CASQA 2024 Recap: Unlocking the Power of Community-Based Public-Private Partnerships (CBP3s) for Green Infrastructure
At the recent 2024 California Stormwater Quality Association (CASQA) Conference, experts delved into the innovative CBP3 model and its application to green infrastructure projects in socially vulnerable areas. The Community-Based Public-Private Partnerships (CBP3s): Insights from Fresh Coast Green Communities session featured April Mendez and Jim Sparber from Greenprint, Lisa Sasso from the Milwaukee Metropolitan Sewerage District (MMSD), and was moderated by Erin Maker of the City of Carpinteria. Together, they explored how CBP3s are reshaping the future of stormwater management by harnessing the strength of community collaboration and private sector efficiency.
What Is a CBP3?
A CBP3 is a collaborative framework that allows public and private entities to join forces in delivering large-scale infrastructure projects. The model combines public-sector oversight with private-sector expertise, allowing municipalities to meet stormwater management goals while engaging communities and ensuring equity. CBP3s can mobilize additional resources, offer innovative solutions and ensure long-term project success by balancing risks and rewards between partners.
The CBP3 Model in Action: Fresh Coast Green Communities
The Fresh Coast Green Communities (FCGC) program, led by MMSD in partnership with Greenprint, is a prime example of how a well-designed CBP3 can drive multi-benefit green infrastructure initiatives. This $31.5 million program, launched in 2022, is designed to address stormwater challenges while creating equitable, community-centered solutions in Milwaukee.
The FCGC program demonstrates the flexibility and power of the CBP3 model in practice. By leveraging private sector innovation and public sector accountability, the program has been able to implement high-impact stormwater solutions, targeting areas with high impervious surfaces and social vulnerability. As the public partner, MMSD oversees the program, while Greenprint brings expertise in project origination, community engagement and the management of green infrastructure (GI) design, construction and maintenance.
Key features of the Fresh Coast CBP3 model include:
- Guaranteed maximum price (GMP) contracts: These contracts cap costs and provide greater transparency and shared risk between MMSD and Greenprint. While MMSD retains oversight, Greenprint handles much of the project management, design and construction. This financial model encourages flexibility, allowing for the reinvestment of cost savings into additional projects.
- Community-centered design: By actively involving local stakeholders, particularly in socially vulnerable neighborhoods, FCGC ensures that the projects align with community priorities. One of the program's goals is to achieve 90% of its projects in high social vulnerability areas, which it has exceeded.
- Diversity in contracting: The program’s commitment to social equity extends to its contracting practices. The FCGC contract included a goal to contract at least 30% of project design/construction to small, women and minority owned businesses (SWMBEs). Greenprint has surpassed this goal, with 45% of project work being awarded to SWMBEs.
Addressing Misconceptions and Challenges
One of the key discussion points during the session was clearing up misconceptions about CBP3s. While some believe CBP3s require fixed-price contracts, the panelists argued that GMP contracts provide more flexibility and transparency. This model allows public agencies to better control costs and adapt to unforeseen challenges such as rising interest rates, inflation and labor shortages.
Another challenge the FCGC program tackled was navigating the complexities of engaging private landowners. The partnership has successfully integrated conservation easements, ensuring long-term maintenance of GI projects on private land. Additionally, the use of philanthropic funding to support community-based organizations (CBOs) has helped build public trust and foster meaningful community engagement.
Lessons for Municipalities and Practitioners
The session offered several key lessons for municipalities and private practitioners considering CBP3s:
- Start small, think big: A CBP3 doesn’t need to tackle all community needs at once. Instead, building a portfolio of high-impact, scalable projects is a more manageable and effective strategy. It can be expanded over time with an adaptation mindset.
- Community engagement is key: Successful CBP3s rely on strong community partnerships. In Milwaukee, MMSD and Greenprint worked with local community-based organizations to engage residents, aligning green infrastructure projects with community goals.
- Risk-sharing encourages innovation: By sharing financial risks and offering transparent cost structures, GMP contracts provide flexibility that allows both public and private partners to adapt to challenges while maintaining accountability.
Conclusion: CBP3s as the Future of Stormwater Management
As cities grapple with growing infrastructure challenges, particularly in underserved communities, CBP3s offer a path forward. FCGC showcases how these partnerships can mobilize resources, foster equity and deliver innovative, cost-effective solutions for GI.
For cities considering adopting CBP3 models, the key takeaways from this session were clear: engage deeply with communities, build flexible financial structures and prioritize equity throughout the process. By doing so, municipalities can unlock the full potential of public-private partnerships to create resilient, sustainable and inclusive cities.
