Southeast Michigan Council of Governments

1. Southeast Michigan Council of Governments

2. The Big Picture

3. What are we trying to do?Who is “we”?

4. Our Shared Outcomes Access to Jobs, Markets, Services, and Amenities Attractive Environmental Assets Desirable Communities Economic Prosperity Fiscally Sustainable Public Services Reliable, Quality Infrastructure

5. Creating Success in Southeast Michigan

7. Key Messages

8. Feds and State are not bailing us out

9. Scarcity of public dollars will continue

10. The region’s sustained success depends on a shared focus on creating:- Economic prosperity- Desirable communities- Fiscally sustainable public services- Reliable, quality infrastructure- Healthy, attractive environmental assets- Access to services, jobs, markets, & amenities

11. Success depends on alignment between the way in which various institutions use their resources(human & fiscal)

12. We have more infrastructure than we need

13. The condition of the region’s infrastructure is declining – resulting in rapid acceleration of cost

14. Quality infrastructure must be in place to attain and sustain economic prosperity

15. Green Infrastructure is a vital part of SE Michigan’s futureIt will help us reduce the cost of infrastructure & create desirable communities at the same time

16. There is a significant misalignment in the supply of housing & demand for housingLeft unaddressed, housing values will stagnate or decline and blight and abandonment will become even greater challenges in more neighborhoods

17. SE Michigan is experiencing a skills gap, leaving jobs unfilled despite a high rate of labor underutilization Filling this skills gap requires a high level of collaboration between workforce trainers and the private sector

18. Sustained economic prosperity requires a high degree of educational attainment

19. Increasing economic prosperity improves our chances of retaining the students that graduate from our higher education institutions

20. The amount of vacant land, vacant commercial buildings, & vacant industrial buildings exceeds the region’s demandSome of these properties are marketable and positioned for redevelopment, others are more conducive to alternative uses (e.g. Green Infrastructure)

21. Strategic redevelopment along transportation corridors simultaneously addresses a number of key issues: property tax base, access to jobs, desirable communities, etc.

22. Peak demand of core infrastructure services (roads, water, sewer) drives the cost of those services

23. Diversity of community types is a good thingLocal governments need a diverse set of tools

24. Numerous Public Needs Energy Water Police/ Fire Transit Roads Schools

25. And Limited Taxpayer Resources Food Utilities Housing Fun Education Gas Daycare Transportation Entertainment Retirement

26. The Silos must be busted Water Sewer Transportation Energy

27. Sustainability of Messages: Life beyond grant

29. Building blocks of a Communication Strategy

30. Expert advice & engagement in project execution: Task Forces • Talent • Soft Skills Pilot Project • Infrastructure & Jobs Pilot Project • Regional Housing Strategy • Green Infrastructure Vision • Redeveloping Commercial & Industrial Corridors

31. Policy level engagement: SEMCOG’s Internal Structure • Executive Committee – policy committee of elected officials • General Assembly – regional stakeholder body for SEMCOG’s 158 member communities

32. SEMCOG’s “External” Structure • State departments • Federal agencies • Private sector (Metropolitan Affairs Coalition) • Local non-profits • Etc.

33. Roles of Consortium in communicating messages

35. The Proposed Strategy

36. Staying the course through alignment: • Outcomes • Measures • Actions • Messages

37. Continue using task forces and work groups for input on HUD projects

38. Seek and create opportunities for communicating messages

39. Examples of roles and mechanisms • Moving from messages to actions in SEMCOG’s regional plans and policies • Same for consortium members within their institutional framework

40. Economic Development Organizations Chambers ofCommerce TransitOperators BusinessOrganizations TransportationPlan StateLegislature TransportationImprovement Plan Best Practicesfor LocalGovernments LegislativePolicy Actions Nonprofits Public Air QualityImplementation Water Quality Plan RoadAgencies LocalGovernments Regional Clearinghouse Review Decisions Economic Development Strategy LocalGovernments Planning Commissions Federal Departments and Regulatory Agencies State Departments and Regulatory Agencies

41. We know the problems The past is the past… It’s time to move on.

42. The future is up to us… We need to create our own success.

43. This requires that we align our scarce resources

44. Aligning resources requires focusing on shared outcomes

45. Continue Populating messages and actions

46. The Communication strategy is best described as? • A “viola” moment for the masses • As headline worthy as sequestration • The plan to solve all our problems • A continuous grind requiring ongoing support from an array of organizations buying in to the same things

47. Southeast Michigan Council of Governments