VisionBROWARD Final Report 2004

Transcription

1 VisionBROWARD Final Report 2004

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3 VisionBROWARD Final Report 2004 Jack Pinkowski, Ph.D., Director Institute of Government and Public Policy H. Wayne Huizenga School of Business and Entrepreneurship Nova Southeastern University 3301 College Avenue Fort Lauderdale, FL Telephone:

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5 Executive Summary Recognizing that there were approximately 700 individual participants who contributed to this community economic development-visioning project, many different ideas and suggestions were offered for consideration. Yet, it is a tribute to the seven task force leaders that the final task force recommendations have consolidated so many ideas into a few, upon which their groups have reached general agreement and focus. Executive Summary The pages and sections that follow will present the specific suggestions in various forms including: The key recommendations that transcend individual task force groups and represent themes across seemingly unrelated focus areas; A summary of the each of the task force recommendations in brief that focuses on the recommendations without more of the support dialogue that is included in the full reports, and; The final task force reports that have been prepared by the task force managers in a common format including more detail from their deliberations. This Executive Summary is an attempt to distill the final recommendations and reports even further to their most important take-away value. The strategic vision that resulted from VisionBROWARD is that although South Florida has many collective assets that are shared with its neighboring counties, the most advantageous progress that could be realized from this point forward depends on thinking regionally. The regional mindset needs to be incorporated into an action plan to include regional marketing and identity with a South Florida brand. It speaks to the need for a regional economic foundation that would be a public/private leadership forum, and an umbrella organization that would promote direction to more localized metropolitan planning organizations, transit authorities, planning councils, sports authorities, arts groups, cultural consortia, tourist bureaus, and planning councils. The population growth of South Florida has been fueled by favorable weather, high quality of life, and great concern to maintain a pristine environment, low-tax climate for business and citizens, and openness to multi-cultural and ethnic diversity. Future continuation of the expansion in population and economic development will likely be challenged by growth itself. This includes, e.g., traffic-clogged highways, the lack of undeveloped land, the challenge of disposing of the household and business waste produced by so many consumers, the availability of clean drinking water, and the burden of providing essential services for growing numbers of tourists, visitors, and part-time residents. It also will require structuring a coordinated education system that is sensitive to the region s diversity while fostering individual creativity and academic excellence providing not only for a demand-driven workforce but also fostering high-level research and academic leadership in emerging industries. This must be achieved while not over burdening the present residents through oppressive taxation, diminishing the quality of the environment, or significant displacement of the now indigenous population. Contributing to regional mobility must be a transportation network that is not restricted to and overly dependent on the automobile as the primary means of transportation. Hand in hand with transportation corridors and intermodal hubs is new land use policy that aims ii

6 to manage growth while it facilitates new opportunities for minority entrepreneurs, and affordable workforce housing. At the same time, redevelopment policy must empower municipalities as well as the counties to preserve local preferences in development and develop public-private partnerships wherever possible to increase financial support. Future economic development must employ mixed-use projects that incorporate affordable residential units, viable commercial space, and attractive retail stores, while it also provides for favorable treatment of the creative industries and minority-owned startup businesses. A necessary precursor and building block to stimulate such entrepreneurial economic development is the promotion of locally based venture capital firms and revolving loans funds that address the needs of target populations. The high quality of life and image of South Florida as a healthy and safe place to live, work, and raise families must be promoted and fostered. This extends to high quality medical and wellness care, advanced medical and biosciences research facilities, and insurance plans that provide affordable alternatives for citizens and employers who pay the premiums as well as the institutions who receive fair compensations for services. It also includes recreational amenities that contribute to wellness and a healthy lifestyle that attracts tourism associated with sporting activities and appreciation for the clean, natural environment. Available medical malpractice insurance is also necessary to protect consumers and practitioners who otherwise may be forced to migrate. The cultural diversity and multi-ethnic, multi-lingual workforce is a great asset in economic development for international trade when combined with local, well-developed ports. To make the most of these resources, international trade should be promoted and include a trade center for foreign firms interested in the American market as well as domestic firms who serve worldwide commerce in addition to opportunities for locally based export businesses. The schools must prepare workers for opportunities in the new knowledge economy but also allow for multi-lingual training and communication between the workforce and as well as English preparation for recent immigrants. Economic development opportunities and evaluation will be driven by the availability of information. Local data must be collected and readily available to decision makers and market researchers. Information about available services such as workforce training, financing, business regulation and permitting should be available at convenient locations that are geographically dispersed in order to allow convenient access by prospective relocating firms as well as small, especially minority-owned business entrepreneurs. To achieve this progress envisioned in VisionBROWARD will require coordination, collaboration, and cooperation across the region on all levels. The Key Recommendations that represent themes across all of the task forces as well as a summary of each task force s recommendations are included in tabular form on the following overview tables. To begin implementing VisionBROWARD recommendations, a financial conference was organized that would explore possible creative suggestions for funding the iii

7 recommendations. This conference would not be the only path funding options but would serve as a beginning of the dialog. Consequently, representatives of various stakeholder constituencies, business and community leaders, local and state elected officials, public finance academics, and professional budget and finance administrators participated. Collectively they represented relevant knowledge, experience, and capacity for making, analyzing, advocating, and implementing economic development public policy. This resulted in the VisionBROWARD recommendations being broadly circulated among policy makers. Executive Summary Some of the creative ideas suggested at the Economic Development Funding Conference ranged from the traditional tax mechanisms to public private partnerships as well as suggestions for leveraging federal tax funds to simulate and encourage private investment. iv

8 Key Recommendations I. Create a Regional, South Florida Brand II. Establish a Regional Economic Foundation III. Expand Business/Education Consortia & Partnerships IV. Create a Central Information System for Data Collection V. Establish Business Services Centers VI. Promote Diversity and Affordable Housing VII. Establish an International Trade Center (ITC) VisionBROWARD Final Report Overview of VisionBROWARD Task Force Recommendations VIII. Create Self-Funded Insurance Plans IX. Establish a Regional Transportation Network Business Development Update targeted industries and promote highcompensation, value added jobs and emerging industries Focus on regional branding Create countywide resource centers Promote regional tourism Establish an international trade center Create an economic development coordinating council Promote venture capital activity Utilize public/private partnerships Creative Industries Encourage creative industries by government policies, tax and zoning incentives and permitting Foster excellence in design and historic preservation Establish private development initiatives for public art Realign and strengthen existing organizations Foster an authentic South Florida brand focused on quality of life Develop new financial structures that stimulate the growth of the cultural industries Become cultural tourism destination and magnet for creative industries Recruit, train, mentor future business leaders to participate in and exploit the role of creative industries Life-long arts and culture educational opportunities Education and Workforce Development Ensure that all Pre-K through 12 learners are fully prepared academically to enter post-secondary education and have a marketable skill upon graduation Maintain a coordinated higher education system which is customerfriendly, seamless, accessible, industry sensitive, and encourages learner transfers and mobility Provide a demand-driven workforce development system that anticipates and matches employer needs with available trained workers v

9 Healthcare & Safety Taskforce VisionBROWARD Final Report Overview of VisionBROWARD Task Force Recommendations Create the image and reality of Broward County as a healthy and safe place to live Develop a self-funded community-based health insurance program Develop a Broward County physician s malpractice insurance program Develop or attract a major medical research center that will enhance the image of Broward County as well as provide additional revenue for the county Redevelopment and Quality of Life Create a framework for the private sector that encourages and promotes higher density mixed-use, mixed-income development, served by transit Implement redevelopment by empowering municipalities and the county to fully utilize and support all available redevelopment tools in participation with public and private interests Implement a Sawgrass to Seagrass theme to preserve natural resources, enhance the environmental quality of life, and promote ecotourism Implement mixed income housing in revitalization, and redevelopment that enhances the quality of life Regionalism and Public/Private Coordination Task Force Establish a Regional Economic Foundation, a political/private sector leadership forum The Foundation will work as an umbrella organization and provide direction to other existing and future regional initiatives, such as: Metropolitan Planning Organizations (MPOs) Regional Transit Authority (RTA) Regional Planning Councils (RPCs) Regional Sports Authority Regional Economic Development Organizations South Florida Cultural Consortium Southeast Florida Tourism Bureau Transportation Task Force Coordinate land use & transportation - manage growth through coordinated land use and transportation corridors, hubs and intermodal connectors for the movement of people and goods to each segment of every community Develop public-private partnerships - develop interactive and coordinated information sensitive to cultural and language differences with the goal of increasing the use and support for multi-modal mobility Ensure diversity of economic opportunities for local, small, womenowned, and other minorityowned companies in the development and operation of our transit systems vi

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11 Introduction VisionBROWARD is broad-based communities strategic planning exercise for garnering input from over 700 citizens on the components essential to ascertain an excellent quality of life, yet sustain and promote a value-added economic development program through The initiative was established through a public-private partnership composed of: the Broward County Board of Commissioners; the Broward Alliance, itself a publicprivate partnership to promote economic development in the county; and the Broward Workshop, an organization of CEOs that includes some of the largest employers in the region. The process has been a follow-up to Project Horizon, which contributed to the current strategic plan for economic development in Introduction Community input was organized by focus areas based on the community values and economic development priorities expressed by a steering committee of more than 50 community organization leaders. Officials and professors at Nova Southeastern University (NSU) facilitated the entire process and led the steering committee members in several exercises that were intended to determine community values as well as competitive strengths and weaknesses. Ultimately, the objective of local economic development is to improve a community and enhance its economic vitality. It is essential that growth and development be consistent with what the community collectively values. What we value includes many things and has multiple dimensions. Nevertheless, in terms of economic development, it may also include strategies and desired outcomes. The following are the community values that were associated with the priorities and focus categories as ranked in the values exercise conducted with the steering committee in VisionBROWARD. They are listed in their order of strength as expressed in that exercise: 1. Education 2. Economic Prosperity 3. Affordable Housing 4. Environment 5. Mass Transit 6. Affordable Health Care 7. Cultural Diversity 8. Capitalism 9. Clean and Safe 10. Tourism 11. Regional Unity/Cooperation 12. Entrepreneurship 13. Ports viii

