Objectives

Through the process of developing A Better Maryland, participants repeatedly stressed that implementation of strategies is as important as developing the strategies themselves. The following objectives will assist in implementation of the plan strategies.

Most of the A Better Maryland strategies meet multiple objectives, and all forward at least one. To learn more about how plan strategies and objectives align and integrate, please see the Topics & Strategies page.

Build Capacity in Communities

Maryland has a long and enduring legacy of localized decision-making, planning, and community development assisted by state support. A Better Maryland honors and enhances this legacy. State capacity and expertise need not only be provided on the back end of planning efforts or projects, but also at the beginning and throughout. Properly applied at high leverage points, thoughtfully developed state resources can have a positive multiplier effect on local capacity for years to come.

Strategies to achieve this objective

SE 4: Where the SGSC agencies have determined that a local jurisdiction has stricter regulations, can carry out the regulations, and wants to lead on the regulations, SGSC and State agencies will work with the jurisdiction to delegate local regulatory authority. SE 5: Develop educational materials, models and guidelines, and programs for jurisdictions and other community development partners to help them improve environmental awareness and sustainability. PL 2: Continue to support and enhance the MALPF and other conservation programs to meet the state’s land preservation goals by providing tools and other resources to inform local decision making. PL 3: Assist local jurisdictions in evaluating and documenting the positive impact of land preservation on a per dollar spent basis (e.g., measuring the sustainability of farming or forestry product sales in the county over the long-term, measuring savings due to reduced nutrient loading in the watershed, or ecosystem service benefits people gain from the environment). PL 4: Assist local governments in exploring preservation techniques such as clustering and transfer of development rights. CC 1: Establish ongoing climate adaptation forums and educational resources for local jurisdictions and other stakeholders, including local exchanges on coastal resiliency best practices and the Association of Climate Change Officers training. CC 3: Assist local governments as requested with integration of adaptation and resiliency planning into hazard mitigation and comprehensive plans, capital improvement programming or other local programs. CC 4: Promote healthy soils, which are vital to ecological and agricultural resilience. CC 5: Improve access to information on current and future flood risks in state and local planning and programming. CC 6: Develop tools, educational materials and technical assistance that local governments and other entities and organizations can use to protect natural resources of the greatest biological and ecological value, and ensure adaptation to future climate change impacts and restore, when possible, natural resources that provide risk-reduction benefits to communities. EC 1: Increase interagency engagement with private sector economic development groups, such as the Maryland Economic Development Association, Chamber of Commerce, Urban Land Institute, BWI Business Partnership, etc., in planning and implementation. EC 2: Promote state level resources and programs for leveraging investment in Maryland’s federally designated Opportunity Zones. EC 3: Assist local jurisdictions with interagency collaboration on local economic impact analyses and technical assistance on best practices, when requested. EC 4: Explore strategies for integrating Labor’s and DHCD’s data and online resources to assist state and local community development planning and programming. EC 5: Develop economic development tools and services to provide sub-county economic data and analysis capabilities to assist local jurisdictions in grant applications, programming and planning. EC 6: Support and promote agricultural and other resource-based (e.g., fishing and forestry) businesses based on regional needs and demands (e.g., Buy Local program and the Maryland Outdoor Recreation Economic Commission recommendations.) EC 7: Assess healthcare needs and facilities statewide to inform local planning and enhance community development. EC 8: