On April 8, 2026, Broward County launched Six Pillars Broward 2045 — a community-driven initiative creating a shared vision and action plan for economic and community success through the year 2045. The plan uses the Florida Chamber Foundation’s Six Pillars™ framework and was developed by community leaders, residents, and stakeholders across every sector.
The BPHI Affordable Housing Initiative framework, published in March 2026, directly implements tactics across all six pillars. The alignment is not incidental — BPHI’s model addresses the structural gaps that the Six Pillars plan identifies as critical to Broward’s competitiveness.
The Six Pillars plan identifies what Broward County needs to do through 2045. BPHI’s framework is the implementation vehicle — showing how to pay for it, who builds it, and how to attract the private capital required to achieve it at scale.
Pillar 3 covers energy, transportation, logistics, water, environmental protection, housing, and disaster preparedness. BPHI’s framework maps directly to the housing and TOD goals within this pillar.
| Six Pillars Tactic | BPHI Framework Implementation |
|---|---|
| T16 — Co-locate transit stops with affordable housing, schools, and workforce centers | Heritage Crossing sits on the PREMO corridor at 400 NW 7th Ave. School District partnership envisions school + workforce training + 150–300 housing units on closed school campuses across 34 flagged sites. |
| T21 — Modernize zoning and development codes to promote transit-oriented development (TOD) | Heritage Crossing leverages NWRAC-MUE zoning (unlimited DU/acre) and Live Local Act density overrides. Aspire 1650 uses affordable housing bonus height provisions. |
| T32 — Use P3 models for large-scale infrastructure including freight and transit hubs | BPHI’s entire model is a public-private partnership: private capital acquires/holds land, public incentives offset development cost, CLT preserves affordability permanently. |
| T36 — Align land-use and zoning policies to prioritize TOD and high-density mixed-use along key corridors | Both Aspire 1650 (Pompano Beach) and Heritage Crossing (Fort Lauderdale) are sited on transit corridors with high-density mixed-use zoning. |
| T45 — Create a fast-track permitting path for projects that expand multimodal connectivity, resilience, or affordable housing | BPHI capital stack leverages expedited permitting, impact fee waivers, and density bonuses available under Florida’s Live Local Act for qualifying affordable developments. |
The Infrastructure & Growth Leadership Pillar is co-chaired by Coree Cuff Lonergan (Broward County Transit), Mayor Josh Levy (City of Hollywood), and Elizabeth Somerstein (Greenspoon Marder). The pillar’s emphasis on P3 models, TOD, and climate-resilient design aligns precisely with BPHI’s executed and pipeline projects.
Pillar 6 covers vibrant and sustainable communities, housing, health, and wellness. Goal 3 of this pillar — “Nurture safe, sustainable, and thriving neighborhoods with a variety of housing options in every municipality” — reads like a description of BPHI’s mission.
| Six Pillars Tactic | BPHI Framework Implementation |
|---|---|
| T26 — Align the Broward 10-Year Affordable Housing Master Plan and PREMO plan as joint frameworks guiding housing, land use, and mobility investments | BPHI framework is built around CRA/OZ tracts along PREMO corridors across 6+ municipalities (Fort Lauderdale, Lauderdale Lakes, Hallandale Beach, Hollywood, Lauderhill, Dania Beach). |
| T27 — Promote TOD through funding prioritization, density bonuses, public land use, employer-assisted housing, and mixed-use zoning in PREMO corridors | Heritage Crossing uses density bonuses (1:25 ratio at 30% AMI), surplus public land at $0 acquisition cost (CRA conveyance), and mixed-use zoning. Parking reduced to zero for units at/below 60% AMI near transit. |
| T29 — Support community land trusts, and establish long-term affordability mechanisms near transit corridors | CLT is the cornerstone of BPHI’s entire model. Land held permanently by the trust or family office entity; units sold or rented separately. Affordability locked in perpetuity while land appreciates as a generational asset. |
| T30 — Support expansion of permanent supportive housing integrating mental health, addiction recovery, and workforce services | BPHI operates the Huizenga Campus (57K SF, 498 emergency beds, 32K+ individuals served) adjacent to Heritage Crossing. Aspire 1650 specifically targets homeless housing through FHFC RFA 2025-103. |
| T34 — Advance zoning reforms permitting diverse housing types by right; streamline approvals for affordable and mixed-use tied to PREMO investments | Live Local Act + CRA disposition authority at Heritage Crossing delivers exactly this: diverse unit types (studio through 3BR + townhomes), zoned by right under NWRAC-MUE. |
| T35 — Support capitalization of the Affordable Housing Trust Fund to better leverage gap financing, tax credits, SHIP/SAIL, CRA funding, and private-sector investment | BPHI framework directly leverages the $85M+ in redirected CRA TIF funding flowing to the Affordable Housing Trust Fund. Capital stack includes LIHTC ($28M), SAIL ($5.6M), SHIP, HOME, and QOF private capital. |
The Six Pillars plan specifically calls out Community Land Trusts as a mechanism for permanent affordability (Tactic T29). BPHI’s framework makes CLT the structural foundation of every development — not an add-on, but the architecture. South Florida CLT currently manages 13 units in Broward. BPHI’s Heritage Crossing alone would deliver 300+ units under CLT structure, a 25x increase in one project.