12 The complete report of the values exercise in included in this report in Section 13 beginning on page 190, which consists of the ranking of all of the values related to VisionBROWARD priorities, brief explanations of the values labels, and the methodology employed in the exercise. The steering committee also addressed contemporary opportunities and threats regarding economic development. Each area that desires to grow its economy and improve or maintain its economic vitality does not do so in a vacuum. It pursues opportunities for growth simultaneously with competitors who also would like to attract resident firms to relocate to their communities. Consequently, it is necessary to take stock of one s competitive assets or strengths in such economic development competition arenas. At the same time, by acknowledging weaknesses and reflecting on why they exist, opportunities for change and improvement should be included in the economic development plan. At any point in time, communities face opportunities as well as threats that change over time and these should be evaluated to make the most of the community s strengths and take advantage of contemporary opportunities. The results of the VisionBROWARD Strengths, Weaknesses, Opportunities, and Threats (SWOT) analysis are included in section 14 beginning on page 198. In December 2003, the 13 values were compressed into seven task forces by the broadbased steering committee. The task forces were organized and charged with developing recommendations to be incorporated into an economic development plan for Broward County. The seven task forces were: 1) Business Development; 2) Creative Industries; 3) Education/Workforce Development; 4) Health and Safety; 5) Redevelopment and Quality of Life; 6) Regionalism and Public/Private Coordination; and 7) Transportation. The members of each task force were asked to create mission statements that would identify and unite public and private leaders from diverse backgrounds and multiple perspectives in order to increase their understanding of specific issues and collectively create a strategy relating to economic development of Broward County and the South Florida region. The Mission, Goals, and Objectives set out for the task forces are included in Section 11 beginning on page 185. Collectively, the first assignment for the task forces was to create a vision of Broward County in the year 2020 if all of the collective efforts and plans for economic development were to be realized. In break-out groups the task forces were facilitated in forward thinking about the future of Broward County in economic development terms. Artists accompanying the focus groups helped to frame in the mind s eye what the county of the future would look like. The result was a fictional magazine article written from the perspective of the year 2020 that combined the several suggestions from the task forces and reflected successful economic development as described by these participants. The Vision 2020 article is included in this report on page 182 and the painting depicting the Broward County of 2020 is on page 184. ix

13 The task forces envisioned Broward County as a place known for its planned public squares, places where people gather to walk, talk, and socialize among local business establishments--emphasizing the wide, lushly landscaped walkways winding past shops, offices, residences, schools, parks, and the waterfront all reminiscent of town squares from an earlier era. It would be a vibrant community with a hotbed of small and mid-size company growth, high tech entrepreneurs and many successful minority-owned enterprises, with controlled growth and economic diversity. Yet the Broward County of the future would still value a green environment as well as pristine beaches with a thriving marine life. Broward County 2020 was visualized as a community with mixeduse town centers that were linked by a mass transportation network, higher education standards that attracted key biotechnology and business, and a center of excellence in health care and marine biology. This vision also included a community with an increase in quality of life through the elimination of homelessness and a balance of environment, Everglades, and beaches as a result of innovative land-use plans. The task force recommendations constitute a road map for how they suggest the community leaders proceed to achieve the future that they envision. Introduction Approximately 700 people ultimately volunteered and participated in the task forces. The task forces completed their research and deliberations over the months January March All of the activities of VisionBROWARD as well as the final presentations of the each task force s recommendations were available on the official VisionBROWARD Web site, created by the staff of NSU s Office of Information Technology (OIT), which includes additional background information on the processes, analyses, and deliberations that resulted in the recommendations. The final policy recommendations for each task force are presented in this document following in several levels of detail. The Overview of Key Task Force Recommendations Themes Across the Task Forces is a synopsis of the key policy recommendations that were echoed by disparate groups whose recommendation cited very similar reasons and whose suggestions were closely aligned. It is by no means a complete report of all of the task force recommendations and should not be viewed as such. However, it does represent consensus on many important issues. This section will be found immediately following the Table of Contents beginning on page 7. The omission of any particular task force or its recommendations in this overview is unintentional and is not to be constructed as a value judgment or assessment of likelihood of implementation. The subsequent section, Summary of Task Force Recommendations in Brief, Section 2 beginning on page 17, is a concise outline of each of the task force reports without much of the documentation and analysis that is included in each full task force report. The full reports and recommendations by each task force follow. These include analysis, research, x

14 action plans, and specific policy recommendations. The Table of Contents includes sufficient detail to serve as a guide to the direct path for each of these items. The task force managers, who are identified on the title page of each report, are the principle authors along with their cochairs, for their corresponding section. We are indebted to each of them as well as to all of the task force chairs, VisionBROWARD Steering Committee, Executive Committee, Broward County Office of Economic Development Staff, the many talented Nova Southeastern University contributors, as well as the hundreds of community volunteers who contributed to VisionBROWARD in preparation of this Final Report and the recommendations. The task force members, chairs, and managers are identified on each full report of the task forces. The Executive Committee, the Steering Committee, and personnel from the Broward County Office of Economic Development (OED) and Nova Southeastern University (NSU) are listed and recognized for their substantial contributions in the section titled VisionBROWARD Project Contributors, Section 17 beginning on page 230. They all deserve the community s collective thanks. Ultimately, the responsibility for the accuracy and completeness of this report rests with the undersigned. The statements, findings, conclusions, opinions, and recommendations in this report are those of the author(s) and do not necessarily reflect the views of the Broward County Office of Economic Development or of Nova Southeastern University. Jack Pinkowski, Ph.D., Director Institute of Government and Public Policy H. Wayne Huizenga School of Business and Entrepreneurship Nova Southeastern University 2004 xi

15 Table of Contents EXECUTIVE SUMMARY... II INTRODUCTION...VIII 1. KEY TASK FORCE RECOMMENDATIONS THEMES ACROSS THE TASK FORCES BUT NOT PRESENTED IN ANY ORDER OF PRIORITY... 7 COORDINATE, COLLABORATE, AND COOPERATE... 7 I. Branding and Marketing - Create a Regional, South Florida Brand... 7 II. Regional Economic Foundation... 9 III. Expand Business/Education Consortia and Partnerships IV. Create a Central Information Depository for Data Collection V. Establish Regional Business Services Centers VI. Promote Diversity and Affordable Housing VII. Establish an International Trade Center (ITC) as a public-private partnership to promote and attract international trade and foreign direct investment in the region VIII. Solve the Availability of Insurance by Creating Self-Funded Plans IX. Establish a Network of Tri-county Regional Transportation SUMMARY OF TASK FORCE RECOMMENDATIONS IN BRIEF BUSINESS DEVELOPMENT TASK FORCE RECOMMENDATIONS Business Development Task Force Funding Source Options CREATIVE INDUSTRIES POLICY RECOMMENDATIONS Creative Industries Funding Recommendations EDUCATION AND WORKFORCE DEVELOPMENT TASK FORCE RECOMMENDATIONS HEALTHCARE & SAFETY TASKFORCE RECOMMENDATIONS Healthcare & Safety Taskforce Funding REDEVELOPMENT AND QUALITY OF LIFE TASKFORCE RECOMMENDATIONS Redevelopment and Quality of Life Taskforce Funding Suggestions REGIONALISM TASK FORCE RECOMMENDATION TRANSPORTATION TASK FORCE RECOMMENDATIONS Transportation Task Force Funding Suggestions BUSINESS DEVELOPMENT TASK FORCE EXECUTIVE SUMMARY MISSION STATEMENT VISION STATEMENT POLICY STATEMENTS AND STRATEGIES Leverage existing and future resources and geographic/regional advantages of South Florida to promote existing high-compensation industries and attract new emerging industries that will continue to promote and better the quality of life and economic advantages of Broward County Provide leadership in unifying regional partners and municipalities to create a South Florida brand. Collaborate with regional partners and Broward County municipalities to create a unified South Florida brand Create central information stations/clearinghouses throughout the County that identify, coordinate and promote all assets, resources and information that are required by, and available to all businesses As regional tourism is an economic driver for Broward County, the County must establish itself as a world-class destination Support and promote international trade and foreign direct investment through the coordination and development of the county s infrastructure for international trade Table of Contents 1

16 promotion, and attraction of foreign direct investment by establishing an International Trade Center (ITC) Create a coordinating council for economic development agencies with a central information system to identify, coordinate and promote all assets, resources and information that are available throughout the county for businesses and provide information in a comprehensive manner Promote Broward County & South Florida as a center for venture capital backed entrepreneurial activity- particularly leveraging Scripps-related businesses/spin offs Establish a policy to utilize public/private partnerships to facilitate economic development and redevelopment, for; land assembly activities; facilitation of the land development process; greater access to capital formation; affordable housing; small business development and expansion; and transportation ANALYSIS SWOT Analysis ACTION PLANS FUNDING SOURCE OPTIONS CREATIVE INDUSTRIES TASK FORCE EXECUTIVE SUMMARY MISSION VISION TASK FORCE MEMBERS IMPORTANT DATA INTRODUCTION STRENGTHS WEAKNESSES POLICY RECOMMENDATIONS Encourage and develop a comprehensive role for creative industry-friendly environment through local government policies, tax and zoning incentives and permits Foster excellence in public and private sector community design and historic preservation and establish private development initiatives for public art Realign and strengthen capacity of existing organizations: ArtServe, Broward Cultural Division/Broward Cultural Council, Broward Alliance Film Commission, Broward County Historical Commission, Performing Arts Center Authority, South Florida Cultural Consortium Incorporate diversity, education, the environment and the Creative Industries as fundamental components of a regional partnership to foster an authentic vibrant South Florida brand focused on quality of life as the foundation for future economic development. (Links to Business Development & Regionalism Task Forces) Develop and implement new financial structures that stimulate the growth of the Cultural Industries including related programs and facilities Take advantage of Broward s location at the heart of South Florida by expanding the county leadership role to better and more aggressively position our community as a cultural tourism destination and a magnet for creative industries. (Links to Business Development & Regionalism Task Forces) Broward Workshop and Broward Alliance to take a leadership role to recruit, train, mentor future business leaders to participate in and exploit the role of creative industries in pursuit of quality of life environment Life Long Arts and Culture Educational Opportunities VISIONBROWARD QUESTIONS Policy issues of mutual concern between Redevelopment and Creative Industries Policy Issues of mutual concern between Transportation Task Force and Creative Industries