Engage a broader range of people in education, training and professional development opportunities related to planning and community development. EC 9: Building upon Labor’s and DHCD’s experience and networks, enhance state’s resources for and support to nonprofit community development corporations. EC 10: Explore ways to expand, enhance and promote community development resources for local governments, such as the town manager circuit rider program. EC 11: Conduct regional business training events to inform and educate businesses and local governments of the processes and opportunities to conduct business with state partners. EC 12: Investigate the potential for collaboration with local government to expand cooperative purchasing agreements. NC 1: Provide state interagency assessment of and response to trends that affect local economic development (e.g., change in retail, autonomous vehicles, infrastructure – roads, water, sewer, internet etc., economic data on jobs, market sector changes). NC 2: Improve local accessibility to and engagement with Commerce’s and Labor’s workforce development initiatives. NC 4: Expand partnerships among the local public schools, colleges and businesses to support workforce development and improve workforce readiness. NC 8: Develop tools to better assess and leverage potential economic impacts of transportation investments that support and strengthen state and local economies. RE 2: Pursue statewide solar energy guidance on the siting of facilities, which considers land use compatibility and economic viability, and identifies associated state agency support. RE 3: Develop tools, educational materials and technical assistance that local governments and other entities and organizations (i.e., homeowner associations, community development corporations) can use for localized energy planning and implementation. RE 4: Partner with state and local housing programs to incorporate energy efficiency and solar options into the housing rehab programs. RE 5: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting energy efficiency and use of clean and renewable energy resources. IT 7: Provide guidance to jurisdictions on land use and development impacts of autonomous vehicles using new tools and technologies to facilitate multimodal planning, policy, and project-level decision making at the state, regional and local levels. CH 1: Provide local jurisdictions with materials to educate the public on the benefits of workforce housing. CH 2: Develop educational materials and programs for jurisdictions and other community development partners to help them maximize state housing resources. CH 3: Work with state and local agencies/organizations to develop creative ways to better connect workforce training with housing development. CH 4: Develop interagency resources for identifying unique housing condition needs and strategies and for analyzing the impact that state and local regulations and policies have on the cost of housing. CH 5: Explore innovative housing partnerships and financing mechanisms to increase the stock of affordable and workforce housing (e.g., community land trusts, community development corporations) CH 6: Build systems for tracking and preserving the stock of affordable housing that currently exists in Maryland’s communities. HC 1: Promote the inclusion of historic preservation and cultural heritage concerns in local planning for recreation, tourism, community development and climate adaptation. HC 2: Enhance education and access to information about Maryland’s heritage and cultural resources. HC 5: Assist local governments in the identification, survey and evaluation of historic and cultural properties. QP 1: Assist local jurisdictions in the integration of health considerations and data into local comprehensive plans and development review processes. QP 2: Work in partnership with local jurisdictions to revitalize corridors within urban and suburban centers and towns. QP 4: Create state agency design teams to assist local jurisdictions on community-wide, transit oriented development, or site-specific projects. QP 6: Develop a broad range of local planning and governance educational programs for citizens and local officials. QP 8: Facilitate regional communication opportunities for jurisdictions to interact with each other and address shared regional concerns. QP 9: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting age-friendly communities.

