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Chapter 7 | Board A
Implementation p134
MAKE IT HAPPEN Implementation requires complex, ongoing work by City staff, elected and appointed officials, and other organizations and entities in the community.
5 IMPLEMENTATION CATEGORIES
1. Start Collaborative Implementation &
Cooperation and collaboration between stakeholders will greatly increase the likelihood that tasks will be accomplished.
Communication
While the City may initiate these
tasks, substantive work may be conducted by other organizations.
This chapter provides a stepping
stone between concepts recommended in this Plan and specific actions that can make it happen. Each of the actions noted in this chapter involves one or more of the following primary tasks: 1. Reviewing and approving new regulations and programs (including proposals from developers and other organizations); 2. Establishing organizational partnerships (both public and private) to enhance staff collaboration, develop regulations and programs, consider jurisdictional changes, and commit to financial actions (for shared costs and revenues); 3. Providing ongoing support from municipal staff and public officials; and/or, 4. Allocating funds ranging from modest expenses to professional services costs, and from major capital improvements to operations and maintenance expenditures.
2. Integrate Circulation
3. Create Public Places
4. Design Cohesive Urban Development
The primary tasks are noted below the title for each of the subtitled actions.
FIVE CATEGORIES, NINETEEN ACTIONS The 19 actions contained within this chapter are organized under five broader categories that frame the implementation of the concepts presented in this Plan. The actions are interrelated and mutually reinforcing, thus encouraging a more sustainable and resilient community development framework.
The
five broader categories are: 1. Start Collaborative Implementation & Communication 2. Integrate Circulation 3. Create Public Places 4. Design Cohesive Urban Development 5. Develop Funding & Resources
SOLVING the
PUZZLE
Dollars and Sense Public-private partnerships (PPPs) have quickly become one of the most successful ways in which innovative and unconventional projects can be realized. By capitalizing on the stability and reduced risk of government participation, and by leveraging the private sector’s creativity and capital, unique initiatives and programs that previously would have had little likelihood of occurring are now possible. PPPs are almost exclusively used in catalytic economic development projects that either a) jump start a new effort or cluster, or b) revive a dormant segment of the marketplace. With respect to the planning area, PPPs could be strategically utilized to align efforts and capitalize on synergies between government interests and private sector investments in order to create public places, fund business incubators, conserve and socialize natural resources, or finance infrastructure improvements. PPPs will likely be a principal mechanism by which relationships will be developed to operationalize the implementation strategies in this Plan.
5. Develop Funding & Resources FRAMEWORK PLAN p61
Implementation p134
MAKE IT HAPPEN Implementation requires complex, ongoing work by City staff, elected and appointed officials, and other organizations and entities in the community.
5 IMPLEMENTATION CATEGORIES
1. Start Collaborative Implementation &
Cooperation and collaboration between stakeholders will greatly increase the likelihood that tasks will be accomplished.
Communication
While the City may initiate these
tasks, substantive work may be conducted by other organizations.
This chapter provides a stepping
stone between concepts recommended in this Plan and specific actions that can make it happen. Each of the actions noted in this chapter involves one or more of the following primary tasks: 1. Reviewing and approving new regulations and programs (including proposals from developers and other organizations); 2. Establishing organizational partnerships (both public and private) to enhance staff collaboration, develop regulations and programs, consider jurisdictional changes, and commit to financial actions (for shared costs and revenues); 3. Providing ongoing support from municipal staff and public officials; and/or, 4. Allocating funds ranging from modest expenses to professional services costs, and from major capital improvements to operations and maintenance expenditures.
2. Integrate Circulation
3. Create Public Places
4. Design Cohesive Urban Development
The primary tasks are noted below the title for each of the subtitled actions.
FIVE CATEGORIES, NINETEEN ACTIONS The 19 actions contained within this chapter are organized under five broader categories that frame the implementation of the concepts presented in this Plan. The actions are interrelated and mutually reinforcing, thus encouraging a more sustainable and resilient community development framework.
The
five broader categories are: 1. Start Collaborative Implementation & Communication 2. Integrate Circulation 3. Create Public Places 4. Design Cohesive Urban Development 5. Develop Funding & Resources
SOLVING the
PUZZLE
Dollars and Sense Public-private partnerships (PPPs) have quickly become one of the most successful ways in which innovative and unconventional projects can be realized. By capitalizing on the stability and reduced risk of government participation, and by leveraging the private sector’s creativity and capital, unique initiatives and programs that previously would have had little likelihood of occurring are now possible. PPPs are almost exclusively used in catalytic economic development projects that either a) jump start a new effort or cluster, or b) revive a dormant segment of the marketplace. With respect to the planning area, PPPs could be strategically utilized to align efforts and capitalize on synergies between government interests and private sector investments in order to create public places, fund business incubators, conserve and socialize natural resources, or finance infrastructure improvements. PPPs will likely be a principal mechanism by which relationships will be developed to operationalize the implementation strategies in this Plan.
5. Develop Funding & Resources FRAMEWORK PLAN p61