17 Policy Issues of mutual concern between Creative Industries and Regionalism Task Force Policy issues of mutual concern between the Health & Safety Task Force and Creative Industries Policy issues of mutual concern between Creative Industries and Education Policy Issues of mutual concern between Creative Industries and Business Development EDUCATION AND WORKFORCE DEVELOPMENT TASKFORCE EXECUTIVE SUMMARY TASK FORCE MEMBERS POLICY STATEMENTS AND STRATEGIES Broward County will ensure that all Pre-K through 12 learners are fully prepared academically to enter post-secondary education and have a marketable skill upon graduation from high school. This will be done by guaranteeing an adequate source of well-prepared and qualified educators, quality preschool programs, maximum use of technology in the teaching and learning process, and an integrated curriculum that emphasizes math, reading, science, social sciences, creative arts, physical education, foreign language and career education Broward County has a coordinated Higher Education system which is customerfriendly, seamless, accessible, industry sensitive, and encourages learner transfers and mobility, assuring the availability of qualified college graduates and post-graduates, (including Science and Engineering Ph.D.s) to support research and development activities Broward County provides a demand-driven workforce development system that anticipates and matches employer needs with available trained workers. All residents have the opportunity to exceed a living wage and occupational mobility through career ladders and pathways APPENDIX 1 K-12 SUBCOMMITTEE Visioning Statement Bibliography APPENDIX 2 POST-SECONDARY EDUCATION SUB-COMMITTEE Important Data: Priorities: Action Plans APPENDIX 3 CONTINUING WORKFORCE EDUCATION SUB-COMMITTEE Sub-Group and Sub-Committee Discussion Points and Recommendations APPENDIX 4 SCHOOL BOARD OF BROWARD COUNTY RECOMMENDATIONS The School Board of Broward County Strategic Plan HEALTHCARE & SAFETY TASKFORCE EXECUTIVE SUMMARY TASKFORCE MEMBERS PROCESS & RESEARCH Driving Question for the Taskforce VISION STATEMENT POLICY RECOMMENDATIONS Create The Image And Reality Of Broward County As A Healthy And Safe Place To Live Develop A Self-Funded Community-Based Health Insurance Program Develop A Broward County Physicians Malpractice Insurance Program Develop Or Attract A Major Medical Research Center That Will Enhance The Image Of Broward County As Well As Provide Additional Revenue For The County APPENDIX Table of Contents 3

18 Captive Medical Malpractice Insurance Program in Broward County actuarial study titled Palm Medial Group, Inc., Business Plan APPENDIX Healthy People in Healthy Communities: A Community Planning Guide Using Healthy People Office of Disease Prevention and Health Promotion, Office of Public Health and Science, U.S. Department of Health and Human Services APPENDIX STEPS to Neighborhoods of Wellness Program in Broward County. Broward Regional Health Planning Council, Inc. Program Announcement Steps to a Healthier US APPENDIX Proof Positive. The Wellness Councils of America Presents a WELCOA Expert Interview: Proof Positive, Wellness Councils of America, Omaha, NE APPENDIX Civic Success. Absolute Advantage: November- December Wellness Councils of America, Omaha, NE APPENDIX WELCOA Mission: Working Well, Wellness Councils of America, Omaha, NE, available REDEVELOPMENT AND QUALITY OF LIFE TASK FORCE VISION STATEMENT EXECUTIVE SUMMARY TASKFORCE MEMBER LIST POLICY STATEMENTS Create a framework for the private sector that encourages and promotes the implementation of higher density mixed-use, mixed-income development, served by transit or located along transit corridors, and offer incentives to meet locally established standards which address open-space and connectivity to a network of greenways or transit Implement redevelopment by empowering municipalities and the County to fully utilize and support all available redevelopment tools in participation with public and private interests Implement a Sawgrass to Seagrass theme to preserve natural resources, enhance the environmental quality of life, and promote ecotourism Implement mixed income housing in development, revitalization, and redevelopment that enhances the quality of life ANALYSIS PRIORITIES SWOT ANALYSIS ACTION PLAN FUNDING SUGGESTIONS REGIONALISM AND PUBLIC/PRIVATE COORDINATION TASK FORCE EXECUTIVE SUMMARY TASK FORCE MEMBERS MISSION STATEMENT POLICY RECOMMENDATION Establish a Regional Economic Foundation, a political/private sector leadership forum ANALYSIS STRENGTHS/WEAKNESSES/OPPORTUNITIES/THREATS (SWOT) PROCESS PRIORITIES ACTION PLANS APPENDIX Population Growth and Demographic Change in Southeast Florida after Census

19 APPENDIX DRAFT Strategic Regional Policy Plan, Volume I APPENDIX Cross-Task Force Policy Recommendations APPENDIX Voters Bring Traffic to a Halt APPENDIX Sizing Things Up APPENDIX Paths to a New Regionalism APPENDIX Regionalism, Localism and Metropolitan Governance APPENDIX A Reassessment of City/County Consolidation APPENDIX The Third Wave: Current Trends in Regional Governance TRANSPORTATION TASK FORCE EXECUTIVE SUMMARY TRANSPORTATION TASK FORCE MEMBERS IMPORTANT DATA MAJOR TRANSPORTATION PROJECTS ANALYSIS SWOT ANALYSIS ACTION PLAN - COORDINATE LAND USE AND TRANSPORTATION ACTION PLAN- PUBLIC PARTNERSHIP ACTION PLAN - FUNDING ACTION PLAN - DIVERSITY OPPORTUNITIES APPENDIX Key Transportation Projects and Estimated Costs LEADERSHIP CONFERENCE SUMMARY MISSION GOALS AND OBJECTIVES FOR VISION BROWARD TASK FORCES VISION BROWARD TASK FORCE MISSION STATEMENT VISION BROWARD TASK FORCE GOALS AND OBJECTIVES VISION 2020 ARTICLE PAINTING DEPICTING BROWARD COUNTY VISION BROWARD VALUES EXERCISE WHY DISCUSS VALUES? HOW WERE THE PROPOSED VALUES DETERMINED? VALUES LABELS RESULTS Table 1 Vision Broward Steering Committee Values Consensus VISION BROWARD SWOT ANALYSIS ANALYSIS STRENGTHS WEAKNESSES OPPORTUNITIES THREATS Table of Contents 5

20 RECOMMENDATIONS FOR TASK FORCES MONOGRAPH - PRESENT STATE OF BROWARD COUNTY FLORIDA ECONOMIC DEVELOPMENT FUNDING ECONOMIC DEVELOPMENT: THE VISIONBROWARD CASE EVALUATION AND SELECTION PROCESS Funding Challenges and Opportunities in a Growing Tourism Destination: The Case of Broward County Funding Education: The Real Estate Transfer Tax Intermodal Transit Improvements Initially Funded by Federal Highway Trust Funds to Stimulate Private Investment in Economic Development King County Metro Transit Case Study SUMMARY AND CRITIQUE OF PROPOSALS PRESENTED NEXT STEPS VISIONBROWARD PROJECT CONTRIBUTORS EXECUTIVE COMMITTEE STEERING COMMITTEE VISIONBROWARD STAFF BROWARD COUNTY RESOURCE STAFF NOVA SOUTHEASTERN UNIVERSITY PROJECT CONTRIBUTORS FUNDING CONFERENCE PANEL OF EVALUATORS

21 1. Key Task Force Recommendations Themes across the task forces but not presented in any order of priority Coordinate, collaborate, and cooperate. There was no more common theme throughout all of the task forces than the idea captured by these three words: coordinate, collaborate, and cooperate. It extends to cooperation between cities, counties, economic development agencies, and other stakeholders in redevelopment planning, including public and private entities. The following specific proposals that recommend the establishment of a Regional Economic Foundation, a Business/Education Consortium, the Coordinating Council for Economic Development agencies, the Information and Services Centers (central information stations/clearinghouses throughout the county), the need for the establishment of a Data Collection and Maintenance organization that would collect, monitor, and analyze demographic information, trade and industry trends, employment data, and other econometric data, and a Network of Tricounty Regional Transportation all speak to the issue of the need for coordination, collaboration, and cooperation across the spectrum. I. Branding and Marketing - Create a Regional, South Florida Brand Several task forces identified the need to create a regional brand and a new marketing approach to establish that brand. They suggest that the present identity to the outside world is not distinct as a common community. It is time for the old stereotype of South Florida as solely a place for retirees, blue-plate specials, and devoid of business opportunities to be set aside. Our established marketing that emphasizes the attractiveness of our climate and beaches for tourism needs to be augmented with a theme that represents the vibrant business community that we have become. It is one whose corporate citizens and their employees are actively engaged in commerce while enjoying a quality of life that is unsurpassed. The unique South Florida environment, favorable weather, cultural amenities, and a transportation network, which have proven cost effective and efficient in supporting tourism, are also extremely attractive attributes for year-round business opportunities, which few other regions can boast. 1. Key Task Force Recommendations The Business Development Task Force was one of several that advocated for a new marketing approach that would create the South Florida regional brand. It should get the message out worldwide, that the region, which encompasses three counties (actual five with Monroe and Martin counties) with Broward County at the center, is a dynamic place to live and conduct business. The size of the Metropolitan Statistical Area (MSA) alone, which is now identified as the sixth largest in the United States with more than five million residents speaks to the growth of our area from Palm Beach to Miami, with Broward at the heart. This is a region that is growing in numbers but also in significant commerce. 7

