RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
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RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
CREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceven50: Seven Counties, 50 Ỉ 'earsSeven 50:•Is a unique collaboration of more than 200 public, private, and civic stakeholders (tile Southeast Florida Regional Partnership) who came together to develop a Widely shared blueprint for growing a more prosperous and desirable southeast Florida during the RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidencenext 50 years and beyond.•Has tire following goals:•Provide more transportation choices Promote affordable housing opportunities•Enhance economic compRevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
etitiveness•Support existing communities•Coordinate policies and leverage investment•Value communities and neighborhoods•Enhance community resilience CREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceuntry. The study was prepared by the Southeast Florida/Caribbean District Council of the Urban Land Institute (ULI District Council) for the Seven50 southeast Florida regional visioning initiative spearheaded by the South Florida and Treasure Coast Regional Planning Councils, as well as the Southeas RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidencet Florida Regional Partnership.The focus of the study recognizes that great vision plans lead to transformational cliange and that a requisite for tliRevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
at change IS the consistent leadership of champions who are dedicated to keeping the vision alive and supporting it through changes in administrationsCREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidencetime will have the capacity to promote vision implementation. Those steps included creating the Inclusive Regional Leadership Work Group (led by the ULI District Council) and preparation of tills report to learn from the experiences of similar organizations from around the country.The Inclusive Regi RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceonal Leadership Work Group is one of six such groups charged with developing the goals, objectives, and actions for key planning areas for the Seven50RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
vision. Tile group met as part of individual count}' meetings 111 the fall of 2012 and at a regional meeting in April 2013. It also met during the SeCREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidencehould address, and the type of organization needed to leadThe Four Sections of the Southeast Florida Regional Leadership Report•Research Background•Highlights of Six Selected Regional Leadership Models•Concluding Observations•Next StepsCreating an Enduring Southeast Florida Regional Leadership Organ RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceization1implementation of regional solutions in Southeast Florida. The work group members also discussed challenges (housing and transportation choiceRevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
s and economic and envưonmental issues, for example) to securing opportunities to strengthen communities within their respective counties. The common CREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceesearch Background, Higlilights of Six Selected Regional Leadersilip Models, Concluding Observations, and Next Steps. More detailed descriptions of the SIX profiled organizations arc contained 111 Appendix B.Creating an Enduring Southeast Florida Regional Leadership Organization2Research BackgroundT RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidencehe research lor this study was conducted in two parts:•Part One: Investigation by the ULI District Council’s Regional Leadership Committee into succesRevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
sful regional leadership models around the count ry.•Pari Two: Building on the Part One research, selection and examination of Six regional leadershipCREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence010 the ULI District Council’s Regional Leadership Committee invested its time in a two-year research process examining the desirable attributes of a regional leadership organization that could continue after the SevenõO regional visioning initiative to promote vision implementation. Tlie committee’ RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidences work included two steps:Step One Identify and learn more about regional leadership models from across the country because of their potential applicaRevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
bility to southeast Florida. Tile seven organizations selected represented a range of types, from public to private sector-led: the Minnesota Council CREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSev RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceexas, and Quality Growth Alliance.Features of a Southeast Florida Leadership Organization: Common Themes from the Seven50 Work Groups•Address a finite number of issues that arc identified by consensus and could change over lime. The most liequenlly mentioned issues were those related lo transportati RevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidenceon (including lire high cost of transportation and housing coupled with low wages), economic development, water, eiiviromnent/cliinale resiliency, andRevisionOfProfessionalRolesAndQualityImprovement_ReviewOfEvidence
access lo a good education starling at the PreK-level.•Establish the organization as private sector led but also include representatives ttom tile puCREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSevCREATING AN ENDURING SOUTHEAST FLORIDA REGIONAL LEADERSHIP ORGANIZATIONKeeping the Seven50 Vision Alive: Successful Models and o b s e r va t ion sSevGọi ngay
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