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Www.livabilitylane.org. What is the Lane Livability Consortium? Participating Agencies  City of Eugene  City of Springfield  Lane County  Lane Transit.

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Presentation on theme: "Www.livabilitylane.org. What is the Lane Livability Consortium? Participating Agencies  City of Eugene  City of Springfield  Lane County  Lane Transit."— Presentation transcript:

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2 What is the Lane Livability Consortium? Participating Agencies  City of Eugene  City of Springfield  Lane County  Lane Transit District  Lane Council of Governments  Housing and Community Services Agency of Lane County  St. Vincent de Paul Society of Lane County  Eugene Water & Electric Board  Central Lane Metropolitan Planning Organization  Oregon Department of Transportation  University of Oregon  United Way of Lane County A coalition of 12 entities including local government, regional planning, nonprofit, and educational agencies and organizations. Formed to apply for and manage the implementation of $1.45 million HUD Sustainable Communities Regional Planning Grant. With direction from participating agencies, the Consortium is carrying out a collection of initiatives to advance issues of regional importance.

3 Federal Partnership for Sustainable Communities  DOT, HUD, and EPA formed Partnership for Sustainable Communities to find ways to advance and leverage efforts of three agencies.  Organized around six livability principles  Sustainable Communities grant is signature effort. Lane County is one of 74 grantees  Grant award comes with access to multiple sources of technical assistance  Our region also has “preferred sustainability status” for other grant programs under the PSC umbrella

4 Central Lane Community Context  Largest metro area between Portland and San Francisco  Regional center for government, health care, education, business, retail, human services, culture, and entertainment  Strong community vision for how to grow and development.  Overall decline of economic base and the result is fewer living wage jobs for residents  One in five households live in poverty.

5 Changing Community Conditions  Demographic and socioeconomic shifts including growing diversity and aging population  Diminishing governmental, nonprofit, and private resources  Dynamic interagency working environment but with a history of partnerships  Rapid changes in state and federal policies, programs and resources

6 Regional Plans - Frameworks for Action  Local plans are tied directly or indirectly to statewide planning goals and federal resources  Plans collect and analyze community needs and data, identify community goals, establish key policies, and prioritize use of resources  Dynamic local environment for how we do planning

7 Strategic Approach for use of Grant Funds  Support efforts of existing agencies and interagency forums.  Use grant resources to gain a better 50,000 foot view of work across agencies.  Advance previously identified priorities and pressing needs.  Identify new opportunities and creative spaces for collective impact among multiple agencies.  Focus on core areas of housing, transportation, economic development, and public health  Strategically connect use of federal resources from multiple agencies Housing Transportation Economic Prosperity Public Health

8 Lane Livability Consortium Focus Areas Seven Primary Focus Areas  Finding creative spaces to build cross- sector interagency collaborations and capacity  Baseline Assessment of plans, public engagement, and data  Consider ways to better align plans and develop a better understand how plans translate into investments and action  Identify and fill “plan gaps” in community resiliency, economic prosperity, public health, and equity  Develop tools for enhanced decision making processes  Advance catalytic projects  Build web-based resource for partners

9 Finding New Spaces for Interagency Collaboration and Capacity Building Clear but Flexible Structure  MOU and Funding agreements in place for all consortium members.  Work guided by a Project Management team and as well as the entire Consortium meetings. Many Leaders  Many different partners lead specific tasks while other participated as supporting team members. Broad and Creative Engagement  Many other partners engaged through specific tasks. Frequent use of key informant interviews, workshops, and small group sessions.  Frequent use of Technical Assistance offered through HUD to build local knowledge and capacity.

10 Baseline Assessment of Plans and Engagement Assessment of Regional Plans  Create a road map of existing plans, assessment framework for comparing plans, identification of synergies and gaps, and core area reports. Public Engagement  Assess current public engagement methods for existing plans.  Engage Latino people to better understand how best to involve them, understand their needs, and identify appropriate indicators. Data Inventory and Plan  Develop a better understanding of how data and analyses need to evolve to support planning and decisionmaking.

11 Explore Alignment of Plans and Moving Plans to Action Integration and Alignment of Plans  Explore how a revised Metro Plan may evolve to adapt to new planning paradigms and address objectives shared by Springfield, Eugene, and Lane County. Better Understand how Plans translate into Action  Capital Improvement Plans and agency budgeting processes frequently determine whether or not plans move forward. This project will create a better understanding how long-range plans are carried into shorter range capital improvement plans and budgets and potential synergies. Lane County Springfield Eugene

12 Fill Content Gaps in Existing Plans Community Vulnerability Assessment  Assess impacts of natural hazards/disasters and climate change to community-wide systems. Integrating Health into Planning  Integrate health needs and impacts into community plans. Equity and Opportunity Assessment  Explore issues of equity, access, and opportunity through use of data, analysis, and engagement. Advance Economic Prosperity  Create new partnerships to identify and analyze local industry clusters and identify ways to support those clusters

13 Develop Tools for Enhanced Decisionmaking Regional Scenario Planning  Expand regional scenario planning conducted under HB 2001 to include consideration of health, equity, and economic prosperity impacts. Using Triple Bottom Line to inform Projects  Will result in general methods and tools any jurisdiction can use to make cost- effective and transparent decisions to advance community goals. Using Triple Bottom Line to Inform Plans  Develop and apply a triple bottom line framework to development of the Eugene Transportation System Plan.

14 Advance Catalytic Projects Create a Comprehensive Approach for the Franklin Corridor  Develop a stronger collective vision for the future of the Franklin Corridor with stronger connections among its transportation, land use, parks, housing, and other elements. Advance Brownfields Redevelopment  Form coalition to successfully make case for $680,000 brownfields assessment grant from the Environmental Protection Agency. Manufacturing Communities Partnership  Economic cluster work created basis for MCP application to EDA

15 Create a web-based resource for local partners – Create a collection of tools and resources for community partners The Livability Lane website and toolkit include a wealth of information including:  All reports and products developed through the Sustainable Communities grant  Access to a searchable database of community plans  Summaries of key findings  Collections of other reports, websites, and resources according to nine topic areas


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