Improve Collaboration and Coordination Among State Agencies

Maryland state agencies need to coordinate efforts more effectively and communicate with jurisdictions in one, constructive voice. Cross training, shared approaches and messaging, and horizontal collaboration will ensure state agencies facilitate effective planning, resource conservation, and economic development in Maryland.

Strategies to achieve this objective

SE 1: Assess and modify as needed state environmental programs to reinforce the land-use principles of sustainable growth/smart growth. SE 2: Cross train staff among state agencies that share environmental program and regulatory responsibilities to promote unified outcomes. SE 3: Review and streamline the state’s Critical Areas guidance for local governments to more effectively meet the program’s goals. SE 4: Where the SGSC agencies have determined that a local jurisdiction has stricter regulations, can carry out the regulations, and wants to lead on the regulations, SGSC and State agencies will work with the jurisdiction to delegate local regulatory authority. SE 5: Develop educational materials, models and guidelines, and programs for jurisdictions and other community development partners to help them improve environmental awareness and sustainability. PL 1: Review existing state land preservation programs and identify opportunities to increase local participation. CC 2: Identify and prioritize historic and archaeological sites located on state-controlled lands vulnerable to climate change impacts. CC 3: Assist local governments as requested with integration of adaptation and resiliency planning into hazard mitigation and comprehensive plans, capital improvement programming or other local programs. CC 5: Improve access to information on current and future flood risks in state and local planning and programming. CC 6: Develop tools, educational materials and technical assistance that local governments and other entities and organizations can use to protect natural resources of the greatest biological and ecological value, and ensure adaptation to future climate change impacts and restore, when possible, natural resources that provide risk-reduction benefits to communities. CC 7: Cross train staff among state agencies on coastal resiliency best practices as they may impact environmental policies and programs. EC 1: Increase interagency engagement with private sector economic development groups, such as the Maryland Economic Development Association, Chamber of Commerce, Urban Land Institute, BWI Business Partnership, etc., in planning and implementation. EC 2: Promote state level resources and programs for leveraging investment in Maryland’s federally designated Opportunity Zones. EC 3: Assist local jurisdictions with interagency collaboration on local economic impact analyses and technical assistance on best practices, when requested. EC 4: Explore strategies for integrating Labor’s and DHCD’s data and online resources to assist state and local community development planning and programming. EC 5: Develop economic development tools and services to provide sub-county economic data and analysis capabilities to assist local jurisdictions in grant applications, programming and planning. EC 9: Building upon Labor’s and DHCD’s experience and networks, enhance state’s resources for and support to nonprofit community development corporations. EC 10: Explore ways to expand, enhance and promote community development resources for local governments, such as the town manager circuit rider program. NC 1: Provide state interagency assessment of and response to trends that affect local economic development (e.g., change in retail, autonomous vehicles, infrastructure – roads, water, sewer, internet etc., economic data on jobs, market sector changes). NC 2: Improve local accessibility to and engagement with Commerce’s and Labor’s workforce development initiatives. NC 6: Improve accessibility to state government by providing interactive portals for electronic submissions, greater personal engagement with state agency programs and projects (e.g., state navigators and easier access to data for applications), and other measures reducing the cost of state applications and service requests. NC 9: Work in partnership with local jurisdictions and other state agencies to find growth opportunities for Maryland’s agriculture industry and address its challenges in a 21st century economy. RE 1: Explore opportunities for interagency partnerships to use existing funding and programs to increase energy efficiency and on-site power generation at state facilities. RE 2: Pursue statewide solar energy guidance on the siting of facilities, which considers land use compatibility and economic viability, and identifies associated state agency support. RE 3: Develop tools, educational materials and technical assistance that local governments and other entities and organizations (i.e., homeowner associations, community development corporations) can use for localized energy planning and implementation. RE 4: Partner with state and local housing programs to incorporate energy efficiency and solar options into the housing rehab programs. RE 5: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting energy efficiency and use of clean and renewable energy resources. IT 2: Provide state infrastructure assistance programs for economic development projects at different scales. IT 4: Track and forecast emerging technologies and strategies that will impact statewide infrastructure planning, and provide a platform for a coordinated statewide response. IT 6: Provide technical assistance to ensure local land use decision making leverages infrastructure investments and supports transportation choice. (e.g., transit-oriented development, etc.) IT 7: Provide guidance to jurisdictions on land use and development impacts of autonomous vehicles using new tools and technologies to facilitate multimodal planning, policy, and project-level decision making at the state, regional and local levels. IT 8: Work in partnership with local jurisdictions and other state agencies to encourage efficient use of infrastructure through corridor planning, and support revitalization strategies to strengthen existing communities and infrastructure. IT 9: Work collaboratively with local jurisdictions, metropolitan planning organizations, and state agencies, to improve coordination and effectiveness across the state’s different transit systems. IT 10: Explore funding sources and opportunities for state and local critical infrastructure to strengthen communities and enhance economic development potential. CH 1: Provide local jurisdictions with materials to educate the public on the benefits of workforce housing. CH 3: Work with state and local agencies/organizations to develop creative ways to better connect workforce training with housing development. CH 4: Develop interagency resources for identifying unique housing condition needs and strategies and for analyzing the impact that state and local regulations and policies have on the cost of housing. CH 7: Evaluate and enhance state incentives for jurisdictions and nonprofits to provide workforce housing. HC 2: Enhance education and access to information about Maryland’s heritage and cultural resources. QP 1: Assist local jurisdictions in the integration of health considerations and data into local comprehensive plans and development review processes. QP 2: Work in partnership with local jurisdictions to revitalize corridors within urban and suburban centers and towns. QP 3: Promote projects that enhance accessibility and mobility in local jurisdictions to ensure that land use decisions support such outcomes. QP 4: Create state agency design teams to assist local jurisdictions on community-wide, transit oriented development, or site-specific projects. QP 5: Establish an interagency review process to determine the best and most effective delivery mechanisms for state programs and projects. QP 6: Develop a broad range of local planning and governance educational programs for citizens and local officials. QP 7: Evaluate proposed state legislation for regional impacts similar to, or included in, a bill fiscal note prepared for the Maryland General Assembly. QP 8: Facilitate regional communication opportunities for jurisdictions to interact with each other and address shared regional concerns. QP 9: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting age-friendly communities.