Pillar 2 covers innovation, commercialization, entrepreneurism, global trade, and economic development. BPHI’s capital structure represents exactly the kind of financial innovation the plan calls for.
| Six Pillars Tactic | BPHI Framework Implementation |
|---|---|
| T4 — Expand the criteria that define housing affordability to retain emerging professionals | BPHI targets 30–80% AMI: the workforce that keeps Broward running — teachers, nurses, hospitality workers, first responders, service employees. |
| T12 — Identify innovative ways to increase the supply of affordable housing through P3s, zoning amendments, employer-based incentives | BPHI’s 5-layer capital stack (private equity + federal incentives + state programs + county/city resources + CLT structure) is the blueprint for P3 affordable housing at scale. |
| T58 — Strengthen and expand CDFIs and mission-driven lenders supporting innovation enterprises | BPHI’s capital stack includes CDFI-compatible subordinate loans and CRA-motivated bank financing at below-market rates. The “Circle of Life” banking model creates perpetual reinvestment. |
| T107 — Create a Broward Angel Network connecting high-net-worth individuals with vetted local startups and impact-investment opportunities | BPHI framework specifically targets UHNW family offices for impact-driven generational investment, structured through QOF, LIHTC, and Family Limited Partnership vehicles. |
The Six Pillars plan repeatedly calls for innovative financing mechanisms, public-private partnerships, and new approaches to capital formation. BPHI’s framework answers each of these calls with a specific, proven structure:
Layer 1: Private capital from UHNW family offices (land acquisition + generational asset)
Layer 2: Federal incentives (LIHTC, QOF, NMTC, HUD HOME)
Layer 3: State programs (SAIL, SHIP via FHFC)
Layer 4: County/city resources (TIF Trust Fund, fee waivers, public land)
Layer 5: CLT structure (permanent affordability + land appreciation)
The result: effective cost of capital approaches zero for the developer, while the private investor retains a permanently appreciating land asset with tax-advantaged returns (14–18% blended IRR, 8.9% cash-on-cash).
This is not theoretical. Seven on Seventh (77 units, completed 2023) proved the model. Aspire 1650 (90 units, FHFC-approved) scales it. Heritage Crossing (~300 units, in negotiation) institutionalizes it.
Housing affordability is not contained within a single pillar. It is a structural issue that cuts across talent retention, business competitiveness, and civic governance.
| Six Pillars Tactic | BPHI Framework Implementation |
|---|---|
| T51 — Collaborate with other Six Pillars committees to address affordability, childcare, and transportation factors affecting talent retention | BPHI directly addresses the #1 barrier to talent retention in Broward: housing cost. 93% of residents cannot afford the median home. 62% of renters are cost-burdened. |
| T25 — Consider promoting entire training facilities funded and shaped by industry and run by community organizations focused on workforce education | BPHI’s School District partnership: closed schools become mixed-use campuses with daycare, K–8 academy, workforce training, community health clinic, and 150–300 units of affordable housing. 34 schools flagged for closure. 50,000+ empty seats. |
| Six Pillars Tactic | BPHI Framework Implementation |
|---|---|
| T6 — Identify and reduce transportation inefficiencies to lower business logistics costs | TOD-focused developments at transit hubs reduce car dependency and commute costs for the workforce Broward businesses depend on. |
| T43 — Partner with financial institutions and CDFIs to expand access to microloans, bridge loans, and equity financing | BPHI’s CRA-motivated banking layer: under the Community Reinvestment Act, every major bank is graded on LMI community capital deployment. BPHI structures deals to deliver CRA credit, unlocking below-market financing. |
| General competitiveness — “An all-out war for talent” | The Greater Fort Lauderdale Alliance (a Six Pillars recommended advocate) has publicly stated that Broward risks losing the talent war if workforce housing is not addressed. BPHI’s framework directly quotes this finding. |
| Six Pillars Tactic | BPHI Framework Implementation |
|---|---|
| T42 — Advocate for shared-service agreements and interlocal compacts that formalize collaboration among municipalities | BPHI operates across 6+ municipalities with active CRA partnerships, interlocal agreements (ILAs), and relationships with county government. The Heritage Crossing ILA (signed May 2025) extends the NW-Progresso CRA through 2035. |
| T48 — Advocate for a unified Digital Services Portal for permits, applications, and service requests across municipalities | BPHI’s framework calls for standardized permitting processes and leverages the Live Local Act’s statewide administrative approval pathway — bypassing municipal variance processes for qualifying affordable developments. |
The Six Pillars plan identifies “Recommended Advocates” for each pillar — organizations whose involvement is recognized as crucial to implementation. Several of BPHI’s existing partners and target relationships appear across multiple pillars.