22 To foster an authentic South Florida brand, the Creative Industries Task Force recommended incorporating diversity, education, the environment, and the creative industries as fundamental components of a regional partnership. The Education and Workforce Development Task Force suggested that a marketing piece should be used throughout the country and beyond that would brand the county/region as a research and development hub featuring the combined research programs from all area institutions. Creative Industries Task Force recommendations include the promotion of Broward County as part of an authentic South Florida brand by utilizing images and experiences showcasing creativity. They recommended that branding should be focused on quality of life as the foundation for future economic development. To highlight the South Florida quality of life, areas should be set aside with favorable rental terms and ease of permitting in order to provide opportunities for display and promotion of creative artists. These include performing artists in public places, acquisition and display of visual arts, and spaces specifically targeted for creative trades such as offices, lofts, and retail storefronts. The Creative Industries Task Force offers this theme: Broward County The Heart of South Florida: From Seagrass to Sawgrass, the Sky s the Limit. Redevelopment and Quality of Life echoed their suggestion: Implement a Sawgrass to Seagrass theme to preserve natural resources, enhance the environmental quality of life, and promote ecotourism. The Redevelopment and Quality of Life group recommended that the theme emphasize the Everglades, beaches, coral reefs, inland waterways, and subtropical landscape, which is interconnected by greenways, blueways, and transportation systems. Several groups observed that the lack of community identity, provincialism, and separation of the South Florida counties present a challenge for economic development concerning their sector. Historically, naming cities, subdivisions, and community resources has been determined by individual marketing agenda and/or community pride that served particular needs pertinent to the development of local areas. It has not been part of a well-conceived marketing plan that would encompass all its disparate parts. Even impact fees required of the private sector for concurrent development have focused on the needs associated with specific developments without considering the greater regional impact that was evolving, which has resulted in undercapacity when the larger picture is considered. The consequence is a lack of identity that would otherwise be inclusive of the multifaceted, multijurisdictional nature of Broward County in the 21st century that includes a very attractive business climate. The task forces shared a common perspective that South Florida is missing its opportunities concerning a coordinated identity because of the competing and simultaneous marketing of individual place names instead of the region. They recommend that cities as well as the counties adopt a brand that is South Florida, which 8

23 will bring economic development to the region so that all will share rather than diluting the geographic identify by pursuing micromarketing. The new marketing plan and branding identity needs to establish the linkage in the visitor s mind with our regional resources, quality of lifestyle, high quality residential communities, cultural assets, entertainment and educational opportunities. This is a combination that provides exceptionally attractive competitive advantages for businesses that could relocate or establish operations in our region. The marketing efforts of individual cities to attract economic development on their own have worked against establishing a shared, regional identity until now. Notwithstanding future consideration for name changes that would promote regional identity, e.g., the South Florida International Airport and the Port of South Florida or even the name of the county adopting a new title such as Lauderdale County, a regional branding initiative is needed and will substantially contribute to establishing the South Florida brand. Repeatedly, individual task forces called for new initiatives to foster the regional mindset and cooperation. The Regionalism Task Force suggested that this should take the form of a shared marketing approach with multiple individual identities. II. Regional Economic Foundation 1. Key Task Force Recommendations The Regionalism Task Force observed that regionalism is an issue that permeates through all VisionBROWARD Task Forces. From Business Development s Mission Statement provide leadership to leverage regional resources to Transportation s Vision development of a regional, integrated, world-class transportation system Even the Creative Industries Task Force billed itself as a Pacesetter for Regionalism. This recommendation is for the establishment of a Regional Economic Foundation, a political/public and private sector leadership forum that would work as an umbrella organization throughout the counties and their municipalities and provide direction to other existing and future regional initiatives, such as: Metropolitan Planning Organizations (MPOs) Regional Transit Authority (RTA) Regional Planning Councils (RPCs) Regional Sports Authority Regional Economic Development Organizations South Florida Cultural Consortium Southeast Florida Tourism Bureau The Regionalism Task Force recommends an inventory of the mission and tactics of all such regional organizations to establish a baseline. From these successful efforts, a best practices approach would be used to establish benchmarks. Demonstrating the economic benefits of regional initiatives would help create the structure and mission of 9

24 the Regional Economic Foundation. The Foundation s first order of business would be to develop a marketing plan for Broward County with its regional partners. Regarding regional arts and culture, the Creative Industries Task Force advises that there is a South Florida Cultural Consortium, formed in l984, which is an interlocal agreement among the five Southeast Florida counties Martin, Palm Beach, Broward, Miami-Dade and Monroe that can serve as a model or vehicle for promoting regional cooperation. The task force recommends that neighboring cities and counties be encouraged to work together to plan and provide quality cultural facilities and programs. They suggest that existing organizations could be realigned with strengthened capacity, e.g., ArtServe, Broward Cultural Division/Broward Cultural Council, Broward Alliance Film Commission, Broward County Historical Commission, Performing Arts Center Authority, and the South Florida Cultural Consortium. III. Expand Business/Education Consortia and Partnerships Education was the number one priority in the values exercise with the steering committee, and the task forces were concerned with providing an adequately educated and trained workforce to support economic development. The common link among the subcommittees was the importance of developing a coordinated, student-centered education system that is responsive to the needs of the business community. The Education Highway should provide the diverse student population, including adult learners, with multiple opportunities to enter and exit the system easily, and at many points along the route. Consequently, recommendations presented in their final reports regard how education should be strengthened from multiple perspectives. These discussions included increasing the linkage between business and education, the seamless transition from K-20 preparation for secondary education, and the encouragement and development of additional doctoral programs, especially in the increasingly important high-tech arena such as biosciences and engineering. The greatest need cited for K-20 advancement is a dedicated and adequate source of funding for the public school system that would facilitate taking the system to the next level of quality. That level of quality would ensure that all Pre-K through 12 learners are fully prepared academically to enter post-secondary education and have a marketable skill upon graduation from high school. They suggest that this be done by guaranteeing an adequate source of well prepared and qualified educators, quality preschool programs, maximum use of technology in the teaching and learning process, and an integrated curriculum that emphasizes math, reading, science, social sciences, creative arts, physical education, foreign language and career education. The Education and Workforce Development Task Force recommends that existing education consortia cooperate with the business community to form a more cohesive strategy to develop and submit a K 20 perspective on all issues related to education. The current Broward County Education Consortium could be expanded to include other educational institutions and outline the differences in program offerings and 10

25 accreditation requirements to identify the highest standards of academic excellence. Membership would be contingent upon meeting the standards of the Consortium. The consortium would promote a coordinated Higher Education System that is customerfriendly, seamless, accessible, industry sensitive, and encourages learner transfers and mobility assuring the availability of qualified college graduates and post-graduates (including science and engineering Ph.D.s) to support the research and development activities that drive the county s economic engine. It would create articulation agreements between institutions so that the region would benefit from economies of scale and institute a unified approach to attaining the economies, e.g., health benefits, sharing of facilities, sharing/purchasing of technology, public safety, joint purchasing of materials, etc. Moreover, it would collectively represent the interests of the students and the education resources to Tallahassee so that students graduate with needed skills. This includes highly technical fields and advanced degree programs such as doctoral programs that would be created and fostered to grow and retain talent without the duplication that diminishes the effectiveness of financial resources. The Education and Workforce Development Task Force points out the need to increase inter-sector communication between business organizations and educational providers. An inter-organizational collaborative system should facilitate needs of industry and provide feedback to educators on progress toward proactively serving the evolving needs of the business community for workers (graduates) with relevant skills. The task force suggests that Broward County already provides a demand-driven workforce development system that anticipates and matches employer needs with available trained workers. All residents have the opportunity to exceed a living wage and occupational mobility through career ladders and pathways. An agreed-upon system to measure outcomes and assess quality should be part of this initiative. Industry and university research collaboration must also be facilitated to streamline government regulation in order to bring new businesses and products to market more rapidly. The collaborative should extend to municipalities, health care providers, safety services providers, and other appropriate entities to provide an array of non-curricular support programs, including preschool, early screenings, mental health services, healthy life skills training, sports, and arts programs. 1. Key Task Force Recommendations IV. Create a Central Information Depository for Data Collection There is a need in Broward County for the ongoing collection of contemporary data. This includes demographic information, trade and industry trends, employment data, and other econometric databases that are needed and not currently available to economic development decisions makers in both the public and private sectors. Such a central information resource might be located within an office of economic development or in one of the universities where it would foster research on economic development issues and trends. This approach would enable emerging industries to be identified as potential targets for solicitation as they evolve. It will facilitate gauging success and progress toward achieving economic development goals while plans are implemented as well as allow unbiased compasrisons with benchmark communities. It 11

26 would provide competitive information and data analysis on an ongoing basis without waiting years or decades to look at trends and update the strategies. A central clearinghouse is also needed to provide contact information for the many economic development agencies that already exist to facilitate the use of the services and resources that they provide. It will also serve as a network for referring potential relocating businesses to appropriate agencies, and available regional resources. The new source of up to date data would help such agencies and provide the necessary documentation that they utilize to promote themselves to decision makers who are evaluating expansion or relocation decisions. The county needs to improve its outreach and dissemination of information to the public, private businesses, and to government agencies regarding financing mechanisms for business startups and expansion, the availability of qualified workforce, of workforce training, and of affordable housing. Data collection, evaluation, and dissemination must be ongoing to support these services. V. Establish Regional Business Services Centers With appreciation for the fact that the biggest business sector in Broward County is small business, more needs to be done to serve the needs of this market sector. In addition, in order to facilitate diversity and opportunities for more small and minority businesses government services must be streamlined and made more convenient to the consumers of the services. Business Services Centers (BSCs) should be established in geographically dispersed locations that would make available government-provided services for businesses such as building permits, building inspections, site plans review, Department of Natural Resource Protection (DNRP) plan review, occupational licenses, tax payments, appraisal appeals, workforce training, and employment and staffing assistance. The county, municipalities, and other government agencies should also modify their regulatory procedures to streamline the development approval process and put appropriate services online. A major goal should be to avoid duplication of review and streamline the approval process. This will be an incentive to both private and nonprofit developers and should include workforce/affordable-housing issues. Useful services that aim to help small and minority new business ventures include, for example, help with creating business plans, how to start a business/how to incorporate, what licenses and government accounts a new business needs, accounting services referrals, legal services referrals, and banking/financial advice. Private firms, who could be rent-paying tenants at the BSCs, could also provide these related services. The goals of these regional business services centers include: aiding in compliance by making it easier for small businesses to do business with the government; providing a convenient means to understand legal requirements in multiple jurisdictions without having to spend time traveling to several different offices; and providing information useful to start and grow businesses with minimal time away from the place of business. 12