Improve the Delivery of Programs and Services to Local Jurisdictions

Maryland has an abundance of state level programs, data, guidance, and other services, but they are not always accessible, understandable, or manageable. Local governments and other stakeholders should be able to easily find and efficiently apply complex resources to community needs. The state developed the programs, and A Better Maryland will take the next step to increase their usability.

Strategies to achieve this objective

SE 1: Assess and modify as needed state environmental programs to reinforce the land-use principles of sustainable growth/smart growth. SE 2: Cross train staff among state agencies that share environmental program and regulatory responsibilities to promote unified outcomes. SE 3: Review and streamline the state’s Critical Areas guidance for local governments to more effectively meet the program’s goals. SE 4: Where the SGSC agencies have determined that a local jurisdiction has stricter regulations, can carry out the regulations, and wants to lead on the regulations, SGSC and State agencies will work with the jurisdiction to delegate local regulatory authority. SE 5: Develop educational materials, models and guidelines, and programs for jurisdictions and other community development partners to help them improve environmental awareness and sustainability. PL 1: Review existing state land preservation programs and identify opportunities to increase local participation. PL 2: Continue to support and enhance the MALPF and other conservation programs to meet the state’s land preservation goals by providing tools and other resources to inform local decision making. PL 4: Assist local governments in exploring preservation techniques such as clustering and transfer of development rights. CC 2: Identify and prioritize historic and archaeological sites located on state-controlled lands vulnerable to climate change impacts. CC 3: Assist local governments as requested with integration of adaptation and resiliency planning into hazard mitigation and comprehensive plans, capital improvement programming or other local programs. CC 4: Promote healthy soils, which are vital to ecological and agricultural resilience. CC 5: Improve access to information on current and future flood risks in state and local planning and programming. CC 6: Develop tools, educational materials and technical assistance that local governments and other entities and organizations can use to protect natural resources of the greatest biological and ecological value, and ensure adaptation to future climate change impacts and restore, when possible, natural resources that provide risk-reduction benefits to communities. CC 7: Cross train staff among state agencies on coastal resiliency best practices as they may impact environmental policies and programs. EC 1: Increase interagency engagement with private sector economic development groups, such as the Maryland Economic Development Association, Chamber of Commerce, Urban Land Institute, BWI Business Partnership, etc., in planning and implementation. EC 2: Promote state level resources and programs for leveraging investment in Maryland’s federally designated Opportunity Zones. EC 3: Assist local jurisdictions with interagency collaboration on local economic impact analyses and technical assistance on best practices, when requested. EC 4: Explore strategies for integrating Labor’s and DHCD’s data and online resources to assist state and local community development planning and programming. EC 5: Develop economic development tools and services to provide sub-county economic data and analysis capabilities to assist local jurisdictions in grant applications, programming and planning. EC 8: Engage a broader range of people in education, training and professional development opportunities related to planning and community development. EC 9: Building upon Labor’s and DHCD’s experience and networks, enhance state’s resources for and support to nonprofit community development corporations. EC 10: Explore ways to expand, enhance and promote community development resources for local governments, such as the town manager circuit rider program. EC 11: Conduct regional business training events to inform and educate businesses and local governments of the processes and opportunities to conduct business with state partners. EC 12: Investigate the potential for collaboration with local government to expand cooperative purchasing agreements. NC 2: Improve local accessibility to and engagement with Commerce’s and Labor’s workforce development initiatives. NC 3: Facilitate economic opportunity and reduce congestion in Maryland through strategic system expansion for all modes of transportation. NC 4: Expand partnerships among the local public schools, colleges and businesses to support workforce development and improve workforce readiness. NC 5: Ensure that statutes, regulations, policies and practices support the respective needs of both traditional and non-traditional students. NC 6: Improve accessibility to state government by providing interactive portals for electronic submissions, greater personal engagement with state agency programs and projects (e.g., state navigators and easier access to data for applications), and other measures reducing the cost of state applications and service requests. NC 7: Ensure Maryland is well positioned to attract new