recommended strategies - Hardee County

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ACKNOWLEDGEMENTS Hardee County Board of County Commissioners Minor L. Bryant Sue Birge Dale A. Johnson Grady Johnson Rick Knight Terry Atchley, former County Commissioner County Staff Lexton H. “Lex” Albritton, County Manager Kevin Denny, AICP, Director, Planning and Development Joshua Cheney, AICP, Planner, Planning and Development B.J. Haney, Planner, Planning and Development Kenneth B. Evers, County Attorney Steering Committee EXECUTIVE PLAN SUMMARY TABLE OF CONTENTS ACKNOWLEDGEMENTS 1 EXECUTIVE SUMMARY 2 OVERVIEW OF PROCESS 4 HARDEE COUNTY COMMUNITY ECONOMIC CONDITIONS RECOMMENDED STRATEGIES XX FOCUS GROUP FINDINGS AND RECOMMENDATIONS STEERING COMMITTEE REVIEW ADDITIONAL DEVELOPMENT STRATEGIES MAPS REGULATORY REVIEW & CONSISTENCY xx xx XX XX XX XX XX Joe Albritton, Chair Michael Kelly Kenny Miller Donnie Canary Tim Wells Nicole Drake Vanessa Hernandez, Vice-Chair Graylin Russell Smith Jake Crews Tom Trevino Mark White Project Consultant Team B. Kelley Klepper, AICP Martin P. Black, AICP, ICMA-CM Bruz Noel, RLA, ASLA Chris Cianfaglione, ASLA, LEED-GA
EXECUTIVE SUMMARY Hardee County embarked on a community-wide visioning effort to help develop a framework for balanced future growth and development while retaining the County’s quality of life assets. The Visioning is aimed at identifying community goals and a means to achieve those goals, both short and long-term. Hardee County is faced with difficult choices in the current economic times. Realizing that growth and development have the ability to either support or hamper the community’ desired, county officials began to develop a Community Vision for the community that could properly guide future development and identify solutions to challenges. The Visioning process is intended to utilize a broad range of community comments, issues and opportunities in developing community recommended strategies. The Visioning process is also intended to develop a framework within which to proactively plan, develop milestones and identify potential community champions for the recommendations. With each successive meeting, the community refined the broader comments into more focused, action oriented recommendations that will be used to develop the overall final Vision. The strategies identified are not necessarily government directed and/or supported, and in numerous cases involve local community and civic organizations with specific interest or association with related programs. This method creates broad based community support and responsibility for the implementation of the strategy. identified to further assist in the targeting and implementation for subsequent action steps and overall strategy development. The Vision or the community’s plan has been built using comments received from the steering committee and focus group meetings, formulated into an overall vision and a “road map” of ideas. In general, each Focus Group started with the basic questions of: “What challenges do you see to Hardee County growing, economically, culturally, environmentally? What can be done to overcome those challenges? Where would you like to see Hardee County in the next 5-10 years? 20 years? What would it take to achieve that? Who needs to be involved to make the vision a reality? What unrecognized or underutilized opportunities are present within the community that can assist (or be refocused to assist) in achieving the community’s goals?” The County identified five areas of review and analysis that were discussed through a series of “Focus Groups” and community meetings to prepare the Visioning Report and to provide guidance for future projects and decisions. These groups included: • Economic Development, • Land Use/ Recreation/ Open Space/ Environment, • Quality of Life/Housing, • Education/ Workforce, • Infrastructure. The Focus Groups identified both opportunities and constraints that may impact the overall growth and development of Hardee County. These groups provided input as to recommended strategies and desired outcomes, including identifying “Community Champions” that would include representatives from the various community groups, individuals as well as governmental entities. These Champions were Page 2 of 74
Page 4 and 5: Residents, stakeholders and interes
Page 6 and 7: Centralized, integrated information
Page 8 and 9: Sustainable Hardee is a proactive p
Page 10 and 11: HARDEE COUNTY Located in central Fl
Page 12 and 13: Diversified industrial base Compara
Page 14 and 15: a. Create formal joint marketing an
Page 16 and 17: 19. Additional Strategies Positioni
Page 18 and 19: FOCUS GROUP FINDINGS AND RECOMMENDA
Page 20 and 21: FOCUS GROUP AND STEERING COMMITTEE
Page 22 and 23: • Not increase the mining overlay
Page 24 and 25: Develop migrant worker support serv
Page 26 and 27: Economic Development Comments recei
Page 28 and 29: o Need to actively enterprise/adver
Page 30 and 31: 1-1. Recruit Trades & Technical Job
Page 32 and 33: Who should lead the effort? • EDC
Page 34 and 35: Education Comments received from th
Page 36 and 37: Expand diversity of educational opp
Page 38 and 39: Infrastructure Comments received fr
Page 40 and 41: Better water and sewer rates Stream
Page 42 and 43: Specific Actions/Strategies: • Pr
Page 44 and 45: o Geographic location o Friendly -
Page 46 and 47: • Street lighting - safe neighbor
Page 48 and 49: Hardee County High School Student R
Page 50 and 51: STEERING COMMITTEE REVIEW& COMMUNIT
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DEVELOPMENT STRATEGIES Land Use Con
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APPENDIX • Community Comment Form
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Reduce vehicle miles travelled to s
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Improve public welfare/Hardee Count
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Policy C2.4: Phosphate mining activ
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Measurement: Maximize acreage of pl
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