27 The Creative Industries Task Force recommends that such resource and service centers also include a community design and historic preservation center that would offer assistance to civic groups, cities, and developers. They suggest that this should also entail convenient access to information about and application for a revolving loan fund that would be a dedicated source of capital, which needs to be established to promote new minority business enterprises. VI. Promote Diversity and Affordable Housing Dedicated sources of venture capital, angel funds, and revolving loans will contribute to new ventures, especially among minority entrepreneurs. Diversity was a stated goal of every task force. The multi-cultural, multi-lingual, multi-ethnic composition of the community was cited as a great strength and could be a competitive asset in economic development, especially concerning international trade and related opportunities. Also, entrepreneurialism is an important, commonly held value and creating access to resources for small and minority ownership of new ventures was cited as an objective that should be included throughout all future economic development plans. This extends to affordable housing, facilitation of new business establishment, licensing, permitting, and workforce training. The Business Development task force recommendation for regional business services centers includes as its focus the expansion of business opportunities for culturally diverse, small and minority enterprises. 1. Key Task Force Recommendations Affordable housing and mixed-use redevelopment echoed over many task force recommendations and has implications for the minority and workforce population. Creative industries cite this as a contribution to affordable places to live and work as well as access to markets. They also offer as an action item live/work districts with rent control and tax incentives to directly contribute to affordable housing. As with Business Development recommendations, Creative Industries would like to see revolving loan funds to build capacity and create new opportunities for groups who previously have not enjoyed access to mainstream capitalists. The Redevelopment and Quality of Life task force calls for the encouragement of mixed income projects and flexible land use policies that would support redevelopment that become integral components of a transit system. One that not only intends to facilitate movement of people and goods between points but also actually contributes to the integration of society in terms of social and economic strata. They also want to see strategies implemented that promote options for individual housing at all income levels as property values seem to be on track to becoming out of the reach of average incomes. The Transportation task force also recommends a coordinated land use policy integrated with a transportation network to serve various segments of the community. Redevelopment and Quality of Life offers that policy should be adopted to provide funding targeted to developing affordable housing for low, very low, and special needs residents. This task force also cautioned that we must be wary of gentrification, i.e., the 13

28 displacement of indigenous population in the name of progress. The South Florida community values its multi-cultural heritage and this extends to neighborhoods. The transportation group points to the need for community partnerships in order to understand stakeholders in terms of cultural diversity and parochial needs and facilitate communication among and between the stakeholders. The Education and Workforce Development task force recommends strengthening preschool programs so that all children can achieve readiness for kindergarten. This is especially significant for the minority community and the group recommends strengthening mentoring programs and foreign language studies. Language studies for non-english speakers will enable immigrant minorities to enter the work stream quicker and conduct business more effectively. It also will capitalize on the competitive strength of our multi-lingual, multi-cultural diversity and create new opportunities for disparate members of the South Florida region. The Transportation task force recommends that diversity opportunities for local, small, women-owned, and other minority businesses be included in the development and operation of our transit system. This system must be a mobility system that provides choices for all and contributes to greater access to education, employment, healthcare, recreation, leisure, and cultural amenities that serve our diverse communities. VII. Establish an International Trade Center (ITC) as a public-private partnership to promote and attract international trade and foreign direct investment in the region Capitalize on substantial advantages by being centrally located with great international infrastructure including three international airports in the region, a major deepwater port, and minimized seasonal limitations on their reliability for the movement of goods year round. Existing educational resources should be realigned with this strategy to take competitive advantage of the multilingual, multicultural diversity of South Florida, which has natural positive implications for international trade. As is the case with the Regional Resources Centers for local government information and services, the International Trade Center should be established as a public-private partnership. It would provide an opportunity for shared office space with rent-paying tenants. Making space, staff, and logistical support available in this way would assist with the expansion of international business and could also serve as a business incubator for small companies focused on developing international trade opportunities, including foreign businesses interested in developing a U.S. presence. Such as multiuse facility could also be a focal point for trade policy and research, where trade data for Broward County and other economies would be developed and housed, providing easy access for users. It could also be a center for educational opportunities, including language and culture training including sensitivity training, international trade education, export/import operations, international business, etc. 14

29 VIII. Solve the Availability of Insurance by Creating Self-Funded Plans The availability as well as expense of insurance affects individuals, families, and businesses throughout South Florida. This is true for public organizations as well as private firms. Many companies are not sure that they will be able to renew coverage from one policy period to the next and the renewal cost is sometimes prohibitive if available. To control costs and make affordable coverage available, the recommendation is to develop a self-funded community-based health insurance program. Such a program would itself be organized as a not-for-profit corporation that will be modeled after similar programs locally and nationally. Besides providing a stable and dependable source for insurance coverage, the selffunded program could actually cost less than present premium levels for similar coverage due to several cost savings and profit centers inherent in self-funded plans. Many government and private employers are moving to self-insured medical plans because the employer controls the plan. Approximately 70 percent of all workers in the United States are covered by a self-insured medical plan. One of the financial benefits for self-funded medical plans is the positive cash flow it creates instead of the up-front expenses represented by premiums before claims are made, which is tantamount to prepaying for medical services needed by employees in the future. Because it is self-funded, the employer pays claims as they are incurred and the reserves are held by the employer rather than by the insurance company. Investment returns on the reserves accrue to the benefit of the participants. Other possible income sources that contribute to lowering costs include discounts and rebates that can be negotiated with service providers in the way of agreed-upon prices for services. Another cost savings relates to the premium tax that does not have to be paid by selfinsured plans, which amount to approximately two percent of the premium. 1. Key Task Force Recommendations With a self-funded medical plan, employers have complete control and they know where their money is and they also know what it is being used for. If the medical claims are less than the predetermined amount for the year, the employer keeps the money for the ultimate benefit of the participants and it is not profit for the insurance company. The cost savings that go with a self-funded medical plan will come with the reduced cost of the overall administration of the medical plan, which will be less in most cases than the insurance company. To make this self-funded insurance program viable, it must have a nucleus of only a few key large employers. These might include: Broward County government; the School Board of Broward County; private businesses with 2,000 or more employees in Broward County; the North Broward Hospital District; Memorial Healthcare System; major chambers of commerce; labor unions; and, cities with 2,000 or more employees in Broward County. Public and private businesses of 2,000 employees are the most likely participants and will be the key to starting this program because they would have 15

30 more reliable claims information and data on which to base accurate actuarial models. When a level of 5,000 covered employees is reached for a medical insurance plan, claims costs can be very predictable and will not vary from year to year. Once this goal is achieved, the self-funded, Community-based Medical Program would be expanded to include smaller employers, both public and private. A second self-funded insurance program that is related is targeted at the problem wherein Broward County is currently losing many practicing physicians due to the lack of affordable malpractice insurance. Many other doctors are still practicing but without any malpractice coverage. This proposal is to create a new company owned by participating physicians that would develop a Broward County Physician s Malpractice Insurance Program. They would, in effect, be joining to provide insurance for themselves. This model is already in practice in many areas around the country, including a group of physicians operating in the Memorial Healthcare System in Broward County. Such a program would provide Broward County residents with peace of mind knowing that every physician is maintaining malpractice insurance by providing physicians with an affordable and stable outlet to purchase insurance. It also will contribute to economic growth by facilitating the appeal of Broward County as an attractive workplace for physicians instead of leaving the county to practice elsewhere due to the high cost of insurance here or the exposure of practicing medicine without insurance. IX. Establish a Network of Tri-county Regional Transportation The issues of affordable workforce housing, transportation alternatives, and quality of life are intertwined. The new paradigm will mean a changing emphasis from mainly road building to other transportation modes, including pedestrian-friendly infrastructure and transit-oriented development. There should be incentives to encourage developers to incorporate transit in their development plans and a re-examination of land use policies in relation to transportation planning. The land use plan needs to be amended to provide for mixed-use, higher density development along all commercial transit corridors and Broward County should aggressively promote mixed income housing for development. As part of the county s redevelopment strategy, a Nodal/Hub Mixed-Use Redevelopment Initiative should be created and promoted that allows redevelopment in mixed-use development located at interchanges or activity centers that are part of the transit system. The development of neighborhood transit hubs that link Bus Rapid Transit service with local and community bus systems is critical. These hubs will also be connected via the Broward County Greenways system bicycle and pedestrian paths and will serve the development of safe paths to schools. Development and land-use around these hubs will focus on community needs including day care, health and job services, education facilities and community centers. Each of the hubs should be developed to reflect the culture and needs of the adjacent neighborhoods and become 16

31 focal points of the community. They will incorporate affordable housing, commercial centers, creative industries, public art, activity centers, educational resources and the Business Service Centers. The county and municipalities shall promote financing tools such as Location Efficient Mortgages (LEMs), which support building housing where served by transit or along existing transit corridors. Broward County should lead the region in aggressively developing a transportation system that has east-west connectivity as well as regional, intermodal interconnectivity. The business community has taken a leadership role in defining South Florida as a region and articulating that it is in our best interest to look at transportation from a regional perspective. Also emerging is an understanding, particularly by the business community, that public transportation is good for business. 1. Key Task Force Recommendations 17