industries that emphasize transportation alternatives in their site-selection process. NC 8: Develop tools to better assess and leverage potential economic impacts of transportation investments that support and strengthen state and local economies. NC 9: Work in partnership with local jurisdictions and other state agencies to find growth opportunities for Maryland’s agriculture industry and address its challenges in a 21st century economy. RE 1: Explore opportunities for interagency partnerships to use existing funding and programs to increase energy efficiency and on-site power generation at state facilities. RE 2: Pursue statewide solar energy guidance on the siting of facilities, which considers land use compatibility and economic viability, and identifies associated state agency support. RE 3: Develop tools, educational materials and technical assistance that local governments and other entities and organizations (i.e., homeowner associations, community development corporations) can use for localized energy planning and implementation. RE 4: Partner with state and local housing programs to incorporate energy efficiency and solar options into the housing rehab programs. RE 5: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting energy efficiency and use of clean and renewable energy resources. IT 1: Ensure a safe, secure and resilient transportation system. IT 2: Provide state infrastructure assistance programs for economic development projects at different scales. IT 3: Maintain a high standard and modernize Maryland’s multimodal transportation system. IT 4: Track and forecast emerging technologies and strategies that will impact statewide infrastructure planning, and provide a platform for a coordinated statewide response. IT 5: Promote development opportunities that leverage transportation investments. IT 6: Provide technical assistance to ensure local land use decision making leverages infrastructure investments and supports transportation choice. (e.g., transit-oriented development, etc.) IT 8: Work in partnership with local jurisdictions and other state agencies to encourage efficient use of infrastructure through corridor planning, and support revitalization strategies to strengthen existing communities and infrastructure. IT 9: Work collaboratively with local jurisdictions, metropolitan planning organizations, and state agencies, to improve coordination and effectiveness across the state’s different transit systems. IT 10: Explore funding sources and opportunities for state and local critical infrastructure to strengthen communities and enhance economic development potential. CH 2: Develop educational materials and programs for jurisdictions and other community development partners to help them maximize state housing resources. CH 3: Work with state and local agencies/organizations to develop creative ways to better connect workforce training with housing development. CH 4: Develop interagency resources for identifying unique housing condition needs and strategies and for analyzing the impact that state and local regulations and policies have on the cost of housing. CH 5: Explore innovative housing partnerships and financing mechanisms to increase the stock of affordable and workforce housing (e.g., community land trusts, community development corporations) CH 6: Build systems for tracking and preserving the stock of affordable housing that currently exists in Maryland’s communities. CH 7: Evaluate and enhance state incentives for jurisdictions and nonprofits to provide workforce housing. HC 1: Promote the inclusion of historic preservation and cultural heritage concerns in local planning for recreation, tourism, community development and climate adaptation. HC 2: Enhance education and access to information about Maryland’s heritage and cultural resources. HC 3: Research, document and develop preservation strategies for historic properties and archeological sites in state ownership. HC 4: Build capacity in historic preservation and strengthen network connections through regularly scheduled training and networking opportunities. HC 5: Assist local governments in the identification, survey and evaluation of historic and cultural properties. QP 1: Assist local jurisdictions in the integration of health considerations and data into local comprehensive plans and development review processes. QP 2: Work in partnership with local jurisdictions to revitalize corridors within urban and suburban centers and towns. QP 3: Promote projects that enhance accessibility and mobility in local jurisdictions to ensure that land use decisions support such outcomes. QP 4: Create state agency design teams to assist local jurisdictions on community-wide, transit oriented development, or site-specific projects. QP 5: Establish an interagency review process to determine the best and most effective delivery mechanisms for state programs and projects. QP 6: Develop a broad range of local planning and governance educational programs for citizens and local officials. QP 7: Evaluate proposed state legislation for regional impacts similar to, or included in, a bill fiscal note prepared for the Maryland General Assembly. QP 8: Facilitate regional communication opportunities for jurisdictions to interact with each other and address shared regional concerns. QP 9: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting age-friendly communities.

