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56 partnerships having the responsibility to solicit and use Central Florida Regional Growth Vision public input. Often, advisory-level partnerships are formed to The civic organization myregion.org, a subsidiary of the involve stakeholders strategically and to hold some decision- Greater Orlando Chamber of Commerce, convened a regional making responsibility or advisory role in complex activities, visioning process in Central Florida. The effort involved such as scenario or indicator development. Finally, executive- level partnering models provide ultimate authority over the elected officials from seven counties, 86 cities, five MPOs, three approval and adoption of final vision outcomes. The next water management districts, and two regional planning coun- section provides several partnership examples from existing cils, and engaged additional state, regional, and local agencies, visioning processes. as well as community and business partners. The myregion.org board of directors had significant decision-making authority in the visioning process. An external informal committee of Partnership Examples significant partners provided policy direction and vetted out- Arizona State Route 179 comes, and a technical advisory committee and project team provided technical support and guidance in managing the A vision for the State Route 179 corridor was organized by project. Later, an external partnership was organized to lead the Arizona Department of Transportation (ADOT), in implementation efforts, known as the Congress of Regional partnership with FHWA, Coconino National Forest, Big Leaders. This partnership involves elected officials from Park Regional Coordinating Council, Yavapai and Coconino around the region in implementation efforts. Counties, and the city of Sedona. These entities were repre- sented on the executive team, which was the ultimate decision- making body. External partnerships included design advisory Key Factors in panels with members from each executive team agency, addi- Successful Partnerships tional stakeholders, and citizen volunteers representing a wide Effective partnerships are critical to the development and range of interests, whose role was to solicit input on design implementation of a successful vision. This section identifies considerations. Additional internal partnerships at the work- key factors or characteristics of partnerships that may signifi- ing and advisory levels included a public outreach team, a cantly inform the visioning process. project management team, and ADOT's technical team. Committed Leadership New Visions 20152030 The convening organization and participating agencies The Capital District Transportation Committee (CDTC) must consistently communicate and demonstrate strong convened New Visions, a visioning effort to address issues executive-level support and committed leadership through- in Upstate New York in conjunction with an update to the out the visioning process. Effective leaders are often chosen region's LRTP. The committee leveraged an existing internal to chair partnerships, with responsibility for engaging partners, partnership, the Policy Board, to provide executive-level guid- developing consensus, ensuring participation, and maintain- ance for the vision. Board members include the New York ing communication channels. Leadership may come from State DOT, Capital District Transportation Authority, Capital agency directors, elected officials, organizational representa- District Regional Planning Commission, New York State tives, or members of the public. These leaders often become Thruway Authority, Albany County Airport Authority, Albany the public face and visible champions for a visioning effort, Port District Commission, county and at-large community lobbying internally and externally to maintain momentum representatives, FHWA, and New York State Department of and support for the vision. Environmental Conservation. The CDTC's internal plan- ning committee, composed of staff and technical experts from Adaptable Organizational Structure Policy Board organizations, provided advisory-level support. In addition, five New Visions Working Groups were organized A visioning process benefits from an organizational structure as external partnerships to draw broad stakeholder input. Other that allows for a variety of external and internal partnerships significant external partnerships included alliances with the to be developed as needed. Various external partnerships are Capital District Regional Planning Council, to provide techni- useful to support specific aspects of a process at different cal support; the Center for Economic Growth, which conducted times, such as the facilitation of stakeholder engagement, complementary scenario analysis; and ARISE (A Regional technical input on scenario efforts, vision outcome and pol- Initiative to Support Empowerment), which was involved in icy direction, and implementation efforts. In addition, inter- coordinating outreach activities. nal partnerships may evolve as opportunities arise to reach