32 18 VisionBROWARD Final Report

33 2. Summary of Task Force Recommendations in Brief Business Development Task Force Recommendations Mission Statement Broward County should provide leadership to leverage regional resources and promote South Florida as a world-class destination for tourism and business. Policy Recommendation One Leverage existing and future resources and geographic/regional advantages of South Florida to promote existing high-paying industries and attract new emerging industries that will continue to promote and better the quality of life and economic advantages of Broward County. Recruit industries that have higher paying jobs through a coordinated inter-governmental, inter-agency approach with a focus on: Life Sciences - medical field pharmaceuticals/biotech Aviation and Aerospace Headquarters - Financial - Administrative Hospitality Industry (tourism, cruise) Marine Industry/Recreational boating Wholesale Distribution - durable and non-durable goods Film and Motion picture production 21st Century Industries including photovoltaics, fiber optics cable Enhance Broward s marketability through effective redevelopment projects, in affordable housing/mixed use development. Policy Recommendation Two Take the lead in unifying and collaborating with regional partners and cities to create a South Florida brand. Research best practices of peer counties successful with a regional marketing approach. Solicit support for regional marketing approach from key stakeholders. Determine if a regional marketing brand/campaign would be effective and retain marketing agency to work with stakeholders to create/develop a regional brand. Acknowledge/incorporate image of regional tourism and create a coordinated marketing message to promote international trade and attract foreign direct investment. 2. Recommendations in Brief Policy Recommendation Three Create central information stations/clearinghouses throughout the county that identify, coordinate and promote all assets, resources and information that are required by, and available to all businesses. Develop three strategically located Outreach/Resource Centers. Create separate Small Business Development Division. Create a dedicated source of capital streamlined for small and minority businesses with a revolving fund. Allocate more funds to Metro Broward Economic Development Corp. Expand business opportunities for the culturally diverse small and minority businesses. Policy Recommendation Four As regional tourism is an economic driver for Broward County, the county must establish itself as a world-class destination. Create a Southeast Florida Tourism Bureau. Invest in tourism attractions (enable an icon). Protect and enhance natural resources. Attract visitors from all over the world with an image of comfort, peace, and safety. Enhance transportation accessibility for visitors to South Florida. 19

34 Increase industry salaries and invest in education. Policy Recommendation Five Support and promote international trade and foreign direct investment through the coordination and development of the county s infrastructure for international trade promotion, and attraction of foreign direct investment by establishing an International Trade Center (ITC). Create an (ITC) as a focal point for the county's effort to create/ expand international trade opportunities and attract new business. Conduct a "Needs Analysis" of existing Broward businesses to determine baseline of international trade statistics and identify barriers, gaps and needs to expand international trade. Encourage and facilitate educational opportunities with businesses to expand international trade, through training, mentoring programs, and enhanced international curriculum to include languages, cultural awareness and international business. Establish a permanent International Business Advisory Board for the County to provide ongoing guidance. Policy Recommendation Six Create a coordinating council for economic development agencies with a central information system to identify, coordinate and promote all assets, resources and information that are available throughout the County for businesses and provide information in a comprehensive manner. Create a coordinating council by county ordinance. Develop a handbook providing information on economic development countywide with contacts and a directory of small and minority businesses. Establish a central information system via a Website to help conduct business 24 hours a day, seven days a week and develop a calendar of events related to international trade and business. Policy Recommendation Seven Promote Broward County & South Florida as a center for venture capital backed entrepreneurial activityparticularly leveraging Scripps-related businesses/spin offs. Create/subsidize locally-based venture capital and seed/angel investment funds. Provide/coordinate training and mentoring programs for entrepreneurs and management and sponsor Entrepreneur Training programs at local universities. Establish Scripps liaison office for the county. Policy Recommendation Eight Establish a policy to utilize public/private partnerships to facilitate economic development and redevelopment, for: land assembly activities; facilitation of the land development process; greater access to capital formation; affordable housing; small business development and expansion; and transportation. Develop enabling policy by county ordinance to create the above mentioned public/private partnerships. Prepare a business plan with details on operating missions, goals and objectives. Business Development Task Force Funding Source Options Existing municipal and county operating budgets and capital improvement programs, particularly for overlapping budget items. New financing mechanisms such as revolving loans, venture capital, etc. Individual stakeholder contributions in public and private sectors. Partnerships/sponsorships with businesses. User Fees. Bed Tax. Bond Issue. 20

35 Creative Industries Policy Recommendations Vision Statement Broward, the heart of South Florida, is a vibrant, creative community where quality of life is nourished by a clean environment, tropical breezes, multiculturalism and first-class education. Mission Statement Encourage and develop a comprehensive role for creative industries in Broward s 21st Century economy by fostering an authentic, vibrant community that capitalizes on its creative assets. Policy Recommendation One Encourage and develop a comprehensive role for creative industries-friendly environment through local government policies, tax and zoning incentives and permits. Objective - Advocate for cities to adopt creative industry policies, zoning codes and issue permits which apply to artists, filmmakers and historic preservation. Actions - Adopt Creative Industry-friendly policies such as live/work districts, rent control, affordable housing, healthcare, tax incentives, city/county centralized permitting for filmmakers, designated areas for street artists to sell work or perform, set aside artists working space in vacant storefronts or street level parking garages. - Improve access choices between live, work and play areas. Policy Recommendation Two Foster excellence in public and private sector community design, historic preservation and establish private development initiatives for public art. Objective - Promote innovation in community design. Actions - Awards recognizing neighborhoods or structures that define our community s character. - Encourage design competitions. - Provide incentives to improve design in local industries. - Establish an institute for design excellence (modeled on the NEA s Mayors Institute) to educate and demonstrate the benefits of design. - Promote big ideas. Develop a forum for creative thinkers and designers. Continue to shape Broward and SoFla into a center and destination for design creativity. - Develop, package and promote intellectual experiences (lectures, classes, workshops, conferences, book signings). - Encourage presentation and performance of emerging artists in casual, unexpected settings. - Develop vehicles to improve communications, share ideas, research and advice among artists, educators and business. 2. Recommendations in Brief Objective - Incorporate design elements into the Broward urban landscape. Actions - Improve civic signage for roads and directions through design reflecting quality community standards. - Improve design of transportation, urban design, architecture, landscape and environmental graphics (make transit fun; make walking and bicycling easy). Objective - Establish a community design and historic preservation center to offer assistance to civic groups, cities and developers. Objective- Strengthen and expand reach of FAU s Center for the Conservation of Architectural and Cultural Heritage. 21

36 Objective- Combine with Business Task Force outreach centers. Policy Recommendation Three Realign and strengthen capacity of existing organizations: ArtServe, Broward Cultural Division/Broward Cultural Council, Broward Alliance Film Commission, Broward County Historical Commission, Performing Arts Center Authority, and South Florida Cultural Consortium. Objective - Fund an independent feasibility study to explore melding some or all of existing organizations together. Actions - Build on the collaborative partnership developed by Broward County and Broward municipalities in the Parks and Open Space Bond Issue. - Establish a decentralized creative industries master plan. - Create policies that promote creative industries, and cultural programs and facilities. - Management efficiencies such as centralized auditing for small organizations through ArtServe. - Strengthen the Broward Cultural Council and expand funding from tourist tax. - Amend Performing Arts Center Authority legislation to permit referendum of half mil devoted to arts. - Review governance structures and term limits of board members for each entity. Policy Recommendation Four Incorporate diversity, education, the environment and the Creative Industries as fundamental components of a regional partnership to foster an authentic South Florida brand focused on quality of life as the foundation for future economic development. Objective - Broward County: The heart of SoFla; from Seagrass to Sawgrass, the Sky s the Limit Promote Broward as part of an authentic South Florida brand utilizing images and experiences showcasing creativity. Actions - Build a Website of photographic and video images for public use. Objective - Capitalize on creative industry assets ( liveability ) for economic growth (clean and green; highly educated and talented workforce, nationally recognized arts and cultural facilities and programs, library system, parks system). Actions - Integrate creative industries into economic development. - Promote creative industries multi-billion dollar annual economic impact on the SoFla economy. Objective - Focus high quality and quantity of media coverage of creative industries. Policy Recommendation Five Develop and implement new financial structures that stimulate the growth of the Cultural Industries including related programs and facilities. Objective - Create new finance mechanisms revolving loans, venture capital, working capital, planning, and capital improvements. Actions - Tax policies and incentives. - Support commercial activities which achieve public purpose. - Special sales tax districts. - Special property taxes. - Additional cent of bed tax for creative industries. - Permanent endowments. 22

37 Objective - Creation of new vocabulary to define a new system to finance arts and culture, eliminating grant replacing with incentives, partnerships, investment. Actions - Develop a Program Related Investment (PRI) revolving loan fund for the Creative Industries sector with the region s traditional and non-traditional funders. - Capacity building program for Creative Industries to transition into the new system of finance. - Develop a system to ensure industry stability including leadership, education, legislation and capital. Objective - Adopt amendments to Comprehensive Plan, Land Use Plans and Zoning Codes to encourage in-fill opportunities for affordable housing and workshop Creative Industries. Objective - Build a world-class museum of history to be competitive with other Florida communities. Objective - Develop a media arts technology park for artistic and commercial use film, video and music production (job training, research and development, education and fun). Objective - Create an artists central with educational, studio, performing, housing, rehearsal and exhibition space. Objective - Incorporate cultural centers into greyfield development plans throughout the county. Policy Recommendation Six Take advantage of Broward s location at the heart of South Florida by expanding the Vision Broward leadership role to better and more aggressively position our community as a Cultural Tourism destination and a magnet for Creative Industries. Objective - Create and communicate a cultural positioning of Broward County to raise the image of Creative Industries. Objective - Design and implement a coordinated marketing program. 2. Recommendations in Brief Objective - Market Broward County to media decision makers as a desirable destination to work and play. Objective - Open a dialogue between Tourism and Creative Industries on the most effective use of bed tax funding for cultural tourism to grow. Objective - Develop, package and promote arts and cultural events, and museums. Objective - Ensure adequate funding for cultural tourism. Policy Recommendation Seven Broward Workshop and Broward Alliance to take a leadership role to recruit, train, mentor future business leaders to participate in and exploit the role of creative industries in pursuit of quality of life environment. Objective - Educate and unify business community on a regional level on the role of Creative Industries to further economic development through creation of an arts and business alliance. Objective - Train the next generation of business leaders to guide creative organizations to align with community economic goals. 23

