a x A d _ Er0.3
a3.
a a
..v.=
vA I�w =�'�^r'�qad9��>>q=
av my _
m o t o 3 sm g. ' _ q ir
_'' c 3zi- d I.
17
O O
ti o Q v
g k� o
3
A A m m
dF
3's m qo
on o�
Ix
dla �o
� s s
a u 3 — •� y� � � � .'tom" y
� 3
�i 6 C
QQ
Vi
O
C
Y
b
O
S
a
m
a
A
0
0
m
7
m
w
S
9