| Organization | Pillars | BPHI Relationship |
|---|---|---|
| Greater Fort Lauderdale Alliance | 1, 2, 3, 4 | Cited in BPHI framework (“all-out war for talent”); economic development partner |
| Broward County Government | All 6 | CRA land conveyance partner; $85M+ TIF funding source; gap financing provider |
| Community Redevelopment Agencies (CRAs) | 3, 4 | Direct development partner for Heritage Crossing; Seven on Seventh built on CRA land |
| Financial institutions and lenders | 2, 4 | CRA-motivated banking layer; target banks include JPMorgan, Goldman, Citi, Wells, BofA |
| Broward County Public Schools | 1, 3 | School District partnership target: 34 flagged schools, 50K empty seats, ground lease model |
| CareerSource Broward | 1, 2, 4 | Workforce training partner for mixed-use developments with employment services component |
| Broward County Transit | 3 | TOD siting partner; Heritage Crossing and Aspire 1650 both near transit routes |
| Smart Growth Partnership | 3, 4 | Aligned mission on TOD, mixed-use development, and sustainable growth patterns |
Kathleen Cannon — President & CEO, United Way Broward
Cindy Mason — Market Leader, Florida Blue (Broward County)
Commissioner Michael Udine — Broward County Commission
Quality of Life: Shekeria Brown (JP Morgan Chase), Phillip Dunlap (Broward Cultural Division), Jennifer O’Flannery Anderson (Community Foundation of Broward)
Infrastructure: Coree Cuff Lonergan (BCT), Mayor Josh Levy (Hollywood)
Business Climate: Shawn Oden (BMO Bank), Whitney Dutton (Native Realty)
BPHI is uniquely positioned as the county’s proof-of-concept partner for the Six Pillars housing and infrastructure goals. No other organization in Broward has a completed affordable housing project, an FHFC-approved pipeline project, a negotiated site with pre-design complete, an engaged architect, and a capital structure designed to attract private investment at institutional scale. The Six Pillars plan provides the policy mandate. BPHI provides the execution capability.
Every major element of the BPHI framework maps to specific Six Pillars tactics. The county’s 20-year vision and BPHI’s development model are not just compatible — they are the same strategy.
| BPHI Framework Element | Six Pillars Alignment | Pillar(s) |
|---|---|---|
| Community Land Trust model | T29 (support CLTs), T27 (long-term affordability near transit) | 6 |
| 5-layer capital stack | T12 (innovative P3s), T32 (P3 models at scale) | 2, 3 |
| QOF / UHNW family office investment | T107 (angel network), T58 (mission-driven capital) | 2 |
| Transit-oriented development | T16, T21, T36 (TOD corridors, zoning modernization) | 3 |
| Affordable Housing Trust Fund | T35 (capitalize trust fund), T26 (align with PREMO) | 6 |
| CRA-motivated banking | T43 (CDFIs + bridge loans), T58 (mission-driven lenders) | 2, 4 |
| Live Local Act density overrides | T21 (modernize zoning), T34 (zoning reforms by right) | 3, 6 |
| School District partnership (50K seats) | T25 (training facilities), T16 (co-locate services) | 1, 3 |
| Hospital District parking lot model | T32 (P3 models), T27 (public land use) | 3, 6 |
| Workforce housing (30–80% AMI) | T4 (retain professionals), T51 (talent retention) | 1, 2 |
| Multi-municipal CRA partnerships | T42 (interlocal compacts), T26 (joint frameworks) | 5, 6 |
| Huizenga Campus supportive housing | T30 (permanent supportive housing + services) | 6 |
Broward County has a $154M gap financing program, a $42M trust fund, $146M in bond authority, and now a 20-year strategic plan that explicitly calls for CLTs, P3 housing models, TOD, and innovative capital structures. What it needs is a development partner who has already proven the model. BPHI is that partner. The framework is ready. The pipeline is active. The alignment is complete.