38 Objective - Cultivate new economy Internet coast and biotech leaders. Objective - Strengthen commitment of volunteer leadership of policy guiding board members for not-for-profit organizations. Objective - Encourage neighboring cities and counties to work together to plan and provide quality cultural facilities and programs. Policy Recommendation Eight Emphasize Life Long Arts and Culture Educational Opportunities. Objective - Create a continuum of quality accessible arts education and museum activities for preschool through senior citizens. Objective - Benchmark and monitor progress to increase number of students taking arts courses in public schools. Objective - Inventory business needs through the workforce development system and communicate to higher education for needed job training in the cultural industries. Creative Industries Funding Recommendations Create new finance mechanisms revolving loans, venture capital, working capital, planning, and capital improvements to assist and stimulate creative business. Tax policies and incentives. Special sales tax districts. Special property taxes. Additional bed tax for creative industries role in tourism. Bond issue for infrastructure needs. Adult Entertainment Tax. Expand funding for culture through Broward Cultural Council including tourist tax. Amend Performing Arts Center Authority legislation to permit referendum of half mil devoted to arts. Private Sector development: percent for public art. Education and Workforce Development Task Force Recommendations Vision Statement Broward County is recognized nationally as a community where high value companies relocate, stay, thrive and prosper because their employees children are enrolled in an educational system that is a model of effective learning, where their employees can fulfill their advanced higher educational needs, and where they have ready access to a well-trained, highly-qualified workforce. Policy Recommendation One Broward County will ensure that all Pre-K through 12 learners are fully prepared academically to enter post-secondary education and have a marketable skill upon graduation from high school. This will be done by guaranteeing an adequate source of well prepared and qualified educators, quality preschool programs, maximum use of technology in the teaching and learning process, and an integrated curriculum that emphasizes math, reading, science, social sciences, creative arts, physical education, foreign language and career education. 24

39 Pre-K through 12 General Strategies Develop and support programs that encourage that every child live in a home with a responsible and caring adult who nurtures and educates him/her. Provide life skills training and effective parenting classes, to all Broward County residents who require them through, the Adult Education Program. Collaborate strongly with community agencies and groups (such as Literacy Coalition) to eradicate illiteracy in Broward County. Strengthen pre-school programs so all children can achieve readiness for Kindergarten. Infuse curriculum, administration, and teaching, with innovation and best practices. Provide a curriculum for all students which integrates science, math, reading, social studies, the arts, and physical education in order to prepare students to be able to compete in the global marketplace. Maximize the use of technology in the delivery of instruction for both students and teachers. Train them to make effective use of technology, and provide incentives to be life-long learners. Engage all students in community service and engage community groups/individuals as volunteers. Enliven and strengthen mentoring programs and increase the number of mentors. Involve municipalities, businesses, health care providers, safety services providers, and other appropriate entities to provide an array of non-curricular support programs. Provide successful language studies so that non-english speakers will learn English quickly while advancing in other subjects. Provide successful foreign language studies/strategies so that all Broward County residents will be multilingual and able to conduct business effectively. Establish and implement an effective, on-going marketing campaign that highlights the significant achievements of schools in Broward County. Policy Recommendation Two Broward County has a coordinated Higher Education System which is customer-friendly, seamless, accessible, industry sensitive, and encourages learner transfers and mobility, assuring the availability of qualified college graduates and post-graduates, (including Science and Engineering Ph.D.s) to support the research and development activities that drive the county s economic engine. 2. Recommendations in Brief Post-Secondary Education Strategies Work with all government entities and private sources to maximize the availability of funds to support the post- secondary education need for financial resources required to meet student demand, including expanded scholarships in science and engineering. Collaborate with Technical Centers, Colleges, Universities, governments, and businesses to improve access to post secondary education and cost optimization efforts such as joint use of facilities, common course numbering, transferability of credits and cooperative purchasing programs. Coordinate with government and business partners to take all steps necessary to improve quality of life issues to support attracting and retaining faculty for Broward County colleges and universities, especially in the areas of science and engineering. Policy Recommendation Three Broward County provides a demand-driven workforce development system that anticipates and matches employer needs with available trained workers. All residents have the opportunity to exceed a living wage and occupational mobility through career ladders and pathways. Continuing Workforce Education Strategies Ensure that workforce development is a system, not just employment or training opportunities: Affordable and accessible child care and transportation must be available. 25

40 Develop career ladders in industry clusters as needed which will reflect ongoing communication between industry associations, industry clusters and the area educational training providers to ensure the responsiveness to industry demands. Create a strong inter-organizational collaborative system of business, education and government which supports and enhances continuing education and workforce development. Create innovative industry partners where stakeholders develop, communicate and measure workforce development strategies for their targeted industry areas. Create a mechanism to continually monitor and assess the quality of the workforce development system. Develop streamlined methods to rapidly insure the entry of immigrants, regardless of professional status or degree of language facility, into the workforce. Ensure that affordable opportunities exist for workers to acquire multilingual skills so that they can compete effectively in the diverse workforce. Encourage industry and university research collaboration to create new businesses and products more rapidly and streamline government regulation to facilitate this process. Create mechanisms that are attentive to the un- and under employed and provide opportunities to exceed a living wage and occupational mobility through career ladders and pathways. Educate the business industry to the value added of employing qualified individuals regardless of age, disability or previous life circumstances. Healthcare & Safety Taskforce Recommendations Vision Statement Broward County will be known as a healthy and safe place to live. Fulfilling this vision will help Broward County to retain existing businesses and attract new businesses. Policy Recommendation One Create the image and reality of Broward County as a healthy and safe place to live. Actions - Create a marquee event in conjunction with a national/international exposition of health/medical products/technology/treatment. - Develop a community infrastructure in Broward County that is conducive to health & wellness. - Encourage the practice of wellness in the daily life of all Broward County residents. Policy Recommendation Two Self-funded community-based medical insurance program. Actions - A committee should be established with both public & private employers with 2,000 or more employees to develop a health coverage plan. - The committee should collect data from all interested entities from both public and private employers with over 2,000 employees. - The participants of the committee would develop a plan of coverage and benefits including stop-loss to be offered through this health alliance trust. - Actuary Report - Once the coverage is established, that information, along with all collected data, would be submitted to a certified actuarial firm for pricing of a selfinsured program. - Establish a Health Alliance Trust - Membership to this trust would be offered to all private and public entities with 2,000 or more employees that were part of the initial fact-finding effort. Healthcare & Safety Taskforce Funding It would be necessary to identify organizational seed money and initial funding for an actuary report. 26

41 Policy Recommendation Three Broward County Physicians Captive Insurance Company. Actions - Actions - Actions - Actions - Planning and Development - Identify and focus objectives for the insurance program; determine the type of coverage to be provided; fronted or direct-issue program; federal tax issues; state regulatory issues; feasibility report Formation - Corporate structure of the captive; insurance licensure; development of funding strategy; development of insurance program documents; consideration of operational matters. Initial Operation - Meeting of incorporators; initial meeting of directors; execution of insurance program documents; development of corporate policies; consideration of operational matters; adoption of banking resolutions; development of investment policy Data/Analysis - Pro-forma projections for proposed captive summary of premiums, losses and expenses; competitive price information for South Florida from the Medical Liability Monitor; a summary of the results of a survey of targeted physicians in the Dade, Broward and Palm Beach Counties. Policy Recommendation Four Develop or attract a major medical research center that will enhance the image of Broward County as well as provide additional revenue for the county. Actions - A taskforce of players from interested organizations should be formed - Considerations which areas to focus research on?; what resources are available?; national priorities?; contact the NIH to help refine what areas of research are not being adequately addressed in our country and globally; areas likely to receive funding?; recruit an institute that already exists to relocate to Broward County. Redevelopment and Quality of Life Taskforce Recommendations Vision Statement Broward County shall strive to become one of the most livable communities in the United States. 2. Recommendations in Brief Policy Recommendation One Create a framework for the private sector that encourages and promotes the implementation of higher density mixed-use, mixed-income development, served by transit or located along transit corridors, and offer incentives to meet locally established standards which address open-space and connectivity to a network of greenways or transit. Implementation Strategies County-wide land use categories shall be adopted which enable and encourage the development of mixed- use, mixed income projects and develop flexible land use strategies supportive of local redevelopment efforts. As part of the county s redevelopment strategy, a Nodal/Hub Mixed-Use Redevelopment Initiative shall be created and promoted that allows redevelopment in mixed use development located at nodes or hubs that are part of the transit system. The county and municipalities shall initiate and maintain a dialogue, including other stakeholders, to develop cohesive non-contradictory standards for land use planning supportive of redevelopment efforts. The county and municipalities shall modify their regulatory processes to streamline the development approval processes. A major goal shall be to avoid duplication of review. 27