Respect Regional Distinctions

One size does not fit all. Even with its small geographic size, Maryland is extremely diverse, and A Better Maryland establishes a framework that recognizes this diversity and builds upon it as an asset. Similarly, the tools, programs, and practices need to vary depending upon whether in an urban area, a suburban community or a rural town or village. Regional distinctions urge comparable planning and programming.

Strategies to achieve this objective

SE 1: Assess and modify as needed state environmental programs to reinforce the land-use principles of sustainable growth/smart growth. SE 2: Cross train staff among state agencies that share environmental program and regulatory responsibilities to promote unified outcomes. SE 3: Review and streamline the state’s Critical Areas guidance for local governments to more effectively meet the program’s goals. SE 4: Where the SGSC agencies have determined that a local jurisdiction has stricter regulations, can carry out the regulations, and wants to lead on the regulations, SGSC and State agencies will work with the jurisdiction to delegate local regulatory authority. PL 1: Review existing state land preservation programs and identify opportunities to increase local participation. PL 2: Continue to support and enhance the MALPF and other conservation programs to meet the state’s land preservation goals by providing tools and other resources to inform local decision making. CC 1: Establish ongoing climate adaptation forums and educational resources for local jurisdictions and other stakeholders, including local exchanges on coastal resiliency best practices and the Association of Climate Change Officers training. CC 3: Assist local governments as requested with integration of adaptation and resiliency planning into hazard mitigation and comprehensive plans, capital improvement programming or other local programs. CC 7: Cross train staff among state agencies on coastal resiliency best practices as they may impact environmental policies and programs. EC 1: Increase interagency engagement with private sector economic development groups, such as the Maryland Economic Development Association, Chamber of Commerce, Urban Land Institute, BWI Business Partnership, etc., in planning and implementation. EC 2: Promote state level resources and programs for leveraging investment in Maryland’s federally designated Opportunity Zones. EC 5: Develop economic development tools and services to provide sub-county economic data and analysis capabilities to assist local jurisdictions in grant applications, programming and planning. EC 6: Support and promote agricultural and other resource-based (e.g., fishing and forestry) businesses based on regional needs and demands (e.g., Buy Local program and the Maryland Outdoor Recreation Economic Commission recommendations.) EC 7: Assess healthcare needs and facilities statewide to inform local planning and enhance community development. EC 10: Explore ways to expand, enhance and promote community development resources for local governments, such as the town manager circuit rider program. EC 11: Conduct regional business training events to inform and educate businesses and local governments of the processes and opportunities to conduct business with state partners. NC 1: Provide state interagency assessment of and response to trends that affect local economic development (e.g., change in retail, autonomous vehicles, infrastructure – roads, water, sewer, internet etc., economic data on jobs, market sector changes). NC 3: Facilitate economic opportunity and reduce congestion in Maryland through strategic system expansion for all modes of transportation. NC 5: Ensure that statutes, regulations, policies and practices support the respective needs of both traditional and non-traditional students. NC 7: Ensure Maryland is well positioned to attract new industries that emphasize transportation alternatives in their site-selection process. NC 8: Develop tools to better assess and leverage potential economic impacts of transportation investments that support and strengthen state and local economies. RE 2: Pursue statewide solar energy guidance on the siting of facilities, which considers land use compatibility and economic viability, and identifies associated state agency support. RE 3: Develop tools, educational materials and technical assistance that local governments and other entities and organizations (i.e., homeowner associations, community development corporations) can use for localized energy planning and implementation. IT 2: Provide state infrastructure assistance programs for economic development projects at different scales. IT 5: Promote development opportunities that leverage transportation investments. IT 8: Work in partnership with local jurisdictions and other state agencies to encourage efficient use of infrastructure through corridor planning, and support revitalization strategies to strengthen existing communities and infrastructure. IT 9: Work collaboratively with local jurisdictions, metropolitan planning organizations, and state agencies, to improve coordination and effectiveness across the state’s different transit systems. CH 3: Work with state and local agencies/organizations to develop creative ways to better connect workforce training with housing development. QP 2: Work in partnership with local jurisdictions to revitalize corridors within urban and suburban centers and towns. QP 3: Promote projects that enhance accessibility and mobility in local jurisdictions to ensure that land use decisions support such outcomes. QP 4: Create state agency design teams to assist local jurisdictions on community-wide, transit oriented development, or site-specific projects. QP 5: Establish an interagency review process to determine the best and most effective delivery mechanisms for state programs and projects. QP 7: Evaluate proposed state legislation for regional impacts similar to, or included in, a bill fiscal note prepared for the Maryland General Assembly. QP 8: Facilitate regional communication opportunities for jurisdictions to interact with each other and address shared regional concerns. QP 9: Pursue interagency partnerships to educate and provide technical assistance to local governments and the public on best practices in promoting age-friendly communities.