42 The county shall serve as a resource for county-wide and regional issues, and assist and enhance city approved development and redevelopment. The county and municipalities shall collaborate to create a variety of financing options for redevelopment. The county and municipalities shall utilize the State Road 7 Collaborative model to support the application of countywide redevelopment strategies. All governmental entities shall make efficient use of existing rights-of-way to improve mobility by utilizing shared resources and creative transportation programming. All levels of government shall coordinate development and implementation of transit plans and aggressively pursue federal and state funding for improved transit systems. The county and municipalities shall create and promote an Advanced Corridor Initiative that identifies corridors for acquisition activity. A Personal Mass Transportation Initiative shall be promoted that includes county sponsorship and funding of alternative forms of personal mass transportation, including those technologies that are in need of pilot or demonstration projects. Adaptive use and reuse of existing structures shall be encouraged and regulations modified that would otherwise prohibit reuse and change of use. Policy Recommendation Two Implement redevelopment by empowering municipalities and the county to fully utilize and support all available redevelopment tools in participation with public and private interests. Implementation Strategies The county and municipalities shall aggressively utilize Chapter 163 and initiate the education of elected officials and the general public about the benefits of statutory redevelopment programs in the design of specific initiatives that support redevelopment. The county shall effectuate and support cooperation between cities, county, and other stakeholders in redevelopment planning. A goal shall be to ensure development of realistic financial and project objectives. The county shall develop, in coordination with other agencies, an inventory and master plan that identifies the unique nature of each brownfield /greyfield area, and implements specific strategies appropriate to each inventoried area. The county shall create and promote an Edge Value Initiative that supports the redevelopment of brownfield sites by improving the surrounding area first, with the intent of accomplishing the following goals: 1) minimize displacement; 2) provide job training; 3) add incentives to interested parties exploring brownfields for development; and 4) provide direction to the county. The county, in coordination with the municipalities, shall establish and fund a Greyfield / Brownfield Acquisition Policy which seeks to acquire or take inventoried greyfield and brownfield properties to promote redevelopment and community livability. Policy Recommendation Three Implement a Sawgrass to Seagrass theme to preserve natural resources, enhance the environmental quality of life, and promote ecotourism. Implementation Strategies The county and municipalities shall promote and fund a Sawgrass to Seagrass theme emphasizing the Everglades, beaches, coral reefs, inland waterways, and sub-tropical landscape interconnected by greenways, blueways and transportation systems. The county and municipalities shall create and implement a world class nature center initiative, to include Tourist, Recreation, and Education Centers (TREC) that gives Broward an identity and sense of place. TREC Centers shall be established to celebrate the Everglades, marine coast, inland waterways, and subtropical landscape and shall have multiple means of access, including greenways, blueways, highways, and mass transit. 28

43 The county and municipalities shall create and promote a Viewing Towers Initiative to provide destinations and activities into greenway and blueway corridors and provide visitors with education about urban redevelopment, ecosystem restoration, and the livability initiatives of the county. The county and municipalities shall further promote and fund the use of Artificial Near Shore Reef and beach nourishment projects. The county shall expand existing marine initiatives and shall develop and implement pilot programs for more near shore underwater and Everglades attractions and destinations. The county and municipalities shall promote and fund the expansion of artificial wetlands into brownfields, greenways and blueways. The county and municipalities shall promote and develop a plan for the conservation of natural resources that identifies environmental problems such as air, water, noise, and visual pollution. State of the art infrastructure systems shall be built in an environmentally conscious approach that focuses on improving quality of life and fostering resource conservation. The county and municipalities shall promote and provide incentives for upgrading architectural and structural design of buildings, roadways, and public places consistent with the Sawgrass to Seagrass theme and which include landscaping and tree planting based upon the county s NatureScape Broward program which utilizes Xeriscape landscaping, native plants to conserve water and minimize use of fertilizers and pesticides. In five (5) years, the county and municipalities shall devise and implement comprehensive and cohesive remediation programs that include strategies for closed landfills including enhancing of waste reduction initiatives for current landfills. The county and municipalities shall encourage the use of existing Broward Alliance and the Broward Workshop programs to identify and create opportunities that attract those manufacturing technologies that support improved quality of life. The county and municipalities shall develop and fund a public, private, and quasi-public cooperative to coordinate long range infrastructure planning and funding mechanisms that address, but is not limited to the following elements: a) County-wide Security; b) Emergency Services; c) Energy Conservation; d) Health Care; e) High speed internet/mail service; f) Landfills; g) Libraries; h) Parks and Recreation; i) Pollution Control; j) Schools; k) Sewage Treatment; l) Solid Waste; m) Storm water; n) Transportation; o) Utilities; p) Water Conservation; q) Water Reuse; r) Water Supply Alternatives; and s) Other countywide regional facilities. 2. Recommendations in Brief Policy Recommendation Four Implement mixed income housing in development, revitalization, and redevelopment that enhances the quality of life. Implementation Strategies The county and municipalities shall implement programs and policies to protect neighborhoods through revitalization and conservation, and promote individual housing options for all income levels. The county and municipalities shall implement programs and policies to protect neighborhoods from displacement due to redevelopment. The county and municipalities shall encourage and support small business and industry initiatives that broaden individual development and income producing options. The county and municipalities shall promote financing tools such as Location Efficient Mortgages (LEMs), which support building housing where served by transit or along existing transit corridors. The county and municipalities shall encourage the use of creative architectural design for multiple-family housing. The county and municipalities shall promote creative uses of financing to enable home ownership (Workforce/Affordable). 29

44 The county and municipalities shall access all available funding sources to preserve, rehabilitate, and create workforce/affordable housing. The county and municipalities shall develop, create and support market-driven approaches to the provision of housing in which developer incentives are utilized to assure the development of workforce / affordable housing. The county shall carry out better outreach and dissemination of information to the public, private business and government agencies regarding financing mechanisms for workforce / affordable housing. Affordable housing Report Cards shall be explored, giving communities the current status of availability and projecting future needs and goals. The county and municipalities shall create a streamlined approval process as an incentive to both private and non-profit developers to include workforce/affordable housing. Local governments shall implement policies and strategies that remove barriers and make funding available to non-profit developers of affordable housing to low, very low, and special needs residents. Redevelopment and Quality of Life Taskforce Funding Suggestions Create a countywide bond issue to address redevelopment and quality of life issues. Evaluate current financial tools and address if using efficiently. Develop a process for combining funding sources. Establish a collaborative funding effort between interested parties when applying for grants. Revisit bottle deposit program. Regionalism Task Force Recommendation Mission Statement To identify the most compelling issue from a regional perspective that is critical to Broward County s economic success. Final Policy Recommendation Establish a Regional Economic Foundation, a political/public and private sector leadership forum. Actions - Organize a summit for all stakeholders to craft a way to eliminate redundancies in process and services among service providers, municipalities and the county. - Perform an analysis to demonstrate economic benefits of regional initiatives. - Research what names other areas of the country are using for their groups. - Review the mission and tactics of all existing regional organizations, take inventory and establish a baseline. - Develop benchmarks and study best practices from these and other successful efforts. - Define market sector segments and show how they would benefit. - Develop a marketing plan for the region. Transportation Task Force Recommendations Mission Statement Strengthen our economic vitality and quality of life through the development of a regional, integrated, world-class transportation system compatible with land use and accessible to the community. Policy Recommendation One Coordinate Land Use & Transportation - Manage growth through coordinated land use and transportation corridors, hubs and intermodal connectors for the movement of people and goods to each segment of every community. 30

45 Actions - Develop a Transitway Corridors Plan and accessible Public Transportation Network that serves Broward County as well as regional needs. - Link transitway corridors; bicycle & pedestrian corridors; greenways and waterways. - Match transportation system to land use; appropriate land use types and intensities; acceptable level of service for each transportation mode on air, land and sea. - Provide Transit Village Zones (TVZ) where premium transit intersects activity centers; compact development; highly walkable; rich in urban amenities; easy access to premium transit. - Provide incentives for TVZ development; promote mix of activities; provide balance between jobs and housing; range of housing options for various incomes. - Establish task force to develop transit-oriented policy for TVZs and premium transit; state, regional, and local transportation agencies; development and redevelopment agencies; other public and private interests. Policy Recommendation Two Develop Public-Private Partnerships - Develop interactive and coordinated information sensitive to cultural and language differences with the goal of increasing the use and support for multimodal mobility. Actions - Build true partnerships with the residential and business community. - Understand the stakeholder in terms of: cultural diversity; language requirements; areas of common interest - Ensure the message: reflects transportation s role in achieving the common good; demonstrates value to stakeholders; is consistent and timely. - Integrate transportation as a reliant and expected part of society; link between transportation and the state, region, county and cities; establish relationship between transportation and economic development; achieve community partnerships through shared input and expectations. - Educate stakeholders on transportation agency practices; phases of transportation concept development and implementation; funding resources & funding distribution; multi-modal accessibility for communities as well as individual mobility. - Establish delivery strategies for public partnerships; develop a public communications management system; utilize visual imagery to demonstrate mobility (linking state, region, county and city); customize communications and include collaborative messages; dissemination of information (state, county and city). 2. Recommendations in Brief Policy Recommendation Three Ensure diversity of economic opportunities for local, small, women-owned, and other minority-owned companies in the development and operation of our transit systems. Actions - Provide individualized support and assistance to businesses in Broward County to ensure diversity opportunities; develop outreach programs to target both existing & relocating businesses; encourage large firm partnering/joint ventures with small business entities; mentor small business owners. - Enhance small business opportunities in transportation throughout Broward County; focus on Broward County small business opportunity goal setting; expand agency accountability in achieving success; require disadvantaged business goals for major project; size transportation projects to create diversity opportunities; thorough audits to ensure program credibility; opportunities for vendors as well as professionals. - Ensure mobility choices for all; access to education; access to employment; access to healthcare; access to recreational, leisure and cultural enrichment. 31

46 Transportation Task Force Funding Suggestions Obtain dedicated funding and identity other sources to support an affordable, world class transportations system. Actions - Fund transit and intermodal infrastructure from within; emphasize transit and intermodal infrastructure funding; continue MPO funding emphasis on transit and pedestrian-oriented intermodal improvements; create a developer-based intermodal funding program; leverage local funds against future federal funding; transform trafficways plan to shared-use transit corridor plan. - Maximize the use of funding from the Livable Communities Initiative: implement transit and intermodal infrastructure; focus on mixed-use transit oriented joint development; use transportation as funding tool for community improvement, revitalization and economic development; ensure that transit-based mobility programs; develop with supportive land uses creating linkages to the local and regional mobility systems. - Create a new countywide dedicated revenue source for public transportation; focus on transit, intermodal and other complementary modes; identify transit and intermodal projects that best reduce reliance on automobile travel; fund transformation of autodominated to mixed mode transit corridors; recognize that competition for federal funds requires dedicated local revenue sources; establish broad based coalition to build consensus with stakeholders. 32